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FY2020 Adopted Budget and FY2019-FY2021 Financial PlanCOVER PHOTOS BY DAN ROLLING PHOTOGRAPHY For the first time in 42 years, the City of Iowa City was an overnight host for thousands of RAGBRAI bicyclists. Known as the Register’s Annual Great Bicycle Race Across Iowa, or RAGBRAI, the ride across the state has become one of the most unique traditions in Iowa and one of the preeminent large-scale bike rides in the country, drawing riders from across the globe. Each year, hundreds of cyclists meet in one town in Iowa, and for a week, ride from town to town as they make their way across the entire state. The honor of being one of eight host towns in 2018 represented much more than an influx of nearly 20,000 bicyclists. These riders, and the attention they brought to town, was an immense boon for the local economy. It is estimated by Think Iowa City that being an overnight host had an economic impact of about $1.5 million. With downtown taken over by a giant block party featuring live music and entertainment, and cyclists being introduced to the many shops and restaurants in town, it’s obvious how RAGRABI had an impact on Iowa City. RAGBRAI XLVI ROLLS THROUGH IOWA CITY DAN ROLLING PHOTOGRAPHY ARTWORK BY MARK MARTURELLO City of Iowa City, Iowa Adopted Budget for the Fiscal Year Ending June 30, 2020 & FY2019 - 2021 Financial Plan Council: City Manager Finance Director Geoff Fruin Dennis Bockenstedt Assistant City Manager Ashley Monroe Budget & Compliance Officer Jacklyn Fleagle Assistant to the City Manager Risk & Finance Assistant Michelle Cook Simon Andrew Mazahir Salih AT-LARGE Pauline Taylor Mayor Pro-Tem DISTRICT A John Thomas DISTRICT C Bruce Teague AT-LARGE Jim Throgmorton Mayor AT-LARGE Susan Mims DISTRICT B Rockne Cole AT-LARGE CITY OF IOWA CITY, IOWA FY2020 Adopted Budget FY2019 – 2021 Financial Plan 2019 – 2023 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction City Manager Address…… ......................................................................................................... 11 Strategic Plan .............................................................................................................................. 29 Other Planning Processes .......................................................................................................... 36 General Information ..................................................................................................................... 38 Economic Overview ..................................................................................................................... 42 Organizational Chart .................................................................................................................. 46 Department Summaries .............................................................................................................. 47 Budgetary Fund Structure ........................................................................................................... 73 Departments and Divisions by Fund ........................................................................................... 76 Financial Summary Preparation of the Financial Plan ................................................................................................ 81 Financial and Fiscal Policies ....................................................................................................... 87 Long Range Financial Planning .................................................................................................. 94 All Funds: Fund Summaries................................................................................................................... 98 Revenue Summary by Fund ................................................................................................. 103 Revenue Summary by Type ................................................................................................. 104 Expenditure Summary by Fund ............................................................................................ 106 Expenditure Summary by Department ................................................................................. 107 Inter Fund Transfer Schedules ............................................................................................. 108 Personnel Full-Time Equivalents ............................................................................................... 111 General Fund General Fund Summary .............................................................................................................. 117 Assigned, Committed & Restricted Fund Balance ...................................................................... 129 General Fund Revenues ............................................................................................................. 130 General Fund Expenditures ........................................................................................................ 131 City Council ................................................................................................................................. 132 City Clerk ..................................................................................................................................... 134 City Attorney ................................................................................................................................ 139 City Manager: City Manager’s Office ........................................................................................................... 142 Communications Office ......................................................................................................... 144 Human Resources ................................................................................................................ 150 Human Rights ....................................................................................................................... 154 Economic Development ........................................................................................................ 159 Finance Department: Finance Administration ......................................................................................................... 165 Accounting ........................................................................................................................... 173 Purchasing ............................................................................................................................ 177 Revenue ................................................................................................................................ 181 Police Department: Police Administration ............................................................................................................ 184 Support Services................................................................................................................... 188 Field Operations.................................................................................................................... 193 5 Fire Department: Fire Administration ................................................................................................................ 198 Emergency Operations ......................................................................................................... 203 Fire Prevention ...................................................................................................................... 208 Fire Training .......................................................................................................................... 213 Parks & Recreation: Parks & Recreation Administration ....................................................................................... 217 Recreation ............................................................................................................................. 222 Park Maintenance ................................................................................................................. 229 Cemetery Operations ............................................................................................................ 238 Library: Library Operations ................................................................................................................. 241 Library Foundation Office………………………………………………………………………... . 250 Senior Center: Senior Center Operations ..................................................................................................... 252 Neighborhood & Development Services (NDS): NDS Administration ............................................................................................................... 262 Neighborhood Services ......................................................................................................... 267 Development Services .......................................................................................................... 280 Public Works: Public Works Administration ................................................................................................. 288 Engineering ........................................................................................................................... 291 Transportation Services: Transportation Administration ............................................................................................... 295 Special Revenue Funds Community Development Block Grant (CDBG) ......................................................................... 301 Community Development Block Grant Operations .............................................................. 303 HOME Grant ................................................................................................................................ 307 HOME Operations ................................................................................................................. 309 Road Use Tax Fund (RUT) ........................................................................................................ 313 Road Use Tax Operations .................................................................................................... 317 Other Shared Revenues .............................................................................................................. 325 Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 327 Metropolitan Planning Organization of Johnson County Operations .................................... 329 Employee Benefits Fund ............................................................................................................. 336 Affordable Housing Fund ............................................................................................................. 340 Peninsula Apartments Fund ........................................................................................................ 342 Tax Increment Financing (TIF) Districts ...................................................................................... 344 Self-Supporting Municipal Improvement District (SSMID) – Downtown ...................................... 349 Debt Service Fund Debt Service Fund Summary ...................................................................................................... 353 Debt Schedules ........................................................................................................................... 359 Enterprise Funds Parking: Parking Fund Summary ........................................................................................................ 373 Parking Operations ............................................................................................................... 378 Parking Debt Service ........................................................................................................... 385 Transit: Transit Fund Summary ......................................................................................................... 388 Transit Operations ................................................................................................................ 392 6 Wastewater: Wastewater Fund Summary ................................................................................................. 400 Wastewater Treatment Operations ....................................................................................... 406 Wastewater Debt Service ..................................................................................................... 414 Water: Water Fund Summary ........................................................................................................... 420 Water Operations .................................................................................................................. 425 Water Debt Service ............................................................................................................... 433 Refuse Collection: Refuse Collection Fund Summary ........................................................................................ 439 Refuse Collection Operations ............................................................................................... 444 Landfill: Landfill Fund Summary ......................................................................................................... 452 Landfill Operations ................................................................................................................ .457 Airport: Airport Fund Summary .......................................................................................................... 465 Airport Operations ................................................................................................................. 468 Storm Water: Storm Water Fund Summary ................................................................................................ 472 Storm Water Operations ....................................................................................................... 476 Housing Authority: Housing Authority Fund Summary ........................................................................................ 480 Housing Authority Operations ............................................................................................... 483 Capital Projects Fund Fund Summary............................................................................................................................. 491 Summary by Division ................................................................................................................... 494 Summary by Funding Source ....................................................................................................... 500 Annual Recurring Projects ........................................................................................................... 507 Project Summary by Name .......................................................................................................... 513 Unfunded Projects ....................................................................................................................... 588 Internal Service Funds Equipment: Equipment Fund Summary ................................................................................................... 597 Equipment Operations .......................................................................................................... 600 Risk Management: Risk Management Fund Summary ....................................................................................... 605 Risk Management Operations: ............................................................................................. 607 Information Technology Services (ITS): ITS Fund Summary ............................................................................................................... 610 ITS Operations ...................................................................................................................... 612 Central Services: Central Services Fund Summary .......................................................................................... 618 Central Services Operations ................................................................................................. 620 Health Insurance Reserve ........................................................................................................... 623 Dental Insurance Reserve ........................................................................................................... 625 7 Statistics U.S. Census Data ......................................................................................................................... 629 Revenue Comparisons: Property Tax ......................................................................................................................... 630 General Fund ........................................................................................................................ 630 Hotel/Motel Tax .................................................................................................................... 631 Utility Franchise Tax Rates ................................................................................................... 631 Utility Rates ........................................................................................................................... 632 Property Tax Levies ...................................................................................................................... 633 Property Tax Valuations ................................................................................................................ 634 Principal: Taxpayers ............................................................................................................................. 636 Employers……… .................................................................................................................. 637 Sewer Customers ................................................................................................................. 638 Water Customers .................................................................................................................. 639 Operating Indicators ...................................................................................................................... 640 STAR Outcomes ........................................................................................................................... 641 Department Statistics: Police .................................................................................................................................... 642 Fire……… ............................................................................................................................. 646 Library ................................................................................................................................... 648 Senior Center ........................................................................................................................ 653 Transportation Services ........................................................................................................ 656 Neighborhood & Development Services ............................................................................... 658 Appendix Department Expenditure Comparison to State Forms ................................................................ 663 Budget Resolutions .................................................................................................................... 664 State Forms ................................................................................................................................ 666 State Property Tax Reform Impact Summary ............................................................................ 673 Glossary....................................................................................................................................... 675 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 2 0 To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City's operating and capital budget for the 2020 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2019-2021) and five-year capital improvement program (CIP - 2019-2023) are also included for planning purposes. The budget is one of the most important documents the City prepares because it identifies the services to be provided and the mechanisms that finance those services. The budget was developed through extensive public input, including a public workshop and survey, master plan workshops and open houses, recommendations from City boards and commissions, and stakeholders and individuals providing input directly to Council and staff. The City is continually looking for ways to engage the public in planning efforts throughout the year. The budget incorporates diverse priorities while adhering to financial best practices and planning for long-term community needs. This document aims to provide the resources to further the City Council’s Strategic Plan (page 29) priorities, implement master plans adopted by Council, and continue Iowa City's tradition of providing a balanced budget while strengthening core municipal services that our residents value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingency line items and reserve levels that can adequately support the City’s services. Any future modifications of this budget will be fully disclosed to the City Council and the general public through formal City Council actions at public meetings, in accordance with State of Iowa law. Throughout the budget compilation process, staff utilized the City Council’s Strategic Plan to help prioritize expenditure decisions. Significant resources are devoted to Strategic Plan priorities, including affordable housing, environmental sustainability, social justice and racial equity, complete streets, and healthy neighborhoods. Additionally, financial resources are provided to aggressively implement recently adopted plans that were crafted after robust public input efforts, including the Bicycle Master Plan, Parks Master Plan, Climate Action and Adaptation Plan, and the Affordable Housing Action Plan. Finally, significant resources have been provided to bolster core service levels in critical areas such as public safety, roadways, and utility infrastructure. Investment in Strategic Planning, Master Plans and Core Services The City Council’s Strategic Plan includes seven goals for a more inclusive, just and sustainable Iowa City: 1.Promote a Strong and Resilient Local Economy 2.Encourage a Vibrant and Walkable Urban Core 3.Foster Healthy Neighborhoods throughout the City 4.Maintain a Solid Financial Foundation 5.Enhance Community Engagement and Intergovernmental Relations 6.Promote Environmental Sustainability 7.Advance Social Justice and Racial Equity 11 Substantial resources are once again devoted to affordable housing. $1,000,000 is earmarked for the affordable housing fund, bringing the total for this line item to $3.65 million over four years. This is in addition to other financial support for housing, including numerous housing rehabilitation grant and loan programs. Importantly, fiscal year 2020 is the first budget in which the affordable housing fund contribution does not rely entirely on one-time funds. Embedding the affordable housing contribution in the operational budget is a noteworthy achievement for the City and will help ensure a consistent and significant stream of funding for this top City Council priority. Other social justice initiatives include, but are not limited to: •A $2.5 million capital contribution from cash reserves to the Johnson County Behavioral Access Center •Continued elevated funding of $75,000 for the Social Justice and Racial Equity grant program •Funding to ensure the continued offering of an emergency winter homeless shelter •Accessibility improvements, including physical improvements to sidewalks and City parks and facilities, hearing augmentation systems, and funding for the annual community ADA Celebration •Continued expansion of translated city documents and operational resources for enhanced cultural outreach programming •Funds to allow for the waiving of library fines for children’s materials – removing a potential barrier to access to services that was identified through the City Council’s Racial Equity Toolkit initiative •An increase in the City’s minimum wage to $11.50 effective July 1, 2019 for hourly staff with a goal of reaching $15/hour by July 1, 2021 •An increase of social service ‘Aid to Agency’ funding to $651,000 using one-time general fund dollars. The proposed budget also includes significant funding for historic preservation. The second $500,000 contribution toward the Englert Theater/FilmScene capital campaign is budgeted in fiscal year 2020. That contribution will ensure the historic rehabilitation of one of Iowa City’s most iconic buildings. The budget also includes a $330,000 expense for the potential Gloria Dei house relocation. The recently created $40,000 historic preservation grant program will also remain fully funded for the third consecutive year. Energy efficiency improvements and sustainability initiatives are a high priority in this budget. Four new staff positions that are included in this budget are directly related to the City’s sustainability efforts. An Assistant Facilities Manager / Energy Efficiency Coordinator position is funded to more aggressively implement energy efficiency efforts in City buildings. Two positions in the Public Works Resource Management Division are intended to increase compaction rates at the landfill, help manage a growing compost program, and improve recycling collection services. A storm water technician position is included to enhance field inspections and storm water permit compliance, and to help design and implement storm water improvement projects in the community. These four positions plus a half-time custodian position represent the largest 12 investment in permanent staff in more than seven years. Other notable sustainability investments include: •A significant solar installation at the new Public Works Streets Building •$100,000 for a solar installation at Terry Trueblood Recreation Area •LED lighting replacements and continued HVAC upgrades in buildings •Continued funding for the Green Iowa AmeriCorps program •A Wastewater Treatment Plant efficiency and methane study targeting the city facility that emits the highest levels of greenhouse gases. •Continued funding for the Community Climate Action grants Many of the City’s sustainability efforts are tied to City Council adopted master plans. The Parks Master Plan, Natural Areas Plan, Bike Master Plan, and Climate Action and Adaptation Plan all receive significant funding in this budget. Much of the five-year capital improvement plan is devoted to implementing these plans. Tree plantings, urban forest management (including the chemical treatment of healthy Ash trees), on street bike facilities, road diets and two-way conversions, local foods efforts and community gardens, and waste reduction strategies all continue to be funded, if not expanded. Over $18 million in the five-year plan is budgeted for parks and recreation projects, many implementing park and accessibility improvements recommended in the Master Plan. The fiscal year 2020 budget includes funding for the completion of phase one of the Riverfront Crossings Park, extension of the Highway 1 bicycle and pedestrian trail, significant improvements to Willow Creek Park, and the Lower City Park adventure playground. The budget also provides design funding for future projects in Wetherby, Fairmeadows, Scott, and Napoleon Parks. Completion of previously approved projects with bicycle lanes will take place in 2019 (Mormon Trek, Clinton, Dodge and Governor). 2019 Bike Master Plan projects include expanding bike lanes further south on Governor and Dodge, a Willow Creek Road neighborhood connector to be completed as part of the Highway 1 trail, bike lanes and side path as part of the McCollister Boulevard extension, bike lanes on the Foster Road extension project, and a bike boulevard to be added after the completion of the Prentiss Street bridge reconstruction project. Significant funds are devoted to artistic and cultural endeavors, fostering the vibrant community that makes Iowa City such an attractive place to live or visit. In addition to the capital funds contributed to the Englert/FilmScene campaign, operational support continues for both of those organizations, Summer of the Arts, City of Literature, Mission Creek Festival, and Riverside Theatre. Funds contributed to the Iowa City Downtown District are used for placemaking activities and art installations. The budget also includes a contribution to a joint project with the University of Iowa celebrating the Iowa River, as well as continued funding for the Cyclocross World Cup, Bike to Work Month activities, and the Juneteenth Celebration. The Public Art line item was doubled to $50,000. 13 Core services continue to be a focus for our City management team. This budget continues to increase funding for roadway repairs and enhances equipment for our Streets crews. Many significant utility upgrades are also included in our capital budget. $450,000 is being transferred to the City’s Emergency Reserve fund. To address the increasingly evident reality that many city facilities are substandard and fail to adequately provide for service expansion needs, the budget creates a new facility replacement reserve and transfers $2 million to seed that effort. This long- term financial planning strategy will help the city fund the next generation of public facilities without the need for the undertaking of significant long-term debt. Financial Goals The preparation of this budget document was guided by three primary financial goals that seek to establish a sound fiscal strategy for the upcoming year and beyond. First, the budget aims to provide sufficient resources to make substantial progress on City Council’s Strategic Plan priorities and adopted Master Plans. As noted in the previous pages of this letter, I feel this budget achieves this goal and further provides flexibility to the Council to expand efforts if warranted. Second, the City continues to respond to the State’s 2013 property tax reforms (Summary on page 673). As the taxable percentage of multifamily rental property values continues to be reduced, there will be increased pressure on the budget. This budget contains funding for new initiatives, maintains or improves service levels, and reduces the tax levy rate through reductions in the debt service and employee benefits levies. The City’s ability to accomplish these objectives is principally due to the robust growth in taxable valuations in recent years. This growth has offset the losses associated with the first four years of property tax reform implementation. However, it is unknown if the community can sustain the same level of valuation growth through the final years of the property tax reform implementation period. State property tax backfill payments currently total $1.54 million annually. This budget is crafted anticipating the real possibility that the state legislature will end or phase out backfill payments to cities and counties. Should the backfill not be funded, the City will be able to maintain status quo operational funding but will have difficulty meeting growing service demands from our increasing population. Even more concerning, the State legislature is currently considering further restrictions on local government taxation and revenues. The City has taken steps to manage the impacts of tax reform, but maintaining service levels will require prudent decisions over the next several years as tax reform continues to be phased in through 2024. By continuing to prepare the City financially before the full impacts are realized, we will be able to shift resources and adjust operations gradually, avoiding abrupt service Financial Goals Provide resources to make significant progress in implementing City Council’s Strategic Plan priorities and adopted Master Plans Balance expanding service needs and community priorities with declining taxable value of apartment buildings Consider the overall effect of changes on household budgets including taxes, fees, and School District/County needs 14 disruptions or steep tax rate increases. An example of this preparation includes the aforementioned Emergency Reserve Fund, which was created after the tax reform legislation and now has a balance of approximately $5 million. Finally, the overall impact of tax and fee changes on households was considered when developing the proposed budget, including anticipating tax levy rates of the Iowa City Community School District and Johnson County. The decrease in the City’s levy rate will help maintain capacity for the expected rate increase needed to fund the School District’s facilities plan. Overall, the fiscal year 2020 impact to households of City taxes and utility fees is a 1.3% increase over fiscal year 2019. This includes a proposed 5% increase in water rates, $0.50 per month increase in the storm water rate, a $0.35 decrease in the property tax levy rate, and a state mandated increase in the taxable percentage of residential properties. Community Fiscal Health and Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa and the University of Iowa Hospitals and Clinics. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, the City has a rich tradition of conservative budgeting policies that has created a strong financial foundation, which has helped the community weather economic recessions while sustaining service delivery and continues to serve as a cornerstone for the community’s future. In 2018, Moody’s Investors Service reaffirmed its highest quality bond rating (Aaa) for the City’s general obligation debt with a stable outlook and noted that the City’s Aaa financial position, “is strong, characterized by balanced operations, very healthy reserves, and adequate revenue raising flexibility.” Moody’s goes on to note that the stable outlook, “reflects our expectations that the city's tax base will remain sound given ongoing economic development and the institutional stability provided by the University of Iowa. The outlook also reflects our expectation that the city's financial profile will remain healthy given prudent financial management and stable operations.” Iowa City is one of only three cities in Iowa that currently holds the distinction of a Moody’s Aaa bond rating. The Moody’s report also notes factors that could potentially drop the City’s bond rating, including: deterioration of the tax base, reductions in operating reserves, or growth in the City’s debt or pension burden. Moody’s also notes that Iowa City’s median family income and tax base are lower than other Aaa rated communities. Our bond rating is the product of prudent budgeting and long range financial planning. Ultimately, our strong financial position lowers the cost of borrowing and ensures more of our communities’ dollars are spent on service delivery, infrastructure, and furthering Council’s Strategic Plan priorities rather than on interest payments. Despite the health of the economy and strong financial position of the organization, the public needs to be aware of the trends, pressures and opportunities that are shaping Iowa City in various fashions. Our community has many attributes that attract new residents to our city. A strong job market, good schools that are benefitting from significant capital investments, and great cultural amenities all contribute to the desirability of our area for families, retirees, and young professionals to make their permanent homes. Population growth has a profound effect on service 15 delivery, land use, and housing affordability. The City Council has adopted a number of policies and initiatives in recent years to maintain and enhance our positive attributes considering this population growth. New residents, including students, bring a social and economic vibrancy that helps define Iowa City. However, this population growth also creates additional service demands, stresses transportation and utility infrastructure, and impacts critical quality of life factors, such as housing affordability. Fortunately, growth in our tax base in recent years has allowed the City to weather state property tax reforms implemented thus far and devote significant resources to new programs and grants while maintaining top notch service delivery. Looking ahead, it should not be assumed that the current level of growth will be sustained in future years. Any slowing of growth will place more pressure on the City’s budget as tax reform implementation will continue for the next several years. For this reason, it is imperative that Iowa City continue to push forward with cautious budgeting and strong reserves that can help soften the blow of sudden revenue losses or expenditure jumps. With this approach, I am confident Iowa City can not only navigate the impacts of tax reform, but emerge from it in a strong position that will allow us to continue to invest in services and projects that make our community one of the most desirable places to grow up, raise a family, and retire. Fiscal Year 2020 Budget Overview In preparing this budget document, City staff accounted for the previously-mentioned financial goals, the Strategic Plan, and adopted master plans. By adhering to these principles and priorities, the budget balances both the short-term needs and the long-term health and stability of the community. The fiscal year 2020 City budget includes projected expenditures totaling $167,714,426. Of the total budget, $59,191,007 is for the General Fund, $31,363,282 is directed to Capital Projects and $51,658,061 is related to the operations of various enterprise or business funds. A breakdown of the budget by fund type follows: General Enterprise Special Revenue Debt Service Capital Projects FY2020 $59,191,007 $51,658,061 $12,462,301 $13,039,775 $31,363,282 $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 Fiscal Year 2020 Expenditure Comparison by Fund Type excludes transfers 16 Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart detail Iowa City's revenue mix across all fund types. The increase in Other City Taxes is related to an increase in TIF revenue to be used to fund the $1 million contribution to the Englert/FilmScene capital campaign. The increase in Use of Money and Property is due to an increase in investment interest revenue. The decrease in Intergovernmental is related to the timing of state grant funding for road construction. The decrease in Other Financial Sources is due to a decrease in debt sales and the sale of City owned property. Overall, the City’s revenue is projected to decrease 5.9%. All Funds Revenue Comparison of FY2019 versus FY2020 FY2019 Revised FY2020 Adopted Percent Change Property Taxes $ 59,173,825 $ 60,296,653 1.9% Other City Taxes $ 5,554,453 $ 6,210,156 11.8% Licenses & Permits $ 2,553,460 $ 2,585,810 1.3% Use of Money & Prop $ 2,575,752 $ 3,598,811 39.7% Intergovernmental $ 41,944,691 $ 36,022,437 -14.1% Charges for Services $ 43,197,451 $ 41,622,109 -3.6% Misc. $ 7,281,035 $ 6,798,972 -6.6% Other Financial Sources $ 18,551,642 $ 12,998,538 -29.9% Total $180,832,309 $170,133,486 -5.9% The same fiscal year 2020 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. Property Taxes 35% Other City Taxes 4% Licenses & Permits 2% Use of Money & Prop 2% Intergovernmental 21% Charges for Services 24% Misc. 4% Other Financial Sources 8% All Funds Revenue Sources 17 It is imperative to consider how the overall revenues and expenditures in this budget will impact local households and businesses. The property tax rate decreased to $15.83, the lowest Iowa City tax rate since fiscal year 2002. In fiscal year 2012, Iowa City's rate was one of the highest in the State of Iowa at $17.84; the fiscal year 2020 rate represents a 11.2% decrease over eight years. In recent years, tax levy rate reductions have been made possible predominantly through decreases in property taxes levied to repay debt. The following bar chart illustrates the estimated overall financial impact of tax and fee changes to the average household in Iowa City. With a lower property tax rate, 5% increase in the water rate and a $0.50 increase in the storm water rate, it is estimated that a household with $100,000 assessed home value will pay slightly more than $2 more per month, or $26 per year, in taxes and fees for basic City services in fiscal year 2020. For this table, the $100,000 assessed value is used so that readers may easily calculate tax payments based on their own home value. It should be noted that property values are not static. The change in value of a particular home will also impact the amount of taxes owed. Perhaps the most significant property tax reform provision for Iowa City’s budget is the reclassification of multifamily residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013, multifamily properties were classified as commercial and taxed at 100 percent of assessed value. The following graph illustrates the dropping taxable percentage of multifamily properties in the coming assessment years. FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 Property Taxes $909 $928 $922 $930 $900 $901 Stormwater $42 $42 $54 $54 $54 $60 Refuse $191 $191 $191 $205 $229 $229 Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433 Water-- 800 cubic feet $344 $362 $362 $362 $380 $399 Total $1,919 $1,955 $1,962 $1,984 $1,996 $2,022 Percent Change 2.3%1.9%0.3%1.1%0.6%1.3% $0 $500 $1,000 $1,500 $2,000 $2,500 Annual Financial Impact to Residential Households 18 Of particular note, is the fact that after fiscal year 2023 the taxable percentage of multifamily properties will drop to match the residential taxable percentage. This percentage has been as low as 44% in past years and has more recently been in the mid-fifties. Property tax reform legislation clearly has provided significant benefit to owners of multifamily residential properties. However, it will place great strain on the City’s budget as it is fully implemented. The reduction in the taxable percentage of apartment building value reduced the City’s overall taxable valuation by over $125 million for fiscal year 2020 and this figure will increase in future fiscal years. Property Tax Overview The taxable valuation of property subject to all levies in Iowa City increased 4.7 percent for fiscal year 2020, despite a reduction in the taxable valuation of multifamily residential properties. An increase in the taxable percentage of single family properties, new construction, and higher property values have been sufficient to make up for the reduction in apartment taxability. The budget reflects a reduction of $0.35 in the tax levy rate through a reduction in the debt service and employee benefits levies, which will bring Iowa City's rate to $15.83. This marks the eighth straight year of property tax rate decreases; we are unaware of any city in Iowa that has been able to implement tax rate decreases during each of the last eight years. The reduction in the debt service portion of the property tax levy was largely achieved through recent debt restructuring and early bond retirement strategies, in addition to the taxable valuation growth. It is important to remember that a property owner’s tax bill is a function of property value, the taxable percentage of the property as determined by the state, and local levy rates from all taxing bodies. Despite our reductions in the tax levy rate, many if not most property owners’ tax bills have likely increased. 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Taxable % of Multi-Family 100.00%95.00%90.00%86.25%82.50%78.75%75.00%71.25%67.50%63.75% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% Taxable % of Multi-Family Residential Properties 19 The following chart is provided for a greater historical perspective on Iowa City’s municipal tax rate and taxable property value. Tax levy rate reductions in recent years were made possible by prudent debt strategies, operational efficiencies, valuation growth, and an increase in the taxable percentage of residential properties determined at the state level. The last of these trends is not expected to continue. The following chart shows a detailed breakdown of the City’s property tax asking for fiscal year 2020 compared to the previous year. The debt service levy is reduced by $0.25 and the employee benefits levy is decreased $0.10. Property tax dollars increased approximately 2%. FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 Tax Value (millions)$2,758 $2,848 $2,960 $3,036 $3,137 $3,183 $3,421 $3,543 $3,745 $3,923 Val % Change 2.95%3.27%3.93%2.56%3.32%1.46%7.50%3.55%5.72%4.74% Ptax Rate 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183 15.833 Rate % change -0.54%0.48%-3.21%-2.69%-0.60%-0.32%-0.41%-1.51%-0.92%-2.16% 15 15.5 16 16.5 17 17.5 18 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 Levy RateTaxable Value (in millions)Taxable Value and Levy Rate 20 LEVIES FY2019 FY2020 Dollars Tax Rate Dollars Tax Rate per $1,000 per $1,000 General Fund Tax Levies: General $29,296,658 8.100 $30,486,735 8.100 Transit $3,436,028 0.950 $3,575,605 0.950 Tort Liability $1,050,484 0.290 $1,093,156 0.290 Library $976,555 0.270 $1,016,225 0.270 Subtotal: $34,759,725 9.610 $36,171,721 9.610 Agland Levy $4,294 3.004 $4,281 3.004 General Fund Property Taxes $34,764,019 $36,176,002 Special Revenue Levies: Employee Benefits $12,095,360 3.344 $12,210,314 3.244 Subtotal: $12,095,360 3.344 $12,210,314 3.244 Debt Service $11,952,568 3.228 $11,553,357 2.978 Total City Levy Property Taxes: $58,811,947 16.183 $59,939,673 15.833 % Change from prior year 3.49% -0.92% 1.92% -2.16% SSMID Levy $361,878 2.000 $356,980 2.000 Total Property Taxes $59,173,825 ---- $60,296,653 ---- Despite the continued efforts to reduce Iowa City’s property tax rate, our community is still on the higher side of cities in Eastern Iowa. Iowa City’s higher rate reflects enhanced levels of public services (e.g. full-time fire department, senior center, human rights, transit and library levies, etc.), unique state or federal mandates (e.g. public safety pension contributions), and other factors, such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction. When compared to the ten largest cities in Iowa, Iowa City has moved from one of the highest tax rates in the state to the middle of the pack. Continued emphasis on a competitive tax rate will help facilitate additional growth in future years through a more affordable environment for residents and businesses. Looking ahead, it is likely Iowa City will be able to further reduce its property tax rate in the debt service levy over the next two years. FY2020 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $13.53 Cedar Rapids $15.44 Iowa City $15.83 Davenport $16.78 21 General Fund Overview The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately a third of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 66 percent of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. On the expense side, General Fund operations largely consist of personnel related expenses. In the fiscal year 2020 budget, an estimated 73 percent of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. Property Taxes 66%Other City Taxes 5% Licenses & Permits 5% Use of Money & Property 2% Intergovernmental 7% Charges for Fees & Services 3%Miscellaneous 11% Other Financing Sources 1% General Fund Revenues excludes transfers Personnel 73% Services 19% Contingency 1% Supplies 3% Capital Outlay 4% Other Financial Uses 0% General Fund Expenditures by Category excludes transfers 22 The continued increase in the cost of routine expenses makes prioritizing expenditures in the General Fund imperative. Rising salary and benefit costs (generally 3-4% annually), increased expenses for supplies and materials, and increased service demands that result from a growing population, make prioritizing General Fund expenditures crucial. Though this budget represents the eighth consecutive reduction in the property tax levy, the reduction is in the debt service and employee benefits levies and has minimal impact on the General Fund. This budget also adds property tax supported staff positions recognizing the increasing service demands in our rapidly growing community. Staff remains committed to identifying efficiencies that strengthen our operation while continuing to provide the services our community expects and aligning activities with the Council’s Strategic Plan. Enterprise / Business Fund Overview Enterprise or Business Funds refer to specific operations intended to be self-sustaining, or without the need for subsidy from property taxes or revenue sources other than fees collected, that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Estimated Revenues Transfers In Budgeted Expenditures Transfers Out Estimated Fund Balance 6/30/20 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2020 Unassigned Balance as % of Rev & Trans In Parking 6,083,351 1,021,221 6,609,133 1,945,957 9,486,694 1,500,000 7,986,694 112% Transit 4,401,002 3,996,479 7,617,583 275,000 6,986,322 4,093,476 2,892,847 34% Wastewater 11,768,312 4,686,300 9,447,539 5,875,300 20,438,235 6,302,368 14,135,867 86% Water 9,628,406 2,003,729 8,680,649 3,060,079 11,943,294 3,832,224 8,111,070 70% Refuse 3,669,983 2,000 3,718,219 0 1,234,336 0 1,234,336 34% Landfill 6,994,782 1,326,984 5,209,997 2,814,603 24,969,581 23,379,756 1,589,824 19% Airport 363,020 100,000 364,678 85,025 266,475 100,000 166,475 36% Stormwater 1,727,010 1,000 670,948 990,000 745,497 0 745,497 43% ICHA 9,606,558 29,290 9,339,315 49,483 5,330,927 1,139,718 4,191,209 43% Each of the City's enterprise funds are in varying, yet stable conditions. The budget includes a 5 percent increase in water rates in fiscal year 2020 and anticipates another 5 percent increase in fiscal year 2021. The user fee rate increase is a necessary response to the reduction in water revenue associated with Procter & Gamble (P&G) moving beauty care operations out of state. Our biggest water user, P&G accounts for nearly eight percent of the revenues for the water division and a rate increase is necessary to continue to keep the water fund financially stable and able to provide for critical infrastructure upgrades. A fifty-cent increase in monthly storm water fees is also included. This will fund storm water capital improvements and a new position responsible for field inspections, code enforcement, project 23 inspection and administration, ensuring compliance with storm water permitting and other duties related to the storm water utility. Capital Improvement Plan Highlights The capital budget for fiscal year 2020 totals $31,313,422 and the five-year CIP totals $163,357,501. The majority of CIP projects in the five-year period improve the local transportation network, municipal utility system, and public parks and open spaces. The five-year program continues to reflect the City Council’s priorities established in previous fiscal years. As funding allows, non-committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council’s strategic plan priorities. Staff is projecting general obligation bond issues of $13.3 million in 2019, $10.8 million in 2020, and $10.7 million in 2021 including 2 percent for bond issuance costs. The use of general obligation bonds is required to carry out the projects that are being planned. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City’s own internal debt policies. In addition to annual projects that require significant resources such as water and sewer main replacements, fire truck replacements, annual street overlays, facility projects, and curb ramp replacements, the capital improvements plan includes a number of projects of note. Examples of significant projects planned for the coming calendar years include the following (many projects will span multiple years): Streets, Bridges, and Traffic Engineering 45% Water/Wastewater/Storm water 18% Landfill 2%Transit & Parking 13% Culture & Rec 12% Public Safety 3% Airport 3% Community & Economic Development 4% Capital Improvement Projects by Category 2019-2023 24 2019 • Bike Master Plan implementation (every year of the CIP) • County Behavioral Access Center • Public Works facility • Lower City Park Adventure Playground and Willow Creek Inclusive Playground • Rec Center ADA improvements • Bus shelter replacements • Senior Center improvements • McCollister Boulevard extension • Prentiss Street bridge replacement 2020 • Wetherby and Fairmeadows Park improvements • Scott and Napoleon Park playgrounds • South Side recycling site • American Legion Road reconstruction • Melrose Avenue improvements • First Avenue/Scott Blvd improvements • Landfill water main extension • Water distribution zone improvements 2021 • City Hall boiler replacement • Chadek Green, Kiwanis, Hickory Hill, Glendale Park improvements • Landfill building replacement • Benton Street rehabilitation • Rochester Avenue reconstruction • Smart parking meter replacements • Wastewater influent rake 2022 • Market/Jefferson two-way conversion • Lower City Park restrooms and shelters • Whispering Meadows and Court Hill Park shelters and playgrounds • Dubuque Street reconstruction • Court Street reconstruction • Water treatment nutrient removal • Transit facility relocation 2023 • Wastewater digester complex rehabilitation • Dodge Street reconstruction • Kirkwood to Capitol connection • Mercer ball diamond turf • Terrell Mill Park redevelopment • Happy Hollow playground • Upper City Park shelters and restroom Debt Service The City Council’s Debt Management policy includes a goal that outstanding general obligation and tax increment revenue bonded debt not exceed 0.75% of total assessed property valuations. This follows financial best practices for Aaa rated communities. At the end of fiscal year 2020, outstanding debt is projected to be 1.1% of valuations. 25 The State of Iowa limits city debt to no more than 5 percent of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $68 million at fiscal year 2020 year-end, which is 1.1 percent of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 22 percent of the allowable level. Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30 percent of the total property tax levy. The fiscal year 2020 budget includes a debt service levy that is approximately 19 percent of the total levy. The budget includes a reduction in the debt service levy of $0.25. The chart below tracks outstanding general obligation and TIF revenue debt and outstanding debt as a percentage of total valuations. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has allowed the City to devote more financial resources to service delivery and fewer resources to interest payments. Recent early general obligation bond redemptions include $2.1 million in fiscal year 2016, $2.2 million in fiscal year 2017, and $5.5 million in fiscal year 2018. An additional $3.9 million is planned in fiscal year 2019. These early redemptions save the City a significant amount in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. FY12 FY13 FY14 FY15 FY16 FY17 FY18 *FY19 *FY20 *FY21 Debt (millions)75 61 67 62 58 67 67 68 68 67 % of Val 1.67%1.33%1.44%1.28%1.17%1.25%1.22%1.15%1.11%1.06% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% 1.80% 0 10 20 30 40 50 60 70 80 Millions of Dollars ($)General Bonded Debt Outstanding and Percent of Total Valuation 26 Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. These are non-budgetary funds and are an internal financing mechanism for operations such as vehicle replacement and information technology services. Expenditures made from these funds are charged back to departments. All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Looking Ahead This year’s budget was again developed with an understanding that revenue sources in future years will continue to be affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multifamily buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multifamily residential markets like Iowa City. Although we must remain cognizant of these revenue trends, the City is currently in a strong financial position. This budget adds more permanent resources and staff positions completing Strategic Plan initiatives than any other in recent fiscal years. While we must be mindful of revenue trends, especially property taxes, water revenues, and the road use tax, the City is in a position to devote significant funds to important initiatives and projects that support our community’s values. It cannot be understated how rare the flexibility to provide millions of dollars to affordable housing, historic preservation, and crisis services is for a city. This is being accomplished as we try to catch up on deferred road, facility, and park maintenance, adding staff to provide core services to a rapidly growing community, despite losing over $125 million in taxable value due to property tax reform. The ability to accomplish all of these goals simultaneously is exceptional and our community should be very proud. The capacity to fund these initiatives is the direct result of decades of prudent financial planning by City Councils and staff. The City’s enterprise funds are in stable condition, however, the drop in water revenue associated with the decreased water usage by Procter and Gamble will necessitate fee increases. The fiscal year 2020 budget includes a five percent water rate increase and an additional five percent increase is planned for the fiscal year 2021 budget. A fifty cent per month storm water fee increase is also included in the fiscal year 2020 budget. Refuse/recycling and landfill fees will need careful review in the coming years and may require rate increases to meet infrastructure and service demands. From a capital investment standpoint, the City needs to continue to focus on catching up with deferred maintenance on streets, in parks, and throughout our utility distribution system. At the same time, we must be ready for new opportunities such as the Riverfront Crossings Park and key road connections such as McCollister Boulevard. This is in addition to the important projects identified in the Bicycle and Parks Master Plans which are funded in the capital budget. 27 28 City of Iowa City Strategic Plan Strategic Plan and the Financial Plan This Three-Year Financial Plan for fiscal years 2019 through 2021 and the fiscal year 2020 budget were prepared with a strategic plan serving as a guide. In preparing the financial plan and budget, the City recognized the impact that funding decisions would have on future progress to the organization’s stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1.Maintain the City’s core municipal services at levels that meet or exceed community expectations and the City Council’s strategic plan goals, and 2.Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 3.Continue to strengthen the City’s strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. The following is a summary of the City Council’s strategic plan priorities and initiatives that was adopted by the City Council. Strategic Plan Priorities This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City. 1.Promote a Strong and Resilient Local Economy 2.Encourage a Vibrant and Walkable Urban Core 3.Foster Healthy Neighborhoods throughout the City 4.Maintain a Solid Financial Foundation 5.Enhance Community Engagement and Intergovernmental Relations 6.Promote Environmental Sustainability 7.Advance Social Justice and Racial Equity Strategic Plan Projects, Programs, Policies and Initiatives Promote a Strong and Resilient Local Economy •Undertake a comprehensive assessment of the current public transit system and implement changes to assure that the service best meets the needs of the entire community •Effectively market and grow the local food economy •Through cooperation with the Iowa City School District, Iowa Workforce Development, Kirkwood Community College, Iowa Works, and others, increase opportunities for marginalized populations and low-income individuals to obtain access to skills training and good jobs 29 • Work with Procter & Gamble and impacted supply chain companies, local economic development organizations, and labor unions to respond effectively to the company's decision to terminate its local production of beauty care products Encourage a Vibrant and Walkable Urban Core • Collaborate with the University of Iowa on its redevelopment of University-owned property located in the Riverfront Crossings District, and on improving the quality, accessibility, and use of the Iowa River Corridor • Preserve important parts of Iowa City's history by considering the designation of additional buildings as historic landmarks, and, by considering the creation of an historic preservation district for part of the downtown after consulting with stakeholders • Evaluate existing strategies and consider additional actions to address the need for reinvestment in the city’s existing private housing stock Foster Healthy Neighborhoods throughout the City • Modify the existing Affordable Housing Action Plan to include new strategies to improve the availability and affordability of housing in Iowa City • Embed the "Missing Middle" concept into the City's land development practices by adopting a Form Based Code for at least one (preferably two) of our neighborhoods • Ensure the next two budgets contain sufficient funds to make meaningful progress toward achieving the goals of the Bicycle Master Plan and Parks Master Plan • Complete an analysis of traffic accident data and identify actions to improve the safety of our roadways for motorists, bicyclists, and pedestrians Maintain a Solid Financial Foundation • Continue to monitor the impact of the 2013 property tax reform and evaluate alternative revenue sources as determined necessary • Continue to build the City’s Emergency Fund • Monitor potential changes to Moody’s rating criteria and maintain the City’s Aaa bond rating • Continue to reduce the City’s property tax levy • Maintain healthy fund balances throughout the City’s diverse operations Enhance Community Engagement and Intergovernmental Relations • Experiment with innovative ways of engaging with diverse populations in person and on social media • Improve collaborative problem-solving with governmental entities in the region on topics of shared interest • Improve relationships with the executive branch and legislature by reaching out to legislators and other elected officials and working with City lobbyists 30 Promote Environmental Sustainability • Adopt an effective Climate Action and Adaptation Plan and ensure the next two budgets contain sufficient funds to facilitate achieving its goal • Support efforts to increase the reach of the Parks and Recreation Foundation Advance Social Justice and Racial Equity • Support organizations and efforts that provide services to people experiencing and recovering from trauma and crisis related to mental health and substance abuse • Consider a policy to limit city business to vendors that pay all employees a wage of $10.10 or higher • Explore expanded use of a racial equity toolkit within City government, embedding it within city department and Council levels • Consider elevating hourly staff wages to $15/hour or more within two years Strategic Plan and STAR Starting in fiscal year 2018, the City Council’s Strategic Plan Priorities and Initiatives have been linked to the Sustainability Tools for Assessing and Rating Communities program (STAR) to measure progress in those areas of focus. STAR is the nation’s leading framework and certification program for evaluating local sustainability and encompasses social, economic and environmental performance measures. STAR helps communities evaluate their strengths and weaknesses across seven goal areas: • Built Environment: Achieve livability, choice, and access for all where people live, work, and play. • Climate and Energy: Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency. • Economy and Jobs: Empower vibrant, educated, connected, and diverse communities. • Education, Arts, and Community: Create equitably shared prosperity and access to quality jobs. • Equity and Empowerment: Ensure equity, inclusion, and access to opportunity for all citizens. • Health and Safety: Strengthen communities to be healthy, resilient and safe places for residents and businesses. • Natural Systems: Protect and restore the natural resource base upon which life depends. Within each of the above sustainability goals, there are between 6-7 Objectives. These 44 objectives are the core areas that contain evaluation measures and metrics. The table below depicts all of the STAR Objectives. 31 STAR Objectives within the Strategic Plan Priorities Most of the City’s strategic plan priorities align with one or more of the STAR’s 44 objectives, for instance housing affordability, local economy, civil & human rights, food access & nutrition, and greenhouse gas mitigation. Below is a summary of the STAR objectives and how they align with the City Council’s Strategic Plan Priorities. STAR objectives may be listed under more than one Strategic Plan Priority. 1. Promote a Strong and Resilient Local Economy • Infill & Redevelopment • Business Retention & Development • Green Market Development • Local Economy • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness 2. Encourage a Vibrant and Walkable Urban Core • Compact & Complete Communities • Infill & Redevelopment • Transportation Choices • Historic Preservation 32 3. Foster Healthy Neighborhoods throughout the City • Ambient Noise & Light • Community Water Systems • Compact & Complete Communities • Housing Affordability • Public Spaces • Transportation Choices • Community Cohesion • Historic Preservation • Equitable Services & Access • Active Living • Community Health & Health System • Emergency Prevention & Response • Food Access & Nutrition • Indoor Air Quality • Natural & Human Hazards • Safe Communities • Green Infrastructure • Outdoor Air Quality 4. Maintain a Solid Financial Foundation • Infill & Redevelopment • Business Retention & Development • Local Economy • Targeted Industry Development 5. Enhance Community Engagement and Intergovernmental Relations • Arts & Culture • Community Cohesion • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Human Service • Emergency Prevention & Response • Natural & Human Hazards • Safe Communities 6. Promote Environmental Sustainability • Community Water Systems • Public Spaces • Transportation Choices • Climate Adaptation • Greenhouse Gas Mitigation • Greening the Energy Supply • Industrial Sector Resource Efficiency • Resource Efficient Buildings • Resource Efficient Public Infrastructure • Waste Minimization • Green Market Development • Environmental Justice • Green Infrastructure • Invasive Species • Natural Resource Protection • Outdoor Air Quality • Water in the Environment • Working Lands 7. Advance Social Justice and Racial Equity • Housing Affordability • Quality Jobs & Living Wages • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Civil & Human Rights • Environmental Justice • Equitable Services & Access • Human Services • Poverty Prevention & Alleviation • Food Access & Nutrition 33 Strategic Plan, STAR, and Performance Measures As a participating community in STAR, the City is given a community rating that can be used to compare Iowa City against other participating communities. The STAR program identifies 516 separate measures across the 44 goals and objectives that they use to rate the participating communities. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Each City division has identified performance measures and/or STAR measures that align with their department’s goals and objectives. Within the division pages of each fund, these goals and objectives are then linked with the City Council’s Strategic Plan Priorities and the STAR program’s objectives, if applicable. STAR measures are identified with a star next to them. By linking the division performance and STAR measures and the Strategic Plan Priorities, a framework is created that aligns division activities with the Strategic Plan. Using the STAR program’s measures, it should also give the City Council and staff readily accessible data on many of the Strategic Plan Priorities. In addition, this framework gathers the necessary data and tracks the City’s progress in meeting the STAR program’s goals and objectives and subsequently, its community rating. In addition to adding new STAR performance measures in the division pages, a subset of 21 STAR outcomes can be found in the Statistics section of the Financial Plan. Residents will also be able to view these on an online dashboard on the STAR and Iowa City websites. STAR Community Rating The City of Iowa City was awarded a 4-STAR Community Rating for sustainability excellence by being formally certified in March of 2016. The city’s approved final score is 484.8, which qualifies Iowa City as a certified 4-STAR Community and the highest-scoring city in the State of Iowa. Iowa City was the fifth community in Iowa and the 47th nationwide to achieve certification from STAR Communities, a nonprofit organization that certifies sustainable communities. A community’s STAR Community Rating is granted for four calendar years from the date of certification. Upon the fourth anniversary of the community’s certification, the community must have completed the verification process and accepted a final verified score in order to maintain certification in the rating system. National Context for Iowa City’s Score Out of the certified 4-STAR communities, Iowa City’s score falls towards the high end of the pack. Iowa City’s STAR certification is a testament to the City’s commitment to creating a better community for all of its residents and will serve as a benchmark from which to move forward. 34 This graph above illustrates final scores of all Certified Communities as of June 2016. Iowa City’s comparative ranking is shown in red. The purpose of becoming a certified community is to understand best practices which a city can undertake to continuously improve. City staff attended a post-certification workshop in July 2016 to identify areas on which to focus improvement in the upcoming years which also align with the strategic plan. The workshop was facilitated by STAR staff, which provided a report summarizing Iowa City’s results. The graph above is a comparative analysis of Iowa City’s goal area scores which are marked with a blue diamond. The colored boxes represent the 25th-75th percentile of all certified community scores. This information is useful in to evaluate areas in which Iowa City could improve, such as in the Climate and Energy area, which is also a Strategic Plan Priority. The STAR framework provides a list of best practices in each of the goal areas that cities can implement. These were reviewed and discussed at the post-certification workshop. 35 City of Iowa City Other Planning Processes Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a strategy for realizing the vision and sets policies for the growth and development of specific geographic areas of the city. The Comprehensive Plan guides decisions on planning and development issues as they arise. The plan evolves as amendments are made. The plan divides the community into ten planning districts. Detailed plans will be conducted for each planning district to address the unique issues, features and goals of the different parts of the city. This process involves extensive citizen participation so that the people of Iowa City help determine the future of their community. Once adopted by the City Council, the district plans become part of the Iowa City Comprehensive Plan. Airport Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport and is updated every five years. Through implementation of the Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and FAA regulations. Fire Strategic Plan - The Iowa City Fire Department’s Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency’s members, individually and collectively, will carry out the agency’s mission. In the plan, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. Capital Improvement Plan – The five-year capital improvement program is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City’s financial strengths. The first year of the City’s five-year capital improvement plan is integrated into the City’s financial plan in the Capital Projects Fund section. Climate Action and Adaptation Plan – The plan is intended to define the community’s climate challenges, and the challenges and opportunities it faces in meeting climate and GHG reduction goals; serve as a mechanism to tie together the City’s sustainability initiatives, strategies and plans with the community’s goals; establish a set of climate action strategies, implementation plans and metrics for measuring progress, lowering community-wide greenhouse emissions and activating and engaging residents, businesses and institutions with positive actions and tangible benefits; and analyze implementation strategies using Iowa City’s equity toolkit in order to ensure benefits for all members of the community. Park Master Plan - The Iowa City Parks Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community’s unique parks 36 and recreation assets and identify new opportunities. The community-driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community’s parks system, outdoor recreation spaces and services. Natural Areas Master Plan - The Natural Areas Master Plan includes assessing ecological health of city-owned natural areas and developing a ten-year Master Plan for natural area improvements and maintenance that maximizes the ecological health and benefits of these areas. Iowa City Public Library Strategic Plan – The Library’s strategic plan establishes the library’s long range values, objectives, and goals. The plan also establishes three primary goals including connecting people to information essential for daily living and offering them opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater participation in community life; and contributing to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The library strategic plan is updated every five years. Long-Range Transportation Plan - The Long-Range Transportation Plan is the transportation vision for the community. The Long-Range Transportation Plan provides a basis for the programming of projects for all modes of federally-funded transportation. The Long-Range Transportation Plan is consistent with the land use plans of the City, is subject to a public comment process, and reflects priorities for the City that can be translated into politically and financially feasible transportation projects. The Federal requirement is that Long Range Plans are revised and adopted every five years. Iowa City Bicycle Master Plan - Iowa City has completed a Bicycle Master Plan that builds upon other City planning efforts to expand the role that bicycling plays in achieving the City’s stated goals for transportation, economic development, neighborhood livability, community identity, safety, environmental preservation, and health and wellness. The goal is to create a Bicycle Master Plan that identifies and prioritizes bicycle improvements based on existing conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa City gathered through public input. The plan will focus on identifying near- and long-term strategies and prioritized actions for increasing bicycle ridership, comfort, connectivity, and safety for bicyclists of all ages and abilities, creating a framework for expanding Iowa City’s bicycle network. This includes identifying a set of timely actions and improvements to achieve a Bicycle Friendly Community ‘Gold’ status. Facilities Space Needs Study and Master Plan - The plan primarily includes the visual observation and assessment of spaces and systems that comprise each of the City facilities involved, the understanding and prioritization (by facility) of facility space and system needs, recommendations for space and systems improvement (as determined necessary), and recommendations for improved facility energy efficiency (as needed). 37 General Information Form of Government The City has seven (7) Council members, who serve staggered, four-year terms. Four (4) Council members are "at-large" and are nominated by all voters and elected by all voters. Although the three (3) "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd-numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The City Council is the legislative body and makes all policy determinations for the City through the enactment of ordinances and resolutions. It also adopts a budget to determine how the City will obtain and spend its funds. The Council appoints members of boards, commissions and committees. The City Manager is the chief administrative officer for the City and is appointed by the City Council. The City Manager implements policy decisions of the City Council and enforces City ordinances. In addition, the City Manager appoints and directly supervises the directors of the City's operating departments and supervises the administration of the City's personnel system and further supervises the official conduct of City employees including their employment, training, compensation, reclassification, discipline and discharge. The City Manager also oversees administration of City contracts, execution of public improvements, as well as construction, improvement, and maintenance of all City facilities. The City Manager prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting recommendations and programs to the City Council. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes and the Iowa City City Code. The office publishes public notices, ordinances and minutes as required by law. The City Clerk's office assists 38 both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff and support for the Community Police Review Board. Community Profile Location & Transportation: The City serves as the County seat for Johnson County. The City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles west of the City of Davenport. The Iowa City Municipal Airport is a general aviation airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from downtown Iowa City is served by a number of national and regional air carriers. Rail service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The Iowa City Transit, Coralville Transit, and the University of Iowa’s Cambus system provides public transportation to the metropolitan area. 39 Iowa City by the Numbers: • Population 67,862 • Land Area 25.01 square miles • Average Persons Per Household 2.24 • Bachelor's Degree or Higher 58.6% • Average Temperature 50.0°F • Average High Temperature 59.6°F • Average Low Temperature 40.4°F • Average Precipitation 36.3" Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (November 2018) Iowa City: Best Of... Area Recognition & Accolades 2018 • Iowa City ranked #1 for Best College Town in America by Reviews.org • Iowa City ranked #7 for Fastest Growing Metros in the Midwest by Midwest Living • Iowa City ranked #4 Best Place to Live in America by Livability.com • Johnson County Ranked #1 ‘most Educated County in Iowa” by MSN.com • Iowa Ranked Best State in America by U.S. News and World Report • Iowa City earned the top score for municipal support of LGBTQ rights – Human Rights Campaign’s 2017 Municipality Equality Index Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 14,285 for the 2018-19 school year. The district operates twenty elementary schools, three junior high schools, two senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek – Amana Community School District, with certified enrollment of 2,382 for school year 2018-19. Iowa City is also home to Regina Catholic Education Center, a private Catholic institution, Willowind School, a private K-8 school, and Preucil School of Music, specializing in the Suzuki method of instruction. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. 40 Health Care: The City has top-notch health care with the University of Iowa Hospital and Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and represent more than 200 outpatient clinics and care areas. In addition to providing primary care, UIHC offers services in more than 200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy Iowa City is a regional referral center and community hospital serving southeast Iowa. Mercy services include heart and vascular care, orthopedic care, maternity care, cancer care, digestive services, general surgery, emergency care, and more. Culture: The City hosts a jazz festival each year that attracts music enthusiasts from both near and far. The annual Iowa Arts Festival features the state's best visual art, music, and food. Iowa City is also home to several community theaters, including Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater presents shows under the stars. Iowa City is also home to the recently restored historic Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa City the University of Iowa’s Hancher Auditorium showcases Broadway productions and other entertainment events. History: Iowa City was created by an act of Legislative Assembly of the Iowa Territory on January 21, 1839, fulfilling the desire of Governor Robert Lucas to move the capital out of Burlington and closer to the center of the territory. Commissioners Chauncey Swan and John Ronalds met on May 1, 1839, in the small settlement of Napoleon, south of present-day Iowa City, to select a site for the new capital city. The following day the commissioners selected a site on bluffs above the Iowa River north of Napoleon, placed a stake in the center of the proposed site and began planning the new capital city. By June of that year, the town had been platted and surveyed from Brown St. in the north to Burlington Street in the south, and from the Iowa River eastward to Governor Street. While Iowa City was selected as the territorial capital in 1839, it did not officially become the capital city until 1841; after construction on the capitol building had begun. The capitol building was completed in 1842, and the last four territorial legislatures and the first six Iowa General Assemblies met there until 1857, when the state capital was moved to Des Moines. 41 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 US -0.5%-2.7%2.2%1.4%2.0%1.5%2.2%2.5%1.5%2.2% Iowa -1.7%-2.1%2.1%1.9%3.5%0.8%2.6%1.3%0.9%0.3% Iowa City 0.9%0.1%2.8%3.3%3.0%3.8%2.9%0.3%0.7%0.5% -4.0% -3.0% -2.0% -1.0% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% GDP Trends Annual Percent Change Economic Overview The national economy continues to move toward recovery after one of the deepest recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in thirty-two of the last quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) Iowa City’s economy has fared better than the state as a whole during the economic downturn. While Iowa City’s unemployment rate has returned to pre-2008 levels, it continues to remain well below state and national levels. As of February 2019 (preliminary), the Iowa City Metropolitan Statistical Area (MSA) was the second lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 National 9.3%9.6%8.9%8.1%7.4%6.2%5.3%4.9%4.4%3.9% Iowa 6.4%6.0%5.5%5.0%4.7%4.3%3.8%3.7%3.1%2.5% Iowa City 4.6%4.3%4.1%3.8%3.5%3.1%2.7%2.7%2.5%2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% Unemployment Rates 42 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 Assessed $4,371 $4,439 $4,532 $4,581 $4,748 $4,863 $5,257 $5,400 $5,810 $6,028 % Change, Assessed 1.29%1.56%2.10%1.09%3.64%2.42%8.11%2.71%7.59%3.75% Taxable $2,712 $2,800 $2,913 $2,989 $3,090 $3,136 $3,376 $3,501 $3,704 $3,880 % Change, Taxable 2.96%3.25%4.03%2.63%3.37%1.49%7.67%3.69%5.80%4.75% $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 Assessed & Taxable Property Valuations* in millions FY11 FY12 FY13 FY14 FY16 FY17 FY18 FY19 FY20 Rollback 47%49%51%53%56%56%57%56%57% 38% 40% 42% 44% 46% 48% 50% 52% 54% 56% 58%Taxable Percentage of Home Value The growth in assessed property value has averaged 3.43% over the last ten years. The growth in taxable value has averaged 3.96% in that same timeframe and has been in part by increases in the state-mandated “rollback”; a higher percentage of residential properties’ value is taxable. *Assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities and Taxable valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property’s value that is taxable, known as the assessment limitation order or “rollback”. This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties’ assessed value that is taxable hit a low point in FY09, when forty- four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years and remanded constant over the last two years. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi-unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax base. 43 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Permits 807 688 784 738 716 715 703 645 794 718 Value $75 $96 $82 $169 $185 $153 $138 $388 $217 $193 $0 $40$80 $120 $160$200 $240 $280$320 $360 $400 Building Permits Value in millions FY09 FY10 FY11 FY12 FY13 FY14 *FY15 FY16 FY17 FY18 Hotel/Motel $752 $667 $746 $814 $834 $967 $1,057$1,079$1,137$1,046 % Change 3.92%-11.3911.84%9.17%2.51%15.91%9.34%2.02%5.37%5.37% $0 $200 $400 $600 $800 $1,000 $1,200 Hotel/Motel Tax Revenue in thousands FY11 FY12 FY13 FY14*FY15 FY16 FY17 FY18 Fee Revenue $725 $826 $881 $1,031 $902 $874 $939 $976 % Change 13.92%6.58%17.06%-12.51%-3.04%7.45%3.94% $0 $200 $400 $600 $800 $1,000 $1,200 Utility Franchise Fee Revenue in thousands Though the value of building permits issued reached a significant all-time high of $388 million in 2016, the value of building permits dropped to $193 million in 2018, with the ten-year average at $170 million. One measure of local economic health is hotel/motel tax receipts. The City uses hotel/motel tax receipts to augment funds for public safety, parks & recreation services, and the Convention & Visitors Bureau. Generating revenue from non-Iowa City residents reduces the tax burden on residents. Fiscal year 2018 revenues are down due to the old Sheraton/The Graduate being down for renovation for several months. *FY14 is first period reported on an accrual bases. In 2009, the State of Iowa enacted legislation establishing cities’ right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City City Council passed and approved an ordinance establishing a one percent (1%) tax. Of the $976,000 for FY2018, $576,000 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right-of-ways. *FY14 is first period reported on an accrual bases. 