April 7, 2014

Honorable Mayor, Members of the City Council, and Citizens of Sioux City:

On behalf of our dedicated City Staff, we present the Approved Fiscal Year 2015 Operating Budget. Our primary consideration in developing this budget was the ongoing commitment to provide Sioux City residents with quality, cost-effective services in a safe and attractive community. It includes all operating funds and is in compliance with both Iowa State law and City Council adopted fiscal policies.

The FY 2015 budget is the result of months of tireless effort from your City staff. Internally, departments made difficult decisions in formulating their budget proposals. Reductions were achieved through re-structuring operations, eliminating personnel, curtailing costs and absorbing inflation. The result is an Operating Budget that increases less than 1%, rising slightly from $175.7 million in FY 2014 to $176.4 million in FY 2015.

Funding the budget proved to be a challenge. While most revenue sources remained stable or experienced modest growth, the State of Iowa’s desire to limit the use of traffic enforcement equipment will result in the loss of the RedFlex speed camera funds. These funds have been used in the past few years to fund public safety capital projects and reduce the taxes required to fund our essential services.

Other financial pressures in this budget include decreased support from federal and state governments, eliminated revenues, rising service demands and a continued desire for limiting growth in property taxes. This budget reflects a continued willingness to make difficult decisions to address the City’s both short and long-term financial challenges.

Other short-term challenges include lost revenue due to State changes in the taxation formula of telecommunication and railroad property, insufficient Road Use funding, and limited growth in the valuation of residential, industrial, and commercial taxable property.

While the City Council and the City’s Unions negotiated contracts which minimized the annual cost of employee services, an additional challenge includes the increased City responsibility for pensions and benefits for our employees.

OFFICE OF THE CITY MANAGER 405 6th Street P.O. Box 447 Sioux City, IA 51102 PH 712-279-6102 FAX 712-279-6105 WEB www.sioux-city.org

The total Operating Budget reflects a .71% increase in the levy rate, from $16.248 in FY 2014, to $16.364 in FY 2015. The impact to the typical homeowner is an increase of $31, with $25 attributed to the state mandated rollback. Taxes on $100,000 of commercial/industrial property will decrease $70 per year. This levy rate is $1.49 lower than FY 2010.

Long-term

The primary long-term challenge the City will face in the coming years is the State mandated business property tax reform. Decreases in the percentage of assessed business property valuation that is taxable could result in dramatic reductions in property tax collections. While the State has committed to provide 100% backfill on lost revenues for FY 2015 and FY 2016, reimbursement will be capped at the FY 2016 backfill amount beginning in FY 2017 and continuing thereafter, as long as the State appropriates funding for the backfill.

Also, a new multi-residential property classification will be established beginning in FY 2017 that would decrease the taxable value of property primarily intended for human habitation containing three or more separate living quarters. No State backfill will be provided for lost tax collections.

In addition to the property tax changes noted above, beginning in FY 2015, the maximum growth in taxable valuation allowed for residential and agricultural property will decrease from 4% to 3%, or whichever is lowest of the two classes. Other long-term challenges include shrinking State and Federal funding and increasing costs of providing services.

In the past few years, public safety pension costs have created an additional financial burden. However, relief is expected to begin in FY 2016 as the State public safety pension fund stabilizes and the City’s contribution rate decreases, based on current trends.

Additional Considerations

While the FY 2015 Operating Budget presented challenges, several favorable conditions have eased the burden. The City sales tax budget, which is a reflection of the City’s Economic Development initiatives, has increased 10.1%, from $12.08 million in FY 2014 to $13.3 million in the Approved FY 2015 budget. Additionally, an estimated increase in franchise fee revenues of $1.2 million will assist in the loss of other revenue sources.

The City’s efforts to improve operations and lower costs did not start, nor do they end, with approval of the annual budget. The budget process for the City is not an annual procedure but is a daily, continuous progression that is conducted throughout the year. 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. In keeping with our ongoing cost reduction efforts, the FY 2015 Budget includes elements of each of the following ongoing objectives:

 Application of Technology – Continued efforts to apply technologies to lower costs and enhance public services.

 Consolidation – Continual review of programs and services to determine if redundancies exist or if consolidations can produce cost-savings and efficiencies, first internally within the City organization, and second with other local governments.

ii  Fees for Services – Considerable efforts have been applied to ensure that users of services pay appropriately for those services. We recommend continued analysis of all fees to help relieve the burden on property tax payers.

