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FY2022 Adopted Budget and FY2021-FY2023 Financial PlanADOPTED BUDGET CITY OF IOWA CITY, IA FY2022 FY2021-2023 FINANCIAL PLAN 2021-2025 CAPITAL IMPROVEMENT PLAN Paint by the numbers Vibrant work from local artists and community members continues to spread across a unique canvas of buildings, alleyways, tables and benches. These new murals reflect and celebrate Iowa City’s rich history, culture, diversity and character. The Iowa City Mural Project, an initiative of the Iowa City Downtown District, plays a major role in connecting downtown area neighbors, property/business owners, non-profits, and private donors with talented muralists. One of these partnerships brought together artist Sayuri Sasaki Hemann with United Action for Youth. Led by Sayuri, a group of teens developed the concept for "Coexist" — now one of the largest murals in town and a focal point on Washington Street (pictured on cover). Neighborhood-centered projects such as the South District's "Our Children Spoke" mural are funded in part by PIN (Program for Improving Neighborhoods) grants administered by the City's Neighborhood Outreach office. Most recently, matching funds overseen by the Public Art Advisory Committee went towards a mural at the HACAP Childcare Facility on Bloomington Street. 2 3 4 4 1 5 6 7 Coexist, Sayuri Sasaki Hemann and United Action for Youth, 2018 (on cover) Detail, Northside/Goosetown Community Mural, Thomas Agran, 2018 The Reciprocal of Humanity, Robert Moore and Dana Harrison, 2020 Our Children Spoke, Nick Meister and residents of the South District neighborhood, 2020 Brewery Square, Jan Duschen, 2021 Greetings from Downtown Iowa City, Thomas Agran, 2017 Bloomington Street Head Start HACAP Mural Project, Thomas Agran and Sayuri Sasaki Hemann, 2020 1. 2. 3. 4. 5. 6. 7. From cover image: Coexist mural, Washington St City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2022 & FY2021–2023 Financial Plan Council: Bruce Teague Mayor At-Large Mazahir Salih Mayor Pro-Tem At-Large Laura Bergus At-Large Janice Weiner At -Large Susan Mims District B Pauline Taylor District A J John Thomas District C City Manager Geoff Fruin Assistant City Manager Ashley Monroe Finance Director Dennis Bockenstedt Budget & Compliance Officer Jacklyn Fleagle Assistant Finance Director Nicole Davies Risk & Finance Assistant to Assistant the City Manager Michelle Cook Rachel Kilburg Distinguished Budget Presentation Award GOVERNMENT FINANCE OFFICERS ASSOCIATION July 1, 2020 For the Fiscal Year Beginning PRESENTED TO City of Iowa City Executive Director Iowa CITY OF IOWA CITY, IOWA FY2022 Adopted Budget FY2021 – 2023 Financial Plan 2021 – 2025 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction City Manager Address…… .......................................................................................................... 11 Strategic Plan .............................................................................................................................. 30 Other Planning Processes ........................................................................................................... 33 General Information ..................................................................................................................... 35 Economic Overview ..................................................................................................................... 39 Organizational Chart ................................................................................................................... 43 Department Summaries .............................................................................................................. 44 Budgetary Fund Structure............................................................................................................ 71 Departments and Divisions by Fund ............................................................................................ 74 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 ...................................................................... 126 General Fund Revenues ............................................................................................................. 127 General Fund Expenditures ......................................................................................................... 128 City Council .................................................................................................................................. 129 City Clerk ..................................................................................................................................... 131 City Attorney ................................................................................................................................ 136 City Manager: City Manager’s Office ............................................................................................................ 139 Communications Office ......................................................................................................... 141 Human Resources ................................................................................................................ 147 Human Rights ....................................................................................................................... 151 Economic Development ........................................................................................................ 156 Climate Action and Outreach ................................................................................................ 162 Finance Department: Finance Administration ......................................................................................................... 166 Accounting ........................................................................................................................... 174 Purchasing ............................................................................................................................ 178 Revenue ................................................................................................................................ 183 Police Department: Police Administration............................................................................................................. 186 Support Services ................................................................................................................... 190 Field Operations .................................................................................................................... 195 5 Fire Department: Fire Adm inistration ................................................................................................................ 200 Emergency Operations ......................................................................................................... 205 Fire Prevention ...................................................................................................................... 210 Fire Training .......................................................................................................................... 215 Parks & Recreation: Parks & Recreation Administration ....................................................................................... 219 Recreation ............................................................................................................................. 224 Park Maintenance ................................................................................................................. 230 Cemetery Operations ............................................................................................................ 238 Library: Library Operations ................................................................................................................. 241 Library Foundation Office…………………………………………………………………............ 250 Senior Center: Senior Center Operations ..................................................................................................... 252 Neighborhood & Development Services (NDS): NDS Administration ............................................................................................................... 262 Neighborhood Services ......................................................................................................... 266 Development Services .......................................................................................................... 279 Public Works: Public Works Administration ................................................................................................. 287 Engineering ........................................................................................................................... 290 Transportation Services: Transportation Administration ............................................................................................... 294 Special Revenue Funds Community Development Block Grant (CDBG) ......................................................................... 299 HOME Grant ................................................................................................................................ 302 Road Use Tax Fund (RUT) ........................................................................................................ 305 Road Use Tax Operations .................................................................................................... 309 Other Shared Revenues .............................................................................................................. 317 Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 319 Metropolitan Planning Organization of Johnson County Operations .................................... 321 Employee Benefits Fund ............................................................................................................. 328 Emergency Levy Fund ................................................................................................................. 332 Affordable Housing Fund ............................................................................................................. 334 Iowa City Property Management Fund ........................................................................................ 336 Tax Increment Financing (TIF) Districts ...................................................................................... 338 Self-Supporting Municipal Improvement District (SSMID) – Downtown ...................................... 344 Debt Service Fund Debt Service Fund Summary ...................................................................................................... 349 Debt Schedules ........................................................................................................................... 354 Enterprise Funds Parking: Parking Fund Summary ........................................................................................................ 369 Parking Operations ............................................................................................................... 374 Transit: Transit Fund Summary ......................................................................................................... 382 Transit Operations ................................................................................................................ 386 Wastewater: Wastewater Fund Summary ................................................................................................. 394 Wastewater Treatment Operations ....................................................................................... 399 Wastewater Debt Service ..................................................................................................... 409 Water: Water Fund Summary ........................................................................................................... 413 Water Operations .................................................................................................................. 418 Water Debt Service ............................................................................................................... 427 6 Refuse Collection: Refuse Collection Fund Summary ........................................................................................ 432 Refuse Collection Operations ............................................................................................... 436 Landfill: Landfill Fund Summary ......................................................................................................... 444 Landfill Operations ................................................................................................................ .449 Airport: Airport Fund Summary .......................................................................................................... 457 Airport Operations ................................................................................................................. 460 Stormwater: Stormwater Fund Summary .................................................................................................. 464 Stormwater Operations ......................................................................................................... 468 Housing Authority: Housing Authority Fund Summary ........................................................................................ 472 Housing Authority Operations ............................................................................................... 475 Capital Projects Fund Fund Summary …….. .................................................................................................................. 483 Summary by Division ................................................................................................................... 486 Summary by Funding Source ....................................................................................................... 493 Annual Recurring Projects ........................................................................................................... 501 Project Summary by Name .......................................................................................................... 507 Unfunded Projects ....................................................................................................................... 609 Internal Service Funds Equipment: Equipment Fund Summary ................................................................................................... 621 Equipment Operations .......................................................................................................... 624 Risk Management: Risk Management Fund Summary ....................................................................................... 629 Risk Management Operations: ............................................................................................. 631 Information Technology Services (ITS): ITS Fund Summary ............................................................................................................... 634 ITS Operations ...................................................................................................................... 636 Central Services: Central Services Fund Summary .......................................................................................... 642 Central Services Operations ................................................................................................. 644 Health Insurance Reserve ........................................................................................................... 648 Dental Insurance Reserve ........................................................................................................... 650 Statistics U.S. Census Data ......................................................................................................................... 655 Revenue Comparisons: Property Tax ......................................................................................................................... 656 General Fund ........................................................................................................................ 656 Hotel/Motel Tax .................................................................................................................... 657 Utility Franchise Tax Rates ................................................................................................... 657 Utility Rates ........................................................................................................................... 658 Property Tax Levies ...................................................................................................................... 659 Property Tax Valuations ................................................................................................................ 660 Principal: Taxpayers ............................................................................................................................. 662 Employers……… .................................................................................................................. 663 Sewer Customers ................................................................................................................. 664 Water Customers .................................................................................................................. 665 Operating Indicators ...................................................................................................................... 666 Department Statistics: Police .................................................................................................................................... 667 7 Fire……… ............................................................................................................................. 671 Library ................................................................................................................................... 673 Senior Center ........................................................................................................................ 678 Transportation Services ........................................................................................................ 681 Neighborhood & Development Services ............................................................................... 683 Appendix Department Expenditure Comparison to State Forms…………………………………….………… 689 Budget Resolutions………………………………………………………………………………….…. 690 State Forms……………………………………………………………………………………….…….. 693 Changes from Proposed to Final Budget ................................................................................... 699 State Property Tax Reform Impact Summary ............................................................................. 700 Glossary………………………………………………………………………………………………….. 702 8 Strategic Plan Budgetary Fund Structure INTRODUCTION City Manager Address Other Planning Processes General Information Organizational Chart Department Summaries Departments and Divisions by Fund Economic Overview F Y 2 0 2 2 9 10 To the Honorable Mayor and City Council Members, It is my pleasure to submit Iowa City's operating and capital budget for Fiscal Year 2022. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (FY 2021-2023) and five-year Capital Improvement Program (2021-2025) are also included for planning purposes. The budget is one of the most important documents the City prepares because it identifies the services to be provided and the mechanisms that finance those services. Although the COVID-19 pandemic presented challenges for seeking public input through the traditional avenues, this budget was developed based on feedback received throughout the year from regular planning and engagement efforts, City Council listening posts, the recommendations of City boards and commissions, and direct input to City Council and staff from stakeholders and residents. This budget incorporates diverse priorities while adhering to financial best practices and planning for long-term community needs. This document aims to provide resources to further the City Council’s Strategic Plan priorities, implement master plans adopted by Council, and continue Iowa City's tradition of providing a balanced budget while strengthening core municipal services that our residents value. The budget contains prudent contingency line items and reserve levels which enable the City to maintain service levels in the event of unexpected expenditures or revenue shortfalls -- as was the case with the COVID-19 pandemic which arose during Fiscal Year 2020 and continues to impact the community. Any future modifications of this budget will be fully disclosed to the City Council and general public through formal City Council actions at public meetings, in accordance with State of Iowa law. Throughout the budget compilation process, staff used the City Council’s Strategic Plan to help prioritize expenditure decisions. This approach was balanced with recognition that the full financial impacts of the COVID-19 pandemic are difficult to forecast but will likely continue into Fiscal Year 2022 and beyond. While we remain optimistic that revenue levels will slowly stabilize moving forward, the adopted budget remains largely status quo due to the broader fiscal uncertainties. Given the financial challenges many households and businesses are navigating, this budget approves no new rate increases and a modest reduction to the City’s property tax rate. Accordingly, this budget limits the addition of new staff. The adopted Fiscal Year 2021 budget marked the largest investment in new staff in many years, though many of these positions were frozen as a result of COVID-19 related budget cuts. Fiscal Year 2022 resources will be directed towards filling some of these critical vacancies as the City works towards meeting Fiscal Year 2021 authorized staffing levels. This budget includes a modest addition of 3.00 full-time equivalent (FTE) positions, which includes two position upgrades (+0.25 FTE Landfill Scalehouse Operator and +0.25 FTE Buyer I in the Equipment Division) and the addition of a 1.00 FTE full-time public safety communications specialist in the City Manager’s Office, a 1.00 FTE full-time civilian supervisor, and a .50 FTE half-time civilian community outreach assistant that will focus on the immigrant and refugee population, to support the City Council’s police restructuring plan. Overall, due in part to the City Council’s prudent budgeting over the last decade, Iowa City has been largely prepared to respond to the pandemic’s financial impacts. Despite no new revenue 11 sources and a conservative outlook, this budget still manages to accomplish significant investments in City Council’s strategic priorities. This budget demonstrates a continued commitment to aggressive climate action. Through the emergency property tax levy (approximately $1 million) and departmental dollars, significant progress was made on the City’s Climate Action Plan during Fiscal Year 2021, including expanding the Climate Action & Outreach office, launching the Root for Trees program, the first annual Climate Fest, completing the Wastewater Treatment Plant and Landfill efficiency and methane study, launching new grant programs for continued energy efficiency improvements in private buildings and homes, and other year-round public education efforts. The Fiscal Year 2022 budget builds upon this climate action momentum to expand these initiatives and continue to invest in City LED lighting improvements and HVAC upgrades, solar energy, the Green Iowa AmeriCorps Program, Community Climate Action Grants, public engagement, and other opportunities to reduce climate emissions. Additionally, this budget dedicates resources to support the City Council’s preliminary plan to restructure the Police Department and invest in prevention, diversion, and co-response efforts with non-profit community partners, increases the annual Aid to Agencies allocation, raises the City’s minimum wage for temporary employees to $15.00 per hour, and invests in infrastructure improvements and a strong capital improvement program. Investment in Strategic Planning, Master Plans and Core Services The City Council’s Strategic Plan includes seven goals for a more inclusive, just and sustainable Iowa City by prioritizing the physical, mental, and economic well-being of all residents: • Advance Social Justice, Racial Equity, and Human Rights • Demonstrate Leadership in Climate Action • Strengthen Community Engagement and Intergovernmental Relations • Invest in Public Infrastructure, Facilities, and Fiscal Reserves • Foster Healthy Neighborhoods and Affordable Housing Throughout the City • Enhance Community Mobility for All Residents • Promote an Inclusive and Resilient Economy Throughout the City Significant resources are devoted to all Strategic Plan priorities, including the aforementioned climate action and adaptation projects, 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, and Climate Action and Adaptation Plan, alongside a working update to the Affordable Housing Action Plan and the new working plan to accelerate community policing. Finally, significant resources have been provided to bolster core service levels in critical areas such as community health and safety, roadways, and utility infrastructure. 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 $4.4 million over five years. This is in addition to several other City housing rehabilitation grant and loan programs. The City has 12 also successfully created supplemental affordable housing revenue streams through fees and Tax Increment Financing that will bolster our efforts in coming years. In recent years, the City Council has demonstrated a commitment to strengthening human and social services in our community, including a notable expansion of the annual Aid to Agencies program. In Fiscal Year 2020, the City Council doubled (+54%) the Aid to Agencies budget and again increased the amount in Fiscal Year 2021. This budget includes another 3% increase in local funds (+$20,250) to bring the total funding (federal and local) for the Aid to Agencies program to $725,250 in Fiscal Year 2022. This increase was included with the expectation that it will increase annually to keep pace with inflation and the City’s commitment to social justice and racial equity. Examples of other social justice initiatives found in this budget include: • An increase in the City’s minimum wage to $15.00 effective July 1, 2021 for hourly staff, which translates to an additional cost of approximately $416,000 in Fiscal Year 2022. • Continued funding for the Social Justice and Racial Equity grant program and community partnerships. • Accessibility improvements, including physical improvements to sidewalks and City parks and facilities, programming improvements, and funding for the annual community ADA Celebration. • Investment in accelerating the City’s community policing efforts, including a co-response model and prevention, diversion, and outreach initiatives and partnerships. • 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. • Implicit bias training for City staff, boards and commissions, local landlords, and the business community. • Expanded arts, culture, and recreation opportunities related to social justice and racial equity, including a pilot Rec & Ride transportation program and a global multi-cultural celebration at Riverfront Crossing Park. Master Plans In addition to the Strategic Plan, the City Council’s adopted Master Plans also play an important role in the budgeting process. The Parks Master Plan, Natural Areas Plan, Bike Master Plan, and Climate Action and Adaptation Plan all receive significant funding for implementation in this budget and particularly in the five-year Capital Improvement Plan. Many of the City’s sustainability efforts are incorporated into each of these plans. Projects such as tree plantings, urban forest management (including the chemical treatment of healthy Ash trees), on street bike facilities, multi-modal roadway improvements, local foods efforts and community gardens, and waste reduction strategies all continue to be funded, if not expanded. Over $23 million in the five-year capital improvement plan is budgeted for parks and recreation projects, many implementing park and accessibility improvements recommended in the Master 13 Plan. The Fiscal Year 2022 budget includes funding for improvements at Chadek Green Park, Court Hill Park shelter and playground, and an off-road bike trail. Bike Master Plan projects will continue in 2022. Projects completed in 2020 include bike lanes on Burlington Street, Dodge Street, and the McCollister Boulevard extension. Ongoing 2020 projects include bike lanes on Muscatine and Southgate and a lane conversion with bike lanes added on Keokuk. Projects expected to be completed in 2021 include a sidepath on HWY 6, bike lanes and sidepath in conjunction with the American Legion Road project, Benton Street bike lanes, a lane conversion and bike lanes on Gilbert Street, and eight bike boulevards. Core Services Significant funds are also devoted to artistic and cultural endeavors, fostering the vibrant community that makes Iowa City such an attractive place to live and visit. Operational support is provided for the Englert Theater, FilmScene, Summer of the Arts, 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 continued funding for the Cyclocross World Cup, Bike to Work Month activities, Juneteenth Celebration, events in parks with the Neighborhood Centers of Johnson County and MLK Day Celebration, and a global multi- cultural celebration. Finally, this budget continues to maintain responsible funding levels for roadway repairs and equipment replacement. Several important road rehabilitation and reconstruction projects are planned for 2021, including Melrose Avenue improvements, planning and design for Court Street reconstruction, Benton Street rehabilitation, Dodge Street and Orchard Street reconstructions, and an augmented annual pavement rehabilitation program. Various water, sewer, and landfill projects are also planned in accordance with replacement and maintenance schedules. To address the increasingly evident reality that many City facilities are substandard and fail to adequately provide for service expansion needs, this budget continues to fund our facility reserve account. This long-term financial planning strategy will help the City fund the next generation of public facilities without the need for undertaking significant long-term debt. 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. First, as noted above, this budget continues to advance the City’s commitment to responding to the climate action crisis. The budget maintains the $.24 emergency property tax levy to Financial Goals Maintain focus on the urgency of the climate crisis and implementing the Climate Action and Adaptation Plan. Continue to dedicate resources towards advancing City Council’s Strategic Plan priorities and adopted Master Plans. Seek fiscal stability through competing financial pressures of the COVID-19 pandemic and the final years of the phased 2013 tax reform. Support households and businesses through the pandemic’s impact with fixed rates, fees, and continued efforts to lower the City’s tax rate. 14 support an annual dedication of $1 million entirely to initiatives identified in the Climate Action and Adaptation Plan. Building upon the Fiscal Year 2021 momentum of these initiatives, this budget expands these efforts while emphasizing the intersectionality of climate action and social equity. Second, despite new financial challenges, the budget aims to provide enough resources for making substantial progress on City Council’s Strategic Plan priorities and adopted Master Plans. The preceding pages of this letter outline several investments, which have been prioritized even amid the pandemic-related uncertainty, to advance each strategic plan objective. Third, this budget continues to respond to the State’s phased 2013 property tax reform while also grappling with new financial pressures brought on by the COVID-19 pandemic. As the taxable percentage of multi-residential rental property values continues to be reduced over the next few years, there will be increased pressure on the budget. In recent years, the adopted budgets have contained funding for new initiatives, maintained or improved service levels, and reduced the tax levy rate through a reduction in the debt service levy. The City’s ability to accomplish these objectives has been principally due to the robust growth in taxable valuations in recent years. This growth has offset the losses associated with the property tax reform phased implementation. However, the sharp drawback in development during the first year of the COVID-19 pandemic exacerbates concerns about our community’s ability to sustain the same level of valuation growth through the final years of property tax reform implementation. State property tax backfill payments currently total $1.5 million annually. This budget was crafted anticipating the increasingly 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 and bolstering support for residents and businesses through the pandemic. Both past budgets and this budget include measures to financially prepare the City before the full impacts of the tax reform are realized. This not only enables us to shift resources and adjust operations gradually, avoiding abrupt service disruptions or steep tax rate increases, but also provides additional protection against a slower economic recovery from the pandemic than forecasted. An example of this preparation includes the aforementioned Emergency Reserve Fund, which was created after the tax reform legislation and now has a balance of approximately $5.2 million. However, while the City has taken such steps to manage the impacts of tax reform, maintaining service levels will require prudent decisions as the tax reform continues to be phased in through Fiscal Year 2024 and COVID-19 impacts continue. Finally, while special attention is given to the overall impact of tax and fee changes on our community during every budget cycle, this budget was particularly attentive to the financial struggles our households and businesses are facing amid the pandemic. Overall, the Fiscal Year 2022 impact to households is a 1.8% increase in City taxes and utility fees over Fiscal Year 2021. This includes a proposed $0.10 decrease in the City property tax rate, a previously approved 5% increase in water rates which was delayed due to the pandemic, and a state mandated increase 15 in the taxable percentage of residential properties. No new utility fee increases or revenue sources are being recommended. Community Fiscal Health and Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa and the University of Iowa Hospitals and Clinics. The local economy consists of a diverse set of successful industries that together help sustain one of the most consistent stretches of low 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 past economic recessions while sustaining service delivery and continues to serve as a cornerstone for current pandemic impacts and the community’s future. In 2020, Moody’s Investors Service reaffirmed its highest quality bond rating (Aaa) for the City’s general obligation debt with a stable outlook, citing “the city’s very strong liquidity and fund balance that is supported by ample revenue raising flexibility… reflects our expectations that the city’s financial position will remain sound. The city’s strong liquidity and budget management will help it mitigate the impacts of slowed economic activity because of the coronavirus outbreak.” The Moody’s report notes factors that could potentially drop the City’s bond rating include significant and sustained reduction in operating reserves or liquidity or growth in pension or debt burdens. 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 community’s dollars are spent on service delivery, infrastructure, and Council’s Strategic Plan priorities, rather than interest payments. Despite the stable financial position of the organization, the public should 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 diverse cultural amenities all contribute to the desirability of our area for families, retirees, and young professionals to make their permanent homes. New residents, including students, bring a social and economic vibrancy that helps define Iowa City. The City Council has adopted several policies and initiatives in recent years to maintain and enhance our positive attributes, considering this population growth. However, population growth has a profound effect on service delivery, land use, and housing affordability and creates additional service demands, stresses transportation and utility infrastructure, and impacts critical quality of life factors. Fortunately, growth in our tax base in recent years has allowed the City to weather state property tax reforms implemented thus far and devote significant resources to new programs and grants while maintaining top notch service delivery. However, we have seen a significant decline in development due to the pandemic and it should not be assumed that we will quickly return to our strong, historical rate of growth. Looking ahead, it is anticipated the resulting stagnation or decrease in taxable value may align with what may be a more drastic multi-residential rollback percentage in the final year of property tax reform implementation. These compounding influences will challenge the City’s budget in upcoming years. For this reason, it is imperative that Iowa City continue to move forward with cautious budgeting and strong reserves that can help soften the blow of a drawn-out recovery or sudden revenue losses or expenditure jumps. With this approach, I am confident Iowa City can not only 16 navigate the impacts of tax reform and the coronavirus 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 2022 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 2022 City budget includes budgeted expenditures totaling $173,254,898. Of the total budget, $63,527,009 is for the General Fund, $24,803,470 is directed to Capital Projects and $56,585,518 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 increase in Other City Taxes reflects a one-time drop in hotel/motel tax revenue during Fiscal Year 2021 due to the pandemic and an increase in TIF revenue due largely to rebates beginning in Fiscal Year 2022 for Foster Road and Hieronymus Square. The increase in Use of Money and Property is due to revenue drops in Fiscal Year 2021 due to the pandemic and an estimated increase in interest income. The decrease in Intergovernmental is related to one-time federal COVID relief dollars in Fiscal Year 2021 and lower state rollback estimate in Fiscal Year 2022. The increases in both Charges for Services and Miscellaneous also result from COVID-related revenue shortfalls in Fiscal Year 2021 for decreased charges and fee collections for services such as recreation programs, parking fees, and code enforcement. Overall, the City’s revenue is projected to decrease 1.6%. General Enterprise Special Revenue Debt Service Capital Projects FY2022 $63,527,009 $56,585,518 $15,254,137 $13,084,764 $24,803,470 $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 Fiscal Year 2021 Expenditure Comparison by Fund Type excludes transfers 17 All Funds Revenue Comparison of FY2021 versus FY2022 FY2021 Revised FY2022 Adopted Percent Change Property Taxes $ 65,849,136 $ 66,911,637 1.6% Other City Taxes $ 4,900,501 $ 6,832,031 39.4% Licenses & Permits $ 2,571,490 $ 2,575,470 0.2% Use of Money & Prop $ 2,360,074 $ 2,846,911 20.6% Intergovernmental $ 48,148,908 $ 36,375,527 -24.5% Charges for Services $ 39,134,244 $ 43,668,325 11.6% Misc. $ 7,127,017 $ 7,971,658 11.9% Other Financial Sources $ 12,557,981 $ 13,010,825 3.6% Total $182,649,351 $180,192,384 -1.3% The same Fiscal Year 2022 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. Property Taxes 37% Other City Taxes 4% Licenses & Permits 2% Use of Money & Prop 2% Intergovernmental 20% Charges for Services 24% Misc. 4% Other Financial Sources 7% All Funds Revenue Sources 18 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 $15.67, 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 12.2% 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. Based on a lower property tax rate and a previously approved 5% increase in the water rate, it is estimated that in Fiscal Year 2022 a household with $100,000 assessed home value will pay approximately $3 more per month, or $35 per year, in taxes and fees for basic City services compared to the previous year. The following bar chart illustrates the estimated overall financial impact of tax and fee changes to the average household in Iowa City. The table uses $100,000 in assessed home value so the reader may easily calculate tax payments based on their own home value. *The FY2022 water rate includes a 5% increase which was originally approved in 2019 to take effect in FY2021 but was delayed to FY2022 due to the pandemic. Perhaps the most significant property tax reform provision for Iowa City’s budget is the reclassification of multi-residential residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013 (Fiscal Year 2015), multi-residential properties were classified as commercial and taxed at 100 percent of assessed value. The following graph illustrates the dropping taxable percentage of multi-residential properties in the coming assessment years. FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Property Taxes $922 $930 $900 $901 $869 $884 Stormwater $54 $54 $54 $60 $60 $60 Refuse $191 $205 $229 $229 $240 $240 Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433 Water-- 800 cubic feet $362 $362 $380 $399 $399 $419 Total $1,962 $1,984 $1,996 $2,022 $2,001 $2,036 Percent Change 0.3%1.1%0.6%1.3%-1.1%1.8% $0 $500 $1,000 $1,500 $2,000 $2,500 Annual Financial Impact to Residential Households * 19 Please note that after Fiscal Year 2023, the taxable percentage of multi-residential 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, which would mean the taxable percentage of multi-residential properties would see a drop that is nearly double the percentage decreases seen in recent years. The property tax reform legislation clearly has provided significant benefit to owners of multi-residential 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 $123 million for Fiscal Year 2022. Property Tax Overview The taxable valuation of property subject to all levies in Iowa City increased 3.2% for Fiscal Year 2022, despite a reduction in the taxable proportion of multi-residential residential properties. New construction and higher property values have fortunately been sufficient in recent years to make up for the reduction in house and apartment taxability, though we do not anticipate that trend to continue in future years. The budget reflects a reduction of $0.10 in the property tax levy rate, all of which comes from a reduction in the debt service levy. The emergency levy remains unchanged from Fiscal Year 2021, which is a $0.24 levy generating approximately $1 million for climate action initiatives. This marks the tenth 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 ten 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. FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 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-residential Residential Properties 20 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 increased incrementally in Fiscal Year 2022 after several years of decreases. The following chart shows a detailed breakdown of the City’s property tax asking for Fiscal Year 2022 compared to the previous year. The debt service levy is reduced by $0.10 and both the employee benefits levy and emergency levy remained unchanged from Fiscal Year 2021. Property tax dollars increased approximately 1% over Fiscal Year 2021. FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Tax Val (millions)$2,960 $3,036 $3,137 $3,183 $3,421 $3,543 $3,745 $3,923 $4,258 $4,394 Val % Change 3.93%2.56%3.32%1.46%7.50%3.55%5.72%4.74%8.54%3.19% Ptax Rate 17.269 16.805 16.705 16.651 16.583 16.333 16.183 15.833 15.773 15.673 Rate % Change -3.21%-2.69%-0.60%-0.32%-0.41%-1.51%-0.92%-2.16%-0.38%-0.63% 15 15.5 16 16.5 17 17.5 $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 21 LEVIES FY2021 FY2022 Dollars Tax Rate Dollars Tax Rate per $1,000 per $1,000 General Fund Tax Levies: General $33,473,409 8.100 $34,188,090 8.100 Transit $3,925,894 0.950 $4,009,714 0.950 Tort Liability $1,200,249 0.290 $1,225,875 0.290 Library $1,115,780 0.270 $1,139,603 0.270 Emergency $991,805 0.240 $1,012,980 0.240 Subtotal: $40,707,137 9.850 $41,576,262 9.850 Agland Levy $4,278 3.003 $4,362 3.003 General Fund Property Taxes $40,711,418 $41,580,623 Special Revenue Levies: Employee Benefits $13,819,766 3.344 $14,114,827 3.344 Subtotal: $13,819,766 3.344 $14,114,827 3.344 Debt Service $10,872,328 2.578 $10,786,090 2.478 Total City Levy Property Taxes: $65,403,512 15.773 $66,481,540 15.673 % Change from prior year 1.92% -2.16% 1.65% -0.63% SSMID Levy $445,627 2.000 $430,096 2.000 Total Property Taxes $65,849,139 ---- $66,911,636 ---- 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 a COVID-related economic recovery and additional growth in future years through a more affordable environment for residents and businesses. Looking ahead, it is likely Iowa City’s property tax rate will settle at or near the Fiscal Year 2022 level. General Fund Overview The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately one third of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 69% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2021 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $14.31 Cedar Rapids $15.65 Iowa City $15.77 Davenport $16.78 22 On the expense side, General Fund operations largely consist of personnel related expenses. In the Fiscal Year 2022 budget, an estimated 75% of General Fund expenditures are personnel- related. A summary of General Fund expenditures by category can be viewed in the following pie chart. 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. Recognizing the increasing service demands, this budget aims to prioritize filling previously authorized vacant staff positions which were frozen due to the pandemic and recommends a modest addition of 2.50 FTE property tax supported staff positions. Though this proposed budget is the tenth consecutive recommended reduction in the property tax Property Taxes 69% Other City Taxes 4% Licenses & Permits 4% Use of Money & Property 2% Intergovernmental 7% Charges for Fees & Services 2% Miscellaneous 11% Other Financing Sources 1% FY2020 Revenues & Other Financing Sources excludes transfers Personnel 75% Services 18%Contingency 1% Supplies 3% Capital Outlay 3% FY 2022 General Fund Expenditures by Category excludes transfers 23 rate, the reduction is in the debt service levy and has minimal impact on the General Fund. 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 collected fees that are directly related to the operation. The budgeted revenues, expenditures, and corresponding fund balances are detailed in the following table. Fund Estimated Revenues Transfers In Budgeted Expenditures Transfers Out Estimated Fund Balance 6/30/20 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2020 Unassigned Balance as % of Rev & Trans In Parking 5,977,526 890,000 3,876,341 2,057,535 1,213,100 1,213,100 18% Transit 11,360,399 5,027,545 12,222,897 885,433 10,588,341 5,131,700 5,426,641 33% Wastewater 12,630,210 3,680,795 10,036,454 6,036,495 24,830,493 10,674,758 14,155,735 87% Water 10,815,680 3,181,237 9,272,921 4,069,237 12,675,393 6,682,875 5,992,518 43% Refuse 3,936,670 6,500 4,033,627 980,065 980,065 25% Landfill 7,329,338 1,361,409 5,731,930 1,582,471 26,312,311 24,754,149 1,558,163 18% Airport 373,100 100,000 372,257 32,500 299,005 236,156 62,849 13% Stormwater 1,744,660 1,501,200 648,988 2,990,000 1,011,187 399,000 612,187 19% ICHA 10,656,382 10,390,103 51,836 6,185,850 1,341,814 4,844,036 45% Each of the City's enterprise funds are in varying, yet stable conditions. A 5% water rate increase that was approved in 2019 to take effect in Fiscal Year 2021 was delayed due to the pandemic and will take effect beginning in Fiscal Year 2022 instead. Recognizing the financial pressures many households and businesses are facing due to impacts from COVID-19, no other new rate or fee increases were recommended for the Fiscal Year 2022 budget. Capital Improvement Plan Highlights The capital budget for Fiscal Year 2022 totals $24,803,470 and the five-year CIP totals $184,333,930. The majority of CIP projects in the five-year period improve the local transportation network, municipal utility system, and public parks and open spaces. The five-year program continues to reflect the City Council’s priorities established in previous fiscal years. As funding allows, other non-committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council’s strategic plan priorities. 24 Staff is projecting general obligation bond issues of $12.4 million in Fiscal Year 2022 and $12.1 million in Fiscal Year 2023, including 2% 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 five-year Capital Improvement Plan includes several notable projects. Examples of significant projects planned for the coming calendar years include the following (many projects will span multiple years): 2021 • Bicycle Master Plan Improvements (each year of the CIP) • Benton Street rehabilitation • Melrose Avenue improvements • Curbside collections automated truck • Smart parking meter replacements • Highway 6 Trail extension • Glendale Park improvements • Pedestrian Mall playground replacement • City Park ball field improvements Streets, Bridges, and Traffic Engineering 45% Water/Wastewater/Stormwater 18% Landfill 5% Transit & Parking 13% Culture & Rec 14% Public Safety 3% Airport 2% Community & Economic Development 0% Capital Improvement Projects by Category 2021-2025 25 2022 • Rochester Avenue reconstruction • Chadek Green Park improvements • Court Hill Park improvements • Whispering Meadows Park improvements • Gilbert Street Bridge replacement • Off road bike trail development • Fairchild Street Reconstruction • Parking ramp automated equipment 2023 • Willow Creek Trail replacement • Kiwanis Park improvements • Happy Hollow Playground Replacement • Dubuque Street reconstruction • Mercer Ball Diamond improvements • Court Street Reconstruction • Rohret South Sewer • Wastewater Digester Complex rehabilitation • Future Landfill Cell • Kirkwood to Capitol Street connection • Transit facility relocation • Recreation Center ADA restrooms • Landfill building replacement 2024 • Dodge Street reconstruction • Park Road reconstruction • North Gilbert Street reconstruction • Hunter’s Run Park improvements • Landfill Dual Extraction System Expansion • Airport apron expansion • Upper City Park shelters and playgrounds • Palisades or Stone Bridge Park development • Library furnishings replacement 2025 • Highway 6 trail extension • Lower City Park shelters & restroom replacement • City Park pool replacement • Taft Avenue reconstruction • Burlington Street bridge replacement • Hickory Hill Park shelters and restroom • Napoleon Park softball field renovation • ADA elevator improvements • Happy Hollow, Benton Hills, College Green Parks playgrounds 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 2022, outstanding debt is projected to be just under 1% of valuations. 26 The State of Iowa limits city debt to no more than 5% of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $68 million at Fiscal Year 2022 year-end, which is less than 1% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 19% of the allowable level. Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30% of the total property tax levy. The Fiscal Year 2022 budget includes a debt service levy that is approximately 16% of the total levy. The proposed budget recommends a reduction in the debt service levy of $0.10. The chart below tracks outstanding general obligation and TIF revenue debt and outstanding debt as a percentage of total valuations. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has allowed the City to devote more financial resources to service delivery and fewer resources to interest payments. Recent early general obligation bond redemptions include $2.1 million in Fiscal Year 2016, $2.2 million in Fiscal Year 2017, $5.5 million in Fiscal Year 2018, and $3.9 million in Fiscal Year 2019. These early redemptions save the City a significant amount in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 *FY21 *FY22 *FY23 Debt (millions)$61.2 $67.1 $62.0 $57.9 $66.8 $66.9 $67.4 $68.2 $66.8 $68.0 $69.1 % of Val 1.33%1.44%1.28%1.17%1.25%1.22%1.14%1.11%0.97%0.96%0.95% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% $0.0 $10.0 $20.0 $30.0 $40.0 $50.0 $60.0 $70.0 $80.0 Millions of Dollars ($)General Bonded Debt Outstanding and Percent of Total Valuation 27 Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. These are non-budgetary funds and are an internal financing mechanism for operations such as vehicle replacement and information technology services. Expenditures made from these funds are charged back to departments. All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Looking Ahead In summary, this year’s budget was developed based on a conservative optimism that revenue levels impacted by the pandemic will begin to stabilize but also a recognition that the revenue sources will continue to be affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multi-residential buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multi-residential residential markets like Iowa City. Additionally, we are aware that the recent pace of development is not likely to be sustainable over the next few years. Although we must remain cognizant of these revenue trends, the City is currently in a secure financial position. While the permanent resources and positions added through the previous budget was a bold reflection of the economic climate during that time, this budget assumes a more status quo approach in order to maintain these previously established, excellent service levels. The Fiscal Year 2022 operating budget continues to prioritize funding for Strategic Plan initiatives and projects that support our community’s values. Capital investments continue to focus on addressing deferred maintenance and preparing to respond to new capital opportunities. It cannot be understated how rare the flexibility to invest millions of dollars in climate action initiatives, social justice and racial equity, affordable housing, historic preservation, and public health and crisis services is for a municipal government. These audacious undertakings are being accomplished as we continue to address deferred road, facility, and park maintenance, fill staff positions to serve a rapidly growing community, invest in healthy reserve funds, and tackle the challenge of aggressive multi-residential residential rollback rates. The ability to accomplish these goals simultaneously is an exceptional financial feat and our community should be very proud. The capacity to fund these initiatives is the direct result of decades of prudent financial planning by City Councils and staff. Conclusion and Acknowledgements This budget document reflects Iowa City’s focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan and adopted Master Plans. The City’s financial condition remains strong despite recent, unexpected challenges and our reserve levels provide sufficient flexibility in the event of such unexpected conditions. While property tax reform and unknown, long-term economic impacts from the pandemic will create funding challenges in the upcoming years, with proper planning and realistic priority setting, the City will be able to achieve our long-term goals. 28 29 City of Iowa City Strategic Plan Strategic Plan Process City Council and City staff gather every two years to engage in a strategic planning process to define the City’s top priorities, address significant new projects and initiatives, and establish a broad vision for the City’s future. The series of planning sessions range from a meeting to generate and agree upon broad concepts, to additional work sessions for narrowing the City’s focus to specific ideas, programs, and projects that capture Council’s vision. Often, City Councilors come prepared for these meetings with information and priorities shared by constituents and community members. When Council comes to a general agreement about their priorities, a Strategic Plan is drafted. For the most recent, a resolution to formally adopt the 2020-2021 Strategic Plan priorities was approved on June 16, 2020. City staff is responsible for coordinating implementation and execution of these Council goals over the two-year period. Progress updates are released several times annually and posted at www.icgov.org/strategicplan. Strategic Plan and the Financial Plan This Three-Year Financial Plan for fiscal years 2021 through 2023 and the fiscal year 2022 budget were prepared with a strategic plan serving as a guide. In preparing the financial plan and budget, the City recognized the impact that funding decisions would have on future progress to the organization’s stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1. Respond to climate crisis and implement Climate Action and Adaptation Plan, and 2. Provide resources to make significant progress in implementing City Council’s other Strategic Plan priorities and adopted Master Plans, and 3. Balance expanding service needs and community priorities with declining taxable value of apartment buildings, and 4. Consider the overall effect of changes on household budgets including taxes, fees, and School District/County needs. The following is a summary of the City Council’s strategic plan priorities and initiatives that were adopted by the City Council. Strategic Plan Priorities This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City. 1. Advance Social Justice, Racial Equity, and Human Rights 30 2. Demonstrate Leadership in Climate Action 3. Strengthen Community Engagement and Intergovernmental Relations 4. Invest in Public Infrastructure, Facilities and Fiscal Reserves 5. Foster Healthy Neighborhoods and Affordable Housing Throughout the City 6. Enhance Community Mobility for All Residents 7. Promote an Inclusive and Resilient Economy Throughout the City Strategic Plan Projects, Programs, Policies and Initiatives Advance Social Justice, Racial Equity, and Human Rights • Ensure City progress towards increasing diversity of staff in a manner that is reflective of community demographics • Complete the phased effort to raise the minimum wage for temporary employees to $15.00 per hour by July 1, 2021 • Continue emphasis on human rights-based training for city employees, boards and commissions, and the community • Establish priorities and ensure resources for increased access and translation of critical city messages • Continue partnerships with community organizations through the City’s Social Justice and Racial Equity grant program • Develop a coordinated effort across City departments to expand social and recreational programming for special populations Demonstrate Leadership in Climate Action • Adopt and begin implementation of the Accelerating Iowa City’s Climate Actions Report • Track and effectively communicate progress toward reaching the Intergovernmental Panel on Climate Change’s (IPCC) carbon emission reduction targets adopted locally by the City Council in 2019 Strengthen Community Engagement and Intergovernmental Relations • Initiate a redesign of the City’s website • Pursue creative engagement techniques with a focus on reaching diverse populations and neighborhoods • Work collaboratively with other local governments and strengthen ties with our state and federal elected delegation Invest in Public Infrastructure, Facilities and Fiscal Reserves • Carefully prepare for significant financial challenges projected during the final years of State property tax reform mandates through fiscal year 2024 • Strive to continue to reduce the City’s overall property tax rate • Evaluate Local Option Sales Tax and other alternative revenues that may be needed to achieve Iowa City’s strategic objectives and reduce reliance on debt and property taxes 31 • Develop a long-term plan to improve the pavement condition of City streets • Initiate physical and financial planning efforts to modernize and expand critical public facilities • Consider establishing a cost of development framework that can help guide decisions on how best to accommodate future growth Foster Healthy Neighborhoods and Affordable Housing Throughout the City • Identify new efforts to expand and adapt the City’s affordable housing and neighborhood improvement strategies to meet long-term needs throughout the community • Consider and adopt the South District form-based code and ensure it can be adapted to other parts of Iowa City • Continue implementation of the Parks Master Plan and complete an accompanying Recreational Facilities Master Plan • Monitor and report biannually on building and rental permit trends in the former rental cap neighborhoods • Support neighborhood activities and improvements that create vibrant, creative spaces and inspire a sense of place and community Enhance Community Mobility for All Residents • Continue implementation of the City’s Bicycle Master Plan and pursue Gold Bicycle Friendly Community status from the League of American Bicyclists • Complete the Iowa City Area Transit Study, pursue recommended changes, and evaluate implementation outcomes, to ensure community needs are met by system changes • Ensure ease and safety of travel for residents and visitors through expansion of accessibility measures, improved connectivity, and use of adopted complete streets design standards Promote an Inclusive and Resilient Economy Throughout the City • Through collaboration with local partners, increase opportunities for marginalized and low- income populations to obtain access to skills training, good jobs and affordable childcare • Encourage healthy, diverse, and sustainable economic activity throughout Iowa City, including taking steps to invigorate neighborhood commercial districts and create new small neighborhood commercial nodes • Effectively support growth and promotion of small locally-owned businesses, women and minority-owned businesses, and the local foods economy 32 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 33 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). 34 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 35 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. 36 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 2020) Iowa City: Best Of... Area Recognition & Accolades 2020 • Iowa City ranked #1 for Best College Town in America by Reviews.org • Iowa City named One of the Best Cities for Creatives, Thrillist.com • Iowa City ranked #2 Most Fitness-Friendly Places for 2020, Smart Asset • Iowa City ranked #4 Best Place to Live in America by Livability.com, 2019 • Iowa City ranked #3 Best City for Recent College Grads, Business Insider, 2019 • 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 14,571 for the 2019-20 school year. The district operates twenty elementary schools, three junior high schools, three senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek – Amana Community School District, with certified enrollment of 2,488 for school year 2019-20. Iowa City is also home to Regina Catholic Education Center, a private Catholic institution, Willowwind School, a private K-8 school, and Preucil School of Music, specializing in the Suzuki method of instruction. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. 37 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. 38 Economic Overview The Iowa City economy experienced consistent annual growth from 2010 through 2018; real GDP grew in thirty-six consecutive quarters up until that time. A decline in GDP occurred in 2019 due to the international trade wars which broadly impacted the Midwest region. The national and state GDP declined in 2020 due to the onset of the COVID-19 pandemic. Local GDP for 2020 was unavailable at time of publication. (Source: Bureau of Economic Analysis) Iowa City’s employment picture has fared better than the state as a whole over the past ten years, and its unemployment rate continues to remain below state and national levels. As of February 2021 (preliminary), the Iowa City Metropolitan Statistical Area (MSA) was the thirty-third lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) 39 The growth in assessed property value has averaged 4.55% over the last ten years. The growth in taxable value has averaged 4.54% in that same timeframe and has been in part by increases in the state-mandated “rollback”; a higher percentage of residential properties’ value is taxable. *Assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities and Taxable valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property’s value that is taxable, known as the assessment limitation order or “rollback”. This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties’ assessed value that is taxable hit a low point in fiscal year 2009, when forty-four percent of residential property values were taxable. This percentage has increased steadily for several consecutive years and decreased the last year. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi-unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax base. 40 The value of building permits issued reached an all-time high of $388 million in 2016. The value of building permits was at $87 million in 2020, which was below the ten-year average of $184 million due to a lag in construction during the COVID-19 pandemc. One measure of local economic health is hotel/motel tax receipts. The City uses hotel/motel tax receipts to augment funds for public safety, parks & recreation services, and the Convention & Visitors Bureau. Generating revenue from non-Iowa City residents reduces the tax burden on residents. Fiscal year 2020 revenues are down due to the onset of the COVID-19 pandemic. *FY14 is first period reported on an accrual bases. In 2009, the State of Iowa enacted legislation establishing cities’ right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the City Council passed and approved an ordinance establishing a one percent (1%) tax. Of the $884,000 for fiscal year 2020, $532,000 funded a portion of the operational costs associated with Fire Station #4 and maintenance of street right-of-way. *FY14 is first period reported on an accrual basis. 41 Iowa City’s levy rate dropped approximately four-tenths of a percent (0.4%) in fiscal year 2021 to $15.773, and another six-tenths of a percent (0.6%) in fiscal year 2022 to $15.673. The rates of overlapping jurisdictions are not certified as of this publication. City pension contributions has grown six of the last nine years at a rapid pace, except fiscal year 2017 and fiscal year 2016 contributions that were a decrease of eight-tenths of a percent (.8%) and two and five-tenths of a percent (2.5%), respectively. *FY14 is first period reported on an accrual basis. MFPRSI employee contributions are set by statute, currently nine and four-tenths percent (9.4%). City contributions are determined by the system’s actuary. IPERS City and employee contributions are currently a sixty/forty split (60/40), with the City paying sixty percent of total contributions. 42 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 43 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: FY2020 FY2021 FY2022 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, cemetery deeds, and parade and public assembly permits are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff support for the Community Police Review Board (CPRB). 44 City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319) 356-5030 City Attorney Personnel: FY2020 FY2021 FY2022 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. 45 City Manager: Geoff Fruin Office Location: 410 E. Washington St. Phone: (319) 356-5010 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 coordinates community and organization equity and human rights education, 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 City Manager’s Office Divisions General Fund: • City Manager • Communications Office • Human Resources • Human Rights • Economic Development • Climate Action & Outreach 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 community members, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. 46 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 The Iowa City Area Business Partnership (formerly Chamber of Commerce), Iowa City Area Development Group (ICAD), University of Iowa, and others in promoting the City as a viable business location. They assist developers and prospective companies with commercial and industrial development projects. Staff advises the City Council, boards and commissions regarding economic development projects and proposals. 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. 47 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: FY2020 FY2021 FY2022 Total FTEs 15.00 *19.89 20.89 *Note - In fiscal year 2021, the Sustainability division was moved from the Neighborhood & Development Services Department to the City Manager’s Office and renamed the Climate Action and Outreach division. 48 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. 49 Finance Department Personnel: FY2020 FY2021 FY2022 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. 50 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 84 sworn officers and 28 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. Police Chief: Office Location: Phone (Front desk/non-emergency): POLICE DEPARTMENT Dustin Liston 410 E. Washington St. (319) 356-5275 51 Police Department Personnel: FY2020 FY2021 FY2022 Total FTEs 107.00 109.26 110.76 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. 