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FY2019 Adopted Budget and FY2018-FY2020 Financial PlanFY2019 Adopted Budget FY2018-2020 Financial Plan 2018-2022 Capital Improvement Plan Historic Oakland Cemetery Oakland Cemetery was deeded to “the people of Iowa City” by the Iowa territorial legislature on Feb. 13, 1843. The original plot was one block square, with the southwest corner located at Governor and Church Streets. Over the years, the cemetery has been expanded and now encompasses 40 acres. Oakland Cemetery is a non-perpetual care City cemetery and is supported by city taxes. The City is strongly committed to the maintenance and preservation of privately owned lots and accessories. Since its establishment, the cemetery has become the final resting place of many men and women important in the history of Iowa, of Iowa City and the University of Iowa. These include Robert E. Lucas, first governor of the territory (1838-41); Samuel J. Kirkwood, governor during the Civil War (1860-64), again in 1876, a U.S. senator in 1877, and subsequently secretary of the interior and U.S. minister to Spain; well-known presidents of the university, Walter A. Jessup (1915-33) and Virgil M. Hancher (1940-64); Cordelia Swan, daughter of one of the three commissioners who selected the site for Iowa City and the new territorial capitol; and Irving B. Weber (1900-1997), noted Iowa City historian. It is also home to the legendary monument called the Black Angel, which is an 8.5 foot tall monument for the Feldevert family erected in 1912. The facts behind the Black Angel long ago gave way to myths, superstitions and legend surrounding its mysterious change in color from a golden bronze cast to an eerie black. More information regarding the monument’s history can be found at www.icgov.org/cemetery. City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2019 & FY2018 - 2020 Financial Plan Council: City Manager Finance Director Geoff Fruin Dennis Bockenstedt Assistant City Manager Ashley Monroe Budget & Compliance Officer Jacklyn Budding Finance Assistant to Secretary the City Manager Cyndi Ambrose Simon Andrew Mazahir Salih AT-LARGE Pauline Taylor Mayor Pro-Tem DISTRICT A John Thomas DISTRICT C Kingsley Botchway II AT-LARGE Jim Throgmorton Mayor AT-LARGE Susan Mims DISTRICT B Rockne Cole AT-LARGE 3 4 CITY OF IOWA CITY FY2019 Adopted Budget FY2018 – 2020 Financial Plan 2018 – 2022 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction City Manager Address…… .......................................................................................................... 11 Strategic Plan .............................................................................................................................. 29 Other Planning Processes ........................................................................................................... 36 General Information ..................................................................................................................... 38 Economic Overview ..................................................................................................................... 42 Organizational Chart ................................................................................................................... 46 Department Summaries .............................................................................................................. 47 Budgetary Fund Structure............................................................................................................ 73 Departments and Divisions by Fund ............................................................................................ 76 Financial Summary Preparation of the Financial Plan ................................................................................................ 81 Financial and Fiscal Policies ....................................................................................................... 87 Long Range Financial Planning ................................................................................................... 94 All Funds: Fund Summaries ................................................................................................................... 100 Revenue Summary by Fund ................................................................................................. 105 Revenue Summary by Type .................................................................................................. 106 Expenditure Summary by Fund ............................................................................................. 108 Expenditure Summary by Department .................................................................................. 109 Inter Fund Transfer Schedules ............................................................................................. 110 Personnel Full-Time Equivalents ................................................................................................ 113 General Fund General Fund Summary .............................................................................................................. 119 Assigned, Committed & Restricted Fund Balance ...................................................................... 130 General Fund Revenues ............................................................................................................. 131 General Fund Expenditures ......................................................................................................... 132 City Council .................................................................................................................................. 133 City Clerk ..................................................................................................................................... 135 City Attorney ................................................................................................................................ 140 City Manager ............................................................................................................................... 143 Communications Office ......................................................................................................... 146 Human Resources ................................................................................................................ 152 Human Rights ....................................................................................................................... 156 Economic Development ........................................................................................................ 161 Finance Department: Finance Administration ......................................................................................................... 167 Accounting ........................................................................................................................... 175 Purchasing ............................................................................................................................ 179 Revenue ................................................................................................................................ 183 Police Department: Police Administration............................................................................................................. 186 Support Services ................................................................................................................... 190 Field Operations .................................................................................................................... 196 5 Fire Department: Fire Administration ................................................................................................................ 201 Emergency Operations ......................................................................................................... 205 Fire Prevention ...................................................................................................................... 210 Fire Training .......................................................................................................................... 215 Parks & Recreation: Parks & Recreation Administration ....................................................................................... 219 Recreation ............................................................................................................................. 224 Park Maintenance ................................................................................................................. 231 Cemetery Operations ............................................................................................................ 240 Library: Library Operations ................................................................................................................. 243 Library Foundation………………………………………………………………………... ............ 252 Senior Center: Senior Center Operations ..................................................................................................... 254 Neighborhood & Development Services (NDS): NDS Administration ............................................................................................................... 266 Neighborhood Services ......................................................................................................... 272 Development Services .......................................................................................................... 285 Public Works: Public Works Administration ................................................................................................. 293 Engineering ........................................................................................................................... 296 Transportation Services: Transportation Administration ............................................................................................... 300 Special Revenue Funds Community Development Block Grant (CDBG) ......................................................................... 305 Community Development Block Grant Operations .............................................................. 307 H.O.M.E. Grant ............................................................................................................................ 311 H.O.M.E Operations .............................................................................................................. 313 Road Use Tax Fund (RUT) ........................................................................................................ 317 Road Use Tax Operations .................................................................................................... 320 Other Shared Revenues .............................................................................................................. 328 Energy Efficiency & Conservation Block Grant Fund .................................................................. 331 Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 334 Metropolitan Planning Organization of Johnson County Operations .................................... 336 Employee Benefits Fund ............................................................................................................. 343 Affordable Housing Fund ............................................................................................................. 346 Peninsula Apartments Fund ........................................................................................................ 349 Tax Increment Financing (TIF) Districts ...................................................................................... 352 Self-Supporting Municipal Improvement District (SSMID) – Downtown ...................................... 357 Debt Service Fund Debt Service Fund Summary ...................................................................................................... 363 Debt Schedules ........................................................................................................................... 368 Enterprise Funds Parking: Parking Fund Summary ........................................................................................................ 381 Parking Operations ............................................................................................................... 385 Parking Debt Service ........................................................................................................... 392 Transit: Transit Fund Summary ......................................................................................................... 395 Transit Operations ................................................................................................................ 399 6 Wastewater: Wastewater Fund Summary ................................................................................................. 407 Wastewater Treatment Operations ....................................................................................... 412 Wastewater Debt Service ..................................................................................................... 420 Water: Water Fund Summary ........................................................................................................... 426 Water Operations .................................................................................................................. 430 Water Debt Service ............................................................................................................... 438 Refuse Collection: Refuse Collection Fund Summary ........................................................................................ 444 Refuse Collection Operations ............................................................................................... 448 Landfill: Landfill Fund Summary ......................................................................................................... 456 Landfill Operations ................................................................................................................ .460 Airport: Airport Fund Summary .......................................................................................................... 468 Airport Operations ................................................................................................................. 471 Storm Water: Storm Water Fund Summary ................................................................................................ 475 Storm Water Operations ....................................................................................................... 478 Cable Television: Cable Television Fund Summary .......................................................................................... 482 Housing Authority: Housing Authority Fund Summary ........................................................................................ 485 Housing Authority Operations ............................................................................................... 488 Capital Projects Fund Fund Summary............................................................................................................................. 497 Summary by Division ................................................................................................................... 500 Summary by Funding Source ....................................................................................................... 506 Annual Recurring Projects ........................................................................................................... 514 Project Summary by Name .......................................................................................................... 520 Unfunded Projects ....................................................................................................................... 598 Internal Service Funds Equipment: Equipment Fund Summary ................................................................................................... 605 Equipment Operations .......................................................................................................... 608 Risk Management: Risk Management Fund Summary ....................................................................................... 613 Risk Management Operations: ............................................................................................. 615 Information Technology Services (ITS): ITS Fund Summary ............................................................................................................... 618 ITS Operations ...................................................................................................................... 620 Central Services: Central Services Fund Summary .......................................................................................... 627 Central Services Operations ................................................................................................. 629 Health Insurance Reserve ........................................................................................................... 632 Dental Insurance Reserve ........................................................................................................... 635 7 Statistics U.S. Census Data ......................................................................................................................... 641 Revenue Comparisons: Property Tax ......................................................................................................................... 642 General Fund ........................................................................................................................ 642 Hotel/Motel Tax .................................................................................................................... 643 Utility Franchise Tax Rates ................................................................................................... 643 Utility Rates ........................................................................................................................... 644 Property Tax Levies ...................................................................................................................... 645 Property Tax Valuations ................................................................................................................ 646 Principal: Taxpayers ............................................................................................................................. 648 Employers……… .................................................................................................................. 649 Sewer Customers ................................................................................................................. 650 Water Customers .................................................................................................................. 651 Operating Indicators ....................................................................................................................... 652 STAR Outcomes ........................................................................................................................... 653 Department Statistics: Police .................................................................................................................................... 654 Fire……… ............................................................................................................................. 658 Library ................................................................................................................................... 660 Senior Center ........................................................................................................................ 665 Transportation Services ........................................................................................................ 668 Neighborhood & Development Services ............................................................................... 670 Appendix Department Expenditure Comparison to State Forms ............................................................... 675 Budget Resolutions .................................................................................................................... 676 State Forms ................................................................................................................................ 678 Glossary....................................................................................................................................... 685 8 INTRODUCTION City Manager Address Strategic Plan Other Planning Processes General Information Economic Overview Organizational Chart Department Summaries Budgetary Fund Structure Departments and Divisions by Fund F Y 2 0 1 9 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 2019 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2018-2020) and five-year capital improvement program (CIP - 2018-2022) 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 document aims to provide the resources to further the City Council’s Strategic Plan (additional information on the Strategic Plan can be found on pages 29-35) priorities and continue Iowa City's tradition of providing a balanced budget while strengthening core municipal services that our residents value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingency line items and reserve levels that can adequately support the City’s services. Any future modifications of this budget will be fully disclosed to the City Council and the general public through formal City Council actions at public meetings, in accordance with State of Iowa law. Throughout the budget compilation process, staff utilized the City Council’s Strategic Plan to help prioritize expenditure decisions. In this budget, significant resources are devoted to Strategic Plan priorities, including affordable housing, environmental sustainability, complete streets, and healthy neighborhoods. Additionally, financial resources are provided to aggressively implement recently adopted plans that were crafted after robust public input efforts, including the Bicycle Master Plan and the Parks Master Plan. Finally, significant resources have been provided to bolster core service levels in critical areas such as Police, Parks, and Transit. Investment in Strategic Planning and Core Services City Council held Strategic Plan sessions between January 2018 and March 2018 to review and update their Strategic Plan. City Council’s updated Strategic Plan priorities are: This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City 1.Promote a Strong and Resilient Local Economy 2.Encourage a Vibrant and Walkable Urban Core 3.Foster Healthy Neighborhoods throughout the City 4.Maintain a Solid Financial Foundation 5.Enhance Community Engagement and Intergovernmental Relations 6.Promote Environmental Sustainability 7.Advance Social Justice and Racial Equity The financial resources in this budget will allow the City to continue to pursue initiatives that support these strategic priorities. Examples of such resource allocation include, but are not limited to, the projects and initiatives noted on the following page. 11 Promote a Strong and Resilient Local Economy • Undertake a comprehensive assessment of the current public transit system and implement changes to assure that the service best meets the needs of the entire community • Effectively market and grow the local food economy • Through cooperation with the Iowa City School District, Iowa Workforce Development, Kirkwood Community College, Iowa Works, and others, increase opportunities for marginalized populations and low-income individuals to obtain access to skills training and good jobs • Work with Procter & Gamble and impacted supply chain companies, local economic development organizations, and labor unions to respond effectively to the company's decision to terminate its local production of beauty care products Encourage a Vibrant and Walkable Urban Core • Collaborate with the University of Iowa on its redevelopment of University-owned property located in the Riverfront Crossings District, and on improving the quality, accessibility, and use of the Iowa River Corridor • Preserve important parts of Iowa City's history by considering the designation of additional buildings as historic landmarks, and, by considering the creation of an historic preservation district for part of the downtown after consulting with stakeholders • Evaluate existing strategies and consider additional actions to address the need for reinvestment in the city’s existing private housing stock Foster Healthy Neighborhoods throughout the City • Modify the existing Affordable Housing Action Plan to include new strategies to improve the availability and affordability of housing in Iowa City • Embed the "Missing Middle" concept into the City's land development practices by adopting a Form Based Code for at least one (preferably two) of our neighborhoods • Ensure the next two budgets contain sufficient funds to make meaningful progress toward achieving the goals of the Bicycle Master Plan and Parks Master Plan • Complete an analysis of traffic accident data and identify actions to improve the safety of our roadways for motorists, bicyclists, and pedestrians Promote Environmental Sustainability • Adopt an effective Climate Action and Adaptation Plan and ensure the next two budgets contain sufficient funds to facilitate achieving its goal • Support efforts to increase the reach of the Parks and Recreation Foundation Advance Social Justice and Racial Equity • Support organizations and efforts that provide services to people experiencing and recovering from trauma and crisis related to mental health and substance abuse • Consider a policy to limit city business to vendors that pay all employees a wage of $10.10 or higher 12 • Explore expanded use of a racial equity toolkit within City government, embedding it within city department and Council levels • Consider elevating hourly staff wages to $15/hour or more within two years Again, the items noted above are not intended to be all-encompassing, but rather illustrative of how staff has attempted to provide resources to support the City Council’s Strategic Plan priorities. These additional services and programs were pursued while still maintaining a fiscally responsible and sustainable budget. While responding to the Council’s Strategic Plan will always remain a top priority, we must also consider the additional demands being placed on our core municipal services. Since the 2010 Census, Iowa City’s population has grown by 6,536 residents (2016 Census estimate). To put that growth in perspective, the neighboring communities of Coralville and North Liberty have grown by 1,490 and 5,146 respectively during that same timeframe. This level of growth is often overlooked in Iowa City, however, it presents the same real challenges in terms of demands on services. Despite this population increase, Iowa City’s budgeted employee positions have dropped five percent since 2011. The strong population growth and reduction in workforce has undoubtedly placed strain on multiple city services. This budget provides resources to meet some of these increased demands through additional staffing and efficiency measures. Some examples are noted below: • Two new sworn police positions, including a new sergeant in investigations to proactively target Class A crimes against people and property, and a new community policing officer position that will extend the daytime downtown walking beat into evening hours and provide proactive neighborhood nuisance patrol at night • Creation of a public camera system in the downtown aimed to deter crime and reduce hundreds of hours of investigative work that takes place surrounding incidents in that area • A waste and recycling collection route optimization study to maximize the efficiency of current employees and vehicles before adding additional waste pickup routes • Installation of automatic locks on park restroom facilities, which will save dozens of maintenance hours per month and allow existing staff to address more critical park and open space maintenance needs • A comprehensive transit route and hours of operation analysis to ensure the City is utilizing its limited financial resources in a manner that maximizes public benefit Again, these examples are illustrative of our efforts to bolster key services to our growing community while recognizing the fiscal challenges presented by the continued implementation of property tax reform and increasing statewide economic pressures that are projected to impact cities like ours in the coming years. 13 Financial Goals The preparation of this budget document was guided by three primary financial goals that seek to establish a sound fiscal strategy for the upcoming year and beyond. First, the budget aims to provide sufficient resources to make substantial progress on City Council’s Strategic Plan priorities. As noted in the previous pages of this letter, I feel this budget achieves this goal. Second, the City continues to respond to the State’s 2013 property tax reforms. As the taxable percentage of multifamily rental property values continues to be reduced, there will be increased pressure on the budget. The proposed budget contains funding for new initiatives, maintains or improves service levels, and reduces the tax levy rate through reductions in the debt service levy. The City’s ability to accomplish these objectives is principally due to the robust growth in taxable valuations in recent years. This growth has offset the losses associated with the first three years of property tax reform implementation. However, it is unlikely that the community can sustain the same level of valuation growth through the final years of the property tax reform implementation period. State property tax backfill payments currently total $1.58 million annually. This budget is crafted anticipating the real possibility that the State Legislature will end backfill payments in an attempt to balance the State budget after years of missed revenue forecasts. The City has taken steps to manage the impacts of tax reform, but maintaining service levels will require prudent decisions over the next several years. By continuing to prepare the City financially before the full impacts are realized, we will be able to shift resources and adjust operations gradually, avoiding abrupt service disruptions or steep tax rate increases. Finally, the budget strives to maintain an affordable tax and fee environment for residents and businesses. Sharp increases in property taxes or fees for services can have a significant impact on families’ monthly budgets. We pursue efficient service delivery, review fees annually, and maintain adequate reserves to avoid abrupt impacts to household finances. This also holds true for businesses. Maintaining a stable environment for the controllable costs of doing business in our community helps to create an atmosphere conducive to business development and expansion. In this budget proposal, water rates are projected to increase five percent. No other changes in utility rates are recommended. As previously noted, the budget reduces the overall City tax levy. In short, staff believes that the budget proposal accomplishes the goal of maintaining an affordable tax and fee environment for residents and businesses. Financial Goals Provide resources to make significant progress in implementing City Council’s Strategic Plan priorities and adopted Master Plans Respond to property tax reform changes while maintaining service levels for a rapidly growing and increasingly diverse population Maintain an affordable tax and fee environment for residents and businesses 14 Community Fiscal Health and Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa and the University of Iowa Hospitals and Clinics. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, the City has a rich tradition of conservative budgeting policies that has created a strong financial foundation, which has helped the community weather economic recessions while sustaining service delivery, and continues to serve as a cornerstone for the community’s future. In 2017, Moody’s Investors Service reaffirmed its highest quality bond rating (Aaa) for the City’s general obligation debt with a stable outlook and noted that the City’s Aaa rating, “reflects the city’s growing and diverse tax base that benefits from the institutional presence of the State University of Iowa (Aa1 Stable); very healthy financial profile encompassing the city’s sizeable reserves and prudent management; and slightly elevated debt burden.” Iowa City is one of only three cities in Iowa that currently holds the distinction of a Moody’s Aaa bond rating. The Moody’s report also notes factors that could potentially drop the City’s bond rating, including: deterioration of the tax base, weakening socioeconomic indicators, reductions in operating reserves, or growth in the City’s debt or pension burden. Moody’s also notes that Iowa City’s median family income and tax base are lower than other Aaa rated communities. Our bond rating is the product of prudent budgeting and long range financial planning. Despite the increasing health of the economy and strong financial position of the organization, the public needs to be cognizant of the trends, pressures and opportunities that are shaping Iowa City in various fashions. Our community has many attributes that attract new residents to our City. A strong job market, good schools that are benefitting from significant capital investments, and great cultural amenities all contribute to the desirability of our area for families, retirees, and young professionals to make their permanent homes. Population growth has a profound effect on service delivery, land use, and housing affordability. The City Council has adopted a number of policies and initiatives in recent years to maintain and enhance our positive attributes considering this population growth. Iowa City’s population grew approximately ten percent in the first half of this decade. New residents, including students, bring a social and economic vibrancy that helps define Iowa City. However, this population growth also creates additional service demands, stresses transportation and utility infrastructure, and impacts critical quality of life factors, such as housing affordability. Forces that are outside of our control also influence Iowa City’s ability to attract and retain businesses and a socially and economically diverse population. Lower costs of land and aggressive economic incentives from neighboring jurisdictions are outside of our span of control, yet have a profound impact on the City’s economy. W e need to be conscious of those variables and leverage our unique assets and character in ways that clearly illustrate a value proposition that cannot be matched in other communities. Looking ahead, it should not be assumed that the current level of growth will be sustained in future years. Any tempering of growth will place more pressure on the City’s budget as tax reform implementation will continue for the next several years. For this reason, it is imperative that Iowa City continue to push forward with cautious budgeting and strong reserves that can help soften the blow of sudden revenue losses or expenditure jumps. With this approach, I am confident Iowa City can not only navigate the impacts of tax reform, but emerge from it in a strong position that 15 will allow us to continue to invest in services and projects that make our community one of the most desirable places to grow up, raise a family, and retire. Fiscal Year 2019 Budget Overview In preparing this budget document, City staff accounted for the previously-mentioned financial goals, strategic plan, and adopted master plans. By adhering to these principles and priorities, the proposed budget balances both the short-term needs and the long-term health and stability of the community. The fiscal year 2019 City budget includes projected expenditures totaling $167,570,307. Of the total budget, $58,159,421 is for the General Fund, $28,621,278 is directed to Capital Projects and $56,051,511 is related to the operations of various enterprise or business funds. A breakdown of the budget by fund type follows: 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 General Enterprise Special Revenue Debt Service Capital Projects FY2019 $58,159,421 $56,051,511 $11,015,648 $13,722,450 $28,621,278 $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 Fiscal Year 2019 Expenditure Comparison by Fund Type excludes transfers 16 largest outlay is associated with business or enterprise funds such as water, sewer, parking and transit, followed by expenses related to capital projects. Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart detail Iowa City's revenue mix across all fund types. The decrease in Intergovernmental is the result of a decrease in federal grants for bus replacements budgeted in fiscal year 2017 and carried forward into fiscal year 2018. Other Financial Sources decreased due to reduced debt sales for capital projects. While the proposed budget projects an increase in Property Tax revenue and Other City Taxes, an additional transfer from property tax revenue is being made to the CIP to fund Parks and Bicycle Master Plan projects and is related to the decrease in debt sales. Personnel expenditures, which are primarily funded through property tax revenue, are expected to increase 3.2%. Overall the City’s revenue is projected to decrease 2.9%. All Funds Revenue Comparison of FY2018 versus FY2019 FY2018 Revised FY2019 Adopted Percent Change Property Taxes $ 56,458,399 $ 59,173,825 4.8% Other City Taxes $ 5,232,608 $ 5,554,453 6.2% Licenses & Permits $ 2,561,660 $ 2,553,460 -0.3% Use of Money & Property $ 2,439,343 $ 2,575,752 5.6% Intergovernmental $ 35,146,073 $ 32,148,089 -8.5% Charges for Services $ 41,243,278 $ 42,719,637 3.6% Miscellaneous $ 6,665,252 $ 6,646,069 -.03% Other Financial Sources $ 18,847,764 $ 12,291,619 -34.8% Total $168,594,377 $163,662,904 -2.9% 4.3%0.6% 0.0% 5.2% 12.9% -0.2% -3.7% -42.8% 20.7% -50.0% -40.0% -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 Public Safety Public Works Health & Social Services Culture & Recreation Community & Economic Development General Government Debt Service Capital Projects Business Type Activities FY2019 Expenditures by State Budget Category & Percent Change from Previous Year Adopted Budget excludes transfers 17 The same fiscal year 2019 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. Impact to Households and Businesses It is imperative to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. Businesses will benefit from the reduction in the property tax rate to $16.18, the lowest Iowa City tax rate since fiscal year 2002. Just seven years ago (fiscal year 2012), Iowa City's rate was one of the highest in the State of Iowa at $17.84; the fiscal year 2019 rate represents a 9.3 percent decrease over seven years. The 10 percent reduction in the taxable value of commercial properties mandated by the state was fully phased in fiscal year 2016, thus the majority of businesses in the Iowa City community will pay less in taxes and fees compared to previous years. * 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. 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. With a lower property tax rate, 5 percent increase in the water rate and Property Taxes 36% Other City Taxes 3% Licenses & Permits 2% Use of Money & Property 2% Intergovernmental 20% Charges for Services 26% Misc. 4% Other Financial Sources 7% All Funds Revenue Sources FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 City Property Taxes $8,921 $8,634 $8,403 $7,935 $7,493 $7,462 $7,350 $7,282 $6,500 $7,000 $7,500 $8,000 $8,500 $9,000 Iowa City Property Taxes Paid on a $500,000 Commercial Property* 18 incorporating the previously approved monthly yard waste fee of $2, it is estimated that a household with $100,000 assessed home value will pay approximately $1 more per month, or $12 per year, in taxes and fees for basic city services in fiscal year 2019. It should be noted that for many households, this number will actually be less, as they were likely paying for individual yard waste stickers or bags. $100,000 assessed value is used for this table so that readers may easily calculate tax payments based on their own home value. Perhaps the most significant property tax reform provision for Iowa City’s budget is the reclassification of multifamily residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013, multifamily properties were classified as commercial and taxed at 100 percent of assessed value. The graph below illustrates the dropping taxable percentage of multifamily properties in the coming assessment years. *assessment year 2017 determines FY2019 property taxes – 78.75% is the taxable percentage relevant to this proposed budget FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Property Taxes $888 $909 $928 $922 $930 $900 Stormwater $42 $42 $42 $54 $54 $54 Refuse $186 $191 $191 $191 $205 $229 Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433 Water-- 800 cubic feet $328 $344 $362 $362 $362 $380 Total $1,877 $1,919 $1,955 $1,962 $1,984 $1,996 Percent Change 0.9%2.3%1.9%0.3%1.1%0.6% $0 $500 $1,000 $1,500 $2,000 $2,500 Annual Financial Impact to Residential Households 2012 2013 2014 2015 2016 2017*2018 2019 2020 2021 Taxable % of Multi-Family 100.00%95.00%90.00%86.25%82.50%78.75%75.00%71.25%67.50%63.75% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% Taxable % of Multi-Family Residential Properties* 19 Of particular note, is the fact that after assessment year 2021 the taxable percentage of multifamily properties will drop to match the residential taxable percentage. This percentage has been as low as 44% in recent years. The property tax reform legislation clearly has provided significant benefit to owners of multifamily residential properties. However, it will place great strain on the City’s budget as it is fully implemented. Property Tax Overview The taxable valuation of property subject to all levies in Iowa City increased 5.8 percent for fiscal year 2019, despite a reduction in the taxable valuation of multifamily residential properties. Fortunately, new construction and higher property values have been sufficient to make up for the reduction in apartment taxability. The following chart depicts the change in taxable valuations over the last six years. Moving forward, valuation growth is projected to be slowed by the state’s 2013 property tax reforms. One of the provisions of the state legislation lowered the allowable annual statewide growth for residential and agricultural properties from four percent to three percent. While this does not seem significant, the effect of this limitation compounds over time and is difficult to estimate. It is likely that the taxability of residential properties will diminish as the state rollback formula incorporates this limitation, as well as ties residential taxability to falling agricultural land prices. The budget reflects a reduction of $0.15 in the tax levy rate through a reduction in the debt service levy, which will bring Iowa City's rate to $16.18. This marks the seventh straight year of property tax rate decreases; we are unaware of any city in Iowa that has been able to implement tax rate decreases during each of the last seven years. The reduction has been achieved through several internal strategies and increases in taxable valuations. This year’s reduction is in the debt service portion of the property tax levy, largely achieved through recent debt restructuring and early bond retirement strategies. The following chart is provided for a greater historical perspective on Iowa City’s municipal tax rate. Tax levy rate reductions in recent years were made possible by prudent debt strategies, operational efficiencies, valuation growth, and an increase in the taxable percentage of residential FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Taxable Valuations $2,975,085,246 $3,068,659,061 $3,102,525,407 $3,303,748,512 $3,420,590,135 $3,618,300,861 Percent Change 2.6%3.1%1.1%6.5%3.5%5.8% $- $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 $4,000,000,000 Six Year Trend of Taxable Valuations excludes applicable increment 20 properties determined at the state level. The last of these trends is not expected to continue. In fact, the taxable percentage of residential properties will drop 2.3 percent in FY2019 and will likely continue to decline in the next few years. Below is a detailed breakdown of the City’s property tax asking for fiscal year 2019 compared to the previous year: LEVIES FY2018 FY2019 Dollars Tax Rate Dollars Tax Rate per $1,000 per $1,000 General Fund Tax Levies: General $27,693,674 8.100 $29,296,658 8.100 Transit $3,248,023 0.950 $3,436,028 0.950 Tort Liability $993,006 0.290 $1,050,484 0.290 Library $923,122 0.270 $976,555 0.270 Subtotal: $32,857,825 9.610 $34,759,725 9.610 Agland Levy $4,860 3.004 $4,294 3.004 General Fund Property Taxes $32,862,685 $34,764,019 Special Revenue Levies: Employee Benefits $10,749,761 3.144 $12,095,360 3.344 Subtotal: $10,749,761 3.144 $12,095,360 3.344 Debt Service $12,522,935 3.578 $11,952,568 3.228 Total City Levy Property Taxes: $56,135,381 16.333 $58,811,947 16.183 % Change from prior year 1.99% -1.51% 4.77% -0.92% SSMID Levy $323,018 2.000 $361,878 2.000 Total Property Taxes $56,458,399 ---- $59,173,825 ---- FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Iowa City Tax Rate 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183 Percent Change 0.77%-0.54%0.48%-3.21%-2.69%-0.60%-0.32%-0.41%-1.51%-0.92% $12.00 $13.00 $14.00 $15.00 $16.00 $17.00 $18.00 Iowa City Property Tax Rate Trend 21 Despite the continued efforts to reduce Iowa City’s property tax rate, our community is still on the higher side of cities in Eastern Iowa. Iowa City’s higher rate reflects enhanced levels of public services (e.g. full-time fire department, senior center, human rights, etc.), unique state or federal mandates (e.g. public safety pension contributions), and other factors, such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction. When compared to the ten largest cities in Iowa, Iowa City has moved from one of the highest tax rates in the state to the middle of the pack. Continued emphasis on a competitive tax rate will help facilitate additional growth in future years through a more affordable environment for residents and businesses. Looking ahead, it is likely Iowa City will be able to further reduce its property tax rate in the debt service levy over the next two years which will likely put us in a position to take an even more competitive tax rate position. General Fund Overview The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately a third of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 65 percent of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. Property Taxes 65% Other City Taxes 5% Licenses & Permits 5% Use of Money & Property 1% Intergovernmental 7% Charges for Fees & Services 3%Miscellaneous 11% Other Financing Sources 3% FY2019 General Fund Revenues & Other Financing Sources excludes transfers between funds FY2018 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $13.53 Cedar Rapids $15.22 Iowa City $16.33 Davenport $16.78 22 On the expense side, General Fund operations largely consist of personnel related expenses. In the fiscal year 2019 budget, an estimated 72 percent of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. The continued increase in the cost of routine expenses makes prioritizing expenditures in the General Fund imperative. Rising salary and benefit costs (generally 3-4% annually), increased expenses for supplies and materials, and increased service demands that result from a growing population, make prioritizing General Fund expenditures crucial. Though this proposed budget is the seventh consecutive recommended reduction in the property tax levy, the reduction is in the debt service levy. The FY2019 proposed budget also recommends an increase in the employee benefits levy to account for increasing personnel costs. Despite the reduction of a number of staff positions over the past several years, efforts to control costs in the General Fund have struggled to keep up with the increasing costs noted above. The General Fund budget provides funding for many of the City’s core services including Parks & Recreation, Library, and Public Safety. Staff remains committed to identifying efficiencies that strengthen our operation while continuing to provide the services our community expects and aligning activities with the Council’s Strategic Plan. Enterprise / Business Fund Overview Enterprise or Business Funds refer to specific operations intended to be self-sustaining, or without the need for subsidy from property taxes or revenue sources other than fees collected, that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Personnel 72% Services 18% Contingency 1% Supplies 3% Capital Outlay 5% Other Financial Uses 1% General Fund Expenditures by Category excludes transfers between funds 23 Fund Estimated Revenues Transfers In Budgeted Expenditures Transfers Out Estimated Fund Balance 6/30/18 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2018 Unassigned Balance as % of Rev & Trans In Parking 6,003,966 1,100,821 6,612,092 1,703,288 10,602,397 3,500,000 7,102,397 99.97% Transit 4,524,070 3,714,133 7,449,879 311,000 6,265,113 632,715 5,632,398 68.37% Wastewater 12,636,588 5,531,493 13,284,732 5,511,993 19,474,067 6,246,443 13,227,624 72.81% Water 9,856,522 1,824,915 8,388,774 3,252,015 11,483,662 3,695,847 7,787,815 66.67% Refuse 3,490,210 - 3,433,507 - 892,702 - 892,702 25.58% Landfill 6,929,796 1,202,215 5,035,196 1,469,748 27,673,423 25,593,144 2,080,279 25.58% Airport 361,500 100,000 357,309 96,000 266,210 100,000 166,210 36.02% Storm Water 1,529,350 - 537,865 990,000 727,191 - 727,191 47.55% Housing 8,921,473 - 10,952,156 47,949 5,169,264 1,022,059 4,147,206 46.49% Each of the City's enterprise funds are in varying, yet stable conditions. The proposed budget recommends a 5 percent increase in water rates. The user fee rate increase is necessary to cover increased transfers to the Capital Projects Fund for repairing and replacing aging infrastructure in the distribution system. In addition, the FY2018 budget eliminated the $25 annual sticker and $1.25 bag fees for yard waste. Instead, users will be charged a standard monthly fee of $2. The $2 monthly charge will provide a more stable revenue source, formalize our commitment to curbside compost collection, and eliminate significant administrative efforts and customer inconvenience associated with buying annual stickers and yard waste bags. This change took effect January 1, 2018. No fee increases are proposed in the other enterprise fund operations. 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 Estimated Fund Balance 6/30/18 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2018 Unassigned Balance as % of Rev & Trans In Equipment 6,559,773 4,468,094 123,200 14,306,197 13,544,843 761,354 11.61% Risk Management Loss Reserve 1,596,490 1,440,328 - 4,088,560 - 4,088,560 256.10% Information Technology 2,348,876 2,160,935 275,000 2,505,493 464,530 2,040,963 86.89% Central Services 213,912 193,387 - 605,962 - 605,962 283.28% Health Insurance Reserve 8,700,966 8,381,923 - 11,545,304 5,086,527 6,458,778 74.23% Dental Insurance Reserve 424,330 409,442 - 159,524 - 159,524 37.59% 24 All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Capital Improvement Plan Highlights The capital budget for fiscal year 2019 totals $28,553,570 and the five-year CIP totals $159,796,096. The majority of CIP projects in the five-year period improve the local transportation network, municipal utility system, and public parks and open spaces. The five-year program continues to reflect the City Council’s priorities established in previous fiscal years. As funding allows, non-committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council’s strategic plan priorities. Staff is projecting general obligation bond issues of $12.0 million in 2018, $9.7 million in 2019, and $9.6 million in 2020 including 2 percent for bond issuance costs. The use of general obligation bonds is required to carry out the projects that are being recommended. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City’s own internal debt policies. Examples of significant projects planned for the coming calendar years include the following (many projects will span multiple years): 2018 • Climate Action and Adaptation Plan Implementation (each year of the CIP) • Bicycle Master Plan Implementation (each year of the CIP) • Pedestrian Mall Rehabilitation • Riverfront Crossings Park Development • Creekside, Cardigan and Villa Park Development • West Iowa Riverbank Restoration (Hwy 6 to Benton) • Clinton / Burlington Intersection Improvements and Road Diet Streets, Bridges, and Traffic Engineering 43% Water/Wastewater/ Stormwater 18% Landfill 2% Transit & Parking 13% Culture & Rec 15% Public Safety 2% Airport 2% Community & Economic Development 5% Capital Improvement Projects by Category 2018-2022 25 • Mormon Trek Road Diet and Lighting Project • Significantly increased road rehabilitation projects • Iowa City Gateway Project (Dubuque St. and Park Rd. Bridge) • Public Works Facility Phase 1 2019 • Behavior Access Center Capital Funds • Transit Bus Shelter Replacement and Expansion • Water Distribution Pressure Zone Improvements • First Avenue Water Main Replacement (400-500 Block) • Willow Creek Park Redevelopment Phases 2 and 3 • Lower City Park Adventure Playground • Highway 1 Trail Extension (Sunset to Mormon Trek) • McCollister Boulevard Extension (Gilbert to Sycamore) • Madison / Burlington Intersection and Road Diet • Robert A. Lee Recreation Center Accessibility Improvements 2020 • Wetherby Park Bathroom and Shelter Replacement • Scott Park Shelter and Playground Replacement • Napoleon Park Playground and Accessible Path • Mercer Park Pool Improvements • Landfill Water Main Extension • Lower Muscatine Storm Sewer Improvements • Scott Boulevard Trunk Sewer • American Legion Road (Scott to Taft) • Melrose Avenue Improvements • First Ave./Scott Boulevard Improvements 2021 • Mercer/Scanlon HVAC Dehumidification • Chadek Green Park Restrooms and Shelter • Hickory Hill Park Shelter and Restrooms • Glendale Park Shelter and Playground • Kiwanis Park Playground and Shelter • Highway 6 Trail Construction (Sycamore to Heinz) • Iowa River Trail (Benton St. to Hwy 6) • Dubuque Street Reconstruction (Iowa to Washington) • Benton Street Rehabilitation 2022 • Robert A. Lee Recreation Center Pool Filter and HVAC • Transit/Equipment Facility Relocation • Court Hill Park Shelter and Replacement • Upper and Lower City Park Shelters and Restroom • New Westside Park Development • Kirkwood to Capitol Street Connector and Water Main Replacement • Wastewater Treatment Plant Digester Complex Rehabilitation • Court Street Reconstruction 26 Debt Service The State of Iowa limits City debt to no more than 5 percent of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $64.6 million at fiscal year 2019 year end, which is 1.1 percent of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 21.9 percent 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 specifies that the debt service levy shall not exceed 30 percent of the total property tax levy. The fiscal year 2019 budget includes a debt service levy that is approximately 20 percent of the total levy. The proposed budget recommends a reduction in the debt service levy of $0.35. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has allowed the City to devote more financial resources to service delivery and fewer resources to interest payments. Recent early general obligation bond redemptions include $3.8 million in fiscal year 2015, $2.1 million in fiscal year 2016, and $2.2 million in fiscal year 2017. An additional $5.5 million and $3.9 million are planned in fiscal years 2018 and 2019, respectively. These early redemptions save the City a significant amount in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. Looking Ahead This year’s budget was again developed with an understanding that revenue sources in future years will continue to be affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multifamily buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multifamily residential markets like Iowa City. It is imperative that the City continues to pursue initiatives that reduce the overreliance on property tax revenue and ensure services are being delivered in the most efficient manner possible. 0 100 200 300 400 Millions of Dollars ($)General Bonded Debt Outstanding Versus Legal Debt Limit Last Ten Years Legal Debt Limit Outstanding GO/TIF Bonded Debt at June 30 27 28 City of Iowa City Strategic Plan Strategic Plan and the Financial Plan This Three-Year Financial Plan for fiscal years 2018 through 2020 and the fiscal year 2019 budget were prepared with a strategic plan serving as a guide. In preparing the financial plan and budget, the City recognized the impact that funding decisions would have on future progress to the organization’s stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1. Maintain the City’s core municipal services at levels that meet or exceed community expectations and the City Council’s strategic plan goals, and 2. Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 3. Continue to strengthen the City’s strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. The following is a summary of the City Council’s strategic plan priorities and initiatives that was adopted by the City Council. Strategic Plan Priorities This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City. 1. Promote a Strong and Resilient Local Economy 2. Encourage a Vibrant and Walkable Urban Core 3. Foster Healthy Neighborhoods throughout the City 4. Maintain a Solid Financial Foundation 5. Enhance Community Engagement and Intergovernmental Relations 6. Promote Environmental Sustainability 7. Advance Social Justice and Racial Equity Strategic Plan Projects, Programs, Policies and Initiatives Promote a Strong and Resilient Local Economy • Undertake a comprehensive assessment of the current public transit system and implement changes to assure that the service best meets the needs of the entire community • Effectively market and grow the local food economy • Through cooperation with the Iowa City School District, Iowa Workforce Development, Kirkwood Community College, Iowa Works, and others, increase opportunities for marginalized populations and low-income individuals to obtain access to skills training and good jobs 29 • Work with Procter & Gamble and impacted supply chain companies, local economic development organizations, and labor unions to respond effectively to the company's decision to terminate its local production of beauty care products Encourage a Vibrant and Walkable Urban Core • Collaborate with the University of Iowa on its redevelopment of University-owned property located in the Riverfront Crossings District, and on improving the quality, accessibility, and use of the Iowa River Corridor • Preserve important parts of Iowa City's history by considering the designation of additional buildings as historic landmarks, and, by considering the creation of an historic preservation district for part of the downtown after consulting with stakeholders • Evaluate existing strategies and consider additional actions to address the need for reinvestment in the city’s existing private housing stock Foster Healthy Neighborhoods throughout the City • Modify the existing Affordable Housing Action Plan to include new strategies to improve the availability and affordability of housing in Iowa City • Embed the "Missing Middle" concept into the City's land development practices by adopting a Form Based Code for at least one (preferably two) of our neighborhoods • Ensure the next two budgets contain sufficient funds to make meaningful progress toward achieving the goals of the Bicycle Master Plan and Parks Master Plan • Complete an analysis of traffic accident data and identify actions to improve the safety of our roadways for motorists, bicyclists, and pedestrians Maintain a Solid Financial Foundation • Continue to monitor the impact of the 2013 property tax reform and evaluate alternative revenue sources as determined necessary • Continue to build the City’s Emergency Fund • Monitor potential changes to Moody’s rating criteria and maintain the City’s Aaa bond rating • Continue to reduce the City’s property tax levy • Maintain healthy fund balances throughout the City’s diverse operations Enhance Community Engagement and Intergovernmental Relations • Experiment with innovative ways of engaging with diverse populations in person and on social media • Improve collaborative problem-solving with governmental entities in the region on topics of shared interest • Improve relationships with the executive branch and legislature by reaching out to legislators and other elected officials and working with City lobbyists 30 Promote Environmental Sustainability • Adopt an effective Climate Action and Adaptation Plan and ensure the next two budgets contain sufficient funds to facilitate achieving its goal • Support efforts to increase the reach of the Parks and Recreation Foundation Advance Social Justice and Racial Equity • Support organizations and efforts that provide services to people experiencing and recovering from trauma and crisis related to mental health and substance abuse • Consider a policy to limit city business to vendors that pay all employees a wage of $10.10 or higher • Explore expanded use of a racial equity toolkit within City government, embedding it within city department and Council levels • Consider elevating hourly staff wages to $15/hour or more within two years Strategic Plan and STAR Starting in fiscal year 2018, the City Council’s Strategic Plan Priorities and Initiatives have been linked to the Sustainability Tools for Assessing and Rating Communities program (STAR) to measure progress in those areas of focus. STAR is the nation’s leading framework and certification program for evaluating local sustainability and encompasses social, economic and environmental performance measures. STAR helps communities evaluate their strengths and weaknesses across seven goal areas: • Built Environment: Achieve livability, choice, and access for all where people live, work, and play. • Climate and Energy: Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency. • Economy and Jobs: Empower vibrant, educated, connected, and diverse communities. • Education, Arts, and Community: Create equitably shared prosperity and access to quality jobs. • Equity and Empowerment: Ensure equity, inclusion, and access to opportunity for all citizens. • Health and Safety: Strengthen communities to be healthy, resilient and safe places for residents and businesses. • Natural Systems: Protect and restore the natural resource base upon which life depends. Within each of the above sustainability goals, there are between 6-7 Objectives. These 44 objectives are the core areas that contain evaluation measures and metrics. The table below depicts all of the STAR Objectives. 31 STAR Objectives within the Strategic Plan Priorities Most of the City’s strategic plan priorities align with one or more of the STAR’s 44 objectives, for instance housing affordability, local economy, civil & human rights, food access & nutrition, and greenhouse gas mitigation. Below is a summary of the STAR objectives and how they align with the City Council’s Strategic Plan Priorities. STAR objectives may be listed under more than one Strategic Plan Priority. 1. Promote a Strong and Resilient Local Economy • Infill & Redevelopment • Business Retention & Development • Green Market Development • Local Economy • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness 2. Encourage a Vibrant and Walkable Urban Core • Compact & Complete Communities • Infill & Redevelopment • Transportation Choices • Historic Preservation 32 3. Foster Healthy Neighborhoods throughout the City • Ambient Noise & Light • Community Water Systems • Compact & Complete Communities • Housing Affordability • Public Spaces • Transportation Choices • Community Cohesion • Historic Preservation • Equitable Services & Access • Active Living • Community Health & Health System • Emergency Prevention & Response • Food Access & Nutrition • Indoor Air Quality • Natural & Human Hazards • Safe Communities • Green Infrastructure • Outdoor Air Quality 4. Maintain a Solid Financial Foundation • Infill & Redevelopment • Business Retention & Development • Local Economy • Targeted Industry Development 5. Enhance Community Engagement and Intergovernmental Relations • Arts & Culture • Community Cohesion • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Human Service • Emergency Prevention & Response • Natural & Human Hazards • Safe Communities 6. Promote Environmental Sustainability • Community Water Systems • Public Spaces • Transportation Choices • Climate Adaptation • Greenhouse Gas Mitigation • Greening the Energy Supply • Industrial Sector Resource Efficiency • Resource Efficient Buildings • Resource Efficient Public Infrastructure • Waste Minimization • Green Market Development • Environmental Justice • Green Infrastructure • Invasive Species • Natural Resource Protection • Outdoor Air Quality • Water in the Environment • Working Lands 7. Advance Social Justice and Racial Equity • Housing Affordability • Quality Jobs & Living Wages • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Civil & Human Rights • Environmental Justice • Equitable Services & Access • Human Services • Poverty Prevention & Alleviation • Food Access & Nutrition 33 Strategic Plan, STAR, and Performance Measures As a participating community in STAR, the City is given a community rating that can be used to compare Iowa City against other participating communities. The STAR program identifies 516 separate measures across the 44 goals and objectives that they use to rate the participating communities. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Each City division has identified performance measures and/or STAR measures that align with their department’s goals and objectives. Within the division pages of each fund, these goals and objectives are then linked with the City Council’s Strategic Plan Priorities and the STAR program’s objectives, if applicable. STAR measures are identified with a star next to them. By linking the division performance and STAR measures and the Strategic Plan Priorities, a framework is created that aligns division activities with the Strategic Plan. Using the STAR program’s measures, it should also give the City Council and staff readily accessible data on many of the Strategic Plan Priorities. In addition, this framework gathers the necessary data and tracks the City’s progress in meeting the STAR program’s goals and objectives and subsequently, its community rating. In addition to adding new STAR performance measures in the division pages, a subset of 21 STAR outcomes can be found in the Statistics section of the Financial Plan. Residents will also be able to view these on an online dashboard on the STAR and Iowa City websites. STAR Community Rating The City of Iowa City was awarded a 4-STAR Community Rating for sustainability excellence by being formally certified in March of 2016. The city’s approved final score is 484.8, which qualifies Iowa City as a certified 4-STAR Community and the highest-scoring city in the State of Iowa. Iowa City was the fifth community in Iowa and the 47th nationwide to achieve certification from STAR Communities, a nonprofit organization that certifies sustainable communities. A community’s STAR Community Rating is granted for four calendar years from the date of certification. Upon the fourth anniversary of the community’s certification, the community must have completed the verification process and accepted a final verified score in order to maintain certification in the rating system. National Context for Iowa City’s Score Out of the certified 4-STAR communities, Iowa City’s score falls towards the high end of the pack. Iowa City’s STAR certification is a testament to the City’s commitment to creating a better community for all of its residents and will serve as a benchmark from which to move forward. 34 This graph above illustrates final scores of all Certified Communities as of June 2016. Iowa City’s comparative ranking is shown in red. The purpose of becoming a certified community is to understand best practices which a city can undertake to continuously improve. City staff attended a post-certification workshop in July 2016 to identify areas on which to focus improvement in the upcoming years which also align with the strategic plan. The workshop was facilitated by STAR staff, which provided a report summarizing Iowa City’s results. The graph above is a comparative analysis of Iowa City’s goal area scores which are marked with a blue diamond. The colored boxes represent the 25th-75th percentile of all certified community scores. This information is useful in to evaluate areas in which Iowa City could improve, such as in the Climate and Energy area, which is also a Strategic Plan Priority. The STAR framework provides a list of best practices in each of the goal areas that cities can implement. These were reviewed and discussed at the post-certification workshop. 35 City of Iowa City Other Planning Processes Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a strategy for realizing the vision and sets policies for the growth and development of specific geographic areas of the city. The Comprehensive Plan guides decisions on planning and development issues as they arise. The plan evolves as amendments are made. The plan divides the community into ten planning districts. Detailed plans will be conducted for each planning district to address the unique issues, features and goals of the different parts of the city. This process involves extensive citizen participation so that the people of Iowa City help determine the future of their community. Once adopted by the City Council, the district plans become part of the Iowa City Comprehensive Plan. Airport Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport and is updated every five years. Through implementation of the Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and FAA regulations. Fire Strategic Plan - The Iowa City Fire Department’s Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency’s members, individually and collectively, will carry out the agency’s mission. In the plan, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. Capital Improvement Plan – The five-year capital improvement program is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City’s financial strengths. The first year of the City’s five-year capital improvement plan is integrated into the City’s financial plan in the Capital Projects Fund section. Climate Action and Adaptation Plan – This plan is currently under construction and is not completed. The plan is intended to define the community’s climate challenges, and the challenges and opportunities it faces in meeting climate and GHG reduction goals; serve as a mechanism to tie together the City’s sustainability initiatives, strategies and plans with the community’s goals; establish a set of climate action strategies, implementation plans and metrics for measuring progress, lowering community-wide greenhouse emissions and activating and engaging residents, businesses and institutions with positive actions and tangible benefits; and analyze implementation strategies using Iowa City’s equity toolkit in order to ensure benefits for all members of the community. 36 Park Master Plan - The Iowa City Parks Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community’s unique parks and recreation assets and identify new opportunities. The community-driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community’s parks system, outdoor recreation spaces and services. Natural Areas Master Plan - The Natural Areas Master Plan includes assessing ecological health of city-owned natural areas and developing a ten-year Master Plan for natural area improvements and maintenance that maximizes the ecological health and benefits of these areas. Iowa City Public Library Strategic Plan – The Library’s strategic plan establishes the library’s long range values, objectives, and goals. The plan also establishes three primary goals including connecting people to information essential for daily living and offering them opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater participation in community life; and contributing to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The library strategic plan is updated every five years. Long Range Transportation Plan - The Long Range Transportation Plan is the transportation vision for the community. The Long Range Transportation Plan provides a basis for the programming of projects for all modes of federally-funded transportation. The Long Range Transportation Plan is consistent with the land use plans of the City, is subject to a public comment process, and reflects priorities for the City that can be translated into politically and financially feasible transportation projects. The Federal requirement is that Long Range Plans are revised and adopted every five years. Iowa City Bicycle Master Plan - Iowa City has completed a Bicycle Master Plan that builds upon other City planning efforts to expand the role that bicycling plays in achieving the City’s stated goals for transportation, economic development, neighborhood livability, community identity, safety, environmental preservation, and health and wellness. The goal is to create a Bicycle Master Plan that identifies and prioritizes bicycle improvements based on existing conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa City gathered through public input. The plan will focus on identifying near- and long-term strategies and prioritized actions for increasing bicycle ridership, comfort, connectivity, and safety for bicyclists of all ages and abilities, creating a framework for expanding Iowa City’s bicycle network. This includes identifying a set of timely actions and improvements to achieve a Bicycle Friendly Community ‘Gold’ status. 37 General Information Form of Government The City has seven (7) Council members, who serve staggered, four-year terms. Four (4) Council members are "at-large" and are nominated by all voters and elected by all voters. Although the three (3) "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd-numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The City Council is the legislative body and makes all policy determinations for the City through the enactment of ordinances and resolutions. It also adopts a budget to determine how the City will obtain and spend its funds. The Council appoints members of boards, commissions and committees. The City Manager is the chief administrative officer for the City and is appointed by the City Council. The City Manager implements policy decisions of the City Council and enforces City ordinances. In addition, the City Manager appoints and directly supervises the directors of the City's operating departments and supervises the administration of the City's personnel system and further supervises the official conduct of City employees including their employment, training, compensation, reclassification, discipline and discharge. The City Manager also oversees administration of City contracts, execution of public improvements, as well as construction, improvement, and maintenance of all City facilities. The City Manager prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting recommendations and programs to the City Council. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes and the Iowa City City Code. The office publishes public notices, ordinances and minutes as required by law. The City Clerk's office assists 38 both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff and support for the Community Police Review Board. Community Profile Location & Transportation: The City serves as the County seat for Johnson County. The City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles west of the City of Davenport. The Iowa City Municipal Airport is a general aviation airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from downtown Iowa City is served by a number of national and regional air carriers. Rail service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The Iowa City Transit, Coralville Transit, and the University of Iowa’s Cambus system provides public transportation to the metropolitan area. 39 Iowa City by the Numbers: • Population 67,862 • Land Area 25.01 square miles • Average Persons Per Household 2.24 • Bachelor's Degree or Higher 58.6% • Average Temperature 50.0°F • Average High Temperature 59.6°F • Average Low Temperature 40.4°F • Average Precipitation 36.3" Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (November 2017) Iowa City: Best Of... Area Recognition & Accolades 2016 • Iowa City ranked #2 Least-Stressed City in the U.S. by SmartAsset • Iowa City is ranked the #3 best place to live in America by Outside Magazine • Iowa City ranked #4 Best City for Working Women by Fiscal Times • Iowa City ranked #5 Healthiest City in America by 24/7 Wall Street • Iowa City ranked #9 Best Place to Live in America by Livability.com • Iowa City ranked as an Age-friendly city by New York Times • Iowa City ranked in the Top 100 best small city in America by WalletHub • Iowa City is ranked in top 25% of U.S. cities in support of LGBTQ population – Human Rights Campaign’s 2016 Municipality Equality Index Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 14,197.5 for the 2017-18 school year. The district operates twenty elementary schools, three junior high schools, two senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek – Amana Community School District, with certified enrollment of 2,191.7 for school year 2017-18. Iowa City is also home to Regina Catholic Education Center, a private Catholic institution, Willowind School, a private K-8 school, and Preucil School of Music, specializing in the Suzuki method of instruction. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. 40 Health Care: The City has top-notch health care with the University of Iowa Hospital and Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and represent more than 200 outpatient clinics and care areas. In addition to providing primary care, UIHC offers services in more than 200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy Iowa City is a regional referral center and community hospital serving southeast Iowa. Mercy services include heart and vascular care, orthopedic care, maternity care, cancer care, digestive services, general surgery, emergency care, and more. Culture: The City hosts a jazz festival each year that attracts music enthusiasts from both near and far. The annual Iowa Arts Festival features the state's best visual art, music, and food. Iowa City is also home to several community theaters, including Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater presents shows under the stars. Iowa City is also home to the recently restored historic Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa City the University of Iowa’s Hancher Auditorium showcases Broadway productions and other entertainment events. History: Iowa City was created by an act of Legislative Assembly of the Iowa Territory on January 21, 1839, fulfilling the desire of Governor Robert Lucas to move the capital out of Burlington and closer to the center of the territory. Commissioners Chauncey Swan and John Ronalds met on May 1, 1839, in the small settlement of Napoleon, south of present-day Iowa City, to select a site for the new capital city. The following day the commissioners selected a site on bluffs above the Iowa River north of Napoleon, placed a stake in the center of the proposed site and began planning the new capital city. By June of that year, the town had been platted and surveyed from Brown St. in the north to Burlington Street in the south, and from the Iowa River eastward to Governor Street. While Iowa City was selected as the territorial capital in 1839, it did not officially become the capital city until 1841; after construction on the capitol building had begun. The capitol building was completed in 1842, and the last four territorial legislatures and the first six Iowa General Assemblies met there until 1857, when the state capital was moved to Des Moines. 41 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 US 1.5%-0.5%-2.7%2.2%1.4%2.0%1.5%2.2%2.5%1.5% Iowa 4.1%-1.7%-2.1%2.1%1.9%3.5%0.8%2.6%1.3%0.9% Iowa City 1.8%0.9%0.1%2.8%3.3%3.0%3.8%2.9%0.3%0.7% -4.0% -3.0% -2.0% -1.0% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% GDP Trends Annual Percent Change 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 National 5.8%9.3%9.6%8.9%8.1%7.4%6.2%5.3%4.9%4.4% Iowa 4.2%6.4%6.0%5.5%5.0%4.7%4.3%3.8%3.7%3.1% Iowa City 3.2%4.6%4.3%4.1%3.8%3.5%3.1%2.7%2.7%2.5% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% Unemployment Rates Economic Overview The national economy continues to move toward recovery after one of the deepest recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in twenty-eight of the last thirty quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) Iowa City’s economy has fared better than the state as a whole during the economic downturn. While Iowa City’s unemployment rate has returned to pre-2008 levels, it continues to remain well below state and national levels. As of February 2017 (preliminary), the Iowa City Metropolitan Statistical Area (MSA) was the third lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) 42 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Rollback 46%47%49%51%53%54%56%56%57%56% 38% 40% 42% 44% 46% 48% 50% 52% 54% 56% 58% Taxable Percentage of Home Value FY10 FY12 FY14 FY15 FY16 FY17 FY18 FY19 Assessed $4,315 $4,439 $4,581 $4,748 $4,863 $5,257 $5,400 $5,810 % Change, Assessed 2.51%1.56%1.09%3.64%2.42%8.11%2.71%7.59% Taxable $2,634 $2,800 $2,989 $3,090 $3,136 $3,376 $3,501 $3,704 % Change, Taxable 4.43%3.25%2.63%3.37%1.49%7.67%3.69%5.80% $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 Assessed & Taxable Property Valuations* in millions The growth in assessed property value has averaged 3.3% over the last ten years. The growth in taxable value has averaged 3.9% in that same timeframe and has been in part by increases in the state-mandated “rollback”; a higher percentage of residential properties’ value is taxable. *Assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities and Taxable valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property’s value that is taxable, known as the assessment limitation order or “rollback”. This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties’ assessed value that is taxable hit a low point in FY09, when forty- four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years and remanded constant over the last two year. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi-unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax base. 43 FY08 FY09 FY10 FY11 FY12 FY13 FY14 *FY15 FY16 FY17 Hotel/Motel $724 $752 $667 $746 $814 $834 $967 $1,057 $1,079 $1,137 % Change 4.67%3.92%-11.39 11.84%9.17%2.51%15.91%9.34%2.02%5.37% $0 $200 $400 $600 $800 $1,000 $1,200 Hotel/Motel Tax Revenue in thousands FY11 FY12 FY13 FY14 *FY15 FY16 FY17 Fee Revenue $725 $826 $881 $1,031 $902 $874 $939 % Change 13.92%6.58%17.06%-12.51 -3.04%7.45% $0 $200 $400 $600 $800 $1,000 $1,200 Utility Franchise Fee Revenue in thousands 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Permits 807 688 784 738 716 715 703 645 794 718 Value $145 $75 $96 $82 $169 $185 $153 $138 $388 $217 $0 $40 $80 $120 $160 $200 $240 $280 $320 $360 $400 Building Permits Value in millions Though the value of building permits issued reached a significant all-time high of $388 million in 2016, the value of building permits dropped to $217 million in 2017, with the ten year average at $161 million. One measure of local economic health is hotel/motel tax receipts. The City uses hotel/motel tax receipts to augment funds for public safety, parks & recreation services, and the Convention & Visitors Bureau. Generating revenue from non-Iowa City residents reduces the tax burden on residents. After a dip in revenue during FY2010, hotel/motel tax receipts are above pre- recession levels and have increased over each of the last six fiscal years. *FY14 is first period reported on an accrual bases. In 2009, the State of Iowa enacted legislation establishing cities’ right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City City Council passed and approved an ordinance establishing a one percent (1%) tax. Of the $939,000 for FY2017, $555,000 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right-of-ways. *FY14 is first period reported on an accrual bases. 