 Privatization/Contracting – A commitment to continued competition in operation and pricing of governmental services to determine those services which are best and most economically provided by City departments and those where the private sector are best able to provide service. This budget includes the reorganization of our Events Facilities Department which is projected to result in savings of almost $200,000.

The FY 2015 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:

 Expand Development Opportunities and Grow Sioux City

 Explore Destination Sioux City

 Enhance Public/Private Partnerships

 Grow Sioux City Pride

The focus of the FY 2015 Operating Budget is ultimately our residents and making a positive difference in their lives. It represents a commitment to the future well-being of the Sioux City community in a challenging budget climate. 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 appreciation to the City Leadership Team, the Finance 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, and businesses and not for profit leaders, and our dedicated Sioux City staff during the financial year.

Respectfully submitted,

Robert K. Padmore Interim City Manager

iii Overview of FY 2015 Operating Budget

Fiscal Year 2015 Operating Budget

The City of Sioux City FY 2015 Operating Budget is $176,440,317, an increase of .43% from the Adopted FY 2014 Operating Budget. The slight increase is due primarily to increases in employee wages, benefits, and increased utility costs. The City-wide budget is made up of various fund groups. Taxes fund approximately 30% of the total budget, charges for services fund 44%, 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 the user-fee based types of services. Other revenue sources are also maximized whenever possible before the City levies property taxes.

FY 2015 Operating Budget – Fund Expenditures

Internal Service Trust Funds Funds 2% 15% General Fund Enterprise Funds 30% 20%

Debt Service Special Revenue Funds Capital Funds Funds 16% less than 1% 17%

iv FY 2015 Departmental Allocation of Operating Taxes

Art Ctr & Community Museum & Development Environmental Transportation Symphony 2% Services 2% 3% Events Facilities 1% 1% Parks & Recreation Debt Service 6% 19% Library 0% Public Works 1% General Governmental 4%

Public Safety 61%

As illustrated above, 61% of the total 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 FY 2015 General Fund Budget has increased 3.69% totaling $50,385,042.

v Impact of Taxes on the Residential Property Tax Owner in Sioux City $2,000 $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

City Taxes Total Taxes

The FY 2015 Operating Budget includes a tax levy amount proposed to increase .72%, for a tax levy rate of $16.36 per thousand dollars of valuation. Residential property taxes are proposed to increase $31, with $25 of the increase attributed to the State mandated roll-back factor. Commercial and industrial property taxes, which were affected by the new 95% roll-back provision, will see a decrease of $70 per $100,000 of taxable valuation.

History of Property Tax Allocations

$20.000

$18.000

$16.000

$14.000 CITY $12.000 SCHOOL $10.000

$8.000 COUNTY

$6.000 OTHER $4.000

$2.000

$0.000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

The graph above shows the allocation of the property tax bills to the applicable taxing entities.

vi A Balanced Budget

The FY 2015 Operating Budget incorporates the following criteria:

 Balanced budget

 Funds strategic priorities

 Maintains appropriate levels of reserves

 Maintains effective delivery of services

 Safeguards City Assets

Adjustments Made by Departments to Reach FY 2015 Targeted Budget Proposal:

FY 2015 Department Budget Reductions Airport $ 60,794

Art Center 29,341 City Council 54,900

City Manager 15,092

Community Development 59,333

Economic Development 9,000 EFAB 273,360

Finance/Administrative Services 30,550

Human Resources 9,135

Library 29,704

Public Works 118,376

Other Reductions/Revenue Increases

Franchise fee increase 1,272,000 Critical financial review 877,098

vii Personnel FY 2015 Operating Budget

The FY 2015 Budget includes the 766 full time equivalents (FTE). Including the FY 2015 Operating Budget, 119 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 144 without the elimination of the treatment contract.

Full-Time Part-Time/Seasonal Year Position Positions FTE Total 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 654 134 788 FY 2014 651 133 784 FY 2015 647 119 766

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 78% of budgeted expenditures within the General Fund in FY 2015.

Collective Bargaining: Wages and benefits for most employees are determined by six collective bargaining agreements including: 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, 2016. 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.

viii Retirement Contributions: The Iowa Public Employees’ Retirement System (IPERS) did not increase the combined contribution rate in FY 2015. With a 60/40 split between employer and employee, the employer share will remain at 8.93% in FY 2015.

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 City’s contribution rate for FY 2015 has been set at 30.41% and the employee contribution is currently fixed at 9.40%. The FY 2015 rate reflects an increase of .29%. As a result of the increase and unbalanced contribution formula, the Iowa League of Cities is currently advocating for legislative changes to the system.