52 FIRE DEPARTMENT Fire Chief: John Grier Administrative Office Location: 410 E. Washington Street Phone (Administration/non-emergency): (319) 356-5260 Fire Department Divisions General Fund: • Fire Administration • Emergency Operations • Fire Prevention • Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and hazardous materials emergency response to approximately 68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous Materials Response Team, and Special Operations Response Team. The department is organized into four functional prog ram divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 53 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters intervention, a mobile fire safe house, ride-along program, the Safety Village, and is a co-leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. The department’s community-driven strategic plan for fire protection services will guide the department’s path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2018. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 7,000 emergency incidents annually. 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: FY2020 FY2021 FY2022 Total FTE’s 64.00 64.00 64.00 54 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 DEPARTMENT DESCRIPTION The Parks & Recreation Administration provides leadership and direction to the Parks Maintenance, Government Buildings, Recreation, and Oakland Cemetery Divisions. The division also supports the Iowa City Farmers Market. The Recreation division manages the operation of the City’s recreation facilities, rental facilities, community gardens, dog parks and recreation programs. The City offers programs in community events, youth & adult sports, aquatics, culture & art programs, and special populations involvement. PARKS & RECREATION Parks & Recreation Divisions General Fund: • Administration • Recreation • Parks Maintenance • Cemetery Operations MISSION STATEMENT Increase community engagement and connection by providing equitable and accessible outdoor spaces, recreation facilities and programs to encourage interaction by all community members; protect and enhance the natural environment; preserve the history and culture of the community in Oakland cemetery and with public art throughout the park system. 55 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: FY2020 FY2021 FY2022 Total FTEs 45.50 46.50 46.50 The Park Maintenance division oversees the maintenance of the City’s green space, natural areas, athletic fields, tree canopy, horticulture plantings and 50 designated parks. 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. 56 Library Director: Elsworth Carman Location: 123 South Linn Street Phone: (319) 356-5200 LIBRARY ICPL General Hours of Operation: Mon-Thurs: 10 am – 9 pm Friday:10 am – 8 pm Saturday:10 am – 6pm Sunday:12 pm – 5pm Current Hours/Curbside Service: Mon-Saturday: 10 am – 6 pm See www.icpl.org for additional information about hours and services. Iowa City Public Library Divisions: General Fund: • Library Operations • Library Foundation 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, working collaboratively, minimizing barriers to use, providing a welcoming environment, amplifying community voices, and maintaining a professional, passionate, and skilled staff. DEPARTMENT DESCRIPTION The Iowa City Public Library is a busy, vibrant community hub, focused on identifying and championing community aspirations. Services are intentionally designed to excite and engage diverse audiences and support the community in growing and learning together. Services include an exceptional materials collection, programming for all ages, technology access (wi-fi, hardware and software access and a full digital media lab), and a bookmobile. Online access at www.icpl.org makes collections and information available 24/7. 57 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: FY2020 FY2021 FY2022 Total FTEs 46.05 45.92 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 Hills, rural Johnson County, Lone Tree, and University Heights. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. 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 Development Office. These expenditures are fully reimbursed by the Foundation. 58 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. Senior Center Coordinator: LaTasha DeLoach Location: 28 South Linn Street Phone: (319) 356-5220 SENIOR CENTER 59 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. 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: FY2020 FY2021 FY2022 Total FTEs 7.00 7.76 7.76 60 Special Revenue Fund • Metro Planning Organization of Johnson County • Neighborhood Services Development Services Neighborhood Services Enterprise Fund Neighborhood Services Administration • • • Neighborhood & Development Services Divisions General Fund 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. Neighborhood and Development Services Director: Tracy Hightshoe Office Location: 410 E. Washington St. Phone: (319) 356-5120 NEIGHBORHOOD & DEVELOPMENT SERVICES 61 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. 62 • 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. 63 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: FY2020 FY2021 FY2022 Total FTEs 42.43 *44.55 44.55 * In fiscal year 2021, the Sustainability Coordinator was moved from the Neighborhood & Development Services Department to the City Manager’s Office. 64 Public Works Director: Ron Knoche Administrative Office Location: 410 E. Washington St. Phone: (319) 356-5138 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. 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 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. 65 The Streets Operations division is funded by the Road Use Tax. The Streets Division is responsible for the maintenance of the City's street system. The work duties include maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf vacuum program and snow plowing. The Streets Division is also responsible for maintenance and repair of the traffic signal systems and City-owned roadway lighting. 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. The Resource Management division oversees Refuse Collection and Landfill activities. Refuse Collection activities protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The activity is supported primarily through user fees. The Landfill serves Johnson County, Kalona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. 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. Public Works Personnel: FY2020 FY2021 FY2022 Total FTEs 155.76 158.26 158.76 66 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. 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 67 Transportation Services Personnel: FY2020 FY2021 FY2022 Total FTEs 73.01 75.51 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. 68 Airport Manager: 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 Airport Manager staffs an administrative office, manages leased areas and contracts, plans and oversees airport-related capital improvements. 69 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: FY2020 FY2021 FY2022 Total FTEs 1.00 1.00 1.00 70 Non-Budgetary Funds General Fund Special Revenue Funds Debt Service Fund Enterprise Funds Capital Projects Fund Internal Service Funds General (10**)CDBG (2100)Debt Service (50**)Parking (710*) (1)Capital Projects Equipment (810*) HOME Grant (2110)Transit (715*)Risk Management (8200) Road Use Tax (2200)Wastewater (720*) Information Technology Services (830*) Other Shared Revenues (2300)Water (730*)Central Services (8400) Metro Planning Organization of Johnson County (2350) Refuse Collection (7400) Health Insurance (8500) Employee Benefits (2400)Landfill (750*)Dental Insurance (8600) Emergency Levy (2450)Airport (7600) Affordable Housing (2500)Stormwater (7700)Agency Funds Iowa City Property Management (2510) Housing Authority (79**)Project Green (9102) Tax Increment Financing (26**) Self-Supporting Municipal Improvement District (2820) Major funds City of Iowa City Budgetary Fund Structure Budgetary Funds (1) The Parking Fund did not qualify as a major fund in the Annual Report, but it is being presented as one for managerial reasons. 71 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 Stormwater. The Airport and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Housing Authority’s primary funding source is through the Department of Housing and Urban Development (HUD)’s federal grant and voucher programs. The Transit and Airport funds both receive transfers in from the General Fund. 72 • Internal Service funds (non-budgetary) are also self-supporting and financed on a cost- reimbursement basis through charges to the departments and divisions (budgetary units) which utilize their goods and services. Such activities are not reportable, based on the State of Iowa’s budget filing requirements, nor are they reflected in the government-wide financial statements. These funds are also not included in the Major fund determinations. Funds in this category include Equipment, Information Technology Services, Risk Management, Central Services, and the Health and Dental Reserves. Fiduciary Funds • Agency funds (non-budgetary) are fiduciary funds that account for resources held for the benefit of parties outside the city government. For this reason, agency funds are not appropriated through the budget process, nor are they reflected in the government-wide financial statements. The City has one agency fund, which is not presented, Project Green. Agency funds do not report revenues and expenditures; they only report assets and liabilities. Major Funds During the preparation of the City’s Annual Report funds are evaluated based upon the level of their assets, liabilities, 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 Annual Report and cannot be reported in aggregate with other nonmajor funds of its fund category (governmental or enterprise). For budgetary presentation, all of the City’s funds are presented individually. 73 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 74 CDBG Fund Affordable Housing Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services HOME Grant Fund Iowa City Property Management Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services Road Use Tax Fund Tax Increment Financing Fund Public Works Finance Streets Operations Finance Administration Other Shared Revenues Fund SSMID - Downtown Neighborhood & Development Services Finance Neighborhood Services Finance Administration Metro Planning Organization of Johnson County Neighborhood & Development Services Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration Emergency Levy Fund City Manager Climate Action & Outreach Departments & Divisions by Fund Special Revenue Funds 75 Parking Fund Airport Fund Transportation Services Airport Parking Operations Airport Operations Transit Fund Stormwater Fund Transportation Services Public Works Public Transportation Engineering Services Wastewater Fund Refuse Collection Fund Public Works Public Works Wastewater Operations Resource Management Water Fund Housing Authority Fund Public Works Neighborhood & Development Services Water Operations Neighborhood Services Landfill Fund Public Works Resource Management Equipment Fund Central Services Fund Public Works Finance Equipment Services Purchasing Risk Management Reserve Health Insurance Reserve Finance Finance Risk Management Finance Administration Information Technology Services Fund Dental Insurance Reserve Finance Finance Information Technology Services Finance Administration Departments & Divisions by Fund Enterprise Funds Internal Service Funds 76 Fund Balance Summary FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) F Y 2 0 2 2 77 78 PREPARATION OF THE FINANCIAL PLAN Introduction This Three-Year Financial Plan is for fiscal years 2021 through 2023. The Financial Plan includes the current year revised budget (fiscal year 2021), the one-year annual budget as required by Iowa Code (fiscal year 2022), and an additional projection year (fiscal year 2023) 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 2021 through 2025. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City’s fiscal year 2022 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2022 budget is similar to the accounting basis used in the City’s Annual Report for the governmental funds, except for the treatment of administrative chargebacks, UniverCity property and loans, interfund loans, loan repayments, and same fund transfers. All of the City’s governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on 79 the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) and measurable (the amount of the transaction can be determined). Revenue accrued includes property taxes, intergovernmental revenue, and interest earned on investments (if they are collected within 60 days after the year-end). Expenditures are recorded when the related fund liability is incurred. Principal and interest on long-term debt, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. This basis differs from that used in the Annual Report for the government-wide financial statements and the proprietary fund statements. The government-wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City’s Annual Report. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department Directors on whether any changes in level of service can be factored into the proposed financial plan. This is done before the actual budget process starts. Changes to the financial plan are done annually during the budget process. All revenue and expenditure estimates are re-evaluated and revised if necessary. In August each year, the Finance Department meets with Department Directors and Division Heads to review and discuss their goals and performance measures. These are reviewed against the City’s long-term strategic plan and updated as necessary. The Finance Department then collects the data from each division and prepares the performance measurement results. Also in August, the City Council holds a work session to discuss their budget goals and priorities for the upcoming year. In September, forms and instructions are delivered to departments for the annual update to the Five-Year Capital Improvement Program. The status of prior year projects is reviewed as well as the long-term debt projections. Updates to projects already in the Program, requests for new projects including their cost estimate, availability of outside funding sources, operating impact, and rating score are submitted by departments. In early October, Department Directors and Division Heads are able to access their respective budget projections. They can make adjustments to their operating budget during this time. The Finance Department compiles salary projections, history of each department/division’s actual line item expenditures, and projected revenues and costs covered by the Financial Plan. (The Finance Department projects revenues individually and uses a combination of inflation factors and individual costs to project expenditures.) 80 During October, the Finance Department produces the preliminary Capital Improvement Program. This is reviewed through a series of meetings by a Capital Project Review Committee and modifications are made based on project timing and coordination, community development, funding availability, and other factors. In late October, budget entry is restricted and only accessible to the Finance Department, and the Finance Department issues the proposed Five-Year Capital Improvement Program. In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. All budget forms and adjustments are forwarded to the City Manager. By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. The proposed Five-Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The proposed Financial Plan document is then printed. City Council reviews the proposed Financial Plan document during the month of January. In February, the proposed Financial Plan document and a memo of City Council’s changes are presented to the public. A notice of public hearing is published at least ten days but not more than 20 days prior to the final adoption. In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program are adopted by the City Council following a public hearing. The State of Iowa requires a one-year budget be adopted by March 31 of each year. The applicable year in Iowa City’s Three-Year Financial Plan is adopted as the annual budget to satisfy State requirements. If increases to service rates or charges are included as part of the next year’s budget, those rate changes are then adopted in March following adoption of the budget. Amending the Adopted Budget Budget amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, and the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be ‘carried-forward’ or re-appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an 81 appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department’s budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department’s budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity’s budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. In addition to these carry forward requests, there are many capital improvement projects that span across fiscal years. These projects must be re-appropriated in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations, and then these unspent project appropriations are included as part of the budget amendment for the following fiscal year. These two types of budget carry forwards are the primary basis for the first budget amendment of the year. The second budget amendment is compiled during the annual budget process. While department budget requests for the next year are being compiled during the budget process, departments also submit their revised budget requests for the current year. These requests help formulate the revised budget for the current year. Revisions to the current year budget must still comply with the City’s budget amendment policy. Following the completion of the next year’s budget process and approval in March, the second budget 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, 2020 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. September 1, 2020 City Council work session discussion regarding fiscal year 2022 budget goals. Capital Improvement Program (CIP) forms and instructions are distributed to departments. September 25, 2020 Capital Improvement Program forms are due to the Finance Department. October 1, 2020 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 2 – October 23, 2020 Munis system is available for departments to enter fiscal year 2022 line item budgets, add fiscal year 2022 budget requests for each activity, and amend fiscal year 2021 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 5, 2020 Finance Department produces preliminary Five-Year CIP. October 8, 2020 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 16, 2020 Finance Department produces amended Five-Year Capital Improvement Program with updated project rankings. October 22, 2020 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 23, 2020 Department directors deliver budget summary to City Manager’s office and Finance Department. Munis financial system is closed for departmental updates. November 2 – November 20, 2020 City Manager and Finance Director meet with each department to discuss their divisions’ fiscal year 2022 budget requests and submittals, fiscal year 2021 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. November 23 – November 30, 2020 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. 83 December 4, 2020 City Manager and Finance Department finalize departmental fiscal year 2022 budget requests, fiscal year 2021 revised budgets, Five-Year CIP, division goals and performance measures, and long-range financial plans. December 18, 2020 The proposed City budget document including the Three-Year Financial Plan, the Five-Year CIP, and division goals and performance measures is distributed to City Council. January 2 – February 23, 2021 City Manager and City Council discuss budget process overview, budget environment, proposed budget, CIP, significant budget issues, and to incorporate Council policy preferences. February 2, 2021 City Council approves notices of public hearing on the proposed maximum property tax dollars to be assessed for specified levies for fiscal year 2022. February 5, 2021 Publication of notice of public hearing on the proposed maximum property tax dollars to be assessed for specified levies for fiscal year 2022. February 16, 2021 City Council holds public hearing and adopts resolution setting the maximum property tax dollars to be assessed for specified levies for the fiscal year 2022 budget. March 2, 2021 City Council approves notices of public hearing on the proposed fiscal year 2022 budget and the fiscal year 2021 revised budget. March 5, 2021 Publication of notice of public hearing on the proposed fiscal year 2022 budget and revised fiscal year 2021 budget. City budget made available for public inspection at City Hall and library. March 16, 2021 Following public hearings, the fiscal year 2022 budget, the Three-Year Financial Plan, the Five- Year CIP, and the fiscal year 2021 revised budget are adopted by City Council. March 31, 2021 Adopted fiscal year 2022 budget and fiscal year 2021 revised budget are certified with Johnson County Auditor. April 6, 2021 City Council sets the hearings for service fee and rate changes for fiscal year 2022, if necessary. July 1, 2021 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, used to provide property tax relief, or used for facility replacement.  The City will maintain an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial/industrial property tax replacement plus the City’s pension and OPEB liabilities.  Debt reserves will be maintained in accordance with applicable bond covenants in the Water, Wastewater, Parking, and business-type funds with outstanding revenue bonds.  Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 35% of revenues and transfers in. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or reserved for future capital improvement needs.  Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement, 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 an Annual Report 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 Synario. Major funds that have long-term financial projections incorporated are the General Fund, Employee Benefits Fund, Debt Service Fund, Parking Fund, Transit Fund, Wastewater Fund, Water Fund, Refuse Collection Fund, Landfill Fund, and the 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, $1,542,660 in fiscal year 2020, and is estimated to be $1,915,998 and $1,554,162 in fiscal years 2021 and 2022, respectively. 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 699-700) with further details of the bill and a description of the estimated financial impact of the provisions of SF295 to the City over its first ten years. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro-rated share of this funding placed into the proper closure and post-closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balance for fiscal year 2022 in the closure and post-closure funds totals $14,770,510. 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 2022 is $9,434,175. Discussion of the Landfill Fund can be found starting on page 444. At June 30, 2020, it is estimated that the landfill had deposited 4,596,826 tons versus its permitted capacity of 5,431,000 or 85%. Capital replacement reserves The City maintains long-term replacement reserves including cable television equipment, library equipment, vehicles and heavy equipment, information technology equipment replacement, transit system buses and facilities, parking facilities, water and wastewater facilities, airport infrastructure, and storm water infrastructure. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment, facilities, and infrastructure. Equipment Fund transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for transit buses and facilities is funded at 20% of accumulated depreciation 93 due to the availability of state and federal grants to make these purchases. Transit buses and facilities are depreciated using the straight-line method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for replacement funds for fiscal year 2022 are as follows: Reserve Fund Balance Library equipment equipment General 432,736$ Public transportation buses & facilities Transit 5,131,700$ Facility replacement General 9,000,000$ Vehicles and heavy equipment Equipment 14,695,599$ Cable television equipment General 153,529$ Info technology equipment ITS 756,124$ Wastewater infrastructure & facilities Wastewater 6,024,570$ Water infrastructure & facilities Water 2,927,500$ Airport infrastructure & facilities Airport 136,156$ Stormwater infrastructure & facilities Storm Water 399,000$ The General Fund is presented beginning on page 115, the Transit Fund is presented starting on page 382, the Equipment Fund is presented on page 621, and the ITS Fund is presented beginning on page 634. 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 $789,694 in fund balance at the end of fiscal year 2022 available for the replacement of copy machines. The Central Services Fund is presented starting on page 642. 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 2022 is $4,116,014. The estimated Health Insurance reserve for fiscal year 2022 is $12,467,090 of which $8,627,420 is being reserved for Other Post- Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial assumption of a 2.66% discount rate, an inflation rate of 2.6% per annum, a salary increase rate of 3.25%, and an annual medical trend rate of 8.00% decreasing 0.5% each year to a 4.5% ultimate medical trend rate. The estimated Dental Insurance reserve for fiscal year 2022 is $426,842. The Risk Management Reserve is presented on page 629 and the Health Insurance Reserve is presented on page 648. 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 2021 – 2025 are $184,333,930. Total funding sources for the Capital Improvement Program for year 2021 – 2025 are $183,158,930. The five-year Capital Improvement Program is presented as part of the Capital Projects Fund section of the budget starting on page 483. 2021 2022 2023 2024 2025 Total Airport 774,150$ 325,000$ 1,700,000$ 150,000$ 2,949,150$ Cemetery 50,000 50,000 Development Services 250,000 250,000 Equipment 750,000 750,000 Fire 1,995,000 1,360,000 1,200,000 4,555,000 Landfill 2,087,000 685,000 4,790,000 840,000 8,402,000 Library 150,000 325,000 25,000 500,000 Parking Operations 750,000 890,000 770,000 705,000 737,500 3,852,500 Parks Administration 50,000 700,000 260,000 100,000 250,000 1,360,000 Parks Maintenance 1,900,000 1,265,000 2,490,000 2,045,000 6,525,000 14,225,000 Police 125,000 108,500 233,500 Public Works Administration 410,000 410,000 Recreation 110,000 690,000 650,000 650,000 5,950,000 8,050,000 Refuse Operations 550,000 550,000 Senior Center 700,000 300,000 125,000 450,000 350,000 1,925,000 Stormwater 721,000 1,490,000 690,000 990,000 240,000 4,131,000 Street Operations 15,695,470 14,185,470 11,960,470 26,697,470 14,135,470 82,674,350 Transit Operations 350,000 20,050,000 50,000 20,450,000 Wastewater Treatment 2,557,430 2,358,000 12,825,500 3,050,000 2,950,000 23,740,930 Water Operations 1,274,000 890,000 967,500 944,000 1,200,000 5,275,500 TOTAL 30,224,050$ 24,803,470$ 55,686,970$ 39,856,470$ 33,762,970$ 184,333,930$ Capital Improvement Plan 2021-2025 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 7/1/2021 42,755,391$ 4,001,659$ 7,306,229$ 279,450$ 7,278,727$ 24,592,437$ 12,020,634$ Revenues Property Taxes 40,567,644$ 14,114,827$ 10,786,090$ -$ -$ -$ -$ Other City Taxes 2,439,754 146,272 110,234 - - - - Licenses, Permits, & Fees 2,563,680 - - - - 11,790 - Use of Money and Property 802,367 - 27,771 25,000 180,050 175,250 326,530 Intergovernmental 4,001,938 640,727 236,947 - 9,160,829 - - Charges for Fees and Services 1,266,960 - - 5,677,526 1,967,500 12,356,640 9,846,320 Miscellaneous 6,630,651 - - 275,000 52,020 86,530 642,830 Other Financial Sources 581,147 - 59,178 - - - - Sub-Total Revenues 58,854,141 14,901,826 11,220,220 5,977,526 11,360,399 12,630,210 10,815,680 Transfers In 13,777,353 - 1,812,590 890,000 5,027,545 3,680,795 3,181,237 Total Revenues & Transfers In 72,631,494$ 14,901,826$ 13,032,810$ 6,867,526$ 16,387,944$ 16,311,005$ 13,996,917$ Expenditures by Department City Council 152,427$ -$ -$ -$ -$ -$ -$ City Clerk 625,557 - - - - - - City Attorney 871,284 - - - - - - City Manager 4,391,026 - - - - - - Finance 4,696,984 1,426,486 13,084,764 - - - - Police 16,146,156 - - - - - - Fire 9,194,319 - - - - - - Parks & Recreation 10,351,896 - - - - - - Library 7,104,248 - - - - - - Senior Center 1,059,527 - - - - - - Neighborhood & Dvlpmt Services 5,147,115 - - - - - - Public Works 3,148,619 - - - - 10,036,454 9,272,921 Transportation Services 637,850 - - 3,876,341 12,222,897 - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 63,527,009 1,426,486 13,084,764 3,876,341 12,222,897 10,036,454 9,272,921 Transfers Out 7,947,687 13,151,079 - 2,057,535 885,433 6,036,495 4,069,237 Total Expenditures & Transfers Out 71,474,696$ 14,577,565$ 13,084,764$ 5,933,876$ 13,108,330$ 16,072,949$ 13,342,158$ Estimated Fund Balance 6/30/2022 43,912,189$ 4,325,920$ 7,254,275$ 1,213,100$ 10,558,341$ 24,830,493$ 12,675,393$ Restricted, Committed, Assigned 16,540,004 - - - 5,131,700 10,674,758 6,682,875 Unassigned Fund Balance 6/30/2022 27,372,184$ 4,325,920$ 7,254,275$ 1,213,100$ 5,426,641$ 14,155,735$ 5,992,518$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City All Fund Summary Fiscal Year 2022 96 Refuse Housing Capital Non-Major Total Total Collection Landfill Stormwater Authority Projects Budgetary Budgetary Non-Budgetary All Fund (7400)Fund (750*)Fund (770*)Fund (79**)Fund Funds Funds Funds Funds 1,070,522$ 24,935,965$ 1,404,315$ 5,971,407$ 3,304,851$ 6,763,507$ 141,685,095$ 37,026,345$ 178,711,440$ -$ -$ -$ -$ -$ 1,443,076$ 66,911,637$ -$ 66,911,637$ - - - - - 4,135,771 6,832,031 - 6,832,031 - - - - - - 2,575,470 - 2,575,470 10,000 399,149 10,000 363,085 - 527,709 2,846,911 262,000 3,108,911 - - - 10,221,509 1,292,500 10,821,077 36,375,527 566,630 36,942,157 3,919,070 6,864,249 1,730,060 - - 40,000 43,668,325 540,158 44,208,483 7,600 65,940 4,600 58,788 - 147,699 7,971,658 22,454,641 30,426,299 - - - 13,000 12,150,000 207,500 13,010,825 125,000 13,135,825 3,936,670 7,329,338 1,744,660 10,656,382 13,442,500 17,322,832 180,192,384 23,948,429 204,140,813 6,500 1,361,409 1,501,200 - 11,274,161 2,297,690 44,810,480 - 44,810,480 3,943,170$ 8,690,747$ 3,245,860$ 10,656,382$ 24,716,661$ 19,620,522$ 225,002,864$ 23,948,429$ 248,951,293$ -$ -$ -$ -$ -$ -$ 152,427$ -$ 152,427$ - - - - - - 625,557 - 625,557 - - - - - - 871,284 - 871,284 - - - - - 946,142 5,337,168 - 5,337,168 - - - - - 2,959,905 22,168,139 15,954,408 38,122,547 - - - - - - 16,146,156 - 16,146,156 - - - - - - 9,194,319 - 9,194,319 - - - - - - 10,351,896 - 10,351,896 - - - - - - 7,104,248 - 7,104,248 - - - - - - 1,059,527 - 1,059,527 - - - 10,390,103 - 3,206,195 18,743,413 - 18,743,413 - - 648,988 - - 6,715,409 29,822,391 5,419,368 35,241,759 4,033,627 5,731,930 - - - - 26,502,645 - 26,502,645 - - - - - 372,257 372,257 - 372,257 - - - - 18,165,470 - 18,165,470 - 18,165,470 - - - - 6,638,000 - 6,638,000 - 6,638,000 4,033,627 5,731,930 648,988 10,390,103 24,803,470 14,199,908 173,254,898 21,373,776 194,628,674 - 1,582,471 2,990,000 51,836 - 5,288,707 44,060,480 750,000 44,810,480 4,033,627$ 7,314,401$ 3,638,988$ 10,441,939$ 24,803,470$ 19,488,615$ 217,315,378$ 22,123,776$ 239,439,154$ 980,065$ 26,312,311$ 1,011,187$ 6,185,850$ 3,218,042$ 6,895,414$ 149,372,581$ 38,850,998$ 188,223,579$ - 24,754,149 399,000 1,341,814 - 1,033,807 66,558,106 24,079,143 90,637,250 980,065$ 1,558,163$ 612,187$ 4,844,036$ 3,218,042$ 5,861,607$ 82,814,474$ 14,771,855$ 97,586,330$ City of Iowa City All Fund Summary Fiscal Year 2022 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 7/1/2021 33,704$ 90,929$ 2,910,064$ 2,639$ 422,495$ 3,255$ Revenues Property Taxes -$ -$ -$ -$ -$ 1,012,980$ Other City Taxes - - - - - 10,243 Licenses, Permits, & Fees - - - - - - Use of Money and Property 17,265 16,070 - - 4,000 - Intergovernmental 697,968 511,786 9,163,300 - 384,796 22,929 Charges for Fees and Services - - 40,000 - - - Miscellaneous 16,340 25,000 90,200 - 5,500 - Other Financial Sources 95,000 112,500 - - - - Sub-Total Revenues 826,573 665,356 9,293,500 - 394,296 1,046,152 Transfers In - - 631,319 - 412,371 - Total Revenues & Transfers In 826,573$ 665,356$ 9,924,819$ -$ 806,667$ 1,046,152$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - 946,142 Finance - - - - - - Police - - - - - - Fire - - - - - - Parks & Recreation - - - - - - Library - - - - - - Senior Center - - - - - - Neighborhood & Dvlpmt Services 798,093 522,164 - - 813,751 - Public Works - - 6,715,409 - - - Transportation Services - - - - - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub-Total Expenditures 798,093 522,164 6,715,409 - 813,751 946,142 Transfers Out - - 3,302,938 - - 100,000 Total Expenditures & Transfers Out 798,093$ 522,164$ 10,018,347$ -$ 813,751$ 1,046,142$ Estimated Fund Balance 6/30/2022 62,184$ 234,121$ 2,816,536$ 2,639$ 415,411$ 3,265$ Restricted, Committed, Assigned - - - - - - Unassigned Fund Balance 6/30/2022 62,184$ 234,121$ 2,816,536$ 2,639$ 415,411$ 3,265$ 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 2022 98 Iowa City Tax Total Affordable Property Increment SSMID -Non-Major Housing Management Financing Downtown Airport Budgetary Fund (2500)Fund (2510)Fund (26**)Fund (2820)Fund (7600)Funds 1,622,344$ 223,035$ 1,224,381$ -$ 230,662$ 6,763,507$ -$ -$ -$ 430,096$ -$ 1,443,076$ - - 4,125,528 - - 4,135,771 - - - - - - - 117,534 - - 372,840 527,709 - - - 40,298 - 10,821,077 - - - - - 40,000 - 10,399 - - 260 147,699 - - - - - 207,500 - 127,933 4,125,528 470,394 373,100 17,322,832 1,000,000 - 154,000 - 100,000 2,297,690 1,000,000$ 127,933$ 4,279,528$ 470,394$ 473,100$ 19,620,522$ -$ -$ -$ -$ -$ -$ - - - - - - - - - - - - - - - - - 946,142 - - 2,489,511 470,394 - 2,959,905 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,000,000 72,187 - - - 3,206,195 - - - - - 6,715,409 - - - - - - - - - - 372,257 372,257 - - - - - - - - - - - - - 1,000,000 72,187 2,489,511 470,394 372,257 14,199,908 - - 1,853,269 - 32,500 5,288,707 1,000,000$ 72,187$ 4,342,780$ 470,394$ 404,757$ 19,488,615$ 1,622,344$ 278,781$ 1,161,129$ -$ 299,005$ 6,895,414$ - - 797,651 - 236,156 1,033,807 1,622,344$ 278,781$ 363,478$ -$ 62,849$ 5,861,607$ City of Iowa City Non-Major Budgetary Fund Summary Fiscal Year 2022 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 7/1/2021 16,081,208$ 4,136,545$ 3,236,689$ 761,272$ 12,426,610$ 384,020$ 37,026,345$ Revenues Property Taxes -$ -$ -$ -$ -$ -$ -$ Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - Use of Money and Property 150,000 25,000 30,000 5,000 50,000 2,000 262,000 Intergovernmental 566,630 - - - - - 566,630 Charges for Fees and Services 700 - 17,420 - 505,180 16,858 540,158 Miscellaneous 6,787,361 1,664,680 2,785,591 231,009 10,563,400 422,600 22,454,641 Other Financial Sources 125,000 - - - - - 125,000 Sub-Total Revenues 7,629,691 1,689,680 2,833,011 236,009 11,118,580 441,458 23,948,429 Transfers In - - - - - - - Total Revenues & Transfers In 7,629,691$ 1,689,680$ 2,833,011$ 236,009$ 11,118,580$ 441,458$ 23,948,429$ Expenditures by Department City Council -$ -$ -$ -$ -$ -$ -$ City Clerk - - - - - - - City Attorney - - - - - - - City Manager - - - - - - - Finance - 1,710,211 2,559,874 207,587 11,078,100 398,636 15,954,408 Police - - - - - - - Fire - - - - - - - Parks & Recreation - - - - - - - Library - - - - - - - Senior Center - - - - - - - Neighborhood & Dvlpmt Services - - - - - - - Public Works 5,419,368 - - - - - 5,419,368 Transportation Services - - - - - - - Airport - - - - - - - Governmental Projects - - - - - - - Enterprise Projects - - - - - - - Sub-Total Expenditures 5,419,368 1,710,211 2,559,874 207,587 11,078,100 398,636 21,373,776 Transfers Out 750,000 - - - - - 750,000 Total Expenditures & Transfers Out 6,169,368$ 1,710,211$ 2,559,874$ 207,587$ 11,078,100$ 398,636$ 22,123,776$ Estimated Fund Balance 6/30/2022 17,541,531$ 4,116,014$ 3,509,826$ 789,694$ 12,467,090$ 426,842$ 38,850,998$ Restricted, Committed, Assigned 14,695,599 - 756,124 - 8,627,420 - 24,079,143 Unassigned Fund Balance 6/30/2022 2,845,932$ 4,116,014$ 2,753,702$ 789,694$ 3,839,670$ 426,842$ 14,771,855$ Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City Non-Budgetary Fund Summary Fiscal Year 2022 100 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Budgetary Fund Revenues General Fund 10** General Fund 51,880,377$ 56,279,461$ 54,093,751$ 59,440,679$ 58,854,141$ 60,071,224$ Special Revenue Funds 2100 CDBG 658,178 758,935 696,930 2,095,404 826,573 826,573 2110 HOME Grant 666,926 714,103 890,256 868,153 665,356 665,356 2200 Road Use Tax Fund 8,539,943 8,955,947 9,343,122 8,935,700 9,293,500 9,385,133 2300 Other Shared Revenue 270,089 8,333 12,500 39,927 - - 2350 Metro Planning Org of Johnson Co 320,459 378,503 393,607 394,167 394,296 409,776 2400 Employee Benefits 11,668,231 12,845,423 12,798,747 14,712,009 14,901,826 15,325,271 2450 Emergency Levy - - 2,613 1,001,442 1,046,152 1,076,041 2500 Affordable Housing 415,749 422,309 (26,615) - - - 2510 Iowa City Property Management 73,278 70,805 65,497 68,430 127,933 127,933 26** Tax Increment Financing 2,473,728 2,598,651 3,479,948 2,608,203 4,125,528 3,993,833 2820 SSMID - Downtown 354,385 397,730 371,277 492,596 470,394 483,297 Debt Service Fund 5*** Debt Service 13,288,394 12,811,836 12,084,974 11,450,899 11,220,220 11,543,803 Enterprise Funds 710* Parking 8,486,558 6,192,536 4,555,583 3,402,700 5,977,526 5,977,526 715* Transit 8,276,309 4,535,779 5,114,607 4,450,305 11,360,399 4,633,249 720* Wastewater 13,115,285 13,424,866 12,854,265 11,895,436 12,630,210 12,753,749 730* Water 9,827,060 10,065,852 10,398,875 9,550,860 10,815,680 10,927,614 7400 Refuse Collection 3,521,446 3,717,374 3,808,883 3,873,320 3,936,670 3,975,859 750* Landfill 7,028,784 7,105,849 7,273,518 7,347,301 7,329,338 7,322,329 7600 Airport 385,582 367,258 444,565 345,820 373,100 373,100 7700 Stormwater 1,589,311 1,595,027 1,749,864 1,714,700 1,744,660 1,761,961 79** Housing Authority 9,620,510 10,293,528 10,379,669 10,977,513 10,656,382 10,656,382 Capital Projects Fund Governmental Projects 12,981,813 15,145,337 19,874,276 26,983,787 13,442,500 38,270,500 Enterprise Projects 1,919,909 1,528,537 - - - - Total Budgetary Revenues 167,362,304$ 170,213,979$ 170,660,713$ 182,649,351$ 180,192,384$ 200,560,509$ Non-Budgetary Fund Revenues Internal Service Funds 810* Equipment 6,910,467 7,327,947 7,106,528 7,508,587 7,629,691 7,765,438 8200 Risk Management 1,707,274 1,671,941 1,741,050 1,646,580 1,689,680 1,721,260 830* Information Technology 2,294,690 2,444,853 2,693,000 2,495,792 2,833,011 2,863,067 8400 Central Services 228,890 252,275 243,536 255,988 236,009 240,627 8500 Health Insurance 8,401,738 8,887,214 10,272,878 11,196,638 11,118,580 11,672,009 8600 Dental Insurance 407,695 411,909 411,351 458,475 441,458 454,642 Total Non-Budgetary Expenditures 19,950,757$ 20,996,138$ 22,468,344$ 23,562,060$ 23,948,429$ 24,717,042$ Total Revenues - All Funds 187,313,062$ 191,210,117$ 193,129,057$ 206,211,411$ 204,140,813$ 225,277,551$ Additional information regarding specific funds can be found within individual fund summaries. City of Iowa City All Funds Revenues by Fund 101 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Budgetary Fund Revenues Property Taxes 56,525,799$ 59,115,402$ 59,360,168$ 65,849,136$ 66,911,637$ 68,918,986$ Other City Taxes Gas/Electric Excise Tax 684,299 667,713 677,100 633,387 636,271 636,271 Mobile Home Tax 61,182 58,354 51,211 58,361 51,710 51,210 Hotel/Motel Tax 1,045,696 1,301,827 1,134,864 650,860 1,134,862 1,134,862 Utility Franchise Tax 976,060 964,690 883,652 964,690 883,660 883,660 TIF Revenues 2,459,216 2,564,840 3,434,710 2,593,203 4,125,528 3,993,833 Other City Taxes Total 5,226,452 5,557,424 6,181,536 4,900,501 6,832,031 6,699,836 Licenses, Permits, & Fees General Use Permits 71,654 86,756 15,063 14,180 63,210 63,210 Food & Liq Licenses 110,377 126,709 95,476 126,710 95,480 95,480 Professional License 7,605 6,150 3,925 6,160 5,050 5,050 Franchise Fees 662,448 586,428 438,753 580,000 581,900 581,900 Misc Permits & Licenses 40,881 58,608 68,060 49,620 54,990 54,990 Const Per & Ins Fees 1,850,539 2,141,423 1,742,746 1,794,820 1,774,840 1,774,840 Licenses, Permits, & Fees Total 2,743,504 3,006,074 2,364,024 2,571,490 2,575,470 2,575,470 Use Of Money And Property Interest Revenues 2,879,001 4,198,581 3,277,337 1,209,842 1,484,392 1,474,883 Rents 1,385,468 1,290,859 1,177,377 1,062,629 1,264,564 1,263,364 Royalties & Commissions 108,842 106,716 100,348 87,603 97,955 97,955 Use Of Money And Property Total 4,373,310 5,596,157 4,555,062 2,360,074 2,846,911 2,836,202 Intergovernmental Fed Intergovnt Revenue 13,152,242 13,349,850 15,404,149 25,383,381 20,789,970 29,770,320 Property Tax Credits 1,554,683 1,559,040 1,519,888 1,923,358 1,544,912 1,544,912 Road Use Tax 8,426,502 8,820,138 9,163,303 8,820,140 9,163,300 9,254,933 State 28E Agreements 2,003,939 2,060,750 2,107,692 2,394,419 1,964,420 1,964,420 Operating Grants 73,825 69,584 66,984 69,580 66,980 66,980 Disaster Assistance 110,085 - - - - - Other State Grants 5,483,837 3,203,172 5,601,294 6,657,595 1,532,465 532,465 Local 28E Agreements 1,151,557 1,204,577 1,280,923 2,900,435 1,313,480 1,328,959 Intergovernmental Total 31,956,672 30,267,112 35,144,234 48,148,908 36,375,527 44,462,989 Charges For Fees & Services Building & Devlpmt 908,376 1,219,311 492,643 428,570 413,910 413,910 Police Services 127,496 149,766 188,901 30,000 98,710 98,710 Animal Care Services 10,775 14,922 13,484 14,920 13,480 13,480 Fire Services 7,632 9,060 8,880 9,060 8,880 8,880 Transit Fees 1,226,643 1,220,379 968,924 750,390 1,220,390 1,220,390 Culture & Recreation 774,778 767,966 467,105 568,278 696,126 696,126 Misc Charges For Services 69,449 69,454 53,024 51,200 61,234 61,234 Water Charges 9,475,186 9,645,556 10,051,603 9,448,310 9,851,600 9,950,116 Wastewater Charges 12,621,036 12,830,133 12,353,935 11,631,416 12,353,930 12,477,469 Refuse Charges 4,010,218 4,056,934 4,185,695 4,316,840 4,334,880 4,374,070 Landfill Charges 5,933,293 5,889,533 5,961,888 6,410,000 6,450,049 6,450,049 Stormwater Charges 1,551,384 1,568,019 1,730,056 1,700,000 1,730,060 1,747,361 Parking Charges 6,331,040 6,546,854 4,795,660 3,775,260 6,435,076 6,435,076 Charges For Fees & Services Total 43,047,308$ 43,987,888$ 41,271,797$ 39,134,244$ 43,668,325$ 43,946,871$ City of Iowa City All Funds Revenues by Type 102 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected City of Iowa City All Funds Revenues by Type Miscellaneous Code Enforcement 232,315$ 278,070$ 300,368$ 68,100$ 306,900$ 306,900$ Parking Fines 475,356 602,260 438,244 525,000 488,220 488,220 Library Fines & Fees 143,285 135,183 60,545 10,000 50,000 50,000 Contrib & Donations 890,423 453,913 405,111 544,237 355,050 355,050 Printed Materials 42,374 51,279 39,128 46,710 38,175 38,175 Animal Adoption 12,955 45,839 62,646 35,000 45,000 45,000 Misc Merchandise 55,901 57,232 36,506 37,450 41,330 41,330 Intra-City Charges 3,962,198 4,428,621 4,667,718 5,090,750 5,173,475 5,173,475 Other Misc Revenue 908,992 852,007 913,580 769,200 1,473,218 1,487,889 Special Assessments 808 568 294 570 290 290 Miscellaneous Total 6,724,607 6,904,973 6,924,141 7,127,017 7,971,658 7,986,329 Other Financial Sources Debt Sales 12,174,462 12,565,848 13,012,385 11,161,140 12,150,000 22,270,500 Sale Of Assets 3,633,506 1,586,827 901,476 1,051,700 521,242 521,242 Insurance Recoveries - 279,874 2,258 - - - Loans 956,682 1,346,402 943,633 345,141 339,583 342,083 Other Financial Sources Total 16,764,651 15,778,950 14,859,752 12,557,981 13,010,825 23,133,825 Total Budgetary Revenues 167,362,304$ 170,213,979$ 170,660,713$ 182,649,351$ 180,192,384$ 200,560,509$ Non-Budgetary Fund Revenues Internal Service Funds 19,950,757 20,996,138 22,468,344 23,562,060 23,948,429 24,717,042 Total Non-Budgetary Revenues 19,950,757$ 20,996,138$ 22,468,344$ 23,562,060$ 23,948,429$ 24,717,042$ Total Revenues - All Funds 187,313,062$ 191,210,117$ 193,129,057$ 206,211,411$ 204,140,813$ 225,277,551$ Property Taxes 37%Other City Taxes 4% 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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Budgetary Fund Expenditures General Fund 10** General Fund 52,714,596$ 55,494,497$ 57,237,518$ 64,291,804$ 63,527,009$ 64,882,949$ Special Revenue Funds 2100 CDBG 592,163 628,016 710,805 1,916,454 798,093 815,960 2110 HOME Grant 558,825 799,452 864,090 739,827 522,164 533,176 2200 Road Use Tax Fund 6,059,424 6,653,708 6,541,337 6,918,828 6,715,409 6,965,387 2300 Other Shared Revenue 333,421 29,885 1,810 39,927 - - 2350 Metro Planning Org of Johnson Co 591,338 618,626 666,417 784,616 813,751 836,692 2400 Employee Benefits 967,457 806,781 1,380,902 1,321,730 1,426,486 1,455,589 2450 Emergency Levy - - - 900,800 946,142 859,888 2500 Affordable Housing 325,000 995,422 782,779 1,000,000 1,000,000 1,000,000 2510 Iowa City Property Management 50,641 55,583 60,567 57,548 72,187 73,107 26** Tax Increment Financing 392,130 418,306 1,545,792 1,159,444 2,489,511 2,511,132 2820 SSMID - Downtown 354,385 397,730 367,177 496,696 470,394 483,297 Debt Service Fund 5*** Debt Service 13,469,600 13,678,214 13,038,331 14,519,819 13,084,764 12,935,863 Enterprise Funds 710* Parking 6,516,098 6,534,781 13,153,203 4,271,531 3,876,341 3,982,025 715* Transit 11,920,706 7,446,609 8,285,908 7,916,023 12,222,897 8,427,688 720* Wastewater 15,738,755 12,613,542 8,928,996 9,916,375 10,036,454 9,461,361 730* Water 14,382,141 8,285,265 8,512,594 9,238,009 9,272,921 9,527,354 7400 Refuse Collection 3,106,776 3,440,755 3,687,875 3,948,567 4,033,627 4,115,023 750* Landfill 4,940,648 6,064,090 5,337,862 5,526,979 5,731,930 5,831,771 7600 Airport 468,122 395,866 421,723 367,283 372,257 380,575 7700 Stormwater 497,954 451,277 603,911 679,161 648,988 664,869 79** Housing Authority 9,342,128 10,030,517 9,904,793 12,783,432 10,390,103 10,608,849 Capital Projects Fund Governmental Projects 33,751,050 39,752,910 24,573,233 53,755,115 18,165,470 15,593,970 Enterprise Projects 9,696,038 5,674,170 5,947,033 18,955,819 6,638,000 40,093,000 Total Budgetary Expenditures 186,769,397$ 181,266,003$ 172,554,657$ 221,505,787$ 173,254,898$ 202,039,524$ Non-Budgetary Funds Expenditures Internal Service Funds 810* Equipment 5,041,436 5,141,589 5,786,860 8,571,165 5,419,368 6,131,891 8200 Risk Management 1,947,564 1,351,299 1,511,332 1,623,630 1,710,211 1,746,726 830* Information Technology 2,034,623 2,072,637 2,430,267 2,513,842 2,559,874 2,804,579 8400 Central Services 188,468 176,149 188,400 251,671 207,587 213,207 8500 Health Insurance 7,848,190 9,105,067 9,129,477 11,070,318 11,078,100 11,631,855 8600 Dental Insurance 364,128 344,357 295,202 449,071 398,636 410,595 Total Non-Budgetary Expenditures 17,424,410$ 18,191,097$ 19,341,538$ 24,479,697$ 21,373,776$ 22,938,853$ Total Expenditures - All Funds 204,193,807$ 199,457,100$ 191,896,195$ 245,985,484$ 194,628,674$ 224,978,377$ Additional information specific funds can be found within individual fund summaries. City of Iowa City All Funds Expenditures by Fund 104 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Budgetary Funds Expenditures City Council 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$ City Clerk 491,517 540,893 491,473 557,494 625,557 609,615 City Attorney 765,417 751,266 836,849 871,776 871,284 896,855 City Manager 3,083,553 3,944,970 3,727,694 6,446,966 5,337,168 5,364,668 Finance 18,989,115 19,271,220 20,421,612 22,405,800 22,168,139 22,182,551 Police 13,809,546 14,073,156 14,503,070 15,777,126 16,146,156 16,547,169 Fire 8,030,716 8,292,055 8,477,010 9,048,784 9,194,319 9,448,125 Parks & Recreation 7,993,287 8,191,404 8,574,237 10,376,271 10,351,896 10,404,878 Library 6,400,494 6,403,794 6,327,197 6,949,366 7,104,248 7,262,683 Senior Center 888,544 865,825 913,616 1,027,646 1,059,527 1,093,382 Neighborhood & Dvlpmnt Services 16,732,214 18,776,670 19,058,153 22,631,764 18,743,413 19,136,818 Public Works 38,587,895 30,109,215 27,065,129 29,856,086 29,822,391 29,857,387 Transportation Services 26,972,431 24,112,009 31,067,417 22,320,562 26,502,645 23,011,432 Airport 468,122 395,866 421,723 367,283 372,257 380,575 Capital Projects Fund Governmental Projects 33,751,050 39,752,910 24,573,233 53,755,115 18,165,470 15,593,970 Enterprise Projects 9,696,038 5,674,170 5,947,033 18,955,819 6,638,000 40,093,000 Total Capital Project Funds 43,447,087 45,427,080 30,520,267 72,710,934 24,803,470 55,686,970 Total Budgetary Expenditures 186,769,397$ 181,266,003$ 172,554,657$ 221,505,787$ 173,254,898$ 202,039,524$ Non-Budgetary Funds Expenditures Internal Service Funds Finance 12,382,973 13,049,508 13,554,678 15,908,532 15,954,408 16,806,962 Public Works 5,041,436 5,141,589 5,786,860 8,571,165 5,419,368 6,131,891 Total Non-Budgetary Expenditures 17,424,410$ 18,191,097$ 19,341,538$ 24,479,697$ 21,373,776$ 22,938,853$ Total Expenditures - All Funds 204,193,807$ 199,457,100$ 191,896,195$ 245,985,484$ 194,628,674$ 224,978,377$ City of Iowa City All Funds Expenditures by Department City Council 0% City Clerk 0% City Attorney 0%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 18% Airport 0% Budgetary Fund Expenditures by Department (excluding Capital Projects) 105 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 4,072,422$ 1,058,127$ 84,415$ 1,148,470$ 20,052$ -$ 4,300,266$ -$ 10,683,752$ Special Revenue Funds: Employee Benefits 12,350,680 622,793 12,973,473 CDBG 128,036 128,036 Road Use Tax 86,622 320,450 2,797,000 73,452 3,277,524 Emergency Levy 100,000 100,000 Tax Increment Financing 88,916 2,165 1,001,061 1,092,142 Enterprise Funds: From Parking 750,000 1,023,405 1,773,405 From Transit 250,000 160,000 410,000 From Wastewater 2,187,430 2,500,000 2,862,250 7,549,680 From Water 1,310,000 1,300,000 1,861,965 4,471,965 From Refuse Collection 550,000 550,000 From Landfill 2,217,000 893,110 3,110,110 From Airport 83,415 83,415 From Stormwater 721,000 1,000,000 1,721,000 From Housing Authority 50,720 50,720 Capital Project Funds 1,375,000 1,375,000 Internal Service Funds: From Equipment 100,000 100,000 Total Transfers In:16,649,360$ 2,001,370$ 84,415$ 12,344,516$ 1,021,113$ -$ 12,625,233$ 4,724,215$ 49,450,222$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 4,072,422$ 12,437,302$ 88,916$ -$ -$ -$ 50,720$ -$ 16,649,360$ Road Use Tax Fund 622,793 622,793 Other Special Revenue Funds 1,142,542 320,450 1,462,992 Debt Service Fund 20,052 1,001,061 1,021,113 Enterprise Funds 4,300,266 73,452 1,375,000 6,876,515 12,625,233 Debt Service Reserves 4,724,215 4,724,215 Capital Project Funding 1,148,470 3,025,036 2,165 100,000 8,068,845 12,344,516 Total Transfers Out:10,683,752$ 16,479,033$ 1,092,142$ 1,375,000$ -$ 100,000$ 19,720,295$ -$ 49,450,222$ City of Iowa City Revised Budget Transfer Schedule Fiscal Year 2021 Transfers In Transfers Out 106 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 1,072,422$ 1,071,789$ 154,000$ 1,263,470$ 20,052$ -$ 4,365,954$ -$ 7,947,687$ Special Revenue Funds: Employee Benefits 12,519,760 631,319 13,151,079 Road Use Tax 90,795 340,582 2,797,000 74,561 3,302,938 Emergency Levy 100,000 100,000 Tax Increment Financing 42,540 18,191 1,792,538 1,853,269 Enterprise Funds: From Parking 890,000 1,167,535 2,057,535 From Transit 885,433 885,433 From Wastewater 2,358,000 2,500,000 1,178,495 6,036,495 From Water 890,000 1,300,000 1,879,237 4,069,237 From Landfill 685,000 897,471 1,582,471 From Airport 32,500 32,500 From Stormwater 1,490,000 1,500,000 2,990,000 From Housing Authority 51,836 51,836 Internal Service Funds: From Equipment 750,000 750,000 Total Transfers In:13,777,353$ 2,043,690$ 154,000$ 11,274,161$ 1,812,590$ -$ 12,690,954$ 3,057,732$ 44,810,480$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Internal Service Enterprise Debt Reserves Total General Fund 1,072,422$ 12,610,555$ 42,540$ -$ -$ -$ 51,836$ -$ 13,777,353$ Road Use Tax Fund 631,319 631,319 Other Special Revenue Funds 1,225,789 340,582 1,566,371 Debt Service Fund 20,052 1,792,538 1,812,590 Enterprise Funds 4,365,954 74,561 8,250,439 12,690,954 Debt Service Reserves 3,057,732 3,057,732 Capital Project Funding 1,263,470 2,897,000 18,191 750,000 6,345,500 11,274,161 Total Transfers Out:7,947,687$ 16,554,017$ 1,853,269$ -$ -$ 750,000$ 17,705,507$ -$ 44,810,480$ City of Iowa City Adopted Budget Transfer Schedule Fiscal Year 2022 Transfers In Transfers Out 107 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 1,072,422$ 1,073,943$ 165,000$ 1,291,970$ 20,052$ 4,491,314$ -$ 8,114,701$ Special Revenue Funds: Employee Benefits 12,895,353 650,259 13,545,612 Road Use Tax 93,519 350,799 2,647,000 75,687 3,167,005 Emergency Levy 100,000 100,000 Tax Increment Financing 42,540 1,699,933 1,742,473 Enterprise Funds: From Parking 770,000 1,281,726 2,051,726 From Transit 4,050,000 160,000 4,210,000 From Wastewater 2,755,000 3,000,000 (512,688) 5,242,312 From Water 967,500 1,500,000 1,323,876 3,791,376 From Landfill 4,790,000 897,471 5,687,471 From Stormwater 690,000 1,000,000 1,690,000 From Housing Authority 53,391 53,391 Total Transfers In:14,157,225$ 2,075,001$ 165,000$ 18,061,470$ 1,719,985$ 12,406,198$ 811,188$ 49,396,067$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 1,072,422$ 12,988,872 42,540$ -$ -$ 53,391$ -$ 14,157,225$ Road Use Tax Fund 650,259 650,259 Other Special Revenue Funds 1,238,943 350,799 1,589,742 Debt Service Fund 20,052 1,699,933 1,719,985 Enterprise Funds 4,491,314 75,687 7,839,197 12,406,198 Debt Service Reserves 811,188 811,188 Capital Project Funding 1,291,970 2,747,000 14,022,500 18,061,470 Total Transfers Out:8,114,701$ 16,812,617$ 1,742,473$ -$ -$ 22,726,276$ -$ 49,396,067$ City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2023 Transfers In Transfers Out 108 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Adopted 2021 Adopted 2022 Budget Change in FTEs FY2021-2022 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.50 5.50 5.50 5.50 5.50 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office (1)3.00 7.50 7.50 6.00 6.00 6.00 7.89 8.89 1.00 Human Resources 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Economic Development - - - 1.00 1.00 1.00 1.00 1.00 - Climate Action & Outreach - - - - - - 3.00 3.00 - Finance: Finance Adminstration (2)3.15 3.15 3.15 2.15 2.90 2.90 2.90 3.00 0.10 Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Accounting (2) (8)7.00 7.60 7.60 7.60 7.00 7.00 7.00 6.45 (0.55) Purchasing (2)3.44 3.44 3.50 3.50 3.50 3.50 3.50 3.95 0.45 Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 - Police: Police Administration 5.00 5.00 6.00 6.00 2.00 2.00 2.00 2.00 - Police Support Services (3) (4) (5)20.00 20.00 19.00 19.00 26.00 27.00 29.26 30.76 1.50 Police Field Operations 80.00 80.00 80.00 80.00 79.00 78.00 78.00 78.00 - Fire: Fire Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 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 4.83 5.33 4.33 5.00 4.00 5.00 4.00 4.00 - Recreation 15.42 14.42 15.42 14.75 14.00 14.50 14.50 14.50 - Park Maintenance Administration 2.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 - Park Maintenance Operations 11.00 12.00 15.00 15.00 15.00 14.00 14.00 14.00 - Forestry 3.00 3.00 3.00 3.00 5.00 5.00 7.00 7.00 - CBD Maintenance Operations 3.00 3.00 - - - - - - - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Library: General Library 42.38 42.27 43.27 43.27 43.27 43.15 43.02 43.02 - Library Board Controlled Funds 0.75 0.50 0.50 0.50 0.50 0.50 0.50 0.50 - Library Gifts and Bequests - - 0.40 0.40 0.40 0.40 0.40 0.40 - Library Foundation Office 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations 6.50 6.50 7.00 7.00 7.00 7.00 7.76 7.76 - Neighborhood & Dvlpmnt Services: Neighborhood & Dvlpmnt Admin 2.55 1.55 1.55 1.55 1.55 1.55 1.30 1.30 - Sustainability Services - 1.00 1.00 1.00 1.00 1.00 - - - Community Development 1.75 1.55 3.63 3.63 3.63 3.63 3.63 3.63 - Neighborhood Outreach 1.00 1.05 1.95 1.95 1.95 1.95 1.70 1.70 - Housing Inspection 5.25 5.55 6.20 6.20 8.30 8.30 8.80 8.80 - Economic Development 1.00 2.00 1.00 - - - - - - Building Inspection 6.30 7.30 7.30 7.30 7.30 7.30 8.80 8.80 - Urban Planning 2.50 3.50 3.50 4.00 4.00 4.00 4.50 4.50 - Public Works: Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.00 16.00 16.00 16.00 16.00 18.00 18.00 - City of Iowa City Personnel Full-Time Equivalents Last Eight Years 109 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Adopted 2021 Adopted 2022 Budget Change in FTEs FY2021-2022 City of Iowa City Personnel Full-Time Equivalents Last Eight Years Transportation Services: Transportation Services Admin - - 2.00 3.00 2.00 2.00 2.00 2.00 - CBD Maintenance Operations - - 1.00 1.00 1.00 1.00 1.00 1.00 - Sub-total General Fund 351.40 356.59 368.18 367.18 370.68 372.06 383.84 386.34 2.50 Special Revenue Funds Community Development Block Grant 2.48 2.38 - - - - - - - HOME Grant 0.50 0.45 - - - - - - - Road Use Tax:- Traffic Engineering 4.15 3.90 4.50 3.00 3.00 3.00 3.00 3.00 - Streets System Maintenance 25.50 25.25 25.50 29.00 29.00 29.00 29.00 29.00 - Metro Planning Org of Johnson Co 5.60 4.70 4.70 4.70 5.20 5.20 5.20 5.20 - Employee Benefits 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 - Sub-total Special Revenue Funds 38.78 37.23 35.25 37.25 37.75 37.75 37.75 37.75 - Enterprise Funds Parking 26.25 23.13 21.63 21.63 21.38 19.63 21.38 21.38 - Transit 51.25 51.13 50.63 50.63 50.38 50.38 51.13 51.13 - Wastewater 24.65 24.65 25.40 26.00 26.00 26.00 26.00 26.00 - Water 32.00 32.00 31.75 31.75 31.75 31.75 31.25 31.25 - Refuse Collection 19.35 17.85 17.50 17.50 17.88 18.88 19.38 19.38 - Landfill (6)16.50 15.50 14.00 14.00 14.88 15.88 15.88 16.13 0.25 Airport Operations 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Stormwater 2.60 2.60 2.10 1.50 1.50 2.50 2.00 2.00 - Cable Television 5.63 - - - - - - - - Housing Authority 10.19 10.19 9.60 9.60 9.50 9.50 10.62 10.62 - Sub-total Enterprise Funds 189.42 178.05 173.61 173.61 174.27 175.52 178.64 178.89 0.25 Capital Project Funds Iowa City Gateway Project 1.00 1.00 - - - - - - - West Side Levee Project 1.00 1.00 - - - - - - - Rocky Shore Lift Station Project - 2.00 - - - - - - - S. Wastewater Plant Expansion 3.00 - - - - - - - - Sub-total Capital Project Funds 5.00 4.00 - - - - - - - Total Budgetary Funds 584.60 575.87 577.04 578.04 582.70 585.33 600.23 602.98 2.75 Non-Budgetary Funds Internal Service Funds Equipment (7)10.75 10.75 10.75 10.75 10.75 10.75 11.75 12.00 0.25 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 9.80 10.80 9.80 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 22.85 23.85 22.85 22.85 23.85 24.10 0.25 Total Non-Budgetary Funds 22.91 22.91 22.85 23.85 22.85 22.85 23.85 24.10 0.25 Total Full-Time Equivalents 607.51 598.78 599.89 601.89 605.55 608.18 624.08 627.08 3.00 110 (1) A 1.00 FTE Pubic Safety Specialist was added to Communications. (2) The 1.00 FTE Controller position was converted to a 1.00 FTE Assistant Finance Director position and re-allocated between the Finance Administration, Accounting and Purchasing divisions. (3) A 1.00 FTE Civilian Supervisor Position was added in the fiscal year 2022 budget. (4) A .50 FTE Community Outreach Assistant position was added in the fiscal year 2022 budget. (5) A 1.00 FTE Police Sergeant position was converted to a 1.00 FTE Police Officer position in the fiscal year 2022 budget. (6) A .50 FTE Scalehouse Operator position increased to a .75 FTE position in the fiscal year 2022 budget. (7) The .75 FTE Buyer I position increased to 1.00 FTE in the fiscal year 2022 budget. (8) The 1.00 FTE Assistant Controller position was converted to a 1.00 FTE Accounting coordinator position. City of Iowa City Personnel Full-Time Equivalents Last Eight Years 0 100 200 300 400 500 600 700 2015 Adopted 2016 Adopted 2017 Adopted 2018 Adopted 2019 Adopted 2020 Adopted 2021 Adopted 2022 Budget FTE Summary by Fund Type Last Eight Years General Fund Special Revenue Funds Enterprise Funds Capital Project Funds Internal Service Funds 111 112 Expenditures GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Division Summaries F Y 2 0 2 2 113 114 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 2022, with revenue & transfers in and expenditures & transfers out projected at $72.7 and $71.5 million, respectively. A. General Fund Revenues Revenues & Transfers In 2019 Actual 2020 Actual 2021 Revised 2022 Budgeted 2023 Projected Property Taxes 34,728,747$ 35,626,227$ 39,719,610$ 40,567,644$ 41,784,673$ Other City Taxes 2,697,698 2,460,592 2,036,129 2,439,754 2,439,753 Licenses And Permits 2,981,465 2,352,233 2,559,780 2,563,680 2,563,680 Use Of Money And Property 1,568,506 1,091,682 589,480 802,367 802,367 Intergovernmental 4,098,694 4,008,624 6,008,733 4,001,938 4,001,938 Charges For Fees And Services 1,631,188 1,129,259 1,099,848 1,266,960 1,267,014 Miscellaneous 6,007,291 6,010,753 6,275,915 6,630,651 6,630,651 Other Financial Sources 2,565,872 1,414,383 1,151,184 581,147 581,147 Sub-total Revenues:56,279,461 54,093,751 59,440,679 58,854,141 60,071,223 Transfers In 14,070,366 15,150,816 16,649,360 13,777,353 14,157,225 Total Revenues & Transfers In 70,349,827$ 69,244,567$ 76,090,039$ 72,631,494$ 74,228,448$ 115 1. Property Taxes - Property tax revenue of $40.6 million is the primary funding source for General Fund operations, providing approximately 68.9% of total revenue, excluding transfers in, in fiscal year 2022. The fiscal year 2022 budget is an increase of 2.1% over the fiscal year 2021 revised budget of $39.7 million, and there is an average increase of 5.1% over the last five years. These totals do not include the transfer in of the Employee Benefits property tax levy from the Employee Benefits Fund. There are a number of factors which determine the City’s tax levy each year: property valuations by class, the state’s annual Assessment Limitation Order (rollback), TIF district reservations and rebates, statutory limits on individual tax levies, the City’s own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 100% Assessment - Property valuations are set by the City and County Assessor. State law requires that all real property be reassessed every two years, specifically in odd- numbered years. Since 2003, valuations within the Iowa City corporate limits have increased an average of 7.4% in revaluation years and 2.5% in non-revaluation years. Valuations reported by the Johnson County Auditor’s office for January 1, 2020 served as the basis for determining property tax revenue in fiscal year 2022. Their report indicates an 2.3% increase in total assessed value in the last year, from $6.86 billion to $7.02 billion. Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage in taxable value to agricultural valuations. The impact is that the percentage growth in taxable valuations for urban residential property each year is limited to either three percent (3%) or the growth in agricultural property, whichever is lower. Property Tax growth restrictions and rollbacks were changed with State legislation in 2013 with Iowa Senate File 295. That legislation added the following changes to property taxation: 1. the annual growth limitation on residential property of three percent (3%) was decreased from four percent (4%) starting in fiscal year 2015; 2. a rollback of ninety-five percent (95%) was added to commercial, industrial, and railroad property classes starting in fiscal year 2015 and was lowered to ninety percent (90%) starting in fiscal year 2016 3. the State added a reimbursement or “backfill” to jurisdictions for lost revenue due to the rollback of valuation on commercial, industrial, and railroad properties; this “backfill” is locked at the fiscal year 2017 amounts going forward starting in fiscal year 2018; 4. a new multi-residential class of property was added in fiscal year 2017 that has a declining rollback which will decrease each year until it matches the residential rollback percentage. 116 In fiscal year 2013, the rollback exempted $1.7 billion of Iowa City’s assessed valuation. In fiscal year 2022, the rollback will exempt $2.6 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2022 are 56.4094% and 84.0305%, respectively, compared to fiscal year 2021 rollbacks of 55.0743% and 81.4832%, respectively. Also, in fiscal year 2022 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2021. The multi-residential rollback in fiscal year 2022 is 67.50% compared to the fiscal year 2021 rate of 71.25%. The following graph illustrates the impact of the rollback on taxable valuations. 2. Other City Taxes - This category, estimated at $2.4 million in fiscal year 2022, includes Hotel Motel Taxes of $1,134,862, $390,142 in gas and electric excise taxes, and $883,660 in utility franchise taxes. The fiscal year 2022 budget is an increase of 19.8% over the fiscal year 2021 revised budget of $2.0 million, and there is an average increase of 0.1% over the last five years. a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at $1,134,862 in fiscal year 2022, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: 117 Convention & Visitor's Bureau 25.00% Police Patrol 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax 100.00% In addition, fifty percent (50%) of the hotel/motel taxes generated by the Hilton Garden Inn are transferred to the Tax Increment Financing Fund and then rebated back to the developer. This agreement started in fiscal year 2018 and will continue until fiscal year 2029. b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without gas and electric utility property valuations. The calculated difference is required to establish the General Property Tax Equivalents which is the basis of the Iowa Department of Revenue distribution formula. c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa state legislature during its 2009 session, establishing cities’ right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed and approved an ordinance establishing a one percent (1%) tax to be expended for the following purposes: 1) Inspecting, supervising and otherwise regulating the MidAmerican Energy Company’s gas and electric franchises. 2) Public safety, including the equipping of fire, police and emergency services. 3) Public infrastructure to support commercial and industrial economic development. Of the $883,660 estimate for fiscal year 2022, approximately $570,190 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 2022 budget for Licenses and Permits is estimated at $2.56 million. The fiscal year 2022 revenue is an increase of 0.2% over the fiscal year 2021 revised budget of $2.56 million, but the average over the last five years is a decrease of 5.1%. These decreases have been primarily due to decreases in construction permit and license revenue from fiscal year 2017 to 2018 and then again from 2019 to 2020 due to the COVID-19 pandemic. 118 4. Use of Money & Property - This revenue source consists of interest income and rents and is budgeted at $802,367 for fiscal year 2022. The fiscal year 2022 budget is an increase of 36.1% of the fiscal year 2021 revised budget of $589,480; additionally, there is an average increase of 7.5% over the last five years. The increase from the fiscal year 2021 estimate is from an increase in estimated interest income; the average increase over the last five years is a result of increased interest income and rent revenue. 5. Intergovernmental - This revenue category includes state and federal grants, 28E agreements, and contracts with local governmental entities. Intergovernmental revenue is budgeted at $4.01 million in fiscal year 2022. The fiscal year 2022 budget is a decrease of 33.4% of the fiscal year 2021 revised budget of $6.01 million, and there is an average increase of 5.7% over the last five years. The decrease in fiscal year 2022 is from a decrease in federal revenue largely attributed to CARES act funding received in fiscal year 2021, and the average increase over the last five years is from the increases in state and local 28E agreements. The majority of intergovernmental revenue is the result of 28E agreements with local entities for services provided to area residents, as shown in the following schedule. The largest of these agreements is for fire protection services to the University of Iowa, estimated at $2 million in fiscal year 2022, with $1.6 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits and into the Capital Projects Fund as reimbursements for a percentage of Fire capital asset replacement. FY2019 FY2020 FY2021 FY2022 FY2023 Intergovernmental Funding Actual Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services 227,451$ 242,531$ 283,530$ 265,291$ 265,291$ IC Comm. Schools - Mercer Pool 95,560 97,395 95,560 97,400 97,400 County, Univ Heights, Hills - Library 542,174 565,694 584,610 610,820 610,820 Johnson County - Senior Center 60,000 60,000 60,000 60,000 60,000 Downtown District - Police Department 20,000 20,000 20,000 20,000 20,000 University Heights - Fire Department 32,186 32,498 32,818 34,343 34,343 University Heights - Revenue - 552 1,100 640 640 JECC - Accounting 29,150 29,879 30,450 31,050 31,050 Local Governmental Revenue:1,006,521 1,048,550 1,108,068 1,119,544 1,119,544 State Revenue: Public Safety Grants 5,742 4,725 825 825 825 University of Iowa - Fire Protection 1,600,044 1,643,190 1,643,190 1,643,190 1,643,190 Operating Grants 69,584 66,984 69,580 66,980 66,980 Property Tax Credits 908,337 903,008 1,146,049 925,241 925,241 Other State Grants 3,333 - - - - Total State Revenue:2,587,040 2,617,907 2,859,644 2,636,236 2,636,236 Federal Revenue: Public Safety Grants 497,107 342,168 255,439 246,158 246,158 Department of Interior 8,026 - - - - CARES Act - - 1,785,582 - - Total Federal Revenue:505,133 342,168 2,041,021 246,158 246,158 Total - Intergovernmental Funding:4,098,694$ 4,008,624$ 6,008,733$ 4,001,938$ 4,001,938$ 119 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 $1.27 million in fiscal year 2022. The fiscal year 2022 revenue is an increase of 15.2% of the fiscal year 2021 revised budget of $1.10 million; however, there is an average decrease of 4.2% over the last five years. The increase in the fiscal year 2022 budget is due to lower expected revenues in fiscal year 2021 due to COVID-19 related facility closures; the average decrease over the past five years is a result of decreases in building and development fees in fiscal year 2018 and the impact of the COVID-19 pandemic in fiscal years 2020 and 2021. 