June 1, 2012

Honorable Mayor and City Council:

On behalf of our City Team, I am pleased to present to the City Council and to the Citizens of Sioux City the Approved Fiscal Year 2013 Operating Budget. This Approved Operating Budget seeks to minimize costs to residents while still preserving services and promoting economic development. It includes all operating funds and is in compliance with Iowa State law, as well as City Council adopted fiscal policies.

Six public hearings were held to gather input from our residents. The meetings were effectively advertised, reviewed at twice weekly City media conferences, televised, and live streamed at sioux-city.org. The public budget sessions included interactive discussions of the proposals, the budget development process, a review of historical information and current trends, and a preview of upcoming or ongoing budget issues. Input gathered at these public meetings greatly assisted the City Council with their adoption of the Sioux City Operating Budget.

The FY 2013 Approved Operating Budget follows the City’s Strategic Plan which provides a guide and vision for the goals and priorities of the City. To ensure the Strategic Plan is successful, the budget must reflect the same values and priorities. Priorities incorporated into the budget document are as follows:

• Quality of Life Vision – We will position Sioux City as a preferred community through marketing initiatives and growing local pride in our City.

• Health and Safety Vision – We will enhance public health and safety by maximizing the utilization of technology, improve community engagement, and improve communications and facilities.

• Infrastructure Vision – We will invest in infrastructure to attract and retain business and increase quality of life.

• Progressive Leadership Vision – We will use formal and informal methods to engage the Council, our employees, and our customers to promote enhanced organizational engagement and commitment to our shared vision.

405 6th Street P.O. Box 447 Sioux City, IA 51102 www.sioux-city.org

• Economic Opportunity Vision – We will work with current business to create job growth and aggressively seek out opportunities to attract new economic growth.

Sioux City continues to confront difficult financial challenges and is recovering from the flood of 2011. State-mandated increases, including a significant increase in pension payments, coupled with increased service delivery costs, loss of grant funds, use of fund balances, continued low interest income and our commitment to limit our property tax burden have combined to create another challenging budget review. However, we are pleased to report that the approved operating budget meets the commitment to maintain or lower the tax levy from the FY 2012 approved level.

Holding the line on property taxes for a fourth consecutive year is largely the result of our past and present commitment to aggressive economic development investment. Local option sales tax will provide $11.14 million to the FY 2013 Capital Improvement Program (CIP) and Operating Budget. Sales tax revenue will provide in excess of $6.68 million in property tax relief.

In addition, the City’s Tax Increment Financing (TIF) Districts will release a record $430.6 million in property valuation in FY 2013, representing a 3.2% increase from the FY 2012 TIF release. The TIF release results in $15.2 million of available property tax revenue for the City of Sioux City, Woodbury County, and the Sioux City School District.

The City’s efforts to improve operations and lower costs did not start, nor do they end, with approval of the annual budget. It is necessary to put into place the means to ensure that taxpayers receive the maximum value from their government for each dollar spent. During the course of each year, City staff continues to focus on ways to reduce costs and improve services.

Numerous departments have restructured operations in order to lower costs and release monies for new priorities, while maintaining high service levels. Unfortunately, maintaining and/or reducing tax levels will result in continued cost and staff reductions, potentially impacting the array of current City-provided services. In keeping with our ongoing cost reduction efforts, the FY 2013 Approved Budget includes elements of each of the following ongoing objectives:

• Fees for Services – In an effort to reduce general property taxes, considerable efforts have been applied in recent years to ensure that users of services pay appropriately for those services. We strongly recommend continued analysis and implementation of all appropriate fees in order to relieve property tax payers, and ultimately ensure adequate funding of public safety.

• Consolidation – The City will continue to review programs and services to determine if redundancies exist or if consolidations can produce cost-savings, first internally within the City organization, and second with other local governments.

• Inter-Governmental Collaboration/Privatization/Contracting – Introduction of competition in operation and pricing of governmental services to ascertain those services which are best and most economically provided by City departments and those where inter-governmental or the private sector are best able to provide service.

ii

Application of Technology – Continued efforts to apply technologies to lower costs and enhance public services. One aspect of this effort is the merger of technology efforts into a single technology services group in an effort to concentrate expertise and achieve an economy of scale.

Improved Performance Measurement – Represents a commitment to expanding performance measurements as a critical component in examining the effectiveness and efficiency of service delivery. This is evident in our use of the International City/County Management Association (ICMA) Center for Performance Measurement.

Sioux City’s historic commitment to sound financial management practices has helped to establish strong financial ratings which will continue to assist us in the future. Investment in our community and responsible management of our resources, have shown to be beneficial to our community, both in quality of life and financial health. The budget process for the City of Sioux City is not an annual procedure but is a daily, continuous progression that is conducted throughout the year. The City continually monitors its sources of revenues and expenditures so as to enable frequent and thorough analysis. Adjustments up to and including employee reductions occur throughout the year.

The focus of the Approved FY 2013 Operating Budget is ultimately our residents and making a positive difference in their lives. The City will make every effort to invest in the economy and responsibly manage our resources to make Sioux City a prominent community in which to live, work, and raise a family.

We sincerely thank each of you for your continued support and guidance. I also wish to express my tremendous appreciation to the City Leadership Team, Finance and Administrative Services Department, and our dedicated staff for their tireless work in the development of the approved budget. We look forward to working with you, our residents, business and not for profit leaders, and our dedicated Sioux City staff in carrying out this approved financial plan.

Respectfully submitted,

Paul Eckert City Manager

iii Overview of Approved FY 2013 Operating Budget

Fiscal Year 2013 Approved Budget The City of Sioux City FY 2013 Approved Operating Budget is $172,311,114, an increase of 3.84% from the Adopted FY 2012 Operating Budget. The increase is primarily due to increases in employee wages and benefits, debt service costs and increased utility costs. The City-wide budget is made up of various fund groups. Property taxes fund approximately 28% of the total budget, charges for services fund 43%, and a variety of other revenue sources make up the remaining budget. Fees for services are reviewed annually to ensure the amount charged is sufficient to cover the cost of providing these user-fee based types of services. Other revenue sources are also maximized whenever possible before the City levies property taxes.

FY 2013 Approved Budget Trust Funds Internal Service 2% Funds 15% General Fund 29% Enterprise Funds 21%

Debt Service Special Revenue Funds Funds Capital Funds 17% 15% 1%

As illustrated on the following page, 72% of the operating tax funds are devoted to the Police and Fire Departments. The remainder primarily supports our libraries, parks and recreation, art center/museum/symphony, and convention center/auditorium/tourism. The Approved FY 2013 General Fund Budget has increased 5.6% totaling $49,606,392. The development of the FY 2013 Approved Operating Budget addresses many challenges, some of which are listed on the following page.

iv FY 2013 Departmental Allocation of Operating Taxes

Art Ctr, Museum & Community Symphony 3% Development 3% Transportation 3% Environmental Recreation 9% Services 1% Events Facilities 3% Public Works less than 1% Library 6%

Public Safety 72%

The following is a partial list of challenges confronted by City staff in developing the FY 2013 Approved Operating Budget:

• Increased wage costs.

• Increase in general liability insurance.

• Increased retirement funding for Municipal Fire & Police Retirement System of Iowa (MFPRSI) and Iowa Public Employees’ Retirement System (IPERS).

• Continued low interest rates.

• Increased utility costs.

• Insufficient Road Use Taxes to cover costs associated with road maintenance.

• Inflation pressures on budgets.

• Increase in debt costs.

v Impact of Taxes on the Residential Property Tax Owner in Sioux City $1,900 $1,800 $1,700 $1,600 $1,500 $1,400 $1,300 $1,200 $1,100 $1,000 $900 $800 $700 $600 $500 FY 96-FY 97-FY 98-FY 99-FY 00-FY 01-FY 02-FY 03-FY 04-FY 05-FY 06-FY 07-FY 08-FY 09-FY 10-FY 11- 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 City Taxes

The FY 2013 Approved Operating Budget includes a tax levy amount which will decrease 4%, for a tax levy rate of $15.99 per thousand dollars of valuation. An increase in the rollback factor however will result in an increase of $7 per year to the typical homeowner. Commercial and industrial property taxes, which were not affected by the rollback provision, will see a decrease of $67 per $100,000 of taxable valuation, in the City portion of their property taxes in the approved budget.

A Balanced Budget The FY 2013 Approved Operating Budget represents a balanced budget. Operational efficiencies were encouraged and staff was challenged to continue to provide high quality services while minimizing cost increases. In summary, the FY 2013 Approved Budget includes:

• $3,679,489 in additional budget reductions.

• Contractual wage and benefit programs governed by Iowa’s Chapter 2D.

• Mandated reliance on an outdated State of Iowa property tax system.

• Reductions of $64,669 from the City departments requested improvements.

• A General Fund Operating Budget of $47,291,236.

• Total net operating expenditures of $146,896,995.

• A maximum approved tax levy rate of $15.99 per $1,000 taxable valuation.

• $6.68 million in local option sales tax used to reduce property taxes.

vi

• Continued support for the maintenance and repair to public owned facilities.

• Continued dedication to the development of performance measures and increased efficiencies in City operations.

Improvement Requests Included in FY 2013 Approved Operating Budget The chart below includes the Departments’ impact of improvement requests, which were incorporated into the FY 2013 Approved Operating Budget.

Department Improvement Request Amount Fin/Admin Serv Increase Print Shop Courier/Clerks hours $9,864

Transit Add for sealing of membrane of MLK parking ramp 20,000

Public Works Add small vac unit to valve truck 13,000

Public Works Upgrade three vehicles to larger trucks 12,000

Public Works Upgrade shoring boxes 12,825

Utilities Add 1 FTE Operator In-Training Water Plant 75,882

Utilities Add Storm Water training and marketing 6,500

Utilities Add Storm Water supplies for monitoring 4,300

Total Improvement Requests $154,371

Reductions Included in FY 2013 Approved Operating Budget The chart below includes the Departments’ impact of reductions, which were incorporated into the FY 2013 Approved Operating Budget. These reductions were necessary to keep the increase in property taxes on the typical residence at a minimum.

Tax Department Budget Reduction Supported Art Center Various line item reductions $(22,194)

City Council Reduce contributions to outside agencies (6,000)

City Manager Eliminate .75 Administrative Secretary (32,000)

Community Develop Reduction in position from Administrative Assistant to -- Administrative Secretary (done in FY2012) Increase commercial building permits (50,000) Reduce 1 FTE Secretary to .5 FTE (33,654)

Economic Develop Various line item reductions (40,534)

EFAB Reduction items to be determined (50,000)

Fin/Admin Serv Reclassify 1 FTE Secretary to Clerical Assistant (12,291) Various line item reductions (12,431) Reduce 1 FTE Budget and Financial Analyst to .95 FTE (25,000)

vii

Fire Various line item reductions (157,650) Increase Fire charges (150,000)

Human Resources Reallocate salary costs to health insurance (24,545)

Human Rights Various line item reductions (6,200)

Library Reduce .5 FTE Library Page (7,800) Salary adjustments (10,000) Reduction to various line items (50,000)

Police Various line item reductions (213,130) Increase alarm permits and associated charges (32,000)

Public Museum Reduction items to be determined (10,000)

Public Works Various line item reductions (65,550) Reduce 1 FTE Field Services Specialist (88,124) Reduce Snow and Ice chemicals (125,000)

Purchasing Staff re-organization (4,856)

Other Adjust projected fuel prices (235,555) Reduce memberships (15,000) Emergency fund to fund Road Use benefits (796,242) Utilize increment adjustment for balancing (1,884,029) Reduce CMG budget by $300,000 (120,000) Capital project fund balances to fund debt service (2,348,801)

Tax Supported Reductions/Revenue Increases $(6,628,586)

viii Personnel FY 2013 Approved Operating Budget The FY 2013 Approved Budget includes the 780 full time equivalents (FTE). Including the Approved FY 2013 Operating Budget, 105 FTE have been reduced since 1996. It’s important to note the City added 25 wastewater treatment employees in FY 2012 as a result of terminating the operations contract with American Water. Total reductions of employees would have exceeded 125 without the elimination of the treatment contract.

Part- Full-Time Time/Seasonal Total Year Positions Positions FTE Positions FY 1996 750 135 885 FY 1997 746 113 859 FY 1998 754 119 873 FY 1999 749 122 871 FY 2000 748 117 865 FY 2001 748 114 862 FY 2002 743 109 852 FY 2003 734 108 842 FY 2004 716 107 823 FY 2005 710 109 819 FY 2006 672 110 782 FY 2007 669 111 780 FY 2008 670 111 781 FY 2009 663 114 777 FY 2010 655 120 775 FY 2011 650 121 771 FY 2012 658 126 784* FY 2013 654 126 780* * Includes WWTP employees. The WWTP transitioned from a contracted operation to a City-operated facility in 2011.

Personnel costs include salaries and benefits, including health, life, and disability insurance, employer share of FICA and IPERS, and MFPRSI retirement contributions. Personnel costs account for approximately seventy five percent (74.8%) of budgeted expenditures within the General Fund in FY 2013.

Collective Bargaining: Wages and benefits for most employees are determined by collective bargaining agreements with one of six unions: AFSCME (Local #212) Field Services and Operation Unit and Sioux Gateway Airport Unit, the Sioux City Police Officer’s Association (SCPOA), the Sioux City Association of Professional Fire Fighters, IAFF, AFL- CIO (Local #7), Amalgamated Transit Union (Local #779), and the Communication Workers of America (Local #7103). All six labor contracts expire June 30, 2013. Police Confidential, Supervisory and Management, Fire Confidential, Supervisory and Management, and other General Confidential, Supervisory, and Management employees specified in Chapter 20 of the Code of Iowa are excluded from the unions and their respective agreements. Salaries and benefit appropriations for these employees will be determined by the City Council upon the recommendation of the City Manager.

Retirement Contributions: In recent years, the Iowa Public Employees’ Retirement System (IPERS) increased the combined contribution rate by a percent (1%) annually. With a 60/40

ix split between employer and employee, the employer share will increase from 8.07% in FY 2012 to 8.67% in FY 2013.

The Municipal Fire & Police Retirement System of Iowa (MFPRSI)’s Board of Trustees sets the annual contribution rate for public entities, based on independent actuarial opinion. The rate for FY 2013 has been set at 26.12% and is expected to increase to 30.9% within the next year. The employee contribution is currently fixed at 9.40%. As a result of the unusual increase and unbalanced contribution formula, the Iowa League of Cities is currently advocating for legislative changes to the system.

Other Benefits: Health insurance premiums are to remain constant in FY 2013.

Long-Term Fiscal Outlook Sioux City has maintained and occasionally increased services provided to residents while minimizing any increase in property taxes on a typical home. These service level increases were possible as a result of increased efficiency and creativity, use of grant revenues, sales tax revenues, riverboat gaming revenue, and increases in tax increment revenue.

Beginning in FY 2002, financial issues began to impact the City’s ability to increase or maintain services. This was a result of double-digit increases in health care costs for City employees. Continued increases in City employee health insurance costs and other employee related costs, as well as the effects of a slowing economy and State revenue reductions have made recent budgets more difficult.

Despite the current economic conditions in the Nation and the State, Sioux City continues to have a relatively low unemployment rate and a foreclosure rate that is lower than the national average. While it is true that we do not experience the impact of high economic times, the same is true that we do not experience the full impact of the low economic times. The forecast for City collected revenues is projected to remain steady. Interest income earned on City deposits will again remain low, reflecting economic struggles.

Balancing cost increases in the City’s budget will continue to be a long-term issue due to costs imposed by our legal structure, the need to improve City infrastructure, and the financial ability of our citizens.

The efforts of our economic development initiatives have mitigated the negative effects of the economy and made our budget less painful than it otherwise would have been. Continued growth will help us with our future budgetary needs.

Even with the current economic cycle, Sioux City is and must remain a center for business in our tri-state area. To maintain this economic strength, the City must retain and attract new employers; provide a trained labor force meeting job requirements both today and in the future; and continue policies that grant necessary incentives for new/expanding businesses. Along with other effective programs, our Tax Increment Financing (TIF) efforts have been invaluable for initiating growth in manufacturing and commercial development.

Iowa’s Property Tax Rollback In addition to the State-imposed property tax rate limit on the General, Emergency, and Transit levies, two provisions in the Iowa Code further restrict the City’s ability to generate sufficient revenues to cover on-going expenses. Property tax rollback provisions in the Iowa Code restrict growth in taxable value of each property class to 4% annually. In addition, the

x taxable value of residential property is further limited because its total assessed value is tied to the total assessed value of agricultural property in the State.

All taxable property is valued in compliance with State law every two years, subject to an equalization action of the Iowa Department of Revenue. All property, except railroad and utility, is assessed at the local level. Classes of property are defined as residential, agricultural, commercial, industrial, and utilities. The independently governed assessor provides the actual valuation (100%) as of January 1 in a calendar year for taxes payable in the succeeding fiscal year, i.e. valuations made as of January 1, 2011, are for taxes payable in the FY 2012 – 2013 (July 1, 2012 – June 30, 2013). The assessor provides the actual value of parcels to the county auditor who then determines the taxable value.

Residential and agricultural values are “coupled” so that State-wide growth in one class cannot exceed growth in the other. This policy results in a shift of the property tax burden from residential properties to commercial and industrial properties. It also erodes the ability of local governments to fund local services. Since 1990, the rollback has decreased the taxable value of residential property from 80.6% to 50.75% in FY 2013.

During the same time period, the rollback for commercial property has not dropped below 97.4%. All other property tax classes in most recent years have remained at 100% with the exception of utilities, which were rolled back to 97.2% in 1996. Because the residential rollback has artificially suppressed growth in residential valuations, the property tax burden has been shifted to other property classes and property tax rates are expected to increase moderately. However, much of the increase is offset by the rollback. In FY 2013, operating property taxes increase from $37.7 million to $38.1 million (1%). The taxable valuation of property will increase from $2.2 billion to $2.3 billion (5.2%). With this approved budget, taxes on a typical $98,750 home will increase by $7. The taxes on a typical business are expected to decrease $67 per $100,000 of taxable valuation.

xi Ten Year History of Rollback (all numbers are percents)

Fiscal Year 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 Residential 56.2651 51.6676 51.3874 48.4558 47.9642 45.9960 45.5596 44.0803 45.5893 46.9094 48.5299 50.7518 Agricultural 100 100 100 100 100 100 100 90.1023 93.8568 66.2715 69.0152 57.5411 Commercial 100 97.7701 100 99.2570 100 99.1509 100 99.7312 100 100 100 100 Industrial 100 100 100 100 100 100 100 100 100 100 100 100 Utility 100 100 100 100 100 100 100 100 100 100 100 100

Property Class Assessed Values (as a % of Total)

100% Taxable Assessed Assessed Property Class Value Value

Residential 65.17% 50.66% Commercial 29.88% 42.02% Industrial 3.75% 5.47% Railroads .28% .47% Utilities .69% 1.16% Agricultural .23% .22% Total 100.00% 100.00%

Financial Forecasting Sound financial planning is vital to our success. The City’s goal in financial planning is to maintain the public’s trust and confidence through long-term financial forecasting, a balanced budget, sufficient cash reserves to absorb cyclical variations in revenues without reductions in services, investor confidence in the City’s bond value, and stable tax levies.

Long-term monitoring of revenues and expenditures helps to avoid recurrence of budget shortfalls, subsequent service reductions, and employee layoffs. The FY 2013 Approved Budget includes an expenditure plan that is financed from a carefully evaluated analysis of available revenues. Another important element in the City’s Financial Plan is a balanced budget, in both legal and fiscal terms. This means that annually recurring expenditures (other than one-time costs) are largely paid for from annually recurring revenues.

xii Funding the Budget – Tax Levies

Historical Levy Summary

Levy FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 General $8.10000 $8.10000 $8.10000 $8.10000 $8.10000 Symphony $.02414 $.02352 $.02264 $.02196 $.02086 Band $.01447 $.01410 $.01357 $.01316 $.01251 Transit $.43977 $.41066 $.36243 $.32859 $.33958 Insurance $.58179 $.54445 $.33480 $.27569 $.26198 Emergency $.27000 $.27000 $.27000 $.27000 $.27000 Auditorium $.13500 $.13500 $.13500 $.13500 $.13500 Leased Civic Center $.41273 $.21756 $.13492 $.14610 $.15770 Employee Benefits $7.27695 $3.97781 $3.86040 $3.58247 $3.13164 Debt Service $1.45732 $4.15806 $4.06661 $3.78439 $3.56041 Total $18.71217 $17.85116 $17.30037 $16.65736 $15.98968

General Fund Levy The State Code of Iowa section 384.1 sets forth the General Fund Levy for Cities. The General Fund Levy is used to pay for police, fire, parks, cemeteries, general administration, art center, museum, library, inspection services, and planning. The code states, “A city’s tax levy for the General Fund shall not exceed eight dollars and ten cents per thousand dollars of taxable value in any tax year, except for the levies authorized in section 384.12.” Sioux City has been at the $8.10 maximum levy limit for the last thirty one years.

Emergency Levy The State of Iowa allows for the Emergency Levy in instances where a city has reached the $8.10 General Fund Levy and has additional taxation needs. A city may establish an Emergency Fund and may certify taxes not to exceed twenty-seven cents per thousand. This levy can only be used if a city is at the maximum General Fund Levy of $8.10.

Debt Service Levy The City’s Debt Service Levy is used to fund the annual payments on the money the City has borrowed to fund the Capital Improvement Plan and other purposes. Section 384.4 of the Code of Iowa states, “A city shall establish a Debt Service Fund and shall certify taxes to be levied for the Debt Service Fund in the amount necessary to pay:

1. Judgments against the city, except those authorized by State law to be paid from other funds. 2. Interest as it becomes due and the amount necessary to pay, or to create a sinking fund to pay, at maturity of all general obligation bonds issued by the city or to pay, or to create a sinking fund to pay, amounts as due on loans received through the Iowa community development loan program. 3. Payments required to be made from the Debt Service Fund under a lease or lease- purchase agreement. 4. Payments required to be made from the Debt Service Fund under a loan agreement. This levy is unlimited.

xiii Employee Benefits Levy The Employee Benefits Levy, known as the trust and agency levy under Iowa Code, is used to fund the employee benefits of the City, including retirement and health insurance. There is no maximum for this levy under State of Iowa law, but can be used only to fund employee benefits.

Transit Levy The State of Iowa allows cities to levy a property tax for the operation of a transit system. The amount of the levy is limited by State of Iowa law to no more than $.95 per thousand dollars of assessed value. The revenue generated from this levy is used to fund the operation and maintenance of a municipal transit system. These funds are used to support the operation in instances when the revenues from the transit system, such as fares, are insufficient for such purposes.

Insurance Levy The State of Iowa allows cities to levy a property tax to fund premium costs on tort liability insurance, property insurance, and any other insurance that may be necessary in the operation of the city, and the costs of a self-insurance program. This levy has no maximum, but its use is limited to the actual costs of the insurance program.

Convention Center Levy Under State of Iowa law, cities may levy property taxes to support payments and operations of a leased civic center. The levy has no maximum, but is limited to an amount sufficient to pay the installments of rent and maintenance, insurance and taxes not included in the lease rental payment. Sioux City has a lease arrangement with the Siouxland Chamber of Commerce to lease our Convention Center from them in order to utilize this levy.

Auditorium Levy State of Iowa law allows cities to levy a property tax not to exceed $.135 per thousand dollars of assessed value each year for operating and maintaining a civic center owned by a city.

Symphony Levy State of Iowa law allows cities to levy a property tax of no more than $.81 per thousand dollars of assessed value for support of a symphony orchestra.

Band Levy State of Iowa law allows cities to levy a property tax of no more than $.135 per thousand dollars of assessed value for the support of instrumental or vocal musical groups, one or more organizations which have tax-exempt status under section 501(c)(3) of the Internal Revenue Code and are organized and operated exclusively for artistic and cultural purposes.

xiv Funding the Budget - Other Funding Sources

Local Option Sales Tax After property taxes, the most significant source of tax revenue is the Local Option Sales Tax. The City is budgeting $11.14 million in Local Option Sales Taxes in FY 2013. The chart below represents the allocation of the Local Option Sales Tax.

Local Option Sales Tax Allocation

Total for FY 2012 - 2013 $11,140,000

60% 20% 10% 10% Property Tax Infrastructure Economic City Facility Reduction Projects Development Projects $6,684,000 $2,228,000 $1,114,000 $1,114,000

Tax Increment Financing Tax Increment Financing is a mechanism which allows economic development opportunities for our City. Tax Increment Financing or TIF, allows Sioux City to retain all growth and related property taxes (city, county, school district, etc.) collected beyond a base value in certain areas established at the original establishment of a TIF district. These tax revenues are then used to fund infrastructure improvements and other incentives to allow for economic development in these districts. When growth of the TIF districts exceeds the funding required for the economic development costs, excess valuation is then released to the various taxing entities.

xv Taxes Generated from Tax Increment Release

Assessor Ag Ext WITCC $150,993 $43,788 State $274,808 $1,510

County $2,726,940 City $5,869,113

School $6,032,186

The level of our Tax Increment Financing (TIF) release continues to grow. In FY 2013, TIF releases increased 3.22%. This has greatly assisted our efforts to balance the budget. Between FY 2001 and FY 2013, the TIF release grew from $65,857,413 to $430,577,936. This is an 821% increase over thirteen years, and is due to our success in increasing valuation in our districts and normal to expedited and orderly repayment of tax increment debt.

Valuations of Tax Increment Districts Before & after TIF Releases

800,000,000

700,000,000

600,000,000

500,000,000

400,000,000

300,000,000

200,000,000

100,000,000

- FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13

TIF Value TIF Value after Release

xvi Specific Fund Performance Issues

Road Use Fund The State shared revenues from gasoline taxes and vehicle registrations are provided to cities for the purpose of funding road improvements and maintenance. Road Use Tax revenues have not kept pace with the costs associated with providing these services. In recent years, the fund had projected insufficient balances to finance operations in excess of collected revenue. The FY 2013 budget was balanced as follows; $333,397 of revenue generated by the red light camera system, $15,000 from the Storm Sewer Fund for street sweeping, and $624,361 from property taxes.

Parking Fund The City of Sioux City maintains an enterprise fund to account for the parking related activities operated by the City. Revenue collected from parking meters and parking ramp operations, and a portion of the revenue collected from parking fines are deposited in the Parking Fund. These funds are used to provide parking enforcement, maintain all City-owned parking lots and ramps, maintain parking meters, and pay debt service on parking abated debt.

Sewer Fund The City maintains an enterprise fund to account for the cost of operating the Waste Water Treatment Plant.

Water Fund The City maintains an enterprise fund to account for the cost of operating the Water Treatment Plant. Currently, the Water Fund is in the process of major upgrades to its distribution system. These upgrades are being financed with the State Revolving Loan program. Due to the projects contained in the Approved Capital Improvement Program and the requirements to maintain the enterprise fund in a manner consistent with the fund balance policy for enterprise funds, rate adjustments are necessary in the future. During Spring, 2012, the City Council will be asked to conduct adjustment rate hearings. The rates below are reflective of the approved CIP and the approved operating budget and are only a projection: Fiscal Year Rate Adjustment 2013 7.0% 2014 7.0% 2015 7.0%

The impact on the average utility customer (8 CCF of consumption) is $1.92 per month in the first year and approximately $6 per month over the three years of the rate plan. Staff will continue to explore options to reduce the rate adjustments needed.

Stormwater Fund In FY 2013, City staff will continue to work towards the creation of an enterprise fund to account for the costs of developing and maintaining stormwater treatment capabilities in our community. Currently, the City has a special revenue fund which accounts for the stormwater maintenance fee. Revenue from the fee is used for the operation, maintenance, capital costs, and debt service costs of the stormwater system. The current fee has not been increased since its inception. Since 1990, the costs associated with stormwater maintenance have increased dramatically, forcing the City to find other means to pay for this service. It is in the best interest of the community for the fee to be increased to a level in which it pays its own way and is not subsidized so substantially with property taxes.

Solid Waste The Solid Waste Fund is projected to have a positive fund balance at the end FY 2013. It is expected that the cash balance will sustain the fund until the end of FY 2013.

xvii The Budget Process

The operating budget development process begins in the fall with budget training sessions and ends the following March with the submission of the adopted budget to the county auditor for certification, as required by State law.

Budget Submission The operating budget process begins with the development of a budget request by the respective departments. In this stage, departments identify and request the cost of maintaining their current level of service. In addition, departments develop improvement requests, which if approved, would fund services or staffing enhancements. Also during this stage, Finance and Administrative Services completes an in-depth analysis of actual and projected fund balances, revenues, and expenditures. When completed, departments submit their budget requests to the Finance and Administrative Services Department along with performance measures which support budget requests and goals for the upcoming year.

City Manager Review Upon submission, the Finance and Administrative Services Department completes an analysis of the request. Budget meetings are held to allow departments to discuss their requests with the City Manager. Following the hearings, the City Manager reviews individual department requests, prioritizes the requests based upon the Strategic Plan and financial constraints, and prepares the approved budget for the City Council.

Review of the City Manager’s Approved Budget In early February, the City Manager submits his approved budget to the City Council and provides an overview of the financial status of the City. Following the submission of the approved budget by the City Manager, numerous budget reviews are scheduled, which allow departments to present information to the City Council on their budgets, allow citizens to provide input into development of the budget, and allow the City Council to ask for more information about various aspects of the approved budget prior to adoption.

Finalizing and Adopting the Operating Budget At the conclusion of all public hearings, the City Manager provides all follow-up information to the City Council, along with recommendations for changes from the original approved budget resulting from the public hearings. A final public hearing is held, as required by State law, and the City Council adopts the budget. Once adopted, the budget and related tax levy must be certified to the county auditor by March 15th. The county auditor then forwards the adopted budget to the State of Iowa.

Amending the Budget During the course of the fiscal year, situations arise where the budget, as approved by the City Council, is not sufficient to cover unanticipated costs. These include unexpected increases or decreases in expenses or revenues, award of new grant funding, carry over from prior years, or the addition of new programs. It should be noted that the amendment process does not allow for the increase of tax levies. The City of Sioux City, in accordance with State law, adopts a budget amendment each year to incorporate these changes, usually in the month of May. A required public hearing is held prior to adoption of the budget amendment.

xviii Budget Calendar

st By July 1 Staff responsible for overall preparation of the budget must discuss general policies relating to next year's budget in light of the City's financial plan.

By August 1st The Budget Officer prepares the instructions and budget estimate sheets and forwards them to the City departments. The instructions may properly include a policy statement to guide department heads in preparation of the estimates and detailed instructions for the completion of forms.

Aug 1st - Oct 7th The Budget Officer must prepare a statement of the debt service requirements for payment of principal and interest and fixed charges which the City must pay. An estimate must also be made of all revenues which the City will receive.

By December 27th The Budget Officer must review the budget estimates and prepare a summary statement for the coming fiscal year. If the expenditures exceed the revenues or conflict with the City financial plan, the City Manager will find it necessary to prune departmental requests or to suggest new revenue sources for the proposed budget.

th By January 26 The Council will receive the proposed budget.

By January 10th Staff will have a sufficient number of copies of the Program Budget and Capital Improvements Program available to meet the requests of taxpayers and organizations at the offices of the Mayor, City Clerk and City Library. Copies must also be available ten days before the public hearing, whichever is earlier.

th On February 27 Council to adopt a proposed budget and set the date for public hearing as required by law.

th By March 15 The Clerk shall certify the adopted budget and tax levy in duplicate to the county auditor who will send one copy to the director, Department of Management after calculating the tax rates.

st By May 31 The City budget shall be amended for the current fiscal year to allow time for a protest hearing to be held and a decision rendered before June 30th. The amendment of a budget after May 31st, which is properly appealed, but without adequate time for hearing and decision before June 30th, is void.

xix Personnel Changes

Full-Time Part-Time

Add Sub Add Sub Total Net

Changes Made During FY 2012

City Manager Administrative Secretary - - - 0.75 (0.75) (0.75)

Community Development - Administration Administrative Assistant - 1.00 - - (1.00) - Administrative Secretary 1.00 - - - 1.00 -

Finance/Admin Serv - City Clerk

Secretary - 1.00 - - (1.00) - Clerical Assistant 1.00 - - - 1.00 -

Transit - Operations Motor Coach Operator - 1.00 1.00 - - -

Total 2.00 3.00 1.00 0.75 (0.75) (0.75)

Improvement Requests Added

Utilities/Zenith Water Plant Operator In Training 1.00 - - - 1.00 1.00

Finance/Admin Services - Print Shop

Clerk - - 0.25 - 0.25 0.25

Total 1.00 - 0.25 - 1.25 1.25

Flat Tax Levy Changes

Library Library Page - - - 0.50 (0.50) (0.50)

Public Works-Field Services Field Services Specialist - 1.00 - - - (1.00)

Transit - Purchasing Accounting Clerk - 2.00 - - (2.00) - Buyer 1.00 - - - 1.00 - Clerical Assistant 1.00 - 0.63 - 1.63 - Clerk - - - 0.50 (0.50) 0.13

Total 2.00 3.00 0.63 1.00 (0.37) (1.37)

xx

Full-Time Part-Time

Add Sub Add Sub Total Net

Balance FY13 Budget

Art Center Accounting Clerk - - - 0.22 (0.22) (0.22)

Community Development Secretary - 1.00 0.50 - (0.50) (0.50)

EFD - Box Office EFAB Laborer - - - 0.32 (0.32) (0.32)

Finance/Admin Serv - Fiscal Management Budget and Financial Analyst - 1.00 0.95 - (0.05) (0.05)

Library Library Assistant - - - 0.24 (0.24) Library Service Associate - - - 0.25 (0.25) (0.49)

Museum - Welcome Center Laborer - - - 0.20 (0.20) (0.20)

Transit - Purchasing Custodian 1.00 - - - 1.00 - Stores Clerk - 2.00 - - (2.00) (1.00)

Total 1.00 4.00 1.45 1.23 (2.78) (2.78)

Net 6.00 10.00 3.33 2.98 (2.65) (3.65)

xxi

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

xxii TABLE OF CONTENTS

Page BUDGET SUMMARIES Organizational Chart 1 Schedule of City Officials 2 City of Sioux City Strategic Plan 3 City of Sioux City Fiscal Policy 14 Where the Money Comes From and Where it Goes 16 Where the Money Comes From and Where it Goes Graphic 17 Summary of Funds 18 Tax Levies 19 Property Tax Levies - All Overlapping Governments 20 Property Tax Levies - Graphic 21 Where Property Taxes Go 22 Sales Tax Allocations 23 Number of City Employees 24 Full-Time Personnel 25 Full-Time Personnel Changes 26 Part-Time Personnel Changes 27 Assessed and Taxable Valuations 28 Worksheet for Debt Capacity and Bonded Indebtedness 29 Financial Plan - Debt Capacity 30 City Indebtedness 32 Capital Improvements Projects FY13-FY17, by Revenue Source 34 Capital Improvements Projects FY13-FY17, by Department 54 Economic Indicators - Large Iowa Cities 66 Monthly Utility Charges 67 Fund Analysis - Airport Fund 68 Fund Analysis - Airport PFC Restricted Fund 70 Fund Analysis - Parking Fund 72 Fund Analysis - Sewer Utility Fund 74 Fund Analysis - Transit Fund 76 Fund Analysis - Water Utility Fund 78

OPERATING BUDGETS BY DEPARTMENT Airport 81 Art Center 95 City Council 105 City Manager 109 Community Development 113 Economic Development 133 Events Facilities Advisory Board (EFAB) 141 Finance and Administrative Services 165 Fire 193 Human Resources 219 Human Rights 227 Legal 231 Library 235 TABLE OF CONTENTS - CONTINUED

Page OPERATING BUDGETS BY DEPARTMENT - CONTINUED Museum 251 Police 261 Public Works 295 Purchasing/Fleet/Transit 351 Utilities 375 WCICC Communication Center 399 WCICC Information Center 403 City Council Organizational Chart

Citizens of Sioux City

City Council City Attorney

City Manager

Finance/ Human Fleet & Economic Public Events Police Fire Admin Service & Com Dev. Resources Transit Development Works Facility

Boards and Commissions

Administrative Advisory, Quasi-Judicial*, Building, Licensing, and Appeals^

Airport Board Art Center Board Board of Adjustments* Library Building and Housing Code Board^* Museum Civil Service Commission* Parking and Skywalk Board Cone Park Design & Construction Advisory Committee Effective Fiscal and Public Policy Enterprise Zone Commission Environmental Board Events Facilities Advisory Board Historic Preservation Committee Human Rights Commission* Parks and Recreation Board Planning and Zoning Commission Transit Board Yamanashi City Sister City Youth Commission

1 SCHEDULE OF CITY OFFICIALS May 1, 2012

Elected Officials Term Expires

Mayor Robert E. Scott January 1, 2016 Mayor Pro Tem John Fitch January 1, 2014 Council Member Thomas Padgett January 1, 2014 Council Member Keith Radig January 1, 2014 Council Member Rhonda Capron January 1, 2016

Council Appointed Officials Date of Appointment

City Manager Paul Eckert March 22, 2002 City Attorney Nicole Jensen-Harris October 3, 2011

City Manager and Board Appointed Officials Date of Appointment

Airport/Transit/Fleet Director Curt Miller November 1, 2004 Art Center Director Albert Harris March 25, 2002 Events Facilities Executive Director Aran Rush December 18, 2008 Economic Development Director Martin Dougherty September 13, 2006 Assistant City Manager Robert Padmore June 14, 2008 Fire Chief Tom Everett October 13, 2008 Human Rights Commission Director Karen Mackey March 22, 2004 Human Resources Director Bridey Hayes June 27, 2005 Library Director Betsy Thompson June 21, 1995 Museum Director Steve Hansen December 17, 2001 Police Chief Doug Young April 1, 2009 Public Works Director Jade Dundas September 13, 2010

2 City of Sioux City, Iowa

2010-2013 Strategic Plan

INTRODUCTION

The City of Sioux City 2010 – 2013 Strategic Plan is guided by the City Council’s vision and is organized under Strategic Vision Statements. Each Strategic Vision Statement contains key strategies which will outline the primary focus of the vision and various goals to be undertaken to achieve that vision.

STRATEGIC VISIONS

Quality of Life Vision We will position Sioux City as a preferred community through marketing initiatives and growing local pride in our City.

Health and Safety Vision We will enhance public health and safety by maximizing the utilization of technology, improved community engagement, and improved communications and facilities.

Infrastructure Vision We will invest in infrastructure to attract and retain business, spur residential growth and increase quality of life.

Progressive Leadership Vision We will use formal and informal methods to engage the Council, our employees, and our customers to promote enhanced organizational engagement and commitment to our shared vision.

Economic Opportunity Vision We will work with current business to create job growth and aggressively seek out opportunities to attract new economic growth.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

3 City of Sioux City, Iowa

2010-2013 Strategic Plan

SIOUX CITY MISSION STATEMENT AND VALUES

Our mission at the City of Sioux City is to create a dynamic and vital city by providing quality, cost-effective municipal services and by forming partnerships with citizens and organizations in the constant pursuit of excellence and problem-solving.

Citizens and Employees We value our citizens and coworkers as people who contribute ideas, energy, and commitment toward the betterment of the community. Employees are included in decision making at all levels and are treated with fairness and respect at all times. We believe good government depends on loyal employees.

Trust We maintain the highest level of integrity and honesty in all our actions. We believe truthfulness will create trust within the organization and public trust can be achieved and preserved by making government open and accessible to those we serve.

Balance We maintain proper equilibrium between responsive and responsible government services. We are sensitive to the diversity of those we serve.

Empowerment We create an environment in which our citizens and employees are encouraged to use their initiative and expertise in constructive problem-solving. We accept ownership and responsibility of decisions and celebrate the many accomplishments that such an environment creates.

Creativity We seek continuous improvements in City services by using our creativity and by engaging in prudent risk-taking.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

4 City of Sioux City, Iowa

2010-2013 Strategic Plan

QUALITY OF LIFE VISION

We will position Sioux City as a preferred community through marketing initiatives and growing local pride in our City. STRATEGIES

Increase the Vitality of our Neighborhoods and Commercial Corridors.

QL – 1 Improve the appearance of City neighborhoods, housing, and major corridors.

QL – 2 Establish goals for new housing development , existing housing and neighborhood revitalization.

QL – 3 Continue to find new methods to celebrate and embrace community diversity through our services and programs.

QL – 4 Implement Design Works Guidelines (a previously adopted development guideline for the downtown).

Respect, Recognize, and Promote Our Community’s Cultural and Entertainment Assets.

QL – 5 Market the City’s cultural, tourism and meeting facilities as destination points that serve the needs of our community and attract tourism.

QL – 6 Increase awareness of local cultural and entertainment opportunities through Sioux City marketing campaign.

QL – 7 Improve 21st century access to the Public Library’s services by targeting early childhood literacy, bridging the digital divide, developing partnerships, building and electronic enhancements.

Create and Expand Recreational Opportunities for our Community.

QL – 8 Seek funding for recreation facilities which serve the needs of the community and attract visitors from across the region.

QL – 9 Develop and implement a downtown destination park and trail system (Cone Park project).

QL – 10 Establish partnerships with external assets to expand youth and family recreation programs and activities.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

5 City of Sioux City, Iowa

2010-2013 Strategic Plan

QL – 11 Establish community partnerships with volunteers and other organizations to improve existing parks and/or facilities.

Create and Implement Sustainable Green Practices.

QL – 12 Implement alternatives which improve the City’s energy efficiency and enhance the community’s environment.

QL – 13 Promote green practices in new building construction.

QL – 14 Encourage the preservation and reuse of older or historic structures using environmentally sensitive practices.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

6 City of Sioux City, Iowa

2010-2013 Strategic Plan

HEALTH AND SAFETY VISION

We will enhance public health and safety by maximizing the utilization of technology, improve community engagement, and improve communications and facilities.

STRATEGIES

Maintain a High Quality Emergency Response System.

HS – 1 Improve the efficiency of Public Safety communication.

HS – 2 Obtain departmental accreditation through the Center for Public Safety Excellence.

HS – 3 Enhance current levels of services and equipment.

Educate and Involve the Public with all facets of Public Safety.

HS – 4 Provide enhanced animal adoption and rescue for the City of Sioux City through education, enforcement, and improved facilities.

HS – 5 Empower our diverse community by promoting citizen awareness and input through programs and services such as Volunteers in Police Service (VIPs), Police Youth Academy, Police and Fire Rescue Citizens Academies, Community Policing and Fire Safety Educational Outreach programs.

Foster a Community Environment where Citizens are Safe and Feel Safe.

HS – 6 Improve voluntary compliance to Sioux City’s minimum Building and Housing Code Standards through education, revised permitting process and inspections.

Citywide Healthcare Services.

HS – 7 Collaborate with healthcare providers to provide affordable and accessible healthcare facilities and services within the City.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

7 City of Sioux City, Iowa

2010-2013 Strategic Plan

HEALTH AND SAFETY VISION

We will enhance public health and safety by maximizing the utilization of technology, improve community engagement, and improve communications and facilities.

STRATEGIES

Maintain a High Quality Emergency Response System.

HS – 1 Improve the efficiency of Public Safety communication.

HS – 2 Obtain departmental accreditation through the Center for Public Safety Excellence.

HS – 3 Enhance current levels of services and equipment.

Educate and Involve the Public with all facets of Public Safety.

HS – 4 Provide enhanced animal adoption and rescue for the City of Sioux City through education, enforcement, and improved facilities.

HS – 5 Empower our diverse community by promoting citizen awareness and input through programs and services such as Volunteers in Police Service (VIPs), Police Youth Academy, Police and Fire Rescue Citizens Academies, Community Policing and Fire Safety Educational Outreach programs.

Foster a Community Environment where Citizens are Safe and Feel Safe.

HS – 6 Improve voluntary compliance to Sioux City’s minimum Building and Housing Code Standards through education, revised permitting process and inspections.

Citywide Healthcare Services.

HS – 7 Collaborate with healthcare providers to provide affordable and accessible healthcare facilities and services within the City.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

8 City of Sioux City, Iowa

2010-2013 Strategic Plan

INFRASTRUCTURE VISION

We will invest in infrastructure to attract and retain business, spur residential growth and increase quality of life.

STRATEGIES

Invest in New Infrastructure.

I – 1 Invest $70 million in infrastructure improvements in the Southbridge area to support long-term industrial growth.

I – 2 Increase transportation and infrastructure connections between South Dakota, Sioux City and Sioux Gateway Airport with $24 million in association with IDOT Utility Relocation Fund.

I – 3 Invest in north side residential development to include new paving, utilities, etc.

I - 4 Construct a new Fire Station #4 on the corner of Hamilton Blvd. and Stone Park Blvd. with a $3 million investment.

Renew our Existing Infrastructure, Facilities and Installations.

I – 5 Invest in the quality of the street system throughout the community through $40 million in community maintenance and reconstruction of current infrastructure.

I - 6 Establish separate fire administration headquarters to improve public identity and access.

I – 7 Improve water treatment capabilities through the rehabilitation of the Water Treatment Plant with a $3 million investment.

I – 8 Improve wastewater treatment capabilities through a $7 million continued rehabilitation of the Wastewater Treatment Plant to include Phase III.

I – 9 Continue to develop a partnership between Public Works and Public Safety to address concerns and implement safety-related improvements to our transportation system.

I – 10 Enhance or develop a preventative maintenance plan for all City owned buildings.

I – 11 Construct a new Combined Field Operations Building for $18 million (50% from outside sources).

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

9 City of Sioux City, Iowa

2010-2013 Strategic Plan

I – 12 Develop a plan to rehabilitate the Police Department headquarters to increase safety.

I – 13 Expand the Art Center by constructing a $3 million Learning Center utilizing 100% outside funding sources.

I – 14 Invest $1.6 million in the downtown Library refurbishment to most efficiently support learning and leisure enrichment for our residents.

Emphasize our Public Transportation Assets.

I – 15 Invest in improvements to provide our citizens with a modern, customer service friendly commercial airport.

I – 16 Commit to providing a public transit system to connect residents with affordable and accessible mobility regarding social, medical, educational, and economic purposes.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

10 City of Sioux City, Iowa

2010-2013 Strategic Plan PROGRESSIVE LEADERSHIP VISION

We will use formal and informal methods to engage the Council, our employees, and our customers to enhance organizational engagement and commitment to our shared vision.

STRATEGIES

Develop Strong Partnerships with our Residents, Visitor’s and Business Community.

PL – 1 Work toward 100% volunteer rate for employees and elected officials to be involved in community activities.

PL – 2 Develop new practices that will increase the level of customer service provided to all citizens.

PL – 3 Actively engage Boards and Commissions in the implementation of the Strategic Plan.

Serve our citizens through professional standards and continuous improvement.

PL – 4 Formalize financial policies which result in sound practices.

PL – 5 Develop long-term solutions that address financial limitations by analyzing current operations and proposing solutions that may include revenue enhancements, privatization of services and asset reduction.

PL – 6 Proactively represent the City of Sioux City in all legal matters in a professional manner.

PL – 7 City Leadership will effectively manage the organization and ensure maximum productivity from all employees through performance measurements.

PL – 8 City Leadership will work with employees, elected officials and our customers to provide oversight and accountability for implementing our shared vision and Strategic Plan through various initiatives.

Develop and a Administer Policies which Reflect and Respect our Citizens and Employees.

PL – 9 Promote anti-discrimination educational activities to all segments of our community.

PL – 10 Increase the diversity on all City Boards and Commissions to broadly represent the Sioux City community at-large.

PL – 11 Ensure compensation plan for non-bargaining unit positions is competitive with the market and internally equitable.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

11 City of Sioux City, Iowa

2010-2013 Strategic Plan

PL – 12 Implement the City of Sioux City Americans with Disabilities Act (ADA) Transition Plan.

PL – 13 Negotiate competitive labor contracts with all six bargaining units.

PL – 14 Continue to engage employees towards a workplace committed to effective communication, participation and involvement

PL – 15 Promote health and well-being of our employees and their families.

PL – 16 Increase diversity of our workforce.

ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

12 City of Sioux City, Iowa

2010-2013 Strategic Plan

ECONOMIC OPPORTUNITY VISION We will work with current businesses to create job growth and aggressively seek out opportunities to attract new economic growth.

STRATEGIES

Enhance Sioux City’s Standing as a Leading Iowa Business Destination.

EO – 1 Develop an aggressive business retention and expansion effort to assist existing businesses.

EO – 2 Attract, at a minimum, one major employer each year for the next 3 years, building on existing strengths.

EO – 3 Celebrate and promote the Southbridge development and build on the synergies for additional large-scale business projects to maximum benefit of infrastructure investment

EO – 4 Maximize opportunities in priority development areas, including the Outer Drive, the Yards, Expedition Business Park & Airport, Bridgeport, Southbridge, downtown areas, as well as key commercial corridors.

EO – 5 Develop solutions to fill underutilized commercial/residential space and redevelopment space in the downtown.

Grow a Vibrant and Balanced Economy.

EO – 6 Effectively communicate and market the City’s long-term vision for economic growth. communication and marketing initiatives.

EO – 7 Create opportunities for new housing development.

EO – 8 Partner with diverse businesses to promote the growth of Sioux City.

EO – 9 Initiate legislation that supports a positive business climate.

EO – 10 Complete ongoing strategic planning for economic growth for Sioux City.

City of Sioux City, Iowa ADOPTED NOVEMBER 1, 2010 REVISED JANUARY 2012

n 13 City of Sioux City, Iowa

Fiscal Policy

Financial projections and decisions are made within the guidelines of the following policy statements.

BALANCE RESPONSIBLE BUDGET - The budget will be balanced with a long-range perspective on what is good for the organization and community. No budget gimmickry will be used. One-shot revenue adjustments, surplus drawdowns or accounting adjustments will not be used to address financial shortages. The rewards of maintaining fiscal integrity in the face of budget stress far out weigh the consequences of inaction. To emphasize and facilitate long-range financial planning, the City will maintain current projections of revenues and expenditures for the succeeding five years.

MATCHING EXPENDITURE INCREASES WITH CONSERVATIVELY ESTIMATED REVENUE GROWTH - Ongoing expenditures will be funded with ongoing revenues. The City will continue to control cost growth, which has and will continue to expand at a faster rate than the City’s revenue growth.

CONSERVATIVE REVENUE ESTIMATES - Revenue estimates are based on historical trends, current position, and the economic forecasts. As a prudent policy, estimates will be conservative.

MAINTAIN THE INTEGRITY OF THE VARIOUS FUNDS - The City’s General Fund needs to be self- supporting, as do the various enterprises or special purpose funds. The objective is to have a budget, which does not borrow from one fund to feed another. Where fund transfers are made, they need to be based on logical financial policy and not for the sake of expedience.

MAINTAIN PROPER RESERVE AND REPLACEMENT FUNDS - Due to the uncertainty surrounding any business enterprise, prudent management maintains proper, but not excessive, reserve funds. It is also proper to keep replacement funds. The City will establish and maintain prudent reserves for all funds. The City will continue contributions for vehicle and equipment replacement. The City will maintain minimum Contingency Fund balances to support unanticipated costs and/or to meet agreed upon obligations with bargaining units or for emergencies.

PROVIDE APPROPRIATE FUNDING FOR CAPITAL IMPROVEMENTS AND INFRASTRUCTURE MAINTENANCE - In “balancing the budget,” appropriate funding and maintenance of capital projects needs to be prioritized with operating budget demands.

CAPITAL ACQUISITIONS - The City will coordinate the development of the capital improvement plan with development of the operating budget. To the extent possible, future-operating costs associated with new capital improvements will be projected and included in operating budget forecasts.

ENTERPRISE FUND FEES AND RATES - The City will set fees and rates at levels, which cover the total direct and indirect costs, including debt service. As funds become available, indirect costs will also include the costs of annual depreciation of capital assets.

SPECIAL BENEFIT FEES AND CHARGES - Recipients of services, which provide specific benefits to individuals, rather than the general public, will be responsible for payment of direct and indirect costs associated with the service provided. Every third year the City will recalculate the full cost of activities supported by user fees to identify the impact of inflation and other cost changes. During interim years, fees will be adjusted in accordance with the consumer price index or the change in the service center budget, whichever is more appropriate.

FINANCIAL REPORTING - The City will establish and maintain effective financial management systems for reporting annual financial results, and monitoring budgetary developments as they occur during the fiscal year.

DEBT FINANCING - The City will confine long-term borrowing to capital improvements or projects, which cannot be financed from current revenues. Projects financed by issuing bonds will be paid back within a period not to exceed the expected useful life of the project. Long-term debt will not be used for current

14 City of Sioux City, Iowa

Fiscal Policy

operations. The City will set a debt limitation, review it annually, and maintain its debt in compliance with the limitation.

MATCHING EXPENDITURES & FEES - As a basic accounting principle, expenditures incurred and revenues generated will be matched. Matching and reporting expenses and resultant generated revenues will emphasize cause and effect associations.

FULL SERVICE COSTING - To the extent administratively feasible, full cost accounting, providing the cost of direct services, will be presented. Breaking out and charging support service and administrative overhead costs will be utilized.

FINANCIAL REPORTING - The City’s financial informational infrastructure will conform to and be classified according to Generally Accepted Accounting Principles (GAAP) for fund accounting. The audit, budget, financial reports, and interim financial reports will all conform to this standard format.

15 WHERE THE MONEY COMES FROM AND WHERE IT GOES

FY 2011-2012 FY 2012-2013 APPROVED APPROVED BEGINNING BALANCE $ 35,507,887 $ 37,751,199

RECEIPTS Taxes 63,030,158 64,365,512 Regulatory Fees 4,913,717 4,467,635 Charges for Services 73,978,029 74,653,447 Intergovernmental Revenue 40,875,116 28,366,661 Use of Money and Property 7,182,042 7,271,428 Miscellaneous Revenues 5,263,899 5,352,357 Assessments 227,230 212,022 Other Financing Sources 64,235,540 74,295,698 TOTAL RECEIPTS 259,705,731 258,984,760

TOTAL RESOURCES FOR EXPENDITURES $ 295,213,618 $ 296,735,959

EXPENDITURES Public Safety 34,758,118 35,071,398 Public Works 13,559,599 14,479,478 Culture and Recreation 15,708,748 15,794,161 Community and Economic Development 10,036,251 9,707,238 General Government 36,402,135 35,171,827 Debt Service 35,045,698 38,882,705 Capital Projects 47,269,883 38,546,674 Business Type Activities 20,435,561 23,204,307 Transfer Out 51,903,849 51,069,132 TOTAL EXPENDITURES 265,119,842 261,926,920

ENDING BALANCE $ 30,093,776 $ 34,809,039

16 WHERE THE MONEY COMES FROM $80,000,000 $80,000,000 $70,000,000 $70,000,000 $60,000,000 $60,000,000 $50,000,000 $50,000,000 $40,000,000 $40,000,000 $30,000,000 $20,000,000 $30,000,000 $10,000,000 $- $20,000,000 Taxes Regulatory Regulatory Fees Charges Intergovernmental Use Money of Miscellaneous

$10,000,000 Assessments Other Sources

Taxes Miscellaneous Assessments Charges Other Sources Regulatory Fees Use Moneyof $- Intergovernmental

WHERE THE MONEY GOES

$40,000,000 $60,000,000 $35,000,000 $50,000,000 $30,000,000 $25,000,000 $40,000,000 $20,000,000 $15,000,000 $30,000,000 $10,000,000 $5,000,000$20,000,000 $- Public Safety Public Public Works

$10,000,000 Culture & Rec CD & ED General General Gov't Debt Service Capital Business Business Type Public Safety Public Works CD & ED Capital Business Type Transfer Out General Gov't Debt Service $- Culture & Rec

17 SUMMARY OF FUNDS FY 2013 APPROVED BUDGET Beginning Total Fund Name Balance Tax $s/1,000 Other Revenue Total Revenue Transfer In Total Resources Expenditures Transfer Out Disbursements End Balance General 101 General Fund 8,292,411 20,262,701 8.73493 13,915,878 34,178,579 17,137,546 59,608,536 47,291,236 4,024,889 51,316,125 8,292,411 102 CC Maint Levy - 312,942 0.13500 - 312,942 - 312,942 - 312,942 312,942 - 103 CC Lease Levy - 365,560 0.15770 - 365,560 - 365,560 - 365,560 365,560 - 121 Accrued Salaries 600,000 - - - - 200,000 800,000 - - - 800,000 122 Eng/Prop - - - 2,307,146 2,307,146 184,904 2,492,050 2,273,693 218,357 2,492,050 - 123 Library Restricted 350,000 - - - - - 350,000 41,463 - 41,463 308,537 Special Revenue 201 Emergency - 625,885 0.27000 - 625,885 - 625,885 - 625,885 625,885 - 203 Main St SSMID - 119,773 - - 119,773 187,227 307,000 307,000 - 307,000 - 204 Employee Benefits (86,536) 7,259,421 3.13164 - 7,259,421 - 7,172,885 593,520 6,579,365 7,172,885 - 205 Transit System - - - 3,717,560 3,717,560 787,173 4,504,733 4,382,246 122,487 4,504,733 - 211 City Sales Tax - - - 11,140,000 11,140,000 - 11,140,000 - 11,140,000 11,140,000 - 212 Sales Tax Economic Dev. (193,169) - - - - 1,114,000 920,831 - 920,831 920,831 - 220 Storm Water 246,746 - - 1,388,510 1,388,510 - 1,635,256 55,800 1,409,304 1,465,104 170,152 221 CCAT Operations (518,333) - - 6,698,810 6,698,810 1,463,141 7,643,618 8,157,886 - 8,157,886 (514,268) 230 Road Use Tax - - - 8,053,507 8,053,507 972,758 9,026,265 8,972,940 53,325 9,026,265 - 242 Voucher Sec 8 7,549 - - 5,092,879 5,092,879 - 5,100,428 5,077,428 23,000 5,100,428 - 246 Voucher Sec 8 - - - 98,356 98,356 - 98,356 83,356 - 83,356 15,000 250 VASH Program - - - 1,800,510 1,800,510 - 1,800,510 1,800,510 - 1,800,510 - 251 UDAG 393,670 - - - - - 393,670 - 8,584 8,584 385,086 252 Emergency Shelter Grant - - - 84,173 84,173 - 84,173 84,173 - 84,173 - 255 Home Program - - - 484,857 484,857 - 484,857 484,857 - 484,857 - 256 Continuum of Care Grant - - - 176,233 176,233 - 176,233 176,233 - 176,233 - Capital 301 Misc Improvements (5,435,699) - - 22,812,505 22,812,505 9,333,893 26,710,699 26,144,500 566,199 26,710,699 - 302 Urban Renewal Admin 99,644 - - 25,191 25,191 1,018,000 1,142,835 886,955 255,880 1,142,835 - Debt Service 401 Debt Service 3,447,312 9,271,358 3.56041 - 9,271,358 14,202,006 26,920,676 25,596,403 114,542 25,710,945 1,209,731 421 Highland Tax Increment 204,416 - - - - - 204,416 - 3,050 3,050 201,366 422 CBD Tax Increment (1,577,119) 4,002,932 - - 4,002,932 - 2,425,813 204,680 3,785,616 3,990,296 (1,564,483) 423 Floyd Valley Tax Increment 374,864 1,349,940 - - 1,349,940 - 1,724,804 (66,651) 1,511,408 1,444,757 280,047 424 Donner Tax Increment 2,911,380 3,630,000 - - 3,630,000 - 6,541,380 673,000 5,831,675 6,504,675 36,705 426 Teton Tax Increment 456,452 1,625,000 - - 1,625,000 300,000 2,381,452 - 1,872,013 1,872,013 509,439 427 Hoeven Tax Increment 341,865 250,000 - - 250,000 - 591,865 - 476,047 476,047 115,818 460 Special Assessments - - - 22,800 22,800 - 22,800 - 61,423 61,423 (38,623) Enterprise 501 Skyway Operations - - - 459,028 459,028 - 459,028 459,028 - 459,028 - 510 Water Fund 3,800,523 - - 13,432,052 13,432,052 1,181,802 18,414,377 12,666,905 4,853,186 17,520,091 894,286 519 Water Improvements - - - 1,435,000 1,435,000 485,000 1,920,000 1,920,000 - 1,920,000 - 520 Sewer Fund 10,728,068 - - 19,128,384 19,128,384 - 29,856,452 15,139,600 4,125,472 19,265,072 10,591,380 529 Sewer Improvements - - - 6,600,000 6,600,000 300,000 6,900,000 6,900,000 - 6,900,000 - 530 Solid Waste Fund 630,867 - - 4,454,560 4,454,560 36,408 5,121,835 4,646,981 123,642 4,770,623 351,212 531 Solid Waste Restricted 1,660,663 - - - - - 1,660,663 - 5,000 5,000 1,655,663 540 Parking System 118,429 - - 1,406,660 1,406,660 62,000 1,587,089 908,216 604,517 1,512,733 74,356 549 Parking Improvements - - - 484,174 484,174 90,000 574,174 574,174 - 574,174 - 550 Airport System 1,073,534 - - 1,881,103 1,881,103 621,302 3,575,939 2,303,760 341,314 2,645,074 930,865 551 Airport Restricted (823,534) - - 120,000 120,000 - (703,534) - 92,379 92,379 (795,913) 559 Airport System Improvements - - - 2,625,000 2,625,000 - 2,625,000 2,625,000 - 2,625,000 - Internal Service - 601 Central Maint Garage 82,876 - - 8,428,198 8,428,198 - 8,511,074 8,476,484 19,930 8,496,414 14,660 605 Comprehensive Insurance 2,690,528 - - 1,782,300 1,782,300 - 4,472,828 2,277,707 - 2,277,707 2,195,121 609 CMG Equipment Replacement 700,611 - - 2,674,703 2,674,703 - 3,375,314 863,167 621,310 1,484,477 1,890,837 610 Health Insurance 6,201,954 - - 13,395,500 13,395,500 - 19,597,454 13,780,761 - 13,780,761 5,816,693 Trust 705 Cemetery Perpetual Care 971,227 - - 11,734 11,734 - 982,961 - - - 982,961 721 Revolving Fund - - - 16,000 16,000 - 16,000 16,000 - 16,000 - 722 WCICC/Info Center - - - 1,954,971 1,954,971 - 1,954,971 1,954,971 - 1,954,971 - 723 WCICC/Comm Center - - - 731,834 731,834 1,391,972 2,123,806 2,123,806 - 2,123,806 -

Total 37,751,199 49,075,512 15.98968 158,840,116 207,915,628 51,069,132 296,735,959 210,857,788 51,069,132 261,926,920 34,809,039

18 TAX LEVIES The approved total tax levy for FY 2013 is projected to decrease 4.02% from FY 2012 rate. Due to changes to State mandated rollback factor, taxes on the typical residence will increase by $7. Taxes on Commercial and Industrial properties will show a slight decrease of $67 per $100,000 of valuation.

FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 Fund Approved Approved Approved Approved $1,000 $ per Th $1,000 $ per Th $1,000 $ per Th $1,000 $ per Th General** 17,863 8.67 18,108 8.47 18,538 8.41 19,461 8.39

Emergency 555 0.27 577 0.27 595 0.27 626 0.27

Auditorium 278 0.14 289 0.14 297 0.14 313 0.14

Civic Center 447 0.22 288 0.13 322 0.15 366 0.16

Transit 844 0.41 774 0.36 724 0.33 787 0.34

Empl Benefits 8,179 3.98 8,248 3.86 7,891 3.58 7,259 3.13

Debt Service 10 4.16 9,815 4.07 9,357 3.78 9,271 3.56

Total 28,176 17.85 38,099 17.30 37,724 16.66 38,083 15.99

Tax Base ($1,000) 2,056,046 2,136,515 2,202,767 2,318,090

TYPICAL RESIDENCE 98,750 98,750 98,750 98,750 Rollback Factor 45.59% 46.91% 48.53% 50.75% Taxable Value*** 40,170 41,474 43,073 45,266 Estimated City Taxes $717 $717 $717 $724

Increase (Decrease) in City Taxes ($7) $0 $0 $7

TYPICAL BUSINESS 100,000 100,000 100,000 100,000 Rollback Factor 100.00% 100.00% 100.00% 100.00% Taxable Value 100,000 100,000 100,000 100,000 Estimated City Taxes $1,785 $1,730 $1,666 $1,599

Increase (Decrease) in City Taxes ($81) ($55) ($64) ($67)

** Includes Symphony, Band and Insurance levies in addition to $8.10 General fund Levy. *** Taxable Value = (Percent Rollback * Assessed Value) - Homestead Exemption $4,850.

19 PROPERTY TAX LEVIES All Overlapping Governments

Fiscal Year City School County W.I.T. Assessor Ag Ext State Total 1996 15.02389 16.73017 6.86079 0.53795 0.30328 0.06610 0.00500 39.52718 1997 14.97059 14.60141 6.82155 0.53266 0.29212 0.06620 0.00500 37.28953 1998 15.30439 15.21554 6.64317 0.60796 0.41087 0.06487 0.00500 38.25180 1999 13.98384 14.99384 6.11533 0.59515 0.46362 0.05982 0.00500 36.21660 2000 13.94690 13.64809 6.27007 0.55951 0.52601 0.05807 0.00500 35.01365 2001 14.40724 14.69557 6.31704 0.60985 0.53943 0.05698 0.00500 36.63111 2002 14.40683 14.43527 6.86754 0.62121 0.45003 0.05432 0.00500 36.84020 2003 16.00121 15.77004 6.92037 0.94432 0.52006 0.05407 0.00400 40.21407 2004 16.43302 16.15094 7.10894 0.54141 0.58235 0.05262 0.00400 40.87328 2005 17.78712 17.01647 7.65983 0.57204 0.43134 0.05442 0.00400 43.52522 2006 17.97073 17.49975 7.69141 0.69873 0.42649 0.05377 0.00400 44.34488 2007 18.25452 16.76848 7.77784 0.70282 0.48714 0.05134 0.00400 44.04614 2008 18.47293 17.51915 8.00383 0.73555 0.48519 0.12472 0.00350 45.34487 2009 18.71217 17.76214 7.95215 0.82762 0.48519 0.13117 0.00350 45.87394 2010 17.85116 17.61048 7.93277 0.82137 0.49164 0.13340 0.00300 44.84382 2011 17.30037 17.75511 7.98491 0.81778 0.44205 0.12907 0.00340 44.43269 2012 16.65736 17.11553 7.73783 0.77869 0.42863 0.12498 0.00320 42.84622

Note: The tax rates shown here are the certified tax rates for each jurisdiction.

APPORTIONMENT OF PROPERTY TAXES

Fiscal Year City School County W.I.T. Assessor Ag Ext State Total 1996 38.01% 42.33% 17.36% 1.36% 0.77% 0.17% 0.01% 100.00% 1997 40.15% 39.16% 18.29% 1.43% 0.78% 0.18% 0.01% 100.00% 1998 40.01% 39.78% 17.37% 1.59% 1.07% 0.17% 0.01% 100.00% 1999 38.61% 41.40% 16.89% 1.64% 1.28% 0.17% 0.01% 100.00% 2000 39.83% 38.98% 17.91% 1.60% 1.50% 0.17% 0.01% 100.00% 2001 39.33% 40.12% 17.25% 1.66% 1.47% 0.16% 0.01% 100.00% 2002 39.11% 39.18% 18.64% 1.69% 1.22% 0.15% 0.01% 100.00% 2003 39.79% 39.22% 17.21% 2.35% 1.29% 0.13% 0.01% 100.00% 2004 40.20% 39.51% 17.39% 1.32% 1.42% 0.13% 0.01% 100.00% 2005 40.87% 39.10% 17.60% 1.31% 0.99% 0.13% 0.01% 100.00% 2006 40.52% 39.46% 17.34% 1.58% 0.96% 0.12% 0.01% 100.00% 2007 41.44% 38.07% 17.66% 1.60% 1.11% 0.12% 0.01% 100.00% 2008 40.74% 38.64% 17.65% 1.62% 1.07% 0.28% 0.01% 100.00% 2009 40.79% 38.72% 17.33% 1.80% 1.06% 0.29% 0.01% 100.00% 2010 39.81% 39.27% 17.69% 1.83% 1.10% 0.30% 0.01% 100.00% 2011 38.94% 39.96% 17.97% 1.84% 0.99% 0.29% 0.01% 100.00% 2012 38.88% 39.95% 18.06% 1.82% 1.00% 0.29% 0.01% 100.00%

20 Apportionment of Property Taxes

Ag Ext Assessor 0.29% 1.00% W.I.T. 1.82% State 0.01%

County 18.06%

City 38.88%

School 39.95%

21 WHERE PROPERTY TAXES GO FY 2012-2013 Approved Budget Total Property Taxes $38,097,867

The approved property tax levy rate is $15.99, a 4.01% reduction. The taxes on commercial and industrial would show a decrease of $67 per $100,000 of valuation. Changes in the State mandated rollback, 50.7518% for FY 2013 and 48.53% in FY 2012, will cause residential taxes to increase $7 on a typical residence of $98,750.

Art Ctr & Museum & Transportation Symphony 3% 3% Recreation 7% Community Development 2% Public Works 0% Debt Service 17% Environmental Services 1%

Events Facilities 3%

Public Safety Library 59% 5%

Property Tax Property Tax % % Total % Total Dollars Dollars Increase Taxes Taxes FY12 Approved FY13 Approved (Decrease) FY12 FY13 Art Ctr & Museum & Symphony $ 1,033,580 $ 1,057,193 2.3% 2.74% 2.77% Community Development 807,246 806,109 -0.1% 2.14% 2.12% Debt Service 6,954,548 6,580,842 -5.4% 18.4% 17.3% Environmental Services 515,145 434,754 -15.6% 1.37% 1.14% Events Facilities 903,041 1,070,012 18.5% 2.39% 2.81% Library 1,827,709 1,956,061 7.0% 4.84% 5.13% Public Safety 22,335,221 22,564,415 1.0% 59.21% 59.23% Public Works 5,807 1,359 -76.6% 0.02% 0.00% Recreation 2,463,736 2,682,687 8.9% 6.53% 7.04% Transportation 877,763 944,437 7.6% 2.33% 2.48% TOTAL $ 37,723,796 $ 38,097,867 1.0% 100.0% 100.0%

22 SALES TAX ALLOCATIONS In FY 2012-2013 Approved Budget

The Local Option Sales Tax approved by referendum in 1986 has enabled the City to reduce the property tax rate, reduce borrowing for maintenance of infrastructure and provide for new city facilities and economic development. The allocations shown reflect the approved Capital Improvements Plan.

FY 2011-2012 FY 2012-2013 $40,000 $11,100,000

$11,140,000

60% 20% 10% 10% Property Tax Infrastructure City Facilities Economic Reduction Projects Projects Development $6,684,000 $2,228,000 $1,114,000 $1,114,000

PROPERTY TAX REDUCTION General Fund Tax Reduction $6,684,000 $6,684,000

INFRASTRUCTURE PROJECTS Resurfacing Annual 1,038,000 Infrastructure Reconstruction 880,000 Annual School Assistance - Infrastructure 200,000 Annual Bridge Repair 110,000 2,228,000

CITY FACILITIES PROJECTS City Hall Building Debt Service 21,026 EFAB Remodeling 61,000 6th & Douglas Library Lot Resurfacing 90,000 Maintenance on City Buildings 741,974 City-Wide Roof Maintenance 60,000 Repair City Buildings 140,000 1,114,000

ECONOMIC DEVELOPMENT Tourism Bureau 146,674 Welcome Center 164,157 Convention Center 550,000 Economic Development Reserve 193,169 Siouxland Initiative $60,000 $1,114,000

23 Number of City Employees Part-time Full-Time and Seasonal Total Year Positions Positions FTE Positions FY77 921 97 1018 FY97 746 113 859 FY98 754 119 873 FY99 749 122 871 FY00 748 117 865 FY01 748 114 862 FY02 743 109 852 FY03 734 108 842 FY04 716 107 823 FY05 710 109 819 FY06 672 110 782 FY07 669 111 780 FY08 670 111 781 FY09 663 114 777 FY10 655 120 775 FY11 650 121 771 FY12 658 126 784 FY13 654 126 780 Net Since 1977 -238

1,050

1,000

950

900

850

800

750

700

650

600

24 FULL-TIME PERSONNEL FY 2012-2013 Approved Budget

DEPARTMENT FY07 FY08 FY09 FY10 FY11 FY12 FY13 Change

City Manager 3.0 3.0 3.0 3.0 3.0 2.0 2.0 Economic Development 4.0 4.0 4.0 4.0 4.0 4.0 4.0 Finance/Administrative Services 45.0 46.0 46.0 45.0 44.0 43.0 42.0 Human Resources 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Legal 7.0 7.0 7.0 7.0 7.0 7.0 7.0 Total Administration 62.0 63.0 63.0 62.0 61.0 59.0 58.0 (1.0)

Comm Development 42.0 44.0 44.0 43.0 41.0 39.0 38.0 Utilities 13.0 13.0 12.0 12.0 12.0 38.0 39.0 Public Works 153.0 151.0 149.0 148.0 148.0 144.0 143.0 Fire 117.0 116.0 116.0 116.0 116.0 115.0 115.0 Police 152.0 152.0 150.0 150.0 150.0 148.0 148.0 Total Direct Operations 477.0 476.0 471.0 469.0 467.0 484.0 483.0 (1.0)

Airport 16.0 16.0 16.0 14.0 13.0 13.0 13.0 Art Center 8.0 7.0 8.0 8.0 8.0 6.0 6.0 Events Facilities 26.0 26.0 23.0 23.0 23.0 21.0 21.0 Human Rights 2.0 2.0 2.0 2.0 2.0 1.0 1.0 Library 24.0 24.0 24.0 23.0 23.0 23.0 23.0 Museum 6.0 6.0 6.0 6.0 5.0 5.0 5.0 Transit 48.0 50.0 50.0 48.0 48.0 46.0 44.0 Total Boards and Commissions 130.0 131.0 129.0 124.0 122.0 115.0 113.0 (2.0)

Grand Total City Employees 669.0 670.0 663.0 655.0 650.0 658.0 654.0 (4.0)

Employees under 28E Agreement with Woodbury County Jurisdiction FY07 FY08 FY09 FY10 FY11 FY12 FY13 Change WCICC - City 21.5 21.5 21.5 21.5 21.0 21.0 21.0 WCICC - Other Jurisdictions 16.5 16.5 16.5 16.5 16.0 16.0 16.0 Total WCICC 38.0 38.0 38.0 38.0 37.0 37.0 37.0 0.0

25 FULL-TIME PERSONNEL CHANGES FY 2013 Approved Budget

Department Adds Deletions

Community Development Administrative Secretary Administrative Assistant Secretary

Finance/Admin Services Clerical Assistant Secretary Budget and Financial Analyst

Transit Clerical Assistant 2 Accounting Clerks Buyer Motor Coach Operator Custodian 2 Stores Clerks

Public Works Field Services Specialist

Utilities Operator In-Training

Totals 6 10 Net -4

26 PART-TIME PERSONNEL CHANGES FY 2013 Approved Budget

Department Adds Deletions

Art Center .22 Accounting Clerk

City Manager .75 Administrative Secretary

Community Development .5 Secretary

EFD .32 EFAB Laborer

Finance/Admin Services .25 Clerk .95 Budget and Financial Analyst

Library .24 Library Assistant .5 Library Page .25 Library Service Associate

Museum .2 Laborer

Transit 1 Motor Coach Operators .5 Clerk .63 Clerical Assistant

Totals 3.33 2.98 Net 0.35

27 ASSESSED AND TAXABLE VALUATIONS

Job Certificates Sioux City Sioux City Assessment Fiscal Assessed Taxable Increment Increment Year Year Value Value Value Value 1998 1999/00 $ 2,714,025,302 $ 1,667,252,646 $ 252,081,578 $ 9,976,900 1999 2000/01 2,796,185,833 1,701,564,033 325,851,836 9,575,544 2000 2001/02 2,888,264,905 1,791,096,453 281,087,631 1,340,800 2001 2002/03 3,074,044,828 1,794,740,971 294,542,688 1,568,154 2002 2003/04 3,110,454,871 1,867,352,055 263,585,157 1,568,154 2003 2004/05 3,163,918,615 1,863,171,716 260,998,298 1,050,383 2004 2005/06 3,224,114,339 1,911,069,060 235,928,786 1,050,338 2005 2006/07 3,403,676,775 1,954,409,502 236,628,264 1,050,338 2006 2007/08 3,450,317,895 1,974,637,679 248,609,746 - 2007 2008/09 3,588,859,887 2,003,308,335 304,148,709 - 2008 2009/10 3,640,134,430 2,056,046,120 313,768,013 - 2009 2010/11 3,705,749,141 2,136,515,423 277,120,616 - 2010 2011/12 3,788,878,450 2,202,766,776 269,627,933 - 2011 2012/13 $ 3,852,268,301 $ 2,318,091,866 $ 285,921,421 $ -

Percent Increase Over Prior Year

10%

9%

8%

7%

6% Assessed Taxable

5%

4%

3%

2%

0%

-1%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Assessment Year

Assessed Value includes ag land ($8,367,600) and increment values. Taxable Value represents rolled back Assessed Value minus ag land and increment value. Taxable Value is also known as the tax base. Increment value represents value sequestered by the City of Sioux City and Western Iowa Tech Community College to fund tax increment debt. Increment values are included in the taxable value used by all jurisdictions for debt service levies.

28 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvements Program Approved

WORKSHEET FOR DEBT CAPACITY AND BONDED INDEBTEDNESS

DEBT CAPACITY TAXABLE ASSESSED (5% OF ASSESSED FISCAL YEAR JANUARY 1 Value* VALUE VALUE) FY 96 1994 $ 1,570,508,599 $ 1,989,442,647 $ 99,472,132 FY 97 1995 1,589,631,445 2,212,260,525 110,613,026 FY 98 1996 1,636,085,172 2,251,082,220 112,554,111 FY 99 1997 1,874,173,362 2,693,466,782 134,673,339 FY 00 1998 1,929,311,124 2,714,025,302 135,701,265 FY 01 1999 1,971,855,130 2,796,185,833 139,809,292 FY 02 2000 2,073,524,884 2,888,264,905 144,413,245 FY 03 2001 2,090,851,813 3,074,044,828 153,702,241 FY 04 2002 2,132,505,366 3,110,454,871 155,522,744 FY 05 2003 2,124,170,014 3,163,918,615 158,195,931 FY 06 2004 2,148,048,184 3,224,114,336 161,205,717 FY 07 2005 2,192,088,104 3,403,676,775 170,183,839 FY 08 2006 2,223,247,425 3,450,664,855 172,533,243 FY 09 2007 2,307,457,044 3,588,859,887 179,442,994 FY 10 2008 2,369,814,133 3,636,673,033 181,833,652 FY 11 2009 2,413,636,039 3,705,749,141 185,287,457 FY 12 2010 2,472,394,709 3,788,878,450 189,443,923 FY 13 2011 2,604,013,287 3,852,268,301 192,613,415 FY 14 Est 2012 Est 2,643,073,486 3,929,313,667 196,465,683 FY 15 Est 2013 Est 2,682,719,589 4,007,899,940 200,394,997 FY 16 Est 2014 Est 2,722,960,382 4,088,057,939 204,402,897 FY 17 Est 2015 Est $ 2,763,804,788 $ 4,169,819,098 $ 208,490,955

Note: Assumes a 1.5% annual increase in Taxable and a 2% increase in Assessed Valuation. * Taxable Value does not include Ag Land Values. ** FY 1996 forward includes Tax Increment Valuations for debt service.

29 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvements Program Approved

FINANCIAL PLAN DEBT CAPACITY ESTIMATED PROJECTION **

PERCENT OF FISCAL DEBT OUTSTANDING DEBT CAPACITY UNUSED YEAR CAPACITY* JULY 1 ** JULY 1 ** DEBT CAPACITY FY 96 $ 99,472,132 $ 78,349,401 78.8% $ 21,122,731 21.2% FY 97 110,613,026 78,529,722 71.0% 32,083,304 29.0% FY 98 112,554,111 78,935,000 70.1% 33,619,111 29.9% FY 99 134,673,339 77,740,000 57.7% 56,933,339 42.3% FY 00 135,701,265 77,210,000 56.9% 58,491,265 43.1% FY 01 139,809,292 76,395,000 54.6% 63,414,292 45.4% FY 02 144,413,245 79,305,000 54.9% 65,108,245 45.1% FY 03 153,702,241 84,995,000 55.3% 68,707,241 44.7% FY 04 155,522,744 99,565,000 64.0% 55,957,744 36.0% FY 05 158,195,931 99,275,000 62.8% 58,920,931 37.2% FY 06 161,205,717 103,895,000 64.4% 57,310,717 35.6% FY 07 170,183,839 104,650,771 61.5% 65,533,068 38.5% FY 08 172,533,243 94,125,000 54.6% 78,408,243 45.4% FY 09 179,442,994 101,805,417 56.7% 77,637,577 43.3% FY 10 181,833,652 99,960,000 55.0% 81,873,652 45.0% FY 11 185,287,457 99,955,417 53.9% 85,332,040 46.1% FY 12 Est 189,443,923 111,666,706 58.9% 77,777,217 41.1% FY 13 Est 192,613,415 108,918,353 56.5% 83,695,062 43.5% FY 14 Est 196,465,683 106,523,747 54.2% 89,941,936 45.8% FY 15 Est 200,394,997 116,546,745 58.2% 83,848,252 41.8% FY 16 Est 204,402,897 118,378,371 57.9% 86,024,526 42.1% FY 17 Est $ 208,490,955 $ 123,736,077 59.3% $ 84,754,877 40.7%

Note: Debt capacity shown at start of fiscal year. * Assumes a 2% annual increase after FY 2012. ** Debt capacity projections based on assumptions for five year plan.