44 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 State of IA 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 Kirkwood 0.840 0.926 0.999 1.079 1.065 1.058 1.061 1.080 1.132 1.204 Johnson Co.7.708 7.540 7.320 7.075 7.077 7.077 7.228 7.093 7.179 6.839 ICCSD 14.191 14.690 14.591 14.073 13.688 13.699 13.868 13.989 13.959 14.856 IC Levy Rate 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183 IC % of Total 44.0%43.4%43.8%43.7%43.5%43.4%42.9%42.8%42.3%41.4% 40.0% 40.5% 41.0% 41.5% 42.0% 42.5% 43.0% 43.5% 44.0% 44.5% $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 City of Iowa City Direct and Overlapping Levy Rates FY09 FY10 FY11 FY12 FY13 FY14*FY15 FY16 FY17 FY18 Total $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412 $5,368 5499 % Change -10.1%1.4%13.2%30.3%4.9%13.3%0.2%-2.5%-0.8%2.4% Supplemental $35 $37 $51 $58 $69 $66 $70 $63 $21 $18 MFPRSI $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794 $2,691 $2,770 IPERS $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555 $2,656 $2,711 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 City Pension Contributions in thousands FY10 FY11 FY12 FY13 FY15 FY16 FY17 FY18 FY19 FY20 IPERS 6.65%6.95%8.07%8.67%8.93%8.93%8.93%8.93%9.44%9.44% MFPRSI 17.00%19.90%24.76%26.12%30.41%27.77%25.92%25.68%26.02%24.41% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% City Pension Contribution Rates Iowa City’s levy rate dropped approximately nine- tenths of a percent (1.5 %) in FY2019. Iowa City’s FY2020 levy rate totals $15.833; this represents a decline of two and two-tenths of a percent (2.2%). The rates of overlapping jurisdictions are not certified as of this publication. City pension contributions has grown six of the last eight years at a rapid pace, except FY17 and FY16 contributions that were a decrease of eight-tenths of a percent (.8%) and two and five-tenths of a percent (2.5%), respectively. *FY14 is first period reported on an accrual bases. MFPRSI employee contributions are set by statute, currently nine and four-tenths percent (9.4%). City contributions are determined by the system’s actuary. IPERS City and employee contributions are currently a sixty/forty split (60/40), with the City paying sixty percent of total contributions. 45 CITY COUNCIL ELECTED APPOINTEDCOMMUNITY CITY ATTORNEY City AƩ orney • City AƩ orney CITY MANAGER City Manager • City Manager • CommunicaƟ ons Offi ce • Human Resources • Human Rights • Economic Development AIRPORT COMMISSION Airport • Airport OperaƟ ons LIBRARY BOARD Library • Library OperaƟ ons • Library FoundaƟ on CITY CLERK City Clerk • City Clerk City of Iowa City OrganizaƟ on Chart Finance • AdministraƟ on • AccounƟ ng • Purchasing • Revenue • Risk Management • InformaƟ on Technology Services Fire • AdministraƟ on • Emergency OperaƟ ons • Fire PrevenƟ on • Training Neighborhood & Development Services • AdministraƟ on • Development Services • Neighborhood Services • Metropolitan Planning OrganizaƟ on of Johnson County Public Works • AdministraƟ on • Engineering • Streets • Wastewater • Water • Resource Management • Equipment Parks & RecreaƟ on • AdministraƟ on • RecreaƟ on • Park Maintenance • Cemetery TransportaƟ on Services • AdministraƟ on • Parking • Public TransportaƟ on Police • AdministraƟ on • Support Services • Field OperaƟ ons Senior Center • Senior Center OperaƟ ons Departments & Divisions 46 City Clerk: Kellie Fruehling Office Location: 410 E. Washington St. Phone: (319) 356-5043 Boards and Commissions: The Community Police Review Board, based on a community initiative, was established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing the community’s views on the policies, practices and procedures of the Iowa City Police Department. City Clerk Personnel: FY2018 FY2019 FY2020 Total FTEs 4.00 4.00 4.00 CITY CLERK MISSION STATEMENT The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. DEPARTMENT DESCRIPTION The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff support for the Community Police Review Board (CPRB). 47 City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319) 356-5030 City Attorney Personnel: FY2018 FY2019 FY2020 Total FTEs 5.50 5.50 5.50 CITY ATTORNEY MISSION STATEMENT The City Attorney’s Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. 48 City Manager: Geoff Fruin Office Location: 410 E. Washington St. Phone: (319) 356-5010 CITY MANAGER MISSION STATEMENT The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City’s operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City’s citizens, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. DEPARTMENT DESCRIPTION The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City’s day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of all City departments and advises the City Council on matters relating to planning, development, and municipal operations. The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media efforts and informational and promotional campaigns for the City, maintains the City’s website and intranet, utilizes social media to promote City events and programs, and supervises the Cable Television activities. The Human Resources division provides services in the areas of employee & labor relations, collective bargaining, civil service compliance, employee benefits administration, recruitment of prospective employees, personnel policy development & administration, and administration of applicable employment laws. The Human Rights division enforces antidiscrimination laws, conducts trainings, and serves as staff to the Human Rights Commission. The Economic Development division researches, compiles, and analyzes demographic and economic data in order to recommend, implement, and advocate policies and programs designed to further the economic development of Iowa City. Staff members work closely with City Manager’s Office Divisions General Fund: • City Manager • Communications Office • Human Resources • Human Rights • Economic Development 49 the Chamber of Commerce, Iowa City Area Development Group (ICAD), University of Iowa, and others in promoting the City as a viable business location. They assist developers and prospective companies with commercial and industrial development projects. Staff advises the City Council, boards and commissions regarding economic development projects and proposals. Boards and Commissions: The Human Rights commission’s duties include: 1. Disseminating information to educate the public on illegal discrimination and civil rights, such as organizing and facilitating educational public forums that address one or more of the broad range of topics included within the rubric of human rights 2. Making recommendations to the City Council for such further legislation concerning discrimination as it may deem necessary and desirable 3. Cooperating within the limits of any appropriations made for its operation with other agencies or organizations both public and private whose purposes are not inconsistent with those of Title 2 of the City Code (Human Rights Ordinance) 4. Planning programs and activities designed to eliminate racial, religious, cultural and other intergroup tensions including but not limited to sex, color, creed, disability, gender identity, sexual orientation, marital status, age and national origin. The Civil Service Commission approves all entrance and promotional examinations used by the City of Iowa City for civil service positions; holds appeal hearings involving the suspension, demotion, or discharge of employees holding civil service rights. Ascertains to the best of its ability the facts of the case to determine matters involving the rights of civil service employees and may affirm, modify, or reverse any case on its merits per Chapter 400 of the Code of Iowa. The Telecommunications Commission serves as a review board to resolve disputes between any subscriber or potential subscriber and the cable company; reviews and audits reports by the cable company to the City as required by the Cable Television Ordinance; works with the public, the media, the City, and the cable company for the purpose of making recommendations on various issues; monitors and promotes community programming and the use of the local access channels by a wide range of individuals, institutions, and organizations; informs and educates citizens on matters related to cable TV and other communications systems; and monitors and reviews State and Federal legislative and regulatory action or change. City Manager Personnel: FY2018* FY2019 FY2020 Total FTEs 15.00 15.00 15.00 *Note - In fiscal year 2018, the Economic Development division was moved from the Neighborhood & Development Services Department to the City Manager’s Office. 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: FY2018 FY2019 FY2020 Total FTE’s 35.78 34.93 34.93 The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Purchasing division provides quality service to City departments, protects the City’s legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. This division also operates the Central Services Internal Service Fund that manages the City’s mail and copier operations and other central functions. The Revenue division is responsible for the customer service, billing, and collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The Risk Management division is responsible for managing the City’s property and casualty risks and selecting prudent and cost effective solutions to minimize the financial impact of losses to the City. Risk Management also coordinates the City’s safety and OSHA programs. The Information Technology Service (ITS) division provides server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. 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: FY2018 FY2019 FY2020 Total FTEs 105.00 107.00 107.00 The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. 54 FIRE DEPARTMENT Fire Chief: John Grier Administrative Office Location: 410 E. Washington Street Phone (Administration/non-emergency): (319) 356-5260 Fire Department Divisions General Fund: • Fire Administration • Emergency Operations • Fire Prevention • Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and hazardous materials emergency response to approximately 68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous Materials Response Team, and Special Operations Response Team. The department is organized into four functional program divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 55 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride-along program, the Safety Village, and is a co-leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. The department’s community-driven strategic plan for fire protection services will guide the department’s path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2013. The reaccreditation process is currently underway. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 5,000 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Training Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and hazardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: FY2018 FY2019 FY2020 Total FTE’s 64.00 64.00 64.00 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: FY2018 FY2019 FY2020 Total FTEs 43.75 44.00 45.50 The Park Maintenance division oversees the maintenance of the City’s green space, natural areas, and 50 designated parks. Duties include: cleaning, repairing, and maintaining park shelters; mowing, snow and ice removal; and repair of park fixtures such as picnic tables and garbage racks. Staff also assist organized sports groups through the operation of lighting and irrigation systems. Staff prepare community gardens, manage dog parks, and the City’s disc golf course, among others. This division also oversees Forestry maintenance operations. The Cemetery Operations division occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date. Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist family members and funeral homes regarding funeral arrangements, manage billing and maintain records, and assist with genealogy requests. 58 Library Director:Elsworth Carman Location:123 South Linn Street Phone:(319) 356-5200 LIBRARY ICPL Hours of Operation: Mon-Thurs: 10 am – 9 pm Friday: 10 am – 8 pm Saturday: 10 am – 6 pm Sunday: 12 pm – 5 pm MISSION STATEMENT The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas, and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: intellectual freedom, excellence in customer service, community building, working collaboratively, minimizing barriers to use, providing a welcoming environment, and a well-trained staff. DEPARTMENT DESCRIPTION The Iowa City Public Library is the busiest public library building in the state of Iowa, with over 730,000 visitors in FY18. Library programs were attended by over 69,000 people. A bookmobile provides outreach services with regular stops four days a week. Technology support includes public access computers, access to wi-fi, and a digital media lab. Online access at www.icpl.org makes collections and information available 24/7. Iowa City Public Library Divisions: General Fund: •Library Operations •Library Foundation 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: FY2018 FY2019 FY2020 Total FTEs 46.17 46.17 46.05 The Library is governed by a semi-autonomous nine-member board of trustees; which is empowered by state law and city ordinance to set policy, determine goals and objectives, direct the use of monies appropriated or gifted to the Library, and to employ staff. Services are offered to residents of Iowa City and, through contract, residents of University Heights, Hills, Lone Tree, and rural Johnson County. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. Approximately 82% of funding comes from Iowa City tax support which includes a voter approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include contracts for service, library fines, gifts, and building rent. The Iowa City Public Library is separated into two budgetary divisions: Library Operations and the Library Foundation. Operations accounts for Library programs, services, materials, and building maintenance. The Library Foundation’s budget accounts for personnel costs in the Iowa City Public Library Friends Foundation Development Office. These expenditures are fully reimbursed by the Foundation. 6060 Senior Center Coordinator: LaTasha DeLoach Location: 28 South Linn Street Phone: (319) 356-5220 SENIOR CENTER Senior Center Hours of Operation: Business Hours Extended Member Hours 8 AM - 5 PM, 7 AM – 7 PM, Monday – Friday Monday - Thursday 7 AM – 5 PM, Friday Building hours are 10:30 AM – 1:30 PM, often extended to Saturday & Sunday accommodate evening and weekend programming. Please see Calendar of Events for program schedule. MISSION STATEMENT The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. DEPARTMENT DESCRIPTION Establishing social connections, keeping active physically and mentally, and maintaining contact with the community are cornerstones of optimal aging, and they are what we do best at The Center. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. 6161 Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three-year terms. Six members are appointed by the City Council. The seventh at-large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role with regard to the needs of older adults; and assist the City Manager in the evaluation of personnel. Senior Center Personnel: FY2018 FY2019 FY2020 Total FTEs 7.00 7.00 7.00 Keeping Active, Physically and Mentally • Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. • Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person’s life. Maintaining Contact with the Community • Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. • The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. 6262 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 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, 64 nonprofit organizations and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. This activity also oversees the following programs budgeted in the Special Revenue Funds: • The Community Development Block Grant (CDBG) program and CDBG Rehab are federally funded programs for community and economic development. Staff makes assessments of community employment opportunities, housing, and services for low and moderate income residents, and use CDBG funds to fulfill identified needs. • The HOME Investment Partnership program is a federally funded program through the US Department of Housing & Urban Development (HUD). The program provides safe, decent, affordable housing. Neighborhood Outreach supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this activity seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. Housing Inspection inspects more than 18,000 rental units biannually, working with property owners, managers, and tenants to ensure conformance with the Iowa City Housing Code. Code language establishes minimum health and safety standards considered necessary to protect and promote the welfare of tenants and the general public. This activity also enforces zoning ordinances and responds to complaints of nuisance-related ordinance violations. Human Services makes annual allocations to the area’s human service agencies. Staff coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing recommendations for the allocation of these funds. The Iowa City Housing Authority (ICHA) acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide: Information & Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also manages the operations of the Peninsula Apartments reported in the Special Revenue Funds – Peninsula Apartments Fund. 65 Metropolitan Planning Organization of Johnson County (MPOJC) The MPOJC is the County-wide planning organization for Johnson County, Iowa. Assistance is provided to MPOJC member agencies in three specific program areas: transportation planning, transportation assistance to small communities, and general human service issues. Boards and Commissions: • The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. • The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget. • Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Neighborhood Services division and makes recommendations regarding the use of public funds to meet the needs of low and moderate income residents. The Commission also seeks public participation in assessing needs and identifying strategies to meet these needs. • The Board of Appeals holds appeal hearings on and determines the suitability of alternate materials and methods of construction and to provide for reasonable interpretation of the International Building Code, International Residential Uniform Plumbing Code, National Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building Code and the Iowa City Housing Code. Neighborhood & Development Services Personnel: FY2018* FY2019 FY2020 Total FTEs 39.93 42.43 42.43 Neighborhood & Development Services was a new department beginning in fiscal year 2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. * In fiscal year 2018, the Economic Development division was moved from the Neighborhood & Development Services Department to the City Manager’s Office. 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. 6767 Public Works Personnel: FY2018* FY2019 FY2020 Total FTEs 151.50 152.76 155.76 *Note – In FY2018 the Refuse Collection and Landfill activities returned to the Public Works Department. The Streets Operations division is funded by the Road Use Tax. The Streets Division is responsible for the maintenance of the City's street system. The work duties include maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf vacuum program and snow plowing. The Wastewater Treatment division ensures the public health and safety of the citizens of Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The division provides proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plants, and the local environment. The division is supported primarily through user fees. The Water division is responsible for maintaining clean, safe drinking water for the community. Because of the many water sources on two water well sites, Iowa City has the ability to provide an excellent blend of high quality water as well as an abundant capacity. The division produces and distributes high quality water in a quantity sufficient to meet the residential, commercial, industrial, and firefighting needs of the City. The division is supported primarily through user fees. Resource Management oversees Refuse Collection and Landfill activities. Refuse Collection activities protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The activity is supported primarily through user fees. The Landfill serves Johnson County, Kalona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The activity is supported primarily through user fees. The Equipment division provides repair, preventive maintenance and equipment management services for all major City-owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Equipment Division, along with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment. The division operates as an internal service fund and is supported through chargebacks to City divisions. 6868 Transportation Services Director: Darian Nagle-Gamm Parking Office Location: 335 Iowa Avenue Phone: (319) 356-5096 Transit Office Location: 1200 South Riverside Dr. Phone: (319) 356-5151 www.ebongo.org TRANSPORTATION SERVICES Transportation Services Department Divisions: General Fund: • Administration Enterprise Funds: • Parking • Public Transportation MISSION STATEMENT The Iowa City Transportation Services Department is committed to providing convenient, safe and courteous service to the citizens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation Services Department manages the City’s Parking and Public Transportation divisions. All divisions are self-supporting enterprise funds with the exception of the Administration division that is located in the General Fund. The Public Transportation division was transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013. The Administration division manages the activities of the two divisions and also oversees the Central Business District maintenance operations. The Parking division consists of Administration, On-street, Parking Lot, and Parking Ramp operations. The division oversees the operation of four parking structures with 2,486 off-street spaces, 1,302 on-street and surface parking lot spaces, and 148 designated motorcycle/scooter spaces. 69 Transportation Services Personnel: FY2018* FY2019 FY2020 Total FTEs 76.26 74.76 73.01 *Note – In fiscal year 2018, the Refuse Collection and Landfill activities were moved out of Transportation Services and into the Public Works Department. The Public Transportation division consists of Administration, Transit Operations, Fleet Maintenance, and Court Street Transportation Center management. The division operates and maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with Johnson County SEATS for paratransit service. The Court Street Transportation Center is maintained and operated by the Transit Division. 7070 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. 7171 The Airport Zoning Commission’s duties are: 1. To recommend amendments to the current Iowa City Airport Zoning regulations, including the repeal thereof. 2. To recommend the adoption of new Airport Zoning regulations. The Airport Zoning Board of Adjustment’s duties are: 1. To hear and decide appeals where it is alleged there is an error in any order, requirement, decision or determination made by an administrative official in the enforcement of the Airport Zoning Chapter. 2. To hear and decide special exceptions to the terms of the Airport Zoning Chapter upon which such board is required to pass under the Airport Zoning Chapter. 3. To authorize upon appeal in specific cases such variance from the terms of the Airport Zoning Chapter as will not be contrary to the public interest, where owing to special conditions a literal enforcement of the provisions of the Airport Zoning Chapter will result in unnecessary hardship, and so that the spirit of the Airport Zoning Chapter shall be observed and substantial justice done. Airport Personnel: FY2018 FY2019 FY2020 Total FTEs 1.00 1.00 1.00 7272 Non-Budgetary Funds General Fund Special Revenue Funds Debt Service Fund Enterprise Funds Capital Projects Fund Internal Service Funds General (10**)CDBG (2100)Debt Service (50**)Parking (710*)Capital Projects Equipment (810*) HOME Grant (2110)Transit (715*)Risk Management (8200) Road Use Tax (2200)Wastewater (720*) Information Technology Services (830*) Other Shared Revenues (2300)Water (730*)Central Services (8400) Metro Planning Organization of Johnson County (2350) Refuse Collection (7400) Health Insurance (8500) Employee Benefits (2400)Landfill (750*)Dental Insurance (8600) Affordable Housing (2500)Airport (7600) Peninsula Apartments (2510)Storm Water (7700)Agency Funds Tax Increment Financing (26**) Housing Authority (79**)Project Green (9102) Self-Supporting Municipal Improvement District (2820) Major funds City of Iowa City Budgetary Fund Structure Budgetary Funds 7373 BUDGETARY FUND STRUCTURE A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Governmental Funds • The General Fund is the City’s primary operating fund and includes activities in the following program areas: general government, public works, public safety, culture and recreation, community and economic development, and health and social services. • Special Revenue funds account for proceeds from specific sources (other than those accounted for within capital projects funds) which are usually required by law or regulation to be accounted for in separate funds and to be expended for specific purposes. Examples include the employee benefits tax levy; Community Development Block Grant (CDBG) funding, Road Use Tax receipts; membership contributions to the Metropolitan Planning Organization of Johnson County, taxes generated for a Self-Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts. • The Debt Service Fund accounts for principal and interest payments on the City’s general long-term debt. Funding is provided by the debt service property tax levy, transfers from Tax Increment Financing, and loan repayments. • Capital Project funds account for the acquisition and/or construction of major facilities and assets in excess of $25,000. • Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City’s only permanent fund, the Cemetery Perpetual Care Fund, was merged into the General Fund in fiscal year 2017. Proprietary Funds • Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and Storm Water. The Airport and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Housing Authority’s primary funding source is through the Department of Housing and Urban Development (HUD)’s federal grant and voucher programs. The Transit and Airport funds both receive an operating subsidy from the General Fund. 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. 7575 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 7676 CDBG Fund Affordable Housing Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services HOME Grant Fund Peninsula Apartments Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services Road Use Tax Fund Tax Increment Financing Fund Public Works Finance Streets Operations Finance Administration Other Shared Revenues Fund SSMID - Downtown Neighborhood & Development Services Finance Neighborhood Services Finance Administration Metro Planning Organization of Johnson County Neighborhood & Development Services Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration Departments & Divisions by Fund Special Revenue Funds 7777 Parking Fund Airport Fund Transportation Services Airport Parking Operations Airport Operations Transit Fund Storm Water Fund Transportation Services Public Works Public Transportation Engineering Services Wastewater Fund Refuse Collection Fund Public Works Public Works Wastewater Operations Resource Management Water Fund Housing Authority Fund Public Works Neighborhood & Development Services Water Operations Neighborhood Services Landfill Fund Public Works Resource Management Equipment Fund Central Services Fund Public Works Finance Equipment Services Purchasing Risk Management Reserve Health Insurance Reserve Finance Finance Risk Management Finance Administration Information Technology Services Fund Dental Insurance Reserve Finance Finance Information Technology Services Finance Administration Departments & Divisions by Fund Enterprise Funds Internal Service Funds 7878 FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) F Y 2 0 2 0 PREPARATION OF THE FINANCIAL PLAN Introduction This Three-Year Financial Plan is for fiscal years 2019 through 2021. The Financial Plan includes the current year revised budget (fiscal year 2019), the one-year annual budget as required by Iowa Code (fiscal year 2020), and provides an additional projection year (fiscal year 2021) as a planning tool. The City’s fiscal year begins on July 1 and ends June 30. The purpose of the overview is to disclose the basis on which the financial plan has been prepared. The role of a government's operating budget differs from that of a private business. Budgets are an important internal planning tool for business, but they also play an external role for governmental entities. A multi-year financial plan informs parties inside and outside government of future objectives and provision of services to its constituents. The Three-Year Financial Plan also permits a more comprehensive review of the City’s financial condition, allowing analysis of current and future needs and requirements. During preparation of the plan, careful review is made of property tax levy rates, utility and user fee requirements, ending cash balances by fund, debt service obligations, bond financing needs, capital outlay for equipment purchases, and major capital improvement projects. Long range financial plans are developed for all major funds, debt service obligations, capital improvement projects, and other areas that have been identified as areas of risk, need, or general prudence. This document contains operating budgets for the governmental funds: general, special revenue, debt service, capital project and permanent funds. It also includes budgets for the proprietary funds: enterprise and internal service funds. Internal service fund activities are considered non-budgetary in that they are not formally appropriated, reported to the State of Iowa, or included in the adopted budget resolution approved by City Council each year. This is in accordance with the State’s filing requirements. Budget projections are summarized by major revenue and expenditure categories within each division. A separate multi-year Capital Improvements Program (CIP) shows projected capital revenues and expenditures for years 2019 through 2023. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City’s fiscal year 2020 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2020 budget is similar to the accounting basis used in the City’s Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of administrative chargebacks, UniverCity property and loans, interfund loans, loan repayments, and same fund transfers. All of the City’s governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) 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 for the government-wide financial statements and the proprietary fund statements. The government-wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City’s CAFR. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department Directors on whether any changes in level of service can be factored into the proposed financial plan. This is done before the actual budget process starts. Changes to the financial plan are done annually during the budget process. All revenue and expenditure estimates are re-evaluated and revised if necessary. In August each year, the Finance Department meets with Department Directors and Division Heads to review and discuss their goals and performance measures. These are reviewed against the City’s long-term strategic plan and updated as necessary. The Finance Department then collects the data from each division and prepares the performance measurement results. Also in August, the City Council holds a work session to discuss their budget goals and priorities for the upcoming year. In September, forms and instructions are delivered to departments for the annual update to the Five-Year Capital Improvement Program. The status of prior year projects is reviewed as well as the long-term debt projections. Updates to projects already in the Program, requests for new projects including their cost estimate, availability of outside funding sources, operating impact, and rating score are submitted by departments. In early October, Department Directors and Division Heads are able to access their respective budget projections. They can make adjustments to their operating budget during this time. The Finance Department compiles salary projections, history of each department/division’s actual line item expenditures, and projected revenues and costs covered by the Financial Plan. (The Finance Department projects revenues individually and uses a combination of inflation factors and individual costs to project expenditures.) During October, the Finance Department produces the preliminary Capital Improvement Program. This is reviewed through a series of meetings by a Capital Project Review Committee and modifications are made based on project timing and coordination, community development, funding availability, and other factors. In late October, budget entry is restricted and only accessible to the Finance Department, and the Finance Department issues the proposed Five-Year Capital Improvement Program. 82 In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. All budget forms and adjustments are forwarded to the City Manager. By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. The proposed Five-Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The proposed Financial Plan document is then printed. City Council reviews the proposed Financial Plan document during the month of January. In February, the proposed Financial Plan document and a memo of City Council’s changes are presented to the public. A notice of public hearing is published at least ten days but not more than 20 days prior to the final adoption. In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program are adopted by the City Council following a public hearing. The State of Iowa requires a one-year budget be adopted by March 15 of each year. The applicable year in Iowa City’s Three-Year Financial Plan is adopted as the annual budget to satisfy State requirements. If increases to service rates or charges are included as part of the next year’s budget, those rate changes are then adopted in March following adoption of the budget. Amending the Adopted Budget Budget amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, and the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be ‘carried-forward’ or re-appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department’s budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department’s budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity’s budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. 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 – August 31, 2018 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. August 21, 2018 City Council work session discussion regarding fiscal year 2020 budget goals. August 31, 2018 Capital Improvement Program forms and instructions are distributed to departments. September 21, 2018 Capital Improvement Program forms are due to the Finance Department. September 26, 2018 At the department staff meeting, directors will review fiscal policies and priorities, present special budget issues, distribute budget manuals, and instruct staff on budget preparation process and schedule. September 27 – October 19, 2018 Munis system is available for departments to enter fiscal year 2020 line item budgets, add fiscal year 2020 budget requests for each activity, and amend fiscal year 2019 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 5, 2018 Finance Department produces preliminary Five-Year Capital Improvement Program with project rankings. October 10, 2018 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 19, 2018 Department directors deliver budget summary to City Manager’s office and Finance Department. Munis financial system is closed for departmental updates. Finance Department produces amended Five-Year Capital Improvement Program with updated project rankings. October 25, 2018 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 29 – November 16, 2018 City Manager and Finance Director meet with each department to discuss their divisions’ fiscal year 2020 budget requests and submittals, fiscal year 2019 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. 85 November 17 – November 30, 2018 City Manager’s office reviews budget requests to determine budget issues and discussion items; a comprehensive summary of significant budget issues is prepared. The Finance Department combines budget requests and long range financial plans, and prepares financial summaries. December 7, 2018 City Manager and Finance Department finalize departmental fiscal year 2020 budget requests, fiscal year 2019 revised budgets, Five-Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 21, 2018 Preliminary City budget document including the Three-Year Financial Plan, the Five- Year Capital Improvement Program, and division goals and performance measures is distributed to City Council. January 5 – February 5, 2019 City Manager and City Council discuss budget process overview, budget environment, proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 19, 2019 City Council approves notices of public hearing on the proposed fiscal year 2020 budget and the fiscal year 2019 revised budget. February 22, 2019 Publication of notice of public hearing on the proposed fiscal year 2020 budget and revised fiscal year 2019 budget. City budget made available for public inspection at city hall and library. March 12, 2019 Following public hearings, the fiscal year 2020 budget, the Three-Year Financial Plan, the Five-Year Capital Improvement Program, and the fiscal year 2019 revised budget are adopted by City Council. March 15, 2019 Adopted fiscal year 2020 budget and fiscal year 2019 revised budget are certified with Johnson County Auditor. March 19, 2019 City Council sets the hearings for service fee and rate changes for fiscal year 2020, if necessary. July 1, 2019 New fiscal year begins. 8686 FINANCIAL AND FISCAL POLICIES The City of Iowa City's financial policies set forth the basic framework for the overall fiscal management of the City. These policies assist the decision-making process of the City Council. These policies provide guidelines for evaluating both current activities and proposals for future programs. Most of the policies represent long-standing principles, traditions and practices, and follow generally accepted accounting principles which have guided the City in the past and have helped maintain financial stability. OPERATING BUDGET POLICIES ▪ The City will prepare an annual balanced budget for all operating funds. A balanced budget is one that has revenues sufficient to equal expenditures. ▪ The City will maintain a budgetary control system to ensure adherence to the budget and will prepare quarterly reports comparing actual revenues and expenditures to budget. ▪ Operating budgets are established on a fund/department/division/activity basis. ▪ A contingency account will be maintained in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected increases in service delivery costs, budgeted annually, at approximately one percent of expenditures and transfers out. • Budget amendments may be submitted twice per year and require approval of the Department Director, the Finance Director, and the City Manager. The City Council formally reviews and approves all budget amendments processed by staff twice per year – once in the late summer/early fall and once in the spring. 1) Increases or amendments to operating budgets are made only in the following situations: • emergency situations • transfer from contingency • expenditures with offsetting revenues or fund balance • carry-over of prior year budget authority for expenses that had not been incurred as of the end of the fiscal year. 2) Emergency Reserve funds will be transferred to operations for the following purposes: • to provide natural or other disaster response or mitigation funding/interim loans • to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance • to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes • to avoid any defaults from the payment of long term or bonded debts • to assist in the rehabilitation or replacement of fully depreciated or outdated municipal buildings and facilities to avoid the issuance of long-term debt • for any other financial emergencies declared by the City Council 8787 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. 8888 • 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 8989 Optimize Energy Performance credit. ▪ Applications for TIF support for downtown projects must indicate how the proposed project will help fulfill the overall vision of the downtown portion of the Downtown and Riverfront Crossings Plan, while encouraging appropriate infill redevelopment with a mix of building uses. Building heights must conform to the Desired Heights map in the Plan or provide exceptional public benefits to be considered otherwise. The provisions of this section will apply until a Downtown Form-Based Code or urban design plan is adopted. ▪ Properties in the downtown area are designated one of four ways in relation to historic preservation and affect whether a project may be eligible for TIF. More detail is available on this policy. ▪ TIF projects in any urban renewal area with a residential component as part of the project must provide a minimum of 15% of the units as affordable to tenants at or below 60% AMI (area median income). If those housing units are for sale, units will be targeted to households at or below 110% AMI. ▪ The City will not contract with or provide any economic development incentives to any person or entity who has participated in wage theft by violation of the Iowa Wage Payment Collection law, the Iowa Minimum Wage Act, the Federal Fair Labor Standards Act (FLSA) or any comparable state statute or local ordinance, which governs the payment of wages. ▪ When a TIF project is based on the creation or retention of jobs, certain wage thresholds must be met to help ensure the City’s financial participation only serves to increase the average area wage. As a policy to incentivize the addition of high paying jobs to the local economy, a jobs-based TIF incentive would be structured using the thresholds of the State of Iowa High Quality Jobs Program. ▪ Recognizing that some non-profit activity and/or investment in public infrastructure may influence additional private economic development activity, TIF may be an appropriate tool to further investment in Iowa City’s cultural and/or natural assets, such as Arts and cultural activities or facilities, historic preservation, public improvements that serve as a catalyst for the economic development of the urban renewal area. ▪ Designed to provide a consistent and transparent process for the review and analysis of all applications for TIF assistance, applications must be complete, must demonstrate sufficient need for the City’s financial assistance, such that without it, the project would not occur, it should be understood that the preferred form of TIF is rebate, developer equity must be equal to or greater than City funding, and it must be project based in that the project must generate TIF increment sufficient to be self-supporting. CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES ▪ The City will develop a five-year Capital Improvement Program (CIP), which will be reviewed and updated annually, comply with City Council goals and be compatible with the Comprehensive Plan whenever possible. ▪ The complete five-year CIP funding plan must be balanced each year by matching projected expenditures with proposed revenue sources by fund. 9090 ▪ Funding for projects should be obtained through borrowing from: • bond market, general obligation or revenue bonds • enterprise fund operations and reserves • internal loans ▪ The City may utilize General Fund cash balances to fund capital projects whenever available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. ▪ The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: • federal and state grant funds • special assessments • developer contributions ▪ The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. RESERVE POLICIES ▪ The City will establish a contingency line-item in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, and will be budgeted at approximately one percent of expenditures. ▪ Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves will not go below 25% of total revenues and transfers in, with a ceiling of 35%. Fund balances in excess of 35% will be transferred to the City’s Emergency fund, used to retire outstanding debt, be used to provide property tax relief, or be used for facility replacement. ▪ The City will maintain an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial/industrial property tax replacement plus the City’s pension and OPEB liabilities. ▪ Debt reserves will be maintained in accordance with applicable bond covenants in the Water, Wastewater, Parking, and business-type funds with outstanding revenue bonds. ▪ Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 35% of revenues and transfers in. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital improvement needs. ▪ Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement, 9191 Information Technology Services, Central Services, Cable Television Equipment, and Library Computer Equipment. ▪ Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve, Health and Dental Insurance Reserves. Excess reserve balances may be transferred to the Emergency fund if the City’s OPEB liabilities are not fully funded. ▪ All City trucks, cars and necessary accessories will be maintained on a replacement cost basis each year. A separate reserve fund has been set up to fund these replacements. Additions to the fleet are made through allocations in the annual budget. Only Fire Department fire trucks and equipment and Transit buses will be eligible to be purchased through the issuance of debt. ▪ All general obligation debt will be paid from the Debt Service Fund. General Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be abated from revenues from the respective Enterprise Fund(s). DEBT POLICIES ▪ Debt shall only be used to finance capital improvement projects, firefighting equipment, affordable housing developments, participation in state or federal tax credit programs, or economic development projects. Funding non-emergency capital improvement projects shall not be authorized by the City Council unless the project has been included in the Five- Year Capital Improvement Plan (CIP). ▪ The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when possible. ▪ The City shall manage its debt program so that the amount of net direct debt outstanding at any time does not exceed 1.50% of the City's total assessed value. The City shall strive to meet the Moody’s Aaa benchmark of net direct debt outstanding of .75% of the City's total assessed value. The City’s total outstanding long-term debt will adhere to State law which sets the limit at 5% of the city’s total assessed value. The use of annually appropriated debt obligations for the purpose of circumventing the debt limits of this policy is prohibited. ▪ The City’s debt service property tax levy shall not exceed 30% of the total property tax levy. ▪ The City may finance capital needs through the issuance of revenue-secured debt obligations. For new issues, the amount of revenue-secured debt obligations issued should have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service at issuance. ▪ Debt will be structured for the shortest period consistent with a fair allocation of costs to current and future beneficiaries or users. General obligation bonds will be limited to State law as to the length of debt. ▪ To the extent possible, repayment of debt should be structured so as to rapidly pay down principal and should use a level principal or other rapidly amortizing structure whenever possible. Long-term bonded debt should, as a general rule, be structured with level debt service payments. 9292 ▪ 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. 9393 Long Range Financial Planning Long range financial planning is conducted by the City in numerous areas of the City’s financial operations. Where long range financial plans are prepared, the applicable years of the plans are incorporated into the annual budget process and the three-year financial plan. Discussion of some of the City’s operations and their long range financial planning and projections is provided below. Major Fund Financial Projections In each major operating fund, there is a long-term financial projection included at the end of each Fund Summary. Each long-term projection is presented through the year 2025 and includes a trend analysis and a chart of revenues and expenditures. These projections are done through a software package known as Whitebirch. Major funds that have long-term financial projections incorporated are the General Fund, Employee Benefits Fund, Debt Service Fund, Parking Fund, Transit Fund, Wastewater Fund, Water Fund, Refuse Collection Fund, Landfill Fund, and the Storm Water Fund. The Housing Authority Fund does not include a long-term financial projection as this is entirely dependent on federal grant funding and will fluctuate for factors beyond the control of the City Council or management. One non-major fund that also incorporates a long-term financial projection is the Road Use Tax Fund. A long-term financial projection is included for the Road Use Tax Fund due to the importance of this fund’s activities to the City’s overall operation and its relevance to the General Fund and Employee Benefits Fund. Impact of State property tax reform On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that will have a significant impact on the City’s ability to finance services in the future. The property tax reform bill has multiple components including changes to the taxability of residential, multi- residential, commercial, and industrial property. A ‘backfill’ or replacement of local property taxes with State funding was established to provide financial assistance to local governing jurisdictions affected by the property tax legislation. The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. The backfill revenue received from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial property was $1,048,359 in fiscal year 2015, $2,080,228 in fiscal year 2016, $1,582,567 in fiscal year 2017, $1,546,743 in fiscal year 2018, and is estimated to be $1,719,020 in fiscal year 2019 and $1,542,311 in fiscal year 2020. The total projected impact of the property tax reform over ten years for the City is estimated to be a loss of $51,694,623. 94 The strategy that the City has undertaken in response to the property tax reform is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City’s pension and OPEB liabilities. The Appendix contains a State Property Tax Reform Impact Summary (pages 673 – 674) with further details of the bill and a description of the estimated financial impact of the provisions of SF295 to the City over its first ten years. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro-rated share of this funding placed into the proper closure and post-closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2020 in the closure and post-closure funds are $2,823,157 and $10,975,913, respectfully. The City also maintains a reserve to set funds aside for the construction of new landfill cells as current ones are closed. A cost-per-ton for landfill cell replacement has been calculated based on the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a cost-per-ton transfer is made from the landfill operations to the replacement reserve. These funds are intended to eliminate future borrowing or significant rate adjustments in order to open new cells. The budgeted balance for the landfill cell replacement reserve for fiscal year 2020 is $9,401,348. Discussion of the Landfill Fund can be found starting on page 452. At June 30, 2018, it is estimated that the landfill had deposited 4,332,967 tons versus its permitted capacity of 5,250,000 or 82.53%. Transit & Equipment replacement reserves The City maintains long-term replacement reserves including cable television equipment, library equipment, vehicles and heavy equipment, information technology equipment replacement, and public transportation buses and facilities. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment. The transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for transit buses and facilities is funded at 20% of accumulated depreciation due to the availability of state and federal grants to make these purchases. Transit buses and facilities are depreciated using the straight-line 95 method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for replacement funds for fiscal year 2020 are as follows: Reserve Fund Balance Library equipment equipment General 350,076$ Public transportation buses & facilities Transit 4,093,476$ Vehicles and heavy equipment Equipment 13,017,650$ Cable television equipment General 125,084$ Info technology equipment ITS 286,584$ The General Fund is presented beginning on page 117, the Transit Fund is presented starting on page 388, the Equipment Fund is presented on page 597, and the ITS Fund is presented beginning on page 610. The City also collects funds to replace copy machines through a charge-per-copy that is collected in the Central Services Fund. This fund is projected to have $724,234 in fund balance at the end of fiscal year 2020 available for the replacement of copy machines. The Central Services Fund is presented starting on page 618. Risk Management and Health & Dental Insurance Reserves (OPEB) The City contracts for actuarial services for the purpose of calculating and maintaining reserves that are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future expenditures are determined for risk management (liability, workers compensation, and property insurance) payments, health and dental insurance payments, and retiree health and dental insurance benefits. Actuarial calculations are updated annually and help determine internal charge rates and premium rates for risk management and health insurance charges. The estimated Risk Management fund reserve for fiscal year 2020 is $3,770,978. The estimated Health Insurance reserve for fiscal year 2020 is $12,128,396 of which $7,589,740 is being reserved for Other Post- Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial assumption of a 3.87% discount rate, an inflation rate of 2.6% per annum, a salary increase rate of 3.25%, and an annual medical trend rate of 9.0% decreasing 0.5% each year to a 5% ultimate medical trend rate. The estimated Dental Insurance reserve for fiscal year 2020 is $216,631. The Risk Management Fund is presented on page 605 and the Health Insurance Fund is presented on page 623. Capital Project Plan The five-year capital improvement program (CIP) is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City’s financial and operational demands. The City’s five- year capital improvement plan is integrated into the City’s financial plan and annual budget. This plan also coordinates with the City’s long range debt planning to ensure that sufficient debt funding is available at the time improvements are needed or expected. The projected debt issues in the program have been integrated into the Debt Service Fund’s budget. 96 Below is the five-year capital improvement plan expenditure summary by division. Total expenditures for the Capital Improvement Program for years 2019 – 2023 are $163,357,501. Total funding sources for the Capital Improvement Program for year 2019 – 2023 are $163,522,501. The five-year Capital Improvement Program is presented as part o the Capital Projects Fund section of the budget starting on page 497. 2019 2020 2021 2022 2023 Total Airport 392,000$ 658,250$ 475,000$ 1,170,000$ 1,250,000$ 3,945,250$ Cemetery 50,000 50,000 City Manager 6,500,000 6,500,000 Development Services 400,000 400,000 Equipment 123,200 123,200 Fire 1,480,000 1,300,000 1,900,000 4,680,000 Information Technology 275,000 275,000 Landfill 835,000 520,000 800,000 45,000 455,000 2,655,000 Library 25,800 400,000 425,800 Parking Operations 510,000 675,000 1,320,000 575,000 300,000 3,380,000 Parks Administration 50,000 217,000 281,000 50,000 50,000 648,000 Parks Maintenance 8,315,000 1,325,000 1,450,000 1,365,000 3,670,000 16,125,000 Police 424,750 424,750 Public Works Administration 3,775,000 3,775,000 Recreation 495,000 977,569 110,000 690,000 50,000 2,322,569 Senior Center 50,000 50,000 350,000 100,000 50,000 600,000 Storm Water 315,000 915,000 380,000 1,280,000 240,000 3,130,000 Street Operations 9,392,970 17,758,253 13,531,253 10,741,753 18,064,253 69,488,482 Transit Operations 220,000 50,000 18,000,000 50,000 18,320,000 Wastewater Treatment 1,455,500 2,940,000 1,870,000 2,025,000 10,795,500 19,086,000 Water Operations 882,100 3,797,350 660,000 974,000 690,000 7,003,450 TOTAL 34,436,320$ 31,313,422$ 21,327,253$ 38,715,753$ 37,564,753$ 163,357,501$ Capital Improvement Plan 2019-2023 Summary by Division 97 Employee General Benefits Debt Service Parking Transit Wastewater Water Fund (10**) Fund (2400) Fund (50**) Fund (710*) Fund (715*) Fund (720*) Fund (730*) Estimated Fund Balance 7/1/2019 33,539,782$ 3,528,299$ 8,762,608$ 10,937,211$ 6,481,424$ 19,306,462$ 12,051,887$ Revenues Property Taxes 36,176,002$ 12,210,314$ 11,553,357$ -$ -$ -$ -$ Other City Taxes 2,468,300 150,378 140,643 - - - - Licenses, Permits, & Fees 2,576,370 - - - - 9,440 - Use of Money and Property 1,111,577 - 120,370 123,441 222,262 277,683 281,236 Intergovernmental 4,046,645 666,075 321,689 - 2,121,850 - - Charges for Fees and Services 1,366,366 - - 5,769,420 1,984,150 11,433,056 9,331,360 Miscellaneous 6,177,874 5,000 - 190,490 72,740 48,133 15,810 Other Financial Sources 561,177 - 54,525 - - - - Sub-Total Revenues 54,484,311 13,031,767 12,190,584 6,083,351 4,401,002 11,768,312 9,628,406 Transfers In 12,294,657 - 1,079,920 1,021,221 3,996,479 4,686,300 2,003,729 Total Revenues & Transfers In 66,778,968$ 13,031,767$ 13,270,504$ 7,104,572$ 8,397,481$ 16,454,612$ 11,632,135$ Expenditures by Department City Council 153,065$ -$ -$ -$ -$ -$ -$ City Clerk 570,679 - - - - - - City Attorney 873,609 - - - - - - City Manager 4,223,782 - - - - - - Finance 4,443,650 1,292,628 13,039,775 - - - - Police 14,843,901 - - - - - - Fire 8,517,508 - - - - - - Parks & Recreation 9,327,677 - - - - - - Library 6,920,059 - - - - - - Senior Center 941,522 - - - - - - Neighborhood & Dvlpmt Services 5,092,304 - - - - - - Public Works 2,666,172 - - - - 9,447,539 8,680,649 Transportation Services 617,078 - - 6,609,133 7,617,583 - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 59,191,007 1,292,628 13,039,775 6,609,133 7,617,583 9,447,539 8,680,649 Transfers Out 6,840,994 11,388,578 - 1,945,957 275,000 5,875,300 3,060,079 Total Expenditures & Transfers Out 66,032,001$ 12,681,206$ 13,039,775$ 8,555,090$ 7,892,583$ 15,322,839$ 11,740,728$ Estimated Fund Balance 6/30/2020 34,286,749$ 3,878,860$ 8,993,337$ 9,486,694$ 6,986,322$ 20,438,235$ 11,943,294$ Restricted, Committed, Assigned 8,884,072 - 2,047,947 1,500,000 4,093,476 6,302,368 3,832,224 Unassigned Fund Balance 6/30/2020 25,402,677$ 3,878,860$ 6,945,389$ 7,986,694$ 2,892,847$ 14,135,867$ 8,111,070$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City All Fund Summary Fiscal Year 2020 98 Refuse Housing Capital Non-Major Total Total Collection Landfill Storm Water Authority Projects Budgetary Budgetary Non-Budgetary All Fund (7400) Fund (750*) Fund (770*) Fund (79**) Fund Funds Funds Funds Funds 1,280,572$ 24,672,414$ 678,435$ 5,083,877$ 643,850$ 7,017,877$ 133,984,699$ 32,838,033$ 166,822,732$ -$ -$ -$ -$ -$ 356,980$ 60,296,653$ -$ 60,296,653$ - - - - - 3,450,835 6,210,156 - 6,210,156 - - - - - - 2,585,810 - 2,585,810 13,833 549,424 10,000 409,160 - 479,825 3,598,811 444,699 4,043,510 - 20,000 - 9,142,572 9,620,401 10,083,205 36,022,437 618,650 36,641,087 3,656,150 6,351,093 1,709,510 - - 21,000 41,622,105 592,932 42,215,037 - 74,265 7,500 41,330 100,000 65,830 6,798,972 19,466,032 26,265,004 - - - 13,496 12,157,340 212,000 12,998,538 98,000 13,096,538 3,669,983 6,994,782 1,727,010 9,606,558 21,877,741 14,669,675 170,133,482 21,220,313 191,353,795 2,000 1,326,984 1,000 29,290 12,246,676 2,024,624 40,712,880 - 40,712,880 3,671,983$ 8,321,766$ 1,728,010$ 9,635,848$ 34,124,417$ 16,694,299$ 210,846,361$ 21,220,313$ 232,066,674$ -$ -$ -$ -$ -$ -$ 153,065$ -$ 153,065$ - - - - - - 570,679 - 570,679 - - - - - - 873,609 - 873,609 - - - - - - 4,223,782 - 4,223,782 - - - - - 1,574,485 20,350,538 13,394,955 33,745,493 - - - - - - 14,843,901 - 14,843,901 - - - - - - 8,517,508 - 8,517,508 - - - - - - 9,327,677 - 9,327,677 - - - - - - 6,920,059 - 6,920,059 - - - - - - 941,522 - 941,522 - - - 9,339,315 - 3,060,867 17,492,486 - 17,492,486 - - 670,948 - - 6,534,321 27,999,629 6,440,370 34,439,999 3,718,219 5,209,997 - - - - 23,772,010 - 23,772,010 - - - - - 364,678 364,678 - 364,678 - - - - 21,807,822 - 21,807,822 - 21,807,822 - - - - 9,555,460 - 9,555,460 - 9,555,460 3,718,219 5,209,997 670,948 9,339,315 31,363,282 11,534,351 167,714,426 19,835,325 187,549,751 - 2,814,603 990,000 49,483 1,750,000 5,722,886 40,712,880 - 40,712,880 3,718,219$ 8,024,600$ 1,660,948$ 9,388,798$ 33,113,282$ 17,257,237$ 208,427,306$ 19,835,325$ 228,262,630$ 1,234,336$ 24,969,581$ 745,497$ 5,330,927$ 1,654,985$ 6,454,939$ 136,403,754$ 34,223,022$ 170,626,776$ - 23,379,756 - 1,139,718 - 954,750 52,134,310 20,893,975 73,028,285 1,234,336$ 1,589,824$ 745,497$ 4,191,209$ 1,654,985$ 5,500,189$ 84,269,444$ 13,329,047$ 97,598,491$ City of Iowa City All Fund Summary Fiscal Year 2020 99 Other Metro Road Shared Planning Org. Affordable CDBG HOME Grant Use Tax Revenue of Jo. Co. Housing Fund (2100) Fund (2110) Fund (2200) Fund (2300) Fund (2350) Fund (2500) Estimated Fund Balance 7/1/2019 284,065$ 147,069$ 3,559,413$ 3,968$ 253,223$ 1,613,211$ Revenues Property Taxes -$ -$ -$ -$ -$ -$ Other City Taxes - - - - - - Licenses, Permits, & Fees - - - - - - Use of Money and Property 14,145 16,500 - - 2,890 - Intergovernmental 658,186 580,222 8,426,500 - 377,186 - Charges for Fees and Services - - 21,000 - - - Miscellaneous (33,820) 26,000 66,860 - 6,790 - Other Financial Sources 95,000 117,000 - - - - Sub-Total Revenues 733,511 739,722 8,514,360 - 386,866 - Transfers In - - 464,474 - 352,530 1,000,000 Total Revenues & Transfers In 733,511$ 739,722$ 8,978,834$ -$ 739,396$ 1,000,000$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - - Finance - - - - - - Police - - - - - - Fire - - - - - - Parks & Recreation - - - - - - Library - - - - - - Senior Center - - - - - - Neighborhood & Dvlpmt Services 685,421 583,882 - - 739,396 1,000,000 Public Works - - 6,534,321 - - - Transportation Services - - - - - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub-Total Expenditures 685,421 583,882 6,534,321 - 739,396 1,000,000 Transfers Out - 29,290 3,349,902 - - - Total Expenditures & Transfers Out 685,421$ 613,172$ 9,884,223$ -$ 739,396$ 1,000,000$ Estimated Fund Balance 6/30/2020 332,155$ 273,619$ 2,654,024$ 3,968$ 253,223$ 1,613,211$ Restricted, Committed, Assigned - - - - - - Unassigned Fund Balance 6/30/2020 332,155$ 273,619$ 2,654,024$ 3,968$ 253,223$ 1,613,211$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City Non-Major Budgetary Fund Summary Fiscal Year 2020 100 Tax Total Peninsula Increment SSMID -Non-Major Apartments Financing Downtown Airport Budgetary Fund (2510) Fund (26**) Fund (2820) Fund (7600) Funds 182,411$ 721,358$ -$ 253,159$ 7,017,877$ -$ -$ 356,980$ -$ 356,980$ - 3,450,835 - - 3,450,835 - - - - - 73,270 10,000 - 363,020 479,825 - - 41,111 - 10,083,205 - - - - 21,000 - - - - 65,830 - - - - 212,000 73,270 3,460,835 398,091 363,020 14,669,675 - 107,620 - 100,000 2,024,624 73,270$ 3,568,455$ 398,091$ 463,020$ 16,694,299$ -$ -$ -$ -$ -$ - - - - - - - - - - - - - - - - 1,176,394 398,091 - 1,574,485 - - - - - - - - - - - - - - - - - - - - - - - - - 52,168 - - - 3,060,867 - - - - 6,534,321 - - - - - - - - 364,678 364,678 - - - - - - - - - - - 52,168 1,176,394 398,091 364,678 11,534,351 - 2,258,669 - 85,025 5,722,886 52,168$ 3,435,063$ 398,091$ 449,703$ 17,257,237$ 203,513$ 854,750$ -$ 266,475$ 6,454,939$ - 854,750 - 100,000 954,750 203,513$ -$ -$ 166,475$ 5,500,189$ City of Iowa City Non-Major Budgetary Fund Summary Fiscal Year 2020 101 Risk Information Central Health Dental Total Equipment Management Technology Services Insurance Insurance Non-Budgetary Fund (810*) Reserve (8200) Fund (830*) Fund (8400) Reserve (8500) Reserve (8600) Funds Estimated Fund Balance 7/1/2019 13,837,178$ 3,719,397$ 2,712,472$ 669,397$ 11,693,786$ 205,803$ 32,838,033$ Revenues Property Taxes -$ -$ -$ -$ -$ -$ -$ Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - Use of Money and Property 197,922 48,000 37,722 9,790 148,805 2,460 444,699 Intergovernmental 618,650 - - - - - 618,650 Charges for Fees and Services 1,060 - 16,130 - 554,484 21,258 592,932 Miscellaneous 6,291,306 1,678,350 2,293,707 258,832 8,527,518 416,319 19,466,032 Other Financial Sources 98,000 - - - - - 98,000 Sub-Total Revenues 7,206,938 1,726,350 2,347,559 268,622 9,230,807 440,037 21,220,313 Transfers In - - - - - - - Total Revenues & Transfers In 7,206,938$ 1,726,350$ 2,347,559$ 268,622$ 9,230,807$ 440,037$ 21,220,313$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ -$ City Clerk - - - - - - - City Attorney - - - - - - - City Manager - - - - - - - Finance - 1,674,769 2,280,995 213,785 8,796,197 429,209 13,394,955 Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services - - - - - - - Public Works 6,440,370 - - - - - 6,440,370 Transportation Services - - - - - - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 6,440,370 1,674,769 2,280,995 213,785 8,796,197 429,209 19,835,325 Transfers Out - - - - - - - Total Expenditures & Transfers Out 6,440,370$ 1,674,769$ 2,280,995$ 213,785$ 8,796,197$ 429,209$ 19,835,325$ Estimated Fund Balance 6/30/2020 14,603,746$ 3,770,978$ 2,779,037$ 724,234$ 12,128,396$ 216,631$ 34,223,022$ Restricted, Committed, Assigned 13,017,650 - 286,584 - 7,589,740 - 20,893,975 Unassigned Fund Balance 6/30/2020 1,586,095$ 3,770,978$ 2,492,452$ 724,234$ 4,538,656$ 216,631$ 13,329,047$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City Non-Budgetary Fund Summary Fiscal Year 2020 102 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected Budgetary Fund Revenues General Fund 10** General Fund 48,667,850$ 51,151,026$ 51,880,377$ 55,053,255$ 54,484,311$ 55,569,590$ Special Revenue Funds 2100 CDBG 989,380 1,020,981 658,178 1,218,413 733,511 733,511 2110 HOME Grant 614,958 305,087 666,926 1,012,382 739,722 713,722 2200 Road Use Tax Fund 8,411,456 8,803,148 8,539,943 8,744,810 8,514,360 8,514,360 2300 Other Shared Revenue 380,110 577,060 270,089 48,260 - - 2350 Metro Planning Org of Johnson Co 298,671 295,966 320,459 365,748 386,866 401,585 2400 Employee Benefits 10,516,768 11,145,984 11,668,231 12,908,880 13,031,767 13,397,985 2500 Affordable Housing 1,000,000 3,926 415,749 404,360 - - 2510 Peninsula Apartments 72,243 77,516 73,278 77,510 73,270 73,270 26** Tax Increment Financing 1,030,833 2,230,731 2,473,728 2,631,772 3,460,835 3,079,105 2820 SSMID - Downtown 295,284 318,343 354,385 400,124 398,091 408,800 Debt Service Fund 5*** Debt Service 13,301,892 14,353,841 13,288,394 12,611,282 12,190,584 11,528,752 Permanent Funds 6001 Perpetual Care 384 - - - - - Enterprise Funds 710* Parking 11,016,908 5,527,930 8,486,558 6,003,966 6,083,351 6,083,351 715* Transit 4,582,385 4,812,638 8,276,309 4,524,070 4,401,002 4,401,002 720* Wastewater 22,742,715 17,883,190 13,115,285 12,636,588 11,768,312 11,768,312 730* Water 13,346,893 14,934,666 9,827,060 9,856,522 9,628,406 10,094,974 7400 Refuse Collection 3,130,252 3,159,783 3,521,446 3,490,210 3,669,983 3,669,983 750* Landfill 6,268,826 7,089,948 7,028,784 7,019,796 6,994,782 6,974,782 7600 Airport 341,499 348,499 385,582 361,500 363,020 363,020 7700 Storm Water 1,173,615 1,688,423 1,589,311 1,529,350 1,727,010 1,727,010 79** Housing Authority 8,819,308 9,103,051 9,620,510 9,511,135 9,606,558 9,606,558 Capital Projects Fund Governmental Projects 16,503,591 34,610,131 14,901,722 30,422,372 21,877,741 13,405,060 Enterprise Projects 1,911,092 4,388,514 - - - - Total Budgetary Revenues 175,416,915$ 193,830,381$ 167,362,304$ 180,832,305$ 170,133,482$ 162,514,733$ Non-Budgetary Fund Revenues Capital Projects Fund Internal Service Projects 25,195$ 174$ -$ -$ -$ -$ Internal Service Funds 810* Equipment 5,912,284 6,099,982 6,910,467 6,619,773 7,206,938 6,713,447 8200 Risk Management 1,547,056 1,625,495 1,707,274 1,596,490 1,726,350 1,757,850 830* Information Technology 1,870,446 2,147,457 2,294,690 2,348,876 2,347,559 2,390,053 8400 Central Services 243,265 241,819 228,890 213,912 268,622 273,795 8500 Health Insurance 7,217,213 8,136,943 8,401,738 8,700,966 9,230,807 9,684,907 8600 Dental Insurance 364,364 384,243 407,695 424,330 440,037 452,527 Total Non-Budgetary Expenditures 17,179,822$ 18,636,114$ 19,950,757$ 19,904,349$ 21,220,315$ 21,272,579$ Total Revenues - All Funds 192,596,737$ 212,466,494$ 187,313,062$ 200,736,654$ 191,353,797$ 183,787,312$ Additional information regarding specific funds can be found within individual fund summaries. City of Iowa City All Funds Revenues by Fund 103 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected Budgetary Fund Revenues Property Taxes 52,020,806$ 55,357,358$ 56,525,799$ 59,173,825$ 60,296,653$ 61,096,757$ Other City Taxes Gas/Electric Excise Tax 764,260 726,457 684,299 676,411 676,391 676,391 Mobile Home Tax 65,497 65,153 61,182 65,150 61,180 61,180 Hotel/Motel Tax 1,078,762 1,136,712 1,045,696 1,251,720 1,045,700 1,045,700 Utility Franchise Tax 874,235 939,387 976,060 939,400 976,050 976,050 TIF Revenues 1,027,218 2,226,302 2,459,216 2,621,772 3,450,835 3,079,105 Other City Taxes Total 3,809,972 5,094,011 5,226,452 5,554,453 6,210,156 5,838,426 Licenses, Permits, & Fees General Use Permits 82,496 104,296 71,654 100,920 71,650 71,650 Food & Liq Licenses 92,738 111,438 110,377 111,440 110,380 110,380 Professional License 18,700 12,015 7,605 12,020 7,610 7,610 Franchise Fees 733,644 685,659 662,448 512,750 512,750 512,750 Misc Permits & Licenses 35,657 39,951 40,881 38,680 40,830 40,830 Const Per & Ins Fees 2,102,624 2,578,024 1,850,539 1,777,650 1,842,590 1,842,590 Licenses, Permits, & Fees Total 3,065,859 3,531,383 2,743,504 2,553,460 2,585,810 2,585,810 Use Of Money And Property Interest Revenues 1,040,596 1,551,921 2,879,005 1,071,872 2,101,342 2,091,342 Rents 1,265,519 1,370,376 1,385,468 1,367,800 1,386,389 1,386,389 Royalties & Commissions 149,751 140,491 108,842 136,080 111,080 111,080 Use Of Money And Property Total 2,455,866 3,062,788 4,373,314 2,575,752 3,598,811 3,588,811 Intergovernmental Fed Intergovnt Revenue 12,693,466 12,147,485 13,100,742 15,373,782 17,803,758 14,067,433 Property Tax Credits 2,088,758 1,590,863 1,554,683 1,727,320 1,759,102 1,759,102 Road Use Tax 8,320,117 8,672,279 8,426,502 8,672,280 8,426,500 8,426,500 State 28E Agreements 2,464,561 1,813,044 2,003,939 1,774,430 2,045,110 1,854,110 Operating Grants 104,197 139,474 73,825 82,690 73,820 73,820 Disaster Assistance 118,068 217,718 110,085 - - - Other State Grants 6,711,203 12,999,581 5,535,337 9,131,736 3,122,281 1,950,125 Local 28E Agreements 972,801 1,418,467 1,151,557 5,182,453 2,791,866 1,206,585 Intergovernmental Total 33,473,171 38,998,911 31,956,672 41,944,691 36,022,437 29,337,675 Charges For Fees & Services Building & Devlpmt 1,719,875 969,936 908,376 888,930 381,900 381,900 Police Services 112,112 143,562 127,496 56,530 104,990 104,990 Animal Care Services 10,399 11,545 10,775 11,540 10,780 10,780 Fire Services 9,244 10,370 7,632 10,370 7,140 7,140 Transit Fees 1,299,179 1,260,923 1,226,643 1,261,820 1,226,590 1,226,590 Culture & Recreation 761,363 780,147 774,778 790,848 778,090 778,090 Misc Charges For Services 71,292 72,138 69,449 79,217 73,416 73,416 Water Charges 9,138,197 9,279,458 9,475,186 9,743,172 9,336,770 9,803,609 Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556 Refuse Charges 3,491,479 3,588,837 4,010,218 3,909,630 4,075,450 4,075,450 Landfill Charges 5,686,853 6,273,574 5,933,293 6,168,980 5,933,293 5,933,293 Storm Water Charges 1,167,517 1,522,294 1,551,384 1,522,290 1,709,510 1,709,510 Parking Charges 5,927,772 5,910,725 6,331,040 6,477,470 6,552,620 6,552,620 Charges For Fees & Services Total 41,659,663$ 42,099,767$ 43,047,308$ 43,197,451$ 41,622,109$ 42,088,944$ City of Iowa City All Funds Revenues by Type 104 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected City of Iowa City All Funds Revenues by Type Miscellaneous Code Enforcement 253,174$ 238,295$ 232,315$ 222,633$ 235,180$ 235,180$ Parking Fines 549,575 578,713 475,356 578,720 475,360 475,360 Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747 Contrib & Donations 609,723 705,917 848,683 768,950 635,762 535,762 Printed Materials 49,456 43,411 42,374 41,900 40,980 40,980 Animal Adoption 14,190 12,015 12,955 12,020 27,960 27,960 Misc Merchandise 57,644 55,052 55,901 54,770 58,450 58,450 Intra-City Charges 3,112,634 3,795,296 3,962,198 4,277,635 4,541,411 4,541,411 Other Misc Revenue 739,618 2,118,650 908,992 1,168,897 676,312 650,312 Special Assessments 1,615 1,087 808 1,090 810 810 Miscellaneous Total 5,543,148 7,702,861 6,682,867 7,281,035 6,798,972 6,672,972 Other Financial Sources Debt Sales 23,897,097 33,795,498 12,174,462 14,162,000 12,157,340 10,464,140 Sale Of Assets 7,747,140 3,081,294 3,633,506 2,920,018 307,477 307,477 Insurance Recoveries - - - 316,898 - - Loans 1,744,239 1,106,510 956,682 1,152,726 533,721 533,721 Other Financial Sources Total 33,388,475 37,983,302 16,764,651 18,551,642 12,998,538 11,305,338 Total Budgetary Revenues 175,416,959$ 193,830,381$ 167,320,568$ 180,832,309$ 170,133,486$ 162,514,733$ Non-Budgetary Fund Revenues Capital Projects Fund 25,195$ 174$ -$ -$ -$ -$ Internal Service Funds 17,154,627 18,635,940 19,950,754 19,904,347 21,220,313 21,272,579 Total Non-Budgetary Revenues 17,179,822$ 18,636,114$ 19,950,754$ 19,904,347$ 21,220,313$ 21,272,579$ Total Revenues - All Funds 192,596,781$ 212,466,494$ 187,271,323$ 200,736,656$ 191,353,799$ 183,787,312$ Property Taxes 35% Other City Taxes 4% Licenses, Permits, & Fees 2% Use Of Money And Property 2%Intergovernmental 21% Charges For Fees & Services 24% Miscellaneous 4%Other Financial  Sources 8% Budgetary Fund Revenues by Type 105 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected Budgetary Fund Expenditures General Fund 10** General Fund 49,198,596$ 51,413,370$ 52,714,596$ 60,388,797$ 59,191,007$ 59,407,047$ Special Revenue Funds 2100 CDBG 659,901 1,390,132 592,163 908,413 685,421 700,277 2110 HOME Grant 747,816 192,082 558,825 1,024,382 583,882 596,218 2200 Road Use Tax Fund 5,436,882 5,262,429 6,059,424 6,432,985 6,534,321 6,402,126 2300 Other Shared Revenue 446,465 652,152 333,421 48,260 - - 2350 Metro Planning Org of Johnson Co 558,489 609,907 591,338 708,554 739,396 760,123 2400 Employee Benefits 1,054,857 868,301 967,457 1,283,417 1,292,628 1,319,076 2500 Affordable Housing - 500,000 325,000 1,000,000 1,000,000 650,000 2510 Peninsula Apartments 52,501 59,023 50,641 61,118 52,168 53,467 26** Tax Increment Financing - - 392,130 620,193 1,176,394 2,202,991 2820 SSMID - Downtown 295,284 318,343 354,385 400,124 398,091 408,800 Debt Service Fund 5*** Debt Service 15,016,250 15,218,289 13,469,600 13,806,387 13,039,775 13,834,744 Enterprise Funds 710* Parking 3,212,740 4,235,036 6,516,098 6,551,661 6,609,133 6,205,937 715* Transit 6,917,901 6,927,616 11,920,706 7,544,879 7,617,583 7,714,755 720* Wastewater 10,674,084 21,260,750 15,738,755 13,284,734 9,447,539 9,667,631 730* Water 7,686,557 12,372,374 14,382,141 8,440,774 8,680,649 9,024,560 7400 Refuse Collection 2,935,579 3,053,376 3,106,776 3,491,007 3,718,219 3,645,111 750* Landfill 4,550,096 4,973,964 4,940,648 6,085,392 5,209,997 5,317,984 7600 Airport 408,276 665,802 468,122 357,310 364,678 370,539 7700 Storm Water 738,102 747,069 497,954 537,865 670,948 687,590 79** Housing Authority 8,334,915 8,651,207 9,342,128 11,429,618 9,339,315 9,535,942 Capital Projects Fund Governmental Projects 19,479,006 32,902,808 33,751,050 81,247,521 21,807,822 15,772,253 Enterprise Projects 3,893,109 3,657,836 9,696,038 15,088,368 9,555,460 5,577,560 Total Budgetary Expenditures 142,297,407$ 175,931,866$ 186,769,397$ 240,741,759$ 167,714,426$ 159,854,731$ Non-Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects 424,014$ 61,633$ -$ -$ -$ -$ Internal Service Funds 810* Equipment 5,181,051 4,683,979 5,041,436 6,263,801 6,440,370 6,355,232 8200 Risk Management 1,431,387 1,236,127 1,947,564 1,440,328 1,674,769 1,710,421 830* Information Technology 1,834,059 1,624,715 2,034,623 2,160,935 2,280,995 2,259,916 8400 Central Services 234,097 201,065 188,468 193,387 213,785 170,508 8500 Health Insurance 7,934,757 7,218,542 7,848,190 8,381,923 8,796,197 9,235,932 8600 Dental Insurance 370,061 374,002 364,128 409,442 429,209 442,085 Total Non-Budgetary Expenditures 17,409,426$ 15,400,061$ 17,424,410$ 18,849,816$ 19,835,325$ 20,174,095$ Total Expenditures - All Funds 159,706,833$ 191,331,927$ 204,193,807$ 259,591,575$ 187,549,751$ 180,028,826$ Additional information specific funds can be found within individual fund summaries. City of Iowa City All Funds Expenditures by Fund 106 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected Budgetary Funds Expenditures City Council 107,734$ 110,152$ 109,461$ 120,391$ 153,065$ 156,883$ City Clerk 524,930 500,977 491,517 570,242 570,679 550,522 City Attorney 681,567 733,337 765,417 780,796 873,609 829,817 City Manager 2,154,216 2,148,884 3,083,553 4,378,266 4,223,782 3,829,653 Finance 19,669,565 19,741,817 18,989,115 20,950,266 20,350,538 22,314,493 Police 12,443,823 13,114,628 13,809,546 14,846,647 14,843,901 15,073,902 Fire 7,486,023 7,716,864 8,030,716 8,278,847 8,517,508 8,737,757 Parks & Recreation 7,324,281 7,812,840 7,993,287 8,891,119 9,327,677 9,418,088 Library 6,083,034 6,269,424 6,400,494 6,677,934 6,920,059 7,025,807 Senior Center 823,992 899,254 888,544 986,855 941,522 976,891 Neighborhood & Dvlpmnt Services 17,710,201 18,447,039 16,732,214 22,046,156 17,492,486 17,178,181 Public Works 25,878,325 41,400,547 38,587,895 31,250,541 27,999,629 28,524,970 Transportation Services 17,629,325 19,809,656 26,972,431 24,270,500 23,772,010 23,517,415 Airport 408,276 665,802 468,122 357,310 364,678 370,539 Capital Projects Fund Governmental Projects 19,479,006 32,902,808 33,751,050 81,247,521 21,807,822 15,772,253 Enterprise Projects 3,893,109 3,657,836 9,696,038 15,088,368 9,555,460 5,577,560 Total Budgetary Expenditures 142,297,407$ 175,931,866$ 186,769,397$ 240,741,759$ 167,714,426$ 159,854,731$ Non-Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects 424,014$ 61,633$ -$ -$ -$ -$ Internal Service Funds Finance 11,804,361 10,654,450 12,382,973 12,586,015 13,394,955 13,818,862 Public Works 5,181,051 4,683,979 5,041,436 6,263,801 6,440,370 6,355,232 Total Non-Budgetary Expenditures 17,409,426$ 15,400,061$ 17,424,410$ 18,849,816$ 19,835,325$ 20,174,095$ Total Expenditures - All Funds 159,706,833$ 191,331,927$ 204,193,807$ 259,591,575$ 187,549,751$ 180,028,826$ City of Iowa City All Funds Expenditures by Department City Council 0%City Clerk 0% City Attorney 1% City Manager 3%Finance 15% Police 11% Fire 6% Parks & Recreation 7% Library 5% Senior Center 1% Neighborhood &  Dvlpmnt Services 13% Public Works 21% Transportation Services 17% Airport 0% Budgetary Fund Expenditures by Department (excluding Capital Projects) 107 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 2,522,422$ 1,085,489$ 115,000$ 4,328,003$ 20,052$ 3,678,133$ 11,749,099$ Special Revenue Funds: Employee Benefits 10,492,696 451,546 10,944,242 HOME 32,750 32,750 Road Use Tax 79,864 248,477 2,769,000 3,097,341 Tax Increment Financing 1,079,726 48,741 1,802,347 2,930,814 Enterprise Funds: From Parking 495,000 242,467 1,021,221 1,758,688 From Transit 235,000 3,231,000 3,466,000 From Wastewater 2,279,500 2,983,412 5,262,912 From Water 1,302,100 1,824,915 3,127,015 From Landfill 3,445,000 959,748 4,404,748 From Airport 67,800 67,800 From Storm Water 1,109,000 1,109,000 From Housing Authority 47,949 47,949 Capital Project Funds 1,475,000 1,475,000 Internal Service Funds: From Equipment 123,200 123,200 From Info. Technology Services 275,000 275,000 From Central Services 76,820 76,820 Total Transfers In:14,222,657$ 1,785,512$ 115,000$ 16,554,164$ 1,822,399$ -$ 9,619,098$ 5,829,548$ 49,948,378$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 2,522,422$ 10,572,560$ 1,079,726$ 47,949$ 14,222,657$ Road Use Tax Fund 451,546 451,546 Other Special Revenue Funds 1,200,489 248,477 1,448,966 Debt Service Fund 20,052 1,802,347 1,822,399 Enterprise Funds 3,678,133 32,750 1,475,000 4,433,215 9,619,098 Debt Service Reserves 5,829,548 5,829,548 Capital Project Funding 4,328,003 2,769,000 48,741 475,020 8,933,400 16,554,164 Total Transfers Out:11,749,099$ 14,074,333$ 2,930,814$ 1,475,000$ -$ 475,020$ 19,244,112$ -$ 49,948,378$ Transfers In Transfers Out City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2019 108 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 1,069,012 107,620$ 1,689,822$ 20,052$ 3,882,066$ 6,840,994$ Special Revenue Funds: Employee Benefits 10,924,104 464,474 11,388,578 HOME 29,290 29,290 Road Use Tax 82,326 283,518 2,947,000 37,058 3,349,902 Tax Increment Financing 1,166,322 32,479 1,059,868 2,258,669 Enterprise Funds: From Parking 675,000 249,736 1,021,221 1,945,957 From Transit 275,000 275,000 From Wastewater 2,940,000 2,935,300 5,875,300 From Water 1,057,350 2,002,729 3,060,079 From Landfill 1,830,000 984,603 2,814,603 From Airport 85,025 85,025 From Storm Water 990,000 990,000 From Housing Authority 49,483 49,483 Capital Project Funds 1,750,000 1,750,000 Total Transfers In:12,294,657$ 1,817,004$ 107,620$ 12,246,676$ 1,079,920$ -$ 7,207,753$ 5,959,250$ 40,712,880$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 11,006,430$ 1,166,322$ 49,483$ 12,294,657$ Road Use Tax Fund 464,474 464,474 Other Special Revenue Funds 1,176,632 283,518 1,460,150 Debt Service Fund 20,052 1,059,868 1,079,920 Enterprise Funds 3,882,066 66,348 1,750,000 1,509,339 7,207,753 Debt Service Reserves 5,959,250 5,959,250 Capital Project Funding 1,689,822 2,947,000 32,479 7,577,375 12,246,676 Total Transfers Out:6,840,994$ 14,767,770$ 2,258,669$ 1,750,000$ -$ -$ 15,095,447$ -$ 40,712,880$ City of Iowa City Budgeted Transfer Schedule Fiscal Year 2020 Transfers In Transfers Out 109 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 725,913 107,620$ 1,303,253$ 20,052$ 3,981,415$ 6,210,675$ Special Revenue Funds: Employee Benefits 11,251,827 478,408 11,730,235 HOME 29,290 29,290 Road Use Tax 83,973 311,870 2,747,000 38,182 3,181,025 Tax Increment Financing 88,916 986,062 1,074,978 Enterprise Funds: From Parking 1,320,000 257,438 1,021,221 2,598,659 From Transit 50,000 180,000 230,000 From Wastewater 1,870,000 2,861,950 4,731,950 From Water 660,000 2,068,472 2,728,472 From Landfill 800,000 984,603 1,784,603 From Airport 47,500 47,500 From Storm Water 380,000 380,000 From Housing Authority 50,967 50,967 Capital Project Funds 1,175,000 1,175,000 Total Transfers In:11,548,105$ 1,516,191$ 107,620$ 9,177,753$ 1,006,114$ -$ 6,645,928$ 5,951,643$ 35,953,354$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 72,422$ 11,335,800$ 88,916$ 50,967$ 11,548,105$ Road Use Tax Fund 478,408 478,408 Other Special Revenue Funds 833,533 311,870 1,145,403 Debt Service Fund 20,052 986,062 1,006,114 Enterprise Funds 3,981,415 67,472 1,175,000 1,422,041 6,645,928 Debt Service Reserves 5,951,643 5,951,643 Capital Project Funding 1,303,253 2,747,000 5,127,500 9,177,753 Total Transfers Out:6,210,675$ 14,940,550$ 1,074,978$ 1,175,000$ -$ -$ 12,552,151$ -$ 35,953,354$ City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2021 Transfers In Transfers Out 110 2013 Adopted 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Budget Change in FTEs FY2019-2020 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.50 5.50 5.50 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office 2.00 3.00 3.00 7.50 7.50 6.00 6.00 6.00 - Human Resources 4.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Economic Development - - - - - 1.00 1.00 1.00 - Finance: Finance Adminstration 2.65 3.65 3.15 3.15 3.15 2.15 2.90 2.90 - Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Accounting 8.00 8.00 7.00 7.60 7.60 7.60 7.00 7.00 - Purchasing 3.94 3.44 3.44 3.44 3.50 3.50 3.50 3.50 - Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 - Disaster Assistance 0.40 0.38 - - - - - - - Police: Police Administration 5.00 5.00 5.00 5.00 6.00 6.00 2.00 2.00 - Police Support Services (1)18.00 20.00 20.00 20.00 19.00 19.00 26.00 27.00 1.00 Police Field Operations (1)80.00 80.00 80.00 80.00 80.00 80.00 79.00 78.00 (1.00) Fire: Fire Administration 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 - Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 2.00 2.00 2.00 - - - - - - Parks and Recreation: Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Government Buildings (2)4.83 4.83 4.83 5.33 4.33 5.00 4.00 5.00 1.00 Recreation (3)15.42 15.42 15.42 14.42 15.42 14.75 14.00 14.50 0.50 Park Maintenance Administration (4) 2.