7. Miscellaneous - Miscellaneous revenue is budgeted at $6.6 million in fiscal year 2022. This category includes a variety of revenue sources, including parking fines ($248,220), magistrate court fines and surcharges related to code enforcement ($306,900) and library fines ($50,000). Also included within this category are internal chargebacks of $5.2 million to the City’s Capital Projects Fund for legal and engineering services, and to the enterprise funds for administrative services. The fiscal year 2022 revenue is an increase of 5.7% of the fiscal year 2021 revised budget of $6.3 million and there is an average increase of 3.8% over the last five years. The average increase amounts are due to the increases in administrative chargebacks. 8. Other Financing Sources – Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $581,147 in fiscal year 2022, which is a decrease of 49.5% from the fiscal year 2021 revised budget of $1.2 million. The decrease is from home sales in the UniverCity and South District home programs. The UniverCity and South District home activities are budgeted at $1.0 million in fiscal year 2021, which consists of the proceeds from the sale of assets of $950,000. There is an average decrease of 12.2% over the last five years. These decreases are due to discontinuing the use of bank loans for the UniverCity program. Purchases of properties for the UniverCity and South District home programs are now made without the use of bank lines of credits. 9. Transfers In - The category is budgeted at $13.8 million in fiscal year 2022. This includes an approximate $12.5 million transfer-in of the Employee Benefits Levy from the Employee Benefits Fund. This category also includes General Fund intra-fund transfers to equipment replacement reserves and transfers in from other funds to support specific staff positions and expenditures. 120 B. General Fund Expenditures Expenditures &2019 2020 2021 2022 2023 Transfers Out Actual Actual Revised Budget Projected Personnel 40,394,639$ 41,749,108$ 46,603,433$ 47,740,997$ 49,173,227$ Services 10,300,482 10,712,663 12,553,726 11,157,708 11,348,067 Supplies 1,576,896 1,386,717 1,846,995 1,797,379 1,833,198 Capital Outlay 2,539,980 2,437,531 2,670,650 2,201,925 1,890,957 Other Financial Uses 682,500 951,500 - - - Contingency - - 617,000 629,000 637,500 Sub-total Expenditures:55,494,497 57,237,518 64,291,804 63,527,009 64,882,949 Transfers Out 11,961,397 9,661,841 10,683,752 7,947,687 8,114,701 Total Expenditures & Transfers Out 67,455,894$ 66,899,359$ 74,975,556$ 71,474,696$ 72,997,650$ 121 1. Personnel - Personnel costs account for approximately 75.2% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2022. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $11.16 million in fiscal year 2022. Initial projections were based on fiscal year 2020 actual expenditures and projected at 2.52% 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: $660,250 Aid to Human Service Agencies $393,200 Community Event / Program Funding $253,092 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 2022. Individual items costing under $5,000 are considered supplies. This limit is consistent with the threshold utilized to capitalize assets for the annual report. 4. Capital Outlay – The general fund capital outlay is budgeted at $2.2 million in fiscal year 2022 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 $0 in fiscal year 2022. This category previously consisted of loan repayments to financial institutions that are from the homes sold in the UniverCity program. Starting in fiscal year 2021, loans were no longer used to purchase homes for neither the UniverCity nor South District home programs. 6. Contingency - A General Fund contingency amount is established each fiscal year for 122 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 $629,000 in fiscal year 2022. 7. Transfers Out - This category is budgeted at $7.95 million in fiscal year 2022. 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 $1.3 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 6/30/21 Total Payment FY22 FY22 Principal FY22 Interest 2019 Public Works Facility Loan 6/30/2019 $ 2,100,000 2039 $ 1,912,001 $139,759 $ 111,841 $ 27,918 C. Fund Balance It is part of the City’s Financial & Fiscal Policies that the General Fund’s unassigned fund balance shall not fall below twenty-five percent (25%) of total revenues and transfers in and not grow greater than thirty-five percent (35%). This policy also states that fund balance in excess of thirty percent (35%) of revenues and transfers in will be transferred to the City’s Emergency Fund, used to retire outstanding debt, used to provide property tax relief, or be used for facility replacement. General Fund unassigned fund balance was transferred into the Emergency Fund starting in fiscal year 2014. Transfers into the Emergency Fund have totaled $6.15 million from fiscal year 2014 through fiscal year 2020. No transfer is being proposed in fiscal year 2021 or fiscal year 2022. Emergency Fund’s estimated balance is $5.2 million at the end of fiscal year 2022. General Fund unassigned fund balance was also transferred into the Facility Master Plan Reserve, within the General Fund, in the fiscal year 2019 and fiscal year 2020 at $2 million each year. In fiscal year 2021 and fiscal year 2022 transfers are expected to be $4 million and $1 million, respectively. This fund is assigned for implementation of the 2012 Facilities Space Needs Study and Master Plan. General Fund’s unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until October/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 123 3 Months @ Sept. 30 Receipts Expenditures Shortfall FY2021 9,621,807$ 14,521,703$ (4,899,896) FY2020 9,517,460 15,862,567 (6,345,107) FY2019 9,833,115 15,455,184 (5,622,069) FY2018 7,859,044 14,422,373 (6,563,329) FY2017 7,917,409 15,727,049 (7,809,640) FY2016 10,402,991 13,341,071 (2,938,080) FY2015 7,163,587 13,309,505 (6,145,918) FY2014 11,705,632 15,145,130 (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) D. Long-term Projections Future property tax revenues were projected to grow 3.00% for fiscal year 2023, 2.41% for 2024, 3.00% in fiscal year 2025 through fiscal year 2027. 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. 124 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Fund Balance, July 1 40,724,250$ 36,401,766$ 39,295,700$ 41,640,908$ 42,755,391$ 43,912,189$ Revenues: Property Taxes 32,902,940$ 34,728,747$ 35,626,227$ 39,719,610$ 40,567,644$ 41,784,673$ Other City Taxes 2,460,404 2,697,698 2,460,592 2,036,129 2,439,754 2,439,754 Licenses And Permits 2,734,068 2,981,465 2,352,233 2,559,780 2,563,680 2,563,680 Use Of Money And Property 1,137,695 1,568,506 1,091,682 589,480 802,367 802,367 Intergovernmental 3,783,350 4,098,694 4,008,624 6,008,733 4,001,938 4,001,938 Charges For Fees And Services 1,497,214 1,631,188 1,129,259 1,099,848 1,266,960 1,267,014 Miscellaneous 5,787,400 6,007,291 6,010,753 6,275,915 6,630,651 6,630,651 Other Financial Sources 1,577,306 2,565,872 1,414,383 1,151,184 581,147 581,147 Sub-Total Revenues 51,880,377 56,279,461 54,093,751 59,440,679 58,854,141 60,071,224 Transfers In: Operating Transfers In 10,195,430 14,070,366 15,150,816 16,649,360 13,777,353 14,157,225 Sub-Total Transfers In 10,195,430 14,070,366 15,150,816 16,649,360 13,777,353 14,157,225 Total Revenues & Transfers In 62,075,807$ 70,349,827$ 69,244,567$ 76,090,039$ 72,631,494$ 74,228,449$ Expenditures by Department: City Council 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$ City Clerk 491,517 540,893 491,473 557,494 625,557 609,615 City Attorney 765,417 751,266 836,849 871,776 871,284 896,855 City Manager 3,083,553 3,944,970 3,727,694 5,546,166 4,391,026 4,504,780 Finance 3,805,542 3,970,187 4,089,409 4,908,111 4,696,984 4,796,670 Police 13,809,546 14,073,156 14,503,070 15,777,126 16,146,156 16,547,169 Fire 8,030,716 8,292,055 8,477,010 9,048,784 9,194,319 9,448,125 Parks and Recreation 7,993,287 8,191,404 8,574,237 10,376,271 10,351,896 10,404,878 Library 6,400,494 6,403,794 6,327,197 6,949,366 7,104,248 7,262,683 Senior Center 888,544 865,825 913,616 1,027,646 1,059,527 1,093,382 Neighborhood & Development Services 4,938,698 5,619,169 6,066,892 5,309,960 5,147,115 5,269,034 Public Works 1,909,621 2,105,423 2,478,291 3,103,713 3,148,619 3,238,417 Transportation Services 488,203 625,773 602,569 657,462 637,850 654,925 Sub-Total Expenditures 52,714,596 55,494,497 57,237,518 64,291,804 63,527,009 64,882,949 Transfers Out: Capital Project Fund 9,333,240 4,482,101 1,988,176 1,148,470 1,263,470 1,291,970 GO Bond Abatement 20,052 20,052 20,052 20,052 20,052 20,052 General Levy 183,788 184,551 168,970 158,127 171,789 173,943 Emergency Fund - 450,000 500,000 - - - Facility Master Plan Reserve - 2,000,000 2,000,000 4,000,000 1,000,000 1,000,000 Interfund Loan Repayment to Landfill - - 77,821 110,178 111,842 113,531 Transfers Out - Transit Fund 3,376,455 3,563,749 3,660,631 4,080,088 4,142,112 4,265,783 Transfers Out - Affordable Housing Fund 650,093 1,002,700 1,000,000 1,000,000 1,000,000 1,000,000 Misc Transfers Out 120,068 258,243 246,191 166,837 238,422 249,422 Sub-Total Transfers Out 13,683,695 11,961,397 9,661,841 10,683,752 7,947,687 8,114,701 Total Expenditures & Transfers Out 66,398,291$ 67,455,893$ 66,899,359$ 74,975,556$ 71,474,696$ 72,997,650$ Fund Balance, June 30 36,401,766$ 39,295,700$ 41,640,908$ 42,755,391$ 43,912,189$ 45,142,988$ Restricted / Committed /Assigned 7,034,006 9,053,822 11,469,555 15,507,742 16,540,004 17,644,548 Unassigned Balance 29,367,761$ 30,241,877$ 30,171,353$ 27,247,649$ 27,372,184$ 27,498,440$ % of Revenues & Transfers In 47%43%44%36%38%37% General Fund (1000 - 1027) Fund Summary 125 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Assigned: (Available for current and / or future operations) Library Special Revenue Funds 898,683$ 986,872$ 1,189,393$ 1,229,689$ 1,331,083$ 1,452,454$ Library Foundation Development (3,976) (4,075) (5,029) (5,029) (5,029) (5,029) Library Equipment Replacement Reserve 261,786 323,289 347,261 408,764 432,736 455,939 Senior Center Gift Funds 2,875 799 813 813 813 813 Cable Replacement Reserves 151,584 123,529 133,529 143,529 153,529 163,529 Energy Efficiency Revolving Loan Fund 226,416 - - - - - Facility Master Plan Reserve - 2,000,000 4,000,000 8,000,000 9,000,000 10,000,000 Animal Shelter Bequest Funds 135,048 148,119 148,670 148,670 145,518 145,518 1,672,415$ 3,578,533$ 5,814,637$ 9,926,436$ 11,058,649$ 12,213,223$ Committed: (Available for current and / or future operations) Emergency Funds 4,961,882$ 5,068,879$ 5,239,582$ 5,239,582$ 5,239,582$ 5,239,582$ 4,961,882$ 5,068,879$ 5,239,582$ 5,239,582$ 5,239,582$ 5,239,582$ Restricted: (Not available for general operations) Police Forfeiture Share 236,724$ 196,844$ 276,567$ 205,955$ 106,004$ 56,004$ Police Abandon Property 46,636 17,058 17,655 17,655 17,655 17,655 Cemetery Perpetual Care 116,348 119,058 121,114 118,114 118,114 118,084 Public Art - 73,450 - - - - 399,708$ 406,411$ 415,336$ 341,724$ 241,773$ 191,743$ Total Assigned / Committed / Restricted:7,034,006$ 9,053,822$ 11,469,555$ 15,507,742$ 16,540,004$ 17,644,548$ Unassigned 29,367,761 30,241,877 30,171,353 27,247,649 27,372,184 27,498,440 General Fund Ending Fund Balance 36,401,766$ 39,295,700$ 41,640,908$ 42,755,391$ 43,912,189$ 45,142,988$ General Fund Assigned, Committed & Restricted Fund Balance 126 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Property Taxes Property Taxes 32,902,940$ 34,728,747$ 35,626,227$ 39,719,610$ 40,567,644$ 41,784,673$ Other City Taxes Gas/Electric Excise Tax 402,645 396,527 410,985 385,919 390,142 390,142 Mobile Home Tax 36,004 34,654 31,092 34,660 31,090 31,090 Hotel/Motel Tax 1,045,696 1,301,827 1,134,864 650,860 1,134,862 1,134,862 Utility Franchise Tax 976,060 964,690 883,652 964,690 883,660 883,660 Licenses And Permits General Use Permits 71,654 73,856 15,063 14,180 63,210 63,210 Food & Liq Licenses 110,377 126,709 95,476 126,710 95,480 95,480 Professional License 7,605 6,150 3,925 6,160 5,050 5,050 Franchise Fees 662,448 586,428 438,753 580,000 581,900 581,900 Const Per & Ins Fees 1,850,539 2,141,423 1,742,746 1,794,820 1,774,840 1,774,840 Misc Lic & Permits 31,445 46,899 56,269 37,910 43,200 43,200 Use Of Money And Property Interest Revenues 655,650 1,136,303 775,987 286,068 435,647 435,647 Rents 459,331 410,623 296,209 281,949 352,410 352,410 Royalties & Commiss 22,714 21,580 19,486 21,463 14,310 14,310 Intergovernmental Fed Intergovnt Rev 77,632 505,133 342,168 2,041,021 246,158 246,158 Property Tax Credits 899,593 908,337 903,008 1,146,049 925,241 925,241 State 28E Agreements 1,538,421 1,600,044 1,643,190 1,643,190 1,643,190 1,643,190 Operating Grants 73,825 69,584 66,984 69,580 66,980 66,980 Disaster Assistance 4,235 - - - - - Other State Grants 211,482 9,075 4,725 825 825 825 Local 28E Agreements 978,161 1,006,521 1,048,550 1,108,068 1,119,544 1,119,544 Charges For Fees And Services Building & Devlpmt 477,627 584,388 383,299 390,760 373,910 373,910 Police Services 127,496 149,766 188,901 30,000 98,710 98,710 Animal Care Services 10,775 14,922 13,484 14,920 13,480 13,480 Fire Services 7,632 9,060 8,880 9,060 8,880 8,880 Transit Fees 955 - (50) - - - Culture & Recreation 774,778 767,966 467,105 568,278 696,126 696,126 Misc Charges For Svc 66,214 68,544 51,824 50,290 60,034 60,034 Water Charges 5,412 5,574 5,275 5,570 5,280 5,333 Refuse Charges 317 218 101 220 100 101 Parking Charges 26,010 30,750 10,440 30,750 10,440 10,440 Miscellaneous Code Enforcement 232,315 278,070 300,368 68,100 306,900 306,900 Parking Fines 319,868 362,426 248,220 325,000 248,220 248,220 Library Fines & Fees 143,285 135,183 60,545 10,000 50,000 50,000 Contrib & Donations 746,621 435,580 364,504 309,310 355,050 355,050 Printed Materials 41,117 46,900 38,217 46,710 38,175 38,175 Animal Adoption 12,955 45,839 62,646 35,000 45,000 45,000 Misc Merchandise 24,775 21,077 12,818 19,910 18,930 18,930 Intra-City Charges 3,936,476 4,396,524 4,624,134 5,059,050 5,166,875 5,166,875 Other Misc Revenue 329,180 285,124 299,006 402,265 401,211 401,211 Special Assessments 808 568 294 570 290 290 Other Financial Sources Sale Of Assets 920,174 1,585,434 812,155 1,051,700 521,242 521,242 Bonds 17,357 - - - - - Loans 639,775 980,438 602,228 99,484 59,905 59,905 Total Revenues 51,880,377$ 56,279,461$ 54,093,751$ 59,440,679$ 58,854,141$ 60,071,224$ General Fund Revenues by Type 127 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection City Council City Council 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$ City Clerk City Clerk 491,517 540,893 491,473 557,494 625,557 609,615 City Attorney City Attorney 765,417 751,266 836,849 871,776 871,284 896,855 City Manager City Manager 737,126 787,008 761,394 892,551 802,778 824,634 Communications Office 718,093 804,935 799,709 1,020,927 1,086,042 1,116,152 Human Resources 482,968 523,801 543,564 614,702 646,814 664,033 Human Rights 332,455 432,981 408,832 1,456,824 497,977 510,714 Economic Development 812,912 1,396,245 1,199,196 1,141,549 1,003,529 1,025,212 Climate Action & Outreach - - 14,999 419,613 353,886 364,034 Finance Finance Adminstration 1,536,946 1,741,922 1,799,617 2,413,556 2,233,546 2,265,371 Accounting 805,002 744,479 817,136 871,611 809,413 832,554 Purchasing 350,638 364,063 367,071 407,620 473,983 487,735 Revenue 1,112,956 1,119,723 1,105,586 1,215,324 1,180,042 1,211,010 Police Police Administration 1,116,173 574,814 604,952 650,883 635,365 651,110 Police Support Services 2,252,663 2,922,558 3,376,557 3,632,074 3,903,790 4,015,280 Police Field Operations 10,440,709 10,575,784 10,521,560 11,494,169 11,607,001 11,880,779 Fire Fire Administration 932,672 874,148 901,195 959,049 964,765 984,891 Fire Emergency Operations 6,737,948 7,053,288 7,180,745 7,665,896 7,791,466 8,010,362 Fire Prevention 205,487 207,419 214,658 234,766 248,027 254,888 Fire Training 154,609 157,201 180,412 189,073 190,061 197,985 Parks and Recreation Park and Rec Admin 1,111,340 1,132,359 1,164,322 1,218,349 1,288,369 1,306,475 Recreation 3,143,589 2,986,271 2,897,238 3,714,613 3,816,168 3,902,748 Park Maintenance 3,390,502 3,723,027 4,129,820 5,025,451 4,818,352 4,754,655 Cemetery Operations 347,855 349,747 382,858 417,858 429,007 441,000 Library Library Operations 6,282,036 6,281,591 6,199,145 6,732,221 6,882,797 7,034,588 Library Foundation Office 118,457 122,203 128,052 217,145 221,451 228,095 Senior Center Senior Center 888,544 865,825 913,616 1,027,646 1,059,527 1,093,382 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 461,966 460,228 480,114 295,363 275,349 283,105 Neighborhood Services 3,067,334 3,559,545 3,829,745 3,064,613 2,957,136 3,017,516 Development Services 1,409,397 1,599,396 1,757,032 1,949,984 1,914,630 1,968,413 Public Works Public Works Administration 328,547 336,644 433,948 594,674 570,870 585,744 Engineering Services 1,581,073 1,768,779 2,044,343 2,509,039 2,577,749 2,652,673 Transportation Services Administration 488,203 625,773 602,569 657,462 637,850 654,925 Total Expenditures 52,714,596$ 55,494,497$ 57,237,518$ 64,291,804$ 63,527,009$ 64,882,949$ General Fund Expenditures by Department and Division 128 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: FY2020 FY2021 FY2022 Total FTE’s 7.00 7.00 7.00 Financial Highlights: Service expenditures include the City’s dues for the memberships such as the Iowa League of Cities, Iowa Metro Coalition, National League of Cities, and U.S. Conference of Mayors. Travel and training expenditures have decreased from fiscal year 2021. 129 Activity: City Council (110100)Fund: General (1000) Division: City Council Department: City Council 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$ Total Revenues 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$ Expenditures: Personnel 55,329$ 54,282$ 76,289$ 94,255$ 94,045$ 96,866$ Services 51,272 55,087 45,980 60,516 55,902 57,020 Supplies 2,860 1,211 26,942 3,158 2,480 2,530 Total Expenditures 109,461$ 110,580$ 149,212$ 157,929$ 152,427$ 156,416$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 130 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, cemetery deeds, parade and public assembly permits, and various other permits are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. 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: • Created an online form for Community Police Review Board complaints • Switched to online liquor license applications through EnerGov • Created a webpage for online liquor licensing instructions and information • Revisions to forms and processes for agendas, minutes, and notices due to COVID • Scanned Board of Adjustment Decisions from 1987 to the present into Laserfiche for easier access by staff and the public Upcoming Challenges: • Educating liquor applicants of the new process and ensuring they provide the information needed • Ongoing updates for the older section (Block 1) of Oakland Cemetery; issuance of electronic deeds 131 • 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 Staffing: FY2020 FY2021 FY2022 Total FTE’s 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Fiscal year 2022 Services expenditures increased by 28.42% due to City Council biennial election expenses in fiscal year 2022. 132 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Ordinances & Resolutions Received and Finalized (with attached documents e.g. Contracts) 417 377 346 362 376 Legal Publications Published 636 585 552 426 550 Notice to Bidders Posted 44 33 23 32 33 Council Meeting and Information Packets Distributed 112 121 107 124 116 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Number of Licenses and Permits Processed 667 521 685 530 601 Board & Commission Applications Processed 85 78 111 170 111 Promote an Inclusive and Resilient Economy Throughout the City, Enhance Community Mobility for All Residents, Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Maintain a Solid Financial Foundation, Strengthen Community Engagement and Intergovernmental Relations, Demonstrate Leadership in Climate Action, Advance Social Justice, Racial Equity, and Human Rights Foster Healthy Neighborhoods and Affordable Housing 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. 133 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Number of Committees/ Commissions Meetings Staffed (Diversity; Charter Review; Community Police Review Board; Senior Services) 13 13 15 10 13 Number of Council folders converted from microfilm 184 N/A N/A N/A N/A Number of Images converted from microlfim - Council folders 114,883 66,163 N/A N/A N/A Number of Images Electronically Archived (JC Recorder and Project Files)9,108 6,030 10,974 7,932 8,511 Number of Board and Commission Meeting Packets Archived 147 171 155 170 161 Strengthen 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. 134 Activity: City Clerk (120100)Fund: General (1000) Division: City Clerk Department: City Clerk 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 468,644$ 503,485$ 473,249$ 499,679$ 558,444$ 541,495$ Licenses And Permits Professional License 4,925 3,505 1,595 3,510 1,600 1,600 Miscellaneous Code Enforcement 114 23,537 - 5,000 6,000 6,000 Other Misc Revenue 10,371 9,013 9,150 8,980 9,150 9,150 Printed Materials 46 46 5 - - - Other Financial Sources Sale Of Assets 53 - - - - - Total Revenues 484,152$ 539,586$ 483,998$ 517,169$ 575,194$ 558,245$ Expenditures: Personnel 379,113$ 410,597$ 392,780$ 407,561$ 434,252$ 447,279$ Services 94,702 125,985 88,856 108,825 139,757 109,757 Supplies 10,337 3,004 2,363 783 1,185 1,209 Total Expenditures 484,152$ 539,586$ 483,998$ 517,169$ 575,194$ 558,245$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 7,365$ 1,307$ 7,475$ 40,325$ 50,363$ 51,370$ Total Revenues 7,365$ 1,307$ 7,475$ 40,325$ 50,363$ 51,370$ Expenditures: Personnel 112$ 64$ -$ -$ -$ -$ Services 7,253 1,244 7,475 40,325 50,363 51,370 Total Expenditures 7,365$ 1,307$ 7,475$ 40,325$ 50,363$ 51,370$ Activity Summary Activity Summary 135 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: FY2020 FY2021 FY2022 Total FTE’s 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget Financial Highlights: Services expenditures for the fiscal year 2022 budget increased by 13.1% primarily due to higher ITS chargebacks. Additionally, Supplies expenditures increased by 23.9% due to the purchase of additional subscription reference materials in the fiscal year 2022 budget year. 136 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Ordinances & Resolutions Approved (with attached documents e.g. Contracts) 417 377 346 362 376 Public Meetings of City Council, Boards and Commissions Staffed by City Attorney’s Office 82 81 70 66 70 Cases in State and Federal Courts and Administrative Agencies 22 24 28 26 26 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Prosecution of Simple Misdemeanors 140 174 154 64 150 Municipal Infraction Cases 79 102 209 55 175 Housing Authority Hearings 20 26 30 25 30 Strategic Plan Goal: Department Goal/Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Number of Closings 10 11 6 5 5 Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote an Inclusive and Resilient Economy Throughout the City, Enhance Community Mobility for All Residents, Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice, Racial Equity, and Human Rights 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 and Affordable Housing Throughout the City 137 Activity: City Attorney (130100)Fund: General (1000) Division: City Attorney Department: City Attorney 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 697,024$ 695,987$ 761,508$ 814,356$ 795,404$ 819,856$ Miscellaneous Code Enforcement 585 90 65 600 600 600 Intra-City Charges 67,300 55,011 74,590 56,650 74,590 75,709 Other Misc Revenue 489 166 686 170 690 690 Printed Materials - 12 - - - - Other Financial Sources Sale Of Assets 19 - - - - - Total Revenues 765,398$ 751,266$ 836,849$ 871,776$ 871,284$ 896,855$ Expenditures: Personnel 719,637$ 708,247$ 747,533$ 815,953$ 814,499$ 838,934$ Services 35,885 34,142 38,026 40,498 45,781 46,697 Supplies 9,896 8,876 9,701 8,884 11,004 11,224 Capital Outlay - - 41,589 6,441 - - Total Expenditures 765,417$ 751,266$ 836,849$ 871,776$ 871,284$ 896,855$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Software 6,441$ -$ Total Capital Outlay 6,441$ -$ Activity Summary 138 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 six operating divisions within the City Manager’s Office: City Manager, Communications Office, Human Resources, Human Rights, Economic Development, and Climate Action and Outreach. Staffing: FY2020 FY2021 FY2022 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing changes for the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2022 budget. Financial Highlights: Fiscal year 2022 Services expenditures decreased by $62,530 or 22.2% due to a decrease for Community Sponsored Events because of the expiration of a three-year collaboration with the University of Iowa’s Big Splash event. Services expenditures also decreased due to a reduction of consulting expenditures. 139 Activity: City Manager (210100)Fund: General (1000) Division: City Manager Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 736,746$ 785,103$ 761,394$ 892,551$ 802,778$ 824,634$ Miscellaneous Misc Merchandise 380 1,905 - - - - Total Revenues 737,126$ 787,008$ 761,394$ 892,551$ 802,778$ 824,634$ Expenditures: Personnel 527,392$ 546,676$ 525,384$ 607,669$ 579,993$ 597,393$ Services 206,103 236,777 233,765 281,168 218,638 223,011 Supplies 3,631 3,555 2,246 3,714 4,147 4,230 Total Expenditures 737,126$ 787,008$ 761,394$ 892,551$ 802,778$ 824,634$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 140 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’s public website and employee intranet, manages social media, and collaborates with our Cable staff to create and share photography and video content for television, social media, and general City news. The team coordinates with City staff to 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. The division also provides creative services and Communications support throughout the organization, and staffs the front lobby information desk, which serves as the customer service hub of City Hall. Cable TV 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. 141 HIGHLIGHTS The Cable TV Office merged into the Communications Office six years ago, which has allowed the Communications Office to provide a coordinated and broad range of services and expertise to our City-produced news, streamlining 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 • Changing how the City does business and communicates with the public during COVID • Administer the City Zoom account to make virtual meetings accessible to the public; provide staff support • Creation of weekly Community Connection, a video series with the Mayor to share relevant information through the COVID crisis, and other events • Created Facebook Live video updates in multiple languages during pandemic onset • Helped to create and implement City’s First Climate Action Expo • Reimagined annual events to provide virtual experiences • Implemented ADA accessible web forms to continue business online • New website • Increased engagement with marginalized community • Increased engagement with our student population • Creative solutions for video coverage of virtual events • Adding closed-captioning to online videos • Increased Equity & Human Rights focus on initiatives – Equity toolkit • Continued conversion of forms to ADA compliant forms with IT help, will improve website accessibility • Improve public safety messaging • Grew the City Channel 4 YouTube channel’s subscribership by 60 percent since January 2020 • Increased video content for the City’s Instagram account Staffing: FY2020 FY2021 FY2022 Total FTE’s 6.00 7.89 8.89 Staffing Level Change Summary: The fiscal year 2022 budget includes the addition of a 1.0 FTE Public Safety Specialist position. 142 Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures in the Communications Office budget increased by 56.6% in fiscal year 2022 primarily due to the increase in software costs and purchases. Services expenditures in the Cable Administration budget increased by 21.2% in fiscal year 2022 due to the purchase of closed-captioning services. 143 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Social media growth and digital outreach growth using e-subscription service FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Twitter (followers)8,693 9,655 10,900 12,000 13,000 Facebook (Likes)5,753 7,517 10,223 12,500 15,000 Instagram (followers)1,554 2,240 4,084 4,750 6,000 Media release activity 1,588 1,584 1,594 1,586 1,586 E-subscriptions 19,401 21,175 24,060 26,500 29,000 Video Programming FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Programming promoting urban core activities and organizations 100 115 101 108 115 Programming promoting general City initiatives, projects, and public input 222 322 341 360 379 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 Strengthen Community Engagement and Intergovernmental Relations Increase opportunities for public engagement and education. 144 Activity: Communications Office (210200)Fund: General (1000) Division: Communications Office Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 338,251$ 367,790$ 383,187$ 556,478$ 595,167$ 611,166$ Total Revenues 338,251$ 367,790$ 383,187$ 556,478$ 595,167$ 611,166$ Expenditures: Personnel 244,752$ 241,579$ 286,245$ 327,194$ 409,576$ 421,863$ Services 36,524 24,840 62,607 127,798 83,074 84,735 Supplies 56,975 101,371 34,335 65,486 102,517 104,567 Capital Outlay - - - 36,000 - - Total Expenditures 338,251$ 367,790$ 383,187$ 556,478$ 595,167$ 611,166$ Personnel Services - FTE 2018 2019 2020 2021 2022 Communications Creative Assistant - - - 0.63 0.63 Communications Aide - - - 1.26 1.26 Communications Coordinator 1.00 1.00 1.00 1.00 1.00 Digital Communications Spec 1.00 1.00 1.00 1.00 1.00 Public Safety Specialist - - - - 1.00 Total Personnel 2.00 2.00 2.00 3.89 4.89 Capital Outlay 2021 2022 Laserfiche licenses 36,000$ -$ Total Capital Outlay 36,000$ -$ Activity Summary 145 Activity: Cable Administration (210251)Fund: General Fund (1000) Division: Communications Office Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Franchise Fees 662,448$ 586,428$ 438,753$ 580,000$ 581,900$ 581,900$ Miscellaneous Contrib & Donations - 2 - - - - Other Misc Revenue 41 503 - - - - Total Revenues 662,489$ 586,933$ 438,753$ 580,000$ 581,900$ 581,900$ Expenditures: Personnel 330,185$ 352,075$ 372,022$ 411,442$ 429,376$ 442,257$ Services 41,915 36,963 40,878 45,724 55,419 56,527 Supplies 2,490 10,053 3,621 7,283 6,080 6,202 Total Expenditures 374,590$ 399,090$ 416,522$ 464,449$ 490,875$ 504,986$ Personnel Services - FTE 2018 2019 2020 2021 2022 Communications Tech - Cable 1.00 1.00 1.00 1.00 1.00 Media Production Assistant - - - 1.00 1.00 Media Production Service Coordinator 1.00 1.00 1.00 1.00 1.00 Production Asst - Cable T.V. 1.00 1.00 1.00 1.00 1.00 Special Projects Asst - Cable 1.00 1.00 1.00 - - Total Personnel 4.00 4.00 4.00 4.00 4.00 Activity: Cable Reserves (210257)Fund: Cable Replacement Reserves (1007) Division: Communications Office Department: City Manager 2018 2019 2020 2021 2022 2023 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 5,251$ 38,054$ -$ -$ -$ -$ Total Expenditures 5,251$ 38,054$ -$ -$ -$ -$ Activity Summary Activity Summary 146 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 promotional testing in compliance with Chapter 400 of the Iowa Code resulting in promotional lists for the ranks of Police Captain, Police Lieutenant, and Police Sergeant • Completed promotional testing in compliance with Chapter 400 of the Iowa Code resulting in promotional lists for the positions of Deputy Fire Chief, Battalion Chief, Fire Captain and Fire Lieutenant • Completed update and revision of City Personnel Policies • Implemented requirements to comply with Federal Motor Carrier Safety Administration Drug and Alcohol Clearinghouse which launched in January 2020 • Created necessary policy and administrative procedures to meet requirements of Families First Coronavirus Relief Act • Settled voluntary five-year collective bargaining agreement with Police union • With City Manager’s Office, conducted Police Chief recruitment in compliance with Chapter 400 of the Iowa Code • Coordinated and staffed Civil Service Commission appeal hearing for terminated police officer • Navigated and advised on numerous staffing, labor, operational, and employee leave issues related to COVID-19 • Completed various Diversity, Equity, and Inclusion initiatives related to the City’s hiring and recruitment processes including mandating inclusion of DEI focused interview 147 questions, candidate interview preparation efforts, staff and recruitment demographic reporting/analysis, new supervisor DEI training, and recruitment outreach Upcoming Challenges: • Post collective bargaining law reform labor negotiations with AFSCME • FTA Triennial Review • Police and Fire promotional testing in fiscal year 2022 • Potential Police Officer recruitment Staffing: FY2020 FY2021 FY2022 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Services expenditures increased by 17.1% in fiscal year 2022 over the fiscal year 2021 budget due to the consultant services required for Police and Fire promotional testing. 148 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number of Internal Hires 42 45 48 45 40 Number of External Hires 125 144 118 129 116 Positions posted but not filled 10 7 11 12 10 Averages FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Days to Fill Vacant Position 70.87 61.05 74.42 68 70 Advertising Expense per External Hire $41.92 $68.06 $19.67 $43.50 $50.00 Applicants per Hire 26.83 15.7 18.09 15 15 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate City Employee Turnover Rate 5.07%8.59%8.73%8.75%9.00% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. To employ effective and efficient recruitment practices in a cost-effective manner. Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. 149 Activity: Human Resources (210300)Fund: General (1000) Division: Human Resources Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 474,889$ 511,723$ 536,457$ 602,322$ 639,404$ 656,623$ Charges For Fees And Services Misc Charges For Svc 40 50 50 - - - Intra-City Charges 8,016 11,149 6,646 11,500 7,000 7,000 Other Misc Revenue 24 878 410 880 410 410 Total Revenues 482,968$ 523,801$ 543,564$ 614,702$ 646,814$ 664,033$ Expenditures: Personnel 364,933$ 381,789$ 401,226$ 417,944$ 428,321$ 441,171$ Services 95,224 100,409 93,083 135,141 158,238 161,403 Supplies 22,811 41,603 49,255 61,617 60,255 61,460 Total Expenditures 482,968$ 523,801$ 543,564$ 614,702$ 646,814$ 664,033$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 150 HUMAN RIGHTS 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, implementing toolkits across departments, arranging training opportunities for City staff and boards and commission members, and more recently community trainings on implicit bias, and reviewing the EEO Contract Compliance program. Black Lives Matter On June 16, 2020 City Council passed Resolution 20-159, outlining 17 actions to be taken by the City to address the Black Lives Matter (BLM) movement and systemic racism. One of the action items includes committing $1,000,000 to local efforts promoting racial equity and social justice including development of a new affordable housing plan and the creation of an Ad Hoc Truth & Reconciliation Commission to carry out restorative justice. HIGHLIGHTS Recent Accomplishments: • Pride Banners displayed in downtown and Towncrest area to celebrate 50th Iowa City Pride Anniversary. Also, Municipal Equality Index LGBTQ 8th Annual Launch Party hosted by the City of Iowa City • Complimentary Implicit Bias Trainings offered for area businesses, organizations, and Property Managers • 24/7 online option to report discriminatory conduct without filing an official complaint. • Youth Job Fair and Job and Resource Fair held for Community Members 151 Upcoming Opportunities: • Hosting Expungement Seminar for Community Members to assist with criminal convictions and Mitigation of Court Costs • Partnerships with the African American Museum of Iowa on programming and Outreach • Expanded Trainings on Using A Racial Equity Toolkit to area Businesses and Organizations Staffing: Year FY2020 FY2021 FY2022 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing changes in fiscal year 2022 budget. Service Level Change Summary: There are no service changes in the fiscal year 2022 budget. Financial Highlights: The fiscal year 2022 Services expenditures increased by 8.7% or $16,540 primarily due to an increase in advertising expenditures. 152 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of complaints resolved within a year from the date filed. FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Complaints Filed 40 46 38 41 42 Resolved Complaints 35 41 31 35 36 Percentage of Complaints Resolved 87.50%89.13%81.57%86.53%85.71% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number of Outreach Efforts 71 88 104 123 141 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, Racial Equity, and Human Rights 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, Racial Equity, and Human Rights To address unlawful discrimination through education, outreach, and enforcement. To address unlawful discrimination through education, outreach, and enforcement. 153 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Survey the racial demographics of individuals serving on City boards/commissionon an annual basis. FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number of persons of color serving on boards/commissions 12 5*13 21 29 Survey the racial diversity of persons serving on City Boards and Commissions. Advance Social Justice, Racial Equity, and Human Rights To foster inclusiveness and assist in making the City more inclusive for all. *This is self reported by the board/commission members. Some opt not to provide a response to the question on their application. 154 Activity: Human Rights (210400)Fund: General (1000) Division: Human Rights Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 325,279$ 425,455$ 399,608$ 455,014$ 488,747$ 501,664$ Licenses And Permits Misc Lic & Permits 60 60 180 - 180 - Charges For Fees And Services Special Events 2,846 3,809 2,845 - 2,850 2,850 Miscellaneous Contrib & Donations - 1,850 - - - - Other Misc Revenue 4,250 1,807 6,199 1,810 6,200 6,200 Other Financial Sources Sale Of Assets 19 - - - - - Total Revenues 332,455$ 432,981$ 408,832$ 456,824$ 497,977$ 510,714$ Expenditures: Personnel 228,969$ 240,107$ 243,036$ 257,025$ 277,809$ 286,143$ Services 89,541 167,436 154,321 190,133 206,673 210,806 Supplies 13,944 25,438 11,474 9,666 13,495 13,765 Total Expenditures 332,455$ 432,981$ 408,832$ 456,824$ 497,977$ 510,714$ Personnel Services - FTE 2018 2019 2020 2021 2022 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: Black Lives Matter (210410)Fund: General (1000) Division: Human Rights Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ 1,000,000$ -$ -$ Total Revenues -$ -$ -$ 1,000,000$ -$ -$ Expenditures: Services -$ -$ -$ 1,000,000$ -$ -$ Total Expenditures -$ -$ -$ 1,000,000$ -$ -$ Activity Summary Activity Summary 155 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: • Urban Renewal Amendments to facilitate TIF funded Energy Efficiency matching grants in Scott 6, Heinz Road, Sycamore and First Avenue and City-University Project 1 Urban Renewal Areas • First Climate Action Awards in categories of Buildings, Adaptation, Waste Management, Transportation and Sustainable Lifestyle • Building Change projects completed: MacDonald Optical, Target, “old Kresge” building façade renovations • Improve Black- and BIPOC-owned business support • Pandemics effects on economic and business landscape • Implement Tax Abatement Area • Promote TIF-funded Energy Efficiency grant opportunities • Tailwind redevelopment project Staffing: FY2020 FY2021 FY2022 Total FTE’s 1.00 1.00 1.00 156 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: The Services expenditures decreased by 14.9% in fiscal year 2022 due to approximately $250,000 in Economic Development Assistance carried forward into fiscal year 2021. Community Development Assistance includes funding for the following organizations: $253,092 Convention and Visitors Bureau hotel/motel tax pass through 50,000 Englert Theater 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 ESL program $485,092 Total 157 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 Estimate Current Value (in millions) $ 91.67 $ 96.90 $ 113.44 $ 113.44 $ 115.71 Base Value (in millions) $ 15.27 $ 15.27 $ 15.27 $ 15.27 $ 15.27 percent increase 500.5%534.8%643.1%643.1%658.0% City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 Estimate Current Value (in millions) $ 73.04 $ 74.12 $ 82.39 $ 82.39 $ 84.03 Base Value (in millions) $ 13.68 $ 13.68 $ 13.68 $ 13.68 $ 13.68 percent increase 434.0%441.9%502.3%502.3%514.4% SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 EstimateCurrent SSMID Value (in milions) $ 113.42 $ 104.53 $ 122.53 $ 122.53 $ 124.99 Base SSMID Value (in millions) $ 55.21 $ 54.01 $ 54.01 $ 54.01 $ 54.01 percent increase 105.4%93.5%126.9%126.9%131.4% SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 Estimate Current SSMID Value (in milions) $ 83.20 $ 83.47 $ 94.31 $ 94.31 $ 96.19 Base SSMID Value (in millions) $ 43.71 $ 43.71 $ 43.71 $ 43.71 $ 43.71 percent increase 90.4%91.0%115.8%115.8%120.1% City-University Urban Renewal Area (Totals from Above Areas) Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 EstimateCurrent Value (in millions) $ 361.33 $ 359.02 $ 412.67 $ 412.67 $ 420.92 Base Value (in millions) $ 127.86 $ 126.66 $ 126.66 $ 126.66 $ 126.66 percent increase 182.6%183.4%225.8%225.8%232.3% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves Build tax base in effort to continue to reduce the City's property Work with public and private sectors to facilitate economic development opportunities 158 City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area) Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 Estimate Current Value (in millions) $ 176.84 $ 218.71 $ 290.75 $ 290.75 $ 296.57 Base Value (in millions) $ 115.45 $ 115.25 $ 115.25 $ 115.25 $ 115.25 percent increase 53.2%89.8%152.3%152.3%157.3% Towncrest Urban Renewal Area Jan 2017 Jan 2018 Jan 2019 Jan 2020 Projected Jan 2021 Estimate Current Value (in millions) $ 40.72 $ 42.91 $ 44.28 $ 44.28 $ 45.17 Base Value (in millions) $ 32.55 $ 32.55 $ 32.55 $ 32.55 $ 32.55 percent increase 25.1%31.8%36.0%36.0%38.8% Total - All Urban Renewal Areas FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate New 1 1 0 0 1 Amended 2 2 0 4 2 Total Urban Renewal Areas 13 14 14 14 15 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Unemployment Rate 2.5%2.0%2.1%8%5% FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate # Projects assisted that grow the Local Foods economy 0 4 3 2 2 Support ICAD in efforts to do targeted industry development $167,392 167,392$ 173,392$ 173,392$ 173,392$ Promote an Inclusive and Resilient Economy Throughout the City 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 159 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Development Projects with sustainability features 1 0 0 5 6 Provide financial incentives to encourage infill and redevelopment 0 3 0 1 1 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Assist Historic Preservation projects including existing building financial assistance 0 3 1 1 1 City assisted Affordable Housing Units measured by # units 0 15*11 0 16 * 45% of the Foster Road TIF will go toward Affordable Housing fund. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Develop programs to enhance small business 1 0 0 0 2 Advance Social Justice, Racial Equity, and Human Righs 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 Enhance Community Mobility for All Residents 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 Work with private sectors to include environmental sustainability measures in City-assisted projects Demonstrate Leadership in Climate Action Collaborate with community partners on sustainability efforts 160 Activity: Economic Development (210510) Division: Economic Development Fund: General (1000) Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 567,982$ 558,872$ 936,827$ 989,924$ 741,157$ 762,840$ Other City Taxes Hotel/Motel Tax 234,520 283,249 253,092 141,625 253,092 253,092 Use Of Money And Property Rents 9,511 - 9,276 10,000 9,280 9,280 Miscellaneous Contrib & Donations 900 - - - - - Other Financial Sources Sale Of Assets - 554,125 - - - - Total Revenues & Transfer In 812,912$ 1,396,245$ 1,199,196$ 1,141,549$ 1,003,529$ 1,025,212$ Expenditures: Personnel 147,331$ 152,068$ 158,615$ 163,782$ 161,212$ 166,048$ Services 664,853 1,244,143 1,040,381 977,647 842,292 859,138 Supplies 728 35 200 120 25 26 Total Expenditures 812,912$ 1,396,245$ 1,199,196$ 1,141,549$ 1,003,529$ 1,025,212$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 Summary 161 CLIMATE ACTION AND OUTREACH Iowa City is committed to leading the state and country in progressive environmental initiatives and ensuring this community offers a high quality of life for all residents and visitors. 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 management of City 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 efficiencies in energy usage, transportation, and waste management, as well as behavioral changes that lead to reduced 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 for climate action. The Office of Climate Action and Outreach communicates the City’s climate action efforts through a variety of media and creates community outreach opportunities through meaningful engagement around climate action. HIGHLIGHTS Recent Accomplishments: • Held first Iowa City Climate Fest, inviting community to tell their “climate action story” and explore the five categories present in the City’s Climate Action and Adaptation Plan • Developed Climate Ambassador program to amplify public engagement, awareness, and ownership of community climate action objectives • Initiated Root for Trees program to incentivize residential tree planting • Completed initial study of methane capture and reuse at City Landfill and Wastewater Treatment Facility, identifying possible solutions for future implementation Upcoming Challenges: • Continued implementation of initiatives within Accelerating Iowa City’s Climate Actions report • Augmenting diversity, equity and inclusion throughout climate action initiatives and strengthening relationships and partnerships to ensure planned projects are supportive of all Iowa City populations • Further integrating sustainable best practices into City operations through increased analysis and improvements to processes, policies, and physical infrastructure 162 Staffing: FY2020 FY2021 FY2022 Total FTE’s - 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Service expenditures decreased by 42.9% in fiscal year 2022 primarily due to a carryforward of $25,000 in fiscal year 2021 for an EV readiness grant consultant fees. 163 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Greenhouse gas emissions CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Total tonnes CO2e 974,895 1,020,073 916,741 900,698 884,936 Estimated population*75,798 76,290 75,130 76,032 76,944 Tonnes CO2e per capita 12.8 13.4 12.2 11.8 11.5 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: External Communications FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number of Subscribers of Sustainable News e-Subscriptions 1,070 1,501 1,830 2,150 2,400 Number of Public Outreach Events 33 23 15 25 30 Community Survey results of the percent rated positively Participation FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Conserved Water N/A N/A N/A N/A N/A Recycled at Home N/A N/A N/A N/A N/A Made Home More Energy Efficient N/A N/A N/A N/A N/A *Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017 Strengthen Community Engagement and Intergovernmental Relations Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Demonstrate Leadership in Climate Action Reduce community-wide greenhouse gas emissions. * Annual population estimates from the American Community Survey Monitor community-wide greenhouse gas emissions, which includes emissions used from energy in the following sectors: residential, commercial, industrial, transportation and waste. 164 Activity: Climate Action & Outreach (210610) *Fund: General (1000) Division: Climate Action & Outreach Department: City Manager 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy -$ -$ 14,999$ 419,613$ 353,886$ 364,034$ Total Revenues & Transfer In -$ -$ 14,999$ 419,613$ 353,886$ 364,034$ Expenditures: Personnel -$ -$ 12,694$ 344,529$ 307,022$ 316,233$ Services - - 2,306 70,484 40,814 41,630 Supplies - - - 4,600 6,050 6,171 Total Expenditures -$ -$ 14,999$ 419,613$ 353,886$ 364,034$ Personnel Services - FTE 2018 2019 2020 2021 2022 Sustainability Coordinator - - - 1.00 1.00 Climate Action Analyst - - - 1.00 1.00 Climate Action Engagement Specialist - - - 1.00 1.00 Total Personnel - - - 3.00 3.00 * Prior to fiscal year 2022, this activity was the Sustainability Services activity in the Neighborhood & Development Services department. Activity Summary 165 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. 166 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 and disaster recovery services. Emergency Reserve This reserve fund was created in the General Fund 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, to assist in the rehabilitation or replacement of fully depreciated or outdated municipal buildings and facilities, to avoid the issuance of long-term debt, or for any other financial emergencies declared by the City Council. HIGHLIGHTS Recent Accomplishments: • Implemented Clearwater investment software • Conducted an ITS risk assessment through the U.S. Depart. of Homeland Security • Created capital replacement reserves in the major enterprise funds • Implemented additional paperless processes • Eliminated utility bill carding fee for racial and social equity • Re-organized management staff of the Finance Department Upcoming Challenges: • Navigate City through financial challenges from COVID-19 pandemic • Submit and manage FEMA and CARES Act grant requests from COVID-19 pandemic and derecho storm • Evaluate and implement digital budget book software • Issue city-wide scanning contract moving paper files to Laserfiche Staffing: FY2020 FY2021 FY2022 Total FTE’s 2.90 2.90 3.00 167 Staffing Level Change Summary: In the fiscal year 2022 budget the Controller Position within the Accounting division was replaced with the Assistant Finance Director position and re-allocated between Finance Administration, Accounting and Purchasing divisions. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: The fiscal year 2022 budget includes $20,000 in Capital Outlay expenditures for the set up and purchase of electronic budget book software. 168 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Moody’s Aaa Bond Rating (maintained)Yes Yes Yes Yes Yes Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Budget Award Yes Yes Yes Yes Yes Earn the GFOA Distinguished Budget Presentation Award. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructute, Facilities, and Fiscal Reserves Maintain the City’s Overall Sustainable Financial Health. Maintain the City’s Aaa Bond Rating. Invest in Public Infrastructute, Facilities, and Fiscal Reserves Accurate and Timely Financial Reporting. 169 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quarterly Return on Investment FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate First Quarter 0.98%1.86%2.21%1.25%0.55% Second Quarter 1.11%2.19%2.03%1.00%0.50% Third Quarter 1.45%2.38%1.90%0.75%0.45% Fourth Quarter 1.66%2.35%1.34%0.60%0.45% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate First Quarter 0.87%1.87%2.32%1.25%0.55% Second Quarter 1.07%2.15%2.11%1.00%0.50% Third Quarter 1.33%2.33%1.76%0.75%0.45% Fourth Quarter 1.59%2.39%1.21%0.60%0.45% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate First Quarter 0.11%-0.01%-0.12%0.00%0.00% Second Quarter 0.03%0.05%-0.08%0.00%0.00% Third Quarter 0.12%0.05%0.13%0.00%0.00% Fourth Quarter 0.07%-0.04%0.12%0.00%0.00% Invest in Public Infrastructute, Facilities, and Fiscal Reserves 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. 170 Activity: Finance Adminstration (310100)Fund: General (1000) Division: Finance Adminstration Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes 27,732,430$ 29,271,235$ 30,027,632$ 33,477,687$ 34,216,398$ 35,242,890$ Other City Taxes Gas/Electric Excise Tax 339,362 334,206 346,392 325,266 328,824 328,824 Mobile Home Tax 30,345 29,208 26,205 29,210 26,210 26,210 Licenses And Permits Food & Liq Licenses 110,097 126,534 95,346 126,530 95,350 95,350 General Use Permits 54,561 52,443 1,855 - 50,000 50,000 Use Of Money And Property Interest Revenues 606,529 1,071,183 735,631 250,000 400,000 400,000 Intergovernmental Property Tax Credits 759,455 766,733 762,196 967,048 785,080 785,080 Miscellaneous Code Enforcement 219,925 238,738 268,142 50,000 268,140 268,140 Intra-City Charges 3,251,316 3,452,469 3,613,547 4,049,774 4,105,531 4,167,114 Other Misc Revenue 3,606 581 - - - - Parking Fines 319,868 362,426 248,220 325,000 248,220 248,220 Other Financial Sources Sale Of Assets - 10,253 15,017 - - - Transfer In - Bus Type Funds 19,582 20,072 20,714 21,232 21,699 22,133 Total Revenues & Transfer In 33,447,075$ 35,736,080$ 36,160,896$ 39,621,747$ 40,545,452$ 41,633,961$ Expenditures: Personnel 279,808$ 334,240$ 352,868$ 397,235$ 408,919$ 421,187$ Services 51,678 59,617 59,452 62,489 68,311 69,677 Supplies 5,667 28,609 29,825 26,800 29,300 29,886 Capital Outlay 14,945 - 8,500 6,000 20,000 6,000 Total Expenditures 352,098$ 422,465$ 450,645$ 492,524$ 526,530$ 526,750$ Personnel Services - FTE 2018 2019 2020 2021 2022 Administrative Secretary 0.25 0.25 - - - Assistant Finance Director - - - - 0.10 Risk & Finance Assistant - - 0.25 0.25 0.25 Budget & Compliance Officer 1.00 1.00 1.00 1.00 1.00 Internal Auditor/Budget Analyst - 0.75 0.75 0.75 0.75 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 2.15 2.90 2.90 2.90 3.00 Capital Outlay 2021 2022 Time Clocks 6,000$ -$ Software - 20,000 Total Capital Outlay 6,000$ 20,000$ Activity Summary 171 Activity: Tort Liability (310630)Fund: General (1000) Division: Finance Administration Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 994,229$ 1,049,416$ 1,076,545$ 1,200,249$ 1,226,734$ 1,263,536$ Other City Taxes Gas/Electric Excise Tax 12,168 11,984 12,420 11,663 11,791 11,791 Mobile Home Tax 1,088 1,047 940 1,050 940 940 Intergovernmental Property Tax Credits 26,947 27,229 27,076 34,388 27,897 27,897 Miscellaneous Intra-City Charges 7,544 2,735 - 8,000 5,000 5,000 Total Revenues 1,041,977$ 1,092,410$ 1,116,981$ 1,255,350$ 1,272,362$ 1,309,164$ Expenditures: Personnel 133,638$ 140,247$ 146,673$ 151,384$ 154,475$ 159,109$ Services 805,735 827,453 814,819 863,773 915,557 933,868 Supplies 5,897 5,969 5,617 6,091 5,758 5,873 Total Expenditures 945,270$ 973,669$ 967,109$ 1,021,248$ 1,075,790$ 1,098,851$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Other City Taxes Hotel/Motel Tax 107,617$ 168,832$ 122,494$ 84,415$ 122,494$ 122,494$ Utility Franchise Tax 317,254 313,470 287,157 313,470 287,160 287,160 Use Of Money And Property Rents 7,200 7,800 7,200 7,800 7,200 7,200 Transfer-In - Employee Benefits 9,947,001 10,480,206 11,279,971 12,350,680 12,519,760 12,895,353 Total Revenues & Transfer In 10,379,072$ 10,970,307$ 11,696,822$ 12,756,365$ 12,936,614$ 13,312,207$ Expenditures: Services 2,681$ 2,784$ 14,226$ 282,784$ 2,226$ 2,271$ General Fund Contingency - - - 617,000 629,000 637,500 Total Expenditures 2,681$ 2,784$ 14,226$ 899,784$ 631,226$ 639,771$ Activity Summary Activity Summary 172 Activity: Disaster Assistance (310720/310730)Fund: General (1000) Division: Finance Administration Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ 38,339$ -$ -$ -$ Total Revenues -$ -$ 38,339$ -$ -$ -$ Expenditures: Supplies -$ -$ 38,339$ -$ -$ -$ Total Expenditures -$ -$ 38,339$ -$ -$ -$ Activity: Emergency Fund (310712)Fund: General (1010) Division: Finance Administration Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 236,897$ 450,000$ 500,000$ -$ -$ -$ Total Revenues 236,897$ 450,000$ 500,000$ -$ -$ -$ Expenditures: Services 1,039$ 1,481$ 46$ -$ -$ -$ Capital Outlay 235,858 341,522 329,251 - - - Total Expenditures 236,897$ 343,003$ 329,297$ -$ -$ -$ Activity Summary Activity Summary 173 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 an Annual Report in conformance with GAAP that meets the requirements of the GFOA excellence in financial reporting program. The Division also requests funds for City programs funded by Federal and State grants on a monthly basis and monitors these funds to ensure compliance with applicable laws and guidelines. HIGHLIGHTS Recent Accomplishments: • The City’s Annual Report for fiscal year 2019 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 34th consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting Upcoming Challenges: • Implementation of the new Governmental Accounting Standards Board (GASB) Statement No. 87, Leases Staffing: FY2020 FY2021 FY2022 Total FTE’s 7.00 7.00 6.45 174 Staffing Level Change Summary: In the fiscal year 2022 budget the 1.0 FTE Controller position was replaced with the Assistant Finance Director position and re-allocated between Accounting, Finance Administration and Purchasing divisions. Additionally, the 1.0 FTE Assistant Controller position was replaced with the Accounting Coordinator position at 1.0 FTE in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Personnel expenditures decreased by 8.1% in the fiscal year 2022 budget due to the staffing level changes listed above. 175 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 Target FY 2021 Projected FY 2022 Estimate Annual Report Certificate Yes Yes Yes Yes Yes Audited Financial Statements FY 2018 FY 2019 FY 2020 Target FY 2021 Projected FY 2022 Estimate Auditor's Opinion on Financial Statements Unmodified Unmodified Unmodified Unmodified Unmodified Internal Control Deficiencies FY 2018 FY 2019 FY 2020 Target FY 2021 Projected FY 2022 Estimate Significant Deficiencies 0 0 0 0 0 Material Weaknesses 0 0 0 0 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate W-2s Delivered Electronically 678 744 897 990 1,050 Percentage of W-2s Delivered Electronically 55.67%60.54%72.46%80.00%85.00% Electronic Payments to Employees 20,676 20,511 20,470 20,650 20,890 Percentage of Payments Made Electronically to Employees 90.41%89.80%90.40%91.00%92.00% Electronic Payments to Vendors 3,600 5,395 5,560 6,000 7,000 Percentage of Payments Made Electronically to Vendors 16.76%24.75%26.30%28.00%33.00% Increase the number of transactions conducted electronically GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves 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 Strengthen Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options 176 Activity: Accounting (310200)Fund: General (1000) Division: Accounting Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 797,764$ 707,255$ 780,372$ 833,081$ 771,483$ 794,624$ Intergovernmental Local 28E Agreements - 29,150 29,879 30,450 31,050 31,050 Miscellaneous Other Misc Revenue 6,430 7,506 6,591 7,510 6,590 6,590 Special Assessments 808 568 294 570 290 290 Total Revenues 805,002$ 744,479$ 817,136$ 871,611$ 809,413$ 832,554$ Expenditures: Personnel 697,654$ 661,549$ 712,234$ 756,225$ 695,254$ 716,112$ Services 104,186 72,359 95,078 111,607 110,378 112,586 Supplies 3,162 10,572 9,824 3,779 3,781 3,857 Total Expenditures 805,002$ 744,479$ 817,136$ 871,611$ 809,413$ 832,554$ Personnel Services - FTE 2018 2019 2020 2021 2022 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Accounting Coordinator - - - - 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 - Assistant Finance Director - - - - 0.45 Controller 1.00 1.00 1.00 1.00 - Grant Accountant 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 7.00 7.00 7.00 6.45 Activity Summary 177 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 125 Solicitations including Request for Bids, Request for Proposals and Request for Quotes • Started implementing online purchasing and bidding software • Replaced the Purchasing Agent position with a Procurement Coordinator position Upcoming Challenges: • Increase participation of minority and women business enterprises in the City’s purchasing process • Implement online purchasing and bidding software • New staff onboarding and training • Review, editing and creation of policies, procedures and templates Staffing: FY2020 FY2021 FY2022 Total FTE’s 3.50 3.50 3.95 Staffing Level Change Summary: In the fiscal year 2022 budget the Controller position within Accounting was replaced with an Assistant Finance Director position and re-allocated between Purchasing, Accounting and Finance Administration divisions. Additionally, the Purchasing Agent position was converted to the Purchasing Coordinator position. 178 Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Personnel expenditures increased by 19.0% in the fiscal year 2022 budget due to part of the Assistant Finance Director position being allocated to the division. 179 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Quantity of Solicitations and Dollar Value FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Request for Proposals 20 21 25 25 29 Request for Bids, Request for Quotes, & Cooperatives 81 84 118 124 130 Other (Purchase Agreements, Sole Source Purchases, Contract Renewals, Change Orders, Emergency Purchases, & Assisted Purchases) 105 92 166 129 141 Dollar Value of Procurements* (in millions)$5.7 $10.8 $11.9 $12.5 $13.2 Request for Bids, Request for Proposals, and Request for Quotes FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Average Number of Bids, Proposals and Quotes Received (excluding cooperative and sole source agreements) 2.0 2.8 2.1 2.0 3.0 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves 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 180 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number of bids received by MBE/WBE vendors Not Available 5 5 7 10 Number of bids awarded to MBE/WBE vendors Not Available 2 2 2 3 Percentage of bids from MBE/WBE vendors that were successful Not Available 40% 40% 29% 30% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Advance Social Justice, Racial Equity, and Human Rights 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. Request for Bids, Request for Proposals, and Request for Quotes received from Minority and Women Business Enterprises 181 Activity: Purchasing (310300)Fund: General (1000) Division: Purchasing Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 338,388$ 349,625$ 355,537$ 394,100$ 462,653$ 476,405$ Miscellaneous Printed Materials - - 4 - - Other Misc Revenue 9,039 10,137 9,254 10,140 9,250 9,250 Other Commissions 3,211 3,380 2,079 3,380 2,080 2,080 Other Financial Sources Sale Of Assets - 922 197 - - - Total Revenues 350,638$ 364,063$ 367,071$ 407,620$ 473,983$ 487,735$ Expenditures: Personnel 328,309$ 337,312$ 294,708$ 359,041$ 427,260$ 440,078$ Services 21,034 24,258 66,313 47,979 46,280 47,206 Supplies 1,295 2,493 6,050 600 443 452 Total Expenditures 350,638$ 364,063$ 367,071$ 407,620$ 473,983$ 487,735$ Personnel Services - FTE 2018 2019 2020 2021 2022 Assistant Finance Director - - - - 0.45 Buyer I - Purchasing 1.00 1.00 1.00 1.00 1.00 Buyer II 1.00 1.00 1.00 1.00 1.00 Procurement Coordinator - - - - 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 - Purchasing Assistant - - - 0.50 0.50 Purchasing Clerk 0.50 0.50 0.50 - - Total Personnel 3.50 3.50 3.50 3.50 3.95 Activity Summary 182 REVENUE The Revenue Division is responsible for the customer service, billing, and collection procedures for 26,754 City of Iowa City utility accounts and 200 Landfill accounts. The Division also records and reconciles all City receipts and banking activity. The Division strives to provide excellent customer service and timely and accurate billings to City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and accurately record all customer receipts. HIGHLIGHTS Recent Accomplishments: • Increased percentage of customers on E-billing • Increased percentage of customers paying online and via the IVR system Upcoming Challenges: • Implement Tyler Notify for shutoff notifications • Implement electronic service orders between Revenue and the Water division Staffing: FY2020 FY2021 FY2022 Total FTE’s 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures increased by 79.3% in the fiscal year 2022 budget primarily due to the purchase of two stand-up desks. 183 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Active Accounts 26,160 26,414 26,726 27,000 27,300 Total Calls***N/A 23,364 20,272 23,300 23,300 Average Speed to Answer N/A 13 seconds 12 seconds 12 seconds 12 seconds Web Start/Stop Service FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Customer Transactions 4,594 5,249 5,919 6,747 7,759 % Change 8.99%14.26%12.76%13.99%15.00% FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate % Utility Customers on Surepay***30.00%32.00%34.00% % Utility Customers on Ebilling***35.00%37.00%39.00% *New performance meaure FY2020 Payment Method FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Total Receipt Transactions 341,174 347,399 350,805 354,000 358,000 Web Transactions 107,582 110,891 116,914 120,360 123,510 IVR Transactions 4,681 4,889 5,596 6,372 7,160 % Web Transactions of Total Transactions 31.53%31.92%33.33%34.00%34.50% Change in Web Transactions (%)8.76%3.08%5.43%2.95%2.62% % IVR Transcations of Total Transactions 1.37%1.41%1.60%1.80%2.00% Change in IVR Transactions (%)-1.80%4.44%14.46%13.87%12.37% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,104,879$ 1,103,988$ 1,087,939$ 1,198,524$ 1,160,922$ 1,191,837$ Charges For Fees And Services Water Charges 5,412 5,574 5,275 5,570 5,280 5,333 Intergovernmental Local 28E Agreements - - 552 1,100 640 640 Miscellaneous Contrib & Donations 2,417 10,041 10,542 10,000 12,000 12,000 Other Misc Revenue 248 96 1,278 130 1,200 1,200 Other Financial Sources Sale Of Assets - 24 - - - - Total Revenues 1,112,956$ 1,119,723$ 1,105,586$ 1,215,324$ 1,180,042$ 1,211,010$ Expenditures: Personnel 681,773$ 703,389$ 703,736$ 760,795$ 736,721$ 758,823$ Services 425,148 409,704 395,941 448,419 432,365 441,012 Supplies 6,035 6,630 5,909 6,110 10,956 11,175 Total Expenditures 1,112,956$ 1,119,723$ 1,105,586$ 1,215,324$ 1,180,042$ 1,211,010$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 Officers HIGHLIGHTS Recent Accomplishments: • Completed front remodel including an evidence processing area and a soft interview room for victims of traumatic events Upcoming Challenges: • A staffing study will need to be completed in the coming years to ensure PD has adequate number of officers and proper deployment • Increase training in bias based policing, cultural competency and use of force Staffing: FY2020 FY2021 FY2022 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. 186 Financial Highlights: Supplies expenditures increased by 196.5% or $13,260 in the fiscal year 2022 primarily due to the purchase of evidence industrial shelving and office furniture replacement. 187 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain compliance of CALEA accreditation CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent manslaughter, forcible rape, robbery, and aggravated assault) CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Iowa City 156 176 167 201 197 Average of Comparable Cities in Iowa*228 240 282 285 286 Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and motor vehicle theft) CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Iowa City 1,767 1,518 1,252 1,656 1,643 Average of Comparable Cities in Iowa*2,440 2,295 2,130 2,151 2,172 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods and Affordable Housing Throughout the City Commit to excellence in leadership, resource management, service-delivery and improving our city and neighborhoods. Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. **Average does not include Dubuque because FBI determined that the agency’s data were over- reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo 188 Activity: Police Administration (410100)Fund: General (1000) Division: Police Administration Department: Police 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,112,830$ 574,814$ 600,921$ -$ 634,365$ 650,110$ Intergovernmental Fed Intergovnt Revenue - - - 1,063,006 - - Miscellaneous Contrib & Donations 1,000 - - - - - Other Misc Revenue 2,344 - 4,031 - 1,000 1,000 Total Revenues 1,116,173$ 574,814$ 604,952$ 1,063,006$ 635,365$ 651,110$ Expenditures: Personnel 800,693$ 319,182$ 324,804$ 342,157$ 303,722$ 312,834$ Services 306,361 247,350 276,727 301,977 311,634 317,867 Supplies 9,120 8,282 3,420 6,749 20,009 20,409 Total Expenditures 1,116,173$ 574,814$ 604,952$ 650,883$ 635,365$ 651,110$ Personnel Services - FTE 2018 2019 2020 2021 2022 Computer Syst Analyst - Police 1.00 - - - - CSO/Community Outreach 1.00 - - - - Police Administrative Coordinator 1.00 1.00 1.00 1.00 1.00 Police Captain 1.00 - - - - Police Chief 1.00 1.00 1.00 1.00 1.00 Police Sergeant 1.00 - - - - Total Personnel 6.00 2.00 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: • Reimagined the Community Outreach Assistant position to increase social media presence and increase outreach to immigrant and refugee communities • Completed move of evidence storage from a leased building to a city building • Implemented city bow hunt as part of the deer reduction strategy • Enhance analysis of data to identify violent criminals and reduce crime rate • Building an annex to animal service building to add storage and space for dogs • Increase civilian staff to shift responsibility from uniformed patrol response • Current evidence storage location has space limitations and environmental problems Staffing: FY2020 FY2021 FY2022 Total FTE’s 27.00 29.26 30.76 Staffing Level Change Summary: In the fiscal year 2022 budget a 1.0 FTE Civilian Supervisor position was added and a 0.5 FTE Community Outreach Assistant position was added. Additionally, a 1.0 FTE Police Sergeant position was converted to a 1.0 FTE Police Officer position in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures increased by 14.7% in fiscal year 2022 primarily due to software purchases. 