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FY2021 Adopted Budget and FY2020-FY2022 Financial PlanFY 2020-2022 Financial Plan 2020-2024 Capital Improvement Plan FY2021FY2021 In the last few years, Iowa City has actively committed to supporting and accelerating climate action activities that reduce carbon emissions, improve quality of life, and ensure environmental sustainability. The City Council established goals aligning with the Paris Climate Agreement in 2017 and then with the aid of an appointed Climate Action Steering Committee and significant public stakeholder feedback, developed the City’s first Climate Action and Adaptation Plan, approved in September 2018. In summer 2019, City Council increased the City’s goals to align with recommendations from the Intergovernmental Panel on Climate Change (IPCC) as climate research evolved. Iowa City now aims to reduce citywide carbon emissions by approximately 45% by 2030 and approach net-zero emissions by 2050. Although these goals are ambitious, the City will persistently seek participation and partnership with the community and pursue guidance and technical expertise from the City’s newly established Climate Action Commission. Along with the resolution to carbon emissions targets, the City Council also called for a report of recommendations, issued within 100 days of the resolution, to substantively accelerate progress on the initiatives described in the 2018 Climate Action Plan. This report was presented in November 2019 to the City Council, Climate Action Commission, and Iowa City community for review and comment. It was approved in April 2020 and implementation is underway. The new accelerated actions report specifically defines the types of programs and projects that will lead Iowa City to achieving its climate action goals. By design, it invites further collaboration and exploration with our community members for the development of Plan actions, educational opportunities, and reporting accountability, to ensure carbon emissions reduction throughout Iowa City. Over 300 guests attended the 2019 Farm to Street Dinner in support of the area’s local food system. Creating a more livable, equitable & resilient tomorrow IOWA CITY CLIMATE ACTION CLIMATE ACTION GOALS bAchieve a 45% reduction in greenhouse gas emissions by the year 2030 bReach NET ZERO emissions by the year 2050 << Cover image: Riverfront Crossings Park City of Iowa City, Iowa Adopted Budget for the Fiscal Year Ending June 30, 2021 & FY2020 - 2022 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 Janice Weiner AT-LARGE Mazahir Salih Mayor Pro-Tem AT-LARGE John Thomas DISTRICT C Pauline Taylor DISTRICT A Bruce Teague Mayor AT-LARGE Susan Mims DISTRICT B Laura Bergus AT-LARGE ii) GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Pre sen ta tion Award PRESENTED TO City of Iowa City Iowa For the Fiscal Year Beginning July 1, 2019 Executive Director CITY OF IOWA CITY, IOWA FY2021 Adopted Budget FY2020 – 2022 Financial Plan 2020 – 2024 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction City Manager Address…… .......................................................................................................... 11 Strategic Plan .............................................................................................................................. 29 Other Planning Processes ........................................................................................................... 32 General Information ..................................................................................................................... 34 Economic Overview ..................................................................................................................... 38 Organizational Chart .................................................................................................................. 42 Department Summaries .............................................................................................................. 43 Budgetary Fund Structure ........................................................................................................... 71 Departments and Divisions by Fund ........................................................................................... 73 Financial Summary Preparation of the Financial Plan ................................................................................................ 79 Financial and Fiscal Policies ....................................................................................................... 85 Long Range Financial Planning .................................................................................................. 92 All Funds: Fund Summaries ................................................................................................................... 96 Revenue Summary by Fund ................................................................................................. 101 Revenue Summary by Type ................................................................................................. 102 Expenditure Summary by Fund ............................................................................................ 104 Expenditure Summary by Department .................................................................................. 105 Inter Fund Transfer Schedules ............................................................................................. 106 Personnel Full-Time Equivalents ................................................................................................ 109 General Fund General Fund Summary .............................................................................................................. 115 Assigned, Committed & Restricted Fund Balance ...................................................................... 127 General Fund Revenues ............................................................................................................. 128 General Fund Expenditures ........................................................................................................ 129 City Council ................................................................................................................................. 130 City Clerk ..................................................................................................................................... 132 City Attorney ................................................................................................................................ 137 City Manager: City Manager’s Office ............................................................................................................ 140 Communications Office ......................................................................................................... 142 Human Resources ................................................................................................................ 148 Human Rights ....................................................................................................................... 152 Economic Development ........................................................................................................ 157 Climate Action and Outreach ................................................................................................ 163 Finance Department: Finance Administration ......................................................................................................... 167 Accounting ........................................................................................................................... 175 Purchasing ............................................................................................................................ 179 Revenue ................................................................................................................................ 183 Police Department: Police Administration ............................................................................................................ 186 Support Services ................................................................................................................... 190 Field Operations .................................................................................................................... 195 5 Fire Department: Fire Administration ................................................................................................................ 200 Emergency Operations ......................................................................................................... 205 Fire Prevention ...................................................................................................................... 210 Fire Training .......................................................................................................................... 215 Parks & Recreation: Parks & Recreation Administration ....................................................................................... 219 Recreation ............................................................................................................................. 224 Park Maintenance ................................................................................................................. 231 Cemetery Operations ............................................................................................................ 239 Library: Library Operations ................................................................................................................ 242 Library Foundation Office…………………………………………………………………... ........ 251 Senior Center: Senior Center Operations ..................................................................................................... 253 Neighborhood & Development Services (NDS): NDS Administration ............................................................................................................... 264 Neighborhood Services......................................................................................................... 268 Development Services .......................................................................................................... 281 Public Works: Public Works Administration ................................................................................................. 289 Engineering ........................................................................................................................... 292 Transportation Services: Transportation Administration ............................................................................................... 296 Special Revenue Funds Community Development Block Grant (CDBG) ......................................................................... 301 HOME Grant ................................................................................................................................ 304 Road Use Tax Fund (RUT) ........................................................................................................ 307 Road Use Tax Operations .................................................................................................... 311 Other Shared Revenues .............................................................................................................. 319 Metropolitan Planning Organization of Johnson County (MPOJC) ............................................ 321 Metropolitan Planning Organization of Johnson County Operations .................................... 323 Employee Benefits Fund ............................................................................................................. 330 Emergency Levy Fund ................................................................................................................ 334 Affordable Housing Fund ............................................................................................................. 336 Peninsula Apartments Fund ........................................................................................................ 338 Tax Increment Financing (TIF) Districts ...................................................................................... 340 Self-Supporting Municipal Improvement District (SSMID) – Downtown ..................................... 345 Debt Service Fund Debt Service Fund Summary ...................................................................................................... 349 Debt Schedules ........................................................................................................................... 355 Enterprise Funds Parking: Parking Fund Summary ........................................................................................................ 369 Parking Operations ............................................................................................................... 374 Parking Debt Schedules ...................................................................................................... 382 Transit: Transit Fund Summary ......................................................................................................... 384 Transit Operations ................................................................................................................ 388 6 Wastewater: Wastewater Fund Summary ................................................................................................. 397 Wastewater Treatment Operations ....................................................................................... 403 Wastewater Debt Schedules ................................................................................................ 413 Water: Water Fund Summary ........................................................................................................... 417 Water Operations .................................................................................................................. 422 Water Debt Schedules .......................................................................................................... 432 Refuse Collection: Refuse Collection Fund Summary ........................................................................................ 437 Refuse Collection Operations ............................................................................................... 441 Landfill: Landfill Fund Summary ......................................................................................................... 449 Landfill Operations ................................................................................................................ .454 Airport: Airport Fund Summary .......................................................................................................... 462 Airport Operations ................................................................................................................. 465 Storm Water: Storm Water Fund Summary ................................................................................................ 469 Storm Water Operations ....................................................................................................... 473 Housing Authority: Housing Authority Fund Summary ........................................................................................ 477 Housing Authority Operations ............................................................................................... 480 Capital Projects Fund Fund Summary ............................................................................................................................ 489 Summary by Division ................................................................................................................... 492 Summary by Funding Source ...................................................................................................... 498 Annual Recurring Projects ........................................................................................................... 505 Project Summary by Name .......................................................................................................... 508 Unfunded Projects ....................................................................................................................... 600 Internal Service Funds Equipment: Equipment Fund Summary ................................................................................................... 609 Equipment Operations .......................................................................................................... 612 Risk Management: Risk Management Fund Summary ....................................................................................... 617 Risk Management Operations: ............................................................................................. 619 Information Technology Services (ITS): ITS Fund Summary ............................................................................................................... 622 ITS Operations ...................................................................................................................... 624 Central Services: Central Services Fund Summary .......................................................................................... 630 Central Services Operations ................................................................................................. 632 Health Insurance Reserve ........................................................................................................... 635 Dental Insurance Reserve ........................................................................................................... 637 Statistics U.S. Census Data ......................................................................................................................... 641 Revenue Comparisons: Property Tax ........................................................................................................................ 642 General Fund ........................................................................................................................ 642 Hotel/Motel Tax .................................................................................................................... 643 Utility Franchise Tax Rates ................................................................................................... 643 7 Utility Rates ........................................................................................................................... 644 Property Tax Levies ...................................................................................................................... 645 Property Tax Valuations................................................................................................................ 646 Principal: Taxpayers ............................................................................................................................. 648 Employers……… .................................................................................................................. 649 Sewer Customers ................................................................................................................. 650 Water Customers .................................................................................................................. 651 Operating Indicators ...................................................................................................................... 652 Department Statistics: Police .................................................................................................................................... 653 Fire……… ............................................................................................................................. 657 Library ................................................................................................................................... 659 Senior Center ........................................................................................................................ 664 Transportation Services ........................................................................................................ 667 Neighborhood & Development Services ............................................................................... 669 Appendix Department Expenditure Comparison to State Forms…………………..……………...…….....… 675 Budget Resolutions………………………………………………………..………………….....…….. 676 State Forms…………………………………………………………………….…………….......…….. 679 State Property Tax Reform Impact Summary ............................................................................ 685 Glossary ...................................................................................................................................... 687 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 1 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 2021 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2020-2022) and five-year capital improvement program (CIP - 2020-2024) are also included for planning purposes. The budget is perhaps the most important document the City prepares as it identifies the public services to be provided and the mechanisms that finance those operations. The budget was developed with public input, including outreach at special events and a digital survey, master plan and project workshops and open houses, recommendations from City boards and commissions, and stakeholder groups and individuals providing input directly to the City Council and staff. 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 essential municipal services that our residents value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingencies 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. Recognizing the City Council’s declaration of a climate crisis, this budget marks the largest investment in climate action the City has ever made. A new Climate Action division is being created in the City Manager’s Office, with both new and reassigned staff positions. The City will use the emergency property tax levy, which is expected to generate approximately $1 million, to fund new climate action projects. This is in addition to energy efficiency improvements and sustainability programs already present in departmental budgets. Projects and programs already underway include solar installations at the new Public Works Streets Building and Terry Trueblood Recreation Area, LED lighting replacements and continued HVAC upgrades in municipal buildings, continued funding for the Green Iowa AmeriCorps program, a Landfill and Wastewater Treatment Plant efficiency and methane study targeting the two city facilities that have the largest carbon footprints, and increased funding for the popular Community Climate Action grants. The fiscal year 2021 budget expands the resources available for climate action initiatives substantially, including dollars for increased tree plantings, incentives for carbon emission reductions in private buildings, and bolstered public engagement initiatives. This budget also marks the largest investment in new staff the City has made in many years. Overall, there are 15.9 full time equivalent permanent positions added with this budget. This includes new permanent positions in Parks and Recreation, Police, Neighborhood and Development Services, Public Works, Transportation Services, Communications, and the Senior Center. These positions include those that the City Council converted from temporary status in 11 2019. The new positions are intended to both support Council Strategic Plan priorities and maintain service levels in our growing community. 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 Significant resources are devoted to all Strategic Plan priorities, including climate action and adaptation, affordable housing, 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, public works and other customer service orientated positions. Substantial resources are once again devoted to affordable housing. $1 million is earmarked for the affordable housing fund, bringing the total for this line item to an impressive $4.65 million over five years. This is in addition to other financial support for housing, including federal program monies and other housing rehabilitation grant and loan programs that are supported by the General Fund. Other social justice initiatives include, but are not limited to: •Funding to support the expansion of Kirkwood Community College’s English Language Learning program •Continued elevated funding of $75,000 for the Social Justice and Racial Equity grant program •An increase in the City’s minimum wage for temporary positions to $13.75 effective July 1, 2020 for hourly staff with a goal of reaching $15/hour by July 1, 2021 •Accessibility improvements, including physical improvements to sidewalks and City parks and facilities and funding for the annual community ADA Celebration •Continued expansion of translated city documents and operational resources for enhanced cultural outreach programming •Funds to complete fair housing testing to ensure compliance with federal, state, and local discrimination laws 12 Many of the City’s sustainability efforts are tied to City Council adopted master plans. The Parks Master Plan, Natural Areas Plan, Bicycle 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, targeted usage of roundabouts, local foods efforts, and waste reduction strategies all continue to be funded, if not expanded. Almost $17 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 2021 budget includes funding for improvements at Scott, Napoleon, Fairmeadows, and Wetherby Parks. Bike Master Plan projects will continue in 2020-2021. Projects completed in 2019 include bike lanes on Governor, Dodge, Mormon Trek, Clinton, and the nearly complete Foster Road extension. 2020 will see bike lanes and side path added with the McCollister Boulevard extension, a road diet on Keokuk, a bike boulevard on Sandusky and Taylor, and bike lanes on Southgate. 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. Operational support is provided for Englert Theater, FilmScene, 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 Big Splash!, a joint project with the University of Iowa and think Iowa City celebrating the Iowa River, as well as continued funding for the Cyclocross World Cup, Bike to Work Month activities, and the Juneteenth Celebration. This budget continues to increase funding for roadway repairs, including upgraded equipment for our Streets division. Several important road rehabilitation and reconstruction projects are planned, including 2020 design work for Court Street, Benton Street, and Rochester Avenue reconstructions, First Avenue/Scott Boulevard intersection improvements, and a significantly augmented annual pavement rehabilitation program. Several noteworthy water, sewer, and landfill projects are also planned. To address the increasingly evident reality that many city facilities are substandard and fail to adequately provide for service expansion needs, the budget continues to fund our facility reserve account. This long-term financial planning strategy will help the city pre-fund the next generation of public facilities without the need for the undertaking of significant long-term debt. Of particular note, the budget includes funds for improvements to The Center and both recreation centers. Planning dollars are also included for exploration of a new Police Station and a master plan for our recreation and aquatic facilities. Financial Goals The preparation of this budget document was guided by four primary financial goals that seek to establish a sound fiscal strategy for the upcoming year and beyond. 13 First, as noted above, this budget marks the most significant investment the City has ever made in climate action. The proposed budget includes use of the emergency property tax levy; a $0.24 tax levy will generate approximately $1 million devoted entirely to initiatives identified in the Climate Action and Adaptation Plan. Second, 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. Third, the City continues to respond to the State’s 2013 property tax reforms. As the taxable percentage of multifamily rental property values continues to be reduced, there will be increased pressure on the budget. The proposed budget contains funding for new initiatives, maintains or improves service levels, and reduces the tax levy rate through a reduction in the debt service levy. The City’s ability to accomplish these objectives is principally due to the robust growth in taxable valuations in recent years. This growth has offset the losses associated with the first years of property tax reform implementation. However, it is unknown if the community can sustain the same level of valuation growth through the final few years of the property tax reform implementation period. State property tax backfill payments currently total $1.5 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. 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 disruptions or steep tax rate increases. An example of this preparation includes the 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 possible rate increase needed to fund the School District’s facilities plan. Overall, assuming a flat property assessment, the fiscal year 2021 impact to households of City taxes and utility fees is a 0.1% decrease compared with fiscal year 2020. This includes a proposed $0.06 decrease in Financial Goals Respond to climate crisis and implement Climate Action and Adaptation Plan Provide resources to make significant progress in implementing City Council’s other 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 the property tax levy rate, a previously approved 5% increase in the water rate, a $0.90 increase in monthly curbside recycling fees, and a state mandated decrease in the taxable percentage of residential properties. Of course, property assessments have increased for many property owners and individual impacts will vary. 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 responsible 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 2019, 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.” 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 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. 15 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 2021 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 proposed budget balances both the short-term needs and the long-term health and stability of the community. The fiscal year 2021 City budget includes projected expenditures totaling $175,502,414. Of the total budget, $63,133,164 is for the General Fund, $29,540,120 is directed to Capital Projects and $54,444,025 is related to the operations of various enterprise or business funds. A breakdown of the budget by fund type follows: Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart detail Iowa City's revenue mix across all fund types. The decrease in Other City Taxes is related to a decrease in TIF revenue, as dollars needed for some existing incentive agreements have already been collected. The increase in Licenses & Permits is due to an increase in rental inspection fees. The decrease in Intergovernmental is related to federal grants for road construction that are not budgeted for 2021. Overall, the City’s revenue is projected to decrease 4.0%. 16 All Funds Revenue Comparison of FY2020 versus FY2021 FY2020 Revised FY2021 Budget Percent Change Property Taxes $ 60,296,653 $ 65,849,136 9.2% Other City Taxes $ 6,210,156 $ 5,551,461 -10.6% Licenses & Permits $ 2,585,810 $ 2,735,470 5.8% Use of Money & Prop $ 3,615,275 $ 3,143,149 -13.1% Intergovernmental $ 46,379,146 $ 35,562,244 -23.3% Charges for Services $ 41,800,437 $ 42,579,844 1.9% Misc. $ 6,941,014 $ 7,294,955 5.1% Other Financial Sources $ 14,482,393 $ 13,077,981 -9.7% Total $ 182,310,884 $ 175,794,240 -3.6% The same fiscal year 2021 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. 17 It is imperative to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. The proposed property tax rate is $15.77, 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 2021 rate represents a 11.6% decrease over nine 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, a 5% increase in the water rate, and a $0.90 increase in curbside recycling, it is estimated that a household with $100,000 assessed home value will pay approximately the same in taxes and fees for basic City services in fiscal year 2021 as 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. 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 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 Property Taxes $928 $922 $930 $900 $901 $869 Stormwater $42 $54 $54 $54 $60 $60 Refuse $191 $191 $205 $229 $229 $240 Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433 Water-- 800 cubic feet $362 $362 $362 $380 $399 $419 Total $1,955 $1,962 $1,984 $1,996 $2,022 $2,021 Percent Change 1.9%0.3%1.1%0.6%1.3%-0.1% -$500 $0 $500 $1,000 $1,500 $2,000 $2,500 Annual Financial Impact to Residential Households 18 and taxed at 100 percent of assessed value. The following graph illustrates the dropping taxable percentage of multifamily properties in the coming assessment years. 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. The property tax reform legislation clearly has provided significant benefit to owners of multifamily residential properties. However, it will place great strain on the City’s budget as it is fully implemented. The reduction in the taxable percentage of apartment building value reduced the City’s overall taxable valuation by over $157 million for fiscal year 2021. This translates to an annual loss of tax revenue to the City of approximately $2.5 million. Property Tax Overview The taxable valuation of property subject to all levies in Iowa City increased 8.8 percent for fiscal year 2021, despite a reduction in the taxable proportion of single family and multifamily residential properties. New construction and higher property values have fortunately been sufficient to make up for the reduction in house and apartment taxability. The budget reflects a reduction of $0.06 in the tax levy rate which includes a reduction in the debt service levy and increases in the employee benefits and emergency levies. The fiscal year 2021 $15.77 levy rate includes a new $0.24 levy to generate approximately $1 million for climate action initiatives. This marks the ninth 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 nine 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 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. The following chart is provided for a greater historical perspective on Iowa City’s municipal tax rate and taxable property value. Tax levy rate reductions in recent years were made possible by prudent debt strategies, operational efficiencies, and valuation growth. The taxable percentage of residential properties has begun to decline after several years of increases. The following chart shows a detailed breakdown of the City’s property tax asking for fiscal year 2021 compared to the previous year. The debt service levy is reduced by $0.40, the employee benefits levy is increased $0.10, and the emergency levy will be used and set at $0.24. Property tax dollars increased approximately 9%. FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 Tax Val (millions)$2,848 $2,960 $3,036 $3,137 $3,183 $3,421 $3,543 $3,745 $3,923 $4,259 Val % Change 3.27%3.93%2.56%3.32%1.46%7.50%3.55%5.72%4.74%8.78% Ptax Rate 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183 15.833 15.773 Rate % Change 0.48%-3.21%-2.69%-0.60%-0.32%-0.41%-1.51%-0.92%-2.16%-0.38% 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 Taxable Value (in millions)Property Tax Rate, Value, Receipts 20 LEVIES FY2020 FY2021 Dollars Tax Rate Dollars Tax Rate per $1,000 per $1,000 General Fund Tax Levies: General $30,486,735 8.100 $33,473,409 8.100 Transit $3,575,605 0.950 $3,925,894 0.950 Tort Liability $1,093,156 0.290 $1,200,249 0.290 Library $1,016,225 0.270 $1,115,780 0.270 Subtotal: $36,171,721 9.610 $39,715,332 9.610 Agland Levy $4,281 3.004 $4,278 3.004 General Fund Property Taxes $36,176,002 $39,719,610 Special Revenue Levies: Employee Benefits $12,210,314 3.244 $13,819,766 3.344 Emergency $0 0.000 $991,805 0.240 Subtotal: $12,210,314 3.244 $14,811,571 3.584 Debt Service $11,553,357 2.978 $10,872,328 2.578 Total City Levy Property Taxes: $59,939,673 15.833 $65,403,509 15.773 % Change from prior year 1.92% -2.16%9.12% -0.38% SSMID Levy $361,878 2.000 $445,627 2.000 Total Property Taxes $60,301,551 ---- $65,849,136 ---- 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 possible Iowa City will be able to further reduce its property tax rate for the tenth straight year through the debt service levy in fiscal year 2022. 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 67 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 2021 budget, an estimated 74 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 67%Other City Taxes 4% Licenses & Permits 5% Use of Money & Property 2% Intergovernmental 7% Charges for Fees & Services 2% Miscellaneous 11% Other Financing Sources 2% FY2021 Revenues & Other Financing Sources 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 proposed budget is the ninth consecutive recommended reduction in the property tax levy, the reduction is in the debt service levy and has minimal impact on the General Fund. This budget also recommends adding 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 6/30/21 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2021 Unassigned Balance as % of Rev & Trans In Parking 5,935,900 2,441,622 6,937,252 4,269,060 5,863,145 1,955,000 3,908,144 47% Transit 4,457,460 4,240,088 7,988,973 310,000 6,865,970 5,114,750 1,751,220 20% Wastewater 11,895,436 6,239,150 9,904,664 6,612,250 23,281,413 12,105,693 11,175,720 62% Water 9,985,860 2,763,565 9,048,440 3,876,965 11,513,227 5,814,249 5,698,978 45% Refuse 3,886,220 5,500 3,920,390 550,000 827,253 0 827,253 21% Landfill 7,202,311 1,284,185 5,456,843 1,993,110 25,566,262 24,281,421 1,284,841 15% Airport 364,820 100,000 367,708 65,225 244,833 117,550 127,283 27% Stormwater 1,714,700 1,001,000 679,879 1,931,000 959,016 79,000 880,016 32% ICHA 10,236,271 0 10,139,876 50,720 5,165,912 1,218,533 3,947,379 39% Each of the City's enterprise funds are in varying, yet stable conditions. 5% water rate increases for both fiscal years 2020 and 2021 were approved in 2019. A $0.90 increase in monthly curbside recycling fees is also recommended in fiscal year 2021. Capital Improvement Plan Highlights The capital budget for fiscal year 2021 totals $29,540,120 and the five-year CIP totals $168,095,552. 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. 23 As funding allows, non-committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council’s strategic plan priorities. Staff is projecting general obligation bond issues of $12.2 million each year from 2020 through 2022, including 2 percent for bond issuance costs. The use of general obligation bonds is required to carry out the projects that are being recommended. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City’s own internal debt policies. 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): 2020 •Bike Master Plan implementation (every year of the CIP) •McCollister Boulevard extension •Wetherby, Fairmeadows, Scott and Napoleon Park improvements •Enhanced annual street resurfacing •American Legion Road reconstruction •First Avenue/Scott Blvd improvements •Lower Muscatine Stormwater Improvements •Mercer Pool improvements Streets, Bridges, and Traffic Engineering 47% Water/Wastewater/Stormwater 19% Landfill 3% Transit & Parking 15% Culture & Rec 11% Public Safety 3% Airport 2% Community & Economic Development 0% Capital Improvement Projects by Category 2020-2024 24 2021 •Benton Street rehabilitation •Rochester Avenue reconstruction •Melrose Avenue improvements •Curbside collections automated truck •Smart parking meter replacements •Highway 6 Trail extension •Glendale Park improvements •Gilbert Street Bridge replacement 2022 •Chadek Green, Court Hill, Kiwanis Park improvements •Library furnishings replacement •Landfill building replacement •Mercer Ball Diamond improvements •Court Street reconstruction •Transit facility relocation •Market/Jefferson two-way conversion 2023 •Palisades and Stone Bridge Park development •Lower City Park restrooms and shelters •Hickory Hill Park shelters and restroom •Happy Hollow and Ped Mall playground •Dubuque Street reconstruction •Rohret South Sewer •Wastewater Digester Complex rehabilitation •Kirkwood to Capitol Street connection 2024 •Dodge Street reconstruction •Park Road reconstruction •North Gilbert Street reconstruction •South Side recycling site •Terrell Mill Park redevelopment •Whispering Meadows and Upper City Park shelters and playgrounds •Highway 6 water main replacement 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 2021, outstanding debt is projected to be just under 1% of valuations. 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 2021 year-end, which is less than 1 percent of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 20 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 2021 budget includes a debt service levy that is 25 approximately 16 percent of the total levy. The proposed budget recommends a reduction in the debt service levy of $0.40. The chart below tracks outstanding general obligation and TIF revenue debt and outstanding debt as a percentage of total valuations. *Budgeted and projected amo unts 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, $5.5 million in fiscal year 2018, and $3.9 million in fiscal year 2019. These early redemptions save the City hundreds of thousands of dollars in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. These are non-budgetary funds and are an internal financing mechanism for operations such as vehicle replacement and information technology services. Expenditures made from these funds are charged back to departments. FY13 FY14 FY15 FY16 FY17 FY18 FY19 *FY20 *FY21 *FY22 Debt (millions)61 67 62 58 67 67 67 68 68 69 % of Val 1.33%1.44%1.28%1.17%1.25%1.22%1.14%1.11%0.99%0.97% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% 52 54 56 58 60 62 64 66 68 70 Millions of Dollars ($)General Bonded Debt Outstanding and Percent of Total Valuation 26 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 invest millions of dollars in climate action initiatives, 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 $157 million in taxable multifamily 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. 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 to respond to new opportunities as they present themselves. Conclusion and Acknowledgements This budget document reflects Iowa City’s focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan and adopted Master Plans. The City’s financial condition remains strong and our reserve levels provide sufficient flexibility in the event of unexpected conditions. While property tax reform will create funding challenges in the upcoming years, with proper planning and realistic priority setting, the City will be able to achieve our long-term goals. In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads, supervisors, and staff in submitting thoughtful and responsible spending plans for the coming year. I would like to specifically recognize the efforts of the Finance Department, led by Director Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget and Compliance Officer Jacklyn Fleagle and Risk and Finance Assistant Michelle Cook. The budget review team also consisted of Assistant City Manager Ashley Monroe and Assistant to the City Manager Simon Andrew. 27 28 City of Iowa City Strategic Plan Strategic Plan and the Financial Plan This Three-Year Financial Plan for fiscal years 2020 through 2022 and the fiscal year 2021 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 31 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 32 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). 33 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 34 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. 35 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 59.9% •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 2019) Iowa City: Best Of... Area Recognition & Accolades 2019 •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 thestacker.com •Iowa Ranked 2nd Best State for Opportunity by U.S. News and World Report •Iowa City earned the top score for municipal support of LGBTQ rights – Human Rights Campaign’s 2018 Municipality Equality Index Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 14,572 for the 2019-20 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 2,489 for school year 2019-20. 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. 36 Health Care: The City has top-notch health care with the University of Iowa Hospital and Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and represent more than 200 outpatient clinics and care areas. In addition to providing primary care, UIHC offers services in more than 200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy Iowa City is a regional referral center and community hospital serving southeast Iowa. Mercy services include heart and vascular care, orthopedic care, maternity care, cancer care, digestive services, general surgery, emergency care, and more. Culture: The City hosts a jazz festival each year that attracts music enthusiasts from both near and far. The annual Iowa Arts Festival features the state's best visual art, music, and food. Iowa City is also home to several community theaters, including Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater presents shows under the stars. Iowa City is also home to the recently restored historic Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa City the University of Iowa’s Hancher Auditorium showcases Broadway productions and other entertainment events. History: Iowa City was created by an act of Legislative Assembly of the Iowa Territory on January 21, 1839, fulfilling the desire of Governor Robert Lucas to move the capital out of Burlington and closer to the center of the territory. Commissioners Chauncey Swan and John Ronalds met on May 1, 1839, in the small settlement of Napoleon, south of present-day Iowa City, to select a site for the new capital city. The following day the commissioners selected a site on bluffs above the Iowa River north of Napoleon, placed a stake in the center of the proposed site and began planning the new capital city. By June of that year, the town had been platted and surveyed from Brown Street in the north to Burlington Street in the south, and from the Iowa River eastward to Governor Street. While Iowa City was selected as the territorial capital in 1839, it did not officially become the capital city until 1841; after construction on the capitol building had begun. The capitol building was completed in 1842, and the last four territorial legislatures and the first six Iowa General Assemblies met there until 1857, when the state capital was moved to Des Moines. 37 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 National 9.6%8.9%8.1%7.4%6.2%5.3%4.9%4.4%3.9%3.7% Iowa 6.0%5.5%5.0%4.7%4.3%3.8%3.7%3.1%2.6%2.7% Iowa City 4.3%4.1%3.8%3.5%3.1%2.7%2.7%2.5%2.0%2.1% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% Unemployment Rates Economic Overview Until the end of 2019, the national economy continued 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 had grown in the last thirty-six consecutive quarters after declining in five of the six preceding quarters. Continued growth is unlikely, due to the onset of the COVID-19 pandemic in early 2020. (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 2020 (preliminary), the Iowa City Metropolitan Statistical Area (MSA) was the third lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) 38 The growth in assessed property value has averaged 4.48% over the last ten years. The growth in taxable value has averaged 4.56% 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 several consecutive years and decreased the last year. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi-unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax base. 39 FY11 FY12 FY13 FY14*FY15 FY16 FY17 FY18 FY19 Fee Revenue $725 $826 $881 $1,031 $902 $874 $939 $976 $965 % Change 13.92%6.58%17.06%-12.51 -3.04%7.45%3.94%-1.13% $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 $232 million in 2019, with the ten-year average at $185 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 2019 revenues are up due to the opening of several new hotels. *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 $965,000 for FY19, $569,000 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. 40 Iowa City’s levy rate dropped approximately two percent (2.2 %) in FY20. Iowa City’s FY21 levy rate totals $15.773; this represents a decline of four- tenths of a percent (0.4%). The rates of overlapping jurisdictions are not certified as of this publication. City pension contributions has grown seven of the last nine 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. FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 State of IA 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 Kirkwood 0.926 0.999 1.079 1.065 1.058 1.061 1.080 1.132 1.204 1.213 Johnson Co.7.540 7.320 7.075 7.077 7.077 7.228 7.093 7.179 6.839 6.761 ICCSD 14.690 14.591 14.073 13.688 13.699 13.868 13.989 13.959 14.856 14.791 IC Levy Rate 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183 15.833 IC % of Total 43.4%43.8%43.7%43.5%43.4%42.9%42.8%42.3%41.4%41.0% 39.5% 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 Overalapping Levy Rates FY10 FY11 FY12 FY13 FY14*FY15 FY16 FY17 FY18 FY19 Total $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412 $5,368 $5,499 $5,841 % Change 1.4%13.2%30.3%4.9%13.3%0.2%-2.5%-0.8%2.4%6.2% Supplemental $37 $51 $58 $69 $66 $70 $63 $21 $18 $19 MFPRSI $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794 $2,691 $2,770 $2,907 IPERS $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555 $2,656 $2,711 $2,915 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 City Pension Contributions in thousands FY11 FY12 FY13 FY14 FY16 FY17 FY18 FY19 FY20 FY21 IPERS 6.95%8.07%8.67%8.93%8.93%8.93%8.93%9.44%9.44%9.44% MFPRSI 19.90%24.76%26.12%30.12%27.77%25.92%25.68%26.02%24.41%25.31% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% City Pension Contribution Rates 41 City of Iowa City Organization Chart COMMUNITY Departments & Divisions CITY COUNCIL AIRPORT COMMISSION LIBRARY BOARD CITY ATTORNEY CITY MANAGER CITY CLERK Airport •Airport Operations City Attorney •City Attorney City Clerk •City Clerk City Manager •City Manager •Communications Office •Human Resources •Human Rights •Economic Development •Climate Action & Outreach Library •Library Operations •Library Foundation Finance •Administration •Accounting •Purchasing •Revenue •Risk Management •Information Technology Services Fire •Administration •Emergency Operations •Fire Prevention •Training Police •Administration •Support Services •Field Operations Neighborhood & Development Services •Administration •Development Services •Neighborhood Services •Metropolitan Planning Organization of Johnson County Public Works •Administration •Engineering •Streets •Wastewater •Water •Resource Management •Equipment Parks & Recreation •Administration •Recreation •Park Maintenance •Cemetery Transportation Services •Administration •Parking •Public Transportation Senior Center •Senior Center Operations APPOINTED ELECTED 42 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: FY2019 FY2020 FY2021 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, 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). 43 City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319) 356-5030 City Attorney Personnel: FY2019 FY2020 FY2021 Total FTEs 5.50 5.50 5.50 CITY ATTORNEY MISSION STATEMENT The City Attorney’s Office represents the City in litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. 44 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 •Climate Action & Outreach 45 the Chamber of Commerce, Iowa City Area Development Group (ICAD), University of Iowa, and others in promoting the City as a viable business location. They assist developers and prospective companies with commercial and industrial development projects. Staff advises the City Council, boards and commissions regarding economic development projects and proposals. The Climate Action & Outreach division is responsible for implementation of climate action initiatives as well as tracking and publicly reporting carbon emission reduction and energy usage data. Staff provides technical support to City departments and public for environmental and climate action programs. They serve as liaison to the Climate Action Commission. Boards and Commissions: The 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. The Climate Action Commission is charged with assisting the City in implementation of the Climate Action and Adaptation Plan and meeting carbon emissions reduction goals. The Commission, guided by principles of equity, considers equity impacts of proposed climate initiatives and recommends changes to current and future climate action plans. The group is 46 also responsible for advising the City Council on climate issues, researching, analyzing, and promoting climate actions, and educating and engaging the public on climate action and the City’s climate and sustainability goals. City Manager Personnel: FY2019 FY2020 FY2021 Total FTEs 15.00 15.00 *19.89 *Note - In fiscal year 2021, the Sustainability division was moved from the Neighborhood & Development Services Department to the City Manager’s Office. 47 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. 48 Finance Department Personnel: FY2019 FY2020 FY2021 Total FTE’s 34.93 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 City utility customer accounts and landfill customer 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. 49 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 To work in partnership with the community, enhance trust, protect with courage and empower victims of crime through excellence in service. DEPARTMENT DESCRIPTION The Administration division oversees the Department’s 85 sworn officers and 25 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. 50 Police Department Personnel: FY2019 FY2020 FY2021 Total FTEs 107.00 107.00 109.26 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. 51 FIRE DEPARTMENT Fire Chief: John Grier Administrative Office Location: 410 E. W ashington Street Phone (Administration/non-emergency): (319)356-5260 Fire Department Divisions General Fund: •Fire Administration •Emergency Operations •Fire Prevention •Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and hazardous materials emergency response to approximately 68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson Count y Hazardous Materials Response Team, and Special Operations Response Team. The department is organized into four functional program divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 52 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile f ire setters intervention, a mobile fire safe house, ride-along program, the Saf ety 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 2018. Emergency Operations services include f ire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 7,000 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: FY2019 FY2020 FY2021 Total FTE’s 64.00 64.00 64.00 53 Parks & Recreation Director: Juli Seydell Johnson Parks Division Office Location: 2275 South Gilbert Street Phone: (319) 356-5107 Parks & Recreation Admin. 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. 54 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: FY2019 FY2020 FY2021 Total FTEs 44.00 45.50 46.50 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. 55 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 676,237 visitors in FY19. Items from library collections circulated over 1,292,525 times 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 56 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: FY2019 FY2020 FY2021 Total FTEs 46.17 46.05 45.92 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. The majority of library funding comes from Iowa City tax support which includes a voter approved $.27 levy (per $1,000 taxable valuation). Other funding sources include contracts for service, library fines and fees, and gifts. 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. 57 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 Center enhances quality of life by creating opportunities to support wellness, social connections, community engagement and lifelong learning for diverse and growing older adult population. DEPARTMENT DESCRIPTION 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. 58 Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three-year terms. Six members are appointed by the City Council. The seventh at-large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council regarding the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role regarding to the needs of older adults; and assist the City Manager in the evaluation of personnel. Senior Center Personnel: FY2019 FY2020 FY2021 Total FTEs 7.00 7.00 7.76 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. 59 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 To support a vibrant, sustainable community by connecting people, places and services through planning, partnerships and effective community engagement. NDS strives to improve neighborhood livability and to protect the health, safety, and welfare of Iowa City residents through administration and enforcement of the City’s Code of Ordinances and Comprehensive Plan and through various housing and community development programs. DEPARTMENT DESCRIPTION Neighborhood & Development Services (NDS) 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. 60 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. 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 low-to-moderate income Iowa City residents with access to safe and affordable housing, jobs and services to promote the general economic prosperity and welfare of Iowa City. This is accomplished by coordinating efforts with local agencies, businesses, nonprofit organizations and other community partners, and by administering and coordinating activities relating to city, state and federal housing and community and economic development programs. This division also oversees the following programs budgeted in the Special Revenue Funds: •The Community Development Block Grant (CDBG) program and CDBG Rehabilitation 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. 61 •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. Community Development makes annual allocations to the area’s human services 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. 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 20,000 rental units during a two-year time period, 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. 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, and public & private partnership opportunities. The ICHA also manages the operations of the Peninsula Apartments reported in the Special Revenue Funds – Peninsula Apartments Fund. Metropolitan Planning Organization of Johnson County (MPOJC) The MPOJC coordinates transportation planning efforts for all of Johnson County. The MPO of Johnson County servers the Iowa City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. Member agencies outside of the Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon and Swisher. It is the mission of the MPO of Johnson County to fulfill state and federal requirements necessary to receive state and federal transportation capital and operating funds; to conduct transportation and traffic studies related to public and private development projects; to provide traffic data collection and analysis services, prepare and administer transportation-related grants; and serve as body for regional policy and project-related discussions. 62 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: FY2019 FY2020 FY2021 Total FTEs 42.43 42.43 *44.55 *In fiscal year 2021, the Sustainability Coordinator was moved from the Neighborhood & Development Services Department to the City Manager’s Office. 63 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 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. 64 Public Works Personnel: FY2019 FY2020 FY2021 Total FTEs 152.76 155.76 158.26 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 division oversees Refuse Collection and Landfill activities. Refuse Collection activities protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The activity is supported primarily through user fees. The Landfill serves Johnson County, Kalona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. 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. 65 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. 66 Transportation Services Personnel: FY2019 FY2020 FY2021 Total FTEs 74.76 73.01 75.51 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. 67 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 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. 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 118 pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation airports in the state. The airfield consists of 2 runways (7/25 & 12/30) with a maximum landing distance of 5004 feet, a full parallel taxiway and an aircraft parking apron at the terminal building. A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight instruction, and charter services. The airport has approximately 30,000 take-offs and landings and sells over 370,000 gallons of jet fuel and aviation gasoline to aircraft operators annually. Airport staff is responsible for daily operation and maintenance of all airport facilities, including 59 T-Hangars, 6 corporate hangars, other airfield buildings, runways and equipment. The Operations Specialist staffs an administrative office, manages leased areas and contracts, plans and oversees airport-related capital improvements. 68 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: FY2019 FY2020 FY2021 Total FTEs 1.00 1.00 1.00 69 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) Emergency Levy (2450)Airport (7600) Affordable Housing (2500)Storm Water (7700)Agency Funds Peninsula Apartments (2510) Housing Authority (79**)Project Green (9102) Tax Increment Financing (26**) Self-Supporting Municipal Improvement District (2820) Major funds City of Iowa City Fund Structure Budgetary Funds 70 BUDGETARY FUND STRUCTURE A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Governmental Funds •The General Fund is the City’s primary operating fund and includes activities in the following program areas: general government, public works, public safety, culture and recreation, community and economic development, and health and social services. •Special Revenue funds account for proceeds from specific sources (other than those accounted for within capital projects funds) which are usually required by law or regulation to be accounted for in separate funds and to be expended for specific purposes. Examples include the employee benefits tax levy; emergency tax levy; Community Development Block Grant (CDBG) funding, Road Use Tax receipts; membership contributions to the Metropolitan Planning Organization of Johnson County, taxes generated for a Self- Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts. •The Debt Service Fund accounts for principal and interest payments on the City’s general long-term debt. Funding is provided by the debt service property tax levy, transfers from Tax Increment Financing, and loan repayments. •Capital Project funds account for the acquisition and/or construction of major facilities and assets in excess of $25,000. •Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City’s only permanent fund, the Cemetery Perpetual Care Fund, was merged into the General Fund in fiscal year 2017. Proprietary Funds •Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and Storm W ater. The Airport and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Housing Authority’s primary funding source is through the Department of Housing and Urban Development (HUD)’s federal grant and voucher programs. The Transit and Airport funds both receive an operating subsidy from the General Fund. 71 •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. 72 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 Climate Action & Outreach Finance Fire Finance Administration Fire Administration Accounting Fire Emergency Operations Purchasing Fire Prevention Revenue Fire Training Police Police Administration Senior Center Police Support Services Senior Center Operations Police Field Operations Public Works Transportation Services Public Works Administration Transportation Services Administration Engineering Services Debt Service Fund Finance Finance Administration Departments & Divisions by Fund General Fund Debt Service Fund 73 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 Emergency Levy Fund City Manager Climate Action & Outreach Departments & Divisions by Fund Special Revenue Funds 74 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 75 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 1 PREPARATION OF THE FINANCIAL PLAN Introduction This Three-Year Financial Plan is for fiscal years 2020 through 2022. The Financial Plan includes the current year revised budget (fiscal year 2020), the one-year annual budget as required by Iowa Code (fiscal year 2021), and provides an additional projection year (fiscal year 2022) 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 2020 through 2024. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City’s fiscal year 2021 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2021 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) 79 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. 80 In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. All budget forms and adjustments are forwarded to the City Manager. By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. The proposed Five-Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The proposed Financial Plan document is then printed. City Council reviews the proposed Financial Plan document during the month of January. In February, the proposed Financial Plan document and a memo of City Council’s changes are presented to the public. A notice of public hearing is published at least ten days but not more than 20 days prior to the final adoption. In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program are adopted by the City Council following a public hearing. The State of Iowa requires a one-year budget be adopted by March 31 of each year. The applicable year in Iowa City’s Three-Year Financial Plan is adopted as the annual budget to satisfy State requirements. If increases to service rates or charges are included as part of the next year’s budget, those rate changes are then adopted in March following adoption of the budget. Amending the Adopted Budget Budget amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, and the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be ‘carried-forward’ or re-appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an 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. 81 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. 82 Financial Plan Preparation Schedule August 1 – August 31, 2019 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 20, 2019 City Council work session discussion regarding fiscal year 2021 budget goals. September 3, 2019 Capital Improvement Program (CIP) forms and instructions are distributed to departments. September 23, 2019 Capital Improvement Program forms are due to the Finance Department. October 2, 2019 At the department staff meeting, directors will review fiscal policies and priorities, present special budget issues, distribute budget manuals, and instruct staff on budget preparation process. October 3 – October 25, 2019 Munis system is available for departments to enter fiscal year 2021 line item budgets, add fiscal year 2021 budget requests for each activity, and amend fiscal year 2020 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 4, 2019 Finance Department produces preliminary Five-Year CIP with project rankings. October 10, 2019 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 17, 2019 Finance Department produces amended Five-Year Capital Improvement Program with updated project rankings. October 24, 2019 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 25, 2019 Department directors deliver budget summary to City Manager’s office and Finance Department. Munis financial system is closed for departmental updates. November 1 – November 22, 2019 City Manager and Finance Director meet with each department to discuss their divisions’ fiscal year 2021 budget requests and submittals, fiscal year 2020 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. 83 November 22 – November 30, 2019 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 6, 2019 City Manager and Finance Department finalize departmental fiscal year 2021 budget requests, fiscal year 2020 revised budgets, Five-Year CIP, division goals and performance measures, and long-range financial plans. December 20, 2019 Preliminary City budget document including the Three-Year Financial Plan, the Five-Year CIP , and division goals and performance measures is distributed to City Council. January 4 – February 25, 2020 City Manager and City Council discuss budget process overview, budget environment, proposed budget, CIP, significant budget issues, and to incorporate Council policy preferences. February 4, 2020 City Council approves notices of public hearing on the proposed maximum property tax dollars to be assessed for specified levies for fiscal year 2021. February 7, 2020 Publication of notice of public hearing on the proposed maximum property tax dollars to be assessed for specified levies for fiscal year 2021. February 18, 2020 City Council holds public hearing and adopts resolution setting the maximum property tax dollars to be assessed for specified levies for the fiscal year 2021 budget. March 3, 2020 City Council approves notices of public hearing on the proposed fiscal year 2021 budget and the fiscal year 2020 revised budget. March 13, 2020 Publication of notice of public hearing on the proposed fiscal year 2021 budget and revised fiscal year 2020 budget. City budget made available for public inspection at City Hall and library. March 24, 2020 Following public hearings, the fiscal year 2021 budget, the Three-Year Financial Plan, the Five-Year CIP, and the fiscal year 2020 revised budget are adopted by City Council. March 31, 2020 Adopted fiscal year 2021 budget and fiscal year 2020 revised budget are certified with Johnson County Auditor. April 7, 2020 City Council sets the hearings for service fee and rate changes for fiscal year 2021, if necessary. July 1, 2020 New fiscal year begins. 84 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 85 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. 86 •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 87 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. 88 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, 89 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. 90 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. 91 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, $1,551,685 in fiscal year 2019 and is estimated to be $1,751,162 in fiscal year 2020 and $1,512,818 in fiscal year 2021. 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. 92 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 685-686) 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 2021 in the closure and post-closure funds are $3,513,374 and $11,074,502, 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 2021 is $9,189,113. Discussion of the Landfill Fund can be found starting on page 449. At June 30, 2019, it is estimated that the landfill had deposited 4,460,554 tons versus its permitted capacity of 5,375,000 or 83%. Capital replacement reserves The City maintains long-term replacement reserves including cable television equipment, library equipment, vehicles and heavy equipment, information technology equipment replacement, transit system buses and facilities, parking facilities, water and wastewater facilities, airport infrastructure, and storm water infrastructure. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment, facilities, and infrastructure. Equipment Fund transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for transit buses and facilities is funded at 20% of accumulated depreciation 93 due to the availability of state and federal grants to make these purchases. Transit b uses and facilities are depreciated using the straight-line method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for replacement funds for fiscal year 2021 are as follows: Reserve Fund Balance Library equipment equipment General 417,375$ Public transportation buses & facilities Transit 5,114,750$ Facility replacement General 6,000,000$ Vehicles and heavy equipment Equipment 14,180,087$ Cable television equipment General 143,529$ Info technology equipment ITS 537,386$ Parking infrastructure & facilities Parking 1,955,000$ Wastewater infrastructure & facilities Wastewater 5,820,000$ Water infrastructure & facilities Water 2,100,000$ Airport infrastructure & facilities Airport 117,550$ Stowm Water infrastructure & facilities Storm Water 79,000$ The General Fund is presented beginning on page 115, the Transit Fund is presented starting on page 384, the Equipment Fund is presented on page 609, and the ITS Fund is presented beginning on page 622. 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 $786,245 in fund balance at the end of fiscal year 2021 available for the replacement of copy machines. The Central Services Fund is presented starting on page 630. 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 2021 is $3,893,092. The estimated Health Insurance reserve for fiscal year 2021 is $11,457,180 of which $8,877,831 is being reserved for Other Post- Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial assumption of a 3.51% discount rate, an inflation rate of 2.6% per annum, a salary increase rate of 3.25%, and an annual medical trend rate of 8.50% decreasing 0.5% each year to a 5% ultimate medical trend rate. The estimated Dental Insurance reserve for fiscal year 2021 is $278,699. The Risk Management Reserve is presented on page 617 and the Health Insurance Reserve is presented on page 635. 94 Capital Project Plan The five-year capital improvement program (CIP) is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City’s financial and operational demands. The City’s five- year capital improvement plan is integrated into the City’s financial plan and annual budget. This plan also coordinates with the City’s long-range debt planning to ensure that sufficient debt funding is available at the time improvements are needed or expected. The projected debt issues in the program have been integrated into the Debt Service Fund’s budget. Below is the five-year capital improvement plan expenditure summary by division. Total expenditures for the Capital Improvement Program for years 2020 – 2024 are $168,095,552. Total funding sources for the Capital Improvement Program for year 2020 – 2024 are $168,266,152. The five-year Capital Improvement Program is presented as part of the Capital Projects Fund section of the budget starting on page 489. 