44 FY08 FY09 FY10 FY11 FY12 FY13 FY14*FY15 FY16 FY17 Total $3,474 $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412 $5,368 % Change 2.2%-10.1%1.4%13.2%30.3%4.9%13.3%0.2%-2.5%-0.8% Supplemental $33 $35 $37 $51 $58 $69 $66 $70 $63 $21 MFPRSI $1,918 $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794 $2,691 IPERS $1,519 $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555 $2,656 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 City Pension Contributions in thousands FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 State of IA 0.004 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 Kirkwood 0.852 0.840 0.926 0.999 1.079 1.065 1.058 1.061 1.080 1.132 Johnson Co.7.803 7.708 7.540 7.320 7.075 7.077 7.077 7.228 7.093 7.179 ICCSD 14.192 14.191 14.690 14.591 14.073 13.688 13.699 13.868 13.989 13.959 IC Levy Rate 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 IC % of Total 43.7%44.0%43.4%43.8%43.7%43.5%43.4%42.9%42.8%42.3% 41.0% 41.5% 42.0% 42.5% 43.0% 43.5% 44.0% 44.5% $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 City of Iowa City Direct and Overlapping Levy Rates FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 IPERS 6.65%6.95%8.07%8.67%8.93%8.93%8.93%8.93%8.93%9.44% MFPRSI 17.00%19.90%24.76%26.12%30.12%30.41%27.77%25.92%25.68%26.02% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% City Pension Contribution Rates Iowa City’s levy rate dropped approximately one and a half percent (1.5 %) in FY2018. Iowa City’s FY2019 levy rate totals $16.183; this represents a decline of nine- tenths of a percent (0.9%). The rates of overlapping jurisdictions are not certified as of this publication. City pension contributions has grown six of the last eight years at a rapid pace, except FY17 and FY16 contributions that were a decrease of eight-tenths of a percent (.8%) and two and five-tenths of a percent (2.5%), respectively. *FY14 is first period reported on an accrual bases. MFPRSI employee contributions are set by statute, currently nine and four-tenths percent (9.4%). City contributions are determined by the system’s actuary. IPERS City and employee contributions are currently a sixty/forty split (60/40), with the City paying sixty percent of total contributions. 45 CITY COUNCIL ELECTED APPOINTEDCOMMUNITY CITY ATTORNEY City AƩ orney • City AƩ orney CITY MANAGER City Manager • City Manager • CommunicaƟ ons Offi ce • Human Resources • Human Rights • Economic Development AIRPORT COMMISSION Airport • Airport OperaƟ ons LIBRARY BOARD Library • Library OperaƟ ons • Library FoundaƟ on CITY CLERK City Clerk • City Clerk City of Iowa City OrganizaƟ on Chart Finance • AdministraƟ on • AccounƟ ng • Purchasing • Revenue • Risk Management • InformaƟ on Technology Services Fire • AdministraƟ on • Emergency OperaƟ ons • Fire PrevenƟ on • Training Neighborhood & Development Services • AdministraƟ on • Development Services • Neighborhood Services • Metropolitan Planning OrganizaƟ on of Johnson County Public Works • AdministraƟ on • Engineering • Streets • Wastewater • Water • Resource Management • Equipment Parks & RecreaƟ on • AdministraƟ on • RecreaƟ on • Park Maintenance • Cemetery TransportaƟ on Services • AdministraƟ on • Parking • Public TransportaƟ on Police • AdministraƟ on • Support Services • Field OperaƟ ons Senior Center • Senior Center OperaƟ ons Departments & Divisions 46 City Clerk: Kellie Fruehling Office Location: 410 E. Washington St. Phone: (319) 356-5043 Boards and Commissions: The Community Police Review Board, based on a community initiative, was established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing the community’s views on the policies, practices and procedures of the Iowa City Police Department. City Clerk Personnel: FY2017 FY2018 FY2019 Total FTEs 4.00 4.00 4.00 CITY CLERK MISSION STATEMENT The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. DEPARTMENT DESCRIPTION The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff support for the Community Police Review Board (CPRB). 47 City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319) 356-5030 City Attorney Personnel: FY2017 FY2018 FY2019 Total FTEs 5.50 5.50 5.50 CITY ATTORNEY MISSION STATEMENT The City Attorney’s Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. 48 City Manager: Geoff Fruin Office Location: 410 E. Washington St. Phone: (319) 356-5010 CITY MANAGER MISSION STATEMENT The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City’s operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City’s citizens, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. DEPARTMENT DESCRIPTION The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City’s day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of all City departments and advises the City Council on matters relating to planning, development, and municipal operations. The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media efforts and informational and promotional campaigns for the City, maintains the City’s website and intranet, utilizes social media to promote City events and programs, and supervises the Cable Television activities. The Cable Television activities were transferred from an Enterprise Fund to the General Fund in fiscal year 2016. The Human Resources division provides services in the areas of employee & labor relations, collective bargaining, civil service compliance, employee benefits administration, recruitment of prospective employees, personnel policy development & administration, and administration of applicable employment laws. The Human Rights division enforces antidiscrimination laws, conducts trainings, and serves as staff to the Human Rights Commission. The Economic Development division researches, compiles, and analyzes demographic and economic data in order to recommend, implement, and advocate policies and programs designed to further the economic development of Iowa City. Staff members work closely with City Manager’s Office Divisions General Fund: Enterprise: • City Manager ● Communications • Communications Office Office • Human Resources • Human Rights • Economic Development 49 the Chamber of Commerce, Iowa City Area Development Group (ICAD), University of Iowa, and others in promoting the City as a viable business location. They assist developers and prospective companies with commercial and industrial development projects. Staff advises the City Council, boards and commissions regarding economic development projects and proposals. Boards and Commissions: The Human Rights commission’s duties include: 1. Disseminating information to educate the public on illegal discrimination and civil rights, such as organizing and facilitating educational public forums that address one or more of the broad range of topics included within the rubric of human rights 2. Making recommendations to the City Council for such further legislation concerning discrimination as it may deem necessary and desirable 3. Cooperating within the limits of any appropriations made for its operation with other agencies or organizations both public and private whose purposes are not inconsistent with those of Title 2 of the City Code (Human Rights Ordinance) 4. Planning programs and activities designed to eliminate racial, religious, cultural and other intergroup tensions including but not limited to sex, color, creed, disability, gender identity, sexual orientation, marital status, age and national origin. The Civil Service Commission approves all entrance and promotional examinations used by the City of Iowa City for civil service positions; holds appeal hearings involving the suspension, demotion, or discharge of employees holding civil service rights. Ascertains to the best of its ability the facts of the case to determine matters involving the rights of civil service employees and may affirm, modify, or reverse any case on its merits per Chapter 400 of the Code of Iowa. The Telecommunications Commission serves as a review board to resolve disputes between any subscriber or potential subscriber and the cable company; reviews and audits reports by the cable company to the City as required by the Cable Television Ordinance; works with the public, the media, the City, and the cable company for the purpose of making recommendations on various issues; monitors and promotes community programming and the use of the local access channels by a wide range of individuals, institutions, and organizations; informs and educates citizens on matters related to cable TV and other communications systems; and monitors and reviews State and Federal legislative and regulatory action or change. City Manager Personnel: FY2017 FY2018* FY2019 Total FTEs 15.50 15.00 15.00 *Note - Starting in fiscal year 2018, the Economic Development division has moved from the Neighborhood & Development Services Department to the City Manager’s Office. 50 Finance Director: Dennis Bockenstedt Office Location: 410 E. Washington St. Phone: (319) 356-5050 FINANCE DEPARTMENT Finance Department Divisions: General Fund : Internal Service: • Administration ● Information Technology Services • Accounting ● Risk Management • Purchasing ● Purchasing • Revenue ● Administration Special Revenue Fund: • Administration MISSION STATEMENT It is the mission of the Finance Department to provide quality services to residents and to safeguard City assets. The role of the Finance Department is to support the operating departments in achieving their program objectives utilizing effective and efficient financial planning, reporting, and central support systems. DEPARTMENT DESCRIPTION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. Administration also oversees the City’s Health & Dental Reserves as Internal Service Funds which are maintained for permanent employees’ health care coverage through the City’s self- insurance plan. Finance Administration also manages the City’s Employee Benefits Fund which is a Special Revenue Fund that collects property taxes levied for the purpose of funding public employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security and Medicare, as well as other similar benefits. Finance Administration also manages the Tax Increment Financing Fund and the SSMID Fund which are Special Revenue Funds. 51 Finance Department Personnel: FY2017 FY2018 FY2019 Total FTE’s 35.78 35.78 34.93 The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Purchasing division provides quality service to City departments, protects the City’s legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. This division also operates the Central Services Internal Service Fund that manages the City’s mail and copier operations and other central functions. The Revenue division is responsible for the customer service, billing, and collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The Risk Management division is responsible for managing the City’s property and casualty risks and selecting prudent and cost effective solutions to minimize the financial impact of losses to the City. Risk Management also coordinates the City’s safety and OSHA programs. The Information Technology Service (ITS) division provides server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. 52 Police Chief: Jody Matherly Office Location: 410 E. Washington St. Phone (Front desk/non-emergency): (319) 356-5275 POLICE DEPARTMENT Police Department Divisions: General Fund: • Administration • Support Services • Field Operations MISSION STATEMENT The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. DEPARTMENT DESCRIPTION The Administration division oversees the Department’s 84 sworn officers and 23 non-sworn personnel. Administration is responsible for the management of the Department’s two operating divisions, Field Operations and Support Services. The Support Services division supports or provides services to Field Operations. In addition, Support Services provides support activities to groups and organizations throughout the City. Support Services consists of Records, Property and Evidence, Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. 53 Police Department Personnel: FY2017 FY2018 FY2019 Total FTEs 105.00 105.00 107.00 The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. 54 FIRE DEPARTMENT Fire Chief: John Grier Administrative Office Location: 410 E. W ashington Street Phone (Administration/non-emergency): (319) 356-5260 Fire Department Divisions General Fund: • Fire Administration • Emergency Operations • Fire Prevention • Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and hazardous materials emergency response to approximately 68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson Count y Hazardous Materials Response Team, and Special Operations Response Team. The department is organized into four functional program divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 55 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile f ire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride-along program, the Safety Village, and is a co-leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. The department’s community-driven strategic plan for fire protection services will guide the department’s path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2013. The reaccreditation process is currently underway. Emergency Operations services include f ire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 5,000 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Training Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and hazardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: FY2017 FY2018 FY2019 Total FTE’s 64.00 64.00 64.00 56 Parks & Recreation Director: Juli Seydell Johnson Parks Division Office Location: 2275 South Gilbert Street Phone: (319) 356-5107 Recreation Division Office Location: 220 South Gilbert Street Phone: (319) 356-5100 PARKS & RECREATION Parks & Recreation Divisions General Fund: • Administration • Recreation • Parks Maintenance • Cemetery Operations DEPARTMENT DESCRIPTION The Parks & Recreation Administration division oversees the operation of the Parks Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City Hall maintenance operations (Government Buildings), and supports the City’s Farmers Markets. The Recreation division manages the operation of the City’s recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special populations involvement programs designed for persons of all ages with special needs. The division also helps organize the annual Farmer’s Market and Market Music programs. MISSION STATEMENT Provide a high-quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. We strive to enhance the quality of life for residents of Iowa City by providing cost-effective, quality programs and services, facilities, parks, open spaces, and information as an essential link in creating a dynamic, vital community. 57 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: FY2017 FY2018 FY2019 Total FTEs 43.75 43.75 44.00 The Park Maintenance division oversees the maintenance of the City’s green space, natural areas, 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 organized 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 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. 58 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 a center of community life that connects people of all ages with information, engages them with the world of ideas, and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: intellectual freedom, excellence in customer service, community building, working collaboratively, minimizing barriers to use, providing a welcoming environment, and a well-trained staff. DEPARTMENT DESCRIPTION The Iowa City Public Library is the busiest public library building in the state of Iowa. On average, over 244 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: General Fund: • Library Operations • Library Foundation 59 Boards and Commissions: Nine-member Library Board of Trustees appointed by the City Council with powers to set policy, employ a Director and staff, expend tax funds allocated by the City Council, contract with other jurisdictions, and receive and spend gift funds and other revenues. Library Personnel: FY2017 FY2018 FY2019 Total FTEs 46.17 46.17 46.17 The Library is governed by a semi-autonomous nine-member board of trustees; which is empowered by state law and city ordinance to set policy, determine goals and objectives, direct the use of monies appropriated or gifted to the Library, and to employ staff. Services are offered to residents of Iowa City and, through contract, residents of University Heights, Hills, Lone Tree, and rural Johnson County. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. Approximately 82% of funding comes from Iowa City tax support which includes a voter approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include contracts for service, library fines, gifts, and building rent. The Iowa City Public Library is separated into two budgetary divisions: Library Operations and the Library Foundation. Operations accounts for Library programs, services, materials, and building maintenance. The Library Foundation’s budget accounts for personnel costs in the Iowa City Public Library Friends Foundation Development Office. These expenditures are fully reimbursed by the Foundation. 60 Senior Center Coordinator: Linda Kopping Location: 28 South Linn Street Phone: (319) 356-5220 SENIOR CENTER Senior Center Hours of Operation: Business Hours Extended Member Hours 8 AM - 5 PM, 7 AM – 7 PM, Monday – Friday Monday - Thursday 7 AM – 5 PM, Friday Building hours are 10:30 AM – 1:30 PM, often extended to Saturday & Sunday accommodate evening and weekend programming. Please see Calendar of Events for program schedule. MISSION STATEMENT The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. DEPARTMENT DESCRIPTION Establishing social connections, keeping active physically and mentally, and maintaining contact with the community are cornerstones of optimal aging, and they are what we do best at The Center. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. 61 Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three-year terms. Six members are appointed by the City Council. The seventh at-large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role with regard to the needs of older adults; and assist the City Manager in the evaluation of personnel. Senior Center Personnel: FY2017 FY2018 FY2019 Total FTEs 7.00 7.00 7.00 Keeping Active, Physically and Mentally • Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. • Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person’s life. Maintaining Contact with the Community • Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. • The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. 62 Acting Neighborhood and Development Services Director: Tracy Hightshoe Office Location: 410 E. Washington St. Phone: (319) 356-5120 Neighborhood & Development Services Divisions General Fund Enterprise Fund • Administration Neighborhood Services • Development Services • Neighborhood Services Special Revenue Fund • Metro Planning Organization of Johnson County • Neighborhood Services NEIGHBORHOOD & DEVELOPMENT SERVICES MISSION STATEMENT The mission of the Department of Neighborhood & Development Services is to protect the health, safety, and welfare of the general public through the enforcement of a broad range of public health and safety regulations (i.e., zoning, nuisance, building codes, rental housing, environmental, etc.). The department is responsible for providing affordable housing opportunities through the Housing Choice Voucher, Public Housing, and Homeownership programs. DEPARTMENT DESCRIPTION Neighborhood & Development Services (NDS) includes the following divisions: NDS Administration, Neighborhood Services, Development Services, and the Metro Planning Organization of Johnson County. The Iowa City Housing Authority, part of the Neighborhood Services division, is funded with federal grants; this division is found in the Enterprise Fund section of this budget. 63 Neighborhood and Development Services Administration Administration supports departmental divisions to provide high quality, proactive services and programs that protect and enhance the quality of life for all citizens through opportunities for affordable housing and the equitable, timely, and effective enforcement of land use regulations while conserving the integrity of neighborhoods. Sustainability Services is committed to sustainability as one of the overarching principles guiding the City’s strategic plan. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles by implementing energy conservation programs, green infrastructure projects with include native plants, trails, public art and wildlife habitat. Greenhouse emissions from local government operations and the community as a whole are tracked along with other sustainability metrics. The City has also many partnerships and projects with the University of Iowa, enhancing the ability to broaden the work on sustainability within the community. Development Services Building Inspection enforces a number of codes and ordinances which relate to new construction and the maintenance of existing structures in order to protect the health and safety of the general public, and is entirely supported by permit and inspection-related fees. This activity issues building permits for new construction, additions, alterations and repairs, sign and professional permits including mechanical, plumbing, fire sprinkler, and alarms. All building site plans are reviewed and inspections are conducted to ensure safe and proper construction in adherence with code. The Building Inspection activity also enforces zoning ordinances and responds to complaints of nuisance-related ordinance violations. Urban Planning coordinates preparation of the Comprehensive Plan; including district plans that focus on development, redevelopment, preservation and conservation issues within the city’s ten neighborhood districts. Drafting of these plans includes extensive citizen participation through public planning workshops, surveys and interviews with property owners, developers, realtors, environmental organizations and neighborhood groups. This activity also promotes sustainable growth and development within the city by establishing comprehensive plans and associated policies and regulations that ensure that the best qualities of the city’s residential, commercial, and employment areas are preserved and supported while promoting new development opportunities that will create long term value for the community. Urban Planning also fulfills state statutory requirements pertaining to zoning, development, and historic preservation. Neighborhood Services Housing Inspection inspects more than 18,000 rental units biannually, working with property owners, managers, and tenants to ensure conformance with the Iowa City Housing Code. Code language establishes minimum health and safety standards considered necessary to protect and promote the welfare of tenants and the general public. This activity also enforces zoning ordinances and responds to complaints of nuisance-related ordinance violations. 64 • Other Shared Revenue grants, including Jumpstart Iowa, Hazard Mitigation Grant Project Buyout, and Supplemental Community Development Block Grants provide assistance to business and residential flood recovery efforts. Neighborhood Outreach supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this activity seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. Human Services makes annual allocations to the area’s human service agencies. Staff coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing recommendations for the allocation of these funds. Human Services also manages the donation stations for homeless citizens. The Iowa City Housing Authority (ICHA) acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide: Information & Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also manages the operations of the Peninsula Apartments reported in the Special Revenue Funds – Peninsula Apartments Fund. Community Development is committed to providing Iowa City residents with access to safe and affordable housing, jobs and services to promote the general economic prosperity and welfare of Iowa City. This is accomplished by coordinating efforts with local agencies, businesses, nonprofit organizations and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. This activity also oversees the following programs budgeted in the Special Revenue Funds: • The Community Development Block Grant (CDBG) program and CDBG Rehab are federally funded programs for community and economic development. Staff makes assessments of community employment opportunities, housing, and services for low and moderate income residents, and use CDBG funds to fulfill identified needs. • The HOME Investment Partnership program is a federally funded program through the US Department of Housing & Urban Development (HUD). The program provides safe, decent, affordable housing. Metropolitan Planning Organization of Johnson County (MPOJC) The MPOJC is the County-wide planning organization for Johnson County, Iowa. Assistance is provided to MPOJC member agencies in three specific program areas: transportation planning, transportation assistance to small communities, and general human service issues. 65 Boards and Commissions: • The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. • The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget. • Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Neighborhood Services division and makes recommendations regarding the use of public funds to meet the needs of low and moderate income residents. The Commission also seeks public participation in assessing needs and identifying strategies to meet these needs. • The Board of Appeals holds appeal hearings on and determines the suitability of alternate materials and methods of construction and to provide for reasonable interpretation of the International Building Code, International Residential Uniform Plumbing Code, National Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building Code and the Iowa City Housing Code. Neighborhood & Development Services Personnel: FY2017 FY2018 FY2019 Total FTEs 40.43 39.93 42.43 Neighborhood & Development Services is a new department beginning in FY2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. Starting in fiscal year 2018, the Economic Development division has moved from the Neighborhood & Development Services Department to the City Manager’s Office. 66 Public Works Director: Ron Knoche Administrative Office Location: 410 E. Washington St. Phone: (319) 356-5138 PUBLIC WORKS DEPARTMENT Public Works Department Divisions General Fund: • Administration ● Engineering Special Revenue: • Streets Operations (Road Use Tax Fund) Enterprise: • Wastewater Treatment ● Water • Resource Management ● Engineering Internal Service: • Equipment MISSION STATEMENT The Public Works Department exists to provide the essential infrastructure and services necessary for the health, safety, and welfare of our community. These services are provided in a manner that will enhance the quality of life of our citizens today and for generations to come. DEPARTMENT DESCRIPTION The Public Works Department is comprised of nine operational areas which operate from various locations throughout the city. The Public Works Administration division manages and coordinates the activities of the department’s seven divisions. The Engineering division performs work in connection with all municipal public works improvements including bridges, roads, sanitary sewers and stormwater systems and is a General Fund account funded primarily through property tax revenue. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. Storm water activity is administered by the Engineering Division. The City of Iowa City has developed programs to reduce the discharge of pollutants carried by storm water into our local waterways. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses and accounted for in the Storm Water Fund enterprise. 67 Public Works Personnel: FY2017 FY2018* FY2019 Total FTEs 118.00 151.50 152.76 *Note – In FY2018 the Refuse Collection and Landfill activities returned to the Public Works Department. The Streets Operations division is funded by the Road Use Tax. The Streets Division is responsible for the maintenance of the City's street system. The work duties include maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf vacuum program and snow plowing. The Wastewater Treatment division ensures the public health and safety of the citizens of Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The division provides proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plants, and the local environment. The division is supported primarily through user fees. The Water division is responsible for maintaining clean, safe drinking water for the community. Because of the many water sources on two water well sites, Iowa City has the ability to provide an excellent blend of high quality water as well as an abundant capacity. The division produces and distributes high quality water in a quantity sufficient to meet the residential, commercial, industrial, and firefighting needs of the City. The division is supported primarily through user fees. Resource Management oversees Refuse Collection and Landfill activities. Refuse Collection activities protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The activity is supported primarily through user fees. The Landfill serves Johnson County, Kalona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The activity is supported primarily through user fees. The Equipment division provides repair, preventive maintenance and equipment management services for all major City-owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Equipment Division, along with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment. The division operates as an internal service fund and is supported through chargebacks to City divisions. 68 Acting Transportation Services Director: Mark Rummel Parking Office Location: 335 Iowa Avenue Phone: (319) 356-5096 Transit Office Location: 1200 South Riverside Dr. Phone: (319) 356-5151 www.ebongo.org TRANSPORTATION SERVICES Transportation Services Department Divisions: General Fund: • Administration Enterprise Funds: • Parking • Public Transportation MISSION STATEMENT The Iowa City Transportation Services Department is committed to providing convenient, safe and courteous service to the citizens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation Services Department manages the City’s Parking and Public Transportation divisions. All divisions are self-supporting enterprise funds with the exception of the Administration division that is located in the General Fund. The Public Transportation division was transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013. The Administration division manages the activities of the two divisions and also oversees the Central Business District maintenance operations. The Parking division consists of Administration, On-street, Parking Lot, and Parking Ramp operations. The division oversees the operation of four parking structures with 2,486 off-street spaces, 1,302 on-street and surface parking lot spaces, and 148 designated motorcycle/scooter spaces. 69 Transportation Services Personnel: FY2017 FY2018* FY2019 Total FTEs 106.76 76.26 74.76 *Note – In FY2018 the Refuse Collection and Landfill activities were moved out of Transportation Services and into the Public Works Department. The Public Transportation division consists of Administration, Transit Operations, Fleet Maintenance, and Court Street Transportation Center management. The division operates and maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with Johnson County SEATS for paratransit service. The Court Street Transportation Center is maintained and operated by the Transit Division. 70 Operations Specialist: Michael Tharp Location: 1801 S. Riverside Drive Phone: (319) 356-5045 Boards and Commissions: The Airport Commission exercises all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. AIRPORT MISSION STATEMENT The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. DEPARTMENT DESCRIPTION Iowa City’s Municipal Airport is a general aviation airport located in the southwest part of Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113 pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation airports in the state. A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight instruction, and charter services. The airport has approximately 30,000 take-offs and landings and sells over 270,000 gallons of jet fuel and aviation gasoline to aircraft operators annually. Airport staff is responsible for daily operation and maintenance of all airport facilities, including 59 T-Hangars, 6 corporate hangars, other airfield buildings, runways and equipment. The Operations Specialist staffs an administrative office, manages leased areas and contracts, plans and oversees airport-related capital improvements. 71 The Airport Zoning Commission’s duties are: 1. To recommend amendments to the current Iowa City Airport Zoning regulations, including the repeal thereof. 2. To recommend the adoption of new Airport Zoning regulations. The Airport Zoning Board of Adjustment’s duties are: 1. To hear and decide appeals where it is alleged there is an error in any order, requirement, decision or determination made by an administrative official in the enforcement of the Airport Zoning Chapter. 2. To hear and decide special exceptions to the terms of the Airport Zoning Chapter upon which such board is required to pass under the Airport Zoning Chapter. 3. To authorize upon appeal in specific cases such variance from the terms of the Airport Zoning Chapter as will not be contrary to the public interest, where owing to special conditions a literal enforcement of the provisions of the Airport Zoning Chapter will result in unnecessary hardship, and so that the spirit of the Airport Zoning Chapter shall be observed and substantial justice done. Airport Personnel: FY2017 FY2018 FY2019 Total FTEs 1.00 1.00 1.00 72 Non-Budgetary Funds General Fund Special Revenue Funds Debt Service Fund Enterprise Funds Capital Projects Fund Internal Service Funds General (10**)CDBG (2100)Debt Service (50**)Parking (710*)Capital Projects Equipment (810*) HOME Grant (2110)Transit (715*)Risk Management (8200) Road Use Tax (2200)Wastewater (720*) Information Technology Services (830*) Other Shared Revenues (2300)Water (730*)Central Services (8400) Energy Efficiency & Conservation Block Grant (2310) Refuse Collection (7400) Health Insurance (8500) Metro Planning Organization of Johnson County (2350) Landfill (750*)Dental Insurance (8600) Employee Benefits (2400)Airport (7600) Affordable Housing (2500)Storm Water (7700)Agency Funds Peninsula Apartments (2510) Cable Television (78**)Project Green (9102) Tax Increment Financing (26**) Housing Authority (79**) Self-Supporting Municipal Improvement District (2820) Major funds City of Iowa City Fund Structure Budgetary Funds 73 BUDGETARY FUND STRUCTURE A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Governmental Funds • The General Fund is the City’s primary operating fund and includes activities in the following program areas: general government, public works, public safety, culture and recreation, community and economic development, and health and social services. • Special Revenue funds account for proceeds from specific sources (other than those accounted for within capital projects funds) which are usually required by law or regulation to be accounted for in separate funds and to be expended for specific purposes. Examples include the employee benefits tax levy; Community Development Block Grant (CDBG) funding, Road Use Tax receipts; membership contributions to the Metropolitan Planning Organization of Johnson County, taxes generated for a Self-Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts. • The Debt Service Fund accounts for principal and interest payments on the City’s general long-term debt. Funding is provided by the debt service property tax levy, transfers from Water Operations, and loan repayments. • Capital Project funds account for the acquisition and/or construction of major facilities and assets in excess of $25,000. • Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City’s only permanent fund, the Cemetery Perpetual Care Fund, was merged into the General Fund in fiscal year 2017. Proprietary Funds • Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and Storm W ater. The Airport and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Housing Authority’s primary funding source is through the Department of Housing and Urban Development (HUD)’s federal grant and voucher programs. The Transit and Airport funds both receive an operating subsidy from the General Fund. Cable Television operations were reclassified as part of the General Fund in fiscal year 2016. 74 • Internal Service funds (non-budgetary) are also self-supporting and financed on a cost- reimbursement basis through charges to the departments and divisions (budgetary units) which utilize their goods and services. Such activities are not reportable, based on the State of Iowa’s budget filing requirements, nor are they reflected in the government-wide financial statements. These funds are also not included in the Major fund determinations. Funds in this category include Equipment, Information Technology Services, Risk Management, Central Services, and the Health and Dental Reserves. Fiduciary Funds • Agency funds (non-budgetary) are fiduciary funds that account for resources held for the benefit of parties outside the city government. For this reason, agency funds are not appropriated through the budget process, nor are they reflected in the government -wide financial statements. The City has one agency fund, which is not presented, Project Green. Agency funds do not report revenues and expenditures; they only report assets and liabilities. Major Funds During the preparation of the City’s Comprehensive Annual Financial Report, (CAFR), funds are evaluated based upon the level of their assets, liabilities, revenues, and expenditures/expenses to determine whether or not they are a major fund. Governmental accounting standards sets forth the following minimum provisions for determining which governmental and enterprise funds to treat as a major fund: The City’s main operating fund, the General Fund is always reported as major. Other funds would be classified as major if the following two conditions are met: 1. Total assets, liabilities, revenues, or expenditures/expenses of the individual governmental or enterprise fund are at least 10 percent of the corresponding total of all funds of that category; and 2. Total assets, liabilities, revenues or expenditures/expenses of the individual governmental or enterprise fund are at least 5 percent of the total for all governmental and enterprise funds combined. If a fund is determined to be a major fund, its financial information is reported separately in the City’s CAFR and cannot be reported in aggregate with other nonmajor funds of its fund category (governmental or enterprise). For budgetary presentation, all of the City’s funds are presented individually. 75 General Fund Neighborhood & Development Services City Council NDS Administration City Council Development Services Neighborhood Services City Clerk City Clerk Parks & Recreation City Attorney Parks & Recreation Administration City Attorney Recreation Park Maintenance City Manager Cemetery Operations City Manager Communications Office Human Resources Library Human Rights Library Operations Economic Development Library Foundation Finance Finance Administration Fire Accounting Fire Administration Purchasing Fire Emergency Operations Revenue Fire Prevention Fire Training Police Police Administration Police Support Services Senior Center Police Field Operations Senior Center Operations Public Works Transportation Services Public Works Administration Transportation Services Administration Engineering Services Debt Service Fund Finance Finance Administration Departments & Divisions by Fund General Fund Debt Service Fund 76 CDBG Fund Affordable Housing Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services HOME Grant Fund Peninsula Apartments Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services Road Use Tax Fund Tax Increment Financing Fund Public Works Finance Streets Operations Finance Administration Other Shared Revenues Fund SSMID - Downtown Neighborhood & Development Services Finance Neighborhood Services Finance Administration Energy Efficiency & Conservation Block Grant Public Works Public Works Administration Metro Planning Organization of Johnson County Neighborhood & Development Services Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration Departments & Divisions by Fund Special Revenue Funds 77 Parking Fund Landfill Fund Transportation Services Public Works Parking Operations Resource Management Transit Fund Airport Fund Transportation Services Airport Public Transportation Airport Operations Wastewater Fund Storm Water Fund Public Works Public Works Wastewater Operations Engineering Services Water Fund Refuse Collection Fund Public Works Public Works Water Operations Resource Management Cable Television Housing Authority Fund City Manager Neighborhood & Development Services Communcations Office Neighborhood Services Equipment Fund Central Services Fund Public Works Finance Equipment Services Purchasing Risk Management Reserve Health Insurance Reserve Finance Finance Risk Management Finance Administration Information Technology Services Fund Dental Insurance Reserve Finance Finance Information Technology Services Finance Administration Departments & Divisions by Fund Enterprise Funds Internal Service Funds 78 FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) F Y 2 0 1 9 PREPARATION OF THE FINANCIAL PLAN Introduction This Three-Year Financial Plan is for fiscal years 2018 through 2020. The Financial Plan includes the current year revised budget (fiscal year 2018), the one-year annual budget as required by Iowa Code (fiscal year 2019), and provides an additional projection year (fiscal year 2020) as a planning tool. The City’s fiscal year begins on July 1 and ends June 30. The purpose of the overview is to disclose the basis on which the financial plan has been prepared. The role of a government's operating budget differs from that of a private business. Budgets are an important internal planning tool for business, but they also play an external role for governmental entities. A multi-year financial plan informs parties inside and outside government of future objectives and provision of services to its constituents. The Three-Year Financial Plan also permits a more comprehensive review of the City’s financial condition, allowing analysis of current and future needs and requirements. During preparation of the plan, careful review is made of property tax levy rates, utility and user fee requirements, ending cash balances by fund, debt service obligations, bond financing needs, capital outlay for equipment purchases, and major capital improvement projects. Long range financial plans are developed for debt service obligations, capital improvement projects, and other areas that have been identified as areas of risk, need, or general prudence. This document contains operating budgets for the governmental funds: general, special revenue, debt service, capital project and permanent funds. It also includes budgets for the proprietary funds: enterprise and internal service funds. Internal service fund activities are considered non-budgetary in that they are not formally appropriated, reported to the State of Iowa, or included in the adopted budget resolution approved by City Council each year. This is in accordance with the State’s filing requirements. Budget projections are summarized by major revenue and expenditure categories within each division. A separate multi-year Capital Improvements Program (CIP) shows projected capital revenues and expenditures for years 2018 through 2022. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City’s fiscal year 2019 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2019 budget is similar to the accounting basis used in the City’s Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. All of the City’s governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) 81 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 f or the government-wide financial statements and the proprietary fund statements. The government-wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City’s CAFR. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department Heads on whether any changes in level of service can be factored into the proposed financial plan. This is done before the actual budget process starts. Changes to the financial plan are done annually during the budget process. All revenue and expenditure estimates are re-evaluated and revised if necessary. In August each year, the Finance Department meets with Department Directors and Division Heads to review and discuss their goals and performance measures. These are reviewed against the City’s long-term strategic plan and updated as necessary. The Finance Department then collects the data from each division and prepares the performance measurement results. In September, forms and instructions are delivered to departments for the annual update to the Five-Year Capital Improvement Program. The status of prior year projects is reviewed as well as the long-term debt projections. Updates to projects already in the Program, requests for new projects including their cost estimate, availability of outside funding sources, operating impact, and rating score are submitted by departments. In early October, Department Directors and Division Heads are able to access their respective budget projections. They can make adjustments to their operating budget during this time. The Finance Department compiles salary projections, history of each department/division’s actual line item expenditures, and projected revenues and costs covered by the Financial Plan. (The Finance Department projects revenues individually and uses a combination of inflation factors and individual costs to project expenditures.) During October, the Finance Department produces the preliminary Capital Improvement Program. This is reviewed through a series of meetings by a Capital Project Review Committee and modifications are made based on project timing and coordination, community development, funding availability, and other factors. In late October, budget entry is restricted and only accessible to the Finance Department, and the Finance Department issues the proposed Five-Year Capital Improvement Program. In November, the Finance Department reviews the budget projections with requests added 82 and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. All budget forms and adjustments are forwarded to the City Manager. By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. The proposed Five-Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The proposed Financial Plan document is then printed. City Council reviews the proposed Financial Plan document during the month of January. In February, the proposed Financial Plan document and a memo of City Council’s changes are presented to the public. A notice of public hearing is published at least ten days but not more than 20 days prior to the final adoption. In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program are adopted by the City Council following a public hearing. The State of Iowa requires a one-year budget be adopted by March 15 of each year. The applicable year in Iowa City’s Three-Year Financial Plan is adopted as the annual budget to satisfy State requirements. If increases to service rates or charges are included as part of the next year’s budget, those rate changes are then adopted in March following adoption of the budget. Amending the Adopted Budget Budget amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, and the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be ‘carried-forward’ or re-appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department’s budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department’s budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity’s budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. 83 In addition to these carry forward requests, there are many capital improvement projects that span across fiscal years. These projects must be re-appropriated in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations, and then these unspent project appropriations are included as part of the budget amendment for the following fiscal year. These two types of budget carry forwards are the primary basis for the first budget amendment of the year. The second budget amendment is compiled during the annual budget process. While department budget requests for the next year are being compiled during the budget process, departments also submit their revised budget requests for the current year. These requests help formulate the revised budget for the current year. Revisions to the current year budget must still comply with the City’s budget amendment policy. Following the completion of the next year’s budget process and approval in March, the second budget amendment is compiled and submitted for City Council approval. Budget Reporting In accordance with Code of Iowa, the City Council annually adopts a budget following required public notice and hearing which includes all funds, except internal service funds and agency funds. Formal and legal budgetary control is based upon nine major classes of expenditures known as functions, not by fund or fund type. These nine functions are: Public Safety, Public Works, Health and Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, Capital Projects and Business Type/Enterprises. The legal level control is at the aggregated function level, not at the fund or fund type level. Financial statements which compare the fiscal year’s actual revenues and expenditures to budgeted authority are published by the 31st of December immediately following the end of the fiscal year (June 30). These statements are also presented for the City, as a whole, in the notes to that year’s Financial Report. Legal compliance is met if actual expenditures do not exceed the budgeted expenditures for each of the nine functions. 84 Financial Plan Preparation Schedule August 1, 2017 City Council work session discussion regarding fiscal year 2019 budget goals. August 2 – August 31, 2017 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. September 1, 2017 Capital Improvement Program forms and instructions are distributed to departments. September 22, 2017 Capital Improvement Program forms are due to the Finance Department. September 28, 2017 At the department staff meeting, directors will review fiscal policies and priorities, present special budget issues, distribute budget manuals, and instruct staff on budget preparation process and schedule. September 29 – October 20, 2017 Munis system is available for departments to enter fiscal year 2019 line item budgets, add fiscal year 2019 budget requests for each activity, and amend fiscal year 2018 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 6, 2017 Finance Department produces preliminary Five-Year Capital Improvement Program with project rankings. October 11, 2017 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 20, 2017 Department directors deliver budget summary to City Manager’s office and Finance Department. Munis financial system is closed for departmental updates. Finance Department produces amended Five-Year Capital Improvement Program with updated project rankings. October 26, 2017 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 30 – November 17, 2017 City Manager and Finance Director meet with each department to discuss their divisions’ fiscal year 2019 budget requests and submittals, fiscal year 2018 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. 85 November 18 – December 1, 2017 City Manager’s office reviews budget requests to determine budget issues and discussion items; a comprehensive summary of significant budget issues is prepared. The Finance Department combines budget requests and long range financial plans, and prepares financial summaries. December 8, 2017 City Manager and Finance Department finalize departmental fiscal year 2019 budget requests, fiscal year 2018 revised budgets, Five-Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 22, 2017 Preliminary City budget document including the Three-Year Financial Plan, the Five- Year Capital Improvement Program, and division goals and performance measures is distributed to City Council. January 6 – February 6, 2018 City Manager and City Council discuss budget process overview, budget environment, proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 20, 2018 City Council approves notices of public hearing on the proposed fiscal year 2019 budget and the fiscal year 2018 revised budget. February 23, 2018 Publication of notice of public hearing on the proposed fiscal year 2019 budget and revised fiscal year 2018 budget. City budget made available for public inspection at city hall and library. March 6, 2018 Following public hearings, the fiscal year 2019 budget, the Three-Year Financial Plan, the Five-Year Capital Improvement Program, and the fiscal year 2018 revised budget are adopted by City Council. March 15, 2018 Adopted fiscal year 2019 budget and fiscal year 2018 revised budget are certified with Johnson County Auditor. March 20, 2018 City Council sets the hearings for service fee and rate changes for fiscal year 2019, if necessary. July 1, 2018 New fiscal year begins. 86 FINANCIAL AND FISCAL POLICIES The City of Iowa City's financial policies set forth the basic framework for the overall fiscal management of the City. These policies assist the decision-making process of the City Council. These policies provide guidelines for evaluating both current activities and proposals for future programs. Most of the policies represent long-standing principles, traditions and practices, and follow generally accepted accounting principles which have guided the City in the past and have helped maintain financial stability. OPERATING BUDGET POLICIES ▪ The City will prepare an annual balanced budget for all operating funds. A balanced budget is one that has revenues sufficient to equal expenditures. ▪ The City will maintain a budgetary control system to ensure adherence to the budget and will prepare quarterly reports comparing actual revenues and expenditures to budget. ▪ Operating budgets are established on a fund/department/division/activity basis. ▪ A contingency account will be maintained in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted annually at approximately one percent of expenditures and transfers out. • Budget amendments may be submitted twice per year and require approval of the Department Director, the Finance Director, and the City Manager. The City Council formally reviews and approves all budget amendments processed by staff twice per year – once in the late summer/early fall and once in the spring. 1) Increases or amendments to operating budgets are made only in the following situations: • emergency situations • transfer from contingency • expenditures with offsetting revenues or fund balance • carry-over of prior year budget authority for expenses that had not been incurred as of the end of the fiscal year. 2) Emergency Reserve funds will be transferred to operations for the following purposes: • to provide natural or other disaster response or mitigation funding/interim loans • to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance • to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes • to avoid any defaults from the payment of long term or bonded debts • for any other financial emergencies declared by the City Council 87 3) Departments may request to carry-over appropriations into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager, and are amended into the following year’s budget. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: • The appropriation must be for an item or service specifically listed in the requesting department’s budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. • The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity’s budget, or 2) $5,000. • All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. • Capital improvement projects that span across fiscal years must be re-appropriated each year in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations at year- end. These unspent project appropriations are included as part of the budget amendment for the following fiscal year. OPERATING BUDGET PREPARATION CRITERIA General Guidelines: • Maintain the fiscal integrity of the City’s operating and capital improvement budgets in order to provide services and to construct and maintain the City’s infrastructure. • Maintain the City’s responsible fiscal position and Aaa bond rating. • Present budget data to the City Council in a format that will facilitate annual budget decisions based on a three-year planning perspective. Provide the City Council with a summary of the three-year forecasts. • Encourage community involvement in the annual budget decision-making process through public hearings, informal meetings, budget briefs and related informational efforts. Service Level Guidelines: • Deliver service levels which are consistent with the community’s willingness to pay and the City's available resources. • Base decisions to reduce service levels or eliminate activities on City Council’s strategic plan priorities. • Recognize that City employees are one of the City government's most valuable resources and are essential to the delivery of high quality, efficient services. Revenue Guidelines: • Property tax levy rates will not exceed the limits as established by the State of Iowa. 88 • Revise user fee rate structures to recover the cost of the service provided to the benefiting customers while maintaining sensitivity to low income residents. Expenditure Guidelines: • Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk management/employee safety, and employee training. REVENUE POLICIES ▪ The City will try to maintain a diversified and stable revenue system to minimize short-run fluctuations in any one revenue source. ▪ The City will attempt to maximize benefits from major revenue sources as a way of maintaining a competitive property tax rate. ▪ The City will follow an aggressive policy of collecting revenues. ▪ The City will establish all user charges and fees at a level related to the full cost (operating, direct, and indirect) of providing the service, whenever practical. ▪ The City will review licenses, fees, and charges annually to determine if the revenues support the cost of providing the service. ▪ The financial goal of the Recreation division is for program fees to provide 40% of the division’s funding. ▪ Parking, Refuse, Wastewater Treatment, Storm Water, Landfill, and Water funds will be self-supporting through user fees. Self-supporting shall be defined as maintaining a positive net income after depreciation but before capital contributions, transfers, and extraordinary items using a GAAP basis of accounting. ▪ Rate adjustments will be submitted to the City Council by ordinance if state or locally legislated, or by resolution (if not state or locally legislated). ECONOMIC DEVELOPMENT POLICIES ▪ Alignment with the City’s Strategic Plan will provide the first indicator about whether a project may be eligible for TIF. ▪ The City will continue to seek projects that diversify existing uses in the given urban renewal area. Such projects may include Class A office, hotel, entertainment, and residential uses, provided market studies and financial analysis support such investment. ▪ New office and mixed-use building projects receiving TIF in any urban renewal area shall be certified Silver or better under the LEED for New Construction Rating System current at the time of design development. New Residential projects shall be certified Silver under the National Green Building Standard or the LEED Green Building Rating System appropriate to the building type. For LEED projects, at least 8 points shall be awarded for the LEED-NC 89 Optimize Energy Performance credit. ▪ Applications for TIF support for downtown projects must indicate how the proposed project will help fulfill the overall vision of the downtown portion of the Downtown and Riverfront Crossings Plan, while encouraging appropriate infill redevelopment with a mix of building uses. Building heights must conform to the Desired Heights map in the Plan or provide exceptional public benefits to be considered otherwise. The provisions of this section will apply until a Downtown Form-Based Code or urban design plan is adopted. ▪ Properties in the downtown area are designated one of four ways in relation to historic preservation and affect whether a project may be eligible for TIF. More detail is available on this policy. ▪ TIF projects in any urban renewal area with a residential component as part of the project must provide a minimum of 15% of the units as affordable to tenants at or below 60% AMI (area median income). If those housing units are for sale, units will be targeted to households at or below 110% AMI. ▪ The City will not contract with or provide any economic development incentives to any person or entity who has participated in wage theft by violation of the Iowa Wage Payment Collection law, the Iowa Minimum Wage Act, the Federal Fair Labor Standards Act (FLSA) or any comparable state statute or local ordinance, which governs the payment of wag es. ▪ When a TIF project is based on the creation or retention of jobs, certain wage thresholds must be met to help ensure the City’s financial participation only serves to increase the average area wage. As a policy to incentivize the addition of high paying jobs to the local economy, a jobs-based TIF incentive would be structured using the thresholds of the State of Iowa High Quality Jobs Program. ▪ Recognizing that some non-profit activity and/or investment in public infrastructure may influence additional private economic development activity, TIF may be an appropriate tool to further investment in Iowa City’s cultural and/or natural assets, such as Arts and cultural activities or facilities, historic preservation, public improvements that serve as a catalyst for the economic development of the urban renewal area. ▪ Designed to provide a consistent and transparent process for the review and analysis of all applications for TIF assistance, applications must be complete, must demonstrate sufficient need for the City’s financial assistance, such that without it, the project would not occur, it should be understood that the preferred form of TIF is rebate, developer equity must be equal to or greater than City funding, and it must be project based in that the project must generate TIF increment sufficient to be self -supporting. CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES ▪ The City will develop a five-year Capital Improvement Program (CIP), which will be reviewed and updated annually, comply with City Council goals and be compatible with the Comprehensive Plan whenever possible. ▪ The complete five-year CIP funding plan must be balanced each year by matching projected expenditures with proposed revenue sources by fund. 90 ▪ Funding for projects should be obtained through borrowing from: • bond market, general obligation or revenue bonds • enterprise fund operations and reserves • internal loans ▪ The City may utilize General Fund cash balances to fund capital projects whenever available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. ▪ The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: • federal and state grant funds • special assessments • developer contributions ▪ The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. RESERVE POLICIES ▪ The City will establish a contingency line-item in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, and will be budgeted at approximately one percent of expenditures. ▪ Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves will not go below 25% of total revenues and transfers in, with a ceiling of 35%. Fund balances in excess of 35% will be transferred to the City’s Emergency fund, used to retire outstanding debt, and/or be used to provide property tax relief. ▪ The City will maintain an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial/industrial property tax replacement plus the City’s pension and OPEB liabilities. ▪ Debt reserves will be maintained in accordance with applicable bond covenants in the Water, Wastewater, Parking, and business-type funds with outstanding revenue bonds. ▪ Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 35% of revenues and transfers in. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital improvement needs. ▪ Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement, 91 Information Technology Services, Central Services, Cable Television Equipment, and Library Computer Equipment. ▪ Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve, Health and Dental Insurance Reserves. Excess reserve balances may be transferred to the Emergency fund if the City’s OPEB liabilities are not fully funded. ▪ All City trucks, cars and necessary accessories will be maintained on a replacement cost basis each year. A separate reserve fund has been set up to fund these replacements. Additions to the fleet are made through allocations in the annual budget . Only Fire Department fire trucks and equipment and Transit buses will be eligible to be purchased through the issuance of debt. ▪ All general obligation debt will be paid from the Debt Service Fund. General Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be abated from revenues from the respective Enterprise Fund(s). DEBT POLICIES ▪ Debt shall only be used to finance capital improvement projects, firefighting equipment, affordable housing developments, or economic development projects. Funding non- emergency capital improvement projects shall not be authorized by the City Council unless the project has been included in the Five-Year Capital Improvement Plan (CIP). ▪ The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when possible. ▪ The City shall manage its debt program so that the amount of net direct debt outstanding at any time does not exceed 1.50% of the City's total assessed value. The City shall strive to meet the Moody’s Aaa benchmark of net direct debt outstanding of .75% of the City's total assessed value. The City’s total outstanding long-term debt will adhere to State law which sets the limit at 5% of the city’s total assessed value. The use of annually appropriated debt obligations for the purpose of circumventing the debt limits of this policy is prohibited. ▪ The City’s debt service property tax levy shall not exceed 30% of the total property tax levy. ▪ The City may finance capital needs through the issuance of revenue-secured debt obligations. For new issues, the amount of revenue-secured debt obligations issued should have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service at issuance. ▪ Debt will be structured for the shortest period consistent with a fair allocation of costs to current and future beneficiaries or users. General obligation bonds will be limited to State law as to the length of debt. ▪ To the extent possible, repayment of debt should be structured so as to rapidly pay down principal and should use a level principal or other rapidly amortizing structure whenever possible. Long-term bonded debt should, as a general rule, be structured with level debt service payments. 92 ▪ The City may use lease-purchase obligations in lieu of bonded debt. Use of these instruments will be limited to specific projects or purposes and will not be utilized as a general practice for the financing of capital improvement projects. ▪ The City may enter into agreements with commercial banks or other financial entities for purposes of acquiring lines of credit that shall provide access to credit under terms and conditions as specified in such agreements. ▪ The City may choose to issue Bond Anticipation Notes (BANs) or similar structures as a source of interim financing. Tax and Revenue Anticipation Notes will be used only on an emergency basis and will not be used as a general practice to finance ongoing operations. ▪ General Obligation new money bonds shall be issued by competitive sale. Debt, except for General Obligation new money bonds, may be sold through a negotiated sale or a private placement or limited public offering where it is determined to be the best method to achieve a lower interest cost and/or effectively market the debt. ▪ The City may issue refunding bonds when legally permissible and prudent. The net present value savings for an advanced refunding should equal or exceed seven percent. The net present value savings for a current refunding should equal or exceed five percent. The City may choose to refund outstanding indebtedness when existing bond covenants or other financial structures impinge on prudent and sound financial management regardless of projected net present value savings. ▪ The City’s preferred rating agency will be Moody’s Investors Service. The City will strive to maintain a Moody’s bond rating of ‘Aaa’ for its General Obligation Unlimited Tax (GOULT) bonded indebtedness. The City will strive to maintain a Moody’s rating of ‘A3’ or higher for its revenue bonded indebtedness. ▪ The City, as a practice, will not use derivative products in financing transactions. ▪ The Finance Director shall provide the City Manager and City Council an annual long-term debt disclosure report within 210 days after the fiscal year-end regarding the City’s outstanding debt and debt program. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES ▪ Quarterly financial reports will be prepared and submitted to the City Council. ▪ A three-year financial plan for all operating funds will be prepared by the City Manager and presented to the City Council for their review. This will include the current revised year and two projected years. ▪ A Five-Year Capital Improvement Program budget will be prepared, reviewed, and revised annually. ▪ An independent audit will be performed annually for all City funds. ▪ The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting principles as outlined by the Governmental Accounting Standards Board. 93 Long Range Financial Planning Long range financial planning by the City’s management is conducted in various areas. Currently, for normal operating projections, the financial plan is limited to three years – the current year, the next year adopted budget, and one year following the adopted budget. In addition to the three-year financial plan, there are several areas of the City operations for which longer range financial plans and projections are prepared. For these long range financial plans, the applicable years of the plan are incorporated into the annual budget process and the three-year financial plan. Those areas of the City’s financial operations are described below. Impact of State property tax reform On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that will have a significant impact on the City’s ability to finance services in the future. The property tax reform bill has multiple components including changes to the taxability of residential, multi- residential, commercial, and industrial property. A ‘backfill’ or replacement of local property taxes with State funding was established to provide financial assistance to local governing jurisdictions affected by the property tax legislation. Below is a summary of the estimated financial impact of the provisions of SF295 to the City over its first ten years. The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City’s pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to Multi-Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property Properties (1)Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction FY15 -$ 306,121$ -$ 306,121$ 1,015,119$ -$ 1,015,119$ 1,321,240$ FY16 - 627,423 - 627,423 1,017,657 1,017,657 2,035,314 2,662,737 FY17 851,745 982,915 - 1,834,660 730,102 730,102 1,460,203 3,294,863 FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186 FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055 FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024 FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242 FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218 FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105 FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954 Total 15,504,902$ 20,772,185$ 685,477$ 36,962,564$ 7,873,589$ 6,858,470$ 14,732,059$ 51,694,623$ (1) 3% annual value growth (2) At FY14 tax rate Not Subject to State Backfill Subject to State Backfill 94 mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) for any other financial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2019 is $4,948,779, which can be found as part of the General Fund section. The backfill revenue received from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial property was $1,048,359 in fiscal year 2015, $2,080,228 in fiscal year 2016, $1,582,567 in fiscal year 2017and is estimated remain at $1,582,567 in fiscal years 2018 and 2019. Bus & Equipment replacement reserves The City maintains long-term replacement reserves including cable television equipment, library equipment, vehicles and heavy equipment, information technology equipment replacement, and public transportation buses. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment. The transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for buses is funded at 20% of accumulated depreciation due to the availability of state and federal grants to make these purchases. Buses are depreciated using the straight-line method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for the equipment replacement funds for fiscal year 2019 are as follows: Reserve Fund Balance Library equipment equipment General 302,104$ Public transportation buses Transit 632,715$ Vehicles and heavy equipment Equipment 13,544,843$ Cable television equipment General 112,665$ Info technology equipment ITS 464,530$ Risk Management and Health & Dental Insurance Reserves (OPEB) The City contracts for actuarial services for the purpose of calculating and maintaining reserves that are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future expenditures are determined for risk management (liability, workers compensation, and property insurance) payments, health and dental insurance payments, and retiree health and dental insurance benefits. Actuarial calculations are updated annually and help determine internal charge rates and premium rates for risk management and health insurance charges. The estimated Risk Management fund reserve for fiscal year 2019 is $4,088,560. The estimated Health Insurance reserve for fiscal year 2019 is $11,545,304 of which $5,086,527 is being reserved for Other Post- Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial assumption of a 3.5% discount rate, an inflation rate of 3% per annum, and an annual medical trend rate of 9.0% decreasing 0.5% each year to a 5% ultimate medical trend rate. The estimated Dental Insurance reserve for fiscal year 2019 is $159,524. The Risk Management Fund is presented on page 613 and the Health Insurance Fund is presented on page 632. Long-term general obligation bonded debt A long-term general obligation bonded debt projection is prepared that incorporates the five-year requirements as determined by the Capital Improvement Program. This projection is used to assist the City in complying with its Debt Policy as well as determining the amount of funding available from long-term debt that may be used for future improvements. As part of the City’s long range financial 95 plan, the City is seeking to reduce the amount of improvements funded through long-term debt and increase the amount of improvements funded through operating revenues. Debt service payment estimates are projected using a 10-year debt schedule at a 3% interest rate. Below is the City’s long-term general obligation bonded debt projection for the next ten years: Parking Fund Financial Projection The Parking Fund completed a long-term financial projection for the purpose of entering into a lease- purchase agreement to acquire a 600+ space parking garage in the near-downtown area. The purpose of this projection was to ensure cash flows and proper net revenue coverage for the annual lease-purchase payments. The financial projection is as follows: FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 - FY2028 2011C G.O. Refunding 10,930,000 2021 3,850,000 3,983,315 2012A G.O. Multi-Purpose 9,070,000 2022 3,865,000 1,009,813 1,016,213 1,017,113 1,027,613 2012D TIF Revenue Bonds 2,655,000 2032 2,260,000 205,185 207,485 204,545 206,325 207,845 1,023,125 2013A G.O. Multi-Purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723 887,363 887,400 2014 G.O. Multi-purpose/Refunding 11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075 1,042,575 1,050,750 1,055,750 2015 G.O. Multi-Purpose 7,785,000 2025 5,655,000 855,013 865,213 868,000 872,300 881,200 1,782,200 2016A G.O. Multi-Purpose 8,795,000 2026 7,680,000 1,067,350 1,064,450 1,057,150 1,058,550 1,054,550 3,152,200 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 384,150 1,349,150 1,315,200 5,755,150 2017A G.O. Multi-Purpose 9,765,000 2027 8,865,000 1,095,563 1,092,463 1,094,063 1,090,263 1,096,163 4,418,750 2018A G.O. Multi-Purpose 11,988,570 2028 11,988,570 3,168,663 2,051,663 1,051,663 1,051,663 1,051,663 5,258,313 Subtotal 66,938,570 13,707,850 8,613,073 7,608,480 8,585,800 7,544,770 22,445,488 2019 GO - Proposed 9,713,460 2029 - 1,136,475 1,136,475 1,136,475 1,136,475 5,682,374 2020 GO - Proposed 9,569,987 2030 - 1,119,688 1,119,688 1,119,688 5,598,442 2021 GO - Proposed 9,301,013 2031 - 1,088,218 1,088,218 5,441,092 2022 GO - Proposed 9,781,800 2032 - 1,144,471 5,722,353 2023 GO - Proposed 9,180,000 2033 - 5,370,300 2024 GO - Proposed 9,180,000 2034 - 4,296,240 2025 GO - Proposed 9,180,000 2035 - 3,222,180 2026 GO - Proposed 9,180,000 2036 - 2,148,120 2027 GO - Proposed 9,180,000 2037 - 1,074,060 Total General Obligation/TIF Revenue Debt 66,938,570 13,707,850 9,749,548 9,864,643 11,930,182 12,033,623 61,000,650 G.O. Debt Service Abatement (estimated): Aniston Village (20,052) (20,052) (20,052) (20,052) (20,052) (100,260) G.I.C.H.F. Loan Repayments Berry Court LP (25,940) (25,940) (25,940) (25,940) (25,940) (116,730) Peninsula (46,008) (46,008) (46,008) (46,008) (46,008) (92,016) (205,185) (207,485) (204,545) (206,325) (207,845) (1,023,125) William St. - TIF Revenue (65,179) (65,548) (65,780) (66,276) (66,279) Lower Muscatine - TIF Revenue (67,850) (68,218) (68,474) Lower Muscatine - TIF Revenue (90,869) (90,691) (90,494) Central Business District - TIF Revenue (42,246) (42,485) (42,635) (42,957) (42,959) Central Business District - TIF Revenue (114,391) (113,071) (112,776) (111,864) (112,741) (113,278) Towncrest - TIF Revenue (40,571) (40,571) (40,571) (40,571) (40,571) (40,571) 2015 City-University - TIF Revenue (60,406) (61,126) (61,323) (61,627) (62,256) (125,910) 2016 Chauncey - TIF Revenue (384,150) (384,150) (384,150) (1,349,150) (1,315,200) (5,755,150) 2017 Riverside - TIF Revenue (161,602) (160,884) (160,429) (160,664) (160,106) (809,871) Total G.O. Debt Service Abatement: (1,324,448) (1,326,229) (1,323,178) (2,131,434) (2,099,956) (8,176,911) 12,383,402$ 8,423,318$ 8,541,466$ 9,798,748$ 9,933,666$ 52,823,740$ Debt Service Payments Debt Service Levy Requirement: Issue / Use of Funds Amount of Issue Fiscal Year Debt Paid in Full Park @ 201 - TIF Revenue Principal Outstanding June 30, 2018 96 The parking garage acquisition was completed in April 2017, and a slight parking permit rate adjustment was implemented in fiscal year 2018. The lease-purchase payments began in fiscal year 2017. The Parking Fund Summary is presented starting on page 381. 97 Water Rate Study In May 2008, HDR Engineering completed a comprehensive water rate study for the City. In that study, they identified the City’s challenge to maintain capital funding rates equal to or greater than depreciation to ensure the replacement of existing infrastructure. They also recommended that the City implement rate increases of 5% in fiscal year 2010 and 3% in fiscal year 2011 to fiscal year 2017. Since that study, the City implemented rate increases of 5% in both fiscal years 2015 and 2016. Another 5% rate increase is planned for fiscal year 2019. Implementation of the water rate study was delayed due to the economic downturn in 2009 and the drought conditions from 2012 through 2014. The table below was taken from that rate study. The Water Fund is presented starting on page 426. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro-rated share of this funding placed into the proper closure and post-closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2019 in the closure and post-closure funds are $2,707,328 and $10,783,761, respectfully. At June 30, 2017, it is estimated that the landfill had deposited 4,076,968 tons versus its permitted capacity of 5,250,000 or 77.6%. Actual Actual FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Revenues: Charges for Service 8,081$ 8,242$ 8,407$ 8,576$ 8,747$ 8,922$ 9,100$ 9,282$ 9,468$ 9,657$ 9,850$ Other Charges 407 361 368 376 383 391 399 406 415 423 431 NonOper Revenues 990 702 638 540 455 381 317 332 363 423 512 Total Revenues 9,478$ 9,305$ 9,413$ 9,492$ 9,585$ 9,694$ 9,816$ 10,020$ 10,246$ 10,503$ 10,793$ Expenses: Water O&M 4,439$ 5,004$ 5,213$ 5,433$ 5,663$ 5,905$ 6,159$ 6,426$ 6,707$ 7,003$ 7,315$ Transfers 2 14 15 16 16 17 17 18 19 20 20 Debt Service 3,359 2,982 2,958 2,957 2,952 2,954 2,952 2,926 2,920 2,536 2,531 CIP from Rates 1,644 1,330 1,550 1,675 1,800 1,925 2,050 2,175 2,300 2,425 2,550 Chg. In Capital 34 (25) (323) (160) (132) (90) (21) 162 356 969 1,247 Total Rev. Requirement 9,478$ 9,305$ 9,413$ 9,921$ 10,299$ 10,711$ 11,157$ 11,707$ 12,302$ 12,953$ 13,663$ Bal./(Def.) of Funds 0$ 0$ 0$ (429)$ (714)$ (1,017)$ (1,341)$ (1,687)$ (2,056)$ (2,450)$ (2,870)$ Bal./(Def.) as % of Rates 0.0% 0.0% 0.0% 5.0% 8.2% 11.4% 14.7% 18.2% 21.7% 25.4% 29.1% (Cumulative) Prop. Rate Adjustments 0.0% 0.0% 0.0% 5.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Add'l Revenue From Rate Adj. 0$ 0$ 0$ 428$ 712$ 1,016$ 1,341$ 1,687$ 2,056$ 2,450$ 2,870$ Bal./(Def.) of Funds After Rate Adj.0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ Table ES-2 Summary of the Water Revenue Requirement Analsysis (000's) 98 The City also maintains a reserve to set funds aside for the construction of new landfill cells as current ones are closed. A cost-per-ton for landfill cell replacement has been calculated based on the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a cost-per-ton transfer is made from the landfill operations to the replacement reserve. These funds are intended to eliminate future borrowing or significant rate adjustments in order to open new cells. The budgeted balance for the landfill cell replacement reserve for fiscal year 2019 is $10,519,184. Discussion of the Landfill Fund can be found starting on page 456. Capital Project Plan The five-year capital improvement program (CIP) is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City’s financial and operational demands. The City’s five- year capital improvement plan is integrated into the City’s financial plan and annual budget. This plan also coordinates with the City’s long range debt planning to ensure that sufficient debt funding is available at the time improvements are needed or expected. The projected debt issues in the program have been integrated into the Debt Service Fund’s budget. Below is the five-year capital improvement plan expenditure summary by division. Total expenditures for the Capital Improvement Program for years 2018 – 2022 are $159,796,096. Total funding sources for the Capital Improvement Program for year 2018 – 2022 are $150,363,214. The five-year Capital Improvement Program is presented as part of the Capital Projects Fund section of the budget starting on page 497. 