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 Park Maintenance Operations (5) 11.00 11.00 11.00 12.00 15.00 15.00 15.00 14.00 (1.00) Forestry 3.00 3.00 3.00 3.00 3.00 3.00 5.00 5.00 - CBD Maintenance Operations 3.00 3.00 3.00 3.00 - - - - - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Library: General Library (6)42.88 42.38 42.38 42.27 43.27 43.27 43.27 43.15 (0.12) Library Board Controlled Funds 0.75 0.75 0.75 0.50 0.50 0.50 0.50 0.50 - Library Gifts and Bequests - - - - 0.40 0.40 0.40 0.40 - Library Foundation Office - 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations 6.50 6.50 6.50 6.50 7.00 7.00 7.00 7.00 - Neighborhood & Dvlpmnt Services: Neighborhood & Dvlpmnt Admin 2.55 2.55 2.55 1.55 1.55 1.55 1.55 1.55 - Sustainability Services - - - 1.00 1.00 1.00 1.00 1.00 - Community Development 1.20 1.75 1.75 1.55 3.63 3.63 3.63 3.63 - Neighborhood Outreach 1.00 1.00 1.00 1.05 1.95 1.95 1.95 1.95 - Housing Inspection 5.75 5.25 5.25 5.55 6.20 6.20 8.30 8.30 - Human Services 0.15 - - - - - - - - Economic Development 1.00 1.00 1.00 2.00 1.00 - - - - Building Inspection 7.80 6.30 6.30 7.30 7.30 7.30 7.30 7.30 - Urban Planning 2.50 2.50 2.50 3.50 3.50 4.00 4.00 4.00 - Public Works: Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 12.00 16.00 16.00 16.00 16.00 - City of Iowa City Personnel Full-Time Equivalents Last Eight Years 111 2013 Adopted 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Budget Change in FTEs FY2019-2020 City of Iowa City Personnel Full-Time Equivalents Last Eight Years Transportation Services: Transportation Services Admin - - - - 2.00 3.00 2.00 2.00 - CBD Maintenance Operations - - - - 1.00 1.00 1.00 1.00 - Sub-total General Fund 351.90 354.28 351.40 356.59 368.18 367.18 370.68 372.06 1.38 Special Revenue Funds Community Development Block Grant 2.63 2.48 2.48 2.38 - - - - - HOME Grant 0.70 0.50 0.50 0.45 - - - - - Road Use Tax: Traffic Engineering 4.15 4.15 4.15 3.90 4.50 3.00 3.00 3.00 - Streets System Maintenance 25.50 25.50 25.50 25.25 25.50 29.00 29.00 29.00 - Other Shared Revenues 1.60 1.62 - - - - - - - UniverCity Neighborhood Partnership 0.20 - - - - - - - - Metro Planning Org of Johnson Co 5.60 5.60 5.60 4.70 4.70 4.70 5.20 5.20 - Employee Benefits 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 - Sub-total Special Revenue Funds 40.93 40.40 38.78 37.23 35.25 37.25 37.75 37.75 - Enterprise Funds Parking (7)29.25 26.25 26.25 23.13 21.63 21.63 21.38 19.63 (1.75) Transit 51.75 51.25 51.25 51.13 50.63 50.63 50.38 50.38 - Wastewater 25.40 24.40 24.65 24.65 25.40 26.00 26.00 26.00 - Water 32.75 31.75 32.00 32.00 31.75 31.75 31.75 31.75 - Refuse Collection (8)20.35 19.35 19.35 17.85 17.50 17.50 17.88 18.88 1.00 Landfill (9)17.50 16.50 16.50 15.50 14.00 14.00 14.88 15.88 1.00 Airport Operations 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Storm Water (10)2.10 2.10 2.60 2.60 2.10 1.50 1.50 2.50 1.00 Cable Television 6.63 6.63 5.63 - - - - - - Housing Authority 13.18 12.19 10.19 10.19 9.60 9.60 9.50 9.50 - Sub-total Enterprise Funds 199.91 191.42 189.42 178.05 173.61 173.61 174.27 175.52 1.25 Capital Project Funds ERP Software-Finances & HR/Payroll 1.00 1.00 - - - - - - - Iowa City Gateway Project 1.00 1.00 1.00 1.00 - - - - - West Side Levee Project 1.00 1.00 1.00 1.00 - - - - - Rocky Shore Lift Station Project - - - 2.00 - - - - - S. Wastewater Plant Expansion 3.00 3.00 3.00 - - - - - - Sub-total Capital Project Funds 6.00 6.00 5.00 4.00 - - - - - Total Budgetary Funds 598.74 592.10 584.60 575.87 577.04 578.04 582.70 585.33 2.63 Non-Budgetary Funds Internal Service Funds Equipment 10.75 10.75 10.75 10.75 10.75 10.75 10.75 10.75 - Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 - Information Technology Services (16) 10.86 9.86 9.86 9.86 9.80 10.80 9.80 9.80 - Central Services 0.76 0.50 0.50 0.50 0.50 0.50 0.50 0.50 - Sub-total Internal Service Funds 24.17 22.91 22.91 22.91 22.85 23.85 22.85 22.85 - Agency Funds Library Foundation Office 1.00 - - - - - - - - Sub-total Agency Funds 1.00 - - - - - - - - Total Non-Budgetary Funds 25.17 22.91 22.91 22.91 22.85 23.85 22.85 22.85 - Total Full-Time Equivalents 623.91 615.01 607.51 598.78 599.89 601.89 605.55 608.18 2.63 112 (1) A 1.0 FTE CSO position moved from Field Operations to Support Services as a CSO - Support Services Assistant. (2) A 1.0 FTE Assistant Facilities Manager position was added in the fiscal year 2020 budget. (3) A .50 FTE Custodian - Gov't Buildings position was added in the fiscal year 2020 budget. (4) A 1.0 FTE Assistant Parks Superintendent was added in the fiscal year 2020 budget. (5) A 1.0 FTE MW - III Parks was eliminated in the fiscal year 2020 budget. (6) A .75 FTE Library Clerk was eliminated and replaced with a .50 FTE Library Assistant II, while a .50 FTE Library MW II was increased to a .63 FTE position. (7) Two .75 FTE Cashier positions were eliminated and another .75 FTE Cashier position was reduced to a .50 FTE position. (8) A 1.0 FTE MW II - Refuse position was added in the fiscal year 2020 budget. (9) A 1.0 FTE Landfill Operator position was added into the fiscal year 2020 budget. (10) A 1.0 FTE Storm Water Technician was added into the fiscal year 2020 budget. City of Iowa City Personnel Full-Time Equivalents Last Eight Years 0 100 200 300 400 500 600 700 2013 Adopted 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Budget FTE Summary by Fund Type Last Eight Years General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds Agency Funds 113 114114 GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries F Y 2 0 2 0 GENERAL FUND The General Fund is the City’s main operating fund and includes activities for the following departments: City Council, City Clerk, City Attorney, City Manager, Finance, Police, Fire, Parks & Recreation, Library, Senior Center, Neighborhood & Development Services, Public Works, and Transportation Services. We present a budget where revenues exceed expenditures for the General Fund in fiscal year 2020, with revenue & transfers in and expenditures & transfers out projected at $66.8 and $66.0 million, respectively. A.General Fund Revenues Revenues & Transfers In 2018 Actual 2019 Revised 2020 Budget 2021 Projected Property Taxes 32,902,940$ 34,764,019$ 36,176,002$ 37,261,010$ Other City Taxes 2,460,404 2,630,582 2,468,300 2,468,300 Licenses And Permits 2,734,068 2,543,150 2,576,370 2,576,370 Use Of Money And Property 1,137,695 774,516 1,111,577 1,111,577 Intergovernmental 3,783,350 3,966,398 4,046,645 4,046,645 Charges For Fees And Services 1,497,214 1,413,758 1,366,366 1,366,637 Miscellaneous 5,787,400 6,179,409 6,177,874 6,177,874 Other Financial Sources 1,577,306 2,781,423 561,177 561,177 Sub-total Revenues:51,880,377 55,053,255 54,484,311 55,569,590 Transfers In 10,195,430 14,222,657 12,294,657 11,548,105 Total Revenues & Transfers In 62,075,807$ 69,275,912$ 66,778,968$ 67,117,695$ 117 1.Property Taxes - Property tax revenue of $36.2 million is the primary funding source for General Fund operations, providing approximately 66% of total revenue, excluding transfers in, in fiscal year 2020. The fiscal year 2020 budget is an increase of 4.1% over the fiscal year 2019 revised budget of $34.8 million and there is an average increase of 3.9% over the last five years. These totals do not include the transfer-in of the Employee Benefits property tax levy from the Employee Benefits Fund. There are a number of factors which determine the City’s tax levy each year: property valuations by class, the state’s annual Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory limits on individual tax levies, the City’s own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 100% Assessment - Property valuations are set by the City and County Assessor. State law requires that all real property be reassessed every two years, specifically in odd- numbered years. Since 2003, valuations within the Iowa City corporate limits have increased an average of 6.8% in revaluation years and 2.5% in non-revaluation years. Valuations reported by the Johnson County Auditor’s office for January 1, 2018 served as the basis for determining property tax revenue in fiscal year 2020. Their report indicates a 3.7% increase in total assessed value in the last year, from $5.91 billion to $6.12 billion. 118 Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage in taxable value to agricultural valuations. The impact is that the percentage growth in taxable valuations for urban residential property each year is limited to either three percent (3%) or the growth in agricultural property, whichever is lower. Property Tax growth restrictions and rollbacks were changed with State legislation in 2013 with Iowa Senate File 295. That legislation added the following changes to property taxation: 1.the annual growth limitation on residential property of three percent (3%) was decreased from four percent (4%) starting in fiscal year 2015; 2.a rollback of ninety-five percent (95%) was added to commercial, industrial, and railroad property classes starting in fiscal year 2015 and was lowered to ninety percent (90%) starting in fiscal year 2016 3.the State added a reimbursement or “backfill” to jurisdictions for lost revenue due to the rollback of valuation on commercial, industrial, and railroad properties; this “backfill” is locked at the fiscal year 2017 amounts going forward starting in fiscal year 2018; 4.a new multi-residential class of property was added in fiscal year 2017 that has a declining rollback which will decrease each year until it matches the residential rollback percentage. In fiscal year 2010, the rollback exempted $1.7 billion of Iowa City’s assessed valuation. In fiscal year 2020, the rollback will exempt $2.2 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2020 are 56.9180% and 56.1324%, respectively, compared to fiscal year 2019 rollbacks of 55.6209% and 54.4480%, respectively. Also, in fiscal year 2020 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2019. The multi-residential rollback in fiscal year 2020 is 75% compared to the fiscal year 2019 rate of 78.75%. The following graph illustrates the impact of the rollback on taxable valuations. 119 2. Other City Taxes - This category, estimated at $2.5 million in fiscal year 2020, includes Hotel Motel Taxes of $1,045,700, $410,550 in gas and electric excise taxes, and $976,050 in utility franchise taxes. The fiscal year 2020 budget is a decrease of 6.2% over the fiscal year 2019 revised budget of $2.6 million, and there is an average increase of .4% over the last five years. a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at $1,045,700 in fiscal year 2020, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: Convention & Visitor's Bureau 25.00% Police Patrol 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax 100.00% b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without gas and electric utility property valuations. The calculated difference is required to establish the General Property Tax Equivalents which is the basis of the Iowa Department of Revenue distribution formula. 120 c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa state legislature during its 2009 session, establishing cities’ right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed and approved an ordinance establishing a one percent (1%) tax to be expended for the following purposes: 1) Inspecting, supervising and otherwise regulating the MidAmerican Energy Company’s gas and electric franchises. 2) Public safety, including the equipping of fire, police and emergency services. 3) Public infrastructure to support commercial and industrial economic development. Of the $976,050 estimate for fiscal year 2020, approximately $658,800 will remain in the City’s general fund for maintenance of street right-of-way and for operational costs associated with Fire Station #4. The remaining $317,250 is for capital improvement projects (CIP) in the right of way. 3. Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer, liquor and cigarette permit/license fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal year 2020 budget for Licenses and Permits is estimated at $2.6 million. The fiscal year 2020 revenue is an increase of 1.3% over the fiscal year 2019 revised budget of $2.5 million, and an average increase of 11.3% over the last five years. These increases have been primarily due to increases in construction permit and license revenue. It is also due to moving the cable franchise fee revenue from the Cable Television Fund to the General Fund in fiscal year 2016. 4. Use of Money & Property - This revenue source consists of interest income and rents and is budgeted at $1,111,577 for fiscal year 2020. The fiscal year 2020 budget is an increase of 43.5% of the fiscal year 2019 revised budget of $774,516; however, there is an average increase of 17% over the last five years. The increase from the fiscal year 2019 estimate is from an increase in estimated interest income; the average increase over the last five years is a result of increased interest income and rent revenue. 5. Intergovernmental - This revenue category includes state and federal grants, 28E agreements, and contracts with local governmental entities. Intergovernmental revenue is budgeted at $4.05 million in fiscal year 2020. The fiscal year 2020 budget is an increase of 2.0% of the fiscal year 2019 revised budget of $3.97 million and there is an average increase of 2.3% over the last five years. The increase from the fiscal year 2020 amount is from an increase in state and federal revenue, and the average increase over the last five years is from the State property tax backfill credits, which was phased in over that period, and from increases in state and local 28E agreements. 121 The majority of intergovernmental revenue is the result of 28E agreements with local entities for services provided to area residents, as shown in the following schedule. The largest of these agreements is for fire protection services to the University of Iowa, estimated at $2 million in fiscal year 2020, with $1.5 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits and into the Capital Projects Fund as reimbursements for a percentage of Fire capital asset replacement. FY2017 FY2018 FY2019 FY2020 FY2021 Intergovernmental Funding Actual Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services 215,209$ 256,114$ 228,369$ 243,828$ 243,828$ IC Comm. Schools - Mercer Pool 102,601 101,954 110,550 101,950 101,950 County, Univ Heights, Hills - Library 500,494 517,907 538,860 517,904 517,904 Johnson County - Senior Center 59,224 60,000 60,000 60,000 60,000 Downtown District - Police Department 10,000 10,000 10,000 20,000 20,000 University Heights - Fire Department 31,874 32,186 32,186 32,498 32,498 JECC - Accounting - - 29,150 29,750 29,750 Local Governmental Revenue:919,402 978,161 1,009,115 1,005,930 1,005,930 State Revenue: Public Safety Grants 194,849 199,893 199,012 167,365 167,365 University of Iowa - Fire Protection 1,421,950 1,538,421 1,421,950 1,538,420 1,538,420 Operating Grants 95,389 73,825 82,690 73,820 73,820 Property Tax Credits 908,715 899,593 1,006,442 1,045,917 1,045,917 Other State Grants 31,272 11,588 9,530 - - State Disaster Assistance - 4,235 - - - Total State Revenue:2,652,175 2,727,555 2,719,624 2,825,522 2,825,522 Federal Revenue: Public Safety Grants 9,216 69,606 237,659 215,193 215,193 Department of Interior - 8,026 - - - Total Federal Revenue:9,216 77,632 237,659 215,193 215,193 Total - Intergovernmental Funding:3,580,793$ 3,783,348$ 3,966,398$ 4,046,645$ 4,046,645$ 6. Charges for Fees and Services – These revenues are for direct fees and charges for the use of a City service, facility, or program. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are budgeted at $1.4 million in fiscal year 2020. The fiscal year 2020 revenue is a decrease of 3.4% of the fiscal year 2019 revised budget of $1.4 million; however, there is an average decrease of 1.7% over the last five years. The increase in the fiscal year 2019 budget is due to increased police services higher than previously expected; the average decrease over the past five years is a result of decreases in building and development fees in fiscal year 2018 and fiscal year 2019. 122 7. Miscellaneous - Miscellaneous revenue is budgeted at $6.18 million in fiscal year 2020. This category includes a variety of revenue sources, including parking fines ($319,870), magistrate court fines and surcharges related to code enforcement ($235,180) and library fines ($106,747). Also included within this category are internal chargebacks of $4.5 million to the City’s Capital Projects Fund for legal and engineering services, and to the enterprise funds for administrative services. The fiscal year 2020 revenue is a decrease of -0.02% of the fiscal year 2019 revised budget of $6.18 million and there is an average increase of 6.9% over the last five years. The average increase amounts are due to the increases in administrative chargebacks for the Transportation Services Administration activity that was added to the General Fund in fiscal year 2017 and the Engineering division that started chargebacks to capital projects in fiscal year 2016. 8. Other Financing Sources – Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $561,177 in fiscal year 2020, which is a decrease of 79.8% from the revised budget in fiscal year 2019 of $2.8 million. The decrease is from home sales in the UniverCity program. The UniverCity activity is budgeted at $2.1 million in fiscal year 2019, which consists of the proceeds from the sale of assets ($1,262,500) and loan proceeds from financial institutions ($861,405). There is an average decrease of 10.2% over the last five years. These decreases are also from the UniverCity program. 9. Transfers In - The category is budgeted at $12.3 million in fiscal year 2020. This includes an approximate $10.9 million transfer-in of the Employee Benefits Levy from the Employee Benefits Fund. This category also includes General Fund intra-fund transfers to equipment replacement reserves and transfers in from other funds to support specific staff positions and expenditures. 123 B. General Fund Expenditures Expenditures &2018 2019 2020 2021 Transfers Out Actual Revised Budget Projected Personnel 38,720,800$ 42,219,519$ 43,226,993$ 44,523,803$ Services 9,135,806 11,376,562 11,184,590 10,675,452 Supplies 1,577,055 1,678,323 1,721,026 1,755,447 Capital Outlay 2,612,935 3,296,893 2,278,398 1,667,345 Other Financial Uses 668,000 1,262,500 200,000 200,000 Contingency - 555,000 580,000 585,000 Sub-total Expenditures:52,714,596 60,388,797 59,191,007 59,407,047 Transfers Out 13,683,695 11,749,099 6,840,994 6,224,656 Total Expenditures & Transfers Out 66,398,291$ 72,137,896$ 66,032,001$ 65,631,703$ 124 1. Personnel - Personnel costs account for approximately 74.3% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2020. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $11.18 million in fiscal year 2020. Initial projections were based on fiscal year 2018 actual expenditures and projected at 2.19% annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI-U) over the last five fiscal years. Many of the operating costs within the services category have more specific inflationary guidelines and methods of projection. This includes funding for liability, fire & casualty insurance premiums; professional and consultant services; internal service fund charges (Equipment, Information Technology Services, Risk Management, and Central Services); training & education; building and equipment repair and maintenance services; vehicle and equipment rentals. These costs are adjusted individually each year, based on specific operating plans and projects, claims/loss history, trend analysis, and operations-specific needs, each year. The Services category also includes funding for initiatives such as Aid to Human Service Agencies, Community Event Funding, support to the Iowa City Coralville Convention & Visitors Bureau, and Community and Economic Development Assistance, as follows: $501,500 Aid to Human Service Agencies $926,200 Community Event / Program Funding $234,520 ICCVB – Community / Economic Development Assistance $131,000 Economic Development Assistance 3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.7 million in fiscal year 2020. Individual items costing under $5,000 are considered supplies. This limit is consistent with the threshold utilized to capitalize assets for the comprehensive annual financial report. 4. Capital Outlay – The general fund capital outlay is budgeted at $2.3 million in fiscal year 2020 and includes police vehicle replacements, library materials, operating equipment, UniverCity Properties, and building maintenance and improvements of $5,000 or greater. 5. Other Financial Uses - This category is budgeted at $200,000 in fiscal year 2020. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 125 6. Contingency - A General Fund contingency amount is established each fiscal year for those unforeseen expenditures that arise following formal adoption of the annual budget. This amount is available for appropriation by formal amendment, subject to recommendation from the Finance Director and City Manager, and approval by City Council. Contingency is budgeted at one percent (1%) of General Fund expenditures (excluding transfers) - approximately $580,000 in fiscal year 2020. 7. Transfers Out - This category is budgeted at $6.8 million in fiscal year 2020. One of the largest transfers out is from the transit property tax levy of $3.7 million that is being transferred into the Transit Fund. Other major transfers out include approximately $1.7 million to the Capital Projects Fund and $1,00,000 to the Affordable Housing Fund. The General Fund borrowed $1.5 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. Principal payments are reflected as a transfer out. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/19 Total Payment FY20 FY20 Principal FY20 Interest 2019 Public Works Facility Loan 6/30/2019 $ 1,500,000 2039 $ 1,500,000 $ 99,828 $ 55,587 $ 44,241 C. Fund Balance It is part of the City’s Financial & Fiscal Policies that the General Fund’s unassigned fund balance shall not fall below twenty-five percent (25%) of total revenues and transfers in and not grow greater than thirty-five percent (35%). This policy also states that fund balance in excess of thirty percent (35%) of revenues and transfers in will be transferred to the City’s Emergency Fund, used to retire outstanding debt, used to provide property tax relief, or be used for facility replacement. General Fund unassigned fund balance was transferred into the Emergency Fund in fiscal year 2014, fiscal year 2015, fiscal year 2016, fiscal year 2017 and fiscal year 2019 of $1.7 million, $1.3 million, $1.7 million, $500,000 and $450,000, respectively. No transfer is being proposed in fiscal year 2020. $340,000 was revised into the Emergency Fund expenditures in fiscal year 2019 for the acquisition and demolition of a residential property in the flood plain. The Emergency Fund’s estimated balance is $5.1 million at the end of fiscal year 2020. In the fiscal year 2019 revised budget, $2.0 million of General Fund unassigned fund balance is to be transferred into a newly created, Facility Master Plan Reserve, within the General Fund. This fund will be assigned to implementation of the 2012 Facilities Space Needs Study and Master Plan. 126 General Fund’s unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until October/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 3 Months @ Sept. 30 Receipts Expenditures Shortfall FY2019 9,833,115$ 15,455,184$ (5,622,069) FY2018 7,859,044 14,422,373 (6,563,329) FY2017 7,917,409 15,727,049 (7,809,640) FY2016 10,402,991 13,341,071 (2,938,080) FY2015 7,163,587 13,309,505 (6,145,918) FY2014 11,705,632 15,145,130 (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) FY2010 8,934,768 13,186,810 (4,252,042) D. Long-term Projections Future property tax revenues were projected to grow 3% for fiscal year 2021, 2.68% for 2022, 2.7% in 2023, 2.28% in 2024, and 3.29% in fiscal year 2025. Odd numbered years are re- evaluation years, which typically lead to higher growth rates. The overall annual growth rates include individual property class assessed value growth ranging from 0 – 5%, as well as changes in the rollback percentages. The Multi-Residential Property Class rollback will continue to decrease until it aligns with the Residential Rollback in fiscal year 2024. All other revenues were projected at a flatline. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. 127 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Fund Balance, July 1 49,045,399$ 48,135,654$ 40,724,250$ 36,401,766$ 33,539,782$ 34,286,749$ Revenues: Property Taxes 29,796,656$ 31,754,702$ 32,902,940$ 34,764,019$ 36,176,002$ 37,261,010$ Other City Taxes 2,431,882 2,534,880 2,460,404 2,630,582 2,468,300 2,468,300 Licenses And Permits 3,056,051 3,521,079 2,734,068 2,543,150 2,576,370 2,576,370 Use Of Money And Property 689,835 812,954 1,137,695 774,516 1,111,577 1,111,577 Intergovernmental 3,803,459 3,580,793 3,783,350 3,966,398 4,046,645 4,046,645 Charges For Fees And Services 1,607,320 1,697,137 1,497,214 1,413,758 1,366,366 1,366,637 Miscellaneous 4,603,845 5,484,920 5,787,400 6,179,409 6,177,874 6,177,874 Other Financial Sources 2,678,802 1,764,562 1,577,306 2,781,423 561,177 561,177 Sub-Total Revenues 48,667,850 51,151,026 51,880,377 55,053,255 54,484,311 55,569,590 Transfers In: Operating Transfers In 12,468,366 10,655,199 10,195,430 14,222,657 12,294,657 11,548,105 Sub-Total Transfers In 12,468,366 10,655,199 10,195,430 14,222,657 12,294,657 11,548,105 Total Revenues & Transfers In 61,136,216$ 61,806,225$ 62,075,807$ 69,275,912$ 66,778,968$ 67,117,695$ Expenditures by Department: City Council 107,734$ 110,152$ 109,461$ 120,391$ 153,065$ 156,883$ City Clerk 524,930 500,977 491,517 570,242 570,679 550,522 City Attorney 681,567 733,337 765,417 780,796 873,609 829,817 City Manager 2,154,216 2,148,884 3,083,553 4,378,266 4,223,782 3,829,653 Finance 3,598,458 3,655,228 3,805,542 4,840,145 4,443,650 4,548,881 Police 12,443,823 13,114,628 13,809,546 14,846,647 14,843,901 15,073,902 Fire 7,486,023 7,716,864 8,030,716 8,278,847 8,517,508 8,737,757 Parks and Recreation 7,324,281 7,812,840 7,993,287 8,891,119 9,327,677 9,418,088 Library 6,083,034 6,269,424 6,400,494 6,677,934 6,920,059 7,025,807 Senior Center 823,992 899,254 888,544 986,855 941,522 976,891 Neighborhood & Development Services 6,614,830 6,074,193 4,938,698 6,865,811 5,092,304 4,882,155 Public Works 1,342,700 1,757,925 1,909,621 2,554,183 2,666,172 2,743,063 Transportation Services 13,008 619,664 488,203 597,561 617,078 633,628 Sub-Total Expenditures 49,198,596 51,413,370 52,714,596 60,388,797 59,191,007 59,407,047 Transfers Out: Capital Project Fund 7,302,103 13,708,054 9,333,240 4,328,003 1,689,822 1,303,253 GO Bond Abatement 201,017 60,052 20,052 20,052 20,052 20,052 General Levy 212,196 182,444 183,788 185,489 169,012 175,913 Emergency Fund 1,704,205 500,000 - 450,000 - - Facility Master Plan Reserve - - - 2,000,000 - - Interfund Loan Repayment to Landfill - - - - 55,587 57,273 Transfers Out - Transit Fund 3,108,169 3,271,633 3,376,455 3,578,133 3,721,479 3,833,123 Transfers Out - Affordable Housing Fund - - 650,093 1,000,000 1,000,000 650,000 Misc Transfers Out 314,738 82,076 120,068 187,422 185,042 185,042 Sub-Total Transfers Out 12,842,428 17,804,258 13,683,695 11,749,099 6,840,994 6,224,656 Total Expenditures & Transfers Out 62,041,024$ 69,217,629$ 66,398,291$ 72,137,896$ 66,032,001$ 65,631,703$ Fund Balance, June 30 48,140,591$ 40,724,250$ 36,401,766$ 33,539,782$ 34,286,749$ 35,772,740$ Prior Year Accounting Adjustment (4,937) - - - - - Adjusted Fund Balance, June 30 48,135,654 40,724,250 36,401,766 33,539,782 34,286,749 35,772,740 Restricted / Committed /Assigned 24,716,300 15,073,066 7,034,006 8,873,813 8,884,072 9,006,207 Unassigned Balance 23,419,354$ 25,651,185$ 29,367,761$ 24,665,970$ 25,402,677$ 26,766,533$ % of Revenues & Transfers In 38%42%47%36%38%40% General Fund (1000 - 1024) Fund Summary 128 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Assigned: (Available for current and / or future operations) Library Special Revenue Funds 756,858$ 814,236$ 898,683$ 986,922$ 1,056,034$ 1,156,366$ Library Foundation Development (19,291) (3,457) (3,976) (519) (519) (672) Library Equipment Replacement Reserve 176,268 231,975 261,786 317,493 350,076 382,062 Senior Center Gift Funds 13,798 13,870 2,875 2,875 2,875 2,875 New Horizons Band 10 10 - - - - Cable Replacement Reserves 162,392 146,835 151,584 115,084 125,084 115,084 Energy Efficiency Revolving Loan Fund 144,494 185,455 226,416 - - - Facility Master Plan Reserve - - - 2,000,000 2,000,000 2,000,000 Animal Shelter Bequest Funds - - 135,048 117,408 117,408 117,408 1,234,529$ 1,388,924$ 1,672,415$ 3,539,262$ 3,650,958$ 3,773,123$ Committed: (Available for current and / or future operations) Emergency Funds 4,698,779$ 5,198,779$ 4,961,882$ 5,071,882$ 5,071,882$ 5,071,882$ 4,698,779$ 5,198,779$ 4,961,882$ 5,071,882$ 5,071,882$ 5,071,882$ Restricted: (Not available for general operations) Police Forfeiture Share 386,338$ 305,687$ 236,724$ 136,824$ 35,388$ 35,388$ Police Abandon Property 71,745 43,248 46,636 11,636 11,636 11,636 Cemetery Perpetual Care - 114,846 116,348 114,208 114,208 114,178 Public Art - - - - - - Local Option Sales Tax 18,262,595 8,021,582 - - - - Restricted (Unspent Bond Proceeds)62,314 - - - - - 18,782,992$ 8,485,362$ 399,708$ 262,668$ 161,232$ 161,202$ Total Assigned / Committed / Restricted:24,716,300$ 15,073,066$ 7,034,006$ 8,873,813$ 8,884,072$ 9,006,207$ Unassigned:23,419,354 25,651,185 29,367,761 24,665,970 25,402,677 26,766,533 General Fund Ending Fund Balance 48,135,654$ 40,724,250$ 36,401,766$ 33,539,782$ 34,286,749$ 35,772,740$ General Fund Assigned, Committed & Restricted Fund Balance 129 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Property Taxes Property Taxes 29,796,656$ 31,754,702$ 32,902,940$ 34,764,019$ 36,176,002$ 37,261,010$ Other City Taxes Gas/Electric Excise Tax 441,082 421,007 402,645 401,692 410,550 410,550 Mobile Home Tax 37,803 37,774 36,004 37,770 36,000 36,000 Hotel/Motel Tax 1,078,762 1,136,712 1,045,696 1,251,720 1,045,700 1,045,700 Utility Franchise Tax 874,235 939,387 976,060 939,400 976,050 976,050 Licenses And Permits General Use Permits 80,171 104,220 71,654 100,840 71,650 71,650 Food & Liq Licenses 92,738 111,438 110,377 111,440 110,380 110,380 Professional License 18,700 12,015 7,605 12,020 7,610 7,610 Franchise Fees 733,644 685,659 662,448 512,750 512,750 512,750 Const Per & Ins Fees 2,102,624 2,578,024 1,850,539 1,777,650 1,842,590 1,842,590 Misc Lic & Permits 28,174 29,723 31,445 28,450 31,390 31,390 Use Of Money And Property Interest Revenues 221,825 307,260 655,650 302,956 647,877 647,877 Rents 418,473 463,696 459,331 435,200 444,230 444,230 Royalties & Commiss 49,537 41,998 22,714 36,360 19,470 19,470 Intergovernmental Fed Intergovnt Rev 29,257 9,216 77,632 237,659 215,193 215,193 Property Tax Credits 1,191,442 908,715 899,593 1,006,442 1,045,917 1,045,917 State 28E Agreements 1,385,095 1,421,950 1,538,421 1,421,950 1,538,420 1,538,420 Operating Grants 84,197 95,389 73,825 82,690 73,820 73,820 Disaster Assistance 56,507 - 4,235 - - - Other State Grants 225,855 226,121 211,482 208,542 167,365 167,365 Local 28E Agreements 831,106 919,402 978,161 1,009,115 1,005,930 1,005,930 Charges For Fees And Services Building & Devlpmt 579,755 649,237 477,627 444,570 360,900 360,900 Police Services 112,112 143,562 127,496 56,530 104,990 104,990 Animal Care Services 10,399 11,545 10,775 11,540 10,780 10,780 Fire Services 9,244 10,370 7,632 10,370 7,140 7,140 Transit Fees 2,975 - 955 900 900 900 Culture & Recreation 761,363 780,147 774,778 790,848 778,090 778,090 Misc Charges For Svc 67,463 70,369 66,214 67,450 71,626 71,626 Water Charges 5,075 5,275 5,412 5,280 5,410 5,681 Refuse Charges 255 275 317 270 320 320 Parking Charges 58,679 26,359 26,010 26,000 26,210 26,210 Miscellaneous Code Enforcement 253,174 238,295 232,315 222,633 235,180 235,180 Parking Fines 351,205 356,796 319,868 356,800 319,870 319,870 Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747 Contrib & Donations 256,427 430,857 746,621 505,690 535,762 535,762 Printed Materials 48,668 42,022 41,117 41,900 40,980 40,980 Animal Adoption 14,190 12,015 12,955 12,020 27,960 27,960 Misc Merchandise 24,560 29,655 24,775 29,370 24,460 24,460 Intra-City Charges 3,092,916 3,770,049 3,936,476 4,275,635 4,515,766 4,515,766 Other Misc Revenue 405,571 449,718 329,180 579,851 370,339 370,339 Special Assessments 1,615 1,087 808 1,090 810 810 Other Financial Sources Sale Of Assets 2,088,104 915,899 920,174 1,920,018 307,477 307,477 Bonds - - 17,357 - - - Loans 590,698 848,663 639,775 861,405 253,700 253,700 Total Revenues 48,667,850$ 51,151,026$ 51,880,377$ 55,053,255$ 54,484,311$ 55,569,590$ General Fund Revenues by Type 130 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection City Council City Council 107,734$ 110,152$ 109,461$ 120,391$ 153,065$ 156,883$ City Clerk City Clerk 524,930 500,977 491,517 570,242 570,679 550,522 City Attorney City Attorney 681,567 733,337 765,417 780,796 873,609 829,817 City Manager City Manager 574,679 535,636 737,126 834,589 839,343 862,000 Communications Office 801,431 821,876 718,093 846,965 864,301 899,053 Human Resources 440,974 463,221 482,968 552,440 609,632 625,874 Human Rights 337,132 328,151 332,455 449,740 444,725 456,075 Economic Development - - 812,912 1,694,532 1,465,780 986,651 Finance Finance Adminstration 1,465,382 1,483,352 1,536,946 2,552,080 2,038,013 2,077,366 Accounting 734,456 754,564 805,002 807,260 836,169 859,992 Purchasing 349,584 360,939 350,638 370,106 395,611 407,002 Revenue 1,049,036 1,056,373 1,112,956 1,110,699 1,173,857 1,204,521 Police Police Administration 896,463 964,554 1,116,173 567,733 595,959 611,150 Police Support Services 1,731,296 1,905,662 2,252,663 3,201,854 3,316,940 3,393,006 Police Field Operations 9,816,064 10,244,411 10,440,709 11,077,060 10,931,001 11,069,746 Fire Fire Administration 779,473 858,673 932,672 963,895 952,632 959,692 Fire Emergency Operations 6,378,418 6,509,977 6,737,948 6,900,235 7,131,332 7,351,203 Fire Prevention 184,893 205,405 205,487 236,869 241,284 247,860 Fire Training 143,239 142,810 154,609 177,848 192,261 179,002 Parks and Recreation Park and Rec Admin 973,167 1,080,451 1,111,340 1,177,542 1,316,675 1,351,112 Recreation 2,901,427 3,116,291 3,143,589 3,268,764 3,454,735 3,565,471 Park Maintenance 3,128,619 3,274,743 3,390,502 4,073,638 4,167,814 4,102,199 Cemetery Operations 321,068 341,356 347,855 371,175 388,454 399,306 Library Library Operations 5,898,965 6,084,171 6,282,036 6,477,399 6,713,687 6,813,245 Library Foundation Office 184,069 185,254 118,457 200,535 206,372 212,562 Senior Center Senior Center 823,992 899,254 888,544 986,855 941,522 976,891 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 392,036 490,486 461,966 549,810 518,267 532,249 Neighborhood Services 3,916,469 2,929,117 3,067,334 4,331,506 2,741,083 2,467,798 Economic Development 906,962 994,263 - - - - Development Services 1,399,363 1,660,328 1,409,397 1,984,495 1,832,955 1,882,108 Public Works Public Works Administration 290,733 314,751 328,547 398,073 395,430 406,549 Engineering Services 1,051,967 1,443,174 1,581,073 2,156,110 2,270,742 2,336,514 Transportation Services Administration 13,008 619,664 488,203 597,561 617,078 633,628 Total Expenditures:49,198,596$ 51,413,370$ 52,714,596$ 60,388,797$ 59,191,007$ 59,407,047$ General Fund Expenditures by Department and Division 131 CITY COUNCIL The City has seven (7) Council members, who serve staggered, four-year terms. Four Council members are "at-large" and are nominated by all voters and elected by all voters. Although the three "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd-numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each City Council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The Council appoints the City Manager, City Attorney, and City Clerk. The City Manager serves as the Chief Administrative Officer of the City. Staffing: FY2018 FY2019 FY2020 Total FTE’s 7.00 7.00 7.00 Financial Highlights: Personnel expenditures increased by 33.6% due to a change in the pay plan for Council members. Service expenditures include the City’s dues for the Iowa League of Cities, Iowa Metro Coalition, US Conference of Mayors, Mayors Innovation Project, and the National League of Cities, as well as travel and conference expenditures for Council. Supplies expenditures increase by $11,498 or 314% due to the addition of $11,000 for the replacement of chairs in the City Council chambers. 132132 Activity: City Council (110100)Fund: General (1000) Division: City Council Department: City Council 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 107,734$ 110,148$ 109,461$ 120,391$ 153,065$ 156,883$ Other Financial Sources Sale Of Assets - 4 - - - - Total Revenues 107,734$ 110,152$ 109,461$ 120,391$ 153,065$ 156,883$ Expenditures: Personnel 54,754$ 54,697$ 55,329$ 56,616$ 75,630$ 77,899$ Services 49,431 49,017 51,272 60,116 62,278 63,524 Supplies 3,549 6,439 2,860 3,659 15,157 15,460 Total Expenditures 107,734$ 110,152$ 109,461$ 120,391$ 153,065$ 156,883$ Personnel Services - FTE 2016 2017 2018 2019 2020 City Council 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 Activity Summary 133133 CITY CLERK The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes and posts public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver photo ID’s, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. In addition, the Clerk's office provides service to Boards and Commissions by announcing and publishing vacancies; monitoring applications and appointments; notifying applicants and updating the City website of members. The office provides staff support to the Community Police Review Board (CPRB), which was formed based on a community initiative and established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing community views on the policies, practices and procedures of the Iowa City Police Department. HIGHLIGHTS Recent Accomplishments: • Agenda Management software purchase and implementation • Open Records request program, organizes and stores information in Laserfiche • Electronically archived Resolution books (1965-1994), Ordinance Books (1967-1994), and Lawsuits (1990-2017) making available to the public Upcoming Challenges: • Ongoing updates for the older sections of Oakland Cemetery; issuance of electronic deeds • Reorganizing & creating on-line forms for public assembly/parade/Ped mall use permits (currently in the works) • Utilize Laserfiche forms to create more online forms • Incorporate more functions into the Agenda Management software: Information packets, work session agendas/minutes, board and commission agendas/minutes 134134 Staffing: FY2018 FY2019 FY2020 Total FTE’s 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal years 2019 and 2020 service expenditures increased due to a City Council special election in fiscal year 2019 and the biennial City Council election in fiscal year 2020. 135135 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Ordinances & Resolutions Received and Finalized (with attached documents e.g. Contracts) 408 485 444 390 417 Hours Processing Initiatives and Referendum Petitions 238 N/A N/A N/A N/A Legal Publications Published 489 433 502 518 636 Notice to Bidders Posted New Measure New Measure New Measure 12 44 Council Meeting and Information Packets Distributed 111 116 113 115 112 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Number of Licenses and Permits Processed 772 769 579 918 667 Board & Commission Applications Processed 64 102 61 80 85 Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation GOALS, OBJECTIVES, and PERFORMANCE MEASURES Provide support to the City Council, City staff, and individuals to implement strategic plan. Assist in dissemination of City Code information and in enforcement; Accept subdivision applications; liquor licenses; taxicab licenses; entertainment venues; special exceptions; cigarette permit; solid waste container permits. 136136 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Number of Committees/ Commissions Meetings Staffed (Diversity; Charter Review; Community Police Review Board; Senior Services) 20 53 19 12 13 Number of Council folders converted from microfilm New Measure 102 293 N/A 184 Number of Images converted from microlfim - Council folders New Measure 26,082 93,791 94,480 114,883 Number of Images Electronically Archived (JC Recorder and Project Files)14,005 3,449 2,898 11,760 9,108 Number of Board and Commission Meeting Packets Archived 173 201 149 165 147 Enhance Community Engagement and Intergovernmental Relations Provide support to the City Council, City staff, and individuals to Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.); and ad hoc committees. Archive documents as required by state code and City policy. 137137 Activity: City Clerk (120100)Fund: General (1000) Division: City Clerk Department: City Clerk 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 482,322$ 468,459$ 468,644$ 536,263$ 545,974$ 525,689$ Licenses And Permits Professional License 16,195 9,630 4,925 9,630 4,930 4,930 Miscellaneous Code Enforcement 5,775 5,850 114 5,850 3,000 3,000 Other Misc Revenue 14,545 12,016 10,371 12,020 10,370 10,370 Printed Materials 25 20 46 - - - Other Financial Sources Sale Of Assets - - 53 - - Total Revenues 518,862$ 495,975$ 484,152$ 563,763$ 564,274$ 543,989$ Expenditures: Personnel 420,689$ 395,110$ 379,113$ 410,304$ 412,984$ 425,373$ Services 96,382 98,838 94,702 149,404 149,516 116,807 Supplies 1,791 2,027 10,337 4,055 1,774 1,809 Total Expenditures 518,862$ 495,975$ 484,152$ 563,763$ 564,274$ 543,989$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 License Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Activity: Community Police Review Board (120200)Fund: General (1000) Division: City Clerk Department: City Clerk 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 6,068$ 5,003$ 7,365$ 6,479$ 6,405$ 6,533$ Total Revenues 6,068$ 5,003$ 7,365$ 6,479$ 6,405$ 6,533$ Expenditures: Personnel -$ 93$ 112$ -$ -$ -$ Services 6,068 4,909 7,253 6,479 6,405 6,533 Total Expenditures 6,068$ 5,003$ 7,365$ 6,479$ 6,405$ 6,533$ Activity Summary Activity Summary 138138 CITY ATTORNEY The City Attorney’s Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. Staffing: FY2018 FY2019 FY2020 Total FTE’s 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 expenditures includes capital outlay expenditures of $67,500 for an email management software, which is primarily the cause for the overall 11.9% increase in total expenditures over fiscal year 2019. 139139 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Ordinances & Resolutions Approved (with attached documents e.g. Contracts) 408 485 444 390 417 Public Meetings of City Council, Boards and Commissions Staffed by City Attorney’s Office 90 113 91 89 82 Cases in State and Federal Courts and Administrative Agencies 51 44 29 31 22 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Prosecution of Simple Misdemeanors 366 326 256 166 140 Municipal Infraction Cases 32 47 68 89 79 Housing Authority Hearings 50 43 31 19 20 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Number of Closings 27 21 18 10 10 Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. Foster Healthy Neighborhoods throughout the City 140140 Activity: City Attorney (130100)Fund: General (1000) Division: City Attorney Department: City Attorney 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 617,404$ 691,072$ 697,024$ 737,160$ 802,099$ 757,251$ Miscellaneous Code Enforcement 775 770 585 770 590 590 Intra-City Charges 62,190 40,677 67,300 42,046 70,430 71,486 Other Misc Revenue 1,005 817 489 820 490 490 Printed Materials 193 - - - - - Other Financial Sources Sale Of Assets - - 19 - - - Total Revenues 681,567$ 733,337$ 765,398$ 780,796$ 873,609$ 829,817$ Expenditures: Personnel 644,271$ 687,684$ 719,637$ 735,231$ 758,623$ 781,382$ Services 29,533 33,424 35,885 35,675 38,960 39,739 Supplies 7,763 12,229 9,896 9,890 8,526 8,697 Capital Outlay - - - - 67,500 - Total Expenditures 681,567$ 733,337$ 765,417$ 780,796$ 873,609$ 829,817$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 1.50 1.50 1.50 1.50 1.50 City Attorney 1.00 1.00 1.00 1.00 1.00 First Asst City Attorney 1.00 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.50 5.50 5.50 5.50 5.50 Capital Outlay 2019 2020 Software -$ 67,500$ Total Capital Outlay -$ 67,500$ Activity Summary 141141 CITY MANAGER The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City’s operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City’s residents, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City’s day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of City departments and advises the City Council on matters relating to planning, development, and municipal operations. The City Manager implements policy decisions of the City Council and enforces City ordinances through the management of the City’s operating departments and the administration of the City’s personnel system. The City Manager prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting policy and program recommendations to the City Council. There are five operating divisions within the City Manager’s Office: City Manager, Communications Office, Human Resources, Human Rights, and Economic Development. Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 service expenditures decreased by 9.7% from fiscal year 2019 due to a $20,000 public art and wayfinding concept plan project in fiscal year 2019. Fiscal year 2020 service expenditures include $40,000 for the second year of a three-year collaboration with the University of Iowa’s Big Splash event. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. 142142 Activity: City Manager (210100)Fund: General (1000) Division: City Manager Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 574,179$ 535,357$ 736,746$ 834,309$ 839,343$ 862,000$ Miscellaneous Misc Merchandise - - 380 - - - Other Misc Revenue 500 280 - 280 - - Total Revenues 574,679$ 535,636$ 737,126$ 834,589$ 839,343$ 862,000$ Expenditures: Personnel 485,703$ 444,207$ 527,392$ 555,994$ 586,953$ 604,562$ Services 87,549 83,966 206,103 275,518 248,906 253,884 Supplies 1,427 7,463 3,631 3,077 3,484 3,554 Total Expenditures 574,679$ 535,636$ 737,126$ 834,589$ 839,343$ 862,000$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Analyst 1.00 - - - - Assistant To The City Manager - 1.00 1.00 1.00 1.00 Asst City Manager 1.00 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Activity Summary 143143 COMMUNICATIONS OFFICE Communications Office The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media coverage, informational efforts and promotional campaigns, maintains the City website and intranet, manages social media, and works closely with our Cable staff to create and share photography video content for television, online and social media. The team coordinates with City staff to share and advise on policies and procedures, publicizes city and community events, actively participates in local events to engage with the public and provide information about the City while also supporting customer service functions throughout the organization. The Communications Office also provides creative services, as well as direction and support, to other City departments, and staffs the front lobby information desk, which serves as the customer service hub of City Hall. Cable TV Office Cable TV Administration oversees Cable TV Office operations, provides a complaint resolution service for subscribers to the local cable company, and supports other local cable access television channels. Administration also serves as staff for the Iowa City Telecommunications Commission (ICTC) and conducts special projects such as research or community surveys. Administration monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. Cable staff produces local government and community video programming including public meetings and presentations, regularly featuring the Iowa City City Council and the Iowa City Foreign Relations Council; balanced political programming such as League of Women Voters and other NGO forums; informational programming such as City departmental and community organizational profiles, services, projects, or activities, including a wide variety of local musical performances sponsored by City and non-profit entities; as well as providing weekly and monthly news features that provide information about Iowa City events and initiatives. Cable staff also provides recording of internal training for departments as needed. The Cable TV Office also schedules programming on City Channel 4, operates InfoVision channel 5, an interactive service providing local video programming on demand, manages Channel 4's web presence, which includes live and archived streaming video, and provides video content for City social media outlets. Cable TV Reserves Cable TV’s annual budget includes transfers to an equipment replacement reserve that are used to purchase equipment and supplies, including computer hardware and software. 144144 HIGHLIGHTS The Cable TV Office merged into the Communications Office four years ago, which has allowed the Communications Office to have primary oversight of City-produced news, streamlining our news coordination efforts and reducing overlap and expenses. Cable TV operations were previously accounted for in an Enterprise Fund but were transferred to the General Fund in fiscal year 2016. Recent Accomplishments Upcoming Challenges • Began live-streaming City Council work sessions and meetings on Facebook • Continued to increase video content on social media channels • Completed redesign of the City Channel 4 website • Transitioned to a higher quality video archiving solution utilizing YouTube • Created Snow Emergency Communications Plan • Climate Action Plan marketing campaign completed • Created website ADA compliance plan for website • Provided website ADA compliance training • Hosted a training for staff working with the media • Completion of multiple marketing plans for departments • New and creative use of social media for engagement • Improved use of social media: advertising, calendars, and images • RAGBRAI event planning and coverage • Managed Parks & Rec Communications during staff transition • Grown social media following and e- subscriptions • Increased staff engagement with Staff Chat newsletter • Developing a strategy for providing closed-captioning for long-format videos online • Investigating new ways to reach the public and engage • Continuing to update online forms for improved accessibility and customer service • Near completion of new Intranet redesign • Reevaluating Cable TV priorities; changes to ICTC • Continued to create more extensive marketing plans and educational programming for City initiatives and joint agency projects • Creating a Flood Emergency Plan for City organization • Continuing to search for photo archival and retrieval solution • We receive many image requests and time spent searching can be problematic • Continue to reorganize website by department • Work with departments to update and rethink their website content • Establish importance of website content responsibility per department • Census marketing materials • Increase engagement with minority community • Strengthen partnerships for multi- agency events and marketing 145145 Staffing: FY2018 FY2019 FY2020 Total FTE’s 6.00 6.00 6.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Service expenditures in the Communications Office increased by 73.3% due to a one time increase in advertising expenditures in fiscal year 2020. Additionally, capital outlay increased by $31,500 for the purchase of new Laserfiche licenses in fiscal year 2020. 146146 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Social media growth and digital outreach growth using e-subscription service FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Twitter (followers)2,742 4,557 6,268 7,578 8,693 Facebook (Likes)1,191 2,414 3,415 4,733 5,753 Instagram (followers)New Measure New Measure 704*1,228 1,554 Media release activity 826 769 1,400 1,593 1,588 E-subscriptions New measure 6,883 12,625 15,132 19,401 Video Programming FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Programming promoting urban core activities and organizations 54 53 90 114 100 Programming promoting general City initiatives, projects, and public input 150 176 181 219 222 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Utilize social media, website, video messaging and media outreach to provide access to a wide audience. Note: Includes full-length and short programs, public service announcements, & program segments * As of 09/02/2016 Enhance Community Engagement and Intergovernmental Relations Increase opportunities for public engagement and education. 147147 Activity: Communications Office (210200)Fund: General (1000) Division: Communications Office Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 379,836$ 367,055$ 338,251$ 378,302$ 442,703$ 445,308$ Miscellaneous Misc Merchandise - 1,373 - 1,370 - - Total Revenues 379,836$ 368,428$ 338,251$ 379,672$ 442,703$ 445,308$ Expenditures: Personnel 278,314$ 261,313$ 244,752$ 265,171$ 278,146$ 286,490$ Services 17,629 26,244 36,524 28,578 49,520 50,510 Supplies 81,083 57,028 56,975 85,923 83,537 85,208 Capital Outlay 2,810 23,844 - - 31,500 23,100 Total Expenditures 379,836$ 368,428$ 338,251$ 379,672$ 442,703$ 445,308$ Personnel Services - FTE 2016 2017 2018 2019 2020 Communications Assistant 1.00 1.00 - - - Communications Coordinator 1.00 1.00 1.00 1.00 1.00 Digital Communications Spec 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 2.00 2.00 2.00 Capital Outlay 2019 2020 Software -$ 31,500$ Total Capital Outlay -$ 31,500$ Activity Summary 148148 Activity: Cable Administration (210251)Fund: General Fund (1000) Division: Communications Office Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Franchise Fees 733,644$ 685,659$ 662,448$ 512,750$ 512,750$ 512,750$ Use Of Money And Property Interest Revenues (3,970) - - - - - Miscellaneous Contrib & Donations 1 - - - - - Other Misc Revenue 54 242 41 200 - - Other Financial Sources Sale Of Assets 699 171 - - - - Total Revenues 730,428$ 686,073$ 662,489$ 512,950$ 512,750$ 512,750$ Expenditures: Personnel 347,667$ 381,005$ 330,185$ 372,910$ 371,374$ 382,515$ Services 38,818 42,385 41,915 42,821 44,601 45,493 Supplies 9,898 4,502 2,490 5,062 5,624 5,736 Total Expenditures 396,383$ 427,891$ 374,590$ 420,793$ 421,599$ 433,744$ Personnel Services - FTE 2016 2017 2018 2019 2020 Clerical Assistant - Cable T.V. 0.50 0.50 - - - Communications Tech - Cable 1.00 1.00 1.00 1.00 1.00 Media Production Service Coordinator 1.00 1.00 1.00 1.00 1.00 Production Asst - Cable T.V. 1.00 1.00 1.00 1.00 1.00 Special Projects Asst - Cable 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.50 4.50 4.00 4.00 4.00 Activity: Cable Reserves (210257)Fund: Cable Replacement Reserves (1007) Division: Communications Office Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Transfer In: Transfer-In from Cable Operations 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ Total Transfer In 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ Expenditures: Capital Outlay 25,212$ 25,557$ 5,251$ 46,500$ -$ 20,000$ Total Expenditures 25,212$ 25,557$ 5,251$ 46,500$ -$ 20,000$ Capital Outlay 2019 2020 Video Production Equipment 40,000$ -$ ITS Data Storage Backup 6,500 - Total Capital Outlay 46,500$ -$ Activity Summary Activity Summary 149149 HUMAN RESOURCES The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other customers, consistent with appropriate best practices and legal requirements. The Human Resources Division strives to provide quality, comprehensive Human Resources services to the City of Iowa City and its employees in the areas of: • Employee and labor relations for approximately 1,000 City employees, both permanent and temporary • Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions • Civil Service compliance per Chapter 400 of the Code of Iowa • Comprehensive benefits administration for approximately 600 permanent employees • Internal and external recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies • Personnel policy development and administration • Administration of applicable state and federal employment laws HIGHLIGHTS Recent Accomplishments: • Completed entry-level Police Officer testing, certifying a hiring list in compliance with Chapter 400 of the Iowa Code • Revised and updated orientation program for new employees subject to federal drug and alcohol testing program • Revised and updated annual employee demographic report • Coordinated staff training including web-based Sexual Harassment, Workplace Violence, and Diversity training for all permanent City staff, De-Escalation Strategies for Aggression and Mental Health, Effective Communication in Challenging Situations for all supervisory staff, and supervisor training webinars • Reformatted and restructured hiring and recruitment materials including Self Services webpage, job posting documents, hiring supervisor checklist, and interview panel training materials • Completed RFP process to secure labor attorney services • Coordinated recruitment processes for NDS Director, Transportation Services Director, Senior Center Coordinator, Development Services Coordinator, Neighborhood Services Coordinator, Animal Services Coordinator, and Recreation Superintendent • Continued leadership and oversight of active Employee Wellness Committee offering a variety of programming including educational programs, service projects, staff events, charitable giving campaigns, and CPR/First Aid/AED certification 150150 Upcoming Challenges: • Entry-level Police Officer and Firefighter testing in FY19 • Police and Fire Promotional Testing in FY20 • Selection and implementation of online training and LMS software for City employees Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: In fiscal year 2020, a half-time temporary Human Resources Office Assistant has been added, which is partially offset with work study wages. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Services expenditures budget in fiscal year 2020 increased by 9.2% primarily due to the addition of police and fire promotional testing assessments. Supplies expenditures budget in fiscal year 2020 increased by $22,553 or 89.2%. This is primarily due to the addition of the city-wide training software, Neogov, for $22,000. 151151 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number of Internal Hires 25 40 29 24 42 Number of External Hires 98 83 90 106 125 Positions posted but not filled 13 7 3 1 10 Averages FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Days to Fill Vacant Position 44.18 56.34 70.29 70.34 70.87 Advertising Expense per External Hire $68.14 $119.41 $89.46 $151.84 $41.92 Applicants per Hire 8.32 12.54 22.61 18.97 26.83 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 City Employee Turnover Rate 7.01%7.24%6.47%5.76%5.07% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. To employ effective and efficient recruitment practices in a cost-effective manner. Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. FY17 also excludes Council appointees and Police Chief recruitment which was outsourced to a consulting firm. 152152 Activity: Human Resources (210300)Fund: General (1000) Division: Human Resources Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 434,643$ 456,962$ 474,889$ 546,041$ 601,617$ 617,859$ Charges For Fees And Services Misc Charges For Svc 190 100 40 100 - - Intra-City Charges 6,129 5,477 8,016 5,619 8,015 8,015 Other Misc Revenue 8 683 24 680 - - Other Financial Sources Sale Of Assets 4 - - - - - Total Revenues 440,974$ 463,221$ 482,968$ 552,440$ 609,632$ 625,874$ Expenditures: Personnel 329,330$ 350,505$ 364,933$ 383,503$ 404,971$ 417,120$ Services 85,151 92,041 95,224 143,647 156,818 159,954 Supplies 26,493 20,676 22,811 25,290 47,843 48,800 Total Expenditures 440,974$ 463,221$ 482,968$ 552,440$ 609,632$ 625,874$ Personnel Services - FTE 2016 2017 2018 2019 2020 Human Resources Administrator 1.00 1.00 1.00 1.00 1.00 Human Resources Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Generalist 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Activity Summary 153153 HUMAN RIGHTS The Human Rights Office enforces the anti-discrimination laws for the City and receives, investigates and makes probable cause decisions on complaints alleging unlawful discrimination in the areas of education, credit, housing, employment, and public accommodation based upon the following characteristics: age, color, creed, disability, familial status, gender identity, marital status, national origin, presence or absence of dependents, public assistance source of income, race, religion, sex, and sexual orientation. The Office also provides training to the community on unlawful discrimination and the civil rights history of Iowa. The Office collaborates with individuals and organizations in the planning and coordinating of events to educate on civil and human rights. The office prepares specialized materials including pamphlets, brochures and advertisements on unlawful discrimination for outreach and education. Staff of the office create yearly specialized reports and publish the annual report of the Human Rights Commission. The equity branch of the Office coordinates with City departments to assist in efforts to eliminate inequities. Work includes publishing an annual report on racial equity and the quarterly reports on social justice and racial equity, managing the social justice and racial equity grants, liaison to the City Manager’s Roundtables, implementing toolkits across departments, and reviewing the EEO Contract Compliance program. HIGHLIGHTS Recent Accomplishments: • Successfully training over 9 City Departments on using Equity Toolkits • Scoring perfect points for the fifth consecutive year in the Human Rights Campaign Municipal Quality Index Upcoming Challenges: • Working with other City Departments, the Community, and the Commission on addressing barriers to Fair Housing Choice Staffing: Year FY2018 FY2019 FY2020 Total FTE’s 2.00 2.00 2.00 154154 Staffing Level Change Summary: There is an addition of temporary staffing for a Human Rights intern in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 service expenditure budget includes $75,000 for the City’s Social Justice & Racial Equity grants. This grant program was new in the fiscal year 2019 budget. Overall, total expenditures decreased by 1.1% from the previous fiscal year. 155155 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Number of complaints resolved within a year from the date filed. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Complaints Filed New Measure New Measure 43 35 40  Resolved Complaints New Measure New Measure 18 31 35  Percentage of Complaints Resolved New Measure New Measure 41.86%88.57%87.50% Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number of Outreach Efforts New Measure New Measure 25 47 71  Provide targeted information on unlawful discrimination, and the functions of the department to organizations, businesses, and other entities for outreach. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Investigate and resolve complaints alleging unlawful discrimination in a timely manner.(Complaints filed in one fiscal year may be closed in the next fiscal year which may create a distorted difference in numbers between those opened and closed.) Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community To address unlawful discrimination through education, outreach, and enforcement. To address unlawful discrimination through education, outreach, and enforcement. 156156 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Survey the racial demographics of individuals serving on City boards/commissionon an annual basis. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number of persons of color serving on boards/commissions New Measure New Measure New Measure 12 12  Survey the racial diversity of persons serving on City Boards and Commissions. Advance Social Justice and Racial Equity Social & Cultural Diversity - Celebrate and respect diversity and represent diverse perspectives in community decision-making To foster inclusiveness and assist in making the City more inclusive for all. 157157 Activity: Human Rights (210400)Fund: General (1000) Division: Human Rights Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 331,893$ 314,526$ 325,279$ 436,170$ 437,625$ 448,975$ Licenses And Permits Misc Lic & Permits 180 60 60 - - - Charges For Fees And Services Special Events 3,752 5,050 2,846 5,050 2,850 2,850 Miscellaneous Contrib & Donations 100 - - - - - Other Misc Revenue 1,207 8,515 4,250 8,520 4,250 4,250 Other Financial Sources Sale Of Assets - - 19 - - - Total Revenues 337,132$ 328,151$ 332,455$ 449,740$ 444,725$ 456,075$ Expenditures: Personnel 215,437$ 224,352$ 228,969$ 236,950$ 245,560$ 252,927$ Services 116,850 95,635 89,541 191,890 182,923 186,581 Supplies 4,845 8,164 13,944 20,900 16,242 16,567 Total Expenditures 337,132$ 328,151$ 332,455$ 449,740$ 444,725$ 456,075$ Personnel Services - FTE 2016 2017 2018 2019 2020 Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00 Human Rights Investigator 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 158158 ECONOMIC DEVELOPMENT The Economic Development Division is charged with helping to grow the community, increasing the property tax base, and attracting new jobs. The division serves as a resource for businesses operating in or considering operating in Iowa City. The Economic Development Division is the municipal office to contact for business assistance in City of Iowa City. A division of the City Manager’s Office, they provide access to information and to individuals throughout the City organization and assist in pursuing new and expanding business endeavors. Working in cooperation with other City departments, the Iowa City Area Development Group and other local promotional organizations, the Economic Development Division assists developers and site selection consultants with specific commercial, office, and industrial development projects. This assistance ranges from helping businesses understand local regulations to determining available local public financial assistance. The Economic Development Division acts as a municipal resource for the business community. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Opportunity Zone designation • Foster Road Urban Renewal area designation • Diversity & Inclusion report for festivals and funded events • Worked with University students to develop Green Business Recognition program • Workforce development initiatives for opportunity populations • Forestview Urban Renewal Area designation • Establish commercial tax abatement area • Promote investment in Opportunity Zones and established urban renewal areas. Staffing: FY2018 FY2019 FY2020 Total FTE’s 1.00 1.00 1.00 159 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures budget decreased by 15.1% or $233,124 in fiscal year 2020 due to the removal of National Development Council (NDC) services, a decrease in the Hotel/Motel pass through due to decreased revenues, and the $100,000 for Workforce Housing Tax Credit support that is in fiscal year 2019. This budget includes the second half of a $1,000,000 capital campaign fulfillment for the Englert Theater. Community Development Assistance includes funding for the following organizations: $550,000 Englert Theater $500,000 capital campaign and $50,000 operating 234,520 Convention and Visitors Bureau hotel/motel tax pass through 60,000 City of Literature 25,000 Film Scene 25,000 Entrepreneurial Development Center, Inc. 25,000 Opportunity populations workforce assistance 20,000 Mission Creek Festival 20,000 Riverside Theatre $959,520 Total 160 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value 68,277,450 77,078,890 77,791,044 80,615,536 91,668,604 Base Value 20,432,178 20,791,196 14,155,795 15,265,935 15,265,935 percent increase 234.2%270.7%449.5%428.1%500.5% City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value 55,429,540 63,115,750 66,070,595 67,554,890 73,036,350 Base Value 15,361,532 16,030,276 13,768,996 13,678,036 13,678,036 percent increase 260.8%293.7%379.9%393.9%434.0% SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value (SSMID portion)76,424,244 75,886,590 94,437,040 93,981,420 113,423,360 Base Value (SSMID portion)50,047,502 49,688,484 56,323,885 55,213,745 55,213,745 percent increase 52.7%52.7%67.7%70.2%105.4% SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value (SSMID portion)60,349,050 60,383,690 64,980,952 73,502,510 83,200,910 Base Value (SSMID portion)42,023,548 41,354,804 43,616,084 43,707,044 43,707,044 percent increase 43.6%46.0%49.0%68.2%90.4% City-University Urban Renewal Area (Totals from Above Areas) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value 260,480,284 276,464,920 303,279,631 315,654,356 361,329,224 Base Value 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760 percent increase 103.7%116.2%137.2%146.9%182.6% City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value 125,973,470 126,218,820 135,096,620 153,746,284 176,843,341 Base Value 117,071,480 117,071,480 115,451,970 115,451,970 115,451,970 percent increase 7.6%7.8%17.0%33.2%53.2% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Build tax base in effort to continue to reduce the City's property Work with public and private sectors to facilitate economic development opportunities 161161 Towncrest Urban Renewal Area Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value 33,896,500 35,452,760 37,419,862 38,725,378 40,715,430 Base Value 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010 percent increase 4.1%8.9%15.0%19.0%25.1% Urban Renewal Areas FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New New Measure 0 0 0 1 Amended New Measure 5 0 3 2 Total Urban Renewal Areas New Measure 12 12 12 13 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Employment Rate 64.40%63.50%65.00%65.20% info not yet  Unemployment Rate 5.40%4.60%4.70%4.40% available  FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Locally-owned bank deposits x1000 *2,023,241$ 2,170,365$ 2,288,820$ 2,397,576$ info not avail. yet  # Projects assisted that grow the Local Foods economy New Measure 1 1 2 0 Support ICAD in efforts to do targeted industry development $100,000 $100,000 $100,000 $173,392 $173,392  Promote a Strong and Resilient Local Economy Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Build stronger relations with business owners throughout the community Develop programs aimed to enhance small business development and retention with a focus on diverse communities identify ways to market and grow the local foods economy. *credit unions not included Build Employment Opportunities 162162 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Development Projects with sustainability features 0 4 0 1 1 Provide financial incentives to encourage infill and redevelopment 0 4 0 1 0 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Assist Historic Preservation projects including existing building financial assistance 0 2 0 1 0  City assisted Affordable Housing Units measured by # units New Measure 15 5*18 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Develop programs to enhance small business New Measure New Measure New Measure 1 1 Work with private sectors to include environmental sustainability measures in City-assisted projects Promote Environmental Sustainability Collaborate with community partners on sustainability efforts Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding Encourage a Vibrant and Walkable Urban Core Historic Preservation - Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources Support historic preservation efforts. Encourage diverse housing types and price point for variety of income levels. Work with public and private sectors to promote historic preservation where appropriate 163163 Activity: Economic Development (210510)Fund: General (1000) Division: Economic Development * Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 628,165$ 708,002$ 567,982$ 846,227$ 1,221,750$ 742,621$ Other City Taxes Hotel/Motel Tax 269,691 284,178 234,520 284,180 234,520 234,520 Use Of Money And Property Rents - - 9,511 10,000 9,510 9,510 Miscellaneous Contrib & Donations - 1,310 900 - - - Other Misc Revenue - 773 - - - - Other Financial Sources Sale Of Assets - - - 554,125 - - Transfer In - Govt Activities 9,106 - - - - - Total Revenues & Transfer In 906,962$ 994,263$ 812,912$ 1,694,532$ 1,465,780$ 986,651$ Expenditures: Personnel 135,109$ 142,230$ 147,331$ 151,991$ 155,576$ 160,243$ Services 771,305 849,703 664,853 1,542,368 1,309,244 825,429 Supplies 548 2,330 728 173 960 979 Total Expenditures 906,962$ 994,263$ 812,912$ 1,694,532$ 1,465,780$ 986,651$ Personnel Services - FTE 2016 2017 2018 2019 2020 Economic Development Administrator 1.00 - - - - Economic Development Coord 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 1.00 1.00 1.00 1.00 * Activity prior to fiscal year 2018 reported under Neighborhood and Development Sevices Department Activity Summary 164 FINANCE ADMINISTRATION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. The division’s budget is organized into five activities: Administration, Tort Liability, Non- Operational Administration, Disaster Assistance, and the Emergency Fund. Administration Administration monitors financial trends and provides analysis of budget to actual data and three- year financial projections. Staff provides oversight of long and short-term investment portfolios, cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and workers compensation insurance specifications. Administration coordinates annual health and dental insurance renewals. Administration prepares the annual budget, three year financial plan, and five year capital improvement program and subsequent amendments thereof. Tort Liability Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa the legal authority with which to levy “a tax to pay the premium costs on tort liability insurance, property insurance, and any other insurance that may be necessary in the operation of the city, the costs of a self-insurance program, the costs of a local government risk pool and amounts payable under any self-insurance program, or local government risk pool.” The Tort Liability cost center accounts for General Fund’s contribution to the Risk Management Loss Reserve; general liability, fire and casualty and workers compensation premium costs. The account is administered by the Finance Department’s Revenue and Risk Manager. Non-Operational Administration The Non-Operational Administration cost center facilities financial transactions which are non- operational in nature. Employee Benefits Levy: State code requires that a separate fund be established to account for revenue from the Employee Benefits Levy. Monies are then transferred into Non-Op Admin to cover General Fund’s share of Employee Benefit costs levied. Utility Franchise Tax: A one percent (1%) utility franchise tax is levied by the City on gas and electric bills. These funds are used for a variety of purposes as determined by the City Council. Community Event and Program Funding: The City’s Community Events and Programming budget has financially supported groups that have requested funding for various community events. This funding was moved to the City Manager’s budget in fiscal year 2018. Contingency: The General Fund budgets a contingency of 1% of expenditures. 165 Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in floods and natural disasters. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Emergency Fund This reserve fund was created in fiscal year 2014 to hold excess fund reserves for the following purposes: to provide natural or other disaster response or mitigation funding/interim loans, to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes, to avoid any defaults from the payment of long term or bonded debts, for any other financial emergencies declared by the City Council. HIGHLIGHTS • Maintained the City’s Aaa bond rating from Moody’s Investors Service • The City’s Fiscal Year 2019 budget document earned the GFOA Distinguished Budget Presentation Award Recent Accomplishments: Upcoming Challenges: • Implemented Whitebirch financial projection software • Continue to assess impact of 2013 property tax reform legislation • Implemented racial equity tool kit recommendations • Filled internal auditor position and implemented internal audit function • Implemented city-wide PCI compliance training • Integrate Whitebirch financial projections into budget document • Continue to seek alternate revenues sources and funding to meet City Council strategic priorities • Implement internal audit program Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.15 3.90 3.90 Staffing Level Change Summary: The .25 FTE Administrative Secretary was converted to a .25 FTE Risk & Finance Assistant in the fiscal year 2020 budget. 166 Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures in Finance Administration decreased by 32.4% due to the initial purchase of Whitebirch financial projection software being budgeted in fiscal year 2019 and only the service agreement being budgeted in fiscal year 2020. Capital outlay expenditures decreased by $18,000 in fiscal year 2020 due to the budgeting of time clocks for the final implementation of the Kronos timekeeping software in fiscal year 2019. 167 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Moody’s Aaa Bond Rating (maintained)Yes Yes Yes Yes Yes Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Budget Award Yes Yes Yes Yes Yes Earn the GFOA Distinguished Budget Presentation Award. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Maintain the City’s Overall Sustainable Financial Health. Maintain the City’s Aaa Bond Rating. Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. 168168 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quarterly Return on Investment FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 First Quarter 0.47%0.43%0.48%0.57%0.98% Second Quarter 0.54%0.46%0.46%0.60%1.11% Third Quarter 0.39%0.40%0.51%0.78%1.45% Fourth Quarter 0.38%0.44%0.54%0.81%1.66% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 First Quarter 0.10%0.07%0.11%0.40%0.87% Second Quarter 0.08%0.07%0.17%0.46%1.07% Third Quarter 0.08%0.14%0.25%0.53%1.33% Fourth Quarter 0.07%0.11%0.33%0.69%1.59% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 First Quarter 0.37%0.36%0.38%0.16%0.11% Second Quarter 0.46%0.39%0.30%0.14%0.03% Third Quarter 0.31%0.26%0.25%0.25%0.12% Fourth Quarter 0.31%0.33%0.21%0.12%0.07% Maintain a Solid Financial Foundation The City of Iowa City’s investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City’s investment activities is the preservation of capital and the protection of investment principal. In investing public funds, the City’s cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio’s rate of return. 169169 Activity: Finance Adminstration (310100)Fund: General (1000) Division: Finance Adminstration Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes 25,115,848$ 26,764,698$ 27,732,430$ 29,300,952$ 30,491,016$ 31,100,836$ Other City Taxes Gas/Electric Excise Tax 371,780 354,838 339,362 338,559 346,154 353,077 Mobile Home Tax 31,864 31,837 30,345 31,840 30,340 30,947 Licenses And Permits Food & Liq Licenses 92,468 111,228 110,097 111,230 110,100 110,100 General Use Permits 59,905 81,540 54,561 81,540 54,560 54,560 Use Of Money And Property Interest Revenues 186,157 265,960 606,529 265,960 600,000 600,000 Intergovernmental Property Tax Credits 1,005,588 767,199 759,455 849,568 882,781 882,781 Miscellaneous Code Enforcement 231,981 215,873 219,925 200,210 219,930 219,930 Intra-City Charges 2,747,355 3,139,449 3,251,316 3,425,469 3,613,546 3,667,749 Other Misc Revenue 639 17 3,606 - 3,610 - Parking Fines 351,205 356,796 319,868 356,800 319,870 319,870 Printed Materials - 5 - - - - Other Financial Sources Sale Of Assets 5,975 106,467 - - - - Transfer In - Bus Type Funds 18,914 19,292 19,582 20,072 20,714 21,128 Total Revenues & Transfer In 30,219,679$ 32,215,200$ 33,447,075$ 34,982,200$ 36,692,621$ 37,360,979$ Expenditures: Personnel 345,046$ 290,036$ 279,808$ 374,899$ 375,307$ 386,566$ Services 45,423 48,878 51,678 56,912 59,976 61,176 Supplies 3,078 1,996 5,667 17,125 11,576 11,808 Capital Outlay - 14,424 14,945 18,000 - - Total Expenditures 393,547$ 355,334$ 352,098$ 466,936$ 446,859$ 459,549$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 0.25 0.25 0.25 0.25 - Risk & Finance Assistant - - - - 0.25 Budget Management Analyst 2.00 2.00 - - - Budget & Compliance Officer - - 1.00 1.00 1.00 Internal Auditor/Budget Analyst - - - 0.75 0.75 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 3.15 3.15 2.15 2.90 2.90 Capital Outlay 2019 2020 Kronos Timeclocks 18,000$ -$ Total Capital Outlay 18,000$ -$ Activity Summary 170 Activity: Tort Liability (310630) Fund: General (1000) Division: Finance Administration Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 899,325$ 959,519$ 994,229$ 1,050,484$ 1,093,156$ 1,115,019$ Other City Taxes Gas/Electric Excise Tax 13,315 12,723 12,168 12,140 12,317 12,563 Mobile Home Tax 1,141 1,142 1,088 1,140 1,090 1,112 Intergovernmental Property Tax Credits 35,708 27,212 26,947 30,165 31,369 31,369 Miscellaneous Intra-City Charges 5,509 18,480 7,544 19,151 7,895 7,895 Total Revenues 954,998$ 1,019,076$ 1,041,977$ 1,113,080$ 1,145,827$ 1,167,958$ Expenditures: Personnel 121,796$ 133,034$ 133,638$ 140,601$ 143,974$ 148,293$ Services 839,115 885,533 805,735 896,147 858,576 875,748 Supplies 5,383 5,537 5,897 5,646 5,923 6,041 Total Expenditures 966,294$ 1,024,105$ 945,270$ 1,042,394$ 1,008,473$ 1,030,082$ Personnel Services - FTE 2016 2017 2018 2019 2020 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity: Non-Operational Admin (310710)Fund: General (1000) Division: Finance Administration Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes 2,936,145$ -$ -$ -$ -$ -$ Other City Taxes Gas/Electric Excise Tax 43,593 - - - - - Mobile Home Tax 3,546 - - - - - Hotel/Motel Tax - - 107,617 115,000 107,620 - Utility Franchise Tax 284,126 305,966 317,254 305,970 317,250 317,250 Use Of Money And Property Rents 6,000 6,300 7,200 6,900 7,200 7,200 Intergovernmental Property Tax Credits 116,911 - - - - - Miscellaneous Misc Merchandise 2 - - - - - Other Misc Revenue 2,475 - - - - - Transfer-In - Employee Benefits 8,987,501 9,096,921 9,947,001 10,492,696 10,924,104 11,251,827 Total Revenues & Transfer In 12,380,299$ 9,409,187$ 10,379,072$ 10,920,566$ 11,356,174$ 11,576,277$ Expenditures: Services 104,502$ 102,714$ 2,681$ 147,750$ 2,681$ 2,735$ Supplies 1,039 1,200 - - - - General Fund Contingency - - - 555,000 580,000 585,000 Total Expenditures 105,541$ 103,914$ 2,681$ 702,750$ 582,681$ 587,735$ Activity Summary Activity Summary 171 Activity: Disaster Assistance (310720/310730)Fund: General (1000) Division: Finance Administration Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ -$ -$ -$ Intergovernmental Disaster Assistance 54,062 - - - - - Total Revenues 54,062$ -$ -$ -$ -$ -$ Expenditures: Personnel -$ -$ -$ -$ -$ -$ Total Expenditures -$ -$ -$ -$ -$ -$ Activity: Emergency Fund (310712)Fund: General (1010) Division: Finance Administration Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ 450,000$ -$ -$ Total Revenues -$ -$ -$ 450,000$ -$ -$ Expenditures: Services -$ -$ 1,039$ -$ -$ -$ Capital Outlay - - 235,858 340,000 - - Total Expenditures -$ -$ 236,897$ 340,000$ -$ -$ Activity Summary Activity Summary 172 ACCOUNTING The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The Division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, and processes and distributes payroll for all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns, receives unmodified opinions on the City’s annual audited financial statements and compliance with requirements described in Title 2 of the U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), and prepares a Comprehensive Annual Financial Report in conformance with GAAP that meets the requirements of the GFOA excellence in financial reporting program. The Division also requests funds for City programs funded by Federal and State grants on a monthly basis and monitors these funds to ensure compliance with applicable laws and guidelines. HIGHLIGHTS Recent Accomplishments: • The City’s Comprehensive Annual Financial Report (CAFR) for FY2016 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 32nd consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting Upcoming Challenges: • Implementation of the new Governmental Accounting Standard Board (GASB) Statement No. 87, Leases • Fully integrate the Joint Emergency Communication Services Association (JECSA) payroll and bookkeeping services into our day-to-day operations Staffing: FY2018 FY2019 FY2020 Total FTE’s 7.60 7.00 7.00 173173 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 have increased by $6,077 or 5.6% primarily due to annual increases in software maintenance agreements. 174174 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Target CAFR Certificate Yes Yes Yes Yes Yes Audited Financial Statements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Target Auditor's Opinion on Financial Statements Unmodified Unmodified Unmodified Unmodified Unmodified Internal Control Deficiencies FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Target Significant Deficiencies 0 0 0 0 0 Material Weaknesses 0 0 0 0 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 W-2s Delivered Electronically New Measure New Measure 404 610 678 Percentage of W-2s Delivered Electronically New Measure New Measure 34.27%51.26%55.67% Electronic Payments New Measure New Measure 783 2,080 3,600 Percentage of Payments Made Electronically New Measure New Measure 3.86%9.73%16.76% Increase the number of transactions conducted electronically GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Accurate and timely financial reporting. Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting, receive an Unqualified/Unmodified opinion on Financial Statements from External Auditors and not have any significant deficiencies or material weaknesses in internal control Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options 175175 Activity: Accounting (310200)Fund: General (1000) Division: Accounting Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 725,389$ 746,324$ 797,764$ 769,900$ 799,269$ 823,092$ Use Of Money And Property Interest Revenues 17 - - - - - Intergovernmental Local 28E Agreements - - - 29,150 29,750 29,750 Miscellaneous Other Misc Revenue 7,347 7,152 6,430 7,120 6,340 6,340 Printed Materials 2 - - - - - Special Assessments 1,615 1,087 808 1,090 810 810 Other Financial Sources Sale Of Assets 86 - - - - - Total Revenues 734,456$ 754,564$ 805,002$ 807,260$ 836,169$ 859,992$ Expenditures: Personnel 645,237$ 657,740$ 697,654$ 686,877$ 709,959$ 731,258$ Services 86,635 95,560 104,186 107,683 113,760 116,035 Supplies 2,584 1,263 3,162 12,700 12,450 12,699 Total Expenditures 734,456$ 754,564$ 805,002$ 807,260$ 836,169$ 859,992$ Personnel Services - FTE 2016 2017 2018 2019 2020 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Accountant - Payroll 1.00 - - - - Sr Accountant - Payroll - 1.00 1.00 1.00 1.00 Assistant Controller 1.