2020 2021 2022 2023 2024 Total Airport 618,600$ 592,250$ 475,000$ 1,170,000$ 1,250,000$ 4,105,850$ Cemetery 50,000 50,000 Development Services 200,000 250,000 450,000 Fire 1,420,000 60,000 1,300,000 1,900,000 - 4,680,000 Information Technology 935,000 935,000 Landfill 1,400,000 130,000 1,345,000 705,000 520,000 4,100,000 Library 400,000 400,000 Parking Operations 1,225,000 1,570,000 825,000 575,000 537,500 4,732,500 Parks Administration 50,000 50,000 405,000 260,000 50,000 815,000 Parks Maintenance 2,065,000 1,215,000 3,305,000 3,060,000 2,300,000 11,945,000 Police 90,000 90,000 Public Works Administration 410,000 410,000 Recreation 977,569 110,000 1,390,000 750,000 750,000 3,977,569 Refuse Operations 550,000 550,000 Senior Center 65,000 300,000 100,000 100,000 500,000 1,065,000 Storm Water 915,000 831,000 1,280,000 385,000 1,090,000 4,501,000 Street Operations 16,143,253 20,580,470 10,130,470 9,760,470 22,272,470 78,887,133 Transit Operations 200,000 150,000 20,000,000 50,000 20,400,000 Wastewater Treatment 3,330,000 1,870,000 2,263,000 11,464,500 1,170,000 20,097,500 Water Operations 1,585,000 1,115,000 814,000 870,000 1,520,000 5,904,000 TOTAL 31,539,422$ 29,513,720$ 44,032,470$ 31,049,970$ 31,959,970$ 168,095,552$ Capital Improvement Plan 2020-2024 Summary by Division 95 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 7/1/2020 37,483,347$ 3,709,849$ 9,449,879$ 8,691,934$ 6,467,395$ 21,663,741$ 11,689,207$ Revenues Property Taxes 39,719,610$ 13,819,766$ 10,872,328$ -$ -$ -$ -$ Other City Taxes 2,687,089 146,348 115,184 - - - - Licenses, Permits, & Fees 2,710,860 - - - - 11,710 - Use of Money and Property 995,115 - 100,912 75,000 197,570 201,570 225,000 Intergovernmental 4,215,877 745,895 305,674 - 2,188,180 - - Charges for Fees and Services 1,395,738 - - 5,565,900 2,003,410 11,632,156 9,742,740 Miscellaneous 6,579,365 - - 295,000 68,300 50,000 18,120 Other Financial Sources 961,184 - 56,801 - - - - Sub-Total Revenues 59,264,838 14,712,009 11,450,899 5,935,900 4,457,460 11,895,436 9,985,860 Transfers In 14,649,360 - 1,021,113 2,441,622 4,240,088 6,239,150 2,763,565 Total Revenues & Transfers In 73,914,198$ 14,712,009$ 12,472,012$ 8,377,522$ 8,697,548$ 18,134,586$ 12,749,425$ Expenditures by Department City Council 159,554$ -$ -$ -$ -$ -$ -$ City Clerk 524,699 - - - - - - City Attorney 867,117 - - - - - - City Manager 4,286,206 - - - - - - Finance 4,631,600 1,321,730 14,519,819 - - - - Police 15,667,193 - - - - - - Fire 9,035,169 - - - - - - Parks & Recreation 10,443,623 - - - - - - Library 7,092,059 - - - - - - Senior Center 1,038,668 - - - - - - Neighborhood & Dvlpmt Services 5,614,025 - - - - - - Public Works 3,117,289 - - - - 9,904,664 9,048,440 Transportation Services 655,962 - - 6,937,252 7,988,973 - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 63,133,164 1,321,730 14,519,819 6,937,252 7,988,973 9,904,664 9,048,440 Transfers Out 8,767,341 12,973,473 - 4,269,060 310,000 6,612,250 3,876,965 Total Expenditures & Transfers Out 71,900,505$ 14,295,203$ 14,519,819$ 11,206,312$ 8,298,973$ 16,516,914$ 12,925,405$ Estimated Fund Balance 6/30/2021 39,497,040$ 4,126,655$ 7,402,072$ 5,863,145$ 6,865,970$ 23,281,413$ 11,513,227$ Restricted, Committed, Assigned 13,195,809 - - 1,955,000 5,114,750 12,105,693 5,814,249 Unassigned Fund Balance 6/30/2021 26,301,231$ 4,126,655$ 7,402,072$ 3,908,144$ 1,751,221$ 11,175,720$ 5,698,978$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City All Fund Summary Fiscal Year 2021 96 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 1,405,923$ 24,529,719$ 854,195$ 5,120,237$ 1,123,847$ 4,758,009$ 136,947,281$ 34,528,426$ 171,475,707$ -$ -$ -$ -$ -$ 1,437,432$ 65,849,136$ -$ 65,849,136$ - - - - - 2,602,840 5,551,461 - 5,551,461 12,900 - - - - - 2,735,470 - 2,735,470 10,000 463,891 10,000 376,520 - 487,571 3,143,149 333,500 3,476,649 - - - 9,782,555 7,948,636 10,375,427 35,562,244 622,535 36,184,779 3,863,320 6,638,770 1,700,000 - - 37,810 42,579,844 618,729 43,198,573 - 99,650 4,700 63,980 - 115,840 7,294,955 21,822,146 29,117,101 - -- 13,216 11,871,140 175,640 13,077,981 105,150 13,183,131 3,886,220 7,202,311 1,714,700 10,236,271 19,819,776 15,232,560 175,794,240 23,502,060 199,296,300 5,500 1,284,185 1,001,000 - 11,311,860 2,266,370 47,223,813 - 47,223,813 3,891,720$ 8,486,496$ 2,715,700$ 10,236,271$ 31,131,636$ 17,498,930$ 223,018,053$ 23,502,060$ 246,520,113$ -$ -$ -$ -$ -$ -$ 159,554$ -$ 159,554$ - - - - - - 524,699 - 524,699 - - - - - - 867,117 - 867,117 - - - - - 900,800 5,187,006 - 5,187,006 - - - - - 1,732,625 22,205,774 15,882,338 38,088,112 - - - - - -15,667,193 - 15,667,193 - - - - - -9,035,169 - 9,035,169 - - - - - -10,443,623 - 10,443,623 - - - - - -7,092,059 - 7,092,059 - - - - - -1,038,668 - 1,038,668 - - - 10,139,876 - 3,049,673 18,803,574 - 18,803,574 - - 679,879 - - 6,860,459 29,610,731 6,156,284 35,767,015 3,920,390 5,456,843 - - - - 24,959,420 - 24,959,420 - - - - - 367,708 367,708 - 367,708 - - - - 22,705,470 - 22,705,470 - 22,705,470 - - - - 6,834,650 - 6,834,650 - 6,834,650 3,920,390 5,456,843 679,879 10,139,876 29,540,120 12,911,265 175,502,414 22,038,622 197,541,036 550,000 1,993,110 1,931,000 50,720 1,375,000 4,514,894 47,223,813 - 47,223,813 4,470,390$ 7,449,953$ 2,610,879$ 10,190,596$ 30,915,120$ 17,426,159$ 222,726,227$ 22,038,622$ 244,764,849$ 827,253$ 25,566,262$ 959,016$ 5,165,912$ 1,340,363$ 4,830,780$ 137,239,107$ 35,991,864$ 173,230,971$ - 24,281,421 79,000 1,218,533 - 1,069,923 64,834,377 23,595,305 88,429,682 827,253$ 1,284,841$ 880,016$ 3,947,379$ 1,340,363$ 3,760,857$ 72,404,729$ 12,396,560$ 84,801,289$ City of Iowa City All Fund Summary Fiscal Year 2021 97 Other Metro Road Shared Planning Org.Emergency CDBG HOME Grant Use Tax Revenue of Jo. Co.Levy Fund (2100)Fund (2110)Fund (2200)Fund (2300)Fund (2350)Fund (2450) Estimated Fund Balance 7/1/2020 (27,805)$ 125,622$ 2,171,685$ (12,530)$ 346,568$ -$ Revenues Property Taxes -$ -$ -$ -$ -$ 991,805$ Other City Taxes - - - - - 9,637 Licenses, Permits, & Fees - - - - - - Use of Money and Property 18,215 17,706 - - 4,000 - Intergovernmental 658,700 482,816 8,820,140 - 366,802 - Charges for Fees and Services - - 37,810 - -- Miscellaneous 13,020 17,920 77,750 - 6,550 - Other Financial Sources 95,000 80,640 - - - - Sub-Total Revenues 784,935 599,082 8,935,700 - 377,352 1,001,442 Transfers In - - 622,793 - 378,577 - Total Revenues & Transfers In 784,935$ 599,082$ 9,558,493$ -$ 755,929$ 1,001,442$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - 900,800 Finance - - - - - - Police - - - - - - Fire - - - - - - Parks & Recreation - - - - - - Library - - - - - - Senior Center - - - - - - Neighborhood & Dvlpmt Services 734,915 471,281 - - 785,929 - Public Works - - 6,860,459 - - - Transportation Services - - - - - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub-Total Expenditures 734,915 471,281 6,860,459 - 785,929 900,800 Transfers Out - - 3,257,527 - - 100,000 Total Expenditures & Transfers Out 734,915$ 471,281$ 10,117,986$ -$ 785,929$ 1,000,800$ Estimated Fund Balance 6/30/2021 22,215$ 253,423$ 1,612,192$ (12,530)$ 316,568$ 642$ Restricted, Committed, Assigned - - - - - - Unassigned Fund Balance 6/30/2021 22,215$ 253,423$ 1,612,192$ (12,530)$ 316,568$ 642$ 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 2021 98 Tax Total Affordable Peninsula Increment SSMID -Non-Major Housing Apartments Financing Downtown Airport Budgetary Fund (2500)Fund (2510)Fund (26**)Fund (2820)Fund (7600)Funds 1,231,378$ 198,805$ 511,341$ -$ 212,946$ 4,758,009$ -$ -$ -$ 445,627$ -$ 1,437,432$ - - 2,593,203 - - 2,602,840 - - - - - - - 68,430 15,000 - 364,220 487,571 - -- 46,969 - 10,375,427 - -- - - 37,810 - -- - 600 115,840 - -- - - 175,640 - 68,430 2,608,203 492,596 364,820 15,232,560 1,000,000 - 165,000 - 100,000 2,266,370 1,000,000$ 68,430$ 2,773,203$ 492,596$ 464,820$ 17,498,930$ -$ -$ -$ -$ -$ -$ - - - - - - - - - - - - - - - - - 900,800 - - 1,240,029 492,596 - 1,732,625 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,000,000 57,548 - - - 3,049,673 - - - - - 6,860,459 - - - - - - - - - - 367,708 367,708 - - - - - - - - - - - - - 1,000,000 57,548 1,240,029 492,596 367,708 12,911,265 - - 1,092,142 - 65,225 4,514,894 1,000,000$ 57,548$ 2,332,171$ 492,596$ 432,933$ 17,426,159$ 1,231,378$ 209,688$ 952,373$ -$ 244,833$ 4,830,780$ - - 952,373 - 117,550 1,069,923 1,231,378$ 209,688$ -$ -$ 127,283$ 3,760,857$ City of Iowa City Non-Major Budgetary Fund Summary Fiscal Year 2021 99 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 7/1/2020 15,320,906$ 3,870,142$ 2,981,488$ 755,734$ 11,330,860$ 269,295$ 34,528,426$ Revenues Property Taxes -$ -$ -$ -$ -$ -$ -$ Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - Use of Money and Property 150,000 45,000 30,000 5,000 100,000 3,500 333,500 Intergovernmental 622,535 - - - - - 622,535 Charges for Fees and Services 540 - 18,270 - 582,079 17,840 618,729 Miscellaneous 6,570,362 1,601,580 2,447,522 250,988 10,514,559 437,135 21,822,146 Other Financial Sources 105,150 - - - - - 105,150 Sub-Total Revenues 7,448,587 1,646,580 2,495,792 255,988 11,196,638 458,475 23,502,060 Transfers In - - - - - - - Total Revenues & Transfers In 7,448,587$ 1,646,580$ 2,495,792$ 255,988$ 11,196,638$ 458,475$ 23,502,060$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ -$ City Clerk - - - - - - - City Attorney - - - - - - - City Manager - - - - - - - Finance - 1,623,630 2,513,842 225,477 11,070,318 449,071 15,882,338 Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services - - - - - - - Public Works 6,156,284 - - - - - 6,156,284 Transportation Services - - - - - - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 6,156,284 1,623,630 2,513,842 225,477 11,070,318 449,071 22,038,622 Transfers Out - - - - - - - Total Expenditures & Transfers Out 6,156,284$ 1,623,630$ 2,513,842$ 225,477$ 11,070,318$ 449,071$ 22,038,622$ Estimated Fund Balance 6/30/2021 16,613,209$ 3,893,092$ 2,963,438$ 786,245$ 11,457,180$ 278,699$ 35,991,864$ Restricted, Committed, Assigned 14,180,087 - 537,386 - 8,877,831 - 23,595,305 Unassigned Fund Balance 6/30/2021 2,433,122$ 3,893,092$ 2,426,052$ 786,245$ 2,579,349$ 278,699$ 12,396,560$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City Non-Budgetary Fund Summary Fiscal Year 2021 100 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Budgetary Fund Revenues General Fund 10** General Fund 51,151,026$ 51,880,377$ 56,279,461$ 55,197,612$ 59,264,838$ 60,456,484$ Special Revenue Funds 2100 CDBG 1,020,981 658,178 758,935 847,897 784,935 784,935 2110 HOME Grant 305,087 666,926 714,103 1,243,170 599,082 581,162 2200 Road Use Tax Fund 8,803,148 8,539,943 8,955,947 8,514,360 8,935,700 9,817,714 2300 Other Shared Revenue 577,060 270,089 8,333 44,981 - - 2350 Metro Planning Org of Johnson Co 295,966 320,459 378,503 386,866 377,352 391,032 2400 Employee Benefits 11,145,984 11,668,231 12,845,423 13,031,767 14,712,009 15,126,602 2450 Emergency Levy - - - - 1,001,442 1,031,196 2500 Affordable Housing 3,926 415,749 422,309 - - - 2510 Peninsula Apartments 77,516 73,278 70,805 73,270 68,430 68,430 26** Tax Increment Financing 2,230,731 2,473,728 2,598,651 3,460,835 2,608,203 2,826,303 2820 SSMID - Downtown 318,343 354,385 397,730 398,091 492,596 505,965 Debt Service Fund 5*** Debt Service 14,353,841 13,288,394 12,811,836 12,190,584 11,450,899 11,305,656 Enterprise Funds 710* Parking 5,527,930 8,486,558 6,192,536 6,228,683 5,935,900 5,935,900 715* Transit 4,812,638 8,276,309 4,535,779 4,739,999 4,457,460 4,457,460 720* Wastewater 17,883,190 13,115,285 13,424,866 11,768,312 11,895,436 12,011,750 730* Water 14,934,666 9,827,060 10,065,852 9,628,406 9,985,860 10,083,287 7400 Refuse Collection 3,159,783 3,521,446 3,717,374 3,677,983 3,886,220 3,924,853 750* Landfill 7,089,948 7,028,784 7,105,849 7,130,406 7,202,311 7,202,311 7600 Airport 348,499 385,582 367,258 365,520 364,820 364,220 7700 Storm Water 1,688,423 1,589,311 1,595,027 1,727,010 1,714,700 1,731,700 79** Housing Authority 9,103,051 9,620,510 10,293,528 9,761,797 10,236,271 10,236,271 Capital Projects Fund Governmental Projects 34,610,131 12,981,813 15,145,337 28,642,793 18,167,000 12,195,000 Enterprise Projects 4,388,514 1,919,909 1,528,537 3,250,542 1,652,776 16,427,500 Total Budgetary Revenues 193,830,381$ 167,362,304$ 170,213,979$ 182,310,884$ 175,794,240$ 187,465,732$ Non-Budgetary Fund Revenues Capital Projects Fund Internal Service Projects 174$ -$ -$ -$ -$ -$ Internal Service Funds 810* Equipment 6,099,982 6,910,467 7,327,947 7,207,545 7,448,587 7,579,838 8200 Risk Management 1,625,495 1,707,274 1,671,941 1,726,350 1,646,580 1,678,160 830* Information Technology 2,147,457 2,294,690 2,444,853 2,381,939 2,495,792 2,544,742 8400 Central Services 241,819 228,890 252,275 268,622 255,988 261,005 8500 Health Insurance 8,136,943 8,401,738 8,887,214 10,261,979 11,196,638 11,722,366 8600 Dental Insurance 384,243 407,695 411,909 440,037 458,475 471,589 Total Non-Budgetary Expenditures 18,636,114$ 19,950,757$ 20,996,138$ 22,286,472$ 23,502,060$ 24,257,701$ Total Revenues - All Funds 212,466,494$ 187,313,062$ 191,210,117$ 204,597,356$ 199,296,300$ 211,723,433$ Additional information regarding specific funds can be found within individual fund summaries. City of Iowa City All Funds Revenues by Fund 101 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Budgetary Fund Revenues Property Taxes 55,357,358$ 56,525,799$ 59,115,402$ 60,296,653$ 65,849,136$ 67,402,951$ Other City Taxes Gas/Electric Excise Tax 726,457 684,299 667,713 676,391 633,387 619,610 Mobile Home Tax 65,153 61,182 58,354 61,180 58,361 58,361 Hotel/Motel Tax 1,136,712 1,045,696 1,301,827 1,045,700 1,301,820 1,301,820 Utility Franchise Tax 939,387 976,060 964,690 976,050 964,690 964,690 TIF Revenues 2,226,302 2,459,216 2,564,840 3,450,835 2,593,203 2,826,303 Other City Taxes Total 5,094,011 5,226,452 5,557,424 6,210,156 5,551,461 5,770,784 Licenses, Permits, & Fees General Use Permits 104,296 71,654 86,756 71,650 85,410 85,410 Food & Liq Licenses 111,438 110,377 126,709 110,380 126,710 126,710 Professional License 12,015 7,605 6,150 7,610 6,160 6,160 Franchise Fees 685,659 662,448 586,428 512,750 512,750 512,750 Misc Permits & Licenses 39,951 40,881 58,608 40,830 49,620 49,620 Const Per & Ins Fees 2,578,024 1,850,539 2,141,423 1,842,590 1,954,820 1,954,820 Licenses, Permits, & Fees Total 3,531,383 2,743,504 3,006,074 2,585,810 2,735,470 2,735,470 Use Of Money And Property Interest Revenues 1,551,921 2,879,001 4,198,581 2,135,836 1,705,802 1,677,683 Rents 1,370,376 1,385,468 1,290,859 1,368,819 1,331,104 1,331,104 Royalties & Commissions 140,491 108,842 106,716 110,620 106,243 106,243 Use Of Money And Property Total 3,062,788 4,373,310 5,596,157 3,615,275 3,143,149 3,115,030 Intergovernmental Fed Intergovnt Revenue 12,147,485 13,152,242 13,349,850 19,527,786 16,820,081 29,522,696 Property Tax Credits 1,590,863 1,554,683 1,559,040 1,759,102 1,923,358 1,898,136 Road Use Tax 8,672,279 8,426,502 8,820,138 8,426,500 8,820,140 9,702,154 State 28E Agreements 1,813,044 2,003,939 2,060,750 2,083,110 1,976,419 2,224,419 Operating Grants 139,474 73,825 69,584 73,820 69,580 69,580 Disaster Assistance 217,718 110,085 - - - - Other State Grants 12,999,581 5,483,837 3,203,172 9,316,962 3,069,046 457,295 Local 28E Agreements 1,418,467 1,151,557 1,204,577 5,191,866 2,883,620 1,297,300 Intergovernmental Total 38,998,911 31,956,672 30,267,112 46,379,146 35,562,244 45,171,580 Charges For Fees & Services Building & Devlpmt 969,936 908,376 1,219,311 394,900 428,570 428,570 Police Services 143,562 127,496 149,766 104,990 100,000 100,000 Animal Care Services 11,545 10,775 14,922 10,780 14,920 14,920 Fire Services 10,370 7,632 9,060 7,140 9,060 9,060 Transit Fees 1,260,923 1,226,643 1,220,379 1,226,590 1,220,390 1,220,390 Culture & Recreation 780,147 774,778 767,966 778,090 776,548 776,548 Misc Charges For Services 72,138 69,449 69,454 73,416 68,820 68,820 Water Charges 9,279,458 9,475,186 9,645,556 9,336,770 9,748,310 9,845,793 Wastewater Charges 12,276,259 12,621,036 12,830,133 11,431,556 11,631,416 11,747,730 Refuse Charges 3,588,837 4,010,218 4,056,934 4,095,450 4,278,720 4,317,355 Landfill Charges 6,273,574 5,933,293 5,889,533 5,933,293 6,224,330 6,224,330 Storm Water Charges 1,522,294 1,551,384 1,568,019 1,709,510 1,700,000 1,717,000 Parking Charges 5,910,725 6,331,040 6,546,854 6,697,952 6,378,760 6,378,760 Charges For Fees & Services Total 42,099,767$ 43,047,308$ 43,987,888$ 41,800,437$ 42,579,844$ 42,849,277$ City of Iowa City All Funds Revenues by Type 102 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected City of Iowa City All Funds Revenues by Type Miscellaneous Code Enforcement 238,295$ 232,315$ 278,070$ 235,180$ 269,340$ 269,340$ Parking Fines 578,713 475,356 602,260 475,360 585,000 585,000 Library Fines & Fees 154,425 143,285 135,183 106,747 100,000 100,000 Contrib & Donations 705,917 890,423 453,913 917,189 309,310 309,310 Printed Materials 43,411 42,374 51,279 40,980 46,710 46,710 Animal Adoption 12,015 12,955 45,839 27,960 35,000 35,000 Misc Merchandise 55,052 55,901 57,232 59,450 62,760 62,160 Intra-City Charges 3,795,296 3,962,198 4,428,621 4,541,411 5,090,750 5,090,750 Other Misc Revenue 2,118,650 908,992 852,007 535,927 795,515 777,595 Special Assessments 1,087 808 568 810 570 570 Miscellaneous Total 7,702,861 6,724,607 6,904,973 6,941,014 7,294,955 7,276,435 Other Financial Sources Debt Sales 33,795,498 12,174,462 12,565,848 11,972,340 11,871,140 11,935,000 Sale Of Assets 3,081,294 3,633,506 1,586,827 1,976,332 501,700 501,700 Insurance Recoveries - - 279,874 - - - Loans 1,106,510 956,682 1,346,402 533,721 705,141 707,505 Other Financial Sources Total 37,983,302 16,764,651 15,778,950 14,482,393 13,077,981 13,144,205 Total Budgetary Revenues 193,830,381$ 167,362,304$ 170,213,979$ 182,310,884$ 175,794,240$ 187,465,732$ Non-Budgetary Fund Revenues Capital Projects Fund 174$ -$ -$ -$ -$ -$ Internal Service Funds 18,635,940 19,950,757 20,996,138 22,286,472 23,502,060 24,257,701 Total Non-Budgetary Revenues 18,636,114$ 19,950,757$ 20,996,138$ 22,286,472$ 23,502,060$ 24,257,701$ Total Revenues - All Funds 212,466,494$ 187,313,062$ 191,210,117$ 204,597,356$ 199,296,300$ 211,723,433$ Property Taxes 38% Other City Taxes 3% Licenses, Permits, & Fees 2% Use Of Money And Property 2% Intergovernmental 20% Charges For Fees & Services 24% Miscellaneous 4% Other Financial Sources 7% Budgetary Fund Revenues by Type 103 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Budgetary Fund Expenditures General Fund 10** General Fund 51,413,370$ 52,714,596$ 55,494,497$ 62,556,284$ 63,133,164$ 64,139,224$ Special Revenue Funds 2100 CDBG 1,390,132 592,163 628,016 836,530 734,915 751,466 2110 HOME Grant 192,082 558,825 799,452 1,024,015 471,281 481,233 2200 Road Use Tax Fund 5,262,429 6,059,424 6,653,708 6,596,347 6,860,459 7,002,758 2300 Other Shared Revenue 652,152 333,421 29,885 39,927 - - 2350 Metro Planning Org of Johnson Co 609,907 591,338 618,626 747,796 785,929 808,051 2400 Employee Benefits 868,301 967,457 806,781 1,293,641 1,321,730 1,348,725 2450 Emergency Levy - - - - 900,800 918,816 2500 Affordable Housing 500,000 325,000 995,422 1,404,360 1,000,000 1,000,000 2510 Peninsula Apartments 59,023 50,641 55,583 55,706 57,548 58,394 26** Tax Increment Financing - 392,130 418,306 1,776,394 1,240,029 1,156,225 2820 SSMID - Downtown 318,343 354,385 397,730 398,091 492,596 505,965 Debt Service Fund 5*** Debt Service 15,218,289 13,469,600 13,678,214 13,048,333 14,519,819 13,121,713 Enterprise Funds 710* Parking 4,235,036 6,516,098 6,534,781 7,257,781 6,937,252 5,034,354 715* Transit 6,927,616 11,920,706 7,446,609 8,371,003 7,988,973 8,194,191 720* Wastewater 21,260,750 15,738,755 12,613,542 9,611,448 9,904,664 9,781,786 730* Water 12,372,374 14,382,141 8,285,265 8,834,151 9,048,440 9,181,392 7400 Refuse Collection 3,053,376 3,106,776 3,440,755 3,837,547 3,920,390 4,089,420 750* Landfill 4,973,964 4,940,648 6,064,090 5,476,781 5,456,843 5,479,183 7600 Airport 665,802 468,122 395,866 365,272 367,708 375,906 7700 Storm Water 747,069 497,954 451,277 715,551 679,879 696,298 79** Housing Authority 8,651,207 9,342,128 10,030,517 11,703,169 10,139,876 10,353,473 Capital Projects Fund Governmental Projects 32,902,808 33,751,050 39,752,910 64,420,852 22,705,470 17,030,470 Enterprise Projects 3,657,836 9,696,038 5,674,170 17,441,142 6,834,650 27,002,000 Total Budgetary Expenditures 175,931,866$ 186,769,397$ 181,266,003$ 227,812,121$ 175,502,414$ 188,511,044$ Non-Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects 61,633$ -$ -$ -$ -$ -$ Internal Service Funds 810* Equipment 4,683,979 5,041,436 5,141,589 7,554,203 6,156,284 5,668,419 8200 Risk Management 1,236,127 1,947,564 1,351,299 1,740,084 1,623,630 1,657,850 830* Information Technology 1,624,715 2,034,623 2,072,637 2,392,457 2,513,842 2,457,593 8400 Central Services 201,065 188,468 176,149 214,706 225,477 271,242 8500 Health Insurance 7,218,542 7,848,190 9,105,067 10,088,009 11,070,318 11,623,759 8600 Dental Insurance 374,002 364,128 344,357 429,209 449,071 462,543 Total Non-Budgetary Expenditures 15,400,061$ 17,424,410$ 18,191,097$ 22,418,668$ 22,038,622$ 22,141,406$ Total Expenditures - All Funds 191,331,927$ 204,193,807$ 199,457,100$ 250,230,789$ 197,541,036$ 210,652,451$ Additional information specific funds can be found within individual fund summaries. City of Iowa City All Funds Expenditures by Fund 104 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Budgetary Funds Expenditures City Council 110,152$ 109,461$ 110,580$ 165,465$ 159,554$ 163,688$ City Clerk 500,977 491,517 540,893 576,797 524,699 581,929 City Attorney 733,337 765,417 751,266 880,104 867,117 892,619 City Manager 2,148,884 3,083,553 3,944,970 4,430,243 5,187,006 5,331,042 Finance 19,741,817 18,989,115 19,271,220 21,470,116 22,205,774 20,877,766 Police 13,114,628 13,809,546 14,073,156 15,319,126 15,667,193 15,958,613 Fire 7,716,864 8,030,716 8,292,055 8,633,917 9,035,169 9,269,789 Parks & Recreation 7,812,840 7,993,287 8,191,404 9,961,586 10,443,623 10,224,990 Library 6,269,424 6,400,494 6,403,794 6,976,884 7,092,059 7,258,805 Senior Center 899,254 888,544 865,825 971,109 1,038,668 1,066,830 Neighborhood & Dvlpmnt Services 18,447,039 16,732,214 18,776,670 22,067,537 18,803,574 19,137,601 Public Works 41,400,547 38,587,895 30,109,215 28,564,609 29,610,731 29,868,242 Transportation Services 19,809,656 26,972,431 24,112,009 25,567,362 24,959,420 23,470,755 Airport 665,802 468,122 395,866 365,272 367,708 375,906 Capital Projects Fund Governmental Projects 32,902,808 33,751,050 39,752,910 64,420,852 22,705,470 17,030,470 Enterprise Projects 3,657,836 9,696,038 5,674,170 17,441,142 6,834,650 27,002,000 Total Budgetary Expenditures 175,931,866$ 186,769,397$ 181,266,003$ 227,812,121$ 175,502,414$ 188,511,044$ Non-Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects 61,633$ -$ -$ -$ -$ -$ Internal Service Funds Finance 10,654,450 12,382,973 13,049,508 14,864,465 15,882,338 16,472,987 Public Works 4,683,979 5,041,436 5,141,589 7,554,203 6,156,284 5,668,419 Total Non-Budgetary Expenditures 15,400,061$ 17,424,410$ 18,191,097$ 22,418,668$ 22,038,622$ 22,141,406$ Total Expenditures - All Funds 191,331,927$ 204,193,807$ 199,457,100$ 250,230,789$ 197,541,036$ 210,652,451$ City of Iowa City All Funds Expenditures by Department City Council 0% City Clerk 0% City Attorney 1%City Manager 4%Finance 15% Police 11% Fire 6% Parks & Recreation 7% Library 5% Senior Center 1% Neighborhood & Dvlpmnt Services 13% Public Works 20% Transportation Services 17%Airport 0% Budgetary Fund Expenditures by Department (excluding Capital Projects) 105 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 2,572,422$ 1,069,012$ 107,620$ 2,118,272$ 20,052$ 3,904,301$ 9,791,679$ Special Revenue Funds: Employee Benefits 11,467,445 515,321 11,982,766 CDBG 39,172 39,172 HOME 93,533 93,533 Road Use Tax 82,326 283,518 3,207,360 1,059,868 51,881 4,684,953 Tax Increment Financing 1,166,322 32,479 1,198,801 Enterprise Funds: From Parking 1,225,000 3,999,736 941,621 6,166,357 From Transit 200,000 1,275,000 1,475,000 From Wastewater 3,030,000 8,600,000 2,935,300 14,565,300 From Water 1,685,000 4,000,000 1,847,217 7,532,217 From Landfill 2,400,000 984,603 3,384,603 From Airport 132,200 114,975 247,175 From Storm Water 1,090,000 1,100,000 2,190,000 From Housing Authority 49,483 49,483 Capital Project Funds 1,750,000 1,750,000 Total Transfers In:15,337,998$ 1,867,851$ 107,620$ 15,159,483$ 1,079,920$ 25,874,029$ 5,724,138$ 65,151,039$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 2,572,422$ 11,549,771$ 1,166,322$ 49,483$ 15,337,998$ Road Use Tax Fund - Other Special Revenue Funds 1,176,632 798,839 1,975,471 Debt Service Fund 20,052 1,059,868 1,079,920 Enterprise Funds 3,904,301 145,414 1,750,000 20,074,314 25,874,029 Debt Service Reserves 5,724,138 5,724,138 Capital Project Funding 2,118,272 3,246,532 32,479 9,762,200 15,159,483 Total Transfers Out:9,791,679$ 15,740,556$ 2,258,669$ 1,750,000$ -$ 35,610,135$ -$ 65,151,039$ Transfers In Transfers Out City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2020 106 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 2,072,422$ 1,058,127 165,000$ 1,181,470$ 20,052$ 4,270,270$ 8,767,341$ Special Revenue Funds: Employee Benefits 12,350,680 622,793 12,973,473 HOME - Road Use Tax 86,622 320,450 2,797,000 53,455 3,257,527 Emergency Levy 100,000 100,000 Tax Increment Financing 88,916 2,165 1,001,061 1,092,142 Enterprise Funds: From Parking 1,570,000 1,257,438 1,441,622 4,269,060 From Transit 150,000 160,000 310,000 From Wastewater 1,750,000 2,000,000 2,862,250 6,612,250 From Water 1,115,000 900,000 1,861,965 3,876,965 From Refuse Collection 550,000 550,000 From Landfill 1,100,000 893,110 1,993,110 From Airport 65,225 65,225 From Storm Water 931,000 1,000,000 1,931,000 From Housing Authority 50,720 50,720 Capital Project Funds 1,375,000 1,375,000 Total Transfers In:14,649,360$ 2,001,370$ 165,000$ 11,311,860$ 1,021,113$ 11,909,273$ 6,165,837$ 47,223,813$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 2,072,422$ 12,437,302$ 88,916$ 50,720$ 14,649,360$ Road Use Tax Fund - Other Special Revenue Funds 1,223,127 943,243 2,166,370 Debt Service Fund 20,052 1,001,061 1,021,113 Enterprise Funds 4,270,270 53,455 1,375,000 6,210,548 11,909,273 Debt Service Reserves 6,165,837 6,165,837 Capital Project Funding 1,181,470 2,897,000 2,165 7,231,225 11,311,860 Total Transfers Out:8,767,341$ 16,331,000$ 1,092,142$ 1,375,000$ -$ 19,658,330$ -$ 47,223,813$ City of Iowa City Budgeted Transfer Schedule Fiscal Year 2021 Transfers In Transfers Out 107 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 2,072,422$ 1,059,871 165,000$ 1,048,470$ 20,052$ 4,369,208$ 8,735,023$ Special Revenue Funds: Employee Benefits 12,721,200 641,477 13,362,677 HOME - Road Use Tax 89,221 330,064 2,647,000 55,080 3,121,365 Emergency Levy 100,000 100,000 Tax Increment Financing 42,540 1,792,538 1,835,078 Enterprise Funds: From Parking 825,000 1,265,268 941,621 3,031,889 From Transit 4,000,000 160,000 4,160,000 From Wastewater 2,013,000 2,000,000 1,178,495 5,191,495 From Water 814,000 900,000 1,879,215 3,593,215 From Landfill 1,125,000 893,110 2,018,110 From Airport 47,500 47,500 From Storm Water 1,280,000 1,300,000 2,580,000 From Housing Authority 52,242 52,242 Total Transfers In:14,977,625$ 2,031,412$ 165,000$ 13,899,970$ 1,812,590$ 10,942,666$ 3,999,331$ 47,828,594$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 2,072,422$ 12,810,421$ 42,540$ 52,242$ 14,977,625$ Road Use Tax Fund 641,477 641,477 Other Special Revenue Funds 1,224,871 330,064 1,554,935 Debt Service Fund 20,052 1,792,538 1,812,590 Enterprise Funds 4,369,208 55,080 6,518,378 10,942,666 Debt Service Reserves 3,999,331 3,999,331 Capital Project Funding 1,048,470 2,747,000 10,104,500 13,899,970 Total Transfers Out:8,735,023$ 16,584,042$ 1,835,078$ -$ -$ 20,674,451$ -$ 47,828,594$ City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2022 Transfers In Transfers Out 108 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Adopted 2021 Budget Change in FTEs FY2020-2021 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 5.50 5.50 5.50 5.50 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office (1)3.00 3.00 7.50 7.50 6.00 6.00 6.00 7.89 1.89 Human Resources 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Economic Development - - - - 1.00 1.00 1.00 1.00 - Climate Action & Outreach (2)- - - - - - - 3.00 3.00 Finance: Finance Adminstration 3.65 3.15 3.15 3.15 2.15 2.90 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 7.00 7.60 7.60 7.60 7.00 7.00 7.00 - Purchasing 3.44 3.44 3.44 3.50 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 0.38 - - - - - - - - Police: Police Administration 5.00 5.00 5.00 6.00 6.00 2.00 2.00 2.00 - Police Support Services (3)20.00 20.00 20.00 19.00 19.00 26.00 27.00 29.26 2.26 Police Field Operations 80.00 80.00 80.00 80.00 80.00 79.00 78.00 78.00 - Fire: Fire Administration 4.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 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 5.33 4.33 5.00 4.00 5.00 4.00 (1.00) Recreation 15.42 15.42 14.42 15.42 14.75 14.00 14.50 14.50 - Park Maintenance Administration 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 - Park Maintenance Operations 11.00 11.00 12.00 15.00 15.00 15.00 14.00 14.00 - Forestry (4)3.00 3.00 3.00 3.00 3.00 5.00 5.00 7.00 2.00 CBD Maintenance Operations 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 (5)42.38 42.38 42.27 43.27 43.27 43.27 43.15 43.02 (0.13) Library Board Controlled Funds 0.75 0.75 0.50 0.50 0.50 0.50 0.50 0.50 - Library Gifts and Bequests - - - 0.40 0.40 0.40 0.40 0.40 - Library Foundation Office 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations (6)6.50 6.50 6.50 7.00 7.00 7.00 7.00 7.76 0.76 Neighborhood & Dvlpmnt Services: Neighborhood & Dvlpmnt Admin (7)2.55 2.55 1.55 1.55 1.55 1.55 1.55 1.30 (0.25) Sustainability Services (2)- - 1.00 1.00 1.00 1.00 1.00 - (1.00) Community Development 1.75 1.75 1.55 3.63 3.63 3.63 3.63 3.63 - Neighborhood Outreach (7)1.00 1.00 1.05 1.95 1.95 1.95 1.95 1.70 (0.25) Housing Inspection (8)5.25 5.25 5.55 6.20 6.20 8.30 8.30 8.80 0.50 Economic Development 1.00 1.00 2.00 1.00 - - - - Building Inspection (7) (9)6.30 6.30 7.30 7.30 7.30 7.30 7.30 8.80 1.50 Urban Planning (10)2.50 2.50 3.50 3.50 4.00 4.00 4.00 4.50 0.50 Public Works: Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Engineering Services (11)12.10 12.10 12.00 16.00 16.00 16.00 16.00 18.00 2.00 City of Iowa City Personnel Full-Time Equivalents Last Eight Years 109 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Adopted 2021 Budget Change in FTEs FY2020-2021 City of Iowa City Personnel Full-Time Equivalents Last Eight Years Transportation Services: Transportation Services Admin - - - 2.00 3.00 2.00 2.00 2.00 - CBD Maintenance Operations - - - 1.00 1.00 1.00 1.00 1.00 - Sub-total General Fund 354.28 351.40 356.59 368.18 367.18 370.68 372.06 383.84 11.78 Special Revenue Funds Community Development Block Grant 2.48 2.48 2.38 - - - - - - HOME Grant 0.50 0.50 0.45 - - - - - - Road Use Tax: Traffic Engineering 4.15 4.15 3.90 4.50 3.00 3.00 3.00 3.00 - Streets System Maintenance 25.50 25.50 25.25 25.50 29.00 29.00 29.00 29.00 - Other Shared Revenues 1.62 - - - - - - - - Metro Planning Org of Johnson Co 5.60 5.60 4.70 4.70 4.70 5.20 5.20 5.20 - Employee Benefits 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 - Sub-total Special Revenue Funds 40.40 38.78 37.23 35.25 37.25 37.75 37.75 37.75 - Enterprise Funds Parking (12) (13) (14)26.25 26.25 23.13 21.63 21.63 21.38 19.63 21.38 1.75 Transit (12) (13) 51.25 51.25 51.13 50.63 50.63 50.38 50.38 51.13 0.75 Wastewater 24.40 24.65 24.65 25.40 26.00 26.00 26.00 26.00 - Water (2)31.75 32.00 32.00 31.75 31.75 31.75 31.75 31.25 (0.50) Refuse Collection (13)19.35 19.35 17.85 17.50 17.50 17.88 18.88 19.38 0.50 Landfill 16.50 16.50 15.50 14.00 14.00 14.88 15.88 15.88 - Airport Operations 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Storm Water (2)2.10 2.60 2.60 2.10 1.50 1.50 2.50 2.00 (0.50) Cable Television 6.63 5.63 - - - - - - - Housing Authority (8) (15)12.19 10.19 10.19 9.60 9.60 9.50 9.50 10.62 1.12 Sub-total Enterprise Funds 191.42 189.42 178.05 173.61 173.61 174.27 175.52 178.64 3.12 Capital Project Funds ERP Software-Finances & HR/Payroll 1.00 - - - - - - - - Iowa City Gateway Project 1.00 1.00 1.00 - - - - - - West Side Levee Project 1.00 1.00 1.00 - - - - - - Rocky Shore Lift Station Project - - 2.00 - - - - - - S. Wastewater Plant Expansion 3.00 3.00 - - - - - - - Sub-total Capital Project Funds 6.00 5.00 4.00 - - - - - - Total Budgetary Funds 592.10 584.60 575.87 577.04 578.04 582.70 585.33 600.23 14.90 Non-Budgetary Funds Internal Service Funds Equipment (16)10.75 10.75 10.75 10.75 10.75 10.75 10.75 11.75 1.00 Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 - Information Technology Services 9.86 9.86 9.86 9.80 10.80 9.80 9.80 9.80 - Central Services 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 - Sub-total Internal Service Funds 22.91 22.91 22.91 22.85 23.85 22.85 22.85 23.85 1.00 Total Non-Budgetary Funds 22.91 22.91 22.91 22.85 23.85 22.85 22.85 23.85 1.00 Total Full-Time Equivalents 615.01 607.51 598.78 599.89 601.89 605.55 608.18 624.08 15.90 110 (1) Three temporary positions were converted to two .63 FTE Communications Aides and a .63 FTE Creative Assistant. (2) A 1.00 FTE Sustainability Coordinator moved from Sustainability Services, an 1.00 Assistant Facilities Manager moved from Government Buildings and converted to a Climate Analyst, a 1.00 Public Info Coordinator converted to a Climate Engagement Specialist. (3) Two temporary positions converted to two .63 FTE Animal Care Assistants, and a 1.00 FTE Police Officer was added. (4) Two 1.00 FTE Maintenance Worker I - Forestry positions were added in the fiscal year 2021 budget. (5) A .63 FTE Library Clerk was converted to a .50 FTE Library Assistant III position in the fiscal year 2021 budget. (6) A .50 FTE Receptionist position was increased to .63 FTE, and another .63 FTE Receptionist position was converted from a temporary position. (7) The NDS Administrative Secretary was replaced with the Development Services Assistant, which is allocated .30 FTE to NDS Admin, .50 FTE to Building Inspection, and .20 FTE to the Metro Planning Organization. (8) A .50 FTE of a Building Inspector was moved from Housing Authority to Housing Inspection. (9) A 1.00 FTE Building Inspector position was added into the fiscal year 2021 budget. (10) A .50 FTE Associate Planner position was converted to a 1.00 FTE Associated Planner into the fiscal year 2021 budget. (11) Two temporary positions were converted to a 1.00 FTE Public Works Aide, and a 1.00 FTE Senior Engineer was also added. (12) A .75 FTE Operations Specialist allocated 50% to both Parking and Transit was converted to a 1.00 FTE Operations Supervisor, and a 1.00 FTE Data Analyst allocated 50% to Parking and Transit was added in the fiscal year 2021 budget. (13) Customer Service Representatives hours were increased by .75 FTE and were re-distributed equally (25% each) between Parking, Transit, Refuse, and Landfill. (14) A 1.00 FTE Maintenance Worker I - Parking position was added in the fiscal year 2021 budget. (15) Two temporary positions converted to two .50 FTE Receptionist positions, and a .63 FTE Housing Program Assistant was added. (16) A 1.00 FTE Mechanic I - Equipment position was added in the fiscal year 2021 budget. City of Iowa City Personnel Full-Time Equivalents Last Eight Years 0 100 200 300 400 500 600 700 2014 Adopted 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Adopted 2021 Budget FTE Summary by Fund Type Last Eight Years General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds 111 GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries F Y 2 0 2 1 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 2021, with revenue & transfers in and expenditures & transfers out projected at $73.9 and $71.9 million, respectively. A.General Fund Revenues Revenues & Transfers In 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Property Taxes 32,902,940$ 34,728,747$ 36,176,002$ 39,719,610$ 40,911,198$ Other City Taxes 2,460,404 2,697,698 2,468,300 2,687,089 2,687,089 Licenses And Permits 2,734,068 2,981,465 2,576,370 2,710,860 2,710,860 Use Of Money And Property 1,137,695 1,568,506 1,111,577 995,115 995,115 Intergovernmental 3,783,350 4,098,694 4,046,645 4,215,877 4,215,877 Charges For Fees And Services 1,497,214 1,631,188 1,379,366 1,395,738 1,395,796 Miscellaneous 5,787,400 6,007,291 6,209,320 6,579,365 6,579,365 Other Financial Sources 1,577,306 2,565,872 1,230,032 961,184 961,184 Sub-total Revenues:51,880,377 56,279,461 55,197,612 59,264,838 60,456,484 Transfers In 10,195,430 14,070,366 15,337,998 14,649,360 14,977,625 Total Revenues & Transfers In 62,075,807$ 70,349,827$ 70,535,610$ 73,914,198$ 75,434,109$ 115 1.Property Taxes - Property tax revenue of $39.7 million is the primary funding source for General Fund operations, providing approximately 67% of total revenue, excluding transfers in, in fiscal year 2021. The fiscal year 2021 budget is an increase of 9.9% over the fiscal year 2020 revised budget of $36.2 million and there is an average increase of 6.0% 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 7.4% in revaluation years and 2.5% in non-revaluation years. Valuations reported by the Johnson County Auditor’s office for January 1, 2019 served as the basis for determining property tax revenue in fiscal year 2021. Their report indicates an 11.8% increase in total assessed value in the last year, from $6.13 billion to $6.85 billion. 116 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 2021, the rollback will exempt $2.6 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2021 are 55.0743% and 81.4832%, respectively, compared to fiscal year 2020 rollbacks of 56.9180% and 56.1324%, respectively. Also, in fiscal year 2021 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2020. The multi-residential rollback in fiscal year 2020 is 71.25% compared to the fiscal year 2020 rate of 75%. The following graph illustrates the impact of the rollback on taxable valuations. 117 2.Other City Taxes - This category, estimated at $2.7 million in fiscal year 2021, includes Hotel Motel Taxes of $1,301,820, $385,919 in gas and electric excise taxes, and $964,690 in utility franchise taxes. The fiscal year 2021 budget is an increase of 8.9% over the fiscal year 2020 revised budget of $2.5 million, and there is an average increase of 2.3% over the last five years. a)Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at $1,301,820 in fiscal year 2021, 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. 118 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 $964,690 estimate for fiscal year 2021, approximately $651,220 will remain in the City’s general fund for maintenance of street right-of-way and for operational costs associated with Fire Station #4. The remaining $313,470 is for capital improvement projects (CIP) in the right of way. 3.Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer, liquor and cigarette permit/license fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal year 2021 budget for Licenses and Permits is estimated at $2.7 million. The fiscal year 2021 revenue is an increase of 5.2% over the fiscal year 2020 revised budget of $2.6 million, and an average decrease of 1.3% over the last five years. These decreases have been primarily due to decreases in construction permit and license revenue from fiscal year 2017 to 2018 and conservative budgeting in fiscal years 2020 and 2021. 4.Use of Money & Property - This revenue source consists of interest income and rents and is budgeted at $995,115 for fiscal year 2021. The fiscal year 2021 budget is a decrease of 10.5% of the fiscal year 2020 revised budget of $1,111,577; however, there is an average increase of 11.2% over the last five years. The decrease from the fiscal year 2020 estimate is from a decrease 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 $4.22 million in fiscal year 2021. The fiscal year 2021 budget is an increase of 4.2% of the fiscal year 2020 revised budget of $4.05 million and there is an average increase of 1.0% over the last five years. The increase from the fiscal year 2021 amount is from an increase in state and federal revenue, and the average increase over the last five years is from the increases in state and local 28E agreements. 119 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 2021, with $1.6 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits and into the Capital Projects Fund as reimbursements for a percentage of Fire capital asset replacement. FY2018 FY2019 FY2020 FY2021 FY2022 Intergovernmental Funding Actual Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services 256,114$ 227,451$ 243,828$ 283,530$ 283,530$ IC Comm. Schools - Mercer Pool 101,954 95,560 101,950 95,560 95,560 County, Univ Heights, Hills - Library 517,907 542,174 517,904 584,610 584,610 Johnson County - Senior Center 60,000 60,000 60,000 60,000 60,000 Downtown District - Police Department 10,000 20,000 20,000 20,000 20,000 University Heights - Fire Department 32,186 32,186 32,498 32,818 32,818 University Heights - Revenue - - - 1,100 1,100 JECC - Accounting - 29,150 29,750 30,450 30,450 Local Governmental Revenue:978,161 1,006,521 1,005,930 1,108,068 1,108,068 State Revenue: Public Safety Grants 199,895 5,742 167,365 825 825 University of Iowa - Fire Protection 1,538,421 1,600,044 1,538,420 1,643,190 1,643,190 Operating Grants 73,825 69,584 73,820 69,580 69,580 Property Tax Credits 899,593 908,337 1,045,917 1,146,049 1,146,049 Other State Grants 11,588 3,333 - - State Disaster Assistance 4,235 - - - Total State Revenue:2,727,557 2,587,040 2,825,522 2,859,644 2,859,644 Federal Revenue: Public Safety Grants 69,606 497,107 215,193 248,165 248,165 Department of Interior 8,026 8,026 - - Total Federal Revenue:77,632 505,133 215,193 248,165 248,165 Total - Intergovernmental Funding:3,783,350$ 4,098,694$ 4,046,645$ 4,215,877$ 4,215,877$ 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 $1.40 million in fiscal year 2021. The fiscal year 2021 revenue is an increase of 1.2% of the fiscal year 2020 revised budget of $1.38 million; however, there is an average decrease of 2.3% over the last five years. The increase in the fiscal year 2020 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 2020. 120 7.Miscellaneous - Miscellaneous revenue is budgeted at $6.6 million in fiscal year 2021. This category includes a variety of revenue sources, including parking fines ($325,000), magistrate court fines and surcharges related to code enforcement ($269,340) and library fines ($100,000). Also included within this category are internal chargebacks of $5.1 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 an increase of 6.0% of the fiscal year 2020 revised budget of $6.2 million and there is an average increase of 7.6% 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 increases of internal chargebacks. 8.Other Financing Sources – Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $961,184 in fiscal year 2021, which is a decrease of 21.9% from the revised budget in fiscal year 2020 of $1.2 million. The decrease is from home sales in the UniverCity program. The UniverCity activity is budgeted at $1.1 million in fiscal year 2020, which consists of the proceeds from the sale of assets ($868,855) and loan proceeds from financial institutions ($253,700). There is an average decrease of 11.2% over the last five years. These decreases are also from the UniverCity program. 9.Transfers In - The category is budgeted at $14.6 million in fiscal year 2021. This includes an approximate $12.4 million transfer-in of the Employee Benefits Levy from the Employee Benefits Fund. This category also includes General Fund intra-fund transfers to equipment replacement reserves and transfers in from other funds to support specific staff positions and expenditures. 121 B.General Fund Expenditures Expenditures &2019 2020 2021 2022 Transfers Out Actual Revised Budget Projected Personnel 40,394,639$ 43,813,771$ 46,661,678$ 48,061,528$ Services 10,300,482 12,414,445 11,255,906 11,523,684 Supplies 1,576,896 1,814,362 1,752,995 1,788,055 Capital Outlay 2,539,980 3,122,110 2,445,585 1,739,957 Other Financial Uses 682,500 861,000 400,000 400,000 Contingency - 530,596 617,000 626,000 Sub-total Expenditures:55,494,497 62,556,284 63,133,164 64,139,224 Transfers Out 11,961,397 9,791,679 8,767,341 8,735,023 Total Expenditures & Transfers Out 67,455,894$ 72,347,963$ 71,900,505$ 72,874,247$ 122 1. Personnel - Personnel costs account for approximately 73.9% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2021. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $11.26 million in fiscal year 2021. Initial projections were based on fiscal year 2019 actual expenditures and projected at 2.04% 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: $605,000 Aid to Human Service Agencies $428,200 Community Event / Program Funding $283,250 ICCVB – Community / Economic Development Assistance $100,000 Economic Development Assistance 3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.8 million in fiscal year 2021. 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 $2.4 million in fiscal year 2021 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 $400,000 in fiscal year 2021. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program. 123 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 $617,000 in fiscal year 2021. 7.Transfers Out - This category is budgeted at $8.8 million in fiscal year 2021. One of the largest transfers out is from the transit property tax levy of $4.1 million that is being transferred into the Transit Fund. Other major transfers out include approximately $1.2 million to the Capital Projects Fund and $1,00,000 to the Affordable Housing Fund. The General Fund borrowed $2.1 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. Principal payments are reflected as a transfer out. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/20 Total Payment FY21 FY21 Principal FY21 Interest 2019 Public Works Facility Loan 6/30/2019 $ 2,100,000 2039 $ 2,022,179 $139,759 $ 80,182 $ 59,577 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, fiscal year 2019 and fiscal year 2020 of $1.7 million, $1.3 million, $1.7 million, $500,000, $450,000 and $500,000, respectively. No transfer is being proposed in fiscal year 2021. $500,000 was revised into the Emergency Fund expenditures in fiscal year 2020 for the acquisition and demolition of a residential property in the flood plain. The Emergency Fund’s estimated balance is $5.2 million at the end of fiscal year 2021. In the fiscal year 2019, fiscal year 2020, fiscal year 2021 and fiscal year 2022 budgets, $2.0 million, each, of General Fund unassigned fund balance is to be transferred into the Facility Master Plan Reserve, within the General Fund. This fund is assigned to implementation of the 2012 Facilities Space Needs Study and Master Plan. 124 General Fund’s unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until October/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 3 Months @ Sept. 30 Receipts Expenditures Shortfall FY2020 9,517,460$ 15,862,567$ (6,345,107) FY2019 9,833,115 15,455,184 (5,622,069) FY2018 7,859,044 14,422,373 (6,563,329) FY2017 7,917,409 15,727,049 (7,809,640) FY2016 10,402,991 13,341,071 (2,938,080) FY2015 7,163,587 13,309,505 (6,145,918) FY2014 11,705,632 15,145,130 (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) D. Long-term Projections Future property tax revenues were projected to grow 2.94% for fiscal year 2022, 2.97% for 2023, 2.45% in 2024, 3.00% in 2025, and 3.00% in fiscal year 2026. 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. 125 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Fund Balance, July 1 48,135,654$ 40,724,250$ 36,401,766$ 39,295,700$ 37,483,347$ 39,497,040$ Revenues: Property Taxes 31,754,702$ 32,902,940$ 34,728,747$ 36,176,002$ 39,719,610$ 40,911,198$ Other City Taxes 2,534,880 2,460,404 2,697,698 2,468,300 2,687,089 2,687,089 Licenses And Permits 3,521,079 2,734,068 2,981,465 2,576,370 2,710,860 2,710,860 Use Of Money And Property 812,954 1,137,695 1,568,506 1,111,577 995,115 995,115 Intergovernmental 3,580,793 3,783,350 4,098,694 4,046,645 4,215,877 4,215,877 Charges For Fees And Services 1,697,137 1,497,214 1,631,188 1,379,366 1,395,738 1,395,796 Miscellaneous 5,484,920 5,787,400 6,007,291 6,209,320 6,579,365 6,579,365 Other Financial Sources 1,764,562 1,577,306 2,565,872 1,230,032 961,184 961,184 Sub-Total Revenues 51,151,026 51,880,377 56,279,461 55,197,612 59,264,838 60,456,484 Transfers In: Operating Transfers In 10,655,199 10,195,430 14,070,366 15,337,998 14,649,360 14,977,625 Sub-Total Transfers In 10,655,199 10,195,430 14,070,366 15,337,998 14,649,360 14,977,625 Total Revenues & Transfers In 61,806,225$ 62,075,807$ 70,349,827$ 70,535,610$ 73,914,198$ 75,434,109$ Expenditures by Department: City Council 110,152$ 109,461$ 110,580$ 165,465$ 159,554$ 163,688$ City Clerk 500,977 491,517 540,893 576,797 524,699 581,929 City Attorney 733,337 765,417 751,266 880,104 867,117 892,619 City Manager 2,148,884 3,083,553 3,944,970 4,430,243 4,286,206 4,412,226 Finance 3,655,228 3,805,542 3,970,187 4,953,657 4,631,600 4,745,139 Police 13,114,628 13,809,546 14,073,156 15,319,126 15,667,193 15,958,613 Fire 7,716,864 8,030,716 8,292,055 8,633,917 9,035,169 9,269,789 Parks and Recreation 7,812,840 7,993,287 8,191,404 9,961,586 10,443,623 10,224,990 Library 6,269,424 6,400,494 6,403,794 6,976,884 7,092,059 7,258,805 Senior Center 899,254 888,544 865,825 971,109 1,038,668 1,066,830 Neighborhood & Development Services 6,074,193 4,938,698 5,619,169 6,256,034 5,614,025 5,684,984 Public Works 1,757,925 1,909,621 2,105,423 2,807,112 3,117,289 3,206,008 Transportation Services 619,664 488,203 625,773 624,250 655,962 673,606 Sub-Total Expenditures 51,413,370 52,714,596 55,494,497 62,556,284 63,133,164 64,139,224 Transfers Out: Capital Project Fund 13,708,054 9,333,240 4,482,101 2,118,272 1,181,470 1,048,470 GO Bond Abatement 60,052 20,052 20,052 20,052 20,052 20,052 General Levy 182,444 183,788 184,551 169,012 158,127 159,871 Emergency Fund 500,000 - 450,000 500,000 - - Facility Master Plan Reserve - - 2,000,000 2,000,000 2,000,000 2,000,000 Interfund Loan Repayment to Landfill - - - 77,822 80,182 82,621 Transfers Out - Transit Fund 3,271,633 3,376,455 3,563,749 3,721,479 4,080,088 4,176,587 Transfers Out - Affordable Housing Fund - 650,093 1,002,700 1,000,000 1,000,000 1,000,000 Misc Transfers Out 82,076 120,068 258,243 185,042 247,422 247,422 Sub-Total Transfers Out 17,804,258 13,683,695 11,961,397 9,791,679 8,767,341 8,735,023 Total Expenditures & Transfers Out 69,217,629$ 66,398,291$ 67,455,893$ 72,347,963$ 71,900,505$ 72,874,247$ Fund Balance, June 30 40,724,250$ 36,401,766$ 39,295,700$ 37,483,347$ 39,497,040$ 42,056,902$ Prior Year Accounting Adjustment - - - - - - Adjusted Fund Balance, June 30 40,724,250 36,401,766 39,295,700 37,483,347 39,497,040 42,056,902 Restricted / Committed /Assigned 15,073,066 7,034,006 9,053,822 11,137,010 13,195,809 15,293,349 Unassigned Balance 25,651,185$ 29,367,761$ 30,241,878$ 26,346,337$ 26,301,231$ 26,763,553$ % of Revenues & Transfers In 42%47%43%37%36%35% General Fund (1000 - 1027) Fund Summary 126 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Assigned: (Available for current and / or future operations) Library Special Revenue Funds 814,236$ 898,683$ 986,872$ 1,055,746$ 1,096,042$ 1,140,187$ Library Foundation Development (3,457) (3,976) (4,075) (7,758) (7,758) (7,758) Library Equipment Replacement Reserve 231,975 261,786 323,289 355,872 417,375 478,859 Senior Center Gift Funds 13,870 2,875 799 799 799 799 New Horizons Band 10 - - - - - Cable Replacement Reserves 146,835 151,584 123,529 133,529 143,529 138,529 Energy Efficiency Revolving Loan Fund 185,455 226,416 - - - - Facility Master Plan Reserve - - 2,000,000 4,000,000 6,000,000 8,000,000 Animal Shelter Bequest Funds - 135,048 148,119 148,119 148,119 148,119 1,388,924$ 1,672,415$ 3,578,533$ 5,686,307$ 7,798,106$ 9,898,735$ Committed: (Available for current and / or future operations) Emergency Funds 5,198,779$ 4,961,882$ 5,068,879$ 5,219,179$ 5,219,179$ 5,219,179$ 5,198,779$ 4,961,882$ 5,068,879$ 5,219,179$ 5,219,179$ 5,219,179$ Restricted: (Not available for general operations) Police Forfeiture Share 305,687$ 236,724$ 196,844$ 95,408$ 45,408$ 45,408$ Police Abandon Property 43,248 46,636 17,058 17,058 17,058 17,058 Cemetery Perpetual Care 114,846 116,348 119,058 119,058 116,058 112,968 Public Art - - 73,450 - - - Local Option Sales Tax 8,021,582 - - - - - 8,485,362$ 399,708$ 406,411$ 231,525$ 178,525$ 175,435$ Total Assigned / Committed / Restricted:15,073,066$ 7,034,006$ 9,053,822$ 11,137,010$ 13,195,809$ 15,293,349$ Unassigned 25,651,185 29,367,761 30,241,878 26,346,337 26,301,231 26,763,553 General Fund Ending Fund Balance 40,724,250$ 36,401,766$ 39,295,700$ 37,483,347$ 39,497,040$ 42,056,902$ General Fund Assigned, Committed & Restricted Fund Balance 127 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Property Taxes Property Taxes 31,754,702$ 32,902,940$ 34,728,747$ 36,176,002$ 39,719,610$ 40,911,198$ Other City Taxes Gas/Electric Excise Tax 421,007 402,645 396,527 410,550 385,919 385,919 Mobile Home Tax 37,774 36,004 34,654 36,000 34,660 34,660 Hotel/Motel Tax 1,136,712 1,045,696 1,301,827 1,045,700 1,301,820 1,301,820 Utility Franchise Tax 939,387 976,060 964,690 976,050 964,690 964,690 Licenses And Permits General Use Permits 104,220 71,654 73,856 71,650 72,510 72,510 Food & Liq Licenses 111,438 110,377 126,709 110,380 126,710 126,710 Professional License 12,015 7,605 6,150 7,610 6,160 6,160 Franchise Fees 685,659 662,448 586,428 512,750 512,750 512,750 Const Per & Ins Fees 2,578,024 1,850,539 2,141,423 1,842,590 1,954,820 1,954,820 Misc Lic & Permits 29,723 31,445 46,899 31,390 37,910 37,910 Use Of Money And Property Interest Revenues 307,260 655,650 1,136,303 647,877 536,068 536,068 Rents 463,696 459,331 410,623 444,230 437,584 437,584 Royalties & Commiss 41,998 22,714 21,580 19,470 21,463 21,463 Intergovernmental Fed Intergovnt Rev 9,216 77,632 505,133 215,193 248,165 248,165 Property Tax Credits 908,715 899,593 908,337 1,045,917 1,146,049 1,146,049 State 28E Agreements 1,421,950 1,538,421 1,600,044 1,538,420 1,643,190 1,643,190 Operating Grants 95,389 73,825 69,584 73,820 69,580 69,580 Disaster Assistance - 4,235 - - - - Other State Grants 226,121 211,482 9,075 167,365 825 825 Local 28E Agreements 919,402 978,161 1,006,521 1,005,930 1,108,068 1,108,068 Charges For Fees And Services Building & Devlpmt 649,237 477,627 584,388 373,900 390,760 390,760 Police Services 143,562 127,496 149,766 104,990 100,000 100,000 Animal Care Services 11,545 10,775 14,922 10,780 14,920 14,920 Fire Services 10,370 7,632 9,060 7,140 9,060 9,060 Transit Fees - 955 - 900 - - Culture & Recreation 780,147 774,778 767,966 778,090 776,548 776,548 Misc Charges For Svc 70,369 66,214 68,544 71,626 67,910 67,910 Water Charges 5,275 5,412 5,574 5,410 5,570 5,626 Refuse Charges 275 317 218 320 220 222 Parking Charges 26,359 26,010 30,750 26,210 30,750 30,750 Miscellaneous Code Enforcement 238,295 232,315 278,070 235,180 269,340 269,340 Parking Fines 356,796 319,868 362,426 319,870 325,000 325,000 Library Fines & Fees 154,425 143,285 135,183 106,747 100,000 100,000 Contrib & Donations 430,857 746,621 435,580 567,208 309,310 309,310 Printed Materials 42,022 41,117 46,900 40,980 46,710 46,710 Animal Adoption 12,015 12,955 45,839 27,960 35,000 35,000 Misc Merchandise 29,655 24,775 21,077 24,460 25,220 25,220 Intra-City Charges 3,770,049 3,936,476 4,396,524 4,515,766 5,059,050 5,059,050 Other Misc Revenue 449,718 329,180 285,124 370,339 409,165 409,165 Special Assessments 1,087 808 568 810 570 570 Other Financial Sources Sale Of Assets 915,899 920,174 1,585,434 976,332 501,700 501,700 Bonds - 17,357 - - - - Loans 848,663 639,775 980,438 253,700 459,484 459,484 Total Revenues 51,151,026$ 51,880,377$ 56,279,461$ 55,197,612$ 59,264,838$ 60,456,484$ General Fund Revenues by Type 128 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection City Council City Council 110,152$ 109,461$ 110,580$ 165,465$ 159,554$ 163,688$ City Clerk City Clerk 500,977 491,517 540,893 576,797 524,699 581,929 City Attorney City Attorney 733,337 765,417 751,266 880,104 867,117 892,619 City Manager City Manager 535,636 737,126 787,008 845,083 864,626 887,995 Communications Office 821,876 718,093 804,935 891,487 905,579 946,077 Human Resources 463,221 482,968 523,801 608,136 615,615 632,107 Human Rights 328,151 332,455 432,981 447,233 467,699 479,623 Economic Development - 812,912 1,396,245 1,638,304 1,037,624 1,060,014 Climate Action & Outreach - -- - 395,063 406,410 Finance Finance Adminstration 1,483,352 1,536,946 1,741,922 2,519,983 2,131,469 2,176,245 Accounting 754,564 805,002 744,479 845,461 872,761 897,778 Purchasing 360,939 350,638 364,063 402,128 411,483 423,303 Revenue 1,056,373 1,112,956 1,119,723 1,186,085 1,215,887 1,247,813 Police Police Administration 964,554 1,116,173 574,814 600,290 660,558 677,191 Police Support Services 1,905,662 2,252,663 2,922,558 3,561,186 3,644,337 3,743,005 Police Field Operations 10,244,411 10,440,709 10,575,784 11,157,650 11,362,298 11,538,418 Fire Fire Administration 858,673 932,672 874,148 962,300 964,599 984,416 Fire Emergency Operations 6,509,977 6,737,948 7,053,288 7,234,248 7,633,560 7,847,637 Fire Prevention 205,405 205,487 207,419 243,197 244,862 251,619 Fire Training 142,810 154,609 157,201 194,172 192,148 186,116 Parks and Recreation Park and Rec Admin 1,080,451 1,111,340 1,132,359 1,332,767 1,369,262 1,403,878 Recreation 3,116,291 3,143,589 2,986,271 3,600,511 3,650,638 3,721,258 Park Maintenance 3,274,743 3,390,502 3,723,027 4,627,741 5,005,865 4,670,329 Cemetery Operations 341,356 347,855 349,747 400,567 417,858 429,524 Library Library Operations 6,084,171 6,282,036 6,281,591 6,766,829 6,874,914 7,035,146 Library Foundation Office 185,254 118,457 122,203 210,055 217,145 223,659 Senior Center Senior Center 899,254 888,544 865,825 971,109 1,038,668 1,066,830 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 490,486 461,966 460,228 582,142 296,438 304,856 Neighborhood Services 2,929,117 3,067,334 3,559,545 3,541,679 3,351,488 3,359,485 Economic Development 994,263 - - - - - Development Services 1,660,328 1,409,397 1,599,396 2,132,213 1,966,099 2,020,643 Public Works Public Works Administration 314,751 328,547 336,644 507,181 625,484 641,364 Engineering Services 1,443,174 1,581,073 1,768,779 2,299,931 2,491,805 2,564,644 Transportation Services Administration 619,664 488,203 625,773 624,250 655,962 673,606 Total Expenditures 51,413,370$ 52,714,596$ 55,494,497$ 62,556,284$ 63,133,164$ 64,139,224$ General Fund Expenditures by Department and Division 129 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: FY2019 FY2020 FY2021 Total FTE’s 7.00 7.00 7.00 Financial Highlights: Personnel expenditures increased by 24.63% due to a change in the pay plan for Council members. Service expenditures include the City’s dues for memberships in the Iowa League of Cities, Iowa Metropolitan Coalition, US Conference of Mayors, Mayors Innovation Project, and the National League of Cities. Services also include travel and conference expenditures for Council. Supplies expenditures decreased by 88.54%, as there was a one-time purchase of Council Chambers chair replacements in fiscal year 2020. 130 Activity: City Council (110100)Fund: General (1000) Division: City Council Department: City Council 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 110,148$ 109,461$ 110,580$ 165,465$ 159,554$ 163,688$ Other Financial Sources Sale Of Assets 4 - - - - - Total Revenues 110,152$ 109,461$ 110,580$ 165,465$ 159,554$ 163,688$ Expenditures: Personnel 54,697$ 55,329$ 54,282$ 75,630$ 94,254$ 97,082$ Services 49,017 51,272 55,087 62,278 62,143 63,386 Supplies 6,439 2,860 1,211 27,557 3,157 3,220 Total Expenditures 110,152$ 109,461$ 110,580$ 165,465$ 159,554$ 163,688$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 131 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, 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: • Reorganizing & creating on-line forms for public assembly/parade permits • Using Laserfiche forms/workflow for the internal staff review process for public assembly permits • Incorporate more functions into the Agenda Management software: Information packets, work session agendas/minutes Upcoming Challenges: • Ongoing updates for the older section (Block 1) of Oakland Cemetery; issuance of electronic deeds • Utilize Laserfiche forms to create more online forms • Redesign public assembly/Ped mall use permits webpage • Reorganizing & creating on-line forms for Ped mall use permits • Using Laserfiche forms/workflow for the internal staff review process for Ped mall use permits 132 Staffing: FY2019 FY2020 FY2021 Total FTE’s 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Fiscal year 2021 Services expenditures decreased by 26.41% due to City Council biennial election expenses in fiscal year 2020. 133 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Ordinances & Resolutions Received and Finalized (with attached documents e.g. Contracts) 390 417 377 346 382 Legal Publications Published 518 636 585 552 572 Notice to Bidders Posted 12 44 33 23 28 Council Meeting and Information Packets Distributed 115 112 121 107 113 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Number of Licenses and Permits Processed 918 667 521 685 697 Board & Commission Applications Processed 80 85 78 111 88 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. 134 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Number of Committees/ Commissions Meetings Staffed (Diversity; Charter Review; Community Police Review Board; Senior Services) 12 13 13 15 13 Number of Council folders converted from microfilm N/A 184 N/A N/A N/A Number of Images converted from microlfim - Council folders 94,480 114,883 66,163 N/A N/A Number of Images Electronically Archived (JC Recorder and Project Files)11,760 9,108 6,030 10,974 9,468 Number of Board and Commission Meeting Packets Archived 165 147 171 155 159 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. 135 Activity: City Clerk (120100)Fund: General (1000) Division: City Clerk Department: City Clerk 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 468,459$ 468,644$ 503,485$ 552,092$ 500,884$ 557,987$ Licenses And Permits Professional License 9,630 4,925 3,505 4,930 3,510 3,510 Miscellaneous Code Enforcement 5,850 114 23,537 3,000 5,000 5,000 Other Misc Revenue 12,016 10,371 9,013 10,370 8,980 8,980 Printed Materials 20 46 46 - - - Other Financial Sources Sale Of Assets - 53 - - - - Total Revenues 495,975$ 484,152$ 539,586$ 570,392$ 518,374$ 575,477$ Expenditures: Personnel 395,110$ 379,113$ 410,597$ 419,102$ 407,561$ 419,788$ Services 98,838 94,702 125,985 149,516 110,030 154,891 Supplies 2,027 10,337 3,004 1,774 783 799 Total Expenditures 495,975$ 484,152$ 539,586$ 570,392$ 518,374$ 575,477$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 5,003$ 7,365$ 1,307$ 6,405$ 6,325$ 6,452$ Total Revenues 5,003$ 7,365$ 1,307$ 6,405$ 6,325$ 6,452$ Expenditures: Personnel 93$ 112$ 64$ -$ -$ -$ Services 4,909 7,253 1,244 6,405 6,325 6,452 Total Expenditures 5,003$ 7,365$ 1,307$ 6,405$ 6,325$ 6,452$ Activity Summary Activity Summary 136 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: FY2019 FY2020 FY2021 Total FTE’s 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget Financial Highlights: The fiscal year 2020 expenditures included Capital Outlay expenditures of $67,500 for an email management software, which is the primary cause for the overall decrease in total expenditures in fiscal year 2021. 137 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Ordinances & Resolutions Approved (with attached documents e.g. Contracts) 390 417 377 346 382 Public Meetings of City Council, Boards and Commissions Staffed by City Attorney’s Office 89 82 81 70 80 Cases in State and Federal Courts and Administrative Agencies 31 22 24 28 25 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Prosecution of Simple Misdemeanors 166 140 174 154 160 Municipal Infraction Cases 89 79 102 209 175 Housing Authority Hearings 19 20 26 30 25 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Number of Closings 10 10 11 6 6 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 138 Activity: City Attorney (130100)Fund: General (1000) Division: City Attorney Department: City Attorney 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 691,072$ 697,024$ 695,987$ 808,594$ 809,697$ 834,349$ Miscellaneous Code Enforcement 770 585 90 590 600 600 Intra-City Charges 40,677 67,300 55,011 70,430 56,650 57,500 Other Misc Revenue 817 489 166 490 170 170 Printed Materials - - 12 - - - Other Financial Sources Sale Of Assets - 19 - - - - Total Revenues 733,337$ 765,398$ 751,266$ 880,104$ 867,117$ 892,619$ Expenditures: Personnel 687,684$ 719,637$ 708,247$ 764,974$ 815,953$ 840,432$ Services 33,424 35,885 34,142 39,104 42,280 43,126 Supplies 12,229 9,896 8,876 8,526 8,884 9,062 Capital Outlay - - - 67,500 - - Total Expenditures 733,337$ 765,417$ 751,266$ 880,104$ 867,117$ 892,619$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Software 67,500$ -$ Total Capital Outlay 67,500$ -$ Activity Summary 139 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: FY2019 FY2020 FY2021 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Fiscal year 2021 Services expenditures include $40,000 for the third year of a three-year collaboration with the University of Iowa’s Big Splash event. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. 140 Activity: City Manager (210100)Fund: General (1000) Division: City Manager Department: City Manager 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 535,357$ 736,746$ 785,103$ 845,083$ 864,626$ 887,995$ Miscellaneous Misc Merchandise - 380 1,905 - - - Other Misc Revenue 280 - - - - - Total Revenues 535,636$ 737,126$ 787,008$ 845,083$ 864,626$ 887,995$ Expenditures: Personnel 444,207$ 527,392$ 546,676$ 592,477$ 607,669$ 625,899$ Services 83,966 206,103 236,777 249,122 253,243 258,308 Supplies 7,463 3,631 3,555 3,484 3,714 3,788 Total Expenditures 535,636$ 737,126$ 787,008$ 845,083$ 864,626$ 887,995$ Personnel Services - FTE 2017 2018 2019 2020 2021 Assistant To The City Manager 1.00 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 141 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, informational efforts and promotional campaigns, maintains the City website and intranet, manages social media, and collaborates with our Cable staff to create and share photography and video content for television and social media. The team coordinates with City staff to share and advise on policies and procedures, publicizes city and community events, participates in local events to engage the public and provide information about the City, while also supporting customer service functions throughout the organization through an online customer service portal. Communications also provides creative services, as well as Communications 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. 142 HIGHLIGHTS The Cable TV Office merged into the Communications Office five 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 • Created Climate Action at Work branding • Grown social media following through strategic posting and outreach • Managed Parks & Rec Communications for five months during staff transition • Prioritized translation service at front desk • Working in collaboration with local agencies to improve outreach and efficiency (SQR, Census, Transit Study, for example) • Creation of a Climate Action Expo engagement event • Increased live streaming of programs produced for City and non-profit entities • Gained certification to fly a drone for aerial video and photography • Produced five episodes of the City’s new Iowa City Matters audio podcast • Redefining Communications priorities in order to cover new key messaging to the public and staff • Engaging with student population • Engaging with minority population • Creation of a Flood Emergency Plan for the City • Continued search for photo archival and retrieval solution • Coordination of engagement efforts for new staff hired within other departments • A 2019 order by the FCC could impact the amount of franchise fees received by municipalities from cable TV providers Staffing: FY2019 FY2020 FY2021 Total FTE’s 6.00 6.00 7.89 143 Staffing Level Change Summary: Two .63 FTE Communications Aide positions and one 1.00 FTE Creative Assistant position were converted from temporary status to permanent part-time status in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Supplies expenditures in the Communications Office decreased by 21.6% in the fiscal year 2021 budget primarily due to increased Laserfiche costs budgeted in fiscal year 2020. 144 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Social media growth and digital outreach growth using e-subscription service FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Twitter (followers)7,578 8,693 9,655 10,400 11,800 Facebook (Likes)4,733 5,753 7,517 9,534 12,000 Instagram (followers) 1,228 1,554 2,240 3,500 4,750 Media release activity 1,593 1,588 1,584 1,600 1,584 E-subscriptions 15,132 19,401 21,175 23,000 24,500 Video Programming FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Programming promoting urban core activities and organizations 114 100 115 105 110 Programming promoting general City initiatives, projects, and public input 219 222 322 333 360 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. 145 Activity: Communications Office (210200)Fund: General (1000) Division: Communications Office Department: City Manager 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 367,055$ 338,251$ 367,790$ 464,290$ 441,029$ 453,122$ Miscellaneous Misc Merchandise 1,373 - - - - - Total Revenues 368,428$ 338,251$ 367,790$ 464,290$ 441,029$ 453,122$ Expenditures: Personnel 261,313$ 244,752$ 241,579$ 331,233$ 327,194$ 337,010$ Services 26,244 36,524 24,840 49,520 48,349 49,316 Supplies 57,028 56,975 101,371 83,537 65,486 66,796 Capital Outlay 23,844 - - - - Total Expenditures 368,428$ 338,251$ 367,790$ 464,290$ 441,029$ 453,122$ Personnel Services - FTE 2017 2018 2019 2020 2021 Communications Assistant 1.00 - - - - Communications Creative Assistant - - - - 0.63 Communications Aide - - - - 1.26 Communications Coordinator 1.00 1.00 1.00 1.00 1.00 Digital Communications Spec 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 2.00 2.00 2.00 3.89 Activity Summary 146 Activity: Cable Administration (210251)Fund: General Fund (1000) Division: Communications Office Department: City Manager   2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Franchise Fees 685,659$ 662,448$ 586,428$ 512,750$ 512,750$ 512,750$ Miscellaneous Contrib & Donations - - 2 - - - Other Misc Revenue 242 41 503 - - - Other Financial Sources Sale Of Assets 171 - - - - - Total Revenues 686,073$ 662,489$ 586,933$ 512,750$ 512,750$ 512,750$ Expenditures: Personnel 381,005$ 330,185$ 352,075$ 376,897$ 411,442$ 423,785$ Services 42,385 41,915 36,963 44,676 45,825 46,742 Supplies 4,502 2,490 10,053 5,624 7,283 7,429 Total Expenditures 427,891$ 374,590$ 399,090$ 427,197$ 464,550$ 477,955$ Personnel Services - FTE 2017 2018 2019 2020 2021 Clerical Assistant - Cable T.V. 0.50 - - - - Communications Tech - Cable 1.00 1.00 1.00 1.00 1.00 Media Production Assistant - - - - 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 - Total Personnel 4.50 4.00 4.00 4.00 4.00 Activity: Cable Reserves (210257)Fund: Cable Replacement Reserves (1007) Division: Communications Office Department: City Manager 2017 2018 2019 2020 2021 2022 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 25,557$ 5,251$ 38,054$ -$ -$ 15,000$ Total Expenditures 25,557$ 5,251$ 38,054$ -$ -$ 15,000$ Activity Summary Activity Summary 147 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 hourly •Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions •Civil Service compliance per Chapter 400 of the Code of Iowa •Comprehensive benefits administration for approximately 600 permanent employees •Internal and external recruitment for permanent and hourly positions in compliance with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies •Personnel policy development and administration •Administration of applicable state and federal employment laws HIGHLIGHTS Recent Accomplishments: •Completed entry-level Police Officer testing, certifying a hiring list in compliance with Chapter 400 of the Iowa Code •Completed entry-level Firefighter testing, certifying a hiring list in compliance with Chapter 400 of the Iowa Code •Implemented Neogov online training software and learning management system. Coordinated training initiatives including Sexual Harassment Prevention training for all permanent employees, Drug and Alcohol Reasonable Suspicion training for all FTA supervisors, and supervisor training webinars. •Collectively bargained new contracts with the Police and Fire unions •Completed analysis of conversion of hourly positions to permanent positions •Implemented 60-day checkpoint program to enhance onboarding of new staff members •Coordinated rollout of new employee paid vision insurance benefit and implementation of pharmacy debit card option for flexible healthcare spending accounts •Worked with Communications to create a webpage to house relevant benefits open enrollment information and resources •Participated in Federal Transit Authority drug and alcohol testing program audit. Addressed and responded to all audit findings. Created new Drug and Alcohol Policy to replace Commercial Driver’s License Substance Abuse Prevention Program for Drugs and Alcohol •Created and implemented new orientation for hourly employees 148 Upcoming Challenges: •Complete Police and Fire promotional testing in compliance with Chapter 400 of the Iowa Code •Complete update and revision of City Personnel Policies •Implement requirements of Federal Motor Carrier Safety Administration Drug and Alcohol Clearinghouse Staffing: FY2019 FY2020 FY2021 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Services expenditures budget in fiscal year 2021 decreased by 14.6% due to the police and fire promotional testing assessments in fiscal year 2020. Supplies expenditures increased by 28.8% in the fiscal year 2021 budget for additional Wellness Committee activities. 149 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number of Internal Hires 24 42 45 45 40 Number of External Hires 106 125 144 120 130 Positions posted but not filled 1 10 7 7 5 Averages FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Days to Fill Vacant Position 70.34 70.87 61.05 65.8 70 Advertising Expense per External Hire $151.84 $41.92 $68.06 $34.92 $40.00 Applicants per Hire 18.97 26.83 15.7 18.35 20 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 City Employee Turnover Rate 5.76% 5.07% 8.59% 8.73% 8.00% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. To employ effective and efficient recruitment practices in a cost-effective manner. Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. FY17 also excludes Council appointees and Police Chief recruitment which was outsourced to a consulting firm. 150 Activity: Human Resources (210300)Fund: General (1000) Division: Human Resources Department: City Manager 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 456,962$ 474,889$ 511,723$ 600,121$ 603,235$ 619,727$ Charges For Fees And Services Misc Charges For Svc 100 40 50 - - - Intra-City Charges 5,477 8,016 11,149 8,015 11,500 11,500 Other Misc Revenue 683 24 878 - 880 880 Total Revenues 463,221$ 482,968$ 523,801$ 608,136$ 615,615$ 632,107$ Expenditures: Personnel 350,505$ 364,933$ 381,789$ 400,975$ 417,944$ 430,482$ Services 92,041 95,224 100,409 159,318 136,054 138,775 Supplies 20,676 22,811 41,603 47,843 61,617 62,849 Total Expenditures 463,221$ 482,968$ 523,801$ 608,136$ 615,615$ 632,107$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 151 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: •Workshops for City staff led by Gordon Goodwin and Jordon Bingham of the Government Alliance on Race and Equity (GARE) •Sponsoring Q Camp, an education and leadership camp offered to LGBTQ+ youth in junior high and high school by United Action for Youth •Recognizing the 65th Anniversary of Brown v. Board of Education with a keynote address from Cheryl Brown-Henderson and an Inclusive Teacher Awards Banquet •Perfect score for sixth straight year on the Municipal Equality Index. The Municipal Equality Index examines how inclusive municipal laws, policies, and services are of LGBTQ people who live and work there. Cities are rated based on non-discrimination laws, the municipality as an employer, municipal services, law enforcement and the city leadership's public position on equality •Advancement of the Social Justice and Racial Equity Grant. Upcoming Opportunities: •To create a Roadmap/Action Plan for Racial Equity for the City. 152 Staffing: Year FY2019 FY2020 FY2021 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The fiscal year 2021 Services expenditure budget includes $30,000 for agency partnerships. Funds also include $75,000 for the Social Justice & Racial Equity Grant. 153 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of complaints resolved within a year from the date filed. FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Complaints Filed 35 40 46 44 41 Resolved Complaints 31 35 41 41 37 Percentage of Complaints Resolved 88.57% 87.50% 89.13% 93.18% 90.24% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number of Outreach Efforts 47 71 88 93 97 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 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 To address unlawful discrimination through education, outreach, and enforcement. To address unlawful discrimination through education, outreach, and enforcement. 