191 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Community Outreach Events*1,218 916 394 842 842 Community Presentations*185 142 149 158 158 Public Education Efforts on Rights*10 5 1 5 5 Community Partnerships Events*320 180 119 206 206 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Advance Social Justice, Racial Equity, and Human Rights 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 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Pets Micro-chipped 1,525 1,345 1,150 1,340 1,340 Licensed Pets 3,874 3,881 4,112 3,955 3,955 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. Strengthen Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods and Affordable Housing Increase the efficiency in which lost pets and owners are reunited. 193 Activity: Police Support Services (410200)Fund: General (1000) Division: Police Support Services Department: Police 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 1,630,622$ 2,421,495$ 2,887,714$ 3,101,344$ 3,389,341$ 3,500,830$ Licenses And Permits Misc Lic & Permits 28,480 43,734 52,089 35,000 40,000 40,000 Use Of Money And Property Interest Revenues - 2,919 3,667 - - - Intergovernmental Local 28E Agreements 266,114 247,451 262,531 303,530 285,291 285,291 Charges For Fees And Services Animal Care Services 10,775 14,922 13,484 14,920 13,480 13,480 Misc Charges For Svc 3,515 5,985 8,455 5,990 8,460 8,460 Miscellaneous Animal Adoption 12,955 45,839 62,646 35,000 45,000 45,000 Code Enforcement 27 45 - - - - Contrib & Donations 219,994 73,111 43,716 77,000 79,640 79,640 Misc Merchandise 9,464 6,255 3,837 6,250 3,840 3,840 Other Misc Revenue 43,803 21,883 10,813 21,250 11,144 11,144 Printed Materials 26,915 31,830 27,605 31,790 27,595 27,595 Other Financial Sources Sale Of Assets - 7,089 - - - - Total Revenues 2,252,663$ 2,922,558$ 3,376,557$ 3,632,074$ 3,903,790$ 4,015,280$ Expenditures: Personnel 1,739,101$ 2,446,592$ 2,624,987$ 3,088,109$ 3,341,383$ 3,441,625$ Services 349,302 377,143 649,313 421,139 427,210 435,754 Supplies 121,504 98,822 82,167 117,826 135,197 137,901 Capital Outlay 42,757 - 20,091 5,000 - - Total Expenditures 2,252,663$ 2,922,558$ 3,376,557$ 3,632,074$ 3,903,790$ 4,015,280$ Personnel Services - FTE 2018 2019 2020 2021 2022 Animal Care Technician 2.00 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.26 1.26 Animal Center Assistant II - - - 1.00 1.00 Animal Control Supervisor 1.00 1.00 - - - Animal Control Coordinator - - 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00 Civilian Supervisor - - - - 1.00 Comm Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00 Comm Serv Officer - Community Outreach - 1.00 1.00 1.00 1.50 Comm Serv Officer - Evidence - 1.00 1.00 1.00 1.00 Comm Serv Officer - Property Room - 1.00 1.00 1.00 1.00 Comm Serv Officer - Support Services Asst - - 1.00 1.00 1.00 Computer Syst Analyst - Police - 1.00 1.00 1.00 1.00 Police Captain - 1.00 1.00 1.00 1.00 Police Officer 3.00 4.00 4.00 5.00 6.00 Police Records Technician 4.00 4.00 4.00 4.00 4.00 Police Sergeant 1.00 2.00 2.00 2.00 1.00 Total Personnel 19.00 26.00 27.00 29.26 30.76 Capital Outlay 2021 2022 Docking Station 5,000$ -$ Total Capital Outlay 5,000$ -$ 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: • Several convictions from a multi- agency human trafficking investigation • Five charged in the murder of a 22- year-old Iowa City man • Implemented a new crime mapping system to investigate vehicle collisions and crime scenes • Maintaining officer’s mental and physical wellness • Increasing positive engagement with BIPOC communities • Accelerate and improve community policing efforts • Continue efforts to decrease disproportionality in police contacts 195 Staffing: FY2020 FY2021 FY2022 Total FTE’s 78.00 78.00 78.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: The fiscal year 2022 includes Capital Outlay expenditures of $29,000 for the replacement of tasers and $280,00 for the replacement of marked patrol and unmarked vehicles. To achieve objectives set forth in the City’s Climate Action Plan, hybrid/electric vehicles will be purchased when applicable. 196 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate OWI Arrests 592 602 591 595 595 Traffic Stops 12,861 12,572 14,482 13,305 13,256 Traffic Accidents and Average Damage CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Accidents*2,567 2,509 2,076 2,384 2,384 Average Damage, Reportable Accident*$5,644 $5,082 $3,650 4,792 4,792 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Bar Checks Performed 779 608 810 732 732 Compliance Checks 67 49 16 16 37 Response Time: Loud Party Complaints (in minutes) CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Call to Dispatch 5:33 5:49 6:49 5:77 5:77 Dispatch to On Scene 3:50 5:02 4:49 4:37 4:34 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods and Affordable Housing 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 $1,500. 197 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Total # of Charges 4,747 4,614 5,214 4,858 4,858 Total # of Charges - White 3,006 2,966 3,544 3,172 3,172 Total # of Charges - Black 1,624 1,543 1,524 1,564 1,564 Total # of Charges - Asian 67 72 91 77 96 Total # of Charges - Am. Indian 6 10 22 13 13 Total # of Charges - Unknown 44 23 33 33 33 The Police Department strives to provide services to members of the community in a manner which is fair and equitable. This includes the manner in which it enforces the law and makes arrests. The Department will reduce its disproportionality in arrests through officer education and training, in conjunction with supervisory coaching and monitoring. Identify and implement an achievable goal to reduce disproportionality in arrests. Advance Social Justice, Racial Equity, and Human Rights 198 Activity: Police Field Operations (410300)Fund: General (1000) Division: Police Field Operations Department: Police 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 9,354,810$ 9,189,059$ 9,459,029$ 10,889,560$ 10,712,093$ 10,985,871$ Other City Taxes Hotel/Motel Tax 445,588 538,173 480,876 269,085 480,875 480,875 Use Of Money And Property Interest Revenues 585 1,462 1,736 - - - Intergovernmental Fed Intergovnt Rev 69,606 497,107 342,168 255,439 246,158 246,158 Other State Grants 199,893 5,742 4,725 825 825 825 Charges For Fees And Services Fire Services 4,140 6,360 6,180 6,360 6,180 6,180 Police Services 127,496 149,766 188,901 30,000 98,710 98,710 Miscellaneous Code Enforcement 591 89 164 - 160 160 Other Misc Revenue 6,213 10,349 2,761 2,000 1,000 1,000 Contrib & Donations 173,100 131,070 5,450 - - - Other Financial Sources Sale Of Assets 58,688 46,606 29,572 40,900 61,000 61,000 Total Revenues 10,440,709$ 10,575,784$ 10,521,560$ 11,494,169$ 11,607,001$ 11,880,779$ Expenditures: Personnel 9,175,749$ 9,394,737$ 9,525,587$ 10,074,642$ 10,351,565$ 10,662,111$ Services 591,061 748,019 625,631 629,640 630,500 643,110 Supplies 226,305 221,419 167,677 250,203 221,135 225,558 Capital Outlay 447,594 211,609 202,665 539,684 403,801 350,000 Total Expenditures 10,440,709$ 10,575,784$ 10,521,560$ 11,494,169$ 11,607,001$ 11,880,779$ Personnel Services - FTE 2018 2019 2020 2021 2022 Comm Serv Officer - Evidence 1.00 - - - - Community Service Officer 4.00 3.00 2.00 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 62.00 Police Sergeant 7.00 8.00 8.00 8.00 8.00 Victim Services Specialist - - - - 1.00 Total Personnel 80.00 79.00 78.00 78.00 78.00 Capital Outlay 2021 2022 Automobiles 314,002$ 280,000$ Tasers 63,000 29,000 Downtown Ped Mall Security Cameras 92,682 - Software 15,000 - Vehicle Equipment 5,000 3,000 Other Operating Equipment 50,000 91,801 Total Capital Outlay 539,684$ 403,801$ 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, large purchases, maintenance of buildings and grounds, and other special projects. The three battalion chiefs have assigned administrative duties to include the health & safety oversight, uniform procurement, annual physicals and immunizations. Fire administration also manages the weather alert sirens and the City of Iowa City Command Post budget. The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both are community driven documents. The Iowa City Fire Department was accredited by the Commission on Fire Accreditation International (CFAI) in August of 2008. The department was reaccredited in 2013 and again in 2018. The maintenance of fire service accreditation requires a rigorous commitment to continuous quality improvement. The budget for Fire Administration governs the acquisition, maintenance, and empowerment of all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire Training. The budget includes oversight of fixed facilities as well as the furnishings and resources that enable emergency operations personnel to be fit and ready to respond 24/7. The majority of the Administration budget goes towards routine maintenance and upkeep of the fire stations, the furnishings and equipment for not only routine business but also the equipment and resources related to the Iowa City Fire Department wellness/fitness initiative. HIGHLIGHTS • In 2018 and 2019, the ICFD instituted implicit bias training using peer facilitators to guide challenging and productive discussions about bias in public safety service provision. Following the success of this initial effort, in 2020 the ICFD supported a program of classes and discussions, exploring multiple dimensions of diversity, equity and inclusion in our city and workplace. The initiative is novel and evolving, and will continue to be member-driven. • As a requirement of international accreditation, the ICFD prepared and submitted an Annual Compliance Report which tracks agency progress on strategic recommendations related to 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 has continued 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 allowed the product to be revealed to internal stakeholders in 2020. 200 • 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. • In 2020, the ICFD was again 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. The department has 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 Deputy Fire Chief remains a certified Accreditation Manager through the Center for Public Safety Excellence. • The Fire Chief and Deputy Fire Chief remain certified Peer Assessors for international accreditation site-visit teams. Involvement in assessing other candidate agencies enhances ICFD leadership’s perspective on international best practices. • The ICFD has been a leader in the response to COVID-19 in Johnson County. Senior staff have assisted with leadership of the community health response and helped serve as architects of the city’s sustained response. Members at all levels have provided courageous and exemplary service to the community. Recent Accomplishments: • Acquisition of commercial washing and drying equipment to more adequately remove toxins and carcinogens from PPE following fires. • Deputy Fire Chief graduated from the 2019 Community Leadership Program (CLP). • Created and instituted several general policies and operational guidelines to protect the City of Iowa City from the pervasive effects of COVID-19. Iowa City’s response protocols were subsequently used as models throughout the Midwest. • Added washing and drying machines to all stations to deal with biohazard issues related to COVID-19 response. Upcoming Challenges: • Sustained response to COVID-19 has significantly disrupted strategic planning, accreditation and other administrative efforts • 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: FY2020 FY2021 FY2022 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Capital Outlay expenditures includes approximately $54,000 in the fiscal year 2022 budget for weather alert sirens. 202 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate ACR Submitted Yes *Yes Yes Yes Number of reaccreditation report adopted recommendations implemented CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Strategic Recommendations (7)6 of 7 7 of 7 5 of 8 7 of 8 8 of 8 Specific Recommendations (9)9 of 9 9 of 9 8 of 15 10 of 15 13 of 15 Maintain ISO Class 2 rating CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Rating 2 2 2 2 2 Community Survey results of the percent rated positively Subject FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Fire*N/A N/A N/A N/A N/A *Community Survey conducted during FY 2017 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen Community Engagement and Intergovernmental Relations Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2018 CFAI reaccreditation report. *Reaccredited Year - No ACR Required Maintain Insurance Services Office (ISO) Public Protection Classification of 2. 203 Activity: Fire Administration (450100)Fund: General (1000) Division: Fire Administration Department: Fire 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental Fed Intergovnt Rev -$ -$ -$ 722,576$ -$ -$ State 28E Agreements 1,538,421 1,600,044 1,643,190 1,643,190 1,643,190 1,643,190 Local 28E Agreements 32,186 32,186 32,498 32,818 34,343 34,343 Miscellaneous Contrib & Donations - 400 - - - - Other Financial Sources Sale Of Assets 141 - - - - - Total Revenues 1,570,748$ 1,632,630$ 1,675,688$ 2,398,584$ 1,677,533$ 1,677,533$ Expenditures: Personnel 502,423$ 510,885$ 534,292$ 553,128$ 583,700$ 601,211$ Services 284,004 246,911 222,973 262,890 247,530 252,481 Supplies 74,341 61,704 77,281 89,103 79,607 81,199 Capital Outlay 71,904 54,648 66,648 53,928 53,928 50,000 Total Expenditures 932,672$ 874,148$ 901,195$ 959,049$ 964,765$ 984,891$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Weather Alert Siren(s)53,928$ 53,928$ Total Capital Outlay 53,928$ 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 daily staffing for the department is 16 emergency response personnel. This division is directly responsible for all emergency incident response. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials. • 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, property, and community 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, the ICFD and JCAS 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, confined space rescue, and large-area search. 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 2019, the ICFD responded to 7,430 emergency calls for service, representing the busiest year in the department’s history. Those emergencies required the response of fire companies 9,002 times – an increase from 2018 of 455 unit responses, and an increase from 2017 of 743 unit responses. • In calendar year 2019, fire personnel responded to 154 fires, resulting in just over $2 million in property damage. The pre-incident value of the affected property exceeded $63 million, resulting in a total property saved value of $61 million. The largest single fire loss in 2019 occurred on March 5th at 314 S. Clinton. The building under construction sustained $1,025,000 in property and content loss. 205 • As of 10/15/2020, the ICFD has responded to 139 fires, with a total property loss experience of $1.2 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. For 2019 and year-to-date in 2020, the number has fallen to just less than 50 percent. This is due to emergency response demands trending away from clusters and toward a more consistent experience throughout all hours of the day. 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. • In 2018, 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. Since implementation, automatically- dispatched cooperative resources proved to be of great utility to all communities and has signaled a significant step-forward in regional collaboration. Recent Accomplishments: • Purchase of a new 2021 Pierce Enforcer • Enhanced operational capabilities as a result of the new training center Upcoming Challenges: • Replacement of TIC’s in 2023, 2024, 2025 • Replacement of all self-contained breathing apparatus in fiscal year 2027 • Determine exhaust removal solutions for all ICFD fire stations • Staffing & deployment challenges: to-date in 2020, the ICFD has critical response deficiencies in 9 of 17 census tracts / response management zones Staffing: FY2020 FY2021 FY2022 Total FTE’s 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. 206 Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures decreased by 36.5% in the fiscal year 2022 budget primarily due to carryforwards in the fiscal year 2021 budget for turnout gear. 207 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Total Calls and Percentage Overlapping CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Total Calls 6,799 7,022 7,430 6,800 7,500 Percentage Overlapping 42.2%62.4%46.1%60.0%62.0% Emergent Fire Response (All) Citywide Target CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate % Compliance 90%73%72%73%72%75% In Minutes < 6:24 < 6:24 < 6:24 < 6:24 < 6:24 <6:24 EMS Response Citywide Target CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate % Compliance 90%74%75%75%75%75% In Minutes < 6:30 < 6:30 < 6:30 < 6:30 < 6:30 <6:30 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Building Fires 44 44 37 34 40 7 9 10 7 16 23 27 14 16 16 2 4 4 5 6 7 4 9 6 2 1 0 0 0 0 68%82%65%68%80% * CY 2016 was the first year outliers were included in data set. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods and Affordable Housing 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 6,149,324$ 6,471,356$ 6,642,763$ 7,083,966$ 7,253,486$ 7,472,382$ Other City Taxes Utility Franchise Tax 575,938 569,068 521,299 569,070 521,300 521,300 Charges For Fees And Services Fire Services 3,000 2,700 2,700 2,700 2,700 2,700 Miscellaneous Other Misc Revenue 9,686 10,164 13,983 10,160 13,980 13,980 Total Revenues 6,737,948$ 7,053,288$ 7,180,745$ 7,665,896$ 7,791,466$ 8,010,362$ Expenditures: Personnel 6,364,666$ 6,616,797$ 6,814,149$ 7,160,587$ 7,326,647$ 7,546,446$ Services 299,564 324,418 329,760 351,823 357,295 364,441 Supplies 73,718 90,543 36,837 153,486 97,524 99,474 Capital Outlay - 21,529 - - 10,000 - Total Expenditures 6,737,948$ 7,053,288$ 7,180,745$ 7,665,896$ 7,791,466$ 8,010,362$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 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 enforcement, plans review, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is directed by a Battalion Chief assigned as Fire Marshal, who in- turn reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, plan reviews, and public education. One firefighter from each shift serves as shift fire inspector, and conducts inspections of liquor license establishments, schools, day care centers, churches, and City buildings. Emergency operations personnel conduct fire safety inspections of all commercial and University of Iowa buildings. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The continued growth of the city provides additional challenges and opportunities as the Fire Marshal is the Authority Having Jurisdiction (AHJ) and any new buildings or businesses must be inspected and approved by the AHJ before being occupied. The wide range of activities provided by fire and life-safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat “FIT Station.” The program “Fired Up About Reading”, which focused on getting at-risk school kids to read outside of school, continues to grow and prosper, and is still highly sought after by various schools and classes. This program also provided the opportunity for these youth to interact with public service individuals in a positive way. Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a company officer and/or a member of the fire investigation team in an attempt to determine the origin and cause. Information gathered during investigations is used to in planning efforts to assess risk in the community and subsequently drive public education efforts. Fire investigation team members have received specialized training and are required to complete continuing education requirements on a regular basis. 210 HIGHLIGHTS • As of September 30, 2020, the FPB has conducted 173 inspections. This number is less than the same time last year due to the continuing pandemic. • As of September 30, 2020, the FPB investigated 129 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 (34 fires) with unattended cooking accounted for the majority of these fires. Recent Accomplishments: • The FPB has diligently worked on a virtual presentation for Fire Prevention Week delivery to elementary schools • The FPB has retained current shift inspectors/investigators to maintain institutional knowledge • The pandemic has changed communication pathways from in-person to virtual methods like Zoom and Teams creating some efficiencies in meetings and training opportunities while minimizing travel • The Compliance Engine (TCE) continues to help maintain fire protection equipment inspection reports and has raised compliance from 89% to 91% over the previous year • Fire Marshal Greer has completed a two-year term as president of the Iowa Fire Marshal’s Association. Firefighter Miller continues as a board member for the Hawkeye State Fire Association • Working with Communications and ITS, the FPB has developed a fire self-inspection for City owned/occupied buildings • Technicians have been able to continue car seat safety checks with both in-person and virtual models through the pandemic 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 • Develop a long-term plan regarding the configuration and staffing of the fire prevention bureau to handle the increased workload of the Division along with succession planning for the fire marshal position • Identify programs currently available to provide fire and life-safety education to at-risk demographics, neighborhoods, and schools and how to incorporate with an already over-burdened workforce • Explore opportunities for public/private partnerships to enhance the effectiveness of community education programs • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal and associated personnel during the times of the COVID pandemic 211 •Explore opportunities/methodologies to safely provide fire and life-safety education both in-person, virtually, and through social media during these times of pandemic •Continue to provide fire prevention initiatives with limited resources and personnel Staffing: FY2020 FY2021 FY2022 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Services expenditures increased by 9.6% in the fiscal year 2022 budget primarily due to vehicle repair and maintenance chargebacks. 212 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Training hours completed per individual (% achieved) CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate % Achieved % Achieved % Achieved % Achieved % Achieved 100%100%100%100%100% 87%100%98%100%100% Certifications obtained Safety Officer Goal CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Certified 33 33 33 32 31 In Process 0 0 0 0 0 Fire Officer Goal CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Certified 30 38 44 43 42 In Process 0 8 0 0 0 Haz Mat Tech Goal CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Certified 64 64 64 64 64 In Process 0 0 0 0 0 64 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves, Foster Healthy Neighhborhoods and Affordable Housing 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. 213 Activity: Fire Prevention (450300)Fund: General (1000) Division: Fire Prevention Department: Fire 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 205,367$ 207,019$ 214,658$ 234,466$ 248,027$ 254,888$ Licenses And Permits Misc Lic & Permits - 100 - - - - Miscellaneous Other Misc Revenue 120 300 - 300 - - Total Revenues 205,487$ 207,419$ 214,658$ 234,766$ 248,027$ 254,888$ Expenditures: Personnel 153,189$ 160,129$ 168,130$ 178,501$ 189,996$ 195,696$ Services 37,197 35,662 32,904 38,276 41,933 42,772 Supplies 15,101 11,627 13,624 17,989 16,098 16,420 Total Expenditures 205,487$ 207,419$ 214,658$ 234,766$ 248,027$ 254,888$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 • Formal department raining classes for calendar year 2019 included: 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. • In calendar year 2019, ICFD members logged 12,252 hours of training for optimal response. On average, each ICFD member received 211 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 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. • The Training Division and Special Operations Division has developed a technical rescue training environment in the southwest corner or the Mesquakie Park. This facility not only benefits ICFD personnel but is also used by the Iowa Urban Search and Rescue Task Force personnel and Iowa Canine Search and Rescue members. Recent Accomplishments: • The completion of the new Training Center located at 3892 Napoleon Lane. The Training Center includes the following: o 80’ x 80’ drive thru building that is shared with ICPD o Four-story training tower (2048 sq. ft) with two interior burn rooms and roof top platform that allows for high-angle rope training o Inground water tank that allows for Driver/Operator pump training. This training prop allows crews to conduct pump training while recycling water • Hosted a five-day CMC Rope Rescue class at the new Training Center • Hosted a two-day Federal Resources Propane IQ class at the new Training Center 215 Upcoming Challenges: •The continued development of the Training Center. With future budget constraints and travel restrictions related to outside training, the Training Division’s goal is to develop a training facility that will meet all our primary training needs and be a resource for our mutual aid partners •COVID concerns continue to inhibit the ICFD’s ability to train in larger groups, to travel for training opportunities, and to facilitate valuable training opportunities for mutual aid partners •Continue to develop a customizable search and rescue prop using affordable shipping containers. In addition to providing an environment where zero-visibility, high-stress search and rescue techniques can be sharpened, the shipping containers will provide a platform upon which to build a roof-simulator to practice roof operations on both residential and commercial buildings Staffing: FY2020 FY2021 FY2022 Total FTE’s 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures increased by 27.2% in the fiscal year 2022 budget due to budgeted purchases for various supplies for the new training center. Capital Outlay includes $7,100 in the fiscal year 2022 budget for shipping containers. 216 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Training hours completed per individual (% achieved) CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate % Achieved % Achieved % Achieved % Achieved % Achieved 100%100%100%100%100% 87%100%98%100%100% Certifications obtained Safety Officer Goal CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Certified 33 33 33 32 31 In Process 0 0 0 0 0 CY 2020/2021 decrease due to planned retirements. Fire Officer Goal CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Certified 30 38 44 43 42 In Process 0 8**0 0 0 CY 2020/2021 decrease due to planned retirements. Haz Mat Tech Goal CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Certified 64 64 64 64 64 In Process 0 0 0 0 0 64 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves, Foster Healthy Neighhborhoods and Affordable Housing Throughout the City Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Hours Minimum (96) Goal (160) 64 30 During CY 2019, one member on extended leave and unable to participate in training. Provide a service to the community that is prepared to respond to emergencies, natural diasters, catastrophic events, and other events that threaten the health and safety of the public. 217 Activity: Fire Training (450400)Fund: General (1000) Division: Fire Training Department: Fire 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 154,118$ 157,201$ 180,412$ 189,073$ 190,061$ 197,985$ Charges For Fees And Services Fire Services 492 - - - - - Total Revenues 154,609$ 157,201$ 180,412$ 189,073$ 190,061$ 197,985$ Expenditures: Personnel 122,780$ 125,201$ 135,617$ 134,539$ 136,462$ 140,556$ Services 25,790 29,859 22,825 34,569 35,099 35,801 Supplies 6,038 2,141 5,611 8,965 11,400 11,628 Capital Outlay - - 16,359 11,000 7,100 10,000 Total Expenditures 154,609$ 157,201$ 180,412$ 189,073$ 190,061$ 197,985$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Shipping Containers 11,000$ 7,100$ Total Capital Outlay 11,000$ 7,100$ 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. The 2020 season was held on-line due to COVID-19. 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: • Farmers Market was successfully offered through and on-line order, contact free pick up process throughout the entire 2020 season. Only food and farm products were sold. • Park Renovation Projects completed at Willow Creek, City Park Playground, Wetherby, Fairmeadows, Scott, and Napoleon Playground. • Government Buildings staff altered operations and work environments throughout City facilities in response to COVID-19. • Recreation Centers, swimming pools and programs largely closed for first half of year due to COVID-19. Staff provided emergency childcare and limited recreation services during this time. 219 Upcoming Challenges: • Finding a new normal and operating strategies as the community re-opens as COVID-19 progresses in the Community. • 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: FY2020 FY2021 FY2022 Total FTE’s 7.00 7.00 7.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Services expenditures in the Parks and Recreation Administration budget increased by 14.38% due to the addition of $15,000 to commission a public art project in the Riverfront Crossings Park. $15,000 was budgeted in Capital Outlay in Government Buildings to paint the EIFS at City Hall. 220 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Endowments CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Iowa City Parks and Recreation Foundation $35,708 $88,591 $91,929 $95,422 $99,048 Community Foundation of Johnson County*$108,753 $112,701 $141,469 $149,980 $15,530 Donations & Grant Funding FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Donations**$14,016 $25,179 $17,549 $45,044.63 $57,743 Grant Funding**$27,599 $37,500 $301,478 $165,591.67 $394,175 Total $41,615 $62,679 $319,027 $210,636.29 $451,918 Per capita calculation (used 2010 US Census)$0.613 $0.923 $7.030 $3.104 $6.659 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Programs (in ActiveNet)1,685 1,672 1,447 965 1,200 Participants (Registered through ActiveNet 10,182 10,024 8,766 5,844 9,600 Average Participants per Program 6 6 6 7 8 Enhance and expand program offerings to include all areas and demographic segments. Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Strengthen Community Engagement and Intergovernmental Relations Develop programs and events that support community engagement and neighborhood development. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. * Community Foundation started in CY 2012 ** Amounts include both General Fund and Capital Improvement Project Funds 221 Activity: Park and Rec Admin (510100)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 360,918$ 370,356$ 371,788$ 401,739$ 425,445$ 437,250$ Total Revenues 360,918$ 370,356$ 371,788$ 401,739$ 425,445$ 437,250$ Expenditures: Personnel 267,514$ 277,308$ 284,855$ 317,085$ 329,596$ 339,484$ Services 91,307 87,570 79,036 81,354 93,049 94,910 Supplies 2,096 5,478 7,897 3,300 2,800 2,856 Total Expenditures 360,918$ 370,356$ 371,788$ 401,739$ 425,445$ 437,250$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ 17,279$ -$ -$ 136$ Use Of Money And Property Rents 68,892$ 64,162$ 17,730$ 54,160$ 46,000$ 46,000$ Charges For Fees And Services Misc Charges For Svc 2,274 2,114 668 2,110 2,942 2,942 Miscellaneous Contrib & Donations 10,845 6,662 9,967 10,750 15,750 15,750 Misc Merchandise 3,823 1,959 2,035 2,500 2,500 2,500 Other Misc Revenue 1,200 - - - - - Total Revenues 87,035$ 74,897$ 47,679$ 69,520$ 67,192$ 67,328$ Expenditures: Personnel 13,570$ 15,895$ 13,707$ 23,418$ 26,462$ 27,256$ Services 28,885 35,056 31,624 36,810 36,644 37,377 Supplies 2,060 2,830 2,348 4,074 2,642 2,695 Total Expenditures 44,516$ 53,781$ 47,679$ 64,302$ 65,748$ 67,328$ Activity: Government Buildings (510300)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 704,364$ 706,626$ 743,448$ 750,708$ 795,816$ 801,897$ Use of Money And Property Royalties & Commiss 1,543 1,597 1,359 1,600 1,360 1,360 Other Financial Sources Sale Of Assets - - 48 - - - Total Revenues 705,907$ 708,222$ 744,855$ 752,308$ 797,176$ 803,257$ Expenditures: Personnel 334,866$ 352,076$ 370,991$ 382,543$ 407,784$ 420,017$ Services 345,575 330,213 335,589 337,786 343,648 350,521 Supplies 25,466 25,933 32,500 31,979 30,744 31,359 Capital Outlay - - 5,775 - 15,000 - Total Expenditures 705,907$ 708,222$ 744,855$ 752,308$ 797,176$ 801,897$ Personnel Services - FTE 2018 2019 2020 2021 2022 Custodian - Govt Bldgs 2.00 2.00 2.00 2.00 2.00 M.W. I - Govt Bldgs 1.00 - - - - M.W. II - Govt Bldgs 1.00 1.00 1.00 - - Facilities Manager 1.00 1.00 1.00 1.00 1.00 Assistant Facilities Manager - - 1.00 1.00 1.00 Total Personnel 5.00 4.00 5.00 4.00 4.00 Capital Outlay 2021 2022 Facility Improvements -$ 15,000$ -$ 15,000$ 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 programming that includes neighborhood events, large scale community events, sports, aquatics, social/arts/STEAM environmental educational and enrichment programs for all ages and abilities. The Division is dedicated to providing outreach to the community to ensure they have the ability to participate regularly in recreation pursuits. 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 such as cleaning and sanitization, hand out sports equipment, and instruct and supervise patrons in the recreation centers. Recreation Center Facilities The Iowa City Recreation Division provides two recreational facilities. The Robert A. Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium, fitness room, swimming pool, arts and crafts room, social hall, and potter’s studio. 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 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. The Grant Wood Gym is located at Grant Wood elementary school. This gymnasium helps facilitate youth and adult sports as well as underserved programming. 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. 224 Social/Arts/STEAM/Environmental Activities Social, arts, STEAM and 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 a 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. 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, Pop-Up Park Events, gardening/sustainability education and outdoor recreation programs such as fishing and geocaching. Summer camp offers nine weeks of swimming, crafts, roller skating, field trips, sports, and elective camps. This indoor/outdoor camp consists of nine one-week sessions for children completing grades K-6. The 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. 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. The pedestrian mall’s Weatherdance Fountain and 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. 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. 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. 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. 225 Program areas promote skill development and offer educational activities, while maintaining recreational values. Program offerings include sports and fitness, arts, music and movement, independent living skills, special events, clubs and social activities. Youth Sports The Youth Sports program is designed to offer participants a variety of recreational sport leagues and individual programs focused on developing skills and sportsmanship in a fun, positive and encouraging atmosphere. The program is geared for recreation play so all participants regardless of ability or knowledge of the sport have a positive experience. Program offerings include traditional sports as well as non-traditional sports. Seasons are kept short in order to prevent overlap allowing participants to register for multiple programs. The Iowa City Parks and Recreation Department works cooperatively with other local sports organizations to maximize the program opportunities and experiences. It also works with local businesses to create team sponsorships in order to keep participant fees low. Adult Recreation & Wellness Adult recreation and wellness 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 continue to partner with the Corridor Corporate Games. There is an increased focus on branching away exclusively from sports and looking to develop programming for a wider audience, including how-to skills workshops, developing and promoting wellness opportunities, creating larger-scale adult recreation one-day events, increasing neighborhood park visits through the facilitation of weekly small social Pop-Up Park events and in creating bike safety and education clinics and events for youth. Staff schedules the Department’s athletic fields including 19 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, Heritage Christian School, Little Hawks Baseball and Softball Clubs, Trojans Baseball Club, Jaguars Softball Club, Barracudas Softball Club, Iowa Soccer League (Youth), Pearl City Soccer League (Adult), Club Development 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. 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 Recreation Program Supervisor also coordinates with other staff in an effort to enhance the viability and quality of special events in their particular areas. 226 HIGHLIGHTS Recent Accomplishments •Staff successfully operated the COVID emergency camp for the children of City, Johnson County, hospital and long-term care employees •Aquatics swim lesson scholarship participation and awareness has increased. The Division has secured additional outside funding to help with transportation costs and has been increasingly successful in coordinating BASP participation •Increased programming opportunities that align with the City’s initiatives and the recreational goals of the Parks Master Plan •The Root for Trees pilot program launched in October with significant interest from the community Upcoming Challenges •Outreach and increased participation in programs and events •Post-COVID will undoubtedly change operations of recreational facilities, what types of programming we offer to the public and efforts to make everyone feel safe while participating Staffing: FY2020 FY2021 FY2022 Total FTE’s 14.50 14.50 14.50 Staffing Level Change Summary There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary There are no service level changes included in the fiscal year 2022 budget. Financial Highlights Personnel expenditures increased by 6.1% in fiscal year 2022 primarily due to the increase in temporary employee wages from a $13.25 to a $15 minimum wage. Capital Outlay includes $35,000 for a scissor lift and $31,500 for facility improvements in the fiscal year 2022 budget. 227 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Recreation program cost recovery Goal FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 40%38%41%30%25%40% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY2018 FY2019 FY2020 FY 2021 Projected FY 2022 Estimate 209 213 273 273 289 4 4 4 4 5 3 0 0 4 5 Invest in Public Infrastructure, Facilities, and Fiscal Reserves Number of Demonstration Gardens GOALS, OBJECTIVES, and PERFORMANCE MEASURES To make the recreation programs as financially self-sufficent as possible and reduce the reliance upon property taxes. (Strategic Goal: Evaluate alternative revenue sources.) Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Foster Healthy Neighborhoods and Affordable Housing Throughout the City Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Number of Rented Garden Plots Number of Neighborhood Garden Sites Provide and promote gardening throughout the City. FY2020 - Program cancellation and facility closures from mid-March through end of FY. Hourly staff paid regular wages for COVID admin leave from March 23 - May 17 FY2021 Projected - Assumes Mercer pool to be open for some level of swimming access; assumes many programs to be canceled through at least most of July-December 228 Activity: Recreation (520100)Fund: General (1000) Division: Recreation Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 2,059,493$ 1,908,059$ 2,073,577$ 2,778,171$ 2,769,621$ 2,856,201$ Other City Taxes Hotel/Motel Tax 257,972 311,574 278,402 311,570 278,401 278,401 Use Of Money And Property Rents 106,685 73,868 109,092 83,344 108,110 108,110 Royalties & Commiss 7,429 6,337 5,401 6,330 5,400 5,400 Intergovernmental Other State Grants 11,589 - - - - - Local 28E Agreements 101,954 95,560 97,395 95,560 97,400 97,400 Charges For Fees And Services Culture & Recreation 584,845 572,367 312,305 419,328 536,316 536,316 Transit Fees 955 - (50) - - - Miscellaneous Contrib & Donations 5,635 3,980 6,064 3,100 3,100 3,100 Misc Merchandise 3,198 1,666 2,126 7,210 7,820 7,820 Other Misc Revenue 1,697 8,800 12,087 10,000 10,000 10,000 Other Financial Sources Sale Of Assets 2,139 4,062 839 - - - Total Revenues 3,143,589$ 2,986,271$ 2,897,238$ 3,714,613$ 3,816,168$ 3,902,748$ Expenditures: Personnel 2,186,688$ 2,102,290$ 2,139,024$ 2,646,169$ 2,808,630$ 2,892,889$ Services 640,794 626,683 573,431 672,157 651,684 664,718 Supplies 241,435 234,495 171,957 305,087 289,354 295,141 Capital Outlay 74,672 22,803 12,826 91,200 66,500 50,000 Total Expenditures 3,143,589$ 2,986,271$ 2,897,238$ 3,714,613$ 3,816,168$ 3,902,748$ Personnel Services - FTE 2018 2019 2020 2021 2022 Office Coord - Recreation 1.00 - - - - Recreation Supt 1.00 1.00 1.00 1.00 1.00 Assistant Recreation Supt - - - 1.00 1.00 Custodian - Govt Buildings 3.75 3.00 3.50 3.50 3.50 M.W. I - Pools - 1.00 1.00 1.00 1.00 M.W. II - Pools 1.00 1.00 1.00 1.00 1.00 M.W. III - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Recreation Assistant - - - 1.00 1.00 Aquatics Assistant 1.00 1.00 1.00 - - Rec Program Supervisor 6.00 6.00 6.00 5.00 5.00 Total Personnel 14.75 14.00 14.50 14.50 14.50 Capital Outlay 2021 2022 Facility Improvements 76,000$ 31,500$ Scissor Lift - 35,000 Park & Rec Equipment 3,200 - Vacuum 12,000 - Total Capital Outlay 91,200$ 66,500$ Activity Summary 229 PARK MAINTENANCE The Park Maintenance division budget is organized into three activities: Administration, Operations, and Forestry. The Park Maintenance Administration’s management area includes 57 designated parks which include 54 picnic shelters, 150+ pieces of playground equipment, 22 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 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 1800+ acres of land managed include residential-style turf, prairies and 200+ acres of non-parkland along highways, water retention areas and ROWs. • Snow and ice removal: Snow removal and winter maintenance of access roads, parking areas, bridges, 60+ miles of trails and sidewalks, and ice-skating areas. • Park Fixtures: Fixtures such as picnic tables (375), drinking fountains (50+), dog waste containers (50+), and recycling and refuse containers are inspected and repaired as needed by staff. • 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, 24 competitive soccer fields, 5 general purpose/multi use sport fields and a cross country course. Ballfields are prepped daily for practices and games from April through October. Soccer fields are re-seeded, re-lined, moved to spread spot ware throughout the season. 230 •Horticulture: Horticulture staff provides design, installation and maintenance of planter beds and islands in parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas with landscaping. Horticulture staff manages approximately 125,000 square feet of landscaping in ROWs, gateways and traffic islands throughout the city. Horticulture staff also assists with the installation and maintenance of natural areas. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city rights-of-way, city parks and city-owned properties. Forestry staff responds to emergency storm damage of public and private trees when public facilities or services are impacted. 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. Staff contracted or completed internally: pruning of 1,500 trees, removal of 365 trees, treatment of 117 ash trees, planting of 450 trees and 1,200 tree seedlings. HIGHLIGHTS Recent Accomplishments: •City Park playground project •Wetherby Park playground, shelter, restroom and trail projects •Scott, Fairmeadows and Napoleon playground projects •Willow Creek playground, shelter, and restroom project •Prairie establishment project: 28 Acres in 2019; 78 acers in 2020. •4 Consecutive REAP Grant awards totaling almost $700,000 •Iowa Ave median planting project •STMA Environmental Management Certification of Napoleon Softball Complex •Derecho storm prompt response to tree damage Upcoming Challenges: •Emerald Ash Borer Infestation •Derecho damage inspection and pruning •Expanding park system and amenities •Additional public use of outdoor facilities and spaces during pandemic. •Expanding City boundaries with additional ROW tree planting, pruning and removals •Climate Change - Trend toward extreme weather events Staffing: FY2020 FY2021 FY2022 Total FTE’s 21.00 23.00 23.00 231 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Park Maintenance Operations Capital Outlay expenditures decreased by 54.1% in the fiscal year 2022 budget primarily due to a large mulcher equipment purchase and natural area management project carryforwards included in the fiscal year 2021 budget. Capital Outlay in Forestry includes $10,000 for a water wagon and $55,000 for a one-ton truck in the fiscal year 2022 budget. 232 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Acres of Developed Parkland 1,538 1,540 1,540 1,540 1,540 Acres of Undeveloped Parkland 200 210 218 218 218 Total Acres of Parkland 1,738 1,750 1,758 1,758 1,758 Total Acres per 1,000 Population (used 2010 US Census)25.61 25.79 25.91 25.91 25.91 Total Non-Parkland*220 220 221 221 221 Community Survey results of the percent rated positively Subject FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 City Parks N/A N/A N/A N/A N/A Open Space N/A N/A N/A N/A N/A Participation - Visited a City Park N/A 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 and Affordable Housing 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. 233 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Operating Expenses $3,388,566 $3,710,152 $3,779,076 $3,779,076 $3,779,076 Per Capita (used 2010 US Census)$49.93 $54.67 $55.69 $55.69 $55.69 Per Acre Cost $1,731 $1,883 $1,910 $1,910 $1,910 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Trees planted in City ROWs. CY 2018 CY 2019 CY 2020 CY 2021 Projected CY 2022 Estimate Trees planted 162 400 400 400 400 Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. (Strategic Goal: Evaluate alternative revenue sources.) Demonstrate Leadership in Climate Action Invest in Public Infrastructure, Facilities, and Fiscal Reserves, Foster Healthy Neighborhoods and Affordable Housing Throughout the City Increase the number of trees planted in City ROWs. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. *Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre. Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. 234 Activity: Park Maintenance Administration (530100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 161,393$ 220,660$ 276,291$ 296,130$ 250,648$ 257,742$ Other Financial Sources Sale Of Assets 4 - - - - - Total Revenues 161,393$ 220,660$ 276,291$ 296,130$ 250,648$ 257,742$ Expenditures: Personnel 121,671$ 174,626$ 230,750$ 251,094$ 208,144$ 214,388$ Services 32,018 40,212 41,745 43,125 40,054 40,855 Supplies 7,709 5,822 3,796 1,911 2,450 2,499 Total Expenditures 161,397$ 220,660$ 276,291$ 296,130$ 250,648$ 257,742$ Personnel Services - FTE 2018 2019 2020 2021 2022 Asst Superintendent Parks/Forestry - - 1.00 1.00 1.00 Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 2.00 2.00 2.00 Activity Summary 235 Activity: Park Maintenance Operations (530200)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 2,272,300$ 2,235,269$ 2,681,234$ 3,335,139$ 3,094,395$ 3,034,413$ Use Of Money And Property Rents 221,314 215,804 128,256 94,145 155,160 155,160 Royalties & Commiss 4,613 3,593 3,059 3,590 3,500 3,500 Intergovernmental Disaster Assistance 4,235 - - - - - Charges For Fees And Services Culture & Recreation 110,580 118,308 96,693 94,920 96,690 96,690 Miscellaneous Contrib & Donations 5,872 - - - - - Misc Merchandise 602 1,550 905 1,550 910 910 Other Misc Revenue 1,008 1,627 19,060 - 19,060 19,060 Other Financial Sources Sale Of Assets 1,636 84,144 995 - - - Total Revenues 2,622,160$ 2,660,295$ 2,930,202$ 3,529,344$ 3,369,715$ 3,309,733$ Expenditures: Personnel 1,496,946$ 1,524,896$ 1,546,665$ 1,797,034$ 1,896,433$ 1,953,326$ Services 822,633 850,071 882,742 976,559 977,849 997,406 Supplies 266,950 252,393 243,933 282,618 278,433 284,002 Capital Outlay 35,632 32,936 256,863 473,133 217,000 75,000 Total Expenditures 2,622,160$ 2,660,295$ 2,930,202$ 3,529,344$ 3,369,715$ 3,309,733$ Personnel Services - FTE 2018 2019 2020 2021 2022 M.W. I - Parks 2.00 2.00 2.00 2.00 2.00 M.W.I - Athletic Fields 1.00 1.00 1.00 1.00 1.00 M.W. II - Parks 4.00 4.00 4.00 4.00 4.00 M.W. II - Horticulture 1.00 1.00 1.00 1.00 1.00 M.W. III - Parks 4.00 4.00 3.00 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 14.00 14.00 14.00 Capital Outlay 2021 2022 Natural Area Management Projects 276,133$ 150,000$ Mulcher 125,000 - Tilt-bed Trailer - 13,000 Laser Grade Ball Fields 20,000 9,000 Automatic Locks for Restrooms 10,000 - Soccer Field Improvements 21,000 16,000 Bocce Ball court 15,000 - Other Operating Equipment - 23,000 Irrigation Improvements 6,000 6,000 Total Capital Outlay 473,133$ 217,000$ Activity Summary 236 Activity: Forestry (530300)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 507,622$ 746,944$ 826,290$ 1,098,095$ 1,092,524$ 1,079,898$ Other City Taxes Utility Franchise Tax 9,655 9,813 8,929 9,810 8,930 8,930 Miscellaneous Contrib & Donations 11,393 5,450 5,735 5,450 5,740 5,740 Other Misc Revenue - - 46 - - - Transfer In -Govt Activities 78,275 79,864 82,326 86,622 90,795 92,611 Total Revenues & Transfer In 606,945$ 842,072$ 923,326$ 1,199,977$ 1,197,989$ 1,187,179$ Expenditures: Personnel 352,169$ 411,921$ 432,262$ 640,567$ 653,061$ 672,653$ Services 208,032 358,976 427,387 430,756 416,028 424,349 Supplies 46,744 67,539 63,676 73,654 63,900 65,178 Capital Outlay - 3,636 - 55,000 65,000 25,000 Total Expenditures 606,945$ 842,072$ 923,326$ 1,199,977$ 1,197,989$ 1,187,179$ Personnel Services - FTE 2018 2019 2020 2021 2022 M. W. I - Forestry - 2.00 2.00 4.00 4.00 M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 5.00 5.00 7.00 7.00 Capital Outlay 2021 2022 Water Wagon -$ 10,000$ One-ton Truck - 55,000 Grapple Truck 55,000 - Total Capital Outlay 55,000$ 65,000$ Activity Summary 237 CEMETERY OPERATIONS The Cemetery Division’s budget is organized into Cemetery Operations and Cemetery Perpetual Care. Cemetery Operations manages Oakland Cemetery and Perpetual Care manages maintenance items within the cemetery. Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,872 interments in the cemetery based on the complete burial report contained in the Cemetery Information Management System (CIMS) program. Staff maintains all cemetery grounds, buildings, equipment, and snow route. • Assistance with family members/funeral homes regarding funeral arrangements; determine right of interment, interment placement, lot sales/repurchases; complete billing and maintain records. • Assist the general public/funeral homes/monument dealers with genealogy requests, lot locations and explanation, enforcement of cemetery rules and regulations. • Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or expand to the east. The Cemetery Perpetual Care activity accounts for donations that are dedicated for the long-term maintenance of the Oakland Cemetery. This activity was moved from a permanent fund into the General Fund in fiscal year 2017. HIGHLIGHTS Recent Accomplishments: • Replaced all the Lot/Block signage in the cemetery. • Repaired 20 monument foundations. Upcoming Challenges: • Removal of declining ash trees and expiring oaks throughout the cemetery. Staffing: FY2020 FY2021 FY2022 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Financial Highlights: The fiscal year 2022 Supplies expenditures increased by 17.8% due to an elevated level of the number of sold cemetery plots that were purchased back in fiscal year 2020, which is used to project the fiscal year 2022 expenditures. 238 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Full Burials 30 25 22 26 25 Cremation 47 38 29 37 38 Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves Track and compare the number of full burials verse cremation burials for each fiscal year. 239 Activity: Cemetery Operations (540100)Fund: General (1000) Division: Cemetery Operations Department: Parks and Recreation 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 235,080$ 262,994$ 288,097$ 310,368$ 329,883$ 341,846$ Charges For Fees And Services Misc Charges For Svc 38,005 42,753 31,386 42,190 37,382 37,382 Other Financial Sources Sale Of Assets 74,770 43,999 63,375 60,800 60,242 60,242 Total Revenues 347,855$ 349,747$ 382,858$ 413,358$ 427,507$ 439,470$ Expenditures: Personnel 275,350$ 276,948$ 298,853$ 330,916$ 341,280$ 351,518$ Services 59,395 61,937 70,645 70,789 72,504 73,954 Supplies 13,109 10,861 13,360 11,653 13,723 13,997 Total Expenditures 347,855$ 349,747$ 382,858$ 413,358$ 427,507$ 439,470$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 1,502$ 2,710$ 2,056$ 1,500$ 1,500$ 1,500$ Total Revenues 1,502$ 2,710$ 2,056$ 1,500$ 1,500$ 1,500$ Expenditures: Services -$ -$ -$ 4,500$ 1,500$ 1,530$ Total Expenditures -$ -$ -$ 4,500$ 1,500$ 1,530$ Activity Summary Activity Summary 240 LIBRARY OPERATIONS The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library Operations budget is organized into General Library, Library Materials, Board Controlled Funds, Gifts and Bequests, Gifts – Materials, and Library Replacement Reserves. General Library This accounts for the majority of the library’s budget, and includes staffing, programs, public services, building repair and maintenance, and the Bookmobile. This also includes transfers to equipment replacement reserves. Library Materials This represents the acquisition and replacement of library materials. Materials budgets are organized into children’s materials, young adult materials, and adult materials in a variety of formats. Electronic and downloadable formats represent an increasing number of materials acquisitions. Board Controlled Funds This is funded largely through State Library of Iowa funded grants for Library Open Access (reciprocal borrowing) and Enrich Iowa programs. A 0.50 FTE staff person is included in the reciprocal borrowing budget. Gifts and Bequests This includes contributions and donations, both designated and undesignated, for library operations, programs, and building improvements. A 0.40 FTE staff person is compensated from undesignated gifts for Bookmobile operations. Gifts – Materials These resources are donated and designated for materials acquisitions. Library Replacement Reserves Funded through a transfer from General Library operations, these funds are intended for the scheduled replacement of library equipment and computer hardware. HIGHLIGHTS Fiscal year 2020 by the numbers: • 49,788 cardholders • 1,046,557 circulation • 442,702 building visits • 12,847 Bookmobile visits • 259,729 collection size 241 Recent Accomplishments: • Planned and initiated a diversity audit of the Young Adult (YA) fiction collection • Pivoted due to COVID-19 building closure: Transitioned from building-based, in-person service model to virtual service model, including production and promotion of programming for all ages, and focusing on digital media formats • Crafted new strategic plan representing community and staff aspirations and reflects COVID-19 challenges and impacts • The AIM Student Card was issued to 15,283 learners. Working with the Iowa City Community School District, North Liberty Community Library, and Coralville Public Library, this program offers a no-barrier card for youth which provides more students more access across the region. By the end of the fiscal year, 727 student borrowers checked out a combined 2,313 physical items and 2, 751 e-format items • Building enhancements were made to ensure all patrons have access to amenities and services. We added a power-assist door in the Administrative suite and a water bottle filling station on the second floor. Aging, damaged Children’s Room shelving was repaired, and soft furniture high-use areas throughout the building was reupholstered Upcoming Challenges: • Prioritize public health and safety in designing and delivering library services • Identify and address human resources and employment-related barriers to establishing a workplace that reflects the community • Complete flooring (second floor) and furnishings replacement project (CIP) • Manage transitions between library reopening phases • Work with Iowa City Police Department and other community partners to establish protocols for de-escalating and managing behavior issues to reduce calls to the police • Prepare for ICPL’s 125th anniversary celebration Staffing: FY2020 FY2021 FY2022 Total FTE’s 44.05 43.92 43.92 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Capital Outlay expenditures for the General Library include $7,000 in fiscal year 2022 for RFID tags. Library Materials budget increased by 17.7% in fiscal year 2022 primarily due to budget cuts for materials in the fiscal year 2021 budget due to the COVID-19 pandemic. 242 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Children Registering for Summer Reading Programs FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 3,468 3,360 636 700 800 Community Survey results of the percent rated positively Subject FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Public Libraries N/A 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 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 352 389 343 275 350 GOALS, OBJECTIVES, and PERFORMANCE MEASURES 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. 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. Strengthen Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods and Affordable Housing Throughout the City Advance Social Justice, Racial Equity, and Human Rights 243 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Community Members Visits to the Bookmobile Per Week FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 331 340 378 225 300 Improve equitable access to library services Foster Healthy Neighborhoods and Affordable Housing Throughout the City Introduce Bookmobile 244 Activity: General Library (550100)Fund: General (1000) Division: Library Operations Department: Library 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 3,728,651$ 3,684,799$ 3,673,496$ 4,126,095$ 4,076,197$ 4,212,984$ Property Taxes 924,259 975,562 1,000,782 1,115,780 1,140,401 1,174,613 Other City Taxes Gas/Electric Excise Tax 11,312 11,140 11,546 10,842 10,961 10,961 Mobile Home Tax 1,012 974 873 970 870 870 Use Of Money And Property Rents 26,000 30,000 22,000 32,500 24,000 24,000 Royalties & Commiss 2,220 1,936 1,869 1,910 1,850 1,850 Intergovernmental Property Tax Credits 25,051 25,313 25,171 31,997 25,934 25,934 Local 28E Agreements 517,908 542,174 565,694 584,610 610,820 610,820 Charges For Fees And Services Library Charges 28 26 10 - - - Miscellaneous Library Fines & Fees 143,285 135,183 60,545 10,000 50,000 50,000 Misc Merchandise 8 - - - - - Other Misc Revenue 15,874 12,502 13,286 12,460 13,260 13,260 Other Financial Sources Sale Of Assets 170 868 56 - - - Total Revenues & Transfer In 5,395,777$ 5,420,477$ 5,375,329$ 5,927,164$ 5,954,293$ 6,125,292$ Expenditures: Personnel 4,572,190$ 4,660,965$ 4,650,770$ 5,184,698$ 5,205,330$ 5,361,490$ Services 681,637 635,584 630,228 630,256 636,967 649,706 Supplies 141,951 117,228 94,331 105,210 104,996 107,096 Capital Outlay - 6,700 - 7,000 7,000 7,000 Total Expenditures 5,395,777$ 5,420,477$ 5,375,329$ 5,927,164$ 5,954,293$ 6,125,292$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 1.50 1.00 1.00 Library Assistant III 6.36 6.36 6.36 7.36 7.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 2.38 2.38 1.63 1.00 1.00 Library Coordinator 5.00 5.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 1.00 1.00 1.00 1.00 1.00 M.W. II - Library 1.00 1.00 1.00 1.00 1.00 M.W. I - Library 0.50 0.50 0.63 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 43.15 43.02 43.02 Capital Outlay 2021 2022 RFID tags 7,000$ 7,000$ Total Capital Outlay 7,000$ 7,000$ Activity Summary 245 Activity: Library Materials (550200)Fund: General (1000) Division: Library Operations Department: Library 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$ Total Revenues 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$ Expenditures: Capital Outlay 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$ Total Expenditures 667,595$ 674,187$ 685,122$ 601,764$ 707,957$ 707,957$ Capital Outlay 2021 2022 Adult Library Materials 499,950$ 588,176$ Children's Library Materials 101,814 119,781 Total Capital Outlay 601,764$ 707,957$ Activity Summary 246 Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 10,615$ (3,717)$ -$ -$ -$ -$ Intergovernmental Operating Grants 73,825 69,584 66,984 69,580 66,980 66,980 Charges For Fees And Services Refuse Charges 317 218 101 220 100 101 Miscellaneous Misc Merchandise 1,455 1,632 1,004 1,630 1,000 1,000 Other Misc Revenue 16,167 15,016 10,103 - 10,100 10,100 Printed Materials 13,644 14,646 10,370 14,650 10,370 10,370 Total Revenues 116,023$ 97,379$ 88,561$ 86,080$ 88,550$ 88,551$ Expenditures: Personnel 30,973$ 25,317$ 11,438$ 32,101$ 40,380$ 41,591$ Services 26,993 26,652 6,741 12,092 6,074 6,195 Supplies 835 3,880 1,150 3,914 1,090 1,112 Capital Outlay - - - 15,000 9,715 - Total Expenditures 58,801$ 55,849$ 19,329$ 63,107$ 57,259$ 48,899$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Library Materials 15,000$ 9,715$ Total Capital Outlay 15,000$ 9,715$ Activity Summary 247 Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues -$ 26,302$ 19,258$ -$ -$ -$ Miscellaneous Contrib & Donations 187,621$ 118,764$ 152,761$ 118,760$ 152,760$ 152,760$ Other Misc Revenue 13,983 6,915 3,132 6,920 3,130 3,130 Total Revenues 201,604$ 151,981$ 175,151$ 125,680$ 155,890$ 155,890$ Expenditures: Personnel 26,443$ 27,974$ 29,116$ 66,489$ 71,837$ 73,993$ Services 24,610 24,241 10,012 23,078 8,089 8,251 Supplies 28,366 19,361 5,793 19,598 5,861 5,978 Capital Outlay 10,609 5,430 1,338 - - - Total Expenditures 90,028$ 77,005$ 46,260$ 109,165$ 85,787$ 88,222$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contrib & Donations 78,087$ 30,908$ 39,054$ 30,910$ 39,050$ 39,050$ Total Revenues 78,087$ 30,908$ 39,054$ 30,910$ 39,050$ 39,050$ Expenditures: Services 200$ 5,000$ -$ 5,102$ -$ -$ Supplies - - 126 - 126 - Capital Outlay 37,024 48,154 34,530 25,000 38,924 25,000 Total Expenditures 37,224$ 53,154$ 34,656$ 30,102$ 39,050$ 25,000$ Capital Outlay 2021 2022 Adult Library Materials 15,000$ 21,700$ Children's Library Materials 10,000 17,224 Total Capital Outlay 25,000$ 38,924$ Activity Summary Activity Summary 248 Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006) Division: Library Operations Department: Library 2018 2019 2020 2021 2022 2023 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 19,839$ 919$ 38,450$ 919$ 38,450$ 39,219$ Capital Outlay 12,773 - - - - - Total Expenditures 32,611$ 919$ 38,450$ 919$ 38,450$ 39,219$ Activity Summary 249 LIBRARY FOUNDATION The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is 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: •Developed new community support and partnerships to help enable library service to shift to online collections and programs due to COVID-19 pandemic building closure •Received $319,459 from individuals, businesses, and organizations to benefit the Library •Hosted successful and fun opportunities for existing and new contributors to celebrate the Library. Upcoming Challenges: •Achieve financial goals in hypercompetitive environment due to COVID-19 economic impact •Reimagine and develop virtual Friends Foundation fundraising strategies •Identify new partnerships and collaborations to help achieve Library strategic goals Staffing: FY2020 FY2021 FY2022 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. 250 Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office Department: Library 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Other Misc Revenue 117,938$ 122,104$ 127,098$ 217,145$ 221,451$ 228,095$ Total Revenues 117,938$ 122,104$ 127,098$ 217,145$ 221,451$ 228,095$ Expenditures: Personnel 118,310$ 122,203$ 128,052$ 217,145$ 221,451$ 228,095$ Supplies 147 - - - - - Total Expenditures 118,457$ 122,203$ 128,052$ 217,145$ 221,451$ 228,095$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 251 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 aged 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 in person and virtual classes, activities, volunteer opportunities, and services. The programs and services we offer meet the needs and interests of participants and community members. They also are known to support and extend a person’s health, wellbeing, and independence by fostering social connections, promoting mental and physical exercise, and encouraging community involvement. The Center serves diverse residents across all ages 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 of Iowa, 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 for Program activity: • Senior Center Classes - Classes cover everything from literature and fitness, music, and art education. They are often open to non-members or intergenerational. A volunteer 252 based Program Committee is active in determining the triannual curriculum. Classes are taught by volunteers or independent contractors. • Senior Center Special Events – Encompass large programs of general interest that are open to all members of the community as well as events specifically for members. For instance, dances, fundraisers, band concerts, choral performances, movies, or speakers. They often have sponsors and community partners and involve many volunteers. • Senior Center Technology and Video (SCTV)- Volunteers produce video content for broadcast on City Cable and Public Access channels. A part-time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television 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 which has increased significantly over the past few months due to relying on technology to provide continuous quality programming. • 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 2020 there were 1,565 members with 162 or 10% on low income scholarships. This number is significantly decreased due to the pandemic and making a choice to not push for membership renewal for the last two months of the fiscal year due to the hardship’s members were experiencing. However, 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 2020 there were 588 volunteers who donate 22,000 hours of service • In an effort to increase accuracy of classes and activities provided to the community we have a new reporting system that lines up with our mission and vision statements and are reported below. Class sizes vary from 5 to 120 participants • Wellness Description classes and activities which include nutrition, exercise, functional movement, mental health, safety, spirituality, caregiving, disease prevention - 77 classes and/or activities • Social Connections Description classes and activities which include: friendship, shared interests, space to meet, networking, extends beyond the building - 60 classes and/or activities • Community Engagement classes and activities which include: Support of community groups, cultural center, equity focused, fostering sense of community for all, inclusion - 29 classes and/or activities 253 • Lifelong Learning classes and activities which include: vocational/occupational training, sharing your passions, volunteering, kills learning new things, teaching others – 103 classes and/or activities • Approximately 15 offsite and 32 virtually and 18 culturally responsive classes and 4 classes specifically about climate action. • Community services expand The Center’s outreach into the surrounding community. In fiscal year 2020 the Visiting Nurses Association had 537 health clinic visits and Elder Services, Inc. served 1,952 meals this number was significantly impacted by our closure. Honoring Your Wishes had 35 consultations for advanced care planning and 5 workshops attended by 43 community members. The AARP tax aide and Volunteer Lawyer programs had 291 and 32 appointments respectively. The Senior Health Insurance Information Program (SHIIP) counselors provided 1,187 consultations 899 in- person and 288 remote and 7 Medicare workshops attended by 170 community members • The Center received $47,662 from the Friends of The Center Senior Center Endowment in fiscal year 2020 • The Center continues providing 20 hours/week of operational space to TRAIL of Johnson County in fiscal year 2020 • We developed new partnerships with the Department of Rehabilitation and Counselor Education in the University of Iowa’s College of Education which allowed for us to provide a Coronavirus Chat line for Older Adults as community began to socially isolate • With our partnership with Johnson County Public Health we were able to have an Emergency Preparedness Awareness Event for Older Adults that provided emergency sample kits • With the changes in the community we were able to partner quickly with the community and TRAIL of Johnson County to create a Mask for Seniors Program that provided over 1,200 free masks to Older Adults in the community Upcoming Challenges: • Given the pandemic and how the older adult population at a high rate there is concerns of keeping members and public safely utilizing services and so we will continue to be creative about how we work towards our goal of decreasing social isolation and keeping older adults connected to the community • Upcoming construction in the building as we get closer to having a solid Facility Master Plan will cause challenges in regards to access to different parts of the building that’s accessible for programming and social spaces 254 Staffing: FY2020 FY2021 FY2022 Total FTE’s 7.00 7.76 7.76 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Senior Center Administration Supplies expenditures increased by 12.2% in the fiscal year 2022 budget primarily due to funding cuts for food and beverages in the fiscal year 2021 budget due to the COVID-19 pandemic. Senior Center Programs Services expenditures increased by 534.2% or $13,856 primarily due to an increase in instructor fees for guest speakers and performances for events. 