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 1.00 Grant Accountant 0.60 0.60 0.60 - - Sr Accountant - Accounting 2.00 2.00 2.00 2.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.60 7.60 7.60 7.00 7.00 Activity Summary 176176 PURCHASING The Purchasing Division provides quality service to City departments, protects the City’s legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. The Purchasing Division provides services to internal clients/staff and the general public in the following areas: • Develops and issues solicitations for the City’s procurement requirements for commodities and services – including Request for Bids, Request for Proposals, and Request for Quotes. • Administers contracts for commodity and services. • Assists with the procurement of office furniture, equipment, and supplies. • Assists with the transfer and sale of City’s Surplus Equipment, Vehicles, etc. • Administers City Procurement Card Program – Includes issuing cards, training internal clients, answering procurement card questions, and assisting with problem resolution. • Sorts and distributes incoming mail for the City’s departments and divisions. HIGHLIGHTS Recent Accomplishments: • Developed and issued 101 Solicitations including Request for Bids, Request for Proposals, and Request for Quotes • Issued Request for Proposals for a Bus Shelters, Bike Share Program, Outdoor Warning Siren System, Recycling Services for Landfill/Refuse, Intranet Redesign Services and Internet Redesign Services, Land Development, Permit and Licensing Software and City Printed Clothing • Administered over 206 City purchase contracts • Sold over $327,000 in surplus equipment and vehicles Upcoming Challenges: • Implementing the new Prohibited Interest Policy • Increase participation of minority and women business enterprises in the City’s purchasing process. • Implement online purchasing and bidding software 177177 Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.50 3.50 3.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures for fiscal year 2020 increased by 50.2% or $14,226 primarily due to the purchase of an online bidding and vendor management software. The supplies expenditures increased by $2,481 or 91.2% in fiscal year 2020 due to office furniture purchases. 178178 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quantity of Solicitations and Dollar Value FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Request for Proposals 22 22 28 28 20 Request for Bids, Request for Quotes, & Cooperatives 64 63 54 107 81 Other (Purchase Agreements, Sole Source Purchases, Contract Renewals, Emergency Purchases, & Assisted Purchases) 66 49 95 64 105 Dollar Value of Procurements* (in millions)$3.7 $3.7 $5.9 $12.6 $5.7 Request for Bids, Request for Quotes, and Cooperative Agreements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimated Cost Savings (rounded to the nearest thousand)$204,000 $122,000 $286,000 $245,000 $1,123,000 Request for Bids, Request for Proposals, and Request for Quotes FY 2014**FY 2015 FY 2016 FY 2017 FY 2018 Average Number of Bids, Proposals and Quotes Received (excluding cooperative agreements) 2.8 3 3.7 3.5 2 **Quantities from April 2014 through July 2014 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation To provide quality service to City departments, protect the City’s legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of fair and open competition. Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. *amount does not include all City-Wide Contract Procurements 179179 Activity: Purchasing (310300)Fund: General (1000) Division: Purchasing Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 310,357$ 331,725$ 338,388$ 346,806$ 386,271$ 397,662$ Miscellaneous Other Misc Revenue 6,717 8,302 9,039 8,300 9,340 9,340 Other Commissions 32,476 20,912 3,211 15,000 - - Other Financial Sources Sale Of Assets 34 - - - - - Total Revenues 349,584$ 360,939$ 350,638$ 370,106$ 395,611$ 407,002$ Expenditures: Personnel 302,707$ 320,477$ 328,309$ 339,052$ 347,850$ 358,286$ Services 46,666 39,907 21,034 28,335 42,561 43,412 Supplies 211 555 1,295 2,719 5,200 5,304 Total Expenditures 349,584$ 360,939$ 350,638$ 370,106$ 395,611$ 407,002$ Personnel Services - FTE 2016 2017 2018 2019 2020 Buyer I - Purchasing 0.94 1.00 1.00 1.00 1.00 Buyer II 1.00 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 1.00 Purchasing Clerk 0.50 0.50 0.50 0.50 0.50 Total Personnel 3.44 3.50 3.50 3.50 3.50 Activity Summary 180180 REVENUE The Revenue Division is responsible for the customer service, billing, and collection procedures for 26,160 City of Iowa City utility accounts and 200 Landfill accounts. The Division also records and reconciles all City receipts and banking activity. The Division strives to provide excellent customer service and timely and accurate billings to City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and accurately record all customer receipts. HIGHLIGHTS Recent Accomplishments: • Established the utility donation program • Implemented a targeted promotion of the low-income discount program • Completed the RFP process for a print vendor for the utility bills and implemented a new print vendor • Completed the RFP process for lockbox processing and implemented a new lockbox provider Upcoming Challenges: • Upgrade to the latest version of Munis • Create electronic service order flow through Munis between Customer Service and the Water Division Staffing: FY2018 FY2019 FY2020 Total FTE’s 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 increased by $45,848 or 11.4% due to an increase in Mail & Delivery fees and Munis and Selectron service agreements. 181181 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Active Accounts*26,894 24,630*25,133 25,634 26,160 Total Calls***23,081 27,473 25,635 24,532 N/A Service Level***87.28%76.58%74.45%78.54%N/A Web Start/Stop Service FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Customer Transactions****4,495 5,262 6,061 4,215 4,594 % Change 2.81%17.06%15.18%-30.46%8.99% Payment Method FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Receipt Transactions *302,970 316,340 339,348 339,171 341,174 Web Transactions **97,891 98,271 88,236 98,921 107,582 IVR Transactions ***New Measure New Measure 2,469 4,767 4,681 % Web Transactions of Total Transactions 32.31%31.06%26.00%29.17%31.53% Change in Web Transactions (%)7.93%0.39%-10.21%12.11%8.76% % IVR Transcations of Total Transactions New Measure New Measure 0.73%1.41%1.37% Change in IVR Transactions (%)New Measure New Measure New Measure 93.07%-1.80% **** Note, Munis Web Start/Stop implemented January 2016 *Note, increase in receipts in FY16 partly due to Munis generating multiple receipts for one payment, if multiple bills are paid. **Note, new 3rd party online payment software installed March 2015. ***Note, IVR system installed Sept 2015 GOALS, OBJECTIVES, and PERFORMANCE MEASURES *Note, single purpose meter accounts were combined with the primary account w/the Munis conversion resulting in less active accounts. Enhance Community Engagement and Intergovernmental Improve customer service through expanded payment/service request options. Increase the number of transactions conducted online and by Intelligent Voice Recognition system ***Note, converted to new phone system in November 2017. Phone stats are not available for FY2018 but will be available again beginning in FY19. 182182 Activity: Revenue (310400)Fund: General (1000) Division: Revenue Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,043,756$ 1,051,135$ 1,104,879$ 1,105,119$ 1,163,337$ 1,199,001$ Charges For Fees And Services Water Charges 5,075 5,275 5,412 5,280 5,410 5,410 Miscellaneous Contrib & Donations - - 2,417 - 5,000 - Misc Merchandise 129 - - - - - Other Misc Revenue 58 (38) 248 300 110 110 Other Financial Sources Sale Of Assets 18 - - - - - Total Revenues 1,049,036$ 1,056,373$ 1,112,956$ 1,110,699$ 1,173,857$ 1,204,521$ Expenditures: Personnel 643,925$ 660,125$ 681,773$ 696,820$ 718,703$ 740,264$ Services 398,538 390,637 425,148 402,807 448,655 457,628 Supplies 6,573 5,610 6,035 11,072 6,499 6,629 Total Expenditures 1,049,036$ 1,056,373$ 1,112,956$ 1,110,699$ 1,173,857$ 1,204,521$ Personnel Services - FTE 2016 2017 2018 2019 2020 Cashier - Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 4.00 4.00 4.00 4.00 Utility Billing Coordinator - 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 7.88 7.88 Activity Summary 183183 POLICE ADMINISTRATION The Police Administration oversees the Department’s two operating divisions, Support Services and Field Operations. Support Services activities: • Records • Property & Evidence • Training & Accreditation • Crime Prevention • Planning & Research • Animal Services • Community Relations • Computer Operations • Station Masters • Community Outreach • School Crossing Guards Field Operations activities: • Patrol • Investigations • Community Service Officers (CSOs) HIGHLIGHTS Recent Accomplishments: • Continue to implement strategic plan to reduce disproportionality in minority contact • Began BULBS program to issue vouchers to repair defective equipment on vehicles • Reduced violent crime by 11% Upcoming Challenges: • Community trust and legitimacy of police departments is still an issue nationwide • Intelligence systems and workflow continue to need improvements. This effort is ongoing Staffing: FY2018 FY2019 FY2020 Total FTE’s 6.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. 184184 Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 increased by 6.4% or $15,572 due to an increase in costs for travel and training for the department. 185185 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain compliance of CALEA accreditation CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent manslaughter, forcible rape, robbery, and aggravated assault) CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Iowa City 228 213 194 197 156 Average of Comparable Cities in Iowa*282***300 286 268 228 Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and motor vehicle theft) CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Iowa City 1,850 1,756 1,923 1,551 1,767 Average of Comparable Cities in Iowa*2,838***2,515 2,501 2,428 2,440 Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Overall feeling of safety N/A N/A N/A 76%N/A Safe in neighborhood N/A N/A N/A 96%N/A Safe downtown/commercial area N/A N/A N/A 92%N/A Police N/A N/A N/A 77%N/A Crime Prevention N/A N/A N/A 61%N/A *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 ***CY 2013 does not include Waterloo GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Commit to excellence in leadership, resource management, service-delivery and improving our city and neighborhoods. Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. **Average does not include Dubuque because FBI determined that the agency’s data were over- reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo 186186 Activity: Police Administration (410100)Fund: General (1000) Division: Police Administration Department: Police 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 895,436$ 960,662$ 1,112,830$ 567,733$ 595,959$ 611,150$ Miscellaneous Contrib & Donations - - 1,000 - - - Other Misc Revenue 1,027 3,818 2,344 - - - Other Financial Sources Sale Of Assets - 75 - - - - Total Revenues 896,463$ 964,554$ 1,116,173$ 567,733$ 595,959$ 611,150$ Expenditures: Personnel 717,847$ 688,306$ 800,693$ 313,418$ 327,124$ 336,938$ Services 166,979 267,519 306,361 244,698 260,270 265,475 Supplies 11,637 8,730 9,120 9,617 8,565 8,736 Total Expenditures 896,463$ 964,554$ 1,116,173$ 567,733$ 595,959$ 611,150$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 1.00 - - - - Computer Syst Analyst - Police 1.00 1.00 1.00 - - CSO/Community Outreach - 1.00 1.00 - - Police Administrative Coordinator - 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 - - Police Chief 1.00 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 - - Total Personnel 5.00 6.00 6.00 2.00 2.00 Activity Summary 187187 SUPPORT SERVICES The Support Services Division supports or provides services to Field Operations. The Division is commanded by a Captain and is organized into the following activities: • Support Administration is responsible for the management and oversight of the Support Services division. • Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System. • Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities. • Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. Monitor general orders to ensure they comply with accreditation standards. • Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. This Sergeant is also responsible for dealing with releasing information to the public and news media. • Animal Services operates as a public safety/enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. • Systems Analyst is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day-to-day support of all police computer hardware and software, both in the station and mobile applications. • Station Masters are responsible for staffing the Police Department’s front desk on a 24 hour basis. They answer incoming phone calls from the public, release impounded vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department. • Community Outreach works to establish and maintain relationships within the community which foster positive communication and interactions between the police department and the public. They engage in dialogue with under-represented groups within the community to improving those relationships and educate community members on police procedures. The unit consists of Community Relations Officer, Neighborhood Response Officer, Downtown Liaison Officer and Community Outreach Assistant. • School Crossing Guards staff assigned locations where children cross busy roadways on their way to school. 188188 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Assigned a sergeant to the property room to determine needs and suggest improvements • Evaluated operations in records and stationmaster and began making improvements for efficiency of these critical areas • New Animal Services Coordinator was hired from within, highlighting the importance of succession planning • Police facility needs improvements in work flow and safety. Plans are presently underway • Animal Services projects such as the new annex are on hold until new Animal Services Coordinator gets acclimated Staffing: FY2018 FY2019 FY2020 Total FTE’s 19.00 26.00 27.00 Staffing Level Change Summary: In fiscal year 2020, a Community Service Officer in Field Operations has been moved to a newly created Community Service Officer-Support Services Assistant position in Support Services. This has no impact on the overall Department budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The personnel expenditures for fiscal year 2020 increased by 5.5% due to the transfer in of the Community Service Officer from Field Operations, in addition to cost of living increases. The capital outlay expenditures increased by $17,500 in fiscal year 2020 for the purchase of radio console hardware. 189 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Community Outreach Events*New Measure New Measure 635 1,259 1,218 Community Presentations*New Measure New Measure New Measure 222 185 Public Education Efforts on Rights* New Measure New Measure 48 14 10 Community Partnerships Events*New Measure New Measure 251 426 320 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhance Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Enhance community relations and promote minority recruitment. The Department will continue to participate in the Citizen's Police Academy, Coffee with a Cop, National Night Out, Juneteenth Celebration and other programs and events. Additionally, an increase in neighborhood foot patrols and officers getting out of their patrol vehicles to engage the community and build relationships through non-enforcement interactions is specifically designed to promote a positive connection between the Department and the community. The Department hopes the minority community will also gain a better understanding of a police officer’s job. Develop programs designed to promote interaction between community members and officers. In this non-adversarial environment officers and minority community members will be able to interact and open up lines of communication. A better understanding of the job will also enhance recruitment of minority citizens. * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid-2015, making it difficult to compare data from the previous year. 190190 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Pets Micro-chipped 980 911 850 1,195 1,525 Licensed Pets 2,811 4,272 3,718 3,752 3,874 Community Survey results of percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Animal Control*N/A N/A N/A 79%N/A *Community Survey conducted during FY 2013 and FY 2017 Increase the number of pets that are licensed and/or implanted with a microchip. Pets with microchips and/or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Increase the efficiency in which lost pets and owners are reunited. 191191 Activity: Police Support Services (410200)Fund: General (1000) Division: Police Support Services Department: Police 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,334,834$ 1,485,879$ 1,630,622$ 2,750,138$ 2,839,964$ 2,916,030$ Licenses And Permits Misc Lic & Permits 24,849 26,063 28,480 26,060 28,480 28,480 Intergovernmental Operating Grants - 1,000 - - - - Local 28E Agreements 217,404 225,209 266,114 238,369 263,828 263,828 Charges For Fees And Services Animal Care Services 10,400 11,545 10,775 11,540 10,780 10,780 Misc Charges For Svc 4,375 3,550 3,515 3,550 3,520 3,520 Miscellaneous Animal Adoption 14,190 12,015 12,955 12,020 27,960 27,960 Code Enforcement 444 293 27 290 - - Contrib & Donations 18,292 54,861 219,994 76,350 77,200 77,200 Misc Merchandise 9,147 9,294 9,464 9,290 9,460 9,460 Other Misc Revenue 59,593 47,727 43,803 47,587 28,908 28,908 Printed Materials 32,754 26,661 26,915 26,660 26,840 26,840 Other Financial Sources Sale Of Assets 5,014 1,566 - - - - Total Revenues 1,731,296$ 1,905,662$ 2,252,663$ 3,201,854$ 3,316,940$ 3,393,006$ Expenditures: Personnel 1,382,667$ 1,427,901$ 1,739,101$ 2,613,282$ 2,757,700$ 2,840,432$ Services 249,209 337,699 349,302 459,274 409,863 418,060 Supplies 99,420 117,325 121,504 129,298 131,877 134,515 Capital Outlay - 22,738 42,757 - 17,500 - Total Expenditures 1,731,296$ 1,905,662$ 2,252,663$ 3,201,854$ 3,316,940$ 3,393,006$ Personnel Services - FTE 2016 2017 2018 2019 2020 Animal Care Technician 2.00 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 - Animal Control Coordinator - - - - 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00 Comm Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00 Comm Serv Officer - Community Outreach - - - 1.00 1.00 Comm Serv Officer - Evidence - - - 1.00 1.00 Comm Serv Officer - Property Room - - - 1.00 1.00 Comm Serv Officer - Support Services Asst - - - - 1.00 Computer Syst Analyst - Police - - - 1.00 1.00 Police Captain - - - 1.00 1.00 Police Officer 3.00 3.00 3.00 4.00 4.00 Police Records Clerk 2.00 - - - - Police Records Technician - 4.00 4.00 4.00 4.00 Police Sergeant 1.00 1.00 1.00 2.00 2.00 Records Supervisor 1.00 - - - - Sr Police Records Clerk 2.00 - - - - Total Personnel 20.00 19.00 19.00 26.00 27.00 Capital Outlay 2019 2020 Radio Console Hardware -$ 17,500$ Total Capital Outlay -$ 17,500$ Activity Summary 192192 FIELD OPERATIONS The Police Department’s Field Operations Division is organized into two sections: Patrol and Investigations. The Division is commanded by a Captain. • Patrol: The Patrol section is the largest section in the department and is responsible for handling calls for service from the public in addition to handling special assignments and self-initiated activities. Officers are responsible for the protection of life and property, and help maintain peace, order, and safety for all. The patrol section is divided into three watches (shifts) providing 24-hour service. Each watch is under the supervision of a Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section also has two canine units, bicycle officers, Community Service Officers, a Special Response Team (SRT), a Crisis Negotiation Team (CNT) and provides Crime Scene Technicians (CST) for the processing of crime scenes and Technical Accident Investigators (TI) to investigate vehicle crashes. • Investigations: The Investigations section is responsible for the investigation of criminal activity beyond that which is conducted by the patrol section. The Investigations section is headed by a Lieutenant and a Sergeant. The Investigations section has investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, and a Street Crimes Unit, in addition to general crime investigators. • Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution of a defendant and requires that the government indict (charge) the property used or derived from the crime along with the defendant. The money or items that are forfeited can only be used by law enforcement for law enforcement equipment or law enforcement related activities. The money or items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by State of Iowa Code chapter 809 in addition to federal guidelines. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Hired minority officers to better reflect the racial diversity of the community ICPD now has 6% black officers and first female Hispanic officer in fiscal year 2019 • Nearly all officers will be trained in Crisis Intervention Training by the start of fiscal year 2020 • Patrol squad room was remodeled • Patrol officers need improved work areas for more secure and improved interview and report writing rooms • Wellness and safety for patrol officers will be emphasized by strengthening peer to peer and other programs and improving facilities 193193 Staffing: FY2018 FY2019 FY2020 Total FTE’s 80.00 79.00 78.00 Staffing Level Change Summary: In fiscal year 2020, a Community Service Officer in Field Operations has been moved to a newly created Community Service Officer-Support Services Assistant position in Support Services. This has no impact on the overall Department budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 capital outlay budget includes $55,000 for Digital Photo Evidence System, $50,000 for the second half of the Downtown Pedestrian Mall security cameras, and $254,000 for the replacement of six patrol cars and one unmarked car. The fiscal year 2020 Patrol personnel expenditures decreased 1% due to the movement of the Community Service Officer to Support Services. 194194 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 OWI Arrests 598 559 621 703 592 Traffic Stops 13,040 13,637 12,578 12,696 12,861 Traffic Accidents and Average Damage CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Accidents*2,429 2,374 2,427 2,563 2,567 Average Damage, Reportable Accident*$4,800 $4,770 $4,795 $5,152 $5,644 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Bar Checks Performed 1,362 1,343 1,316 696 779 Compliance Checks 341 165 36 0 67 Response Time: Loud Party Complaints (in minutes) CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Call to Dispatch 7:04 7:44 4:57 5:36 5:33 Dispatch to On Scene 4:09 4:38 3:44 4:20 3:50 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Traffic crash reduction. Address the impact of underage drinking on downtown and near downtown neighborhoods. Increase OWI and traffic enforcement. Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls. * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents; reportable accidents include those causing personal injury or property damage over $1,000. 195195 Strategic Plan Goal:Advance Social Justice and Racial Equity Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total # of Charges 5,965 5,865 5,270 5,466 4,747 Total # of Charges - White 4,192 3,845 3,508 3,706 3,006 Total # of Charges - Black 1,658 1,913 1,623 1,616 1,624 Total # of Charges - Asian 79 80 100 111 67 Total # of Charges - Am. Indian 9 7 17 6 6 Total # of Charges - Unknown 27 20 21 27 44 The Police Department strives to provide services to members of the community in a manner which is fair and equitable. This includes the manner in which it enforces the law and makes arrests. The Department will reduce its disproportionality in arrests through officer education and training, in conjunction with supervisory coaching and monitoring. Identify and implement an achievable goal to reduce disproportionality in arrests. 196196 Activity: Police Field Operations (410300)Fund: General (1000) Division: Police Field Operations Department: Police 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 8,868,672$ 9,219,920$ 9,354,810$ 9,847,944$ 9,834,522$ 10,100,578$ Other City Taxes Hotel/Motel Tax 512,412 539,938 445,588 539,940 445,590 445,590 Use Of Money And Property Interest Revenues 700 302 585 100 - - Intergovernmental Fed Intergovnt Rev 29,257 26,969 69,606 237,659 215,193 215,193 Local 28E Agreements 10,000 - - - - - Other State Grants 215,835 194,849 199,893 199,012 167,365 167,365 Charges For Fees And Services Fire Services 5,658 7,370 4,140 7,370 4,140 4,140 Police Services 112,112 143,562 127,496 56,530 104,990 104,990 Miscellaneous Code Enforcement 459 864 591 863 590 590 Other Misc Revenue 9,099 17,796 6,213 27,972 2,000 2,000 Contrib & Donations - 650 173,100 131,070 127,312 - Other Financial Sources Sale Of Assets 51,860 92,193 58,688 28,600 29,300 29,300 Total Revenues 9,816,064$ 10,244,411$ 10,440,709$ 11,077,060$ 10,931,001$ 11,069,746$ Expenditures: Personnel 8,746,017$ 9,065,276$ 9,175,749$ 9,767,941$ 9,669,450$ 9,959,534$ Services 537,432 548,078 591,061 646,140 615,085 627,387 Supplies 180,359 316,997 226,305 183,479 179,241 182,826 Capital Outlay 352,256 314,060 447,594 479,500 467,225 300,000 Total Expenditures 9,816,064$ 10,244,411$ 10,440,709$ 11,077,060$ 10,931,001$ 11,069,746$ Personnel Services - FTE 2016 2017 2018 2019 2020 Comm Serv Officer - Evidence 1.00 1.00 1.00 - - Community Service Officer 4.00 4.00 4.00 3.00 2.00 Police Captain 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 63.00 63.00 Police Sergeant 7.00 7.00 7.00 8.00 8.00 Total Personnel 80.00 80.00 80.00 79.00 78.00 Capital Outlay 2019 2020 Automobiles 284,500$ 254,000$ Photo Management Software - 55,000 Downtown Ped Mall Security Cameras 50,000 50,000 Vehicle Equipment 5,000 5,000 Other Operating Equipment 140,000 103,225 Total Capital Outlay 479,500$ 467,225$ Activity Summary 197 FIRE ADMINISTRATION The Fire Administration Division is under the direction of the Fire Chief. The Fire Chief is responsible for all department activities as set out by federal and state laws, and City of Iowa City ordinances. The Deputy Fire Chief is the second in command and is responsible for operational oversight, homeland security initiatives, fire service accreditation, the maintenance and purchase of computer hardware and software, maintenance of buildings and grounds, and other special projects. The three battalion chiefs have assigned administrative duties to include the health & safety committee, uniform procurement, annual physicals and immunizations. Fire administration also manages the weather alert sirens and the City of Iowa City Command Post budget. The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both plans are community-driven documents. The Iowa City Fire Department was accredited by the Commission on Fire Accreditation International (CFAI) in August of 2008. The department was reaccredited in 2013 and again in 2018. The maintenance of fire service accreditation requires a commitment to a model of continuous quality improvement. The budget for Fire Administration governs the acquisition, maintenance, and empowerment of all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire Training. The budget includes oversight of fixed facilities as well as the furnishings and resources that enable emergency operations personnel to be fit and ready to respond 24/7. The majority of the Administration budget goes towards routine maintenance and upkeep of the fire stations, the furnishings and equipment for not only routine business but also the equipment and resources related to the Iowa City Fire Department wellness/fitness initiative. HIGHLIGHTS • The chief highlight is the department’s successful reaccreditation effort. The ICFD is distinguished as one of fewer than 225 fire departments internationally to have achieved the rigorous and prestigious accreditation. The department is further distinguished as an agency that has maintained accreditation for more than a decade. This third award reflects the commitment of the men and women of the ICFD to continuously improve in all endeavors • Deputy Chief Nurnberg succeeded Deputy Chief Platz, who left the organization. DC Nurnberg immediately attended Center for Public Safety Excellence (CPSE) seminars and was certified as both the ICFD’s accreditation manager and a peer assessor. Fire Chief Grier also serves as a Commission on Fire Accreditation International (CFAI) peer assessor, and has performed multiple site visits in that role • Transitioned the Deputy Fire Chief role from a historically administrative-focused position to include the duties of Operations Division oversight 198198 • The department switched to a new records management system in 2017 and subsequently moved all document retention to a product called Emergency Reporting. This system took the place of both the FireHouse and iStation systems. In 2018, the department successfully integrated historical data into the contemporary system, and subsequently made use of trends in Community Risk Assessment process • The Community Risk Assessment – Standard of Cover (CRASOC) received a substantial update with new data elements that reflect risk throughout numerous dimensions, demographics, and geographical areas. Further, the updated CRASOC provides an in-depth analysis of operational performance, which in-turn drives strategic planning • Injury reduction continues to be an important part of the department’s improvement process. In 2017, the department continued a substantial five-year downward trend in injury and lost-day rates. This can be attributed to an enhanced health and safety framework, as well as a robust wellness-fitness initiative Recent Accomplishments: • Amended goals and objectives of the five- year strategic plan that will guide the department with future continuous improvement efforts • Updated the Community Risk Assessment – Standard of Cover which guides operational and strategic assessment and planning efforts • Completed much-needed kitchen remodel for Fire Station 3 • Sent four company officers to weeklong full-immersion leadership development course Upcoming Challenges: • The lack of a training center forces crews to conduct hands-on training wherever they can. The situation causes units to move about the city and complicates the task of assuring district coverage • The movement of multiple staff and company officers will require a greater focus on succession training • LEED- related technologies require ongoing updates which is having a negative impact on the department’s budget • Station 1 facilities are aging and provide insufficient space to support desired level of operation 199199 Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The supplies expenditures for fiscal year 2020 have decreased by 18.2% due to a decrease in radio and miscellaneous supplies expense for weather alert sirens from the prior year. Capital outlay expenditures increased by 37.1% for the purchase of weather alert sirens and laundry equipment. 200200 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 ACR Submitted Yes*Yes Yes Yes Yes Number of reaccreditation report adopted recommendations implemented CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Strategic Recommendations (7)1 of 7 2 of 7 4 of 7 5 of 7 6 of 7 Specific Recommendations (9)2 of 9 4 of 9 6 of 9 7 of 9 9 of 9 Maintain ISO Class 2 rating CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Rating 2 2 2 2 2  Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Fire*N/A N/A N/A 95%N/A *Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. *Reaccredited Year Maintain Insurance Services Office (ISO) Public Protection Classification of 2. 201201 Activity: Fire Administration (450100)Fund: General (1000) Division: Fire Administration Department: Fire 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental State 28E Agreements 1,385,095$ 1,421,950$ 1,538,421$ 1,421,950$ 1,538,420$ 1,538,420$ Local 28E Agreements - 31,874 32,186 32,186 32,498 32,498 Miscellaneous Contrib & Donations 250 1,000 - - - - Other Financial Sources Sale Of Assets - 14 141 - - - Total Revenues 1,385,345$ 1,454,838$ 1,570,748$ 1,454,136$ 1,570,918$ 1,570,918$ Expenditures: Personnel 479,077$ 500,432$ 502,423$ 536,446$ 525,396$ 541,158$ Services 218,792 256,592 284,004 294,742 292,126 297,969 Supplies 74,568 70,903 74,341 84,611 69,182 70,566 Capital Outlay 7,036 30,744 71,904 48,096 65,928 50,000 Total Expenditures 779,473$ 858,673$ 932,672$ 963,895$ 952,632$ 959,692$ Personnel Services - FTE 2016 2017 2018 2019 2020 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Capital Outlay 2019 2020 Weather Alert Siren(s)48,096$ 53,928$ Other Operating Equipment - 12,000 Total Capital Outlay 48,096$ 65,928$ Activity Summary 202202 EMERGENCY OPERATIONS The Fire Emergency Operations is under the direction of the Deputy Fire Chief. The Division works a three-shift system. Each duty shift is comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This Division is directly responsible for all emergency incident response. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials. • Fire Suppression: ICFD personnel mitigate various types of fires. They’re also required to investigate false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires have a greater potential to harm people and property than do other types of emergencies. The department continually looks for ways to decrease response times to all emergencies and to reduce the number and severity of fires. • Emergency Medical Services: All ICFD personnel are certified to at least the Emergency Medical Technician (EMT) level. The department does not transport patients, but rather serves as EMS first responders. The Johnson County Ambulance Service provides ALS care and transport service. Together, we provide a tiered EMS response system. • Technical Rescue: Technical rescue incidents are those incidents that require highly specialized knowledge, skills, tools, and techniques to safely mitigate the event. The ICFD provides several technical rescue services: water and ice rescue, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) provides a core group of highly trained technicians that provide team training in addition to regular company and shift level training on the various rescue disciplines. • Hazardous Materials Response: The department continues to be active in haz-mat response and takes a leading role with the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 15 ICFD personnel. The JCHMRT includes up to 30 members who are trained and certified to the Hazmat Technician level. HIGHLIGHTS • The demand for emergency service continues to increase in Iowa City. The ICFD is on pace to respond to 7,100 incidents in 2018, which will once again set a record as the busiest year in the ICFD’s history. The department is currently averaging 20 emergency calls for service per day. • As of 10/18/2018, fire personnel have responded to 124 fire emergencies this year, resulting in just over $2.1 million in property damage. The pre-incident value of the affected property is $22 million, resulting in a total saved value of nearly $20 million. The largest single fire loss as of this date was estimated at $1.5 million for a fire that occurred at the former City Carton recycling facility. 203203 • The ICFD continues to experience an increasing number of simultaneous emergency calls for service. In the first ten months of 2018, 68.5% of emergency incidents were overlapping. This is a trend that has increased substantially with each passing year. Overlapping calls for service will negatively affect response reliability when a response vehicle is already committed. Response times to the emergency will be longer because a more distant unit will have to respond to the call. Recent Accomplishments: • The department has placed in service an updated command response vehicle that will augment the command structure at larger, higher risk incidents • The department continues to be engaged in community efforts to provide solutions and assistance to citizens who routinely call for assistance. This involvement is in the form of the crisis intervention team as well as meeting monthly with the county multi-disciplinary team • The department has worked to provide a more robust public safety presence for University of Iowa special events. The department has participated in command post operations, emergency medical special assignments, and multi-agency Joint Hazard Assessment Teams (JHAT) • The ICFD has provided specially-trained personnel to augment the Iowa Urban Search and Rescue (USAR) task force, a team that has the potential to deploy to areas affected by significant natural disaster Upcoming Challenges: • Emergency call volume continues to grow Following a slight dip in 2017 as a result of changes to dispatch protocol, call volume continues to stretch ICFD resources. Calls for service will exceed 7,000 in calendar year 2018 • Cooking fires continue to trend as the city’s leading cause of building fires • The trend in overlapping calls for service is particularly concerning. Eight out of ten times that the ICFD receives an emergency call, at least one fire company is already assigned to another incident, protracting response times and leaving districts without appropriate coverage • Meeting established response time goals is a challenge that will possibly stretch current staffing and capability. Growth and development on the east, southeast and west will soon impact our ability to respond within our benchmark goals • Station design at Fire Station 1 is inappropriate for personnel to turnout within the prescribed benchmark goal 204204 Staffing: FY2018 FY2019 FY2020 Total FTE’s 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures increased by 31.2% in fiscal year 2020 largely due to an increase in vehicle repair and maintenance chargebacks. Capital Outlay expenditures decreased slightly by 6.7% in fiscal year 2020 due to a budgeted amount in fiscal year 2019 for a high pressure air bag rescue system. 205205 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Total Calls and Percentage Overlapping CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total Calls 4,713 5,828 6,016 6,974 6,799 Percentage Overlapping 22.0%22.7%26.8%30.3%42.2% Emergent Fire Response (All) Citywide Target CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 % Compliance 90%96%100%97%82%*79% In Minutes < 6:00 < 6:00 < 6:00 < 6:00 <6:00 <6:00  EMS Response Citywide Target CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 % Compliance 90%96%97%97%86%*89% In Minutes < 6:00 < 6:00 < 6:00 < 6:00 <6:00 <6:00 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Building Fires 39 38 56 37 44 6 6 9 10 7 17 19 31 17 23 1 7 5 4 2 13 6 11 5 7 0 0 0 1 1 64%66%71%73%68% * CY 2016 was the first year outliers were included in data set. % Compliance Fires confined to room of origin Fires confined to floor of origin Beyond the building of origin Confined to building of origin GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Fires confined to object of origin Fire Control Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. 206206 Activity: Fire Emergency Operations (450200)Fund: General (1000) Division: Fire Emergency Operations Department: Fire 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 5,832,099$ 5,949,549$ 6,149,324$ 6,334,785$ 6,542,702$ 6,762,573$ Other City Taxes Utility Franchise Tax 515,798 555,446 575,938 555,450 575,940 575,940 Charges For Fees And Services Fire Services 3,300 3,000 3,000 3,000 3,000 3,000 Miscellaneous Other Misc Revenue 936 1,982 9,686 7,000 9,690 9,690 Other Financial Sources Sale Of Assets 26,285 - - - - - Total Revenues 6,378,418$ 6,509,977$ 6,737,948$ 6,900,235$ 7,131,332$ 7,351,203$ Expenditures: Personnel 6,061,856$ 6,178,251$ 6,364,666$ 6,543,737$ 6,724,532$ 6,926,267$ Services 241,023 222,294 299,564 245,183 321,623 328,055 Supplies 38,144 90,320 73,718 91,315 85,177 86,881 Capital Outlay 37,395 19,112 - 20,000 - 10,000 Total Expenditures 6,378,418$ 6,509,977$ 6,737,948$ 6,900,235$ 7,131,332$ 7,351,203$ Personnel Services - FTE 2016 2017 2018 2019 2020 Battalion Chief 2.00 2.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 12.00 Firefighter 42.00 42.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 59.00 Capital Outlay 2019 2020 Other Operating Equipment 20,000$ -$ Total Capital Outlay 20,000$ -$ Activity Summary 207207 FIRE PREVENTION The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code enforcement, plans review, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is directed by a Battalion Chief assigned as Fire Marshal, who in- turn reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, plan reviews, and public education. One firefighter from each shift serves as shift fire inspector, and conducts inspections of liquor license establishments, schools, day care centers, churches, and City buildings. Emergency operations personnel conduct fire safety inspections of all commercial and University of Iowa buildings. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The continued growth of the city provides additional challenges and opportunities as the Fire Marshal is the Authority Having Jurisdiction (AHJ) and any new buildings or businesses must be inspected and approved by the AHJ before being occupied. The wide range of activities provided by fire and life-safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat “FIT Station.” The program “Fired Up About Reading”, which focused on getting at-risk school kids to read outside of school, continues to grow and prosper, and is still highly sought after by various schools and classes. This program also provided the opportunity for these youth to interact with public service individuals in a positive way. Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a company officer and/or a member of the fire investigation team in an attempt to determine the origin and cause. Information gathered during investigations is used to in planning efforts to assess risk in the community and subsequently drive public education efforts. Fire investigation team members have received specialized training and are required to complete continuing education requirements on a regular basis. HIGHLIGHTS • As of September 30, 2018, the FPB has conducted 853 fire and life-safety inspections • As of September 30, 2018, the FPB investigated 116 fire incidents to determine the origin and cause of the fire. As in years past, the kitchen remains the reported area of origin for the majority of fires (31 fires); unattended cooking account for the largest number of these fires 208208 Recent Accomplishments: • In a departmental reorganization that occurred in early 2017, public education activities moved the cramped and aging quarters of Fire Station 3 to Fire Station 4. This move has provided more space for public education staff to prepare and provide progressive educational programming • The Fire Prevention Bureau - working with the Operations and Training Divisions - hosted the 2nd Annual Youth Emergency Services Academy at Station 4. The three, 2-day classes provided more than 100 community students the opportunity to experience the emergency services alongside public servant mentors • The move from inspecting low risk commercial occupancies every other year to every third year has provided additional time for emergency responders to maintain training and prepare for the needs of the community while still providing fire and life safety inspections • The Compliance Engine (TCE) is a software program which has streamlined the review of fire protection equipment inspection reports over the last two years and has raised compliance on these systems to 82% overall • Currently 7 of the 9 personnel at Station 4 are safety seat technicians and have the ability to inspect and install car seats, a service that is routinely offered to the community at no cost Upcoming Challenges: • Continue to identify methods to balance increasing inspection workload with the continually growing demands of emergency services and training needs • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal and associated personnel in the Fire Prevention Bureau • Identify programs currently available or new ideas to provide fire and life-safety education to at-risk demographics, neighborhoods, and school. • Develop a long-term plan regarding the configuration and staffing of the fire prevention bureau to handle the increased workload of the division, along with succession planning for the fire marshal position • Explore the opportunity for public/private partnerships to help provide programs outside of the funding stream available to the department • Develop a plan to meet the increase in safety seat inspections/installations due to other agencies leaving the program while local demand continues to grow for child safety seat installation, inspection, and maintenance • Continue to provide fire prevention with resources and personnel which reflect the division’s importance. Reduction in fires is the goal for life safety, property conservation, and minimizing the effects of a fire on the environment 209209 Staffing: FY2018 FY2019 FY2020 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 services expenditures decreased by 11.9% or $5,721 primarily due to a decrease in vehicle repair and maintenance charges. 210 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public education/fire prevention community contacts and staff hours CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Contacts (200 - Goal)241 265 257 249 306 Staff Hours 821 1,117 1,028 996 1,005 Average Staff Hours per Contact 3.41 4.22 4.00 4.00 3.28 Fire & life-safety building inspections conducted Type CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Bureau 430 520 474 397 436 Commercial 818 1,095 977 1,514 501* University 401 429 452 534 356 *Changed to a three year inspection cycle. Increase presence and condition of smoke alarms encountered in fire incidents to 100% Smoke Alarm Status CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Working 28 23 37 24 30 Not Working 3 1 2 3 1 None Present/Undetermined 8 14 17 10 13 Incidents 39 38 56 37 44 Percent Working 71.8%60.5%66.0%64.8%68.2% Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Fire Prevention**N/A N/A N/A 85%N/A **Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. 211211 Activity: Fire Prevention (450300)Fund: General (1000) Division: Fire Prevention Department: Fire 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 183,411$ 205,405$ 205,367$ 236,869$ 241,284$ 247,860$ Miscellaneous Other Misc Revenue - - 120 - - - Other Financial Sources Sale Of Assets 1,482 - - - - - Total Revenues 184,893$ 205,405$ 205,487$ 236,869$ 241,284$ 247,860$ Expenditures: Personnel 139,391$ 146,643$ 153,189$ 167,067$ 175,009$ 180,259$ Services 29,268 38,700 37,197 48,068 42,367 43,214 Supplies 16,234 20,062 15,101 21,734 23,908 24,386 Total Expenditures 184,893$ 205,405$ 205,487$ 236,869$ 241,284$ 247,860$ Personnel Services - FTE 2016 2017 2018 2019 2020 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary 212212 FIRE TRAINING The Fire Training Division is under the direction of the Battalion Chief in charge of training, who in-turn reports to the Deputy Fire Chief. The Battalion Chief in charge of training is assisted by a Lieutenant who serves as the Training Officer. Together they plan, develop, and coordinate in- house training activities with the assistance of the Training Committee. This Division is directly responsible for training in the areas of emergency medical services, technical rescue, fire suppression, and hazardous materials. HIGHLIGHTS Departmental training activities include: • Training classes for 2017 include: structural firefighting, EMS, hazmat, Driver/Operator, leadership/officer development, auto extrication, high/low angle rope, confined space, emergency building shoring, trench rescue and water/ice rescue • Total department training for 2017: 12,910 hours • Training hours per member for 2017: 204 hours per member • New firefighter orientation training: 480 hours • Leadership Development Initiative: Enhancing Human Performance at Fires and Emergencies • Instituted officer development program for new and emerging company officers Recent Accomplishments: • 2018 Youth Emergency Services Academy for high school and junior high students this summer had record attendance. Thirty-one high school students and sixty-four junior high students successfully completed the two-day program. An additional academy was added this year in order to host thirty-two students from the Dream Center. The academy is a joint venture with the Iowa City Police Department and other area public safety entities. • The Battalion Chief in charge of training continued to assist with planning and development related to new training facility. • Completed a full day of training with all ICFD officers exploring human factors that govern performance under stress. 213213 Upcoming Challenges: • Decommissioned Fire Department Training Center in fall of 2014. The Training Division continues to work out of a temporary storage facility outside of the city limits and is currently using Coralville Regional Training Center for all fire based training. • Coordinating and budgeting for all-hands scenario/competency based training evolutions four times per year, per shift. • Continuing to advance a Leadership Development Initiative. Future goals are to offer immersive training seminars related to mission-oriented leadership and organizational leadership imperatives for optimal performance. This program will continue to develop members of all ranks with a focus on incumbent leaders. The Officer Development Program will continue to provide skills instruction to new and emerging / aspiring leaders. Staffing: FY2018 FY2019 FY2020 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Capital outlay expenditures for fiscal year 2020 increased by $18,000 for a Bullex attack digital training package related to the new fire training tower being built adjacent to the new Public Works Facility. 214214 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Training hours completed per individual (% achieved) CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 % Achieved % Achieved % Achieved % Achieved % Achieved 100%93%100%91%100% 76%63%59%61%87% Certifications obtained Safety Officer Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Certified New Measure 33 33 33 33  In Process New Measure 0 0 0 0 Fire Officer Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Certified 2 2 25 25 30  In Process 12 2 0 0 0 Haz Mat Tech Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Certified 62 64 61 64 64  In Process 2 0 3 0 0 64 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation & Foster Healthy Neighborboods throughout the City Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Hours Minimum (96) Goal (160) 64 30 During CY 2014, two personnel were on extended leave and unable to participate in training. Provide a service to the community that is prepared to respond to emergencies, natural diasters, catastrophic events, and other events that threaten the health and safety of the public. 215215 Activity: Fire Training (450400)Fund: General (1000) Division: Fire Training Department: Fire 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 142,953$ 142,210$ 154,118$ 177,848$ 192,261$ 179,002$ Charges For Fees And Services Fire Services 286 - 492 - - - Miscellaneous Contrib & Donations - 600 - - - - Total Revenues 143,239$ 142,810$ 154,609$ 177,848$ 192,261$ 179,002$ Expenditures: Personnel 112,974$ 115,732$ 122,780$ 122,525$ 125,572$ 129,339$ Services 23,122 24,600 25,790 49,470 43,086 43,948 Supplies 7,143 2,478 6,038 5,853 5,603 5,715 Capital Outlay - - - - 18,000 - Total Expenditures 143,239$ 142,810$ 154,609$ 177,848$ 192,261$ 179,002$ Personnel Services - FTE 2016 2017 2018 2019 2020 Fire Lieutenant/Training 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Capital Outlay 2019 2020 Bullex Attack Digital Training Package -$ 18,000$ Total Capital Outlay -$ 18,000$ Activity Summary 216216 PARKS & RECREATION ADMINISTRATION Parks & Recreation Administration is responsible for the oversight and support of the department’s operating divisions. The Division’s budget is organized into four activities: Administration, Parkland Acquisition, Farmers Market, and Government Buildings. Administration Administration personnel include the Parks & Recreation Director and an Administrative Secretary. Farmers’ Market The Iowa City Farmers’ Market makes homegrown fruits, vegetables, homemade baked goods, foodstuffs, handcrafts, and flowers available to the general public. The market season runs May through October and is held on Wednesday evenings and Saturday mornings at the Chauncey Swan parking facility. Market Music features performances by local musicians on Wednesdays, June through October, in Chauncey Swan Park before and during the Farmers’ Market. The Wednesday evening market at Mercer Park was discontinued due to lack of interest by customers and vendors. Government Buildings Government Buildings staff provides routine custodial and maintenance services at City Hall, Robert A. Lee Recreation Center, Mercer Aquatic Center, Scanlon Gymnasium, Senior Center and other public buildings utilizing a combination of in-house and contracted approaches. Staff provides daily cleaning and maintenance for the 64,445 square foot City Hall building, including Police and Fire facilities which are in operation 24/7 and three splash pads and City Park Pool during from Memorial Day through Labor Day. HVAC zones are also maintained daily for optimal energy efficiency, productivity, and comfort. HIGHLIGHTS • Received $200,000 Iowa DNR Resource Enhancement and Protection grant for natural restoration efforts in Hickory Hill Park Recent Accomplishments: • Riverfront Crossings Park, Phase 1, 2 and 3 • Cardigan Park Completed • Public Planning processes held for Willow Creek Park, City Park Adventure Play and a park for the west side • Accessibility improvements completed at Highland Park, Villa Park and Mercer Playground 217 • Robert A Lee Recreation Center lower level restrooms and lobby renovated for increase accessibility. • Building Automation System project completed at Robert A. Lee Recreation Center • HVAC and Boiler replacement completed at Mercer/Scanlon Recreation Center • Accessible family shower rooms added to Mercer Pool • City Park Cabins restored Upcoming Challenges: • Aging mechanical and filtration systems at all three swimming pools • Implementing Park Master Plan • Implement Natural Areas Plan • Increasing Parks & Rec Foundation donations and participation • Riverfront Crossings Park – operations and future phase funding and construction • Adjusting Farmers Market to changes in Chauncey Ramp Staffing: FY2018 FY2019 FY2020 Total FTE’s 7.00 6.00 7.00 Staffing Level Change Summary: A 1.0 FTE Assistant Facilities Manager position has been added to the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: There is an increase in fiscal year 2020 personnel expenditures of 36.3% within Government Buildings due to the addition of the Assistant Facilities Manager. Supplies expenditures within Government Buildings decreased by 15.6% or $5,588 primarily due to a decrease in other maintenance supplies and minor equipment. 218 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Endowments CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Iowa City Parks and Recreation Foundation $114,736 $89,066 $82,040 $86,133 $108,753 Community Foundation of Johnson County*$17,864 $23,853 $28,684 $30,000 $35,708 Donations & Grant Funding FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Donations**$129,395 $54,828 $195,508 $47,874 $14,016 Grant Funding**$438,190 $335,157 $201,654 $21,565 $27,599 Total $567,585 $389,985 $397,162 $69,439 $41,615 Per capita calculation (used 2010 US Census)$8.364 $5.747 $5.852 $1.023 $0.613 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Programs 168 177 192 1,406 2,136  Participants 59,486 62,672 66,653 76,639 163,463 Average Participants per Program 354 354 347 55 77 Enhance and expand program offerings to include all areas and demographic segments. Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Public Spaces - Create a network of well-used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Develop programs and events that support community engagement and neighborhood development. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. * Community Foundation started in CY 2012 ** Amounts include both General Fund and Capital Improvement Project Funds 219219 Activity: Park and Rec Admin (510100)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 204,442$ 389,150$ 360,918$ 388,139$ 400,452$ 411,699$ Charges For Fees And Services Parking Charges 28,950 474 - - 200 - Total Revenues 233,392$ 389,624$ 360,918$ 388,139$ 400,652$ 411,699$ Expenditures: Personnel 208,145$ 256,910$ 267,514$ 295,040$ 303,456$ 312,559$ Services 24,223 130,275 91,307 86,349 90,492 92,302 Supplies 1,024 2,440 2,096 6,750 6,704 6,838 Total Expenditures 233,392$ 389,624$ 360,918$ 388,139$ 400,652$ 411,699$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 220220 Activity: Farmers Market (510200)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 19,561$ -$ -$ -$ -$ -$ Use Of Money And Property Rents 70,417 71,049 68,892 64,000 70,000 70,000 Intergovernmental Operating Grants - 1,500 - - - - Charges For Fees And Services Misc Charges For Svc 2,465 2,395 2,274 2,400 2,270 2,270 Miscellaneous Contrib & Donations 4,700 4,700 10,845 4,700 5,750 5,750 Misc Merchandise 537 5,460 3,823 3,000 3,000 3,000 Other Misc Revenue - - 1,200 - - - Total Revenues 97,680$ 85,104$ 87,035$ 74,100$ 81,020$ 81,020$ Expenditures: Personnel 10,574$ 21,977$ 13,570$ 32,200$ 35,098$ 36,151$ Services 84,331 27,029 28,885 32,644 29,153 29,736 Supplies 2,775 7,913 2,060 5,157 5,358 5,465 Total Expenditures 97,680$ 56,920$ 44,516$ 70,001$ 69,609$ 71,352$ Activity: Government Buildings (510300)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 642,053$ 629,418$ 704,364$ 714,912$ 844,875$ 868,061$ Use of Money And Property Royalties & Commiss - 4,489 1,543 4,490 1,540 1,540 Other Financial Sources Sale Of Assets 42 - - - - - Total Revenues 642,095$ 633,907$ 705,907$ 719,402$ 846,415$ 869,601$ Expenditures: Personnel 274,332$ 283,134$ 334,866$ 346,039$ 471,771$ 485,924$ Services 330,630 324,258 345,575 337,614 344,483 351,373 Supplies 27,758 26,515 25,466 35,749 30,161 30,764 Capital Outlay 9,375 - - - - - Total Expenditures 642,095$ 633,907$ 705,907$ 719,402$ 846,415$ 868,061$ Personnel Services - FTE 2016 2017 2018 2019 2020 Custodian - Govt Bldgs 3.00 2.00 2.00 2.00 2.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 - - M.W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Facilities Manager 0.33 0.33 1.00 1.00 1.00 Assistant Facilities Manager - - - - 1.00 Total Personnel 5.33 4.33 5.00 4.00 5.00 Activity Summary Activity Summary 221221 RECREATION The Recreation Division manages the operation of the City’s recreation facilities, programs and special events. The City offers programs in neighborhood events, youth & adult sports, aquatics, social/cultural/environmental programs, and programs for special and underserved populations. The Division’s budget is the sum of nine areas: Recreation Administration, Recreation Center Operations, Social/Cultural/Environmental Activities, Aquatics, Special and Underserved Populations, Youth Sports, Adult Sports, and Communications and Special Events. Recreation Administration Administrative personnel include the Recreation Superintendent. Administration provides oversight and support for the other nine areas within the division. The Recreation Superintendent directly supervises the customer service desks at both Recreation Centers. Recreation Center Facilities The Iowa City Recreation Division provides recreational facilities for everyone. The Robert A. Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium, fitness room, pool, game room, racquetball court, arts and crafts room, social hall, and potter’s studio. A kitchen and meeting rooms are also available for public use. Open gym and game room play includes basketball, volleyball, pickleball, table tennis, billiards, foosball, and table games. In addition to scheduled programs, day-to-day open public use is available in the fitness room. Roller-skating is offered at no fee on Saturday evenings during the school year. The Scanlon Gymnasium at the Mercer Park Aquatic Center provides a gymnasium, a game room, and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full courts, the Scanlon Gym hosts many tournaments (soccer, volleyball, basketball) bringing hundreds of participants from throughout Iowa to Iowa City. The Mercer/Scanlon facility also hosts elementary school nights, family fun nights, tot time and other special events. Grant Wood Gym is located at Grant Wood elementary school. This gymnasium helps facilitate youth sports, basketball, volleyball and birthday party packages. Free skating is offered on Friday nights during the school year. Social/Cultural/Environmental Activities Social/cultural/environmental programs are provided year-round for all ages. Most Arts programs are offered in 4 or 6-week sessions or in workshop format 48 weeks of the year. STEAM (Science, Technology, Engineering, Art, Math) programming is offered through classes, workshops, and maker space events. The potter’s studio, and the arts and crafts room are available year-round. 222 Special events, workshops, clinics, and community education includes Environmental Education, trips, artist residencies, music performances, holiday events and no-school day activities. Outreach into the neighborhoods continues to grow with programs such as Walk the Creek, Parties in the Park, Playgrounds, Gardening education and outdoor reaction programs such as fishing or geocaching. Summer camp offers nine weeks of swimming, crafts, roller skating, field trips, sports, and elective camps. This indoor/outdoor camp consists of nine one-week sessions for children completing grades K-6. Focused camps have recently included sports camps and STEAM camps. Free playground program provides supervised activities in several Iowa City park sites. Sports, nature awareness activities, games, crafts, and special events are included. This eight-week summer program is designed for children completing grades K-6. The Program Supervisor for Cultural, Social, and Environmental Programs also manages four, full-time AmeriCorps members working on sustainability initiatives through the community. Aquatics Aquatics programming includes a wide variety of swimming options; swim lessons, lap swimming, aqua fitness, and swim team introduction. The department maintains three facilities; City Park Pool, the Robert A Lee Recreation Center Pool and Mercer Park Aquatic Center. Three splash pads are also available for the public; Wetherby, Fairmeadows and Tower Court. The swim lesson program’s main goal is to provide quality, affordable and accessible swim lessons to all citizens of Iowa City. Swim lessons are available for all skill levels and abilities; ranging from parent/ toddler cooperative classes to pre-swim team classes. The department strives to provide a portfolio of courses that are viable and accessible to all of Iowa City. Keeping fees low and offering a scholarship program helps to facilitate this initiative. The non- competitive swim team (ICNC) was introduced to provide youth with a viable alternative to club/ competitive swim. Stroke refinement, endurance and stamina are taught in a fun and enthusiastic environment. City Park Pool, one the oldest outdoor pools in the state, is located at 200 Park Rd. in Upper City Park. A T-shaped pool that features two distinct shallow areas, a diving well and an eight lane 50-meter lap swim lane. The facility is fully accessible despite its age and includes a wading pool for families and an accessible picnic area. The Robert A. Lee Recreation Center Pool is the main facility used for youth swim lessons. A traditional L-shaped pool with a 12-foot-deep end and 3-foot shallow end features 6 lap lanes allowing for a diverse set of offerings. This pool is kept at 84 degrees making it ideal for young children and older adults. Mercer Park Aquatic Center is divided into three sections separated by two moveable bulkheads. The separation provides three programming areas; shallow for water walking, high 223 paced workouts, and private lessons, a middle section designated for lap swim, and the deep end for swim teams and competitive use. Mercer Park also includes a hot tub and a small outdoor wading pool. Special and Underserved Populations Special and Underserved Populations programs provide year-round recreation for persons with special needs or population groups who have been historically underserved. Principal goals for the programs are to enhance independent leisure skills and lifestyles of persons with disabilities in addition to addressing barriers to access of recreational activities. The SPI program offers year-round Special Olympics sports training and competition opportunities. Both program areas promote skill development and offer educational activities, while maintaining recreational values. Program offerings include: sports and fitness, arts, music and movement, independent living skills, special events, clubs and social activities. Youth Sports The Youth Sports program is designed to offer participants a variety of recreational sport leagues and individual programs focused on developing skills and sportsmanship in a fun, positive and encouraging atmosphere. The program is geared for recreation play so all participants regardless of ability or knowledge of the sport have a positive experience. Program offerings include traditional sports as well as non-traditional sports. Seasons are kept short in order to prevent overlap allowing participants to register for multiple programs. The Iowa City Parks and Recreation Department works cooperatively with other local sports organizations to maximize the program opportunities and experiences. It also works with local business to create team sponsorships in order to keep participant fees low. Adult Sports Adult sports programs include men’s, women’s and co-recreational teams in the sports of volleyball and basketball. Competitive and recreational divisions are established to meet participant’s interests and skill levels. New adult activities will be offered beginning in 2019 as the City partners with the Corridor Games program. Staff schedules the Department’s athletic fields including 20 baseball/softball fields and 23 soccer fields. Affiliate groups and outside user groups include: City High Baseball, Iowa City Boys Baseball, Iowa City Girls Softball, Kickers Youth and Adult Soccer, RedZone Flag Football League, Little Hawks Baseball and Softball Clubs, Trojans Baseball Club, Jaguars Softball Club, Barracudas Softball Club, Iowa Soccer League (Youth), Pearl City Soccer League (Adult), and Eastern Iowa Soccer League (Youth). Other recreation activities in this division are garden plot rentals, contracts for event facilities and concessions at Terry Trueblood Recreation Area, processing of special event permits and rental of park shelters. 224 Customer Engagement The Iowa City Recreation Division staffs two customer service counters during open hours of operation at the Robert A. Lee Recreation Center and the Mercer Park Aquatic Center/Scanlon Gym. Customer Service staff provides information and assistance to the public. Duties include but are not limited to, answering phones, directing calls, registering patrons for activities, selling passes and taking meeting room and park shelter reservations. Customer Service Attendants perform some general maintenance tasks, hand out sports equipment, and instruct and supervise patrons in the recreation centers. The Customer Engagement program area encompasses external communication coordination including: website and social media management, media and public relations, digital design and advertising, brand management, and creative/technical writing and editing. The Customer Engagement Program Supervisor has been changed to be Communications and Special Events. This Division will take over Party in the Park, Family Special events, and will add additional community events and partnerships in 2019. HIGHLIGHTS Recent Accomplishments: • Assisted in hosting RAGBRAI overnight stop in Iowa City. • Youth Sports participation grew by 26% during the past year. This increase was from Taekwondo programs as well as the Youth Triathalon and Strider Bike programs. • Adult Softball leagues played their last season through ICPR. Adult events related to the Corridor Games will be offered in 2019. • City Park Rides were retired and sold at the end of the 2018 season. • City Park Log Cabin Restoration was completed in 2018. • Continuing to add new environmental education activities in collaboration with local organizations and agencies. Established a demonstration Wahls Protocol Garden at Robert A Lee Rec Center. • S.T.E.A.M Programming continues to grow in popularity. Collaboration with the State of Iowa STEM Hub has provided resources and materials otherwise unavailable. Also developing plans to provide STEAM to neighborhoods • The DNR funded interactive Stream Table has been taken to 30 schools and events, reaching over 5,000 children. • Hosted several cross country meets at Kickers complex include a Conference and State Qualifying meet. Upcoming Challenges: • Lessening economic and transportation barriers to recreation services, programs, and facilities. Increasing communication with underserved populations to better address their recreation needs. • Upgrading aging infrastructure within the recreation centers. 225 • Attracting, training and retaining temporary staff for all recreation service level positions continues to be challenging. • Transitioning from traditional session-based programming to increased one-day or drop in events and activities. Focus on special events to engage residents in their neighborhoods. Staffing: FY2018 FY2019 FY2020 Total FTE’s 14.75 14.00 14.50 Staffing Level Change Summary: A 0.5 FTE Custodian – Gov’t Buildings was added in the fiscal year 2020 budget. Temporary Staff wages were also added for Social Programs, SPI Events, Youth and Adult Programs. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 personnel expenditures increased by 9% over fiscal year 2019 due to the addition of the half-time custodian, as well as the City-wide minimum wage increase to $11.50. Recreation has a large number of temporary staff, and therefore, is one of the divisions most impacted by the increase. The capital outlay expenditures for fiscal year 2020 decreased by 51.8% due to the purchase of sound absorption and ceiling tiles in fiscal year 2019. 226 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Recreation program cost recovery Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Budget 40%36%38%37%37%38%37% Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY2017 FY2018 FY2019 Budget 111 147 153 200 209 220  New Measure 0 1 1 4 5 New Measure 2 3 3 3 4Number of Demonstration Gardens GOALS, OBJECTIVES, and PERFORMANCE MEASURES To make the recreation programs as financially self-sufficent as possible and reduce the reliance upon property taxes. (Strategic Goal: Evaluate Maintain a Solid Financial Foundation Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Food Access & Nutrition - Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food Foster Healthy Neighborhoods throughout the City Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Number of Rented Garden Plots Number of Neighborhood Garden Sites Provide and promote gardening throughout the City. 227227 Activity: Recreation (520100)Fund: General (1000) Division: Recreation Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,788,658$ 1,969,055$ 2,059,493$ 2,118,386$ 2,362,625$ 2,473,361$ Other City Taxes Hotel/Motel Tax 296,660 312,596 257,972 312,600 257,970 257,970 Use Of Money And Property Rents 92,499 93,710 106,685 94,750 102,220 102,220 Royalties & Commiss 7,111 6,129 7,429 6,120 7,430 7,430 Intergovernmental Operating Grants 2,350 1,500 - - - - Other State Grants 10,020 22,272 11,589 9,530 - - Local 28E Agreements 78,318 102,601 101,954 110,550 101,950 101,950 Charges For Fees And Services Culture & Recreation 591,481 590,829 584,845 599,198 614,400 614,400 Transit Fees 2,975 - 955 900 900 900 Miscellaneous Contrib & Donations 20,195 12,038 5,635 9,010 3,130 3,130 Misc Merchandise 5,900 5,687 3,198 7,560 4,110 4,110 Other Misc Revenue 5,260 (663) 1,697 160 - - Other Financial Sources Sale Of Assets - 538 2,139 - - - Total Revenues 2,901,427$ 3,116,291$ 3,143,589$ 3,268,764$ 3,454,735$ 3,565,471$ Expenditures: Personnel 2,060,358$ 2,229,653$ 2,186,688$ 2,271,815$ 2,478,160$ 2,552,504$ Services 588,729 619,573 640,794 625,512 654,220 667,304 Supplies 211,410 224,274 241,435 253,187 265,355 270,662 Capital Outlay 40,930 42,790 74,672 118,250 57,000 75,000 Total Expenditures 2,901,427$ 3,116,291$ 3,143,589$ 3,268,764$ 3,454,735$ 3,565,471$ Personnel Services - FTE 2016 2017 2018 2019 2020 Office Coord - Recreation 1.00 1.00 1.00 - - Recreation Supt 1.00 1.00 1.00 1.00 1.00 Custodian - Govt Buildings - 3.75 3.75 3.00 3.50 M.W. I - Pools - - - 1.00 1.00 M.W. I - Recreation 2.75 - - - - M.W. II - Recreation 1.00 - - - - M.W. II - Pools - 1.00 1.00 1.00 1.00 M.W. III - Pools 1.00 - - - - M.W. III - Govt Bldgs - 1.00 1.00 1.00 1.00 Facilities Manager 0.67 0.67 - - - Aquatics Assistant 1.00 1.00 1.00 1.00 1.00 Rec Program Supervisor 6.00 6.00 6.00 6.00 6.00 Total Personnel 14.42 15.42 14.75 14.00 14.50 Capital Outlay 2019 2020 Facility Improvements 38,000 46,500$ Copier - 6,000 Park & Rec Equipment 3,250 4,500 Sound Absorption Replacement 45,000 - Ceiling Tile 20,000 - Basketball System at RALRC 12,000 - Total Capital Outlay 118,250$ 57,000$ Activity Summary 228228 PARK MAINTENANCE The Park Maintenance division budget is organized into three activities: Administration, Operations, and Forestry. The Park Maintenance Administration’s management area includes 49 designated parks which include 51 outdoor shelters, 130+ pieces of playground equipment, 23 restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Park Maintenance Operations activity manages a total of 1,800+ acres land, which consists of 1600+ acres of parkland, open/green space and 200+ acres of City-owned non-parkland. The Forestry activity manages 50,000+ ROW and parkland trees encompassing the City’s expanding urban forest, which includes approximately 2,000 Emerald Ash Borer (EAB) susceptible ash trees. The entire Division manages approximately 60 miles of trails by mowing, clearing snow and pruning vegetation. Park Maintenance Administration Administrative personnel provides oversight, planning, and management of the division. Park Maintenance Operations Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom and shelter facilities and providing for trash removal. • Park Shelters: Staff prepares and maintains shelters for 1,300+ rented events a year. Staff is responsible for continual cleaning, maintenance and repair, which includes siding, roofing, plumbing, windows and doors, painting, electrical and concrete work, and construction of new shelters and additions. • Playgrounds: Staff is responsible for installation of new play equipment, inspection and repairs of the existing 150+ pieces of playground equipment and play surfaces to meet industry safety standards. • Mowing: Scheduled mowing in the 1800+ acres of land managed include residential-style turf, prairies and 200+ acres of non-parkland along highways, water retention areas and ROWs. • Snow and ice removal: Snow removal and winter maintenance of access roads, parking areas, bridges, 60 miles of trails and sidewalks, and ice skating areas. • Park Fixtures: Fixtures such as picnic tables (375), drinking fountains (50), dog waste containers (50+), and recycling containers and garbage cans are inspected and repaired as needed by staff during winter months. • Natural Areas: Activities to manage, enhance, and protect City-owned woodlands, wetlands and prairie areas including controlled burns and new plantings. This activity is managed in congruence with the Natural Area Master Plan. • Athletic Facilities: Athletic facilities staff manages softball and baseball fields, soccer fields, flag football fields and a cross country course. Staff is responsible for 20 competition level ball fields, 1 practice field, 23 competitive soccer fields, 5 general purpose/multi use sport fields and a cross country course. Ball fields are prepped daily for practices and games from April through November. Soccer fields are re-seeded, re-lined, moved to spread spot ware, daily, weekly and monthly. 229 • Horticulture: Horticulture staff provides design, installation and maintenance of planter beds and islands in all 50 parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas with landscaping. Horticulture staff manages approximately 66,500 square feet of landscaping in ROWs, gateways and traffic islands throughout the city. Horticulture staff also assists with the installation and maintenance of natural areas. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city right-of-way and city parks. Forestry staff responds to emergency storm damage of public and private trees when public facilities or services are impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition projects, species selection for building permits and zoning requests. Central Business District (CBD) Maintenance CBD Maintenance Operations shifted into two different places in fiscal year 2017. The horticulture activities moved into Park Maintenance Operations and the daily ground maintenance moved into the Transportation Services division. HIGHLIGHTS Recent Accomplishments: • Cardigan Park completion • Riverfront Crossings Park playground, trails • Increased recycling in parks • RAGBRAI Upcoming Challenges: • Added maintenance of new trails, new parks, new non-parkland, new plantings and new trees • Increase in ash tree mortality due to Emerald Ash Borer • Washington St medians • Edible annual plantings • Gravel Garden at Park Shop • LED lighting at City Park Boys Baseball Staffing: FY2018 FY2019 FY2020 Total FTE’s 19.00 21.00 21.00 230 Staffing Level Change Summary: A 1.0 FTE M.W. III – Parks was eliminated within Parks Maintenance Operations and replaced with a 1.0 FTE Assistant Superintendent Parks/Forestry within Park Maintenance Administration in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Personnel expenditures increased by 73.2% within Park Maintenance Administration due to the addition of the Assistant Superintendent for Parks/Forestry. The Park Maintenance Operations services expenditures increased 5.8% or $50,781 in the fiscal year 2020 budget primarily due to an increase to contracted mowing for street right-of-way and non-park open spaces. Capital outlay expenditures include $100,000 for a solar project at Terry Trueblood Recreation Area. The Forestry services expenditures includes $50,000 in fiscal years 2019 and 2020 for Emerald Ash Borer chemical treatments. 231 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Acres of Developed Parkland 1,511 1,511 1,516 1,519 1,538 Acres of Undeveloped Parkland 186 186 187 189 200  Total Acres of Parkland 1,697 1,697 1,703 1,708 1,738 Total Acres per 1,000 Population (used 2010 US Census)25.01 25.01 25.10 25.17 25.61  Total Non-Parkland*200 200 200 200 220 Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 City Parks N/A N/A N/A 91%N/A Open Space N/A N/A N/A 67%N/A Participation - Visited a City Park N/A N/A N/A 93%N/A *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 Utilize public engagement through neighborhood meetings, outreach and social media to gather input for the purposes of planning, education and volunteerism. Review and update the master plan every five years to reflect current and future needs of the community. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Public Spaces - Create a network of well-used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. (Strategic Goal: Substantially improve access and use of public spaces.) *Non-Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions. FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks. 232232 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2014*FY 2015 FY 2016 FY 2017 FY 2018 Operating Expenses $2,934,076 $2,809,233 $2,932,764 $3,256,813 $3,388,566 Per Capita (used 2010 US Census)$43.24 $41.40 $43.22 $47.99 $49.93  Per Acre Cost $1,547 $1,481 $1,541 $1,707 $1,731 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective:Increase the number of trees planted in City ROWs. Performance Measures: Trees planted in City ROWs. CY 2014 CY 2015 CY 2016 CY 2017 CY 2018 Trees planted 136 184 155 138 162 Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Promote Environmental Sustainablilty Public Spaces - Create a network of well-used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. (Strategic Goal: Evaluate alternative revenue sources.) *Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre. 233233 Activity: Park Maintenance Administration (530100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 146,710$ 152,855$ 161,393$ 176,303$ 269,089$ 276,698$ Other Financial Sources Sale Of Assets - - 4 - - - Total Revenues 146,710$ 152,855$ 161,393$ 176,303$ 269,089$ 276,698$ Expenditures: Personnel 117,498$ 115,269$ 121,671$ 128,576$ 222,699$ 229,380$ Services 22,887 34,317 32,018 42,617 37,845 38,602 Supplies 6,325 3,269 7,709 5,110 8,545 8,716 Total Expenditures 146,710$ 152,855$ 161,397$ 176,303$ 269,089$ 276,698$ Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Superintendent Parks/Forestry - - - - 1.00 Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 2.00 Activity Summary 234 Activity: Park Maintenance Operations (530200)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,964,321$ 2,186,319$ 2,272,300$ 2,765,934$ 2,797,761$ 2,710,487$ Use Of Money And Property Rents 197,097 240,435 221,314 220,940 221,570 221,570 Royalties & Commiss 3,254 4,116 4,613 4,120 4,610 4,610 Intergovernmental Disaster Assistance 2,445 - 4,235 - - - Charges For Fees And Services Culture & Recreation 108,744 113,367 110,580 113,370 88,480 88,480 Miscellaneous Contrib & Donations 5,125 10,000 5,872 - 5,870 - Misc Merchandise 339 365 602 370 600 600 Other Misc Revenue 19,309 170 1,008 170 1,010 1,010 Other Financial Sources Sale Of Assets 820 1,670 1,636 - - - Total Revenues 2,301,454$ 2,556,441$ 2,622,160$ 3,104,904$ 3,119,901$ 3,026,757$ Expenditures: Personnel 1,315,011$ 1,483,184$ 1,496,946$ 1,703,697$ 1,627,742$ 1,676,575$ Services 752,511 805,822 822,633 870,665 921,446 939,875 Supplies 177,198 212,952 266,950 289,542 279,713 285,307 Capital Outlay 56,734 54,484 35,632 241,000 291,000 125,000 Total Expenditures 2,301,454$ 2,556,441$ 2,622,160$ 3,104,904$ 3,119,901$ 3,026,757$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Parks 1.00 3.00 2.00 2.00 2.00 M.W.I - Athletic Fields - - 1.00 1.00 1.00 M.W. II - Parks 5.00 4.00 4.00 4.00 4.00 M.W. II - Horticulture 1.00 1.00 1.00 1.00 M.W. III - Parks 4.00 4.00 4.00 4.00 3.00 Sr MW - Parks 1.00 1.00 1.00 1.00 1.00 Sr MW - Horticulture Specialist - 1.00 1.00 1.00 1.00 Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 12.00 15.00 15.00 15.00 14.00 Capital Outlay 2019 2020 Natural Area Management Projects 100,000$ 100,000$ Solar Project at Terry Trueblood - 100,000 Laser Grade Ball Fields 10,000 10,000 Automatic Locks for Restrooms 75,000 50,000 Soccer Field Improvements 21,000 21,000 Backyard Abundance Improvements 15,000 - Bocce Ball court 15,000 - Other Operating Equipment - 5,000 Irrigation Improvements 5,000 5,000 Total Capital Outlay 241,000$ 291,000$ Activity Summary 235 Activity: Forestry (530300)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 376,234$ 462,682$ 507,622$ 684,107$ 685,458$ 703,732$ Other City Taxes Utility Franchise Tax 8,742 7,367 9,655 7,370 9,650 9,650 Miscellaneous Contrib & Donations 21,000 21,086 11,393 21,090 1,390 1,390 Transfer In -Govt Activities 78,624 74,312 78,275 79,864 82,326 83,973 Total Revenues & Transfer In 484,600$ 565,447$ 606,945$ 792,431$ 778,824$ 798,744$ Expenditures: Personnel 278,703$ 307,588$ 352,169$ 436,693$ 434,405$ 447,437$ Services 158,840 217,457 208,032 280,461 272,028 277,469 Supplies 47,057 40,402 46,744 75,277 72,391 73,839 Total Expenditures 484,600$ 565,447$ 606,945$ 792,431$ 778,824$ 798,744$ Personnel Services - FTE 2016 2017 2018 2019 2020 M. W. I - Forestry - - - 2.00 2.00 M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 5.00 5.00 Activity Summary 236 Activity: CBD Maintenance Operations (535100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 184,457$ -$ -$ -$ -$ -$ Licenses And Permits General Use Permits 11,398 - - - - - Total Revenues 195,855$ -$ -$ -$ -$ -$ Expenditures: Personnel 22,456$ -$ -$ -$ -$ -$ Services 172,819 - - - - - Supplies 580 - - - - - Total Expenditures 195,855$ -$ -$ -$ -$ -$ Personnel Services - FTE 2016 2017 2018 2019 2020 M. W. II - CBD 2.00 - - - - Sr M.W. - CBD 1.00 - - - - Total Personnel 3.00 - - - - Activity Summary 237 CEMETERY OPERATIONS The Cemetery Division’s budget is organized into Cemetery Operations and Cemetery Perpetual Care. Cemetery Operations manages Oakland Cemetery and Perpetual Care manages maintenance items within the cemetery. Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,872 interments in the cemetery based on the complete burial report contained in the Cemetery Information Management System (CIMS) program. Staff maintains all cemetery grounds, buildings, equipment, and snow route. •Assistance with family members/funeral homes regarding funeral arrangements; determine right of interment, interment placement, lot sales/repurchases; complete billing and maintain records. •Assist the general public/funeral homes/monument dealers with genealogy requests, lot locations and explanation, enforcement of cemetery rules and regulations. •Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or expand to the east. The Cemetery Perpetual Care activity accounts for donations that are dedicated for the long-term maintenance of the Oakland Cemetery. This activity was moved from a permanent fund into the General Fund in fiscal year 2017. HIGHLIGHTS Recent Accomplishments: •The fiscal year 2018 CIP was changed to an overlay project. Remaining funds were used to replace current garage doors with 3 new garage doors Upcoming Challenges: •Mapping the four outlots and monument repair in the older sections of the cemetery Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased by 44.8% primarily due to an increase in the number of sold cemetery plots that are purchased back and resold. 238238 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Full Burials 19 35 31 34 25 Cremation 48 40 42 51 38 Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Track and compare the number of full burials verse cremation burials for each fiscal year. 239239 Activity: Cemetery Operations (540100)Fund: General (1000) Division: Cemetery Operations Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 188,725$ 229,837$ 235,080$ 250,702$ 265,291$ 276,113$ Charges For Fees And Services Misc Charges For Svc 42,843 45,814 38,005 42,930 43,486 43,486 Miscellaneous Contrib & Donations 200 50 - - - - Other Financial Sources Sale Of Assets 89,300 63,630 74,770 74,793 78,177 78,177 Total Revenues 321,068$ 339,330$ 347,855$ 368,425$ 386,954$ 397,776$ Expenditures: Personnel 253,032$ 267,895$ 275,350$ 295,447$ 308,352$ 317,602$ Services 54,106 62,760 59,395 63,853 65,386 66,694 Supplies 13,930 8,675 13,109 9,125 13,216 13,480 Total Expenditures 321,068$ 339,330$ 347,855$ 368,425$ 386,954$ 397,776$ Personnel Services - FTE 2016 2017 2018 2019 2020 Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00 M.W. II - Cemetery 1.00 1.00 1.00 1.00 1.00 M.W. III - Cemetery 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Activity: Cemetery Perpetual Care (540500)Fund: Cemetery Perpetual Care Fund (1024) Division: Cemetery Operations Department: Parks and Recreation 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues -$ 606$ 1,502$ 610$ 1,500$ 1,500$ Total Revenues -$ 606$ 1,502$ 610$ 1,500$ 1,500$ Expenditures: Services -$ 1,860$ -$ 1,750$ 1,500$ 1,530$ Supplies - 166 - 1,000 - - Total Expenditures -$ 2,026$ -$ 2,750$ 1,500$ 1,530$ Activity Summary Activity Summary 240240 LIBRARY OPERATIONS The Iowa City Public Library is the busiest public library building in the state of Iowa. Community surveys conducted in 2014 as part of the Library’s strategic planning process showed 94.3% of respondents said the Iowa City Public Library was either essential or very important to the quality of life in the community, the highest rating the planning consultants had ever seen. The Library Operations budget is organized into General Library, Library Materials, Board Controlled Funds, Gifts & Bequests, and Gifts – Materials, and Library Replacement Reserves. General Library This activity accounts for the bulk of the Library’s budget, accounting for Library staffing, programs, public services, building repair & maintenance, and activities associated with the Library’s commercial space. This budget also includes transfers to equipment replacement reserves. Library Materials This activity accounts for the acquisition and replacement of Library materials. Materials budgets are organized into Children’s Materials and Adult Materials. An increasing number of materials acquisitions in recent years are in electronic or downloadable formats. Board Controlled Funds This activity is funded largely through State funded Library Open Access (reciprocal borrowing) and Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing. Gifts & Bequests This activity includes contributions and donations, both designated and undesignated, for Library operations, programs, and building improvements. 0.40 FTE are budgeted within undesignated gifts for Bookmobile operations. Gifts – Materials These are donated funds designated for materials acquisitions. Library Replacement Reserves Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. HIGHLIGHTS By the numbers fiscal year 2018: •57,601 cardholders •1,266,305 circulation •873,103 building visits •47,981 attended children’s programs •13,404 social media followers 241241 Recent Accomplishments: • First full year of Bookmobile service in FY18 saw more than 15,000 visits and 25,885 items checked out • Registered 376 babies, 2,694 children, 438 teens and 1,015 adults for Summer Reading Program • Opened the new Digital Media Lab • Conducted a user survey • Record program attendance in FY18 Upcoming Challenges: • Welcome a new Library Director • Strengthen partnerships with Iowa City Community schools • Work to accomplish Equity Toolkit initiatives • Another year of Pedestrian Mall construction • Begin work on a new strategic plan • Expand digital history collections Staffing: FY2018 FY2019 FY2020 Total FTE’s 44.17 44.17 44.05 Staffing Level Change Summary: In the fiscal year 2020 budget a .75 FTE Library Clerk was eliminated and replaced with a .50 FTE Library Assistant II. Additionally, a M.W.I – Library was increased from a .50 FTE to .63 FTE. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 library levy property taxes are estimated to increase $39,661, or 4.1% from fiscal year 2019. Capital Outlay expenditures increased in fiscal year 2020 due to the addition of capital outlay for a new Eastside book return, children’s room shelving, and additional library materials. 242242 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Children Registering for Summer Reading Programs FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Goal 3,160 3,298 3,011 3,142 3,468 3,400  Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Public Libraries N/A N/A N/A 95%N/A * Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of programs, displays, and reading lists specifically aimed at diverse audiences or relating to themes of social justice and racial equity. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Goal New Measure New Measure New Measure 192 352 350 Advance Social Justice and Racial Equity Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. The Iowa City Public Library contributes to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Enhanced Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Work with the ICCSD, preschools and summer programs to help children sign up for a library card and participate in summer reading programs. 243243 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Community Members Visits to the Bookmobile Per Week FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Goal New Measure New Measure New Measure 509 331 350  Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Introduce Bookmobile Service. Improve equitable access to library services. Foster Healthy Neighborhoods throughout the City 244244 Activity: General Library (550100)Fund: General (1000) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 3,307,949$ 3,550,709$ 3,728,651$ 3,796,246$ 3,961,617$ 4,084,051$ Property Taxes 837,043 891,992 924,259 976,555 1,016,216 1,036,540 Other City Taxes Gas/Electric Excise Tax 12,393 11,828 11,312 11,285 11,285 11,511 Mobile Home Tax 1,062 1,061 1,012 1,060 1,010 1,030 Use Of Money And Property Rents 43,475 24,000 26,000 26,000 26,000 26,000 Royalties & Commiss 2,469 2,361 2,220 2,340 2,190 2,190 Intergovernmental Property Tax Credits 33,235 25,297 25,051 28,042 25,313 25,313 Local 28E Agreements 466,160 500,494 517,908 538,860 517,904 517,904 Charges For Fees And Services Library Charges 22 39 28 - - - Miscellaneous Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747 Misc Merchandise 1,132 11 8 - - - Other Misc Revenue 9,220 14,905 15,874 14,890 32,060 32,060 Other Financial Sources Sale Of Assets 2,173 467 170 - - - Total Revenues & Transfer In 4,871,852$ 5,177,588$ 5,395,777$ 5,549,698$ 5,700,342$ 5,843,346$ Expenditures: Personnel 4,139,871$ 4,416,362$ 4,572,190$ 4,768,549$ 4,898,573$ 5,045,530$ Services 569,952 616,462 681,637 639,995 660,012 673,212 Supplies 148,126 131,756 141,951 123,554 112,357 114,604 Capital Outlay 13,903 13,009 - 17,600 29,400 10,000 Total Expenditures 4,871,852$ 5,177,588$ 5,395,777$ 5,549,698$ 5,700,342$ 5,843,346$ Personnel Services - FTE 2016 2017 2018 2019 2020 Custodian - Library 2.00 2.00 2.00 2.00 2.00 IT Support Specialist 1.00 1.00 1.00 1.00 1.00 Librarian II 6.00 6.00 6.00 6.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00 Library Assistant I 5.63 5.63 5.63 5.63 5.63 Library Assistant II 1.00 1.00 1.00 1.00 1.50 Library Assistant III 5.36 6.36 6.36 6.36 6.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 2.38 2.38 2.38 2.38 1.63 Library Coordinator 5.00 5.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 1.00 1.00 1.00 1.00 1.00 M.W. II - Library 1.00 1.00 1.00 1.00 1.00 M.W. I - Library 0.50 0.50 0.50 0.50 0.63 Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00 Pulic Relations Specialist 0.65 0.65 0.65 0.65 0.65 Sr Librarian 2.00 2.00 2.00 2.00 2.00 Sr Library Assistant 3.75 3.75 3.75 3.75 3.75 Supervising Librarian 1.00 1.00 1.00 1.00 1.00 Total Personnel 42.27 43.27 43.27 43.27 43.15 Capital Outlay 2019 2020 Eastside Book Return -$ 22,400$ Generator 10,600 - RFID tags 7,000 7,000 Total Capital Outlay 17,600$ 29,400$ Activity Summary 245245 Activity: Library Materials (550200)Fund: General (1000) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 650,212$ 661,010$ 667,595$ 674,245$ 674,245$ 674,245$ Total Revenues 650,212$ 661,010$ 667,595$ 674,245$ 674,245$ 674,245$ Expenditures: Capital Outlay 650,212$ 661,010$ 667,595$ 674,245$ 674,245$ 674,245$ Total Expenditures 650,212$ 661,010$ 667,595$ 674,245$ 674,245$ 674,245$ Capital Outlay 2019 2020 Adult Library Materials 560,195$ 560,195$ Children's Library Materials 114,050 114,050 Total Capital Outlay 674,245$ 674,245$ Activity Summary 246246 Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 2,626$ 5,136$ 10,615$ 5,140$ 10,610$ 10,610$ Intergovernmental Operating Grants 81,847 87,692 73,825 82,690 73,820 73,820 Charges For Fees And Services Refuse Charges 256 275 317 270 320 320 Miscellaneous Misc Merchandise 2,670 1,426 1,455 1,430 1,450 1,450 Other Misc Revenue 19,368 18,049 16,167 19,050 - - Printed Materials 15,130 14,928 13,644 14,930 13,650 13,650 Total Revenues 121,897$ 127,506$ 116,023$ 123,510$ 99,850$ 99,850$ Expenditures: Personnel 28,533$ 29,250$ 30,973$ 32,365$ 33,698$ 34,709$ Services 25,568 39,013 26,993 27,378 15,622 15,934 Supplies 98,808 30,257 835 26,903 17,752 18,107 Capital Outlay 33,599 12,722 - - 33,500 - Total Expenditures 186,508$ 111,243$ 58,801$ 86,646$ 100,572$ 68,750$ Personnel Services - FTE 2016 2017 2018 2019 2020 Library Assistant I - 0.50 0.50 0.50 0.50 Library Assistant III 0.50 - - - - Total Personnel 0.50 0.50 0.50 0.50 0.50 Capital Outlay 2019 2020 Children's Room Shelving -$ 18,500$ Library Materials - 15,000 Total Capital Outlay -$ 33,500$ Activity Summary 247247 Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 189,993$ 229,713$ 187,621$ 138,800$ 187,620$ 187,620$ Other Misc Revenue 4,235 5,274 13,983 12,000 12,824 - Total Revenues 194,228$ 234,987$ 201,604$ 150,800$ 200,444$ 187,620$ Expenditures: Personnel -$ 8,597$ 26,443$ 57,042$ 61,572$ 63,419$ Services 32,237 28,157 24,610 27,785 25,227 25,732 Supplies 28,168 21,663 28,366 21,768 51,291 52,317 Capital Outlay 3,653 1,552 10,609 6,500 10,600 5,000 Total Expenditures 64,058$ 59,970$ 90,028$ 113,095$ 148,690$ 146,468$ Personnel Services - FTE 2016 2017 2018 2019 2020 Library Assistant III - 0.40 0.40 0.40 0.40 Total Personnel - 0.40 0.40 0.40 0.40 Capital Outlay 2019 2020 Library Materials 6,500$ 10,600$ Total Capital Outlay 6,500$ 10,600$ Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 8,726$ 60,670$ 78,087$ 60,670$ 78,080$ 78,080$ Total Revenues 8,726$ 60,670$ 78,087$ 60,670$ 78,080$ 78,080$ Expenditures: Services 250$ -$ 200$ -$ -$ -$ Capital Outlay 54,689 67,644 37,024 47,000 60,000 50,000 Total Expenditures 54,939$ 67,644$ 37,224$ 47,000$ 60,000$ 50,000$ Capital Outlay 2019 2020 Adult Library Materials 35,000$ 40,000$ Children's Library Materials 12,000 20,000 Total Capital Outlay 47,000$ 60,000$ Activity Summary Activity Summary 248248 Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Transfer In: Transfer In From General Fund 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ Total Transfer In 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ Expenditures: Supplies 56,059$ 6,715$ 19,839$ 6,715$ 29,839$ 30,436$ Capital Outlay 15,337 - 12,773 - - - Total Expenditures 71,396$ 6,715$ 32,611$ 6,715$ 29,839$ 30,436$ Activity Summary 249249 LIBRARY FOUNDATION OFFICE The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is a 501(c)(3) non-profit organization governed by a Board of Directors. Board members are community volunteers dedicated to helping our Library continue to provide the best materials, programs, and services. The Board of Directors work with staff in the Library Development Office to plan and execute Library fundraising efforts. The Library Foundation division accounts for personnel costs associated with the Foundation’s development activities. City expenditures are fully reimbursed by the Friends Foundation. 2.0 FTEs are budgeted: Library Coordinator – Development, and a Senior Library Assistant. HIGHLIGHTS Recent Accomplishments: • Achieved Friends Foundation Board of Directors goal to add new donors • Sponsored “Winter Window” newsletter focused on the Friends Foundation which was mailed to all Iowa City addresses • Received $383,000 from individuals, businesses, and organizations to benefit the library. • Successfully requested in-kind donations valued at $55,000 for Summer Reading Program participant incentives • Recruited additional volunteers for used bookstore and raised more than budgeted Upcoming Challenges: • Reach increased financial goals in very competitive environment • Grow planning giving program • Introduce new library director to Friends Foundation and community Staffing: FY2018 FY2019 FY2020 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. 250250 Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Other Misc Revenue 168,865$ 201,088$ 117,938$ 203,992$ 206,372$ 212,409$ Total Revenues 168,865$ 201,088$ 117,938$ 203,992$ 206,372$ 212,409$ Expenditures: Personnel 184,069$ 185,254$ 118,310$ 200,535$ 206,222$ 212,409$ Supplies -$ -$ 147$ -$ 150$ 153$ Total Expenditures 184,069$ 185,254$ 118,457$ 200,535$ 206,372$ 212,562$ Personnel Services - FTE 2016 2017 2018 2019 2020 Library Coord - Development 1.00 1.00 1.00 1.00 1.00 Sr Library Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 251251 SENIOR CENTER OPERATIONS Since opening in 1981 The Iowa City/Johnson County Senior Center (The Center) has been true to its mission: to promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and lifelong learning among adults over 50 years and other community members. Over the years The Center’s programs and services have changed, but the goals have remained consistent: to promote health, well-being, and independence and remove negative stigmas associated with growing older. The Center offers a variety of classes, activities, volunteer opportunities, and services. The programs and services we offer meet the needs and interests of participants and community members. They also are known to support and extend a person’s health, wellbeing, and independence by fostering social connections, promoting mental and physical exercise, and encouraging community involvement. The Center does not just serve people over 50 years of age. Many programs are intergenerational, community events are common, and college age volunteers are often seen around The Center. In addition, The Center hosts practicum students and interns from a variety of academic departments at the University, including but not limited to Social Work, Public Health, and Recreational Studies. Senior Center Administration (1000) Senior Center Administration supports the Center’s staff; the facility’s maintenance, operation, security, and use; programming and services; and financial management and development. It supports the work of advisory groups, including the Senior Center Commission, participant-based advisory committees, and ad hoc committees, and collaboration with area businesses and the University of Iowa to enrich programming and serve as an educational resource. Administration supports services provided at The Center that require a designated space to operate. These programs require varying degrees of oversight, organization, scheduling, IT support, volunteer support, and problem solving. These services are open to all members of the community. Examples include: Senior Health Insurance Information Program (SHIIP); Volunteer Lawyers; University of Iowa Counseling Services; the AARP Tax Aide Program; and Honoring Your Wishes advanced care planning. In addition, the Visiting Nurse Association offers health care clinics; Elder Services, Inc. serves noon congregate meals five days a week; and TRAIL of Johnson County provides services that help older adults remain in their own homes. All the services offered extend The Center’s reach out into the community bringing in people of all ages, from all walks of life. Senior Center Programs (1000) There are four budget subdivisions in the Programs activity: • Senior Center Classes - Classes cover everything from literature and fitness, music, and art education. They are often open to non-members or intergenerational. A volunteer based Program Committee is active in determining the triannual curriculum. Classes are taught by volunteers or independent contractors. 252252 • Senior Center Special Events - Large programs of general interest that are open to all members of the community. For instance, dances, fundraisers, band concerts, choral performances, movies, or speakers. They often have sponsors and community partners and involve many volunteers. • Senior Center Television (SCTV)- Volunteers produce video content for broadcast on City Cable and Public Access channels. A part time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television for homebound elderly and community members to participate virtually. They also are involved with creative endeavors and have a channel on YouTube to increase outreach. Finally, SCTV provides tech support for members and participants on a scheduled and walk-in basis. Gifts & Memorials (1003) This activity accounts for contributions and donations made to the Senior Center Gift Fund. Staff has been asked by the Senior Center Commission to deplete the funding in this account by purchasing equipment and upgrades that will transition room 103 into a fitness room. The account should be depleted in fiscal year 2019 and all future donations will be directed to the Friends of The Center or operational budget in accordance with donor wishes. HIGHLIGHTS • At the end of fiscal year 2018 there were 1,652 members with 9.45% on low-income scholarships. Membership is not required to participate in many of The Center’s programs and services. • Volunteer support continues to be a cornerstone of The Center’s success. In fiscal year 2018 there were 685 volunteers who donated 25,500 hours of service. This is the equivalent of nearly 13 FTEs. • There were a total of 130,344 recorded visits (duplicated) to The Center in fiscal year 2018. 120,441 were to one of the 10,911 activities sponsored by the Center; 9,903 were to activities hosted by an outside organization. • Community services expand The Center’s outreach into the surrounding community. In fiscal year 2018 the Visiting Nurses Association had 761 health clinic visits and Elder Services, Inc. served 6,114 meals. Honoring Your Wishes had 42 consultations for advanced care planning and 6 workshops attended by 40 community members. The AARP tax aide and Volunteer Lawyer programs had 389 and 70 appointments respectively. The Senior Health Insurance Information Program (SHIIP) counselors did 1,095 consultations and 12 Medicare workshops attended by 228 community members. • The classroom environment was improved with the purchase of 64 classroom tables. The new tables are narrower than the previous tables. This facilitates classroom set-up, increases the variety of classroom configurations, makes it possible to accommodate a few more students per class, and promotes improved student interaction. • The Center received $39,782 from the Friends of The Center Senior Center Endowment in fiscal year 2018 • The Center continues providing 20 hours/week of operational space to TRAIL of Johnson County in fiscal year 2018. TRAIL is a nonprofit organization that helps older adults remain in their own homes. 253253 Recent Accomplishments: • Staff members developed a seven-year facility capital improvement plan that will facilitate both the regular maintenance of the building and financial planning. Our hope is to extend the plan out for 10 to 15 years to assist with future building needs • Recently updated tables and chairs in the assembly room which has made a difference in the appearance of the building but also the safety of members and the public • The Center continues to challenge age-based stereotypes that have a negative impact on the quality of life of older adults • The Senior Center dance/pom squad, the Pomtastiks, performed and were well received at 2018 Downtown District Block Party • The Senior Center received a grant from Delta Dental for a new water bottle filling station as well as 400 water bottles and free toothbrushes • Funds that were requested and granted for fiscal year 2019 have already been spent and items purchased • We now have a fully functioning volunteer board for Friends of the Center Foundation. • A UV filter will be installed in our building to address building intake air quality Upcoming Challenges: • Increase and maintain a welcoming environment for all community members • Create and implement a marketing plan to increase utilization of the Center and its services that also promotes the inclusion of diverse populations as requested by membership • Increasing the diversity of revenue streams to reach our operational goals • Improving our program guide and adding more culturally responsive classes and programs • Developing an Outreach and Diversity and Inclusion Committee to address member concerns about the Center Membership reflecting the general population Staffing: FY2018 FY2019 FY2020 Total FTE’s 7.00 7.00 7.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased 44.6% due to budgeting for the new Food Pantry supplies, as well as the movement of special events food and beverage to Administration from Programs. 254254 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer Random Class Evaluations (done throughout the year) Overall Satisfation Rating GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods Throughout the City To promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and life- long engagement. Each trimester throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional; environmental; intellectual/cognitive; physical; professional/vocational; social; and spiritual. Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December; Winter/Spring, January through April; and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November; Winter, December through February; Spring, March through May; and Summer, June through August. Goal FY 2017 94% FY 2014 FY 2015 FY 2016 95% FY 2018 97%> 95%96%91% 255255 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of Fitness Classes and Dances each trimester* (for members, community, and special needs)FallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerNA 41 40 41 37 38 43 38 42 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2018 3 7 78*  Center art exhibits New Measure Gallery Walk participant New Measure FY 2014 FY 2015 FY 2016 New Measure 3 Support of art festival New Measure New Measure  New Measure 11 Center arts and crafts classes and Performances New Measure New Measure 82 New Measure New Measure FY 2017 Foster Healthy Neighborhoods Throughout the City Enable adults to maintain healthy, active lifestyles by integrating physical activity into their daily routines. Support goal through programs and services offered. * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December; Winter/Spring, January through April; and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November; Winter, December through February; Spring, March through May; and Summer, June through August. Foster Healthy Neighborhoods Throughout the City Provide a broad range of arts and cultural resources and activities that encourage participation and creative self-expression. Support community engagement, creative self-expression, and social interaction through the arts FY 2014 FY 2015 FY 2016 FY 2017 3 9 139  256256 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Percent of Members using On-line Class Registration and/or Membership Renewals Percent of Members Senior Center Endowment's Annual Contribution to the Operational Budget Annual Contribution Cost Recovery Percentage Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Participation by persons of color in Senior Center Programming (Based on Annual On-site Demographic Survey) Total Members 1,595 FY 2017 $34,616 -0.7% FY 2017 29% FY 2017 NA No survey in FY17 To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. To promote a positive image of aging and combat agism. FY 2014 FY 2015 FY 2014 11% FY 2017 15% 25% Maintain a Solid Financial Foundation To enhance financial stability of the Center. Move toward electronic communication as a cost saving measure and for customer convenience. Collaborate with Friends of the Center to fund annual operational expenses through the Senior Center Charitable Giving Account. New Measure 120% 1,5541,6181,620 5% FY 2014 FY 2015 Percent of Participation Change in Percent (Goal of 1 - 2% increase)* FY 2016 12% 9% Goal FY 2014 FY 2015 Change in Percent $34,250 Change in Contribution FY 2015 27% $30,380 5%4% -1% FY 2016 FY 2016 FY 2016 1% 5% 28% $34,877 1.8%31.6%12.7% New Measure Advance Social Justice and Racial Equity Goal 5% annual increase Goal $60,000 by FY 2020 * At least until levels reflect community demographics of the 50 + population 35% by FY 2019 29% 0% FY 2018 $39,782 14.9% FY 2018 30% FY 2018 NA No Survey in FY18 FY 2018 1,608 15% 257257 Percent of Members who participate in the low-income membership program. Each trimester** had a Minimum of 5 Successful Programs Targeting At-Risk and In Need Adults Over 50 FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer Each trimester** had a Minimum of 1 Program/Presentation Focused on an Issue Related to Aging/Agism FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer To be eligible for the low-income discount program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program; 2) Recipient of Medicaid benefits; 3) Participant in the SNAP program; 4) Participant in the City of Iowa City Assisted housing program; 5) Recipient of Supplemental Security Income (SSI) or Social Security Disability Income (SSDI); 6) Participant in the Elderly Credit Claim on Real Estate Tax or State Rent Reimbursement. According to the Iowa State University Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However, the poverty rate for the county as a whole is much higher in the range of 13 - 14%. Goal FY 2014 FY 2015 9-11%New Measure 10% ** A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December; Winter/Spring, January through April; and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November; Winter, December through February; Spring, March through May; and Summer, June through August. FY 2014 FY 2015 FY 2016 New Measure New Measure Goal FY 2018 9% FY 2018 FY 2018 9% Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2016 10% FY 2017 FY 2017 258258 Activity: Senior Center Administration (570100)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 577,447$ 624,076$ 621,717$ 712,023$ 704,587$ 739,243$ Use Of Money And Property Rents 2,107 12,609 19,730 12,610 7,730 7,730 Royalties & Commiss 235 156 147 160 150 150 Intergovernmental Local 28E Agreements 59,224 59,224 60,000 60,000 60,000 60,000 Charges For Fees And Services Culture & Recreation 48,586 61,555 63,105 63,000 63,110 63,110 Parking Charges 29,730 25,885 26,010 26,000 26,010 26,010 Miscellaneous Contrib & Donations 45,489 38,859 44,406 64,000 44,410 44,410 Misc Merchandise 3,238 5,496 4,713 5,500 4,710 4,710 Other Misc Revenue 2,479 16,074 3,030 3,092 3,040 3,040 Other Financial Sources Sale Of Assets - 889 815 - - - Misc Transfers In - - 11 - - - Total Revenues 768,535$ 844,823$ 843,684$ 946,385$ 913,747$ 948,403$ Expenditures: Personnel 543,357$ 589,063$ 573,668$ 660,540$ 648,086$ 667,529$ Services 193,726 192,671 222,366 219,272 222,957 227,416 Supplies 29,328 25,669 26,103 26,073 37,704 38,458 Capital Outlay 2,124 37,420 21,547 40,500 5,000 15,000 Total Expenditures 768,535$ 844,823$ 843,684$ 946,385$ 913,747$ 948,403$ Personnel Services - FTE 2016 2017 2018 2019 2020 Development Specialist - Sr Center - 0.50 0.50 0.50 0.50 M. W. III - Senior Center 1.00 1.00 1.00 1.00 - Sr. M.W. - Govt Bldgs - - - - 1.00 M.W. I - Senior Center 1.00 1.00 1.00 1.00 - Custodian - Govt Bldgs - - - - 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50 Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00 Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.50 7.00 7.00 7.00 7.00 Capital Outlay 2019 2020 Other Operating Equipment 14,000$ -$ Building Improvements 26,500 5,000 Total Capital Outlay 40,500$ 5,000$ Activity Summary 259259 Activity: Senior Center Programs (570200)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 2,138$ 10,646$ -$ -$ -$ -$ Intergovernmental Other State Grants - 9,000 - - - - Charges For Fees And Services Culture & Recreation 8,800 9,347 13,401 10,230 9,250 9,250 Misc Charges For Svc 17,569 18,471 22,352 18,470 22,350 22,350 Miscellaneous Contrib & Donations 1,000 320 - - - - Misc Merchandise 1,381 783 1,131 850 1,130 1,130 Other Misc Revenue 4,140 5,863 3,565 15,500 1,650 1,650 Other Financial Sources Sale Of Assets - - 1,351 - - - Total Revenues 35,028$ 54,431$ 41,801$ 45,050$ 34,380$ 34,380$ Expenditures: Personnel 16,091$ 15,217$ 11,990$ 17,388$ 15,762$ 16,234$ Services 7,009 25,938 8,859 11,450 6,030 6,151 Supplies 11,928 13,276 12,983 11,632 5,983 6,103 Total Expenditures 35,028$ 54,431$ 33,831$ 40,470$ 27,775$ 28,488$ Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Culture & Recreation -$ -$ -$ -$ -$ -$ Total Revenues -$ -$ -$ -$ -$ -$ Expenditures: Services 316$ -$ -$ -$ -$ -$ Supplies 36 - - - - - Total Expenditures 352$ -$ -$ -$ -$ -$ Activity Summary Activity Summary 260260 Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 40$ 72$ 34$ -$ -$ -$ Total Revenues 40$ 72$ 34$ -$ -$ -$ Expenditures: Supplies 20,077$ -$ -$ -$ -$ -$ Capital Outlay - - 11,029 - - - Total Expenditures 20,077$ -$ 11,029$ -$ -$ -$ Activity Summary 261261 NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS) ADMINISTRATION Administration Neighborhood and Development Services (NDS) Administration is responsible for oversight and support of the department’s four operating divisions, Administration, Development Services, Neighborhood Services (including the Housing Authority), and the Metropolitan Planning of Johnson County (MPOJC). Sustainability Iowa City is committed to being a leader in sustainability. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles. Efforts towards sustainability are also focused in municipal energy savings, community-wide greenhouse gas emissions, collaborating with other city departments on other topics pertaining to sustainability. Current projects include overseeing the implementation of the City’s first Climate Action and Adaptation Plan which will involve working with both a community advisory group as well as an internal staff team, annually updating the community greenhouse gas emissions reporting, and ensuring that the City completes the requirements for the three-year Covenant of Mayors requirements around climate action. The Sustainability office communicates the City’s sustainability efforts through electronic media (newsletter, Facebook and Twitter), and aligns and tracks sustainability efforts with the STAR/LEED Sustainability Rating System. Energy Efficiency Revolving Fund The fund was created from the Energy Efficiency and Conservation Block Grant special revenue fund. The fund is used as an energy efficiency reimbursement program. The facilities that receive improvements through the fund repay the fund annually based on the savings from the energy efficiency improvements. This activity was discontinued in the fiscal year 2020 budget. HIGHLIGHTS • Iowa City completed the City’s first Climate Action and Adaptation Plan, which was adopted in Sept. 2018. This plan was a part of the requirements for the Covenant of Mayors and was uploaded to the CDP platform to be included in global reporting. Recent Accomplishments: • Worked with a consultant and a Council appointed committee to complete Iowa City’s first Climate Action and Adaptation Plan • Administered Community Partnerships for Climate Action grant • Purchased Energy Management Software and transferred 10 years of utility data into new system • Collaborated on Electric Vehicle report with City of Columbia and consultant, “Pathways to EV: Preparing cities for the transition to electric vehicles” 262262 Upcoming Challenges: • Staff capacity to implement and track progress of the Climate Action and Adaptation Plan due to the increased workload • STAR recertification data collection due November 2019 • Learning how to optimize new energy software to reduce municipal energy use and costs, training new temporary staff to use it • Initiating internal staff team to coordinate internal climate action implementation Staffing: FY2018 FY2019 FY2020 Total FTE’s 2.55 2.55 2.55 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Service expenditures within Sustainability Services decreased by 20% or $27,024 primarily due to appropriations carried-forward to fiscal year 2019 from previous years for the Climate Action Plan study and local foods initiatives. 263 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Greenhouse gas emissions CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total tonnes CO2e 1,297,657 1,331,231 987,735 857,788 974,895  Estimated population*71,885 73,542 74,220 74,398 75,798 Tonnes CO2e per capita 18.1 18.1 13.3 12.9 12.8 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: External Communications FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number of Subscribers of Sustainable News e-Subscriptions 0 0 228 691 1,070 Number of Public Outreach Events New Measure 10 12 18 33 Community Survey results of the percent rated positively Participation FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Conserved Water N/A N/A N/A 73%N/A Recycled at Home N/A N/A N/A 85%N/A Made Home More Energy Efficient N/A N/A N/A 69%N/A *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 Enhance Community Engagement and Intergovernmental Relations Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote Environmental Sustainability Greenhouse Gas Mitigation - Achieve greenhouse gas emissions reductions throughout the community. Reduce community-wide greenhouse gas emissions. * Annual population estimates from the American Community Survey Monitor community-wide greenhouse gas emissions, which includes emissions used from energy in the following sectors: residential, commercial, industrial, transportation and waste. 264264 Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 224,148$ 314,755$ 240,138$ 255,277$ 247,013$ 254,657$ Charges For Fees And Services Building & Devlpmt 1,200 700 800 700 800 800 Miscellaneous Code Enforcement 13,740 14,645 11,073 14,650 11,070 11,070 Other Misc Revenue 1,871 2,946 2,343 2,940 2,340 2,340 Printed Materials 13 14 - - - - Other Financial Sources Sale Of Assets 4 4 14 - - - Transfer In -Enterprise Activities 26,270 26,795 27,197 27,877 28,769 29,344 Total Revenues & Transfer In 267,246$ 359,860$ 281,564$ 301,444$ 289,992$ 298,211$ Expenditures: Personnel 237,305$ 241,601$ 230,877$ 254,818$ 241,936$ 249,194$ Services 26,928 114,773 45,847 43,137 43,755 44,630 Supplies 3,013 3,486 4,840 3,489 4,301 4,387 Total Expenditures 267,246$ 359,860$ 281,564$ 301,444$ 289,992$ 298,211$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 0.55 0.55 0.55 0.55 0.55 NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.55 1.55 1.55 1.55 1.55 Activity Summary 265265 Activity: Sustainability Services (610150)Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 124,779$ 126,929$ 180,402$ 248,366$ 228,275$ 234,038$ Intergovernmental Operating Grants - 3,697 - - - - Miscellaneous Other Misc Revenue 11 - - - - - Total Revenues 124,790$ 130,626$ 180,402$ 248,366$ 228,275$ 234,038$ Expenditures: Personnel 89,618$ 103,996$ 109,193$ 112,759$ 119,692$ 123,283$ Services 35,053 21,670 54,576 134,861 107,837 109,994 Supplies 119 4,961 16,633 746 746 761 Total Expenditures 124,790$ 130,626$ 180,402$ 248,366$ 228,275$ 234,038$ Personnel Services - FTE 2016 2017 2018 2019 2020 Sustainability Coordinator 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity: Energy Efficiency Revolving Loan (610150)Fund: Energy Efficiency (1012) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Miscellaneous Other Misc Revenue 43,441$ 40,961$ 40,961$ 17,067$ -$ -$ Total Revenues & Transfer In 43,441$ 40,961$ 40,961$ 17,067$ -$ -$ Expenditures: Capital Outlay -$ -$ -$ -$ -$ -$ Total Expenditures -$ -$ -$ -$ -$ -$ * This activity was discontinued in the fiscal year 2020 budget. Activity Summary Activity Summary 266266 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. 267 The City Council has made funds available to neighborhood associations through the Program for Improving Neighborhoods (PIN) grant program, with $20,000 available annually. Administration of this program involves making applications available to the neighborhoods, clarifying the administrative rules, assisting with project development, coordinating staff review of the applications as well as execution of contract documents and implementation of projects. Additionally, Neighborhood Outreach works with the Public Art Advisory Committee to administer the Public Art Program. The Committee determines the placement of public art, the type of art to be used in a specific project, the artist to be engaged. They also oversee the acceptance of gifts of art and oversees the maintenance and disposition of public art. Public Art – Riverfront Crossing The Public Art assigned fund receives development fees that help pay for the purchase, installation and maintenance of public art within the Riverfront Crossings District. Housing Inspection Housing Inspection’s mission is to ensure that Iowa City’s housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of those persons utilizing these facilities and the general public. The Division strives to achieve these goals and contribute to the overall mission of the City by: • The systematic inspection of all rental properties located in the City, including the inspection of high occupancy units, rooming houses, and multi-family buildings older than 1996, public housing units, fraternities/sororities, and family care units on a one-year cycle. • The inspection of all housing related to the Housing Authority’s Housing Choice Voucher Program. • Investigating and resolving housing and nuisance complaints for all properties. The City of Iowa City began the rental housing inspection division in the mid 1970's. The Division has nine staff members charged with inspecting close to 20,000 rental units and responding to nearly 3,000 nuisance complaints on a yearly basis. Housing Inspection works with owners, property managers and tenants to ensure conformance with the Iowa City Housing Code, which establishes minimum health and safety standards necessary to protect and promote the welfare of tenants and the general public as well. Housing Inspection achieves this purpose by inspecting all rental property on a systematic basis. Starting in fiscal year 19 all units with four or more bedrooms, rooming houses, family care units, and multi-family units older than 1996 are inspected on a yearly basis. Complaint inspection may be made upon request. In an effort to promote healthier neighborhoods, staff has shifted to more pro-active inspections in our neighborhoods to address nuisance, parking, trash and litter violations. 268 Human Services Community Development staff coordinates with the United Way of Johnson County and the Housing and Community Development Commission in providing funds for human service agencies. The City Council makes annual allocations to the area’s human service agencies as part of the Aid to Agencies budget process. HIGHLIGHTS • Subrecipients of City CDBG and HOME funds assisted 34 affordable housing units, including rental acquisition and owner-occupied rehab. • The Aid to Agency funding allocation process was updated to provide stability for agencies that receive funding on a regular basis, as well as a 5% set-aside for organizations that have not received funding in the past. • Housing code changes have been implemented to address over-occupancy due to changes in state law. • To date, 65 homes have been renovated and sold as owner-occupied housing through the UniverCity Neighborhood Partnership Program. • Increased inspections for the university impacted neighborhoods have continued. • Staff partnered with the College of Public Health to plan and attend the Healthy Neighborhoods, Healthy Communities Symposium as part of the Invest Health program. • PIN grants funded 15 projects including police backfill for Wetherby, alley improvements, neighborhood events, and neighborhood newsletters. • The Public Art program committed $25,000 in funds for art projects including six matching fund projects, installation of art at Chadek Green Park and a mural in the Longfellow Pedestrian Tunnel. Recent Accomplishments: • Hosted 3rd annual Building Business Basics workshop for early stage entrepreneurs • Approved $25,000 for microenterprise technical assistance to people wanting to open in-home daycares Upcoming Challenges: • Continued uncertainty about federal CDBG and HOME funds. • Training new staff • Staff capacity to successfully administer all existing programs Staffing: FY2018 FY2019 FY2020 Total FTE’s 11.78 13.88 13.88 269 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In Community Development, capital outlay expenditures decreased by $628,372 and other financing uses decreased by $1,062,500 because of a reduction in the number of UniverCity homes that will be completed in fiscal year 2020. These decreases were offset by corresponding decreases in other financing sources: sale of assets and loan proceeds. Capital Outlay also includes $140,000 for a new South District Home Ownership Program in fiscal year 2020. Neighborhood Outreach capital outlay includes $50,000 for public art. 270 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 4,190 4,317 4,402 4,413 4,509 17,828 18,010 18,170 18,373 19,032 1,755 1,650 1,808 1,597 1,416 Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 87%84%86%82%85% Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Rental Properties Converted to Single Family Homes (UniverCity) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 8 7 10 3 5  Owner-Occupied Homes Rehabilitated (GRIP) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 14 8 3 5 4  Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 NA NA NA 5 2  HELP program ended on 6/30/2018. Will discontinue reporting after FY18. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Rental Permits Rental Units Housing, Zoning & Nuisance Foster Healthy Neighborhoods throughout the City Effectively resolve complaints to protect the health, safety, and livability of Iowa City’s neighborhoods. Expand proactive neighborhood code enforcement efforts. Foster Healthy Neighborhoods throughout the City Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Improve the City’s private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. 271271 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New Measure 19 16 18 19 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded FY 2014 FY 2015 FY2016 FY 2017 FY 2018 FY 2019 Estimate 10 10 6 7 14 13 Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family-friendly neighborhood events, activities or projects. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Maintain an updated active list of neighborhood association contacts so as to sustain communication with neighborhoods. Encourage alternatives to neighborhood newsletters such as email lists, Facebook and NextDoor so that communication can continue within the neighborhood. *Funding for neighborhood newsletters discontinued in FY2015. Number of neighborhoods with active leadership and established community link.* Foster Healthy Neighborhoods throughout the City 272272 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 22 8*8 10 7 8 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 11 8 6 9 8 8 Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. 273273 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Good Neighborhood Meetings (dependent upon development activity) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 11 8 12 14 8 8 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public Art Projects (Installation, programs, etc.) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 3 3 6 7 10 10 Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between developers proposing land use changes (rezonings, subdivisions, special exceptions, etc.) and residents near the subject property by assisting in the implementation of the Good Neighbor Program. Coordinate communication between developers and residents through meetings and other public input opportunities. Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core To enhance the appearance of the City through the selection and integration of art in the public environment. 274274 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Aid to Agencies FY 2014 FY 2015 FY 2016*FY 2017 FY 2018 FY 2019 Estimate Funds Spent $378,700 $397,510 $378,700 $378,700 $378,700 $392,400 Agencies Assisted 19 18 13 14 15 17 Average Funds per Agency 19,932 22,084 29,131 27,050 25,247 23,082 Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Allocate grant and City funds to serve the needs of low-to- moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at-risk and LMI persons). Create/enhance suitable living environments, provide decent housing and create economic development opportunities. * Fewer agencies assisted as changed minimum allocation to $15,000 (previously $5,000) to provide a larger impact to a priority need. 275275 Activity: Community Development (610200)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 479,674$ 261,850$ 537,972$ 438,370$ 473,896$ 543,257$ Use Of Money And Property Interest Revenues 36,252 35,183 36,385 31,146 35,767 35,767 Miscellaneous Contrib & Donations (59,000) (5,000) - - - - Other Misc Revenue 4,147 3,925 50 155,811 25,815 25,815 Other Financial Sources Loans 588,505 848,663 639,775 861,405 253,700 253,700 Sale Of Assets 1,835,826 647,893 780,000 1,262,500 200,000 Bond Proceeds - - 17,357 - - - Transfers In - Misc - - 662 - - - Total Revenues & Transfer In 2,885,404$ 1,792,513$ 2,012,201$ 2,749,232$ 989,178$ 858,539$ Expenditures: Personnel 190,607$ 125,160$ 165,802$ 177,463$ 157,779$ 162,512$ Services 256,050 298,551 262,933 278,730 231,164 235,787 Supplies 11,630 2,225 70 2,167 235 240 Capital Outlay 584,617 778,578 915,396 1,028,372 400,000 260,000 Other Financial Uses 1,842,500 588,000 668,000 1,262,500 200,000 200,000 Total Expenditures 2,885,404$ 1,792,513$ 2,012,201$ 2,749,232$ 989,178$ 858,539$ Personnel Services - FTE 2016 2017 2018 2019 2020 Associate Planner 0.35 1.00 1.00 1.00 1.00 Building Inspector 0.60 1.00 1.00 1.00 1.00 Code Enforcement Specialist 0.50 1.00 1.00 1.00 1.00 Program Asst - Comm Devel 0.10 0.63 0.63 0.63 0.63 Total Personnel 1.55 3.63 3.63 3.63 3.63 Capital Outlay 2019 2020 House Acquisitions for UniverCity 787,500$ 200,000$ South District Home Ownership Program - 140,000 Rehab Costs of UniverCity Houses 240,872 60,000 Total Capital Outlay 1,028,372$ 400,000$ Activity Summary 276 Activity: Neighborhood Outreach (610710/610720)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 176,318$ 210,044$ 154,109$ 310,020$ 322,242$ 330,138$ Use Of Money And Property Rents 6,877 15,593 - - - - Miscellaneous Contrib & Donations - - 350 - - - Misc Merchandise 85 (241) - - - - Other Misc Revenue - - (19) - 100 - Printed Materials 204 132 233 130 230 230 Other Financial Sources Sale Of Assets - - 44 - - - Total Revenues 183,484$ 225,529$ 154,672$ 310,150$ 322,572$ 330,368$ Expenditures: Personnel 151,135$ 186,474$ 114,336$ 235,173$ 234,469$ 241,503$ Services 21,404 29,196 32,561 34,821 34,391 35,079 Supplies 1,280 2,358 3,320 2,356 3,712 3,786 Capital Outlay 9,665 7,500 4,500 37,800 50,000 50,000 Total Expenditures 183,484$ 225,529$ 154,716$ 310,150$ 322,572$ 330,368$ Personnel Services - FTE 2016 2017 2018 2019 2020 Neighborhood Services Coordinator 0.30 0.70 0.70 0.70 0.70 Associate Planner 0.75 1.00 1.00 1.00 1.00 Administrative Secretary - 0.25 0.25 0.25 0.25 Total Personnel 1.05 1.95 1.95 1.95 1.95 Capital Outlay 2019 2020 Public Art 37,800$ 50,000$ Total Capital Outlay 37,800$ 50,000$ Activity: Public Art - Riverfront Crossing(610725)Fund: Public Art (1025) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Building & Devlpmt -$ -$ -$ 73,450$ -$ -$ Total Revenues -$ -$ -$ 73,450$ -$ -$ Expenditures: Capital Outlay -$ -$ -$ 73,450$ -$ -$ Total Expenditures -$ -$ -$ 73,450$ -$ -$ Capital Outlay 2019 2020 Public Art 73,450$ -$ Total Capital Outlay 73,450$ -$ Activity Summary Activity Summary 277 Activity: Housing Inspections (610730/610740)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ 61,674$ -$ -$ Licenses And Permits Const Per & Ins Fees 574,753 791,138 626,678 810,000 920,000 920,000 Charges For Fees And Services Building & Devlpmt - - - 14,000 - - Miscellaneous Other Misc Revenue 2,571 1,911 5,353 3,000 5,350 5,350 Printed Materials 90 - - - - - Total Revenues 577,414$ 793,049$ 632,032$ 888,674$ 925,350$ 925,350$ Expenditures: Personnel 507,909$ 557,678$ 536,986$ 793,732$ 810,135$ 834,440$ Services 40,455 51,361 66,620 83,415 77,895 79,453 Supplies 2,898 665 4,309 11,527 9,802 9,998 Total Expenditures 551,262$ 609,704$ 607,916$ 888,674$ 897,832$ 923,890$ Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 3.00 3.40 3.40 5.50 4.50 Housing Assistant 0.75 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.50 0.50 0.50 0.50 1.50 Neighborhood Services Coordinator 0.30 0.30 0.30 0.30 0.30 Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.55 6.20 6.20 8.30 8.30 Activity Summary 278 Activity: Human Services (610820)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 296,319$ 301,371$ 292,501$ 310,000$ 531,500$ 355,000$ Total Revenues 296,319$ 301,371$ 292,501$ 310,000$ 531,500$ 355,000$ Expenditures: Personnel 3,301$ -$ -$ -$ -$ -$ Services 293,018 301,371 292,501 310,000 531,500 355,000 Total Expenditures 296,319$ 301,371$ 292,501$ 310,000$ 531,500$ 355,000$ Personnel Services - FTE 2016 2017 2018 2019 2020 Associate Planner 0.15 - - - - Total Personnel 0.15 - - - - Activity Summary 279 DEVELOPMENT SERVICES The Development Services Division is responsible for facilitating the development process from Comprehensive Planning to Annexation, Zoning and Subdivision, Site Plan, Building Permit, Building Inspections, and Final Certificate of Occupancy. The Division is also responsible for zoning-code- related nuisance inspections and enforcement; local administration of state and federal regulations such as floodplain management regulations; historic preservation programs, administration of the Sign Code, minor modification applications, temporary use permits, and other local permits; research, recommendations, and developing code amendments to address City Council and/or City Manager’s Office directives such as the Affordable Housing Action Plan, the STAR program, and the Equity Toolkit. The Division also interacts regularly with other local organizations such as the Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of Realtors, and Friends of Historic Preservation. Building Inspection The Building Inspections Services staff is responsible for facilitating the Site Plan review process, Building Permit review, Building Inspections and Final Certificates of Occupancy. Building Inspection Services is also responsible for enforcement of codes and ordinances regulating the protection of the public health, safety and general welfare as it relates to the built environment and maintenance of existing structures. Review and issuance of all permits for new construction, additions, alterations, repairs and signs is a key function. Building Inspections Services enforces the following construction codes: • 2015 International Building / Residential Code (adopted with local amendments) • 2015 International Mechanical Code (current state adopted code) • 2015 Uniform Plumbing Code (current state adopted code) • 2015 International Fire Code (adopted with local amendments) • 2017 National Electrical Code (current state adopted code) • 2012 International Energy Conservation Code (current state adopted code) • Accessibility Code (current federal and state adopted code; local amendments for visitability / adaptability) In addition to the above codes, the Building Inspection Services Office enforces the Zoning, Sign, Nuisance, Noise, Site Plan design regulations, Floodplain Management and Construction Site Runoff Ordinances, and provides key staff support for the Design Review Committee. Building Inspections Services provides staffing for the Board of Appeals. The Board of Appeals hears and decides appeals of orders, decisions or determinations made by City staff relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical, Plumbing, Fire and Housing Codes. Urban Planning The Urban Planning staff promotes sustainable growth and development within the city by applying the vision, goals, and strategies of the Comprehensive Plan (including district plans and master plans for specific sections of the community) and administers zoning, subdivision and historic preservation regulations. The guiding principle of these regulations and policies are to preserve and enhance the best qualities of the city’s existing residential, commercial, and employment areas while promoting new development opportunities that create long-term value for the community. The 280280 Division fulfills state statutory requirements pertaining to zoning, development, and historic preservation. The Division provides staffing for the following boards and commissions, which are associated with developmental regulations and zoning. Staffing includes preparation of agendas and information packets, notification letters, attendance at all meetings, minutes, and preparation of ordinances, resolutions and historic preservation certificates related to proposed construction. • The Planning and Zoning Commission is charged with holding public discussions and providing recommendations to City Council on development-related applications including Comprehensive Plan updates, annexations and requests for rezonings, subdivisions and code amendments. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. The primary duty of the Historic Preservation Commission is to review proposed building projects in historic and conservation districts. Urban Planning staff work with prospective applicants to review requirements for new development and construction and to create solutions for properties that confront obstacles to development, renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates feedback from various departments, and writes reports, including recommendations to boards and commissions. A growing duty of Development Services staff is reviewing design review applications for areas requiring design review such as the Riverfront Crossings District. HIGHLIGHTS Recent Accomplishments: The previous year was the busiest year on record for the Building Inspections Division in terms of permit value with a total value of more than $388 million invested in construction activity, over double the previous 10-year average. Calendar year 2017 saw the Division exceed 2,000 permits for the tenth year in a row with a total construction value of $216 million. The current 10-year average valuation is $165 million. Continued development interest included building code, site and design review for several projects: • The Rise, a 15-story mixed use project with residential, hotel, and commercial uses • 316 Madison Street - a seven story residential building across the street from the University Wellness Center • 1301 and 1201 S. Gilbert Street - a mixed-use building (former site of Pleasant Valley Nursery) and residential development • Hieronymus Square - hotel, residential and commercial at the corner of Clinton and Burlington Street • The Chauncey - a 15-story mixed-use building on S. Gilbert and College Street • Augusta Place - residential development adjacent to City Hall on Iowa Avenue • 602-628 S. Dubuque Street - residential development 281281 Other accomplishments include: • Adoption of an Affordable Housing Policy in the Comprehensive Plan • Completion of the Downtown Historic Property Survey and Study • Development of a Transfer of Development Right Ordinance for historic preservation • Minor code changes to the Riverfront Crossing District for art fees-in-lieu and retail storefront requirements Division staff continues to provide a high level of customer service for complicated projects being developed, through the planning, site, building code review and building inspections process. Upcoming Challenges: The principal challenge is staff time. Significant staff time is involved in research and code development for initiatives such as the Affordable Housing Action Plan, neighborhood stabilization efforts, increasing use of the Form Based Code, etc. Addressing these initiatives while maintaining levels of service for the primary duties of development project review, staff reports, inspections, and addressing citizen comments and complaints, can be challenging. Upcoming special projects include: • The second phase of Form Based Code development focusing on the South District neighborhood • Conversion of the City’s existing permit database and development services procedures to a new building permit and plan review software system • Completing the steps identified in Strategy 9 of the Affordable Housing Action Plan related to multi-family design standards, planned unit developments, mix of bedroom counts, and building types by right • Adoption, training, and education related to the adoption of the 2018 Building Code • Consideration of historic districts and/or landmarks in the Downtown District • Potential relocation of the Sanxay-Gilmore house at 109 Market Street Staffing: FY2018 FY2019 FY2020 Total FTE’s 11.30 11.30 11.30 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. 282282 Financial Highlights: In the Building Inspection Services, the service expenditures are budgeted to decrease by $42,016 or 22.2% in fiscal year 2020 due to a decrease in financial services and charges and software expenditures. In Urban Planning activity for fiscal year 2020 service expenditures budget includes $330,000 for consulting related to the relocation of the Sanxay-Gilmore house. 283283 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 143 171 176 137 172 157 758 842 780 726 837 818 Total Value of Construction (in millions) 10 Year CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 $125.1 $169.2 $184.9 $152.6 $138.3 $388.4 $216.8 107.1%9.3%-17.5%-9.4%180.8%-44.2% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 1 3 2 1 0 1 29 19 29 14 20 26 7 11 9 6 6 11 0 0 14 18 2 0 11 11 3 4 9 5 6 2 2 4 3 3 2 0 4 7 2 2 2 3 2 4 6 0 58 49 65 58 48 48 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 13 11 16 10 8 7 2 2 0 0 1 0 1 1 1 0 0 0 Annexations Rezonings Preliminary Plats Final Plats Code Amendments Comprehensive Plan Amendments Right-of-way Vacations County Zoning Items Total Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Participate in public meetings, both formal and informal, to communicate proposals, solicit input, and respond to questions about the approval process. Foster Healthy Neighborhoods throughout the City Board of Adjustment Special Exceptions Appeals Variances GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Fiancial Foundation Efficiently process construction permits to encourage economic development. Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. New Single Family Dwellings Total Building Permits Planning & Zoning Commission 284284 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New Measure New Measure 19.8 18.6 0.0 7.9 New Measure New Measure 125.5 119 13.7 171.0 New Measure New Measure 85.9 7.98 1.00 0.70 New Measure New Measure 35.1 2.48 25.21 5.08 New Measure New Measure 85.9 0.98 0.00 0.00 New Measure New Measure 150 335 23 67 New Measure New Measure 19 12 0 1 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New Measure New Measure 20 21 20 22 New Measure New Measure 8 8 12 8 New Measure New Measure 11 12 12 14 New Measure New Measure 13 5 9 3 New Measure New Measure 9 10 17 14 New Measure New Measure 12 14 6 4 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 93 108 83 86 90 102 1 2 1 1 1 6 39 265 0 0 0 0 New Measure New Measure New Measure 24 25 30 Project Reviews Historic Preservation Commission Comp. Plan-related Good Neighbor Other public meetings Acres Zoned Commercial / Office Residential Lots Final Platted / Created Commercial Lots Final Platted / Created Public Meetings Staffed Planning and Zoning Development Activity Metrics Acres Annexed Acres Zoned Residential Acres Zoned Commercial Acres Zoned Mixed-Use / RF Crossings Properties rehabed, restored, or converted through adaptive reuse Additional Landmarks Additional properties in historic/conservation districts Board of Adjustment Historic Preservation 285285 Activity: Building Inspection (610610)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits General Use Permits 8,868$ 12,248$ 9,773$ 8,870$ 9,770$ 9,770$ Food & Liq Licenses 270 210 280 210 280 280 Professional License 2,505 2,385 2,680 2,390 2,680 2,680 Misc Permits & Lic 3,145 3,600 2,905 2,390 2,910 2,910 Const Per & Ins Fees 1,470,135 1,723,926 1,192,088 911,500 894,560 894,560 Use Of Money And Property Interest Revenues 5 - - - - - Charges For Fees And Services Building & Devlpmt 534,760 611,026 435,563 318,900 318,840 318,840 Miscellaneous Other Misc Revenue - - 280 - 280 - Other Financial Sources Loans 2,193 - - - - - Sale Of Assets 68,482 - - - - - Total Revenues 2,090,363$ 2,353,395$ 1,643,569$ 1,244,260$ 1,229,320$ 1,229,040$ Expenditures: Personnel 706,441$ 732,113$ 735,343$ 788,590$ 796,784$ 820,688$ Services 150,639 211,894 135,529 188,885 146,869 149,806 Supplies 25,340 6,118 5,694 11,881 8,167 8,330 Capital Outlay 60,000 86,800 - 14,080 - - Total Expenditures 942,420$ 1,036,926$ 876,565$ 1,003,436$ 951,820$ 978,825$ Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 4.00 4.00 4.00 3.00 3.00 Building Inspector II - - - 1.00 1.00 Development Reg Specialist 1.00 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.30 0.30 0.30 0.30 0.30 Development Services Coordinator 0.50 0.50 0.50 0.50 0.50 Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50 Sr Building Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.30 7.30 7.30 7.30 7.30 Capital Outlay 2019 2020 Electronic Plan Review Table 14,080$ -$ Total Capital Outlay 14,080$ -$ Activity Summary 286 Activity: Urban Planning (610620)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 425,039$ 598,302$ 491,148$ 956,029$ 852,484$ 874,633$ Intergovernmental Fed Intergovnt Rev - - 8,026 - - - Charges For Fees And Services Building & Devlpmt 31,795 24,940 28,650 24,950 28,650 28,650 Miscellaneous Contrib & Donations - - 5,000 - - - Other Misc Revenue 48 80 - 80 - - Printed Materials 61 81 8 - - - Total Revenues 456,943$ 623,403$ 532,832$ 981,059$ 881,134$ 903,283$ Expenditures: Personnel 428,853$ 453,649$ 435,793$ 490,840$ 452,626$ 466,205$ Services 26,584 167,760 95,518 487,693 423,347 431,814 Supplies 1,506 1,994 1,521 2,526 5,161 5,264 Total Expenditures 456,943$ 623,403$ 532,832$ 981,059$ 881,134$ 903,283$ Personnel Services - FTE 2016 2017 2018 2019 2020 Associate Planner 1.50 1.50 1.50 1.50 1.50 Development Services Coordinator 0.50 0.50 0.50 0.50 0.50 Historic Preservation Planner - - 0.50 0.50 0.50 Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50 Senior Planner 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.50 3.50 4.00 4.00 4.00 Activity Summary 287 PUBLIC WORKS ADMINISTRATION The Public Works Department is comprised of seven Divisions which operate from various locations throughout the city. These Divisions include: Administration, Engineering, Streets, Equipment, Resource Management, Wastewater, and Water. Engineering provides direction to the Stormwater program. The Administration Division personnel include the Public Works Director and a Program Assistant. The Division provides oversight and support for the department’s operating divisions. HIGHLIGHTS • Development of plans for the Public Works Facility Phase I Project. • Completion of the Gateway Project. The second largest Capital Improvements Project undertaken by the City of Iowa City. Recent Accomplishments: Upcoming Challenges: • Construction underway on Phase I of the Public Works Facility • Continue to develop management staff • Adoption of the SUDAS Design Manual • Adoption of SUDAS Construction Specifications • Develop a Right-of-Way Management Ordinance • Development and implementation of the Small Cellular Antenna permit process • Assist in procurement of an asset management software package Staffing: FY2018 FY2019 FY2020 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2020 budget. Financial Highlights: The Services expenditures for fiscal year 2020 include interest expense related to the interfund loan for the new Public Works Facility. 288288 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Sidewalk Cafes 25 30 36 37 39 Street Cafes*1 2 2 2 2 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Use of ROW 15 5 10 11 10 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 License Agreements Issued 0 0 2 1 0 Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Issue permits and provide site inspections for sidewalk and street cafes. * started in 2013 Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. 289289 Activity: Public Works Administration (710100)Fund: General (1000) Division: Public Works Administration Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 290,141$ 314,187$ 327,773$ 397,513$ 394,830$ 406,549$ Miscellaneous Other Misc Revenue 592 564 775 560 600 - Total Revenues 290,733$ 314,751$ 328,547$ 398,073$ 395,430$ 406,549$ Expenditures: Personnel 279,571$ 294,221$ 304,325$ 313,074$ 321,018$ 330,649$ Services 10,968 20,496 23,030 84,799 74,092 75,574 Supplies 194 34 1,192 200 320 326 Total Expenditures 290,733$ 314,751$ 328,547$ 398,073$ 395,430$ 406,549$ Personnel Services - FTE 2016 2017 2018 2019 2020 Program Asst - Pub Works 1.00 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 290290 ENGINEERING SERVICES The Engineering Division exists to provide the technical expertise for the design and construction management of the public infrastructure to enhance the quality of life of our citizens. The Division also manages the public right-of-way to maintain the health, safety, and welfare of our community, and operates the storm water utility. The Engineering Division performs work in connection with all municipal public works improvements including bridges, roads, water mains, sanitary sewers, and storm water systems. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. Division staff also aid other departments in the design and construction of public improvement projects. Engineering Division functions include: • Right of Way Management • Capital Improvement Plan (CIP) Project Design • CIP Project Construction Administration and Inspection • Subdivision and Site Plan Review and Inspection • Special Projects Administration and Inspection • Mapping of Streets and Public Utilities • Design and Construction Administration Assistance for Public Improvement Projects HIGHLIGHTS Recent Accomplishments: • Nearing completion of construction on the Iowa City Gateway Project • Completed the reconstruction of Hebl Avenue • Began construction of the Mormon Trek 4-Lane to 3-Lane Conversion Project • Began construction of the Burlington and Clinton Intersection Improvements Project • Began construction of the Hwy 6 (Riverside Drive) Overlay Project, including the Myrtle Avenue Intersection Improvements • Began construction of the Hwy 1/Burlington Street/Governor Street overlay project • Began construction of the Ped Mall Reconstruction Project • Completed design of the new Public Works Site • Adopted the Statewide Urban Design and Specifications (SUDAS) Specifications Upcoming Challenges: • Complete construction of the Iowa City Gateway and Ped Mall Reconstruction projects 291291 • Complete construction of ongoing 4-Lane to 3-Lane conversion projects on Mormon Trek Boulevard and Clinton Street • Complete design and construction of the Burlington and Madison Intersection Improvements Project, including a 4-Lane to 3-Lane conversion on Madison Street • Complete construction of ongoing overlay projects, including the Myrtle Avenue Intersection Improvements • Complete design and construction of the Riverside Drive Pedestrian Tunnel project • Complete design and construction of the Idyllwild Drainage Diversion Project • Complete design and construction of the Hwy 1 Trail Project • Complete design and construction of the Prentiss St. and Second Ave. bridge projects • Complete design and construction of the McCollister Boulevard Extension Project • Complete construction of the new Public Works Site • Complete design and construction of the American Legion Road Improvements Project • Complete design and construction of the Landfill Water Main Extension Project and the Melrose Avenue/IWV Road improvements Project, a joint project with Johnson County • Complete design and construction of the First Avenue/Scott Boulevard Intersection Improvements Project • Adopt SUDAS Design Standards • Development of a Right-of-Way Management Ordinance • Development of Electronic/Online Permitting and Bidding Processes Staffing: FY2018 FY2019 FY2020 Total FTE’s 16.00 16.00 16.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures increased by 36.9% for fiscal year 2020 due to the inclusion of $70,000 for consulting services for studies on the City’s street conditions and also on a Dodge Street Right of Way landscaping plan. 292292 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Accepted Public Improvements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 # of Projects Accepted 24 16 26 29 28 # of Subdivision Accepted 14 13 8 8 7 Streets (miles)3.03 2.20 1.49 2.67 1.54 Water Main (miles)3.00 2.07 2.43 2.01 1.70 Sanitary Sewer (miles)2.86 2.24 1.12 2.57 1.54 Storm Sewer (miles)3.00 2.37 2.61 3.20 1.38 Fire Hydrants 55 30 32 56 26 Trails/Sidewalks (miles)1.54 1.36 1.86 2.27 0.58 Lift Station 0 1 0 0 0 Traffic Signals 1 0 2 0 0 Pedestrian Bridge 1 0 0 1 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Excavation Permits Issued 348 398 350 374 304 Sidewalk Hazards Identified Addresses 556 728 584 145 366 Sidewalk Hazards Identified # of Squares 1,583 2,442 1,309 359 819 Provide plan review and inspection to ensure safety of our citizens and conformance to City standards when work is performed in the City Right-of-ways. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City Continue the investment and reinvestment in infrastructure. Provide plan review and inspection of infrastructure which will become City assets. Foster Healthy Neighborhoods throughout the City Provide oversight of private construction on City Right-of-ways. 293293 Activity: Engineering Services (710200)Fund: General (1000) Division: Engineering Services Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 629,932$ 719,832$ 852,558$ 1,222,510$ 1,336,962$ 1,390,496$ Other City Taxes Utility Franchise Tax 65,568 70,608 73,212 70,610 73,210 73,210 Licenses And Permits Const Per & Ins Fees 57,736 62,960 31,772 56,150 28,030 28,030 Charges For Fees And Services Building & Devlpmt 11,999 12,570 12,614 12,570 12,610 12,610 Miscellaneous Other Misc Revenue 14,803 10,737 8,312 10,740 3,790 3,790 Printed Materials 195 181 272 180 260 260 Intra-City Charges 271,734 565,967 602,300 783,350 815,880 828,118 Other Financial Sources Sale Of Assets - 319 32 - - - Total Revenues 1,051,967$ 1,443,174$ 1,581,073$ 2,156,110$ 2,270,742$ 2,336,514$ Expenditures: Personnel 923,046$ 1,280,322$ 1,428,168$ 1,954,550$ 2,035,716$ 2,096,787$ Services 125,568 121,075 137,754 157,131 215,187 219,491 Supplies 3,353 11,463 15,151 8,429 19,839 20,236 Capital Outlay - 30,314 - 36,000 - - Total Expenditures 1,051,967$ 1,443,174$ 1,581,073$ 2,156,110$ 2,270,742$ 2,336,514$ Personnel Services - FTE 2016 2017 2018 2019 2020 Architectural Srv/Energy Coord 1.00 - - - - City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Construction Inspector II 2.00 2.00 2.00 2.00 2.00 Special Projects Administrator - 2.00 2.00 2.00 2.00 Special Projects Inspector - 2.00 2.00 2.00 2.00 Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 2.00 3.00 3.00 3.00 3.00 Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00 Total Personnel 12.00 16.00 16.00 16.00 16.00 Capital Outlay 2019 2020 Truck 23,000$ -$ Other Operating Equipment 13,000 - Total Capital Outlay 36,000$ -$ Activity Summary 294294 TRANSPORTATION SERVICES ADMINISTRATION The Transportation Services Administration Division is located in the General Fund and is responsible for oversight and support of the Department’s two operating divisions. This includes the City’s Parking and Public Transit Divisions, both of which are self-supporting enterprise funds. The Division’s budget is organized into two activities: Administration and Central Business District (CBD) Maintenance. Administration Administration personnel include the Transportation Services Director, Associate Director and a Maintenance Worker II - CBD Central Business District (CBD) Maintenance CBD staff provides daily grounds maintenance in the Downtown, Northside Marketplace, City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and assistance for 120+ events a year. • Assist in preparations for special events held in the Central Business District areas (Farmer’s Market, Summer of the Arts, ICDD, Northside Market) • Daily sweeping and waste removal from receptacles in Downtown, Northside Marketplace and City Plaza. • Snow and ice removal of natural accumulations in the City Plaza, including clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half block. • Maintenance of site furnishings: play equipment and surfaces, trash receptacles, bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the Weather Dance Fountain, recycling units. HIGHLIGHTS • Ped Mall reconstruction project Phase 1 completed including new seating, new brick walkways, fountain, and reconstructed planters. • Assisted with several successful ICDD daily and special events. Recent Accomplishments: • Adapted ICgovXpress for reporting and racking of refuse issues in downtown alleys and improve communication between business owners, downtown district, and downtown single-waste stream hauler • Supported efforts to create more pedestrian friendly alleys • Successfully supported an increasing number of downtown programs and events, including RAGBRAI 295295 Upcoming Challenges: • Deterioration of not-yet-reconstructed brick surfaces in Pedestrian Mall • Snow removal and maintenance of downtown alleys • Pedestrian Mall reconstruction project Staffing: FY2018 FY2019 FY2020 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In the Central Business District Maintenance activity, services expenditures decreased by 4.9% or $9,756 primarily due to a decrease in other building repairs and maintenance services. 296296 Activity: Transportation Services Admin (810100)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 8,294$ 3,138,492$ 3,252,022$ 3,436,028$ 3,575,574$ 3,647,085$ Other City Taxes Gas/Electric Excise Tax - 41,617 39,802 39,708 39,708 40,502 Mobile Home Tax 190 3,734 3,559 3,730 3,560 3,560 Intergovernmental Property Tax Credits - 89,007 88,140 98,667 89,063 89,063 Total Revenues 8,484$ 3,272,850$ 3,383,523$ 3,578,133$ 3,707,905$ 3,780,211$ Expenditures: Personnel -$ 359,288$ 221,204$ 301,531$ 337,172$ 347,287$ Services - 3,110 3,592 3,244 3,312 3,378 Total Expenditures -$ 362,398$ 224,796$ 304,775$ 340,484$ 350,665$ Personnel Services - FTE 2016 2017 2018 2019 2020 Transportation/Res Mgmt Director - 1.00 1.00 - - Transportation Services Director - - - 1.00 1.00 Assoc Dir -Transportation Services - 1.00 1.00 1.00 1.00 Assoc Dir - Resource Management - - 1.00 - - Total Personnel - 2.00 3.00 2.00 2.00 Activity: CBD Maintenance Operations (810200)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 13,008$ 246,834$ 255,807$ 282,356$ 269,274$ 275,643$ Licenses And Permits General Use Permits - 10,432 7,320 10,430 7,320 7,320 Other Financial Sources Sale Of Assets - - 279 - - - Total Revenues 13,008$ 257,266$ 263,407$ 292,786$ 276,594$ 282,963$ Expenditures: Personnel -$ 75,418$ 78,888$ 79,728$ 83,678$ 86,189$ Services - 179,372 163,992 198,796 189,040 192,821 Supplies 2,200 2,476 16,676 4,262 3,876 3,954 Capital Outlay 10,808 - 3,850 10,000 - - Total Expenditures 13,008$ 257,266$ 263,407$ 292,786$ 276,594$ 282,963$ Personnel Services - FTE 2016 2017 2018 2019 2020 M. W. II - CBD - 1.00 1.00 1.00 1.00 Total Personnel - 1.00 1.00 1.00 1.00 Capital Outlay 2019 2020 Contracted Improvements 10,000$ -$ Total Capital Outlay 10,000$ -$ Activity Summary Activity Summary 297297 298298 SPECIAL REVENUE FUNDS Community Development Block Grant HOME Grant Road Use Tax Other Shared Revenue Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Affordable Housing Peninsula Apartments Tax Increment Financing (TIF) Districts Self-Supporting Municipal Improvement District (SSMID) - Downtown F Y 2 0 2 0 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. Fund Balance: The CDBG fund has a budgeted ending fund balance of $332,155 in fiscal year 2020 versus an estimated ending fund balance of $284,065 in fiscal year 2019. This is an increase of 16.9%. The increase is related to the repayment of CDBG loans. Revenues: 90% of revenue comes from Federal grants, with most of the remainder from loan repayments. Federal grant revenue has decreased from $1,083,413 in fiscal year 2019 to an estimated $658,186 in fiscal year 2020, a decrease of 39.2%. This is primarily due to a carry-forward of prior year grant funding into fiscal year 2019. Expenditures: Fiscal year 2020 expenditures represent a 24.5% decline from fiscal year 2019. This reduction is primarily due a carryover of appropriations from prior years in fiscal year 2019. 301301 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 144,414$ 448,893$ (90,569)$ (25,935)$ 284,065$ 332,155$ Revenues: Use Of Money And Property Interest Revenues 3,002$ 1,839$ 14,161$ 2,551$ 14,145$ 14,145$ Intergovernmental Federal Intergovernmental Revenue 293,535 954,233 555,597 1,083,413 658,186 658,186 Miscellaneous Other Misc Revenue 970 1,217 1,185 1,220 (33,820) (33,820) Other Financial Sources Loans 691,873 63,692 87,235 131,229 95,000 95,000 Total Revenues 989,380$ 1,020,981$ 658,178$ 1,218,413$ 733,511$ 733,511$ Expenditures: CDBG & CDBG Rehab 659,901$ 1,390,132$ 592,163$ 908,413$ 685,421$ 700,277$ Sub-Total Expenditures 659,901 1,390,132 592,163 908,413 685,421 700,277 Transfers Out: Misc Transfers Out 25,000 170,310 1,380 - - - Sub-Total Transfers Out 25,000 170,310 1,380 - - - Total Expenditures & Transfers Out 684,901$ 1,560,443$ 593,544$ 908,413$ 685,421$ 700,277$ Fund Balance, June 30 448,893$ (90,569)$ (25,935)$ 284,065$ 332,155$ 365,389$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 448,893$ (90,569)$ (25,935)$ 284,065$ 332,155$ 365,389$ % of Revenues 45%-9%-4%23%45%50% CDBG (2100) Fund Summary 302302 CDBG Operations The mission of Community Development Block Grant operations is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate income. As part of Neighborhood Services, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner-occupied homes, operate service agencies, and encourage micro-enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995 to assess Iowa City’s community development needs for housing, jobs and services for low- and moderate-income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City’s Consolidated Plan for Housing, Jobs, and Services for Low‐Income Residents. HIGHLIGHTS • In fiscal year 2018, CDBG funds leveraged approximately $423,000 in private and public funds. • Assisted 2,562 low-income residents with support services and operational funding to local non-profits. Recent Accomplishments: • Provided assistance totaling $97,700 to three non-profit public service providers. These agencies assist with low income youth, persons facing homelessness, victims of domestic abuse, and those in crisis • Assisted 19 homes through rehabilitation for affordable home ownership • Provided funds for technical assistance for residents interested in establishing new in- home daycare businesses • CDBG funds assisted with the remodel and expansion of the Johnson County Crisis Center Food Bank 303303 Upcoming Challenges: • Continue to provide housing, jobs and services to low-moderate income residents despite unstable CDBG funding • Provide the same level of service while training new employees Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures decreased by $216,068 or 27.6% in fiscal year 2020 primarily due to the carry-forward of appropriations for external loans from fiscal year 2018 to fiscal year 2019. Crisis Center Food Bank Remodel 304304 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CDBG Funds Only FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate Funds Spent $1,044,269 $530,033 $590,712 $1,456,115 $556,490 $1,051,637  Local, State & Other Funds Leveraged $1,123,407 $446,798 $1,137,947 $498,979 $288,500 $725,461  Housing Units Assisted 37 14 22 26 25 94  Public Facilities Assisted 8 1 1 3 3 6  Persons Receiving Services 3,874 1,663 2,618 1,080 2,497 1,520  Businesses Assisted in Creating Low-Moderate Income Jobs 1 0 1 0 16 2  Businesses Assisted with Façade Improvements in a URA 1 1 3 1 1 0  GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Allocate grant and City funds to serve the needs of low-to-moderate income residents in the following areas: housing, homelessness, and community and economic development. Create/enhance suitable living environments, provide decent housing, and create economic development opportunities. 305305 Activity: Community Development Block Grant (610300)Fund: CDBG (2100) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 3,002$ 1,839$ 14,161$ 2,551$ 14,145$ 14,145$ Intergovernmental Federal Intergovernmental Revenue 293,535 954,233 555,597 1,083,413 658,186 658,186 Miscellaneous Other Misc Revenue 970 1,217 1,185 1,220 (33,820) (33,820) Other Financial Sources Loans 691,873 63,692 87,235 131,229 95,000 95,000 Total Revenues 989,380$ 1,020,981$ 658,178$ 1,218,413$ 733,511$ 733,511$ Expenditures: Personnel 134,005$ 171,546$ 153,629$ 124,166$ 114,805$ 118,249$ Services 524,907 1,218,305 435,811 783,297 567,229 578,574 Supplies 990 282 2,723 950 3,387 3,455 Total Expenditures 659,901$ 1,390,132$ 592,163$ 908,413$ 685,421$ 700,277$ Personnel Services - FTE 2016 2017 2018 2019 2020 2021 Administrative Secretary 0.25 - - - - - Associate Planner 0.45 - - - - - Neighborhood Services Coord 0.25 - - - - - Code Enforcement Specialist 0.50 - - - - - Building Inspector 0.40 - - - - - Program Asst - Comm Development 0.53 - - - - - Total Personnel 2.38 - - - - - Activity Summary 306306 HOME GRANT FUND The HOME Grant Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). HOME grant funds are given directly to states and local governments for the exclusive use of affordable housing activities. Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. Budgeted fund balance at the end of fiscal year 2020 is $273,619 which is an 86% increase from the fiscal year 2019 revised estimate. This is due to the budgeted repayment and reallocation of prior of HOME loans. 78.4% of the HOME Grant Fund’s revenue is from federal grants with remainder coming from loan repayments and loan interest. Budgeted federal HOME grant funding is lower in fiscal year 2020 by $272,660 or 26.9% from fiscal year 2019 due to a large carry- forward of federal funds in fiscal year 2019 from prior years. Fiscal year 2020 expenditures represent a 43% decrease from the fiscal year 2019 estimate. This decrease is primarily due to a large carry-forward of expenditures in fiscal year 2019 from prior years. 