30 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvements Program Approved

FINANCIAL PLAN DEBT CAPACITY ESTIMATED PROJECTION **

UNUSED DEBT CAPACITY PERCENT OF BOND ISSUE PRINCIPAL AFTER BOND ISSUE OUTSTANDING DEBT CAPACITY AND NOTES PAYMENTS AND PRINCIPAL PMTS. JUNE 30 ** JUNE 30 $ 12,505,000 $ 12,324,679 $ 20,942,410 21.1% $ 78,529,722 78.9% 11,195,000 10,789,722 31,678,026 28.6% 78,935,000 71.4% 14,625,000 15,820,000 34,814,111 30.9% 77,740,000 69.1% 9,975,000 10,505,000 57,463,339 42.7% 77,210,000 57.3% 10,000,000 10,815,000 59,306,265 43.7% 76,395,000 56.3% 20,370,000 17,460,000 60,504,292 43.3% 79,305,000 56.7% 23,605,000 17,915,000 59,418,245 41.1% 84,995,000 58.9% 31,720,000 17,150,000 54,137,241 35.2% 99,565,000 64.8% 15,920,000 16,210,000 56,247,744 36.2% 99,275,000 63.8% 23,915,000 19,295,000 54,300,931 34.3% 103,895,000 65.7% 19,165,771 18,410,000 56,554,946 35.1% 104,650,771 64.9% 8,780,000 19,305,771 76,058,839 44.7% 94,125,000 55.3% 38,340,000 30,659,583 70,727,826 41.0% 101,805,417 59.0% 23,625,000 25,470,417 79,482,994 44.3% 99,960,000 55.7% 26,035,000 20,764,583 76,603,235 42.1% 105,230,417 57.9% 23,425,000 16,997,063 78,904,103 42.6% 106,383,354 57.4% 14,895,000 17,643,353 80,525,570 42.5% 108,918,353 57.5% 16,774,894 19,169,500 86,089,668 44.7% 106,523,747 55.3% 31,003,404 20,980,406 79,918,939 40.7% 116,546,745 59.3% 21,863,956 20,032,330 82,016,626 40.9% 118,378,371 59.1% 25,005,596 19,647,889 80,666,820 39.5% 123,736,077 60.5% $ - $ 20,636,692 $ 105,391,569 50.5% 103,099,386 49.5%

31 CITY INDEBTEDNESS as of January 1, 2012

Final Outstanding Prj # Interest Issue Date Type Original Amount Maturity Principal 911142 3.5% - 3.62% Dec-03 Corporate Purpose $ 6,315,000 2014 1,890,000 911143 3% - 3.5% Dec-03 Corporate Purpose $ 6,085,000 2015 1,800,000 911144 3.5% - 4% Dec-04 Corporate Purpose $ 5,140,000 2015 2,050,000 911146 3.13% - 3.63% Dec-04 Corporate Purpose $ 14,755,000 2015 5,900,000 911147 4% - 4.13% Dec-05 Corporate Purpose $ 4,330,000 2016 2,155,000 911149 3.5% - 4% Dec-05 Corporate Purpose $ 12,990,000 2016 6,490,000 911150 4% - 4.13% Dec-05 Corporate Purpose (Taxable) $ 1,830,000 2016 905,000 911151 4% Dec-06 Corporate Purpose $ 8,755,000 2017 5,250,000 911152 4% Dec-07 Corporate Purpose $ 9,385,000 2018 6,565,000 911153 4% Dec-07 Corporate Purpose $ 4,525,000 2018 3,160,000 911154 5% Dec-07 Corporate Purpose (Taxable) $ 10,990,000 2018 7,690,000 911156 3.25% Apr-08 Refunding $ 13,440,000 2013 3,235,000 911158 3% - 5% Apr-09 Corporate Purpose $ 9,435,000 2021 8,285,000 911159 2% - 4% Apr-09 Corporate Purpose $ 5,550,000 2021 4,850,000 911160 2.25% - 2.5% Apr-09 Corporate Purpose (Taxable) $ 1,310,000 2012 435,000 911161 1.55% - 2.5% Apr-09 Refunding $ 7,330,000 2014 4,295,000 911162 3% - 3.38% Apr-10 Corporate Purpose $ 13,750,000 2022 12,600,000 911163 2% - 4% Apr-10 Corporate Purpose UR) $ 5,625,000 2022 5,155,000 911164 1% - 4.35% Apr-10 Corporate Purpose (Taxable) $ 2,080,000 2020 1,870,000 911165 2% - 3% Apr-10 Refunding $ 4,580,000 2015 3,645,000 911166 2% - 4% May-11 Corporate Purpose $ 23,425,000 2021 23,425,000

916012 3.25% Jul-95 Sewer Capital Loan Note SRL $ 1,422,000 2016 374,000 916013 3.25% Jul-95 Sewer Capital Loan Note SRL $ 1,363,000 2016 461,000 916033 3.25% Apr-02 Sewer Capital Loan Note SRL $ 8,000,000 2023 5,352,000 916039 3.25% Jul-05 Sewer Capital Loan Note SRL $ 31,000,000 2027 26,172,000 916041 3.25% Mar-08 Sewer Capital Loan Note SRL $ 15,000,000 2028 13,862,000 916043 3.25% May-09 Sewer Capital Loan Note SRL $ 38,600,000 2029 32,711,436 916032 3.25% May-02 Water Capital Loan Note SRL $ 13,736,000 2023 9,191,000 916037 3.25% Jan-04 Water Capital Loan Note SRL $ 11,264,000 2024 8,052,000 916038 3.25% Jul-06 Water Capital Loan Note SRL $ 6,000,000 2026 4,928,000 916040 3.25% Apr-10 Water Capital Loan Note SRL $ 10,807,000 2030 10,807,000 916044 3.25% Nov-10 Water Capital Loan Note SRL $ 9,193,000 2031 9,193,000 916047 3.25% Sep-11 Water Capital Loan Note SRL $ 30,618,000 2032 17,867,117 0% Jun-07 CEBA Loan $ 25,000 2013 5,417

Totals $ 348,653,000 $ 250,625,970

Legal Debt Limit - 5% of Assessed Value $ 192,613,415 100%

Debt Chargeable Against Debt Limit $ 111,655,417 57.97%

Available Debt Limit $ 80,957,998 42%

32

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

33 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014 Facility Charge 379013 Ann Tyson E C Rpr/Eq Repl 500,000 212,000

TOTAL 500,000 212,000

Skyway Operation Charges 758201 Skyway Rehab 56,000 56,000

TOTAL 56,000 56,000

Dept of Hsg Urban Dev 663148 Jones St Dev/Op Acquisitn 27,000 27,000 719210 Jones St Public Imp 150,000 125,000 719229 Rose Hill Public Improvmn 150,000 150,000

TOTAL 327,000 302,000

FTA Capital Assistance 739020 Ann. Transit Cap.Projects 824,800 4,400,000

TOTAL 824,800 4,400,000

FAA-Capital Assistance 749084 Airport Capital CIP 1,995,000 3,001,145

TOTAL 1,995,000 3,001,145

EDA (Ec Dev Administratn) 663162 Southbridge Rail - -

TOTAL - -

IDOT Traffic Safety Impr 719006 Outer Drive Shoulder Impr 320,000 - 719016 Sgt Rd/S.Lkport Intsct Im - -

TOTAL 320,000 -

ICAAP Grant 139009 City Traffic Control Sys 260,000 584,000

TOTAL 260,000 584,000

IDOT Transit Capital Asst 739020 Ann. Transit Cap.Projects 4,426,690 500,000

TOTAL 4,426,690 500,000

IDOT 749084 Airport Capital CIP 325,000 378,000

TOTAL 325,000 378,000

State REAP 459030 Riverside Park Improvemnt - - 459044 I-29 Trail Relocation - -

TOTAL - -

34 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017 Facility Charge 379013 82,000 200,000 400,000 -

82,000 200,000 400,000 -

Skyway Operation Charges 758201 56,000 56,000 56,000 -

56,000 56,000 56,000 -

Dept of Hsg Urban Dev 663148 27,000 27,000 - - 719210 125,000 - - - 719229 - - - -

152,000 27,000 - -

FTA Capital Assistance 739020 - - - -

- - - -

FAA-Capital Assistance 749084 901,740 40,375,190 760,000 -

901,740 40,375,190 760,000 -

EDA (Ec Dev Administratn) 663162 - 2,000,000 - -

- 2,000,000 - -

IDOT Traffic Safety Impr 719006 - - - - 719016 500,000 - - -

500,000 - - -

ICAAP Grant 139009 - - - -

- - - -

IDOT Transit Capital Asst 739020 311,250 2,982,190 - -

311,250 2,982,190 - -

IDOT 749084 378,000 378,000 378,000 -

378,000 378,000 378,000 -

State REAP 459030 - - 300,000 - 459044 - 124,000 - -

- 124,000 300,000 -

35 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

STP Surface Type - IA 459044 I-29 Trail Relocation - -

TOTAL - -

TEA-21 STP 459044 I-29 Trail Relocation - - 719133 Ann. Infrastructure Recon 180,000 -

TOTAL 180,000 -

IDOT-RR Economic Dev Asst 663187 I-29 Yards Business Park 72,000 -

TOTAL 72,000 -

Recreat'n Infra St. Grant 459044 I-29 Trail Relocation - -

TOTAL - -

TEA-21 State Transp Enhan 459044 I-29 Trail Relocation - -

TOTAL - -

IDOT BROS Bridge Funds 719138 Annual Bridge Repairs 1,000,000 -

TOTAL 1,000,000 -

Vision Iowa Grant 459041 Ruth Cone Park - -

TOTAL - -

Woodbury County 859006 WCICC Info Serv Upgrade 190,000 195,000

TOTAL 190,000 195,000

Private 319006 Refurbish Main Library 250,000 - 459041 Ruth Cone Park - - 459049 Recon Rvrfront Park Equip - 250,000 719025 S. Pomegranite St. Improv 477,000 -

TOTAL 727,000 250,000

All Other Contributions 339005 Art Center Lawn Sculpture 3,500 -

TOTAL 3,500 -

36 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

STP Surface Type - IA 459044 724,000 866,000 - -

724,000 866,000 - -

TEA-21 STP 459044 - 128,000 - - 719133 - - - -

- 128,000 - -

IDOT-RR Economic Dev Asst 663187 - - - -

- - - -

Recreat'n Infra St. Grant 459044 128,000 - - -

128,000 - - -

TEA-21 State Transp Enhan 459044 399,840 - - -

399,840 - - -

IDOT BROS Bridge Funds 719138 1,000,000 1,000,000 1,000,000 -

1,000,000 1,000,000 1,000,000 -

Vision Iowa Grant 459041 - 1,000,000 - -

- 1,000,000 - -

Woodbury County 859006 150,000 140,000 180,000 -

150,000 140,000 180,000 -

Private 319006 - - - - 459041 - 1,000,000 - - 459049 250,000 - - - 719025 - - - -

250,000 1,000,000 - -

All Other Contributions 339005 - - - -

- - - -

37 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

Unprogrammed 138002 Ann St. Light Repair/Mnts - - 138005 Improved Street Lighting - - 138006 Gordon Dr. Street Lights - - 139007 Ann Inter/Traffic Signal - - 139009 City Traffic Control Sys - - 149009 Emrgncy Notif&Recall Syst - - 159018 Fire Apparatus Replacemnt - - 173002 Perry Creek Flood Control - - 195021 Vehicle Mnt Comm Platform - - 195037 Animal Control Remodel - - 195042 Mobile Command Vehicle - - 319007 Replace M'side Library - - 379013 Ann Tyson E C Rpr/Eq Repl - - 379051 Updating Convention Ctr - - 459005 Ann.Athletic Facility Imp - - 459026 Ballfield Relocation - - 459030 Riverside Park Improvemnt - - 459039 Tennis Courts wt SSCS - - 459126 War Eagle Pk & Monum Impv - - 459136 Chris Larsen Park Improv. - - 459149 Sgt Floyd Monumt Area Enh - - 459214 New Aquatics Center - - 519103 Well Replacement Prgm - - 519123 Hwy 75 Loop/Gordon-75 No. - - 519130 Grandview Tank Demolition - - 519132 Booster Station Improvm't - - 519138 ZenithWTP Filtr Expansion - - 519158 Water Tower Painting - - 519238 Airport Water Main Repl. - - 519245 Airport NW Wtr Line Conct - - 519246 S.Lewis-LincolnWy WtrMain - - 519248 Wtrn Hills Pressr Zn&Tank - - 519249 Water Storage Mixers - - 519250 Elv Access To R'side Well - - 529002 Landfill New/Eval & Acq - - 539003 Relocate SanSwr Bacon Crk - - 539117 WWTP Rehabilitation - - 539153 Hamilton Blvd San Sewer - - 549002 Southbridge Drainage Dtch - - 549003 Spaulding Storm Water Imp - - 549006 Aqc SW Ponding Area South - - 549057 21st/Clark-22nd/Hawkeye - - 549118 1814 S Clinton Alley - - 549127 Singing Hills Imp Strmwtr - - 549142 Patton/S'ing Hills Ditch - - 549149 1300 S Royce Storm Improv - - 549150 Levitt Street Storm Proj - - 549152 Laurel Stormwater Improv - - 549156 Bacon Ck Box Culvert - -

38 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

Unprogrammed 138002 - - - 510,000 138005 - - - 1,401,500 138006 - - - 900,000 139007 - - - 2,125,000 139009 - - - 1,900,000 149009 - - - 45,000 159018 - - - 5,228,000 173002 - - - 1,930,000 195021 - - - 330,000 195037 - - - 200,000 195042 - - - 350,000 319007 - - - 6,750,000 379013 - - - 2,700,000 379051 - - - 941,557 459005 - - - 25,000 459026 - - - 1,000,000 459030 - - - 1,000,000 459039 - - - 1,200,000 459126 - - - 250,000 459136 - - - 300,000 459149 - - - 40,000 459214 - - - 5,000,000 519103 - - - 5,445,000 519123 - - - 2,600,000 519130 - - - 12,000,000 519132 - - - 7,491,700 519138 - - - 11,979,000 519158 - - - 1,500,000 519238 - - - 1,452,000 519245 - - - 35,565,000 519246 - - - 5,832,000 519248 - - - 21,400 519249 - - - 540,000 519250 - - - 400,000 529002 - - - 3,000,000 539003 - - - 18,000,000 539117 - - - 4,000,000 539153 - - - 2,000,000 549002 - - - 3,000,000 549003 - - - 450,000 549006 - - - 325,000 549057 - - - 1,250,000 549118 - - - 120,000 549127 - - - 450,000 549142 - - - 330,000 549149 - - - 350,000 549150 - - - 110,000 549152 - - - 900,000 549156 - - - 375,000

39 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

Unprogrammed 549157 24th/Jones-Floyd Storm - - 549160 Briar Cliff Drainage Area - - 549161 1117 S Paxton Storm Sewer - - 549188 Cunningham Stormwtr Mgmt - - 549190 Airport Area Storm Sewer - - 549193 Mid-Morningside Stm Drain - - 549195 Washington School Storm - - 569001 Cemeteries Infrsrt Rehab - - 663053 Hoeven Valley Infra Devel - - 663075 Frelon Dr Utility Ext-C80 - - 663122 Floyd Valley Redevelopmt - - 719015 Reconst. Unspec. Pavement - - 719019 Line Drive Extension - - 719026 RR Xing-Leeds/Riverside - - 719071 18 St.Viaduct-Floyd Blvd. - - 719102 South Lewis Blvd Reconst - - 719121 Annual Resurfacing - - 719122 Burton St./W.14-Military - - 719138 Annual Bridge Repairs - - 719148 Garretson-GlenEllen @Hy20 - - 719159 So St. Aubin Reconstructn - - 719197 Southbridge Development - - 719201 Whispering Creek Area Imp - - 719209 Wesley Parkway Reconstruc - - 719317 Buckwalter Street - - 719333 Dace/Cunnghm/Leach Allign - - 728012 Ann.Unspc.Parking Rmp Rep - - 739020 Ann. Transit Cap.Projects - - 749084 Airport Capital CIP - - 758201 Skyway Rehab - - 758201 Skyway Rehab - - 758209 MLK Trans Center Skywalk - -

TOTAL - -

Transfer In RedFlex Speed 159005 New Fire Station #4 477,583 - 195009 Police HQ Reconst/Repair 50,000 - 195015 HTE Field Reprt/Intvw Sys - - 663211 Blight Removal 125,000 125,000 889008 City Operations Facility - 966,000

TOTAL 652,583 1,091,000

Trans In Red Light Enf 139006 Annual Sign/Sigl/Mark Mgt 47,176 245,000

TOTAL 47,176 245,000

40 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

Unprogrammed 549157 - - - 20,000,000 549160 - - - 183,750 549161 - - - 135,000 549188 - - - 285,000 549190 - - - 1,900,000 549193 - - - 600,000 549195 - - - 150,000 569001 - - - 120,000 663053 - - - 25,226,000 663075 - - - 108,475 663122 - - - 5,000,000 719015 - - - 50,000 719019 - - - 805,000 719026 - - - 300,000 719071 - - - 9,587,400 719102 - - - 3,076,000 719121 - - - 3,200,000 719122 - - - 2,648,000 719138 - - - 10,000,000 719148 - - - 6,283,000 719159 - - - 482,000 719197 - - - 21,035,000 719201 - - - 12,550,000 719209 - - - 800,000 719317 - - - 3,048,000 719333 - - - 2,500,000 728012 - - - 100,000 739020 - - - 3,327,000 749084 - - - 21,952,593 758201 - - - 56,000 758201 - - - 56,000 758209 - - - 1,300,000

- - - 310,476,375

Transfer In RedFlex Speed 159005 - - - - 195009 105,000 - - - 195015 97,995 - - - 663211 125,000 125,000 125,000 - 889008 1,735,000 - - -

2,062,995 125,000 125,000 -

Trans In Red Light Enf 139006 245,000 245,000 245,000 -

245,000 245,000 245,000 -

41 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

Transfer In Road Use Tax 138002 Ann St. Light Repair/Mnts 50,000 50,000

TOTAL 50,000 50,000

Transfer In CMG Replacemt 159018 Fire Apparatus Replacemnt - 200,000 739020 Ann. Transit Cap.Projects 621,310 -

TOTAL 621,310 200,000

Transfer In Water Funds 519127 Ann.Emergency WaterMn.Rep 300,000 300,000 519130 Grandview Tank Demolition 35,000 - 519164 Ann.Unspec.Water Dist Sys 100,000 100,000 519247 Source Water Protect Plan - 34,100 519251 Elv Well Heads on Riverft 50,000 50,000 611001 City Share New Developmt 50,000 50,000 719121 Annual Resurfacing 50,000 50,000 719133 Ann. Infrastructure Recon 2,450,000 2,450,000 879006 GIS Development - - 889008 City Operations Facility - 75,000

TOTAL 3,035,000 3,109,100

Transfer In Sewer Funds 539102 Annual Manhole Rehab 50,000 50,000 539103 Ann. Unsp Sanitary Sewer 150,000 150,000 539189 Ann. San.Sewer Int. Clean 100,000 100,000 611001 City Share New Developmt 50,000 50,000 719121 Annual Resurfacing 20,000 20,000 719133 Ann. Infrastructure Recon 1,890,000 1,890,000 879006 GIS Development - - 889008 City Operations Facility - 75,000

TOTAL 2,260,000 2,335,000

Transfer In Storm Water U 549101 Annual Storm Sewer Unspec 120,000 120,000

TOTAL 120,000 120,000

Transfer In Sales Tax-Fac 379010 Annual EFAB Remodel&Rpair 61,000 - 728003 6th/Douglas Libry Lot Rep 90,000 - 889001 Annual City Building Repr 140,000 140,000 889003 Annual City Roof Mnt/Repl 60,000 60,000 889008 City Operations Facility - 178,974

TOTAL 351,000 378,974

42 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

Transfer In Road Use Tax 138002 50,000 50,000 50,000 -

50,000 50,000 50,000 -

Transfer In CMG Replacemt 159018 - 712,000 - - 739020 63,750 610,810 - -

63,750 1,322,810 - -

Transfer In Water Funds 519127 300,000 300,000 300,000 - 519130 - - - - 519164 100,000 100,000 100,000 - 519247 - - - - 519251 50,000 50,000 50,000 - 611001 50,000 50,000 50,000 - 719121 50,000 50,000 50,000 - 719133 2,450,000 2,450,000 2,450,000 - 879006 30,000 - - - 889008 75,000 - - -

3,105,000 3,000,000 3,000,000 -

Transfer In Sewer Funds 539102 50,000 50,000 50,000 - 539103 150,000 150,000 150,000 - 539189 100,000 100,000 100,000 - 611001 50,000 50,000 50,000 - 719121 20,000 20,000 20,000 - 719133 1,890,000 1,890,000 1,890,000 - 879006 30,000 - - - 889008 75,000 - - -

2,365,000 2,260,000 2,260,000 -

Transfer In Storm Water U 549101 120,000 120,000 120,000 -

120,000 120,000 120,000 -

Transfer In Sales Tax-Fac 379010 - - - - 728003 - - - - 889001 140,000 140,000 140,000 - 889003 160,000 60,000 60,000 - 889008 200,000 - - -

500,000 200,000 200,000 -

43 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

Trans In-Sales Tax Infra 719121 Annual Resurfacing 1,038,000 1,010,000 719133 Ann. Infrastructure Recon 880,000 880,000 719138 Annual Bridge Repairs 110,000 110,000 719331 Ann.Schools in SC Infrast 200,000 200,000

TOTAL 2,228,000 2,200,000

Trans In CBD TIF 758201 Skyway Rehab 56,000 56,000

TOTAL 56,000 56,000

Transfer In Donner TIF 459212 Ann. Lewis/Clark Stadium 10,000 10,000 663164 Southbridge Tech Studies 80,000 80,000

TOTAL 90,000 90,000

Transfer In Riverboat Rev 139006 Annual Sign/Sigl/Mark Mgt 197,824 - 459005 Ann.Athletic Facility Imp - 25,000 459102 Ann. Long Lines Rec. Cntr 25,000 - 459179 Pool Improvements-Annual 100,000 100,000 663211 Blight Removal 275,000 125,000

TOTAL 597,824 250,000

Trans In Tax Incrmt Admin 879005 SC Zoning Ordinance Rewrt 100,000 -

TOTAL 100,000 -

Donner Abated GO Bonds 459128 Lewis&Clark Stadium PkLot - - 663162 Southbridge Rail - - 663191 Sabre Industries Inc 3,083,000 - 663201 Expedition Business Park - - 663366 Bridgeport Infra New Dev - - 663370 Comm & Business Signage 50,000 50,000 719016 Sgt Rd/S.Lkport Intsct Im - - 719027 Bridgeporst/Habor Drive - - 719197 Southbridge Development - -

TOTAL 3,133,000 50,000

Floyd Valley Abated GO BD 663122 Floyd Valley Redevelopmt - 1,500,000 663187 I-29 Yards Business Park 1,145,200 - 719338 Floyd/Dace Intersection 225,000 - 879016 Yards Streetscaping - -

TOTAL 1,370,200 1,500,000

44 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

Trans In-Sales Tax Infra 719121 1,010,000 1,010,000 1,010,000 - 719133 880,000 880,000 880,000 - 719138 110,000 110,000 110,000 - 719331 200,000 200,000 200,000 -

2,200,000 2,200,000 2,200,000 -

Trans In CBD TIF 758201 56,000 56,000 56,000 -

56,000 56,000 56,000 -

Transfer In Donner TIF 459212 10,000 10,000 10,000 - 663164 - - - -

10,000 10,000 10,000 -

Transfer In Riverboat Rev 139006 - - - - 459005 25,000 25,000 25,000 - 459102 - - - - 459179 50,000 50,000 50,000 - 663211 125,000 125,000 125,000 -

200,000 200,000 200,000 -

Trans In Tax Incrmt Admin 879005 - - - -

- - - -

Donner Abated GO Bonds 459128 - - 1,027,000 - 663162 - 1,741,980 - - 663191 - - - - 663201 - 450,000 - - 663366 - - 1,090,000 - 663370 50,000 - - - 719016 50,000 255,000 - - 719027 430,000 - - - 719197 400,000 1,712,500 512,500 -

930,000 4,159,480 2,629,500 -

Floyd Valley Abated GO BD 663122 - - - - 663187 - - - - 719338 - - 1,325,000 - 879016 - - 150,000 -

- - 1,475,000 -

45 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

General Obligation Bonds 138005 Improved Street Lighting - 175,000 138006 Gordon Dr. Street Lights 450,000 - 139007 Ann Inter/Traffic Signal 205,000 205,000 159004 Warning Siren Upgrade - - 159017 Hydrant Markers 20,000 20,000 173010 Big Sux River Bank Protec - - 173011 Big Sux Infrastrctr Prot - - 173015 Elv Flood Platform Hamilt - - 173016 Elv Flood Platform Wel Ct - - 195009 Police HQ Reconst/Repair 100,000 - 339003 Art Center Capital Prj. 9,000 50,000 339004 Renov.-Food Serv Facility - - 339005 Art Center Lawn Sculpture 35,000 - 379010 Annual EFAB Remodel&Rpair - 52,000 459030 Riverside Park Improvemnt - - 459034 Wetlands Prairie Park - - 459041 Ruth Cone Park - - 459044 I-29 Trail Relocation - - 459045 Skate Park 55,000 - 459102 Ann. Long Lines Rec. Cntr 315,000 65,000 459103 Ann. Leisure Opp-Matching - 20,000 459133 Ann.Park Restroom Rpr/Rpl 20,000 20,000 459140 Ann.Park Rd/Lots/Trail Im 50,000 50,000 459180 Park Improvements-Annual 65,000 40,000 459302 City Trails - - 549004 Acq of Pumps Strm Dewater - - 549005 Perm SW Pumping Stn Rside - - 549006 Aqc SW Ponding Area South - - 549008 Flap Gate Instate/Perry - - 549009 Flap Gate Bacon Creek - - 549013 Stueben/Floyd Channel - - 549014 Strm Inlet Hoeven Valley - - 569001 Cemeteries Infrsrt Rehab 50,000 50,000 611001 City Share New Developmt 100,000 100,000 663150 Speculative Bldg. Develop - - 663370 Comm & Business Signage - - 719001 Ann CBD Infrstr Improvmnt 245,000 270,000 719006 Outer Drive Shoulder Impr 55,000 - 719011 Annual Median Enhancement 75,000 75,000 719013 Residential In-Fill Progr 150,000 150,000 719015 Reconst. Unspec. Pavement 50,000 50,000 719017 Reconst. Asphalt Streets - - 719018 5th/6th St-2way Flow Impr 25,000 - 719026 RR Xing-Leeds/Riverside - - 719028 Elvt Larsen Park Rd - N - - 719029 Elvt Larsen Park Rd Ramps - - 719095 Geneva Street Reconstruct - - 719101 New Paving Program - - 719121 Annual Resurfacing 692,000 720,000

46 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

General Obligation Bonds 138005 - - - - 138006 - - - - 139007 205,000 205,000 205,000 - 159004 - 120,000 120,000 - 159017 20,000 20,000 - - 173010 - - 725,000 - 173011 - - 1,035,000 - 173015 - - 1,050,000 - 173016 - - 600,000 - 195009 50,000 700,000 300,000 - 339003 30,000 117,000 - - 339004 - - 60,000 - 339005 - - - - 379010 - 80,000 110,000 - 459030 - - 900,000 - 459034 35,000 - - - 459041 - 2,500,000 - - 459044 348,160 1,182,000 - - 459045 - - - - 459102 50,000 60,000 40,000 - 459103 20,000 20,000 20,000 - 459133 20,000 20,000 20,000 - 459140 50,000 50,000 20,000 - 459180 65,000 65,000 90,000 - 459302 200,000 200,000 - - 549004 - - 500,000 - 549005 - - 300,000 - 549006 - - 100,000 - 549008 - - 50,000 - 549009 - - 50,000 - 549013 - 100,000 1,100,000 - 549014 - 100,000 - - 569001 50,000 50,000 50,000 - 611001 50,000 - - - 663150 - - 2,250,000 - 663370 50,000 - - - 719001 270,000 270,000 270,000 - 719006 - - - - 719011 75,000 75,000 75,000 - 719013 150,000 150,000 - - 719015 50,000 50,000 50,000 - 719017 177,000 177,000 177,000 - 719018 - - 400,000 - 719026 300,000 300,000 300,000 - 719028 - - 700,000 - 719029 - - 800,000 - 719095 - - 240,000 - 719101 - - 620,000 - 719121 720,000 720,000 720,000 -

47 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

General Obligation Bonds 719130 Annual Railroad Crossings 75,000 75,000 719133 Ann. Infrastructure Recon 1,600,000 1,780,000 719138 Annual Bridge Repairs 240,000 1,390,000 719148 Garretson-GlenEllen @Hy20 - - 719163 28th Street Paving - 400,000 719194 Reconst 19th/Hamlton Intr - - 719201 Whispering Creek Area Imp - 360,000 719209 Wesley Parkway Reconstruc - - 719306 Annual Alley Construction 60,000 60,000 719331 Ann.Schools in SC Infrast 275,000 - 759005 Annual Sidewalk Program - 50,000 859006 WCICC Info Serv Upgrade 190,000 185,000 859025 Annual Technology Improv. 25,000 25,000 879017 Pierce St Cooridor Plan 250,000 250,000 879018 West 7th St. Streetscape - -

TOTAL 5,481,000 6,687,000

Parking Abated GO Bond 728001 Rivers Landing Ramp Repai 231,939 231,939 728002 Discovery Ramp Repairs 102,235 102,235 728012 Ann.Unspc.Parking Rmp Rep 50,000 50,000 728017 Ramp A Replacemt - Site C 100,000 -

TOTAL 484,174 384,174

Sewer Abated GO Bonds 539002 Bacon Crk Chan Recon Sewr - - 539214 28th St San Sewer @ Hwy75 - 603,000 539215 W8th/Wsly/W14/Slvr Intrcp 200,000 610,000 719163 28th Street Paving - 100,000 889008 City Operations Facility - 177,970

TOTAL 200,000 1,490,970

Storm Water Abated GO Bnd 173002 Perry Creek Flood Control 300,000 - 549012 S. Royce/Myers Ave Storm - - 549101 Annual Storm Sewer Unspec 30,000 30,000 549108 46th St Storm Sewer - - 549133 Ann Storm Inlet Rebuild 50,000 50,000 549145 D'glas-N Jackson Drainage - - 549148 Ravine Pk Drainage Study 150,000 - 549154 Harrison St Storm Sewer 10,000 90,000 549156 Bacon Ck Box Culvert 30,000 470,000 549194 41st West of Hamilton - - 719163 28th Street Paving - 100,000

TOTAL 570,000 740,000

48 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

General Obligation Bonds 719130 75,000 75,000 75,000 - 719133 1,780,000 1,780,000 1,780,000 - 719138 1,770,000 1,640,000 1,640,000 - 719148 - 275,000 - - 719163 400,000 - - - 719194 300,000 - - - 719201 - - - - 719209 210,000 710,000 - - 719306 60,000 60,000 60,000 - 719331 - - - - 759005 - 50,000 - - 859006 165,000 140,000 180,000 - 859025 25,000 25,000 25,000 - 879017 250,000 - - - 879018 50,000 200,000 100,000 -

8,070,160 12,286,000 17,907,000 -

Parking Abated GO Bond 728001 231,939 - - - 728002 102,235 - - - 728012 50,000 50,000 50,000 - 728017 - - - -

384,174 50,000 50,000 -

Sewer Abated GO Bonds 539002 - - 2,000,000 - 539214 - - - - 539215 - - - - 719163 100,000 - - - 889008 216,450 - - -

316,450 - 2,000,000 -

Storm Water Abated GO Bnd 173002 - - - - 549012 - 200,000 - - 549101 30,000 30,000 30,000 - 549108 - - 950,000 - 549133 50,000 50,000 50,000 - 549145 400,000 - - - 549148 - - - - 549154 - - - - 549156 - - - - 549194 150,000 - - - 719163 100,000 - - -

730,000 280,000 1,030,000 -

49 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

CBD Tax Inc Abated GO Bds 663040 Martin Bldg Renovation 50,000 - 663131 Badgerow Building Redevel - 600,000 663189 Revelopment Scotland Bldg 500,000 - 663370 Comm & Business Signage 50,000 50,000 719014 Rail X'ing Imp-Downtown - 300,000 879015 Historic Pearl District 350,000 250,000 889010 Museum Bldg Refurbish 300,000 300,000

TOTAL 1,250,000 1,500,000

Teton Abated GO Bonds 139001 Outer Dr Dev Traffic Ligh - -

TOTAL - -

Transit Abated GO Bonds 739020 Ann. Transit Cap.Projects 211,200 600,000

TOTAL 211,200 600,000

Water Abated GO Bonds 519158 Water Tower Painting - - 519212 Correctionville Rd Wtrmn 435,000 - 519214 ZenithWTP Structural Pres - - 519241 Riv'frnt Col Well Clean'g - - 519244 Hawkeye Dr Water Main Rep - - 519248 Wtrn Hills Pressr Zn&Tank - - 719163 28th Street Paving - 100,000 889008 City Operations Facility - 177,970

TOTAL 435,000 277,970

Riverboat Abated GO Bonds 319006 Refurbish Main Library 791,417 - 889008 City Operations Facility - 1,413,030

TOTAL 791,417 1,413,030

STX Fac Abated GO Bonds 889008 City Operations Facility - 336,700

TOTAL - 336,700

Airport Abated GO Bonds 749084 Airport Capital CIP 305,000 364,955

TOTAL 305,000 364,955

RedFlex Speed Abated GO 889008 City Operations Facility - 1,028,970

TOTAL - 1,028,970

50 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

CBD Tax Inc Abated GO Bds 663040 - - - - 663131 600,000 - - - 663189 - - - - 663370 50,000 - - - 719014 600,000 400,000 - - 879015 250,000 400,000 400,000 - 889010 - - - -

1,500,000 800,000 400,000 -

Teton Abated GO Bonds 139001 - 200,000 - -

- 200,000 - -

Transit Abated GO Bonds 739020 - - - -

- - - -

Water Abated GO Bonds 519158 774,000 1,500,000 1,500,000 - 519212 - - - - 519214 - 306,216 - - 519241 - 189,000 200,000 - 519244 - 74,250 915,750 - 519248 - 50,000 683,775 - 719163 100,000 - - - 889008 216,450 - - -

1,090,450 2,119,466 3,299,525 -

Riverboat Abated GO Bonds 319006 - - - - 889008 1,718,550 - - -

1,718,550 - - -

STX Fac Abated GO Bonds 889008 409,500 - - -

409,500 - - -

Airport Abated GO Bonds 749084 254,460 2,332,010 247,000 -

254,460 2,332,010 247,000 -

RedFlex Speed Abated GO 889008 1,251,450 - - -

1,251,450 - - -

51 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2013 Revenue Source Number Project Description Approved FY 2014

Sewer IA Revol Loan Procd 539117 WWTP Rehabilitation 5,100,000 900,000 539199 SE M'Side Intercept/Sewer 1,300,000 - 663187 I-29 Yards Business Park 1,201,698 -

TOTAL 7,601,698 900,000

Water IA Revol Loan Procd 519131 Ultravlt Disinft Potable 1,000,000 1,235,905 519132 Booster Station Improvm't - 132,212 519237 Hwy 75, 1st to 31st St. - - 519245 Airport NW Wtr Line Conct - - 519247 Source Water Protect Plan - 323,700 519249 Water Storage Mixers - -

TOTAL 1,000,000 1,691,817

GO Civic Ctr Abated Bonds 379051 Updating Convention Ctr 300,000 401,125

TOTAL 300,000 401,125

Project Balance 459041 Ruth Cone Park - 800,000 663187 I-29 Yards Business Park (2,418,898) - 663189 Revelopment Scotland Bldg (500,000) - 663191 Sabre Industries Inc (3,083,000) -

TOTAL (6,001,898) 800,000

GRAND TOTAL 38,546,674 40,169,930

52 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Revenue Source Number FY 2015 FY 2016 FY 2017 Beyond 2017

Sewer IA Revol Loan Procd 539117 - - - - 539199 - - - - 663187 - - - -

- - - -

Water IA Revol Loan Procd 519131 - - - - 519132 70,055 431,699 - - 519237 225,000 2,775,000 - - 519245 1,858,500 - - - 519247 - - - - 519249 371,700 371,700 - -

2,525,255 3,578,399 - -

GO Civic Ctr Abated Bonds 379051 314,040 - - -

314,040 - - -

Project Balance 459041 - 1,500,000 - - 663187 - - - - 663189 - - - - 663191 - - - -

- 1,500,000 - -

35,505,064 87,370,545 40,578,025 310,476,375

53 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2012 FY 2013 Department Number Project Description Approved Approved

Airport/Transit 749025 Airport Equipment 185,000 - 749060 Ann. Airport Cap.Projects 125,000 - 749082 South Ramp Grass Island 300,000 - 749084 Airport Capital CIP - 2,625,000 739020 Ann. Transit Cap.Projects 3,982,000 6,084,000 889008 City Operations Facility 5,454,224 -

TOTAL 10,046,224 8,709,000

Art Center 339001 John Henry Sculpture Relo 28,700 - 339003 Art Center Capital Prj. 6,000 9,000 339004 Renov.-Food Serv Facility - - 339005 Art Center Lawn Sculpture 135,000 38,500

TOTAL 169,700 47,500

Community Development 549003 Spaulding Storm Water Imp - - 611001 City Share New Developmt 100,000 200,000 663053 Hoeven Valley Infra Devel - - 663148 Jones St Dev/Op Acquisitn 60,000 27,000 663211 Blight Removal 400,000 400,000 719013 Residential In-Fill Progr 150,000 150,000 719014 Rail X'ing Imp-Downtown 300,000 - 719026 RR Xing-Leeds/Riverside - - 719210 Jones St Public Imp 180,000 150,000 719229 Rose Hill Public Improvmn 200,000 150,000 879005 SC Zoning Ordinance Rewrt - 100,000 879015 Historic Pearl District 250,000 350,000 879016 Yards Streetscaping - - 879017 Pierce St Cooridor Plan - 250,000 879018 West 7th St. Streetscape - -

TOTAL 1,640,000 1,777,000

Economic Development 139001 Outer Dr Dev Traffic Ligh - - 663040 Martin Bldg Renovation 50,000 50,000 663122 Floyd Valley Redevelopmt - - 663131 Badgerow Building Redevel - - 663150 Speculative Bldg. Develop - - 663187 I-29 Yards Business Park - - 663189 Revelopment Scotland Bldg - - 663191 Sabre Industries Inc - - 663201 Expedition Business Park - - 663366 Bridgeport Infra New Dev - -

54 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Description FY 2014 FY 2015 FY 2016 FY 2017 Beyond 2017

Airport Equipment - - - - - Ann. Airport Cap.Projects - - - - - South Ramp Grass Island - - - - - Airport Capital CIP 3,744,100 1,534,200 43,085,200 1,385,000 21,952,593 Ann. Transit Cap.Projects 5,500,000 375,000 3,593,000 - 3,327,000 City Operations Facility 4,429,614 5,897,400 - - -

TOTAL 13,673,714 7,806,600 46,678,200 1,385,000 25,279,593

John Henry Sculpture Relo - - - - - Art Center Capital Prj. 50,000 30,000 117,000 - - Renov.-Food Serv Facility - - - 60,000 - Art Center Lawn Sculpture - - - - -

TOTAL 50,000 30,000 117,000 60,000 -

Spaulding Storm Water Imp - - - - 450,000 City Share New Developmt 200,000 150,000 100,000 100,000 - Hoeven Valley Infra Devel - - - - 25,226,000 Jones St Dev/Op Acquisitn 27,000 27,000 27,000 - - Blight Removal 250,000 250,000 250,000 250,000 - Residential In-Fill Progr 150,000 150,000 150,000 - - Rail X'ing Imp-Downtown 300,000 600,000 400,000 - - RR Xing-Leeds/Riverside - 300,000 300,000 300,000 300,000 Jones St Public Imp 125,000 125,000 - - - Rose Hill Public Improvmn 150,000 - - - - SC Zoning Ordinance Rewrt - - - - - Historic Pearl District 250,000 250,000 400,000 400,000 - Yards Streetscaping - - - 150,000 - Pierce St Cooridor Plan 250,000 250,000 - - - West 7th St. Streetscape - 50,000 200,000 100,000 -

TOTAL 1,702,000 2,152,000 1,827,000 1,300,000 25,976,000

Outer Dr Dev Traffic Ligh - - 200,000 - - Martin Bldg Renovation - - - - - Floyd Valley Redevelopmt 1,500,000 - - - 5,000,000 Badgerow Building Redevel 600,000 600,000 - - - Speculative Bldg. Develop - - - 2,250,000 - I-29 Yards Business Park - - - - - Revelopment Scotland Bldg - - - - - Sabre Industries Inc - - - - - Expedition Business Park - - 450,000 - - Bridgeport Infra New Dev - - - 1,090,000 -

55 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2012 FY 2013 Department Number Project Description Approved Approved

Economic Development 663370 Comm & Business Signage - 100,000 719027 Bridgeporst/Habor Drive - -

TOTAL 50,000 150,000

EFAB 379010 Annual EFAB Remodel&Rpair 76,000 61,000 379013 Ann Tyson E C Rpr/Eq Repl 155,000 500,000 379051 Updating Convention Ctr 270,000 300,000

TOTAL 501,000 861,000

Finance/Admin. Services 728001 Rivers Landing Ramp Repai 99,462 231,939 728002 Discovery Ramp Repairs 54,113 102,235 728003 6th/Douglas Libry Lot Rep - 90,000 728012 Ann.Unspc.Parking Rmp Rep 50,000 50,000 728017 Ramp A Replacemt - Site C 300,000 100,000 758201 Skyway Rehab 112,000 112,000 758209 MLK Trans Center Skywalk - - 889001 Annual City Building Repr 142,000 140,000 889003 Annual City Roof Mnt/Repl 60,000 60,000 889010 Museum Bldg Refurbish 150,000 300,000 859025 Annual Technology Improv. 25,000 25,000

TOTAL 992,575 1,211,174

Fire 159005 New Fire Station #4 2,521,417 477,583 159016 Flex Fleet Vehicles 243,547 - 159017 Hydrant Markers - 20,000 159018 Fire Apparatus Replacemnt - -

TOTAL 2,764,964 497,583

Flood 173002 Perry Creek Flood Control 300,000 300,000 173010 Big Sux River Bank Protec - - 173011 Big Sux Infrastrctr Prot - - 173015 Elv Flood Platform Hamilt - - 173016 Elv Flood Platform Wel Ct - - 459049 Recon Rvrfront Park Equip - - 519250 Elv Access To R'side Well - - 519251 Elv Well Heads on Riverft - 50,000 539002 Bacon Crk Chan Recon Sewr - - 539003 Relocate SanSwr Bacon Crk - - 549004 Acq of Pumps Strm Dewater - - 549005 Perm SW Pumping Stn Rside - - 549006 Aqc SW Ponding Area South - - 549008 Flap Gate Instate/Perry - -

56 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Description FY 2014 FY 2015 FY 2016 FY 2017 Beyond 2017

Comm & Business Signage 100,000 150,000 - - - Bridgeporst/Habor Drive - 430,000 - - -

TOTAL 2,200,000 1,180,000 650,000 3,340,000 5,000,000

Annual EFAB Remodel&Rpair 52,000 - 80,000 110,000 - Ann Tyson E C Rpr/Eq Repl 212,000 82,000 200,000 400,000 2,700,000 Updating Convention Ctr 401,125 314,040 - - 941,557

TOTAL 665,125 396,040 280,000 510,000 3,641,557

Rivers Landing Ramp Repai 231,939 231,939 - - - Discovery Ramp Repairs 102,235 102,235 - - - 6th/Douglas Libry Lot Rep - - - - - Ann.Unspc.Parking Rmp Rep 50,000 50,000 50,000 50,000 100,000 Ramp A Replacemt - Site C - - - - - Skyway Rehab 112,000 112,000 112,000 112,000 112,000 MLK Trans Center Skywalk - - - - 1,300,000 Annual City Building Repr 140,000 140,000 140,000 140,000 - Annual City Roof Mnt/Repl 60,000 160,000 60,000 60,000 - Museum Bldg Refurbish 300,000 - - - - Annual Technology Improv. 25,000 25,000 25,000 25,000 -

TOTAL 1,021,174 821,174 387,000 387,000 1,512,000

New Fire Station #4 - - - - - Flex Fleet Vehicles - - - - - Hydrant Markers 20,000 20,000 20,000 - - Fire Apparatus Replacemnt 200,000 - 712,000 - 5,228,000

TOTAL 220,000 20,000 732,000 - 5,228,000

Perry Creek Flood Control - - - - 1,930,000 Big Sux River Bank Protec - - - 725,000 - Big Sux Infrastrctr Prot - - - 1,035,000 - Elv Flood Platform Hamilt - - - 1,050,000 - Elv Flood Platform Wel Ct - - - 600,000 - Recon Rvrfront Park Equip 250,000 250,000 - - - Elv Access To R'side Well - - - - 400,000 Elv Well Heads on Riverft 50,000 50,000 50,000 50,000 - Bacon Crk Chan Recon Sewr - - - 2,000,000 - Relocate SanSwr Bacon Crk - - - - 18,000,000 Acq of Pumps Strm Dewater - - - 500,000 - Perm SW Pumping Stn Rside - - - 300,000 - Aqc SW Ponding Area South - - - 100,000 325,000 Flap Gate Instate/Perry - - - 50,000 -

57 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2012 FY 2013 Department Number Project Description Approved Approved

Flood 549009 Flap Gate Bacon Creek - - 549013 Stueben/Floyd Channel - - 549014 Strm Inlet Hoeven Valley - - 719028 Elvt Larsen Park Rd - N - - 719029 Elvt Larsen Park Rd Ramps - -

TOTAL 300,000 350,000

Library 319006 Refurbish Main Library 558,583 1,041,417 319007 Replace M'side Library - -

TOTAL 558,583 1,041,417

Police 195009 Police HQ Reconst/Repair 70,000 150,000 195015 HTE Field Reprt/Intvw Sys - - 195021 Vehicle Mnt Comm Platform - - 195024 Police Training Ctr Reprs 35,000 - 195037 Animal Control Remodel - - 195042 Mobile Command Vehicle - -

TOTAL 105,000 150,000

Public Works 138002 Ann St. Light Repair/Mnts 50,000 50,000 138005 Improved Street Lighting 150,000 - 138006 Gordon Dr. Street Lights - 450,000 139006 Annual Sign/Sigl/Mark Mgt 245,000 245,000 139007 Ann Inter/Traffic Signal 155,000 205,000 139009 City Traffic Control Sys 1,145,995 260,000 459005 Ann.Athletic Facility Imp 50,000 - 459026 Ballfield Relocation - - 459030 Riverside Park Improvemnt - - 459034 Wetlands Prairie Park - - 459039 Tennis Courts wt SSCS - - 459041 Ruth Cone Park - - 459044 I-29 Trail Relocation - - 459045 Skate Park - 55,000 459047 Smith Villa Park 29,000 - 459102 Ann. Long Lines Rec. Cntr 285,000 340,000 459103 Ann. Leisure Opp-Matching 20,000 - 459126 War Eagle Pk & Monum Impv - - 459128 Lewis&Clark Stadium PkLot - - 459133 Ann.Park Restroom Rpr/Rpl 20,000 20,000 459136 Chris Larsen Park Improv. - - 459140 Ann.Park Rd/Lots/Trail Im 25,000 50,000 459149 Sgt Floyd Monumt Area Enh - - 459179 Pool Improvements-Annual 50,000 100,000

58 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Description FY 2014 FY 2015 FY 2016 FY 2017 Beyond 2017

Flap Gate Bacon Creek - - - 50,000 - Stueben/Floyd Channel - - 100,000 1,100,000 - Strm Inlet Hoeven Valley - - 100,000 - - Elvt Larsen Park Rd - N - - - 700,000 - Elvt Larsen Park Rd Ramps - - - 800,000 -

TOTAL 300,000 300,000 250,000 9,060,000 20,655,000

Refurbish Main Library - - - - - Replace M'side Library - - - - 6,750,000

TOTAL - - - - 6,750,000

Police HQ Reconst/Repair - 155,000 700,000 300,000 - HTE Field Reprt/Intvw Sys - 97,995 - - - Vehicle Mnt Comm Platform - - - - 330,000 Police Training Ctr Reprs - - - - - Animal Control Remodel - - - - 200,000 Mobile Command Vehicle - - - - 350,000

TOTAL - 252,995 700,000 300,000 880,000

Ann St. Light Repair/Mnts 50,000 50,000 50,000 50,000 510,000 Improved Street Lighting 175,000 - - - 1,401,500 Gordon Dr. Street Lights - - - - 900,000 Annual Sign/Sigl/Mark Mgt 245,000 245,000 245,000 245,000 - Ann Inter/Traffic Signal 205,000 205,000 205,000 205,000 2,125,000 City Traffic Control Sys 584,000 - - - 1,900,000 Ann.Athletic Facility Imp 25,000 25,000 25,000 25,000 25,000 Ballfield Relocation - - - - 1,000,000 Riverside Park Improvemnt - - - 1,200,000 1,000,000 Wetlands Prairie Park - 35,000 - - - Tennis Courts wt SSCS - - - - 1,200,000 Ruth Cone Park 800,000 - 6,000,000 - - I-29 Trail Relocation - 1,600,000 2,300,000 - - Skate Park - - - - - Smith Villa Park - - - - - Ann. Long Lines Rec. Cntr 65,000 50,000 60,000 40,000 - Ann. Leisure Opp-Matching 20,000 20,000 20,000 20,000 - War Eagle Pk & Monum Impv - - - - 250,000 Lewis&Clark Stadium PkLot - - - 1,027,000 - Ann.Park Restroom Rpr/Rpl 20,000 20,000 20,000 20,000 - Chris Larsen Park Improv. - - - - 300,000 Ann.Park Rd/Lots/Trail Im 50,000 50,000 50,000 20,000 - Sgt Floyd Monumt Area Enh - - - - 40,000 Pool Improvements-Annual 100,000 50,000 50,000 50,000 -

59 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2012 FY 2013 Department Number Project Description Approved Approved

Public Works 459180 Park Improvements-Annual 65,000 65,000 459212 Ann. Lewis/Clark Stadium 55,000 10,000 459214 New Aquatics Center - - 459302 City Trails 533,092 - 519123 Hwy 75 Loop/Gordon-75 No. 920,000 - 519127 Ann.Emergency WaterMn.Rep 250,000 300,000 519164 Ann.Unspec.Water Dist Sys 50,000 100,000 519212 Correctionville Rd Wtrmn 850,000 435,000 519237 Hwy 75, 1st to 31st St. - - 519238 Airport Water Main Repl. - - 519244 Hawkeye Dr Water Main Rep - - 539102 Annual Manhole Rehab 50,000 50,000 539103 Ann. Unsp Sanitary Sewer 120,000 150,000 539153 Hamilton Blvd San Sewer - - 539189 Ann. San.Sewer Int. Clean 100,000 100,000 539198 S Palmetto & Myers Ave 175,000 - 539199 SE M'Side Intercept/Sewer 1,300,000 1,300,000 539214 28th St San Sewer @ Hwy75 - - 539215 W8th/Wsly/W14/Slvr Intrcp - 200,000 549012 S. Royce/Myers Ave Storm - - 549057 21st/Clark-22nd/Hawkeye - - 549101 Annual Storm Sewer Unspec 120,000 150,000 549108 46th St Storm Sewer - - 549118 1814 S Clinton Alley 90,000 - 549127 Singing Hills Imp Strmwtr - - 549133 Ann Storm Inlet Rebuild 50,000 50,000 549142 Patton/S'ing Hills Ditch - - 549145 D'glas-N Jackson Drainage - - 549148 Ravine Pk Drainage Study - 150,000 549149 1300 S Royce Storm Improv - - 549150 Levitt Street Storm Proj - - 549152 Laurel Stormwater Improv - - 549154 Harrison St Storm Sewer - 10,000 549156 Bacon Ck Box Culvert - 30,000 549157 24th/Jones-Floyd Storm - - 549160 Briar Cliff Drainage Area - - 549161 1117 S Paxton Storm Sewer - - 549188 Cunningham Stormwtr Mgmt - - 549190 Airport Area Storm Sewer - - 549193 Mid-Morningside Stm Drain - - 549194 41st West of Hamilton - - 549195 Washington School Storm - - 569001 Cemeteries Infrsrt Rehab 25,000 50,000 663075 Frelon Dr Utility Ext-C80 - - 719001 Ann CBD Infrstr Improvmnt 405,000 245,000 719005 R'Side/WarEagle Intersect 275,000 -

60 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Description FY 2014 FY 2015 FY 2016 FY 2017 Beyond 2017

Park Improvements-Annual 40,000 65,000 65,000 90,000 - Ann. Lewis/Clark Stadium 10,000 10,000 10,000 10,000 - New Aquatics Center - - - - 5,000,000 City Trails - 200,000 200,000 - - Hwy 75 Loop/Gordon-75 No. - - - - 2,600,000 Ann.Emergency WaterMn.Rep 300,000 300,000 300,000 300,000 - Ann.Unspec.Water Dist Sys 100,000 100,000 100,000 100,000 - Correctionville Rd Wtrmn - - - - - Hwy 75, 1st to 31st St. - 225,000 2,775,000 - - Airport Water Main Repl. - - - - 1,452,000 Hawkeye Dr Water Main Rep - - 74,250 915,750 - Annual Manhole Rehab 50,000 50,000 50,000 50,000 - Ann. Unsp Sanitary Sewer 150,000 150,000 150,000 150,000 - Hamilton Blvd San Sewer - - - - 2,000,000 Ann. San.Sewer Int. Clean 100,000 100,000 100,000 100,000 - S Palmetto & Myers Ave - - - - - SE M'Side Intercept/Sewer - - - - - 28th St San Sewer @ Hwy75 603,000 - - - - W8th/Wsly/W14/Slvr Intrcp 610,000 - - - - S. Royce/Myers Ave Storm - - 200,000 - - 21st/Clark-22nd/Hawkeye - - - - 1,250,000 Annual Storm Sewer Unspec 150,000 150,000 150,000 150,000 - 46th St Storm Sewer - - - 950,000 - 1814 S Clinton Alley - - - - 120,000 Singing Hills Imp Strmwtr - - - - 450,000 Ann Storm Inlet Rebuild 50,000 50,000 50,000 50,000 - Patton/S'ing Hills Ditch - - - - 330,000 D'glas-N Jackson Drainage - 400,000 - - - Ravine Pk Drainage Study - - - - - 1300 S Royce Storm Improv - - - - 350,000 Levitt Street Storm Proj - - - - 110,000 Laurel Stormwater Improv - - - - 900,000 Harrison St Storm Sewer 90,000 - - - - Bacon Ck Box Culvert 470,000 - - - 375,000 24th/Jones-Floyd Storm - - - - 20,000,000 Briar Cliff Drainage Area - - - - 183,750 1117 S Paxton Storm Sewer - - - - 135,000 Cunningham Stormwtr Mgmt - - - - 285,000 Airport Area Storm Sewer - - - - 1,900,000 Mid-Morningside Stm Drain - - - - 600,000 41st West of Hamilton - 150,000 - - - Washington School Storm - - - - 150,000 Cemeteries Infrsrt Rehab 50,000 50,000 50,000 50,000 120,000 Frelon Dr Utility Ext-C80 - - - - 108,475 Ann CBD Infrstr Improvmnt 270,000 270,000 270,000 270,000 - R'Side/WarEagle Intersect - - - - -

61 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2012 FY 2013 Department Number Project Description Approved Approved

Public Works 719006 Outer Drive Shoulder Impr - 375,000 719011 Annual Median Enhancement 75,000 75,000 719015 Reconst. Unspec. Pavement - 50,000 719016 Sgt Rd/S.Lkport Intsct Im - - 719017 Reconst. Asphalt Streets - - 719018 5th/6th St-2way Flow Impr - 25,000 719019 Line Drive Extension - - 719021 Villa Ave Resurfacing 720,000 - 719024 W.19th St Reconstruction 1,440,000 - 719025 S. Pomegranite St. Improv 260,000 477,000 719071 18 St.Viaduct-Floyd Blvd. - - 719095 Geneva Street Reconstruct 101,000 - 719101 New Paving Program - - 719102 South Lewis Blvd Reconst - - 719121 Annual Resurfacing 1,800,000 1,800,000 719122 Burton St./W.14-Military - - 719130 Annual Railroad Crossings 75,000 75,000 719133 Ann. Infrastructure Recon 5,640,000 7,000,000 719138 Annual Bridge Repairs 1,530,000 1,350,000 719148 Garretson-GlenEllen @Hy20 - - 719159 So St. Aubin Reconstructn - - 719163 28th Street Paving - - 719194 Reconst 19th/Hamlton Intr - - 719201 Whispering Creek Area Imp - - 719209 Wesley Parkway Reconstruc 4,000,000 - 719212 Glen Oaks Ext to Chambers 765,000 - 719306 Annual Alley Construction 60,000 60,000 719317 Buckwalter Street - - 719331 Ann.Schools in SC Infrast - 475,000 719333 Dace/Cunnghm/Leach Allign - - 719338 Floyd/Dace Intersection - 225,000 759005 Annual Sidewalk Program 50,000 - 879006 GIS Development - -

TOTAL 24,174,087 17,157,000

Southbridge 549002 Southbridge Drainage Dtch 400,000 - 663162 Southbridge Rail 5,000,000 - 663164 Southbridge Tech Studies 50,000 80,000 719197 Southbridge Development - -

TOTAL 5,450,000 80,000

Utilities 519103 Well Replacement Prgm - - 519130 Grandview Tank Demolition - 35,000 519131 Ultravlt Disinft Potable - 1,000,000

62 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Description FY 2014 FY 2015 FY 2016 FY 2017 Beyond 2017

Outer Drive Shoulder Impr - - - - - Annual Median Enhancement 75,000 75,000 75,000 75,000 - Reconst. Unspec. Pavement 50,000 50,000 50,000 50,000 50,000 Sgt Rd/S.Lkport Intsct Im - 550,000 255,000 - - Reconst. Asphalt Streets - 177,000 177,000 177,000 - 5th/6th St-2way Flow Impr - - - 400,000 - Line Drive Extension - - - - 805,000 Villa Ave Resurfacing - - - - - W.19th St Reconstruction - - - - - S. Pomegranite St. Improv - - - - - 18 St.Viaduct-Floyd Blvd. - - - - 9,587,400 Geneva Street Reconstruct - - - 240,000 - New Paving Program - - - 620,000 - South Lewis Blvd Reconst - - - - 3,076,000 Annual Resurfacing 1,800,000 1,800,000 1,800,000 1,800,000 3,200,000 Burton St./W.14-Military - - - - 2,648,000 Annual Railroad Crossings 75,000 75,000 75,000 75,000 - Ann. Infrastructure Recon 7,000,000 7,000,000 7,000,000 7,000,000 - Annual Bridge Repairs 1,500,000 2,880,000 2,750,000 2,750,000 10,000,000 Garretson-GlenEllen @Hy20 - - 275,000 - 6,283,000 So St. Aubin Reconstructn - - - - 482,000 28th Street Paving 700,000 700,000 - - - Reconst 19th/Hamlton Intr - 300,000 - - - Whispering Creek Area Imp 360,000 - - - 12,550,000 Wesley Parkway Reconstruc - 210,000 710,000 - 800,000 Glen Oaks Ext to Chambers - - - - - Annual Alley Construction 60,000 60,000 60,000 60,000 - Buckwalter Street - - - - 3,048,000 Ann.Schools in SC Infrast 200,000 200,000 200,000 200,000 - Dace/Cunnghm/Leach Allign - - - - 2,500,000 Floyd/Dace Intersection - - - 1,325,000 - Annual Sidewalk Program 50,000 - 50,000 - - GIS Development - 60,000 - - -

TOTAL 17,252,000 18,757,000 27,046,250 20,859,750 104,100,125

Southbridge Drainage Dtch - - - - 3,000,000 Southbridge Rail - - 3,741,980 - - Southbridge Tech Studies 80,000 - - - - Southbridge Development - 400,000 1,712,500 512,500 21,035,000

TOTAL 80,000 400,000 5,454,480 512,500 24,035,000

Well Replacement Prgm - - - - 5,445,000 Grandview Tank Demolition - - - - 12,000,000 Ultravlt Disinft Potable 1,235,905 - - - -

63 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project FY 2012 FY 2013 Department Number Project Description Approved Approved

Utilities 519132 Booster Station Improvm't - - 519138 ZenithWTP Filtr Expansion - - 519158 Water Tower Painting - - 519214 ZenithWTP Structural Pres - - 519241 Riv'frnt Col Well Clean'g - - 519245 Airport NW Wtr Line Conct - - 519246 S.Lewis-LincolnWy WtrMain - - 519247 Source Water Protect Plan - - 519248 Wtrn Hills Pressr Zn&Tank 57,750 - 519249 Water Storage Mixers - - 529002 Landfill New/Eval & Acq - - 539117 WWTP Rehabilitation - 5,100,000

TOTAL 57,750 6,135,000

WCICC - Comm. 149008 Medical Priority Pro-Q&A 70,000 - 149009 Emrgncy Notif&Recall Syst - - 159004 Warning Siren Upgrade - -

TOTAL 70,000 -

WCICC - IT 859006 WCICC Info Serv Upgrade 390,000 380,000

TOTAL 390,000 380,000

GRAND TOTAL 47,269,883 38,546,674

64 City of Sioux City, Iowa FY 2013 - 2017 Capital Improvement Program Approved

Project Description FY 2014 FY 2015 FY 2016 FY 2017 Beyond 2017

Booster Station Improvm't 132,212 70,055 431,699 - 7,491,700 ZenithWTP Filtr Expansion - - - - 11,979,000 Water Tower Painting - 774,000 1,500,000 1,500,000 1,500,000 ZenithWTP Structural Pres - - 306,216 - - Riv'frnt Col Well Clean'g - - 189,000 200,000 - Airport NW Wtr Line Conct - 1,858,500 - - 35,565,000 S.Lewis-LincolnWy WtrMain - - - - 5,832,000 Source Water Protect Plan 357,800 - - - - Wtrn Hills Pressr Zn&Tank - - 50,000 683,775 21,400 Water Storage Mixers - 371,700 371,700 - 540,000 Landfill New/Eval & Acq - - - - 3,000,000 WWTP Rehabilitation 900,000 - - - 4,000,000

TOTAL 2,625,917 3,074,255 2,848,615 2,383,775 87,374,100

Medical Priority Pro-Q&A - - - - - Emrgncy Notif&Recall Syst - - - - 45,000 Warning Siren Upgrade - - 120,000 120,000 -

TOTAL - - 120,000 120,000 45,000

WCICC Info Serv Upgrade 380,000 315,000 280,000 360,000 -

TOTAL 380,000 315,000 280,000 360,000 -

GRAND TOTAL 40,169,930 35,505,064 87,370,545 40,578,025 310,476,375

65 ECONOMIC INDICATORS FY 2011-2012

Tax Rate City Taxable Value** $s per Thousand Des Moines $6,583,898,786 16.580000 Cedar Rapids $5,543,942,061 15.216210 Davenport $3,866,755,460 15.530000 Iowa City $2,821,191,346 17.841500 Council Bluffs $2,368,771,525 17.851060 SIOUX CITY $2,202,766,776 16.657360 Ames $2,168,260,590 10.843650 Waterloo $2,152,353,423 18.533350 Dubuque $2,034,470,780 10.451110

** Does not include TIF Values Taxable Value City Population per Capita Taxes per Capita Des Moines 203,433 $32,364 $537 Cedar Rapids 126,326 $43,886 $668 Davenport 99,685 $38,790 $602 SIOUX CITY 82,684 $26,641 $444 Waterloo 68,406 $31,464 $583 Iowa City 67,862 $41,572 $742 Council Bluffs 62,230 $38,065 $679 Ames 58,965 $36,772 $399 Dubuque 57,637 $35,298 $369

City Sq Miles Taxes per Sq Mile Des Moines 80 1,364,513 Cedar Rapids 71 1,188,138 Davenport 65 923,857 Waterloo 62 643,392 SIOUX CITY 60 611,538 Council Bluffs 37 1,142,840 Dubuque 29 721,741 Ames 24 970,762 Iowa City 24 2,097,262

% of Debt % of Debt Debt Capacity City Capacity Used Capacity Unused Debt Limit in Use Des Moines 72.42% 27.58% $558,198,015 $404,265,000 Cedar Rapids 65.09% 34.91% $433,321,494 $282,045,000 Davenport 63.82% 36.18% $297,663,843 $189,966,525 SIOUX CITY 55.98% 44.02% $185,287,457 $103,719,175 Dubuque 53.03% 46.97% $174,333,061 $92,443,077 Waterloo 48.00% 52.00% $178,318,422 $85,590,000 Council Bluffs 37.14% 62.86% $218,891,681 $81,298,412 Iowa City 36.19% 63.81% $222,654,937 $80,575,000 Ames 26.92% 73.08% $171,580,029 $46,185,000

66 MONTHLY UTILITY CHARGES Typical Residential Customer (8 ccf per month) Large Iowa Cities

City Water Tax Sewer Solid Waste Storm Sewer Total Davenport $39.16 $2.74 $30.11 $12.90 $1.60 $86.51 Iowa City $27.34 $1.91 $36.08 $15.50 $2.50 $83.33 SIOUX CITY $25.69 $1.80 $34.54 $13.90 $0.83 $76.76 Des Moines $18.14 $1.27 $31.03 $13.00 $8.84 $72.28 Ames $24.52 $1.72 $23.95 $0.00 $3.45 $53.64 Cedar Rapids $24.23 $1.70 $19.92 $16.71 $4.56 $67.11 Dubuque $18.48 $1.29 $23.76 $10.72 $5.60 $59.85 Council Bluffs $22.48 $1.57 $17.20 $16.00 $0.00 $57.25

Comparison of Water and Sewer Rates

$80.00

$70.00

$60.00

$50.00

$40.00

$30.00

Cost per per Month Cost $20.00

$10.00

$0.00 Davpt Ia.C. S.C. D.M. Ames C.R. Dub C.B.

Cities are shown in order of charges for water and sewer services combined. The City of Ames has private solid waste services. Cedar Rapids, Davenport, Iowa City, Sioux City and Des Moines solid waste rates include fees for recycling. Comparisons are based on a survey by the Finance Department for December 2011 rates.

67 FUND ANALYSIS - AIRPORT FUND

2009-10 2010-11 2011-12 Actual Actual Budget Revenues Parking Revenues $ 215,643 $ 198,808 $ 215,258 Landing Fees 46,847 46,700 47,000 Fuel Flowage 58,700 55,700 60,000 Air Guard 33,000 33,000 33,000 Rentals and Leases 953,172 869,485 925,596 Concessions & Commissions 126,737 120,062 119,214 Crop Income 202,763 232,761 311,445 Interest (2,349) - - Miscellaneous 22,572 11,403 16,690 Grants 106,471 49,224 128,000 Transfer In Donner 436,530 539,771 535,375 Other Transfers In 401,767 23,561 - Total Revenues 2,601,853 2,180,475 2,391,578

Expenditures Administration 305,899 273,979 319,092 Landing Field 792,578 741,124 790,134 Hangar Area 6,939 12,196 13,062 Terminal Building 509,010 543,686 554,680 Residential Properties 236,799 368,878 252,669 Commercial Properties 4,468 29,667 101,100 Parking 134,392 136,706 143,290 Restaurant - 2,543 - Transfer Out to Airport Capital 14,636 83,977 - Total Expenditures 2,004,721 2,192,756 2,174,027

Net of Revenues over Expenditures 597,132 (12,281) 217,551

Debt Service Debt Service 247,778 372,000 330,890 Transfer In from PFC (155,919) (134,221) (113,052) Proposed Additional Debt Service - 930 - Total Debt Service 91,859 238,709 217,838

Increase (Decrease) in Cash Balance 505,273 (250,990) (287)

Beginning Cash Balance 691,083 1,196,356 945,366

Ending Cash Balance $ 1,196,356 $ 945,366 $ 945,079

68 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 Estimated Budget Projected Projected Projected Projected

$ 209,241 $ 215,258 $ 215,258 $ 215,258 $ 215,258 $ 215,258 36,162 47,000 47,000 47,000 47,000 47,000 55,978 60,000 60,000 60,000 60,000 60,000 33,000 33,000 33,000 33,000 33,000 33,000 926,658 950,496 950,496 950,496 950,496 950,496 146,818 119,214 119,214 119,214 119,214 119,214 233,671 311,445 311,445 311,445 311,445 311,445 ------21,840 16,690 7,855 7,855 7,855 7,855 98,956 128,000 - - - - 535,375 528,923 528,923 528,923 ------2,297,699 2,410,026 2,273,191 2,273,191 1,744,268 1,744,268

295,160 312,950 322,339 332,009 341,969 352,228 920,248 895,842 922,717 950,399 978,911 1,008,278 76,306 13,164 13,559 13,966 14,385 14,816 509,524 601,912 619,969 638,568 657,725 677,457 184,765 253,324 260,924 268,751 276,814 285,118 38,985 83,278 85,776 88,350 91,000 93,730 114,103 143,290 147,589 152,016 156,577 161,274 73,252 - - - - - (11,120) - - - - - 2,201,223 2,303,760 2,372,873 2,444,059 2,517,381 2,592,902

96,476 106,266 (99,682) (170,868) (773,113) (848,634)

330,890 298,614 253,089 184,108 179,305 148,537 (113,052) (92,379) (64,720) - - - - 42,700 92,574 125,518 448,302 469,857 217,838 248,935 280,943 309,626 627,607 618,394

(121,362) (142,669) (380,625) (480,494) (1,400,720) (1,467,028)

945,366 824,004 681,335 300,710 (179,784) (1,580,504)

$ 824,004 $ 681,335 $ 300,710 $ (179,784) $ (1,580,504) $ (3,047,532)

69 FUND ANALYSIS - AIRPORT PFC RESTRICTED FUND

2009-10 2010-11 2011-12 Actual Actual Budget Revenues Passenger Facility Charges (Restricted) $ 107,011 $ 94,856 $ 134,750 Total Revenues 107,011 94,856 134,750

Debt Service 911-135 12,300 11,892 11,486 911-142 61,005 59,317 57,497 911-156 82,614 63,012 44,069 Total Debt Service 155,919 134,221 113,052

Increase (Decrease) in Cash Balance (48,908) (39,365) 21,698

Beginning Cash Balance (682,340) (731,248) (770,613)

Ending Cash Balance $ (731,248) $ (770,613) $ (748,915)

70 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 Estimated Budget Projected Projected Projected Projected

$ 111,113 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 111,113 120,000 120,000 120,000 120,000 120,000

11,486 11,023 10,588 - - - 57,497 55,677 54,132 - - - 44,069 25,679 - - - - 113,052 92,379 64,720 - - -

(1,939) 27,621 55,280 120,000 120,000 120,000

(770,613) (772,552) (744,931) (689,651) (569,651) (449,651)

$ (772,552) $ (744,931) $ (689,651) $ (569,651) $ (449,651) $ (329,651)

71 FUND ANALYSIS - PARKING FUND

2009-10 2010-11 2011-12 Actual Actual Budget

Revenues Parking Meter Collection $ 301,036 $ 293,947 $ 387,000 Parking Violation Fines 285,449 326,594 284,500 4th St Electric & Off Street Lots 138,376 148,843 146,380 Parking Contractor Revenue 744,442 551,901 675,000 Interest 361 695 - Miscellaneous 5,681 3,642 4,580 Transfers In - 237,000 62,000 Total Revenues 1,475,345 1,562,622 1,559,460

Expenditures Administration 103,972 102,440 100,000 Library Parking Maintenance 3,376 1,410 2,533 Morningside Library Parking Lot 3,882 3,062 1,478 Parking Enforcement 853,271 779,167 844,696 Ramp A - Heritage Ramp 9,603 7,716 7,267 Ramp B - Discovery Ramp 31,277 22,244 16,824 Ramp D - Rivers Landing Ramp 37,034 23,917 19,335 Transfer Out to Parking Capital 5,000 289 - General Fund Share of Parking Fines 144,500 144,500 - Total Expenditures 1,191,915 1,084,745 992,133

Net of Revenues over Expenditures 283,430 477,877 567,327

Debt Service G.O. Debt Service 476,444 442,419 434,099 Proposed Debt Service - - - Total Debt Service 476,444 442,419 434,099

Increase (Decrease) in Cash Balance (193,014) 35,458 133,228

Beginning Cash Balance 230,597 37,583 73,041

Ending Cash Balance $ 37,583 $ 73,041 $ 206,269

72 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 Estimate Budget Projection Projection Projection Projection

$ 313,150 $ 296,500 $ 296,500 $ 296,500 $ 296,500 $ 296,500 328,967 327,200 327,200 327,200 327,200 327,200 146,163 149,380 149,380 149,380 149,380 149,380 574,045 630,000 630,000 630,000 630,000 630,000 549 - - - - - 3,166 3,580 3,580 3,580 3,580 3,580 62,000 62,000 62,000 62,000 62,000 62,000 1,428,040 1,468,660 1,468,660 1,468,660 1,468,660 1,468,660

100,000 100,000 100,000 100,000 100,000 100,000 1,444 2,563 2,640 2,719 2,801 2,885 1,484 3,347 3,447 3,550 3,657 3,767 721,735 864,085 890,008 916,708 944,209 972,535 6,694 6,957 7,166 7,381 7,602 7,830 15,590 16,352 16,843 17,348 17,868 18,404 20,699 14,912 15,359 15,820 16,295 16,784 ------867,648 1,008,216 1,035,463 1,063,526 1,092,432 1,122,205

560,392 460,444 433,197 405,134 376,228 346,455

454,059 436,733 381,887 368,895 357,086 110,801 - 67,784 119,632 169,943 171,933 173,723 454,059 504,517 501,519 538,838 529,019 284,524

106,333 (44,073) (68,322) (133,704) (152,791) 61,931

73,041 179,374 135,301 66,979 (66,725) (219,516)

$ 179,374 $ 135,301 $ 66,979 $ (66,725) $ (219,516) $ (157,585)

73 FUND ANALYSIS - SEWER UTILITY FUND

2009-10 2010-11 2011-12 Actual Actual Budget

Revenues Domestic/Commercial $ 10,780,104 $ 11,470,445 $ 12,708,202 Major Industry 5,104,882 3,568,095 4,549,451 Sister Cities 1,372,805 1,766,704 1,616,098 Dakota Dunes 178,673 178,587 210,338 Interest (Investments & Overdue Acts) 94,495 161,351 95,000 Sales Tax 415,138 351,854 415,000 FEMA Reimbursement - - - Miscellaneous 318,239 193,128 110,950 Total Revenues 18,264,336 17,690,164 19,705,039

Expenditures Treatment Operations 5,633,435 5,768,918 5,884,140 Administration 535,767 674,398 735,233 Water Usage at WWTP 102,000 262,213 340,755 Maintenance 1,752,117 1,707,411 1,739,752 Customer Service 304,838 311,230 393,415 Meter Shop 241,344 243,837 310,068 Economic Development 46,463 40,609 44,613 Engineering 93,235 90,742 92,101 Sales Tax 412,836 338,930 415,000 Flood Costs - 87,572 - Transfer Out to Sewer Capital 2,085,286 1,701,370 2,125,000 Total Expenditures 11,207,321 11,227,230 12,080,077

Net of Revenues over Expenditurers 7,057,015 6,462,934 7,624,962

Debt Service Iowa SRL 4,157,860 4,763,571 6,863,083 FY12 SRL $5,860,000 (M'side Lift Station) - - - FY13 SRL $5,151,000 - - - FY14 SRL $909,000 - - - FY13 SRL $1,201,698(Phase 1 I-29) - - - FY16 Iowa SRL $18,900,000 (I-29) - - - 50% of AMR Debt Repayment 208,251 226,131 247,598 Debt Service Abated GO Bonds 390,697 339,399 289,796 Proposed Abated GO Bonds - - - Total Debt Service 4,756,808 5,329,101 7,400,477

Increase (Decrease) in Cash Balance 2,300,207 1,133,833 224,485

Beginning Cash Balance 6,504,140 8,804,347 8,189,548

Ending Cash Balance $ 8,804,347 $ 9,938,180 $ 8,414,033

74 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 Estimated Budget Projected Projected Projected Projected

$ 11,895,770 $ 11,955,182 $ 11,955,182 $ 11,955,182 $ 11,955,182 $ 11,955,182 4,238,702 4,103,852 4,103,852 4,103,852 4,103,852 4,103,852 1,984,867 2,198,500 2,198,500 2,198,500 2,198,500 2,198,500 211,689 212,000 212,000 212,000 212,000 212,000 121,559 135,900 135,900 135,900 135,900 135,900 380,280 415,000 417,075 421,246 425,458 432,904 370,374 - - - - - 184,140 107,950 107,950 107,950 107,950 107,950 19,387,381 19,128,384 19,130,459 19,134,630 19,138,842 19,146,288

4,389,497 4,955,354 5,104,015 5,257,135 5,414,849 5,577,295 702,744 695,087 715,940 737,418 759,540 782,327 340,755 30,000 30,900 31,827 32,782 33,765 1,601,116 1,943,498 2,001,803 2,061,857 2,123,713 2,187,424 393,415 407,924 420,162 432,767 445,750 459,122 310,068 339,604 349,792 360,286 371,094 382,227 41,258 43,205 44,501 45,836 47,211 48,628 92,101 92,452 95,226 98,082 101,025 104,056 380,280 415,000 417,075 421,246 425,458 432,904 348,161 - - - - - 2,125,000 2,260,000 2,335,000 2,365,000 2,260,000 2,260,000 10,724,395 11,182,124 11,514,413 11,811,454 11,981,422 12,267,747

8,662,986 7,946,260 7,616,046 7,323,176 7,157,420 6,878,541

6,595,339 6,592,883 6,588,478 6,584,058 6,480,492 6,367,696 - 461,644 403,044 403,044 403,044 403,044 - 417,780 354,280 354,280 354,280 354,280 - - 71,610 62,520 62,520 62,520 - 94,668 82,651 82,651 82,651 82,651 - - - - 1,488,921 1,299,921 247,598 247,089 207,216 207,062 206,759 206,305 289,796 240,884 174,204 70,061 - - - 28,000 235,936 273,475 265,445 537,415 7,132,733 8,082,949 8,117,420 8,037,151 9,344,112 9,313,833

1,530,253 (136,689) (501,374) (713,975) (2,186,692) (2,435,292)

9,938,180 11,468,433 11,331,744 10,830,371 10,116,395 7,929,703

$ 11,468,433 $ 11,331,744 $ 10,830,371 $ 10,116,395 $ 7,929,703 $ 5,494,411

75 FUND ANALYSIS - TRANSIT FUND

2009-10 2010-11 2011-12 Actual Actual Budget Revenues Property Taxes $ 844,336 $ 774,336 $ 723,806 Fares and Charges 1,014,950 1,113,549 1,079,890 Parking Contractor Revenue 198,063 176,265 214,208 Sale of Fuel 43,015 72,900 88,492 FTA Operating Assistance 1,437,136 1,586,101 1,585,282 IDOT Operating Assistance 299,587 337,149 303,639 SSC Contribution 66,359 66,359 66,359 NSC Transit Operating Assistance 18,600 19,158 19,158 Advertising 14,880 27,604 21,438 Equipment Rental 1,654 1,654 1,648 Commercial Properties 43,683 45,194 44,471 Reimbursements 49,650 95,164 64,016 Transfers In - 223,908 - Other 3,629 5,763 8,000 Total Revenues 4,035,542 4,545,104 4,220,407

Expenditures Adminstration 245,757 260,056 256,412 Operations 3,395,164 3,274,152 2,979,697 Maintenance 49,654 51,636 51,607 MLK Ground Transporation Center 238,796 213,100 216,233 Senior Center Transporation 11,072 11,242 11,494 Para Transit 454,734 536,955 491,597 New Freedom 6,219 5,176 5,200 Total Expenditures 4,401,396 4,352,317 4,012,240

Net of Revenues over Expenditures (365,854) 192,787 208,167

Debt Service Debt Service 77,018 86,665 82,049 Proposed Debt Service - - - Total Debt Service 77,018 86,665 82,049

Increase (Decrease) in Cash Balance (442,872) 106,122 126,118

Beginning Cash Balance (1,503,962) (1,946,834) (271,593)

Ending Cash Balance $ (1,946,834) $ (1,840,712) $ (145,475)

FTA Receivable 1,586,101 1,569,119

76 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 Estimated Budget Projected Projected Projected Projected

$ 723,806 $ 787,173 $ 787,173 $ 787,173 $ 787,173 $ 787,173 1,189,054 1,210,818 1,210,818 1,210,818 1,210,818 1,210,818 165,533 199,608 199,608 199,608 199,608 199,608 83,918 99,084 99,084 99,084 99,084 99,084 1,569,119 1,569,119 1,569,119 1,569,119 1,569,119 1,569,119 343,219 380,343 380,343 380,343 380,343 380,343 66,359 66,359 66,359 66,359 66,359 66,359 20,595 21,213 21,213 21,213 21,213 21,213 14,725 27,600 27,600 27,600 27,600 27,600 7 - - - - - 44,727 46,700 46,700 46,700 46,700 46,700 109,475 91,716 91,716 91,716 91,716 91,716 637,179 ------5,000 5,000 5,000 5,000 5,000 4,967,717 4,504,733 4,504,733 4,504,733 4,504,733 4,504,733

254,127 263,427 271,330 279,470 287,854 296,489 3,057,088 3,080,422 3,172,835 3,268,020 3,366,060 3,467,042 58,297 59,770 61,563 63,410 65,312 67,272 200,480 213,631 220,040 226,641 233,440 240,444 ------724,762 758,946 781,714 805,166 829,321 854,200 5,675 6,050 6,232 6,418 6,611 6,809 4,300,428 4,382,246 4,513,713 4,649,125 4,788,599 4,932,256

667,289 122,487 (8,980) (144,392) (283,866) (427,523)

82,049 92,919 88,183 85,962 79,471 76,653 - 29,568 112,723 109,478 106,234 102,989 82,049 122,487 200,906 195,440 185,705 179,642

585,240 - (209,886) (339,832) (469,571) (607,165)

(1,840,712) 344,528 344,528 134,641 (205,191) (674,761)

$ (1,255,472) $ 344,528 $ 134,641 $ (205,191) $ (674,761) $ (1,281,927)

1,600,000

77 FUND ANALYSIS - WATER UTILITY FUND

2009-10 2010-11 2011-12 Actual Actual Budget

Revenues Sales Tax $ 676,423 $ 713,515 $ 759,828 Utility Charges 8,107,429 8,132,119 8,937,630 Utility Minimum Charge 2,977,066 3,150,096 3,281,918 Utility Initiation Charge 91,276 88,386 100,000 Water Usage at WWTP 102,000 262,213 340,755 Capital Facilities Charge 19,433 22,867 19,500 Front Foot Connection Fees 10,367 21,618 18,000 Interest 135,357 135,216 130,000 GM Buyout of Wells # 3 & #4 - - - Water Tower Rent 94,834 92,755 94,834 Build America Bonds Rebate - 116,865 - FEMA reimbursement - - - Miscellaneous 232,705 60,151 59,686 Total Revenues 12,446,890 12,795,801 13,742,151

Expenditures Utility Administration 696,677 733,936 642,102 Zennith Water Plant 2,154,442 2,096,026 2,343,603 Southbridge Water Plant - - - Transmission and Distribution 2,591,299 2,465,726 2,589,341 Meter Shop 241,344 257,837 287,568 Customer Service 281,438 297,230 415,915 Economic Development 40,659 - 44,613 Engineering Administration 93,235 90,742 92,100 Sales Taxes 665,614 714,789 759,829 Flood Expenses - 284,255 - Transfer Out to Water Capital 2,271,537 2,535,260 2,500,000 Total Expenditures 9,036,245 9,475,801 9,675,071

Net of Revenues over Expenditures 3,410,645 3,320,000 4,067,080

DEBT SERVICE State Revolving Loans 2,179,131 2,581,036 4,198,469 FY13 SRL $1,010,000 - - - FY14 SRL $1,900,000(I-29) - - - FY14 SRL $1,710,000 - - - FY15 SRL $2,551,000 - - - FY16 SRL $3,615,000 - - - Sewer share of AMR (916-032) (208,251) (226,131) (247,598) Donner share of Water Plant - (300,000) (804,713) Transfer in Donner TIF for SRL (100,000) (100,000) (100,000) Water Abated GO Bonds 83,912 228,700 294,674 Proposed Water Abated GO Bonds - - - Total Debt Service 1,954,792 2,183,605 3,340,832

Increase (Decrease) in Cash Balance 1,455,853 1,136,395 726,248

Beginning Cash Balance 1,299,072 2,754,925 2,754,925

Ending Cash Balance $ 2,754,925 $ 3,891,320 $ 3,481,173

78 2011-12 2012-13 2013-14 2014-15 2015-16 2016-2017 Estimated Budget Projected Projected Projected Projected

$ 777,706 $ 759,829 $ 759,829 $ 759,829 $ 759,829 $ 759,829 9,106,759 8,876,009 8,876,009 8,876,009 8,876,009 8,876,009 3,277,433 3,123,600 3,123,600 3,123,600 3,123,600 3,123,600 90,884 100,000 100,000 100,000 100,000 100,000 262,213 30,000 30,000 30,000 30,000 30,000 9,000 19,500 19,500 19,500 19,500 19,500 13,044 18,000 18,000 18,000 18,000 18,000 122,755 120,000 120,000 120,000 120,000 120,000 - - 1,600,000 - - - 91,907 92,755 92,755 68,000 68,000 68,000 209,969 202,377 194,513 186,386 177,996 169,334 717,020 - - - - - 59,686 58,361 60,000 60,000 60,000 60,000 14,738,376 13,400,431 14,994,206 13,361,324 13,352,934 13,344,272

646,965 644,073 669,836 696,629 724,495 753,474 1,962,655 2,270,465 2,361,284 2,455,735 2,553,964 2,656,123 275,000 992,775 1,032,486 1,032,486 1,032,486 1,032,486 2,663,365 2,716,750 2,825,420 2,938,437 3,055,974 3,178,213 310,068 339,604 353,188 367,316 382,008 397,289 393,415 407,924 424,241 441,211 458,859 1,237,042 41,476 43,205 44,933 46,731 48,600 50,544 92,100 92,452 96,150 99,996 103,996 108,156 777,706 759,829 790,222 821,831 854,704 759,829 559,299 - - - - - 2,500,000 3,035,000 3,109,100 3,105,000 3,000,000 3,000,000 10,222,049 11,302,077 11,706,860 12,005,371 12,215,086 13,173,156

4,516,327 2,098,354 3,287,345 1,355,952 1,137,848 171,115

4,250,808 5,649,858 5,646,721 5,642,338 5,639,345 5,633,681 - 69,467 69,467 69,467 69,467 69,467 - - 130,680 130,680 130,680 130,680 - - 117,612 117,612 117,612 117,612 - - - 175,455 175,455 175,455 - - - - 248,636 248,636 (247,598) (247,089) (225,235) (225,068) (224,738) (224,245) (804,713) (804,713) (804,713) (804,713) (804,713) (804,713) (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) 384,146 437,787 409,378 386,497 379,062 371,625 - 60,900 98,076 247,887 537,398 983,640 3,482,643 5,066,210 5,341,985 5,640,154 6,168,203 6,601,837

1,033,684 (2,967,856) (2,054,640) (4,284,202) (5,030,355) (6,430,721)

3,891,320 4,925,003 1,957,147 (97,492) (4,381,694) (9,412,050)

$ 4,925,003 $ 1,957,147 $ (97,492) $ (4,381,694) $ (9,412,050) $ (15,842,771)

79

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

80

Sioux Gateway Airport Organizational Chart

Sioux Gateway Airport Board of Trustees

Airport/Transit/Fleet Director

Administrative Assistant

Airport Operations Supervisor

PT Clerical Seasonal Labor Assistant (2)

Airport Commercial/ Terminal Area Operations Area Residential

Airport Worker III Airport Worker I Airport Worker III 1 FTE 3.5 FTE 1 FTE (8905)

Airport Worker II Airport Worker II 1 FTE 3 FTE (8906)

81

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

82 AIRPORT

MISSION STATEMENT: To maximize the utilization of Airport facilities by providing a safe and efficient location for air service and various other services at competitive prices through proactive development, construction and improvement to equipment and facilities. In addition, the Airport shall operate and promote itself in a fiscally prudent manner, working toward reducing, and ultimately eliminating its dependency on City taxpayers.

SERVICES: The Sioux Gateway Airport/Col. Bud Day Field provides an FAA Part 139 certified aviation facility for the operation of scheduled air carriers, general aviation aircraft, and military aircraft. These facilities and services include: runways, taxiways, aircraft parking ramps, Terminal Building facilities, hangars, land with aviation access, aviation security, streets, and non-aviation (accessible) land in support of Airport functions.

RESOURCES: Physical assets included two runways (9,000 and 6,600 feet in length, both 150 feet in width), 7 taxiways (18,000 feet in total length varying from 50 to 75 feet in width), 5 aircraft parking ramps, (approximately 85 acres in paved surface area), 14 aviation accessible hangars, one Terminal Building (38,000 sq. ft.), several maintenance buildings, including one 20,000 square foot vehicle storage building, 9 non-aviation (accessible) buildings (varying in size from 2,000 to 5,000 sq. ft. in area), 55 residential housing units, and numerous surface streets (approximately 5.1 miles of paved public streets, 2 miles of paved internal non-public streets, and 4.8 miles of gravel internal non-public roads).