255 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. Wellness Social Connections Community Engagement Lifelong Learning We had 32 virtual programs and 15 offisite program around the county. We also included four climate action Audit 20% of wellness programs each program guide FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer***************************  * new measure Fall 2021 due to COVID postponement was necessary indicates 80% or more agreed with following FY 2022 Estimate FY 2022 EstimateFY 2018 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Strengthen Community 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 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 2019 FY 2019 FY 2020 FY 2021 Projected FY 2020 FY 2021 Projected Meeting the goal of increasing wellness Quality of instruction Overall Satisfaction 75 65 25 125 100 115 20 140 104 132 19 148 107 127 23 145 77 60 29 103 256 Audit 20% of lifelong learning programs each program guide FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer*************************** * new measure Fall 2021 due to COVID postponement was necessary indicates 80% or more agreed with following Audit 20% of social connection programs each program guide FallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer*************************** * new measure Fall 2021 due to COVID postponement was necessary FY 2022 Estimate FY 2022 Decrease socal isolation Overall Satisfaction Quality of instruction FY 2018 FY 2019 FY 2020 FY 2021 Overall Satisfaction Quality of instruction Increase desire to learn more topics FY 2018 FY 2019 FY 2020 FY 2021 Projected 257 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 Self-identify 191871718 FY 2022 Estimate $50,000 10.00% FY 2022 Estimate 30% FY 2022 Estimate Out of 1347 unknown 20 25 15 4 5 4 1255 2 4 18 25 15 3 4 1,295 1,406 1,199 1250 3 Pacific Islander 1 Black or African American Native American/Alaskan 15 14 18 1 4 FY 2018 $39,782 14.90% FY 2018 30% FY 2018 Out of 1,366 known Goal $60,000 by FY 2025 * At least until levels reflect community demographics of the 50 + population 35% by FY 2025 Advance Social Justice, Racial Equity, and Human Rights 16 23 13 Invest in Public Infrastructure, Facilities, and Fiscal Reserves To enhance financial stability of the Center. Goal Change in Contribution To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. FY 2019 Out of 1,496 known 2 FY 2019 $45,852 15.30% FY 2019 30% 24 22 17 0 FY 2020 FY 2021 Projected 30%30% FY 2020 FY 2021 Projected $47,662 $45,000 3.90%-1.06% FY 2020 FY 2021 Projected Out of 1287 known Out of 1337 unknown 44 Move toward electronic communication as a cost saving measure and for customer convenience. Collaborate with Friends of the Center to fund annual operational expenses through the Senior Center Charitable Giving Account. 258 * New Measure in FY 2019 Percent of Members who participate in the low-income membership program. FY 2022 Estimate 25 FY 2022 Estimate 10% Number of diverse representation or culturally responsive programming *8 18 20 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2018 9% To be eligible for the low-income discount program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program; 2) Recipient of Medicaid benefits; 3) Participant in the SNAP program; 4) Participant in the City of Iowa City Assisted housing program; 5) Recipient of Supplemental Security Income (SSI) or Social Security Disability Income (SSDI); 6) Participant in the Elderly Credit Claim on Real Estate Tax or State Rent Reimbursement. According to the Iowa State University Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However, the poverty rate for the county as a whole is much higher in the range of 13 - 14%. Goal 9-11% FY 2019 10% FY 2020 FY 2021 Projected 9%10% 259 Activity: Senior Center Administration (570100)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 621,717$ 599,807$ 659,025$ 807,254$ 824,678$ 857,491$ Use Of Money And Property Rents 19,730 8,910 2,655 - 2,660 2,660 Royalties & Commiss 147 85 117 - 120 120 Intergovernmental Local 28E Agreements 60,000 60,000 60,000 60,000 60,000 60,000 Charges For Fees And Services Culture & Recreation 63,105 67,455 51,720 51,720 51,720 51,720 Parking Charges 26,010 30,750 10,440 30,750 10,440 10,440 Miscellaneous Contrib & Donations 44,406 53,342 91,215 53,340 52,010 52,010 Printed Materials - - 12 - - - Misc Merchandise 4,713 5,314 2,219 - 2,220 2,220 Other Misc Revenue 3,030 5,406 13,748 - 13,790 13,790 Other Financial Sources Sale Of Assets 815 72 34 - - - Misc Transfers In 11 - - - - - Total Revenues 843,684$ 831,140$ 891,186$ 1,003,064$ 1,017,638$ 1,050,451$ Expenditures: Personnel 573,668$ 585,734$ 651,994$ 730,723$ 746,022$ 768,403$ Services 222,366 197,617 210,256 224,281 228,922 233,500 Supplies 26,103 25,342 25,850 38,060 42,694 43,548 Capital Outlay 21,547 22,447 3,085 10,000 - 5,000 Total Expenditures 843,684$ 831,140$ 891,186$ 1,003,064$ 1,017,638$ 1,050,451$ Personnel Services - FTE 2018 2019 2020 2021 2022 Development Specialist - Sr Center 0.50 0.50 0.50 0.50 0.50 M. W. III - Senior Center 1.00 1.00 - - - Sr. M.W. - Govt Bldgs - - 1.00 - - M.W. II - Govt Bldgs - - - 1.00 1.00 M.W. I - Senior Center 1.00 1.00 - - - Custodian - Govt Bldgs - - 1.00 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 1.26 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 7.76 7.76 Capital Outlay 2021 2022 Building Improvements 10,000$ -$ Total Capital Outlay 10,000$ -$ Activity Summary 260 Activity: Senior Center Programs (570200)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ 6,647$ 6,995$ 21,502$ 21,448$ 22,491$ Charges For Fees And Services Culture & Recreation 13,401 6,026 3,542 2,310 8,550 8,550 Misc Charges For Svc 22,352 17,616 11,255 - 11,250 11,250 Miscellaneous Misc Merchandise 1,131 770 638 770 640 640 Other Misc Revenue 3,565 1,500 - - - - Other Financial Sources Sale Of Assets 1,351 - - - - - Total Revenues 41,801$ 32,559$ 22,430$ 24,582$ 41,888$ 42,931$ Expenditures: Personnel 11,990$ 15,288$ 14,704$ 18,126$ 20,481$ 21,096$ Services 8,859 7,465 5,304 2,551 16,407 16,735 Supplies 12,983 9,807 2,422 3,905 5,000 5,100 Total Expenditures 33,831$ 32,559$ 22,430$ 24,582$ 41,888$ 42,931$ Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 34$ 49$ 14$ -$ -$ -$ Total Revenues 34$ 49$ 14$ -$ -$ -$ Expenditures: Capital Outlay 11,029$ 2,126$ -$ -$ -$ -$ Total Expenditures 11,029$ 2,126$ -$ -$ -$ -$ Activity Summary Activity Summary 261 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 Organization of Johnson County (MPOJC). HIGHLIGHTS Recent Accomplishments: •The City Council adopted the Affordable Housing Action Plan in June of 2016 and comprehensively reviewed the plan and its accomplishments in July of 2019. The distribution formula was changed, a tax exemption policy to support affordable rental housing was developed and the City initiated a security deposit program that assisted 31 households secure housing in FY20 •Our work in planning, zoning, site, design review and building code and inspection services support continued development in the Riverfront Crossings district. Since the adoption of the Riverfront Crossings Form Based Code in 2014 there has been an investment of over $196.7 million and 1,093 multi-family housing units created. Three additional developments have been approved, but not started by the end of FY20 •Tax increment financing and the Riverfront Crossings Affordable Housing Requirement created 66 units of affordable housing and generated $756,244 to be used for additional affordable housing in the Riverfront Crossings District •Established eviction/foreclosure prevention programs to assist low-income residents financially impacted by COVID to maintain their existing housing through partnerships with Shelter House, CommUnity Crisis Services and Centers for Worker Justice •Allocated and programmed more than $8.3 million in ‘Coronavirus Aid, Relief, and Economic Security’ (CARES) Act funding for local transit agencies •Coordinated and implemented a new permitting software (Energov) for public works and NDS, as well as provide ongoing education to the public and development community about the new software Upcoming Challenges: •The complexity, lack of flexibility and number of reviews in our development process. We currently have zoning districts, conservation/historic districts, sensitive areas ordinance, design overlays, Peninsula Code, Eastside Mixed Use District, Riverfront Crossings Form Based Code with eight sub-districts, and the upcoming South District Form Based Code to learn and implement. The process is time consuming and there is difficulty understanding requirements amongst enforcement officials, other departments and the development community 262 •Staff capacity in both Development Services and Neighborhood Services. In Development Services they have been asked to complete several Council initiatives that are in addition to their existing workload including, but not limited to, City-wide Comprehensive and Neighborhood District Planning, integrating missing middle housing in our residential zones, substantial amendments to the Riverfront Crossings Form Based Code, and the review and changes to our regulatory requirements to support affordable housing. Neighborhood Services is the primary administrator of additional state and federal funding through the CARES Act in response to COVID-19. These funds are over twice our typical federal entitlement amount. Administering these funds while spending out current funds in a timely and effective manner will be challenging •The ability to receive the desired amount of public input and participation during COVID- 19 to implement Council initiatives and programs Staffing: FY2020 FY2021 FY2022 Total FTE’s 2.55 1.30 1.30 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Services expenditures increased by 12.3% in the fiscal year 2022 budget primarily due to an increase in ITS chargebacks. 263 Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 240,138$ 224,907$ 197,921$ 251,305$ 211,212$ 218,365$ Charges For Fees And Services Building & Devlpmt 800 700 1,300 700 1,300 1,300 Miscellaneous Code Enforcement 11,073 15,572 31,998 12,500 32,000 32,000 Other Misc Revenue 2,343 1,370 702 1,370 700 700 Other Financial Sources Sale Of Assets 14 4 - - - - Transfer In -Enterprise Activities 27,197 27,877 28,769 29,488 30,137 30,740 Total Revenues & Transfer In 281,564$ 270,431$ 260,690$ 295,363$ 275,349$ 283,105$ Expenditures: Personnel 230,877$ 226,138$ 213,830$ 248,889$ 224,882$ 231,628$ Services 45,847 40,526 44,237 42,921 48,217 49,181 Supplies 4,840 3,766 2,623 3,553 2,250 2,295 Total Expenditures 281,564$ 270,431$ 260,690$ 295,363$ 275,349$ 283,105$ Personnel Services - FTE 2018 2019 2020 2021 2022 Administrative Secretary 0.55 0.55 0.55 - - Development Services Assistant - - - 0.30 0.30 NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.55 1.55 1.55 1.30 1.30 Activity Summary 264 Activity: Sustainability Services (610150) *Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 180,402$ 185,857$ 219,424$ -$ -$ -$ Total Revenues 180,402$ 185,857$ 219,424$ -$ -$ -$ Expenditures: Personnel 109,193$ 114,462$ 125,886$ -$ -$ -$ Services 54,576 68,785 91,949 - - - Supplies 16,633 2,610 1,590 - - - Total Expenditures 180,402$ 185,857$ 219,424$ -$ -$ -$ Personnel Services - FTE 2018 2019 2020 2021 2022 Sustainability Coordinator 1.00 1.00 1.00 - - Total Personnel 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Miscellaneous Other Misc Revenue 40,961$ 17,067$ -$ -$ -$ -$ Total Revenues & Transfer In 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 265 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. 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. In fiscal year 2020, Neighborhood Services began receiving CDBG-CV funding to prevent, prepare for, and respond to the COVID-19 pandemic. Funds are being used for public service and economic development activities as part of a community response to the pandemic including emergency housing assistance, operational funding for local nonprofits, and small business assistance. 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. 266 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. 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. Complaint tracking and land use management software for Housing Inspection staff was upgraded with Tyler Energov software. This replaced the Tidemark land use management software which had been in place for nearly 30 years. The updated technology will allow for greater public web-based access to relevant inspection information and will allow staff to better manage their workloads once fully implemented. 267 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 Recent Accomplishments: • Completed the City Steps 2021-2025 Consolidated Plan which guides the allocation of funding for housing, jobs, and services for low- to moderate-income persons over the next five years • Assisted 83 affordable housing units through CDBG and HOME funds, including rental acquisition, rental rehab, and owner-occupied rehab • Completed 10 GRIP owner-occupied housing projects • Provided technical assistance funds to support in-home child care providers through 4Cs • Expanded the UniverCity program into the South District and purchased, rehabilitated and sold first duplex to two eligible homebuyers. Estimated monthly housing costs were under $510/month • Awarded $658,262 to 18 legacy agencies through the Aid to Agency funding allocation • First vacant lot purchased with Opportunity Funds (former land banking funds) in the Lindemann Subdivision, Part 8. The lot is designed for six townhouse units. The land will be held by the City for a future affordable housing project • Two Low Income Housing Tax Credit (LIHTC) projects completed and began leasing with City financial support for a total of 61 affordable units for those under 60% median income. Eight of the units are affordable to those at 30% median income and 16 are affordable to those at 40% median income. Total projects costs were estimated at over $14.2 million • Developed and began implementation of Energov land use management software for housing inspections • PIN grants funded 11 projects including tree plantings in Benton Hill Park, Eulenspiegel Puppet drive-in performances, Iowa City Community Band performances, neighborhood newsletters, and South District Neighborhood events, bike repair stations, and meeting daycare services • Staff and the Public Art Advisory Committee developed the Public Art Management Plan to refine the process by which public art funds are expended. This includes the development of an annual review process for potential art projects, securing ongoing public and artist input into the process, and evaluating long-term maintenance needs 268 Upcoming Challenges: • Staff capacity to administer all existing and new programs including CDBG-CV funds. CARES Act funding in response to the pandemic is more than double the amount of the City’s regular entitlement award. With recent staff additions, increased training is necessary • Implementation of new software for inspections and complaints Staffing: FY2020 FY2021 FY2022 Total FTE’s 13.88 14.13 14.13 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: Community Development saw a 9.4% decrease in Capital Outlay for fiscal year 2022 primarily due to UniverCity carryforwards in the fiscal year 2021 budget. Neighborhood Outreach also saw a 52.2% decrease in Capital Outlay in the fiscal year 2022 due to carryforwards in the fiscal year 2021 budget for public art projects. Housing Inspections Services expenditures increased by 46.3% in the fiscal year 2022 budget due to software maintenance agreement fees for Energov and an increase in nursery and snow and ice removal fees for increased enforcement. 269 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 4,509 4,557 4,531 4,575 4,600 19,032 19,838 19,951 19,750 20,000 1,416 3,783 2,539 2,750 2,750 Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 85%87%80%85%85% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Rental Properties Converted to Single Family Homes (UniverCity & South District) FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 5 4 3 3 0 Owner-Occupied Homes Rehabilitated (GRIP) FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 4 5 10 5 5 Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2018*FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 2 NA NA NA NA *HELP program ended on 6/30/2018. Will discontinue reporting after FY18. Foster Healthy Neighborhoods and Affordable Housing Throughout the City Improve the City’s private residential building stock. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Rental Permits Rental Units Housing, Zoning & Nuisance Foster Healthy Neighborhoods and Affordable Housing Throughout the City Effectively resolve complaints to protect the health, safety, and livability of Iowa City’s neighborhoods. Expand proactive neighborhood code enforcement efforts. Stabilize neighborhoods through UniverCity, South District, and GRIP reinvestment programs. 270 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 19 18 16 16 14 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 14 13 14 13 12 Foster Healthy Neighborhoods and Affordable Housing Throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Maintain an updated active list of neighborhood association contacts so as to sustain communication with neighborhoods. Encourage alternatives to neighborhood newsletters such as email lists, Facebook and NextDoor so that communication can continue within the neighborhood. Number of neighborhoods with active leadership and established community link.* Foster Healthy Neighborhoods and Affordable Housing Throughout the City 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. 271 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 7 15 7 9 10 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 8 6 2 6 6 *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 and Affordable Housing 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 and Affordable Housing 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. 272 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Good Neighborhood Meetings (dependent upon development activity) FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 8 4 4 5 5 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Public Art Projects (Installation, programs, etc.) FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 10 9 2 10 12 Foster Healthy Neighborhoods and Affordable Housing 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 and Affordable Housing Throughout the City, Enhance Community Mobility for All Residents To enhance the appearance of the City through the selection and integration of art in the public environment. 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. 273 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Aid to Agencies FY 2018 FY 2019 FY 2020*FY 2021* Projected FY 2022* Estimate **18 18 18 **$33,083 $34,645 $36,000 **3 2 3 **$6,333 $8,369 $6,500 $378,700 $391,700 $644,500 $675,000 $681,750 15 17 21 20 21 25,247 23,041 $29,262 $33,750 $34,000 *Aid to Agencies funding was split into two categories beginning in FY20 (Legacy/Emerging) Total Funds Spent Total Agencies Assisted Average Funds per Agency Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Strengthen Community Engagement and Intergovernmental Relations Allocate grant and City funds to serve the needs of low-to- moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at-risk and LMI persons). Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Average Funds per Legacy Agency Legacy Agencies Assisted Emerging Agencies Assisted Average Funds per Emerging Agency 274 Activity: Community Development (610200)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy 537,972$ 319,337$ 862,189$ -$ 383,994$ 392,626$ Use Of Money And Property Interest Revenues 36,385 35,395 34,073 34,568 34,147 34,147 Miscellaneous Other Misc Revenue 50 222 350 75,030 24,036 24,036 Other Financial Sources Loans 639,775 980,304 600,734 99,484 55,905 55,905 Sale Of Assets 780,000 827,450 701,355 950,000 400,000 400,000 Bond Proceeds 17,357 - - - - - Transfers In - Misc 662 - - - - - Total Revenues & Transfer In 2,012,201$ 2,162,708$ 2,198,701$ 1,159,082$ 898,082$ 906,714$ Expenditures: Personnel 165,802$ 177,317$ 202,223$ 127,542$ 127,045$ 130,856$ Services 262,933 297,864 299,792 281,351 240,160 244,963 Supplies 70 4,319 896 4,271 877 895 Capital Outlay 915,396 1,000,708 744,289 585,000 530,000 530,000 Other Financial Uses 668,000 682,500 951,500 - - - Total Expenditures 2,012,201$ 2,162,708$ 2,198,701$ 998,164$ 898,082$ 906,714$ Personnel Services - FTE 2018 2019 2020 2021 2022 Associate Planner 1.00 1.00 1.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 2.00 2.00 Code Enforcement Specialist 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 2021 2022 House Acquisitions for UniverCity 200,000$ 200,000$ South District Home Ownership Program 200,000 200,000 Rehab Costs 185,000 130,000 Total Capital Outlay 585,000$ 530,000$ Activity Summary 275 Activity: Neighborhood Outreach (610710/610720)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 154,109$ 223,384$ 214,842$ 404,657$ 324,487$ 332,356$ Use Of Money And Property Rents - 10,079 - - - - Miscellaneous Contrib & Donations 350 - - - - - Misc Merchandise - 27 53 - - - Other Misc Revenue (19) 150 - - - - Printed Materials 233 272 71 270 70 70 Other Financial Sources Sale Of Assets 44 - - - - - Total Revenues 154,672$ 233,911$ 214,965$ 404,927$ 324,557$ 332,426$ Expenditures: Personnel 114,336$ 187,078$ 171,212$ 248,000$ 237,711$ 244,843$ Services 32,561 26,280 25,851 49,063 35,683 36,397 Supplies 3,320 5,552 9,302 3,364 1,163 1,186 Capital Outlay 4,500 15,000 8,600 104,500 50,000 50,000 Total Expenditures 154,716$ 233,911$ 214,965$ 404,927$ 324,557$ 332,426$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 - - Total Personnel 1.95 1.95 1.95 1.70 1.70 Capital Outlay 2021 2022 Public Art 104,500$ 50,000$ Total Capital Outlay 104,500$ 50,000$ Activity Summary 276 Activity: Housing Inspections (610730/610740)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ 23,256$ 13,426$ -$ 64,247$ 94,921$ Licenses And Permits Const Per & Ins Fees 626,678 792,248 810,064 1,040,000 920,000 920,000 Charges For Fees And Services Building & Devlpmt - 25,605 49,481 25,000 40,000 40,000 Miscellaneous Intra-City Charges - 12,726 40,097 13,000 40,000 40,000 Other Misc Revenue 5,353 6,261 16,169 6,500 10,000 10,000 Other Financial Sources Sale Of Assets - - 19 - - - Total Revenues 632,032$ 860,096$ 2,939,107$ 1,084,500$ 1,074,247$ 1,104,921$ Expenditures: Personnel 536,986$ 748,819$ 778,579$ 920,519$ 918,965$ 946,534$ Services 66,620 100,856 141,770 104,435 152,782 155,838 Supplies 4,309 10,420 8,908 4,915 2,500 2,550 Capital Outlay - - - 22,000 - - Total Expenditures 607,916$ 860,096$ 929,257$ 1,051,869$ 1,074,247$ 1,104,921$ Personnel Services - FTE 2018 2019 2020 2021 2022 Building Inspector 3.40 5.50 4.50 5.00 5.00 Housing Assistant 1.00 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.50 0.50 1.50 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 8.30 8.30 8.80 8.80 Capital Outlay 2021 2022 Automobile 22,000$ -$ Total Capital Outlay 22,000$ -$ Activity Summary 277 Activity: Human Services (610820)Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 292,501$ 300,000$ 480,412$ 605,000$ 660,250$ 673,455$ Total Revenues 292,501$ 300,000$ 480,412$ 605,000$ 660,250$ 673,455$ Expenditures: Services 292,501$ 300,000$ 480,412$ 605,000$ 660,250$ 673,455$ Total Expenditures 292,501$ 300,000$ 480,412$ 605,000$ 660,250$ 673,455$ Activity: Iowa City Property Management (490100)*Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Royalties & Commiss -$ 4,654$ 5,602$ 4,653$ -$ -$ Total Revenues -$ 4,654$ 5,602$ 4,653$ -$ -$ Expenditures: Personnel -$ 2,830$ 6,411$ 4,653$ -$ -$ Total Expenditures -$ 2,830$ 6,411$ 4,653$ -$ -$ * Iowa City Property Management moved to Fund 2510 starting in fiscal year 2022. Activity Summary Activity Summary 278 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 279 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. Urban Planning staff also participates in 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. •The Edge-hotel, residential and commercial new construction at the corner of Clinton and Burlington Street •Augusta Place- completion of a residential development 20 S. Gilbert Street •The Crossings- Phase 4 on S. Gilbert Street •Capstone-rezoning and design review at Prentiss and S. Gilbert Street •Tailwinds -Historic Preservation and Redevelopment 100 block of College Street. •Tenant finish Downtown Target Store •Englert Theatre renovation •National Historic District nomination of the downtown Other accomplishments include: •Various Iowa City School District Facilities Master Plan projects (SE Jr High, Shimek ES, City High School, West High School, Lemme ES, Tate ES, Weber ES) 280 •Brewery tenant finish-Heinz Road •Amazon Distribution center renovation •Configuration and Implementation of a new land use and building permit software platform •Voluntary Historic Landmark designation of 4 properties •Providing staff lead for the adoption of a South District Form Based Code •Performing an analysis of the City’s growth potential to inform an update of the City-County Fringe Area agreement •Drafting code changes to the Riverfront Crossing District for affordable housing requirements 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 and with other departments is an on-going priority. Upcoming Challenges: 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. •Code amendments to the Riverfront Crossings Form Based Code based on review comments from Opticos •Supporting the adoption of an update to the Affordable Housing Action Plan through background analysis and potential code changes to support housing cost reductions. •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 Also, staff anticipates several Districts, such as the Southwest District, to see increased interest in development over the next 5-10 years. Having a clear and current articulation of what the community vision is in these areas will help facilitate the character and quality of this development. Staffing: FY2020 FY2021 FY2022 Total FTE’s 11.30 13.30 13.30 281 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Building Inspection Services expenditures increased by 14.7% in the fiscal year 2022 budget due to software maintenance agreement fees for Energov and the related ITS internal service charges. Urban Planning Services expenditures decreased by 20.6% in fiscal year 2022 primarily due to higher consultant fees in the fiscal year 2021 budget. 282 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate 172 157 109 80 130 130 837 818 684 702 760 760 Total Value of Construction (in millions) 10 Year Average CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate $169.5 $388.4 $216.8 $192.8 $231.5 $257.4 $257.4 180.8%-44.2%-11.1%20.1%11.2%11% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 0 1 0 1 1 1 20 26 16 6 17 17 6 11 4 6 7 7 2 0 6 5 3 3 9 5 3 6 6 6 3 3 2 0 2 2 2 2 2 0 2 2 6 0 5 8 5 5 48 48 38 32 42 42 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 8 7 6 13 9 9 1 0 0 0 0 0 0 0 0 0 0 0 New Single Family Dwellings Total Building Permits Planning & Zoning Commission GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves Efficiently process construction permits to encourage economic development. Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. Board of Adjustment Special Exceptions Appeals Variances Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Participate in public meetings, both formal and informal, to communicate proposals, solicit input, and respond to questions about the approval process. Foster Healthy Neighborhoods and Affordable Housing Throughout the City Annexations Rezonings Preliminary Plats Final Plats Code Amendments Comprehensive Plan Amendments Right-of-way Vacations County Zoning Items Total 283 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 0.0 7.9 0.0 35.29 80.0 40.0 13.7 171.0 80.0 72.1 72.0 36.0 1.00 0.70 26.90 0 0.00 0.00 25.21 5.08 5.30 2.75 8.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 23 67 32 83 51 51 0 1 3 0 1 1 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 20 22 20 13 18.75 18.75 12 8 6 11 9.25 9.25 12 14 18 12 14 14 9 3 0 0 3 3 17 14 8 4 10.75 10.75 6 4 7 14 7.75 7.75 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 90 102 100 96 97 97 1 6 5 2 4 4 0 0 0 0 0 0 25 30 22 24 25 25 Properties rehabed, restored, or converted through adaptive reuse Additional Landmarks Additional properties in historic/conservation districts Board of Adjustment Historic Preservation Comp. Plan-related Good Neighbor Other public meetings Acres Zoned Commercial / Office Residential Lots Final Platted / Created Commercial Lots Final Platted / Created Public Meetings Staffed Planning and Zoning Development Activity Metrics Acres Annexed Acres Zoned Residential Acres Zoned Commercial Acres Zoned Mixed-Use / RF Crossings Historic Preservation Commission Project Reviews 284 Activity: Building Inspection (610610)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ -$ 104,816$ 61,095$ 94,711$ Licenses And Permits General Use Permits 9,773 14,183 7,808 14,180 7,810 7,810 Food & Liq Licenses 280 175 130 180 130 130 Professional License 2,680 2,645 2,330 2,650 2,330 2,330 Misc Permits & Lic 2,905 3,005 4,000 2,910 3,020 3,020 Const Per & Ins Fees 1,192,088 1,316,188 880,667 726,070 814,840 814,840 Charges For Fees And Services Building & Devlpmt 435,563 437,935 279,948 318,360 278,540 278,540 Miscellaneous Other Misc Revenue 280 3,600 350 320 350 - Other Financial Sources Sale Of Assets - 54 - - - - Total Revenues 1,643,569$ 1,777,784$ 1,175,233$ 1,169,486$ 1,168,115$ 1,201,381$ Expenditures: Personnel 735,343$ 769,460$ 808,669$ 980,239$ 990,361$ 1,020,072$ Services 135,529 143,016 154,113 149,182 171,088 174,510 Supplies 5,694 8,039 6,674 17,065 6,666 6,799 Capital Outlay - 12,300 - 23,000 - - Total Expenditures 876,565$ 932,815$ 969,455$ 1,169,486$ 1,168,115$ 1,201,381$ Personnel Services - FTE 2018 2019 2020 2021 2022 Building Inspector 4.00 3.00 3.00 4.00 4.00 Building Inspector II - 1.00 1.00 1.00 1.00 Development Services Assistant - - - 0.50 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 8.80 8.80 Capital Outlay 2021 2022 Vehicle 23,000$ -$ Total Capital Outlay 23,000$ -$ Activity Summary 285 Activity: Urban Planning (610620)Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 491,148$ 628,742$ 762,600$ 754,178$ 723,045$ 743,562$ Intergovernmental Fed Intergovnt Rev 8,026 8,026 - - - - Other State Grants - 3,333 - - - - Charges For Fees And Services Building & Devlpmt 28,650 26,315 23,470 26,320 23,470 23,470 Miscellaneous Contrib & Donations 5,000 - - - - - Printed Materials 8 30 13 - - - Other Financial Sources Loans - 134 1,494 - - - Total Revenues 532,832$ 2,360,860$ 786,083$ 780,498$ 746,515$ 767,032$ Expenditures: Personnel 435,793$ 454,012$ 505,638$ 541,972$ 558,678$ 575,438$ Services 95,518 209,910 277,702 231,309 183,637 187,310 Supplies 1,521 2,659 4,236 7,217 4,200 4,284 Total Expenditures 532,832$ 666,581$ 787,577$ 780,498$ 746,515$ 767,032$ Personnel Services - FTE 2018 2019 2020 2021 2022 Associate Planner 1.50 1.50 1.50 2.00 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 0.50 Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50 Senior Planner 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 4.50 4.50 Activity Summary 286 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 and move-in to the building • Completion of the Pedestrian Mall reconstruction and revision of the Sidewalk and Street Café Policy • Completion of the Burlington Street and Madison Street Intersection Improvements Project Recent Accomplishments: • Completion of the Methane Feasibility Study for Wastewater and the Landfill • Final review of the Pavement Management Plan • Implementation of the Online Permitting Process • Addition of Salt Brine to the toolbox for Winter Maintenance response Upcoming Challenges: • Development of the asset management platform • Succession planning for workforce • Continue to develop work plan for response to COVID 19 • Continue to develop accommodations for the Community response to COVID 19 Staffing: FY2020 FY2021 FY2022 Total FTE’s 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: The Public Works Facility Supplies expenditures decreased by 32.7% due to a decrease in other maintenance materials budgeted. 287 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Sidewalk Cafes 39 36 34 33 34 Street Cafes 2 3 4 3 3 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Use of ROW 10 7 6 7 6 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate License Agreements Issued 0 0 2 0 0 Promote an Inclusive and Resilient Economy Throughout the City, Enhance Community Mobility for All Residents, Foster Healthy Neighborhoods and Affordable Housing Throughout the City GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote an Inclusive and Resilient Economy Throughout the City, Enhance Community Mobility for All Residents, Foster Healthy Neighborhoods and Affordable Housing 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 Promote an Inclusive and Resilient Economy Throughout the City, Enhance Community Mobility for All Residents, Foster Healthy Neighborhoods and Affordable Housing 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. 288 Activity: Public Works Administration (710100)Fund: General (1000) Division: Public Works Administration Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 327,773$ 336,131$ 409,562$ 394,520$ 403,280$ 414,802$ Miscellaneous Other Misc Revenue 775 513 3,000 510 - - Total Revenues 328,547$ 336,644$ 412,562$ 395,030$ 403,280$ 414,802$ Expenditures: Personnel 304,325$ 314,803$ 327,660$ 336,997$ 345,633$ 356,002$ Services 23,030 21,763 84,739 57,833 57,447 58,596 Supplies 1,192 79 163 200 200 204 Total Expenditures 328,547$ 336,644$ 412,562$ 395,030$ 403,280$ 414,802$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy -$ -$ 21,386$ 199,644$ 167,590$ 170,942$ Total Revenues -$ -$ 21,386$ 199,644$ 167,590$ 170,942$ Expenditures: Services -$ -$ 11,208$ 147,644$ 132,590$ 135,242$ Supplies - - 10,178 52,000 35,000 35,700 Total Expenditures -$ -$ 21,386$ 199,644$ 167,590$ 170,942$ Activity Summary Activity Summary 289 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 Ped Mall Reconstruction Project • Substantial completion of the new Public Works Facility Phase I • Substantial completion of the Asphalt Resurfacing 2019 Project • Substantial completion of the Water Distribution East Pressure Zone Project • Substantial completion of the Lower Muscatine Area Storm Sewer Improvements Project • Substantial completion of the McCollister Boulevard Extension Project • Substantial completion of the Gilbert Street Intersection Improvements Project • Nearing completion of the Prentiss Street Bridge Project • Implemented electronic/online permitting process Upcoming Challenges: • Close out the Iowa City Gateway Project and the Ped Mall Reconstruction Project • Complete construction of the Asphalt Resurfacing 2020 Project • Complete design and construction of the Riverside Drive Pedestrian Tunnel Project • Construction of the Idyllwild Drainage Diversion Project 290 • Complete design and construction of the Second Avenue and Gilbert Street Bridge Projects • 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 • Complete design and construction of the Scott Boulevard Trunk Sewer Extension Project • Complete design and construction of the Asphalt Resurfacing 2021 Project • Complete design and construction of the Orchard Street Reconstruction Project • Adopt SUDAS Design Standards • Development of a right-of-way management ordinance Staffing: FY2020 FY2021 FY2022 Total FTE’s 16.00 18.00 18.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures increased by 151.9% in the fiscal year 2022 budget due to minor equipment purchases for office equipment. 291 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Accepted Public Improvements FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate # of Projects Accepted 28 19 33 24 26 # of Subdivision Accepted 7 5 2 8 4 Streets (miles)1.54 3.90 1.13 2.36 1.79 Water Main (miles)1.70 1.95 1.95 2.03 1.53 Sanitary Sewer (miles)1.54 1.21 0.68 1.74 1.03 Storm Sewer (miles)1.38 1.53 1.92 2.22 1.41 Fire Hydrants 26 35 47 36 29 Trails/Sidewalks (miles)0.58 0.41 1.97 1.30 0.85 Lift Station 0 0 0 0 0 Traffic Signals 0 0 0 2 0 Pedestrian Bridge 0 0 1 0 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Excavation Permits Issued 304 420 453 500 440 Sidewalk Hazards Identified Addresses 366 264 428 275 350 Sidewalk Hazards Identified # of Squares 819 1,127 1,444 1,130 1,200 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 an Inclusive and Resilient Economy Throughout the City, Foster Healthy Neighborhoods and Affordable Housing 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 and Affordable Housing Throughout the City Provide oversight of private construction on City Right-of-ways. 292 Activity: Engineering Services (710200)Fund: General (1000) Division: Engineering Services Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 852,558$ 771,885$ 992,547$ 1,458,763$ 1,564,279$ 1,626,254$ Other City Taxes Utility Franchise Tax 73,212 72,339 66,267 72,340 66,270 66,270 Licenses And Permits Const Per & Ins Fees 31,772 32,987 52,015 28,750 40,000 40,000 Charges For Fees And Services Building & Devlpmt 12,614 20,384 29,100 20,380 29,100 29,100 Miscellaneous Other Misc Revenue 8,312 8,686 14,719 8,680 14,720 14,720 Printed Materials 272 64 139 - 140 140 Intra-City Charges 602,300 862,434 889,253 920,126 863,240 876,189 Other Financial Sources Sale Of Assets 32 - 303 - - - Total Revenues 1,581,073$ 1,768,779$ 2,044,343$ 2,509,039$ 2,577,749$ 2,652,673$ Expenditures: Personnel 1,428,168$ 1,579,381$ 1,834,692$ 2,300,316$ 2,336,886$ 2,406,992$ Services 137,754 157,966 199,446 200,759 220,804 225,220 Supplies 15,151 9,183 10,204 7,964 20,059 20,460 Capital Outlay - 22,249 - - - - Total Expenditures 1,581,073$ 1,768,779$ 2,044,343$ 2,509,039$ 2,577,749$ 2,652,673$ Personnel Services - FTE 2018 2019 2020 2021 2022 City Engineer 1.00 1.00 1.00 1.00 1.00 Assistant City Engineer - - - 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Public Works Aide - - - 1.00 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 18.00 18.00 Activity Summary 293 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: • Implementation of protocols to maintain safe operations with the onset of the COVID-19 pandemic • Assisted Downtown District with expansion of outdoor eating opportunities • Assisted Downtown District with waste management initiatives • Assisted Downtown District with the development of temporary short-term “10 minute pick-up/drop off” parking spaces in the CBD • Rapid restoration of surfaces in ped mall following protests Upcoming Challenges: • Snow removal and maintenance of downtown alleys 294 Staffing: FY2020 FY2021 FY2022 Total FTE’s 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: CBD Maintenance Operations Supplies expenditures decreased by 53.7% in fiscal year 2022 largely due to higher other maintenance supplies and sanitary supplies expenditures in fiscal year 2021 due to the COVID-19 pandemic. 295 Activity: Transportation Services Admin (810100)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 3,252,022$ 3,432,534$ 3,521,269$ 3,925,894$ 4,012,523$ 4,132,899$ Other City Taxes Gas/Electric Excise Tax 39,802 39,197 40,626 38,148 38,566 38,566 Mobile Home Tax 3,559 3,426 3,073 3,430 3,070 3,070 Intergovernmental Property Tax Credits 88,140 89,063 88,564 112,616 91,248 91,248 Total Revenues 3,383,523$ 3,564,219$ 3,653,533$ 4,080,088$ 4,145,407$ 4,265,783$ Expenditures: Personnel 221,204$ 324,128$ 341,728$ 382,255$ 357,300$ 368,019$ Services 3,592 4,048 5,172 4,309 5,409 5,517 Supplies - - 255 - 255 260 Total Expenditures 224,796$ 328,176$ 347,156$ 386,564$ 362,964$ 373,796$ Personnel Services - FTE 2018 2019 2020 2021 2022 Transportation/Res Mgmt Director 1.00 - - - - Transportation Services Director - 1.00 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 3.00 2.00 2.00 2.00 2.00 Activity: CBD Maintenance Operations (810200)Fund: General (1000) Division: Transportation Services Admin Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy 255,807$ 284,605$ 249,667$ 270,898$ 269,486$ 275,728$ Licenses And Permits General Use Permits 7,320 7,230 5,400 - 5,400 5,400 Other Financial Sources Sale Of Assets 279 5,763 346 - - - Total Revenues 263,407$ 297,598$ 255,413$ 270,898$ 274,886$ 281,128$ Expenditures: Personnel 78,888$ 85,022$ 75,786$ 70,246$ 74,433$ 76,666$ Services 163,992 208,149 177,845 193,100 196,953 200,892 Supplies 16,676 4,427 1,782 7,552 3,500 3,570 Capital Outlay 3,850 - - - - - Total Expenditures 263,407$ 297,598$ 255,413$ 270,898$ 274,886$ 281,128$ Personnel Services - FTE 2018 2019 2020 2021 2022 M. W. II - CBD 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary Activity Summary 296 SPECIAL REVENUE FUNDS Community Development Block Grant HOME Grant Road Use Tax Other Shared Revenue Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Emergency Levy Affordable Housing Iowa City Property Management Tax Increment Financing (TIF) Districts Self-Supporting Municipal Improvement District (SSMID) - Downtown F Y 2 0 2 2 297 298 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 $62,184 in fiscal year 2022 versus an estimated ending fund balance of $33,704 in fiscal year 2021. This is an increase of $28,480. The increase is due to the repayment of CDBG loans. Revenues: 84.4% of revenue comes from Federal grants, with most of the remainder from loan repayments. Federal grant revenue is budgeted to decrease from $1,969,169 in fiscal year 2021 to an estimated $697,968 in fiscal year 2022, a decrease of 64.6%. This is primarily due to the receipt of $1,097,032 in CARES Act funds in fiscal year 2021. Expenditures: Fiscal year 2022 expenditures represent a 60.96% decline from fiscal year 2021. This reduction is primarily due the expenditure of the CARES Act funds in fiscal year 2021. 299 2018 2019 2020 2021 2022 2023 Actual Actual Actuals Revised Budget Projected Fund Balance, July 1 (90,569)$ (25,935)$ -$ (17,210)$ 33,704$ 62,184$ Revenues: Use Of Money And Property Interest Revenues 14,161$ 18,222$ 17,268$ 18,215$ 17,265$ 17,265$ Intergovernmental Federal Intergovernmental Revenue 555,597 628,824 522,608 1,969,169 697,968 697,968 Miscellaneous Other Misc Revenue 1,185 3,021 6,336 13,020 16,340 16,340 Other Financial Sources Loans 87,235 108,867 150,718 95,000 95,000 95,000 Total Revenues 658,178$ 758,935$ 696,930$ 2,095,404$ 826,573$ 826,573$ Transfers In: Transfers In-Govt Activities -$ 2,700$ -$ -$ -$ -$ Sub-Total Transfers In -$ 2,700$ -$ -$ -$ -$ Total Revenues & Transfers In 658,178$ 761,635$ 696,930$ 2,095,404$ 826,573$ 826,573$ Expenditures: Personnel 153,629$ 153,909$ 146,947$ 185,221$ 190,552$ 196,269$ Services 435,811 472,227 561,438 1,730,484 607,291 619,437 Supplies 2,723 1,880 2,421 749 250 255 Sub-Total Expenditures 592,163 628,016 710,805 1,916,454 798,093 815,960 Transfers Out: Misc Transfers Out 1,380 107,684 3,335 128,036 - - Sub-Total Transfers Out 1,380 107,684 3,335 128,036 - - Total Expenditures & Transfers Out 593,544$ 735,700$ 714,141$ 2,044,490$ 798,093$ 815,960$ Fund Balance, June 30 (25,935)$ -$ (17,210)$ 33,704$ 62,184$ 72,796$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (25,935)$ -$ (17,210)$ 33,704$ 62,184$ 72,796$ % of Revenues -4%0%-2%2%8%9% CDBG (2100) Fund Summary 300 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CDBG Funds Only FY 2018 FY 2019 FY 2020 FY 2021 Projected* FY 2022 Estimate Funds Spent $556,490 $726,790 $712,364 $1,228,709 $725,000 Local, State & Other Funds Leveraged $288,500 $3,165,111 $88,803 $178,000 $150,000 Housing Units Assisted 25 93 22 19 18 Public Facilities Assisted 3 2 3 4 3 Persons Receiving Services 2,497 2,808 3,300 2,970 3,000 Businesses Assisted in Creating Low-Moderate Income Jobs 16 2 10 15 15 Businesses Assisted with Façade Improvements in a URA 1 0 0 0 0 *FY21 includes CDBG-CV funds ($410,422) GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote an Inclusive and Resilient Economy Throughout the City, Foster Healthy Neighborhoods and Affordable Housing 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. 301 HOME GRANT FUND The HOME Grant Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). HOME grant funds are given directly to states and local governments for the exclusive use of affordable housing activities. Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City’s allocation may change from year to year. HOME funds are used throughout the community to address the housing needs of lower income citizens. This is accomplished through:  Acquisition of land and buildings  Rehabilitation of existing housing  Tenant-based rental assistance  New construction of owner-occupied and rental housing Fund Balance: Budgeted fund balance at the end of fiscal year 2022 is $234,121 which is an 157.5% increase from the fiscal year 2021 revised estimate. This is due to the budgeted repayment and reallocation of prior of HOME loans. Revenues: 76.9% of the HOME Grant Fund’s revenue is from federal grants with remainder coming from loan repayments and loan interest. Budgeted federal HOME grant funding is lower in fiscal year 2020 by $240,101 or 31.9% from fiscal year 2021 due to a large carry- forward of federal funds in fiscal year 2021 from prior years. Expenditures: Fiscal year 2022 expenditures represent a 32.2% decrease from the fiscal year 2021 estimate. This decrease is primarily due to a large carry-forward of expenditures in fiscal year 2021 from prior years. 302 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 113,005$ 191,819$ -$ (37,397)$ 90,929$ 234,121$ Revenues: Use Of Money And Property Interest Revenues 19,453$ 17,706$ 16,070$ 17,706$ 16,070$ 16,070$ Intergovernmental Fed Intergovnt Rev 481,960 502,997 745,655 751,887 511,786 511,786 Miscellaneous Other Misc Revenue - 2,297 1,251 17,920 25,000 25,000 Other Financial Sources Loans 165,513 191,103 127,281 80,640 112,500 112,500 Total Revenues 666,926$ 714,103$ 890,256$ 868,153$ 665,356$ 665,356$ Expenditures: Personnel 43,187$ 42,629$ 92,465$ 52,674$ 56,847$ 58,552$ Services 515,491 756,725 771,625 687,153 465,317 474,623 Supplies 147 98 - - - - Sub-Total Expenditures 558,825 799,452 864,090 739,827 522,164 533,176 Transfers Out: Misc Transfers Out 29,287 106,470 63,564 - - - Sub-Total Transfers Out 29,287 106,470 63,564 - - - Total Expenditures & Transfers Out 588,112$ 905,922$ 927,653$ 739,827$ 522,164$ 533,176$ Fund Balance, June 30 191,819$ -$ (37,397)$ 90,929$ 234,121$ 366,301$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 191,819$ -$ (37,397)$ 90,929$ 234,121$ 366,301$ % of Revenues & Transfers In 29%0%-4%10%35%55% HOME Grant (2110) Fund Summary 303 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: HOME Funds Only FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Funds Spent $579,910 $904,291 $900,939 $622,533 $620,000 Local, State & Other Funds Leveraged $322,877 $714,079 $2,025,621 $1,034,711 $80,000 Housing Units Assisted 46 16 81 52 40 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods and Affordable Housing 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. 304 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, 2021 is projected to be $2,910,064, a decrease of $637,859 or 17.98% from the fiscal year 2020 year-end balance. This decrease is primarily due to a decrease in Road Use Tax revenue stemming from COVID-19 and an increase in Streets System Maintenance expenditures. The fiscal year 2022 estimated fund balance is budgeted to decrease by another $93,528 to $2,816,536. This decrease is a result of not including an increase in the fiscal year 2022 Road Use Tax revenues that was expected. This is due to the difficulties of conducting the 2020 census during the COVID-19 pandemic. (1) FY21 - FY23 figures are estimates. The Road Use Tax Fund borrowed $1.4 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. The following is a summary of that loan: Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/21 Total Payment FY22 FY22 Principal FY22 Interest 2019 Public Works Facility Loan 6/30/2019 $ 1,400,000 2036 $ 1,274,667 $ 93,172 $ 74,561 $ 18,611 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Unassigned $3,893,383 $3,363,436 $3,547,923 $2,910,064 $2,816,536 $2,719,535 $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 Fund Balance (1) 305 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 2022, Road Use Tax Fund revenues are projected to be over $9.16 million, which is a 3.89% increase over the fiscal year 2021 estimated revenue. Road Use Tax Fund revenues are expected to take a slight decrease during fiscal year 2021 due to the COVID-19 pandemic. We are expecting the revenues to bounce back in fiscal year 2022, but no additional revenue is budgeted as a result of the 2020 census. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. Expenditures: Fiscal year 2022 budgeted expenditures, excluding transfers out, are lower than fiscal year 2021 expenditures by 1.75%. This decrease is primarily due to a decrease in Streets System Maintenance expenditures particularly in capital outlay. $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Revenue Trends Intergovernmental Charges for Services Miscellaneous Other Financial Sources 306 Long-term Projections: Future revenues for the Road Use Tax Fund are projected to increase only 1% each year. The City’s population has grown substantially since the last census, but due to uncertainty surrounding the 2020 census, revenue projections were done conservatively. Future expenditures are projected with the assumptions that personnel related expenditures will grow at a 3% rate annually and services and supplies will grow at a 2% rate annually. The structural deficit projected in the fund may have to be addressed through expenditure or capital funding cuts if the census results upon which the Road Use Tax revenues are calculated do not grow as originally anticipated. - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 307 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,714,241$ 3,893,383$ 3,363,436$ 3,547,923$ 2,910,064$ 2,816,536$ Revenues: Intergovernmental Disaster Assistance 1,388$ -$ -$ -$ -$ -$ Road Use Tax 8,426,502 8,820,138 9,163,303 8,820,140 9,163,300 9,254,933 Charges For Fees And Services Building & Devlpmt 18,090 37,814 68,359 37,810 40,000 40,000 Miscellaneous Other Misc Revenue 93,917 97,569 111,460 77,750 90,200 90,200 Other Financial Sources Sale Of Assets 46 426 - - - - Sub-Total Revenues 8,539,943 8,955,947 9,343,122 8,935,700 9,293,500 9,385,133 Transfers In: Transfers In-Govt Activities 427,642 451,026 507,510 622,793 631,319 650,259 Sub-Total Transfers In 427,642 451,026 507,510 622,793 631,319 650,259 Total Revenues & Transfers In 8,967,585$ 9,406,973$ 9,850,631$ 9,558,493$ 9,924,819$ 10,035,392$ Expenditures: Road Use Tax Administration 83,241$ 83,316$ 124,389$ 103,103$ 101,787$ 103,823$ Sidewalk Inspection 32,139 121,711 93,923 119,990 130,878 131,827 Traffic Engineering 1,288,805 1,563,535 1,391,771 1,347,787 1,338,923 1,378,231 Streets System Maintenance 4,655,238 4,885,145 4,931,255 5,347,948 5,143,821 5,351,506 Sub-Total Expenditures 6,059,424 6,653,708 6,541,337 6,918,828 6,715,409 6,965,387 Transfers Out: Capital Projects Fund 4,448,639 2,954,873 2,707,360 2,797,000 2,797,000 2,647,000 Interfund Loan Repayment to Landfill - - 51,881 73,452 74,561 75,687 Misc Transfers Out 280,379 328,340 365,566 407,072 431,377 444,318 Sub-Total Transfers Out 4,729,018 3,283,213 3,124,807 3,277,524 3,302,938 3,167,005 Total Expenditures & Transfers Out 10,788,442$ 9,936,921$ 9,666,144$ 10,196,352$ 10,018,347$ 10,132,392$ Fund Balance, June 30 3,893,383$ 3,363,436$ 3,547,923$ 2,910,064$ 2,816,536$ 2,719,535$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 3,893,383$ 3,363,436$ 3,547,923$ 2,910,064$ 2,816,536$ 2,719,535$ % of Revenues & Transfers In 43%36%36%30%28%27% Road Use Tax (2200) Fund Summary 308 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 many broken concrete street panels and repairs many damaged storm sewer structures throughout the City each year. • Response time to the majority of potholes reported during regular business hours is no more than two hours. • The Streets Division paints all pavements markings each construction season and refreshes the lane markings on major streets in the fall. 309 • 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 495 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 4,945 potholes and replaced 195 street panels in fiscal year 2020 • Leaf program picked up 516 loads totaling 1,290 tons in fiscal year 2020 • Replaced 946 street signs in fiscal year 2020 to comply with Federal retro- reflectivity requirements. • Completed five street sweeping passes of the entire street network. • Street sweeping program picked up 169 loads totaling 1,079 tons in fiscal year 2020 • Sprayed all pavement markings including a second fall application on major streets. • Assisted with the cleanup after the 8-10- 2020 Derecho Event. • Responded to City needs during the protests. • Assisted other Divisions and Departments with tasks such as; sign installations, water main breaks, traffic control setup, erosion control, tree removal, and concrete projects. • Moved into the new PW building. • Brine maker and blending station completed. Upcoming Challenges: • Limited road use tax revenues inhibit adequate preventive street maintenance. • Deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs. • Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing with current revenue and resource levels • More bike lanes and cross walks to maintain. • Maintenance on the new Public Works Facility • Integrating brine into the snow removal/ice control operations. • To construct covered bunkers to store sand/salt • Upgrading unsupported Autoscope controlled intersections • Additional specialty lighting and banners to manage and maintain • To install PTZ cameras at all signalized intersections. 310 Staffing: FY2020 FY2021 FY2022 Total FTE’s 32 32 32 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: In fiscal year 2022, the Streets division will be contracting to have stored concrete crushed into rock. This cost will be shared with the Landfill, the Water division, and Parks Maintenance. The cost of this will be offset by reduced purchases of rock. Although the cost is similar, there will be reduced carbon emissions from the hauling of rock and the disposal of concrete. Financial Highlights: Streets System Maintenance expenditures decreased in fiscal year 2022 by $204,127 or 3.8% primarily due to a decrease in Capital Outlay expenditures. Streets System Maintenance Capital Outlay expenditures include $22,000 for a new message board and Traffic Engineering expenditures include $10,000 for a sign cutter and $82,000 for traffic signal equipment. Road Use Tax revenues are projected to increase at only 3.9% in fiscal year 2022 versus fiscal year 2021 despite the completion of the 2020 census. This is due to the uncertainty of the census outcome as a result of the COVID-19 pandemic. 311 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 1,207 976 946 1,000 1,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Dump Truck Loads of Sweeping Debris FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 177 250 169 190 190 1,416 2,224 1,079 1,520 1,520 Leaf Vacuum Pickup Season - Packer Truck Loads of Leaves FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 21 13 46 40 40 168 104 368 320 320 Leaf Vacuum Pickup Season - Dump Truck Loads of Leaves FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 560 445 516.25 525 525 1,400 1,113 1290.63 1,312 1,312 Number of Loads Tons Number of Loads Tons Tons GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen Community Engagement and Intergovernmental Relations Meet Retro-reflectivity Standards. Continue sign replacements. Signs Replaced Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Strengthen 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 312 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used/Miles of Street Maintained 5 Year Average FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Concrete (yards)1,594.71 1,528.31 1,547.75 1751.25 1,850 1,850 Asphalt (tons)404.36 261.90 571.11 445.05 550 550 Rock (tons)1,480.28 1,549.53 1,155.78 2,028.96 2,000.00 2,000.00 Streets (miles)293 290 294 295 296 298 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 2,850 6,344 4,945 6,000 6,000 165 172 195 205 205 Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Promote an Inclusive and Resilient Economy Throughout the City Provide Street Maintenance & Repairs. Efficiently Maintain & Repair Public Streets. Workload Measures Potholes Patched Street Panels – Removal/Replacement 313 Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Road Use Tax 8,426,502$ 8,820,138$ 9,163,303$ 8,820,140$ 9,163,300$ 9,254,933$ Transfers In-Govt Activities 427,642 451,026 507,510 622,793 631,319 650,259 Total Revenues & Transfers In 8,854,144$ 9,271,164$ 9,670,813$ 9,442,933$ 9,794,619$ 9,905,192$ Expenditures: Services 83,241$ 83,316$ 124,389$ 103,103$ 101,787$ 103,823$ Total Expenditures 83,241$ 83,316$ 124,389$ 103,103$ 101,787$ 103,823$ Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Building & Devlpmt 18,090$ 37,814$ 68,359$ 37,810$ 40,000$ 40,000$ Total Revenues 18,090$ 37,814$ 68,359$ 37,810$ 40,000$ 40,000$ Expenditures: Personnel 6,358$ 11,933$ 12,719$ 20,475$ 23,136$ 23,830$ Services 3,210 6,736 3,204 14,071 12,298 12,544 Supplies 55 435 313 444 444 453 Capital Outlay 22,517 102,607 77,686 85,000 95,000 95,000 Total Expenditures 32,139$ 121,711$ 93,923$ 119,990$ 130,878$ 131,827$ Capital Outlay 2021 2022 Sidewalk And R.O.W. Repairs 85,000$ 95,000$ Total Capital Outlay 85,000$ 95,000$ Activity Summary Activity Summary 314 Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue 48,200$ 41,386$ 40,690$ 28,690$ 29,480$ 29,480$ Other Financial Sources Sale Of Assets - 426 - - - - Total Revenues 48,200$ 41,812$ 40,690$ 28,690$ 29,480$ 29,480$ Expenditures: Personnel 470,377$ 501,177$ 533,051$ 568,304$ 636,953$ 656,062$ Services 555,089 440,297 489,968 462,406 472,951 482,410 Supplies 190,336 224,797 134,056 160,077 137,019 139,759 Capital Outlay 73,004 397,265 234,697 157,000 92,000 100,000 Total Expenditures 1,288,805$ 1,563,535$ 1,391,771$ 1,347,787$ 1,338,923$ 1,378,231$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 Total Personnel 3.00 3.00 3.00 3.00 3.00 Capital Outlay 2021 2022 Paint Traffic Signal Poles 35,000$ -$ Paint Light Poles 30,000 - Sign Cutter - 10,000 Paint Machine 10,000 - Traffic Signal Equipment 82,000 82,000 Total Capital Outlay 157,000$ 92,000$ Activity Summary 315 Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Disaster Assistance 1,388$ -$ -$ -$ -$ -$ Miscellaneous Other Misc Revenue 45,716 56,183 70,770 49,060 60,720 60,720 Other Financial Sources Sale Of Assets 46 - - - - - Total Revenues 47,150$ 56,183$ 70,770$ 49,060$ 60,720$ 60,720$ Expenditures: Personnel 2,488,765$ 2,585,629$ 2,598,069$ 2,795,229$ 2,724,899$ 2,806,646$ Services 1,416,824 1,539,614 1,446,504 1,755,547 1,659,255 1,692,440 Supplies 487,741 718,833 754,963 646,962 737,667 752,420 Capital Outlay 261,908 41,069 131,718 150,210 22,000 100,000 Total Expenditures 4,655,238$ 4,885,145$ 4,931,255$ 5,347,948$ 5,143,821$ 5,351,506$ Personnel Services - FTE 2018 2019 2020 2021 2022 Asst Streets Superintendent 1.00 1.00 1.00 1.00 1.00 M.W. II - Signs 1.00 1.00 - - - M.W. I - Streets 8.00 8.00 8.00 8.00 8.00 M.W. II - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Signs & Pavement Markings Technician - - 1.00 1.00 1.00 Sr Clerk/Typist - Streets 1.00 1.00 1.00 1.00 1.00 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Streets Superintendent 1.00 1.00 1.00 1.00 1.00 Total Personnel 29.00 29.00 29.00 29.00 29.00 Capital Outlay 2021 2022 Hotbox 79,710$ -$ Message Board - 22,000 Brine Swap Loader Roll-off (2)40,000 - Snow Plow Blade 3,500 - Power Screed 12,000 - Broom/bucket for Skid Steer Loader 6,000 - Equipment GPS Tracking Hardware 9,000 - Total Capital Outlay 150,210$ 22,000$ Activity Summary 316 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 2021.  Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017. The federal grant share is $1,153,761, the State of Iowa’s share is $146,871, and the City’s share will be $224,042. The City’s share may be in kind or in cash and is shown as a transfer-in from the General Fund. The total project is $1,524,674. The City has received prior HMGP grants as well. This grant was completed in fiscal year 2018. No grant or project activity is budgeted for fiscal year 2022. 317 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 82,485$ 3,968$ (17,584)$ 2,639$ 2,639$ 2,639$ Revenues: Intergovernmental Fed Intergovnt Rev 201,484$ -$ 12,500$ -$ -$ -$ Disaster Assistance 26,865 - - - - - Miscellaneous Contrib & Donations 41,740 8,333 - 39,927 - - Sub-Total Revenues 270,089 8,333 12,500 39,927 - - Transfers In: Misc Transfers In (15,185) - 9,533 - - - Sub-Total Transfers In (15,185) - 9,533 - - - Total Revenues & Transfers In 254,904$ 8,333$ 22,033$ 39,927$ -$ -$ Expenditures: Personnel 1,409$ 2,634$ 458$ -$ -$ -$ Services 124,107 26,554 1,351 39,927 - - Supplies 4,905 697 - - - - Capital Outlay 203,000 - - - - - Sub-Total Expenditures 333,421 29,885 1,810 39,927 - - Total Expenditures 333,421$ 29,885$ 1,810$ 39,927$ -$ -$ Fund Balance, June 30 3,968$ (17,584)$ 2,639$ 2,639$ 2,639$ 2,639$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 3,968$ (17,584)$ 2,639$ 2,639$ 2,639$ 2,639$ % of Revenues & Transfers In 2%-211%300%200%100%400% Other Shared Revenue (2300) Fund Summary 318 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: The MPOJC’s fund balance is expected to hold fairly steady from fiscal year 2020 and fiscal year 2022. There is only a slight decrease in fund balance expected totaling $18,956 or 4.36% over that time period. Revenues: Revenues and transfers in for fiscal year 2022 are expected be higher than fiscal year 2021 by $33,923 or 8.96%. This is due to an increase in transfers-in from the General Fund and Road Use Tax Fund totaling $33,794. Expenditures: Expenditures are also higher in fiscal year 2022 by $29,135 or 3.7%. Personnel expenditures account for 81.9% of MPOJC budgeted expenditures. 319 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 256,738$ 262,063$ 354,968$ 434,367$ 422,495$ 415,411$ Revenues: Use Of Money And Property Interest Revenues 2,887$ 6,613$ 5,891$ 4,000$ 4,000$ 4,000$ Intergovernmental Fed Intergovnt Rev 51,500 230,000 230,000 230,000 230,000 230,000 Local 28E Agreements 110,774 135,308 147,187 153,617 154,796 170,276 Other State Grants 148,500 - - - - - Miscellaneous Other Misc Revenue 6,794 6,550 10,529 6,550 5,500 5,500 Other Financial Sources Sale Of Assets 4 32 - - - - Sub-Total Revenues 320,459 378,503 393,607 394,167 394,296 409,776 Transfers In: Transfer-In from General Fund and RUT 276,205 333,028 352,210 378,577 412,371 424,742 Sub-Total Transfers In 276,205 333,028 352,210 378,577 412,371 424,742 Total Revenues & Transfers In 596,664$ 711,530$ 745,817$ 772,744$ 806,667$ 834,518$ Expenditures: Metro Planning Org of Johnson County 591,338$ 618,626$ 666,417$ 784,616$ 813,751$ 836,692$ Total Expenditures 591,338$ 618,626$ 666,417$ 784,616$ 813,751$ 836,692$ Fund Balance, June 30 262,063$ 354,968$ 434,367$ 422,495$ 415,411$ 413,237$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 262,063$ 354,968$ 434,367$ 422,495$ 415,411$ 413,237$ % of Revenues and Transfers In 44%50%58%55%51%50% Metro Planning Organization of Johnson County (2350) Fund Summary 320 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 2020 Transportation Planning Work Program & adoption of the fiscal year 2021 Work Program  Completion of the MPO Fiscal Year 2021-2024 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration. 321  Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system  Allocation and programming of more than $10.5 million in surface transportation infrastructure and transit operating funds.  Allocation and programming of more than $8.3 million in ‘Coronavirus Aid, Relief, and Economic Security’ (CARES) Act funding for local transit agencies.  Completion and adoption of the 2019 Urbanized Area Bike Master Plan Upcoming Challenges:  Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system  Completion of the MPO Fiscal Year 2022-2025 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration  Completion of the fiscal year 2021 Transportation Planning Work Program & adoption of the fiscal year 2022 Work Program  Completion and adoption of the MPO Long Range Transportation Plan revision by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration. Staffing: FY2020 FY2021 FY2022 Total FTE’s 5.20 5.20 5.20 Staffing Level Change Summary: There are no staffing level changes proposed for fiscal year 2022. Service Level Change Summary: There are no service level changes proposed for fiscal year 2022. Financial Highlights: The fiscal year 2022 budgeted expenditures increased by 3.9% over fiscal year 2021 primarily due to increases in wages and benefits. 322 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 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate      Passenger Transportation Plan Transportation Improvement Program         323 *Average of CY 2016-2019 Major Injury 17 17 9 1,424 1,363 Fatal 3 0 14 102 116 1,095 1,073 1,065 218 195 **Estimated Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve FY 2021 Projected $1,011,360 STBG funds for Burlington St Pavement Rehab/Widen $1,315,860 STBG funds for Benton Street Rehabilitation $438,000 TAP funds for Hwy 6 Trail FY 2022 Estimate $3,750,000 STBG funds for Dodge Street Reconstruction $438,000 TAP funds for HWY 6 Trail Construction $1,000,000 STBG-HBP funds for Gilbert St Bridge Replacement $444,000 STBG- HBP funds for 2nd Ave Bridge Replacement FY 2019FY 2018 $1,487,897 Federal Transit Grant for Iowa City Transit* $1,752,119 Federal Transit Grant for Iowa City Transit* $1,822,204 Federal Transit Grant for Iowa City Transit* Iowa City’s Capital Improvements Program priorities. FY 2020 $1,822,204 Federal Transit Grant for Iowa City Transit** $1,582,896 Federal Transit Grant for Iowa City Transit* 2 1,414 107 14 2 1,414 92 Totals 1,461 2 107 *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting CY 2019 CY 2021 Estimate 1,069 Minor Injury 222 CY 2020 Projected* 1,069 222 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 2017 CY 2018 Possible/Unknown Injury 244 Property Damage Only 324 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: *Average of CY 2016-2019 *Average of CY 2016-2019 4 0 47 4 0 47 1 1 17 2525 17 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate CY 2017 4,760 2.09 CY 2018 4,728 2.08 CY 2019 4,803 2.10 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 2020 Projected* 4,671 2.04 CY 2021 Estimate* 4,671 2.04 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 1 23 24 53 0 25 28 5 0 58 0 12 28 3 0 43 1 4 Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions 325 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 326 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 2,887$ 6,613$ 5,891$ 4,000$ 4,000$ 4,000$ Intergovernmental Fed Intergovnt Revenue 51,500 230,000 230,000 230,000 230,000 230,000 Local 28E Agreements 110,774 135,308 147,187 153,617 154,796 170,276 Other State Grants 148,500 - - - - - Miscellaneous Other Misc Revenue 6,794 6,550 10,529 6,550 5,500 5,500 Other Financial Sources Sale Of Assets 4 32 - - - - Transfer-In from General Fund and RUT 276,205 333,028 352,210 378,577 412,371 424,742 Total Revenues & Transfers In 596,664$ 711,530$ 745,817$ 772,744$ 806,667$ 834,518$ Expenditures: Personnel 461,062$ 495,221$ 547,022$ 640,337$ 666,629$ 686,628$ Services 120,118 120,183 108,173 131,745 135,981 138,701 Supplies 10,159 3,221 11,223 12,534 11,141 11,364 Total Expenditures 591,338$ 618,626$ 666,417$ 784,616$ 813,751$ 836,692$ Personnel Services - FTE 2018 2019 2020 2020 2022 Administrative Secretary 0.20 0.20 0.20 - - Development Services Assistant - - - 0.20 0.20 Associate Planner 2.50 3.00 3.00 3.00 3.00 Sr. Associate Planner 1.00 1.00 1.00 1.00 1.00 MPO Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.70 5.20 5.20 5.20 5.20 Activity Summary 327 EMPLOYEE BENEFITS FUND This fund accounts for annual employee benefit costs for the General Fund and a share of Road Use Tax employees. Costs include health, dental, life and disability insurance; employer-share FICA and IPERS retirement contributions; Chapter 411 Police and Fire retirement contributions, accidental disability and on-the-job injury medical claims; and worker’s compensation insurance. Legal authority for the fund is established by two sections of Iowa code. Iowa State Code chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of “accounting for pension and related employee benefit funds as provided by the City Finance Committee”, while also providing the authority to levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa provides the City Finance Committee’s definition of eligible benefits and how they are must be accounted for. Fund Balance: During the 2009 legislative session, a bill was passed amending section 411.l6(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on-the-job medical claims, fund reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, fund balance is recommended to be between 25% and 35% of total fund revenues. The fund balances versus revenues since fiscal year 2018 are as follows: 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues 11,668,231$ 12,845,423$ 12,798,747$ 14,712,009$ 14,901,826$ 15,325,271$ Fund Balance 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,325,920$ 4,649,990$ Percentage 24.40% 30.79% 28.01% 27.20% 29.03% 30.34% Revenues: The Employee Benefits property tax levy rate for fiscal year 2022 is $3.34415 per $1,000 of valuation. There is no change in the Employee Benefits property tax levy rate from fiscal year 2021. Property tax revenues make up nearly 95% of the Employee Benefits Fund’s revenues. Property tax revenue grew by $295,061 or 2.14% from fiscal year 2021 to fiscal year 2022. Expenditures: Transfers out to the General Fund and the Road Use Tax Fund for employee benefit costs totals $13,151,079 in fiscal year 2022. This accounts for more than 90% of the fund’s expenditures in fiscal year 2022, and they grew by $177,606 or 1.37% over fiscal year 2021. 