154 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Survey the racial demographics of individuals serving on City boards/commissionon an annual basis. FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number of persons of color serving on boards/commissions 12 12 5* 14* 14 *This is self reported by the board/commission members. Some opt not to provide a response to the que Survey the racial diversity of persons serving on City Boards and Commissions. Advance Social Justice and Racial Equity To foster inclusiveness and assist in making the City more inclusive for all. 155 Activity: Human Rights (210400)Fund: General (1000) Division: Human Rights Department: City Manager 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 314,526$ 325,279$ 425,455$ 440,133$ 462,079$ 474,003$ Licenses And Permits Misc Lic & Permits 60 60 60 - - - Charges For Fees And Services Special Events 5,050 2,846 3,809 2,850 3,810 3,810 Miscellaneous Contrib & Donations - - 1,850 - - - Other Misc Revenue 8,515 4,250 1,807 4,250 1,810 1,810 Other Financial Sources Sale Of Assets - 19 - - - - Total Revenues 328,151$ 332,455$ 432,981$ 447,233$ 467,699$ 479,623$ Expenditures: Personnel 224,352$ 228,969$ 240,107$ 247,996$ 257,025$ 264,736$ Services 95,635 89,541 167,436 182,995 196,008 199,928 Supplies 8,164 13,944 25,438 16,242 14,666 14,959 Total Expenditures 328,151$ 332,455$ 432,981$ 447,233$ 467,699$ 479,623$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 156 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: •Building Change program, 3 projects •Established Forestview Urban Renewal Area •Worked with Kirkwood Community College on expansion of English Language learning (ELL) program •Establish Highway 6 Commercial Tax Abatement Areas •Retail recruitment for IC Marketplace and other areas •Implement Climate Action | At Work Green Business recognition program •Create incentives for Industrial Energy Efficiency Climate Action | At Work program •Tailwinds proposal for College Street historic preservation and redevelopment Staffing: FY2019 FY2020 FY2021 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. 157 Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Services expenditures decreased by 41% in fiscal year 2021 due to the final $500,000 capital campaign fulfillment for the Englert Theater included in the fiscal year 2020 budget, as well as approximately $170,000 in Economic Development Assistance carried forward into fiscal year 2020. Community Development Assistance includes funding for the following organizations: $283,250 Convention and Visitors Bureau hotel/motel tax pass through 50,000 Englert Theater $50,000 operating 60,000 City of Literature 20,000 Riverside Theatre 25,000 Film Scene 7,000 ReFocus Film Festival 20,000 Mission Creek Festival 25,000 Entrepreneurial Development Center, Inc. 25,000 Kirkwood ELL expansion $515,250 Total 158 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 Estimate Current Value 80,615,536 91,668,604 96,901,584 113,441,314 117,859,126 Base Value 15,265,935 15,265,935 15,265,935 15,265,935 15,265,935 percent increase 428.1% 500.5% 534.8% 643.1% 672.0% City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 Estimate Current Value 67,554,890 73,036,350 74,122,760 82,386,458 83,215,216 Base Value 13,678,036 13,678,036 13,678,036 13,678,036 13,678,036 percent increase 393.9% 434.0% 441.9% 502.3% 508.4% SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 EstimateCurrent Value (SSMID portion)93,981,420 113,423,360 104,525,720 122,534,925 112,056,646 Base Value (SSMID portion)55,213,745 55,213,745 54,011,518 54,011,518 54,011,518 percent increase 70.2% 105.4% 93.5% 126.9% 107.5% SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 Estimate Current Value (SSMID portion)73,502,510 83,200,910 83,471,810 94,307,057 94,386,528 Base Value (SSMID portion)43,707,044 43,707,044 43,707,044 43,707,044 43,707,044 percent increase 68.2% 90.4% 91.0% 115.8% 116.0% City-University Urban Renewal Area (Totals from Above Areas) Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 EstimateCurrent Value 315,654,356 361,329,224 359,021,874 412,669,754 407,517,515 Base Value 127,864,760 127,864,760 126,662,533 126,662,533 126,662,533 percent increase 146.9% 182.6% 183.4% 225.8% 221.7% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Build tax base in effort to continue to reduce the City's property tax Work with public and private sectors to facilitate economic development opportunities 159 City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area) Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 Estimate Current Value 153,746,284 176,843,341 218,709,250 290,753,993 297,246,513 Base Value 115,451,970 115,451,970 115,247,160 115,247,160 115,247,160 percent increase 33.2% 53.2% 89.8% 152.3% 157.9% Towncrest Urban Renewal Area Jan 2016 Jan 2017 Jan 2018 Jan 2019 Projected Jan 2020 Estimate Current Value 38,725,378 40,715,430 42,913,338 44,281,369 45,811,905 Base Value 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010 percent increase 19.0% 25.1% 31.8% 36.0% 40.7% Urban Renewal Areas FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate New 01100 Amended 32211 Total Urban Renewal Areas 12 13 14 14 14 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Unemployment Rate 2.6% 2.5% 2.0% 2.0% 25% FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate # Projects assisted that grow the Local Foods economy 20446 Support ICAD in efforts to do targeted industry development $173,392 $173,392 167,392$ 167,392$ 167,392$ Promote a Strong and Resilient Local Economy 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. Build Employment Opportunities 160 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Development Projects with sustainability features 11030 Provide financial incentives to encourage infill and redevelopment 10312 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Assist Historic Preservation projects including existing building financial assistance 10352 City assisted Affordable Housing Units measured by # units 18 0 15* 11 5 * 45% of the Foster Road TIF will go toward Affordable Housing fund. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Develop programs to enhance small business 11010 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 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 161 Activity: Economic Development (210510)Fund: General (1000) Division: Economic Development *Department: City Manager 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 708,002$ 567,982$ 558,872$ 1,394,274$ 744,374$ 766,764$ Other City Taxes Hotel/Motel Tax 284,178 234,520 283,249 234,520 283,250 283,250 Use Of Money And Property Rents - 9,511 - 9,510 10,000 10,000 Miscellaneous Contrib & Donations 1,310 900 - - - - Other Misc Revenue 773 - - - - - Other Financial Sources Sale Of Assets - - 554,125 - - - Total Revenues & Transfer In 994,263$ 812,912$ 1,396,245$ 1,638,304$ 1,037,624$ 1,060,014$ Expenditures: Personnel 142,230$ 147,331$ 152,068$ 157,417$ 163,782$ 168,695$ Services 849,703 664,853 1,244,143 1,479,927 873,722 891,196 Supplies 2,330 728 35 960 120 122 Total Expenditures 994,263$ 812,912$ 1,396,245$ 1,638,304$ 1,037,624$ 1,060,014$ Personnel Services - FTE 2017 2018 2019 2020 2021 Economic Development Coord 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 * Activity prior to fiscal year 2018 reported under Neighborhood and Development Sevices Department Activity Summary 162 CLIMATE ACTION AND OUTREACH Sustainability Iowa City is committed to being a leader in progressive environmental initiatives and building a sustainable community. The Office of Climate Action and Outreach is staffed by three employees, including a Sustainability Coordinator, Climate Action Analyst, and Climate Action Engagement Specialist, responsible for coordination of City sustainability and climate action initiatives and leading the City’s implementation of the Climate Action and Adaptation Plan. Staff efforts are focused upon reducing community-wide greenhouse gas emissions and promoting sustainable energy, transportation, waste management, and behavioral changes that result in reductions in carbon emissions. Staff is tasked with facilitating these projects and programs as well as encouraging community partnerships and collaborations that inspire private and individual investment in climate action and adaptation initiatives. As the current and potential impacts of climate change intertwine with City operations at many levels, this division collaborates with all City departments to ensure climate objectives are being met throughout the organization. Current projects include overseeing the implementation of the City’s first Climate Action and Adaptation Plan and its supplementary report, Accelerating Iowa City’s Climate Actions. This effort involves working with the Climate Action Commission, community volunteers, and an internal team of cross-departmental staff. Other responsibilities include annually updating the community greenhouse gas emissions reporting and ensuring that the City completes requirements for the Covenant of Mayors requirements around climate action. The Office of Climate Action and Outreach communicates the City’s climate action efforts through electronic media and creates community outreach opportunities through meaningful engagement around climate action. HIGHLIGHTS Recent Accomplishments: •Completed the first Climate Action and Adaptation Plan in September 2018 and supplementary planning document, Accelerating Iowa City’s Climate Actions, in November 2019 •Awarded Electric Vehicle Readiness planning grant from Iowa Economic Development Alliance and will be lead agency in conducting EV planning exercise with other Eastern Iowa cities •Established the new Division of Climate Action and Outreach with a three-person staff •Administered Climate Action Grants program, issuing $50,000 in community grants for implementation of Climate Action and Adaptation Plan initiatives 163 Upcoming Challenges: •Implementation of actions defined in Accelerating Iowa City’s Climate Actions report •Fully staffing and organizing a newly formed division, currently without sufficient permanent office space in City Hall for all three staff •Assisting newly established Climate Action Commission as they review and recommend City policies, procedures, and plans relating to climate action •Executing EV readiness grant project and overseeing existing and new climate action grant programs •Assuming volunteer coordination and communications duties from other City departments •Analysis of municipal and community energy data and implementing projects and communication efforts that further energy efficiency Staffing: FY2019 FY2020 FY2021 Total FTE’s - - 3.00 Staffing Level Change Summary: In fiscal year 2021, the Sustainability Coordinator was moved from the Neighborhood & Development Services Department to the City Manager’s Office. Additionally, the previously allocated Assistant Facilities Manager position was moved from Government Buildings and renamed Climate Action Analyst. A position previously split between Water and Stormwater was also moved over and renamed Climate Action Engagement Specialist. Service Level Change Summary: The Climate Action & Outreach Division was newly formed in fiscal year 2021. Financial Highlights: Personnel expenditures were transferred into the Division from other Divisions and Funds in the fiscal year 2021 budget, along with some minor existing expenditures. Previous expenditures were located in the Neighborhood and Development Services and the Public Works Departments 164 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Greenhouse gas emissions CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Total tonnes CO2e 857,788 974,895 1,020,073 Not Avail Yet Not Avail Yet Estimated population*74,398 75,798 76,290 Not Avail Yet Not Avail Yet Tonnes CO2e per capita 12.9 12.8 13.4 Not Avail Yet Not Avail Yet Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: External Communications FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number of Subscribers of Sustainable News e-Subscriptions 691 1,070 1,501 2,000 2,500 Number of Public Outreach Events 18 33 23 30 40 Community Survey results of the percent rated positively Participation FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Conserved Water 73% N/A N/A N/A N/A Recycled at Home 85% N/A N/A N/A N/A Made Home More Energy Efficient 69% N/A N/A N/A 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 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. 165 Activity: Climate Action & Outreach (210610) *Fund: General (1000) Division: Climate Action & Outreach Department: City Manager 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy -$ -$ -$ -$ 395,063$ 406,410$ Total Revenues & Transfer In -$ -$ -$ -$ 395,063$ 406,410$ Expenditures: Personnel -$ -$ -$ -$ 344,529$ 354,865$ Services - - - - 45,934 46,853 Supplies - - - - 4,600 4,692 Total Expenditures -$ -$ -$ -$ 395,063$ 406,410$ Personnel Services - FTE 2017 2018 2019 2020 2021 Sustainability Coordinator - - - - 1.00 Climate Action Analyst - - - - 1.00 Climate Action Engagement Specialist - - - - 1.00 Total Personnel - - - - 3.00 * This activity was formerly the Sustainability Services activity in the Neighborhood & Development Services department in fiscal year 2021. Activity Summary 166 FINANCE ADMINISTRATION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. The division’s budget is organized into five activities: Administration, Tort Liability, Non- Operational Administration, Disaster Assistance, and the Emergency Fund. Administration Administration monitors financial trends and provides analysis of budget to actual data and three- year financial projections. Staff provides oversight of long and short-term investment portfolios, cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and workers compensation insurance specifications. Administration coordinates annual health and dental insurance renewals. Administration prepares the annual budget, three year financial plan, and five year capital improvement program and subsequent amendments thereof. Tort Liability Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa the legal authority with which to levy “a tax to pay the premium costs on tort liability insurance, property insurance, and any other insurance that may be necessary in the operation of the city, the costs of a self-insurance program, the costs of a local government risk pool and amounts payable under any self-insurance program, or local government risk pool.” The Tort Liability cost center accounts for General Fund’s contribution to the Risk Management Loss Reserve; general liability, fire and casualty and workers compensation premium costs. The account is administered by the Finance Department’s Revenue and Risk Manager. Non-Operational Administration The Non-Operational Administration cost center facilities financial transactions which are non- operational in nature. Employee Benefits Levy: State code requires that a separate fund be established to account for revenue from the Employee Benefits Levy. Monies are then transferred into Non-Op Admin to cover General Fund’s share of Employee Benefit costs levied. Utility Franchise Tax: A one percent (1%) utility franchise tax is levied by the City on gas and electric bills. These funds are used for a variety of purposes as determined by the City Council. Community Event and Program Funding: The City’s Community Events and Programming budget has financially supported groups that have requested funding for various community events. This funding was moved to the City Manager’s budget in fiscal year 2018. Contingency: The General Fund budgets a contingency of 1% of expenditures. 167 Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in floods and natural disasters. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Emergency Fund This reserve fund was created in fiscal year 2014 to hold excess fund reserves for the following purposes: to provide natural or other disaster response or mitigation funding/interim loans, to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes, to avoid any defaults from the payment of long term or bonded debts, for any other financial emergencies declared by the City Council. HIGHLIGHTS Recent Accomplishments: •Integrated Whitebirch financial projections into budget book •Conducted receipts/deposits internal audits and organizational risk assessment •Created facility replacement reserve in General Fund •Updated debt policies and procedures for changes to SEC bond reporting requirements Upcoming Challenges: •Implement Clearwater investment software •Create ITS internal audit program •Continue to seek alternative revenue sources to meet City Council strategic priorities •Implement Climate Action Plan department goals including furthering a paperless environment •Create capital reserves in major funds Staffing: FY2019 FY2020 FY2021 Total FTE’s 3.90 3.90 3.90 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. 168 Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The fiscal year 2021 Supplies expenditures in Finance Administration increased by 12.1% due to the addition of $3,500 for time clocks in minor equipment for new and/or replacement. Capital Outlay expenditures decreased by $16,500 in fiscal year 2021 due to the purchase of the Clearwater investment software in fiscal year 2020. 169 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Moody’s Aaa Bond Rating (maintained)Yes Yes Yes Yes Yes Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Budget Award Yes Yes Yes Yes Yes Earn the GFOA Distinguished Budget Presentation Award. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Maintain the City’s Overall Sustainable Financial Health. Maintain the City’s Aaa Bond Rating. Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. 170 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quarterly Return on Investment FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate First Quarter 0.57% 0.98% 1.86% 2.21% 1.00% Second Quarter 0.60% 1.11% 2.19% 2.03% 1.00% Third Quarter 0.78% 1.45% 2.38% 1.75% 1.00% Fourth Quarter 0.81% 1.66% 2.35% 1.50% 1.00% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate First Quarter 0.40% 0.87% 1.87% 2.32% 1.00% Second Quarter 0.46% 1.07% 2.15% 2.11% 1.00% Third Quarter 0.53% 1.33% 2.33% 1.00% 1.00% Fourth Quarter 0.69% 1.59% 2.39% 1.00% 1.00% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate First Quarter 0.16% 0.11% -0.01% -0.12% 0.00% Second Quarter 0.14% 0.03% 0.05% -0.08% 0.00% Third Quarter 0.25% 0.12% 0.05% 0.75% 0.00% Fourth Quarter 0.12% 0.07% -0.04% 0.50% 0.00% Maintain a Solid Financial Foundation The City of Iowa City’s investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City’s investment activities is the preservation of capital and the protection of investment principal. In investing public funds, the City’s cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio’s rate of return. 171 Activity: Finance Adminstration (310100)Fund: General (1000) Division: Finance Adminstration Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes 26,764,698$ 27,732,430$ 29,271,235$ 30,491,016$ 33,500,870$ 34,505,896$ Other City Taxes Gas/Electric Excise Tax 354,838 339,362 334,206 346,154 325,050 325,050 Mobile Home Tax 31,837 30,345 29,208 30,340 29,210 29,210 Licenses And Permits Food & Liq Licenses 111,228 110,097 126,534 110,100 126,530 126,530 General Use Permits 81,540 54,561 52,443 54,560 51,100 51,100 Use Of Money And Property Interest Revenues 265,960 606,529 1,071,183 600,000 500,000 500,000 Intergovernmental Property Tax Credits 767,199 759,455 766,733 882,781 7,360 7,360 Miscellaneous Code Enforcement 215,873 219,925 238,738 219,930 238,740 238,740 Intra-City Charges 3,139,449 3,251,316 3,452,469 3,613,546 4,049,774 4,110,521 Other Misc Revenue 17 3,606 581 3,610 - - Parking Fines 356,796 319,868 362,426 319,870 325,000 325,000 Printed Materials 5 - - - - - Other Financial Sources Sale Of Assets 106,467 - 10,253 - - - Transfer In - Bus Type Funds 19,292 19,582 20,072 20,714 21,232 21,657 Total Revenues & Transfer In 32,215,200$ 33,447,075$ 35,736,080$ 36,692,621$ 39,174,866$ 40,241,063$ Expenditures: Personnel 290,036$ 279,808$ 334,240$ 378,424$ 397,235$ 409,152$ Services 48,878 51,678 59,617 60,048 63,402 64,670 Supplies 1,996 5,667 28,609 26,576 29,800 30,396 Capital Outlay 14,424 14,945 - 16,500 - - Total Expenditures 355,334$ 352,098$ 422,465$ 481,548$ 490,437$ 504,218$ Personnel Services - FTE 2017 2018 2019 2020 2021 Administrative Secretary 0.25 0.25 0.25 - - Risk & Finance Assistant - - - 0.25 0.25 Budget Management Analyst 2.00 - - - - Budget & Compliance Officer - 1.00 1.00 1.00 1.00 Internal Auditor/Budget Analyst - -0.75 0.75 0.75 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 3.15 2.15 2.90 2.90 2.90 Capital Outlay 2020 2021 Software 16,500$ -$ Total Capital Outlay 16,500$ -$ Activity Summary 172 Activity: Tort Liability (310630) Fund: General (1000) Division: Finance Administration Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 959,519$ 994,229$ 1,049,416$ 1,093,156$ 1,201,080$ 1,237,112$ Other City Taxes Gas/Electric Excise Tax 12,723 12,168 11,984 12,317 11,655 11,655 Mobile Home Tax 1,142 1,088 1,047 1,090 1,050 1,050 Intergovernmental Property Tax Credits 27,212 26,947 27,229 31,369 - - Miscellaneous Intra-City Charges 18,480 7,544 2,735 7,895 8,000 8,000 Total Revenues 1,019,076$ 1,041,977$ 1,092,410$ 1,145,827$ 1,221,785$ 1,257,817$ Expenditures: Personnel 133,034$ 133,638$ 140,247$ 145,815$ 151,384$ 155,926$ Services 885,533 805,735 827,453 858,720 863,773 881,048 Supplies 5,537 5,897 5,969 5,923 6,091 6,213 Total Expenditures 1,024,105$ 945,270$ 973,669$ 1,010,458$ 1,021,248$ 1,043,187$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Other City Taxes Hotel/Motel Tax -$ 107,617$ 168,832$ 107,620$ 168,830$ 168,830$ Utility Franchise Tax 305,966 317,254 313,470 317,250 313,470 313,470 Use Of Money And Property Rents 6,300 7,200 7,800 7,200 7,800 7,800 Transfer-In - Employee Benefits 9,096,921 9,947,001 10,480,206 11,467,445 12,350,680 12,721,200 Total Revenues & Transfer In 9,409,187$ 10,379,072$ 10,970,307$ 11,899,515$ 12,840,780$ 13,211,300$ Expenditures: Services 102,714$ 2,681$ 2,784$ 147,681$ 2,784$ 2,840$ Supplies 1,200 - - - - - General Fund Contingency - - - 530,596 617,000 626,000 Total Expenditures 103,914$ 2,681$ 2,784$ 678,277$ 619,784$ 628,840$ Activity Summary Activity Summary 173 Activity: Emergency Fund (310712)Fund: General (1010) Division: Finance Administration Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ 450,000$ 500,000$ -$ -$ Total Revenues -$ -$ 450,000$ 500,000$ -$ -$ Expenditures: Services -$ 1,039$ 1,481$ 9,000$ -$ -$ Capital Outlay - 235,858 341,522 340,700 - - Total Expenditures -$ 236,897$ 343,003$ 349,700$ -$ -$ Activity Summary 174 ACCOUNTING The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The Division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, and processes and distributes payroll for all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns, receives unmodified opinions on the City’s annual audited financial statements and compliance with requirements described in 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 FY2018 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 33rd consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting •Successfully integrated the Joint Emergency Communication Services Association (JECSA) payroll and bookkeeping services into our day-to- day operations Upcoming Challenges: •Implementation of the new Governmental Accounting Standards Board (GASB) Statement No. 87, Leases Staffing: FY2019 FY2020 FY2021 Total FTE’s 7.00 7.00 7.00 175 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Supplies expenditures decreased by 69.6% in the fiscal year 2021 budget primarily due to minor equipment purchases in the fiscal year 2020 budget. 176 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 Target FY 2020 Projected FY 2021 Estimate CAFR Certificate Yes Yes Yes Yes Yes Audited Financial Statements FY 2017 FY 2018 FY 2019 Target FY 2020 Projected FY 2021 Estimate Auditor's Opinion on Financial Statements Unmodified Unmodified Unmodified Unmodified Unmodified Internal Control Deficiencies FY 2017 FY 2018 FY 2019 Target FY 2020 Projected FY 2021 Estimate Significant Deficiencies 00000 Material Weaknesses 00000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate W-2s Delivered Electronically 610 678 744 897 990 Percentage of W-2s Delivered Electronically 51.26% 55.67% 60.54% 72.46% 80.00% Electronic Payments 2,080 3,600 5,395 5,800 6,900 Percentage of Payments Made Electronically 9.73% 16.76% 24.75% 26.00% 30.00% Increase the number of transactions conducted electronically GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Accurate and timely financial reporting. Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting, receive an Unqualified/Unmodified opinion on Financial Statements from External Auditors and not have any significant deficiencies or material weaknesses in internal control Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options 177 Activity: Accounting (310200)Fund: General (1000) Division: Accounting Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 746,324$ 797,764$ 707,255$ 808,561$ 834,231$ 859,248$ Intergovernmental Local 28E Agreements - - 29,150 29,750 30,450 30,450 Miscellaneous Other Misc Revenue 7,152 6,430 7,506 6,340 7,510 7,510 Special Assessments 1,087 808 568 810 570 570 Total Revenues 754,564$ 805,002$ 744,479$ 845,461$ 872,761$ 897,778$ Expenditures: Personnel 657,740$ 697,654$ 661,549$ 719,107$ 756,225$ 778,912$ Services 95,560 104,186 72,359 113,904 112,757 115,012 Supplies 1,263 3,162 10,572 12,450 3,779 3,855 Total Expenditures 754,564$ 805,002$ 744,479$ 845,461$ 872,761$ 897,778$ Personnel Services - FTE 2017 2018 2019 2020 2021 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Sr Accountant - Payroll 1.00 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 - - - 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 7.00 7.00 7.00 Activity Summary 178 PURCHASING The Purchasing Division provides quality service to City departments, protects the City’s legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. The Purchasing Division provides services to internal clients/staff and the general public in the following areas: Develops and issues solicitations for the City’s procurement requirements for commodities and services – including Request for Bids, Request for Proposals, and Request for Quotes. Administers contracts for commodity and services. Assists with the procurement of office furniture, equipment, and supplies. Assists with the transfer and sale of City’s Surplus Equipment, Vehicles, etc. 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 over 100 Solicitations including Request for Bids, Request for Proposals, and Request for Quotes •Contracted with new online purchasing software •Hosted Iowa Public Procurement Association conference where minority and women business enterprises were showcased •Minority vendors are being tracked in Munis; mailers are being sent to help identify minority vendors •New Purchasing Agent staff hire Upcoming Challenges: •Increase participation of minority and women business enterprises in the City’s purchasing process. •Implement online purchasing and bidding software •Department initiative for paperless archiving of new projects •PCard audit program updates •Update and implement changes to Purchasing Manual •New staff onboarding and training •Review, editing and creation of policies, procedures and templates 179 Staffing: FY2019 FY2020 FY2021 Total FTE’s 3.50 3.50 3.50 Staffing Level Change Summary: In the fiscal year 2021 budget, the 0.50 FTE Purchasing Clerk was eliminated and replaced with a 0.50 FTE Purchasing Assistant. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Services expenditures increased by approximately 14.6% in the fiscal year 2021 budget primarily due to software maintenance agreement contract increases. 180 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quantity of Solicitations and Dollar Value FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Request for Proposals 28 20 21 39 43 Request for Bids, Request for Quotes, & Cooperatives 107 81 84 113 124 Other (Purchase Agreements, Sole Source Purchases, Contract Renewals, Change Orders, Emergency Purchases, & Assisted Purchases) 64 105 92 123 129 Dollar Value of Procurements* (in millions)$12.6 $5.7 $10.8 $10.7 $11.2 Request for Bids, Request for Quotes, and Cooperative Agreements FY 2017 FY 2018 FY 2019 FY 2020 Projected* FY 2021 Estimate Estimated Cost Savings (rounded to the nearest thousand)$245,000 $1,123,000 $1,022,000 $289,489 $318,437 *Prior to FY 2020, Request for Proposals were included in calculation Request for Bids, Request for Proposals, and Request for Quotes FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Average Number of Bids, Proposals and Quotes Received (excluding cooperative and sole source agreements) 3.5 2 2.8 2.2 2.5 **Quantities from April 2014 through July 2014 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation To provide quality service to City departments, protect the City’s legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of fair and open competition. Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. *amount does not include all City-Wide Contract Procurements 181 Activity: Purchasing (310300)Fund: General (1000) Division: Purchasing Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 331,725$ 338,388$ 349,625$ 392,788$ 397,963$ 409,783$ Miscellaneous Other Misc Revenue 8,302 9,039 10,137 9,340 10,140 10,140 Other Commissions 20,912 3,211 3,380 - 3,380 3,380 Other Financial Sources Sale Of Assets - - 922 - - - Total Revenues 360,939$ 350,638$ 364,063$ 402,128$ 411,483$ 423,303$ Expenditures: Personnel 320,477$ 328,309$ 337,312$ 354,295$ 359,041$ 369,812$ Services 39,907 21,034 24,258 42,633 48,842 49,819 Supplies 555 1,295 2,493 5,200 3,600 3,672 Total Expenditures 360,939$ 350,638$ 364,063$ 402,128$ 411,483$ 423,303$ Personnel Services - FTE 2017 2018 2019 2020 2021 Buyer I - Purchasing 1.00 1.00 1.00 1.00 1.00 Buyer II 1.00 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 1.00 Purchasing Assistant - - - - 0.50 Purchasing Clerk 0.50 0.50 0.50 0.50 - Total Personnel 3.50 3.50 3.50 3.50 3.50 Activity Summary 182 REVENUE The Revenue Division is responsible for the customer service, billing, and collection procedures for 26,414 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: •Implemented refuse and recycling billing for University Heights •Upgraded the Munis utility billing software •Collected over $10,000 for the utility donation program Upcoming Challenges: •Implement electronic service order flow through Munis between customer service and water maintenance •Evaluate and implement alternative delivery methods for late fee and shut off notices Staffing: FY2019 FY2020 FY2021 Total FTE’s 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: There were no major financial changes in the Revenue budget for fiscal year 2021, with the overall increase in expenditures being approximately 2.5%. Contributions and Donations revenue increased for fiscal year 2021 to $10,000 due to the increased popularity of the utility donation program. 183 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Active Accounts*25,634 26,160 26,414 26,814 27,214 Total Calls***24,532 N/A 23,364 23,100 23,100 Service Level***78.54% N/A N/A N/A N/A Average Speed to Answer***N/A N/A 13 seconds 13 seconds 13 seconds Web Start/Stop Service FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Customer Transactions****4,215 4,594 5,249 5,878 6,585 % Change -30.46% 8.99% 14.26% 11.98% 12.02% Payment Method FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Total Receipt Transactions * 339,171 341,174 347,399 354,347 361,434 Web Transactions **98,921 107,582 110,891 114,217 117,644 IVR Transactions ***4,767 4,681 4,889 5,133 5,390 % Web Transactions of Total Transactions 29.17% 31.53% 31.92% 32.23% 32.55% Change in Web Transactions (%) 12.11% 8.76% 3.08% 3.00% 3.00% % IVR Transcations of Total Transactions 1.41% 1.37% 1.41% 1.45% 1.49% Change in IVR Transactions (%) 93.07% -1.80% 4.44% 4.99% 5.01% **** 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 Relations 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. 184 Activity: Revenue (310400)Fund: General (1000) Division: Revenue Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,051,135$ 1,104,879$ 1,103,988$ 1,175,565$ 1,199,087$ 1,231,013$ Charges For Fees And Services Water Charges 5,275 5,412 5,574 5,410 5,570 5,570 Intergovernmental Local 28E Agreements - - - - 1,100 1,100 Miscellaneous Contrib & Donations - 2,417 10,041 5,000 10,000 10,000 Other Misc Revenue (38) 248 96 110 130 130 Other Financial Sources Sale Of Assets - - 24 - - - Total Revenues 1,056,373$ 1,112,956$ 1,119,723$ 1,186,085$ 1,215,887$ 1,247,813$ Expenditures: Personnel 660,125$ 681,773$ 703,389$ 730,787$ 760,795$ 783,619$ Services 390,637 425,148 409,704 448,799 448,982 457,962 Supplies 5,610 6,035 6,630 6,499 6,110 6,232 Total Expenditures 1,056,373$ 1,112,956$ 1,119,723$ 1,186,085$ 1,215,887$ 1,247,813$ Personnel Services - FTE 2017 2018 2019 2020 2021 Cashier - Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 4.00 4.00 4.00 4.00 4.00 Utility Billing Coordinator 1.00 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 7.88 7.88 Activity Summary 185 POLICE ADMINISTRATION The Police Administration oversees the Department’s two operating divisions, Support Services and Field Operations. Support Services activities: •Records •Property & Evidence •Training & Accreditation •Crime Prevention •Planning & Research •Animal Services •Community Relations •Computer Operations •Station Masters •Community Outreach •School Crossing Guards Field Operations activities: •Patrol •Investigations •Community Service Officer’s HIGHLIGHTS Recent Accomplishments: •Continue to implement strategic plan to reduce disproportionality in minority contact, which is improving each year •Reduced crime by 8% Upcoming Challenges: •As space becomes tight, a new police facility is needed to improve efficiency and workflow •A staffing study will need to be completed in the coming years to ensure PD has adequate number of officers and proper deployment Staffing: FY2019 FY2020 FY2021 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. 186 Service Level Change Summary: There are no service level changes in fiscal year 2021 budget. Financial Highlights: The Services expenditures increased by 16.4% in fiscal year 2021 primarily due to the addition of $50,000 for a space needs study. Additionally, Supplies expenditures increased by 72.2% in the budget for fiscal year 2021 for some minor equipment purchases. 187 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain compliance of CALEA accreditation CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent manslaughter, forcible rape, robbery, and aggravated assault) CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Iowa City 197 156 176 166 184 Average of Comparable Cities in Iowa*268 228 240 220 289 Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and motor vehicle theft) CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Iowa City 1,551 1,767 1,518 1,258 1,526 Average of Comparable Cities in Iowa*2,428 2,440 2,295 1,463 2,507 Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Overall feeling of safety 76% N/A N/A N/A N/A Safe in neighborhood 96% N/A N/A N/A N/A Safe downtown/commercial area 92% N/A N/A N/A N/A Police 77% N/A N/A N/A N/A Crime Prevention 61% N/A N/A N/A N/A *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Commit to excellence in leadership, resource management, service-delivery and improving our city and neighborhoods. Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. **Average does not include Dubuque because FBI determined that the agency’s data were over- reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo 188 Activity: Police Administration (410100)Fund: General (1000) Division: Police Administration Department: Police 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 960,662$ 1,112,830$ 574,814$ 600,290$ 660,558$ 677,191$ Miscellaneous Contrib & Donations - 1,000 - - - - Other Misc Revenue 3,818 2,344 - - - - Other Financial Sources Sale Of Assets 75 - - - - - Total Revenues 964,554$ 1,116,173$ 574,814$ 600,290$ 660,558$ 677,191$ Expenditures: Personnel 688,306$ 800,693$ 319,182$ 330,807$ 342,157$ 352,422$ Services 267,519 306,361 247,350 260,918 303,652 309,725 Supplies 8,730 9,120 8,282 8,565 14,749 15,044 Total Expenditures 964,554$ 1,116,173$ 574,814$ 600,290$ 660,558$ 677,191$ Personnel Services - FTE 2017 2018 2019 2020 2021 Computer Syst Analyst - Police 1.00 1.00 - - - CSO/Community Outreach 1.00 1.00 - - - Police Administrative Coordinator 1.00 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 - - - Police Chief 1.00 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 - - - Total Personnel 6.00 6.00 2.00 2.00 2.00 Activity Summary 189 SUPPORT SERVICES The Support Services Division supports or provides services to Field Operations. The division is commanded by a Captain and is organized into the following activities: •Support Administration is responsible for the management and oversight of the Support Services division. •Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System. •Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities. •Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. Monitor general orders to ensure they comply with accreditation standards. •Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. This Sergeant is also responsible for dealing with releasing information to the public and news media. •Animal Services operates as a public safety/enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. •Systems Analyst is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day-to-day support of all police computer hardware and software, both in the station and mobile applications. •Station Masters are responsible for staffing the Police Department’s front desk on a 24 hour basis. They answer incoming phone calls from the public, release impounded vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department. •Community Outreach works to establish and maintain relationships within the community which foster positive communication and interactions between the police department and the public. They engage in dialogue with under-represented groups within the community to improve 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 and from school. 190 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: •Completed two grants (valued at $750,000) obtained to empower victims, reduce chronic homelessness and reduce gender bias in investigations •Closed southside substation to enhance police relations in the neighborhood and increase efficiency •Worked with City staff to plan a five- year deer reduction strategy •New carpet and remodeling at police facility to improve work flow and safety •Enhance analysis of data to identify violent criminals and reduce crime rate •Build annex to animal service building to add storage and space for dogs Staffing: FY2019 FY2020 FY2021 Total FTE’s 26.00 27.00 29.26 Staffing Level Change Summary: In fiscal year 2021, two temporary positions were converted to .63 FTE Animal Center Assistants and the existing Animal Center Assistant was upgraded to a 1.00 FTE Animal Center Assistant II position. Additionally, a 1.00 FTE Police Officer position was added in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The fiscal year 2021 Support Services Personnel expenditures increased 10.3% due to the staffing level changes, in addition to the normal cost of living and step increases. Services expenditures in fiscal year 2021 decreased by 29.2% or $178,965 primarily due to $250,000 budgeted in fiscal year 2020 for management of the deer population. 191 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Community Outreach Events* 1,259 1,218 916 394 450 Community Presentations* 222 185 142 149 175 Public Education Efforts on Rights*14 10 5 1 7 Community Partnerships Events* 426 320 180 119 120 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. Tabulaion of outreach events was re-assed for accuracy in late 2018 where it was found that events were being duplicated and misclassified throughout the reporting process. Accuracy in tabulation has accounted for the drop in outreach events. 192 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Pets Micro-chipped 1,195 1,525 1,345 1,150 1,307 Licensed Pets 3,752 3,874 3,881 4,113 33,905 Community Survey results of percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Animal Control*79% N/A N/A N/A 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. 193 Activity: Police Support Services (410200/410400)Fund: General (1000) Division: Police Support Services Department: Police 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,485,879$ 1,630,622$ 2,421,495$ 3,084,210$ 3,113,607$ 3,212,275$ Licenses And Permits Misc Lic & Permits 26,063 28,480 43,734 28,480 35,000 35,000 Use Of Money And Property Interest Revenues - - 2,919 - - - Intergovernmental Operating Grants 1,000 - - - - - Local 28E Agreements 225,209 266,114 247,451 263,828 303,530 303,530 Charges For Fees And Services Animal Care Services 11,545 10,775 14,922 10,780 14,920 14,920 Misc Charges For Svc 3,550 3,515 5,985 3,520 5,990 5,990 Miscellaneous Animal Adoption 12,015 12,955 45,839 27,960 35,000 35,000 Code Enforcement 293 27 45 - - - Contrib & Donations 54,861 219,994 73,111 77,200 77,000 77,000 Misc Merchandise 9,294 9,464 6,255 9,460 6,250 6,250 Other Misc Revenue 47,727 43,803 21,883 28,908 21,250 21,250 Printed Materials 26,661 26,915 31,830 26,840 31,790 31,790 Other Financial Sources Sale Of Assets 1,566 - 7,089 - - - Total Revenues 1,905,662$ 2,252,663$ 2,922,558$ 3,561,186$ 3,644,337$ 3,743,005$ Expenditures: Personnel 1,427,901$ 1,739,101$ 2,446,592$ 2,794,342$ 3,088,109$ 3,180,752$ Services 337,699 349,302 377,143 612,367 433,402 442,070 Supplies 117,325 121,504 98,822 136,977 117,826 120,183 Capital Outlay 22,738 42,757 - 17,500 5,000 - Total Expenditures 1,905,662$ 2,252,663$ 2,922,558$ 3,561,186$ 3,644,337$ 3,743,005$ Personnel Services - FTE 2017 2018 2019 2020 2021 Animal Care Technician 2.00 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 1.26 Animal Center Assistant II - - - - 1.00 Animal Control Supervisor 1.00 1.00 1.00 - - Animal Control Coordinator - - - 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00 Comm Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00 Community Outreach Assistant - - 1.00 1.00 1.00 Comm Serv Officer - Evidence - - 1.00 1.00 1.00 Comm Serv Officer - Property Room - - 1.00 1.00 1.00 Comm Serv Officer - Support Services Asst - - - 1.00 1.00 Computer Syst Analyst - Police - - 1.00 1.00 1.00 Police Captain - - 1.00 1.00 1.00 Police Officer 3.00 3.00 4.00 4.00 5.00 Police Records Technician 4.00 4.00 4.00 4.00 4.00 Police Sergeant 1.00 1.00 2.00 2.00 2.00 Total Personnel 19.00 19.00 26.00 27.00 29.26 Capital Outlay 2020 2021 Docking Station -$ 5,000$ Radio Console Hardware 17,500 - Total Capital Outlay 17,500$ -$ Activity Summary 194 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 (CSOs), a Special Response Team (SRT), a Crisis Negotiation Team (CNT) and provides Crime Scene Technicians (CST) for the processing of crime scenes and Technical Accident Investigators (TI) to investigate vehicle crashes. •Investigations: The Investigations section is responsible for the investigation of criminal activity beyond that which is conducted by the patrol section. The Investigations section is headed by a Lieutenant and two Sergeants. The Investigations section has investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, and a Street Crimes Unit, in addition to general crime investigators. •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: •Started Threat Assessment training to increase community safety and reduce arrests •Completed training all officers in Crisis Intervention Training •Worked with community groups to enact a Hate Crimes city ordinance •Increase patrol section presence at community events and in neighborhoods •Continue to improve on a trauma informed approach for victim response •Reduce violent crime through intelligence-led policing 195 Staffing: FY2019 FY2020 FY2021 Total FTE’s 79.00 78.00 78.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The fiscal year 2021 budget includes Capital Outlay expenditures of $63,000 for the replacement of tasers and $291,000 for replacement of four marked patrol and three unmarked vehicles. To achieve objectives set forth in the city’s Climate Action Plan, hybrid/electric vehicles will be purchased when applicable. 196 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate OWI Arrests 703 592 602 590 622 Traffic Stops 12,696 12,861 12,572 14,330 13,115 Traffic Accidents and Average Damage CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Accidents*2,563 2,567 2,509 2,450 2,522 Average Damage, Reportable Accident*$5,152 $5,644 $5,082 5,243 5,280 CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Bar Checks Performed 696 779 608 811 723 Compliance Checks 0 67 49 31 50 Response Time: Loud Party Complaints (in minutes) CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Call to Dispatch 5:36 5:33 5:49 9:39 6:39 Dispatch to On Scene 4:20 3:50 5:02 6:37 6:00 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 $1,000. 197 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Total # of Charges 5,466 4,747 4,614 5,212 5,010 Total # of Charges - White 3,706 3,006 2,966 3,543 3,305 Total # of Charges - Black 1,616 1,624 1,543 1,523 1,576 Total # of Charges - Asian 111 67 72 91 85 Total # of Charges - Am. Indian 6 6 10 22 11 Total # of Charges - Unknown 27 44 23 33 32 The Police Department strives to provide services to members of the community in a manner which is fair and equitable. This includes the manner in which it enforces the law and makes arrests. The Department will reduce its disproportionality in arrests through officer education and training, in conjunction with supervisory coaching and monitoring. Identify and implement an achievable goal to reduce disproportionality in arrests. 198 Activity: Police Field Operations (410300)Fund: General (1000) Division: Police Field Operations Department: Police 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 9,219,920$ 9,354,810$ 9,189,059$ 10,056,170$ 10,425,878$ 10,601,998$ Other City Taxes Hotel/Motel Tax 539,938 445,588 538,173 445,590 538,170 538,170 Use Of Money And Property Interest Revenues 302 585 1,462 - - - Intergovernmental Fed Intergovnt Rev 26,969 69,606 497,107 215,193 248,165 248,165 Other State Grants 194,849 199,893 5,742 167,365 825 825 Charges For Fees And Services Fire Services 7,370 4,140 6,360 4,140 6,360 6,360 Police Services 143,562 127,496 149,766 104,990 100,000 100,000 Miscellaneous Code Enforcement 864 591 89 590 - - Other Misc Revenue 17,796 6,213 10,349 2,000 2,000 2,000 Contrib & Donations 650 173,100 131,070 132,312 - - Other Financial Sources Sale Of Assets 92,193 58,688 46,606 29,300 40,900 40,900 Total Revenues 10,244,411$ 10,440,709$ 10,575,784$ 11,157,650$ 11,362,298$ 11,538,418$ Expenditures: Personnel 9,065,276$ 9,175,749$ 9,394,737$ 9,788,651$ 10,125,367$ 10,429,128$ Services 548,078 591,061 748,019 621,421 629,640 642,233 Supplies 316,997 226,305 221,419 179,241 188,291 192,057 Capital Outlay 314,060 447,594 211,609 568,337 419,000 275,000 Total Expenditures 10,244,411$ 10,440,709$ 10,575,784$ 11,157,650$ 11,362,298$ 11,538,418$ Personnel Services - FTE 2017 2018 2019 2020 2021 Comm Serv Officer - Evidence 1.00 1.00 - - - Community Service Officer 4.00 4.00 3.00 2.00 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 8.00 8.00 8.00 Total Personnel 80.00 80.00 79.00 78.00 78.00 Capital Outlay 2020 2021 Automobiles 360,112$ 286,000$ Tasers - 63,000 Downtown Ped Mall Security Cameras 100,000 - Software - 15,000 Vehicle Equipment 5,000 5,000 Other Operating Equipment 103,225 50,000 Total Capital Outlay 568,337$ 419,000$ Activity Summary 199 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 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 •As a requirement of international accreditation, the ICFD prepared and submitted an Annual Compliance Report which tracks agency progress on strategic recommendations related to calendar year 2018’s successful re-accreditation effort. The ACR was reviewed by the Commission on Fire Accreditation International, and the ICFD was unanimously recommended to remain one of 236 internationally accredited fire departments. •The ICFD continues to refine a relationship with the municipal data analytics company mySidewalk. Work began in calendar year 2018 to automate data analysis and modeling for use in external and internal dashboards which represent a myriad of performance dimensions. Data validation efforts between mySidewalk and the Deputy Fire Chief continue to move the product closer to a stakeholder reveal. •Assistance with data collection, analysis and modeling allows the organization to continue the transition of the Deputy Fire Chief role from a historically administrative and accreditation-focused position to include the duties of Operations Division oversight. 200 •The ICFD was designated a safety-certified department by the City of Iowa City. •Injury reduction continues to be an important part of the department’s improvement process. In calendar year 2018, the department continued a substantial years-long 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. •The Fire Chief and Deputy Fire Chief remain certified Peer Assessors for international accreditation site-visit teams. The Fire Chief performed two on-site audits of applicant agencies in the past year, which in-turn enhances ICFD leadership’s perspective on international best practices. Recent Accomplishments: •Acquisition of commercial washing and drying equipment to more adequately remove toxins and carcinogens from PPE following fires •Sent two officers to weeklong full- immersion leadership development course •Deputy Fire Chief selected for the Chamber’s Community Leadership Program •Actively participated in the Equity Toolkit project •Upgraded an additional two weather alert sirens Upcoming Challenges: •Both the department’s Strategic Plan and Community Risk Assessment – Standard of Cover will be reformed in the coming months to guide the department’s continuous quality improvement over the next three years •Impending retirements will require a greater focus on succession planning •LEED HVAC 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 201 Staffing: FY2019 FY2020 FY2021 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Supplies expenditures increased by 31.0% in the fiscal year 2021 budget for the purchase of ballistic helmets within safety equipment and an increase in subscription expenses for the My Sidewalk platform. 202 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate ACR Submitted Yes Yes * Yes Yes Number of reaccreditation report adopted recommendations implemented CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Strategic Recommendations (7) 5 of 7 6 of 7 7 of 7 5 of 8 7 of 8 Specific Recommendations (9) 7 of 9 9 of 9 9 of 9 8 of 15 10 of 15 Maintain ISO Class 2 rating CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Rating 22222 Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Fire*95% N/A N/A N/A N/A *Community Survey conducted during FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2018 CFAI reaccreditation report. *Reaccredited Year - No ACR Required Maintain Insurance Services Office (ISO) Public Protection Classification of 2. 203 Activity: Fire Administration (450100)Fund: General (1000) Division: Fire Administration Department: Fire 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental State 28E Agreements 1,421,950$ 1,538,421$ 1,600,044$ 1,538,420$ 1,643,190$ 1,643,190$ Local 28E Agreements 31,874 32,186 32,186 32,498 32,818 32,818 Miscellaneous Contrib & Donations 1,000 - 400 - - - Other Financial Sources Sale Of Assets 14 141 - - - - Total Revenues 1,454,838$ 1,570,748$ 1,632,630$ 1,570,918$ 1,676,008$ 1,676,008$ Expenditures: Personnel 500,432$ 502,423$ 510,885$ 530,920$ 553,128$ 569,722$ Services 256,592 284,004 246,911 296,270 266,940 272,279 Supplies 70,903 74,341 61,704 69,182 90,603 92,415 Capital Outlay 30,744 71,904 54,648 65,928 53,928 50,000 Total Expenditures 858,673$ 932,672$ 874,148$ 962,300$ 964,599$ 984,416$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Weather Alert Siren(s)53,928$ 53,928$ Other Operating Equipment 12,000 - Total Capital Outlay 65,928$ 53,928$ Activity Summary 204 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. In calendar year 2018, the ICFD responded to 7,022 emergency calls for service, representing the busiest year in the department’s history. The department is on pace to reach 7,400 emergency calls in 2019. The ICFD responds to an average of 21 emergencies per day, as compared with an average of 11 per day a decade ago. •In calendar year 2018, fire personnel responded to 142 fires, resulting in just over $2.25 million in property damage. The pre-incident value of the affected property exceeded $22 million, resulting in a total saved value of nearly $20 million. The largest single fire loss in 2018 was estimated at $1.5 million for a fire that occurred at the former City Carton recycling facility. 205 •As of 10/25/2019, the ICFD has responded to 116 fires, with a total property loss experience of $1.7 million. •Rising service demands continue to provide the ICFD with protection and response challenges. As recently as 2014, overlapping emergency incidents occurred 22 percent of the time. By 2018, that number had risen to 62 percent of the time. Overlapping calls for service negatively affect response reliability when a response vehicle is already committed. Response times to the emergency are longer because a more distant unit must respond to the emergency. •The ICFD signed automatic aid agreements with the Coralville and North Liberty Fire Departments. All three departments have areas along municipal borders which represent challenges to rapid response. This agreement allows the departments to provide quick aid to one another in designated response areas where the ability to assemble an effective response force is hindered. Recent Accomplishments: •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), and this year assigned an engine company to Kinnick Stadium during football games •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 •City Council procured a parcel of land for the future construction of Fire Station 5 Upcoming Challenges: •Emergency call volume continues to increase, stretching ICFD resources. Calendar year 2019 will once again see the busiest year in the ICFD’s history •Cooking fires continue to trend as the city’s leading cause of building fires. •The trend in overlapping calls for service is particularly concerning. 6 out of 10 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 stretch current staffing and capability. Growth and development on the east, southeast and west are impacting the ICFD’s ability to respond within benchmark goals •Station design at fire station 1 is inadequate for personnel to turnout within the prescribed benchmark goal 206 Staffing: FY2019 FY2020 FY2021 Total FTE’s 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Supplies expenditures increased by 28.8% in the fiscal year 2021 budget due to a higher year of the replacement schedule for turnout gear. Fiscal year 2021 includes the replacement of 20 sets of turnout gear compared to the 12 sets of gear set for replacement in fiscal year 2022. Capital Outlay expenditures includes $10,000 for a technical rescue search camera in fiscal year 2021. 207 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Total Calls and Percentage Overlapping CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Total Calls 6,974 6,799 7,022 7,430 7,800 Percentage Overlapping 30.3% 42.2% 62.4% 46.1% 50.0% Emergent Fire Response (All) Citywide Target CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate % Compliance 90% 75% 73% 72% 73% 72% In Minutes < 6:24 < 6:24 < 6:24 < 6:24 < 6:24 < 6:24 EMS Response Citywide Target CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate % Compliance 90% 74% 74% 75% 75% 75% In Minutes < 6:30 < 6:30 < 6:30 < 6:30 < 6:30 < 6:30 CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Building Fires 37 44 44 37 37 10 7 9 10 14 17 23 27 14 14 42445 57494 11000 73% 68% 82% 65% 76% * CY 2016 was the first year outliers were included in data set. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Fires confined to object of origin Fire Control Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. % Compliance Fires confined to room of origin Fires confined to floor of origin Beyond the building of origin Confined to building of origin 208 Activity: Fire Emergency Operations (450200)Fund: General (1000) Division: Fire Emergency Operations Department: Fire 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 5,949,549$ 6,149,324$ 6,471,356$ 6,645,618$ 7,051,630$ 7,265,707$ Other City Taxes Utility Franchise Tax 555,446 575,938 569,068 575,940 569,070 569,070 Charges For Fees And Services Fire Services 3,000 3,000 2,700 3,000 2,700 2,700 Miscellaneous Other Misc Revenue 1,982 9,686 10,164 9,690 10,160 10,160 Total Revenues 6,509,977$ 6,737,948$ 7,053,288$ 7,234,248$ 7,633,560$ 7,847,637$ Expenditures: Personnel 6,178,251$ 6,364,666$ 6,616,797$ 6,823,056$ 7,160,587$ 7,375,405$ Services 222,294 299,564 324,418 326,015 353,273 360,338 Supplies 90,320 73,718 90,543 85,177 109,700 111,894 Capital Outlay 19,112 - 21,529 - 10,000 - Total Expenditures 6,509,977$ 6,737,948$ 7,053,288$ 7,234,248$ 7,633,560$ 7,847,637$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Technical Rescue Search Camera -$ 10,000$ Total Capital Outlay -$ 10,000$ Activity Summary 209 FIRE PREVENTION The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code compliance, plans review, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal and as such reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, Plan reviews, and public education. A collateral-duty fire inspector assigned from each shift conducts inspections of liquor license establishments, schools, day care centers, churches, and City buildings. Emergency operations personnel conduct fire safety inspections of all commercial and University of Iowa buildings. The FPB continues to conduct regular inspections for businesses, churches, daycares, schools, and university buildings. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The continued growth of the city provides additional challenges and opportunities as the Fire Marshal is the Authority Having Jurisdiction (AHJ) and any new buildings or businesses must be inspected and approved by the AHJ before the issuance of an occupancy permit. The wide range of activities provided by fire and life-safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat “FIT Station.” The “Fired Up About Reading” program, which focuses 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 servants 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. Fire investigation team members have received specialized training and are required to complete continuing education requirements on a regular basis. 210 HIGHLIGHTS •As of September 30, 2019, the FPB has conducted 801 fire and life-safety inspections •As of September 30, 2019, the FPB investigated 103 fire incidents to determine the origin and cause of the fire. As in previous years, the kitchen remains the reported area of origin for the majority of fires (40 fires); unattended cooking accounted for the majority of these fires. Recent Accomplishments: •The FPB has retained the current shift inspectors/investigators to maintain the institutional knowledge of the FPB •The Fire Prevention Bureau, working with the Operations and Training Divisions hosted the 3rd Annual Youth Emergency Services Academy at Station 4 •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) has streamlined the review of fire protection equipment inspection reports over the last three years and has raised compliance on these systems to 89%, an increase of 7% over the previous year •Currently 8 of the 9 personnel at Station 4 are safety seat technicians and routinely inspect and install car seats •FM Greer has completed a 3-year term as a board member of the IAAI- Iowa Chapter. He is currently president of the Iowa Fire Marshal’s Association. FF Miller currently serves as a board member for the Hawkeye State Fire Association Upcoming Challenges: •Continue to identify methods to balance inspection workload with the demands of emergency response and training requirements while still meeting the requirements of accreditation •Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal and associated personnel in the Fire Prevention Bureau •Identify programs currently available and incorporate new ideas to provide fire and life-safety education to at-risk demographics, neighborhoods, and schools •Develop a long-term plan regarding the configuration and staffing of the fire prevention bureau to handle the increased workload of the Division along with succession planning for fire marshal position •Explore opportunities for public/private partnerships to enhance the effectiveness of community education programs •Develop a plan to meet the increase in safety seat inspections/installations due to the popularity of the program and loss of partner agencies •Continue to provide fire prevention initiatives with limited resources and personnel 211 Staffing: FY2019 FY2020 FY2021 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Supplies expenditures decreased in the fiscal year 2021 budget by 24.8% primarily due to minor vehicle equipment budgeted in the fiscal year 2020 budget. 212 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public education/fire prevention community contacts and staff hours CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Contacts (200 - Goal)249 306 276 663 500 Staff Hours 996 1,005 1,118 2,247 1,800 Average Staff Hours per Contact 4.00 3.28 4.05 3.39 3.60 Fire & life-safety building inspections conducted Type CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Bureau 397 436 572 460 350 Commercial 1,514 501* 539 538 520 University 534 356 294 302 150 *Changed to a three year inspection cycle. Increase presence and condition of smoke alarms encountered in fire incidents to 100% Smoke Alarm Status CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Working 24 30 17 21 23 Not Working 31243 None Present/Undetermined 10 13 15 15 13 Incidents 37 44 34 39 38 Percent Working 64.8% 68.2% 50.0% 53.5% 60.6% Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Fire Prevention**85% N/A N/A N/A 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. 213 Activity: Fire Prevention (450300)Fund: General (1000) Division: Fire Prevention Department: Fire 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 205,405$ 205,367$ 207,019$ 243,197$ 244,562$ 251,619$ Licenses And Permits Misc Lic & Permits - - 100 - - - Miscellaneous Other Misc Revenue - 120 300 - 300 - Total Revenues 205,405$ 205,487$ 207,419$ 243,197$ 244,862$ 251,619$ Expenditures: Personnel 146,643$ 153,189$ 160,129$ 176,850$ 186,022$ 191,603$ Services 38,700 37,197 35,662 42,439 40,851 41,668 Supplies 20,062 15,101 11,627 23,908 17,989 18,349 Total Expenditures 205,405$ 205,487$ 207,419$ 243,197$ 244,862$ 251,619$ Personnel Services - FTE 2017 2018 2019 2020 2021 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary 214 FIRE TRAINING The Fire Training Division is under the direction of the Battalion Chief in charge of training, 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 •Training classes for calendar year 2018 include: structural firefighting, EMS, hazardous materials response, driver/operator, leadership/officer development, auto extrication, high and low angle rope, confined space, emergency building shoring, trench rescue and water/ice rescue. •Battalion Chief in charge of training, Training Officer, and Deputy Fire Chief conducted a comprehensive review of the structure, format and curriculum on the long-range training plan. •In calendar year 2018, ICFD members logged 20,728 hours of training for optimal response. On average, each ICFD member received 324 hours of training. •Each new firefighter hired to replace a retiring or departing member received 240 hours of entry-level instruction in the ICFD recruit academy. •The Training Division facilitated a day-long training for all officers entitled Optimizing Human Performance at Fires and Emergencies, which constituted a novel examination of the psychological and physiological impacts of stress on performance of the tactical athlete. •Instituted an NFPA-compliant officer development program for new and emerging company officers. •The Training Division facilitated delivery of the Emergency Services Youth Camps. These camps used familiarization with emergency response skills to teach character development and civic pride, and to instill a greater appreciation for the rewards of public service. Recent Accomplishments: •Instituted a robust NFPA-complaint emergency vehicle driver/operator program •Constructed a “disaster city” at Mesquakie Park. This installation facilitates training for not only the ICFD, but allows collaboration with state and federal disaster response agencies •The new ICFD training facility is completed and will be available for use prior to Spring of 2020 215 Upcoming Challenges: •Challenges with the State of Iowa’s certification and credentialing entity – the Iowa Fire Service Training Bureau – as that agency struggles with regulatory and austerity measures Staffing: FY2019 FY2020 FY2021 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Supplies expenditures increased in the fiscal year 2021 budget by 63.6% with the expected completion of the new training facility in the Spring of 2020. Capital Outlay expenditures for fiscal year 2021 also include $11,000 for shipping containers to be used at the new training facility site. 216 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Training hours completed per individual (% achieved) CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate % Achieved % Achieved % Achieved % Achieved % Achieved 91% 100% 100% 100% 100% 61% 87% 100% 98%* 100% Certifications obtained Safety Officer Goal CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Certified 33 33 33 33 33 In Process 00000 Fire Officer Goal CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Certified 25 30 38 38 38 In Process 0 0 8** 0 0 Haz Mat Tech Goal CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Certified 64 64 64 64 64 In Process 00000 64 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation & Foster Healthy Neighborboods throughout the City Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Hours Minimum (96) Goal (160) 64 30 During CY 2019, one member on extended leave and unable to participate in training. Provide a service to the community that is prepared to respond to emergencies, natural diasters, catastrophic events, and other events that threaten the health and safety of the public. 217 Activity: Fire Training (450400)Fund: General (1000) Division: Fire Training Department: Fire 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 142,210$ 154,118$ 157,201$ 194,172$ 192,148$ 186,116$ Charges For Fees And Services Fire Services - 492 - - - - Miscellaneous Contrib & Donations 600 - - - - - Total Revenues 142,810$ 154,609$ 157,201$ 194,172$ 192,148$ 186,116$ Expenditures: Personnel 115,732$ 122,780$ 125,201$ 127,411$ 134,539$ 138,575$ Services 24,600 25,790 29,859 43,158 37,444 38,193 Supplies 2,478 6,038 2,141 5,603 9,165 9,348 Capital Outlay - - - 18,000 11,000 - Total Expenditures 142,810$ 154,609$ 157,201$ 194,172$ 192,148$ 186,116$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Bullex Attack Digital Training Package 18,000$ -$ Shipping Containers - 11,000 Total Capital Outlay 18,000$ 11,000$ Activity Summary 218 PARKS & RECREATION ADMINISTRATION Parks & Recreation Administration is responsible for the oversight and support of the department’s operating divisions. The Division’s budget is organized into four activities: Administration, Parkland Acquisition, Farmers Market, and Government Buildings. Administration Administration personnel include the Parks & Recreation Director and an Administrative Secretary. The Government Buildings function includes the Facility Manager and four maintenance staff. 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 Recent Accomplishments: •Received $20,000 Iowa DNR Resource Enhancement and Protection grant for ecological restoration efforts at Terry Trueblood Recreation Area •Riverfront Crossing Park Grand Opening was held in July 2019. Phase 4 is currently under construction •Public Planning processes held for Wetherby, Fair Meadows and Scott Park renovation projects •Creekside Park and Villa Park Renovations completed 219 •Willow Creek Park renovations and City Park Adventure Playground projects under construction Upcoming Challenges: •Aging mechanical and filtration systems at all three swimming pools •Documenting and reporting facility operation metrics that support Climate Action Goals •Implementing Park Master Plan vision for Recreation Services. (STEAM, support Climate Action Goals, teaching kids to swim, bicycle safely and participate in outdoor recreation •Activating Riverfront Crossings Park and neighborhood parks throughout the City •Replacing ash trees lost to Emerald Ash Borer infestation. Addressing public policy and education regarding tree removals and tree planting •Increasing Parks & Rec Foundation donations and participation •Implementing Natural Areas Plan. Documenting changes supporting Climate Action Goals Staffing: FY2019 FY2020 FY2021 Total FTE’s 6.00 7.00 6.00 Staffing Level Change Summary: A 1.00 FTE Assistant Facilities Manager position was moved to the new Climate Action & Outreach Division and converted to a 1.00 FTE Climate Action Analyst position. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: There is an increase of 156.1% in Services expenditures due to consultant expenses to allow for completion of a Recreation Master Plan that includes community input on recreation programs, facilities, athletic facilities and aquatic facilities. There is a decrease in fiscal year 2021 Personnel expenditures of 20.3% within Government Buildings due to the elimination of the Assistant Facilities Manager position. 220 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Endowments CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimated Iowa City Parks and Recreation Foundation $86,133 $108,753 $127,747 $141,469 $154,470 Community Foundation of Johnson County*$30,000 $35,708 $88,591 $91,929 $95,266 Donations & Grant Funding FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimated Donations**$47,874 $14,016 $25,179 $29,023 $22,939 Grant Funding**$21,565 $27,599 $37,500 $28,888 $31,329 Total $69,439 $41,615 $62,679 $57,911 $54,268 Per capita calculation (used 2010 US Census)$1.023 $0.613 $0.923 $0.850 $0.800 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimated Programs (in ActiveNet)1,559 1,685 1,672 1,446* 1,700 Participants (Registered through ActiveNet 9,895 10,182 10,024 8650* 10,200 Average Participants per Program 6 6 6 6* 6 Enhance and expand program offerings to include all areas and demographic segments. Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Develop programs and events that support community engagement and neighborhood development. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. * Community Foundation started in CY 2012 ** Amounts include both General Fund and Capital Improvement Project Funds 221 Activity: Park and Rec Admin (510100)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 389,150$ 360,918$ 370,356$ 402,364$ 552,327$ 566,544$ Charges For Fees And Services Parking Charges 474 - - 200 - - Total Revenues 389,624$ 360,918$ 370,356$ 402,564$ 552,327$ 566,544$ Expenditures: Personnel 256,910$ 267,514$ 277,308$ 305,296$ 317,085$ 326,598$ Services 130,275 91,307 87,570 90,564 231,942 236,581 Supplies 2,440 2,096 5,478 6,704 3,300 3,366 Total Expenditures 389,624$ 360,918$ 370,356$ 402,564$ 552,327$ 566,544$ Personnel Services - FTE 2017 2018 2019 2020 2021 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Activity Summary 222 Activity: Farmers Market (510200)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents 71,049$ 68,892$ 64,162$ 70,000$ 64,160$ 64,160$ Intergovernmental Operating Grants 1,500 - - - - - Charges For Fees And Services Misc Charges For Svc 2,395 2,274 2,114 2,270 2,110 2,110 Miscellaneous Contrib & Donations 4,700 10,845 6,662 5,750 10,750 10,750 Misc Merchandise 5,460 3,823 1,959 3,000 2,500 2,500 Other Misc Revenue - 1,200 - - - - Total Revenues 85,104$ 87,035$ 74,897$ 81,020$ 79,520$ 79,520$ Expenditures: Personnel 21,977$ 13,570$ 15,895$ 35,098$ 23,418$ 24,121$ Services 27,029 28,885 35,056 35,153 36,810 37,546 Supplies 7,913 2,060 2,830 5,358 4,074 4,155 Total Expenditures 56,920$ 44,516$ 53,781$ 75,609$ 64,302$ 65,822$ Activity: Government Buildings (510300)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 629,418$ 704,364$ 706,626$ 853,054$ 751,033$ 771,511$ Use of Money And Property Royalties & Commiss 4,489 1,543 1,597 1,540 1,600 1,600 Total Revenues 633,907$ 705,907$ 708,222$ 854,594$ 752,633$ 773,111$ Expenditures: Personnel 283,134$ 334,866$ 352,076$ 479,731$ 382,543$ 394,019$ Services 324,258 345,575 330,213 344,702 338,111 344,873 Supplies 26,515 25,466 25,933 30,161 31,979 32,619 Total Expenditures 633,907$ 705,907$ 708,222$ 854,594$ 752,633$ 771,511$ Personnel Services - FTE 2017 2018 2019 2020 2021 Custodian - Govt Bldgs 2.00 2.00 2.00 2.00 2.00 M.W. I - Govt Bldgs 1.00 1.00 - - - M.W. II - Govt Bldgs 1.00 1.00 1.00 1.00 - Facilities Manager 0.33 1.00 1.00 1.00 1.00 Assistant Facilities Manager - - - 1.00 1.00 Total Personnel 4.33 5.00 4.00 5.00 4.00 Activity Summary Activity Summary 223 RECREATION The Recreation Division manages the operation of the City’s recreation facilities, programs and special events. The City offers programs that include neighborhood events, large scale community events, youth & adult sports, aquatics, social/cultural/environmental educational and enrichment programs, and programming for underserved populations. The Division’s budget is the sum of nine areas: Recreation Administration, Recreation Center Operations, Social/Cultural/Environmental Activities, Aquatics, Underserved Populations, Youth Sports, Adult Sports, and Communications and Special Events. 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 attendants at both Recreation Centers. 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. Recreation Center Facilities The Iowa City Recreation Division provides recreational facilities. The Robert A. Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium, fitness room, swimming pool, arts and crafts room, social hall, and potter’s studio. A kitchen and meeting rooms are also available for public use. Open gym includes basketball, volleyball, pickleball, and table tennis. Aside from scheduled programs, the fitness room and gymnasium are available to the public at no cost. Roller-skating is offered at no fee on Saturday evenings during the school year. The racquetball/game room area will be renovated in Spring of fiscal year 2020 into a space conducive to recreational programs and social gatherings. The fiscal year 2021 budget has recommended funding that will outfit the room with A/V equipment (for presentations, special events and wellness/fitness programs), provide tables & chairs (for meetings and programs), sports equipment for drop-in play and sound attenuation panels to dampen noise. This room will be available for rent to the public. 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 two full courts, the Scanlon Gym hosts many tournaments (soccer, volleyball, basketball) that bring in many participants to Iowa City from across the state and the Midwest. The Mercer/Scanlon facility also hosts elementary school nights, family fun nights, tot time and other special events. 224 Grant Wood Gym is located at Grant Wood elementary school. This gymnasium helps facilitate youth sports, basketball, volleyball and birthday party packages. In fiscal year 2021, there will be an enhanced focus on providing themed drop-in opportunities throughout the school year that will develop a set of recreational skills centered around that particular theme. These drop-in programs will be marketed heavily within the neighborhood area so that local youth are aware that they are invited to participate. Social/Cultural/Environmental Activities Social/cultural/environmental programs are provided throughout the year and are available for all ages. Most Arts programs are offered in 4 or 6-week sessions or in workshop format. STEAM (Science, Technology, Engineering, Art, Math) programming is offered through classes, workshops, and maker space events. The potter’s studio and the Arts & Crafts room are available year-round. Fiscal year 2021 budget requests include programs such as ‘STEAM Saturdays’ where an increasing number of programming/events will take place in neighborhood parks rather than the more traditional recreation center setting. Special events, workshops, clinics, and community education includes Environmental Education, trips, 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/sustainability education and outdoor recreation programs such as fishing and geocaching. Fiscal year 2021 budget requests include funding for an annual large- scale signature community event at Riverfront Crossings Park complete with live music, cultural arts and environmental education stations, food trucks, kids/family games and activities, competitions and fireworks. Fiscal year 2021 includes plans for folklife events and sustainability education that activate the newly renovated cabins at City Park. 