Financial resources include revenue-generating enterprises from the landing field, terminal building, hangars and ramps, commercial properties, residential properties, public parking, and farm properties. Funds are also generated from Passenger Facility Charges (PFC), Federal Aviation Administration (FAA) Airport Improvement Program (AIP) grants, Transportation Security Administration (TSA) Funds, and State Commercial Service Vertical Infrastructure (CSVI) funds.

FY2012 GOALS AND PROGRESS: 1. Complete a Master Plan update Pavement condition study completed, work had begun on Airport Layout Plan 2. Increase landside development (Non-Aeronautical Revenue) Added one new commercial tenant. 3. Secure a new air carrier Received a Small Community Air Service Grant 4. Undertake design of Runway 17/35 Feasibility study completed and submitted to FAA 5. Increase airside development with additional hangar space Continuing move of former 27 flags Golf Course buildings to the airport, have bids for moving and hangar doors and will be completing bids for concrete foundations and floors, also completed repairs on two alert hangar doors.

FY2013 GOALS: 1. Complete Master Plan Update and start implementing changes noted in Master Plan. 2. Increase landside development (Non-Aeronautical revenue). 3. Secure a new air carrier – complete EAS contract with US DOT. 4. Start rebuild of Runway 17/35. 5. Fill all airside developed space and see additional expansion on buildings.

83 AIRPORT SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Fines and Violations 1,327$ 825$ 1,400$ 1,400$ $ - 0.0% Enterprise Fees 471,884 433,777 500,698 485,948 (14,750) (2.9%) A) Federal Governmental Operating Grants 101,598 49,224 108,000 108,000 - 0.0% State Governmental Operating Grants 11,376 - 20,000 20,000 - 0.0% Rentals and Leases 1,085,672 1,102,246 1,237,041 1,261,941 24,900 2.0% B) Concessions and Commissions 118,930 117,255 119,214 119,214 - 0.0% Miscellaneous 2,227 1,731 1,800 1,800 - 0.0% Contributions 5,228 3,961 2,600 2,600 - 0.0% Other 224 121 200 200 - 0.0% Total Revenue 1,798,466 1,709,140 1,990,953 2,001,103 10,150 0.5%

Administration 305,899 273,979 319,092 312,950 (6,142) (1.9%) C) Landing Field 792,578 763,273 790,134 895,842 105,708 13.4% D) Hangar 6,939 12,196 13,062 13,164 102 0.8% Terminal Building 509,010 543,686 554,680 580,066 25,386 4.6% E) Residential 236,799 368,878 252,669 253,324 655 0.3% Commercial 4,468 29,667 101,100 83,278 (17,822) (17.6%) F) Parking 134,392 136,706 143,290 143,290 - 0.0% Total Expenditures 1,990,085 2,128,385 2,174,027 2,281,914 107,887 5.0%

Net (Revenues less Expenditures) (191,619) (419,245) (183,074) (280,811) (97,737) 53.4%

Additional Resources Needed Airport Fund Balances 191,619 419,245 183,074 280,811 97,737 53.4% Total Additional Resources 191,619$ 419,245$ 183,074$ 280,811$ 97,737$ 53.4%

Notes: A) Passenger facility charges decreased $14,750 based on decreased net facility charges per customer. B) Hanger and ramp rent revenues increased $24,000 due to additional new hangars from the 27 flags site. C) Salaries decreased $1,046 based on employee allocations between divisions. Group health insurance and dental insurance premiums decreased $5,464 due to employee elections. Deferred compensation-City match decreased $1,233 and Iowa Public Employees' Retirement System decreased $445 based on employee allocations. Property/building content insurance increased $1,826 based on prior year claims. D) Salaries increased $4,838 based on contractual obligations. Payroll related costs increased $199 based on salaries increase. Iowa Public Employees' Retirement System increased $1,903 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Workers' compensation premiums decreased $1,268 based on City-wide claims experience. Group health insurance and dental insurance premiums increased $12,842 based on employee elections. Equipment repair and maintenance CMG increased $94,569 based on prior year usage and the year-to-date balance. Gas utilities increased $1,184 and electric utilities increased $843 based on actual expenses. E) Salaries decreased $734 based on employee allocations between divisions. Group health insurance and dental insurance premiums increased $19,926 based on employee elections. Workers' compensation insurance premiums decreased $9,287. Iowa Public Employees' Retirement System and deferred compensation increased $1,489 based on employee elections and due to a .6% increase in the State required IPERS contribution rate from 8.07% to 8.67%. Gas utilities increased $2,641 and electrical utility increased $12,386 based on history.

84

F) Salaries increased $2,567 based on contractual obligations. Workers' compensation insurance premiums decreased $8,945. Payroll related costs increased $238 due to salary increase. Group health insurance and dental insurance premiums decreased $13,143 due to employee elections. Deferred compensation-City match increased $872 based on salaries increase and employee elections.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Airport Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Director 1.00 1.00 - - - - Airport Office Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Airport Vehicle Equipment Mechanic 1.00 - - - - - Airport Worker I 4.00 3.00 3.00 3.00 3.00 - Airport Worker II 5.00 5.00 5.00 5.00 5.00 - Airport Worker III 2.00 2.00 2.00 2.00 2.00 -

Part Time Airport Administrative Secretary 0.50 - - - - - Airport Worker I - 0.50 0.50 0.50 0.50 - Clerical Assistant - 0.50 0.50 0.50 0.50 - Seasonal Laborer 1.03 1.03 1.03 1.03 1.03 -

Total FTE 17.53 16.03 15.03 15.03 15.03 -

85 ADMINISTRATION 8901

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees 11,048$ 5,822$ 11,055$ 11,055$ $ - 0.0% State Governmental Operating Grants 11,376 - 20,000 20,000 - 0.0% Concessions and Commissions - 1,686 - - - 0.0% Contributions 1,005 2,476 2,000 2,000 - 0.0% Other 224 121 200 200 - 0.0% Total Revenue 23,653 10,105 33,255 33,255 - 0.0%

Employee Compensation 163,135 172,101 205,361 197,393 (7,968) (3.9%) A) General Services 131,940 93,745 95,788 97,614 1,826 1.9% B) Services Related to Property 2,703 2,735 2,102 2,102 - 0.0% General Supplies 8,111 5,198 10,141 10,141 - 0.0% Miscellaneous 10 200 5,700 5,700 - 0.0% Total Expenditures 305,899 273,979 319,092 312,950 (6,142) (1.9%)

Net (Revenues less Expenditures) $ (282,246) $ (263,874) $ (285,837) $ (279,695) 6,142$ (2.1%)

Notes: A) Salaries decreased $1,046 based on employee allocation changes between divisions. Group health insurance and dental insurance premiums decreased $5,464 due to employee elections. Deferred compensation-City match decreased $1,233 and Iowa Public Employees' Retirement System decreased $445 based on employee allocation changes. B) Property/building content insurance increased $1,826 based City-wide claims experiences.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Airport Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Director 1.00 1.00 - - - - Part Time Airport Administrative Secretary 0.50 - - - - - Clerical Assistant - 0.50 0.50 0.50 0.50 -

Total FTE 2.50 2.50 1.50 1.50 1.50 -

86 LANDING FIELD 8902

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees 245,943$ 230,712$ 274,750$ 260,000$ $ (14,750) (5.4%) A) Miscellaneous 1,290 40 1,300 1,300 - 0.0% Total Revenue 247,233 230,752 276,050 261,300 (14,750) (5.3%)

Employee Compensation 368,583 397,421 415,854 434,566 18,712 4.5% B) General Services 31,152 5,209 12,860 12,860 - 0.0% Services Related to Property 186,379 217,137 153,166 237,735 84,569 55.2% C) General Supplies 130,941 78,520 96,200 96,600 400 0.4% Utilities 75,154 64,986 94,587 96,614 2,027 2.1% D) Inventory Supplies 369 - 17,467 17,467 - 0.0% Miscellaneous - - - - - 0.0% Total Expenditures 792,578 763,273 790,134 895,842 105,708 13.4%

Net (Revenues less Expenditures) $ (545,345) $ (532,521) $ (514,084) $ (634,542) $ (120,458) 23.4%

Notes: A) Passenger facility charges decreased $14,750 based on decreased net facility charges per customer. B) Salaries increased $4,838 based on contractual obligations and employee allocations between divisions. Payroll related costs increased $199 based on salaries increase. Iowa Public Employees' Retirement System increased $1,903 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Workers' compensation insurance premiums decreased $1,268 based on City-wide claim experience. Group health insurance and dental insurance premiums increased $12,842 based on employee elections. C) Equipment repair and maintenance CMG increased $83,569 based on prior year expenses. D) Gas utilities increased $1,184 based on actual expenses. Electric utilities increased $843 based on actual expenses.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Airport Office Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Airport Vehicle Equipment Mechanic 1.00 - - - - - Airport Worker II 3.00 3.00 3.00 3.00 3.00 - Airport Worker III 1.00 1.00 1.00 1.00 1.00 -

Part Time Seasonal Laborer 1.03 1.03 1.03 1.03 1.03 -

Total FTE 8.03 7.03 7.03 7.03 7.03 -

87 HANGAR 8903

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 261,617$ 244,890$ 258,668$ 282,668$ 24,000$ 9.3% A) Miscellaneous 405 35 - - - 0.0% Total Revenue 262,022 244,925 258,668 282,668 24,000 9.3%

Employee Compensation - 4,066 - - - 0.0% Services Related to Property 4,400 7,574 10,500 10,500 - 0.0% General Supplies 575 - 500 500 - 0.0% Utilities 1,964 556 2,062 2,164 102 4.9% B) Total Expenditures 6,939 12,196 13,062 13,164 102 0.8%

Net (Revenues less Expenditures) 255,083$ 232,729$ 245,606$ 269,504$ 23,898$ 9.7%

A) Hanger and ramp rent revenues increased $24,000 due to additional new hangars from the 27 flags site. B) Utilities expense increased $102 based on prior year usage.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this

88 TERMINAL BUILDING 8904

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 101,598$ 49,224$ 108,000$ 108,000$ $ - 0.0% Rentals and Leases 299,267 310,449 302,036 302,936 900 0.3% Concessions and Commissions 118,930 115,569 119,214 119,214 - 0.0% Contributions 4,223 15 - - - 0.0% Total Revenue 524,018 475,257 529,250 530,150 900 0.2%

Employee Compensation 285,133 318,878 330,071 341,430 11,359 3.4% A) General Services 103,519 104,200 111,780 110,780 (1,000) (0.9%) Services Related to Property 59,882 51,674 65,156 65,156 - 0.0% General Supplies 9,519 15,672 12,200 12,200 - 0.0% Utilities 43,308 51,056 35,473 50,500 15,027 42.4% B) Inventory Supplies - 2,206 - - - 0.0% Miscellaneous 7,649 - - - - 0.0% Total Expenditures 509,010 543,686 554,680 580,066 25,386 4.6%

Net (Revenues less Expenditures) 15,008$ $ (68,429) $ (25,430) $ (49,916) $ (24,486) 96.3% Notes: A) Salaries decreased $734 based on employee allocations between divisions. Group health insurance and dental insurance premiums increased $19,926 based on employee elections. Workers' compensation insurance premiums decreased $9,287 based on City-wide claims experience. Iowa Public Employees' Retirement System and deferred compensation increased $1,489 based on employee elections and due to a .6% increase in the State required IPERS contribution rate from 8.07% to 8.67%. B) Gas utilities increased $2,641 and electrical utility increased $12,386 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Airport Worker I 4.00 3.00 3.00 3.00 3.00 - Airport Worker II 1.00 1.00 1.00 1.00 1.00 -

Part Time Airport Worker I - 0.50 0.50 0.50 0.50 -

Total FTE 5.00 4.50 4.50 4.50 4.50 -

89 RESIDENTIAL PROPERTIES 8905

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Fines and Violations 1,327$ 825$ 1,400$ 1,400$ $ - 0.0% Rentals and Leases 303,804 283,528 337,928 337,928 - 0.0% Miscellaneous 532 280 500 500 - 0.0% Contributions - 1,470 600 600 - 0.0% Total Revenue 305,663 286,103 340,428 340,428 - 0.0%

Employee Compensation 118,138 98,845 118,059 123,074 5,015 4.2% A) General Services 1,175 3,359 1,250 1,250 - 0.0% Services Related to Property 53,613 41,010 48,000 48,000 - 0.0% General Supplies 6,498 9,266 8,500 9,500 1,000 11.8% B) Utilities 17,271 19,632 29,860 24,500 (5,360) (18.0%) C) Capital Expenditures - 150,000 - - - 0.0% Miscellaneous 40,104 46,766 47,000 47,000 - 0.0% Total Expenditures 236,799 368,878 252,669 253,324 655 0.3%

Net (Revenues less Expenditures) 68,864$ $ (82,775) 87,759$ 87,104$ $ (655) (0.7%)

Notes: A) Salaries increased $1,604 due to contractual obligations. Workers' compensation insurance premiums increased $1,887 based on City-wide claims experience. Deferred compensation-City match increased $852 based on increase in salaries and employee elections. Payroll related expenses increased $753 due to an increase in salaries. B) Operating supplies increased $1,000 based on prior year history. C) Gas utilities decreased $3,000 due to reduction in rental property. Electric utilities decreased 2,360 due to reduction in rental property.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Airport Worker III 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

90 COMMERCIAL PROPERTIES 8906

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 30,712$ 30,618$ 26,964$ 26,964$ $ - 0.0% Miscellaneous - 1,376 - - - 0.0% Total Revenue 30,712 31,994 26,964 26,964 - 0.0%

Employee Compensation 197 19,523 93,224 75,319 (17,905) (19.2%) A) Services Related to Property 696 1,160 1,500 1,500 - 0.0% Utilities 1,617 3,616 1,668 1,751 83 5.0% Miscellaneous 1,958 5,368 4,708 4,708 - 0.0% Total Expenditures 4,468 29,667 101,100 83,278 (17,822) (17.6%)

Net (Revenues less Expenditures) 26,244$ 2,327$ $ (74,136) $ (56,314) 17,822$ (24.0%)

Notes: A) Salaries increased $2,567 based on contractual obligations. Workers' compensation insurance premiums decreased $8,945 due to City-wide claims experience. Payroll related costs increased $238 due to salary increase. Group health insurance and dental insurance premiums decreased $13,143 due to employee elections. Deferred compensation-City match increased $872 based on salaries increase and employee elections.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Airport Worker II 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

91 FARM PROPERTIES 8907

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 190,272$ 232,761$ 311,445$ 311,445$ $ - 0.0% Total Revenue 190,272 232,761 311,445 311,445 - 0.0%

Net (Revenues less Expenditures) 190,272$ 232,761$ 311,445$ 311,445$ $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

92 PARKING 8908

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees 214,893$ 197,243$ 214,893$ 214,893$ $ - 0.0% Total Revenue 214,893 197,243 214,893 214,893 - 0.0%

General Services 71,246 69,886 80,460 80,460 - 0.0% Services Related to Property 54,080 59,749 51,332 51,332 - 0.0% General Supplies 2,830 727 4,950 4,950 - 0.0% Utilities 6,236 6,344 6,548 6,548 - 0.0% Total Expenditures 134,392 136,706 143,290 143,290 - 0.0%

Net (Revenues less Expenditures) 80,501$ 60,537$ 71,603$ 71,603$ $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

93

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

94

Sioux City Art Center Organizational Chart

Sioux City Art Center Board of Trustees

Art Center Art Center Association of City Manager Sioux City Director

Administrative Secretary 1.0 FTE

Exhibitions/ Exhibits Development Curator Publications Desk Custodians Collections Coordinator Half Association Coordinator Attendants 1.25 FTE Coordinator Half Association Funded 1.00 FTE 1.10 FTE Funded 1.00 FTE 1.0 FTE 1.00 FTE

95 ART CENTER

MISSION SATEMENT: The Sioux City Art Center’s mission is to enrich our region’s quality of life by bringing the excitement of the visual arts to our community through education, exhibitions and permanent collection.

VISION STATEMENT: The Art Center will continue to serve as and enhance its position as a premier cultural attraction for the citizens of the Sioux City metro area. The Art Center will use its Permanent Collection to position itself as a major regional educational resource for educators, students, and the general public. The Art Center will promote itself as a cultural tourist destination based on its reputation as presenting major traveling exhibitions, and a quality permanent collection featuring the best regional artists. The Art Center will increase access to education and in turn the Art Center’s Permanent Collection, by expanding the present facility with a new Learning Center.

VALUE STATEMENT: The Sioux City Art Center will provide visitors with an accessible and meaningful appreciation of the visual arts by embracing education as fundamental to its programs.

SERVICES: The Art Center is an accredited art museum that houses and cares for a significant Permanent Collection of art including important regional, upper Midwestern, nationally, and internationally recognized artists. It also offers year-round exhibition and education programs. The exhibition program features both ongoing exhibitions of its Permanent Collection as well as temporary exhibitions ranging from area students to major, nationally significant traveling exhibitions. The education program features approximately 100 art education classes per year, including classes approved for ongoing teacher certification as well as for graduate credit. In addition, the Art Center features interactive educational activities for children in the Junior League Hands On! Gallery. The Art Center also offers gallery talks/lectures and tours to thousands of Siouxland students and adults, as well as off-site outreach activities and events throughout Sioux City and cooperative programs with other civic, non-profit social and educational organizations. Since opening its new site in 1997, the Sioux City Art Center attracts an average of 35,000 visitors annually, while ArtSplash, the Art Center Association’s annual outdoor arts festival at the Mildred Anderson Dance Pavilion on the riverfront, attracts an average of 30,000 per year. Furthermore, every year thousands of motorists and visitors view the Art Center’s temporary and permanent public art projects located in downtown Sioux City.

RESOURCES: Property tax revenues, space rental and service-generated revenues, as well as a contribution from the Art Center Association of Sioux City, fund the Art Center’s City budget. The Association’s contribution includes an amount equal to one-half the cost of the Development Coordinator’s and Exhibition Curator’s positions. In addition, the Association pays lease charges for a van and computers. The facility also requires significant operational support from the Association for additional Art Center staff, exhibition costs, publications, and programming. These costs, approximately $500,000 to $600,000 per year, are included in the Association’s budget and not reflected in the City budget figures. Volunteers are also important to the Art Center, contributing an average of approximately 5,000 hours of service per year.

FY2012 GOALS AND PROGRESS:

1. Design and implement process for commissioning a public art project for south lawn of Art Center. a) To date, the Art Center has developed and distributed a prospectus for the project, attracted a pool of highly qualified applicants, and appointed a Jury comprised of arts professionals, stakeholders and neighbors that reviewed the applicant pool and selected three finalists. 2. Continue to address conservation issues by identifying and implementing best practices in caring for the Permanent Collection. a) Fifteen artworks were framed. b) Backing added to 50 paintings. c) Replaced D-Rings and wire on 100 artworks. d) Added interleaving for 50 artworks.

96 e) Matted 25 new works on paper. f) Identified artworks to be considered for de-accession from the Collection due to their condition and value to the Collection. 3. Implement FY2011exhibition and education programs. a) The Art Center continued two long-term exhibitions from the Permanent Collection: i) Grant Wood’s Corn Room mural, featuring Grant Wood’s complete 1927 mural from the Martin Hotel in Sioux City; Sioux City Art Center Permanent Collection. ii) Margaret Ann Martin Everist Permanent Collection Gallery, a long-term exhibition featuring a selection from the Collection arranged in historical periods and movements. b) In FY2011 the staff developed and installed 20 temporary exhibitions including: i) Sioux City Clay Artists June 1 – October 3, 2010. The exhibition in the Art Center Atrium featured selections from ten Sioux City artists working in clay. ii) Art and Sioux City: A Tradition of Creativity July 10 – August 22, 2010. The exhibition traced Sioux City’s passion for fine art beginning in 1914 when the Sioux City Society of Fine Arts was incorporated. Later, the Society would become the Art Center Association of Sioux City, dedicated to supporting the mission of the Sioux City Art Center, which first opened its doors in 1938. The Art Center has maintained strong ties to Sioux City by collecting and exhibiting the work of talented artists with significant local ties. The exhibition contained works from the Art Center’s Permanent Collection, beginning with the 1890s to the present. Visitors saw a wide array of themes, mediums and styles, reflecting the vitality and diversity of the creative spirit that has made Sioux City such a special place. iii) Project SOAR (Student Opportunities for Art Research) Exhibition July 31 – September 19, 2010. Project SOAR is an intensive summer program for serious high school art students in the tri-state area. Students worked closely in one or more week-long sessions with professional artists and college professors. The whole process provided a unique opportunity for the young artists to taste the challenging level of problem solving and art production expected in college studios. This exhibition featured outstanding student products along with examples of the instructors’ work. iv) Rectangles, Circles and Triangles: Art Takes Shape , July 31 – October 31, 2010.The exhibition of artworks featured geometric shapes and was organized to complement City Art Quilts, the community public art project organized by the Art Center. v) Nan Wilson: It’s About Time, August 28 – November 14, 2010. The one-person exhibition featured the work of Sioux City artist Nan Wilson. The major exhibition included works that Wilson, currently assistant professor and chairperson of the department of art at Briar Cliff University, created during the last 25 years. vi) Leona Lindlief: 70 Years of Art, October 1 – 31, 2011. The one-person exhibition featured the work by Leona Kovarna Lindlief. Born on April 9, 1917, on a farm north of Sioux City, Leona’s art instruction was through Sioux City’s public schools. Leona was one of the first community members to join the Sioux City Art Center in 1938. vii) Sioux City Art Center: The Early Years, October 2, 2010 – February 20, 2011. Working artists have always been an important part of the foundation of the Sioux City Art Center. Their presence was invaluable during the first years of the Art Center’s existence. This exhibition brought together work by many of the teachers, students and administrators who helped shape the Art Center into the vital artistic force it has become. Featured were works dating from the late 1920s through the early 1940s, when the City of Sioux City began its partnership with the Art Center Association. The exhibition was supported with a scrolling video scrapbook of the Art Center and music from the period. viii) Joseph Norman: Lithographs of Nature and History, November 6, 2010 – February 20, 2011. Joseph Norman’s exquisite black-and-white lithographs are among the most vibrant and moving printed works produced in recent years. The Art Center is fortunate to own an outstanding collection of these prints produced by this native of Chicago. The exhibition included Norman’s thirteen-print portfolio titled Strange Fruit, an homage to the song made famous by Billie Holiday. The exhibition was supported with an audio track featuring different versions of Strange Fruit that have been recorded over the years, and a looping video in the Stark Lecture Hall on the history of Jim Crow laws. ix) Julie Blackmon: Fables from Home, November 20, 2010 – January 30, 2011. The one-person show of internationally-celebrated artist Julie Blackmon featured her constructed photographs of

97 amusing and poignant views of family life. They reveal the endless challenge of balancing the desire for domestic order and the pure joy of children. x) Siouxland Stories from Work, November 20, 2010 – January 30, 2011. Siouxland Stories from Work was a juried exhibition of photography by area artists, depicting scenes from workplaces around the area. Twelve works from the exhibition were selected to produce a unique calendar for the Art Center. xi) Andrew Langoussis: What Was, Is and Will Be, February 12 – April 24, 2011. The one-person exhibition featured the work of Andrew Langoussis whose work explores ideas related to time and beauty in fascinating ways. The exhibition was part of the Art Center’s commitment to promoting its Permanent Collection by featuring exhibitions of artists that are included in the Collection. xii) Youth Art Month Exhibition, February 26 – April 17, 2011. March is National Youth Art Month. The current year marked the 22nd annual Youth Art Exhibition at the Art Center, featuring, in this case, the work of elementary school students. xiii) Bettina Perkins, April 2 – May 29, 2011. The one-person show featured the watercolor paintings of Bettina Perkins, a well-known local artist and instructor. xiv) Roy Nickum, April 16 – May 29, 2011. The one-person show in the newly-dedicated Community Gallery featured paintings and sculpture made from duct tape by self-taught artist Roy Nickum of McCook Lake. xv) In the Eye of the Beholder, April 23 – July 24, 2011. In the Eye of the Beholder featured a diverse array of artworks from the Permanent Collection. This exhibition encouraged visitors to consider the basis on which they determine that something is or is not beautiful. xvi) The Briar Cliff Review Exhibition, May 5 – July 3, 2011. The collaborative exhibition included artworks by local and regional artists that are featured in the 2011 edition of The Briar Cliff Review, Briar Cliff University’s award-winning journal. The opening of this exhibition coincided with the release of the 2011 edition, Volume 23, of The Review. Many of the authors and poets included in The Review read their works in the Stark Lecture hall during the opening reception. xvii) You Should Know Better, April 30 – July 3, 2011. The exhibition included a selection of works from the Art Center’s Permanent Collection that showed various activities, enticements and ideas that have, rightly or wrongly, been judged harshly…by some…at times. xviii) Tom Dillon, June 4 – July 31, 2011. A one-person exhibition in the newly dedicated Community Gallery featured skillfully carved wood sculptures by 84-year old Sioux City artist Tom Dillon. xix) William Burchard, June 11 – August 14, 2011. The one-person show featured portraits and landscapes by William Burchard created in the 1930s and 1940s. Burchard was the father of Sioux City resident and Heelan High School educator Brendan Burchard. xx) City Art Quilts, August – ongoing. The Community Public Art project features eighteen paintings based on the idea of quilt patterns and installed in various outdoor public locations in and around Sioux City. c) The above exhibitions were supported with eleven gallery talks, eight publications, and numerous didactic panels and labels developed and installed for each individual show. d) Education program included: i) Classes—77 classes served over 1,215 students of various ages. ii) Graduate Credit and License Renewal— 25 classes were available for graduate credit, and 58 available for teaching license renewal credit through Northwest AEA, Briar Cliff University and Morningside College. iii) Docent Program—Eleven docents conducted 102 tours, serving 2,242 children and adults. iv) Project SOAR—The annual summer program serves high school students. Eighteen students representing 12 high schools participated in 2011. v) Undergraduate Credit—Morningside College-approved one college credit for high school students participating in Project SOAR. vi) Youth Art Month—The annual exhibition features work by area students. The 2011 exhibition featured 91 artworks representing 30 elementary schools. Participating students were rewarded by having their artwork professionally framed and presented to their family at the conclusion of the exhibition. vii) ArtCamp— The annual summer program features multiple two-week sessions serving young children. The 2011 program served 161 children through five art camps. The project included an exhibition of artworks created by the participants.

98 viii) Holiday Gift Making Workshops—The annual free family gift-making workshops serve children and adults, under the guidance of instructors. The FY2011 project served 145 children and adults. ix) Spring Workshops—The free, family-focused workshops included decorating eggs and other items. The 2011 project served 90 families. x) Requested Workshops—The education staff worked with 12 non-profit organizations on special projects, serving 463 adults and children. xi) Birthday Parties—the staff worked with individuals on 20 events serving 129 children. xii) Education Gallery Exhibitions—The staff developed and installed five exhibitions of student’s and instructors’ artwork in the hallway gallery. xiii) Collaborations and Outreach—Art Center staff served 1,712 individuals through their service including volunteering, consulting, making presentations and acting as jurors. 4. Develop FY2012 - 2013 exhibition and educational programs. a) For FY2012 there are approximately 20 exhibitions planned, including one major traveling exhibition: Leonardo da Vinci: Man Artist Genius/ Man Inventor Genius, b) In FY2013, the Art Center will feature a reinstallation of the Margaret Ann Martin Everist Permanent Collection Gallery with new artworks donated and/or purchased for the Collection. Additional exhibitions continue to be planned for FY2013. c) To date, the FY2012 - 2013 education program includes core classes, workshops, and tours, as well as additional classes and workshops that become available. 5. Continue to implement new phases of Margaret Ann Martin Everist Education Initiative. a) In 2011, four posters and a DVD were distributed to 80 area elementary schools in conjunction with the Art Center’s Artworks program that provides free docent-led tours for all area fifth-grade students. In addition, new educational materials for high school students and educators are currently be planned that will connect these students and teachers with the Art Center’s Permanent Collection. b) In FY2013, the Art Center will reinstall the Permanent Collection gallery and provide new educational materials for families and senior citizens. 6. Identify and acquire artwork for the Permanent Collection that raises the visibility of the Art Center and helps establish it as an important archive and destination point for tourists. a) The Collection continues to grow through private funds, restricted specifically for purchasing works for the Collection by artists with significant credentials and connections to the upper Midwest. In addition, the Art Center received a grant from the Iowa Arts Council in support of the collecting initiative based on the credentials of the artists selected for the Collection. In addition, in FY2011, Art Center staff added 24 artworks to the Collection. 7. Partner with the Chamber of Commerce, Downtown Partners, Sculpt Siouxland, private developers, businesses, and individuals to develop and implement public art projects. a) The Art Center invited representatives from the Chamber, Downtown Partners, Sculpt Siouxland, and the June E. Nylen Cancer Center to participate in the Art Center’s jury to select artists for the planned outdoor sculpture for the Art Center’s lawn. 8. Celebrate and embrace community diversity through exhibitions and public art projects. a) In FY2011, the Art Center presented an exhibition of works by Joe Norman in conjunction with black history month. The exhibition was supported with a continually looping film in the Stark Lecture Hall on the history of Jim Crow laws and a gallery talk in the Terra, Jensen and Everist galleries. 9. Market the City’s cultural, tourism and meeting facilities as destination points that serve the needs of our community and attract tourism. a) Staff worked with Convention Center staff on a ”Tourist in Your Home Town” promotion in May/June 2011. 10. Market the Sioux City Art Center as a premier cultural destination point through exhibition and education initiatives. a) During FY2011 the Art Center signed a contract with the Exhibition Development Group to present a major traveling exhibition, Leonardo da Vinci: Man Artist Genius/Man Inventor Geniusat the Art Center. b) Planned and implemented its Legacy collecting initiative to add important upper Midwest artists to its Permanent Collection.

99 c) In addition, the Art Center’s Permanent Collection Education Initiative continued to move forward, including plans to publish a book on the Art Center’s unique Collection. 11. Promote major Blockbuster traveling exhibitions throughout the community and region, as well as to tourists on Interstate 29. a) In addition to utilizing the Art Center’s Blockbuster media partners to promote its upcoming Blockbuster Show, the Art Center is planning to purchase billboards along Interstate 29 to promote the major exhibition. 12. Promote the Art Center’s Permanent Collection as unique in its celebration of the art and artists of the region and upper Midwest. a) During FY2011, the Art Center presented two exhibitions that featured works from the Permanent Collection that laid the groundwork for a planned major publication on the Collection. While Sioux City Art Center: The Early Years focused on artists affiliated closely with the Art Center from 1920s through the 1940s, Art and Sioux City: A Tradition of Creativity featured work by local artists from 1890s to 2010. b) The Collection continues to grow through private funds restricted specifically for purchasing works for the Collection by artists with significant credentials and connections to the upper Midwest. In addition, the Art Center received a grant from the Iowa Arts Council in support of the collecting initiative, based on the credentials of the artists selected for the Collection. A re- installation of the Permanent Collection, focusing on new acquisitions, is scheduled for late 2012 or early 2013. 13. Continue to position the Art Center as a community and regional educational resource through classes, tours, and the Margaret Ann Martin Everist Educational Initiative, using the Permanent Collection to reach out to students, educators and the general public. a) In early in 2011, the Art Center produced and distributed educational materials based on its Permanent Collection to approximately 80 area grade schools. The educational materials were designed to be used in conjunction with the Art Center’s Artworks tours that are offered free to all area fifth-grade classes, or alone as examples of various art concepts. The project has been well received by area educators. Additional educational materials targeting high school students and teachers are in development. 14. Expand the Art Center by constructing a $3 million Learning Center utilizing 100% outside funding sources, resulting in a regional model of a sustainable "green" building. Steps: Concept Design o completed Steps: Complete successful Capital Campaign, 2011 o in progress Steps: Construction documents and bids, 2011 o in progress but will probably need to be pushed back into 2012 Steps: Complete construction and LEED (Leadership in Energy and Environmental Design) Gold Certification, 2013

FY2013 GOALS: 1. Complete public art project for Art Center’s front lawn. 2. Implement exhibition and education programs. 3. Plan FY2014 exhibition and education programs. 4. Promote and present major traveling exhibition Leonardo da Vinci: Man Artist Genius/ Man Inventor Genius. 5. Celebrate community diversity through education and exhibition projects. 6. Partner with the Chamber of Commerce, Downtown Partners, Sculpt Siouxland, private developers, businesses, and individuals to develop and implement public art projects. 7. Promote Art Center’s Permanent Collection as unique in its celebration of the art and artists of the region and upper Midwest. 8. Market the City’s cultural, tourism and meeting facilities as destination points that serve the needs of our community and attract tourism. 9. Expand the Art Center by constructing a $3 million Learning Center utilizing 100% outside funding sources, resulting in a regional model of a sustainable "green" building. a) Steps: Concept Design completed b) Steps: Complete successful Capital Campaign, 2012

100 c) Steps: Construction documents and bids, 2012 d) Steps: Complete construction and LEED (Leadership in Energy and Environmental Design) Gold Certification, 2013 10. Continue to position the Art Center as a community and regional educational resource through classes, tours, and the Margaret Ann Martin Everist Educational Initiative, using the Permanent Collection to reach out to students, educators and the general-public. 11. Collaborate with the Public Museum on programs and promotion. 12. Increase hours of operation open to the public to match Public Museum hours.

PERFORMANCE MEASURES: The Sioux City Art Center measures its performance through how it carries out its mission, vision and values; peer review as an accredited art museum; the number, quality and breadth of its programs, and participation levels. Progress on the planned Learning Center will also be a key performance indicator.

Exhibition Program: Key performance indicators for the exhibition program include striking a balance between exhibitions that feature: nationally recognized as well as regional artists; professional as well as student artists; subjects of national as well as local interest; serving the community as well as attracting a regional audience; and, using the Permanent Collection as a cultural attraction as well as an educational resource.

Education Program: Key performance indicators for the education program include how it serves a diverse group of students, ranging from children to adults, beginners to advanced, as well as providing ongoing certification and college credit for teachers. Another key indicator is the accessibility of its programs to the public. Progress on expanding the Art Center with the planned Learning Center will greatly enhance public access to the education facility and program.

Permanent Collection: Key performance indicators for the Permanent Collection include the number of art objects donated; the significance of the donations to the Collecting Plan; the educational relevance of the donations; and, conservation work or measures performed on the Collection. Another key indicator is progress on being proactive in identifying and acquiring artworks for the Collection that make the Collection a significant regional resource of artists with links to the upper Midwest.

Community Outreach: Key performance indicators for community outreach include maintaining public accessibility to the Art Center’s programs by continuing free admission to the Art Center; offering family activities such as the Junior League Hands on! Gallery; providing both temporary and long-term public and community art projects such as the Arts Alive mural and Prairie Dog Quest; and offering free educational programs such as the annual Holiday Gift Making Workshops, and special Family Days. In addition, attendance and visitor feedback regarding the Art Center’s ArtSplash a moderately priced, but very popular, annual arts festival, will continue to be an important indicator of the Art Center’s community outreach.

Participation: Since opening the new facility in 1997, the Art Center has more than tripled its numbers for overall annual attendance and has significantly increased the number of individuals enrolled in classes and those participating in special events. Since opening its new space, the Art Center has attracted an average 35,000 visitors per year, with an additional 30,000 average attending the Art Center’s ArtSplash arts festival. In addition to attendance figures, another key indicator of community participation is private donations. With the support of the Art Center’s staff, the Art Center Association of Sioux City, comprised of community volunteers, raises substantial funds to support the Art Center’s programs.

101 ART CENTER

FY12 FY13 Approved Approved FY10 Actual FY11 Actual Budget Budget $ Change % Change REVENUES: Rentals and Leases 3,357$ 4,883$ 5,000$ 5,000$ $ - 0.0% Contributions 93,429 55,865 77,847 82,835 4,988 6.4% A) Total Revenue 96,786 60,748 82,847 87,835 4,988 6.0%

EXPENDITURES: Employee Compensation 647,085 649,226 611,587 601,652 (9,935) (1.6%) B) General Services 34,120 25,289 26,897 23,867 (3,030) (11.3%) C) Services Related to Property 33,866 47,768 43,445 47,250 3,805 8.8% D) Supplies 6,152 4,707 6,900 5,954 (946) (13.7%) E) Utilities 71,237 79,541 75,821 83,517 7,696 10.2% F) Total Expenditures 792,460 806,531 764,650 762,240 (2,410) (0.3%)

Net (Revenues less Expenditures) (695,674) (745,783) (681,803) (674,405) 7,398 (1.1%) Additional Resources Needed Property Taxes 695,674 745,783 681,803 674,405 (7,398) (1.1%) Total Additional Resources 695,674$ 745,783$ 681,803$ 674,405$ $ (7,398) (1.1%)

Notes: A) Contributions increased $4,988 due to an increased portion of reimbursements from the Art Center Association. B) Salaries decreased $13,285 due to reducing Accounting Clerk position from .27 full-time equivalent to .05 and to exhibits requiring less staff time. Overtime decreased $3,050 due to decrease in exhibits requiring overtime. Worker's compensation premiums decreased $2,121 based on history. C) Professional services decreased $2,000, printing decreased $1,000, and contract labor decreased $438, all based on history. Advertising increased $850 for advertisements in the City's Parks and Recreation Guide. Cellular communication increased $5 based on history. Property/building content insurance decreased $470 and General liability insurance increased $23. D) CMG lease charges decreased $3,695 due to the Art Association paying for their rental of PC's direct to CMG, and maintenance building/grounds increased $7,500 based on prior year history. E) Supplies decreased $1,570 based on prior utilization. Memberships increased $598 based on history. Initial membership increase was reduced based on Council action. F) Utilities increased five percent or $8,517 from FY2012 utilities based on projected utility rate increases. CMG billed fuel and oil decreased $821 based on anticipated fuel pricing.

102 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 1.00 1.00 1.00 - - - Administrative Assistant 1.00 - - - - - Administrative Secretary - 1.00 1.00 1.00 1.00 - Art Center Curator 1.00 1.00 1.00 1.00 1.00 - Art Center Development Coordinator 1.00 1.00 1.00 1.00 1.00 - Art Center Director 1.00 1.00 1.00 1.00 1.00 - Art Center Education Specialist 1.00 1.00 1.00 - - - Art Center Exhibition/Collections Coord. 1.00 1.00 1.00 1.00 1.00 - Art Center Publicist/Coordinator 1.00 1.00 1.00 1.00 1.00 -

Part Time Accounting Clerk - - - 0.27 0.05 (0.22) Art Center Desk Attendant 1.49 1.36 1.20 1.20 1.20 - Custodian I - - - 1.25 1.25 - Gallery Attendant 1.00 1.00 0.69 - - - Total FTE 10.49 10.36 9.89 8.72 8.50 (0.22)

103

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

104

City Council Organizational Chart

Citizens of Sioux City

City Council City Attorney

City Manager

Finance/ Human Fleet & Economic Public Events Police Fire Admin Service & Com Dev. Resources Transit Development Works Facility

Boards and Commissions

Administrative Advisory, Quasi-Judicial*, Building, Licensing, and Appeals^

Airport Board Art Center Board Board of Adjustments* Library Building and Housing Code Board^* Museum Civil Service Commission* Parking and Skywalk Board Cone Park Design & Construction Advisory Committee Effective Fiscal and Public Policy Enterprise Zone Commission Environmental Board Events Facilities Advisory Board Historic Preservation Committee Human Rights Commission* Parks and Recreation Board Planning and Zoning Commission Transit Board Yamanashi City Sister City Youth Commission

105 CITY COUNCIL

SERVICES: The City Council is the community’s legislative body. City Council members are decision-makers exercising the power entrusted to them by the voters of Sioux City, Iowa. The Council sets policy, approves the budget, and determines the tax rate. City Council obtains citizen input, adopts and promotes City policy to meet community needs, and provides staff support for policy implementation. They are responsible for the direct supervision of the City Manager, City Attorney, and City Clerk.

RESOURCES: This department is funded with property tax revenues.

MISSION STATEMENT: To create a dynamic and vital City by providing quality, cost-effective municipal services and by forming partnerships with citizens and organizations in the constant pursuit of excellence and problem solving.

STRATEGIC VISION STATEMENT: We will use formal and informal methods to engage the Council, our employees, and our customers to enhance organizational engagement and commitment to our shared vision.

FY2012 GOALS and PROGRESS: 1. Oversee and implement the 2010-2013 Sioux City Strategic Plan. In Progress 2. Actively engage Boards and Commissions in the implementation of the Strategic Plan. In Progress, the Strategic Plan has been shared with all Boards and Commissions and their input solicited. 3. Aggressively lobby State and Federal Government for funding and support, especially issues on transportation and economic development important to Sioux City. In Progress 4. Support opportunities for new market-rate housing and commercial development. In Progress

FY2013 GOALS: 1. Lead Strategic Plan development efforts. 2. Promote the Retentions of Jobs in Sioux City. 3. Develop and market business parks for job creation. 4. Aggressively lobby State and Federal Government for funding and support, especially issues on transportation and economic development important to Sioux City.

106 CITY COUNCIL

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 4,043$ 872$ $ - $ - $ - 0.0% Total Revenue 4,043 872 - - - 0.0%

Employee Compensation 126,896 134,601 135,595 129,011 (6,584) (4.9%) A) General Services 52,800 50,574 39,090 49,012 9,922 25.4% B) Services Related to Property 2,446 2,316 2,408 2,400 (8) (0.3%) General Supplies 12,209 17,901 15,000 15,600 600 4.0% C) Miscellaneous 14,474 20,250 7,875 13,950 6,075 77.1% D) Total Expenditures 208,825 225,642 199,968 209,973 10,005 5.0%

Net (Revenues less Expenditures) (204,782) (224,770) (199,968) (209,973) $ (10,005) 5.0%

Additional Resources Needed Allocation to Other Funds 80,640 85,231 79,987 89,880 9,893 12.4% Property Taxes 124,142 139,539 119,981 120,093 112 0.1% Total Additional Resources 204,782$ 224,770$ 199,968$ 209,973$ 10,005$ 5.0%

Notes: A) Employee services decreased $6,584 due to Council benefit elections. B) Professional services costs associated with the audit of the annual financial report is projected to increase $3,100 and strategic planning increased $2,250. Metro Coalition Lobby Group was established at $4,250, while the Request Partner monthly fee was eliminated, resulting in a net decease of $5,354. Audit filing fees increased $850 due to a State of Iowa requirement. Printing costs increased $200, City business increased $4,000, conventions increased $4,000, and cellular communication increased $127, all based on history. Advertising increased $1,050 based on history. General liability insurance decreased $301 due to claims history. C) Memberships increased $600 based on history. D) Contributions to agencies increased $6,075 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Part Time Council Member 4.00 4.00 4.00 4.00 4.00 - Mayor 1.00 1.00 1.00 1.00 1.00 -

Total FTE 5.00 5.00 5.00 5.00 5.00 -

107

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

108

City Manager Organizational Chart

Citizens of Sioux City

City Council

City Manager

Finance Purchasing Community Human Economic Public Events Police Fire & Admin. Fleet & Utilities Development Resources Development Works Facility Services Transit

109 CITY MANAGER

SERVICES: The City Manager’s Office’s primary functions include supporting the City Council, responding to citizens’ requests for service, managing the City’s daily operations, and providing accurate and appropriate planning for major issues and policies. Specific activities within the City Manager’s department include implementing City Council policies and directives, management of the strategic plan, legislative advocacy, succession planning, marketing, and the annual budget.

RESOURCES: The department is funded by property tax revenues.

MISSION STATEMENT: Our municipal organization will be characterized by progressive management and leadership, modern policies and practices, a customer service attitude and continuous improvement.

STRATEGIC VISION STATEMENT: We will use formal and informal methods to engage the Council, our employees, and our customers to enhance organizational engagement and commitment to our shared vision.

FY2012 GOALS AND PROGRESS: 1. Provide leadership and oversight for the implementation of the 2010-2013 Strategic Plan. In Progress 2. Work toward 100% volunteer rate for employees and elected officials to be involved in community activities. In Progress 3. Develop new practices that will increase the level of customer service provided to all citizens. In Progress 4. Continually monitor departmental performance measures. In Progress 5. Build and retain capacities for citizens to act on community assets and opportunities. In Progress 6. City Employee Activity committee will continue to implement employee recognition programs. In Progress 7. Create opportunities for new housing development. In Progress . FY2013 GOALS: 1. Position Sioux City as a preferred community through marketing initiatives and growing local price in our City. 2. Enhance public health and safety by maximizing the utilization of technology, improved community engagement, and improved communications and facilities. 3. Invest in infrastructure to attract and retain business, spur residential growth and increase quality of life. 4. Use formal and informal methods to engage the Council, our employees, and our customers to promote enhanced organizational engagement and commitment to our shared vision. 5. Work with current business to create job growth and aggressively seek out opportunities to attract new economic growth. 6. Continue development of private/public partnerships. 7. Continue to work collaboratively with other government agencies and locales. 8. Increase employee participation in physical fitness activities and work toward improving overall physical health of our citizens. 9. Oversee City branding on all marketing and other City materials.

110 CITY MANAGER

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 1,493$ 460$ $ - $ - $ - 0.0% Total Revenue 1,493 460 - - - 0.0%

Employee Compensation 379,963 359,498 326,038 295,381 (30,657) (9.4%) A) General Services 21,179 25,559 15,124 21,166 6,042 39.9% B) Services Related to Property 4,583 3,810 2,952 3,085 133 4.5% C) General Supplies 16,134 12,622 10,350 5,925 (4,425) (42.8%) D) Total Expenditures 421,859 401,489 354,464 325,557 (28,907) (8.2%)

Net (Revenues less Expenditures) (420,366) (401,029) (354,464) (325,557) 28,907 (8.2%)

Additional Resources Needed Allocation to Other Funds 181,850 184,058 141,786 185,824 44,038 31.1% Property Taxes 238,516 216,971 212,678 139,733 (72,945) (34.3%) Total Additional Resources 420,366$ 401,029$ 354,464$ 325,557$ $ (28,907) (8.2%)

Notes: A) Employee Compensation decreased $30,657 due to the reduction of the part-time administrative secretary position and a decrease in worker's compensation premiums. City-wide workers' compensation decreased due to less claims in the past year. B) Print shop costs decreased $1,400 based on history. City business increased $4,450 based on history and usage. Conventions increased $3,900; it was cut from the budget last fiscal year. Line charge communication increased $15 based on usage and cellular communication decreased $940 based on history. General liability insurance increased $17 due to City-wide costs. C) CMG lease charges increased $133 based on history. D) Office supplies increased $500 based on history, memberships decreased $4,000 due to budget reductions, publications increased $75 and operating supplies decreased $1,000, both based on history and usage.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Assistant to the City Manager 1.00 1.00 1.00 - - - City Manager 1.00 1.00 1.00 1.00 1.00 -

Part Time Administrative Secretary 0.75 0.75 0.75 0.75 - (0.75)

Total FTE 3.75 3.75 3.75 2.75 2.00 (0.75)

111

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

112 Community Development Organizational Chart

Assistant City Manager

Community Development Administrative Operations Manager Secretary

Planning, Real Estate and Inspection Services Housing Assistance Neighborhood Services Division Division Manager Center Division

1 Senior Planner Code Enforcement Manager 1 Planner 1 Transportation Planner Housing Assistance Center Manager 1 CD Specialist 1 Zoning Officer

3 Combo Inspectors 1 Plans Examiner 1 Real Estate Officer 2 Bldg. Inspectors 6 Housing Services Analysts 1 Real Estate Technician 1 Plumbing Inspector 1 Housing Inspector 1 Mech. Inspector 2 Admin. Secretaries 1 Elec. Inspector 2 Code Enforce. Officers

1 Technical Clerk

1 FTE PT Code Enf. Officer 1 NS Supervisor .75 Clerical Assistant 1 NS Project Coordinator 1 NS Project and Finance Coord. 2 Rehab Technicians .50 Secretary

113

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

114 COMMUNITY DEVELOPMENT

MISSION STATEMENT: To encourage, guide and assist in the positive growth and orderly development of the community, address the needs of low income citizens, and provide a safe, decent and clean living environment for its residents.

SERVICES: The Community Development Department includes the Planning and Neighborhood Services Division, Inspection and Permit Services Division, Housing Assistance Center, and Real Estate Office. Services include the provision of one-stop permitting processes, rental registration, zoning information, variances and rights-of-way vacations, inspection of residential and commercial construction, code enforcement, long range land use planning, historic preservation, geographic information system (GIS) mapping, housing rehabilitation, housing production assistance, neighborhood revitalization and conservation, provision of rental housing assistance and home ownership assistance, as well as sale and purchase of real estate.

RESOURCES: This department is funded with Federal grants, property tax revenue, and fees.

115 COMMUNITY DEVELOPMENT SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 601,365$ 549,044$ 678,885$ 708,185$ 29,300$ 4.3% A) Charges for Services 207,330 207,765 246,815 229,612 (17,203) (7.0%) B) Federal Governmental Operating Grants 5,820,094 7,837,164 5,693,410 5,676,840 (16,570) (0.3%) C) Interest 27,619 23,421 23,000 23,000 - 0.0% Miscellaneous 26,710 - - - - 0.0% Contributions 4,130 3,903 26,950 26,950 - 0.0% Refunds and Reimbursements (5,674) 68,882 38,000 39,203 1,203 3.2% D) Assessments 87,189 311,309 134,000 139,000 5,000 3.7% E) Other 88,356 58,764 114,281 115,222 941 0.8% Total Revenue 6,992,119 9,091,252 6,955,341 6,958,012 2,671 0.0%

Administration 797,071 1,571,477 1,086,575 919,631 (166,944) (15.4%) F) Housing Rehabilitation 1,933,714 2,321,811 1,310,603 1,034,871 (275,732) (21.0%) G) Housing Services 5,154,303 5,171,472 5,351,328 5,307,784 (43,544) (0.8%) H) Inspection Services 1,554,475 1,410,385 1,269,654 1,286,054 16,400 1.3% I) Vehicle Code Enforcement 71,743 73,420 75,442 76,734 1,292 1.7% J) Planning & Real Estate 1,094,521 893,481 776,545 782,028 5,483 0.7% K) Total Expenditures 10,605,827 11,442,046 9,870,147 9,407,102 (463,045) (4.7%)

Net (Revenues less Expenditures) (3,613,708) (2,350,794) (2,914,806) (2,449,090) 465,716 (16.0%)

Additional Resources Needed Property Taxes 1,756,635 1,289,258 1,075,546 1,035,893 (39,653) (3.7%) Housing Program 271,943 (207,813) 64,893 (30,451) (95,344) (146.9%) CDBG Program Fund 1,489,732 1,098,919 1,702,704 1,458,389 (244,315) (14.3%) Total Additional Resources Needed 3,613,708$ 2,350,794$ 2,914,806$ 2,449,090$ $ (465,716) (16.0%)

Notes: A) The following Inspection Services license fees decreased as the State will now be receiving the revenue: ducted air contractor mechanical license fee $20,000, master hydraulic license fee $3,500, and plumbing license fee $15,000. Rental registration fee increased $2,000 and building permits increased $1,500 based on history. Public nuisance weed inspection fee increased $14,000 based on an increase in enforcement. Building construction permits increased $50,000 based on a new fee schedule. B) Property Office chargeback increased $17,203 based on the estimated expenses for FY2013. C) Grant reimbursements for the HOME Program (HOME Investment Partnerships Program) decreased $66,438, Emergency Shelter Grant (ESG) increased $212, and Voucher Program increased $42,772 based on the estimated Housing and Urban Development (HUD) grant amounts for FY2013. The FSS Program increased $72,442 as funding was award for two FSS Coordinators where previously only one was funded. The Section 8 Home Ownership Program (HOP) has been eliminated reflecting a decrease of $65,558. D) Housing Services fraud recovery increased $1,203 based on FY2011 actual history. E) Inspection Services special assessment weed cutting penalty increased $5,000 due to an increase in enforcement.

116

F) Salaries and related benefits decreased $15,533 based on reclassifying an Administrative Assistant as an Administrative Secretary. Health and dental insurance premiums increased $9,935 due to employee election changes. Workers' compensation insurance premiums decreased $1,147 due to claims City-wide being lower. Education and training decreased $500 based on history. All HUD grant amounts are expected to decrease in FY2013 reflecting the following decreases in expenses; administration services for the TBRA program $6,971, CDBG red tag demolition program $10,000, CDBG payment to other agencies $35,577, HOME Program payment to other agencies $49,454, and HOME Program low interest loans $9,966. Payment to other agencies for the Neighborhood Network Spruce grants were not previously budget, the amount entered for FY2013 is $15,000. Annual payment of $60,000 to the Siouxland Initiative that was previously budget in the Community Development Department will be moved to the Economic Development Department in FY2013. G) Salaries decreased $7,392, related payroll benefits decreased $1,387, and health and dental insurance premiums decreased $10,219 due to the replacement of a full-time Secretary with a part-time Secretary that is split with the Real Estate division. IPERS increased $778 due to a .6% State mandated increase in the City's match. The $7,000 decrease to technical services is based on history. CDBG payment to other agencies increased $10,000 for the World Changers program. ESG payment to other agencies decreased $3,243 due to the expected decrease in the amount of the HUD grant in FY2013. The CDBG forgivable loans decreased $257,500 based on history. H) Salaries and related benefits increased $5,959 due to contractual obligations and a State mandated increase in the City's contribution rate to IPERS from 8.07% to 8.67%. Workers' compensation insurance premiums decreased $1,363 due to claims City- wide. Voucher Program housing assistance payments decreased $42,018 based on FY2011 history and the estimated HUD grant amounts for FY2013. The HUD VASH Program grant was awarded in FY2012; so there is not much history to help in determining the costs, but it is estimated that the housing assistance payments will decrease $10,000 and the utility reimbursements will increase $5,000. I) Salaries and benefits increased $4,414 due to contractual obligations. IPERS increased $4,563 due to a .6% increase in the City's contribution rate. Deferred compensation increased $4,614 due to an increase in the City's match from .75% to 1% and the increase in the salaries. Education and training decreased $1,000 and business expense reimbursement decreased $1,500 due to budget reductions. General liability insurance premiums increased $696 based on claims experience. Postage and City business each increased $2,000 based on history. The $1,500 decrease in professional services is due to budget reductions. Equipment repair and maintenance CMG increased $1,999 based on the actual FY2011 expenses. J) Salaries increased $1,045 and benefits increased $215 based on contractual obligations. K) Salaries and related benefits decreased $15,508 due to a Secretary being reclassified from a full-time to a part-time position. IPERS increased $1,401 due to a State mandated .6% increase to the City's contribution rate. Workers' compensation insurance premiums decreased $1,384 due to City-wide decrease. General liability insurance premiums decreased $16,036 due to the division's claims history aging. Equipment repair and maintenance increased $944 as no budget was entered in FY2012. Amount is based on FY2011 actual expenses. Payment to other agencies has not been budgeted in previous years, $43,513 was entered in FY2013. The budget is for the City's share of GIS costs along with the County and the Assessors.

117 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 - (1.00) Administrative Secretary 3.00 3.00 2.00 2.00 3.00 1.00 Building Inspector 2.00 2.00 2.00 2.00 2.00 - CD Operations Manager - - 1.00 1.00 1.00 - Code Enforcement Manager - - - 1.00 1.00 - Code Enforcement Officer 1.00 1.00 1.00 2.00 2.00 - Combination Inspector 4.00 4.00 4.00 3.00 3.00 - Community Development Director 1.00 1.00 1.00 - - - Community Development Specialist 1.00 1.00 1.00 1.00 1.00 - Electrical Inspector 2.00 1.00 1.00 1.00 1.00 - Graphic Technician 1.00 1.00 - - - - Housing Inspector 1.00 1.00 1.00 1.00 1.00 - Housing Services Analyst 5.00 5.00 5.00 5.00 5.00 - Housing Services Analyst - FSS 1.00 1.00 1.00 1.00 1.00 - Housing Services Division Manager 1.00 1.00 1.00 1.00 1.00 - Inspection Services Division Manager 1.00 1.00 1.00 - - - Inspection Services Supervisor 1.00 1.00 1.00 - - - Mechanical Inspector 1.00 1.00 1.00 1.00 1.00 - Neighborhood Serv Proj/Financial Coord 1.00 1.00 1.00 1.00 1.00 - Neighborhood Serv Project Coordinator 2.00 2.00 2.00 2.00 2.00 - Neighborhood Services Supervisor 1.00 1.00 1.00 1.00 1.00 - Planner 2.00 1.00 1.00 1.00 1.00 - Planning/Neighborhood Serv Manager 1.00 1.00 - - - - Plans Examiner 1.00 1.00 1.00 1.00 1.00 - Plumbing Inspector 1.00 1.00 1.00 1.00 1.00 - Real Estate Officer 2.00 2.00 1.00 1.00 1.00 - Real Estate Technician - - 1.00 1.00 1.00 - Rehabilitation Technician 2.00 2.00 2.00 2.00 2.00 - Secretary 1.00 1.00 1.00 1.00 - (1.00) Senior Planner 1.00 1.00 1.00 1.00 1.00 - Technical Clerk 1.00 1.00 1.00 1.00 1.00 - Transportation Planner - 1.00 1.00 1.00 1.00 - Zoning Enforcement Officer 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerical Assistant 1.12 1.12 1.12 1.12 1.12 - Seasonal Laborer 0.76 0.76 0.76 0.76 0.76 - Secretary - - - - 0.50 0.50

Total FTE 45.88 44.88 42.88 40.88 40.38 (0.50)

118 ADMINISTRATION 7001-7035

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 13,518$ 2,303$ $ - $ - $ - 0.0% Federal Governmental Operating Grants 110,737 908,403 404,295 337,857 (66,438) (16.4%) A) State Governmental Operating Grants 15,000 - - - - 0.0% Contributions 901 590 - - - 0.0% Refunds and Reimbursements 31 349 - - - 0.0% Total Revenue 140,187 911,645 404,295 337,857 (66,438) (16.4%)

Employee Compensation 404,153 451,276 375,009 367,918 (7,091) (1.9%) B) General Services 80,532 43,126 76,171 66,315 (9,856) (12.9%) C) Services Related to Property 72,531 123,215 44,431 34,431 (10,000) (22.5%) D) General Supplies 3,457 2,440 9,100 9,100 - 0.0% Utilities 93 - 225 225 - 0.0% Miscellaneous 236,305 951,420 581,639 441,642 (139,997) (24.1%) E) Total Expenditures 797,071 1,571,477 1,086,575 919,631 (166,944) (15.4%)

Net (Revenues less Expenditures) $ (656,884) $ (659,832) $ (682,280) $ (581,774) 100,506$ (14.7%) Notes: A) HOME Program grant reimbursement decreased $66,438 based on the estimated HUD grant amount for FY2013. B) Salaries and related benefits decreased $15,533 based on reclassifying an Administrative Assistant to an Administrative Secretary. Health and dental insurance premiums increased $9,935 due to employee election changes. Workers' compensation insurance premiums decreased $1,147 due to lower City-wide claims experience. Education and training decreased $500 based on history. C) Administration services for the TBRA program decreased $6,971 based on the estimated HUD HOME Program grant. Communication toll and line charges decreased $2,500 and internet access charge decreased $400 due to no activity. D) Red tag demolition program decreased $10,000 based on the estimated HUD CDBG grant. E) All HUD grant amounts are expected to decrease in FY2013 reflecting the following decreases in expenses; CDBG payment to other agencies $35,577, HOME Program payment to other agencies $49,454, and HOME Program low interest loans $9,966. Payment to other agencies for the Neighborhood Network Spruce grants were not previously budgeted, the amount entered for FY2013 is $15,000. Payment to the Siouxland Initiative for $60,000 that was previously budgeted in the Community Development Department will be moved to the Economic Development Department in FY2013.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 - (1.00) Administrative Secretary - - - - 1.00 1.00 Community Development Director 1.00 1.00 1.00 - - - Neighborhood Services Proj/Fin Coord 1.00 1.00 1.00 1.00 1.00 - Neighborhood Services Proj Coordinator 2.00 2.00 2.00 2.00 2.00 - Neighborhood Services Supervisor 1.00 1.00 1.00 1.00 1.00 -

Total FTE 6.00 6.00 6.00 5.00 5.00 -

119 HOUSING REHABILITATION 7101-7109

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 918,985$ 1,641,771$ 83,961$ 84,173$ 212$ 0.3% A) Interest 1,898 1,070 - - - 0.0% Refunds and Reimbursements - 17,286 - - - 0.0% Other 2,273 4,809 71,000 71,000 - 0.0% Total Revenue 923,156 1,664,936 154,961 155,173 212 0.1%

Employee Compensation 419,315 387,445 439,211 420,655 (18,556) (4.2%) B) General Services 121,417 108,744 43,811 37,378 (6,433) (14.7%) C) Services Related to Property 3,700 5,119 3,520 3,520 - 0.0% General Supplies 1,293 909 4,600 4,600 - 0.0% Utilities 470 606 500 500 - 0.0% Miscellaneous 1,387,519 1,818,988 818,961 568,218 (250,743) (30.6%) D) Total Expenditures 1,933,714 2,321,811 1,310,603 1,034,871 (275,732) (21.0%)

Net (Revenues less Expenditures) $ (1,010,558) $ (656,875) $ (1,155,642) $ (879,698) 275,944$ (23.9%)

Notes: A) The ESG reimbursement increased $212 based on the estimated HUD grant amount for FY2013. B) Salaries decreased $7,392, related payroll benefits decreased $1,387, and health and dental insurance premiums decreased $10,219 due to the replacement of a full-time Secretary with a part-time Secretary that is split with the Real Estate division. IPERS increased $778 due to a .6% State mandated increase in the City's match. Workers' compensation insurance premiums decreased $360 due to lower City-wide claims. C) The $7,000 decrease to technical services is based on history. General liability insurance premiums increased $581 based on City- wide claims experience. D) CDBG payment to other agencies increased $10,000 for the World Changers program. ESG payment to other agencies decreased $3,243 due to the expected decrease in the amount of the HUD grant in FY2013. The CDBG forgivable loans decreased $257,500 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Rehabilitation Technicians 2.00 2.00 2.00 2.00 2.00 -

Total FTE 2.00 2.00 2.00 2.00 2.00 -

120 HOUSING ASSISTANCE CENTER

FY2012 GOALS AND PROGRESS: 1. Maintain 100% maximum use of funding by leasing an average monthly caseload of 1,175 families amidst U.S Department of Housing and Urban Development ongoing renewal funding changes. Fiscal year end occupancy rate was 98.37%. To be designated a high-performing Housing Authority, the HA must maintain a 98% voucher utilization rate or 98% budget utilization rate. We met 98% utilization of both voucher and budget utilization. 2. Continue to promote the Lead Hazard Control grant partnership between the Housing Assistance Center, Neighborhood Services, and Siouxland District Health Department until expiration of funding or April 2012, to improve the housing stock in Sioux City and provide safer choices for families in our neighborhoods. A number of tenants/units utilized the Lead Hazard Control Grant to remove unsafe lead levels in the previous fiscal year. No additional units were completed. 3. Continue to promote Homeless Prevention Rapid Re-Housing Program partnership with Community Action Agency of Siouxland until expiration of funding or August 2012, to conduct inspections and rent reasonableness comparisons to provide safe and affordable choices for families in our community. 28 HPRP Inspections and 21 rent reasonableness comparisons were conducted to provide safe and affordable choices for families in our community.

FY2013 GOALS: 1. Maintain 98% maximum use of funding by leasing an average monthly caseload of 1,175 families and/or utilize 98% of annual Budget Authority to meet U.S. Department of Housing and Urban Development ongoing renewal funding requirements. 2. Maintain 98% maximum use of funding by leasing an average monthly caseload of 25 HUD-VASH Voucher holders and/or utilize 98% of annual Budget Authority to meet U.S. Department of Housing and Urban Development ongoing renewal funding requirements.

PERFORMANCE MEASURES: 1. Lease up rate and/or Budget Authority utilized.

FY2011 Housing Assistance Center Performance Measures Occupancy Rate = Allocated Units (1,175) vs. Actual Under Lease Goal = 100% for Optimum use of Federal Funds Month Occupancy Rate Total Leased July 99.67 1152 August 99.26 1132 September 98.81 1120 October 98.51 1125 November 98.47 1152 December 98.60 1175 January 98.17 1178 February 98.83 1194 March 98.42 1171 April 97.77 1150 May 97.23 1141 June 96.69 1128

121 HOUSING SERVICES 7201-7299 FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 4,790,372$ 5,286,990$ 5,205,154$ 5,254,810$ 49,656$ 1.0% A) Interest 4,079 3,826 - - - 0.0% Refunds and Reimbursements (6,160) 51,173 38,000 39,203 1,203 3.2% B) Other 86,083 53,955 43,281 44,222 941 2.2% C) Total Revenue 4,874,374 5,395,944 5,286,435 5,338,235 51,800 1.0%

Employee Compensation 789,582 816,124 852,873 857,409 4,536 0.5% D) General Services 57,390 52,801 47,916 47,554 (362) (0.8%) Services Related to Property 10,149 8,410 10,929 10,929 - 0.0% General Supplies 13,874 15,556 23,400 22,600 (800) (3.4%) E) Utilities 1,202 1,644 1,500 1,500 - 0.0% Inventory Supplies 122 122 100 200 100 100.0% Capital Expenditures - 13,712 1,000 1,000 - 0.0% Miscellaneous 4,281,984 4,263,103 4,413,610 4,366,592 (47,018) (1.1%) F) Total Expenditures 5,154,303 5,171,472 5,351,328 5,307,784 (43,544) (0.8%)

Net (Revenues less Expenditures) $ (279,929) 224,472$ $ (64,893) 30,451$ 95,344$ (146.9%) Notes: A) Reimbursement for the HUD grants are estimated to increase in FY2013: Voucher Program administrative fees $13,172 and housing assistance payments $29,600. The FSS Program increased $72,442 as funding was awarded for two FSS Coordinators where previously only one was funded. The Section 8 HOP has been eliminated reflecting a decrease of $65,558 B) Fraud recovery increased $1,203 based on FY2011 actual history. C) Forfeited escrow deposits increased $941 based on FY2011 actual history. D) Salaries and related benefits increased $5,959 due to contractual obligations and a State mandated increase in the City's contribution rate to IPERS from 8.07% to 8.67%. Workers' compensation insurance premiums decreased $1,363 based on claims experience. E) Miscellaneous supplies decreased $200, office furniture and equipment decreased $100, and computer and related equipment decreased $500 based on history. F) Voucher Program housing assistance payments decreased $42,018 based on FY2011 history and the estimated HUD grant amounts for FY2013. The HUD VASH Program grant was awarded in FY2012; so there is not much history to help in determining the costs, but it is estimated that the housing assistance payments will decrease $10,000 and the utility reimbursements will increase

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Administrative Secretary 2.00 2.00 2.00 2.00 2.00 - Housing Inspector 1.00 1.00 1.00 1.00 1.00 - Housing Services Analyst 5.00 5.00 5.00 5.00 5.00 - Housing Services Analyst - FSS 1.00 1.00 1.00 1.00 1.00 - Housing Services Division Manager 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerical Assistant 0.37 0.37 0.37 0.37 0.37 -

Total FTE 10.37 10.37 10.37 10.37 10.37 -

122 INSPECTION AND PERMIT SERVICES

FY2012 GOALS AND PROGRESS: 1. Evaluate Commercial Permit Fees for potential revenue increase within the Division. In progress, cost for performing and review of other municipalities has been completed. 2. Create “User Friendly Forms” for permit process through the internet based firms and applications. New permit applications have been created. 3. Explore options for increasing the number of rental inspections. Ongoing efforts to improve efficiency to increase rental inspections. 4. Explore changes to the property management code. 2009 International Property Maintenance Code under review for adoption.

FY2013 GOALS: 1. Update Residential, Commercial, Mechanical, Plumbing, and Electrical Codes 2. Work with trade associations to receive input on code adoptions/revisions. 3. Increase code enforcement activities with the addition of a Code Enforcement Officer.

PERFORMANCE MEASURES: Commercial Building and Trade Permits (Commercial Inspector/Trade Inspector

6000

4000 Total Permits Issued

2000 Total Inspections performed Average Inspections Per FTE 0 FY 2009 FY 2010 FY 2011

Residential Pertmits and Code Enforcement (Residential Combination Inspectors)

20,000 Total Permits Issued 15,000 Total Inspections Performed 10,000 Average Inspections Per FTE 5,000 Total New Code Enf. Cases 0 Total Rental Inspections FY 2009 FY 2010 FY 2011

Total Fees Charged

$450,000 $400,000 $350,000 $300,000 COMMERCIAL BUILDING & $250,000 TRADE PERMITS $200,000 $150,000 RESIDENTIAL PERMITS & CODE $100,000 ENFORCEMENT $50,000 $- FY 2009 FY 2010 FY 2011

123 INSPECTION SERVICES 7401-7402

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 600,265$ 546,994$ 668,460$ 697,760$ 29,300$ 4.4% A) Interest 21,642 18,525 23,000 23,000 - 0.0% Rentals and Leases 120,000 31,000 - - - 0.0% Contributions 2,889 2,613 22,400 22,400 - 0.0% Assessments 87,189 311,309 134,000 139,000 5,000 3.7% B) Total Revenue 831,985 910,441 847,860 882,160 34,300 4.0%

Employee Compensation 1,204,854 1,162,414 1,078,232 1,089,726 11,494 1.1% C) General Services 112,157 50,899 45,073 48,220 3,147 7.0% D) Services Related to Property 121,470 119,437 118,019 120,018 1,999 1.7% E) General Supplies 11,677 13,101 12,530 12,290 (240) (1.9%) Utilities 13,361 14,269 15,500 15,500 - 0.0% Miscellaneous 90,956 50,265 300 300 - 0.0% Total Expenditures 1,554,475 1,410,385 1,269,654 1,286,054 16,400 1.3%

Net (Revenues less Expenditures) $ (722,490) $ (499,944) $ (421,794) $ (403,894) 17,900$ (4.2%)

Notes: A) The following license fees decreased as the State will now be receiving the revenue: ducted air contractor mechanical license fee $20,000, master hydraulic license fee $3,500, and plumbing license fee $15,000. Rental registration fee increased $2,000 and building permits increased $1,500 based on history. Public nuisance weed inspection fee increased $14,000 based on an increase in enforcement. Building construction permits increased $50,000 based on a new fee schedule. B) Special assessment weed cutting penalty increased $5,000 due to an increase in enforcement. C) Salaries and related benefits increased $4,414 due to contractual obligations. IPERS increased $4,563 due to a .6% increase in the City's contribution rate. Deferred compensation increased $4,614 due to an increase in the City's match from .75% to 1% and the increase in the salaries. Education and training decreased $1,000 and business expense reimbursement decreased $1,500 due to budget reductions. D) General liability insurance premiums increased $696. Postage and city business each increased $2,000 based on history. The $1,500 decrease in professional services is due to a budget reduction. E) Equipment repair and maintenance CMG increased $1,999 based on the actual FY2011 history.

124 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Building Inspector 2.00 2.00 2.00 2.00 2.00 - Code Enforcement Manager - - - 1.00 1.00 - Code Enforcement Officer - - - 1.00 1.00 - Combination Inspector 4.00 4.00 4.00 3.00 3.00 - Electrical Inspector 2.00 1.00 1.00 1.00 1.00 - Inspection Services Division Manager 1.00 1.00 1.00 - - - Inspection Services Supervisor 1.00 1.00 1.00 - - - Mechanical Inspector 1.00 1.00 1.00 1.00 1.00 - Plans Examiner 1.00 1.00 1.00 1.00 1.00 - Plumbing Inspector 1.00 1.00 1.00 1.00 1.00 - Technical Clerk 1.00 1.00 1.00 1.00 1.00 - Part Time Clerical Assistant 0.75 0.75 0.75 0.75 0.75 - Seasonal Laborer 0.65 0.65 0.65 0.65 0.65 - Total FTE 15.40 14.40 14.40 13.40 13.40 -

125

VEHICLE CODE ENFORCEMENT

FY2012 GOALS:

1. Continue to educate and inform the public through awareness of parking requirements for vehicles, dumpsters and storage containers located within the public right-of-way. Provided press releases in relation to dumpster, parking requirements, and storage containers 2. Continued educational awareness to inform the public of the need to maintain sidewalks by removing snow and the procedures as outlined in the ordinances. Provided press releases informing the public about sidewalk snow removal ordinances and procedures.

FY 2013 GOALS:

1. Conduct press releases to inform public of parking requirements for vehicles, dumpsters and storage containers located within the public right-of-way. 2. Continue to provide press releases to inform public of sidewalk snow removal ordinances and procedures. 3. Provide Pro-active Nuisance Enforcement

126 VEHICLE CODE ENFORCEMENT 7403

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 71,216$ 73,146$ 75,243$ 76,466$ 1,223$ 1.6% A) General Services 527 274 199 268 69 34.7% B) Total Expenditures 71,743 73,420 75,442 76,734 1,292 1.7%

Net (Revenues less Expenditures) $ (71,743) $ (73,420) $ (75,442) $ (76,734) $ (1,292) 1.7%

Notes: A) Salaries increased $1,045 and benefits increased $393 based on contractual obligations. Workers' compensation insurance premiums decreased $215 based on claims aging out. B) General liability insurance premiums increased $69.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

127 PLANNING, NEIGHBORHOOD SERVICES, AND REAL ESTATE

FY2012 GOALS AND PROGRESS: 1. Complete action items as identified in the 2010 - 2013 Strategic Plan Completed Health and Safety Progress Guide Update to City Council on September 26, 2011. 2. Adopt and implement Pierce Street Corridor Plan, including the Pierce Corridor Façade Program. Council will be requested to adopt the Pierce Corridor Plan prior to spring 2012. The Pierce Corridor Façade Program was adopted by Council and the applications were due September 1, 2011. Those applications have been reviewed and the selected projects will begin work during the winter 2011/spring 2012. 3. Continue zoning ordinance rewrite. During the FY12 Budget process, this project was pushed back to FY13 and FY14. Staff has proposed a CIP sheet to reflect this project to begin in FY13. 4. Continue development of the Rail Study phase two. Staff has continued the development of the Rail Study phase two. The RFP has been completed and will be coordinated with the release of the Hoeven Study RFP. Staff has and continues to meet with the rail companies to further develop the scope of the study. 5. Complete acquisition of real estate for 2012 public improvement projects. Real Estate staff has worked closely with Engineering staff to ensure all project acquisitions are completed. Some recent acquisitions include Harbor Drive connector, Harbor Drive realignment, Perry Creek flood control project and mitigation areas, SE Morningside sanitary sewer, and Wesley Parkway. 6. Purchase tracking software and utilize to streamline the projects in Rehab, Emergency Repair, Elderly and Disabled Emergency Repair, etc. Staff researched several software tracking programs for Neighborhood Services projects. Staff are now working with the software companies to provide presentations of each product. 7. Develop new affordable housing units with HOME funds. Staff have worked with H&S Properties to develop Moos Meadows at 27th and Chambers. All 5 properties are currently under construction. 8. Complete the Lead Hazard Control Program and apply for new funds in fall 2011. The LHC Program is wrapping up in the 4th quarter of 2011. Staff applied for funds in summer of 2011 but were not funded. A debriefing has been requested, and staff anticipate applying for funds next grant round. 9. Integrate the Lead Hazard Control Program and Rehab with a Healthy Homes approach. Staff partner with the Weatherization Program at Community Action to diagnose various environmental issues within the homes. Staff anticipate completing this goal with the lead grant program if funded in the future.

FY2013 GOALS: 1. Complete action items as identified in the 2010 - 2013 Strategic Plan 2. Begin zoning ordinance rewrite. 3. Continue Pierce Corridor and Historic Pearl Façade Programs. 4. Continue development of Rail Study Phase Two and the Hoeven Corridor Study. 5. Complete acquisition of real estate for 2013 public improvement projects. 6. Begin the review and update of the Comprehensive Plan 7. Continue to obligate NSP3 funds and continue to monitor NSP1 construction and housing rehab projects to ensure timely completion for all. 8. Coordinate Neighborhood Services with Planning staff on corridor or district plans and updates as needed. 9. Successfully close out stimulus grants in 2012 (CDBG-R, HPRP, LHCG).

128 PERFORMANCE MEASURES:

7/1/2009 – 7/1/2010 – Planning and Zoning Commission/Board of Adjustment 6/30/2010 6/30/2011 Annexations 1 1 Final Plats 1 1 Preliminary Plats 1 2 Rezonings 27 13 Site Plans 5 10 Street Renaming/Namings 1 1 Text Amendments 5 13 ROW Vacation 24 13 Temporary Use Permit 0 0 Minor Modification 34 18 Variance 5 3 Conditional Use Permit 8 11

7/1/2009 - 7/1/2010 – Neighborhood Services 6/30/2010 6/30/2011 Single Family Dwelling Rehabs Completed 15 13 Residential Rental Rehabs Completed 6 7 Single Family Elderly and Disabled Repairs Completed 47 23 Single Family Emergency Repairs Completed 0 3 Barrier Removal Projects Completed 15 7 Lead Hazard Control Units Completed 19 37

7/1/2009 - 7/1/2010 - Real Estate 6/30/2010 6/30/2011 Acquired Real Estate for Public Improvement Project Totaling $1,339,432.43 $917,123.63 Disposed of Vacated ROW and City Owned Land Totaling $37,726.59 $32,352.02

129 PLANNING & REAL ESTATE 7501-7601

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 1,100$ 2,050$ 10,425$ 10,425$ $ - 0.0% Charges for Services 193,812 205,462 246,815 229,612 (17,203) (7.0%) A) Miscellaneous 26,710 - - - - 0.0% Contributions 340 700 4,550 4,550 - 0.0% Refunds and Reimbursements 455 74 - - - 0.0% Total Revenue 222,417 208,286 261,790 244,587 (17,203) (6.6%)

Employee Compensation 691,855 630,481 573,262 557,819 (15,443) (2.7%) B) General Services 290,648 138,502 88,493 72,457 (16,036) (18.1%) C) Services Related to Property 29,118 29,465 30,888 31,832 944 3.1% D) General Supplies 82,381 82,251 83,777 76,282 (7,495) (8.9%) E) Utilities 369 632 - - - 0.0% Miscellaneous 150 12,150 125 43,638 43,513 34810.4% F) Total Expenditures 1,094,521 893,481 776,545 782,028 5,483 0.7%

Net (Revenues less Expenditures) $ (872,104) $ (685,195) $ (514,755) $ (537,441) $ (22,686) 4.4%

Notes: A) Property Office chargeback decreased $17,203 based on the estimated expenses for FY2013. B) Salaries and related benefits decreased $15,508 due to a Secretary being reclassified from a full-time to a part-time position. IPERS increased $1,401 due to a State mandated .6% increase to the City's contribution rate. Workers' compensation insurance premiums decreased $1,384 due to City wide decrease. C) General liability insurance premiums decreased $16,036 due to the division's claim history aging. D) Equipment repair and maintenance increased $944 as no budget was entered in FY2012. Amount is based on FY2011 actual expenses. E) Membership fees were reduced by 10% per City Council direction reflecting a decrease of $7,495. F) Payment to other agencies has been in the capital budget in previous years, $43,513 was reallocated to the operating budget in FY2013. The budget is for the City's share of GIS costs along with the County and the Assessors.

130 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary 1.00 1.00 - - - - CD Operations Manager - - 1.00 1.00 1.00 - Community Development Specialist 1.00 1.00 1.00 1.00 1.00 - Graphics Technician 1.00 1.00 - - - - Planner 2.00 1.00 1.00 1.00 1.00 - Planning/Neighborhood Serv Manager 1.00 1.00 - - - - Real Estate Officer 2.00 2.00 1.00 1.00 1.00 - Real Estate Technician - - 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 - (1.00) Senior Planner 1.00 1.00 1.00 1.00 1.00 - Transportation Planner - 1.00 1.00 1.00 1.00 - Zoning Enforcement Officer 1.00 1.00 1.00 1.00 1.00 -

Part Time Seasonal Laborer 0.11 0.11 0.11 0.11 0.11 - Secretary - - - - 0.50 0.50

Total FTE 11.11 11.11 9.11 9.11 8.61 (0.50)

131

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

132 Economic Development Organizational Chart

Economic Development Director

Administrative Secretary (PT)

Economic Economic Economic Development Development Development Specialist Specialist Specialist

133 ECONOMIC DEVELOPMENT

MISSION STATEMENT: The City of Sioux City Economic Development Department stimulates the growth of the Sioux City economy thru retention and expansion of existing business and the attraction of new employers.

SERVICES: The Economic Development Department works to develop Sioux City into a leading Iowa business destination by helping to develop the resources to support economic growth, stimulating new business growth, continuing innovative marketing efforts, and improving the effectiveness of business development program that retain and expand existing businesses as well as attracts new employers to Sioux City. The department provides thorough knowledge of business assistance programs, including but not limited to, Targeted Jobs Tax Credit program, Enterprise Zone benefits, job training assistance, and additional state and local incentives.

RESOURCES: The department is funded with four different revenue sources including general fund, tax increment funds, water funds and sewer funds.

PERFORMANCE MEASURES:

Economic Development Activity

Business Retention Visits: Average 10 per month Local Business Development Meetings: Average 24 per month Marketing Activities: Average 24 per month New Business Leads: Average 3 per month Local & Regional Partnership Meetings: Average 9 per month

2011 Flood Assistance

During the Summer 2011 Missouri River flood event the Economic Development Staff held several large group informational meetings with businesses in the threatened Bridgeport Industrial and Hoeven Valley areas and also provided regular updates. Staff also met on numerous occasions individually with many impacted businesses along Murray Street and the along the riverfront. Staff acted often as liaison with the business community, the Army Corps of Engineers, IDOT, and other City departments to assist local businesses throughout the summer regarding needed protection measures and assisted with temporary relocations.

FY2012 GOALS AND PROGRESS: 1. Focus on an aggressive business retention and expansion efforts to identify opportunities to assist and grow existing businesses and encourage actions by all City Departments to deliver quality services to businesses. • Meetings with local company executives allow for discussions of current projects and planning for future investment in Sioux City. Staff averages 24 business development meetings each month with developers, realtors, contractors, and existing companies interested in expansion opportunities and potential new business executives. • Nearly 200 business retention visits will be made to existing Sioux City companies in 2011 as a way to create relationships, discover any issues the company may need the City to address and to discuss any future business expansion plans. Retention meetings are a vital part of the City’s relationship with local businesses. • The City continues to experience impressive growth in its property tax base. Over a four year period the tax value in the City’s TIF areas has grown from $490 million to $713 million, an increase of $223 million, and an impressive 46%. This has allowed TIF releases to grow to a record $417 million in FY12, benefitting the City, School District, and County. Sales tax revenue

134 remains strong despite the economy, with sales tax receipts at approximately $11.1 million annually. • Staff continues to work with the Economic Development Team, Rapid Response Team, and Southbridge Team to effectively utilize City resources and improve Sioux City’s ability to compete for new jobs and investment.

2. Increase the visibility of the City Economic Development efforts and showcase positive developments occurring in Sioux City. Implement best practices in ED efforts. • ED staff met frequently with Sioux City businesses throughout the several months of the Missouri River flooding event, held several large group informational meetings, developed targeted lists of businesses to provide specific information throughout the event. Staff was present on-site for critical meetings along with other City staff and agencies including the Corps of Engineers and maintained close contact with impacted businesses. • ED frequently highlighted various national rankings recognized the continued economic progress in Sioux City and the metro area, including: o Forbes ranked Sioux City in the top 15 Best Places for Business and Careers in 2011. o MSN.com ranked Sioux City #2 Most Affordable Place to Live in 2011. o US News & World Report ranked Sioux City in the Most Affordable Housing Markets in 2011. o Sioux City ranked in the Top 5 Metro Food Processing Industry Growth in 2011. o Sioux City was ranked in the top 10 for Emerging Logistics/Distribution Growth Potential in an area with less than 200,000 residents. o Sioux City maintained AA bond rating by Standard & Poor’s and Moody’s Investment Service. o Coldwell Banker ranked Sioux City #3 for most affordable housing in the nation. o ISO Class 2 rating out of 10, giving Sioux City the highest rating in the State of Iowa. • Assisted in promotion of several major events including RockN Rods – a successful first time event organized by Downtown Partners and the City of Sioux City and one of only two festivals of its kind nationwide highlighting city street drag racing, attracted an estimated 20,000 people; RAGBRAI – teaming up with local business and hundreds of volunteers to host an estimated 25,000 people arrived in Sioux City the weekend of July 24, for the annual bike ride, generating an estimated economic impact of $2.6 million for the Sioux City region; co-sponsored the City’s premiere annual summer music festival, Saturday in the Park.

3. Use innovative marketing to showcase Sioux City and develop a unified message through an effective branding campaign. • Showcasing Sioux City’s positive updates to area media outlets is essential to the success of new and existing business growth within the community. The ED staff participates and/or coordinates an average of 16 events per month including ground breakings, ribbon cuttings, open houses, press conferences, Snapshot emails, on-air interviews and presentations to local service clubs. • Continued the success of the “Business for Breakfast” series with local leading employers as a networking and educational tool. This Economic Development Department’s marketing initiative provides a networking forum for company executives and professionals interested in emerging business trends and topics. The two BFB’s scheduled annually have seen an average of 150 attendees and are sponsored by local, regional or statewide companies and agencies. • Continue to recognize and promote business growth in Sioux City, including the “Growing Sioux City” recognition program. Recipients included Siouxland Women’s Health Care and Industrial Design Fabrication & Installation, Inc.