328 Long-term Projections: Employee Benefits revenue is heavily dependent upon property tax revenues. Property tax revenues are estimated to increase by 3.00% in fiscal year 2023, 2.41% in fiscal year 2024, and 3.00% in fiscal years 2025 through 2027. Expenditures are projected to increase at the same level as property tax revenues. A large proportion of expenditures for the Employee Benefits Fund is the transfers out to the General Fund and Road Use Tax Fund to cover personnel benefits expense. These transfers typically grow at the same level as the property tax revenues. 329 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 2,520,948$ 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,325,920$ Revenues: Property Taxes 10,764,314$ 12,083,012$ 12,025,846$ 13,819,766$ 14,114,827$ 14,538,272$ Other City Taxes Gas/Electric Excise Tax 131,729 137,980 138,734 134,288 135,772 135,772 Mobile Home Tax 11,787 12,059 10,500 12,060 10,500 10,500 Intergovernmental Property Tax Credits 291,713 313,515 302,438 424,666 319,497 319,497 State 28E Agreements 315,688 298,858 321,229 321,229 321,230 321,230 Miscellaneous Other Misc Revenue 152,999 - - - - - Total Revenues 11,668,231$ 12,845,423$ 12,798,747$ 14,712,009$ 14,901,826$ 15,325,271$ Expenditures: General Government Employee Benefits 376,933$ 375,122$ 380,748$ 368,524$ 374,012$ 382,066$ Public Safety Employee Benefits 590,525 431,659 1,000,154 953,206 1,052,474 1,073,523 Sub-Total Expenditures 967,457 806,781 1,380,902 1,321,730 1,426,486 1,455,589 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 10,374,643 10,931,231 11,787,481 12,973,473 13,151,079 13,545,611 Sub-Total Transfers Out 10,374,643 10,931,231 11,787,481 12,973,473 13,151,079 13,545,611 Total Expenditures & Transfers Out 11,342,101$ 11,738,012$ 13,168,383$ 14,295,203$ 14,577,565$ 15,001,201$ Fund Balance, June 30 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,325,920$ 4,649,990$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 2,847,078$ 3,954,489$ 3,584,853$ 4,001,659$ 4,325,920$ 4,649,990$ % of Revenues 24%31%28%27%29%30% Employee Benefits (2400) Fund Summary 330 Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes 10,764,314$ 12,083,012$ 12,025,846$ 13,819,766$ 14,114,827$ 14,538,272$ Other City Taxes Gas/Electric Excise Tax 131,729 137,980 138,734 134,288 135,772 135,772 Mobile Home Tax 11,787 12,059 10,500 12,060 10,500 10,500 Intergovernmental Property Tax Credits 291,713 313,515 302,438 424,666 319,497 319,497 Total Revenues 11,199,544$ 12,546,565$ 12,477,518$ 14,390,780$ 14,580,596$ 15,004,041$ Expenditures: Personnel 55,798$ 50,496$ 51,933$ 56,014$ 57,356$ 59,077$ Services 321,135 324,626 328,815 312,510 316,656 322,989 Total Expenditures 376,933$ 375,122$ 380,748$ 368,524$ 374,012$ 382,066$ Personnel Services - FTE 2018 2019 2020 2021 2022 Administrative Secretary 0.50 0.50 - - - Risk & Finance Assistant - - 0.50 0.50 0.50 Finance Director 0.05 0.05 0.05 0.05 0.05 Total Personnel 0.55 0.55 0.55 0.55 0.55 Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental State 28E Agreements 315,688$ 298,858$ 321,229$ 321,229$ 321,230$ 321,230$ Miscellaneous Other Misc Revenue 152,999 - - - - - Total Revenues 468,687$ 298,858$ 321,229$ 321,229$ 321,230$ 321,230$ Expenditures: Services 590,525$ 431,659$ 1,000,154$ 953,206$ 1,052,474$ 1,073,523$ Total Expenditures 590,525$ 431,659$ 1,000,154$ 953,206$ 1,052,474$ 1,073,523$ Activity Summary Activity Summary 331 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 2022 for climate action purposes and is being set at $.24 per $1,000 of valuation. This is expected to generate over $1 million in revenue to be utilized to help the City meet its climate action goals. 332 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ 2,613$ 3,255$ 3,265$ Revenues: Property Taxes -$ -$ 2,603$ 991,805$ 1,012,980$ 1,043,369$ Other City Taxes Gas/Electric Excise Tax - - 10 9,637 9,743 9,743 Mobile Home Tax - - - - 500 - Intergovernmental Property Tax Credits - - - - 22,929 22,929 Total Revenues -$ -$ 2,613$ 1,001,442$ 1,046,152$ 1,076,041$ Expenditures: Personnel -$ -$ -$ -$ 2,342$ 2,412$ Services - - - 295,000 286,000 291,720 Supplies - - - 80,800 147,800 150,756 Capital Outlay - - - 525,000 510,000 415,000 Sub-Total Expenditures - - - 900,800 946,142 859,888 Transfers Out: Capital Projects Fund - - 100,000 100,000 100,000 Sub-Total Transfers Out - - - 100,000 100,000 100,000 Total Expenditures & Transfers Out -$ -$ -$ 1,000,800$ 1,046,142$ 959,888$ Fund Balance, June 30 -$ -$ 2,613$ 3,255$ 3,265$ 119,418$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ 2,613$ 3,255$ 3,265$ 119,418$ % of Revenues 0%0%100%0%0%11% Emergency Levy (2450) Fund Summary 333 AFFORDABLE HOUSING FUND The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund accounts for developer fees and contributions towards the development of affordable housing throughout the City. During 2014, the City issued a Request for Proposals for the development of a parcel of land that the City owns at the corner of Court and Linn Streets, which is also the former site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected as the developer for this property. As part of the development of this property, C.A. Ventures agreed to contribute $1,000,000 to create the City’s Affordable Housing Fund. In fiscal year 2018, the City contributed $650,000 to the Affordable Housing Fund. In fiscal years 2019 through 2021, the City has contributed $1,000,000 per year to this fund from the General Fund. Another $1,000,000 is budgeted in fiscal year 2022. Prior to fiscal year 2020, City Council had directed that affordable housing funds to be split three ways: 1) 50% to the Johnson County Housing Trust Fund, 2) 30% to be held for land banking or emergent situations determined by the City Council, 3) 20% directed to HCDC for LIHTC support or supplemental aid through the CDBG/HOME application process. Starting in fiscal year 2020, City Council changed the allocation of the Affordable Housing Fund as follows: 1) 70% to the Housing Trust Fund, which includes the LIHTC set-aside. 2) 7.5% to an Opportunity Fund 3) 7.5% to the Healthy Homes program 4) 10% to programs to help tenants secure housing. (70% is dedicated to a security deposit program and 30% to a landlord risk mitigation fund) 5) 5% will be reserved for emergent situations. If balance at end of year, converts to the Opportunity Fund. This fund has also received developer contributions for housing developments in the Riverfront Crossings District. As a result of the inclusionary zoning code in this district, developers must provide affordable housing units in new developments or they may make contributions into this fund instead. Over $750,000 in contributions have been made into the Affordable Housing Fund as a result of these zoning code provisions. These funds must be used in the Riverfront Crossings District. In fiscal years 2021 and 2022, the ending fund balances are projected to be $1,622,344. Fund balance represents a combination of unspent developer contributions from the Riverfront Crossings District and accumulated City contributions. 334 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 468,102$ 1,208,851$ 1,635,738$ 1,622,344$ 1,622,344$ 1,622,344$ Revenues: Use Of Money And Property Interest Revenues 11,389$ 17,949$ 25,861$ -$ -$ -$ Charges for Fees & Services Building & Development 404,360 404,360 (52,476) - - - Sub-Total Revenues 415,749 422,309 (26,615) - - - Transfers In: Transfer-In from General Fund 650,000 1,000,000 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 1,000,000 Total Revenues & Transfers In 1,065,749$ 1,422,309$ 973,385$ 1,000,000$ 1,000,000$ 1,000,000$ Expenditures: Services 325,000$ 995,422$ 782,779$ 850,000$ 850,000$ 850,000$ Capital Outlay - - 150,000 150,000 150,000 Sub-Total Expenditures 325,000 995,422 782,779 1,000,000 1,000,000 1,000,000 Transfers Out: Capital Projects Fund -$ -$ 204,000$ -$ -$ -$ Sub-Total Transfers Out - - 204,000 - - - Total Expenditures 325,000$ 995,422$ 986,779$ 1,000,000$ 1,000,000$ 1,000,000$ Fund Balance, June 30 1,208,851$ 1,635,738$ 1,622,344$ 1,622,344$ 1,622,344$ 1,622,344$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,208,851$ 1,635,738$ 1,622,344$ 1,622,344$ 1,622,344$ 1,622,344$ % of Revenues 291% 387% 300% 200%100%400% Affordable Housing (2500) Fund Summary 335 IOWA CITY PROPERTY MANAGEMENT FUND In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City owns and operates ten (10) of the rental units. The remaining seven (7) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the ten units owned by the City and are known as the Peninsula Apartments. Funding for the Peninsula Apartments included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Peninsula Apartments. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City’s Debt Service Fund. The outstanding balance owed to the Debt Service Fund from the Peninsula Apartments Fund at June 30, 2021 will be $68,023. The final payment on this loan is in June 2025. Also, as part of the financing structure, The Housing Fellowship issued an interest-only loan to the City for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest- only payments are accounted for in this fund. In fiscal year 2017, the City entered into a public-private partnership with a developer to construct a 126-unit apartment building and a 117-space parking ramp in the City Hall parking lot. The apartment building is known as the Augusta Place. From that development, the City purchased 60 of the parking spaces and six one-bedroom rental units. The sale of the six rental units was complete in fiscal year 2020. The Iowa City Property Management Fund accounts for the operations of the City-owned rental units in these two developments. Each development pays 9% of its gross rents towards administration which is accounted for in the Iowa City Property Management activity. Fund Balance: The fiscal year 2022 ending fund balance is projected at $278,781. The fund’s fund balance continues to grow in order to cover the $210,784 lump sum payment due in fiscal year 2025. Revenues: Rental income is projected at $127,933 in fiscal year 2022, an increase of 87% from fiscal year 2021. This is primarily due to the addition of the Augusta Place units and to moving the property management activity into here from the General Fund. Expenditures: Expenditures are budgeted to grow by $14,639 or 25.4% in fiscal year 2022 primarily due to the same reasons as the revenue growth. 336 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 169,362$ 192,000$ 207,222$ 212,153$ 223,035$ 278,781$ Revenues: Use Of Money And Property Interest Revenues 2,254$ 4,374$ 3,253$ 2,000$ 2,000$ 2,000$ Rents 71,025 66,431 62,244 66,430 115,534 115,534 Royalties & Commiss - - - - 10,399 10,399 Total Revenues 73,278$ 70,805$ 65,497$ 68,430$ 127,933$ 127,933$ Expenditures: Iowa City Property Management -$ -$ -$ -$ 10,399$ 10,399$ Peninsula Apartments 50,641 55,583 60,567 57,548 57,212 58,040 Augusta Place Apartments - - - - 4,576 4,668 Total Expenditures 50,641$ 55,583$ 60,567$ 57,548$ 72,187$ 73,107$ Fund Balance, June 30 192,000$ 207,222$ 212,153$ 223,035$ 278,781$ 333,607$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 192,000$ 207,222$ 212,153$ 223,035$ 278,781$ 333,607$ % of Revenues 379% 373% 350% 388%386%456% Iowa City Property Management (2510) Fund Summary 337 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, 2020 included dollars requested from the Foster Road Urban Renewal Area for the first time. Urban Renewal Area Outstanding TIF Debt Previously Certified 6/30/2020 TIF Debt Certified 12/1/20 Estimated TIF Receipts FY21 Estimated TIF Receipts FY22 Estimated TIF Debt 6/30/2022 2603 - City-University I (1)38,661,211$ (566,290)$ 2,022,516$ 3,168,797$ 32,903,608$ 2604 - Sycamore & 1st Ave (2)341,622 (749,851) 1,309 149 (409,687) 2607 - Scott 6 Industrial 183 1,032 - 1,032 183 2608 - Heinz Road - 149 - 149 - 2613 - Moss Green Village 1,988,014 - - - 1,988,014 2614 - Towncrest Area 822,907 - 154,696 108,816 559,395 2615 - Riverside Drive 2,516,370 - 414,682 417,165 1,684,523 2616 - Foster Road - 6,136,242 - 429,420 5,706,822 Total 44,330,307$ 4,821,282$ 2,593,203$ 4,125,528$ 42,432,858$ (1) Does not include reductions from Hotel/Motel Tax rebates for the Hilton Garden Inn (2) Excess funds collected on Sycamore Mall rebate will be returned to Johnson County. 338 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 482,246$ 1,525,593$ 977,949$ 783,349$ 1,224,381$ 1,161,129$ Revenues: Other City Taxes TIF Revenues 2,459,216$ 2,564,840$ 3,434,710$ 2,593,203$ 4,125,528$ 3,993,833$ Use Of Money And Property Interest Revenues 14,512 33,811 45,238 15,000 - - Sub-Total Revenues 2,473,728 2,598,651 3,479,948 2,608,203 4,125,528 3,993,833 Transfers In: Transfers In 59,834 175,780 153,693 84,415 154,000 165,000 Sub-Total Transfers In 59,834 175,780 153,693 84,415 154,000 165,000 Total Revenues & Transfers In 2,533,563$ 2,774,431$ 3,633,641$ 2,692,618$ 4,279,528$ 4,158,833$ Expenditures By Urban Renewal Area: City-University I 107,617$ 168,832$ 1,289,291$ 905,298$ 1,754,762$ 1,813,785$ Sycamore & 1st Ave 250,000 - - - 250,000 250,000 Riverside Drive 34,506 249,474 256,501 254,146 256,501 264,196 Foster Road - - - - 228,248 183,151 Sub-Total Expenditures 392,130 418,306 1,545,792 1,159,444 2,489,511 2,511,132 Transfers Out: TIF Debt Transfers Out 1,098,086 2,903,769 2,282,448 1,092,142 1,853,269 1,742,473 Sub-Total Transfers Out 1,098,086 2,903,769 2,282,448 1,092,142 1,853,269 1,742,473 Total Expenditures & Transfers Out 1,490,217$ 3,322,075$ 3,828,241$ 2,251,586$ 4,342,780$ 4,253,605$ Fund Balance, June 30 1,525,593$ 977,949$ 783,349$ 1,224,381$ 1,161,129$ 1,066,357$ Restricted / Committed /Assigned 574,271 945,388 1,297,651 1,047,651 797,651 547,651 Unassigned Balance 951,322$ 32,561$ (514,302)$ 176,730$ 363,478$ 518,706$ % of Revenues & Transfers In 38%1%-14%7%8%12% Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department Tax Increment Financing (2601 - 2616) Fund Summary 339 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 5,424$ (37,619)$ (15,469)$ (586,726)$ 13,274$ 13,274$ Revenues: Other City Taxes TIF Revenues 732,757$ 1,362,039$ 2,163,364$ 2,022,516$ 3,168,797$ 3,181,941$ Use Of Money And Property Interest Revenues 14,512 33,811 45,238 15,000 - - Transfers In: Transfers In 59,834 175,780 153,693 84,415 154,000 165,000 Total Revenues 807,104$ 1,571,630$ 2,362,295$ 2,121,931$ 3,322,797$ 3,346,941$ Expenditures: TIF Rebate 107,617$ 168,832$ 1,289,291$ 905,298$ 1,754,762$ 1,813,785$ Transfers Out: TIF Debt Transfers Out 742,530$ 1,380,649$ 1,644,260$ 616,633$ 1,568,035$ 1,533,156$ Total Transfers Out 850,146$ 1,549,481$ 2,933,551$ 1,521,931$ 3,322,797$ 3,346,941$ Fund Balance, June 30 (37,619)$ (15,469)$ (586,726)$ 13,274$ 13,274$ 13,274$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (37,619)$ (15,469)$ (586,726)$ 13,274$ 13,274$ 13,274$ 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 476,815$ 574,271$ 945,388$ 1,318,818$ 1,159,850$ 909,850$ Revenues: Other City Taxes TIF Revenues 505,959$ 530,123$ 532,339$ 1,309$ 149$ -$ Total Revenues 505,959$ 530,123$ 532,339$ 1,309$ 149$ -$ Expenditures: TIF Rebate 250,000$ -$ -$ -$ 250,000$ 250,000$ Transfers Out: TIF Debt Transfers Out 158,504 159,006 158,909 160,277 149 - Total Expenditures & Transfers Out 408,504$ 159,006$ 158,909$ 160,277$ 250,149$ 250,000$ Fund Balance, June 30 574,271$ 945,388$ 1,318,818$ 1,159,850$ 909,850$ 659,850$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 574,271$ 945,388$ 1,318,818$ 1,159,850$ 909,850$ 659,850$ Fund Summary City-University Project I (2603) Fund Summary Sycamore & 1st Avenue (2604) 340 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 937,442$ -$ 35$ 35$ 35$ Revenues: Other City Taxes TIF Revenues 945,219$ 20,764$ 7,160$ -$ 1,032$ -$ Total Revenues 945,219$ 20,764$ 7,160$ -$ 1,032$ -$ Expenditures: TIF Administration -$ -$ -$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out 7,777 958,206 7,125 - 1,032 - Total Expenditures & Transfers Out 7,777$ 958,206$ 7,125$ -$ 1,032$ -$ Fund Balance, June 30 937,442$ -$ 35$ 35$ 35$ 35$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 937,442$ -$ 35$ 35$ 35$ 35$ 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 8$ -$ -$ -$ -$ -$ Revenues: Other City Taxes TIF Revenues -$ -$ -$ -$ 149$ -$ Total Revenues -$ -$ -$ -$ 149$ -$ Expenditures: TIF Rebate 8$ -$ -$ -$ -$ -$ Transfers Out: TIF Debt Transfers Out - - - - 149 - Total Expenditures & Transfers Out 8$ -$ -$ -$ 149$ -$ Fund Balance, June 30 -$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ -$ -$ Scott 6 Industrial (2607) Fund Summary Heinz Road (2608) Fund Summary 341 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 3,848$ 379$ 1,011$ 1,011$ 1,011$ Revenues: Other City Taxes TIF Revenues 185,084$ 242,097$ 310,284$ 154,696$ 108,816$ 49,211$ Total Revenues 185,084$ 242,097$ 310,284$ 154,696$ 108,816$ 49,211$ Transfers Out: TIF Debt Transfers Out 181,236$ 245,566$ 309,652$ 154,696$ 108,816$ 49,211$ Total Transfers Out 181,236$ 245,566$ 309,652$ 154,696$ 108,816$ 49,211$ Fund Balance, June 30 3,848$ 379$ 1,011$ 1,011$ 1,011$ 1,011$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 3,848$ 379$ 1,011$ 1,011$ 1,011$ 1,011$ 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ 47,651$ 47,651$ 50,211$ 50,211$ 50,211$ Revenues: Other City Taxes TIF Revenues 90,197$ 409,816$ 421,563$ 414,682$ 417,165$ 429,680$ Total Revenues 90,197$ 409,816$ 421,563$ 414,682$ 417,165$ 429,680$ Expenditures: TIF Rebate 34,506$ 249,474$ 256,501$ 254,146$ 256,501$ 264,196$ Transfers Out: TIF Debt Transfers Out 8,040 160,342 162,502 160,536 160,664 160,106 Total Expenditures & Transfers Out 42,546$ 409,816$ 419,003$ 414,682$ 417,165$ 424,302$ Fund Balance, June 30 47,651$ 47,651$ 50,211$ 50,211$ 50,211$ 55,589$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 47,651$ 47,651$ 50,211$ 50,211$ 50,211$ 55,589$ Fund Summary Riverside Drive (2615) Fund Summary Towncrest Area (2614) 342 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ -$ -$ 186,748$ Revenues: Other City Taxes TIF Revenues -$ -$ -$ -$ 429,420$ 333,001$ Total Revenues -$ -$ -$ -$ 429,420$ 333,001$ Expenditures: TIF Rebate -$ -$ -$ -$ 228,248$ 183,151$ Transfers Out: TIF Debt Transfers Out - - - - 14,424 - Total Expenditures & Transfers Out -$ -$ -$ -$ 242,672$ 183,151$ Fund Balance, June 30 -$ -$ -$ -$ 186,748$ 336,598$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ -$ -$ 186,748$ 336,598$ Foster Road (2616) Fund Summary 343 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 2022. 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 2020 totaled $367,177, and estimated payments in fiscal year 2021 total $496,696. In fiscal year 2022, estimated SSMID distributions total $470,394, a decrease of 5.30%. This decrease is primarily related to an increase in the amount of SSMID district valuation being taken for tax increment financing. 344 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 -$ -$ -$ 4,100$ -$ -$ Revenues: Property Taxes 323,017$ 363,211$ 337,288$ 445,627$ 430,096$ 442,999$ Intergovernmental Property Tax Credits 31,368 34,520 33,989 46,969 40,298 40,298 Total Revenues 354,385$ 397,730$ 371,277$ 492,596$ 470,394$ 483,297$ Expenditures: Services 354,385$ 397,730$ 367,177$ 496,696$ 470,394$ 483,297$ Total Expenditures 354,385$ 397,730$ 367,177$ 496,696$ 470,394$ 483,297$ Fund Balance, June 30 -$ -$ 4,100$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ 4,100$ -$ -$ -$ % of Revenues 0%0%1%0%0%0% SSMID - Downtown (2820) Fund Summary 345 346 DEBT SERVICE FUND Fund Summary Debt Schedules F Y 2 0 2 2 347 348 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 2022 is $2.478 per $1,000 in valuation – this is a reduction of $.10 per $1,000 from the fiscal year 2021 levy. The schedule of annual principal and interest payments as of June 30, 2020 is as follows: Future general obligation bond issues, including 2% for bond issuance costs, are estimated at $11,400,000 in fiscal year 2021, $12,400,00 in fiscal year 2022, and $12,100,000 in fiscal year 2023. Proceeds from bond issues are recorded in the Capital Projects Fund, net of the bond issuance costs. Fiscal Year Principal Interest Total 2021 12,745,000 1,905,068 14,650,068 68,160,000 2022 10,085,000 1,502,763 11,587,763 55,415,000 2023 8,635,000 1,226,063 9,861,063 45,330,000 2024 7,505,000 984,363 8,489,363 36,695,000 2025 6,445,000 786,463 7,231,463 29,190,000 2026 5,675,000 612,650 6,287,650 22,745,000 2027 4,600,000 451,275 5,051,275 17,070,000 2028 3,455,000 336,000 3,791,000 12,470,000 2029 2,490,000 247,450 2,737,450 9,015,000 2030 1,545,000 187,850 1,732,850 6,525,000 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, 2020 68,160,000 8,774,993 76,934,993 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 2022 are approximately $7.02 billion. The debt limit, or five percent (5%) of this amount, is about $351.1 million. Outstanding G.O. and TIF debt at June 30, 2022, is estimated to be $67.99 million, which is 19.3% of the debt limit. The ratio of outstanding G.O. and TIF bonded debt versus the State imposed legal debt limit has been on a declining trend since fiscal year 2014. * FY21, FY22, and FY23 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 2014 through fiscal year 2023. Fiscal years 2021 through 2023 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 2022 is $2.478 per $1,000 of value while the City’s total property tax levy rate is $15.673 per $1,000 of value. Also, as part of the Debt Management policy, the City Council set a goal to reduce its outstanding general obligation and tax increment revenue bonded debt as a percentage of its total assessed property valuations to .75%. The following chart is trend of that comparison for fiscal years 2014 through 2023. 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 priority for the City. Fund Balance: The estimated ending fund balance for fiscal year 2021 is projected to be $7,306,229 which is a decrease of $2,047,807 or 21.89%. 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 was being shown for funds that were being held as a reserve for the 2012D and 2016E tax increment financing revenue bonds. These reserves will be depleted by the end of fiscal year 2021. Ending fund balance for fiscal year 2022 is estimated to be $7,254,275 which is a decrease of $51,954 or 0.71% from fiscal year 2021. This decrease is primarily from principal and interest payments that are being repaid from fund balance. Long-term Projections: Future revenues are projected to increase through fiscal year 2027, and the changes in revenue are largely due to increases in the property taxable valuations. The debt service levy rate is projected to stay flat over the next five years, while property valuations are projected to increase approximately 3% each year. Future debt service expenditures are expected to remain relatively flat over the next few years but start to increase in fiscal year 2025 due to the switch to a flat principal repayment schedule from a flat debt payment schedule. This will cause the debt service expenditures to rise before eventually flattening out at a level parallel with the projected revenues. 352 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 7,232,184$ 8,135,314$ 9,227,708$ 9,354,036$ 7,306,229$ 7,254,275$ Revenues: Property Taxes 12,535,528$ 11,940,433$ 11,368,205$ 10,872,328$ 10,786,090$ 11,109,673$ Other City Taxes Gas/Electric Excise Tax 149,925 133,206 127,372 103,543 100,614 100,614 Mobile Home Tax 13,391 11,641 9,619 11,641 9,620 9,620 Use Of Money And Property Interest Revenues 206,878 242,006 248,717 100,912 27,771 25,271 Intergovernmental Property Tax Credits 332,008 302,669 280,452 305,674 236,947 236,947 Charges For Fees And Services Building & Devlpmt - 129,103 - - - - Other Financial Sources Loan Repayments 50,663 52,777 50,609 56,801 59,178 61,678 Sub-Total Revenues 13,288,394 12,811,836 12,084,974 11,450,899 11,220,220 11,543,803 Transfers In Transfers-In 1,084,336 1,958,773 1,079,685 1,021,113 1,812,590 1,719,985 Sub-Total Transfers In 1,084,336 1,958,773 1,079,685 1,021,113 1,812,590 1,719,985 Total Revenues & Transfers In 14,372,730$ 14,770,609$ 13,164,659$ 12,472,012$ 13,032,810$ 13,263,788$ Expenditures: Financial Services & Charges 4,719$ 9,033$ 5,000$ 15,000$ 15,000$ 15,000$ GO Bonds Principal 11,760,000 11,945,000 11,245,000 10,760,000 10,260,000 10,055,000 GO Bonds Interest 1,113,386 1,134,847 1,196,696 1,311,124 1,460,614 1,550,663 Revenue Bonds Principal 135,000 135,000 140,000 1,985,000 965,000 960,000 Revenue Bonds Interest 456,495 454,335 451,635 448,695 384,150 355,200 Total Expenditures 13,469,600$ 13,678,214$ 13,038,331$ 14,519,819$ 13,084,764$ 12,935,863$ Fund Balance, June 30 8,135,314$ 9,227,708$ 9,354,036$ 7,306,229$ 7,254,275$ 7,582,200$ Restricted / Committed /Assigned 1,610,297 2,230,153 2,025,364 - - - Unassigned Balance 6,525,016$ 6,997,555$ 7,328,672$ 7,306,229$ 7,254,275$ 7,582,200$ Debt Service Fund (5000 - 5999) Fund Summary 353 FY2021 FY2022 FY2023 2012A G.O. Multi-purpose 9,070,000 2022 1,980,000 1,017,113 1,027,613 - 2012D TIF Revenue Bonds 2,655,000 2032 1,985,000 2,049,545 - - 2013A G.O. Multi-purpose 7,230,000 2023 2,560,000 880,723 887,363 887,400 2014 G.O. Multi-purpose/ Refunding 11,980,000 2024 3,950,000 1,051,075 1,042,575 1,050,750 2015 G.O. Multi-Purpose 7,785,000 2025 4,150,000 868,000 872,300 881,200 2016A G.O. Multi-purpose 8,795,000 2026 5,875,000 1,057,150 1,058,550 1,054,550 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 1,349,150 1,315,200 2017 G.O. Multi-Purpose 9,765,000 2027 7,040,000 1,094,063 1,090,263 1,096,163 2018A G.O. Multi-Purpose 8,895,000 2028 7,260,000 1,057,800 1,047,600 1,041,950 2019 G.O. Multi-purpose 12,535,000 2029 8,410,000 1,078,000 1,079,900 1,091,400 2020 G.O. Multi-purpose 12,145,000 2030 12,145,000 4,112,450 2,132,450 1,442,450 2021 G.O. Proposed 11,400,000 2031 - - 1,482,000 1,447,800 2022 G.O. Proposed 12,400,000 2032 - - - 1,612,000 Total - General Obligation Debt Service: 68,160,000$ 14,650,068$ 13,069,763$ 12,920,863$ General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Debt Service Payments Issue / Use of Funds Fiscal Year Debt Paid in Full Amount of Issue Principal Outstanding June 30, 2020 354 Fiscal Year Principal Interest Total 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 1,980,000 64,725 2,044,725 1,922,988 121,737 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: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 355 Fiscal Year Principal Interest Total 2021 1,985,000 64,545 2,049,545 2,049,545 1,985,000 2.30% Totals 1,985,000 64,545 2,049,545 2,049,545 Principal payable June 1. Interest payable June 1 and December 1. Amount Park @ 201 Project 2,330,000$ 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: $2,655,000 Dated: November 29, 2012 To be called: June 1, 2021 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Tax Increment Financing 356 Fiscal Year Principal Interest Total 2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60% 2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75% 2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00% Totals 2,560,000 95,485 2,655,485 2,190,867 464,618 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,610,000$ Lower Muscatine-Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 2,000,000 Normandy Drive Restoration Project 409,050 Fairmeadows Restroom & Splash Pad 95,000 Intra-city Bike Trails 50,000 Scott Park Development & Trail 140,000 City Hall Projects 116,400 Projectdox Quickstart 306,000 Library Public Space Remodeling 100,000 Fire Station #3 Kitchen Remodel 35,000 Issuance Costs 119,550 Amount of Issue 7,230,000$ 2013A General Obligation Bond Issue Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 357 Fiscal Year Principal Interest Total 2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00% 2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50% Totals 3,950,000 250,150 4,200,150 2,966,971 1,233,179 Principal payable June 1. Interest payable June 1 and December 1. Amount Moss Ridge Road 1,890,000$ First Ave/IAIS Railroad Crossing Improvements 1,000,000 Sycamore Street - City Limits to South Gilbert Street 2,500,000 CBD Streetscape Project 1,000,000 Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 Fire SCBA/Air System Replacement 500,000 UniverCity Neighborhood Partners 500,000 Public Works Facilities Master Plan 310,000 2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000 City Hall-Other Projects 244,165 Issuance Costs 166,785 Amount of Issue 11,980,000$ 2014 General Obligation/Refunding Bond Issue Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Project Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue Tax Increment Financing 358 Fiscal Year Principal Interest Total 2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00% 2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00% 2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00% 2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00% 2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00% Totals 4,150,000 253,700 4,403,700 4,036,018 367,682 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 200,000$ 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: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Project Principal Outstanding Beginning of Fiscal Year Coupon Rate Payments Property Tax Revenue Tax Increment Financing 359 Fiscal Year Principal Interest Total - 2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00% 2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00% 2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00% 2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00% 2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00% 2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00% Totals 5,875,000 447,450 6,322,450 6,322,450 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ 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: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Payments Property Tax Revenue 360 Fiscal Year Principal Interest Total 2021 - 384,150 384,150 384,150 12,805,000 3.00% 2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00% 2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00% 2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00% 2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00% 2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00% 2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% * 2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% * 2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% * 2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% * 2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% * 2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% * 2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% * 2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% * 2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 *890,000 26,700 916,700 916,700 890,000 3.00% * Totals 12,805,000 3,375,000 16,180,000 16,180,000 Principal payable June 1. Interest payable June 1 and December 1. *Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Amount Chauncey Building Project 12,097,250$ 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: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Payments Tax Increment Financing 361 Fiscal Year Principal Interest Total 2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00% 2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00% 2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00% 2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00% 2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25% 2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50% 2027 1,085,000 27,125 1,112,125 945,358 166,767 1,085,000 2.50% Totals 7,040,000 659,238 7,699,238 6,565,146 1,134,091 Principal payable June 1. Interest payable June 1 and December 1. Amount Riverfront Crossings Redevelopment 150,000$ Climate Action Plan Project 150,000 Permitting Software Upgrade 500,000 Public Works Campus Design 700,000 Riverside Drive Pedestrian Tunnel 1,434,000 Riverside Drive Streetscape Improvements 616,000 West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 500,000 Hickory Hill Park & Trail Redevelopment 400,000 Upgrade Building BAS Controls 240,000 Recreation Center Lobby Remodel 160,000 Pedestrian Mall Reconstruction 750,000 Dubuque Street Reconstruction 2,500,000 Sidewalk Infill Program 100,000 Myrtle/Riverside Intersection Signalization 900,000 Issuance Costs 134,520 Amount of Issue 9,765,000$ Project 2017A General Obligation Bonds Principal: $9,765,000 Dated: June 15, 2017 Callable: June 1, 2023 Payments Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 362 Fiscal Year Principal Interest Total 2021 840,000 217,800 1,057,800 1,057,800 7,260,000 2.10% 2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15% 2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25% 2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35% 2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40% 2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50% 2027 960,000 58,200 1,018,200 1,018,200 1,940,000 2.60% 2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65% Totals 7,260,000 1,005,900 8,265,900 8,265,900 Principal payable June 1. Interest payable June 1 and December 1. Amount City Hall Remodel for MPOJC 150,000$ Public Works Maintenance Facility 700,000 West Riverbank Stabilization 680,000 Riverfront Crossings Park Development 200,000 Creekside Park Redevelopment 650,000 Cardigan Park Development 168,500 Dubuque Street Reconstruction 5,000,000 Riverside Drive Streetscape Improvements 205,000 Gilbert Street Intersection Improvements 750,000 Rochester Ave Sidewalk Infill Project 150,000 Issuance Costs 241,500 Amount of Issue 8,895,000$ Project 2018A General Obligation Bonds Principal: $8,895,000 Dated: June 1, 2018 Callable: June 1, 2024 Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 363 Fiscal Year Principal Interest Total 2021 905,000 173,000 1,078,000 1,078,000 8,410,000 2.00% 2022 925,000 154,900 1,079,900 1,079,900 7,505,000 2.00% 2023 955,000 136,400 1,091,400 1,091,400 6,580,000 2.00% 2024 985,000 117,300 1,102,300 1,102,300 5,625,000 2.00% 2025 875,000 97,600 972,600 972,600 4,640,000 2.00% 2026 905,000 80,100 985,100 985,100 3,765,000 2.00% 2027 940,000 62,000 1,002,000 1,002,000 2,860,000 2.00% 2028 960,000 43,200 1,003,200 1,003,200 1,920,000 2.25% 2029 960,000 21,600 981,600 981,600 960,000 2.25% Totals 8,410,000 886,100 9,296,100 9,296,100 Principal payable June 1. Interest payable June 1 and December 1. Amount City Hall boiler and controls replacement 400,000$ West Riverbank Stabilization 270,000 Riverfront Crossings Park Development 950,000 Highway 1 Sidewalk/Trail 477,000 Willow Creek/Kiwanis Park Improvements 800,000 Pedestrian Mall Reconstruction 3,650,000 Lower City Park Adventure Playground 850,000 McCollister Blvd - Gilbert to Sycamore 4,410,000 Prentiss Street Bridge Replacement 555,000 Issuance Costs 173,000 Amount of Issue 12,535,000$ Project 2019A General Obligation Bonds Principal: $12,535,000 Dated: June 4, 2019 Callable: June 1, 2025 Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 364 Fiscal Year Principal Interest Total 2021 3,600,000 512,450 4,112,450 4,112,450 12,145,000 5.00% 2022 1,800,000 332,450 2,132,450 2,132,450 8,545,000 5.00% 2023 1,200,000 242,450 1,442,450 1,442,450 6,745,000 5.00% 2024 805,000 182,450 987,450 987,450 5,545,000 5.00% 2025 790,000 142,200 932,200 932,200 4,740,000 5.00% 2026 790,000 102,700 892,700 892,700 3,950,000 5.00% 2027 790,000 63,200 853,200 853,200 3,160,000 2.00% 2028 790,000 47,400 837,400 837,400 2,370,000 2.00% 2029 790,000 31,600 821,600 821,600 1,580,000 2.00% 2030 790,000 15,800 805,800 805,800 790,000 2.00% Totals 12,145,000 1,672,700 13,817,700 13,817,700 Principal payable June 1. Interest payable June 1 and December 1. Amount Infrastructure Asset Management software 660,000$ Wetherby Restroom, Shelter & Playground Replacement 800,000 Napolean, Scott, Fairmeadows Parks Rehabilitation 520,000 Mercer Park Pool Dehumidifcation & Tuckpointing 700,000 Pavement Rehabilitation - citywide 800,000 American Legion Road - Scott to Taft 4,851,340 First Ave/Scott Blvd Intersection Improvements 1,400,000 Court Street Reconstruction 775,000 Rochester Ave Reconstruction - First to Ralston Creek 650,000 Gilbert Court Sidewalk Infill 100,000 Fire Apparatus Replacement 716,000 Issuance Costs 172,660 Amount of Issue 12,145,000$ Project 2020A General Obligation Bonds Principal: $12,145,000 Dated: June 1, 2020 Callable: June 1, 2026 Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 365 366 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Stormwater Housing Authority F Y 2 0 2 2 367 368 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, 2020 was $2,171,686, a 70.7% decrease from fiscal year 2019. The decrease was due to the COVID-19 pandemic. The Parking Fund experienced tremendous revenue loss starting in March 2020 when the pandemic hit. In June 2020, the City agreed to an early retirement of the Harrison Street Parking Ramp lease in order to improve monthly cash flow and to free itself of the lease’s covenants. The impact of the pandemic on the Parking Fund caused a sudden and immediate impact on fund balance. In fiscal year 2021, the unassigned fund balance is estimated to decrease 87.1% to $279,450. This decrease is due to a $750,000 transfer to the Capital Projects Fund and due to an estimated loss of revenue of approximately $1.1 million as a result of the pandemic. (1)FY21 - FY23 figures are estimates The fiscal year 2022 unassigned fund balance is expected to increase to by $933,650 or 334% to $1,213,100. This increase is projected with expectations that revenues will return to normal by fiscal year 2022. This assigned fund balance in fiscal year 2023 represents funds held in capital reserves. 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 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Assigned $5,500,000 $3,790,663 $0 $0 $0 $230,000 Unassigned $6,722,374 $7,405,105 $2,171,686 $279,450 $1,213,100 $1,926,875 $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 Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Neighborhood & Development Services department collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. No funds are currently being held because of this impact fee. 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 6/30/21 Total Payment FY22 FY22 Principal FY22 Interest 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 900,244 $ 289,143 $ 277,534 $ 11,609 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 2022 budget. Hourly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $1.00 $1.00 $0.75 $1.00 $0.75 2014* 1.00 1.00 0.75 1.00 -- 2007 0.75 0.75 0.60 0.75 -- 2002 0.60 0.60 0.50 0.60 -- 2001 0.50 0.50 0.40 0.60 -- *Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free. Monthly Rates and Charges Fiscal Year Capitol St. Garage Dubuque St. Garage Chauncey Swan Garage Tower Place Garage Harrison St. Garage 2018 $85.00 $85.00 $85.00 $85.00 $85.00 2011 80.00 80.00 80.00 80.00 -- 2010 80.00 80.00 70.00 80.00 -- 2007 75.00 65.00 60.00 75.00 -- 2004 70.00 60.00 55.00 70.00 -- 2002 60.00 50.00 45.00 60.00 -- 2001 55.00 45.00 40.00 60.00 -- Surface parking lots charge $65.00 per month for parking permits. 370 Revenues: Fiscal year 2022 revenue is estimated to increase by 75.7% when compared to fiscal year 2021 estimated revenue. This increase is due to the sharp decline in revenues in fiscal years 2020 and 2021 as a result of the COVID-19 pandemic. Parking revenues are estimated to return to normal in fiscal year 2022. Parking service charges are approximately 95% of fund revenues and parking fines are about 4%. Expenditures: Fiscal year 2022 budgeted expenditures represent a 9.25% decrease from fiscal year 2021 revised expenditures. Fiscal year 2021 revised expenditures include $610,000 for the purchase of the Augusta Place parking ramp. If this expenditure is excluded, expenditures grew 5.9% in fiscal year 2022. The increase is expenditures is primarily due to an increase in Personnel cost of living adjustments and due to an increase Services expenditures resulting from the return to normal levels of finance charges and fees. All outstanding external debt was eliminated by June 30, 2020. $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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Revenue Trends Charges for Services Use of Money & Property Miscellaneous Other Financial Sources $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Captial Outlay Debt Service 371 Long-term Projections: Future revenues for the Parking Fund are projected to be relatively flat over the next five years, with no projected rate increases. This assumes that revenues will return to normal in 2022 once the impact of the COVID-19 pandemic subsides. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. The Parking Fund has a structural surplus in its operations to allow for future potential growth in the system’s parking supply. 372 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 11,082,223$ 12,222,373$ 11,195,768$ 2,171,686$ 279,450$ 1,213,100$ Revenues: Use Of Money And Property Interest Revenues 123,441$ 177,037$ 138,303$ 10,000$ 25,000$ 25,000$ Charges For Fees And Services Refuse Charges 175 - - - - - Parking Charges 5,493,004 5,741,940 4,164,207 3,157,700 5,677,526 5,677,526 Miscellaneous Parking Fines 155,488 239,834 190,024 200,000 240,000 240,000 Other Misc Revenue 35,280 33,726 63,049 35,000 35,000 35,000 Other Financial Sources Sale Of Assets 2,679,169 - - - - - Sub-Total Revenues 8,486,558 6,192,536 4,555,583 3,402,700 5,977,526 5,977,526 Transfers In: Capital Reserves - - 225,000 750,000 890,000 1,000,000 1)Debt Service Transfers 3,100,821 1,021,221 6,288,823 - - - Sub-Total Transfers In 3,100,821 1,021,221 6,513,823 750,000 890,000 1,000,000 Total Revenues & Transfers In 11,587,379$ 7,213,757$ 11,069,406$ 4,152,700$ 6,867,526$ 6,977,526$ Expenditures: Parking Administration 1,364,542$ 1,448,416$ 1,429,747$ 1,444,396$ 1,595,816$ 1,632,559$ On Street Operations 808,802 781,704 656,739 852,431 916,366 950,997 Parking Ramp Operations 1,241,932 1,283,440 1,277,894 1,974,704 1,364,159 1,398,469 Parking Debt Service 3,100,821 3,021,221 9,788,823 - - - Sub-Total Expenditures 6,516,098 6,534,781 13,153,203 4,271,531 3,876,341 3,982,025 Transfers Out: Capital Improvement Projects 595,000 441,893 176,727 750,000 890,000 770,000 Capital Reserves - - 225,000 750,000 890,000 1,000,000 1) Debt Service Transfers 3,100,821 1,021,221 6,288,823 - - - Interfund Loan Repayment to Landfill 235,310 242,467 249,736 273,405 277,535 281,726 Sub-Total Transfers Out 3,931,131 1,705,581 6,940,286 1,773,405 2,057,535 2,051,726 Total Expenditures & Transfers Out 10,447,229$ 8,240,362$ 20,093,489$ 6,044,936$ 5,933,876$ 6,033,751$ Fund Balance, June 30 12,222,373$ 11,195,768$ 2,171,686$ 279,450$ 1,213,100$ 2,156,875$ Restricted / Committed /Assigned 5,500,000 3,790,663 - - - 230,000 Unassigned Balance 6,722,374$ 7,405,105$ 2,171,686$ 279,450$ 1,213,100$ 1,926,875$ % of Revenues & Transfers In 58%103%20%7%18%28% Parking (7100 - 7104) 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, Operations Supervisors, a Data Analyst, and Customer Service Representatives. 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 seventh year of First Hour Free resulting 843,800 hours of free parking. This is a 25% decrease from fiscal year 2019 which is attributed to the pandemic • Provided free parking March 23rd through May 17th, 2020 to assist essential workers • There were 184,934 total digital parking transactions using the Passport app totaling revenue of $352,528 – a 16% decrease over fiscal year 2019 Recent Accomplishments: • Implemented protocols for providing safe essential parking services during the COVID-19 pandemic • Established 42 temporary “10 Minute Pick Up/Drop Off” parking spaces in the CBD to support downtown businesses during the pandemic • Installed Electric Vehicle Charging stations at all parking facilities Upcoming Challenges: • Parking facilities continue to age and require maintenance and rehabilitation • Parking revenues losses due to COVID- 19 pandemic • Accommodating commercial deliveries in an evolving downtown environment • Rehabilitation and expansion of bike parking downtown • Bringing bikeshare online Staffing: FY2020 FY2021 FY2022 Total FTE’s 19.63 21.38 21.38 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: In Parking Administration, Services expenditures increased by 8.8% in fiscal year 2022 primarily due to an increase in both ITS and administrative chargebacks. 375 On Street Operations Services expenditures increased by 16.0% in fiscal year 2022 primarily due to budget cuts for financial services in the fiscal year 2021 budget due to the COVID-19 pandemic. Financial services charges are budgeted similarly to the original fiscal year 2021 amounts. In Parking Ramp Operations, Supplies expenditures decreased by 62.6% in the fiscal year 2022 budget. Part of this decrease is due to larger amounts budgeted for sanitary supplies in the fiscal year 2021 budget due to the COVID-19 pandemic, and the other portion of the decrease comes from a decrease in budgeted amounts for other maintenance supplies in fiscal year 2022. 376 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Transient Hours Parked 5,147,055 5,054,757 3,621,758 4,300,000 5,100,000 Percent Change 1.6% -1.8% -28.3% 18.7% 18.6% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Credit Card Usage – Access Controlled Facilities FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 74% 78% 81% 85% 88% Strengthen 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 Enhance Community Mobility for All Residents 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 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 123,441$ 177,037$ 138,303$ 10,000$ 25,000$ 25,000$ Miscellaneous Parking Fines 155,488 239,834 190,024 200,000 240,000 240,000 Other Misc Revenue (2,471) 4,059 (1,778) - - - Other Financial Sources Sale Of Assets 2,679,169 - - - - - Total Revenues 2,955,627$ 420,930$ 326,549$ 210,000$ 265,000$ 265,000$ Expenditures: Personnel 358,746$ 378,068$ 373,738$ 421,714$ 482,688$ 497,169$ Services 1,005,164 1,059,681 1,055,848 1,022,682 1,112,728 1,134,983 Supplies 633 13 161 - 400 408 Capital Outlay - 10,654 - - - - Total Expenditures 1,364,542$ 1,448,416$ 1,429,747$ 1,444,396$ 1,595,816$ 1,632,559$ Personnel Services - FTE 2018 2019 2020 2021 2022 Customer Service Rep - Transp. Serv.1.00 0.75 0.75 0.88 0.88 Data Analyst - - - 0.50 0.50 Operations Supv - Trans Serv 2.50 2.50 2.50 3.00 3.00 Operations Specialist - Transp. Serv.0.38 0.38 0.38 - - Total Personnel 3.88 3.63 3.63 4.38 4.38 Activity Summary 378 Activity: On Street Operations (810120)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges 1,635,719$ 1,584,317$ 1,152,653$ 621,320$ 1,599,130$ 1,599,130$ Miscellaneous Other Misc Revenue (133) (1,978) (606) - - - Total Revenues 1,635,585$ 1,582,339$ 1,152,047$ 621,320$ 1,599,130$ 1,599,130$ Expenditures: Personnel 429,708$ 419,368$ 373,661$ 593,472$ 630,399$ 649,311$ Services 366,126 271,095 271,371 239,426 277,675 283,229 Supplies 7,137 15,906 4,804 4,533 8,292 8,458 Capital Outlay 5,831 75,336 6,903 15,000 - 10,000 Total Expenditures 808,802$ 781,704$ 656,739$ 852,431$ 916,366$ 950,997$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Bike racks - replacement/expansion 15,000$ -$ Total Capital Outlay 15,000$ -$ Activity Summary 379 Activity: Parking Ramp Operations (810140)Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 175$ -$ -$ -$ -$ -$ Parking Charges 3,857,285 3,866,959 2,866,222 2,536,380 4,078,396 4,078,396 Miscellaneous Other Misc Revenue 37,885 31,645 65,433 35,000 35,000 35,000 Total Revenues 3,895,345$ 3,898,604$ 2,931,655$ 2,571,380$ 4,113,396$ 4,113,396$ Expenditures: Personnel 544,767$ 537,694$ 547,098$ 680,017$ 702,641$ 723,720$ Services 641,010 713,425 628,106 638,722 644,313 657,199 Supplies 44,695 32,321 14,370 45,965 17,205 17,549 Capital Outlay 11,460 - 88,320 610,000 - - Total Expenditures 1,241,932$ 1,283,440$ 1,277,894$ 1,974,704$ 1,364,159$ 1,398,469$ Personnel Services - FTE 2018 2019 2020 2021 2022 Cashier - Parking 6.75 6.75 5.00 5.00 5.00 M.W. I - Parking Systems 2.50 2.50 2.50 3.50 3.50 Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 9.75 9.75 8.00 9.00 9.00 Capital Outlay 2021 2022 Purchase of parking ramp improvements 610,000$ -$ Total Capital Outlay 610,000$ -$ Activity Summary 380 Activity: Parking Debt Service (810180)Fund: Parking (7101) Division: Parking Operations Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Transfers In: Debt Service Transfer (From Restricted Parking Impact Fees to Restricted for Debt Service)-$ -$ 435,996$ -$ -$ -$ Debt Service Transfer (From Parking Unrestricted to Restricted for Debt Service)3,100,821 1,021,221 5,852,827 - - - Total Revenues & Transfers In 3,100,821$ 1,021,221$ 6,288,823$ -$ -$ -$ Expenditures: Lease-purchase Payments 3,100,821$ 3,021,221$ 9,788,823$ -$ -$ -$ Total Expenditures 3,100,821$ 3,021,221$ 9,788,823$ -$ -$ -$ Activity: Parking Impact Fee (810170)Fund: Parking (7102) Division: Parking Operations Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Parking Charges -$ 290,664$ 145,332$ -$ -$ -$ Total Revenues -$ 290,664$ 145,332$ -$ -$ -$ Activity Summary Activity Summary 381 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 2020, the unassigned fund balance decreased by 27.6% or $730,528 over fiscal year 2019 to $1,916,820 primarily due to the transfers to the Capital Reserves for bus and facility replacement. The fiscal year 2021 projected unassigned fund balance is estimated to increase by 6.6% or $127,170 from fiscal year 2020 to $2,043,990. This increase is primarily due to the receipt of CARES Act grant funding and due to a surplus generated by the Court Street Transportation Center. Unassigned fund balance is budgeted to grow by 166% or $3,382,651 in fiscal year 2022 to $5,426,641. This increase is primarily due to the anticipated receipt of $3,709,870 in CARES Act grant funding. (1)FY21 - FY23 figures are estimates The Transit Fund has assigned fund balance for replacement reserves. For fiscal year 2022, the assigned fund balance is estimated at $5,131,700. 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 2020, $1,380,922 was transferred to the replacement reserves and in fiscal year 2021, $160,000 is budgeted to be transferred to the replacement reserves. In fiscal year 2022, the projected to transfer is $885,433 due to the additional match required to purchase electric buses rather than diesel. FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Assigned $777,476 $3,929,573 $4,997,537 $5,234,737 $5,131,700 $1,291,700 Unassigned $5,381,624 $2,647,348 $1,916,820 $2,043,990 $5,426,641 $5,687,985 $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 Fund Balance (1) 382 Revenues: The Transit fund is funded through several revenue sources: •Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally-funded, application-based grant program, with annual allocations. This is 34% of fiscal year 2020 budgeted revenue. •Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including “a tax for the operation and maintenance of a municipal transit system…” Iowa City transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund. •Bus Fares: Fares amount to 10.7% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2022. This share is lower than most years due to the CARES Act and electric bus grant funding. •Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($85 per month) parking as well as rent from the commercial properties. •Other Revenue: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2022 revenue is projected to increase from the fiscal year 2021 revised revenue estimates by 152%. The increase is due to the CARES Act grant funding budgeted in fiscal year 2022. The Transit Property Tax Levy (including State backfill funds), estimated at $4,142,112, will be transferred into the Transit fund from the General fund in fiscal year 2022. Combined with funding from other governments, approximately $13.3 million of the $15.5 million in revenues and transfers in (not including reserve transfers) or 85.8% is from sources of revenue not generated by transit operations. This is a higher than fiscal year 2021 funding due to the CARES Act and electric bus grant revenue. $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projected 2023 Projected Revenue Trends Charges for Services Intergovernmental Use of Money & Property Miscellaneous Other Financial Sources 383 Expenditures: Fiscal year 2022 budgeted expenditures represent a 54.4% increase from the fiscal year 2021 revised expenditure budget. The increase is due to the bus replacement expenditures budgeted in Capital Outlay as a result of the grant funding awarded. Long-term Projections: The Transit Fund revenues in fiscal year 2022 are high due to receipt of CARES Act grant funding. Transit Fund revenues are projected flat for future years with any increases coming from growth in the Transit Property Tax Levy transfer in. Transit Property Taxes are projected with taxable valuation growth of 3% in fiscal year 2023, 2.41% in fiscal year 2024, and 3% in fiscal years 2025 through 2027. The final drop in the Multi-Residential rollback rates to match the Residential rollback rates occurs in fiscal year 2024. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures in fiscal year 2022 are higher due to purchases of new buses and higher in fiscal year 2023 due to Capital Projects Fund transfers out for a new Transit Facility. $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2018 Actual 2019 Actual 2020 Revised 2021 Budget 2022 Projection 2023 Projection Expenditure Trends Personnel Services Supplies Capital Outlay 384 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 6,427,042$ 6,159,100$ 6,576,920$ 6,914,357$ 7,278,727$ 10,558,341$ Revenues: Use Of Money And Property Interest Revenues 76,563$ 137,651$ 103,672$ 50,000$ 50,000$ 50,000$ Rents 138,761 137,562 152,123 47,570 130,050 130,050 Intergovernmental Fed Intergovnt Rev 2,616,326 1,692,952 2,562,895 2,470,160 8,590,049 1,862,899 State 28E Agreements - - 52,611 - - - Other State Grants 3,298,477 456,467 531,641 456,470 531,640 531,640 Local 28E Agreements 37,622 37,749 60,186 38,750 39,140 39,140 Charges For Fees And Services Transit Fees 1,225,688 1,220,379 968,974 750,390 1,220,390 1,220,390 Misc Charges For Svc 1,285 910 - 910 - - Refuse Charges 291 - - - - - Parking Charges 812,026 774,165 621,013 586,810 747,110 747,110 Miscellaneous Printed Materials - - 15 - - - Misc Merchandise 177 1,183 - 1,180 - - Other Misc Revenue 69,093 76,738 61,468 48,065 52,020 52,020 Other Financial Sources Sale Of Assets - 23 9 - - - Sub-Total Revenues 8,276,309 4,535,779 5,114,607 4,450,305 11,360,399 4,633,249 Transfers In: Transit Property Tax Levy 3,376,455 3,563,749 3,660,631 4,080,088 4,142,112 4,265,783 Capital Reserves 390,222 3,152,097 1,380,922 160,000 885,433 160,000 Sub-Total Transfers In 3,766,677 6,715,846 5,041,553 4,240,088 5,027,545 4,425,783 Total Revenues & Transfers In 12,042,986$ 11,251,625$ 10,156,160$ 8,690,393$ 16,387,944$ 9,059,032$ Expenditures: Transit Admin 428,760$ 444,131$ 501,285$ 579,637$ 588,589$ 602,228$ Transit Operations 5,157,570 5,336,491 5,881,294 5,747,457 5,905,746 6,061,233 Fleet Maintenance 1,417,846 1,453,355 1,372,252 1,372,717 1,503,878 1,540,561 Court St Transportation Center 197,031 212,632 218,120 216,212 218,934 223,666 Replacement Reserve 4,719,500 - 312,957 - 4,005,750 - Sub-Total Expenditures 11,920,706 7,446,609 8,285,908 7,916,023 12,222,897 8,427,688 Transfers Out: Capital Project Fund - 235,099 151,894 250,000 - 4,050,000 Capital Reserves 390,222 3,152,097 1,380,922 160,000 885,433 160,000 Sub-Total Transfers Out 390,222 3,387,196 1,532,815 410,000 885,433 4,210,000 Total Expenditures & Transfers Out 12,310,928$ 10,833,805$ 9,818,723$ 8,326,023$ 13,108,330$ 12,637,688$ Fund Balance, June 30 6,159,100$ 6,576,920$ 6,914,357$ 7,278,727$ 10,558,341$ 6,979,685$ Restricted / Committed /Assigned 777,476 3,929,573 4,997,537 5,234,737 5,131,700 1,291,700 Unassigned Balance 5,381,624$ 2,647,348$ 1,916,820$ 2,043,990$ 5,426,641$ 5,687,985$ % of Revenues & Transfers In 45%24%19%24%33%63% Transit (7150 - 7151) Fund Summary 385 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. 386 HIGHLIGHTS •Provided 1,156,346 million passenger trips in fiscal year 2020. This is a 22% decrease from fiscal year 2019, attributed to the COVID-19 pandemic •Provided 649,391 miles and 49,395 hours of service •Contracted para-transit service provided 73,489 passenger trips in fiscal year 2020, a 24% decrease from fiscal year 2019 Recent Accomplishments: •Implemented protocols and strategies to maintain safe essential transit services during the COVID-19 pandemic •Lead the Iowa City Area Transit Study in partnership with the City of Coralville and the University of Iowa CAMBUS •Introduced a new user-friendly trip planning and arrival information app called “Transit” •Awarded $3,017,280 Federal Transit Administration grant to replace four of our aged diesel buses with clean- fuel battery electric buses Upcoming Challenges: •Continuing to operate and provide essential transportation services during the evolving COVID-19 pandemic •Recovering from COVID-19 ridership losses and revenue shortfalls •Implementing recommendations from the Iowa City Area Transit Study Staffing: FY2020 FY2021 FY2022 Total FTE’s 50.38 51.13 51.13 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: In Transit Operations, Services expenditures increased by 9.9% in the fiscal year 2022 budget due to an increase in amounts paid for paratransit services with Johnson County. 387 Fleet Maintenance saw a decrease of 52.5% in Services expenditures for fiscal year 2022 primarily due to a decrease in other equipment repair and maintenance fees. Additionally, Supplies expenditures in the activity increased by 27.2% in fiscal year 2022 due to diesel fuel, which saw budget cuts in the fiscal year 2021 due to the COVID-19 pandemic. In the Court Street Transportation Center, Services expenditures in fiscal year 2022 increased by 7.8%. This decrease is the result of an increase in repair and maintenance fees. 388 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Riders per Revenue Vehicle Hour 27.77 27.56 21.30 20.00 21.30 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Fare-box/Expense Ratio 22%21%16%15%16% Fare-box revenues to cover 30% of operating costs. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods and Affordable Housing Throughout the City Provide safe, courteous, and quality transportation services. Increase Rides per Revenue Hour to 35 Invest in Public Infrastructure, Facilities, and Fiscal Reserves Increase fare-box/expense ratio. 389 Activity: Transit Admin (810210)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 76,563$ 137,651$ 103,672$ 50,000$ 50,000$ 50,000$ Intergovernmental Fed Intergovnt Rev - - 700,000 700,000 3,709,870 - Miscellaneous Printed Materials - - 15 - - - Other Misc Revenue - - 2,547 - - - Other Financial Sources Sale Of Assets - 23 - - - - Transfers In: Transfer In - Transit Property Tax Levy 3,376,455 3,563,749 3,660,631 4,080,088 4,142,112 4,265,783 Total Revenues & Transfers In 3,453,018$ 3,701,423$ 4,466,865$ 4,830,088$ 7,905,277$ 4,315,783$ Expenditures: Personnel 119,213$ 115,331$ 117,800$ 186,217$ 186,758$ 192,361$ Services 309,411 327,657 382,920 392,869 401,431 409,460 Supplies 136 1,143 564 551 400 408 Total Expenditures 428,760$ 444,131$ 501,285$ 579,637$ 588,589$ 602,228$ Personnel Services - FTE 2018 2019 2020 2021 2022 Customer Service Rep - Trans Serv 1.00 0.75 0.75 0.88 0.88 Data Analyst - - - 0.50 0.50 Operations Supv - Trans Serv 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.50 1.25 1.25 1.88 1.88 Activity Summary 390 Activity: Transit Operations (810220)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Rev 1,497,897$ 1,692,952$ 1,862,895$ 1,692,960$ 1,862,899$ 1,862,899$ State 28E Agreements - - 52,611 - - - Other State Grants 585,201 456,467 531,641 456,470 531,640 531,640 Local 28E Agreements 37,622 37,749 60,186 38,750 39,140 39,140 Charges For Fees And Services Transit Fees 1,225,688 1,220,379 968,974 750,390 1,220,390 1,220,390 Misc Charges For Svc 1,285 910 - 910 - - Miscellaneous Other Misc Revenue 8,495 10,851 - - - - Sale Of Assets - - 9 - - - Total Revenues 3,356,188$ 3,419,308$ 3,476,316$ 2,939,480$ 3,654,069$ 3,654,069$ Expenditures: Personnel 3,215,007$ 3,355,501$ 3,492,005$ 3,681,993$ 3,737,167$ 3,849,282$ Services 1,763,895 1,956,533 2,355,392 1,953,471 2,146,539 2,189,470 Supplies 30,710 24,457 33,897 27,993 22,040 22,481 Capital Outlay 147,958 - - 84,000 - - Total Expenditures 5,157,570$ 5,336,491$ 5,881,294$ 5,747,457$ 5,905,746$ 6,061,233$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 1.50 1.50 Operations Specialist - Transp. Serv.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 42.75 42.75 Capital Outlay 2021 2022 Plexiglass protective barriers 84,000$ -$ Total Capital Outlay 84,000$ -$ Activity Summary 391 Activity: Fleet Maintenance (810230)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 291$ -$ -$ -$ -$ -$ Miscellaneous Misc Merchandise 177 1,183 - 1,180 - - Other Misc Revenue 999 - 6,537 - - - Total Revenues 1,467$ 1,183$ 6,537$ 1,180$ -$ -$ Expenditures: Personnel 518,306$ 511,567$ 561,310$ 641,297$ 660,544$ 680,360$ Services 156,994 149,659 44,830 109,324 51,939 52,978 Supplies 742,546 792,129 766,112 622,096 791,395 807,223 Total Expenditures 1,417,846$ 1,453,355$ 1,372,252$ 1,372,717$ 1,503,878$ 1,540,561$ Personnel Services - FTE 2018 2019 2020 2021 2022 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: Court St Transportation Center (810240)Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents 138,761$ 137,562$ 152,123$ 47,570$ 130,050$ 130,050$ Charges For Fees And Services Parking Charges 812,026 774,165 621,013 586,810 747,110 747,110 Miscellaneous Other Misc Revenue 59,600 65,887 52,384 48,065 52,020 52,020 Total Revenues 1,010,387$ 977,614$ 825,520$ 682,445$ 929,180$ 929,180$ Expenditures: Personnel 31,597$ 32,316$ 36,904$ 34,377$ 35,381$ 36,442$ Services 163,979 172,801 179,912 167,610 180,804 184,420 Supplies 1,455 7,515 1,305 14,225 2,749 2,804 Total Expenditures 197,031$ 212,632$ 218,120$ 216,212$ 218,934$ 223,666$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 Activity Summary 392 Activity: Replacement Reserve (810280/810290)Fund: Transit (7151) Division: Public Transportation Department: Transportation Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev 1,118,429$ -$ -$ 77,200$ 3,017,280$ -$ Other State Grants 2,713,276 - - - - - Other Financial Sources Transfer In from Transit Operations 390,222 3,152,097 1,380,922 160,000 885,433 160,000 Total Revenues & Transfers In 4,221,927$ 3,152,097$ 1,380,922$ 237,200$ 3,902,713$ 160,000$ Expenditures: Supplies 7,396$ -$ -$ -$ -$ -$ Capital Outlay 4,712,104 - 312,957 - 4,005,750 - Total Expenditures 4,719,500$ -$ 312,957$ -$ 4,005,750$ -$ Capital Outlay 2021 2022 Four Electric Bus replacement upgrades -$ 4,005,750$ Total Capital Outlay -$ 4,005,750$ Activity Summary 393 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 2020 year-end was lower than fiscal year 2019 by approximately $2,989,271 or 21%. This decrease was primarily due to the creation of a Capital Reserve Fund. A Capital Reserve was created in fiscal year 2020, and $8.6 million was transferred into it from unassigned fund balance. This transfer out was offset by several factors including a $1.75 million interfund loan payment from the sales tax flood mitigation grant program and reduced Wastewater Charge revenues . In fiscal years 2021, unassigned fund balance is expected to increase by $872,636 or 7.6%. This increase is stemming from a $1.375 million sales tax flood mitigation grant program interfund loan payment reduced by revenue losses from lower University of Iowa usage charges stemming from the COVID-19 pandemic. In fiscal year 2022, the unassigned fund balance is budgeted to increase by $1,731,561 or 13.9% primarily due to the projected restoration of pre-COVID revenue levels and due to the Year Principal Interest Payment Balance Rate 2015 200,000$ 166,598$ 366,598$ 5,800,000$ 0.17% 2016 200,000 166,258 366,258 5,600,000 0.28% 2017 225,000 165,698 390,698 5,375,000 0.47% 2018 975,000 164,640 1,139,640 4,400,000 0.78% 2019 1,275,000 67,708 1,342,708 3,125,000 1.21% 2020 1,750,000 55,320 1,805,320 1,375,000 1.56% 2021 1,375,000 26,400 1,401,400 - 1.92% 6,000,000$ 812,621$ 6,812,621$ 394 lower debt service requirements as the final payments on the 2016C Sewer Revenue Refunding Capital Loan Notes roll off. (1) FY21 - FY23 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 Annual 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 $4,650,188 and $6,024,570, respectively, in fiscal year 2022. 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 395 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 2022 budgeted revenue increased from the 2021 revised budget by 6.2%. This is due to the projected return to pre-COVID revenue levels. No changes to the City’s sewer rate structure are proposed in the fiscal year 2022 budget. Use of Money & Property primarily consists of interest on investments. Other Financial Sources are proceeds from the sale of debt and from the sale of assets. Expenditures: The fiscal year 2022 budgeted expenditures, not including debt service, are estimated to be 2.6% higher than the fiscal year 2021 expenditures. This is primarily due to the allocation of the Water Fund customer service costs to the Wastewater Fund. This allocation added $638,690 to Wastewater Administration Services expenditures in fiscal year 2022. $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Revenue Trends Charges for Services Other Financial Sources Licenses and Permits Intergovernmental Use of Money & Property Miscellaneous 396 28% of the Wastewater Fund’s expenditures are for revenue bond principal and interest payments. All outstanding sewer revenue bonds will be repaid by the end of fiscal year 2023. Long-term Projections: Future Charges for Services revenues for Wastewater are projected forward based on an account growth rate of 1%. Fiscal year 2023 revenues are projected to decrease as transfers for debt service payments drop off. Revenues are projected to increase starting in 2024 due to new bond issuance and due to an increase in Capital Reserve transfers in. 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 in fiscal year 2023 as a result of lower debt service payments. The decrease in expenditures is also due to lowered debt service requirements. Expenditures are projected to increase starting in 2024 due to new bond issuance and due to an increase in Capital Reserve transfers out. $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Debt Service 397 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 25,193,872$ 20,759,108$ 20,785,877$ 23,423,906$ 24,592,437$ 24,830,493$ Revenues: Licenses And Permits Misc Permits & Lic 9,436$ 11,709$ 11,791$ 11,710$ 11,790$ 11,790$ Intergovernmental Disaster Assistance 810 - - - - - Use Of Money And Property Interest Revenues 392,263 400,987 351,503 201,400 175,000 175,000 Royalties & Commiss 205 169 254 170 250 250 Charges For Fees And Services Misc Charges For Svc 1,950 - 1,200 - 1,200 1,200 Wastewater Charges 12,621,036 12,830,133 12,353,935 11,631,416 12,353,930 12,477,469 Refuse Charges 2,564 738 1,509 740 1,510 1,510 Miscellaneous Other Misc Revenue 77,373 181,130 86,530 50,000 86,530 86,530 Other Financial Sources Debt Sales - - - - - - Sale Of Assets 9,648 - 47,544 - - - Sub-Total Revenues:13,115,285 13,424,866 12,854,265 11,895,436 12,630,210 12,753,749 Transfers In: Interfund Loans 975,000 1,275,000 1,750,000 1,375,000 - - Misc Transfers In 452 1,877 1,971 1,900 2,300 2,300 Capital Reserves - - 8,600,000 2,500,000 2,500,000 3,000,000 1)Bond Ordinance Trans 5,208,862 2,930,250 2,934,100 2,862,250 1,178,495 (512,688) Sub-Total Transfers In 6,184,314 4,207,127 13,286,071 6,739,150 3,680,795 2,489,612 Total Revenues & Transfers In 19,299,599$ 17,631,993$ 26,140,336$ 18,634,586$ 16,311,005$ 15,243,361$ Expenditures: Wastewater Administration 1,783,275$ 1,879,511$ 1,927,439$ 2,043,295$ 2,741,514$ 2,769,436$ Wastewater Treatment Plant Ops 3,436,253 3,073,284 3,067,601 3,867,506 3,369,910 3,456,706 Lift Stations 155,328 235,473 248,790 291,124 307,818 257,874 Wastewater Collection Systems 782,131 749,385 808,365 835,525 803,212 839,844 Wastewater Debt Service 9,581,769 6,675,888 2,876,800 2,878,925 2,814,000 2,137,500 Sub-Total Expenditures 15,738,755 12,613,542 8,928,996 9,916,375 10,036,454 9,461,361 Transfers Out: Capital Project Fund 2,786,745 2,061,433 3,039,211 2,187,430 2,358,000 2,755,000 Capital Reserves - - 8,600,000 2,500,000 2,500,000 3,000,000 1)Debt Service Funding 5,208,862 2,930,250 2,934,100 2,862,250 1,178,495 (512,688) Sub-Total Transfers Out 7,995,607 4,991,683 14,573,311 7,549,680 6,036,495 5,242,312 Total Expenditures & Transfers Out 23,734,362$ 17,605,225$ 23,502,307$ 17,466,055$ 16,072,949$ 14,703,673$ Fund Balance, June 30 20,759,108$ 20,785,877$ 23,423,906$ 24,592,437$ 24,830,493$ 25,370,182$ Restricted / Committed /Assigned 9,990,706 6,245,068 11,872,368 12,168,263 10,674,758 8,269,570 Unassigned Balance 10,768,403$ 14,540,809$ 11,551,538$ 12,424,174$ 14,155,735$ 17,100,612$ % of Revenues & Transfers In 56%82%44%67%87%112% 1) Same Fund Transfers required by bond covenants Wastewater (7200 - 7204) Fund Summary 398 WASTEWATER DIVISION 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 8.7 million gallons of wastewater per day. Staff members measure and report 120 different tests per month to the Iowa Department of Natural Resources (DNR) for both influent waste and treated effluent. Other major work elements for this division include sewer main repairs, preventative maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for operations staff. Administrative, lab, 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, future growth in residential and industrial customers and closure of the North Plant. The site of the North Plant that was in service for 79 years, has been decommissioned and restored to a recreation area. Lift Stations The Wastewater Division operates and maintains 17 wastewater lift stations and 5 storm water stations throughout the city. The wastewater lift stations work in conjunction with the wastewater collection system. Wastewater lift stations are facilities designed to move wastewater from lower to higher elevation, particularly where the elevation of the source is not sufficient for gravity flow and/or when the use of gravity conveyance will result in excessive excavation depths and high sewer construction costs. The storm water lift stations are facilities designed to move storm water from flood protection areas to receiving streams thereby reducing the threat of flood damage to private and public property. 