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. Participants have the elective of choosing a themed sports camps or STEAM-based camp each week. Free drop-in playground program provides supervised activities in several Iowa City park sites. This eight-week summer program is designed for children completing grades K-6 and feature sports, nature awareness, games, and craft activities. Plans are to expand this program to an evening site twice a week at Riverfront Crossings Park. The Program Supervisor for Cultural, Social, and Environmental Programs also manages five, full-time AmeriCorps members working on sustainability initiatives through the community. The goal in fiscal year 2021 will be to transition away from some traditional programs and classes with low participation rates and/or may no longer be truly meeting the needs of the community. In lieu of this, these resources (staff costs, program supplies & equipment) will be redirected in a concerted effort to enhance our Division’s focus on small scale special events both in our parks and recreational facilities, programming that offers outdoor education and 225 experiences for youth in underserved neighborhoods, and clinics that support the City’s Climate Action goals by educating the public on conservation and sustainability. Aquatics Aquatics programming offers a wide variety of swimming options for the community including swim lessons, lap swimming, aqua fitness and an introduction to swim team competition. The department maintains three facilities: City Park Pool, the Robert A. Lee Recreation Center Pool and Mercer Park Aquatic Center. Three splash pads at Wetherby, Fairmeadows and Tower Court are also available for the public. 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 adult swim lesson options. 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. Promotional efforts for the scholarship program have recently ramped up and efforts are being made to increase awareness for free swim lessons. A ‘24-Hour Swim’ event at City Park Pool is planned for August 2020 that will not only serve as a unique Iowa City event but will raise funding and awareness about scholarship opportunities. City Park Pool celebrated its 70th summer in 2019 and is one of the oldest outdoor pools in the state. A T-shaped pool that features two distinct shallow areas, a diving well and an eight lane 50-meter lap swim lane. The facility remains popular and 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 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. A new lighting project is planned for MPAC that will help better illuminate the pool area and help provide a more lively atmosphere. Underserved Populations Underserved Populations programs provide recreation experiences throughout the year 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. fiscal year 2021 will focus on increasing additional event opportunities throughout the community for individuals and families with adaptive needs due to disabilities. Both program areas promote skill development and offer educational activities, while maintaining recreational 226 values. Program offerings include sports and fitness, arts, music and movement, independent living skills, special events, clubs and social activities. An emphasis in fiscal year 2021 will be to increase outreach efforts by providing opportunities for outdoor education and experiences among underserved youth within Iowa City as well increasing neighborhood park visits through the facilitation of weekly small social gathering events. 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 businesses 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 sports leagues and tournaments are being developed and the City will be partner with the Corridor Corporate Games program for its second year in 2020. 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). The Recreation Program Supervisor in this area also supervises garden plot rentals, contracts for event facilities and concessions at Terry Trueblood Recreation Area, the processing of special event permits, rentals of park shelters and operations at the City’s two dog parks. The focus in fiscal year 2021 will be to increase the number of adult sports leagues and tournaments, develop and promote wellness opportunities, increase neighborhood park visits through the facilitation of weekly small social gathering events, and to create bike safety and education clinics and events for youth. 227 Communications & Special Events The Communications & Special Events program area encompasses brand development and 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. This Program Supervisor oversees Party in the Park, Family Special events, large scale community-wide signature special events and will be adding additional community events and partnerships in 2020. This Program Supervisor also coordinates with other staff in an effort to enhance the viability and quality of special events in their particular areas. HIGHLIGHTS Recent Accomplishments •Opening of Riverfront Crossings Park •Increased environmental programming in partnership with AmeriCorps Upcoming Challenges •Outreach & increased participation Staffing: FY2019 FY2020 FY2021 Total FTE’s 14.00 14.50 14.50 Staffing Level Change Summary A 1.00 FTE Aquatics Assistant position was converted to a 1.00 FTE Recreation Assistant position. Additionally, a 1.00 FTE Recreation Program Supervisor position was converted to a 1.00 FTE Assistant Recreation Superintendent position. Service Level Change Summary There are no service level changes in the fiscal year 2021 budget. Financial Highlights Personnel expenditures increased by 6.0% with the increase of the City-wide minimum wage to $13.25 in fiscal year 2021. Additionally, Capital Outlay expenditures decreased by 62.4% due to sound absorption panel replacements in the fiscal year 2020 budget. 228 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Recreation program cost recovery Goal FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 40% 37% 38% 41% 32%* 30% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY2017 FY2018 FY2019 FY2020 Projected FY 2021 Estimate 200 209 213 213 273 14444 33034Number of Demonstration Gardens GOALS, OBJECTIVES, and PERFORMANCE MEASURES To make the recreation programs as financially self-sufficent as possible and reduce the reliance upon property taxes. (Strategic Goal: Evaluate alternative revenue sources.) Maintain a Solid Financial Foundation Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Foster Healthy Neighborhoods throughout the City Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Number of Rented Garden Plots Number of Neighborhood Garden Sites Provide and promote gardening throughout the City. * Scanlon Gym & RAL Gym Maintenance ORGS combined with their respective facility operation ORGS in FY20 229 Activity: Recreation (520100)Fund: General (1000) Division: Recreation Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,969,055$ 2,059,493$ 1,908,059$ 2,508,401$ 2,529,196$ 2,599,816$ Other City Taxes Hotel/Motel Tax 312,596 257,972 311,574 257,970 311,570 311,570 Use Of Money And Property Rents 93,710 106,685 73,868 102,220 98,344 98,344 Royalties & Commiss 6,129 7,429 6,337 7,430 6,330 6,330 Intergovernmental Operating Grants 1,500 - - - - - Other State Grants 22,272 11,589 - - - - Local 28E Agreements 102,601 101,954 95,560 101,950 95,560 95,560 Charges For Fees And Services Culture & Recreation 590,829 584,845 572,367 614,400 589,328 589,328 Transit Fees - 955 - 900 - - Miscellaneous Contrib & Donations 12,038 5,635 3,980 3,130 3,100 3,100 Misc Merchandise 5,687 3,198 1,666 4,110 7,210 7,210 Other Misc Revenue (663) 1,697 8,800 - 10,000 10,000 Other Financial Sources Sale Of Assets 538 2,139 4,062 - - - Total Revenues 3,116,291$ 3,143,589$ 2,986,271$ 3,600,511$ 3,650,638$ 3,721,258$ Expenditures: Personnel 2,229,653$ 2,186,688$ 2,102,290$ 2,497,436$ 2,646,169$ 2,725,554$ Services 619,573 640,794 626,683 672,220 658,482 671,652 Supplies 224,274 241,435 234,495 277,355 288,287 294,053 Capital Outlay 42,790 74,672 22,803 153,500 57,700 30,000 Total Expenditures 3,116,291$ 3,143,589$ 2,986,271$ 3,600,511$ 3,650,638$ 3,721,258$ Personnel Services - FTE 2017 2018 2019 2020 2021 Office Coord - Recreation 1.00 1.00 - - - Recreation Supt 1.00 1.00 1.00 1.00 1.00 Assistant Recreation Supt - - - - 1.00 Custodian - Govt Buildings 3.75 3.75 3.00 3.50 3.50 M.W. I - Pools - - 1.00 1.00 1.00 M.W. II - Pools 1.00 1.00 1.00 1.00 1.00 M.W. III - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Facilities Manager 0.67 - - - - Recreation Assistant - - - - 1.00 Aquatics Assistant 1.00 1.00 1.00 1.00 - Rec Program Supervisor 6.00 6.00 6.00 6.00 5.00 Total Personnel 15.42 14.75 14.00 14.50 14.50 Capital Outlay 2020 2021 Facility Improvements 78,000$ 42,500$ Copier 6,000 - Park & Rec Equipment 4,500 3,200 Sound Absorption Replacement 65,000$ - Vacuum - 12,000 Total Capital Outlay 153,500$ 57,700$ Activity Summary 230 PARK MAINTENANCE The Park Maintenance division budget is organized into three activities: Administration, Operations, and Forestry. The Park Maintenance Administration’s management area includes 51 designated parks which include 51 outdoor shelters, 150+ 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 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 provide 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 1,800+ 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 (52), dog waste containers (50+), and recycling and refuse containers 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 19 competition level ball fields, 1 practice field, 25 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. 231 •Horticulture: Horticulture staff provides design, installation and maintenance of planter beds and islands in all 51 parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas with landscaping. Horticulture staff manages approximately 125,000 (50,000 sqft to be added) 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, city parks and city-owned properties. Forestry staff responds to emergency storm damage of public and private trees when public facilities or services are impacted. 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. In 2019, Forestry staff contracted and completed internally the pruning 2,000 of trees, the removal of 285 trees, the treatment of 395 ash trees, the planting of 550 trees and the distribution of 400 trees within the community. 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: •Creekside Park Redesign project •Villa Park Redesign project •Hickory Hill Trails and Bridge project •Hickory Hill REAP vegetation management project •Pheasant Hill Park ADA project •Highland Park ADA project •Mercer Park ADA project •Edible annual plantings Upcoming Challenges: •Emerald Ash Borer Infestation •Temporary Staffing •Added maintenance for new trails, parks, non- parkland, plantings and trees Staffing: FY2019 FY2020 FY2021 Total FTE’s 21.00 21.00 23.00 232 Staffing Level Change Summary: Two 1.00 FTE Maintenance Worker I – Forestry positions were added in the fiscal year 2021 budget, as well as $10,000 for on-call pay for Forestry personnel. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Park Maintenance Operation’s Capital Outlay expenditures includes $100,000 for Natural Area Management projects and $125,000 for a mulcher. The Forestry Personnel expenditures increased by 44.8% due to the addition of two Maintenance Worker I positions in fiscal year 2021. Capital Outlay expenditures in Forestry also include $125,000 for an aerial lift, $55,000 for a grapple truck, $55,000 for a one-ton truck, and $10,000 for a water wagon. 233 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Acres of Developed Parkland 1,519 1,538 1,540 1,541 1,550 Acres of Undeveloped Parkland 189 200 210 220 245 Total Acres of Parkland 1,708 1,738 1,750 1,761 1,795 Total Acres per 1,000 Population (used 2010 US Census)25.17 25.61 25.79 25.95 26.45 Total Non-Parkland*200 220 220 225 230 Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 City Parks 91% N/A N/A N/A N/A Open Space 67% N/A N/A N/A N/A Participation - Visited a City Park 93% N/A N/A N/A N/A *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City 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. 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. 234 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Operating Expenses $3,256,813 $3,388,566 $3,710,152 4,019,246 4,139,823 Per Capita (used 2010 US Census)$47.99 $49.93 $54.67 $59.23 $61.00 Per Acre Cost $1,707 $1,731 $1,883 $2,024 $2,044 Strategic Plan Goal: STAR Objective: Department Goal: Department Objective: Performance Measures: Trees planted in City ROWs. CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Trees planted 138 162 400 500 600 Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. *Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre. Promote Environmental Sustainablilty Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. (Strategic Goal: Evaluate alternative revenue sources.) 235 Activity: Park Maintenance Administration (530100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 152,855$ 161,393$ 220,660$ 272,772$ 296,930$ 305,380$ Other Financial Sources Sale Of Assets - 4 - - - - Total Revenues 152,855$ 161,393$ 220,660$ 272,772$ 296,930$ 305,380$ Expenditures: Personnel 115,269$ 121,671$ 174,626$ 226,382$ 251,094$ 258,627$ Services 34,317 32,018 40,212 37,845 43,925 44,804 Supplies 3,269 7,709 5,822 8,545 1,911 1,949 Total Expenditures 152,855$ 161,397$ 220,660$ 272,772$ 296,930$ 305,380$ Personnel Services - FTE 2017 2018 2019 2020 2021 Asst Superintendent Parks/Forestry - - - 1.00 1.00 Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 2.00 2.00 Activity Summary 236 Activity: Park Maintenance Operations (530200)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 2,186,319$ 2,272,300$ 2,235,269$ 3,066,046$ 2,987,895$ 2,834,602$ Use Of Money And Property Rents 240,435 221,314 215,804 221,570 215,870 215,870 Royalties & Commiss 4,116 4,613 3,593 4,610 3,590 3,590 Intergovernmental Disaster Assistance - 4,235 - - - - Charges For Fees And Services Culture & Recreation 113,367 110,580 118,308 88,480 109,920 109,920 Miscellaneous Contrib & Donations 10,000 5,872 - 5,870 - - Misc Merchandise 365 602 1,550 600 1,550 1,550 Other Misc Revenue 170 1,008 1,627 1,010 - - Other Financial Sources Sale Of Assets 1,670 1,636 84,144 - - - Total Revenues 2,556,441$ 2,622,160$ 2,660,295$ 3,388,186$ 3,318,825$ 3,165,532$ Expenditures: Personnel 1,483,184$ 1,496,946$ 1,524,896$ 1,646,039$ 1,797,034$ 1,850,945$ Services 805,822 822,633 850,071 959,434 957,173 976,316 Supplies 212,952 266,950 252,393 286,713 282,618 288,270 Capital Outlay 54,484 35,632 32,936 496,000 282,000 50,000 Total Expenditures 2,556,441$ 2,622,160$ 2,660,295$ 3,388,186$ 3,318,825$ 3,165,532$ Personnel Services - FTE 2017 2018 2019 2020 2021 M.W. I - Parks 3.00 2.00 2.00 2.00 2.00 M.W.I - Athletic Fields - 1.00 1.00 1.00 1.00 M.W. II - Parks 4.00 4.00 4.00 4.00 4.00 M.W. II - Horticulture 1.00 1.00 1.00 1.00 1.00 M.W. III - Parks 4.00 4.00 4.00 3.00 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 1.00 Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 15.00 15.00 15.00 14.00 14.00 Capital Outlay 2020 2021 Natural Area Management Projects 200,000$ 100,000$ Mulcher - 125,000 Solar Project at Terry Trueblood 100,000 - Laser Grade Ball Fields 10,000 20,000 Automatic Locks for Restrooms 125,000 10,000 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 6,000 Total Capital Outlay 496,000$ 282,000$ Activity Summary 237 Activity: Forestry (530300)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 462,682$ 507,622$ 746,944$ 873,417$ 1,288,228$ 1,095,803$ Other City Taxes Utility Franchise Tax 7,367 9,655 9,813 9,650 9,810 9,810 Miscellaneous Contrib & Donations 21,086 11,393 5,450 1,390 5,450 5,450 Transfer In -Govt Activities 74,312 78,275 79,864 82,326 86,622 88,354 Total Revenues & Transfer In 565,447$ 606,945$ 842,072$ 966,783$ 1,390,110$ 1,199,418$ Expenditures: Personnel 307,588$ 352,169$ 411,921$ 442,364$ 640,567$ 659,784$ Services 217,457 208,032 358,976 452,028 430,889 439,507 Supplies 40,402 46,744 67,539 72,391 73,654 75,127 Capital Outlay - - 3,636 - 245,000 25,000 Total Expenditures 565,447$ 606,945$ 842,072$ 966,783$ 1,390,110$ 1,199,418$ Personnel Services - FTE 2017 2018 2019 2020 2021 M. W. I - Forestry - - 2.00 2.00 4.00 M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 5.00 5.00 7.00 Capital Outlay 2020 2021 Water Wagon -$ 10,000$ One-ton Truck - 55,000 Grapple Truck - 55,000 Aerial Lift - 125,000 Total Capital Outlay -$ 245,000$ Activity Summary 238 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: • Cemetery staff has repaired and poured new foundations for over 60 monuments in the older sections of the cemetery. Upcoming Challenges: • Removal of declining ash trees throughout the cemetery. Staffing: FY2019 FY2020 FY2021 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The fiscal year 2021 Supplies expenditures decreased by 25.1% due to an elevated level of the number of sold cemetery plots that were purchased back in fiscal year 2020. 239 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Full Burials 34 30 25 32 24 Cremation 51 47 38 50 52 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. 240 Activity: Cemetery Operations (540100)Fund: General (1000) Division: Cemetery Operations Department: Parks and Recreation 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 229,837$ 235,080$ 262,994$ 277,404$ 310,368$ 321,944$ Charges For Fees And Services Misc Charges For Svc 45,814 38,005 42,753 43,486 42,190 42,190 Miscellaneous Contrib & Donations 50 - - - - - Other Financial Sources Sale Of Assets 63,630 74,770 43,999 78,177 60,800 60,800 Total Revenues 339,330$ 347,855$ 349,747$ 399,067$ 413,358$ 424,934$ Expenditures: Personnel 267,895$ 275,350$ 276,948$ 312,629$ 330,916$ 340,843$ Services 62,760 59,395 61,937 70,886 70,789 72,205 Supplies 8,675 13,109 10,861 15,552 11,653 11,886 Total Expenditures 339,330$ 347,855$ 349,747$ 399,067$ 413,358$ 424,934$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 606$ 1,502$ 2,710$ 1,500$ 1,500$ 1,500$ Total Revenues 606$ 1,502$ 2,710$ 1,500$ 1,500$ 1,500$ Expenditures: Services 1,860$ -$ -$ 1,500$ 4,500$ 4,590$ Supplies 166 - - - - - Total Expenditures 2,026$ -$ -$ 1,500$ 4,500$ 4,590$ Activity Summary Activity Summary 241 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 General Library, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. HIGHLIGHTS By the numbers fiscal year 2019: •52,872 cardholders •1,292,526 circulation •676,237 building visits •16,349 Bookmobile visits •251,666 collection size •759 Bookmobile service hours •7 books checked out per mile driven in the Bookmobile 242 Recent Accomplishments: •Implemented a fine free model for all children’s and teen materials •Began new Lobby Stop service, currently serving four Iowa City retirement residences •Created new circulating collection of Discovery Kits •Welcomed a new Library Director •Replaced four rooftop cooling units with mini-split units, reducing energy consumption and service costs •Remodeled the Holds Pickup area for improved workflow and easier access for patrons •Offered Summer Reading Program logs and gamecards in six languages Upcoming Challenges: •Crafting and implementing new strategic plan •Evaluating space needs for children’s and teen services •Navigating ebook publishing and sales/distribution changes •Planning for second floor carpet and furnishing replacement project •Integrating climate change awareness into general Library operations and public programming Staffing: FY2019 FY2020 FY2021 Total FTE’s 44.17 44.05 43.92 Staffing Level Change Summary: In fiscal year 2021 budget, a .63 FTE Library Clerk was eliminated and replaced with a .50 FTE Library Assistant III. A .50 FTE Library Assistant II was eliminated and replaced with a .50 FTE Library Assistant III. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Fiscal year 2021 library levy property taxes are estimated to increase $100,328, or 9.9% from fiscal year 2020. Library Materials expenditures are budgeted to increase 5% due to rising prices of print, eBooks, and digital audiobooks, including the costs associated with new tariffs. 243 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Children Registering for Summer Reading Programs FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 3,142 3,468 3,360 3,500 3,600 Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Public Libraries 95% N/A N/A N/A 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 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 192 352 389 400 410 The Iowa City Public Library contributes to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Advance Social Justice and Racial 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. 244 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Community Members Visits to the Bookmobile Per Week FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 509 331 340 350 360 Improve equitable access to library Foster Healthy Neighborhoods Introduce Bookmobile Service. 245 Activity: General Library (550100)Fund: General (1000) Division: Library Operations Department: Library 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 3,550,709$ 3,728,651$ 3,684,799$ 4,010,453$ 4,078,655$ 4,216,139$ Property Taxes 891,992 924,259 975,562 1,016,225 1,116,553 1,150,050 Other City Taxes Gas/Electric Excise Tax 11,828 11,312 11,140 11,495 10,835 10,835 Mobile Home Tax 1,061 1,012 974 1,010 970 970 Use Of Money And Property Rents 24,000 26,000 30,000 26,000 32,500 32,500 Royalties & Commiss 2,361 2,220 1,936 2,190 1,910 1,910 Intergovernmental Property Tax Credits 25,297 25,051 25,313 29,161 25,171 25,171 Local 28E Agreements 500,494 517,908 542,174 517,904 584,610 584,610 Charges For Fees And Services Library Charges 39 28 26 - - - Miscellaneous Library Fines & Fees 154,425 143,285 135,183 106,747 100,000 100,000 Misc Merchandise 11 8 - - - - Other Misc Revenue 14,905 15,874 12,502 32,060 12,460 12,460 Other Financial Sources Sale Of Assets 467 170 868 - - - Total Revenues & Transfer In 5,177,588$ 5,395,777$ 5,420,477$ 5,753,245$ 5,963,664$ 6,134,644$ Expenditures: Personnel 4,416,362$ 4,572,190$ 4,660,965$ 4,951,476$ 5,184,698$ 5,340,239$ Services 616,462 681,637 635,584 660,012 653,256 666,321 Supplies 131,756 141,951 117,228 112,357 118,710 121,084 Capital Outlay 13,009 - 6,700 29,400 7,000 7,000 Total Expenditures 5,177,588$ 5,395,777$ 5,420,477$ 5,753,245$ 5,963,664$ 6,134,644$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 1.50 1.00 Library Assistant III 6.36 6.36 6.36 6.36 7.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 2.38 2.38 2.38 1.63 1.00 Library Coordinator 5.00 5.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 1.00 1.00 1.00 1.00 1.00 M.W. II - Library 1.00 1.00 1.00 1.00 1.00 M.W. I - Library 0.50 0.50 0.50 0.63 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 43.27 43.27 43.27 43.15 43.02 Capital Outlay 2020 2021 Eastside Book Return 22,400$ -$ RFID tags 7,000 7,000 Total Capital Outlay 29,400$ 7,000$ Activity Summary 246 Activity: Library Materials (550200)Fund: General (1000) Division: Library Operations Department: Library 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 661,010$ 667,595$ 674,187$ 674,245$ 707,957$ 707,957$ Total Revenues 661,010$ 667,595$ 674,187$ 674,245$ 707,957$ 707,957$ Expenditures: Capital Outlay 661,010$ 667,595$ 674,187$ 674,245$ 707,957$ 707,957$ Total Expenditures 661,010$ 667,595$ 674,187$ 674,245$ 707,957$ 707,957$ Capital Outlay 2020 2021 Adult Library Materials 560,195$ 588,176$ Children's Library Materials 114,050 119,781 Total Capital Outlay 674,245$ 707,957$ Activity Summary 247 Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 5,136$ 10,615$ (3,717)$ 10,610$ -$ -$ Intergovernmental Operating Grants 87,692 73,825 69,584 73,820 69,580 69,580 Charges For Fees And Services Refuse Charges 275 317 218 320 220 222 Miscellaneous Misc Merchandise 1,426 1,455 1,632 1,450 1,630 1,630 Other Misc Revenue 18,049 16,167 15,016 - - - Printed Materials 14,928 13,644 14,646 13,650 14,650 14,650 Total Revenues 127,506$ 116,023$ 97,379$ 99,850$ 86,080$ 86,082$ Expenditures: Personnel 29,250$ 30,973$ 25,317$ 33,698$ 32,101$ 33,064$ Services 39,013 26,993 26,652 15,622 12,092 12,334 Supplies 30,257 835 3,880 17,752 3,914 3,992 Capital Outlay 12,722 - - 33,500 15,000 - Total Expenditures 111,243$ 58,801$ 55,849$ 100,572$ 63,107$ 49,390$ Personnel Services - FTE 2017 2018 2019 2020 2021 Library Assistant I 0.50 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 0.50 Capital Outlay 2020 2021 Children's Room Shelving 18,500$ -$ Library Materials 15,000 15,000 Total Capital Outlay 33,500$ 15,000$ Activity Summary 248 Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues -$ -$ 26,302$ -$ -$ -$ Miscellaneous Contrib & Donations 229,713$ 187,621$ 118,764$ 187,620$ 118,760$ 118,760$ Other Misc Revenue 5,274 13,983 6,915 12,824 6,920 - Total Revenues 234,987$ 201,604$ 151,981$ 200,444$ 125,680$ 118,760$ Expenditures: Personnel 8,597$ 26,443$ 27,974$ 61,810$ 66,489$ 68,484$ Services 28,157 24,610 24,241 25,227 23,078 23,540 Supplies 21,663 28,366 19,361 51,291 19,598 19,990 Capital Outlay 1,552 10,609 5,430 10,600 - - Total Expenditures 59,970$ 90,028$ 77,005$ 148,928$ 109,165$ 112,013$ Personnel Services - FTE 2017 2018 2019 2020 2021 Library Assistant III 0.40 0.40 0.40 0.40 0.40 Total Personnel 0.40 0.40 0.40 0.40 0.40 Capital Outlay 2020 2021 Library Materials 10,600$ -$ Total Capital Outlay 10,600$ -$ Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 60,670$ 78,087$ 30,908$ 78,080$ 30,910$ 30,910$ Total Revenues 60,670$ 78,087$ 30,908$ 78,080$ 30,910$ 30,910$ Expenditures: Services -$ 200$ 5,000$ -$ 5,102$ 5,204$ Capital Outlay 67,644 37,024 48,154 60,000 25,000 25,000 Total Expenditures 67,644$ 37,224$ 53,154$ 60,000$ 30,102$ 30,204$ Capital Outlay 2020 2021 Adult Library Materials 40,000$ 15,000$ Children's Library Materials 20,000 10,000 Total Capital Outlay 60,000$ 25,000$ Activity Summary Activity Summary 249 Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006) Division: Library Operations Department: Library 2017 2018 2019 2020 2021 2022 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 6,715$ 19,839$ 919$ 29,839$ 919$ 937$ Capital Outlay - 12,773 - - - - Total Expenditures 6,715$ 32,611$ 919$ 29,839$ 919$ 937$ Activity Summary 250 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 Library Assistant I. HIGHLIGHTS Recent Accomplishments: •Hosted a special educational program for Library friends who have included the Library in their estate plans; •Increased Friends Foundation net assets to more than $2,000,000; •Received $571,814 from individuals, businesses, and organizations to benefit the Library; •Recruited and trained new volunteers for used bookstore; •Welcomed new Library Director and assisted with introducing him to community. Upcoming Challenges: •Achieve increased financial goals in very competitive environment; •Develop goals and strategies for new comprehensive plan for the Friends Foundation. Staffing: FY2019 FY2020 FY2021 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. 251 Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office Department: Library 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Other Misc Revenue 201,088$ 117,938$ 122,104$ 206,372$ 217,145$ 223,659$ Total Revenues 201,088$ 117,938$ 122,104$ 206,372$ 217,145$ 223,659$ Expenditures: Personnel 185,254$ 118,310$ 122,203$ 209,905$ 217,145$ 223,659$ Supplies -$ 147$ -$ 150$ -$ -$ Total Expenditures 185,254$ 118,457$ 122,203$ 210,055$ 217,145$ 223,659$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 252 SENIOR CENTER OPERATIONS The Iowa City/Johnson County Senior Center (The Center) opened its doors in 1981 and has championed its vision for continued social involvement for community members 50+ and end social isolation. The mission of The Center enhances quality of life by creating opportunities to support wellness, social connections, community engagement and lifelong learning for a diverse and growing older adult population. 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 serves diverse residents across age in the community. 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 in collaboration with area businesses and the University of Iowa to enrich programming and serve as an educational resource. Administration supports services provided at The Center that require a designated space to operate. These programs require varying degrees of oversight, organization, scheduling, IT support, volunteer support, and problem solving. These services are open to all members of the community. Examples include: Senior Health Insurance Information Program (SHIIP); Volunteer Lawyers; Simple and Free Pantry Exchange, the AARP Tax Aide Program; and Honoring Your Wishes advanced care planning Johnson County Public Health. In addition, the Visiting Nurse Association offers health care clinics; Horizons, 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. 253 •Senior Center Special Events – Encompass large programs of general interest that are open to all members of the community as well as events specifically for members. For instance, dances, fundraisers, band concerts, choral performances, movies, or speakers. They often have sponsors and community partners and involve many volunteers. •Senior Center Technology and Video (SCTV)- Volunteers produce video content for broadcast on City Cable and Public Access channels. A part-time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television f or homebound older adults and community members to participate virtually. They also are involved with creative endeavors and have a channel on YouTube to increase outreach. Finally, SCTV provides tech support for members and participants on a scheduled and walk-in basis. •Senior Center Choir- The Center for many years has been fortunate to continue a tradition of offering a chorus. Voice of Experience is a fun and dynamic chorus open for all Senior Center members. They provide seasonal choral performances. HIGHLIGHTS Recent Accomplishments: •At the end of fiscal year 2019 there were 1,732 members with 174 or 10% on low- income scholarships. Membership is not required to participate in many of The Centers programs and services. •Volunteer support continues to be a cornerstone of The Center’s success. In fiscal year 2019 there were 648 volunteers who donated 25,000 hours of service. This is the equivalent of nearly 13 FTEs. •There was a total of 122,095 recorded visits (duplicated) to The Center in fiscal year 2019. 112,492 were to one of the 10,380 activities sponsored by the Center; 655 were to activities hosted by an outside organization. •Community services expand The Center’s outreach into the surrounding community. In fiscal year 2019 the Visiting Nurses Association had 714 health clinic visits and Elder Services, Inc. served 5,440 meals. Honoring Your Wishes had 31 consultations for advanced care planning and 3 workshops attended by 20 community members. The AARP tax aide and Volunteer Lawyer programs had 394 and 56 appointments respectively. The Senior Health Insurance Information Program (SHIIP) counselors did 1,060 consultations and 11 Medicare workshops attended by 256 community members. •The Center was improved in fiscal year 2019 with a purchase of new chairs and tables for our large Assembly room. This facilitates event, congregate meal and 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 $45,852 from the Friends of The Center Senior Center Endowment in fiscal year 2019. •The Center continues providing 20 hours/week of operational space to TRAIL of Johnson County in fiscal year 2019. TRAIL is a nonprofit organization that helps older adults remain in their own homes. 254 Recent Accomplishments: •Johnson County Public Health has started having office hours and testing for HIV at the Center. As well as our continued partnership with Horizons which absorbed the services offered by Elder Services. •We realigned and updated our program guide which became more accessible and attractive by utilizing color which did not change the amount we have expended in the past outside of the increase due to membership increase. •The Simple and Free- Pantry Exchange brought in 1,917.2 pounds of food donations throughout fiscal year 2019. •Staff members readjusted facility capital improvement to repair and update the historic building and improve effective space usage. •Staff increased community presentation to more groups and expanded our connection with the Downtown District and the University of Iowa. •Staff developed an agreement with the University of Iowa School of Nursing to begin more work on wellness and emergency preparedness for older adults in the community. •The Center continues to challenge age-based stereotypes that have a negative impact on the quality of life of older adults. •Developed a new Mission and Vision statement that closer reflects the work of the department with clearer standards on how to make sure that we accomplish our goals. •The Senior Center dance/pompom squad, the Pomtastiks, our Tempered Brass band and our Reading Aloud group performed and were well received at 2019 Downtown District Block Party. •We improved accessibility at The Center by installing hearing devices in the Assembly Room to assist the community in being able to enjoy programming - for those with hearing impairment and/or need amplified assistance. •We have improved and built stronger relationships with other senior services local government officials to better serve older adults as they continue to age at home and live longer. •We increased our presence on social media and a new commercial that has received great feedback. •We are officially designated as a local historic preservation site. Upcoming Challenges: •Major construction and improvements will be happening at the Center as we improve the building with updated materials and work towards being more green and lean in our operations. •Partnering with University of Iowa – Public Policy department to gather data to inform programming and space usage for the department. The plan that is being developed is asking more quantitative questions about the older adults we serve and those who have not engaged in our programming. •With our new partnership we have identified new grants to apply for but we will need to build community support and update programming to qualify for some funding opportunities. •Continues to do outreach to address member concerns about The Center membership reflecting the general population. •Getting program guides translated in multiple languages given our content changes from season to season. 255 Staffing: FY 2019 FY2020 FY2021 Total FTE’s 7.00 7.00 7.76 Staffing Level Change Summary: A .50 FTE Receptionist position was increased to .63 FTE, and another .63 FTE Receptionist position was converted from a temporary position in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The fiscal year 2021 Personnel expenditures increased by 11.4% due to the staffing level changes mentioned above. Supplies expenditures increased by 12.55% in the fiscal year 2021 budget with the purchase of replacement recreational equipment and minor equipment. 256 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures:       Each trimester* will have multiple classes that address the four mission areas used to address social isolation for older adults.FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerWellnes 32 30 38 36 30 38 34 30 43 30 45 28 40 40 20 Social Connections 44 41 46 45 41 46 48 36 43 31 45 21 25 40 18 Community Engagement 6 7 66767888810888 Lifelong Learning 64 57 41 50 57 41 42 67 36 71 61 41 60 60 35 Audit 20% of wellness programs each program guide FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***********90 92 92 90 ***********90 92 92 90 ***********90 92 92 92 * new measure Spring 2020 Meeting the goal of increasing wellness Quality of instruction Overall Satisfaction FY 2020 Projected FY 2021 Estimate FY 2020 Projected FY 2021 EstimateFY 2019 FY 2019 FY 2018 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods Throughout the City and Enhanced Communicty Engagement and Intergovernmental Relationships The mission of The Center enhances quality of life by creating opportunities to support wellness, social connections, community engagement and lifelong learning for a diverse and growing older adult population. Each trimester throughout the year, offer culturally responsive and diverse program opportunities that address social isolation in the Iowa City area which include wellness, social connections, community engagement, and lifelong learning. FY 2017 FY 2018 *A trimester corresponds with the publication of the Senior Center Program Guide. Previous years > FY2020 classes were measured by if a class in the seven dimensions of wellness were completed. A change was made in Spring FY2020 to reflect the number of classes that would reduce social isolation for older adults. FY 2017 257 Audit 20% of lifelong learning programs each program guide FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***********92 92 92 90 ***********92 92 92 90 ***********92 92 92 92 * New Measure Spring 2020 Audit 20% of social connection programs each program guide FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***********92 92 92 90 ***********92 92 92 90 ***********92 92 92 92 * New Measure Spring 2020 Overall Satisfaction Quality of instruction Increase desire to learn more topics FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate FY 2020 FY 2021 FY 2019FY 2017 FY 2018 Overall Satisfaction Quality of instruction Decrease socal isolation 258 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Senior Center Endowment's Annual Contribution to the Operational Budget Annual Contribution Cost Recovery Percentage Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Senior Center member Race/Ethnicity (Based on optional information collected on member registration form) Race/Ethnicity of Members Asian Hispanic or Latino Multi-Racial White Selft-identify FY 2020 Projected FY 2021 Estimate 30.00% 32.00% FY 2020 Projected FY 2021 Estimate $35,000 $35,000 -23.67% 0.00% FY 2020 Projected FY 2021 Estimate Out of 1,438 known Out of 1,482 known 44 FY 2019 Out of 1,496 known 2 FY 2019 $45,852 15.3% FY 2019 30% 24 22 17 0 3 FY 2017 $34,616 -0.7% FY 2017 29% FY 2017 Out of 1,336 known N/A To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. 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. Goal Change in Contribution Goal $60,000 by FY 2020 * At least until levels reflect community demographics of the 50 + population 35% by FY 2025 Advance Social Justice and Racial Equity Pacific Islander 1 Black or African American Native American/Alaskan 14 16 20 N/A 7 15 14 18 1 4 FY 2018 $39,782 14.9% FY 2018 30% FY 2018 Out of 1,366 known 21 27 14 2 4 20 25 15 2 4 1,261 1,295 1,406 1,347 1,400 18 18 7 19 12 259 * New Measure in FY 2019 Percent of Members who participate in the low-income membership program. FY 2020 Projected FY 2021 Estimate 11.00%13.00% FY 2019 10% FY 2017 FY 2018 9% To be eligible for the low-income discount program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program; 2) Recipient of Medicaid benefits; 3) Participant in the SNAP program; 4) Participant in the City of Iowa City Assisted housing program; 5) Recipient of Supplemental Security Income (SSI) or Social Security Disability Income (SSDI); 6) Participant in the Elderly Credit Claim on Real Estate Tax or State Rent Reimbursement. According to the Iowa State University Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However, the poverty rate for the county as a whole is much higher in the range of 13 - 14%. Goal 9-11%9% FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number of diverse representation or culturally responsive programming **81925 260 Activity: Senior Center Administration (570100)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 624,076$ 621,717$ 599,807$ 707,728$ 725,244$ 752,552$ Use Of Money And Property Rents 12,609 19,730 8,910 7,730 8,910 8,910 Royalties & Commiss 156 147 85 150 - - Intergovernmental Local 28E Agreements 59,224 60,000 60,000 60,000 60,000 60,000 Charges For Fees And Services Culture & Recreation 61,555 63,105 67,455 63,110 67,460 67,460 Parking Charges 25,885 26,010 30,750 26,010 30,750 30,750 Miscellaneous Contrib & Donations 38,859 44,406 53,342 70,856 53,340 53,340 Misc Merchandise 5,496 4,713 5,314 4,710 5,310 5,310 Other Misc Revenue 16,074 3,030 5,406 3,040 54,000 54,000 Other Financial Sources Sale Of Assets 889 815 72 - - - Misc Transfers In - 11 - - - - Total Revenues 844,823$ 843,684$ 831,140$ 943,334$ 1,005,014$ 1,032,322$ Expenditures: Personnel 589,063$ 573,668$ 585,734$ 655,785$ 730,723$ 752,645$ Services 192,671 222,366 197,617 238,845 225,731 230,246 Supplies 25,669 26,103 25,342 38,704 43,560 44,431 Capital Outlay 37,420 21,547 22,447 10,000 5,000 5,000 Total Expenditures 844,823$ 843,684$ 831,140$ 943,334$ 1,005,014$ 1,032,322$ Personnel Services - FTE 2017 2018 2019 2020 2021 Development Specialist - Sr Center 0.50 0.50 0.50 0.50 0.50 M. W. III - Senior Center 1.00 1.00 1.00 - - Sr. M.W. - Govt Bldgs - - - 1.00 - M.W. II - Govt Bldgs - - - - 1.00 M.W. I - Senior Center 1.00 1.00 1.00 - - Custodian - Govt Bldgs - - - 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 0.50 1.26 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 7.00 7.00 7.00 7.00 7.76 Capital Outlay 2020 2021 Building Improvements 10,000$ 5,000$ Total Capital Outlay 10,000$ 5,000$ Activity Summary 261 Activity: Senior Center Programs (570200)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 10,646$ -$ 6,647$ -$ 7,734$ 8,588$ Intergovernmental Other State Grants 9,000 - - - - - Charges For Fees And Services Culture & Recreation 9,347 13,401 6,026 9,250 6,030 6,030 Misc Charges For Svc 18,471 22,352 17,616 22,350 17,620 17,620 Miscellaneous Contrib & Donations 320 - - - - - Misc Merchandise 783 1,131 770 1,130 770 770 Other Misc Revenue 5,863 3,565 1,500 1,650 1,500 1,500 Other Financial Sources Sale Of Assets - 1,351 - - - - Total Revenues 54,431$ 41,801$ 32,559$ 34,380$ 33,654$ 34,508$ Expenditures: Personnel 15,217$ 11,990$ 15,288$ 15,762$ 18,126$ 18,670$ Services 25,938 8,859 7,465 6,030 9,900 10,098 Supplies 13,276 12,983 9,807 5,983 5,628 5,741 Total Expenditures 54,431$ 33,831$ 32,559$ 27,775$ 33,654$ 34,508$ Activity Summary 262 Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 72$ 34$ 49$ -$ -$ -$ Total Revenues 72$ 34$ 49$ -$ -$ -$ Expenditures: Capital Outlay -$ 11,029$ 2,126$ -$ -$ -$ Total Expenditures -$ 11,029$ 2,126$ -$ -$ -$ Activity Summary 263 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). HIGHLIGHTS Recent Accomplishments: •The City Council adopted the Affordable Housing Action Plan in June of 2016. 14 of the initial 15 action steps have been completed. The Iowa Finance Authority awarded the City the Housing Innovation Award in October of 2018 and the City received the Iowa American Planning Association Implementation Award in October of 2019. •Partnered with Green Iowa AmeriCorps to incorporate free home energy audits in our owner-occupied housing programs. •The Department has supported strong development growth over the last three calendar years. 2,340 building permits were issued in calendar year 2018 with a permit value of over $192 million. •Our work in planning, zoning, site, design review and building code and inspection services support continued development in the Riverfront Crossings district. Since the adoption of the Riverfront Crossings Form Based Code in 2014 there has been an investment of over $189 million. •The City inspects over 20,000 rental units over a two-year period. •In collaboration with Human Rights and various stakeholders, completed an Analysis of Impediments to Fair Housing to identify barriers to fair housing choice in Iowa City and developed strategies to address those barriers. •The Department continues to build partnerships within the medical community to improve neighborhood health. This year we launched a Prescription for Play program and supplied 350 Hit the Ground Fitness Kits to University of Iowa Health Clinics in collaboration with our Parks and Recreation Department and the College of Public Health to improve the health of our youngest residents with Medicaid or Hawk-I insurance. •Expanded the UniverCity Program into the South District. The first duplex was purchased for rehabilitation this summer and rehabilitation is almost complete. The program will support affordable homeownership available to neighborhood residents with down payment assistance and financial homebuyer counseling. Upcoming Challenges: •Implementing the new permitting software, an 18-month process, without losing existing functionality. The development, testing and training process is extensive and our subject matter leads must invest large amounts of time to get the desired outcome. •Federal, state and local budget uncertainty for all our programs and projects. Our federal funds are getting approved later making it difficult for us to plan and implement programs. 264 •Complexity, lack of flexibility and number of reviews (time consuming, difficulty understanding amongst enforcement officials, other departments and the development community). We currently have zoning districts, conservation/historic districts, sensitive areas ordinance, design overlays, Peninsula Code, Riverfront Crossing Form Based Code with seven sub-districts, and the upcoming South District Form Based Code to learn and implement. •Staff capacity to complete several Council initiatives including City-wide Comprehensive and Neighborhood District Planning on key future land use and climate action goals, integrating missing middle housing in our residential zones, adopting single family in-fill standards, changes to parking ratios, expansion of form based code districts, substantial amendments to the Riverfront Crossing Form Based Code, review and code changes to support affordable housing, and increased inspection of the Energy Code for building construction. Staffing: FY2019 FY2020 FY2021 Total FTE’s 2.55 2.55 1.30 Staffing Level Change Summary: In fiscal year 2021, the 1.00 FTE Sustainability Coordinator was moved from the Neighborhood & Development Services department to the Climate Action & Outreach division in the City Manager department. In fiscal year 2021, The NDS Administrative Secretary was replaced with the Development Services Assistant, which is allocated .30 FTE to NDS Admin, .50 FTE to Building Inspection, and .20 FTE to the Metro Planning Organization of Johnson County. .55 FTE of the NDS Administrative Secretary had been allocated to NDS Administration previously. Service Level Change Summary: Sustainability Services will be provided through the new Climate Action & Adaptation Division. Financial Highlights: All Sustainability Services expenditures were transferred to the new Climate Action & Adaptation division within the City Manager’s Office. 265 Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 314,755$ 240,138$ 224,907$ 249,867$ 239,880$ 247,708$ Charges For Fees And Services Building & Devlpmt 700 800 700 800 700 700 Miscellaneous Code Enforcement 14,645 11,073 15,572 11,070 25,000 25,000 Other Misc Revenue 2,946 2,343 1,370 2,340 1,370 1,370 Printed Materials 14 - - - - - Other Financial Sources Sale Of Assets 4 14 4 - - - Transfer In -Enterprise Activities 26,795 27,197 27,877 28,769 29,488 30,078 Total Revenues & Transfer In 359,860$ 281,564$ 270,431$ 292,846$ 296,438$ 304,856$ Expenditures: Personnel 241,601$ 230,877$ 226,138$ 244,790$ 248,889$ 256,356$ Services 114,773 45,847 40,526 43,755 43,245 44,110 Supplies 3,486 4,840 3,766 4,301 4,304 4,390 Total Expenditures 359,860$ 281,564$ 270,431$ 292,846$ 296,438$ 304,856$ Personnel Services - FTE 2017 2018 2019 2020 2021 Administrative Secretary 0.55 0.55 0.55 0.55 - Development Services Assistant - - - - 0.30 NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.55 1.55 1.55 1.55 1.30 Activity Summary 266 Activity: Sustainability Services (610150) *Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 126,929$ 180,402$ 185,857$ 289,296$ -$ -$ Intergovernmental Operating Grants 3,697 - - - - - Total Revenues 130,626$ 180,402$ 185,857$ 289,296$ -$ -$ Expenditures: Personnel 103,996$ 109,193$ 114,462$ 121,533$ -$ -$ Services 21,670 54,576 68,785 167,017 - - Supplies 4,961 16,633 2,610 746 - - Total Expenditures 130,626$ 180,402$ 185,857$ 289,296$ -$ -$ Personnel Services - FTE 2017 2018 2019 2020 2021 Sustainability Coordinator 1.00 1.00 1.00 1.00 - Total Personnel 1.00 1.00 1.00 1.00 - * This activity converted to the Climate Action & Outreach division in the City Manager department in fiscal year 2021. Activity: Energy Efficiency Revolving Loan (610150)Fund: Energy Efficiency (1012) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Miscellaneous Other Misc Revenue 40,961$ 40,961$ 17,067$ -$ -$ -$ Total Revenues & Transfer In 40,961$ 40,961$ 17,067$ -$ -$ -$ Expenditures: Capital Outlay -$ -$ 3,941$ -$ -$ -$ Total Expenditures -$ -$ 3,941$ -$ -$ -$ * This activity was discontinued in the fiscal year 2020 budget. Activity Summary Activity Summary 267 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 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. 268 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 in accordance with the Public Art Strategic Plan. They also administer public art matching grants and oversee 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 over 20,000 rental units and responding to nearly 3,000 nuisance complaints on a yearly basis. Housing Inspection work s 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. 269 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 •Assisted 93 affordable housing units through CDBG and HOME funds, including rental acquisition, rental rehab, and owner-occupied rehab. •Conducted an Analysis of Impediments of Fair Housing to identify barriers to fair housing choice in Iowa City and developed strategies to address those barriers. •Partnered with Green Iowa AmeriCorps to incorporate free home energy audits in four owner-occupied rehab projects in fiscal year 2019. •Awarded $614,500 to 18 legacy agencies through the Aid to Agency funding allocation. •To date, 68 homes have been renovated and sold as owner-occupied housing through the UniverCity Neighborhood Partnership. •Onboarded two additional staff to assist with proactive code enforcement and enhanced yearly rental inspections. •PIN grants funded 15 projects including South District Bike to Books, September Sundays and other neighborhood events, alley improvements, signage, and neighborhood newsletters. •Staff and the Public Art Advisory Committee gathered input for the Public Art Strategic Plan and committed $25,000 in funds for art projects. The City Hall art installation “Komorebi” was also completed. Recent Accomplishments: •Awarded $19,000 to three emerging agencies through a new Aid to Agency set-aside •Provided $25,000 in microenterprise technical assistance for 24 persons working to start home-based child care businesses Upcoming Challenges: •Staff capacity to successfully administer all existing programs in addition to newly developed programs •Ongoing monitoring of all affordable units •Training new staff Staffing: FY2019 FY2020 FY2021 Total FTE’s 13.88 13.88 14.13 270 Staffing Level Change Summary: A .50 FTE Building Inspector was moved from the Iowa City Housing Authority to Housing Inspections in the fiscal year 2021 budget. In fiscal year 2021, The NDS Administrative Secretary was replaced with the Development Services Assistant, which is allocated .30 FTE to NDS Admin, .50 FTE to Building Inspection, and .20 FTE to the Metro Planning Organization of Johnson County. .25 FTE of the NDS Administrative Secretary had been allocated to Neighborhood Outreach previously. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: In Community Development, Capital Outlay expenditures increased 8.5% to $530,000. This amount includes funds for the acquisition and rehab of one UniverCity house and one South District Home Ownership Program house. In Housing Inspections, Services expenditures increased 46.2% due to costs associated with increased code enforcement. Additionally, capital outlay includes $22,000 for a vehicle for a Building Inspector. 271 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 4,413 4,509 4,557 4,540 4,575 18,373 19,032 19,838 19,950 20,000 1,597 1,416 3,783 2,500 3,000 Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 82% 85% 87% 91% 92% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Rental Properties Converted to Single Family Homes (UniverCity & South District) FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 3543 6 Owner-Occupied Homes Rehabilitated (GRIP) FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 545106 Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2017 FY 2018* FY 2019 FY 2020 Projected FY 2021 Estimate 5 2 NA NA NA *HELP program ended on 6/30/2018. Will discontinue reporting after FY18. Stabilize neighborhoods through UniverCity, South District, and GRIP reinvestment programs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Rental Permits Rental Units Housing, Zoning & Nuisance Foster Healthy Neighborhoods throughout the City Effectively resolve complaints to protect the health, safety, and livability of Iowa City’s neighborhoods. Expand proactive neighborhood code enforcement efforts. Foster Healthy Neighborhoods throughout the City Improve the City’s private residential building stock. 272 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 18 19 18 18 18 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 714131412 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. 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. Number of neighborhoods with active leadership and established community link.* Foster Healthy Neighborhoods throughout the City Foster Healthy Neighborhoods throughout the City 273 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 10 7 15 17 17 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 98676 *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. 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. 274 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Good Neighborhood Meetings (dependent upon development activity) FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 14 8 4 6 6 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public Art Projects (Installation, programs, etc.) FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 7 10 9 14 14 Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between developers proposing land use changes (rezonings, subdivisions, special exceptions, etc.) and residents near the subject property by assisting in the implementation of the Good Neighbor Program. Coordinate communication between developers and residents through meetings and other public input opportunities. Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core To enhance the appearance of the City through the selection and integration of art in the public environment. 275 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Aid to Agencies FY 2017 FY 2018 FY 2019 FY 2020* Projected FY 2021* Estimate 18 18 $33,083 $36,111 34 $6,333 $6,235 $378,700 $378,700 $391,700 $614,500 $675,000 14 15 17 21 22 27,050 25,247 23,041 $29,262 $30,682 *Aid to Agencies funding was split into two categories beginning in FY20 (Legacy/Emerging) Total Funds Spent Total Agencies Assisted Average Funds per Agency Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Allocate grant and City funds to serve the needs of low-to- moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at-risk and LMI persons). Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Average Funds per Legacy Agency Legacy Agencies Assisted Emerging Agencies Assisted Average Funds per Emerging Agency 276 Activity: Community Development (610200)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 261,850$ 537,972$ 319,337$ 556,650$ 374,082$ 353,621$ Use Of Money And Property Interest Revenues 35,183 36,385 35,395 35,767 34,568 34,568 Miscellaneous Contrib & Donations (5,000) - - - - - Other Misc Revenue 3,925 50 222 25,815 75,030 75,030 Other Financial Sources Loans 848,663 639,775 980,304 253,700 459,484 459,484 Sale Of Assets 647,893 780,000 827,450 868,855 400,000 400,000 Bond Proceeds - 17,357 - - - - Transfers In - Misc - 662 - - - - Total Revenues & Transfer In 1,792,513$ 2,012,201$ 2,162,708$ 1,740,787$ 1,343,164$ 1,322,703$ Expenditures: Personnel 125,160$ 165,802$ 177,317$ 159,888$ 127,542$ 131,368$ Services 298,551 262,933 297,864 231,164 281,351 286,978 Supplies 2,225 70 4,319 235 4,271 4,356 Capital Outlay 778,578 915,396 1,000,708 488,500 530,000 500,000 Other Financial Uses 588,000 668,000 682,500 861,000 400,000 400,000 Total Expenditures 1,792,513$ 2,012,201$ 2,162,708$ 1,740,787$ 1,343,164$ 1,322,703$ Personnel Services - FTE 2017 2018 2019 2020 2021 Associate Planner 1.00 1.00 1.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 1.00 2.00 Code Enforcement Specialist 1.00 1.00 1.00 1.00 - Program Asst - Comm Devel 0.63 0.63 0.63 0.63 0.63 Total Personnel 3.63 3.63 3.63 3.63 3.63 Capital Outlay 2020 2021 House Acquisitions for UniverCity 200,000$ 200,000$ South District Home Ownership Program 140,000 200,000 Rehab Costs 148,500 130,000 Total Capital Outlay 488,500$ 530,000$ Activity Summary 277 Activity: Neighborhood Outreach (610710/610720)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 210,044$ 154,109$ 223,384$ 352,733$ 335,782$ 343,983$ Use Of Money And Property Rents 15,593 - 10,079 - - - Miscellaneous Contrib & Donations - 350 - - - - Misc Merchandise (241) - 27 - - - Other Misc Revenue - (19) 150 100 - - Printed Materials 132 233 272 230 270 270 Other Financial Sources Sale Of Assets - 44 - - - - Total Revenues 225,529$ 154,672$ 233,911$ 353,063$ 336,052$ 344,253$ Expenditures: Personnel 186,474$ 114,336$ 187,078$ 238,060$ 248,000$ 255,440$ Services 29,196 32,561 26,280 39,391 34,688 35,382 Supplies 2,358 3,320 5,552 3,712 3,364 3,431 Capital Outlay 7,500 4,500 15,000 71,900 50,000 50,000 Total Expenditures 225,529$ 154,716$ 233,911$ 353,063$ 336,052$ 344,253$ Personnel Services - FTE 2017 2018 2019 2020 2021 Neighborhood Services Coordinator 0.70 0.70 0.70 0.70 0.70 Associate Planner 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 0.25 0.25 0.25 0.25 - Total Personnel 1.95 1.95 1.95 1.95 1.70 Capital Outlay 2020 2021 Public Art 71,900$ 50,000$ Total Capital Outlay 71,900$ 50,000$ Activity: Public Art - Riverfront Crossing(610725)Fund: Public Art (1025) Division: Neighborhood Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Building & Devlpmt -$ -$ 73,450$ -$ -$ -$ Total Revenues -$ -$ 73,450$ -$ -$ -$ Activity Summary Activity Summary 278 Activity: Housing Inspections (610730/610740)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ 23,256$ -$ -$ -$ Licenses And Permits Const Per & Ins Fees 791,138 626,678 792,248 920,000 1,040,000 1,040,000 Charges For Fees And Services Building & Devlpmt - - 25,605 13,000 25,000 25,000 Miscellaneous Intra-City Charges - - 12,726 - 13,000 13,000 Other Misc Revenue 1,911 5,353 6,261 5,350 6,500 6,500 Total Revenues 793,049$ 632,032$ 860,096$ 938,350$ 1,084,500$ 1,084,500$ Expenditures: Personnel 557,678$ 536,986$ 748,819$ 824,212$ 920,519$ 948,135$ Services 51,361 66,620 100,856 78,765 115,185 117,489 Supplies 665 4,309 10,420 9,802 4,915 5,013 Capital Outlay - - - - 22,000 - Total Expenditures 609,704$ 607,916$ 860,096$ 912,779$ 1,062,619$ 1,070,637$ Personnel Services - FTE 2017 2018 2019 2020 2021 Building Inspector 3.40 3.40 5.50 4.50 5.00 Housing Assistant 1.00 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.50 0.50 0.50 1.50 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 6.20 6.20 8.30 8.30 8.80 Capital Outlay 2020 2021 Automobile -$ 22,000$ Total Capital Outlay -$ 22,000$ Activity Summary 279 Activity: Human Services (610820)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 301,371$ 292,501$ 300,000$ 531,500$ 605,000$ 617,100$ Total Revenues 301,371$ 292,501$ 300,000$ 531,500$ 605,000$ 617,100$ Expenditures: Services 301,371$ 292,501$ 300,000$ 531,500$ 605,000$ 617,100$ Total Expenditures 301,371$ 292,501$ 300,000$ 531,500$ 605,000$ 617,100$ Activity: HA Property Management (490100)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Royalties & Commiss -$ -$ 4,654$ 3,550$ 4,653$ 4,793$ Total Revenues -$ -$ 4,654$ 3,550$ 4,653$ 4,793$ Expenditures: Personnel -$ -$ 2,830$ 3,550$ 4,653$ 4,793$ Total Expenditures -$ -$ 2,830$ 3,550$ 4,653$ 4,793$ Activity Summary Activity Summary 280 DEVELOPMENT SERVICES The Development Services Division is responsible for facilitating the development process from Comprehensive Planning to Annexation, Zoning and Subdivision, Site Plan, Building Permit, Building Inspections, and Final Certificate of Occupancy. The Division is also responsible for zoning code related inspections and enforcement; local administration of state and federal regulations such as floodplain management regulations; historic preservation programs, administration of the Sign Code, minor modification applications, temporary use permits, and other local permits; research, recommendations, and developing code amendments to address City Council and/or City Manager’s Office directives such as the Affordable Housing Action Plan, the Climate Action Plan, and the Equity Toolkit. The Division also interacts regularly with other local organizations such as the Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of Realtors, and Friends of Historic Preservation. 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: •2018 International Building / Residential Code (adopted with local amendments) •2018 International Mechanical Code (current state adopted code) •2018 Uniform Plumbing Code (current state adopted code) •2018 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 281 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, minutes, and preparation of ordinances, resolutions and historic preservation certificates related to proposed construction, and attendance at all meetings •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. An Urban Planning staff also reviews design review applications for areas such as the Riverfront Crossings District. HIGHLIGHTS Recent Accomplishments: Our work in planning, zoning, site, design review, and building code and inspection services supported continued development interest in the Downtown and Riverfront Crossings for several projects: •12 E. Court Street-rezoning to Riverfront Crossings with dedication of Capital Street. •Hieronymus Square-hotel, residential and commercial at the corner of Clinton and Burlington Street •The Chauncey- completion of a 15-story mixed-use building on S. Gilbert and College Street •August Place- completion of a residential development adjacent to City Hall on Iowa Avenue •Del Ray-628 S. Dubuque Street-affordable housing residential development •225 E. Prentiss Street-residential development •The Crossings- Phase 3 on S. Gilbert Street adjacent to Riverfront Crossings Park •Capstone-rezoning to Riverfront Crossings at Prentiss and S. Gilbert Street Other accomplishments include: •Nex/Tegler Development-LIHTC residential development on Rochester Avenue •Forest View-planning and zoning of a 73-acre mixed use development on Dubuque Street •Cherry Creek-infill residential development on S. Gilbert Street including a future fire station lot 282 •Johnson County Behavioral Health Center-Southgate Avenue •Voluntary Historic Landmark designation of 11 properties •Providing staff lead for the Opticos South District Form Based Code development •Acting as staff project manager for the Tyler EnerGov permit software project management to convert the City’s existing permit database and development services procedures to a new building permit and plan review software system •Performing an analysis of the City’s growth potential to inform an update of the City-County Fringe Area agreement •Drafting minor code changes to the Riverfront Crossing District for affordable housing requirements •Coordination with the University of Iowa Urban and Regional Planning Program Field Problems class on historic preservation in the downtown Division staff continues to provide a high level of customer service for complicated projects being developed, through the planning, zoning, site, building code review and building inspections process. Integration of activities and improved communication across the Division is an on-going priority. 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: •City-wide Comprehensive Planning and Neighborhood District Planning of ten districts to engage with the community on key future land use and climate action goals •Code Changes to implement Comprehensive Plan and Climate Action Plan goals including missing middle housing integration, single-family infill standards, parking ratio changes, form- based code district expansion, and project sustainability analysis and scoring. •District wide City-initiated rezonings to form-based code districts •Code amendments to the Riverfront Crossings Form Based Code based on review comments from Opticos •Completing the steps identified in the Affordable Housing Action Plan related to multi-family design standards, planned unit developments, mix of bedroom counts, and building types by right. •Increased enforcement of the Energy Code for building construction activity •Assistance with program development to incentivize improved energy efficiency in new and existing buildings in the community 283 Staffing: FY2019 FY2020 FY2021 Total FTE’s 11.30 11.30 13.30 Staffing Level Change Summary: In fiscal year 2021, a 1.00 FTE Building Inspector position was added. In fiscal year 2021, the NDS Administrative Secretary was replaced with the Development Services Assistant, which is allocated .30 FTE to NDS Admin, .50 FTE to Building Inspection, and .20 FTE to the Metro Planning Organization of Johnson County. None of the NDS Administrative Secretary had been allocated to Building Inspection previously. An Associate Planner position was increased from a .50 FTE to a 1.00 FTE within Urban Planning in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: In Building Inspection and Urban Planning, Personnel expenditures increased by 21% and 17.9%, respectively, due to the staffing changes noted above. The Services expenditures within Urban Planning decreased by 59.7% in fiscal year 2021 due to the completion of the form-based code in the fiscal year 2020 budget. Between the fiscal year 2020 and the fiscal year 2021 budgets, consulting services expenses decreased approximately $385,000. 284 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate 137 172 157 109 80 133 726 837 818 684 702 768 Total Value of Construction (in millions) 10 Year CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 $169.5 $138.3 $388.4 $216.8 $192.8 $231.5 $185.0 -9.4% 180.8% -44.2% -11.1% 20.1% -20.1% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 101012 14 20 26 16 10 12 6611446 18 2 0698 495315 433212 722211 460544 58 48 48 38 31 40 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 1087611 10 010000 000000 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 Financial 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 285 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 18.6 0.0 7.9 0.0 35.29 17.6 119 13.7 171.0 80.0 72.8 76.4 7.98 1.00 0.70 26.90 0 8.00 2.48 25.21 5.08 5.30 2.75 270.00 0.98 0.00 0.00 0.00 3.00 1.50 335 23 67 32 87 60 1201364.5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 21 20 22 20 14 17 8128687 12 12 14 18 13 12 593000 10 17 14 8 4 6 1464798 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 86 90 102 100 98 99 116524 000000 24 25 30 22 35 29 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 286 Activity: Building Inspection (610610)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits General Use Permits 12,248$ 9,773$ 14,183$ 9,770$ 14,180$ 14,180$ Food & Liq Licenses 210 280 175 280 180 180 Professional License 2,385 2,680 2,645 2,680 2,650 2,650 Misc Permits & Lic 3,600 2,905 3,005 2,910 2,910 2,910 Const Per & Ins Fees 1,723,926 1,192,088 1,316,188 894,560 886,070 886,070 Charges For Fees And Services Building & Devlpmt 611,026 435,563 437,935 318,840 318,360 318,360 Miscellaneous Other Misc Revenue - 280 3,600 280 320 - Other Financial Sources Sale Of Assets - - 54 - - - Total Revenues 2,353,395$ 1,643,569$ 1,777,784$ 1,229,320$ 1,224,670$ 1,224,350$ Expenditures: Personnel 732,113$ 735,343$ 769,460$ 810,251$ 980,239$ 1,009,646$ Services 211,894 135,529 143,016 147,235 149,078 152,060 Supplies 6,118 5,694 8,039 8,167 4,890 4,988 Capital Outlay 86,800 - 12,300 - - - Total Expenditures 1,036,926$ 876,565$ 932,815$ 965,653$ 1,134,207$ 1,166,694$ Personnel Services - FTE 2017 2018 2019 2020 2021 Building Inspector 4.00 4.00 3.00 3.00 4.00 Building Inspector II - - 1.00 1.00 1.00 Development Services Assistant - - - - 0.50 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 8.80 Activity Summary 287 Activity: Urban Planning (610620)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 598,302$ 491,148$ 628,742$ 1,137,910$ 805,572$ 827,630$ Intergovernmental Fed Intergovnt Rev - 8,026 8,026 - - - Other State Grants - -3,333 - - - Charges For Fees And Services Building & Devlpmt 24,940 28,650 26,315 28,650 26,320 26,320 Miscellaneous Contrib & Donations - 5,000 - - - - Other Misc Revenue 80 - - - - - Printed Materials 81 8 30 - - - Other Financial Sources Loans - - 134 - - - Total Revenues 623,403$ 532,832$ 2,360,860$ 1,166,560$ 831,892$ 853,950$ Expenditures: Personnel 453,649$ 435,793$ 454,012$ 459,645$ 541,972$ 558,231$ Services 167,760 95,518 209,910 701,754 282,703 288,357 Supplies 1,994 1,521 2,659 5,161 7,217 7,361 Total Expenditures 623,403$ 532,832$ 666,581$ 1,166,560$ 831,892$ 853,950$ Personnel Services - FTE 2017 2018 2019 2020 2021 Associate Planner 1.50 1.50 1.50 1.50 2.00 Development Services Coordinator 0.50 0.50 0.50 0.50 0.50 Historic Preservation Planner - 0.50 0.50 0.50 0.50 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 4.00 4.00 4.00 4.50 Activity Summary 288 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 includes the Public Works Facility Activity. Administration personnel include the Public Works Director and a Program Assistant. The Division provides oversight and support for the department’s operating divisions. HIGHLIGHTS •Completion of Phase I of the Public Works Facility. •Completion of the Pedestrian Mall reconstruction. Recent Accomplishments: •Review of the Sidewalk and Street Café policy •Implementation of the Bicycle Master Plan on Clinton Street, Governor Street, and Dodge Street •Review and Implementation of the Pavement Management Plan Upcoming Challenges •Procurement of an asset management software package •Continue to develop management staff •Review of City Code with regards to the adoption of the SUDAS Design Manual •Development of a plan to act on the methane Feasibility Study Staffing: FY2019 FY2020 FY2021 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Public Works Facility Activity is new in fiscal year 2020 with the completion of the new building. All expenses are charged out with Intra-City charges. 289 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Sidewalk Cafes 37 39 36 35 35 Street Cafes 22344 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Use of ROW 11 10 7 9 8 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate License Agreements Issued 10010 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. 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. 290 Activity: Public Works Administration (710100)Fund: General (1000) Division: Public Works Administration Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 314,187$ 327,773$ 336,131$ 416,281$ 425,330$ 437,727$ Miscellaneous Other Misc Revenue 564 775 513 600 510 - Total Revenues 314,751$ 328,547$ 336,644$ 416,881$ 425,840$ 437,727$ Expenditures: Personnel 294,221$ 304,325$ 314,803$ 324,701$ 336,997$ 347,107$ Services 20,496 23,030 21,763 91,860 88,643 90,416 Supplies 34 1,192 79 320 200 204 Total Expenditures 314,751$ 328,547$ 336,644$ 416,881$ 425,840$ 437,727$ Personnel Services - FTE 2017 2018 2019 2020 2021 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: Public Works Facility (710150) Fund: General (1000) Division: Public Works Administration Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ 90,300$ 199,644$ 203,637$ Total Revenues 90,300$ 199,644$ 203,637$ Expenditures: Services -$ -$ -$ 56,300$ 147,644$ 150,597$ Supplies - - - 34,000 52,000 53,040 Total Expenditures -$ -$ -$ 90,300$ 199,644$ 203,637$ Activity Summary Activity Summary 291 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 residents. The Division also manages the public right-of-way to maintain the health, safety, and welfare of our community, and operates the storm water utility. 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: •Substantial completion of the Iowa City Gateway Project •Substantial completion of the Mormon Trek Mormon Trek 4-Lane to 3-Lane Conversion Project •Substantial completion of the Burlington and Clinton Intersection Improvements Project and the 4-Lane to 3-Lane conversion and addition of bicycle lanes on Clinton Street •Substantial completion of the Hwy 6 (Riverside Drive) Overlay Project and the Myrtle Avenue Intersection Improvements •Substantial completion of the Hwy 1/Burlington Street/Governor Street Overlay Project and Dodge Street patching and restriping to add a buffered bicycle lane •Nearing completion of construction of the Ped Mall Reconstruction Project •Nearing completion of construction of the new Public Works building •Substantial completion of the Hwy 1 trail project 292 Upcoming Challenges: •Close out the Iowa City Gateway Project and the Ped Mall Reconstruction Project •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 Prentiss Street, Second Avenue and Gilbert Street bridge projects •Complete design and construction of the McCollister Boulevard Extension Project •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 •Complete design and construction of the Benton Street Rehabilitation Project •Complete design and construction of the Rochester Avenue Reconstruction Project •Adopt SUDAS Design Standards •Development of a right-of-way management ordinance •Implement electronic/online permitting and bidding processes Staffing: FY2019 FY2020 FY2021 Total FTE’s 16.00 16.00 18.00 Staffing Level Change Summary: A 1.00 FTE Senior Engineer position was converted to a 1.00 FTE Assistant City Engineer position, and an additional 1.00 FTE Senior Engineer position was added in the fiscal year 2021 budget. Additionally, a 1.00 FTE Public Works Aide position was converted from temporary positions. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: The Services expenditures decreased by 14.8% in the fiscal year 2021 budget primarily due to the consulting services budgeted in fiscal year 2020 to assess the City’s street conditions. 293 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Accepted Public Improvements FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate # of Projects Accepted 29 28 19 29 24 # of Subdivision Accepted 87598 Streets (miles)2.67 1.54 3.90 1.69 2.36 Water Main (miles)2.01 1.70 1.95 2.52 2.03 Sanitary Sewer (miles)2.57 1.54 1.21 1.33 1.74 Storm Sewer (miles)3.20 1.38 1.53 1.87 2.22 Fire Hydrants 56 26 35 35 36 Trails/Sidewalks (miles)2.27 0.58 0.41 2.02 1.30 Lift Station 00000 Traffic Signals 00011 Pedestrian Bridge 10010 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Excavation Permits Issued 374 304 420 362 375 Sidewalk Hazards Identified Addresses 145 366 264 397 268 Sidewalk Hazards Identified # of Squares 359 819 1,127 1,332 909 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. 