307307   2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 132,858$ -$ 113,005$ 191,819$ 147,069$ 273,619$ Revenues: Use Of Money And Property Interest Revenues 20,308$ 18,396$ 19,453$ 15,320$ 16,500$ 16,500$ Intergovernmental Fed Intergovnt Rev 495,058 155,922 481,960 904,062 580,222 580,222 Miscellaneous Other Misc Revenue - - - - 26,000 - Other Financial Sources Loans 99,592 130,769 165,513 93,000 117,000 117,000 Total Revenues 614,958$ 305,087$ 666,926$ 1,012,382$ 739,722$ 713,722$ Expenditures: HOME Program 747,816$ 192,082$ 558,825$ 1,024,382$ 583,882$ 596,218$ Sub-Total Expenditures 747,816 192,082 558,825 1,024,382 583,882 596,218 Transfers Out: Misc Transfers Out - - 29,287 32,750 29,290 29,290 Sub-Total Transfers Out - - 29,287 32,750 29,290 29,290 Total Expenditures & Transfers Out 747,816$ 192,082$ 588,112$ 1,057,132$ 613,172$ 625,508$ Fund Balance, June 30 -$ 113,005$ 191,819$ 147,069$ 273,619$ 361,833$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ 113,005$ 191,819$ 147,069$ 273,619$ 361,833$ % of Revenues & Transfers In 0%37%29%15%37%51% HOME Grant (2110) Fund Summary 308 HOME Program Operations The mission of the HOME Investment Partnership program is to provide safe, decent, affordable housing. HOME Investment Partnerships program (HOME) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. HOME funds are used throughout the community to address the housing needs of lower income citizens. This is accomplished through: • Acquisition of land and buildings • Rehabilitation of existing housing • Tenant-based rental assistance • New construction of owner-occupied and rental housing HIGHLIGHTS • Invested $583,156 in HOME eligible housing projects in fiscal year 2018. • In fiscal year 2018, the HOME program leveraged approximately $373,220 in private and public funds and assisted 50 affordable rental and owner-occupied units. Fiscal year 2019 projects are identified in the Fiscal Year 2019 Annual Action Plan at www.icgov.org/actionplan. The HOME allocation process, including the public input process, can be found in the City’s Citizen Participation Plan (www.icgov.org/actionplan). Recent Accomplishments: • Acquired 3 new units for affordable rental housing in Riverfront Crossings – Sabin Townhomes • Acquired a SRO property for persons with disabilities (3 households assisted) • Completed TBRA for over 41 households under Shelter House’s Rapid Rehousing program • Completed 3 comprehensive owner- occupied housing projects Upcoming Challenges: • The federal budget is getting approved later in the fiscal year, increasing difficulty to plan and appropriate correct funds • Staff capacity to administer and monitor all housing units during the compliance periods 309309 Figure 1. Sabin Townhomes – The Housing Fellowship purchased three townhomes for affordable rental housing. Staffing Level Change Summary: There are no staff level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 HOME grant funding is $323,840 or 33.2% lower than the fiscal year 2019 revised budget due to the carry-forward of HOME funds in fiscal year 2019 from prior years. 310310 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: HOME Funds Only FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate Funds Spent $672,063 $402,704 $724,351 $188,836 $579,910 $1,252,083  Local, State & Other Funds Leveraged $1,425,994 $467,002 $547,202 $661,796 $322,877 $2,544,735  Housing Units Assisted 12 41 22 5 46 56  GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Allocate grant and City funds to provide safe, decent, affordable housing for low-moderate income residents. Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Create/enhance suitable living environments and provide decent, affordable housing opportunities. 311311 Activity: HOME (610400)Fund: HOME Grant (2110) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 20,308$ 18,396$ 19,453$ 15,320$ 16,500$ 16,500$ Intergovernmental Fed Intergovnt Rev 495,058 155,922 481,960 904,062 580,222 580,222 Miscellaneous Other Misc Revenue - - - - 26,000 - Other Financial Sources Loans 99,592 130,769 165,513 93,000 117,000 117,000 Total Revenues 614,958$ 305,087$ 666,926$ 1,012,382$ 739,722$ 713,722$ Expenditures: Personnel 57,468$ 69,915$ 43,187$ 48,023$ 65,798$ 67,772$ Services 690,037 122,167 515,491 976,039 517,617 527,969 Supplies 311 - 147 320 467 476 Total Expenditures 747,816$ 192,082$ 558,825$ 1,024,382$ 583,882$ 596,218$ Personnel Services - FTE 2016 2017 2018 2019 2020 2021 Associate Planner 0.30 - - - - - Neighborhood Services Coord 0.15 - - - - - Total Personnel 0.45 - - - - - Activity Summary 312312 ROAD USE TAX FUND The Road Use Tax Fund (RUTF) accounts for revenue sharing from state taxes related to transportation (road use taxes). The City’s use of road use taxes is restricted to street and storm sewer maintenance, repair, and construction including engineering, street lights, traffic signs and signals, snow removal, street cleaning, right-of-way maintenance, etc. Fund Balance: Road Use Tax Fund fund balance on June 30, 2018 was $3,893,383, a decrease of 31.9% over the fiscal year 2017 year-end balance. This decrease was due an increase in the transfers out to the Capital Projects Fund and a decrease in Road Use Tax revenues. The fiscal year 2019 projected fund balance is an 8.6% decrease compared to fiscal year 2018 primarily due to an increase in capital outlay expenditures from $357,429 to $530,250. The fiscal year 2020 projected fund balance is a 25.4% decrease compared to fiscal year 2019 as revenue estimates decreased based on fiscal year 2018 actuals, the Capital Projects Fund transfers increased $178,000, and service expenditures increased. (1) FY19 and FY20 figures are estimates. The Road Use Tax Fund borrowed $1 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/19 Total Payment FY20 FY20 Principal FY20 Interest 2019 Public Works Facility Loan 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494 313313 Revenues: Road use taxes include gasoline taxes, weight taxes, and license fees collected through the State and deposited into the Iowa Road Use Tax Fund. Road use taxes are allocated to cities on a per capita basis based on the U.S. Census Bureau figures, which are updated every ten years. Under the current distribution formula, receipts into the RUTF are distributed according to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent for farm-to-market county roads, and 20 percent for city streets. In March 2015, a $.10 per gallon fuel excise tax increase was passed by the State. In 2008, an additional source of state revenue was established through legislation creating a separate “TIME-21” funding stream. This revenue is dedicated primarily to maintenance and construction of certain primary highways in the state (60 percent), but also of secondary roads (20 percent) and municipal streets (20 percent). The new revenue stream was created by changing certain vehicle registration fees and schedules and by increasing trailer and title fees. In fiscal year 2020, Road Use Tax Fund revenues are projected to be over $8.4 million, which is a slight decrease over the fiscal year 2019 estimated revenue. Road Use Tax Fund revenues have increased by 1.2% since fiscal year 2016. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. Expenditures: Fiscal year 2020 budgeted expenditures, excluding transfers out, are higher than fiscal year 2019 expenditures by 1.6%. This increase is primarily due to an increase in capital outlay with the purchase of several new pieces of equipment in fiscal year 2019, and an increase in service expenditures in fiscal year 2019. 314314 Long-term Projections: Future revenues for the Road Use Tax fund are projected to remain relatively flat, with the exception of fiscal year 2022. The Road Use Tax revenues are projected to increase by approximately 10% in fiscal year 2022 following the 2020 Census as the City’s population has grown substantially since the last census. Future expenditures are projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, transfers out for Capital Projects is projected to increase by $100,000 each year through fiscal year 2024 to cover the annual asphalt overlay project. For all years, expenditures are higher than revenues, part of which was done intentionally to bring down a large fund balance. However, the fund will not be able to sustain running at a structural deficit for all years going forward, and the City will need to re-evaluate funding sources and expenditures. 315315 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,564,216$ 5,767,142$ 5,714,241$ 3,893,383$ 3,559,413$ 2,654,024$ Revenues: Intergovernmental Disaster Assistance 3,745$ -$ 1,388$ -$ -$ -$ Other State Grants 6,230 - - - - - Road Use Tax 8,320,117 8,672,279 8,426,502 8,672,280 8,426,500 8,426,500 Charges For Fees And Services Building & Devlpmt 43,223 66,843 18,090 40,000 21,000 21,000 Miscellaneous Other Misc Revenue 38,116 64,025 93,917 32,530 66,860 66,860 Other Financial Sources Sale Of Assets 25 - 46 - - - Sub-Total Revenues 8,411,456 8,803,148 8,539,943 8,744,810 8,514,360 8,514,360 Transfers In: Transfers In-Govt Activities 396,132 330,662 427,642 451,546 464,474 478,408 Sub-Total Transfers In 396,132 330,662 427,642 451,546 464,474 478,408 Total Revenues & Transfers In 8,807,588$ 9,133,810$ 8,967,585$ 9,196,356$ 8,978,834$ 8,992,768$ Expenditures: Road Use Tax Administration 82,569$ 83,368$ 83,241$ 83,537$ 112,806$ 115,062$ Sidewalk Inspection 73,770 78,498 32,139 119,659 96,449 97,256 Traffic Engineering 1,457,429 1,150,896 1,288,805 1,466,289 1,372,762 1,279,470 Streets System Maintenance 3,823,114 3,949,667 4,655,238 4,763,500 4,952,305 4,910,338 Sub-Total Expenditures 5,436,882 5,262,429 6,059,424 6,432,985 6,534,321 6,402,126 Transfers Out: Capital Projects Fund 2,909,188 3,650,949 4,448,639 2,769,000 2,947,000 2,747,000 Interfund Loan Repayment to Landfill - - - - 37,058 38,182 Misc Transfers Out 258,593 273,332 280,379 328,341 365,844 395,842 Sub-Total Transfers Out 3,167,781 3,924,281 4,729,018 3,097,341 3,349,902 3,181,024 Total Expenditures & Transfers Out 8,604,663$ 9,186,710$ 10,788,442$ 9,530,326$ 9,884,223$ 9,583,150$ Fund Balance, June 30 5,767,142$ 5,714,241$ 3,893,383$ 3,559,413$ 2,654,024$ 2,063,642$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 5,767,142$ 5,714,241$ 3,893,383$ 3,559,413$ 2,654,024$ 2,063,642$ % of Revenues & Transfers In 65%63%43%39%30%23% Road Use Tax (2200) Fund Summary 316316 STREETS OPERATIONS The mission of the Streets Division is to provide a high quality driving surface on city streets and bridges during all seasons of the year, and to maintain and optimize traffic control to accommodate efficient and safe traffic movement. The Division’s budget is organized into four activities: Road Use Tax Administration, Traffic Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund accounts for the activity of the Streets Division. Road Use Tax Administration Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets Division’s portion of the Employee Benefits Levy, and costs associated with an annual audit and loss reserve payment. Sidewalk Inspection Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the sidewalks in one of these ten areas are thoroughly inspected in accordance with the criteria established by the City Engineer to determine if sidewalk repairs are necessary. Traffic Engineering Traffic Engineering staff coordinate and maintain traffic signals and signage; traffic and pedestrian signs; traffic, bicycle, and pedestrian street painting; street lighting and poles. Streets System Maintenance Street crews provide maintenance and repair of the City’s concrete, asphalt, and brick streets; provide maintenance and repair to culverts, catch basins, and other City right of way property; street sweeping, leaf vacuuming, and snow plowing. HIGHLIGHTS • The Streets Division assists with traffic control, electrical repairs, lighting repairs, hanging banners and hanging decorations for special events and holidays. • All traffic signals are maintained and repaired. On-call staff responds to traffic signal malfunctions and complaints. • The Streets Division replaces many broken concrete street panels and repairs many damaged storm sewer structures throughout the City each year. • Response time to the majority of potholes reported during regular business hours is no more than two hours. • The Streets Division paints all pavements markings each construction season and refreshes the lane markings on major streets in the fall. • The Streets Division repairs all damaged street signage and installs new signage. 317 • The Streets Division clears debris and tree growth from bridges and box culverts throughout the City. • The Leaf Vacuum Program serves all Iowa City residences and businesses that are adjacent to public streets. • The Streets Division clears snow and ice from approximately 480 lane miles of City streets. The Division also removes snow from the downtown area and coordinates the hauling of the snow to a designated dump site. • The entire street network is swept at least four times per season including additional passes of bicycle lanes. • Streets in the downtown area are swept every Thursday evening into Friday morning during spring, summer, and fall seasons. City alleys in the downtown area are swept every Monday morning during spring, summer, and fall seasons. The Kinnick Stadium area is swept after home football games. Recent Accomplishments: • Patched approximately 2,850 potholes and replaced 165 street panels in fiscal year 2018 • Leaf program picked up 560 loads totaling 1,400 tons in fiscal year 2018 • Replaced 1,207 street signs in fiscal year 2018 to comply with Federal retro- reflectivity requirements • Sprayed all pavement markings including a second fall application on major streets • Completed five street sweeping passes of the entire street network • Assisted with traffic control for several special events including; RAGBRAI, Summer of the Arts and the Iowa Homecoming Parade • Assisted other Divisions and Departments with tasks such as; sign installations, water main breaks, and traffic control setup, and concrete projects Upcoming Challenges: • Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance on City streets • This deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs • Automation of the leaf collection program • Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing with current revenue and resource levels • Upgrading the Streets Division campus • Brine making on Public Works site • Covered bunkers to store sand/salt • Converting unsupported Autoscope intersections • PTZ cameras at all signalized intersections 318 Staffing: FY2017 FY2018 FY2019 Total FTE’s 30.00 32.00 32.00 Staffing Level Change Summary: A 1.0 FTE M.W.II – Signs position was converted to a 1.0 FTE Signs & Pavement Markings Technician position in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The Road Use Tax Administration services expenditures increased by 35% due to interest expense related to the new interfund loan for the new Public Works Facility. Traffic Engineering saw a decrease in capital outlay for fiscal year 2020 of 52.1% due to the carryforward of prior year appropriations for the painting of traffic signal poles into the fiscal year 2019 revised budget. Streets System Maintenance capital outlay included $80,000 for a hotbox, $80,000 for two new swap loader trucks and $25,000 for a track skid-loader with a planer. Services expenditures also increased by 6.5% primarily due to equipment related chargebacks for repairs and maintenance, replacement, and rentals. 319 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 4,566 3,614 1,510 1,630 1,413 1,207 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Dump Truck Loads of Sweeping Debris FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 189 339 313 207 160.50 177 1,512 2,712 2,504 1,656 1,284 1,416 Packer Truck Loads of Sweeping Debris FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 28 30 5 11 11 21 224 240 40 88 88 168 Leaf Vacuum Pickup Season FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 663 761 575 515 581 560 1,989 2,093 1,581 1,545 1,453 1,400 Number of Loads Tons Number of Loads Tons Tons GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations Meet Retro-reflectivity Standards. Continue sign replacements. Signs Replaced Foster Healthy Neighborhoods throughout the City & Enhanced Community Engagement and Intergovernmental Relations Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to Residents & Businesses. Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program. Number of Loads 320320 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used 5 Year Average FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Concrete (yards)1,225.41 1,599.75 1,011.00 1,094.75 1,196.75 1,296.25 1,528.31 Asphalt (tons)303.55 570.61 411.34 293.38 357.39 193.73 261.90 Rock (tons)756.68 432.30 266.99 572.78 726.93 667.15 1,549.53 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 3,300 3,400 2,800 3,100 2,900 2,850 200 110 122 134 140 165 Community Survey results of the percent rated positively FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 36%N/A N/A N/A 39%N/A Street Cleaning 60%N/A N/A N/A 68%N/A 59%N/A N/A N/A 59%N/A *Community Survey conducted during FY 2013 and FY 2017 Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Provide Street Maintenance & Repairs. Efficiently Maintain & Repair Public Streets. Workload Measures Potholes Patched Subject Street Repair Sidewalk Maintenance Street Panels – Removal/Replacement 321321 Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Road Use Tax 8,320,117$ 8,672,279$ 8,426,502$ 8,672,280$ 8,426,500$ 8,426,500$ Transfers In-Govt Activities 396,132 330,662 427,642 451,546 464,474 478,408 Total Revenues & Transfers In 8,716,249$ 9,002,941$ 8,854,144$ 9,123,826$ 8,890,974$ 8,904,908$ Expenditures: Services 82,569$ 83,368$ 83,241$ 83,537$ 112,806$ 115,062$ Total Expenditures 82,569$ 83,368$ 83,241$ 83,537$ 112,806$ 115,062$ Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Building & Devlpmt 43,223$ 66,843$ 18,090$ 40,000$ 21,000$ 21,000$ Total Revenues 43,223$ 66,843$ 18,090$ 40,000$ 21,000$ 21,000$ Expenditures: Personnel 13,064$ 7,324$ 6,358$ 16,334$ 17,804$ 18,338$ Services 3,664 2,717 3,210 18,125 13,445 13,714 Supplies 56 82 55 200 200 204 Capital Outlay 56,986 68,376 22,517 85,000 65,000 65,000 Total Expenditures 73,770$ 78,498$ 32,139$ 119,659$ 96,449$ 97,256$ Capital Outlay 2019 2020 Sidewalk Oversizing 20,000$ -$ Sidewalk And R.O.W. Repairs 65,000 65,000 Total Capital Outlay 85,000$ 65,000$ Activity Summary Activity Summary 322 Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue 12,824$ 27,943$ 48,200$ 12,530$ 23,370$ 23,370$ Total Revenues 12,824$ 27,943$ 48,200$ 12,530$ 23,370$ 23,370$ Expenditures: Personnel 622,406$ 545,737$ 470,377$ 341,177$ 519,344$ 534,924$ Services 563,165 479,970 555,089 505,193 516,636 526,968 Supplies 156,777 98,998 190,336 208,500 139,782 142,578 Capital Outlay 115,082 26,191 73,004 411,420 197,000 75,000 Total Expenditures 1,457,429$ 1,150,896$ 1,288,805$ 1,466,289$ 1,372,762$ 1,279,470$ Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Streets Superintendent 0.50 0.50 - - - Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00 Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.25 0.50 - - - Streets Superintendent 0.15 0.50 - - - Total Personnel 3.90 4.50 3.00 3.00 3.00 Capital Outlay 2019 2020 Paint Traffic Signal Poles 250,000$ 90,000$ Paint Light Poles 20,000 20,000 Trailer - 5,000 Traffic Signal Equipment 141,420 82,000 Total Capital Outlay 411,420$ 197,000$ Activity Summary 323 Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Disaster Assistance 3,745$ -$ 1,388$ -$ -$ -$ Other State Grants 6,230 - - - - - Miscellaneous Other Misc Revenue 25,292 36,082 45,716 20,000 43,490 43,490 Other Financial Sources Sale Of Assets 25 - 46 - - - Total Revenues 35,292$ 36,082$ 47,150$ 20,000$ 43,490$ 43,490$ Expenditures: Personnel 2,025,268$ 2,189,743$ 2,488,765$ 2,763,968$ 2,644,716$ 2,724,057$ Services 1,207,208 1,232,357 1,416,824 1,397,179 1,488,277 1,518,042 Supplies 561,442 458,732 487,741 568,523 596,312 608,238 Capital Outlay 29,195 68,835 261,908 33,830 223,000 60,000 Total Expenditures 3,823,114$ 3,949,667$ 4,655,238$ 4,763,500$ 4,952,305$ 4,910,338$ Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Streets Superintendent 0.50 0.50 1.00 1.00 1.00 M.W. II - Signs 1.00 1.00 1.00 1.00 - M.W. I - Streets 6.00 6.00 8.00 8.00 8.00 M.W. II - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Signs & Pavement Markings Technician - - - - 1.00 Sr Clerk/Typist - Streets 0.25 0.50 1.00 1.00 1.00 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Streets Superintendent 0.50 0.50 1.00 1.00 1.00 Total Personnel 25.25 25.50 29.00 29.00 29.00 Capital Outlay 2019 2020 Hotbox -$ 80,000$ Swap Loader Trucks - 80,000 Track Skid-loader & Planer - 25,000 Roller - 16,000 Snow Plow Blade - 16,000 Copier - 6,000 Flatbed Truck 24,330 - Equipment GPS Tracking Hardware 9,500 - Total Capital Outlay 33,830$ 223,000$ Activity Summary 324 OTHER SHARED REVENUE FUND This fund accounts for federal, state, local, and private grants, including Hazard Mitigation Grant Project (HMGP) Buyout, Supplemental Community Development Block Grants (CDBG), and Invest Health. Individual programs may provide public assistance for business and residential flood recovery efforts, the acquisition and removal of properties within the flood plain, down payment assistance for owner-occupied affordable housing, and a variety of other purposes to improve living and housing in Iowa City. The City’s role in many of grant programs is to manage pass-through grants and distribute them to Iowa City businesses and residents. Currently active grants: • Invest Health: This is an initiative that brings together diverse leaders from mid-sized U.S. cities across the nation to develop new strategies for increasing and leveraging private and public investments to accelerate improvements in neighborhoods facing the biggest barriers to better health. The City received $60,000 in fiscal year 2016 and has been spending down proceeds slowly in the past three fiscal years. • Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017. The federal grant share is $1,153,761, the State of Iowa’s share is $146,871, and the City’s share will be $224,042. The City’s share may be in kind or in cash and is shown as a transfer-in from the General Fund. The total project is $1,524,674. The City has received prior HMGP grants as well. No grant or project activity is budgeted for fiscal year 2020. 325325 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 (109)$ 152,415$ 82,485$ 3,968$ 3,968$ 3,968$ Revenues: Intergovernmental Fed Intergovnt Rev 370,151$ 470,272$ 201,484$ -$ -$ -$ Operating Grants 20,000 44,085 - - - - Disaster Assistance 49,353 62,703 26,865 - - - Other State Grants (59,394) - - - - - Miscellaneous Contrib & Donations - - 41,740 48,260 - - Sub-Total Revenues 380,110 577,060 270,089 48,260 - - Transfers In: Misc Transfers In 218,879 5,163 (15,185) - - - Sub-Total Transfers In 218,879 5,163 (15,185) - - - Total Revenues & Transfers In 598,989$ 582,223$ 254,904$ 48,260$ -$ -$ Expenditures: Personnel 9,178$ 5,010$ 1,409$ -$ -$ -$ Services (23,713) 158,196 124,107 48,260 - - Supplies - 1,946 4,905 - - - Capital Outlay 461,000 487,000 203,000 - - - Sub-Total Expenditures 446,465 652,152 333,421 48,260 - - Transfers Out: Misc Transfers Out - - - - - - Sub-Total Transfers Out - - - - - - Total Expenditures 446,465$ 652,152$ 333,421$ 48,260$ -$ -$ Fund Balance, June 30 152,415$ 82,485$ 3,968$ 3,968$ 3,968$ 3,968$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 152,415$ 82,485$ 3,968$ 3,968$ 3,968$ 3,968$ % of Revenues & Transfers In 25%14%2%8%100%400% Other Shared Revenue (2300) Fund Summary 326326 METROPOLITAN PLANNING ORGANIZATION (MPOJC) OF JOHNSON COUNTY The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special revenue fund that accounts for the operations of the MPO. Funding for the MPOJC is derived from multiple sources including the City’s General Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC’s other government members in Johnson County and from State of Iowa grants. Fund balance in the MPO fund has decreased steadily since fiscal year 2016 from $302,423 to $253,223 in fiscal year 2020. The fund balance as a percentage of revenues and transfers in has decreased from 53% in fiscal year 2016 to 34% in fiscal year 2020. This has been an intentional decrease to help bring the fund balance down and was done through a temporary reduction in member contributions in fiscal years 2017 and 2018. In fiscal years 2019 and 2020, member contributions were increased, however, the fund balance is still projected to decrease by 3.4% from fiscal year 2018 to $253,223. Revenues and transfers-in for fiscal year 2020 are expected to be higher by 5.7% due to increased member contributions of 9.4%. Transfers in are budgeted to increase by 5.6% in fiscal year 2020. Expenditures are also higher in fiscal year 2020 by 4.4%. 327327 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 292,006$ 302,423$ 256,738$ 262,063$ 253,223$ 253,223$ Revenues: Use Of Money And Property Interest Revenues 1,670$ 1,162$ 2,887$ 1,160$ 2,890$ 2,890$ Intergovernmental Fed Intergovnt Rev - - - 230,000 230,000 230,000 Local 28E Agreements 102,514 100,719 110,774 134,588 147,186 161,905 Other State Grants 190,000 190,000 200,000 - - - Miscellaneous Other Misc Revenue 4,487 4,085 6,794 - 6,790 6,790 Other Financial Sources Sale Of Assets - - 4 - - - Sub-Total Revenues 298,671 295,966 320,459 365,748 386,866 401,585 Transfers In: Transfer-In from General Fund and RUT 270,235 268,255 276,205 333,966 352,530 387,783 Sub-Total Transfers In 270,235 268,255 276,205 333,966 352,530 387,783 Total Revenues & Transfers In 568,906$ 564,221$ 596,664$ 699,714$ 739,396$ 789,368$ Expenditures: Metro Planning Org of Johnson County 558,489$ 609,907$ 591,338$ 708,554$ 739,396$ 760,123$ Total Expenditures 558,489$ 609,907$ 591,338$ 708,554$ 739,396$ 760,123$ Fund Balance, June 30 302,423$ 256,738$ 262,063$ 253,223$ 253,223$ 282,468$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 302,423$ 256,738$ 262,063$ 253,223$ 253,223$ 282,468$ % of Revenues and Transfers In 53%46%44%36%34%36% Metro Planning Organization of Johnson County (2350) Fund Summary 328328 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY OPERATIONS It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill state and federal requirements necessary and beneficial to receive state and federal transportation capital and operating funds; to conduct transportation and traffic studies related to public and private development projects; to provide traffic data collection and analysis services, prepare and administer transportation-related grants; and serve as a body for regional policy and project- related discussions. Metropolitan Planning Organization (MPO) designations are made by the Governor of the State of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. The MPO coordinates planning efforts for all of Johnson County in: transportation planning, data collection and analysis, and assistance to small communities. Member agencies outside of the Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon, and Swisher. The MPO fulfills federal requirements involving the transportation planning process in order to maintain eligibility for grant programs through the Federal Transit Administration (FTA) and Federal Highway Administration (FHWA). The "3-C" transportation planning process consists of a comprehensive, coordinated and continuing planning effort for all modes of transportation. Projects include short and long-range transportation plans, corridor studies, intersection analyses, survey reports, and review of development projects. The MPO also prepares state and federal grant applications and fulfills the associated administration and regulation compliance. In past years, the MPO has also facilitated discussion on regional issues including a fire protection mutual aid agreement, joint animal control facilities, a Joint Emergency Communications Center, and affordable housing issues. Although funding is received from all MPO members, the MPO is organized under the City of Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle pool expenditures. HIGHLIGHTS Recent Accomplishments: • Completion of a successful Quadrennial MPO Planning Review conducted by the Federal Transit Administration, Federal Highway Administration, and Iowa Department of Transportation • Completion of the fiscal year 2018 Transportation Planning Work Program & adoption of the fiscal year 2019 Work Program 329329 • Completion of the MPO Fiscal Year 2019-2022 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration • Completion of Transit Capital Equipment Replacement Plan & Program of Projects • Completion of the MPOJC Long Range Transportation Plan – required every 5 years Upcoming Challenges: • Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system • Completion of the MPO Fiscal Year 2020-2023 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration • Completion of the fiscal year 2019 Transportation Planning Work Program & adoption of the fiscal year 2020 Work Program • Adoption of Federal Functional Classification changes for urbanized area roadways Staffing: FY2018 FY2019 FY2020 Total FTE’s 4.70 5.20 5.20 Staffing Level Change Summary: There are no staffing changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased by 76.4% in due to software purchases and the purchase of new office furniture. Transfers In from other funds are budgeted to increase by $18,564 or 5.6%. 330330 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations To improve residents’ lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Provide transportation (private vehicle, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, and coordination with other local governments including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa Department of Transportation. MPO staff provide planning, programming, and administrative efforts to complete these documents to ensure that Iowa City remains eligible to receive federal transportation funding, including transit capital and operation funds, streets and trails infrastructure funds, and discretionary grant funds. Long Range Transportation Plan (required every 5 yrs.) Transportation Planning Work Program Federal and State Requirements: Following are formal documents required to be completed FY 2014 FY 2015 FY 2016 FY 2017 FY 2018          Passenger Transportation Plan Transportation Improvement Program 331331 Major Injuries 14 16 14 1,288 766 Fatalities 2 1 1 1,408 102 17 3 1,461 99 Totals 1,307 3 13 150 111 119 *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting CY 2015 CY 2017 1,095 Minor Injuries 244 CY 2016 1,044 231 Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded $1,000 or where an injury occurred. Department objective is to have zero fatalities. Transportation Safety (Vehicle Collisions)CY 2013 CY 2014 Possible Injuries (Unknown)147 149 213 Property Damage Only 994 1,011 574 $1,439,334 Federal Transit Grant for Iowa City Transit* $2,240,660 MPO/STP funds for American Legion Road Reconstruction $930,000 MPO/STP funds for IWV Road Improvements $500,000 MPO/TAP funds for Hwy 1 Trail construction $500,000 Traffic Safety Grant for Mormon Trek 4- 3 lane $500,000 Traffic Safety Grant for 1st Ave 4-3 lane conversion $283,027 RISE Grant - Northgate Dr. extension FY 2014 $1,400,381 Federal Transit Grant for Iowa City Transit* $500,000 Traffic Safety Grant for Burlington St Median $200,000 Traffic Safety Grant for Burlington St/Clinton St $50,000 US EPA Grant for Riverfront Crossings Park $50,000 Iowa DNR Grant for Iowa River Dam Safety FY 2016 FY 2017 Iowa City’s Capital Improvements Program priorities. FY 2018 Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve FY 2015 $1,487,897 Federal Transit Grant for Iowa City Transit* $1,494,411 Federal Transit Grant for Iowa City Transit* $820,000 STBG- HPB funds for Prentiss St Bridge Replacement $135,000 CMAQ funds for bike share program - bike stations $1,622,763 Federal Transit Grant for Iowa City Transit* $1,315,860 STBG funds for Benton Street Rehabilitation $1,368,140 STBG funds for American Legion Road Reconstruction 332332 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures:   4 1 53 CY 2016 4,393 2.51 CY 2017 4,760 2.09 1 23 24 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 CY 2013 4,309 2.48 CY 2014 4,385 2.51 CY 2015 4,443 2.54 Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Metric tonnes of Vehicle CO2e Per Capita Total Vehicle Miles Traveled Per Capita Fatalities Totals 3 1 Transportation Safety (Bicycle & Pedestrian Collisions) Department objective is to have zero fatalities. per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the Transportation Planning Division. Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions Provide transportation (private vehicle, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, and coordination with other local governments including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. To improve residents’ lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Transportation Choices - Promote diverse transportation modes, including walking, bicycling, and transit, that are safe, low-cost, and reduce vehicle miles traveled. Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations Property Damage Only Possible Injuries (Unknown) Minor Injuries Major Injuries 0 20 40 64 0 11 24 2 0 37 3 28 37 4 1 73 2 9 21 3 0 35 333333 Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of        Bike Walked 2.2 10.7 *Includes CTPP data from 2000. ** Includes 3-year American Community Survey data. Taxi, Motorcycle and other means Worked at Home 0.8 2.0 0.4 1.7 2 or more person carpool Drove alone Travel to Work (%) public transit. CY 2000* 65.3 13.7 63.6 12.6 CY 2009** 63.1 14.3 travel to work. Department objective is to increase the mode split for walking, biking, or use of 6.0 1.7 11.1 Transit 6.9 CY 2012** 7.3 2.6 10.4 1.5 2.1 CY 2015** 57.0 8.9 9.9 3.7 16.0 1.2 3.5 334334 Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 1,670$ 1,162$ 2,887$ 1,160$ 2,890$ 2,890$ Intergovernmental Fed Intergovnt Revenue - - - 230,000 230,000 230,000 Local 28E Agreements 102,514 100,719 110,774 134,588 147,186 161,905 Other State Grants 190,000 190,000 200,000 - - - Miscellaneous Other Misc Revenue 4,487 4,085 6,794 - 6,790 6,790 Other Financial Sources Sale Of Assets - - 4 - - - Transfer-In from General Fund and RUT 270,235 268,255 276,205 333,966 352,530 387,783 Total Revenues & Transfers In 568,906$ 564,221$ 596,664$ 699,714$ 739,396$ 789,368$ Expenditures: Personnel 445,868$ 477,613$ 461,062$ 573,745$ 593,909$ 611,726$ Services 104,954 112,449 120,118 125,144 128,437 131,006 Supplies 7,666 19,844 10,159 9,665 17,050 17,391 Total Expenditures 558,489$ 609,907$ 591,338$ 708,554$ 739,396$ 760,123$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 0.20 0.20 0.20 0.20 0.20 Associate Planner 3.50 2.50 2.50 3.00 3.00 Sr. Associate Planner - 1.00 1.00 1.00 1.00 MPO Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.70 4.70 4.70 5.20 5.20 Activity Summary 335335 EMPLOYEE BENEFITS FUND This fund accounts for annual employee benefit costs for the General Fund and a share of Road Use Tax employees. Costs include health, dental, life and disability insurance; employer-share FICA and IPERS retirement contributions; Chapter 411 Police and Fire retirement contributions, accidental disability and on-the-job injury medical claims; and worker’s compensation insurance. Legal authority for the fund is established by two sections code. Iowa State Code chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of “accounting for pension and related employee benefit funds as provided by the City Finance Committee”, while also providing the authority to levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa provides the City Finance Committee’s definition of eligible benefits and how they are must be accounted for. During the 2009 legislative session, a bill was passed amending section 411.l6(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on-the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, cash balance is recommended to be between 25% and 35% of total fund revenues. The fund’s cash balances versus revenues since fiscal year 2016 are as follows: The Employee Benefits property tax levy for fiscal year 2019 was $3.34415 per $1,000 of valuation. For fiscal year 2020, this levy decreases by $.10 to $3.24415 per $1,000 of valuation. 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Revenues 10,516,768$ 11,145,984$ 11,668,231$ 12,908,880$ 13,031,767$ Fund Balance 1,670,848$ 2,520,948$ 2,847,078$ 3,528,299$ 3,878,860$ Percentage 15.89% 22.62% 24.40% 27.33% 29.76% 336 Long-term Projections: Employee Benefits revenue is heavily dependent upon Property Taxes. For the Employee Benefits portion of Property Taxes, taxable valuation was estimated to increase by 3% in fiscal year 2021, 2.68% in 2022, 2.7% in 2023, 2.28% in 2024, and 3.29% in fiscal year 2025. Taxable Valuations are expected to increase more in odd numbered years, which align with re-valuation years. Expenditures were projected to increase at the same level, as the large proportion of expenditures for the Employee Benefits Fund is the Transfers Out to the General and Road Use Tax Funds to cover personnel benefits expense. 337   2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,592,570$ 1,670,848$ 2,520,948$ 2,847,078$ 3,528,299$ 3,878,860$ Revenues: Property Taxes 9,650,100$ 10,387,251$ 10,764,314$ 12,095,360$ 12,210,314$ 12,576,532$ Other City Taxes Gas/Electric Excise Tax 142,872 137,736 131,729 139,776 138,588 138,588 Mobile Home Tax 12,247 12,358 11,787 12,360 11,790 11,790 Intergovernmental Property Tax Credits 383,162 294,581 291,713 347,324 350,385 350,385 State 28E Agreements 326,586 302,475 315,688 302,480 315,690 315,690 Miscellaneous Other Misc Revenue 1,801 11,581 152,999 11,580 5,000 5,000 Total Revenues 10,516,768$ 11,145,984$ 11,668,231$ 12,908,880$ 13,031,767$ 13,397,985$ Expenditures: General Government Employee Benefits 378,317$ 383,907$ 376,933$ 375,518$ 372,757$ 380,808$ Public Safety Employee Benefits 676,540 484,394 590,525 907,899 919,871 938,268 Sub-Total Expenditures 1,054,857 868,301 967,457 1,283,417 1,292,628 1,319,076 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 9,383,633 9,427,583 10,374,643 10,944,242 11,388,578 11,730,235 Sub-Total Transfers Out 9,383,633 9,427,583 10,374,643 10,944,242 11,388,578 11,730,235 Total Expenditures & Transfers Out 10,438,490$ 10,295,884$ 11,342,101$ 12,227,659$ 12,681,206$ 13,049,312$ Fund Balance, June 30 1,670,848$ 2,520,948$ 2,847,078$ 3,528,299$ 3,878,860$ 4,227,533$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,670,848$ 2,520,948$ 2,847,078$ 3,528,299$ 3,878,860$ 4,227,533$ % of Revenues 16%23%24%27%30%32% Employee Benefits (2400) Fund Summary 338 Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes 9,650,100$ 10,387,251$ 10,764,314$ 12,095,360$ 12,210,314$ 12,576,532$ Other City Taxes Gas/Electric Excise Tax 142,872 137,736 131,729 139,776 138,588 138,588 Mobile Home Tax 12,247 12,358 11,787 12,360 11,790 11,790 Intergovernmental Property Tax Credits 383,162 294,581 291,713 347,324 350,385 350,385 Total Revenues 10,188,381$ 10,831,927$ 11,199,544$ 12,594,820$ 12,711,077$ 13,077,295$ Expenditures: Personnel 52,454$ 54,792$ 55,798$ 58,078$ 59,585$ 61,373$ Services 325,863 329,115 321,135 317,440 313,172 319,435 Total Expenditures 378,317$ 383,907$ 376,933$ 375,518$ 372,757$ 380,808$ Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 0.50 0.50 0.50 0.50 - Risk & Finance Assistant - - - - 0.50 Finance Director 0.05 0.05 0.05 0.05 0.05 Total Personnel 0.55 0.55 0.55 0.55 0.55 Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental State 28E Agreements 326,586$ 302,475$ 315,688$ 302,480$ 315,690$ 315,690$ Miscellaneous Other Misc Revenue 1,801 11,581 152,999 11,580 5,000 5,000 Total Revenues 328,388$ 314,057$ 468,687$ 314,060$ 320,690$ 320,690$ Expenditures: Services 676,540$ 484,394$ 590,525$ 907,899$ 919,871$ 938,268$ Total Expenditures 676,540$ 484,394$ 590,525$ 907,899$ 919,871$ 938,268$ Activity Summary Activity Summary 339 AFFORDABLE HOUSING FUND The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund accounts for developer fees and contributions towards the development of affordable housing throughout the City. During 2014, the City issued a Request for Proposals for the development of a parcel of land that the City owns at the corner of Court and Linn Streets, which is also the former site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected as the developer for this property. As part of the development of this property, C.A. Ventures agreed to a purchase price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund. The developer’s project totals $74 million and will include two towers containing 20,000 square feet of office space, 320 residential units, a 152 room hotel, and retail space. The developer also agreed to lease 32 one-bedroom units (10% of the total number of units) to qualified households with incomes at or below 80% of the Area Median Income and to make a contribution of $1,000,000 to the City’s Affordable Housing Fund. In fiscal years 2019 and 2020, the City has budgeted to contribute $1,000,000, per year to this Fund. City Council has directed that affordable housing funds to be split 3 ways: 1) 50% to the Johnson County Housing Trust Fund, 2) 30% to be held for land banking or emergent situations determined by the City Council, 3) 20% directed to HCDC for LIHTC support or supplemental aid through the CDBG/HOME application process. The fiscal year 2017 and 2018 fund balance is $468,102 and $1,208,851, respectively. In fiscal years 2019 and 2020, the ending fund balances are projected to be $1,613,211. 340   2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 1,000,000$ 468,102$ 1,208,851$ 1,613,211$ 1,613,211$ Revenues: Use Of Money And Property Interest Revenues -$ 3,926$ 11,389$ -$ -$ -$ Charges for Fees & Services Building & Development 1,000,000 - 404,360 404,360 - - Sub-Total Revenues 1,000,000 3,926 415,749 404,360 - - Transfers In: Transfer-In from General Fund - - 650,000 1,000,000 1,000,000 650,000 Sub-Total Transfers In - - 650,000 1,000,000 1,000,000 650,000 Total Revenues & Transfers In 1,000,000$ 3,926$ 1,065,749$ 1,404,360$ 1,000,000$ 650,000$ Expenditures: Services -$ 500,000$ 325,000$ 750,000$ 750,000$ 487,500$ Capital Outlay - - - 250,000 250,000 162,500 Sub-Total Expenditures - 500,000 325,000 1,000,000 1,000,000 650,000 Transfers Out: Capital Projects Fund -$ 35,824$ -$ -$ -$ -$ Sub-Total Transfers Out - 35,824 - - - - Total Expenditures -$ 535,824$ 325,000$ 1,000,000$ 1,000,000$ 650,000$ Fund Balance, June 30 1,000,000$ 468,102$ 1,208,851$ 1,613,211$ 1,613,211$ 1,613,211$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,000,000$ 468,102$ 1,208,851$ 1,613,211$ 1,613,211$ 1,613,211$ % of Revenues 100% 11923% 291% 399%100%400% Affordable Housing (2500) Fund Summary 341 PENINSULA APARTMENTS FUND In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City owns and operates ten (10) of the rental units. The remaining seven (7) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the ten units owned by the City. Funding for the project included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Peninsula Apartments. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City’s Debt Service Fund. The outstanding balance owed to the Debt Service Fund from the Peninsula Apartments Fund at June 30, 2019 will be $97,897. Also as part of the financing structure, The Housing Fellowship issued an interest-only loan to the City for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest- only payments are accounted for in this fund. Fund Balance: The fiscal year 2020 ending fund balance is projected at $203,513. Cash balance will be allowed to increase until reaching $210,784. This is the amount of a lump sum payment which is due in fiscal year 2025 as part of the original financing for this project. Revenues: Rental income is projected at $71,020 in fiscal year 2020 a decrease of 7.4% from the fiscal year 2019 estimate. Expenditures: Expenditure are budgeted at 14.6% lower than fiscal year 2019 primarily due to lower building maintenance and repair expenditures. 342342 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 105,146$ 124,888$ 143,381$ 166,019$ 182,411$ 203,513$ Revenues: Use Of Money And Property Interest Revenues 809$ 802$ 2,254$ 800$ 2,250$ 2,250$ Rents 71,434 76,714 71,025 76,710 71,020 71,020 Total Revenues 72,243$ 77,516$ 73,278$ 77,510$ 73,270$ 73,270$ Expenditures: Services 39,742$ 45,801$ 36,939$ 46,919$ 37,454$ 38,203$ Other Financial Uses 12,759 13,222 13,702 14,199 14,714 15,264 Total Expenditures 52,501$ 59,023$ 50,641$ 61,118$ 52,168$ 53,467$ Fund Balance, June 30 124,888$ 143,381$ 166,019$ 182,411$ 203,513$ 223,316$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 124,888$ 143,381$ 166,019$ 182,411$ 203,513$ 223,316$ % of Revenues 238%243%328%298%390%418% Peninsula Apartments (2510) Fund Summary 343343 TAX INCREMENT FINANCING FUNDS Tax Increment Financing (TIF) Districts have been established in various locations in Iowa City to encourage economic development. TIF revenues are used to repay debt incurred for specific projects and to pay property tax rebates on increased valuation per development-specific agreements within the districts. As TIF agreements expire and/or their legal requirements are satisfied, tax revenue generated by the incremental valuation (increase in property values for the district since it was established) is distributed to all taxing authorities. The objective of Iowa City’s TIF capacity is to provide gap financing for development projects which meet the adopted goals and criteria of the respective TIF district. The City has established thirteen TIF districts. The table below presents debt that has been certified against the City’s TIF districts and their respective collections to repay those debts. Not presented in the budget are the Industrial Park Road, Highway 6 Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp Cardinal urban renewal areas; these areas have no outstanding tax increment debt. TIF debt certified on December 1, 2018 included $1,000,000 for a capital contribution to the Englert Theatre in the City-University URA. The remaining certified debts were for related administrative costs and other miscellaneous expenditures. The TIF rebate in the Heinz Road area of $170,000 for Alpla was canceled due to non-performance by the company. Urban Renewal Area Outstanding TIF Debt Previously Certified 6/30/2018 TIF Debt Certified 12/1/18 Estimated TIF Receipts FY19 Estimated TIF Receipts FY20 Estimated TIF Debt 6/30/2020 2603 - City-University I 41,394,443$ 1,024,298$ 1,393,688$ 2,177,935$ 38,847,118$ 2604 - Sycamore & 1st Ave 1,402,608 - 542,301 542,301 318,006 2607 - Scott 6 Industrial 18,938 6,804 18,938 6,804 - 2608 - Heinz Road 170,000 (170,000) - - - 2613 - Moss Green Village (1)2,163,746 - - - 2,163,746 2614 - Towncrest Area 1,374,277 - 247,659 307,388 819,230 2615 - Riverside Drive (2)3,345,082 1,377 419,186 416,407 2,510,866 2616 - Foster Road (1)- 3,376,512 - - 3,376,512 Total 49,869,094$ 4,238,991$ 2,621,772$ 3,450,835$ 48,035,478$ (1) Has not been certified yet (2) Does not include reductions from Hotel/Motel Tax rebates for the Hilton Garden Inn 344344 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 835$ 239,487$ 482,246$ 1,525,593$ 721,358$ 854,750$ Revenues: Other City Taxes TIF Revenues 1,027,218$ 2,226,302$ 2,459,216$ 2,621,772$ 3,450,835$ 3,079,105$ Use Of Money And Property Interest Revenues 3,615 4,429 14,512 10,000 10,000 - Sub-Total Revenues 1,030,833 2,230,731 2,473,728 2,631,772 3,460,835 3,079,105 Transfers In: Transfers In - - 59,834 115,000 107,620 107,620 Sub-Total Transfers In - - 59,834 115,000 107,620 107,620 Total Revenues & Transfers In 1,030,833$ 2,230,731$ 2,533,563$ 2,746,772$ 3,568,455$ 3,186,725$ Expenditures By Urban Renewal Area: City-University I -$ -$ 107,617$ 115,000$ 672,248$ 1,698,845$ Sycamore & 1st Ave - - 250,000 250,000 250,000 250,000 Heinz Road - - 8 - - - Riverside Drive - - 34,506 255,193 254,146 254,146 Sub-Total Expenditures - - 392,130 620,193 1,176,394 2,202,991 Transfers Out: TIF Debt Transfers Out 792,180 1,987,971 1,098,086 2,930,814 2,258,669 1,074,978 Sub-Total Transfers Out 792,180 1,987,971 1,098,086 2,930,814 2,258,669 1,074,978 Total Expenditures & Transfers Out 792,180$ 1,987,971$ 1,490,217$ 3,551,007$ 3,435,063$ 3,277,969$ Fund Balance, June 30 239,487$ 482,246$ 1,525,593$ 721,358$ 854,750$ 763,506$ Restricted / Committed /Assigned 236,684 476,815 574,271 707,853 854,750 763,506 Unassigned Balance 2,803$ 5,431$ 951,322$ 13,505$ -$ -$ % of Revenues & Transfers In 0%0%38%0%0%0% Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department Tax Increment Financing (2601 - 2616) Fund Summary 345345 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 391$ 2,796$ 5,424$ (37,619)$ (37,619)$ (37,619)$ Revenues: Other City Taxes TIF Revenues 534,000$ 787,700$ 732,757$ 1,393,688$ 2,177,935$ 2,192,110$ Use Of Money And Property Interest Revenues 3,615 4,429 14,512 10,000 10,000 - Transfers In: Transfers In - - 59,834 115,000 107,620 107,620 Total Revenues 537,615$ 792,130$ 807,104$ 1,518,688$ 2,295,555$ 2,299,730$ Expenditures: TIF Rebate -$ -$ 107,617$ 115,000$ 672,248$ 1,698,845$ Transfers Out: TIF Debt Transfers Out 535,210$ 789,502$ 742,530$ 1,403,688$ 1,623,307$ 600,885$ Total Transfers Out 535,210$ 789,502$ 850,146$ 1,518,688$ 2,295,555$ 2,299,730$ Fund Balance, June 30 2,796$ 5,424$ (37,619)$ (37,619)$ (37,619)$ (37,619)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 2,796$ 5,424$ (37,619)$ (37,619)$ (37,619)$ (37,619)$ 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 256$ 236,684$ 476,815$ 574,271$ 707,853$ 841,245$ Revenues: Other City Taxes TIF Revenues 382,522$ 398,437$ 505,959$ 542,301$ 542,301$ 317,724$ Total Revenues 382,522$ 398,437$ 505,959$ 542,301$ 542,301$ 317,724$ Expenditures: TIF Rebate -$ -$ 250,000$ 250,000$ 250,000$ 250,000$ Transfers Out: TIF Debt Transfers Out 146,094 158,306 158,504 158,719 158,909 158,968 Total Expenditures & Transfers Out 146,094$ 158,306$ 408,504$ 408,719$ 408,909$ 408,968$ Fund Balance, June 30 236,684$ 476,815$ 574,271$ 707,853$ 841,245$ 750,001$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 236,684$ 476,815$ 574,271$ 707,853$ 841,245$ 750,001$ City-University Project I (2603) Fund Summary Sycamore & 1st Avenue (2604) Fund Summary 346346 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ 937,442$ (375)$ (375)$ Revenues: Other City Taxes TIF Revenues -$ 748,045$ 945,219$ 18,938$ 6,804$ -$ Total Revenues -$ 748,045$ 945,219$ 18,938$ 6,804$ -$ Expenditures: TIF Administration -$ -$ -$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out - 748,045 7,777 956,755 6,804 - Total Expenditures & Transfers Out -$ 748,045$ 7,777$ 956,755$ 6,804$ -$ Fund Balance, June 30 -$ -$ 937,442$ (375)$ (375)$ (375)$ Restricted / Committed /Assigned - - - - Unassigned Balance -$ -$ 937,442$ (375)$ (375)$ (375)$ 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 8$ 8$ (0)$ (0)$ (0)$ Revenues: Other City Taxes TIF Revenues 331$ -$ -$ -$ -$ -$ Total Revenues 331$ -$ -$ -$ -$ -$ Expenditures: TIF Rebate -$ -$ 8$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out 323 - - - - - Total Expenditures & Transfers Out 323$ -$ 8$ -$ -$ -$ Fund Balance, June 30 8$ 8$ (0)$ (0)$ (0)$ (0)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 8$ 8$ (0)$ (0)$ (0)$ (0)$ Scott 6 Industrial (2607) Fund Summary Heinz Road (2608) Fund Summary 347347 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 188$ -$ -$ 3,848$ 3,848$ 3,848$ Revenues: Other City Taxes TIF Revenues 88,570$ 148,097$ 185,084$ 247,659$ 307,388$ 154,696$ Total Revenues 88,570$ 148,097$ 185,084$ 247,659$ 307,388$ 154,696$ Transfers Out: TIF Debt Transfers Out 88,758$ 148,097$ 181,236$ 247,659$ 307,388$ 154,696$ Total Transfers Out 88,758$ 148,097$ 181,236$ 247,659$ 307,388$ 154,696$ Fund Balance, June 30 -$ -$ 3,848$ 3,848$ 3,848$ 3,848$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ 3,848$ 3,848$ 3,848$ 3,848$ 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ 47,651$ 47,651$ 47,651$ Revenues: Other City Taxes TIF Revenues 21,796$ 144,021$ 90,197$ 419,186$ 416,407$ 414,575$ Total Revenues 21,796$ 144,021$ 90,197$ 419,186$ 416,407$ 414,575$ Expenditures: TIF Rebate -$ -$ 34,506$ 255,193$ 254,146$ 254,146$ Transfers Out: TIF Debt Transfers Out 21,796 144,021 8,040 163,993 162,261 160,429 Total Expenditures & Transfers Out 21,796$ 144,021$ 42,546$ 419,186$ 416,407$ 414,575$ Fund Balance, June 30 -$ -$ 47,651$ 47,651$ 47,651$ 47,651$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ 47,651$ 47,651$ 47,651$ 47,651$ Fund Summary Riverside Drive (2615) Fund Summary Towncrest Area (2614) 348348 SELF-SUPPORTING MUNICIPAL IMPROVEMENT DISTRICT (SSMID) – DOWNTOWN In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self-Supporting Municipal Improvement District (SSMID) in downtown Iowa City as allowed under Iowa property tax code. The City collects a special property tax levy on property that is within the boundaries of the downtown district which is then remitted to the Iowa City Downtown District (ICDD). The ICDD uses the funds to promote and enhance the downtown district. The SSMID was renewed for a ten-year period starting on July 1, 2016 and ending on June 30, 2026. The levy rate was approved to increase from $2.00 to $2.50 per $1,000 of taxable value on July 1, 2021 along with a boundary expansion of the district; however, the SSMID levy rate remains at $2.00 in fiscal year 2020. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the ICDD, therefore the fund does not maintain a fund balance. Revenues include the SSMID levy collections and the State backfill for commercial property taxes. SSMID payments to ICDD in fiscal year 2018 totaled $354,385, and estimated payments in fiscal year 2019 total $400,124. In fiscal year 2020, estimated SSMID distributions total $398,091, a decrease of 0.5%. This decrease is primarily related to a reduction in the SSMID district taxable property values. 349 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ -$ -$ -$ Revenues: Property Taxes 264,683$ 289,471$ 323,017$ 361,878$ 356,980$ 367,689$ Intergovernmental Property Tax Credits 30,601 28,872 31,368 38,246 41,111 41,111 Total Revenues 295,284$ 318,343$ 354,385$ 400,124$ 398,091$ 408,800$ Expenditures: Services 295,284$ 318,343$ 354,385$ 400,124$ 398,091$ 408,800$ Total Expenditures 295,284$ 318,343$ 354,385$ 400,124$ 398,091$ 408,800$ Fund Balance, June 30 -$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ -$ -$ % of Revenues 0%0%0%0%0%0% SSMID - Downtown (2820) Fund Summary 350 DEBT SERVICE FUND Fund Summary Debt Schedules F Y 2 0 2 0 DEBT SERVICE FUND This fund accounts for annual principal and interest payments due on the City’s general obligation and tax increment revenue bonded debt. Funding is provided by the debt service property tax levy, tax increment financing, and loan repayments. Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a debt service fund and certify taxes to be levied in the amount necessary to pay for the principal and interest on general obligation bonds issued by the city. The debt service levy for fiscal year 2020 is $2.978 per $1,000 in valuation – this is a reduction of $.25 per $1,000 from the fiscal year 2019 levy. The schedule of annual principal and interest payments as of June 30, 2018 is as follows: Future general obligation bond issues, including 2% for bond issuance costs, are estimated at $13.323 million in 2019, $10.819 million in 2020, and $10.673 million in 2021. Proceeds from bond issues are recorded in the Capital Projects Fund. Fiscal Year Principal Interest Total 2019 12,080,000 1,711,385 13,791,385 66,945,000 2020 7,260,000 1,394,960 8,654,960 54,865,000 2021 8,240,000 1,219,618 9,459,618 47,605,000 2022 7,360,000 1,015,413 8,375,413 39,365,000 2023 6,480,000 847,213 7,327,213 32,005,000 2024 5,715,000 684,613 6,399,613 25,525,000 2025 4,780,000 546,663 5,326,663 19,810,000 2026 3,980,000 429,850 4,409,850 15,030,000 2027 2,870,000 326,075 3,196,075 11,050,000 2028 1,705,000 245,400 1,950,400 8,180,000 2029 740,000 194,250 934,250 6,475,000 2030 755,000 172,050 927,050 5,735,000 2031 775,000 149,400 924,400 4,980,000 2032 795,000 126,150 921,150 4,205,000 2033 815,000 102,300 917,300 3,410,000 2034 840,000 77,850 917,850 2,595,000 2035 865,000 52,650 917,650 1,755,000 2036 890,000 26,700 916,700 890,000 Totals at June 30, 2018 66,945,000 9,322,538 76,267,538 Annual Payments Principal Outstanding Beginning of Fiscal Year 353 City’s Debt Policies There are currently three benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: 1) the 5% statutory debt limit, 2) the internal restriction on the debt service levy of 30% of the City’s total levy, and 3) the level of outstanding general obligation and tax increment revenue bonded debt against the City’s total assessed valuation. These three benchmarks are included in the Debt Management policy as adopted by the City Council. Statutory limitations which govern the issuance of debt in Iowa include Article XI Section 3 of the state constitution, entitled “Indebtedness of Political or Municipal Corporations.” Language in this section restricts the level of indebtedness for Iowa municipalities to five percent (5%) of “the value of …taxable property within such county or corporation.” This is commonly referred to as the “debt ceiling or debt limit.” The graph below compares Iowa City’s outstanding general obligation (G.O.) and tax increment financing revenue (TIF) debt with the statutory debt limit. Total valuations for Iowa City for fiscal year 2020 are approximately $6.12 billion. The debt limit, or five percent (5%) of this amount, is about $306.2 million. Outstanding G.O. and TIF debt at June 30, 2020, is estimated to be $68.0 million, which is 22.2% of the debt limit. The ratio of outstanding G.O. and TIF bonded debt versus the State imposed legal debt limit has been on a declining trend since fiscal year 2012. * FY19, FY20, and FY21 figures are estimates 354 This City’s Debt Management policy, which limits its ability to levy taxes for repayment of debt, states that the debt service levy shall not exceed 30% of the city levy. The following chart shows the debt service levy as a percentage of the city levy rate for fiscal year 2012 through fiscal year 2021. Fiscal years 2019 through 2021 are based on estimated financing requirements for the City’s five-year capital improvement program. The City’s debt service levy rate for fiscal year 2020 is $2.978 per $1,000 of value while the City’s total property tax levy rate is $15.833 per $1,000 of value. The debt service levy rate is projected to decrease another $.25 in fiscal year 2021. Also, as part of the Debt Management policy, the City Council set a goal to reduce its outstanding general obligation and tax increment revenue bonded debt as a percentage of its total assessed property valuations to .75%. The following chart is trend of that comparison for fiscal years 2012 through 2021. 355 Bond Rating The City obtains its General Obligation bond rating from Moody’s Investors Service each time a new bond is issued. The City’s current bond rating is Aaa. Maintaining the City’s Aaa bond is a strategic priority for the City. Fund Balance Ending fund balance for fiscal year 2019 is estimated to be $8,762,608 which is an increase of $627,294 or 7.71% from fiscal year 2018. This increase is primarily due to an accumulation of tax increment revenue funds to call the 2012D tax increment financing revenue bonds in fiscal year 2021 when they will become callable. These funds are included in the restricted, committed, and assigned fund balance total. The estimated ending fund balance for fiscal year 2020 is projected to be $8,993,337 which is an increase of $230,729 or 2.63%. Fund balance is projected to increase primarily due to reductions in bond principal and interest payments. Although, the entire fund balance for the Debt Service Fund is restricted for debt service expenditures, an additional restriction is shown for funds that are being held as a reserve for the 2012D and 2016E tax increment financing revenue bonds. Restricted fund balance is estimated as $2,047,947 at the end of fiscal year 2020. These reserves are expected to be used by the end of fiscal year 2021. Long-term Projections Future revenues are projected to decrease through fiscal year 2021 and then increase slightly through fiscal year 2025. The changes in revenue are largely due to changes in the debt service levy. The debt service levy is projected to decrease by $.25 in fiscal year 2021 and by 356 $.20 in fiscal year 2022. The levy decrease offsets any assessed value growth to result in a net decrease in property taxes in fiscal year 2021. The fiscal year 2022 levy decrease is smaller and is offset due to increases in TIF related transfers and assessed property value growth. Future debt service expenditures are higher in fiscal year 2021 due to the calling of the 2012D tax increment financing revenue bonds and to early principal repayment on the fiscal year 2020 general obligation bonds. The following year decreases due to the early bond call and principal repayment in fiscal year 2021. 357 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 6,444,718$ 6,000,280$ 7,232,184$ 8,135,314$ 8,762,608$ 8,993,337$ Revenues: Property Taxes 12,309,367$ 12,925,934$ 12,535,528$ 11,952,568$ 11,553,357$ 10,891,525$ Other City Taxes Gas/Electric Excise Tax 180,306 167,714 149,925 134,943 127,253 127,253 Mobile Home Tax 15,447 15,021 13,391 15,020 13,390 13,390 Use Of Money And Property Interest Revenues 44,298 180,516 206,878 121,101 120,370 120,370 Intergovernmental Property Tax Credits 483,552 358,695 332,008 335,308 321,689 321,689 Other Financial Sources Loan Repayments 268,922 48,638 50,663 52,342 54,525 54,525 Debt Sales - 657,323 - - - - Sub-Total Revenues 13,301,892 14,353,841 13,288,394 12,611,282 12,190,584 11,528,752 Transfers In Transfers-In 1,269,920 2,096,352 1,084,336 1,822,399 1,079,920 1,006,114 Sub-Total Transfers In 1,269,920 2,096,352 1,084,336 1,822,399 1,079,920 1,006,114 Total Revenues & Transfers In 14,571,813$ 16,450,193$ 14,372,730$ 14,433,681$ 13,270,504$ 12,534,866$ Expenditures: Financial Services & Charges 4,844$ 15,526$ 4,719$ 15,000$ 15,000$ 15,000$ GO Bonds Principal 13,395,000 13,470,000 11,760,000 11,945,000 10,956,883 9,799,011 GO Bonds Interest 1,411,071 1,255,554 1,113,386 1,257,052 1,476,257 1,587,038 Revenue Bonds Principal 130,000 130,000 135,000 135,000 140,000 1,985,000 Revenue Bonds Interest 75,335 347,208 456,495 454,335 451,635 448,695 Total Expenditures 15,016,250$ 15,218,289$ 13,469,600$ 13,806,387$ 13,039,775$ 13,834,744$ Fund Balance, June 30 6,000,280$ 7,232,184$ 8,135,314$ 8,762,608$ 8,993,337$ 7,693,459$ Restricted / Committed /Assigned 825,367 1,618,797 1,610,297 2,239,310 2,047,947 - Unassigned Balance 5,174,913$ 5,613,387$ 6,525,016$ 6,523,297$ 6,945,389$ 7,693,459$ Debt Service Fund (5000 - 5999) Fund Summary 358 FY2019 FY2020 FY2021 2011C G.O. Refunding 10,930,000 2021 3,850,000 3,983,313 - - 2012A G.O. Multi-purpose 9,070,000 2022 3,865,000 1,009,813 1,016,213 1,017,113 2012D TIF Revenue Bonds 2,655,000 2021 **2,260,000 205,185 207,485 2,049,545 2013A G.O. Multi-purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723 2014 G.O. Multi-purpose/ Refunding 11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075 2015 G.O. Multi-Purpose 7,785,000 2025 5,655,000 855,013 865,213 868,000 2016A G.O. Multi-purpose 8,795,000 2026 7,680,000 1,067,350 1,064,450 1,057,150 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 384,150 2017 G.O. Multi-Purpose 9,765,000 2027 8,865,000 1,095,563 1,092,463 1,094,063 2018A G.O. Multi-Purpose 8,895,000 2028 8,895,000 1,076,850 1,067,550 1,057,800 2018B G.O. - Taxable 3,100,000 2020 3,100,000 2,175,350 1,026,000 - 2019 G.O. Proposed 13,323,240 2029 - - 4,369,815 1,272,763 2020 G.O. Proposed 10,819,487 2030 - - - 3,087,363 Total - General Obligation Debt Service: 66,945,000 13,791,385 13,024,775 13,819,743 ** To be called early in 2021 General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Debt Service Payments Issue / Use of Funds Fiscal Year Debt Paid in Full Amount of Issue Principal Outstanding June 30, 2018 359359 Fiscal Year Principal Interest Total 2019 3,850,000 133,313 3,983,313 3,983,313 3,850,000 3.250% Totals 3,850,000 133,313 3,983,313 3,983,313 Principal payable June 1. Interest payable June 1 and December 1. Amount Advance Refunded 2002 GO Bonds 10,580,000$ Amount Placed with Escrow Agent 505,231 Issuance Costs 112,681 Bond Premium (267,912) Amount of Issue 10,930,000$ 2011C General Obligation Refunding Bond Issue Principal: $10,930,000 Dated: June 8, 2011 Called: July 1, 2018 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue 360360 Fiscal Year Principal Interest Total 2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00% 2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00% 2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00% 2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225% Totals 3,865,000 205,750 4,070,750 3,828,390 242,360 Principal payable June 1. Interest payable June 1 and December 1. Amount Runway 7-25 Taxiway 232,000$ First Ave Storm Sewer 710,000 Lower Muscatine - Kirkwood to First Avenue 540,000 Traffic Signals Project 120,000 Sidewalk Infill 100,000 Brick Street Construction 290,000 First Ave/IAIS Railroad Overpass 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 80,000 Parks Annual Improvements 200,000 Cemetery Road Resurfacing 50,000 Terry Trueblood Recreation Area 500,000 Intra-city Bike Trails 50,000 Highway 1 Sidewalk/Trail 1,000,000 Fire Apparatus 634,000 New Animal Shelter 700,000 Fire Station #1 Kitchen Remodel 129,905 Police Crime Lab 82,600 Police Station Remodel 198,450 Police Breakroom/Restroom Remodel 59,250 City Hall Improvements 141,300 City Hall Security Camera Upgrade 75,000 Issuance Costs 107,495 Amount of Issue 9,070,000$ 2012A General Obligation Bond Issue Principal: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 361361 Fiscal Year Principal Interest Total 2019 135,000 70,185 205,185 205,185 2,260,000 2.00% 2020 140,000 67,485 207,485 207,485 2,125,000 2.10% 2021 1,985,000 64,545 2,049,545 2,049,545 1,985,000 2.30% Totals 2,260,000 202,215 2,462,215 2,462,215 Principal payable June 1. Interest payable June 1 and December 1. Amount Park @ 201 Project 2,330,000$ Debt Service Reserve 207,845 Capitalized Interest 38,086 Issuance Costs 79,069 Amount of Issue 2,655,000$ 2012D Taxable Urban Renewal Revenue Bonds Principal: $2,655,000 Dated: November 29, 2012 To be called: June 1, 2021 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Tax Increment Financing 362362 Fiscal Year Principal Interest Total 2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25% 2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45% 2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60% 2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75% 2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00% Totals 4,185,000 220,773 4,405,773 3,634,915 770,858 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,610,000$ Lower Muscatine-Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 2,000,000 Normandy Drive Restoration Project 409,050 Fairmeadows Restroom & Splash Pad 95,000 Intra-city Bike Trails 50,000 Scott Park Development & Trail 140,000 City Hall Projects 116,400 Projectdox Quickstart 306,000 Library Public Space Remodeling 100,000 Fire Station #3 Kitchen Remodel 35,000 Issuance Costs 119,550 Amount of Issue 7,230,000$ 2013A General Obligation Bond Issue Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 363363 Fiscal Year Principal Interest Total 2019 910,000 156,125 1,066,125 753,107 313,018 5,785,000 3.00% 2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00% 2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00% 2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50% Totals 5,785,000 535,100 6,320,100 4,464,496 1,855,604 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,890,000$ First Ave/IAIS Railroad Crossing Improvements 1,000,000 Sycamore Street - City Limits to South Gilbert Street 2,500,000 CBD Streetscape Project 1,000,000 Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 Fire SCBA/Air System Replacement 500,000 UniverCity Neighborhood Partners 500,000 Public Works Facility Master Plan 310,000 2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000 City Hall-Other Projects 244,165 Issuance Costs 166,785 Amount of Issue 11,980,000$ 2014 General Obligation/Refunding Bond Issue Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 364364 Fiscal Year Principal Interest Total 2019 740,000 115,013 855,013 783,624 71,388 5,655,000 2.00% 2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.00% 2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00% 2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00% 2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00% 2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00% 2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00% Totals 5,655,000 468,925 6,123,925 5,612,615 511,310 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 200,000$ City Hall-Other Projects 100,000 City Hall Remodel-NDS 2nd Floor 466,299 Fiber Optic Infill Program 100,000 CBD Streetscape Project 350,000 Riverside Drive Pedestrian Tunnel 100,000 Lower City Park Emergency Access Road 220,000 Mercer Park Playground 150,000 Intra-City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 700,000 Tennis Court/Pickle Ball Court Resurfacing 70,000 Youth Sports Complex Feasibility Study 50,000 Harrison Street Reconstruction 500,000 Sidewalk Infill Program 100,000 Burlington & Clinton Street Intersection Improvements 840,000 First Ave/IAIS Railroad Crossing Improvements 3,050,000 Dubuque Street/I-80 Pedestrian Bridge 276,158 Issuance Costs 112,543 7,785,000$ 2015 General Obligation Bond Issue Principal: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Project Principal Outstanding Beginning of Fiscal Year Coupon Rate Payments Property Tax Revenue Tax Increment Financing 365365 Fiscal Year Principal Interest Total - 2019 895,000 172,350 1,067,350 1,067,350 7,680,000 2.00% 2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00% 2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00% 2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00% 2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00% 2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00% 2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00% 2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00% Totals 7,680,000 774,250 8,454,250 8,454,250 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ Riverfront Crossings Riverbank/Park Development 500,000 City Park Cabin Restoration 130,000 City Park Pool Cabana Shelters 65,000 Pheasant Hill Park Renovation 25,000 Happy Hollow Park Shelter & Bathroom Upgrades 150,000 Hickory Hill Park & Trail Development 200,000 Upgrade Building BAS Controls 118,000 Mercer Aquatic & Scanlon Gym Improvements 53,000 Mormon Trek Right Turn Lane & Three Lane Conversion 650,000 1st Ave/IAIS RR Crossing Grade Separation 1,546,222 First Ave Three Lane Conversion 275,000 Washington Street Reconstruction 4,133,666 Fire/Police Storage Facility Relocation 700,000 Issuance Costs 99,112 8,795,000$ Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 2016A General Obligation Bond Issue Principal: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Payments Property Tax Revenue 366366 Fiscal Year Principal Interest Total 2019 - 384,150 384,150 384,150 12,805,000 3.00% 2020 - 384,150 384,150 384,150 12,805,000 3.00% 2021 - 384,150 384,150 384,150 12,805,000 3.00% 2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00% 2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00% 2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00% 2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00% 2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00% 2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% * 2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% * 2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% * 2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% * 2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% * 2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% * 2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% * 2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% * 2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 *890,000 26,700 916,700 916,700 890,000 3.00% * Totals 12,805,000 4,143,300 16,948,300 16,948,300 Principal payable June 1. Interest payable June 1 and December 1. * Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Amount Chauncey Building Project 12,097,250$ Capitalized Interest 657,323 Issuance Costs 50,427 Amount of Issue 12,805,000$ 2016E Taxable Urban Renewal Capital Loan Notes Principal: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Payments Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate * Project 367367 Fiscal Year Principal Interest Total 2019 905,000 190,563 1,095,563 934,678 160,884 8,865,000 2.00% 2020 920,000 172,463 1,092,463 932,033 160,429 7,960,000 2.00% 2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00% 2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00% 2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00% 2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00% 2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25% 2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50% 2027 1,085,000 27,125 1,112,125 948,808 163,317 1,085,000 2.50% Totals 8,865,000 1,022,263 9,887,263 8,435,308 1,451,954 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ Climate Action Plan Project 150,000 Permitting Software Upgrade 500,000 Public Works Facility 700,000 Riverside Drive Pedestrian Tunnel 1,434,000 Riverside Drive Streetscape Improvements 616,000 West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 500,000 Hickory Hill Park & Trail Redevelopment 400,000 Upgrade Building BAS Controls 240,000 Recreation Center Lobby Remodel 160,000 Pedestrian Mall Reconstruction 750,000 Dubuque Street Reconstruction 2,500,000 Sidewalk Infill Program 100,000 Myrtle/Riverside Intersection Signalization 900,000 Issuance Costs 134,520 Amount of Issue 9,765,000$ Project 2017A General Obligation Bonds Principal: $9,765,000 Dated: June 15, 2017 Callable: June 1, 2023 Payments Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 368368 Fiscal Year Principal Interest Total 2019 810,000 266,850 1,076,850 1,076,850 8,895,000 1.80% 2020 825,000 242,550 1,067,550 1,067,550 8,085,000 1.95% 2021 840,000 217,800 1,057,800 1,057,800 7,260,000 2.10% 2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15% 2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25% 2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35% 2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40% 2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50% 2027 960,000 58,200 1,018,200 1,018,200 1,940,000 2.60% 2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65% Totals 8,895,000 1,515,300 10,410,300 10,410,300 Principal payable June 1. Interest payable June 1 and December 1. Amount City Hall Remodel for MPOJC 150,000$ Public Works Facility 700,000 West Riverbank Stabilization 680,000 Riverfront Crossings Park Development 200,000 Creekside Park Redevelopment 650,000 Cardigan Park Development 168,500 Dubuque Street Reconstruction 5,000,000 Riverside Drive Streetscape Improvements 205,000 Gilbert Street Intersection Improvements 750,000 Rochester Ave Sidewalk Infill Project 150,000 Issuance Costs 241,500 Amount of Issue 8,895,000$ Project 2018A General Obligation Bonds Principal: $8,895,000 Dated: June 1, 2018 Callable: June 1, 2024 Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 369369 Fiscal Year Principal Interest Total 2019 2,100,000 75,350 2,175,350 2,175,350 3,100,000 2.35% 2020 1,000,000 26,000 1,026,000 1,026,000 1,000,000 2.60% Totals 3,100,000 101,350 3,201,350 3,201,350 Principal payable June 1. Interest payable June 1 and December 1. Amount Pedestrian Mall Reconstruction 3,100,000$ Project 2018B General Obligation Bonds Principal: $3,100,000 Dated: June 1, 2018 Callable: N/A Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 370370 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Storm Water Housing Authority F Y 2 0 2 0 PARKING FUND The Parking Fund accounts for the activities of the City’s parking operations. The Parking Fund is an enterprise fund and is a fully self-sustaining business-like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. Fund Balance: The Parking Fund’s unassigned fund balance on June 30, 2018 was $6,722,374, a 20.4% increase from fiscal year 2017. The increase was primarily due to the sale of City Hall’s parking lot for development. During fiscal year 2015, the 2009 Parking Revenue bonds was defeased early which eliminated the parking revenue bond’s debt service payments. The Parking Fund borrowed just under $2.5 million from the Landfill Cell Replacement Reserve to assist in the early defeasance. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/19 Total Payment FY20 FY20 Principal FY20 Interest 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,423,385 $ 289,143 $ 249,735 $ 39,408 The fiscal year 2019 year-end unassigned fund balance is estimated to increase 10.6% to $7,437,212. This increase is primarily due to the net surplus being generated by the parking ramp operations. In fiscal year 2020, the unassigned fund balance is estimated to increase 7.4% to $7,986,694. This increase is again due to the parking ramp operations. (1)FY19 and FY20 figures are estimates 373373 Estimated restricted fund balance at June 30, 2020 is $1,500,000. This restricted fund balance represents funds held in the Parking Debt Service Reserve from the sale of the City Hall parking lot in fiscal year 2018 and from the sale of the parking lot at the corner of Court & Linn Streets in fiscal year 2016. These funds are being used to make lease-purchase payments on the Harrison Street parking garage, which began in fiscal year 2017. A parking impact fee, which deals with off-street parking requirements, is required for residential development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate Railway main-line to the south. The revenues from the impact fee are to provide parking facilities in the Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Neighborhood & Development Services department collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. No funds are currently being held because of this impact fee. Revenues: Rates for the Parking System are set by the City Council. Parking System rates are reviewed annually. The following tables list hourly and monthly Parking System rates and charges as approved by the City Council. These rates include hourly rate adjustments that became effective on July 1, 2013 and the monthly permit rate adjustments that became effective on July 1, 2017. Hourly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $1.00 $1.00 $0.75 $1.00 $0.75 2014* 1.00 1.00 0.75 1.00 -- 2007 0.75 0.75 0.60 0.75 -- 2002 0.60 0.60 0.50 0.60 -- 2001 0.50 0.50 0.40 0.60 -- 1997 0.50 0.50 0.40 -- -- 1993 0.50 0.45 0.40 -- -- *Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free. Monthly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $85.00 $85.00 $85.00 $85.00 $85.00 2011 80.00 80.00 80.00 80.00 -- 2010 80.00 80.00 70.00 80.00 -- 2007 75.00 65.00 60.00 75.00 -- 2004 70.00 60.00 55.00 70.00 -- 2002 60.00 50.00 45.00 60.00 -- 2001 55.00 45.00 40.00 60.00 -- Surface parking lots charge $65.00 per month for parking permits. 374374 Revenues: Fiscal year 2020 revenue is estimated to increase 1.3% when compared to fiscal year 2019 estimated revenue. This increase is anticipated primarily due to increased parking ramp usage. Parking service charges are approximately 95% of fund revenues and parking fines are about 3%. Expenditures: Fiscal year 2020 budgeted expenditures represent a 0.9% increase from fiscal year 2019 estimated expenditures. This increase is primarily related to an increase in services expenditures in Parking Administration. The Parking Fund is budgeting $675,000 for transfers to the Capital Projects Fund for parking facility restoration and repairs and parking equipment upgrades. 375375 Long-term Projections: Future revenues for the Parking Fund are projected to be relatively flat over the next five years, with no planned rate increases. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Debt Service expenditures drop in fiscal year 2022 as the City plans to pay an extra $2 million towards the Parking Lease Purchase agreement in fiscal year 2020 and an extra $1.5 million in fiscal year 2021. Fiscal year 2021 also includes higher than average Transfers Out for Capital Projects. 376376 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 3,713,076$ 10,742,693$ 11,082,223$ 12,222,373$ 10,937,211$ 9,486,694$ Revenues: Use Of Money And Property Interest Revenues 35,348$ 35,397$ 123,441$ 35,400$ 123,441$ 123,441$ Charges For Fees And Services Parking Charges 5,239,882 5,230,823 5,493,004 5,711,630 5,769,240 5,769,240 Miscellaneous Parking Fines 198,370 221,917 155,488 221,920 155,490 155,490 Other Misc Revenue 40,459 39,794 35,280 35,016 35,000 35,000 Other Financial Sources Sale Of Assets 5,502,850 - 2,679,169 - - - Sub-Total Revenues 11,016,908 5,527,930 8,486,558 6,003,966 6,083,351 6,083,351 Transfers In: 1) Debt Service Transfers 5,500,000 1,100,821 3,100,821 1,021,221 1,021,221 1,021,221 Sub-Total Transfers In 5,500,000 1,100,821 3,100,821 1,021,221 1,021,221 1,021,221 Total Revenues & Transfers In 16,516,908$ 6,628,751$ 11,587,379$ 7,025,187$ 7,104,572$ 7,104,572$ Expenditures: Parking Administration 1,307,195$ 1,188,524$ 1,364,542$ 1,271,562$ 1,467,604$ 1,500,851$ On Street Operations 753,636 749,591 808,802 936,076 883,932 917,081 Parking Ramp Operations 1,151,908 1,196,100 1,241,932 1,322,802 1,236,376 1,266,784 Parking Debt Service - 1,100,821 3,100,821 3,021,221 3,021,221 2,521,221 Sub-Total Expenditures 3,212,740 4,235,036 6,516,098 6,551,661 6,609,133 6,205,937 Transfers Out: Capital Improvement Projects 553,107 725,000 595,000 495,000 675,000 1,320,000 1) Debt Service Transfers 5,500,000 1,100,821 3,100,821 1,021,221 1,021,221 1,021,221 Interfund Loan Repayment to Landfill 221,444 228,364 235,310 242,467 249,736 257,438 Sub-Total Transfers Out 6,274,551 2,054,185 3,931,131 1,758,688 1,945,957 2,598,659 Total Expenditures & Transfers Out 9,487,291$ 6,289,221$ 10,447,229$ 8,310,349$ 8,555,090$ 8,804,596$ Fund Balance, June 30 10,742,693$ 11,082,223$ 12,222,373$ 10,937,211$ 9,486,694$ 7,786,670$ Restricted / Committed /Assigned 5,885,583 5,500,000 5,500,000 3,500,000 1,500,000 (0) Unassigned Balance 4,857,110$ 5,582,223$ 6,722,374$ 7,437,212$ 7,986,694$ 7,786,670$ % of Revenues & Transfers In 29%84%58%106%112%110% 1) Same Fund Transfers Parking (7100 - 7102) Fund Summary 377377 PARKING OPERATIONS The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The Division oversees the operation of six ramps, five surface lots, downtown loading zones, on-street (metered) parking, and on-street parking in the near downtown areas. Parking Services enforces parking regulations in the central business district and surrounding areas, while the Police Department enforces parking regulations in residential areas. The Division’s budget is organized into four activities: Parking Administration Parking Administration personnel consists of a 25% cost share of the Transportation Services Administration budget, 2.50 FTE Operations Supervisors, 0.38 FTE Operations Specialist, and 0.75 Customer Service Representative positions. Administration oversees the operation of: On-Street and Parking Lot Operations Short-term meters (1-2 hours) are concentrated in the core of the downtown. These meters are intended for those that are looking to have short visits to shop, dine, etc., in downtown Iowa City. Meter terms become longer as you move further away from the downtown core. The Parking Division also operates the following parking lots: North Area • Schumann Lot (near Market & Dubuque) • Market Street Lot (Blue Bird Cafe) Central Area • Recreation Center Lot • Burlington Street Lot (near Mill Restaurant) South Area • Maiden Lane Parking Lot (west of Gilbert Street) Parking Ramp Operations Cashiered Garages: • Dubuque Street Garage (Burlington Street & Dubuque Street) One block south of the Public Library • Capitol Street Garage (Burlington Street & Capitol Street) Adjoins Old Capitol Town Center Unattended Garages: • Chauncey Swan Garage (Washington Street across from City Hall) • Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use commercial/parking facility • Court Street Transportation Center (Dubuque and Court Street) mixed-use commercial/parking facility. Managed by the Transit Division • Harrison Street Garage (Harrison Street & Dubuque Street) mixed-use residential/public parking facility opened April of 2017 378378 Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds and the Harrison Street lease-purchase agreement, which are repaid with parking revenue. HIGHLIGHTS • Completed fifth year of First Hour Free resulting in over 1.1 million hours of free parking • Issued RFP with University of Iowa to implement a bicycle sharing program • There were 131,545 total digital parking transactions (Passport app) for a total of $262,170 in FY18. Recent Accomplishments: • Completed $400,000 5-year ramp restoration project • Additional moped and motorcycle parking Upcoming Challenges: • Multiple high-density mixed-use/ residential developments coming online • Access and revenue equipment approaching 10 years of service • Increased near-downtown neighborhood residential parking demands • Integrating bike share bicycle parking in the right-of-way Staffing: FY2018 FY2019 FY2020 Total FTE’s 21.63 21.38 19.63 Staffing Level Change Summary: Parking Ramp Operations eliminated 1.75 FTE Cashiers in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. 379379 Financial Highlights: Parking Administration services expenditures increased by $191,450 or 21.7% due to an increase in financial service and charges and administrative services costs. On Street Services capital outlay decreased by $52,969 in fiscal year 2020 due to the EV Charging Stations and power washer budgeted in fiscal year 2019. 380380 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Transient Hours Parked 4,762,105 5,145,968 4,981,945 5,063,659 5,147,055 Percent Change 6.9%8.1%-3.2%1.6%1.6% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Credit Card Usage – Access Controlled Facilities FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 62%67%70%71%74% Enhanced Community Engagement and Intergovernmental Relations Increase convenience and access for parking customers. Increase credit card usage as a payment mechanism to 75%. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Encourage a Vibrant and Walkable Urban Core Provide convenient parking options. Increase transient hours parked in downtown on-street and off- street spaces. 381381 Activity: Parking Administration (810110)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 35,348$ 35,397$ 123,441$ 35,400$ 123,441$ 123,441$ Miscellaneous Parking Fines 198,370 221,917 155,488 221,920 155,490 155,490 Other Misc Revenue 14,905 3,254 (2,471) - - - Other Financial Sources Sale Of Assets 5,500,000 - 2,679,169 - - - Total Revenues 5,748,623$ 260,567$ 2,955,627$ 257,320$ 278,931$ 278,931$ Expenditures: Personnel 487,872$ 361,437$ 358,746$ 384,358$ 389,450$ 401,134$ Services 818,224 826,991 1,005,164 881,204 1,072,654 1,094,107 Supplies 1,100 96 633 - 5,500 5,610 Capital Outlay - - - 6,000 - - Total Expenditures 1,307,195$ 1,188,524$ 1,364,542$ 1,271,562$ 1,467,604$ 1,500,851$ Personnel Services - FTE 2016 2017 2018 2019 2020 Assoc Dir -Trans Service 0.50 - - - - Customer Service Rep - Transp. Serv.1.00 1.00 0.75 0.75 Operations Supv - Trans Serv 2.50 2.50 2.50 2.50 2.50 Operations Specialist - Transp. Serv.0.38 0.38 0.38 0.38 0.38 Transportation and Res Mgmt Director 0.50 - - - - Total Personnel 3.88 3.88 3.88 3.63 3.63 Capital Outlay 2018 2020 Copier 6,000$ -$ Total Capital Outlay 6,000$ -$ Activity Summary 382382 Activity: On Street Operations (810120)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges 1,637,424$ 1,701,595$ 1,635,719$ 1,686,370$ 1,641,380$ 1,641,380$ Miscellaneous Other Misc Revenue 104 (283) (133) - - - Other Financial Sources Sale Of Assets 2,850 - - - - - Total Revenues 1,640,378$ 1,701,312$ 1,635,585$ 1,686,370$ 1,641,380$ 1,641,380$ Expenditures: Personnel 466,062$ 422,139$ 429,708$ 557,501$ 587,042$ 604,653$ Services 275,559 283,639 366,126 293,348 267,496 272,846 Supplies 12,015 10,250 7,137 12,258 9,394 9,582 Capital Outlay - 33,563 5,831 72,969 20,000 30,000 Total Expenditures 753,636$ 749,591$ 808,802$ 936,076$ 883,932$ 917,081$ Personnel Services - FTE 2016 2017 2018 2019 2020 Customer Service Rep - Pkg 1.50 - - - - Electronics Technician - Transp. Serv.1.00 1.00 1.00 1.00 1.00 MW II - Transportation Serv. 2.00 2.00 2.00 2.00 2.00 Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00 Total Personnel 9.50 8.00 8.00 8.00 8.00 Capital Outlay 2019 2020 EV Charging Stations 39,169$ -$ Hot Power Washer 11,800 - Coin Counter 9,500 - Paint Striper 7,500 - Bike racks - replacement/expansion 5,000 20,000 Total Capital Outlay 72,969$ 20,000$ Activity Summary 383383 Activity: Parking Ramp Operations (810140)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges -$ -$ 175$ -$ 180$ 180$ Parking Charges 3,602,457 3,529,228 3,857,285 4,025,260 4,127,860 4,127,860 Miscellaneous Other Misc Revenue 25,450 36,823 37,885 35,016 35,000 35,000 Total Revenues 3,627,907$ 3,566,051$ 3,895,345$ 4,060,276$ 4,163,040$ 4,163,040$ Expenditures: Personnel 577,978$ 574,444$ 544,767$ 680,365$ 568,081$ 585,123$ Services 501,974 560,415 641,010 621,141 651,090 664,112 Supplies 46,797 43,320 44,695 21,296 17,205 17,549 Capital Outlay 25,160 17,920 11,460 - - - Total Expenditures 1,151,908$ 1,196,100$ 1,241,932$ 1,322,802$ 1,236,376$ 1,266,784$ Personnel Services - FTE 2016 2017 2018 2019 2020 Cashier - Parking 6.75 6.75 6.75 6.75 5.00 M.W. I - Parking Systems 2.50 2.50 2.50 2.50 2.50 Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 9.75 9.75 9.75 9.75 8.00 Activity Summary 384384 Activity: Parking Debt Service (810180)Fund: Parking (7101) Division: Parking Operations Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Transfers In: Debt Service Transfer (From Restricted Parking Impact Fees to Restricted for Debt Service)-$ 385,583$ -$ -$ -$ -$ Debt Service Transfer (From Parking Unrestricted to Restricted for Debt Service)5,500,000 715,238 3,100,821 1,021,221 1,021,221 1,021,221 Total Revenues & Transfers In 5,500,000$ 1,100,821$ 3,100,821$ 1,021,221$ 1,021,221$ 1,021,221$ Expenditures: Lease-purchase Payments -$ 1,100,821$ 3,100,821$ 3,021,221$ 3,021,221$ 2,521,221$ Total Expenditures -$ 1,100,821$ 3,100,821$ 3,021,221$ 3,021,221$ 2,521,221$ Activity Summary 385385 Issue / Use of Funds Amount of Issue FY2019 FY2020 FY2021 2017 Parking System Lease-Purchase Agreement 15,497,867 2035 11,958,305 1,021,221 1,021,221 1,021,221 Total - Parking Revenue Bonds 11,958,305 1,021,221 1,021,221 2,122,043 Fiscal Year Debt Paid in Full Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Principal Outstanding Debt Service Payments 386386 Fiscal Year Principal Interest Total 2019 545,281 475,941 1,021,221 1,021,221 11,958,305 3.98% 2020 566,983 454,238 1,021,221 1,021,221 11,413,024 3.98% 2021 589,549 431,672 1,021,221 1,021,221 10,846,041 3.98% 2022 613,013 408,208 1,021,221 1,021,221 10,256,492 3.98% 2023 637,411 383,810 1,021,221 1,021,221 9,643,479 3.98% 2024 662,780 358,442 1,021,221 1,021,221 9,006,069 3.98% 2025 689,158 332,063 1,021,221 1,021,221 8,343,289 3.98% 2026 716,587 304,634 1,021,221 1,021,221 7,654,130 3.98% 2027 745,107 276,114 1,021,221 1,021,221 6,937,543 3.98% 2028 774,762 246,459 1,021,221 1,021,221 6,192,436 3.98% 2029 805,598 215,623 1,021,221 1,021,221 5,417,674 3.98% 2030 837,661 183,561 1,021,221 1,021,221 4,612,076 3.98% 2031 871,000 150,222 1,021,221 1,021,221 3,774,415 3.98% 2032 905,665 115,556 1,021,221 1,021,221 2,903,416 3.98% 2033 941,711 79,510 1,021,221 1,021,221 1,997,750 3.98% 2034 979,191 42,030 1,021,221 1,021,221 1,056,039 3.98% 2035 76,848 3,059 79,907 79,907 76,848 3.98% Totals 11,958,305 4,461,143 16,419,448 16,419,448 * Lease Purchase Agreement call provisions: In whole: In part: Amount Harrison Street Parking Garage 15,497,867$ Project •Beginning June 1, 2018, and once per year thereafter (only on June 1), the City may prepay up to an additional $2,000,000 of principal (above the originally scheduled amount of principal then due) without penalty. Any such prepayment shall be applied in inverse order of maturity. •No call until June 1, 2024 •At 102% on any interest payment date from June 1, 2024 to May 31, 2026 •At par on any interest payment date or after June 1, 2026 2017 Parking System Lease-Purchase Agreement Principal: $15,497,867 Dated: April 11, 2017 Callable: See footnote* Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Parking Revenue 387387 TRANSIT FUND The Transit Fund accounts for the operations of the City’s public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para-transit services. In fiscal year 2018, total fund balance decreased by 4.2% or $267,942 over fiscal year 2017 to $6,159,100 primarily due to increased capital outlay expenditures. The fiscal year 2019 projected total fund balance is estimated to increase by 5.23% or $322,324 from fiscal year 2018 to $6,481,424. Total fund balance is budgeted to grow by 7.8% or $504,898 in fiscal year 2020 to $6,986,322. The increases in fund balance are due to the net revenues being generated by the Court Street Transportation Center. (1) FY19 and FY20 figures are estimates The Transit Fund has assigned fund balance for replacement reserves. For fiscal year 2020, the assigned fund balance is estimated at $4,093,476. Funds are transferred from the Transit operations to the replacement reserve to cover 20% of depreciation expense for buses and facilities. Grants typically cover about 80% of the cost of replacement, and the replacement reserves are expected to cover the remaining 20%. Twelve bus replacements were completed in fiscal year 2018 which slightly reduced the assigned fund balance from fiscal year 2017. In fiscal year 2019, $3.2 million is budgeted to be transferred to the replacement reserves. FY2016 FY2017 FY2018 FY2019 FY2020 Assigned $1,287,299 $1,275,049 $777,476 $3,913,476 $4,093,476 Unassigned $4,168,088 $5,151,993 $5,381,624 $2,567,948 $2,892,847 $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 Fund Balance (1) 388 Revenues: The Transit fund is funded through several revenue sources: • Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally-funded, application-based grant program, with annual allocations. This is 34% of fiscal year 2020 budgeted revenue. • Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including “a tax for the operation and maintenance of a municipal transit system…” Iowa City transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund. • Bus Fares: Fares amount to 27.9% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2020. • Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($85 per month) parking as well as rent from the commercial properties. • Other Revenue: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2020 revenue is projected to decrease from the fiscal year 2019 revised revenue estimates by 2.7%. The decrease is related to a decrease in state and federal revenue and a slight decrease in transit fees collected. 48.2% of the Transit Fund’s revenue comes from intergovernmental funding in fiscal year 2020. The Transit Property Tax Levy (including State backfill funds) estimated at $3,721,479 will be transferred into the Transit fund from the General fund in fiscal year 2020. Combined with the funding from other governments, approximately $5.84 million of the $8.40 million in revenues and transfers in or 69.6% is from sources of revenue that are not generated by the transit operations. This is a similar ratio to fiscal year 2019 funding. 389 Expenditures: Fiscal year 2020 budgeted expenditures represent an 1% increase from the fiscal year 2019 revised expenditure budget. The increase is related to cost of living increases and adjustments for inflation. Long-term Projections: Transit charges for service revenue is projected flat for future years with any increases coming from increases in the Transit Property Tax Transfer In. Transit Property Taxes are projected with taxable valuation growth of 3% in 2021, 2.68% in 2022, 2.7% in 2023, 2.28% in 2024 and 3.29% in 2025. Odd numbered years are re-valuation years, which lead to higher growth. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. The large spike in expenditures in fiscal year 2022 is due to the Capital Projects Transfer Out for the expected new Transit Facility. 390 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 4,762,385$ 5,455,387$ 6,427,042$ 6,159,100$ 6,481,424$ 6,986,322$ Revenues: Use Of Money And Property Interest Revenues 18,684$ 28,398$ 76,563$ 28,400$ 76,563$ 76,563$ Rents 132,007 135,943 138,761 147,270 145,699 145,699 Intergovernmental Fed Intergovnt Rev 1,494,411 1,622,763 2,616,326 1,622,763 1,497,900 1,497,900 Other State Grants 908,857 1,007,611 3,298,477 612,770 585,200 585,200 Local 28E Agreements 39,181 36,945 37,622 38,750 38,750 38,750 Charges For Fees And Services Transit Fees 1,296,204 1,260,923 1,225,688 1,260,920 1,225,690 1,225,690 Misc Charges For Svc 2,263 1,578 1,285 11,577 1,290 1,290 Refuse Charges 100 74 291 - - - Parking Charges 629,212 653,543 812,026 739,840 757,170 757,170 Miscellaneous Printed Materials 30 - - - - - Misc Merchandise 101 698 177 700 180 180 Other Misc Revenue 58,091 61,663 69,093 61,080 72,560 72,560 Other Financial Sources Sale Of Assets 3,245 2,500 - - - - Sub-Total Revenues 4,582,385 4,812,638 8,276,309 4,524,070 4,401,002 4,401,002 Transfers In: Transfer In - Transit Property Tax Levy 3,108,169 3,271,633 3,376,455 3,578,133 3,721,479 3,833,123 Transfer In - Operations to Reserve 84,611 68,817 390,222 3,231,000 275,000 180,000 Sub-Total Transfers In 3,192,780 3,340,450 3,766,677 6,809,133 3,996,479 4,013,123 Total Revenues & Transfers In 7,775,165$ 8,153,088$ 12,042,986$ 11,333,203$ 8,397,481$ 8,414,125$ Expenditures: Transit Admin 432,349$ 381,185$ 428,760$ 434,033$ 466,368$ 476,880$ Transit Operations 4,483,113 4,668,343 5,157,570 5,337,470 5,305,287 5,445,583 Fleet Maintenance 1,459,580 1,222,269 1,417,846 1,493,503 1,550,056 1,587,073 Court St Transportation Center 168,777 179,910 197,031 184,873 200,873 205,219 Replacement Reserve 374,083 475,909 4,719,500 95,000 95,000 - Sub-Total Expenditures 6,917,901 6,927,616 11,920,706 7,544,879 7,617,583 7,714,755 Transfers Out: Capital Project Fund 50,000 185,000 - 235,000 - 50,000 InterFund Loan Repay Landfill 29,651 - - - - - Reserve Transfers Out 84,611 68,817 390,222 3,231,000 275,000 180,000 Sub-Total Transfers Out 164,262 253,817 390,222 3,466,000 275,000 230,000 Total Expenditures & Transfers Out 7,082,163$ 7,181,433$ 12,310,928$ 11,010,879$ 7,892,583$ 7,944,755$ Fund Balance, June 30 5,455,387$ 6,427,042$ 6,159,100$ 6,481,424$ 6,986,322$ 7,455,692$ Restricted / Committed /Assigned 1,287,299 1,275,049 777,476 3,913,476 4,093,476 4,273,476 Unassigned Balance 4,168,088$ 5,151,993$ 5,381,624$ 2,567,948$ 2,892,847$ 3,182,217$ % of Revenues & Transfers In 54%63%45%23%34%38% Transit (7150 - 7151) Fund Summary 391 TRANSIT OPERATIONS The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. The division’s budget is organized into five activities: Transit Administration Transit Administration personnel consists of a 45% cost share of the Transportation Services Administration budget, a .50 FTE Operations Supervisor, and a .75 FTE Customer Service Representative. Administration oversees the operation of: Transit Operations (fixed-route and paratransit services) Iowa City Transit fixed route operations include 20 routes during weekday peak service within the corporate limits of Iowa City and University Heights. Fixed route bus service is operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from 5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways while providing hourly service during off-peak and Saturdays. Complimentary paratransit service is provided mirroring the hours of operation of the fixed route service. These services are contracted through an agreement with Johnson County SEATS with vehicles provided by the City of Iowa City. Fleet Maintenance Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 13 para-transit buses, all of which are ADA accessible. Court Street Transportation Center In addition to operating the public transit services, Iowa City Transit also operates the Court Street Transportation Center. This multi-use facility houses a 600 space parking facility and four commercial properties. This facility was FTA funded resulting in all revenues being directed to the transit fund. Replacement Reserve This reserve holds fund for the replacement of buses and facilities. Funds equal to 20% of the accumulated depreciation of the City’s bus fleet and maintenance facility are maintained in this reserve to be used as a match for state or federal grants. This reserve also accounts for the replacement grants and purchases activity. 392392 HIGHLIGHTS • Provided 1.5 million passenger trips in fiscal year 2018 • Provided service covering nearly 704,000 miles and 54,000 hours • Contracted para-transit service provided 86,696 passenger trips in fiscal year 2018 Recent Accomplishments: • 11 new 40’ fixed route buses with a new paint scheme were put into service • Renewed para-transit contract with Johnson County • Kicked off bus shelter revitalization program Upcoming Challenges: • May begin to see impact on transit levy from property tax reform • Obtaining federal funding for replacement and relocation of transit maintenance and storage facility • Managing increasing parking demands at the Court Street Transportation Center • Comprehensive transit system route study Staffing: FY2018 FY2019 FY2020 Total FTE’s 50.63 50.38 50.38 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Transit Operations service expenditures decreased by $92,383 or 4.7% in the fiscal year 2020 budget due to the inclusion of $200,000 in the fiscal year 2019 for a transit system route study. This was partially offset by an increase in paratransit expenses in fiscal year 2020. Supplies expenditures increased in Fleet maintenance by $104,873 due to increased fuel costs. Capital outlay expenditures in the replacement reserves include $95,000 in both fiscal year 2019 and fiscal year 2020 for the purchase of one new paratransit bus in each year. 393393 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Riders per Revenue Vehicle Hour 35.20 36.85 30.95 28.40 27.77 Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Bus or Transit Services*N/A N/A N/A 63%N/A *Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Fare-box/Expense Ratio 29%31%27%25%22% Fare-box revenues to cover 33% of operating costs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Provide safe, courteous, and quality transportation services. Increase Rides per Revenue Hour to 37. Maintain a Solid Financial Foundation Increase fare-box/expense ratio. 394394 Activity: Transit Admin (810210)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 18,684$ 28,398$ 76,563$ 28,400$ 76,563$ 76,563$ Miscellaneous Printed Materials 30 - - - - - Other Misc Revenue (3,562) - - - - - Other Financial Sources Sale Of Assets 2,700 2,500 - - - - Transfers In: Transfer In - Transit Property Tax Levy 3,108,169 3,271,633 3,376,455 3,578,133 3,721,479 3,833,123 Total Revenues & Transfers In 3,126,021$ 3,302,531$ 3,453,018$ 3,606,533$ 3,798,042$ 3,909,686$ Expenditures: Personnel 260,231$ 116,358$ 119,213$ 115,206$ 118,519$ 122,074$ Services 171,814 264,781 309,411 318,827 347,849 354,806 Supplies 304 46 136 - - - Total Expenditures 432,349$ 381,185$ 428,760$ 434,033$ 466,368$ 476,880$ Personnel Services - FTE 2016 2017 2018 2019 2020 Assoc Dir -Trans Service 0.50 - - - - Customer Service Rep - Trans Serv 0.50 1.00 1.00 0.75 0.75 Operations Supv - Trans Serv 0.50 0.50 0.50 0.50 0.50 Transportation and Res Mgmt Director 0.50 - - - - Total Personnel 2.00 1.50 1.50 1.25 1.25 Activity Summary 395 Activity: Transit Operations (810220)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Rev 1,494,411$ 1,622,763$ 1,497,897$ 1,622,763$ 1,497,900$ 1,497,900$ Other State Grants 600,242 612,769 585,201 612,770 585,200 585,200 Local 28E Agreements 39,181 36,945 37,622 38,750 38,750 38,750 Charges For Fees And Services Transit Fees 1,296,204 1,260,923 1,225,688 1,260,920 1,225,690 1,225,690 Misc Charges For Svc 2,263 1,578 1,285 11,577 1,290 1,290 Miscellaneous Other Misc Revenue - 844 8,495 - 8,460 8,460 Other Financial Sources Sale Of Assets 545 - - - - - Total Revenues 3,432,846$ 3,535,822$ 3,356,188$ 3,546,780$ 3,357,290$ 3,357,290$ Expenditures: Personnel 2,998,808$ 3,139,515$ 3,215,007$ 3,345,960$ 3,419,073$ 3,521,645$ Services 1,455,587 1,504,339 1,763,895 1,962,618 1,870,235 1,907,640 Supplies 28,718 24,489 30,710 13,892 15,979 16,299 Capital Outlay - - 147,958 15,000 - - Total Expenditures 4,483,113$ 4,668,343$ 5,157,570$ 5,337,470$ 5,305,287$ 5,445,583$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Transit 2.00 2.00 2.00 2.00 2.00 Transit Operator 37.75 37.75 37.75 37.75 37.75 M.W. II - Transit 1.00 1.00 1.00 1.00 1.00 Operations Supervisor - Transp. Serv.1.00 1.00 1.00 1.00 1.00 Operations Specialist - Transp. Serv.0.38 0.38 0.38 0.38 0.38 Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 42.63 42.63 42.63 42.63 42.63 Capital Outlay 2019 2020 Bus wraps 15,000$ -$ Total Capital Outlay 15,000$ -$ Activity Summary 396396 Activity: Fleet Maintenance (810230)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 100$ 74$ 291$ -$ -$ -$ Miscellaneous Misc Merchandise 101 698 177 700 180 180 Other Misc Revenue 5,742 4,078 999 4,080 1,000 1,000 Total Revenues 5,943$ 4,850$ 1,467$ 4,780$ 1,180$ 1,180$ Expenditures: Personnel 548,460$ 534,729$ 518,306$ 600,206$ 601,660$ 619,709$ Services 241,651 53,500 156,994 131,533 81,759 83,394 Supplies 669,469 634,040 742,546 761,764 866,637 883,970 Total Expenditures 1,459,580$ 1,222,269$ 1,417,846$ 1,493,503$ 1,550,056$ 1,587,073$ Personnel Services - FTE 2016 2017 2018 2019 2020 Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00 Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00 Operations Supv - Trans Serv 1.00 1.00 1.00 1.00 1.00 Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 Activity Summary 397397 Activity: Court St Transportation Center (810240)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents 132,007$ 135,943$ 138,761$ 147,270$ 145,699$ 145,699$ Charges For Fees And Services Parking Charges 629,212 653,543 812,026 739,840 757,170 757,170 Miscellaneous Other Misc Revenue 55,911 56,741 59,600 57,000 63,100 63,100 Total Revenues 817,130$ 846,227$ 1,010,387$ 944,110$ 965,969$ 965,969$ Expenditures: Personnel 29,969$ 30,615$ 31,597$ 31,991$ 32,839$ 33,824$ Services 136,748 147,896 163,979 151,940 167,206 170,550 Supplies 2,059 1,399 1,455 942 828 845 Total Expenditures 168,777$ 179,910$ 197,031$ 184,873$ 200,873$ 205,219$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 0.50 Activity Summary 398398 Activity: Replacement Reserve (810280/810290)Fund: Transit (7151) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev -$ -$ 1,118,429$ -$ -$ -$ Other State Grants 308,615 394,842 2,713,276 - - - Other Financial Sources Transfer In from Transit Operations 84,611 68,817 390,222 3,231,000 275,000 180,000 Total Revenues & Transfers In 393,226$ 463,659$ 4,221,927$ 3,231,000$ 275,000$ 180,000$ Expenditures: Services -$ 192$ -$ -$ -$ -$ Supplies - - 7,396 - - - Capital Outlay 374,083 475,718 4,712,104 95,000 95,000 - Total Expenditures 374,083$ 475,909$ 4,719,500$ 95,000$ 95,000$ -$ Capital Outlay 2019 2020 SEATS Bus 95,000$ 95,000$ Total Capital Outlay 95,000$ 95,000$ Activity Summary 399399 WASTEWATER FUND The Wastewater Fund accounts for the business-like operations of the City’s wastewater/sewer utility. The wastewater utility operates the City’s waste treatment plant, the sewage lift stations, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater Fund is primarily supported through user fees. The wastewater operations have been undergoing a major transformation over the last few years. The City completed a major expansion of the South Wastewater Treatment Plant during fiscal year 2015, and all of the City’s sewage treatment operations were consolidated at the South Plant. The project cost was $55 million, and was funded from $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. A project to demolish and remove the North Treatment Plant and establish wetlands and a park was started in fiscal year 2015 at an estimated cost of $6 million with the assistance of a State sales tax flood mitigation grant. The Wastewater Fund provided a $6 million loan to the Capital Projects Fund for the demolition of the North Wastewater Treatment Plant in fiscal year 2015. This loan is being repaid with the State sales tax flood mitigation grant. The loan payment schedule is as follows: Fund Balance: The Wastewater Fund’s unassigned fund balance at fiscal year 2018 year-end was lower than fiscal year 2017 by approximately 0.6%. This decrease was primarily due to the transfer of unassigned fund balance for the early call of the 2010A Sewer Revenue Capital Loan Notes on July 1, 2018. Year Principal Interest Payment Balance Rate 2015 200,000 166,598 366,598 5,800,000 0.17% 2016 200,000 166,258 366,258 5,600,000 0.28% 2017 225,000 165,698 390,698 5,375,000 0.47% 2018 975,000 164,640 1,139,640 4,400,000 0.78% 2019 1,475,000 67,708 1,542,708 2,925,000 1.21% 2020 1,750,000 49,860 1,799,860 1,175,000 1.56% 2021 1,175,000 22,560 1,197,560 - 1.92% 6,000,000 803,321 6,803,321 400400 (1) FY19 and FY20 figures are estimated In fiscal years 2019, unassigned fund balance is expected to increase by $2,292,992 or 21.3%, and in fiscal year 2020, unassigned fund balance is expected to increase $1,074,472 or 8.2% to $14,135,867. These increases are primarily due to the accelerated repayment of the Capital Projects Fund loan starting in fiscal year 2018 and decreasing Debt Service payments. The Wastewater Fund also maintains restricted fund balance reserves due to its outstanding revenue bonds. These funds are restricted in accordance with revenue bond covenants. Bond covenant requirements are monitored annually on an accrual basis and reported in the City’s Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $6,245,068 in fiscal year 2019. This is a decrease of $3,745,638 from fiscal year 2018. This decrease is due to the early call of the 2010A Sewer Revenue Capital Loan Notes budgeted in fiscal year 2019. 401401 Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for 100 cu. ft. of water used BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound BOD (per pound) greater than 2000 mg/L $0.425 per pound Suspended Solids (SS) per pound $0.227 per pound Monthly Minimum, Unmetered User $33.36 per month Manufactured Housing Park, Monthly Minimum per lot $33.36 per month Holding Tank Waste - plus landfill fees $0.032 per gallon Holding Tank Waste Hauler - Annual Permit $907.00 per year Overall, the fiscal year 2020 budgeted revenue decreased from the 2019 revised budget due to the loss of Proctor & Gamble, one of the Fund’s major customers. No changes to the City’s sewer rate structure are proposed in the fiscal year 2020 budget. Use of Money & Property primarily consists of interest on investments. 402402 Expenditures: The fiscal year 2020 budgeted expenditures, not including debt service, are estimated to be 0.2% higher than the fiscal year 2019 expenditures. This is primarily due to cost of living increases within wages and benefits. 30.5% of the Wastewater Fund’s expenditures are for revenue bond principal and interest payments. 403403 Long-term Projections: Future Charges for Services revenues for Wastewater are projected forward based on an account growth rate of 1%. The overall net decrease in total projected revenue is the result of the payoff of an interfund loan to made to the Capital Projects fund in fiscal year 2021 and a reduction in debt service transfers. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures are expected to decrease from fiscal year 2020 to fiscal year 2023 as a result of reduced Transfers Out to the Capital Projects Fund. The City has budgeted for Wastewater Capital Projects of $2.9 million in fiscal year 2020, $1.9 million in fiscal year 2021 and $1.8 million in fiscal year 2022. This decrease is also due to lowered debt service requirements. 404404 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 19,788,658$ 30,106,671$ 25,193,872$ 20,759,108$ 19,306,462$ 20,438,235$ Revenues: Licenses And Permits Misc Permits & Lic 7,483$ 10,228$ 9,436$ 10,230$ 9,440$ 9,440$ Intergovernmental Disaster Assistance - - 810 - - - Use Of Money And Property Interest Revenues 289,792 307,295 392,263 209,308 277,483 277,483 Royalties & Commiss 211 159 205 160 200 200 Charges For Fees And Services Misc Charges For Svc 1,566 192 1,950 190 500 500 Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556 Refuse Charges 62 687 2,564 690 1,000 1,000 Miscellaneous Misc Merchandise - 135 - 140 - - Other Misc Revenue 77,726 139,212 77,373 139,220 48,133 48,133 Other Financial Sources Debt Sales 10,101,495 5,130,632 - - - - Sale Of Assets - 18,392 9,648 - - - Sub-Total Revenues:22,742,715 17,883,190 13,115,285 12,636,588 11,768,312 11,768,312 Transfers In: Interfund Loans 200,000 225,000 975,000 1,475,000 1,750,000 1,175,000 Misc Transfers In - - 452 - 1,000 1,000 1) Bond Ordinance Trans 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950 Sub-Total Transfers In 4,923,813 4,695,322 6,184,314 4,458,412 4,686,300 4,037,950 Total Revenues & Transfers In 27,666,528$ 22,578,511$ 19,299,599$ 17,095,000$ 16,454,612$ 15,806,262$ Expenditures: Wastewater Administration 1,696,933$ 1,774,490$ 1,783,275$ 1,898,352$ 1,916,022$ 1,957,682$ Wastewater Treatment Plant Ops 3,385,408 3,313,192 3,436,253 3,609,958 3,599,139 3,746,359 Lift Stations 105,561 186,624 155,328 218,764 216,955 221,294 Wastewater Collection Systems 734,546 815,102 782,131 828,610 837,423 863,671 Wastewater Debt Service 4,751,636 15,171,341 9,581,769 6,729,050 2,878,000 2,878,625 Sub-Total Expenditures 10,674,084 21,260,750 15,738,755 13,284,734 9,447,539 9,667,631 Transfers Out: Capital Project Fund 1,950,000 1,760,239 2,786,745 2,279,500 2,940,000 1,870,000 1) Debt Service Funding 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950 Sub-Total Transfers Out 6,673,813 6,230,560 7,995,607 5,262,912 5,875,300 4,731,950 Total Expenditures & Transfers Out 17,347,897$ 27,491,310$ 23,734,362$ 18,547,646$ 15,322,839$ 14,399,581$ Fund Balance, June 30 30,107,288$ 25,193,872$ 20,759,108$ 19,306,462$ 20,438,235$ 21,844,916$ Prior Year Accounting Adjustment (617) - - - - - Adjusted Fund Balance, June 30 30,106,671 25,193,872 20,759,108 19,306,462 20,438,235 21,844,916 Restricted / Committed /Assigned 19,934,001 14,363,613 9,990,706 6,245,068 6,302,368 6,285,693 Unassigned Balance 10,172,670$ 10,830,259$ 10,768,403$ 13,061,395$ 14,135,867$ 15,559,223$ % of Revenues & Transfers In 37%48%56%76%86%98% 1) Same Fund Transfers required by bond covenants Wastewater (7200 - 7201) Fund Summary 405405 WASTEWATER TREATMENT OPERATIONS The Iowa City Wastewater Division exists in order to economically ensure the public health and safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the people of Iowa. The Division will achieve the mission by providing proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plant, and the local environment. Wastewater Treatment processes an average of 10.5 million gallons of wastewater per day. Staff members measure and report 120 different tests per month to the Iowa Department of Natural Resources (DNR) for both influent waste and treated effluent. Other major work elements for this division include sewer main repairs, preventative maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The division’s budget is organized into four activities: Wastewater Administration Wastewater Administration administers Wastewater division policies, procedures, budget and manages Wastewater division personnel. Wastewater Administration coordinates Wastewater division activities with other City departments and divisions. Administration oversees the wastewater treatment plant, collections, and lift stations. Wastewater Treatment Plant Operations The Wastewater Division operates and maintains one treatment plant. The Plant (f.k.a. as the “South Plant”), located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate more stringent water quality standards and future growth in residential and industrial customers. The North Plant was in service for 79 years and the site has been decommissioned and restored. Lift Stations The Wastewater Division operates and maintains 18 wastewater lift stations and 5 storm water stations throughout the city. The wastewater lift stations work in conjunction with the wastewater collection system. Wastewater lift stations are facilities designed to move wastewater from lower to higher elevation, particularly where the elevation of the source is not sufficient for gravity flow and/or when the use of gravity conveyance will result in excessive excavation depths and high sewer construction costs. The storm water lift stations are facilities designed to move storm water from flood protection areas to receiving streams thereby reducing the threat of flood damage to private and public property. 406406 Wastewater/Storm water Collection Systems The Wastewater Division maintains 300 miles of sanitary sewers and 110 miles of dedicated storm sewers. The wastewater collection system works in conjunction with the wastewater lift stations. The storm water collection system works in conjunction with the storm water lift stations and point of discharge to receiving streams. The sanitary sewer and storm water collection systems are maintained by jetting and vacuuming. Portions are periodically televised to determine status and to calculate repair priorities. Wastewater Debt Service Wastewater debt service consists of principal and interest payments on wastewater revenue bonds, which are repaid with wastewater revenue. HIGHLIGHTS Recent Accomplishments: • Construction to Install 3 biosolids dewatering presses (BFP’s), including ventilation system and sludge feed pumps and related construction is nearing completion. BFP 3 has been in operation since early 2018, and BFP’s 1 & 2 in operation since Summer 2018. We currently are operating the BFP’s through extended performance testing to insure they meet the requirements of the construction documents. • Bid let for the design of the replacement of existing 1.5KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions. Should let for construction in the next two months with completion in one year. • Replace the rake mechanisms in selected primary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Install HEX 8502 replacement as per the evaluation report, • Continue with the yearly sewer maintenance program. • Influent channel improvement to minimize grit deposition in channel are underway with construction completion early winter 2018. • Foster Road extension east of Dubuque is under construction. Coordination of connection to the existing sanitary sewer system will be monitored to maintain the operation of the system. • Continued review of development projects within the City in conjunction with the Engineering Department, to ensure that City standards are followed and that development meets the City’s long term goals. Upcoming Challenges: • Bid let for the replacement of existing 1.5KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions. Construction fall 2019. • Develop a phosphorous removal strategy in the digester complex to minimize struvite formation in the digesters that damages piping and equipment and takes up space in the digesters needed for active digestion. Will include phosphorous removal, assessment 407407 and replacement as needed for the digester complex roofs, brick facades, 15-year-old heat exchangers and other anaerobic digester equipment as needed. This study will also explore the utilization of food waste and grease trap waste for increase methane gas production, and potential uses for the gas such as generate electricity or produce CNG for vehicle use. • Replace the rake mechanisms in selected secondary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Continue with the yearly sewer maintenance program. • Continue to make repairs of sewer deficiencies as they are found to maintain the integrity of the sanitary sewer. • Dewatering roll-off - Pave area for dewatering role-off placed and elevated area. Begin use for dewatering car wash sand loads, drilling fluids and concrete saw waste. • Begin design work on the Nevada Avenue sewer replacement project. Construction to begin in CY2020. Because of the location of the sewer, construction coordination with home owners will be the key to a successful project. • Begin work on Melrose Court Sanitary Sewer Improvements. Construction coordination will be the key to a successful project outcome. • Working with other City staff to develop public service announcements concerning flushable wipes and plastic that come in with the wastewater that must be separated out of the waste stream. Would like to advise the public on the ultimate fate is of these products. Staffing: FY2018 FY2019 FY2020 Total FTE’s 26.00 26.00 26.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Supplies expenditures increased by $27,682 or 3.3% within the Wastewater Treatment Plant Operations activity primarily due to an increase in chemical supplies. Wastewater Treatment Plant Operations’ capital outlay decreased by $90,000 in fiscal year 2020 due to the inclusion of $100,000 for the plant roof replacement in fiscal year 2019. 408408 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal* Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 98.0%99.1%99.4%98.9%99.1%98.9% Total Suspended Solids (TSS) – Percent Removal* Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 98.0%97.8%99.2%98.7%98.8%98.2% Ammonia (NH3) – Percent Removal* Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 97.0%93.3%99.1%90.5%92.1%94.6% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 9 8 7 9 12 10 Sewer Jetting, Miles per Year* FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 45.5 39.3 56.0 42.7 27 40 Video Inspection, Miles per Year* FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Estimate 19.2 19.5 24.5 26.3 45 40 Protect public and private property from water damage and health hazards. Control Sanitary Sewer Overflows (SSO – sewer backups). * Higher Number is Better ** Lower Number is Better GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Protect the City’s natural resources and waterways for public health, recreation opportunities and development. Meet or exceed DNR permit requirements for sanitary sewer systems. * Higher Number is Better Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations 409409 Activity: Wastewater Administration (720110)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 289,792$ 307,295$ 392,263$ 209,308$ 277,483$ 277,483$ Charges For Fees And Services Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556 Miscellaneous Other Misc Revenue 540 - 104 - 100 100 Other Financial Sources Sale of Assets - - 9,648 - - - Total Revenues 12,554,712$ 12,583,554$ 13,023,051$ 12,485,958$ 11,709,139$ 11,709,139$ Expenditures: Personnel 279,579$ 315,374$ 310,234$ 339,203$ 343,929$ 354,247$ Services 1,370,187 1,387,852 1,427,130 1,507,864 1,521,572 1,552,003 Supplies 47,167 48,911 45,911 46,285 45,521 46,431 Capital Outlay - 22,353 - 5,000 5,000 5,000 Total Expenditures 1,696,933$ 1,774,490$ 1,783,275$ 1,898,352$ 1,916,022$ 1,957,682$ Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Supt - Wastewater 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Wastewater 0.50 1.00 1.00 1.00 1.00 Wastewater Superintendent 0.50 1.00 1.00 1.00 1.00 Project Support Assistant 0.25 - - - - Total Personnel 2.25 3.00 3.00 3.00 3.00 Capital Outlay 2019 2020 Safety Equipment 5,000$ 5,000$ Total Capital Outlay 5,000$ 5,000$ Activity Summary 410410 Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Royalties & Commissions 211$ 159$ 205$ 160$ 200$ 200$ Charges For Fees And Services Misc Charges For Services 1,566 192 1,950 190 500 500 Refuse Charges 62 687 2,564 690 1,000 1,000 Miscellaneous Other Misc Revenue 77,186 139,212 77,205 139,220 48,033 48,033 Other Financial Sources Sale Of Assets - 18,392 - - - - Total Revenues 79,024$ 158,641$ 81,924$ 140,260$ 49,733$ 49,733$ Expenditures: Personnel 1,352,816$ 1,425,076$ 1,495,141$ 1,532,080$ 1,573,712$ 1,620,924$ Services 1,128,388 1,099,485 1,146,372 1,127,609 1,137,476 1,160,226 Supplies 688,990 772,290 794,740 835,269 862,951 880,210 Capital Outlay 215,215 16,340 - 115,000 25,000 85,000 Total Expenditures 3,385,408$ 3,313,192$ 3,436,253$ 3,609,958$ 3,599,139$ 3,746,359$ Personnel Services - FTE 2016 2017 2018 2019 2020 Chemist 1.00 1.00 1.00 1.00 1.00 Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00 Laboratory Technician - WW 1.00 1.00 1.00 1.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00 Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00 M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00 Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00 TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00 Total Personnel 17.00 17.00 17.00 17.00 17.00 Capital Outlay 2019 2020 Plant Roof Replacement 100,000$ -$ D.O. Probe Replacements 15,000 25,000 Total Capital Outlay 115,000$ 25,000$ Activity Summary 411411 Activity: Lift Stations (720130)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue -$ -$ 35$ -$ -$ -$ Total Revenues -$ -$ 35$ -$ -$ -$ Expenditures: Services 74,960$ 103,975$ 127,037$ 139,268$ 137,224$ 139,968$ Supplies 25,206 72,700 28,291 69,496 79,731 81,326 Capital Outlay 5,395 9,950 - 10,000 - - Total Expenditures 105,561$ 186,624$ 155,328$ 218,764$ 216,955$ 221,294$ Capital Outlay 2019 2020 Hawkeye Lift Station Window Replacement 10,000$ -$ Total Capital Outlay 10,000$ -$ Activity Summary 412412 Activity: Wastewater Collection Systems (720140)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses 7,483$ 10,228$ 9,436$ 10,230$ 9,440$ 9,440$ Intergovernmental Disaster Assistance - - 810 - - - Miscellaneous Misc Merchandise - 135 - 140 - - Other Misc Revenue - - 28 - - - Total Revenues 7,483$ 10,363$ 10,274$ 10,370$ 9,440$ 9,440$ Expenditures: Personnel 449,608$ 449,022$ 505,045$ 540,393$ 560,004$ 576,804$ Services 203,269 180,051 175,941 178,383 183,685 187,359 Supplies 46,541 67,071 33,368 59,834 38,734 39,509 Capital Outlay 35,128 118,957 67,778 50,000 55,000 60,000 Total Expenditures 734,546$ 815,102$ 782,131$ 828,610$ 837,423$ 863,671$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. III - Wastewater Collect. 1.80 1.80 2.00 2.00 2.00 M.W. II - Wastewater Trtmnt Plnt 2.70 2.70 3.00 3.00 3.00 Sr M.W. - Wastewater Collection 0.90 0.90 1.00 1.00 1.00 Total Personnel 5.40 5.40 6.00 6.00 6.00 Capital Outlay 2019 2020 Inflow & Infiltration Repair 40,000$ 40,000$ Utility Locating Equipment 10,000 - 24" Casting Kits - 15,000 Total Capital Outlay 50,000$ 55,000$ Activity Summary 413413 Activity: Wastewater Debt Service (720800)Fund: Wastewater (7201) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales 10,101,495$ 5,130,632$ -$ -$ -$ -$ Transfers In: Bond Ordinance Trans 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950 Total Revenues & Transfers In 14,825,308$ 9,600,953$ 5,208,862$ 2,983,412$ 2,935,300$ 2,861,950$ Expenditures: Services 1,200$ 1,200$ 437$ 1,200$ 1,200$ 1,200$ Other Financial Uses Revenue Bonds Principal & Interest Payments 4,750,436 15,170,141 9,581,332 6,727,850 2,876,800 2,877,425 Total Expenditures 4,751,636$ 15,171,341$ 9,581,769$ 6,729,050$ 2,878,000$ 2,878,625$ Activity Summary 414414 Issue / Use of Funds Amount of Issue FY2019 FY2020 FY2021 2010A Sewer Revenue Refunding of Series 2001 and 2002 Revenue Bonds 15,080,000 2021 3,940,000 4,072,200 - - 2016C Sewer Revenue Refunding of Series 2008 Revenue Bonds 9,360,000 2022 7,520,000 2,164,150 2,175,550 1,855,050 2017B Sewer Revenue Refunding of Series 2009 Revenue Bonds 4,550,000 2023 4,550,000 491,500 701,250 1,022,375 Total Sewer Revenue Bonds:16,010,000 6,727,850 2,876,800 2,877,425 Principal Outstanding Fiscal Year Debt Paid in Full Debt Service Payments Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue 415415 Fiscal Year Principal Interest Total 2019 6,135,000 592,850 6,727,850 6,727,850 16,010,000 2020 2,510,000 366,800 2,876,800 2,876,800 9,875,000 2021 2,620,000 257,425 2,877,425 2,877,425 7,365,000 2022 2,660,000 152,500 2,812,500 2,812,500 4,745,000 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 Totals 16,010,000 1,421,700 17,431,700 17,431,700 Payments Principal Outstanding Beginning of Fiscal Year Sewer Revenue Sewer Revenue Bonds -Summary Debt Repayment Schedule 416416 Fiscal Year Principal Interest Total 2019 3,940,000 132,200 4,072,200 4,072,200 3,940,000 4.00% Totals 3,940,000 132,200 4,072,200 4,072,200 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2001 Sewer Revenue Bonds 10,250,000$ Refunded 2002 Sewer Revenue Bonds 5,590,000 Issuance Costs 124,077 Bond Premium (884,077) Amount of Issue 15,080,000$ Payments Principal Outstanding Beginning of Fiscal Year Sewer Revenue Coupon Rate 2010A Sewer Revenue Refunding Capital Loan Notes Principal: $15,080,000 Dated: April 15, 2010 Called: July 1, 2018 Project 417417 Fiscal Year Principal Interest Total 2019 1,920,000 244,150 2,164,150 2,164,150 7,520,000 4.00% 2020 2,010,000 165,550 2,175,550 2,175,550 5,600,000 4.00% 2021 1,765,000 90,050 1,855,050 1,855,050 3,590,000 4.00% 2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00% Totals 7,520,000 527,125 8,047,125 8,047,125 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2008 Sewer Revenue Bonds 10,022,780$ Issuance Costs 99,767 Bond Premium (762,547) Amount of Issue 9,360,000$ 2016C Sewer Revenue Refunding Capital Loan Notes Principal: $9,360,000 Dated: June 16, 2016 Callable: N/A Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 418418 Fiscal Year Principal Interest Total 2019 275,000 216,500 491,500 491,500 4,550,000 2.00% 2020 500,000 201,250 701,250 701,250 4,275,000 5.00% 2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00% 2022 835,000 125,125 960,125 960,125 2,920,000 5.00% 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00% Totals 4,550,000 762,375 5,312,375 5,312,375 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009A Sewer Revenue Bonds 5,083,955$ Issuance Costs 46,677 Bond Premium (580,632) Amount of Issue 4,550,000$ 2017B Sewer Revenue Refunding Capital Loan Notes Principal: $4,550,000 Dated: June 15, 2017 Callable: N/A Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 419419 WATER FUND The Water Fund accounts the City’s water utility operations including the operation of a water production plant, water storage facilities, water distribution system, water meter reading, and water quality monitoring. The business-like fund is primarily supported through user fees. Fund Balance: The Water Fund’s unassigned fund balance at the close of fiscal year 2018 was $8,338,438 or $414,579 lower than fiscal year 2017. The decrease in fund balance in fiscal year 2018 was due to the increase in capital projects funding. Projected unassigned fund balance in fiscal year 2019 increases to $8,418,224. (1) FY19 and FY20 figures are estimates The fiscal year 2020 unassigned fund balance is estimated to decrease $307,156 from fiscal year 2019 to $8,111,069. There is a budgeted increase in revenue from a 5% user fee rate increase; however, the user fee rate increase is necessary to help alleviate the loss of the fund’s major customer Proctor & Gamble. The Water Fund will have an estimated $3,832,224 in restricted fund balance at the end of fiscal year 2020 for revenue bond covenants. The Capital Projects Fund budget includes the issuance of $1,550,000 in water revenue bonds in fiscal year 2020 with repayment beginning in fiscal year 2021 from the Water Fund. 420420 Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates Meter Size (inches) FY19 Rate FY20 Rate 5/8 (residential) $7.42 $7.79 3/4 $8.11 $8.52 1 $9.56 $10.04 1½ $19.06 $20.01 2 $25.63 $26.91 3 $47.37 $49.74 4 $82.62 $86.75 6 $166.25 $174.56 Cubic Feet FY19 Rate FY20 Rate First 100/mo. MMC (varies) MMC (varies) 101-3,000/mo. $3.47/100 cu. ft. $3.64/100 cu. ft. 3,001 and over $2.49/100 cu. ft. $2.61/100 cu. ft. Single Purpose Meter Charges FY19 Rate FY20 Rate First 100/mo. MMC (varies) MMC (varies) Over 101/mo. $3.47/100 cu. ft. $3.64/100 cu. ft. A flat 5% rate increase is budgeted for fiscal year 2020 for all usage levels and meter sizes. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2019 to fiscal year 2020 is still expected to decrease 4.2% due the impact of the loss of Proctor & Gamble. Use of Money & Property primarily consists of interest on investments. 421421 Expenditures: The fiscal year 2020 expenditures, not including debt service, are 3.4% higher than the fiscal year 2018 revised expenditures. The largest expenditure increase was in the services expenditures budget of the Water Treatment Plant Operations activity which included higher expenditures for electricity. Revenue bond principal and interest payments are 20.8% of the Water fund’s expenditure budget for fiscal year 2020. Water revenue bond principal and interest payments and are projected to begin in fiscal year 2021 for the 2020 Water Revenue Bond issue. Other financing uses include transfers out of $1,057,350 to the Capital Projects Fund include $725,000 for the Dill Street water main replacement and $217,350 for the Spruce Street water main replacement. 422422 Long-term Projections: Future revenues are projected to increase in fiscal year 2021 with another 5% rate increase on water charges. This increase, as well as the increase in fiscal year 2020, are intended to offset the lost revenue from the loss of Proctor & Gamble. The following two years will gradually increase as the number of accounts is projected to grow by 1% annually. Fiscal year 2024 and 2025 are projected to decrease as transfers for Debt Service Payments drop off. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures increase significantly in fiscal years 2022 and 2023 due to increased Transfers Out for Capital Projects. 423423 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 12,332,979$ 16,240,827$ 18,111,079$ 11,938,239$ 12,051,887$ 11,943,294$ Revenues: Use Of Money And Property Interest Revenues 170,117$ 207,743$ 278,377$ 77,240$ 278,376$ 278,376$ Rents - - 2,400 - 2,400 2,400 Royalties & Commiss 754 418 455 420 460 460 Intergovernmental State 28E Agreements - - 57,500 - - - Disaster Assistance 491 - - - - - Charges For Fees And Services Water Charges 9,133,122 9,274,183 9,469,775 9,737,892 9,331,360 9,797,928 Miscellaneous Printed Materials 8 9 12 - - - Misc Merchandise 15,162 5,380 13,887 5,380 13,810 13,810 Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue - 33,624 - 33,590 - - Other Financial Sources Debt Sales 4,017,085 5,410,000 - - - - Sale Of Assets 8,154 1,310 2,654 - - - Sub-Total Revenues 13,346,893 14,934,666 9,827,060 9,856,522 9,628,406 10,094,974 Transfers In: 1) Bond Ordinance Transfers In 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 Misc Transfers In - - 392 - 1,000 1,000 Sub-Total Transfers In 1,999,958 1,881,033 1,816,711 1,824,915 2,003,729 2,069,472 Total Revenues & Transfers In 15,346,852$ 16,815,699$ 11,643,771$ 11,681,437$ 11,632,135$ 12,164,446$ Expenditures: Water Administration 1,358,723$ 1,648,609$ 1,690,302$ 1,764,837$ 1,768,961$ 1,807,589$ Water Treatment Plant Ops 2,050,011 2,190,170 2,326,454 2,339,000 2,427,885 2,485,388 Water Distribution System 1,082,301 1,209,545 1,462,734 1,304,604 1,418,756 1,409,057 Water Customer Service 1,108,405 1,147,512 1,264,197 1,241,279 1,260,881 1,290,678 Water Public Relations 58,043 61,019 63,873 - - - Water Debt Service 2,029,074 6,115,519 7,574,581 1,791,054 1,804,166 2,031,847 Sub-Total Expenditures 7,686,557 12,372,374 14,382,141 8,440,774 8,680,649 9,024,560 Transfers Out: Capital Project Fund 1,490,495 391,140 1,618,151 1,302,100 1,057,350 660,000 1) Debt Service Funding 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 GO Bond Abatement 306,800 300,900 - - - - Sub-Total Transfers Out 3,797,254 2,573,073 3,434,470 3,127,015 3,060,079 2,728,472 Total Expenditures & Transfers Out 11,483,811$ 14,945,447$ 17,816,611$ 11,567,789$ 11,740,728$ 11,753,032$ Fund Balance, June 30 16,196,020$ 18,111,079$ 11,938,239$ 12,051,887$ 11,943,294$ 12,354,708$ Prior Year Accounting Adjustment 44,808 - - - - - Adjusted Fund Balance, June 30 16,240,827 18,111,079 11,938,239 12,051,887 11,943,294 12,354,708 Restricted / Committed /Assigned 8,182,549 9,358,062 3,599,800 3,633,661 3,832,224 3,868,849 Unassigned Balance 8,058,278$ 8,753,017$ 8,338,438$ 8,418,225$ 8,111,070$ 8,485,859$ % of Revenues & Transfers In 53% 52% 72% 72%70%70% 1) Same Fund Transfers required by bond covenants Water (7300 - 7301) Fund Summary 424 WATER OPERATIONS The mission of the Water Division is to produce and distribute high quality drinking water for the residential, commercial, industrial and firefighting needs of Iowa City in accordance with local, state and federal drinking water standards, and to promote good stewardship of natural resources. The Water Division, as part of the Public Works Department, operates and maintains the City’s Grade IV drinking water and water distribution system that serves the City of Iowa City and University Heights. The system is in continuous operation 24/7 to provide high quality water and service, at satisfactory pressures, and in sufficient quantities to meet customer demands. Iowa City’s water exceeds all required standards set by the Environmental Protection Agency, with over 200 water quality tests performed each day by professional staff. Water quality data is available through the annual Consumer Confidence Report . The Division budget is organized into six activities: Water Administration Water Administration administers City of Iowa City and Water Division policies, procedures, budget and manages division personnel. Water Administration coordinates Water Division activities with other City departments and divisions. Water Administration also includes Public Information function and the Public Information Officer (PIO). The (PIO) creates and delivers the Consumer Confidence Report to all customers and updates the industrial water quality report for review on the City’s website. The PIO also generates informative inserts for customer water bills. Water Treatment Plant Operations Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a 16.7 million gallon per day capacity. The facility is operated 24/7 – 365 by state licensed water treatment operators who produce drinking water at the highest quality achievable. The treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated carbon filters to remove many complex unregulated compounds. Water Distribution System State licensed water distribution staff operate and maintain Iowa City’s 276 miles of water main and connections that contains pipe as old as 1886. Every year distribution operators respond to dozens of emergency main breaks, support the growth of Iowa City and maintain the integrity of the system for domestic, industrial and firefighting needs. Customer Service State licensed customer service staff support the divisions’ 28,781 active water service accounts (up 445 accounts from fiscal year 2018). Customer service personnel investigate leaks, locate water and City communication fiber assets, interface with customers on a myriad of water concerns, schedule service changes and meter water used by our customers. Public Relations The Public Relations activity which includes public information and education was moved into the Water Administration activity in fiscal year 2019. Water Debt Service Water debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. 425 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Upgraded of the water treatment plant computer control system • Implementing the distribution system long-term growth strategy • Produced more than 2 billion gallons of water in fiscal year 2018 • 100% compliant with all State and Federal drinking water regulations • Repaired 31 main breaks per 100 miles of main in fiscal year 2018 • Added 445 customer accounts • Filled 5 permanent full-time position vacancies • Worked with the IDNR and a local rural subdivision to extend drinking water service to alleviate a public health hazard • Allocate financial resources to coordinate interdivisional projects as well as water specific projects within budgetary limits • Maintain consistent levels-of-service as the City and water demands continues to grow with development and redevelopment • Rehabilitate and develop raw water resources • Adapt to a changing customer base • Succession planning and professional development of Water Division staff Staffing: FY2018 FY2019 FY2020 Total FTE’s 31.75 31.75 31.75 Staffing Level Change Summary: A 1.0 Water Engineer position was converted to a 1.0 FTE Water GIS Technician position in the fiscal year 2020 budget. Service Level Change Summary: There is a 5% rate increase factored into Water charges in the fiscal year 2020 budget. Financial Highlights: Capital outlay budgeted includes $175,000 to repair water main breaks and $200,000 to add and replace water meters. Treatment Plant Operations services expenditures increased by $32,788 due to increased electricity and repairs and maintenance costs. 426 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 New Water Main (miles)1.4 2.3 3.1 3.2 2.0 (miles)1.4 0.2 0.2 0.6 0.4 % system 0.5%0.1%0.1%0.2%0.1% Annual Locates*(tickets)7,706 7,549 7,775 7,865 8,127 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 2,059 1,944 1,957 2,007 2,133 79 73 72 74 77 $0.0086 $0.0090 $0.0095 $0.0095 $0.0095 12.9%7.5%2.6%1.7%0.8% NA 0.9%1.1%1.4%1.2% (present worth at vol. rate)$80,000 $98,000 $124,000 $113,000 Unmetered Water Loss*** Water Main Replaced * A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Water Pumped (millions of gallons*) Cost for one gallon of water** * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Maintain a Solid Financial Foundation Water Efficiency Water Use (gal. per capita per day) GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy Provide sufficient quantities of competitively priced high quality potable water to enable economic growth. Utilize long-term planning studies and prioritization matrices to make targeted distribution system investments to meet current and future water demand. Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. Metered, Unbilled Water**** ** Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue. 427427 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 37 19 14 18 31 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Non-payment Shutoffs 1,446 1,481 1,390 1,458 1,555 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 2,888 2,934 2,925 3,168 3,105 $172 $176 $179 $193 $198 * The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Encourage a Vibrant and Walkable Urban Core ($ per million gallons) Water Main Breaks* (per 100 miles) Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. Energy Use* (kWh per million gallons) Minimize service interruptions from infrastructure failure or non- payment. * The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) 428428 Activity: Water Administration (730110)Fund: Water (7300) Division: Water Operations Department: Public Works      2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 170,117$ 207,743$ 278,377$ 77,240$ 278,376$ 278,376$ Royalties & Commiss 754 418 455 420 460 460 Intergovernmental State 28E Agreements - - 57,500 - - Charges For Fees And Services Water Charges 8,675,771 8,809,185 9,017,726 9,249,651 8,879,310 9,319,413 Miscellaneous Printed Materials 8 9 12 - - - Misc Merchandise - - 70 - - Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue - 594 - 590 - - Transfers In: Misc Transfers In - - 392 - - - Total Revenues & Transfers In 8,848,649$ 9,019,950$ 9,356,532$ 9,329,901$ 9,160,146$ 9,600,249$ Expenditures: Personnel 155,369$ 233,900$ 245,224$ 307,178$ 324,888$ 334,635$ Services 1,199,550 1,397,023 1,440,443 1,446,450 1,437,536 1,466,287 Supplies 3,804 17,686 4,636 11,209 6,537 6,668 Total Expenditures 1,358,723$ 1,648,609$ 1,690,302$ 1,764,837$ 1,768,961$ 1,807,589$ Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Supt - Water 1.00 1.00 1.00 1.00 1.00 Water Superintendent 1.00 1.00 1.00 1.00 1.00 Public Info/Ed Coord - Pub Wks - - - 0.50 0.50 Project Support Assistant 0.25 - - - - Total Personnel 2.25 2.00 2.00 2.50 2.50 Activity Summary 429 Activity: Water Treatment Plant Ops (730120)Fund: Water (7300) Division: Water Operations Department: Public Works    2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Disaster Assistance 491$ -$ -$ -$ -$ -$ Charges For Fees And Services Water Charges 161 1,273 - 1,334 - - Other Financial Sources Sale of Assets - 180 611 - - - Total Revenues 652$ 1,453$ 611$ 1,334$ -$ -$ Expenditures: Personnel 843,752$ 828,850$ 901,067$ 919,517$ 974,594$ 1,003,832$ Services 775,685 897,888 916,510 899,708 932,496 951,146 Supplies 425,244 432,833 439,780 488,275 480,795 490,411 Capital Outlay 5,330 30,600 69,098 31,500 40,000 40,000 Total Expenditures 2,050,011$ 2,190,170$ 2,326,454$ 2,339,000$ 2,427,885$ 2,485,388$ Personnel Services - FTE 2016 2017 2018 2019 2020 Laboratory Technician - Water 0.50 0.50 0.50 0.50 0.50 Maintenance Operator - Water 3.00 3.00 3.00 3.00 3.00 M.W. I - Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 1.00 T.P.O. - Water 4.00 4.00 4.00 4.00 4.00 Total Personnel 10.50 10.50 10.50 10.50 10.50 Capital Outlay 2019 2020 Process Analyzer Replacement -$ 25,000$ Wall Lighting and Receptacles - 10,000 Sample Station Replacements - 5,000 Turbidimeters 25,000 - Replace Lab Drain Plumbing 6,500 - Total Capital Outlay 31,500$ 40,000$ Activity Summary 430 Activity: Water Distribution System (730130)Fund: Water (7300) Division: Water Operations Department: Public Works    2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents -$ -$ 2,400$ -$ 2,400$ 2,400$ Charges For Fees And Services Water Charges 81,283 94,970 84,100 99,719 84,100 88,305 Miscellaneous Misc Merchandise 157 106 874 110 870 870 Other Misc Revenue - 33,000 - 33,000 - - Other Financial Sources Sale of Assets - 275 2,042 - - - Total Revenues 81,440$ 128,352$ 89,417$ 132,829$ 87,370$ 91,575$ Expenditures: Personnel 654,950$ 672,402$ 728,360$ 752,720$ 774,608$ 797,846$ Services 243,770 240,454 274,179 257,627 285,253 290,958 Supplies 119,935 113,257 93,720 104,257 117,895 120,253 Capital Outlay 63,647 183,432 366,476 190,000 241,000 200,000 Total Expenditures 1,082,301$ 1,209,545$ 1,462,734$ 1,304,604$ 1,418,756$ 1,409,057$ Personnel Services - FTE 2016 2017 2018 2019 2020 M. W. II - Water Distribution 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00 Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 1.00 Water GIS Technician - - - - 1.00 Water Engineer 1.00 1.00 1.00 1.00 - Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2019 2020 Water Main Repairs-Contracted Improvement 175,000$ 175,000$ Oversizing Water Main - 50,000 Shell Cutters for Tap Machine 5,000 6,000 Magnetic Locator 5,000 5,000 Mobile Devices 5,000 5,000 Total Capital Outlay 190,000$ 241,000$ Activity Summary 431 Activity: Water Customer Service (730140)Fund: Water (7300) Division: Water Operations Department: Public Works    2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges 375,907$ 368,754$ 367,948$ 387,188$ 367,950$ 390,211$ Miscellaneous Misc Merchandise 15,005 5,273 12,943 5,270 12,940 12,940 Other Misc Revenue - 30 - - - - Other Financial Sources Sale Of Assets 8,154 854 - - - - Total Revenues 399,066$ 374,911$ 380,892$ 392,458$ 380,890$ 403,151$ Expenditures: Personnel 783,950$ 819,248$ 856,178$ 870,291$ 887,901$ 914,538$ Services 110,669 112,414 123,582 117,733 132,956 135,615 Supplies 20,920 15,649 16,202 28,555 25,024 25,524 Capital Outlay 192,866 200,201 268,235 224,700 215,000 215,000 Total Expenditures 1,108,405$ 1,147,512$ 1,264,197$ 1,241,279$ 1,260,881$ 1,290,678$ Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 1.00 1.00 1.00 1.00 1.00 Customer Service Coord 1.00 1.00 1.00 1.00 1.00 M. W. II - Water Service 2.00 2.00 2.00 2.00 2.00 M. W. III - Water Service 1.00 1.00 1.00 1.00 1.00 M.W. I - Meter Reader 1.00 1.00 1.00 1.00 1.00 M.W. I-Water Customer Service 3.00 3.00 3.00 3.00 3.00 Water Services Clerk 1.75 1.75 1.75 1.75 1.75 Total Personnel 10.75 10.75 10.75 10.75 10.75 Capital Outlay 2019 2020 Radio Read Devices 16,100$ 15,000$ Other Operating Equipment 8,600 - Water Meters 200,000 200,000 Total Capital Outlay 224,700$ 215,000$ Activity Summary 432 Activity: Water Public Relations (730150)Fund: Water (7300) Division: Water Operations Department: Public Works    2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Expenditures: Personnel 47,106$ 49,931$ 52,525$ -$ -$ -$ Services 10,886 11,088 11,348 - - - Supplies 51 - - - - - Total Expenditures 58,043$ 61,019$ 63,873$ -$ -$ -$ Personnel Services - FTE 2016 2017 2018 2019 2020 Public Info/Ed Coord - Pub Wks 0.50 0.50 0.50 - - Total Personnel 0.50 0.50 0.50 - - Activity: Water Debt Service (730800)Fund: Water (7301) Division: Water Operations Department: Public Works    2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales 4,017,085$ 5,410,000$ -$ -$ -$ -$ Transfers In: Bond Ordinance Transfers In 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 Total Revenues & Transfers In 6,017,044$ 7,291,033$ 1,816,319$ 1,824,915$ 2,002,729$ 2,068,472$ Expenditures: Services 1,200$ 1,200$ 437$ 1,200$ 1,200$ 1,600$ Other Financial Uses Revenue Bonds Principal & Interest Payments 2,027,874 6,114,319 7,574,144 1,789,854 1,802,966 2,030,247 Total Expenditures 2,029,074$ 6,115,519$ 7,574,581$ 1,791,054$ 1,804,166$ 2,031,847$ Activity Summary Activity Summary 433 Issue / Use of Funds Amount of Issue FY2019 FY2020 FY2021 Y 2012C Water Revenue Refunding of Series 2002 Revenue Bonds 4,950,000 2023 2,595,000 541,253 547,440 547,140 2016D Water Revenue Refunding of Series 2008 Revenue Bonds 3,650,000 2025 3,270,000 523,113 517,488 520,863 2017C Water Revenue Refunding of Series 2009 Revenue Bonds 5,910,000 2026 5,910,000 725,488 738,038 755,038 2019 Proposed Water Revenue Bonds 1,581,000 2029 - - - 207,207 Total - Water Revenue Bonds 11,775,000 1,789,853 1,802,965 2,030,247 Fiscal Year Debt Paid in Full Principal Outstanding Water Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Debt Service Payments 434434 Fiscal Year Principal Interest Total Water Revenue 2019 1,510,000 279,853 1,789,853 1,789,853 11,775,000 2020 1,565,000 237,965 1,802,965 1,802,965 10,265,000 2021 1,630,000 193,040 1,823,040 1,823,040 8,700,000 2022 1,690,000 146,190 1,836,190 1,836,190 7,070,000 2023 1,755,000 97,145 1,852,145 1,852,145 5,380,000 2024 1,745,000 55,825 1,800,825 1,800,825 3,625,000 2025 1,325,000 26,081 1,351,081 1,351,081 1,880,000 2026 555,000 6,244 561,244 561,244 555,000 Totals 11,775,000 1,042,343 12,817,343 12,817,343 Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Bonds -Summary Debt Repayment Schedule by Fiscal Year 435435 Fiscal Year Principal Interest Total 2019 495,000 46,253 541,253 541,253 2,595,000 1.50% 2020 510,000 37,440 547,440 547,440 2,100,000 2.00% 2021 520,000 27,140 547,140 547,140 1,590,000 2.00% 2022 530,000 16,640 546,640 546,640 1,070,000 2.00% 2023 540,000 5,670 545,670 545,670 540,000 2.10% Totals 2,595,000 133,143 2,728,143 2,728,143 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2002 Water Revenue Bonds 5,015,000$ Issuance Costs 15,725 Bond Premium (80,725) Amount of Issue 4,950,000$ Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Coupon Rate 2012C Water Revenue Refunding Capital Loan Notes Principal: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Project 436436 Fiscal Year Principal Interest Total 2019 405,000 118,113 523,113 523,113 3,270,000 5.00% 2020 420,000 97,488 517,488 517,488 2,865,000 5.00% 2021 445,000 75,863 520,863 520,863 2,445,000 5.00% 2022 465,000 53,113 518,113 518,113 2,000,000 5.00% 2023 490,000 29,238 519,238 519,238 1,535,000 5.00% 2024 520,000 13,088 533,088 533,088 1,045,000 1.50% 2025 525,000 4,594 529,594 529,594 525,000 1.75% Totals 3,270,000 391,494 3,661,494 3,661,494 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2008D Water Revenue Bonds 3,964,470$ Issuance Costs 67,698 Bond Premium (382,168) Amount of Issue 3,650,000$ 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 437437 Fiscal Year Principal Interest Total 2019 610,000 115,488 725,488 725,488 5,910,000 2.00% 2020 635,000 103,038 738,038 738,038 5,300,000 2.00% 2021 665,000 90,038 755,038 755,038 4,665,000 2.00% 2022 695,000 76,438 771,438 771,438 4,000,000 2.00% 2023 725,000 62,238 787,238 787,238 3,305,000 2.00% 2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00% 2025 800,000 21,488 821,488 821,488 1,355,000 2.25% 2026 555,000 6,244 561,244 561,244 555,000 2.25% Totals 5,910,000 517,706 6,427,706 6,427,706 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009B Water Revenue Bonds 5,372,468$ Water Plant Roof Replacement 400,000 Water Maintenance Building Improvements 100,000 Issuance Costs 102,315 Bond Premium (64,783) Amount of Issue 5,910,000$ 2017C Water Revenue Refunding Capital Loan Notes Principal: $5,910,000 Dated: June 15, 2017 Callable: July 1, 2022 Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 438438 REFUSE COLLECTION FUND The Refuse Collection Fund accounts for the activities of the City’s curbside pickup program for household waste, yard waste, bulky items, and appliances. The Refuse Collection Fund is an enterprise fund that is operated as a business and is primarily supported by user fees. Fund Balance: The Refuse Collection Fund’s unassigned fund balance on June 30, 2018 was $1,281,369, a 5.19% decrease from fiscal year 2017 due to transfers to the Capital Projects Fund. (1) FY19 and FY20 figures are estimates Fiscal year 2019 fund balance is projected to decrease by $797 to $1,280,572. This is primarily due to increases in capital outlay and supplies expenditures to implement the recycling and year waste program changes which have offset revenue growth. Fiscal year 2020 fund balance is projected to decrease by 3.61% to $1,234,336. This increase is primarily due to the addition of a new position within the Recycling Collection and due to capital outlay expenditures. The Refuse Collection fund has no restricted or assigned fund balances. FY2016 FY2017 FY2018 FY2019 FY2020 Unassigned $1,245,110 $1,351,518 $1,281,369 $1,280,572 $1,234,336 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 Fund Balance (1) 439 Revenues: The Refuse Collection operations are funded primarily by user fees. There are no increases proposed for the fiscal year 2020 budget. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 1% of Refuse Collection estimated revenue. Fiscal year 2020 revenue is estimated at 5.2% higher than fiscal year 2019 due to increased usage. Solid Waste Collection: Garbage Collection per month $12.00 Additional bag stickers $2.50 Curbside Recycling per month $5.10 Appliance Collection $20.00 Bulky Item Pickup: First item $12.50 Additional items $6.00 Yard Waste: Yard/Food Waste Collection per month $2.00 Per bag N/A Annual sticker N/A 440440 Expenditures: The fiscal year 2020 budgeted expenditures are estimated to be 6.5% higher than fiscal year 2019 estimated expenditures with the addition of personnel. Capital outlay costs include the purchase of refuse carts and lids and total less than 1% of the operating budget. 441441 Long-term Projections: Future revenues are projected to gradually increase as the account growth is expected to be 1% annually. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. As expenditures are projected to grow at a higher rate than revenues, in fiscal year 2022 they are expected to surpass total revenues. At this point, the City will need to consider a rate increase for Refuse charges to help cover the cost of rising expenditures 442442 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,050,437$ 1,245,110$ 1,351,518$ 1,281,369$ 1,280,572$ 1,234,336$ Revenues: Licenses And Permits General Use Permits 2,325$ 76$ -$ 80$ -$ -$ Use Of Money And Property Interest Revenues 3,455 5,710 13,833 5,710 13,833 13,833 Charges For Fees And Services Refuse Charges 3,124,983 3,153,997 3,507,539 3,484,420 3,656,150 3,656,150 Miscellaneous Other Misc Revenue (511) - 74 - - - Sub-Total Revenues 3,130,252 3,159,783 3,521,446 3,490,210 3,669,983 3,669,983 Transfers In: Misc Transfers In - - 1,324 - 2,000 2,000 Sub-Total Transfers In - - 1,324 - 2,000 2,000 Total Revenues 3,130,252$ 3,159,783$ 3,522,770$ 3,490,210$ 3,671,983$ 3,671,983$ Expenditures: Refuse Administration 394,109$ 455,189$ 454,951$ 529,448$ 524,377$ 536,720$ Refuse Operations 1,409,773 1,389,351 1,328,749 1,491,387 1,471,946 1,470,534 Yard Waste Collection 265,901 295,975 294,681 294,480 414,245 296,471 Curbside Recycling Collection 703,135 735,109 833,945 972,314 1,098,131 1,126,186 White Goods/Bulky Collection 162,661 177,751 194,450 203,378 209,520 215,201 Sub-Total Expenditures 2,935,579 3,053,376 3,106,776 3,491,007 3,718,219 3,645,111 Transfers Out: Capital Project Fund - - 486,141 - - - Sub-Total Transfers Out - - 486,141 - - - Total Expenditures & Transfers Out 2,935,579$ 3,053,376$ 3,592,918$ 3,491,007$ 3,718,219$ 3,645,111$ Fund Balance, June 30 1,245,110$ 1,351,518$ 1,281,369$ 1,280,572$ 1,234,336$ 1,261,208$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,245,110$ 1,351,518$ 1,281,369$ 1,280,572$ 1,234,336$ 1,261,208$ % of Revenues 40%43%36%37%34%34% Refuse Collection (7400) Fund Summary 443443 REFUSE COLLECTION OPERATIONS Iowa City’s refuse collection programs are designed to protect the health, safety and welfare of our community by providing prompt and safe curbside collection of waste materials. Our programs are designed around sustainable principles that promote waste reduction and ensure that items are disposed of properly. Refuse, Recycling and Organics Collection is administered by Resource Management staff within the Public Works Department. Services are provided, by City Code, to single-family homes to four-plex multi-family residential properties. Crews provide curbside pickup of garbage, recycling, yard and food waste, bulky items and appliances to almost 16,000 households on a weekly basis. Staff also provides senior residents and persons with disabilities carryout service to whom document need. The Refuse Collection budget is organized into five activities: Refuse Collection Administration Resource Management Administration oversees division policies, procedures, budget and manages Landfill Operations and Refuse Operations personnel. Refuse Collection Operations Wheeled carts have been delivered to almost all customers, making the collection process safer, cleaner and more efficient. Weekly pick-up is provided for the monthly rate; additional stickers can be purchased for bagged trash. Yard Waste Collection Yard waste such as grass, leaves and garden residue is collected via yard waste bags, in bundles, in residents’ own containers (20-35 gallons) or in a limited number of 95 gallon carts provided by the City. Food waste can be placed in City-provided 25 or 95 gallon carts or in residents’ own containers (20-35 gallons). Carts will continue to be ordered and delivered as demand continues and budget allows. Residents are also encouraged to reduce food waste and compost their own yard and food waste. Curbside Recycling Collection A recycling container is provided for each single-family residence and each multiple unit dwelling of four units or fewer. The program recently transitioned from a sorted system using 18 gallon bins to a single stream program (commingled, no sorting required) using 65 gallon carts. The larger carts provide more capacity for residents to recycle and safer, cleaner, more efficient collection. Residents may also use three City drop-off sites located throughout the community. White Goods/Bulky Items Special item collection is available via appointment; additional fees apply and are charged on utility bills. Items included in the program include furniture, electronics, appliances and tires. Customers are encouraged to donate still-usable items to local second-hand stores. 444444 HIGHLIGHTS An internal route re-balancing study began in fiscal year 2019 to increase efficiencies, particularly in refuse collection, and improve safety. It is anticipated that efficiencies will improve with the transition to single stream recycling in carts but also that the number of customers who recycle will increase since the program will be easier to use. The number of customers served has increased significantly over the past five years and has reached a point where additional staff and equipment are needed for an additional route on some days. In addition, Refuse Collection staff will be taking over the service of two of the City’s three drop-off recycling sites from Landfill Operations staff. In fiscal year 2018, Refuse Collection handled: • 9,694 tons of waste (increase of almost 500 tons over past 5 years) • 1,648 tons of recycling (increase of almost 150 tons over past 5 years) • 1,747 tons of yard waste (increase of 500 since last year) Recent Accomplishments: • Delivered 65 gallon recycling carts for all curbside customers will be complete by the end of 2019 • Added food waste to the yard waste collection program • Introduced 25 and 95 gallon carts for organics via customer request Upcoming Challenges: • 25 and 95 gallon cart delivery for organics continue as budget allows • Over 600 customers have been added over past five years with no additions to staff or equipment • Implementing findings of the route re-balance study 445445 Staffing: FY2018 FY2019 FY2020 Total FTE’s 17.50 17.88 18.88 Staffing Level Change Summary: The Refuse Fund added a 1.0 FTE M.W. II – Refuse position in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Curbside Recycling supplies expense decreased by 34% due to a carry-forward of appropriations in fiscal year 2019 from previous years for recycling carts. Capital outlay includes $35,000 for Refuse carts and lids and $125,000 for Yard Waste carts. 446446 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Residential Refuse Collection Accounts 15,331 15,405 15,620 15,780 15,962 Refuse Tonnages 9,160 9,210 9,476 9,623 9,694 Recycling Tonnages 1,496 1,508 1,525 1,570 1,648 Yard Waste Tonnages 1,629 1,696 1,689 1,317 1,747  White Goods – Scheduled Pickups FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Bulk Items 2,251 2,746 2,755 2,333 * Appliances 197 199 321 281 285  Electronics 209 241 221 156 241  White Goods Route Total Tonnages 254.17 269.56 257.80 229.65 284.31 *No longer track number of Bulk Items. Total Tonnage includes weight. Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Garbage Collection N/A N/A N/A 88%N/A Yard Waste Pick-Up N/A N/A N/A 85%N/A Recycling N/A N/A N/A 71%N/A *Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Waste Minimization - Reduce and reuse material waste produced in the community. Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. 447447 Activity: Refuse Administration (740110)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 3,455$ 5,710$ 13,833$ 5,710$ 13,833$ 13,833$ Charges For Fees And Services Refuse Charges 575 (25) 425 - - - Miscellaneous Other Misc Revenue (511) - - - - - Total Revenues 3,519$ 5,685$ 14,258$ 5,710$ 13,833$ 13,833$ Expenditures: Personnel 125,148$ 140,414$ 179,112$ 197,881$ 185,548$ 191,114$ Services 268,961 314,775 275,735 331,067 336,124 342,846 Supplies - - 104 500 2,705 2,759 Total Expenditures 394,109$ 455,189$ 454,951$ 529,448$ 524,377$ 536,720$ Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Refuse 0.50 0.50 0.50 0.38 0.38 Supt Streets/Solid Waste 0.35 - - - - Resource Management Superintendent - - 0.50 0.50 Total Personnel 1.85 1.50 1.50 1.88 1.88 Activity Summary 448448 Activity: Refuse Operations (740120)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits General Use Permits 2,325$ 76$ -$ 80$ -$ -$ Charges For Fees And Services Refuse Charges 2,167,805 2,202,716 2,281,777 2,260,530 2,281,770 2,281,770 Miscellaneous Other Misc Revenue - - 74 - - - Total Revenues 2,170,130$ 2,202,792$ 2,281,851$ 2,260,610$ 2,281,770$ 2,281,770$ Expenditures: Personnel 425,714$ 451,410$ 412,594$ 474,307$ 484,938$ 499,486$ Services 977,537 930,016 902,015 958,649 943,801 962,677 Supplies 6,521 7,925 14,140 7,931 8,207 8,371 Capital Outlay - - - 50,500 35,000 - Total Expenditures 1,409,773$ 1,389,351$ 1,328,749$ 1,491,387$ 1,471,946$ 1,470,534$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00 M.W. II - Refuse 3.00 3.00 3.00 3.00 3.00 M. W. III - Refuse 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 Capital Outlay 2019 2020 Refuse Carts and Lids 42,000$ 35,000$ GPS Tracking Hardware 8,500 - Total Capital Outlay 50,500$ 35,000$ Activity Summary 449449 Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 178,391$ 150,298$ 233,685$ 369,600$ 384,000$ 384,000$ Total Revenues 178,391$ 150,298$ 233,685$ 369,600$ 384,000$ 384,000$ Expenditures: Personnel 143,589$ 132,916$ 133,278$ 144,755$ 144,059$ 148,381$ Services 98,570 123,274 137,876 129,725 145,186 148,090 Supplies 23,742 39,786 23,528 20,000 - - Capital Outlay - - - - 125,000 - Total Expenditures 265,901$ 295,975$ 294,681$ 294,480$ 414,245$ 296,471$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Capital Outlay 2019 2020 Yard Waste Carts -$ 125,000$ Total Capital Outlay -$ 125,000$ Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 749,137$ 770,004$ 959,201$ 823,290$ 957,930$ 957,930$ Total Revenues 749,137$ 770,004$ 959,201$ 823,290$ 957,930$ 957,930$ Expenditures: Personnel 459,703$ 484,000$ 500,424$ 513,823$ 609,197$ 627,473$ Services 227,096 251,109 333,521 408,491 455,934 465,053 Supplies 16,336 - - 50,000 33,000 33,660 Total Expenditures 703,135$ 735,109$ 833,945$ 972,314$ 1,098,131$ 1,126,186$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. II - Refuse 6.00 6.00 6.00 6.00 7.00 Total Personnel 6.00 6.00 6.00 6.00 7.00 Activity Summary Activity Summary 450450 Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 29,075$ 31,004$ 32,451$ 31,000$ 32,450$ 32,450$ Total Revenues 29,075$ 31,004$ 32,451$ 31,000$ 32,450$ 32,450$ Expenditures: Personnel 107,099$ 120,268$ 136,741$ 142,788$ 148,976$ 153,446$ Services 55,562 57,483 57,708 60,590 60,544 61,755 Total Expenditures 162,661$ 177,751$ 194,450$ 203,378$ 209,520$ 215,201$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 451451 LANDFILL FUND The Landfill Fund accounts for the business-like operations of the City’s municipal landfill and recycling operations. The Landfill fund is primarily supported by user fees. Fund Balance: The Landfill Fund’s total fund balance on June 30, 2018 was $26.941 million, a 0.7% increase from the fiscal year 2017 year-end fund balance. Of the $26.941 million, $24.631 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance increase was primarily due to a decrease in transfers out to the Capital Project Fund. (1) FY19 and FY20 figures are estimates The fiscal year 2019 projected, unassigned fund balance is $2,378,335 which is a 2.98% or $68,977 increase over the fiscal year 2018 unassigned fund balance. In fiscal year 2020, the unassigned fund balance is estimated to decrease $788,511 or 33.2%. These changes are primarily due to changes in budgeted transfers out to the Capital Projects Fund. The Landfill maintains a reserve for the cell replacement. For each ton deposited at the Landfill, a transfer is made to the replacement reserve of $4.00 per ton. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2020 is $9.401 million not including projected outstanding loan balances of $1.174 million to the Parking Fund, $1,444 million to the General Fund, and $962,942 to the Road Use Tax Fund. The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows:  Closure and Post-Closure Reserves: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide assurance for the costs associated with closing the 452 landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide for the future costs associated with closing the landfill in a manner that satisfies State environmental and safety requirements, including minimizing infiltration and erosion; and sufficient to provide for the costs related to post-closure requirements.  Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of user fees for environmental protection, waste reduction, and recycling programs. The Solid Waste Surcharge Reserve balance in the Landfill Fund is reserved for these uses and is not accessible for other City projects. The Landfill will have estimated restricted fund balances at the end of fiscal year 2020 of $13.799 million for Closure/Post-Closure Reserves and $179,338 in the Solid Waste Surcharge Reserve. The Landfill Cell Replacement Reserve has three outstanding inter-fund loan as of the end of fiscal year 2019. The following is a summary of those loans: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/19 Total Payment FY20 FY20 Principal FY20 Interest Parking Fund 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,423,385 $ 289,143 $ 249,735 $ 39,408 General Fund 2019 Public Works Facility Loan 6/30/2019 $ 1,500,000 2039 $ 1,500,000 $ 99,828 $ 55,587 $ 44,241 Road Use Tax Fund 2019 Public Works Facility Loan 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494 Revenues: The Landfill Fund is primarily supported by user fees. There are no fee increases budgeted in fiscal year 2020. The major landfill fees charged are summarized as follows: Trash Disposal Rates*: Iowa City residents: $42.50 per ton Non-Iowa City residents: $47.50 per ton * The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non-Iowa City residents. Other Disposal Rates: Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor (<18”, includes peripherals) $12 TV or monitor (≥ 18”, includes peripherals) $17 Bulk electronic waste (with no TV or monitor) $3 per item 453 For fiscal year 2020, landfill charges of $5,933,293 and refuse charges of $417,800 comprise approximately 91% of the landfill’s budgeted revenue. Total revenues are estimated to decrease by 0.3% from fiscal year 2019 due to a lower estimate based upon a decrease in the prior year actual revenues. Expenditures: Fiscal year 2020 budgeted expenditures decreased $875,395 from the fiscal year 2019 revised budget. The Landfill Fund’s expenditures decreased overall due to a decrease in capital outlay in the Solid Waste Surcharge Reserve. Fiscal year 2020 expenditures include $60,000 for capital outlay which is only 1.2% of the expenditure budget. 454 Long-term Projections: Future revenues are projected out at a flat rate, assuming no rate increases or account growth. Transfers In will decrease slightly in fiscal year 2025 as the Parking Fund pays off their Interfund Loan. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes result from Transfers Out related to Capital Projects. Fiscal year 2020 is higher with the planned construction of the Landfill water main extension, but then Capital Projects transfers drop back below $1 million going forward. 