399 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: • Recently installed biosolids dewatering presses (BFP’s), division staff are currently operating the BFP’s through extended performance testing to insure they meet the requirements of the construction documents • Completed construction for the replacement of existing 1.0KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions was completed in 2020 • Completed replacement of the rake mechanisms in selected secondary clarifiers C5100 and C5200 • Continue with the yearly sewer maintenance program including lining and spot repairs • McCollister Road extension east of Gilbert Street has been recently completed including sanitary and storm water collection. Collections has inspected and confirms it is complete. Connection to the existing sanitary sewer system is complete • Continued review of development projects within the City in conjunction with the Engineering Department, to ensure that City standards are followed and that development meets the City’s long-term goals Upcoming Challenges: • Review the recommendations of the Methane Feasibility Study to develop a methane recovery and utilization strategy to work towards the City Council goals as set out in the Iowa City Climate Action and Adaptation Plan • Replace the brick façade that recently failed and top seal for the sludge storage tank 8801 • Initiate a study to determine improvements and replacement of equipment and structures in the digester complex. This study will include development of a phosphorous removal strategy to minimize struvite formation in the digesters that damages piping and 400 equipment and takes up space in the digesters needed for active digestion. This will include phosphorous removal, assessment and replacement as needed for the digester complex roofs, 20-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 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 and 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 • Construction of the Nevada Avenue sewer replacement project to begin in calendar year 2021. Because of the location of the sewer, construction coordination with homeowners will be the key to a successful project • Construction of the Scott Boulevard Trunk extension and the American Legion Road improvement will require coordination in making the sanitary sewer connection that will result in the demobilization of the Windsor Height Lift Station and associated force main • Begin work on Melrose Court Sanitary Sewer Improvements. Construction coordination will be the key to a successful project outcome • Continue to support inspection request for new sewer installations within the City prior to acceptance so to reduce issues when the contractor maintenance bond ends • Creating a 5-year sewer maintenance program to better utilize our Sewer Main Replacement fund. This will incorporate the current lining and repair program and capture sewer replacement projects • The WWD is working with the University of Iowa Department of Civil and Environmental Engineering on the development of a technology park to pilot emerging technologies in wastewater treatment and water reclamation. These technologies would be evaluated for real world applications in Iowa communities both large and small rural. Discoveries could be applied here in Iowa and potentially beyond • Continue to offer tours to outside groups, students of all grade levels and student interns so to promote the importance of wastewater treatment as it applies to public safety and to “build the bench” of future professionals in the field of wastewater treatment and water reclamation 401 Staffing: FY2020 FY2021 FY2022 Total FTE’s 26.00 26.00 26.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget. Financial Highlights: In Wastewater Administration, Services expenditures increased by 40.7% in the fiscal year 2022 budget largely due to the addition of a customer service chargeback. This new chargeback shares the costs of customer service between Wastewater and Water Funds, when previously all customer service costs were charged to the Water Fund. In Wastewater Treatment Plant Operations, Services expenditures decreased by 17.5% due to a decrease in budgets for electricity as well as other equipment repair and maintenance costs for fiscal year 2022. Capital Outlay expenditures for Lift Stations includes $22,000 for control panel replacement and $33,000 for a portable generator in fiscal year 2022. 402 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal* Goal FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 98.0%98.9%98.6%98.7%98.6%98.7% Total Suspended Solids (TSS) – Percent Removal* Goal FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 98.0%98.2%98.2%98.1%98.2%98.2% Ammonia (NH3) – Percent Removal* Goal FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 97.0%94.6%94.0%85.3%90.0%94.0% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 12 12 6 5 5 Sewer Jetting, Miles per Year* FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 27 36.0 43 53 53 Video Inspection, Miles per Year* FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 45 27.5 21 31 31 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 and Affordable Housing Throughout the City, Promote an Inclusive and Resilient Economy Throughout the City, Strengthen 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 and Affordable Housing Throughout the City, Promote an Inclusive and Resilient Economy Throughout the City, Strengthen Community Engagement and Intergovernmental Relations 403 Activity: Wastewater Administration (720110)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 392,263$ 400,987$ 351,503$ 201,400$ 175,000$ 175,000$ Charges For Fees And Services Wastewater Charges 12,621,036 12,830,133 12,353,935 11,631,416 12,353,930 12,477,469 Miscellaneous Other Misc Revenue 104 - - - - - Other Financial Sources Sale of Assets 9,648 - - - - - Total Revenues 13,023,051$ 13,231,121$ 12,705,438$ 11,832,816$ 12,528,930$ 12,652,469$ Expenditures: Personnel 310,234$ 328,529$ 347,938$ 367,092$ 369,205$ 380,281$ Services 1,427,130 1,512,462 1,538,328 1,631,113 2,294,594 2,340,486 Supplies 45,911 38,520 38,285 45,090 47,715 48,669 Capital Outlay - - 2,888 - 30,000 - Total Expenditures 1,783,275$ 1,879,511$ 1,927,439$ 2,043,295$ 2,741,514$ 2,769,436$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 Wastewater Superintendent 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 Capital Outlay 2021 2022 Admin Building Floor Tile -$ 30,000$ Total Capital Outlay -$ 30,000$ Activity Summary 404 Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Royalties & Commissions 205$ 169$ 254$ 170$ 250$ 250$ Charges For Fees And Services Misc Charges For Services 1,950 - 1,200 - 1,200 1,200 Refuse Charges 2,564 738 1,509 740 1,510 1,510 Miscellaneous Other Misc Revenue 77,205 181,010 86,530 50,000 86,530 86,530 Other Financial Sources Sale Of Assets - - 47,544 - - - Total Revenues 81,924$ 181,917$ 137,036$ 50,910$ 89,490$ 89,490$ Expenditures: Personnel 1,495,141$ 1,328,086$ 1,410,247$ 1,672,024$ 1,683,759$ 1,734,272$ Services 1,146,372 1,080,827 985,652 1,180,833 974,017 993,497 Supplies 794,740 625,280 666,703 745,649 690,134 703,937 Capital Outlay - 39,090 5,000 269,000 22,000 25,000 Total Expenditures 3,436,253$ 3,073,284$ 3,067,601$ 3,867,506$ 3,369,910$ 3,456,706$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Plant Roof Replacement 185,000$ -$ Electric Cart Replacement - 22,000 Rolloff Containers (4)60,000 - Pressure Transducer Tank Level Gauges (4)10,000 - Portable Flow Meters (2)14,000 - Total Capital Outlay 269,000$ 22,000$ Activity Summary 405 Activity: Lift Stations (720130)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue 35$ -$ -$ -$ -$ -$ Total Revenues 35$ -$ -$ -$ -$ -$ Expenditures: Services 127,037$ 165,884$ 214,630$ 197,528$ 219,787$ 224,183$ Supplies 28,291 69,590 31,491 93,596 33,031 33,692 Capital Outlay - - 2,670 - 55,000 - Total Expenditures 155,328$ 235,473$ 248,790$ 291,124$ 307,818$ 257,874$ Capital Outlay 2021 2022 Lift Station Control Panel Replacement -$ 22,000$ 27KW Portable Generator - 33,000 Total Capital Outlay -$ 55,000$ Activity Summary 406 Activity: Wastewater Collection Systems (720140)Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses 9,436$ 11,709$ 11,791$ 11,710$ 11,790$ 11,790$ Intergovernmental Disaster Assistance 810 - - - - - Miscellaneous Other Misc Revenue 28 120 - - - - Total Revenues 10,274$ 11,829$ 11,791$ 11,710$ 11,790$ 11,790$ Expenditures: Personnel 505,045$ 496,209$ 558,440$ 582,097$ 556,786$ 573,490$ Services 175,941 188,770 191,301 200,686 197,160 201,103 Supplies 33,368 40,172 42,797 37,742 49,266 50,251 Capital Outlay 67,778 24,234 15,827 15,000 - 15,000 Total Expenditures 782,131$ 749,385$ 808,365$ 835,525$ 803,212$ 839,844$ Personnel Services - FTE 2018 2019 2020 2021 2022 M.W. III - Wastewater Collect. 2.00 2.00 2.00 2.00 2.00 M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00 Sr M.W. - Wastewater Collection 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 Capital Outlay 2021 2022 Manhole Riser Change 15,000$ -$ Total Capital Outlay 15,000$ -$ Activity Summary 407 Activity: Wastewater Debt Service (720800)Fund: Wastewater (7201) Division: Wastewater Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Transfers In: Bond Ordinance Trans 5,208,862$ 2,930,250$ 2,934,100$ 2,862,250$ 1,178,495$ (512,688)$ Total Revenues & Transfers In 5,208,862$ 2,930,250$ 2,934,100$ 2,862,250$ 1,178,495$ (512,688)$ Expenditures: Services 437$ 1,438$ -$ 1,500$ 1,500$ 375$ Other Financial Uses Revenue Bonds Principal & Interest Payments 9,581,332 6,674,450 2,876,800 2,877,425 2,812,500 2,137,125 Total Expenditures 9,581,769$ 6,675,888$ 2,876,800$ 2,878,925$ 2,814,000$ 2,137,500$ Activity Summary 408 Issue / Use of Funds Amount of Issue FY2021 FY2022 FY2023 2016C Sewer Revenue Refunding of Series 2008 Revenue Bonds 9,360,000 2022 3,590,000 1,855,050 1,852,375 - 2017B Sewer Revenue Refunding of Series 2009 Revenue Bonds 4,550,000 2023 3,775,000 1,022,375 960,125 2,137,125 Total Sewer Revenue Bonds:7,365,000 2,877,425 2,812,500 2,137,125 Principal Outstanding Fiscal Year Debt Paid in Full Debt Service Payments Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2020 Summary by Individual Issue 409 Fiscal Year Principal Interest Total 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 7,365,000 462,050 7,827,050 7,827,050 Payments Principal Outstanding Beginning of Fiscal Year Sewer Revenue Sewer Revenue Bonds - Summary Debt Repayment Schedule 410 Fiscal Year Principal Interest Total 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 3,590,000 117,425 3,707,425 3,707,425 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: $9,360,000 Dated: June 16, 2016 Callable: N/A Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 411 Fiscal Year Principal Interest Total 2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00% 2022 835,000 125,125 960,125 960,125 2,920,000 5.00% 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00% Totals 3,775,000 344,625 4,119,625 4,119,625 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009A Sewer Revenue Bonds 5,083,955$ 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 412 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 2020 was $6,811,458 or $2,133,319 lower than fiscal year 2019. The decrease in unassigned fund balance in fiscal year 2020 was primarily due to the creation of a Capital Reserve. A Capital Reserve was created in fiscal year 2020, and $4 million was transferred into it from unassigned fund balance. (1) FY21 - FY23 figures are estimates The fiscal year 2021 unassigned fund balance is estimated to decrease from $6,811,458 to $5,788,885 or $1,022,573. This is primarily due to a reduction in revenue as a result of COVID-19. The approved 5% rate increase for fiscal year 2021 was delayed to fiscal year 2022, and carding and late fee charges were halted for most of the fiscal year. Revenue loss was also occurring due to the changes at Procter & Gamble; however, they have scaled back the amount of work that will move to a West Virginia plant which has slowed the decline in their water charges. In addition to the revenue loss, the cost to purchase and remove lime increased Water Plant Operations expenditures for Services and Supplies substantially. Fiscal year 2022 unassigned fund balance is anticipated to grow by $203,633 over fiscal year 2021. This is primarily due to the sharing of customer service costs with the Sewer Fund that is programmed to start in fiscal year 2022 as well as the addition of the 5% water rate increase. FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Restricted/Assigned $3,599,800 $3,634,175 $6,204,725 $6,231,749 $6,682,875 6,685,205 Unassigned $8,338,438 $8,944,777 $6,811,458 $5,788,885 $5,992,518 $6,424,949 $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) 413 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 $3,755,375 in restricted fund balance at the end of fiscal year 2022 for revenue bond covenants. The capital reserve is estimated to have $2,927,500 in assigned fund balance at the end of fiscal year 2022. Contributions into the Capital Reserve are projected at $1,300,000 in fiscal year 2022 and $1,500,000 in fiscal year 2023. Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates Meter Size (inches) FY21 Rate FY22 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 FY21 Rate FY22 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 FY21 Rate FY22 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 was budgeted for fiscal year 2021 for all usage levels and meter sizes; however, this rate increase was delayed until fiscal year 2022 due to the COVID- 19 pandemic. An intra-city charge was also added in fiscal year 2022 to charge the Sewer Fund for customer service costs. This will add $638,690 in new revenue to the Water Fund. Approximately 91% of Water operations are funded through charges for services. This was lowered from 99% due to the new intra-city charges. 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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Revenue Trends Charges for Services Use of Money & Property Intergovernmental Miscellaneous Other Financial Sources 414 Expenditures: The fiscal year 2022 expenditures are 0.4% higher than the fiscal year 2021 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 19.8% of the Water fund’s expenditure budget for fiscal year 2022. No new revenue debt is planned in fiscal year 2022. Other financing uses include transfers out of $890,000 to the Capital Projects Fund in fiscal year 2022. This includes $500,000 for the Highway 1 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 $16,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay Debt Service 415 Future revenues are projected to gradually increase as the number of accounts is projected to grow by 1% annually. Fiscal years 2026 through 2027 revenues are projected to decrease as transfers for debt service payments drop off. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures increase in fiscal year 2024 due to increased transfers out for debt service payments but decline in 2026 and 2027 as debt service payments drop off. 416 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 18,111,079$ 11,938,239$ 12,578,952$ 13,016,183$ 12,020,634$ 12,675,393$ Revenues: Use Of Money And Property Interest Revenues 278,377$ 405,135$ 292,501$ 90,000$ 325,000$ 325,000$ Rents 2,400 - 1,200 - 1,200 - Royalties & Commiss 455 361 330 360 330 330 Intergovernmental State 28E Agreements 57,500 - - - - - Charges For Fees And Services Water Charges 9,469,775 9,639,983 10,046,328 9,442,740 9,846,320 9,944,783 Miscellaneous Printed Materials 12 20 11 - - - Misc Merchandise 13,887 15,761 2,143 15,760 2,140 2,140 Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue - 1,680 44,215 - 638,690 653,361 Other Financial Sources Sale Of Assets 2,654 912 10,148 - - - Sub-Total Revenues 9,827,060 10,065,852 10,398,875 9,550,860 10,815,680 10,927,614 Transfers In: 1)Bond Ordinance Transfers In 1,816,319 1,826,040 1,846,390 1,861,965 1,879,237 1,323,876 Capital Reserves - - 4,000,000 1,300,000 1,300,000 1,500,000 Misc Transfers In 392 1,628 1,710 1,600 2,000 2,000 Sub-Total Transfers In 1,816,711 1,827,668 5,848,100 3,163,565 3,181,237 2,825,876 Total Revenues & Transfers In 11,643,771$ 11,893,520$ 16,246,975$ 12,714,425$ 13,996,917$ 13,753,490$ Expenditures: Water Administration 1,690,302$ 1,732,781$ 1,740,431$ 1,850,788$ 1,862,737$ 1,902,918$ Water Treatment Plant Ops 2,326,454 2,291,827 2,341,670 2,704,058 2,725,501 2,810,262 Water Distribution System 1,462,734 1,248,986 1,459,558 1,499,295 1,494,601 1,578,088 Water Customer Service 1,264,197 1,219,258 1,167,595 1,358,927 1,351,971 1,382,039 Water Public Relations 63,873 747 - - - - Water Debt Service 7,574,581 1,791,666 1,803,340 1,824,941 1,838,111 1,854,046 Sub-Total Expenditures 14,382,141 8,285,265 8,512,594 9,238,009 9,272,921 9,527,354 Transfers Out: Capital Project Fund 1,618,151 1,141,502 1,450,761 1,310,000 890,000 967,500 1)Debt Service Funding 1,816,319 1,826,040 1,846,390 1,861,965 1,879,237 1,323,876 Capital Reserves - - 4,000,000 1,300,000 1,300,000 1,500,000 Sub-Total Transfers Out 3,434,470 2,967,542 7,297,151 4,471,965 4,069,237 3,791,376 Total Expenditures & Transfers Out 17,816,611$ 11,252,807$ 15,809,744$ 13,709,974$ 13,342,158$ 13,318,730$ Fund Balance, June 30 11,938,239$ 12,578,952$ 13,016,183$ 12,020,634$ 12,675,393$ 13,110,153$ Restricted / Committed /Assigned 3,599,800 3,634,175 6,204,725 6,231,749 6,682,875 6,685,205 Unassigned Balance 8,338,438$ 8,944,777$ 6,811,458$ 5,788,885$ 5,992,518$ 6,424,949$ % of Revenues & Transfers In 72%75%42%46%43%47% 1)Same Fund Transfers required by bond covenants Water (7300 - 7304) Fund Summary 417 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 five 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’ 29,035 active water service accounts. 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. 418 HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: •Filled six vacant full-time positions in the Distribution and Customer Service workgroups •Completed the first phase of a project to create an independent east pressure zone •Completed water main replacement projects on 1st Ave south of Court St, and on Spruce St north of Deforest Ave •Performed water main testing and inspection on numerous private and public projects including: Cherry Creek Subdivsion, McCollister extension, Lindeman Part 7 subdivision, Tamarack Ridge Subdivision, Woodland Ridge Subdivision, and Lemme, City High school additions •Upgraded and replaced aging laboratory equipment •Rebuilt four high-volume pumps •Replaced five malfunctioning flow meters •Adapted processes to the multiple crises of 2020 •Rehabilitation of two alluvial wells •Completion of multiple water main replacement projects both public and private •Completion of the pressure reducing valve stations needed to initiate the east pressure zone •Train and make ready personnel to succeed seven tenured staff upon retirement •Extend a second power source to the peninsula well site •Rebuild the chlorine feeder and emergency ventilation systems •Adapt to new regulations related to lead, copper, chromium, and PFAS •Communicate with customers regarding utility bills •Begin a 10-year program to change out 16,000 water meters reaching their end-of- life. Staffing: FY2020 FY2021 FY2022 Total FTE’s 31.75 31.25 31.25 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: In Water Treatment Plant Operations, Services expenditures has increased significantly in fiscal year 2021 amended and fiscal year 2022 budgets primarily due to the annual lime solids hauling contract has increasing from $145,000 to $250,000 annually due to market conditions. Water Distribution System Capital Outlay expenditures include $200,000 for water main repairs and $50,000 for oversizing of water mains in the fiscal year 2022 budget. Water Customer Service includes $638,690 in chargeback revenues in fiscal year 2022 for services now shared with the Wastewater Fund. 419 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate New Water Main (miles) 2.0 2.7 2.5 2.0 2.0 (miles) 0.4 1.6 0.4 0.4 0.4 % system 0.1% 0.6% 0.2% 0.2% 0.2% Annual Locates*(tickets) 8,127 7,677 8,912 8,800 8,800 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 2,133 2,016 1,951 2,020 2,020 77 72 69 71 71 $0.0095 $0.0099 $0.0104 $0.0109 $0.0109 13.3% 11.0% 9.9% 9.0% 9.0% 1.2% 1.0% 0.9% 1.0% 1.0% (present worth at vol. rate) $1,429,000 $1,122,000 $1,025,000 $980,000 $980,000 Unmetered Water Loss*** Water Main Replaced * A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Water Pumped (millions of gallons*) Cost for one gallon of water** * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Invest in Public Infrastructure, Facilities, and Fiscal Reserves Water Efficiency Water Use (gal. per capita per day) GOALS, OBJECTIVES, and PERFORMANCE MEASURES Promote an Inclusive and Resilient Economy Throughout the City Provide sufficient quantities of competitively priced high quality potable water to enable economic growth. Utilize long-term planning studies and prioritization matrices to make targeted distribution system investments to meet current and future water demand. Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. Metered, Unbilled Water**** ** Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to main breaks, flushing, development testing, fire fighting, private service leaks, etc… **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue. 420 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 31 19 13 20 23 CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Non-payment Shutoffs 1,555 1,593 1,668 1,700 1,700 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 3,105 2,775 2,784 2,800 2,800 $214 $180 $181 $185 $185 * The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Enhance Community Mobility for All Residents ($ per million gallons) Water Main Breaks* (per 100 miles) Demonstrate Leadership in Climate Action 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) 421 Activity: Water Administration (730110)Fund: Water (7300) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 278,377$ 405,135$ 292,501$ 90,000$ 325,000$ 325,000$ Royalties & Commiss 455 361 330 360 330 330 Intergovernmental State 28E Agreements 57,500 - - - - - Charges For Fees And Services Water Charges 9,017,726 9,184,481 9,692,014 9,287,230 9,692,010 9,788,930 Miscellaneous Printed Materials 12 20 11 - - - Misc Merchandise 70 - - - Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue - 1,680 44,215 - - - Transfers In: Misc Transfers In 392 1,628 1,710 1,600 2,000 2,000 Total Revenues & Transfers In 9,356,532$ 9,595,304$ 10,032,780$ 9,381,190$ 10,021,340$ 10,118,260$ Expenditures: Personnel 245,224$ 312,975$ 302,385$ 281,066$ 292,619$ 301,398$ Services 1,440,443 1,414,116 1,433,815 1,564,459 1,565,136 1,596,439 Supplies 4,636 5,691 4,230 5,263 4,982 5,082 Total Expenditures 1,690,302$ 1,732,781$ 1,740,431$ 1,850,788$ 1,862,737$ 1,902,918$ Personnel Services - FTE 2018 2019 2020 2021 2022 Asst Supt - Water 1.00 1.00 1.00 1.00 1.00 Water Superintendent 1.00 1.00 1.00 1.00 1.00 Public Info/Ed Coord - Pub Wks - 0.50 0.50 - - Total Personnel 2.00 2.50 2.50 2.00 2.00 Activity Summary 422 Activity: Water Treatment Plant Ops (730120)Fund: Water (7300) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges -$ -$ 12$ -$ -$ -$ Other Financial Sources Sale of Assets 611 509 1,113 - - - Total Revenues 611$ 509$ 1,125$ -$ -$ -$ Expenditures: Personnel 901,067$ 942,495$ 1,007,224$ 1,053,745$ 1,089,135$ 1,121,809$ Services 916,510 818,498 833,486 1,015,148 1,032,567 1,053,218 Supplies 439,780 499,726 463,080 553,465 571,799 583,235 Capital Outlay 69,098 31,109 37,880 81,700 32,000 52,000 Total Expenditures 2,326,454$ 2,291,827$ 2,341,670$ 2,704,058$ 2,725,501$ 2,810,262$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Electric fork lift -$ 32,000$ Vehicle Tracking GPS Units 1,700 - Abandon Madison Street Jordan Well 30,000 - Chlorine Tank Influent Flowmeters (2)50,000 - Total Capital Outlay 81,700$ 32,000$ Activity Summary 423 Activity: Water Distribution System (730130)Fund: Water (7300) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents 2,400$ -$ 1,200$ -$ 1,200$ -$ Charges For Fees And Services Water Charges 84,100 80,488 81,718 80,490 81,720 82,537 Miscellaneous Misc Merchandise 874 2,268 141 2,270 140 140 Other Financial Sources Sale of Assets 2,042 403 9,035 - - - Total Revenues 89,417$ 83,159$ 92,094$ 82,760$ 83,060$ 82,677$ Expenditures: Personnel 728,360$ 716,334$ 760,720$ 867,125$ 859,504$ 885,289$ Services 274,179 278,809 296,605 291,108 288,093 293,855 Supplies 93,720 55,394 120,395 85,387 97,004 98,944 Capital Outlay 366,476 198,449 281,838 255,675 250,000 300,000 Total Expenditures 1,462,734$ 1,248,986$ 1,459,558$ 1,499,295$ 1,494,601$ 1,578,088$ Personnel Services - FTE 2018 2019 2020 2021 2022 M. W. II - Water Distribution 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00 Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 1.00 Water GIS Technician - - 1.00 1.00 1.00 Water Engineer 1.00 1.00 - - - Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2021 2022 Vehicle Tracking GPS Units 4,675$ -$ Water Main Repairs-Contracted Improvement 175,000 200,000 Oversizing Water Main 50,000 50,000 Tablet GPS Antennae 10,000 - PipeTrailer 10,000 - Magnetic Locator 6,000 - Total Capital Outlay 255,675$ 250,000$ Activity Summary 424 Activity: Water Customer Service (730140)Fund: Water (7300) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges 367,948$ 375,014$ 272,584$ 75,020$ 72,590$ 73,316$ Miscellaneous Misc Merchandise 12,943 13,493 2,002 13,490 2,000 2,000 Intra-City Charges - - - - 638,690 653,361 Total Revenues 380,892$ 388,508$ 274,586$ 88,510$ 713,280$ 728,677$ Expenditures: Personnel 856,178$ 814,718$ 809,934$ 926,046$ 902,873$ 929,959$ Services 123,582 119,731 122,434 127,296 129,557 132,148 Supplies 16,202 15,536 14,106 24,385 19,541 19,932 Capital Outlay 268,235 269,274 221,120 281,200 300,000 300,000 Total Expenditures 1,264,197$ 1,219,258$ 1,167,595$ 1,358,927$ 1,351,971$ 1,382,039$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 - - M.W. I-Water Customer Service 3.00 3.00 3.00 4.00 4.00 Water Services Clerk 1.75 1.75 1.75 1.75 1.75 Total Personnel 10.75 10.75 10.75 10.75 10.75 Capital Outlay 2021 2022 Radio Read Devices 18,000$ -$ Other Operating Equipment 10,200 - Vehicle Tracking GPS Units 3,000 - Water Meters 250,000 300,000 Total Capital Outlay 281,200$ 300,000$ Activity Summary 425 Activity: Water Public Relations (730150)Fund: Water (7300) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Expenditures: Personnel 52,525$ 455$ -$ -$ -$ -$ Services 11,348 291 - - - - Total Expenditures 63,873$ 747$ -$ -$ -$ -$ Personnel Services - FTE 2018 2019 2020 2021 2022 Public Info/Ed Coord - Pub Wks 0.50 - - - - Total Personnel 0.50 - - - - Activity: Water Debt Service (730800)Fund: Water (7301) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Transfers In: Bond Ordinance Transfers In 1,816,319$ 1,826,040$ 1,846,390$ 1,861,965$ 1,879,237$ 1,323,876$ Total Revenues & Transfers In 1,816,319$ 1,826,040$ 1,846,390$ 1,861,965$ 1,879,237$ 1,323,876$ Expenditures: Services 437$ 1,813$ 375$ 1,900$ 1,900$ 1,900$ Other Financial Uses Revenue Bonds Principal & Interest Payments 7,574,144 1,789,853 1,802,965 1,823,041 1,836,211 1,852,146 Total Expenditures 7,574,581$ 1,791,666$ 1,803,340$ 1,824,941$ 1,838,111$ 1,854,046$ Activity: Water Capital Reserves (730190)Fund: Water (7304) Division: Water Operations Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Transfers In: Water Operations -$ -$ 4,000,000$ 1,300,000$ 1,300,000$ 1,500,000$ Total Revenues & Transfers In -$ -$ 4,000,000$ 1,300,000$ 1,300,000$ 1,500,000$ Transfers Out Capital Projects Fund -$ -$ 1,472,500$ 1,310,000$ 890,000$ 967,500$ Total Transfers Out -$ -$ 1,472,500$ 1,310,000$ 890,000$ 967,500$ Activity Summary Activity Summary Activity Summary 426 Issue / Use of Funds FY2021 FY2022 FY2023 Y 2012C Water Revenue Refunding of Series 2002 Revenue Bonds 4,950,000 2023 1,590,000 547,140 546,640 545,670 2016D Water Revenue Refunding of Series 2008 Revenue Bonds 3,650,000 2025 2,445,000 520,863 518,113 519,238 2017C Water Revenue Refunding of Series 2009 Revenue Bonds 5,910,000 2026 4,665,000 755,038 771,438 787,238 Total - Water Revenue Bonds 8,700,000 1,823,040 1,836,190 1,852,145 Fiscal Year Debt Paid in Full Principal Outstanding Water Revenue Bonds Outstanding Debt Obligation at June 30, 2020 Summary by Individual Issue Debt Service PaymentsAmount of Issue 427 Fiscal Year Principal Interest Total Water Revenue 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 8,700,000 524,525 9,224,525 9,224,525 Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Bonds -Summary Debt Repayment Schedule by Fiscal Year 428 Fiscal Year Principal Interest Total 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 1,590,000 49,450 1,639,450 1,639,450 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: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Project 429 Fiscal Year Principal Interest Total 2021 445,000 75,863 520,863 520,863 2,445,000 5.00% 2022 465,000 53,113 518,113 518,113 2,000,000 5.00% 2023 490,000 29,238 519,238 519,238 1,535,000 5.00% 2024 520,000 13,088 533,088 533,088 1,045,000 1.50% 2025 525,000 4,594 529,594 529,594 525,000 1.75% Totals 2,445,000 175,894 2,620,894 2,620,894 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2008D Water Revenue Bonds 3,964,470$ Issuance Costs 67,698 Bond Premium (382,168) Amount of Issue 3,650,000$ 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Project 430 Fiscal Year Principal Interest Total 2021 665,000 90,038 755,038 755,038 4,665,000 2.00% 2022 695,000 76,438 771,438 771,438 4,000,000 2.00% 2023 725,000 62,238 787,238 787,238 3,305,000 2.00% 2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00% 2025 800,000 21,488 821,488 821,488 1,355,000 2.25% 2026 555,000 6,244 561,244 561,244 555,000 2.25% Totals 4,665,000 299,181 4,964,181 4,964,181 Principal payable July 1. Interest payable July 1 and January 1. Amount Refunded 2009B Water Revenue Bonds 5,372,468$ 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 431 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, 2020 was $1,690,269 which was an 8% increase from fiscal year 2019. The increase was due to increased revenue stemming from fee structure changes the prior year. (1)FY21 - FY23 figures are estimates Fiscal year 2021 fund balance is projected to decrease by $619,747 or 36.7% to $1,070,522. This is decrease is due to the transfer out of funds to purchase of two recycle trucks in the Capital Projects Fund. Fiscal year 2022 fund balance is projected to decrease by $90,457 or 8.45% to $980,065. This decrease is primarily due the ongoing capital purchase of yard waste carts to work towards the full implementation of that program which began in fiscal year 2019. The Refuse Collection fund has no restricted or assigned fund balances. Revenues: The Refuse Collection operations are funded primarily by user fees. In fiscal year 2021, the monthly curbside recycling fee increased from $5.10 per month to $6.00 per month. No fee increases are budgeted in fiscal year 2022. 432 There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 1% of Refuse Collection estimated revenue. Fiscal year 2022 revenue is estimated at 1.6% higher than fiscal year 2021 due to an increased number of households. Expenditures: The fiscal year 2022 budgeted expenditures are estimated to be 2.15% higher than fiscal year 2021 estimated expenditures due to an increase in landfill charges and the capital purchase of more refuse carts and lids. $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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 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 433 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 a future rate increase for Refuse Charges to help cover the cost of rising expenditures and purchases for refuse, recycling, and yard waste carts. $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 434 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,351,518$ 1,281,369$ 1,563,487$ 1,690,269$ 1,070,522$ 980,065$ Revenues: Licenses And Permits General Use Permits -$ 12,900$ -$ -$ -$ -$ Use Of Money And Property Interest Revenues 13,833 28,547 23,234 10,000 10,000 10,000 Charges For Fees And Services Refuse Charges 3,507,539 3,675,862 3,769,882 3,863,320 3,919,070 3,958,259 Miscellaneous Contrib & Donations - - 8,164 - - - Other Misc Revenue 74 65 7,603 - 7,600 7,600 Sub-Total Revenues 3,521,446 3,717,374 3,808,883 3,873,320 3,936,670 3,975,859 Transfers In: Misc Transfers In 1,324 5,499 5,773 5,500 6,500 6,500 Sub-Total Transfers In 1,324 5,499 5,773 5,500 6,500 6,500 Total Revenues 3,522,770$ 3,722,873$ 3,814,657$ 3,878,820$ 3,943,170$ 3,982,359$ Expenditures: Refuse Administration 454,951$ 487,837$ 543,976$ 614,836$ 629,636$ 644,821$ Refuse Operations 1,328,749 1,417,987 1,498,413 1,496,674 1,565,824 1,551,280 Yard Waste Collection 294,681 302,798 350,250 456,569 486,581 496,534 Curbside Recycling Collection 833,945 1,019,353 1,127,388 1,150,796 1,143,148 1,208,319 White Goods/Bulky Collection 194,450 212,781 167,848 229,692 208,438 214,069 Sub-Total Expenditures 3,106,776 3,440,755 3,687,875 3,948,567 4,033,627 4,115,023 Transfers Out: Capital Project Fund 486,141 - - 550,000 - - Sub-Total Transfers Out 486,141 - - 550,000 - - Total Expenditures & Transfers Out 3,592,918$ 3,440,755$ 3,687,875$ 4,498,567$ 4,033,627$ 4,115,023$ Fund Balance, June 30 1,281,369$ 1,563,487$ 1,690,269$ 1,070,522$ 980,065$ 847,401$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,281,369$ 1,563,487$ 1,690,269$ 1,070,522$ 980,065$ 847,401$ % of Revenues 36%42%44%28%25%21% Refuse Collection (7400) Fund Summary 435 REFUSE COLLECTION OPERATIONS Iowa City’s curbside 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. Garbage, 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 up to four-plex multi-family residential properties. Crews provide curbside pickup of garbage, recycling, organic waste, bulky items and appliances to 16,250 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 in a 25- or 95-gallon cart provided by the City, paper yard waste bags, bundles, and in residents’ own containers (20-35 gallons). Food waste can be placed in City-provided carts or in residents’ own containers (20-35 gallons). The use of residents’ own containers will be phased out by the end of fiscal year 21. 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 and cleaner and for 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. 436 HIGHLIGHTS •Yard waste and food waste tonnages continue to increase over previous years, with monthly averages increasing from 143 (fiscal year 2018) to 246 (fiscal year 2019) to 307 (fiscal year 2020) tons •Recycling tonnages continue to increase over previous years, with monthly averages increasing from 137 (fiscal year 2018) to 173 (fiscal year 2019) to 196 (fiscal year 2020) tons •Two new fully-automated packers are in the process of being purchased. This should ease some stress on staff and equipment Recent Accomplishments: •Moved operations from 1200 South Riverside Drive to 1306 South Gilbert Court and remodeled office space. We will be working to improve energy efficiency in the building with new lights •Moved North Dodge recycling drop-off site to 1200 South Riverside Drive •Continue to purchase and deliver 95- gallon yard waste carts based on budget and demand •Maintained full scope of operations amid COVID and derecho challenges. Both situations contributed to a significant increase to the amount of materials collected at the curb, particularly yard waste Upcoming Challenges: •Will be transitioning to an online customer sign-up for bulky item collection •Yard waste route tonnages have more than doubled over the past two years and continue to increase. We are planning for the increased popularity of the program with new trucks and a new route but we will continue to need to evolve to efficiently and safely collect materials. This will include ceasing to allow the use of residents’ own containers •Adding a third yard waste route will change existing routes; this could be frustrating for residents so additional outreach will be required •While budgeted, the Department has had challenges in hiring seasonal workers to assist during peak yard waste season Staffing: FY2020 FY2021 FY2022 Total FTE’s 18.88 19.38 19.38 437 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Refuse Operations Capital Outlay expenditures includes $50,000 for refuse carts in the fiscal year 2022 budget. In Yard Waste Collection, Services expenditures increased by 29.5% for the fiscal year 2022 budget primarily due to vehicle replacement chargebacks increases. Additionally, Capital Outlay expenditures include $90,000 in fiscal year 2022 for yard waste containers. 438 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Residential Refuse Collection Accounts 15,962 16,105 16,206 17,421 18,728 Refuse Tonnages 9,694 9,675 9,681 9,585 9,490 Recycling Tonnages 1,648 2,058 2,354 2,700 3,100 Yard Waste Tonnages 1,747 2,956 3,667 4,615 5,760 White Goods – Scheduled Pickups FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Bulk Items ***** Appliances 285 314 322 338 355 Electronics 241 155 191 230 270 White Goods Route Total Tonnages 284.31 305.62 243 275 300 *No longer track number of Bulk Items. Total Tonnage includes weight. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen Community Engagement and Intergovernmental Relations, Demonstrate Leadership in Climate Action, Foster Healther Neighborhoods and Affordable Housing Throughout the City Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. 439 Activity: Refuse Administration (740110)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 13,833$ 28,547$ 23,234$ 10,000$ 10,000$ 10,000$ Charges For Fees And Services Refuse Charges 425 - 125 - 130 130 Miscellaneous Contrib & Donations - - 1,607 - - - Other Misc Revenue - 65 7,603 - 7,600 7,600 Total Revenues 14,258$ 28,612$ 32,570$ 10,000$ 17,730$ 17,730$ Expenditures: Personnel 179,112$ 169,018$ 196,720$ 251,163$ 259,260$ 267,038$ Services 275,735 318,245 344,945 359,170 370,239 377,644 Supplies 104 574 2,311 4,503 137 140 Total Expenditures 454,951$ 487,837$ 543,976$ 614,836$ 629,636$ 644,821$ Personnel Services - FTE 2018 2019 2020 2021 2022 Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Refuse 0.50 0.38 0.38 0.88 0.88 Resource Management Superintendent 0.50 0.50 0.50 0.50 Total Personnel 1.50 1.88 1.88 2.38 2.38 Activity Summary 440 Activity: Refuse Operations (740120)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits General Use Permits -$ 12,900$ -$ -$ -$ -$ Charges For Fees And Services Refuse Charges 2,281,777 2,299,142 2,348,790 2,299,140 2,348,800 2,372,288 Miscellaneous Contrib & Donations - - 2,860 - - - Other Misc Revenue 74 - - - - - Total Revenues 2,281,851$ 2,312,042$ 2,351,650$ 2,299,140$ 2,348,800$ 2,372,288$ Expenditures: Personnel 412,594$ 469,095$ 492,760$ 514,822$ 513,914$ 529,331$ Services 902,015 908,338 949,617 973,552 992,498 1,012,348 Supplies 14,140 6,597 8,294 8,300 9,412 9,600 Capital Outlay - 33,956 47,742 - 50,000 - Total Expenditures 1,328,749$ 1,417,987$ 1,498,413$ 1,496,674$ 1,565,824$ 1,551,280$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Refuse Carts and Lids -$ 50,000$ Total Capital Outlay -$ 50,000$ Activity Summary 441 Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 233,685$ 378,330$ 386,248$ 378,080$ 385,840$ 389,698$ Total Revenues 233,685$ 378,330$ 386,248$ 378,080$ 385,840$ 389,698$ Expenditures: Personnel 133,278$ 142,275$ 140,046$ 206,393$ 202,089$ 208,152$ Services 137,876 139,823 111,189 150,176 194,492 198,382 Supplies 23,528 - - - - - Capital Outlay - 20,700 99,015 100,000 90,000 90,000 Total Expenditures 294,681$ 302,798$ 350,250$ 456,569$ 486,581$ 496,534$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 2021 2022 Yard Waste Carts 100,000$ 90,000$ Total Capital Outlay 100,000$ 90,000$ Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 959,201$ 964,224$ 997,402$ 1,134,300$ 1,134,300$ 1,145,643$ Miscellaneous Contrib & Donations - - 3,697 - - - Total Revenues 959,201$ 964,224$ 1,001,099$ 1,134,300$ 1,134,300$ 1,145,643$ Expenditures: Personnel 500,424$ 535,180$ 594,890$ 637,090$ 630,813$ 649,737$ Services 333,521 484,173 497,798 513,706 512,335 522,582 Supplies - - 34,700 - - 36,000 Total Expenditures 833,945$ 1,019,353$ 1,127,388$ 1,150,796$ 1,143,148$ 1,208,319$ Personnel Services - FTE 2018 2019 2020 2021 2022 M.W. II - Refuse 6.00 6.00 7.00 7.00 7.00 Total Personnel 6.00 6.00 7.00 7.00 7.00 Activity Summary Activity Summary 442 Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges 32,451$ 34,167$ 37,316$ 51,800$ 50,000$ 50,500$ Total Revenues 32,451$ 34,167$ 37,316$ 51,800$ 50,000$ 50,500$ Expenditures: Personnel 136,741$ 146,566$ 113,066$ 152,745$ 146,240$ 150,627$ Services 57,708 66,215 54,783 76,947 62,198 63,442 Total Expenditures 194,450$ 212,781$ 167,848$ 229,692$ 208,438$ 214,069$ Personnel Services - FTE 2018 2019 2020 2021 2022 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 443 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, 2020 was $24.876 million, which was virtually no change from fiscal year 2019. Of the $24.876 million, $22.790 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. (1) FY21 - FY23 figures are estimates The fiscal year 2021 unassigned fund balance is $1,474,551 which is a 29.31% or $611,243 decrease over the fiscal year 2020 unassigned fund balance. The projected reduction is primarily due to an increase in budgeted transfers out to the Capital Projects Fund. The fiscal year 2022 unassigned fund balance is projected to increase $83,612 or 5.67%. This increase is due to a substantial decrease in transfers out to the Capital Projects Fund. The Landfill maintains a reserve for the cell replacement. For each ton deposited at the Landfill, a transfer is made to the replacement reserve of $4.00 per ton. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2022 is $9.434 million not including projected outstanding loan balances of $622,710 million to the Parking Fund, $1,800,160 million to the General Fund, and $1,200,106 to the Road Use Tax Fund. The Landfill Cell Replacement Reserve will have three outstanding inter-fund loan as of the end of fiscal year 2021. The following is a summary of those loans: 444 Loan Date Loan Amount Final Payment Principal Outstanding as of 6/30/21 Total Payment FY22 FY22 Principal FY22 Interest Parking Fund 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 900,244 $ 289,143 $ 277,534 $ 11,609 General Fund 2019 Public Works Facility Loan 6/30/2019 $ 2,100,000 2039 $ 1,912,001 $ 139,759 $ 111,841 $ 27,918 Road Use Tax Fund 2019 Public Works Facility Loan 6/30/2019 $ 1,400,000 2036 $ 1,274,667 $ 93,172 $ 74,561 $ 18,611 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 2022 of $14.771 million for Closure/Post-Closure Reserves and $549,463 in the Solid Waste Surcharge Reserve. Revenues: The Landfill Fund is primarily supported by user fees. Fee increases were implemented in fiscal year 2021 which included a $2.50 per ton increase in the trash disposal tipping fee and an increase in the TV/monitor disposal fees. The last tipping fee increase prior to that was in fiscal year 2016 which was a $4.00 per ton increase in the trash disposal tipping fee for both Iowa City and non-Iowa City residents. The major landfill fees charged are summarized as follows: Trash Disposal Rates (per ton): Iowa City residents: $45.00 Non-Iowa City residents: $50.00 Other Disposal Rates: Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor (<18”, includes peripherals) $20 TV or monitor (≥ 18”, includes peripherals) $20 Bulk electronic waste (no TV or monitor) $3 per item 445 For fiscal year 2022, Landfill Charges of $6,450,049 and Refuse Charges of $414,200 comprise approximately 94% of the landfill’s budgeted revenue. Total revenues are estimated to decrease slightly in fiscal year 2022 due to a bump in refuse and recycling charges in fiscal year 2021. Expenditures: Fiscal year 2022 budgeted expenditures increased by $204,951 or 3.71% from the fiscal year 2021 revised budget. The Landfill Fund’s expenditures increased due to an increase in vehicle and equipment chargebacks. Fiscal year 2022 expenditures include $80,000 for capital outlay which is only 1.4% of the expenditure budget. $5,600,000 $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 $7,600,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 446 Long-term Projections: Future revenues are projected out at a flat rate, assuming no rate increases or account growth. Transfers in will decrease slightly starting in fiscal year 2025 as the Parking Fund pays off their Interfund Loan. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes result from Transfers Out related to Capital Projects. Fiscal year 2023 has a large $3,700,000 Capital Projects Fund transfer out for a new landfill cell projected which causes the fund expenditures to spike in that year. 447 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 26,735,285$ 26,940,544$ 24,896,655$ 24,875,608$ 24,935,965$ 26,312,311$ Revenues: Use Of Money And Property Interest Revenues 420,276$ 665,796$ 612,375$ 357,541$ 350,639$ 343,630$ Rents 73,523 58,243 46,691 47,400 48,370 48,370 Royalties & Commiss 285 148 141 150 140 140 Intergovernmental Other State Grants 22,483 13,807 103,033 - - - Charges For Fees And Services Refuse Charges 499,331 380,116 414,203 452,560 414,200 414,200 Landfill Charges 5,933,293 5,889,533 5,961,888 6,410,000 6,450,049 6,450,049 Miscellaneous Contrib & Donations 20 - 7,443 - - - Misc Merchandise 13,802 17,593 21,285 - 20,000 20,000 Intra-City Charges 16,145 25,394 36,983 25,000 - - Other Misc Revenue 49,627 55,219 37,884 54,650 45,940 45,940 Other Financial Sources - Sale Of Assets - - 31,592 - - - Sub-Total Revenues 7,028,784 7,105,849 7,273,518 7,347,301 7,329,338 7,322,329 Transfer In: Interfund Loans 235,310 242,467 379,438 457,035 463,938 470,944 Misc Transfers In 1,139,531 1,494,779 897,471 893,110 897,471 897,471 Sub-Total Transfers In 1,374,841 1,737,246 1,276,909 1,350,145 1,361,409 1,368,415 Total Revenues & Transfers In 8,403,625$ 8,843,096$ 8,550,427$ 8,697,446$ 8,690,747$ 8,690,744$ Expenditures: Landfill Administration 788,943$ 890,712$ 959,483$ 986,434$ 1,015,514$ 1,038,503$ Landfill Operations 3,896,971 4,058,135 4,283,915 4,438,959 4,610,872 4,684,652 Solid Waste Surcharge Reserve 254,734 1,115,244 94,464 101,586 105,544 108,616 Sub-Total Expenditures 4,940,648 6,064,090 5,337,862 5,526,979 5,731,930 5,831,771 Transfers Out: Capital Project Funding 2,120,176 828,115 1,336,140 2,217,000 685,000 4,790,000 Misc Transfers Out 1,137,543 1,494,779 897,471 893,110 897,471 897,471 Interfund Loan - 2,500,000 1,000,000 - - - Sub-Total Transfers Out 3,257,719 4,822,894 3,233,611 3,110,110 1,582,471 5,687,471 Total Expenditures & Transfers Out 8,198,366$ 10,886,984$ 8,571,474$ 8,637,089$ 7,314,401$ 11,519,242$ Fund Balance, June 30 26,940,544$ 24,896,655$ 24,875,608$ 24,935,965$ 26,312,311$ 23,483,814$ Restricted / Committed /Assigned 24,631,185 22,387,426 22,789,815 23,461,415 24,754,149 22,603,808 Unassigned Balance 2,309,358$ 2,509,229$ 2,085,794$ 1,474,551$ 1,558,163$ 880,006$ % of Revenues & Transfers In 27%28%24%17%18%10% Landfill (7500 - 7504) Fund Summary 448 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 and reduce greenhouse gas emissions. 449 Landfill Replacement Reserve This activity accounts for funds that are assigned for the replacement of closed landfill cells. These activities include acquiring land, land improvements, cell construction and landfill gas infrastructure. Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction, and recycling programs. Landfill Assurance Reserves for Closure and Post-Closure Assurance Reserves account for state-mandated set-asides for costs associated with closing the landfill and ongoing maintenance of the closed landfill site in accordance with Iowa Administrative Code, the DNR policies, and other environmental regulations. HIGHLIGHTS • Waste reduction and recycling programs continue to be expanded and improved to reduce natural resource use and long-term reliance on the landfill • A methane feasibility study with the Wastewater Treatment Plant and consultant HDR was completed • The gate replacement project was completed with an updated signage system • Staff is working to increase trash compaction rates and we are seeing improvements • The compost facility’s grinder and screener were replaced; the new grinder arrived the week before the derecho storm and was able to keep up with the material received Recent Accomplishments: • Staff continues to excel in meeting the demands of an ever growing customer base with existing space limitations. The landfill, recycling center, yard waste factiliy and hazardous materials receiving facility regularly see 350 to 400 customers per day and a record high of 555 customers was reached on a single day in September 2020 • Staff continues to expand options and promotion for the proper disposal of hazardous materials, including batteries. The program is seeing continued increase in usage • Landfill Recycling program usage (customers and volumes/weights) continue to growth. Shingles and appliance recycling are seeing the highest growth; the shingles recycling program is minimally subsidized, and the appliance recycling program fully pays for itself Upcoming Challenges: • In the first quarter of fiscal year 2021, landfill tonnages have increased by approximately 7% over tonnage the same quarter in fiscal year 2020, in significant part from debris from the derecho storm in August 2020. This is taking landfill capacity faster than anticipated • Spatial restraints at the landfill limit potential new waste diversion, recycling and composting options • Customer counts continue to increase year after year and the current layout is at capacity 450 Staffing: FY2020 FY2021 FY2022 Total FTE’s 15.88 15.88 16.13 Staffing Level Change Summary: In the fiscal year 2022 budget, a 0.5 FTE Scalehouse Operator increased to a 0.75 FTE Scalehouse Operator position. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Landfill Operations Capital Outlay expenditures includes $15,000 for glass drop-off bins, $10,000 for dual extraction pumps, and $55,000 in other operating equipment for fiscal year 2022. 451 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 140,658 127,587 128,270 125,000 120,000 Organics (Food Waste) Tons Diverted to Composting FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 1,032 866 801 830 850 Recycling Drop Site Tons Collected FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 1,178 1,591 1,546 1,550 1,600 Amount (%) of All Solid Waste Recycled FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate 8.4% 11.8% 12.7% 14% 18% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strengthen Community Engagement and Intergovernmental Relations, Demonstrate Leadership in Climate Action Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. 452 Activity: Landfill Administration (750110)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 362,171$ 376,114$ 378,550$ 250,000$ 250,000$ 250,000$ Other Financial Sources Sale of Assets - - 31,104 - - - Total Revenues 362,171$ 376,114$ 409,654$ 250,000$ 250,000$ 250,000$ Expenditures: Personnel 175,669$ 225,964$ 253,007$ 259,214$ 267,871$ 275,907$ Services 612,259 660,717 705,332 723,745 746,129 761,052 Supplies 1,015 4,031 1,144 3,475 1,514 1,544 Total Expenditures 788,943$ 890,712$ 959,483$ 986,434$ 1,015,514$ 1,038,503$ Personnel Services - FTE 2018 2019 2020 2021 2022 Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Solid Waste 0.50 0.88 0.88 0.88 0.88 Resource Management Superintendent - 0.50 0.50 0.50 0.50 Total Personnel 1.50 2.38 2.38 2.38 2.38 Activity Summary 453 Activity: Landfill Operations (750120)Fund: Landfill (7500) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 3,970$ 3,482$ 3,607$ 2,500$ 2,500$ 2,500$ Rents 73,523 58,243 46,691 47,400 48,370 48,370 Royalties & Commiss 285 148 141 150 140 140 Intergovernmental Other State Grants 22,483 13,807 12,033 - - - Charges For Fees And Services Refuse Charges 499,331 380,116 414,203 452,560 414,200 414,200 Landfill Charges 5,677,782 5,691,772 5,763,162 6,200,000 6,251,319 6,251,319 Miscellaneous Contrib & Donations 20 - 7,443 - - - Misc Merchandise 13,802 17,593 21,285 - 20,000 20,000 Intra-City Charges 16,145 25,394 36,983 25,000 - - Other Misc Revenue 49,627 55,219 37,884 54,650 45,940 45,940 Other Financial Sources Sale Of Assets - - 488 - - - Total Revenues 6,356,968$ 6,245,774$ 6,343,920$ 6,782,260$ 6,782,469$ 6,782,469$ Expenditures: Personnel 966,476$ 1,040,781$ 1,131,628$ 1,270,106$ 1,316,245$ 1,355,732$ Services 2,712,763 2,839,505 2,958,715 3,003,348 3,101,430 3,163,459 Supplies 140,405 135,649 116,961 115,505 113,197 115,461 Capital Outlay 77,325 42,199 76,611 50,000 80,000 50,000 Total Expenditures 3,896,971$ 4,058,135$ 4,283,915$ 4,438,959$ 4,610,872$ 4,684,652$ Personnel Services - FTE 2018 2019 2020 2021 2022 Landfill Operator 8.00 8.00 9.00 8.00 8.00 M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00 Scalehouse Operator 1.50 1.50 1.50 1.50 1.75 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill - - - 1.00 1.00 Total Personnel 11.50 11.50 12.50 12.50 12.75 Capital Outlay 2021 2022 Litter Control Backstops 25,000$ -$ Glass Drop-off Bins - 15,000 Other Operating Equipment - 55,000 Dual Extraction Pumps 25,000 10,000 Total Capital Outlay 50,000$ 80,000$ Activity Summary 454 Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues 53,834$ 217,127$ 203,048$ 85,041$ 78,139$ 71,130$ Other Financial Sources Transfer In from Landfill Operations 843,945 765,525 769,260 765,525 769,260 769,260 Interfund Loans 235,310 242,467 379,438 457,035 463,938 470,944 Total Revenues & Transfers In 1,133,088$ 1,225,119$ 1,351,746$ 1,307,601$ 1,311,337$ 1,311,334$ Transfers Out: Capital Project Fund 1,500,000$ (1,946)$ -$ 892,000$ 260,000$ 3,700,000$ 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$ 892,000$ 260,000$ 3,700,000$ Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Landfill Charges 255,510$ 197,760$ 198,726$ 210,000$ 198,730$ 198,730$ Intergovernmental Other State Grants - - 91,000 - - - Total Revenues 255,510$ 197,760$ 289,726$ 210,000$ 198,730$ 198,730$ Expenditures: Personnel 52,622$ 81,461$ 85,092$ 90,984$ 96,085$ 98,968$ Services 9,361 9,814 9,373 9,937 9,459 9,648 Supplies 25 651 - 665 - - Capital Outlay 192,726 1,023,317 - - - - Total Expenditures 254,734$ 1,115,244$ 94,464$ 101,586$ 105,544$ 108,616$ Personnel Services - FTE 2018 2019 2020 2021 2022 Recycling Coordinator 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 455 Activity: Landfill Closure/Post-Closure Reserves (750230/240)Fund: Landfill (7503/4) Division: Resource Management Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 301$ 69,074$ 27,170$ 20,000$ 20,000$ 20,000$ Other Financial Sources Transfer In from Landfill Operations 293,598 729,254 128,211 127,585 128,211 128,211 Total Revenues 293,899$ 798,328$ 155,381$ 147,585$ 148,211$ 148,211$ Activity Summary 456 AIRPORT FUND The Airport Fund accounts for the operations of the municipal airport. The Airport Fund is managed as a business-like operation; however, it does receive certain financial assistance from the City’s General Fund. The Airport Fund’s fund balance on June 30, 2020 was $235,540, a 3.82% decrease from the fiscal year 2019 year-end fund balance. This decrease is primarily due an increase in transfers out to the Capital Project Fund and Capital Outlay expenditures. This was partially offset by grant funding received from the CARES Act. In fiscal year 2021, fund balance is estimated to decrease by 2.07% to $230,662. This decrease is primarily due to a slight decrease in revenues which the CARES Act funding received in fiscal year 2020 was intended to offset. In fiscal year 2022, the fund balance is project to increase by 29.63% to $299,005. This increase is a result of a decrease in transfers out to the Capital Projects Fund. (1) FY21 - FY23 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 $136,156 at the end of fiscal year 2022. The Airport also maintains a $100,000 reserve for emergencies. This amount is static and does not fluctuate. Revenues: For fiscal year 2022, 90% of Airport Fund revenue is provided through rentals of airport property. In fiscal year 2020, the Airport added a flight simulator that could be rented. The Airport’s second largest source of revenue is fuel sales commission which is 9% of the total revenues. FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Assigned 100,000 $100,000 $152,071 $168,656 $236,156 336,156 Unreserved $116,769 $144,898 $83,469 $62,006 $62,849 $55,374 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 Fund Balance (1) 457 Expenditures: In the fiscal year 2022 budget, operating expenditures increased from the fiscal year 2021 budget by 1.35% to $372,257 primarily due to cost of living and inflation adjustments and an increase in liability insurance expenditures. $- $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Revenue Trends Use of Money & Property Miscellaneous Other Financial Sources Intergovernmental $- $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 458 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 308,219$ 216,769$ 244,898$ 235,540$ 230,662$ 299,005$ Revenues: Use Of Money And Property Interest Revenues 4,231$ 4,706$ 2,287$ 2,000$ 1,000$ 1,000$ Rents 317,430 322,756 338,755 324,040 336,840 336,840 Royalties & Commiss 31,018 38,179 32,214 19,180 35,000 35,000 Intergovernmental Fed Intergovnt Rev - - 69,000 - - - Miscellaneous Contrib & Donations 7,500 - - - - - Misc Merchandise 3,260 1,617 260 600 260 260 Other Misc Revenue 2,143 - 2,049 - - - Other Financial Sources Sale Of Assets 20,000 - - - - - Sub-Total Revenues 385,582 367,258 444,565 345,820 373,100 373,100 Transfers In: Operating Subsidy 9,687 - - - - - Capital Reserves 100,000 100,000 184,271 100,000 100,000 100,000 Sub-Total Transfers In 109,687 100,000 184,271 100,000 100,000 100,000 Total Revenues & Transfers In 495,269$ 467,258$ 628,836$ 445,820$ 473,100$ 473,100$ Expenditures: Airport Operations 468,122$ 395,866$ 421,723$ 367,283$ 372,257$ 380,575$ Sub-Total Expenditures 468,122 395,866 421,723 367,283 372,257 380,575 Transfers Out: Capital Project Fund 118,597 43,264 132,200 83,415 32,500 - Capital Reserves - - 84,271 - - - Sub-Total Transfers Out 118,597 43,264 216,471 83,415 32,500 - Total Expenditures & Transfers Out 586,719$ 439,129$ 638,194$ 450,698$ 404,757$ 380,575$ Fund Balance, June 30 216,769$ 244,898$ 235,540$ 230,662$ 299,005$ 391,530$ Restricted / Committed /Assigned 100,000 100,000 152,071 168,656 236,156 336,156 Unassigned Balance 116,769$ 144,898$ 83,469$ 62,006$ 62,849$ 55,374$ % of Revenues & Transfers In 24%31%13%14%13%12% *Fund Balance is Cash Balance for July 1, 2013 Airport (7600 -7604) Fund Summary 459 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 $12.5 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 Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million to the Iowa City area Recent Accomplishments:  Worked with the Summer of the Arts organization to host Drive-In Movie program  Completed Terminal Apron Rehabilitation  Completed Airport Website Design (https://iowacityairport.org) Upcoming Challenges:  Continued COVID-19 issues affecting community and travel  Potential delays or reductions in funding for grant projects  Diversifying revenue streams Staffing: FY2020 FY2021 FY2022 Total FTE’s 1.00 1.00 1.00 460 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Supplies expenditures in fiscal year 2022 decreased by 44.8% or $2,717 primarily due to a decrease in other maintenance supplies. 461 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Revenue Generated through Airport Land Sales $20,000 $0 $0 $0 $0 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Outstanding Loan Balance $0 $0 $0 $0 $0 Inter-Fund Loan Repayments FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Principal $0 $0 $0 $0 $0 Interest $0 $0 $0 $0 $0 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Hangar Rental Revenue $265,914 $273,720 $276,101 $275,000 $275,000 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate General Levy Support for Operations $9,687 $0 $0 $0 $0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Fuel Flowage FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Jet Fuel Sold 331,312 314,289 267,715 300,000 330,000 Av Gas Sold 55,875 58,809 49,610 50,000 55,000 Total Gallons Sold 387,187 373,098 317,325 350,000 385,000 FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Based Aircraft (Number of Aircraft Based at IOW)92 92 92 92 92 Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Invest in Public Infrastructure, Facilities, and Fiscal Reserves Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations. Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Note: 70% of land sale revenue is directed to inter-fund loan repayments Promote an Insclusive and Resilient Economy Throughout the City 462 Activity: Airport Operations (850110)Fund: Airport (7600) Division: Airport Operations Department: Airport 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 4,231$ 4,706$ 2,287$ 2,000$ 1,000$ 1,000$ Rents 317,430 322,756 338,755 324,040 336,840 336,840 Royalties & Commiss 31,018 38,179 32,214 19,180 35,000 35,000 Intergovernmental Fed Intergovnt Rev - - 69,000 - - - Miscellaneous Contrib & Donations 7,500 - - - - - Misc Merchandise 3,260 1,617 260 600 260 260 Other Misc Revenue 2,143 - 2,049 - - - Other Financial Sources Sale Of Assets 20,000 - - - - - Transfers In: Transfer In from General Fund - Ops Subsidy 9,687 - - - - - Total Revenues & Transfers In 395,269$ 367,258$ 444,565$ 345,820$ 373,100$ 373,100$ Expenditures: Personnel 77,081$ 80,215$ 81,932$ 84,403$ 87,272$ 89,890$ Services 315,237 281,875 292,410 276,817 281,639 287,272 Supplies 25,381 19,137 5,788 6,063 3,346 3,413 Capital Outlay 50,423 14,639 41,593 - - - Total Expenditures 468,122$ 395,866$ 421,723$ 367,283$ 372,257$ 380,575$ Personnel Services - FTE 2018 2019 2020 2021 2022 Airport Operations Specialist 1.00 1.00 1.00 - - Airport Manager - - - 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary 463 STORMWATER FUND The Stormwater Fund is an enterprise fund that accounts for the activities of the City’s Stormwater Utility. Fund Balance: The Stormwater Fund’s fund balance on June 30, 2020 was $1,088,776 which was a 16.85% increase from the fiscal year 2019. The fiscal year 2021 fund balance is estimated to increase 28.98% from fiscal year 2020 to $1,404,315. These increases are primarily due to the level of capital project funding and the amounts that are retained in the capital reserves at year end. Fiscal year 2022 projected fund balance represents a 27.99% decrease over the fiscal year 2021 estimated year-end balance to finish at $1,011,187. This decrease is due to a high level of capital project funding planned in 2022. In fiscal year 2020, a Capital Reserve fund was created in the Stormwater Fund to set funds aside for future infrastructure replacement. These funds are shown below as assigned. The Capital Reserve balance is expected to be at $389,000 in fiscal year 2021 and $399,000 in fiscal year 2022. (1) FY21 - FY23 figures are estimates Revenues: The Stormwater Fund is primarily funded through a monthly Stormwater Utility fee. This fee was last increased in fiscal year 2020 by $.50 per equivalent residential unit (ERU) per month to $5.00 per ERU and by $.25 per rental unit per month to $2.75 per rental unit per month. Commercial properties pay a $5.00 base fee and then $2.00 per ERU per month. No rate increases are included in the fiscal year 2022 budget. FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Assigned $0 $0 $110,000 $389,000 $399,000 $709,000 Unassigned $795,950 $931,736 $978,776 $1,015,315 $612,187 $710,479 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 Fund Balance (1) 464 Approximately 99% of the Stormwater Fund’s operations are funded through Stormwater Utility fees. Interest on investments and miscellaneous revenue comprise less than 1% of Stormwater Fund’s revenue. Expenditures: Fiscal year 2022 budgeted expenditures represent a $30,173 or 4.44% decrease from the fiscal year 2021 revised expenditures. The decrease is primarily attributed to a decrease in Services 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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 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 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projection Expenditure Trends Personnel Supplies Services Capital Outlay 465 Long-term Projections: The drop in revenue for fiscal year 2023 relates to a decrease the transfer in for Capital Reserves. Future revenues are projected to increase gradually as account growth is estimated at 1% annually. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes in expenditures result from varying Transfers Out related to Capital Projects. Fiscal year 2022 total expenditures are higher significantly due to a large transfer for Capital Projects. Transfers out to the Capital Projects Fund decreases from $1,490,000 in fiscal year 2022 to $690,000 in fiscal year 2023. 466 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 1,031,912$ 795,950$ 931,736$ 1,088,776$ 1,404,315$ 1,011,187$ Revenues: Use Of Money And Property Interest Revenues 16,283$ 22,305$ 15,114$ 10,000$ 10,000$ 10,000$ Intergovernmental Disaster Assistance 5,276 - - - - - Charges For Fees And Services Building & Devlpmt 8,299 - - - - - Stormwater Charges 1,551,384 1,568,019 1,730,056 1,700,000 1,730,060 1,747,361 Miscellaneous Intra-City Charges 7,577 4,703 4,602 4,700 4,600 4,600 Other Misc Revenue 492 - 92 - - - Sub-Total Revenues 1,589,311 1,595,027 1,749,864 1,714,700 1,744,660 1,761,961 Transfers In: Misc Transfers In 250 1,036 1,088 1,000 1,200 1,200 Capital Reserves - - 1,100,000 1,000,000 1,500,000 1,000,000 Sub-Total Transfers In 250 1,036 1,101,088 1,001,000 1,501,200 1,001,200 Total Revenues 1,589,560$ 1,596,063$ 2,850,952$ 2,715,700$ 3,245,860$ 2,763,161$ Expenditures: Stormwater Operations 497,954$ 451,277$ 603,911$ 679,161$ 648,988$ 664,869$ Sub-Total Expenditures 497,954 451,277 603,911 679,161 648,988 664,869 Transfers Out: Capital Project Fund 1,327,568 1,009,000 990,000 721,000 1,490,000 690,000 Capital Reserves - - 1,100,000 1,000,000 1,500,000 1,000,000 Sub-Total Transfers Out 1,327,568 1,009,000 2,090,000 1,721,000 2,990,000 1,690,000 Total Expenditures & Transfers Out 1,825,522$ 1,460,277$ 2,693,911$ 2,400,161$ 3,638,988$ 2,354,869$ Fund Balance, June 30 795,950$ 931,736$ 1,088,776$ 1,404,315$ 1,011,187$ 1,419,479$ Restricted / Committed /Assigned - - 110,000 389,000 399,000 709,000 Unassigned Balance 795,950$ 931,736$ 978,776$ 1,015,315$ 612,187$ 710,479$ % of Revenues 50%58%34%37%19%26% Stormwater (7700 - 7704) Fund Summary 467 STORMWATER OPERATIONS The Iowa City Stormwater utility exists to provide safe, clean, and healthy waterways for our community. We do this by using education, outreach, community involvement, volunteers, capital projects, and 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 Stormwater drainage system bypasses any treatment and flows directly into our waterways and to those downstream from us. This creates hazards for people, wildlife, and the environment. Protecting Stormwater quality keeps our waterways healthy and preserves wildlife habitat. The National Pollutant Discharge Elimination System (NPDES) is a federal program that regulates Stormwater discharge into waterways. To comply with the federal requirements, the City of Iowa City received a permit to discharge Stormwater and develop programs to reduce the discharge of pollutants carried by Stormwater into our local waterways. The local Stormwater Program is administered by the Engineering Division of the Public Works Department. Revenue to support its mission is derived from monthly Stormwater utility fees collected from local residents and businesses. HIGHLIGHTS Recent Accomplishments:  Hosted 22 events, where volunteers logged 1,836 hours of service to clean up the City’s watersheds, waterways, wetlands, prairies, and other natural spaces in calendar year 2019  The Stormwater Quality Best Management Practices Program participated in a total of 25 projects aimed at improving Stormwater runoff water quality throughout the community, providing approximately $31,000 toward total combined project costs in fiscal year 2020  Initiated 15 creek repair projects totaling approximately $110,350 to repair damaged areas along Willow Creek and Ralston Creek in fiscal year 2020  Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City  Completed Court Hill Stormwater Facility (Cayman Street) cleanup  Completed a study of areas within the Riverfront Crossings District to identify Stormwater 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:  Extended periods of saturated soils coupled with more frequent and more intense rainstorms have contributed to increased streambank erosion and failure across the City in recent years. The City’s Creek Maintenance Program remains a valuable tool in helping address these issues  Design and construction of the North Westminster Storm Sewer Upgrades Project  On-going maintenance and repair of aging Stormwater infrastructure 468  On-going maintenance of Stormwater detention basins  On-going creek maintenance projects  Improving the quality of Stormwater runoff related to the City’s MS4 permit  Inspections and enforcement resulting from complaints received related to Stormwater issues  Implementation of SUDAS design standards for Stormwater infrastructure Staffing: FY2020 FY2021 FY2022 Total FTE’s 2.50 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget Service Level Change Summary: There are no service level changes in the fiscal year 2022 budget Financial Highlights: Services expenditures decreased by 9.4% due to a decrease in consultant fees and nursery services fees budgeted for fiscal year 2022. 