2018 2019 2020 2021 2022 Total Airport 120,000$ 510,000$ 1,270,000$ 496,000$ 286,000$ 2,682,000$ Cemetery 51,750 50,000 101,750 City Manager 6,800,000 6,800,000 Development Services 300,000 150,000 150,000 150,000 150,000 900,000 Equipment 430,000 123,200 553,200 Fire 955,000 1,300,000 2,255,000 Information Technology 275,000 275,000 Landfill 2,105,000 400,000 800,000 3,305,000 Library 200,000 25,800 400,000 625,800 Parking Operations 595,000 375,000 300,000 300,000 300,000 1,870,000 Parks Administration 50,000 50,000 50,000 50,000 50,000 250,000 Parks Maintenance 5,577,000 6,871,000 1,350,000 4,750,000 2,225,000 20,773,000 Police 135,084 250,000 385,084 Public Works Administration 6,070,000 6,070,000 Recreation 110,000 495,000 565,000 825,000 705,000 2,700,000 Senior Center 350,000 350,000 Storm Water 240,000 315,000 915,000 380,000 1,280,000 3,130,000 Street Operations 19,535,457 8,540,970 16,628,970 7,770,470 10,172,970 62,648,837 Transit Operations 160,000 18,000,000 18,160,000 Wastewater Treatment 4,988,000 1,455,500 3,040,000 750,000 8,620,500 18,854,000 Water Operations 1,021,000 1,757,100 2,149,325 1,090,000 1,090,000 7,107,425 TOTAL 41,528,291$ 28,553,570$ 27,373,295$ 19,061,470$ 43,279,470$ 159,796,096$ 99 Employee General Benefits Debt Service Parking Wastewater Water Fund (10**)Fund (2400)Fund (50**)Fund (710*)Fund (720*)Fund (730*) Estimated Fund Balance 7/1/2018 31,948,999$ 2,390,200$ 7,970,521$ 11,812,990$ 20,102,711$ 11,443,014$ Revenues Property Taxes 34,764,019$ 12,095,360$ 11,952,568$ -$ -$ -$ Other City Taxes 2,630,582 152,136 149,963 - - - Licenses, Permits, & Fees 2,543,150 - - - 10,230 - Use of Money and Property 774,516 - 121,101 35,400 209,468 77,660 Intergovernmental 3,736,816 649,804 335,308 - - - Charges for Fees and Services 1,340,308 - - 5,711,630 12,277,530 9,737,892 Miscellaneous 5,982,233 11,580 - 256,936 139,360 40,970 Other Financial Sources 1,377,298 - 52,342 - - - Sub-Total Revenues 53,148,922 12,908,880 12,611,282 6,003,966 12,636,588 9,856,522 Transfers In 11,772,657 - 1,822,399 1,100,821 5,531,493 1,824,915 Total Revenues & Transfers In 64,921,579$ 12,908,880$ 14,433,681$ 7,104,787$ 18,168,081$ 11,681,437$ Expenditures by Department City Council 120,391$ -$ -$ -$ -$ -$ City Clerk 533,577 - - - - - City Attorney 780,796 - - - - - City Manager 4,248,267 - - - - - Finance 4,345,045 1,283,417 13,722,450 - - - Police 14,419,896 - - - - - Fire 8,262,751 - - - - - Parks & Recreation 8,826,118 - - - - - Library 6,671,933 - - - - - Senior Center 974,355 - - - - - Neighborhood & Dvlpmt Services 5,824,548 - - - - - Public Works 2,554,183 - - - 13,284,732 8,388,774 Transportation Services 597,562 - - 6,612,092 - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub-Total Expenditures 58,159,421 1,283,417 13,722,450 6,612,092 13,284,732 8,388,774 Transfers Out 9,030,866 10,944,242 - 1,703,288 5,511,993 3,252,015 Total Expenditures & Transfers Out 67,190,287$ 12,227,659$ 13,722,450$ 8,315,380$ 18,796,725$ 11,640,789$ Estimated Fund Balance 6/30/2019 29,680,291$ 3,071,421$ 8,681,752$ 10,602,397$ 19,474,067$ 11,483,662$ Restricted, Committed, Assigned 6,579,861 - 2,260,969 3,500,000 6,246,443 3,695,847 Unassigned Fund Balance 6/30/2019 23,100,429$ 3,071,421$ 6,420,783$ 7,102,397$ 13,227,624$ 7,787,815$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City All Fund Summary Fiscal Year 2019 100 Refuse Housing Capital Non-Major Total Total Collection Landfill Storm Water Authority Projects Budgetary Budgetary Non-Budgetary All Fund (7400)Fund (750*)Fund (770*)Fund (79**)Fund Funds Funds Funds Funds 836,000$ 26,046,356$ 725,707$ 7,247,896$ 2,353,508$ 12,005,626$ 134,883,527$ 30,819,004$ 165,702,531$ -$ -$ -$ -$ -$ 361,878$ 59,173,825$ -$ 59,173,825$ - - - - - 2,621,772 5,554,453 - 5,554,453 80 - - - - - 2,553,460 - 2,553,460 5,710 288,156 7,060 412,970 - 643,711 2,575,752 162,220 2,737,972 - - - 8,422,703 6,456,708 12,546,750 32,148,089 476,991 32,625,080 3,484,420 6,593,230 1,522,290 - - 2,052,337 42,719,637 572,216 43,291,853 - 48,410 - 71,050 - 95,530 6,646,069 18,537,920 25,183,989 - - - 14,750 10,623,000 224,229 12,291,619 95,000 12,386,619 3,490,210 6,929,796 1,529,350 8,921,473 17,079,708 18,546,207 163,662,904 19,844,347 183,507,251 - 1,202,215 - - 12,317,311 5,464,645 41,036,456 - 41,036,456 3,490,210$ 8,132,011$ 1,529,350$ 8,921,473$ 29,397,019$ 24,010,852$ 204,699,360$ 19,844,347$ 224,543,707$ -$ -$ -$ -$ -$ -$ 120,391$ -$ 120,391$ - - - - - - 533,577 - 533,577 - - - - - - 780,796 - 780,796 - - - - - - 4,248,267 - 4,248,267 - - - - - 905,317 20,256,229 12,586,015 32,842,244 - - - - - - 14,419,896 - 14,419,896 - - - - - - 8,262,751 - 8,262,751 - - - - - - 8,826,118 - 8,826,118 - - - - - - 6,671,933 - 6,671,933 - - - - - - 974,355 - 974,355 - - - 10,952,156 - 2,661,105 19,437,809 - 19,437,809 - - 537,865 - - 6,165,809 30,931,364 4,468,094 35,399,458 3,433,507 5,035,196 - - - 7,449,879 23,128,236 - 23,128,236 - - - - - 357,309 357,309 - 357,309 - - - - 23,580,970 - 23,580,970 - 23,580,970 - - - - 5,040,308 - 5,040,308 - 5,040,308 3,433,507 5,035,196 537,865 10,952,156 28,621,278 17,539,419 167,570,307 17,054,109 184,624,417 - 1,469,748 990,000 47,949 1,475,000 6,213,155 40,638,256 398,200 41,036,456 3,433,507$ 6,504,944$ 1,527,865$ 11,000,105$ 30,096,278$ 23,752,574$ 208,208,563$ 17,452,309$ 225,660,873$ 892,702$ 27,673,423$ 727,191$ 5,169,264$ 1,654,249$ 12,263,904$ 131,374,323$ 33,211,042$ 164,585,365$ - 25,593,144 - 1,022,059 - 1,618,490 50,516,814 19,095,900 69,612,714 892,702$ 2,080,278$ 727,191$ 4,147,206$ 1,654,249$ 10,645,414$ 80,857,510$ 14,115,142$ 94,972,651$ City of Iowa City All Fund Summary Fiscal Year 2019 101 Other Energy Eff.Metro Road Shared & Cons.Planning Org. CDBG HOME Grant Use Tax Revenue Block Grant of Jo. Co. Fund (2100)Fund (2110)Fund (2200)Fund (2300)Fund (2310)Fund (2350) Estimated Fund Balance 7/1/2018 33,776$ 134,005$ 3,326,733$ 55,480$ -$ 202,732$ Revenues Property Taxes -$ -$ -$ -$ -$ -$ Other City Taxes - - - - - - Licenses, Permits, & Fees - - - - - - Use of Money and Property 2,551 15,320 - - - 1,160 Intergovernmental 771,507 425,846 8,672,280 - - 364,588 Charges for Fees and Services - - 40,000 - - - Miscellaneous 1,220 - 32,530 - - - Other Financial Sources 131,229 93,000 - - - - Sub-Total Revenues 906,507 534,166 8,744,810 - - 365,748 Transfers In - - 451,546 - - 333,966 Total Revenues & Transfers In 906,507$ 534,166$ 9,196,356$ -$ -$ 699,714$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - - Finance - - - - - - Police - - - - - - Fire - - - - - - Parks & Recreation - - - - - - Library - - - - - - Senior Center - - - - - - Neighborhood & Dvlpmt Services 596,507 546,166 - - - 708,554 Public Works - - 6,165,809 - - - Transportation Services - - - - - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub-Total Expenditures 596,507 546,166 6,165,809 - - 708,554 Transfers Out - - 2,875,341 - - - Total Expenditures & Transfers Out 596,507$ 546,166$ 9,041,150$ -$ -$ 708,554$ Estimated Fund Balance 6/30/2019 343,776$ 122,005$ 3,481,939$ 55,480$ -$ 193,892$ Restricted, Committed, Assigned - - - - - - Unassigned Fund Balance 6/30/2019 343,776$ 122,005$ 3,481,939$ 55,480$ -$ 193,892$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City Non-Major Budgetary Fund Summary Fiscal Year 2019 102 Tax Total Affordable Peninsula Increment SSMID -Cable Non-Major Housing Apartments Financing Downtown Transit Airport Television Budgetary Fund (2500)Fund (2510)Fund (26**)Fund (2820)Fund (715*)Fund (7600)Fund (780*)Funds 468,102$ 163,979$ 1,575,011$ -$ 5,787,789$ 258,019$ -$ 12,005,626$ -$ -$ -$ 361,878$ -$ -$ -$ 361,878$ - - 2,621,772 - - - - 2,621,772 - - - - - - - - - 77,510 10,000 - 175,670 361,500 - 643,711 - - - 38,246 2,274,283 - - 12,546,750 - - - - 2,012,337 - - 2,052,337 - - - - 61,780 - - 95,530 - - - - - - - 224,229 - 77,510 2,631,772 400,124 4,524,070 361,500 - 18,546,207 750,000 - 115,000 - 3,714,133 100,000 - 5,464,645 750,000$ 77,510$ 2,746,772$ 400,124$ 8,238,203$ 461,500$ -$ 24,010,852$ -$ -$ -$ -$ -$ -$ -$ -$ - - - - - - - - - - - - - - - - - - - - - - - - - - 505,193 400,124 - - - 905,317 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 750,000 59,878 - - - - - 2,661,105 - - - - - - - 6,165,809 - - - - 7,449,879 - - 7,449,879 - - - - - 357,309 - 357,309 - - - - - - - - - - - - - - - - - 750,000 59,878 505,193 400,124 7,449,879 357,309 - 17,539,419 - - 2,930,814 - 311,000 96,000 - 6,213,155 750,000$ 59,878$ 3,436,007$ 400,124$ 7,760,879$ 453,309$ -$ 23,752,574$ 468,102$ 181,611$ 885,776$ -$ 6,265,113$ 266,210$ -$ 12,263,904$ - - 885,776 - 632,715 100,000 - 1,618,490 468,102$ 181,611$ -$ -$ 5,632,398$ 166,210$ -$ 10,645,414$ City of Iowa City Non-Major Budgetary Fund Summary Fiscal Year 2019 103 Risk Information Central Health Dental Total Equipment Management Technology Services Insurance Insurance Non-Budgetary Fund (810*)Reserve (8200)Fund (830*)Fund (8400)Reserve (8500)Reserve (8600)Funds Estimated Fund Balance 7/1/2018 12,337,718$ 3,932,398$ 2,592,552$ 585,437$ 11,226,261$ 144,636$ 30,819,004$ Revenues Property Taxes -$ -$ -$ -$ -$ -$ -$ Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - Use of Money and Property 68,970 21,900 15,240 3,820 51,440 850 162,220 Intergovernmental 476,991 - - - - - 476,991 Charges for Fees and Services 750 - 16,400 - 528,080 26,986 572,216 Miscellaneous 5,918,062 1,574,590 2,317,236 210,092 8,121,446 396,494 18,537,920 Other Financial Sources 95,000 - - - - - 95,000 Sub-Total Revenues 6,559,773 1,596,490 2,348,876 213,912 8,700,966 424,330 19,844,347 Transfers In - - - - - - - Total Revenues & Transfers In 6,559,773$ 1,596,490$ 2,348,876$ 213,912$ 8,700,966$ 424,330$ 19,844,347$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ -$ City Clerk - - - - - - - City Attorney - - - - - - - City Manager - - - - - - - Finance - 1,440,328 2,160,935 193,387 8,381,923 409,442 12,586,015 Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services - - - - - - - Public Works 4,468,094 - - - - - 4,468,094 Transportation Services - - - - - - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 4,468,094 1,440,328 2,160,935 193,387 8,381,923 409,442 17,054,109 Transfers Out 123,200 - 275,000 - - - 398,200 Total Expenditures & Transfers Out 4,591,294$ 1,440,328$ 2,435,935$ 193,387$ 8,381,923$ 409,442$ 17,452,309$ Estimated Fund Balance 6/30/2019 14,306,197$ 4,088,560$ 2,505,493$ 605,962$ 11,545,304$ 159,524$ 33,211,042$ Restricted, Committed, Assigned 13,544,843 - 464,530 - 5,086,527 - 19,095,900 Unassigned Fund Balance 6/30/2019 761,354$ 4,088,560$ 2,040,963$ 605,962$ 6,458,778$ 159,524$ 14,115,142$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City Non-Budgetary Fund Summary Fiscal Year 2019 104 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Budgetary Fund Revenues General Fund 10** General Fund 46,753,570$ 48,667,850$ 51,151,026$ 52,540,780$ 53,148,922$ 53,917,126$ Special Revenue Funds 2100 CDBG 685,596 989,380 1,020,981 879,069 906,507 905,287 2110 HOME Grant 533,378 614,958 305,087 1,134,122 534,166 534,166 2200 Road Use Tax Fund 7,414,926 8,411,456 8,803,148 8,393,630 8,744,810 8,744,810 2300 Other Shared Revenue 129,659 380,110 577,060 348,153 - - 2310 Energy Eff & Cons Block Grant 1,168 - - - - - 2350 Metro Planning Org of Johnson Co 321,768 298,671 295,966 306,820 365,748 379,207 2400 Employee Benefits 9,782,477 10,516,768 11,145,984 11,496,472 12,908,880 13,153,830 2500 Affordable Housing - 1,000,000 3,926 - - - 2510 Peninsula Apartments 73,697 72,243 77,516 74,155 77,510 79,044 26** Tax Increment Financing 640,244 1,030,833 2,230,731 2,454,719 2,631,772 3,395,046 2820 SSMID - Downtown 296,141 295,284 318,343 355,350 400,124 407,362 Debt Service Fund 5*** Debt Service 13,651,221 13,301,892 14,353,841 13,223,418 12,611,282 11,852,078 Permanent Funds 6001 Perpetual Care 432 384 - - - - Enterprise Funds 710* Parking 5,619,653 11,016,908 5,527,930 8,601,699 6,003,966 6,003,966 715* Transit 4,419,840 4,582,385 4,812,638 8,040,687 4,524,070 4,557,085 720* Wastewater 12,592,429 22,742,715 17,883,190 12,589,340 12,636,588 12,627,280 730* Water 8,753,178 13,346,893 14,934,666 9,268,096 9,856,522 9,823,522 7400 Refuse Collection 3,182,296 3,130,252 3,159,783 3,411,689 3,490,210 3,490,210 750* Landfill 6,037,167 6,268,826 7,089,948 6,234,063 6,929,796 6,927,026 7600 Airport 1,281,691 341,499 348,499 359,500 361,500 361,500 7700 Storm Water 1,374,913 1,173,615 1,688,423 1,483,550 1,529,350 1,529,350 780* Cable Television 754,999 - - - - - 79** Housing Authority 8,091,662 8,819,308 9,103,051 8,769,397 8,921,473 8,921,473 Capital Projects Fund Governmental Projects 17,267,580 16,503,591 34,610,131 16,548,987 14,023,000 19,271,860 Enterprise Projects 3,414,404 1,911,092 4,388,514 2,080,681 3,056,708 - Total Budgetary Revenues 153,074,089$ 175,416,915$ 193,830,381$ 168,594,377$ 163,662,904$ 166,881,228$ Non-Budgetary Fund Revenues Capital Projects Fund Internal Service Projects 100,760$ 25,195$ 174$ -$ -$ -$ Internal Service Funds 810* Equipment 6,343,244 5,912,284 6,099,982 6,139,844 6,559,773 6,686,969 8200 Risk Management 1,581,498 1,547,056 1,625,495 1,600,954 1,596,490 1,627,330 830* Information Technology 1,765,501 1,870,446 2,147,457 2,270,295 2,348,876 2,392,055 8400 Central Services 251,501 243,265 241,819 205,948 213,912 218,108 8500 Health Insurance 7,508,804 7,217,213 8,136,943 8,746,421 8,700,966 9,133,442 8600 Dental Insurance 362,316 364,364 384,243 396,674 424,330 436,225 Total Non-Budgetary Expenditures 17,913,624$ 17,179,822$ 18,636,114$ 19,360,136$ 19,844,347$ 20,494,128$ Total Revenues - All Funds 170,987,713$ 192,596,737$ 212,466,494$ 187,954,513$ 183,507,251$ 187,375,356$ Additional information regarding specific funds can be found within individual fund summaries. City of Iowa City All Funds Revenues by Fund 105 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Budgetary Fund Revenues Property Taxes 51,496,352$ 52,020,806$ 55,357,358$ 56,458,399$ 59,173,825$ 59,416,830$ Other City Taxes Gas/Electric Excise Tax 850,545 764,260 726,457 681,149 676,411 679,277 Mobile Home Tax 68,267 65,497 65,153 65,480 65,150 65,267 Hotel/Motel Tax 1,057,386 1,078,762 1,136,712 1,136,260 1,251,720 1,251,720 Utility Franchise Tax 901,690 874,235 939,387 895,000 939,400 939,400 TIF Revenues 640,244 1,027,218 2,226,302 2,454,719 2,621,772 3,385,046 Other City Taxes Total 3,518,132 3,809,972 5,094,011 5,232,608 5,554,453 6,320,710 Licenses, Permits, & Fees General Use Permits 103,958 82,496 104,296 82,510 100,920 100,920 Food & Liq Licenses 120,434 92,738 111,438 92,740 111,440 111,440 Professional License 18,704 18,700 12,015 18,710 12,020 12,020 Franchise Fees 750,167 733,644 685,659 692,140 512,750 512,750 Misc Permits & Licenses 38,115 35,657 39,951 36,320 38,680 38,680 Const Per & Ins Fees 1,537,002 2,102,624 2,578,024 1,639,240 1,777,650 1,777,650 Licenses, Permits, & Fees Total 2,568,380 3,065,859 3,531,383 2,561,660 2,553,460 2,553,460 Use Of Money And Property Interest Revenues 1,139,734 1,040,596 1,551,921 1,022,763 1,071,872 1,011,450 Rents 1,291,672 1,265,519 1,370,376 1,317,630 1,367,800 1,369,334 Royalties & Commissions 105,454 149,751 140,491 98,950 136,080 133,310 Use Of Money And Property Total 2,536,860 2,455,866 3,062,788 2,439,343 2,575,752 2,514,094 Intergovernmental Fed Intergovnt Revenue 13,160,509 12,693,466 12,147,485 15,710,202 11,664,896 17,304,556 Property Tax Credits 1,135,396 2,088,758 1,590,863 1,603,881 1,727,320 1,727,320 Road Use Tax 7,230,663 8,320,117 8,672,279 8,320,120 8,672,280 8,672,280 State 28E Agreements 1,753,673 2,464,561 1,813,044 1,687,575 1,724,430 1,915,430 Operating Grants 84,126 104,197 139,474 81,850 82,690 82,690 Disaster Assistance 61,259 118,068 217,718 34,815 - - Other State Grants 10,543,117 6,711,203 12,999,581 6,701,770 3,094,020 2,921,172 Local 28E Agreements 989,787 972,801 1,418,467 1,005,860 5,182,453 2,870,912 Intergovernmental Total 34,958,530 33,473,171 38,998,911 35,146,073 32,148,089 35,494,360 Charges For Fees & Services Building & Devlpmt 694,796 1,719,875 969,936 425,620 411,120 411,120 Police Services 226,621 112,112 143,562 37,237 56,530 56,530 Animal Care Services 9,945 10,399 11,545 10,400 11,540 11,540 Fire Services 11,404 9,244 10,370 8,660 10,370 10,370 Transit Fees 1,448,151 1,299,179 1,260,923 1,299,190 1,261,820 1,287,038 Culture & Recreation 741,912 761,363 780,147 820,454 790,848 790,848 Misc Charges For Services 67,112 71,292 72,138 68,628 79,217 79,217 Water Charges 8,531,499 9,138,197 9,279,458 9,102,056 9,743,172 9,743,172 Wastewater Charges 12,180,738 12,264,380 12,276,259 12,214,720 12,276,650 12,276,650 Refuse Charges 3,925,946 3,491,479 3,588,837 3,772,349 3,909,630 3,909,630 Landfill Charges 5,043,246 5,686,853 6,273,574 5,686,860 6,168,980 6,168,980 Storm Water Charges 1,147,390 1,167,517 1,522,294 1,477,710 1,522,290 1,522,290 Parking Charges 5,972,285 5,927,772 5,910,725 6,319,394 6,477,470 6,492,267 Charges For Fees & Services Total 40,001,045$ 41,659,663$ 42,099,767$ 41,243,278$ 42,719,637$ 42,759,652$ City of Iowa City All Funds Revenues by Type 106 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected City of Iowa City All Funds Revenues by Type Miscellaneous Code Enforcement 322,537$ 253,174$ 238,295$ 253,180$ 222,633$ 222,633$ Parking Fines 614,363 549,575 578,713 549,580 578,720 578,720 Library Fines & Fees 166,785 155,519 154,425 155,520 154,420 154,420 Contrib & Donations 547,781 609,723 705,917 422,972 369,620 469,620 Printed Materials 49,104 49,456 43,411 48,400 41,900 41,900 Animal Adoption 12,912 14,190 12,015 14,190 12,020 12,020 Misc Merchandise 66,801 57,644 55,052 54,930 54,770 54,770 Intra-City Charges 2,760,448 3,112,634 3,795,296 4,226,884 4,277,635 4,341,770 Other Misc Revenue 930,739 739,618 2,118,650 938,596 933,261 892,041 Special Assessments 604 1,615 1,087 1,000 1,090 1,090 Miscellaneous Total 5,472,074 5,543,148 7,702,861 6,665,252 6,646,069 6,768,984 Other Financial Sources Debt Sales 7,866,773 23,897,097 33,795,498 11,753,500 10,623,000 9,382,340 Sale Of Assets 2,316,495 7,747,140 3,081,294 5,829,222 703,393 703,393 Loans 2,339,448 1,744,239 1,106,510 1,265,042 965,226 967,405 Other Financial Sources Total 12,522,716 33,388,475 37,983,302 18,847,764 12,291,619 11,053,138 Total Budgetary Revenues 153,074,089$ 175,416,959$ 193,830,381$ 168,594,377$ 163,662,904$ 166,881,228$ Non-Budgetary Fund Revenues Capital Projects Fund 100,760$ 25,195$ 174$ -$ -$ -$ Internal Service Funds 17,812,864 17,154,627 18,635,940 19,360,136 19,844,347 20,494,128 Total Non-Budgetary Revenues 17,913,624$ 17,179,822$ 18,636,114$ 19,360,136$ 19,844,347$ 20,494,128$ Total Revenues - All Funds 170,987,713$ 192,596,781$ 212,466,494$ 187,954,513$ 183,507,251$ 187,375,356$ Property Taxes 36% Other City Taxes 3% Licenses, Permits, & Fees 2% Use Of Money And Property 2% Intergovernmental 20% Charges For Fees & Services 26% Miscellaneous 4% Other Financial Sources 7% Budgetary Fund Revenues by Type 107 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Budgetary Fund Expenditures General Fund 10** General Fund 49,320,669$ 49,198,596$ 51,413,370$ 57,894,310$ 58,159,421$ 59,144,441$ Special Revenue Funds 2100 CDBG 535,735 659,901 1,390,132 754,724 596,507 609,679 2110 HOME Grant 387,664 747,816 192,082 1,113,122 546,166 557,243 2200 Road Use Tax Fund 5,563,553 5,436,882 5,262,429 6,487,226 6,165,809 6,335,250 2300 Other Shared Revenue 129,831 446,465 652,152 375,158 - - 2350 Metro Planning Org of Johnson Co 541,601 558,489 609,907 633,977 708,554 728,463 2400 Employee Benefits 976,606 1,054,857 868,301 1,243,475 1,283,417 1,309,666 2500 Affordable Housing - - 500,000 650,000 750,000 - 2510 Peninsula Apartments 59,957 52,501 59,023 53,557 59,878 61,761 26** Tax Increment Financing 18,670 - - 332,373 505,193 1,695,193 2820 SSMID - Downtown 296,141 295,284 318,343 355,350 400,124 407,362 Debt Service Fund 5*** Debt Service 17,208,781 15,016,250 15,218,289 13,564,492 13,722,450 9,764,548 Enterprise Funds 710* Parking 11,228,816 3,212,740 4,235,036 7,040,622 6,612,092 6,667,544 715* Transit 6,556,267 6,917,901 6,927,616 12,062,216 7,449,879 7,435,510 720* Wastewater 10,384,032 10,674,084 21,260,750 15,867,501 13,284,732 9,566,705 730* Water 7,646,828 7,686,557 12,372,374 14,290,161 8,388,774 8,692,943 7400 Refuse Collection 2,922,269 2,935,579 3,053,376 3,427,207 3,433,507 3,516,553 750* Landfill 4,677,884 4,550,096 4,973,964 5,053,302 5,035,196 5,146,762 7600 Airport 365,460 408,276 665,802 399,387 357,309 365,045 7700 Storm Water 1,095,239 738,102 747,069 518,983 537,865 550,757 780* Cable Television 687,397 - - - - - 79** Housing Authority 7,730,524 8,334,915 8,651,207 8,231,390 10,952,156 9,081,192 Capital Projects Fund Governmental Projects 24,859,198 19,479,006 32,902,808 77,077,677 23,580,970 19,698,970 Enterprise Projects 6,485,716 3,893,109 3,657,836 19,187,686 5,040,308 7,724,188 Total Budgetary Expenditures 159,678,838$ 142,297,407$ 175,931,866$ 246,613,896$ 167,570,307$ 159,059,773$ Non-Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects 62,526$ 424,014$ 61,633$ -$ -$ -$ Internal Service Funds 810* Equipment 5,194,488 5,181,051 4,683,979 5,537,501 4,468,094 6,321,360 8200 Risk Management 1,435,706 1,431,387 1,236,127 1,472,081 1,440,328 1,471,239 830* Information Technology 1,786,707 1,834,059 1,624,715 2,217,207 2,160,935 2,216,348 8400 Central Services 308,846 234,097 201,065 228,960 193,387 209,032 8500 Health Insurance 7,285,127 7,934,757 7,218,542 8,341,355 8,381,923 8,798,869 8600 Dental Insurance 354,318 370,061 374,002 399,386 409,442 421,725 Total Non-Budgetary Expenditures 16,427,718$ 17,409,426$ 15,400,061$ 18,196,490$ 17,054,109$ 19,438,572$ Total Expenditures - All Funds 176,106,556$ 159,706,833$ 191,331,927$ 264,810,386$ 184,624,417$ 178,498,345$ Additional information specific funds can be found within individual fund summaries. City of Iowa City All Funds Expenditures by Fund 108 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Budgetary Funds Expenditures City Council 97,273$ 107,734$ 110,152$ 113,859$ 120,391$ 123,365$ City Clerk 518,724 524,930 500,977 617,503 533,577 589,151 City Attorney 690,901 681,567 733,337 762,815 780,796 803,765 City Manager 2,492,620 2,154,216 2,148,884 3,738,272 4,248,267 4,346,067 Finance 21,937,188 19,669,565 19,741,817 20,100,247 20,256,229 17,624,797 Police 12,389,622 12,443,823 13,114,628 13,827,024 14,419,896 14,793,188 Fire 7,598,771 7,486,023 7,716,864 8,209,242 8,262,751 8,500,504 Parks & Recreation 7,628,887 7,324,281 7,812,840 8,305,351 8,826,118 8,791,300 Library 5,908,777 6,083,034 6,269,424 6,561,559 6,671,933 6,861,053 Senior Center 834,813 823,992 899,254 1,010,055 974,355 997,061 Neighborhood & Dvlpmnt Services 16,658,430 17,710,201 18,447,039 18,700,898 19,437,809 16,729,948 Public Works 25,827,222 25,878,325 41,400,547 39,557,237 30,931,364 27,741,878 Transportation Services 25,385,236 17,629,325 19,809,656 28,445,084 23,128,236 23,369,494 Airport 365,460 408,276 665,802 399,387 357,309 365,045 Capital Projects Fund Governmental Projects 24,859,198 19,479,006 32,902,808 77,077,677 23,580,970 19,698,970 Enterprise Projects 6,485,716 3,893,109 3,657,836 19,187,686 5,040,308 7,724,188 Total Budgetary Expenditures 159,678,838$ 142,297,407$ 175,931,866$ 246,613,896$ 167,570,307$ 159,059,773$ Non-Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects 62,526$ 424,014$ 61,633$ -$ -$ -$ Internal Service Funds Finance 11,170,704 11,804,361 10,654,450 12,658,989 12,586,015 13,117,212 Public Works 5,194,488 5,181,051 4,683,979 5,537,501 4,468,094 6,321,360 Total Non-Budgetary Expenditures 16,427,718$ 17,409,426$ 15,400,061$ 18,196,490$ 17,054,109$ 19,438,572$ Total Expenditures - All Funds 176,106,556$ 159,706,833$ 191,331,927$ 264,810,386$ 184,624,417$ 178,498,345$ City of Iowa City All Funds Expenditures by Department City Council 0% City Clerk 0% City Attorney 1% City Manager 3% Finance 15% Police 10%Fire 6% Parks & Recreation 6% Library 5%Senior Center 1% Neighborhood & Dvlpmnt Services 14% Public Works 22% Transportation Services 17% Airport 0% Budgetary Fund Expenditures by Department (excluding Capital Projects) 109 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 723,708$ 57,500$ 9,209,291$ 20,052$ 3,491,963$ 13,574,936$ Special Revenue Funds: Employee Benefits 9,955,739 428,006 10,383,745 Road Use Tax 78,275 199,443 4,444,200 4,721,918 Tax Increment Financing 27,723 1,059,359 1,087,082 Enterprise Funds: From Parking 595,000 235,310 3,114,695 3,945,005 From Transit 136,000 136,000 From Wastewater 2,788,000 4,143,762 6,931,762 From Water 1,646,000 1,937,940 3,583,940 From Refuse Collection 500,000 500,000 From Landfill 2,105,000 888,126 2,993,126 From Airport 120,000 120,000 From Storm Water 1,270,772 1,270,772 From Housing Authority 46,779 46,779 Capital Project Funds 975,000 975,000 Internal Service Funds: From Equipment 1,430,000 1,430,000 From Central Services 100,000 100,000 Total Transfers In:10,153,215$ 1,351,157$ 57,500$ 24,235,986$ 1,079,411$ -$ 5,726,399$ 9,196,397$ 51,800,065$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 10,034,014$ 46,779$ 10,153,215$ Road Use Tax Fund 428,006 428,006 Other Special Revenue Funds 781,208 199,443 980,651 Debt Service Fund 20,052 1,059,359 1,079,411 Enterprise Funds 3,491,963 975,000 1,259,436 5,726,399 Debt Service Reserves 9,196,397 9,196,397 Capital Project Funding 9,209,291 4,444,200 27,723 1,530,000 9,024,772 24,235,986 Total Transfers Out:13,574,936$ 15,105,663$ 1,087,082$ 975,000$ -$ 1,530,000$ 19,527,384$ -$ 51,800,065$ Transfers In Transfers Out City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2018 110 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 835,489 115,000$ 4,309,770$ 20,052$ 3,678,133$ 9,030,866$ Special Revenue Funds: Employee Benefits 10,492,696 451,546 10,944,242 Road Use Tax 79,864 248,477 2,547,000 2,875,341 Tax Increment Financing 1,079,726 48,741 1,802,347 2,930,814 Enterprise Funds: From Parking 360,000 242,467 1,100,821 1,703,288 From Transit 175,000 136,000 311,000 From Wastewater 1,455,500 4,056,493 5,511,993 From Water 1,427,100 1,824,915 3,252,015 From Landfill 510,000 959,748 1,469,748 From Airport 96,000 96,000 From Storm Water 990,000 990,000 From Housing Authority 47,949 47,949 Capital Project Funds 1,475,000 1,475,000 Internal Service Funds: From Equipment 123,200 123,200 From Info. Technology Services 275,000 275,000 Total Transfers In:11,772,657$ 1,535,512$ 115,000$ 12,317,311$ 1,822,399$ -$ 6,491,348$ 6,982,229$ 41,036,456$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 10,572,560$ 1,079,726$ 47,949$ 11,772,657$ Road Use Tax Fund 451,546 451,546 Other Special Revenue Funds 950,489 248,477 1,198,966 Debt Service Fund 20,052 1,802,347 1,822,399 Enterprise Funds 3,678,133 1,475,000 1,338,215 6,491,348 Debt Service Reserves 6,982,229 6,982,229 Capital Project Funding 4,309,770 2,547,000 48,741 398,200 5,013,600 12,317,311 Total Transfers Out:9,030,866$ 13,819,583$ 2,930,814$ 1,475,000$ -$ 398,200$ 13,381,993$ -$ 41,036,456$ City of Iowa City Budgeted Transfer Schedule Fiscal Year 2019 Transfers In Transfers Out 111 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 94,038 115,000$ 1,198,970$ 20,052$ 3,669,213$ 5,169,695$ Special Revenue Funds: Employee Benefits 10,702,550 460,577 11,163,127 Road Use Tax 81,461 273,325 2,797,000 3,151,786 Tax Increment Financing 1,141,540 1,024,921 2,166,461 Enterprise Funds: From Parking 300,000 249,736 1,100,821 1,650,557 From Transit 136,000 136,000 From Wastewater 3,040,000 2,933,925 5,973,925 From Water 909,325 1,932,865 2,842,190 From Landfill 1,310,000 959,748 2,269,748 From Airport 147,000 147,000 From Storm Water 990,000 990,000 From Housing Authority 48,908 48,908 Capital Project Funds 1,750,000 1,750,000 Total Transfers In:12,046,881$ 827,940$ 115,000$ 10,692,295$ 1,044,973$ -$ 6,764,697$ 5,967,611$ 37,459,397$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 10,784,011$ 1,141,540$ 48,908$ 12,046,881$ Road Use Tax Fund 460,577 460,577 Other Special Revenue Funds 209,038 273,325 482,363 Debt Service Fund 20,052 1,024,921 1,044,973 Enterprise Funds 3,669,213 1,750,000 1,345,484 6,764,697 Debt Service Reserves 5,967,611 5,967,611 Capital Project Funding 1,198,970 2,797,000 - 6,696,325 10,692,295 Total Transfers Out:5,169,695$ 14,314,913$ 2,166,461$ 1,750,000$ -$ -$ 14,058,328$ -$ 37,459,397$ City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2020 Transfers In Transfers Out 112 2012 Adopted 2013 Adopted 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Budget Change in FTEs FY2018-2019 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.60 5.50 5.50 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office 4.00 2.00 3.00 3.00 7.50 7.50 6.00 6.00 - Human Resources 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.50 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Economic Development - - - - - - 1.00 1.00 - Finance: Finance Adminstration (1)2.65 2.65 3.65 3.15 3.15 3.15 2.15 2.90 0.75 Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Accounting (2)8.00 8.00 8.00 7.00 7.60 7.60 7.60 7.00 (0.60) Purchasing 4.00 3.94 3.44 3.44 3.44 3.50 3.50 3.50 - Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 - Disaster Assistance 0.40 0.40 0.38 - - - - - - Police: Police Administration (3)5.00 5.00 5.00 5.00 5.00 6.00 6.00 2.00 (4.00) Police Support Services (4)(5)18.00 18.00 20.00 20.00 20.00 19.00 19.00 26.00 7.00 Police Field Operations (4)(5)80.00 80.00 80.00 80.00 80.00 80.00 80.00 79.00 (1.00) Fire: Fire Administration 3.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 - Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 2.00 2.00 2.00 2.00 - - - - - Parks and Recreation: Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Government Buildings (6)4.83 4.83 4.83 4.83 5.33 4.33 5.00 4.00 (1.00) Recreation (6)(7)15.42 15.42 15.42 15.42 14.42 15.42 14.75 14.00 (0.75) Park Maintenance Administration 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 - Park Maintenance Operations 11.00 11.00 11.00 11.00 12.00 15.00 15.00 15.00 - Forestry (8)3.00 3.00 3.00 3.00 3.00 3.00 3.00 5.00 2.00 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 3.00 3.00 3.00 - Library: General Library 42.89 42.88 42.38 42.38 42.27 43.27 43.27 43.27 - Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.50 0.50 0.50 0.50 - Library Gifts and Bequests - - - - - 0.40 0.40 0.40 - Library Foundation Office - - 2.00 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations 6.50 6.50 6.50 6.50 6.50 7.00 7.00 7.00 - Neighborhood & Dvlpmnt Services: Neighborhood & Dvlpmnt Admin 2.55 2.55 2.55 2.55 1.55 1.55 1.55 1.55 - Sustainability Services - - - - 1.00 1.00 1.00 1.00 - Community Development 0.85 1.20 1.75 1.75 1.55 3.63 3.63 3.63 - Neighborhood Outreach 1.00 1.00 1.00 1.00 1.05 1.95 1.95 1.95 - Housing Inspection (9)(10)5.75 5.75 5.25 5.25 5.55 6.20 6.20 8.30 2.10 Human Services - 0.15 0.15 0.15 0.15 - - - - Economic Development 1.00 1.00 1.00 1.00 2.00 1.00 - - - Building Inspection 7.80 7.80 6.30 6.30 7.30 7.30 7.30 7.30 - Urban Planning 3.50 2.50 2.50 2.50 3.50 3.50 4.00 4.00 - Public Works: Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 12.10 12.00 16.00 16.00 16.00 - City of Iowa City Personnel Full-Time Equivalents Last Eight Years 113 2012 Adopted 2013 Adopted 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Budget Change in FTEs FY2018-2019 City of Iowa City Personnel Full-Time Equivalents Last Eight Years Transportation Services: Transportation Services Admin (11)- - - - - 2.00 3.00 2.00 (1.00) CBD Maintenance Operations - - - - - 1.00 1.00 1.00 - Transit 56.25 - - - - - - - - Sub-total General Fund 411.22 351.90 354.43 351.55 356.74 368.18 367.18 370.68 3.50 Special Revenue Funds Community Development Block Grant 2.88 2.63 2.48 2.48 2.38 - - - - HOME Grant 0.95 0.70 0.50 0.50 0.45 - - - - Road Use Tax: Traffic Engineering 4.15 4.15 4.15 4.15 3.90 4.50 3.00 3.00 - Streets System Maintenance 25.50 25.50 25.50 25.50 25.25 25.50 29.00 29.00 - Other Shared Revenues 1.60 1.60 1.62 - - - - - - UniverCity Neighborhood Partnership 0.20 0.20 - - - - - - - Metro Planning Org of Johnson Co (12)6.60 5.60 5.60 5.60 4.70 4.70 4.70 5.20 0.50 Employee Benefits 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 - Sub-total Special Revenue Funds 42.43 40.93 40.40 38.78 37.23 35.25 37.25 37.75 0.50 Enterprise Funds Parking (13)32.75 29.25 26.25 26.25 23.13 21.63 21.63 21.38 (0.25) Transit (13)- 51.75 51.25 51.25 51.13 50.63 50.63 50.38 (0.25) Wastewater 25.40 25.40 24.40 24.65 24.65 25.40 26.00 26.00 - Water 32.75 32.75 31.75 32.00 32.00 31.75 31.75 31.75 - Refuse Collection (14)20.35 20.35 19.35 19.35 17.85 17.50 17.50 17.88 0.38 Landfill (14)(15)17.50 17.50 16.50 16.50 15.50 14.00 14.00 14.88 0.88 Airport Operations 1.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Storm Water 2.10 2.10 2.10 2.60 2.60 2.10 1.50 1.50 - Cable Television 6.63 6.63 6.63 5.63 - - - - - Housing Authority (10)13.25 13.18 12.19 10.19 10.19 9.60 9.60 9.50 (0.10) Sub-total Enterprise Funds 152.48 199.91 191.42 189.42 178.05 173.61 173.61 174.26 0.65 Capital Project Funds ERP Software-Finances & HR/Payroll 1.00 1.00 1.00 - - - - - - Fire Station #4 1.00 - - - - - - - - Iowa City Gateway Project 1.00 1.00 1.00 1.00 1.00 - - - - 420th Street Industrial Park 1.00 - - - - - - - - West Side Levee Project - 1.00 1.00 1.00 1.00 - - - - Rocky Shore Lift Station Project - - - - 2.00 - - - - S. Wastewater Plant Expansion 1.00 3.00 3.00 3.00 - - - - - Sub-total Capital Project Funds 5.00 6.00 6.00 5.00 4.00 - - - - Total Budgetary Funds 611.13 598.74 592.25 584.75 576.02 577.04 578.04 582.69 4.65 Non-Budgetary Funds Internal Service Funds Equipment 11.26 10.75 10.75 10.75 10.75 10.75 10.75 10.75 - Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 - Information Technology Services (16)11.80 10.86 9.86 9.86 9.86 9.80 10.80 9.80 (1.00) Central Services 0.75 0.76 0.50 0.50 0.50 0.50 0.50 0.50 - Sub-total Internal Service Funds 25.61 24.17 22.91 22.91 22.91 22.85 23.85 22.85 (1.00) Agency Funds Library Foundation Office 1.00 1.00 - - - - - - - Sub-total Agency Funds 1.00 1.00 - - - - - - - Total Non-Budgetary Funds 26.61 25.17 22.91 22.91 22.91 22.85 23.85 22.85 (1.00) Total Full-Time Equivalents 637.74 623.91 615.16 607.66 598.93 599.89 601.89 605.54 3.65 114 (1) A .75 FTE Internal Auditor/Budget Analyst position was added into the fiscal year 2019 budget. (2) A .60 FTE Grant Accountant position is being eliminated in the fiscal year 2019 budget. (3) The Police Administration division is moving the 1.0 FTE Computer Syst. Analyst, a 1.0 FTE CSO/Community Outreach, a 1.0 FTE Police Captain, and a 1.0 FTE Sergeant positions to Police Support Services. (4) Two 1.0 FTE Police Officer positions have been added. One each to Police Support Services and Police Field Operations. (5) Police Field Operations division is moving the 1.0 FTE Comm. Serv. Officer - Evidence and 1.0 FTE Community Service Officer positions to the Police Support Services activity. (6) A 1.0 FTE M.W.I - Govt Buildings moved from the Government Building activity to the Recreation activity (7) The Recreation activity eliminated a 1.0 FTE Office Coord. - Recreation and a .75 FTE Custodian - Govt Buildings position. (8) Two 1.0 FTE M.W.I. - Forestry positions were added into the fiscal year 2019 budget. (9) Two 1.0 FTE Building Inspector positions were added into the fiscal year 2019 budget. (10) A .10 FTE Building Inspector position was re-allocated from the Housing Authority to the Housing Inspections activity. (11) A 1.0 FTE Assoc. Dir.-Resource Management is being eliminated in the fiscal year 2019 budget. (12) A .50 FTE Associate Planner position was added in the fiscal year 2019 budget. (13) A 1.0 FTE Customer Service Rep. in each the Transit and Parking Funds was reduced to .75 FTEs. (14) A 1.0 FTE Resource Management Superintendent was added and split 50/50 between the Refuse and Landfill funds. Additionally, a 1.0 FTE Customer Service Rep. split 50/50 between the Refuse and Landfill funds was reduced to a .75 FTE. (15) A .50 FTE Customer Service Representative was added. (16) A 1.0 FTE Sr. Programmer/Analyst position was eliminated. City of Iowa City Personnel Full-Time Equivalents Last Eight Years 0 100 200 300 400 500 600 700 2012 Adopted 2013 Adopted 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Budget FTE Summary by Fund Type Last Eight Years General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds Agency Funds 115 116 GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries F Y 2 0 1 9 GENERAL FUND The General Fund is the City’s main operating fund and includes activities for the following departments: City Council, City Clerk, City Attorney, City Manager, Finance, Police, Fire, Parks & Recreation, Library, Senior Center, Neighborhood & Development Services, Public Works, and Transportation Services. We present a budget where expenditures exceeded revenues for General Fund in fiscal year 2019, with revenue & transfers in and expenditures & transfers out projected at $64.9 and $67.2 million, respectively. A.General Fund Revenues Revenues & Transfers In 2017 Actual 2018 Revised 2019 Budget 2020 Projected Property Taxes 31,754,702$ 32,862,685$ 34,764,019$ 35,459,299$ Other City Taxes 2,534,880 2,469,854 2,630,582 2,639,371 Licenses And Permits 3,521,079 2,551,850 2,543,150 2,543,150 Use Of Money And Property 812,954 686,337 774,516 774,516 Intergovernmental 3,580,793 3,502,070 3,736,816 3,736,816 Charges For Fees And Services 1,697,137 1,374,189 1,340,308 1,340,308 Miscellaneous 5,484,920 5,935,042 5,982,233 6,046,368 Other Financial Sources 1,764,562 3,158,753 1,377,298 1,377,298 Sub-total Revenues:51,151,026 52,540,780 53,148,922 53,917,126 Transfers In 10,655,199 10,153,215 11,772,657 12,046,881 Total Revenues & Transfers In 61,806,225$ 62,693,995$ 64,921,579$ 65,964,007$ 119 1. Property Taxes - Property tax revenue of $34.8 million is the primary funding source for General Fund operations, providing approximately 65% of total revenue, excluding transfers in, in fiscal year 2019. The fiscal year 2019 budget is an increase of 5.8% over the fiscal year 2018 revised budget of $32.9 million and there is an average increase of 4.1% over the last five years. These totals do not include the transfer-in of the Employee Benefits property tax levy from the Employee Benefits Fund. There are a number of factors which determine the City’s tax levy each year: property valuations by class, the state’s annual Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory limits on individual tax levies, the City’s own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 100% Assessment - Property valuations are set by the City and County Assessor. State law requires that all real property be reassessed every two years, specifically in odd- numbered years. Since 2003, valuations within the Iowa City corporate limits have increased an average of 6.8% in revaluation years and 2.3% in non-revaluation years. Valuations reported by the Johnson County Auditor’s office for January 1, 2017 served as the basis for determining property tax revenue in fiscal year 2019. Their report indicates an 7.5% increase in total assessed value in the last year, from $5.49 billion to $5.91 billion. 120 Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage in taxable value to agricultural valuations. The impact is that the percentage growth in taxable valuations for urban residential property each year is limited to either three percent (3%) or the growth in agricultural property, whichever is lower. Property Tax growth restrictions and rollbacks were changed with State legislation in 2013 with Iowa Senate File 295. That legislation added the following changes to property taxation: 1. the annual growth limitation on residential property of three percent (3%) was decreased from four percent (4%) starting in fiscal year 2015; 2. a rollback of ninety-five percent (95%) was added to commercial, industrial, and railroad property classes starting in fiscal year 2015 and was lowered to ninety percent (90%) starting in fiscal year 2016 3. the State added a reimbursement or “backfill” to jurisdictions for lost revenue due to the rollback of valuation on commercial, industrial, and railroad properties; this “backfill” is locked at the fiscal year 2017 amounts going forward starting in fiscal year 2018; 4. a new multi-residential class of property was added in fiscal year 2017 that has a declining rollback which will decrease each year until it matches the residential rollback percentage. In fiscal year 2010, the rollback exempted $1.7 billion of Iowa City’s assessed valuation. In fiscal year 2019, the rollback will exempt $2.2 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2019 are 55.6209% and 54.4480%, respectively, compared to fiscal year 2018 rollbacks of 56.9391% and 47.4996%, respectively. Also, in fiscal year 2019 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2018. The multi-residential rollback in fiscal year 2019 is 78.75% compared to the fiscal year 2018 rate of 82.50%. The following graph illustrates the impact of the rollback on taxable valuations. 121 2. Other City Taxes - This category, estimated at $2.6 million in fiscal year 2019, includes Hotel Motel Taxes of $1,251,720, $401,692 in gas and electric excise taxes, and $939,400 in utility franchise taxes. The fiscal year 2019 budget is an increase of 6.5% over the fiscal year 2018 revised budget of $2.5 million, and there is an average decrease of - 1.9% over the last five years. a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at $1,251,720 in fiscal year 2019, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: Convention & Visitor's Bureau 25.00% Police Patrol 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax 100.00% b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without gas and electric utility property valuations. The calculated difference is required to establish the General Property Tax Equivalents which is the basis of the Iowa Department of Revenue distribution formula. 122 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 $939,400 estimate for fiscal year 2019, approximately $633,430 will remain in the City’s general fund for maintenance of street right-of-way and for operational costs associated with Fire Station #4. The remaining $305,970 is for capital improvement projects (CIP) in the right of way. 3. Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer, liquor and cigarette permit/license fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal year 2019 budget for Licenses and Permits is estimated at $2.5 million. The fiscal year 2019 revenue is a decrease of 0.3% of the fiscal year 2018 revised budget of $2.6 million and there is an average increase of 13.1% over the last five years. These increases are primarily due to the increase in construction permits and licenses revenue and from moving the cable franchise fees revenue from the Cable Television Fund into the General Fund in fiscal year 2016. 4. Use of Money & Property - This revenue source consists of interest income and rents and is budgeted at $774,516 for fiscal year 2019. The fiscal year 2019 budget is an increase of 12.9% of the fiscal year 2018 revised budget of $686,337; however, there is an average increase of 5.0% over the last five years. The increase from the fiscal year 2018 estimate is from an increase in estimated interest income; the average increase over the last five years is a result of increased interest income and rent revenue. 5. Intergovernmental - This revenue category includes state and federal grants, 28-E agreements, and contracts with local governmental entities. Intergovernmental revenue is budgeted at $3.7 million in fiscal year 2019. The fiscal year 2019 budget is an increase of 6.7% of the fiscal year 2018 revised budget of $3.5 million and there is an average increase of 6.6% over the last five years. The increase from the fiscal year 2018 amount is from an increase in state and local 28E Agreements, and the average increase over the last five years is from the State property tax backfill credits, which was phased in over that period, and from increases in state and local 28E agreements. 123 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 $1.7 million in fiscal year 2019, with $1.4 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits and into the Capital Projects Fund as reimbursements for a percentage of Fire capital asset replacement. FY2017 FY2018 FY2019 FY2020 Intergovernmental Funding Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services 215,209$ 217,370$ 228,369$ 228,369$ IC Comm. Schools - Mercer Pool 102,601 78,320 110,550 110,550 County, Univ Heights, Hills - Library 500,494 466,150 538,860 538,860 Johnson County - Senior Center 59,224 59,220 60,000 60,000 Downtown District - Police Department 10,000 10,000 10,000 10,000 University Heights - Fire Department 31,874 32,000 32,186 32,186 JECC - Accounting - - 29,150 29,150 Local Governmental Revenue:919,402 863,060 1,009,115 1,009,115 State Revenue: Public Safety Grants 194,849 203,114 199,012 199,012 University of Iowa - Fire Protection 1,421,950 1,385,100 1,421,950 1,421,950 Operating Grants 95,389 81,850 82,690 82,690 Property Tax Credits 908,715 928,217 1,006,442 1,006,442 Other State Grants 31,272 14,150 9,530 9,530 Total State Revenue:2,652,175 2,612,431 2,719,624 2,719,624 Federal Revenue: Public Safety Grants 9,216 26,579 8,077 8,077 Total Federal Revenue:9,216 26,579 8,077 8,077 Total - Intergovernmental Funding: 3,580,793$ 3,502,070$ 3,736,816$ 3,736,816$ 6. Charges for Fees and Services – These revenues are for direct fees and charges for the use of a City service, facility, or program. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are budgeted at $1.3 million in fiscal year 2019. The fiscal year 2019 revenue is a decrease of 2.5% of the fiscal year 2018 revised budget of $1.4 million; however, there is an average increase of 0.4% over the last five years. The decrease in the fiscal year 2019 budget is due to lower actual receipts for Recreation programs than previously expected; the average increase over the past five years is a result of substantial increases in building and development fees in fiscal year 2016 and fiscal year 2017. 124 7. Miscellaneous - Miscellaneous revenue is budgeted at $6.0 million in fiscal year 2019. This category includes a variety of revenue sources, including parking fines ($356,800), magistrate court fines and surcharges related to code enforcement ($222,633) and library fines ($154,420). Also included within this category are internal chargebacks of $4.3 million to the City’s Capital Projects Fund for legal and engineering services, and to the enterprise funds for administrative services. The fiscal year 2019 revenue is an increase of 0.8% of the fiscal year 2018 revised budget of $5.9 million and there is an average increase of 6.1% over the last five years. The increase from the fiscal year 2018 budget is due to the increase in the administrative services chargeback, and the average increase amounts are also due to the increases in administrative chargebacks for the Transportation Services Administration activity that was added to the General Fund in fiscal year 2017 and the Engineering division that started chargebacks to capital projects in fiscal year 2016. 8. Other Financing Sources – Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $1.4 million in fiscal year 2019, which is a decrease of 56.4% from the revised budget in fiscal year 2018 of $3.2 million. The decrease is from home sales in the UniverCity program. The UniverCity activity is budgeted at $2.5 million in fiscal year 2018, which consists of the proceeds from the sale of assets ($1,513,000) and loan proceeds from financial institutions ($1,009,000). There is an average decrease of 13.0% over the last five years. These decreases are also from the UniverCity program. 9. Transfers In - includes an approximate $10.5 million transfer-in of the Employee Benefits levy from the Employee Benefits Fund. This category also includes General Fund intra-fund transfers to equipment replacement reserves and transfers in from other funds to support specific staff positions and expenditures. The category is budgeted at $11.8 million in fiscal year 2019. 125 Expenditures &2017 2018 2019 2020 Transfers Out Actual Revised Budget Projected Personnel 37,744,421$ 40,615,582$ 41,923,230$ 43,180,927$ Services 9,281,092 10,142,737 10,624,543 10,871,834 Supplies 1,555,556 1,767,319 1,685,573 1,727,435 Capital Outlay 2,244,302 3,321,672 2,761,075 2,194,245 Other Financial Uses 588,000 1,513,000 600,000 600,000 Contingency - 534,000 565,000 570,000 Sub-total Expenditures:51,413,370 57,894,310 58,159,421 59,144,441 Transfers Out 17,804,258 13,574,936 9,030,866 5,169,695 Total Expenditures & Transfers Out 69,217,629$ 71,469,246$ 67,190,287$ 64,314,136$ B. General Fund Expenditures 126 1. Personnel - Personnel costs account for approximately 72.2% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2019. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $10.6 million in fiscal year 2019. Initial projections were based on fiscal year 2017 actual expenditures and projected at 1.96% annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI -U) over the last five fiscal years. Many of the operating costs within the services category have more specific inflationary guidelines and methods of projection. This includes funding for liability, fire & casualty insurance premiums; professional and consultant services; internal service fund charges (Equipment, Information Technology Services, Risk Management, and Central Services); training & education; building and equipment repair and maintenance services; vehicle and equipment rentals. These costs are adjusted individually each year, based on specific operating plans and projects, claims/loss history, trend analysis, and operations-specific needs, each year. The Services category also includes funding for initiatives such as Aid to Human Service Agencies, Community Event Funding, support to the Iowa City Coralville Convention & Visitors Bureau, and Community and Economic Development Assistance, as follows: $300,000 Aid to Human Service Agencies $914,200 Community Event / Program Funding $284,180 ICCVB – Community / Economic Development Assistance $150,000 Economic Development Assistance 3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.7 million in fiscal year 2019. Individual items costing under $5,000 are considered supplies. This limit is consistent with the threshold utilized to capitalize assets for the comprehensive annual financial report. 4. Capital Outlay – The general fund capital outlay is budgeted at $2.8 million in fiscal year 2019 and includes police vehicle replacements, library materials, operating equipment, UniverCity Properties, and building maintenance and improvements of $5,000 or greater. 5. Other Financial Uses - This category is budgeted at $600,000 in fiscal year 2019. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 127 3 Months @ Sept. 30 Receipts Expenditures Shortfall FY2018 7,859,044$ 14,422,373$ (6,563,329) FY2017 7,917,409 15,727,049 (7,809,640) FY2016 10,402,991 13,341,071 (2,938,080) FY2015 7,163,587 13,309,505 (6,145,918) FY2014 11,705,632 15,145,130 (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) FY2010 8,934,768 13,186,810 (4,252,042) FY2009 6,496,526 13,877,093 (7,380,567) 6. Contingency - A General Fund contingency amount is established each fiscal year for those unforeseen expenditures that arise following formal adoption of the annual budget. This amount is available for appropriation by formal amendment, subject to recommendation from the Finance Director and City Manager, and approval by City Council. Contingency is budgeted at one percent (1%) of General Fund expenditures (excluding transfers) - approximately $565,000 in fiscal year 2019. 7. Transfers Out - This category is budgeted at $9.0 million in fiscal year 2019. One of the largest transfers out is from the transit property tax levy of $3.6 million that is being transferred into the Transit Fund. Other major transfers out include approximately $4.3 million to the Capital Projects Fund and $750,000 to the Affordable Housing Fund. C. Fund Balance It is part of the City’s Financial & Fiscal Policies that the General Fund’s unassigned fund balance shall not fall below twenty-five percent (25%) of total revenues and transfers in and not grow greater than thirty-five percent (35%). This policy also states that fund balance in excess of thirty percent (35%) of revenues and transfers in will be transferred to the City’s Emergency Fund, used to retire outstanding debt, and/or used to provide property tax relief. General Fund unassigned fund balance was transferred into the Emergency Fund in fiscal year 2014, fiscal year 2015, fiscal year 2016, and fiscal year 2017 of $1.7 million, $1.3 million, $1.7 million, and $500,000, respectively. No transfer is being proposed in fiscal year 2018 or fiscal year 2019. $250,000 was revised into the Emergency Fund expenditures in fiscal year 2018 for the acquisition and demolition of a residential property in the flood plain. The Emergency Fund’s estimated balance is $4.9 million at the end of fiscal year 2019. General Fund’s unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until October/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 128 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 47,793,327$ 49,045,399$ 48,135,654$ 40,724,250$ 31,948,999$ 29,680,291$ Revenues: Property Taxes 29,421,531$ 29,796,656$ 31,754,702$ 32,862,685$ 34,764,019$ 35,459,299$ Other City Taxes 2,487,767 2,431,882 2,534,880 2,469,854 2,630,582 2,639,371 Licenses And Permits 1,805,901 3,056,051 3,521,079 2,551,850 2,543,150 2,543,150 Use Of Money And Property 800,227 689,835 812,954 686,337 774,516 774,516 Intergovernmental 3,519,060 3,803,459 3,580,793 3,502,070 3,736,816 3,736,816 Charges For Fees And Services 1,509,496 1,607,320 1,697,137 1,374,189 1,340,308 1,340,308 Miscellaneous 4,446,754 4,603,845 5,484,920 5,935,042 5,982,233 6,046,368 Other Financial Sources 2,762,834 2,678,802 1,764,562 3,158,753 1,377,298 1,377,298 Sub-Total Revenues 46,753,570 48,667,850 51,151,026 52,540,780 53,148,922 53,917,126 Transfers In: Operating Transfers In 10,642,456 12,468,366 10,655,199 10,153,215 11,772,657 12,046,881 Sub-Total Transfers In 10,642,456 12,468,366 10,655,199 10,153,215 11,772,657 12,046,881 Total Revenues & Transfers In 57,396,026$ 61,136,216$ 61,806,225$ 62,693,995$ 64,921,579$ 65,964,007$ Expenditures by Department: City Council 97,273$ 107,734$ 110,152$ 113,859$ 120,391$ 123,365$ City Clerk 518,724 524,930 500,977 617,503 533,577 589,151 City Attorney 690,901 681,567 733,337 762,815 780,796 803,765 City Manager 1,805,223 2,154,216 2,148,884 3,738,272 4,248,267 4,346,067 Finance 3,751,801 3,598,458 3,655,228 4,604,557 4,345,045 4,448,028 Police 12,389,622 12,443,823 13,114,628 13,827,024 14,419,896 14,793,188 Fire 7,598,771 7,486,023 7,716,864 8,209,242 8,262,751 8,500,504 Parks and Recreation 7,628,887 7,324,281 7,812,840 8,305,351 8,826,118 8,791,300 Library 5,908,777 6,083,034 6,269,424 6,561,559 6,671,933 6,861,053 Senior Center 834,813 823,992 899,254 1,010,055 974,355 997,061 Neighborhood & Development Services 6,958,307 6,614,830 6,074,193 6,888,970 5,824,548 5,691,611 Public Works 1,137,570 1,342,700 1,757,925 2,393,366 2,554,183 2,596,223 Transportation Services - 13,008 619,664 861,737 597,562 603,125 Sub-Total Expenditures 49,320,669 49,198,596 51,413,370 57,894,310 58,159,421 59,144,441 Transfers Out: Capital Project Fund 1,605,164 7,302,103 13,708,054 9,209,291 4,309,770 1,198,970 GO Bond Abatement 195,537 201,017 60,052 20,052 20,052 20,052 General Levy 187,489 212,196 182,444 183,395 185,489 194,038 Emergency Fund 1,338,516 1,704,205 500,000 - - - Transfers Out - Transit Fund 2,972,534 3,108,169 3,271,633 3,382,276 3,578,133 3,569,213 Transfers Out - Affordable Housing Fund - - - 650,000 750,000 - Misc Transfers Out 524,045 314,738 82,076 129,922 187,422 187,422 Sub-Total Transfers Out 6,823,285 12,842,428 17,804,258 13,574,936 9,030,866 5,169,695 Total Expenditures & Transfers Out 56,143,954$ 62,041,024$ 69,217,629$ 71,469,246$ 67,190,287$ 64,314,136$ Fund Balance, June 30 49,045,399$ 48,140,591$ 40,724,250$ 31,948,999$ 29,680,291$ 31,330,162$ Prior Year Accounting Adjustment - (4,937) - - - - Adjusted Fund Balance, June 30 49,045,399 48,135,654 40,724,250 31,948,999 29,680,291 31,330,162 Restricted / Committed /Assigned 29,738,181 24,716,300 15,073,066 6,825,037 6,579,861 6,753,530 Unassigned Balance 19,307,218$ 23,419,354$ 25,651,185$ 25,123,962$ 23,100,429$ 24,576,632$ % of Revenues & Transfers In 34%38%42%40%36%37% General Fund (1000 - 1024) Fund Summary 129 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Assigned: (Available for current and / or future operations) Library Special Revenue Funds 737,512$ 756,858$ 814,236$ 923,804$ 912,044$ 977,024$ Library Foundation Development (4,087) (19,291) (3,457) (3,457) 0 0 Library Equipment Replacement Reserve 185,242 176,268 231,975 246,397 302,104 349,526 Senior Center Gift Funds 33,835 13,798 13,870 633 633 633 New Horizons Band 362 10 10 10 10 10 Cable Replacement Reserves - 162,392 146,835 119,165 112,665 112,665 Energy Efficiency Revolving Loan Fund 101,053 144,494 185,455 228,895 44,856 108,317 Fire Equipment Replacement Reserve 496,549 - - - - - Park Land Development Reserve 23,437 - - - - - 1,573,903$ 1,234,529$ 1,388,924$ 1,515,447$ 1,372,312$ 1,548,176$ Committed: (Available for current and / or future operations) Emergency Funds 2,994,574$ 4,698,779$ 5,198,779$ 4,948,779$ 4,948,779$ 4,948,779$ 2,994,574$ 4,698,779$ 5,198,779$ 4,948,779$ 4,948,779$ 4,948,779$ Restricted: (Not available for general operations) Police Forfeiture Share 454,084$ 386,338$ 305,687$ 205,687$ 105,787$ 105,787$ Police Abandon Property 55,992 71,745 43,248 43,248 43,248 43,248 Cemetery Perpetual Care - - 114,846 111,876 109,736 107,541 Local Option Sales Tax 24,282,784 18,262,595 8,021,582 - - - Restricted (Unspent Bond Proceeds)376,844 62,314 - - - - 25,169,704$ 18,782,992$ 8,485,362$ 360,810$ 258,770$ 256,575$ Total Assigned / Committed / Restricted:29,738,181$ 24,716,300$ 15,073,066$ 6,825,037$ 6,579,861$ 6,753,530$ Unassigned:19,307,218 23,419,354 25,651,185 25,123,962 23,100,429 24,576,632 General Fund Ending Fund Balance 49,045,399$ 48,135,654$ 40,724,250$ 31,948,999$ 29,680,291$ 31,330,162$ General Fund Assigned, Committed & Restricted Fund Balance 130 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Property Taxes Property Taxes 29,421,531$ 29,796,656$ 31,754,702$ 32,862,685$ 34,764,019$ 35,459,299$ Other City Taxes Gas/Electric Excise Tax 489,408 441,082 421,007 400,794 401,692 409,726 Mobile Home Tax 39,283 37,803 37,774 37,800 37,770 38,525 Hotel/Motel Tax 1,057,386 1,078,762 1,136,712 1,136,260 1,251,720 1,251,720 Utility Franchise Tax 901,690 874,235 939,387 895,000 939,400 939,400 Licenses And Permits General Use Permits 99,658 80,171 104,220 80,180 100,840 100,840 Food & Liq Licenses 120,434 92,738 111,438 92,740 111,440 111,440 Professional License 18,704 18,700 12,015 18,710 12,020 12,020 Franchise Fees - 733,644 685,659 692,140 512,750 512,750 Const Per & Ins Fees 1,537,002 2,102,624 2,578,024 1,639,240 1,777,650 1,777,650 Misc Lic & Permits 30,103 28,174 29,723 28,840 28,450 28,450 Use Of Money And Property Interest Revenues 298,894 221,825 307,260 220,827 302,956 302,956 Rents 462,939 418,473 463,696 435,480 435,200 435,200 Royalties & Commiss 38,394 49,537 41,998 30,030 36,360 36,360 Intergovernmental Fed Intergovnt Rev 355,630 29,257 9,216 26,579 8,077 8,077 Property Tax Credits 681,435 1,191,442 908,715 928,217 1,006,442 1,006,442 State 28E Agreements 1,330,770 1,385,095 1,421,950 1,385,100 1,421,950 1,421,950 Operating Grants 84,126 84,197 95,389 81,850 82,690 82,690 Disaster Assistance 25,621 56,507 - - - - Other State Grants 204,298 225,855 226,121 217,264 208,542 208,542 Local 28E Agreements 837,180 831,106 919,402 863,060 1,009,115 1,009,115 Charges For Fees And Services Building & Devlpmt 404,629 579,755 649,237 382,400 371,120 371,120 Police Services 226,621 112,112 143,562 37,237 56,530 56,530 Animal Care Services 9,945 10,399 11,545 10,400 11,540 11,540 Fire Services 11,404 9,244 10,370 8,660 10,370 10,370 Transit Fees 2,320 2,975 - 2,980 900 900 Culture & Recreation 741,912 761,363 780,147 820,454 790,848 790,848 Misc Charges For Svc 63,037 67,463 70,369 64,798 67,450 67,450 Water Charges 5,511 5,075 5,275 5,000 5,280 5,280 Refuse Charges 77 255 275 260 270 270 Parking Charges 44,040 58,679 26,359 42,000 26,000 26,000 Miscellaneous Code Enforcement 322,537 253,174 238,295 253,180 222,633 222,633 Parking Fines 365,522 351,205 356,796 351,210 356,800 356,800 Library Fines & Fees 166,785 155,519 154,425 155,520 154,420 154,420 Contrib & Donations 345,690 256,427 430,857 377,972 369,620 369,620 Printed Materials 45,320 48,668 42,022 48,400 41,900 41,900 Animal Adoption 12,912 14,190 12,015 14,190 12,020 12,020 Misc Merchandise 27,913 24,560 29,655 28,670 29,370 29,370 Intra-City Charges 2,758,448 3,092,916 3,770,049 4,224,884 4,275,635 4,339,770 Other Misc Revenue 401,023 405,571 449,718 480,016 518,745 518,745 Special Assessments 604 1,615 1,087 1,000 1,090 1,090 Other Financial Sources Sale Of Assets 1,383,359 2,088,104 915,899 2,150,053 703,393 703,393 Loans 1,379,475 590,698 848,663 1,008,700 673,905 673,905 Total Revenues 46,753,570$ 48,667,850$ 51,151,026$ 52,540,780$ 53,148,922$ 53,917,126$ General Fund Revenues by Type 131 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected City Council City Council 97,273$ 107,734$ 110,152$ 113,859$ 120,391$ 123,365$ City Clerk City Clerk 518,724 524,930 500,977 617,503 533,577 589,151 City Attorney City Attorney 690,901 681,567 733,337 762,815 780,796 803,765 City Manager City Manager 584,585 574,679 535,636 768,915 834,590 856,842 Communications Office 439,963 801,431 821,876 851,400 816,965 832,855 Human Resources 453,730 440,974 463,221 558,191 552,440 567,323 Human Rights 326,945 337,132 328,151 398,529 449,740 461,105 Economic Development - - - 1,161,237 1,594,532 1,627,943 Finance Finance Adminstration 1,757,721 1,465,382 1,483,352 2,299,771 2,059,080 2,099,116 Accounting 710,865 734,456 754,564 837,517 807,260 830,274 Purchasing 327,709 349,584 360,939 370,733 368,006 378,757 Revenue 955,506 1,049,036 1,056,373 1,096,536 1,110,699 1,139,881 Police Police Administration 776,957 896,463 964,554 1,074,145 567,733 582,222 Police Support Services 1,715,223 1,731,296 1,905,662 2,265,579 3,120,815 3,209,214 Police Field Operations 9,897,442 9,816,064 10,244,411 10,487,300 10,731,348 11,001,752 Fire Fire Administration 734,520 779,473 858,673 1,036,756 955,799 979,479 Fire Emergency Operations 6,453,712 6,378,418 6,509,977 6,770,090 6,892,235 7,095,117 Fire Prevention 243,664 184,893 205,405 216,559 236,869 243,277 Fire Training 166,875 143,239 142,810 185,837 177,848 182,630 Parks and Recreation Park and Rec Admin 1,233,412 973,167 1,080,451 1,190,843 1,177,541 1,207,825 Recreation 2,888,434 2,901,427 3,116,291 3,180,525 3,268,764 3,276,242 Park Maintenance 3,186,281 3,128,619 3,274,743 3,568,306 4,008,638 3,925,680 Cemetery Operations 320,760 321,068 341,356 365,677 371,175 381,553 Library Library Operations 5,731,114 5,898,965 6,084,171 6,361,542 6,471,398 6,654,502 Library Foundation Office 177,663 184,069 185,254 200,017 200,535 206,551 Senior Center Senior Center 834,813 823,992 899,254 1,010,055 974,355 997,061 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 454,015 392,036 490,486 586,768 719,341 507,904 Neighborhood Services 4,289,283 3,916,469 2,929,117 4,626,927 3,309,383 3,353,534 Economic Development 931,813 906,962 994,263 - - - Development Services 1,283,196 1,399,363 1,660,328 1,675,275 1,795,824 1,830,173 Public Works Public Works Administration 295,082 290,733 314,751 332,466 398,073 409,165 Engineering Services 842,488 1,051,967 1,443,174 2,060,900 2,156,110 2,187,058 Transportation Services Administration - 13,008 619,664 861,737 597,562 603,125 Total Expenditures:49,320,669$ 49,198,596$ 51,413,370$ 57,894,310$ 58,159,421$ 59,144,441$ General Fund Expenditures by Department and Division 132 CITY COUNCIL The City has seven (7) Council members, who serve staggered, four-year terms. Four Council members are "at-large" and are nominated by all voters and elected by all voters. Although the three "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd-numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The Council appoints the City Manager, City Attorney, and City Clerk. The City Manager serves as the Chief Administrative Officer of the City. Staffing: FY2017 FY2018 FY2019 Total FTE’s 7.00 7.00 7.00 Financial Highlights: Service expenditures include the City’s dues for the Iowa League of Cities, Iowa Metro Coalition, the Iowa City Area Chamber of Commerce, and the National League of Cities. New in fiscal year 2018 was the US Conference of Mayors membership at $5,500, and the Mayors Innovation Project membership at $2,000 was added in fiscal year 2019. Also, travel and training expenditures increased approximately $3,000 in fiscal year 2019. 133 Activity: City Council (110100)Fund: General (1000) Division: City Council Department: City Council 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 97,273$ 107,734$ 110,148$ 113,859$ 120,391$ 123,365$ Other Financial Sources Sale Of Assets - - 4 - - - Total Revenues 97,273$ 107,734$ 110,152$ 113,859$ 120,391$ 123,365$ Expenditures: Personnel 54,515$ 54,754$ 54,697$ 56,733$ 56,616$ 58,314$ Services 40,682 49,431 49,017 53,445 60,116 61,318 Supplies 2,076 3,549 6,439 3,681 3,659 3,732 Total Expenditures 97,273$ 107,734$ 110,152$ 113,859$ 120,391$ 123,365$ Personnel Services - FTE 2015 2016 2017 2018 2019 City Council 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 Activity Summary 134 CITY CLERK The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes and posts public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver photo ID’s, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. In addition, the Clerk's office provides service to Boards and Commissions by announcing and publishing vacancies; monitoring applications and appointments; notifying applicants and updating the City website of members. The office provides staff support to the Community Police Review Board (CPRB), which was formed based on a community initiative and established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing community views on the policies, practices and procedures of the Iowa City Police Department. HIGHLIGHTS Recent Accomplishments: • Conversion of microfilm for City projects • (1976-1984) meeting folders indexed, including OCR’ing and organizing records for quicker retrieval • Created on-line taxicab complaint form • Switched to cloud-based Cemetery software for immediate access to updates for the public • Completion of all deeded body entries Upcoming Challenges: • Agenda Management software purchase • Ongoing updates for the older sections of Oakland Cemetery; issuance of electronic deeds • Reorganizing & creating on-line forms for public assembly/parade/Ped mall use permits. 135 Staffing: FY2017 FY2018 FY2019 Total FTE’s 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures decreased due to the biennial City Council election in fiscal year 2018. The fiscal year 2018 budget also includes funds for the purchase of new Agenda Management software at $9,500; annual software maintenance/service expenditures begin in fiscal year 2019. 136 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Ordinances & Resolutions Received and Finalized (with attached documents e.g. Contracts) 584 408 485 444 390 Hours Processing Initiatives and Referendum Petitions New Measure 238 N/A N/A N/A Legal Publications Published New Measure 489 433 502 518 Notice to Bidders Posted New Measure New Measure New Measure New Measure 12 Council Meeting and Information Packets Distributed New Measure 111 116 113 115 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Number of Licenses and Permits Processed New Measure 772 769 579 918 Board & Commission Applications Processed New Measure 64 102 61 80 Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation GOALS, OBJECTIVES, and PERFORMANCE MEASURES Provide support to the City Council, City staff, and individuals to implement strategic plan. Assist in dissemination of City Code information and in enforcement; Accept subdivision applications; liquor licenses; taxicab licenses; entertainment venues; special exceptions; cigarette permit; solid waste container permits. 137 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Number of Committees/ Commissions Meetings Staffed (Diversity; Charter Review; Community Police Review Board; Senior Services) New Measure 20 53 19 12 Number of Council folders converted from microfilm New Measure New Measure 102 293 N/A Number of Images converted from microlfim - Council folders New Measure New Measure 26,082 93,791 94,480 Number of Images Electronically Archived (JC Recorder and Project Files) New Measure 14,005 3,449 2,898 11,760 Number of Board and Commission Meeting Packets Archived New Measure 173 201 149 165 Enhance Community Engagement and Intergovernmental Relations Provide support to the City Council, City staff, and individuals to Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.); and ad hoc committees. Archive documents as required by state code and City policy. 138 Activity: City Clerk (120100)Fund: General (1000) Division: City Clerk Department: City Clerk 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 472,060$ 482,322$ 468,459$ 574,648$ 499,598$ 555,042$ Licenses And Permits Professional License 16,044 16,195 9,630 16,200 9,630 9,630 Miscellaneous Code Enforcement 3,233 5,775 5,850 5,780 5,850 5,850 Other Misc Revenue 12,972 14,545 12,016 14,550 12,020 12,020 Printed Materials 52 25 20 - - - Total Revenues 504,361$ 518,862$ 495,975$ 611,178$ 527,098$ 582,542$ Expenditures: Personnel 418,089$ 420,689$ 395,110$ 446,316$ 410,304$ 422,613$ Services 82,973 96,382 98,838 145,074 112,739 155,794 Supplies 3,299 1,791 2,027 10,288 4,055 4,136 Capital Outlay - - 9,500 - - Total Expenditures 504,361$ 518,862$ 495,975$ 611,178$ 527,098$ 582,542$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 License Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Capital Outlay 2018 2019 Agenda Management Software 9,500$ -$ Total Capital Outlay 9,500$ -$ Activity: Community Police Review Board (120200)Fund: General (1000) Division: City Clerk Department: City Clerk 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 14,363$ 6,068$ 5,003$ 6,325$ 6,479$ 6,609$ Total Revenues 14,363$ 6,068$ 5,003$ 6,325$ 6,479$ 6,609$ Expenditures: Personnel -$ -$ 93$ -$ -$ -$ Services 14,363 6,068 4,909 6,325 6,479 6,609 Total Expenditures 14,363$ 6,068$ 5,003$ 6,325$ 6,479$ 6,609$ Activity Summary Activity Summary 139 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: FY2017 FY2018 FY2019 Total FTE’s 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget Financial Highlights: The fiscal year 2019 personnel expenditures is an increase of $20,661 or 2.89% for the estimated salary and benefit costs over fiscal year 2018. 140 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Ordinances & Resolutions Approved (with attached documents e.g. Contracts) 584 408 485 444 390 Public Meetings of City Council, Boards and Commissions Staffed by City Attorney’s Office New Measure 90 113 91 89 Cases in State and Federal Courts and Administrative Agencies New Measure 51 44 29 31 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Prosecution of Simple Misdemeanors 462 366 326 256 166 Municipal Infraction Cases New Measure 32 47 68 89 Housing Authority Hearings New Measure 50 43 31 19 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Number of Closings 24 27 21 18 10 Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. Foster Healthy Neighborhoods throughout the City 141 Activity: City Attorney (130100)Fund: General (1000) Division: City Attorney Department: City Attorney 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 599,334$ 617,404$ 691,072$ 691,793$ 737,160$ 759,498$ Miscellaneous Code Enforcement 858 775 770 780 770 770 Intra-City Charges 89,409 62,190 40,677 69,052 42,046 42,677 Other Misc Revenue 1,145 1,005 817 1,000 820 820 Printed Materials 150 193 - 190 - - Other Financial Sources Sale Of Assets 5 - - - - Total Revenues 690,896$ 681,567$ 733,337$ 762,815$ 780,796$ 803,765$ Expenditures: Personnel 647,802$ 644,271$ 687,684$ 714,570$ 735,231$ 757,288$ Services 32,214 29,533 33,424 36,652 35,675 36,389 Supplies 10,885 7,763 12,229 11,593 9,890 10,088 Total Expenditures 690,901$ 681,567$ 733,337$ 762,815$ 780,796$ 803,765$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 1.50 1.50 1.50 1.50 City Attorney 0.60 1.00 1.00 1.00 1.00 First Asst City Attorney 1.00 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.50 5.50 5.50 5.50 Activity Summary 142 CITY MANAGER The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City’s operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City’s residents, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City’s day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of City departments and advises the City Council on matters relating to planning, development, and municipal operations. The City Manager implements policy decisions of the City Council and enforces City ordinances through the management of the City’s operating departments and the administration of the City’s personnel system. The City Manager prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting policy and program recommendations to the City Council. There are five operating divisions within the City Manager’s Office: City Manager, Communications Office, Human Resources, Human Rights, and Economic Development. Staffing: FY2017 FY2018 FY2019 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures include $50,000 for the first year of a three-year collaboration with the University of Iowa’s Big Splash event, as well as $20,000 for public art and a wayfinding concept plan along the Iowa River. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. Also, a $3,000 increase in the budget for Independence Day fireworks is included. 143 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Permit Processed 151 129 122 116 135 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: United Way and Iowa City Area Development Group (ICAD) Functions Attended CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 69 67 46 51 62 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Affordable and workforce housing units created CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 New Measure New Measure 12 3 5 Encourage the development of affordable and workforce housing units. 15% of residential units in City-incented projects devoted to affordable housing. Enhance Community Engagement and Intergovernmental Relations Enhance community relations to encourage cooperative projects to help improve residents’ lives in the community. Engage with local community and economic development organizations to develop collaborative relationships to coordinate service delivery and foster economic development. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Encourage a Vibrant and Walkable Urban Core Support the cultural and economic vibrancy of the City while allowing citizens to use City-owned property. Process public assembly, parade, use of City Plaza, and ambulatory vendor permits in a manner that supports the cultural and economic vibrancy of the downtown and near downtown areas while protecting public safety. Foster Healthy Neighborhoods throughout the City 144 Activity: City Manager (210100)Fund: General (1000) Division: City Manager Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 584,071$ 574,179$ 535,357$ 768,415$ 834,310$ 856,562$ Miscellaneous Other Misc Revenue 514 500 280 500 280 280 Total Revenues 584,585$ 574,679$ 535,636$ 768,915$ 834,590$ 856,842$ Expenditures: Personnel 491,640$ 485,703$ 444,207$ 548,473$ 555,995$ 572,675$ Services 91,316 87,549 83,966 215,217 275,518 281,028 Supplies 1,629 1,427 7,463 5,225 3,077 3,139 Total Expenditures 584,585$ 574,679$ 535,636$ 768,915$ 834,590$ 856,842$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Analyst 1.00 1.00 - - - Assistant To The City Manager - - 1.00 1.00 1.00 Asst City Manager 1.00 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Activity Summary 145 COMMUNICATIONS OFFICE Communications Office The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media coverage, informational efforts and promotional campaigns, maintains the City website and intranet, manages social media, and works closely with Cable staff to create and share video content for television, online and social media. The team coordinates with City staff to share and advise on policies and procedures, publicizes city and community events, actively participates in local events to engage with the public and provide information about the City while also supporting customer service functions throughout the organization. The Communications Office also provides creative services, as well as direction and support, to other City departments, and staffs the front lobby information desk, which serves as the customer service hub of City Hall. Cable TV Administration Cable TV Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for subscribers to the local cable company, monitors the public access service contract compliance, and supports other local cable access television channels. Administration also serves as staff for the Iowa City Telecommunications Commission (ICTC) and conducts special projects such as research or community surveys. Administration monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. Cable staff produces local government and community video programming including public meetings and presentations, regularly featuring the Iowa City City Council and the Iowa City Foreign Relations Council; balanced political programming such as League of Women Voters and other NGO forums; informational programming such as City departmental and community organizational profiles, services, projects, or activities, including a wide variety of local musical performances sponsored by City and non-profit entities; as well as providing weekly and monthly news features that provide information about Iowa City events and initiatives. The Cable Office also schedules programming on City Channel 4, operates InfoVision channel 5, an interactive service providing local video programming on demand, and manages Channel 4's web presence, which includes live and archived streaming video. Cable TV Reserves Cable TV’s annual budget includes transfers to an equipment replacement reserve that are used to purchase equipment and supplies, including computer hardware and software. 146 HIGHLIGHTS The Cable TV office merged into the Communications Office three years ago, which has allowed the Communications Office to have primary oversight of City-produced news, streamlining our news coordination efforts and reducing overlap and expenses. Cable TV operations were previously accounted for in an Enterprise Fund but were transferred to the General Fund in fiscal year 2016. Recent Accomplishments Upcoming Challenges • Grown social media following to improve public engagement • Updated City’s social media policy • Implemented ArchiveSocial software for public record retention • Adopted a content strategy to coordinate news releases and visuals • Added a part-time Creative Communications Assistant for professional imagery • Created a news media-only email list to provide video and interview sound for local news outlets • Created a Communications Plan to improve communication quality, providing guidelines and training • Working with Police to build social media platforms for improved public relations; including Twitter • Completed PDF web accessibility training and continuing to work with the UI Web Accessibility Coordinator • Creating comprehensive marketing plans for improved public awareness • Completed a minor web development upgrade for improved visuals and backend editor tools • Cable staff won two awards for its City news and features programs as part of the Best of the Midwest Video Festival • Began providing City Channel 4 programming messages to e- subscribers • Increased video content for social media • Website reorganization to improve usability and ensuring department and division web content is updated, accurate and relevant • Updating online forms for improved accessibility • Creating a photo archive and retrieval system • Improving communications with underrepresented groups in Iowa City • Agenda management software installation to improve City Council agenda packet process for City Clerk’s Office • Compile an ADA compliance report for the City • Provide website ADA compliance training for City staff who serve as web editors and content creators • Keeping up with staff requests for content and updates • Improving internal communications for better awareness and coordinated planning between divisions and departments • Intranet redesign and follow-up • Increasing video contributions from Cable for promoting and informing residents about important City information. • Improving the usability and features of the City Channel 4 website in order to make programming more accessible to the public. 147 Staffing: FY2017 FY2018 FY2019 Total FTE’s 7.50 6.00 6.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Supplies expenditures in the Communications Office decreased by 26.22% due to the one-time expenditure for Intranet redesign of $31,000 budgeted in fiscal year 2018. 148 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Social media growth and digital outreach growth using e-subscription service FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Twitter (followers) 574 2,742 4,557 6,268 7,578 Facebook (Likes) 520 1,191 2,414 3,415 4,733 Instagram (followers)New Measure New Measure New Measure 704* 1,228 Media release activity 813 826 769 1,400 1,593 E-subscriptions New measure New measure 6,883 12,625 15,132 Video Programming FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Programming promoting urban core activities and organizations 42 54 53 90 114 Programming promoting general City initiatives, projects, and public input 160 150 176 181 219 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Utilize social media, website, video messaging and media outreach to provide access to a wide audience. Note: Includes full-length and short programs, public service announcements, & program segments * As of 09/02/2016 Enhance Community Engagement and Intergovernmental Relations Increase opportunities for public engagement and education. 149 Activity: Communications Office (210200)Fund: General (1000) Division: Communications Office Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 439,926$ 379,836$ 367,055$ 404,602$ 378,302$ 388,547$ Miscellaneous Misc Merchandise - - 1,373 - 1,370 1,370 Total Revenues 439,926$ 379,836$ 368,428$ 404,602$ 379,672$ 389,917$ Expenditures: Personnel 271,318$ 278,314$ 261,313$ 257,007$ 265,171$ 273,126$ Services 88,781 17,629 26,244 31,137 28,578 29,150 Supplies 13,608 81,083 57,028 116,458 85,923 87,641 Capital Outlay 66,219 2,810 23,844 - - - Total Expenditures 439,926$ 379,836$ 368,428$ 404,602$ 379,672$ 389,917$ Personnel Services - FTE 2015 2016 2017 2018 2019 Communications Assistant 1.00 1.00 1.00 - - Communications Coordinator 1.00 1.00 1.00 1.00 1.00 Digital Communications Spec 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 2.00 2.00 Activity Summary 150 Activity: Cable Administration (210251)Fund: General Fund (1000) Division: Communications Office Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Franchise Fees -$ 733,644$ 685,659$ 692,140$ 512,750$ 512,750$ Use Of Money And Property Interest Revenues - (3,970) - - - - Miscellaneous Contrib & Donations - 1 - - - - Other Misc Revenue - 54 242 - 200 200 Other Financial Sources Sale Of Assets - 699 171 - - - Total Revenues -$ 730,428$ 686,073$ 692,140$ 512,950$ 512,950$ Expenditures: Personnel -$ 347,667$ 381,005$ 361,924$ 372,910$ 384,097$ Services 37 38,818 42,385 39,557 42,821 43,677 Supplies - 9,898 4,502 7,647 5,062 5,163 Total Expenditures 37$ 396,383$ 427,891$ 409,128$ 420,793$ 432,938$ Personnel Services - FTE 2015 2016 2017 2018 2019 Clerical Assistant - Cable T.V. - 0.50 0.50 - - Communications Tech - Cable - 1.00 1.00 1.00 1.00 Media Production Service Coordinator - 1.00 1.00 1.00 1.00 Production Asst - Cable T.V. - 1.00 1.00 1.00 1.00 Special Projects Asst - Cable - 1.00 1.00 1.00 1.00 Total Personnel - 4.50 4.50 4.00 4.00 Activity: Cable Reserves (210257)Fund: Cable Replacement Reserves (1007) Division: Communications Office Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Transfer In: Transfer-In from Cable Operations -$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ Total Transfer In -$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ Expenditures: Capital Outlay -$ 25,212$ 25,557$ 37,670$ 16,500$ 10,000$ Total Expenditures -$ 25,212$ 25,557$ 37,670$ 16,500$ 10,000$ Capital Outlay 2018 2019 Video Production Equipment 37,670$ 10,000$ ITS Data Storage Backup - 6,500 Total Capital Outlay 37,670$ 16,500$ Activity Summary Activity Summary 151 HUMAN RESOURCES The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other customers, consistent with appropriate best practices and legal requirements. The Human Resources Division strives to provide quality, comprehensive Human Resources services to the City of Iowa City and its employees in the areas of: • Employee and labor relations for approximately 1,000 City employees, both permanent and temporary • Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions • Civil Service compliance per Chapter 400 of the Code of Iowa • Comprehensive benefits administration for approximately 600 permanent employees • Internal and external recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies • Personnel policy development and administration • Administration of applicable state and federal employment laws HIGHLIGHTS Recent Accomplishments: • Completed promotional testing certifying promotional lists for the ranks of Police Captain, Police Lieutenant and Police Sergeant in compliance with Chapter 400 of the Code of Iowa • Completed promotional testing, certifying lists for the ranks of Fire Deputy Chief, Fire Battalion Chief, Fire Captain and Fire Lieutenant in compliance with Chapter 400 of the Code of Iowa • Completed race and ethnicity resurvey of employees due to updated EEO reporting guidelines • Completion of three racial equity toolkit reviews focused on hiring and recruitment practices • Launched mandatory online training program for permanent City staff • Completely revised Human Resources Division webpages • Reviewed and updated Personnel Policies • Implemented federal drug and alcohol testing program compliance monitoring procedures • Provided leadership and oversight for active Employee Wellness Committee offering a variety of programming including educational programs, service projects, staff events, wellness incentives, charitable giving campaigns, and publishing a staff cookbook. 