455 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 24,052,856$ 24,926,189$ 26,735,285$ 26,940,544$ 24,672,414$ 24,969,581$ Revenues: Use Of Money And Property Interest Revenues 115,278$ 242,093$ 420,276$ 222,926$ 475,614$ 475,614$ Rents 34,786 62,452 73,523 62,460 73,520 73,520 Royalties & Commiss - 2,769 285 2,770 290 290 Intergovernmental Other State Grants 3,222 - 22,483 90,000 20,000 - Charges For Fees And Services Refuse Charges 366,079 433,804 499,331 424,250 417,800 417,800 Landfill Charges 5,686,853 6,273,574 5,933,293 6,168,980 5,933,293 5,933,293 Miscellaneous Contrib & Donations 165 60 20 - - - Misc Merchandise 17,821 19,184 13,802 19,180 20,000 20,000 Intra-City Charges 17,718 22,619 16,145 - 16,145 16,145 Other Misc Revenue 26,905 33,393 49,627 29,230 38,120 38,120 Sub-Total Revenues 6,268,826 7,089,948 7,028,784 7,019,796 6,994,782 6,974,782 Transfer In: Interfund Loans 251,095 228,364 235,310 242,467 342,381 352,893 Misc Transfers In 1,341,275 975,522 1,139,531 959,748 984,603 984,603 Sub-Total Transfers In 1,592,370 1,203,886 1,374,841 1,202,215 1,326,984 1,337,496 Total Revenues & Transfers In 7,861,196$ 8,293,834$ 8,403,625$ 8,222,011$ 8,321,766$ 8,312,278$ Expenditures: Landfill Administration 587,850$ 839,138$ 788,943$ 865,730$ 924,139$ 944,892$ Landfill Operations 3,894,779 4,049,431 3,896,971 4,118,645 4,195,598 4,280,216 Solid Waste Surcharge Reserve 67,467 85,395 254,734 1,101,017 90,260 92,876 Sub-Total Expenditures 4,550,096 4,973,964 4,940,648 6,085,392 5,209,997 5,317,984 Transfers Out: Capital Project Funding 1,056,976 535,251 2,120,176 945,000 1,830,000 800,000 Misc Transfers Out 1,341,275 975,522 1,137,543 959,748 984,603 984,603 Interfund Loan - - - 2,500,000 - - Sub-Total Transfers Out 2,398,251 1,510,773 3,257,719 4,404,748 2,814,603 1,784,603 Total Expenditures & Transfers Out 6,948,348$ 6,484,738$ 8,198,366$ 10,490,140$ 8,024,600$ 7,102,587$ Fund Balance, June 30 24,965,704$ 26,735,285$ 26,940,544$ 24,672,414$ 24,969,581$ 26,179,271$ Prior Year Accounting Adjustment (39,515) - - - - - Adjusted Fund Balance*, June 30 24,926,189 26,735,285 26,940,544 24,672,414 24,969,581 26,179,271 Restricted / Committed /Assigned 23,349,124 24,703,421 24,631,185 22,294,079 23,379,756 24,993,329 Unassigned Balance 1,577,065$ 2,031,864$ 2,309,358$ 2,378,335$ 1,589,824$ 1,185,942$ % of Revenues & Transfers In 20%24%27%29%19%14% Landfill (7500 - 7504) Fund Summary 456456 LANDFILL OPERATIONS The Iowa City Landfill and Recycling Center (Landfill) is committed to providing environmentally and fiscally responsible solid waste, composting, and recycling facilities while working towards significantly reducing the regional reliance on solid waste disposal. The Landfill will operate in accordance with the rules and regulations of the U.S. Environmental Protection Agency (EPA) and the Iowa Department of Natural Resources (DNR). The Iowa City Landfill and Recycling Center is administered by Resource Management staff within the Public Works Department. The Landfill serves Johnson County, Kalona, and Riverside. Solid waste is disposed according to federal and state regulations to make sure that environmental protection is in place. The Landfill has been designated an Environmental Management System (EMS) by the Iowa DNR; this status allows for independent goal setting and tracking as well as access to dedicated funds. The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This legislation initiated recycling programs for these items, which are still in place today. In addition, City Council has banned corrugated cardboard, televisions, and computer screens from the Landfill; these items must now be recycled. The Landfill’s budget is organized into the following five activities: Landfill Administration Resource Management oversees division policies, procedures, budget, and manages Landfill Operations and Refuse Operations personnel. Landfill Administration coordinates Landfill Operations activities with other City departments and divisions. Landfill Operations Annually, the Landfill takes in about 140,000 tons of solid waste and collects hundreds of groundwater samples to evaluate environmental compliance. The landfill is about 425 acres in size, about half which is closed or active landfill cells. The remaining land is used as a buffer for surrounding properties and wetlands. The Eastside Recycling Center is located at 2401 Scott Boulevard SE. Facilities include a LEED platinum-certified environmental education building, a bulk water station, drop- off areas for waste oil and recycling, and sales of Iowa City Community Compost and wood chips. The site also provides space for the Iowa Valley Habitat for Humanity, ReStore and the Friends of Historic Preservation’s Salvage Barn. Through a partnership with ReStore, electronics are accepted for recycling. In an effort to meet the State of Iowa's waste reduction goals, Iowa City has implemented waste reduction, reuse, recycling, and composting programs. These 457457 programs are designed to promote higher and better use of materials and natural resources. Landfill Replacement Reserve This activity accounts for funds that are assigned for the replacement of closed landfill cells. These activities include acquiring land, land improvements, and cell construction. Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction, and recycling programs. Landfill Assurance Reserves for Closure and Post-Closure Assurance Reserves account for state-mandated set-asides for costs associated with closing the landfill and ongoing maintenance of the closed landfill site in accordance with Iowa Administrative Code, the DNR policies, and other environmental regulations. HIGHLIGHTS •Waste reduction and recycling programs continue to be improved to reduce natural resource use and long-term reliance on the landfill •A corrugated cardboard ban was successfully implemented in January 2018 •Solid Waste Surcharge Reserve funds are being used to purchase a large quantity of recycling and organics carts for Iowa City’s curbside collection program Recent Accomplishments: •A 7.2-acre landfill cell was completed; at current fill rates this will provide space for approximately 5.7 years •A dual extraction pumping system to remove leachate from landfill gas wells was completed •A new Caterpillar D8 bulldozer was purchased Upcoming Challenges: •Increase trash compaction rates by increasing equipment time on trash and moving to flat-filling operations •Multiple program roll-outs in the previous two years have increased the need for ongoing education and outreach to the service area •Continue to increase opportunities for residents and qualifying small businesses to properly dispose of hazardous materials 458458 Staffing: FY2018 FY2019 FY2020 Total FTE’s 14.00 14.88 15.88 Staffing Level Change Summary: The Landfill Operations activity added a 1.0 FTE Landfill Operator, as well as seasonal temporary workers in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Landfill Administration service expenditures increased by 6.9% primarily due to increased administrative services chargebacks. Landfill Operations supplies expenditures decreased by 20.8% due to an increased rock budget in fiscal year 2019 for the construction of a rain day pad and new road. The Landfill Replacement Reserve has an increased revenue budget for Interfund Loans in fiscal year 2020 as repayment begins on the loan for the new Public Works Facility from the General and Road Use Tax Funds. The Solid Waste Surcharge Reserve activity has $1,005,000 budgeted in capital outlay to assist in purchasing recycling and organics curbside collection carts in fiscal year 2019. 459459 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 115,642 123,410 126,743 137,025 140,658  Organics (Food Waste) Tons Diverted to Composting FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 484 439 549 760 1,032  Recycling Drop Site Tons Collected FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 723 769 778 817 1,178  Amount (%) of All Solid Waste Recycled FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 14.0%14.1%9.9%9.8%8.4% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations & Promote Environmental Sustainability Waste Minimization - Reduce and reuse material waste produced in the community. Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. 460460 Activity: Landfill Administration (750110)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 44,565$ 176,249$ 362,171$ 176,250$ 362,171$ 362,171$ Miscellaneous Other Misc Revenue 1,500 - - - - - Total Revenues 46,065$ 176,249$ 362,171$ 176,250$ 362,171$ 362,171$ Expenditures: Personnel 125,312$ 136,947$ 175,669$ 206,986$ 227,027$ 233,838$ Services 461,824 701,695 612,259 651,815 696,710 710,644 Supplies 715 497 1,015 6,929 402 410 Total Expenditures 587,850$ 839,138$ 788,943$ 865,730$ 924,139$ 944,892$ Personnel Services - FTE 2016 2017 2018 2019 2020 Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Solid Waste - 0.50 0.50 0.88 0.88 Sr Clerk/Typist - Wastewater 0.50 - - - - Wastewater Superintendent 0.50 - - - - Resource Management Superintendent - - - 0.50 0.50 Total Personnel 2.00 1.50 1.50 2.38 2.38 Activity Summary 461461 Activity: Landfill Operations (750120)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 2,690$ 5,064$ 3,970$ -$ -$ -$ Rents 34,786 62,452 73,523 62,460 73,520 73,520 Royalties & Commiss - 2,769 285 2,770 290 290 Intergovernmental Other State Grants 3,222 - 22,483 - 20,000 - Charges For Fees And Services Refuse Charges 366,079 433,804 499,331 424,250 417,800 417,800 Landfill Charges 5,490,196 6,098,549 5,677,782 5,993,960 5,677,783 5,677,783 Miscellaneous Contrib & Donations 165 60 20 - - - Misc Merchandise 17,821 19,184 13,802 19,180 20,000 20,000 Intra-City Charges 17,718 22,619 16,145 - 16,145 16,145 Other Misc Revenue 25,405 33,393 49,627 29,230 38,120 38,120 Total Revenues 5,958,082$ 6,677,894$ 6,356,968$ 6,531,850$ 6,263,658$ 6,243,658$ Expenditures: Personnel 980,889$ 1,060,970$ 966,476$ 1,101,458$ 1,190,674$ 1,226,394$ Services 2,476,396 2,723,255 2,712,763 2,841,164 2,845,946 2,902,865 Supplies 90,173 84,850 140,405 125,023 98,978 100,958 Capital Outlay 347,322 180,356 77,325 51,000 60,000 50,000 Total Expenditures 3,894,779$ 4,049,431$ 3,896,971$ 4,118,645$ 4,195,598$ 4,280,216$ Personnel Services - FTE 2016 2017 2018 2019 2020 Landfill Operator 5.00 8.00 8.00 8.00 9.00 M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00 M.W. III - Landfill 2.00 - - - - Recycle Clerk - Landfill 1.00 - - - - Recycling Coordinator 0.25 - - - - Scalehouse Operator 1.50 1.50 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 - - - - Total Personnel 12.75 11.50 11.50 11.50 12.50 Capital Outlay 2019 2020 Plastic Compactor -$ 35,000$ Litter Control Backstops - 25,000 Facility Improvements 8,000 - Monitoring Instruments 25,000 - Other Operating Equipment 18,000 - Total Capital Outlay 51,000$ 60,000$ Activity Summary 462462 Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 68,023$ 60,780$ 53,834$ 46,676$ 113,143$ 113,143$ Other Financial Sources Transfer In from Landfill Operations 761,251 822,641 843,945 822,641 843,945 843,945 Interfund Loans 251,095 228,364 235,310 242,467 342,381 352,893 Total Revenues & Transfers In 1,080,369$ 1,111,784$ 1,133,088$ 1,111,784$ 1,299,469$ 1,309,981$ Transfers Out: Capital Project Fund -$ -$ 1,500,000$ -$ -$ -$ InterFund Loan - Disbursed to Other Funds - - - 2,500,000 - - Total Transfers Out -$ -$ 1,500,000$ 2,500,000$ -$ -$ Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Landfill Charges 196,656$ 175,025$ 255,510$ 175,020$ 255,510$ 255,510$ Intergovernmental Other State Grants -$ -$ -$ 90,000$ -$ -$ Total Revenues 196,656$ 175,025$ 255,510$ 265,020$ 255,510$ 255,510$ Expenditures: Personnel 59,417$ 74,821$ 52,622$ 87,949$ 81,053$ 83,485$ Services 7,638 9,210 9,361 8,068 9,207 9,391 Supplies 413 1,363 25 - - - Capital Outlay - - 192,726 1,005,000 - Total Expenditures 67,467$ 85,395$ 254,734$ 1,101,017$ 90,260$ 92,876$ Personnel Services - FTE 2016 2017 2018 2019 2020 Recycling Coordinator 0.75 0.75 1.00 1.00 1.00 Total Personnel 0.75 0.75 1.00 1.00 1.00 Capital Outlay 2019 2020 Recycling Carts and Food Waste Containers 1,005,000$ -$ Total Capital Outlay 1,005,000$ -$ Activity Summary Activity Summary 463463 Activity: Landfill Closure/Post-Closure Reserves (750230/240)Fund: Landfill (7503/4) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues -$ -$ 301$ -$ 300$ 300$ Other Financial Sources Transfer In from Landfill Operations 580,024 152,881 293,598 137,107 140,658 140,658 Total Revenues 580,024$ 152,881$ 293,899$ 137,107$ 140,958$ 140,958$ Activity Summary 464464 AIRPORT FUND The Airport Fund accounts for the operations of the municipal airport operations. The Airport Fund is managed as a business-like operation, however, it is subsidized by the City’s General Fund. The Airport Fund’s fund balance on June 30, 2018 was $216,769, a 29.67% decrease from the fiscal year 2017 year-end fund balance. The decrease in fund balance was primarily the result of an increase in capital outlay expenditures. In fiscal year 2019, fund balance is estimated to increase by 16.78% to $253,159. This increase is due a decrease in the transfers out to the Capital Project Fund. In fiscal year 2020, the fund balance is project to increase by 5.26% to $266,475. This increase is a result of steady capital outlay expenditures and slightly increased revenue. (1)FY19 and FY20 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport. Revenues: For fiscal year 2020, 90% of Airport Fund revenue is provided through rentals of airport property. The General Fund property tax subsidy for airport operations has been reduced from $13,209 in fiscal year 2017 to $9,687 in fiscal year 2018 and to $0 in fiscal years 2019 and 2020. There is also an annual transfer of $100,000 from the General Fund to the Airport Fund to help fund the airport’s capital improvement program. 465465 Expenditures: In the fiscal year 2020 budget, operating expenditures increased from the fiscal year 2019 budget by 2.1% to $364,678 primarily due to cost of living and inflation adjustments and an increase in repair and maintenance expenditures. Capital outlay of $10,000 is budgeted for fiscal year 2019 versus estimated capital outlay expenditures of $12,000 in fiscal year 2020. 466466 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 611,028$ 572,874$ 308,219$ 216,769$ 253,159$ 266,475$ Revenues: Use Of Money And Property Interest Revenues 4,432$ 1,005$ 4,231$ -$ -$ -$ Rents 300,282 310,413 317,430 325,000 326,520 326,520 Royalties & Commiss 33,040 35,280 31,018 36,500 36,500 36,500 Miscellaneous Contrib & Donations - - 7,500 - - - Misc Merchandise - - 3,260 - - - Other Misc Revenue 3,745 1,800 2,143 - - - Other Financial Sources Sale Of Assets - - 20,000 - - - Sub-Total Revenues 341,499 348,499 385,582 361,500 363,020 363,020 Transfers In: Transfer In from General Fund - Subsidy 121,929 113,209 109,687 100,000 100,000 100,000 Sub-Total Transfers In 121,929 113,209 109,687 100,000 100,000 100,000 Total Revenues & Transfers In 463,428$ 461,708$ 495,269$ 461,500$ 463,020$ 463,020$ Expenditures: Airport Operations 408,276$ 665,802$ 468,122$ 357,310$ 364,678$ 370,539$ Sub-Total Expenditures 408,276 665,802 468,122 357,310 364,678 370,539 Transfers Out: Capital Project Fund 93,307 60,561 118,597 67,800 85,025 47,500 Sub-Total Transfers Out 93,307 60,561 118,597 67,800 85,025 47,500 Total Expenditures & Transfers Out 501,583$ 726,362$ 586,719$ 425,110$ 449,703$ 418,039$ Fund Balance, June 30 572,874$ 308,219$ 216,769$ 253,159$ 266,475$ 311,457$ Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000 Unassigned Balance 472,874$ 208,219$ 116,769$ 153,159$ 166,475$ 211,457$ % of Revenues & Transfers In 102%45%24%33%36%46% Airport (7600) Fund Summary 467467 AIRPORT OPERATIONS The Iowa City Municipal Airport, directed by the Airport Commission, provides a safe, cost- effective general aviation facility. The Airport creates and enriches economic, educational, healthcare, cultural, and recreational opportunities for the greater Iowa City community. The Iowa City Airport Commission is a five member commission of Iowa City residents. The Airport Commission duties are as follows: To exercise all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. HIGHLIGHTS •The Iowa City Municipal Airport has secured over $11.1 million in state and federal grants since 2010 •The University of Iowa continues to conduct research at their Operator Performance Laboratory at the Airport •The Airport collaborated with the Optimist Club to host the annual pancake breakfast •The Airport celebrated it’s 100th anniversary in 2018 with a weekend event that saw over 600 people take an airplane ride •The Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million to the Iowa City area Recent Accomplishments: Upcoming Challenges: •Completed the Airport Obstruction Mitigation Environmental Assessment with FAA Grant •Received Iowa DOT Grant for Terminal Apron Reconstruction •Hosted 100th Anniversary weekend •FAA/State funding priority changes •Obstruction Mitigation •Increasing revenue to support operations 468468 Staffing: FY2018 FY2019 FY2020 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no staffing service level changes in the fiscal year 2020 budget. Financial Highlights: Capital outlay expenditures include funds for a box blade attachment for $12,000 in the fiscal year 2020 budget. 469469 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Revenue Generated through Airport Land Sales $212,505 $930,843 $0 $0 $20,000 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Outstanding Loan Balance $679,145 $0 $0 $0 $0 Inter-Fund Loan Repayments FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Principal $180,513 $679,145 $0 $0 $0 Interest $32,834 $20,843 $0 $0 $0 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Hangar Rental Revenue $250,383 $275,683 $255,590 $265,290 $265,914 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 General Levy Support for Operations $72,342 $68,415 $21,929 $13,209 $9,687 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Fuel Flowage FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Jet Fuel Sold 202,307 217,617 263,185 297,176 331,312 Av Gas Sold 74,097 64,133 46,899 52,573 55,875 Total Gallons Sold 276,404 281,750 310,084 349,749 387,187 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Based Aircraft (Number of Aircraft Based at IOW)85 85 92 92 92 Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations. Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Note: 70% of land sale revenue is directed to inter-fund loan repayments Promote a Strong and Resilient Local Economy 470470 Activity: Airport Operations (850110)Fund: Airport (7600) Division: Airport Operations Department: Airport 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 4,432$ 1,005$ 4,231$ -$ -$ -$ Rents 300,282 310,413 317,430 325,000 326,520 326,520 Royalties & Commiss 33,040 35,280 31,018 36,500 36,500 36,500 Miscellaneous Contrib & Donations - - 7,500 - - - Misc Merchandise - - 3,260 Other Misc Revenue 3,745 1,800 2,143 - - - Other Financial Sources Sale Of Assets - - 20,000 - - - Transfers In: Transfer In from General Fund - Ops Subsidy 21,929 13,209 9,687 - - - Total Revenues & Transfers In 363,428$ 361,708$ 395,269$ 361,500$ 363,020$ 363,020$ Expenditures: Personnel 72,631$ 74,945$ 77,081$ 78,961$ 80,690$ 83,111$ Services 235,333 235,228 315,237 258,835 264,711 270,005 Supplies 21,793 9,789 25,381 9,514 7,277 7,423 Capital Outlay 78,518 345,840 50,423 10,000 12,000 10,000 Total Expenditures 408,276$ 665,802$ 468,122$ 357,310$ 364,678$ 370,539$ Personnel Services - FTE 2016 2017 2018 2019 2020 Airport Operations Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Capital Outlay 2019 2020 Box Blade for Tractor -$ 12,000$ Furniture Replacement 10,000 - Total Capital Outlay 10,000$ 12,000$ Activity Summary 471471 STORM WATER FUND The Storm Water Fund is an enterprise fund that accounts for the activities of the City’s Storm Water Utility. Fund Balance: The Storm Water Fund’s fund balance on June 30, 2018 was $795,950 which was a 22.86% decrease from the fiscal year 2017. The fiscal year 2019 fund balance is estimated to decrease 14.76% from fiscal year 2018 to $678,435. These decreases are primarily due to transfers out to the Capital Projects Fund totaling $1,327,568 in fiscal year 2018 and $1,109,000 in fiscal year 2019. Fiscal year 2020 projected fund balance represents a 9.88% increase over the fiscal year 2018 estimated year-end balance at $745,497. This is primarily due to a decrease in the transfers out to the Capital Projects Fund and a Storm Water Utility fee rate increase. (1) FY19 and FY20 figures are estimates Revenues: The Storm Water Fund is primarily funded through a monthly Storm Water Utility fee. This fee is being increased in fiscal year 2020 by $.50 per equivalent residential unit (ERU) per month to $5.00 per ERU and by $.25 per rental unit per month to $2.75 per rental unit per month. This fee was last increased in fiscal year 2017 by $1.00 per ERU per month and $.50 per rental unit per month. Approximately 99% of the Storm Water Fund’s operations are funded through Storm Water Utility fees. Interest on investments and miscellaneous revenue comprise less than 1% of Storm Water Fund’s revenue. Fiscal year 2020 revenues are estimated to increase from fiscal year 2019 due to the fee rate increase. 472472 Expenditures: Fiscal year 2020 adopted expenditures represent a $133,083 or 24.74% increase from the fiscal year 2019 estimated expenditures. The increase is primarily attributed to an increase in personnel expenditures. 473473 Long-term Projections: Future revenues are projected to hold steady for fiscal year 2021 and then increase gradually as account growth is estimated at 1% annually. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes in expenditures result from varying Transfers Out related to Capital Projects. Fiscal year 2021 total expenditures are expected to drop significantly due to a smaller transfer for Capital Projects, with the same transfer increasing by $1 million in fiscal year 2022. 474474 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,571,994$ 1,170,823$ 1,031,912$ 795,950$ 678,435$ 745,497$ Revenues: Use Of Money And Property Interest Revenues 5,837$ 7,063$ 16,283$ 7,060$ 10,000$ 10,000$ Intergovernmental Disaster Assistance 261 - 5,276 - - - Charges For Fees And Services Building & Devlpmt - 21,512 8,299 - - - Storm Water Charges 1,167,517 1,522,294 1,551,384 1,522,290 1,709,510 1,709,510 Miscellaneous Intra-City Charges - 628 7,577 - 7,500 7,500 Other Misc Revenue - 136,926 492 - - - Sub-Total Revenues 1,173,615 1,688,423 1,589,311 1,529,350 1,727,010 1,727,010 Transfers In: Misc Transfers In - - 250 - 1,000 1,000 Sub-Total Transfers In - - 250 - 1,000 1,000 Total Revenues 1,173,615$ 1,688,423$ 1,589,560$ 1,529,350$ 1,728,010$ 1,728,010$ Expenditures: Storm Water Operations 738,102$ 747,069$ 497,954$ 537,865$ 670,948$ 687,590$ Sub-Total Expenditures 738,102 747,069 497,954 537,865 670,948 687,590 Transfers Out: Capital Project Fund 836,945 1,080,265 1,327,568 1,109,000 990,000 380,000 Sub-Total Transfers Out 836,945 1,080,265 1,327,568 1,109,000 990,000 380,000 Total Expenditures & Transfers Out 1,575,047$ 1,827,334$ 1,825,522$ 1,646,865$ 1,660,948$ 1,067,590$ Fund Balance, June 30 1,170,562$ 1,031,912$ 795,950$ 678,435$ 745,497$ 1,405,917$ Prior Year Accounting Adjustment 262 - - - - - Adjusted Fund Balance, June 30 1,170,823 1,031,912 795,950 678,435 745,497 1,405,917 Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,170,823$ 1,031,912$ 795,950$ 678,435$ 745,497$ 1,405,917$ % of Revenues 100%61%50%44%43%81% Storm Water (7700) Fund Summary 475475 STORM WATER OPERATIONS The Iowa City Storm Water utility exists to provide safe, clean, and healthy waterways for our community. We do this by using education, outreach, community involvement, volunteers, capital projects, and enforcement of our City’s Ordinances that provide for and protect our watersheds. When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any pollutant that is directed into the storm water drainage system bypasses any treatment and flows directly into our waterways and to those downstream from us. This creates hazards for people, wildlife, and the environment. Protecting storm water quality keeps our waterways healthy and preserves wildlife habitat. The National Pollutant Discharge Elimination System (NPDES) is a federal program that regulates storm water discharge into waterways. To comply with the federal requirements, the City of Iowa City received a permit to discharge storm water and develop programs to reduce the discharge of pollutants carried by storm water into our local waterways. The local Storm Water Program is administered by the Engineering Division of the Public Works Department. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Hosted 40 events, where volunteers logged 2,615 hours of service to clean up the City’s watersheds, waterways, wetlands, prairies, and other natural spaces in 2017 • The Storm Water Quality Best Management Practices Program participated in a total of 30 projects aimed at improving storm water runoff water quality throughout the community, providing approximately $31,500 toward total combined project costs • Initiated 12 creek repair projects totaling approximately $42,353 to repair damaged areas along Willow Creek and Ralston Creek • On-going maintenance and repair of aging storm water infrastructure • On-going maintenance of storm water detention basins • On-going creek maintenance projects. • Improving the quality of storm water runoff related to the City’s MS4 permit • Inspections and enforcement resulting from complaints received related to storm water issues • Reviewing and updating the Storm Water Management Ordinance in conjunction with the new Natural Areas Management Plan • Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City 476476 Staffing: FY2018 FY2019 FY2020 Total FTE’s 1.50 1.50 2.50 Staffing Level Change Summary: A 1.0 FTE Storm Water Technician position was added in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Service expenditures increased by $25,167 or 7.9% due to an increase in administrative services chargebacks and an increase in consultant services. 477477 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Stormwater Quality BMP – Grant Applications FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number Funded 7 16 22 25 36  Amount $51,431 $71,737 $35,289 $41,500 $51,312 Creek Maintenance – Grant Applications FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number Funded 2 1 8 9 5 Amount $12,069 $1,750 $53,050 $46,000 $19,650 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Stormwater Volunteer Program CY 2013*CY 2014*CY 2015*CY 2016**CY 2017*** Events 34 25 28 25 40 Volunteers 1,341 529 644 667 814 Volunteer Hours 4,439 1,800 1,987 2,113 2,615 Value $92,908 $39,150 $44,211 $48,493 $59,439 * amount is calculated using FEMA’s Volunteer Rate of $17.55/hour *** amount is calculated using FEMA’s Volunteer Rate of $22.73/hour Integrate volunteers to perform labor intensive water quality related projects. Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. ** amount is calculated using FEMA’s Volunteer Rate of $22.95/hour GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Promote Environmental Sustainability Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Continue the investment and reinvestment in Best Management Practices. Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability Provide plan review and inspection of Best Management Practices for stormwater quality improvements. 478478 Activity: Storm Water Operations (770110)Fund: Storm Water (7700) Division: Engineering Services Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 5,837$ 7,063$ 16,283$ 7,060$ 10,000$ 10,000$ Intergovernmental Disaster Assistance 261 - 5,276 - - - Charges For Fees And Services Building & Devlpmt - 21,512 8,299 - - - Storm Water Charges 1,167,517 1,522,294 1,551,384 1,522,290 1,709,510 1,709,510 Miscellaneous Intra-City Charges - 628 7,577 - 7,500 7,500 Other Misc Revenue - 136,926 492 - - - Total Revenues 1,173,615$ 1,688,423$ 1,589,311$ 1,529,350$ 1,727,010$ 1,727,010$ Expenditures: Personnel 227,483$ 233,047$ 193,954$ 213,456$ 322,294$ 331,963$ Services 271,276 360,683 300,532 320,211 345,378 352,286 Supplies 2,781 1,706 3,469 4,198 3,276 3,342 Capital Outlay 236,562 151,633 - - - - Total Expenditures 738,102$ 747,069$ 497,954$ 537,865$ 670,948$ 687,590$ Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. III - Wastewater Collection 0.20 0.20 - - - M.W. II - Wastewater Treatment Plant 0.30 0.30 - - - Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 0.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Storm Water Technician - - - - 1.00 Sr. M.W. - Wastewater Collection 0.10 0.10 - - - Project Support Assistant 0.50 - - - - Total Personnel 2.60 2.10 1.50 1.50 2.50 Activity Summary 479479 HOUSING AUTHORITY FUND The Housing Authority Fund is an enterprise fund that accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City-owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority Fund’s total fund balance on June 30, 2018 was $7,017,559, an increase of $260,890 or 3.86% from the fiscal year 2017 year-end fund balance. The increase in fiscal year 2018 was primarily due to an increase in the Housing Voucher administrative fee. At the end of fiscal year 2018, $3,150,222 in fund balance will be restricted for maintenance and development of Public Housing units and the development of affordable homeownership opportunities. Fund balance history is as follows: (1) FY19 and FY20 are estimates Fiscal year 2019 revised year-end fund balance is budgeted to decrease by 27.55% or $1,933,682 over the fiscal year 2018 ending balance. The fiscal year 2019 decrease is due to budgeted capital outlay within the Public Housing activity to purchase low income housing units in the Chauncey Building and the Augusta Place. Fiscal year 2020 projected fund balance is expected to increase by 4.86% over the fiscal year 2019 fund balance to $5,330,927 due an increase in HUD funding and lower repair and maintenance expenditures. 480480 Revenues: HUD allocations account for approximately 95% of ICHA revenue. ICHA is projected to receive $9.143 million in federal funding through HUD in fiscal year 2020. This is a 5.1% increase from fiscal year 2019 projections. Expenditures: Fiscal year 2020 estimated expenditures are budgeted to decrease from the fiscal year 2019 estimated expenditures by $2,090,303 or 18.28% which primarily represents a decrease in capital outlay. 89% of the Housing fund budget is to provide services to citizens. 481481 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,911,701$ 6,350,911$ 6,756,668$ 7,017,559$ 5,083,877$ 5,330,927$ Revenues: Use Of Money And Property Interest Revenues 18,668$ 31,291$ 78,971$ 31,940$ 32,000$ 32,000$ Rents 300,137 321,157 322,998 321,160 323,000 323,000 Royalties & Commissions 66,115 59,866 54,164 59,870 54,160 54,160 Intergovernmental Fed Intergovnt Rev 8,318,431 8,486,847 9,109,749 8,697,937 9,142,572 9,142,572 Miscellaneous Other Misc Revenue 21,065 69,642 39,321 68,580 41,330 41,330 Other Financial Sources Loan Repayments 93,154 14,748 13,496 14,750 13,496 13,496 Insurance Recoveries - - - 316,898 - - Sale Of Assets 1,740 119,500 1,811 - - - Sub-Total Revenues 8,819,308 9,103,051 9,620,510 9,511,135 9,606,558 9,606,558 Misc Transfers In - - 29,287 32,750 29,290 29,290 Sub-Total Transfers In - - 29,287 32,750 29,290 29,290 Total Revenues & Transfers In 8,819,308$ 9,103,051$ 9,649,797$ 9,543,885$ 9,635,848$ 9,635,848$ Expenditures: Voucher Program 7,771,499$ 8,138,340$ 8,655,039$ 8,338,263$ 8,879,608$ 9,065,221$ Public Housing Program 563,415 512,867 687,089 3,091,355 459,707 470,720 Sub-Total Expenditures 8,334,915 8,651,207 9,342,128 11,429,618 9,339,315 9,535,942 Transfers Out: Operating Subsidy - PILOT Gen Fund 18,914 19,292 19,582 20,072 20,714 21,335 Misc Transfers Out - Director Reimb 26,270 26,795 27,197 27,877 28,769 29,632 Sub-Total Transfers Out 45,184 46,087 46,779 47,949 49,483 50,967 Total Expenditures & Transfers Out 8,380,099$ 8,697,294$ 9,388,907$ 11,477,567$ 9,388,798$ 9,586,909$ Fund Balance, June 30 6,350,911$ 6,756,668$ 7,017,559$ 5,083,877$ 5,330,927$ 5,379,866$ Restricted / Committed /Assigned 2,939,110 3,096,024 3,150,222 1,109,722 1,139,718 1,169,714 Unassigned Balance 3,411,800$ 3,660,645$ 3,867,337$ 3,974,155$ 4,191,209$ 4,210,152$ % of Revenues & Transfers In 39%40%40%42%43%44% City of Iowa City Housing Authority (7900 - 7922) Fund Summary 482482 HOUSING AUTHORITY OPERATIONS To improve quality of life, the Iowa City Housing Authority acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide information and education, housing assistance, and public and private partnership opportunities. The Housing Authority is in the Neighborhood and Development Services Department and was established in 1969 to administer housing assistance programs throughout its jurisdiction, including all of Johnson County, Iowa County and portions of Washington County. Annually, the Housing Authority assists approximately 1,400 low-income families to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans’ Supportive Housing (VASH) Programs. Homeownership opportunities exist in the HCV Homeownership Program. Participation in all programs requires the families meet federally established income guidelines. The Housing Authority’s budget is organized into three activities: Administration, Voucher Programs, and Public Housing. The division also manages Peninsula Apartments; a description of this activity may be found in the Special Revenue Fund section of this document. Housing Authority Administration Housing Authority Administration personnel manage all of the housing programs. These expenditures are fully allocated to the Voucher and Public Housing programs. Voucher Programs The Housing Authority works with over 400 owners/ landlords and administers 1,298 HCV and VASH vouchers. Public Housing The City of Iowa City owns 81 public housing units; the Housing Authority serves as the landlord and rents these units to eligible tenants. They are low-density units scattered throughout Iowa City and were constructed to conform and blend into the existing neighborhood architecture. HIGHLIGHTS • The Housing Choice Voucher Program paid approximately $7.6+ million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in CY2017. • The Housing Authority paid over $300,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in CY2017. • Since 1998, 197 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down Payment Assistance, and UniverCity). 483483 Recent Accomplishments: • Achieved High Performance Status for the Housing Choice Voucher program for FY2018 • In CY2017, maintained a 100.6% lease- up rate for the combined HCV and VASH programs • In CY2017 maintained a 97% lease-up rate for Public Housing • Maintained a 100% lease-up rate for the Peninsula Apartments Upcoming Challenges: • HUD funds the Housing Authority on a calendar year basis; however, we never know what our actual budgets are until May or June of the calendar year • Dispelling damaging myths regarding Housing Authority programs and participants • Maintain lease-up rates of at least 98% for the HCV, VASH, & Public Housing programs; 100% for Peninsula Apartments • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities Staffing: FY2018 FY2019 FY2020 Total FTE’s 9.60 9.50 9.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The Housing Voucher activity services expenditures increased $519,630 in the fiscal year 2020 budget due to an increase in landlord rents based off fiscal year 2018 actuals. The Public Housing activity service expenditures decreased by $228,158 primarily due to amended repairs and maintenance expenses in the fiscal year 2019 revised budget. Additionally, the fiscal year 2019 capital outlay includes $1,000,000 for units to be purchased in the Chauncey Building and $1,080,000 for units to be purchased in Augusta Place. 484484 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total Participants 156 177 190 218 244  % of Participants with Escrow Accounts 73%81%78%80%88% % of Participants with Reduced or Eliminated Family Investment Program Cash Assistance 20% No longer a FSS grant reporting requirement. No longer a FSS grant reporting requirement. No longer a FSS grant reporting requirement. No longer a FSS grant reporting requirement.  % of Participants with Increased Income versus Prior Year 52%53%61%62%63% FSS Graduates 24 24 31 29 36  Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Actual Occupancy Rate for Fiscal Year (Goal – 95%)97%97%97%95%94% CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 % of All Emergency Work Orders Completed within 24 hours (Goal – 100%) 100%100%100%100%100% Average Number of Calendar Days of All Non-Emergency Work Orders (Goal – < 25 days) 1.6 days 1.9 days 2.1 days 1.3 days 1.3 days Maintain a scattered sites Public Housing program. Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Foster Healthy Neighborhoods throughout the City The Family Self-Sufficiency (FSS) Program: Promote self- sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Poverty Prevention & Alleviation - Prevent people from falling into poverty and proactively enable those who are living in poverty to obtain greater, lasting economic stability and security. Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. 485485 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 HCVP Homeownership Vouchers $103,583 $74,996 $69,775 $72,413 $71,456  HCVP Non-Elderly Disabled Vouchers $340,728 $317,995 $310,781 $298,345 $307,722  HCVP Portable Vouchers $206,207 $208,845 $162,703 $150,080 $236,581  VASH Vouchers $147,750 $204,079 $269,026 $297,677 $306,378  All Other HCVP Vouchers $4,815,043 $5,185,345 $5,666,479 $5,844,223 $6,142,064  Total Voucher Utilization (# of vouchers leased on the first day of the month) 94%98%101%98%101% Total Voucher Utilization (# of vouchers leased on the last day of the month) 97%100%102%99%101% Provide homeownership opportunities through the HCV homeownership program. Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location-efficient and affordable housing options for all residents. Affordable Rental Housing: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. 486486 Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910) Division: Neighborhood Services Department: Neighborhood & Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues (427)$ (646)$ (611)$ -$ -$ -$ Royalties & Commiss 65,997 59,616 53,870 59,620 53,870 53,870 Intergovernmental Fed Intergovnt Rev 7,999,151 8,109,685 8,733,809 8,176,997 8,921,012 8,921,012 Miscellaneous Other Misc Revenue 12,529 57,061 35,955 59,640 37,520 37,520 Transfers In: Misc Transfers In - - 29,287 - 29,290 - Total Revenues & Transfers In 8,077,250$ 8,225,716$ 8,852,310$ 8,296,257$ 9,041,692$ 9,012,402$ Expenditures: Personnel 713,541$ 732,925$ 753,768$ 781,132$ 802,093$ 826,156$ Services 7,053,753 7,400,264 7,886,130 7,551,959 8,071,589 8,233,021 Supplies 4,206 5,152 15,140 5,172 5,926 6,045 Total Expenditures 7,771,499$ 8,138,340$ 8,655,039$ 8,338,263$ 8,879,608$ 9,065,221$ Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 0.50 0.30 0.30 0.25 0.25 F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50 Housing Administrator 0.78 0.78 0.78 0.78 0.78 Housing Assistant 0.24 - - - - Housing Office Manager 0.96 0.96 0.96 0.96 0.96 Housing Program Assistant 3.84 3.84 3.84 3.84 3.84 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Housing Choice Voucher Program Coord 0.94 1.00 1.00 1.00 1.00 Total Personnel 8.26 7.88 7.88 7.83 7.83 Activity Summary 487487 Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*) Division: Neighborhood Services Department: Neighborhood & Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 19,094$ 31,937$ 79,582$ 31,940$ 32,000$ 32,000$ Rents 300,137 321,157 322,998 321,160 323,000 323,000 Royalties & Commissions 118 251 295 250 290 290 Intergovernmental Fed Intergovnt Rev 319,280 377,162 375,940 520,940 221,560 221,560 Miscellaneous Other Misc Revenue 8,536 12,581 3,366 8,940 3,810 3,810 Other Financial Sources Loans 93,154 14,748 13,496 14,750 13,496 13,496 Insurance Recoveries - - - 316,898 - - Sale Of Assets 1,740 119,500 1,811 - - - Total Revenues 742,059$ 877,335$ 797,488$ 1,214,878$ 594,156$ 594,156$ Expenditures: Personnel 171,482$ 172,432$ 177,918$ 178,106$ 181,957$ 187,415$ Services 313,854 325,316 415,826 504,330 276,172 281,695 Supplies 5,080 11,731 33,448 12,021 1,578 1,610 Capital Outlay 73,000 3,388 59,898 2,396,898 - - Total Expenditures 563,415$ 512,867$ 687,089$ 3,091,355$ 459,707$ 470,720$ Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 0.50 0.30 0.30 0.25 0.25 F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50 Housing Administrator 0.22 0.22 0.22 0.22 0.22 Housing Assistant 0.01 - - - - Housing Office Manager 0.04 0.04 0.04 0.04 0.04 Housing Program Assistant 0.16 0.16 0.16 0.16 0.16 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.93 1.72 1.72 1.67 1.67 Capital Outlay 2019 2020 Building Repairs 316,898$ -$ Purchase Units - Chauncey Building 1,000,000 - Purchase Units - Augusta Place 1,080,000 - Total Capital Outlay 2,396,898$ -$ Activity Summary 488488 CAPITAL PROJECTS FUND Fund Summary Summary by Division Summary by Funding Source Annual Recurring Projects Project Summary by Name Unfunded Projects F Y 2 0 2 0 CAPITAL PROJECTS FUND The Capital Projects Fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City’s issuance of bonded debt and for the construction and replacement of the City’s buildings and infrastructure. The first two years of the five-year capital improvement program (CIP) are certified as part of the operating budget in the Capital Projects Fund. The current five-year CIP is for years 2019-2023. Capital improvement projects involve the construction, purchase, or renovation of city facilities or property. Most of the projects are specific, non-recurring major improvements to the City's physical plant, are permanent in nature, and are greater than $25,000 and have a useful life of three years or more. The City also budgets annually recurring project funds for non-specified improvements of a specific nature; these funds are to be spent on improvements that meet the same definition above. Funding sources for capital improvement projects may be from operating funds, bond proceeds, grants, donations, and a variety of other funding sources. The three largest sources of funds are operating transfers in, bonded debt, and state and federal grants. For the CIP for years 2019-2023, the total funding sources are $163,522,501, and the total expenditures are $163,357,501. The difference between the total expenditures and the total funding sources over the five-year period is a result of funding sources that are being realized to cover prior year expenditures such as planning and design. The 2020 CIP expenditures of $31,313,422 will be certified as part of the fiscal year 2020 operating budget. Budgeted fiscal year 2020 Capital Projects Fund expenditures also include $49,860 of interest expense payments to the Wastewater Treatment Fund. Total Capital Projects Fund fiscal year 2020 budgeted expenditures are $31,363,282. The 2020 CIP funding sources of $32,286,422 will also be certified as part of the fiscal year 2020 operating budget. Budgeted fiscal year 2020 Capital Projects Fund revenues and transfers in also include State sales tax grant funding of $1,805,516 and a transfer in from the TIF funds to reimburse for prior year expenditures of $32,479. Total Capital Projects Fund fiscal year 2020 budgeted revenues and transfer in are $34,124,417. The changes to the 2019 CIP are amended into the fiscal year 2019 operating budget. The fiscal year 2019 Capital Projects Fund expenditure budget also includes totals from the carry forward of prior year projects that must be re-appropriated with the State. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund expenditures for fiscal year 2019 are $96,335,889; the revised budget includes the 2019 CIP expenditures of $34,436,320, prior year project carry forwards of $61,831,861, and internal loan interest payments of $67,708. 491491 The revised fiscal year 2019 Capital Projects Fund revenues and transfers in budget also includes totals from the carry forward of prior year projects. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund revenues and transfers in for fiscal year 2019 are $46,976,536; the revised budget includes the 2019 CIP funding sources of $33,378,320, State sales tax grant funding of $1,542,708, a transfer in from the TIF funds to reimburse for prior year expenditures of $48,741, and prior year project carry forwards of $12,006,767. In fiscal year 2015, the North Treatment Plant Removal project received a 20-year internal loan from the Wastewater Treatment Fund which is being repaid with a State of Iowa sales tax grant. In fiscal year 2018, this was reduced to a 7-year loan due to better align with the anticipated timing of the state sales tax grant revenues. The Capital Projects Fund’s expenditures include interest expense paid to the Wastewater Treatment Fund of $67,708, $49,860, and $22,560 for years 2019, 2020, and 2021, respectively. The Capital Project Fund budget also includes principal repayments, shown as transfers out, budgeted at $1,475,000 for 2019, $1,750,000 for 2020, and $1,175,000 for 2021; and state sales tax grant revenues budgeted at $1,551,833, $1,805,516, and $1,125,751 for years 2019, 2020, and 2021, respectively. These amounts are not reflected in the five-year CIP totals. Fund balance in the Capital Projects Fund primarily represents unspent funding sources from the current year and prior years. This balance fluctuates based on the timing of the issuance of bonds and the timing of the project expenditures. The estimated ending fund balance for fiscal year 2020 is $1,654,985. 492492   2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 21,460,930$ 32,266,210$ 56,728,217$ 51,478,203$ 643,850$ 1,654,985$ Revenues: Use Of Money And Property Interest Revenues 83,075$ 167,597$ 547,585$ -$ -$ -$ Rents 8,400 - - - - - Royalties & Commissions 95 - - - - - Intergovernmental Fed Intergovnt Rev 1,692,623 448,233 57,993 2,597,948 5,479,685 1,743,360 Disaster Assistance 7,710 155,015 71,512 - - - Other State Grants 5,436,433 11,575,849 1,802,896 8,220,424 2,349,716 1,197,560 State 28E Agreements 752,880 88,619 92,330 50,000 191,000 - Local 28E Agreements - 361,401 25,000 4,000,000 1,600,000 - Charges of Fees & Services Development Fees 96,897 232,345 - - - - Miscellaneous Contrib & Donations 353,131 275,000 94,542 215,000 100,000 - Printed Materials 750 1,380 1,245 - - - Other Misc Revenue 61,194 1,071,969 51,515 177,000 - - Other Financial Sources Sale Of Assets 142,978 2,023,694 - 1,000,000 - - Debt Sales 9,778,517 22,597,543 12,157,105 14,162,000 12,157,340 10,464,140 Internal Service (Non-Budgetary): ITS Fund 25,195 174 - - - - Sub-Total Revenues 18,439,878 38,998,819 14,901,722 30,422,372 21,877,741 13,405,060 Transfers In: Transfers-In from Governmental Funds 10,255,700 17,390,327 14,286,521 7,145,744 4,669,301 4,050,253 Transfers-In from Enterprise Funds 6,080,831 5,242,774 10,030,558 6,908,420 7,577,375 5,127,500 Transfers-In from G.O. Bonds 621,775 (154,269) (21,242) - - - Misc Transfers-In 25,000 210,625 1,380 2,500,000 - - Internal Service (Non-Budgetary): ITS Fund - (5,318) - - - - Sub-Total Transfers In 16,983,306 22,684,139 24,297,217 16,554,164 12,246,676 9,177,753 Total Revenues & Transfers In 35,423,184$ 61,682,958$ 39,198,939$ 46,976,536$ 34,124,417$ 22,582,813$ Expenditures: Governmental: General Government 1,039,952$ 184,873$ 554,521$ 8,154,897$ -$ -$ Culture & Recreation 1,314,646 1,576,659 4,702,095 14,241,315 2,569,569 2,241,000 Community and Economic Dvlpmnt 157,895 2,003,017 5,481,026 9,471,074 - - Public Safety 448,091 24,060 59,910 1,454,834 1,480,000 - Public Works 16,518,422 29,114,198 22,953,497 47,925,401 17,758,253 13,531,253 Enterprise: Parking Operations 501,974 608,083 544,815 1,152,208 675,000 1,320,000 Public Transportation - - 6,063 606,937 - 50,000 Wastewater Treatment 1,929,861 911,283 5,613,040 6,852,757 2,989,860 1,892,560 Water Operations 267,083 219,515 1,460,865 1,970,965 3,797,350 660,000 Landfill 603,283 1,372,054 1,778,140 2,117,185 520,000 800,000 Storm Water 141,406 459,705 81,536 1,226,287 915,000 380,000 Airport 449,502 87,197 211,578 1,162,029 658,250 475,000 Internal Service (Non-Budgetary): ITS Fund 424,014 61,633 - - - - Sub-Total Expenditures 23,796,129 36,622,277 43,447,087 96,335,889 31,363,282 21,349,813 Transfers Out: Capital Project Fund 621,775 373,674 (20,986) - - - Misc Transfers Out 200,000 225,000 1,022,852 1,475,000 1,750,000 1,175,000 Sub-Total Transfers Out 821,775 598,674 1,001,866 1,475,000 1,750,000 1,175,000 Total Expenditures & Transfers Out 24,617,904$ 37,220,951$ 44,448,953$ 97,810,889$ 33,113,282$ 22,524,813$ Fund Balance, June 30 32,266,210$ 56,728,217$ 51,478,203$ 643,850$ 1,654,985$ 1,712,985$ Capital Projects Fund Fund Summary 493 Capital Improvement Plan 2019-2023 City of Iowa City, Iowa SUMMARY BY DIVISION thru2019 2023 TotalCategory20192020202120222023 Airport 392,000 658,250 475,000 1,170,000 1,250,000 3,945,250 Cemetery 50,000 50,000 City Manager 6,500,000 6,500,000 Development Services 400,000 400,000 Equipment 123,200 123,200 Fire 1,480,000 1,300,000 1,900,000 4,680,000 Information Technology Services 275,000 275,000 Landfill 835,000 520,000 800,000 45,000 455,000 2,655,000 Library 25,800 400,000 425,800 Parking Operations 510,000 675,000 1,320,000 575,000 300,000 3,380,000 Parks Administration 50,000 217,000 281,000 50,000 50,000 648,000 Parks Maintenance 8,315,000 1,325,000 1,450,000 1,365,000 3,670,000 16,125,000 Police 424,750 424,750 Public Works Administration 3,775,000 3,775,000 Recreation 495,000 977,569 110,000 690,000 50,000 2,322,569 Senior Center 50,000 50,000 350,000 100,000 50,000 600,000 Storm Water 315,000 915,000 380,000 1,280,000 240,000 3,130,000 Street Operations 9,392,970 17,758,253 13,531,253 10,741,753 18,064,253 69,488,482 Transit Operations 220,000 50,000 18,000,000 50,000 18,320,000 Wastewater Treatment 1,455,500 2,940,000 1,870,000 2,025,000 10,795,500 19,086,000 Water Operations 882,100 3,797,350 660,000 974,000 690,000 7,003,450 34,436,320 31,313,422 21,327,253 38,715,753 37,564,753 163,357,501TOTAL 494494 Airport, $3,945,250 Fire, $4,680,000 Development Services, $400,000 Cemetery, $50,000 City Manager, $6,500,000 Equipment, $123,200 Information Technology Services, $275,000 Landfill, $2,655,000 Library, $425,800 Parks Administration, $648,000 Parks Maintenance, $16,125,000 Parking Operations, $3,380,000 Transit Operations, $18,320,000 Police, $424,750 Public Works Administration, $3,775,000 Recreation, $2,322,569 Senior Center, $600,000 Storm Water, $3,130,000 Street Operations, $69,488,482 Wastewater Treatment, $19,086,000 Water Operations, $7,003,450 Capital Improvement Program by Division 2019-2023 $163,357,501 495495 Capital Improvement Plan 2019-2023 City of Iowa City, Iowa PROJECTS BY DIVISION 2019 2023thru Total20192020202120222023CategoryProject #Priority Airport A3447 60,00060,000Airport Parking Lot Expansion 3 A3461 286,000286,000Airfield Pavement Rehabilitation 1 A3465 150,000150,000Runway 7 Environmental Assessment 2 A3466 1,170,0001,170,000Runway 7 Extension (213')2 A3470 566,000106,000 460,000Runway 25 Threshold Relocation 1 A3471 397,25072,250 325,000Runway 12/30 Threshold Displacement/Relocation 1 A3472 66,00066,000Self Serve Fuel Stations Kiosk Replacement 2 A3473 1,250,0001,250,000Airport Apron Expansion 2 3,945,250392,000 658,250 475,000 1,170,000 1,250,000Airport Total Cemetery R4145 50,00050,000Cemetery Road Asphalt Overlay 2 50,00050,000Cemetery Total City Manager G4723 6,500,0006,500,000County Behavioral Access Center 2 6,500,0006,500,000City Manager Total Development Services G4720 400,000400,000Permitting Software Upgrade 1 400,000400,000Development Services Total Equipment P3983 123,200123,200Equipment Shop Parking Lot Asphalt Overlay 2 123,200123,200Equipment Total Fire Z4406 4,155,000955,000 1,300,000 1,900,000Fire Apparatus Replacement Program 1 Z4407 525,000525,000Fire Station #5 1 4,680,0001,480,000 1,300,000 1,900,000Fire Total Information Technology Services G4724 275,000275,000Infrastructure Asset Management 3 275,000275,000Information Technology Services Total Landfill L3328 800,000800,000Landfill Equipment Building Replacement 2 L3330 585,000585,000Landfill Leachate Pumping System 2 496496 Total20192020202120222023CategoryProject #Priority L3333 250,000250,000Compost Pad Improvements 1 L3334 520,000520,000South Side Recycling Site 3 L3335 500,00045,000 455,000Landfill Dual Extraction System Expansion 3 2,655,000835,000 520,000 800,000 45,000 455,000Landfill Total Library B4343 400,000400,000Library Carpet and Furnishings Replacement 2 B4345 25,80025,800Library HVAC Repairs 2 425,80025,800 400,000Library Total Parking Operations T3004 1,280,00080,000 300,000 300,000 300,000 300,000Parking Facility Restoration Repair 2 T3018 75,00075,000Parking Equipment EMV Upgrade 2 T3019 165,000165,000Rec Center Parking Lot Overlay & Creek Improvement 2 T3020 960,000960,000Replacement of Electronics in Smart Parking Meters 1 T3021 200,000100,000 100,000Video Cameras for Parking Facilities 3 T3022 150,00090,000 60,000Parking Enforcement Vehicles 3 T3023 550,000275,000 275,000Parking Ramp Automated Parking Equipment 2 3,380,000510,000 675,000 1,320,000 575,000 300,000Parking Operations Total Parks Administration R4129 200,00050,000 25,000 25,000 50,000 50,000City Hall - Other Projects 1 R4133 448,000192,000 256,000City Hall Boiler System Replacement 1 648,00050,000 217,000 281,000 50,000 50,000Parks Administration Total Parks Maintenance R4130 500,000100,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1 R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1 R4185 950,000950,000Riverfront Crossings Park Development 1 R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2 R4225 902,000902,000Highway 1 Sidewalk/Trail 3 R4322 900,000900,000Willow Creek/Kiwanis Park Improvements 2 R4340 4,430,0004,430,000Pedestrian Mall Reconstruction 1 R4346 370,000370,000New Park Development - Location Unspecified 2 R4348 150,000150,000Fairmeadows Playground and Shelter 2 R4349 550,000550,000Wetherby Restroom, Shelter & Playground Upgrades 2 R4350 365,000365,000Chadek Green Park Restrooms and Shelter 2 R4356 850,000850,000Lower City Park Adventure Playground 2 R4357 185,000185,000Whispering Meadows Shelter & Playground 2 R4358 490,000490,000Lower City Park Shelters & Restroom Replacement 2 R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2 R4360 78,00078,000East Side Sports Complex Tree Buffer 4 R4362 350,000350,000Napoleon Park Softball Fields 5-8 Renovation 3 R4363 490,000490,000Upper City Park Shelters & Restroom Replacement 2 R4364 185,000185,000Scott Park Shelter and Playground Replacement 2 R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2 R4366 215,000215,000Glendale Park Shelter & Playground Replacement 2 R4367 185,000185,000Napoleon Park Playground & Accessible Path 2 R4368 185,000185,000Court Hill Park Shelter & Playground Replacement 2 R4371 120,000120,000Happy Hollow Playground Replacement 2 R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2 R4373 250,00050,000 100,000 100,000City Park Ball Field Improvements 3 R4374 1,700,0001,700,000Mercer Park Ball Diamond #1 Turf Conversion 3 R4375 235,000235,000Hunter's Run Park Playground & Shelter 2 497497 Total20192020202120222023CategoryProject #Priority 16,125,0008,315,000 1,325,000 1,450,000 1,365,000 3,670,000Parks Maintenance Total Police Y4441 250,000250,000Police Car & Body Camera Replacement 1 Y4443 74,75074,750Police Front Offices Remodel 2 Y4444 100,000100,000Crime Scene Mapping System 3 424,750424,750Police Total Public Works Administration P3959 3,200,0003,200,000Public Works Facility 3 P3981 270,000270,000West Riverbank Stabilization 1 P3985 210,000210,000Sand/Salt Storage Bunkers 3 P3986 95,00095,000Brine Maker and Blending Station 3 3,775,0003,775,000Public Works Administration Total Recreation R4330 265,00065,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4351 430,000430,000Recreation Center ADA Improvements 1 R4369 927,569927,569Mercer Park Pool - Dehumidification/Tuckpointing 1 R4370 700,00060,000 640,000RAL Recreation Center Pool Filter and HVAC 2 2,322,569495,000 977,569 110,000 690,000 50,000Recreation Total Senior Center K1001 600,00050,000 50,000 350,000 100,000 50,000Annual Senior Center Facility Improvements 4 600,00050,000 50,000 350,000 100,000 50,000Senior Center Total Storm Water M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2 M3632 750,00075,000 675,000Lower Muscatine Area Storm Sewer Improvements 2 M3633 1,180,000140,000 1,040,000North Westminster Storm Sewer Upgrades 2 3,130,000315,000 915,000 380,000 1,280,000 240,000Storm Water Total Street Operations S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3 S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3 S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1 S3824 11,039,9922,004,388 2,108,901 2,208,901 2,308,901 2,408,901Annual Pavement Rehabilitation 1 S3826 944,990183,582 190,352 190,352 190,352 190,352Underground Electrical Facilities 2 S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3 S3854 9,022,000578,000 8,444,000American Legion Rd-Scott Blvd to Taft Ave 2 S3910 900,000150,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 S3934 4,660,0004,660,000McCollister Blvd - Gilbert to Sycamore 2 S3935 735,000735,000Prentiss Street Bridge Replacement 1 S3936 4,000,000250,000 3,750,000Melrose Avenue Improvements 2 S3939 1,364,500132,000 1,232,500Dubuque Street Reconstruction 1 S3940 3,000,000200,000 2,800,000Kirkwood Avenue to Capitol Street Connection 2 S3944 1,150,000200,000 950,000First Ave/Scott Blvd Intersection Improvements 2 S3946 6,345,000775,000 5,570,000Court Street Reconstruction 2 S3947 2,810,000250,000 2,560,000Benton Street Rehabilitation Project 2 S3949 800,000100,000 700,000Second Avenue Bridge Replacement 1 S3950 6,400,000650,000 5,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2 S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2 498498 Total20192020202120222023CategoryProject #Priority S3952 13,367,000117,000 1,250,000 12,000,000Dodge Street Reconstruct - Governor to Burlington 2 S3953 500,000500,000Market & Jefferson Street Two-Way Conversion 5 69,488,4829,392,970 17,758,253 13,531,253 10,741,753 18,064,253Street Operations Total Transit Operations T3055 18,000,00018,000,000Transit/Equipment Facility Relocation 2 T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2 T3063 50,00050,000Transit Facility Parking Lot Asphalt Overlay 2 T3064 60,00060,000Transit Mobile Column Vehicle Lift 2 T3065 60,00060,000Muscatine Ave Pedestrian/Transit Amenities 2 18,320,000220,000 50,000 18,000,000 50,000Transit Operations Total Wastewater Treatment V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2 V3144 350,000350,000Wastewater Clarifier Repairs 1 V3145 2,025,000475,000 1,550,000Scott Boulevard Trunk Sewer 2 V3147 350,00060,000 290,000Nevada Ave Sanitary Sewer Replacement 2 V3148 105,500105,500West Park Lift Station Rehabilitation 2 V3150 65,00065,000Digester Cover Renovation 1 V3151 7,990,500120,000 7,870,500Digester Complex Rehabilitation 1 V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1 V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2 V3155 2,425,000250,000 2,175,000Rohret South Sewer 2 19,086,0001,455,500 2,940,000 1,870,000 2,025,000 10,795,500Wastewater Treatment Total Water Operations W3212 577,100577,100First Avenue (400-500 Block) Water Main Replace 2 W3216 217,35020,000 197,350Spruce St. (1300-1400 Block) Water Main Repl 3 W3220 1,420,000110,000 1,310,000Melrose - Landfill Water Main Extension 2 W3221 700,000100,000 600,000Nutrient Removal Project 2 W3222 800,00075,000 725,000Dill St. Water Main Replacement 1 W3300 350,00040,000 310,000Bradford Drive Water Main Replacement 3 W3301 950,000100,000 850,000Water Distribution Pressure Zone Improvements 1 W3305 150,000150,000Jordan Well Rehabilitation 1 W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1 W3311 600,000600,000Collector Well Capacity Improvements 3 W3313 704,00064,000 640,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2 W3314 50,00050,000High Service Pump VFD Replacement 2 W3315 75,00075,000Peninsula Well Field Power Redundancy 3 W3316 60,00060,000Chlorine Feeder System Upgrade 3 7,003,450882,100 3,797,350 660,000 974,000 690,000Water Operations Total GRAND TOTAL 163,357,50134,436,320 31,313,422 21,327,253 38,715,753 37,564,753 499499 Capital Improvement Plan 2019-2023 City of Iowa City, Iowa FUNDING SOURCE SUMMARY 2019 thru 2023 TotalSource20192020202120222023 AIRPORT FUND 442,32567,800 85,025 47,500 117,000 125,000 CONTRIBUTIONS & DONATIONS 100,000100,000 EQUIPMENT FUND 3,123,200123,200 3,000,000 FEDERAL GRANTS 29,996,44595,400 5,479,685 1,743,360 13,053,000 9,625,000 GENERAL FUND 7,822,1193,778,550 1,372,569 986,000 780,000 905,000 GO BONDS 53,352,98013,062,000 10,607,340 10,464,140 10,184,500 9,035,000 ITS FUND 275,000275,000 LANDFILL FUND 6,575,0003,445,000 1,830,000 800,000 45,000 455,000 OTHER LOCAL GOVERNMENTS 6,600,0004,000,000 1,600,000 1,000,000 OTHER STATE GRANTS 1,273,000728,800 544,200 PARKING FUND 3,365,000495,000 675,000 1,320,000 575,000 300,000 REVENUE BONDS 11,845,5001,550,000 10,295,500 ROAD USE TAX FUND 14,457,0002,969,000 2,947,000 2,747,000 2,847,000 2,947,000 STORM WATER FUND 4,630,000990,000 990,000 380,000 1,380,000 890,000 TRANSIT FUND 3,335,000235,000 50,000 3,000,000 50,000 UNIVERSITY OF IOWA 881,00050,000 191,000 260,000 380,000 UTILITY FRANCHISE TAX 1,574,982305,970 317,253 317,253 317,253 317,253 WASTEWATER FUND 8,790,5001,455,500 2,940,000 1,870,000 1,775,000 750,000 WATER FUND 5,083,4501,302,100 1,057,350 660,000 1,124,000 940,000 33,378,320 32,286,422 21,385,253 38,457,753 38,014,753 163,522,501GRAND TOTAL 500500 Utility Franchise Tax, $1,574,982 Federal Grants, $29,996,445 University of Iowa, $881,000 Other State Grants, $1,273,000 Other Local Governments, $6,600,000 Contributions & Donations, $100,000 General Fund, $7,822,119Road Use Tax Fund, $14,457,000 Water Fund, $5,083,450 Wastewater Fund, $8,790,500 Parking Fund, $3,365,000 Transit Fund, $3,335,000 Airport Fund, $442,325 Landfill Fund, $6,575,000 Storm Water Fund, $4,630,000 ITS Fund, $275,000 Equipment Fund, $3,123,200 GO Bonds, $53,352,980 Revenue Bonds, $11,845,500 Capital Improvement Program by Funding Source 2019-2023 $163,522,501 501501 Capital Improvement Plan 2019-2023 City of Iowa City, Iowa PROJECTS BY FUNDING SOURCE 2019 2023thru TotalSourceProject #Priority 2019 2020 2021 2022 2023 AIRPORT FUND A3447 12,00012,000Airport Parking Lot Expansion 3 A3461 57,20057,200Airfield Pavement Rehabilitation 1 A3465 15,00015,000Runway 7 Environmental Assessment 2 A3466 117,000117,000Runway 7 Extension (213')2 A3470 56,60010,600 46,000Runway 25 Threshold Relocation 1 A3471 39,7257,225 32,500Runway 12/30 Threshold Displacement/Relocation 1 A3472 19,80019,800Self Serve Fuel Stations Kiosk Replacement 2 A3473 125,000125,000Airport Apron Expansion 2 442,32567,800 85,025 47,500 117,000 125,000AIRPORT FUND Total CONTRIBUTIONS & DONATIONS S3854 100,000100,000American Legion Rd-Scott Blvd to Taft Ave 2 100,000100,000CONTRIBUTIONS & DONATIONS Total EQUIPMENT FUND P3983 123,200123,200Equipment Shop Parking Lot Asphalt Overlay 2 T3055 3,000,0003,000,000Transit/Equipment Facility Relocation 2 3,123,200123,200 3,000,000EQUIPMENT FUND Total FEDERAL GRANTS A3465 135,000135,000Runway 7 Environmental Assessment 2 A3466 1,053,0001,053,000Runway 7 Extension (213')2 A3470 509,40095,400 414,000Runway 25 Threshold Relocation 1 A3471 357,52565,025 292,500Runway 12/30 Threshold Displacement/Relocation 1 A3473 1,125,0001,125,000Airport Apron Expansion 2 S3854 4,070,6604,070,660American Legion Rd-Scott Blvd to Taft Ave 2 S3936 930,000930,000Melrose Avenue Improvements 2 S3947 1,315,8601,315,860Benton Street Rehabilitation Project 2 S3952 8,500,0008,500,000Dodge Street Reconstruct - Governor to Burlington 2 T3055 12,000,00012,000,000Transit/Equipment Facility Relocation 2 29,996,44595,400 5,479,685 1,743,360 13,053,000 9,625,000FEDERAL GRANTS Total GENERAL FUND B4345 25,80025,800Library HVAC Repairs 2 G4723 2,500,0002,500,000County Behavioral Access Center 2 K1001 600,00050,000 50,000 350,000 100,000 50,000Annual Senior Center Facility Improvements 4 R4129 200,00050,000 25,000 25,000 50,000 50,000City Hall - Other Projects 1 502502 TotalSourceProject #Priority 2019 2020 2021 2022 2023 R4130 500,000100,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1 R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1 R4133 448,000192,000 256,000City Hall Boiler System Replacement 1 R4145 50,00050,000Cemetery Road Asphalt Overlay 2 R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2 R4330 265,00065,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4351 430,000430,000Recreation Center ADA Improvements 1 R4360 78,00078,000East Side Sports Complex Tree Buffer 4 R4362 350,000350,000Napoleon Park Softball Fields 5-8 Renovation 3 R4369 227,569227,569Mercer Park Pool - Dehumidification/Tuckpointing 1 R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2 R4373 250,00050,000 100,000 100,000City Park Ball Field Improvements 3 S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2 Y4441 250,000250,000Police Car & Body Camera Replacement 1 Y4443 74,75074,750Police Front Offices Remodel 2 Y4444 50,00050,000Crime Scene Mapping System 3 Z4406 48,00048,000Fire Apparatus Replacement Program 1 Z4407 525,000525,000Fire Station #5 1 7,822,1193,778,550 1,372,569 986,000 780,000 905,000GENERAL FUND Total GO BONDS B4343 400,000400,000Library Carpet and Furnishings Replacement 2 G4720 400,000400,000Permitting Software Upgrade 1 P3959 700,000700,000Public Works Facility 3 P3981 270,000270,000West Riverbank Stabilization 1 R4185 950,000950,000Riverfront Crossings Park Development 1 R4225 477,000477,000Highway 1 Sidewalk/Trail 3 R4322 800,000800,000Willow Creek/Kiwanis Park Improvements 2 R4340 3,650,0003,650,000Pedestrian Mall Reconstruction 1 R4346 370,000370,000New Park Development - Location Unspecified 2 R4348 150,000150,000Fairmeadows Playground and Shelter 2 R4349 550,000550,000Wetherby Restroom, Shelter & Playground Upgrades 2 R4350 365,000365,000Chadek Green Park Restrooms and Shelter 2 R4356 850,000850,000Lower City Park Adventure Playground 2 R4357 185,000185,000Whispering Meadows Shelter & Playground 2 R4358 490,000490,000Lower City Park Shelters & Restroom Replacement 2 R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2 R4363 490,000490,000Upper City Park Shelters & Restroom Replacement 2 R4364 185,000185,000Scott Park Shelter and Playground Replacement 2 R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2 R4366 215,000215,000Glendale Park Shelter & Playground Replacement 2 R4367 185,000185,000Napoleon Park Playground & Accessible Path 2 R4368 185,000185,000Court Hill Park Shelter & Playground Replacement 2 R4369 700,000700,000Mercer Park Pool - Dehumidification/Tuckpointing 1 R4370 700,000700,000RAL Recreation Center Pool Filter and HVAC 2 R4371 120,000120,000Happy Hollow Playground Replacement 2 R4374 700,000700,000Mercer Park Ball Diamond #1 Turf Conversion 3 R4375 235,000235,000Hunter's Run Park Playground & Shelter 2 S3854 4,851,3404,851,340American Legion Rd-Scott Blvd to Taft Ave 2 S3934 4,410,0004,410,000McCollister Blvd - Gilbert to Sycamore 2 S3935 555,000555,000Prentiss Street Bridge Replacement 1 S3936 1,470,0001,470,000Melrose Avenue Improvements 2 S3939 1,114,5001,114,500Dubuque Street Reconstruction 1 S3940 2,600,0002,600,000Kirkwood Avenue to Capitol Street Connection 2 503503 TotalSourceProject #Priority 2019 2020 2021 2022 2023 S3944 1,150,0001,150,000First Ave/Scott Blvd Intersection Improvements 2 S3946 6,345,000775,000 5,570,000Court Street Reconstruction 2 S3947 1,494,1401,494,140Benton Street Rehabilitation Project 2 S3950 6,400,000650,000 5,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2 S3952 4,250,0001,250,000 3,000,000Dodge Street Reconstruct - Governor to Burlington 2 S3953 500,000500,000Market & Jefferson Street Two-Way Conversion 5 Z4406 3,276,000716,000 1,040,000 1,520,000Fire Apparatus Replacement Program 1 53,352,98013,062,000 10,607,340 10,464,140 10,184,500 9,035,000GO BONDS Total ITS FUND G4724 275,000275,000Infrastructure Asset Management 3 275,000275,000ITS FUND Total LANDFILL FUND L3328 800,000800,000Landfill Equipment Building Replacement 2 L3330 585,000585,000Landfill Leachate Pumping System 2 L3333 250,000250,000Compost Pad Improvements 1 L3334 520,000520,000South Side Recycling Site 3 L3335 500,00045,000 455,000Landfill Dual Extraction System Expansion 3 P3959 2,500,0002,500,000Public Works Facility 3 W3220 1,420,000110,000 1,310,000Melrose - Landfill Water Main Extension 2 6,575,0003,445,000 1,830,000 800,000 45,000 455,000LANDFILL FUND Total OTHER LOCAL GOVERNMENTS G4723 4,000,0004,000,000County Behavioral Access Center 2 R4374 1,000,0001,000,000Mercer Park Ball Diamond #1 Turf Conversion 3 S3936 1,600,0001,600,000Melrose Avenue Improvements 2 6,600,0004,000,000 1,600,000 1,000,000OTHER LOCAL GOVERNMENTS Total OTHER STATE GRANTS A3447 48,00048,000Airport Parking Lot Expansion 3 A3461 228,800228,800Airfield Pavement Rehabilitation 1 A3472 46,20046,200Self Serve Fuel Stations Kiosk Replacement 2 R4225 500,000500,000Highway 1 Sidewalk/Trail 3 S3949 450,000450,000Second Avenue Bridge Replacement 1 1,273,000728,800 544,200OTHER STATE GRANTS Total PARKING FUND T3004 1,280,00080,000 300,000 300,000 300,000 300,000Parking Facility Restoration Repair 2 T3018 60,00060,000Parking Equipment EMV Upgrade 2 T3019 165,000165,000Rec Center Parking Lot Overlay & Creek Improvement 2 T3020 960,000960,000Replacement of Electronics in Smart Parking Meters 1 T3021 200,000100,000 100,000Video Cameras for Parking Facilities 3 T3022 150,00090,000 60,000Parking Enforcement Vehicles 3 T3023 550,000275,000 275,000Parking Ramp Automated Parking Equipment 2 504504 TotalSourceProject #Priority 2019 2020 2021 2022 2023 3,365,000495,000 675,000 1,320,000 575,000 300,000PARKING FUND Total REVENUE BONDS V3151 7,870,5007,870,500Digester Complex Rehabilitation 1 V3155 2,425,0002,425,000Rohret South Sewer 2 W3301 950,000950,000Water Distribution Pressure Zone Improvements 1 W3311 600,000600,000Collector Well Capacity Improvements 3 11,845,5001,550,000 10,295,500REVENUE BONDS Total ROAD USE TAX FUND P3985 210,000210,000Sand/Salt Storage Bunkers 3 P3986 95,00095,000Brine Maker and Blending Station 3 S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3 S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3 S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1 S3824 10,410,0001,882,000 1,982,000 2,082,000 2,182,000 2,282,000Annual Pavement Rehabilitation 1 S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3 S3910 900,000150,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 S3949 350,000100,000 250,000Second Avenue Bridge Replacement 1 S3952 117,000117,000Dodge Street Reconstruct - Governor to Burlington 2 14,457,0002,969,000 2,947,000 2,747,000 2,847,000 2,947,000ROAD USE TAX FUND Total STORM WATER FUND M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2 M3632 750,000750,000Lower Muscatine Area Storm Sewer Improvements 2 M3633 1,180,000140,000 1,040,000North Westminster Storm Sewer Upgrades 2 R4322 100,000100,000Willow Creek/Kiwanis Park Improvements 2 R4340 250,000250,000Pedestrian Mall Reconstruction 1 S3934 400,000400,000McCollister Blvd - Gilbert to Sycamore 2 S3939 100,000100,000Dubuque Street Reconstruction 1 S3940 150,000150,000Kirkwood Avenue to Capitol Street Connection 2 S3952 500,000500,000Dodge Street Reconstruct - Governor to Burlington 2 4,630,000990,000 990,000 380,000 1,380,000 890,000STORM WATER FUND Total TRANSIT FUND T3018 15,00015,000Parking Equipment EMV Upgrade 2 T3055 3,000,0003,000,000Transit/Equipment Facility Relocation 2 T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2 T3063 50,00050,000Transit Facility Parking Lot Asphalt Overlay 2 T3064 60,00060,000Transit Mobile Column Vehicle Lift 2 T3065 60,00060,000Muscatine Ave Pedestrian/Transit Amenities 2 3,335,000235,000 50,000 3,000,000 50,000TRANSIT FUND Total UNIVERSITY OF IOWA Y4444 50,00050,000Crime Scene Mapping System 3 Z4406 831,000191,000 260,000 380,000Fire Apparatus Replacement Program 1 505505 TotalSourceProject #Priority 2019 2020 2021 2022 2023 881,00050,000 191,000 260,000 380,000UNIVERSITY OF IOWA Total UTILITY FRANCHISE TAX S3824 629,992122,388 126,901 126,901 126,901 126,901Annual Pavement Rehabilitation 1 S3826 944,990183,582 190,352 190,352 190,352 190,352Underground Electrical Facilities 2 1,574,982305,970 317,253 317,253 317,253 317,253UTILITY FRANCHISE TAX Total WASTEWATER FUND V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2 V3144 350,000350,000Wastewater Clarifier Repairs 1 V3145 2,025,000475,000 1,550,000Scott Boulevard Trunk Sewer 2 V3147 350,00060,000 290,000Nevada Ave Sanitary Sewer Replacement 2 V3148 105,500105,500West Park Lift Station Rehabilitation 2 V3150 65,00065,000Digester Cover Renovation 1 V3151 120,000120,000Digester Complex Rehabilitation 1 V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1 V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2 8,790,5001,455,500 2,940,000 1,870,000 1,775,000 750,000WASTEWATER FUND Total WATER FUND R4340 250,000250,000Pedestrian Mall Reconstruction 1 S3934 400,000400,000McCollister Blvd - Gilbert to Sycamore 2 S3939 150,000150,000Dubuque Street Reconstruction 1 S3940 250,000250,000Kirkwood Avenue to Capitol Street Connection 2 W3212 577,100577,100First Avenue (400-500 Block) Water Main Replace 2 W3216 217,350217,350Spruce St. (1300-1400 Block) Water Main Repl 3 W3221 700,000100,000 600,000Nutrient Removal Project 2 W3222 800,00075,000 725,000Dill St. Water Main Replacement 1 W3300 350,00040,000 310,000Bradford Drive Water Main Replacement 3 W3305 150,000150,000Jordan Well Rehabilitation 1 W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1 W3313 704,00064,000 640,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2 W3314 50,00050,000High Service Pump VFD Replacement 2 W3315 75,00075,000Peninsula Well Field Power Redundancy 3 W3316 60,00060,000Chlorine Feeder System Upgrade 3 5,083,4501,302,100 1,057,350 660,000 1,124,000 940,000WATER FUND Total 163,522,50133,378,320 32,286,422 21,385,253 38,457,753 38,014,753GRAND TOTAL 506506 507507 508508 509509 Capital Project Funds Project Listing Project Page Airport A3447 – Airport Parking Lot Expansion ........................................................................... 513 A3461– Airfield Pavement Rehabilitation ........................................................................ 513 A3465 - Runway 7 Environmental Assessment .............................................................. 514 A3466 - Runway 7 Extension (213’) ............................................................................... 514 A3470 – Runway 25 Threshold Relocation ..................................................................... 515 A3471 - Runway 12/30 Threshold Displacement/Relocation ......................................... 515 A3472 – Self Serve Fuel Stations Kiosk Replacement .................................................... 516 A3473 - Airport Apron Expansion ................................................................................... 516 City Manager G4723 – County Behavioral Access Center .................................................................... 517 Finance G4724 – Infrastructure Asset Management.………………………………………………….517 Fire Z4406 - Fire Apparatus Replacement Program ............................................................... 518 Z4407 - Fire Station #5 .................................................................................................... 519 Library B4343 – Library Carpet and Furnishings Replacement ................................................... 519 B4345 – Library HVAC Repairs ....................................................................................... 520 Neighborhood & Development Services G4720 – Permitting Software Upgrade ............................................................................ 520 Parks & Recreation R4133 - City Hall Boiler System Replacement ............................................................... 521 R4145 – Cemetery Road Asphalt Overlay. ...................................................................... 521 R4185 – Riverfront Crossings Park Development ........................................................... 522 R4225 – Highway 1 Sidewalk/Trail .................................................................................. 523 R4322 - Willow Creek/Kiwanis Park Improvements ........................................................ 524 R4340 – Pedestrian Mall Reconstruction ........................................................................ 525 R4346 – New Park Development – Location Unspecified ............................................... 526 R4348 – Fairmeadows Playground and Shelter .............................................................. 527 R4349 - Wetherby Restroom, Shelter & Playground Upgrades ..................................... 528 R4350 – Chadek Green Park Restrooms and Shelter ..................................................... 529 R4351 – Recreation Center ADA Improvements ............................................................. 529 R4356 – Lower City Park Adventure Playground. ........................................................... 530 R4357 – Whispering Meadows Shelter & Playground. .................................................... 531 R4358 – Lower City Park Shelters & Restroom Replacement. ....................................... 532 R4359 – Kiwanis Park Playground & Shelter Renovation. .............................................. 533 R4360 – East Side Sports Complex Tree Buffer. ............................................................ 533 R4362 – Napoleon Park Softball Fields 5 – 8 Renovation............................................... 534 R4363 – Upper City Park Shelters & Restroom Replacement ........................................ 534 R4364 – Scott Park Shelter and Playground Replacement. ............................................ 535 R4365 – Hickory Hill Park Conklin St Shelter & Restrooms. ........................................... 536 R4366 – Glendale Park Shelter & Playground Replacement. ......................................... 537 R4367 – Napoleon Park Playground & Accessible Path. ................................................ 538 R4368 – Court Hill Park Shelter & Playground Replacement. ......................................... 539 R4369 – Mercer Park Pool – Dehumidification/Tuckpointing. ......................................... 540 R4370 – RAL Recreation Center Pool Filter & HVAC. .................................................... 541 510510 Project Page R4371 – Happy Hollow Playground Replacement ........................................................... 541 R4372 – Terrill Mill Skate Park Redevelopment .............................................................. 542 R4373 – City Park Ball Field Improvements .................................................................... 542 R4374 - Mercer Park Ball Diamond #1 Turf Conversion ............................................... 543 R4375 – Hunter’s Run Park Playground & Shelter .......................................................... 544 Police Y4441 – Police Car & Body Camera Replacement ......................................................... 544 Y4443 – Police Front Offices Remodel ............................................................................ 545 Y4444 – Crime Scene Mapping System .......................................................................... 546 Public Works L3328 - Landfill Equipment Building Replacement ........................................................ 546 L3330 – Landfill Leachate Pumping System ................................................................... 547 L3333 – Compost Pad Improvements ............................................................................. 547 L3334 – South Side Recycling Site .................................................................................. 548 L3335 – Landfill Dual Extraction System Expansion ....................................................... 549 M3632 – Lower Muscatine Area Storm Sewer Improvements ........................................ 550 M3633 – North Westminster Storm Sewer Upgrades ...................................................... 551 P3959 – Public Works Facility ......................................................................................... 552 P3981 - West Riverbank Stabilization.............................................................................. 553 P3983 – Equipment Shop Parking Lot Asphalt Overlay .................................................. 553 P3985 – Sand/Salt Storage Bunkers ............................................................................... 554 P3986 – Brine Maker and Blending Station ..................................................................... 554 S3854 - American Legion Road - Scott Blvd to Taft Ave ................................................. 555 S3934 – McCollister Blvd – Gilbert to Sycamore ............................................................. 556 S3935 – Prentiss Street Bridge Replacement ................................................................ 557 S3936 – Melrose Avenue Improvements……………………………………………………..558 S3939 - Dubuque Street Reconstruction ........................................................................ 559 S3940 – Kirkwood Avenue to Capitol Street Connection ................................................ 560 S3944 – First Ave/Scott Blvd Intersection Improvements ............................................... 561 S3946 – Court Street Reconstruction .............................................................................. 562 S3947 – Benton Street Rehabilitation Project…… .................. …………………………… 563 S3949 – Second Avenue Bridge Replacement ............................................................... 564 S3950 – Rochester Ave Reconstruction – First Ave to Ralston Creek ............................ 565 S3951 – Hwy 1/Hwy 6 Intersection Improvements Study…… …………………………… 565 S3952 – Dodge Street Reconstruction – Governor to Burlington .................................... 566 S3953 – Market & Jefferson Street Two-Way Conversion .............................................. 567 V3144 – Wastewater Clarifier Repairs ............................................................................. 567 V3145 – Scott Boulevard Trunk Sewer ............................................................................ 568 V3147 – Nevada Ave Sanitary Sewer Replacement ....................................................... 569 V3148 – West Park Lift Station Rehabilitation ................................................................. 570 V3150 – Digester Cover Renovation ............................................................................... 570 V3151 – Digester Complex Rehabilitation ....................................................................... 571 V3153 – Influent Rake and Screen Replacement ........................................................... 572 V3154 – Hawkeye Lift Station Rehabilitation ................................................................... 572 V3155 – Rohret South Sewer .......................................................................................... 573 W3212 - First Ave. (400 - 500 block) Water Main Replacement ..................................... 573 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement ................................. 574 W3220 – Melrose – Landfill Water Main Extension ......................................................... 575 W3221 – Nutrient Removal Project .................................................................................. 576 W3222 – Dill St Water Main Replacement ...................................................................... 577 511511 Project Page W3300 – Bradford Drive Water Main Replacement ......................................................... 578 W3301 – Water Distribution Pressure Zone Improvements ............................................ 578 W3305 – Jordan Well Rehabilitation ................................................................................ 579 W3307 – DeForest Ave Water Main Replacement .......................................................... 579 W3311 – Collector Well Capacity Improvements ............................................................ 580 W3313 – Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement ............................ 581 W3314 – High Service Pump VFD Replacement ............................................................ 581 W3315 – Peninsula Well Field Power Redundancy ........................................................ 582 W3316 – Chlorine Feeder System Upgrade .................................................................... 582 Transportation & Resource Management T3018 – Parking Equipment EMV Upgrade ..................................................................... 583 T3019 – Recreation Center Parking Lot Overlay & Creek Improvement ......................... 583 T3020 – Replacement of Electronics in Smart Parking Meters ....................................... 584 T3021 – Video Cameras for Parking Facilities ................................................................ 584 T3022 – Parking Enforcement Vehicles........................................................................... 585 T3023 – Parking Ramp Automated Parking Equipment .................................................. 585 T3055 – Transit/Equipment Facility Relocation ............................................................... 586 T3063 – Transit Facility Parking Lot Asphalt Overlay ...................................................... 586 T3064 – Transit Mobile Column Vehicle Lift .................................................................... 587 T3065 – Muscatine Ave Pedestrian/Transit Amenities .................................................... 587 512512 Description Expand airport parking to construct additional spaces around the airport beacon circle. Project would create 15-20 additional spaces. Project #A3447 Priority Efficiency Improvement (3) Justification Airport parking is becoming frequently more full as the airport has become better utilized by charter passenger customers and other groups and employees using the airport. There are now weekly occurances where the parking is 100% full. Budget Impact/Other There will be a minor increase in pavement mainteance costs for recurring maintenance/striping and snow and ice removal. Useful Life 20 years Project Name Airport Parking Lot Expansion Category Airport Type One Phase Total Project Cost:$60,000 Contact Michael Tharp Department AIRPORT MATCH %20% GRANTEE IDOT TIF DISTRICT None PLAN None Status Active Total20192020202120222023Expenditures 15,00015,000PLANNING/DESIGN 40,00040,000CONSTRUCTION 5,0005,000CONTINGENCY 60,000 60,000Total Total20192020202120222023Funding Sources 12,00012,000AIRPORT FUND 48,00048,000OTHER STATE GRANTS 60,000 60,000Total Description Airfield Pavement Rehab - Phase 2 (Terminal Apron) Project #A3461 Priority Critical (1) Justification Phase 2 calls for the replacement of the concrete apron adjacent to the terminal building, and including the associated taxiway. Project has been granted DOT funds. Budget Impact/Other This project would have minor maintenance reduction as new concrete should not require as much patching as existing does. Annual cost savings is expected to be less than $10,000. Useful Life 30 Years Project Name Airfield Pavement Rehabilitation Category Airport Type One Ph