469 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Stormwater Quality BMP – Grant Applications FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number Funded 36 28 25 25 25 Amount $51,312 $40,185 $30,813 $30,000 $30,000 Creek Maintenance – Grant Applications FY 2018 FY 2019 FY 2020 FY 2021 Projected FY 2022 Estimate Number Funded 5 7 15 10 10 Amount $19,650 $32,020 $110,350 $60,000 $60,000 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Stormwater Volunteer Program CY 2017*** CY2018**** CY 2019 CY 2020 Projected CY 2021 Estimate Events 40 27 22 0 2 Volunteers 814 788 468 0 30 Volunteer Hours 2,615 1,898 1,836 0 120 Value $59,439 $44,432 $42,980 $0 $3,000 ****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 $22.95/hour GOALS, OBJECTIVES, and PERFORMANCE MEASURES Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Demonstrate Leadership in Climate Action Continue the investment and reinvestment in Best Management Practices. Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Demonstrate Leadership in Climate Action Provide plan review and inspection of Best Management Practices for stormwater quality improvements. 470 Activity: Stormwater Operations (770110)Fund: Stormwater (7700) Division: Engineering Services Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 16,283$ 22,305$ 15,114$ 10,000$ 10,000$ 10,000$ Intergovernmental Disaster Assistance 5,276 - - - - - Charges For Fees And Services Building & Devlpmt 8,299 - - - - - Stormwater Charges 1,551,384 1,568,019 1,730,056 1,700,000 1,730,060 1,747,361 Miscellaneous Intra-City Charges 7,577 4,703 4,602 4,700 4,600 4,600 Other Misc Revenue 492 - 92 - - - Total Revenues 1,589,311$ 1,595,027$ 1,749,864$ 1,714,700$ 1,744,660$ 1,761,961$ Expenditures: Personnel 193,954$ 204,029$ 200,472$ 282,144$ 290,114$ 298,817$ Services 300,532 244,721 401,778 391,439 354,622 361,714 Supplies 3,469 2,528 662 5,578 4,252 4,337 Capital Outlay - - 1,000 - - - Total Expenditures 497,954$ 451,277$ 603,911$ 679,161$ 648,988$ 664,869$ Personnel Services - FTE 2018 2019 2020 2021 2022 Public Info/Ed Coord - Public Works 0.50 0.50 0.50 - - Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Stormwater Technician - - 1.00 1.00 1.00 Total Personnel 1.50 1.50 2.50 2.00 2.00 Activity: Stormwater Capital Reserves (770800)Fund: Stormwater (7704) Division: Engineering Department: Public Works 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Transfers In: Stormwater Operations -$ -$ 1,100,000$ 1,000,000$ 1,500,000$ 1,000,000$ Total Revenues & Transfers In -$ -$ 1,100,000$ 1,000,000$ 1,500,000$ 1,000,000$ Transfers Out Capital Projects Fund -$ -$ 990,000$ 721,000$ 1,490,000$ 690,000$ Total Transfers Out -$ -$ 990,000$ 721,000$ 1,490,000$ 690,000$ Activity Summary Activity Summary 471 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, 2020 was $7,828,046, an increase of $488,956 or 6.66% from the fiscal year 2019 year-end fund balance. The increase in fiscal year 2020 was primarily due to an increase in Housing Voucher Program grant revenue and administration fees. At the end of fiscal year 2020, $3,342,188 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)FY21 – FY23 are estimates Fiscal year 2021 revised year-end fund balance decreased by 23.72% or $1,856,639 under the fiscal year 2020 ending balance. The fiscal year 2021 decrease is due to the purchase of low- income housing units in the Chauncey Building and the Augusta Place. Fiscal year 2022 budgeted fund balance is expected to increase from fiscal year 2021 by $214,443 or 3.59%. This projected increase is also due to a surplus generated in the Housing Voucher Program. Revenues: HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive $10,221,509 in federal funding through HUD in fiscal year 2022. This is a 2.87% percent decrease from the fiscal year 2021 revised budget due to the City receiving $559,936 in CARES Act Housing Voucher Program grants in fiscal year 2021. 472 Expenditures: Fiscal year 2022 estimated expenditures are budgeted to decrease from the fiscal year 2021 revised expenditures by $2,392,213 or 18.71% which primarily represents a decrease in Capital Outlay expenditures due to the purchase of the Chauncey Building and Augusta Place units. 78.5% of the Housing Fund expenditure budget is to provide rental vouchers to citizens. $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Revenue Trends Intergovernmental Use of Money & Property Miscellaneous Other Financial Sources $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 2018 Actual 2019 Actual 2020 Actual 2021 Revised 2022 Budget 2023 Projected Expenditure Trends Personnel Services Supplies Capital Outlay 473 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 6,756,668$ 7,017,559$ 7,339,090$ 7,828,046$ 5,971,407$ 6,185,850$ Revenues: Use Of Money And Property Interest Revenues 78,971$ 134,299$ 101,062$ 35,000$ 35,000$ 35,000$ Rents 322,998 295,244 280,156 295,240 280,160 280,160 Royalties & Commissions 54,164 46,280 47,922 46,280 47,925 47,925 Intergovernmental Fed Intergovnt Rev 9,109,749 9,442,728 9,874,826 10,523,797 10,221,509 10,221,509 Miscellaneous Other Misc Revenue 39,321 81,888 60,619 63,980 58,788 58,788 Other Financial Sources Loan Repayments 13,496 13,216 12,797 13,216 13,000 13,000 Insurance Recoveries - 279,874 2,258 - - - Sale Of Assets 1,811 - 28 - - - Sub-Total Revenues 9,620,510 10,293,528 10,379,669 10,977,513 10,656,382 10,656,382 Misc Transfers In 29,287 106,470 63,563 - - Sub-Total Transfers In 29,287 106,470 63,563 - - - Total Revenues & Transfers In 9,649,797$ 10,399,998$ 10,443,232$ 10,977,513$ 10,656,382$ 10,656,382$ Expenditures: Voucher Program 8,655,039$ 9,238,969$ 9,252,541$ 10,035,572$ 9,903,254$ 10,110,214$ Public Housing Program 687,089 791,548 652,252 2,747,860 486,849 498,635 Sub-Total Expenditures 9,342,128 10,030,517 9,904,793 12,783,432 10,390,103 10,608,849 Transfers Out: Operating Subsidy - PILOT Gen Fund 19,582 20,072 20,714 21,232 21,699 22,350 Misc Transfers Out - Director Reimb 27,197 27,877 28,769 29,488 30,137 31,041 Sub-Total Transfers Out 46,779 47,949 49,483 50,720 51,836 53,391 Total Expenditures & Transfers Out 9,388,907$ 10,078,466$ 9,954,276$ 12,834,152$ 10,441,939$ 10,662,240$ Fund Balance, June 30 7,017,559$ 7,339,090$ 7,828,046$ 5,971,407$ 6,185,850$ 6,179,993$ Restricted / Committed /Assigned 3,150,222 3,268,537 3,342,188 1,316,474 1,341,814 1,367,154 Unassigned Balance 3,867,337$ 4,070,553$ 4,485,858$ 4,654,933$ 4,844,036$ 4,812,838$ % of Revenues & Transfers In 40%39%43%42%45%45% City of Iowa City Housing Authority (7900 - 7922) Fund Summary 474 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 and units at Augusta Place; a description of these activities 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 1,191 HCVP vouchers, 83 VASH vouchers, 78 Mainstream Vouchers for Permanent Supportive Housing, 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 Recent Accomplishments: • The Housing Choice Voucher Program is projected to pay approximately $8.1+ million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in calendar year 2020 475 •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 2020 •Since 1998, 190 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCVP Homeownership, FSS Program, Down Payment Assistance, and UniverCity) •On November 14, 2019, in the Iowa City Housing Authority was awarded 60 Mainstream Vouchers by the federal Department of Housing and Urban Development (HUD). This award allowed the Housing Authority to expand its partnership with Shelter House and agencies participating in the Continuum of Care/Coordinated Entry service delivery system by providing tenant-based rental assistance to support permanent supportive housing options for homeless individuals/households with a disabling condition •On May 18, 2020, HUD notified the Housing Authority that they were eligible for an increase in Mainstream Vouchers and funding as authorized by the Coronavirus Aid, Relief, and Economic Security Act (CARES Act). This notice provides an additional 18 Mainstream Vouchers to support permanent supportive housing options for homeless individuals/households with a disabling condition Upcoming Challenges: •Continue to maximize our Federal resources while operating these various housing programs during COVI9-19. City Hall is closed to the public, so voucher holders and public housing tenants must conduct all transactions with staff by phone, email or mail Staffing: FY2020 FY2021 FY2022 Total FTE’s 9.50 10.62 10.62 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2022 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2022 budget. Financial Highlights: Capital Outlay for the Housing Authority Public Housing decreased significantly in fiscal year 2022 due to the inclusion of funding for the purchase of units in Augusta Place and the Chauncey Building in fiscal year 2021. 476 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate Total Participants 244 247 (Revised 2020)240 244 244 % of Participants with Escrow Accounts 88% 92% 92% 92% 92% % of Participants with Increased Income versus Prior Year 63% 65% 64% 64% 64% FSS Graduates 36 45 39 40 40 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2018 FY 2019 FY 2019 FY 2020 Projected FY 2021 Estimate Actual Occupancy Rate for Fiscal Year (Goal – 95%)94% 90% 91% 95% 98% CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 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 1.5 days 1.5 days 1.5 days 1.5 days Foster Healthy Neighborhoods and Affordable Housing 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 and Affordable Housing Throughout the City, Advance Social Justice, Racial Equity, and Human Rights 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. 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. 477 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 Projected CY 2021 Estimate HCVP Homeownership Vouchers $71,456 $63,264 $66,679 $72,572 $72,572 HCVP Non-Elderly Disabled Vouchers $307,722 $326,908 $329,382 $323,144 $323,144 HCVP Portable Vouchers $236,581 $321,535 $296,829 $152,916 $152,916 VASH Vouchers $306,378 $344,403 $330,016 $354,410 $354,410 All Other HCVP Vouchers $6,142,064 $6,113,805 $6,678,413 $6,680,042 $6,680,042 Total HAP Payments (includes FSS Escrow Deposits $7,632,080 $7,846,567 $8,358,264 $8,214,302 $8,214,302 Total Voucher Utilization (# of vouchers leased on the first day of the month) 101% 98% 101% 100% 100% Total Voucher Utilization (# of vouchers leased on the last day of the month) 101% 100% 101% 100% 100% Provide homeownership opportunities through the HCV homeownership program. Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Foster Healthy Neighborhoods and Affordable Housing Throughout the City, Promote an Inclusive and Resilient Economy Throughout the City Affordable Rental Housing: Increase affordable housing choices for low- income families, the elderly, and persons with disabilities in private market rental units. 478 Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910) Division: Neighborhood Services Department: Neighborhood & Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues (611)$ (9,112)$ (7,492)$ -$ -$ -$ Royalties & Commiss 53,870 46,006 47,675 46,010 47,675 47,675 Intergovernmental Fed Intergovnt Rev 8,733,809 9,172,148 9,565,292 10,156,231 10,032,496 10,032,496 Miscellaneous Other Misc Revenue 35,955 22,189 50,691 24,629 52,337 52,337 Sale Of Assets - - 24 - - - Transfers In: Misc Transfers In 29,287 106,470 63,563 - - - Total Revenues & Transfers In 8,852,310$ 9,337,701$ 9,719,754$ 10,226,870$ 10,132,508$ 10,132,508$ Expenditures: Personnel 753,768$ 762,625$ 784,308$ 1,070,235$ 903,205$ 930,301$ Services 7,886,130 8,469,067 8,458,110 8,959,196 8,993,193 9,173,057 Supplies 15,140 7,277 10,124 6,141 6,856 6,856 Total Expenditures 8,655,039$ 9,238,969$ 9,252,541$ 10,035,572$ 9,903,254$ 10,110,214$ Personnel Services - FTE 2018 2019 2020 2021 2022 Building Inspector 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 4.33 4.33 Housing Receptionist - - - 0.78 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 7.83 7.83 8.85 8.85 Activity Summary 479 Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*) Division: Neighborhood Services Department: Neighborhood & Development Services 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues 79,582$ 143,412$ 108,554 35,000$ 35,000$ 35,000$ Rents 322,998 295,244 280,156 295,240 280,160 280,160 Royalties & Commissions 295 273 247 270 250 250 Intergovernmental Fed Intergovnt Rev 375,940 270,580 309,534 367,566 189,013 189,013 Miscellaneous Other Misc Revenue 3,366 59,698 9,928 39,351 6,451 6,451 Other Financial Sources Loans 13,496 13,216 12,797 13,216 13,000 13,000 Insurance Recoveries - 279,874 2,258 - - - Sale Of Assets 1,811 - 4 - - - Total Revenues 797,488$ 1,062,297$ 723,479$ 750,643$ 523,874$ 523,874$ Expenditures: Personnel 177,918$ 164,836$ 160,090$ 220,167$ 204,863$ 211,009$ Services 415,826 369,339 464,559 435,886 280,052 285,653 Supplies 33,448 2,126 2,921 1,807 1,934 1,973 Capital Outlay 59,898 255,248 24,681 2,090,000 - - Total Expenditures 687,089$ 791,548$ 652,252$ 2,747,860$ 486,849$ 498,635$ Personnel Services - FTE 2018 2019 2020 2021 2022 Building Inspector 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 0.29 0.29 Housing Receptionist - - - 0.22 0.22 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.72 1.67 1.67 1.77 1.77 Capital Outlay 2021 2022 Purchase Units - Chauncey Building 1,010,000 -$ Purchase Units - Augusta Place 1,080,000 - Total Capital Outlay 2,090,000$ -$ Activity Summary 480 Project Summary by Name Summary by Funding Source CAPITAL PROJECTS FUND Fund Summary Summary by Division Annual Recurring Projects Unfunded Projects F Y 2 0 2 2 481 482 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 2021-2025. Additional information for the City’s five-year CIP program including maps and photos is available on the City’s web page: https://www.icgov.org/budget under the Capital Improvement Program heading. Capital improvement projects involve the construction, purchase, or renovation of city facilities or property. Most of the projects are specific, non-recurring major improvements to the City's physical plant, are permanent in nature, and are greater than $25,000 and have a useful life of three years or more. The City also budgets annually recurring project funds for non-specified improvements of a specific nature; these funds are to be spent on improvements that meet the same definition above. Funding sources for capital improvement projects may be from operating funds, bond proceeds, grants, donations, and a variety of other funding sources. The three largest sources of funds are operating transfers in, bonded debt, and state and federal grants. For the CIP for years 2021-2025, the total funding sources are $183,158,930, and the total expenditures are $184,333,930. The difference between the total expenditures and the total funding sources over the five-year period is a result of prior plan funding sources that are being utilized to cover current plan expenditures such as engineering and design. The 2022 CIP expenditures of $24,803,470 will be certified as part of the fiscal year 2022 operating budget. Total Capital Projects Fund fiscal year 2022 budgeted expenditures are $24,803,470. The 2022 CIP funding sources of $24,698,470 will also be certified as part of the fiscal year 2022 operating budget. Budgeted fiscal year 2022 Capital Projects Fund revenues and transfers in also include a transfer in from the TIF funds to reimburse for prior year expenditures of $18,191. Total Capital Projects Fund fiscal year 2022 budgeted revenues and transfer in are $24,716,661. The changes to the 2021 CIP are amended into the fiscal year 2021 operating budget. The fiscal year 2021 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 2021 are 483 $72,710,934; the revised budget includes the 2021 CIP expenditures of $30,224,050, prior year project carry forwards of $42,460,484, and internal loan interest payments of $26,400. The revised fiscal year 2021 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 2021 are $39,328,303; the revised budget includes the 2021 CIP funding sources of $29,784,050, State sales tax grant funding of $1,213,954, a transfer in from the TIF funds to reimburse for prior year expenditures of $2,165, and prior year project carry forwards of $8,328,134. 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. 2021 is the final year that the City will receive state sales tax grant revenues and the final year of the internal loan. The Capital Projects Fund’s 2021 budgeted expenditures include $26,400 for interest expense to be paid to the Wastewater Treatment Fund, and $1,375,000 in principal repayments, shown as transfers out. State sales tax grant revenues are budgeted at $1,213,954 in 2021. 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 2022 is $3,218,042. 484 2018 2019 2020 2021 2022 2023 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 56,728,216$ 51,478,202$ 37,683,022$ 38,062,482$ 3,304,851$ 3,218,042$ Revenues: Use Of Money And Property Interest Revenues 547,585$ 745,132$ 499,001$ -$ -$ -$ Intergovernmental Fed Intergovnt Rev 57,993 347,216 1,044,497 7,397,347 292,500 16,000,000 Disaster Assistance 71,512 - - - - - Other State Grants 1,802,896 2,723,823 4,961,896 6,200,300 1,000,000 - State 28E Agreements 92,330 161,848 90,661 430,000 - - Local 28E Agreements 25,000 25,000 25,000 1,600,000 - - Charges of Fees & Services Development Fees - 63,645 93,462 - - - Miscellaneous Contrib & Donations 94,542 10,000 25,000 195,000 - - Printed Materials 1,245 4,360 885 - - - Other Misc Revenue 51,515 27,002 121,490 - - - Other Financial Sources Debt Sales 12,157,105 12,565,848 13,012,385 11,161,140 12,150,000 22,270,500 Sub-Total Revenues 14,901,722 16,673,874 19,874,276 26,983,787 13,442,500 38,270,500 Transfers In: Funds 14,286,521 6,987,195 4,751,737 4,140,635 4,178,661 4,038,970 Transfers-In from Enterprise Funds 10,030,558 9,138,147 8,020,378 8,068,845 6,345,500 14,022,500 Transfers-In from G.O. Bonds (21,242) - - - - - Misc Transfers-In 1,380 107,684 3,335 35,036 - - Internal Service (Non-Budgetary): Equipment Fund - - - 100,000 750,000 - Sub-Total Transfers In 24,297,217 16,233,026 12,775,451 12,344,516 11,274,161 18,061,470 Total Revenues & Transfers In 39,198,939$ 32,906,900$ 32,649,727$ 39,328,303$ 24,716,661$ 56,331,970$ Expenditures: Governmental: General Government 554,521$ 440,206$ 1,060,808$ 3,960,453$ 400,000$ 260,000$ Culture & Recreation 4,702,095 8,245,547 5,556,924 6,870,895 2,705,000 3,265,000 Community and Economic Dvlpmnt 5,481,026 8,407,063 237,979 404,524 - - Public Safety 59,910 5,026 768,914 1,872,077 125,000 108,500 Public Works 22,953,497 22,655,067 16,948,609 40,647,166 14,935,470 11,960,470 Enterprise: Parking Operations 544,815 288,825 70,266 1,584,073 890,000 770,000 Public Transportation 6,063 178,752 36,345 717,426 - 20,050,000 Wastewater Treatment 5,613,040 2,203,521 3,025,409 6,858,625 2,358,000 12,825,500 Water Operations 1,460,865 922,313 1,137,779 2,276,963 890,000 967,500 Refuse Operations - - - 550,000 - - Landfill 1,778,140 1,698,022 - 3,487,000 685,000 4,790,000 Storm Water 81,536 226,608 594,327 2,084,944 1,490,000 690,000 Airport 211,578 156,128 1,082,908 1,396,788 325,000 - Sub-Total Expenditures 43,447,087 45,427,080 30,520,267 72,710,934 24,803,470 55,686,970 Transfers Out: Capital Project Fund (20,986) - - - - - Misc Transfers Out 1,022,852 1,275,000 1,750,000 1,375,000 - - Sub-Total Transfers Out 1,001,866 1,275,000 1,750,000 1,375,000 - - Total Expenditures & Transfers Out 44,448,953$ 46,702,080$ 32,270,267$ 74,085,934$ 24,803,470$ 55,686,970$ Fund Balance, June 30 51,478,202$ 37,683,022$ 38,062,482$ 3,304,851$ 3,218,042$ 3,863,042$ Capital Projects Fund Fund Summary 485 Capital Improvement Plan 2021-2025 City of Iowa City, Iowa DIVISION SUMMARY thru2021 2025 TotalCategory20212022202320242025 774,150 325,000 1,700,000 150,000 2,949,150 50,000 50,000 250,000 250,000 750,000 750,000 1,995,000 1,360,000 1,200,000 4,555,000 2,087,000 685,000 4,790,000 840,000 8,402,000 150,000 325,000 25,000 500,000 750,000 890,000 770,000 705,000 737,500 3,852,500 50,000 700,000 260,000 100,000 250,000 1,360,000 1,900,000 1,265,000 2,490,000 2,045,000 6,525,000 14,225,000 125,000 108,500 233,500 410,000 410,000 110,000 690,000 650,000 650,000 5,950,000 8,050,000 550,000 550,000 700,000 300,000 125,000 450,000 350,000 1,925,000 721,000 1,490,000 690,000 990,000 240,000 4,131,000 15,695,470 14,185,470 11,960,470 26,697,470 14,135,470 82,674,350 350,000 20,050,000 50,000 20,450,000 2,557,430 2,358,000 12,825,500 3,050,000 2,950,000 23,740,930 Airport Cemetery Development Services Equipment Fire Landfill Library Parking Operations Parks Administration Parks Maintenance Police Public Works Administration Recreation Refuse Operations Senior Center Stormwater Street Operations Transit Operations Wastewater Treatment Water Operations 1,274,000 890,000 967,500 944,000 1,200,000 5,275,500 30,224,050 24,803,470 55,686,970 39,856,470 33,762,970 184,333,930TOTAL 486 Airport, $2,949,150 Fire, $4,555,000 Development Services, $250,000 Equipment, $750,000 Cemetery, $50,000 Landfill, $8,402,000 Library, $500,000 Parks Administration, $1,360,000 Parks Maintenance, $14,225,000 Parking Operations, $3,852,500 Transit Operations, $20,450,000 Police, $233,500 Public Works Administration, $410,000 Recreation, $8,050,000 Refuse Operations, $550,000 Senior Center, $1,925,000 Stormwater, $4,131,000 Street Operations, $82,674,350 Wastewater Treatment, $23,740,930 Water Operations, $5,275,500 Capital Improvement Program by Division 2021-2025 $184,333,930 487 Capital Improvement Plan 2021-2025 City of Iowa City, Iowa PROJECTS BY DIVISION 2021 2025thru Total20212022202320242025CategoryProject #Priority Airport A3442 181,900181,900Runway 12-30 Obstruction Mitigation & Part 77 1 A3447 60,00060,000Airport Parking Lot Expansion 3 A3465 150,000150,000Runway 7 Environmental Assessment 1 A3470 460,000460,000Runway 25 Threshold Relocation 1 A3471 397,25072,250 325,000Runway 12/30 Threshold Displacement/Relocation 1 A3473 1,250,0001,250,000Airport Apron Expansion 2 A3474 250,000250,000Runway 7/25 Pavement Repairs 2 A3475 200,000200,000Runway 12/30 Pavement Repairs 2 2,949,150774,150 325,000 1,700,000 150,000Airport Total Cemetery R4145 50,00050,000Cemetery Road Asphalt Overlay 2 50,00050,000Cemetery Total Development Services G4720 250,000250,000Permitting Software Upgrade 1 250,000250,000Development Services Total Equipment P3987 750,000750,000Non-Public Safety Radio System Upgrade 1 750,000750,000Equipment Total Fire Z4406 4,460,0001,900,000 1,360,000 1,200,000Fire Apparatus Replacement Program 1 Z4409 95,00095,000Fire Station #1 Apparatus Bay Slab Reconstruction 2 4,555,0001,995,000 1,360,000 1,200,000Fire Total Landfill L3328 1,250,000150,000 100,000 1,000,000Landfill Equipment Building Replacement 2 L3333 330,00030,000 300,000Compost Pad Improvements 2 L3334 620,000620,000South Side Recycling Site 3 L3335 600,00060,000 540,000Landfill Dual Extraction System Expansion 3 L3338 4,060,000100,000 260,000 3,700,000Future Landfill Cell 1 L3340 175,000175,000Bulk Water Fill Station 2 L3341 425,000425,000Bulldozer upgrade 1 L3342 150,000150,000Leachate Lagoon updates 2 L3343 792,000792,000Landfill Gas Infrastructure Expansion 1 8,402,0002,087,000 685,000 4,790,000 840,000Landfill Total 488 Total20212022202320242025CategoryProject #Priority Library B4343 325,000325,000First Floor Carpet and Furnishings Replacement 2 B4346 150,000150,000Automated Material Handler/Sorter 3 B4347 25,00025,000Facility Space Needs & Environmental Impact Study 3 500,000150,000 325,000 25,000Library Total Parking Operations T3004 1,950,000150,000 300,000 500,000 500,000 500,000Parking Facility Restoration Repair 2 T3020 200,000200,000Replacement of Electronics in Smart Parking Meters 1 T3021 100,000100,000Video Cameras for Parking Facilities 3 T3022 90,00090,000Parking Enforcement Vehicles 3 T3023 800,000400,000 400,000Parking Ramp Automated Parking Equipment 2 T3025 475,000270,000 205,000Replacement of LED fixtures in Parking Facilities 2 T3026 237,500237,500Tower Place Drainage Modifications 1 3,852,500750,000 890,000 770,000 705,000 737,500Parking Operations Total Parks Administration R4129 810,00050,000 400,000 260,000 50,000 50,000City Hall - Other Projects 1 R4332 300,000300,000Upgrade Building BAS Controls 3 R4388 250,00050,000 200,000ADA Elevator Improvements 1 1,360,00050,000 700,000 260,000 100,000 250,000Parks Administration Total Parks Maintenance R4130 410,00050,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1 R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 2 R4206 100,00025,000 25,000 25,000 25,000Intra-city Bike Trails 2 R4227 3,900,000400,000 3,500,000Hwy 6 Trail - Broadway to Fairmeadows 5 R4346 700,000350,000 350,000Palisades or Stone Bridge Park Development 2 R4350 350,00060,000 290,000Chadek Green Park Playground and Shelter 2 R4357 250,000100,000 150,000Whispering Meadows Park Eco Restore & Park Imprv 2 R4358 600,000600,000Lower 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 700,000100,000 600,000Upper City Park Master Plan and Improvements 2 R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2 R4366 275,000275,000Glendale Park Shelter & Playground Replacement 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 175,000175,000City Park Ball Field Improvements 3 R4374 1,000,000800,000 200,000Mercer Park Ball Diamond Improvements 3 R4375 250,000250,000Hunter's Run Park Playground & Shelter 2 R4376 510,000510,000Hwy 6 Trail - Fairmeadows to Heinz 2 R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4 R4381 250,000250,000Event Facility Improvements 2 R4382 180,000180,000Off Road Bike Trail Development 5 R4383 400,000400,000Pedestrian Mall Playground 1 R4384 135,000135,000Benton Hills Playground Replacement 2 R4385 400,000400,000College Green Park Playground 2 R4386 200,000200,000Park Facility Parking Lot Overlay 2 R4387 575,000575,000Willow Creek Trail Replacement 2 14,225,0001,900,000 1,265,000 2,490,000 2,045,000 6,525,000Parks Maintenance Total 489 Total20212022202320242025CategoryProject #Priority Police Y4446 125,000125,000Digital Photo Evidence Management 3 Y4447 108,500108,500Animal Shelter Standy Generator 2 233,500125,000 108,500Police Total Public Works Administration P3985 410,000410,000Sand/Salt Storage Bunkers 3 410,000410,000Public Works Administration Total Recreation R4229 6,000,000100,000 5,900,000City Park Pool Replacement 3 R4230 100,000100,000Splash Pad Improvements 2 R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4351 1,000,000500,000 500,000Recreation Center Improvements 1 R4370 700,00060,000 640,000Robert A. Lee Recreation Center Pool Filter & HVAC 2 8,050,000110,000 690,000 650,000 650,000 5,950,000Recreation Total Refuse Operations L3337 550,000550,000Fully Automated Curbside Collections Truck 1 550,000550,000Refuse Operations Total Senior Center K1001 1,925,000700,000 300,000 125,000 450,000 350,000Annual Senior Center Facility Improvements 4 1,925,000700,000 300,000 125,000 450,000 350,000Senior Center Total Stormwater M3631 1,200,000240,000 240,000 240,000 240,000 240,0002 M3633 1,400,000150,000 1,250,0002 M3634 350,000350,0002 M3635 850,000100,000 750,0002 M3636 331,000331,000 Annual Stormwater Improvements North Westminster Storm Sewer Upgrades Rundell Street Pump Station Vault Modifications River Street Storm Sewer Improvements Petsel Place Storm Sewer Improvements 1 4,131,000721,000 1,490,000 690,000 990,000 240,000Storm Water Total Street Operations S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3 S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3 S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1 S3824 11,536,9403,107,388 2,107,388 2,107,388 2,107,388 2,107,388Annual Pavement Rehabilitation 1 S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 2 S3827 900,000300,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3 S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 S3936 5,060,0005,060,000Melrose Avenue Improvements 2 S3939 3,000,000300,000 2,700,000Dubuque Street Reconstruction 1 S3940 100,000100,000Kirkwood Avenue to Capitol Street Connection 2 S3946 6,325,000125,000 6,200,000Court Street Reconstruction 2 S3947 3,475,0003,475,000Benton Street Rehabilitation Project 2 S3950 5,750,0005,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2 S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2 S3952 17,000,0001,250,000 15,750,000Dodge Street Reconstruct - Governor to Burlington 2 S3954 1,025,0001,025,000Orchard Street Reconstruction 2 S3955 1,437,000200,000 1,237,000N. Gilbert Street Reconstruction 2 490 Total20212022202320242025CategoryProject #Priority S3956 1,825,0001,825,000Gilbert Street Bridge Replacement 1 S3958 6,700,000700,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2 S3959 11,000,0001,000,000 10,000,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2 S3960 100,000100,000Oakdale Blvd Extension - Alignment Study 2 S3961 75,00075,000Foster Road Elevation 1 S3962 55,00055,000Highland Court Sidewalk Infill Project 3 S3963 2,050,000300,000 750,000 1,000,000Burlington Street Bridge Replacement 1 S3964 120,000120,000Scott Blvd. Sidewalk Infill 3 S3965 1,400,000100,000 1,300,000Fairchild Street Reconstruction 2 82,674,35015,695,470 14,185,470 11,960,470 26,697,470 14,135,470Street Operations Total Transit Operations T3055 20,200,000200,000 20,000,000Transit Maintenance Facility Relocation 2 T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2 T3067 100,000100,000Transit Interchange and Bus Stop Improvements 2 20,450,000350,000 20,050,000 50,000Transit Operations Total Wastewater Treatment V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2 V3147 187,430187,430Nevada 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 1,025,00025,000 1,000,000Hawkeye Lift Station Rehabilitation 2 V3155 2,425,000250,000 2,175,000Rohret South Sewer 2 V3157 238,000238,000Wastewater Plant Mixer Improvements 2 V3158 170,000170,000Biosolids Conveyor Improvements 2 V3162 580,000580,000Benton Street Trunk Sewer Improvements 1 V3163 300,000300,000Aeration Basin Electric & Instrument Improvements 3 V3164 500,000500,000Return Activated Sludge Pump Replacement 2 V3165 500,000500,000Replacement of Influent Pump Station Pumps 2 V3166 250,000250,000Sewer Distribution Asset Inventory 2 V3167 200,000200,000Replace Grit Classifiers 2 V3168 1,050,000150,000 900,000Replace Heat Exchanger 2 V3169 800,000800,000Napoleon Lift Station Improvements 1 V3170 1,200,000300,000 300,000 300,000 300,000WWTP Roof Replacements 1 V3171 250,000250,000Replace Sludge Recirculation Pumps 2 V3172 150,000150,000Highlander Lift Station Improvements 2 V3173 175,000175,000Jet Truck Replacement 1 V3174 1,000,0001,000,000Aeration Eqiuipment Improvements 3 23,740,9302,557,430 2,358,000 12,825,500 3,050,000 2,950,000Wastewater Treatment Total Water Operations W3222 725,000725,000Dill St. Water Main Replacement 1 W3300 650,00050,000 600,000Bradford Drive Water Main Replacement 3 W3305 150,000150,000Jordan Well Rehabilitation 1 W3313 564,00064,000 500,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2 W3314 650,00050,000 600,000High Service Pump VFD Replacement 2 W3315 175,000175,000Peninsula Well Field Power Redundancy 3 W3316 115,000115,000Chlorine Feeder System Upgrade 2 W3317 45,00045,000Water 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 661,50067,500 594,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1 W3321 150,000150,000Treatment Technology Study 2 W3322 1,000,000100,000 900,000Collector Well #2 Cleaning and Upgrade 1 491 Total20212022202320242025CategoryProject #Priority W3323 250,000250,000Water Distribution Asset Inventory 2 5,275,5001,274,000 890,000 967,500 944,000 1,200,000Water Operations Total GRAND TOTAL 184,333,93030,224,050 24,803,470 55,686,970 39,856,470 33,762,970 492 Capital Improvement Plan 2021-2025 City of Iowa City, Iowa FUNDING SOURCE SUMMARY 2021 thru 2025 TotalSource20212022202320242025 300,91583,415 32,500 170,000 15,000 500,000100,000 100,000 100,000 100,000 100,000 850,000100,000 750,000 28,596,0952,888,595 1,292,500 16,000,000 5,280,000 3,135,000 4,751,500835,000 950,000 978,500 993,000 995,000 51,406,1409,269,140 10,750,000 9,820,000 11,727,000 9,840,000 14,602,0001,892,000 1,400,000 2,035,000 1,175,000 8,100,000 3,680,0001,325,000 425,000 1,090,000 840,000 4,852,000892,000 260,000 3,700,000 1,600,0001,600,000 14,126,0001,576,000 9,850,000 2,700,000 3,852,500750,000 890,000 770,000 705,000 737,500 550,000550,000 10,415,50010,415,500 13,535,0002,797,000 2,797,000 2,647,000 2,647,000 2,647,000 4,131,000721,000 1,490,000 690,000 990,000 240,000 4,350,000250,000 4,050,000 50,000 892,000380,000 272,000 240,000 1,567,350313,470 313,470 313,470 313,470 313,470 13,325,4302,187,430 2,358,000 2,755,000 3,075,000 2,950,000 AIRPORT FUND EMERGENCY LEVY EQUIPMENT FUND FEDERAL GRANTS GENERAL FUND GO BONDS-ESSENTIAL PURPOSE GO BONDS-GENERAL PURPOSE LANDFILL FUND LANDFILL REPLACEMENT RESERVE OTHER LOCAL GOVERNMENTS OTHER STATE GRANTS PARKING FUND REFUSE COLLECTION FUND REVENUE BONDS ROAD USE TAX FUND STORMWATER FUND TRANSIT FUND UNIVERSITY OF IOWA UTILITY FRANCHISE TAX WASTEWATER FUND WATER FUND 5,275,5001,274,000 890,000 967,500 944,000 1,200,000 29,784,050 24,698,470 56,331,970 39,081,470 33,262,970 183,158,930GRAND TOTAL 493 Utility Franchise Tax, $1,567,350 Federal Grants, $28,596,095 University of Iowa, $892,000 Other State Grants, $14,126,000 Other Local Governments, $1,600,000 General Fund, $4,751,500 Road Use Tax Fund, $13,535,000 Water Fund, $5,275,500 Wastewater Fund, $13,325,430 Parking Fund, $3,852,500 Transit Fund, $4,350,000 Airport Fund, $300,915 Landfill Fund, $8,532,000 Stormwater Fund, $4,131,000 Emergency Levy, $500,000 Refuse Collection Funds, $550,000 Equipment Fund, $850,000 GO Bonds, $66,008,140 Revenue Bonds, 10,415,500 Capital Improvement Program by Funding Source 2021-2025 $183,158,930 494 Capital Improvement Plan 2021-2025 City of Iowa City, Iowa PROJECTS BY FUNDING SOURCE 2021 2025thru TotalSourceProject #Priority 2021 2022 2023 2024 2025 AIRPORT FUND A3442 18,19018,190Runway 12-30 Obstruction Mitigation & Part 77 1 A3447 12,00012,000Airport Parking Lot Expansion 3 A3465 15,00015,000Runway 7 Environmental Assessment 1 A3470 46,00046,000Runway 25 Threshold Relocation 1 A3471 39,7257,225 32,500Runway 12/30 Threshold Displacement/Relocation 1 A3473 125,000125,000Airport Apron Expansion 2 A3474 25,00025,000Runway 7/25 Pavement Repairs 2 A3475 20,00020,000Runway 12/30 Pavement Repairs 2 300,91583,415 32,500 170,000 15,000AIRPORT FUND Total EMERGENCY LEVY R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4 500,000100,000 100,000 100,000 100,000 100,000EMERGENCY LEVY Total EQUIPMENT FUND P3987 750,000750,000Non-Public Safety Radio System Upgrade 1 T3055 100,000100,000Transit Maintenance Facility Relocation 2 850,000100,000 750,000EQUIPMENT FUND Total FEDERAL GRANTS A3442 163,710163,710Runway 12-30 Obstruction Mitigation & Part 77 1 A3465 135,000135,000Runway 7 Environmental Assessment 1 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 A3474 225,000225,000Runway 7/25 Pavement Repairs 2 A3475 180,000180,000Runway 12/30 Pavement Repairs 2 R4227 500,000500,000Hwy 6 Trail - Broadway to Fairmeadows 5 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 S3959 2,500,0002,500,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2 T3055 16,000,00016,000,000Transit Maintenance Facility Relocation 2 28,596,0952,888,595 1,292,500 16,000,000 5,280,000 3,135,000FEDERAL GRANTS Total GENERAL FUND B4346 150,000150,000Automated Material Handler/Sorter 3 495 TotalSourceProject #Priority 2021 2022 2023 2024 2025 B4347 25,00025,000Facility Space Needs & Environmental Impact Study 3 G4720 250,000250,000Permitting Software Upgrade 1 K1001 1,225,000300,000 125,000 450,000 350,000Annual Senior Center Facility Improvements 4 R4129 150,00050,000 50,000 50,000City Hall - Other Projects 1 R4130 410,00050,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1 R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 2 R4145 50,00050,000Cemetery Road Asphalt Overlay 2 R4206 100,00025,000 25,000 25,000 25,000Intra-city Bike Trails 2 R4230 100,000100,000Splash Pad Improvements 2 R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1 R4357 10,00010,000Whispering Meadows Park Eco Restore & Park Imprv 2 R4363 100,000100,000Upper City Park Master Plan and Improvements 2 R4373 175,000175,000City Park Ball Field Improvements 3 R4374 300,000100,000 200,000Mercer Park Ball Diamond Improvements 3 R4381 250,000250,000Event Facility Improvements 2 R4382 180,000180,000Off Road Bike Trail Development 5 R4388 250,00050,000 200,000ADA Elevator Improvements 1 S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2 S3960 100,000100,000Oakdale Blvd Extension - Alignment Study 2 S3961 75,00075,000Foster Road Elevation 1 Y4446 125,000125,000Digital Photo Evidence Management 3 Y4447 108,500108,500Animal Shelter Standy Generator 2 Z4406 48,00048,000Fire Apparatus Replacement Program 1 Z4409 95,00095,000Fire Station #1 Apparatus Bay Slab Reconstruction 2 4,751,500835,000 950,000 978,500 993,000 995,000GENERAL FUND Total GO BONDS-ESSENTIAL PURPOSE R4350 350,000350,000Chadek Green Park Playground and Shelter 2 R4357 150,000150,000Whispering Meadows Park Eco Restore & Park Imprv 2 R4358 600,000600,000Lower City Park Shelters & Restroom Replacement 2 R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2 R4363 600,000600,000Upper City Park Master Plan and Improvements 2 R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2 R4366 275,000275,000Glendale Park Shelter & Playground Replacement 2 R4368 400,000400,000Court Hill Park Shelter & Playground Replacement 2 R4371 150,000150,000Happy Hollow Playground Replacement 2 R4375 250,000250,000Hunter's Run Park Playground & Shelter 2 R4383 400,000400,000Pedestrian Mall Playground 1 R4384 135,000135,000Benton Hills Playground Replacement 2 R4385 400,000400,000College Green Park Playground 2 R4386 200,000200,000Park Facility Parking Lot Overlay 2 S3824 1,000,0001,000,000Annual Pavement Rehabilitation 1 S3936 1,780,0001,780,000Melrose Avenue Improvements 2 S3939 3,000,0003,000,000Dubuque Street Reconstruction 1 S3940 100,000100,000Kirkwood Avenue to Capitol Street Connection 2 S3946 6,200,0006,200,000Court Street Reconstruction 2 S3947 2,409,1402,409,140Benton Street Rehabilitation Project 2 S3950 5,750,0005,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2 S3952 2,400,0002,400,000Dodge Street Reconstruct - Governor to Burlington 2 S3954 1,210,0001,210,000Orchard Street Reconstruction 2 S3955 1,437,0001,437,000N. Gilbert Street Reconstruction 2 S3956 1,000,0001,000,000Gilbert Street Bridge Replacement 1 S3958 6,700,000700,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2 496 TotalSourceProject #Priority 2021 2022 2023 2024 2025 S3959 8,500,0001,000,000 7,500,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2 S3962 55,00055,000Highland Court Sidewalk Infill Project 3 S3963 300,000300,000Burlington Street Bridge Replacement 1 S3964 120,000120,000Scott Blvd. Sidewalk Infill 3 S3965 1,400,0001,400,000Fairchild Street Reconstruction 2 Z4406 3,520,0001,520,000 1,040,000 960,000Fire Apparatus Replacement Program 1 51,406,1409,269,140 10,750,000 9,820,000 11,727,000 9,840,000GO BONDS-ESSENTIAL PURPOSE Total GO BONDS-GENERAL PURPOSE B4343 325,000325,000First Floor Carpet and Furnishings Replacement 2 K1001 700,000700,000Annual Senior Center Facility Improvements 4 L3334 620,000620,000South Side Recycling Site 3 P3985 410,000410,000Sand/Salt Storage Bunkers 3 R4129 660,000400,000 260,000City Hall - Other Projects 1 R4227 700,000700,000Hwy 6 Trail - Broadway to Fairmeadows 5 R4229 6,000,0006,000,000City Park Pool Replacement 3 R4332 300,000300,000Upgrade Building BAS Controls 3 R4346 700,000350,000 350,000Palisades or Stone Bridge Park Development 2 R4351 1,000,000500,000 500,000Recreation Center Improvements 1 R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3 R4370 700,000700,000Robert A. Lee Recreation Center Pool Filter & HVAC 2 R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2 R4374 700,000700,000Mercer Park Ball Diamond Improvements 3 R4376 162,000162,000Hwy 6 Trail - Fairmeadows to Heinz 2 R4387 575,000575,000Willow Creek Trail Replacement 2 14,602,0001,892,000 1,400,000 2,035,000 1,175,000 8,100,000GO BONDS-GENERAL PURPOSE Total LANDFILL FUND L3328 1,250,000150,000 100,000 1,000,000Landfill Equipment Building Replacement 2 L3333 330,00030,000 300,000Compost Pad Improvements 2 L3335 600,00060,000 540,000Landfill Dual Extraction System Expansion 3 L3340 175,000175,000Bulk Water Fill Station 2 L3341 175,000175,000Bulldozer upgrade 1 L3342 150,000150,000Leachate Lagoon updates 2 S3936 1,000,0001,000,000Melrose Avenue Improvements 2 3,680,0001,325,000 425,000 1,090,000 840,000LANDFILL FUND Total LANDFILL REPLACEMENT RESE L3338 4,060,000100,000 260,000 3,700,000Future Landfill Cell 1 L3343 792,000792,000Landfill Gas Infrastructure Expansion 1 4,852,000892,000 260,000 3,700,000LANDFILL REPLACEMENT RESERVE Total OTHER LOCAL GOVERNMENTS S3936 1,600,0001,600,000Melrose Avenue Improvements 2 497 TotalSourceProject #Priority 2021 2022 2023 2024 2025 1,600,0001,600,000OTHER LOCAL GOVERNMENTS Total OTHER STATE GRANTS A3447 48,00048,000Airport Parking Lot Expansion 3 R4227 2,700,0002,700,000Hwy 6 Trail - Broadway to Fairmeadows 5 R4357 90,00090,000Whispering Meadows Park Eco Restore & Park Imprv 2 R4376 438,000438,000Hwy 6 Trail - Fairmeadows to Heinz 2 S3952 10,850,0001,000,000 9,850,000Dodge Street Reconstruct - Governor to Burlington 2 14,126,0001,576,000 9,850,000 2,700,000OTHER STATE GRANTS Total PARKING FUND T3004 1,950,000150,000 300,000 500,000 500,000 500,000Parking Facility Restoration Repair 2 T3020 200,000200,000Replacement of Electronics in Smart Parking Meters 1 T3021 100,000100,000Video Cameras for Parking Facilities 3 T3022 90,00090,000Parking Enforcement Vehicles 3 T3023 800,000400,000 400,000Parking Ramp Automated Parking Equipment 2 T3025 475,000270,000 205,000Replacement of LED fixtures in Parking Facilities 2 T3026 237,500237,500Tower Place Drainage Modifications 1 3,852,500750,000 890,000 770,000 705,000 737,500PARKING FUND Total 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 S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3 S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3 S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1 S3824 9,910,0001,982,000 1,982,000 1,982,000 1,982,000 1,982,000Annual Pavement Rehabilitation 1 S3827 900,000300,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3 S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1 13,535,0002,797,000 2,797,000 2,647,000 2,647,000 2,647,000ROAD USE TAX FUND Total STORMWATER FUND M3631 1,200,000240,000 240,000 240,000 240,000 240,0002 M3633 1,400,000150,000 1,250,0002 M3634 350,000350,0002 M3635 850,000100,000 750,0002 M3636 331,000331,000 Annual Stormwater Improvements North Westminster Storm Sewer Upgrades Rundell Street Pump Station Vault Modifications River Street Storm Sewer Improvements Petsel Place Storm Sewer Improvements 1 498 TotalSourceProject #Priority 2021 2022 2023 2024 2025 4,131,000721,000 1,490,000 690,000 990,000 240,000STORMWATER FUND Total TRANSIT FUND T3055 4,100,000100,000 4,000,000Transit Maintenance Facility Relocation 2 T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2 T3067 100,000100,000Transit Interchange and Bus Stop Improvements 2 4,350,000250,000 4,050,000 50,000TRANSIT FUND Total UNIVERSITY OF IOWA Z4406 892,000380,000 272,000 240,000Fire Apparatus Replacement Program 1 892,000380,000 272,000 240,000UNIVERSITY OF IOWA Total UTILITY FRANCHISE TAX S3824 626,940125,388 125,388 125,388 125,388 125,388Annual Pavement Rehabilitation 1 S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 2 1,567,350313,470 313,470 313,470 313,470 313,470UTILITY FRANCHISE TAX Total WASTEWATER FUND V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2 V3147 187,430187,430Nevada 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 V3157 238,000238,000Wastewater Plant Mixer Improvements 2 V3158 170,000170,000Biosolids Conveyor Improvements 2 V3162 580,000580,000Benton Street Trunk Sewer Improvements 1 V3163 300,000300,000Aeration Basin Electric & Instrument Improvements 3 V3164 500,000500,000Return Activated Sludge Pump Replacement 2 V3165 500,000500,000Replacement of Influent Pump Station Pumps 2 V3166 250,000250,000Sewer Distribution Asset Inventory 2 V3167 200,000200,000Replace Grit Classifiers 2 V3168 1,050,000150,000 900,000Replace Heat Exchanger 2 V3169 800,000800,000Napoleon Lift Station Improvements 1 V3170 1,200,000300,000 300,000 300,000 300,000WWTP Roof Replacements 1 V3171 250,000250,000Replace Sludge Recirculation Pumps 2 V3172 150,000150,000Highlander Lift Station Improvements 2 V3173 175,000175,000Jet Truck Replacement 1 V3174 1,000,0001,000,000Aeration Eqiuipment Improvements 3 13,325,4302,187,430 2,358,000 2,755,000 3,075,000 2,950,000WASTEWATER FUND Total WATER FUND W3222 725,000725,000Dill St. Water Main Replacement 1 W3300 650,00050,000 600,000Bradford Drive Water Main Replacement 3 W3305 150,000150,000Jordan Well Rehabilitation 1 W3313 564,00064,000 500,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2 W3314 650,00050,000 600,000High Service Pump VFD Replacement 2 W3315 175,000175,000Peninsula Well Field Power Redundancy 3 W3316 115,000115,000Chlorine Feeder System Upgrade 2 499 TotalSourceProject #Priority 2021 2022 2023 2024 2025 W3317 45,00045,000Water 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 661,50067,500 594,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1 W3321 150,000150,000Treatment Technology Study 2 W3322 1,000,000100,000 900,000Collector Well #2 Cleaning and Upgrade 1 W3323 250,000250,000Water Distribution Asset Inventory 2 5,275,5001,274,000 890,000 967,500 944,000 1,200,000WATER FUND Total 183,158,93029,784,050 24,698,470 56,331,970 39,081,470 33,262,970GRAND TOTAL 500 Capital Improvement Plan 2021-2025 City of Iowa City, Iowa ANNUAL RECURRING PROJECTS 2021 2025thru PARKS & RECREATION Total20212022202320242025DepartmentProject #Priority R4129 810,00050,000 400,000 260,000 50,000 50,000City Hall - Other Projects 1 R4130 410,00050,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1 R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1 R4206 100,00025,000 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 2,220,000280,000 695,000 555,000 345,000 345,000PARKS & RECREATION Total 2021 - Replace 3rd floor carpet and paint; 2022 - Roof Replacement; 2023 - Renovate lower level restrooms. 2024 - Remodel Employee Fitness room bathroom to become ADA compliant and add toilet and sink. Update finishes and lighting in space; 2025 - Undesignated. R4129 City Hall - Other Projects Annual funding for small capital projects and improvements throughout park system. Priorities per the 2017 Park Master Plan are: Park Signs, Site Furnishings, Shelter/Facility Maintenance, Court Maintenance, Partner Opportunities for Small Projects and Emerging Opportunities and Needs. R4130 Parks Annual Improvements/Maintenance Small projects in parks to improve and enhance physical accessility to park facilities and activity centers. 2021 - Brookland and Harlocke; 2022 - Oak Grove; 2023 - Kiwanis, Hunter's Run and Ryerson's Woods; 2024 - Undetermined; 2025 - Thornberry and Crandic. 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. 2021 - Building Indoor Signage; 2022 - RALRC Lower Level Flooring; 2023 RALRC Craft Room Renovations; 2024 - Renovate former shooting range and lower level storage; 2025 not yet designated. R4330 Annual Recreation Center Improvements Annual contracted tree program for additions to street trees, neighborhood infill and park tree plantings. Areas of emphasis include low income neighborhoods as well as neighborhoods that lost trees to the Emerald Ash Borer or the 2020 Derecho storm. R4380 Annual Contracted Tree Planting 501 PUBLIC WORKS Total20212022202320242025DepartmentProject #Priority M3631 1,200,000240,000 240,000 240,000 240,000 240,0001 S3814 900,000150,000 300,000 150,000 150,000 150,0001 S3816 75,00015,000 15,000 15,000 15,000 15,0001 S3822 500,000100,000 100,000 100,000 100,000 100,0001 S3824 11,536,9403,107,388 2,107,388 2,107,388 2,107,388 2,107,3881 S3826 940,410188,082 188,082 188,082 188,082 188,0821 S3827 900,000300,000 150,000 150,000 150,000 150,0001 S3910 1,250,000250,000 250,000 250,000 250,000 250,0001 V3101 3,750,000750,000 750,000 750,000 750,000 750,000 Annual Stormwater Improvements Annual Traffic Signal Projects Traffic Calming Curb Ramps-ADA Annual Pavement Rehabilitation Underground Electrical Facilities Bicycle Master Plan Implementation Annual Bridge Maintenance & Repair Annual Sewer Main Replacement 1 21,052,3505,100,470 4,100,470 3,950,470 3,950,470 3,950,470 This is an annual project that will repair and/or improve storm water infrastructure throughout the City. M3631 PUBLIC WORKS Total Annual Stormwater Improvements This is an annual project to replace or add traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. This project will install pan/tilt/zoom (PTZ) cameras at signalized intersections that do not currently have PTZ cameras (approximately 57 intersections) in 2020 and 2022. S3814 Annual Traffic Signal Projects Annual appropriation for traffic calming projects S3816 Traffic Calming Annual appropriation for the construction of ADA accessible curb ramps. S3822 Curb Ramps-ADA Annual appropriation for resurfacing roadways and alleys including asphalt, concrete, and brick. S3824 Annual Pavement Rehabilitation This is an annual project to convert overhead electrical systems to underground. Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities. S3826 Underground Electrical Facilities This is an annual project to implement the recommendations of the bicycle master plan. Improvement projects include construction of bike lanes, bike boulevards, and other features that will improve streets to promote equal access and usability for all modes of transportation. Projects also fund the conversion of 4-lane roads into 3-lane roads in certain areas that are highly used by all of the various modes of transportation. Projects are scheduled as follows: 2021 - Gilbert Street, 4-lane to 3-lane Conversion; IRT Connector-Gilbert to IRT; Jefferson/Glendale/Heather Bicycle Blvd 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 Lower Muscatine; Lower Muscatine Bike lanes 2025 - Church Street Bicycle Blvd; Emerald Bicycle Blvd 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 502 SENIOR CENTER Total20212022202320242025DepartmentProject #Priority K1001 1,925,000700,000 300,000 125,000 450,000 350,000Annual Senior Center Facility Improvements 1 1,925,000700,000 300,000 125,000 450,000 350,000SENIOR CENTER Total Improvements needed include: plaster repairs, painting, wallpaper removal, carpeting, wood flooring, 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. A full building assessment is currently underway and funded in 2020. K1001 Annual Senior Center Facility Improvements TRANSPORTATION SERVICES T3004 1,950,000150,000 300,000 500,000 500,000 500,000Parking Facility Restoration Repair 1 1,950,000150,000 300,000 500,000 500,000 500,000TRANSPORTATION 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 503 Capital Project Funds Project Listing Project Page Airport A3442 – Runway 12-30 Obstruction Mitigation & Part 77……………………………… ..... 507 A3447 – Airport Parking Lot Expansion…………………………………………………... .. . 507 A3465 - Runway 7 Environmental Assessment ............................................................... 508 A3470 – Runway 25 Threshold Relocation…………………………………………………..508 A3471 - Runway 12/30 Threshold Displacement/Relocation……………………………...509 A3473 - Airport Apron Expansion………………………………………………………. ....... 509 A3474 – Runway 7/25 Pavement Repairs……………………………………………….. ..... 510 A3475 - Runway 12/30 Pavement Repairs……………………………………………….. .. 510 Fire Z4406 - Fire Apparatus Replacement Program……………………………………………. . 511 Z4409 - Fire Station #1 Apparatus Bay Slab Reconstruction……………………………. .. 512 Library B4343 – Library Carpet and Furnishings Replacement……………………………………..513 B4346 – Automated Material Handler/Sorter……………………………………………….. .514 B4347 – Facility Space Needs & Environmental Impact Study…………………………….514 Neighborhood & Development Services G4720 – Permitting Software Upgrade………………………………………………………..515 Parks & Recreation R4145 - Cemetery Road Asphalt Overlay……………………………………………………515 R4227 - Hwy 6 Trail – Broadway to Fairmeadows…………………………………………. 516 R4229 - City Park Pool Replacement………………………………………………………...517 R4230 - Splash Pad Improvements…………………………………………………………..518 R4332 - Upgrade Building BAS Controls…………………………………………………….519 R4346 – Palisades & Stone Bridge Park Development……………………………………. 520 R4350 – Chadek Green Park Restrooms and Shelter………………………………………521 R4351 - Recreation Center 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 R4368 – Court Hill Park Shelter & Playground Replacement………………………………530 R4370 - RAL Pool Filter and HVAC………………………………………………………… . 531 R4371 – Happy Hollow Playground Replacement………………………………………… .. 532 R4372 – Terrill Mill Skate Park Redevelopment…………………………………………… .. 533 R4373 – City Park Ball Field Improvements………………………………………………….533 R4374 - Mercer Park Ball Diamond #1 Turf Conversion………………………………… .. 534 504 R4375 – Hunter’s Run Park Playground & Shelter………………………………………… . 535 R4376 - Hwy 6 Trail – Fairmeadows to Heinz……………………………………………. ... 536 R4381 - Event Facility Improvements……………………………………………………... .. 537 R4382 - Off Road Bike Trail Development………………………………………………... .. 538 R4383 - Pedestrian Mall Playground………………………………………………………. .. 539 R4384 - Benton Hill Playground Replacement……………………………………………. .. 539 R4385 - College Green Park Playground………………………………………………….. . 540 R4386 - Park Facility Parking Lot Overlay…………………………………………………. . 540 R4387 - Willow Creek Trail Replacement………………………………………………….. . 541 R4388 - ADA Elevator Improvements………………………………………………………. . 542 Police Y4446 – Digital Photo Evidence Management……………………………………………... . 542 Y4447 - Animal Shelter Standy Generator…………………………………………………. . 543 Public Works L3328 - Landfill Equipment Building Replacement……………………………………… .... 544 L3333 – Compost Pad Improvements………………………………………………………. . 545 L3334 – South Side Recycling Site…………………………………………………………. .. 546 L3335 – Landfill Dual Extraction System Expansion………………………………………..547 L3337 - Fully Automated Cubside Collections Truck……………………………………….548 L3338 - Future Landfill Cell Design…………………………………………………………..549 L3340 - Bulk Water Fill Station………………………………………………………………. 550 L3341 - Bulldozer upgrage…………………………………………………………………….550 L3342 - Leachate Lagoon updates…………………………………………………………...551 L3343 - Landfill Gas Infrastructure Expansion………………………………………………552 M3633 – North Westminster Storm Sewer Upgrades……………………………………….553 M3634 - Rundell Street Pump Station Vault Modifications………………………………...554 M3635 - River Street Storm Sewer Improvements………………………………………….555 M3636 - Petsel Place Storm Sewer Improvements…………………………………………556 P3985 – Sand/Salt Storage Bunkers………………………………………………………… 557 P3987 - Non-Public Safety Radio System Upgrade……………………………………….. 557 S3936 – Melrose Avenue Improvements……………………………………………………..558 S3939 - Dubuque Street Reconstruction…………………………………………………….559 S3940 – Kirkwood Avenue to Capitol Street Connection………………………………….. 560 S3946 – Court Street Reconstruction………………………………………………………... 561 S3947 – Benton Street Rehabilitation Project………………………………………………. 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 S3954 - Orchard Street Reconstruction……………………………………………………. . 566 S3955 - N. Gilbert Street Reconstruction…………………………………………………… 567 S3956 - Gilbert Street Bridge Replacement……………………………………………….. . 568 S3958 - Park Road Reconstruct – Rocky Shore to Riverside…………………………… . 569 S3959 - Taft Avenue Reconstruct – Am Legion to Lwr West Br………………………… . 570 S3960 - Oakdale Blvd Extension – Alignment Study……………………………………... . 570 S3961 - Foster Road Elevation……………………………………………………………… . 571 S3962 - Highland Court Sidewalk Infill Project……………………………………………. . .572 S3963 - Burlington Street Bridge Replacement…………………………………………… . 573 S3964 - Scott Blvd. Sidewalk Infill………………………………………………………….. .. 574 S3965 - Fairchild Street Reconstruction…………………………………………………… .. 575 V3147 – Nevada Ave Sanitary Sewer Replacement……………………………………… .. 576 V3151 – Digester Complex Rehabilitation…………………………………………………. .. 577 V3153 – Influent Rake and Screen Replacement………………………………………… . .578 V3154 – Hawkeye Lift Station Rehabilitation………………………………………………. .. 578 V3155 – Rohret South Sewer……………………………………………………………….. .. 579 505 V3157 - Wastewater Plant Mixer Improvements………………………………………… .. .580 V3158 - Biosolids Conveyor Improvements………………………………………………. .. 581 V3162 - Benton Street Trunk Sewer Improvements……………………………………… . 582 V3163 - Aeration Basin Electric & Instrument Improvements…………………………… . 583 V3164 - Return Activated Sludge Pump Replacement…………………………………... . 584 V3165 - Replacement of Influent Pump Station Pumps………………………………….. . 585 V3166 - Sewer Distribution Asset Inventory……………………………………………….. . 586 V3167 - Replace Grit Classifiers……………………………………………………………. . 587 V3168 - Replace Heat Exchanger………………………………………………………….. . 588 V3169 - Napoleon Lift Station Improvements……………………………………………... . 589 V3170 - WWTP Roof Replacements……………………………………………………….. . 590 V3171 - Replace Sludge Recirculation Pumps……………………………………………. . 591 V3172 - Highlander Lift Station Improvements………………………………….………… . 592 V3173 - Jet Truck Replacement……………………………………………………………. . .593 V3174 - Aeration Equipment Improvements………………………………………………. .594 W3222 – Dill St Water Main Replacement………………………………………………….. 595 W3300 – Bradford Drive Water Main Replacement………………………………………... 596 W3305 - Jordan Well Rehabilitation………………………………………………………….596 W3313 – Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement……………………. 597 W3314 – High Service Pump VFD Replacement……………………………………………598 W3315 – Peninsula Well Field Power Redundancy…………………………………………598 W3316 – Chlorine Feeder System Upgrade………………………………………………… 599 W3317 - Water Front Meeting Room A/V Upgrades……………………………………… 599 W3318 - GSR Generator Enclosure Replacement………………………………………….600 W3319 - Chemical Room & Outdoor Lighting Upgrade…………………………………….600 W3320 - Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl…………………………601 W3321 - Treatment Technology Study……………………………………………………….602 W3322 - Collector Well #2 Cleaning and Upgrade………………………………………….602 W3323 - Water Distribution Asset Inventory…………………………………………………603 Transportation & Resource Management T3020 – Replacement of Electronics in Smart Parking Meters…………………………….603 T3021 – Video Cameras for Parking Facilities……………………………………………….604 T3022 – Parking Enforcement Vehicles……………………………………………………… 604 T3023 – Parking Ramp Automated Parking Equipment…………………………………….605 T3025 - Replacement of LED fixtures in Parking Facilities………………………………...605 T3026 - Tower Place Drainage Modifications………………………………………………. 606 T3055 – Transit/Equipment Facility Relocation……………………………………………. .. 607 T3059 - Transit Bus Shelter Replacement & Expansion………………………………… .. 608 T3067 - Transit Interchange and Bus Stop Improvements………………………………. . 608 506 Description Removal of obstructions per FAA Airport Layout Plan. During pase 1 of the obstruction mitigation, 12 additional trees were identified as obstructions that were not in the previous survey. FAA has agreed to extend the obstruction mitigation program to cover these removals provided property owners agree. Project #A3442 Priority Critical (1) Justification Encroachment into Part 77 surfaces or other protection zones requires mitigation. The City is required to meet grant assurances of maintaining clear airport approaches. Budget Impact/Other Negligible impact to operations. Useful Life 75 years Project Name Runway 12-30 Obstruction Mitigation & Part 77 Category Airport Type Multi-Phase Total Project Cost:$743,300 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20212022202320242025Expenditures 51,90051,900PLANNING/DESIGN 130,000130,000CONSTRUCTION 181,900 181,900Total Prior 561,400 Total Total20212022202320242025Funding Sources 18,19018,190AIRPORT FUND 163,710163,710FEDERAL GRANTS 181,900 181,900Total Prior 561,400 Total 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 Total20212022202320242025Expenditures 15,00015,000PLANNING/DESIGN 40,00040,000CONSTRUCTION 5,0005,000CONTINGENCY 60,000 60,000Total Total20212022202320242025Funding Sources 12,00012,000AIRPORT FUND 48,00048,000OTHER STATE GRANTS 60,000 60,000Total 507 Description Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the Runway 7 end of Runway 7/25. Project #A3465 Priority Critical (1) Justification One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is for completion of the Environmental Assessment a future extension of Runway 7 and stopway without expanding the protection zones. Budget Impact/Other The operating impact is negligible. Useful Life 10 years Project Name Runway 7 Environmental Assessment Category Airport Type One Phase Total Project Cost:$150,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20212022202320242025Expenditures 150,000150,000PLANNING/DESIGN 150,000 150,000Total Total20212022202320242025Funding Sources 15,00015,000AIRPORT FUND 135,000135,000FEDERAL GRANTS 150,000 150,000Total Description Runway 25 Threshold Relocation and Re-lighting. Project #A3470 Priority Critical (1) Justification The 808' displaced threshold is no longer required due to change in critical design aircraft. This project shifts the location of the displaced threshold to gain 700 feet of additional takeoff and landing distance distance for pilots using Runway 25. Budget Impact/Other The budget impact of this change is neutral; it does not add or remove existing infrastructure. Useful Life 20 years Project Name Runway 25 Threshold Relocation Category Airport Type One Phase Total Project Cost:$566,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20212022202320242025Expenditures 460,000460,000CONSTRUCTION 460,000 460,000Total Prior 106,000 Total Total20212022202320242025Funding Sources 46,00046,000AIRPORT FUND 414,000414,000FEDERAL GRANTS 460,000 460,000Total Prior 106,000 Total 508 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 Total20212022202320242025Expenditures 72,25072,250PLANNING/DESIGN 325,000325,000CONSTRUCTION 72,250 325,000 397,250Total Total20212022202320242025Funding Sources 39,7257,225 32,500AIRPORT FUND 357,52565,025 292,500FEDERAL GRANTS 72,250 325,000 397,250Total 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 Total20212022202320242025Expenditures 375,000375,000PLANNING/DESIGN 875,000875,000CONSTRUCTION 1,250,000 1,250,000Total Total20212022202320242025Funding Sources 125,000125,000AIRPORT FUND 1,125,0001,125,000FEDERAL GRANTS 1,250,000 1,250,000Total 509 Description Runway 7/25 joint sealant and miscellaneous pavement repairs. Project #A3474 Priority Essential (2) Justification Pavement repair work required as part of upkeep of airport runways. Budget Impact/Other Neutral budget affect to maintain pavement condition. Useful Life 15 years Project Name Runway 7/25 Pavement Repairs Category Airport Type One Phase Total Project Cost:$250,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20212022202320242025Expenditures 50,00050,000PLANNING/DESIGN 200,000200,000CONSTRUCTION 250,000 250,000Total Total20212022202320242025Funding Sources 25,00025,000AIRPORT FUND 225,000225,000FEDERAL GRANTS 250,000 250,000Total Description Runway 12/30 joint sealant and miscellaneous pavement repairs. Project #A3475 Priority Essential (2) Justification Pavement repair work required as part of upkeep of airport runways. Budget Impact/Other Neutral budget affect to maintain pavement condition. Useful Life 15 years Project Name Runway 12/30 Pavement Repairs Category Airport Type One Phase Total Project Cost:$200,000 Contact Michael Tharp Department AIRPORT MATCH %10% GRANTEE FAA TIF DISTRICT None PLAN Airport Master Plan Status Active Total20212022202320242025Expenditures 20,00020,000PLANNING/DESIGN 180,000180,000CONSTRUCTION 200,000 200,000Total Total20212022202320242025Funding Sources 20,00020,000AIRPORT FUND 180,000180,000FEDERAL GRANTS 200,000 200,000Total 510 Description Replacement of Fire Department equipment: 2022 Aerial T-1 2024 Fire Pumper/Aerial #358 2024 Scotty House 2025 Fire Pumper #352 Project #Z4406 Priority Critical (1) Justification The department recommends replacement per the established schedule. Fleet Management Scoring indicates Fire Pumper/Aerial #358 will exceed scoring thresholds in 2021. Aerial T-1 is scheduled for replacement in 2023. Fire Pumpers #352, #353, and #354 are scheduled for replacement in 2025 and 2026. The Fire Safety House is used to promote fire safety education throughout the community. Budget Impact/Other The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating expenses is less than $10,000. Useful Life 16 years Project Name Fire Apparatus Replacement Program Category Fire Type Multi-Phase Total Project Cost:$7,755,000 Contact John Grier Department FIRE MATCH %VARIES GRANTEE U OF I TIF DISTRICT None PLAN None Status Active Total20212022202320242025Expenditures 4,460,0001,900,000 1,360,000 1,200,000EQUIPMENT 1,900,000 1,360,000 1,200,000 4,460,000Total Prior 895,000 Total Future 2,400,000 Total Total20212022202320242025Funding Sources 48,00048,000GENERAL FUND 3,520,0001,520,000 1,040,000 960,000GO BONDS-ESSENTIAL PURPOSE 892,000380,000 272,000 240,000UNIVERSITY OF IOWA 1,900,000 1,360,000 1,200,000 4,460,000Total Prior 895,000 Total Future 2,400,000 Total 511 Description This project will reconstruct the floor slab in the apparatus bay of Fire Station 1. Project #Z4409 Priority Essential (2) Justification The slab is nearing the end of its useful life and is developing large cracks. Budget Impact/Other The impact on the operating budget is negligible. Useful Life 50 years Project Name Fire Station #1 Apparatus Bay Slab Reconstruction Category Fire Type One Phase Total Project Cost:$95,000 Contact John Grier Department FIRE MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20212022202320242025Expenditures 7,5007,500PLANNING/DESIGN 75,00075,000CONSTRUCTION 2,5002,500INSPECTION 2,5002,500ADMINISTRATION 7,5007,500CONTINGENCY 95,000 95,000Total Total20212022202320242025Funding Sources 95,00095,000GENERAL FUND 95,000 95,000Total 512 Description A multi-year project to replace carpeting and some furnishings in large areas of the Library. First floor has 31,000 square feet of carpet and second floor has 39,000. Project includes updates for carpet, demo and floor prep, moving, GC, insurance, fees, bonds, and contingency. In addition, some of the original furnishings, including casual seating and gallery furnishings will be replaced. An emphasis on sustainable, durable materials and flexible space-making will steer this project. Project #B4343 Priority Essential (2) Justification Since the building opened in 2004, more than 9,500,000 people have come through the doors. The Library is a heavily visited public space in the heart of downtown; ongoing investment in the building is necessary to ensure a safe and attractive space is maintained. While this project falls under the "Aesthetic Improvement" priority right now, failure to complete this work in a timely manner will result in safety and efficiency issues in the future. 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 First Floor Carpet and Furnishings Replacement Category Library Type Multi-Phase Total Project Cost:$325,000 Contact Elsworth Carman Department LIBRARY MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20212022202320242025Expenditures 325,000325,000EQUIPMENT 325,000 325,000Total Total20212022202320242025Funding Sources 325,000325,000GO BONDS-GENERAL PURPOSE 325,000 325,000Total 513 Description Design and install an Automated Material Handler; specifically a six-bin sorter with 2 internal patron inlets and 1 staff inlet. Estimated cost includes all shipping, installation, and staff training. Project #B4346 Priority Efficiency Improvement (3) Justification The Library was built to accommodate an Automated Material Handler (AMH) in the returns area/circulation workroom on the first floor. Our circulation system includes use of RFID tagging. Adding an AMH to ICPL’s workflow would significantly reduce the number of times a material is handled throughout the circulation process by automating several parts of check-in and check-out procedures. It would also allow for more accurate data collection related to physical collection use and allow staff hours to be allocated to other critical services. Combined, this would result in increased access to materials for library users. Budget Impact/Other Despite a significant up-front cost, AMH's lead to a reduction in staff hours related to check-in and check-out procedures and increased efficiancy overall (reducing costs related to manually managing material searching and locating). The estimated annual cost savings is less than $10,000 per year. Useful Life 30 Years Project Name Automated Material Handler/Sorter Category Library Type One Phase Total Project Cost:$150,000 Contact Elsworth Carman Department LIBRARY MATCH %NONE GRANTEE NONE TIF DISTRICT None PLAN None Status Active Total20212022202320242025Expenditures 150,000150,000CONSTRUCTION 150,000 150,000Total Total20212022202320242025Funding Sources 150,000150,000GENERAL FUND 150,000 150,000Total Description Engage qualified experts to assess and evaluate the efficiency of work and public spaces in the Library building as well as environmental impacts. Project will reflect an emphasis on flexible spaces and sustainable practices. Project #B4347 Priority Efficiency Improvement (3) Justification As the library building ages, we want to ensure we are taking all necessary steps to maintain energy efficiency and mitigate our impact on the environment while providing the most efficient work spaces for staff and usable