152 Upcoming Challenges: • Coordinate and lead employee health insurance committee • Conduct entry-level police officer recruitment and testing in compliance with Chapter 400 of the Code of Iowa Staffing: FY2017 FY2018 FY2019 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget in fiscal year 2019 is lower than fiscal year 2018 by $11,939 or 7.67%. This is due to lower consultant fees as there are no police and fire promotional assessment centers anticipated for fiscal year 2019. 153 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number of Internal Hires 26 25 40 29 24 Number of External Hires 105 98 83 90 106 Positions posted but not filled 9 13 7 3 1 Averages FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Days to Fill Vacant Position 43.65 44.18 56.34 70.29 70.34 Advertising Expense per External Hire $240.62 $68.14 $119.41 $89.46 $151.84 Applicants per Hire 9.97 8.32 12.54 22.61 18.97 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 City Employee Turnover Rate 5.19% 7.01% 7.24% 6.47% 5.76% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. To employ effective and efficient recruitment practices in a cost-effective manner. Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. FY17 also excludes Council appointees and Police Chief recruitment which was outsourced to a consulting firm. 154 Activity: Human Resources (210300)Fund: General (1000) Division: Human Resources Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 440,842$ 434,643$ 456,962$ 558,001$ 546,041$ 560,924$ Charges For Fees And Services Misc Charges For Svc 200 190 100 190 100 100 Intra-City Charges 12,653 6,129 5,477 - 5,619 5,619 Other Misc Revenue 35 8 683 - 680 680 Other Financial Sources Sale Of Assets - 4 - - - - Total Revenues 453,730$ 440,974$ 463,221$ 558,191$ 552,440$ 567,323$ Expenditures: Personnel 317,036$ 329,330$ 350,505$ 369,930$ 383,503$ 395,008$ Services 106,390 85,151 92,041 155,586 143,647 146,520 Supplies 30,304 26,493 20,676 32,675 25,290 25,796 Total Expenditures 453,730$ 440,974$ 463,221$ 558,191$ 552,440$ 567,323$ Personnel Services - FTE 2015 2016 2017 2018 2019 Human Resources Administrator 1.00 1.00 1.00 1.00 1.00 Human Resources Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Generalist 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Activity Summary 155 HUMAN RIGHTS The Human Rights Office receives, investigates and makes decisions on complaints alleging unlawful discrimination and enforces the anti-discrimination laws for the City. The Office also provides trainings and presentations on unlawful discrimination to the community and organizations on areas and characteristics covered under the Human Rights Ordinance. The Office collaborates with community groups in the planning and coordinating of events to educate on civil and human rights. The office prepares specialized materials including pamphlets, brochures and advertisements on unlawful discrimination for outreach and education. Staff of the office create yearly specialized reports and publish the annual report of the Human Rights Commission. Both staff persons are licensed attorneys and attend continuing legal education courses throughout the year to remain knowledgeable on relevant laws. The equity branch of the office coordinates with City departments to assist in efforts to eliminate racial inequities. Staff works closely with other City departments to eliminate structural racism and other barriers that create racial disparities in City programs and services with the end purpose of improving outcomes for all. Other responsibilities include publishing an annual report on racial equity, serving as liaison for the City Manager’s Roundtables, updating the quarterly Social Justice and Racial Equity report, and enforcing the EEO Contract Compliance program. More recently, this branch began managing the social justice and racial equity grant for the City Council. HIGHLIGHTS Recent Accomplishments: • First convener of Advancing Racial Equity: The Role of Government – Iowa. • Surveyed over 950 Housing Choice Voucher holders on Fair Housing Choice. • Stay Connected. Community members can sign up to receive equity and human rights news and events straight in their inbox from the City. Upcoming Challenges: • Community engagement for all and by all. Staffing: Year FY2017 FY2018 FY2019 Total FTE’s 2.00 2.00 2.00 156 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 services expenditure budget is higher by $29,501 or 81.17% due to a an increase of $50,000 for the City Council’s Social Justice & Racial Equity Grant program and a $30,000 reduction for agency partnerships. These have included but are not limited to the following organizations Government Alliance on Race and Equity, Iowa City Pride, One Iowa, Johnson County Disproportionate Minority Contact Committee and the Central Midwest Higher Education Recruitment Consortium (HERC). The fiscal year 2019 supplies expenditure budget increased by $15,060 or 257.88% primarily due to an increase in Food and Beverage expenditures for strategic planning meetings and community outreach meetings of $6,660, a $2,000 increase for promotional materials, and a $4,000 increase for office furniture. 157 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Number of complaints resolved within a year from the date filed. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Complaints Filed New Measure New Measure New Measure 43 35  Resolved Complaints New Measure New Measure New Measure 18 31  Percentage of Complaints Resolved New Measure New Measure New Measure 41.86%88.57% Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number of Outreach Efforts New Measure New Measure New Measure 25 47  Provide information on unlawful discrimination, and the functions of the department to the community, organizations, businesses, and other entities for outreach. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Investigate and resolve complaints alleging unlawful discrimination in a timely manner.(Complaints filed in one fiscal year may be closed in the next fiscal year which may create a distorted difference in numbers between those opened and closed.) Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community To address problem of discrimination through education, outreach, and enforcement. To address the problem of discrimination through education, outreach, and enforcement. 158 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Survey the racial demographics of individuals serving on boards/commissionon an annual basis. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number of persons of color serving on boards/commissions New Measure New Measure New Measure New Measure 12  Increase the racial diversity of the applicant pool for City Boards and Commissions. Advance Social Justice and Racial Equity Social & Cultural Diversity - Celebrate and respect diversity and represent diverse perspectives in community decision-making To foster inclusiveness and assist in making the City more inclusive for all. 159 Activity: Human Rights (210400)Fund: General (1000) Division: Human Rights Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 320,765$ 331,893$ 314,526$ 396,529$ 436,170$ 447,535$ Licenses And Permits Misc Lic & Permits 180 180 60 - - - Special Events 2,800 3,752 5,050 1,000 5,050 5,050 Contrib & Donations - 100 - - - - Other Misc Revenue 3,200 1,207 8,515 1,000 8,520 8,520 Total Revenues 326,945$ 337,132$ 328,151$ 398,529$ 449,740$ 461,105$ Expenditures: Personnel 210,661$ 215,437$ 224,352$ 230,300$ 236,950$ 244,059$ Services 108,008 116,850 95,635 162,389 191,890 195,728 Supplies 8,276 4,845 8,164 5,840 20,900 21,318 Total Expenditures 326,945$ 337,132$ 328,151$ 398,529$ 449,740$ 461,105$ Personnel Services - FTE 2015 2016 2017 2018 2019 Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00 Human Rights Investigator 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 160 ECONOMIC DEVELOPMENT The Economic Development Division is charged with helping to grow the community, increasing the property tax base, and attracting new jobs. The division serves as a resource for businesses operating in or considering operating in Iowa City. The Economic Development Division is the municipal office to contact for business assistance in City of Iowa City. A division of the City Manager’s Office, they provide access to information and to individuals throughout the City organization and assist in pursuing new and expanding business endeavors. Working in cooperation with other City departments, the Iowa City Area Development Group and other local promotional organizations, the Economic Development Division assists developers and site selection consultants with specific commercial, office, and industrial development projects. This assistance ranges from helping businesses understand local regulations to determining available local public financial assistance. The Economic Development Division acts as a municipal resource for the business community. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Continued TIF Policy review process refining requirements for sustainability, historic preservation, building heights, affordable housing, and social justice • Assisted in getting projects to development agreement stage o Augusta Place o Hieronymus Square • Cohosted Building Business Basics class with Neighborhood Services at Kirkwood Community College • Restarted visits to Iowa City’s Large Employers • Foster Road Urban Renewal Plan • Forestview Urban Renewal Plan • Green Business Recognition program • Continue planning for future development in Riverfront Crossings district • Continue working with prospective infill developers • Establish commercial tax abatement areas to spur investment Staffing: FY2017 FY2018 FY2019 Total FTE’s 1.00 1.00 1.00 161 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget increased by 42.37% or $429,289 in fiscal year 2019 primarily due to the addition of a $500,000 contribution to the Englert Theater capital campaign. The fiscal year 2018 revised budget includes $100,000 for Workforce housing tax credit support, which is not included in the fiscal year 2019 budget. In fiscal year 2019, the service expenditures also include $50,000 for the building change program. The Community Development Assistance line (448020) includes funding for the following organizations: $550,000 Englert Theater $500,000 capital campaign and $50,000 operating 284,180 Convention and Visitors Bureau hotel motel tax pass through 60,000 City of Literature 25,000 Film Scene 25,000 Entrepreneurial Development Center 20,000 Riverside Theater 20,000 Mission Creek Festival $984,180 Total 162 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value 66,008,360 68,277,450 77,078,890 77,791,044 80,615,536 Base Value 20,432,178 20,432,178 20,791,196 14,155,795 15,265,935 percent increase 223.1%234.2%270.7%449.5%428.1% City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value 47,161,650 55,429,540 63,115,750 66,070,595 67,554,890 Base Value 15,361,532 15,361,532 16,030,276 13,768,996 13,678,036 percent increase 207.0%260.8%293.7%379.9%393.9% SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value (SSMID portion)68,235,470 76,424,244 75,886,590 94,437,040 93,981,420 Base Value (SSMID portion)50,047,502 50,047,502 49,688,484 56,323,885 55,213,745 percent increase 36.3%52.7%52.7%67.7%70.2% SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value (SSMID portion)56,179,810 60,349,050 60,383,690 64,980,952 73,502,510 Base Value (SSMID portion)42,023,548 42,023,548 41,354,804 43,616,084 43,707,044 percent increase 33.7%43.6%46.0%49.0%68.2% City-University Urban Renewal Area (Totals from Above Areas) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value 237,585,290 260,480,284 276,464,920 303,279,631 315,654,356 Base Value 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760 percent increase 85.8%103.7%116.2%137.2%146.9% City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value 118,148,120 125,973,470 126,218,820 135,096,620 153,746,284 Base Value 117,071,480 117,071,480 117,071,480 115,451,970 115,451,970 percent increase 0.9%7.6%7.8%17.0%33.2% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Build tax base in effort to continue to reduce the City's property Work with public and private sectors to facilitate economic development opportunities 163 Towncrest Urban Renewal Area Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value 32,847,880 33,896,500 35,452,760 37,419,862 38,725,378 Base Value 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010 percent increase 0.9%4.1%8.9%15.0%19.0% Urban Renewal Areas FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New New Measure New Measure 0 0 0 Amended New Measure New Measure 5 0 3 Total Urban Renewal Areas New Measure New Measure 12 12 12 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Employment Rate 64.90%64.40%63.50%65.00% info not yet  Unemployment Rate 5.10%5.40%4.60%4.70% available  FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Locally-owned bank deposits x1000 *1,919,518$ 2,023,241$ 2,170,365$ 2,288,820$ info not avail. yet  # Projects assisted that grow the Local Foods economy New Measure New Measure 1 1 2 Support ICAD in efforts to do targeted industry development $100,000 $100,000 $100,000 $100,000 $173,392  Promote a Strong and Resilient Local Economy Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Build stronger relations with business owners throughout the community Develop programs aimed to enhance small business development and retention with a focus on diverse communities identify ways to market and grow the local foods economy. *credit unions not included Build Employment Opportunities 164 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Development Projects with sustainability features 0 0 4 0 1 Provide financial incentives to encourage infill and redevelopment 0 0 4 0 1 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Assist Historic Preservation projects including exisitng building financial assistance 6 0 2 0 1  City assisted Affordable Housing Units measured by # units New Measure New Measure 15 5*18 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Develop programs to enhance small business New Measure New Measure New Measure New Measure 1 Work with private sectors to include environmental sustainability measures in City-assisted projects Promote Environmental Sustainability Collaborate with community partners on sustainability efforts Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding Encourage a Vibrant and Walkable Urban Core Historic Preservation - Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources Support historic preservation efforts. Encourage diverse housing types and price point for variety of income levels. Work with public and private sectors to promote historic preservation where appropriate 165 Activity: Economic Development (210510)Fund: General (1000) Division: Economic Development * Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 666,785$ 628,165$ 708,002$ 351,002$ 1,300,352$ 1,333,763$ Other City Taxes Hotel/Motel Tax 264,346 269,691 284,178 269,690 284,180 284,180 Use Of Money And Property Rents - - - 10,000 10,000 10,000 Miscellaneous Contrib & Donations - - 1,310 - - - Other Misc Revenue - - 773 - - - Other Financial Sources Sale Of Assets - - - 530,545 - - Transfer In - Govt Activities 682 9,106 - - - - Total Revenues & Transfer In 931,813$ 906,962$ 994,263$ 1,161,237$ 1,594,532$ 1,627,943$ Expenditures: Personnel 255,463$ 135,109$ 142,230$ 147,815$ 151,991$ 156,551$ Services 675,616 771,305 849,703 1,013,079 1,442,368 1,471,215 Supplies 734 548 2,330 343 173 176 Total Expenditures 931,813$ 906,962$ 994,263$ 1,161,237$ 1,594,532$ 1,627,943$ Personnel Services - FTE 2015 2016 2017 2018 2019 Economic Development Administrator - 1.00 - - - Economic Development Coord 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 2.00 1.00 1.00 1.00 * Activity prior to fiscal year 2018 reported under Neighborhood and Development Sevices Department Activity Summary 166 FINANCE ADMINISTRATION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. The division’s budget is organized into five activities: Administration, Tort Liability, Non- Operational Administration, Disaster Assistance, and the Emergency Fund. Administration Administration monitors financial trends and provides analysis of budget to actual data and three-year financial projections. Staff provides oversight of long and short-term investment portfolios, cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and workers compensation insurance specifications. Administration coordinates annual health and dental insurance renewals. Administration prepares the annual budget, three year financial plan, and five year capital improvement program and subsequent amendments thereof. Tort Liability Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa the legal authority with which to levy “a tax to pay the premium costs on tort liability insurance, property insurance, and any other insurance that may be necessary in the operation of the city, the costs of a self-insurance program, the costs of a local government risk pool and amounts payable under any self-insurance program, or local government risk pool.” The Tort Liability cost center accounts for General Fund’s contribution to the Risk Management Loss Reserve; general liability, fire and casualty and workers compensation premium costs. The account is administered by the Finance Department’s Revenue and Risk Manager. Non-Operational Administration The Non-Operational Administration cost center facilities financial transactions which are non- operational in nature. Employee Benefits Levy: State code requires that a separate fund be established to account for revenue from the Employee Benefits Levy. Monies are then transferred into Non-Op Admin to cover General Fund’s share of Employee Benefit costs levied. Utility Franchise Tax: A one percent (1%) utility franchise tax is levied by the City on gas and electric bills. These funds are used for a variety of purposes as determined by the City Council. Community Event and Program Funding: The City’s Community Events and Programming budget has financially supported groups that have requested funding for various community events. This funding was moved to the City Manager’s budget in fiscal year 2018. Contingency: The General Fund budgets a contingency of 1% of expenditures. 167 Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in floods and natural disasters. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Emergency Fund This reserve fund was created in fiscal year 2014 to hold excess fund reserves for the following purposes: to provide natural or other disaster response or mitigation funding/interim loans, to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes, to avoid any defaults from the payment of long term or bonded debts, for any other financial emergencies declared by the City Council. HIGHLIGHTS • Maintained the City’s Aaa bond rating from Moody’s Investors Service • The City’s Fiscal Year 2018 budget document earned the GFOA Distinguished Budget Presentation Award Recent Accomplishments: Upcoming Challenges: • Bid Municipal Bond Advisory services and switched consultants • Completed PCI Compliance Policy • Completed racial equity tool kit for three financial policies • Updated Bond Disclosure and Post- Issuance Compliance policies • Implement internal audit program • Continue to assess impact of 2013 property tax reform legislation • Continue to address changes in municipal bond oversight by SEC • Implement racial equity tool kit recommendations • Implement PCI Compliance training city-wide Staffing: FY2017 FY2018 FY2019 Total FTE’s 4.15 3.15 3.90 Staffing Level Change Summary: Finance Administration is adding a .75 FTE permanent part-time Internal Auditor/Budget Analyst position. 168 Service Level Change Summary: Finance Administration will fully implement an internal audit program in fiscal year 2019. Financial Highlights: The fiscal year 2019 supplies expenditures include funds for Whitebirch financial projection software. Capital outlay expenditures decreased by $45,576 from fiscal year 2018 to fiscal year 2019 due to the final implementation of the Kronos timekeeping software and no funds being appropriated for time clock purchases. The service expenditure budget in the Non-Operational Admin activity was reduced by $20,000 for the removal of the United Way disaster assistances funding. 169 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Moody’s Aaa Bond Rating (maintained)Yes Yes Yes Yes Yes Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Budget Award Yes Yes Yes Yes Yes Earn the GFOA Distinguished Budget Presentation Award. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Maintain the City’s Overall Sustainable Financial Health. Maintain the City’s Aaa Bond Rating. Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. 170 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quarterly Return on Investment FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 First Quarter 0.45% 0.47% 0.43% 0.48% 0.57% Second Quarter 0.46% 0.54% 0.46% 0.46% 0.60% Third Quarter 0.46% 0.39% 0.40% 0.51% 0.78% Fourth Quarter 0.46% 0.38% 0.44% 0.54% 0.81% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 First Quarter 0.10% 0.10% 0.07% 0.11% 0.40% Second Quarter 0.13% 0.08% 0.07% 0.17% 0.46% Third Quarter 0.14% 0.08% 0.14% 0.25% 0.53% Fourth Quarter 0.14% 0.07% 0.11% 0.33% 0.69% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 First Quarter 0.35% 0.37% 0.36% 0.38% 0.16% Second Quarter 0.33% 0.46% 0.39% 0.30% 0.14% Third Quarter 0.32% 0.31% 0.26% 0.25% 0.25% Fourth Quarter 0.32% 0.31% 0.33% 0.21% 0.12% Maintain a Solid Financial Foundation The City of Iowa City’s investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City’s investment activities is the preservation of capital and the protection of investment principal. In investing public funds, the City’s cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio’s rate of return. 171 Activity: Finance Adminstration (310100)Fund: General (1000) Division: Finance Adminstration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes 24,793,505$ 25,115,848$ 26,764,698$ 27,698,534$ 29,300,952$ 29,886,971$ Other City Taxes Gas/Electric Excise Tax 412,412 371,780 354,838 337,787 338,559 345,330 Mobile Home Tax 33,103 31,864 31,837 31,860 31,840 32,477 Licenses And Permits Food & Liq Licenses 117,789 92,468 111,228 92,470 111,230 111,230 General Use Permits 79,735 59,905 81,540 59,910 81,540 81,540 Use Of Money And Property Interest Revenues 258,522 186,157 265,960 186,160 265,960 265,960 Intergovernmental Property Tax Credits 587,921 1,005,588 767,199 783,526 849,568 849,568 Miscellaneous Code Enforcement 269,758 231,981 215,873 231,980 200,210 200,210 Intra-City Charges 2,656,295 2,747,355 3,139,449 3,432,160 3,425,469 3,476,851 Other Misc Revenue 68 639 17 - - - Parking Fines 365,522 351,205 356,796 351,210 356,800 356,800 Printed Materials - - 5 - - - Other Financial Sources Sale Of Assets 22,216 5,975 106,467 - - - Transfer In - Bus Type Funds 18,727 18,914 19,292 19,582 20,072 20,473 Total Revenues & Transfer In 29,615,573$ 30,219,679$ 32,215,200$ 33,225,179$ 34,982,200$ 35,627,410$ Expenditures: Personnel 376,427$ 345,046$ 290,036$ 377,782$ 374,899$ 386,146$ Services 33,079 45,423 48,878 56,386 56,912 58,050 Supplies 1,504 3,078 1,996 1,983 17,125 17,468 Capital Outlay 14,613 - 14,424 45,576 - - Total Expenditures 425,623$ 393,547$ 355,334$ 481,727$ 448,936$ 461,664$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Budget Management Analyst 2.00 2.00 2.00 - - Budget & Compliance Officer - - - 1.00 1.00 Internal Auditor/Budget Analyst - - - - 0.75 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 3.15 3.15 3.15 2.15 2.90 Capital Outlay 2018 2019 Kronos Timeclocks 45,576$ -$ Total Capital Outlay 45,576$ -$ Activity Summary 172 Activity: Tort Liability (310630)Fund: General (1000) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 894,414$ 899,325$ 959,519$ 993,006$ 1,050,484$ 1,071,494$ Other City Taxes Gas/Electric Excise Tax 14,881 13,315 12,723 12,129 12,140 12,383 Mobile Home Tax 1,194 1,141 1,142 1,140 1,140 1,163 Intergovernmental Property Tax Credits 18,073 35,708 27,212 27,963 30,165 30,165 Miscellaneous Intra-City Charges - 5,509 18,480 - 19,151 19,151 Total Revenues 928,562$ 954,998$ 1,019,076$ 1,034,238$ 1,113,080$ 1,134,355$ Expenditures: Personnel 118,260$ 121,796$ 133,034$ 136,972$ 140,601$ 144,819$ Services 825,923 839,115 885,533 868,856 896,147 914,070 Supplies 5,239 5,383 5,537 5,546 5,646 5,759 Total Expenditures 949,422$ 966,294$ 1,024,105$ 1,011,374$ 1,042,394$ 1,064,648$ Personnel Services - FTE 2015 2016 2017 2018 2019 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity: Non-Operational Admin (310710)Fund: General (1000) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes 2,907,321$ 2,936,145$ -$ -$ -$ -$ Other City Taxes Gas/Electric Excise Tax 48,369 43,593 - - - - Mobile Home Tax 3,883 3,546 - - - - Hotel/Motel Tax - - - 57,500 - - Utility Franchise Tax 293,049 284,126 305,966 290,875 420,970 420,970 Use Of Money And Property Rents 6,000 6,000 6,300 6,000 6,900 6,900 Intergovernmental Property Tax Credits 58,746 116,911 - - - - Miscellaneous Code Enforcement 9,230 - - - - - Misc Merchandise 14 2 - - - - Other Misc Revenue - 2,475 - - - - Transfer-In - Employee Benefits 8,536,094 8,987,501 9,096,921 9,955,739 10,492,696 10,702,550 Total Revenues & Transfer In 11,862,706$ 12,380,299$ 9,409,187$ 10,310,114$ 10,920,566$ 11,130,420$ Expenditures: Services 86,949$ 104,502$ 102,714$ 22,670$ 2,750$ 2,805$ Supplies - 1,039 1,200 - - - General Fund Contingency - - - 534,000 565,000 570,000 Total Expenditures 86,949$ 105,541$ 103,914$ 556,670$ 567,750$ 572,805$ Activity Summary Activity Summary 173 Activity: Disaster Assistance (310720/310730)Fund: General (1000) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 102,539$ -$ -$ -$ -$ -$ Intergovernmental Fed Intergovnt Revenue 170,331 - - - - - Disaster Assistance 22,857 54,062 - - - - Total Revenues 295,727$ 54,062$ -$ -$ -$ -$ Expenditures: Personnel 12,590$ -$ -$ -$ -$ -$ Services 283,137 - - - - - Total Expenditures 295,727$ -$ -$ -$ -$ -$ Activity: Emergency Fund (310712)Fund: General (1010) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ -$ -$ -$ Total Revenues -$ -$ -$ -$ -$ -$ Expenditures: Capital Outlay -$ -$ -$ 250,000$ -$ -$ Total Expenditures -$ -$ -$ 250,000$ -$ -$ Activity Summary Activity Summary 174 ACCOUNTING The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, and processes and distributes payroll for all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns, receives unmodified opinions on the City’s annual audited financial statements and compliance with requirements described in 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. HIGHLIGHTS Recent Accomplishments: • The City’s Comprehensive Annual Financial Report (CAFR) for FY2016 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 32nd consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Upcoming Challenges: • Implementation of the City’s new time and attendance software across all City departments • Complete RFP for auditing services • Implementation of a Grant Management Policy. Staffing: FY2017 FY2018 FY2019 Total FTE’s 7.60 7.60 7.00 Staffing Level Change Summary: In fiscal year 2019, a .60 FTE Grant Accountant position will be eliminated. 175 Service Level Change Summary: For the fiscal year 2019, Accounting will begin performing accounting services for the Joint Emergency Communications Center (JECC) for Johnson County. Financial Highlights: The supplies expenditures for fiscal year 2019 increased by $9,849 or 345.46% due to requests for office furniture and additional budgeted funds for supplies related to the JECC accounting services. 176 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Target CAFR Certificate Yes Yes Yes Yes Yes Audited Financial Statements FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Target Auditor's Opinion on Financial Statements Unmodified Unmodified Unmodified Unmodified Unmodified Internal Control Deficiencies FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Target Significant Deficiencies 0 0 0 0 0 Material Weaknesses 1 0 0 0 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 W-2s Delivered Electronically New Measure New Measure New Measure 404 610 Percentage of W-2s Delivered Electronically New Measure New Measure New Measure 34.27%51.26% Electronic Payments New Measure New Measure New Measure 783 2080 Percentage of Payments Made Electronically New Measure New Measure New Measure 3.86%9.73% Increase the number of transactions conducted electronically GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Accurate and timely financial reporting. Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting, receive an Unqualified/Unmodified opinion on Financial Statements from External Auditors and not have any significant deficiencies or material weaknesses in internal control Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options 177 Activity: Accounting (310200)Fund: General (1000) Division: Accounting Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 686,544$ 725,389$ 746,324$ 831,517$ 769,900$ 792,185$ Use Of Money And Property Interest Revenues 271 17 - - - - Intergovernmental Fed Intergovnt Revenue 13,977 - - - - - Disaster Assistance 1,469 - - - - - Local 28E Agreements - - - - 29,150 29,879 Miscellaneous Intra-City Charges 91 - - - - - Other Misc Revenue 7,909 7,347 7,152 5,000 7,120 7,120 Printed Materials - 2 - - - - Special Assessments 604 1,615 1,087 1,000 1,090 1,090 Other Financial Sources Sale Of Assets - 86 - - - - Total Revenues 710,865$ 734,456$ 754,564$ 837,517$ 807,260$ 830,274$ Expenditures: Personnel 607,095$ 645,237$ 657,740$ 728,012$ 686,877$ 707,483$ Services 100,653 86,635 95,560 106,654 107,683 109,837 Supplies 3,117 2,584 1,263 2,851 12,700 12,954 Total Expenditures 710,865$ 734,456$ 754,564$ 837,517$ 807,260$ 830,274$ Personnel Services - FTE 2015 2016 2017 2018 2019 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Accountant - Payroll 1.00 1.00 - - - Sr Accountant - Payroll - - 1.00 1.00 1.00 Assistant Controller 1.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 1.00 Grant Accountant - 0.60 0.60 0.60 - Sr Accountant - Accounting 2.00 2.00 2.00 2.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.00 7.60 7.60 7.60 7.00 Activity Summary 178 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 Recent Accomplishments: • Developed and issued 135 Solicitations including Request for Bids, Request for Proposals, and Request for Quotes. • Issued Request for Proposals for a Comprehensive Master Plan for the Park System, a Bookmobile, a Bicycle Master Plan, the Development of Concept Plans and Recommendations for the Implementation of a Form Based Code for Neighborhoods, and a Climate Action Plan. • Administered over 199 City purchase contracts. • Sold over $244,000 in surplus equipment and vehicles. Upcoming Challenges: • Implementing the new Prohibited Interested Policy 179 Staffing: FY2017 FY2018 FY2019 Total FTE’s 3.50 3.50 3.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year services expenditures decreased $10,891 or 27.76% primarily due to the City’s auction site, GovDeals, taking commission directly from sales rather than billing separately. 180 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quantity of Solicitations and Dollar Value FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Request for Proposals 11 22 22 28 28 Request for Bids, Request for Quotes, & Cooperatives 36 64 63 54 107 Other (Purchase Agreements, Sole Source Purchases, Contract Renewals, Emergency Purchases, & Assisted Purchases) 46 66 49 95 64 Dollar Value of Procurements* (in millions)$4.2 $3.7 $3.7 $5.9 $12.6 Request for Bids, Request for Quotes, and Cooperative Agreements FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimated Cost Savings (rounded to the nearest thousand)$200,000 $204,000 $122,000 $286,000 $245,000 Request for Bids, Request for Proposals, and Request for Quotes FY 2013 FY 2014** FY 2015 FY 2016 FY 2017 Average Number of Bids, Proposals and Quotes Received (excluding cooperative agreements) New Measure 2.8 3 3.7 3.5 **Quantities from April 2014 through July 2014 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation To provide quality service to City departments, protect the City’s legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of fair and open competition. Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. *amount does not include all City-Wide Contract Procurements 181 Activity: Purchasing (310300)Fund: General (1000) Division: Purchasing Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 302,206$ 310,357$ 331,725$ 352,733$ 344,706$ 355,457$ Miscellaneous Other Misc Revenue 4,848 6,717 8,302 5,000 8,300 8,300 Other Commissions 20,655 32,476 20,912 13,000 15,000 15,000 Other Financial Sources Sale Of Assets - 34 - - - - Total Revenues 327,709$ 349,584$ 360,939$ 370,733$ 368,006$ 378,757$ Expenditures: Personnel 294,538$ 302,707$ 320,477$ 330,857$ 339,052$ 349,224$ Services 31,672 46,666 39,907 39,226 28,335 28,902 Supplies 1,499 211 555 650 619 631 Total Expenditures 327,709$ 349,584$ 360,939$ 370,733$ 368,006$ 378,757$ Personnel Services - FTE 2015 2016 2017 2018 2019 Buyer I - Purchasing 0.94 0.94 1.00 1.00 1.00 Buyer II 1.00 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 1.00 Purchasing Clerk 0.50 0.50 0.50 0.50 0.50 Total Personnel 3.44 3.44 3.50 3.50 3.50 Activity Summary 182 REVENUE The Revenue Division is responsible for the customer service, billing, and collection procedures for 25,634 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The division strives to provide excellent customer service and timely and accurate billings to City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and accurately record all customer receipts. HIGHLIGHTS Recent Accomplishments: • Completed Utility Billing Policies • Implemented new utility bill print vendor • Completed Racial Equity Tool Kit Upcoming Challenges: • Create electronic service order flow in Munis • Implement PCI Compliance policy and training • Implement Racial Equity Toolkit recommendations Staffing: FY2017 FY2018 FY2019 Total FTE’s 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The supplies expenditures for fiscal year 2019 increased by $4,062 or 57.95% due to the addition of new receipt printers and scanners for the cashiers. 183 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Active Accounts*26,510 26,894 24,630* 25,133 25,634 Total Calls 24,228 23,081 27,473 25,635 24,532 Service Level**86.40% 87.28% 76.58% 74.45% 78.54% Web Start/Stop Service FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Customer Transactions****4,372 4,495 5,262 6,061 4,215 % Change 3.06% 2.81% 17.06% 15.18% -30.46% Payment Method FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Receipt Transactions * 307,770 302,970 316,340 339,348 339,171 Web Transactions **90,700 97,891 98,271 88,236 98,921 IVR Transactions ***New Measure New Measure New Measure 2,469 4,767 % Web Transactions of Total Transactions 29.47% 32.31% 31.06% 26.00% 29.17% Change in Web Transactions (%) 8.22% 7.93% 0.39% -10.21% 12.11% % IVR Transcations of Total Transactions New Measure New Measure New Measure 0.73% 1.41% Change in IVR Transactions (%)New Measure New Measure New Measure New Measure 93.07% **** Note, Munis Web Start/Stop implemented January 2016 *Note, increase in receipts in FY16 partly due to Munis generating multiple receipts for one payment, if multiple bills are paid. **Note, new 3rd party online payment software installed March 2015. ***Note, IVR system installed Sept 2015 GOALS, OBJECTIVES, and PERFORMANCE MEASURES **percent of calls answered within 20 seconds *Note, single purpose meter accounts were combined with the primary account w/the Munis conversion resulting in less active accounts. Enhance Community Engagement and Intergovernmental Improve customer service through expanded payment/service request options. Increase the number of transactions conducted online and by Intelligent Voice Recognition system 184 Activity: Revenue (310400)Fund: General (1000) Division: Revenue Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 947,639$ 1,043,756$ 1,051,135$ 1,091,536$ 1,105,119$ 1,134,301$ Charges For Fees And Services Water Charges 5,511 5,075 5,275 5,000 5,280 5,280 Miscellaneous Misc Merchandise 1,942 129 - - - - Other Misc Revenue 414 58 (38) - 300 300 Other Financial Sources Sale Of Assets - 18 - - - - Total Revenues 955,506$ 1,049,036$ 1,056,373$ 1,096,536$ 1,110,699$ 1,139,881$ Expenditures: Personnel 638,409$ 643,925$ 660,125$ 661,703$ 696,820$ 717,724$ Services 310,698 398,538 390,637 427,823 402,807 410,863 Supplies 6,399 6,573 5,610 7,010 11,072 11,293 Total Expenditures 955,506$ 1,049,036$ 1,056,373$ 1,096,536$ 1,110,699$ 1,139,881$ Personnel Services - FTE 2015 2016 2017 2018 2019 Cashier - Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 5.00 4.00 4.00 4.00 Utility Billing Coordinator - - 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 7.88 7.88 Activity Summary 185 POLICE ADMINISTRATION The Police Administration oversees the Department’s two operating divisions, Support Services and Field Operations. Support Services activities: • Records • Property & Evidence • Training & Accreditation • Crime Prevention • Planning & Research • Animal Services • Community Relations • Computer Operations • Station Masters • Community Outreach • School Crossing Guards Field Operations activities: • Patrol • Investigations • CSOs HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • A new Police Chief was hired in FY2017, starting employment on January 21, 2017. • Emphasis was placed on addressing disproportionality in traffic contacts as shown in data from the St. Ambrose University study. • The department received its sixth (Meritorious status) successful inspection from the Commission on Accreditation for Law Enforcement Agencies (CALEA®) • Address an increase in violent crime while enhancing community outreach to build trust and legitimacy. • Continue to evaluate staffing levels, areas of responsibility, community policing and crime reduction through appropriate performance measures. • Develop a robust intelligence system so officers are making arrests on crimes that make a difference and enhance community safety. Staffing: FY2017 FY2018 FY2019 Total FTE’s 6.00 6.00 2.00 186 Staffing Level Change Summary: A change in the organization chart was made in fiscal year 2019 to appropriately manage staff assignment and budget. The Police Administration division will be reduced from 6.00 FTE to 2.00 FTE and will now consist of the Police Chief and the Administrative Coordinator (2.00 FTE). The budget for the Police Captain-Support, Police Sergeant-CALEA/Training, Computer Systems Analyst, and CSO-Community Outreach will move to the Support Services Division. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 personnel expenditures decreased by $522,581 or 62.51% due to the shift of four FTE to the Support Services division. Additionally, services expenditures increased by $18,410 or 8.14% due to increased fees for the St. Ambrose Traffic Stop Study and increased expenditures for training registrations. 187 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain compliance of CALEA accreditation CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent manslaughter, forcible rape, robbery, and aggravated assault) CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Iowa City 185 228 213 194 197 Average of Comparable Cities in Iowa*339 282***300 286 268 Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and motor vehicle theft) CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Iowa City 1,842 1,850 1,756 1,923 1,551 Average of Comparable Cities in Iowa*2,932**2,838***2,515 2,501 2,428 Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Overall feeling of safety N/A N/A N/A N/A 76% Safe in neighborhood 95%N/A N/A N/A 96% Safe downtown/commercial area 85%N/A N/A N/A 92% Police 88%N/A N/A N/A 77% Crime Prevention 67%N/A N/A N/A 61% *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 ***CY 2013 does not include Waterloo GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Commit to excellence in leadership, resource management, service-delivery and improving our city and neighborhoods. Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. **Average does not include Dubuque because FBI determined that the agency’s data were over- reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo 188 Activity: Police Administration (410100)Fund: General (1000) Division: Police Administration Department: Police 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 776,939$ 895,436$ 960,662$ 1,074,145$ 567,733$ 582,222$ Miscellaneous Other Misc Revenue 18 1,027 3,818 - - - Other Financial Sources Sale Of Assets - - 75 - - - Total Revenues 776,957$ 896,463$ 964,554$ 1,074,145$ 567,733$ 582,222$ Expenditures: Personnel 690,710$ 717,847$ 688,306$ 835,999$ 313,418$ 322,821$ Services 74,658 166,979 267,519 226,288 244,698 249,592 Supplies 11,589 11,637 8,730 11,858 9,617 9,809 Total Expenditures 776,957$ 896,463$ 964,554$ 1,074,145$ 567,733$ 582,222$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 1.00 1.00 - - - Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 - CSO/Community Outreach - - 1.00 1.00 - Police Administrative Coordinator - - 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 1.00 Police Sergeant 1.00 1.00 1.00 1.00 - Total Personnel 5.00 5.00 6.00 6.00 2.00 Activity Summary 189 SUPPORT SERVICES The Support Services Division supports or provides services to Field Operations. The division is commanded by a Captain and is organized into the following activities: • Support Administration is responsible for the management and oversight of the Support Services division. • Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System. • Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities. • Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. Monitor general orders to ensure they comply with accreditation standards. • Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. This Sergeant is also responsible for dealing with releasing information to the public and news media. • Animal Services operates as a public safety/enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. • Systems Analyst is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day-to-day support of all police computer hardware and software, both in the station and mobile applications. • Station Masters are responsible for staffing the Police Department’s front desk on a 24 hour basis. They answer incoming phone calls from the public, release impounded vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department. • Community Outreach works to establish and maintain relationships within the community which foster positive communication and interactions between the police department and the public. They engage in dialogue with under-represented groups within the community to improving those relationships and educate community members on police procedures. The unit consists of Community Relations Officer, Neighborhood Response Officer, Downtown Liaison Officer and Community Outreach Assistant. • School Crossing Guards staff assigned locations where children cross busy roadways on their way to school. 190 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Enhanced community outreach by creating innovative programs involving all members of the police department, including police chaplains and animal services. • This division led the charge in our 6th CALEA reaccreditation process, designating us as Meritorious status • Trained all staff in disparities in policing and its effects on the community • Evaluate space needs and workflow to enhance safety and efficiency in our work place. Changes may include remodel of certain areas of the police building. • Thorough evaluation of workload, crime rates and response times to ensure we are operating with maximum efficiency. • Animal Services needs additional staff to provide an acceptable level of service. Staffing: FY2017 FY2018 FY2019 Total FTE’s 19.00 19.00 26.00 Staffing Level Change Summary: A change in the fiscal year 2019 budget organization is being done to more accurately reflect assignment and responsibility: • Police Captain-Support, Police Sergeant-CALEA/Training, Computer Systems Analyst, and CSO-Community Outreach (4.00 FTE) moved from Police Administration division to Police Support division. • The Property Room staff: Community Service Officer - Evidence and Community Service Officer – Property Room (2.00 FTE) moved from Police Field Operations division to Police Support division. The fiscal year 2019 Support Services budget includes the addition of one Police Officer (1.0 FTE). This Police Officer will be assigned to the Community Outreach Unit to address needs in the Neighborhood Response and Downtown Liaison position during the evening hours. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. 191 Financial Highlights: The fiscal year 2019 personnel expenditures increased $898,955 or 52.9% due to the reorganization of staff from the Police Administration and Police Field Operations divisions, and also due to the addition of one new Police Officer position. 192 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Community Outreach Events*New Measure New Measure New Measure 635 1,259 Community Presentations*New Measure New Measure New Measure New Measure 222 Public Education Efforts on Rights* New Measure New Measure New Measure 48 14 Community Partnerships Events*New Measure New Measure New Measure 251 426 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhance Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Enhance community relations and promote minority recruitment. The Department will continue to participate in the Citizen's Police Academy, Coffee with a Cop, National Night Out, Juneteenth Celebration and other programs and events. Additionally, an increase in neighborhood foot patrols and officers getting out of their patrol vehicles to engage the community and build relationships through non-enforcement interactions is specifically designed to promote a positive connection between the Department and the community. The Department hopes the minority community will also gain a better understanding of a police officer’s job. Develop programs designed to promote interaction between community members and officers. In this non-adversarial environment officers and minority community members will be able to interact and open up lines of communication. A better understanding of the job will also enhance recruitment of minority citizens. * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid-2015, making it difficult to compare data from the previous year. 193 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Pets Micro-chipped 1,150 980 911 850 1,195 Licensed Pets 3,834 2,811 4,272 3,718 3,752 Community Survey results of percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Animal Control*75%N/A N/A N/A 79% *Community Survey conducted during FY 2013 and FY 2017 Increase the number of pets that are licensed and/or implanted with a microchip. Pets with microchips and/or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Increase the efficiency in which lost pets and owners are reunited. 194 Activity: Police Support Services (410200)Fund: General (1000) Division: Police Support Services Department: Police 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,351,222$ 1,334,834$ 1,485,879$ 1,854,680$ 2,674,098$ 2,762,497$ Licenses And Permits Misc Lic & Permits 24,053 24,849 26,063 24,850 26,060 26,060 Intergovernmental Operating Grants - - 1,000 - - - Local 28E Agreements 234,105 217,404 225,209 227,370 238,369 238,369 Charges For Fees And Services Animal Care Services 9,945 10,400 11,545 10,400 11,540 11,540 Misc Charges For Svc 3,085 4,375 3,550 4,380 3,550 3,550 Miscellaneous Animal Adoption 12,912 14,190 12,015 14,190 12,020 12,020 Code Enforcement 1,510 444 293 440 290 290 Contrib & Donations 1,759 18,292 54,861 52,010 71,350 71,350 Misc Merchandise 6,786 9,147 9,294 9,150 9,290 9,290 Other Misc Revenue 39,506 59,593 47,727 35,359 47,587 47,587 Printed Materials 28,934 32,754 26,661 32,750 26,660 26,660 Other Financial Sources Sale Of Assets 1,406 5,014 1,566 - - - Total Revenues 1,715,223$ 1,731,296$ 1,905,662$ 2,265,579$ 3,120,815$ 3,209,214$ Expenditures: Personnel 1,395,757$ 1,382,667$ 1,427,901$ 1,699,328$ 2,598,283$ 2,676,231$ Services 238,290 249,209 337,699 401,382 393,234 401,099 Supplies 81,176 99,420 117,325 122,524 129,298 131,884 Capital Outlay - - 22,738 42,345 - - Total Expenditures 1,715,223$ 1,731,296$ 1,905,662$ 2,265,579$ 3,120,815$ 3,209,214$ Personnel Services - FTE 2015 2016 2017 2018 2019 Animal Care Technician 2.00 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00 Comm Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00 Comm Serv Officer - Community Outreach - - - - 1.00 Comm Serv Officer - Evidence - - - - 1.00 Comm Serv Officer - Property Room - - - - 1.00 Computer Syst Analyst - Police - - - - 1.00 Police Captain - - - - 1.00 Police Officer 3.00 3.00 3.00 3.00 4.00 Police Records Clerk 2.00 2.00 - - - Police Records Technician - - 4.00 4.00 4.00 Police Sergeant 1.00 1.00 1.00 1.00 2.00 Records Supervisor 1.00 1.00 - - - Sr Police Records Clerk 2.00 2.00 - - - Total Personnel 20.00 20.00 19.00 19.00 26.00 Capital Outlay 2018 2019 Animal Control Truck 42,345$ -$ Total Capital Outlay 42,345$ -$ Activity Summary 195 FIELD OPERATIONS The Police Department’s Field Operations Division is organized into two sections: Patrol and Investigations. The division is commanded by a Captain. • Patrol: The Patrol section is the largest section in the department and is responsible for handling calls for service from the public in addition to handling special assignments and self-initiated activities. Officers are responsible for the protection of life and property, and help maintain peace, order, and safety for all. The patrol section is divided 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 two canine units, bicycle officers, Community Service Officers, a Special Response Team (SRT), a Crisis Negotiation Team (CNT) and provides Crime Scene Technicians (CST) for the processing of crime scenes and Technical Accident Investigators (TI) to investigate vehicle crashes. • Investigations: The Investigations section is responsible for the investigation of criminal activity beyond that which is conducted by the patrol section. The Investigations section is headed by a Lieutenant and a Sergeant. The Investigations section has investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, and a Street Crimes Unit, in addition to general crime investigators. • Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution of a defendant and requires that the government indict (charge) the property used or derived from the crime along with the defendant. The money or items that are forfeited can only be used by law enforcement for law enforcement equipment or law enforcement related activities. The money or items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by State of Iowa Code chapter 809 in addition to federal guidelines. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Hired minority officers to better reflect the racial diversity of the community • Began classes for officers in Crisis Intervention Training. Approx. 62% trained thus far • Patrol officers serve as support for community outreach unit • We continue to evaluate and measure staffing levels in patrol and investigations • Officers need seamless access to intelligence information 196 Staffing: FY2017 FY2018 FY2019 Total FTE’s 80.00 80.00 79.00 Staffing Level Change Summary: A change in the fiscal year 2019 budget organization is being done to more accurately reflect assignment and responsibility: • The Property Room staff: Community Service Officer - Evidence Custodian and Community Service Officer – Property Room (2.00 FTE) moved from the Police Field Operations division to the Police Support division. The fiscal year 2019 budget includes the addition of one Police Officer (1.0 FTE). Additionally, the budget includes the promotion of one police officer to sergeant and the movement of that position to the Street Crimes Action Team (SCAT) from Patrol. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 capital outlay budget includes $40,000 for SRT helmets/communication devices, $50,000 for Downtown Pedestrian Mall security cameras, and $284,500 for the replacement of seven patrol cars, the replacement of one unmarked car, and the replacement of one CSO vehicle. 197 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 OWI Arrests 476 598 559 621 703 Traffic Stops 11,981 13,040 13,637 12,578 12,696 Traffic Accidents and Average Damage CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Accidents*2,047 2,429 2,374 2,427 2,563 Average Damage, Reportable Accident*$3,276 $4,800 $4,770 $4,795 $5,152 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Bar Checks Performed 1,365 1,362 1,343 1,316 696 Compliance Checks 273 341 165 36 0 Response Time: Loud Party Complaints (in minutes) CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Call to Dispatch 9:03 7:04 7:44 4:57 5:36 Dispatch to On Scene 4:01 4:09 4:38 3:44 4:20 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Traffic crash reduction. Address the impact of underage drinking on downtown and near downtown neighborhoods. Increase OWI and traffic enforcement. Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls. * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents; reportable accidents include those causing personal injury or property damage over $1,000. 198 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total # of Charges 5,393 5,965 5,865 5,270 5,466 Total # of Charges - White 3,861 4,192 3,845 3,508 3,706 Total # of Charges - Black 1,426 1,658 1,913 1,623 1,616 Total # of Charges - Asian 66 79 80 100 111 Total # of Charges - Am. Indian 10 9 7 17 6 Total # of Charges - Unknown 30 27 20 21 27 The Police Department strives to provide services to members of the community in a manner which is fair and equitable. This includes the manner in which it enforces the law and makes arrests. The Department will reduce its disproportionality in arrests through officer education and training, in conjunction with supervisory coaching and monitoring. Identify and implement an achievable goal to reduce disproportionality in arrests. Advance Social Justice and Racial Equity 199 Activity: Police Field Operations (410300)Fund: General (1000) Division: Police Field Operations Department: Police 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 8,786,128$ 8,868,672$ 9,219,920$ 9,668,090$ 9,862,884$ 10,133,288$ Other City Taxes Hotel/Motel Tax 502,258 512,412 539,938 512,410 539,940 539,940 Use Of Money And Property Interest Revenues 107 700 302 - 100 100 Intergovernmental Fed Intergovnt Rev 130,575 29,257 26,969 26,579 26,119 26,119 Local 28E Agreements 10,000 10,000 - - - - Other State Grants 186,715 215,835 194,849 203,114 199,012 199,012 Charges For Fees And Services Fire Services 7,775 5,658 7,370 5,660 7,370 7,370 Police Services 226,620 112,112 143,562 37,237 56,530 56,530 Miscellaneous Code Enforcement 579 459 864 460 863 863 Other Misc Revenue 12,234 9,099 17,796 4,950 9,930 9,930 Contrib & Donations - - 650 - - - Misc Merchandise 583 - - - - - Other Financial Sources Sale Of Assets 33,868 51,860 92,193 28,800 28,600 28,600 Total Revenues 9,897,442$ 9,816,064$ 10,244,411$ 10,487,300$ 10,731,348$ 11,001,752$ Expenditures: Personnel 8,608,002$ 8,746,017$ 9,065,276$ 9,231,647$ 9,486,654$ 9,771,254$ Services 629,805 537,432 548,078 570,161 581,965 593,604 Supplies 199,287 180,359 316,997 198,767 183,229 186,894 Capital Outlay 460,348 352,256 314,060 486,725 479,500 450,000 Total Expenditures 9,897,442$ 9,816,064$ 10,244,411$ 10,487,300$ 10,731,348$ 11,001,752$ Personnel Services - FTE 2015 2016 2017 2018 2019 Comm Serv Officer - Evidence 1.00 1.00 1.00 1.00 - Community Service Officer 4.00 4.00 4.00 4.00 3.00 Police Captain 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 63.00 63.00 Police Sergeant 7.00 7.00 7.00 7.00 8.00 Total Personnel 80.00 80.00 80.00 80.00 79.00 Capital Outlay 2018 2019 Automobiles 341,286$ 284,500$ Downtown Ped Mall Security Cameras (First Half)- 50,000 Vehicle Equipment 5,000 5,000 Other Operating Equipment 140,439 140,000 Total Capital Outlay 486,725$ 479,500$ Activity Summary 200 FIRE ADMINISTRATION The Fire Administration division is under the direction of the fire chief. The fire chief is responsible for all department activities as set out by federal and state laws, and City of Iowa City ordinances. The deputy fire chief is the second in command and is responsible for homeland security initiatives, fire service accreditation, the maintenance and purchase of computer hardware and software, maintenance of buildings and grounds, and other special projects. The three line battalion chiefs have assigned administrative duties to include the health & safety and fitness committees, uniform procurement, annual physicals and immunizations. Fire administration also manages the weather alert sirens and the City of Iowa City Command Post budget. The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both are community driven documents. The Iowa City Fire Department was accredited by the Commission on Fire Accreditation International (CFAI) in August of 2008. The department was reaccredited in 2013 and has positioned itself for reaccreditation in 2018. The maintenance of fire service accreditation requires a commitment to a model of continuous quality improvement. The budget for Fire Administration governs the acquisition, maintenance, and empowerment of all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire Training. The budget includes oversight of fixed facilities as well as the furnishings and resources that enable emergency operations personnel to be fit and ready to respond 24/7. The majority of the Administration budget goes towards routine maintenance and upkeep of the fire stations, the furnishings and equipment for not only routine business but also the equipment and resources related to the Iowa City Fire Department wellness/fitness initiative. HIGHLIGHTS • Two chief officers were each part of a Commission on Fire Accreditation International (CFAI) peer assessor site team to verify and validate a request for accreditation. Benchmarking has assisted the ICFD in meeting its goals for continuous improvement. • Injury reduction continues to be an important part of the department’s improvement process. In 2016, the department realized only 144 lost days due to injury. This is down from 452 days in 2015. There were only 3 OSHA reportable injuries in 2016. • The department has positioned itself once again be a candidate for reaccreditation by the Commission on Fire Accreditation International. A peer review team will visit Iowa City in the spring of 2018 to determine if the department remains credible. 201 Recent Accomplishments: • Developed a five-year strategic plan that will guide the department with future continuous improvement efforts. • A new records management software platform was absorbed into the administrative operations of the department. The program takes the place of both iStation and FireHouse and is the retention program for all department documents. • A solution to an outdated video conferencing system was realized. The department is now using Skype for Business to conduct daily conferences and meetings. This allows resources to remain in their response district. Upcoming Challenges: • The lack of a training center forces crews to conduct hands-on training wherever they can. The situation causes units to move about the city and complicates the task of assuring district coverage. • Training a new accreditation manager will take place in the coming year(s). The movement of multiple staff officers will require a degree of fast pace succession training. • LEED HVAC technologies require ongoing updates which is having a negative impact on the departments budget. Staffing: FY2017 FY2018 FY2019 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year personnel expenditures were up $19,779 or 3.83% for the estimated salary and benefit costs over fiscal year 2018. Fiscal year 2019 capital outlay includes $40,000 for the replacement of two outdoor warning sirens, compared to the $80,000 for four sirens in fiscal year 2018. 202 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 ACR Submitted Yes Yes*Yes Yes Yes Number of reaccreditation report adopted recommendations implemented CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Strategic Recommendations (7)New Measure 1 of 7 2 of 7 4 of 7 5 of 7 Specific Recommendations (9)New Measure 2 of 9 4 of 9 6 of 9 7 of 9 Maintain ISO Class 2 rating CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Rating 2 2 2 2 2  Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Fire*98%N/A N/A N/A 95% *Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. *Reaccredited Year Maintain Insurance Services Office (ISO) Public Protection Classification of 2. 203 Activity: Fire Administration (450100)Fund: General (1000) Division: Fire Administration Department: Fire 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental State 28E Agreements 1,330,770$ 1,385,095$ 1,421,950$ 1,385,100$ 1,421,950$ 1,421,950$ Local 28E Agreements - - 31,874 32,000 32,186 32,186 Miscellaneous Contrib & Donations 200 250 1,000 - - - Other Misc Revenue 80 - - - - - Other Financial Sources Sale Of Assets - - 14 - - - Total Revenues 1,331,050$ 1,385,345$ 1,454,838$ 1,417,100$ 1,454,136$ 1,454,136$ Expenditures: Personnel 472,253$ 479,077$ 500,432$ 516,667$ 536,446$ 552,539$ Services 199,227 218,792 256,592 321,004 294,742 300,637 Supplies 52,830 74,568 70,903 94,585 84,611 86,303 Capital Outlay 10,210 7,036 30,744 104,500 40,000 40,000 Total Expenditures 734,520$ 779,473$ 858,673$ 1,036,756$ 955,799$ 979,479$ Personnel Services - FTE 2015 2016 2017 2018 2019 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Capital Outlay 2018 2019 Weather Alert Siren(s)80,000$ 40,000$ Other Operating Equipment 24,500 - Total Capital Outlay 104,500$ 40,000$ Activity Summary 204 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 mitigate various types of fires. They’re also required to investigate false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires have a greater potential to harm people and property than do other types of emergencies. The department continually looks for ways to decrease response times to all emergencies and to reduce the number and severity of fires. • Emergency Medical Services: All ICFD personnel are certified to at least the Emergency Medical Technician (EMT) level. The department does not transport patients, but rather serves as EMS first responders. The Johnson County Ambulance Service provides ALS care and transport service. Together we provide a tiered EMS response system. • Technical Rescue: Technical rescue incidents are those incidents that require highly specialized knowledge, skills, tools, and techniques to safely mitigate the event. The ICFD provides several technical rescue services: water and ice rescue, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) provides a core group of highly trained technicians that provide team training in addition to regular company and shift level training on the various rescue disciplines. • Hazardous Materials Response: The department continues to be active in haz-mat response and takes a leading role with the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 15 ICFD personnel. The JCHMRT includes up to 30 members who are trained and certified to the Hazmat Technician level. HIGHLIGHTS • The demand for emergency service continues to increase in Iowa City. The ICFD is on track to respond to over 6800 incidents in 2017. That total represents a steady pace from the previous year. The department is currently averaging just over 18 emergency calls for service per day. • As of 10/12/2017, fire personnel have responded to 111 fire emergencies this year, resulting in just over $2.1 million in property damage. The pre-incident value of the affected property is over $10.1 million, resulting in a total saved value of just over $8 million. The largest single fire loss as of this date was estimated at $1 million for a fire that occurred in a commercial occupancy. • The ICFD continues to experience an increasing number of simultaneous emergency calls for service. In calendar year 2016, 30.3% of emergency incidents were overlapping. This 205 is up from 26.8% from 2015 and up from 22.7% from 2014. Overlapping calls for service will negatively affect response reliability when a response vehicle is already committed. Response times to the emergency will be longer because a more distant unit will have to respond to the call. Recent Accomplishments: • Of the 37 building fires in 2016, 17 were confined to the room of origin; 4 were confined to the floor of origin; and 5 were confined to the building of origin. • The department has placed in service an updated command response vehicle that will augment the command structure at larger, higher risk incidents. • The department moved specialty stations to better position the rescue truck in a more central location. This adjustment will aid in reducing the travel times of this specialized apparatus. • The department has engaged in community efforts to uncover solutions to aid citizens that routinely call for assistance. This involvement is in the form of the crisis intervention team as well as meeting monthly with the county multi- disciplinary team. • In response to a state mandate, the department updated its records management system to comply with updated patient care reporting requirements. Upcoming Challenges: • The department increased its call volume at an unprecedented rate in 2016. This call volume has leveled off and appears to remain at this level. Calls for service will again reach near 7000 during 2017. • Cooking fires continue to trend as the city’s leading cause of building fires. • The department continues to see an increase in overlapping calls for service from 26.8% in 2015 to 30.3% in 2016. • Meeting established response time goals is a challenge that will possibly stretch current staffing and capability. Growth and development on the east, southeast and west will soon impact our ability to respond within our benchmark goals. • Station design at fire station 1 is inappropriate for personnel to turnout within the prescribed benchmark goal. Staffing: FY2017 FY2018 FY2019 Total FTE’s 59.00 59.00 59.00 206 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures decreased by 14.73% in fiscal year 2019 primarily due to a decrease in vehicle repair and maintenance charges of $41,757. 207 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Total Calls and Percentage Overlapping CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total Calls 5,173 4,713 5,828 6,016 6,974 Percentage Overlapping 24.9%22.0%22.7%26.8%30.3% Emergent Fire Response (All) Citywide Target CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 % Compliance 90%99%96%100%97%82%* In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 <6:00  EMS Response Citywide Target CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 % Compliance 90%96%96%97%97%86%* In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 <6:00 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Building Fires 42 39 38 56 37 2 6 6 9 10 24 17 19 31 17 2 1 7 5 4 10 13 6 11 5 1 0 0 0 1 62%64%66%71%73% * CY 2016 was the first year outliers were included in data set. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Fires confined to object of origin Fire Control Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. % Compliance Fires confined to room of origin Fires confined to floor of origin Beyond the building of origin Confined to building of origin 208 Activity: Fire Emergency Operations (450200)Fund: General (1000) Division: Fire Emergency Operations Department: Fire 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 5,901,517$ 5,832,099$ 5,949,549$ 6,239,040$ 6,326,785$ 6,529,667$ Other City Taxes Utility Franchise Tax 531,997 515,798 555,446 528,050 555,450 555,450 Charges For Fees And Services Fire Services 3,000 3,300 3,000 3,000 3,000 3,000 Miscellaneous Other Misc Revenue 2,648 936 1,982 - 7,000 7,000 Other Financial Sources Sale Of Assets 14,550 26,285 - - - - Total Revenues 6,453,712$ 6,378,418$ 6,509,977$ 6,770,090$ 6,892,235$ 7,095,117$ Expenditures: Personnel 6,007,284$ 6,061,856$ 6,178,251$ 6,396,644$ 6,543,737$ 6,740,049$ Services 352,499 241,023 222,294 287,551 245,183 250,087 Supplies 86,404 38,144 90,320 85,895 83,315 84,981 Capital Outlay 7,525 37,395 19,112 - 20,000 20,000 Total Expenditures 6,453,712$ 6,378,418$ 6,509,977$ 6,770,090$ 6,892,235$ 7,095,117$ Personnel Services - FTE 2015 2016 2017 2018 2019 Battalion Chief 2.00 2.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 12.00 Firefighter 42.00 42.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 59.00 Capital Outlay 2018 2019 Other Operating Equipment -$ 20,000$ Total Capital Outlay -$ 20,000$ Activity Summary 209 FIRE PREVENTION The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code compliance, plans review, 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, plan reviews, 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 continued growth of the city provides additional challenges and opportunities as the Fire Marshal is the Authority Having Jurisdiction (AHJ) and new businesses and buildings must be inspected and approved by the AHJ before the issuance of an occupancy permit. 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.” This provides an opportunity for residents to ensure that their child safety seats are installed correctly. The “Fired Up About Reading” program, which focuses on getting at-risk school kids to read outside of school, had a very successful first year and is highly sought after by various schools and classes. This program also provided an opportunity for youth and educators to foster positive interactions with public service personnel. 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 on a regular basis. HIGHLIGHTS • As of October 15, 2017, the FPB has conducted 817 fire and life-safety inspections. • As of October 15, 2017, the FPB investigated 146 fire incidents to determine the origin and cause of the fire. As in years past, the kitchen remains the reported area of origin for the majority of fires (46 fires); unattended cooking accounted for the largest number of these fires. 210 Recent Accomplishments: • Fire Prevention Bureau activities now originate from Fire Station 4. In addition to providing more room for personnel to prepare for programs, Fire Station 4 also has dedicated classroom space for public education, fire prevention and public relations activities. • The Fire Prevention Bureau, working with the Operations and Training Divisions, helped support the Youth Emergency Services Camp held at Station 4. The two, 2-day classes provided 60 Junior High and 25 Senior High students an opportunity to learn more about emergency service agencies in a fun and safe environment. • The department continues to examine all services provided and streamline operations whenever possible. Following a risk-based review of inspected occupancies, a revised the inspection schedule was developed to better meet the needs of the community. • The Compliance Engine (TCE) has streamlined the review of fire protection equipment inspection reports and gained compliance with these systems resulting in a 9% decrease if false alarms. Upcoming Challenges: • Continue to identify possible methods to minimize inspection workload against the demands of emergency services and training needs while still meeting the requirements of accreditation. • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal including FIT and Fire Plans Examiner. • Identify programs currently available or new ideas to provide fire and life-safety education to at-risk neighborhoods, and schools. • Develop a long-term plan regarding the configuration and staffing of the fire prevention bureau to handle the increased workload of the division along with succession planning for fire marshal position. • Explore the opportunity for public/private partnerships to help provide programs outside of the funding stream available to the department. Staffing: FY2017 FY2018 FY2019 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. 211 Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures increased by $10,948 or 29.49% primarily due to an increase in vehicle repair and maintenance charges. 212 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public education/fire prevention community contacts and staff hours CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Contacts (200 - Goal)175 241 265 257 249 Staff Hours 806 821 1,117 1,028 996 Average Staff Hours per Contact 4.61 3.41 4.22 4.00 4.00 Fire & life-safety building inspections conducted Type CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Bureau 507 430 520 474 397 Commercial 1,052 818 1,095 977 1,514 University 399 401 429 452 534 Increase presence and condition of smoke alarms encountered in fire incidents to 100% Smoke Alarm Status CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Working 56 28 23 37 24 Not Working 5 3 1 2 3 None Present/Undetermined 18 8 14 17 10 Incidents 79 39 38 56 37 Percent Working 70.9%71.8%60.5%66.0%64.8% Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Fire Prevention*90%N/A N/A N/A 85% *Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. 213 Activity: Fire Prevention (450300)Fund: General (1000) Division: Fire Prevention Department: Fire 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 226,488$ 183,411$ 205,405$ 216,559$ 236,869$ 243,277$ Other Financial Sources Sale Of Assets 17,176 1,482 - - - - Total Revenues 243,664$ 184,893$ 205,405$ 216,559$ 236,869$ 243,277$ Expenditures: Personnel 135,626$ 139,391$ 146,643$ 159,981$ 167,067$ 172,079$ Services 40,169 29,268 38,700 37,120 48,068 49,029 Supplies 13,300 16,234 20,062 19,458 21,734 22,169 Capital Outlay 54,569 - - - - - Total Expenditures 243,664$ 184,893$ 205,405$ 216,559$ 236,869$ 243,277$ Personnel Services - FTE 2015 2016 2017 2018 2019 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary 214 FIRE TRAINING The Fire Training division is under the direction of the Battalion Chief in charge of Training 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. HIGHLIGHTS Calendar year 2016 departmental training activities include: • Total department training for 2016: 11,824 hours. • Training class for 2016 include: structural firefighting, EMS, hazmat, Driver/Operator, leadership/officer development, auto extrication, high/low angle rope, confined space, emergency building shoring, trench rescue and water rescue. • Training hours per member for 2016: 184 hours. • New firefighter orientation training: 480 hours. Recent Accomplishments: • 2017 Youth Emergency Services Academy for high school and junior high students this summer had record attendance. Twenty-five high school students and sixty junior high students successfully completed the two day program. The academy is a joint venture with the Iowa City Police Department and Johnson County Ambulance Service. • Successfully implemented new training software program Target Solutions. • Design plans for new 4-story training tower are complete. New training facility will be built on the South Gilbert Street public works campus. Upcoming Challenges: • Decommissioned Fire Department Training Center in fall of 2014. Training Division continues to work out of a temporary storage facility outside of the city limits and currently using Coralville Regional Training Center for all fire based training. • Coordinating and budgeting for all- hands scenario/competency based training evolutions four times per year per shift. • The department has started a Leadership Development Initiative with a small core group from all ranks within the department. It’s our goal to expand this program during 2017 and provide leadership training to all current officers and those aspiring promotion. 215 Staffing: FY2017 FY2018 FY2019 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: In the fiscal year 2019, the construction of the new training tower at the site of the new Public Works Facility is expected to be completed and operational. Financial Highlights: The fiscal year 2019 supplies expenditures decreased by 36.72% primarily due to a decrease in software and minor equipment expenditures. 216 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Training hours completed per individual (% achieved) CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 % Achieved % Achieved % Achieved % Achieved % Achieved New Measure 100%93%100%91% New Measure 76%63%59%61% Certifications obtained Safety Officer Goal CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Certified New Measure New Measure 33 33 33  In Process New Measure New Measure 0 0 0 Fire Officer Goal CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Certified New Measure 2 2 25 25  In Process New Measure 12 2 0 0 Haz Mat Tech Goal CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Certified 62 62 64 61 64  In Process 2 2 0 3 0 64 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation & Foster Healthy Neighborboods throughout the City Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Hours Minimum (96) Goal (160) 64 30 During CY 2014, two personnel were on extended leave and unable to participate in training. Provide a service to the community that is prepared to respond to emergencies, natural diasters, catastrophic events, and other events that threaten the health and safety of the public. 217 Activity: Fire Training (450400)Fund: General (1000) Division: Fire Training Department: Fire 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 166,246$ 142,953$ 142,210$ 185,837$ 177,848$ 182,630$ Charges For Fees And Services Fire Services 629 286 - - - - Miscellaneous Contrib & Donations - - 600 - - - Total Revenues 166,875$ 143,239$ 142,810$ 185,837$ 177,848$ 182,630$ Expenditures: Personnel 118,972$ 112,974$ 115,732$ 119,891$ 122,525$ 126,201$ Services 41,220 23,122 24,600 56,697 49,470 50,459 Supplies 6,683 7,143 2,478 9,249 5,853 5,970 Total Expenditures 166,875$ 143,239$ 142,810$ 185,837$ 177,848$ 182,630$ Personnel Services - FTE 2015 2016 2017 2018 2019 Fire Lieutenant/Training 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary 218 PARKS & RECREATION ADMINISTRATION Parks & Recreation Administration is responsible for the oversight and support of the department’s operating divisions. The division’s budget is organized into four activities: Administration, Parkland Acquisition, Farmers Market, and Government Buildings. Administration Administration personnel include the Parks & Recreation Director and an Administrative Secretary. Farmers’ Market The Iowa City Farmers’ Market makes homegrown fruits, vegetables, homemade baked goods, foodstuffs, handcrafts, and flowers available to the general public. The market season runs May through October and is held on Wednesday evenings and Saturday mornings at the Chauncey Swan parking facility. Market Music features performances by local musicians on Wednesdays, June through October, in Chauncey Swan Park before and during the Farmers’ Market. The Wednesday evening market at Mercer Park was discontinued due to lack of interest by customers and vendors. Government Buildings Government Buildings staff provides routine custodial and maintenance services at City Hall, Robert A. Lee Recreation Center, Mercer Aquatic Center and Scanlon Gymnasium and other public buildings utilizing a combination of in-house and contracted approaches. Staff provides daily cleaning and maintenance for the 64,445 square foot City Hall building, including Police and Fire facilities which are in operation 24/7. HVAC zones are also maintained daily for optimal energy efficiency, productivity, and comfort. HIGHLIGHTS • Completed Park Master Plan and Accessibility Audit. • Completed Natural Areas Inventory. • Received $50,000 Disney/NRPA Play Grant and $154,300 Federal Land and Water Conservation Fund grans for Nature Play Area at Riverfront Crossings Park. • Received $16,500 in service group and private donations for Nature Play Area at Riverfront Crossings Park. • Received $200,000 Iowa DNR Resource Enhancement and Protection grant for natural restoration efforts in Hickory Hill Park. 219 Recent Accomplishments: • Riverfront Crossings Park, Phase 1 • Park Master Plan & Accessibility Audit • Natural Areas Inventory • Creekside Park Master Plan • Robert A. Lee Recreation Center Remodeling Project- in process • HVAC systems inventory for City Hall, Mercer/Scanlon and RALRC • Building Automation System (BAS) upgrades and improvement projects - bid fall 2017 Upcoming Challenges: • Adjusting Farmers Market to changes in Chauncey Ramp • Implementing Park Master Plan • Implement Natural Areas Plan • Increasing Parks & Rec Foundation donations and participation. • Ongoing construction within parks and facilities. • Aging infrastructure in primary facilities. Staffing: FY2017 FY2018 FY2019 Total FTE’s 6.33 7.00 6.00 Staffing Level Change Summary: A 1.0 FTE Maintenance Worker I moved from the Government Buildings activity to the Recreation division. Additionally, two 16 week paid internship positions were added to assist with marketing and special events. Service Level Change Summary: AmeriCorps services are being utilized by Parks Administration to work on items related to carbon reduction, energy efficiency, and natural area maintenance in fiscal year 2019. Financial Highlights: There was a decrease in the fiscal year 2019 personnel expenditures of 13.87% within Government Buildings primarily due to the movement of the Maintenance Worker I position to the Recreation division. The Parks and Recreation Administration service expenditure budget increased by $6,252 or 7.81% and their supplies expenditure budget increased by $4,100 or 154.72% due to the addition of the AmeriCorps program into their budget in fiscal year 2019. 220 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Endowments CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Iowa City Parks and Recreation Foundation $165,194 $114,736 $89,066 $82,040 $86,133 Community Foundation of Johnson County*$10,373 $17,864 $23,853 $28,684 $30,000 Donations & Grant Funding FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Donations**$258,063 $129,395 $54,828 $195,508 $47,874 Grant Funding**$1,820,930 $438,190 $335,157 $201,654 $21,565 Total $2,078,993 $567,585 $389,985 $397,162 $69,439 Per capita calculation (used 2010 US Census)$30.636 $8.364 $5.747 $5.852 $1.023 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Programs New Measure 168 177 192 1,406  Participants New Measure 59,486 62,672 66,653 76,639 Average Participants per Program New Measure 354 354 347 55 Enhance and expand program offerings to include all areas and demographic segments. Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Public Spaces - Create a network of well-used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Develop programs and events that support community engagement and neighborhood development. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. * Community Foundation started in CY 2012 ** Amounts include both General Fund and Capital Improvement Project Funds 221 Activity: Park and Rec Admin (510100)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2015 2016 2017 2018 2019 2019 Actual Actual Actual Revised Budget Projecxion Revenues: General Revenues Subsidy 540,834$ 204,442$ 389,150$ 336,937$ 388,138$ 398,851$ Charges For Fees And Services Parking Charges 22,400 28,950 474 10,000 - - Total Revenues 563,234$ 233,392$ 389,624$ 346,937$ 388,138$ 398,851$ Expenditures: Personnel 246,996$ 208,145$ 256,910$ 264,190$ 295,040$ 303,891$ Services 34,217 24,223 130,275 80,097 86,348 88,075 Supplies 2,021 1,024 2,440 2,650 6,750 6,885 Capital Outlay 280,000 - - - - - Total Expenditures 563,234$ 233,392$ 389,624$ 346,937$ 388,138$ 398,851$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 222 Activity: Farmers Market (510200)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ 19,561$ -$ -$ -$ Use Of Money And Property Rents 76,581 70,417 71,049 87,670 64,000 64,000 Intergovernmental Operating Grants - - 1,500 - - - Charges For Fees And Services Misc Charges For Svc 2,977 2,465 2,395 2,561 2,400 2,400 Miscellaneous Contrib & Donations 4,700 4,700 4,700 4,700 4,700 4,700 Misc Merchandise 3,098 537 5,460 5,000 3,000 3,000 Total Revenues 87,356$ 97,680$ 85,104$ 99,931$ 74,100$ 74,100$ Expenditures: Personnel 15,988$ 10,574$ 21,977$ 39,987$ 32,200$ 33,166$ Services 41,971 84,331 27,029 30,644 32,644 33,297 Supplies 6,782 2,775 7,913 7,052 5,157 5,260 Total Expenditures 64,741$ 97,680$ 56,920$ 77,683$ 70,001$ 71,723$ Activity: Government Buildings (510300)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 605,437$ 642,053$ 629,418$ 766,223$ 714,913$ 737,251$ Use of Money And Property Royalties & Commiss - - 4,489 - 4,490 4,490 Other Financial Sources Sale Of Assets - 42 - - - - Total Revenues 605,437$ 642,095$ 633,907$ 766,223$ 719,403$ 741,741$ Expenditures: Personnel 269,713$ 274,332$ 283,134$ 401,743$ 346,039$ 356,420$ Services 303,781 330,630 324,258 332,536 337,614 344,367 Supplies 31,943 27,758 26,515 31,944 35,749 36,464 Capital Outlay - 9,375 - - - - Total Expenditures 605,437$ 642,095$ 633,907$ 766,223$ 719,403$ 737,251$ Personnel Services - FTE 2015 2016 2017 2018 2019 Custodian - Govt Bldgs 2.50 3.00 2.00 2.00 2.