135 4. Effectively communicate positive changes in new ways including continuation of social media efforts. • Implemented greater use of technology for communications increasing effectiveness and savings funds, including social media tools such as Twitter, Facebook, website, Home Again campaign, weekly Snapshot e-mail to area businesses and residents. • The Home Again campaign extends an invitation to former residents to consider moving back to Sioux City. This marketing initiative has been successful in providing awareness of the City’s strengths, along with helping to place qualified young professionals with local employers through partnerships with the Young Professionals of Iowa and Iowa Workforce Development. • The Innovation Market a new event in 2011 by the Sioux City Growth young professional group was supported by the City with in-kind donations as a platform for networking and the exchange of ideas for new businesses and community enhancement.

5. Increase targeted marketing activities to attract quality job creation and investment • Industrial Design Fabrication & Installation, Inc (IDFI): worked to attract IDFI’s relocation and expansion of their value-added manufacturing business. The company purchased the former Aalf’s Manufacturing building in Bridgeport Industrial Park to relocate 36 jobs, create new 35 jobs and made a capital investment of more than $5 million. • American Pop Corn Co: Completed a facility expansion including the construction of a second microwave popcorn plant totaling 43,000 square feet in size. The project represents a total capital investment by the company of over $6,000,000 and has added a minimum of 21 new jobs. • Participated in several efforts outside the area including a “Sell Iowa” trip to the Kansas City area. • Partnerships are the key to successful projects with staff averaging 9 meetings per month with local, regional and state partners including Mid American Energy, the Siouxland Initiative, Western Iowa Tech, ISU Extension, Downtown Partners, Siouxland Economic Development Corp. (SEDC), NW Iowa Power Cooperative (NIPCO), ED Partners, Northwest Iowa Biotech Consortium, Small Business Development Council (SBDC), Iowa Area Development Group and the Iowa Department of Economic Development. • Staff worked with an average of 3 new leads per month, several included extensive recruitment, working with state officials and other partners, site selectors and business prospects.

6. Promote the Southbridge development, create shovel ready sites and continue to pursue outside funding to complete additional infrastructure in the area.

• Extensive planning and investment continued in Southbridge laying solid groundwork for the region’s premier new industrial park. The area has entertained many new multi-national companies looking to the area for its ample land availability, rail access, proximity to a barge terminal, and good access to markets with I-29 and Highway 75 nearby. The Economic Development Department is confident the City’s investment in the area will result in significant job creation, tax base growth, and private capital investment. • Construction of industrial scale infrastructure is ongoing and key components of the 400-acre shovel ready Phase One are nearing completion, including the water treatment plant, collector well, transmission lines for water, sanitary sewer and electrical services, and 3 miles of new concrete paving. New roads include the relocated Harbor Drive and 225th Street. • A new electrical substation has been completed. • In addition to the $4.8 million RISE grant received last year to assist with the construction of new streets and utilities in Southbridge Business Park, the City also received $3 million from the Iowa Department of Transportation’s Rail Port Program. Funding receive will assist with the construction of a drop and pull rail yard with connecting lead track in Southbridge, ultimately providing rail service to larger scale industries, such as wind energy manufacturing. • The City has worked closely with the Iowa National Guard to improve base security and provide space for future growth of the 185th ANG base. The ANG is participating in the relocation of Harbor Drive with a $750,000 contribution.

136

7. Employ strategies to target investment in priority business parks, including the Yards, Expedition Business Park, and Bridgeport.

Expedition Business Park has seen growth with several projects. • Titan Machinery – currently building a new Sioux City Case CE Dealership on a 12-acre site with $1.5 million investment and will employ up to 20 people. • Lift Solutions - The new 10,000 sq. foot facility represents a capital investment of nearly $1 million to expand their sales, service, and distribution center. Operations in the new facility will employ an existing 10 people and add 8 employees over the next few years. • GSA Building – constructed a new 11,000 sq. ft. federal office facility employing 40 people with a capital investment of $1,500,000.

Yards Business Park is experiencing historic changes: • Acceptance of $2 million EDA Grant that will assist with the redevelopment of the former Morrell site. Funding will be used to demolish the existing facilities, relocate utilities and build a new access road. A RISE grant for $665,000 will fund 50% of the new access road to serve sites in the I-29 Business Park. • Long time Sioux City employer, Global Foods Processing, Inc., is planning to expand their value added food processing business to the John Morrell & Co. site due to an increased demand in worldwide pork exports. The project brings a $10 million investment with a new 82,000 sq. feet facility and nearly 200 new jobs to the Yards I-29 Business Park.

8. Maximize existing opportunities and strengths in priority commercial areas including downtown, Pearl Street, Outer Drive, Sunnybrook and others, and build on the City’s position as regional leader in areas such retail, commercial, and healthcare.

Downtown continues to see positive changes: • Innovative Benefit Consultants relocated to Water Street with a $600,000 investment and 12 jobs retained/created. • Goosmann Law Firm – began a downtown historic renovation project with a $300,000 investment and 10 employees retained. • The Sioux City Delta Reservations Center expanded its workforce by adding 50 new jobs, from 225 to 275, at its offices in the Museum Plaza Building. • United Center Redevelopment neared completion and build-out of the 100-year old warehouse into six floors of upscale office space and residential condos. • 4th & Jackson Bldg. – new project to completely renovate the six-story Stifel Nicolas building, to be a mixed use facility with a $4 million investment, new commercial tenants, and 18 upscale lofts. New Class A office space will result in a more marketable facility and will accommodate up to 80 additional jobs. • Historic Pearl Street Redevelopment: continued successful redevelopment focus on the west end of downtown into a mix of restaurants, offices, retail, and a variety of other entertainment-related uses. Assisted with redevelopment of eight properties including McCarthy & Bailey’s Irish Pub successfully opened and has brought new activity to the area; and the façade improvement program with more than a dozen additional businesses making improvements.

Other city-wide commercial growth continues: • Sioux City Ford: Constructed a new dealership located on Singing Hills Blvd. The new 44,400 sq. ft. facility is projected to create a new taxable valuation of approximately $4,000,000. • Sunnybrook Drive – the connection of this street between Sergeant Road and Christy Road will allow for several new developments including the planned new St; Luke’s satellite campus.

137 • Wesley Parkway Corridor- ED staff is actively working with commercial businesses in the corridor to encourage redevelopment of the commercial properties following planned completion of the $4.6 million new 4-lane route from downtown to Hamilton Blvd. in the summer of 2012. • Pierce Street Corridor – ED staff continues to work together with other departments to use tools such as the new façade improvement program, to build on the success of corridor improvements to date, including the $1.8 Select Food Market, the Paul Davis Restoration relocation/expansion, the new Kum & Go that followed blight removal and the anticipated completion of the street reconstruction between 14-18th Streets • Siouxland Women’s Health Care expanded their healthcare facility with a $1.4 million investment and 30 jobs retained/created.

9. Initiate and encourage legislation that supports a positive business climate.

• The ED Dept. continues to work with our legislators and various partners to enhance and protect critical economic development tools such as TIF and the Targeted Jobs program. In 2011 legislation strengthened the use of the Targeted Jobs program for use in job retention efforts. • Staff continues to work with our legislative representatives to pursuing grants for economic development. Successful grants have been obtained for the Southbridge Business Park including State RISE and Railport grants, the Yards Business Park including a Federal EDA infrastructure grant, State RISE and Rail grants, and downtown including Federal EDA and MidAmerican Energy planning funds.

Targeted Jobs Withholding Tax Credit Program

Retained Jobs: 543 Created Jobs: 565 Total Average Wage of All Retained & Created Jobs: exceeds $27.00 Total Investment Leveraged: nearly $55 million

FY2013 GOALS:

1. Focus on aggressive business retention and expansion efforts to identify opportunities to assist and grow existing businesses and encourage actions by all City Departments to deliver quality services to businesses. 2. Direct marketing activities towards the attraction of quality job creation and capital investment. Identify and target growing industries as well as areas of regional strengths such as the Agri-business, food processing, and related industries cluster. 3. Develop dynamic and innovative marketing strategies to showcase Sioux City and positive developments. Continue efforts to attract young professionals and others to Sioux City. Reinforce a unified message through an effective branding campaign including social media. 4. Promote the Southbridge Business Park development, create shovel ready sites and continue to pursue outside funding to complete additional infrastructure in the area. 5. Employ strategies to target investment in priority business parks, including the Yards, Expedition Business Park, and Bridgeport. Continue the redevelopment of the Yards I-29 Business Park including the former Morrell site. 6. Maximize existing opportunities and strengths in priority commercial areas including Outer Drive, Sunnybrook and others, and build on the City’s position as regional leader in areas such retail, commercial, and healthcare. Continue efforts to renew and revitalize the Historic Pearl Street District, and the Pierce Street and Wesley Parkway corridors. 7. Complete and implement recommendations of a downtown planning study focused on economic growth in the downtown area, in collaboration with our partners. 8. Initiate and encourage legislation that supports a positive business climate, as well as the use of effective economic development tools such as TIF and continuation of the Targeted Jobs program. Continue to seek grant opportunities to support economic growth.

138 ECONOMIC DEVELOPMENT 0501

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 33,121$ 28,202$ 25,191$ 25,191$ $ - 0.0% Total Revenue 33,121 28,202 25,191 25,191 - 0.0%

Employee Compensation 404,547 406,049 444,005 428,030 (15,975) (3.6%) A) General Services 237,186 162,372 126,326 111,954 (14,372) (11.4%) B) Services Related to Property 23,547 87,627 16,402 11,402 (5,000) (30.5%) C) General Supplies 4,871 7,031 6,910 5,020 (1,890) (27.4%) D) Miscellaneous 35,196 293,059 10,600 64,758 54,158 510.9% E) Total Expenditures 705,347 956,138 604,243 621,164 16,921 2.8%

Net (Revenues less Expenditures) (672,226) (927,936) (579,052) (595,973) (16,921) 2.9%

Additional Resources Needed Property Taxes 19,369 16,541 4,259 4,170 (89) (2.1%) Allocation to Other Funds 652,857 911,395 574,793 591,803 17,010 3.0% Total Additional Resources 672,226$ 927,936$ 579,052$ 595,973$ 16,921$ 2.9%

Notes: A) Salaries and benefits decreased $13,562 due to changes in employee compensation budget estimates. Workers' compensation insurance premiums decreased $1,413 due to City-wide claims experience. Business expense reimbursement decreased $1,000 due to budget reductions. B) Advertising increased $5,000 based on history. City business increased $5,000 for the anticipated costs for Blue Zone campaign and other marketing efforts to promote the City as a healthy community. General liability insurance premiums increased $318 based on City-wide claims experience. Various line items were reduced for budget reductions: professional services $3,000, design and engineering $5,690, City Print Shop $2,000, City business $3,000, conventions $3,000, promotions $5,000, and advertising $3,000. C) Maintenance buildings and grounds decreased $5,000 due to budget reductions.

D) Office supplies decreased $1,534 due to budget reductions. Memberships decreased $356 based on Council action. E) Property taxes decreased $5,842 for the Martin Building. Payment to the Siouxland Initiative for $60,000 that was previously budgeted in the Community Development Department will be moved to the Economic Development Department in FY2013.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Business Development Coordinator 1.00 - - - - - Economic Development Director 1.00 1.00 1.00 1.00 1.00 - Economic Development Specialist 2.00 3.00 3.00 3.00 3.00 - Part Time Administrative Secretary 0.75 1.00 1.00 1.00 1.00 - Total FTE 4.75 5.00 5.00 5.00 5.00 -

139

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

140

Events Facilities Department (EFD) Organizational Chart

City Council

City Manager

EFD Board

EFD Exec. Director

Admin. Secretary

Convention Tyson Events Center Director of Operations EFD Finance Mgr. Distinctive Gourmet Bureau Mgr. Facility Mgr.

Convention Sales Mgr. (1) CC Labor Crew Ldr.(1) Event Coord.(1) Events Promotions Coord.(1) CC Maintenance (1) TEC Labor Crew Ldr.(1) Clerical Asst.(1) Accounting Clerk (1) CC Custodian (1) Eng. & Maint. Sup.(1) Box Office Mgr.(1) Orpheum Theatre Mgr.(1) Custodian (1) Group Sales Rep (1) Event Coord IBP (1)

PT Staff PT Staff

141

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

142 EVENTS FACILITIES DEPARTMENT (EFD)

MISSION STATEMENT: We will focus on creating consistent experiences that bring people to Sioux City, inspire local pride and achieve success for event organizers.

SERVICES: Services of the EFD include the operation and management of the Sioux City Convention Center; the Tyson Events Center/Gateway Arena; the Orpheum Theatre; the IBP Ice Center; and the administration of the Tourism Bureau to serve as a catalyst for bringing outside visitors to Sioux City, provide visitor and citizen information and coordinate tourism events for community enhancement.

RESOURCES: Revenues collected from ticket/admission sales, event revenues, concession revenues, and City investment.

FY 2012 GOALS & PROGRESS: 1. Complete next phase of Convention Center updating plans In progress, began work on kitchen equipment and technical equipment. 2. Increase current email database by 20% We had a modest increase of 3% growth to the email database but did increase the number of Facebook fans by 103% with current fan total at approximately 36k. 3. Increase Convention Center revenues through auxiliary services. In progress, as this revenue line did not increase in the current fiscal year as many events contracted with previous terms, which did not allow for new pricing in all cases. We will continue to increase this revenue source in the current year. 4. Book one once in a lifetime concert during the fiscal year. Elton 5. Maintain utility usage during the fiscal year as had reduction campaign in the previous year. The use increased slightly from the previous year with rates also having a small increase. 6. Achieve $3M in ticket sales at the Tyson Events Center during the fiscal year. The Tyson Events Center saw near record tickets sales in FY2011 at $4.4M 7. Develop sponsorship program in the department to generate new revenue within the facilities, create value for the sponsors and create new potential ticket purchasing fans. Developed campaigns for tourism events to allow new community sponsors to get involved easier than before. 8. Reposition Sioux City as a niche destination highlighting the available resources and reasons to visit, while creating 85,000 sales people to get the community involved in the process to bring events to Sioux City. In progess, as we are constantly highlighting Sioux City. The Visitors Guide is now being released with editions throughout the year rather than annually to be more current and attractive to users. 9. Create a speaker series. We developed a partnership with a local media group for a major speaker as a test of this program which did not meet expectations and this program is being evaluated.

The Sioux City Events Facilities Department brings economic impact, diversity in live entertainment and sporting events and community involvement to the City of Sioux City. We will measure success on a per event basis. The keys to our success will continue to be maintaining current outstanding guest experiences and improving that experience as a driving factor for increased attendance; increase our market size through group sales and marketing activities to help increase attendance and sales at each event while balancing these items with fiscal responsibility. We have established action items and key words to help guide us in creating a “wow factor” for every patron that enters our facilities now and in the future. We have updated our sales and marketing plan during the year to keep our action items focused to achieve our goals.

143 Sioux City Convention Center We will continue to market the Convention Center as the regional leader for conferences, conventions and events. The Convention Center hosted 234 events in 2011. Ragbrai provided a big event to start the fiscal year in addition to the annual events such as the Chamber dinner, Mercy Medical Women’s Night Out, the Holiday and Spring Craft Fairs and the Siouxland Home Show. Conventions and conferences included the Iowa Masons, Midwest Divine Mercy, Mercy Protecting Families, Iowa Water Works, Siouxland Mental Health, and Western Iowa Synod. The 2012 capital improvements plan will continue to focus on updating the kitchen equipment and facilities as our catering services are essential to our success. 2013 will concentrate on replacement/improvement of technical equipment with the entire project expected to be completed in FY2016. The Convention Center will concentrate on events that utilize the Convention Center’s primary purpose as a multi-use facility and create/develop new events for increased use. We will focus on partnerships with local hotels in an effort to generate additional funds for the hotel/motel tax, which will benefit the City of Sioux City overall and concentrate on building a database of past conventions and conference clients. The Convention Center will continue to update the facilities per our capital improvements plan to improve our capabilities and to insure we sustain our high marks on client-based evaluations. The facility must be able to provide technological services in order to provide the expectations and requirements of events so the facility can remain a competitive conferencing center.

Tyson Events Center/Gateway Arena We will continue to market the Tyson Events Center as a premier entertainment destination. The Tyson Events Center/Gateway Arena saw gross ticket sales approximate $4.4M with 41 major ticketed events consisting of 10 concerts, 15 family productions and 16 sporting events. The events center posted five sell out concerts and hosted one national network televised event! Events during the year included Celtic Woman, Creed, Alan Jackson, Disney on Ice, Brian Boitano, Jeff Dunham, Bull Riding, Monster Trucks, Avenged Sevenfold, Nelly, Sugarland, Cirque Du Soliel, Abu Bekr Shrine Circus, Elton John, Tim McGraw and WWE Wrestling. The Sioux City Musketeers hockey team held 30 regular season home games and Sioux City Bandits indoor football team held 9 home games in the Tyson Events Center, along with several local high school and college graduations. The facility has sold approximately 25.5 million dollars worth of tickets since opening in 2004. The FY2012 event calendar has begun with the USHL Fall Classic, Musketeer Hockey, and concerts and family events scheduled.

We were fortunate in FY2011 with our ticket sales total as the economy and state of the entertainment industry continue to provide challenges to bring quality shows to our venues. We continue to solidify and develop new promoter relationships to continue our share of event opportunities as these events have a big economic impact on the community and generation of sales tax revenue.

Orpheum Theatre We will continue to market the Orpheum Theatre as a premier cultural destination. The Orpheum Theatre held 88 events and had gross ticket sales approximate $1.5M. Events during the year included Mardi Gras Festivale, Jackson Browne, the Governor’s Debate, MercyMe, Lorie Line, Moscow Ballet Nutcracker, Mannheim Steamroller, Michael W. Smith, Tonic Sol Fa, Bill Cosby, Darius Rucker, Guy Fieri, John Prine, Sheryl Crow, Rockestra and many receptions and local dance performances. The Broadway Series presented Oklahoma, Mamma Mia, A Chorus Line, Riverdance, The Wizard of Oz, The Rat Pack is Back and was one of our most financially successful seasons. The Sioux City Symphony held ten concerts including the styles of classical, family, holiday and piano competition. The Orpheum Theatre Film Series offered movies throughout the year and staff gave tours for visitors and organizations interested in the facility. The EFD continues to manage the theater and the City is not at risk to have a deficit with its involvement with the Orpheum because the Orpheum Board pays related EFAB expenses as presented for payment. The Orpheum Theater is now in its 10th year after the renovation and continues its role as a destination point and provides a great economic impact to the community.

IBP Ice Center We will continue to market the IBP Ice Center as a premier entertainment and recreation destination. The ice center personnel are committed to providing growth to programming with a consistent message of what is available and growing the base of users. The ice center has also developed a Learn to Skate program to enhance the services available and increase revenues. The IBP Ice Center continues to provide a valuable service to our youth hockey and public ice users. The center is used year round as a recreational center with major users including Public Ice Skating, Sioux City Musketeers, Siouxland Youth Hockey Association, Siouxland Adult Hockey Association, SYHA Metros High School Team and numerous ice rentals and private parties.

144 Sioux City Tourism Bureau We will continue to increase awareness of entertainment opportunities and implement new programming and campaigns to get visitors to Sioux City. The Tourism Bureau hosted Ragbrai, which drew record crowds and provided positive impact for Sioux City. The Bureau also hosted the Tourism Day conference/seminar; the NAIA Women’s Division II National Basketball Tournament and the NAIA Volleyball Tournament at the Tyson Events Center, which drew fans of approximately 33,000 and 7,000 respectively. The Tourism Bureau is the marketing and sales department for the City of Sioux City as a whole for event marketing as well as the direct sales organization. Festivals and outside events, sporting events, conventions and conferences are all examples of the type of events the tourism staff attempts to bring to Sioux City. The Bureau continued to provide updated information on Sioux City attractions and amenities in the form of brochures, magazines, web sites, and staff knowledge to promote the area. The Visitors Guide is released with new additions throughout the year rather than annually to be more current and attractive to users. The Big Parade continues with new concepts being implemented and the Mardi Gras Festivale was hosted at the Orpheum Theater. We also maintain a focus on sporting events and our continued successful partnership with the NAIA is the baseline from which partnerships with other sporting organizations can develop. The NAIA has extended our basketball tournament contract for an additional 2 years through 2014.

FY 2013 GOALS: 1. Complete next phase of Convention Center updating plans 2. Increase Convention Center revenues with number of events and attendance 3. Increase Convention Center revenues through auxiliary services. 4. Book one once in a lifetime concert during the fiscal year. 5. Generate $3M ticket sales level at the Tyson Events Center during the fiscal year. 6. Improve Ice Center net operating results.

PERFORMANCE MEASURES: 1. Increase hotel occupancy tax through increased visitor traffic for the fiscal year(2009 is base year measure) Hotel-Motel Tax- 2006 $860K, 2007 $935K, 2008 $1,060K, 2009 $1,068K, 2010 $1,214K 2. Increase ticketed event attendance for the fiscal year- includes Musketeers & Bandits games (2009 is base year measure) Tyson attendance FY2009 220k, 2010 220k, FY2011 247k 3. Increase number of ticketed events for the fiscal year-includes Musketeers & Bandits games (2009 is base year measure) Tyson event days FY2009 83, FY2010 83, FY2011 81 4. Increase usage of IBP Ice Center for the fiscal year (2009 is base year measure) Increased ice rental and public ice revenue FY2009 $170k, FY2010 $170k, FY2011 $180k 5. City funding/investment necessary to provide economic impact generated by events and community enhancement from facility and tourism events. City investment FY2009 $2,134,130, FY2010 $2,066,175, FY2011 $1,589,190, FY2012 $1,401,245

145 EFAB SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees 1,145$ 715$ 2,000$ 1,000$ $ (1,000) (50.0%) A) Recreation Fees 68,659 79,826 60,000 65,000 5,000 8.3% B) Charges for Services 762,363 870,871 847,000 861,500 14,500 1.7% C) Rentals and Leases 1,407,881 1,549,290 1,550,550 1,509,450 (41,100) (2.7%) D) Concessions and Commissions 2,909,065 2,902,871 3,006,000 2,923,000 (83,000) (2.8%) E) Miscellaneous 280,314 352,725 266,500 240,500 (26,000) (9.8%) F) Contributions 289,047 351,672 401,360 392,360 (9,000) (2.2%) G) Refunds and Reimbursements 660,165 749,354 712,000 706,000 (6,000) (0.8%) H) Total Revenue 6,378,639 6,857,324 6,845,410 6,698,810 (146,600) (2.1%)

Administration 173,569 152,328 162,875 154,545 (8,330) (5.1%) I) Convention Center Events/Operations 1,839,585 1,876,583 1,874,810 1,868,693 (6,117) (0.3%) J) Convention Center Maintenance 275,691 283,803 298,540 311,600 13,060 4.4% K) Convention and Tourism Bureau 164,215 140,101 160,391 161,081 690 0.4% L) Lewis and Clark Concessions 188,070 164,613 195,000 190,050 (4,950) (2.5%) M) Olsen Stadium Concessions 70,331 77,845 70,500 75,500 5,000 7.1% N) IBP Ice Center 346,588 359,054 366,157 364,090 (2,067) (0.6%) O) Orpheum Theatre Operations 857,479 895,769 1,057,992 1,049,881 (8,111) (0.8%) P) Tyson Events Center 2,949,272 3,638,279 3,041,290 3,095,123 53,833 1.8% Q) Tyson Events Center Maintenance 689,898 781,023 658,615 590,663 (67,952) (10.3%) R) Orpheum Theater City Sponsor Events 5,452 (18,533) - - - 0.0% Box Office 189,307 221,643 265,004 274,639 9,635 3.6% S) EFAB Airport Concessions 68,569 75,051 66,260 - (66,260) (100.0%) T) Total Expenditures 7,818,026 8,647,559 8,217,434 8,135,865 (81,569) (1.0%)

Net (Revenues less Expenditures) (1,439,387) (1,790,235) (1,372,024) (1,437,055) (65,031) 4.7%

Additional Resources Needed Property Taxes 664,183 1,084,537 658,634 740,381 81,747 12.4% Sales Taxes 775,204 705,698 713,390 696,674 (16,716) (2.3%) Total Additional Resources 1,439,387$ 1,790,235$ 1,372,024$ 1,437,055$ 65,031$ 4.7%

146

Notes: A) Convention Center Events/Operations utility usage decreased $1,000 based on FY2010 and FY2011 actual activity. B) Convention Center Events/Operations ticket sales increased $5,000 based on FY2010 and FY2011. C) IBP Ice Center group ice rental expected to increase $5,000 based on FY2010 and FY2011 activity. Tyson Events Center parking revenues expected to increase $30,000 and labor charges to promoters expected to decrease $15,000. Orpheum Theater Broadway Series profit expected to decrease $5,000. D) Convention Center equipment rental decreased $12,000 based on history. Orpheum Theater equipment rental expected to increase $5,000 based on history. Tyson Events Center building rent expected to increase $10,900 based on history. Tyson Events Center Personal Seat License and signage revenues expected to decrease $10,000 and $35,000, respectively, based on contracts signed. E) Convention Center Distinctive Gourmet catering and Sioux City Store expected decreased $75,000 and $1,000, respectively, based on history and the Sioux City Store closing. Convention Center Tourism Bureau concessions expected to decrease $1,000 based on history. Tyson Events Center beer/liquor and food concessions expected to increase $60,000 based on history. Airport concessions to decrease $61,000 as EFAB discontinued managing airport concessions. F) Orpheum Theater decreased $10,000 based on history, Convention Center Tourism Bureau increased $1,000 based on increase in vendor space, bead sales, and Big Parade entry fees. Airport concessions decreased $17,000 as EFAB discontinued managing airport concessions. G) Convention Center sponsorships increased $1,000 and Tyson Events Center event sponsorships such as NAIA, decreased $10,000, both based on history. H) Convention Center's Distinctive Gourmet refund decreased $2,000, Convention Center refunds increased $1,000, and Tyson Events Center labor reimbursement from Long Lines Family Recreation Center decreased $5,000 based on history. I) Printing decreased $1,000 based on history. Executive Director travel reduced $6,000 due to budget reductions. Advertising increased $1,000 based on history. Communication line charges decreased $2,000 based on history. Cell phone charges decreased $1,000 based on history. Supplies increased $1,000 based on history and on projected printer supplies cost increases. Memberships decreased $300 based on Council action. J) Salaries and benefits decreased $2,966 due to payroll allocations and reclassifying grade of open position due to retirement. Decrease of $5,000 due to reduction in overtime, workers' compensation decreased $2,324 based on City-wide decreases and past claims aging out, group health insurance premiums decreased $3,378 due to employee insurance choices, Iowa Public Employees' Retirement System (IPERS) increased $2,520 due to City's obligated contribution rate increasing .6% from 8.07% to 8.67%, and deferred compensation increased $2,046 due to employee election. Distinctive Gourmet payments increased by $10,000 based on increase in sales and other related services. Printing increased $1,000 and City business increased $2,000 based on history. Alcohol/beverage insurance increased by $3,500 due to change in state law requirements, and unemployment compensation payment decreased $1,000 based on history. Equipment lease decreased $1,000 based on history and new kitchen equipment purchased. Maintenance Machine and Equipment increased $500 based on history. Memberships decreased by $300 based on Council action. Food and beverage, kitchen wares and service wares purchases decreased $9,200, $1,000 and $2,000, respectively, based on history. K) Salaries increased $12,702 due to contractual obligations. IPERS increased $1,601 due to .6 % increase in City's obligation from 8.07% to 8.67% and the salary increase. Overtime decreased $500 due to removal of budget for overtime. Workers' compensation premiums decreased $4,203 due to a City-wide decrease based on past claims aging. CMG equipment repair and maintenance increased $6,238 based on history. CMG lease charges decreased $5,000 based on FY2012 activity. Janitorial supplies increased $1,000 based on history. Gas and electrical utilities each decreased $2,000 based on history. L) Salaries and payroll related costs increased $5,781 due to contractual obligations. Health and dental insurance premiums decreased $1,454 based on employee elections. Overtime decreased $1,000 based on history. Deferred compensation increased $546 due to salaries increasing. City's share of IPERS increased $780 due to City's obligation increasing .6% from 8.07% to 8.67%. Administrative services decreased $2,000, printing increased $1,000, and tourism travel and related expenses decreased $2,500. All of these variances are based on FY2010 and FY2011 history. Beverage expenses decreased $400 based on projected beverage concessions. M) Increase of $2,000 is due to change in state alcohol/beverage insurance requirements. Equipment lease decreased $250 and repairs expense decreased $500, each based on FY2010 and FY2011 activity. Beverage expenses decreased $5,500 based on projected beverage concessions. N) Payment to Distinctive Gourmet will increase $1,000 and food and beverage expenses will increase $1,000 based on history. Estimated net payments to Sioux City Schools expected to increase $3,000 based on agreement.

147

O) Employee compensation and related payroll costs decreased $2,849. Health and dental insurance premiums increased $1,288 due to change in employee election. Workers' compensation insurance premiums decreased $482 based on City-wide claims history. IPERS increased $474 based on City's obligation increasing .6% from 8.07% to 8.67%. Building maintenance increased $2,000 based on history. Temporary liquor licenses increased $250. Gas utilities decreased $2,000 based on FY2010 and FY2011. CMG equipment repair and maintenance increased $510 based on history and projected increases. P) Salaries and related payroll expenses decreased $2,010 based on staff turnover. Workers' compensation premiums decreased $1,211 due to City-wide decreases and past claims aging. Group health and dental insurance premiums increased $706 based on employee elections. IPERS increased $1,099 based on City's share increasing .6% from 8.07% to 8.67%. Advertising increased $5,000 based on FY2010 and FY2011. Other insurance increased $2,000 based on FY2010 and FY2011 events. Alcohol and beverage insurance increased $1,500 based on change in state law. Sales tax payments decreased by $10,000 based on history and event settlement decreased by $5,000 based on projected payments to Orpheum for miscellaneous settlements, management fee and profit. Q) Salaries and related payroll costs increased $28,973 due to contractual obligations. Overtime pay decreased by $3,475 based on history. Workers' compensation insurance premiums decreased $18,112 due City-wide decreases. IPERS increased $5,799 based on salaries increasing and City's obligated share increasing .6% from 8.07% to 8.67%. Health and dental insurance premiums decreased $10,626 based on employee elections. Printing increased $1,000 based on history. Payment to Distinctive Gourmet increased $5,831 based on past history and projected revenues. Advertising for events, which is reimbursed, is expected to increase $4,500 based on past history. Property and building content insurance premiums decreased $1,961 based on claims history. General liability insurance premiums decreased $199 based on claims history. Alcohol and liquor insurance increased $11,000 based on changes in state law. Food service and liquor licenses increased $1,000 based on history. Credit card fees expected to increase $2,000 based on history. CMG lease charges decreased $2,000 based on the current year activity. IBP Ice Center rental allocation for Musketeers estimated to decrease $3,000 as IBP Ice Center provides practice space when Tyson Events Center is not available. Equipment lease increased $1,000 and maintenance on buildings and grounds increased $2,000 based on history. Equipment repair decreased $2,489 based on FY2011 with a cost of living increase. Operating supplies increased $10,000 based on history. Employee uniform expense and janitorial supplies each decreased $3,000 based on past history. Beverage concessions increased $6,645, food concessions decreased $3,645, wine increased $2,849, beer increased $5,360 and alcohol increased $6,793 based on FY 2011 sales mix. Event settlement increased $10,000 based on projected co- promotions and FY2010 and FY2011 activity. R) Salaries and related payroll costs decreased $27,795 due to staff turnover and overtime allocated to this division. Health and dental insurance premiums decreased $5,534 due to benefit election changes. Maintenance services decreased $5,000, building and grounds maintenance increased $5,000, equipment lease decreased $2,000, maintenance machines and equipment increased $3,000, and operating supplies decreased $5,000 based on FY2010 and FY2011 activity. Gas utility expenses decreased $30,000 based on FY2010 and FY2011 activity and energy price variable. S) Employee compensation and payroll related expenses increased $7,822 based on contractual obligations and the EFAB Laborer full-time equivalent decreasing by .32. IPERS increased $1,575 due to salaries increasing and the City's obligated contribution rate increasing .6% from 8.07% to 8.07%. Workers' compensation premiums decreased $357 based on history of claims. Business expense reimbursement increased $200 based on history. T) Airport concessions became part of Airport in FY2012.

148 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant ------Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Assistant Box Office Manager 1.00 1.00 1.00 1.00 1.00 - Box Office Manager 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant 1.00 1.00 1.00 1.00 1.00 - Convention Center Manager - 1.00 1.00 1.00 1.00 - Custodian I 2.00 2.00 2.00 - - - EFAB Booking Manager ------EFAB Engineering/Maint Supervisor 1.00 1.00 1.00 1.00 1.00 - EFAB Events Coordinator 3.00 3.00 3.00 3.00 3.00 - EFAB Executive Director 1.00 1.00 1.00 1.00 1.00 - EFAB Facility Manager 1.00 1.00 1.00 1.00 1.00 - EFAB Finance Division Manager - 1.00 1.00 1.00 1.00 - EFAB Marketing Assistant 1.00 1.00 1.00 1.00 1.00 - EFAB Marketing Director 1.00 - - - - - EFAB Tourism Coordinator ------Events Promotions Coordinator 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 3.00 3.00 3.00 3.00 3.00 - Maintenance Repair Worker 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Managerial Accountant 1.00 - - - - - Refrigeration Engineer ------Tyson Director of Operations 1.00 1.00 1.00 1.00 1.00 -

Part Time Auditorium Technician 2.10 2.10 2.10 2.10 2.10 - Clerical Assistant 0.80 0.80 0.80 0.80 0.80 - Custodian I - - - 1.50 1.50 - EFAB Bureau Attendant I 1.70 1.70 1.70 1.70 1.70 - EFAB Bureau Attendant II 0.50 0.50 0.50 0.50 0.50 - EFAB Laborer 24.04 24.04 24.04 23.86 23.54 (0.32) Labor Crew Leader 1.91 1.91 1.91 1.91 1.91 - Laborer 0.33 0.33 0.33 0.33 0.33 - Refrigeration Engineer 0.44 0.44 0.44 0.44 0.44 -

Total FTE 54.82 54.82 54.82 54.14 53.82 (0.32)

149 ADMINISTRATION 8701

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 16,500$ 16,500$ 15,000$ 16,500$ 1,500$ 10.0% A) Miscellaneous 294 290 500 500 - 0.0% Refunds and Reimbursements 62,779 60,705 65,500 63,500 (2,000) (3.1%) B) Total Revenue 79,573 77,495 81,000 80,500 (500) (0.6%)

Employee Compensation 42,245 41,923 42,550 42,486 (64) (0.2%) General Services 108,573 87,597 97,125 88,159 (8,966) (9.2%) C) Services Related to Property 8,150 6,732 7,500 7,500 - 0.0% General Supplies 13,509 15,745 15,000 15,700 700 4.7% D) Utilities 904 143 500 500 - 0.0% Inventory Supplies 188 188 200 200 - 0.0% Total Expenditures 173,569 152,328 162,875 154,545 (8,330) (5.1%)

Net (Revenues less Expenditures) $ (93,996) $ (74,833) $ (81,875) $ (74,045) 7,830$ (9.6%) Notes: A) Argosy advertising revenue agreement increased $1,500 based on history. B) Projected revenues received from Distinctive Gourmet decreased $2,000 based on history. C) Printing decreased $1,000 based on history. Executive Director travel reduced $6,000 due to budget reductions. Advertising increased $1,000 based on history. Communication line charges decreased $2,000 based on history. Cell phone charges decreased $1,000 based on history. D) Supplies increased $1,000 based on history and on projected printer supplies cost increases. Memberships decreased $300 based on Council action. Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant ------Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Clerical Assistant 1.00 1.00 1.00 1.00 1.00 - Convention Center Manager - 1.00 1.00 1.00 1.00 - EFAB Executive Director 1.00 1.00 1.00 1.00 1.00 - EFAB Finance Division Manager - 1.00 1.00 1.00 1.00 - EFAB Marketing Assistant 1.00 1.00 1.00 1.00 1.00 - EFAB Tourism Coordinator ------Sports Sales Representative 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerical Assistant ------

Total FTE 6.00 8.00 8.00 8.00 8.00 -

150 CONVENTION CENTER EVENTS/OPERATIONS 8703

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees 1,145$ 715$ 2,000$ 1,000$ $ (1,000) (50.0%) A) Recreation Fees 68,659 79,826 60,000 65,000 5,000 8.3% B) Rentals and Leases 237,855 227,962 267,000 255,000 (12,000) (4.5%) C) Concessions and Commissions 981,868 835,485 1,041,000 965,000 (76,000) (7.3%) D) Contributions 14,687 60,610 2,000 3,000 1,000 50.0% E) Refunds and Reimbursements 15,070 8,999 1,000 2,000 1,000 100.0% F) Total Revenue 1,319,284 1,213,597 1,373,000 1,291,000 (82,000) (6.0%)

Employee Compensation 584,290 589,595 650,630 641,528 (9,102) (1.4%) G) General Services 794,581 846,622 717,480 733,077 15,597 2.2% H) Services Related to Property 25,230 16,291 17,000 16,518 (482) (2.8%) I) General Supplies 72,571 75,852 78,000 77,770 (230) (0.3%) J) Utilities 521 748 500 800 300 60.0% K) Inventory Supplies 348,152 338,970 403,200 391,000 (12,200) (3.0%) L) Miscellaneous 14,240 8,505 8,000 8,000 - 0.0% Total Expenditures 1,839,585 1,876,583 1,874,810 1,868,693 (6,117) (0.3%)

Net (Revenues less Expenditures) $ (520,301) $ (662,986) $ (501,810) $ (577,693) $ (75,883) 15.1%

Notes: A) Utility usage charges decreased based on FY2010 and FY2011 activity. B) Ticket sales for Spring and Winter Craft Fairs, NAIA Banquets and Tourism Day increased based on FY2010 and FY2011 activity less revenue for RAGBRAI in FY2011. RAGBRAI is not an annual event. C) Equipment rental charges decreased $12,000 based on history. D) Distinctive Gourmet catering decreased $75,000 based on history. Sioux City Store decreased $1,000 due to store closing. E) $1,000 increase is based on prior years history. RAGBRAI was in FY2011. F) $1,000 increase for costs paid by City and then reimbursed by clients is based on history. G) Salaries and benefits decreased $2,966 due to staff turnover, reclassifying grade of open position due to retirement. Decrease of $5,000 due to reduction in overtime, workers' compensation decreased $2,324 based on City-wide decreases and past claims aging out, group health insurance decreased $3,378 due to employee insurance choices, Iowa Public Employees' Retirement System (IPERS) increased $2,520 due to City's obligated contribution rate increasing .6% from 8.07% to 8.67%, and deferred compensation increased $2,046 due to employee choices. H) Distinctive Gourmet payments increased by $10,000 based on increase in sales and other related services. Printing increased $1,000 and City business increased $2,000 based on history. Alcohol/beverage insurance increased by $3,500 due to change in state law requirements, and unemployment compensation payment decreased $1,000 based on history. I) Equipment lease decreased $1,000 based on history and new kitchen equipment purchased. Maintenance Machine and Equipment increased $500 based on history. J) Membership costs decreased $230 based on history. K) Fuel and oil increased $300 based on history and Council action. L) Food and beverage, kitchen wares and service wares purchases decreased $9,200, $1,000 and $2,000, respectively, based on history.

151 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Labor Crew Leader 1.00 1.00 1.00 1.00 1.00 -

Part Time Auditorium Technician 0.70 0.70 0.70 0.70 0.70 - EFAB Laborer 5.90 5.90 5.90 5.90 5.90 - Labor Crew Leader 1.28 1.28 1.28 1.28 1.28 -

Total FTE 8.88 8.88 8.88 8.88 8.88 -

152 CONVENTION CENTER MAINTENANCE 8705

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 125,113$ 138,209$ 127,523$ 137,759$ 10,236$ 8.0% A) General Services 1,539 734 517 603 86 16.6% Services Related to Property 45,830 46,973 44,500 50,238 5,738 12.9% B) General Supplies 10,237 14,863 14,000 15,000 1,000 7.1% C) Utilities 63,257 59,795 85,000 81,000 (4,000) (4.7%) D) Miscellaneous 29,715 23,229 27,000 27,000 - 0.0% Total Expenditures 275,691 283,803 298,540 311,600 13,060 4.4%

Net (Revenues less Expenditures) $ (275,691) $ (283,803) $ (298,540) $ (311,600) $ (13,060) 4.4%

Notes: A) Salaries increased $12,702 and FICA increased $790 both due to contractual obligations. Iowa Public Employees' Retirement System (IPERS) increased $1,601 due to .6 % increase in City's obligation from 8.07% to 8.67% and the salary increase. Overtime decreased $500 due to removal of budget for overtime. Workers' compensation premiums decreased $4,203. B) Central Maintenance Garage (CMG) lease charges decreased $500 based on FY2012 activity and CMG equipment repair and maintenance increased $6,238 based on FY2011 and expected cost increases. C) Janitorial supplies increased $1,000 based on history. D) Gas and electrical utilities each decreased $2,000 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Custodian I 1.00 1.00 - - - - Maintenance Repair Worker 1.00 1.00 1.00 1.00 1.00 -

Part Time Custodian I - - 0.75 0.75 0.75 - EFAB Laborer 0.13 0.13 0.13 0.13 0.13 - Laborer 0.33 0.33 0.33 0.33 0.33 -

Total FTE 2.46 2.46 2.21 2.21 2.21 -

153 CONVENTION AND TOURISM BUREAU 8706

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Concessions and Commissions 2,325$ 1,744$ 4,000$ 3,000$ $ (1,000) (25.0%) A) Miscellaneous 7,658 7,783 4,000 5,000 1,000 25.0% B) Contributions - 4,283 5,000 5,000 - 0.0% Refunds and Reimbursements 170 1,550 - - - 0.0% Total Revenue 10,153 15,360 13,000 13,000 - 0.0%

Employee Compensation 98,656 105,639 101,791 106,311 4,520 4.4% C) General Services 53,523 23,003 46,350 42,900 (3,450) (7.4%) D) Services Related to Property 486 396 400 400 - 0.0% General Supplies 11,550 11,063 10,250 10,270 20 0.2% Inventory Supplies - - 1,600 1,200 (400) (25.0%) E) Total Expenditures 164,215 140,101 160,391 161,081 690 0.4%

Net (Revenues less Expenditures) $ (154,062) $ (124,741) $ (147,391) $ (148,081) $ (690) 0.5%

Notes: A) Beer and liquor concessions decreased $1,000 based on FY2010 and FY2011 Big Parade and other tourism events. B) Event fees, such as vendor space rental, parade entry fees, and beads revenues increased $1,000 based on FY2010 and FY2011 activity. C) Salaries and payroll related costs increased $5,781 due to contractual obligations. Group health insurance and dental premiums decreased $1,454 based on employee elections. Overtime decreased $1,000 based on amounts paid for FY2010 and FY 2011 tourism events. Deferred compensation increased $546 due to the salaries increase. City's share of Iowa Public Employees' Retirement System (IPERS) increased $780 due to City's obligation increasing .6% from 8.07% to 8.67%. D) Administrative services decreased $2,000, printing increased $1,000, and tourism travel and related expenses decreased $2,500. All of these variances are based on FY2010 and FY2011 history. E) Beverage expenses decreased $400 based on projected beverage concessions. Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

154 LEWIS AND CLARK CONCESSIONS 8708

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Concessions and Commissions 199,087$ 185,677$ 207,000$ 202,000$ $ (5,000) (2.4%) A) Refunds and Reimbursements - 563 - - - 0.0% Total Revenue 199,087 186,240 207,000 202,000 (5,000) (2.4%)

Employee Compensation - 186 - - - General Services 73,891 73,431 76,550 78,550 2,000 2.6% B) Services Related to Property 4,286 2,150 3,790 3,000 (790) (20.8%) C) General Supplies 3,811 1,739 5,000 5,000 - 0.0% Inventory Supplies 46,557 52,433 64,000 58,500 (5,500) (8.6%) D) Miscellaneous 59,525 34,674 45,660 45,000 (660) (1.4%) E) Total Expenditures 188,070 164,613 195,000 190,050 (4,950) (2.5%)

Net (Revenues less Expenditures) 11,017$ 21,627$ 12,000$ 11,950$ $ (50) (0.4%)

Notes: A) Concessions decreased $5,000 based on FY2010 and FY2011 activity. B) Increase of $2,000 is due to change in state alcohol/beverage insurance requirements. C) Equipment lease decreased $250 and repairs expense decreased $500, each based on FY2010 and FY2011 activity. D) Beverage expenses decreased $5,500 based FY2011 history and on projected beverage concessions. E) Estimated payments to Explorers is based on concessions and since concessions are expected to decrease, so will the payment.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

155 OLSEN STADIUM CONCESSIONS 8709

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Concessions and Commissions 75,167$ 82,240$ 75,000$ 80,000$ 5,000$ 6.7% A) Refunds and Reimbursements 661 289 - - - - Total Revenue 75,828 82,529 75,000 80,000 5,000 6.7%

General Services 13,466 12,807 12,000 13,000 1,000 8.3% B) Services Related to Property - - 500 500 - 0.0% General Supplies 455 446 1,000 1,000 - 0.0% Inventory Supplies 18,779 23,605 22,000 23,000 1,000 4.5% C) Miscellaneous 37,631 40,987 35,000 38,000 3,000 8.6% D) Total Expenditures 70,331 77,845 70,500 75,500 5,000 7.1%

Net (Revenues less Expenditures) 5,497$ 4,684$ 4,500$ 4,500$ $ - 0.0%

Notes: A) Estimated sales increased $5,000 based on FY2010 and FY2011 activity. B) Payment to Distinctive Gourmet will increase $1,000 based on history. C) Food and beverage expenses will increase $1,000 based on FY2011 history. D) Estimated net payments to Sioux City Schools expected to increase $3,000 based on agreement.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

156 IBP ICE CENTER 8711

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 192,170$ 199,322$ 210,000$ 215,000$ 5,000$ 2.4% A) Rentals and Leases 20,311 20,446 20,000 20,000 - 0.0% Concessions and Commissions 52,995 51,303 60,000 55,000 (5,000) (8.3%) B) Miscellaneous 13,327 13,305 15,000 15,000 - 0.0% Contributions 714 2,087 1,000 1,000 - 0.0% Refunds and Reimbursements - 74 500 500 - 0.0% Total Revenue 279,517 286,537 306,500 306,500 - 0.0%

Employee Compensation 195,580 188,231 190,714 189,145 (1,569) (0.8%) C) General Services 28,872 29,655 27,593 27,885 292 1.1% D) Services Related to Property 21,378 35,660 24,850 27,310 2,460 9.9% E) General Supplies 14,964 17,638 17,000 17,000 - 0.0% Utilities 59,419 62,729 76,000 74,000 (2,000) (2.6%) F) Inventory Supplies 13,058 11,585 15,000 13,750 (1,250) (8.3%) G) Miscellaneous 13,317 13,556 15,000 15,000 - 0.0% Total Expenditures 346,588 359,054 366,157 364,090 (2,067) (0.6%)

Net (Revenues less Expenditures) $ (67,071) $ (72,517) $ (59,657) $ (57,590) 2,067$ (3.5%)

Notes: A) Group ice rental expected to increase $5,000 based on projected increase. B) Food sales expected to decrease $5,000 based on FY2010 and FY2011 activity. C) Employee compensation and related benefits decreased $2,849. Workers' compensation insurance premiums decreased $482 based on City-wide claims history and group health insurance and dental increased $1,288 due to change in employee elections. Iowa Public Employees' Retirement System (IPERS) increased $474 based on City's obligation increasing .6% from 8.07% to 8.67%. D) Increase of $250 due to food service license and temporary liquor license increases. E) Building maintenance and grounds increased $2,000 based on history. Central Maintenance Garage (CMG) equipment repair and maintenance increased $510 based on history and projected increases. F) Gas utilities decreased $2,000 based on FY2010 and FY2011. G) Food and beverage costs decreased based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Events Coordinator 1.00 1.00 1.00 1.00 1.00 -

Part Time EFAB Laborer 2.83 2.83 2.83 2.83 2.83 -

Total FTE 3.83 3.83 3.83 3.83 3.83 -

157 ORPHEUM THEATER OPERATIONS 8713

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 206,855$ 231,408$ 220,000$ 220,000$ $ - 0.0% Rentals and Leases 86,930 112,714 90,000 95,000 5,000 5.6% A) Concessions and Commissions 259,538 246,722 243,000 243,000 - 0.0% Miscellaneous 90,357 58,083 80,000 70,000 (10,000) (12.5%) B) Contributions 20,717 22,736 123,360 123,360 - 0.0% Refunds and Reimbursements 261,714 239,980 300,000 300,000 - 0.0% Total Revenue 926,111 911,643 1,056,360 1,051,360 (5,000) (0.5%)

Employee Compensation 311,953 323,321 353,240 351,824 (1,416) (0.4%) C) General Services 316,255 342,748 371,043 379,347 8,304 2.2% D) Services Related to Property 14,982 28,786 12,100 12,100 - 0.0% General Supplies 34,211 29,009 25,000 25,000 - 0.0% Inventory Supplies 41,089 53,074 58,249 58,250 1 0.0% Miscellaneous 138,989 118,831 238,360 223,360 (15,000) (6.3%) E) Total Expenditures 857,479 895,769 1,057,992 1,049,881 (8,111) (0.8%)

Net (Revenues less Expenditures) 68,632$ 15,874$ $ (1,632) 1,479$ 3,111$ (190.6%) Notes: A) Revenues expected to increase $5,000 based on FY2010 and FY2011 activity. B) $10,000 decrease in sales tax is based on FY2010 and FY2011 event activity. C) Salaries and related payroll expenses decreased $2,010 due to staff turnover. Workers' compensation insurance premiums decreased $1,211 based on past claims aging out. Group health and dental insurance premiums increased $706 based on employee elections. Iowa Public Employees' Retirement System (IPERS) increased $1,099 based on City's share increasing .6% from 8.07% to 8.67%. D) Advertising increased $5,000 based on FY2010 and FY2011 activity. Other insurance increased $2,000 based on FY2010 and FY2011 events. Alcohol and beverage insurance increased $1,500 based on change in state law requirements. E) Sales tax payments decreased by $10,000 based on history and event settlement decreased by $5,000 based on projected payments to Orpheum for miscellaneous settlements, management fee and profit.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Assistant Box Office Manager ------Events Coordinator 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Part Time EFAB Laborer 2.72 2.72 2.72 2.72 2.72 -

Total FTE 5.72 5.72 5.72 5.72 5.72 -

158 TYSON EVENTS CENTER 8714

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 307,681$ 388,087$ 342,000$ 355,000$ 13,000$ 3.8% A) Rentals and Leases 1,062,785 1,188,168 1,173,550 1,139,450 (34,100) (2.9%) B) Concessions and Commissions 1,287,597 1,453,322 1,315,000 1,375,000 60,000 4.6% C) Miscellaneous 136,935 246,799 150,000 150,000 - 0.0% Contributions 252,929 261,956 270,000 260,000 (10,000) (3.7%) D) Refunds and Reimbursements 284,142 426,102 320,000 320,000 - 0.0% Total Revenue 3,332,069 3,964,434 3,570,550 3,599,450 28,900 0.8%

Employee Compensation 879,607 900,681 986,878 990,627 3,749 0.4% E) General Services 1,246,794 1,625,901 1,169,413 1,192,584 23,171 2.0% F) Services Related to Property 64,399 76,623 69,000 64,511 (4,489) (6.5%) G) General Supplies 65,927 89,441 71,000 74,900 3,900 5.5% H) Utilities 1,346 1,347 1,500 1,500 - 0.0% Inventory Supplies 345,954 395,369 373,499 391,001 17,502 4.7% I) Miscellaneous 345,245 548,917 370,000 380,000 10,000 2.7% J) Total Expenditures 2,949,272 3,638,279 3,041,290 3,095,123 53,833 1.8%

Net (Revenues less Expenditures) 382,797$ 326,155$ 529,260$ 504,327$ $ (24,933) (4.7%) Notes: A) Event parking increased $30,000 and labor charges to promoters for events decreased $15,000 based on history. Revenues from advertising service provided to promoters was $2,000 in FY2012 and will be included in contributions for FY2013. B) Building rent expected to increase $10,900 based on facility rent charged in FY2010 and FY2011. Personal Seat License revenues and event signage revenues expected to decrease $10,000 and $35,000, respectively, based on contracts signed. C) Beer/liquor and food concessions increased by $60,000 based on history. D) Event sponsorships, such as NAIA, expected to decrease $25,000 based on history and projections. Ticketmaster rebate and handling fees increased $15,000 based on history, rates and projected event ticket sales mix. E) Salaries and related payroll costs increased $28,973 due to contractual obligations. Overtime pay decreased by $3,475 based on history. Workers' compensation insurance premiums decreased City-wide based on prior year claims experience, $18,112. Iowa Public Employees' Retirement System (IPERS) increased $5,799 based on salaries increasing and City's obligated share increasing .6% from 8.07% to 8.67%. Group health insurance and dental premiums decreased $10,626 based on employee elections. Deferred compensation increased $1,190 due to the salary increases and an increase in the City's match from .75% to 1.00%. F) Printing increased $1,000 based on history. Payment to Distinctive Gourmet increased $5,831 based on past history and projected revenues. Advertising for events, which is reimbursed, expected to increase $4,500 based on history. Property and building content insurance premiums decreased $1,961 based on claims history. General liability insurance premiums decreased $199 based on claims history. Alcohol and liquor insurance increased $11,000 based on changes in state law requirements. Food service and liquor licenses increased $1,000 based on history. Credit card fees expected to increase $2,000 based on history. G) Central Maintenance Garage (CMG) lease charges decreased $2,000 based on the current year activity. IBP Ice Center rental allocation for Musketeers estimated to decrease $3,000 as IBP Ice Center provides practice space when Tyson Events Center is not available. Equipment lease increased $1,000 and maintenance on buildings and grounds increased $2,000 based on history. Equipment repair decreased $2,489 based on FY2011 with a cost of living increase. H) Operating supplies increased $10,000 based on history and projections. Employee uniform expense and janitorial supplies each decreased $3,000 based on history. I) Beverage concessions increased $6,645, food concessions decreased $3,645, wine increased $2,849, beer increased $5,360 and alcohol increased $6,793 based on FY2011 sales mix. Small appliances decreased $500 based on history. J) Event settlement increased $10,000 based on projected co-promotions and FY2010 and FY2011 activity.

159 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Auditorium Box Office Manager ------EFAB Bookings Manager ------EFAB Engineering/ Maint Supervisor 1.00 1.00 1.00 1.00 1.00 - EFAB Events Coordinator 1.00 1.00 1.00 1.00 1.00 - EFAB Facility Manager 1.00 1.00 1.00 1.00 1.00 - EFAB Marketing Director 1.00 - - - - - Custodian I 1.00 1.00 1.00 - - - Labor Crew Leader 1.00 1.00 1.00 1.00 1.00 - Managerial Accountant 1.00 - - - - - Refrigeration Engineer ------Tyson Director of Operations 1.00 1.00 1.00 1.00 1.00 - Part Time Auditorium Technician 1.40 1.40 1.40 1.40 1.40 - Custodian I - - - 0.75 0.75 - EFAB Bureau Attendant I 1.70 1.70 1.70 1.70 1.70 - EFAB Bureau Attendant II 0.50 0.50 0.50 0.50 0.50 - EFAB Laborer 7.33 7.33 7.33 7.15 7.15 - Clerical Assistant 0.80 0.80 0.80 0.80 0.80 - Labor Crew Leader 0.63 0.63 0.63 0.63 0.63 - Refrigeration Engineer 0.44 0.44 0.44 0.44 0.44 -

Total FTE 20.80 18.80 18.80 18.37 18.37 -

160 TYSON EVENTS CENTER MAINTENANCE 8715

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 21,652$ 11,092$ 25,000$ 20,000$ $ (5,000) (20.0%) A) Total Revenue 21,652 11,092 25,000 20,000 (5,000) (20.0%)

Employee Compensation 292,662$ 370,773$ 142,091$ 108,226$ $ (33,865) (23.8%) B) General Services 11,615 6,946 15,524 10,437 (5,087) (32.8%) C) Services Related to Property 123,055 130,940 151,000 157,000 6,000 4.0% D) General Supplies 74,008 58,631 80,000 75,000 (5,000) (6.3%) E) Utilities 188,558 213,733 270,000 240,000 (30,000) (11.1%) F) Total Expenditures 689,898 781,023 658,615 590,663 (67,952) (10.3%)

Net (Revenues less Expenditures) $ (668,246) $ (769,931) $ (633,615) $ (570,663) 62,952$ (9.9%)

Notes: A) Estimated reimbursement from Long Lines Family Recreation Center for work done by Tyson Events Center staff decreased $5,000 based on FY2010 and FY2011 activity. B) Salaries and related payroll costs decreased $27,795 due to staff turnover. Health and dental insurance premiums decreased $5,534. Workers' compensation insurance premiums decreased City-wide based on claims experience, $536. C) Maintenance services decreased $5,000 based on FY2010 and FY2011 activity. D) Building and grounds maintenance increased $5,000, equipment lease decreased $2,000 and maintenance machines and equipment increased $3,000 based on FY2010 and FY2011 activity. E) Operating supplies decreased $5,000 based on FY2010 and FY2011 activity. F) Gas utility expenses decreased $30,000 based on FY2010 and FY2011 activity and energy price variable.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

161 ORPHEUM THEATER CITY SPONSOR EVENTS 8716

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service $ - $ - 30,000$ 25,000$ $ (5,000) (16.7%) A) Total Revenue - - 30,000 25,000 (5,000) (16.7%)

Miscellaneous 5,452 (18,533) - - - 0.0% Total Expenditures 5,452 (18,533) - - - 0.0%

Net (Revenues less Expenditures) $ (5,452) 18,533$ 30,000$ 25,000$ $ (5,000) (16.7%)

Notes: A) Estimated profit for EFAB promoted events, such as Broadway series and other events, expected to decrease.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

162 BOX OFFICE 8720

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 39,157$ 35,554$ 30,000$ 30,000$ $ - 0.0% Total Revenue 39,157 35,554 30,000 30,000 - 0.0%

Employee Compensation 184,352$ 218,777$ 261,196$ 270,436$ 9,240$ 3.5% A) General Services 3,967 1,699 1,308 1,933 625 47.8% Services Related to Property - - 500 500 - 0.0% General Supplies 988 1,167 2,000 1,770 (230) (11.5%) Total Expenditures 189,307 221,643 265,004 274,639 9,635 3.6%

Net (Revenues less Expenditures) $ (150,150) $ (186,089) $ (235,004) $ (244,639) $ (9,635) 4.1%

Notes: A) Employee compensation and payroll related expenses increased $7,822 based on contractual obligations and the EFAB Laborer full-time equivalent decreasing by .32. Iowa Public Employees' Retirement expense increased $1,575 due to salaries increasing and the City's obligated contribution rate increasing .6% from 8.07% to 8.67%. Workers' compensation premiums decreased $357 based on history of claims. Business expense reimbursement increased $200 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Box Office Manager 1.00 1.00 1.00 1.00 1.00 - Box Office Assistant 1.00 1.00 1.00 1.00 1.00 -

Part Time EFAB Laborer 5.13 5.13 5.13 5.13 4.81 (0.32)

Total FTE 7.13 7.13 7.13 7.13 6.81 (0.32)

163 EFAB AIRPORT CONCESSIONS 8730

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Concessions and Commissions 50,488$ 46,378$ 61,000$ $ - $ (61,000) (100.0%) A) Miscellaneous 2,028 3,236 17,000 - (17,000) (100.0%) A) Total Revenue 52,516 49,614 78,000 - (78,000) (100.0%)

General Services 48,194 51,798 41,860 - (41,860) (100.0%) A) Services Related to Property 198 639 1,000 - (1,000) (100.0%) A) General Supplies 10,144 9,987 10,500 - (10,500) (100.0%) A) Inventory Supplies 10,033 12,627 12,900 - (12,900) (100.0%) A) Total Expenditures 68,569 75,051 66,260 - (66,260) (100.0%)

Net (Revenues less Expenditures) $ (16,053) $ (25,437) 11,740$ $ - $ (11,740) (100.0%)

Notes: A) Airport restaurant services and concessions are being operated by the Airport beginning in FY2012.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

164 Finance and Administrative Services Organizational Chart

Director

Administrative Finance Services

Customer Building City Fiscal Parking Service Maintenance Treasurer Management

Project AMPCO City Clerk Investments Budget Management Contract

Customer On-Street Debt Accounting/ Maintenance Service Parking Issuance Reporting

Word Custodial Processing

Print Shop/ Mail Room

165

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

166 FINANCE AND ADMINISTRATIVE SERVICES

MISSION STATEMENT: To provide a full range of financial services to the City of Sioux City and it’s management, in order to protect the City’s financial interests and to facilitate decision making.

To serve internal and external customers by providing the range of services listed, ensuring the city meets minimum standards set by law, enabling City workers to achieve efficiency; and accommodating the needs of citizens using the Customer Service Center.

SERVICES: Include financial management, budget preparation, accounting, and cash management. Services include providing general information; maintaining official City records; issuing licenses; preparing Council homework, minutes and agendas; billing of all city water, sewer, solid waste and storm water drain fees; collection of municipal funds; reading and testing of water meters; service work on water meters; maintenance, repair and remodeling of city-owned facilities; cleaning of City Hall, Police/Fire Administration Building, Police Training Center, Transit Garage and Martin Luther King Jr. Transportation Center; Parking Ramp contract management and parking meter repair and enforcement; skywalk management and contract monitoring; word processing support to all departments; processing all incoming, interdepartmental and outgoing mail; copying, printing and design services; oversee audio-visual production of City Council Meetings and other functions.

RESOURCES: The Finance Division is primarily funded with property tax revenues. The Administrative Services Division is funded from property tax revenues, intergovernmental revenue, charges for services, regulatory fees, and miscellaneous revenue.

167 FINANCE AND ADMINISTRATIVE SERVICES

FY12 FY13 Approved Approved FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits $ 29,856 $ 33,522 32,450$ $ 33,450 1,000$ 3.1% A) Fines and Violations 293,649 340,994 297,050 340,000 42,950 14.5% B) Enterprise Fees 1,015,024 1,000,161 1,208,380 1,075,880 (132,500) (11.0%) C) Public Safety Fees 3,000 1,400 2,500 2,200 (300) (12.0%) D) State Shared Revenues 103,417 108,030 104,000 104,000 - 0.0% Charges for Services 647,816 655,048 784,386 809,330 24,944 3.2% E) Concessions and Commissions 288 181 300 300 - 0.0% Miscellaneous 5,922 9,688 7,500 4,700 (2,800) (37.3%) F) Contributions 65 - 100 100 - 0.0% Refunds and Reimbursements 41,394 6,266 10,080 9,980 (100) (1.0%) Total Revenue 2,140,431 2,155,290 2,446,746 2,379,940 (66,806) (2.7%)

Finance 998,735 1,010,880 1,077,163 1,034,246 (42,917) (4.0%) G) City Clerk 273,182 236,695 239,092 230,937 (8,155) (3.4%) H) Word Processing 294,555 262,495 244,689 265,806 21,117 8.6% I) Print Shop 413,965 375,390 381,731 404,202 22,471 5.9% J) Meter Shop 479,004 546,932 582,702 628,165 45,463 7.8% K) Customer Service 843,329 849,807 907,862 914,437 6,575 0.7% L) Building Maintenance 794,173 834,962 844,547 844,145 (402) (0.0%) Parking 894,785 833,044 888,122 902,306 14,184 1.6% M) Skyway 367,946 380,294 400,355 403,028 2,673 0.7% N) Total Expenditures 5,359,674 5,330,499 5,566,263 5,627,272 61,009 1.1%

Net (Revenues less Expenditures) (3,219,243) (3,175,209) (3,119,517) (3,247,332) (127,815) 4.1%

Additional Resources Needed Allocation to Other Funds 2,382,899 2,717,782 3,200,314 3,082,504 (117,810) (3.7%) Fund Balance Used (Increased) (398,210) (474,262) (584,593) (504,354) 80,239 (13.7%) Property Taxes 1,234,554 931,689 503,796 669,182 165,386 32.8% Total Additional Resources $ 3,219,243 $ 3,175,209 3,119,517$ $ 3,247,332 127,815$ 4.1%

Notes: A) In the City Clerk division, carnival license revenue increased $300, body piercing license revenue increased $200, transient merchant license revenue decreased $200, and taxi driver's license revenue increased $700, all based on history. B) Parking violation fines were increased $43,000 based on history due to the assistance of the Woodbury County Treasurer in collecting past due unpaid tickets. C) Parking meter collections expected to decrease $91,000 based on history. Fourth Street parking expected to increase $2,500 based on history. Parking ramp revenues expected to decrease $45,000 due to Terra Centre downsizing. D) Parking ticket collections decreased $300 based on history. E) Increase of $22,471 for Print Shop charges corresponds to the increase in expenses as Print Shop is 100% charged back. Charges for skywalk operations increased $2,773 based on the increase in expenses as the expenses are 100% charged back. F) Finance nonsufficient check charge revenue decreased $1,800 based on history. Parking key deposit revenue decreased $1,000 because staff will now use a liability account rather than a revenue account to record receipts. G) Salaries decreased $32,063 and benefits decreased $21,473 based on staff turnover and a decrease in the Full Time Equivalents (FTE) from 1 to .95 for a Budget and Financial Analyst from full-time to part-time status due to budget reductions. Workers' compensation insurance premium decreased $1,816 based on City-wide aging of claims. Bank fees increased $10,000 based on history of credit card fees. Print shop fees increased $2,000 based on history. Postage and shipping decreased $1,000 based on history.

168

H) Salaries decreased $4,438 due to the conversion of 1 FTE Secretary to 1 FTE Clerical Assistant, longevity pay decreased $662, and payroll related expenditures decreased $430, all due to employee turnover. Workers' compensation insurance premium decreased $354 based on City-wide aging of claims. Deferred compensation-City match increased $597 based on increase in participation and an increase in the percentage of the City's match from .75 % to1%. Advertising decreased $3,000 based on history. I) Salaries increased $3,480 based on contractual requirements. Payroll related costs increased $553 based on salaries increasing. IPERS increased $1,273 based on salaries increasing and due to the .6% State mandated increase in the City contribution percentage from 8.07% to 8.67%. Workers' compensation insurance premium decreased $591 due to City-wide claims aging. Group health insurance and dental insurance premiums decreased $7,319 based on employee elections. Deferred compensation-City match increased $461 based on salary increases. Second and third shift differentials decreased $591 and $156, due to one less employee working those shifts. General liability insurance premiums increased $146 based on claims experience. Maintenance contract increased $23,843 due to Dictaphone software contract three year renewal due February 2013. J) Salaries increased $9,974 and payroll expenses increased $713, both due to the addition of a .25 FTE to the part-time clerk position. IPERS increased $1,233 due to increases in salaries and a .6% State mandated increase in the City contribution percentage, from 8.07% to 8.67%. Group health insurance and dental premiums increased $14,191 based on employee elections. Workers' compensation insurance premiums decreased $131 due to the aging of City-wide claims. Maintenance and repairs for machines and equipment decreased $1,281 based on history. Operating supplies decreased $3,000 based on history. Utilities increased $663 based on gasoline increasing from $3.00 per gallon to $3.35 per gallon. K) Salaries decreased $3,161 based on employee turnover. Overtime pay decreased $300 based on historical needs for emergency turn off needs. Longevity pay decreased $1,203 based on employee turnover. Payroll related costs decreased $513 due to salaries decreasing. Workers' compensation insurance premiums decreased $7,904 based on aging of City-wide claims. Group health insurance premiums decreased $181 based on employee elections. IPERS increased $1,054 due to a .6% increase in the State mandated City contribution percentage, from 8.07% to 8.67%. General liability insurance premiums increased $527 based on claims experience. CMG lease charges decreased $1,677 to reflect current CMG lease rates. Maintenance contract decreased $5,350 and equipment repair and maintenance decreased $1,742, both based on history. Mobile utility reader batteries expense increased from $0 to $24,750. Mobile utility batteries were moved from capital budget to operating budget. Meters expense increased $40,000 to purchase 500 radio read units. Fuel and oil increased $1,515 based on a gas price of $3.35. Gas utility decreased $327 based on history. L) Salaries increased $1,474 based on contractual obligations. Payroll related costs decreased $250 based on flexible spending account elections. Longevity pay increased $240 based on years of service. Workers' compensation insurance premiums decreased $773 based on aging of City-wide claims. Group health insurance premiums decreased $229 based on employee elections. Deferred compensation- City match increased $1,328 based on City's match increasing from .75 percent to one percent. IPERS increased $2,492 due to a .6% State mandated increase in the City contribution percentage from 8.07% to 8.67%. Employer life and group disability insurance premiums increased $98 and $29, respectively, due to salary increases. Printing costs increased $2,000 based on history. Professional services increased $300 based on history, and general liability insurance decreased $134 due to the aging of claims. M) Salaries decreased $3,144 based on employee turn-over. Longevity pay decreased $361 based on years of service. Workers' compensation insurance premiums decreased $838 based on aging of City-wide claims. Deferred compensation-City match increased $904 based on increase of the City's match from .75% to 1%. Group health insurance and dental insurance premiums increased $5,759 based on employee elections. IPERS increased $1,048 based on a .6% State mandated increase to the City contribution percentage, from 8.07% to 8.67%. Motor vehicle collection fee paid to Woodbury County increased $500 since the anticipated revenues are expected to increase. The City pays Woodbury County five dollars for each transaction. Postage increased $850 based on history. Property/building content insurance premiums decreased $667 based on City-wide claims. General liability insurance premiums decreased $3,010 based on City-wide claims. CMG lease charges increased $11,972 based on current charges and charges for new scooter in FY2013. Equipment repair and maintenance increased $1,167 based on past year history. N) Salaries decreased $2,150, longevity decreased $180, payroll related expenses decreased $72, and deferred compensation-city match decreased $117, all based on payroll changes. Workers' compensation insurance premiums decreased $140 based on aging of City-wide claims. Professional services increased $4,000 based on First Class Security contract costs increasing. Convention Center security costs decreased $375 based on history. City business increased $150 based on history of meeting expenses for the joint meeting of Parking/Skywalk Board. Advertising decreased $1,000 based on history. Property/building content insurance decreased $335 based on insurance premiums. Terra real estate contract increased $483 for skywalk maintenance. Window cleaning contracted costs increased $4,706 based on projected costs. Skywalk electric utilities decreased $2,321 based on history.

169 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Technician 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 2.00 2.00 2.00 2.00 2.00 - Assistant City Manager - 1.00 1.00 1.00 1.00 - Budget and Financial Analyst 4.00 4.00 4.00 4.00 3.00 (1.00) Budget and Financial Manager 1.00 1.00 1.00 1.00 1.00 - City Treasurer 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant - - - - 1.00 1.00 Custodian I 5.00 5.00 4.00 4.00 4.00 - Customer Service Div Mngr/City Clerk 1.00 1.00 1.00 1.00 1.00 - Customer Service Field Supervisor 1.00 1.00 1.00 1.00 1.00 - Customer Service Specialist 7.00 7.00 7.00 7.00 7.00 - Customer Service Supervisor 1.00 1.00 1.00 1.00 1.00 - Duplication Technician 1.00 1.00 1.00 1.00 1.00 - Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 - Finance/Admin Services Director 1.00 - - - - - Lead Parking Meter Attendant - 1.00 1.00 1.00 1.00 - Lead Word Processor 1.00 1.00 1.00 1.00 1.00 - Maintenance Repair Worker 4.00 4.00 4.00 4.00 4.00 - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Managerial Accountant 1.00 1.00 1.00 1.00 1.00 - Parking Meter Attendant 2.00 - - - - - Parking Meter Repair Worker II 1.00 1.00 1.00 1.00 1.00 - Parking/Meter Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 - (1.00) Water Service Worker 3.00 3.00 3.00 3.00 3.00 - Word Processor 3.00 3.00 3.00 2.00 2.00 -

Part Time Budget and Financial Analyst - - - - 0.95 0.95 Clerk 0.80 0.55 1.35 2.15 2.40 0.25 Custodian I 0.25 0.25 1.25 - - - Maintenance Electrician 0.50 0.50 - - - - Parking Meter Attendant - 1.00 1.00 1.00 1.00 - Student Intern 0.20 0.20 0.20 0.20 0.20 - Water Service Worker 0.75 0.75 0.75 1.55 1.55 - Word Processor 0.50 0.50 0.50 1.00 1.00 -

Total FTE 49.00 48.75 49.05 48.90 49.10 0.20

170 FISCAL MANAGEMENT

FY2012 GOALS AND PROGRESS: Fiscal Management-Reporting 1. Assist with the implementation of a City-wide aged accounts receivable collection contract. Completed 2. File and receive GFOA Certificate of Excellence in Financial Reporting. In Progress 3. Update all finance related City policies. In Progress 4. Create a City Administrative Policy (AP) for Accounts Receivables. Completed

Fiscal Management-Operations 1. Maintain a market yield on the City’s portfolio while providing the necessary liquidity and safety of the funds available. On going, see Chart.

FY2013 GOALS: Fiscal Management-Reporting 1. File and receive GFOA Certificate of Excellence in Financial Reporting. 2. Update City Revenue Publication. 3. Implement Governmental Accounting Standard Statement Number 61 through 64. a. No. 60 – Accounting and Financial Reporting for Service Concession Arrangements b. No. 61 – The Financial Reporting Entity: Omnibus c. No. 62 – Codification of Accounting and Financial Reporting Guidance Contained in Pre-November 30, 1989 FASB and AICPA Pronouncements d. No. 63 – Financial Reporting of Deferred Outflows of Resources, Deferred Inflows of Resources, and Net Position e. No. 64 – Derivative Instruments: Application of Hedge Accounting Termination Provisions

Fiscal Management-Operations 1. Maintain a market yield on the City’s portfolio while providing the necessary liquidity and safety of the fund available. 2. Attend GFOA certified training in debt management and public investing. 3. Achieve cross training between payroll personnel and accounts payable personnel in Finance. 4. Increase the number of vendor payments processed via electronic funds transfer, to reduce staff handling time and cost of mailing. 5. Review current bank fee structure and processing costs to assure the City is efficiently utilizing all available services.

171 FISCAL MANAGEMENT

BENCHMARK ANALYSIS

6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

3 Mo T Bill City

Tax Rates - Iowa Cities

$19 $75,000 Taxable Values per Capita - Iowa Cities

$17 $60,000 $15 $45,000 $13 $30,000 $11

$15,000 $9

$0 $7 Sioux City Waterloo Des Dubuque Ames Council Davenport Iowa City Cedar West Des Moines Bluffs Rapids Moines $5 Dubuque Ames West Des Cedar Davenport Des Sioux City Iowa City Council Waterloo Moines Rapids Moines Bluffs

Tax Revenue per Capita - Iowa Cities Full Time Employees - Iowa Cities

$1,000 2000 1800 $800 1600 1400 $600 1200 1000 $400 800 600 $200 400 200 $0 0 Dubuque Ames Sioux City Des Waterloo Davenport Cedar Council Iowa City West Des West Des Council Waterloo Dubuque Ames Iowa City Sioux CityDavenport Cedar Des Moines Rapids Bluffs Moines Moines Bluffs Rapids Moines

172 FINANCE 1001 & 1002

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 2,500$ 2,398$ 2,800$ 2,500$ $ (300) (10.7%) A) Miscellaneous 4,632 8,678 6,500 4,700 (1,800) (27.7%) B) Refunds and Reimbursements 1,442 56 - - - 0.0% Total Revenue 8,574 11,132 9,300 7,200 (2,100) (22.6%)

Employee Compensation 866,576 879,525 945,370 890,584 (54,786) (5.8%) C) General Services 111,009 112,901 113,523 124,721 11,198 9.9% D) Services Related to Property 9,232 8,421 7,860 8,792 932 11.9% E) General Supplies 11,918 10,033 10,410 10,149 (261) (2.5%) F) Total Expenditures 998,735 1,010,880 1,077,163 1,034,246 (42,917) (4.0%)

Net (Revenues less Expenditures) $ (990,161) $ (999,748) $ (1,067,863) $ (1,027,046) 40,817$ (3.8%)

Notes: A) Payroll deduction fee decreased $300 based on history. B) Nonsufficient check charge revenue decreased $1,800 based on history. C) Salaries decreased $32,063 and benefits decreased $21,473 based on staff turnover and a decrease in the FTE from 1 to .95 for a Budget and Financial Analyst from full-time to part-time status due to budget reductions. Longevity increased $241 based on contractual requirements. Workers' compensation insurance premiums decreased $1,816 based on aging of City-wide claims. D) Bank fees increased $10,000 based on history of credit card fees. Print shop fees increased $2,000 based on history. Postage and shipping decreased $1,000 based on history. General liability insurance premiums increased $613 based on City-wide claims. E) Central Maintenance Garage lease charges increased $775 based on history. F) Office supplies increased $200, publications increased $400, and operating supplies decreased $800 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Accounting Technician 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Assistant City Manager - 1.00 1.00 1.00 1.00 - Budget and Financial Analyst 4.00 4.00 4.00 4.00 3.00 (1.00) Budget and Financial Manager 1.00 1.00 1.00 1.00 1.00 - City Treasurer 1.00 1.00 1.00 1.00 1.00 - Finance/Admin Services Director 1.00 - - - - - Managerial Accountant 1.00 1.00 1.00 1.00 1.00 - Part Time Budget and Financial Analyst - - - - 0.95 0.95

Total FTE 11.00 11.00 11.00 11.00 10.95 (0.05)

173 CITY CLERK

FY2012 GOALS AND PROGRESS: 1. Investigate converting microfilm records to a more modern and user-friendly format such as pdf; this would make these permanent records more accessible and prevent possible loss of the records due to deterioration of the current aging microfilm, completion of this goal will be driven by time and cost. Research has been started, there are multiple companies that offer conversion service making this will be a viable goal, cost will be a factor; this goal will be on-going and carried over until complete. 2. Evaluate the fees charged for City licenses to ensure accuracy of the charges. Review of licensing fees has begun but this will be on-going, any change in fees will involve ordinance updates that require Council approval.

FY2013 GOALS: 1. Investigate converting microfilm records to a more modern and user-friendly format such as pdf; this would make these permanent records more accessible and prevent possible loss of the records due to deterioration of the current aging microfilm, completion of this goal will be driven by time and cost. 2. Convert all past Council minutes and agenda Word files to pdf format for preservation of these permanent records.

PERFORMANCE MEASURES: • The City Clerk’s office measures the time and cost to issue an occupational license. This is considered when setting the fees for licenses in the future. • Agenda, minute, and homework preparation is being measured to determine ways to change the process and reduce costs. • The cost of providing information to citizens is being monitored in anticipation of recovering those costs through the fees charged.

174 Agenda FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator (Year) No. of Customers who receive Agendas 314 327 340 Efficiency Cost to Prepare One Page of Agenda* $17.09 $17.77 $18.85 Productivity No. of Pages Per Employee Hour 1.63 1.70 1.76 Effectiveness Percent of Time Agenda is on Web by Friday 100% 100% 100%

Occupational Licenses FY2011 FY2012 FY2013 Actual Goal Goal Efficiency Cost to Issue a License $22.00 $22.88 $23.80 Productivity No. of Licenses Per Employee Hour 1.34 1.39 1.45 Effectiveness Minutes to Issue a License 45 44 43

Minutes Preparation FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator (Year)*** No. of Customers who receive Minutes (Hard Copy) 10 10 10 Efficiency Cost Per Page of Minutes $13.34 $13.61 $13.88 Productivity No. of Pages Per Employee Hour 2.1 2.18 2.27 Effectiveness Percent of Time Minutes are on Web by Friday 100% 100% 100% Percent of Time Minutes were adopted w/o amendments 98% 100% 100% ***Majority of customers access Minutes on City website, no hard copy provided. (Go-Green!)

Information Services FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator (Year) No. of Requests for Information 352 366 381 Efficiency Cost/Page to Provide Information $1.02 $1.04 $1.06 Productivity No. of Requests Per Employee Hour 14.84 15.43 16.05 Effectiveness Percent of Requests Completed in 24 hours 100% 100% 100%

Homework Preparation FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator (Year) # of Packets Prepared annually 138 138 138 Efficiency Cost/Page to Prepare Homework $.57 $.58 $.59 Productivity # of Pages Per Employee Hour 48.35 50.28 52.30 Effectiveness % of Time Homework is on Website by Friday 100% 100% 100%

175 CITY CLERK 0411

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 29,856$ 33,522$ 32,450$ 33,450$ 1,000 3.1% A) Fines and Violations 11,200 15,800 15,050 15,000 (50) (0.3%) State Shared Revenues 103,417 108,030 104,000 104,000 - 0.0% Contributions 65 - 100 100 - 0.0% Refunds and Reimbursements 5,405 3,463 6,000 6,000 - 0.0% Total Revenue 149,943 160,815 157,600 158,550 950 0.6%

Employee Compensation 188,924 193,126 190,053 184,818 (5,235) (2.8%) B) General Services 27,370 28,952 34,701 31,881 (2,820) (8.1%) C) Services Related to Property 4,645 4,188 4,188 4,188 - 0.0% General Supplies 3,296 1,650 3,150 3,050 (100) (3.2%) D) Miscellaneous 48,947 8,779 7,000 7,000 - 0.0% Total Expenditures 273,182 236,695 239,092 230,937 (8,155) (3.4%)

Net (Revenues less Expenditures) $ (123,239) $ (75,880) $ (81,492) $ (72,387) 9,105$ (11.2%)

Notes: A) Carnival license revenue increased $300, body piercing license revenue increased $200, transient merchant license revenue decreased $200, and taxi driver's license revenue increased $700, all based on history. B) Salaries decreased $4,438 due to the conversion of 1 FTE Secretary to 1 FTE Clerical Assistant, longevity pay decreased $662, and payroll related expenditures decreased $430, all due to employee turnover. Workers' compensation insurance premium decreased $354 based on aging of City-wide claims. Deferred compensation-City match increased $597 based on increase in participation and an increase in the percentage of the City's match from .75 % to1%. C) Advertising decreased $3,000 based on history. General liability insurance premiums increased $180 based on City-wide claims history. D) The $100 decrease is due to Council request for 10% budget reduction in membership fees.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant - - - - 1.00 1.00 Customer Service Specialist 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 - (1.00) Part Time Student Intern 0.20 0.20 0.20 0.20 0.20 -

Total FTE 3.20 3.20 3.20 3.20 3.20 -

176 OFFICE SUPPORT

Word Processing

FY2012 GOALS AND PROGRESS: 1. Evaluate the efficiency of the dictation software and equipment and investigate the possibility of updating the system. Dictaphone software was updated in January 2011 and again in September 2011; in the future periodic updates will be applied to the existing software as needed. 2. Conduct a Customer Satisfaction survey in January 2012 to seek ways to improve or add to current services. Staff will conduct the annual survey in January 2012. FY2013 GOALS: 1. Evaluate Word Processing procedures and staffing to improve efficiency where needed. 2. Train new part time staff to prepare Inspection and Animal Control letters as well as the Police reports that make up for 99% of the dictation transcribed in the Word Processing Center.

PERFORMANCE MEASURES: • Word Processing staff is measuring Dictation to determine time and cost expended to perform this task.

Dictation FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator (Year) No. of Jobs 20,541 20,541 20,541 Efficiency $/Min. of Dictation Transcribed $1.02 $1.06 $1.10 Productivity Min. of Dictation Completed/FTE/Hr. 18.48 19.21 19.98 Min. of Typing to Complete Each 3.25 3.25 3.25 Minute of Dictation

177 WORD PROCESSING 0421

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 264,848$ 257,470$ 239,948$ 237,076$ $ (2,872) (1.2%) A) General Services 3,528 2,667 2,397 2,543 146 6.1% B) Services Related to Property 26,146 1,944 1,944 25,787 23,843 1226.5% C) General Supplies 33 414 400 400 - 0.0% Total Expenditures 294,555 262,495 244,689 265,806 21,117 8.6%

Net (Revenues less Expenditures) $ (294,555) $ (262,495) $ (244,689) $ (265,806) $ (21,117) 8.6%

Notes: A) Salaries increased $3,480 based on contractual requirements. Payroll related costs increased $553 based on salaries increasing. Iowa Public Employees' Retirement System increased $1,273 based on salaries increasing and due to the .6% State mandated increase in the City's contribution percentage from 8.07% to 8.67%. Workers' compensation insurance premium decreased $591 due to City-wide claims aging. Group health insurance and dental insurance premiums decreased $7,319 based on employee elections. Deferred compensation-City match increased $461 based on the salary increases. Second and third shift differentials decreased $591 and $156, due to one less employee working those shifts. B) General liability insurance premiums increased $146 based on City-wide claims. C) Maintenance contract increased $23,843 due to Dictaphone software contract three year renewal due February 2013.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Lead Word Processor 1.00 1.00 1.00 1.00 1.00 - Word Processor 3.00 3.00 3.00 2.00 2.00 -

Part Time Word Processor 0.50 0.50 0.50 1.00 1.00 -

Total FTE 4.50 4.50 4.50 4.00 4.00 -

178 OFFICE SUPPORT

Print Shop/Mail Room

FY2012 GOALS AND PROGRESS: 1. Conduct a Customer Satisfaction survey in January 2012 to seek ways to improve or add to current services. Staff will conduct the annual survey in January 2012. 2. Investigate replacement possibilities for the IRC3480 digital color copier, contract expiring November 2012. This goal will be carried over as originally included the year 2011; copier contract does not expire until 2012.

FY2013 GOALS: 1. Investigate replacement possibilities for the IRC3480 (color) and the IR7095 (regular) digital copier contracts both expiring November 2012. 2. Evaluate Print Shop procedures and staffing to improve efficiency where needed.