Other Benefits: Health insurance premiums increased 4% in FY 2015.

Long-Term Fiscal Outlook

Sioux City has historically 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, 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 State of Iowa reduction/elimination of property tax credits and 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 economic challenges, Sioux City continues to have a relatively low unemployment rate and a foreclosure rate that is lower than the national average. 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 will continue to be a long-term struggle. Delaying infrastructure exasperates our challenges. 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.

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.

ix Long-term monitoring of revenues and expenditures helps to avoid recurrence of budget shortfalls, subsequent service reductions, and employee layoffs. The FY 2015 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.

Funding the Budget – Tax Levies

Historical Levy Summary

Levy FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 General $8.1000 $8.1000 $8.1000 $8.1000 $8.1000 $8.1000 Symphony .0235 .0226 .0220 .0209 .0213 .0207 Band .0141 .0136 .0131 .0125 .0127 .0124 Transit .4107 .3624 .3286 .3396 .3842 .4004 Insurance .5444 .3348 .2757 .2620 .2717 .2017 Emergency .2700 .2700 .2700 .2700 .2700 .2700 Auditorium .1350 .1350 .1350 .1350 .1350 .0730 Leased Civic Ctr .2176 .1349 .1461 .1577 .1824 .1608 Employee Benefit 3.9778 3.8604 3.5825 3.1316 2.8527 3.4321 Debt Service 4.1581 4.0666 3.7844 3.5604 4.0179 3.6933 Total $17.8512 $17.3003 $16.6574 $15.9897 $16.2479 $16.3644

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-three 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

x 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.

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.

xi 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 the growth in taxable value of each property class on an annual basis. New for FY 2015, this growth is limited to 3% annually; down from the 4% previously allowed. In addition, the 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. Because the residential rollback has artificially suppressed growth in residential valuations, the property tax burden has been shifted to other property classes.

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, 2013, are for taxes payable in FY 2015 (July 1, 2014 – June 30, 2015). 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 54.4% in FY 2015. While this trend has been slowing, inequality still exists between residential and commercial tax burdens.

Along with the new 3% restriction on valuation growth for FY 2015, new rollback provisions for commercial, industrial, and railway property will also take effect. In FY 2015, the rollback for these classifications will decrease from 100% to 95%. It will again decrease in FY 2016 to 90% where it will remain thereafter. Included in the new rollback legislation is a provision for State provided appropriation to “back-fill” the City tax revenues that will be lost due to the decreased rollback percentages. However, State back-fill will only cover the full amount of the lost revenues for the first two years and then will be capped going forward at the FY 2016 back-fill amount.

In FY 2015, operating property taxes are proposed to increase from $38.4 million to $39.6 million (3.08%). The taxable valuation of property will increase from $2.27 billion to $2.33 billion (2.62%). With this proposed budget, taxes on a typical $98,750 home will increase by $31, with $25 attributed to the increase in rollback. The taxes on a typical business are expected to decrease $70 per $100,000 of taxable valuation.

xii Ten Year History of Rollback (%)

Fiscal Year 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 Residential 47.9642 45.9960 45.5596 44.0803 45.5893 46.9094 48.5299 50.7518 52.8166 54.4002 Agricultural 100 100 100 90.1023 93.8568 66.2715 69.0152 57.5411 59.9334 43.3997 Commercial 100 99.1509 100 99.7312 100 100 100 100 100 95 Industrial 100 100 100 100 100 100 100 100 100 95

Property Class Assessed Values (as a % of Total)

100% Taxable Assessed Assessed Property Class Value Value

Residential 73.72% 61.89% Commercial 23.25% 34.12% Industrial 1.33% 1.95% Utilities .70% .56% Railroads .38% 1.07% Agricultural .62% .41% Total 100.00% 100.00%

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 $13.3 million in Local Option Sales Taxes in FY 2015. The chart below represents the allocation of the Local Option Sales Tax.

Local Option Sales Tax Allocation

Total for FY 2014 - 2015 $13,300,000

60% 20% 10% 10% Property Tax Infrastructure Economic City Facility Reduction Projects Development Projects $7,980,000 $2,660,000 $1,330,000 $1,330,000

xiii 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.