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 - M.W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Facilities Manager - 0.33 0.33 1.00 1.00 Rec. Maint. Supr 0.33 - - - - Total Personnel 4.83 5.33 4.33 5.00 4.00 Activity Summary Activity Summary 223 RECREATION The Recreation Division manages the operation of the City’s recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, social/cultural/environmental programs, and programs for special and underserved populations. The division’s budget is the sum of nine areas: Administration, Recreation Center Operations, Building Maintenance, Social/Cultural/Environmental Activities, Aquatics, Special and Underserved Populations, Youth Sports, Adult Sports, and Customer Engagement. Recreation Administration Administrative personnel include the Recreation Superintendent. Administration provides oversight and support for the other nine areas within the division. Recreation 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, fitness room, pool, game room, racquetball court, arts and crafts room, social hall, and potter’s studio. A kitchen and meeting rooms are also available for public use. Open gym and game room play includes basketball, volleyball, table tennis, billiards, foosball, and table games. In addition to scheduled programs, day-to-day open public use is available in the fitness room. The Scanlon Gymnasium at the Mercer Park Aquatic Center provides a gymnasium, a game room, and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full courts, the Scanlon Gym hosts many tournaments (soccer, volleyball, basketball) bringing hundreds of participants throughout Iowa to Iowa City. The Mercer/Scanlon facility also hosts elementary school nights, family fun nights, tot time and other special events. Grant Wood Gym is located at Grant Wood elementary school. Gym helps facility youth sports, basketball, volleyball and birthday party packages. Offer free skate nights on Friday nights. 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/Environmental Activities Social/cultural/environmental programs are provided year-round for all ages. Most visual art programs are offered in 4, 5, 8 and 10 week sessions and are available 48 weeks of the year. Performing arts programs (theatre and dance) are also offered four sessions per year. STEAM programming is offered through weekly k-6 programming, workshops, and preschool maker space. A potter’s studio, painting and printing facilities and a craft room are available year round. 224 Special events, workshops, clinics, and community education includes babysitter and home alone training, trips, artist residencies, music performances, holiday events and no-school day activities. Outreach into the neighborhoods continues to grow with programs such as Walk the Creek, Parties in the Park, and Playgrounds. Summer camp offers nine 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 programming includes a wide variety of swimming options; swim lessons, lap swimming, water walking, structured exercise and swim team introduction. The department maintains three main facilities; City Park Pool, the Robert A Lee Recreation Center Pool and Mercer Park Aquatic Center. Three splash pads are also available for the public; Wetherby, Fairmeadows and Tower Court. Our swim lesson program’s main goal is provide quality, affordable and accessible swim lessons to the youth of Iowa City. Swim lessons are available for all skill levels and abilities; ranging from parent/ toddler cooperative classes to pre-swim team classes. We strive to provide a portfolio of courses that are viable and accessible to all youths of Iowa City. Keeping fees low and offering a scholarship program helps to facilitate this initiative. The aquatics exercise programs provide a wide array of options. Both shallow water and deep water offerings provide opportunities for intensive cardio workouts; low-impact classes targeted at range of motion and flexibility. The non-competitive swim team (ICNC) was introduced to provide youth with a viable alternative to club/ competitive swim. Stroke refinement, endurance and stamina are taught in a fun and enthusiastic environment. City Park Pool, one the oldest outdoor pools in the state, is located at 200 Park Rd. in Upper City Park. A T-shaped pool that features two distinct shallow areas, a diving well and 8 50-meter lap swim lanes. The facility is fully accessible despite its age and includes a wading pool for families and an accessible picnic area. The Robert A. Lee Recreation Center Pool is the main facility used for youth swim lessons. A traditional L-shaped pool with a 12 foot deep end and 3 foot shallow end features 6 lap lanes allowing for a diverse set of offerings. One the best features of this facility is the large wading pool ideal for small children and families. The pool is kept at 84 degrees making it ideal for young children and older adults. 225 Mercer Park Aquatic Center is divided into three sections separated by two moveable bulkheads. The separation is ideal as it provides three programming areas; shallow for water walking, high paced workouts, and private lessons. The middle section for designated lap swim space and the deep end for swim teams and competitive use. Mercer Park houses our lone spa and features a small outdoor wading pool. Special and Underserved Populations Special and Underserved Populations programs provide year-round recreation for persons with special needs or population groups who are demographically underserved. Principal goals for the programs are to enhance independent leisure skills and lifestyles of persons with disabilities in addition to addressing barriers to access of recreational activities. The SPI program offers year round Special Olympics sports training and competition opportunities. Both program areas promote skill development and offers educational activities, while maintaining the recreational values. Program offerings include: sports and fitness, arts, music and movement, independent living skills, special events, clubs and social activities. Youth Sports The Iowa City Parks and Recreation Departments Youth Sports program is designed to offer participants a variety of recreational sport leagues and individual programs focused on developing skills and sportsmanship in a fun, positive and encouraging atmosphere. The program is geared for recreation play so all participants regardless of ability or knowledge of the sport has a positive experience. Program offerings include traditional sports as well as non-traditional sports. Seasons are kept short in order to prevent overlap allowing participants to register for multiple programs. The Iowa City Parks and Recreation Department works cooperatively with other local sports organizations to maximize the program opportuniti es and experiences. It also works with local business to create team sponsorships in order to keep participant fees low. Adult Sports Adult sports programs include men’s, women’s and co-recreational teams in the sports of slow- pitch softball, volleyball and basketball during the fall, winter/spring and summer seasons. Competitive and recreational divisions are established to meet participant’s interests and skill levels. Over 100 sports teams play in our leagues over the course of a year. Staff schedules the department’s athletic fields including 22 baseball/softball fields and 23 soccer fields. Affiliate groups and outside user groups include: City High Baseball, Iowa City Boys Baseball, Iowa City Girls Softball, Kickers Youth and Adult Soccer, RedZone Flag Football League, Little Hawks Baseball and Softball Clubs, Trojans Baseball Club, Jaguars Softball Club, Barracudas Softball Club, Iowa Soccer League (Youth), Pearl City Soccer League (Adult), Cornshuckers Baseball and Softball tournaments A program of preventative maintenance is currently in place for care of the fitness/weight rooms under our supervision including the RAL Recreation Center, City Hall and the Senior Center. 226 Customer Engagement The Iowa City Recreation Division staffs two customer service attendants during open hour of operation at the Robert A. Lee Recreation Center and the Mercer Park Aquatic Center/Scanlon Gym. Customer Service staff provides information and assistance to the general public—groups and individuals. Duties include but are not limited to, answering phones, directing calls, registering patrons for activities, selling passes and taking meeting room and park shelter reservations. Customer Service Attendants perform some general maintenance tasks, hand out sports equipment, instruct and supervise patrons in the recreation centers. On the weekends, Senior Customer Service staff provides additional support for staff when full-time program supervisors are not on-site. In addition to staffing the customer service desks, the Customer Engagement program area encompasses external communication coordination including: website and social media management, media and public relations, digital design and advertising, brand management, and creative/technical writing and editing. The Program Supervisor for Customer Engagement also manages 5, full-time AmeriCorps members working on sustainability initiatives through the City of Iowa City. HIGHLIGHTS • Was awarded a $19,000 REAP Conservation Education Grant from the Department of Natural Resources to purchase a Stream Table and other pieces of educational equipment in order to educate the public on the force of water. • Raised approximately $20,000 for swim lesson scholarships this year. • Successful implementation of the Beginner Garden session. Participants learned basic skills to starting and maintaining a garden plot. Classes were offered over an eight week time period and were taught by a master gardener and other staff. • Continuation of the summer fun activities for teenagers. Teen Dynamics worked with roughly 70 youth ages 12-18 four days a week to offer recreation and social activities at the recreation center and surrounding communities • Developed additional outreach strategies for underserved/underrepresented populations. • Collaborated with Iowa City Police Department for our High School Intramural Basketball League. • Increased weekend tournament usage of athletic fields. • Developed partnership with Green Iowa AmeriCorps. Through this partnership 5, full- time AmeriCorps members are placed with Parks and Recreation to help Iowa City residents become more energy efficient by offering residential weatherization, energy education, and community outreach services. In addition to providing energy-related education, the members also work on sustainability-related initiatives, education and outreach. 227 Recent Accomplishments: • City Park Log Cabin Restoration has begun after 6 years of planning and fund raising. • Have hosted over a dozen new environmental education programs in the new Outdoor Classroom Space; many in collaboration with outside organizations. • Continued development of the STEAM (Science, Technology, Engineering, Art, and Math) programming initiative has seen steady growth. • Collaborated with multiple local agencies and businesses to enhance our fundraising efforts. • Provided more consistent customer experience through the addition of staffing customer service representatives at the City Park pool during the summer. Upcoming Challenges: • Developing strategies to meet recreation needs for neighborhoods. • Economic and transportation barriers to recreation services, programs, and facilities. • Upgrading aging infrastructure within the recreation centers. • Staffing; we have made great strides in recruiting quality staff but it continues to be a challenge. • Cultural awareness of staff working with underserved populations Staffing: FY2017 FY2018 FY2019 Total FTE’s 15.42 14.75 14.00 Staffing Level Change Summary: The 1.0 FTE Office Coordinator position was eliminated through a department restructuring, and a 1.0 FTE Maintenance Worker I was transferred in from Government Buildings. Additionally, a .75 FTE Custodian was eliminated. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 culture and recreation charges for fees and services decreased by $45,266 or 7.02% based upon historical actual receipts. The fiscal year 2019 capital budget of $118,250 includes $45,000 for sound absorption replacements at the RALRC pool, $38,000 for facility improvements at the Mercer Pool/Scanlon Gym, and $20,000 for replacement ceiling tile in RALRC. 228 Strategic Plan Goal: Department Goal: Department Objectiv Performance Measures: Recreation program cost recovery Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Budget 40%40%36%38%37%37%37% Strategic Plan Goal: STAR Objective: Department Goal: Department Objectiv Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY2017 FY2018 Budget New Measure 111 147 153 200 220  New Measure New Measure 0 1 1 2 New Measure New Measure 2 3 3 3Number of Demonstration GOALS, OBJECTIVES, and PERFORMANCE MEASURES To make the recreation programs as financially self-sufficent as possible and reduce the reliance upon property taxes. (Strategic Goal: Evaluate alternative Maintain a Solid Financial Foundation Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Food Access & Nutrition - Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food Foster Healthy Neighborhoods throughout the City Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Number of Rented Garden Plots Number of Neighborhood Garden Provide and promote gardening throughout the City. 229 Activity: Recreation (520100)Fund: General (1000) Division: Recreation Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,759,171$ 1,788,658$ 1,969,055$ 2,043,291$ 2,118,386$ 2,125,865$ Other City Taxes Hotel/Motel Tax 290,781 296,660 312,596 296,660 312,600 312,600 Use Of Money And Property Rents 113,586 92,499 93,710 92,210 94,750 94,750 Royalties & Commiss 8,431 7,111 6,129 7,110 6,120 6,120 Intergovernmental Operating Grants - 2,350 1,500 - - - Other State Grants 14,650 10,020 22,272 9,150 9,530 9,530 Local 28E Agreements 98,250 78,318 102,601 78,320 110,550 110,550 Charges For Fees And Services Culture & Recreation 566,102 591,481 590,829 644,464 599,198 599,198 Transit Fees 2,320 2,975 - 2,980 900 900 Miscellaneous Contrib & Donations 27,478 20,195 12,038 - 9,010 9,010 Misc Merchandise 4,282 5,900 5,687 5,760 7,560 7,560 Other Misc Revenue 2,536 5,260 (663) 580 160 160 Other Financial Sources Sale Of Assets 847 - 538 - - - Total Revenues 2,888,434$ 2,901,427$ 3,116,291$ 3,180,525$ 3,268,764$ 3,276,242$ Expenditures: Personnel 2,071,949$ 2,060,358$ 2,229,653$ 2,325,859$ 2,271,815$ 2,339,970$ Services 540,120 588,729 619,573 582,430 625,512 638,022 Supplies 201,970 211,410 224,274 237,436 253,187 258,251 Capital Outlay 74,395 40,930 42,790 34,800 118,250 40,000 Total Expenditures 2,888,434$ 2,901,427$ 3,116,291$ 3,180,525$ 3,268,764$ 3,276,242$ Personnel Services - FTE 2015 2016 2017 2018 2019 Office Coord - Recreation 1.00 1.00 1.00 1.00 - Recreation Supt 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Rec 1.00 - - - - Custodian - Govt Buildings - - 3.75 3.75 3.00 M.W. I - Pools 1.00 - - - - M.W. I - Govt Bldgs - - - - 1.00 M.W. I - Recreation 2.75 2.75 - - - M.W. II - Recreation 1.00 1.00 - - - M.W. II - Pools - - 1.00 1.00 1.00 M.W. III - Pools 1.00 1.00 - - - M.W. III - Govt Bldgs - - 1.00 1.00 1.00 Facilities Manager - 0.67 0.67 - - Rec. Maint. Supr 0.67 - - - - Aquatics Assistant 1.00 1.00 1.00 1.00 1.00 Rec Program Supervisor 5.00 6.00 6.00 6.00 6.00 Total Personnel 15.42 14.42 15.42 14.75 14.00 Capital Outlay 2018 2019 Sound Absorption Replacement -$ 45,000$ Facility Improvements 22,000 38,000 Ceiling Tile - 20,000 Basketball System at RALRC - 12,000 Park & Rec Equipment 2,800 3,250 Fitness Equipment 10,000 - Total Capital Outlay 34,800$ 118,250$ Activity Summary 230 PARK MAINTENANCE The Park Maintenance division budget is organized into three activities: Administration, Operations, and Forestry. The Park Maintenance Administration’s management area includes 49 designated parks which include 51 outdoor shelters, 130+ pieces of playground equipment, 23 restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Park Maintenance Operations activity manages a total of 1,800+ acres land, which consists of 1600+ acres of parkland, open/green space and 200+ acres of City-owned non-parkland. The Forestry activity manages 50,000+ ROW and parkland trees encompassing the City’s expanding urban forest, which includes approximately 2,000 EAB susceptible ash trees. The entire division manages approximately 60 miles of trails by mowing, clearing snow and pruning vegetation. Park Maintenance Administration Administrative personnel includes the Superintendent of Parks/Forestry who provides oversight, planning, and management of the division. Park Maintenance Operations Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom and shelter facilities and providing for trash removal. • Park Shelters: Staff prepares and maintains shelters for 1300+ rented events a year. Staff is responsible for continual cleaning, maintenance and repair, which includes siding, roofing, plumbing, windows and doors, painting, electrical and concrete work, and construction of new shelters and additions. • Playgrounds: Staff is responsible for installation of new play equipment, inspection and repairs of the existing 130+ pieces of playground equipment and play surfaces to meet industry safety standards. • Mowing: Scheduled mowing in the 1800+ acres of land managed include residential-style turf, prairies and 200+ acres of non-parkland along highways, water retention areas and ROWs. • Snow and ice removal: Snow removal and winter maintenance of access roads, parking areas, bridges, 60 miles of trails and sidewalks, and ice skating areas. • Park Fixtures: Fixtures such as picnic tables (375) garbage cans (265) and recycling cans (10) are inspected and repaired as needed by staff during winter months. • Natural Areas: Activities to manage, enhance, and protect City-owned woodlands, wetlands and prairie areas including controlled burns and new plantings. • Athletic Facilities: Athletic facilities staff manages softball and baseball fields, soccer fields, flag football fields and a cross country course. Staff is responsible for 23 competition level ball fields, 4 practice fields, 20 competitive soccer fields, 5 general purpose/multi use sport fields and a cross country course. Ball fields are prepped daily for practices and games from April through November. Soccer fields are re-seeded, re-lined, moved to spread spot ware, daily, weekly and monthly. • Horticulture: Horticulture staff provides design, installation and maintenance of planter beds and islands in all 49 parks, City Plaza (Pedestrian Mall), City Hall and all city owned 231 areas with landscaping. Horticulture staff manages approximately 52,000 square feet of landscaping in ROWs, gateways and traffic islands throughout the city. Horticulture staff also assists with the installation and maintenance of natural areas. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city right-of-way and city parks. Forestry staff responds to emergency storm damage of public and private trees when public facilities or services are impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition projects, species selection for building permits and zoning requests. Central Business District (CBD) Maintenance CBD Maintenance Operations shifted into two different places in fiscal year 2017. The horticulture activities shifted into Park Maintenance Operations and the daily ground maintenance shifted into the Transportation Services division. HIGHLIGHTS Recent Accomplishments: • Parks Master Plan • Tree Inventory • Pheasant Hill Park Playground • Cardigan Park Playground • Upper City Park Playground • Frauenholtz-Miller Park development • Sycamore Streetscape • Reno St and Kiwanis Park Community Gardens • City Hall/Rec Center/Chauncey Ramp Landscaping • Mercer Park Pickleball Courts • Wetherby Sport Courts • Upper City Park/Pheasant Hill Park Gaga Pits • Ashton House REAP Landscaping • Hickory Hill Park pedestrian bridge replacement (1st Ave entrance) • Willow Creek/Kiwanis Drainage project • Thornberry Dog Park solar aeration system • Creekside Park Master Plan • Natural Areas Inventory Upcoming Challenges: • Added maintenance of new trails, new parks, new non- parkland, new plantings and new trees • Staffing levels • Increase in ash tree mortality due to EAB • Ability to implement plans 232 Staffing: FY2017 FY2018 FY2019 Total FTE’s 19.00 19.00 21.00 Staffing Level Change Summary: In the fiscal year 2019 budget, Forestry added 2.0 FTE Maintenance Worker I positions. This was partly offset with a reduction in temporary staff. Service Level Change Summary: A natural areas management function was added within the Park Maintenance division which consolidated temporary staff from Wastewater Treatment Plant Operations, contract services from Water Treatment Plant Operations, and new funds for capital improvements. Financial Highlights: Park Maintenance Administration service expenditures increased $8,232 or 23.94% in fiscal year 2019 primarily due to an increase in other building repairs and maintenances charges to replace tile in the Park Maintenance office. Park Maintenance Operations capital outlay increased $203,000 due to the addition of $75,000 for automatic locks for park restrooms and $100,000 being budgeted for the Natural Area Management projects. The Natural Area Management function also added $25,000 to service expenditures and $23,418 to personnel expenditures. Forestry personnel expenditures increased by $103,535 or 31.08% due to the addition of the two Maintenance Worker I positions. Additionally, supplies expenditures increased by $18,059 or 31.56% primarily due to supplies needed for the additional staff. Service expenditures decreased by $54,025 or 19.68% primarily due to the tree inventory and software purchase of $79,387 in the fiscal year 2018 budget. 233 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Acres of Developed Parkland 1,506 1,511 1,511 1,516 1,519 Acres of Undeveloped Parkland 186 186 186 187 189  Total Acres of Parkland 1,692 1,697 1,697 1,703 1,708 Total Acres per 1,000 Population (used 2010 US Census)24.93 25.01 25.01 25.10 25.17  Total Non-Parkland*-200 200 200 200 Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 City Parks 91%N/A N/A N/A 91% Open Space N/A N/A N/A N/A 67% Participation - Visited a City Park 91%N/A N/A N/A 93% *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 Utilize public engagement through neighborhood meetings, outreach and social media to gather input for the purposes of planning, education and volunteerism. Review and update the master plan every five years to reflect current and future needs of the community. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Public Spaces - Create a network of well-used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. (Strategic Goal: Substantially improve access and use of public spaces.) *Non-Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions. FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks. 234 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2013 FY 2014*FY 2015 FY 2016 FY 2017 Operating Expenses $2,669,370 $2,934,076 $2,809,233 $2,932,764 $3,256,813 Per Capita (used 2010 US Census)$39.34 $43.24 $41.40 $43.22 $47.99  Per Acre Cost $1,578 $1,547 $1,481 $1,541 $1,707 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective:Increase the number of trees planted in City ROWs. Performance Measures: Trees planted in City ROWs. CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Trees planted 160 136 184 155 138 Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. Promote Environmental Sustainablilty Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Public Spaces - Create a network of well-used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. (Strategic Goal: Evaluate alternative revenue sources.) *Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre. 235 Activity: Park Maintenance Administration (530100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 189,146$ 146,710$ 152,855$ 163,611$ 176,303$ 181,115$ Total Revenues 189,146$ 146,710$ 152,855$ 163,611$ 176,303$ 181,115$ Expenditures: Personnel 160,107$ 117,498$ 115,269$ 121,723$ 128,576$ 132,433$ Services 24,153 22,887 34,317 34,385 42,617 43,469 Supplies 4,886 6,325 3,269 7,503 5,110 5,212 Total Expenditures 189,146$ 146,710$ 152,855$ 163,611$ 176,303$ 181,115$ Personnel Services - FTE 2015 2016 2017 2018 2019 Clerk/Typist - Parks & Forest 1.00 - - - - Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 1.00 1.00 1.00 1.00 Activity Summary 236 Activity: Park Maintenance Operations (530200)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,802,124$ 1,964,321$ 2,186,319$ 2,399,473$ 2,760,935$ 2,654,150$ Use Of Money And Property Rents 172,516 197,097 240,435 201,630 220,940 220,940 Royalties & Commiss 2,398 3,254 4,116 3,250 4,120 4,120 Intergovernmental Fed Intergovnt Revenue 36,608 - - - - - Disaster Assistance 1,294 2,445 - - - - Other State Grants 2,933 - - - - - Charges For Fees And Services Culture & Recreation 104,681 108,744 113,367 98,240 113,370 113,370 Miscellaneous Contrib & Donations 2,450 5,125 10,000 5,130 - - Misc Merchandise 1,400 339 365 340 370 370 Other Misc Revenue 6,525 19,309 170 19,270 170 170 Other Financial Sources Sale Of Assets 1,408 820 1,670 - - - Total Revenues 2,134,337$ 2,301,454$ 2,556,441$ 2,727,333$ 3,099,905$ 2,993,120$ Expenditures: Personnel 1,196,263$ 1,315,011$ 1,483,184$ 1,622,442$ 1,703,698$ 1,754,809$ Services 751,323 752,511 805,822 835,983 865,665 882,978 Supplies 154,090 177,198 212,952 230,908 289,542 295,333 Capital Outlay 32,661 56,734 54,484 38,000 241,000 60,000 Total Expenditures 2,134,337$ 2,301,454$ 2,556,441$ 2,727,333$ 3,099,905$ 2,993,120$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Parks - 1.00 3.00 2.00 2.00 M.W.I - Athletic Fields - - - 1.00 1.00 M.W. II - Parks 5.00 5.00 4.00 4.00 4.00 M.W. II - Horticulture - 1.00 1.00 1.00 M.W. III - Parks 4.00 4.00 4.00 4.00 4.00 Sr MW - Parks 1.00 1.00 1.00 1.00 1.00 Sr MW - Horticulture Specialist - - 1.00 1.00 1.00 Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 11.00 12.00 15.00 15.00 15.00 Capital Outlay 2018 2019 Natural Area Management Projects -$ 100,000$ Laser Grade Ball Fields 15,000 10,000 Automatic Locks for Restrooms - 75,000 Soccer Field Improvements - 21,000 Backyard Abundance Improvements - 15,000 Bocce Ball court - 15,000 Other Operating Equipment 10,000 - Dugout Benches 5,000 - Irrigation Improvements 8,000 5,000 Total Capital Outlay 38,000$ 241,000$ Activity Summary 237 Activity: Forestry (530300)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 379,104$ 376,234$ 462,682$ 569,137$ 624,107$ 640,894$ Other City Taxes Utility Franchise Tax 9,017 8,742 7,367 8,950 7,370 7,370 Intergovernmental Fed Intergovnt Revenue 4,140 - - - - - Miscellaneous Contrib & Donations 20,200 21,000 21,086 21,000 21,090 21,090 Transfer In -Govt Activities 73,290 78,624 74,312 78,275 79,864 82,092 Total Revenues & Transfer In 485,751$ 484,600$ 565,447$ 677,362$ 732,431$ 751,446$ Expenditures: Personnel 280,182$ 278,703$ 307,588$ 333,158$ 436,693$ 449,793$ Services 174,983 158,840 217,457 274,486 220,461 224,870 Supplies 30,586 47,057 40,402 69,718 75,277 76,783 Total Expenditures 485,751$ 484,600$ 565,447$ 677,362$ 732,431$ 751,446$ Personnel Services - FTE 2015 2016 2017 2018 2019 M. W. I - Forestry - - - - 2.00 M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 5.00 Activity Summary 238 Activity: CBD Maintenance Operations (535100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 366,596$ 184,457$ -$ -$ -$ -$ Licenses And Permits General Use Permits 8,051 11,398 - - - - Food & Liq Licenses 2,400 - - - - - Total Revenues 377,047$ 195,855$ -$ -$ -$ -$ Expenditures: Personnel 213,004$ 22,456$ -$ -$ -$ -$ Services 137,719 172,819 - - - - Supplies 26,324 580 - - - - Total Expenditures 377,047$ 195,855$ -$ -$ -$ -$ Personnel Services - FTE 2015 2016 2017 2018 2019 M. W. II - CBD 2.00 2.00 - - - Sr M.W. - CBD 1.00 1.00 - - - Total Personnel 3.00 3.00 - - - Activity Summary 239 CEMETERY OPERATIONS The Cemetery’s division budget is organized into two division: Cemetery Operations and Cemetery Perpetual Care. The Cemetery Operations manages Oakland Cemetery, and Perpetual Care manages maintenance items within the cemetery. Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,872 interments in the cemetery based on the complete burial report contained in the Cemetery Information Management System (CIMS) program. Staff maintains all cemetery grounds, buildings, equipment, and snow route. • Assistance with family members/funeral homes regarding funeral arrangements; determine right of interment, interment placement, lot sales/repurchases; complete billing and maintain records. • Assist the general public/funeral homes/monument dealers with genealogy requests, lot locations and explanation, enforcement of cemetery rules and regulations. • Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or expand to the east. The Cemetery Perpetual Care activity accounts for donations that are dedicated for the long-term maintenance of the Oakland Cemetery. This activity was moved from a permanent fund into the General Fund in fiscal year 2017. HIGHLIGHTS Recent Accomplishments: • Staff plotted an additional 26 lots of usable space in the Oakridge section on March of 2017. All but one of the new lots has been sold. Upcoming Challenges: • Need for mapping of the 4 out lots. • Monument repairs in the older sections of the cemetery. Staffing: FY2017 FY2018 FY2019 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 supplies expenditures decreased $5,478 or 37.51% primarily due to an estimated decrease in the number of sold cemetery plots that are purchased back and resold. The Cemetery shop roof replacement is budgeted at $51,750 in the Capital Projects Fund in the fiscal year 2018. 240 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Full Burials 27 19 35 31 34 Cremation 39 48 40 42 51 Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Track and compare the number of full burials verse cremation burials for each fiscal year. 241 Activity: Cemetery Operations (540100)Fund: General (1000) Division: Cemetery Operations Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 208,775$ 188,725$ 229,837$ 244,322$ 250,702$ 261,025$ Charges For Fees And Services Misc Charges For Svc 40,135 42,843 45,814 40,097 42,930 42,930 Miscellaneous Contrib & Donations 400 200 50 200 - - Other Financial Sources Sale Of Assets 71,450 89,300 63,630 77,708 74,793 74,793 Total Revenues 320,760$ 321,068$ 339,330$ 362,327$ 368,425$ 378,748$ Expenditures: Personnel 248,139$ 253,032$ 267,895$ 285,119$ 295,447$ 304,311$ Services 57,904 54,106 62,760 62,605 63,853 65,130 Supplies 14,717 13,930 8,675 14,603 9,125 9,308 Total Expenditures 320,760$ 321,068$ 339,330$ 362,327$ 368,425$ 378,748$ Personnel Services - FTE 2015 2016 2017 2018 2019 Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00 M.W. II - Cemetery 1.00 1.00 1.00 1.00 1.00 M.W. III - Cemetery 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Activity: Cemetery Perpetual Care (540500)Fund: Cemetery Perpetual Care Fund (1024) Division: Cemetery Operations Department: Parks and Recreation 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues -$ -$ 606$ 380$ 610$ 610$ Total Revenues -$ -$ 606$ 380$ 610$ 610$ Expenditures: Services -$ -$ 1,860$ 2,350$ 1,750$ 1,785$ Supplies - - 166 1,000 1,000 1,020 Total Expenditures -$ -$ 2,026$ 3,350$ 2,750$ 2,805$ Activity Summary Activity Summary 242 LIBRARY OPERATIONS The Iowa City Public Library is the busiest public library building in the state of Iowa. Community surveys conducted in 2014 as part of the Library’s strategic planning process showed 94.3% of respondents said the Iowa City Public Library was either essential or very important to the quality of lif e in the community, the highest rating the planning consultants had ever seen. The Library Operations budget is organized into General Library, Library Materials, Board Controlled Funds, Gifts & Bequests, and Gifts – Materials, and Library Replacement Reserves. General Library This activity accounts for the bulk of the Library’s budget, accounting for Library staffing, programs, public services, building repair & maintenance, and activities associated with the Library’s commercial space. This budget also includes transfers to computer and equipment replacement reserves. Library Materials This activity accounts for the acquisition and replacement of Library materials. Materials budgets are organized into Children’s Materials and Adult Materials. An increasing number of materials acquisitions in recent years are in electronic or downloadable formats. Board Controlled Funds This activity is funded largely through State funded Library Open Access (reciprocal borrowing) and Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing. Gifts & Bequests This activity includes contributions and donations, both designated and undesignated, for Library operations, programs, and building improvements. Gifts – Materials These are donated funds designated for materials acquisitions. Library Replacement Reserves Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. HIGHLIGHTS By the numbers fiscal year 2017: • 61,117 cardholders • 1,307,140 circulation • 83,104 computer users; 1,130,391 Wi-Fi users • 37,618 attended children’s programs • 12,324 social media followers 243 Recent Accomplishments: • Regular Bookmobile service began June, 2017 • Registered 323 babies, 2,775 children, 397 teens and 1,037 adults for Summer Reading Program • Launched the MyICPL app and introduced redesigned website • Began events to mark the 25th anniversary of the Friends Foundation • Took measures to inform users of their privacy rights Upcoming Challenges: • Monitor and improve Bookmobile service • Work around remodeling of the Computer Lab and reconstruction of the Ped Mall in 2018 and 2019. • Continue library website improvements • Continue the STEAM festival and increase participation in Summer Reading Program • Improve staff training to maintain a safe and secure space • Conclude celebrating the 25th anniversary of the Friends Foundation Staffing: FY2017 FY2018 FY2019 Total FTE’s 44.17 44.17 44.17 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 library levy property taxes are estimated to increase $51,619, or 5.59% from fiscal year 2018. The Library Materials budget increased by 1% in fiscal year 2019. Service expenditures decreased by $31,835 or 4.78% primarily due to a one-time software startup expenditure in fiscal year 2018. Budgeted in the Capital Projects Fund in fiscal year 2018 is a project to reconfigure the computer lab and children’s room for $200,000. In fiscal year 2019, a project is budgeted for Library HVAC repairs for $25,800. 244 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Children Registering for Summer Reading Programs FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Goal 2,178 3,160 3,298 3,011 3,142 3,300  Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Public Libraries 94%N/A N/A N/A 95% * Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of programs, displays, and reading lists specifically aimed at diverse audiences or relating to themes of social justice and racial equity. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Goal New Measure New Measure New Measure New Measure 192 195 Work with the ICCSD, preschools and summer programs to help children sign up for a library card and participate in summer reading programs. The Iowa City Public Library contributes to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Advance Social Justice and Racial Equity 245 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Community Members Visits to the Bookmobile Per Week FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Goal New Measure New Measure New Measure New Measure 509 520  Improve equitable access to library services. Foster Healthy Neighborhoods throughout the City Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Introduce Bookmobile Service. 246 Activity: General Library (550100)Fund: General (1000) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 3,214,383$ 3,307,949$ 3,550,709$ 3,774,623$ 3,790,246$ 3,929,027$ Property Taxes 826,291 837,043 891,992 923,122 976,555 996,086 Other City Taxes Gas/Electric Excise Tax 13,747 12,393 11,828 11,260 11,285 11,511 Mobile Home Tax 1,103 1,062 1,061 1,060 1,060 1,081 Use Of Money And Property Rents 80,757 43,475 24,000 24,000 26,000 26,000 Royalties & Commiss 2,315 2,469 2,361 2,440 2,340 2,340 Intergovernmental Property Tax Credits 16,696 33,235 25,297 25,833 28,042 28,042 Local 28E Agreements 435,601 466,160 500,494 466,150 538,860 538,860 Charges For Fees And Services Library Charges 39 22 39 - - - Miscellaneous Library Fines & Fees 166,785 155,519 154,425 155,520 154,420 154,420 Misc Merchandise 63 1,132 11 1,130 - - Other Misc Revenue 15,697 9,220 14,905 9,330 14,890 14,890 Other Financial Sources Sale Of Assets 1,043 2,173 467 - - - Transfer In-Bus Type Funds 55,000 - - - - - Total Revenues & Transfer In 4,829,520$ 4,871,852$ 5,177,588$ 5,394,468$ 5,543,698$ 5,702,257$ Expenditures: Personnel 4,091,765$ 4,139,871$ 4,416,362$ 4,590,395$ 4,768,549$ 4,911,605$ Services 584,635 569,952 616,462 665,830 633,995 646,675 Supplies 143,250 148,126 131,756 138,243 141,154 143,977 Capital Outlay 9,870 13,903 13,009 - - - Total Expenditures 4,829,520$ 4,871,852$ 5,177,588$ 5,394,468$ 5,543,698$ 5,702,257$ Personnel Services - FTE 2015 2016 2017 2018 2019 Custodian - Library 2.00 2.00 2.00 2.00 2.00 IT Support Specialist 1.00 1.00 1.00 1.00 1.00 Librarian II 6.00 6.00 6.00 6.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00 Library Assistant I 5.50 5.63 5.63 5.63 5.63 Library Assistant II 1.00 1.00 1.00 1.00 1.00 Library Assistant III 5.23 5.36 6.36 6.36 6.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 2.75 2.38 2.38 2.38 2.38 Library Coordinator 5.00 5.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 1.00 1.00 1.00 1.00 1.00 M.W. II - Library 1.00 1.00 1.00 1.00 1.00 M.W. I - Library 0.50 0.50 0.50 0.50 0.50 Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00 Pulic Relations Specialist 0.65 0.65 0.65 0.65 0.65 Sr Librarian 2.00 2.00 2.00 2.00 2.00 Sr Library Assistant 3.75 3.75 3.75 3.75 3.75 Supervising Librarian 1.00 1.00 1.00 1.00 1.00 Total Personnel 42.38 42.27 43.27 43.27 43.27 Activity Summary 247 Activity: Library Materials (550200)Fund: General (1000) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 650,421$ 650,212$ 661,010$ 667,570$ 674,245$ 674,245$ Total Revenues 650,421$ 650,212$ 661,010$ 667,570$ 674,245$ 674,245$ Expenditures: Capital Outlay 650,421$ 650,212$ 661,010$ 667,570$ 674,245$ 674,245$ Total Expenditures 650,421$ 650,212$ 661,010$ 667,570$ 674,245$ 674,245$ Capital Outlay 2018 2019 Adult Library Materials 564,550$ 560,195$ Children's Library Materials 103,020 114,050 Total Capital Outlay 667,570$ 674,245$ Activity Summary 248 Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 3,006$ 2,626$ 5,136$ 2,630$ 5,140$ 5,140$ Intergovernmental Operating Grants 84,126 81,847 87,692 81,850 82,690 82,690 Charges For Fees And Services Refuse Charges 77 256 275 260 270 270 Miscellaneous Misc Merchandise 2,956 2,670 1,426 2,670 1,430 1,430 Other Misc Revenue 20,139 19,368 18,049 19,370 19,050 19,050 Printed Materials 15,224 15,130 14,928 15,130 14,930 14,930 Total Revenues 125,528$ 121,897$ 127,506$ 121,910$ 123,510$ 123,510$ Expenditures: Personnel 22,689$ 28,533$ 29,250$ 30,393$ 32,365$ 33,336$ Services 48,505 25,568 39,013 18,619 27,378 27,926 Supplies 3,716 98,808 30,257 75,659 26,903 27,441 Capital Outlay 48,336 33,599 12,722 8,000 - - Total Expenditures 123,246$ 186,508$ 111,243$ 132,671$ 86,646$ 88,703$ Personnel Services - FTE 2015 2016 2017 2018 2019 Library Assistant I - - 0.50 0.50 0.50 Library Assistant III 0.50 0.50 - - - Library Clerk 0.25 - - - - Total Personnel 0.75 0.50 0.50 0.50 0.50 Capital Outlay 2018 2019 IT Hardware 8,000$ -$ Total Capital Outlay 8,000$ -$ Activity Summary 249 Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 150,344$ 189,993$ 229,713$ 213,932$ 138,800$ 138,800$ Other Misc Revenue 2,372 4,235 5,274 4,230 12,000 5,000 Total Revenues 152,716$ 194,228$ 234,987$ 218,162$ 150,800$ 143,800$ Expenditures: Personnel -$ -$ 8,597$ 53,087$ 57,041$ 58,753$ Services 13,203 32,237 28,157 15,926 27,785 28,341 Supplies 28,964 28,168 21,663 28,820 21,768 22,203 Capital Outlay 3,082 3,653 1,552 - 6,500 - Total Expenditures 45,249$ 64,058$ 59,970$ 97,833$ 113,094$ 109,297$ Personnel Services - FTE 2015 2016 2017 2018 2019 Library Assistant III - - 0.40 0.40 0.40 Total Personnel - - 0.40 0.40 0.40 Capital Outlay 2018 2019 Other Operating Equipment -$ 6,500$ Total Capital Outlay -$ 6,500$ Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 36,140$ 8,726$ 60,670$ 21,000$ 60,670$ 60,670$ Total Revenues 36,140$ 8,726$ 60,670$ 21,000$ 60,670$ 60,670$ Expenditures: Services -$ 250$ -$ -$ -$ Capital Outlay 61,674 54,689 67,644 21,000 47,000 65,000 Total Expenditures 61,674$ 54,939$ 67,644$ 21,000$ 47,000$ 65,000$ Capital Outlay 2018 2019 Adult Library Materials 15,000$ 35,000$ Children's Library Materials 6,000 12,000 Total Capital Outlay 21,000$ 47,000$ Activity Summary Activity Summary 250 Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Transfer In: Transfer In From General Fund 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ Total Transfer In 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ Expenditures: Supplies -$ 56,059$ 6,715$ 28,000$ 6,715$ 15,000$ Capital Outlay 21,004 15,337 - 20,000 - - Total Expenditures 21,004$ 71,396$ 6,715$ 48,000$ 6,715$ 15,000$ Capital Outlay 2018 2019 Operating Equipment Replacement 20,000$ -$ Total Capital Outlay 20,000$ -$ Activity Summary 251 LIBRARY FOUNDATION OFFICE The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is a 501(c)(3) non-profit organization governed by a Board of Directors. Board members are community volunteers dedicated to helping our Library continue to provide the best materials, programs, and services. The Board of Directors work with staff in the Library Development Office to plan and execute Library fundraising efforts. The Library Foundation division accounts for personnel costs associated with the Foundation’s development activities. City expenditures are fully reimbursed by the Friends Foundation. 2.0 FTEs are budgeted: Library Coordinator – Development, and a Senior Library Assistant. HIGHLIGHTS Recent Accomplishments: • In celebration of ICPLFF 25th anniversary, successfully introduced three new events. • Received a community grant from the Iowa City/Coralville Area Convention & Visitors Bureau for children’s STEAM (Science, Technology, Engineering, Arts, and Mathematics) • Increased sales to $33,361 by volunteers at used bookstore (11% above budget). • Received $225,480 in contributions. • Received in-kind donations valued at $60,000 for Summer Reading Program prizes. Upcoming Challenges: • Achieve increased financial goals in an increasingly competitive environment. • Introduce planned giving program. • Recruit reliable volunteers for bookstore. Staffing: FY2017 FY2018 FY2019 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. 252 Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Other Misc Revenue 175,818$ 168,865$ 201,088$ 200,017$ 203,992$ 206,551$ Total Revenues 175,818$ 168,865$ 201,088$ 200,017$ 203,992$ 206,551$ Expenditures: Personnel 177,663$ 184,069$ 185,254$ 200,017$ 200,535$ 206,551$ Total Expenditures 177,663$ 184,069$ 185,254$ 200,017$ 200,535$ 206,551$ Personnel Services - FTE 2015 2016 2017 2018 2019 Library Coord - Development 1.00 1.00 1.00 1.00 1.00 Sr Library Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 253 SENIOR CENTER OPERATIONS Since opening in 1981 The Iowa City/Johnson County Senior Center (The Center) has been true to its mission: to promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and lifelong learning among adults over 50 years and other community members. Over the years The Center’s programs and services have changed, but the goals have remained consistent: to promote health, well-being, and independence and remove negative stigmas associated with growing older. We want to help adults stay active, curious, and connected so that growing older is a positive experience for each person. The Center offers a variety of classes, activities, volunteer opportunities, and services. The programs and services we offer meet the needs and interests of participants and community members. They also are known to support and extend a person’s health, wellbeing, and independence by fostering social connections, promoting mental and physical exercise, and encouraging community involvement. The Center cannot turn anyone into a genius, overcome the devastating effects of Alzheimer’s, or make someone’s diabetes go away; but it can provide programs and services that will help a person make the most of their individual potential and challenge popular ageist stereotypes. The positive impact The Center has on the lives of participants is best described by the participants themselves. Common themes are developing new friendships, learning about new things, having a renewed sense of purpose, becoming more connected to the community, and having fun. As stated by one person, “In retirement I need social contact with people and a sense of purpose. Senior Center activities help with that. I have volunteered and taken multiple classes, so I am not staying home alone.” The Center does not just serve people over 50 years of age. Many programs are intergenerational, community events are common, and college age volunteers are often seen around The Center. In addition, The Center hosts practicum students and interns from a variety of academic departments at the University, including but not limited to Social Work, Public Health, and Recreational Studies. Senior Center Administration (1000) Senior Center Administration supports the Center’s staff; the facility’s maintenance, operation, security, and use; programming and services; and financial management and development. It supports the work of advisory groups, including the Senior Center Commission, participant-based advisory committees, and ad hoc committees, and collaboration with area businesses and the University of Iowa to enrich programming and serve as an educational resource. Administration supports services provided at The Center that require a designated space to operate. These programs require varying degrees of oversight, organization, scheduling, IT support, volunteer support, and problem solving. These services are open to all members of the 254 community. Examples include: Senior Health Insurance Information Program (SHIIP); Volunteer Lawyers; University of Iowa Counseling Services; the AARP Tax Aide Program; and Honoring Your Wishes advanced care planning. In addition, the Visiting Nurse Association offers health care clinics; Elder Services, Inc. serves noon congregate meals five days a week; and TRAIL of Johnson County provides services that help older adults remain in their own homes. All the services offered extend The Center’s reach out into the community bringing in people of all ages, from all walks of life. Senior Center Programs (1000) There are four budget subdivisions in the Programs activity: • Senior Center Classes - Classes cover everything from literature and fitness, music, and art education. They are of ten open to non-members or intergenerational. A volunteer based Program Committee is active in determining the triannual curriculum. Classes are taught by volunteers or independent contractors. • Senior Center Chorus - This part of the budget includes the Voices of Experience (VOE), a chorus for adults over 50, and the Family Folk Machine (FFM), an intergenerational chorus. The VOE has a student director identified through a cooperative agreement with the College of Music Education at the University of Iowa. The VOE director and accompanist are both part-time temporary employees of the City. The FFM is directed by volunteers. Participants of both choruses pay participation fees. • Senior Center Special Events - Large programs of general interest that are open to all members of the community. For instance, dances, fundraisers, band concerts, choral performances, movies, or speakers. The Center’s Barn Dances and Family Folk Machine concerts would fall into this category. They often have sponsors and community partners and involve many volunteers. • Senior Center Television (SCTV)- Volunteers produce video content for broadcast on City Cable and Public Access channels. A part time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television f or homebound elderly and community members to see. They also are involved with creative endeavors and have a channel on YouTube to increase outreach. Finally, SCTV provides tech support for members and participants on a scheduled and walk-in basis. Gifts & Memorials (1003) This activity accounts for contributions and donations made to the Senior Center Gift Fund. Staff has been asked by the Senior Center Commission to deplete the funding in this account by purchasing equipment and upgrades that will transition room 103 into a fitness room. The account should be depleted in FY2018 and all future donations will be directed to the Friends of The Center or operational budget in accordance with donor wishes. HIGHLIGHTS • At the end of FY2017 there were 1554 members with 9.1% on low -income scholarships. Membership is not required to participate in many of The Centers programs and services. 255 • Volunteer support continues to be a cornerstone of The Center’s success. In FY 2017 there were 628 volunteers who donated 26,650 hours of service. This is the equivalent of nearly 13 FTEs. • There was a total of 120,563 recorded visits (duplicated) to The Center in FY2017. 110,872 were to one of the 10,226 activities sponsored by the Center; 9,691 were to activities hosted by an outside organization. • The classroom environment was improved with the purchase of 64 classroom tables. The new tables are narrower than the previous tables. This facilitates classroom set-up, increases the variety of classroom configurations, makes it possible to accommodate a few more students per class, and promotes improved student interaction. • Community services expand The Center’s outreach into the surrounding community. In FY2017 the Visiting Nurses Association had 785 health clinic visits and Elder Services, Inc. served 5808 meals. Honoring Your Wishes had 69 consultations for advanced care planning and 5 workshops attended by 48 community members. The AARP tax aide and Volunteer Lawyer programs had 335 and 61 appointments respectively. The Senior Health Insurance Information Program (SHIIP) counselors did 885 consultations and 10 Medicare workshops attended by 247 community members. • To reduce program expenses, avoid duplication of services , and offer the highest quality programs The Center partnered with 118 community organizations in fiscal year 2017. • Diversifying operational funding continues to be a high priority. In FY 2017 The Center’s contribution to the operational budget (from Friends, grants, fundraising, fees, donations, etc.) increased from the previous year by $40,515. • The Center received $34,616.47 from the Friends of The Center Senior Center Endowment in FY2017 and an additional $12,848 from Friends to help fund special events and the purchase of new classroom tables. • Cost recovery increased slightly from 28% in FY2016 to 29% in FY2017. • Staff continues to work closely with Friends of The Center to reorganize the Board. The Articles of Incorporation, By-laws, and operating policies have been re-written or developed and approved by an interim Board of Directors. • Due to difficulties in hiring a Development Specialist in FY 2017, the staff has maintained a leadership role in fundraising for Friends with help from consultants and interim Board of Director members of Friends of The Center. Despite challenges, in FY 2017 Friends saw a $20,414 increase in fundraising over the previous year. • The Center began providing 20 hours/week of operational space to TRAIL of Johnson County in FY2017. TRAIL is a nonprofit organization that helps older adults remain in their own homes as they age by providing volunteer assistance and other services. Recent Accomplishments: • In March of FY2017 award-winning architect, Zach Benedict , an expert on age friendly communities, spent a day in Iowa City. Benedict met with City staff, stud ents and faculty in the UI Schoo l of Urban and Regional Planning and concluded his day with a presentation at The Center titled: The Power of Place. He stressed the importance of multigenerational neighborhoods that support wellness with features like walkability, social opportunities, intellectual stimulation, and available services. 256 • In June of 2017 at the Iowa City Arts Festival, The Center’s intergenerational Family Folk Machine and the local folk band the Awful Purdies concluded their 10-month long project, Wasn’t That a Time? A community recollection and songwriting project. Funded in part by a $9,000 grant from the Iowa Arts Council, the project involved gathering memories from chorus and community members and turning the memories into songs. Despite searing heat, hundreds of audience members at the Arts Festival enjoyed the performance. • It is not just the large community events participants enjoy. Center participants value all Center programs and services, providing an overall satisfaction rating of 94%. • The Center’s operational policies are being reviewed, revised, and reorganized by the Senior Center Commission in preparation for the reaccreditation process with the National Institute of Senior Centers, a subunit of the National Council on Aging. National accreditation demonstrates to the community that The Center meets or exceeds national standards of operation in the areas of: 1) Purposes and Planning; 2) Governance; 3) Programming; 4) Evaluation; 5) Community Connections; 6) Facility and Operations; 7) Fiscal Management; 8) Administration; and 9) Records and Reports. • The Friends of The Center Senior Center Endowment received a $35,122 anonymous donation in August of 2017. • Staff members recently pulled together a 5-year facility capital improvement plan that will facilitate both the regular maintenance of the building and financial planning. • The Center continues to challenge age-based stereotypes that have a negative impact on the quality of life of older adults. For instance, The Center just organized a monthly Intergenerational Social Group. A planning committee of older adults and college students organizes monthly events for community members of all ages to gather , interact and promote a greater understanding between generations. • The AgeMore theme will continue to be used on all marketing through 2018. Upcoming Challenges: • Continue efforts to diversify funding and decrease reliance upon local tax dollars. • Evaluate efficacy of The Center’s current revenue streams and determine if modifications need to be made. • Succession planning that includes a review of current job descriptions and modifications where appropriate. • Identify staff members who will be directly involved in fundraising and provide access to appropriate training. • Hire a Development Specialist. • Complete reaccreditation process in 2018. • Maintain Senior Center Commission in meaningful involvement with Center operations and decision making. • Launch and promote use of Friends of The Center website. • Take final steps in creating a Friends Board of Directors that will take an active/supportive role in fundraising and financial planning. • Maintaining current level of programs and services during completion of the wallpaper, skim coating, and painting of walls and woodwork in second floor classrooms. 257 • Maintain creative marketing to attract participants and challenge ageist stereotypes. • Maintain high quality programs and services that meet the changing needs and interests of a diverse community. • Maintain a welcoming environment for people from all backgrounds. • Evaluate attrition in Senior Center memberships. Staffing: FY2017 FY2018 FY2019 Total FTE’s 7.00 7.00 7.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 personnel expenditures increased by $22,249 or 3.49% for the estimated salary and benefit costs over fiscal year 2018. Capital outlay budgeted in fiscal year 2019 includes $14,000 for two UV air filtration devices to complete the HVAC air filtration project and $14,000 for tables. 258 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummer Random Class Evaluations (done throughout the year) Overall Satisfation Rating > 95%91%96%91% New Measure * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December; Winter/Spring, January through April; and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November; Winter, December through February; Spring, March through May; and Summer, June through August. Goal FY 2017 94% FY 2013 FY 2014 FY 2015 FY 2016 95% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods Throughout the City To promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and life- long engagement. Each trimester throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional; environmental; intellectual/cognitive; physical; professional/vocational; social; and spiritual. Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 259 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of Fitness Classes and Dances each trimester* (for members, community, and special needs)FallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerNA 41 40 41 37 38 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 3 9 139  Foster Healthy Neighborhoods Throughout the City Enable adults to maintain healthy, active lifestyles by integrating physical activity into their daily routines. Support goal through programs and services offered. * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December; Winter/Spring, January through April; and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November; Winter, December through February; Spring, March through May; and Summer, June through August. Foster Healthy Neighborhoods Throughout the City Provide a broad range of arts and cultural resources and activities that encourage participation and creative self-expression. Support community engagement, creative self-expression, and social interaction through the arts FY 2013 FY 2014 FY 2015 FY 2016 New Measure New Measure New Measure FY 2017 FY 2013 FY 2014 FY 2015 FY 2016 New Measure 3 Support of art festival New Measure New Measure New Measure  New Measure 11 Center arts and crafts classes and Performances New Measure New Measure New Measure 82 Center art exhibits New Measure New Measure Gallery Walk participant New Measure New Measure 260 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Percent of Members using On-line Class Registration and/or Membership Renewals Percent of Members Senior Center Endowment's Annual Contribution to the Operational Budget Annual Contribution Cost Recovery Percentage Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Participation of racial minorities in Senior Center Programming (Based on Annual On-site Demographic Survey) Total Members 1,545 1,595 FY 2017 $34,616 -0.7% FY 2017 29% FY 2017 NA No survey in FY17 To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. To promote a positive image of aging and combat agism. FY 2013 FY 2014 FY 2015 FY 2014 FY 2017 15% 25% Maintain a Solid Financial Foundation To enhance financial stability of the Center. Move toward electronic communication as a cost saving measure and for customer convenience. Collaborate with Friends of the Center to fund annual operational expenses through the Senior Center Charitable Giving Account. New Measure New Measure 120% New Measure 1,5541,6181,620 5%11% FY 2013 FY 2014 FY 2015 Percent of Participation Change in Percent (Goal of 1 - 2% increase)* FY 2016 12% 9% Goal FY 2013 FY 2014 FY 2015 Change in Percent $34,250 Change in Contribution -2.3% FY 2013 FY 2015 27% $23,077 $30,380 New Measure 5%4% -1% FY 2016 FY 2016 FY 2016 1% 5% New Measure 28% $34,877 1.8% Advance Social Justice and Racial Equity 31.6%12.7% New Measure Goal 5% annual increase Goal $60,000 by FY 2020 * At least until levels reflect community demographics of the 50 + population 35% by FY 2019 25%29% 261 Each trimester** had a Minimum of 5 Successful Programs Targeting At-Risk and In Need Adults Over 50 FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummer Each trimester** had a Minimum of 1 Program/Presentation Focused on an Issue Related to Aging/Agism FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummer FY 2017 FY 2017FY 2016 10%9% Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ** A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December; Winter/Spring, January through April; and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November; Winter, December through February; Spring, March through May; and Summer, June through August. New Measure FY 2013 FY 2014 FY 2015 FY 2016 New Measure New Measure New Measure Goal To be eligible for for the low-income scholarship program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program; 2) Recipient of Medicaid benefits; 3) Participant in the SNAP program; 4) Participant in the Iowa City Assisted housing program; 5) Recipient of Supplemental Security Income (SSI); or Participate in the Elderly or Social Security Disability income Credit Claim on Real Estate or State Rent Reimbursement. According to the Iowa State Univesity Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However,the poverty rate for the county as a whole is much higher in the range of 13 - 14%. Goal FY 2013 FY 2014 FY 2015 9-11%New Measure New Measure 10% Percent of Members who participate in the low-income scholarship program. 262 Activity: Senior Center Administration (570100)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 616,579$ 577,447$ 624,076$ 685,692$ 699,523$ 721,246$ Use Of Money And Property Rents 2,312 2,107 12,609 13,970 12,610 12,610 Royalties & Commiss 287 235 156 230 160 160 Intergovernmental Local 28E Agreements 59,224 59,224 59,224 59,220 60,000 60,000 Charges For Fees And Services Culture & Recreation 54,229 48,586 61,555 69,000 63,000 63,000 Misc Charges For Svc 85 - - - - - Parking Charges 21,640 29,730 25,885 32,000 26,000 26,000 Miscellaneous Contrib & Donations 48,032 45,489 38,859 60,000 64,000 64,000 Misc Merchandise 5,341 3,238 5,496 3,240 5,500 5,500 Other Misc Revenue 1,612 2,479 16,074 27,250 3,092 3,092 Other Financial Sources Sale Of Assets - - 889 - - - Total Revenues 809,341$ 768,535$ 844,823$ 950,602$ 933,885$ 955,608$ Expenditures: Personnel 550,984$ 543,357$ 589,063$ 638,291$ 660,540$ 680,356$ Services 202,920 193,726 192,671 220,241 219,272 223,657 Supplies 30,681 29,328 25,669 24,351 26,073 26,594 Capital Outlay 24,756 2,124 37,420 67,719 28,000 25,000 Total Expenditures 809,341$ 768,535$ 844,823$ 950,602$ 933,885$ 955,608$ Personnel Services - FTE 2015 2016 2017 2018 2019 Development Specialist - Sr Center - - 0.50 0.50 0.50 M. W. III - Senior Center 1.00 1.00 1.00 1.00 1.00 M.W. I - Senior Center 1.00 1.00 1.00 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50 Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00 Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.50 6.50 7.00 7.00 7.00 Capital Outlay 2018 2019 Other Operating Equipment 44,144$ 14,000$ Building Improvements 23,575 14,000 Total Capital Outlay 67,719$ 28,000$ Activity Summary 263 Activity: Senior Center Programs (570200)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ 2,138$ 10,646$ 3,266$ -$ -$ Intergovernmental Other State Grants - - 9,000 - - Charges For Fees And Services Culture & Recreation 10,057 8,800 9,347 7,750 10,230 10,230 Misc Charges For Svc 16,517 17,569 18,471 17,570 18,470 18,470 Miscellaneous Contrib & Donations - 1,000 320 - - - Misc Merchandise 1,251 1,381 783 1,380 850 850 Other Misc Revenue 2,753 4,140 5,863 16,250 15,500 15,500 Total Revenues 30,578$ 35,028$ 54,431$ 46,216$ 45,050$ 45,050$ Expenditures: Personnel 2,261$ 16,091$ 15,217$ 17,313$ 17,388$ 17,910$ Services 6,874 7,009 25,938 12,741 11,450 11,679 Supplies 10,155 11,928 13,276 16,162 11,632 11,865 Total Expenditures 19,290$ 35,028$ 54,431$ 46,216$ 40,470$ 41,453$ Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Culture & Recreation 4,043$ -$ -$ -$ -$ -$ Miscellaneous Contrib & Donations 950 - - - - - Misc Merchandise 5 - - - - - Total Revenues 4,998$ -$ -$ -$ -$ -$ Expenditures: Personnel 2,691$ -$ -$ -$ -$ -$ Services 2,080 316 - - - - Supplies 1,411 36 - - - - Total Expenditures 6,182$ 352$ -$ -$ -$ -$ Activity Summary Activity Summary 264 Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 126$ 40$ 72$ -$ -$ -$ Total Revenues 126$ 40$ 72$ -$ -$ -$ Expenditures: Supplies -$ 20,077$ -$ -$ -$ -$ Capital Outlay - - - 13,237 - - Total Expenditures -$ 20,077$ -$ 13,237$ -$ -$ Capital Outlay 2018 2019 Building Improvements 13,237$ -$ Total Capital Outlay 13,237$ -$ Activity Summary 265 NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS) ADM INISTRATION Administration Neighborhood and Development Services (NDS) Administration is responsible for oversight and support of the department’s four operating divisions, Administration, Development Services, Neighborhood Services (including the Housing Authority), and the Metropolitan Planning of Johnson County (MPOJC). Sustainability Iowa City is committed to being a leader in sustainability. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles. Efforts towards sustainability are also f ocused in municipal energy savings, community-wide greenhouse gas emissions, natural area management and collaborating with other city departments on other topics pertaining to sustainability. Current projects include overseeing the creation of the City’s first Climate Action and Adaptation Plan, annually updating the community greenhouse gas emissions reporting, and ensuring that the City completes the requirements for the three year Covenant of Mayors requirements around climate action. Communication of the City’s sustainability efforts through electronic media (e- newsletter, Facebook and Twitter), and aligning along with tracking sustainability efforts with the STAR Sustainability Rating System are also projects that involve the Sustainability office. Energy Efficiency Revolving Fund The fund was created from the Energy Efficiency and Conservation Block Grant special revenue fund. The fund is used as an energy efficiency reimbursement program. The facilities that receive improvements through the fund repay the f und annually based on the savings from the energy efficiency improvements. HIGHLIGHTS • Iowa City began work to create the City’s first Climate Action and Adaptation Plan in June, 2017. A Council-appointed steering committee is guiding this one year effort. A completed plan will be presented to the Council May 2018. • Completed 2015 greenhouse gas inventory using GPC protocol and submitted as a part of the Covenant of Mayors three-year commitments. • Finalized reports summarizing updated greenhouse gas data for both community-wide and municipal emissions. • Created a consumption-based inventory, which includes emissions from consumables and food through grant from Urban Sustainability Directors Network. 266 Recent Accomplishments: • Updated community-wide and municipal greenhouse gas and completed first consumption-based emissions report as baseline for Climate Action and Adaptation Plan • Twenty-two sustainability projects completed in collaboration with University of Iowa • One of 20 cities in nation to complete second year of STAR annual indicators, available online Upcoming Challenges: • Continuing to work on 17 acti ons identified in STAR workshop , especially those related to climate • Will be working with steering committee, consultant and getting public input to finalize Climate Action Plan by May 2018 • Reviewing requirements for electric vehicles and their infrastructure Staffing: FY2017 FY2018 FY2019 Total FTE’s 2.55 2.55 2.55 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The Neighborhood & Development Administration service expenditures budget decreased by $37,816 or 46.71% in fiscal year 2019 primarily due to consulting services in the fiscal year 2018 budget for the Bike Master Plan and the housing market analysis in the University impact zone. No additional studies/plans are planned for 2019. The Sustainability Services service expenditures decreased by $80,435 or 61.96%in fiscal year 2019 primarily due to $80,000 budgeted in fiscal year 2018 for the Climate Action and Adaptation Plan. 267 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Greenhouse gas emissions CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total tonnes CO2e 1,269,382 1,297,657 1,331,231 987,735 857,788  Estimated population*70,453 71,885 73,542 74,220 74,398 Tonnes CO2e per capita 18.0 18.1 18.1 13.3 12.9 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: External Communications FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number of Subscribers of Sustainable News e-Subscriptions 0 0 0 228 691 Number of Public Outreach Events New Measure New Measure 10 12 18 Community Survey results of the percent rated positively Participation FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Conserved Water N/A N/A N/A N/A 73% Recycled at Home 96%N/A N/A N/A 85% Made Home More Energy Efficient N/A N/A N/A N/A 69% *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 Enhance Community Engagement and Intergovernmental Relations Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote Environmental Sustainability Greenhouse Gas Mitigation - Achieve greenhouse gas emissions reductions throughout the community. Reduce community-wide greenhouse gas emissions. * Annual population estimates from the American Community Survey Monitor community-wide greenhouse gas emissions, which includes emissions used from energy in the following sectors: residential, commercial, industrial, transportation and waste. 268 Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 247,130$ 224,148$ 314,755$ 293,636$ 255,278$ 263,298$ Charges For Fees And Services Building & Devlpmt 1,500 1,200 700 1,200 700 700 Miscellaneous Code Enforcement 37,370 13,740 14,645 13,740 14,650 14,650 Other Misc Revenue 2,298 1,871 2,946 1,850 2,940 2,940 Printed Materials 8 13 14 - - - Other Financial Sources Sale Of Assets - 4 4 - - Transfer In -Enterprise Activities 26,010 26,270 26,795 27,197 27,877 28,435 Total Revenues & Transfer In 314,316$ 267,246$ 359,860$ 337,623$ 301,445$ 310,022$ Expenditures: Personnel 263,983$ 237,305$ 241,601$ 253,386$ 254,819$ 262,464$ Services 48,800 26,928 114,773 80,953 43,137 44,000 Supplies 1,533 3,013 3,486 3,284 3,489 3,559 Total Expenditures 314,316$ 267,246$ 359,860$ 337,623$ 301,445$ 310,022$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.55 0.55 0.55 0.55 0.55 Clerk/NDS 0.50 - - - - Engineering Technician 0.50 - - - - NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.55 1.55 1.55 1.55 1.55 Activity Summary 269 Activity: Sustainability Services (610150)Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 137,835$ 124,779$ 126,929$ 249,145$ 192,896$ 197,882$ Intergovernmental Operating Grants - - 3,697 - - - Miscellaneous Other Misc Revenue 1,864 11 - - - - Total Revenues 139,699$ 124,790$ 130,626$ 249,145$ 192,896$ 197,882$ Expenditures: Personnel 88,745$ 89,618$ 103,996$ 107,695$ 112,758$ 116,141$ Services 49,869 35,053 21,670 129,827 79,392 80,980 Supplies 1,085 119 4,961 11,623 746 761 Total Expenditures 139,699$ 124,790$ 130,626$ 249,145$ 192,896$ 197,882$ Personnel Services - FTE 2015 2016 2017 2018 2019 Sustainability Coordinator - 1.00 1.00 1.00 1.00 Total Personnel - 1.00 1.00 1.00 1.00 Activity: Energy Efficiency Revolving Loan (610150)Fund: Energy Efficiency (1012) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Miscellaneous Other Misc Revenue 50,961$ 43,441$ 40,961$ 43,440$ 40,961$ 63,461$ Transfers In - Misc 50,092 - - - - - Total Revenues & Transfer In 101,053$ 43,441$ 40,961$ 43,440$ 40,961$ 63,461$ Expenditures: Capital Outlay -$ -$ -$ -$ 225,000$ -$ Total Expenditures -$ -$ -$ -$ 225,000$ -$ Capital Outlay 2018 2019 Energy Efficiency Improvements -$ 225,000$ Total Capital Outlay -$ 225,000$ Activity Summary Activity Summary 270 Activity: Housing Authority Administration (490100)Fund: General (1000) Division: Neighborhood Services Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Royalties & Commissions 4,307$ 3,992$ 3,836$ 4,000$ 4,130$ 4,130$ Total Revenues 4,307$ 3,992$ 3,836$ 4,000$ 4,130$ 4,130$ Activity Summary 271 NEIGHBORHOOD SERVICES The Neighborhood Services Division is responsible for the administration of various housing services, housing programs and revitalization efforts that focus on sustaining healthy neighborhoods. The division provides housing inspection services, facilitates communication and outreach services to neighborhood associations and coordinates Iowa City's public art and PIN Grant programs. The City's federal Community Block Grant (CDBG) and HOME programs are also administered through the Neighborhood Services Division. Community Development Community Development staff are committed to providing Iowa City residents with access to safe and affordable housing, jobs and services. This is accomplished by coordinating efforts with local organizations, businesses and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. Economic development activities include: • Neighborhood redevelopment • Microenterprise business development • Working with financial institutions • Hosting annual workshop for early stage entrepreneurs The Housing Rehabilitation program works to help residents maintain and update their homes by providing financial assistance to income eligible homeowners. The availability of affordable, low or no-interest loans provides lower income homeowners the opportunity to make repairs and improve energy efficiency to their homes and ultimately helps to maintain Iowa City's housing stock. Funding is available through the federally- funded CDBG and HOME Investment Partnership programs, and through the General Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds. CDBG and HOME descriptions can be found in the Special Revenue Fund section of this budget. Neighborhood Outreach Neighborhood Outreach provides a conduit between all City departments and the network of neighborhood associations within Iowa City, and facilitates the distribution of funds made available by the City Council for small-scale neighborhood improvements. Neighborhood Outreach supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment and coordination of 33 neighborhood associations, this division seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. 272 The City Council has made funds available to neighborhood associations through the Program for Improving Neighborhoods (PIN) grant program, with $20,000 available annually. Administration of this program involves making applications available to the neighborhoods, clarifying the administrative rules, assisting with project development, coordinating staff review of the applications as well as execution of contract documents and implementation of projects. Housing Inspection Housing Inspection’s mission is to ensure that Iowa City’s housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of those persons utilizing these facilities and the general public. The division strives to achieve these goals and contribute to the overall mission of the City by: • The inspection of all rental properties located in the City on a one year cycle. • The inspection of all housing related to the Housing Authority’s Housing Choice Voucher Program. • Investigating and resolving housing and nuisance complaints for all properties. The City of Iowa City began the rental housing inspection division in the mid 1970's. The division has four full-time inspectors, inspecting more than 18,900 rental units bi- annually. Housing Inspection works with owners, property managers and tenants to ensure conformance with the Iowa City Housing Code, which establishes minimum health and safety standards necessary to protect and promote the welfare of tenants and the general public as well. Housing Inspection achieves this purpose by inspecting all rental property on a systematic basis. 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, staff has shifted to more pro-active inspections in our core neighborhoods to address nuisance trash and litter violations. Human Services Community Development staff coordinates with the United Way of Johnson County and the Housing and Community Development Commission in providing funds for human service agencies. The City Council makes annual allocations to the area’s human service agencies as part of the Aid to Agencies budget process. Donation Stations The City previously 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. This program was discontinued at the end of FY15. 273 HIGHLIGHTS • Sub-recipients of City CDBG and HOME funds completed thirty-one affordable housing units, including new rental units and owner-occupied rehabilitation. • Maintained a two-year inspection cycle for all rental properties • To date, 58 homes have been renovated and sold as owner-occupied housing by the UniverCity Neighborhood Partnership Program. • The Shelter House Frequent Users System Engagement (FUSE) project received $25,000 in City CDBG funds and $2.7 million from the Iowa Finance Authority for the State’s first ever ‘housing first’ homeless facility. Construction will begin Spring 2018. • Revised the Affordable Housing Location Model methodology per the City’s Affordable Housing Action Plan. • Housing Inspectors completed Code Inspection for Healthier Homes training, presented by Children’s Mercy Hospital, Kansas City, MO. • Completed increased inspections for the university impacted neighborhoods. Recent Accomplishments: • Approved funding for Rise Coffee Shop on Westbury Dr. • Approved $25,000 for microenterprise technical assistance to people wanting to open in-home daycares. • Hosted Building Business Basics workshop for early stage entrepreneurs, over 80 participated. Upcoming Challenges: • Federal CDBG and HOME funds continue to be unstable. The current administration has discussed deep cuts in the near term. • Staff capacity to successfully administer all existing programs in addition to the 15 Action Steps for Affordable Housing and other strategic plan priorities. Staffing: FY2017 FY2018 FY2019 Total FTE’s 11.78 11.78 13.88 Staffing Level Change Summary: Housing Inspection will be adding 2.0 FTE full time Building Inspectors in fiscal year 2019. Housing Inspection personnel services also increased the allocation of a Building Inspector position by .10 FTE from the Iowa City Housing Authority to better align with actual cost. 274 Service Level Change Summary: In anticipation of issues related to the change in occupancy regulations, inspections will be increased from every two years to every year on single household units with 4 or more bedrooms, duplexes where one of the dwellings has 4 or more bedrooms, family care units, fraternities/sororities, group homes, rooming housing, and multi-family dwelling properties older than 1996. Financial Highlights: In Community Development, capital outlay expenditures decreased by $645,030 and other financing uses decreased by $913,000 because of a reduction in the number of UniverCity homes that will be completed in fiscal year 2019. Housing Inspections personnel expenditures for fiscal year 2019 increased by $202,362 primarily due to the addition of the two housing inspectors and the transfer of the .10 FTE from Housing Authority. 275 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 4,003 4,190 4,317 4,402 4,413 17,171 17,828 18,010 18,170 18,373 1,864 1,755 1,650 1,808 1,597 Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New Measure 87%84%86%82% Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Rental Properties Converted to Single Family Homes (UniverCity) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 8 8 7 10 3  Owner-Occupied Homes Rehabilitated (GRIP) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 13 14 8 3 5  Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 NA NA NA NA 5  Foster Healthy Neighborhoods throughout the City Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Improve the City’s private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Rental Permits Rental Units Housing, Zoning & Nuisance Foster Healthy Neighborhoods throughout the City Effectively resolve complaints to protect the health, safety, and livability of Iowa City’s neighborhoods. Expand proactive neighborhood code enforcement efforts. 276 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New Measure New Measure 19 16 18 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded FY 2012 FY 2014 FY 2015 FY2016 FY 2017 FY 2018 Estimate 10 10 10 6 7 13 Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family-friendly neighborhood events, activities or projects. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Maintain an updated active list of neighborhood association contacts so as to sustain communication with neighborhoods. Encourage alternatives to neighborhood newsletters such as email lists, Facebook and NextDoor so that communication can continue within the neighborhood. *Funding for neighborhood newsletters discontinued in FY2015. Number of neighborhoods with active leadership and established community link.* Foster Healthy Neighborhoods throughout the City 277 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 24 22 8*8 10 12 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 3 11 8 6 9 9 Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. 278 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Good Neighborhood Meetings (dependent upon development activity) FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate New Measure 11 8 12 14 16 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public Art Projects (Installation, programs, etc.) FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate New Measure 3 3 6 7 14 Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between developers proposing land use changes (rezonings, subdivisions, special exceptions, etc.) and residents near the subject property by assisting in the implementation of the Good Neighbor Program. Coordinate communication between developers and residents through meetings and other public input opportunities. Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core To enhance the appearance of the City through the selection and integration of art in the public environment. 