294 Activity: Engineering Services (710200)Fund: General (1000) Division: Engineering Services Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 719,832$ 852,558$ 771,885$ 1,366,151$ 1,441,529$ 1,500,566$ Other City Taxes Utility Franchise Tax 70,608 73,212 72,339 73,210 72,340 72,340 Licenses And Permits Const Per & Ins Fees 62,960 31,772 32,987 28,030 28,750 28,750 Charges For Fees And Services Building & Devlpmt 12,570 12,614 20,384 12,610 20,380 20,380 Miscellaneous Other Misc Revenue 10,737 8,312 8,686 3,790 8,680 8,680 Printed Materials 181 272 64 260 - - Intra-City Charges 565,967 602,300 862,434 815,880 920,126 933,928 Other Financial Sources Sale Of Assets 319 32 - - - - Total Revenues 1,443,174$ 1,581,073$ 1,768,779$ 2,299,931$ 2,491,805$ 2,564,644$ Expenditures: Personnel 1,280,322$ 1,428,168$ 1,579,381$ 2,060,189$ 2,300,316$ 2,369,325$ Services 121,075 137,754 157,966 215,403 183,525 187,196 Supplies 11,463 15,151 9,183 24,339 7,964 8,123 Capital Outlay 30,314 - 22,249 - - - Total Expenditures 1,443,174$ 1,581,073$ 1,768,779$ 2,299,931$ 2,491,805$ 2,564,644$ Personnel Services - FTE 2017 2018 2019 2020 2021 City Engineer 1.00 1.00 1.00 1.00 1.00 Assistant City Engineer - - - - 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Public Works Aide - - - - 1.00 Construction Inspector II 2.00 2.00 2.00 2.00 2.00 Special Projects Administrator 2.00 2.00 2.00 2.00 2.00 Special Projects Inspector 2.00 2.00 2.00 2.00 2.00 Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 3.00 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 16.00 16.00 16.00 16.00 18.00 Activity Summary 295 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 • Pedestrian Mall reconstruction project Phase 2 completed including new seating, new brick walkways, fountain, and reconstructed planters Recent Accomplishments: • Assisted Downtown District with waste management initiatives • Supported ICDD and SOTA festivals and pop-up gatherings/events • Completion of Phase 1 of Pedestrian Mall reconstruction Upcoming Challenges: • Snow removal and maintenance of downtown alleys 296 Staffing: FY2019 FY2020 FY2021 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: In the Central Business District Maintenance activity, Supplies expenditures increased 56.1% due to maintenance supplies for the new water fountain in the downtown pedestrian mall. 297 Activity: Transportation Services Admin (810100)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 3,138,492$ 3,252,022$ 3,432,534$ 3,575,605$ 3,928,612$ 4,046,470$ Other City Taxes Gas/Electric Excise Tax 41,617 39,802 39,197 40,584 38,123 38,123 Mobile Home Tax 3,734 3,559 3,426 3,560 3,430 3,430 Intergovernmental Property Tax Credits 89,007 88,140 89,063 102,606 88,564 88,564 Total Revenues 3,272,850$ 3,383,523$ 3,564,219$ 3,722,355$ 4,058,729$ 4,176,587$ Expenditures: Personnel 359,288$ 221,204$ 324,128$ 340,855$ 382,255$ 393,723$ Services 3,110 3,592 4,048 3,459 4,309 4,395 Total Expenditures 362,398$ 224,796$ 328,176$ 344,314$ 386,564$ 398,118$ Personnel Services - FTE 2017 2018 2019 2020 2021 Transportation/Res Mgmt Director 1.00 1.00 - - - Transportation Services Director - - 1.00 1.00 1.00 Assoc Dir -Transportation Services 1.00 1.00 1.00 1.00 1.00 Assoc Dir - Resource Management - 1.00 - - - Total Personnel 2.00 3.00 2.00 2.00 2.00 Activity: CBD Maintenance Operations (810200)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 246,834$ 255,807$ 284,605$ 272,616$ 262,168$ 268,258$ Licenses And Permits General Use Permits 10,432 7,320 7,230 7,320 7,230 7,230 Other Financial Sources Sale Of Assets - 279 5,763 - - - Total Revenues 257,266$ 263,407$ 297,598$ 279,936$ 269,398$ 275,488$ Expenditures: Personnel 75,418$ 78,888$ 85,022$ 85,520$ 70,246$ 72,353$ Services 179,372 163,992 208,149 190,540 193,100 196,962 Supplies 2,476 16,676 4,427 3,876 6,052 6,173 Capital Outlay - 3,850 - - - - Total Expenditures 257,266$ 263,407$ 297,598$ 279,936$ 269,398$ 275,488$ Personnel Services - FTE 2017 2018 2019 2020 2021 M. W. II - CBD 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary Activity Summary 298 SPECIAL REVENUE FUNDS Community Development Block Grant HOME Grant Road Use Tax Other Shared Revenue Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Emergency Levy Affordable Housing Peninsula Apartments Tax Increment Financing (TIF) Districts Self-Supporting Municipal Improvement District (SSMID) - Downtown F Y 2 0 2 1 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. As part of Neighborhood Services, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner-occupied homes, operate service agencies, and encourage micro-enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995 to assess Iowa City’s community development needs for housing, jobs and services for low- and moderate-income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City’s Consolidated Plan for Housing, Jobs, and Services for Low‐ Income Residents. Fund Balance: The CDBG fund has a budgeted ending fund balance of $22,215 in fiscal year 2021 versus an estimated ending fund balance of -$27,805 in fiscal year 2020. This is an increase of $50,020. The increase is due to the repayment of CDBG loans. Revenues: 83.9% of revenue comes from Federal grants, with most of the remainder from loan repayments. Federal grant revenue is budgeted to decrease from $772,572 in fiscal year 2020 to an estimated $658,700 in fiscal year 2021, a decrease of 14.7%. This is primarily due to a carry-forward of prior year grant funding into fiscal year 2020. Expenditures: Fiscal year 2021 expenditures represent a 12.15% decline from fiscal year 2020. This reduction is primarily due a carryover of appropriations from prior years in fiscal year 2020. 301 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 448,893$ (90,569)$ (25,935)$ -$ (27,805)$ 22,215$ Revenues: Use Of Money And Property Interest Revenues 1,839$ 14,161$ 18,222$ 14,145$ 18,215$ 18,215$ Intergovernmental Federal Intergovernmental Revenue 954,233 555,597 628,824 772,572 658,700 658,700 Miscellaneous Other Misc Revenue 1,217 1,185 3,021 (33,820) 13,020 13,020 Other Financial Sources Loans 63,692 87,235 108,867 95,000 95,000 95,000 Total Revenues 1,020,981$ 658,178$ 758,935$ 847,897$ 784,935$ 784,935$ Transfers In: Transfers In-Govt Activities -$ -$ 2,700$ -$ -$ -$ Sub-Total Transfers In -$ -$ 2,700$ -$ -$ -$ Total Revenues & Transfers In 1,020,981$ 658,178$ 761,635$ 847,897$ 784,935$ 784,935$ Expenditures: Personnel 171,546$ 153,629$ 153,909$ 116,041$ 185,221$ 190,778$ Services 1,218,305 435,811 472,227 717,102 548,945 559,924 Supplies 282 2,723 1,880 3,387 749 764 Sub-Total Expenditures 1,390,132 592,163 628,016 836,530 734,915 751,466 Transfers Out: Misc Transfers Out 170,310 1,380 107,684 39,172 - - Sub-Total Transfers Out 170,310 1,380 107,684 39,172 - - Total Expenditures & Transfers Out 1,560,443$ 593,544$ 735,700$ 875,702$ 734,915$ 751,466$ Fund Balance, June 30 (90,569)$ (25,935)$ -$ (27,805)$ 22,215$ 55,684$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (90,569)$ (25,935)$ -$ (27,805)$ 22,215$ 55,684$ % of Revenues -9%-4%0%-3%3%7% CDBG (2100) Fund Summary 302 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CDBG Funds Only FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Funds Spent $1,456,115 $556,490 $726,790 $911,079 $870,278 Local, State & Other Funds Leveraged $498,979 $288,500 $3,165,111 $79,510 $64,231 Housing Units Assisted 26 25 93 19 22 Public Facilities Assisted 3 3 2 3 5 Persons Receiving Services 1,080 2,497 2,808 2,800 2,800 Businesses Assisted in Creating Low-Moderate Income Jobs 0 16 2 24 14 Businesses Assisted with Façade Improvements in a URA 110 0 0 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City 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. 303 HOME GRANT FUND The HOME Grant Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). HOME grant funds are given directly to states and local governments for the exclusive use of affordable housing activities. Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. HOME funds are used throughout the community to address the housing needs of lower income citizens. This is accomplished through: •Acquisition of land and buildings •Rehabilitation of existing housing •Tenant-based rental assistance •New construction of owner-occupied and rental housing Budgeted fund balance at the end of fiscal year 2021 is $253,423 which is an 101.7% increase from the fiscal year 2020 revised estimate. This is due to the budgeted repayment and reallocation of prior of HOME loans. 80.6% 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 2021 by $600,854 or 55.45% from fiscal year 2020 due to a large carry- forward of federal funds in fiscal year 2020 from prior years. Fiscal year 2021 expenditures represent a 54% decrease from the fiscal year 2020 estimate. This decrease is primarily due to a large carry-forward of expenditures in fiscal year 2020 from prior years. 304 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 113,005$ 191,819$ -$ 125,622$ 253,423$ Revenues: Use Of Money And Property Interest Revenues 18,396$ 19,453$ 17,706$ 16,500$ 17,706$ 17,706$ Intergovernmental Fed Intergovnt Rev 155,922 481,960 502,997 1,083,670 482,816 482,816 Miscellaneous Other Misc Revenue - - 2,297 26,000 17,920 - Other Financial Sources Loans 130,769 165,513 191,103 117,000 80,640 80,640 Total Revenues 305,087$ 666,926$ 714,103$ 1,243,170$ 599,082$ 581,162$ Expenditures: Personnel 69,915$ 43,187$ 42,629$ 66,726$ 52,674$ 54,254$ Services 122,167 515,491 756,725 956,822 418,607 426,979 Supplies - 147 98 467 - - Sub-Total Expenditures 192,082 558,825 799,452 1,024,015 471,281 481,233 Transfers Out: Misc Transfers Out - 29,287 106,470 93,533 - - Sub-Total Transfers Out - 29,287 106,470 93,533 - - Total Expenditures & Transfers Out 192,082$ 588,112$ 905,922$ 1,117,548$ 471,281$ 481,233$ Fund Balance, June 30 113,005$ 191,819$ -$ 125,622$ 253,423$ 353,352$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 113,005$ 191,819$ -$ 125,622$ 253,423$ 353,352$ % of Revenues & Transfers In 37%29%0%10%42%61% HOME Grant (2110) Fund Summary 305 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: HOME Funds Only FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Funds Spent $188,836 $579,910 $904,291 $900,884 $881,202 Local, State & Other Funds Leveraged $661,796 $322,877 $714,079 $2,024,854 $3,033,672 Housing Units Assisted 5 46 16 79 53 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. Create/enhance suitable living environments and provide decent, affordable housing opportunities. 306 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’s fund balance on June 30, 2019 was $3,363,436, a decrease of 13.6% over the fiscal year 2018 year-end balance. This decrease was due an increase in the transfers out to the Capital Projects Fund and an increase in capital outlay expenditures. The f iscal year 2020 projected fund balance is a 35.4% decrease compared to fiscal year 2019 primarily due to an increase in capital outlay expenditures from $2,954,873 to $3,207,360. The fiscal year 2020 projected revenue estimates also decreased, because they are based on fiscal year 2018 actual revenues, which were lower. (1)FY20 - FY22 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 6/30/20 Total Payment FY21 FY21 Principal FY21 Interest 2019 Public Works Facility Loan 6/30/2019 $ 1,400,000 2039 $ 1,348,119 $ 93,172 $ 53,455 $ 39,717 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Unassigned $5,714,241 $3,893,383 $3,363,436 $2,171,685 $1,612,192 $1,947,259 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Fund Balance (1) 307 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 2021, Road Use Tax Fund revenues are projected to be over $8.8 million, which is a 4.67% increase over the fiscal year 2020 estimated revenue. Road Use Tax Fund revenues have increased by 1.7% since fiscal year 2017. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. Expenditures: Fiscal year 2021 budgeted expenditures, excluding transfers out, are higher than fiscal year 2020 expenditures by 4.0%. This increase is primarily due to an increase in equipment maintenance chargebacks due to new equipment added, and due to the new allocation of the Public Works Facility operations to the Streets division, and due to salary and benefit cost increases. $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Revenue Trends Intergovernmental Charges for Services Miscellaneous Other Financial Sources 308 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. $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 309 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,767,142$ 5,714,241$ 3,893,383$ 3,363,436$ 2,171,685$ 1,612,192$ Revenues: Intergovernmental Disaster Assistance -$ 1,388$ -$ -$ -$ -$ Road Use Tax 8,672,279 8,426,502 8,820,138 8,426,500 8,820,140 9,702,154 Charges For Fees And Services Building & Devlpmt 66,843 18,090 37,814 21,000 37,810 37,810 Miscellaneous Other Misc Revenue 64,025 93,917 97,569 66,860 77,750 77,750 Other Financial Sources Sale Of Assets - 46 426 - - - Sub-Total Revenues 8,803,148 8,539,943 8,955,947 8,514,360 8,935,700 9,817,714 Transfers In: Transfers In-Govt Activities 330,662 427,642 451,026 515,321 622,793 641,477 Sub-Total Transfers In 330,662 427,642 451,026 515,321 622,793 641,477 Total Revenues & Transfers In 9,133,810$ 8,967,585$ 9,406,973$ 9,029,681$ 9,558,493$ 10,459,191$ Expenditures: Road Use Tax Administration 83,368$ 83,241$ 83,316$ 124,604$ 123,100$ 125,562$ Sidewalk Inspection 78,498 32,139 121,711 96,448 119,990 100,895 Traffic Engineering 1,150,896 1,288,805 1,563,535 1,381,272 1,348,056 1,370,560 Streets System Maintenance 3,949,667 4,655,238 4,885,145 4,994,023 5,269,313 5,405,742 Sub-Total Expenditures 5,262,429 6,059,424 6,653,708 6,596,347 6,860,459 7,002,758 Transfers Out: Capital Projects Fund 3,650,949 4,448,639 2,954,873 3,207,360 2,797,000 2,647,000 Interfund Loan Repayment to Landfill - - - 51,881 53,455 55,080 Misc Transfers Out 273,332 280,379 328,340 365,844 407,072 419,285 Sub-Total Transfers Out 3,924,281 4,729,018 3,283,213 3,625,085 3,257,527 3,121,365 Total Expenditures & Transfers Out 9,186,710$ 10,788,442$ 9,936,921$ 10,221,432$ 10,117,986$ 10,124,123$ Fund Balance, June 30 5,714,241$ 3,893,383$ 3,363,436$ 2,171,685$ 1,612,192$ 1,947,259$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 5,714,241$ 3,893,383$ 3,363,436$ 2,171,685$ 1,612,192$ 1,947,259$ % of Revenues & Transfers In 63%43%36%24%17%19% Road Use Tax (2200) Fund Summary 310 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; pedestrian signs and signals; lane line painting for traffic, bicycles, and pedestrians; street lighting and poles; banners; specialty bridge lighting; locating City utilities; and plan review and coordination for projects. Streets System Maintenance 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 broken concrete street panels and repairs 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. 311 •The Streets Division repairs all damaged street signage and installs new signage. •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 6,344 potholes and replaced 172 street panels in fiscal year 2019 •Leaf program picked up 445 loads totaling 1,113 tons in fiscal year 2019 •Replaced 976 street signs in fiscal year 2019 to comply with Federal retro- reflectivity requirements •Completed five street sweeping passes of the entire street network •Street sweeping program picked up 263 loads totaling 2,328 tons in fiscal year 2019 •Sprayed all pavement markings including a second fall application on major streets •Assisted with traffic control for several special events including, Summer of the Arts and the Iowa Homecoming Parade •Assisted other Divisions and Departments with tasks such as; sign installations, water main breaks, and traffic control setup, erosion control, 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 •Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing with current revenue and resource levels •More bike lanes and cross walks to maintain •Upgrading the Streets Division campus •Brine introduced into winter operations •Covered bunkers to store sand/salt •Converting unsupported Autoscope intersections •Additional specialty lighting and banners to manage •Adding PTZ cameras to all signalized intersections 312 Staffing: FY2019 FY2020 FY2021 Total FTE’s 32.00 32.00 32.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2021 budget. Service Level Change Summary: In fiscal year 2020, the new Public Works Facility opened. The operations for this facility are in the Public Works department in the General Fund. This budget is being allocated to different divisions based upon their allocated square footage of the facility. The Streets division in the Road Use Tax Fund is being allocated 74% of the Public Works Facility’s budget. Financial Highlights: Road Use Tax revenues are projected to be 4.67% or $393,640 higher than fiscal year 2020 due to an increase in actual collections in fiscal year 2019. Traffic Engineering includes Capital Outlay expenditures of $82,000 for traffic signal equipment, $35,000 to paint traffic signal poles, and $30,000 to paint light poles. Streets System Maintenance Services expenditures increased by $263,607 or 17.66% primarily due to the cost share added for the new Public Works Facility of $147,737 and an increase of Equipment Fund charges for new equipment totaling $145,727. Streets System Maintenance Capital Outlay expenditures includes $40,000 for two brine swap loader roll-offs and $12,000 for a new power screed. 313 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 1,413 1,207 976 1,100 1,100 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Dump Truck Loads of Sweeping Debris FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 160.50 177 250 180 220 1,284 1,416 2,224 1,500 1,800 Packer Truck Loads of Sweeping Debris FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 11 21 13 46 40 88 168 104 368 320 Leaf Vacuum Pickup Season FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 581 560 445 516 525 1,453 1,400 1,113 1,290 1,312 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 Number of Loads Tons 314 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used 5 Year Average FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Concrete (yards) 1,514.46 1,296.25 1,528.31 1,547.75 1,600 1,600 Asphalt (tons) 385.35 193.73 261.90 571.11 450 450 Rock (tons) 1,154.49 667.15 1,549.53 1,155.78 1,200.00 1,200.00 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 2,900 2,850 6,344 5,000 5,000 140 165 172 177 177 Community Survey results of the percent rated positively FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 39% N/A N/A N/A N/A Street Cleaning 68% N/A N/A N/A N/A 59% N/A N/A N/A N/A *Community Survey conducted during FY 2013 and FY 2017 Subject Street Repair Sidewalk Maintenance Street Panels – Removal/Replacement 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 315 Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Road Use Tax 8,672,279$ 8,426,502$ 8,820,138$ 8,426,500$ 8,820,140$ 9,702,154$ Transfers In-Govt Activities 330,662 427,642 451,026 515,321 622,793 641,477 Total Revenues & Transfers In 9,002,941$ 8,854,144$ 9,271,164$ 8,941,821$ 9,442,933$ 10,343,631$ Expenditures: Services 83,368$ 83,241$ 83,316$ 124,604$ 123,100$ 125,562$ Total Expenditures 83,368$ 83,241$ 83,316$ 124,604$ 123,100$ 125,562$ Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Building & Devlpmt 66,843$ 18,090$ 37,814$ 21,000$ 37,810$ 37,810$ Total Revenues 66,843$ 18,090$ 37,814$ 21,000$ 37,810$ 37,810$ Expenditures: Personnel 7,324$ 6,358$ 11,933$ 17,803$ 20,475$ 21,089$ Services 2,717 3,210 6,736 13,445 14,071 14,352 Supplies 82 55 435 200 444 453 Capital Outlay 68,376 22,517 102,607 65,000 85,000 65,000 Total Expenditures 78,498$ 32,139$ 121,711$ 96,448$ 119,990$ 100,895$ Capital Outlay 2020 2021 Sidewalk And R.O.W. Repairs 65,000$ 85,000$ Total Capital Outlay 65,000$ 85,000$ Activity Summary Activity Summary 316 Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue 27,943$ 48,200$ 41,386$ 23,370$ 28,690$ 28,690$ Other Financial Sources Sale Of Assets -$ -$ 426$ -$ -$ Total Revenues 27,943$ 48,200$ 41,812$ 23,370$ 28,690$ 28,690$ Expenditures: Personnel 545,737$ 470,377$ 501,177$ 526,710$ 568,304$ 585,353$ Services 479,970 555,089 440,297 505,165 462,675 471,929 Supplies 98,998 190,336 224,797 114,782 160,077 163,279 Capital Outlay 26,191 73,004 397,265 234,615 157,000 150,000 Total Expenditures 1,150,896$ 1,288,805$ 1,563,535$ 1,381,272$ 1,348,056$ 1,370,560$ Personnel Services - FTE 2017 2018 2019 2020 2021 Asst Streets Superintendent 0.50 - - - - Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00 Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.50 - - - - Streets Superintendent 0.50 - - - - Total Personnel 4.50 3.00 3.00 3.00 3.00 Capital Outlay 2020 2021 Paint Traffic Signal Poles 30,000$ 35,000$ Paint Light Poles 117,615 30,000 Trailer 5,000 - Paint Machine - 10,000 Traffic Signal Equipment 82,000 82,000 Total Capital Outlay 234,615$ 157,000$ Activity Summary 317 Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Disaster Assistance -$ 1,388$ -$ -$ -$ -$ Miscellaneous Other Misc Revenue 36,082 45,716 56,183 43,490 49,060 49,060 Other Financial Sources Sale Of Assets - 46 - - - - Total Revenues 36,082$ 47,150$ 56,183$ 43,490$ 49,060$ 49,060$ Expenditures: Personnel 2,189,743$ 2,488,765$ 2,585,629$ 2,688,196$ 2,795,229$ 2,879,086$ Services 1,232,357 1,416,824 1,539,614 1,493,015 1,756,622 1,791,754 Supplies 458,732 487,741 718,833 596,312 646,962 659,901 Capital Outlay 68,835 261,908 41,069 216,500 70,500 75,000 Total Expenditures 3,949,667$ 4,655,238$ 4,885,145$ 4,994,023$ 5,269,313$ 5,405,742$ Personnel Services - FTE 2017 2018 2019 2020 2021 Asst Streets Superintendent 0.50 1.00 1.00 1.00 1.00 M.W. II - Signs 1.00 1.00 1.00 - - M.W. I - Streets 6.00 8.00 8.00 8.00 8.00 M.W. II - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Signs & Pavement Markings Technician - - - 1.00 1.00 Sr Clerk/Typist - Streets 0.50 1.00 1.00 1.00 1.00 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Streets Superintendent 0.50 1.00 1.00 1.00 1.00 Total Personnel 25.50 29.00 29.00 29.00 29.00 Capital Outlay 2020 2021 Hotbox 80,000$ -$ Swap Loader Trucks 80,000 - Track Skid-loader & Planer 25,000 - Brine Swap Loader Roll-off (2)- 40,000 Snow Plow Blade 16,000 3,500 Copier 6,000 - Power Screed - 12,000 Broom/bucket for Skid Steer Loader - 6,000 Equipment GPS Tracking Hardware 9,500$ 9,000 Total Capital Outlay 216,500$ 70,500$ Activity Summary 318 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. This grant is expected to be completed in fiscal year 2020. •Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017. The federal grant share is $1,153,761, the State of Iowa’s share is $146,871, and the City’s share will be $224,042. The City’s share may be in kind or in cash and is shown as a transfer-in from the General Fund. The total project is $1,524,674. The City has received prior HMGP grants as well. This grant was completed in fiscal year 2018. No grant or project activity is budgeted for fiscal year 2021. 319 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 152,415$ 82,485$ 3,968$ (17,584)$ (12,530)$ (12,530)$ Revenues: Intergovernmental Fed Intergovnt Rev 470,272$ 201,484$ -$ -$ -$ -$ Operating Grants 44,085 - - - - - Disaster Assistance 62,703 26,865 - - - - Miscellaneous Contrib & Donations - 41,740 8,333 44,981 - - Sub-Total Revenues 577,060 270,089 8,333 44,981 - - Transfers In: Misc Transfers In 5,163 (15,185) - - - - Sub-Total Transfers In 5,163 (15,185) - - - - Total Revenues & Transfers In 582,223$ 254,904$ 8,333$ 44,981$ -$ -$ Expenditures: Personnel 5,010$ 1,409$ 2,634$ -$ -$ -$ Services 158,196 124,107 26,554 39,927 - - Supplies 1,946 4,905 697 - - - Capital Outlay 487,000 203,000 - - - - Sub-Total Expenditures 652,152 333,421 29,885 39,927 - - Total Expenditures 652,152$ 333,421$ 29,885$ 39,927$ -$ -$ Fund Balance, June 30 82,485$ 3,968$ (17,584)$ (12,530)$ (12,530)$ (12,530)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 82,485$ 3,968$ (17,584)$ (12,530)$ (12,530)$ (12,530)$ % of Revenues & Transfers In 14%2% -211% 200%100%400% Other Shared Revenue (2300) Fund Summary 320 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 MPOJC fund was steady in fiscal year 2017 and 2018 and then jumped by 35% in fiscal year 2019. This was due to a combination of member contribution rate increases and expenditures finishing lower than anticipated. The MPOJC’s fund balance is expected to hold steady in fiscal year 2020 but is being intentionally reduced in fiscal year 2021. A $30,000 reduction in fund balance is budgeted in fiscal year 2021 to an ending fund balance of $316,568 which is 42% or revenues and transfers in. Revenues for fiscal year 2021 are expected to be lower by 2.5% due to a 7.4% decrease in member contributions. Transfers in are budgeted to increase by 7.4% in fiscal year 2021 due to an increase in the City’s cost of transportation planning. Expenditures are also higher in fiscal year 2021 by 5.1% including a 5.8% increase in transportation planning. 321 Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co Department: Neighborhood and Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 1,162$ 2,887$ 6,613$ 2,890$ 4,000$ 4,000$ Intergovernmental Fed Intergovnt Revenue - 51,500 230,000 230,000 230,000 230,000 Local 28E Agreements 100,719 110,774 135,308 147,186 136,802 150,482 Other State Grants 190,000 148,500 - - - - Miscellaneous Other Misc Revenue 4,085 6,794 6,550 6,790 6,550 6,550 Other Financial Sources Sale Of Assets - 4 32 - - - Transfer-In from General Fund and RUT 268,255 276,205 333,028 352,530 378,577 389,934 Total Revenues & Transfers In 564,221$ 596,664$ 711,530$ 739,396$ 755,929$ 780,967$ Expenditures: Personnel 477,613$ 461,062$ 495,221$ 602,237$ 640,337$ 659,547$ Services 112,449 120,118 120,183 128,509 133,058 135,719 Supplies 19,844 10,159 3,221 17,050 12,534 12,785 Total Expenditures 609,907$ 591,338$ 618,626$ 747,796$ 785,929$ 808,051$ Personnel Services - FTE 2017 2018 2019 2020 2021 Administrative Secretary 0.20 0.20 0.20 0.20 - Development Services Assistant - - - - 0.20 Associate Planner 2.50 2.50 3.00 3.00 3.00 Sr. Associate Planner 1.00 1.00 1.00 1.00 1.00 MPO Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.70 4.70 5.20 5.20 5.20 Activity Summary 322 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY OPERATIONS It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill state and federal requirements necessary to receive state and federal transportation capital and operating funds; to conduct transportation and traffic studies related to public and private development projects; to provide traffic data collection and analysis services, prepare and administer transportation-related grants; and serve as a body for regional policy and project- related discussions. Metropolitan Planning Organization (MPO) designations are made by the Governor of the State of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. The MPO coordinates planning efforts for all of Johnson County in: transportation planning, data collection and analysis, and assistance to small communities. Member agencies outside of the Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon, and Swisher. The MPO fulfills federal requirements involving the transportation planning process in order to maintain eligibility for grant programs through the Federal Transit Administration (FTA) and Federal Highway Administration (FHWA). The "3-C" transportation planning process consists of a comprehensive, coordinated and continuing planning effort for all modes of transportation. Projects include short and long-range transportation plans, corridor studies, intersection analyses, survey reports, and review of development projects. The MPO also prepares state and federal grant applications and fulfills the associated administration and regulation compliance. In past years, the MPO has also facilitated discussion on regional issues including a fire protection mutual aid agreement, joint animal control facilities, a Joint Emergency Communications Center, and affordable housing issues. Although funding is received from all MPO members, the MPO is organized under the City of Iowa City. Through a 28(e) agreement, staff provides assistance to the other members of MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle pool expenditures. HIGHLIGHTS Recent Accomplishments: • Completion of the fiscal year 2019 Transportation Planning Work Program & adoption of the fiscal year 2020 Work Program • Completion of the MPO Fiscal Year 2020-2023 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration. 323 •Completion of Transit Capital Equipment Replacement Plan & Program of Projects •Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system 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 2021-2024 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration •Completion of the fiscal year 2020 Transportation Planning Work Program & adoption of the fiscal year 2021 Work Program •Adoption of Federal Functional Classification changes for urbanized area roadways •Allocation and programming of more than $10.5 million in surface transportation infrastructure and transit operating funds. Staffing: FY2019 FY2020 FY2021 Total FTE’s 5.20 5.20 5.20 Staffing Level Change Summary: In fiscal year 2021, The NDS Administrative Secretary was replaced with the Development Services Assistant, which is allocated .30 FTE to NDS Admin, .50 FTE to Building Inspection, and .20 FTE to the Metro Planning Organization of Johnson County. The NDS Administrative Secretary had also been allocated at .20 FTE to the MPOJC previously. Service Level Change Summary: There are no service level changes included in the fiscal year 2021. Financial Highlights: The fiscal year 2021 budgeted expenditures increased by 5.1% over fiscal year 2020 primarily due to increases in wages and benefits. Contributions from other local governments decreased by 7.1% in fiscal year 2021 while transfers from the City’s General Fund and Road Use Tax Fund grew by 7.4%. City contributions increased due to an increase in wages in benefits in the general transportation area of the MPOJC which is funded from State and Federal grants and City of Iowa City contributions. 324 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 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate      Passenger Transportation Plan Transportation Improvement Program      325 *Average of CY 2016-2019 Major Injury 13 17 17 1,461 1,424 Fatal 1 3 9 119 102 $1,315,860 STBG funds for Benton Street Rehabilitation $1,368,140 STBG funds for American Legion Road Reconstruction 195 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 2016 CY 2017 Possible/Unknown Injury 231 Property Damage Only 1,044 1,095 1,073 244 218 Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve $1,315,860 STBG funds for Benton Street Rehabilitation $438,000 TAP funds for Hwy 6 Trail FY 2020 Projected $3,750,000 STBG funds for Dodge Street Reconstruction $438,000 TAP funds for HWY 6 Trail Construction $1,011,360 STBG funds for Burlington St Pavement Rehab/Widen $1,000,000 STBG-HBP funds for Gilbert St Bridge Replacement $444,000 STBG- HBP funds for 2nd Ave Bridge Replacement FY 2018FY 2017 $1,622,763 Federal Transit Grant for Iowa City Transit* $1,582,896 Federal Transit Grant for Iowa City Transit* $1,752,119 Federal Transit Grant for Iowa City Transit* Iowa City’s Capital Improvements Program priorities. FY 2019 $1,822,204 Federal Transit Grant for Iowa City Transit* $1,487,897 Federal Transit Grant for Iowa City Transit* 2 1,363 107 14 2 1,414 116 Totals 1,408 0 FY 2021 Estimate 92 *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting CY 2018 CY 2020 Estimate* 1,069 Minor Injury 222 CY 2019 Projected 1,065 326 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: *Average of CY 2016-2019 4 0 47 3 0 43 0 1 17 2528 12 CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate CY 2016 4,393 2.51 CY 2017 4,760 2.09 CY 2018 4,728 2.08 Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Metric tonnes of Vehicle CO2e Per Capita Total Vehicle Miles Traveled Per Capita CY 2019 Projected Not Available Not Available CY 2020 Estimate Not Available Not Available Totals Transportation Safety (Bicycle & Pedestrian Collisions) Department objective is to have zero fatalities. per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the Transportation Planning Division. Fatal 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. 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/Unknown Injury Minor Injury Major Injury 2 9 21 35 1 23 24 4 1 53 0 25 28 5 0 58 0 3 Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions 327 Mode Split - Commuting to Work: Includes all workers 16 years or older by primary means of 6.0 7.3 9.9 8.66.9 2.2 10.7 0.8 Bike Walked *Includes CTPP data from 2000. ** Includes 3-year American Community Survey data. Taxi, Motorcycle and other means Worked at Home 2.6 10.4 1.5 2.1 3.7 16.0 1.2 3.5 3.5 15.7 1.6 1.7 11.1 0.4 1.7 4.22.0 2 or more person carpool Drove alone Travel to Work (%) public transit. CY 2000* 65.3 13.7 CY 2012** 63.6 12.6 CY 2015** 57.0 8.9 CY 2018**CY 2009** 63.1 14.3 58.0 8.4 travel to work. Department objective is to increase the mode split for walking, biking, or use of Transit 328 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 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 1,162$ 2,887$ 6,613$ 2,890$ 4,000$ 4,000$ Intergovernmental Fed Intergovnt Revenue - 51,500 230,000 230,000 230,000 230,000 Local 28E Agreements 100,719 110,774 135,308 147,186 136,802 150,482 Other State Grants 190,000 148,500 - - - - Miscellaneous Other Misc Revenue 4,085 6,794 6,550 6,790 6,550 6,550 Other Financial Sources Sale Of Assets - 4 32 - - - Transfer-In from General Fund and RUT 268,255 276,205 333,028 352,530 378,577 389,934 Total Revenues & Transfers In 564,221$ 596,664$ 711,530$ 739,396$ 755,929$ 780,967$ Expenditures: Personnel 477,613$ 461,062$ 495,221$ 602,237$ 640,337$ 659,547$ Services 112,449 120,118 120,183 128,509 133,058 135,719 Supplies 19,844 10,159 3,221 17,050 12,534 12,785 Total Expenditures 609,907$ 591,338$ 618,626$ 747,796$ 785,929$ 808,051$ Personnel Services - FTE 2017 2018 2019 2020 2021 Administrative Secretary 0.20 0.20 0.20 0.20 - Development Services Assistant - - - - 0.20 Associate Planner 2.50 2.50 3.00 3.00 3.00 Sr. Associate Planner 1.00 1.00 1.00 1.00 1.00 MPO Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.70 4.70 5.20 5.20 5.20 Activity Summary 329 EMPLOYEE BENEFITS FUND This fund accounts for annual employee benefit costs for the General Fund and a share of Road Use Tax employees. Costs include health, dental, life and disability insurance; employer-share FICA and IPERS retirement contributions; Chapter 411 Police and Fire retirement contributions, accidental disability and on-the-job injury medical claims; and worker’s compensation insurance. Legal authority for the fund is established by two sections of Iowa code. Iowa State Code chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of “accounting for pension and related employee benefit funds as provided by the City Finance Committee”, while also providing the authority to levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa provides the City Finance Committee’s definition of eligible benefits and how they are must be accounted for. 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 2017 are as follows: The Employee Benefits property tax levy for fiscal year 2020 was $3.24415 per $1,000 of valuation. For fiscal year 2021, this levy increases by $.10 to $3.34415 per $1,000 of valuation. 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues 11,145,984$ 11,668,231$ 12,845,423$ 13,031,767$ 14,712,009$ 15,126,602$ Fund Balanc e 2,520,948$ 2,847,078$ 3,954,489$ 3,709,849$ 4,126,655$ 4,541,855$ Percentage 22.62% 24.40% 30.79% 28.47% 28.05% 30.03% 330 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 2.94% in fiscal year 2022, 2.97% in 2023, 2.45% in 2024, 3.00 % in 2025, and 3.00% in fiscal year 2026. 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. 331 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,670,848$ 2,520,948$ 2,847,078$ 3,954,489$ 3,709,849$ 4,126,655$ Revenues: Property Taxes 10,387,251$ 10,764,314$ 12,083,012$ 12,210,314$ 13,819,766$ 14,234,359$ Other City Taxes Gas/Electric Excise Tax 137,736 131,729 137,980 138,588 134,288 134,288 Mobile Home Tax 12,358 11,787 12,059 11,790 12,060 12,060 Intergovernmental Property Tax Credits 294,581 291,713 313,515 350,385 424,666 424,666 State 28E Agreements 302,475 315,688 298,858 315,690 321,229 321,229 Miscellaneous Other Misc Revenue 11,581 152,999 - 5,000 - - Total Revenues 11,145,984$ 11,668,231$ 12,845,423$ 13,031,767$ 14,712,009$ 15,126,602$ Expenditures: General Government Employee Benefits 383,907$ 376,933$ 375,122$ 373,770$ 368,524$ 376,455$ Public Safety Employee Benefits 484,394 590,525 431,659 919,871 953,206 972,270 Sub-Total Expenditures 868,301 967,457 806,781 1,293,641 1,321,730 1,348,725 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 9,427,583 10,374,643 10,931,231 11,982,766 12,973,473 13,362,677 Sub-Total Transfers Out 9,427,583 10,374,643 10,931,231 11,982,766 12,973,473 13,362,677 Total Expenditures & Transfers Out 10,295,884$ 11,342,101$ 11,738,012$ 13,276,407$ 14,295,203$ 14,711,402$ Fund Balance, June 30 2,520,948$ 2,847,078$ 3,954,489$ 3,709,849$ 4,126,655$ 4,541,855$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 2,520,948$ 2,847,078$ 3,954,489$ 3,709,849$ 4,126,655$ 4,541,855$ % of Revenues 23%24%31%28%28%30% Employee Benefits (2400) Fund Summary 332 Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes 10,387,251$ 10,764,314$ 12,083,012$ 12,210,314$ 13,819,766$ 14,234,359$ Other City Taxes Gas/Electric Excise Tax 137,736 131,729 137,980 138,588 134,288 134,288 Mobile Home Tax 12,358 11,787 12,059 11,790 12,060 12,060 Intergovernmental Property Tax Credits 294,581 291,713 313,515 350,385 424,666 424,666 Total Revenues 10,831,927$ 11,199,544$ 12,546,565$ 12,711,077$ 14,390,780$ 14,805,373$ Expenditures: Personnel 54,792$ 55,798$ 50,496$ 60,598$ 56,014$ 57,694$ Services 329,115 321,135 324,626 313,172 312,510 318,760 Total Expenditures 383,907$ 376,933$ 375,122$ 373,770$ 368,524$ 376,455$ Personnel Services - FTE 2017 2018 2019 2020 2021 Administrative Secretary 0.50 0.50 0.50 - - Risk & Finance Assistant - - - 0.50 0.50 Finance Director 0.05 0.05 0.05 0.05 0.05 Total Personnel 0.55 0.55 0.55 0.55 0.55 Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental State 28E Agreements 302,475$ 315,688$ 298,858$ 315,690$ 321,229$ 321,229$ Miscellaneous Other Misc Revenue 11,581 152,999 - 5,000 - - Total Revenues 314,057$ 468,687$ 298,858$ 320,690$ 321,229$ 321,229$ Expenditures: Services 484,394$ 590,525$ 431,659$ 919,871$ 953,206$ 972,270$ Total Expenditures 484,394$ 590,525$ 431,659$ 919,871$ 953,206$ 972,270$ Activity Summary Activity Summary 333 EMERGENCY LEVY FUND The Emergency Levy Fund accounts for the collection and disbursement of the Emergency property tax levy. Legal authority for the fund is established by Iowa State Code chapter 384.13 which provides authority for municipalities to establish an emergency fund and certify a property tax levy not to exceed $.27 per $1,000 of valuation. The City must be at its General Fund property tax levy limit of $8.10 for the City to be able to utilize the Emergency levy. On August 6, 2019, the City Council declared a climate crisis for the City and accelerated the City’s goals for carbon emission reduction to reach net-zero emissions by the year 2050. As a result of this declaration, the City Council has accepted an action plan in their effort to accomplish this goal. The Emergency property tax levy is being utilized to enhance and support efforts to reduce carbon emissions city-wide and within City operations. The Emergency property tax levy is being utilized in fiscal year 2021 for climate action purposes and is being set at $.24 per $1,000 of valuation. 334 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ -$ -$ 642$ Revenues: Property Taxes -$ -$ -$ -$ 991,805$ 1,021,559$ Other City Taxes Gas/Electric Excise Tax - - - - 9,637 9,637 Total Revenues -$ -$ -$ -$ 1,001,442$ 1,031,196$ Expenditures: Services -$ -$ -$ -$ 295,000$ 300,900$ Supplies - - - - 80,800 82,416 Capital Outlay - - - - 525,000 535,500 Sub-Total Expenditures - - - - 900,800 918,816 Transfers Out: Capital Projects Fund - - - - 100,000 100,000 Sub-Total Transfers Out - - - - 100,000 100,000 Total Expenditures & Transfers Out -$ -$ -$ -$ 1,000,800$ 1,018,816$ Fund Balance, June 30 -$ -$ -$ -$ 642$ 13,022$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ 642$ 13,022$ % of Revenues 0%0%0%0%0%1% Emergency Levy (2450) Fund Summary 335 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 developer also agreed to make a contribution of $1,000,000 to the City’s Affordable Housing Fund, which was how this fund was created. In fiscal years 2018 and 2019, the City contributed $650,000 and $1,000,000, respectively, to the Affordable Housing Fund. In fiscal years 2020 and 2021, the City has budgeted to contribute $1,000,000, per year to this Fund from the General Fund. Prior to fiscal year 2020, City Council had directed that affordable housing funds to be split three ways: 1)50% to the Johnson County Housing Trust Fund, 2)30% to be held for land banking or emergent situations determined by the City Council, 3)20% directed to HCDC for LIHTC support or supplemental aid through the CDBG/HOME application process. Starting in fiscal year 2020, City Council changed the allocation of the Affordable Housing Fund as follows: 1)70% to the Housing Trust Fund, which includes the LIHTC set-aside. 2)7.5% to an Opportunity Fund 3)7.5% to the Healthy Homes program 4)10% to programs that help tenants secure housing. (70% of this is dedicated to a security deposit program and 30% to capitalize a landlord risk mitigation fund) 5) 5% will be reserved for emergent situations. If balance at end of year, converts to the Opportunity Fund. The fiscal year 2018 and 2019 fund balance is $1,208,851 and $1,635,738, respectively. In fiscal years 2020 and 2021, the ending fund balances are projected to be $1,231,378. 336 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,000,000$ 468,102$ 1,208,851$ 1,635,738$ 1,231,378$ 1,231,378$ Revenues: Use Of Money And Property Interest Revenues 3,926$ 11,389$ 17,949$ -$ -$ -$ Charges for Fees & Services Building & Development - 404,360 404,360 - - - Sub-Total Revenues 3,926 415,749 422,309 - - - Transfers In: Transfer-In from General Fund - 650,000 1,000,000 1,000,000 1,000,000 1,000,000 Sub-Total Transfers In - 650,000 1,000,000 1,000,000 1,000,000 1,000,000 Total Revenues & Transfers In 3,926$ 1,065,749$ 1,422,309$ 1,000,000$ 1,000,000$ 1,000,000$ Expenditures: Services 500,000$ 325,000$ 995,422$ 1,154,360$ 850,000$ 850,000$ Capital Outlay - - - 250,000 150,000 150,000 Sub-Total Expenditures 500,000 325,000 995,422 1,404,360 1,000,000 1,000,000 Transfers Out: Capital Projects Fund 35,824$ -$ -$ -$ -$ -$ Sub-Total Transfers Out 35,824 - - - - - Total Expenditures 535,824$ 325,000$ 995,422$ 1,404,360$ 1,000,000$ 1,000,000$ Fund Balance, June 30 468,102$ 1,208,851$ 1,635,738$ 1,231,378$ 1,231,378$ 1,231,378$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 468,102$ 1,208,851$ 1,635,738$ 1,231,378$ 1,231,378$ 1,231,378$ % of Revenues 11923%291%387%200%100%400% Affordable Housing (2500) Fund Summary 337 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, 2020 will be $83,226. 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 2021 ending fund balance is projected at $209,688. The fund’s cash balance continues to grow in order to cover the $210,784 lump sum payment due in fiscal year 2025 which was part of the original financing for the project. Revenues: Rental income is projected at $66,430 in fiscal year 2021 an increase of 6.46% from the fiscal year 2020 estimate. Expenditures: Expenditures are budgeted at 3.31% higher than fiscal year 2020 primarily due to moving the related loss reserve payments from the Housing Authority budget into this budget. 338 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 124,888$ 143,381$ 166,019$ 181,241$ 198,805$ 209,688$ Revenues: Use Of Money And Property Interest Revenues 802$ 2,254$ 4,374$ 2,250$ 2,000$ 2,000$ Rents 76,714 71,025 66,431 71,020 66,430 66,430 Total Revenues 77,516$ 73,278$ 70,805$ 73,270$ 68,430$ 68,430$ Expenditures: Services 45,801$ 36,939$ 38,784$ 40,992$ 42,300$ 43,146$ Capital Outlay - - 2,600 - - - Other Financial Uses 13,222 13,702 14,199 14,714 15,248 15,248 Total Expenditures 59,023$ 50,641$ 55,583$ 55,706$ 57,548$ 58,394$ Fund Balance, June 30 143,381$ 166,019$ 181,241$ 198,805$ 209,688$ 219,724$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 143,381$ 166,019$ 181,241$ 198,805$ 209,688$ 219,724$ % of Revenues 243%328%326%357%364%376% Peninsula Apartments (2510) Fund Summary 339 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, 2019 included dollars requested from the Moss Green Village for the first time. Urban Renewal Area Outstanding TIF Debt Previously Certified 6/30/2019 TIF Debt Certified 12/1/19 Estimated TIF Receipts FY20 Estimated TIF Receipts FY21 Estimated TIF Debt 6/30/2021 2603 - City-University I 40,787,164$ 749$ 2,177,935$ 2,022,516$ 36,587,462$ 2604 - Sycamore & 1st Ave 872,456 1,309 542,301 1,309 330,155 2607 - Scott 6 Industrial 7,308 - 6,804 - 504 2613 - Moss Green Village - 1,988,014 - - 1,988,014 2614 - Towncrest Area 1,132,559 - 307,388 154,696 670,475 2615 - Riverside Drive (2)2,935,266 107 416,407 414,682 2,104,284 2616 - Foster Road (1)3,376,512 - -- 3,376,512 Total 49,111,265$ 1,990,179$ 3,450,835$ 2,593,203$ 45,057,406$ (1) Has not been certified yet (2) Does not include reductions from Hotel/Motel Tax rebates for the Hilton Garden Inn 340 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 239,487$ 482,246$ 1,525,593$ 977,949$ 511,341$ 952,373$ Revenues: Other City Taxes TIF Revenues 2,226,302$ 2,459,216$ 2,564,840$ 3,450,835$ 2,593,203$ 2,826,303$ Use Of Money And Property Interest Revenues 4,429 14,512 33,811 10,000 15,000 - Sub-Total Revenues 2,230,731 2,473,728 2,598,651 3,460,835 2,608,203 2,826,303 Transfers In: Transfers In - 59,834 175,780 107,620 165,000 165,000 Sub-Total Transfers In - 59,834 175,780 107,620 165,000 165,000 Total Revenues & Transfers In 2,230,731$ 2,533,563$ 2,774,431$ 3,568,455$ 2,773,203$ 2,991,303$ Expenditures By Urban Renewal Area: City-University I -$ 107,617$ 168,832$ 1,272,248$ 985,883$ 1,156,225$ Sycamore & 1st Ave - 250,000 - 250,000 - - Heinz Road - 8 - -- - Riverside Drive - 34,506 249,474 254,146 254,146 - Sub-Total Expenditures - 392,130 418,306 1,776,394 1,240,029 1,156,225 Transfers Out: TIF Debt Transfers Out 1,987,971 1,098,086 2,903,769 2,258,669 1,092,142 1,835,078 Sub-Total Transfers Out 1,987,971 1,098,086 2,903,769 2,258,669 1,092,142 1,835,078 Total Expenditures & Transfers Out 1,987,971$ 1,490,217$ 3,322,075$ 4,035,063$ 2,332,171$ 2,991,303$ Fund Balance, June 30 482,246$ 1,525,593$ 977,949$ 511,341$ 952,373$ 952,373$ Restricted / Committed /Assigned 476,815 574,271 945,388 511,341 952,373 952,373 Unassigned Balance 5,431$ 951,322$ 32,561$ -$ -$ -$ % of Revenues & Transfers In 0%38%1%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 341 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 2,796$ 5,424$ (37,619)$ (15,469)$ (615,469)$ (15,469)$ Revenues: Other City Taxes TIF Revenues 787,700$ 732,757$ 1,362,039$ 2,177,935$ 2,022,516$ 2,556,823$ Use Of Money And Property Interest Revenues 4,429 14,512 33,811 10,000 15,000 - Transfers In: Transfers In - 59,834 175,780 107,620 165,000 165,000 Total Revenues 792,130$ 807,104$ 1,571,630$ 2,295,555$ 2,202,516$ 2,721,823$ Expenditures: TIF Rebate -$ 107,617$ 168,832$ 1,272,248$ 985,883$ 1,156,225$ Transfers Out: TIF Debt Transfers Out 789,502$ 742,530$ 1,380,649$ 1,623,307$ 616,633$ 1,565,598$ Total Transfers Out 789,502$ 850,146$ 1,549,481$ 2,895,555$ 1,602,516$ 2,721,823$ Fund Balance, June 30 5,424$ (37,619)$ (15,469)$ (615,469)$ (15,469)$ (15,469)$ Restricted / Committed /Assigned - - - - - Unassigned Balance 5,424$ (37,619)$ (15,469)$ (615,469)$ (15,469)$ (15,469)$ 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 236,684$ 476,815$ 574,271$ 945,388$ 1,078,780$ 919,812$ Revenues: Other City Taxes TIF Revenues 398,437$ 505,959$ 530,123$ 542,301$ 1,309$ -$ Total Revenues 398,437$ 505,959$ 530,123$ 542,301$ 1,309$ -$ Expenditures: TIF Rebate -$ 250,000$ -$ 250,000$ -$ -$ Transfers Out: TIF Debt Transfers Out 158,306 158,504 159,006 158,909 160,277 - Total Expenditures & Transfers Out 158,306$ 408,504$ 159,006$ 408,909$ 160,277$ -$ Fund Balance, June 30 476,815$ 574,271$ 945,388$ 1,078,780$ 919,812$ 919,812$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 476,815$ 574,271$ 945,388$ 1,078,780$ 919,812$ 919,812$ City-University Project I (2603) Fund Summary Sycamore & 1st Avenue (2604) Fund Summary 342 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ 937,442$ -$ -$ -$ Revenues: Other City Taxes TIF Revenues 748,045$ 945,219$ 20,764$ 6,804$ -$ -$ Total Revenues 748,045$ 945,219$ 20,764$ 6,804$ -$ -$ Expenditures: TIF Administration -$ -$ -$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out 748,045 7,777 958,206 6,804 - - Total Expenditures & Transfers Out 748,045$ 7,777$ 958,206$ 6,804$ -$ -$ Fund Balance, June 30 -$ 937,442$ -$ -$ -$ -$ Restricted / Committed /Assigned - -- Unassigned Balance -$ 937,442$ -$ -$ -$ -$ 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 8$ 8$ -$ -$ -$ -$ Revenues: Other City Taxes TIF Revenues -$ -$ -$ -$ -$ -$ Total Revenues -$ -$ -$ -$ -$ -$ Expenditures: TIF Rebate -$ 8$ -$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out - - - - - - Total Expenditures & Transfers Out -$ 8$ -$ -$ -$ -$ Fund Balance, June 30 8$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - Unassigned Balance 8$ -$ -$ -$ -$ -$ Scott 6 Industrial (2607) Fund Summary Heinz Road (2608) Fund Summary 343 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ 3,848$ 379$ 379$ 379$ Revenues: Other City Taxes TIF Revenues 148,097$ 185,084$ 242,097$ 307,388$ 154,696$ 108,816$ Total Revenues 148,097$ 185,084$ 242,097$ 307,388$ 154,696$ 108,816$ Transfers Out: TIF Debt Transfers Out 148,097$ 181,236$ 245,566$ 307,388$ 154,696$ 108,816$ Total Transfers Out 148,097$ 181,236$ 245,566$ 307,388$ 154,696$ 108,816$ Fund Balance, June 30 -$ 3,848$ 379$ 379$ 379$ 379$ Restricted / Committed /Assigned - - - - - Unassigned Balance -$ 3,848$ 379$ 379$ 379$ 379$ 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ 47,651$ 47,651$ 47,651$ 47,651$ Revenues: Other City Taxes TIF Revenues 144,021$ 90,197$ 409,816$ 416,407$ 414,682$ 160,664$ Total Revenues 144,021$ 90,197$ 409,816$ 416,407$ 414,682$ 160,664$ Expenditures: TIF Rebate -$ 34,506$ 249,474$ 254,146$ 254,146$ -$ Transfers Out: TIF Debt Transfers Out 144,021 8,040 160,342 162,261 160,536 160,664 Total Expenditures & Transfers Out 144,021$ 42,546$ 409,816$ 416,407$ 414,682$ 160,664$ Fund Balance, June 30 -$ 47,651$ 47,651$ 47,651$ 47,651$ 47,651$ Restricted / Committed /Assigned - - - - - Unassigned Balance -$ 47,651$ 47,651$ 47,651$ 47,651$ 47,651$ Fund Summary Riverside Drive (2615) Fund Summary Towncrest Area (2614) 344 SELF-SUPPORTING MUNICIPAL IMPROVEMENT DISTRICT (SSMID) – DOWNTOWN In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self-Supporting Municipal Improvement District (SSMID) in downtown Iowa City as allowed under Iowa property tax code. The City collects a special property tax levy on property that is within the boundaries of the downtown district which is then remitted to the Iowa City Downtown District (ICDD). The ICDD uses the funds to promote and enhance the downtown district. The SSMID was renewed for a ten-year period starting on July 1, 2016 and ending on June 30, 2026. The levy rate was approved to increase from $2.00 to $2.50 per $1,000 of taxable value on July 1, 2021 along with a boundary expansion of the district. The SSMID levy rate remains at $2.00 in fiscal year 2021. 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 2019 totaled $397,730, and estimated payments in fiscal year 2020 total $398,091. In fiscal year 2021, estimated SSMID distributions total $492,596, an increase of 23.74%. This increase is primarily related to the revaluation of properties on January 1, 2019 and the addition of a partial valuation on the Chauncey Building of $16,345,771. 345 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ -$ -$ -$ Revenues: Property Taxes 289,471$ 323,017$ 363,211$ 356,980$ 445,627$ 458,996$ Intergovernmental Property Tax Credits 28,872 31,368 34,520 41,111 46,969 46,969 Total Revenues 318,343$ 354,385$ 397,730$ 398,091$ 492,596$ 505,965$ Expenditures: Services 318,343$ 354,385$ 397,730$ 398,091$ 492,596$ 505,965$ Total Expenditures 318,343$ 354,385$ 397,730$ 398,091$ 492,596$ 505,965$ Fund Balance, June 30 -$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ -$ -$ % of Revenues 0%0%0%0%0%0% SSMID - Downtown (2820) Fund Summary 346 DEBT SERVICE FUND Fund Summary Debt Schedules F Y 2 0 2 1 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 2021 is $2.578 per $1,000 in valuation – this is a reduction of $.40 per $1,000 from the fiscal year 2020 levy. The schedule of annual principal and interest payments as of June 30, 2019 is as follows: Future general obligation bond issues, including 2% for bond issuance costs, are estimated at $12,240,000 for fiscal years 2020 through 2022. Proceeds from bond issues are recorded in the Capital Projects Fund. Fiscal Year Principal Interest Total 2020 11,385,000 1,648,331 13,033,331 67,400,000 2021 9,145,000 1,392,618 10,537,618 56,015,000 2022 8,285,000 1,170,313 9,455,313 46,870,000 2023 7,435,000 983,613 8,418,613 38,585,000 2024 6,700,000 801,913 7,501,913 31,150,000 2025 5,655,000 644,263 6,299,263 24,450,000 2026 4,885,000 509,950 5,394,950 18,795,000 2027 3,810,000 388,075 4,198,075 13,910,000 2028 2,665,000 288,600 2,953,600 10,100,000 2029 1,700,000 215,850 1,915,850 7,435,000 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, 2019 67,400,000 8,750,623 76,150,623 Annual Payments Principal Outstanding Beginning of Fiscal Year 349 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 2021 are approximately $6.86 billion. The debt limit, or five percent (5%) of this amount, is about $342.9 million. Outstanding G.O. and TIF debt at June 30, 2021, is estimated to be $67.75 million, which is 19.8% 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 2013. *FY19, FY20, and FY21 figures are estimates 350 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 2013 through fiscal year 2022. Fiscal years 2020 through 2022 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 2021 is $2.578 per $1,000 of value while the City’s total property tax levy rate is $15.773 per $1,000 of value. The debt service levy rate is projected to decrease another $.10 in fiscal year 2022. 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 2013 through 2022. 25.7% 24.0%24.7%23.6%23.1%21.9% 19.9%18.8% 16.3%16.3% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 *FY21 *FY22Percentage of Total Levy (%)(policy maximum: 30%) 351 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 2020 is estimated to be $9,449,879 which is an increase of $222,171 or 2.41% from fiscal year 2019. This increase is primarily from loan and debt repayments for debt that was retired in previous years. The estimated ending fund balance for fiscal year 2021 is projected to be $7,402,072 which is a decrease of $2,047,807 or 21.67%. The projected fund balance decrease is primarily due to the call and retirement of the 2012D tax increment financing revenue bonds. 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. These reserves are expected to be depleted by the end of fiscal year 2021. Long-term Projections Future revenues are projected to increase through fiscal year 2026 and the changes in revenue are largely due to changes in the debt service levy. The debt service levy is projected to decrease by $.10 in fiscal year 2022. Future debt service expenditures are higher in fiscal year 2021 due to the calling of the 2012D tax increment financing revenue bonds and to early principal repayment on the fiscal year 2020 general obligation bonds. The following year decreases due to the early bond call and principal repayment in fiscal year 2021. 352 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 6,000,280$ 7,232,184$ 8,135,314$ 9,227,708$ 9,449,879$ 7,402,072$ Revenues: Property Taxes 12,925,934$ 12,535,528$ 11,940,433$ 11,553,357$ 10,872,328$ 10,776,839$ Other City Taxes Gas/Electric Excise Tax 167,714 149,925 133,206 127,253 103,543 89,766 Mobile Home Tax 15,021 13,391 11,641 13,390 11,641 11,641 Use Of Money And Property Interest Revenues 180,516 206,878 242,006 120,370 100,912 87,793 Intergovernmental Property Tax Credits 358,695 332,008 302,669 321,689 305,674 280,452 Charges For Fees And Services Building & Devlpmt - - 129,103 - - - Other Financial Sources Loan Repayments 48,638 50,663 52,777 54,525 56,801 59,165 Debt Sales 657,323 - - - Sub-Total Revenues 14,353,841 13,288,394 12,811,836 12,190,584 11,450,899 11,305,656 Transfers In Transfers-In 2,096,352 1,084,336 1,958,773 1,079,920 1,021,113 1,812,590 Sub-Total Transfers In 2,096,352 1,084,336 1,958,773 1,079,920 1,021,113 1,812,590 Total Revenues & Transfers In 16,450,193$ 14,372,730$ 14,770,609$ 13,270,504$ 12,472,012$ 13,118,246$ Expenditures: Financial Services & Charges 15,526$ 4,719$ 9,033$ 15,000$ 15,000$ 15,000$ GO Bonds Principal 13,470,000 11,760,000 11,945,000 11,245,000 10,760,000 10,345,000 GO Bonds Interest 1,255,554 1,113,386 1,134,847 1,196,698 1,311,124 1,412,563 Revenue Bonds Principal 130,000 135,000 135,000 140,000 1,985,000 965,000 Revenue Bonds Interest 347,208 456,495 454,335 451,635 448,695 384,150 Total Expenditures 15,218,289$ 13,469,600$ 13,678,214$ 13,048,333$ 14,519,819$ 13,121,713$ Fund Balance, June 30 7,232,184$ 8,135,314$ 9,227,708$ 9,449,879$ 7,402,072$ 7,398,604$ Restricted / Committed /Assigned 1,618,797 1,610,297 2,230,153 2,038,790 - - Unassigned Balance 5,613,387$ 6,525,016$ 6,997,555$ 7,411,089$ 7,402,072$ 7,398,604$ Debt Service Fund (5000 - 5999) Fund Summary 353 FY2020 FY2021 FY2022 2012A G.O. Multi-purpose 9,070,000 2022 2,935,000 1,016,213 1,017,113 1,027,613 2012D TIF Revenue Bonds 2,655,000 2021**2,125,000 207,485 2,049,545 - 2013A G.O. Multi-purpose 7,230,000 2023 3,380,000 877,613 880,723 887,363 2014 G.O. Multi-purpose/ Refunding 11,980,000 2024 4,875,000 1,053,825 1,051,075 1,042,575 2015 G.O. Multi-Purpose 7,785,000 2025 4,915,000 865,213 868,000 872,300 2016A G.O. Multi-purpose 8,795,000 2026 6,785,000 1,064,450 1,057,150 1,058,550 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 1,349,150 2017 G.O. Multi-Purpose 9,765,000 2027 7,960,000 1,092,463 1,094,063 1,090,263 2018A G.O. Multi-Purpose 8,895,000 2028 8,085,000 1,067,550 1,057,800 1,047,600 2018B G.O. - Taxable 3,100,000 2020 1,000,000 1,026,000 - - 2019 G.O. Proposed 12,535,000 2029 12,535,000 4,378,371 1,078,000 1,079,900 2020 G.O. Proposed 12,240,000 2030 - - 3,967,200 2,059,200 2021 G.O. Proposed 12,240,000 2031 - - - 1,592,200 Total - General Obligation Debt Service: 67,400,000$ 13,033,331$ 14,504,818$ 13,106,713$ ** To be called early in 2021 Principal Outstanding June 30, 2019 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 354 Fiscal Year Principal Interest Total 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 2,935,000 125,938 3,060,938 2,878,699 182,239 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: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 355 Fiscal Year Principal Interest Total 2020 140,000 67,485 207,485 207,485 2,125,000 2.10% 2021 1,985,000 64,545 2,049,545 2,049,545 1,985,000 2.30% Totals 2,125,000 132,030 2,257,030 2,257,030 Principal payable June 1. Interest payable June 1 and December 1. Amount Park @ 201 Project 2,330,000$ 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: $2,655,000 Dated: November 29, 2012 To be called: June 1, 2021 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Tax Increment Financing 356 Fiscal Year Principal Interest Total 2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45% 2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60% 2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75% 2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00% Totals 3,380,000 153,098 3,533,098 2,914,928 618,170 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,610,000$ Lower Muscatine-Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 2,000,000 Normandy Drive Restoration Project 409,050 Fairmeadows Restroom & Splash Pad 95,000 Intra-city Bike Trails 50,000 Scott Park Development & Trail 140,000 City Hall Projects 116,400 Projectdox Quickstart 306,000 Library Public Space Remodeling 100,000 Fire Station #3 Kitchen Remodel 35,000 Issuance Costs 119,550 Amount of Issue 7,230,000$ Property Tax Revenue Tax Increment Financing 2013A General Obligation Bond Issue Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate 357 Fiscal Year Principal Interest Total 2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00% 2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00% 2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50% Totals 4,875,000 378,975 5,253,975 3,711,389 1,542,586 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,890,000$ 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$ Property Tax Revenue Tax Increment Financing 2014 General Obligation/Refunding Bond Issue Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate 358 Fiscal Year Principal Interest Total 2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.00% 2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00% 2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00% 2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00% 2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00% 2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00% Totals 4,915,000 353,913 5,268,913 4,828,990 439,922 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 200,000$ 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: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Project Principal Outstanding Beginning of Fiscal Year Coupon Rate Payments Property Tax Revenue Tax Increment Financing 359 Fiscal Year Principal Interest Total - 2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00% 2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00% 2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00% 2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00% 2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00% 2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00% 2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00% Totals 6,785,000 601,900 7,386,900 7,386,900 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ 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: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Payments Property Tax Revenue 360 Fiscal Year Principal Interest Total 2020 - 384,150 384,150 384,150 12,805,000 3.00% 2021 - 384,150 384,150 384,150 12,805,000 3.00% 2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00% 2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00% 2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00% 2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00% 2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00% 2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% * 2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% * 2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% * 2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% * 2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% * 2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% * 2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% * 2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% * 2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 *890,000 26,700 916,700 916,700 890,000 3.00% * Totals 12,805,000 3,759,150 16,564,150 16,564,150 Principal payable June 1. Interest payable June 1 and December 1. *Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Amount Chauncey Building Project 12,097,250$ Capitalized Interest 657,323 Issuance Costs 50,427 Amount of Issue 12,805,000$ Principal Outstanding Beginning of Fiscal Year Coupon Rate * Project 2016E Taxable Urban Renewal Capital Loan Notes Principal: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Payments Tax Increment Financing 361 Fiscal Year Principal Interest Total 2020 920,000 172,463 1,092,463 932,033 160,429 7,960,000 2.00% 2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00% 2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00% 2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00% 2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00% 2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25% 2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50% 2027 1,085,000 27,125 1,112,125 948,808 163,317 1,085,000 2.50% Totals 7,960,000 831,700 8,791,700 7,500,630 1,291,070 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ 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: $9,765,000 Dated: June 15, 2017 Callable: June 1, 2023 Payments Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 362 Fiscal Year Principal Interest Total 2020 825,000 242,550 1,067,550 1,067,550 8,085,000 1.95% 2021 840,000 217,800 1,057,800 1,057,800 7,260,000 2.10% 2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15% 2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25% 2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35% 2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40% 2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50% 2027 960,000 58,200 1,018,200 1,018,200 1,940,000 2.60% 2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65% Totals 8,085,000 1,248,450 9,333,450 9,333,450 Principal payable June 1. Interest payable June 1 and December 1. Amount City Hall Remodel for MPOJC 150,000$ 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: $8,895,000 Dated: June 1, 2018 Callable: June 1, 2024 Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 363 Fiscal Year Principal Interest Total 2020 1,000,000 26,000 1,026,000 1,026,000 - 1,000,000 2.60% Totals 1,000,000 26,000 1,026,000 1,026,000 - Principal payable June 1. Interest payable June 1 and December 1. Amount Pedestrian Mall Reconstruction 3,100,000$ Project 2018B General Obligation Bonds Principal: $3,100,000 Dated: June 1, 2018 Callable: N/A Payments Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 364 Fiscal Year Principal Interest Total 2020 4,125,000 253,371 4,378,371 4,378,371 12,535,000 2.00% 2021 905,000 173,000 1,078,000 1,078,000 8,410,000 2.00% 2022 925,000 154,900 1,079,900 1,079,900 7,505,000 2.00% 2023 955,000 136,400 1,091,400 1,091,400 6,580,000 2.00% 2024 985,000 117,300 1,102,300 1,102,300 5,625,000 2.00% 2025 875,000 97,600 972,600 972,600 4,640,000 2.00% 2026 905,000 80,100 985,100 985,100 3,765,000 2.00% 2027 940,000 62,000 1,002,000 1,002,000 2,860,000 2.00% 2028 960,000 43,200 1,003,200 1,003,200 1,920,000 2.25% 2029 960,000 21,600 981,600 981,600 960,000 2.25% Totals 12,535,000 1,139,471 13,674,471 13,674,471 Principal payable June 1. Interest payable June 1 and December 1. Amount City Hall boiler and controls replacement 400,000$ West Riverbank Stabilization 270,000 Riverfront Crossings Park Development 950,000 Highway 1 Sidewalk/Trail 477,000 Willow Creek/Kiwanis Park Improvements 800,000 Pedestrian Mall Reconstruction 3,650,000 Lower City Park Adventure Playground 850,000 McCollister Blvd - Gilbert to Sycamore 4,410,000 Prentiss Street Bridge Replacement 555,000 Issuance Costs 173,000 Amount of Issue 12,535,000$ Project 2019A General Obligation Bonds Principal: $12,535,000 Dated: June 4, 2019 Callable: June 1, 2025 Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 365 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Storm Water Housing Authority F Y 2 0 2 1 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, 2019 was $7,405,105, a 10.2% increase from fiscal year 2018. The increase was primarily due to the net surplus generated by the parking ramp operations. The fiscal year 2020 year-end unassigned fund balance is estimated to decrease 42.8% to $4,230,939. This decrease is primarily due to a transfer of $3,750,000 to a Capital Reserve created in fiscal year 2020 to build funds for the replacement of Parking infrastructure. In fiscal year 2021, the unassigned fund balance is estimated to decrease 7.6% to $3,908,144. This decrease is due to a $1 million transfer to the capital reserve and due to an increase in operating expenditures. (1)FY20 - FY22 figures are estimates Assigned fund balance at June 30, 2021 are projected to be $1,955,000. This assigned fund balance represents funds held in capital reserves. This reserve was created with a $3,750,000 transfer in fiscal year 2020 and will be funded annually with a $1 million transfer from operations. 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 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Assigned $5,500,000 $5,500,000 $3,790,663 $4,460,995 $1,955,000 $2,130,000 Unassigned $5,582,223 $6,722,374 $7,405,105 $4,230,939 $3,908,144 $3,544,422 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 Fund Balance (1) 369 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. 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 $ 1,173,649 $ 289,143 $ 257,438 $ 31,705 Revenues: Rates for the Parking System are set by the City Council. Parking System rates are reviewed annually. The following tables list hourly and monthly Parking System rates and charges as approved by the City Council. These rates include hourly rate adjustments that became effective on July 1, 2013 and the monthly permit rate adjustments that became effective on July 1, 2017. No rate adjustments are included in the fiscal year 2021 budget. Hourly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $1.00 $1.00 $0.75 $1.00 $0.75 2014* 1.00 1.00 0.75 1.00 -- 2007 0.75 0.75 0.60 0.75 -- 2002 0.60 0.60 0.50 0.60 -- 2001 0.50 0.50 0.40 0.60 -- 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. 370 Revenues: Fiscal year 2021 revenue is estimated to decrease 4.7% when compared to fiscal year 2020 estimated revenue. This decrease is anticipated primarily due to a $290,664 parking impact fee that was received in fiscal year 2020. Parking service charges are approximately 94% of fund revenues and parking fines are about 4%. Expenditures: Fiscal year 2021 budgeted expenditures represent a 4.4% decrease from fiscal year 2020 revised expenditures. Fiscal year 2020 revised expenditures include $675,000 for the purchase of the Augusta Place parking ramp. If this expenditure is excluded, expenditures grew 5.4% in fiscal year 2021. The increase is expenditures is primarily due to an increase in Personnel and Services expenditures. $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Revenue Trends Charges for Services Use of Money & Property Miscellaneous Other Financial Sources $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Services Supplies Captial Outlay Debt Service 371 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 $2 million towards the Parking Lease Purchase agreement in fiscal year 2021. Fiscal year 2021 also includes higher than average Transfers Out for Capital Projects. 372 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 10,742,693$ 11,082,223$ 12,222,373$ 11,195,768$ 8,691,934$ 5,863,145$ Revenues: Use Of Money And Property Interest Revenues 35,397$ 123,441$ 177,037$ 123,441$ 75,000$ 75,000$ Charges For Fees And Services Refuse Charges - 175 - 180 - - Parking Charges 5,230,823 5,493,004 5,741,940 5,914,572 5,565,900 5,565,900 Miscellaneous Parking Fines 221,917 155,488 239,834 155,490 260,000 260,000 Other Misc Revenue 39,794 35,280 33,726 35,000 35,000 35,000 Other Financial Sources Sale Of Assets - 2,679,169 - - - - Sub-Total Revenues 5,527,930 8,486,558 6,192,536 6,228,683 5,935,900 5,935,900 Transfers In: Capital Reserves - - - 3,750,000 1,000,000 1,000,000 1)Debt Service Transfers 1,100,821 3,100,821 1,021,221 941,621 1,441,622 941,621 Sub-Total Transfers In 1,100,821 3,100,821 1,021,221 4,691,621 2,441,622 1,941,621 Total Revenues & Transfers In 6,628,751$ 11,587,379$ 7,213,757$ 10,920,304$ 8,377,522$ 7,877,521$ Expenditures: Parking Administration 1,188,524$ 1,364,542$ 1,448,416$ 1,472,461$ 1,654,454$ 1,692,362$ On Street Operations 749,591 808,802 781,704 918,779 918,270 942,170 Parking Ramp Operations 1,196,100 1,241,932 1,283,440 1,924,920 1,422,907 1,458,201 Parking Debt Service 1,100,821 3,100,821 3,021,221 2,941,621 2,941,621 941,621 Sub-Total Expenditures 4,235,036 6,516,098 6,534,781 7,257,781 6,937,252 5,034,354 Transfers Out: Capital Improvement Projects 725,000 595,000 441,893 1,225,000 1,570,000 825,000 Capital Reserves - - - 3,750,000 1,000,000 1,000,000 1)Debt Service Transfers 1,100,821 3,100,821 1,021,221 941,621 1,441,622 941,621 Interfund Loan Repayment to Landfill 228,364 235,310 242,467 249,736 257,438 265,268 Sub-Total Transfers Out 2,054,185 3,931,131 1,705,581 6,166,357 4,269,060 3,031,889 Total Expenditures & Transfers Out 6,289,221$ 10,447,229$ 8,240,362$ 13,424,138$ 11,206,312$ 8,066,243$ Fund Balance, June 30 11,082,223$ 12,222,373$ 11,195,768$ 8,691,934$ 5,863,145$ 5,674,422$ Restricted / Committed /Assigned 5,500,000 5,500,000 3,790,663 4,460,995 1,955,000 2,130,000 Unassigned Balance 5,582,223$ 6,722,374$ 7,405,105$ 4,230,939$ 3,908,144$ 3,544,422$ % of Revenues & Transfers In 84%58% 103% 39%47%45% Parking (7100 - 7102) Fund Summary 373 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 374 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 sixth year of First Hour Free resulting in 1.12 million hours of free parking •There were 220,198 total digital parking transactions using the Passport app totaling revenue of $451,691 – a 40% increase over fiscal year 2018. •Awarded contract for electric-assist bike share vendor Recent Accomplishments: •Completed 5-year master plan for parking facility maintenance and rehabilitation •Reorganized Chauncey Swan ramp to accommodate new parking demand •Worked to bring Augusta Place online as a City-owned parking facility for Police / Fire •Installed (8) Electric Vehicle charging stations in (4) parking facilities Upcoming Challenges: •Parking equipment reaching the end of its useful life •Increasing parking demand in downtown due to population growth and infill development •Construction in downtown area continues to put pressure on parking systems •Parking enforcement continues to be a challenge as a result of being understaffed •Supporting increased bike parking as on-street bike facilities expand and bike share comes online. •Providing improved accommodations for commercial deliveries and Transportation Network Companies Staffing: FY2019 FY2020 FY2021 Total FTE’s 21.38 19.63 21.38 Staffing Level Change Summary: A .75 FTE part-time Operations Specialist was converted to a 1.00 FTE full-time Operations Supervisor that is split 50% with the Transit Fund, and a 1.00 FTE full-time Maintenance Worker I was also added. These changes are intended to improve the Parking system’s evening coverage for maintenance and customer service. 375 A 1.00 FTE Data Analyst was also added which will be split 50% with the Transit Fund. This position will assist to compile and analyze system data to help improve service delivery, efficiency, and customer service. Hours for the Customer Service Representatives were increased by .75 FTE to assist with the increase in volume of calls received and demand for service. The customer service staffing was then re-distributed equally (25% each) between Parking, Transit, Refuse, and Landfill. The net change to Parking Operations was an increase of .13 FTE. Service Level Change Summary: The Parking Ramp operations will include a new ramp in fiscal year 2021. During fiscal year 2020, the Parking Ramp operations are expected to purchase the new August Place parking ramp for the development of the former City Hall parking lot. This ramp is not expected to generate any revenue and budgeted expenditures only total $8,761. Financial Highlights: In Parking Administration, Personnel expenditures grew by 22.2% and Services expenditures grew by 8.8%. Personnel expenditures grew due to the staffing changes noted above. Services expenditures grew due to many factors including an increase in financial charges, a growth in the administrative chargeback, an increase in the cost of property insurance, and an increase in phone charges. In the Parking Ramp Operations, Personnel expenditures grew by 18.5% due to the addition of a new Maintenance Worker I. Debt Service expenditures include an additional $2 million in fiscal year 2021 to call a portion of the Harrison Street Parking Ramp lease in early. An additional $2 million was called early on this lease in fiscal years 2018-2020 also. 376 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Transient Hours Parked 5,063,659 5,147,055 5,054,757 5,429,809 5,830,540 Percent Change 1.6% 1.6% -1.8% 7.4% 7.4% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Credit Card Usage – Access Controlled Facilities FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 71% 74% 78% 81% 84% Enhanced Community Engagement and Intergovernmental Relations Increase convenience and access for parking customers. Increase credit card usage as a payment mechanism to 85%. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Encourage a Vibrant and Walkable Urban Core Provide convenient parking options. Increase transient hours parked in downtown on-street and off- street spaces. 