PERFORMANCE MEASURES: • The Print Shop is measuring the copies produced per hour and cost per copy of labor and overhead to determine the correct price to charge back to departments.

Copy Production FY2011 FY2012 FY2013 Actual Goal Goal Output Annual No. of Copies 1,013,807 1,034,083 1,054,764 Efficiency Annual Average Cost per Copy $.031 $.032 $.033 Productivity Annual Average No. of Copies per Hour 499 509 519 Effectiveness No. of Jobs Completed 1,840 1,850 1,860 No. of Jobs Completed Without error 1,837 1,850 1,860

179 PRINT SHOP 0422

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 290,871$ 295,470$ 381,731$ 404,202$ 22,471$ 5.9% A) Refunds and Reimbursements 29,814 92 - - - 0.0% Total Revenue 320,685 295,562 381,731 404,202 22,471 5.9%

Employee Compensation 72,272 77,292 71,821 97,807 25,986 36.2% B) General Services 217,684 215,555 216,720 216,823 103 0.0% Services Related to Property 37,705 21,942 24,740 23,459 (1,281) (5.2%) C) General Supplies 62,708 58,106 66,500 63,500 (3,000) (4.5%) D) Utilities 1,749 2,495 1,950 2,613 663 34.0% E) Miscellaneous 21,847 - - - - 0.0% Total Expenditures 413,965 375,390 381,731 404,202 22,471 5.9%

Net (Revenues less Expenditures) $ (93,280) $ (79,828) $ - $ - $ - 0.0%

Notes: A) Increase of $22,471 in Print Shop charges corresponds to the increase in expenses as the Print Shop is 100% charged back. B) Salaries increased $9,974 and payroll expenses increased $713, both due to the addition of a .25 FTE to the part-time clerk position. Iowa Public Employees' Retirement System increased $1,233 due to increases in salaries and a .6% State mandated increase in the City contribution percentage. Group health insurance and dental insurance premiums increased $14,191 based on employee elections. Workers' compensation insurance premiums decreased $131 due to the aging of City-wide claims. C) Maintenance and repairs for machines and equipment decreased $1,281 based on history. D) Operating supplies decreased $3,000 based on history. E) Utilities increased $663 based on gasoline increasing from $3.00 per gallon to $3.35 per gallon.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Duplication Technician 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerk 0.80 0.55 0.55 0.55 0.80 0.25

Total FTE 1.80 1.55 1.55 1.55 1.80 0.25

180 CUSTOMER SERVICE DIVISION

Customer Service Center and Meter Shop

FY2012 GOALS AND PROGRESS: 1. Re -evaluate the current workload distribution in CS Center and the CS Field Office, possibly re-assigning duties to different work stations in an effort to provide better customer service and more accurate billing. Desk duties have been evaluated and reassignments of tasks have been completed; this will be on- going as staffing and trends change. 2. Investigate possible customer service and phone etiquette training for CS internal and field staff. Several members of internal and field staff have attended the Customer Service training offered by City Human Resources, we will continue to allow staff to attend as offered. 3. Train and familiarize the new CS Supervisor on policy and procedure and in the operation of the utility billing system. The CS Supervisor has been with us for over a year and is well versed in the operation of the billing system as well as the operations of the CS Center; although there is an endless array of situations and issues that arise every day his progress is excellent.

FY2013 GOALS: 1. Evaluate records retention policies in the CS Center for utility billing records to ensure accuracy. 2. Review, update and create SOPs for CS Center and Meter Shop procedures.

181 Customer Service Center

PERFORMANCE MEASURES: • Automatic meter reading is being measured to assist with employee development and to find the actual cost of the readings gathered by the AMR system compared to the radio/manual readings gathered with handheld devices.

Automatic Meter Reading FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator Population Served 82,000 82,000 82,000 Average No. of Meters per month 28,954 28,954 28,954 Output No. of AMR Reads per Month 15,456 15,301 15,148 Efficiency Cost per AMR Read $.03 $.03 $.03 Productivity % of Successful AMR Reads per Month 72% 75% 78% Effectiveness % of Total Meters which are AMR Reads 74% 73% 72%

• Phone calls are tracked to provide the customers with the shortest wait-time on hold and to assist with employee development and improvements in customer service.

Automated Call Distribution System (ACD) FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator Population Served 82,000 82,000 82,000 Output Average No. of Calls answered per Month 6,813 6,949 7,088 Efficiency Average Cost per call $1.16 $1.20 $1.25 Productivity No. of Calls Processed per Hour/Per FTE 26 27 28 Effectiveness % of Calls Answered/not abandoned by customer 93% 95% 97%

Meter Shop

PERFORMANCE MEASURES: • Meter reading is being measured to assist with employee development and to find the actual cost of reading meters with handheld devices.

FY2011 FY2012 FY2013 Radio Read/Manual Meter Reading Actual Goal Goal Service Demand Indicator Population Served 82,000 82,000 82,000 No. of Meters 28,954 28,954 28,954 Output Average Number of Manual Reads per Month 7,712 7,789 7,867 Efficiency Average Cost per Manual Meter Read $1.13 $1.13 $1.113 Productivity Average Number of Meter Reads/Per Hour Worked 26.78 27.32 27.86 Effectiveness % of Total Accounts which are Manual Reads 26% 27% 28%

182 METER SHOP 0431

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 313,947 347,016 386,202 373,946 (12,256) (3.2%) A) General Services 12,173 8,786 7,770 8,296 526 6.8% B) Services Related to Property 25,797 20,670 33,330 24,561 (8,769) (26.3%) C) General Supplies 110,042 150,175 136,700 201,450 64,750 47.4% D) Utilities 17,045 20,285 18,700 19,912 1,212 6.5% E) Total Expenditures 479,004 546,932 582,702 628,165 45,463 7.8%

Net (Revenues less Expenditures) $ (479,004) $ (546,932) $ (582,702) $ (628,165) $ (45,463) 7.8%

Notes: A) Salaries decreased $3,161 based on employee turnover. Overtime pay decreased $300 based on historical needs for emergency turn off needs. Longevity pay decreased $1,203 based on employee turnover. Payroll related costs decreased $513 due to salaries decreasing. Workers' compensation insurance premiums decreased $7,904 based on aging of City-wide claims. Group health insurance premiums decreased $181 based on employee elections. Iowa Public Employees' Retirement System increased $1,054 due to a .6% increase in the State mandated City contribution percentage, from 8.07% to 8.67%. B) General liability insurance premiums increased $527 based on City-wide claims. C) Central Maintenance Garage (CMG) lease charges decreased $1,677 to reflect current CMG lease rates. Maintenance contract decreased $5,350 and equipment repair and maintenance decreased $1,742, both based on history. D) Mobile utility reader batteries expense increased from $0 to $24,750. Mobile utility batteries were moved from capital budget to operating budget. Meters expense increased $40,000 to purchase 500 radio read units. E) Fuel and oil increased $1,515 based on a gas price of $3.35. Gas utility decreased $327 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Customer Service Field Supervisor 1.00 1.00 1.00 1.00 1.00 - Water Service Worker 3.00 3.00 3.00 3.00 3.00 -

Part Time Water Service Worker 0.75 0.75 0.75 1.55 1.55 -

Total FTE 4.75 4.75 4.75 5.55 5.55 -

183 CUSTOMER SERVICE 0432

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 576,197 596,022 654,770 659,179 4,409 0.7% A) General Services 225,329 207,404 209,772 211,938 2,166 1.0% B) Services Related to Property 26,125 25,531 25,320 25,320 - 0.0% General Supplies 15,678 20,850 18,000 18,000 - 0.0% Total Expenditures 843,329 849,807 907,862 914,437 6,575 0.7%

Net (Revenues less Expenditures) $ (843,329) $ (849,807) $ (907,862) $ (914,437) $ (6,575) 0.7%

Notes: A) Salaries increased $1,474 based on contractual obligations. Payroll related costs decreased $250 based on flexible spending account elections. Longevity pay increased $240 based on years of service. Workers' compensation insurance premiums decreased $773 based on aging of City-wide claims. Group health insurance premiums decreased $229 based on employee elections. Deferred compensation-City match increased $1,328 based on increase in salaries and increase in the City's match from .75% to 1%. Iowa Public Employees' Retirement System increased $2,492 due to a .6% State mandated increase in the City contribution percentage from 8.07% to 8.67%. Employer life insurance and group disability insurance premiums increased $98 and $29, respectively. B) Printing costs increased $2,000 and professional services increased $300 based on history. General liability insurance premiums decreased $134 due to the aging of City-wide claims.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Customer Service Div Mngr/City Clerk 1.00 1.00 1.00 1.00 1.00 - Customer Service Specialist 6.00 6.00 6.00 6.00 6.00 - Customer Service Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerk - - 0.80 1.60 1.60 -

Total FTE 8.00 8.00 8.80 9.60 9.60 -

184 BUILDING MAINTENANCE

FY2012 GOALS: 1. Continue preventative maintenance program for City-owned facilities. Continue to work with facility managers and Department Heads with assistance on PM programs. Work toward creating GREEN facilities for the future. Building Maintenance staff has been working with departments and Nexant on installation of new energy efficient equipment for facilities that meet criteria set out by Nexant. In doing so we are able to utilize grant money set aside for each project without using city tax payer funding. 2. Project Manager for the New Fire station # 4 - Assist Fire Department staff & City staff with project management. Project Manager for both Fire Station # 4 and the remodeling of the Wilbur Aalfs Library. The Fire Station is scheduled to open in December 2011, Library should open in January 2012. 3. Hire new Maintenance Repair Worker and have them obtain their CPO (Certified Pool Operator) license. New Maintenance Repair Worker was hired 11/01/10. Obtained their CPO (Certified Pool Operator) license on 03/09/11

FY2013 GOALS: 1. Continue preventative maintenance program for City-owned facilities. Continue to work with facility managers and Department Heads with assistance on PM programs. Work toward creating GREEN facilities for the future. 2. Project Manager for the New Consolidated Facilities Building scheduled to begin construction in 2012- Assist City staff with project management.

PERFORMANCE MEASURES: • Custodial staff is being measured to track square footage cleaned and cost per square foot per FTE and benchmark them with other organizations. Then we may best determine if additional staff or training is required. • Maintenance staff is being measured to determine average hours spent per month and cost per work order per month to determine which areas of maintenance require more attention and at which time of the year. Then we can plan better to maintain city-owned facilities in the most cost-effective manner possible.

Custodial FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator Percentage Of Square Feet Cleaned 88.73% 89.00% 90.00% Efficiency Labor Cost Per Square Feet Cleaned $0.101 $0.099 $0.097 Productivity Square Feet Cleaned Per Hour 246.96 248.00 250.00 Effectiveness Customer Satisfaction (complaints received) 17 16 15

Carpentry FY2011 FY2012 FY2013 Actual Goal Goal Output No. of Work Orders Completed 141 144 147 Efficiency Cost of Work Order Completed $1145.22 $200.00 $195.00 Productivity No. of Work Orders Per Employee Hour 0.165 0.200 0.250

185 Effectiveness % of Time Work Order was Addressed Within 24 Hours 100% 100% 100%

Plumbing FY2011 FY2012 FY2013 Actual Goal Goal Service Demand Indicator (Year) No. of Work Orders Completed 43 46 49 Efficiency Cost of Work Order Completed $365.21 $360.00 $355.00 Productivity No. of Work Orders Per Employee Hour 0.113 0.200 0.250 Effectiveness % of Time Work Order was Addressed Within 24 Hours 100% 100% 100%

Electrical FY2011 FY2012 FY2013 Actual Goal Goal Output No. of Work Orders Completed 101 104 107 Efficiency Cost of Work Order Completed $142.53 $140.00 $138.00 Productivity No. of Work Orders Per Employee Hour 0.332 0.350 0.375 Effectiveness % of Time Work Order was Addressed Within 24 Hours 100% 100% 100%

186 BUILDING MAINTENANCE 0441

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Concessions and Commissions 288 181 300 300 - 0.0% Total Revenue 288 181 300 300 -

Employee Compensation 559,367 612,141 606,868 608,877 2,009 0.3% A) General Services 49,842 46,158 39,686 39,329 (357) (0.9%) Services Related to Property 103,240 90,037 109,310 104,461 (4,849) (4.4%) B) General Supplies 8,576 6,048 10,750 9,250 (1,500) (14.0%) C) Utilities 73,148 80,578 77,933 82,228 4,295 5.5% D) Total Expenditures 794,173 834,962 844,547 844,145 (402) (0.0%)

Net (Revenues less Expenditures) (793,885)$ (834,781)$ (844,247)$ (843,845)$ $ 402 (0.0%)

Notes: A) Salaries increased $4,511 due to contractual requirements. Longevity pay increased $1,684 based on years of service. Payroll related costs increased $341 based on salaries increasing. FLSA overtime decreased $500 based on history. Iowa Public Employees' Retirement System increased $2,968 due to salaries increasing and a State mandated .6% increase in the City contribution percentage, from 8.07% to 8.67%. Workers' compensation premiums decreased $7,351 based on aging of City-wide claims. Group health insurance and dental insurance premiums decreased $482 based on employee elections. Deferred compensation-City match increased $835 due to the increase in salaries and increase in the City's match from .75% to 1%. B) Equipment repair and maintenance decreased $1,521 and electric maintenance charges decreased $3,000, both based on past usage. C) Operating supplies decreased $1,500 based on past year history. D) Gas utilities increased $730 and electric utilities increased $3,565 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Custodian I 5.00 5.00 4.00 4.00 4.00 - Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Repair Worker 4.00 4.00 4.00 4.00 4.00 -

Part Time Custodian I 0.25 0.25 1.25 - - - Maintenance Electrician 0.50 0.50 - - - -

Total FTE 10.75 10.75 10.25 9.00 9.00 -

187 PARKING

MISSION STATEMENT: To provide and maintain convenient on-street and off-street parking to serve major public and retail demand areas.

FY2012 GOALS AND PROGRESS: 1. Evaluate parking staff and schedules for possible improvements to service. In process. 2. Evaluate meter collection routes for changes and efficiencies. In process. 3. Parking Facilities Operation contract bid out fall 2010 for service in spring 2011. Work with contractor to maintain quality of service to customer. Completed – contract was bid out and awarded to Ampco System Parking.

FY2013 GOALS: 1. Complete construction of Site C. 2. Begin and complete a major construction project at Discovery Ramp. 3. Continue to work with Ampco System Parking to maintain quality of service to parking customers.

PERFORMANCE MEASURES: • Monitor the on-street revenues and expenditures to evaluate the annual cost for each parking stall and the hourly cost of the operation. • Monitor the parking garage revenues and expenditures to evaluate the annual cost for each parking stall and the hourly cost of the operation. FY2011 FY2012 FY2013 Parking Ramps Actual Goal Goal Input Annual Hours of Operation 5606 5582 5600 Output Number of Parking Stalls 1787 1787 1787 Efficiency Average Annual Cost per stall $16.72 $17.00 $17.00 Productivity Average Annual Cost per Hour of Operation $63.95 $65.21 $65.00 Effectiveness Average Annual Net Revenue per Stall $120.07 $126.00 $126.10

On-Street Parking FY2010 FY2011 FY2012 Actual Goal Goal Input Annual Hours of Operation 2530 2550 2520 Output Number of Parking Stalls 1418 1418 1418 Efficiency Average Annual Cost per stall $23.59 $24.00 $24.00 Productivity Average Annual Cost per Hour of Operation $159.50 $160.31 $161.00 Effectiveness Average Annual Net Revenue per Stall $246.18 $248.00 $248.50

188 PARKING 0451-0455

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Fines and Violations 282,449$ 325,194$ 282,000$ 325,000$ 43,000$ 15.2% A) Enterprise Fees 1,015,024 1,000,161 1,208,380 1,075,880 (132,500) (11.0%) B) Public Safety Fees 3,000 1,400 2,500 2,200 (300) (12.0%) C) Miscellaneous 1,290 1,010 1,000 - (1,000) (100.0%) D) Refunds and Reimbursements 4,391 2,632 3,580 3,580 - 0.0% Total Revenue 1,306,154 1,330,397 1,497,460 1,406,660 (90,800) (6.1%)

Employee Compensation 312,683 315,942 351,711 355,283 3,572 1.0% E) General Services 482,394 425,249 441,222 438,795 (2,427) (0.6%) F) Services Related to Property 81,948 72,652 76,889 90,028 13,139 17.1% G) General Supplies 14,914 15,673 14,900 14,850 (50) (0.3%) Utilities 2,616 3,333 3,200 3,150 (50) (1.6%) Miscellaneous 230 195 200 200 - 0.0% Total Expenditures 894,785 833,044 888,122 902,306 14,184 1.6%

Net (Revenues less Expenditures) 411,369$ 497,353$ 609,338$ 504,354$ $ (104,984) (17.2%)

Notes: A) Parking violation fines were increased $43,000 based on the history of Woodbury County Treasurer assistance in collecting past due unpaid tickets. B) Parking meter collections expected to decrease $91,000 based on history. Fourth Street parking expected to increase $2,500 based on history. Parking ramp revenues expected to decrease $45,000 due to Terra downsizing. C) Parking ticket collections decreased $300 based on history. D) Parking key deposit revenue decreased $1,000. Staff will now use a liability account rather than a revenue account to record receipts. E) Salaries decreased $3,144 based on employee turnover. Longevity pay decreased $361 based on years of service. Workers' compensation insurance premiums decreased $838 based on aging of City-wide claims. Deferred compensation increased $904 based on an increase in the City's match from .75% to 1%. Group health insurance and dental insurance premiums increased $5,759 based on employee elections. Iowa Public Employees' Retirement System increased $1,048 based on a .6% State mandated increase to the City contribution percentage, from 8.07% to 8.67%. F) Motor vehicle collection fee paid to Woodbury County increased $500 since the anticipated revenues are expected to increase. The City pays Woodbury County five dollars for each transaction. Postage increased $850 based on history. Property/building content insurance decreased $667 based on the premium the City expects to pay in FY2013. General liability insurance premiums decreased $3,010 based on history of City-wide claims. G) Central Maintenance Garage lease charges increased $11,972 based on current charges and new scooter purchases in FY2013. Equipment repair and maintenance increased $1,167 based on FY2011 expenses with a cost of living increase.

189 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Lead Parking Meter Attendant - 1.00 1.00 1.00 1.00 - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Parking Meter Attendant 2.00 - - - - - Parking Meter Repair Worker II 1.00 1.00 1.00 1.00 1.00 - Parking/Meter Operations Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Parking Meter Attendant - 1.00 1.00 1.00 1.00 - Total FTE 5.00 5.00 5.00 5.00 5.00 -

190 SKYWAY

FY2012 GOALS AND PROGRESS: 1. Continue to use Inspec report to upgrade skywalk system. Ongoing – Six HVAC systems were replaced in the skywalk system during FY12. 2. Evaluate skywalk for possible “green” efficiencies (lighting, HVAC systems, etc.). Seek possible grants/rebates from various agencies to assist in cost. Six HVAC systems were replaced in the skywalk system with more energy efficient units. Because of this a rebate of $800 was received from MidAmerican Energy.

FY2013 GOALS: 1. Continue to use Inspec report to upgrade skywalk system. 2. Replace additional roof sections and remove skylights if funding allows. 3. Maintain, upgrade and operate the skywalk system in a uniform and efficient manner.

PERFORMANCE MEASURE: • Maintain and operate the skyway system in a uniform, efficient manner. • Review any safety concerns. • Maintain due diligence on overdue invoices.

191 SKYWAY 0461

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 354,445$ 357,180$ 399,855$ 402,628$ 2,773$ 0.7% A) Refunds and Reimbursements 342 23 500 400 (100) (20.0%) B) Total Revenue 354,787 357,203 400,355 403,028 2,673 0.7%

Employee Compensation 58,821 76,790 81,582 78,903 (2,679) (3.3%) C) General Services 168,806 171,606 163,730 166,214 2,484 1.5% D) Services Related to Property 88,400 80,580 100,356 105,545 5,189 5.2% E) General Supplies - 4 - - - 0.0% Utilities 51,919 51,314 54,687 52,366 (2,321) (4.2%) F) Total Expenditures 367,946 380,294 400,355 403,028 2,673 0.7%

Net (Revenues less Expenditures) $ (13,159) $ (23,091) $ - $ - $ - 0.0%

Notes: A) Charges for skywalk operations increased $2,773 based on the increase in expenses as the expenses are 100% charged back. B) Refunds decreased $100 based on lower security costs at Orpheum and Convention Center. C) Salaries decreased $2,150, longevity decreased $180, payroll related expenses decreased $72, and deferred compensation-City match decreased $117, all based on employee turnover and payroll allocations. Workers' compensation insurance premiums decreased $140 based on aging of City-wide claims. D) Professional services increased $4,000 based on First Class Security contract costs increasing. Convention Center security costs decreased $375 based on history. City business increased $150 based on history of meeting expenses for the joint meeting of Parking/Skywalk Board. Advertising decreased $1,000 based on history. Property/building content insurance decreased $335 based current year premiums. E) Terra real estate contract increased $483 for skywalk maintenance. Window cleaning contracted costs increased $4,706 based on projected costs. F) Skywalk electric utilities decreased $2,321 based on history.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

192 Sioux City Fire Rescue Organizational Chart

Fire Chief

Administrative Support (1) Admin Assistant (1) Admin Secretary

(3) Assistant Fire Administrative Fire Prevention Chiefs Assistant Chief Bureau Fire Marshall Training Officer (1) Per Shift Hatzmat/EMS/EM

(3) Captains (3) Captains (3) Captains (6) Lieutenants (6) Lieutenants (6) Lieutenants (25) Firefighters (25) Firefighters (25) Firefighters

Secretary (2) Fire Lieutenants Public Education Office

193

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

194 FIRE

MISSION STATEMENT: Sioux City Fire Rescue will provide the highest level of professional service possible. This will be accomplished in an environment that enhances and supports our community and our personnel.

SERVICES: The Fire Department provides a full range of emergency services including fire protection, emergency medical services, hazardous materials response, high angle and confined space rescue, and heavy rescue, such as vehicle extrication. Additionally, the Fire Department assists with water related emergencies and almost all other natural and manmade disasters that impact our community.

RESOURCES: Funding for services provided by the Fire Department come primarily from tax dollars through the City’s general fund. Revenues are generated from our regional hazardous materials program as well as other billed services in specialized areas.

195 FIRE DEPARTMENT SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Public Safety Fees 204,925$ 205,013$ 208,541$ 260,516$ 51,975$ 24.9% A) State Governmental Operating Grants 76,933 157,022 174,851 174,851 - 0.0% Federal Capital Grants 78,532 1,400 - - - 0.0% Rentals and Leases 2,800 - - - - 0.0% Miscellaneous - 200 - - - 0.0% Contributions 6,188 6,918 - - - 0.0% Refunds and Reimbursements 10,683 36,434 5,500 4,086 (1,414) (25.7%) B) Total Revenue 380,061 406,987 388,892 539,453 150,561 38.7%

Administration 508,617 516,817 535,259 546,282 11,023 2.1% C) Suppression 10,434,069 11,084,821 11,280,173 11,723,253 443,080 3.9% D) Prevention 356,122 392,695 407,351 414,819 7,468 1.8% E) Training 139,796 141,369 154,575 158,208 3,633 2.4% F) Support Services 920,679 583,420 569,720 513,238 (56,482) (9.9%) G) Hazardous Material 190,236 196,908 197,516 192,646 (4,870) (2.5%) H) Urban Search and Rescue 128,579 144,646 33,458 40,693 7,235 21.6% I) Emergency Management 5,292 10,915 9,550 13,900 4,350 45.5% J) Emergency Medical System 40,129 47,666 28,250 31,940 3,690 13.1% K) Station Maintenance and Supplies - 36,855 47,300 36,900 (10,400) (22.0%) L) Ambulance Contract - - - 298,316 298,316 100.0% M) Total Expenditures 12,723,519 13,156,112 13,263,152 13,970,195 707,043 5.3%

Net (Revenues less Expenditures) (12,343,458) (12,749,125) (12,874,260) (13,430,742) (556,482) 4.3%

Additional Resources Needed Property Taxes 12,343,458 12,749,125 12,874,260 13,430,742 556,482 4.3% Total Additional Resources 12,343,458$ 12,749,125$ 12,874,260$ 13,430,742$ 556,482$ 4.3%

Notes: A) Public Safety Fees increased $2,975 in Fire Prevention and decreased $1,000 in Hazardous Material. Both changes are based on historical data. Tier II fees in Hazardous Material division increased $50,000 to charge for inspections of facilities that have not previously been billed out per budget wrap up discussion. B) Refunds and Reimbursements decreased $1,414 for hazardous material clean-up based on history. C) Salaries increased $2,143 due to contractual obligations. Longevity increased $553 based on employee years served. Contract overtime increased $3,115 based on prior year history. MFPRSI increased from 24.76% to 26.12% in FY2013, which resulted in an increase of $2,518. IPERS increased $403, due to a .6% increase in the State mandated City contribution rate, from 8.07% to 8.67%. Group health insurance increased $5,404, and dental premiums increased $361, both due to employee elections. Cell phone allowance increased $121 based on prior year history. Professional services including physical ability tests, written and oral exams, and professional consultant fees decreased $2,200, printing costs decreased $2,000, and City business expenses increased $400, all based on prior year history. D) Salaries increased $175,916 due to contractual obligations. Contract overtime increased $96,600 based on past year history. MFPRSI increased $142,170 due to a State mandated 1.36% increase in the City's contribution rate. Retirement-Medicare increased $7,769 due to increased salaries and EMT certification pay decreased $1,564 based on past history.

196 increased $7,769 due to increased salaries and EMT certification pay decreased $1,564 based on past history. General Services, general liability insurance premiums decreased in FY2012, due to City-wide claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, additionally, the division incurred claims experience in FY2011 resulting in an increase of $11,779. FY2013 is the first year of budgeting internet access charges for the mobile data units, $1,500. Services Related to Property increased $8,000 for radio/communication maintenance based on current needs and maintenance on machinery and equipment decreased $4,500 based on prior year history. Operating equipment increased $8,000 based on prior year history and clothing purchases decreased $2,400 based on prior year history. E) Employee compensation increased $1,922 for the State mandated MFPRSI pension contribution, $1,300 for contract overtime, $5,671 for group health insurance and dental premiums due to employee election changes and $700 for education and training. Deferred compensation increased $498 due to employee election changes. Salaries decreased $3,436 due to employee turnover. General liability insurance premiums increased $317 based on City-wide claims history and postage and shipping increased $500 based on history. General Supplies increased $240 for memberships and $1,200 for publications for updating the International Fire Code to the 2012 version. Clothing purchases decreased $550 based on prior year history. Audio visual effects decreased $600 based on prior year history. F) City business increased $150 based on history and general liability insurance premiums increased $101 based on claims history. Services Related to Property increased $2,000 for maintenance buildings and grounds. General Supplies increased $200 office supplies - outside and $1,000 publications based on historical data. G) Workers' compensation medical payments decreased $35,000 based on history and current year expenses. Equipment repair and maintenance - CMG increased $54,654 based on prior year expenditures and CMG lease charges decreased $92,700 based on year-to-date expenditures. Fuel and oil - CMG billed increased $13,954 due to anticipated price increases. H) Equipment repair and maintenance increased $2,939 based on prior year history. Operating equipment decreased $8,000 based on prior year history. Utilities increased $510 for fuel and oil - CMG billed due to anticipated price increases. Motor vehicle supplies decreased $800 based on prior year history. I) General Services increased $5,500 for City print shop for printing and binding of Learn Not to Burn program books and $1,000 for City business based on history. J) General Services increased $450 for communication - line charges. Fiscal year 2013 is the first year for the line to be budgeted. General Supplies, office supplies - outside increased $2,500, operating equipment decreased $500, and safety equipment increased $1,900, all based on anticipated needs for fiscal year 2013. K) General Services increased $650 for printing City print shop and $50 City business based on history. Maintenance for machinery and equipment decreased $2,000 based on prior year history. General Supplies increase is attributed to $2,000 operating supplies based on history and $3,000 operating equipment for the purchase of a defibrillator for paramedic engine company. L) Services related to property decreased $10,000 and data processing supplies decreased $400 based on history. M) Ambulance Contract is a new division in the FY2013 budget. CMG lease charges increased $118,316, due to FY2013 being the first year this line was budgeted. The new SPI contract limits the maximum ambulance subsidy to $180,000 per year.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Assistant Fire Chief 5.00 5.00 5.00 4.00 4.00 - Fire Captain 9.00 9.00 9.00 9.00 9.00 - Fire Chief 1.00 1.00 1.00 1.00 1.00 - Fire Fighter 76.00 76.00 76.00 76.00 76.00 - Fire Lieutenant 20.00 20.00 20.00 20.00 20.00 - Fire Marshall 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 1.00 - Training Officer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 116.00 116.00 116.00 115.00 115.00 -

197 FIRE ADMINISTRATION 4001 & 4011

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Contributions 1,188$ 3,519$ $ - $ - $ - 0.0% Refunds and Reimbursements 37 852 - - - 0.0% Total Revenue 1,225 4,371 - - - 0.0%

Employee Compensation 457,787 471,489 491,594 506,275 14,681 3.0% A) General Services 27,143 16,009 25,257 21,419 (3,838) (15.2%) B) Services Related to Property 9,867 7,866 7,633 7,668 35 0.5% General Supplies 13,820 21,453 10,775 10,920 145 1.3% Total Expenditures 508,617 516,817 535,259 546,282 11,023 2.1%

Net (Revenues less Expenditures) $ (507,392) $ (512,446) $ (535,259) $ (546,282) $ (11,023) 2.1%

Notes: A) Salaries increased $2,143 due to contractual obligations. Longevity increased $553 based on employee years served. Contract overtime increased $3,115 based on prior year history. MFPRSI increased from 24.76% to 26.12% in FY2013, which resulted in an increase of $2,518. Iowa Public Employees' Retirement System increased $403, due to a .6% increase in the State mandated City contribution rate, from 8.07% to 8.67%. Health insurance premiums increased $5,404, and dental insurance premiums increased $361, both due to employee elections. Cell phone allowance increased $121 based on prior year history. B) Professional services including physical ability tests, written and oral exams, and professional consultant fees decreased $2,200, printing costs decreased $2,000, and City business expenses increased $400, all based on prior year history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Assistant Fire Chief 1.00 1.00 1.00 1.00 1.00 - Fire Chief 1.00 1.00 1.00 1.00 1.00 - Fire Fighter 1.00 1.00 1.00 1.00 1.00 -

Total FTE 5.00 5.00 5.00 5.00 5.00 -

198 FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES

FY2012 GOALS AND PROGRESS: 1. Continue to train individuals in Urban Search and Rescue (USAR) Techniques. As original USAR members approach the end of their initial five year commitment, new members will need to be trained in structural collapse, rescue technician, structural engineering specialist and search specialist. Maintain our current levels of technical certification for all members in order to sustain our level of response readiness can be mostly accomplished through our in-house training program and supplemented by outside training. Most Members of the Urban Search and Rescue Team renewed their contracts for service and training and exercises continue. 2. Continue to work with WCICC and local vendors to connect all fire stations to fiber in order to create a network that will be able to host video conferencing and training. With 5 of the 7 Fire Stations now on a fiber optic connection we have begun testing video conferencing between the stations. 3. Implement a “Support Alarm” utilizing 40-hour staff to provide Rehab Officer, Safety Officer, and Public Information Officer (PIO) support at complex incidents. A procedure was developed to utilize 40-hour staff to support shift personnel at complex incidents. Specialized Safety Officer Training was attended by the 40- hour personnel and identification vests were purchased.

FY2013 GOALS: 1. Establish departmental Operational Procedures and certifications for High/Low Angle Rope Rescue, Trench Rescue, Confined Space Rescue, Vehicle Rescue, Water Rescue and Structural Collapse in accordance with NFPA 1670 standards. 2. Effectively maintain the capabilities of our Special Operation Program to continue to meet the ever-increasing technical rescue needs within our community. Unfortunately, this may prove to be difficult to accomplish safely during these times of financial constraints, budget curtailments/reductions, and limited resource acquisitions. 3. Enhance video conferencing capabilities between the stations and optimize its use. 4. Develop plans and procedures for operating spare ambulance from one of the stations and obtain a Transport License from the State.

199 Sioux City Fire Department Performance Measures Fire Suppression & Emergency Medical Responses To provide emergency services for the citizens and visitors to our community in order to Mission: minimize the losses to life, property and the environment, due to natural and man-made

disasters.

Service Demand Indicators: Population of Sioux City – 82,684 Fiscal Year: 2011 Month: June 2011 FY FY EFFECTIVENESS INDICATORS MO. YTD 2010 2009

Suppression responses # of Suppression calls 163 1703 1648 1679 Fire calls, Confined Space, Rope Rescue, Vehicle Extrication, HazMat

Emergency Medical Responses # of Emergency Medical calls 471 5203 4908 4758

4 24 42 35 Enhanced pre-hospital care # of times CPR and defibrillation are performed # of incidents where pulses are regained 1 7 11 7

% of EMS responses where SCFD EMS is on the Quick EMS response scene within 4 minutes 86.5% 86.2% 85.7% 86.5%

FY FY OUTCOMES INDICATORS MO. YTD 2009 2008

Increased cardiac arrest survival # of times pulse is regained 1 7 11 7 rate

Note: Data is based on fiscal year period

200 FIRE SUPPRESSION 4002 & 4012

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Service Fees -$ -$ -$ $ 100,000 100,000$ 100.0% A) State Governmental Operating Grants - 787 - - - 0.0% Refunds and Reimbursements 6,344 6 - - - 0.0% Total Revenue 6,344 793 - 100,000 100,000 0.0%

Employee Compensation 10,240,770 10,862,792 11,051,515 11,472,366 420,851 3.8% B) General Services 81,714 43,872 33,658 46,937 13,279 39.5% C) Services Related to Property 5,883 20,431 21,000 24,500 3,500 16.7% D) General Supplies 105,702 157,726 174,000 179,450 5,450 3.1% E) Total Expenditures 10,434,069 11,084,821 11,280,173 11,723,253 443,080 3.9%

Net (Revenues less Expenditures) $ (10,427,725) $ (11,084,028) $ (11,280,173) $ (11,623,253) (343,080)$ 3.0%

Notes: A) Service fees were added in FY2013 for vehicle fires and vehicle extrications for services not previously billed. Notes:B) Salaries increased $175,916 due to contractual obligations. Contract overtime increased $96,600 based on past year history. MFPRSI increased $142,170 due to a State mandated 1.36% increase in the City's contribution rate. Retirement-Medicare increased $7,769 due to increased salaries and EMT certification pay decreased $1,564 based on past history. C) General Services, general liability insurance premiums decreased City-wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, additionally, the division incurred claims experience in FY2011 resulting in an increase of $11,779. FY2013 is the first year of budgeting internet access charges for the mobile data units, $1,500. D) Services Related to Property increased $8,000 for radio/communication maintenance based on current needs and maintenance on machinery and equipment decreased $4,500 based on prior year history. E) Operating equipment increased $8,000 based on prior year history and clothing purchases decreased $2,400 based on prior year history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Assistant Fire Chief 3.00 3.00 3.00 3.00 3.00 - Fire Captain 9.00 9.00 9.00 9.00 9.00 - Fire Fighter 75.00 75.00 75.00 75.00 75.00 - Fire Lieutenant 18.00 18.00 18.00 18.00 18.00 -

Total FTE 105.00 105.00 105.00 105.00 105.00 -

201 FIRE PREVENTION AND PUBLIC EDUCATION

FY2012 GOALS AND PROGRESS: 1. Create and implement an ‘adopt-a-fire hydrant” program where citizens adopt a fire hydrant near their home or business and keep it clear of snow in the winter and weeds in the summer. Program was developed and marketed last fall. Will continue to promote it this fall. 2. Create a home fire and safety booklet for distribution to citizens. Implement a voluntary home fire safety inspection program to go along with the booklet. SAFE Home program was developed and booklet is currently being printed. Expanding marketing ideas to increase use of service. 3. Work with the State Fire Marshal’s Office on their “100 years – 100% program”. This program is designed to check for and install, if necessary, two smoke detectors in every home in which grade school children live. Distributed flyers to all K-6 school children and compiled results from them. Requested smoke detectors from the State and are awaiting their arrival so we can begin installation. 4. Move towards Mobile Data Terminals and “paperless” inspections. We are still researching funding ideas in an attempt to accomplish this goal.

FY 2013 GOALS: 1. Update the City’s fire code to the 2012 International Fire Code. 2. Partner with marketing to promote and expand current programs we offer.

202 Sioux City Fire Department Performance Measures Fire Prevention & Public Education Prevent or reduce injury or loss of life and property from fire by providing life safety Mission: education and implementing fire prevention programs to include commercial property inspection, fire and arson investigations, review pre-construction plans and a regulated permit program.

Service Demand Indicators: Population of the citizens of Sioux City: 85,000 Fiscal Year: 2011 Month: June FY FY EFFECTIVENESS INDICATORS MO. YTD 2010 2009

Increased knowledge of fire # lecture programs delivered 18 839 465 220 safety issues and prevention #of attendees at programs 431 13,300 11690 14880 % of attendees that demonstrate knowledge through exit reviews 100% 100% 100% 100% # of hands-on fire extinguisher programs delivered 0 18 16 25 Customer Service % of attendees that demonstrate increase in knowledge 100% 100% 100% 100% # of community and customer service events 18 222 204 260

FY FY OUTPUTS INDICATORS MO. YTD 2010 2009 Enhanced community safety # of fire-related civilian injuries 0 5 7 7 # of fire-related deaths 0 0 1 3 Commercial properties # of inspections performed 288 1534 2412 3232 inspected for fire code # of violations found 46 337 1059 1488 violations or dangerous # of violations corrected 46 337 1059 1044 situations # of violation slips issued 01 16 149 151

Pre-construction building # of plans review 01 27 34 43 plans reviewed for fire safety code compliance

Regulation of permits for # of permits issued 09 54 36 78 public burning, plans review, Revenue generated from permits and fees $1045 $4418 $6496 $6853 pyrotechnic displays, flow tests

Investigation of fires to # of fire cause investigations 06 65 86 72 determine cause for Estimated value of property 1,552,605 39,795,530 $50,532,023 $22,615,482 educational and legal Estimated value of property lost 20,207 2,539,440 5,154,693 $1,056,350 obligations % of property value saved 98.69% 93.62% 96.09% 92.66%

Note: Data is based on fiscal year period

203 FIRE PREVENTION 4003 & 4013

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Public Safety Fees 5,554$ 7,867$ 8,925$ 11,900$ 2,975$ 33.3% A) Contributions - 145 - - - 0.0% Total Revenue 5,554 8,012 8,925 11,900 2,975 33.3%

Employee Compensation 342,250 381,669 394,283 400,644 6,361 1.6% B) General Services 5,811 4,620 3,468 4,285 817 23.6% C) Services Related to Property 48 675 200 200 - 0.0% General Supplies 6,557 4,905 7,400 8,290 890 12.0% D) Inventory Supplies 1,456 826 2,000 1,400 (600) (30.0%) E) Total Expenditures 356,122 392,695 407,351 414,819 7,468 1.8%

Net (Revenues less Expenditures) $ (350,568) $ (384,683) $ (398,426) $ (402,919) $ (4,493) 1.1% Notes: A) Public Safety Fees net increase is the result of the following changes; Fire permits decrease $850, Fire plan review increase $2,125, Fire miscellaneous increase $2,950 and Fire alarm inspection decrease $1,250, all based on historical data. B) Employee compensation increased $1,922 for the state mandated MFPRSI pension contribution, $1,300 for contract overtime $5,671 for group health insurance and dental premiums due to employee election changes and $700 for education and training. Deferred compensation increased $498 due to employee election changes. Salaries decreased $3,436 due to employee turnover. C) General liability insurance premiums increased $317 based on claims history and postage and shipping increased $500 based on history. D) General Supplies increased $240 for memberships and $1,200 for publications for updating the International Fire Code to the 2012 version. Clothing purchases decreased $550 based on prior year history. E) Audio visual effects decreased $600 based on prior year history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Fire Lieutenant 2.00 2.00 2.00 2.00 2.00 - Fire Marshall 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 1.00 -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

204 FIRE TRAINING

FY2012 GOALS AND PROGRESS:

1. Continue development of the former Recycling Center as the Fire Training Center. Training will be in conjunction with the Police Department and Siouxland Paramedics. Partially complete. Received and are using the Mobile Fire Training trailers purchased through a major FEMA grant. Hazmat props are in place. A training/rehab room was built within the facility. We will move the Training Officer’s office to this facility in January 2012. This will be an ongoing project. 2. Continue to research, develop, and utilize computer / network based training. All stations have webcams and a Skype account has been established. Partially complete. This is also a long term project and further research will take place to understand how to best use advanced technology for training purposes. 3. Design and complete a competency based training program. Partially complete. Most of the Specialty Teams have their competencies outlined.

FY2013 GOALS: 1. Continue development of the Fire Training Center. 2. Continue development of training to be provided through video conferencing. 3. Continue designing and implementing a competency based training program.

205 Sioux City Fire Department Performance Measures Fire Training To provide training and education programs for all uniformed members of the department, in order Mission: to create and maintain a competent and professional work force, for the mitigation of emergencies

that occur in Sioux City.

Service Demand Indicators: Number of Uniformed Personnel – 110 Fiscal Year: 2011 Month: June 2011 FY FY EFFECTIVENESS INDICATORS MO. YTD 2010 2009

Increased knowledge & preparedness # of training sessions delivered for Fire, Emergency Medical, 112 1298 1335 1063 # of attendees at training sessions Hazardous Materials, and other 639 7438 7563 6079 incidents related to natural or man- # of individuals gaining a higher level of certification made emergencies 0 8 41 49

Increased knowledge and # of training sessions delivered 0 6 0 4 preparedness of other City employees # of attendees at training sessions 0 120 0 109

# of Suppression training sessions delivered 85 844 779 452 # of attendees at Suppression training sessions 366 3400 3192 1998 # of Emergency Medical training sessions delivered 2 61 145 154 Fire company training sessions and # of attendees at Emergency Medical training sessions 6 202 410 600 hands-on drills delivered # of Hazardous Materials training sessions delivered 0 5 5 7 # of attendees at Hazardous Materials training sessions 0 15 13 21 # of Special Operations training sessions delivered 10 61 87 69 # of attendees at Special Operations training sessions 51 337 626 336

# of Suppression training sessions delivered 5 105 95 119 # of attendees at Suppression training sessions 103 1423 1254 1593 # of Emergency Medical training sessions delivered 0 84 87 66 Department-wide or specialized # of attendees at Emergency Medical training sessions 0 1156 1003 907 training sessions and hands-on drills # of Hazardous Materials training sessions delivered 10 127 140 166 delivered # of attendees at Hazardous Materials training sessions 113 757 615 798 # of Special Operations training sessions delivered 0 16 18 43 # of attendees at Special Operations training sessions 0 238 237 504

Productivity: Efficiency Indicator: # average hours training per # of attendees/training program 5.7 firefighter 10.27

Note: Data is based on fiscal year period

206 FIRE TRAINING 4004 & 4014

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements $ - 615 - - - 0.0% Total Revenue - 615 - - - 0.0%

Employee Compensation 129,309 130,872 142,261 142,482 221 0.2% General Services 2,281 1,648 2,024 2,275 251 12.4% A) Services Related to Property 1,192 1,115 1,050 3,050 2,000 190.5% B) General Supplies 7,014 7,734 9,240 10,401 1,161 12.6% C) Total Expenditures 139,796 141,369 154,575 158,208 3,633 2.4%

Net (Revenues less Expenditures) $ (139,796) $ (140,754) $ (154,575) $ (158,208) $ (3,633) 2.4%

Notes: A) City business increased $150 based on history and general liability insurance increased $101 based on claims history. B) Services Related to Property increased $2,000 for maintenance buildings and grounds. C) General Supplies increased $200 office supplies - outside and $1,000 publications based on historical data.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Training Officer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

207 FIRE SUPPORT

FY2012 GOALS AND PROGRESS: 1. Complete the specifications and plan for new fire engine replacements in FY 2012. Specifications are being developed.

FY2013 GOALS: 1. Continue working with CMG to maintain all SCFR’s apparatus at an above average level of quality while staying in compliance with all of the applicable codes and standards at the lowest possible cost. 2. Complete the specifications, put them out to bid, and oversee the construction of two new fire engines.

208 FIRE SUPPORT 4005

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Capital Grants 76,032$ $ - $ - $ - $ - 0.0% Rentals and Leases 2,800 - - - - 0.0% Refunds and Reimbursements 929 175 - - - 0.0% Total Revenue 79,761 175 - - - 0.0%

Employee Compensation 22,541 15,653 21,500 21,500 - 0.0% General Services 160,819 168,386 198,512 165,934 (32,578) (16.4%) A) Services Related to Property 451,365 283,381 239,700 201,654 (38,046) (15.9%) B) General Supplies 91,184 553 - - - 0.0% Utilities 96,834 109,075 107,008 121,150 14,142 13.2% C) Inventory Supplies 2,896 1,370 3,000 3,000 - 0.0% Capital Expenditures 95,040 - - - - 0.0% Miscellaneous - 5,002 - - - 0.0% Total Expenditures 920,679 583,420 569,720 513,238 (56,482) (9.9%)

Net (Revenues less Expenditures) $ (840,918) $ (583,245) $ (569,720) $ (513,238) 56,482$ (9.9%)

Notes: A) Workers compensation medical payments decreased $35,000 based on history and current year expenses. B) Equipment repair and maintenance - CMG increased $54,654 based on prior year expenditures and CMG lease charges decreased $92,700 based on year-to-date expenditures. C) Fuel and oil - CMG billed increased $13,954 due to anticipated price increases.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

209

HAZARDOUS MATERIALS REGIONAL RESPONSE

FY2012 GOALS & PROGRESS: 1. Continue to work with the State Homeland Security, Iowa Hazardous Materials Task Force, and the 71st Civil Support Team to develop and deliver a State-wide Weapons of Mass Destruction (WMD) training course and operational protocols for the WMD teams in Iowa. Members of all the seven Iowa WMD teams along with WMD Swat Teams and Bomb Teams attended a joint training session in Des Moines in the spring of 2011. Sioux City hosted an exercise involving the Civil Support Team and members from six of the Seven WMD HazMat teams. 2. Take advantage of free Center for Domestic Preparedness training in Bechtel, Nevada for WMD and Radiation training and utilize grant monies to pay for back-fill. Members of the Sioux City Fire Rescue HazMat team have continued to receive specialized education from Anniston AL, Bechtel, NV, and Pueblo, CO. 3. Complete HazMat training props and training area at EPC. The rail tank car and ammonia nurse tank are in place along with the drilling tanker. The graffiti on the rail car has been painted over.

FY2013 GOALS: 1. Continue to work with the State Homeland Security, Iowa Hazardous Materials Task Force, and the 71st Civil Support Team to develop and deliver a State-wide WMD training course and operational protocols for the WMD teams in Iowa. 2. Take advantage of free Center for Domestic Preparedness training in Bechtel, NV, Anniston, AL and Pueblo, CO WMD Chemical, for WMD Radiation, and transportation response training and utilize grant monies to pay for back-fill.

210 Sioux City Fire Department Performance Measures Hazardous Materials Emergency Response

To provide a highly trained, well-equipped Hazardous Materials Emergency Response Mission: with the ability to respond effectively to HazMat emergencies within the City or region.

Service Demand Indicators: The City of Sioux City and all contracted area counties and districts participating in the hazardous materials emergency response program. Fiscal Year: 2011 Month: June 2011 FY FY EFFECTIVENESS INDICATORS MO. YTD 2010 2009

Response to Hazardous # of responses to hazardous materials incidents within the City 0 1 5 3 Materials Incidents # of motor vehicle hazardous waste incidents within the City 7 84 106 124 # of responses to hazardous materials incidents in member districts 0 1 3 1

% of emergency response operations that were handled safely 100 % 100 % 100 % 100 % and satisfactorily

FY FY OUTCOMES INDICATORS MO. YTD 2008 2007 # of hours of HazMat training conducted to meet Response capability 67 527.75 470.5 581.75 enhanced because incidents 2 22 21 27 can be handled by higher competency requirements of OSHA 1910.120 and trained, better equipped, and 24 553 546 438 experienced emergency NFPA 472 0 1 7 4 personnel 0 2 4 1 # of educational and mutual training exercises 0 4 2 4

Note: Data is based on fiscal year period

211 FIRE HAZARDOUS MATERIAL 4006 & 4016

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Public Safety Fees 199,371$ 197,146$ 199,616$ 248,616$ 49,000$ 24.5% A) Contributions 5,000 2,954 - - - 0.0% Refunds and Reimbursements 2,433 10,791 5,500 4,086 (1,414) (25.7%) B) Total Revenue 206,804 210,891 205,116 252,702 47,586 23.2%

Employee Compensation 101,777 107,431 107,988 108,534 546 0.5% General Services 20,676 21,974 21,550 22,000 450 2.1% Services Related to Property 44,928 37,997 34,388 37,027 2,639 7.7% C) General Supplies 19,255 23,829 27,700 19,485 (8,215) (29.7%) D) Utilities 2,616 3,394 2,890 3,400 510 17.6% E) Inventory Supplies 984 2,283 3,000 2,200 (800) (26.7%) F) Total Expenditures 190,236 196,908 197,516 192,646 (4,870) (2.5%)

Net (Revenues less Expenditures) 16,568$ 13,983$ 7,600$ 60,056$ 52,456$ 690.2%

Notes: A) Public Safety Fees decreased $1,000 for hazardous material clean-up based on history. Tier II fees increased $50,000 to charge for inspections of facilities that have not previously been billed out per budget wrap up discussion. B) Refunds and Reimbursements decreased $1,414 for all other refunds, based on prior year collections. C) Equipment repair and maintenance increased $2,939 based on prior year history. D) Operating equipment decreased $8,000 based on prior year history. E) Utilities increased $510 for fuel and oil - CMG billed due to anticipated price increases. F) Motor vehicle supplies decreased $800 based on prior year history.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

212 FIRE URBAN SEARCH AND RESCUE 4007 & 4017

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants 76,933$ 156,235$ 174,851$ 174,851$ $ - 0.0% Contributions - 300 - - - 0.0% Refunds and Reimbursements - 22,495 - - - 0.0% Total Revenue 76,933 179,030 174,851 174,851 - 0.0%

Employee Compensation 47,631 71,928 27,317 27,847 530 1.9% General Services 532 8,027 1,000 7,500 6,500 650.0% A) Services Related to Property 7,998 2,522 - - - 0.0% General Supplies 71,312 62,169 4,275 4,480 205 4.8% Utilities 1,106 - 866 866 - 0.0% Total Expenditures 128,579 144,646 33,458 40,693 7,235 21.6%

Net (Revenues less Expenditures) $ (51,646) 34,384$ 141,393$ 134,158$ $ (7,235) (5.1%)

Notes: A) General Services increased $5,500 for City print shop for printing and binding of Learn Not to Burn program books and $1,000 for City business based on history.

Personnel Complement (in Full Time Equivalents)

FY09 FY10 FY11 FY12 FY13 Difference Full Time

Assistant Fire Chief 1.00 1.00 1.00 - - - Clerk ------

Total FTE 1.00 1.00 1.00 - - -

213 FIRE EMERGENCY MANAGEMENT 4008 & 4018

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Capital Grants $ - 1,400$ $ - $ - $ - 0.0% Miscellaneous - 200 - - - 0.0% Total Revenue - 1,600 - - - 0.0%

Employee Compensation $ - 36$ 1,500$ 1,500$ $ - 0.0% General Services 1,199 1,002 1,100 1,550 450 40.9% A) Services Related to Property 200 - 500 500 - 0.0% General Supplies 3,893 9,877 6,450 10,350 3,900 60.5% B) Total Expenditures 5,292 10,915 9,550 13,900 4,350 45.5%

Net (Revenues less Expenditures) $ (5,292) $ (9,315) $ (9,550) $ (13,900) $ (4,350) 45.5%

Notes: A) General Services increased $450 for communication - line charges. FY2013 is the first year for the line to be budgeted. B) General Supplies, office supplies - outside increased $2,500, operating equipment decreased $500, and safety equipment increased $1,900 all based on anticipated needs for FY2013.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

214 FIRE EMERGENCY MEDICAL SYSTEM 4009

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Capital Grants 2,500$ $ - $ - $ - $ - 0.0% Refunds and Reimbursements 940 1,500 - - - 0.0% Total Revenue 3,440 1,500 - - - 0.0%

Employee Compensation 19,416 16,235 10,000 10,000 - 0.0% General Services 985 1,333 450 1,150 700 155.6% A) Services Related to Property 2,887 3,310 6,000 4,000 (2,000) (33.3%) B) General Supplies 16,841 26,788 11,800 16,790 4,990 42.3% C) Total Expenditures 40,129 47,666 28,250 31,940 3,690 13.1%

Net (Revenues less Expenditures) $ (36,689) $ (46,166) $ (28,250) $ (31,940) $ (3,690) 13.1%

Notes: A) General Services increased $650 for printing City print shop and $50 City business based on history. B) Maintenance for machinery and equipment decreased $2,000 based on prior year history. C) General Supplies increase is attributed to $2,000 operating supplies based on history and $3,000 operating equipment for the purchase of a defibrillator for paramedic engine company.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

215 FIRE STATION MAINTENANCE AND SUPPLIES 4010

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

General Services $ - 43$ $ - $ - $ - 0.0% Services Related to Property $ - 31,617$ 43,000$ 33,000$ $ (10,000) (23.3%) A) General Supplies - 5,195 4,300 3,900 (400) (9.3%) B) Total Expenditures - 36,855 47,300 36,900 (10,400) (22.0%)

Net (Revenues less Expenditures) $ - $ (36,855) $ (47,300) $ (36,900) 10,400$ (22.0%)

Notes: A) Services related to property decreased $10,000 based on prior year history. B) Data processing supplies decreased $400 based on prior history.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

216 AMBULANCE CONTRACT 4051

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Services Related to Property $ - $ - $ - 118,316$ 118,316$ 100.0% A) Miscellaneous $ - $ - $ - 180,000$ 118,316$ 100.0% B) Total Expenditures - - - 298,316 298,316 100.0%

Net (Revenues less Expenditures) $ - $ - $ - $ (298,316) $ (298,316) 100.0%

Notes: A) CMG lease charges increased $118,316, due to FY2013 being the first year this line was budgeted. B) The new SPI contract limits the maximum ambulance subsidy at $180,000 per year.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

217

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

218

Human Resources Department Organizational Chart

Human Resources Director

Part-Time Human Part-Time Administrative Administrative Resources Administrative Assistant Secretary Specialist Secretary (Benefits)

219 HUMAN RESOURCES

MISSION STATEMENT: To serve the Citizens of Sioux City by developing policies, programs and services to attract, motivate and retain a highly qualified, diverse and competent workforce in the most effective and respectful manner possible, consistent with local, state and federal laws.

SERVICES: We provide services to the City of Sioux City including, but not limited to, the areas of recruitment and selection; benefits; organizational training and development; civil service administration; employee and labor relations; salary administration and legal compliance.

RESOURCES: The department is funded by a variety of sources. Most activities are funded in part with property tax revenues.

FY2012 GOALS AND PROGRESS:

1. Maintain compliance with health care reform act and communicate changes with employees prior to effective date. As deadlines were identified, actions were taken. Dependent coverage was addressed during open enrollment and information placed in the newsletter. 2. Focus on maintaining accurate OSHA logs, ensure reporting only recordable injuries. A workshop was held and an extensive review of the OSHA logs was conducted. 3. Provide articles to Employee Scene to keep communication lines open. Articles pertaining to employee benefits and safety were placed in the Employee Scene.

FY2013 GOALS: 1. Negotiate competitive contracts with six labor agreements. 2. Engage employees in reviewing and updating benefits plan. 3. Collaborate with departments needing improvement on the following safety programs to ensure compliance: Lockout/Tagout, MSDS and Emergency and Evacuation Procedures.

PERFORMANCE MEASURES: 1. The length of time to fill positions from time of request to completion of eligibility list and customer satisfaction with hiring process. 2. Number of employees completing exit interviews in conjunction with leaving the organization. 3. Number of grievances by bargaining unit. 4. Civil Service Testing-open positions and corresponding number of tests given and applicants for testing.

220 Human Resources FY2013 Performance Measures

Grievances

12

10

8 FY 07 6 FY 08

4 FY09 FY 10 2 FY 11 0 FY12 AFSCME Transit Fire PATS

Open positions by month

400 350 300 2006 250 2007 200 150 2008 100 2009 50 2010 0 2011

221 Civil Service Tests

10 9 8 7 2006 6 2007 5 4 2008 3 2 2009 1 2010 0 2011

Hires by month

180 160 140 2006 120 100 2007 80 2008 60 40 2009 20 2010 0 2011

Separations by month

160 140 120 2006 100 2007 80 60 2008 40 2009 20 2010 0 2011

222 HUMAN RESOURCES SUMMARY

FY12 FY13 Approved Approved FY10 Actual FY11 Actual Budget Budget $ Change % Change REVENUES: Contributions 500$ 500$ $ - $ - $ - Refunds and Reimbursements 9,518 8,709 6,900 5,300 (1,600) 0.0% A) Total Revenue 10,018 9,209 6,900 5,300 (1,600) (23.2%)

EXPENDITURES: Administration 288,101 241,525 273,006 333,775 60,769 22.3% B) Safety 205,825 204,829 222,617 213,074 (9,543) (4.3%) C) Total Expenditures 493,926 446,354 495,623 546,849 51,226 10.3%

Net (Revenues less Expenditures) (483,908) (437,145) (488,723) (541,549) (52,826) 10.8%

Additional Resources Needed Allocation to Other Funds 403,341 313,729 338,814 387,257 48,443 14.3% Property Taxes 80,567 173,544 149,909 154,292 4,383 2.9% Total Additional Resources 483,908$ 487,273$ 488,723$ 541,549$ 52,826$ 10.8% Notes: A) Wellness screenings revenue decreased $1,600 due to less employee involvement. City pays Mercy Business Health and employees reimburse the City. B) Employee compensation decreased $2,602 due to the decrease in overtime and changes to employee allocations. Payroll related expenditures decreased reflecting the above allocation change. Workers' compensation insurance premium decreased $140 based on City-wide claims history. Iowa Public Employees' Retirement System increased $387 due to a .6% increase in the State mandated City contribution percentage from 8.07% to 8.67%. Professional services increased $60,000 due to labor negotiations to begin in FY2013. Printing increased $2,800 due to cost increases to print job announcements and to print union contracts. Conventions increased $1,000 for staff to attend conventions. General liability insurance premiums increased $166 due to City-wide claims experience. Color print laser printer decreased $360 since the printer was placed on Economic Development's budget and offsite rental fees for Civil Service testing decreased $750. Equipment repair decreased $293 based on prior year history. Office supplies increased $949 based on anticipated needs. Memberships decreased $110 based on Council action. C) Wellness screenings revenue decreased $1,600 due to less employee involvement. City pays Mercy Business Health and employees reimburse the City. Workers' compensation insurance premiums decreased $273 due to City-wide claims experience. Iowa Public Employees' Retirement System increased $231 due to a State mandated .6% increase in the City contribution percentage from 8.07% to 8.67%. Drug testing decreased $3,552 due to less random testing, Employee Assistance Program decreased $1,709 due to less employee involvement and City's reimbursement for employee yoga classes decreased $1,600 due to less employee involvement. Employees reimburse the City for yoga classes.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Human Resources Director 1.00 1.00 1.00 1.00 1.00 - Human Resources Specialist 1.00 1.00 1.00 1.00 1.00 -

Part Time Administrative Secretary 1.63 1.63 1.63 1.53 1.53 -

Total FTE 4.63 4.63 4.63 4.53 4.53 -

223 ADMINISTRATION 0601

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 201$ $ - $ - $ - $ - 0.0% Total Revenue 201 - - - - 0.0%

Employee Compensation 201,018 205,541 230,147 226,939 (3,208) (1.4%) A) General Services 78,555 26,563 31,244 95,785 64,541 206.6% B) Services Related to Property 4,826 3,791 5,809 4,406 (1,403) (24.2%) C) Supplies 3,702 5,630 5,806 6,645 839 14.5% D) Total Expenditures 288,101 241,525 273,006 333,775 60,769 22.3%

Net (Revenues less Expenditures) $ (287,900) $ (241,525) $ (273,006) $ (333,775) $ (60,769) 22.3%

Notes: A) Employee compensation decreased $2,602 due to the decrease in overtime for Police/Fire vacancies and employee allocations. Payroll related expenditures decreased $556 due to a decrease in salaries. Workers' compensation insurance premium decreased $140 based on City-wide claims history. Iowa Public Employees' Retirement System increased $387 due to a .6% increase in the State mandated City contribution percentage from 8.07% to 8.67%. Deferred compensation decreased $255 due to a decrease in salary estimates. B) Professional services increased $60,000 due to labor negotiations for expired contrasts at the end of FY2013. Printing increased $2,800 due to cost increases to print job announcements and to print union contracts. Conventions increased $1,000 for staff to attend conventions. General liability insurance premium increased $166 due to City-wide claims experience. C) Color print laser printer decreased $360 since the printer was placed on Economic Development's budget and offsite rental fees for Civil Service testing decreased $750. Equipment repair decreased $293 based on prior year history. D) Office supplies increased $949 based on anticipated needs. Membership dues decreased $110 based on Council action.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Human Resources Director 1.00 1.00 1.00 1.00 1.00 - Human Resources Specialist 1.00 1.00 1.00 1.00 1.00 -

Part Time Administrative Secretary 1.63 1.63 1.63 1.53 1.53 -

Total FTE 4.63 4.63 4.63 4.53 4.53 -

224 SAFETY 0620

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Contributions 500$ 500$ $ - $ - $ - Refunds and Reimbursements 9,317 8,709 6,900 5,300 (1,600) 0.0% A) Total Revenue 9,817 9,209 6,900 5,300 (1,600) (23.2%)

Employee Compensation 148,732 156,399 173,826 171,025 (2,801) (1.6%) B) General Services 54,724 48,079 45,321 38,579 (6,742) (14.9%) C) Services Related to Property 175 132 1,800 1,800 - 0.0% Supplies 2,194 219 1,670 1,670 - 0.0% Total Expenditures 205,825 204,829 222,617 213,074 (9,543) (4.3%)

Net (Revenues less Expenditures) $ (196,008) $ (195,620) $ (215,717) $ (207,774) 7,943$ (3.7%)

Notes: A) Wellness screenings revenue decreased $1,600 due to less employee involvement. City pays Mercy Business Health and employees reimburse the City. B) Employee compensation and payroll related expenses decreased $2,051 due to employee allocations. Workers' compensation insurance premiums decreased $273 due to prior claims aging. Payroll related expenditures decreased $410 due to employee allocations. Iowa Public Employees' Retirement System increased $231 due to a State mandated .6% increase in the City contribution percentage from 8.07% to 8.67%. Deferred compensation, group disability insurance, and employer life insurance decreased $255, $30, and $13, all due to employee allocations. C) Drug testing decreased $3,552 due to less random testing, Employee Assistance Program decreased $1,709 due to less employee involvement and City's reimbursement for employee yoga classes decreased $1,600 due to less employee involvement. Employees reimburse the City for yoga classes.

Personnel Complement

No positions are assigned to this division

225

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

226 Sioux City Human Rights Commission

Human Rights Commission

Executive Director

Human Rights Secretary Investigator

227 HUMAN RIGHTS

MISSION STATEMENT: To ensure a fair and equitable community for all.

SERVICES: The Commission (SCHRC) investigates discrimination complaints in housing, employment, public accommodations, education and credit. The SCHRC also sponsors educational programming in an effort to minimize and eliminate discrimination.

RESOURCES: These services are funded by the general fund of the City and contracts with the Department of Housing and Urban Development (HUD) and the Iowa Civil Rights Commission (ICRC). HUD reimburses the SCHRC for work previously performed and also provides us with additional funds for administrative costs and training. The ICRC also reimburses the SCHRC for work previously performed. For FY2013 we anticipate receiving approximately $32,000 from HUD and $3,000 from the ICRC.

FY2012 GOALS AND PROGRESS:

1. The Human Rights Commission will hold five community events to educate the community, to identify leaders, and to listen to various minority groups. (Met) a. Disability Forum (July 14, 2010) b. ADA Celebration (July 20, 2010) c. Bullied in Siouxland (October 27, 2010) d. Students Promoting Equality Workshop (November 23, 2010) e. Universal Human Rights Day (December 10, 2009) f. Martin Luther King Jr. Art Project (January 2011) g. Faces of Siouxland Multi-Cultural Fair (March 27, 2011 and May 1, 2011) h. Tenant Education Workshop (April 20, 2011) i. Landlord/Property Manager Workshop (May 5, 2011) j. Juneteenth Celebration (June 18, 2010)

2. The Human Rights Commission will issue a finding within 180 days in 60% of cases filed in FY2011. (Met 61%)

FY2013 Goals:

1. The Human Rights Commission will hold five community events to educate the community, to identify leaders, and to listen to various minority groups.

2. The Human Rights Commission will issue a finding within 180 days in 60% of cases filed in FY2012.

PERFORMANCE MEASURES:

FY2009 FY2010 FY2011 New cases 72 59 46 Cases closed 51 81 54 Total cases carried over 62 40 32

228 HUMAN RIGHTS

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 34,585$ 51,003$ 47,160$ 32,000$ (15,160)$ (32.1%) A) Miscellaneous 535 3,700 1,000 3,000 2,000 200.0% B) Contributions 4,480 10,900 - - - 0.0% Refunds and Reimbursements 19,143 152 - - - 0.0% Total Revenue 58,743 65,755 48,160 35,000 (13,160) (27.3%)

Employee Compensation 181,602 151,854 167,288 169,593 2,305 1.4% C) General Services 33,855 23,886 35,035 26,488 (8,547) (24.4%) D) Services Related to Property 2,654 2,076 1,968 1,968 - 0.0% Miscellaneous 11,000 - - - - 0.0% General Supplies 3,521 1,308 3,650 3,610 (40) (1.1%) Total Expenditures 232,632 179,124 207,941 201,659 (6,282) (3.0%)

Net (Revenues less Expenditures) (173,889) (113,369) (159,781) (166,659) (6,878) 4.3%

Additional Resources Needed Property Taxes 173,889 113,369 159,781 166,659 6,878 4.3% Total Additional Resources 173,889$ 113,369$ 159,781$ 166,659$ 6,878$ 4.3%

Notes: A) Federal Operating Grant revenue from the Housing and Urban Development (HUD) program is expected to decrease $15,160. This amount is based on completing 10 cases. B) Reimbursements from the Iowa Civil Rights Commission increased $2,000 based on history. C) Payroll expenses increased due to salary adjustments. Iowa Public Employees Retirement System also increased due to a State mandated .6% increase in the City's share. D) Professional services decreased $4,477 as the program for Volunteers in Service to America (VISTA) workers was ended in FY2011. Professional services also decreased $5,250 and non-employee travel decreased $1,000 due to budget reductions. General liability insurance premiums increased $2,180 based on City-wide claims experience.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Human Rights Director 1.00 1.00 1.00 1.00 1.00 - Human Rights Housing Coordinator 1.00 1.00 - - - - Human Rights Investigator - - 1.00 - - - Part Time Human Rights Investigator - - - 0.80 0.80 - Secretary 0.80 0.80 0.80 0.80 0.80 - Total FTE 2.80 2.80 2.80 2.60 2.60 -

229

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

230

Legal Organizational Chart

City Attorney

Assistant Assistant Assistant Risk Manager City Attorney City Attorney City Attorney

Administrative Administrative Assistant Secretary

231 LEGAL

MISSION STATEMENT: To provide a full range of legal services to the City of Sioux City and its management in order to promote the City’s legal interests and protect the City from adverse legal proceedings.

SERVICES: The Legal Department provides legal and risk management services to the City Council and all departments of the City. The Legal Department also responds to citizens’ requests for information.

RESOURCES: The Legal Department is funded with General Fund and Tort Fund.

FY2012 GOALS: 1. Proactively amend the Municipal Code to address the continuing needs of the City. Code sections are reviewed and where necessary brought to the Council for updating. 2. The City Legal department will actively seek out and pursue potential claims. Claims by the City against others have been pursued and damages recovered. 3. The City Legal department will actively seek resolution to all claims against the City. Claim resolution has been successful in over 90% of the cases. 4. The City Legal department will follow changes to the law and help the City adapt proactively. The legal department monitors federal and state legislatures to assure we are up to date. 5. The City Legal department will act professionally towards citizens, colleagues, the Courts and fellow staff. We have maintained the highest degree of integrity in dealing with others. FY2013 GOALS: 1. Plan for a smooth transition of risk management functions. 2. Resolve 90% of all minor claims against the City. 3. Train and plan for the implementation of the Electronic Document Management System in Woodbury County District Court. 4. Implement the “Bates” stamp filing system for all litigation files.

PERFORMANCE MEASURES:

Performance Report Fiscal Year 2011 City Misdemeanor Prosecutions

45 50 46 45 42 41 45 40 41 37 38 38 38 40 36 35 30 Convictions 25 18 Acquittals 14 20 14 14 11 12 11 11 12 15 9 9 10 10 5 0

Current Conviction Rate: 77.06% (487/632)

232 LEGAL

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Contributions 200$ 160$ 260$ 260$ $ - 0.0% Refunds and Reimbursements 1,061 2,074 - - - 0.0% Total Revenue 1,261 2,234 260 260 - 0.0%

Employee Compensation 667,000 680,318 711,527 684,990 (26,537) (3.7%) A) General Services 39,980 52,380 36,484 50,053 13,569 37.2% B) Services Related to Property 7,478 7,120 7,569 8,222 653 8.6% C) General Supplies 19,468 19,479 13,100 20,000 6,900 52.7% D) Utilities 908 1,266 1,194 1,905 711 59.5% E) Total Expenditures 734,834 760,563 769,874 765,170 (4,704) (0.6%)

Net (Revenues less Expenditures) (733,573) (758,329) (769,614) (764,910) 4,704 (0.6%)

Additional Resources Needed Allocation to Other Funds 89,221 93,874 81,447 68,887 (12,560) (15.4%) Property Taxes 261,288 271,529 272,884 310,622 37,738 13.8% Comprehensive Insurance 383,064 392,926 415,283 385,401 (29,882) (7.2%) Total Additional Resources 733,573$ 758,329$ 769,614$ 764,910$ $ (4,704) (0.6%)

Notes: A) Salaries decreased $47,231 due to employee turnover. Payroll related expenses decreased $2,075 due to salaries decrease. Iowa Public Employees' Retirement System decreased $1,014 due to salaries decreasing. Workers' compensation insurance premiums decreased $1,505 due to City-wide decrease. Education and training increased $1,000 based on FY2010 actual expense. Group health insurance premiums increased $5,464 based on employee elections. Deferred compensation - City match increased $1,872 based on employee elections. Cell phone allowance increased $965 based on prior history and anticipated usage. B) Professional services increased $10,000 for outside legal counsel and expenses. City business increased $1,000 based on prior year history. Conventions increased $2,000 based on past expenditure history. Convention expense allows City Attorney to attend International Municipal Lawyers Association annual meeting in Austin, TX. General liability insurance premiums increased $474 based on claims history. C) Computer lease charges from Central Maintenance Garage (CMG) increased $348 and CMG auto repair and maintenance increased $305 based on history. D) Office supplies increased $200, memberships increased $1,000, based on prior years history. Memberships include Iowa Bar Association, Woodbury County Bar Association, American Bar Association, and International Municipal Lawyers Association. Publications, which allows electronic access to case updates and law newsletters, increased $5,500 based on FY2011 expenses. Data processing increased $200 to account for maintenance on two laptops. E) Fuel and oil increased $711 based on history.

233 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Assistant City Attorney I 1.00 1.00 1.00 1.00 1.00 - Assistant City Attorney II 2.00 2.00 2.00 2.00 2.00 - City Attorney 1.00 1.00 1.00 1.00 1.00 - Risk Manager 1.00 1.00 1.00 1.00 1.00 -

Total FTE 7.00 7.00 7.00 7.00 7.00 -

234 Sioux City Public Library Organizational Chart

City Council

City Manager

Board of Trustees 7 members appointed by Council

Library Director

Graphics & Communications Library Systems Specialist Administrator (half Foundation funded)

Reference and Office/Facilities Technical Services Youth Services Circulation Services Morningside Branch Reader Services Supervisor Manager Manager Manager Supervisor Manager

Library Library Administrative Library Library Librarian Assistant Secretary Service Assistant Specialist Service (.75) (.5) Associate (2.62) (2.0) Associate (2.5) (5.25) Facilities Library Maintenance Reference Page Service Worker Librarian (2.2) Associate (3.5) (1.0) (1.5) Library Library Service Page Assistant Associate @ (.55) (1.5) Perry Creek Branch (1.2)

235

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

236 LIBRARY

MISSION STATEMENT: The Sioux City Public Library connects people and ideas to empower and enrich our community. This supports the City’s quality of life goal to position Sioux City as a preferred community.

SERVICES: The Library builds collections and offers connections that provide equal access to information and leisure reading, listening, and viewing resources. The Library’s services begin by developing early literacy skills in young children, and continue to help residents of all ages find learning and recreational printed/recorded resources to enrich their lives.

RESOURCES: Library services are primarily funded with property tax revenues. Library-generated revenues come from fees charged to out-of-state borrowers, State of Iowa resource-sharing programs, and fees assessed for overdue or damaged materials.

FY2012 GOALS AND PROGRESS: Sioux City Public Library will: 1. Enrich the lives of Sioux Cityans by developing relevant lending collections to maintain an annual per capita borrowing rate of 7.0 with the reduced hours open and a reduced materials budget implemented July 2011. • For the fiscal year ending June 30, 2011, the Library’s per capita borrowing rate was 6.8, compared to 7.0 in 2010. 2. Develop infrastructure, select content, and train staff to serve patrons in a wired world. • Introduced e-book downloads in December 2010 as part of the western Iowa library consortium, and continued to offer downloadable audio-books. • Hosted a training event (using the Aalfs Library wireless network) for the Iowa Child Care Provider Registry on August 25, 2011, supporting day care providers in new e-government requirements. 3. Maintain learning partnership activities and seek purposeful new opportunities using existing staff. • Held train-the-trainer sessions with John Morrell Transition Center staff and deposited a collection of Spanish and/or bi-lingual children’s books at the Center. • Generations Online peer training for seniors to use the Internet, in partnership with Community Action Agency of Siouxland, added classes at The Wilbur Aalfs (Main) Library in addition to those offered at the Morningside Branch Library. 4. Offer safe, welcoming library environments with a goal to secure funding for The Wilbur Aalfs (Main) Library refurbishing, and begin construction by December 2011. • Completed design for The Wilbur Aalfs (Main) Library renovation and awarded contracts in June 2011; construction started in September 2011. 5. Track library visits, checkouts, computer and database use, and program participation, and submit performance measures to the State Library of Iowa and International City/County Management Association (ICMA) by established deadlines. Submit annual report to Council in September 2011. • Completed September 2011.

FY2013 GOALS 1. Enrich the lives of Sioux Cityans by developing relevant lending collections; maintain an annual per capita borrowing rate of 7.0 even with the reduced hours open and a reduced materials budget implemented July 2011. 2. Upgrade infrastructure, select content, and train staff to serve patrons electronically, introducing a self-check option in the renovated Wilbur Aalfs (Main) Library. 3. Pursue purposeful learning partnership opportunities using existing staff. 4. Offer safe, welcoming, up-to-date library environments where residents can use and borrow learning and leisure resources. 5. Track library visits, checkouts, computer and database use, and program participation, and submit performance measures to the State Library of Iowa and International City/County Management Association (ICMA) by established deadlines. Submit annual report to Council in September 2012.

237 LIBRARY SUMMARY

FY12 FY13 Approved Approved FY10 Actual FY11 Actual Budget Budget $ Change % Change REVENUES: Fines and Violations 46,860$ 40,682$ 49,902$ 49,000$ (902)$ (1.8%) A) Other Fees 3,685 3,795 3,809 3,740 (69) (1.8%) State Governmental Operating Grants 19,818 15,779 - - - 0.0% State Shared Revenues 28,915 23,060 - - - 0.0% Rentals and Leases 11,942 11,576 12,064 5,808 (6,256) (51.9%) B) Concessions and Commissions 74 211 74 109 35 47.3% Contributions 118,039 109,669 23,062 23,062 - 0.0% Refunds and Reimbursements 4,195 4,524 5,020 1,830 (3,190) (63.5%) C) Total Revenue 233,528 209,296 93,931 83,549 (10,382) (11.1%)

EXPENDITURES: Administration 295,265 295,610 312,326 301,274 (11,052) (3.5%) D) Technical Services 336,199 317,780 380,226 383,336 3,110 0.8% E) Wilbur Aalfs Library 1,491,844 1,466,675 1,527,026 1,492,844 (34,182) (2.2%) F) Perry Creek Library 122,038 131,471 - 141,484 141,484 100.0% G) Morningside Library 316,644 315,584 327,962 337,014 9,052 2.8% H) Library Endowments 104,901 76,411 41,936 41,463 (473) (1.1%) I) Wilbur Aalfs Parking Lot 3,376 1,410 2,533 2,563 30 1.2% Morningside Library Lot 3,882 3,062 1,478 3,347 1,869 126.5% J) Skyway 12,609 15,786 11,208 15,861 4,653 41.5% K) Total Expenditures 2,686,758 2,623,789 2,604,695 2,719,186 114,491 4.4%

Net (Revenues less Expenditures) (2,453,230) (2,414,493) (2,510,764) (2,635,637) (124,873) 5.0%

Additional Resources Needed Parking System 7,258 4,472 4,011 5,910 1,899 47.3% Library Restricted (35,281) (45,802) 41,936 41,463 (473) (1.1%) Property Taxes 2,481,253 2,455,823 2,454,817 2,588,264 133,447 5.4% Total Additional Resources Needed 2,453,230$ 2,414,493$ 2,500,764$ 2,635,637$ 134,873$ 5.4%

**In FY 2012, the Perry Creek Library budget was not included in the Approved Budget, but was added at a later date, per Council Action, $92,402.

Notes: A) Overdue book fines decreased $902 based on history. B) Iowa Library Services agreement decreased $5,939 based on 2011 Legislative action. Internet use charges expected to decrease $317 based on history. C) Friends of Library reimbursement decreased $3,260 based on projected revenues. D) Salaries decreased $10,787 based on employee turnover. Related payroll costs decreased $287 due to salaries decreasing. Iowa Public Employees' Retirement System increased $985 due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Workers' compensation premiums decreased $504 due to City-wide aging of past claims. Postage and shipping decreased $566 based on history. City business decreased $393 based on history. General liability premiums increased $269 based on City-wide claims history. Central Maintenance Garage lease charges increased $861 based on history. Maintenance machinery and equipment and CMG equipment repair and maintenance decreased $47 and $80, respectively, based on history. Data processing supplies and office supplies decreased $221 and $97 based on history. Memberships decreased $280 based on Council action.

238

E) Equipment maintenance decreased $4,158 based on history. Software maintenance increased $2,101 based on most recent software license agreements. Operating supplies increased $4,116 based on history. Catalog record decreased $245 based on history. F) Regular salaries decreased $12,809 based on contractual requirements and reducing part-time personnel by .87 full-time equivalent, due to Council action. Payroll related costs decreased $1,809 based on employee flexible spending elections. Iowa Public Employees' Retirement System increased $4,016 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Workers' compensation premium decreased $14,933 based on City-wide claims history. Clothing allowance increased $625 based on history. Group health insurance premiums increased $8,128 based on employee elections. Deferred compensation-City match and dental premiums decreased $353 and $614, respectively, based on employee elections. CMG lease charges decreased $737 based on estimated service calls. Software maintenance increased $5,119 based on upcoming software maintenance agreements. Maintenance buildings/grounds decreased $7,680 based on history. Electric maintenance charges increased $200 based on estimated charges. Equipment repair and maintenance increased $247 based on history. Copies and outside office supplies decreased $190 and $337, respectively, based on history. Operating supplies and small tools/instruments increased $479 and $556, respectively, based on history. Computers and related equipment increased $1,568 based on estimate for main computer and network equipment. Memberships decreased $795 based on Council action. Gas utilities decreased $371 by estimating costs and electric utility increased $9,063 by estimating costs. Fuel and oil decreased $576. Adult library books increased $9,069 based on history for purchases of general collection and reference books. The adult library books increase is net of Council budget reduction. Juvenile library books decreased $1,658 due to Council action. Continuations decreased $23,953 to reflect current trends, audio/visual effects increased $1,298 to reflect current trends, and electronic books/periodicals increased $2,890 to include reference books. Reference books decreased $10,920 because these materials were included in adult library books and electronic book/periodicals. G) Adjusted FY2012 budget amount is $74,501, which results in a variance of $1,346 from FY2012 to FY2013. Salaries increased $1,222 due to contractual obligations. Iowa Public Employees' Retirement System increased $485 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Payroll related costs increased $185 based on salaries increases. Clothing allowance decreased $700 based on history. Workers' compensation increased $371 based on City-wide aging of claims. Education and training decreased $150 based on history. Adjusted FY2012 budget amount is $6,267, which results in a variance of ($327) from FY0212 to FY2013. Postage and shipping decreased $855 based on history. Property/building content insurance premiums and general liability insurance increased $164 and $363, respectively, based on City-wide claims history. Adjusted FY2012 budget amount is $29,396, which is consistent with FY2013 budget amount. Adjusted FY2012 budget amount is $2,168 which results in a variance of ($634) from FY2012 to FY2013. Office supplies decreased $403 based on history. Operating supplies decreased $231 based on history. Adjusted FY2012 budget amount was $30,485, which is consistent with FY2013 budget amount net of Council budget reductions. H) Salaries increased $2,855 due to contractual obligations, payroll related costs increased $191 and $231, respectively, due to the salaries increase, and workers' compensation premiums decreased $337 based on City-wide aging of claims. Iowa Public Employees' Retirement System increased $1,181 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Communication-line charge increased $3,452 due to additional internet connections. Property/building content insurance premiums decreased $132 and general liability insurance premiums increased $227 based on City-wide prior year claims. Software maintenance increased $408 based on prior year history and maintenance buildings/grounds increased $316 due to costs of maintaining an aging building. Electric utilities increased based on anticipated pricing. Adult library books decreased $4588 based on current trends and Council budget reduction, juvenile library books decreased $1,664 to reflect current trends and Council budget reduction, adult visual effects increased $367 to reflect current trends, reference books decreased $500 since costs will be recorded in adult library books and electronic books, and electronic books increased $1,445 to reflect current trends and to record reference books. I) Employee compensation decreased $488 due to employee allocations, payroll related costs decreased $193 due to salaries decrease and workers' compensation premiums decreased $69 based on City-wide aging of claims. General liability insurance increased $37 based on prior year City-wide claims. J) Maintenance of buildings and grounds increased $1,629 based on FY2011 actual expense. K) Maintenance of buildings and grounds increased $4,653 based on FY2011 actual expense.