279 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Aid to Agencies FY 2012 FY 2014 FY 2015 FY 2016*FY 2017 FY 2018 Estimate Funds Spent $422,950 $378,700 $397,510 $378,700 $378,700 $376,400 Agencies Assisted 19 19 18 13 14 15 Average Funds per Agency 22,261 19,932 22,084 29,131 27,050 25,093 Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Allocate grant and City funds to serve the needs of low-to- moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at-risk and LMI persons). Create/enhance suitable living environments, provide decent housing and create economic development opportunities. * Fewer agencies assisted as changed minimum allocation to $15,000 (previously $5,000) to provide a larger impact to a priority need. 280 Activity: Community Development (610200)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 658,214$ 479,674$ 261,850$ 759,274$ 447,498$ 458,140$ Use Of Money And Property Interest Revenues 36,466 36,252 35,183 31,657 31,146 31,146 Miscellaneous Contrib & Donations 53,000 (59,000) (5,000) - - - Other Misc Revenue 950 4,147 3,925 53,990 70,811 70,811 Printed Materials 10 - - Other Financial Sources Loans 1,347,062 588,505 848,663 1,008,700 673,905 673,905 Sale Of Assets 1,219,389 1,835,826 647,893 1,513,000 600,000 600,000 Transfers In - Misc 20,000 - - - - - Total Revenues & Transfer In 3,335,091$ 2,885,404$ 1,792,513$ 3,366,621$ 1,823,360$ 1,834,002$ Expenditures: Personnel 172,688$ 190,607$ 125,160$ 166,263$ 177,463$ 182,787$ Services 349,813 256,050 298,551 261,963 263,730 269,005 Supplies 13,007 11,630 2,225 365 2,167 2,210 Capital Outlay 1,645,083 584,617 778,578 1,425,030 780,000 780,000 Other Financial Uses 1,154,500 1,842,500 588,000 1,513,000 600,000 600,000 Total Expenditures 3,335,091$ 2,885,404$ 1,792,513$ 3,366,621$ 1,823,360$ 1,834,002$ Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 0.35 0.35 1.00 1.00 1.00 Building Inspector - 0.60 1.00 1.00 1.00 Community Development Coord 0.30 - - - - Housing Rehab Specialist 1.00 - - - - Code Enforcement Specialist - 0.50 1.00 1.00 1.00 Program Asst - Comm Devel 0.10 0.10 0.63 0.63 0.63 Total Personnel 1.75 1.55 3.63 3.63 3.63 Capital Outlay 2018 2019 House Acquisitions for UniverCity 850,000$ 600,000$ Rehab Costs of UniverCity Houses 475,030 180,000 Rehab Costs for the HELP Program 100,000 - Total Capital Outlay 1,425,030$ 780,000$ Activity Summary 281 Activity: Neighborhood Outreach (610710/610720)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 128,849$ 176,318$ 210,044$ 284,873$ 297,219$ 305,018$ Use Of Money And Property Rents 11,188 6,877 15,593 - - - Miscellaneous Misc Merchandise 192 85 (241) - - - Printed Materials 150 204 132 200 130 130 Total Revenues 140,379$ 183,484$ 225,529$ 285,073$ 297,349$ 305,148$ Expenditures: Personnel 107,576$ 151,135$ 186,474$ 226,371$ 235,172$ 242,227$ Services 12,546 21,404 29,196 31,067 34,821 35,517 Supplies 7,182 1,280 2,358 2,635 2,356 2,403 Capital Outlay 13,075 9,665 7,500 25,000 25,000 25,000 Total Expenditures 140,379$ 183,484$ 225,529$ 285,073$ 297,349$ 305,148$ Personnel Services - FTE 2015 2016 2017 2018 2019 Neighborhood Services Coordinator - 0.30 0.70 0.70 0.70 Associate Planner 1.00 0.75 1.00 1.00 1.00 Administrative Secretary - - 0.25 0.25 0.25 Total Personnel 1.00 1.05 1.95 1.95 1.95 Capital Outlay 2018 2019 Public Art 25,000$ 25,000$ Total Capital Outlay 25,000$ 25,000$ Activity Summary 282 Activity: Housing Inspections (610730/610740)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Misc Permits & Lic 1,600$ -$ -$ 1,600$ -$ -$ Const Per & Ins Fees 655,855 574,753 791,138 680,000 810,000 750,000 Charges For Fees And Services Building & Devlpmt - - - 14,000 14,000 14,000 Miscellaneous Other Misc Revenue 142 2,571 1,911 - 3,000 3,000 Printed Materials 60 90 - - - - Total Revenues 657,657$ 577,414$ 793,049$ 695,600$ 888,674$ 914,385$ Expenditures: Personnel 445,196$ 507,909$ 557,678$ 591,370$ 793,732$ 817,544$ Services 46,080 40,455 51,361 81,323 83,415 85,083 Supplies 2,500 2,898 665 2,540 11,527 11,758 Total Expenditures 493,776$ 551,262$ 609,704$ 675,233$ 888,674$ 914,385$ Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 3.00 3.00 3.40 3.40 5.50 Housing Assistant 0.75 0.75 1.00 1.00 1.00 Housing Inspector Asst 0.50 0.50 0.50 0.50 0.50 Neighborhood Services Coordinator - 0.30 0.30 0.30 0.30 Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.25 5.55 6.20 6.20 8.30 Activity Summary 283 Activity: Human Services (610820)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 319,722$ 296,319$ 301,371$ 300,000$ 300,000$ 300,000$ Total Revenues 319,722$ 296,319$ 301,371$ 300,000$ 300,000$ 300,000$ Expenditures: Personnel 13,821$ 3,301$ -$ -$ -$ -$ Services 305,901 293,018 301,371 300,000 300,000 300,000 Total Expenditures 319,722$ 296,319$ 301,371$ 300,000$ 300,000$ 300,000$ Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 0.15 0.15 - - - Total Personnel 0.15 0.15 - - - Activity: Donation Stations (610830)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 36$ 356$ -$ -$ -$ -$ Total Revenues 36$ 356$ -$ -$ -$ -$ Expenditures: Services 315$ -$ -$ -$ -$ -$ Total Expenditures 315$ -$ -$ -$ -$ -$ Activity Summary Activity Summary 284 DEVELOPM ENT SERVICES The Development Services Division is responsible for facilitating the development process from Comprehensive Planning to Annexation, Zoning and Subdivision, to Site Plan, Building Permit, Building Inspections, to Final Certificate of Occupancy. The Division is also responsible for zoning- code-related nuisance inspections and enforcement; local administration of state and federal regulations such as floodplain management regulations; historic preservation programs, administration of the Sign Code, minor modification applications, temporary use permits, and other local permits; research, recommendations, and developing code amendments to address City Council and/or City Manager’s Office directives such as the Affordable Housing Action Plan, the STAR program, the Equity Toolkit, etc. The Division also interacts regularly with other local organizations such as the Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of Realtors, Friends of Historic Preservation, etc. Building Inspection The Building Inspection Division is responsible for facilitating the Site Plan review process, Building Permit review, Building Inspections and Final Certif icates of Occupancy. Building Inspection Services is also responsible f or enforcement of codes and ordinances regulating the protection of the public health, safety and general welfare as it relates to the built environment and maintenance of existing structures. Review and issuance of all permits for new construction, additions, alterations, repairs and signs is a key function. The Building Inspections Services Office enf orces the following construction codes: • 2015 International Building / Residential Code (adopted with local amendments) • Mechanical Code (current state adopted code) • Plumbing Code (current state adopted code) • 2015 International Fire Code (adopted with local amendments) • National Electrical Code (current state adopted code) • International Energy Conservation Code (c urrent state adopted code) • Accessibility Code (current federal and state adopted code; local amendments for visitability / adaptability) In addition to the above codes, the Building Inspection Services Office enforces the Zoning, Sign, Nuisance, Noise, Site Plan design regulations, Floodplain Management and Cons truction Site Runoff Ordinances, and provides staff support for the Design Review Committee. The Building Inspections Services Office provides staffing for the Board of Appeals. The Board of Appeals hears and decides appeals of orders, decisions or determinations made by City staff relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical, Plumbing, Fire and Housing Codes. Urban Planning The Urban Planning Office 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, subdivision and historic preservation regulations. The guiding principle of t hese 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 285 division fulfills state statutory requirements pertaining to zoning, development, and historic preservation. The division provides staffing for the following boards and commissions, which are associated with developmental regulations and zoning. Staffing includes pr eparation of agendas and information packets, notification letters, attendance at all meetings, minutes, and preparation of ordinances, resolutions and historic preservation certificates related to proposed construction. • The Planning and Zoning Commission is charged with holding public discussions and providing recommendations to City Council on development -related applications including Comprehensive Plan updates, annexations and requests for rezonings, subdivisions and code amendments. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservati on of historic landmarks and districts. The primary duty of the Historic Preservation Commission is to review proposed building projects in historic and conservation districts. Urban Planning staff work with prospective applicants to review requirements for new development and construction and to create solutions for properties that confront obstacles to development, renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates fee dback from various departments, and writes reports, including recommendations to boards and commissions. A growing duty of Development Services staff is reviewing design review applications for areas requiring design review such as the Riverfront Crossings District. HIGHLIGHTS • Calendar year 2016 was the busiest year on record for the Building Inspections Division in terms of permit value, with a total issued permit value of $388,427,023, over double the 10-year average. For 2017, the Building Inspections Division is on pace to exceed well-over 2,000 building permits for at least the tenth year in a row. • Continued implementation of the Downtown and Riverfront Crossings Master Plan. Facilitated rezoning legislative processes and/or development and building code review processes for several Riverfront Crossings projects including: o The Rise, a 15-story mixed-use project with residential, hotel and commercial uses o Hilton Garden Inn – a 12-story hotel o Kum & Go and Fresh Market at the corner of Benton St and Riverside Drive o Sabin townhomes and parking facility, including 28 townhomes and a 600-space parking facility o 316 Madison St – a seven story residential building across the street from the University Wellness Center o Mixed-use building at 1301 S Gilbert St (former site of Pleasant Valley) o Mixed-use building (hotel, residential and commercial) at the corner of Clinton St / Burlington St (in design) 286 • Other large development projects have included: o Redevelopment of the Rose Oaks (AKA the Quarters) o The Chauncey – a 15-story mixed-use building o 416 Iowa Ave – 5 story mixed-use building o Redevelopment of Highway 6 / Gilbert St (Natural Grocers and Carlos O’Kelly’s) o Augusta Place – an approximate 120-unit residential facility located on the north City Hall parking lot (in design) o Historic Landmark designation for the Unitarian Universalist Church o New Medical Clinic (leased by the University of Iowa) at the corner of Dodge St / Dubuque Rd o 1030 William St (affordable senior housing) – 36 affordable and 4 market rate units • Amended the sign code (a section of the zoning code) to be in conformance with the Downtown District Storefront and Signage Guidelines. • Adopted the East Side Mixed Use District, a new form based code district, generally located east of Van Buren St and south of Iowa Ave • Completed the first phase of the Iowa City Form Based Code analysis, focusing on the Northside neighborhood and the South District • Implementation of the Riverfront Crossings Inclusionary Housing Ordinance • North District Comprehensive Plan amendment (approximately 70 acres in size including Forest View Mobile Home Park) Recent Accomplishments: Upcoming Challenges: • Development Services staff have been responsible for implementing several elements of the Affordable Housing Action Plan • Completed the first phase of the Form Based Code analysis for the Northside and South District neighborhoods – the next phase will include development of form based codes. • The Downtown Historic Survey is in process • Continuing to provide a high level of customer service for complicated projects being developed, through the plan review and building inspections process • Development Services assisted with rental permit moratorium, and participating in the creation of regulations and policies to support neighborhood stabilization • The second phase of the Form Based Code development for the Northside and South District neighborhoods. • Issuing an RFP and consultant selection for new building permit and plan review software (the current software is approximately 25 years old, and is no longer supported). • Training and education related to the 2018 Building Code. Adoption of the 2018 Building Code. • Completing the series of code amendments identified in the Affordable Housing Action Plan 287 Staffing: FY2017 FY2018 FY2019 Total FTE’s 10.80 11.30 11.30 Staffing Level Change Summary: The Building Inspections activity includes the conversion of 1.0 FTE Building Inspector position to a 1.0 FTE Plans Examiner position. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: In the Building Inspection activity, the service expenditures are budgeted to increase by $44,114 or 30.47% in fiscal year 2019 primarily due to budgeting funds for software maintenance costs for a new building permit software package. Capital outlay expenditures includes $14,080 for an electronic plan review table. The Urban Planning activity fiscal year 2019 service expenditures budget includes $225,000 for consulting related to form base code creation. The fiscal year 2018 revised budget includes $199,000 for the form based code development. 288 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 80 143 171 176 137 172 750 758 842 780 726 837 Total Value of Construction (in millions) 10 Year CY 2011 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 $125.1 $81.7 $169.2 $184.9 $152.6 $138.3 $388.4 -14.9%107.1%9.3%-17.5%-9.4%180.8% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 0 1 3 2 1 0 13 29 19 29 14 20 5 7 11 9 6 6 0 0 0 14 18 2 13 11 11 3 4 9 0 6 2 2 4 3 3 2 0 4 7 2 1 2 3 2 4 6 35 58 49 65 58 48 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 15 13 11 16 10 8 0 2 2 0 0 1 1 1 1 1 0 0 New Single Family Dwellings Total Building Permits Planning & Zoning Commission GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Fiancial Foundation Efficiently process construction permits to encourage economic development. Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. Board of Adjustment Special Exceptions Appeals Variances Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Participate in public meetings, both formal and informal, to communicate proposals, solicit input, and respond to questions about the approval process. Foster Healthy Neighborhoods throughout the City Annexations Rezonings Preliminary Plats Final Plats Code Amendments Comprehensive Plan Amendments Right-of-way Vacations County Zoning Items Total 289 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New Measure New Measure New Measure 19.8 18.6 0.0 New Measure New Measure New Measure 125.5 119 13.7 New Measure New Measure New Measure 85.9 7.98 1.00 New Measure New Measure New Measure 35.1 2.48 25.21 New Measure New Measure New Measure 85.9 0.98 0.00 New Measure New Measure New Measure 150 335 23 New Measure New Measure New Measure 19 12 0 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New Measure New Measure New Measure 20 21 20 New Measure New Measure New Measure 8 8 12 New Measure New Measure New Measure 11 12 12 New Measure New Measure New Measure 13 5 9 New Measure New Measure New Measure 9 10 17 New Measure New Measure New Measure 12 14 6 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 80 93 108 83 86 90 2 1 2 1 1 1 0 39 265 0 0 0 New Measure New Measure New Measure New Measure 24 25Properties rehabed, restored, or converted through adaptive reuse Additional Landmarks Additional properties in historic/conservation districts Board of Adjustment Historic Preservation Comp. Plan-related Good Neighbor Other public meetings Acres Zoned Commercial / Office Residential Lots Final Platted / Created Commercial Lots Final Platted / Created Public Meetings Staffed Planning and Zoning Development Activity Metrics Acres Annexed Acres Zoned Residential Acres Zoned Commercial Acres Zoned Mixed-Use / RF Crossings Historic Preservation Commission Project Reviews 290 Activity: Building Inspection (610610)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ -$ -$ -$ Licenses And Permits General Use Permits 11,872 8,868 12,248 8,870 8,870 8,870 Food & Liq Licenses 245 270 210 270 210 210 Professional License 2,660 2,505 2,385 2,510 2,390 2,390 Misc Permits & Lic 4,270 3,145 3,600 2,390 2,390 2,390 Const Per & Ins Fees 806,404 1,470,135 1,723,926 901,500 911,500 911,500 Use Of Money And Property Interest Revenues 396 5 - - - - Charges For Fees And Services Building & Devlpmt 342,303 534,760 611,026 323,400 318,900 318,900 Other Financial Sources Loans 32,413 2,193 - - - - Sale Of Assets - 68,482 - - - - Total Revenues 1,200,563$ 2,090,363$ 2,353,395$ 1,238,940$ 1,244,260$ 1,244,260$ Expenditures: Personnel 702,645$ 706,441$ 732,113$ 750,668$ 788,589$ 812,247$ Services 135,471 150,639 211,894 144,771 188,885 192,663 Supplies 3,540 25,340 6,118 5,229 11,881 12,119 Capital Outlay - 60,000 86,800 - 14,080 - Total Expenditures 841,656$ 942,420$ 1,036,926$ 900,668$ 1,003,435$ 1,017,028$ Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 4.00 4.00 4.00 4.00 3.00 Plans Examiner - - - - 1.00 Development Reg Specialist 1.00 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.30 0.30 0.30 0.30 0.30 Development Services Coordinator - 0.50 0.50 0.50 0.50 Code Enforcement Specialist - 0.50 0.50 0.50 0.50 Sr Building Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.30 7.30 7.30 7.30 7.30 Capital Outlay 2018 2019 Electronic Plan Review Table -$ 14,080$ Total Capital Outlay -$ 14,080$ Activity Summary 291 Activity: Urban Planning (610620)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 403,570$ 425,039$ 598,302$ 737,807$ 767,359$ 788,115$ Intergovernmental Other State Grants - - - 5,000 - - Charges For Fees And Services Building & Devlpmt 37,750 31,795 24,940 31,800 24,950 24,950 Miscellaneous Other Misc Revenue - 48 80 - 80 80 Printed Materials 220 61 81 - - - Total Revenues 441,540$ 456,943$ 623,403$ 774,607$ 792,389$ 813,145$ Expenditures: Personnel 401,064$ 428,853$ 453,649$ 480,831$ 490,840$ 505,565$ Services 39,176 26,584 167,760 292,007 299,023 305,003 Supplies 1,300 1,506 1,994 1,769 2,526 2,577 Total Expenditures 441,540$ 456,943$ 623,403$ 774,607$ 792,389$ 813,145$ Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 1.50 1.50 1.50 1.50 1.50 Development Services Coordinator - 0.50 0.50 0.50 0.50 Historic Preservation Planner - - - 0.50 0.50 Code Enforcement Specialist - 0.50 0.50 0.50 0.50 Senior Planner 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.50 3.50 3.50 4.00 4.00 Activity Summary 292 PUBLIC WORKS ADMINISTRATION The Public Works department is comprised of seven divisions which operate from various locations throughout the city. These divisions include: Administration, Engineering, Streets, Equipment, Resource Management, Wastewater, and Water. Engineering provides direction to the Stormwater program. The Administration Division personnel include the Public Works Director and a Program Assistant. The division provides oversight and support for the department’s operating divisions. HIGHLIGHTS • Resource Management has been brought back under the Public Works Department. • Public Works has implemented and updated the permitting process for Sidewalk Cafes, Newspaper Boxes, and Small Cellular Antennas. Recent Accomplishments: Upcoming Challenges: • Construction underway on the Gateway Project. • Regular coordination meetings with University and Iowa DOT Staff. • Coordination with Transportation Services with Customer Service Representatives. • Continue to develop management staff. • Planning for Phase 1 of the Public Works Facility • Complete implementation of GIS within Department • Develop electronic permitting platform. Staffing: FY2017 FY2018 FY2019 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget increased by $54,361 or 178.6% primarily due to consulting fees for the development of a Right-of-Way Management ordinance. 293 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Sidewalk Cafes 24 25 30 36 37 Street Cafes*New Measure 1 2 2 2 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Use of ROW 15 15 5 10 11 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 License Agreements Issued 3 0 0 2 1 Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Issue permits and provide site inspections for sidewalk and street cafes. * started in 2013 294 Activity: Public Works Administration (710100)Fund: General (1000) Division: Public Works Administration Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 294,719$ 290,141$ 314,187$ 332,466$ 397,513$ 409,165$ Miscellaneous Other Misc Revenue 363 592 564 - 560 - Total Revenues 295,082$ 290,733$ 314,751$ 332,466$ 398,073$ 409,165$ Expenditures: Personnel 287,970$ 279,571$ 294,221$ 300,579$ 313,074$ 322,466$ Services 6,256 10,968 20,496 30,438 84,799 86,495 Supplies 856 194 34 1,449 200 204 Total Expenditures 295,082$ 290,733$ 314,751$ 332,466$ 398,073$ 409,165$ Personnel Services - FTE 2015 2016 2017 2018 2019 Program Asst - Pub Works 1.00 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 295 ENGINEERING SERVICES The Engineering division exists to provide the technical expertise for the design and construction management of the public infrastructure to enhance the quality of life of our citizens. The division also manages the public right-of-way to maintain the health, safety, and welfare of our community, and operates the storm water utility. The Engineering division performs work in connection with all municipal public works improvements including bridges, roads, water mains, sanitary sewers, and 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. Division staff also aid other departments in the design and construction of public improvement projects. Engineering division functions include: • Right of Way Management • Capital Improvement Plan (CIP) Project Design • CIP Project Construction Administration and Inspection • Subdivision and Site Plan Review and Inspection • Special Projects Administration and Inspection • Mapping of Streets and Public Utilities • Design and Construction Administration Assistance for Public Improvement Projects HIGHLIGHTS Recent Accomplishments: • Completed construction of the Washington Street Streetscape Project • Completed construction of the First Avenue Grade Separation Project • Ongoing construction of the Iowa City Gateway Project • Restriping of Sycamore Street to include bike lanes • 4-Lane to 3-Lane Conversion Project on First Avenue • Completed construction of the Davenport Brick Street Reconstruction Project • Began reconstruction of Hebl Avenue Upcoming Challenges: • Complete construction of the Iowa City Gateway Project • Complete design and construction of the 4-Lane to 3-Lane Conversion Project on Mormon Trek Boulevard • Complete construction of the Burlington and Clinton Intersection Improvements Project, including a 4-Lane to 3-Lane conversion on Clinton Street. 296 • Complete design and construction of the Burlington and Madison Intersection Improvements Project, including a 4-Lane to 3-Lane conversion on Madison Street • Complete design and construction of the Riverside Drive Overlay and Myrtle Avenue Intersection Improvements and Riverside Drive Pedestrian Tunnel projects • Complete design and construction of the Hwy 1/Hwy 6/Riverside Drive/Governor Street overlay projects • Complete design and construction of the West Riverbank Stabilization Project • Complete design and construction of the Gilbert Street Intersection Improvements Project • Complete design and construction of the Idyllwild Drainage Diversion Project • Complete design and construction of the Prentiss Street Bridge Replacement Project • Design of the McCollister Boulevard Extension Project • Adopt the Statewide Urban Design Standards and Construction Specifications • Development of a Right-of -Way Management Ordinance • Development of Electronic/Online Permitting and Bidding Processes Staffing: FY2017 FY2018 FY2019 Total FTE’s 16.00 16.00 16.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The capital outlay expenditures in fiscal year 2019 include $25,000 for a truck, $6,000 for office furniture, and $5,000 for a printer replacement. 297 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Accepted Public Improvements FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 # of Projects Accepted 30 24 16 26 29 # of Subdivision Accepted 7 14 13 8 8 Streets (miles)1.08 3.03 2.20 1.49 2.67 Water Main (miles)1.55 3.00 2.07 2.43 2.01 Sanitary Sewer (miles)1.38 2.86 2.24 1.12 2.57 Storm Sewer (miles)1.28 3.00 2.37 2.61 3.20 Fire Hydrants 37 55 30 32 56 Trails/Sidewalks (miles)0.53 1.54 1.36 1.86 2.27 Lift Station 1 0 1 0 0 Traffic Signals 1 1 0 2 0 Pedestrian Bridge 1 1 0 0 1 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Excavation Permits Issued 339 348 398 350 374 Sidewalk Hazards Identified Addresses 474 556 728 584 145 Sidewalk Hazards Identified # of Squares 1,704 1,583 2,442 1,309 359 Provide plan review and inspection to ensure safety of our citizens and conformance to City standards when work is performed in the City Right-of-ways. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City Continue the investment and reinvestment in infrastructure. Provide plan review and inspection of infrastructure which will become City assets. Foster Healthy Neighborhoods throughout the City Provide oversight of private construction on City Right-of-ways. 298 Activity: Engineering Services (710200)Fund: General (1000) Division: Engineering Services Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 645,125$ 629,932$ 719,832$ 1,183,153$ 1,222,510$ 1,241,708$ Other City Taxes Utility Franchise Tax 67,627 65,568 70,608 67,125 70,610 70,610 Licenses And Permits Const Per & Ins Fees 74,743 57,736 62,960 57,740 56,150 56,150 Charges For Fees And Services Building & Devlpmt 23,077 11,999 12,570 12,000 12,570 12,570 Miscellaneous Other Misc Revenue 31,403 14,803 10,737 17,080 10,740 10,740 Printed Materials 513 195 181 130 180 180 Intra-City Charges - 271,734 565,967 723,672 783,350 795,100 Other Financial Sources Sale Of Assets - - 319 - - - Total Revenues 842,488$ 1,051,967$ 1,443,174$ 2,060,900$ 2,156,110$ 2,187,058$ Expenditures: Personnel 704,777$ 923,046$ 1,280,322$ 1,887,902$ 1,954,549$ 2,013,186$ Services 127,237 125,568 121,075 149,666 157,132 160,275 Supplies 10,474 3,353 11,463 15,332 8,429 8,598 Capital Outlay - - 30,314 8,000 36,000 5,000 Total Expenditures 842,488$ 1,051,967$ 1,443,174$ 2,060,900$ 2,156,110$ 2,187,058$ Personnel Services - FTE 2015 2016 2017 2018 2019 Architectural Srv/Energy Coord 1.00 1.00 - - - City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Construction Inspector II 2.00 2.00 2.00 2.00 2.00 Engineering Technician *0.10 - - - - Special Projects Administrator - - 2.00 2.00 2.00 Special Projects Inspector - - 2.00 2.00 2.00 Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 2.00 2.00 3.00 3.00 3.00 Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00 Total Personnel 12.10 12.00 16.00 16.00 16.00 * Position eliminated on 12-31-15 Capital Outlay 2018 2019 Truck -$ 23,000$ Other Operating Equipment 8,000 13,000 Total Capital Outlay 8,000$ 36,000$ Activity Summary 299 TRANSPORTATION SERVICES ADMINISTRATION The Transportation Services Administration division is located in the General Fund and is responsible for oversight and support of the department’s two operating divisions. This includes the City’s Parking and Public Transit divisions, both of which are self-supporting enterprise funds. The division’s budget is organized into two activities: Administration and Central Business District (CBD) Maintenance. Administration Administration personnel include the Transportation Services Director, Associate Director and a Maintenance Worker II - CBD Central Business District (CBD) Maintenance CBD staff provides daily grounds maintenance in the Downtown, Northside Marketplace, City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and assistance for 120+ events a year. • Assist in preparations for special events held in the Central Business District areas (Farmer’s Market, SOTA, ICDD, Northside Market) • Daily sweeping and waste removal from receptacles in Downtown, Northside Marketplace and City Plaza. • Snow and ice removal of natural accumulations in the City Plaza, including clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half block. • Maintenance of site furnishings: play equipment and surfaces, trash receptacles, bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the Weather Dance Fountain, recycling units HIGHLIGHTS • Washington Street reconstruction project completed including new seating, bicycle parking, and Big Belly units. • Assisted with several successful ICDD daily and special events. Recent Accomplishments: • Successful implementation of single waste hauler in downtown area • Expansion of bicycle rack locations including fit-it stations • Additional special event assistance Upcoming Challenges: • Deterioration of brick surfaces in Pedestrian Mall • Increased events and Pedestrian Mall programing • Snow removal and maintenance of downtown alleys • Pedestrian Mall reconstruction project interruptions 300 Staffing: FY2017 FY2018 FY2019 Total FTE’s 3.00 4.00 3.00 Staffing Level Change Summary: The 1.00 FTE Associate Director of Resource Management budgeted in fiscal year 2018 was removed in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Personnel expenditures within the Transportation Services Administration activity decreased by $218,816 due to the elimination of the Associate Director of Resource Management position and due to staff turnover. In the Central Business District (CBD) Maintenance activity, supplies expenditures in fiscal year 2019 decreased by $50,656 or 92.24%, because the fiscal year 2018 included $50,000 for downtown holiday lights. 301 Activity: Transportation Services Admin (810100)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes -$ 8,294$ 3,138,492$ 3,248,023$ 3,436,028$ 3,504,749$ Other City Taxes Gas/Electric Excise Tax - - 41,617 39,618 39,708 40,502 Mobile Home Tax - 190 3,734 3,740 3,730 3,730 Intergovernmental Property Tax Credits - - 89,007 90,895 98,667 98,667 Total Revenues -$ 8,484$ 3,272,850$ 3,382,276$ 3,578,133$ 3,647,648$ Expenditures: Personnel -$ -$ 359,288$ 520,347$ 301,531$ 310,577$ Services - - 3,110 3,182 3,244 3,309 Total Expenditures -$ -$ 362,398$ 523,529$ 304,775$ 313,886$ Personnel Services - FTE 2015 2016 2017 2018 2019 Transportation/Res Mgmt Director - - 1.00 1.00 - Transportation Services Director - - - - 1.00 Assoc Dir -Transportation Services - - 1.00 1.00 1.00 Assoc Dir - Resource Management - - - 1.00 - Total Personnel - - 2.00 3.00 2.00 Activity: CBD Maintenance Operations (810200)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ 13,008$ 246,834$ 326,808$ 282,356$ 278,809$ Licenses And Permits General Use Permits - - 10,432 11,400 10,430 10,430 Total Revenues -$ 13,008$ 257,266$ 338,208$ 292,786$ 289,239$ Expenditures: Personnel -$ -$ 75,418$ 77,903$ 79,728$ 82,120$ Services - - 179,372 195,387 198,796 202,772 Supplies - 2,200 2,476 54,918 4,262 4,347 Capital Outlay - 10,808 - 10,000 10,000 - Total Expenditures -$ 13,008$ 257,266$ 338,208$ 292,786$ 289,239$ Personnel Services - FTE 2015 2016 2017 2018 2019 M. W. II - CBD - - 1.00 1.00 1.00 Total Personnel - - 1.00 1.00 1.00 Capital Outlay 2018 2019 Contracted Improvements 10,000 10,000 Total Capital Outlay 10,000$ 10,000$ Activity Summary Activity Summary 302 SPECIAL REVENUE FUNDS Community Development Block Grant H.O.M.E. Grant Road Use Tax Other Shared Revenue Energy Efficiency & Conservation Block Grant Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Affordable Housing Peninsula Apartments Tax Increment Financing (TIF) Districts Self-Supporting Municipal Improvement District (SSMID) - Downtown F Y 2 0 1 9 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. The CDBG fund has a budgeted ending fund balance of $343,776 in fiscal year 2019 versus an estimated ending fund balance of $33,776 in fiscal year 2018. This is an increase of 918%. The increase is related to the repayment of CDBG loans. Revenues: 85% of revenue comes from Federal grants, with most of the remainder from loan repayments. Federal grant revenue has increased from $754,538 in fiscal year 2018 to an estimated $771,507 in fiscal year 2019, an increase of 2.2%. This is primarily due to a normal year-over-year increase. Expenditures: Fiscal year 2019 expenditures represent a 21.0% decline from fiscal year 2018. This reduction is primarily due a carryover of funds from prior years in fiscal year 2018. 0% 85% 0% 15% FY2019 Estimated -$906,507 Interest Revenue Federal Grants Misc Loan Repayment 21% 79% 0% FY2019 Estimated -$596,509 Personnel Services Supplies 305 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 (5,447)$ 144,414$ 448,893$ (90,569)$ 33,776$ 343,776$ Revenues: Use Of Money And Property Interest Revenues 3,883$ 3,002$ 1,839$ 2,901$ 2,551$ 2,551$ Intergovernmental Federal Intergovernmental Revenue 324,990 293,535 954,233 754,538 771,507 771,507 Miscellaneous Other Misc Revenue 1,325 970 1,217 970 1,220 - Other Financial Sources Loans 355,398 691,873 63,692 120,660 131,229 131,229 Total Revenues 685,596$ 989,380$ 1,020,981$ 879,069$ 906,507$ 905,287$ Expenditures: CDBG & CDBG Rehab 535,735$ 659,901$ 1,390,132$ 754,724$ 596,507$ 609,679$ Sub-Total Expenditures 535,735 659,901 1,390,132 754,724 596,507 609,679 Transfers Out: Misc Transfers Out - 25,000 170,310 - - - Sub-Total Transfers Out - 25,000 170,310 - - - Total Expenditures & Transfers Out 535,735$ 684,901$ 1,560,443$ 754,724$ 596,507$ 609,679$ Fund Balance, June 30 144,414$ 448,893$ (90,569)$ 33,776$ 343,776$ 639,384$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 144,414$ 448,893$ (90,569)$ 33,776$ 343,776$ 639,384$ % of Revenues 21%45%-9%4%38%71% CDBG (2100) Fund Summary 306 CDBG Operations The mission of Community Development Block Grant operations is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate income. As part of Neighborhood Services, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner-occupied homes, operate service agencies, and encourage micro-enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995 to assess Iowa City’s community development needs for housing, jobs and services for low- and moderate-income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City’s Consolidated Plan for Housing, Jobs, and Services for Low‐Income Residents. Highlights • Over $21.6 million in CDBG funds have been invested in Iowa City since 1990. • In FY2017, programs leveraged $1.11 million in private and public funds. • Assisted 3,335 low-income residents with support services and operational funding to local non-profits. • Rehabilitated 24 owner-occupied homes and two affordable rental units. • Assisted in the expansion of a micro-enterprise business. • Completed one façade improvement in the City-University Urban Renewal Area. • Installed new basketball and futsal courts at Wetherby Park. Recent Accomplishments: • Provided assistance totaling $100,000 to three non-profit public service providers. These agencies assist persons with chronic health problems, low income youth, persons with disabilities, persons facing homelessness, chronic mental illness, victims of domestic abuse, and those in crisis. • Assisted 27 homes through acquisition or rehabilitation for affordable home ownership. • Completed one façade improvement to downtown buildings in the City-University Urban Renewal Area: Cortado / Airliner. • Assisted with the creation one new small business, Rise Coffee on Westbury Drive, and technical assistance for residents interested in establishing new in-home daycare businesses. 307 Upcoming Challenges: • Continue to provide housing, jobs and services to low-moderate income residents despite unstable CDBG funding. • Provide the same level of service while training new employees. Staffing Level Change Summary: There are no staff changes included in the fiscal year 2019 budget. The CDBG operations will be charged by the actual time worked on these programs by staff. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures decreased by $145,158 in fiscal year 2019 budget primarily due to carry-forwards for external loans from fiscal year 2017 to the revised 2018 budget. New Wetherby Park courts 308 Strategic Plan Goal: STAR Objective: Department Goal: Department Objectiv Performance Measures: CDBG Funds Only FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate Funds Spent $1,778,290 $1,046,763 $530,033 $590,712 $1,644,951 $990,454  Local, State & Other Funds Leveraged $2,847,719 $1,123,407 $446,798 $1,137,947 $498,979 $1,113,000  Housing Units Assisted 86 37 14 22 26 66  Public Facilities Assisted 6 8 1 1 3 3  Persons Receiving Services 1,457 3,874 1,663 2,618 1,080 1,070  Businesses Assisted in Creating Low- Moderate Income Jobs 3 1 0 1 0 14  Businesses Assisted with Façade Improvements in a URA 3 1 1 3 1 0  GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Allocate grant and City funds to serve the needs of low-to-moderate income residents in the following areas: housing, homelessness, and community and economic development. Create/enhance suitable living environments, provide decent housing, and create economic development opportunities. 309 Activity: Community Development Block Grant (610300)Fund: CDBG (2100) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 3,883$ 3,002$ 1,839$ 2,901$ 2,551$ 2,551$ Intergovernmental Federal Intergovernmental Revenue 324,990 293,535 954,233 754,538 771,507 771,507 Miscellaneous Other Misc Revenue 1,325 970 1,217 970 1,220 - Other Financial Sources Loans 355,398 691,873 63,692 120,660 131,229 131,229 Total Revenues 685,596$ 989,380$ 1,020,981$ 879,069$ 906,507$ 905,287$ Expenditures: Personnel 169,869$ 134,005$ 171,546$ 134,253$ 124,166$ 127,891$ Services 364,067 524,907 1,218,305 616,549 471,391 480,819 Supplies 1,799 990 282 3,922 950 969 Total Expenditures 535,735$ 659,901$ 1,390,132$ 754,724$ 596,507$ 609,679$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.25 0.25 - - - Associate Planner 0.20 0.45 - - - Neighborhood Services Coord - 0.25 - - - Community Development Coord 0.50 - - - - Housing Rehab Specialist 1.00 - - - - Code Enforcement Specialist - 0.50 - - - Building Inspector - 0.40 - - - Program Asst - Comm Development 0.53 0.53 - - - Total Personnel 2.48 2.38 - - - Activity Summary 310 HOME GRANT FUND The HOME Grant Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). HOME grant funds are given directly to states and local governments for the exclusive use of affordable housing activities. Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. Budgeted fund balance at the end of fiscal year 2019 is $122,005 which is a 9% decrease from the fiscal year 2018 revised estimate. This is due to the budgeted repayment and reallocation of prior of HOME loans. Revenues: 80% of the HOME Grant Fund’s revenue is from federal grants with remainder coming from loan repayments and loan interest. Budgeted federal HOME grant funding is lower in fiscal year 2019 by $618,276 or 59.2% from fiscal year 2018 due to a large carry- forward of federal funds in fiscal year 2018 from prior years. Expenditures: Fiscal year 2019 expenditures represent a 50.9% decrease from the fiscal year 2018 estimate. This decrease is primarily due to a reduction in grants and loans. 80% 3% 17% FY2019 Estimated -$534,166 Federal Grants Interest Loan Repayment 9% 91% 0% FY2019 Estimated -$546,166 Personnel Services Supplies 311 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 (4,096)$ 132,858$ -$ 113,005$ 134,005$ 122,005$ Revenues: Use Of Money And Property Interest Revenues 23,285$ 20,308$ 18,396$ 20,000$ 15,320$ 15,320$ Intergovernmental Fed Intergovnt Rev 226,071 495,058 155,922 1,044,122 425,846 425,846 Other Financial Sources Loans 284,022 99,592 130,769 70,000 93,000 93,000 Total Revenues 533,378$ 614,958$ 305,087$ 1,134,122$ 534,166$ 534,166$ Expenditures: HOME Program 387,664$ 747,816$ 192,082$ 1,113,122$ 546,166$ 557,243$ Sub-Total Expenditures 387,664 747,816 192,082 1,113,122 546,166 557,243 Transfers Out: Misc Transfers Out 8,760 - - - - - Sub-Total Transfers Out 8,760 - - - - - Total Expenditures & Transfers Out 396,424$ 747,816$ 192,082$ 1,113,122$ 546,166$ 557,243$ Fund Balance, June 30 132,858$ -$ 113,005$ 134,005$ 122,005$ 98,928$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 132,858$ -$ 113,005$ 134,005$ 122,005$ 98,928$ % of Revenues & Transfers In 25%0%37%12%23%19% HOME Grant (2110) Fund Summary 312 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 $13.3 million in HOME funds invested in Iowa City since 1994. • In fiscal year 2017, the HOME program leveraged $160,000 in private and public funds and assisted five affordable rental and/or owner-occupied units. Fiscal year 2018 projects are identified in the FY2018 Annual Action Plan at www.icgov.org/actionplan. The HOME allocation process, including the public input process, can be found in the City’s Citizen Participation Plan. Recent Accomplishments: • Three homeowner rehab projects completed. • Several projects initiated to be completed in fiscal year 2018. Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite unstable HOME funding. 313 Staffing Level Change Summary: There are no staff changes in the fiscal year 2019 budget. The HOME operations will be charged by the actual time worked on these programs by staff. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 HOME grant funding is $618,276 lower than the fiscal year 2018 revised budget due to the carry-forward of HOME funds in fiscal year 2018 from prior years. Figure 2. New housing for disabled residents on Raven Street Figure 1. New housing for disabled residents on Dartmouth Ave 314 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: HOME Funds Only FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate Funds Spent $746,224 $698,443 $394,579 $724,350 $212,301 $1,357,571  Local, State & Other Funds Leveraged $2,486,405 $1,425,994 $467,002 $547,202 $661,796 $662,000  Housing Units Assisted 40 12 41 22 5 69  GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Allocate grant and City funds to provide safe, decent, affordable housing for low-moderate income residents. Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Create/enhance suitable living environments and provide decent, affordable housing opportunities. 315 Activity: HOME (610400)Fund: HOME Grant (2110) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 23,285$ 20,308$ 18,396$ 20,000$ 15,320$ 15,320$ Intergovernmental Fed Intergovnt Rev 226,071 495,058 155,922 1,044,122 425,846 425,846 Other Financial Sources Loans 284,022 99,592 130,769 70,000 93,000 93,000 Total Revenues 533,378$ 614,958$ 305,087$ 1,134,122$ 534,166$ 534,166$ Expenditures: Personnel 48,833$ 57,468$ 69,915$ 40,676$ 48,023$ 49,464$ Services 338,831 690,037 122,167 1,072,126 497,823 507,779 Supplies - 311 - 320 320 - Total Expenditures 387,664$ 747,816$ 192,082$ 1,113,122$ 546,166$ 557,243$ Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 0.30 0.30 - - - Neighborhood Services Coord - 0.15 - - - Community Development Coord 0.20 - - - - Total Personnel 0.50 0.45 - - - Activity Summary 316 FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned $5,564,216 $5,767,142 $5,714,241 $3,326,733 $3,481,939 $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) ROAD USE TAX FUND The Road Use Tax Fund (RUTF) accounts for revenue sharing from state taxes related to transportation (road use taxes). The City’s use of road use taxes is restricted to street and storm sewer maintenance, repair, and construction including engineering, street lights, traffic signs and signals, snow removal, street cleaning, right-of-way maintenance, etc. Road Use Tax Fund fund balance on June 30, 2017 was $5,714,241, a decrease of 0.9% over the fiscal year 2016 year-end balance. This decrease was due an increase in the transfers out to the Capital Projects Fund. The fiscal year 2018 projected fund balance is a 41.8% decrease compared to fiscal year 2017 primarily due to another increase in transfers out to the Capital Projects Fund from $3,650,949 to $4,444,200. There was also an increase in capital outlay expenditures from $163,402 to $694,300. The fiscal year 2019 projected fund balance is a 4.7% increase compared to fiscal year 2018 as the Capital Projects Fund transfers have been scaled back to $2,547,000 and capital outlay expenditures were reduced to $279,500. (1) FY18 and FY19 figures are estimates. Revenues: Road use taxes include gasoline taxes, weight taxes, and license fees collected through the State and deposited into the Iowa Road Use Tax Fund. Road use taxes are allocated to cities on a per capita basis based on the U.S. Census Bureau figures, which are updated every ten years. Under the current distribution formula, receipts into the RUTF are distributed according to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent for farm-to-market county roads, and 20 percent for city streets. In March 2015, a $.10 per gallon fuel excise tax increase was passed by the State. In 2008, an additional source of state revenue was established through legislation creating a separate “TIME-21” funding stream. This revenue is dedicated primarily to maintenance and construction of certain primary highways in the state (60 percent), but also of secondary roads 317 (20 percent) and municipal streets (20 percent). The new revenue stream was created by changing certain vehicle registration fees and schedules and by increasing trailer and title fees. In fiscal year 2019, Road Use Tax Fund revenues are projected to be over $8.7 million, which is a slight increase over the fiscal year 2018 estimated revenue. Road Use Tax Fund revenues have increased by 17.9% since fiscal year 2015. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. Expenditures: Fiscal year 2019 budgeted expenditures, excluding transfers out, are lower than fiscal year 2018 expenditures by 5.0%. This decrease is primarily due to a decrease in capital outlay with the purchase of a snow plow in fiscal year 2018, and carryforwards of capital outlay from previous years into fiscal year 2018. $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Intergovernmental Charges for Services Miscellaneous Other Financial Sources $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 318 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 4,539,578$ 5,564,216$ 5,767,142$ 5,714,241$ 3,326,733$ 3,481,939$ Revenues: Intergovernmental Fed Intergovnt Revenue 60,482$ -$ -$ -$ -$ -$ Disaster Assistance 6,579 3,745 - - - - Other State Grants 14,187 6,230 - - - - Road Use Tax 7,230,663 8,320,117 8,672,279 8,320,120 8,672,280 8,672,280 Charges For Fees And Services Building & Devlpmt 49,597 43,223 66,843 43,220 40,000 40,000 Miscellaneous Other Misc Revenue 52,364 38,116 64,025 30,290 32,530 32,530 Other Financial Sources Sale Of Assets 1,054 25 - - - - Sub-Total Revenues 7,414,926 8,411,456 8,803,148 8,393,630 8,744,810 8,744,810 Transfers In: Transfers In-Govt Activities 390,414 396,132 330,662 428,006 451,546 460,577 Sub-Total Transfers In 390,414 396,132 330,662 428,006 451,546 460,577 Total Revenues & Transfers In 7,805,340$ 8,807,588$ 9,133,810$ 8,821,636$ 9,196,356$ 9,205,387$ Expenditures: Road Use Tax Administration 77,691$ 82,569$ 83,368$ 82,647$ 83,537$ 85,208$ Sidewalk Inspection 74,163 73,770 78,498 112,186 119,659 35,516 Traffic Engineering 1,430,031 1,457,429 1,150,896 1,627,190 1,223,444 1,262,625 Streets System Maintenance 3,981,668 3,823,114 3,949,667 4,665,203 4,739,169 4,951,902 Sub-Total Expenditures 5,563,553 5,436,882 5,262,429 6,487,226 6,165,809 6,335,250 Transfers Out: Capital Projects Fund 921,954 2,909,188 3,650,949 4,444,200 2,547,000 2,797,000 Misc Transfers Out 295,195 258,593 273,332 277,718 328,341 354,786 Sub-Total Transfers Out 1,217,149 3,167,781 3,924,281 4,721,918 2,875,341 3,151,786 Total Expenditures & Transfers Out 6,780,702$ 8,604,663$ 9,186,710$ 11,209,144$ 9,041,150$ 9,487,036$ Fund Balance, June 30 5,564,216$ 5,767,142$ 5,714,241$ 3,326,733$ 3,481,939$ 3,200,290$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 5,564,216$ 5,767,142$ 5,714,241$ 3,326,733$ 3,481,939$ 3,200,290$ % of Revenues & Transfers In 71%65%63%38%38%35% Road Use Tax (2200) Fund Summary 319 STREETS OPERATIONS The mission of the Streets Division is to provide a high quality driving surface on city streets and bridges during all seasons of the year, and to maintain and optimize traffic control to accommodate efficient and safe traffic movement. The division’s budget is organized into four activities: Road Use Tax Administration, Traffic Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund accounts for the activity of the Streets Division. Road Use Tax Administration Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets Division’s portion of the Employee Benefits Levy, and costs associated with an annual audit and loss reserve payment. Sidewalk Inspection Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the sidewalks in one of these ten areas are thoroughly inspected in accordance with the criteria established by the City Engineer to determine if sidewalk repairs are necessary. Traffic Engineering Traffic Engineering staff coordinate and maintain traffic signals and signage; traffic and pedestrian signs; traffic, bicycle, and pedestrian street painting; street lighting and poles. Streets System Maintenance Street crews provide maintenance and repair of the City’s concrete, asphalt, and brick streets; provide maintenance and repair to culverts, catch basins, and other City right of way property; street sweeping, leaf vacuuming, and snow plowing. HIGHLIGHTS • The Streets Division assists with traffic control, electrical repairs, lighting repairs, hanging banners and hanging decorations for special events and holidays. • All traffic signals are maintained and repaired. On-call staff responds to traffic signal malfunctions and complaints. • The Streets Division replaces many broken concrete street panels and repairs many damaged storm sewer structures throughout the City each year. • Response time to the majority of potholes reported during regular business hours is no more than two hours. • The Streets Division paints all pavements markings each construction season and refreshes the lane markings on major streets in the fall. • The Streets Division repairs all damaged street signage and installs new signage. 320 • The Streets Division clears debris and tree growth from bridges and box culverts throughout the City. • The Leaf Vacuum Program serves all Iowa City residences and businesses that are adjacent to public streets. • The Streets Division clears snow and ice from approximately 420 lane miles of City streets. The Division also removes snow from the downtown area and coordinates the hauling of the snow to a designated dump site. • The entire street network is swept at least four times per season including additional passes of bicycle lanes. • Streets in the downtown area are swept every Thursday evening into Friday morning during spring, summer, and fall seasons. City alleys in the downtown area are swept every Monday morning during spring, summer, and fall seasons. The Kinnick Stadium area is swept after home football games. Recent Accomplishments: • Patched approximately 2,900 potholes and replaced 140 street panels in fiscal year 2017 • Leaf program picked up 581 loads totaling 1453 tons in fiscal year 2017 • Replaced 1,413 street signs in fiscal year 2017 to comply with Federal retro- reflectivity requirements. • Sprayed all pavement markings including a second fall application on major streets. • Completed five street sweeping passes of the entire street network. • Assisted with traffic control for several special events including Summer of the Arts and the Iowa Homecoming Parade. • Assisted other Divisions and Departments with tasks such as bike trail repairs, tree removal along the Iowa River Corridor trails, water main breaks, and traffic control. Upcoming Challenges: • Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance on City streets. • This deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs. • Automation of the leaf collection program. • Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing with current revenue and resource levels. • Upgrading the Streets Division campus. • Converting City owned lighting to LED fixtures for energy conservation. 321 Staffing: FY2017 FY2018 FY2019 Total FTE’s 30.00 32.00 32.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Service expenditures in Traffic Engineering decreased by $76,694 or 13.12% in fiscal year 2019 primarily due to reduced electrical expenditures. Traffic engineering also has capital outlay funds budgeted in fiscal year 2019 to paint traffic signal poles - $80,000, to paint light poles - $20,000, and to replace traffic signal equipment - $85,000. Streets System Maintenance has capital outlay funds budgeted to purchase GPS tracking hardware for the trucks for $9,500. 322 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 4,566 3,614 1,510 1,630 1,413 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Dump Truck Loads of Sweeping Debris FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 189 339 313 207 160.50 1,512 2,712 2,504 1,656 1,284 Packer Truck Loads of Sweeping Debris FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 28 30 5 11 11 224 240 40 88 88 Leaf Vacuum Pickup Season FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 663 761 575 515 581 1,989 2,093 1,581 1,545 1,453Tons Tons GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations Meet Retro-reflectivity Standards. Continue sign replacements. Signs Replaced Foster Healthy Neighborhoods throughout the City & Enhanced Community Engagement and Intergovernmental Relations Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to Residents & Businesses. Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program. Number of Loads Number of Loads Tons Number of Loads 323 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used 5 Year Average FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Concrete (yards)1,239.70 1,599.75 1,011.00 1,094.75 1,196.75 1,296.25 Asphalt (tons)365.29 570.61 411.34 293.38 357.39 193.73 Rock (tons)533.23 432.30 266.99 572.78 726.93 667.15 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 3,300 3,400 2,800 3,100 2,900 200 110 122 134 140 Community Survey results of the percent rated positively FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 36%N/A N/A N/A 39% Street Cleaning 60%N/A N/A N/A 68% 59%N/A N/A N/A 59% *Community Survey conducted during FY 2013 and FY 2017 Subject Street Repair Sidewalk Maintenance Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Provide Street Maintenance & Repairs. Efficiently Maintain & Repair Public Streets. Workload Measures Potholes Patched Street Panels – Removal/Replacement 324 Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Road Use Tax 7,230,663$ 8,320,117$ 8,672,279$ 8,320,120$ 8,672,280$ 8,672,280$ Transfers In-Govt Activities 390,414 396,132 330,662 428,006 451,546 460,577 Total Revenues & Transfers In 7,621,077$ 8,716,249$ 9,002,941$ 8,748,126$ 9,123,826$ 9,132,857$ Expenditures: Services 77,691$ 82,569$ 83,368$ 82,647$ 83,537$ 85,208$ Total Expenditures 77,691$ 82,569$ 83,368$ 82,647$ 83,537$ 85,208$ Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Building & Devlpmt 49,597$ 43,223$ 66,843$ 43,220$ 40,000$ 40,000$ Total Revenues 49,597$ 43,223$ 66,843$ 43,220$ 40,000$ 40,000$ Expenditures: Personnel 13,650$ 13,064$ 7,324$ 17,486$ 16,334$ 16,824$ Services 8,317 3,664 2,717 9,300 18,125 18,488 Supplies 405 56 82 400 200 204 Capital Outlay 51,791 56,986 68,376 85,000 85,000 - Total Expenditures 74,163$ 73,770$ 78,498$ 112,186$ 119,659$ 35,516$ Capital Outlay 2018 2019 Sidewalk Oversizing 20,000$ 20,000$ Sidewalk And R.O.W. Repairs 65,000 65,000 Total Capital Outlay 85,000$ 85,000$ Activity Summary Activity Summary 325 Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Revenue 49,339$ -$ -$ -$ -$ -$ Disaster Assistance 6,579 - - - - - Miscellaneous Other Misc Revenue 42,311 12,824 27,943 9,330 12,530 12,530 Total Revenues 98,229$ 12,824$ 27,943$ 9,330$ 12,530$ 12,530$ Expenditures: Personnel 568,209$ 622,406$ 545,737$ 501,876$ 341,177$ 351,412$ Services 546,045 563,165 479,970 581,887 505,193 515,297 Supplies 180,693 156,777 98,998 199,427 192,074 195,915 Capital Outlay 135,084 115,082 26,191 344,000 185,000 200,000 Total Expenditures 1,430,031$ 1,457,429$ 1,150,896$ 1,627,190$ 1,223,444$ 1,262,625$ Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Streets Superintendent 0.50 0.50 0.50 - - Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00 Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.50 0.25 0.50 - - Streets Superintendent 0.15 0.15 0.50 - - Total Personnel 4.15 3.90 4.50 3.00 3.00 Capital Outlay 2018 2019 Painting Equipment 7,500$ -$ Paint Traffic Signal Poles 170,000 80,000 Paint Light Poles 31,500 20,000 Traffic Signal Equipment 135,000 85,000 Total Capital Outlay 344,000$ 185,000$ Activity Summary 326 Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Revenue 11,143$ -$ -$ -$ -$ -$ Disaster Assistance - 3,745 - - - - Other State Grants 14,187 6,230 - - - - Miscellaneous Other Misc Revenue 10,053 25,292 36,082 20,960 20,000 20,000 Other Financial Sources Sale Of Assets 1,054 25 - - - - Total Revenues 36,437$ 35,292$ 36,082$ 20,960$ 20,000$ 20,000$ Expenditures: Personnel 2,061,979$ 2,025,268$ 2,189,743$ 2,556,781$ 2,763,968$ 2,846,887$ Services 1,236,890 1,207,208 1,232,357 1,311,294 1,397,178 1,425,122 Supplies 665,895 561,442 458,732 531,828 568,523 579,893 Capital Outlay 16,904 29,195 68,835 265,300 9,500 100,000 Total Expenditures 3,981,668$ 3,823,114$ 3,949,667$ 4,665,203$ 4,739,169$ 4,951,902$ Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Streets Superintendent 0.50 0.50 0.50 1.00 1.00 M.W. II - Signs 1.00 1.00 1.00 1.00 1.00 M.W. I - Streets 6.00 6.00 6.00 8.00 8.00 M.W. II - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.50 0.25 0.50 1.00 1.00 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Streets Superintendent 0.50 0.50 0.50 1.00 1.00 Total Personnel 25.50 25.25 25.50 29.00 29.00 Capital Outlay 2018 2019 Type III Barricades 7,500$ -$ Equipment GPS Tracking Hardware - 9,500 Emulsion Tank 35,000 - Concrete Drill 10,000 - Traffic Control Signage 10,000 - Flatbed Truck 28,000 - Utility Trailer 6,000 - Dump Truck w/Snow Plow 168,800 - Total Capital Outlay 265,300$ 9,500$ Activity Summary 327 OTHER SHARED REVENUE FUND This fund accounts for federal, state, local, and private grants, including Hazard Mitigation Grant Project (HMGP) Buyout, Supplemental Community Development Block Grants (CDBG), and Invest Health. Individual programs may provide public assistance for business and residential flood recovery efforts, the acquisition and removal of properties within the flood plain, down payment assistance for owner-occupied affordable housing, and a variety of other purposes to improve living and housing in Iowa City. The City’s role in many of grant programs is to manage pass-through grants and distribute them to Iowa City businesses and residents. Currently active grants: • Invest Health: This is an initiative that brings together diverse leaders from mid-sized U.S. cities across the nation to develop new strategies for increasing and leveraging private and public investments to accelerate improvements in neighborhoods facing the biggest barriers to better health. The City received $60,000 in fiscal year 2016 and has been spending down proceeds slowly in the past three fiscal years. • Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017. The federal grant share is $1,153,761, the State of Iowa’s share is $146,871, and the City’s share will be $224,042. The City’s share may be in kind or in cash and is shown as a transfer-in from the General Fund. The total project is $1,524,674. The City has received prior HMGP grants as well. No grant or project activity is budgeted for fiscal year 2019. 328 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 63$ (109)$ 152,415$ 82,485$ 55,480$ 55,480$ Revenues: Intergovernmental Fed Intergovnt Rev -$ 370,151$ 470,272$ 313,338$ -$ -$ Operating Grants - 20,000 44,085 - - - Disaster Assistance - 49,353 62,703 34,815 - - Other State Grants 129,659 (59,394) - - - - Sub-Total Revenues 129,659 380,110 577,060 348,153 - - Transfers In: Misc Transfers In - 218,879 5,163 - - - Sub-Total Transfers In - 218,879 5,163 - - - Total Revenues & Transfers In 129,659$ 598,989$ 582,223$ 348,153$ -$ -$ Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout -$ 497,851$ 625,560$ 348,153$ -$ -$ Invest Health - 8,029 26,592 27,005 - - Non-Hazard Mitigation Grant Buyout 1,760 - - - - - Supplemental CDBG - Res. Proj. Delivery 19,007 - - - - - Supplemental CDBG - Residential 109,064 (59,415) - - - - Total Expenditures 129,831$ 446,465$ 652,152$ 375,158$ -$ -$ Fund Balance, June 30 (109)$ 152,415$ 82,485$ 55,480$ 55,480$ 55,480$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (109)$ 152,415$ 82,485$ 55,480$ 55,480$ 55,480$ % of Revenues & Transfers In 0%25%14%16%0%0% Other Shared Revenue (2300) Fund Summary 329 Activity: Other Shared Revenue (610200)Fund: Other Shared Revenue (2300) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev -$ 370,151$ 470,272$ 313,338$ -$ -$ Operating Grants - 20,000 44,085 - - - Disaster Assistance - 49,353 62,703 34,815 - - Other State Grants 129,659 (59,394) - - - - Misc Transfers In - 218,879 5,163 - - - Total Revenues & Transfers In 129,659$ 598,989$ 582,223$ 348,153$ -$ -$ Expenditures: Personnel 17,832$ 9,178$ 5,010$ -$ -$ -$ Services 111,999 (23,713) 158,196 27,005 - - Supplies - - 1,946 - - - Capital Outlay - 461,000 487,000 348,153 - - Total Expenditures 129,831$ 446,465$ 652,152$ 375,158$ -$ -$ Activity Summary 330 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 was converted into an inter-fund energy efficiency reimbursement program. The facilities and funds that received improvements through the grant (Phase I) will be repaying the funds annually based on the expected savings from the improvements. The first year of repayment was fiscal year 2014. 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 $50,278 In fiscal year 2015, as part of the combination of the Community & Economic Development department and the Housing & Inspection Services department, a new Sustainability Services activity was established in the new Neighborhood & Development Services department in the General fund. The energy efficiency revolving loan activity was subsequently moved to the General Fund as part of the Sustainability Services activity for fiscal year 2015. 331 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 48,924$ -$ -$ -$ -$ -$ Revenues: Miscellaneous Other Misc Revenue 1,168$ -$ -$ -$ -$ -$ Total Revenues 1,168$ -$ -$ -$ -$ -$ Transfers Out: Misc Transfers Out 50,092$ -$ -$ -$ -$ -$ Total Transfers Out 50,092$ -$ -$ -$ -$ -$ Fund Balance, June 30 -$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ -$ -$ % of Revenues 0%0%0%0%0%0% Energy Efficiency & Conservation Block Grant (2310) Fund Summary 332 Activity: Energy Efficiency & Conserv. Block Grant (710450)Fund: Energy Eff & Cons Block Grant (2310) Division: Public Works Administration Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue 1,168$ -$ -$ -$ -$ -$ Total Revenues 1,168$ -$ -$ -$ -$ -$ Activity Summary 333 METROPOLITAN PLANNING ORGANIZATION (MPOJC) OF JOHNSON COUNTY The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special revenue fund that accounts for the operations of the MPO. Funding for the MPOJC is derived from multiple sources including the City’s General Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC’s other government members in Johnson County and from State of Iowa grants. Fund balance in the MPO fund has decreased steadily since fiscal year 2016 from $302,423 to $193,892 in fiscal year 2019. The fund balance as a percentage of revenues and transfers in has decreased from 53% in fiscal year 2016 to 28% in fiscal year 2019. This has been an intentional decrease to help bring the fund balance down and was done through a temporary reduction in member contributions in fiscal years 2017 and 2018. In fiscal year 2019, member contributions are being increased, however, the fund balance is still projected to decrease by 4.36% to $193,892. Revenues and transfers-in for fiscal year 2019 are expected to be higher by 19.2% due an increased member contributions of 29.9% and an increase in State grant funding of 15%. Transfers in are budgeted to increase by 22.3% in fiscal year 2019. Expenditures are also higher in fiscal year 2019 by 11.8% due to the addition of a 0.5 FTE Associate Planner position. 334 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 170,860$ 292,006$ 302,423$ 256,738$ 202,732$ 193,892$ Revenues: Use Of Money And Property Interest Revenues -$ 1,670$ 1,162$ 1,670$ 1,160$ 1,160$ Intergovernmental Local 28E Agreements 120,045 102,514 100,719 103,620 134,588 148,047 Other State Grants 199,324 190,000 190,000 200,000 230,000 230,000 Miscellaneous Other Misc Revenue 2,399 4,487 4,085 1,530 - - Sub-Total Revenues 321,768 298,671 295,966 306,820 365,748 379,207 Transfers In: Transfer-In from General Fund and RUT 340,979 270,235 268,255 273,151 333,966 367,363 Sub-Total Transfers In 340,979 270,235 268,255 273,151 333,966 367,363 Total Revenues & Transfers In 662,747$ 568,906$ 564,221$ 579,971$ 699,714$ 746,569$ Expenditures: Metro Planning Org of Johnson County 541,601$ 558,489$ 609,907$ 633,977$ 708,554$ 728,463$ Total Expenditures 541,601$ 558,489$ 609,907$ 633,977$ 708,554$ 728,463$ Fund Balance, June 30 292,006$ 302,423$ 256,738$ 202,732$ 193,892$ 211,999$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 292,006$ 302,423$ 256,738$ 202,732$ 193,892$ 211,999$ % of Revenues and Transfers In 44%53%46%35%28%28% Metro Planning Organization of Johnson County (2350) Fund Summary 335 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY OPERATIONS It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill state and federal requirements necessary and beneficial to receive state and federal transportation capital and operating funds; to conduct transportation and traffic studies related to public and private development projects; to provide traffic data collection and analysis services, prepare and administer transportation-related grants; and serve as a body for regional policy and project- related discussions. Metropolitan Planning Organization (MPO) designations are made by the Governor of the State of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. The MPO coordinates planning efforts for all of Johnson County in: transportation planning, data collection and analysis, and assistance to small communities. Member agencies outside of the Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon, and Swisher. The MPO fulfills federal requirements involving the transportation planning process in order to maintain eligibility for grant programs through the Federal Transit Administration (FTA) and Federal Highway Administration (FHWA). The "3-C" transportation planning process consists of a comprehensive, coordinated and continuing planning effort for all modes of transportation. Projects include short and long-range transportation plans, corridor studies, intersection analyses, survey reports, and review of development projects. The MPO also prepares state and federal grant applications and fulfills the associated administration and regulation compliance. In past years, the MPO has also facilitated discussion on regional issues including a fire protection mutual aid agreement, joint animal control facilities, a Joint Emergency Communications Center, and affordable housing issues. Although funding is received from all MPO members, the MPO is organized under the City of Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle pool expenditures. HIGHLIGHTS Recent Accomplishments: • Completion of the fiscal year 2017 Transportation Planning Work Program & adoption of the fiscal year 2018 Work Program • Completion of the MPO Fiscal Year 2018-2021 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration. 336 • Adoption of Federal Functional Classification changes for urbanized area roadways • Completion of Transit Capital Equipment Replacement Plan & Program of Projects • Completion of the MPOJC Long Range Transportation Plan – required every 5 years • Completion of an update to the MPO Public Participation Plan Upcoming Challenges: • Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system • Successful Quadrennial MPO Planning Review conducted by the Federal Transit Administration, Federal Highway Administration, and Iowa Department of Transportation Staffing: FY2017 FY2018 FY2019 Total FTE’s 4.70 4.70 5.20 Staffing Level Change Summary: The fiscal year 2019 staffing level has a 0.50 FTE increase for an Associate Planner position. Service Level Change Summary: There are no service level changes in fiscal year 2019 budget. Financial Highlights: The personnel expenditures increased $70,568 or 14.02% primarily due to the FTE increase in the Associate Planner position. The State Department of Transportation grant is budgeted to increase by $30,000 or 15% in fiscal year 2019, and Other Local Government contributions are budgeted to increase by $30,968 or 29.89% Transfers In from other funds are budgeted to increase by $60,815 or 22.26%. 337 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations To improve residents’ lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Provide transportation (private vehicle, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, and coordination with other local governments including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa Department of Transportation. MPO staff provide planning, programming, and administrative efforts to complete these documents to ensure that Iowa City remains eligible to receive federal transportation funding, including transit capital and operation funds, streets and trails infrastructure funds, and discretionary grant funds. Long Range Transportation Plan (required every 5 yrs.) Transportation Planning Work Program Passenger Transportation Plan Transportation Improvement Program Federal and State Requirements: Following are formal documents required to be completed FY 2013 FY 2014 FY 2015 FY 2016 FY 2017          338 Major Injuries 14 16 1,307 1,288 Fatalities CY 2015CY 2014 Minor Injuries 574 213 99 14 3 766 1 1,408 111 Totals 2 1 *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting CY 2016 1,044 231 119 13 Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded $1,000 or where an injury occurred. Department objective is to have zero fatalities. Transportation Safety (Vehicle Collisions)CY 2013 Possible Injuries (Unknown)147 149 Property Damage Only 994 1,011 150 $1,900,000 RISE Grant for Moss Ridge Road FY 2014 $1,400,381 Federal Transit Grant for Iowa City Transit* $500,000 Traffic Safety Grant for Burlington St Median $200,000 Traffic Safety Grant for Burlington St/Clinton St $50,000 US EPA Grant for Riverfront Crossings Park $50,000 Iowa DNR Grant for Iowa River Dam Safety FY 2013 $1,211,970 Federal Transit Grant for Iowa City Transit* $6,000,000 MPO/STP funds for Gateway Project (multiple years) FY 2015 FY 2016 Iowa City’s Capital Improvements Program priorities. FY 2017 Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve $1,622,763 Federal Transit Grant for Iowa City Transit* $1,315,860 STBG funds for Benton Street Rehabilitation $1,368,140 STBG funds for American Legion Road Reconstruction $1,439,334 Federal Transit Grant for Iowa City Transit* $2,240,660 MPO/STP funds for American Legion Road Reconstruction $930,000 MPO/STP funds for IWV Road Improvements $500,000 MPO/TAP funds for Hwy 1 Trail construction $500,000 Traffic Safety Grant for Mormon Trek 4-3 lane conversion $500,000 Traffic Safety Grant for 1st Ave 4-3 lane conversion $283,027 RISE Grant - Northgate Dr. extension $1,494,411 Federal Transit Grant for Iowa City Transit* $820,000 STBG- HPB funds for Prentiss St Bridge Replacement $135,000 CMAQ funds for bike share program - bike stations 339 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures:  Fatalities Totals Transportation Safety (Bicycle & Pedestrian Collisions) Department objective is to have zero fatalities. per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the Transportation Planning Division. CY 2013 Metric tonnes of CO2e Per Capita Total Vehicle Miles Traveled Per Capita Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions CY 2016 4,393 2.51 9 21 3 0 Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Property Damage Only Possible Injuries (Unknown) Minor Injuries Major Injuries 35 Provide transportation (private vehicle, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, and coordination with other local governments including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. To improve residents’ lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Transportation Choices - Promote diverse transportation modes, including walking, bicycling, and transit, that are safe, low-cost, and reduce vehicle miles traveled. Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations CY 2013 4,309 2.48 CY 2014 4,385 2.51 CY 2015 4,443 2.54 0 20 40 3 1 64 CY 2014 0 11 24 2 0 37 3 28 37 4 1 73 CY 2016 2 CY 2015 340 Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of        Bike Walked 2.2 10.7 *Includes CTPP data from 2000. ** Includes 3-year American Community Survey data. Taxi, Motorcycle and other means Worked at Home 0.8 2.0 0.4 1.7 2 or more person carpool Drove alone Travel to Work (%) public transit. CY 2000* 65.3 13.7 63.6 12.6 CY 2009** 63.1 14.3 travel to work. Department objective is to increase the mode split for walking, biking, or use of 6.0 1.7 11.1 Transit 6.9 CY 2012** 7.3 2.6 10.4 1.5 2.1 CY 2015** 57.0 8.9 9.9 3.7 16.0 1.2 3.5 341 Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues -$ 1,670$ 1,162$ 1,670$ 1,160$ 1,160$ Intergovernmental Local 28E Agreements 120,045 102,514 100,719 103,620 134,588 148,047 Other State Grants 199,324 190,000 190,000 200,000 230,000 230,000 Miscellaneous Other Misc Revenue 2,399 4,487 4,085 1,530 - - Transfer-In from General Fund and RUT 340,979 270,235 268,255 273,151 333,966 367,363 Total Revenues & Transfers In 662,747$ 568,906$ 564,221$ 579,971$ 699,714$ 746,569$ Expenditures: Personnel 421,006$ 445,868$ 477,613$ 503,177$ 573,745$ 590,957$ Services 101,402 104,954 112,449 118,612 125,144 127,647 Supplies 19,193 7,666 19,844 12,188 9,665 9,858 Total Expenditures 541,601$ 558,489$ 609,907$ 633,977$ 708,554$ 728,463$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.20 0.20 0.20 0.20 0.20 Associate Planner 4.00 3.50 2.50 2.50 3.00 Engineering Technician 0.40 - - - - Sr. Associate Planner - - 1.00 1.00 1.00 MPO Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.60 4.70 4.70 4.70 5.20 Activity Summary 342 EMPLOYEE BENEFITS FUND This fund accounts for annual employee benefit costs for the General Fund and a share of Road Use Tax employees. Costs include health, dental, life and disability insurance; employer-share FICA and IPERS retirement contributions; Chapter 411 Police and Fire retirement contributions, accidental disability and on-the-job injury medical claims; and worker’s compensation insurance. Legal authority for the fund is established by two sections code. Iowa State Code chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of “accounting for pension and related employee benefit funds as provided by the City Finance Committee”, while also providing the authority to levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa provides the City Finance Committee’s definition of eligible benefits and how they are must be accounted for. During the 2009 legislative session, a bill was passed amending section 411.l6(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on-the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, cash balance is recommended to be between 25% and 35% of total fund revenues. The fund’s cash balances versus revenues since fiscal year 2015 are as follows: The Employee Benefits property tax levy for fiscal year 2018 was $3.14415 per $1,000 of valuation. For fiscal year 2019, this levy will increase to $3.34415 per $1,000 of valuation. FY2015 FY2016 FY2017 FY2018 FY2019 Actual Actual Actual Revised Budget Revenues 9,782,477$ 10,516,768$ 11,145,984$ 11,496,472$ 12,908,880$ Fund Balance 1,592,570$ 1,670,848$ 2,520,948$ 2,390,200$ 3,071,421$ Percentage 16.28% 15.89% 22.62% 20.79% 23.79% 343 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,713,207$ 1,592,570$ 1,670,848$ 2,520,948$ 2,390,200$ 3,071,421$ Revenues: Property Taxes 9,068,802$ 9,650,100$ 10,387,251$ 10,749,761$ 12,095,360$ 12,337,267$ Other City Taxes Gas/Electric Excise Tax 150,877 142,872 137,736 131,111 139,776 142,572 Mobile Home Tax 12,121 12,247 12,358 12,240 12,360 12,607 Intergovernmental Property Tax Credits 183,244 383,162 294,581 300,885 347,324 347,324 State 28E Agreements 315,605 326,586 302,475 302,475 302,480 302,480 Miscellaneous Other Misc Revenue 51,828 1,801 11,581 - 11,580 11,580 Total Revenues 9,782,477$ 10,516,768$ 11,145,984$ 11,496,472$ 12,908,880$ 13,153,830$ Expenditures: General Government Employee Benefits 378,170$ 378,317$ 383,907$ 390,573$ 375,518$ 383,609$ Public Safety Employee Benefits 598,436 676,540 484,394 852,902 907,899 926,057 Sub-Total Expenditures 976,606 1,054,857 868,301 1,243,475 1,283,417 1,309,666 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 8,926,508 9,383,633 9,427,583 10,383,745 10,944,242 11,163,127 Sub-Total Transfers Out 8,926,508 9,383,633 9,427,583 10,383,745 10,944,242 11,163,127 Total Expenditures & Transfers Out 9,903,114$ 10,438,490$ 10,295,884$ 11,627,220$ 12,227,659$ 12,472,793$ Fund Balance, June 30 1,592,570$ 1,670,848$ 2,520,948$ 2,390,200$ 3,071,421$ 3,752,458$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,592,570$ 1,670,848$ 2,520,948$ 2,390,200$ 3,071,421$ 3,752,458$ % of Revenues 16%16%23%21%24%29% Employee Benefits (2400) Fund Summary 344 Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes 9,068,802$ 9,650,100$ 10,387,251$ 10,749,761$ 12,095,360$ 12,337,267$ Other City Taxes Gas/Electric Excise Tax 150,877 142,872 137,736 131,111 139,776 142,572 Mobile Home Tax 12,121 12,247 12,358 12,240 12,360 12,607 Intergovernmental Property Tax Credits 183,244 383,162 294,581 300,885 347,324 347,324 Total Revenues 9,415,044$ 10,188,381$ 10,831,927$ 11,193,997$ 12,594,820$ 12,839,770$ Expenditures: Personnel 51,466$ 52,454$ 54,792$ 56,409$ 58,078$ 59,820$ Services 326,704 325,863 329,115 334,164 317,440 323,789 Total Expenditures 378,170$ 378,317$ 383,907$ 390,573$ 375,518$ 383,609$ Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.50 0.50 0.50 0.50 0.50 Finance Director 0.05 0.05 0.05 0.05 0.05 Total Personnel 0.55 0.55 0.55 0.55 0.55 Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental State 28E Agreements 315,605$ 326,586$ 302,475$ 302,475$ 302,480$ 302,480$ Miscellaneous Other Misc Revenue 51,828 1,801 11,581 - 11,580 11,580 Total Revenues 367,433$ 328,388$ 314,057$ 302,475$ 314,060$ 314,060$ Expenditures: Services 598,436$ 676,540$ 484,394$ 852,902$ 907,899$ 926,057$ Total Expenditures 598,436$ 676,540$ 484,394$ 852,902$ 907,899$ 926,057$ Activity Summary Activity Summary 345 AFFORDABLE HOUSING FUND The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund accounts for developer fees and contributions towards the development of affordable housing throughout the City. During 2014, the City issued a Request for Proposals for the development of a parcel of land that the City owns at the corner of Court and Linn Streets, which is also the former site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected as the developer for this property. As part of the development of this property, C.A. Ventures agreed to a purchase price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund. The developer’s project totals $74 million and will include two towers containing 20,000 square feet of office space, 320 residential units, a 152 room hotel, and retail space. The developer also agreed to lease 32 one-bedroom units (10% of the total number of units) to qualified households with incomes at or below 80% of the Area Median Income and to make a contribution of $1,000,000 to the City’s Affordable Housing Fund. In fiscal years 2018 and 2019, the City has budgeted to contribute $650,000 and $750,000, respectively, per year to this Fund. City Council has directed that affordable housing funds to be split 3 ways: 1) 50% to the Johnson County Housing Trust Fund, 2) 30% to be held for land banking or emergent situations determined by the City Council, 3) 20% directed to HCDC for LIHTC support or supplemental aid through the CDBG/HOME application process. The fiscal year 2016 fund balance is $1,000,000. In fiscal years 2017, 2018 and 2019, the ending fund balances are projected to be $468,102. 346 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ 1,000,000$ 468,102$ 468,102$ 468,102$ Revenues: Use Of Money And Property Interest Revenues -$ -$ 3,926$ -$ -$ -$ Charges for Fees & Services Building & Development - 1,000,000 - - - - Sub-Total Revenues - 1,000,000 3,926 - - - Transfers In: Transfer-In from General Fund - - - 650,000 750,000 - Sub-Total Transfers In - - - 650,000 750,000 - Total Revenues & Transfers In -$ 1,000,000$ 3,926$ 650,000$ 750,000$ -$ Expenditures: Affordable Housing -$ -$ 500,000$ 650,000$ 750,000$ -$ Sub-Total Expenditures - - 500,000 650,000 750,000 - Transfers Out: Capital Projects Fund -$ -$ 35,824$ -$ -$ -$ Sub-Total Transfers Out - - 35,824 - - - Total Expenditures -$ -$ 535,824$ 650,000$ 750,000$ -$ Fund Balance, June 30 -$ 1,000,000$ 468,102$ 468,102$ 468,102$ 468,102$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ 1,000,000$ 468,102$ 468,102$ 468,102$ 468,102$ % of Revenues 0%100%11923%0%0%0% Affordable Housing (2500) Fund Summary 347 Activity: Affordable Housing (490190)Fund: Affordable Housing (2500) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues -$ -$ 3,926$ -$ -$ -$ Charges for Fees & Services Building & Development - 1,000,000 - - - - Total Revenues -$ 1,000,000$ 3,926$ -$ -$ -$ Expenditures: Services -$ -$ 500,000$ 487,500$ 562,500$ -$ Capital Outlay - - - 162,500 187,500 - Total Expenditures -$ -$ 500,000$ 650,000$ 750,000$ -$ Activity Summary 348 PENINSULA APARTMENTS FUND In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City owns and operates ten (10) of the rental units. The remaining seven (7) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the ten units owned by the City. Funding for the project included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Peninsula Apartments. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City’s Debt Service Fund. The outstanding balance owed to the Debt Service Fund from the Peninsula Apartments Fund at June 30, 2018 will be $112,053. Also as part of the financing structure, The Housing Fellowship issued an interest-only loan to the City for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest- only payments are accounted for in this fund. Fund Balance: The fiscal year 2019 ending fund balance is projected at $181,611. Cash balance will be allowed to increase until reaching $210,784. This is the amount of a lump sum payment which is due in fiscal year 2025 as part of the original financing for this project. Revenues: Rental income is projected at $76,710 in fiscal year 2019, an increase of 4.59% from the fiscal year 2018 estimate. Expenditures: Expenditure are budgeted at 11.80% higher than fiscal year 2018 primarily due to higher building maintenance and repair expenditures. 