377 Activity: Parking Administration (810110)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 35,397$ 123,441$ 177,037$ 123,441$ 75,000$ 75,000$ Miscellaneous Parking Fines 221,917 155,488 239,834 155,490 260,000 260,000 Other Misc Revenue 3,254 (2,471) 4,059 - - - Other Financial Sources Sale Of Assets - 2,679,169 - - - - Total Revenues 260,567$ 2,955,627$ 420,930$ 278,931$ 335,000$ 335,000$ Expenditures: Personnel 361,437$ 358,746$ 378,068$ 394,307$ 481,940$ 496,398$ Services 826,991 1,005,164 1,059,681 1,072,654 1,167,514 1,190,864 Supplies 96 633 13 5,500 5,000 5,100 Capital Outlay - - 10,654 - - - Total Expenditures 1,188,524$ 1,364,542$ 1,448,416$ 1,472,461$ 1,654,454$ 1,692,362$ Personnel Services - FTE 2017 2018 2019 2020 2021 Customer Service Rep - Transp. Serv.1.00 1.00 0.75 0.75 0.88 Data Analyst - - - - 0.50 Operations Supv - Trans Serv 2.50 2.50 2.50 2.50 3.00 Operations Specialist - Transp. Serv.0.38 0.38 0.38 0.38 - Total Personnel 3.88 3.88 3.63 3.63 4.38 Activity Summary 378 Activity: On Street Operations (810120)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges 1,701,595$ 1,635,719$ 1,584,317$ 1,641,380$ 1,599,130$ 1,599,130$ Miscellaneous Other Misc Revenue (283) (133) (1,978) - - - Total Revenues 1,701,312$ 1,635,585$ 1,582,339$ 1,641,380$ 1,599,130$ 1,599,130$ Expenditures: Personnel 422,139$ 429,708$ 419,368$ 598,039$ 593,472$ 611,276$ Services 283,639 366,126 271,095 286,346 295,926 301,845 Supplies 10,250 7,137 15,906 9,394 8,872 9,049 Capital Outlay 33,563 5,831 75,336 25,000 20,000 20,000 Total Expenditures 749,591$ 808,802$ 781,704$ 918,779$ 918,270$ 942,170$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2020 2021 Bike racks - replacement/expansion 25,000$ 20,000 Total Capital Outlay 25,000$ 20,000$ Activity Summary 379 Activity: Parking Ramp Operations (810140)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges -$ 175$ -$ 180$ -$ -$ Parking Charges 3,529,228 3,857,285 3,866,959 4,127,860 3,966,770 3,966,770 Miscellaneous Other Misc Revenue 36,823 37,885 31,645 35,000 35,000 35,000 Total Revenues 3,566,051$ 3,895,345$ 3,898,604$ 4,163,040$ 4,001,770$ 4,001,770$ Expenditures: Personnel 574,444$ 544,767$ 537,694$ 577,025$ 683,617$ 704,126$ Services 560,415 641,010 713,425 655,690 699,913 713,911 Supplies 43,320 44,695 32,321 17,205 39,377 40,165 Capital Outlay 17,920 11,460 - 675,000 - - Total Expenditures 1,196,100$ 1,241,932$ 1,283,440$ 1,924,920$ 1,422,907$ 1,458,201$ Personnel Services - FTE 2017 2018 2019 2020 2021 Cashier - Parking 6.75 6.75 6.75 5.00 5.00 M.W. I - Parking Systems 2.50 2.50 2.50 2.50 3.50 Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 9.75 9.75 9.75 8.00 9.00 Capital Outlay 2020 2021 Purchase of parking ramp improvements 675,000$ -$ Total Capital Outlay 675,000$ -$ Activity Summary 380 Activity: Parking Debt Service (810180)Fund: Parking (7101) Division: Parking Operations Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Transfers In: Debt Service Transfer (From Restricted Parking Impact Fees to Restricted for Debt Service)385,583$ -$ -$ -$ 435,996$ -$ Debt Service Transfer (From Parking Unrestricted to Restricted for Debt Service)715,238 3,100,821 1,021,221 941,621 1,005,626 941,621 Total Revenues & Transfers In 1,100,821$ 3,100,821$ 1,021,221$ 941,621$ 1,441,622$ 941,621$ Expenditures: Lease-purchase Payments 1,100,821$ 3,100,821$ 3,021,221$ 2,941,621$ 2,941,621$ 941,621$ Total Expenditures 1,100,821$ 3,100,821$ 3,021,221$ 2,941,621$ 2,941,621$ 941,621$ Activity: Parking Impact Fee (810170)Fund: Parking (7102) Division: Parking Operations Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges -$ -$ 290,664$ 145,332$ -$ -$ Total Revenues -$ -$ 290,664$ 145,332$ -$ -$ Transfers Out: Debt Service Transfer -$ -$ -$ -$ 435,996$ -$ Total Transfers Out -$ -$ -$ -$ 435,996$ -$ Activity: Parking Capital Reserves (810190)Fund: Parking (7104) Division: Parking Operations Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Transfers In: Parking Operations -$ -$ -$ 3,750,000$ 1,000,000$ 1,000,000$ Total Transfers In -$ -$ -$ 3,750,000$ 1,000,000$ 1,000,000$ Transfers Out: Capital Project Fund - - - 1,225,000 1,570,000 825,000 Total Transfers Out -$ -$ -$ 1,225,000$ 1,570,000$ 825,000$ Activity Summary Activity Summary Activity Summary 381 Issue / Use of Funds Amount of Issue FY2020 FY2021 FY2022 2017 Parking System Lease-Purchase Agreement 15,497,867 2035 9,413,024 941,621 941,621 941,621 Total - Parking Revenue Bonds 9,413,024 941,621 941,621 2,042,443 Fiscal Year Debt Paid in Full Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2019 Summary by Individual Issue Principal Outstanding Debt Service Payments 382 Fiscal Year Principal Interest Total 2020 566,983 374,638 941,621 941,621 9,413,024 3.98% 2021 589,549 352,072 941,621 941,621 8,846,041 3.98% 2022 613,013 328,608 941,621 941,621 8,256,492 3.98% 2023 637,411 304,210 941,621 941,621 7,643,479 3.98% 2024 662,780 278,842 941,621 941,621 7,006,069 3.98% 2025 689,158 252,463 941,621 941,621 6,343,289 3.98% 2026 716,587 225,034 941,621 941,621 5,654,130 3.98% 2027 745,107 196,514 941,621 941,621 4,937,543 3.98% 2028 774,762 166,859 941,621 941,621 4,192,436 3.98% 2029 805,598 136,023 941,621 941,621 3,417,674 3.98% 2030 837,661 103,961 941,621 941,621 2,612,076 3.98% 2031 871,000 70,622 941,621 941,621 1,774,415 3.98% 2032 903,416 35,956 939,372 939,372 903,416 3.98% Totals 9,413,024 2,825,803 12,238,828 12,238,828 *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 383 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 2019, total fund balance increased by 6.78% or $417,820 over fiscal year 2018 to $6,576,920 primarily due to the net revenues being generated by the Court Street Transportation Center. The fiscal year 2020 projected total fund balance is estimated to decrease by 1.67% or $109,525 from fiscal year 2019 to $6,467,395. This decrease is primarily due to transfers for capital improvements and bus replacement. Total fund balance is budgeted to grow by 6.2% or $398,575 in fiscal year 2021 to $6,865,970. This increase is also due to the net revenue generated by the Court Street Transportation Center. (1) FY20 - FY22 figures are estimates The Transit Fund has assigned fund balance for replacement reserves. For fiscal year 2021, the assigned fund balance is estimated at $5,114,750. Funds are transferred from the Transit operations to the replacement reserve to cover 20% of depreciation expense for buses and facilities. Grants typically cover about 80% of the cost of replacement, and the replacement reserves are expected to cover the remaining 20%. In fiscal year 2019, $3,152,097 was transferred to the replacement reserves and in fiscal year 2020, $1,275,000 is budgeted to be transferred to the replacement reserves. In fiscal year 2022, it is projected to transfer $4 million for the replacement of the bus maintenance facility. 384 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. State and Federal Assistance total 48.2% of fiscal year 2021 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 27.4% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2021. •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 2021 revenue is projected to decrease from the fiscal year 2020 revised revenue estimates by 5.96%. The decrease is related to a decrease in state and federal revenue. The Transit Property Tax Levy (including State backfill funds) estimated at $4,080,088 will be transferred into the Transit fund from the General fund in fiscal year 2021. Combined with the funding from other governments, approximately $6.27 million of the $8.70 million in revenues and transfers in (not including reserve transfers) or 72.1% is from sources of revenue that are not generated by the transit operations. This is a similar ratio to fiscal year 2020 funding. $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Revenue Trends Charges for Services Intergovernmental Use of Money & Property Miscellaneous Other Financial Sources 385 Expenditures: Fiscal year 2021 budgeted expenditures represent an 4.6% decrease from the fiscal year 2020 revised expenditure budget. The decrease is due to the bus replacement expenditures scheduled for fiscal year 2020. 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 2.94% in 2022, 2.97% in 2023, 2.45% in 2024, 3.00% in 2025 and 3.00% in 2026. 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. $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projection Expenditure Trends Personnel Services Supplies Capital Outlay 386 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,455,387$ 6,427,042$ 6,159,100$ 6,576,920$ 6,467,395$ 6,865,970$ Revenues: Use Of Money And Property Interest Revenues 28,398$ 76,563$ 137,651$ 76,563$ 50,000$ 50,000$ Rents 135,943 138,761 137,562 145,699 147,570 147,570 Intergovernmental Fed Intergovnt Rev 1,622,763 2,616,326 1,692,952 1,836,897 1,692,960 1,692,960 Other State Grants 1,007,611 3,298,477 456,467 585,200 456,470 456,470 Local 28E Agreements 36,945 37,622 37,749 38,750 38,750 38,750 Charges For Fees And Services Transit Fees 1,260,923 1,225,688 1,220,379 1,225,690 1,220,390 1,220,390 Misc Charges For Svc 1,578 1,285 910 1,290 910 910 Refuse Charges 74 291 - - - - Parking Charges 653,543 812,026 774,165 757,170 782,110 782,110 Miscellaneous Misc Merchandise 698 177 1,183 1,180 1,180 1,180 Other Misc Revenue 61,663 69,093 76,738 71,560 67,120 67,120 Other Financial Sources Sale Of Assets 2,500 - 23 - - - Sub-Total Revenues 4,812,638 8,276,309 4,535,779 4,739,999 4,457,460 4,457,460 Transfers In: Transit Property Tax Levy 3,271,633 3,376,455 3,563,749 3,721,479 4,080,088 4,176,587 Capital Reserves 68,817 390,222 3,152,097 1,275,000 160,000 160,000 Sub-Total Transfers In 3,340,450 3,766,677 6,715,846 4,996,479 4,240,088 4,336,587 Total Revenues & Transfers In 8,153,088$ 12,042,986$ 11,251,625$ 9,736,478$ 8,697,548$ 8,794,047$ Expenditures: Transit Admin 381,185$ 428,760$ 444,131$ 467,795$ 580,975$ 594,457$ Transit Operations 4,668,343 5,157,570 5,336,491 5,553,361 5,675,877 5,826,214 Fleet Maintenance 1,222,269 1,417,846 1,453,355 1,559,857 1,507,717 1,544,284 Court St Transportation Center 179,910 197,031 212,632 201,170 224,404 229,236 Replacement Reserve 475,909 4,719,500 - 588,820 - - Sub-Total Expenditures 6,927,616 11,920,706 7,446,609 8,371,003 7,988,973 8,194,191 Transfers Out: Capital Project Fund 185,000 - 235,099 200,000 150,000 4,000,000 Capital Reserves 68,817 390,222 3,152,097 1,275,000 160,000 160,000 Sub-Total Transfers Out 253,817 390,222 3,387,196 1,475,000 310,000 4,160,000 Total Expenditures & Transfers Out 7,181,433$ 12,310,928$ 10,833,805$ 9,846,003$ 8,298,973$ 12,354,191$ Fund Balance, June 30 6,427,042$ 6,159,100$ 6,576,920$ 6,467,395$ 6,865,970$ 3,305,826$ Restricted / Committed /Assigned 1,275,049 777,476 3,929,573 4,954,750 5,114,750 1,274,750 Unassigned Balance 5,151,993$ 5,381,624$ 2,647,348$ 1,512,646$ 1,751,221$ 2,031,077$ % of Revenues & Transfers In 63%45%24%16%20%23% Transit (7150 - 7151) Fund Summary 387 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, an Operations Supervisor, Customer Service Representatives, and a Data Analyst. 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 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. 388 HIGHLIGHTS •Provided 1,486,351 million passenger trips in fiscal year 2019 •Provided 702,568 miles and 53,937 hours of service •Contracted para-transit service provided 96,815 passenger trips in fiscal year 2019 Recent Accomplishments: •Installed 9 new bus shelters •Commenced Comprehensive Operations Analysis of Iowa City Transit System (Transit Study) Upcoming Challenges: •Funding and implementing recommendations from the transit study Staffing: FY2019 FY2020 FY2021 Total FTE’s 50.38 50.38 51.13 Staffing Level Change Summary: A .75 FTE part-time Operations Specialist was converted to a 1.00 FTE full-time Operations Supervisor which is split 50% with the Parking Fund. This change is intended to improve the Transit system’s evening supervision for staff as well as maintenance and customer service. A 1.00 FTE Data Analyst was also added which will be split 50% with the Parking Fund. This position will assist to compile and analyze system data to help improve service delivery, efficiency, and customer service. Hours for the Customer Service Representatives were increased by .75 FTE to assist with the increase in volume of calls received and demand for service. The customer service staffing was then re-distributed equally (25% each) between Parking, Transit, Refuse, and Landfill. The net change to Public Transportation was an increase of .13 FTE. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Transit Administration Services expenditures increased by $46,358 or 13.3% primarily due to an increase in the Administrative charges from the General Fund and due to an increase in the cost of their liability and property insurance premiums. 389 Transit Operations Services expenditures decreased by $99,344 or 4.8% mostly due to the cost of the Transit Study in fiscal year 2020. Fleet maintenance Services expenditures increased by $27,565 or 33.7% due to an increase in budgeted bus repair and maintenance expenditures which was based upon actual experience in fiscal years 2018 and 2019. Fleet maintenance Supplies expenditures decreased by $109,541 or 12.6% primarily to a decrease in the cost of diesel fuel. 390 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Riders per Revenue Vehicle Hour 28.40 27.77 27.56 27.09 28.00 Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Bus or Transit Services*63% N/A N/A N/A N/A *Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Fare-box/Expense Ratio 25% 22% 21% 22% 22% Fare-box revenues to cover 30% of operating costs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City Provide safe, courteous, and quality transportation services. Increase Rides per Revenue Hour to 35 Maintain a Solid Financial Foundation Increase fare-box/expense ratio. 391 Activity: Transit Admin (810210)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 28,398$ 76,563$ 137,651$ 76,563$ 50,000$ 50,000$ Other Financial Sources Sale Of Assets 2,500 - 23 - - - Transfers In: Transfer In - Transit Property Tax Levy 3,271,633 3,376,455 3,563,749 3,721,479 4,080,088 4,176,587 Total Revenues & Transfers In 3,302,531$ 3,453,018$ 3,701,423$ 3,798,042$ 4,130,088$ 4,226,587$ Expenditures: Personnel 116,358$ 119,213$ 115,331$ 119,946$ 186,217$ 191,804$ Services 264,781 309,411 327,657 347,849 394,207 402,091 Supplies 46 136 1,143 - 551 562 Total Expenditures 381,185$ 428,760$ 444,131$ 467,795$ 580,975$ 594,457$ Personnel Services - FTE 2017 2018 2019 2020 2021 Customer Service Rep - Trans Serv 1.00 1.00 0.75 0.75 0.88 Data Analyst - - - - 0.50 Operations Supv - Trans Serv 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.50 1.50 1.25 1.25 1.88 Activity Summary 392 Activity: Transit Operations (810220)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Rev 1,622,763$ 1,497,897$ 1,692,952$ 1,497,900$ 1,692,960$ 1,692,960$ Other State Grants 612,769 585,201 456,467 585,200 456,470 456,470 Local 28E Agreements 36,945 37,622 37,749 38,750 38,750 38,750 Charges For Fees And Services Transit Fees 1,260,923 1,225,688 1,220,379 1,225,690 1,220,390 1,220,390 Misc Charges For Svc 1,578 1,285 910 1,290 910 910 Miscellaneous Other Misc Revenue 844 8,495 10,851 8,460 - - Total Revenues 3,535,822$ 3,356,188$ 3,419,308$ 3,357,290$ 3,409,480$ 3,409,480$ Expenditures: Personnel 3,139,515$ 3,215,007$ 3,355,501$ 3,467,147$ 3,681,993$ 3,792,453$ Services 1,504,339 1,763,895 1,956,533 2,070,235 1,970,891 2,010,309 Supplies 24,489 30,710 24,457 15,979 22,993 23,453 Capital Outlay - 147,958 - - - - Total Expenditures 4,668,343$ 5,157,570$ 5,336,491$ 5,553,361$ 5,675,877$ 5,826,214$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 1.50 Operations Specialist - Transp. Serv.0.38 0.38 0.38 0.38 - Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 42.63 42.63 42.63 42.63 42.75 Activity Summary 393 Activity: Fleet Maintenance (810230)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 74$ 291$ -$ -$ -$ -$ Miscellaneous Misc Merchandise 698 177 1,183 1,180 1,180 1,180 Other Misc Revenue 4,078 999 - - - - Total Revenues 4,850$ 1,467$ 1,183$ 1,180$ 1,180$ 1,180$ Expenditures: Personnel 534,729$ 518,306$ 511,567$ 611,461$ 641,297$ 660,536$ Services 53,500 156,994 149,659 81,759 109,324 111,510 Supplies 634,040 742,546 792,129 866,637 757,096 772,238 Total Expenditures 1,222,269$ 1,417,846$ 1,453,355$ 1,559,857$ 1,507,717$ 1,544,284$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 394 Activity: Court St Transportation Center (810240)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents 135,943$ 138,761$ 137,562$ 145,699$ 147,570$ 147,570$ Charges For Fees And Services Parking Charges 653,543 812,026 774,165 757,170 782,110 782,110 Miscellaneous Other Misc Revenue 56,741 59,600 65,887 63,100 67,120 67,120 Total Revenues 846,227$ 1,010,387$ 977,614$ 965,969$ 996,800$ 996,800$ Expenditures: Personnel 30,615$ 31,597$ 32,316$ 33,136$ 34,377$ 35,408$ Services 147,896 163,979 172,801 167,206 174,302 177,788 Supplies 1,399 1,455 7,515 828 15,725 16,040 Total Expenditures 179,910$ 197,031$ 212,632$ 201,170$ 224,404$ 229,236$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 395 Activity: Replacement Reserve (810280/810290)Fund: Transit (7151) Division: Public Transportation Department: Transportation Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev -$ 1,118,429$ -$ 338,997$ -$ -$ Other State Grants 394,842 2,713,276 - -- - Other Financial Sources Transfer In from Transit Operations 68,817 390,222 3,152,097 1,275,000 160,000 160,000 Total Revenues & Transfers In 463,659$ 4,221,927$ 3,152,097$ 1,613,997$ 160,000$ 160,000$ Expenditures: Services 192$ -$ -$ -$ -$ -$ Supplies - 7,396 - - - - Capital Outlay 475,718 4,712,104 - 588,820 - - Total Expenditures 475,909$ 4,719,500$ -$ 588,820$ -$ -$ Capital Outlay 2020 2021 Bus replacement 398,820$ -$ SEATS Bus 190,000 - Total Capital Outlay 588,820$ -$ Activity Summary 396 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 2019 year-end was higher than fiscal year 2018 by approximately $3,772,406 or 35%. This increase was due to several factors including the early retirement of the 2010A Sewer Revenue Capital Loan Notes which lowered the debt reserve requirements, a lower transfer for capital improvements, and increased wastewater charge and interest income revenues. In fiscal years 2020, unassigned fund balance is expected to decrease by $4,749,436 or 32.7%. This is due to the creation of a Capital Reserve for the Wastewater Fund and transferring $8.6 million into that reserve. Capital Projects Fund transfers in fiscal year 2020 out of the capital reserve total $3,030,000 in fiscal year 2020. Starting in fiscal year 2021, $2 million is budgeted to be transferred into the capital reserve annually. In fiscal year 2021, the unassigned fund balance is budgeted to increase by $1,384,347 or 14.1% primarily due to the $1,375,000 loan payment from the State sales tax flood mitigation Year Principal Interest Payment Balance Rate 2015 200,000 166,598 366,598 -200,000 0.17% 2016 200,000 166,258 366,258 -400,000 0.28% 2017 225,000 165,698 390,698 -625,000 0.47% 2018 975,000 164,640 1,139,640 -1,600,000 0.78% 2019 1,275,000 67,708 1,342,708 -2,875,000 1.21% 2020 1,750,000 55,320 1,805,320 -4,625,000 1.56% 2021 1,375,000 26,400 1,401,400 -6,000,000 1.92% 6,000,000 812,621 6,812,621 397 grant. Although, the loan payments are expected to cease by fiscal year 2022, the unassigned fund balance is still expected to grow due to the lower debt service requirements as the final payments on the 2016C Sewer Revenue Refunding Capital Loan Notes are scheduled for that year. (1) FY20 - FY22 figures are estimated The Wastewater Fund maintains two reserved funds: one restricted fund for debt service and one assigned one for capital reserves. The debt reserve funds are restricted in accordance with revenue bond covenants. Bond covenant requirements are monitored annually on an accrual basis and reported in the City’s Consolidated Annual Financial Report. The capital reserve is assigned to build reserves for future system and infrastructure improvements. Restricted fund balances in the debt reserve and assigned fund balances in the capital reserve are enticipated to be $6,285,693 and $5,820,000, respectively, in fiscal year 2021. FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Restricted/Assigned $14,363,613 $9,990,706 $6,245,068 $11,872,368 $12,105,693 $10,457,188 Unassigned $10,830,259 $10,768,403 $14,540,809 $9,791,373 $11,175,720 $13,043,089 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 Fund Balance (1) 398 Revenues: Approximately 98% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for 100 cu. ft. of water used BOD (per pound) from 301 mg/L to 2000 mg/L $0.284 per pound BOD (per pound) greater than 2000 mg/L $0.425 per pound Suspended Solids (SS) per pound $0.227 per pound Monthly Minimum, Unmetered User $33.36 per month Manufactured Housing Park, Monthly Minimum per lot $33.36 per month Holding Tank Waste - plus landfill fees $0.032 per gallon Holding Tank Waste Hauler - Annual Permit $907.00 per year Overall, the fiscal year 2021 budgeted revenue increased from the 2020 revised budget by 1.1% due to an expected growth in the number of households; however, this is still lower than the fiscal year 2019 revenue by 11.4% due to decreased consumption by Procter & Gamble, one of the Fund’s major customers. No changes to the City’s sewer rate structure are proposed in the fiscal year 2021 budget. Use of Money & Property primarily consists of interest on investments. Other Financial Sources are proceeds from the sale of debt and from the sale of assets. 399 Expenditures: The fiscal year 2021 budgeted expenditures, not including debt service, are estimated to be 3.1% higher than the fiscal year 2020 expenditures. This is primarily due to cost of living increases to wages and benefits and also to an increase in capital outlay expenditures due to the addition of $185,000 for the replacement of the plant roof and $60,000 for four roll-off containers. 29.1% of the Wastewater Fund’s expenditures are for revenue bond principal and interest payments and have decreased over the past three years due to early debt retirement. 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 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Debt Service 400 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 2021 to fiscal year 2024 as a result of reduced Transfers Out to the Capital Projects Fund. The City has budgeted for Wastewater Capital Projects of $1,750,000 in fiscal year 2021, $2,013,000 in fiscal year 2022, $1,419,000 in fiscal year 2023, and $1,170,000 in fiscal year 2024. The decrease in expenditures is also due to lowered debt service requirements. 401 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 30,106,671$ 25,193,872$ 20,759,108$ 20,785,877$ 21,663,741$ 23,281,413$ Revenues: Licenses And Permits Misc Permits & Lic 10,228$ 9,436$ 11,709$ 9,440$ 11,710$ 11,710$ Intergovernmental Disaster Assistance - 810 - - - - Use Of Money And Property Interest Revenues 307,295 392,263 400,987 277,483 201,400 201,400 Royalties & Commiss 159 205 169 200 170 170 Charges For Fees And Services Misc Charges For Svc 192 1,950 - 500 - - W astewater Charges 12,276,259 12,621,036 12,830,133 11,431,556 11,631,416 11,747,730 Refuse Charges 687 2,564 738 1,000 740 740 Miscellaneous Misc Merchandise 135 - - - - - Other Misc Revenue 139,212 77,373 181,130 48,133 50,000 50,000 Other Financial Sources Debt Sales 5,130,632 - - - - - Sale Of Assets 18,392 9,648 - - - - Sub-Total Revenues:17,883,190 13,115,285 13,424,866 11,768,312 11,895,436 12,011,750 Transfers In: Interfund Loans 225,000 975,000 1,275,000 1,750,000 1,375,000 - Misc Transfers In - 452 1,877 1,000 1,900 1,900 Capital Reserves - -- 8,600,000 2,000,000 2,000,000 1)Bond Ordinance Trans 4,470,322 5,208,862 2,930,250 2,935,300 2,862,250 1,178,495 Sub-Total Transfers In 4,695,322 6,184,314 4,207,127 13,286,300 6,239,150 3,180,395 Total Revenues & Transfers In 22,578,511$ 19,299,599$ 17,631,993$ 25,054,612$ 18,134,586$ 15,192,145$ Expenditures: Wastewater Administration 1,774,490$ 1,783,275$ 1,879,511$ 1,983,018$ 2,031,479$ 2,075,780$ Wastewater Treatment Plant Ops 3,313,192 3,436,253 3,073,284 3,676,179 3,867,611 3,727,303 Lift Stations 186,624 155,328 235,473 226,955 291,124 296,946 Wastewater Collection Systems 815,102 782,131 749,385 847,296 835,525 867,756 Wastewater Debt Service 15,171,341 9,581,769 6,675,888 2,878,000 2,878,925 2,814,000 Sub-Total Expenditures 21,260,750 15,738,755 12,613,542 9,611,448 9,904,664 9,781,786 Transfers Out: Capital Project Fund 1,760,239 2,786,745 2,061,433 3,030,000 1,750,000 2,013,000 Capital Reserves - - - 8,600,000 2,000,000 2,000,000 1)Debt Service Funding 4,470,322 5,208,862 2,930,250 2,935,300 2,862,250 1,178,495 Sub-Total Transfers Out 6,230,560 7,995,607 4,991,683 14,565,300 6,612,250 5,191,495 Total Expenditures & Transfers Out 27,491,310$ 23,734,362$ 17,605,225$ 24,176,748$ 16,516,914$ 14,973,281$ Fund Balance, June 30 25,193,872$ 20,759,108$ 20,785,877$ 21,663,741$ 23,281,413$ 23,500,277$ Restricted / Committed /Assigned 14,363,613 9,990,706 6,245,068 11,872,368 12,105,693 10,457,188 Unassigned Balance 10,830,259$ 10,768,403$ 14,540,809$ 9,791,373$ 11,175,720$ 13,043,089$ % of Revenues & Transfers In 48%56%82%39%62%86% 1) Same Fund Transfers required by bond covenants Wastewater (7200 - 7201) Fund Summary 402 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 11.0 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, maintenance and collections staff are on-site five days a week. The division’s budget is organized into four activities: Wastewater Administration Wastewater Administration administers W astewater Division policies, procedures, budget and manages Wastewater division personnel. W astewater Administration coordinates W astewater Division activities with other City departments and divisions. Administration oversees the wastewater treatment plant, collections, and lift stations. Wastewater Treatment Plant Operations The Wastewater Division operates and maintains one treatment plant. The plant, located at 4366 Napoleon St. SE, was expanded in 2010 to accommodate more stringent water quality standards and future growth in residential and industrial customers. The site of the North Plant that was in service for 79 years, has been decommissioned and restored to a recreation area. 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. 403 Wastewater/Storm water Collection Systems The Wastewater Division maintains 320 miles of sanitary sewers and 110 miles of dedicated storm sewers. The wastewater collection system works in conjunction with the wastewater lift stations. The storm water collection system works in conjunction with the storm water lift stations and point of discharge to receiving streams. 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 three biosolids dewatering presses (BFP’s), including ventilation system and sludge feed pumps and related construction is complete. We currently are operating the BFP’s through extended performance testing to insure they meet the requirements of the construction documents. •Construction for the replacement of existing 1.5KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions is approximately 75% completed. Construction to be finalized by December 2019. •Make repairs to Rocky Shore Storm Water Station to facilitate discharge gate operations. •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 has been recently completed and is being inspected by Collections. Connection to the existing sanitary sewer system is complete. •Removal and rerouting of sanitary sewer on Wright Street to accommodate the construction of the new Del Ray Ridge - Housing Fellowship Apartments on South Dubuque Street. •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: •Finalize the construction of the replacement of existing 1.5KW Generator with a 2KW generator. •Follow the recommendations of the Methane Feasibility Study to develop a methane recovery and utilization strategy to work towards the City Council goals as set out in the Iowa City Climate Action and Adaptation Plan. 404 •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 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). •Replace the influent pump station bar screen mechanisms with new and include screenings compactors. •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 calendar year 2020. 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 of these products. •Continue to support inspection request for new sewer installations within the City prior to acceptance so to reduce issues when the contractor maintenance bond ends. Staffing: FY2019 FY2020 FY2021 Total FTE’s 26.00 26.00 26.00 Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2021 budget. 405 Service Level Change Summary: There are no service level changes for the fiscal year 2021 budget. Financial Highlights: Supplies expenditures in the Lift Stations budget increased by $23,865 or 29.9% in fiscal year 2021 primarily due to an increase in repair and maintenance supplies needed. Replacement of the plant roof is budgeted in the Wastewater Treatment Plant Operation’s Capital Outlay expenditures for $185,000. 406 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal* Goal FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 98.0% 99.1% 98.9% 98.6% 98.6% 98.6% Total Suspended Solids (TSS) – Percent Removal* Goal FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 98.0% 98.8% 98.2% 98.2% 98.2% 98.2% Ammonia (NH3) – Percent Removal* Goal FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 97.0% 92.1% 94.6% 94.0% 92.0% 94.0% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 912129 9 Sewer Jetting, Miles per Year* FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 42.7 27 36.0 30.0 36.0 Video Inspection, Miles per Year* FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 26.3 45 27.5 30.0 35.0 Protect public and private property from water damage and health hazards. Control Sanitary Sewer Overflows (SSO – sewer backups). * Higher Number is Better ** Lower Number is Better GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Protect the City’s natural resources and waterways for public health, recreation opportunities and development. Meet or exceed DNR permit requirements for sanitary sewer systems. * Higher Number is Better Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations 407 Activity: Wastewater Administration (720110)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 307,295$ 392,263$ 400,987$ 277,483$ 201,400$ 201,400$ Charges For Fees And Services Wastewater Charges 12,276,259 12,621,036 12,830,133 11,431,556 11,631,416 11,747,730 Miscellaneous Other Misc Revenue - 104 - 100 - - Other Financial Sources Sale of Assets - 9,648 - - - - Total Revenues 12,583,554$ 13,023,051$ 13,231,121$ 11,709,139$ 11,832,816$ 11,949,130$ Expenditures: Personnel 315,374$ 310,234$ 328,529$ 348,206$ 367,092$ 378,105$ Services 1,387,852 1,427,130 1,512,462 1,584,291 1,619,297 1,651,683 Supplies 48,911 45,911 38,520 45,521 45,090 45,992 Capital Outlay 22,353 - - 5,000 - - Total Expenditures 1,774,490$ 1,783,275$ 1,879,511$ 1,983,018$ 2,031,479$ 2,075,780$ Personnel Services - FTE 2017 2018 2019 2020 2021 Asst Supt - Wastewater 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Wastewater 1.00 1.00 1.00 1.00 1.00 W astewater Superintendent 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Capital Outlay 2020 2021 Safety Equipment 5,000$ -$ Total Capital Outlay 5,000$ -$ Activity Summary 408 Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Royalties & Commissions 159$ 205$ 169$ 200$ 170$ 170$ Charges For Fees And Services Misc Charges For Services 192 1,950 - 500 - Refuse Charges 687 2,564 738 1,000 740 740 Miscellaneous Other Misc Revenue 139,212 77,205 181,010 48,033 50,000 50,000 Other Financial Sources Sale Of Assets 18,392 - - - - - Total Revenues 158,641$ 81,924$ 181,917$ 49,733$ 50,910$ 50,910$ Expenditures: Personnel 1,425,076$ 1,495,141$ 1,328,086$ 1,600,086$ 1,672,024$ 1,722,185$ Services 1,099,485 1,146,372 1,080,827 1,138,142 1,180,938 1,204,557 Supplies 772,290 794,740 625,280 912,951 745,649 760,562 Capital Outlay 16,340 - 39,090 25,000 269,000 40,000 Total Expenditures 3,313,192$ 3,436,253$ 3,073,284$ 3,676,179$ 3,867,611$ 3,727,303$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Plant Roof Replacement -$ 185,000$ D.O. Probe Replacements 25,000 - Rolloff Containers (4)- 60,000 Pressure Transducer Tank Level Gauges (4)- 10,000 Portable Flow Meters (2)- 14,000 Total Capital Outlay 25,000$ 269,000$ Activity Summary 409 Activity: Lift Stations (720130)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue -$ 35$ -$ -$ -$ -$ Total Revenues -$ 35$ -$ -$ -$ -$ Expenditures: Services 103,975$ 127,037$ 165,884$ 137,224$ 187,528$ 191,279$ Supplies 72,700 28,291 69,590 79,731 103,596 105,668 Capital Outlay 9,950 - - 10,000 - - Total Expenditures 186,624$ 155,328$ 235,473$ 226,955$ 291,124$ 296,946$ Capital Outlay 2020 2021 Hawkeye Lift Station Window Replacement 10,000$ -$ Total Capital Outlay 10,000$ -$ Activity Summary 410 Activity: Wastewater Collection Systems (720140)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses 10,228$ 9,436$ 11,709$ 9,440$ 11,710$ 11,710$ Intergovernmental Disaster Assistance - 810 - - - - Miscellaneous Misc Merchandise 135 - - - - - Other Misc Revenue - 28 120 - - - Total Revenues 10,363$ 10,274$ 11,829$ 9,440$ 11,710$ 11,710$ Expenditures: Personnel 449,022$ 505,045$ 496,209$ 569,805$ 582,097$ 599,560$ Services 180,051 175,941 188,770 183,757 200,686 204,700 Supplies 67,071 33,368 40,172 38,734 37,742 38,497 Capital Outlay 118,957 67,778 24,234 55,000 15,000 25,000 Total Expenditures 815,102$ 782,131$ 749,385$ 847,296$ 835,525$ 867,756$ Personnel Services - FTE 2017 2018 2019 2020 2021 M.W. III - Wastewater Collect.1.80 2.00 2.00 2.00 2.00 M.W. II - Wastewater Trtmnt Plnt 2.70 3.00 3.00 3.00 3.00 Sr M.W. - Wastewater Collection 0.90 1.00 1.00 1.00 1.00 Total Personnel 5.40 6.00 6.00 6.00 6.00 Capital Outlay 2020 2021 Inflow & Infiltration Repair 40,000$ -$ Manhole Riser Change - 15,000 24" Casting Kits 15,000 - Total Capital Outlay 55,000$ 15,000$ Activity Summary 411 Activity: Wastewater Debt Service (720800)Fund: Wastewater (7201) Division: Wastewater Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales 5,130,632$ -$ -$ -$ -$ -$ Transfers In: Bond Ordinance Trans 4,470,322 5,208,862 2,930,250 2,935,300 2,862,250 1,178,495 Total Revenues & Transfers In 9,600,953$ 5,208,862$ 2,930,250$ 2,935,300$ 2,862,250$ 1,178,495$ Expenditures: Services 1,200$ 437$ 1,438$ 1,200$ 1,500$ 1,500$ Other Financial Uses Revenue Bonds Principal & Interest Payments 15,170,141 9,581,332 6,674,450 2,876,800 2,877,425 2,812,500 Total Expenditures 15,171,341$ 9,581,769$ 6,675,888$ 2,878,000$ 2,878,925$ 2,814,000$ Activity Summary 412 Issue / Use of Funds Amount of Issue FY2020 FY2021 FY2022 2016C Sewer Revenue Refunding of Series 2008 Revenue Bonds 9,360,000 2022 5,600,000 2,175,550 1,855,050 1,852,375 2017B Sewer Revenue Refunding of Series 2009 Revenue Bonds 4,550,000 2023 4,275,000 701,250 1,022,375 960,125 Total Sewer Revenue Bonds:9,875,000 2,876,800 2,877,425 2,812,500 Principal Outstanding Fiscal Year Debt Paid in Full Debt Service Payments Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2019 Summary by Individual Issue 413 Fiscal Year Principal Interest Total 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 9,875,000 828,850 10,703,850 10,703,850 Payments Principal Outstanding Beginning of Fiscal Year Sewer Revenue Sewer Revenue Bonds -Summary Debt Repayment Schedule 414 Fiscal Year Principal Interest Total 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 5,600,000 282,975 5,882,975 5,882,975 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: $9,360,000 Dated: June 16, 2016 Callable: N/A Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 415 Fiscal Year Principal Interest Total 2020 500,000 201,250 701,250 701,250 4,275,000 5.00% 2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00% 2022 835,000 125,125 960,125 960,125 2,920,000 5.00% 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00% Totals 4,275,000 545,875 4,820,875 4,820,875 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009A Sewer Revenue Bonds 5,083,955$ 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 416 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 2019 was $8,944,777 or $606,339 higher than fiscal year 2018. The increase in fund balance in fiscal year 2019 was primarily due to an increase in water sales and a decrease in water main break repairs. (1) FY20 - FY22 figures are estimates The fiscal year 2020 unassigned fund balance is estimated to decrease from $8,944,777 to $5,696,982. This is primarily due to the creation of a Capital Reserve in fiscal year 2020 and transferring $4 million into the reserve. Starting in fiscal year 2021, $900,000 is budgeted to be transferred in the capital reserve annually. In fiscal year 2021, fund balance is expected to remain flat even though a 5% water rate increase is scheduled to take effect. This is due to the anticipated reduction in production at Procter & Gamble. The Water Fund maintains two reserved funds: one restricted fund for debt service and one assigned one for capital reserves. The debt service reserve will have an estimated $3,714,249 in restricted fund balance at the end of fiscal year 2021 for revenue bond covenants. The capital reserve is estimated to have $2,100,000 in assigned fund balance at the end of fiscal year 2021. FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Restricted/Assigned $9,358,062 $3,599,800 $3,634,175 $5,992,225 $5,814,249 $5,941,374 Unassigned $8,753,017 $8,338,438 $8,944,777 $5,696,982 $5,698,978 $5,661,348 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 Fund Balance (1) 417 Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates Meter Size (inches) FY20 Rate FY21 Rate 5/8 (residential) $7.79 $8.19 3/4 $8.52 $8.95 1 $10.04 $10.54 1½ $20.01 $21.01 2 $26.91 $28.26 3 $49.74 $52.23 4 $86.75 $91.09 6 $174.56 $183.29 Cubic Feet FY20 Rate FY21 Rate First 100/mo. MMC (varies) MMC (varies) 101-3,000/mo.$3.64/100 cu. ft. $3.82/100 cu. ft. 3,001 and over $2.61/100 cu. ft. $2.74/100 cu. ft. Single Purpose Meter Charges FY20 Rate FY21 Rate First 100/mo. MMC (varies) MMC (varies) Over 101/mo. $3.64/100 cu. ft. $3.82/100 cu. ft. A flat 5% rate increase is budgeted for fiscal year 2021 for all usage levels and meter sizes. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues for fiscal year 2021 is still expected to remain flat due the impact of the loss of Procter & Gamble. Use of Money & Property primarily consists of interest on investments. Other Financial Sources are proceeds from the sale of debt and from the sale of assets. $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Revenue Trends Charges for Services Use of Money & Property Intergovernmental Miscellaneous Other Financial Sources 418 Expenditures: The fiscal year 2021 expenditures are 2.4% higher than the fiscal year 2020 revised expenditures. This increase primarily reflects the increase in Personnel expenditures due to wage and benefit increases and the addition more seasonal staff. Revenue bond principal and interest payments are 20.2% of the Water fund’s expenditure budget for fiscal year 2021. No new revenue debt is planned in fiscal year 2021. Other financing uses include transfers out of $1,115,000 to the Capital Projects Fund in fiscal year 2021. This includes $725,000 for the Dill Street water main replacement. Long-term Projections: $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Debt Service 419 Future revenues are projected to gradually increase as the number of accounts is projected to grow by 1% annually. Fiscal years 2024 through 2026 are projected to decrease as transfers for Debt Service Payments drop off. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures increase significantly in fiscal year 2024 due to increased Transfers Out for Capital Projects. Fiscal years 2025 and 2026 are projected to decline as Debt Service Payments drop off. 420 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 16,240,827$ 18,111,079$ 11,938,239$ 12,578,952$ 11,689,207$ 11,513,227$ Revenues: Use Of Money And Property Interest Revenues 207,743$ 278,377$ 405,135$ 278,376$ 225,000$ 225,000$ Rents - 2,400 - 2,400 - - Royalties & Commiss 418 455 361 - - - Intergovernmental State 28E Agreements - 57,500 - - - - Charges For Fees And Services Water Charges 9,274,183 9,469,775 9,639,983 9,331,360 9,742,740 9,840,167 Miscellaneous Printed Materials 9 12 20 - - - Misc Merchandise 5,380 13,887 15,761 13,810 15,760 15,760 Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue 33,624 - 1,680 460 360 360 Other Financial Sources Debt Sales 5,410,000 - - - - - Sale Of Assets 1,310 2,654 912 - - - Sub-Total Revenues 14,934,666 9,827,060 10,065,852 9,628,406 9,985,860 10,083,287 Transfers In: 1)Bond Ordinance Transfers In 1,881,033 1,816,319 1,826,040 1,847,217 1,861,965 1,879,215 Capital Reserves - - - 4,000,000 900,000 900,000 Misc Transfers In - 392 1,628 1,000 1,600 1,600 Sub-Total Transfers In 1,881,033 1,816,711 1,827,668 5,848,217 2,763,565 2,780,815 Total Revenues & Transfers In 16,815,699$ 11,643,771$ 11,893,520$ 15,476,623$ 12,749,425$ 12,864,102$ Expenditures: Water Administration 1,648,609$ 1,690,302$ 1,732,781$ 1,773,565$ 1,851,788$ 1,891,634$ Water Treatment Plant Ops 2,190,170 2,326,454 2,291,827 2,475,019 2,513,489 2,540,962 Water Distribution System 1,209,545 1,462,734 1,248,986 1,503,440 1,499,295 1,527,164 Water Customer Service 1,147,512 1,264,197 1,219,258 1,277,962 1,358,927 1,383,542 Water Public Relations 61,019 63,873 747 - - - Water Debt Service 6,115,519 7,574,581 1,791,666 1,804,166 1,824,941 1,838,090 Sub-Total Expenditures 12,372,374 14,382,141 8,285,265 8,834,151 9,048,440 9,181,392 Transfers Out: Capital Project Fund 391,140 1,618,151 1,141,502 1,685,000 1,115,000 814,000 1)Debt Service Funding 1,881,033 1,816,319 1,826,040 1,847,217 1,861,965 1,879,215 Capital Reserves - - - 4,000,000 900,000 900,000 GO Bond Abatement 300,900 - - - - - Sub-Total Transfers Out 2,573,073 3,434,470 2,967,542 7,532,217 3,876,965 3,593,215 Total Expenditures & Transfers Out 14,945,447$ 17,816,611$ 11,252,807$ 16,366,368$ 12,925,405$ 12,774,607$ Fund Balance, June 30 18,111,079$ 11,938,239$ 12,578,952$ 11,689,207$ 11,513,227$ 11,602,722$ Restricted / Committed /Assigned 9,358,062 3,599,800 3,634,175 5,992,225 5,814,249 5,941,374 Unassigned Balance 8,753,017$ 8,338,438$ 8,944,777$ 5,696,982$ 5,698,978$ 5,661,348$ % of Revenues & Transfers In 52%72%75%37%45%44% 1)Same Fund Transfers required by bond covenants Water (7300 - 7301) Fund Summary 421 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 creates and delivers the Consumer Confidence Report to all customers and updates the industrial water quality report for review on the City’s website. Water Treatment Plant Operations Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a 16.7 million gallon per day capacity. The facility is operated 24/7 – 365 by state licensed water treatment operators who produce drinking water at the highest quality achievable. The treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated carbon filters to remove many complex unregulated compounds. Water Distribution System State licensed water distribution staff operate and maintain Iowa City’s approximately 280 miles of water main and connections that contains pipe as old as 1886. 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’ 29,001 active water service accounts (up 220 accounts from fiscal year 2019). Customer service personnel investigate leaks, locate water and City communication fiber assets, interface with customers on a myriad of water concerns, schedule service changes and meter water used by our customers. Water Debt Service Water debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. 422 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: •Produced 2 billion gallons of drinking water in fiscal year 2019 •100% compliant with all State and Federal drinking water regulations •Participated in an EPA sponsored, IDNR facilitated comprehensive water system review •Repaired 34 main breaks in fiscal year 2019 •Added 220 customer accounts •Connected a second rural subdivision to alleviate a public health hazard •Completed a study of the alluvial wells •Replaced a large portion of the water plant roof membrane •Filled 5 permanent position vacancies •Complete design, construction, and implementation of the pressure zoning project •Rehabilitate two alluvial wells •Work with our energy partners to develop and construct a solar power park •Upgrade our chlorine feed system •Maintain consistent levels-of-service as the City and water demands continue to grow with development •Adapt to a changing regulatory environment •Continue to develop personnel to succeed employees upon retirement •Continue to shift onto paperless platforms for asset work orders such as MUNIS for customer accounts and water meters •Better stewardship of water resources through an analysis of metered unbilled water Staffing: FY2019 FY2020 FY2021 Total FTE’s 31.75 31.75 31.25 Staffing Level Change Summary: In fiscal year 2021, the .50 FTE Public Information/Education Coordinator was transferred out of Water Administration and into the new Climate Action & Outreach division in the General Fund. The position was retitled as a Climate Action Engagement Specialist. The 1.00 FTE M.W. I – Meter Reader position was converted to a 1.00 FTE M.W. I – Water Customer Service position in the fiscal year 2021 budget. More seasonal workers were also added to Water Distribution in fiscal year 2021 to assist full-time staff with inspection of fire hydrants, exercising valves, and general upkeep on water system assets (i.e. paint, mow and trim, etc.). Service Level Change Summary: There are no service levels changes in the fiscal year 2021 budget. 423 Financial Highlights: A 5% water rate increase will take effect in fiscal year 2021. The projected Water Charges revenue in fiscal year 2021 is higher than fiscal year 2020 by 4.6% but is only higher than fiscal year 2019 actual revenue by 1%. This is the net effect of the rate increase, increased number of households, and the reduction of use by Procter & Gamble. Capital outlay in fiscal year 2021 includes $30,000 to abandon the Jordan well at Madison Street, $50,000 for two chlorine tank influent flow meters, $175,000 for water main repairs, and $250,000 for new water meters. 424 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate New Water Main (miles) 3.2 2.0 2.7 2.4 2.5 (miles) 0.6 0.4 1.6 0.4 0.5 % system 0.2% 0.1% 0.6% 0.1% 0.2% Annual Locates* (tickets) 7,865 8,127 7,677 8,912 8,200 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 2,007 2,133 2,016 2,000 2,000 74 77 72 71 70 $0.0095 $0.0095 $0.0099 $0.0104 $0.0109 1.7% 0.8% 3.9% 4.0% 4.0% 1.4% 1.2% 1.0% 1.0% 1.0% (present worth at vol. rate) $124,000 $113,000 $90,000 $95,000 $99,000 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. 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. 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) 425 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 18 31 19 23 20 CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Non-payment Shutoffs 1,458 1,555 1,593 1,668 1,700 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 3,168 3,105 2,775 2,700 2,700 $195 $214 $180 $185 $185 Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. Energy Use* (kWh per million gallons) Minimize service interruptions from infrastructure failure or non- payment. * The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) * The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Encourage a Vibrant and Walkable Urban Core ($ per million gallons) Water Main Breaks* (per 100 miles) Promote Environmental Sustainability 426 Activity: Water Administration (730110)Fund: Water (7300) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 207,743$ 278,377$ 405,135$ 278,376$ 225,000$ 225,000$ Royalties & Commiss 418 455 361 - - - Intergovernmental State 28E Agreements - 57,500 - - - - Charges For Fees And Services Water Charges 8,809,185 9,017,726 9,184,481 8,879,310 9,287,230 9,380,102 Miscellaneous Printed Materials 9 12 20 - - - Misc Merchandise - 70 - Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue 594 - 1,680 460 360 360 Transfers In: Misc Transfers In - 392 1,628 1,000 1,600 1,600 Total Revenues & Transfers In 9,019,950$ 9,356,532$ 9,595,304$ 9,161,146$ 9,516,190$ 9,609,062$ Expenditures: Personnel 233,900$ 245,224$ 312,975$ 329,492$ 281,066$ 289,498$ Services 1,397,023 1,440,443 1,414,116 1,437,536 1,565,459 1,596,768 Supplies 17,686 4,636 5,691 6,537 5,263 5,368 Total Expenditures 1,648,609$ 1,690,302$ 1,732,781$ 1,773,565$ 1,851,788$ 1,891,634$ Personnel Services - FTE 2017 2018 2019 2020 2021 Asst Supt - Water 1.00 1.00 1.00 1.00 1.00 W ater Superintendent 1.00 1.00 1.00 1.00 1.00 Public Info/Ed Coord - Pub Wks - - 0.50 0.50 - Total Personnel 2.00 2.00 2.50 2.50 2.00 Activity Summary 427 Activity: Water Treatment Plant Ops (730120)Fund: Water (7300) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges 1,273$ -$ -$ -$ -$ -$ Other Financial Sources Sale of Assets 180 611 509 - - - Total Revenues 1,453$ 611$ 509$ -$ -$ -$ Expenditures: Personnel 828,850$ 901,067$ 942,495$ 986,771$ 1,053,745$ 1,085,357$ Services 897,888 916,510 818,498 967,453 873,148 890,611 Supplies 432,833 439,780 499,726 480,795 504,896 514,994 Capital Outlay 30,600 69,098 31,109 40,000 81,700 50,000 Total Expenditures 2,190,170$ 2,326,454$ 2,291,827$ 2,475,019$ 2,513,489$ 2,540,962$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Process Analyzer Replacement 25,000$ -$ Vehicle Tracking GPS Units - 1,700 W all Lighting and Receptacles 10,000 - Sample Station Replacements 5,000 - Abandon Madison Street Jordan Well - 30,000 Chlorine Tank Influent Flowmeters (2)- 50,000 Total Capital Outlay 40,000$ 81,700$ Activity Summary 428 Activity: Water Distribution System (730130)Fund: Water (7300) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents -$ 2,400$ -$ 2,400$ -$ -$ Charges For Fees And Services Water Charges 94,970 84,100 80,488 84,100 80,490 81,295 Miscellaneous Misc Merchandise 106 874 2,268 870 2,270 2,270 Other Misc Revenue 33,000 - - - - - Other Financial Sources Sale of Assets 275 2,042 403 - - - Total Revenues 128,352$ 89,417$ 83,159$ 87,370$ 82,760$ 83,565$ Expenditures: Personnel 672,402$ 728,360$ 716,334$ 785,598$ 867,125$ 893,139$ Services 240,454 274,179 278,809 286,948 291,108 296,930 Supplies 113,257 93,720 55,394 129,894 85,387 87,095 Capital Outlay 183,432 366,476 198,449 301,000 255,675 250,000 Total Expenditures 1,209,545$ 1,462,734$ 1,248,986$ 1,503,440$ 1,499,295$ 1,527,164$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 W ater GIS Technician - - 1.00 1.00 W ater Engineer 1.00 1.00 1.00 - - Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2020 2021 Vehicle Tracking GPS Units -$ 4,675$ Water Main Repairs-Contracted Improvement 235,000 175,000$ Oversizing Water Main 50,000 50,000 Tablet GPS Antennae - 10,000 PipeTrailer - 10,000 Shell Cutters for Tap Machine 6,000 - Magnetic Locator 5,000 6,000 Mobile Devices 5,000 - Total Capital Outlay 301,000$ 255,675$ Activity Summary 429 Activity: Water Customer Service (730140)Fund: Water (7300) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges 368,754$ 367,948$ 375,014$ 367,950$ 375,020$ 378,770$ Miscellaneous Misc Merchandise 5,273 12,943 13,493 12,940 13,490 13,490 Other Misc Revenue 30 - - - - - Other Financial Sources Sale Of Assets 854 - - - - - Total Revenues 374,911$ 380,892$ 388,508$ 380,890$ 388,510$ 392,260$ Expenditures: Personnel 819,248$ 856,178$ 814,718$ 904,328$ 926,046$ 953,827$ Services 112,414 123,582 119,731 130,939 127,296 129,842 Supplies 15,649 16,202 15,536 27,695 24,385 24,873 Capital Outlay 200,201 268,235 269,274 215,000 281,200 275,000 Total Expenditures 1,147,512$ 1,264,197$ 1,219,258$ 1,277,962$ 1,358,927$ 1,383,542$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 - M.W. I-Water Customer Service 3.00 3.00 3.00 3.00 4.00 W ater 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 2020 2021 Radio Read Devices 15,000$ 18,000$ Other Operating Equipment - 10,200 Vehicle Tracking GPS Units - 3,000 W ater Meters 200,000 250,000 Total Capital Outlay 215,000$ 281,200$ Activity Summary 430 Activity: Water Public Relations (730150)Fund: Water (7300) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Expenditures: Personnel 49,931$ 52,525$ 455$ -$ -$ -$ Services 11,088 11,348 291 - - - Supplies - - - - - - Total Expenditures 61,019$ 63,873$ 747$ -$ -$ -$ Personnel Services - FTE 2017 2018 2019 2020 2020 Public Info/Ed Coord - Pub Wks 0.50 0.50 - - - Total Personnel 0.50 0.50 - - - Activity: Water Debt Service (730800)Fund: Water (7301) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales 5,410,000$ -$ -$ -$ -$ -$ Transfers In: Bond Ordinance Transfers In 1,881,033 1,816,319 1,826,040 1,847,217 1,861,965 1,879,215 Total Revenues & Transfers In 7,291,033$ 1,816,319$ 1,826,040$ 1,847,217$ 1,861,965$ 1,879,215$ Expenditures: Services 1,200$ 437$ 1,813$ 1,200$ 1,900$ 1,900$ Other Financial Uses Revenue Bonds Principal & Interest Payments 6,114,319 7,574,144 1,789,853 1,802,966 1,823,041 1,836,190 Total Expenditures 6,115,519$ 7,574,581$ 1,791,666$ 1,804,166$ 1,824,941$ 1,838,090$ Activity: Water Capital Reserves (730190)Fund: Water (7304) Division: Water Operations Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Transfers In: Water Operations -$ -$ -$ 4,000,000$ 900,000$ 900,000$ Total Revenues & Transfers In -$ -$ -$ 4,000,000$ 900,000$ 900,000$ Transfers Out Capital Projects Fund -$ -$ -$ 1,685,000$ 1,115,000$ 814,000$ Total Transfers Out -$ -$ -$ 1,685,000$ 1,115,000$ 814,000$ Activity Summary Activity Summary Activity Summary 431 Issue / Use of Funds FY2020 FY2021 FY2022 2012C Water Revenue Refunding of Series 2002 Revenue Bonds 4,950,000 2023 2,100,000 547,440 547,140 546,640 2016D Water Revenue Refunding of Series 2008 Revenue Bonds 3,650,000 2025 2,865,000 517,488 520,863 518,113 2017C Water Revenue Refunding of Series 2009 Revenue Bonds 5,910,000 2026 5,300,000 738,038 755,038 771,438 Total - Water Revenue Bonds 10,265,000 1,802,965 1,823,040 1,836,190 Fiscal Year Debt Paid in Full Principal Outstanding Water Revenue Bonds Outstanding Debt Obligation at June 30, 2019 Summary by Individual Issue Debt Service PaymentsAmount of Issue 432 Fiscal Year Principal Interest Total Water Revenue 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 10,265,000 762,490 11,027,490 11,027,490 Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Bonds -Summary Debt Repayment Schedule by Fiscal Year 433 Fiscal Year Principal Interest Total 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 2,100,000 86,890 2,186,890 2,186,890 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: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Project 434 Fiscal Year Principal Interest Total 2020 420,000 97,488 517,488 517,488 2,865,000 5.00% 2021 445,000 75,863 520,863 520,863 2,445,000 5.00% 2022 465,000 53,113 518,113 518,113 2,000,000 5.00% 2023 490,000 29,238 519,238 519,238 1,535,000 5.00% 2024 520,000 13,088 533,088 533,088 1,045,000 1.50% 2025 525,000 4,594 529,594 529,594 525,000 1.75% Totals 2,865,000 273,381 3,138,381 3,138,381 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2008D Water Revenue Bonds 3,964,470$ Issuance Costs 67,698 Bond Premium (382,168) Amount of Issue 3,650,000$ 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 435 Fiscal Year Principal Interest Total 2020 635,000 103,038 738,038 738,038 5,300,000 2.00% 2021 665,000 90,038 755,038 755,038 4,665,000 2.00% 2022 695,000 76,438 771,438 771,438 4,000,000 2.00% 2023 725,000 62,238 787,238 787,238 3,305,000 2.00% 2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00% 2025 800,000 21,488 821,488 821,488 1,355,000 2.25% 2026 555,000 6,244 561,244 561,244 555,000 2.25% Totals 5,300,000 402,219 5,702,219 5,702,219 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009B Water Revenue Bonds 5,372,468$ 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 436 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, 2019 was $1,563,487, a 22% increase from fiscal year 2018 due to increased revenue stemming from fee structure changes. (1) FY20 - FY22 figures are estimates Fiscal year 2020 fund balance is projected to decrease by $157,564 or 10% to $1,405,923. This is primarily due to capital outlay expenditures, additional staffing, and the purchase of recycling carts. Fiscal year 2021 fund balance is projected to decrease by $578,670 or 41.2% to $827,253. This decrease is primarily due to capital outlay expenditures including a large transfer to the Capital Projects Fund and additional seasonal and customer service staffing. The Refuse Collection fund has no restricted or assigned fund balances. FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Unassigned $1,351,518 $1,281,369 $1,563,487 $1,405,923 $827,253 $668,186 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 Fund Balance (1) 437 Revenues: The Refuse Collection operations are funded primarily by user fees. In fiscal year 2021, the monthly curbside recycling fee is budgeted to increase from $5.10 per month to $6.00 per month. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. None of the other fee rates are budgeted to change. 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 2021 revenue is estimated at 5.66% higher than fiscal year 2020 due to an increased number of households and due to an increase of $.90 per month in the curbside recycling fee. $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Revenue Trends Charges for Services Licenses and Permits Miscellaneous Use of Money & Property Solid Waste Collection: FY2021 Garbage Collection per month $12.00 Additional bag stickers $2.50 Curbside Recycling per month $6.00 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 438 Expenditures: The fiscal year 2021 budgeted expenditures are estimated to be 2.2% higher than fiscal year 2020 estimated expenditures due to the addition of personnel as well as wage and benefit cost increases. Capital Outlay expenditures in fiscal year 2021 total $100,000 for the purchase of yard waste carts and are approximately 2.55% of the operating budget. 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, the City will need to consider another rate increase for Refuse charges to help cover the cost of rising expenditures. $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 439 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,245,110$ 1,351,518$ 1,281,369$ 1,563,487$ 1,405,923$ 827,253$ Revenues: Licenses And Permits General Use Permits 76$ -$ 12,900$ -$ 12,900$ 12,900$ Use Of Money And Property Interest Revenues 5,710 13,833 28,547 13,833 10,000 10,000 Charges For Fees And Services Refuse Charges 3,153,997 3,507,539 3,675,862 3,656,150 3,863,320 3,901,953 Miscellaneous Other Misc Revenue - 74 65 8,000 - - Sub-Total Revenues 3,159,783 3,521,446 3,717,374 3,677,983 3,886,220 3,924,853 Transfers In: Misc Transfers In - 1,324 5,499 2,000 5,500 5,500 Sub-Total Transfers In - 1,324 5,499 2,000 5,500 5,500 Total Revenues 3,159,783$ 3,522,770$ 3,722,873$ 3,679,983$ 3,891,720$ 3,930,353$ Expenditures: Refuse Administration 455,189$ 454,951$ 487,837$ 530,911$ 615,149$ 629,964$ Refuse Operations 1,389,351 1,328,749 1,417,987 1,492,850 1,468,184 1,537,696 Yard Waste Collection 295,975 294,681 302,798 451,808 456,569 465,764 Curbside Recycling Collection 735,109 833,945 1,019,353 1,150,021 1,150,796 1,220,183 White Goods/Bulky Collection 177,751 194,450 212,781 211,957 229,692 235,813 Sub-Total Expenditures 3,053,376 3,106,776 3,440,755 3,837,547 3,920,390 4,089,420 Transfers Out: Capital Project Fund - 486,141 - - 550,000 - Sub-Total Transfers Out - 486,141 - - 550,000 - Total Expenditures & Transfers Out 3,053,376$ 3,592,918$ 3,440,755$ 3,837,547$ 4,470,390$ 4,089,420$ Fund Balance, June 30 1,351,518$ 1,281,369$ 1,563,487$ 1,405,923$ 827,253$ 668,186$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,351,518$ 1,281,369$ 1,563,487$ 1,405,923$ 827,253$ 668,186$ % of Revenues 43%36%42%38%21%17% Refuse Collection (7400) Fund Summary 440 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, organic waste, bulky items and appliances to 16,125 households. 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 25- or 95-gallon cart provided by the City. Food waste can be placed in City-provided 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 65-gallon recycling cart is provided for each single-family residence and each multiple unit dwelling of four units or fewer. The carts provide capacity for residents to recycle 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. 441 HIGHLIGHTS •A route balancing study was completed internally to address inefficiencies in refuse and recycling collection and improve safety. With the roll-out of 65-gallon recycling carts to most customers and the transition to single stream recycling, we have seen an increase in the number of customers using the program and a 30% increase in materials recycled by weight. Contamination remains under 10%. •Refuse Collection staff took over service of two of the City’s three drop-off recycling sites from Landfill Operations staff. This task utilizes about 60% of the FTE that was new in fiscal year 2020. •The number of customers served has increased significantly over the past five years and has reached a point where an additional organics/yard waste is needed. •In fiscal year 2019, curbside crews handled: • 8,898 tons of waste (decrease of 8% from FY2018) • 2,075 tons of recycling (increase of 25% over FY2018) • 2,956 tons of yard waste (increase of 72% over FY2018) Recent Accomplishments: •Received $91,000 grant from Recycling Partnership to assist with the purchase of recycling carts and $16,000 for assistance with outreach and promotion. •Completed delivery of 65-gallon recycling carts to 16,000 homes •Enacted strategic outreach plan to promote carts and curbside programs •Completed route balance study •Delivered organics carts to approximately 6,000 homes •Initiated use of AVL to track trucks on route •Purchased hook truck to service drop-off recycling sites in town •Initiated food waste collection pilot program at City Hall Upcoming Challenges: •The increase in both the number of customers participating in the organics program and the tonnages collected •Many customers set out large quantities of yard waste •The upcoming move to 1306 S. Gilbert Court 442 Staffing: FY2019 FY2020 FY2021 Total FTE’s 17.88 18.88 19.38 Staffing Level Change Summary: In fiscal year 2021, hours for the Customer Service Representatives were increased by .75 FTE to assist with the increase in volume of calls received and demand for service. The customer service staffing was then re-distributed equally (25% each) between Parking, Transit, Refuse, and Landfill. The net change to Refuse Administration was an increase of .50 FTE. More seasonal workers were also added in fiscal year 2021 to assist with yard waste collections during spring and fall peak seasons when yard waste customers utilize the program heavily and tonnages are highest. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Charges for Fees and Services revenue is budgeted to increase by 5.66% due to an increase of $.90 per month in the curbside recycling fee and an increase in the number of households. Refuse Administration Personnel expenditures grew by 33.6% due to wage and benefit cost increases and due to the addition of a .50 FTE Customer Service Representative. $100,000 is budgeted in Capital Outlay expenditures for the purchase of yard waste carts. A transfer out to the Capital Projects Fund for $550,000 is budgeted in the for the purchase of two automated curbside recycling collection trucks. 443 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Residential Refuse Collection Accounts 15,780 15,962 16,105 16,200 16,250 Refuse Tonnages 9,623 9,694 9,675 9,550 9,600 Recycling Tonnages 1,570 1,648 2,058 2,335 2,400 Yard Waste Tonnages 1,317 1,747 2,956 3,325 3,500 White Goods – Scheduled Pickups FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Bulk Items 2,333 **** Appliances 281 285 314 350 390 Electronics 156 241 155 200 300 White Goods Route Total Tonnages 229.65 284.31 305.62 330.00 370.00 *No longer track number of Bulk Items. Total Tonnage includes weight. Community Survey results of the percent rated positively Subject FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Garbage Collection 88% N/A N/A N/A N/A Yard Waste Pick-Up 85% N/A N/A N/A N/A Recycling 71% N/A N/A N/A N/A *Community Survey conducted during FY 2013 and FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. 444 Activity: Refuse Administration (740110)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 5,710$ 13,833$ 28,547$ 13,833$ 10,000$ 10,000$ Charges For Fees And Services Refuse Charges (25) 425 - - - - Miscellaneous Other Misc Revenue - - 65 8,000 - - Total Revenues 5,685$ 14,258$ 28,612$ 21,833$ 10,000$ 10,000$ Expenditures: Personnel 140,414$ 179,112$ 169,018$ 187,940$ 251,163$ 258,698$ Services 314,775 275,735 318,245 340,266 359,483 366,673 Supplies - 104 574 2,705 4,503 4,593 Total Expenditures 455,189$ 454,951$ 487,837$ 530,911$ 615,149$ 629,964$ Personnel Services - FTE 2017 2018 2019 2020 2021 Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Refuse 0.50 0.50 0.38 0.38 0.88 Resource Management Superintendent - 0.50 0.50 0.50 Total Personnel 1.50 1.50 1.88 1.88 2.38 Activity Summary 445 Activity: Refuse Operations (740120)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits General Use Permits 76$ -$ 12,900$ -$ 12,900$ 12,900$ Charges For Fees And Services Refuse Charges 2,202,716 2,281,777 2,299,142 2,281,770 2,299,140 2,322,131 Miscellaneous Other Misc Revenue - 74 - - - - Total Revenues 2,202,792$ 2,281,851$ 2,312,042$ 2,281,770$ 2,312,040$ 2,335,031$ Expenditures: Personnel 451,410$ 412,594$ 469,095$ 493,492$ 514,822$ 530,267$ Services 930,016 902,015 908,338 947,651 945,062 963,963 Supplies 7,925 14,140 6,597 8,207 8,300 8,466 Capital Outlay - - 33,956 43,500 - 35,000 Total Expenditures 1,389,351$ 1,328,749$ 1,417,987$ 1,492,850$ 1,468,184$ 1,537,696$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Refuse Carts and Lids 35,000$ -$ GPS Tracking Hardware 8,500 - Total Capital Outlay 43,500$ -$ Activity Summary 446 Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 150,298$ 233,685$ 378,330$ 384,000$ 378,080$ 381,861$ Total Revenues 150,298$ 233,685$ 378,330$ 384,000$ 378,080$ 381,861$ Expenditures: Personnel 132,916$ 133,278$ 142,275$ 181,622$ 206,393$ 212,585$ Services 123,274 137,876 139,823 145,186 150,176 153,180 Supplies 39,786 23,528 - - - - Capital Outlay - - 20,700 125,000 100,000 100,000 Total Expenditures 295,975$ 294,681$ 302,798$ 451,808$ 456,569$ 465,764$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 2020 2021 Yard Waste Carts 125,000$ 100,000$ Total Capital Outlay 125,000$ 100,000$ Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 770,004$ 959,201$ 964,224$ 957,930$ 1,134,300$ 1,145,643$ Total Revenues 770,004$ 959,201$ 964,224$ 957,930$ 1,134,300$ 1,145,643$ Expenditures: Personnel 484,000$ 500,424$ 535,180$ 622,087$ 637,090$ 656,203$ Services 251,109 333,521 484,173 494,934 513,706 523,980 Supplies - - - 33,000 - 40,000 Total Expenditures 735,109$ 833,945$ 1,019,353$ 1,150,021$ 1,150,796$ 1,220,183$ Personnel Services - FTE 2017 2018 2019 2020 2021 M.W. II - Refuse 6.00 6.00 6.00 7.00 7.00 Total Personnel 6.00 6.00 6.00 7.00 7.00 Activity Summary Activity Summary 447 Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 31,004$ 32,451$ 34,167$ 32,450$ 51,800$ 52,318$ Total Revenues 31,004$ 32,451$ 34,167$ 32,450$ 51,800$ 52,318$ Expenditures: Personnel 120,268$ 136,741$ 146,566$ 151,413$ 152,745$ 157,327$ Services 57,483 57,708 66,215 60,544 76,947 78,486 Total Expenditures 177,751$ 194,450$ 212,781$ 211,957$ 229,692$ 235,813$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 448 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, 2019 was $24.897 million, a 7.59% decrease from the fiscal year 2018 year-end fund balance. Of the $24.897 million, $22.387 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 decrease was primarily due to a $2.5 million internal loan for the Public Works Facility to the General Fund and the Road Use Tax Fund. (1)FY20 - FY22 figures are estimates The fiscal year 2020 projected, unassigned fund balance is $1,679,658 which is a 33.06% or $829,571 decrease over the fiscal year 2019 unassigned fund balance. The projected reduction is primarily due to an increase in budgeted transfers out to the Capital Projects Fund and an additional $1 million loan for the Public Works Facility. The fiscal year 2021 unassigned fund balance is projected to decrease another $394,817 to $1,284,841. This decrease is also due to elevated capital projects funding. 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 2021 is $9.189 million not including projected outstanding loan balances of $916,211 million to the Parking Fund, $1,941,997 million to the General Fund, and $1,294,664 to the Road Use Tax Fund. 449 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 6/30/20 Total Payment FY21 FY21 Principal FY21 Interest Parking Fund 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,173,649 $ 289,143 $ 257,438 $ 31,705 General Fund 2019 Public Works Facility Loan 6/30/2019 $ 2,100,000 2039 $ 2,022,179 $ 139,759 $ 80,182 $ 59,577 Road Use Tax Fund 2019 Public Works Facility Loan 6/30/2019 $ 1,400,000 2039 $ 1,348,119 $ 93,172 $ 53,455 $ 39,717 The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows: Closure and Post-Closure Reserves: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide assurance for the costs associated with closing the landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide for the future costs associated with closing the landfill in a manner that satisfies State environmental and safety requirements, including minimizing infiltration and erosion; and sufficient to provide for the costs related to post-closure requirements. Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of user fees for environmental protection, waste reduction, and recycling programs. The Solid Waste Surcharge Reserve balance in the Landfill Fund is reserved for these uses and is not accessible for other City projects. The Landfill will has estimated restricted fund balances at the end of fiscal year 2021 of $14.588 million for Closure/Post-Closure Reserves and $504,432 in the Solid Waste Surcharge Reserve. Revenues: The Landfill Fund is primarily supported by user fees. Fee increases budgeted in fiscal year 2021 include a $2.50 per ton increase in the trash disposal tipping fee and an increase in the TV/monitor disposal fees. The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non-Iowa City residents. The major landfill fees charged are summarized as follows: Trash Disposal Rates (per ton): FY2020 FY2021 Iowa City residents: $42.50 $45.00 Non-Iowa City residents: $47.50 $50.00 Other Disposal Rates: FY2020 FY2021 Iowa City Community Compost (per ton) $20 $20 Iowa City Community Compost (minimum) $2 $2 Wood chip mulch (per ton) $10 $10 Wood chip mulch (minimum) $2 $2 450 TV or monitor (<18”, includes peripherals) $12 $15 TV or monitor (≥ 18”, includes peripherals) $17 $15 Bulk electronic waste (no TV or monitor) $3 per item $3 per item For fiscal year 2021, Landfill Charges of $6,224,330 and Refuse Charges of $414,440 comprise approximately 92% of the landfill’s budgeted revenue. Total revenues are estimated to increase by one percent from fiscal year 2020 due to an increase in the tipping fee rate but a decrease in interest income and grant revenues. Expenditures: Fiscal year 2021 budgeted expenditures decreased by $19,938 or less than one percent from the fiscal year 2020 revised budget. The Landfill Fund’s expenditures decreased overall due to a decrease in Services expenditures including payments to the Landfill Surcharge Reserve, sewer utility charges, and consulting fees. $5,800,000 $6,000,000 $6,200,000 $6,400,000 $6,600,000 $6,800,000 $7,000,000 $7,200,000 $7,400,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Revenue Trends Charges for Services Use of Money & Property $172,150 Intergovernmental Miscellaneous $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 451 Fiscal year 2021 expenditures include $50,000 for capital outlay which is only 0.9% of the expenditure budget. 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 and fiscal year 2026 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 years 2023 and 2024 are lower with smaller projects, but then Capital Projects transfers go back to $1 million going forward. 452 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 24,926,189$ 26,735,285$ 26,940,544$ 24,896,655$ 24,529,719$ 25,566,262$ Revenues: Use Of Money And Property Interest Revenues 242,093$ 420,276$ 665,796$ 507,608$ 403,501$ 403,501$ Rents 62,452 73,523 58,243 55,950 60,240 60,240 Royalties & Commiss 2,769 285 148 290 150 150 Intergovernmental Other State Grants - 22,483 13,807 111,000 - - Charges For Fees And Services Refuse Charges 433,804 499,331 380,116 437,800 414,440 414,440 Landfill Charges 6,273,574 5,933,293 5,889,533 5,933,293 6,224,330 6,224,330 Miscellaneous Contrib & Donations 60 20 - - - - Misc Merchandise 19,184 13,802 17,593 20,000 20,000 20,000 Intra-City Charges 22,619 16,145 25,394 16,145 25,000 25,000 Other Misc Revenue 33,393 49,627 55,219 48,320 54,650 54,650 Sub-Total Revenues 7,089,948 7,028,784 7,105,849 7,130,406 7,202,311 7,202,311 Transfer In: Interfund Loans 228,364 235,310 242,467 379,439 391,075 402,969 Misc Transfers In 975,522 1,139,531 1,494,779 984,603 893,110 893,110 Sub-Total Transfers In 1,203,886 1,374,841 1,737,246 1,364,042 1,284,185 1,296,079 Total Revenues & Transfers In 8,293,834$ 8,403,625$ 8,843,096$ 8,494,448$ 8,486,496$ 8,498,390$ Expenditures: Landfill Administration 839,138$ 788,943$ 890,712$ 926,531$ 987,309$ 1,009,647$ Landfill Operations 4,049,431 3,896,971 4,058,135 4,459,396 4,267,948 4,365,008 Solid Waste Surcharge Reserve 85,395 254,734 1,115,244 90,854 101,586 104,528 Sub-Total Expenditures 4,973,964 4,940,648 6,064,090 5,476,781 5,456,843 5,479,183 Transfers Out: Capital Project Funding 535,251 2,120,176 828,115 1,400,000 1,100,000 1,125,000 Misc Transfers Out 975,522 1,137,543 1,494,779 984,603 893,110 893,110 Interfund Loan - - 2,500,000 1,000,000 - - Sub-Total Transfers Out 1,510,773 3,257,719 4,822,894 3,384,603 1,993,110 2,018,110 Total Expenditures & Transfers Out 6,484,738$ 8,198,366$ 10,886,984$ 8,861,384$ 7,449,953$ 7,497,293$ Fund Balance, June 30 26,735,285$ 26,940,544$ 24,896,655$ 24,529,719$ 25,566,262$ 26,567,359$ Restricted / Committed /Assigned 24,703,421 24,631,185 22,387,426 22,850,061 24,281,421 25,821,733 Unassigned Balance 2,031,864$ 2,309,358$ 2,509,229$ 1,679,658$ 1,284,841$ 745,626$ % of Revenues & Transfers In 24%27%28%20%15%9% Landfill (7500 - 7504) Fund Summary 453 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 130,000 tons of solid waste and collects hundreds of groundwater samples to evaluate environmental compliance. The landfill is about 425 acres in size, about half which is closed or active landfill cells. The remaining land is used as a buffer for surrounding properties and wetlands. 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 programs are designed to promote higher and better use of materials and natural resources. 454 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 •Construction of landfill cell FY18 was completed waste placement in the new cell began •A methane feasibility study process was initiated with the Wastewater Treatment Plant •Staff is working to increase trash compaction rates and we are starting to see improvements Recent Accomplishments: •Incoming tonnage decreased by 10% from fiscal year 2018 to fiscal year 2019 •Grant-funded household hazardous waste facility safety and efficiency improvements have been made to accommodate additional customers •Grant funding was obtained to conduct a battery recycling education program to begin in winter 2019 •Nine acres of ground were seeded to reduce potential for erosion •In-town drop-off recycling operations were transitioned to Refuse staff Upcoming Challenges: •Lithium battery recycling education is being designed to reduce potential landfill fires. •FY09 landfill cell will be closed out with intermediate cover •Multiple program roll-outs in the previous two years have increased the need for ongoing education and outreach •Potential implementation of a project resulting from the methane feasibility study could be costly. •Compost operations pad is nearing capacity; it will be difficult to continue to grow programs on the current space. •Continue to explore market for wood chips •Continue to increase opportunities for residents and qualifying small businesses to properly dispose of hazardous materials 455 Staffing: FY2019 FY2020 FY2021 Total FTE’s 14.88 15.88 15.88 Staffing Level Change Summary: In the fiscal year 2021 budget, one existing Landfill Operator is being converted into a Senior Maintenance Worker. There is not net change in total FTE’s. The Senior Maintenance Worker would assist in overseeing Landfill Operator staff in daily landfill operations in addition to current tasks of receiving, pushing, compacting and covering trash. The position would assist with coordinating daily waste placement, maintenance, record- keeping, staff training and compliance; oversee contracted litter pickers; and ensure proper grade and drainage. The Senior Maintenance Worker would also assist in assessing operations with the transition to flat-filling to ensure that compaction rates continue to improve. Hours for the Customer Service Representatives were increased by .75 FTE to assist with the increase in volume of calls received and demand for service. The customer service staffing was then re-distributed equally (25% each) between Parking, Transit, Refuse, and Landfill. This resulted in no change to Landfill Administration FTE for Customer Service Representatives. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: Landfill Charges was increased by $348,787 or 6.14% due to the increase in trash disposal tipping fees. The Landfill Operations’ Capital Outlay expenditures includes $25,000 for additional backstops to control blowing litter and $25,000 for additional pumps for the dual extraction system to continue to improve biannual groundwater testing results. In the Landfill Replacement Reserve, $100,000 is included to undertake a permit amendment to expand the permitted capacity to include approximately 16 acres of land on Northeast portion of the existing footprint to become landfill area at some point in the future. The expansion will include remediation of a portion of this area due to the impact the activity may have on 0.88 acres of existing wetlands. 456 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 137,025 140,658 127,587 135,000 137,000 Organics (Food Waste) Tons Diverted to Composting FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 760 1,032 866 1,020 1,040 Recycling Drop Site Tons Collected FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 817 1,178 1,591 1,500 1,470 Amount (%) of All Solid Waste Recycled FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate 9.8% 8.4% 11.8% 12.0% 14.0% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Enhanced Community Engagement and Intergovernmental Relations & Promote Environmental Sustainability Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. 457 Activity: Landfill Administration (750110)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 176,249$ 362,171$ 376,114$ 362,171$ 250,000$ 250,000$ Total Revenues 176,249$ 362,171$ 376,114$ 362,171$ 250,000$ 250,000$ Expenditures: Personnel 136,947$ 175,669$ 225,964$ 229,419$ 259,214$ 266,990$ Services 701,695 612,259 660,717 696,710 724,620 739,112 Supplies 497 1,015 4,031 402 3,475 3,545 Total Expenditures 839,138$ 788,943$ 890,712$ 926,531$ 987,309$ 1,009,647$ Personnel Services - FTE 2017 2018 2019 2020 2021 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 0.88 Resource Management Superintendent - - 0.50 0.50 0.50 Total Personnel 1.50 1.50 2.38 2.38 2.38 Activity Summary 458 Activity: Landfill Operations (750120)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 5,064$ 3,970$ 3,482$ 2,500$ 2,500$ 2,500$ Rents 62,452 73,523 58,243 55,950 60,240 60,240 Royalties & Commiss 2,769 285 148 290 150 150 Intergovernmental Other State Grants - 22,483 13,807 20,000 - - Charges For Fees And Services Refuse Charges 433,804 499,331 380,116 437,800 414,440 414,440 Landfill Charges 6,098,549 5,677,782 5,691,772 5,677,783 6,026,570 6,026,570 Miscellaneous Contrib & Donations 60 20 - - - - Misc Merchandise 19,184 13,802 17,593 20,000 20,000 20,000 Intra-City Charges 22,619 16,145 25,394 16,145 25,000 25,000 Other Misc Revenue 33,393 49,627 55,219 48,320 54,650 54,650 Total Revenues 6,677,894$ 6,356,968$ 6,245,774$ 6,278,788$ 6,603,550$ 6,603,550$ Expenditures: Personnel 1,060,970$ 966,476$ 1,040,781$ 1,208,773$ 1,270,106$ 1,308,209$ Services 2,723,255 2,712,763 2,839,505 3,073,645 2,852,337 2,909,384 Supplies 84,850 140,405 135,649 118,978 95,505 97,415 Capital Outlay 180,356 77,325 42,199 58,000 50,000 50,000 Total Expenditures 4,049,431$ 3,896,971$ 4,058,135$ 4,459,396$ 4,267,948$ 4,365,008$ Personnel Services - FTE 2017 2018 2019 2020 2021 Landfill Operator 8.00 8.00 8.00 9.00 8.00 M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00 Scalehouse Operator 1.50 1.50 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill - - - - 1.00 Total Personnel 11.50 11.50 11.50 12.50 12.50 Capital Outlay 2020 2021 Litter Control Backstops 25,000$ 25,000$ Gate Replacement 33,000 - Dual extraction pumps - 25,000 Total Capital Outlay 58,000$ 50,000$ Activity Summary 459 Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 60,780$ 53,834$ 217,127$ 142,637$ 151,001$ 151,001$ Other Financial Sources Transfer In from Landfill Operations 822,641 843,945 765,525 843,945 765,525 765,525 Interfund Loans 228,364 235,310 242,467 379,439 391,075 402,969 Total Revenues & Transfers In 1,111,784$ 1,133,088$ 1,225,119$ 1,366,021$ 1,307,601$ 1,319,495$ Expenditures: Services -$ -$ -$ -$ 100,000$ -$ Total Expenditures -$ -$ -$ -$ 100,000$ -$ Transfers Out: Capital Project Fund -$ 1,500,000$ (1,946)$ -$ -$ -$ InterFund Loan - Disbursed to Other Funds - -2,500,000 1,000,000 - - Other - -601,669 - - - Total Transfers Out -$ 1,500,000$ 3,099,723$ 1,000,000$ -$ -$ Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Landfill Charges 175,025$ 255,510$ 197,760$ 255,510$ 197,760$ 197,760$ Intergovernmental Other State Grants -$ -$ -$ 91,000$ -$ -$ Total Revenues 175,025$ 255,510$ 197,760$ 346,510$ 197,760$ 197,760$ Expenditures: Personnel 74,821$ 52,622$ 81,461$ 81,647$ 90,984$ 93,714$ Services 9,210 9,361 9,814 9,207 9,937 10,136 Supplies 1,363 25 651 - 665 678 Capital Outlay - 192,726 1,023,317 - -- Total Expenditures 85,395$ 254,734$ 1,115,244$ 90,854$ 101,586$ 104,528$ Personnel Services - FTE 2017 2018 2019 2020 2021 Recycling Coordinator 0.75 1.00 1.00 1.00 1.00 Total Personnel 0.75 1.00 1.00 1.00 1.00 Activity Summary Activity Summary 460 Activity: Landfill Closure/Post-Closure Reserves (750230/240)Fund: Landfill (7503/4) Division: Resource Management Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues -$ 301$ 69,074$ 300$ -$ -$ Other Financial Sources Transfer In from Landfill Operations 152,881 293,598 729,254 140,658 127,585 127,585 Total Revenues 152,881$ 293,899$ 798,328$ 140,958$ 127,585$ 127,585$ Activity Summary 461 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, does received certain financial assistance from the City’s General Fund. The Airport Fund’s fund balance on June 30, 2019 was $244,898, a 12.98% increase from the fiscal year 2018 year-end fund balance. The increase in fund balance was primarily the result of a decrease in capital outlay expenditures. In fiscal year 2020, fund balance is estimated to decrease by 13.05% to $212,946. This decrease is due an increase in the transfers out to the Capital Project Fund. In fiscal year 2021, the fund balance is project to increase by 14.97% to $244,833. This increase is a result of a decrease in Capital Outlay expenditures. (1)FY20 - FY22 figures are estimates The City’s General Fund contributes $100,000 annually towards capital projects at the Airport. These funds can be used to leverage State and Federal grants. In fiscal year 2020, a Capital Reserve fund was created to account for these funds separately from the Airport’s operations and to build the reserve for future capital improvements. The balance of this reserve is projected to be $117,550 at the end of fiscal year 2021. Revenues: For fiscal year 2021, 89% 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 $0 in fiscal years 2021. 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. FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Assigned 100,000 100,000 $100,000 $82,775 $117,550 $170,050 Unreserved $208,219 $116,769 $144,898 $130,171 $127,283 $115,597 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 Fund Balance (1) 462 Expenditures: In the fiscal year 2021 budget, operating expenditures increased from the fiscal year 2020 budget by less than one percent to $364,678 primarily due to cost of living and inflation adjustments and an increase in repair and maintenance expenditures but a decrease in capital outlay. Capital outlay of $12,000 is budgeted in fiscal year 2020 but $0 is budgeted in fiscal year 2021. 463 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 572,874$ 308,219$ 216,769$ 244,898$ 212,946$ 244,833$ Revenues: Use Of Money And Property Interest Revenues 1,005$ 4,231$ 4,706$ 2,500$ 2,000$ 2,000$ Rents 310,413 317,430 322,756 326,520 324,040 324,040 Royalties & Commiss 35,280 31,018 38,179 36,500 38,180 38,180 Miscellaneous Contrib & Donations - 7,500 - - - - Misc Merchandise - 3,260 1,617 - 600 - Other Misc Revenue 1,800 2,143 - - - - Other Financial Sources Sale Of Assets - 20,000 - - - - Sub-Total Revenues 348,499 385,582 367,258 365,520 364,820 364,220 Transfers In: Operating Subsidy 13,209 9,687 - - - - Capital Reserves 100,000 100,000 100,000 214,975 100,000 100,000 Sub-Total Transfers In 113,209 109,687 100,000 214,975 100,000 100,000 Total Revenues & Transfers In 461,708$ 495,269$ 467,258$ 580,495$ 464,820$ 464,220$ Expenditures: Airport Operations 665,802$ 468,122$ 395,866$ 365,272$ 367,708$ 375,906$ Sub-Total Expenditures 665,802 468,122 395,866 365,272 367,708 375,906 Transfers Out: Capital Project Fund 60,561 118,597 43,264 132,200 65,225 47,500 Capital Reserves - - - 114,975 - - Sub-Total Transfers Out 60,561 118,597 43,264 247,175 65,225 47,500 Total Expenditures & Transfers Out 726,362$ 586,719$ 439,129$ 612,447$ 432,933$ 423,406$ Fund Balance, June 30 308,219$ 216,769$ 244,898$ 212,946$ 244,833$ 285,647$ Restricted / Committed /Assigned 100,000 100,000 100,000 82,775 117,550 170,050 Unassigned Balance 208,219$ 116,769$ 144,898$ 130,171$ 127,283$ 115,597$ % of Revenues & Transfers In 45%24%31%22%27%25% Airport (7600) Fund Summary 464 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 $11.8 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 Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million to the Iowa City area Recent Accomplishments: •Opened Airport Viewing Area •Received State grants for airport projects ($465,000) •Received FAA Grants for projects ($237,000) Upcoming Challenges: •Continued need to develop additional revenue sources FAA/State budgets impact grant dollars available •Continued upkeep of several buildings in excess of 50 years old Staffing: FY2019 FY2020 FY2021 Total FTE’s 1.00 1.00 1.00 465 Staffing Level Change Summary: In the fiscal year 2021 budget, the 1.00 FTE Airport Operations Specialist was converted to a 1.00 FTE Airport Manager position. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget. Financial Highlights: There are no Capital Outlay expenditures budgeted in fiscal year 2021. 466 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Revenue Generated through Airport Land Sales $0 $20,000 $0 $0 $0 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Outstanding Loan Balance $0 $0 $0 $0 $0 Inter-Fund Loan Repayments FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Principal $0 $0 $0 $0 $0 Interest $0 $0 $0 $0 $0 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Hangar Rental Revenue $265,290 $265,914 $273,720 $275,000 $275,000 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate General Levy Support for Operations $13,209 $9,687 $0 $0 $0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Fuel Flowage FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Jet Fuel Sold 297,176 331,312 314,289 315,000 315,000 Av Gas Sold 52,573 55,875 58,809 60,000 60,000 Total Gallons Sold 349,749 387,187 373,098 375,000 375,000 FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Based Aircraft (Number of Aircraft Based at IOW)92 92 92 92 92 Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Maintain a Solid Financial Foundation Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations. Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Note: 70% of land sale revenue is directed to inter-fund loan repayments Promote a Strong and Resilient Local Economy 467 Activity: Airport Operations (850110)Fund: Airport (7600) Division: Airport Operations Department: Airport 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 1,005$ 4,231$ 4,706$ 2,500$ 2,000$ 2,000$ Rents 310,413 317,430 322,756 326,520 324,040 324,040 Royalties & Commiss 35,280 31,018 38,179 36,500 38,180 38,180 Miscellaneous Contrib & Donations - 7,500 - - - - Misc Merchandise - 3,260 1,617 - 600 Other Misc Revenue 1,800 2,143 - - - - Other Financial Sources Sale Of Assets - 20,000 - - - - Transfers In: Transfer In from General Fund - Ops Subsidy 13,209 9,687 - - - - Total Revenues & Transfers In 361,708$ 395,269$ 367,258$ 365,520$ 364,820$ 364,220$ Expenditures: Personnel 74,945$ 77,081$ 80,215$ 81,284$ 84,403$ 86,935$ Services 235,228 315,237 281,875 264,711 277,242 282,787 Supplies 9,789 25,381 19,137 7,277 6,063 6,184 Capital Outlay 345,840 50,423 14,639 12,000 - - Total Expenditures 665,802$ 468,122$ 395,866$ 365,272$ 367,708$ 375,906$ Personnel Services - FTE 2017 2018 2019 2020 2021 Airport Operations Specialist 1.00 1.00 1.00 1.00 - Airport Manager - - - - 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Capital Outlay 2020 2021 Box Blade for Tractor 12,000$ -$ Total Capital Outlay 12,000$ -$ Activity: Airport Capital Reserves (850190)Fund: Airport (7604) Division: Airport Operations Department: Airport 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Transfers In: Airport Operations -$ -$ -$ 114,975$ -$ -$ General Fund - - - 100,000 100,000 100,000 Total Revenues & Transfers In -$ -$ -$ 214,975$ 100,000$ 100,000$ Transfers Out Capital Projects Fund - - - 132,200 65,225 47,500 Total Transfers Out -$ -$ -$ 132,200$ 65,225$ 47,500$ Activity Summary Activity Summary 468 STORM WATER FUND The Storm W ater 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, 2019 was $931,736 which was a 17.1% increase from the fiscal year 2018. The fiscal year 2020 fund balance is estimated to decrease 8.3% from fiscal year 2019 to $854,195. These decreases are primarily due to transfers out to the Capital Projects Fund totaling $1,009,000 in fiscal year 2019 and $1,090,000 in fiscal year 2020. Fiscal year 2021 projected fund balance represents a 12.3% increase over the fiscal year 2020 estimated year-end balance to finish at $959,016. This is primarily due to a decrease in the transfers out to the Capital Projects Fund. In fiscal year 2020, a Capital Reserve fund was created to set funds aside for future infrastructure replacement. These funds are shown below as restricted. The Capital Reserve balance is expected to be at $79,000 in fiscal year 2021 and $99,000 in fiscal year 2022. (1) FY20 - FY22 figures are estimates Revenues: The Storm Water Fund is primarily funded through a monthly Storm Water Utility fee. This fee was last increased in fiscal year 2020 by $.50 per equivalent residential unit (ERU) per month to $5.00 per ERU and by $.25 per rental unit per month to $2.75 per rental unit per month. Commercial properties pay a $5.00 base fee and then $2.00 per ERU per month. No rate increases are included in the fiscal year 2021 budget. 469 Approximately 99% of the Storm W ater Fund’s operations are funded through Storm Water Utility fees. Interest on investments and miscellaneous revenue comprise less than 1% of Storm W ater Fund’s revenue. Expenditures: Fiscal year 2021 budgeted expenditures represent a $35,672 or 4.99% increase from the fiscal year 2020 estimated expenditures. The decrease is primarily attributed to a decrease in Personnel expenditures. $1,400,000 $1,450,000 $1,500,000 $1,550,000 $1,600,000 $1,650,000 $1,700,000 $1,750,000 $1,800,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projection Revenue Trends Charges for Services Use of Money & Property Miscellaneous Intergovernmental $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 2017 Actual 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected Expenditure Trends Personnel Supplies Services Capital Outlay 470 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. The spike in revenue for fiscal year 2022 relates to the transfer in for Capital Reserves. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes in expenditures result from varying Transfers Out related to Capital Projects. Fiscal year 2022 total expenditures are expected to increase significantly due to a larger transfer for Capital Projects, with the same transfer decreasing by $600,000 in fiscal year 2023. 471 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,170,823$ 1,031,912$ 795,950$ 931,736$ 854,195$ 959,016$ Revenues: Use Of Money And Property Interest Revenues 7,063$ 16,283$ 22,305$ 10,000$ 10,000$ 10,000$ Intergovernmental Disaster Assistance - 5,276 - - - - Charges For Fees And Services Building & Devlpmt 21,512 8,299 - - - - Storm Water Charges 1,522,294 1,551,384 1,568,019 1,709,510 1,700,000 1,717,000 Miscellaneous Intra-City Charges 628 7,577 4,703 7,500 4,700 4,700 Other Misc Revenue 136,926 492 - - - - Sub-Total Revenues 1,688,423 1,589,311 1,595,027 1,727,010 1,714,700 1,731,700 Transfers In: Misc Transfers In - 250 1,036 1,000 1,000 1,000 Capital Reserves - - - 1,100,000 1,000,000 1,300,000 Sub-Total Transfers In - 250 1,036 1,101,000 1,001,000 1,301,000 Total Revenues 1,688,423$ 1,589,560$ 1,596,063$ 2,828,010$ 2,715,700$ 3,032,700$ Expenditures: Storm Water Operations 747,069$ 497,954$ 451,277$ 715,551$ 679,879$ 696,298$ Sub-Total Expenditures 747,069 497,954 451,277 715,551 679,879 696,298 Transfers Out: Capital Project Fund 1,080,265 1,327,568 1,009,000 1,090,000 931,000 1,280,000 Capital Reserves - - - 1,100,000 1,000,000 1,300,000 Sub-Total Transfers Out 1,080,265 1,327,568 1,009,000 2,190,000 1,931,000 2,580,000 Total Expenditures & Transfers Out 1,827,334$ 1,825,522$ 1,460,277$ 2,905,551$ 2,610,879$ 3,276,298$ Fund Balance, June 30 1,031,912$ 795,950$ 931,736$ 854,195$ 959,016$ 715,418$ Restricted / Committed /Assigned - - - 10,000 79,000 99,000 Unassigned Balance 1,031,912$ 795,950$ 931,736$ 844,195$ 880,016$ 616,418$ % of Revenues 61%50%58%30%32%20% Storm Water (7700) Fund Summary 472 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 W ater 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: •Hosted 27 events, where volunteers logged 1,898 hours of service to clean up the City’s watersheds, waterways, wetlands, prairies, and other natural spaces in 2018 •The Storm Water Quality Best Management Practices Program participated in a total of 28 projects aimed at improving storm water runoff water quality throughout the community, providing approximately $40,185 toward total combined project costs •Initiated 7 creek repair projects totaling approximately $32,020 to repair damaged areas along Willow Creek and Ralston Creek •Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City •Began a study of areas within the Riverfront Crossings District, which will identify storm water infrastructure needs and proposed projects •Participating in the Your Best Lawn campaign with the cities of Coralville and North Liberty, and the Iowa Department of Natural Resources Upcoming Challenges: •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 •Implementation of SUDAS design standards for storm water infrastructure 473 Staffing: FY2019 FY2020 FY2021 Total FTE’s 1.50 2.50 2.00 Staffing Level Change Summary: In fiscal year 2021, the .50 FTE Public Information/Education Coordinator was transferred out of the Storm Water Operations and into the new Climate Action & Outreach division in the General Fund. The position was retitled as a Climate Action Engagement Specialist. Service Level Change Summary: There are no service level changes in the fiscal year 2021 budget Financial Highlights: In fiscal year 2021, tree planting expenditures totaling $35,000 were added to the Storm Water Services expenditures. In addition, 4% of the new Public Works Facility operations budget is being allocated to the Storm Water operations which totals $7,986. Personnel expenditures decreased in fiscal year 2021 by $44,753 or 13.7% due to the staffing transfer to the Climate Action & Outreach division. 474 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Stormwater Quality BMP – Grant Applications FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number Funded 25 36 28 30 30 Amount $41,500 $51,312 $40,185 $45,000 $45,000 Creek Maintenance – Grant Applications FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Number Funded 95788 Amount $46,000 $19,650 $32,020 $45,000 $45,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Stormwater Volunteer Program CY 2016** CY 2017*** CY2018**** CY 2019 Projected CY 2020 Estimate Events 25 40 27 29 29 Volunteers 667 814 788 700 700 Volunteer Hours 2,113 2,615 1,898 2,100 2,100 Value $48,493 $59,439 $44,432 $46,000 $46,000 ****amount is calculated using FEMA's Volunteer rate for Iowa $23.41/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 $22.95/hour GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Promote Environmental Sustainability Continue the investment and reinvestment in Best Management Practices. Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability Provide plan review and inspection of Best Management Practices for stormwater quality improvements. 475 Activity: Storm Water Operations (770110)Fund: Storm Water (7700) Division: Engineering Services Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 7,063$ 16,283$ 22,305$ 10,000$ 10,000$ 10,000$ Intergovernmental Disaster Assistance - 5,276 - - - - Charges For Fees And Services Building & Devlpmt 21,512 8,299 - - - - Storm Water Charges 1,522,294 1,551,384 1,568,019 1,709,510 1,700,000 1,717,000 Miscellaneous Intra-City Charges 628 7,577 4,703 7,500 4,700 4,700 Other Misc Revenue 136,926 492 - - - - Total Revenues 1,688,423$ 1,589,311$ 1,595,027$ 1,727,010$ 1,714,700$ 1,731,700$ Expenditures: Personnel 233,047$ 193,954$ 204,029$ 326,897$ 282,144$ 290,608$ Services 360,683 300,532 244,721 385,378 392,157 400,000 Supplies 1,706 3,469 2,528 3,276 5,578 5,690 Capital Outlay 151,633 - - - - - Total Expenditures 747,069$ 497,954$ 451,277$ 715,551$ 679,879$ 696,298$ Personnel Services - FTE 2017 2018 2019 2020 2021 M.W. III - Wastewater Collection 0.20 - - - - M.W. II - Wastewater Treatment Plant 0.30 - - - - Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 - Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Storm Water Technician - - - 1.00 1.00 Sr. M.W. - Wastewater Collection 0.10 - - - - Total Personnel 2.10 1.50 1.50 2.50 2.00 Activity: Storm Water Capital Reserves (770800)Fund: Storm Water (7704) Division: Engineering Department: Public Works 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Transfers In: Storm Water Operations -$ -$ -$ 1,100,000$ 1,000,000$ 1,300,000$ Total Revenues & Transfers In -$ -$ -$ 1,100,000$ 1,000,000$ 1,300,000$ Transfers Out Capital Projects Fund -$ -$ -$ 1,090,000$ 931,000$ 1,280,000$ Total Transfers Out -$ -$ -$ 1,090,000$ 931,000$ 1,280,000$ Activity Summary Activity Summary 476 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, 2019 was $7,339,090, an increase of $321,532 or 4.58% from the fiscal year 2018 year-end fund balance. The increase in fiscal year 2019 was primarily due to insurance recoveries in the Public Housing activity. At the end of fiscal year 2019, $3,268,537 in fund balance was restricted for maintenance and development of Public Housing units and the development of affordable homeownership opportunities. Fund balance history and projections are as follows: (1)FY20 – FY22 are estimates Fiscal year 2020 revised year-end fund balance is budgeted to decrease by 25.85% or $1,897,322 over the fiscal year 2019 ending balance. The fiscal year 2020 decrease is due to budgeted Capital Outlay expenditures within the Public Housing activity to purchase low income housing units in the Chauncey Building and the Augusta Place. Fiscal year 2021 projected fund balance is expected to increase from fiscal year 2020 by $45,675 or less than one percent. Fund balance is also expected to remain flat in fiscal year 2022. FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Unassigned $3,660,645 $3,867,337 $4,070,553 $3,901,704 $3,947,379 $3,777,935 Restricted $3,096,024 $3,150,222 $3,268,537 $1,218,533 $1,218,533 $1,218,533 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 Fund Balance (1) 477 Revenues: HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive $9.783 million in federal funding through HUD in fiscal year 2021. This is a 5.2% percent increase from the fiscal year 2020 revised budget due to the City being awarded 60 additional vouchers for its Housing Assistance Program. Expenditures: Fiscal year 2021 estimated expenditures are budgeted to decrease from the fiscal year 2020 revised expenditures by $1,563,29 or 13.36% which primarily represents a decrease in Capital Outlay expenditures due to the purchase of the Chauncey Building and Augusta Place units. 91% of the Housing fund budget is to provide services to citizens. 478 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 6,350,911$ 6,756,668$ 7,017,559$ 7,017,559$ 5,120,237$ 5,165,912$ Revenues: Use Of Money And Property Interest Revenues 31,291$ 78,971$ 134,299$ 32,000$ 35,000$ 35,000$ Rents 321,157 322,998 295,244 323,000 295,240 295,240 Royalties & Commissions 59,866 54,164 46,280 54,160 46,280 46,280 Intergovernmental Fed Intergovnt Rev 8,486,847 9,109,749 9,442,728 9,298,131 9,782,555 9,782,555 Miscellaneous Other Misc Revenue 69,642 39,321 81,888 41,010 63,980 63,980 Other Financial Sources Loan Repayments 14,748 13,496 13,216 13,496 13,216 13,216 Insurance Recoveries - - 279,874 - - - Sale Of Assets 119,500 1,811 - - - - Sub-Total Revenues 9,103,051 9,620,510 10,293,528 9,761,797 10,236,271 10,236,271 Misc Transfers In - 29,287 106,470 93,533 - Sub-Total Transfers In - 29,287 106,470 93,533 - - Total Revenues & Transfers In 9,103,051$ 9,649,797$ 10,399,998$ 9,855,330$ 10,236,271$ 10,236,271$ Expenditures: Voucher Program 8,138,340$ 8,655,039$ 9,238,969$ 8,964,728$ 9,662,969$ 9,865,100$ Public Housing Program 512,867 687,089 791,548 2,738,441 476,907 488,374 Sub-Total Expenditures 8,651,207 9,342,128 10,030,517 11,703,169 10,139,876 10,353,473 Transfers Out: Operating Subsidy - PILOT Gen Fund 19,292 19,582 20,072 20,714 21,232 21,869 Misc Transfers Out - Director Reimb 26,795 27,197 27,877 28,769 29,488 30,373 Sub-Total Transfers Out 46,087 46,779 47,949 49,483 50,720 52,242 Total Expenditures & Transfers Out 8,697,294$ 9,388,907$ 10,078,466$ 11,752,652$ 10,190,596$ 10,405,715$ Fund Balance, June 30 6,756,668$ 7,017,559$ 7,339,090$ 5,120,237$ 5,165,912$ 4,996,468$ Restricted / Committed /Assigned 3,096,024 3,150,222 3,268,537 1,218,533 1,218,533 1,218,533 Unassigned Balance 3,660,645$ 3,867,337$ 4,070,553$ 3,901,704$ 3,947,379$ 3,777,935$ % of Revenues & Transfers In 40%40%39%40%39%37% City of Iowa City Housing Authority (7900 - 7922) Fund Summary 479 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 housing assistance, public and private partnership opportunities, and information and education. The Housing Authority is in the Neighborhood and Development Services Department and was established in 1969 to administer housing assistance programs throughout its jurisdiction, which includes Johnson County, Iowa County and portions of Washington County. The Housing Authority assists approximately 1,400 low-income families annually to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher Program (HCVP), Public Housing, and Veterans’ Supportive Housing (VASH) Programs. Homeownership opportunities exist in the HCVP Homeownership Program. All participants in the Housing Authority programs must 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 1,251 HCVP vouchers, 83 VASH vouchers and 24 Project Based vouchers for Permanent Supportive Housing. Public Housing The City of Iowa City owns and manages 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 is projected to pay approximately $8.4+ million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in calendar year 2019. •The Housing Authority is projected to pay approximately $300,000+ to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in calendar year 2019. 480 •Since 1998, 187 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCVP Homeownership, FSS Program, Down Payment Assistance, and UniverCity). •The Housing Authority converted 24 of our authorized tenant-based vouchers for Project Based Voucher (PBV) assistance to provide ongoing financial assistance to Cross Park Place. Cross Park Place provides affordable permanent supportive housing for chronically homeless individuals with a disabling condition. Recent Accomplishments: •Achieved High Performance Status for the Housing Choice Voucher program for fiscal year 2019. •HCVP/VASH and Public Housing revenues continue to exceed expenses, leading to healthy cash reserves. •In fiscal year 2019, maintained a 98% leasing rate for the combined HCV and VASH programs; •In fiscal year 2019, maintained a 90% leasing rate for Public Housing. •In fiscal year 2019, maintained a 90% leasing rate for the Peninsula Apartments. Upcoming Challenges: •The 2017 Multi-Family Rental Housing Survey, conducted by Cook Appraisal, reported a 4.39% vacancy rate for Johnson County. This vacancy rate is negatively affecting our Public Housing and Peninsula Apartments leasing. •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: FY2019 FY2020 FY2021 Total FTE’s 9.50 9.50 10.62 Staffing Level Change Summary: The Financial Audit conducted in 2019 determined that the City could no longer allocate the cost of a .50 FTE Building Inspector (.25 FTE in Voucher and .25 FTE in Public Housing) to the 481 Housing Authority. The Housing Authority now pays the City per inspection completed, and the Building Inspector was removed from the Housing Authority’s authorized staffing. In fiscal year 2021, the Housing Authority converted two .50 FTE (1.00 FTE total) receptionist positions from temporary/seasonal status to permanent. .78 FTE of these positions is allocated to the Voucher program and .22 FTE is allocated to the Public Housing programs. This change was made to provide more consistent service to the public. Also new in fiscal year 2021 is the addition of 60 new housing vouchers to assist non-elderly persons with disabilities currently experiencing homelessness, previously experienced homelessness, and currently a client in a permanent supportive housing or rapid rehousing project, or those at risk of experiencing homelessness. The Housing Authority is adding a .63 FTE Housing Program Assistant to help administer these new vouchers. Service Level Change Summary: In fiscal year 2021, there is the addition of 60 new housing vouchers to assist non-elderly persons with disabilities currently experiencing homelessness, previously experienced homelessness, and currently a client in a permanent supportive housing or rapid rehousing project, or those at risk of experiencing homelessness. This grant will allow the ICHA to expand its partnership with Shelter House and other agencies participating in the Continuum of Care/Coordinated Entry service delivery system by providing tenant-based rental assistance to persons with disabilities in need of Permanent Supportive Housing options. Financial Highlights: The primary highlight is the growth in the Housing Voucher Personnel expenditures by $87,103 or 10.7% and Services expenditures by $614,823 or 7.55% due to the new allocation of vouchers to the City. Housing Voucher program intergovernmental revenue also increased by $675,283 or 7.57% primarily for the same reason. 482 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate Total Participants 218 244 247 (Revised 2020) 240 237 % of Participants with Escrow Accounts 80% 88% 92% 92% 88% % of Participants with Increased Income versus Prior Year 62% 63% 65% 67% 65% FSS Graduates 29 36 45 39 37 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 Projected FY 2021 Estimate Actual Occupancy Rate for Fiscal Year (Goal – 95%)95% 94% 90% 91% 93% CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate % 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) 1.3 days 1.3 days 1.5 days 1.1 days 1.3 days Maintain a scattered sites Public Housing program. Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Foster Healthy Neighborhoods throughout the City The Family Self-Sufficiency (FSS) Program: Promote self- sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity 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. 483 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 Projected CY 2020 Estimate HCVP Homeownership Vouchers $72,413 $71,456 $63,264 $66,679 $68,453 HCVP Non-Elderly Disabled Vouchers $298,345 $307,722 $326,908 $329,382 $315,589 HCVP Portable Vouchers $150,080 $236,581 $321,535 $296,829 $251,256 VASH Vouchers $297,677 $306,378 $344,403 $330,016 $319,619 All Other HCVP Vouchers $5,844,223 $6,142,064 $6,113,805 $6,678,413 $6,194,626 Total Voucher Utilization (# of vouchers leased on the first day of the month) 98% 101% 98% 101% 100% Total Voucher Utilization (# of vouchers leased on the last day of the month) 99% 101% 100% 102% 101% Provide homeownership opportunities through the HCV homeownership program. Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Affordable Rental Housing: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. 484 Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910) Division: Neighborhood Services Department: Neighborhood & Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues (646)$ (611)$ (9,112)$ -$ -$ -$ Royalties & Commiss 59,616 53,870 46,006 53,870 46,010 46,010 Intergovernmental Fed Intergovnt Rev 8,109,685 8,733,809 9,172,148 8,921,012 9,596,295 9,596,295 Miscellaneous Other Misc Revenue 57,061 35,955 22,189 39,899 24,629 24,629 Transfers In: Misc Transfers In - 29,287 106,470 93,533 - - Total Revenues & Transfers In 8,225,716$ 8,852,310$ 9,337,701$ 9,108,314$ 9,666,934$ 9,666,934$ Expenditures: Personnel 732,925$ 753,768$ 762,625$ 812,296$ 899,399$ 926,381$ Services 7,400,264 7,886,130 8,469,067 8,142,606 8,757,429 8,932,578 Supplies 5,152 15,140 7,277 9,826 6,141 6,141 Total Expenditures 8,138,340$ 8,655,039$ 9,238,969$ 8,964,728$ 9,662,969$ 9,865,100$ Personnel Services - FTE 2017 2018 2019 2020 2021 Building Inspector 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 Office Manager 0.96 0.96 0.96 0.96 0.96 Housing Program Assistant 3.84 3.84 3.84 3.84 4.33 Housing Receptionist - - - - 0.78 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Housing Choice Voucher Program Coord 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.83 7.83 8.85 Activity Summary 485 Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*) Division: Neighborhood Services Department: Neighborhood & Development Services 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 31,937$ 79,582$ 143,412$ 32,000$ 35,000$ 35,000$ Rents 321,157 322,998 295,244 323,000 295,240 295,240 Royalties & Commissions 251 295 273 290 270 270 Intergovernmental Fed Intergovnt Rev 377,162 375,940 270,580 377,119 186,260 186,260 Miscellaneous Other Misc Revenue 12,581 3,366 59,698 1,111 39,351 39,351 Other Financial Sources Loans 14,748 13,496 13,216 13,496 13,216 13,216 Insurance Recoveries - - 279,874 - - - Sale Of Assets 119,500 1,811 - - - - Total Revenues 877,335$ 797,488$ 1,062,297$ 747,016$ 569,337$ 569,337$ Expenditures: Personnel 172,432$ 177,918$ 164,836$ 184,259$ 192,861$ 198,647$ Services 325,316 415,826 369,339 471,504 282,239 287,884 Supplies 11,731 33,448 2,126 2,678 1,807 1,843 Capital Outlay 3,388 59,898 255,248 2,080,000 - - Total Expenditures 512,867$ 687,089$ 791,548$ 2,738,441$ 476,907$ 488,374$ Personnel Services - FTE 2017 2018 2019 2020 2021 Building Inspector 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 Office Manager 0.04 0.04 0.04 0.04 0.04 Housing Program Assistant 0.16 0.16 0.16 0.16 0.29 Housing Receptionist - - - - 0.22 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.72 1.72 1.67 1.67 1.77 Capital Outlay 2020 2021 Purchase Units - Chauncey Building 1,000,000$ -$ Purchase Units - Augusta Place 1,080,000 - Total Capital Outlay 2,080,000$ -$ Activity Summary 486 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 1 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 2020-2024. 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 2020-2024, the total funding sources are $168,266,152, and the total expenditures are $168,095,552. 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 2021 CIP expenditures of $29,513,720 will be certified as part of the fiscal year 2021 operating budget. Budgeted fiscal year 2021 Capital Projects Fund expenditures also include $26,400 of interest expense payments to the Wastewater Treatment Fund. Total Capital Projects Fund fiscal year 2021 budgeted expenditures are $29,540,120. The 2021 CIP funding sources of $30,003,720 will also be certified as part of the fiscal year 2021 operating budget. Budgeted fiscal year 2021 Capital Projects Fund revenues and transfers in also include State sales tax grant funding of $1,125,751 and a transfer in from the TIF funds to reimburse for prior year expenditures of $2,165. Total Capital Projects Fund fiscal year 2020 budgeted revenues and transfer in are $31,131,636. The changes to the 2020 CIP are amended into the fiscal year 2020 operating budget. The fiscal year 2020 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 2020 are $81,861,994; the revised budget includes the 2020 CIP expenditures of $31,539,422, prior year project carry forwards of $50,272,712, and internal loan interest payments of $49,860. 489 The revised fiscal year 2020 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 2020 are $47,052,818; the revised budget includes the 2020 CIP funding sources of $31,010,022, State sales tax grant funding of $1,805,516, a transfer in from the TIF funds to reimburse for prior year expenditures of $32,479, and prior year project carry forwards of $14,204,801. 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 $49,860 and $26,400 for years 2020 and 2021, respectively. The Capital Project Fund budget also includes principal repayments, shown as transfers out, budgeted at $1,750,000 for 2020 and $1,375,000 for 2021; and state sales tax grant revenues budgeted at $1,805,516 and $1,125,751 for years 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 2021 is $1,340,363. 490 2017 2018 2019 2020 2021 2022 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 32,266,210$ 56,728,217$ 51,478,203$ 37,683,023$ 1,123,847$ 1,340,363$ Revenues: Use Of Money And Property Interest Revenues 167,597$ 547,585$ 745,132$ -$-$-$ Intergovernmental Fed Intergovnt Rev 448,233 57,993 347,216 6,091,323 3,724,885 16,427,500 Disaster Assistance 155,015 71,512 -- - - Other State Grants 11,575,849 1,802,896 2,723,823 8,453,397 2,611,751 - State 28E Agreements 88,619 92,330 161,848 229,000 12,000 260,000 Local 28E Agreements 361,401 25,000 25,000 4,000,000 1,600,000 - Charges of Fees & Services Development Fees 232,345 - 63,645 - - - Miscellaneous Contrib & Donations 275,000 94,542 10,000 305,000 - - Printed Materials 1,380 1,245 4,360 - - - Other Misc Revenue 1,071,969 51,515 27,002 (157,725) - - Other Financial Sources Sale Of Assets 2,023,694 --1,000,000 - - Debt Sales 22,597,543 12,157,105 12,565,848 11,972,340 11,871,140 11,935,000 Internal Service (Non-Budgetary): ITS Fund 174 --- - - Sub-Total Revenues 38,998,819 14,901,722 16,673,874 31,893,335 19,819,776 28,622,500 Transfers In: Transfers-In from Governmental Funds 17,390,327 14,286,521 6,987,195 5,358,111 4,080,635 3,795,470 Transfers-In from Enterprise Funds 5,242,774 10,030,558 9,138,147 9,762,200 7,231,225 10,104,500 Transfers-In from G.O. Bonds (154,269) (21,242) -- - - Misc Transfers-In 210,625 1,380 107,684 39,172 - - Internal Service (Non-Budgetary): ITS Fund (5,318) --- - - Sub-Total Transfers In 22,684,139 24,297,217 16,233,026 15,159,483 11,311,860 13,899,970 Total Revenues & Transfers In 61,682,958$ 39,198,939$ 32,906,900$ 47,052,818$ 31,131,636$ 42,522,470$ Expenditures: Governmental: General Government 184,873$ 554,521$ 440,206$ 8,302,078.00$ 250,000.00$ -$ Culture & Recreation 1,576,659 4,702,095 8,245,547 10,675,496 1,785,000 5,600,000 Community and Economic Dvlpmnt 2,003,017 5,481,026 8,407,063 248,126 - - Public Safety 24,060 59,910 5,026 2,934,834 90,000 1,300,000 Public Works 29,114,198 22,953,497 22,655,067 42,260,318 20,580,470 10,130,470 Enterprise: Parking Operations 608,083 544,815 288,825 2,046,415 1,570,000 825,000 Public Transportation - 6,063 178,752 637,988 150,000 20,000,000 Wastewater Treatment 911,283 5,613,040 2,203,521 7,622,416 1,896,400 2,263,000 Water Operations 219,515 1,460,865 922,313 2,352,092 1,115,000 814,000 Refuse Operations - --- 550,000 - Landfill 1,372,054 1,778,140 1,698,022 1,463,175 130,000 1,345,000 Storm Water 459,705 81,536 226,608 1,956,673 831,000 1,280,000 Airport 87,197 211,578 156,128 1,362,383 592,250 475,000 Internal Service (Non-Budgetary): ITS Fund 61,633 --- - - Sub-Total Expenditures 36,622,277 43,447,087 45,427,080 81,861,994 29,540,120 44,032,470 Transfers Out: Capital Project Fund 373,674 (20,986) -- - - Misc Transfers Out 225,000 1,022,852 1,275,000 1,750,000 1,375,000 - Sub-Total Transfers Out 598,674 1,001,866 1,275,000 1,750,000 1,375,000 - Total Expenditures & Transfers Out 37,220,951$ 44,448,953$ 46,702,080$ 83,611,994$ 30,915,120$ 44,032,470$ Fund Balance, June 30 56,728,217$ 51,478,203$ 37,683,023$ 1,123,847$ 1,340,363$ (169,637)$ Capital Projects Fund Fund Summary 491 Capital Improvement Plan 2020-2024 City of Iowa City, Iowa DIVISION SUMMARY thru2020 2024 TotalCategory20202021202220232024 Airport 618,600 592,250 475,000 1,170,000 1,250,000 4,105,850 Cemetery 50,000 50,000 Development Services 200,000 250,000 450,000 Fire 1,420,000 60,000 1,300,000 1,900,000 4,680,000 Information Technology Services 935,000 935,000 Landfill 1,400,000 130,000 1,345,000 705,000 520,000 4,100,000 Library 400,000 400,000 Parking Operations 1,225,000 1,570,000 825,000 575,000 537,500 4,732,500 Parks Administration 50,000 50,000 405,000 260,000 50,000 815,000 Parks Maintenance 2,065,000 1,215,000 3,305,000 3,060,000 2,300,000 11,945,000 Police 90,000 90,000 Public Works Administration 410,000 410,000 Recreation 977,569 110,000 1,390,000 750,000 750,000 3,977,569 Refuse Operations 550,000 550,000 Senior Center 65,000 300,000 100,000 100,000 500,000 1,065,000 Storm Water 915,000 831,000 1,280,000 385,000 1,090,000 4,501,000 Street Operations 16,143,253 20,580,470 10,130,470 9,760,470 22,272,470 78,887,133 Transit Operations 200,000 150,000 20,000,000 50,000 20,400,000 Wastewater Treatment 3,330,000 1,870,000 2,263,000 11,464,500 1,170,000 20,097,500 Water Operations 1,585,000 1,115,000 814,000 870,000 1,520,000 5,904,000 31,539,422 29,513,720 44,032,470 31,049,970 31,959,970 168,095,552TOTAL 492 Airport, $4,105,850 Fire, $4,680,000 Development Services, $450,000 Cemetery, $50,000 Information Technology Services, $935,000 Landfill, $4,100,000 Library, $400,000 Parks Administration, $815,000 Parks Maintenance, $11,945,000 Parking Operations, $4,732,500 Transit Operations, $20,400,000 Police, $90,000 Public Works Administration, $410,000 Recreation, $3,977,569 Refuse Operations, $550,000 Senior Center, $1,065,000 Storm Water, $4,501,000 Street Operations, $78,887,133  Wastewater Treatment, $20,097,500 Water Operations, $5,904,000 Capital Improvement Program by Division 2020-2024 $168,095,552 493 Capital Improvement Plan 2020-2024 City of Iowa City, Iowa PROJECTS BY DIVISION 2020 2024thru Total20202021202220232024CategoryProject #Priority Airport A3447 60,00060,000Airport Parking Lot Expansion 3 A3461 370,700370,700Airfield Pavement Rehabilitation 1 A3465 150,000150,000Runway 7 Environmental Assessment 2 A3466 1,170,0001,170,000Runway 7 Extension (213')2 A3470 460,000460,000Runway 25 Threshold Relocation 1 A3471 397,25072,250 325,000Runway 12/30 Threshold Displacement/Relocation 1 A3472 247,900247,900Self Serve Fuel Expansion & Kiosk Replacement 2 A3473 1,250,0001,250,000Airport Apron Expansion 2 4,105,850618,600 592,250 475,000 1,170,000 1,250,000Airport Total Cemetery R4145 50,00050,000Cemetery Road Asphalt Overlay 2 50,00050,000Cemetery Total Development Services G4720 450,000200,000 250,000Permitting Software Upgrade 1 450,000200,000 250,000Development Services Total Fire Z4406 4,155,000895,000 60,000 1,300,000 1,900,000Fire Apparatus Replacement Program 1 Z4407 525,000525,000Fire Station #5 1 4,680,0001,420,000 60,000 1,300,000 1,900,000Fire Total Information Technology Services G4724 760,000760,000Infrastructure Asset Management 3 G4725 175,000175,000Citywide Building Card Access System 3 935,000935,000Information Technology Services Total Landfill L3328 1,100,000100,000 1,000,000Landfill Equipment Building Replacement 2 L3333 330,00030,000 300,000Compost Pad Improvements 1 L3334 520,000520,000South Side Recycling Site 3 L3335 500,00045,000 455,000Landfill Dual Extraction System Expansion 3 L3336 1,100,0001,100,000Excavator and Haul Truck 1 L3338 250,000250,000Future Landfill Cell Design 1 L3339 300,000300,000Organics Grinder Upsize 3 4,100,0001,400,000 130,000 1,345,000 705,000 520,000Landfill Total 494 Total20202021202220232024CategoryProject #Priority Library B4343 400,000400,000Library Carpet and Furnishings Replacement 2 400,000400,000Library Total Parking Operations T3004 2,300,000600,000 550,000 550,000 300,000 300,000Parking Facility Restoration Repair 2 T3020 960,000960,000Replacement of Electronics in Smart Parking Meters 1 T3021 100,000100,000Video Cameras for Parking Facilities 3 T3022 90,00090,000Parking Enforcement Vehicles 3 T3023 825,000275,000 275,000 275,000Parking Ramp Automated Parking Equipment 2 T3024 120,00060,000 60,000Electric Vehicle Charging Stations 3 T3025 100,000100,000Replacement of LED fixtures in Parking Facilities 2 T3026 237,500237,500Tower Place Drainage Modifications 1 4,732,5001,225,000 1,570,000 825,000 575,000 537,500Parking Operations Total Parks Administration R4129 815,00050,000 50,000 405,000 260,000 50,000City Hall - Other Projects 1 815,00050,000 50,000 405,000 260,000 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 2 R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2 R4346 600,000600,000Palisades & Stone Bridge Park Development 2 R4349 800,000800,000Wetherby Restroom, Shelter & Playground Replacemen 2 R4350 700,000700,000Chadek Green Park Restrooms and Shelter 2 R4357 185,000185,000Whispering Meadows Shelter & Playground 2 R4358 660,000660,000Lower City Park Shelters & Restroom Replacement 2 R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2 R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3 R4363 660,000660,000Upper City Park Shelters & Restroom Replacement 2 R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2 R4366 275,000275,000Glendale Park Shelter & Playground Replacement 2 R4367 520,000520,000Napoleon, Scott, Fairmeadows Parks Rehabilitation 2 R4368 400,000400,000Court Hill Park Shelter & Playground Replacement 2 R4371 150,000150,000Happy Hollow Playground Replacement 2 R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2 R4373 275,000100,000 175,000City Park Ball Field Improvements 3 R4374 1,250,000100,000 950,000 200,000Mercer Park Ball Diamond Improvements 3 R4375 250,000250,000Hunter's Run Park Playground & Shelter 2 R4376 600,00090,000 510,000Hwy 6 Trail - Fairmeadows to Heinz 2 R4377 200,000200,000Terry Trueblood Woodland & Prairie Restoration 1 R4378 350,000350,000N. Market Square Playground Replacement 2 R4379 250,000250,000Reno Street Park Renovations 2 R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4 R4381 300,000300,000Event Facility Improvements 2 R4382 180,000180,000Off Road Bike Trail Development 5 R4383 400,000400,000Pedestrian Mall Playground 1 11,945,0002,065,000 1,215,000 3,305,000 3,060,000 2,300,000Parks Maintenance Total Police Y4445 90,00090,000Digital Photo Evidence Management 3 495 Total20202021202220232024CategoryProject #Priority 90,00090,000Police Total Public Works Administration P3985 410,000410,000Sand/Salt Storage Bunkers 3 410,000410,000Public Works Administration Total Recreation R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4351 2,100,000700,000 700,000 700,000Recreation Center Improvements 1 R4369 927,569927,569Mercer Park Pool - Dehumidification/Tuckpointing 1 R4370 700,00060,000 640,000Robert A. Lee Recreation Center Pool Filter & HVAC 2 3,977,569977,569 110,000 1,390,000 750,000 750,000Recreation Total Refuse Operations L3337 550,000550,000Fully Automated Curbside Collections Truck 1 550,000550,000Refuse Operations Total Senior Center K1001 1,065,00065,000 300,000 100,000 100,000 500,000Annual Senior Center Facility Improvements 4 1,065,00065,000 300,000 100,000 100,000 500,000Senior Center Total Storm Water M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2 M3632 675,000675,000Lower Muscatine Area Storm Sewer Improvements 2 M3633 1,180,000140,000 1,040,000North Westminster Storm Sewer Upgrades 2 M3634 145,000145,000Rundell Street Pump Station Vault Modifications 2 M3635 850,000850,000River Street Storm Sewer Improvements 2 M3636 331,000331,000Petsel Place Storm Sewer Improvements 1 M3637 120,000120,000Court Hill Storm Water Facilty Restoration 3 4,501,000915,000 831,000 1,280,000 385,000 1,090,000Storm Water Total Street Operations S3814 900,000300,000 150,000 150,000 150,000 150,000Annual 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 11,338,4532,908,901 2,107,388 2,107,388 2,107,388 2,107,388Annual Pavement Rehabilitation 1 S3826 942,680190,352 188,082 188,082 188,082 188,082Underground Electrical Facilities 2 S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3 S3854 8,444,0008,444,000American Legion Rd-Scott Blvd to Taft Ave 2 S3910 1,000,000250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 S3936 5,060,0005,060,000Melrose Avenue Improvements 2 S3939 3,000,000300,000 2,700,000Dubuque Street Reconstruction 1 S3940 3,000,000300,000 2,700,000Kirkwood Avenue to Capitol Street Connection 2 S3944 1,200,0001,200,000First 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 700,000700,000Second 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 S3952 13,250,0001,250,000 12,000,000Dodge Street Reconstruct - Governor to Burlington 2 S3953 500,000500,000Market & Jefferson Street Two-Way Conversion 5 S3954 1,210,000185,000 1,025,000Orchard Street Reconstruction 2 496 Total20202021202220232024CategoryProject #Priority S3955 1,437,000200,000 1,237,000N. Gilbert Street Reconstruction 2 S3956 2,000,000175,000 1,825,000Gilbert Street Bridge Replacement 1 S3957 100,000100,000Gilbert Court Sidewalk Infill Project 2 S3958 6,700,000300,000 400,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2 S3959 1,000,0001,000,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2 78,887,13316,143,253 20,580,470 10,130,470 9,760,470 22,272,470Street Operations Total Transit Operations T3055 20,000,00020,000,000Transit Maintenance Facility Relocation 2 T3059 100,00050,000 50,000Transit Bus Shelter Replacement & Expansion 2 T3066 100,000100,000Bus Wash Repair 2 T3067 200,000100,000 100,000Transit Interchange and Bus Stop Improvements 2 20,400,000200,000 150,000 20,000,000 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 1,550,0001,550,000Scott Boulevard Trunk Sewer 2 V3147 290,000290,000Nevada Ave Sanitary Sewer Replacement 2 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 V3156 90,00090,000Dewatering Roll Off Paving 2 V3157 238,000238,000Wastewater Plant Mixer Improvements 2 V3158 89,00089,000Biosolids Conveyor Improvements 2 V3159 80,00080,000Heat for Cold Storage Building 3 V3160 340,000340,000New Cold Storage Building 3 V3161 300,000300,0005th Ward Sanitary Reroute 1 V3162 580,000580,000Benton Street Trunk Sewer Improvements 1 20,097,5003,330,000 1,870,000 2,263,000 11,464,500 1,170,000Wastewater Treatment Total Water Operations W3216 370,000370,000Spruce St. (1300-1400 Block) Water Main Repl 3 W3222 725,000725,000Dill St. Water Main Replacement 1 W3300 450,00050,000 400,000Bradford Drive Water Main Replacement 3 W3301 470,000470,000Water Distribution Pressure Zone Improvements 1 W3305 150,000150,000Jordan Well Rehabilitation 1 W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1 W3311 670,000670,000Collector Wells 3 & 4 Rehabilitation 1 W3313 704,00064,000 640,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2 W3314 650,00050,000 600,000High Service Pump VFD Replacement 2 W3315 75,00075,000Peninsula Well Field Power Redundancy 3 W3316 115,000115,000Chlorine Feeder System Upgrade 2 W3317 35,00035,000Water Front Meeting Room A/V Upgrades 3 W3318 40,00040,000GSR Generator Enclosure Replacement 2 W3319 100,000100,000Chemical Room & Outdoor Lighting Upgrade 3 W3320 1,000,00080,000 920,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1 5,904,0001,585,000 1,115,000 814,000 870,000 1,520,000Water Operations Total GRAND TOTAL 168,095,55231,539,422 29,513,720 44,032,470 31,049,970 31,959,970 497 Capital Improvement Plan 2020-2024 City of Iowa City, Iowa FUNDING SOURCE SUMMARY 2020 thru 2024 TotalSource20202021202220232024 AIRPORT FUND 486,925132,200 65,225 47,500 117,000 125,000 CONTRIBUTIONS & DONATIONS 100,000100,000 EMERGENCY LEVY 400,000100,000 100,000 100,000 100,000 FEDERAL GRANTS 30,480,0454,399,660 3,724,885 16,427,500 1,053,000 4,875,000 GENERAL FUND 4,810,5691,572,569 868,000 735,000 805,000 830,000 GO BONDS 58,845,48011,972,340 11,871,140 11,935,000 11,885,000 11,182,000 LANDFILL FUND 4,850,0001,400,000 1,100,000 1,125,000 705,000 520,000 OTHER LOCAL GOVERNMENTS 1,600,0001,600,000 OTHER STATE GRANTS 9,786,000800,000 1,486,000 7,500,000 PARKING FUND 4,732,5001,225,000 1,570,000 825,000 575,000 537,500 REFUSE COLLECTION FUND 550,000550,000 REVENUE BONDS 10,415,50010,415,500 ROAD USE TAX FUND 13,745,0003,007,000 2,797,000 2,647,000 2,647,000 2,647,000 STORM WATER FUND 5,276,000990,000 931,000 1,280,000 985,000 1,090,000 TRANSIT FUND 4,400,000200,000 150,000 4,000,000 50,000 UNIVERSITY OF IOWA 831,000179,000 12,000 260,000 380,000 UTILITY FRANCHISE TAX 1,571,133317,253 313,470 313,470 313,470 313,470 WASTEWATER FUND 9,382,0003,030,000 1,750,000 2,013,000 1,419,000 1,170,000 WATER FUND 6,004,0001,685,000 1,115,000 814,000 870,000 1,520,000 31,010,022 30,003,720 42,522,470 32,319,970 32,409,970 168,266,152GRAND TOTAL 498 Utility Franchise Tax, $1,571,133 Federal Grants, $30,480,045 University of Iowa, $831,000 Other State Grants, $9,786,000 Other Local Governments, $1,600,000 Contributions & Donations, $100,000 General Fund, $4,810,569 Road Use Tax Fund, $13,745,000Water Fund, $6,004,000 Wastewater Fund, $9,382,000 Parking Fund, $4,732,500 Transit Fund, $4,400,000 Airport Fund, $486,925 Landfill Fund, $4,850,000 Storm Water Fund, $5,276,000 Emergency Levy, $400,000 Refuse Collection Funds, $550,000 GO Bonds, $58,845,480 Revenue Bonds, 10,415,500 Capital Improvement Program by Funding Source 2020-2024 $168,266,152 499 Capital Improvement Plan 2020-2024 City of Iowa City, Iowa PROJECTS BY FUNDING SOURCE 2020 2024thru TotalSourceProject #Priority 2020 2021 2022 2023 2024 AIRPORT FUND A3447 12,00012,000Airport Parking Lot Expansion 3 A3461 34,30034,300Airfield Pavement Rehabilitation 1 A3465 15,00015,000Runway 7 Environmental Assessment 2 A3466 117,000117,000Runway 7 Extension (213')2 A3470 46,00046,000Runway 25 Threshold Relocation 1 A3471 39,7257,225 32,500Runway 12/30 Threshold Displacement/Relocation 1 A3472 97,90097,900Self Serve Fuel Expansion & Kiosk Replacement 2 A3473 125,000125,000Airport Apron Expansion 2 486,925132,200 65,225 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 EMERGENCY LEVY R4380 400,000100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4 400,000100,000 100,000 100,000 100,000EMERGENCY LEVY Total FEDERAL GRANTS A3465 135,000135,000Runway 7 Environmental Assessment 2 A3466 1,053,0001,053,000Runway 7 Extension (213')2 A3470 414,000414,000Runway 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 3,750,0003,750,000Dodge Street Reconstruct - Governor to Burlington 2 S3956 1,000,0001,000,000Gilbert Street Bridge Replacement 1 T3055 16,000,00016,000,000Transit Maintenance Facility Relocation 2 30,151,0454,070,660 3,724,885 16,427,500 1,053,000 4,875,000FEDERAL GRANTS Total GENERAL FUND G4720 450,000200,000 250,000Permitting Software Upgrade 1 K1001 765,00065,000 100,000 100,000 500,000Annual Senior Center Facility Improvements 4 R4129 150,00050,000 50,000 50,000City Hall - Other Projects 1 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 2 500 TotalSourceProject #Priority 2020 2021 2022 2023 2024 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 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4369 227,569227,569Mercer Park Pool - Dehumidification/Tuckpointing 1 R4373 275,000100,000 175,000City Park Ball Field Improvements 3 R4374 550,000100,000 250,000 200,000Mercer Park Ball Diamond Improvements 3 R4380 100,000100,000Annual Contracted Tree Planting 4 R4381 300,000300,000Event Facility Improvements 2 R4382 180,000180,000Off Road Bike Trail Development 5 S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2 Y4445 90,00090,000Digital Photo Evidence Management 3 Z4406 48,00048,000Fire Apparatus Replacement Program 1 Z4407 525,000525,000Fire Station #5 1 4,810,5691,572,569 868,000 735,000 805,000 830,000GENERAL FUND Total GO BONDS B4343 400,000400,000Library Carpet and Furnishings Replacement 2 G4724 485,000485,000Infrastructure Asset Management 3 G4725 175,000175,000Citywide Building Card Access System 3 K1001 300,000300,000Annual Senior Center Facility Improvements 4 R4129 665,000405,000 260,000City Hall - Other Projects 1 R4346 600,000600,000Palisades & Stone Bridge Park Development 2 R4349 800,000800,000Wetherby Restroom, Shelter & Playground Replacemen 2 R4350 700,000700,000Chadek Green Park Restrooms and Shelter 2 R4351 2,100,000700,000 700,000 700,000Recreation Center Improvements 1 R4357 185,000185,000Whispering Meadows Shelter & Playground 2 R4358 660,000660,000Lower City Park Shelters & Restroom Replacement 2 R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2 R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3 R4363 660,000660,000Upper City Park Shelters & Restroom Replacement 2 R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2 R4366 275,000275,000Glendale Park Shelter & Playground Replacement 2 R4367 520,000520,000Napoleon, Scott, Fairmeadows Parks Rehabilitation 2 R4368 400,000400,000Court Hill Park Shelter & Playground Replacement 2 R4369 700,000700,000Mercer Park Pool - Dehumidification/Tuckpointing 1 R4370 700,000700,000Robert A. Lee Recreation Center Pool Filter & HVAC 2 R4371 150,000150,000Happy Hollow Playground Replacement 2 R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2 R4374 700,000700,000Mercer Park Ball Diamond Improvements 3 R4375 250,000250,000Hunter's Run Park Playground & Shelter 2 R4376 162,000162,000Hwy 6 Trail - Fairmeadows to Heinz 2 R4378 350,000350,000N. Market Square Playground Replacement 2 R4379 250,000250,000Reno Street Park Renovations 2 R4383 400,000400,000Pedestrian Mall Playground 1 S3824 800,000800,000Annual Pavement Rehabilitation 1 S3854 4,851,3404,851,340American Legion Rd-Scott Blvd to Taft Ave 2 S3936 1,780,0001,780,000Melrose Avenue Improvements 2 S3939 2,700,0002,700,000Dubuque Street Reconstruction 1 S3940 2,700,0002,700,000Kirkwood Avenue to Capitol Street Connection 2 S3944 1,400,0001,400,000First 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 2 501 TotalSourceProject #Priority 2020 2021 2022 2023 2024 S3952 1,000,0001,000,000Dodge Street Reconstruct - Governor to Burlington 2 S3953 500,000500,000Market & Jefferson Street Two-Way Conversion 5 S3954 1,210,0001,210,000Orchard Street Reconstruction 2 S3955 1,437,0001,437,000N. Gilbert Street Reconstruction 2 S3956 900,000900,000Gilbert Street Bridge Replacement 1 S3957 100,000100,000Gilbert Court Sidewalk Infill Project 2 S3958 6,700,000700,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2 S3959 1,000,0001,000,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2 Z4406 3,276,000716,000 1,040,000 1,520,000Fire Apparatus Replacement Program 1 58,845,48011,972,340 11,871,140 11,935,000 11,885,000 11,182,000GO BONDS Total LANDFILL FUND L3328 1,100,000100,000 1,000,000Landfill Equipment Building Replacement 2 L3333 80,00080,000Compost Pad Improvements 1 L3334 520,000520,000South Side Recycling Site 3 L3335 500,00045,000 455,000Landfill Dual Extraction System Expansion 3 L3336 1,100,0001,100,000Excavator and Haul Truck 1 L3338 250,000250,000Future Landfill Cell Design 1 L3339 300,000300,000Organics Grinder Upsize 3 S3936 1,000,0001,000,000Melrose Avenue Improvements 2 4,850,0001,400,000 1,100,000 1,125,000 705,000 520,000LANDFILL FUND Total OTHER LOCAL GOVERNMENTS S3936 1,600,0001,600,000Melrose Avenue Improvements 2 1,600,0001,600,000OTHER LOCAL GOVERNMENTS Total OTHER STATE GRANTS A3447 48,00048,000Airport Parking Lot Expansion 3 A3461 329,000329,000Airfield Pavement Rehabilitation 1 A3472 150,000150,000Self Serve Fuel Expansion & Kiosk Replacement 2 R4376 438,000438,000Hwy 6 Trail - Fairmeadows to Heinz 2 R4377 200,000200,000Terry Trueblood Woodland & Prairie Restoration 1 S3949 450,000450,000Second Avenue Bridge Replacement 1 S3952 8,500,0001,000,000 7,500,000Dodge Street Reconstruct - Governor to Burlington 2 10,115,0001,129,000 1,486,000 7,500,000OTHER STATE GRANTS Total PARKING FUND T3004 2,300,000600,000 550,000 550,000 300,000 300,000Parking Facility Restoration Repair 2 T3020 960,000960,000Replacement of Electronics in Smart Parking Meters 1 T3021 100,000100,000Video Cameras for Parking Facilities 3 T3022 90,00090,000Parking Enforcement Vehicles 3 T3023 825,000275,000 275,000 275,000Parking Ramp Automated Parking Equipment 2 T3024 120,00060,000 60,000Electric Vehicle Charging Stations 3 T3025 100,000100,000Replacement of LED fixtures in Parking Facilities 2 T3026 237,500237,500Tower Place Drainage Modifications 1 4,732,5001,225,000 1,570,000 825,000 575,000 537,500PARKING FUND Total 502 TotalSourceProject #Priority 2020 2021 2022 2023 2024 REFUSE COLLECTION FUND L3337 550,000550,000Fully Automated Curbside Collections Truck 1 550,000550,000REFUSE COLLECTION FUND Total REVENUE BONDS V3151 7,990,5007,990,500Digester Complex Rehabilitation 1 V3155 2,425,0002,425,000Rohret South Sewer 2 10,415,50010,415,500REVENUE BONDS Total ROAD USE TAX FUND P3985 210,000210,000Sand/Salt Storage Bunkers 3 S3814 900,000300,000 150,000 150,000 150,000 150,000Annual 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 9,910,0001,982,000 1,982,000 1,982,000 1,982,000 1,982,000Annual Pavement Rehabilitation 1 S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3 S3910 1,000,000250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 S3949 250,000250,000Second Avenue Bridge Replacement 1 13,745,0003,007,000 2,797,000 2,647,000 2,647,000 2,647,000ROAD 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 M3634 145,000145,000Rundell Street Pump Station Vault Modifications 2 M3635 850,000850,000River Street Storm Sewer Improvements 2 M3636 331,000331,000Petsel Place Storm Sewer Improvements 1 M3637 120,000120,000Court Hill Storm Water Facilty Restoration 3 S3939 300,000300,000Dubuque Street Reconstruction 1 S3940 300,000300,000Kirkwood Avenue to Capitol Street Connection 2 S3956 100,000100,000Gilbert Street Bridge Replacement 1 5,276,000990,000 931,000 1,280,000 985,000 1,090,000STORM WATER FUND Total TRANSIT FUND T3055 4,000,0004,000,000Transit Maintenance Facility Relocation 2 T3059 100,00050,000 50,000Transit Bus Shelter Replacement & Expansion 2 T3066 100,000100,000Bus Wash Repair 2 T3067 200,000100,000 100,000Transit Interchange and Bus Stop Improvements 2 4,400,000200,000 150,000 4,000,000 50,000TRANSIT FUND Total UNIVERSITY OF IOWA Z4406 831,000179,000 12,000 260,000 380,000Fire Apparatus Replacement Program 1 831,000179,000 12,000 260,000 380,000UNIVERSITY OF IOWA Total UTILITY FRANCHISE TAX 503 TotalSourceProject #Priority 2020 2021 2022 2023 2024 S3824 628,453126,901 125,388 125,388 125,388 125,388Annual Pavement Rehabilitation 1 S3826 942,680190,352 188,082 188,082 188,082 188,082Underground Electrical Facilities 2 1,571,133317,253 313,470 313,470 313,470 313,470UTILITY 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 1,550,0001,550,000Scott Boulevard Trunk Sewer 2 V3147 290,000290,000Nevada Ave Sanitary Sewer Replacement 2 V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1 V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2 V3156 90,00090,000Dewatering Roll Off Paving 2 V3157 238,000238,000Wastewater Plant Mixer Improvements 2 V3158 89,00089,000Biosolids Conveyor Improvements 2 V3159 80,00080,000Heat for Cold Storage Building 3 V3160 340,000340,000New Cold Storage Building 3 V3162 580,000580,000Benton Street Trunk Sewer Improvements 1 9,382,0003,030,000 1,750,000 2,013,000 1,419,000 1,170,000WASTEWATER FUND Total WATER FUND W3216 370,000370,000Spruce St. (1300-1400 Block) Water Main Repl 3 W3222 725,000725,000Dill St. Water Main Replacement 1 W3300 450,00050,000 400,000Bradford Drive Water Main Replacement 3 W3301 570,000570,000Water Distribution Pressure Zone Improvements 1 W3305 150,000150,000Jordan Well Rehabilitation 1 W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1 W3311 670,000670,000Collector Wells 3 & 4 Rehabilitation 1 W3313 704,00064,000 640,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2 W3314 650,00050,000 600,000High Service Pump VFD Replacement 2 W3315 75,00075,000Peninsula Well Field Power Redundancy 3 W3316 115,000115,000Chlorine Feeder System Upgrade 2 W3317 35,00035,000Water Front Meeting Room A/V Upgrades 3 W3318 40,00040,000GSR Generator Enclosure Replacement 2 W3319 100,000100,000Chemical Room & Outdoor Lighting Upgrade 3 W3320 1,000,00080,000 920,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1 6,004,0001,685,000 1,115,000 814,000 870,000 1,520,000WATER FUND Total 168,266,15231,010,022 30,003,720 42,522,470 32,319,970 32,409,970GRAND TOTAL 504 Capital Improvement Plan 2020-2024 City of Iowa City, Iowa ANNUAL RECURRING PROJECTS 2020 2024thru PARKS & RECREATION Total20202021202220232024DepartmentProject #Priority R4129 815,00050,000 50,000 405,000 260,000 50,000City Hall - Other Projects 1 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 R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 1 R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 1 2,340,000355,000 355,000 710,000 565,000 355,000PARKS & RECREATION Total Annual improvements needed to maintain City Hall building including HVAC, boiler, fire suppression, security and other building components. 2020 - City Hall Boiler Project; 2021 - 3rd Floor Carpet & Paint; 2022 - City Hall Roof Replacement; 2023 - Lower Level Restroom ADA Remodel; 2024 - Employee Fitness Room ADA Remodel R4129 City Hall - Other Projects Annual funding for small capital projects and improvements throughout park system. Priorities per the 2017 Park Master Plan are: Park Signs, Site Furnishings, Shelter/Facility Maintenance, Court Maintenance, Partner Opportunities for Small Projects and Emerging Opportunities and Needs. R4130 Parks Annual Improvements/Maintenance Small projects in parks to improve and enhance physical accessility to park facilities and activity centers. 2020 - Harlocke Hill, Oak Grove, Ryerson Woods, Black Spring; 2021 - Crandic, Thornberry; 2022 - Kiwanis; 2023 - Undecided; 2024 - Reno. R4132 Park Annual ADA Accessibility Improvements Annual appropriation for the construction or repair of bike trails. R4206 Intra-city Bike Trails Annual projects to maintain RALRC & Mercer/Scanlon Recreation Centers. 2020 - RALRC ADA Improvements; 2021 - Building Indoor Signage; 2022 - RALRC Lower Level Flooring; 2023 & 2024 - Not yet designated R4330 Annual Recreation Center Improvements Annual contracted tree program for additions to street trees, neighborhood infill and park tree plantings. R4380 Annual Contracted Tree Planting 505 PUBLIC WORKS Total20202021202220232024DepartmentProject #Priority M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 1 S3814 900,000300,000 150,000 150,000 150,000 150,000Annual Traffic Signal Projects 1 S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 1 S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1 S3824 11,338,4532,908,901 2,107,388 2,107,388 2,107,388 2,107,388Annual Pavement Rehabilitation 1 S3826 942,680190,352 188,082 188,082 188,082 188,082Underground Electrical Facilities 1 S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 1 S3910 1,000,000250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 1 20,606,1334,654,253 4,100,470 3,950,470 3,950,470 3,950,470PUBLIC WORKS Total This is an annual project that will repair and/or improve storm water infrastructure throughout the City. M3631 Annual Storm Water Improvements This is an annual project to replace or add traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. This project will install pan/tilt/zoom (PTZ) cameras at signalized intersections that do not currently have PTZ cameras (approximately 57 intersections) in 2020. S3814 Annual Traffic Signal Projects Annual appropriation for traffic calming projects S3816 Traffic Calming Annual appropriation for the construction of ADA accessible curb ramps. S3822 Curb Ramps-ADA Annual appropriation for resurfacing roadways and alleys including asphalt, concrete, and brick. S3824 Annual Pavement Rehabilitation This is an annual project to convert overhead electrical systems to underground. Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities. S3826 Underground Electrical Facilities This is an annual project to implement the recommendations of the bicycle master plan. Improvement projects include construction of bike lanes, bike boulevards, and other features that will improve streets to promote equal access and usability for all modes of transportation. Projects also fund the conversion of 4-lane roads into 3-lane roads in certain areas that are highly used by all of the various modes of transportation. Projects are scheduled as follows: 2020 - Southgate Bike Lanes-Keokuk to Gilbert ; Sandusky/Taylor Bicycle Blvd-Burns to Keokuk ; Keokuk Road Diet, Hwy 6 to Sandusky 2021 - Gilbert Street, 4-lane to 3-lane Conversion 2022 - Lakeside Bicycle Blvd; Wetherby Bicycle Blvd 2023 - Sunset Bike Lanes-Benton to Highway 1 2024 - Keokuk Bike Lanes-Kirkwood to Hwy 6; Kirkwood Bike Lanes-Clinton to Lwr Muscatine; Lwr Muscatine Bike lanes S3827 Bicycle Master Plan Implementation This provides for the biennial inspection and preservation of Iowa City's bridges including major repairs and restoration. 2019 funding for this project was moved to the 2nd Avenue Bridge Replacement project. S3910 Annual Bridge Maintenance & Repair This project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system. V3101 Annual Sewer Main Replacement 506 SENIOR CENTER Total20202021202220232024DepartmentProject #Priority K1001 1,065,00065,000 300,000 100,000 100,000 500,000Annual Senior Center Facility Improvements 1 1,065,00065,000 300,000 100,000 100,000 500,000SENIOR CENTER Total Improvements needed include: full Building asssessment, plaster repairs, painting, wallpaper removal, carpeting, woodflooring, tuckpointing, furniture replacement, remodeling to improve use/operation of facility. Green improvements are also needed to the building to reduce emissions. Improving the exterior of the building by improving doorways and restore historical scones outside the building and windows is also necessary. K1001 Annual Senior Center Facility Improvements TRANSPORTATION SERVICES T3004 2,300,000600,000 550,000 550,000 300,000 300,000Parking Facility Restoration Repair 1 2,300,000600,000 550,000 550,000 300,000 300,000TRANSPORTATION SERVICES Total T3004 This annual project includes concrete restoration, application of concrete sealants, repair of control and expansion joints in addition to other parking facility specific repairs and upgrades including replacement of aging light poles on top decks of facilities to incorporate LED lighting. Parking Facility Restoration Repair 507 Project Summary By Name Project Page Airport A3447 – Airport Parking Lot Expansion ........................................................................... 511 A3461 – Airfield Pavement Rehabilitation ....................................................................... 511 A3465 - Runway 7 Environmental Assessment .............................................................. 512 A3466 - Runway 7 Extension (213’) ............................................................................... 512 A3470 – Runway 25 Threshold Relocation ..................................................................... 513 A3471 - Runway 12/30 Threshold Displacement/Relocation ......................................... 513 A3472 – Self Serve Fuel Stations Kiosk Replacement .................................................... 514 A3473 - Airport Apron Expansion ................................................................................... 514 Finance G4724 – Infrastructure Asset Management.………………………………………………….515 G4725 – Citywide Building Card Access System ............................................................ 515 Fire Z4406 - Fire Apparatus Replacement Program ............................................................... 516 Z4407 - Fire Station #5 .................................................................................................... 517 Library B4343 – Library Carpet and Furnishings Replacement ................................................... 517 Neighborhood & Development Services G4720 – Permitting Software Upgrade ............................................................................ 518 Parks & Recreation R4145 – Cemetery Road Asphalt Overlay. ...................................................................... 518 R4346 – Palisades & Stone Bridge Park Development ................................................... 519 R4349 - Wetherby Restroom, Shelter & Playground Upgrades ..................................... 520 R4350 – Chadek Green Park Restrooms and Shelter ..................................................... 521 R4351 – Recreation Center ADA Improvements ............................................................. 522 R4357 – Whispering Meadows Shelter & Playground. .................................................... 523 R4358 – Lower City Park Shelters & Restroom Replacement. ....................................... 524 R4359 – Kiwanis Park Playground & Shelter Renovation. .............................................. 525 R4362 – Napoleon Park Softball Fields 5 – 8 Renovation............................................... 526 R4363 – Upper City Park Shelters & Restroom Replacement ........................................ 527 R4365 – Hickory Hill Park Conklin St Shelter & Restrooms. ........................................... 528 R4366 – Glendale Park Shelter & Playground Replacement. ......................................... 529 R4367 – Napoleon Park Playground & Accessible Path. ................................................ 530 R4368 – Court Hill Park Shelter & Playground Replacement. ......................................... 531 R4369 – Mercer Park Pool – Dehumidification/Tuckpointing. ......................................... 532 R4370 – Robert A. Lee Recreation Center Pool Filter & HVAC. ..................................... 533 R4371 – Happy Hollow Playground Replacement ........................................................... 534 R4372 – Terrill Mill Skate Park Redevelopment .............................................................. 535 R4373 – City Park Ball Field Improvements .................................................................... 535 R4374 – Mercer Park Ball Diamond Improvements ........................................................ 536 R4375 – Hunter’s Run Park Playground & Shelter .......................................................... 537 R4376 – Hwy 6 Trail – Fairmeadows to Heinz ................................................................ 538 R4377 – Terry Trueblood Woodland & Prairie Restoration ............................................. 539 R4378 – N.Market Square Playground Replacement ...................................................... 539 R4379 – Reno Street Park Renovations .......................................................................... 540 R4381 – Event Facility Improvements ............................................................................. 541 R4382 – Off Road Bike Trail Development ...................................................................... 542 R4383 – Pedestrian Mall Playground .............................................................................. 543 508 Project Page Police Y4445 – Digital Photo Evidence Management ................................................................ 543 Public Works L3328 - Landfill Equipment Building Replacement ........................................................ 544 L3333 – Compost Pad Improvements ............................................................................. 544 L3334 – South Side Recycling Site .................................................................................. 