239 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Librarian 4.00 4.00 4.00 4.00 4.00 - Facilities Maintenance Worker 3.00 3.00 3.00 3.00 3.00 - Lead Library Services Associate 2.00 2.00 2.00 2.00 2.00 - Librarian 3.00 2.00 2.00 2.00 2.00 - Library Branch Supervisor 1.00 1.00 1.00 1.00 1.00 - Library Assistant 2.00 2.00 2.00 2.00 2.00 - Library Director 1.00 1.00 1.00 1.00 1.00 - Library Graphics and Comm Specialist 1.00 1.00 1.00 1.00 1.00 - Library Office/Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 - Library Services Associate 4.00 4.00 4.00 4.00 4.00 - Library Systems Administrator 1.00 1.00 1.00 1.00 1.00 - Reference Librarian 1.00 1.00 1.00 1.00 1.00 -

Part Time Facilities Maintenance Worker 0.50 0.50 0.50 - - - Library Administration Secretary I 0.50 0.50 0.50 0.50 0.50 - Library Assistant 3.51 3.51 2.76 2.76 2.52 (0.24) Library Page 3.25 3.25 3.25 2.95 2.45 (0.50) Library Services Associate 4.71 4.71 4.46 3.26 3.01 (0.25)

Total FTE 36.47 35.47 34.47 32.47 31.48 (0.99)

240 ADMINISTRATION 8301

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Fines and Violations 46,860$ 40,682$ 49,902$ 49,000$ $ (902) (1.8%) A) Other Fees 3,685 3,795 3,809 3,740 (69) (1.8%) Rentals and Leases 10,565 10,259 10,687 4,748 (5,939) (55.6%) B) Concessions and Commissions 74 211 74 109 35 47.3% Contributions 26,590 26,295 23,062 23,062 - 0.0% Refunds and Reimbursements 4,195 4,524 5,020 1,830 (3,190) (63.5%) C) Total Revenue 91,969 85,766 92,554 82,489 (10,065) (10.9%)

Employee Compensation 273,585 277,623 291,101 280,540 (10,561) (3.6%) D) General Services 11,796 8,059 9,860 9,221 (639) (6.5%) E) Services Related to Property 5,643 5,125 5,040 5,774 734 14.6% F) Supplies 3,478 3,833 5,182 4,584 (598) (11.5%) G) Utilities 763 970 1,143 1,155 12 1.0% Total Expenditures 295,265 295,610 312,326 301,274 (11,052) (3.5%)

Net (Revenues less Expenditures) $ (203,296) $ (209,844) $ (219,772) $ (218,785) 987$ (0.4%)

Notes: A) Overdue book fines decreased based on history. B) Iowa Library Service Agreement decreased based on 2011 Legislative action. C) Friends of Library reimbursement decreased $3,260 based on projected revenues. D) Salaries decreased $10,787 based on employee turnover. Related payroll costs decreased $287 due to salaries decreasing. Iowa Public Employees' Retirement System increased $985 due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Workers' compensation premiums decreased $504 due to City-wide aging of past claims. E) Postage and shipping decreased $566 based on history. City business decreased $393 based on history. General liability premiums increased $269 based on City-wide claims history. F) Central Maintenance Garage lease charges increased $861 based on history. Maintenance machinery and equipment and CMG equipment repair and maintenance decreased $47 and $80, respectively, based on history. G) Data processing supplies and office supplies decreased $221 and $97 based on history. Memberships decreased $280 based on Council action.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Library Director 1.00 1.00 1.00 1.00 1.00 - Library Graphics and Comm Specialist 1.00 1.00 1.00 1.00 1.00 - Library Office/Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Library Administration Secretary I 0.50 0.50 0.50 0.50 0.50 -

Total FTE 3.50 3.50 3.50 3.50 3.50 -

241 TECHNICAL SERVICES 8302

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 275,176$ 240,679$ 300,872$ 302,113$ 1,241$ 0.4% General Services 5,783 8,177 2,097 2,215 118 5.6% Services Related to Property 27,545 3,665 32,657 30,600 (2,057) (6.3%) A) Supplies 16,940 24,783 21,711 25,764 4,053 18.7% B) Miscellaneous 10,755 40,476 22,889 22,644 (245) (1.1%) C) Total Expenditures 336,199 317,780 380,226 383,336 3,110 0.8%

Net (Revenues less Expenditures) $ (336,199) $ (317,780) $ (380,226) $ (383,336) $ (3,110) 0.8%

Notes: A) Equipment maintenance decreased $4,158 based on history. Software maintenance increased $2,101 based on most recent software license agreements. B) Operating supplies increased $4,116 based on history. C) Catalog record decreased $245 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Librarian 1.00 1.00 1.00 1.00 1.00 - Librarian 1.00 1.00 1.00 1.00 1.00 - Library Services Associate 2.00 2.00 2.00 2.00 2.00 -

Part Time Library Services Associate 0.75 0.75 0.75 0.50 0.50 -

Total FTE 4.75 4.75 4.75 4.50 4.50 -

242 WILBUR AALFS 8303

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases $ 1,377 $ 1,317 $ 1,377 $ 1,060 (317)$ (23.0%) A) Total Revenue 1,377 1,317 1,377 1,060 (317) (23.0%)

Employee Compensation 1,128,040 1,132,441 1,194,327 1,176,652 (17,675) (1.5%) B) General Services 34,606 30,076 22,566 22,768 202 0.9% Services Related to Property 49,311 36,852 50,510 47,659 (2,851) (5.6%) C) Supplies 13,743 18,848 10,600 11,881 1,281 12.1% D) Utilities 43,037 46,086 39,893 48,009 8,116 20.3% E) Inventory Supplies 222,954 202,315 209,055 185,800 (23,255) (11.1%) F) Miscellaneous 153 57 75 75 - 0.0% Total Expenditures 1,491,844 1,466,675 1,527,026 1,492,844 (34,182) (2.2%)

Net (Revenues less Expenditures) $ (1,490,467) $ (1,465,358) $ (1,525,649) $ (1,491,784) 33,865$ (2.2%) Notes: A) Decrease based on internet use charge. B) Regular salaries decreased $12,809 based on contractual requirements and reducing part-time personnel by .87 full-time equivalent, due to Council action. Payroll related costs decreased $1,809 based on employee flexible spending elections. Iowa Public Employees' Retirement System increased $4,016 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Workers' compensation premium decreased $14,933 based on City-wide claims history. Clothing allowance increased $625 based on history. Group health insurance premiums increased $8,128 based on employee elections. Deferred compensation-City match and dental premiums decreased $353 and $614, respectively, based on employee elections. C) CMG lease charges decreased $737 based on estimated service calls. Software maintenance increased $5,119 based on upcoming software maintenance agreements. Maintenance buildings/grounds decreased $7,680 based on history. Electric maintenance charges increased $200 based on estimated charges. Equipment repair and maintenance increased $247 based on history. D) Copies and outside office supplies decreased $190 and $337, respectively, based on history. Operating supplies and small tools/instruments increased $479 and $556, respectively, based on history. Computers and related equipment increased $1,568 based on estimate for main computer and network equipment. Memberships decreased $795 based on Council action. E) Gas utilities decreased $371 by estimating costs and electric utility increased $9,063 by estimating costs. Fuel and oil decreased $576. F) Adult library books increased $9,069 based on history for purchases of general collection and reference books. The adult library books increase is net of Council budget reduction. Juvenile library books decreased $1,658 due to Council action. Continuations decreased $23,953 to reflect current trends, audio/visual effects increased $1,298 to reflect current trends, and electronic books/periodicals increased $2,890 to include reference books. Reference books decreased $10,920 because these materials were included in adult library books and electronic book/periodicals.

243 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Librarian 3.00 3.00 3.00 3.00 3.00 - Facilities Maintenance Worker 3.00 3.00 3.00 3.00 3.00 - Lead Library Services Associate 2.00 2.00 2.00 2.00 2.00 - Librarian 2.00 1.00 1.00 1.00 1.00 - Library Assistant 2.00 2.00 2.00 2.00 2.00 - Library Services Associate 2.00 2.00 2.00 2.00 2.00 - Library Systems Administrator 1.00 1.00 1.00 1.00 1.00 - Reference Librarian 1.00 1.00 1.00 1.00 1.00 - Part Time Library Assistant 2.26 2.26 2.01 2.01 1.89 (0.12) Library Page 2.40 2.40 2.40 2.40 1.90 (0.50) Library Services Associate 1.26 1.26 1.26 1.26 1.01 (0.25)

Total FTE 21.92 20.92 20.67 20.67 19.80 (0.87)

244 PERRY CREEK 8304

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 51,171$ 56,621$ $ - 75,847$ 75,847$ 100.0% A) General Services 6,920 5,706 - 5,940 5,940 100.0% B) Services Related to Property 28,140 29,431 - 29,356 29,356 100.0% C) Supplies 3,634 4,679 - 1,534 1,534 100.0% D) Inventory Supplies 32,173 35,034 - 28,807 28,807 100.0% E) Total Expenditures 122,038 131,471 - 141,484 10,013 7.6%

Net (Revenues less Expenditures) $ (122,038) $ (131,471) $ - $ (141,484) $ (141,484) 100.0%

Notes: FY2012 budget proposed to close Perry Creek branch. Branch subsequently remained opened. An adjusted budget was then prepared. We will resolve variances between years using the adjusted budget amounts which are identified in comments A thru E.

A) Adjusted FY2012 budget amount is $74,501, which results in a variance of $1,346 from FY2012 to FY2013. Salaries increased $1,222 due to contractual obligations. Iowa Public Employees' Retirement System increased $485 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. Payroll related costs increased $185 based on salaries increases. Clothing allowance decreased $700 based on history. Workers' compensation increased $371 based on City-wide aging of claims. Education and training decreased $150 based on history. B) Adjusted FY2012 budget amount is $6,267, which results in a variance of ($327) from FY0212 to FY2013. Postage and shipping decreased $855 based on history. Property/building content insurance premiums and general liability insurance increased $164 and $363, respectively, based on City-wide claims history. C) Adjusted FY2012 budget amount is $29,396, which is consistent with FY2013 budget amount. D) Adjusted FY2012 budget amount is $2,168 which results in a variance of ($634) from FY2012 to FY2013. Office supplies decreased $403 based on history. Operating supplies decreased $231 based on history. E) Adjusted FY2012 budget amount was $30,485, which is consistent with FY2013 budget amount net of Council budget reductions.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Part Time Facilities Maintenance Worker 0.50 0.50 0.50 - 0.50 0.50 Library Page 0.30 0.30 0.30 - 0.30 0.30 Library Services Associate 1.20 1.20 1.20 - 1.20 1.20

Total FTE 2.00 2.00 2.00 - 2.00 0.80

245 MORNINGSIDE 8305

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 202,634$ 210,454$ 218,821$ 224,811$ 5,990$ 2.7% A) General Services 14,710 12,280 11,350 15,160 3,810 33.6% B) Services Related to Property 14,197 10,320 18,197 18,921 724 4.0% C) Supplies 6,745 4,176 4,675 4,606 (69) (1.5%) Utilities 12,640 12,675 9,772 13,309 3,537 36.2% D) Inventory Supplies 65,718 65,679 65,147 60,207 (4,940) (7.6%) E) Total Expenditures 316,644 315,584 327,962 337,014 9,052 2.8%

Net (Revenues less Expenditures) $ (316,644) $ (315,584) $ (327,962) $ (337,014) $ (9,052) 2.8%

Notes: A) Salaries increased $2,855 due to contractual obligations, payroll related costs increased $191 and $231, respectively, due to the salaries increase, and workers' compensation premiums decreased $337 based on City-wide aging of claims. Iowa Public Employees' Retirement System increased $1,181 based on salaries increasing and due to a .6% increase in the State required contribution rate from 8.07% to 8.67%. B) Communication-line charge increased $3,452 due to additional internet connections. Property/building content insurance premiums decreased $132 and general liability insurance premiums increased $227 based on City-wide prior year claims. C) Software maintenance increased $408 based on prior year history and maintenance buildings/grounds increased $316 due to costs of maintaining an aging building. D) Electric utilities increased based on anticipated pricing. E) Adult library books decreased $4,588 based on current trends and Council budget reduction, juvenile library books decreased $1,664 to reflect current trends and Council budget reduction, adult visual effects increased $367 to reflect current trends, reference books decreased $500 since costs will be recorded in adult library books and electronic books, and electronic books increased $1,445 to reflect current trends and to record reference books. Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Library Branch Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Library Assistant 1.25 1.25 0.75 0.75 0.63 (0.12) Library Page 0.55 0.55 0.55 0.55 0.55 - Library Services Associate 1.50 1.50 1.50 1.50 1.50 -

Total FTE 4.30 4.30 3.80 3.80 3.68 (0.12)

246 ENDOWMENTS 8307

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants 19,818$ 15,779$ $ - $ - $ - 0.0% State Shared Revenues 28,915 23,060 - - - 0.0% Contributions 91,449 83,374 - - - 0.0% Total Revenue 140,182 122,213 - - - 0.0%

Employee Compensation 44,098 44,948 41,812 41,302 (510) (1.2%) A) General Services 618 578 124 161 37 29.8% B) Supplies 37,434 10,218 - - - 0.0% Inventory Supplies 22,751 20,667 - - - 0.0% Total Expenditures 104,901 76,411 41,936 41,463 (473) (1.1%)

Net (Revenues less Expenditures) 35,281$ 45,802$ $ (41,936) $ (41,463) 473$ (1.1%)

A) Employee compensation decreased $488 due to employee allocations, payroll related costs decreased $193 due to salaries decrease and workers' compensation premiums decreased $69 based on City-wide aging of claims. B) General liability insurance increased $37 based on prior year City-wide claims.

Personnel Complement

No positions are assigned to this division

247 AALFS PARKING 8309

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 1,369$ 1,404$ 1,445$ 1,474$ 29$ 2.0% General Services 12 6 5 6 1 20.0% Services Related to Property 1,995 - 1,083 1,083 - 0.0% Total Expenditures 3,376 1,410 2,533 2,563 30 1.2%

Net (Revenues less Expenditures) $ (3,376) $ (1,410) $ (2,533) $ (2,563) $ (30) 1.2%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

248 MORNINGSIDE PARKING 8310

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Employee Compensation 1,370$ 1,406$ 1,447$ 1,691$ 244$ 16.9% General Services 12 6 5 6 1 20.0% Services Related to Property 2,500 1,650 26 1,650 1,624 6246.2% A) Total Expenditures 3,882 3,062 1,478 3,347 1,869 126.5%

Net (Revenues less Expenditures) $ (3,882) $ (3,062) $ (1,478) $ (3,347) $ (1,869) 126.5%

Notes: A) Maintenance of buildings and grounds increased $1,629 based on FY2011 actual expense.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

249 SKYWAY 8311

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Advertising $ - $ - 75$ 75$ $ - 0.0% Services Related to Property 12,609 15,786 11,133 15,786 4,653 41.8% A) Total Expenditures 12,609 15,786 11,208 15,861 4,653 41.5%

Net (Revenues less Expenditures) $ (12,609) $ (15,786) $ (11,208) $ (15,861) $ (4,653) 41.5%

Notes: A) Maintenance of buildings and grounds increased $4,653 based on FY2011 actual expense.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

250 Sioux City Public Museum Organizational Chart

Sioux City Public Museum Board of Trustees

Sioux City Museum Historical Association

Museum City Manager Director

Siouxland Heritage Foundation

Welcome Curator of Curator of Education Development Exhibits Administrative Custodian I Center History Education Coordinator Coordinator Preparator Assistant 1.5 FTE Supervisor 1.0 FTE .5 FTE .5 FTE .5 FTE 1.0 FTE 1.0 FTE .88 FTE

Archival Records Clerk 1.0 FTE

Desk EFAB Desk Desk Attendant/ Bureau Attendant Attendant Senior Aide Laborer .5 FTE .35 FTE .5 FTE . 82 FTE

251

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

252 MUSEUM

MISSION STATEMENT: The Sioux City Public Museum collects, preserves and interprets cultural and social history with an emphasis on Sioux City and the region.

SERVICES: The Sioux City Public Museum provides educational opportunities for citizens and visitors to learn about the region’s cultural, social and natural history through its educational programs, exhibitions, outreach activities and publications. The Museum staff provides professional care to objects entrusted to its care and offers research facilities for our patrons. The Sioux City Museum operates three sites within Sioux City: the Sioux City Public Museum, the Sergeant Floyd River Museum and Welcome Center and the Loren Callendar Gallery. Approximately 55,264 individuals visited the Museum’s main facilities during FY2011.

RESOURCES: This department is funded with property tax revenues and receives additional assistance from the Sioux City Museum and Historical Association, the Siouxland Heritage Foundation and other sources. Additional grants and funding opportunities are sought on a regular basis and continue to be a priority for museum staff members. The Historical Association has been in existence since 1961 while the Heritage Foundation was organized to lead the drive for a new museum. Both organizations are 501 (c) (3) non-profit organizations and have provided valuable assistance and guidance.

PERFORMANCE MEASURES: The Sioux City Public Museum continues to utilize several factors to measure its commitment of quality service to the community and our guests. These factors include progress with the relocation of the Museum, attendance, programming and events, maintenance and developing strategic partnerships and fundraising.

FY2012 GOALS AND PROGRESS:

1. The Museum staff will promote our museum sites throughout the year with a wide range of programming events and activities. The new downtown Museum location opened to the general public on April 23, 2011 to rave reviews. We continue to see people returning for a 2nd time or more with visitors bringing guests and family members from out of town. The new site drew over 30,000 visitors in the first 4 months of opening and attendance has maintained strong levels since. The Museum now showcases entirely new exhibits, exciting interactives, a first class orientation theatre and space that have already allowed us to expand our programming and activities. One down side to the beginning of the fiscal year was the flood of 2011 that forced the closure of our Sgt. Floyd Welcome Center/River Museum. During the first week of June we evacuated the boat and moved the furnishings to the downtown location. We remained closed until September 30th and fortunately sustained no damage. We were able to utilize the down time and make interior repairs to the boat such as painting, spackling and general cleaning. We are appreciative of the efforts of numerous City employees and volunteers who worked to save the river front attractions. Also, in transitioning to the new site we closed the Peirce Mansion for two months to allow staff to move artifacts and engage in the planning/opening of the new site. For the fiscal year our total attendance reached 55,264 visitors.

2. Staff will strive to maintain current partnerships and develop new collaborations. The new site has allowed staff to reach out to more groups than ever before. Since opening we have hosted school groups of all ages, service groups, church groups and business meetings. We

253 have hosted workshops, reunions and have welcomed conference attendees. We also have been able to maintain our historic partnerships including our annual 4th grade history project program which was also our first temporary exhibit at the new site. A full summer slate of education classes was offered and numerous daycare providers brought their children down for a visit and oftentimes a repeat visit. Our Museum Association hosted their inaugural Barbeque competition which drew over 2,000 people to the plaza area. The Museum also hosted the All American Band Concert and ice cream social in September. Outside tour groups are starting to make reservations as are school groups from the surrounding area. The Museum also successfully engaged in collaborations with local area media outlets which allowed us to present a multi-faceted marketing campaign throughout the community. All of our media friends donated their time and resources to our campaign and once again exhibited the can do spirit that we have in Siouxland. A special note of appreciation has to be given to our strong volunteer group that assists us in most of our areas of programming. We have added over 100 new volunteers to the Museum family over the past year. Fiscal year 2012 has all the potential to be the best one to date for the Sioux City Public Museum.

3. Staff will work to expand and develop our collection. This has been another excellent year for adding history to our collection. The past fiscal year we have added key artifacts and historic papers to the Museum collection. Twenty nine donors contributed to the Museum with approximately 1,123 items added to the collection. With volunteer help we have been able to accession these items into the collection and staff has already been able to utilize many of the items either in exhibits or other programming. Staff and volunteers expended a great amount of energy and time in organizing the collections and transitioning from the old locations to the new.

4. Staff will continue to look for grant opportunities and outside sources of revenue for programming and endowment needs. With the capital campaign behind us the emphasis has turned to building our endowment funds and seeking additional resources for museum programming and events. Grant opportunities are sought through the Museum Association, the Siouxland Heritage Foundation and the City of Sioux City. Our short term goal for the end of the calendar year 2011 was to have a combined value of $500,000 in our endowment funds. We are pleased to report that we have reached this goal through a combination of grants and many generous private donors. Our long term goal (5 years) is to build the endowment funds to the $1,000,000 level. We have received numerous grants this past year including private foundations, State of Iowa and the Iowa Humanities Council. We have reached out to individual donors and made them aware of the opportunities of the Endow Iowa Tax Credit and also of the matching grants that we have been granted. Our Association continues to support the Museum programming and provides thousands of hours of volunteer assistance and also paid staffing. We once again would like to acknowledge the generous citizens of this community and beyond who have supported the Museum through the years and who helped to make a dream become a reality on April 23, 2011.

5. Staff will engage with other cultural institutions in Sioux City to promote our city as a place to learn, to enjoy and to visit again. The Sioux City Public Museum along with many other cultural entities participated in the 2nd annual Tourist in your own Home Town campaign. The campaign was successful and I believe all of the cultural partners are looking forward to expanding the program next year and attracting an even wider audience. We have collaborated with both the Rail Museum and Air Museum in the past and this fall we made space available to the Sioux City Public Library that allowed them to house their

254 downtown collection and utilize it while the Wilbur Aalfs Library was undergoing renovations. We anticipate more collaborations in the coming months.

FY2013 GOALS:

1. Staff will build on the momentum and good will created by the opening of the new site and continue to offer expanded and more diverse offerings in our programming events and activities. 2. Staff will continue to work with our current partners and develop new collaborations. 3. Staff will continue to grow our collection and utilize those collections in a wide range of meaningful activities. 4. Staff will continue to seek outside resources of revenue for programming activities, exhibits and endowment growth. 5. Staff will continue to maintain high museum standards in all areas as we continue to strive to be a regional destination attraction and a community meeting place.

SUMMARY: When a decade’s long dream becomes a reality what do you do? You enjoy it, you celebrate and you continue to make the dream even better. The Museum opening has begun a new era for the community and the Museum. A new facility with superior history stories, dynamic displays and exciting programs add up to a first class facility that we all can be proud of. We have a record number of volunteers, quality additions to our collections and a wide range of activities that engage our visitors and keep them coming back. None of this would be possible without the incredible giving nature of the citizens of this community. We look forward to serving our visitors for many years to come.

255 MUSEUM SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants 4,290$ $ - $ - $ - $ - 0.0% Concessions and Commissions 594 456 - - - 0.0% Miscellaneous 16,509 6,288 - - - 0.0% Refunds and Reimbursements 174 - - - - 0.0% Total Revenue 21,567 6,744 - - - 0.0%

Administration 543,075 576,456 631,703 655,296 23,593 3.7% A) Welcome Center 143,394 143,788 167,547 162,759 (4,788) (2.9%) B) Total Expenditures 686,469 720,244 799,250 818,055 18,805 2.4%

Net (Revenues less Expenditures) (664,902) (713,500) (799,250) (818,055) (18,805) 2.4%

Additional Resources Needed Sales Tax 184,316 160,965 167,834 164,157 (3,677) (2.2%) Property Taxes 480,586 552,535 631,416 653,898 22,482 3.6% Total Additional Resources 664,902$ 713,500$ 799,250$ 818,055$ 18,805$ 2.4% Notes: A) Salaries increased $4,823 due to contractual requirements. Iowa Public Employees' Retirement System (IPERS) increased $2,263 due to City's required contribution level increasing from .6% from 8.07% to 8.67%. Worker's compensation insurance decreased $878 due to claims history. Property/building content insurance premiums and general liability insurance premiums increased $5,834 and $513 respectively, due to the move to the downtown location. Communication line charges decreased $2,000 and conventions decreased $500 due to line item budget reduction. Skywalk costs increased $5,000 and general maintenance for radiator repair, monthly pest control, snow removal, and maintenance supplies, increased $400 based on history and current obligations. Software maintenance decreased $700 due to line item budget reduction. Light bulbs and filters increased $1,000 to cover additional lighting at the new facility. Office furniture purchases increased $500 for the new location. The office furniture amount was in Capital Expenditures in FY 2012. Collection supply items decreased $250 due to budget reduction. Electric utilities increased $10,000 based on estimated costs at the new downtown location. Office furniture costs of $500 were moved to supplies. B) Maintenance buildings and grounds decreased $2,000 due to budget reduction. Utilities decreased $997 due to budget reduction.

256 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Archival Records Clerk 1.00 1.00 1.00 1.00 1.00 - Curator 1.00 1.00 1.00 1.00 1.00 - Exhibits Preparator 1.00 1.00 1.00 1.00 1.00 - Museum Director 1.00 1.00 1.00 1.00 1.00 - Welcome Center Supervisor 1.00 - - - - -

Part Time Curator 0.50 0.50 0.50 0.50 0.50 - Custodian I 0.50 0.50 1.50 1.50 1.50 - Desk Attendant 0.35 0.35 0.35 0.35 0.35 - Development Coordinator 0.50 0.50 0.50 0.50 0.50 - Laborer 1.02 1.02 1.02 1.02 0.82 (0.20) Museum Education Coordinator 0.50 0.50 0.50 0.50 0.50 - Welcome Center Supervisor - 0.88 0.88 0.88 0.88 -

Total FTE 9.37 9.25 10.25 10.25 10.05 (0.20)

257 MUSEUM 8401 - 8403

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants 4,290$ $ - $ - $ - $ - 0.0% Miscellaneous 16,509 6,288 - - - 0.0% Total Revenue 20,799 6,288 - - - 0.0%

Employee Compensation 433,671 467,295 509,565 515,861 6,296 1.2% A) General Services 13,050 10,271 11,764 15,611 3,847 32.7% B) Services Related to Property 54,163 44,048 45,549 50,249 4,700 10.3% C) Supplies 9,792 18,722 22,650 21,900 (750) (3.3%) D) Utilities 29,855 33,608 41,675 51,675 10,000 24.0% E) Capital Expenditures - - 500 - (500) (100.0%) F) Other 2,544 2,512 - - - 100.0% Total Expenditures 543,075 576,456 631,703 655,296 23,593 3.7%

Net (Revenues less Expenditures) $ (522,276) $ (570,168) $ (631,703) $ (655,296) $ (23,593) 3.7%

Notes: A) Salaries increased $4,823 due to contractual requirements. Iowa Public Employees' Retirement System (IPERS) increased $2,263 due to City's required contribution level increasing from .6% from 8.07% to 8.67%. Worker's compensation insurance decreased $878 due to claims history. B) Property/building content insurance premiums and general liability insurance premiums increased $5,834 and $513 respectively, due to the move to the downtown location. Communication line charges decreased $2,000 and conventions decreased $500 due to line item budget reduction. C) Skywalk costs increased $5,000 and general maintenance for radiator repair, monthly pest control, snow removal, and maintenance supplies, increased $400 based on history and current obligations. Software maintenance decreased $700 due to line item budget reduction. D) Light bulbs and filters increased $1,000 to cover additional lighting at the new facility. Office furniture purchases increased $500 for the new location. The office furniture amount was in Capital Expenditures in FY 2012. Collection supply items decreased $250 due to budget reduction. E) Electric utilities increased $10,000 based on estimated costs at the new downtown location. F) Office furniture costs of $500 were moved to supplies.

258

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Archival Records Clerk 1.00 1.00 1.00 1.00 1.00 Curator 1.00 1.00 1.00 1.00 1.00 - Exhibits Preparator 1.00 1.00 1.00 1.00 1.00 - Museum Director 1.00 1.00 1.00 1.00 1.00 -

Part Time Curator 0.50 0.50 0.50 0.50 0.50 - Custodian I 0.50 0.50 1.50 1.50 1.50 - Development Coordinator 0.50 0.50 0.50 0.50 0.50 - Museum Education Coordinator 0.50 0.50 0.50 0.50 0.50 -

Total FTE 7.00 7.00 8.00 8.00 8.00 -

259 WELCOME CENTER 8404

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Concessions and Commissions 594$ 456$ $ - $ - $ - 0.0% Refunds and Reimbursements 174 - - - - 0.0% Total Revenue 768 456 - - - 0.0%

Employee Compensation 130,427 130,157 144,738 143,933 (805) (0.6%) General Services 4,208 4,051 5,465 4,754 (711) (13.0%) Services Related to Property 4,177 4,757 7,844 5,844 (2,000) (25.5%) A) Supplies 1,624 2,242 3,400 3,125 (275) (8.1%) Utilities 2,958 2,581 6,100 5,103 (997) (16.3%) B) Total Expenditures 143,394 143,788 167,547 162,759 (4,788) (2.9%)

Net (Revenues less Expenditures) $ (142,626) $ (143,332) $ (167,547) $ (162,759) 4,788$ (2.9%)

Notes: A) Maintenance buildings and grounds decreased $2,000 due to budget reduction. B) Utilities decreased $997 due to budget reduction.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Welcome Center Supervisor 1.00 - - - - -

Part Time Laborer 1.02 1.02 1.02 1.02 0.82 (0.20) Desk Attendant 0.35 0.35 0.35 0.35 0.35 - Welcome Center Supervisor - 0.88 0.88 0.88 0.88 -

Total FTE 2.37 2.25 2.25 2.25 2.05 (0.20)

260 Sioux City Police Department Organizational Chart

Police Chief

Administrative Assistant Professional 1 FTE Standards Lieutenant

Administrative Secretary 1 FTE

Sergeants 1 FTE

Police Officer 1 FTE

Uniform Investigations Support Services Captain Captain Captain

Lieutenants Admin Lieutenants Civilians 3 FTE Secretaries 1 FTE 21.65 FTE 2 FTE

Sergeants Telecomm Tech Sergeants 15 FTE 1 FTE 5 FTE

Officers Officers 70 FTE 23 FTE

261

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

262 POLICE

MISSION STATEMENT: The Police mission is to work in partnership with the community to provide public safety, to promote community service, and to enhance the quality of life while maintaining respect for individual rights and human dignity.

SERVICES: Services for the Police Department include enforcing the laws of the United States of America, the State of Iowa and the City of Sioux City. The Police Department’s services include community policing practices that allow for greater public goal setting and the lowering of the level of fear of crime in Sioux City. The Police Department is organized into three bureaus: The Uniform Services Bureau, the Investigative Services Bureau and the Support Services Bureau. The Department also administers the Animal Control contract and serves as City liaison for the Mayor’s Youth Commission.

Police Administration provides overall leadership and management, policy setting, planning and research, grant writing and management assistance to the three bureaus as well as overseeing the Professional Standards Bureau. It also maintains strategic planning and the overall vision of the organization.

The Uniform Services Bureau is organized into Watch I, Watch II and Watch III, the Alcohol Safety Action Program Unit (A.S.A.P.), the K-9 unit, the Selective Traffic Enforcement Program Unit (S.T.E.P.) and the Street Level Drug Unit (SLDU). The mission of the Uniform Services Bureau is to respond to citizens’ calls for service, to conduct preliminary investigations, to enforce criminal and traffic laws, and to assist neighborhoods in community policing and problem- solving activities.

The Investigative Services Bureau is organized into the Crimes Against Persons Section, Crimes Against Property Section, Special Investigations Section (Vice and Drugs), Juvenile Investigations, and School Liaisons. The mission of the Investigative Services Bureau is to provide follow-up investigations of felony crimes and to provide undercover investigations. In its work with youth, the Investigative Services Bureau utilizes preventative measures and investigative means, providing positive alternatives and positive role models.

The Support Services Bureau is organized into the Records Section, Identification Section, Crime Analysis Unit, the Volunteers in Police Service, and the Accounting/Payroll Unit. The mission of this Bureau is to support the Police Department in achieving its goals by providing information, supplies and maintenance services.

RESOURCES: The Police Department is funded primarily with property tax revenues. Other sources of revenue include Justice Assistance Grant, U.S. Attorney’s Grant, a Governor’s Traffic Safety Bureau grant, IA Attorney General’s Grant, Byrne and H.I.D.T.A. grants, donations, seized/forfeited assets, Sioux City School Board, and various fees.

263 POLICE SUMMARY

FY12 FY13 Approved Approved FY10 Actual FY11 Actual Budget Budget $ Change % Change REVENUES AND EXPENDITURES: Licenses and Permits $ 102,084 $ 92,216 $ 112,000 $ 95,000 $ (17,000) (15.2%) A) Fines and Violations 5,675 6,475 5,000 37,000 32,000 640.0% B) Public Safety Fees 51,404 62,242 64,500 66,928 2,428 3.8% C) Federal Governmental Operating Grants 821,866 634,275 952,450 146,450 (806,000) (84.6%) D) State Governmental Operating Grants 266,231 350,464 299,041 283,015 (16,026) (5.4%) E) State Shared Revenues 115,582 74,777 121,000 70,000 (51,000) (42.1%) F) Local Government Payments 4,925 400,976 254,126 266,797 12,671 5.0% G) Interest 1,210 1,236 9,000 1,200 (7,800) (86.7%) H) Miscellaneous 33,835 31,774 23,864 29,687 5,823 24.4% I) Contributions - 336 1,500 1,500 - 0.0% Refunds and Reimbursements 121,452 102,845 100,770 99,811 (959) (1.0%) Other 72 31 200 200 - 0.0% Total Revenue 1,524,336 1,757,647 1,943,451 1,097,588 (845,863) (43.5%)

Administration 324,599 323,086 297,148 250,587 (46,561) (15.7%) J) Uniformed Bureau 10,011,680 10,219,563 10,582,306 11,216,810 634,504 6.0% K) Investigative Services 2,968,620 3,016,927 3,308,940 3,321,714 12,774 0.4% L) Custody of Prisoners 40,352 - 2,500 2,500 - 0.0% Professional Standards 685,533 620,974 650,697 638,695 (12,002) (1.8%) M) Records 694,076 710,097 738,097 753,655 15,558 2.1% N) Identification 406,364 423,164 419,217 425,576 6,359 1.5% O) Support Services 1,231,594 1,013,405 948,570 866,741 (81,829) (8.6%) P) Drug Task Force 414,014 437,497 422,138 384,876 (37,262) (8.8%) Q) H.I.D.T.A. Grant 235,033 229,018 244,682 257,003 12,321 5.0% R) National Training Center 367,247 661,078 799,715 - (799,715) (100.0%) S) Mayor's Youth Commission 5,795 2,702 3,661 3,656 (5) (0.1%) RedFlex Operations - 436 - 32,050 32,050 100.0% T) Animal Control 343,150 580,089 569,505 570,834 1,329 0.2% U) Total Expenditures 17,728,057 18,238,036 18,987,176 18,724,697 (262,479) (1.4%)

Net (Revenues less Expenditures) (16,203,721) (16,480,389) (17,043,725) (17,627,109) (583,384) 3.4%

Additional Resources Needed Property Taxes 16,203,721 16,480,389 17,043,725 17,627,109 583,384 3.4% Total Additional Resources Needed $ 16,203,721 $ 16,480,389 $ 17,043,725 $ 17,627,109 583,384$ 3.4%

Notes: A) Licenses and Permits decreased $17,000 based on 2011 collections of dog licenses in the Animal Control division 3101. B) Alarm fines increased $32,000 based on new fees that will be charged. C) Public Safety Fees increase includes $6,000 in Animal Control 3101, due to the anticipation of animal impoundment fee and a decrease of $3,572 for police reports. D) Federal Governmental Operating Grants decrease reflects the loss of two grants, in the Drug Task Force 3010, the Iowa Public Safety grant for buy funds was eliminated and in the National Training Center 3014, the $800,000 funding for the division was terminated. E) State Governmental Operating Grants decreased $16,026 due to a $25,826 reduction of the Iowa Public Safety grant for buy funds ending in the Drug Task Force 3010 division and the additions of $4,800 increase of the Governor's Traffic Safety grant in Uniform Bureau 3002 and $5,000 increase in the State Safe Neighborhood grant in Investigative Services 3003.

264

F) State Shared Revenues decreased $51,000 in Investigative Services 3003, as forfeiture funds are trending downward and the budget was adjusted to reflect the trend. G) Local Government Payments increased $12,671 in Investigative Services 3003, due to the cost for the school resource officers, which are in a cost sharing arrangement with the Sioux City Community Schools. H) Interest decreased $7,800 in Investigative Services 3003, based on low interest rates and lower forfeiture balances. I) Miscellaneous increased $5,823 in Records 3006, to account for auction proceeds for towed vehicles. J) Employee services decreased $51,708 due to the re-allocation of the Law Enforcement Analyst from 50/50 Administration/Support Services to 100% Support Services. General liability insurance premiums decreased City-wide in FY2012 due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, additionally, the division incurred large claims experience in FY2011, reflecting a $4,902 increase for FY2013. Utilities CMG fuel and oil increased $436 to reflect increase in fuel prices. K) Employee compensation increased $202,878 for salaries and benefits due to contractual obligations and due to a Sergeant being allocated to this division from Investigative Services. The MFPRSI City's contribution rate increased from 24.76% to 26.12% in FY2013, an increase of $131,750. Overtime estimates increased $94,000 and comp time used is estimated to increase $14,865. Health and dental insurance election changes accounted for a $14,214 increase. Deferred compensation increased $21,496 due to the increase in salaries and an increase in the City's match from 1.75% to 2%. General liability insurance premiums decreased City- wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, additionally, the division incurred large claims experience in FY2011 resulting in an increase of $42,073. CMG lease charges decreased $23,000, maintenance contracts decreased $29,565, and radio maintenance increased $3,200, all based on historical data. Equipment repair and maintenance-CMG increased $39,396 based on FY2011 expenses. Based on anticipated price of fuel in FY2013, the fuel and oil budget is projected to increase $121,856. L) Employee compensation reflects a net decrease of $11,958 due to the FTE for a Sergeant from this division being moved to Uniformed Bureau, but is offset by increases due to contractual obligations. MFPRSI City contribution increased 1.36% to 26.12%, $38,675. Overtime is projected to decrease $10,000, clothing allowance decreased $3,450, and cell phone allowance increased $1,448 based on history. Health and dental insurance premiums decreased $19,846 due to employee election changes. General liability insurance premiums decreased City- wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels in FY2013, reflecting an increase of $2,874. Equipment repair and maintenance - CMG increased $2,804 based on FY2011 expenses. Operating supplies increased $4,000 and clothing purchases-non payroll expenses decreased $1,000 based on history. Fuel and oil increased $2,499 based on anticipated fuel prices in FY2013. State forfeiture funds must be paid to the State Department of Justice 10% and the Woodbury County Attorney 20%. In previous year, this budget was understated $5,700. M) Professional services decreased $2,000 based on history. CMG lease charges decreased $9,277 based on history and equipment repair and maintenance increased $2,116 based on FY2011 expenses. Clothing purchases increased $1,020 and weapons and ammunition decreased $2,000 based on history. N) The $2,000 increase in FLSA overtime is based on history. A .6% State mandated increase to the IPERS City contribution rate reflects an increase of $3,245. Employee health and dental insurance election changes resulted in an increase in the premiums of $12,601. Workers' compensation insurance premium decreased City-wide based on prior year claims experience, Records decreased $2,858. General liability insurance premiums decreased City-wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, an increase of $656. O) Salaries and benefits increased $5,450 due to contractual obligations. Equipment repair and maintenance CMG increased $1,047 based on FY2011 expenses. P) Employee compensation increased due to contractual obligations and allocating the Law Enforcement Analyst 100% to Support Services instead of 50/50 with Administration as was budgeted in FY2012, $20,396. Health and dental insurance premiums increased $13,016 due to employee election changes. Print Shop expenses are projected to decrease $4,000 and workers' compensation medical payments $85,000. Communication line charges decreased $28,575 based on new phone system with lower monthly costs. Q) Employee Compensation increased $3,328 due to contractual obligations, overtime decreased $23,270 based on history, and an increase in the City's contribution rate for MFPRSI from 24.76% to 26.12% reflects an increase of $2,592. Drug Task Force budget had a net decrease of $14,393 due to the reduction of BYRNE/JAG grant and a reduction of $6,000 due to the elimination of the Iowa Public Safety buy funds. R) H.I.D.T.A. Grant increase of $13,023 due to changes in employee insurance elections and MFPRSI increase of $1,271 is due to 1.36% increase in the City's contribution rate. Communication line charges decreased $1,330 as phone charges will not be coded to this division due to new system. CMG lease charges were reduced $5,820 based on year-to-date data. Utilities increased $5,300 for fuel and oil (CMG billed) due to anticipated price increases S) National Training Center did not receive funding for continuation for FY2013, a reduction of expenditures of $800,000. T) RedFlex Operations were previously budgeted in various departments within the City, with the bulk of the expenses being included in Public Works. The budget is for the following; $12,000 for internet access charges, $1,000 for printing, $150 for postage, $1,800 for equipment repair and maintenance-CMG, $5,000 for supplies, $4,800 for fuel for the speed trailers, and $7,300 for payments to RedFlex for cases disposed of in the Courts. U) Animal Control budget increased a net of $1,329 which includes: CMG equipment repair and maintenance increased $7,396 based on

265 cases disposed of in the Courts. U) Animal Control budget increased a net of $1,329 which includes: CMG equipment repair and maintenance increased $7,396 based on history, $3,448 decrease in contract fee to Hannah Inc, an increase of $7,345 for electric utility and a decrease of $19,000 for gas utilities. Fuel and oil increased $8,400 reflecting the increase in miles being driven and the anticipated increase in fuel costs.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 3.00 3.00 3.00 3.00 3.00 - Clerk 1.00 1.00 1.00 - - - Crime Analyst Technician 1.00 1.00 1.00 1.00 1.00 - Identification Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Law Enforcement Crime Analyst 1.00 1.00 1.00 - - - Law Enforcement Crime Analyst/Planner - - - 1.00 1.00 - Law Enforcement Planner 1.00 1.00 1.00 - - - Police Captain 3.00 3.00 3.00 3.00 3.00 - Police Chief 1.00 1.00 1.00 1.00 1.00 - Police Evidence Clerk 1.00 1.00 1.00 1.00 1.00 - Police Lieutenant 5.00 5.00 5.00 5.00 5.00 - Police Officer 94.00 94.00 94.00 94.00 94.00 - Police Records Technician I 8.00 8.00 8.00 8.00 8.00 - Police Sergeant 21.00 21.00 21.00 21.00 21.00 - Records Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Records Shift Supervisor 1.00 1.00 1.00 1.00 1.00 - Senior Police Identification Technician 3.00 3.00 3.00 3.00 3.00 - Telecommunication Technician 1.00 1.00 1.00 1.00 1.00 - VIP Coordinator 1.00 1.00 1.00 1.00 1.00 -

Part Time Police Records Technician I 1.65 1.65 1.65 1.65 1.65 -

Total FTE 151.65 151.65 151.65 149.65 149.65 -

266 POLICE ADMINISTRATION

FY2012 GOALS: 1. Maintain current staffing at 2010 level. Completed. 2. Renovate interior of the police department building and resurface police parking lot. Interior renovations are in progress. 3. Continue to use and to improve available communications technologies to better inform the public. Established Sioux City Police facebook site with over 3000 friends. Improved department website and added an informational monitor in the lobby of the PD.

FY2013 GOALS: 1. Maintain current staffing levels. 2. Implement the re-districting study. 3. Complete renovations of the Police/Fire Headquarters building.

PERFORMANCE MEASURES: Police Administration will measure its performance in progress of the department’s strategic plan. The plan is based on a vision built with input from the community with the following three strategies identified as being keys in attaining that vision: • Analyze and optimize resource management • Foster collaboration • Create a productive work environment.

Throughout fiscal year 2012, the department will continue to seek input from the community to develop and implement projects that move the department towards its vision.

OUR VISION FOR 2013: STRATEGY: PROGRESS: Where We Want to Be! How we intend to get there! Current Projects that Support Our Vision Operational Excellence Improving Communication With the Instituted QR Code decals for cars. Community Creation of Police Department History Museum. Cultural Partnerships Strengthening Partnerships Among Partnered with NAACP on gang Staff and With the Community awareness. Partnered with Hispanic community to test officers on bilingual competency. Working Technology Replacement of in-car Mobile Data Study committee formed to research Computers (MDC) and in-car cameras technology selection. Sufficient Staffing Creation and training of uniform officers Officer has been selected and as Crime Scene Technicians equipment ordered. Productive Work Environment Renovation of interior and exterior of New lighting in building. Old Comm Police/Fire building Center has been renovated into office space.

267 ADMINISTRATION 3001

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 165$ 20$ $ - $ - $ - 0.0% Total Revenue 165 20 - - - 0.0%

Employee Compensation 285,018 307,136 287,176 235,476 (51,700) (18.0%) A) General Services 23,784 10,592 4,795 9,498 4,703 98.1% B) Services Related to Property 5,281 4,516 4,645 4,645 - 0.0% General Supplies 185 10 - - - 0.0% Utilities 706 792 432 868 436 100.9% C) Inventory Supplies 159 40 100 100 - 0.0% Miscellaneous 9,466 - - - - 0.0% Total Expenditures 324,599 323,086 297,148 250,587 (46,561) (15.7%)

Net (Revenues less Expenditures) $ (324,434) $ (323,066) $ (297,148) $ (250,587) 46,561$ (15.7%)

Notes: A) Employee services decreased $51,708 due to the re-allocation of the Law Enforcement Analyst from 50/50 Administration/Support Services to 100% Support Services. B) General liability insurance premiums decreased City-wide in FY2012 due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, additionally, the division incurred large claims experience in FY2011. C) Utilities CMG fuel and oil increased $436 to reflect increase in fuel prices.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Law Enforcement Planner 1.00 1.00 1.00 - - - Police Chief 1.00 1.00 1.00 1.00 1.00 -

Total FTE 3.00 3.00 3.00 2.00 2.00 -

268 UNIFORMED BUREAU

FY2012 GOALS: 1. Purchase and install two (2) License Plate Reader (LPR). One LPR was purchased and will be installed fall 2011. 2. Implement Redistricting Study (Manpower Allocation). Still in progress, analyzing data from the study to determine best uses of resources/ 3. Install H.T.E. Report Writing in cars to improve efficiency. Pushed out in CIP budget.

FY2013 GOALS: 1. Purchase 2nd LPR Unit and install. 2. Select, purchase, and install new in-car video system. 2. Implement Redistricting Study (Manpower Allocation). 3. Install H.T.E. Report Writing in cars to improve efficiency

PERFORMANCE MEASURES: Performance Indicator FY2010 FY2011 Change

Average Response Time

Priority I Calls 5:26 5:27 +.3% Priority II Calls 14:34 13:06 -10% Priority III Calls 29:37 28:41 -3%

Average Number of Arrests per Day Adult 12.8 14.4 +13% Juvenile 4.1 4.1 0%

Number of Traffic Citations Issued 12,376 10,740 -13%

Number of Traffic Accidents 3,340 2,929 -12%

Unit Cost to Dispatch a Patrol Unit $78.23 $82.90 +6%

Crime Rate 3.29 3.84 +17%

269 UNIFORMED BUREAU 3002

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Op Grants 109,451$ $ 16,516 $ 3,750 3,750 $ - 0.0% State Governmental Op Grants 65,098 35,530 34,000 38,800 4,800 14.1% A) Miscellaneous 18,266 17,940 16,000 16,000 - 0.0% Refunds and Reimbursements - 10 - - - 0.0% Total Revenue 192,815 69,996 53,750 58,550 4,800 8.9%

Employee Compensation 8,709,082 8,988,721 9,393,899 9,872,552 478,653 5.1% B) General Services 174,261 130,922 142,565 187,979 45,414 31.9% C) Services Related to Property 666,821 736,590 741,250 731,281 (9,969) (1.3%) D) General Supplies 186,549 118,335 100,592 99,142 (1,450) (1.4%) E) Utilities 193,794 243,113 204,000 325,856 121,856 59.7% F) Inventory Supplies - 701 - - - 0.0% Miscellaneous 81,173 1,181 - - - 0.0% Total Expenditures 10,011,680 10,219,563 10,582,306 11,216,810 634,504 6.0%

Net (Rev less Expenditures) $ (9,818,865) $ (10,149,567) $ (10,528,556) $ (11,158,260) $ (629,704) 6.0% Notes: A) Governor's Traffic Safety Bureau grant request increased $4,800. This will cover overtime $35,000, four portable breath testers $1,800, promotional materials $500 and one digital speed sign $1,500. B) Employee compensation increased $202,878 for salaries and benefits due to contractual obligations and due to a Sergeant being allocated to this division from Investigative Services. The MFPRSI City's contribution rate increased from 24.76% to 26.12% in FY2013, an increase of $131,750. Overtime estimates increased $94,000 and comp time used is estimated to increase $14,865. Health and dental insurance election changes accounted for a $14,214 increase. Deferred compensation increased $21,496 due to the increase in salaries and an increase in the City's match from 1.75% to 2%. C) General liability insurance premiums decreased City-wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, additionally, the division incurred large claims experience in FY2011 resulting in an increase of $42,073. Additional increases are anticipated in $3,750 City business, $500 promotions, $4,200 advertising, and $1,620 communication line charges. A decrease of $3,000 in internet access charges, decrease of $2,732 for cellular charges, and professional services by $1,000, all based on history. D) CMG lease charges decreased $23,000, maintenance contracts decreased $29,565, and radio maintenance increased $3,200, all based on historical data. Equipment repair and maintenance-CMG increased $39,396 based on FY2011 expenses. E) Police animal supplies decreased $300 and operating supplies decreased $4,150 based on history. Weapons and ammunition increased $1,500 and traffic control equipment increased $1,500 as no budgets were entered in FY2012. F) Based on anticipated price of fuel in FY2013, the fuel and oil budget is projected to increase $121,856. Personnel Complement (in Full Time Equivalents) FY09 FY07 FY11 FY12 FY13 Difference Full Time Police Captain 1.00 1.00 1.00 1.00 1.00 - Police Lieutenant 3.00 3.00 3.00 3.00 3.00 - Police Officer 70.00 70.00 70.00 70.00 70.00 - Police Sergeant 14.00 14.00 14.00 14.00 15.00 1.00 Telecommunication Technician 1.00 1.00 1.00 1.00 1.00 - Total FTE 89.00 89.00 89.00 89.00 90.00 1.00

270 INVESTIGATIVE SERVICES

FY2012 GOALS: 1. To manage the Investigative Services Bureau case load to ensure thorough investigations. Average caseload through August 2011 is 14.2 cases per officer per month. 2. To conduct cigarette permit compliance checks in every licensed establishment. Ongoing and in progress. 3. Each SRO will have 60 formal contacts per month during the school year. Ongoing and in progress. 4. To inspect every permanent alcohol liquor license establishment. Ongoing and in progress.

FY2013 GOALS: 1. To manage the Investigative Services Bureau case load to ensure thorough investigations. 2. To conduct cigarette permit compliance checks in every licensed establishment. 3. Each SRO will have 60 formal contacts per month during the school year. 4. To inspect every permanent alcohol liquor license establishment.

PERFORMANCE MEASURES: Performance Indicator FY2010 FY2011 Change

Average case load per officer 14.1 17.9 +27%

Number of total cases assigned (persons and property cases) 954 1073 +12%

Number of alcohol/tobacco license and tobacco permit compliance checks 266 316 +19%

Percent of compliance for alcohol/liquor license and tobacco permit compliance checks 77.5% 93% +20%

Monthly formal contacts (Average per SRO) 70 67 -4%

271 INVESTIGATIVE SERVICES 3003 FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 1,453$ -$ -$ -$ -$ 0.0% State Governmental Operating Grants 9,412 6,526 - 5,000 5,000 100.0% A) State Shared Revenues 115,582 74,777 121,000 70,000 (51,000) (42.1%) B) Local Government Payments 1,507 400,976 254,126 266,797 12,671 5.0% C) Interest 1,210 1,236 9,000 1,200 (7,800) (86.7%) D) Refunds and Reimbursements 17,008 8,558 7,550 6,350 (1,200) (15.9%) E) Total Revenue 146,172 492,073 391,676 349,347 (42,329) (10.8%)

Employee Compensation 2,750,400 2,828,288 3,119,878 3,114,637 (5,241) (0.2%) F) General Services 34,474 24,369 21,405 24,517 3,112 14.5% G) Services Related to Property 106,830 103,281 109,118 112,322 3,204 2.9% H) General Supplies 40,836 22,598 18,000 21,000 3,000 16.7% I) Utilities 26,671 34,866 39,739 42,238 2,499 6.3% J) Inventory Supplies 483 1,267 500 1,000 500 100.0% K) Miscellaneous 8,926 2,258 300 6,000 5,700 1900.0% L) Total Expenditures 2,968,620 3,016,927 3,308,940 3,321,714 12,774 0.4%

Net (Revenues less Expenditures) $ (2,822,448) $ (2,524,854) $ (2,917,264) $ (2,972,367) $ (55,103) 1.9% Notes: A) EmployeeIncrease is compensation due to the anticipation increased of due receiving to contractual a State obligationsSafe Neighborhoods and the move grant in forfrom $5,000. Tri-State Meth grant (3014) of one sergeant B)position. Seized Group asset healthforfeiture insurance funds are premiums trending increased downward, 12 therefore%, the total the increase budget wasis $ 74reduced,209. MFPRSI to reflect decreased trend and reflect$56,685 prior. year history. C)B) General Local Government liability premiums Payments, increased increase $11 is,582 due based to the onincrease city-wide in costsclaims for experience. the school resourceProperty officers,content insurancewhich is in premiums a cost sha ring arrangementincreased $414 with due the to Sioux new propertyCity Community appraisals. Schools. D)C) InInterest operating decrease equipment is attributed $8,263 towas low added interest based rates on and history. lower forfeiture balance. E)D) CMGRefunds billed and fuel Reimbursements, and oil was increased tobacco $16 check,603 basedreimbursements on year to aredate reduced information. due to the classes being taught online. F) Employee compensation reflects a net decrease of $11,958 due to the FTE for a Sergeant from this division being moved to Uniformed Bureau, but is offset by increases due to contractual obligations. MFPRSI City contribution increased 1.36% to 26.12%, $38,675. Overtime is projected to decrease $10,000, clothing allowance decreased $3,450, and cell phone allowance increased $1,448 based on history. Health and dental insurance premiums decreased $19,846 due to employee election changes. G) Professional services increased $530, internet access charges increased $612, and communication cell charges decreased $1,000 based on history. General liability insurance premiums decreased City-wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels in FY2013, $2,874. H) Equipment repair and maintenance - CMG increased $2,804 based on FY2011 expenses. I) Operating supplies increased $4,000 and clothing purchases-non payroll expenses decreased $1,000 based on history. J) Fuel and oil increased based on anticipated fuel prices in FY2013. K) Inventory Supplies increase is for additional tapes/discs for filming police interviews, based on FY2011 actual expenses. L) State forfeiture funds must be paid to the State Department of Justice 10% and the Woodbury County Attorney 20%. In previous year this budget was understated.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Police Captain 1.00 1.00 1.00 1.00 1.00 - Police Lieutenant 1.00 1.00 1.00 1.00 1.00 - Police Officer 20.00 20.00 20.00 20.00 20.00 - Police Sergeant 6.00 6.00 6.00 6.00 5.00 (1.00) Total FTE 29.00 29.00 29.00 29.00 28.00 (1.00)

272 CUSTODY OF PRISONERS

The Sioux City Police Department contracts custodial care of prisoners through Woodbury County. Under terms of the current agreement, fees vary annually based on the average daily jail population and direct and indirect jail costs. Currently, the County assesses a fee of $63.62 per day for prisoners booked into the jail on only City charges. A recent history of charges is presented below.

Year City Prisoner Days Total Fees Assessed Cost per Day 1993-94 647.5 $30,374 $46.91 1994-95 1,070 $48,246 $45.09 1995-96 1,410 $56,400 $40.00 1996-97 1,161 $44,419 $38.26 1997-98 915 $39,180 $42.82 1998-99 823 $41,059 $49.89 1999-00 900 $51,849 $57.61 2000-01 442 $22,162 $50.14 2001-02 461 $23,363 $50.68 ** 2002-03 107 (485) $4,931 ($22,349) $46.08 ** 2003-04 145 (655) $7,975 ($36,025) $55.00 ** 2004-05 105 (794) $5,711 ($43,186) $54.39 2005-06 72 $4,034 $56.03 2006-07 66 $4,002 $60.64 2007-08 55 $3,499 $63.62 2008-09 76

** During years 2002-03, 2003-04, and 2004-05, the City was inappropriately billed for 1,577 city prisoner days, amounting to $82,943. The error was found and corrections were made.

273 CUSTODY OF PRISONERS 3004

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Miscellaneous 40,352$ $ - 2,500$ 2,500$ $ - 0.0% Total Expenditures 40,352 - 2,500 2,500 - 0.0%

Net (Revenues less Expenditures) $ (40,352) $ - $ (2,500) $ (2,500) $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

274 PROFESSIONAL STANDARDS

FY2012 GOALS: 1. To complete an on-site Mock Assessment. To be completed of October 17, 2011. 2. Maintain Accreditation Compliance while reviewing and adjusting policies as necessary to achieve our Strategic Goals and adhering to our stated mission. On-going process. Required policies reviews for the fiscal year have been completed as of August 2011. The on-site will be scheduled for the first quarter of 2012. 3. Maintain our training standards and protocols while complying with federal, state and CALEA standards. On-going. 4. To adopt and to adjust to changes in the funding at the National Training Center so that our members can continue to receive quality, affordable training. The National Training Center is scheduled to close at the end of 2011. The facility will continue to be used for departmental training.

FY2013 GOALS: 1. To successfully complete the Re-Accreditation process. 2. Maintain Accreditation Compliance while reviewing and adjusting policies as necessary to achieve our Strategic Goals and adhering to our stated mission. 3. Attempt to secure funding to re-open the National Training Center.

PERFORMANCE MEASURES: Performance Indicator FY2008 FY2009 FY2010 FY2011

Average Number of Complaints Filed Against Officers each Month 1.25 1.75 2.0 1.9

Average Number of Accreditation Standards Reviewed each Month 29 42 47 30

Average Number of Hours of Training Completed Each Month by Each Officer 8.85 7.9 6.89 6.8

275 PROFESSIONAL STANDARDS 3005

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 21,550$ 18,240$ 20,000$ 20,000$ $ - 0.0% Fines and Violations 5,675 6,475 5,000 37,000 32,000 640.0% A) Miscellaneous 54 2,749 500 500 - 0.0% Contributions - - 100 100 - 0.0% Refunds and Reimbursements 4,701 4,431 2,150 2,150 - 0.0% Total Revenue 31,980 31,895 27,750 59,750 32,000 115.3%

Employee Compensation 535,750 467,364 512,174 509,991 (2,183) (0.4%) General Services 18,441 15,346 14,374 12,696 (1,678) (11.7%) B) Services Related to Property 38,178 51,835 36,659 29,498 (7,161) (19.5%) C) General Supplies 84,214 69,515 76,730 75,750 (980) (1.3%) D) Utilities 8,630 16,776 10,410 10,410 - 0.0% Inventory Supplies 320 138 350 350 - 0.0% Total Expenditures 685,533 620,974 650,697 638,695 (12,002) (1.8%)

Net (Revenues less Expenditures) $ (653,553) $ (589,079) $ (622,947) $ (578,945) 44,002$ (7.1%)

Notes: A) Alarm fines increased $32,000 based on new fees that will be charged. B) Professional services decreased $2,000 based on history. General liability insurance premiums increased $321 due to claims experience. C) CMG lease charges decreased $9,277 based on history and equipment repair and maintenance increased $2,116 based on FY2011 expenses. D) Clothing purchases increased $1,020 and weapons and ammunition decreased $2,000 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Police Lieutenant 1.00 1.00 1.00 1.00 1.00 - Police Officer 1.00 1.00 1.00 1.00 1.00 - Police Sergeant 1.00 1.00 1.00 1.00 1.00 -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

276 SUPPORT SERVICES

Records

FY2012 GOALS: 1. Educate Animal Control employees on proper field report entries. Completed. 2. To maintain an average of less than 5% error rate over all. Currently within goal. 3. To maintain an average of less than 3% error rate for IBRS. Currently within goal.

FY2013 GOALS: 1. Prepare and train records staff for EDMS requirements. 2. Research and establish work priorities that will come forward as a result of EDMS requirements. 3. To maintain the set goals listed as performance measures.

PERFORMANCE MEASURES:

Performance Indicators FY2008 FY2009 FY2010 FY2011

Average % of error rate for incidents entered by Records Techs. 6.9% 4.6% 4.4% 2.6%

Average % of error rate on Incident Based Reporting data to state of Iowa. 1.35% 1.16% .34% .9%

Average Unit Cost to Enter a Report Accurately. $2.77 $2.89 $2.82 $2.55

277 RECORDS 3006

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Public Safety Fees 40,783$ 36,072$ 42,000$ 38,428$ $ (3,572) (8.5%) A) Miscellaneous 12,640 8,135 4,564 10,387 5,823 127.6% B) Total Revenue 53,423 44,207 46,564 48,815 2,251 4.8%

Employee Compensation 680,063 700,165 728,836 743,278 14,442 2.0% C) General Services 6,198 2,945 2,147 2,803 656 30.6% D) Services Related to Property 5,632 4,824 4,564 4,824 260 5.7% Supplies 2,183 2,089 2,550 2,750 200 7.8% Miscellaneous - 74 - - - 0.0% Total Expenditures 694,076 710,097 738,097 753,655 15,558 2.1%

Net (Revenues less Expenditures) $ (640,653) $ (665,890) $ (691,533) $ (704,840) $ (13,307) 1.9%

Notes: A) Public Safety Fees revenue for Police reports decreased $3,572 based on the average of the prior two fiscal years. B) Miscellaneous auction proceeds for towed vehicles increased $5,823 based on historic data. C) The $2,000 increase in FLSA overtime is based on history. A .6% State mandated increase to the IPERS City contribution rate reflects an increase of $3,245. Employee health and dental insurance election changes resulted in an increase in the premiums of $12,601. Workers' compensation insurance premium decreased City-wide based on prior year claims experience, $2,858. D) General liability insurance premiums decreased City-wide in FY2012, due to claims experience. The claims experience for the past year resulted in the premiums returning to normal levels, an increase of $656.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Police Records Technician I 8.00 8.00 8.00 8.00 8.00 - Records Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Records Shift Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Police Records Technician I 1.65 1.65 1.65 1.65 1.65 -

Total FTE 11.65 11.65 11.65 11.65 11.65 -

278 SUPPORT SERVICES

Identification

FY2012 GOALS: 1. Purchase and implement a department wide inventory system using the BEAST system. Purchase order has been issued. 2. Work toward all technicians being crime-scene certified. Currently have all certification materials and the technicians are preparing to test.

FY2013 GOALS: 1. Train all I.D. Technicians in computer forensics. 2. Have all I.D. Technicians reclassified as Senior I.D. Technicians

PERFORMANCE MEASURES:

Performance Indicators FY2009 FY2010 FY2011

Cost per request filled $76 $43 $45

Number of requests filled 3,940 4,667 4,402

279 IDENTIFICATION 3007

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Contributions $ - $ - 1,400$ 1,400$ $ - 0.0% Refunds and Reimbursements 100 3,020 500 3,000 2,500 500.0% A) Other 72 31 200 200 - 0.0% Total Revenue 172 3,051 2,100 4,600 2,500 119.0%

Employee Compensation 383,251 400,502 399,995 404,539 4,544 1.1% B) General Services 3,945 2,855 2,771 2,989 218 7.9% Services Related to Property 13,574 10,150 9,351 10,398 1,047 11.2% C) General Supplies 2,321 5,166 3,100 3,650 550 17.7% D) Utilities 3,273 4,491 4,000 4,000 - 0.0% Total Expenditures 406,364 423,164 419,217 425,576 6,359 1.5%

Net (Revenues less Expenditures) $ (406,192) $ (420,113) $ (417,117) $ (420,976) $ (3,859) 0.9%

Notes: Notes:A) Reimbursement of costs increased due to increase in demand for finger printing individuals and for providing copies of requested information. B) Salaries and benefits increased $5,450 due to contractual obligations. Decrease of $665 in workers' compensation insurance premiums, which decreased City-wide, is based on claims history. C) Equipment repair and maintenance CMG increased $1,047 based on FY2011 expenses. D) General Supplies lab equipment increased $500 based on prior year data.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Identification Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Police Evidence Clerk 1.00 1.00 1.00 1.00 1.00 - Senior Police Identification Technician 3.00 3.00 3.00 3.00 3.00 -

Total FTE 5.00 5.00 5.00 5.00 5.00 -

280 SUPPORT SERVICES

Crime Analysis

FY2012 GOALS: 1. Developing a relationship with district information distribution for Crime Analysis. Community Team Policing district thread was established to distribute up-to-date information to officers working the districts. 2. Improve intel forecasting. This process is on-going.

FY2013 GOALS: 1. To update and implement consistent methods for data entry and access to intelligence files. 2. To attend software training for QRep and ArcMap to become more proficient in use. 3. To provide timely crime analysis information to appropriate bureaus.

PERFORMANCE MEASURES: Crime Analysis Performance Indicators FY2008 FY2009 FY2010 FY2011

Percent of time customers indicate usefulness of analysis provided 88% 98% 97% 100%

Cost per crime analysis function performed $22.70 $23.12 $22.43 $22.48

Cost per % of customer satisfaction $78.74 $88.55 $87.46 $91.05

281 SUPPORT SERVICES

Volunteers in Police Service

FY2012 GOALS: 1. To increase outreach and education regarding Project Lifesaver. September 2011 Update: Presentations regarding Project Lifesaver have been given to the Fall Citizen Academy participants, Nodland School staff, and the Opportunities Unlimited Board of Directors. Have enrolled 4 new clients since July, bringing current total to 26 clients. 2. To recruit and to train additional CERT volunteers to participate in the local Medical Reserve Corps. September 2011 Update: Outreach to CERT (Community Emergency Response Team) volunteers to recruit for the local Medical Reserve Corps has begun. Have met with Siouxland District health Department to work on plans for future utilization of CERT volunteers.

FY2013 GOALS: 1. To expand the Handicap Parking Patrol by adding new volunteers for more coverage of the outlying areas in Sioux City. 2. To enhance the Handicap Parking Patrol efforts by extending their role to include issuing tickets for fire lane violations.

PERFORMANCE MEASURES: Volunteers in Police Service Performance Indicators FY2008 FY2009 FY2010 FY2011

Average number of volunteer hours spent supplementing police activities each month 835 794 739 698

Average number of programs operating each month 12 13 14 14

Average administrative cost per volunteer hour worked $4.19 $4.41 $6.65 $6.72

Average cost per FTE equivalent produced by program $724 $762 $1,147 $1,167

282 SUPPORT SERVICES 3008

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Miscellaneous 2,875$ 2,950$ 2,800$ 2,800$ $ - 0.0% Contributions - 336 - - - 0.0% Refunds and Reimbursements 2,384 2,362 2,300 2,300 - 0.0% Total Revenue 5,259 5,648 5,100 5,100 - 0.0%

Employee Compensation 551,471 517,948 430,815 462,948 32,133 7.5% A) General Services 499,586 252,499 372,604 255,827 (116,777) (31.3%) B) Services Related to Property 114,935 69,618 79,906 84,691 4,785 6.0% C) General Supplies 33,494 32,505 28,650 26,610 (2,040) (7.1%) D) Utilities 31,986 33,452 36,470 36,540 70 0.2% Inventory Supplies 122 135 125 125 - 0.0% Capital Expenditures - 107,248 - - - 0.0% Total Expenditures 1,231,594 1,013,405 948,570 866,741 (81,829) (8.6%)

Net (Revenues less Expenditures) $ (1,226,335) $ (1,007,757) $ (943,470) $ (861,641) 81,829$ (8.7%)

Notes: A) Employee compensation increased due to contractual obligations and allocating the Law Enforcement Analyst 100% to Support Services instead of 50/50 with Administration as was budgeted in FY2012, $20,396. Health and dental insurance premiums increased $13,016 due to employee election changes. Decrease of $929 in workers' compensation insurance premiums, which decreased City-wide, is based on claims history. B) Print Shop expenses are projected to decrease $4,000 and workers' compensation medical payments $85,000. Communication line charges decreased $28,575 based on new phone system with lower monthly costs. C) CMG lease charges increased $1,300 based on year-to-date charges. Software maintenance costs increased $2,350 for Beast Property software maintenance and Quarter Master software maintenance costs. Radio/communication maintenance increased $1,620 based on prior year data. Equipment repair and maintenance CMG decreased $485 based on FY2011 expenses. D) Office supplies decreased $2,000 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Clerk 1.00 1.00 1.00 - - - Crime Analyst Technician 1.00 1.00 1.00 1.00 1.00 - Law Enforcement Crime Analyst 1.00 1.00 1.00 - - - Law Enforcement Analyst - - - 1.00 1.00 - Police Captain 1.00 1.00 1.00 1.00 1.00 -

VIP Coordinator 1.00 1.00 1.00 1.00 1.00 - Total FTE 6.00 6.00 6.00 5.00 5.00 -

283 DRUG TASK FORCE

FY2012 GOALS AND PROGRESS: To identify, arrest, and to prosecute 100 individuals who are, by intelligence and information, networking in drug trafficking. 19 suspects arrested through August

FY2013 GOALS: To identify, arrest, and to prosecute 100 individuals who are, by intelligence and information, networking in drug trafficking.

PERFORMANCE MEASURES:

Performance Indicators FY2008 FY2009 FY2010 FY2011

The number of individuals arrested for felony narcotics 173 109 121 105

The number of pounds/grams of narcotics seized 150,929g 181,010g 236,117g 59,487g*

The number of search warrants served 70 58 69 39

The number of firearms seized 17 43 14 9

∗ This number is down from previous years due to lack of marijuana seizures. Previous years involved marijuana grow operations.

284 DRUG TASK FORCE 3010

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 190,821$ 10,000$ 6,000$ $ - $ (6,000) (100.0%) A) State Governmental Operating Grants 191,721 308,408 265,041 239,215 (25,826) (9.7%) B) Local Government Payments 3,418 - - - - 0.0% Refunds and Reimbursements 97,094 84,444 88,270 86,011 (2,259) (2.6%) C) Total Revenue 483,054 402,852 359,311 325,226 (34,085) (9.5%)

Employee Compensation 281,604 302,895 295,822 278,771 (17,051) (5.8%) D) General Services 1,639 1,409 588 770 182 31.0% Services Related to Property 9,338 6,975 348 348 - 0.0% General Supplies 29,816 16,772 6,000 - (6,000) (100.0%) A) Utilities 2,520 2,667 - - - 0.0% Miscellaneous 89,097 106,779 119,380 104,987 (14,393) (12.1%) E) Total Expenditures 414,014 437,497 422,138 384,876 (37,262) (8.8%)

Net (Revenues less Expenditures) 69,040$ $ (34,645) $ (62,827) $ (59,650) 3,177$ (5.1%)

Notes: A) Effective July 1, 2011, the Iowa Public Safety grant for buy funds was eliminated. Therefore, no budget was entered in FY2013. There is a corresponding decrease of $6,000 to operating expenses. B) Drug Control Policy grant is projected to be reduced in FY2013, a decrease of $25,826. C) Drug Enforcement Administration has frozen the overtime reimbursement until the FY2014 Federal year, the budget was reduced $2,259 to reflect the change. D) Employee Compensation increased $3,328 due to contractual obligations, overtime decreased $23,270, an increase in the City contribution rate for MFPRSI from 24.76% to 26.12%, $2,592 and deferred compensation increase of $420 as the City's matching contribution increased from 1.75% to 2%. E) Payments to other agencies decreased $14,393, reflecting the decrease of the BYRNE/JAG, of which a portion must be passed through to the County Attorney and the County Sheriff.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Police Officer 2.00 2.00 2.00 2.00 2.00 -

Total FTE 2.00 2.00 2.00 2.00 2.00 -

285 HIDTA PROGRAM

FY2012 GOALS AND PROGRESS: To identify, to arrest, and to prosecute 100 individuals who are, by intelligence and information, networking in drug trafficking. 19 suspects arrested through August

FY2013 GOALS: To identify, to arrest, and to prosecute 100 individuals who are, by intelligence and information, networking in drug trafficking.

PERFORMANCE MEASURES:

Performance Indicators 2008 2009 2010 2011

The number of individuals arrested for felony narcotics 173 109 121 105

The number of pounds/grams of narcotics seized 150,929g 181,010g 236,010g 59,487g*

The number of search warrants served 70 58 69 39

The number of firearms seized 17 43 14 9

∗ This number is down from previous years due to lack of marijuana seizures. Previous years involved marijuana grow operations.

286 H.I.D.T.A. GRANT 3013

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 178,845$ 93,764$ 142,700$ 142,700$ $ - 0.0% Total Revenue 178,845 93,764 142,700 142,700 - 0.0%

Employee Compensation 167,246 179,364 177,694 192,495 14,801 8.3% A) General Services 5,987 5,678 5,218 3,843 (1,375) (26.4%) B) Services Related to Property 30,428 30,067 44,895 38,490 (6,405) (14.3%) C) General Supplies 23,987 4,651 1,500 1,500 - 0.0% Utilities 7,385 9,258 15,375 20,675 5,300 34.5% D) Total Expenditures 235,033 229,018 244,682 257,003 12,321 5.0%

Net (Revenues less Expenditures) $ (56,188) $ (135,254) $ (101,982) $ (114,303) $ (12,321) 12.1%

Notes: A) Employee compensation increased $13,023 based on employee insurance elections, and MFPRSI increased 1.36%, $1,271. B) Communication line charges decreased $1,330 as phone charges will not be coded to this division due to new system. C) CMG lease charges were reduced $5,820 and equipment repair and maintenance - CMG decreased $585 based on year-to-date data. D) Utilities increased $5,300 for fuel and oil (CMG billed) due to anticipated price increases.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Police Officer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 2.00 2.00 2.00 2.00 2.00 -

287 NATIONAL TRAINING CENTER

PERFORMANCE MEASURES:

Performance Indicators FY2008 FY2009 FY2010 FY2011

Number of student days 355 1,749 1,507 2,616

Number of classes held 7 21 30 39

Number of officers attending classes 181 489 529 769

288 NATIONAL TRAINING CENTER 3014

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 341,296$ 513,995$ 800,000$ $ - $ (800,000) (100.0%) A) Total Revenue 341,296 513,995 800,000 - (800,000) (100.0%)

Employee Compensation 111,336 118,553 85,697 - (85,697) (100.0%) A) General Services 232,564 530,507 712,868 - (712,868) (100.0%) A) Services Related to Property 4,443 - - - - 0.0% A) General Supplies 8,606 12,018 1,150 - (1,150) (100.0%) A) Utilities 10,298 - - - - 0.0% A) Total Expenditures 367,247 661,078 799,715 - (799,715) (100.0%)

Net (Revenues less Expenditures) $ (25,951) $ (147,083) 285$ $ - $ (285)

Notes: A) The Federal grant revenue and the training center expenses have been removed from the budget due to the City not receiving the Notes: grant in FY2013. A) Grant reimbursement and expenses increased based on notification from the Department of Justice of a grant award.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

289 MAYOR'S YOUTH COMMISSION 3015

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

General Services 3,198$ 2,339$ 3,161$ 3,156$ $ (5) (0.2%) General Supplies 2,424 363 500 500 - 0.0% Miscellaneous 173 - - - - 0.0% Total Expenditures 5,795 2,702 3,661 3,656 (5) (0.1%)

Net (Revenues less Expenditures) $ (5,795) $ (2,702) $ (3,661) $ (3,656) $ 5 (0.1%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

290 DRIVE RITE / SAFE APPROACH (REDFLEX)

PERFORMANCE MEASURES:

Performance Indicators FY2009 FY2010 FY2011

Number of Accidents at Photo Enforced Intersections 233 124 126

Number of Red Light Photo Enforced Citations Issued N/A 14,539 11,543

Number of Injury/Fatality Accidents on I29 43 42 41

Number of Photo Enforced Speed Citations Issued N/A N/A 2,097

291 REDFLEX OPERATIONS 3017

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

General Services - - - 13,150 13,150 100.0% A) Services Related to Property - 30 - 1,800 1,800 100.0% B) General Supplies - - - 5,000 5,000 100.0% C) Utilities - 406 - 4,800 4,800 100.0% D) Miscellaneous - - - 7,300 7,300 100.0% E) Total Expenditures - 436 - 32,050 32,050 100.0%

Net (Revenues less Expenditures) $ - $ (436) $ - $ (32,050) $ (32,050) 100.0%

Notes: A) In FY2013, the operating expenses are being budgeted into their own division within the Police department, previously, the Public Service division of Public Works included these expenditures. General service budget included $1,000 for printing, $150 for postage and $12,000 for internet access charges. B) Equipment repair and maintenance-CMG proposed budget is $1,800. C) General supplies include $5,000 for citation books, paper, envelopes and other miscellaneous supplies. D) Utilities proposed budget is for fuel for the speed trailers. E) Miscellaneous $7,300 proposed budget is for payments to RedFlex for cases disposed of in the Courts.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

292

ANIMAL CONTROL

PERFORMANCE INDICATORS FY2010 FY2011

Animals Impounded 2,407 2,349 Animals Brought to Shelter 1,014 902 Animals Reclaimed 572 753 Animals Destroyed 1,306 1,028 Animals Adopted 1,254 1,406 Impound Fees Collected $10,402 $25,165 Licenses Issued – City 4,730 4,888 Licenses Issued – Contractor 921 1,048 License Income Received – City $64,507 $59,939 License Income Received - Contractor $18,309 $14,348 Number of Animal Control Requests Received 19,802 18,160 Total Number of Patrol Hours 12,105 13,212 Number of Citations Issued 121 90 Number of Warnings Issued 610 630 Number of Dead Animals Picked Up 127 430 Number of Presentations 24 21 Number of Regular Media Appearances 48 54 Number of Partnerships with External Organizations 0 3 Total Number of Patrol Miles Driven 71,297 80,740 Expenses/Income for Care of Animals $0 $128 Average Response Time – Priority One Calls 0:24 0:18 Average Response Time – Priority Two Calls 0:32 0:26 Average Response Time – Priority Three Calls 0:38 0:34 Total Number of Vicious/High Risk Animal Reports 46 18 Number of Bite Investigations 168 166 Number of Bite Cases Resolved 169 169 Number of Active Volunteers 894 866 Total Number of Volunteer Hours 988 1,655 Dollar Value of Volunteer Hours $12,172 $26,113

*The City of Sioux City contracts for animal control services. The Contractor is Hannah, Inc., Cindy Rarrat, President. The current contract is a three-year contract, which began July 1, 2010, and runs through June 30, 2013. This contract requires the submission of a monthly cumulative report providing the performance indicators reported above.

293 ANIMAL CONTROL 3101

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 80,534$ 73,976$ 92,000$ 75,000$ $ (17,000) (18.5%) A) Public Safety Fees 10,621 26,170 22,500 28,500 6,000 26.7% B) Total Revenue 91,155 100,146 114,500 103,500 (11,000) (9.6%)

General Services 2,425 1,260 2,138 2,774 636 29.7% C) Services Related to Property 316,048 508,409 466,772 470,720 3,948 0.8% D) General Supplies 771 7,457 12,800 12,800 - 0.0% Utilities 23,906 61,773 87,600 84,345 (3,255) (3.7%) E) Capital Expenditures - 1,190 195 195 - 0.0% Total Expenditures 343,150 580,089 569,505 570,834 1,329 0.2%

Net (Revenues less Expenditures) $ (251,995) $ (479,943) $ (455,005) $ (467,334) $ (12,329) 2.7%

Notes: A) Dog licenses were decreased $17,000 based on 2011 collections. B) Animal impoundment fees increased $6,000 based on history and year-to-date data. C) General Services increased $240 for communication line charges, $354 for property insurance and $42 for general liability insurance. D) CMG equipment repair and maintenance increased $7,396 based on history. The amount paid to Hannah, Inc for the animal control maintenance contract is anticipated to decrease $3,448 based on the expenses paid by the City to increase more than the increase in the contracted FY2013 amount. The expenses for CMG fuel, CMG equipment repairs, and phones are subtracted each month from the amount paid out. E) Gas utility decreased $19,000 and electric utility increased $7,345 based on prior year data. Fuel and oil increased $8,400 reflecting the increase in miles being driven and the anticipated increase in fuel costs.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

294 Public Works Department Organizational Chart

Public Works Director

Engineering Field Services Recreation

Park Underground Public Service LLFRC Maintenance Utilities

Water Paved Streets Trees/ Dirt Streets Transmission/ Aquatics Construction Bridge/Culvert Distribution

Street Storm/Sanitary Cemeteries Rec. Programs Cleaning Sewer

Traffic Signs/ Mowing/ Signals/ Riverfront Barricades

295

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

296 PUBLIC WORKS

MISSION STATEMENT: To preserve and enhance the quality of life by effectively designing and constructing capital improvements for our customers. To develop, maintain, and enhance infrastructure assets and provide recreational opportunities for the citizens of Sioux City in a fiscally responsible manner and to quickly and efficiently respond to citizen inquiries and complaints.

SERVICES: Services include administration of the Engineering Division functions to provide design, survey, oversight, and inspection support for City projects. Services include operation and maintenance of City streets, signs/signals/barricades maintenance, water transmission and distribution, sanitary sewer maintenance, snow and ice control, bridges/culverts/rivers, right-of-way maintenance, parks maintenance, and public cemeteries. Services also include the management and oversight of the City’s recreational activities including parks, pools, and the Long Lines Family Recreation Center.

RESOURCES: The Public Works Department is funded through revenues from water consumption, sewer usage, storm water utilities, and project charge backs, along with general fund revenues, property tax revenues, road use tax revenues, fees for permits, taps, rentals, leases, and plan review.