349 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 91,406$ 105,146$ 124,888$ 143,381$ 163,979$ 181,611$ Revenues: Use Of Money And Property Interest Revenues -$ 809$ 802$ 810$ 800$ 800$ Rents 73,697 71,434 76,714 73,345 76,710 78,244 Total Revenues 73,697$ 72,243$ 77,516$ 74,155$ 77,510$ 79,044$ Expenditures: Housing Authority Property Management 59,957$ 52,501$ 59,023$ 53,557$ 59,878$ 61,761$ Total Expenditures 59,957$ 52,501$ 59,023$ 53,557$ 59,878$ 61,761$ Fund Balance, June 30 105,146$ 124,888$ 143,381$ 163,979$ 181,611$ 198,894$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 105,146$ 124,888$ 143,381$ 163,979$ 181,611$ 198,894$ % of Revenues 175%238%243%306%303%322% Peninsula Apartments (2510) Fund Summary 350 Activity: Peninsula Apartments (490192)Fund: Peninsula Apartments (2510) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues -$ 809$ 802$ 810$ 800$ 800$ Rents 73,697 71,434 76,714 73,345 76,710 78,244 Total Revenues 73,697$ 72,243$ 77,516$ 74,155$ 77,510$ 79,044$ Expenditures: Services 47,645$ 39,742$ 45,801$ 39,855$ 45,679$ 47,049$ Other Financial Uses 12,312 12,759 13,222 13,702 14,199 14,712 Total Expenditures 59,957$ 52,501$ 59,023$ 53,557$ 59,878$ 61,761$ Activity Summary 351 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, Highway 6 Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp Cardinal urban renewal areas; these areas have no outstanding tax increment debt. TIF debt certified on December 1, 2017 included a $4,020,292 rebate for the August Place development and an $8,000,000 rebate for the Hieronymi development in the City- University URA and $1,613,557 from the 2017A general obligation bonds for the Riverside Drive pedestrian tunnel in the Riverside Drive URA. The remaining certified debts were for are related administrative costs and other miscellaneous expenditures. Urban Renewal Area Outstanding TIF Debt Previously Certified TIF Debt Certified 12/1/17 Estimated TIF Receipts FY18 Estimated TIF Receipts FY19 Estimated TIF Debt 6/30/2019 2603 - City-University I 30,056,790$ 12,047,703$ 727,874$ 1,393,688$ 39,982,931$ 2604 - Sycamore & 1st Ave 1,918,102 287 505,959 542,301 870,129 2607 - Scott 6 Industrial 945,594 18,938 945,594 18,938 - 2608 - Heinz Road 170,000 - - - 170,000 2613 - Moss Green Village (1)2,163,746 - - - 2,163,746 2614 - Towncrest Area 1,562,466 - 185,084 247,659 1,129,723 2615 - Riverside Drive 1,817,718 1,615,948 90,208 419,186 2,924,272 Total 38,634,416$ 13,682,876$ 2,454,719$ 2,621,772$ 47,240,801$ (1) Has not been certified yet 352 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 19,664$ 835$ 239,487$ 482,246$ 1,575,011$ 885,776$ Revenues: Other City Taxes TIF Revenues 640,244$ 1,027,218$ 2,226,302$ 2,454,719$ 2,621,772$ 3,385,046$ Use Of Money And Property Interest Revenues - 3,615 4,429 - 10,000 10,000 Sub-Total Revenues 640,244 1,030,833 2,230,731 2,454,719 2,631,772 3,395,046 Transfers In: Transfers In - - - 57,500 115,000 115,000 Sub-Total Transfers In - - - 57,500 115,000 115,000 Total Revenues & Transfers In 640,244$ 1,030,833$ 2,230,731$ 2,512,219$ 2,746,772$ 3,510,046$ Expenditures By Urban Renewal Area: City-University I -$ -$ -$ -$ -$ 1,190,000$ Sycamore & 1st Ave - - - 250,000 250,000 250,000 Scott 6 Industrial 5,079 - - - - - Heinz Road 13,591 - - 8 - - Riverside Drive - - - 82,365 255,193 255,193 Sub-Total Expenditures 18,670 - - 332,373 505,193 1,695,193 Transfers Out: TIF Debt Transfers Out 640,403 792,180 1,987,971 1,087,082 2,930,814 2,166,461 Sub-Total Transfers Out 640,403 792,180 1,987,971 1,087,082 2,930,814 2,166,461 Total Expenditures & Transfers Out 659,073$ 792,180$ 1,987,971$ 1,419,455$ 3,436,007$ 3,861,654$ Fund Balance, June 30 835$ 239,487$ 482,246$ 1,575,011$ 885,776$ 534,168$ Restricted / Committed /Assigned - 236,684 476,815 1,575,011 885,776 534,168 Unassigned Balance 835$ 2,803$ 5,431$ -$ -$ -$ % of Revenues & Transfers In 0%0%0%0%0%0% Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department Tax Increment Financing (2601 - 2615) Fund Summary 353 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,102$ 391$ 2,796$ 5,424$ 62,924$ 177,924$ Revenues: Other City Taxes TIF Revenues 501,628$ 534,000$ 787,700$ 727,874$ 1,393,688$ 2,179,009$ Use Of Money And Property Interest Revenues - 3,615 4,429 - 10,000 10,000 Transfers In: Transfers In - - - 57,500 115,000 115,000 Total Revenues 501,628$ 537,615$ 792,130$ 785,374$ 1,518,688$ 2,304,009$ Expenditures: TIF Rebate -$ -$ -$ -$ -$ 1,190,000$ Transfers Out: TIF Debt Transfers Out 502,339$ 535,210$ 789,502$ 727,874$ 1,403,688$ 1,599,009$ Total Transfers Out 502,339$ 535,210$ 789,502$ 727,874$ 1,403,688$ 2,789,009$ Fund Balance, June 30 391$ 2,796$ 5,424$ 62,924$ 177,924$ (307,076)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 391$ 2,796$ 5,424$ 62,924$ 177,924$ (307,076)$ 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 256$ 236,684$ 476,815$ 574,270$ 707,852$ Revenues: Other City Taxes TIF Revenues 77,777$ 382,522$ 398,437$ 505,959$ 542,301$ 542,301$ Total Revenues 77,777$ 382,522$ 398,437$ 505,959$ 542,301$ 542,301$ Expenditures: TIF Rebate -$ -$ -$ 250,000$ 250,000$ 250,000$ Transfers Out: TIF Debt Transfers Out 77,521 146,094 158,306 158,504 158,719 158,909 Total Expenditures & Transfers Out 77,521$ 146,094$ 158,306$ 408,504$ 408,719$ 408,909$ Fund Balance, June 30 256$ 236,684$ 476,815$ 574,270$ 707,852$ 841,244$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 256$ 236,684$ 476,815$ 574,270$ 707,852$ 841,244$ Fund Summary City-University Project I (2603) Fund Summary Sycamore & 1st Avenue (2604) 354 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,079$ -$ -$ -$ 937,817$ -$ Revenues: Other City Taxes TIF Revenues -$ -$ 748,045$ 945,594$ 18,938$ -$ Total Revenues -$ -$ 748,045$ 945,594$ 18,938$ -$ Expenditures: TIF Administration 5,079$ -$ -$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out - - 748,045 7,777 956,755 - Total Expenditures & Transfers Out 5,079$ -$ 748,045$ 7,777$ 956,755$ -$ Fund Balance, June 30 -$ -$ -$ 937,817$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ 937,817$ -$ -$ 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 13,591$ -$ 8$ 8$ -$ -$ Revenues: Other City Taxes TIF Revenues -$ 331$ -$ -$ -$ -$ Total Revenues -$ 331$ -$ -$ -$ -$ Expenditures: TIF Rebate 13,591$ -$ -$ 8$ -$ -$ Transfers Out: TIF Debt Transfers Out - 323 - - - - Total Expenditures & Transfers Out 13,591$ 323$ -$ 8$ -$ -$ Fund Balance, June 30 -$ 8$ 8$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ 8$ 8$ -$ -$ -$ Scott 6 Industrial (2607) Fund Summary Heinz Road (2608) Fund Summary 355 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 188$ -$ -$ -$ -$ Revenues: Other City Taxes TIF Revenues 40,105$ 88,570$ 148,097$ 185,084$ 247,659$ 247,659$ Total Revenues 40,105$ 88,570$ 148,097$ 185,084$ 247,659$ 247,659$ Transfers Out: TIF Debt Transfers Out 39,917$ 88,758$ 148,097$ 185,084$ 247,659$ 247,659$ Total Transfers Out 39,917$ 88,758$ 148,097$ 185,084$ 247,659$ 247,659$ Fund Balance, June 30 188$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 188$ -$ -$ -$ -$ -$ 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 (108)$ -$ -$ -$ -$ -$ Revenues: Other City Taxes TIF Revenues 20,734$ 21,796$ 144,021$ 90,208$ 419,186$ 416,077$ Total Revenues 20,734$ 21,796$ 144,021$ 90,208$ 419,186$ 416,077$ Expenditures: TIF Rebate -$ -$ -$ 82,365$ 255,193$ 255,193$ Transfers Out: TIF Debt Transfers Out 20,626 21,796 144,021 7,843 163,993 160,884 Total Expenditures & Transfers Out 20,626$ 21,796$ 144,021$ 90,208$ 419,186$ 416,077$ Fund Balance, June 30 -$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ -$ -$ Fund Summary Riverside Drive (2615) Fund Summary Towncrest Area (2614) 356 SELF-SUPPORTING MUNICIPAL IMPROVEMENT DISTRICT (SSMID) – DOWNTOWN In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self-Supporting Municipal Improvement District (SSMID) in downtown Iowa City as allowed under Iowa property tax code. The City collects a special property tax levy on property that is within the boundaries of the downtown district which is then remitted to the Iowa City Downtown District (ICDD). The ICDD uses the funds to promote and enhance the downtown district. The SSMID was renewed for a ten-year period starting on July 1, 2016 and ending on June 30, 2026. The levy rate was approved to increase from $2.00 to $2.50 per $1,000 of taxable value on July 1, 2021 along with a boundary expansion of the district; however, the SSMID levy rate remains at $2.00 in fiscal year 2019. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the ICDD, therefore the fund does not maintain a fund balance. Revenues include the SSMID levy collections and the State backfill for commercial property taxes. SSMID payments to ICDD in fiscal year 2017 totaled $318,343. The estimated payments in fiscal year 2018 total $355,350 and in fiscal year 2019 total $400,124, an increase of 12.6%. This increase is primarily due to increased property valuations in the district and the expansion of the district to include more properties. 357 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ -$ -$ -$ Revenues: Property Taxes 280,790$ 264,683$ 289,471$ 323,018$ 361,878$ 369,116$ Intergovernmental Property Tax Credits 15,351 30,601 28,872 32,332 38,246 38,246 Total Revenues 296,141$ 295,284$ 318,343$ 355,350$ 400,124$ 407,362$ Expenditures: SSMID 296,141$ 295,284$ 318,343$ 355,350$ 400,124$ 407,362$ Total Expenditures 296,141$ 295,284$ 318,343$ 355,350$ 400,124$ 407,362$ Fund Balance, June 30 -$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ -$ -$ % of Revenues 0%0%0%0%0%0% SSMID - Downtown (2820) Fund Summary 358 Activity: SSMID - Downtown (310120)Fund: SSMID - Downtown (2820) Division: Finance Adminstration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes 280,790$ 264,683$ 289,471$ 323,018$ 361,878$ 369,116$ Intergovernmental Property Tax Credits 15,351 30,601 28,872 32,332 38,246 38,246 Total Revenues 296,141$ 295,284$ 318,343$ 355,350$ 400,124$ 407,362$ Expenditures: Services 296,141$ 295,284$ 318,343$ 355,350$ 400,124$ 407,362$ Total Expenditures 296,141$ 295,284$ 318,343$ 355,350$ 400,124$ 407,362$ Activity prior to fiscal year 2018 reported under Neighborhood and Development Services Department Activity Summary 359 360 DEBT SERVICE FUND Fund Summary Debt Schedules F Y 2 0 1 9 DEBT SERVICE FUND This fund accounts for annual principal and interest payments due on the City’s general obligation and tax increment revenue bonded debt. Funding is provided by the debt service property tax levy, tax increment financing, and loan repayments. Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a debt service fund and certify taxes to be levied in the amount necessary to pay for the principal and interest on general obligation bonds issued by the city. The debt service levy for fiscal year 2019 is $3.228 per $1,000 in valuation – this is a reduction of $.35 per $1,000 from the fiscal year 2018 levy. Future general obligation bond issues are estimated at $11.989 million in 2018, $9.713 million in 2019, and $9.570 million in 2020 including 2% for bond issuance costs. Proceeds from bond issues are recorded in the Capital Projects Fund. The schedule of annual principal and interest payments at June 30, 2018 (not including estimated payments for the 2018 proposed bond issue) are projected to be: Fiscal Year Principal Interest Total 2019 9,170,000 1,369,187 10,539,187 54,950,000 2020 5,435,000 1,126,410 6,561,410 45,780,000 2021 5,555,000 1,001,818 6,556,818 40,345,000 2022 6,650,000 884,138 7,534,138 34,790,000 2023 5,755,000 738,108 6,493,108 28,140,000 2024 4,970,000 597,858 5,567,858 22,385,000 2025 4,020,000 482,558 4,502,558 17,415,000 2026 3,200,000 388,545 3,588,545 13,395,000 2027 2,075,000 307,850 2,382,850 10,195,000 2028 895,000 250,365 1,145,365 8,120,000 2029 915,000 222,495 1,137,495 7,225,000 2030 940,000 193,820 1,133,820 6,310,000 2031 965,000 164,325 1,129,325 5,370,000 2032 995,000 133,950 1,128,950 4,405,000 2033 815,000 102,300 917,300 3,410,000 2034 840,000 77,850 917,850 2,595,000 2035 865,000 52,650 917,650 1,755,000 2036 890,000 26,700 916,700 890,000 Totals at June 30, 2018 54,950,000 8,120,925 63,070,925 Annual Payments Principal Outstanding Beginning of Fiscal Year 363 City’s Debt Policies There are currently three benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: 1) the 5% statutory debt limit, 2) the internal restriction on the debt service levy of 30% of the City’s total levy, and 3) the level of outstanding general obligation and tax increment revenue bonded debt against the City’s total assessed valuation. These three benchmarks are included in the new Debt Management policy that the City Council adopted in October 2015. Statutory limitations which govern the issuance of debt in Iowa include Article XI Section 3 of the state constitution, entitled “Indebtedness of Political or Municipal Corporations.” Language in this section restricts the level of indebtedness for Iowa municipalities to five percent (5%) of “the value of …taxable property within such county or corporation.” This is commonly referred to as the “debt ceiling or debt limit.” The graph below compares Iowa City’s outstanding general obligation (G.O.) and tax increment financing revenue (TIF) debt with the statutory debt limit. Total valuations for Iowa City for fiscal year 2019 are approximately $5.908 billion. The debt limit, or five percent (5%) of this amount, is about $295.4 million. Outstanding G.O. and TIF debt at June 30, 2019, is estimated to be $64.6 million, which is 21.9% of the debt limit. The ratio of outstanding G.O. and TIF bonded debt versus the State imposed legal debt limit has been on a declining trend since fiscal year 2011. * FY18, FY19, and FY20 figures are estimates 364 This City’s Debt Management policy, which limits its ability to levy taxes for repayment of debt, states that the debt service levy shall not exceed 30% of the city levy. The following chart shows the debt service levy as a percentage of the city levy rate for fiscal year 2011 through fiscal year 2020. Fiscal years 2018 through 2020 are based on estimated financing requirements for the City’s five-year capital improvement program. The City’s debt service levy rate for fiscal year 2019 is $3.228 per $1,000 of value while the City’s total property tax levy rate is $16.183 per $1,000 of value. The debt service levy rate is projected to decrease another $.25 in fiscal year 2020. Also, as part of the Debt Management policy, the City Council set a goal to reduce its outstanding general obligation and tax increment revenue bonded debt as a percentage of its total assessed property valuations to .75%. The following chart is trend of that comparison for fiscal years 2011 through 2020. 25.0% 26.1%25.7% 24.0%24.7% 23.6%23.1%21.9% 19.9% 18.7% 10.0% 15.0% 20.0% 25.0% 30.0% FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 *FY19 *FY20Percentage of Total Levy (%)(policy maximum: 30%) 365 Bond Rating The City obtains its General Obligation bond rating from Moody’s Investors Service each time a new bond is issued. The City’s current bond rating is Aaa. Maintaining the City’s Aaa bond is a strategic priority for the City. Fund Balance Ending fund balance for fiscal year 2018 is estimated to be $7,970,521 which is an increase of $738,337 or 10.21% from fiscal year 2017. This increase is primarily due to savings generated from early bond calls and favorable interest rates. The fiscal year 2018 budget includes an early call of the 2010B and 2011A general obligation bonds totaling $3,800,000. The estimated ending fund balance for fiscal year 2019 is projected to be $8,681,752 which is an increase of $711,231 or 8.92%. Fund balance is projected to increase primarily due to the accumulation of funds to call the 2012D tax increment financing revenue bonds in fiscal year 2021. The fiscal year 2019 budget includes an early call of the 2011C general obligation bonds totaling $2,610,000. Although, the entire fund balance for the Debt Service Fund is restricted debt service expenditures, an additional restriction is shown for funds that are being held as a reserve for the 2012D and 2016E tax increment financing revenue bonds. Restricted fund balance is estimated as $2,260,969 at the end of fiscal year 2019. 366 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 8,868,053$ 6,444,718$ 6,000,280$ 7,232,184$ 7,970,521$ 8,681,752$ Revenues: Property Taxes 12,725,229$ 12,309,367$ 12,925,934$ 12,522,935$ 11,952,568$ 11,251,148$ Other City Taxes Gas/Electric Excise Tax 210,260 180,306 167,714 149,244 134,943 126,980 Mobile Home Tax 16,863 15,447 15,021 15,440 15,020 14,134 Use Of Money And Property Interest Revenues 74,553 44,298 180,516 143,102 121,101 69,987 Intergovernmental Property Tax Credits 255,366 483,552 358,695 342,447 335,308 335,308 Charges For Fees And Services Building & Devlpmt 190,784 - - - - - Other Financial Sources Loan Repayments 178,166 268,922 48,638 50,250 52,342 54,521 Debt Sales - - 657,323 - - - Sub-Total Revenues 13,651,221 13,301,892 14,353,841 13,223,418 12,611,282 11,852,078 Transfers In Transfers-In 1,134,225 1,269,920 2,096,352 1,079,411 1,822,399 1,044,973 Sub-Total Transfers In 1,134,225 1,269,920 2,096,352 1,079,411 1,822,399 1,044,973 Total Revenues & Transfers In 14,785,446$ 14,571,813$ 16,450,193$ 14,302,829$ 14,433,681$ 12,897,051$ Expenditures: Financial Services & Charges -$ 4,844$ 15,526$ 15,000$ 15,000$ 15,000$ GO Bonds Principal 15,525,000 13,395,000 13,470,000 11,760,000 11,903,263 7,978,138 GO Bonds Interest 1,608,446 1,411,071 1,255,554 1,197,997 1,214,852 1,179,775 Revenue Bonds Principal - 130,000 130,000 135,000 135,000 140,000 Revenue Bonds Interest 75,335 75,335 347,208 456,495 454,335 451,635 Total Expenditures 17,208,781$ 15,016,250$ 15,218,289$ 13,564,492$ 13,722,450$ 9,764,548$ Fund Balance, June 30 6,444,718$ 6,000,280$ 7,232,184$ 7,970,521$ 8,681,752$ 11,814,255$ Restricted / Committed /Assigned 667,748 825,367 1,618,797 1,631,956 2,260,969 2,051,661 Unassigned Balance 5,776,970$ 5,174,913$ 5,613,387$ 6,338,565$ 6,420,783$ 9,762,594$ Debt Service Fund (5000 - 5999) Fund Summary 367 FY2019 FY2020 FY2021 2011C G.O. Refunding *10,930,000 2021 3,850,000$ 3,983,315$ -$ -$ 2012A G.O. Multi-purpose 9,070,000 2022 3,865,000 1,009,813 1,016,213 1,017,113 2012D TIF Revenue Bonds 2,655,000 2032 2,260,000 205,185 207,485 204,545 2013A G.O. Multi-purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723 2014 G.O. Multi-purpose/ Refunding 11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075 2015 G.O. Multi-Purpose 7,785,000 2025 5,655,000 855,013 865,213 868,000 2016A G.O. Multi-purpose 8,795,000 2026 7,680,000 1,067,350 1,064,450 1,057,150 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 384,150 2017 G.O. Multi-Purpose 9,765,000 2027 8,865,000 1,095,563 1,092,463 1,094,063 2018 G.O. Proposed 11,988,570 2028 - 3,168,663 2,051,663 1,051,663 2019 G.O. Proposed 9,713,460 2029 - - 1,136,475 1,136,475 Total - General Obligation Debt Service: 54,950,000$ 13,707,850$ 9,749,548$ 9,864,643$ * Budgeted for early call General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Debt Service Payments Issue / Use of Funds Fiscal Year Debt Paid in Full Amount of Issue Principal Outstanding June 30, 2018 368 Fiscal Year Principal Interest Total 2019 3,850,000 133,315 3,983,315 3,983,315 3,850,000 3.250% Totals 3,850,000 133,315 3,983,315 3,983,315 Principal payable June 1. Interest payable June 1 and December 1. Amount Advance Refunded 2002 GO Bonds 10,580,000$ Amount Placed with Escrow Agent 505,231 Issuance Costs 112,681 Bond Premium (267,912) Amount of Issue 10,930,000$ 2011C General Obligation Refunding Bond Issue Principal: $10,930,000 Dated: June 8, 2011 To be called: July 1, 2018 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue 369 Fiscal Year Principal Interest Total 2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00% 2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00% 2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00% 2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225% Totals 3,865,000 205,750 4,070,750 3,828,390 242,360 Principal payable June 1. Interest payable June 1 and December 1. Amount Runway 7-25 Taxiway 232,000$ First Ave Storm Sewer 710,000 Lower Muscatine - Kirkwood to First Avenue 540,000 Traffic Signals Project 120,000 Sidewalk Infill 100,000 Brick Street Construction 290,000 First Ave/IAIS Railroad Overpass 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 80,000 Parks Annual Improvements 200,000 Cemetery Road Resurfacing 50,000 Terry Trueblood Recreation Area 500,000 Intra-city Bike Trails 50,000 Highway 1 Sidewalk/Trail 1,000,000 Fire Apparatus 634,000 New Animal Shelter 700,000 Fire Station #1 Kitchen Remodel 129,905 Police Crime Lab 82,600 Police Station Remodel 198,450 Police Breakroom/Restroom Remodel 59,250 City Hall Improvements 141,300 City Hall Security Camera Upgrade 75,000 Issuance Costs 107,495 Amount of Issue 9,070,000$ 2012A General Obligation Bond Issue Principal: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 370 Fiscal Year Principal Interest Total 2019 135,000 70,185 205,185 205,185 2,260,000 2.00% 2020 140,000 67,485 207,485 207,485 2,125,000 2.10% 2021 140,000 64,545 204,545 204,545 1,985,000 2.30% 2022 145,000 61,325 206,325 206,325 1,845,000 2.40% 2023 150,000 57,845 207,845 207,845 1,700,000 2.60% 2024 150,000 53,945 203,945 203,945 1,550,000 2.80% 2025 155,000 49,745 204,745 204,745 1,400,000 3.00% 2026 160,000 45,095 205,095 205,095 1,245,000 3.20% 2027 165,000 39,975 204,975 204,975 1,085,000 3.40% 2028 170,000 34,365 204,365 204,365 920,000 3.60% 2029 175,000 28,245 203,245 203,245 750,000 3.70% 2030 185,000 21,770 206,770 206,770 575,000 3.70% 2031 190,000 14,925 204,925 204,925 390,000 3.75% 2032 200,000 7,800 207,800 207,800 200,000 3.90% Totals 2,260,000 617,250 2,877,250 2,877,250 Principal payable June 1. Interest payable June 1 and December 1. Amount Park @ 201 Project 2,330,000$ Debt Service Reserve 207,845 Capitalized Interest 38,086 Issuance Costs 79,069 Amount of Issue 2,655,000$ 2012D Taxable Urban Renewal Revenue Bonds Principal: $2,655,000 Dated: November 29, 2012 Callable: June 1, 2021 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Tax Increment Financing 371 Fiscal Year Principal Interest Total 2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25% 2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45% 2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60% 2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75% 2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00% Totals 4,185,000 220,773 4,405,773 3,634,915 770,858 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,610,000$ Lower Muscatine-Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 2,000,000 Normandy Drive Restoration Project 409,050 Fairmeadows Restroom & Splash Pad 95,000 Intra-city Bike Trails 50,000 Scott Park Development & Trail 140,000 City Hall Projects 116,400 Projectdox Quickstart 306,000 Library Public Space Remodeling 100,000 Fire Station #3 Kitchen Remodel 35,000 Issuance Costs 119,550 Amount of Issue 7,230,000$ 2013A General Obligation Bond Issue Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 372 Fiscal Year Principal Interest Total 2019 910,000 156,125 1,066,125 753,107 313,018 5,785,000 3.00% 2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00% 2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00% 2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50% - - Totals 5,785,000 535,100 6,320,100 4,464,496 1,855,604 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,890,000$ First Ave/IAIS Railroad Crossing Improvements 1,000,000 Sycamore Street - City Limits to South Gilbert Street 2,500,000 CBD Streetscape Project 1,000,000 Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 Fire SCBA/Air System Replacement 500,000 UniverCity Neighborhood Partners 500,000 Public Works Facility Master Plan 310,000 2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000 City Hall-Other Projects 244,165 Issuance Costs 166,785 Amount of Issue 11,980,000$ 2014 General Obligation/Refunding Bond Issue Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 373 Fiscal Year Principal Interest Total 2019 740,000 115,013 855,013 783,624 71,388 5,655,000 2.00% 2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.00% 2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00% 2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00% 2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00% 2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00% 2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00% Totals 5,655,000 468,925 6,123,925 5,612,615 511,310 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 200,000$ City Hall-Other Projects 100,000 City Hall Remodel-NDS 2nd Floor 466,299 Fiber Optic Infill Program 100,000 CBD Streetscape Project 350,000 Riverside Drive Pedestrian Tunnel 100,000 Lower City Park Emergency Access Road 220,000 Mercer Park Playground 150,000 Intra-City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 700,000 Tennis Court/Pickle Ball Court Resurfacing 70,000 Youth Sports Complex Feasibility Study 50,000 Harrison Street Reconstruction 500,000 Sidewalk Infill Program 100,000 Burlington & Clinton Street Intersection Improvements 840,000 First Ave/IAIS Railroad Crossing Improvements 3,050,000 Dubuque Street/I-80 Pedestrian Bridge 276,158 Issuance Costs 112,543 7,785,000$ 2015 General Obligation Bond Issue Principal: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Project Principal Outstanding Beginning of Fiscal Year Coupon Rate Payments Property Tax Revenue Tax Increment Financing 374 Fiscal Year Principal Interest Total - 2019 895,000 172,350 1,067,350 1,067,350 7,680,000 2.00% 2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00% 2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00% 2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00% 2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00% 2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00% 2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00% 2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00% Totals 7,680,000 774,250 8,454,250 8,454,250 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ Riverfront Crossings Riverbank/Park Development 500,000 City Park Cabin Restoration 130,000 City Park Pool Cabana Shelters 65,000 Pheasant Hill Park Renovation 25,000 Happy Hollow Park Shelter & Bathroom Upgrades 150,000 Hickory Hill Park & Trail Development 200,000 Upgrade Building BAS Controls 118,000 Mercer Aquatic & Scanlon Gym Improvements 53,000 Mormon Trek Right Turn Lane & Three Lane Conversion 650,000 1st Ave/IAIS RR Crossing Grade Separation 1,546,222 First Ave Three Lane Conversion 275,000 Washington Street Reconstruction 4,133,666 Fire/Police Storage Facility Relocation 700,000 Issuance Costs 99,112 8,795,000$ Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 2016A General Obligation Bond Issue Principal: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Payments Property Tax Revenue 375 Fiscal Year Principal Interest Total 2019 - 384,150 384,150 384,150 12,805,000 3.00% 2020 - 384,150 384,150 384,150 12,805,000 3.00% 2021 - 384,150 384,150 384,150 12,805,000 3.00% 2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00% 2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00% 2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00% 2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00% 2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00% 2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% * 2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% * 2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% * 2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% * 2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% * 2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% * 2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% * 2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% * 2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 *890,000 26,700 916,700 916,700 890,000 3.00% * Totals 12,805,000 4,143,300 16,948,300 16,948,300 Principal payable June 1. Interest payable June 1 and December 1. * Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Amount Chauncey Building Project 12,097,250$ Capitalized Interest 657,323 Issuance Costs 50,427 Amount of Issue 12,805,000$ 2016E Taxable Urban Renewal Capital Loan Notes Principal: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Payments Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate * Project 376 Fiscal Year Principal Interest Total 2019 905,000 190,563 1,095,563 934,678 160,884 8,865,000 2.00% 2020 920,000 172,463 1,092,463 932,033 160,429 7,960,000 2.00% 2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00% 2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00% 2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00% 2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00% 2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25% 2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50% 2027 1,085,000 27,125 1,112,125 948,808 163,317 1,085,000 2.50% Totals 8,865,000 1,022,263 9,887,263 8,435,308 1,451,954 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ Climate Action Plan Project 150,000 Permitting Software Upgrade 500,000 Public Works Facility 700,000 Riverside Drive Pedestrian Tunnel 1,434,000 Riverside Drive Streetscape Improvements 616,000 West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 500,000 Hickory Hill Park & Trail Redevelopment 400,000 Upgrade Building BAS Controls 240,000 Recreation Center Lobby Remodel 160,000 Pedestrian Mall Reconstruction 750,000 Dubuque Street Reconstruction 2,500,000 Sidewalk Infill Program 100,000 Myrtle/Riverside Intersection Signalization 900,000 Issuance Costs 134,520 Amount of Issue 9,765,000$ Project 2017A General Obligation Bonds Principal: $9,765,000 Dated: June 15, 2017 Callable: June 1, 2023 Payments Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate * 377 378 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Storm Water Cable Television Housing Authority F Y 2 0 1 9 PARKING FUND The Parking Fund accounts for the activities of the City’s parking operations. The Parking Fund is an enterprise fund and is a fully self-sustaining business-like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. The Parking Fund’s unassigned fund balance on June 30, 2017 was $5,582,223, a 14.9% increase from fiscal year 2016. The increase was primarily due to the early defeasance of the 2009 Parking Revenue bonds during fiscal year 2015 which eliminated the parking revenue bond’s debt service payments. The Parking Fund borrowed just under $2.5 million from the Landfill Cell Replacement Reserve to assist in the early defeasance. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/17 Total Payment FY19 FY19 Principal FY19 Interest 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,665,852 $ 289,143 $ 242,467 $ 46,676 The fiscal year 2018 year-end unassigned fund balance is estimated to increase 13.09% to $6,312,990. This increase is primarily due to the parking permit rate increase in fiscal year 2018 and due to the sale of the City Hall parking lot for development of the Augusta Place. This lot was sold for $2.68 million during fiscal year 2018. Of this sale amount, $2 million was transferred to the debt service reserve to assist with making lease-purchase payments and $602,843 is being held to buy a portion of the parking in the new development. In fiscal year 2019, the unassigned fund balance is estimated to increase 12.50% to $7,102,397. This increase is partly due to the parking permit rate increase in fiscal year 2018. (1)FY18 and FY19 figures are estimates FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned $3,327,493 $4,857,110 $5,582,223 $6,312,990 $7,102,397 $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) 381 Estimated restricted fund balance at June 30, 2019 is $3,500,000. This restricted fund balance represents funds held in the Parking Debt Service Reserve from the sale of the City Hall parking lot in fiscal year 2018 and from the sale of the parking lot at the corner of Court & Linn Streets in fiscal year 2016. These funds are being used to make lease-purchase payments on the Harrison Street parking garage, which began in fiscal year 2017. A parking impact fee, which deals with off-street parking requirements, is required for residential development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate Railway main-line to the south. The revenues from the impact fee are to provide parking facilities in the Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Neighborhood & Development Services department collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. No funds are currently being held because of this impact fee. Revenues: Rates for the Parking System are set by the City Council. Parking System rates are reviewed annually. The following tables list hourly and monthly Parking System rates and charges as approved by the City Council. These rates include hourly rate adjustments that became effective on July 1, 2013 and the monthly permit rate adjustments that became effective on July 1, 2017. Hourly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $1.00 $1.00 $0.75 $1.00 $0.75 2014* 1.00 1.00 0.75 1.00 -- 2007 0.75 0.75 0.60 0.75 -- 2002 0.60 0.60 0.50 0.60 -- 2001 0.50 0.50 0.40 0.60 -- 1997 0.50 0.50 0.40 -- -- 1993 0.50 0.45 0.40 -- -- *Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free. Monthly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $85.00 $85.00 $85.00 $85.00 $85.00 2011 80.00 80.00 80.00 80.00 -- 2010 80.00 80.00 70.00 80.00 -- 2007 75.00 65.00 60.00 75.00 -- 2004 70.00 60.00 55.00 70.00 -- 2002 60.00 50.00 45.00 60.00 -- 2001 55.00 45.00 40.00 60.00 -- Surface parking lots charge $65.00 per month for parking permits. 382 Revenues: Fiscal year 2018 revenue is estimated to decrease 30.2% when compared to fiscal year 2018 estimated revenue. This decrease is anticipated primarily due to revenues for the sale of the City Hall parking lot in fiscal year 2018. Parking service charges are approximately 95% of fund revenues and parking fines are about 4%. Expenditures: Fiscal year 2019 budgeted expenditures represent a 6.09% decrease from fiscal year 2018 estimated expenditures. This is due to a decrease in On-Street Service expenditures with $200,000 budgeted for the clean-up and renovation of “Pig Alley” in fiscal year 2018. The Parking Fund is budgeting $360,000 for transfers to the Capital Projects Fund for parking facility restoration and repairs and parking equipment upgrades. $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Use of Money & Property Miscellaneous Other Financial Sources $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Captial Outlay Debt Service 383 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 6,867,952$ 3,713,076$ 10,742,693$ 11,082,223$ 11,812,990$ 10,602,397$ Revenues: Use Of Money And Property Interest Revenues 35,207$ 35,348$ 35,397$ 35,350$ 35,400$ 35,400$ Charges For Fees And Services Parking Charges 5,253,013 5,239,882 5,230,823 5,624,810 5,711,630 5,711,630 Miscellaneous Parking Fines 248,841 198,370 221,917 198,370 221,920 221,920 Other Misc Revenue 82,592 40,459 39,794 64,000 35,016 35,016 Other Financial Sources Sale Of Assets - 5,502,850 - 2,679,169 - - Sub-Total Revenues 5,619,653 11,016,908 5,527,930 8,601,699 6,003,966 6,003,966 Transfers In: Transfer In - Interfund Loan from Landfill Res 2,495,350 - - - - - 1) Debt Service Transfers 3,943,875 5,500,000 1,100,821 3,114,695 1,100,821 1,100,821 Sub-Total Transfers In 6,439,225 5,500,000 1,100,821 3,114,695 1,100,821 1,100,821 Total Revenues & Transfers In 12,058,878$ 16,516,908$ 6,628,751$ 11,716,394$ 7,104,787$ 7,104,787$ Expenditures: Parking Administration 1,227,040$ 1,307,195$ 1,188,524$ 1,387,780$ 1,271,562$ 1,294,717$ On Street Operations 833,273 753,636 749,591 1,210,897 916,907 915,944 Parking Ramp Operations 1,194,953 1,151,908 1,196,100 1,327,250 1,322,802 1,356,062 Parking Debt Service 7,973,550 - 1,100,821 3,114,695 3,100,821 3,100,821 Sub-Total Expenditures 11,228,816 3,212,740 4,235,036 7,040,622 6,612,092 6,667,544 Transfers Out: Capital Improvement Projects (103,318) 553,107 725,000 595,000 360,000 300,000 1) Debt Service Transfers 3,943,875 5,500,000 1,100,821 3,114,695 1,100,821 1,100,821 Interfund Loan Repayment to Landfill 144,381 221,444 228,364 235,310 242,467 249,736 Sub-Total Transfers Out 3,984,938 6,274,551 2,054,185 3,945,005 1,703,288 1,650,557 Total Expenditures & Transfers Out 15,213,754$ 9,487,291$ 6,289,221$ 10,985,627$ 8,315,380$ 8,318,101$ Fund Balance, June 30 3,713,076$ 10,742,693$ 11,082,223$ 11,812,990$ 10,602,397$ 9,389,083$ Restricted / Committed /Assigned 385,583 5,885,583 5,500,000 5,500,000 3,500,000 1,500,000 Unassigned Balance 3,327,493$ 4,857,110$ 5,582,223$ 6,312,990$ 7,102,397$ 7,889,083$ % of Revenues & Transfers In 28%29%84%54%100%111% 1) Same Fund Transfers Parking (7100 - 7102) Fund Summary 384 PARKING OPERATIONS The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The division oversees the operation of six ramps, five surface lots, and on-street (metered) parking. Parking Services enforces parking regulations in the central business district and surrounding areas, while the Police Department enforces parking regulations in residential areas. The division’s budget is organized into five activities: Parking Administration Parking Administration personnel consists of a 45% cost share of the Transportation Services Administration budget, 2.50 FTE Operations Supervisors, .38 FTE Operations Specialist, and .75 FTE Customer Service Representative positions. Administration oversees the operation of: On-Street and Parking Lot Operations Short-term meters (1-2 hours) are concentrated in the core of the downtown. These meters are intended for those that are looking to have short visits to shop, dine, etc., in downtown Iowa City. Meter terms become longer as you move further away from the downtown core. The Parking division also operates the following parking lots: North Area • Schumann Lot (near Market & Dubuque) • Market Street Lot (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 (Burlington Street & Dubuque Street) One block south of the Public Library • Capitol Street Garage (Burlington Street & Capitol Street) Adjoins Old Capitol Town Center Unattended Garages: • Chauncey Swan Garage (Washington Street across from City Hall) • Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use commercial/parking facility • Court Street Transportation Center (Dubuque and Court Street) mixed-use commercial/parking facility. Managed by the Transit Division. • Harrison Street Garage (Harrison Street & Dubuque Street) mixed-use residential/public parking facility opened April of 2017. 385 Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds and the Harrison Street lease-purchase agreement, which are repaid with parking revenue. HIGHLIGHTS • Completed construction of Harrison Street Garage in April 2017 • Completed fourth year of First Hour Free resulting in over 1.1 million hours of free parking • Completed joint project with University of Iowa to implement a mobile parking payment service • Joint projects are in progress with University of Iowa to implement a bicycle sharing program & electric vehicle charging station program Recent Accomplishments: • Opened Harrison Street Garage to visitor and monthly parkers • Completed $500,000 ramp restoration project • Additional bicycle amenities including increased bike racks and fit-it stations • Additional moped and motorcycle parking • Implemented mobile payment app Upcoming Challenges: • Continued development of high density housing structures in downtown • Access and revenue equipment approaching 10 years of service • Expansion of electric vehicle charging station network • Increased near downtown residential parking demands Staffing: FY2017 FY2018 FY2019 Total FTE’s 21.63 21.63 21.38 386 Staffing Level Change Summary: The Customer Service Representative position under Parking Administration was reduced from 1.0 FTE to 0.75 FTE. Service Level Change Summary: The Chauncey Swan Ramp will experience an increased demand on parking usage due to the relocation of Police, Fire, and several city fleet vehicles. This vehicle relocation is due to the sale of the lot adjacent to City Hall. The Chauncey Building is also scheduled to open during fiscal year 2019 and will impact the ramp usage. Financial Highlights: Parking Administration services expenditures decreased in fiscal year 2019 by $120,894 due to a decrease in financial service and charges. On street service expenditures have decreased $294,792 due to a $200,000 budgeted loan for the cleanup and renovation of ‘pig alley’ downtown in fiscal year 2018. 387 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Transient Hours Parked 4,453,418 4,762,105 5,145,968 4,981,945 5,063,659 Percent Change 2.7%6.9%8.1%-3.2%1.6% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Credit Card Usage – Access Controlled Facilities FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 53%62%67%70%71% Enhanced Community Engagement and Intergovernmental Relations Increase convenience and access for parking customers. Increase credit card usage as a payment mechanism to 75%. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Encourage a Vibrant and Walkable Urban Core Provide convenient parking options. Increase transient hours parked in downtown on-street and off- street spaces. 388 Activity: Parking Administration (810110)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 35,207$ 35,348$ 35,397$ 35,350$ 35,400$ 35,400$ Miscellaneous Parking Fines 248,841 198,370 221,917 198,370 221,920 221,920 Other Misc Revenue 5,112 14,905 3,254 - - - Other Financial Sources Sale Of Assets - 5,500,000 - 2,679,169 - - Total Revenues 289,160$ 5,748,623$ 260,567$ 2,912,889$ 257,320$ 257,320$ Expenditures: Personnel 432,162$ 487,872$ 361,437$ 385,444$ 384,358$ 395,888$ Services 794,878 818,224 826,991 1,002,098 881,204 898,828 Supplies - 1,100 96 238 - - Capital Outlay - - - - 6,000 - Total Expenditures 1,227,040$ 1,307,195$ 1,188,524$ 1,387,780$ 1,271,562$ 1,294,717$ Personnel Services - FTE 2015 2016 2017 2018 2019 Assoc Dir -Trans Service 0.50 0.50 - - - Customer Service Rep - Transp. Serv.- 1.00 1.00 0.75 Operations Supv - Trans Serv 3.00 2.50 2.50 2.50 2.50 Operations Specialist - Transp. Serv.- 0.38 0.38 0.38 0.38 Transportation and Res Mgmt Director 0.50 0.50 - - - Total Personnel 4.00 3.88 3.88 3.88 3.63 Capital Outlay 2018 2019 Copier -$ 6,000$ Total Capital Outlay -$ 6,000$ Activity Summary 389 Activity: On Street Operations (810120)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges 1,662,535$ 1,637,424$ 1,701,595$ 1,660,142$ 1,686,370$ 1,686,370$ Miscellaneous Other Misc Revenue (1,415) 104 (283) - - - Other Financial Sources Sale Of Assets - 2,850 - - - - Total Revenues 1,661,120$ 1,640,378$ 1,701,312$ 1,660,142$ 1,686,370$ 1,686,370$ Expenditures: Personnel 471,367$ 466,062$ 422,139$ 587,743$ 557,501$ 574,226$ Services 321,252 275,559 283,639 588,140 293,348 299,215 Supplies 13,345 12,015 10,250 10,014 12,258 12,503 Capital Outlay 27,309 - 33,563 25,000 53,800 30,000 Total Expenditures 833,273$ 753,636$ 749,591$ 1,210,897$ 916,907$ 915,944$ Personnel Services - FTE 2015 2016 2017 2018 2019 Customer Service Rep - Pkg 1.50 1.50 - - - Electronics Technician - Transp. Serv.1.00 1.00 1.00 1.00 1.00 MW II - Transportation Serv. 2.00 2.00 2.00 2.00 2.00 Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00 Total Personnel 9.50 9.50 8.00 8.00 8.00 Capital Outlay 2018 2019 Bicycle parklets 25,000$ -$ EV Charging Stations - 20,000 Hot Power Washer - 11,800 Coin Counter - 9,500 Paint Striper - 7,500 Bike racks - replacement/expansion - 5,000 Total Capital Outlay 25,000$ 53,800$ Activity Summary 390 Activity: Parking Ramp Operations (810140)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges 3,590,478$ 3,602,457$ 3,529,228$ 3,964,668$ 4,025,260$ 4,025,260$ Miscellaneous Other Misc Revenue 78,895 25,450 36,823 64,000 35,016 35,016 Total Revenues 3,669,373$ 3,627,907$ 3,566,051$ 4,028,668$ 4,060,276$ 4,060,276$ Expenditures: Personnel 588,614$ 577,978$ 574,444$ 670,065$ 680,365$ 700,776$ Services 578,498 501,974 560,415 631,538 621,141 633,564 Supplies 27,841 46,797 43,320 25,647 21,296 21,722 Capital Outlay - 25,160 17,920 - - - Total Expenditures 1,194,953$ 1,151,908$ 1,196,100$ 1,327,250$ 1,322,802$ 1,356,062$ Personnel Services - FTE 2015 2016 2017 2018 2019 Cashier - Parking 9.75 6.75 6.75 6.75 6.75 M.W. I - Parking Systems 2.50 2.50 2.50 2.50 2.50 Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 12.75 9.75 9.75 9.75 9.75 Activity Summary 391 Activity: Parking Debt Service (810180)Fund: Parking (7101) Division: Parking Operations Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Transfers In: Transfer In - Interfund Loan fr Landfill Res 2,495,350$ -$ -$ -$ -$ -$ Debt Service Transfer (From Restricted Parking Impact Fees to Restricted for Debt Service)- - 385,583 - - Debt Service Transfer (From Parking Unrestricted to Restricted for Debt Service)3,943,875 5,500,000 715,238 3,114,695 1,100,821 1,100,821 Total Revenues & Transfers In 6,439,225$ 5,500,000$ 1,100,821$ 3,114,695$ 1,100,821$ 1,100,821$ Expenditures: Lease-purchase Payments -$ -$ 1,100,821$ 3,114,695$ 3,100,821$ 3,100,821$ Revenue Bonds Principal & Interest Payments 7,973,550 - - - - - Total Expenditures 7,973,550$ -$ 1,100,821$ 3,114,695$ 3,100,821$ 3,100,821$ Activity Summary 392 Issue / Use of Funds Amount of Issue FY2019 FY2020 FY2021 2017 Parking System Lease-Purchase Agreement *15,497,867 2036 13,958,305 1,100,821 1,100,821 1,100,821 Total - Parking Revenue Bonds 13,958,305 1,100,821 1,100,821 2,201,643 * Budgeted an additional $2 million for a partial early call in fiscal years 2018, 2019, and 2020 Fiscal Year Debt Paid in Full Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Principal Outstanding Debt Service Payments 393 Fiscal Year Principal Interest Total 2018 524,409 576,412 1,100,821 1,100,821 14,482,714 3.98% 2019 545,281 555,541 1,100,821 1,100,821 13,958,305 3.98% 2020 566,983 533,838 1,100,821 1,100,821 13,413,024 3.98% 2021 589,549 511,272 1,100,821 1,100,821 12,846,041 3.98% 2022 613,013 487,808 1,100,821 1,100,821 12,256,492 3.98% 2023 637,411 463,410 1,100,821 1,100,821 11,643,479 3.98% 2024 662,780 438,042 1,100,821 1,100,821 11,006,069 3.98% 2025 689,158 411,663 1,100,821 1,100,821 10,343,289 3.98% 2026 716,587 384,234 1,100,821 1,100,821 9,654,130 3.98% 2027 745,107 355,714 1,100,821 1,100,821 8,937,543 3.98% 2028 774,762 326,059 1,100,821 1,100,821 8,192,436 3.98% 2029 805,598 295,223 1,100,821 1,100,821 7,417,674 3.98% 2030 837,661 263,161 1,100,821 1,100,821 6,612,076 3.98% 2031 871,000 229,822 1,100,821 1,100,821 5,774,415 3.98% 2032 905,665 195,156 1,100,821 1,100,821 4,903,416 3.98% 2033 941,711 159,110 1,100,821 1,100,821 3,997,750 3.98% 2034 979,191 121,630 1,100,821 1,100,821 3,056,039 3.98% 2035 1,018,163 82,659 1,100,821 1,100,821 2,076,848 3.98% 2036 1,058,686 42,136 1,100,821 1,100,821 1,058,686 3.98% Totals 13,958,305 5,856,479 19,814,784 19,814,784 * Lease Purchase Agreement call provisions: In whole: In part: * Schedule does not incorporate projected call amounts of $2,000,000 per year in FY2018-FY2020 •Beginning June 1, 2018, and once per year thereafter (only on June 1), the City may prepay up to an additional $2,000,000 of principal (above the originally scheduled amount of principal then due) without penalty. Any such prepayment shall be applied in inverse order of maturity. •No call until June 1, 2024 •At 102% on any interest payment date from June 1, 2024 to May 31, 2026 •At par on any interest payment date or after June 1, 2026 2017 Parking System Lease-Purchase Agreement Principal: $15,497,867 Dated: April 11, 2017 Callable: See footnote* Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Parking Revenue 394 TRANSIT FUND The Transit Fund accounts for the operations of the City’s public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para-transit services. In fiscal year 2017, total fund balance grew by 17.81% or $971,655 over fiscal year 2016 to $6,427,042 primarily due to operating revenues exceeding operating expenditures at the Court Street Transportation Center. The fiscal year 2018 projected total fund balance is estimated to decrease by 9.95% or $639,253 from fiscal year 2017 to $5,787,789 due to the replacement of twelve buses. Total fund balance is budgeted to grow by 6.43% or $372,273 in fiscal year 2019 to $6,249,069. (1) FY18 and FY19 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year 2019, the assigned fund balance is estimated at $632,715. Funds are transferred from the Transit operations to the bus replacement reserve to cover 20% of depreciation expense. Bus grants typically cover about 80% of the cost of replacement, and the bus replacement reserves are expected to cover the remaining 20%. Twelve bus replacements are scheduled in fiscal year 2018 which will use approximately $709,517 in reserve funds to match grants totaling $3,847,483. 395 Revenues: The Transit fund is funded through several revenue sources: • Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally-funded, application-based grant program, with annual allocations. This is 35.9% of fiscal year 2018 budgeted revenue. • Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including “a tax for the operation and maintenance of a municipal transit system…” Iowa City transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund. • Bus Fares: Fares amount to 27.9% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2019. • Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($85 per month) parking as well as rent from the commercial properties. • Other Revenue: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2019 revenue is projected to decrease from the fiscal year 2018 revised revenue estimates by 43.7%. The decrease is directly related to the bus grants to be received in fiscal year 2017 and then carried-forward to fiscal year 2018. 50% of the Transit Fund’s revenue comes from intergovernmental funding in fiscal year 2019. The Transit Property Tax Levy (including State backfill funds) estimated at $3,562,089 will be transferred into the Transit fund from the General fund in fiscal year 2019. Combined with the funding from other governments, approximately $5.84 million of the $8.22 million in revenues and transfers in or 70.98% is from sources of revenue that are not generated by the transit operations. This is a decrease from the fiscal year 2018 revised budget of 80.08% due to the bus replacement grants. $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Intergovernmental Use of Money & Property Miscellaneous Other Financial Sources 396 Expenditures: Fiscal year 2019 budgeted expenditures represent a 38.24% decrease from the fiscal year 2018 revised expenditure budget. The primary difference is a decrease in capital outlay expenditures for bus replacements. The services expenditures in the Transit Operations activity is budgeted to increase in fiscal year 2019 by $268,820 or 15.87% primarily due to funds budgeted for a comprehensive fixed transit system route study. $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 397 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 3,965,749$ 4,762,385$ 5,455,387$ 6,427,042$ 5,787,789$ 6,265,113$ Revenues: Use Of Money And Property Interest Revenues 16,063$ 18,684$ 28,398$ 17,500$ 28,400$ 28,400$ Rents 131,943 132,007 135,943 132,010 147,270 147,270 Intergovernmental Fed Intergovnt Rev 1,439,334 1,494,411 1,622,763 1,494,410 1,622,763 1,622,763 Other State Grants 642,211 908,857 1,007,611 4,341,093 612,770 612,770 Local 28E Agreements 32,562 39,181 36,945 39,180 38,750 38,750 Charges For Fees And Services Transit Fees 1,445,831 1,296,204 1,260,923 1,296,210 1,260,920 1,286,138 Misc Charges For Svc 2,665 2,263 1,578 2,260 11,577 11,577 Refuse Charges 810 100 74 100 - - Parking Charges 675,232 629,212 653,543 652,584 739,840 754,637 Miscellaneous Printed Materials 30 30 - - - - Misc Merchandise 1,098 101 698 100 700 700 Other Misc Revenue 32,061 58,091 61,663 65,240 61,080 54,080 Other Financial Sources Sale Of Assets - 3,245 2,500 - - - Sub-Total Revenues 4,419,840 4,582,385 4,812,638 8,040,687 4,524,070 4,557,085 Transfers In: Transfer In - Transit Property Tax Levy 2,972,534 3,108,169 3,271,633 3,382,276 3,578,133 3,569,213 Transfer In - Operations to Bus Reserve 136,238 84,611 - 136,000 136,000 136,000 Sub-Total Transfers In 3,108,772 3,192,780 3,271,633 3,518,276 3,714,133 3,705,213 Total Revenues & Transfers In 7,528,612$ 7,775,165$ 8,084,271$ 11,558,963$ 8,238,203$ 8,262,298$ Expenditures: Transit Admin 436,566$ 432,349$ 381,185$ 442,911$ 434,033$ 443,866$ Transit Operations 4,528,971 4,483,113 4,668,343 5,206,333 5,337,470 5,273,379 Fleet Maintenance 1,420,644 1,459,580 1,222,269 1,538,098 1,493,502 1,529,374 Court St Transportation Center 170,086 168,777 179,910 181,874 184,873 188,891 Bus Replacement Reserve - 374,083 475,909 4,693,000 - - Sub-Total Expenditures 6,556,267 6,917,901 6,927,616 12,062,216 7,449,879 7,435,510 Transfers Out: Capital Project Fund (16,917) 50,000 185,000 - 175,000 - InterFund Loan Repay Landfill 56,388 29,651 - - - - Bus Reserve Transfers Out 136,238 84,611 - 136,000 136,000 136,000 Sub-Total Transfers Out 175,709 164,262 185,000 136,000 311,000 136,000 Total Expenditures & Transfers Out 6,731,976$ 7,082,163$ 7,112,616$ 12,198,216$ 7,760,879$ 7,571,510$ Fund Balance, June 30 4,762,385$ 5,455,387$ 6,427,042$ 5,787,789$ 6,265,113$ 6,955,901$ Restricted / Committed /Assigned 1,268,156 1,287,299 1,206,232 496,715 632,715 768,715 Unassigned Balance 3,494,229$ 4,168,088$ 5,220,810$ 5,291,074$ 5,632,398$ 6,187,187$ % of Revenues & Transfers In 46%54%65%46%68%75% Transit (7150 - 7151) Fund Summary 398 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 a 45% cost share of the Transportation Services Administration budget, a .50 FTE Operations Supervisor, and a .75 FTE Customer Service Representative. Administration oversees the operation of: Transit Operations (fixed-route and paratransit services) Iowa City Transit fixed route operations include 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 13 para-transit buses, all of which are ADA accessible. Court Street Transportation Center In addition to operating the public transit services, Iowa City Transit also operates the Court Street Transportation Center. This multi-use facility houses a 600 space parking facility and four commercial properties. This facility was FTA funded resulting in all revenues being directed to the transit fund. Bus Replacement Reserve This reserve holds fund for the replacement of buses. Funds equal to 20% of the accumulated depreciation of the City’s bus fleet are maintained in this reserve to be used as a match for state or federal grants to replace buses. This reserve also accounts for the bus replacement grant and purchase activity. 399 HIGHLIGHTS • Provided 1.5 million passenger trips in fiscal year 2017 • Provided service covering nearly 713,000 miles and 55,000 hours • Contracted para-transit service provided 86,696 passenger trips in fiscal year 2017 Recent Accomplishments: • Received 4 replacement para-transit vehicles • Implementing new AVL backend software for bus prediction service (BONGO) • Issued RFP for Bus Shelter Replacement/Expansion program Upcoming Challenges: • May begin to see impact on transit levy from property tax reform • FY2018 is the final year of para- transit contract with Johnson County • Obtaining federal funding for replacement and relocation of transit maintenance and storage facility • Increasing parking demands at the Court Street Transportation Center • Comprehensive transit system route study Staffing: FY2017 FY2018 FY2019 Total FTE’s 50.63 50.63 50.38 Staffing Level Change Summary: The Customer Service Representative position under Transit Administration decreased from 1.0 FTE to 0.75 FTE. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Transit Operations service expenditures increased by $268,820 or 15.87% primarily due to $200,000 budgeted for a comprehensive fixed transit system route study, as well as an increase in para-transit expenses. 400 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Riders per Revenue Vehicle Hour 34.50 35.20 36.85 30.95 28.40 Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Bus or Transit Services*82%N/A N/A N/A 63% *Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Fare-box/Expense Ratio 27%29%31%27%25% Fare-box revenues to cover 33% of operating costs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Provide safe, courteous, and quality transportation services. Increase Rides per Revenue Hour to 37. Maintain a Solid Financial Foundation Increase fare-box/expense ratio. 401 Activity: Transit Admin (810210)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 16,063$ 18,684$ 28,398$ 17,500$ 28,400$ 28,400$ Miscellaneous Printed Materials 30 30 - - - - Other Misc Revenue 2,478 (3,562) - 2,500 - - Other Financial Sources Sale Of Assets - 2,700 2,500 - - - Transfers In: Transfer In - Transit Property Tax Levy 2,972,534 3,108,169 3,271,633 3,382,276 3,578,133 3,578,133 Total Revenues & Transfers In 2,991,105$ 3,126,021$ 3,302,531$ 3,402,276$ 3,606,533$ 3,606,533$ Expenditures: Personnel 244,967$ 260,231$ 116,358$ 146,272$ 115,206$ 118,662$ Services 191,599 171,814 264,781 296,639 318,827 325,204 Supplies - 304 46 - - - Total Expenditures 436,566$ 432,349$ 381,185$ 442,911$ 434,033$ 443,866$ Personnel Services - FTE 2015 2016 2017 2018 2019 Assoc Dir -Trans Service 0.50 0.50 - - - Customer Service Rep - Trans Serv 0.50 0.50 1.00 1.00 0.75 Operations Supv - Trans Serv 2.00 0.50 0.50 0.50 0.50 Transportation and Res Mgmt Director 0.50 0.50 - - - Total Personnel 3.50 2.00 1.50 1.50 1.25 Activity Summary 402 Activity: Transit Operations (810220)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Rev 1,439,334$ 1,494,411$ 1,622,763$ 1,494,410$ 1,622,763$ 1,622,763$ Other State Grants 642,211 600,242 612,769 493,610 612,770 612,770 Local 28E Agreements 32,562 39,181 36,945 39,180 38,750 38,750 Charges For Fees And Services Transit Fees 1,445,831 1,296,204 1,260,923 1,296,210 1,260,920 1,286,138 Misc Charges For Svc 2,665 2,263 1,578 2,260 11,577 11,577 Miscellaneous Other Misc Revenue 73 - 844 - - - Other Financial Sources Sale Of Assets - 545 - - - - Total Revenues 3,562,676$ 3,432,846$ 3,535,822$ 3,325,670$ 3,546,780$ 3,571,998$ Expenditures: Personnel 3,002,652$ 2,998,808$ 3,139,515$ 3,285,236$ 3,345,960$ 3,446,339$ Services 1,507,832 1,455,587 1,504,339 1,693,798 1,962,618 1,797,870 Supplies 18,487 28,718 24,489 52,596 13,892 14,170 Capital Outlay - - - 174,703 15,000 15,000 Total Expenditures 4,528,971$ 4,483,113$ 4,668,343$ 5,206,333$ 5,337,470$ 5,273,379$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Transit 2.00 2.00 2.00 2.00 2.00 Transit Operator 37.75 37.75 37.75 37.75 37.75 M.W. II - Transit 1.00 1.00 1.00 1.00 1.00 Operations Supervisor - Transp. Serv.- 1.00 1.00 1.00 1.00 Operations Specialist - Transp. Serv.- 0.38 0.38 0.38 0.38 Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 41.25 42.63 42.63 42.63 42.63 Capital Outlay 2018 2019 AVL bus tracking system 155,000$ -$ Bus wraps - 15,000 Coin counter 7,500 - Wash bay motors 12,203 - Total Capital Outlay 174,703$ 15,000$ Activity Summary 403 Activity: Fleet Maintenance (810230)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 810$ 100$ 74$ 100$ -$ -$ Miscellaneous Misc Merchandise 1,098 101 698 100 700 700 Other Misc Revenue 2,623 5,742 4,078 5,740 4,080 4,080 Total Revenues 4,531$ 5,943$ 4,850$ 5,940$ 4,780$ 4,780$ Expenditures: Personnel 536,595$ 548,460$ 534,729$ 584,900$ 600,205$ 618,211$ Services 26,595 241,651 53,500 147,452 131,533 134,164 Supplies 857,454 669,469 634,040 805,746 761,764 776,999 Total Expenditures 1,420,644$ 1,459,580$ 1,222,269$ 1,538,098$ 1,493,502$ 1,529,374$ Personnel Services - FTE 2015 2016 2017 2018 2019 Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00 Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00 Operations Supv - Trans Serv 1.00 1.00 1.00 1.00 1.00 Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 Activity Summary 404 Activity: Court St Transportation Center (810240)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents 131,943$ 132,007$ 135,943$ 132,010$ 147,270$ 147,270$ Charges For Fees And Services Parking Charges 675,232 629,212 653,543 652,584 739,840 754,637 Miscellaneous Other Misc Revenue 26,887 55,911 56,741 57,000 57,000 50,000 Total Revenues 834,062$ 817,130$ 846,227$ 841,594$ 944,110$ 951,907$ Expenditures: Personnel 29,835$ 29,969$ 30,615$ 30,963$ 31,991$ 32,951$ Services 133,353 136,748 147,896 149,486 151,940 154,979 Supplies 6,898 2,059 1,399 1,425 942 961 Total Expenditures 170,086$ 168,777$ 179,910$ 181,874$ 184,873$ 188,891$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 0.50 Activity Summary 405 Activity: Bus Replacement Reserve (810280)Fund: Transit (7151) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Other State Grants -$ 308,615$ 394,842$ 3,847,483$ -$ -$ Other Financial Sources Transfer In from Transit Operations 136,238 84,611 - 136,000 136,000 136,000 Total Revenues & Transfers In 136,238$ 393,226$ 394,842$ 3,983,483$ 136,000$ 136,000$ Expenditures: Services -$ -$ 192$ -$ -$ -$ Capital Outlay - 374,083 475,718 4,693,000 - - Total Expenditures -$ 374,083$ 475,909$ 4,693,000$ -$ -$ Capital Outlay 2018 2019 Replace 12 Heavy Duty Buses 4,693,000$ -$ Total Capital Outlay 4,693,000$ -$ Activity Summary 406 WASTEWATER FUND The Wastewater Fund accounts for the business-like operations of the City’s wastewater/sewer utility. The wastewater utility operates the City’s waste treatment plant, the sewage lift stations, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater Fund is primarily supported through user fees. The wastewater operations have been undergoing a major transformation over the last few years. The City completed a major expansion of the South Wastewater Treatment Plant during fiscal year 2015, and all of the City’s sewage treatment operations were consolidated at the South Plant. The project cost was $55 million, and was funded from $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. A project to demolish and remove the North Treatment Plant and establish wetlands and a park was started in fiscal year 2015 at an estimated cost of $6 million with the assistance of a State sales tax flood mitigation grant. Estimated completion for that project is the spring of 2018. The Wastewater Fund provided a $6 million loan to the Capital Projects Fund for the demolition of the North Wastewater Treatment Plant in fiscal year 2015. This loan is being repaid with the State sales tax grant flood mitigation grant. The loan payment schedule is as follows: The Wastewater Fund’s unassigned fund balance at fiscal year 2017 year-end was higher than fiscal year 2016 by approximately 6.46%. This increase was primarily due to the decrease of the required restricted fund balance for the revenue bonds from $19.9 million to $14.4 million. Year Principal Interest Payment Balance Rate 2015 200,000 166,598 366,598 5,800,000 0.17% 2016 200,000 166,258 366,258 5,600,000 0.28% 2017 225,000 165,698 390,698 5,375,000 0.47% 2018 975,000 164,640 1,139,640 4,400,000 0.78% 2019 1,475,000 67,708 1,542,708 2,925,000 1.21% 2020 1,750,000 49,860 1,799,860 1,175,000 1.56% 2021 1,175,000 22,560 1,197,560 - 1.92% 6,000,000 803,321 6,803,321 407 (1) FY18 and FY19 figures are estimated In fiscal years 2018, unassigned fund balance is expected to increase by $353,452 or 3.26%, and in fiscal year 2019, unassigned fund balance is expected to increase $2,043,913 or 18.28% to $13,227,624. These increases are primarily due to the accelerated repayment of the Capital Projects Fund loan starting in fiscal year 2018. Reconstruction of the North River Corridor Trunk Sewer is scheduled for fiscal years 2016 through 2018 and is to be constructed in conjunction with the Gateway project (Dubuque Street reconstruction). It will replace two existing sewers with a single sewer that 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 trunk sewer project’s cost estimate is $4.50 million and will be funded from Wastewater user fees. This project commenced in the summer of 2016. The fiscal year 2016, 2017, and 2018 budgets include transfers to the Capital Projects Fund of $500 thousand, $2.0 million, and $2.0 million, respectively, for this project. The Wastewater Fund also maintains restricted fund balance reserves due to its outstanding revenue bonds. These funds are restricted in accordance with revenue bond covenants. Bond covenant requirements are monitored annually on an accrual basis and reported in the City’s Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $6,246,443 in fiscal year 2019. This is a decrease of $2,672,557 from fiscal year 2018. This decrease is due to the early call of the 2010A Sewer Revenue Capital Loan Notes budgeted in fiscal year 2019. FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned $9,928,329 $10,172,670 $10,830,259 $11,183,711 $13,227,624 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 Fund Balance (1) 408 Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for 100 cu. ft. of water used BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound BOD (per pound) greater than 2000 mg/L $0.425 per pound Suspended Solids (SS) per pound $0.227 per pound Monthly Minimum, Unmetered User $33.36 per month Manufactured Housing Park, Monthly Minimum per lot $33.36 per month Holding Tank Waste - plus landfill fees $0.032 per gallon Holding Tank Waste Hauler - Annual Permit $907.00 per year Overall, the fiscal year 2019 budgeted revenue is virtually unchanged from the 2018 revised budget. No changes are proposed in the fiscal year 2019 budget to the City’s sewer rate structure. Use of Money & Property primarily consists of interest on investments. $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Other Financial Sources Licenses and Permits Intergovernmental Use of Money & Property Miscellaneous 409 Expenditures: The fiscal year 2019 budgeted expenditures, not including debt service, are estimated to be 4.4% higher than the fiscal year 2018 expenditures. This is primarily due to an increase in supplies expenditures in the Wastewater Treatment Plant Operations activity. 51% of the Wastewater Fund’s expenditures are for revenue bond principal and interest payments. $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Debt Service 410 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 24,069,885$ 19,788,658$ 30,106,671$ 25,193,872$ 20,102,711$ 19,474,067$ Revenues: Licenses And Permits Misc Permits & Lic 8,012$ 7,483$ 10,228$ 7,480$ 10,230$ 10,230$ Intergovernmental Fed Intergovnt Rev 21,427 - - - - - Disaster Assistance 2,064 - - - - - Use Of Money And Property Interest Revenues 286,055 289,792 307,295 288,170 209,308 200,000 Royalties & Commiss 208 211 159 210 160 160 Charges For Fees And Services Misc Charges For Svc 1,410 1,566 192 1,570 190 190 Wastewater Charges 12,180,738 12,264,380 12,276,259 12,214,720 12,276,650 12,276,650 Refuse Charges 720 62 687 - 690 690 Miscellaneous Misc Merchandise 4,149 - 135 - 140 140 Other Misc Revenue 86,459 77,726 139,212 77,190 139,220 139,220 Other Financial Sources Debt Sales - 10,101,495 5,130,632 - - - Sale Of Assets 1,187 - 18,392 - - - Sub-Total Revenues:12,592,429 22,742,715 17,883,190 12,589,340 12,636,588 12,627,280 Transfers In: Interfund Loans 200,000 200,000 225,000 975,000 1,475,000 1,750,000 1) Bond Ordinance Trans 4,559,963 4,723,813 4,470,322 4,143,762 4,056,493 2,933,925 Sub-Total Transfers In 4,759,963 4,923,813 4,695,322 5,118,762 5,531,493 4,683,925 Total Revenues & Transfers In 17,352,392$ 27,666,528$ 22,578,511$ 17,708,102$ 18,168,081$ 17,311,205$ Expenditures: Wastewater Administration 1,621,483$ 1,696,933$ 1,774,490$ 1,863,198$ 1,898,352$ 1,934,611$ Wastewater Treatment Plant Ops 3,242,646 3,385,408 3,313,192 3,411,055 3,609,957 3,680,177 Lift Stations 6,419 105,561 186,624 209,943 218,764 224,332 Wastewater Collection Systems 838,584 734,546 815,102 794,930 828,609 849,585 Wastewater Debt Service 4,674,900 4,751,636 15,171,341 9,588,375 6,729,050 2,878,000 Sub-Total Expenditures 10,384,032 10,674,084 21,260,750 15,867,501 13,284,732 9,566,705 Transfers Out: Capital Project Fund 689,624 1,950,000 1,760,239 2,788,000 1,455,500 3,040,000 1) Debt Service Funding 4,559,963 4,723,813 4,470,322 4,143,762 4,056,493 2,933,925 Interfund Loans 6,000,000 - - - - - Sub-Total Transfers Out 11,249,587 6,673,813 6,230,560 6,931,762 5,511,993 5,973,925 Total Expenditures & Transfers Out 21,633,619$ 17,347,897$ 27,491,310$ 22,799,263$ 18,796,725$ 15,540,630$ Fund Balance, June 30 19,788,658$ 30,107,288$ 25,193,872$ 20,102,711$ 19,474,067$ 21,244,641$ Prior Year Accounting Adjustment - (617) - - - - Adjusted Fund Balance, June 30 19,788,658 30,106,671 25,193,872 20,102,711 19,474,067 21,244,641 Restricted / Committed /Assigned 9,860,329 19,934,001 14,363,613 8,919,000 6,246,443 6,302,368 Unassigned Balance 9,928,329$ 10,172,670$ 10,830,259$ 11,183,711$ 13,227,624$ 14,942,274$ % of Revenues & Transfers In 57%37%48%63%73%86% 1) Same Fund Transfers required by bond covenants Wastewater (7200 - 7201) Fund Summary 411 WASTEWATER TREATMENT OPERATIONS The Iowa City Wastewater Division exists in order to economically ensure the public health and safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the people of Iowa. The division will achieve the mission by providing proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plant, and the local environment. Wastewater Treatment processes an average of 10.5 million gallons of wastewater per day. Staff members measure and report 120 different tests per month to the Iowa Department of Natural Resources (DNR) for both influent waste and treated effluent. Other major work elements for this division include sewer main repairs, preventative maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The division’s budget is organized into four activities: Wastewater Administration Wastewater Administration administers W astewater division policies, procedures, budget and manages Wastewater division personnel. W astewater Administration coordinates W astewater division activities with other City departments and divisions. Administration oversees the wastewater treatment plant, collections, and lift stations. Wastewater Treatment Plant Operations The Wastewater Division operates and maintains one treatment plant. The Plant (f.k.a. as the “South Plant”), located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate more stringent water quality standards and future growth in residential and industrial customers. The North Plant was in service for 79 years and the site has been decommissioned and restored. Lift Stations The Wastewater Division operates and maintains 18 wastewater lift stations and 5 storm water stations throughout the city. The wastewater lift stations work in conjunction with the wastewater collection system. Wastewater lift stations are facilities designed to move wastewater from lower to higher elevation, particularly where the elevation of the source is not sufficient for gravity flow and/or when the use of gravity conveyance will result in excessive excavation depths and high sewer construction costs. The storm water lift stations are facilities designed to move storm water from flood protection areas to receiving streams thereby reducing the threat of flood damage to private and public property. 412 Wastewater/Storm water Collection Systems The Wastewater division maintains 300 miles of sanitary sewers and 110 miles of dedicated storm sewers. The wastewater collection system works in conjunction with the wastewater lift stations. The storm water collection system works in conjunction with the storm water lift stations and point of discharge to receiving streams. The sanitary sewer and storm water collection systems are maintained by jetting and vacuuming. Portions are periodically televised to determine status and to calculate repair priorities. Wastewater Debt Service Wastewater debt service consists of principal and interest payments on wastewater revenue bonds, which are repaid with wastewater revenue. HIGHLIGHTS • The total treatment capacity for the City plant is 24.2 million gallons/day under average wet weather conditions. • Treatment Plant operations accomplish 96.7% 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: • Finalized reconstruction of rake and column mechanisms in primary clarifiers C3100 and C3200. • Heat Exchanger 8502 replacement delivered late October 2017. • Biosolids dewatering press replacement project has been awarded. Construction to begin November 2017. • 1.5kW Generator replacement project design has been awarded. Design to be completed April 2018 with construction following. • Natural Gas piping replacement project completed Fall 2016. • Excavation and rocking of future dewatering location and approach for the roll-off container completed Spring 2017. Upcoming Challenges: • Construction to Install of 3 biosolids dewatering presses, including ventilation system and feed pumps and related construction. • Bid let for the replacement of existing 1.5KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions. • Replace the rake mechanisms in selected secondary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Install HEX 8502 replacement as per the evaluation report, 413 • Develop a phosphorous removal strategy prior to the digester complex to minimize struvite formation in the digesters that damages piping and equipment and takes up space in the digesters needed for active digestion. Will include phosphorous removal, assessment and replacement as needed for the digester complex roofs, brick facades, 15-year-old heat exchangers and other anaerobic digester equipment as needed. • Continue with the yearly sewer maintenance program. • Receive final design document for influent channel improvement to minimize grit deposition in channel and prepare for letting. • There is discussion of Foster Road extension east of Dubuque that will expand the collection area on the north side of the City. This will require further study to determine what affect this will be for the WWD. Staffing: FY2017 FY2018 FY2019 Total FTE’s 25.40 26.00 26.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The capital outlay budget in the Wastewater Treatment Plant Operations activity includes $100,000 for the plant roof replacement. The supplies expenditures in the Wastewater Treatment Plant Operations activity increased by $204,239 or 32.37% primarily due to an $108,000 increase in chemicals supplies, a $52,000 increase in equipment repairs and maintenance supplies for UV bulb and sensors that are exiting the warranty period, and an increase of $29,000 in other maintenance supplies. 414 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal* Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 98.0%97.0%99.1%99.4%98.9%99.1% Total Suspended Solids (TSS) – Percent Removal* Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 98.0%97.6%97.8%99.2%98.7%98.8% Ammonia (NH3) – Percent Removal* Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 97.0%96.7%93.3%99.1%90.5%92.1% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 9 9 8 7 9 6 Sewer Jetting, Miles per Year* FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 45.5 47.5 39.3 56.0 42.7 50 Video Inspection, Miles per Year* FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 19.2 24.7 19.5 24.5 26.3 28 Protect public and private property from water damage and health hazards. Control Sanitary Sewer Overflows (SSO – sewer backups). * Higher Number is Better ** Lower Number is Better GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Protect the City’s natural resources and waterways for public health, recreation opportunities and development. Meet or exceed DNR permit requirements for sanitary sewer systems. * Higher Number is Better Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations 415 Activity: Wastewater Administration (720110)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 286,055$ 289,792$ 307,295$ 288,170$ 209,308$ 200,000$ Intergovernmental Fed Intergovnt Rev (556) - - - - - Charges For Fees And Services Wastewater Charges 12,180,738 12,264,380 12,276,259 12,214,720 12,276,650 12,276,650 Miscellaneous Other Misc Revenue - 540 - - - - Total Revenues 12,466,237$ 12,554,712$ 12,583,554$ 12,502,890$ 12,485,958$ 12,476,650$ Expenditures: Personnel 216,845$ 279,579$ 315,374$ 326,765$ 339,203$ 349,379$ Services 1,343,590 1,370,187 1,387,852 1,482,091 1,507,864 1,538,021 Supplies 51,048 47,167 48,911 46,342 46,285 47,211 Capital Outlay 10,000 - 22,353 8,000 5,000 - Total Expenditures 1,621,483$ 1,696,933$ 1,774,490$ 1,863,198$ 1,898,352$ 1,934,611$ Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Supt - Wastewater 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Wastewater 0.50 0.50 1.00 1.00 1.00 Wastewater Superintendent 0.50 0.50 1.00 1.00 1.00 Project Support Assistant 0.25 0.25 - - - Total Personnel 2.25 2.25 3.00 3.00 3.00 Capital Outlay 2018 2019 Safety Equipment 8,000$ 5,000$ Total Capital Outlay 8,000$ 5,000$ Activity Summary 416 Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Royalties & Commissions 208$ 211$ 159$ 210$ 160$ 160$ Charges For Fees And Services Misc Charges For Services 1,410 1,566 192 1,570 190 190 Refuse Charges 720 62 687 - 690 690 Miscellaneous Misc Merchandise 4,149 - - - - - Other Misc Revenue 85,869 77,186 139,212 77,190 139,220 139,220 Other Financial Sources Sale Of Assets - - 18,392 - - - Total Revenues 92,356$ 79,024$ 158,641$ 78,970$ 140,260$ 140,260$ Expenditures: Personnel 1,353,204$ 1,352,816$ 1,425,076$ 1,507,527$ 1,532,079$ 1,578,041$ Services 1,139,656 1,128,388 1,099,485 1,147,498 1,127,609 1,150,161 Supplies 606,743 688,990 772,290 631,030 835,269 851,974 Capital Outlay 143,043 215,215 16,340 125,000 115,000 100,000 Total Expenditures 3,242,646$ 3,385,408$ 3,313,192$ 3,411,055$ 3,609,957$ 3,680,177$ Personnel Services - FTE 2015 2016 2017 2018 2019 Chemist 1.00 1.00 1.00 1.00 1.00 Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00 Laboratory Technician - WW 1.00 1.00 1.00 1.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00 Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00 M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00 Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00 TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00 Total Personnel 17.00 17.00 17.00 17.00 17.00 Capital Outlay 2018 2019 Chip Seal Roads 100,000$ -$ Plant Roof Replacement - 100,000 D.O. Probe Replacements - 15,000 Process Equipment 25,000 - Total Capital Outlay 125,000$ 115,000$ Activity Summary 417 Activity: Lift Stations (720130)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Expenditures: Services -$ 74,960$ 103,975$ 137,682$ 139,268$ 143,446$ Supplies 6,419 25,206 72,700 72,261 69,496 70,886 Capital Outlay - 5,395 9,950 - 10,000 10,000 Total Expenditures 6,419$ 105,561$ 186,624$ 209,943$ 218,764$ 224,332$ Capital Outlay 2018 2019 Hawkeye Lift Station Window Replacement -$ 10,000$ Total Capital Outlay -$ 10,000$ Activity Summary 418 Activity: Wastewater Collection Systems (720140)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses 8,012$ 7,483$ 10,228$ 7,480$ 10,230$ 10,230$ Intergovernmental Fed Intergovnt Rev 21,983 - - - - - Disaster Assistance 2,064 - - - - - Miscellaneous Misc Merchandise - - 135 - 140 140 Other Misc Revenue 590 - - - - - Other Financial Sources Sale Of Assets 1,187 - - - - - Total Revenues 33,836$ 7,483$ 10,363$ 7,480$ 10,370$ 10,370$ Expenditures: Personnel 452,776$ 449,608$ 449,022$ 520,922$ 540,392$ 556,604$ Services 263,187 203,269 180,051 159,258 178,383 181,951 Supplies 64,983 46,541 67,071 53,691 59,834 61,031 Capital Outlay 57,638 35,128 118,957 61,059 50,000 50,000 Total Expenditures 838,584$ 734,546$ 815,102$ 794,930$ 828,609$ 849,585$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. III - Wastewater Collect. 1.80 1.80 1.80 2.00 2.00 M.W. II - Wastewater Trtmnt Plnt 2.70 2.70 2.70 3.00 3.00 Sr M.W. - Wastewater Collection 0.90 0.90 0.90 1.00 1.00 Total Personnel 5.40 5.40 5.40 6.00 6.00 Capital Outlay 2018 2019 Inflow & Infiltration Repair 40,000$ 40,000$ Utility Locating Equipment - 10,000 Television Truck upgrade 21,059 - Total Capital Outlay 61,059$ 50,000$ Activity Summary 419 Activity: Wastewater Debt Service (720800)Fund: Wastewater (7201) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales -$ 10,101,495$ 5,130,632$ -$ -$ -$ Transfers In: Bond Ordinance Trans 4,559,963 4,723,813 4,470,322 4,143,762 4,056,493 2,933,925 Total Revenues & Transfers In 4,559,963$ 14,825,308$ 9,600,953$ 4,143,762$ 4,056,493$ 2,933,925$ Expenditures: Services -$ 1,200$ 1,200$ 1,200$ 1,200$ 1,200$ Other Financial Uses Revenue Bonds Principal & Interest Payments 4,674,900 4,750,436 15,170,141 9,587,175 6,727,850 2,876,800 Total Expenditures 4,674,900$ 4,751,636$ 15,171,341$ 9,588,375$ 6,729,050$ 2,878,000$ Activity Summary 420 Issue / Use of Funds Amount of Issue FY2019 FY2020 FY2021 2010A Sewer Revenue Refunding of Series 2001 and 2002 Revenue Bonds *15,080,000 2021 3,940,000 4,072,200 - - 2016C Sewer Revenue Refunding of Series 2008 Revenue Bonds 9,360,000 2022 7,520,000 2,164,150 2,175,550 1,855,050 2017B Sewer Revenue Refunding of Series 2009 Revenue Bonds 4,550,000 2023 4,550,000 491,500 701,250 1,022,375 Total Sewer Revenue Bonds:16,010,000 6,727,850 2,876,800 2,877,425 * Budgeted for early call Principal Outstanding Fiscal Year Debt Paid in Full Debt Service Payments Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue 421 Fiscal Year Principal Interest Total 2019 6,135,000 592,850 6,727,850 6,727,850 16,010,000 2020 2,510,000 366,800 2,876,800 2,876,800 9,875,000 2021 2,620,000 257,425 2,877,425 2,877,425 7,365,000 2022 2,660,000 152,500 2,812,500 2,812,500 4,745,000 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 Totals 16,010,000 1,421,700 17,431,700 17,431,700 Payments Principal Outstanding Beginning of Fiscal Year Paid by Sewer Revenue Sewer Revenue Bonds -Summary Debt Repayment Schedule 422 Fiscal Year Principal Interest Total 2019 3,940,000 132,200 4,072,200 4,072,200 3,940,000 4.00% Totals 3,940,000 132,200 4,072,200 4,072,200 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2001 Sewer Revenue Bonds 10,250,000$ Refunded 2002 Sewer Revenue Bonds 5,590,000$ Issuance Costs 124,077 Bond Premium (884,077) Amount of Issue 15,080,000$ Payments Principal Outstanding Beginning of Fiscal Year Sewer Revenue Coupon Rate 2010A Sewer Revenue Refunding Capital Loan Notes Principal: $15,080,000 Dated: April 15, 2010 To be called: July 1, 2018 Project 423 Fiscal Year Principal Interest Total 2019 1,920,000 244,150 2,164,150 2,164,150 7,520,000 4.00% 2020 2,010,000 165,550 2,175,550 2,175,550 5,600,000 4.00% 2021 1,765,000 90,050 1,855,050 1,855,050 3,590,000 4.00% 2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00% Totals 7,520,000 527,125 8,047,125 8,047,125 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2008 Sewer Revenue Bonds 10,022,780$ Issuance Costs 99,767 Bond Premium (762,547) Amount of Issue 9,360,000$ 2016C Sewer Revenue Refunding Capital Loan Notes Principal: $9,360,000 Dated: June 16, 2016 Callable: N/A Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 424 Fiscal Year Principal Interest Total 2019 275,000 216,500 491,500 491,500 4,550,000 2.00% 2020 500,000 201,250 701,250 701,250 4,275,000 5.00% 2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00% 2022 835,000 125,125 960,125 960,125 2,920,000 5.00% 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00% Totals 4,550,000 762,375 5,312,375 5,312,375 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009A Sewer Revenue Bonds 5,083,955$ Issuance Costs 46,677 Bond Premium (580,632) Amount of Issue 4,550,000$ 2017B Sewer Revenue Refunding Capital Loan Notes Principal: $4,550,000 Dated: June 15, 2017 Callable: N/A Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 425 WATER FUND The Water Fund accounts the City’s water utility operations including the operation of a water production plant, water storage facilities, water distribution system, water meter reading, and water quality monitoring. The business-like fund is primarily supported through user fees. The Water Fund’s unassigned fund balance at the close of fiscal year 2017 was $8,753,017 or $694,739 higher than fiscal year 2016. The increase in fund balance in fiscal year 2017 was due to the postponement and reallocation of several capital projects to fiscal year 2018. This project adjustment also creates a similar decrease in fund balance in fiscal year 2018 of $971,989 to $7,781,028. (1) FY18 and FY19 figures are estimates The fiscal year 2019 unassigned fund balance is estimated to remain steady with a slight increase of $6,787 from fiscal year 2018 to $7,787,815. There is a budgeted increase in revenue from a 5% user fee rate increase; however, the user fee rate increase is necessary to cover increased transfers to the Capital Projects Fund for repairing and replacing aging infrastructure. The Water Fund will have an estimated $3,695,847 in restricted fund balance at the end of fiscal year 2019 for revenue bond covenants. The Capital Projects Fund budget includes the issuance of $1,100,000 in water revenue bonds in fiscal year 2019 with repayment beginning in fiscal year 2020 from the Water Fund. FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned $8,138,400 $8,058,278 $8,753,017 $7,781,028 $7,787,815 $7,200,000 $7,400,000 $7,600,000 $7,800,000 $8,000,000 $8,200,000 $8,400,000 $8,600,000 $8,800,000 $9,000,000 Fund Balance (1) 426 Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates Meter Size (inches) FY18 Rate FY19 Rate 5/8 (residential) $7.07 $7.42 3/4 $7.72 $8.11 1 $9.10 $9.56 1½ $18.15 $19.06 2 $24.41 $25.63 3 $45.11 $47.37 4 $78.69 $82.62 6 $158.33 $166.25 Cubic Feet FY18 Rate FY19 Rate First 100/mo. MMC (varies) MMC (varies) 101-3,000/mo. $3.30/100 cu. ft. $3.47/100 cu. ft. 3,001 and over $2.37/100 cu. ft. $2.49/100 cu. ft. Single Purpose Meter Charges FY18 Rate FY19 Rate First 100/mo. MMC (varies) MMC (varies) Over 101/mo. $3.30/100 cu. ft. $3.47/100 cu. ft. A flat 5% rate increase is budgeted for fiscal year 2019 for all usage levels and meter sizes. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2018 to fiscal year 2019 is a 6.3% increase. The increase is based on the rate increase and an anticipated increase in customer consumption. Use of Money & Property primarily consists of interest on investments. $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Use of Money & Property Intergovernmental Miscellaneous Other Financial Sources 427 Expenditures: The fiscal year 2019 expenditures, not including debt service, are 0.9% lower than the fiscal year 2018 revised expenditures. The largest expenditure decrease was in the capital outlay budget of the Water Treatment Plant Operations activity which included expenditures for trail improvements in fiscal year 2018 at Waterworks Prairie Park. Revenue bond principal and interest payments are 21% of the Water fund’s expenditure budget for fiscal year 2019. 