545 L3335 – Landfill Dual Extraction System Expansion ....................................................... 546 L3336 – Excavator and Haul Truck .................................................................................. 547 L3337 – Fully Automated Curbside Collections Truck ..................................................... 547 L3338 – Future Landfill Cell Design ................................................................................. 548 L3339 – Organics Grinder Upsize .................................................................................... 548 M3632 – Lower Muscatine Area Storm Sewer Improvements ........................................ 549 M3633 – North Westminster Storm Sewer Upgrades ...................................................... 550 M3634 – Rundell Street Pump Station Vault Modifications ............................................. 551 M3635 – River Street Storm Sewer Improvements ......................................................... 552 M3636 – Petsel Place Storm Sewer Improvements ........................................................ 553 M3637 – Court Hill Storm Water Facility Restoration ...................................................... 554 P3985 – Sand/Salt Storage Bunkers ............................................................................... 554 S3854 - American Legion Road - Scott Blvd to Taft Ave ................................................. 555 S3936 – Melrose Avenue Improvements……………………………………………………..556 S3939 - Dubuque Street Reconstruction ........................................................................ 557 S3940 – Kirkwood Avenue to Capitol Street Connection ................................................ 558 S3944 – First Ave/Scott Blvd Intersection Improvements ............................................... 559 S3946 – Court Street Reconstruction .............................................................................. 560 S3947 – Benton Street Rehabilitation Project…… .................. …………………………… 561 S3949 – Second Avenue Bridge Replacement ............................................................... 562 S3950 – Rochester Ave Reconstruction – First Ave to Ralston Creek ............................ 563 S3951 – Hwy 1/Hwy 6 Intersection Improvements Study…… …………………………… 564 S3952 – Dodge Street Reconstruction – Governor to Burlington .................................... 565 S3953 – Market & Jefferson Street Two-Way Conversion .............................................. 566 S3954 – Orchard Street Reconstruction .......................................................................... 567 S3955 – N. Gilbert Street Reconstruction ........................................................................ 568 S3956 – Gilbert Street Bridge Replacement .................................................................... 569 S3957 – Gilbert Court Sidewalk Infill Project ................................................................... 570 S3958 – Park Road Reconstruct – Rock Shore to Riverside .......................................... 571 S3959 – Taft Avenue Reconstruct – Am Legion to Lwr West Br ..................................... 572 V3144 – Wastewater Clarifier Repairs ............................................................................. 572 V3145 – Scott Boulevard Trunk Sewer ............................................................................ 573 V3147 – Nevada Ave Sanitary Sewer Replacement ....................................................... 573 V3151 – Digester Complex Rehabilitation ....................................................................... 574 V3153 – Influent Rake and Screen Replacement ........................................................... 575 V3154 – Hawkeye Lift Station Rehabilitation ................................................................... 575 V3155 – Rohret South Sewer .......................................................................................... 576 V3156 – Dewatering Roll Off Paving .............................................................................. 577 V3157 – Wastewater Plant Mixer Improvements ............................................................. 578 V3158 – Biosolids Conveyor Improvements .................................................................... 579 V3159 – Heat for Cold Storage Building .......................................................................... 580 V3160 – New Cold Storage Building ................................................................................ 581 V3161 – 5th Ward Sanitary Reroute ................................................................................. 582 V3162 – Benton Street Trunk Sewer Improvements ....................................................... 583 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement ................................. 584 W3222 – Dill St Water Main Replacement ...................................................................... 585 509 Project Page W3300 – Bradford Drive Water Main Replacement ......................................................... 586 W3301 – Water Distribution Pressure Zone Improvements ............................................ 587 W3305 – Jordan Well Rehabilitation ................................................................................ 588 W3307 – DeForest Ave Water Main Replacement .......................................................... 588 W3311 – Collector Wells 3 & 4 Rehabilitation ................................................................. 589 W3313 – Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement ............................ 590 W3314 – High Service Pump VFD Replacement ............................................................ 590 W3315 – Peninsula Well Field Power Redundancy ........................................................ 591 W3316 – Chlorine Feeder System Upgrade .................................................................... 592 W3317 – Water Front Meeting Room A/V ....................................................................... 592 W3318 – GSR Generator Enclosure Replacement ......................................................... 593 W3319 – Chemical Room & Outdoor Lighting Upgrade .................................................. 593 W3320 – Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl .................................. 594 Transportation & Resource Management T3020 – Replacement of Electronics in Smart Parking Meters ....................................... 594 T3021 – Video Cameras for Parking Facilities ................................................................ 595 T3022 – Parking Enforcement Vehicles........................................................................... 595 T3023 – Parking Ramp Automated Parking Equipment .................................................. 596 T3024 – Electric Vehicle Charging Stations .................................................................... 596 T3025 – Replacement of LED fixtures in Parking Facilities ............................................. 597 T3026 – Tower Place Drainage Modifications ................................................................. 597 T3055 – Transit/Equipment Facility Relocation ............................................................... 598 T3059 – Transit Bus Shelter Replacement & Expansion ................................................. 598 T3066 – Bus Wash Repair ............................................................................................... 599 T3067 – Transit Interchange and Bus Stop Improvements ............................................. 599 510 Description Expand airport parking to construct additional spaces around the airport beacon circle. Project would create 15-20 additional spaces. Project #A3447 Priority Efficiency Improvement (3) Justification Airport parking is becoming frequently more full as the airport has become better utilized by charter passenger customers and other groups and employees using the airport. There are now weekly occurances where the parking is 100% full. Budget Impact/Other There will be a minor increase in pavement maintenance costs for recurring maintenance/striping and snow and ice removal. Useful Life 20 years Project Name Airport Parking Lot Expansion Category Airport Type One Phase Total Project Cost:$60,000 Contact Michael Tharp Department AIRPORT MATCH %20% GRANTEE IDOT TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 15,00015,000PLANNING/DESIGN 40,00040,000CONSTRUCTION 5,0005,000CONTINGENCY 60,000 60,000Total Total20202021202220232024Funding Sources 12,00012,000AIRPORT FUND 48,00048,000OTHER STATE GRANTS 60,000 60,000Total Description This project prepares for the pavement repalcement near the terminal buidling by placing additional pavement on the west of the aircraft parking apron, and then allows for the removal and reconstruction of the terminal apron and adjacent taxiway. Project #A3461 Priority Critical (1) Justification This pavement is showing increasing fatigue and failures. Edge spalling creates foreign object debris which can damamge aircraft enginges or injure people when aircraft start or taxi through the area. Budget Impact/Other Minor maintenance reduction as new concrete shouldn't require as much patching as existing does. Annual cost savings is expected to be less than $10,000. Useful Life 30 Years Project Name Airfield Pavement Rehabilitation Category Airport Type One Phase Total Project Cost:$420,500 Contact Michael Tharp Department AIRPORT MATCH %20% GRANTEE IDOT TIF DISTRICT None PLAN Airport Master Plan Status Active Total20202021202220232024Expenditures 370,700370,700CONSTRUCTION 370,700 370,700Total Prior 49,800 Total Total20202021202220232024Funding Sources 34,30034,300AIRPORT FUND 329,000329,000OTHER STATE GRANTS 363,300 363,300Total Prior 57,200 Total Project Summary By Name 511 Description Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the Runway 7 end of Runway 7/25. Project #A3465 Priority Essential (2) Justification One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and will extend the Runway 7/25 runway by approximately 213 feet. Budget Impact/Other The operating impact is negligible. Useful Life 10 years Project Name Runway 7 Environmental Assessment Category Airport Type One Phase Total Project Cost:$150,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20202021202220232024Expenditures 150,000150,000PLANNING/DESIGN 150,000 150,000Total Total20202021202220232024Funding Sources 15,00015,000AIRPORT FUND 135,000135,000FEDERAL GRANTS 150,000 150,000Total Description Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the Runway 7 end of Runway 7/25. Project #A3466 Priority Essential (2) Justification One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and will extend the Runway 7/25 runway by approximately 213 feet. Budget Impact/Other This project will add additional runway to clear during inclement weather and to provide additional maintenance and repairs. The estimated additional expenditures are less than $10,000 per year. Useful Life 50 years Project Name Runway 7 Extension (213') Category Airport Type One Phase Total Project Cost:$1,170,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20202021202220232024Expenditures 235,000235,000PLANNING/DESIGN 935,000935,000CONSTRUCTION 1,170,000 1,170,000Total Total20202021202220232024Funding Sources 117,000117,000AIRPORT FUND 1,053,0001,053,000FEDERAL GRANTS 1,170,000 1,170,000Total 512 Description Runway 25 Threshold Relocation and Re-lighting. Project #A3470 Priority Critical (1) Justification The 808' displaced threshold is no longer required due to change in critical design aircraft. This project shifts the location of the displaced threshold to gain 700 feet of additional takeoff and landing distance distance for pilots using Runway 25. Budget Impact/Other The budget impact of this change is neutral; it does not add or remove existing infrastructure. Useful Life 20 years Project Name Runway 25 Threshold Relocation Category Airport Type One Phase Total Project Cost:$566,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20202021202220232024Expenditures 460,000460,000CONSTRUCTION 460,000 460,000Total Prior 106,000 Total Total20202021202220232024Funding Sources 46,00046,000AIRPORT FUND 414,000414,000FEDERAL GRANTS 460,000 460,000Total Prior 106,000 Total Description Runway 12 Threshold Displacement - Runway 30 Threshold Relocation Project #A3471 Priority Critical (1) Justification The Airport Master Plan completed in 2016 identifies a threshold displacement on Runway 12 of 500 feet to minimize the number of potential obstructions to the Runway 12 approach. The plan mitigated the impactes to Runway 12/30 by adding length to the Runway 30 end that is available for takeoff but not for landings. Budget Impact/Other This project will add minor paving maintenance expenses due to the added pavement at Runway 30. Useful Life 20 years Project Name Runway 12/30 Threshold Displacement/Relocation Category Airport Type One Phase Total Project Cost:$397,250 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20202021202220232024Expenditures 72,25072,250PLANNING/DESIGN 325,000325,000CONSTRUCTION 72,250 325,000 397,250Total Total20202021202220232024Funding Sources 39,7257,225 32,500AIRPORT FUND 357,52565,025 292,500FEDERAL GRANTS 72,250 325,000 397,250Total 513 Description This project adds a 12,000 gallon storage tank for Jet-A fuel and replaces the two credit card reader kiosks Project #A3472 Priority Essential (2) Justification During the fall of 2018 several airports ran out of fuel in SE Iowa due to supply and delivery issues. The Iowa City Airport sees its storage tank used at a rate of needing to refill once per week and two to three times per week during heavy use. The additional storage tank provides for more fuel to be stored on site and be less impacted by supply issues. The Credit Card reader kiosks will no longer be supported by the vendor beginning June 30, 2020. These readers also do not accept chip cards. New kiosks will be servicable and accept modern credit/debit cards with chips Budget Impact/Other This change will increase operating expenditures due to the additional of new infrastructure. Estimate annual expenditures will be less than $5,000. Useful Life 20 years Project Name Self Serve Fuel Expansion & Kiosk Replacement Category Airport Type One Phase Total Project Cost:$247,900 Contact Michael Tharp Department AIRPORT MATCH %30% GRANTEE IDOT TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 30,00030,000PLANNING/DESIGN 217,900217,900CONSTRUCTION 247,900 247,900Total Total20202021202220232024Funding Sources 97,90097,900AIRPORT FUND 150,000150,000OTHER STATE GRANTS 247,900 247,900Total Description This project adds additonal apron space for aircraft parking. Project #A3473 Priority Essential (2) Justification Larger aircraft utilizing the airport require hard surface parking. Our exisiting ramp is too small based on FAA formulas for operations and parking. This project provides additional parking space to support those aircraft types. Budget Impact/Other The operating impact will be increased costs for snow removal and maintenance due to increased surface pavement. The estimated increase in operating expenditures is less than $10,000. Useful Life 20 years Project Name Airport Apron Expansion Category Airport Type One Phase Total Project Cost:$1,250,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20202021202220232024Expenditures 375,000375,000PLANNING/DESIGN 875,000875,000CONSTRUCTION 1,250,000 1,250,000Total Total20202021202220232024Funding Sources 125,000125,000AIRPORT FUND 1,125,0001,125,000FEDERAL GRANTS 1,250,000 1,250,000Total 514 Description Asset managerment software that could be utilized by all city departments to manage the physical assets for planning and management of current or future projects. Project #G4724 Priority Efficiency Improvement (3) Justification This product will allow departments to organize and more thoroughly plan for current and future projects taking into account the physical location and current status of assets in relation to a particular project. This process will allow for documentation, future planning, and maintenance tracking of assets. Assets could include but are not limited to fiber, sewer, water, streets, signs, and sidewalks Budget Impact/Other The impact on the operating budget will be the cost on maintenance each year of approximately $20,000. The benefit to the operating budget is more efficient use of staff time and potentially lower project costs and reduced unforeseen costs. Useful Life 10 years Project Name Infrastructure Asset Management Category Information Technology Servic Type One Phase Total Project Cost:$760,000 Contact Michael Harapat Department FINANCE MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 60,00060,000PLANNING/DESIGN 700,000700,000OTHER 760,000 760,000Total Total20202021202220232024Funding Sources 485,000485,000GO BONDS 485,000 485,000Total Prior 275,000 Total Description Upgrade the card access system that is used for the security of city offices and buildings. The project covers the cost of the replacing all security cards, replace existing door card readers, bringing the water plant onto the standard city security system for door access, and new hardware for additional doors in city hall. Project #G4725 Priority Efficiency Improvement (3) Justification The current card access system is vulnerable to attack through card duplication because the current card are not designed with encryption. Budget Impact/Other The impact of this project on the operating budget is minimal. Useful Life 20 years Project Name Citywide Building Card Access System Category Information Technology Servic Type One Phase Total Project Cost:$175,000 Contact Michael Harapat Department FINANCE MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 53,50053,500CONSTRUCTION 36,00036,000CONTINGENCY 85,50085,500EQUIPMENT 175,000 175,000Total Total20202021202220232024Funding Sources 175,000175,000GO BONDS 175,000 175,000Total 515 Description Replacement of Fire Department equipment: 2020 Fire Pumper #351 2021 Scotty House 2022 Fire Pumper/Aerial #358 2023 Aerial T-1 Project #Z4406 Priority Critical (1) Justification The department recommends replacement per the established schedule. Fleet Management Scoring indicates Fire Pumper #351 will exceed scoring thresholds in 2020 and Fire Pumper/Aerial #358 will exceed scoring thresholds in 2021. Aerial T-1 is scheduled for replacement in 2023. The Fire Safety House is used to promote fire safety education throughout the community. Budget Impact/Other The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating expenses is less than $10,000. Useful Life 16 years Project Name Fire Apparatus Replacement Program Category Fire Type Multi-Phase Total Project Cost:$4,155,000 Contact John Grier Department FIRE MATCH %VARIES GRANTEE U OF I TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 4,155,000895,000 60,000 1,300,000 1,900,000EQUIPMENT 895,000 60,000 1,300,000 1,900,000 4,155,000Total Total20202021202220232024Funding Sources 48,00048,000GENERAL FUND 3,276,000716,000 1,040,000 1,520,000GO BONDS 831,000179,000 12,000 260,000 380,000UNIVERSITY OF IOWA 895,000 60,000 1,300,000 1,900,000 4,155,000Total 516 Description To acquire property and construct the City's fifth fire station in the south side of the City. Project #Z4407 Priority Critical (1) Justification The City's south side has grown extensively including many new homes and neighborhoods and a new elementary school. Budget Impact/Other When completed, the fire station will annually require approximately $1.5 million to operate including the addition of new staff and equipment. Useful Life 50 years Project Name Fire Station #5 Category Fire Type Multi-Phase Total Project Cost:$525,000 Contact John Grier Department FIRE MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 504,000504,000LAND/ROW ACQUISITION 21,00021,000ADMINISTRATION 525,000 525,000Total Total20202021202220232024Funding Sources 525,000525,000GENERAL FUND 525,000 525,000Total Description A multi-year project to replace carpeting and some furnishings in large areas of the Library. First floor has 31,000 square feet of carpet, and 2nd floor has 39,000. Project includes updates for carpet, demo and floor prep, moving, GC, insurance, fees, bonds, and contingency. In addition, some of the original furnishings, including all of the public access internet stations will be replaced, and is requested the first year for that purpose. Project #B4343 Priority Essential (2) Justification Since the building opened in 2004, more than 8,435,590 people have come through the doors (this number will easily surpass 10M before this project begins). The Library is a heavily visited public space in the heart of downtown, ongoing investment to keep the building looking good is necessary. Budget Impact/Other This project will save minor costs associated with carpet repair but is less than $10,000/year. Useful Life 15 years Project Name Library Carpet and Furnishings Replacement Category Library Type Multi-Phase Total Project Cost:$400,000 Contact Elsworth Carman Department LIBRARY MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 400,000400,000EQUIPMENT 400,000 400,000Total Total20202021202220232024Funding Sources 400,000400,000GO BONDS 400,000 400,000Total 517 Description This project upgrades the city's current permitting software, Tidemark. Project #G4720 Priority Critical (1) Justification The software provider (Accela) is no longer providing enhancements or upgrades to Tidemark. The current Tidemark software is being scheduled for replacement. Tidemark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will be needed allowing us to meet client expectations for future development and building approval processes. It is also a goal for permitting software to better integrate with other city software systems. Budget Impact/Other The overall impact on the operating budget will be the cost of software maintenance and support which is estimated to be up to $25,000 per year. Useful Life 10 years Project Name Permitting Software Upgrade Category Development Services Type One Phase Total Project Cost:$950,000 Contact Tracy Hightshoe Department NEIGHBORHOOD & DEVEL MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 450,000200,000 250,000OTHER 200,000 250,000 450,000Total Prior 500,000 Total Total20202021202220232024Funding Sources 450,000200,000 250,000GENERAL FUND 200,000 250,000 450,000Total Prior 500,000 Total Description Mill and resurface with 2" asphalt overlay on a portion of the 19,090sf of road in the cemtery. Project #R4145 Priority Essential (2) Justification Cemetery roads recently reviewed by City Engineering staff for condition and priority for maintenace/resurfacing. The cemetery has not had an overlay project since 2011 and there are stretches of road that have excessive cracking and damage. Budget Impact/Other This project would slightly reduce maintenance costs of the roadways by replacing old asphalt. The estimated annual savings is less than $10,000 per year. Useful Life 15 years Project Name Cemetery Road Asphalt Overlay Category Cemetery Type One Phase Total Project Cost:$50,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 50,00050,000CONSTRUCTION 50,000 50,000Total Total20202021202220232024Funding Sources 50,00050,000GENERAL FUND 50,000 50,000Total 518 Description Funding to develop a new neighborhood park in an emerging or underserved location. The City owns several parcels designated for parks and developments are completed. Project #R4346 Priority Essential (2) Justification The 2017 Park Master plan points to a districts with deficiencies in park land. This project will be designed to develop a new neighborhood park in a growing or underserved neighborhood as the opportunity becomes available. Budget Impact/Other This project will increase operating expenditures due to the addition of new park amenities and finished park land. The estimated increase in operating expenditures is $20,000 per year. Useful Life 20 years Project Name Palisades & Stone Bridge Park Development Category Parks Maintenance Type One Phase Total Project Cost:$600,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 50,00050,000PLANNING/DESIGN 500,000500,000CONSTRUCTION 10,00010,000INSPECTION 10,00010,000ADMINISTRATION 30,00030,000CONTINGENCY 600,000 600,000Total Total20202021202220232024Funding Sources 600,000600,000GO BONDS 600,000 600,000Total 519 Description Replace park shelter, restrooms, playground and signage. Upgrade access paths. Project #R4349 Priority Essential (2) Justification Playground was noted as fair/poor condition with accessibility concerns in the 2017 Park Master Plan. Shelter needs renovation due to maintenance concerns and increased use from splash pad users. Budget Impact/Other This action is neutral to the operating budget as it replaces/updates current facilities. Useful Life 20 years Project Name Wetherby Restroom, Shelter & Playground Replacemen Category Parks Maintenance Type One Phase Total Project Cost:$800,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 60,00060,000PLANNING/DESIGN 685,000685,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 50,00050,000CONTINGENCY 800,000 800,000Total Total20202021202220232024Funding Sources 800,000800,000GO BONDS 800,000 800,000Total 520 Description Build picnic shelter, restrooms, playground, accessible paths and parking at Chadek Green Park community gardens. Project #R4350 Priority Essential (2) Justification Chadek Green community gardens are heavily used. There are no facilities in this park. Project adds a small playground to the park at the request of neighborhood and park users. The 2017 Park Master Plan recommends this project to address park need in the Central District. Budget Impact/Other This project will increase the annual operating expenditures due to the additional restroom, shelter and playground. The estimated increase is less than $10,000 per year. Useful Life 20 years Project Name Chadek Green Park Restrooms and Shelter Category Parks Maintenance Type One Phase Total Project Cost:$700,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 60,00060,000PLANNING/DESIGN 600,000600,000CONSTRUCTION 10,00010,000INSPECTION 30,00030,000CONTINGENCY 700,000 700,000Total Total20202021202220232024Funding Sources 700,000700,000GO BONDS 700,000 700,000Total 521 Description This project is planning for renovations for the City's recreation enters: Robert A. Lee (RALRC) and Mercer Pool/Scanlon Gym. 2022 - Continue work to correct items identified in 2012 ADA review. Upper Level RALRC: ADA compliant single user public restrooms, ADA compliant offices, door and signage needs. Public uses of meeting Room A will be accomodated in renovated space adjacent to gym while Meeting Room A will be converted to ADA compliant offices. Catering kitchen will be relocated to the Social Hall. 2023 - Renovate RALRC Lower Level Locker Rooms. 2024 - Renovate Mercer/Scanlon Lobby, Restroom and Meeting Rooms. Project #R4351 Priority Critical (1) Justification Presently there are critical and public use areas of the facility do not meet the current ADA standards. Parts of the facility are still operating from the original 1965 design. These improvements will update and bring the facility into closer compliancy with ADA requirements and improve operational efficiencies in the use of the use of the facilty for both the public and the staff. These recommendations were cited in the 2012 Space Needs Study and Master Plan and the Facility ADA study. Budget Impact/Other This project would reduce maintenance and repair expenditures due to the replacement of older infrastructure. The estimated annual reduced operating expenditures is less than $10,000 per year. Useful Life 25 years Project Name Recreation Center Improvements Category Recreation Type Multi-Phase Total Project Cost:$2,100,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Facilities Master Plan Status Active Total20202021202220232024Expenditures 120,00040,000 40,000 40,000PLANNING/DESIGN 1,800,000600,000 600,000 600,000CONSTRUCTION 60,00020,000 20,000 20,000ADMINISTRATION 120,00040,000 40,000 40,000CONTINGENCY 700,000 700,000 700,000 2,100,000Total Total20202021202220232024Funding Sources 2,100,000700,000 700,000 700,000GO BONDS 700,000 700,000 700,000 2,100,000Total 522 Description Add picnic shelter, small playground, park sign and access paths to Whispering Meadows Park. Project #R4357 Priority Essential (2) Justification The 2017 Park Master Plan priorities this project as the South District is in need of additional small play areas. Budget Impact/Other This will be an addition of park amenities. Maintenance and operation will need to be absorbed into current park staff duties. Estimated impact on operating expenditures is less than $10,000 per year. Useful Life 20 years Project Name Whispering Meadows Shelter & Playground Category Parks Maintenance Type One Phase Total Project Cost:$185,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 15,00015,000PLANNING/DESIGN 150,000150,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 15,00015,000CONTINGENCY 185,000 185,000Total Total20202021202220232024Funding Sources 185,000185,000GO BONDS 185,000 185,000Total 523 Description This project will demolish six picnic shelters and one restroom in Lower City Park and replace these with one large and two small shelters and restroom facility. The remaining facilities will be in locations outlined in Lower City Park Master Plan. Project #R4358 Priority Essential (2) Justification The shelters and restrooms in Lower City Park are quickly reaching the end of their serviceable life. Some are in areas that are prone to regular flooding. This project follows recommendations of the 2016 Lower City Park Master Plan and 2017 Park Master Plan while repositioning and resizing the shelters to meet current and future use patterns. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Lower City Park Shelters & Restroom Replacement Category Parks Maintenance Type One Phase Total Project Cost:$660,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Lower City Park Master Plan Status Active Total20202021202220232024Expenditures 50,00050,000PLANNING/DESIGN 550,000550,000CONSTRUCTION 10,00010,000INSPECTION 50,00050,000CONTINGENCY 660,000 660,000Total Total20202021202220232024Funding Sources 660,000660,000GO BONDS 660,000 660,000Total 524 Description Renovate Nature Play Area, replace shelter, add accessible paths and opportunities for creek access at Kiwanis Park. Project #R4359 Priority Essential (2) Justification Kiwanis playground was installed in 1999. The 2017 Park Master Plan prioritizes renovation of the nature play area, shelter and accessible paths. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Kiwanis Park Playground & Shelter Renovation Category Parks Maintenance Type One Phase Total Project Cost:$370,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 30,00030,000PLANNING/DESIGN 300,000300,000CONSTRUCTION 5,0005,000INSPECTION 5,0005,000ADMINISTRATION 30,00030,000CONTINGENCY 370,000 370,000Total Total20202021202220232024Funding Sources 370,000370,000GO BONDS 370,000 370,000Total 525 Description This project will renovate and enhance fields 5-8 at the Napoleon Park Softball Complex. The project will include the laser grading infields, the addition of drainage tile, and new outfield turf. Project #R4362 Priority Efficiency Improvement (3) Justification In 2013 we completed this process on fields 1-4 at Napoleon. Fields 5-8 currently have water retention and playbility issues that present maintenance and play challenges thus limiting their use. Budget Impact/Other The operating budget for this facility will remain the same. Useful Life 15 years Project Name Napoleon Park Softball Fields 5-8 Renovation Category Parks Maintenance Type One Phase Total Project Cost:$450,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 50,00050,000PLANNING/DESIGN 380,000380,000CONSTRUCTION 5,0005,000INSPECTION 15,00015,000CONTINGENCY 450,000 450,000Total Total20202021202220232024Funding Sources 450,000450,000GO BONDS 450,000 450,000Total 526 Description This project will demolish four picnic shelters and one restroom in Upper City Park and replace these with one large and two small shelters and restroom facility. Project #R4363 Priority Essential (2) Justification The three picnic shelters and restroom in Upper City Park are well used by the public. The 2017 Park Master Plan rated them as fair with a number of accessibility and maintenance concerns. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Upper City Park Shelters & Restroom Replacement Category Parks Maintenance Type One Phase Total Project Cost:$660,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 50,00050,000PLANNING/DESIGN 550,000550,000CONSTRUCTION 5,0005,000INSPECTION 5,0005,000ADMINISTRATION 50,00050,000CONTINGENCY 660,000 660,000Total Total20202021202220232024Funding Sources 660,000660,000GO BONDS 660,000 660,000Total 527 Description Replace picnic shelter and restrooms at Conklin Street entrance to Hickory Hill Park. Project #R4365 Priority Essential (2) Justification The rest rooms and shelter at this location were noted as poor condition with a number of accessibility concerns in the restrooms by the 2017 Park Master Plan. The plan recommended replacement of these facilties. This also follows recommendations of the 2016 Hickory Hill Park Master Plan. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Hickory Hill Park Conklin St Shelter & Restrooms Category Parks Maintenance Type One Phase Total Project Cost:$245,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 200,000200,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 20,00020,000CONTINGENCY 245,000 245,000Total Total20202021202220232024Funding Sources 245,000245,000GO BONDS 245,000 245,000Total 528 Description Replace playground and add picnic shelter, park sign and creek access at Glendale Park. Add concrete paths for increased accessibility. Project #R4366 Priority Essential (2) Justification The play area lacks accessible paths and safety surface. The 2017 Park Master Plan recommends replacement with a further recommendation to enhance access to Ralston Creek for nature play. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Glendale Park Shelter & Playground Replacement Category Parks Maintenance Type One Phase Total Project Cost:$275,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 17,50017,500PLANNING/DESIGN 235,000235,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 17,50017,500CONTINGENCY 275,000 275,000Total Total20202021202220232024Funding Sources 275,000275,000GO BONDS 275,000 275,000Total 529 Description Replace Napoleon Park playground and add paths for increased accessibility. Replace Scott Park playground and picnic shelter and add concrete paths for increased accessibility. Replace Fairmeadows shelter, park sign and small child playground. Project #R4367 Priority Essential (2) Justification The Napolean Park playground was originally installed in 2001 and is nearing the end of its servicable life. The 2017 Park Master Plan noted accessibility and maintenance concerns and recommended replacement. The Scott Park playground and shelter were installed in 1999 and are nearing the end of their servicable life. The play area lacks accessible paths and safety surface. The Fairmeadows Park playground was noted as fair/poor condition with accessibility concerns in the 2017 Park Master Plan. Shelter needs renovation due to maintenance concerns and increased use from splash pad users. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Napoleon, Scott, Fairmeadows Parks Rehabilitation Category Parks Maintenance Type One Phase Total Project Cost:$520,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 45,00045,000PLANNING/DESIGN 425,000425,000CONSTRUCTION 7,5007,500INSPECTION 7,5007,500ADMINISTRATION 35,00035,000CONTINGENCY 520,000 520,000Total Total20202021202220232024Funding Sources 520,000520,000GO BONDS 520,000 520,000Total 530 Description Replace playground and two picnic shelters at Court Hill Park. Project also adds concrete paths for increased accessibility and additional opportunities for creek access. Project #R4368 Priority Essential (2) Justification The playground and shelter were installed in 1994 and are nearing the end of their servicable life. The play area lacks accessible paths and safety surface. The 2017 Park Master Plan recommends replacement. This park also presents opportunities to provide access to Ralston Creek for play and exploration. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Court Hill Park Shelter & Playground Replacement Category Parks Maintenance Type One Phase Total Project Cost:$400,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 30,00030,000PLANNING/DESIGN 340,000340,000CONSTRUCTION 10,00010,000INSPECTION 20,00020,000CONTINGENCY 400,000 400,000Total Total20202021202220232024Funding Sources 400,000400,000GO BONDS 400,000 400,000Total 531 Description This project will allow for HVAC and dehumification upgrades to the Mercer Aquatic Center and Scanlon Gymnasium. This project will also address large areas of necessary tuck pointing and masonry repair and repairs on the interior columns neighboring the natatorium. The work will also address the moisture issues from the Kalwall skylight system and rusted lintels around the doors, windows and above the columns in the courtyard. Project #R4369 Priority Critical (1) Justification The 2012 City Space Needs Study and Master plan, identified the HVAC systems as deficient, energy inefficient and requiring an update through out the facility. The recent HVAC Mercer/Scanlon study and equipment review, ideintified the HVAC equipment that requires replacement. The majority of the HVAC equipment has been operating continuously since 1999 and many components and system are at the end of their useful life. The original system did not have dehumidification; from the 2012 facilities report, this is causing structural issues from the interior moisture, with rusted lintels and door/window frames and tuckpointing issues in the masonry. This project would help resolve the humidity issues in the facility and the related masonry and lintel repairs. Budget Impact/Other This update to equipment should lesson the need for repairs and staff overtime to fix equipment issues. Th expected annual savings is less than $10,000. Useful Life 20 years Project Name Mercer Park Pool - Dehumidification/Tuckpointing Category Recreation Type One Phase Total Project Cost:$927,569 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Facilities Master Plan Status Active Total20202021202220232024Expenditures 85,11985,119PLANNING/DESIGN 794,950794,950CONSTRUCTION 47,50047,500CONTINGENCY 927,569 927,569Total Total20202021202220232024Funding Sources 227,569227,569GENERAL FUND 700,000700,000GO BONDS 927,569 927,569Total 532 Description This project would include the replacement of the existing pool filters, the addition of a UV system, and a new pool dehumidification system at the Robert A. Lee Recreation Center swimming pool. Project #R4370 Priority Essential (2) Justification The current filters are past there life expectancy and are contributing to water quality issues. The dehumidification system will help with pool comfort level and air quality. The UV system is an additional disinfectant for pool water and standard for new pools and pool renovations. Budget Impact/Other Operating costs should decrease slightly due to better monitoring of pool chemicals and water use from new equipment and software. Expected annual savings is less than $10,000 per year. This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future. Useful Life 25 years Project Name Robert A. Lee Recreation Center Pool Filter & HVAC Category Recreation Type One Phase Total Project Cost:$700,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Facilities Master Plan Status Active Total20202021202220232024Expenditures 60,00060,000PLANNING/DESIGN 600,000600,000CONSTRUCTION 40,00040,000CONTINGENCY 60,000 640,000 700,000Total Total20202021202220232024Funding Sources 700,000700,000GO BONDS 700,000 700,000Total 533 Description Playground replacement at Happy Hollow Park. Project #R4371 Priority Essential (2) Justification The playground is scheduled for replacement in the 2017 Park Master Plan due to age and condition. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Happy Hollow Playground Replacement Category Parks Maintenance Type One Phase Total Project Cost:$150,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 5,0005,000PLANNING/DESIGN 130,000130,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 10,00010,000CONTINGENCY 150,000 150,000Total Total20202021202220232024Funding Sources 150,000150,000GO BONDS 150,000 150,000Total 534 Description This project renovates the skate park and adds access paths. Project #R4372 Priority Essential (2) Justification The skatepark is nearing an age where replacement is necessary for it to continue to draw skaters as well as for improved maintenance and safety. This project is recommended by the 2017 Park Master Plan. Budget Impact/Other The budget impact of this project is negligible as it replaces outdated infrastructure and adds a minimal amount of new infrastructure. Useful Life 20 years Project Name Terrell Mill Skate Park Redevelopment Category Parks Maintenance Type One Phase Total Project Cost:$600,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 50,00050,000PLANNING/DESIGN 500,000500,000CONSTRUCTION 5,0005,000INSPECTION 5,0005,000ADMINISTRATION 40,00040,000CONTINGENCY 600,000 600,000Total Total20202021202220232024Funding Sources 600,000600,000GO BONDS 600,000 600,000Total Description Updates to City Park Baseball fields to improve safety, access, playability and appearance of complex. Laser grading of all fields, upgrading outfield fences on three fields, dugout upgrades for three fields. May also include upgrade to LED lighting, shade structures for bleachers, and new batting cages. Project #R4373 Priority Efficiency Improvement (3) Justification The baseball diamonds in City Park are in poor condition due to prior flooding and age. These improvements are needed to allow for continued use of the City Park baseball fields. Budget Impact/Other The impact on the operating budget should be negligible. Useful Life 15 years Project Name City Park Ball Field Improvements Category Parks Maintenance Type Multi-Phase Total Project Cost:$325,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 275,000100,000 175,000CONSTRUCTION 100,000 175,000 275,000Total Prior 50,000 Total Total20202021202220232024Funding Sources 275,000100,000 175,000GENERAL FUND 100,000 175,000 275,000Total Prior 50,000 Total 535 Description First phase will implement field drainage, safety and access improvements. Second phase would convert existing infield and outfield from natural materials to synthetic turf. Additional modifications would also include new field and bullpen fencing. Project #R4374 Priority Efficiency Improvement (3) Justification Hitchcock Design has been contracted to evaluate the complex for draining, safety and access priorities. Mercer Park Ball Diamond 1 is the premier large field in our system. It is used primarily by City High for varsity baseball and adult baseball league rentals. The conversion to synthetic turf would decrease continuing maintenance costs and allow for increased play through a longer season. Projects to be cost shared with ICCSD and Youth Sport Associations. Budget Impact/Other The conversion to synthetic turf would decrease continuing maintenance costs and allow for increased play through a longer season. The effect on the operating budget would be positive, and is expected to be between $10,000 and $20,000 per year. Useful Life 15 years Project Name Mercer Park Ball Diamond Improvements Category Parks Maintenance Type Multi-Phase Total Project Cost:$1,250,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %VARIES GRANTEE ICCSD TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 95,00075,000 20,000PLANNING/DESIGN 960,000100,000 700,000 160,000CONSTRUCTION 85,00075,000 10,000ADMINISTRATION 110,000100,000 10,000CONTINGENCY 100,000 950,000 200,000 1,250,000Total Total20202021202220232024Funding Sources 550,000100,000 250,000 200,000GENERAL FUND 700,000700,000GO BONDS 100,000 950,000 200,000 1,250,000Total 536 Description Replace playground and one shelter, and adds additional access paths from street and sidewalk. Project #R4375 Priority Essential (2) Justification Project is prioritized in the 2017 Park Master Plan based on age and condition of current structures. Budget Impact/Other No impact on operating budget as these are replacements for current facilities. Useful Life 20 years Project Name Hunter's Run Park Playground & Shelter Category Parks Maintenance Type One Phase Total Project Cost:$250,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 25,00025,000PLANNING/DESIGN 200,000200,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 20,00020,000CONTINGENCY 250,000 250,000Total Total20202021202220232024Funding Sources 250,000250,000GO BONDS 250,000 250,000Total 537 Description The project includes approximately 0.8 miles of 10-foot wide trail along the south side of Hwy 6, from Fairmeadows Boulevard to Heinz Road. Project #R4376 Priority Essential (2) Justification This trail segment has been identified as a priority in a number of City of Iowa City planning efforts and is a prioritized in‐fill section, which address a gap in the City of Iowa City’s side path network. A side path is necessary in this area due to the high volume and high speeds of vehicular traffic on Highway 6. Budget Impact/Other This project will add trail to the Parks & Recreation Department snow plowing, mowing, and general maintenance expenses. Additional operating expenditures are estimated to be less than $10,000 per year. This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future. Useful Life 40 Years Project Name Hwy 6 Trail - Fairmeadows to Heinz Category Parks Maintenance Type One Phase Total Project Cost:$600,000 Contact Zachary Hall Department PARKS & RECREATION MATCH %30% GRANTEE TRAILS GRANT TIF DISTRICT None PLAN Bike Master Plan Status Active Total20202021202220232024Expenditures 65,00065,000PLANNING/DESIGN 25,00025,000LAND/ROW ACQUISITION 418,000418,000CONSTRUCTION 21,00021,000INSPECTION 21,00021,000ADMINISTRATION 50,00050,000CONTINGENCY 90,000 510,000 600,000Total Total20202021202220232024Funding Sources 162,000162,000GO BONDS 438,000438,000OTHER STATE GRANTS 600,000 600,000Total 538 Description Ecological restoration of Terry Trueblood Recreation Area woodland and lowland areas adjacent to Iowa River. Contracted invasive species removal, woodland, wetland and prairie restoration. Project #R4377 Priority Critical (1) Justification This project follows the recommendations of the 2017 Natural Areas Plan. A Iowa DNR Resource Enhancement and Protection Grant has been secured for the project. Budget Impact/Other This will have minimal impact on operating budget. Useful Life 10 years Project Name Terry Trueblood Woodland & Prairie Restoration Category Parks Maintenance Type One Phase Total Project Cost:$200,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE REAP TIF DISTRICT None PLAN Natural Areas Master Plan Status Active Total20202021202220232024Expenditures 200,000200,000CONSTRUCTION 200,000 200,000Total Total20202021202220232024Funding Sources 200,000200,000OTHER STATE GRANTS 200,000 200,000Total Description Replace playground at North Market Square Park. This includes replacing rubber mat surface with engineered wood fiber. Adjacent elementary school playground has poured in place surfacing. Project #R4378 Priority Essential (2) Justification This replacement follows recommendatation of 2017 Park Master Plan. Playground components are aging and becoming difficult to repair and replace. Budget Impact/Other There will be slightly less maintenance costs due to the replacement of older equipment. The expected annual savings is less than $5,000 per year. Useful Life 20 years Project Name N. Market Square Playground Replacement Category Parks Maintenance Type One Phase Total Project Cost:$350,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 300,000300,000CONSTRUCTION 10,00010,000INSPECTION 20,00020,000CONTINGENCY 350,000 350,000Total Total20202021202220232024Funding Sources 350,000350,000GO BONDS 350,000 350,000Total 539 Description Replace playground at Reno Street Park. Add ADA compliant paths, park furnishings and fence to community garden. Project #R4379 Priority Essential (2) Justification This replacement follows recommendatation of 2017 Park Master Plan. Playground components are aging and becoming difficult to repair and replace. This park lacks ADA compiant paths. Budget Impact/Other There will be slightly less maintenance costs due to the replacement of older equipment. The expected annual savings is less than $5,000 per year. Useful Life 20 years Project Name Reno Street Park Renovations Category Parks Maintenance Type One Phase Total Project Cost:$250,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Park Master Plan Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 200,000200,000CONSTRUCTION 10,00010,000INSPECTION 20,00020,000CONTINGENCY 250,000 250,000Total Total20202021202220232024Funding Sources 250,000250,000GO BONDS 250,000 250,000Total 540 Description On-going repairs and improvements at Terry Trueblood Lodge, Terry Trueblood concession building and Ashton House Event Facility. 2020 - Exterior staining of TTRA Lodge & Concession buildings; 2021 - BAS replacement Ashton; 2022 - BAS replacement TTRA; 2023 - Ashton permeable paved parking addition; 2024 - Undesignated. Project #R4381 Priority Essential (2) Justification These facilities are maintained for city events and private event rentals. Exterior finish of TTRA buildings requires period staining has not been done since building was constructed. Install BAS replacements to add these buildings to the Niagra monitoring system to create operational efficiency. A Project Green request will be made for additional parking. Budget Impact/Other This project should have a minimal impact on the annual operating budget. Useful Life 20 years Project Name Event Facility Improvements Category Parks Maintenance Type One Phase Total Project Cost:$300,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 25,00025,000PLANNING/DESIGN 250,000250,000CONSTRUCTION 25,00025,000CONTINGENCY 300,000 300,000Total Total20202021202220232024Funding Sources 300,000300,000GENERAL FUND 300,000 300,000Total 541 Description Build off-road "single track" trail course for biking at location to be determined. Project #R4382 Priority Non-essential (5) Justification Bicycling is a growing activity in the area. This course will provide area for new off-road cyclists to learn the sport and more experienced bicyclist to practice and compete. This supports the 2017 Park Master Plan which has a goal that all Iowa City children learn bicycle skills and add the growing collection of similar facilities in the region acting as a tourist destination. Budget Impact/Other Facility will require maintenance similar to other trails and disc golf areas. No new staff are anticipated. Estimated annual maintenance costs are less than $10,000 per year. Useful Life 20 years Project Name Off Road Bike Trail Development Category Parks Maintenance Type One Phase Total Project Cost:$180,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 15,00015,000PLANNING/DESIGN 150,000150,000CONSTRUCTION 5,0005,000INSPECTION 10,00010,000CONTINGENCY 180,000 180,000Total Total20202021202220232024Funding Sources 180,000180,000GENERAL FUND 180,000 180,000Total 542 Description Replacement of the Ped Mall playground and poured in place safety surface. Project #R4383 Priority Critical (1) Justification The Ped Mall playground is quickly nearing the end of its useful life. Replacements parts are being discontinued making component repairs and replacements difficult. Budget Impact/Other This project will not have an impact on the operating budget. Useful Life 20 years Project Name Pedestrian Mall Playground Category Parks Maintenance Type One Phase Total Project Cost:$400,000 Contact Juli Seydell-Johnson Department PARKS & RECREATION MATCH %NONE GRANTEE NONE TIF DISTRICT City-University PLAN None Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 350,000350,000CONSTRUCTION 10,00010,000INSPECTION 20,00020,000CONTINGENCY 400,000 400,000Total Total20202021202220232024Funding Sources 400,000400,000GO BONDS 400,000 400,000Total Description Acquisition and purchase of an Evidence Management System that will enhance the efficiency and acccuracy of submitting, cataloging, retrieving and distributing digital evidence. Project #Y4445 Priority Efficiency Improvement (3) Justification Currently evidence photographs/videos must be cataloged on paper, transferred to DVD disks and submitted to evidence for storage. Upon request for viewing/copies to attorneys these disks must be located, replicated and distributed, a very time consuming and antiquated process by today's standards. This new system that will allow upload directly into the system, create photo logs and associated information and file it under the proper incident number for ease of retrieval while maintaining high security, making the entire department efficient. Budget Impact/Other This system will save much time for the officers submitting evidence to the property room managers retrieving the evidence. This project will also require $3,500 annual license fee. The project is estimated to reduce annual operating expenditures by $5,000 to $10,000 due to reduced staff time. Useful Life 10 years Project Name Digital Photo Evidence Management Category Police Type One Phase Total Project Cost:$90,000 Contact Jody Matherly Department POLICE MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 90,00090,000EQUIPMENT 90,000 90,000Total Total20202021202220232024Funding Sources 90,00090,000GENERAL FUND 90,000 90,000Total 543 Description This project would consist of the replacement and resizing of the landfill equipment storage buildings, currently known as Building A and Building B. Project #L3328 Priority Essential (2) Justification These buildings are in poor condition and can not currently fit our equipment in them. This leaves our equipment exposed to the elements causing unnecessary wear and excessive downtime. Budget Impact/Other Should be minimal decrease in operating cost due to poor condition of current structures. The cost to insure the buildings should increase operating expenditures. The net increase in estimated annual expenditures is less than $10,000 per year. Useful Life 35 Years Project Name Landfill Equipment Building Replacement Category Landfill Type One Phase Total Project Cost:$1,100,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN Facilities Master Plan Status Active Total20202021202220232024Expenditures 100,000100,000PLANNING/DESIGN 950,000950,000CONSTRUCTION 50,00050,000CONTINGENCY 100,000 1,000,000 1,100,000Total Total20202021202220232024Funding Sources 1,100,000100,000 1,000,000LANDFILL FUND 100,000 1,000,000 1,100,000Total Description The landfill's six-acre compost pad will be backfilled in multiple areas to fill large pits. An asphalt layer will be added to cover the rock and a seal coat will be applied to prevent liquids from seeping. A seal coat will be added to cover the raw millings on the eastern half of the pad that has not been sealed in the past. Project #L3333 Priority Critical (1) Justification Deferred maintenance over many years has resulted in the need for repair to the landfill's six-acre compost and wood processing pad to ensure customer safety and regulatory compliance. The pad must meet the Iowa Department of Natural Resources' requirements for impermeability and for stormwater control. Budget Impact/Other An improved surface will reduce equipment repair costs and reduce customer safety issues/potential liability claims. The estimated annual savings is less than $10,000 per year. Useful Life 7 years Project Name Compost Pad Improvements Category Landfill Type One Phase Total Project Cost:$330,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 30,00030,000PLANNING/DESIGN 300,000300,000CONSTRUCTION 30,000 300,000 330,000Total Total20202021202220232024Funding Sources 80,00080,000LANDFILL FUND 80,000 80,000Total Prior 250,000 Total 544 Description A new drop-off site would require several acres of paving, storm water infrastructure, two material compactors with electrical infrastructure, seven roll-off bins, fencing, lighting, signage and minimal landscaping. Depending on the location, the project could also include basic amenities for cyclists. Project #L3334 Priority Efficiency Improvement (3) Justification Since a fire closed down a privately-owned recycling facility in early 2018, the City's other three drop-off sites have at times been at capacity. Members of the public also regularly request other options for drop-off recycling site locations. A site on the south side would reduce pressure on existing sites, improve efficiencies based on proximity to the City's recycling vendor and address the public's requests for another drop-off site near a growing area of town. Budget Impact/Other The site will be serviced by existing Resource Management staff and equipment, similar to the City's other three drop-off sites. There will be an increase in operating expenditures due to the additional staffing, maintenance, insurance, utilities, and other operating costs. The estimated additional expenditures is $100,000 to $150,000 per year. Useful Life 20 years Project Name South Side Recycling Site Category Landfill Type One Phase Total Project Cost:$520,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 395,000395,000CONSTRUCTION 125,000125,000EQUIPMENT 520,000 520,000Total Total20202021202220232024Funding Sources 520,000520,000LANDFILL FUND 520,000 520,000Total 545 Description This project includes the design and installation of an expansion of the Landfill Dual Extraction System, which was originally constructed in 2018 including the addition of SCADA monitoring on new and existing pumps. This project will expand the current system to an additional eight or nine wells. The expansion of this system will continue to improve landfill gas extraction as well as limit potential effects of landfill gas, leachate migration, and positively impact groundwater in more portions of the site. Project #L3335 Priority Efficiency Improvement (3) Justification The expansion of the Landfill's Dual Extraction System will positively impact eight or nine more wells, which have liquid levels that are close to or exceed the screen within them. Having high liquid levels limits or prevents gas from being able to be pulled from those wells. Expansion of the Dual Extraction System will allow landfill operators to better control leachate and gas management onsite. This will enhance operator functionality and reduce manual labor time. Budget Impact/Other Some ongoing maintenance is anticipated, but is expected to be less than $10,000 per year. Useful Life 25 years Project Name Landfill Dual Extraction System Expansion Category Landfill Type One Phase Total Project Cost:$500,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 41,00041,000PLANNING/DESIGN 400,000400,000CONSTRUCTION 50,00050,000INSPECTION 9,0004,000 5,000ADMINISTRATION 45,000 455,000 500,000Total Total20202021202220232024Funding Sources 500,00045,000 455,000LANDFILL FUND 45,000 455,000 500,000Total 546 Description The landfill's current method of hauling daily cover dirt is with a 1997 model Caterpillar 627F scaper. The scraper can only be used to haul dirt and is in need of replacement after many years of repair that have cut significantly into reserves for replacement. Minimal funding is available for replacement for the scraper; an excavator and haul truck would replace the scraper. Project #L3336 Priority Critical (1) Justification An excavator and haul truck are more efficient, safer and will likely incur fewer expenditures due to wear and tear. While the overall cost is approximately 20% more than a new scraper, the excavator and haul truck can be used on numerous projects other than hauling daily cover dirt. Budget Impact/Other The equipment will be operated with current staff. It is anticipated that the excavator and haul truck will show savings in operational and maintenance cost over the current scraper; however, annual replacement charges should increase. The estimated annual increase in operating expenditures is $100,000 to $150,000 per year. Useful Life 10 years Project Name Excavator and Haul Truck Category Landfill Type One Phase Total Project Cost:$1,100,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 1,100,0001,100,000EQUIPMENT 1,100,000 1,100,000Total Total20202021202220232024Funding Sources 1,100,0001,100,000LANDFILL FUND 1,100,000 1,100,000Total Description This project allows for the purchase of two fully automated packer trucks for curbside collections to support a third organics collection route. With the distribution of recycling carts to most households and organics carts to a growing number of households, a fully automated truck can now be efficiently utilized on any route and would allow for flexibility of staff and equipment. Project #L3337 Priority Critical (1) Justification With recent changes and promotion of the organics collection program, tonnages collected at the curb have almost doubled over the past two years (142 tons/month in 2017 to 264 tons/month in 2019 to date). An additional fully automated packer truck would allow for the addition of an organics route; currently there are 4 daily trash routes, 5 daily recycling routes and 2 daily organics routes. One staff person could run any collection route faster and more efficiently than the current semi-automated recycling and organics trucks. Budget Impact/Other The trucks will require additional replacement charges, fuel, and insurance. The estimated annual increase in operating expenditures is $50,000 to $100,000. Useful Life 7 years Project Name Fully Automated Curbside Collections Truck Category Refuse Operations Type One Phase Total Project Cost:$550,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 550,000550,000EQUIPMENT 550,000 550,000Total Total20202021202220232024Funding Sources 550,000550,000REFUSE COLLECTION FUND 550,000 550,000Total 547 Description This project allows for the design of the next landfill cell. Project #L3338 Priority Critical (1) Justification The current landfilling and compaction rates allows for approximately 6.8 years of capacity in the existing cells. New cells take two to three years to design and construct. Budget Impact/Other This project will have a negligible impact on the operating budget. Useful Life 10 years Project Name Future Landfill Cell Design Category Landfill Type One Phase Total Project Cost:$250,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 250,000250,000PLANNING/DESIGN 250,000 250,000Total Total20202021202220232024Funding Sources 250,000250,000LANDFILL FUND 250,000 250,000Total Description The project covers the cost of upsizing the current organics program wood and yard waste/food watse grinder from a Vermeer HG6000 horizontal grinder ($538,000) to a Vermeer HG6800TX horizontal grinder ($925,000). The trade-in value and current reserves on the existing eqiupment fall $300,000 short of the price of the larger grinder. Project #L3339 Priority Efficiency Improvement (3) Justification The current grinder due for replacement. The grinder meets current processing (throughput capacity and speed) requirements most of the time; however, upsizing the grinder one size would allow for meeting processing needs all of the time and would allow for continued growth of the organics processing program. Budget Impact/Other The larger grinder will allow for faster processing to accommodate more material. Staff time will likely be equal as more material is processed. The equipment replacement charges would increase with the more expensive equipment. The estimated annual increase in operating expenditures is $35,000 to $50,000. Useful Life 10 years Project Name Organics Grinder Upsize Category Landfill Type One Phase Total Project Cost:$300,000 Contact Jen Jordan Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 300,000300,000EQUIPMENT 300,000 300,000Total Total20202021202220232024Funding Sources 300,000300,000LANDFILL FUND 300,000 300,000Total 548 Description This project will install new storm sewer and intakes along Deforest Avenue, Franklin Street, Ash Street, Pine Street and Spruce Street near their intersections with Lower Muscatine Road and Sycamore Street. Project #M3632 Priority Essential (2) Justification Most streets in the neighborhood around Lower Muscatine Road have minimal storm sewer/intakes. During heavier rain events, storm water running down side streets creates flooding issues on Lower Muscatine Road and Sycamore Street. This project aims to collect storm water from the side streets prior to it collecting on Lower Muscatine Road and Sycamore Street. Budget Impact/Other Additional storm sewer and intakes will result in additional future maintenance costs. The estimated increase in operating expenditures is less than $10,000 per year. Useful Life 50 years Project Name Lower Muscatine Area Storm Sewer Improvements Category Storm Water Type One Phase Total Project Cost:$750,000 Contact Jason Havel Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 525,000525,000CONSTRUCTION 50,00050,000INSPECTION 100,000100,000CONTINGENCY 675,000 675,000Total Prior 75,000 Total Total20202021202220232024Funding Sources 750,000750,000STORM WATER FUND 750,000 750,000Total 549 Description This project will increase the storm sewer capacity on North Westminster Drive and Washington Street. Project #M3633 Priority Essential (2) Justification The North Westminder Drainage Area was studied in response to reported flash flooding near the intersection of North Westminster Street and Washington Street. The study confirmed that sections of the storm sewer system are inadequate to convey runoff for the City’s current 5-year design storm criteria. Surface flooding at these two locations can be deep enough to cover the width of the roadway, overtop the curb and flow on to adjacent properties, creating a potential for property damage and a public safety concern for vehicles. Budget Impact/Other Replacing infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. Useful Life 50 years Project Name North Westminster Storm Sewer Upgrades Category Storm Water Type One Phase Total Project Cost:$1,180,000 Contact Ben Clark Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 140,000140,000PLANNING/DESIGN 920,000920,000CONSTRUCTION 20,00020,000INSPECTION 10,00010,000ADMINISTRATION 90,00090,000CONTINGENCY 140,000 1,040,000 1,180,000Total Total20202021202220232024Funding Sources 1,180,000140,000 1,040,000STORM WATER FUND 140,000 1,040,000 1,180,000Total 550 Description This project will modify the top of the vault and hatches in order to accommodate ADA compliant sidewalks. It will also include replacement of the trash rack screen and other associated pump station components. Project #M3634 Priority Essential (2) Justification The location of the vault and hatches creates a maintenance issue and prohibits the installation of ADA compliant sidewalks. This pump station was installed 36 years ago and some of the components are in need of replacement. Budget Impact/Other There is no anticipated impact to the operating budget. Useful Life 50 years Project Name Rundell Street Pump Station Vault Modifications Category Storm Water Type One Phase Total Project Cost:$145,000 Contact Ben Clark Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 100,000100,000CONSTRUCTION 10,00010,000INSPECTION 5,0005,000ADMINISTRATION 10,00010,000CONTINGENCY 145,000 145,000Total Total20202021202220232024Funding Sources 145,000145,000STORM WATER FUND 145,000 145,000Total 551 Description This project will install storm sewer pipe in an open ditch along the west side of River Street, north of the lower Lincoln School parking lot. A five-foot-wide compliant sidewalk will replace the existing walk. Project #M3635 Priority Essential (2) Justification The existing open channel storm water drainage ditch is deteriorating and is susceptible to blockage from debris. Utility services have been exposed to the surface due to erosion along the bottom of the ditch. Further erosion will potentially impact the sidewalk and street. A compliant sidewalk will facilitate pedestrian traffic to the school. Budget Impact/Other There is no anticipated impact to operating budget. Useful Life 50 years Project Name River Street Storm Sewer Improvements Category Storm Water Type One Phase Total Project Cost:$850,000 Contact Ben Clark Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 90,00090,000PLANNING/DESIGN 10,00010,000LAND/ROW ACQUISITION 600,000600,000CONSTRUCTION 60,00060,000INSPECTION 30,00030,000ADMINISTRATION 60,00060,000CONTINGENCY 850,000 850,000Total Total20202021202220232024Funding Sources 850,000850,000STORM WATER FUND 850,000 850,000Total 552 Description The project will replace aging infrastructure that includes undersized storm sewer. Project #M3636 Priority Critical (1) Justification The existing storm sewer pipe at the west end of Petsel Place has reached the end of its usful life. Additionally, the pipe undersized and the street is susceptible to nuisance flooding. This project will reconfigure the pavement and storm sewer infrastructure to current standards and will help alleviate nuisance flooding. Budget Impact/Other Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. Useful Life 50 years Project Name Petsel Place Storm Sewer Improvements Category Storm Water Type One Phase Total Project Cost:$331,000 Contact Ben Clark Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 35,00035,000PLANNING/DESIGN 10,00010,000LAND/ROW ACQUISITION 230,000230,000CONSTRUCTION 23,00023,000INSPECTION 10,00010,000ADMINISTRATION 23,00023,000CONTINGENCY 331,000 331,000Total Total20202021202220232024Funding Sources 331,000331,000STORM WATER FUND 331,000 331,000Total 553 Description This project will remove overgrown volunteer trees in a storm water management facility. Site grading and surface restoration will be necessary and well as mitigating groundwater. Project #M3637 Priority Efficiency Improvement (3) Justification Storm sewer and sanitary sewer structures are impacted by the conditions and have a great need of mitigation and restoration. Budget Impact/Other The improvements will help reduce the cost of management during rain events. The estimated impact is less than $10,000 per year. Useful Life 50 years Project Name Court Hill Storm Water Facilty Restoration Category Storm Water Type Unassigned Total Project Cost:$120,000 Contact Ben Clark Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 100,000100,000CONSTRUCTION 120,000 120,000Total Total20202021202220232024Funding Sources 120,000120,000STORM WATER FUND 120,000 120,000Total Description Covered outdoor areas that will allow for improved storage of sand/salt mixture and other materials. These storage areas were originally included in the Public Works Facility project, but were removed due to budget constraints. The storage areas can also be used to store topsoil for use during construction season. Project #P3985 Priority Efficiency Improvement (3) Justification Storage of the City's sand/salt mixure in a covered location provides several benefits. Covered storage helps to minimize the material getting wet, which can lead to the salt becoming dissolved and washing down the sewer. During cold weather, the wet material can freeze together in large chunks, making it difficult to load and spread the material effectively. Covered storage bins also provide flexibility to carry more salt through the summer months, if needed. Budget Impact/Other This improvement will increase operating expenditure due to occasional maintenance. The expected increase in expenditures is less than $10,000 per year. Useful Life 50 years Project Name Sand/Salt Storage Bunkers Category Public Works Administration Type One Phase Total Project Cost:$410,000 Contact Brock Holub Department PUBLIC WORKS MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20202021202220232024Expenditures 20,00020,000PLANNING/DESIGN 380,000380,000CONSTRUCTION 10,00010,000CONTINGENCY 410,000 410,000Total Total20202021202220232024Funding Sources 210,000210,000ROAD USE TAX FUND 210,000 210,000Total Prior 200,000 Total 554 Description This project will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control measures to reduce delay/congestion. The study will evaluate existing conditions, traffic signal control with additional turn lanes, and a roundabout. Based on the results of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American Legion Road to urban standards from Taft Avenue to Scott Boulevard and include an 8' sidewalk. Project #S3854 Priority Essential (2) Justification In addition to residential development along this road, the Iowa City Community School District has purchased a site along this street to build a new elementary school. Budget Impact/Other This project will replace old infrastructure which should reduce operating costs, but also adds additional pavement and trails which will require additional maintenance. The net impact of the changes on the City's operating budget will be an increase of less than $10,000 per year. This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future. Useful Life 50 years Project Name American Legion Rd-Scott Blvd to Taft Ave Category Street Operations Type One Phase Total Project Cost:$9,022,000 Contact Scott Sovers Department PUBLIC WORKS MATCH %70% GRANTEE STP TIF DISTRICT None PLAN Transportation Plan Status Active Total20202021202220232024Expenditures 926,000926,000LAND/ROW ACQUISITION 6,940,0006,940,000CONSTRUCTION 289,000289,000INSPECTION 289,000289,000ADMINISTRATION 8,444,000 8,444,000Total Prior 578,000 Total Total20202021202220232024Funding Sources 100,000100,000CONTRIBUTIONS & DONATIONS 4,070,6604,070,660FEDERAL GRANTS 4,851,3404,851,340GO BONDS 9,022,000 9,022,000Total 555 Description This project will reconstruct Melrose Avenue/IWV Road from Highway 218 to Hebl Avenue, and is a joint project between the City of Iowa City and Johnson County. This project extends City water main along Melrose Avenue/IWV Road, from Slothower Road to Hebl Avenue, and along Hebl Avenue to the Landfill.. Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC). Project #S3936 Priority Essential (2) Justification Melrose Avenue/IWV Road is in poor condition and needs to be reconstructed to current design standards. Currently, the Landfill also does not have access to City water, and utilizes a well to provide water for the site. The project provides City water to be used for Landfill operations, fire protection and staff use. Budget Impact/Other This project is replacing existing infrastructure and should reduce future roadway maintenance costs. This project, however, will increase the city's maintenance expenditures due to the addition of water main into the system. The net estimated change in operating expenditures is an increase of less than $10,000 per year. This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future. Useful Life 50 years Project Name Melrose Avenue Improvements Category Street Operations Type One Phase Total Project Cost:$5,420,000 Contact Jason Havel Department PUBLIC WORKS MATCH %20% GRANTEE STP TIF DISTRICT None PLAN Transportation Plan Status Active Total20202021202220232024Expenditures 4,500,0004,500,000CONSTRUCTION 205,000205,000INSPECTION 55,00055,000ADMINISTRATION 300,000300,000CONTINGENCY 5,060,000 5,060,000Total Prior 360,000 Total Total20202021202220232024Funding Sources 930,000930,000FEDERAL GRANTS 1,780,0001,780,000GO BONDS 1,000,0001,000,000LANDFILL FUND 1,600,0001,600,000OTHER LOCAL GOVERNMENTS 5,310,000 5,310,000Total Prior 110,000 Total 556 Description This project is part of the downtown streetscape master plan. This project reconstructs Dubuque Street from Washington to Iowa Avenue. The project also improves sidewalk pavement, addresses critical utility updates, and enhances the retail environment with streetscape components. Project also includes alley improvements, lighting, and wayfinding. Project #S3939 Priority Critical (1) Justification Dubuque Street is an important link in Downtown as is often the entry way for visitors into the area. The project will narrow the road creating a more pedestrian friendly environment and allowing for enhanced retail areas. Budget Impact/Other This project should reduce operating expenditures due to the replacement of infrastructure in poor condition. The anticipated annual savings is less than $10,000 per year. This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of the above-described project, such expenditu