297 PUBLIC WORKS SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Taxes 28,797$ 28,711$ 28,988$ 28,988$ $ - 0.0% Licenses and Permits 50,384 42,173 51,600 51,600 - 0.0% Enterprise Fees 13,226 20,651 14,150 12,500 (1,650) (11.7%) Cemetery Fees 110,916 115,600 106,905 112,938 6,033 5.6% Engineering Fees 1,547,414 1,618,648 1,957,935 2,053,237 95,302 4.9% Recreation Fees 299,407 259,685 377,046 266,980 (110,066) (29.2%) Other Fees 16,358 7,025 7,955 7,955 - 0.0% State Governmental Operating Grants 6,106 178,944 - - - 0.0% Other Grants 20,000 20,000 20,000 20,000 - 0.0% Interest 8,042 7,329 7,855 7,685 (170) (2.2%) Rentals and Leases 257,590 251,254 256,469 236,850 (19,619) (7.6%) Concessions and Commissions 32,874 29,571 52,200 31,100 (21,100) (40.4%) Miscellaneous 44,765 42,997 21,945 23,013 1,068 4.9% Contributions 2,541 1,621 5,800 5,800 - 0.0% Refunds and Reimbursements 67,179 86,012 77,925 77,732 (193) (0.2%) Assessments 53,444 47,263 55,230 52,022 (3,208) (5.8%) Other 99,189 94,040 72,672 83,677 11,005 15.1% Total Departmental Revenues 2,658,232 2,851,524 3,114,675 3,072,077 (42,598) (1.4%)

Field Services Administration 163,597 242,247 244,173 255,360 11,187 4.6% Recreation Administration 243,316 264,101 284,628 272,678 (11,950) (4.2%) Leif Erickson Pool 90,363 85,059 95,241 91,116 (4,125) (4.3%) Lewis Pool 78,552 72,670 71,953 69,427 (2,526) (3.5%) Cook Pool 46,554 47,278 60,544 58,426 (2,118) (3.5%) Riverside Pool 145,125 137,960 129,821 123,903 (5,918) (4.6%) Leeds Pool 49,819 42,750 57,360 56,306 (1,054) (1.8%) Recreation Programming 37,167 33,937 29,343 28,401 (942) (3.2%) Park Maintenance 2,176,870 2,241,569 2,416,756 2,448,723 31,967 1.3% Band 28,964 30,080 29,294 29,197 (97) (0.3%) Lewis and Clark Park 3,188 3,237 1,542 1,386 (156) (10.1%) Park Board 8,983 8,983 4,459 4,008 (451) (10.1%) Riverfront Maintenance 211,867 333,024 240,125 220,843 (19,282) (8.0%) Long Lines Family Rec Center 362,879 377,949 389,211 385,740 (3,471) (0.9%) Tree Maintenance 94,999 128,482 81,118 118,991 37,873 46.7% Floyd Cemetery 23,894 19,197 59,761 49,533 (10,228) (17.1%) Logan Cemetery 122,733 142,341 140,891 146,226 5,335 3.8% Graceland Cemetery 404,423 432,774 400,332 398,524 (1,808) (0.5%) Operation and Response 151,869 146,805 165,525 190,553 25,028 15.1% Paved Streets 2,108,845 2,256,122 2,323,187 2,563,179 239,992 10.3%

298 FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Dirt Streets 1,185,827 1,320,046 1,194,821 1,347,195 152,374 12.8% Street Cleaning 1,289,094 1,390,812 1,349,790 1,408,959 59,169 4.4% Bridges/Culverts/Rivers 132,106 133,691 131,660 151,431 19,771 15.0% Snow and Ice Control 1,982,872 1,564,450 1,527,257 1,600,738 73,481 4.8% Civil Defense 5,637 4,822 13,000 5,710 (7,290) (56.1%) Engineering 1,695,155 1,760,406 1,824,926 1,860,600 35,674 2.0% Traffic Engineering 680,353 605,396 637,861 642,093 4,232 0.7% Street Lighting 801,712 795,797 842,000 859,500 17,500 2.1% Transmission & Distribution 2,607,733 2,497,438 2,565,825 2,713,425 147,600 5.8% Sanitary Sewer Maintenance 1,752,117 1,794,983 1,739,752 1,890,584 150,832 8.7% Total Expenditures by Division 18,686,613 18,914,406 19,052,156 19,992,755 940,599 4.9%

Net (Revenues less Expenditures) (16,028,381) (16,062,882) (15,937,481) (16,920,678) (983,197) 6.2%

Additional Resources Needed Property Taxes 3,171,064 3,494,667 3,163,370 3,155,441 (7,929) (0.3%) Road Use Fund Balance 451,426 417,028 (47,887) - 47,887 (100.0%) Road Use Taxes 7,514,643 7,674,808 7,991,222 7,991,222 - 0.0% Allocation to Other Funds 586,723 219,968 579,705 1,172,538 592,833 102.3% Water Funds 2,589,092 2,482,104 2,574,447 2,723,859 149,412 5.8% Sewer Funds 1,715,433 1,774,307 1,726,624 1,877,618 150,994 8.7% Total Additional Resources 16,028,381$ 16,062,882$ 15,987,481$ 16,920,678$ $ 933,197 5.8%

299 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 3.00 3.00 1.00 1.00 1.00 - Auto Equipment Operator I 25.00 25.00 25.00 25.00 25.00 - Auto Equipment Operator II 12.00 12.00 12.00 12.00 12.00 - Auto Equipment Operator III 6.00 6.00 6.00 6.00 6.00 - Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00 - Chief Construction Inspector 1.00 1.00 1.00 1.00 1.00 - Chief Land Surveyor 1.00 1.00 1.00 1.00 1.00 - City Engineer 1.00 1.00 1.00 1.00 1.00 - Civil Engineer 2.00 2.00 2.00 2.00 2.00 - Development and Record Tech 1.00 1.00 1.00 1.00 1.00 - Engineering Inspector 2.00 2.00 2.00 2.00 2.00 - Engineering Technician I 1.00 1.00 1.00 1.00 1.00 - Engineering Technician II 2.00 2.00 2.00 2.00 2.00 - Field Services Division Manager 1.00 1.00 1.00 1.00 1.00 - Field Services Specialist 1.00 1.00 1.00 1.00 - (1.00) Gardener 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 10.00 10.00 10.00 10.00 10.00 - Labor Supervisor 10.00 10.00 10.00 10.00 10.00 - Land Surveyor 1.00 1.00 1.00 1.00 1.00 - Long Lines Family Rec Ctr Facilities Coor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 40.00 40.00 38.00 38.00 38.00 - Park Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 - Parks and Recreation Manager 1.00 1.00 1.00 1.00 1.00 - Public Works Director 1.00 1.00 1.00 1.00 1.00 - Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineer 2.00 2.00 2.00 2.00 2.00 - Signal Electrician 3.00 3.00 3.00 3.00 3.00 - Surveyor 2.00 2.00 2.00 2.00 2.00 - Underground Utility Serv Coordinator 1.00 1.00 1.00 1.00 1.00 - Underground Utility Serv Supervisor 1.00 1.00 1.00 1.00 1.00 Utility Inspector 2.00 2.00 2.00 2.00 2.00 - Utility Worker 8.00 8.00 8.00 8.00 8.00

300 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Part Time Administrative Secretary - - - 1.00 1.00 - Aquatics Supervisor - 0.33 0.33 0.33 0.33 - Cashier/Concession Worker 0.69 0.69 0.66 0.66 0.66 - Engineering Technician I 1.00 1.00 1.00 1.00 1.00 - Head Lifeguard 1.57 1.57 1.42 1.42 1.42 - Lifeguard I 5.38 5.38 4.86 4.86 4.86 - Lifeguard II 6.37 6.37 5.77 5.77 5.77 - Long Lines Attendant - 0.76 0.76 0.76 0.76 - Long Lines Specialist - 3.40 3.40 3.23 3.23 - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Recreation and Aquatics Coordinator 0.28 0.28 0.28 0.28 0.28 - Recreation Specialist II 4.36 0.20 0.20 0.20 0.20 - Seasonal Laborer 20.85 20.85 20.85 20.60 20.60 - Secretary 0.50 0.50 0.50 0.50 0.50 - Swimming Pool Manager 0.95 0.95 0.87 0.87 0.87 -

Total FTE 190.95 191.28 185.90 186.48 185.48 (1.00)

301 GENERAL FUND SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Taxes 28,797$ 28,711$ 28,988$ 28,988$ $ - 0.0% Licenses and Permits 14,600 15,605 16,600 16,600 - 0.0% Cemetery Fees 110,916 115,600 106,905 112,938 6,033 5.6% A) Engineering Fees 1,547,414 1,618,648 1,957,935 2,053,237 95,302 4.9% B) Recreation Fees 299,407 259,685 377,046 266,980 (110,066) (29.2%) C) Other Fees 16,108 7,025 6,955 6,955 - 0.0% Other Grants 20,000 20,000 20,000 20,000 - 0.0% Interest 8,042 7,329 7,855 7,685 (170) (2.2%) Rentals and Leases 257,590 251,254 256,469 236,850 (19,619) (7.6%) D) Concessions and Commissions 32,874 29,571 52,200 31,100 (21,100) (40.4%) E) Miscellaneous 44,765 42,997 21,945 23,013 1,068 4.9% Contributions 2,541 1,621 5,800 5,800 - 0.0% Refunds and Reimbursements 8,917 15,283 18,150 17,857 (293) (1.6%) Assessments 53,444 47,263 55,230 52,022 (3,208) (5.8%) F) Other 95,636 91,392 70,152 81,167 11,015 15.7% G) Total Departmental Revenues 2,541,051 2,551,984 3,002,230 2,961,192 (41,038) (1.4%)

Recreation Administration 243,316 264,101 284,628 272,678 (11,950) (4.2%) H) Leif Erickson Pool 90,363 85,059 95,241 91,116 (4,125) (4.3%) I) Lewis Pool 78,552 72,670 71,953 69,427 (2,526) (3.5%) I) Cook Pool 46,554 47,278 60,544 58,426 (2,118) (3.5%) I) Riverside Pool 145,125 137,960 129,821 123,903 (5,918) (4.6%) I) Leeds Pool 49,819 42,750 57,360 56,306 (1,054) (1.8%) Recreation Programming 37,167 33,937 29,343 28,401 (942) (3.2%) Parks Maintenance 2,176,870 2,241,569 2,416,756 2,448,723 31,967 1.3% J) Band 28,964 30,080 29,294 29,197 (97) (0.3%) Lewis and Clark Park 3,188 3,237 1,542 1,386 (156) (10.1%) Park Board 8,983 8,983 4,459 4,008 (451) (10.1%) Riverfront Maintenance 211,867 333,024 240,125 220,843 (19,282) (8.0%) K) Long Lines Family Rec Center 362,879 377,949 389,211 385,740 (3,471) (0.9%) L) Tree Maintenance 94,999 128,482 81,118 118,991 37,873 46.7% M) Floyd Cemetery 23,894 19,197 59,761 49,533 (10,228) (17.1%) N) Logan Cemetery 122,733 142,341 140,891 146,226 5,335 3.8% N) Graceland Cemetery 404,423 432,774 400,332 398,524 (1,808) (0.5%) Civil Defense 5,637 4,822 13,000 5,710 (7,290) (56.1%) O) Engineering 1,695,155 1,760,406 1,824,926 1,860,600 35,674 2.0% P) Total Expenditures by Division 5,830,488 6,166,619 6,330,305 6,369,738 39,433 0.6%

Net (Revenues less Expenditures) (3,289,437) (3,614,635) (3,328,075) (3,408,546) (80,471) 2.4%

302 Additional Resources Needed Property Taxes 3,171,064 3,494,667 3,163,370 3,155,441 (7,929) (0.3%) Allocation to Other Funds 118,373 119,968 164,705 253,105 88,400 53.7% Total Additional Resources Needed 3,289,437$ 3,614,635$ 3,328,075$ 3,408,546$ 80,471$ 2.4%

Notes: A) Cemetery fees increased based on collections for FY 2010 and FY 2011, fees that increased are; weekend interment, $3,935, Interment $1,237, and grave marker charges $3,168. Markers-cremation garden decreased $2,184. B) Engineering fees increased to match the expenditure increases as this division is 100% supported by fees. C) Recreation fees decreased in recreation programming $3,678 and park maintenance $5,090 based on historical data. D) Rentals and leases decreased $11,299 for Rose Garden rent based on prior year data and equipment rental increased $8,428 to account for tower lease, increased $1,821 for river dike land rent for haying contract. Long Lines rent revenue decreased based on history in the following categories: security deposit $2,000, meeting room rent $2,122, gym rental $14,200. E) Swimming pool concessions decreased $12,400 and Long Lines Family Recreational Center vending concessions decreased $8,700 based on history. F) Assessment revenue decreased $3,208 based on historical data. G) Other revenues increase in Cemeteries due to the sale of lots of $10,083 at Logan Cemetery and increase in lot sales at Graceland of $932, both based on history. H) Recreation Administration reduction is attributed to $7,917 decrease in workers' compensation due to lower premiums for FY 2013. Physical exams decreased $8,000 based on history. FLSA overtime is projected to increase $2,400 based on FY 2011 actual. Iowa Public Employees' Retirement System (IPERS) increased $823 based on City's obligated rate increase of .6% from 8.07% to 8.67%. I) All pools decreased $6,980 due to reduction in workers' compensation premium, City-wide the premium is lower than prior year to due to claims history. Operating supplies decreased $4,000, advertising decreased $3,500 and print shop expenses decreased $500. All based on history of expenditures. J) Park Maintenance increases include the employee compensation changes as follows; wages and benefits increased $22,234 due to contractual obligations and workers' compensation decreased $60,808 due to previous large claims experience aging out of the claims pool and lower City wide premium needs. IPERS increased $7,670 due to City's obligated contribution rate increasing .6% from 8.07% to 8.67%. Deferred compensation-City match increased $4,101 based on salaries increasing. General services increased $12,430 for general liability insurance premium which increased based on the City-wide increase in premiums, professional services decreased $1,500 and communication cellular decreased $658 based on FY 2010 and FY 2011 averages. Maintenance buildings and grounds, radio communications, and maintenance machine and equipment decreased $10,000, $150, and $200, respectively, based on past history. Equipment repair and maintenance increased $24,017 based on past history and cost of living increases. Operating supplies decreased $16,000 based on past history. Utilities increased $29,707 for anticipated fuel and oil charges for equipment and vehicles fuel. Gas utilities decreased $3,149 based on past history and electric utilities increased $3,568 based on past history. K) CMG decreased $6,800 due to Council action. Riverfront maintenance increased $1,150 due to Floyd and Perry Creek warning systems increasing. Equipment repair and maintenance decreased $5,615 based on history and cost of living. Operating supplies decreased $2,500 based on history. Utilities decreased $2,250 based on anticipated fuel usage. L) Long Lines Family Rec Center operating supplies decreased $12,550 and office supplies increased $850, both based on history. Utilities increased $3,133 for gas and $8,646 based on anticipated price increases. Inventory increased $1,000 for beverage concessions and $150 for newspapers. M) Tree Maintenance increased $20,000 to budget for the Mid America tree grant. In previous years the revenue was budgeted but not the expenditures. CMG lease charges increased $10,500 based on year-to-date information. Utilities increased $8,796 for anticipated fuel price increases. Equipment repair and maintenance decreased $1.058 based on history. N) Cemeteries budget increased $1,316 for CMG lease charges, decreased $11,000 for lawn care, and decreased $5,325 for maintenance buildings and grounds, all based on history. CMG equipment repair decreased $2,117 based on history. Supplies increased $3,875 for operating supplies based on history. Utilities increased $7,907 based on anticipated fuel and oil usage. O) Civil defense decreased $1,500 in line charges and $6,390 in radio maintenance based on history. P) Engineering wages and associated benefits increased $40,304 due to contractual obligations, health and dental insurance premiums decreased $19,774 due to employee elections and workers' compensation premiums decreased $5,208 due to City-wide decrease in claims. General services increased $3,281 for general liability insurance due to claims history. Equipment repair and maintenance CMG increased $16,714 based on FY 2011 expenses.

303 ROAD USE TAX FUND SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Other Fees 250$ $ - 1,000$ 1,000$ $ - 0.0% State Governmental Operating Grants 6,106 178,944 - - - 0.0% Refunds and Reimbursements 51,947 51,307 58,775 58,875 100 0.2% Other 3,553 2,473 2,420 2,410 (10) (0.4%) Total Departmental Revenues 61,856 232,724 62,195 62,285 90 0.1%

Field Services Administration 163,597 211,441 198,429 209,292 10,863 5.5% A) Operations and Response 151,869 146,805 165,525 190,553 25,028 15.1% B) Paved Streets 2,108,845 2,256,122 2,323,187 2,563,179 239,992 10.3% C) Dirt Streets 1,185,827 1,320,046 1,194,821 1,347,195 152,374 12.8% D) Street Cleaning 1,289,094 1,390,812 1,349,790 1,408,959 59,169 4.4% E) Bridges/Culverts/Rivers 132,106 133,691 131,660 151,431 19,771 15.0% F) Snow and Ice Control 1,982,872 1,564,450 1,527,257 1,600,738 73,481 4.8% G) Traffic Engineering 696,607 605,166 637,861 642,093 4,232 0.7% Street Lighting 785,458 796,027 842,000 859,500 17,500 2.1% H) Total Expenditures by Division 8,496,275 8,424,560 8,370,530 8,972,940 602,410 7.2%

Net (Revenues less Expenditures) (8,434,419) (8,191,836) (8,308,335) (8,910,655) (602,320) 7.2%

Additional Resources Needed Fund Balance 451,426 417,028 (47,887) - 47,887 (100.0%) Road Use Taxes 7,514,643 7,674,808 7,991,222 7,991,222 - 0.0% Allocation to Other Funds 468,350 100,000 415,000 919,433 504,433 121.6% Total Additional Resources 8,434,419$ 8,191,836$ 8,358,335$ 8,910,655$ 552,320$ 6.6%

Notes: A) Field Services Administration increased $4,949 for employee compensation due to contractual obligations. Training, printing, City business, conventions, and advertising increased $1,000, $1,000, $1,425, $1,500 and $500, respectively, based on anticipated need. Iowa Public Employees' Retirement (IPERS) expense increased $973 based on City's obligation increasing .6% from 8.07% to 8.67%. B) Operation and Response increased $25,028, which represents a net of the reductions of the Field Services Specialist and an increase of $15,416 for employee compensation and payroll related expenses due to contractual obligations and the re-allocation of the employee services from Bridges/Culverts/River and $1,410 unemployment compensation payments based on prior year data. IPERS increased $2,734 based on City's obligation increasing .6% from 8.07% to 8.67%. Group health and dental increased $7,868 based on employee elections. C) Paved Streets had a reduction of workers' compensation $8,327 based on a lower premium City-wide due to claims history. Employee compensation increased $14,806 due to contractual obligations. General liability premiums increased $8,223 due to claims experience. The following increased based on anticipated need and the average of the past two years expenditures; overtime for $5,250, equipment repair and maintenance - CMG for $101,294, operating supplies for $7,500 and fuel for $49,702. IPERS increased $7,525 based on City's obligation increasing .6% from 8.07% to 8.67%. Group health insurance increased $4,496 based on employee elections.

304

D) Dirt Streets had a reduction in workers' compensation for $7,776, employee compensation increased $11,270 based on contractual agreements and general liability insurance increased $4,900 based on claims paid. The following increased based on anticipated need and the average of the past two years expenditures; $2,460 for overtime, $70,683 for equipment repair and maintenance - CMG, and $59,419 for fuel. IPERS increased $3,601 based on City's obligation increasing .6% from 8.07% to 8.67%. Deferred compensation-City match increased $2,151 based on salaries increase. Group health insurance increased $4,651 based on employee elections. E) Street Cleaning Streets had a reduction of workers' compensation for $10,709 due to aging of claims and general liability premiums increased $11,493 due to claims experience. Salaries and payroll related expenses increased $5,663 based on contractual agreements. The following increased based on anticipated need and the average of the past two years expenditures; overtime for $7,775, equipment repair and maintenance - CMG for $48,798, operating supplies for $3,000, and fuel for $35,495. Group health insurance decreased $6,032 based on employee elections. IPERS increased $1,470 based on City's obligation increasing .6% from 8.07% to 8.67%. The field services specialist position was eliminated. This resulted in a savings of $29,962, which was what was allocated to this department. F) Bridges/Culverts/Rivers decreased due to the allocation of employee compensation to Operations and Response. G) Snow and Ice Dirt Streets had employee compensation increase $10,898 based on contractual obligations. The following increased based on anticipated need and the average of the past two years expenditures, overtime for $50,520, equipment repair and maintenance - CMG for $123,528, and fuel for $1,234. IPERS increased $3,716 based on City's obligation increasing .6% from 8.07% to 8.67%. Group health insurance increased $5,493 based on employee elections. Deferred compensation-City match increased $968 based on salaries increasing. Operating supplies decreased $120,000 based on Council action. H) Street Lighting increased $11,500 and maintenance buildings and grounds increased $6,000. Each were based on electrical maintenance historic data.

305 UTILITIES FUNDS SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 35,784$ 26,568$ 35,000$ 35,000$ - 0.0% Enterprise Fees 13,226 20,651 14,150 12,500 (1,650) (11.7%) Refunds and Reimbursements 6,315 19,422 1,000 1,000 - 0.0% Other - 175 100 100 - 0.0% Total Departmental Revenues 55,325 66,816 50,250 48,600 (1,650) (3.3%)

Field Services Administration - 30,806 45,744 46,068 324 0.7% Transmission & Distribution 2,607,733 2,497,438 2,565,825 2,713,425 147,600 5.8% A) Sanitary Sewer Maintenance 1,752,117 1,794,983 1,739,752 1,890,584 130,185 8.7% B) Total Expenditures by Division 4,359,850 4,323,227 4,351,321 4,650,077 298,756 6.9%

Net (Revenues less Expenditures) (4,304,525) (4,256,411) (4,301,071) (4,601,477) (300,406) 7.0%

Additional Resources Needed Water Funds 2,589,092 2,482,104 2,574,447 2,723,859 149,412 5.8% Sewer Funds 1,715,433 1,774,307 1,726,624 1,877,618 150,994 8.7% Total Additional Resources 4,304,525$ 4,256,411$ 4,301,071$ 4,601,477$ 300,406$ 7.0%

Notes: A) Transmission and Distribution increases are attributed to $27,365 overtime and $10,300 operating supplies. Both are based on prior year data. Fuel is budgeted to increase $58,917 based on increased fuel prices. General liability premiums increased $65,041 due to numerous large claims incurred during the past fiscal year. Salary and related payroll expenses decreased $16,857. Workers' compensation premiums decreased $1,920 based on lower premiums City-wide. Iowa Public Employees' Retirement System (IPERS) decreased $4,813 based on City's obligation increasing .6% from 8.07% to 8.67%. Group health insurance and dental insurance premiums increased $3,056 based on employee elections. Deferred compensation-City match increased $3,912 based on employee elections. Equipment repair and maintenance CMG increased $15,725 based on actual expenses. Salaries also decreased due to elimination of field services specialiast. Position was allocated 66% to utiliites. B) Sanitary Sewer Maintenance employee compensation increased $30,089 due to contractual obligations. IPERS increased $6,677 based on City's obligation increasing .6% from 8.07% to 8.67%. Overtime and equipment repair and maintenance - CMG both increased $9,225 and $25,000, respectively, based on history. Fuel is projected to increase $37,190. General liability premium increased $30,806 due to several large claim occurrences during the past year. Salaries also decreased due to elimination of field services specialiast. Position was allocated 66% to utiliites.

306

FIELD SERVICES MANAGEMENT

FY2012 GOALS AND PROGRESS: 1. Continue to evaluate ICMA performance measure annual reports with Field Services performance measure results to identify areas of strengths and weaknesses. Assist Engineering with additional performance measures in regards to Road Rehabilitation performance measures. Use comparisons to establish future goals for improved service delivery and efficiency. An annual evaluation and comparison of performance measures has again been made in regards to the ICMA reports. Additional information has been included from Engineering for further analysis of current and future street maintenance and rehabilitation. 2. Continue to cross-train all Field Services’ staff in all areas of responsibility to improve customer service response, increase efficiencies, reduce overtime, and be better prepared for all emergencies. Additional cross training, including all areas of responsibility in Field Services, is currently underway in regards to key tasks and equipment. This has been very beneficial with the Field Services reorganization. 3. Continue to develop and mentor new leaders within Field Services. There is currently a Labor Supervisor position open. The open Labor Supervisor position was recently filled with a current Field Services AFSCME staff member. Another open Labor Supervisor position was offered to a senior ASCFME staff member. A Labor Crew Leader position was filled in the past year. Eight AFSCME staff members have successfully filled in as Labor Supervisors during absences.

FY2013 GOALS: 1. Continue to evaluate ICMA performance measure annual reports with Field Services performance measure results to identify areas of strengths and weaknesses. Assist Engineering with additional performance measures in regards to Road Rehabilitation performance measures. Use comparisons to establish future goals for improved service delivery and efficiency. 2. Continue to cross-train all Field Services’ staff in all areas of responsibility and equipment operation to improve customer service response, increase efficiencies, reduce overtime, and be better prepared for all projects, maintenance, emergencies. 3. Continue to develop and mentor new leaders within Field Services. Several positions, including a Labor Crew Leader, will open in the coming year due to retirements.

307 FIELD SERVICES MANAGEMENT 5001

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 3,600$ 600$ 3,600$ 3,600$ $ - 0.0% Total Revenue 3,600 600 3,600 3,600 - 0.0%

Employee Compensation 148,504 227,076 233,649 240,073 6,424 2.7% A) General Services 12,671 7,984 3,614 8,262 4,648 128.6% B) Services Related to Property 1,723 6,179 6,200 6,200 - 0.0% General Supplies 699 1,008 710 825 115 16.2% Total Expenditures 163,597 242,247 244,173 255,360 11,187 4.6%

Net (Revenues less Expenditures) $ (159,997) $ (241,647) $ (240,573) $ (251,760) $ (11,187) 4.7%

Notes: A) Employee compensation increased $4,949 due to contractual obligations and payroll related expenses, $1,000 increase for employee training, $973 increase for Iowa Public Employees' Retirement expense due to City obligated rate increasing .6% from 8.07% to 8.67%, and workers' compensation premiums decreasing $565. B) General services increases include $1,000 for printing, $1,425 for City business, $1,500 for conventions and $500 for advertising for positions in Public Works.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference

Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 1.00 1.00 - - - Field Services Director ------Field Services Division Manager 1.00 1.00 1.00 1.00 1.00 - Public Works Director 1.00 1.00 1.00 1.00 1.00 -

Part Time Administrative Secretary - - - 1.00 1.00 -

Total FTE 4.00 4.00 4.00 3.00 4.00 -

308 RECREATION SERVICES

MISSION STATEMENT: To develop, maintain, and enhance recreation programs and facilities which provide the opportunity for the citizens of Sioux City to enjoy a rich quality of life.

SERVICES: Services include operation and maintenance of five (5) swimming pools, Long Lines Family Rec Center, Climbing Wall, Lewis & Clark Baseball Stadium, project development of new facilities and parks; recreation leagues for youth and adults, special events; municipal band, board/commission/committee coordination, lease management and special event packet inter-office routing.

RESOURCES: This department is funded with general fund revenues, property tax revenues and grants.

FY2012 GOALS: 1. Continue to grow the youth and adult recreation sports programs while utilizing the Long Lines Family Rec Center’s facility and staff. • Youth sports programs have remain consistent in participation. Customer survey’s reflect satisfaction with programs held at the Recreation Center. • Adult volleyball programs continue to generate a good number of participants and quality play. • Ballroom Dance class went well and has been offered again. • Judo Classes have been successful with the addition of a Saturday session.

2. Generate revenue to offset the expenses of the programs and the operation of the facilities used. • Revenue is projected to be maintained at a level comparable to FY11.

FY2013 Goals: 1. Develop and increase the youth and adult recreation programs within Long Lines Family Recreation Center. 2. Generate revenue through programming and event rentals to offset the operation expenses of the facility.

PERFORMANCE MEASURES FY2012:

309

310 RECREATION ADMINISTRATION 5101

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 1,350$ 1,350$ 1,450$ 1,450$ $ - 0.0% Refunds and Reimbursements 250 71 - - - 0.0% Total Revenue 1,600 1,421 1,450 1,450 - 0.0%

Employee Compensation 231,945 252,517 273,704 263,003 (10,701) (3.9%) A) General Services 8,130 8,020 7,186 6,413 (773) (10.8%) Services Related to Property 2,449 2,156 1,788 2,012 224 12.5% Supplies 792 1,408 1,950 1,250 (700) (35.9%) Total Expenditures 243,316 264,101 284,628 272,678 (11,950) (4.2%)

Net (Revenues less Expenditures) $ (241,716) $ (262,680) $ (283,178) $ (271,228) 11,950$ (4.2%)

Notes: A) Salaries and payroll related expenses increased $2,800 due to contractual obligations. Workers' compensation decreased $7,917 due to lower premiums for FY 2013. Physical exams decreased $8,000 based on history. FLSA overtime is projected to increase $2,400 based on FY 2011 actual. Iowa Public Employees' Retirement System (IPERS) increased $823 based on City's obligated rate increasing .6% from 8.07% to 8.67%.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Parks and Recreation Manager 1.00 1.00 1.00 1.00 1.00 - Recreation Superintendent 1.00 - - - - - Recreation Supervisor - 1.00 1.00 1.00 1.00 -

Part Time Aquatics Supervisor - 0.33 0.33 0.33 0.33 -

Total FTE 3.00 3.33 3.33 3.33 3.33 -

311

SWIMMING

FY 2012 Goals

1. Establish a citizen’s aquatic committee to evaluate the city swimming pool facilities and programs to make recommendations on future pool improvements. • Committee has not been established at this time, will initiate after Trails Master Plan is completed. 2. Repair leak at Leif Pool. • Completed 3. Address infrastructure repairs identified by post-season inspection. • Receiving estimates for projects at RFAC and Leif. • Calking in pool basin and cement work at RFAC. • Filter replacement at Leif Erikson. 4. Improve marketing efforts. • Developed a brochure for all aquatic facilities containing polices for the pools. • Completed a live remote with radio station NEW 102.3 • Updated the aquatics website page, included pictures • Updated the Sioux City Parks and Recreation Facebook page

FY 2013 Goals 1. Establish a citizen’s aquatic committee to evaluate the city swimming pool facilities and programs to make recommendations on future pool improvements. 2. Address infrastructure repairs identified by post-season inspection. 3. Improve marketing efforts to increase pool attendance.

PERFORMANCE MEASURES FY2012:

312

313 RECREATION SWIMMING 5102-5106

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Recreation Fees 183,262$ 162,628$ 257,898$ 169,160$ $ (88,738) (34.4%) A) Concessions and Commissions 25,899 23,793 37,200 24,800 (12,400) (33.3%) B) Contributions - - 600 600 - 0.0% Refunds and Reimbursements 252 250 300 700 400 133.3% C) Total Revenue 209,413 186,671 295,998 195,260 (100,738) (34.0%)

Employee Compensation 286,836 248,668 275,145 268,165 (6,980) (2.5%) D) General Services 24,845 23,842 25,712 20,951 (4,761) (18.5%) E) Services Related to Property 10,431 14,216 15,747 15,747 - 0.0% Supplies 33,529 37,119 41,140 37,140 (4,000) (9.7%) F) Utilities 23,532 26,028 24,669 24,669 - 0.0% Inventory Supplies 20,319 23,503 20,186 20,186 - 0.0% Miscellaneous 10,921 12,341 12,320 12,320 - 0.0% Total Expenditures 410,413 385,717 414,919 399,178 (15,741) (3.8%)

Net (Revenues less Expenditures) $ (201,000) $ (199,046) $ (118,921) $ (203,918) $ (84,997) 71.5%

Notes: A) Recreation Fees decreased $88,738 based on historical data. The large decrease is partially attributable to swimming fee revenues coming in under budget in prior years. B) Concessions decreased $12,400 based on historical data. C) Refunds and reimbursements increased $400 based on historical data. D) Employee compensation decreased $6,980 due to lower workers' compensation premiums. E) General services decreased $500 in printing City print shop, $3,500 in advertising, and $903 in property/building insurance, all based on history. F) Operating supplies decreased $4,000 based on history of expenses.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference RECREATION - LEIF ERICKSON POOL 5102 Part Time Head Lifeguard 0.37 0.37 0.33 0.33 0.33 - Lifeguard I 1.35 1.35 1.19 1.19 1.19 - Lifeguard II 1.75 1.75 1.54 1.54 1.54 - Swimming Pool Manager 0.18 0.18 0.16 0.16 0.16 -

Total FTE 3.65 3.65 3.22 3.22 3.22 -

314 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference RECREATION - LEWIS POOL 5103 Part Time Head Lifeguard 0.37 0.37 0.33 0.33 0.33 - Lifeguard I 0.73 0.73 0.64 0.64 0.64 - Lifeguard II 1.29 1.29 1.14 1.14 1.14 - Swimming Pool Manager 0.18 0.18 0.16 0.16 0.16 -

Total FTE 2.57 2.57 2.27 2.27 2.27 -

RECREATION - COOK POOL 5104 Part Time Head Lifeguard 0.13 0.13 0.11 0.11 0.11 - Lifeguard I 1.35 1.35 1.19 1.19 1.19 - Lifeguard II 0.60 0.60 0.53 0.53 0.53 - Swimming Pool Manager 0.18 0.18 0.16 0.16 0.16 -

Total FTE 2.26 2.26 1.99 1.99 1.99 -

RECREATION - RIVERSIDE AQUATICS CENTER 5105 Part Time Cashier/Concession Worker 0.51 0.51 0.50 0.50 0.50 - Head Lifeguard 0.40 0.40 0.39 0.39 0.39 - Lifeguard I 1.25 1.25 1.22 1.22 1.22 - Lifeguard II 1.55 1.55 1.52 1.52 1.52 - Swimming Pool Manager 0.23 0.23 0.23 0.23 0.23 -

Total FTE 3.94 3.94 3.86 3.86 3.86 -

RECREATION - LEEDS POOL 5106 Part Time Cashier/Concession Worker 0.18 0.18 0.16 0.16 0.16 - Head Lifeguard 0.30 0.30 0.26 0.26 0.26 - Lifeguard I 0.70 0.70 0.62 0.62 0.62 - Lifeguard II 1.18 1.18 1.04 1.04 1.04 - Swimming Pool Manager 0.18 0.18 0.16 0.16 0.16 -

Total FTE 2.54 2.54 2.24 2.24 2.24 -

315 RECREATION PROGRAMMING 5115

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Recreation Fees 44,290$ 47,013$ 33,578$ 29,900$ $ (3,678) (11.0%) A) Miscellaneous 9,285 5,694 600 600 - 0.0% Contributions 1,680 710 4,400 4,400 - 0.0% Refunds and Reimbursements 1,300 7,650 - - - 0.0% Total Revenue 56,555 61,067 38,578 34,900 (3,678) (9.5%)

Employee Compensation 8,670 11,044 11,465 11,502 37 0.3% General Services 14,138 4,917 3,568 7,089 3,521 98.7% B) Supplies 13,616 17,456 13,910 9,410 (4,500) (32.4%) C) Miscellaneous 743 520 400 400 - 0.0% Total Expenditures 37,167 33,937 29,343 28,401 (942) (3.2%)

Net (Revenues less Expenditures) 19,388$ 27,130$ 9,235$ 6,499$ $ (2,736) (29.6%)

Notes: A) Recreation fees decreased $298 in youth tennis, $1,315 men's football fees, and $2,215 in basketball league fees based on prior year data. B) General services professional services increased $4,500 to hire outside instructors and advertising decreased $1,000 based on history. C) Operating supplies decreased $4,500 due to professional services previously being included in this line item.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Part Time Recreation and Aquatics Coordinator 0.10 0.28 0.28 0.28 0.28 - Recreation Specialist II 0.20 0.20 0.20 0.20 0.20 -

Total FTE 0.30 0.48 0.48 0.48 0.48 -

316

PARKS MAINTENANCE

FY2012 GOALS AND PROGRESS: 1. Continue successful partnerships with various organizations within the community. We have partnered with the Neighborhood Networks, Sertoma Club, and Saturday in the Park (SITP) to make improvements to the parks. 2. Continue to evaluate, prioritize, and upgrade playground equipment, restroom facilities, shelters, and the entire City parks system. Krumann Park has new play equipment, picnic tables, cookers, perimeter fencing, and trees. Smith Villa has a new basketball court and perimeter fencing.

FY2013 GOALS: 1. Continue to evaluate, prioritize, and upgrade playground equipment, restroom facilities, shelters, and the entire City parks system. 2. Continue successful partnerships with various organizations and Neighborhood Networks within the community.

PERFORMANCE MEASURES:

6,000

5,500

5,000 Large Area Acres Mowed

4,500

4,000 2010 2011 2012

317 PARKS MAINTENANCE 5116

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Recreation Fees 25,453$ 20,789$ 28,210$ 23,120$ $ (5,090) (18.0%) A) Rentals and Leases 64,870 78,886 60,497 57,626 (2,871) (4.7%) B) Concessions and Commissions 1 - - - - 0.0% Miscellaneous 99 94 - - - 0.0% Contributions 12,783 14,334 - - - 0.0% Refunds and Reimbursements 4,811 3,890 15,950 15,950 - 0.0% Other 8,726 1,744 500 500 - 0.0% Total Revenue 116,743 119,737 105,157 97,196 (7,961) (7.6%)

Employee Compensation 1,657,295 1,640,541 1,789,715 1,784,416 (5,299) (0.3%) C) General Services 32,793 16,841 34,553 44,296 9,743 28.2% D) Services Related to Property 311,690 397,609 386,678 400,345 13,667 3.5% E) Supplies 24,681 20,848 44,150 27,880 (16,270) (36.9%) F) Utilities 148,803 165,160 161,160 191,286 30,126 18.7% G) Miscellaneous 1,608 570 500 500 - 0.0% Total Expenditures 2,176,870 2,241,569 2,416,756 2,448,723 31,967 1.3%

Net (Revenues less Expenditures) $ (2,060,127) $ (2,121,832) $ (2,311,599) $ (2,351,527) $ (39,928) 1.7%

Notes: A) Recreation fees decreased $5,090 due to reservation charges being reduced to reflect history. B) Rentals and leases decreased $11,299 for Rose Garden rent based on prior year data and equipment rental increased $8,428 to account for tower lease. C) Employee compensation changed as follows; salaries and payroll related expenses increased $22,234 due to contractual obligations, Iowa Public Employees' Retirement expenses increased $7,670 due to City's obligation increasing .6% from 8.07% to 8.67%, group health and dental insurance increased $21,875 due to employee elections, deferred compensation-City match increased $4,101 based on salaries increasing, and workers' compensation decreased $60,808 due to previous large claims experience aging out of the claims pool and lower City-wide premium needs. D) General services increased $12,430 for general liability insurance premium which increased based on the City-wide increase in premiums, professional services decreased $1,500, advertising decreased $400, and communication cellular decreased $658 based on FY2010 and FY2011 averages. E) Maintenance buildings and grounds, radio communications, and maintenance machine and equipment decreased $10,000, $150, and $200, respectively, based on past history. Equipment repair and maintenance increased $24,017 based on past history and cost of living increases. F) Operating supplies decreased $16,000 based on past history. G) Utilities increased $29,707 for anticipated fuel and oil charges for equipment and vehicles fuel. Gas utilities decreased $3,149 based on past history and electric utilities increased $3,568 based on past history.

318 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Auto Equipment Operator I 7.00 7.00 7.00 7.00 7.00 - Gardener 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 4.00 4.00 4.00 4.00 4.00 - Labor Supervisor 2.00 2.00 2.00 2.00 2.00 - Maintenance Worker 4.00 4.00 4.00 3.00 3.00 - Park Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Seasonal Laborer 10.25 10.25 10.25 10.25 10.25 - Total FTE 30.25 30.25 30.25 29.25 29.25 -

319 RECREATION BAND 5130

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Taxes 28,797$ 28,711$ 28,988$ 28,988$ $ - 0.0% Contributions 610 840 800 800 - 0.0% Total Revenue 29,407 29,551 29,788 29,788 - 0.0%

General Services 27,123 28,774 26,873 26,776 (97) (0.4%) Supplies 1,841 1,306 2,421 2,421 - 0.0% Total Expenditures 28,964 30,080 29,294 29,197 (97) (0.3%)

Net (Revenues less Expenditures) 443$ $ (529) 494$ 591$ 97$ 19.6%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

320 LEWIS AND CLARK PARK

FY2012 GOALS AND PROGRESS: 1. Continue to assist with maintenance and provide a first-class minor league baseball facility for the residents of Sioux City. • Dugout the rest of floorboards and replaced with rubber matting. • New back-stop net and replacement braces ordered for the red and blue seats.

2. Continue to evaluate, prioritize, and assist with needed parking lot repairs. • Parking lot was patched to eliminate potholes and trip hazards.

FY2013 GOALS: 1. Continue to assist with maintenance and provide a first-class minor league baseball facility for the residents of Sioux City. 2. Continue to evaluate, prioritize, and assist with needed parking lot repairs.

321 RECREATION LEWIS & CLARK PARK 5136

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 13,800$ 9,400$ 9,400$ 9,400$ $ - 0.0% Total Revenue 13,800 9,400 9,400 9,400 - 0.0%

General Services 3,107 3,107 1,542 1,386 (156) (10.1%) Services Related to Property 81 130 - - - 0.0% Total Expenditures 3,188 3,237 1,542 1,386 (156) (10.1%)

Net (Revenues less Expenditures) 10,612$ 6,163$ 7,858$ 8,014$ 156$ 2.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

322 PARK BOARD 5140

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

General Services 8,983$ 8,983$ 4,459$ 4,008$ $ (451) (10.1%) A) Total Expenditures 8,983 8,983 4,459 4,008 (451) (10.1%)

Net (Revenues less Expenditures) $ (8,983) $ (8,983) $ (4,459) $ (4,008) 451$ (10.1%)

Notes: A) Property/building content insurance decreased $451 based on anticipated insurance premium.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

323 RIVERFRONT

FY2012 GOALS AND PROGRESS: 1. Field Services will evaluate and dredge the public boat ramp as necessary. Additional improvements to the public boat ramp area will be pursued. The ramp was dredged due to sediment. The 2011 flooding closed the ramp in June. 2. Continue to work with Marina lessees to enhance the entrance to the Riverfront at Larsen Park Road and I-29 in coordination with the Interstate Relocation Project. Trees were planted and the potential for a change in the water feature was discussed with the lessee.

FY2013 GOALS: 1. Field Services will evaluate and dredge the public boat ramp as necessary. Additional improvements to the public boat ramp area will be pursued. 2. Continue to work on the restoration of the Riverfront after the 2011 flood event.

324 RIVERFRONT MAINTENANCE 5141

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 7,819$ 10,895$ 16,869$ 18,440$ 1,571$ 9.3% A) Refunds and Reimbursements - 250 - - - 0.0% Total Revenue 7,819 11,145 16,869 18,440 1,571 9.3%

Employee Compensation 110,383 112,342 104,060 103,995 (65) (0.1%) General Services 1,460 1,087 415 514 99 23.9% Services Related to Property 83,314 92,915 106,500 91,934 (14,566) (13.7%) B) Supplies 11,459 118,273 18,850 16,350 (2,500) (13.3%) C) Utilities 4,951 5,007 10,000 7,750 (2,250) (22.5%) D) Miscellaneous 300 3,400 300 300 - 0.0% Total Expenditures 211,867 333,024 240,125 220,843 (19,282) (8.0%)

Net (Revenues less Expenditures) $ (204,048) $ (321,879) $ (223,256) $ (202,403) 20,853$ (9.3%)

Notes: A) Rentals and leases increased $1,821 for river dike land rent for haying contract. B) Central Maintenance Garage (CMG) decreased $6,800 due to Council action. Services related to property increased $1,150 on maintenance contracts for the Floyd and Perry Creek warning systems. Equipment repair and maintenance decreased $8,916 based on history. C) Operating supplies decreased $2,500 based on history. D) Utilities decreased $2,250 for fuel and oil based on anticipated fuel usage.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Part Time Seasonal Laborer 4.00 4.00 4.00 4.00 4.00 -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

325 LONG LINES FAMILY REC CENTER

FY2012 GOALS AND PROGRESS: 1. Expand sports leagues for youth and adults. Women’s Volleyball and Coed Volleyball teams increased with 6 new teams. 2. Seek diverse and increased use of the facility during the day. The Siouxland YMCA temporarily relocated programs to LLFRC June, July, and August of 2011. 3. Decrease operating expenses. FY2011 Operating Expenses were $201,616; FY10 expenses were $191,819 4. Operate climbing wall with revenue in excess of expenses. FY2011 wall expenses were $58,469; revenue $33,260. 5. Improve marketing efforts. New Parks and Recreation Facebook page, KMEG/KPTH Commercial, direct mailings to all Sioux City Day Cares and Sioux City Community Schools.

FY2013 GOALS: 1. Expand sports leagues for youth and adults. 2. Increase use of facility during the day. 3. Decrease operating expenses. 4. Operate climbing wall with revenue in excess of expenses. 5. Improve climbing wall operations.

326 PERFORMANCE MEASURES FY2012:

CLIMBING WALL Year Attendance Revenue 2009 7,282 $33,942 2010 7,639 $42,024 2011 5,745 $33,260

327 RECREATION LONG LINES FAMILY REC CENTER 5144

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Recreation Fees 46,402$ 36,606$ 57,360$ 44,800$ (12,560)$ (21.9%) A) Rentals and Leases 81,562 75,889 90,522 72,200 (18,322) (20.2%) B) Concessions and Commissions 6,975 5,778 15,000 6,300 (8,700) (58.0%) C) Miscellaneous 11,306 11,621 10,000 11,000 1,000 10.0% D) Refunds and Reimbursements - 2,639 500 500 - 0.0% Total Revenue 146,245 132,533 173,382 134,800 (38,582) (22.3%)

Employee Compensation 157,376 174,958 179,280 178,918 (362) (0.2%) General Services 56,438 53,955 61,981 62,523 542 0.9% Services Related to Property 25,867 18,728 10,896 6,896 (4,000) (36.7%) E) Supplies 18,574 17,766 30,850 18,270 (12,580) (40.8%) F) Utilities 98,927 106,799 100,359 112,138 11,779 11.7% G) Inventory Supplies 45 566 45 1,195 1,150 2555.6% H) Miscellaneous 5,652 5,177 5,800 5,800 - 0.0% Total Expenditures 362,879 377,949 389,211 385,740 (3,471) (0.9%)

Net (Revenues less Expenditures) (216,634)$ (245,416)$ (215,829)$ (250,940)$ (35,111)$ 16.3%

Notes: A) The following recreational fees decreased based on history: ticket sales $1,900, basketball league fees $3,360, special events $7,000. B) Rental revenues decreased based on history in the following categories: security deposit $2,000, meeting room rent $2,122, gym rental $14,200. C) Vending concessions decreased $8,700 based on history. D) Miscellaneous revenue increased $1,000 based on history. E) Maintenance buildings and grounds expense decreased $4,000 based on history. F) Operating supplies decreased $12,550 and office supplies increased $850, both based on history. G) Utilities increased $3,133 for gas and $8,646 for electricity based on anticipated price increases. H) Inventory supplies increased $1,000 for beverage concessions and $150 for newspapers.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Long Lines Family Rec Ctr Facilities Coor 1.00 1.00 1.00 1.00 1.00 - Long Lines Family Rec Ctr Facilities Mngr ------Maintenance Worker ------Part Time Long Lines Attendant - 0.76 0.76 0.76 0.76 - Long Lines Specialist - 3.40 3.40 3.23 3.23 - Recreation Specialist II 4.16 - - - - - Total FTE 5.16 5.16 5.16 4.99 4.99 -

328 MARINA 5150

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 18,000$ 18,000$ 18,000$ 18,000$ $ - 0.0% Total Revenue 18,000 18,000 18,000 18,000 - 0.0%

Net (Revenues less Expenditures) 18,000$ 18,000$ 18,000$ 18,000$ $ - 0.0%

Notes: Revenue reflects the long-term lease with MidWest Franchise-Iowa for marina development and operations.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

329 TREE MAINTENANCE

FY2012 GOALS AND PROGRESS: 1. Provide the City Council with an update on the progression of the Emerald Ash Borer and the effect it will have on Sioux City when it arrives. Staff has monitored the progression of this invasive pest. Due to the limited movement, immediate Council action is not necessary. 2. Develop an insert to be mailed with tree notices that will give an explanation of how to properly trim a tree. Information on correct tree care was distributed at the Plant some Shade tree distribution.

FY2013 GOALS: 1. Develop a brochure that can be distributed at City facilities to citizens explaining the benefits of trees and proper care 2. Continue to provide relevant safety and proper tree trimming training for all Parks staff.

PERFORMANCE MEASURES:

Hazards Removed

30 25 20 2009 15 2010 10 2011 5

0 Apr Oct Jan Mar Feb July Nov Dec Aug May Sept June

Trees Removed

140 120 100 2009 80 2010 60 ` 2011 40 20

0 Apr Oct Jan Mar Feb July Nov Dec Aug May Sept June

330 TREE MAINTENANCE 5155

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Other Grants 20,000$ 20,000$ 20,000$ 20,000$ $ - 0.0% Interest 8,042 7,329 7,855 7,685 (170) (2.2%) Miscellaneous 914 - 900 500 (400) (44.4%) Refunds and Reimbursements 2,375 - - - - Assessments 53,444 47,263 55,230 52,022 (3,208) (5.8%) A) Total Revenue 84,775 74,592 83,985 80,207 (3,778) (4.5%)

Employee Compensation 6,110 5,203 - - - General Services 4,070 1,546 843 728 (115) (13.6%) Services Related to Property 72,953 102,620 65,000 94,442 29,442 45.3% B) Supplies 1,744 2,235 3,050 2,800 (250) (8.2%) Utilities 10,122 16,878 12,225 21,021 8,796 72.0% C) Total Expenditures 94,999 128,482 81,118 118,991 37,873 46.7%

Net (Revenues less Expenditures) $ (10,224) $ (53,890) 2,867$ $ (38,784) $ (41,651) (1452.8%)

Notes: A) Assessments decreased based on prior year data. B) Services related to property increased $20,000 to budget for the Mid America tree grant. In previous years the revenue was budgeted but not the expenditures. CMG lease charges increased $10,500 based on year-to-date information. Equipment repair and maintenance CMG decreased $1,058 based on FY2011 expenses. C) Utilities increased $8,796 for anticipated fuel price increases to $3.35 per gallon.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

331 CEMETERIES

FY2012 GOALS AND PROGRESS: 1. Meet with all area funeral home directors and vendors in regards to increasing our market share. Staff has met with the area funeral homes to increase customer service and address any concerns. 2. Develop and implement a survey to gain insight from vendors and the public on the cemeteries’ performance. Surveys were distributed to the public during the Memorial Day holiday.

FY2013 GOALS: 1. Continue to meet with all area funeral home directors and vendors in regards to current trends and market share. 2. Research and plan for the expansion of Logan Park and Graceland Cemeteries.

PERFORMANCE MEASURES:

120 100 80 Graceland Burials 60 Logan Burials 40 Floyd Burials 20 0 2009 2010 2011 2012

70,000 60,000 50,000 Cemetery Sales 40,000 Graceland 30,000 Cemetery Sales Logan 20,000 10,000 0 2009 2010 2011 2012

332 CEMETERIES 5160-5162

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Cemetery Fees 110,916$ 115,600$ 106,905$ 112,938$ 6,033$ 5.6% A) Rentals and Leases 84 84 81 84 3 3.7% Miscellaneous 10,477 11,348 10,445 10,913 468 4.5% Refunds and Reimbursements 60 - - - - Other 86,910 89,648 69,652 80,667 11,015 15.8% B) Total Revenue 208,447 216,680 187,083 204,602 17,519 9.4%

Employee Compensation 421,309 433,498 414,380 413,620 (760) (0.2%) General Services 34,225 17,390 18,463 18,117 (346) (1.9%) Services Related to Property 60,934 96,164 125,373 108,247 (17,126) (13.7%) C) Supplies 22,050 28,064 23,275 27,038 3,763 16.2% D) Utilities 12,532 19,196 19,493 27,261 7,768 39.9% E) Total Expenditures 551,050 594,312 600,984 594,283 (6,701) (1.1%)

Net (Revenues less Expenditures) $ (342,603) $ (377,632) $ (413,901) $ (389,681) 24,220$ (5.9%)

Notes: A) Cemetery fees increased $6,033 based on collections for FY2010 and FY2011. Fees increased are weekend interment, $4,253, Interment $1,015, and grave marker charges $1,816. Markers-cremation garden decreased $2,184. B) Other, increase in the sale of lots of $10,083 at Logan Cemetery, increase in lot sales at Graceland of $932, based on history. C) CMG lease charges increased $1,316, lawn care decreased $11,000, and maintenance buildings and grounds decreased $5,325 based on history. Central Maintenance Garage equipment repair decreased $2,117 based on history. D) Supplies increased $3,875 for operating supplies based on FY2011 expenditures. E) Utilities increased $7,907 for fuel and oil based on anticipated price increases.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference FLOYD CEMETERY 5160 Part Time Seasonal Laborer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

333 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference LOGAN CEMETERY 5161 Full Time Maintenance Worker 1.00 1.00 1.00 1.00 1.00 -

Part Time Seasonal Laborer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 2.00 2.00 2.00 2.00 2.00 -

GRACELAND CEMETERY 5162 Full Time Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 1.00 1.00 1.00 1.00 1.00 - Labor Supervisor ------Maintenance Worker 2.00 2.00 2.00 1.00 1.00 -

Part Time Seasonal Laborer 2.00 2.00 2.00 1.75 1.75 -

Total FTE 6.00 6.00 6.00 4.75 4.75 -

334 RECREATION GOLF COURSES 5181

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 57,500$ 57,500$ 57,500$ 57,500$ $ - 0.0% Total Revenue 57,500 57,500 57,500 57,500 - 0.0%

Net (Revenues less Expenditures) 57,500$ 57,500$ 57,500$ 57,500$ $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

335

PUBLIC SERVICE

FY2012 GOALS AND PROGRESS: 1. Continue to evaluate, refine, and assess performance measures for all areas of the Public Service activities. A recent evaluation of all Public Service performance measures including Signs/Signals/Barricades was completed. Comparisons were made to the ICMA results. Minor adjustments and updates to equipment and labor costs were implemented. 2. Continue to meet and work with Engineering staff to prioritize utility, park, and street improvements. Several meetings throughout the year have occurred with Field Services and Engineering staff. Most have been project specific. There was a complete review of all annual projects including CIP review.

FY2013 GOALS: 1. Continue to monitor, develop, and assess performance measures for all areas of the Public Service activities. 2. Continue to meet and work with Engineering staff semiannually to prioritize utility, park, and street improvements/rehabilitation, including annual CIP review.

PERFORMANCE MEASURES - PUBLIC SERVICE (STREETS):

Potholes Patched Numbers of Miles Swept

7500 2500 6000 2009 2000 2009 4500 2010 1500 2010 3000 1000 2011 2011 1500 500

0 0 Oct Apr Jan Apr Oct Mar Feb Jan July Aug Nov Dec May Mar Feb July Aug Nov Dec Sept May June Sept June

Number of Miles Bladed/Shaped Cost Per Mile Cleaned

3000 2500 $120.00 $100.00 2000 2009 2009 1500 $80.00 1000 2010 $60.00 2010 $40.00 500 2011 2011 $20.00

0

$- Apr Oct Jan Mar Feb July Aug Nov Dec May Sept June Oct Apr Jan Mar Feb Nov Dec July Aug May Sept June

Cost per Ton of Asphalt Placed Cost Per Mile Bladed/Shaped

$60.00 $1,200.00 $50.00 $1,000.00 2009 2009 $40.00 $800.00 $30.00 2010 2010 $600.00 $20.00 2011 $400.00 2011 $10.00

$200.00 $- Oct Jan Oct Apr Jan Mar Feb July Aug Nov Dec Mar Feb July Aug Nov Dec May May April Sept Sept June June

336 PUBLIC SERVICES 5201-5206, 5210

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Other Fees 250$ $ - 1,000$ 1,000$ $ - 0.0% State Governmental Operating Grants 6,106 141,433 - - - 0.0% Refunds and Reimbursements 20,044 18,277 26,775 29,875 3,100 11.6% A) Other 3,169 2,189 1,820 1,810 (10) (0.5%) Total Revenue 29,569 161,899 29,595 32,685 3,090 10.4%

Employee Compensation 4,027,136 3,902,227 4,171,607 4,283,121 111,514 2.7% B) General Services 135,859 77,377 66,875 90,236 23,361 34.9% C) Services Related to Property 1,471,039 1,630,951 1,294,283 1,630,027 335,744 25.9% D) Supplies 870,144 825,270 868,750 760,675 (108,075) (12.4%) E) Utilities 352,072 380,963 303,725 455,845 152,120 50.1% F) Total Expenditures 6,856,250 6,816,788 6,705,240 7,219,904 514,664 7.7%

Net (Revenues less Expenditures) $ (6,826,681) $ (6,654,889) $ (6,675,645) $ (7,187,219) $ (511,574) 7.7%

Notes: A) Refunds and reimbursements increased $3,100 for concrete and asphalt repair reimbursed from other City departments. B) Employee compensation had the following increases; wages and associated benefits $56,580 due to contractual obligations, IPERS $18,680 due to the salary increases and a .6% increase in the City's contribution rate, and health and dental insurance premiums $20,820 due to employee election changes. The position of Field Services Specialist was deleted for a total savings of $88,124, of which 34% or $29,962 was allocated to Public Services. Unemployment compensation $8,966 based on historical data and overtime $67,105 based on anticipated use. Workers' compensation premiums decreased $29,271 due to the City's claims experience. C) Communication line charges decreased $1,700 based on history and general liability insurance premiums increased $25,845 due to the City-wide claims experience and the division incurring claims. D) Services related to property increased $346,453 based on the anticipation of increases and FY 2011 history in equipment repair and maintenance - CMG. CMG lease charges decreased $7,319 and maintenance buildings and grounds increased $2,500 based on history. Radio and communication maintenance for warning siren decreased $6,390 based on an average of history. E) Purchases for concrete, asphalt, crack sealing material, lumbar, rebar increased $7,500 based on history. Supplies for sweeper broom material, deflection shoes and other items increased $3,000 based on history. Supplies for nuts, bolts, paint, gates, bands, ties, fencing, posts, culverts increased $1,000 based on history. Supplies for snow fence, posts, calcium chloride, salt, sand, tires, plow bits, bolts, and tire chains decreased $120,000 due to Council action. F) Utilities increased $155,235 based on anticipated increases in fuel and oil prices.

337 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference OPERATION AND RESPONSE 5201 Full Time Auto Equipment Operator I - 3.00 3.00 3.00 3.00 - Field Services Specialist - 1.00 1.00 1.00 - (1.00) Field Services Supervisor 1.00 - - - - - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Utility Worker - 1.00 1.00 1.00 1.00 - Part Time Secretary 0.50 0.50 0.50 0.50 0.50 -

Total FTE 2.50 6.50 6.50 6.50 5.50 (1.00)

PAVED STREETS 5202 Full Time Auto Equipment Operator I 8.00 7.00 7.00 7.00 7.00 - Labor Crew Leader 5.00 5.00 5.00 5.00 5.00 - Labor Supervisor 2.00 2.00 2.00 2.00 2.00 - Maintenance Worker 12.00 14.00 14.00 14.00 14.00 -

Part Time Seasonal Laborer 1.40 1.40 1.40 1.40 1.40 -

Total FTE 28.40 29.40 29.40 29.40 29.40 -

DIRT STREETS 5203 Full Time Auto Equipment Operator I 4.00 3.00 3.00 3.00 3.00 - Auto Equipment Operator II 6.00 5.00 5.00 5.00 5.00 - Auto Equipment Operator III 1.00 1.00 1.00 1.00 1.00 - Labor Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker - 1.00 1.00 1.00 1.00 -

Total FTE 12.00 11.00 11.00 11.00 11.00 -

STREET CLEANING 5204 Full Time Auto Equipment Operator I 6.00 5.00 5.00 5.00 5.00 - Auto Equipment Operator II 7.00 7.00 7.00 7.00 7.00 - Labor Supervisor 2.00 2.00 2.00 2.00 2.00 -

Total FTE 15.00 14.00 14.00 14.00 14.00 -

338 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference BRIDGES AND CULVERTS 5205 Full Time Auto Equipment Operator III 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 3.00 - - - - -

Part Time Seasonal Laborer 0.80 0.80 0.80 0.80 0.80 -

Total FTE 4.80 1.80 1.80 1.80 1.80 -

339 ENGINEERING

FY2012 GOALS AND PROGRESS: 1. Complete $16,000,000 of projects for improvement and construction of City Infrastructure through City Staff and Consultant support. Continue to have the overall increase by change orders equal to less than 10% of contract amounts. Contractors constructed and completed 33 major capital projects in calendar year 2011, including the W.19th St. Reconstruction, Villa Avenue Resurfacing, 225th Water Main Extension, 23rd Street/Perry Creek Bridge, Kings Hwy/Perry Creek Bridge, Pierce Street Reconstruction, Lincoln Way Reconstruction, Hamilton Blvd. Resurfacing, Rebecca Street Reconstruction, Harbor Drive Realignment, Fairmount (4th-Gordon) Reconstruction Project, Fairmount (Vine- Ridge) Reconstruction, S. Lewis Reconstruction Project, Wesley Parkway Reconstruction, Pearl Street (Phase IIII - IV), Downtown Resurfacing (Water, 5th, 6th), Heights Reconstruction (2011 Phase), DOE signal/fiber project, Indian Hills/Outer Drive Signal, and more. Change orders for projects are projected to average less than 10%. 2. Implementation of a Contractor Evaluation Program. The Contractor Evaluation Program was initiated for the 2010 Construction Season. 3. Focus efforts to improve Downtown Infrastructure as part of the Strategic Plan. 4. Continue to secure funding (federal, state and local) for infrastructure projects and the I-29 Reconstruction utility relocation needs. Infrastructure projects were funded from a variety of sources including local, state, and federal sources as listed below: - State “RISE” funding was secured for the Southbridge (i.e. Harbor Drive Realignment, Harbor Drive Connection) and the Lafayette (i.e. J.Morrill site) construction projects. - State “USTEP” funding was awarded by the IDOT for the Riverside/War Eagle Signalization/Widening Project. - State “DOE” funding was awarded by the U.S. Department of Energy for the DOE signal/fiber projects. - Federal “STP” funding was allocated for the W.19th Street Reconstruction, Villa Avenue Resurfacing Project, Wesley Way Construction Project, - Federal “Rail Grants” were awarded for the Southbridge Development Improvements. - State “Bridge” funding was awarded for the Hamilton (36th Street)/Perry Creek Bridge Rehabilitation project. 5. Work with Economic Development and Planning on infrastructure improvements that support new development goals. Engineering continues to work with both the Economic Development and Community Development Departments to develop plans for the Southbridge, Whispering Creek Subdivision, and other planning/economic development projects. 6. Recruit and fully staff the Engineering Division

FY2013 GOALS 1. Complete $16,000,000 of projects for improvement and construction of City Infrastructure through City Staff and Consultant support. Continue to have the overall increase by change orders equal less than 10% of contract amounts. 2. Maintain the Contractor Evaluation Program. 3. Continue to secure funding (federal, state and local) for infrastructure projects and the I-29 Reconstruction utility relocation needs. 4. Work with Economic Development and Planning on infrastructure improvements that support new development goals. 5. Address infrastructure needs (i.e. street pavement, water/storm/sanitary sewer mains, bridge structures, signal installation) by identifying deficiencies, priority capital improvements, and seeking cost efficient improvement options. 6. Recruit and fully staff the Engineering Division. 7. Continue to meet with stakeholders to gain input on City infrastructure improvements. 8. Schedule construction projects to mitigate issues with route and property access.

340 ENGINEERING 5301

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 13,250$ 14,255$ 15,150$ 15,150$ $ - 0.0% Engineering Fees 1,547,414 1,618,648 1,957,935 2,076,991 119,056 6.1% A) Other Fees 16,108 7,025 6,955 6,955 - 0.0% Refunds and Reimbursements 10 510 1,400 1,400 - 0.0% Total Revenue 1,576,782 1,640,438 1,981,440 2,100,496 119,056 6.0%

Employee Compensation 1,585,524 1,616,958 1,699,166 1,714,850 15,684 0.9% B) General Services 39,086 43,771 51,028 54,304 3,276 6.4% C) Services Related to Property 55,580 63,331 50,258 66,972 16,714 33.3% D) Supplies 10,225 27,826 19,014 19,014 - 0.0% Utilities 4,740 8,520 5,460 5,460 - 0.0% Total Expenditures 1,695,155 1,760,406 1,824,926 1,860,600 35,674 2.0%

Net (Revenues less Expenditures) $ (118,373) $ (119,968) 156,514$ 239,896$ 83,382$ 53.3%

Notes: A) Engineering fees increased to match the expenditure increases, this division is 100% supported by fees. B) Wages and associated benefits increased $40,304 due to contractual obligations, health and dental insurance premiums decreased $19,774 due to employee elections and workers' compensation premiums decreased $5,208 due to City-wide decrease in claims. C) General services increased $3,281 for general liability insurance, the premium increased due to claims history. D) Equipment repair and maintenance CMG increased $16,714 based on history.

341 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary 1.00 1.00 1.00 - - - Chief Construction Inspector 1.00 1.00 1.00 1.00 1.00 - Chief Land Surveyor 1.00 1.00 1.00 1.00 1.00 - City Engineer 1.00 1.00 1.00 1.00 1.00 - Civil Engineer 2.00 2.00 2.00 2.00 2.00 - Development and Record Tech 1.00 1.00 1.00 1.00 1.00 - Engineering Inspector 2.00 2.00 2.00 2.00 2.00 - Engineering Technician I 1.00 1.00 1.00 1.00 1.00 - Engineering Technician II 2.00 2.00 2.00 2.00 2.00 - Land Surveyor 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineer 2.00 2.00 2.00 2.00 2.00 - Surveyor 2.00 2.00 2.00 2.00 2.00 - Transportation Planner 1.00 - - - - - Underground Utility Services Coordinator 1.00 1.00 1.00 1.00 1.00 -

Part Time Engineering Technician I 1.00 1.00 1.00 1.00 1.00 -

Total FTE 20.00 19.00 19.00 18.00 18.00 -

342 TRAFFIC ENGINEERING

FY2012 GOALS AND PROGRESS:

1. Complete 5 to 10 traffic studies in-house (pending staff availability). Evaluated the Douglas 2-Way Flow Plan, Highway 20/75 Right-Turn Signing, Outer Drive Safety Improvements, I-29 Construction Speed Limit Signing Plan, Morningside/Garretson Signal Removal, I-29 Detour Routes, and other traffic studies. 2. Complete 1 to 2 signal warrant investigations. Evaluated traffic signal warrants at the Morningside/Stone Ave., W.4th/Casselman, and Lewis/Lincoln Way Intersections 3. Finalize plans to replace the City wide Automated Traffic Management System (ATMS). Completed the Downtown Signal/Fiber Upgrade Project and Implemented the new CYNTRAX ATMS system. 4. Design 1 to 2 traffic signal improvements in accordance with CIP “Annual Intersection and Traffic Signal Improvements” budget priorities Designed traffic signal improvements at the Fairmount/Gordon, Stone Blvd./Morningside, and War Eagle/Riverside Intersections 5. Design fiber/traffic control improvements in accordance with the “City Traffic Control System” budget priorities. Designed the Outer Drive & Lewis Blvd control/fiber upgrade project

FY2013 GOALS:

1. Complete 5 to 10 in-house traffic studies. 2. Complete 1 to 2 signal warrant analysis. 3. Design 1 to 2 traffic signal improvements in accordance with CIP “Annual Intersection and Traffic Signal Improvements” budget priorities 4. Design fiber/traffic control improvements in accordance with the “City Traffic Control System” budget priorities.

PERFORMANCE MEASURES – PUBLIC SERVICE (SIGNS, SIGNALS, & BARRICADES)

Barricades Set

600 500 400 2009 300 2010 200 100 2011

0 July Oct. May Jan. Mar. April Feb. Nov. Dec. Sep. June Aug.

343

Signs/Posts Repaired/Replaced

700 600 500 2009 400 300 2010 200 2011 100

0 July Oct. May Jan. Mar. April Feb. Nov. Dec. Sep. June Aug.

Traffic Signal Concerns

130 120 110 100 2009 90 80 2010 70 60 2011 50

40 July Oct. May Jan. Mar. April Feb. Nov. Dec. Sep. June Aug.

344 TRAFFIC ENGINEERING 5402-5405 (6601-6602)

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants $ - 37,511$ $ - $ - $ - Refunds and Reimbursements 31,903 33,030 32,000 29,000 (3,000) (9.4%) A) Other 384 284 600 600 - 0.0% Total Revenue 32,287 70,825 32,600 29,600 (3,000) (9.2%)

Employee Compensation 486,798 476,900 501,186 490,807 (10,379) (2.1%) B) General Services 85,180 17,520 31,050 28,513 (2,537) (8.2%) C) Services Related to Property 76,854 86,724 100,600 119,351 18,751 18.6% D) Supplies 33,876 3,605 825 785 (40) (4.8%) Utilities 799,357 816,444 846,200 862,137 15,937 1.9% E) Total Expenditures 1,482,065 1,401,193 1,479,861 1,501,593 21,732 1.5%

Net (Revenues less Expenditures) $ (1,449,778) $ (1,330,368) $ (1,447,261) $ (1,471,993) $ (24,732) 1.7%

Notes: A) Refunds and reimbursements decreased $3,000 for insurance payments collected by the City Legal Department for City-owned light pole knock-downs and reimbursements for damage to signs and barricades based on historical averages. B) Employee compensation had a net decrease as a result of a $24,318 decrease in workers' compensation premium and an increase in employee compensation and associated payroll taxes of $8,902. City-wide workers' compensation premiums are lower due to claims experience, in addition the division had claims experience which aged off the premium calculation. Iowa Public Employees' Retirement System (IPERS) increased $2,363 due to City's obligation increasing .6% from 8.07% to 8.67%. Overtime decreased $1,100 based on history. Education and training increased $1,500 based on history and projected cost. Deferred compensation-City match increased $2,705 based on salaries increase. Group health insurance decreased $300 based on employee elections and safety boot reimbursement decreased $175 based on history. C) General services decreased due to a $9,000 decrease, which is based on actual expenses, to internet access for traffic signal cabinets and general liability premiums increased $6,901 based on City-wide claims history. D) Services related to property CMG lease charges decreased $1,600, maintenance buildings and grounds increased $12,500, equipment repair and maintenance - CMG increased $1,851, and electric maintenance charges increased $6,000, all based on history. E) Electric utilities increased $5,850 and gas utilities decreased $1,700, both based on expected costs. Fuel and oil increased $11,787 based on anticipated fuel prices.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Labor Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 2.00 2.00 2.00 2.00 2.00 - Signal Electrician 3.00 3.00 3.00 3.00 3.00 -

Part Time Seasonal Laborer 0.40 0.40 0.40 0.40 0.40 -

Total FTE 6.40 6.40 6.40 6.40 6.40 -

345 UNDERGROUND UTILITIES SERVICES

Sewer, Transmission & Distribution

FY2012 GOALS AND PROGRESS: 1. Train personnel on the second and third shift in the use of the sewer TV truck and other specialized equipment to be able to fully utilize these pieces of equipment on all shifts. Personnel on both the second and third shift attended Sewer Televising training and are being utilized to accomplish needed televising. They are also engaged in sewer jetting on both shifts in areas that cannot be done during the day shift due to traffic conditions. 2. Continue to cross-train staff in both water and sewer to improve efficiency. Cross-training continues and we have implemented staff changes to fully utilize their new skill sets. 3. Continue to pursue filling the Field Services Specialist position as soon as funding is available and implement a backflow survey to the water customers of the City. The backflow survey has not been sent out yet due to time being unavailable and we will continue to find the staff time necessary to accomplish this. 4. Work with GIS staff to ensure maps are up to date and usable by field staff. We have and will continue to work with GIS staff to keep and get the maps up to date. It is an on-going task.

FY2013 GOALS: 1. Continue training of second and third shift personnel to be able to better utilize their skills and time. 2. Continue to cross-train staff in both water and sewer to improve efficiency. 3. Continue to pursue filling the Field Services Specialist position as soon as funding is available and implement a backflow survey to the water customers of the City. 4. Work with GIS staff to ensure maps are up to date and usable by field staff.

346 UNDERGROUND UTILITIES SERVICES

Sewer Performance Measures

SEWER BACKUPS

FY08 FY09 FY10 FY11 Total Sewer Backups 90 78 75 44

Sewer Backup Per Mile of Pipe 0.25 0.21 0.21 0.12

Total Hrs Per Sewer Backup 8.2 9.1 5.01 7.23

Steps that will be taken to reduce sewer backups in 2013:

1. CIP/Engineering replacement of substandard sewers. 2. Refine our maintenance schedule based on backup history. 3. Continue television inspections following all sewer backups to determine problem/solution. 4. Educate citizens about sanitary sewers and what items are inappropriate to dispose in the system.

Sewer Backups

30 25 20 2009 15 2010 10 5 2011

0 Apr Oct Jan Mar Feb July Nov Dec Aug May Sept June

347 UNDERGROUND UTILITIES SERVICES

Transmission & Distribution Performance Measures

WATER MAIN BREAKS

FY08 FY09 FY10 FY11

Total Main Breaks 113 102 116 119

Main Break Per Mile of Pipe 0.25 0.21 0.24 .25

Length of Service Disruption Per Break 6.33 6.93 5.60 7.96

Cost Per Main Break $5,941 $6,123 $6,781 $6,374

Total Hrs Per Break 84.4 82.8 100.22 85.35

Factors that will reduce the number of main breaks include:

1. Replacement of defective water mains and education of water users. 2. An aggressive replacement plan for water mains with a frequent break occurrence. 3. An education program for hydrant users on the proper use of water hydrants by all parties.

Water Main Breaks Average Cost of Water Main Breaks

30 $13,000 25 $11,000 2009 20 2009 $9,000 $7,000 15 2010 2010 10 $5,000 2011 5 2011 $3,000

$1,000

0 Oct Apr Jan Oct Apr Jan Feb Mar Aug Nov Dec Mar July Feb Dec Nov July Aug May May Sept Sept June June

Average Service Disruption from Water Main Average Manhours for Water Main Breaks Breaks (hours)

180 20 160 140 2009 15 2009 120 2010 100 10 2010 80 2011 60 5 2011 40

20 0 Oct Oct Apr Apr Jan Jan Mar Mar Feb Feb July Aug Nov Dec July Aug Nov Dec May May Sept Sept June June

348 UNDERGROUND UTILITIES SERVICES 5601-5604

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Licenses and Permits 35,784$ 26,568$ 35,000$ 35,000$ $ - 0.0% Enterprise Fees 13,226 20,651 14,150 12,500 (1,650) (11.7%) A) Refunds and Reimbursements 6,315 19,422 1,000 1,000 - 0.0% Other - 175 100 100 - 0.0% Total Revenue 55,325 66,816 50,250 48,600 (1,650) (3.3%)

Employee Compensation 2,821,377 2,880,950 3,060,607 3,069,778 9,171 0.3% B) General Services 603,876 375,475 287,520 386,906 99,386 34.6% C) Services Related to Property 460,778 517,059 496,300 541,593 45,293 9.1% D) Supplies 370,121 381,323 362,050 385,625 23,575 6.5% E) Utilities 103,698 137,614 99,100 195,107 96,007 96.9% F) Capital Expenditures - - - 25,000 25,000 100.0% G) Total Expenditures 4,359,850 4,292,421 4,305,577 4,604,009 298,432 6.9%

Net (Revenues less Expenditures) $ (4,304,525) $ (4,225,605) $ (4,255,327) $ (4,555,409) $ (300,082) 7.1%

Notes: A) Enterprise fees decreased $600 for commercial taps, and $1,050 for residential taps, all based on history. B) Salaries and payroll related expenses increased $14,372 based on contractual agreements, contracted overtime increased $36,590 based on previous years, longevity pay decreased $3,125 based on prior years, workers' compensation decreased $3,657 based on claims aging, group health and dental premiums increased $4,965 based on employee elections, Iowa Public Employees' Retirement (IPERS) amount increased $11,490 based on City's obligated contribution rate increasing .6% from 8.06% to 8.67%, and deferred compensation increased $7,549 based on salaries. Field Services Specialist position was eliminated. Total compensation was $88,124, of which 66% or $58,161 was allocated to Underground Utilities Services. C) General services general liability insurance premiums increased $95,847 based on claims experience, and professional services increased $2,900 based on the expenditures of the two previous fiscal years. D) Services related to property increased as follows; $2,100 for maintenance machinery and equipment, $55,293 for equipment repair and maintenance - CMG, and $1,500 for construction contract services. Increases are based on history. Decreases are $10,000 for CMG lease charges, and $4,000 for maintenance buildings and grounds. Each decrease is based on the average of the past two years. E) Supplies increased $9,000 for asphalt, sand rock, $1,000 for safety equipment, and $1,500 for small tools based on history and expected costs. F) Utilities increased $96,107 for fuel and oil based on anticipated price increases. G) Capital increased $25,000 based on improvement request to upgrade three vehicles for larger pick-up trucks.

349 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference TRANSMISSION AND DISTRIBUTION 5602 Full Time Auto Equipment Operator III 3.00 3.00 3.00 3.00 3.00 - Labor Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 6.00 6.00 6.00 6.00 6.00 - Secretary 1.00 1.00 1.00 1.00 1.00 - Underground Utility Serv Supervisor 1.00 1.00 1.00 1.00 1.00 - Utility Worker 7.00 7.00 7.00 7.00 7.00 -

Total FTE 19.00 19.00 19.00 19.00 19.00 -

SANITARY SEWER MAINTENANCE 5603 Full Time Auto Equipment Operator III 1.00 1.00 1.00 1.00 1.00 - Labor Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 9.00 9.00 9.00 9.00 9.00 - Utility Inspector 2.00 2.00 2.00 2.00 2.00 -

Total FTE 13.00 13.00 13.00 13.00 13.00 -

350

Purchasing/Fleet/Transit Department Organizational Chart

City Council

Transit Advisory Board

City Manager

Airport/Transit/Fleet Director

Purchasing Transit Operations Fleet Supervisor Supervisor Supervisor

CMG Automotive Buyer PT Clerk Transit & Airport Shop Supervisor Operations Administration 1 FTE .5 FTE Garages 1 FTE

Auto Transit Driver Admin. Clerical Assistant Mechanic II Mechanic Supervisor Assistant 1 FTE 2 FTE 2 FTE 1 FTE 1 FTE

PT Clerical Auto Motor Coach Assistant Airport Mechanic PT Clerk Mechanic Operator .63 FTE 1 FTE .5 FTE 19 FTE 12 FTE

Accounting PT Motor Coach Clerk Operator 1 FTE 10.02 FTE

Custodian 1 FTE

351

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

352 PURCHASING, FLEET (CENTRAL MAINTENANCE GARAGE) AND TRANSIT

MISSION STATEMENT: The purpose of the Purchasing, Fleet and Transit Department is to provide high quality, efficient services for purchasing and Fleet customers and provide the general public in the urban area a safe, comfortable and affordable mode of transportation in a financially responsible manner.

SERVICES: The Purchasing, Fleet and Transit Department services include Department Administration, Purchasing, Fleet Maintenance Operations, Equipment Replacement, Transit Operations, Paratransit Service (including door-to- door and curb-to-curb service) and Martin Luther King Jr. Transportation Center (MLK). The Purchasing Office provides centralized purchasing and invoice processing services for City-wide departments. The Fleet System provides centralized Fleet management and maintenance for City equipment and other regional government agencies including county, state, federal, schools, regional transit and other surrounding cities. The Transit System provides the general public with a safe, reliable, comfortable mode of transportation within the urban area. The Transit System aims to meet Federal Transit Administration (FTA) and Iowa Department of Transportation (IDOT), Nebraska Department of Roads (NDOR) and South Dakota Department of Transportation (SDDOT) requirements and pursue capital/operational funding opportunities to benefit the continued needs of a mass Transit System.

RESOURCES: The Fleet System is funded through customer charges for maintenance and fuel. The Equipment Replacement System is funded through customer charges for vehicle rent & leases of equipment. The Transit System is funded through the use of a Transit Tax Mill Levy (property tax), FTA operating and capital assistance, IDOT Transit Operating Assistance, funding from the City of South Sioux City and the City of North Sioux City, fare box revenues, tickets, tokens, & contractual or otherwise revenue generating activities. The Transit System aggressively researches, pursues, and submits applications for capital funding at the State and Federal level that are awarded on a competitive basis annually. The Purchasing Office is funded with general fund money & charge backs to enterprise funds served.

353 TRANSIT/PURCHASING/CMG SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Fees 890,613$ 955,940$ 950,361$ 1,056,818$ 106,457$ 11.2% A) Federal Governmental Operating Grants 1,550,588 1,702,012 1,698,731 1,682,571 (16,160) (1.0%) B) State Governmental Operating Grants 299,587 337,149 303,639 380,343 76,704 25.3% C) Local Government Payments 84,959 85,517 85,517 87,572 2,055 2.4% D) General Government 124,337 145,799 129,529 154,000 24,471 18.9% E) Charges for Services 9,189,068 9,747,505 10,090,627 11,051,850 961,223 9.5% F) Interest 3,885 6,642 4,137 5,890 1,753 42.4% G) Rentals and Leases 94,066 102,665 104,353 84,065 (20,288) (19.4%) H) Contributions 145,478 306,727 214,161 222,281 8,120 3.8% I) Refunds and Reimbursements 1,037,969 314,507 483,436 528,108 44,672 9.2% J) Other 34,432 13,880 6,000 10,000 4,000 66.7% K) Total Departmental Revenues 13,496,571 13,760,572 14,097,264 15,285,394 1,188,130 8.4%

Transit Administration 245,757 260,056 256,412 263,801 7,389 2.9% L) Transit Operations 3,261,046 3,099,385 2,949,697 3,187,611 237,914 8.1% M) MLK Building 238,796 213,100 216,233 213,631 (2,602) (1.2%) N) Senior Center 11,072 11,242 11,494 - (11,494) (100.0%) O) Continuum of Care 169,722 169,105 160,897 176,233 15,336 9.5% P) Paratransit 454,734 536,955 491,597 758,946 267,349 54.4% Q) New Freedom 6,219 5,176 5,200 6,050 850 16.3% R) Fleet Operations 4,883,077 5,831,025 5,453,663 6,730,057 1,276,394 23.4% S) Fleet Replacement 2,692,331 2,093,011 2,520,241 2,754,004 233,763 9.3% T) Fleet External Customers 1,629,284 1,465,433 1,725,425 1,958,693 233,268 13.5% U) Purchasing 250,823 249,642 247,513 248,494 981 0.4% V) Total Expenditures by Division 13,842,861 13,934,130 14,038,372 16,297,520 2,259,148 16.1%

Net (Revenues less Expenditures) (346,290) (173,558) 58,892 (1,012,126) (1,071,018) (1818.6%)

Additional Resources Needed Allocation to Other Funds 84,403 82,954 54,156 54,710 554 100.0% Property Taxes 580,550 490,111 682,545 904,963 222,418 32.6% Fund Balances Used (Increased) (926,840) (663,669) (741,437) 52,453 793,890 (107.1%) Total Additional Resources $ (346,290) $ (173,558) $ (58,892) 1,012,126$ 1,071,018$ (1818.6%)

Notes: A) Transit Operation following variances are based on FY2011 and current year-to-date activity: passenger fees increased $42,065, tokens-transit increased $19,051, citizen tickets increased $10,736, monthly tickets increased $2,510, handicap tickets increased $17,429, school tickets decreased $25,530, Martin Luther King (MLK) school transit ticket increased $3,921, Saturday in the Park ride tickets increased $6,300, Sioux City schools contract increased $13,419,New Perspective Para-transit increased $7,073, Senior Citizen Disability decreased $2,702, ten punch ride ticket increased $4,867, Housing and Urban Development (HUD) Homeless Transportation increased $1,318, and Job Access Reverse Commute transportation increased $6,000. B) Federal Transportation Association Operating Assistance program decreased $16,163 based on year-to-date reimbursement.

354

C) Iowa Department of Transportation (IDOT) operating assistance increased $74,109 based on year-to-date reimbursement. D) North Sioux City transit operating assistance increased $2,055 based on FY2012 requested amount. E) Paratransit passenger fares decreased $22,364 based on anticipated revenues from year-to-date activity. Siouxland Regional Transportation Services (SRTS) anticipated revenues expected to increase $13,835 based on prior year's history. Paratransit revenues will increase $33,000 based on anticipated revenues from year-to-date activity. F) Martin Luther King (MLK) Ground Transportation Center parking revenues decreased $14,600 based on current year-to-date revenues. Senior Center charges for services decreased $4,492 as the City discontinued the service effective July 1, 2011. Paratransit fuel and lubricant sales increased $15,084 since expenses will increase. Fleet Operations charges for service increased $779,055 due to projected fuel price increase, sale of parts increased $193,032 based on FY2011 increased by 5%, sale of labor increased $64,622 based on increase in labor costs, and CMG pool rental and administrative revenues increased $19,843 based on FY2011 increased by 4%. Fleet Replacement revenues decreased $370,965 based on history. Fleet External Customers increased $284,874 based on CMG's parts sales history. G) Interest receivable increased $1,753 based on new vehicle leases with Siouxland District Health (SDH). Interest on SDH vehicles was not separated from principle in year's past. H) Bus sign advertising was moved from Transit Operations to Transit Administration which reflects a decrease of $21,438 in Operations and an increase of $27,600 in Administration. Increase is based on history. MLK commercial space increased $2,229 based on Consumer Price Index increase. Transit Senior program revenues decreased $1,648 as program was discontinued effective July 1, 2011. Fleet Replacement revenues decreased $27,031 based on Siouxland District Health leases expiring. I) Transit Continuum of Care contributions increased $10,620 due to increase in expenses but there is no increase in the Housing and Urban Development (HUD) grant amount. Transit New Freedom revenues decreased $3,000 based on history. J) Transit Senior program decreased $1,500 due to program discontinuing effective July 1, 2011. Transit Paratransit revenues increased $29,200 based on anticipated vehicle maintenance reimbursement from Siouxland Regional Transit System (SRTS). Fleet Operations decreased $8,028 based on history. Fleet Replacement increased $25,000 based on revenue from new garbage trucks. K) Sale of surplus scrap increased $4,000 based on history. L) Salaries and payroll related expenses decreased $2,245 based on payroll allocations. Iowa Public Employees' Retirement System (IPERS) increased $391 based on the City's obligation increasing .6% from 8.07% to 8.675. Conventions increased $2,000 to attend American Public Transit Conference in Washington D.C. based on FY2010 expenses. Advertising increased $6,400 for the installation and production of advertising signs on City busses. Cost is based on FY2010 expenses and will be offset by revenue generated on the signs. M) Salaries and benefits increased $18,182 due to contractual obligations. Iowa Public Employees' Retirement System (IPERS) increased $7,340 due to City's obligation increasing .6% from 8.07% to 8.67%. Worker's compensation insurance premiums decreased $8,046 based on a City-wide decrease. Health and dental insurance premiums increased $5,019 due to employee elections. Property/building content insurance increased $2,974 based on property valuations. Central Maintenance Garage (CMG) lease charges increased $11,700 based on vehicle replacement costs. Maintenance buildings/grounds increased $2,941 and equipment repair/maintenance increased $68,181 based on history. Local capital Department of Transportation cost decreased $3,232 based on Federal Department of Transportation Assistance funds set aside for assistance. Gas utilities decreased $5,284 and electric utilities increased $1,095, each based on a 5% increase over FY2011 amounts. Fuel and oil increased $137,662 based on 147,026 gallons at $3.35 per gallon. FY2012 fuel and oil budget was based on 141,950 gallons at $2.50 per gallon. N) Maintenance building and grounds increased $4,413 based on history and increased $20,000 to budget for sealing of membrane of MLK. Electrical utilities decreased $1,716 based on a 5% increase over FY2011 actual costs. Property taxes decreased $25,042 based on decrease in commercial space at MLK Transportation Center. O) City no longer provides Senior Center services effective July 1, 2011. P)$4,646 increase in professional services based on payroll expenses funded by HUD grant. $5,000 decrease in purchased transportation based on HUD Continuum of Care grant. $3,000 decrease in cost of transportation services based on current year cost of free rides for HUD project. CMG costs decreased $579 based on current CMG lease and CMG equipment repair and maintenance increased $6,812 based on vehicle maintenance history and anticipated vehicle maintenance cost. Gas and oil increased $12,457 based on gasoline usage increasing from 4,819 gallons to 5,566 gallons and cost increasing from $2.50 to $3.85 per gallon. Q) Increase of $192,702 for the Paratransit Service contract based on the prior year passenger count plus a 2% increase. Transit collects fares and reimburses SCRTS. Printing increased $700 based on FY2010 activity. CMG lease charges decreased $1,325 based on expected costs. CMG equipment maintenance and repair increased $37,680 based on a 7% increase over the FY2010 amount. Fuel and oil increased $37,620 based on gallons of gas increasing from 19,438.50 to 25,736 and cost per gallon increasing from $2.50 to $3.35.