2019 water revenue bond payments are projected to begin in fiscal year 2020. Other financing uses include transfers out of $1,427,100 to the Capital Projects Fund including $600,000 for the McCollister Boulevard extension from Gilbert Street to Sycamore Street and $577,100 for the First Avenue water main replacement. $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Debt Service 428 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 11,541,132$ 12,332,979$ 16,240,827$ 18,111,079$ 11,443,014$ 11,483,662$ Revenues: Use Of Money And Property Interest Revenues 170,614$ 170,117$ 207,743$ 163,130$ 77,240$ 77,240$ Royalties & Commiss 772 754 418 750 420 420 Intergovernmental Fed Intergovnt Rev 41,920 - - - - - Disaster Assistance 347 491 - - - - Other State Grants 270 - - - - - Charges For Fees And Services Water Charges 8,525,988 9,133,122 9,274,183 9,097,056 9,737,892 9,737,892 Miscellaneous Printed Materials 29 8 9 - - - Misc Merchandise 12,802 15,162 5,380 5,160 5,380 5,380 Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue (1,612) - 33,624 - 33,590 590 Other Financial Sources Debt Sales - 4,017,085 5,410,000 - - - Sale Of Assets 48 8,154 1,310 - - - Sub-Total Revenues 8,753,178 13,346,893 14,934,666 9,268,096 9,856,522 9,823,522 Transfers In: 1) Bond Ordinance Transfers In 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 Sub-Total Transfers In 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 Total Revenues & Transfers In 10,761,893$ 15,346,852$ 16,815,699$ 11,206,036$ 11,681,437$ 11,756,387$ Expenditures: Water Administration 1,221,915$ 1,358,723$ 1,648,609$ 1,671,017$ 1,784,837$ 1,823,606$ Water Treatment Plant Ops 2,017,234 2,050,011 2,190,170 2,313,271 2,253,500 2,307,365 Water Distribution System 1,090,836 1,082,301 1,209,545 1,378,726 1,318,104 1,358,193 Water Customer Service 1,271,251 1,108,405 1,147,512 1,233,745 1,241,279 1,270,613 Water Public Relations 56,077 58,043 61,019 59,386 - - Water Debt Service 1,989,515 2,029,074 6,115,519 7,634,016 1,791,054 1,933,165 Sub-Total Expenditures 7,646,828 7,686,557 12,372,374 14,290,161 8,388,774 8,692,943 Transfers Out: Capital Project Fund - 1,490,495 391,140 1,646,000 1,427,100 909,325 1) Debt Service Funding 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 GO Bond Abatement 314,503 306,800 300,900 - - - Sub-Total Transfers Out 2,323,218 3,797,254 2,573,073 3,583,940 3,252,015 2,842,190 Total Expenditures & Transfers Out 9,970,046$ 11,483,811$ 14,945,447$ 17,874,101$ 11,640,789$ 11,535,133$ Fund Balance, June 30 12,332,979$ 16,196,020$ 18,111,079$ 11,443,014$ 11,483,662$ 11,704,916$ Prior Year Accounting Adjustment - 44,808 - - - - Adjusted Fund Balance, June 30 12,332,979 16,240,827 18,111,079 11,443,014 11,483,662 11,704,916 Restricted / Committed /Assigned 4,194,579 8,182,549 9,358,062 3,661,986 3,695,847 3,695,547 Unassigned Balance 8,138,400$ 8,058,278$ 8,753,017$ 7,781,028$ 7,787,815$ 8,009,369$ % of Revenues & Transfers In 76%53%52%69%67%68% 1) Same Fund Transfers required by bond covenants Water (7300 - 7301) Fund Summary 429 WATER OPERATIONS The mission of the W ater division is to produce and distribute high quality drinking water for the residential, commercial, industrial and firef ighting needs of Iowa City in accordance with local, state and federal drinking water standards, and to promote good stewardship of natural resources. The W ater division, as part of the Public W orks Department, operates and maintains the City’s Grade IV drinking water and water distribution system that serves the City of Iowa City and University Heights. The system is in continuous operation 24/7 to provide high quality water and service, at satisfactory pressures, and in sufficient quantities to meet customer demands. Iowa City’s water exceeds all required standards set by the Environmental Protection Agency, with over 200 water quality tests performed each day by prof essional staff. W ater quality data is available through the annual Consumer Confidence Report . The division budget is organized into six activities: Water Administration W ater Administration administers Water division policies, procedures, budget and manages division personnel. Water Administration coordinates Water division activities with other City departments and divisions. Water Administration also includes Public Information function and the Public Information Officer (PIO). Our (PIO) creates and delivers the Consumer Confidence Report to all customers and updates the industrial water quality report for review on the City’s website. The PIO also generates informative inserts for the customers’ water bills. Water Treatment Plant Operations Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a 16.7 million gallon per day capacity. The facility is operated 24/7 – 365 by state licensed water treatment operators who produce drinking water at the highest quality achievable. The treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated carbon filters to remove many complex unregulated compounds. Water Distribution System State licensed water distribution staff operate and maintain Iowa City’s 274 miles of water main and connections that contains pipe as old as 1886. Every year distribution operators respond to dozens of emergency main breaks, support the growth of Iowa City and maintain the integrity of the system for domestic, industrial and firefighting needs. Customer Service State licensed customer service staff support the divisions’ 28,336 active water service accounts (up 600 accounts from FY2017). Customer service personnel investigate leaks, locate water and city communication fiber assets, interface with customers on a myriad of water concerns, schedule service changes and metered water used by our customers. Public Relations The Public Relations activity which includes public information and education was moved into the Water Administration activity in fiscal year 2019. Water Debt Service W ater debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. 430 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Produced more than 2 billion gallons of water in FY2017. • 100% compliant with all State and Federal drinking water regulations. • Repaired 18 main breaks per 100 miles of main in FY2017. • Add or replaced approximately 4 miles of water main. • Filled 7 permanent full-time position vacancies. • Refined Student Operator Training Program to provide training and experience for the betterment of the industry and student interest in pursuing careers in the Water Treatment Field. • Nearly 2 years without a loss-time incident. • Upgrade of the water treatment plant computer control system. • Implement the distribution system long- term growth strategy. • Allocate financial resources to coordination projects as well as water specific projects within budgetary limits. • Assess, rehabilitate and develop raw water resources. • Succession planning and professional development of Water division staff. Staffing: FY2017 FY2018 FY2019 Total FTE’s 31.75 31.75 31.75 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget other than the Public Information/Education Coordinator position moved to Water Administration with the consolidation of the Water Public Relations activity into Water Administration. Service Level Change Summary: There is a 5% rate increase factored into Water charges in the fiscal year 2019 budget. Financial Highlights: Capital outlay budgeted includes $175,000 to repair water main breaks and $200,000 to add and replace water meters. Debt service expenditures decreased significantly by from $7,632,816 in fiscal year 2018 to $1,789,854 in fiscal year 2019 due to a bond refunding that took place in fiscal year 2018. 431 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 New Water Main (miles)2.5 1.4 2.3 3.1 3.2 (miles)2.1 1.4 0.2 0.2 0.6 % system 0.8%0.5%0.1%0.1%0.2% Annual Locates*(tickets)6,963 7,706 7,549 7,775 7,865 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2,032 2,059 1,944 1,957 2,007 80 79 73 72 74 $0.0086 $0.0086 $0.0090 $0.0095 $0.0095 7.4%12.9%7.5%2.6%1.7% NA NA 0.9%1.1%1.4% (present worth at vol. rate)$80,000 $98,000 $124,000 Unmetered Water Loss*** Water Main Replaced * A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Water Pumped (millions of gallons*) Cost for one gallon of water** * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Maintain a Solid Financial Foundation Water Efficiency Water Use (gal. per capita per day) GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy Provide sufficient quantities of competitively priced high quality potable water to enable economic growth. Utilize long-term planning studies and prioritization matrices to make targeted distribution system investments to meet current and future water demand. Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. Metered, Unbilled Water**** ** Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue. 432 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 35 37 19 14 18 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Non-payment Shutoffs 1,811 1,446 1,481 1,390 1,458 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2,921 2,888 2,934 2,925 3,168 $166 $172 $176 $179 $193 * The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Encourage a Vibrant and Walkable Urban Core ($ per million gallons) Water Main Breaks* (per 100 miles) Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. Energy Use* (kWh per million gallons) Minimize service interruptions from infrastructure failure or non- payment. * The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) 433 Activity: Water Administration (730110)Fund: Water (7300) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 170,614$ 170,117$ 207,743$ 163,130$ 77,240$ 77,240$ Royalties & Commiss 772 754 418 750 420 420 Intergovernmental Fed Intergovnt Rev 39,316 - - - - - Charges For Fees And Services Water Charges 8,130,167 8,675,771 8,809,185 8,675,766 9,249,651 9,249,651 Miscellaneous Printed Materials 29 8 9 - - - Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue (1,612) - 594 - 590 590 Total Revenues & Transfers In 8,341,286$ 8,848,649$ 9,019,950$ 8,841,646$ 9,329,901$ 9,329,901$ Expenditures: Personnel 247,404$ 155,369$ 233,900$ 247,320$ 307,178$ 316,394$ Services 971,065 1,199,550 1,397,023 1,418,183 1,466,450 1,495,779 Supplies 3,446 3,804 17,686 5,514 11,209 11,433 Total Expenditures 1,221,915$ 1,358,723$ 1,648,609$ 1,671,017$ 1,784,837$ 1,823,606$ Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Supt - Water 1.00 1.00 1.00 1.00 1.00 Water Superintendent 1.00 1.00 1.00 1.00 1.00 Public Info/Ed Coord - Pub Wks - - - - 0.50 Project Support Assistant 0.25 0.25 - - - Total Personnel 2.25 2.25 2.00 2.00 2.50 Activity Summary 434 Activity: Water Treatment Plant Ops (730120)Fund: Water (7300) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Other State Grants 270$ -$ -$ -$ -$ -$ Disaster Assistance - 491 - - - - Charges For Fees And Services Water Charges - 161 1,273 - 1,334 1,334 Other Financial Sources Sale of Assets 44 - 180 - - - Total Revenues 314$ 652$ 1,453$ -$ 1,334$ 1,334$ Expenditures: Personnel 862,888$ 843,752$ 828,850$ 941,361$ 919,517$ 947,103$ Services 683,410 775,685 897,888 837,738 840,708 857,522 Supplies 373,390 425,244 432,833 458,172 473,275 482,741 Capital Outlay 97,546 5,330 30,600 76,000 20,000 20,000 Total Expenditures 2,017,234$ 2,050,011$ 2,190,170$ 2,313,271$ 2,253,500$ 2,307,365$ Personnel Services - FTE 2015 2016 2017 2018 2019 Laboratory Technician - Water 0.50 0.50 0.50 0.50 0.50 Maintenance Operator - Water 3.00 3.00 3.00 3.00 3.00 M.W. I - Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 1.00 T.P.O. - Water 4.00 4.00 4.00 4.00 4.00 Total Personnel 10.50 10.50 10.50 10.50 10.50 Capital Outlay 2018 2019 Chlorine System Rebuild 6,000$ -$ Trail Improvements Around Water Plant 50,000 - Electrical Switchgear Cleanings 20,000 - Replace Lab Drain Plumbing - 20,000 Total Capital Outlay 76,000$ 20,000$ Activity Summary 435 Activity: Water Distribution System (730130)Fund: Water (7300) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges 76,832$ 81,283$ 94,970$ 81,290$ 99,719$ 99,719$ Miscellaneous Misc Merchandise 2,399 157 106 160 110 110 Other Misc Revenue - - 33,000 - 33,000 - Other Financial Sources Sale of Assets 4 - 275 - - - Total Revenues 79,235$ 81,440$ 128,352$ 81,450$ 132,829$ 99,829$ Expenditures: Personnel 642,336$ 654,950$ 672,402$ 724,801$ 752,720$ 775,302$ Services 208,834 243,770 240,454 264,237 252,627 257,680 Supplies 126,341 119,935 113,257 167,909 122,757 125,212 Capital Outlay 113,325 63,647 183,432 221,779 190,000 200,000 Total Expenditures 1,090,836$ 1,082,301$ 1,209,545$ 1,378,726$ 1,318,104$ 1,358,193$ Personnel Services - FTE 2015 2016 2017 2018 2019 M. W. II - Water Distribution 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00 Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 1.00 Water Engineer 1.00 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2018 2019 Leak Detection Equipment 15,889$ -$ Tapping Machine Replacement 15,890 - Bobcat Trailer 10,000 - Water Pressure Recording Devices 5,000 - Shell Cutters for Tap Machine - 5,000 Magnetic Locator - 5,000 Mobile Devices - 5,000 Water Main Repairs-Contracted Improvement 175,000 175,000 Total Capital Outlay 221,779$ 190,000$ Activity Summary 436 Activity: Water Customer Service (730140)Fund: Water (7300) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges 318,989$ 375,907$ 368,754$ 340,000$ 387,188$ 387,188$ Miscellaneous Misc Merchandise 10,403 15,005 5,273 5,000 5,270 5,270 Other Misc Revenue - - 30 - - - Other Financial Sources Sale Of Assets - 8,154 854 - - - Total Revenues 329,392$ 399,066$ 374,911$ 345,000$ 392,458$ 392,458$ Expenditures: Personnel 796,483$ 783,950$ 819,248$ 844,451$ 870,291$ 896,400$ Services 114,070 110,669 112,414 124,045 117,733 120,088 Supplies 20,214 20,920 15,649 23,549 28,555 29,126 Capital Outlay 340,484 192,866 200,201 241,700 224,700 225,000 Total Expenditures 1,271,251$ 1,108,405$ 1,147,512$ 1,233,745$ 1,241,279$ 1,270,613$ Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 1.00 1.00 1.00 1.00 1.00 Customer Service Coord 1.00 1.00 1.00 1.00 1.00 M. W. II - Water Service 2.00 2.00 2.00 2.00 2.00 M. W. III - Water Service 1.00 1.00 1.00 1.00 1.00 M.W. I - Meter Reader 1.00 1.00 1.00 1.00 1.00 M.W. I-Water Customer Service 3.00 3.00 3.00 3.00 3.00 Water Services Clerk 1.75 1.75 1.75 1.75 1.75 Total Personnel 10.75 10.75 10.75 10.75 10.75 Capital Outlay 2018 2019 Radio Read Devices 14,700$ 16,100$ Other Operating Equipment 17,500 8,600 Handheld Radio Read Data Collectors (3)15,000 - Water Meters 194,500 200,000 Total Capital Outlay 241,700$ 224,700$ Activity Summary 437 Activity: Water Public Relations (730150)Fund: Water (7300) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Rev 2,604$ -$ -$ -$ -$ -$ Disaster Assistance 347 - - - - - Total Revenues 2,951$ -$ -$ -$ -$ -$ Expenditures: Personnel 43,333$ 47,106$ 49,931$ 48,394$ -$ -$ Services 12,589 10,886 11,088 10,992 - - Supplies 155 51 - - - - Total Expenditures 56,077$ 58,043$ 61,019$ 59,386$ -$ -$ Personnel Services - FTE 2015 2016 2017 2018 2019 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 (7301) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales -$ 4,017,085$ 5,410,000$ -$ -$ -$ Transfers In: Bond Ordinance Transfers In 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 Total Revenues & Transfers In 2,008,715$ 6,017,044$ 7,291,033$ 1,937,940$ 1,824,915$ 1,932,865$ Expenditures: Services -$ 1,200$ 1,200$ 1,200$ 1,200$ 1,500$ Other Financial Uses Revenue Bonds Principal & Interest Payments 1,989,515 2,027,874 6,114,319 7,632,816 1,789,854 1,931,665 Total Expenditures 1,989,515$ 2,029,074$ 6,115,519$ 7,634,016$ 1,791,054$ 1,933,165$ Activity Summary Activity Summary 438 Issue / Use of Funds Amount of Issue FY2019 FY2020 FY2021 Y 2012C Water Revenue Refunding of Series 2002 Revenue Bonds 4,950,000 2023 2,595,000 541,253 547,440 547,140 2016D Water Revenue Refunding of Series 2008 Revenue Bonds 3,650,000 2025 3,270,000 523,113 517,488 520,863 2017C Water Revenue Refunding of Series 2009 Revenue Bonds 5,910,000 2026 5,910,000 725,488 738,038 755,038 2019 Proposed Water Revenue Bonds 1,122,000 2029 - - 128,700 128,700 Total - Water Revenue Bonds 11,775,000 1,789,854 1,931,665 1,951,740 Fiscal Year Debt Paid in Full Principal Outstanding Water Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Debt Service Payments 439 Fiscal Year Principal Interest Total Paid by Water Revenue 2019 1,510,000 279,854 1,789,854 1,789,854 11,775,000 2020 1,565,000 237,965 1,802,965 1,802,965 10,265,000 2021 1,630,000 193,040 1,823,040 1,823,040 8,700,000 2022 1,690,000 146,190 1,836,190 1,836,190 7,070,000 2023 1,755,000 97,145 1,852,145 1,852,145 5,380,000 2024 1,745,000 55,825 1,800,825 1,800,825 3,625,000 2025 1,325,000 26,081 1,351,081 1,351,081 1,880,000 2026 555,000 6,244 561,244 561,244 555,000 Totals 11,775,000 1,042,344 12,817,344 12,817,344 Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Bonds -Summary Debt Repayment Schedule by Fiscal Year 440 Fiscal Year Principal Interest Total 2019 495,000 46,253 541,253 541,253 2,595,000 1.50% 2020 510,000 37,440 547,440 547,440 2,100,000 2.00% 2021 520,000 27,140 547,140 547,140 1,590,000 2.00% 2022 530,000 16,640 546,640 546,640 1,070,000 2.00% 2023 540,000 5,670 545,670 545,670 540,000 2.10% Totals 2,595,000 133,143 2,728,143 2,728,143 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2002 Water Revenue Bonds 5,015,000$ Issuance Costs 15,725 Bond Premium (80,725) Amount of Issue 4,950,000$ Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Coupon Rate 2012C Water Revenue Refunding Capital Loan Notes Principal: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Project 441 Fiscal Year Principal Interest Total 2019 405,000 118,113 523,113 523,113 3,270,000 5.00% 2020 420,000 97,488 517,488 517,488 2,865,000 5.00% 2021 445,000 75,863 520,863 520,863 2,445,000 5.00% 2022 465,000 53,113 518,113 518,113 2,000,000 5.00% 2023 490,000 29,238 519,238 519,238 1,535,000 5.00% 2024 520,000 13,088 533,088 533,088 1,045,000 1.50% 2025 525,000 4,594 529,594 529,594 525,000 1.75% Totals 3,270,000 391,494 3,661,494 3,661,494 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2008D Water Revenue Bonds 3,964,470$ Issuance Costs 67,698 Bond Premium (382,168) Amount of Issue 3,650,000$ 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 442 Fiscal Year Principal Interest Total 2019 610,000 115,488 725,488 725,488 5,910,000 2.00% 2020 635,000 103,038 738,038 738,038 5,300,000 2.00% 2021 665,000 90,038 755,038 755,038 4,665,000 2.00% 2022 695,000 76,438 771,438 771,438 4,000,000 2.00% 2023 725,000 62,238 787,238 787,238 3,305,000 2.00% 2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00% 2025 800,000 21,488 821,488 821,488 1,355,000 2.25% 2026 555,000 6,244 561,244 561,244 555,000 2.25% Totals 5,910,000 517,707 6,427,707 6,427,707 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009B Water Revenue Bonds 5,372,468$ Water Plant Roof Replacement 400,000 Water Maintenance Building Improvements 100,000 Issuance Costs 102,315 Bond Premium (64,783) Amount of Issue 5,910,000$ 2017C Water Revenue Refunding Capital Loan Notes Principal: $5,910,000 Dated: June 15, 2017 Callable: July 1, 2022 Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 443 REFUSE COLLECTION FUND The Refuse Collection Fund accounts for the activities of the City’s curbside pickup program for household waste, yard waste, bulky items, and appliances. The Refuse Collection Fund is an enterprise fund that is operated as a business and is primarily supported by user fees. The Refuse Collection Fund’s unassigned fund balance on June 30, 2017 was $1,351,518, an 8.55% increase from fiscal year 2016. (1) FY18 and FY19 figures are estimates Fiscal year 2018 fund balance is projected to decrease by $515,518 or 38.14% to $836,000. This is primarily due to a $500,000 transfer to the Capital Projects Fund for the Public Works Facility project. While revenues are budgeted to increase due to an increase in the yard waste fee, refuse collection fee, and recycling fees, the revenue increase is largely offset by increased disposal costs for electronic waste and the increased service cost of the new single stream recycling program. Fiscal year 2019 fund balance is projected to increase by 6.78% to $892,702. This increase is primarily due to the fee increases that took place in fiscal year 2018. The Refuse Collection fund has no restricted or assigned fund balances. FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned 1,050,437 1,245,110 1,351,518 836,000 $892,702 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 Fund Balance (1) 444 Revenues: The Refuse Collection operations are funded primarily by user fees. There are no increases proposed for the fiscal year 2019 budget. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 1% of Refuse Collection estimated revenue. Fiscal year 2019 revenue is estimated at 2.30% higher than fiscal year 2018 due to increased usage. $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Licenses and Permits Miscellaneous Use of Money & Property Solid Waste Collection: Garbage Collection per month $12.00 Additional bag stickers $2.50 Curbside Recycling per month $5.10 Appliance Collection $20.00 Bulky Item Pickup: First item $12.50 Additional items $6.00 Yard Waste: Yard/Food Waste Collection per month $2.00 Per bag N/A Annual sticker N/A 445 Expenditures: The fiscal year 2019 budgeted expenditures are estimated to be 0.18% higher than fiscal year 2018 estimated expenditures with no major variances or changes. Capital outlay costs include the purchase of refuse carts and lids and total less than 1% of the operating budget. $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 446 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 890,410$ 1,050,437$ 1,245,110$ 1,351,518$ 836,000$ 892,702$ Revenues: Licenses And Permits General Use Permits 4,300$ 2,325$ 76$ 2,330$ 80$ 80$ Use Of Money And Property Interest Revenues 2,929 3,455 5,710 3,450 5,710 5,710 Charges For Fees And Services Refuse Charges 3,175,019 3,124,983 3,153,997 3,405,909 3,484,420 3,484,420 Miscellaneous Other Misc Revenue 48 (511) - - - - Total Revenues 3,182,296$ 3,130,252$ 3,159,783$ 3,411,689$ 3,490,210$ 3,490,210$ Expenditures: Refuse Administration 485,586$ 394,109$ 455,189$ 528,113$ 529,448$ 542,016$ Refuse Operations 1,297,720 1,409,773 1,389,351 1,525,120 1,458,887 1,492,448 Yard Waste Collection 318,483 265,901 295,975 266,545 294,479 301,816 Curbside Recycling Collection 682,433 703,135 735,109 924,300 947,315 971,399 White Goods/Bulky Collection 138,047 162,661 177,751 183,129 203,379 208,874 Sub-Total Expenditures 2,922,269 2,935,579 3,053,376 3,427,207 3,433,507 3,516,553 Transfers Out: Capital Project Fund 100,000 - - 500,000 - - Sub-Total Transfers Out 100,000 - - 500,000 - - Total Expenditures & Transfers Out 3,022,269$ 2,935,579$ 3,053,376$ 3,927,207$ 3,433,507$ 3,516,553$ Fund Balance, June 30 1,050,437$ 1,245,110$ 1,351,518$ 836,000$ 892,702$ 866,359$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,050,437$ 1,245,110$ 1,351,518$ 836,000$ 892,702$ 866,359$ % of Revenues 33%40%43%25%26%25% Refuse Collection (7400) Fund Summary 447 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 Organics Collection is managed by the Refuse Collection staff within the Resource Management division of the Public Works Department. Crews provide curbside pickup of household waste, recycling, yard and food waste, bulky items and appliances to over 15,780 households on a weekly basis in Iowa City. Services are provided to residential properties ranging in size from one to four units. In addition, Refuse Collection 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 administers Resource Management division policies, procedures, budget and manages Refuse Collection personnel. Refuse Collection Administration coordinates Refuse Collection activities with other City departments and divisions. Refuse Collection Operations The city is divided into five sectors for garbage pickup. Visit www.icgov.org or call (319)- 356-5151 for pickup schedules. Tipper carts have now been delivered to nearly 15,000 Iowa City residents, making the collection process safer and more efficient. Yard Waste Collection Yard waste such as grass, leaves and garden residue is collected in a variety of ways: yard waste bags, in bundles, in residents’ own 35-gallon containers or in a limited number of 95-gallon carts provided by the City. Food waste can be placed in City-provided 25- or 95-gallon carts (with yard waste) or in residents’ own 35-gallon containers. Residents are also encouraged to compost their own yard and food waste. Curbside Recycling Collection A recycling container is provided f or each single-family residence and each multiple unit dwelling of four units or fewer. Residents may also use a drop-off site in the community; a list is located at www.icgov.org/recycle. White Goods/Bulky Items Customers may call the Resource Management division (319) 356-5151 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 a variety of local second-hand stores. 448 HIGHLIGHTS Refuse Collections was previously located in the Transportation and Resource Management Department; they have transitioned to the Resource Management division within Public Works and are directed by a new Resource Management Superintendent position. In fiscal year 2017, Refuse Collection handled: • 9,623 tons of waste • 1,570 tons of recycling • 1,317 tons of yard waste Recent Accomplishments: • Added the collection of food waste to the yard waste program • Purchased four new recycling trucks to transition to single stream recycling • Customer Service Representatives continue to improve service and customer relations Upcoming Challenges: • Cart roll-out for organics and recycling will continue as budgets allow • Existing facility does not have the ability to meet storage needs • Ongoing outreach and education will be needed for new programs • Improving route efficiency to prolong need for new routes and equipment Staffing: FY2017 FY2018 FY2019 Total FTE’s 17.50 17.50 17.88 Staffing Level Change Summary: A new 1.0 FTE Resource Management Superintendent was added. This position is shared 50%/50% between the Refuse Collection Operations and the Landfill Operations. A 1.0 FTE Customer Service Representative position that was shared 50%/50% between the Refuse Collection Operations and the Landfill Operations was reduced to .75 FTE creating a .12 FTE reduction in Refuse Collection staffing. 449 Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget; however, significant changes took place in the fiscal year 2018 budget including the switch to single stream recycling and a new food waste collection program. Financial Highlights: Refuse Administration service expenditures in fiscal year 2019 include $25,000 for a route optimization study. Refuse Operations service expenditures decreased $58,097 or 5.71% in fiscal year 2019 primarily due to a decrease in vehicle rental charges. 450 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Residential Refuse Collection Accounts 15,177 15,331 15,405 15,620 15,780 Refuse Tonnages 8,956 9,160 9,210 9,476 9,623 Recycling Tonnages 1,542 1,496 1,508 1,525 1,570 Yard Waste Tonnages 1,433 1,629 1,696 1,689 1,317  White Goods – Scheduled Pickups FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Bulk Items 2,323 2,251 2,746 2,755 2,333 Appliances 193 197 199 321 281  Electronics 292 209 241 221 156  White Goods Route Total Tonnages 253.65 254.17 269.56 257.80 229.65 Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Garbage Collection 94%N/A N/A N/A 88% Yard Waste Pick-Up 92%N/A N/A N/A 85% Recycling 88%N/A N/A N/A 71% *Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Waste Minimization - Reduce and reuse material waste produced in the community. Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. 451 Activity: Refuse Administration (740110)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 2,929$ 3,455$ 5,710$ 3,450$ 5,710$ 5,710$ Charges For Fees And Services Refuse Charges 775 575 (25) 580 - - Miscellaneous Other Misc Revenue 48 (511) - - - - Total Revenues 3,752$ 3,519$ 5,685$ 4,030$ 5,710$ 5,710$ Expenditures: Personnel 182,798$ 125,148$ 140,414$ 150,217$ 197,881$ 203,817$ Services 301,750 268,961 314,775 377,396 331,067 337,688 Supplies 1,038 - - 500 500 510 Total Expenditures 485,586$ 394,109$ 455,189$ 528,113$ 529,448$ 542,016$ Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00 Clerk/Typist - Refuse 1.00 - - - - Customer Service Rep - Refuse - 0.50 0.50 0.50 0.38 Supt Streets/Solid Waste 0.35 0.35 - - - Resource Management Superintendent - - - - 0.50 Total Personnel 2.35 1.85 1.50 1.50 1.88 Activity Summary 452 Activity: Refuse Operations (740120)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits General Use Permits 4,300$ 2,325$ 76$ 2,330$ 80$ 80$ Charges For Fees And Services Refuse Charges 2,181,087 2,167,805 2,202,716 2,212,240 2,260,530 2,260,530 Total Revenues 2,185,387$ 2,170,130$ 2,202,792$ 2,214,570$ 2,260,610$ 2,260,610$ Expenditures: Personnel 397,225$ 425,714$ 451,410$ 465,401$ 474,307$ 488,536$ Services 857,611 977,537 930,016 1,016,746 958,649 977,822 Supplies 7,965 6,521 7,925 10,473 7,931 8,090 Capital Outlay 34,919 - - 32,500 18,000 18,000 Total Expenditures 1,297,720$ 1,409,773$ 1,389,351$ 1,525,120$ 1,458,887$ 1,492,448$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00 M.W. II - Refuse 4.00 3.00 3.00 3.00 3.00 M. W. III - Refuse 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.00 6.00 6.00 6.00 6.00 Capital Outlay 2018 2019 Refuse Carts and Lids 32,500$ 9,500$ GPS Tracking Hardware - 8,500 Total Capital Outlay 32,500$ 18,000$ Activity Summary 453 Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 192,731$ 178,391$ 150,298$ 227,288$ 369,600$ 369,600$ Total Revenues 192,731$ 178,391$ 150,298$ 227,288$ 369,600$ 369,600$ Expenditures: Personnel 190,787$ 143,589$ 132,916$ 137,729$ 144,754$ 149,097$ Services 103,401 98,570 123,274 103,816 129,725 132,320 Supplies 24,295 23,742 39,786 25,000 20,000 20,400 Total Expenditures 318,483$ 265,901$ 295,975$ 266,545$ 294,479$ 301,816$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 757,718$ 749,137$ 770,004$ 930,801$ 823,290$ 823,290$ Total Revenues 757,718$ 749,137$ 770,004$ 930,801$ 823,290$ 823,290$ Expenditures: Personnel 427,621$ 459,703$ 484,000$ 501,240$ 513,824$ 529,238$ Services 238,447 227,096 251,109 398,060 408,491 416,661 Supplies 16,365 16,336 - 25,000 25,000 25,500 Total Expenditures 682,433$ 703,135$ 735,109$ 924,300$ 947,315$ 971,399$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. II - Refuse 6.00 6.00 6.00 6.00 6.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 Activity Summary Activity Summary 454 Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 42,708$ 29,075$ 31,004$ 35,000$ 31,000$ 31,000$ Total Revenues 42,708$ 29,075$ 31,004$ 35,000$ 31,000$ 31,000$ Expenditures: Personnel 85,296$ 107,099$ 120,268$ 124,795$ 142,789$ 147,072$ Services 52,751 55,562 57,483 58,334 60,590 61,802 Total Expenditures 138,047$ 162,661$ 177,751$ 183,129$ 203,379$ 208,874$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 455 LANDFILL FUND The Landfill Fund accounts for the business-like operations of the City’s municipal landfill and recycling operations. The Landfill fund is primarily supported user fees. The Landfill Fund’s total fund balance on June 30, 2017 was $26.735 million, a 7.09% increase from the fiscal year 2016 year-end fund balance. Of the $26.735 million, $24.703 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance increase was primarily due to a decrease in transfers out to the Capital Project Fund. (1) FY18 and FY19 figures are estimates The fiscal year 2018 projected, unassigned fund balance is $1,731,105 which is a 20.17% or $300,759 decrease over the fiscal year 2017 unassigned fund balance. In fiscal year 2019, the unassigned fund balance is estimated to increase $349,173 or 13.82%. These changes are primarily due to changes in budgeted transfers out to the Capital Projects Fund. The Landfill maintains a reserve for the cell replacement. Through Engineering, a cost analysis was completed during fiscal year 2014 to calculate a per-ton cost to open new cells. Based upon this analysis, the Landfill would need to transfer $7.79 per ton collected to properly fund the cell replacement reserve. The actual transfer to the replacement reserve is $4.00 per ton collected. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2019 is $10.519 million not including a projected $1.423 million outstanding loan balance to the Parking Fund. The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows: 456 ▪ Closure and Post-Closure Reserves: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide assurance for the costs associated with closing the landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide for the future costs associated with closing the landfill in a manner that satisfies State environmental and safety requirements, including minimizing infiltration and erosion; and sufficient to provide for the costs related to post-closure requirements. ▪ Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of user fees for environmental protection, waste reduction, and recycling programs. The Solid Waste Surcharge Reserve balance in the Landfill Fund is reserved for these uses and is not accessible for other City projects. The Landfill will have estimated restricted fund balances at the end of fiscal year 2019 of $13.491 million for Closure/Post-Closure Reserves and $1.583 million in the Solid Waste Surcharge Reserve. The Landfill Cell Replacement Reserve has one outstanding inter-fund loan as of the end of fiscal year 2018. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/17 Total Payment FY19 FY19 Principal FY19 Interest Parking Fund 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,665,852 $ 289,143 $ 242,467 $ 46,676 Revenues: The Landfill Fund is primarily supported by user fees. There are no fee increases budgeted in fiscal year 2019. The major landfill fees charged are summarized as follows: Trash Disposal Rates*: Iowa City residents: $42.50 per ton Non-Iowa City residents: $47.50 per ton * The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non-Iowa City residents. Other Disposal Rates: Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor (<18”, includes peripherals) $12 TV or monitor (≥ 18”, includes peripherals) $17 Bulk electronic waste (with no TV or monitor) $3 per item 457 For fiscal year 2019, landfill charges of $6,168,980 and refuse charges of $424,250 comprise approximately 95% of the landfill’s budgeted revenue. Total revenues are estimated to increase by 11.16% from fiscal year 2018 due to an increase in landfill usage and the prior year rate increases. Expenditures: Fiscal year 2019 budgeted expenditures decreased $18,106 from the fiscal year 2018 revised budget. The Landfill Fund’s expenditures decreased overall due to a decrease in capital outlay in the Solid Waste Surcharge Reserve. Fiscal year 2019 expenditures include $101,000 for capital outlay which is only 2% of the expenditure budget. $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 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Use of Money & Property Intergovernmental Miscellaneous $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 458 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 24,265,434$ 24,052,856$ 24,926,189$ 26,735,285$ 26,046,356$ 27,673,423$ Revenues: Use Of Money And Property Interest Revenues 122,495$ 115,278$ 242,093$ 100,923$ 222,926$ 222,926$ Rents 49,655 34,786 62,452 35,320 62,460 62,460 Royalties & Commiss - - 2,769 - 2,770 - Intergovernmental Fed Intergovnt Revenue 24,541 - - - - - Other State Grants - 3,222 - - - - Charges For Fees And Services Refuse Charges 743,008 366,079 433,804 366,080 424,250 424,250 Landfill Charges 5,043,246 5,686,853 6,273,574 5,686,860 6,168,980 6,168,980 Miscellaneous Contrib & Donations 382 165 60 - - - Misc Merchandise 20,839 17,821 19,184 21,000 19,180 19,180 Intra-City Charges - 17,718 22,619 - - - Other Misc Revenue 33,001 26,905 33,393 23,880 29,230 29,230 Sub-Total Revenues 6,037,167 6,268,826 7,089,948 6,234,063 6,929,796 6,927,026 Transfer In: Interfund Loans 879,914 251,095 228,364 235,310 242,467 249,736 Misc Transfers In 583,755 1,341,275 975,522 888,126 959,748 959,748 Sub-Total Transfers In 1,463,669 1,592,370 1,203,886 1,123,436 1,202,215 1,209,484 Total Revenues & Transfers In 7,500,836$ 7,861,196$ 8,293,834$ 7,357,499$ 8,132,011$ 8,136,510$ Expenditures: Landfill Administration 1,018,633$ 587,850$ 839,138$ 919,741$ 865,730$ 885,115$ Landfill Operations 3,564,599 3,894,779 4,049,431 3,871,462 4,023,449 4,112,830 Solid Waste Surcharge Reserve 94,652 67,467 85,395 262,099 146,017 148,817 Sub-Total Expenditures 4,677,884 4,550,096 4,973,964 5,053,302 5,035,196 5,146,762 Transfers Out: Capital Project Funding (43,575) 1,056,976 535,251 2,105,000 510,000 1,310,000 Misc Transfers Out 583,755 1,341,275 975,522 888,126 959,748 959,748 Interfund Loan 2,495,350 - - - - - Sub-Total Transfers Out 3,035,530 2,398,251 1,510,773 2,993,126 1,469,748 2,269,748 Total Expenditures & Transfers Out 7,713,414$ 6,948,348$ 6,484,738$ 8,046,428$ 6,504,944$ 7,416,510$ Fund Balance, June 30 24,052,856$ 24,965,704$ 26,735,285$ 26,046,356$ 27,673,423$ 28,393,422$ Prior Year Accounting Adjustment - (39,515) - - - - Adjusted Fund Balance*, June 30 24,052,856 24,926,189 26,735,285 26,046,356 27,673,423 28,393,422 Restricted / Committed /Assigned 21,559,542 23,349,124 24,703,421 24,315,251 25,593,144 26,875,507 Unassigned Balance 2,493,314$ 1,577,065$ 2,031,864$ 1,731,105$ 2,080,278$ 1,517,915$ % of Revenues & Transfers In 33%20%24%24%26%19% Landfill (7500 - 7504) Fund Summary 459 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 (DNR). The Iowa City Landfill and Recycling Center is managed by the Landfill Operations staff within the Resource Management division of the Public Works Department. The Landfill serves Johnson County, Kalona and Riverside. Trash is landfilled according to 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 has been designated an Environmental Management System by the Iowa DNR; this allows for independent goal setting and tracking as well as access to dedicated funds. The Landfill’s budget is organized into five activities: Landfill Administration Landfill Administration administers Resource Management division policies, procedures, budget and manages Landfill Operations personnel. Landfill Administration coordinates Landfill Operations activities with other City departments and d ivisions. Landfill Operations The landfill takes in about 135,000 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 425 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 fiscal year 2012 and is located at 2401 Scott Boulevard SE. Facilities include an environmental education building, a bulk water stations, drop-off areas for waste oil and recycling, and sales of Iowa City Community Compost and wood chips. The complex also provides space for the Iowa Valley Habitat for Humanity, ReStore and the Friends of Historic Preservation’s Salvage Barn. Through a partnership with ReStore, electronics are accepted for recycling on the site. In an effort to meet the State of Iowa's waste reduction goals, Iowa City has implemented waste reduction, reuse, recycling and composting programs. These programs are designed to promote higher and better use of materials and natural resources. 460 Landfill Replacement Reserve This activity accounts for funds that are assigned for the replacement of closed landfill cells. These activities include acquiring land, land improvements, and cell construction. Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction and recycling programs. Landfill Closure and Post-Closure Reserves Closure and Post-Closure 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. HIGHLIGHTS • Iowa City Community Compost continues to be in strong demand. Educating the service area about food waste reduction and including food waste in the curbside collection program will provide additional opportunities to highlight our process and product. • A cardboard ban will be implemented at the landfill in January 2018. Grant funding was secured for a cardboard compactor at the East Side Recycling and a second cardboard compactor is budgeted for the landfill; these machines will improve customers’ experiences and operational efficiently. Recent Accomplishments: • Completed installation and training of thermal cameras at landfill • A secured load policy was implemented, reducing litter and improving surrounding water quality and neighbor relations • Began design for new landfill cell • Hosted the Iowa Recycling and Solid Waste Conference in October 2017 Upcoming Challenges: • Must increase trash compaction rates • Replacement and upgrade of aging vehicles and equipment • Significant staff changeover has increased the time and cost for training • Multiple program roll-outs in the previous two years has increased the need for ongoing education and outreach to the service area Staffing: FY2017 FY2018 FY2019 Total FTE’s 14.00 14.00 14.88 461 Staffing Level Change Summary: A new 1.0 FTE Resource Management Superintendent was added. This position is shared 50%/50% between the Refuse Collection Operations and the Landfill Operations. A 1.0 FTE Customer Service Representative position that was shared 50%/50% between the Refuse Collection Operations and the Landfill Operations was reduced to .75 FTE creating a .12 FTE reduction in Refuse Collection staffing. Also, a new .50 FTE Customer Service Representative was added. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Personnel expenditures within the Landfill Administration activity increased $56,456 or 37.5% primarily due to the cost share of the Resource Management Superintendent. Landfill Operations charges for fees and services increased $561,930 in the fiscal year 2019 budget due to the fees changes implemented during fiscal year 2018. The Landfill Operations activity service expenditures increased by $161,128 or 6.15% primarily due to an increase in vehicle replacement and vehicle rental charges. Supplies expenditures decreased by $47,001 or 32.41% primarily due to reduced expenses for the alternative daily cover spray. The fiscal year 2018 revised budget includes $85,000 for the spray, compared to $26,000 budgeted for the spray in fiscal year 2019. The Solid Waste Surcharge Reserve activity has $170,000 and $50,000 budgeted in capital outlay for Recycling Carts and Food Waste Containers in fiscal years 2018 and 2019, respectively. 462 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 112,104 115,642 123,410 126,743 137,025  Organics (Food Waste) Tons Diverted to Composting FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 246 484 439 549 760  Recycling Drop Site Tons Collected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 762 723 769 778 817  Amount (%) of All Solid Waste Recycled FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 12.2%14.0%14.1%9.9%9.8% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations & Promote Environmental Sustainability Waste Minimization - Reduce and reuse material waste produced in the community. Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. 463 Activity: Landfill Administration (750110)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 41,554$ 44,565$ 176,249$ 44,560$ 176,250$ 176,250$ Miscellaneous Other Misc Revenue 715 1,500 - - - - Total Revenues 42,269$ 46,065$ 176,249$ 44,560$ 176,250$ 176,250$ Expenditures: Personnel 190,985$ 125,312$ 136,947$ 150,530$ 206,986$ 213,196$ Services 472,496 461,824 701,695 768,048 651,815 664,851 Supplies 2,962 715 497 1,163 6,929 7,068 Capital Outlay 352,190 - - - - - Total Expenditures 1,018,633$ 587,850$ 839,138$ 919,741$ 865,730$ 885,115$ Personnel Services - FTE 2015 2016 2017 2018 2019 Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Solid Waste - - 0.50 0.50 0.88 Sr Clerk/Typist - Wastewater 0.50 0.50 - - - Wastewater Superintendent 0.50 0.50 - - - Resource Management Superintendent - - - - 0.50 Total Personnel 2.00 2.00 1.50 1.50 2.38 Activity Summary 464 Activity: Landfill Operations (750120)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 10,508$ 2,690$ 5,064$ 2,530$ -$ -$ Rents 49,655 34,786 62,452 35,320 62,460 62,460 Royalties & Commiss - - 2,769 - 2,770 - Intergovernmental Fed Intergovnt Revenue 24,541 - - - - - Other State Grants - 3,222 - - - - Charges For Fees And Services Refuse Charges 743,008 366,079 433,804 366,080 424,250 424,250 Landfill Charges 4,851,524 5,490,196 6,098,549 5,490,200 5,993,960 5,993,960 Miscellaneous Contrib & Donations 382 165 60 - - - Misc Merchandise 20,839 17,821 19,184 21,000 19,180 19,180 Intra-City Charges - 17,718 22,619 - - - Other Misc Revenue 32,286 25,405 33,393 23,880 29,230 29,230 Total Revenues 5,732,743$ 5,958,082$ 6,677,894$ 5,939,010$ 6,531,850$ 6,529,080$ Expenditures: Personnel 1,087,998$ 980,889$ 1,060,970$ 1,056,402$ 1,093,262$ 1,126,060$ Services 2,326,512 2,476,396 2,723,255 2,620,036 2,781,164 2,836,787 Supplies 129,364 90,173 84,850 145,024 98,023 99,983 Capital Outlay 20,725 347,322 180,356 50,000 51,000 50,000 Total Expenditures 3,564,599$ 3,894,779$ 4,049,431$ 3,871,462$ 4,023,449$ 4,112,830$ Personnel Services - FTE 2015 2016 2017 2018 2019 Environmental Coord/Landfill 1.00 - - - - Landfill Operator 5.00 5.00 8.00 8.00 8.00 M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00 M.W. III - Landfill 2.00 2.00 - - - Recycle Clerk - Landfill 1.00 1.00 - - - Recycling Coordinator 0.25 0.25 - - - Scalehouse Operator 1.50 1.50 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 1.00 - - - Total Personnel 13.75 12.75 11.50 11.50 11.50 Capital Outlay 2018 2019 Cardboard Compactors (2)50,000$ -$ Facility Improvements - 8,000 Monitoring Instruments - 25,000 Other Operating Equipment - 18,000 Total Capital Outlay 50,000$ 51,000$ Activity Summary 465 Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 70,433$ 68,023$ 60,780$ 53,833$ 46,676$ 46,676$ Other Financial Sources Transfer In from Landfill Operations 494,768 761,251 822,641 761,251 822,641 822,641 Interfund Loans 879,914 251,095 228,364 235,310 242,467 249,736 Total Revenues & Transfers In 1,445,115$ 1,080,369$ 1,111,784$ 1,050,394$ 1,111,784$ 1,119,053$ Transfers Out: Capital Project Fund -$ -$ -$ 1,500,000$ -$ -$ InterFund Loan - Disbursed to Other Funds 2,495,350 - - - - - Total Transfers Out 2,495,350$ -$ -$ 1,500,000$ -$ -$ Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Landfill Charges 191,722$ 196,656$ 175,025$ 196,660$ 175,020$ 175,020$ Total Revenues 191,722$ 196,656$ 175,025$ 196,660$ 175,020$ 175,020$ Expenditures: Personnel 57,243$ 59,417$ 74,821$ 84,437$ 87,949$ 90,588$ Services 36,704 7,638 9,210 7,662 8,068 8,229 Supplies 705 413 1,363 - - - Capital Outlay - - - 170,000 50,000 50,000 Total Expenditures 94,652$ 67,467$ 85,395$ 262,099$ 146,017$ 148,817$ Personnel Services - FTE 2015 2016 2017 2018 2019 Recycling Coordinator 0.75 0.75 0.75 1.00 1.00 Total Personnel 0.75 0.75 0.75 1.00 1.00 Capital Outlay 2018 2019 Recycling Carts and Food Waste Containers 170,000$ 50,000$ Total Capital Outlay 170,000$ 50,000$ Activity Summary Activity Summary 466 Activity: Landfill Closure/Post-Closure Reserves (750230/240)Fund: Landfill (7503/4) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Transfer In from Landfill Operations 88,987$ 580,024$ 152,881$ 126,875$ 137,107$ 137,107$ Total Revenues 88,987$ 580,024$ 152,881$ 126,875$ 137,107$ 137,107$ Activity Summary 467 AIRPORT FUND The Airport Fund accounts for the operations of the municipal airport operations. The Airport Fund is managed as a business-like operation, however, it is subsidized by the City’s General Fund. The Airport Fund’s fund balance on June 30, 2017 was $308,219, a 46.20% decrease from the fiscal year 2016 year-end fund balance. The decrease in fund balance was primarily the result of an increase in capital outlay expenditures. In fiscal year 2018, fund balance is estimated to decrease by 16.29% to $258,019. This decrease is due an increase in the transfers out to the Capital Project Fund. In fiscal year 2019, the fund balance is project to increase by 3.17% to $266,210. This increase is a result of reduced capital outlay expenditures. (1) FY18 and FY19 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport. Revenues: For fiscal year 2019, 90% of Airport Fund revenue is provided through rentals of airport property. The General Fund property tax subsidy for airport operations has been reduced from $13,209 in fiscal year 2017 to $9,687 in fiscal year 2018 to $0 in fiscal year 2019. There is also an annual transfer of $100,000 from the General Fund to the Airport Fund to help fund the airport’s capital improvement program. FY2015 FY2016 FY2017 FY2018 FY2019 Total $611,028 $572,874 $308,219 $258,019 $266,210 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Fund Balance (1) 468 Expenditures: In the fiscal year 2019 budget, operating expenditures decreased from the fiscal year 2018 budget by 10.54% to $357,309. This decrease reflects a decrease in the capital outlay expenditures. Capital outlay of $10,000 is budgeted for fiscal year 2019 versus estimated capital outlay expenditures of $50,200 in fiscal year 2018. $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Use of Money & Property Miscellaneous Other Financial Sources $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 469 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 430,344$ 611,028$ 572,874$ 308,219$ 258,019$ 266,210$ Revenues: Use Of Money And Property Interest Revenues (1,988)$ 4,432$ 1,005$ -$ -$ -$ Rents 323,682 300,282 310,413 323,000 325,000 325,000 Royalties & Commiss 27,445 33,040 35,280 36,500 36,500 36,500 Miscellaneous Contrib & Donations 1,709 - - - - - Other Misc Revenue - 3,745 1,800 - - - Other Financial Sources Sale Of Assets 930,843 - - - - - Sub-Total Revenues 1,281,691 341,499 348,499 359,500 361,500 361,500 Transfers In: Transfer In from General Fund - Subsidy 68,415 121,929 113,209 109,687 100,000 100,000 Sub-Total Transfers In 68,415 121,929 113,209 109,687 100,000 100,000 Total Revenues & Transfers In 1,350,106$ 463,428$ 461,708$ 469,187$ 461,500$ 461,500$ Expenditures: Airport Operations 365,460$ 408,276$ 665,802$ 399,387$ 357,309$ 365,045$ Sub-Total Expenditures 365,460 408,276 665,802 399,387 357,309 365,045 Transfers Out: Capital Project Fund 124,817 93,307 60,561 120,000 96,000 147,000 InterFund Loan Repay Principal - Landfill 679,145 - - - - - Sub-Total Transfers Out 803,962 93,307 60,561 120,000 96,000 147,000 Total Expenditures & Transfers Out 1,169,422$ 501,583$ 726,362$ 519,387$ 453,309$ 512,045$ Fund Balance, June 30 611,028$ 572,874$ 308,219$ 258,019$ 266,210$ 215,665$ Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000 Unassigned Balance 511,028$ 472,874$ 208,219$ 158,019$ 166,210$ 115,665$ % of Revenues & Transfers In 38%102%45%34%36%25% Airport (7600) Fund Summary 470 AIRPORT OPERATIONS The Iowa City Municipal Airport, directed by the Airport Commission, provides a safe, cost- effective general aviation facility. The Airport creates and enriches economic, educational, healthcare, cultural, and recreational opportunities for the greater Iowa City community. The Iowa City Airport Commission is a five member commission of Iowa City residents. The Airport Commission duties are as follows: To exercise all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied for airport purposes. All funds derived from taxation or otherwise for airport pur poses 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 $10.8 million in state and federal grants since 2010. • The University of Iowa Center for Computer Aided Design continues to conduct research at their Operator Performance Laboratory at the Airport. • The Airport partnered with the Optimist Club to host the annual pancake breakfast. • The Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million to the Iowa City area annually. • The Airport Commission completed its update to the 5-year strategic plan (FY19-23). Recent Accomplishments: • Began Environmental Assessment for Runway 12/30 • Obstruction Mitigation • Hosted fundraiser for Shelter House Upcoming Challenges: • FAA/State funding/priority changes • Obstruction Mitigation project for Runway 12/30 Staffing: FY2017 FY2018 FY2019 Total FTE’s 1.00 1.00 1.00 471 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Capital outlay expenditures include funds for furniture replacement for $10,000 in the fiscal year 2019 budget. 472 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Revenue Generated through Airport Land Sales $336,936 $212,505 $930,843 $0 $0 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Outstanding Loan Balance $859,658 $679,145 $0 $0 $0 Inter-Fund Loan Repayments FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Principal $279,240 $180,513 $679,145 $0 $0 Interest $39,464 $32,834 $20,843 $0 $0 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Hangar Rental Revenue $243,658 $250,383 $275,683 $255,590 $265,290 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 General Levy Support for Operations $100,000 $72,342 $68,415 $21,929 $13,209 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Fuel Flowage FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Jet Fuel Sold 165,644 202,307 217,617 263,185 297,176 Av Gas Sold 63,339 74,097 64,133 46,899 52,573 Total Gallons Sold 228,983 276,404 281,750 310,084 349,749 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Based Aircraft (Number of Aircraft Based at IOW)85 85 85 92 92 Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations. Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Note: 70% of land sale revenue is directed to inter-fund loan repayments Promote a Strong and Resilient Local Economy 473 Activity: Airport Operations (850110)Fund: Airport (7600) Division: Airport Operations Department: Airport 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues (1,988)$ 4,432$ 1,005$ -$ -$ -$ Rents 323,682 300,282 310,413 323,000 325,000 325,000 Royalties & Commiss 27,445 33,040 35,280 36,500 36,500 36,500 Miscellaneous Contrib & Donations 1,709 - - - - - Other Misc Revenue - 3,745 1,800 - - - Other Financial Sources Sale Of Assets 930,843 - - - - - Transfers In: Transfer In from General Fund - Subsidy 68,415 121,929 113,209 109,687 100,000 100,000 Total Revenues & Transfers In 1,350,106$ 463,428$ 461,708$ 469,187$ 461,500$ 461,500$ Expenditures: Personnel 71,375$ 72,631$ 74,945$ 76,037$ 78,960$ 81,329$ Services 279,064 235,333 235,228 266,840 258,835 264,012 Supplies 5,321 21,793 9,789 6,310 9,514 9,704 Capital Outlay 9,700 78,518 345,840 50,200 10,000 10,000 Total Expenditures 365,460$ 408,276$ 665,802$ 399,387$ 357,309$ 365,045$ Personnel Services - FTE 2015 2016 2017 2018 2019 Airport Operations Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Capital Outlay 2018 2019 Conference Room Chairs 5,000$ -$ Furniture Replacement - 10,000 North T-hangar Improvements 18,000 - UST Tank Monitor Replacement 12,200 - Hangar HVAC Upgrades 15,000 - Total Capital Outlay 50,200$ 10,000$ Activity Summary 474 STORM WATER FUND The Storm Water Fund is an enterprise fund that accounts for the activities of the City’s Storm Water Utility. The Storm W ater Fund’s fund balance on June 30, 2017 was $1,031,912 which was an 11.84% decrease from the fiscal year 2016. The fiscal year 2018 fund balance is estimated to decrease 29.67% from fiscal year 2017 to $725,707. These decreases are primarily due to transfers out to the Capital Projects Fund totaling $1,080,265 in fiscal year 2017 and $1,270,772 in fiscal year 2018. Fiscal year 2019 projected fund balance represents a 0.20% increase over the fiscal year 2018 estimated year-end balance at $727,191. This is primarily due to a decrease in the transfers out to the Capital Projects Fund. (1) FY18 and FY19 figures are estimates Revenues: The Storm Water Fund is primarily funded through a monthly Storm Water Utility Fee of $4.50 per equivalent residential unit (ERU). Rental units pay a monthly fee of $2.25 per unit. These fees were last increased in fiscal year 2017 by $1.00 per ERU per month and $.50 per rental unit per month. Approximately 100% of the Storm W ater Fund’s operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 1% of Storm W ater Fund’s revenue. Fiscal year 2019 revenues are estimated to remain flat from fiscal year 2018. FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned $1,571,994 $1,170,823 $1,031,912 $725,707 $727,191 $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) 475 $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Capital Outlay Supplies Expenditures: Fiscal year 2019 adopted expenditures represent a $44,580 or 3.64% increase from the fiscal year 2018 estimated expenditures. The increase is primarily attributed to an increase in service expenditures. $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Charges for Services Use of Money & Property Miscellaneous Intergovernmental 476 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,342,320$ 1,571,994$ 1,170,823$ 1,031,912$ 725,707$ 727,191$ Revenues: Use Of Money And Property Interest Revenues 5,641$ 5,837$ 7,063$ 5,840$ 7,060$ 7,060$ Intergovernmental Fed Intergovnt Revenue 200,055 - - - - - Disaster Assistance 21,026 261 - - - - Other State Grants 376 - - - - - Charges For Fees And Services Building & Devlpmt - - 21,512 - - - Storm Water Charges 1,147,390 1,167,517 1,522,294 1,477,710 1,522,290 1,522,290 Miscellaneous Printed Materials 425 - - - - - Intra-City Charges - - 628 - - - Other Misc Revenue - - 136,926 - - - Total Revenues 1,374,913$ 1,173,615$ 1,688,423$ 1,483,550$ 1,529,350$ 1,529,350$ Expenditures: Storm Water Operations 1,095,239$ 738,102$ 747,069$ 518,983$ 537,865$ 550,757$ Sub-Total Expenditures 1,095,239 738,102 747,069 518,983 537,865 550,757 Transfers Out: Capital Project Fund 50,000 836,945 1,080,265 1,270,772 990,000 990,000 Sub-Total Transfers Out 50,000 836,945 1,080,265 1,270,772 990,000 990,000 Total Expenditures & Transfers Out 1,145,239$ 1,575,047$ 1,827,334$ 1,789,755$ 1,527,865$ 1,540,757$ Fund Balance, June 30 1,571,994$ 1,170,562$ 1,031,912$ 725,707$ 727,191$ 715,785$ Prior Year Accounting Adjustment - 262 - - - - Adjusted Fund Balance, June 30 1,571,994 1,170,823 1,031,912 725,707 727,191 715,785 Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,571,994$ 1,170,823$ 1,031,912$ 725,707$ 727,191$ 715,785$ % of Revenues 114%100%61%49%48%47% Storm Water (7700) Fund Summary 477 STORM WATER OPERATIONS The Iowa City Storm Water utility exists to provide safe, clean, and healthy waterways for our community. We do this by using education, outreach, community involvement, volunteers, capital projects, and enforcement of our City’s Ordinances that provide for and protect our watersheds. When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any pollutant that is directed into the storm water drainage system bypasses any treatment and flows directly into our waterways and to those downstream from us. This creates hazards for people, wildlife, and the environment. Protecting storm water quality keeps our waterways healthy and preserves wildlife habitat. The National Pollutant Discharge Elimination System (NPDES) is a federal program that regulates storm water discharge into waterways. To comply with the federal requirements, the City of Iowa City received a permit to discharge storm water and develop programs to reduce the discharge of pollutants carried by storm water into our local waterways. The local Storm Water Program is administered by the Engineering division of the Public Works Department. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Hosted 38 events, where volunteers logged 2,206 hours of service to clean up the City’s watersheds, waterways, wetlands, prairies, and other natural spaces in FY2017. • The Storm Water Quality Best Management Practices Program participated in a total of 25 projects aimed at improving storm water runoff water quality throughout the community, providing approximately $30,000 toward total combined project costs. • Initiated 7 creek repair projects totaling approximately $30,000 to repair damaged areas along Willow Creek and Ralston Creek. • On-going maintenance and repair of aging storm water infrastructure. • On-going maintenance of storm water detention basins. • On-going creek maintenance projects. • Improving the quality of storm water runoff related to the City’s MS4 permit. • Reviewing and updating the Storm Water Management Ordinance in conjunction with the new Natural Areas Management Plan. • Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City. 478 Staffing: FY2017 FY2018 FY2019 Total FTE’s 2.10 1.50 1.50 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2019. Service Level Change Summary: There are no service level changes for fiscal year 2019. Financial Highlights: Service expenditures increased by $11,733 or 3.8% due to an increase in community development assistance and grants from $90,000 to $100,000. 479 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Stormwater Quality BMP – Grant Applications FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number Funded 13 7 16 22 25  Amount $36,000 $51,431 $71,737 $35,289 $41,500 Creek Maintenance – Grant Applications FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number Funded 4 2 1 8 9 Amount $20,000 $12,069 $1,750 $53,050 $46,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Stormwater Volunteer Program CY 2012*CY 2013**CY 2014**CY 2015**CY 2016*** Events 31 34 25 28 25 Volunteers 1,171 1,341 529 644 667 Volunteer Hours 3,300 4,439 1,800 1,987 2,113 Value $53,625 $77,904 $31,590 $34,872 $48,493 *** amount is calculated using FEMA’s Volunteer Rate of $22.95/hour Integrate volunteers to perform labor intensive water quality related projects. Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. ** amount is calculated using FEMA’s Volunteer Rate of $17.55/hour GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Promote Environmental Sustainability Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Continue the investment and reinvestment in Best Management Practices. * amount is calculated using FEMA’s Volunteer Rate of $16.25/hour Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability Provide plan review and inspection of Best Management Practices for stormwater quality improvements. 480 Activity: Storm Water Operations (770110)Fund: Storm Water (7700) Division: Engineering Services Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 5,641$ 5,837$ 7,063$ 5,840$ 7,060$ 7,060$ Intergovernmental Fed Intergovnt Revenue 200,055 - - - - - Disaster Assistance 21,026 261 - - - - Other State Grants 376 - - - - - Charges For Fees And Services Building & Devlpmt - - 21,512 - - - Storm Water Charges 1,147,390 1,167,517 1,522,294 1,477,710 1,522,290 1,522,290 Miscellaneous Printed Materials 425 - - - - - Intra-City Charges - - 628 - - - Other Misc Revenue - - 136,926 - - - Total Revenues 1,374,913$ 1,173,615$ 1,688,423$ 1,483,550$ 1,529,350$ 1,529,350$ Expenditures: Personnel 173,190$ 227,483$ 233,047$ 206,154$ 213,456$ 219,860$ Services 391,188 271,276 360,683 308,478 320,211 326,615 Supplies 3,537 2,781 1,706 4,351 4,198 4,282 Capital Outlay 527,324 236,562 151,633 - - - Total Expenditures 1,095,239$ 738,102$ 747,069$ 518,983$ 537,865$ 550,757$ Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. III - Wastewater Collection 0.20 0.20 0.20 - - M.W. II - Wastewater Treatment Plant 0.30 0.30 0.30 - - Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 0.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Wastewater Collection 0.10 0.10 0.10 - - Project Support Assistant 0.50 0.50 - - - Total Personnel 2.60 2.60 2.10 1.50 1.50 Activity Summary 481 CABLE TELEVISION FUND The Cable Television enterprise fund had accounted for the City’s cable television administration and the City’s media production unit through fiscal year 2015. The fund’s activities had been primarily supported by City franchise fees collected by the City’s primary cable television operator, Mediacom. The fund had also accounted for the equipment replacement activities of the media production unit. The Cable Television fund’s budget had been organized into two activities, Administration and Reserves. Cable TV Administration Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for citizens with the local cable company, 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) and conducts special projects such as research or community surveys. Administration monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. Cable produces local government and community video programming including local public meetings and presentations such as the Iowa City City Council and the Iowa City Foreign Relations Council; balanced political programming such as League of Women Voters and other NGO forums; informational programming such as City departmental and community organizational profiles, services, projects, or activities and a wide variety of local musical performances. The Cable office also schedules programming on City Channel 4, operates InfoVision 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. In fiscal year 2016, the Cable Television operations and reserves totaling $1,571,324 were transferred to the General Fund. The unreserved fund balance of $1,393,720 and the cable equipment replacement reserves of $177,604 were transferred to the General Fund and are now incorporated into the General Fund budget. 482 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,558,722$ 1,571,324$ -$ -$ -$ -$ Revenues: Licenses And Permits Franchise Fees 750,167$ -$ -$ -$ -$ -$ Use Of Money And Property Interest Revenues 4,737 - - - - - Miscellaneous Other Misc Revenue 91 - - - - - Other Financial Sources Sale Of Assets 4 - - - - - Sub-Total Revenues 754,999 - - - - - Transfers In: Transfer Into Equip Reserve from Oper.25,000 - - - - - Sub-Total Transfers In 25,000 - - - - - Total Revenues & Transfers In 779,999$ -$ -$ -$ -$ -$ Expenditures: Cable Administration 687,397$ -$ -$ -$ -$ -$ Sub-Total Expenditures 687,397 - - - - - Transfers Out: Operating Subsidy - General Fund 55,000 - - - - - Transfers Out - to General Fund - 1,571,324 - - - - Misc Transfers Out - to Equip Reserve 25,000 - - - - - Sub-Total Transfers Out 80,000 1,571,324 - - - - Total Expenditures & Transfers Out 767,397$ 1,571,324$ -$ -$ -$ -$ Fund Balance, June 30 1,571,324$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned 177,604 - - - - - Unassigned Balance 1,393,720$ -$ -$ -$ -$ -$ % of Revenues & Transfers In 179%0%0%0%0%0% City of Iowa City Cable Television (7800 - 7801) Fund Summary 483 Activity: Cable Administration (210510)Fund: Cable Television (7800) Division: Communications Office Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Franchise Fees 750,167$ -$ -$ -$ -$ -$ Use Of Money And Property Interest Revenues 4,737 - - - - - Miscellaneous Other Misc Revenue 91 - - - - - Other Financial Sources Sale Of Assets 4 - - - - - Total Revenues 754,999$ -$ -$ -$ -$ -$ Expenditures: Personnel 422,072$ -$ -$ -$ -$ -$ Services 255,977 - - - - - Supplies 9,348 - - - - - Total Expenditures 687,397$ -$ -$ -$ -$ -$ Personnel Services - FTE 2015 2016 2017 2018 2019 Clerical Assistant - Cable T.V. 0.75 - - - - Communications Tech - Cable 1.00 - - - - Custodian - Govt Bldgs 0.13 - - - - Government Programmer - Cable 1.00 - - - - Media Production Service Coordinator 1.00 - - - - Production Asst - Cable T.V. 1.00 - - - - Special Projects Asst - Cable 0.75 - - - - Total Personnel 5.63 - - - - Activity: Cable Reserves (210520)Fund: Cable Television (7801) Division: Communications Office Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Transfers In: Transfer-In from Cable Operations 25,000$ -$ -$ -$ -$ -$ Total Transfers In 25,000$ -$ -$ -$ -$ -$ Activity Summary Activity Summary 484 HOUSING AUTHORITY FUND The Housing Authority Fund is an enterprise fund that accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City-owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority Fund’s total fund balance on June 30, 2017 was approximately $6,756,668, an increase of $405,757 or 6.39% from the fiscal year 2016 year-end fund balance. The increase in fiscal year 2017 was primarily due to an increase in the Housing Voucher administrative fee. At the end of fiscal year 2017, $3,102,059 in fund balance will be restricted for maintenance and development of Public Housing units and the development of affordable homeownership opportunities. Fund balance history is as follows: (1) FY18 and FY19 are estimates Fiscal year 2018 revised year-end fund balance is budgeted to increase by 7.27% or $491,228 over the fiscal year 2017 ending balance. Fiscal year 2019 projected fund balance is expected to decrease by 28.68% over the fiscal year 2018 fund balance to $5,169,264. The fiscal year 2019 decrease is due to budgeted capital outlay within the Public Housing activity to purchase low income housing units in the Chauncey Building and the Augusta Place. FY2015 FY2016 FY2017 FY2018 FY2019 Unassigned $2,966,555 $3,405,765 $3,654,610 $4,145,838 $4,147,206 Restricted $2,945,146 $2,945,146 $3,102,059 $3,102,059 $1,022,059 $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) 485 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Revenues: HUD allocations account for approximately 94% of ICHA revenue. ICHA is projected to receive $8.423 million in federal funding through HUD in fiscal year 2018. This is a 0.67% increase from fiscal year 2018 projections. Expenditures: Fiscal year 2019 estimated expenditures are budgeted to increase from the fiscal year 2018 estimated expenditures by $2,720,776 or 33.05% which primarily represents an increase in capital outlay. 72% of the Housing fund budget is to provide services to citizens. $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 $9,000,000 $9,500,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Revenue Trends Intergovernmental Use of Money & Property Miscellaneous Other Financial Sources 486 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,606,540$ 5,911,701$ 6,350,911$ 6,756,668$ 7,247,896$ 7,667,451$ Revenues: Use Of Money And Property Interest Revenues 20,787$ 18,668$ 31,291$ 19,090$ 31,940$ 31,940$ Rents 237,306 300,137 321,157 318,475 321,160 321,160 Royalties & Commissions 38,635 66,115 59,866 31,460 59,870 59,870 Intergovernmental Fed Intergovnt Rev 7,629,448 8,318,431 8,486,847 8,366,460 8,422,703 8,422,703 Miscellaneous Other Misc Revenue 23,099 21,065 69,642 18,480 71,050 71,050 Other Financial Sources Loan Repayments 142,387 93,154 14,748 15,432 14,750 14,750 Sale Of Assets - 1,740 119,500 - - - Sub-Total Revenues 8,091,662 8,819,308 9,103,051 8,769,397 8,921,473 8,921,473 Misc Transfers In 8,760 - - - - - Sub-Total Transfers In 8,760 - - - - - Total Revenues & Transfers In 8,100,422$ 8,819,308$ 9,103,051$ 8,769,397$ 8,921,473$ 8,921,473$ Expenditures: Voucher Program 7,205,702$ 7,771,499$ 8,138,340$ 7,787,167$ 8,335,408$ 8,509,927$ Public Housing Program 524,822 563,415 512,867 444,223 2,616,748 571,264 Sub-Total Expenditures 7,730,524 8,334,915 8,651,207 8,231,390 10,952,156 9,081,192 Transfers Out: Operating Subsidy - PILOT Gen Fund 18,727 18,914 19,292 19,582 20,072 20,473 Misc Transfers Out - Director Reimb 26,010 26,270 26,795 27,197 27,877 28,435 General Fund - UniverCity program 20,000 - - - - - Sub-Total Transfers Out 64,737 45,184 46,087 46,779 47,949 48,908 Total Expenditures & Transfers Out 7,795,261$ 8,380,099$ 8,697,294$ 8,278,169$ 11,000,105$ 9,130,099$ Fund Balance, June 30 5,911,701$ 6,350,911$ 6,756,668$ 7,247,896$ 5,169,264$ 7,458,824$ Restricted / Committed /Assigned 2,945,146 2,945,146 3,102,059 3,102,059 1,022,059 1,022,059 Unassigned Balance 2,966,555$ 3,405,765$ 3,654,610$ 4,145,838$ 4,147,206$ 6,436,765$ % of Revenues & Transfers In 37%39%40%47%46%72% City of Iowa City Housing Authority (7900 - 7922) Fund Summary 487 HOUSING AUTHORITY OPERATIONS To improve quality of life, the Iowa City Housing Authority acts as a community leader for affordable housing, family self -sufficiency, and homeownership opportunities. We provide information and education, housing assistance, and public and private partnership opportunities. The Housing Authority is in the Neighborhood and Development Services Department and was established in 1969 to administer housing assistance programs throughout its jurisdiction, including all of Johnson County, Iowa County and portions of Washington County. Annually, the Housing Authority assists approximately 1,400 low-income families to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans’ Supportive Housing (VASH) Programs. Homeownership opportunities exist under the Affordable Dream Homeownership Program (ADHOP), 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; 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 1298 HCV and VASH vouchers. These Owners/landlords receive approximately $6.8 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. HIGHLIGHTS • The Housing Choice Voucher Program will pay approximately $7+ million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in FY2017. • The Housing Authority paid over $230,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in fiscal year 2017. • Since 1998, 178 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down Payment Assistance, and UniverCity). 488 Recent Accomplishments: • Achieved High Performance Status for the Housing Choice Voucher program for FY2017. • In FY2017, maintained a 98% lease-up rate for the combined HCV and VASH programs; • In FY2017, maintained a 98% lease-up rate for Public Housing. • Maintained a 100% lease-up rate for the Peninsula Apartments. Upcoming Challenges: • HUD funds the Housing Authority on a calendar year basis; however, we never know what our actual budgets are until May or June of the calendar year. • Dispelling damaging myths regarding Housing Authority programs and participants. • Maintain lease-up rates of at least 98% for the HCV, VASH, & Public Housing programs; 100% for Peninsula Apartments. • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities. Staffing: FY2017 FY2018 FY2019 Total FTE’s 9.60 9.60 9.50 Staffing Level Change Summary: The allocation of a Building Inspector position to the Iowa City Housing Authority decreased by .10 FTE from the Housing Inspection activity to better align with actual cost. A second temp receptionist position was added in fiscal year 2019. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The Housing Voucher activity service expenditures increased by $542,097 in the fiscal year 2019 budget due to an increase in landlord rents based off fiscal year 2017 actual expenses. The Public Housing activity service expenditures increased $112,969 mainly due to an increase in repair and maintenance services. Additionally, capital outlay for fiscal year 2019 budget includes $1,000,000 for units to be purchased in the Chauncey Building and $1,080,000 for units to be purchased in Augusta Place. 489 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total Participants 139 156 177 190 218  % of Participants with Escrow Accounts 64%73%81%78%80% % of Participants with Reduced or Eliminated Family Investment Program Cash Assistance 27%20% No longer a FSS grant reporting requirement. No longer a FSS grant reporting requirement. No longer a FSS grant reporting requirement.  % of Participants with Increased Income versus Prior Year 41%52%53%61%62% FSS Graduates 23 24 24 31 29  Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Actual Occupancy Rate for Fiscal Year (Goal – 95%)98%97%97%97%95% CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 % of All Emergency Work Orders Completed within 24 hours (Goal – 100%) 100%100%100%100%100% Average Number of Calendar Days of All Non-Emergency Work Orders (Goal – < 25 days) 1.9 days 1.6 days 1.9 days 2.1 days 1.3 days Maintain a scattered sites Public Housing program. Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Foster Healthy Neighborhoods throughout the City The Family Self-Sufficiency (FSS) Program: Promote self- sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Poverty Prevention & Alleviation - Prevent people from falling into poverty and proactively enable those who are living in poverty to obtain greater, lasting economic stability and security. Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. 490 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 HCVP Homeownership Vouchers $108,029 $103,583 $74,996 $69,775 $72,413  HCVP Non-Elderly Disabled Vouchers $340,446 $340,728 $317,995 $310,781 $298,345  HCVP Portable Vouchers $198,815 $206,207 $208,845 $162,703 $150,080  VASH Vouchers $141,878 $147,750 $204,079 $269,026 $297,677  All Other HCVP Vouchers $5,381,083 $4,815,043 $5,185,345 $5,666,479 $5,844,223  Total Voucher Utilization (# of vouchers leased on the first day of the month) 102%94%98%101%98% Total Voucher Utilization (# of vouchers leased on the last day of the month) 103%97%100%102%99% Provide homeownership opportunities through the HCV homeownership program. Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Affordable Rental Housing: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. 491 Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910) Division: Neighborhood Services Department: Neighborhood & Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues (37)$ (427)$ (646)$ -$ -$ -$ Royalties & Commiss 38,195 65,997 59,616 30,960 59,620 59,620 Intergovernmental Fed Intergovnt Rev 7,300,167 7,999,151 8,109,685 8,098,597 8,058,669 8,058,669 Miscellaneous Other Misc Revenue 14,139 12,529 57,061 10,880 58,470 58,470 Transfers In: Misc Transfers In 8,760 - - - - - Total Revenues & Transfers In 7,361,224$ 8,077,250$ 8,225,716$ 8,140,437$ 8,176,759$ 8,176,759$ Expenditures: Personnel 723,973$ 713,541$ 732,925$ 752,409$ 781,132$ 804,566$ Services 6,477,363 7,053,753 7,400,264 7,007,007 7,549,104 7,700,086 Supplies 4,366 4,206 5,152 12,073 5,172 5,275 Capital Outlay - - - 15,678 - - Total Expenditures 7,205,702$ 7,771,499$ 8,138,340$ 7,787,167$ 8,335,408$ 8,509,927$ Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 0.50 0.50 0.30 0.30 0.25 F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50 Housing Administrator 0.78 0.78 0.78 0.78 0.78 Housing Assistant 0.24 0.24 - - - Housing Office Manager 0.96 0.96 0.96 0.96 0.96 Housing Program Assistant 3.84 3.84 3.84 3.84 3.84 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Housing Choice Voucher Program Coord 0.94 0.94 1.00 1.00 1.00 Total Personnel 8.26 8.26 7.88 7.88 7.83 Capital Outlay 2018 2018 Paint and Carpet Offices 15,678$ -$ Total Capital Outlay 15,678$ -$ Activity Summary 492 Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*) Division: Neighborhood Services Department: Neighborhood & Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 20,824$ 19,094$ 31,937$ 19,090$ 31,940$ 31,940$ Rents 237,306 300,137 321,157 318,475 321,160 321,160 Royalties & Commissions 440 118 251 500 250 250 Intergovernmental Fed Intergovnt Rev 329,281 319,280 377,162 267,863 364,034 364,034 Miscellaneous Other Misc Revenue 8,960 8,536 12,581 7,600 12,580 12,580 Other Financial Sources Loans 142,387 93,154 14,748 15,432 14,750 14,750 Sale Of Assets - 1,740 119,500 - - - Total Revenues 739,198$ 742,059$ 877,335$ 628,960$ 744,714$ 744,714$ Expenditures: Personnel 184,554$ 171,482$ 172,432$ 176,735$ 178,107$ 183,450$ Services 330,268 313,854 325,316 233,652 346,621 353,553 Supplies 5,549 5,080 11,731 7,414 12,020 12,260 Capital Outlay 4,451 73,000 3,388 26,422 2,080,000 22,000 Total Expenditures 524,822$ 563,415$ 512,867$ 444,223$ 2,616,748$ 571,264$ Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 0.50 0.50 0.30 0.30 0.25 F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50 Housing Administrator 0.22 0.22 0.22 0.22 0.22 Housing Assistant 0.01 0.01 - - - Housing Office Manager 0.04 0.04 0.04 0.04 0.04 Housing Program Assistant 0.16 0.16 0.16 0.16 0.16 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.93 1.93 1.72 1.72 1.67 Capital Outlay 2018 2019 Inspector Vehicle 22,000$ -$ Paint and Carpet Offices 4,422 - Purchase Units - Chauncey Building - 1,000,000 Purchase Units - Augusta Place - 1,080,000 Total Capital Outlay 26,422$ 2,080,000$ Activity Summary 493 494 CAPITAL PROJECTS FUND Fund Summary Summary by Division Summary by Funding Source Annual Recurring Projects Project Summary by Name Unfunded Projects F Y 2 0 1 9 CAPITAL PROJECTS FUND The Capital Projects Fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City’s issuance of bonded debt and for the construction and replacement of the City’s buildings and infrastructure. The first two years of the five-year capital improvement program (CIP) are certified as part of the operating budget in the Capital Projects Fund. The current five-year CIP is for years 2018-2022. Capital improvement projects involve the construction, purchase, or renovation of city facilities or property. Most of the projects are specific, non-recurring major improvements to the City's physical plant, are permanent in nature, and are greater than $25,000 and have a useful life of three years or more. The City also budgets annually recurring project funds for non-specified improvements of a specific nature; these funds are to be spent on improvements that meet the same definition above. Funding sources for capital improvement projects may be from operating funds, bond proceeds, grants, donations, and a variety of other funding sources. The three largest sources of funds are operating transfers in, bonded debt, and state and federal grants. For the CIP for years 2018-2022, the total funding sources are $150,363,214, and the total expenditures are $159,796,096. The difference between the total expenditures and the total funding sources over the five-year period is a result of funding sources that were derived during prior years. The 2019 CIP expenditures of $28,553,570 will be certified as part of the 2019 operating budget. Budgeted fiscal year 2019 Capital Projects Fund expenditures also include $67,708 of interest expense payments to the Wastewater Treatment Fund. Total Capital Projects Fund fiscal year 2019 budgeted expenditures are $28,621,278. The 2019 CIP funding sources of $27,805,570 will also be certified as part of the 2019 operating budget. Budgeted fiscal year 2019 Capital Projects Fund revenues and transfers in also include State sales tax grant funding of $1,542,708 and a transfer in from the TIF funds to reimburse for prior year expenditures of $48,741. Total Capital Projects Fund fiscal year 2019 budgeted revenues and transfer in are $29,397,019. The changes to the 2018 CIP are amended into the fiscal year 2018 operating budget. The fiscal year 2018 Capital Projects Fund expenditure budget also includes totals from the carry forward of prior year projects that must be re-appropriated with the State. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund expenditures for fiscal year 2018 are $96,265,363; the revised budget includes the 2018 CIP expenditures of $41,528,291, prior year project carry forwards of $54,572,432, and internal loan interest payments of $164,640. 497 The revised fiscal year 2018 Capital Projects Fund revenues and transfers in budget also includes totals from the carry forward of prior year projects. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund revenues and transfers in for fiscal year 2018 are $42,865,654; the revised budget includes the 2018 CIP funding sources of $31,670,409, State sales tax grant funding of $389,640, a transfer in from the TIF funds to reimburse for prior year expenditures of $27,723, and prior year project carry forwards of $10,777,882. In fiscal year 2015, the North Treatment Plant Removal project received a 20-year internal loan from the Wastewater Treatment Fund which is being repaid with a State of Iowa sales tax grant. The Capital Projects Fund’s expenditures include interest expense paid to the W astewater Treatment Fund of $164,640, $67,708, and $49,860 for years 2018, 2019, and 2020, respectively. The Capital Project Fund budget also includes principal repayments, shown as transfers out, budgeted at $975,000 for 2018, $1,475,000 for 2019, and $1,750,000 for 2020, and state sales tax grant revenues budgeted at $389,640, $1,542,708, and $1,799,860 for years 2018, 2019, and 2020, respectively. These amounts are not reflected in the five-year CIP totals. Fund balance in the Capital Projects Fund primarily represents unspent funding sources from the current year and prior years. This balance fluctuates based on the timing of the issuance of bonds and the timing of the project expenditures. The estimated ending fund balance for fiscal year 2019 is $1,654,249. 498 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 22,942,341$ 21,460,930$ 32,266,210$ 56,728,217$ 2,353,508$ 1,654,249$ Revenues: Use Of Money And Property Interest Revenues 76,147$ 83,075$ 167,597$ -$ -$ -$ Rents 12,450 8,400 - - - - Royalties & Commissions - 95 - - - - Intergovernmental Fed Intergovnt Rev 2,836,611 1,692,623 448,233 3,710,755 414,000 6,053,660 Disaster Assistance 5,622 7,710 155,015 - - - Other State Grants 9,352,792 5,436,433 11,575,849 1,943,413 2,042,708 1,869,860 State 28E Agreements 107,298 752,880 88,619 - - 191,000 Local 28E Agreements - - 361,401 - 4,000,000 1,675,000 Charges of Fees & Services Development Fees 49,786 96,897 232,345 - - - Refuse Charges 6,312 - - - - - Miscellaneous Contrib & Donations 200,000 353,131 275,000 45,000 - 100,000 Printed Materials 3,300 750 1,380 - - - Other Misc Revenue 164,893 61,194 1,071,969 177,000 - - Other Financial Sources Sale Of Assets - 142,978 2,023,694 1,000,000 - - Debt Sales 7,866,773 9,778,517 22,597,543 11,753,500 10,623,000 9,382,340 Internal Service (Non-Budgetary): ITS Fund 100,760 25,195 174 - - - Sub-Total Revenues 20,782,744 18,439,878 38,998,819 18,629,668 17,079,708 19,271,860 Transfers In: Funds 2,538,057 10,255,700 17,390,327 13,681,214 6,905,511 3,995,970 Transfers-In from Enterprise Funds 611,007 6,080,831 5,242,774 10,554,772 5,411,800 6,696,325 Transfers-In from G.O. Bonds 323,845 621,775 (154,269) - - - Misc Transfers-In 6,009,687 25,000 210,625 - - - Internal Service (Non-Budgetary): ITS Fund 189,624 - (5,318) - - - Sub-Total Transfers In 9,672,220 16,983,306 22,684,139 24,235,986 12,317,311 10,692,295 Total Revenues & Transfers In 30,454,964$ 35,423,184$ 61,682,958$ 42,865,654$ 29,397,019$ 29,964,155$ Expenditures: Governmental: General Government 787,206$ 1,039,952$ 184,873$ 1,798,471$ 7,125,000$ -$ Culture & Recreation 737,073 1,314,646 1,576,659 9,652,303 7,391,800 1,965,000 Community and Economic Dvlpmnt 567,228 157,895 2,003,017 13,879,587 150,000 150,000 Public Safety 3,123,348 448,091 24,060