Taxes Generated from Tax Increment Release

Other County $351,380 $1,992,581 City $4,377,067

School $4,493,695

Investments in Tax Increment Financing (TIF) areas are proposed to increase by $3.7 million in FY 2015. These investments will ultimately result in significant increases in taxable valuation. Between FY 2001 and FY 2015, the TIF release grew from $65,857,413 to $336,652,602. This is a 511% increase 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 $-

TIF Value TIF Value after Release

xiv 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. The revenue received is based on a per capita rate. Insufficient increases in the rate, flat population growth, and substantial increases in road maintenance costs have led to significant challenges in budgeting road improvements. In recent years, Road Use Tax revenues have not kept pace with the costs associated with providing these services. Due to insufficient balances to fund operations, the FY 2015 Road Use Fund budget deficit was balanced with $386,112 of property tax revenue and other general fund revenue.

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. The current rate structure will provide the necessary revenue to maintain the health of the Sewer Fund.

Water Fund The City maintains an enterprise fund to account for the cost of operating the Water Treatment Plants. The Water Fund continues the process of major upgrades to its distribution system. These upgrades are being financed with the State Revolving Loan program. Water rate increases for FY 2013-2015 were approved by the City Council in 2012 with the final 7% increase taking effect July 1, 2014. As the costs of maintaining water infrastructure continues to rise, additional increases will be required in the future. The rates below provide a projection of those required increases:

Fiscal Year Rate Adjustment 2016 7.5% 2017 7.5% 2018 7.5% Stormwater Fund In FY 2015, 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 utilizes 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 use property taxes to pay for this service. In the future, increasing the stormwater fee to a level that would fully sustain the Stormwater Fund without subsidizing it with property taxes would support sound fiscal management.

Solid Waste The Solid Waste Fund is projected to have a positive fund balance at the end FY 2015. It is expected that the cash balance will sustain the fund until the end of FY 2015.

xv

The Budget Process

Finance Finance and Departments City Manager reviews and City Manager prepare and reviews budget estimates balance enter budget requests requests revenues requests

Budget Hearing City Council is held and Proposed Proposed reviews and gives Budget is Budget is Budget is direction on approved published prepared Proposed Budget

Finance prepares final Budget is certified to the County Budget Auditor document

xvi 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 4th 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.

By January 8th 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.

By January 25th The Council will receive the proposed budget

On February 24th Council to adopt a proposed budget and set the date for public hearing as required by law.

By March 15th 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.

xvii PAYROLL CHANGES BY BUDGET STAGES

Full-Time Part-Time Add Sub Add Sub Total Net Changes Made During FY 2014

Community Development Community Development Specialist - 1.00 - - (1.00) Neighborhood Services Project Coord. 1.00 - - - 1.00 -

Fire Fire Captain 1.00 - - - 1.00 Training Officer - 1.00 - - (1.00) -

Total 2.00 2.00 - - - -

FY 2015 Improvement Requests Added

Legal Assistant City Attorney II 1.00 - - - 1.00 1.00

Public Works WWTP Lead Operator 1.00 - - - 1.00 WWTP Plant Operator - 1.00 - - (1.00) -

Total 2.00 1.00 - - 1.00 1.00

FY 2015 Proposed Operating Budget Changes

Art Center Art Center Development Coordinator - 1.00 0.75 - (0.25) (0.25)

Community Development Administrative Secretary - - 0.50 - 0.50 Clerical Assistant - - - 0.37 (0.37) Secretary - - - 0.50 (0.50) (0.37)

EFAB Auditorium Technician - - - 0.70 (0.70) Clerical Assistant - 1.00 - - (1.00) Convention Center Manager - 1.00 - - (1.00) Convention Sales Manager - 1.00 - - (1.00) Custodian I - - - 0.75 (0.75) EFAB Laborer - - - 4.53 (4.53) EFAB Marketing/Events Manager 1.00 - - - 1.00 Labor Crew Leader - 1.00 - 1.28 (2.28) Laborer - - - 0.33 (0.33) Sports Sales Representative - 1.00 - - (1.00) (11.59)

xviii Full-Time Part-Time Add Sub Add Sub Total Net FY 2015 Proposed Operating Budget Changes (continued)

Parks & Recreation Aquatics Supervisor - - - 0.33 (0.33) Recreation and Aquatics Coordinator - - - 0.28 (0.28) Recreation Director 1.00 - - - 1.00 0.39

Public Works Civil Engineer - 1.00 - - (1.00) Utilities Superintendent 1.00 - - - 1.00 Underground Utility Ser. Supervisor - 1.00 - - (1.00) (1.00)

Total 3.00 8.00 1.25 9.07 (12.82) (12.82)

FY 2015 Operating Budget Hearing Changes

Art Center Art Center Development Coordinator 1.00 - - 0.75 0.25 0.25

Airport Clerical Assistant - - - 0.75 (0.75) (0.75)