355

R) New Freedom Project transportation expenses expected to increase $1,200 based on FY2010 expenses and year-to-date expenses. Advertising for New Freedom Project will decrease $500 based on year-to-date expenses. Office supplies and general supplies each to increase $100 to assist the program. S) Salaries and benefits increased $48,820 due to contractual obligations. Overtime decreased $2,000 based on history. Shift pay differential increased $1,976 based on year-to-date expenses. Worker's compensation insurance decreased $10,733 due to aging of claims City-wide. Group health insurance and dental premiums increased $7,005 based on employee elections. Iowa Public Employees' Retirement System (IPERS) increased $10,961 based on salary increases and City's obligation increasing .6% from 8.07% to 8.67%. Deferred compensation-City match increased $3,106 based on salary increases. CMG lease charges increased $2,548 based on current year-to-date charges. CMG equipment repair and maintenance increased $12,497 and operating supplies increased $2,733 based on a 3% increase over FY2011 activity. Gas utilities decreased $2,140 based on FY2011 activity increased by 5%. Fuel and oil billed to other departments increased $784,528 based on the cost of supply going up to an average of $3.35 per gallon. Inventory supplies increased $34,140 based on FY2011 activity increased by 5%. Inventory offset increased $380,819 based on current year inventory and maintaining inventory based on department billings. T) Equipment repair and maintenance increased $8,438 based FY2011 activity and a cost increase. Operating equipment decreased $47,000 based on projected fleet operating equipment purchases less than $10,000. Licensed vehicles decreased $462,470 based on proposed vehicle replacement list. Contractor's mobile equipment increased $734,500 based on proposed heavy equipment replacement list. U) CMG lease charges increased $11,256 based on history and current year to date expenses. Fuel and oil increased $222,012 based on current year to date expenses. V) Cell phone charges increased $394 based on FY2011 activity. General liability insurance premiums increased $225 based on City- wide claims experience.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 3.00 3.00 3.00 3.00 1.00 (2.00) Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Mechanic - 1.00 1.00 1.00 1.00 - Airport/Transit/Fleet Director - - 1.00 1.00 1.00 - Auto Mechanic I 18.00 18.00 18.00 18.00 18.00 - Auto Mechanic II 2.00 2.00 2.00 2.00 2.00 - Auto Shop Supervisor 1.00 1.00 1.00 1.00 1.00 - Buyer - - - - 1.00 1.00 Clerical Assistant - - - - 1.00 1.00 Custodian - - - - 1.00 1.00 Driver Supervisor 1.00 1.00 1.00 1.00 1.00 - Fleet Supervisor 1.00 1.00 1.00 1.00 1.00 - Motor Coach Operator 18.00 15.00 15.00 13.00 12.00 (1.00) Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 - Purchasing/Fleet/Transit Director 1.00 1.00 - - - - Store Clerk 2.00 2.00 2.00 2.00 - (2.00) Transit Operations Supervisor - - 1.00 1.00 1.00 - Transit Planning/Grant Coordinator 1.00 1.00 - - - -

Part Time Clerical Assistant - - - - 0.63 0.63 Clerk 1.00 1.00 1.00 1.00 0.50 (0.50) Motor Coach Operator 2.02 7.02 7.02 9.02 10.02 1.00 Total FTE 53.02 56.02 56.02 56.02 55.15 (0.87)

356

TRANSIT

FY2012 GOALS and PROGRESS: 1. Seek funding for annual capital replacements including new 35’ and 40’ buses, and for Iowa Transit System (ITS) project for automated fare box systems, passenger counters, and mobile data units. Continue to seek Congressionally directed funding and other grants for the Public Transit portion of the consolidated transportation operations facility project. Transit ensured that all fleet vehicles obtained their minimum miles for the DOT’s PTMS point system. One new 35’ replacement Bus entered the fleet along with two new 30’ Internationals for flexing back and forth between fixed route and demand response services. The Iowa DOT has not obtained funding for urban ITS capital assets. Transit submitted a TIGGER Clean Air Attainment Grant Proposal for eleven Hybrid buses. 2. Aggressively pursue funding opportunities to strengthen the City’s position for mass transit services that will enhance the quality of life for citizens and cultivate economic growth. Transit applied for eleven new Diesel -Electric Hybrid replacement buses for the fleet. A component of the FTA TIGGER grant program allowed for capital replacement of buses even though Sioux City is not a clean-air attainment area as defined by the EPA. Transit continues to seek FTA and other grant programs that may be used for capital to acquire buses, transit infrastructure, ADA access, and ITS assets. Transit continued to administer an energy retrofit project grant through the Office of Energy Independence. This grant reimburses fifty percent of the installed cost for more efficient lighting & HVAC in City Buildings, and for the Engineering Department’s traffic signal synchronization project. Transit was successful in obtaining Intercity Bus Assistance Grant funding to install three (3) Automatic door openers for ADA access compliance within the MLK. Ninety percent of the estimated cost of $9,800 will be covered by this grant. 3. Create new and expand existing collaborative partnerships with other public and private agencies to leverage local match funds for other grant programs. Obtain match funds to enhance the New Freedom Program for disabled passengers. Transit maintained two Grant programs and retained funding through the last grant cycle. The New Freedom Voucher program continues to provide affordable nights and weekend rides for eligible Para Transit riders. There are three private transportation vendors participating in this program. Utilization remains constant. The local match is still provided through the original $5,000 donation by the local chapter of the National Federation for the Blind. The #6 Airport Fixed Route Extension to Stream Global Services in Sgt. Bluff continues. Stream is pleased with this project. They will continue to contribute 50% of the one-mile extension expense. Other JARC related projects to assist low-income riders apply for work and get to jobs carries on through outreach to the Chamber of Commerce and other direct contacts to local companies that have a need and/or interest. 4. Continue to utilize the 2008 Route Study recommendations for continuous quality improvements for the fixed route system; to improve service levels, and to set and achieve new performance measures. Transit has required three contractors to complete the installation of fixed bus stop signs on all ten fixed routes. The installation will be completed by the end of November 2011. The benefit will be achieved with lower operating costs, enhanced safety, and greater on-time performance. Transit is negotiating with the 2008 Route Study contractor, LSC Transportation, to assist with NTD mandatory surveying for measuring passenger miles traveled. Transit continues to monitor and analyze individual route expense. Implementation of performance measures for ridership per route, and individual stop usage is underway.

FY2013 TRANSIT SYSTEM GOALS: 1. Explore funding opportunities for annual capital replacement buses, for repairs and maintenance of the MLK, and for Iowa Transit System (ITS) project (automated fare box systems, passenger counters, and mobile data units, & GPS vehicle tracking). Continue to seek FTA funding, the Iowa Vertical Infrastructure grant and other federal/state grants for the Public Transit portion of the consolidated transportation operations facility project. 2. Identify federal and state funding opportunities to strengthen transit infrastructure and transit services that will enhance the quality of life in Sioux City for residents and to cultivate economic growth.

357 3. Create new and expand existing collaborative partnerships with other public and private agencies in three states to leverage local match funds for other grant programs. Maintain grant renewal funding. Expand JARC projects within Siouxland. 4. Continue to utilize the 2008 Route Study recommendations for continuous quality improvements for the system; to improve operating services, and to implement better performance measures.

TRANSIT SYSTEM PERFORMANCE MEASURES: 1. Increase passengers per mile by 3% each year. 2. Maintain or decrease cost per mile and cost per passenger.

SIOUX CITY TRANSIT SYSTEM PERFORMANCE RESULTS FY 2011 PASSENGERS COST COST PER PASSENGERS MILES PER MILE PER MILE PASSENGER TOTALS 1,197,172 633,571 1.88 $5.79 $3.46

SIOUX CITY TRANSIT SYSTEM PERFORMANCE RESULTS FY 2010 PASSENGERS COST COST PER PASSENGERS MILES PER MILE PER MILE PASSENGER TOTALS 1,150,096 621,585 1.85 $5.90 $3.19

SRTS PARATRANSIT SERVICE PERFORMANCE MEASURES 2011 PASSENGERS COST COST PER PASSENGERS MILES PER MILE PER MILE PASSENGER TOTALS 41,929 241,549 .17 $2.22 $12.77

SRTS PARATRANSIT SERVICE PERFORMANCE MEASURES 2010 PASSENGERS COST COST PER PASSENGERS MILES PER MILE PER MILE PASSENGER TOTALS 37,362 160,112 .23 $2.84 $12.17

FIXED ROUTE: For the twelve months ending June 30, 2011, the Transit System’s statistic for Passengers per Mile rose 2%, the Cost per Mile decreased 2%, and the Cost per Passenger increased by 8%.

PARATRANSIT: Passenger Trips rose 12% impacting the Cost per Mile and the Cost per Passenger statistics. As per contract, the per ride fee rose 3.0% to $13.60 for the period. Collaboration with SRTS allows better utilization of vehicles to accumulate the minimum required miles for Iowa DOT/OPT replacement points. However, greater sub- contractor oversight and auditing must be employed to ensure FTA guidelines are met, and to find greater cost efficiencies. In order to accurately track and report ridership statistics, the sub-contractor, SRTS, primarily used only Para Transit vehicles for all trips which increased actual miles driven by 51%. This led to a 5% increase in Costs per Passenger for the period.

358 TRANSIT ADMINISTRATION 8501

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases - - - 27,600 27,600 100.0% A) Refunds and Reimbursements 6,716$ 3,605$ 6,716$ 6,716$ $ - 0.0% Total Revenue 6,716 3,605 6,716 34,316 27,600 411.0%

Employee Compensation 206,354 214,905 220,338 218,343 (1,995) (0.9%) B) General Services 35,385 37,726 29,359 38,294 8,935 30.4% C) Services Related to Property 2,098 2,450 1,940 2,048 108 5.6% General Supplies 1,920 4,975 4,775 5,116 341 7.1% Total Expenditures 245,757 260,056 256,412 263,801 7,389 2.9%

Net (Revenues less Expenditures) $ (239,041) $ (256,451) $ (249,696) $ (229,485) 20,211$ (8.1%)

Notes: A) Rentals increased $27,600 based on anticipated bus advertising space revenues that was previously budgeted in department/division 8502. B) Salaries and benefits decreased $2,245 based on payroll allocations. Iowa Public Employees' Retirement System (IPERS) increased $391 based on the City's obligation increasing .6% from 8.07% to 8.67%. C) Conventions increased $2,000 to attend American Public Transit Conference in Washington D.C. Increase is based on FY2010 expenses. Eighty per cent is reimbursed by Iowa Department of Transportation (IDOT). Advertising increased $6,400 for the installation and production of advertising signs on City busses. Cost is based on FY2011 expenses and will be offset by revenue generated on the signs.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Airport/Transit/Fleet Director - - 1.00 1.00 1.00 - Purchasing/Fleet/Transit Director 1.00 1.00 - - - -

Part Time Clerk 0.50 0.50 0.50 0.50 0.50 -

Total FTE 2.50 2.50 2.50 2.50 2.50 -

359 TRANSIT OPERATING 8502

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Fees 890,613$ 955,940$ $ 950,361 1,056,818$ 106,457$ 11.2% A) Federal Governmental Operating Grants 1,437,136 1,588,560 1,585,282 1,569,119 (16,163) (1.0%) B) State Governmental Operating Grants 240,011 273,121 240,011 314,120 74,109 30.9% C) Local Government Payments 84,959 85,517 85,517 87,572 2,055 2.4% D) Rentals and Leases 14,880 27,604 21,438 - (21,438) (100.0%) E) Contributions 6,350 - 5,000 5,000 - 0.0% Refunds and Reimbursements 4,085 24,096 2,500 2,500 - 0.0% Other - - - - - Total Revenue 2,678,034 2,954,838 2,890,109 3,035,129 145,020 5.0%

Employee Compensation 1,808,974 1,757,291 1,550,690 1,573,385 22,695 1.5% F) General Services 298,683 169,856 74,416 76,622 2,206 3.0% G) Services Related to Property 794,227 638,158 613,640 696,212 82,572 13.5% H) General Supplies 36,153 117,718 332,356 329,324 (3,032) (0.9%) I) Utilities 323,009 416,362 378,595 512,068 133,473 35.3% J) Total Expenditures 3,261,046 3,099,385 2,949,697 3,187,611 237,914 8.1%

Net (Revenues less Expenditures) $ (583,012) $ (144,547) $ (59,588) $ (152,482) $ (92,894) 155.9% Notes: A) The following variances are based on FY2011 activity and current year-to-date activity: passenger fares increased $42,065, tokens increased $19,051, senior citizen tickets increased $10,736, monthly tickets increased $2,510, handicap tickets increased $17,429, school tickets decreased $25,530, Martin Luther King (MLK) school transit ticket increased $3,921, Saturday in the Park ride tickets increased $6,300, Sioux City schools contract increased $13,419, New Perspective Para-transit increased $7,073, Senior Citizen Disability decreased $2,702, ten punch ride ticket increased $4,867, Housing and Urban Development (HUD) Homeless Transportation increased $1,318, and Job Access Reverse Commute transportation increased $6,000. B) Federal Transportation Association Operating Assistance program decreased $16,163 based on year-to-date reimbursement. C) Iowa Department of Transportation (IDOT) operating assistance increased $74,109 based on year-to-date reimbursement. D) North Sioux City transit operating assistance increased $2,055 based on FY2012 requested amount. E) Advertising revenue budgeted has been moved to department/division 8501. F) Salaries and benefits increased $18,182 due to contractual obligations. Iowa Public Employees' Retirement System (IPERS) increased $7,340 due to City's obligation increasing .6% from 8.07% to 8.67%. Worker's compensation insurance premiums decreased $8,046 based on a City-wide decrease. Health and dental insurance premiums increased $5,019 due to employee elections. G) Property/building content insurance increased $2,974 based on property valuations and general liability insurance premiums decreased $793 based on claims experience. H) Central Maintenance Garage (CMG) lease charges increased $11,700 based on vehicle replacement costs. Maintenance buildings/grounds increased $2,941 and equipment repair/maintenance increased $68,181 based on history. I) Clothing purchases decreased $600 and operating supplies increased $800 based on history. Local capital Department of Transportation cost decreased $3,232 based on Federal Department of Transportation Assistance funds set aside for assistance. J) Gas utilities decreased $5,284 and electric utilities increased $1,095, each based on a 5% increase over FY2011 amounts. Fuel and oil increased $137,662 based on 147,026 gallons at $3.35 per gallon. FY2012 fuel and oil budget was based on 141,950 gallons at $2.50 per gallon.

360 Personnel Complement (in Full Time Equivalents) Full Time FY09 FY10 FY11 FY12 FY13 Difference Driver Supervisor 1.00 1.00 1.00 1.00 1.00 - Motor Coach Operator 15.00 15.00 15.00 13.00 12.00 (1.00) Transit Operations Supervisor - - 1.00 1.00 1.00 - Transit Planning/Grant Coordinator 1.00 1.00 - - - -

Part Time Motor Coach Operator 7.02 7.02 7.02 9.02 10.02 1.00 Total FTE 24.02 24.02 24.02 24.02 24.02 -

361 TRANSIT MARTIN LUTHER KING, JR. GROUND TRANSPORTATION CENTER 8504

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Services 198,063$ 176,265$ 214,208$ 199,608$ $ (14,600) (6.8%) A) Rentals and Leases 43,683 45,194 44,471 46,700 2,229 5.0% B) Refunds and Reimbursements 2,386 2,139 2,500 2,500 - 0.0% Total Revenue 244,132 223,598 261,179 248,808 (12,371) (4.7%)

Employee Compensation - - - - - General Services 119,724 103,831 107,157 106,721 (436) (0.4%) Services Related to Property 45,928 42,007 37,262 62,268 25,006 67.1% C) General Supplies 1,932 1,362 1,850 1,850 - 0.0% Utilities 40,688 38,658 42,722 40,592 (2,130) (5.0%) D) Miscellaneous 30,524 27,242 27,242 2,200 (25,042) (91.9%) E) Total Expenditures 238,796 213,100 216,233 213,631 (2,602) (1.2%)

Net (Revenues less Expenditures) 5,336$ 10,498$ 44,946$ 35,177$ $ (9,769) (21.7%)

Notes: A) Parking revenues decreased $14,600 based on current year-to-date amounts. B) Commercial space increased $2,229 based on Consumer Price Index increase. C) Maintenance contracts increased $993 based on history. Maintenance building/grounds increased $4,413 based on history and increased $20,000 to budget for sealing of membrane of MLK annually. Radio communications decreased $400 to $0 based on City's decision to use own radio system rather than pay Racom. D) Gas and electrical utilities decreased $414 and $1,716, respectively, based on a 5% increase over FY2011 actual costs. E) Property taxes decreased by $25,042 based on decrease in commercial space at MLK Transportation Center.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

362 TRANSIT SENIOR CENTER TRANSPORTATION 8513

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 3,673$ 5,601$ 4,492$ $ - $ (4,492) (100.0%) A) Rentals and Leases 1,648 1,648 1,648 - (1,648) (100.0%) A) Refunds and Reimbursements (305) 561 1,500 - (1,500) (100.0%) A) Total Revenue 5,016 7,810 7,640 - (7,640) (100.0%) A)

Services Related to Property 6,705 5,828 6,200 - (6,200) (100.0%) A) Utilities 4,367 5,414 5,294 - (5,294) (100.0%) A) Total Expenditures 11,072 11,242 11,494 - (11,494) (100.0%)

Net (Revenues less Expenditures) $ (6,056) $ (3,432) $ (3,854) $ - 3,854$ (100.0%)

Notes: A) City no longer provides services, effective July 1, 2011.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

363 TRANSIT CONTINUUM OF CARE 8514

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Federal Governmental Operating Grants 113,452$ 113,452$ 113,449$ 113,452$ $ 3 0.0% Contributions 50,938 51,056 52,161 62,781 10,620 20.4% A) Total Revenue 164,390 164,508 165,610 176,233 10,623 6.4%

Employee Compensation 11,237 4,401 - - - General Services 137,748 126,457 140,352 136,998 (3,354) (2.4%) B) Services Related to Property 10,245 20,196 11,572 17,805 6,233 53.9% C) General Supplies 3,027 2,579 - - - 0.0% Utilities 7,465 15,472 8,973 21,430 12,457 138.8% D) Total Expenditures 169,722 169,105 160,897 176,233 15,336 9.5%

Net (Revenues less Expenditures) $ (5,332) $ (4,597) 4,713$ $ - $ (4,713)

Notes: A) Increase of $10,620 in contributions is based on the increased cost of transportation services. The HUD Continuum of Care Grant amount does not increase therefore the contributions are needed to cover the shortfall. B) $4,646 increase in professional services based on payroll expenses funded by HUD grant. $5,000 decrease in purchased transportation based on HUD Continuum of Care grant. $3,000 decrease in cost of transportation services based on current year cost of free rides for HUD project. C) Central Maintenance Garage (CMG) lease charges decreased $579 based on current monthly charges and CMG equipment repair and maintenance increased $6,812 based on vehicle maintenance history and anticipated vehicle maintenance cost. D) Gas and oil increased based on gasoline usage increasing from 4,819 gallons to 5,566 gallons and cost increasing from $2.50 to $3.85 per gallon.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

364 TRANSIT PARATRANSIT 8515

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants 56,475$ 62,128$ 62,128$ 63,173$ 1,045$ 1.7% A) General Government 121,536 143,451 126,529 151,000 24,471 19.3% B) Charges for Service 39,342 67,299 84,000 99,084 15,084 18.0% C) Rentals and Leases 6 6 - - - Refunds and Reimbursements 36,841 65,008 50,800 80,000 29,200 57.5% D) Total Revenue 254,200 337,892 323,457 393,257 69,800 21.6%

General Services 361,940 383,494 389,712 583,086 193,374 49.6% E) Services Related to Property 50,675 84,547 53,089 89,444 36,355 68.5% F) General Supplies 244 42 200 200 - 0.0% Utilities 41,875 68,872 48,596 86,216 37,620 77.4% G) Total Expenditures 454,734 536,955 491,597 758,946 267,349 54.4%

Net (Revenues less Expenditures) $ (200,534) $ (199,063) $ (168,140) $ (365,689) $ (197,549) 117.5%

Notes: A) $1,045 increase based on the Iowa Department of Transportation (IDOT) funding for senior elderly transport. B) Passenger fares decreased $22,364 based on anticipated revenues from year to date activity. Siouxland Regional Transportation Services (SRTS) anticipated revenues expected to increase $13,835 based on prior year's history. Paratransit revenues will increase $33,000 as it was not budget in prior year based on current year-to-date activity. C) Fuel and lubricant sales for Paratransit vehicles increased $15,084 since expenses will increase. D) Anticipated vehicle maintenance reimbursement from SRTS increased $29,200 based on the current year. E) Increase of $192,702 for the Paratransit Service contract based on the prior year passenger count plus a 2% increase. Transit collects fares and reimburses SCRTS. Printing increased $700 based on FY2010 activity. F) Central Maintenance Garage (CMG) lease charges decreased $1,325 based on current year activity. CMG equipment maintenance and repair increased $37,680 based on the FY2011 amount increased by 7%. G) Fuel and oil increased $37,620 based on gallons of gas increasing from 19,438.50 to 25,736 and cost per gallon increasing from $2.50 to $3.35.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

365 TRANSIT NEW FREEDOM PROGRAM 8516

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

State Governmental Operating Grants 3,101$ 1,900$ 1,500$ 3,050$ 1,550$ 103.3% A) General Government 2,801 2,348 3,000 3,000 - 0.0% Contributions - - 3,000 - (3,000) (100.0%) B) Total Revenue 5,902 4,248 7,500 6,050 (1,450)

General Services 6,219 5,176 5,200 5,850 650 12.5% C) General Supplies - - - 200 200 100.0% D) Total Expenditures 6,219 5,176 5,200 6,050 850

Net (Revenues less Expenditures) $ (317) $ (928) 2,300$ $ - $ (2,300)

Notes: A) Grant revenues expected to increase $1,550. B) Contributions expected to decrease $3,000 based on history. C) New Freedom Project transportation expenses expected to increase $1,200 based on FY2011 expenses and current year expenses. Advertising for New Freedom Project will decrease $500 based on year-to-date expenses. D) Office supplies and general supplies each to increase $100 to assist the program.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

366 CENTRAL MAINTENANCE GARAGE & EQUIPMENT REPLACEMENT

FY2012 GOALS AND PROGRESS: 1. Prepare annual equipment replacement schedule and specifications jointly with the departments. Work with departments to reduce fleet units. To get demonstrations of the equipment, prepare specifications, and purchase equipment as required. Replaced 54 Fleet units and equipment at an estimated cost of $1,933,838. Met with departments to determine units replaced and specifications. Met with major Fleet users to discuss equipment replacement funding and equipment schedules. Met with Fleet Reduction Committee to reduce and possibly combine Fleet units. 2. To work with outside agencies such as the school to identify common areas for Fleet systems to share resources and possible savings. Met with Siouxland District Health Department (SDHD), Western Iowa Tech Community College (WITCC) and the Sioux City Community School District (SCCSD). Met with Solid Waste, Hinton Schools to extend existing services and provide new services. Let annual contracts to jointly purchase tires, batteries and filters with SCCSD maintenance. Added 3rd shift to better accommodate department needs. 3. Obtain International City/County Management Association (ICMA) performance measure annual reports and make comparisons with City of Sioux City performance measure results. Use these comparisons to identify areas of strengths and weaknesses in our Fleet Operation and to set future goals for improvement in the Fleet Division. Completed the tenth year of the ICMA performance measure data collection. Received excellent ratings in Fleet costs for police vehicles and light duty vehicles and received above average ratings for Fleet Maintenance customer service. 4. Work with employee Fleet Award committee to submit application for Fleet Excellence Award. Develop internal employee appreciation program to reward employees for internal service and increasing productivity. Earned Honorable Mention award in 100 Best Fleets competition sponsored by Government Fleet Magazine. Employee appreciation program for Employee of the Month set up and in place.

FY2013 GOALS: 1. To continue to work with outside agencies such as the SSCCD and Woodbury County (County) to identify common areas for Fleet Systems to share resources and cost savings. 2 Obtain ICMA performance measure annual reports and make comparisons with City of Sioux City performance measure results. Use these comparisons to identify areas of strengths and weaknesses in our Fleet Operation and to set future goals for improvement in the Fleet Division. 3 Continue work with employee Fleet Award committee to submit application for Fleet Excellence Award. Continue the internal employee appreciation program to reward employees for internal service and increasing productivity. 4 Continue to work with Fleet User group to provide better service to meet their needs.

367 CENTRAL MAINTENANCE GARAGE & EQUIPMENT REPLACEMENT (FLEET)

FY2012 PERFORMANCE MEASURES AND PROGRESS: 1. Percentage of available hours billed, goal - to exceed 90%. Percentage of available hours billed – 91%. We have exceeded 91% for the past seven years. 2. Percentage of equipment available to department, goal - exceed 95%. Percentage of equipment available to department – 94%. We have exceeded 94% for the past seven years. 3. Percentage of customer survey replies rating overall Fleet satisfaction “Good” or “Excellent” – exceed 90%. Percentage of customer survey replies rating overall Fleet satisfaction “Good” or “Excellent” – 95.5%. 4. Percentage of customer survey replies rating Fleet quality of service “Good” or “Excellent” – exceed 90%. Percentage of customer survey replies rating Fleet quality of service “Good” or “Excellent” – 100.0%. 5. Percentage of customer survey replies rating Fleet timeliness of service “Good” or “Excellent” – exceed 90%. Percentage of customer survey replies rating Fleet timeliness of service “Good” or “Excellent” – 93.2%. Results were gathered through a customer survey distributed to all of the internal city departments that use the Fleet services; and thorough customer survey cards distributed with each equipment repair.

FY2013 PERFORMANCE MEASURES: 1. Percentage of available hours billed, goal - to exceed 90%. 2. Percentage of equipment available to department, goal - exceed 95%. 3. Percentage of customer survey replies rating overall Fleet satisfaction “Good” or “Excellent” – exceed 90%. 4. Percentage of customer survey replies rating Fleet quality of service “Good” or “Excellent” – exceed 90%. 5. Percentage of customer survey replies rating Fleet timeliness of service “Good” or “Excellent” – exceed 90%.

Central Maint Garage Performance Measures 102.00%

100.00% Goal

98.00% 2003-04

96.00% 2004-05

94.00% 2005-06 09 09 2011 92.00% 2006-07 09 2008 - 07 08 08 07 06 2008 - 07 2010 - 90.00% 08 2007-08 06 2011

06 2008 - 2006 - 2007 - 05 2007 - 2006 - 2005 - 04 05 2006 - 88.00% 2011 10 2007 - 05

2008-09 10 04 2005 - 2010 - 2005 - 04 2004 -

86.00% 2003 - 2004 - 2010 - 2009 - 2004 - 2009-10 Goal 2009 - 2003 - Goal Goal 84.00% 2003 - 2010-11 10 82.00% Percent Rating Good or Excellent 2009 -

80.00% Overall Quality of Service Timeliness of Satisfaction Service

368 FLEET OPERATIONS 8550

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 5,072,226$ 5,810,943$ 5,544,385$ 6,595,707$ 1,051,322$ 19.0% A) Contributions 3,344 157,905 4,000 4,500 500 12.5% B) Refunds and Reimbursements 75,276 115,656 103,120 95,092 (8,028) (7.8%) C) Other 6,054 13,880 6,000 10,000 4,000 66.7% D) Total Revenue 5,156,900 6,098,384 5,657,505 6,705,299 1,047,794 18.5%

Employee Compensation 1,840,542 1,849,932 1,949,084 2,008,219 59,135 3.0% E) General Services 38,318 25,398 22,106 22,428 322 1.5% F) Services Related to Property 94,052 96,138 92,230 107,275 15,045 16.3% G) General Supplies 33,994 42,033 40,262 43,065 2,803 7.0% H) Utilities 2,038,443 2,660,583 2,470,367 3,254,497 784,130 31.7% I) Inventory Supplies 1,339,072 1,371,586 1,406,025 1,440,165 34,140 2.4% J) Miscellaneous (501,344) (214,645) (526,411) (145,592) 380,819 (72.3%) K) Total Expenditures 4,883,077 5,831,025 5,453,663 6,730,057 1,276,394 23.4%

Net (Revenues less Expenditures) 273,823$ 267,359$ 203,842$ $ (24,758) $ (228,600) (112.1%)

Notes: A) Sale of fuel increase of $779,005 is due to increase in fuel costs. Rental income Central Maintenance Garage (CMG) decreased $5,180 based on year-to-date charges. Sale of parts increased $193,032 based on FY2011 increased by 5%. Sale of labor increased $64,622 based on increase in labor costs. CMG pool rental and administrative revenues increased $19,843 based on FY2011 increased by 4%. B) Used oil sales increased $500 based on year-to-date charges. C) State fuel tax refund increased $972 based on unleaded and E85 fuel refunds from prior years. City insurance claim decreased $15,000 based on an average of previous years. Non-City insurance claims increased $4,000 and reimbursement of costs increased $2,000 based on history. D) Sale of surplus scrap increased $4,000 based on history. E) Salaries and benefits increased $48,820 due to contractual obligations. Overtime decreased $2,000 based on history. Shift pay differential increased $1,976 based on year to date expenses. Worker's compensation insurance decreased $10,733 due to City-wide decreases based on claims experience. Group health insurance and dental premiums increased $7,005 based on employee elections. Iowa Public Employees' Retirement System increased $10,961 based on salary increases and City's obligation increasing .6% from 8.07% to 8.67%. Deferred compensation City match increased $3,106 based on salary increases and a .25% increase in the City's match. F) Print shop increased $467 and employment advertising decreased $225 based on history. Property/building content insurance decreased $1,590 and general liability insurance premiums increased $1,620 due to claims experience. G) CMG lease charges increased $2,548 based on current year-to-date charges. CMG equipment repair and maintenance increased $12,497 based on a 10% increase over FY2011 actual expenses. H) Operating supplies increased $2,733 based on FY2011 with a 3% increase. I) Gas utilities decreased $2,140 and electrical utilities increased $670 based on FY2011 activity increased by 5%. Fuel and oil billed to other departments increased $784,528 based on the cost going up to $3.35 per gallon. J) Inventory supplies increased $34,140 based on FY2011 activity increased by 5%. K) Inventory offset increased $380,819 based on current year inventory and maintaining inventory based on department billings.

369 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Airport Mechanic - 1.00 1.00 1.00 1.00 - Auto Mechanic I 18.00 18.00 18.00 18.00 18.00 - Auto Mechanic II 2.00 2.00 2.00 2.00 2.00 - Auto Shop Supervisor 1.00 1.00 1.00 1.00 1.00 - Custodian - - - - 1.00 1.00 Fleet Supervisor 1.00 1.00 1.00 1.00 1.00 - Store Clerk 2.00 2.00 2.00 2.00 - (2.00) Total FTE 25.00 26.00 26.00 26.00 25.00 (1.00)

370 FLEET REPLACEMENT 8551

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 2,331,590$ 2,271,839$ 2,518,117$ 2,147,152$ $ (370,965) (14.7%) A) Interest 3,885 6,642 4,137 5,890 1,753 42.4% B) Rentals and Leases 33,849 28,213 36,796 9,765 (27,031) (73.5%) C) Miscellaneous 41,589 42,229 26,773 21,896 (4,877) (18.2%) D) Contributions 84,846 97,766 150,000 150,000 - 0.0% Refunds and Reimbursements 911,653 102,904 315,000 340,000 25,000 7.9% E) Other 28,378 - - - - Total Revenue 3,435,790 2,549,593 3,050,823 2,674,703 (376,120) (12.3%)

Employee Compensation 2,618 3,812 2,000 2,000 - 0.0% General Services 25,587 3,714 5,415 5,212 (203) (3.7%) F) Services Related to Property 44,525 171,473 166,237 174,675 8,438 5.1% G) General Supplies 542,390 220,211 266,000 219,000 (47,000) (17.7%) H) Utilities 622 1,587 1,089 1,587 498 45.7% I) Capital Expenditures 2,057,156 1,682,221 2,049,500 2,321,530 272,030 13.3% J) Other 19,433 9,993 30,000 30,000 - 0.0% Total Expenditures 2,692,331 2,093,011 2,520,241 2,754,004 233,763 9.3%

Net (Revenues less Expenditures) 743,459$ 456,582$ 530,582$ $ (79,301) $ (609,883) (114.9%)

Notes: A) Central Maintenance Garage (CMG) rental income decreased $370,965 based on historical usage. B) Interest receivable increased $1,753 based on new vehicle leases with Siouxland District Health (SDH). Interest on SDH vehicles was not separated from principle in year's past. C) Equipment rental decreased $27,031 based on SDH leases expiring. D) Other contracted principle payments decreased $4,877 based on less projected leases. E) $25,000 increase due to increase in revenues from new garbage truck leases. F) Property/building content insurance decreased $203 based on City wide claims. G) Equipment repair and maintenance increased $8,438 based FY2011 increased by approximately 10%. H) Operating equipment decreased $47,000 based on projected fleet operating equipment purchases less than $10,000. I) Fuel and oil increased $498 based on FY2011 expenses. J) Licensed vehicles decreased $462,470 based on proposed vehicle replacement list. Contractor's mobile equipment increased $734,500 based on proposed heavy equipment replacement list.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

371 FLEET EXTERNAL CUSTOMERS 8555

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Charges for Service 1,544,174$ 1,415,558$ 1,725,425$ 2,010,299$ 284,874$ 16.5% A) Total Revenue 1,544,174 1,415,558 1,725,425 2,010,299 284,874 16.5%

Services Related to Property 894,598 470,158 954,005 965,261 11,256 1.2% B) Utilities 734,686 995,275 771,420 993,432 222,012 28.8% C) Total Expenditures 1,629,284 1,465,433 1,725,425 1,958,693 233,268 13.5%

Net (Revenues less Expenditures) $ (85,110) $ (49,875) $ - 51,606$ 51,606$

Notes: A) Central Maintenance Garage (CMG) sale of parts and fuel increased $284,874 based on history and expenses increasing. B) CMG lease charges increased $11,256 based on history and current year to date expenses. C) Fuel and oil increased $222,012 based on current year-to-date expenses increased by 5%.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

372 PURCHASING

FY2012 GOALS AND PROGRESS: 1. Continue to meet with local agencies to identify common areas for purchasing supplies, services, and equipment. Worked with SCCSD, County, State, Western Iowa Tech Community College (WITCC), Juvenile Courts, and Siouxland District Health on mutual purchasing. Shared contracts for: copy machines, vehicles, tires, office supplies, salt, sand, rock and gravel, and phone services. Held a joint surplus auction with the City of South Sioux City, Woodbury County, Siouxland District Health Dept., Siouxland Regional Transit System, Western Iowa Tech Community College, Siouxland Paramedics and City of Sergeant Bluff. 2. Continue to work on the Purchasing system internet interface. Purchasing will be a test site when software becomes available. Worked with HTE users group on enhancements with the software. Few upgrades were provided by HTE for purchasing section. 3. Work with ICMA performance measure annual reports in order to improve on the purchasing system and set future goals. Completed the tenth year of the ICMA performance measures data collection and reviewed the results to determine strengths and weaknesses upon which to improve. 4. Start a purchasing user group among City departments to improve efficiencies and lower costs. Starting Purchasing User Group by initially meeting with departments on a “one on one” basis. 5. Develop additional blanket contracts for supplies and materials in order to reduce repetitive bids and obtain better pricing. Will make these contracts available to other agencies. Fifty (50) new contracts were added.

FY2013 GOALS: 1. Meet with local government agencies to identify common areas for purchasing supplies, services, and equipment. 2. Continue to work on the Purchasing system internet interface. City Purchasing will be a test site when software becomes available. 3. Work with ICMA performance measure reports in order to improve on the Purchasing system and set further goals. 4. Start a Purchasing User Group among City departments to improve efficiencies and lower costs. 5. Develop additional blanket contracts for supplies and materials in order to reduce repetitive bids and obtain better pricing. Will make these contracts available to other agencies.

FY2012 PERFORMANCE MEASURES AND PROGRESS: Customer survey (sent to City users) results: 1. Percentage of customer survey replies rating overall Purchasing satisfaction “Good” or “Excellent” – exceed 90%. Percentage of customer survey replies rating overall Purchasing satisfaction “Good” or “Excellent” – 95%. 2. Percentage of customer survey replies rating Purchasing quality of service “Good” or “Excellent” – exceed 90%. Percentage of customer survey replies rating Purchasing quality of service “Good” or “Excellent” – 95%. 3. Percentage of customer survey replies rating Purchasing timeliness of service “Good” or “Excellent” – exceed 90%. Percentage of customer survey replies rating Purchasing timeliness of service “Good” or “Excellent” – 95%.

FY2013 PERFORMANCE MEASURES: 1. Percentage of customer survey replies rating overall Purchasing satisfaction “Good” or “Excellent” – exceed 90%. 2. Percentage of customer survey replies rating Purchasing quality of service “Good” or “Excellent” – exceed 90%. 3. Percentage of customer survey replies rating Purchasing timeliness of service “Good” or “Excellent” – exceed 90%.

373 PURCHASING 8570

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 1,317$ 538$ 1,300$ 1,300$ $ - 0.0% Total Revenue 1,317 538 1,300 1,300 - 0.0%

Employee Compensation 233,871 235,376 234,263 234,538 275 0.1% General Services 10,437 8,130 7,984 8,690 706 8.8% A) Services Related to Property 3,514 2,964 2,936 2,936 - 0.0% General Supplies 3,001 3,172 2,330 2,330 - 0.0% Total Expenditures 250,823 249,642 247,513 248,494 981 0.4%

Net (Revenues less Expenditures) $ (249,506) $ (249,104) $ (246,213) $ (247,194) $ (981) 0.4%

Notes: A) Cell phone charges increased $394 based on FY2011 charges. General liability insurance premiums increased $225 based on City- wide claims experience.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Accounting Clerk 2.00 2.00 2.00 2.00 - (2.00) Buyer - - - - 1.00 1.00 Clerical Assistant - - - - 1.00 1.00 Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerical Assistant - - - - 0.63 0.63 Clerk 0.50 0.50 0.50 0.50 - (0.50)

Total FTE 3.50 3.50 3.50 3.50 3.63 0.13

374 Utilities Department Organizational Chart

Utilities Director

Environmental Wastewater Water Plant Quality Treatment Plant

Solid Waste Storm Water & Recycling Management

375

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

376 UTILITIES

MISSION STATEMENT: To preserve and perpetuate the quality of life created by producing/transmitting safe drinking water, the collection/treatment of wastewater, and recycling/refuse collection programs for our customers. These efforts serve a vital role in preserving and perpetuating a quality of life unequaled in other states of this country and unparalleled in most countries of this world that we live in.

SERVICES: Services include the administration and operation of all City water, wastewater, storm water, and solid waste activities to meet State and Federal Regulations.

RESOURCES: The Utilities Department is funded through revenues from water consumption, sewer usage, solid waste charges, and project charge backs, along with fees for permits, taps, rentals, leases, plan review and utilization of the landfill.

377 UTILITIES FUNDS SUMMARY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees $ 103,007 $ 63,238 $ 48,000 $ 48,000 $ - 0.0% Rentals and Leases 100,474 102,849 101,194 99,115 (2,079) (2.1%) A) Contributions - 2,177 - - - 0.0% Refunds and Reimbursements 208,136 52,811 50,125 50,100 (25) (0.0%) Other - 11,855 - - - 0.0% Total Departmental Revenues 411,617 232,930 199,319 197,215 (2,104) (1.1%)

Utilities Administration 272,638 313,922 517,685 496,241 (21,444) (4.1%) B) Zenith Water Plant 2,154,442 2,348,569 2,343,603 2,227,141 (116,462) (5.0%) C) Southbridge Water Plant - - - 992,775 992,775 100.0% D) Environmental Quality 4,097,360 3,942,713 4,208,000 4,525,000 317,000 7.5% E) Wastewater Plant 5,912,703 5,768,918 5,884,140 4,955,354 (928,786) (15.8%) F) Total Expenditures by Division 12,437,143 12,374,122 12,953,428 13,196,511 243,083 1.9%

Net (Revenues less Expenditures) (12,025,526) (12,141,192) (12,754,109) (12,999,296) (245,187) 1.9%

Additional Resources Needed Storm Water Funds - - - 10,800 10,800 Water Funds 2,228,308 2,393,981 2,402,535 3,271,906 869,371 36.2% Sewer Funds 5,693,721 5,806,188 6,078,363 5,124,169 (954,194) (15.7%) Solid Waste Funds 4,103,497 3,941,023 4,273,211 4,592,421 319,210 7.5% Total Additional Resources $ 12,025,526 $ 12,141,192 $ 12,754,109 $ 12,999,296 245,187$ 1.9%

Notes: A) Rentals and leases for water tower space decreased $2,049 relating to cell phone communications revenues based on past history. B) Salaries decreased $30,179 based on employee allocation changes, the PreTreatment Manager was allocated to Administration in FY2012 and in FY2013, the position has been moved to Wastewater Plant. Sick leave bonus pay increased $1,100 based on budgeting the bonus for four positions versus one and half in FY2012. Payroll related costs decreased $3,541 based on lower salary estimates. Iowa Public Employees' Retirement System costs decreased $1,771 based on salaries decrease. Workers' compensation insurance premium decreased $512 based on claims history. Education and training increased $2,400 to train the new Environmental Analyst. Group health insurance and dental insurance premiums decreased $12,915 based on employee elections. Group disability insurance premiums decreased $249 based on salaries decrease. Deferred compensation-City match decreased $3,911 based on salaries decrease. Cell phone allowance decreased $965 based on prior years usage. Business expense reimbursement increased $1,100 to reimburse mileage for the Utility Director and Environmental Services Analyst. Safety boot reimbursement increased $325 to purchase boots for Director and new Environmental Services Analyst. Professional services increased $5,000, print shop increased $7,500, and advertising increased $7,500. Increases are to cover costs for the Environmental Advisory Board. Services related to property decreased by $3,000 due to expanded collections for Neighborhood Clean Up program beginning in FY2013. Operating supplies increased $4,300 due to the enhancement of the storm water monitoring program. C) Salaries increased $53,599 based on contractual obligations and the addition of (1) Operator In-Training FTE. Longevity increased $481 based on contractual obligations. Sick leave bonus pay decreased $350 based on history. Payroll related costs increased

378

$4,079 based on salary increases. Workers' compensation insurance premiums decreased $1,455 based on claims experience. IPERS increased $8,186 based on City's obligated contribution rate increasing .6% from 8.07% to 8.675, and salaries increasing. Group health increased $18,451 based on employee elections. Deferred Compensation-City match increased $3,439 based on employee elections. Technical services decreased $20,011, postage and shipping decreased $3,700, City business decreased $1,500, and advertising decreased $2,500, all based on history. Communication line charges decreased $1,700 and cellular charges decreased $900 based on historic data. Property/building content insurance decreased $3,467 based on claims experience. General liability insurance increased $9,403 based on claims experience. Licenses and permits decreased $7,000, maintenance machine and maintenance building and grounds decreased $60,000, and equipment repair increased $2,362 based on history. Electric maintenance decreased $2,500, property lease increased $2,500, office supplies decreased $2,350, publications increased $300, data processing supplies increased $150, memberships decreased $190, safety equipment decreased $300, all based on prior year data. Gas utility and electric utility decreased $10,000 and $100,000, respectively due to the opening of Southbridge Plant. Fuel and oil increased $2,250 based on increase in fuel price per gallon. Central Maintenance Garage (CMG) lease charges decreased $1,886 based on history. D) FY2013 is the first year that the Southbridge Water Plant will be open. Costs represent projected first year expenses. E) Utilities decreased $25,000 due the Recycling Center utilities being paid by the Fire department. Payment to other agencies increased $342,500 based on garbage contract CPI increase and fiscal year 2012 being an inaccurate estimate. F) Fiscal year 2012 represents the first full year that the City did not contract with an outside company to manage the Wastewater Treatment Plant. Fiscal year 2012 budgeted amounts were based on limited available information. Fiscal year 2013 budgeted amounts are based on more objective data than fiscal year 2012. Salaries decreased $127,091 based on actual hiring data. Payroll related costs decreased $12,880 due to the salaries decrease. Iowa Public Employees' Retirement System decreased $4,371, group health insurance and dental premiums decreased $108,947, deferred compensation-City match decreased $14,281, all based on the year-to-date data. Workers' compensation premium decreased $3,360 based on claims experience. Business expense decreased $1,500, safety boots reimbursement decreased $3,725, administrative services decreased $20,000, professional services decreased $10,000, technical services decreased $476,000, postage and shipping increased $9,750, City business decreased $5,000, cell phone charges increased $3,000, all based on actual expenditure data. Property/building content insurance increased $24,180 based on history. General liability increased $3,199 based on insurance needs. Other insurance increased $27,000 based on prior year's insurance premium. Licenses and permits increased $1,000, CMG lease charges increased $14,900, maintenance contracts decreased $65,000, landfill fees increased $95,173, snow removal increased $2,000, lawn care increased $2,000, maintenance on machines and equipment decreased $110,000, software maintenance decreased $21,000, maintenance buildings and grounds increased $135,000, CMG equipment repair and maintenance increased $14,665, radio communications maintenance decreased $1,000, memberships to professional organizations decreased $5,100, processing supplies increased $2,750 clothing increased $10,400, operating supplies decreased $263,300, chemicals decreased $360,000, lab equipment increased $18,000, safety equipment decreased $2,500, radio equipment increased $500, gas utilities increased $312,600, electric utilities decreased $8,000, CMG fuel and oil increased $22,500, and capital expenditures decreased $3,600, all based on year-to-date data.

379 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant - - - 1.00 1.00 - Administrative Secretary - - - 1.00 1.00 - CMMS Coordinator - - - 1.00 1.00 - Electrician/Instrumentation Tech - - - 1.00 1.00 - Electronic Specialist 1.00 1.00 1.00 1.00 1.00 - Environmental Services Analyst - - - 1.00 1.00 - Environmental Services Manager 1.00 1.00 1.00 - - - Instrumentation Mechanical Supervisor 1.00 1.00 1.00 1.00 1.00 - Lab Technician - - - 4.00 4.00 - Plant Electrician - - - 1.00 1.00 - PreTreatment Manager - - - 1.00 1.00 - Utilities Director - - - 1.00 1.00 - Water Plant Maintenance Worker 2.00 2.00 2.00 2.00 2.00 - Water Plant Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Water Plant Operators 5.00 5.00 5.00 5.00 5.00 - Water Plant Operator in Training - - - - 1.00 1.00 Water Plant Superintendent 1.00 1.00 1.00 1.00 1.00 - WWTP Maintenance Mechanic - - - 4.00 4.00 - WWTP Maintenance Supervisor - - - 1.00 1.00 - WWTP Plant Operator - - - 7.00 7.00 - WWTP Shift Supervisor - - - 2.00 2.00 - WWTP Superintendent - - - 1.00 1.00 -

Part Time Clerk 0.50 - - - - - Laborer - - - 1.00 1.00 - Secretary - 0.50 0.50 0.50 0.50 -

Total FTE 12.50 12.50 12.50 39.50 40.50 1.00

380 UTILITIES ADMINISTRATION

FY2012 GOALS AND PROGRESS: 1. Work with the Environmental Advisory Board and other advisory groups on pending environmental issues including storm water pollution prevention and recycling. • The Fall 2011 recycling event provided an expanded list of recycling opportunities. Electronics has always been the main focus of the event but batteries, household donations of furniture and clothes, fluorescent light bulbs as well as electronics were all collected. • Storm water has become a regular topic on the EAB agenda. They have provided direction and support in the storm drain marking program. 2. Resolve any gaps identified in the planning documents for the various divisions of the Utility. Planning efforts are being completed for the wastewater collection system in response to high water associated with the 2011 flood. A master plan will be incorporated into the wastewater improvements project in order to develop an accurate CIP and predict future wastewater needs. The Utilities planning efforts will continue into the future through the regular updates of the facilities planning documents for all of the Utilities divisions. 3. Minimize the change orders required for the completion of the Utility projects through the use of sound planning and design practices. Effort has been made within the last fiscal year to minimize the number of project change orders. The efforts of staff have been rewarded through the Southbridge water plant project which is expected to be completed with only one change order for (%) of the original contract amount. The wastewater treatment plant phase 2 projects will also be completed with a total change order amount of less than 1% of the original change order amount. 4. Reduce the number of unexpected expenses associated with unanticipated infrastructure failures. Despite the challenges of the 2011 flood event, no major failures of water or wastewater treatment infrastructure occurred. These successes allowed the utility to provided reliable service throughout the event. Service reliability in this case resulted from an effective maintenance program and quality system operation.

FY2013 GOALS: 1. Complete the facility re-rating for the wastewater treatment plant. This project is very important to understanding the long term need of the utility with regard to supplying sewage treatment services. By achieving a higher capacity rating the Utility can assist in economic develop efforts and ensure that future expansions are complete only as needed to accommodate community growth. This project serves as the foundation for the Utilities long-term planning effort. Through effective planning the Utility will insure that demands are met in the most efficient and economical manner. 2. Complete all projects on time and within budget. The Utility will target the completion of all future projects with change orders less than 2.5% of the original contract amount. The requirements of staff and designers will be to commit a great deal of effort to the upfront identification of possible unexpected construction complications. Two of the current Utility projects are expected to be completed with total change amounts of less than 1%. 3. Achieve 100% compliance with all program regulatory requirements. This goal includes meeting all State and Federal requirements for water quality and program performance. This also requires that staff meet all scheduled compliance dates. 4. Meet budget targets for the first full year of operation of the combined Utility. Identify and incorporate improvements in operational efficiency to ensure quality uninterrupted delivery of all services at the greatest value to the customer.

381 PERFORMANCE MEASURES:

Measure Midwest Size Sioux City Water Delivered per Employee 0.24 0.23 0.39 Wastewater Processed per Employee 0.26 0.22 0.32 Residential cost of Water and Sewer Service - Average Residential Water Bill Amount for 1 month 17.7 20.0 - Average Residential Sewer Bill Amount for 1 month 18.5 24.5 Utility Debt Ratio Utility Type - Solid Waste1 - - 0.40 - Wastewater2 - 0.3 0.62 - Water2 - 0.4 0.58 - Combined2 - 0.4 0.60 • Measures based upon the median values listed in the American Water Works Benchmarking Study (Copyright 2005) 1. There is no performance standard for solids waste systems 2. Performance standards represent the median value for the type of water and wastewater system. Sioux City operates a combined utility but as the systems are funded separately the measures were listed as separated and combined.

382 UTILITIES ADMINISTRATION 6001 & 6206

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 94,834 92,755 94,834 92,755 (2,079) (2.2%) A) Contributions - 2,177 - - - 0.0% Refunds and Reimbursements 50,000 50,000 50,025 50,000 (25) (0.0%) Total Revenue 144,834 144,932 144,859 142,755 (2,104) (1.5%)

Employee Compensation 210,206 251,152 418,856 369,636 (49,220) (11.8%) B) General Services 43,788 47,181 76,373 96,730 20,357 26.7% C) Services Related to Property 14,033 6,100 16,556 19,600 3,044 18.4% D) Supplies 4,611 9,489 5,900 10,275 4,375 74.2% E) Total Expenditures 272,638 313,922 517,685 496,241 (21,444) (4.1%)

Net (Revenues less Expenditures) $ (127,804) $ (168,990) $ (372,826) $ (353,486) 19,340$ (5.2%)

Notes: A) Rentals and leases for water tower space decreased $2,049 relating to cell phone communications revenues past history. B) Salaries decreased $30,179 based on the PreTreatment Manager being re-allocated to the Wastewater Plant. Sick leave bonus pay increased $1,100 based on budgeting the bonus for four positions versus one and half in FY2012. Payroll related costs decreased $3,541 based on salaries decrease. Iowa Public Employees' Retirement System costs decreased $1,771 based on salaries decrease. Workers' compensation insurance premium decreased $512 based on claims history. Education and training increased $2,400 to train the new Environmental Service Analyst. Group health insurance and dental insurance premiums decreased $12,915 based on employee elections. Group disability insurance decreased $249 based on salaries decrease. Deferred compensation-City match decreased $3,911 based on salaries decrease. Cell phone allowance decreased $965 based on prior years usage. Business expense reimbursement increased $1,100 to reimburse mileage for the Utility Director and the Environmental Services Analyst. Safety boot reimbursement increased $325 to purchase boots for the Director and the Environmental Services Analyst. C) Professional services increased $5,000, print shop increased $7,500, and advertising increased $7,500. Increases are to cover costs for the Environmental Advisory Board. D) Services related to property decreased by $3,000 due to expanded collections for Neighborhood Clean Up program beginning in FY2013. E) Operating supplies increased $4,300 based on the enhancement of the storm water monitoring program.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time

Administrative Assistant - - - 1.00 1.00 - Environmental Services Analyst - - - 1.00 1.00 - Environmental Services Manager 1.00 1.00 1.00 - - - PreTreatment Manager - - - 1.00 - (1.00) Utilities Director - - - 1.00 1.00 -

Total FTE 1.00 1.00 1.00 4.00 3.00 (1.00)

383 ZENITH WATER PLANT

MISSION STATEMENT: To provide a continuous supply of safe palatable drinking water for the Sioux City community that meets all of the State and Federal Safe Drinking Water Act requirements in order to protect public health and safety.

OBJECTIVE: Continuous, cost effective delivery of potable drinking water to the citizens of Sioux City.

FY 2012 GOALS AND PROGRESS: 1. With completion of IDNR and EPA sampling (Long Term II Enhanced Surface Water Treatment Rule (LT2), Stage II Disinfection /Disinfectant By-Products Rule (D/DBP) and the Unregulated Contaminant Monitoring Rule (UCMR) CIP’s such as the Ultraviolet Disinfection will begin to move forward to meet new bin classification. LT2 sampling results require implementation of UV Disinfection which will be operational no later than October 1, 2014. Stage II sampling is also complete with another round of sampling to occur in 2015. 2. With the award of three key Southbridge projects staff will continue through administration of those projects and keep them in line with DNR timelines. All Southbridge water improvements have been bid and are under construction with a completion date of December 31, 2011. 3. Administer contract to pre-treatment addition at the Zenith WTP to meet budget requirements and timelines so water quality and DBP formations are improved and minimized. Due to budget constraints the Zenith Pre-Treatment project has been postponed until FY13. At that time the pre-treatment addition will be constructed and Cook Park wells abandoned. 4. Maintain CIP schedule to meet goals set by DNR through the Operating Permit and Water Master Plan. All CIP projects are on track according to the Water Master Plan and the Water Supply Operating Permit.

FY 2013 Goals: 1. Completion of all energy efficiency projects associated with the Zenith Water Treatment Plant. Completion of these projects will allow for the cost effective production of 30 million gallons of water per day. 2. Continue with administration of the Zenith Pre-Treatment and Ultraviolet Disinfection projects in order to meet IDNR and EPA guidelines. 3. Maintain all timelines for CIP projects so that deadlines are met according to our regulating authorities. 4. Maintain a water loss percentage of less than 2.5%.

384

PERFORMANCE MEASURES:

Efficiency: Limited water rationing or any type of water conservation due to the inability to provide source, treatment or adequate storage of water.

Efficiency: Cost effective production of 4.365 billion gallons of water.

Production in Total Employee MG's Expenditures Services Electric Chemicals All other Total FY00 4,898 $1,276,664 $107 $94 $20 $46 $267 FY01 4,839 $1,261,189 $114 $89 $19 $39 $260 FY02 4,821 $1,488,131 $125 $102 $18 $63 $308 FY03 4,858 $1,473,004 $136 $102 $19 $46 $303 FY04 4,784 $1,680,962 $152 $92 $22 $85 $351 FY05 5,457 $1,704,414 $147 $80 $19 $65 $311 FY06 5,031 $1,740,502 $175 $79 $22 $69 $345 FY07 4,944 $1,825,759 $172 $97 $29 $70 $368 FY08 4,923 $1,998,274 $179 $101 $27 $98 $405 FY09 4,797 $2,076,806 $188 $100 $38 $106 $432 FY10 4,653 $2,154,442 $204 $95 $53 $107 $459 FY11 4,365 $2,348,569 $225 $101 $47 $163 $536

SIOUX CITY WATER PRODUCTION COST PER MILLION GALLONS

$600

$400

$200

$0 FY03 FY05 FY07 FY09 FY11

COST PER MILLION GALLONS OF WATER

300 280 FY03 260 240 FY04 220 200 FY05 180 FY06 160 140 FY07 120 100 FY08 80 FY09 60 40 FY10 20 0 FY11 LABOR ELECTRIC CHEMICALS ALL OTHER Citizen Complaints

385 ZENITH WATER PLANT 6101

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Refunds and Reimbursements 3,524$ $ 2,511 100$ 100$ $ - 0.0% Total Revenue 3,524 2,511 100 100 - 0.0%

Employee Compensation 952,762 984,917 989,878 1,076,330 86,452 8.7% A) General Services 135,781 127,358 162,939 130,964 (31,975) (19.6%) B) Services Related to Property 302,391 293,091 339,086 278,362 (60,724) (17.9%) C) Supplies 285,194 478,298 267,700 265,235 (2,465) (0.9%) D) Utilities 467,964 464,905 584,000 476,250 (107,750) (18.5%) E) Miscellaneous 10,350 - - - - 0.0% Total Expenditures 2,154,442 2,348,569 2,343,603 2,227,141 (116,462) (5.0%)

Net (Revenues less Expenditures) $ (2,150,918) $ (2,346,058) $ (2,343,503) $ (2,227,041) 116,462$ (5.0%)

Notes: A) Salaries increased $53,599 based on the addition of 1 FTE Operator In Training and contractual obligations. Longevity increased $481 based on contractual obligations. Sick leave bonus pay decreased $350 based on history. Payroll related costs increased $4,079 based on salary increase. Workers' compensation insurance premiums decreased $1,455 based on claims experiences. Iowa Public Employees' Retirement System (IPERS) increased $8,186 based on City's required contribution rate increasing .6% from 8.07% to 8.67%, salaries increasing and employee allocations. Group health insurance premiums increased $18,451 based on employee elections. Deferred Compensation-City match increased $3,439 based on employee elections and salary increases. B) Technical services decreased $20,011, postage decreased $1,000, shipping decreased $2,700, City business decreased $1,500, advertising decreased $2,500, communication line charges decreased $1,700, cellular charges decreased $900, all based on historic data. Property/building content insurance premiums decreased $3,467 based on history of the City's property insurance premiums. General liability insurance premiums increased $9,403 based on history of City wide claims. Licenses and permits decreased $7,000 based on historic data. C) Maintenance machine and equipment decreased $50,000, maintenance building and grounds decreased $10,000, equipment repair increased $2,362, and electric maintenance decreased $2,500, all based on prior years data. Property lease increased $2,500 based on year-to-date expenses. CMG lease charges decreased $1,886 based on history. D) Office supplies decreased $2,350, publications increased $300, data processing supplies increased $150, memberships decreased $190, safety equipment decreased $300 based on prior year expenditures. E) Gas utility and electric utility decreased $10,000 and $100,000, respectively, based on historical data and opening of Southbridge Plant. Fuel and oil increased $2,250 based on increase in fuel price per gallon.

386 Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Electronic Specialist 1.00 1.00 1.00 1.00 1.00 - Instrumentation Mechanical Supervisor 1.00 1.00 1.00 1.00 1.00 - Water Plant Maintenance Worker 2.00 2.00 2.00 2.00 2.00 - Water Plant Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Water Plant Operators 5.00 5.00 5.00 5.00 5.00 - Water Plant Operator in Training - - - - 1.00 1.00 Water Plant Superintendent 1.00 1.00 1.00 1.00 1.00 -

Part Time Clerk 0.50 - - - - - Secretary - 0.50 0.50 0.50 0.50 -

Total FTE 11.50 11.50 11.50 11.50 12.50 1.00

387 SOUTHBRIDGE WATER PLANT

MISSION STATEMENT: To provide a continuous supply of safe palatable drinking water for the Sioux City community that meets all of the State and Federal Safe Drinking Water Act requirements in order to protect public health and safety.

OBJECTIVE: Continuous, cost effective delivery of potable drinking water to the citizens of Sioux City.

FY 2013 Goals: 1. Complete all projects associated with the Southbridge Regional Water Plant. Completion of these project will allow for the cost effective production of up to 10 million gallons per day. 2. Maintain all timelines for CIP projects so that deadlines are met according to our regulating authorities. 3. Maintain a water loss percentage of less than 2.5%. 4. Institute a monitoring schedule of ground water flow in the Southbridge Regional Water Plant well field. 5. Formulate standard operating procedures to facilitate effective and efficient operation of this new treatment technique.

PERFORMANCE MEASURES: Performance measures are not applicable since Southbridge Water Plant was not operational before fiscal year 2012.

388 SOUTHBRIDGE WATER PLANT 6104

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

General Services - - - 1,500 1,500 100.0% A) Services Related to Property - - - 40,500 40,500 100.0% A) Supplies - - - 470,775 470,775 100.0% A) Utilities - - - 480,000 480,000 100.0% A) Total Expenditures - - - 992,775 992,775 100.0%

Net (Revenues less Expenditures) $ - $ - $ - $ (992,775) $ (992,775) 100.0%

Notes: A) Fiscal year 2013 is the first year that the Southbridge Water Plant will be open. Costs represent projected first year expenses.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

389 ENVIRONMENTAL QUALITY

FY2012 GOALS AND PROGRESS: 1. Continue to support the Environmental Advisory Board (EAB) and its events, educational efforts, and research into sustainable living practices for the betterment of the City of Sioux City and surrounding communities. The EAB will soon be sponsoring an expanded version of the E-cycle event and will now include five additional businesses and much greater acceptance of recyclables including batteries, oil, clothing, CFLs, etc. 2. Create a comprehensive and responsive erosion and sediment control program by monitoring and keeping records of all active and recently deactivated permits. Mitigation efforts on problem sites have already begun to show results and have seen an improvement in erosion and sediment control issues within Sioux City. 3. Create an illicit discharge detection and mitigation program by mapping and sampling of all storm drain outlets, natural waterways, and other applicable water resources. To date maps have been created and Perry Creek has been sampled and examined for illicit discharge and/or pollutants. 4. A storm drain inlet marking program has been established to begin marking storm drains within the City. Along with educational efforts through media and other outlets, a goal of marking 50% of storm drains by year’s end has been set. All materials for this effort have been received or ordered and volunteer efforts will be underway shortly.

FY2013 GOALS: 1. Refocus EAB member efforts on environmental education and awareness throughout the community via involvement within schools, Dorothy Pecaut Nature Center, and other local, state, and national environmental organizations. 2. Increase requirements of contractors, developers, and engineers to become further aligned with state and federal erosion and sediment control regulations while requiring all Stormwater Pollution Prevention Plans (SWPPPs) pass through the Environmental Services Department for final approval. 3. Improve water quality among City waterways by a continuous increase in monitoring and further development of sampling techniques and parameters. 4. Finish the first round of storm drain markings and monitor new developments for inclusion of stenciling. 5. Expand Watershed Festival/Missouri River Clean-up to include more community advertisement and subsequent involvement. Create a “festival” to include vendors with the focus of cleaning our waterways through no-littering education, trash removal, and recycling of non-biodegradable materials. 6. Create and update as needed an ECO/Sustainability web page on siouxcity.org for greater distribution of educational materials and current events regarding environmental issues. 7. Working with current hauler and EAB to create a recycling incentive program such as Curbside Rewards, Recyclebank, or similar program.

390 PERFORMANCE MEASURES: 1. Quarterly tracking of Stormwater, Recycling, and ECO/Sustainability website unique views and average time on pages. 2. Monitor and keep records on illicit discharge and stormwater pollution via online resident complaint forms. 3. Observe noticeable decrease in local waterway contaminants 4. Keep record on number of storm drain inlets marked. 5. Observe increase in percentage of recyclables and overall tonnage. 6. Track total tonnage increase from E-Cycle Events

5000 300

4500 250 4000

3500 200 Curbside Garbage Collection 3000

2500 150 Curbside Recycling Collection

2000 Expon. (Curbside Garbage 100 1500 Collection) Expon. (Curbside Recycling 1000 50 Collection) 500

0 0

10 10 11 11 10 09 10 11 10 10 10 11 11 ------Jul Jul Jan Jun Jun Apr- Apr- Feb Jan. 11 Dec Oct. 10 Feb. 11 Mar- Mar- Dec. 10 Dec. Aug. 10 May- May- Nov. 10 Sept. 10

391 Perry Creek Sampling (mg/L) (DO mg/L; 100 mL of sample) 6/2/2011 8/26/2011

S1DO 8.34 0.844 S1pH 7.96 6.66 S1TSS 0 48 S1BOD 0 0

S2DO 8.43 8.45 S2ph 7.98 8.2 S2TSS 0 11.5 S2BOD 0 0

S3DO 8.39 8.32 S3ph 8.1 8.2 S3TSS 0 12 S3BOD 0 0

S4DO 8.43 8.35 S4ph 8.13 8.3 S4TSS 0 10 S4BOD 0 0

S5DO 8.42 8.33 S5ph 8.2 8.3 S5TSS 0 10 S5BOD 0 0

S6DO 8.37 0 S6ph 8.22 0 S6TSS 0 0 S6BOD 0 0

Key: S – sample DO – dissolved oxygen TSS – total suspended solids BOD – biological oxygen demand

392 ENVIRONMENTAL QUALITY 6201-6205

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Rentals and Leases 1,560 1,560 1,560 1,560 - 0.0% Refunds and Reimbursements 316 - - - - 0.0% Total Revenue 1,876 1,560 1,560 1,560 - 0.0%

Employee Compensation - - - - - 0.0% General Services 33 1,677 - - - 0.0% Services Related to Property 24,721 3,230 25,000 25,000 - 0.0% Supplies 288 - - - - 0.0% Utilities 24,869 25,607 25,500 - (25,500) (100.0%) A) Miscellaneous 4,047,449 3,912,199 4,157,500 4,500,000 342,500 8.2% B) Total Expenditures 4,097,360 3,942,713 4,208,000 4,525,000 317,000 7.5%

Net (Revenues less Expenditures) $ (4,095,484) $ (3,941,153) $ (4,206,440) $ (4,523,440) $ (317,000) 7.5%

Notes: A) Utilities decreased $25,000 due to the Fire department taking over the expenses of the Recycling Center. B) Payment to other agencies increased $342,500 based on garbage contract CPI increase and fiscal year 2012 being an inaccurate estimate.

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

393 WASTEWATER PLANT

MISSION STATEMENT: To provide uninterrupted, quality wastewater treatment for the Sioux City community that meets all State and Federal Safe Water Standards in order to protect public health and safety.

OBJECTIVE: Continuous, cost effective treatment of wastewater for the citizens of Sioux City.

FY 2012 GOALS AND PROGRESS: 1. Evaluate the phase 3 wastewater treatment plant expansion requirements. Complete the design work and start the construction required to complete this phase. Selection of an engineering design firm is complete, with negotiations underway for specific phase 3 goals and related fees/expenses. 2. Implement the findings of the full system odor control study. Budget for any capital additions to the system which were not previously scheduled. Establish a system of odor control reporting that allows for tracking and assessment of system related issues. With increased flows through the wastewater collection system and wastewater treatment plant, related to the Missouri River flood event, the odor control study was delayed until flows decreased and the study could be conducted on conditions typical to the system. A Request for Qualifications has been drafted and is ready to submit to interested vendors. 3. Apply the findings of the capacity study to the industrial permitting program. This item will have a positive impact on the current industries’ ability to expand production and will allow for additional industrial growth. Testing is on-going and operational data is being compiled for presentation to the State of Iowa. The ability of current industries to expand and/or new industrial growth to occur is contingent upon the State’s acceptance of the additional plant capacity request. 4. Work with MIUs to develop a permitting and fees structure that incentives pretreatment improvements and rewards industry for exceptional pretreatment performance. City has proposed revision to local limits for the industrial community. Previously, industrial permits contained daily maximum limits, which resulted in infrequent violations. A review of the actual WWTP influent loading allowed the elimination of daily max limits and monthly average limits for flow and BOD. TSS is in excess of the EPA Local Limits Guidance document threshold and will have an enforceable monthly average limit within issued permits. This change in permitting will reduce the number of daily max permit violations, and increase an industrial users potential for being in SNC or TRE. As support of the permit changes, the City has also modified the billing structure. Previously, permit violations resulted in increased charges. The proposed changes separate permits and billing by charging based on concentration discharged. If the discharge is less than domestic there is no charge associated with that volume, Tier 1 is set at the regularly established rates between domestic concentration and a MAIL for the industrial community, above the MAIL charges incur at two times the normal rate. This change in billing structure incentivizes pretreatment for tier 2 dischargers and rewards those dischargers with low concentration due to existing pretreatment methods or Best Management Practices which have resulted in exceptional pretreatment performance. The proposed changes have been successfully reviewed by the IDNR Pretreatment Office and Region 7 EPA, they are currently being reviewed by City Council and a 30 Day public comment period with the IDNR. The Final approval date for the changes is set for October 10, 2011. 5. Achieve 100% permit compliance. Since startup of the phase 2 WWTP improvements, specifically the MLE process (1/11), the WWTP has received one Notice of Violation (NOV) from the State of Iowa. This NOV can be attributed to sampling and/or laboratory error and was not related to process performance.

394 FY2013 GOALS: 1. Evaluate the phase 3 wastewater treatment plant expansion requirements. Complete the design work and begin the construction required to complete this phase. 2. Implement the findings of the full system odor control study. Budget for any capital additions to the system which were not previously scheduled. Establish a system of odor control reporting that allows for tracking and assessment of system related issues. 3. Work with the industrial community on slug control plans and internal control of discharges through Best Management Practices. Work on identifying illicit TSS discharges within the community for control and ultimately prevention of these discharges if possible. 4. Achieve 100% compliance. 5. Convert boiler/heat exchangers from natural gas to methane, decreasing heating costs at WWTP.

PERFORMANCE MEASURES: Number of MIU notices of violations (NOV): # NOVs 2009 163 2010 125 2011 79* *Currently issued to date 10/3/2011

Number of odor complaints: # Complaints 2009 20 2010 46 2011 19* * Through 10/3/11

National Pollutant Discharge Elimination System (NPDES) permit exceedances: # Exceedances 2009 5 2010 9 2011 3* * 2 exceedances occurred during construction prior to MLE startup. Through 10/3/11.

Facility hydraulic and pollutant capacity: See Goals item #1.

395 WASTEWATER PLANT 6301-6303

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Enterprise Fees 103,007$ 63,238$ 48,000$ 48,000$ $ - 0.0% Rentals and Leases 4,080 8,534 4,800 4,800 - 0.0% Refunds and Reimbursements 154,296 300 - - - 0.0% Other - 11,855 - - - 0.0% Total Revenue 261,383 83,927 52,800 52,800 - 0.0%

Employee Compensation - 648,353 2,053,906 1,777,003 (276,903) (13.5%) A) General Services 328,098 369,726 730,142 288,271 (441,871) (60.5%) B) Services Related to Property 5,584,204 3,626,564 1,100,042 1,166,780 66,738 6.1% C) Supplies 288 331,534 1,126,950 526,700 (600,250) (53.3%) D) Utilities 113 792,741 869,500 1,196,600 327,100 37.6% E) Capital Expenditures - - 3,600 - (3,600) (100.0%) F) Total Expenditures 5,912,703 5,768,918 5,884,140 4,955,354 (928,786) (15.8%)

Net (Revenues less Expenditures) $ (5,651,320) $ (5,684,991) $ (5,831,340) $ (4,902,554) 928,786$ (15.9%) Notes: Fiscal year 2012 represents the first full year that the City did not contract with an outside company to manage the Wastewater Treatment Plant. Fiscal year 2012 budgeted amounts were based on limited available information. A) Salaries decreased $127,091 based on actual hiring data. Payroll related costs decreased $12,880 due to the salaries decrease. Iowa Public Employees' Retirement System decreased $4,371 due to the salaries decrease. Group health insurance and dental insurance premiums decreased $108,947 based on history. Deferred compensation-City match decreased $14,281 based on salaries decrease. Workers' compensation insurance premiums decreased $3,360 based on prior year's history. Business expense reimbursements decreased $1,500 and safety boots reimbursement decreased $3,725 based on history. B) Administrative services, professional services, and technical services decreased $20,000, $10,000, and $476,000, respectively, based on prior year history. Postage and shipping increased $9,750 based on prior year history. City business decreased $5,000 based on prior year's staff education and training and travels to industry meetings. Cell phone charges increased $3,000 based on prior year history. Property/building content insurance increased $24,180 based on prior year history. General liability increased $3,199 based on prior year history. Other insurance increased $27,000 based on prior year history. Licenses and permits increased $1,000 based on licensing required in past history. C) Central Maintenance Garage (CMG) lease charges increased $14,900 based on historic expenses. Maintenance contracts decreased $65,000 based on prior year's history costs of contracts with Plains Boiler, 3E, and Waldinger. Landfill fees increased $95,173 based on estimated usage. Snow removal and lawn care each increased $2,000 based on prior year's history. Maintenance on machines and equipment decreased $110,000 based on prior year's history repair of WWTP, lift station equipment, and all related equipment. Software maintenance decreased $21,000 based on City's maintenance of City's software, Siemens, and Van Meter Industries. Maintenance buildings and grounds increased $135,000 based on past history of maintenance, roof repairs, landscaping and heating/air conditioner repairs. CMG equipment repair and maintenance increased $14,665 and radio communications maintenance decreased $1,000 based on prior year history. D) Memberships to professional organizations decreased $5,100 based on industry memberships in previous years, processing supplies increased $2,750 based on software, diskettes, tapes and outside vendors costs in prior years. Clothing increased $10,400 based on prior year's history of Wastewater Treatment Plant uniforms. Operating supplies decreased $263,300 based on non-maintenance supplies prior year's history cost. Chemicals decreased $360,000 based on prior year's history cost. Lab equipment increased $18,000 based on prior year cost. Safety equipment decreased $2,500 based on prior year history. Radio equipment increased $500 based on prior year history.

396

E) Gas utilities increased $312,600, electric utilities decreased $8,000, and CMG fuel and oil increased $22,500, all based on prior year history. F) Capital expenditures decreased $3,600 based on prior year history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Secretary - - - 1.00 1.00 - CMMS Coordinator - - - 1.00 1.00 - Electrician/Instrumentation Tech - - - 1.00 1.00 - Lab Technician - - - 4.00 4.00 - Plant Electrician - - - 1.00 1.00 - WWTP Maintenance Mechanic - - - 4.00 4.00 - WWTP Maintenance Supervisor - - - 1.00 1.00 - WWTP Plant Operator - - - 7.00 7.00 - PreTreatment Manager - - - - 1.00 1.00 WWTP Shift Supervisor - - - 2.00 2.00 - WWTP Superintendent - - - 1.00 1.00 - Part Time Laborer - - - 1.00 1.00 - - - - 24.00 25.00 1.00

397

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

398 Woodbury County Information Communication Commission

Communications

WCICC Commission 2 City Council Members 2 County Supervisors 1 Citizen at Large

Criminal Information Committee

Sioux City Sioux City Fire Chief Police Chief

Woodbury County Woodbury County Sheriff Attorney

Sergeant Bluff Police Chief

Director

Operations Supervisor

Lead Operators 3 FTE

Full-Time Operators Part-Time Operators 19 FTE 2 FTE 399

WCICC COMMUNICATIONS CENTER

MISSION STATEMENT: To provide all residents of Sioux City, Woodbury County, Dakota Dunes and North Sioux City, S.D, a single answering point for processing their calls for emergency and non-emergency assistance for police, fire, medical and general service responders. To provide primary communications for all public safety agencies responding within our jurisdictional boundaries through use of 2-way radios, telephones and or teletype equipment. To maintain up-to-date and continuous training for all employees to insure prompt, professional and efficient services.

SERVICES: 1. Enhanced 911 services to all of the citizens in Woodbury County, North Sioux City and Dakota Dunes, S.D. 2. Wireless 911 services to all of the citizens in Woodbury County, North Sioux City and Dakota Dunes, S.D. and visitors to our community. 3. Radio Communications / Computer-Aided Dispatch (CAD) to 11 Law Enforcement agencies. 4. Radio / Paging Communications / Computer-Aided Dispatch (CAD) to 16 Fire Departments. 5. Radio / Paging Communications / Computer-Aided Dispatch (CAD) to 16 EMS Agencies. 6. Radio / Paging Communications / Computer-Aided Dispatch (CAD) to United States Coast Guard Auxiliary. 7. Radio / Paging Communications / Computer-Aided Dispatch (CAD) to Siouxland Underwater Recovery. 8. Radio / Paging Communications / Computer-Aided Dispatch (CAD) to Siouxland Paramedics Inc. 9. Radio / Paging Communications / Computer-Aided Dispatch (CAD) to Animal Control 10. Monitors fire, intrusion and hold-up alarms for 97 locations. 11. Monitors the Perry Creek flood control system. 12. Activates and Monitors the Sioux City, North Sioux City, Anthon, Correctionville, Pierson, Moville, Browns Lake and Oto Outdoor Warning Systems. 13. Is a notification and monitoring point for Severe Weather activity for the National Weather Service in Sioux Falls, S.D.

Workload: The Communications Center work load is driven by the following factors; the Public calling in for emergency and non emergency situations, Public Safety personnel generating self-initiated activity, Siouxland Paramedics, Animal Control, the Court system with protection orders, County Attorney’s office with 911 recordings, the oversight of the Starcomm and County Fire radio systems, alarm monitoring and severe weather.

Siouxland Paramedics and Animal Control: The dispatch activity for Siouxland Paramedics appears to averages 19,800 calls for service per year and Animal Control averages 9500 calls for service each year.

RESOURCES: This department is funded with revenue from the City at 69.8 percent and the County at 30.2 percent. The City and County’s share is funded with property tax revenue. The City of North Sioux City contributes per 28E Agreements $44,412.00 and Sergeant Bluff contributes $63,475.00 for communications services. The revenue received from alarm monitoring is $9,280.00. The revenue received from Tower rent from the North High tower is $51,000 per year.

Goals FY12: 1. Train all Communications Staff in the implementation of Computer software for emergency medical dispatching through the case entry, key questions, post-dispatch, and pre-arrival instructions of the Medical Priority Dispatch System. Software is in the process of being purchased. Once the software has been purchased and implemented, staff will be trained.

Goals FY13: 1. Train all Communications Staff in the implementation of the Mobile 911 Communications System in Starcomm Mobile for 911 outages and disaster recovery.

2. Becoming a CALEA, Public Safety Communications Accredited Agency

PERFORMANCE MEASURES: 1. Total number of Priority One Life Threatening Calls Dispatched 2. Total number and average time to dispatch Priority 1 calls for all agencies. 3. All 911 phone activity (wire line and wireless) 4. Enhanced Wire line 911 activity 5. Wireless 911 activity 6. Administrative phone call activity 7. All telephone activity 8. CAD Call Activity Percentage

400 WCICC COMMUNICATIONS Activity from July 1, 2010 to June 30, 2011

CAD ACTIVITY FOR ALL AGENCIES PRIORITY ONE CALLS ALL AGENCIES (214,041 CAD Calls) (Average time to dispatch call)

COMBINED 911 CALLS WIRE LINE 911 CALLS (50,035 – 911 Calls) (10,769 – Wire line 911 Calls)

WIRELESS /VOIP 911 CALLS ADMINISTRATIVE PHONE ACTIVITY (39,266 – Wireless 911 Calls) (247,523 – Administrative Calls)

COMBINED PHONE ACTIVITY CAD CALL ACTIVITY PERCENTAGE (297,558 – Phone Activity)

401 WCICC COMMUNICATION CENTER FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Local Government Payments 622,494$ 691,992$ 685,736$ 712,986$ 27,250$ 4.0% A) Refunds and Reimbursements 9,633 19,213 19,226 18,848 (378) (2.0%) B) Total Revenue 632,127 711,205 704,962 731,834 26,872 3.8%

Employee Compensation 1,691,806 1,768,380 1,789,942 1,825,497 35,555 2.0% C) General Services 23,266 18,905 18,171 19,575 1,404 7.7% D) Services Related to Property 61,361 95,519 70,205 68,041 (2,164) (3.1%) E) Supplies 10,635 12,510 9,733 15,733 6,000 61.6% F) Utilities 1,974 3,004 3,000 3,000 - 0.0% Inventory Supplies 25 132 900 900 - 0.0% Miscellaneous 179,549 146,122 187,129 191,060 3,931 2.1% G) Total Expenditures 1,968,616 2,044,572 2,079,080 2,123,806 44,726 2.2%

Net (Revenues less Expenditures) (1,336,489) (1,333,367) (1,374,118) (1,391,972) (17,854) 1.3%

Additional Resources Needed Property Taxes 1,336,489 1,333,367 1,374,118 1,391,972 17,854 1.3% Total Additional Resources $ 1,336,489 1,333,367$ 1,374,118$ 1,391,972$ 17,854$ 1.3% Notes: A) Revenues from North Sioux City, Woodbury County, Sergeant Bluff increased $1,681, $6,024, 18,045, respectively, due to increases in expenses. Tower lease increased $1,500 due to increase in lease rates. B) Miscellaneous revenues decreased $378 due to decreases in reimbursements from the Sioux City Police Department and Woodbury County Sheriff. Reimbursements from these agencies are based on their expenses. C) Salaries increased $21,000 and longevity increased $481, both based on contractual obligations, while corresponding payroll costs increased $1,267 based on the salary increases. Group health insurance and dental insurance premiums increased $4,502 due to changes in insurance elections. Deferred compensation-City match increased $2,395 due to employee election changes and salary increases. Workers' compensation premiums decreased $2,454 based on City-wide prior year costs. Iowa Public Employees' Retirement System increased $8,274 due to increasing salaries and an increase in the State required contribution percentage from 8.07% to 8.67%. D) Property/building content insurance premiums decreased $189 and general liability insurance premiums increased $1,593, both based on claims history. E) Equipment lease decreased $2,164 based on current projections and prior year history. F) The Commission on Accreditation for Law Enforcement Agencies (CALEA) review is required in FY2013. Expenses include the accreditation process, travel, and meals, as required by the Criminal Information Committee. G) Increased of $2,931 is due to an increase in the Motorola maintenance contract for the 7X system upgrade. The Alcatel microwave agreement increased $1,000. Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Communications Center Director 1.00 1.00 1.00 1.00 1.00 - Communications Operator 19.00 19.00 19.00 19.00 19.00 - Lead Communications Operator 3.00 3.00 3.00 3.00 3.00 - Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Communications Operator 0.40 0.40 0.40 0.40 0.40 - Total FTE 24.40 24.40 24.40 24.40 24.40 -

402 Woodbury County Information Communication Commission

Information Technology Organizational Chart

WCICC Commission 2 City Council Members 2 County Supervisors 1 Citizen at Large

Director

Administrative Assistant

Network Manager Sr. Systems Systems IT Analyst (2) Analyst Supervisor

IT Specialist Systems Network Help Desk Analyst (1) Specialist 4 FTE

403

WCICC INFORMATION TECHNOLOGY

MISSION STATEMENT: Showcase an effective and cost-efficient model of intergovernmental sharing of Information Technology and Systems between the City of Sioux City and Woodbury County.

SERVICES: The services include, but are not limited to, Network Architecture, Application Development and Administration, Internet Development and Administration, GIS Development and Administration, HelpDesk, Desktop, Mobile Device, Telecommunications and Back-Office support.

RESOURCES: The department is funded by a variety of sources from the participating agencies. The City’s share is funded primarily with property tax revenues. There are contributions from the County, SDH and the billing of water, sewer, solid waste, storm water, utility and Central Maintenance garage.

FY2012 GOALS AND PROGRESS: 1. Migrate 80%+ of Our Physical Server Instances to VMWare Virtual Server Space. Excellent Progress. Total Servers up 15%, Virtual Servers up 24%, Physical Servers down 10%. 2. Execute Version Upgrades on iSeries Replication, ArcGIS and Messaging Platforms. Complete. 3. Develop an Upgrade Strategy After Reviewing Our Storage, Switch-Gear, and Backup Platforms. Complete. Enterprise Storage 2011, Switch-Gear and Backups 2012/2013. 4. Recognize and Create Custom, GIS and Web Based Application Solutions for Our Customers. New City Web Site, Field Services GIS App, Enhanced MugShot App, Flood MMS App. 5. Repeat iSeries Business Continuity Switch-Test and Perform Level-2 WinTel Testing. iSeries Testing Complete, WinTel Testing Replaced With Flood Preparedness Identification.

FY2013 GOALS: 1. Enhance Business Continuity Testing With Lessons Learned From 2011 High-Water Event. 2. Execute Phase 1 of 2 Enterprise Network Switch Upgrade. 3. Upgrade Public Sector AS400/iSeries Server. 4. Restructure Enterprise Backups. 5. EDMS Integration. 6. Identify and Develop Custom Application and Mobile Device Opportunities.

404

PERFORMANCE MEASURES:

Percentage of City Facilities Connected to Fiber

100%

90%

80%

70%

60% Total City Facilities 50% Percentage of City Facilities 40% Connected to Fiber 30%

20%

10%

0% 2005 2006 2007 2008 2009 2010 2011

Number of City Facilities Connected to Fiber

50

45

40

35

30 Total Number of City Facilities 25

20 Total Number of City Facilities Connected to Fiber 15

10

5

0 2005 2006 2007 2008 2009 2010 2011

405 Virtual vs. Physical Servers 120

100

80

60 Number of Virtual Servers Number of Physical Servers 40

20

0 2008 2009 2010 2011

Past Due Parking Ticket Collections per Trosper Hoyt and Vehicle Registration Since June 2010

Analysis & Design Programming 40 hours 45 hours

Meetings Testing & Review 4 hours 132 43 hours total hours

$8,725 $45,648 in IT expenditures in revenue since June 2010

$36,630 net revenue and counting

406 WCICC INFORMATION TECHNOLOGY

FY12 FY13 Approved Approved REVENUES AND EXPENDITURES: FY10 Actual FY11 Actual Budget Budget $ Change % Change

Local Government Payments 1,638,602$ 1,801,994$ 1,835,967$ 1,920,278$ 84,311$ 4.6% A) Refunds and Reimbursements 86,337 75,634 65,885 34,693 (31,192) (47.3%) B) Total Revenue 1,724,939 1,877,628 1,901,852 1,954,971 53,119 2.8%

Employee Compensation 1,312,104 1,220,619 1,273,742 1,256,120 (17,622) (1.4%) C) General Services 36,555 32,744 40,880 41,540 660 1.6% Services Related to Property 331,121 456,796 472,754 540,241 67,487 14.3% D) Supplies 37,109 23,650 29,376 31,970 2,594 8.8% E) Miscellaneous 8,050 143,819 85,100 85,100 - 0.0% Total Expenditures 1,724,939 1,877,628 1,901,852 1,954,971 53,119 2.8%

Net (Revenues less Expenditures) $ - $ - $ - $ - $ -

Notes: A) Local Government payments increased due to reallocation of the Government Information System (GIS) Analyst and due to the increase in expenses as this department is 100% charged back. B) The decrease of $30,841 is a result of reallocation of the GIS Specialist and GIS Analyst, with new cost sharing between the City, County, City Assessor and County Assessor. C) Salaries decreased $19,422 and payroll costs decreased $2,357 based on prior year budget estimates. Workers' compensation insurance premiums decreased $2,344 based on prior year City-wide claims experience. Group health insurance premiums and dental insurance premiums increased $6,848 due to employee elections. City's share of deferred compensation match decreased $2,344 due to salary decrease and Iowa Public Employees' Retirement System match increased $1,097 due to an increase in the State contribution requirement from 8.07% to 8.67%. D) CMG Lease Charges increased $480, maintenance agreements increased $7,972 and software agreements increased $59,035, all based on history. E) Data processing supplies increased $2,474 based on history.

Personnel Complement (in Full Time Equivalents) FY09 FY10 FY11 FY12 FY13 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Information Services Director 1.00 1.00 1.00 1.00 1.00 - IT Specialist 4.00 4.00 4.00 4.00 4.00 - IT Supervisor 1.00 1.00 1.00 1.00 1.00 - Network Administrator 1.00 1.00 1.00 1.00 1.00 - Network Specialist 1.00 1.00 1.00 1.00 1.00 - Senior Systems Analyst 2.00 2.00 2.00 2.00 2.00 - Systems Analyst 3.00 3.00 2.00 2.00 2.00 -

Total FTE 14.00 14.00 13.00 13.00 13.00 -

407

FISCAL YEAR 2012 – 2013 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

408