Economic Development Administrative Secretary 1.00 - - 1.00 - Econ. Dev./Comm. Dev. Director 1.00 - - - 1.00 Economic Development Director - 1.00 - - (1.00) -

EFAB EFAB Laborer - - - 1.71 (1.71) Labor Crew Leader - 1.00 - - (1.00) (2.71)

Finance Assistant City Manager - 1.00 - - (1.00) Budget and Financial Analyst - - - 0.95 (0.95) Budget and Financial Manager - 1.00 - - (1.00) Budget Manager 1.00 - - - 1.00 Clerical Assistant - - - 0.14 (0.14) Finance Director 1.00 - - - 1.00 (1.09)

Library Library Associate - - - 0.25 (0.25) Library Services Associate - - - 0.25 (0.25) (0.50)

Police Police Records Technician I - 1.00 - - (1.00) (1.00)

xix Full-Time Part-Time Add Sub Add Sub Total Net FY 2015 Operating Budget Hearing Changes (continued)

Public Works Assistant City Manager for Public Works 1.00 - - - 1.00 Public Works Director - 1.00 - - (1.00) -

Transit Assistant City Manager for Administration 1.00 - - - 1.00 Purchasing/Transit/Fleet Manager - 1.00 - - (1.00) -

Total 7.00 7.00 - 5.80 (5.80) (5.80)

Net 14.00 18.00 1.25 14.87 (17.62) (17.62)

xx 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 20 Where The Money Comes From and Where It Goes 22 Where The Money Comes From and Where It Goes Chart 23 Summary of Funds 24 Tax Levies 25 Property Tax Levies - All Overlapping Governments 26 Property Tax Levies - Graphic 27 Where Property Taxes Go 28 Sales Tax Allocations 29 Number of City Employees 30 Full-Time Personnel 31 Full-Time Personnel Changes 32 Part-Time Personnel Changes 33 Assessed and Taxable Valuations 34 Worksheet for Debt Capacity and Bonded Indebtedness 35 Financial Plan - Debt Capacity 36 City Indebtedness 38 Capital Improvements Projects FY15-FY19, by Revenue Source 40 Capital Improvements Projects FY15-FY19, by Department 62 Economic Indicators - Large Iowa Cities 76 Monthly Utility Charges 77 Fund Analysis - Airport Fund 78 Fund Analysis - Airport PFC Restricted Fund 80 Fund Analysis - Parking System Fund 82 Fund Analysis - Sewer Utility Fund 84 Fund Analysis - Transit Fund 86 Fund Analysis - Water Utility Fund 88

OPERATING BUDGETS BY DEPARTMENT Administrative Services 91 Airport 113 Art Center 127 City Council 133 City Manager 137 Community Development 141 Economic Development 157 Events Facilities Advisory Board (EFAB) 163 Finance 179 Fire 189 Human Resources 213 Human Rights 219 Legal 223 TABLE OF CONTENTS - CONTINUED

Page OPERATING BUDGETS BY DEPARTMENT - CONTINUED Library 227 Museum 241 Parks and Recreation 249 Police 273 Public Works 305 Transit 351 WCICC Communication Center 363 WCICC Information Center 367

City Council Organizational Chart

Citizens of Sioux City

City Council City Attorney

City Manager

Parks Admin Econ Human Public Comm Events Finance Police Fire and Transit Serv Dev Resources Works Dev Facility Rec

Boards and Commissions

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

Airport Board Board of Adjustment* Art Center Board Building and Housing Code Board^* Library Civil Service Commission* Museum Cone Park Design & Construction Advisory Committee Parking and Skywalk Board 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 April 1, 2014

Elected Officials Term Expires

Mayor Robert E. Scott January 1, 2016 Mayor Pro Tem Keith Radig January 1, 2018 Council Member Rhonda Capron January 1, 2016 Council Member Pete Groetken January 1, 2018 Council Member Dan Moore January 1, 2018

Council Appointed Officials Date of Appointment

City Manager Robert Padmore February 3, 2014 City Attorney Nicole Jensen-Harris October 3, 2011

City Manager and Board Appointed Officials Date of Appointment

Airport Director Vacant Art Center Director Albert Harris March 25, 2002 Assistant City Manager for Administration Mike Collett March 3, 2014 Assistant City Manager for Public Works Jade Dundas March 3, 2014 Economic/Community Development Director Martin Dougherty March 24, 2014 Events Facilities Executive Director Erika Newton October 21, 2013 Finance Director Donna Forker March 24, 2014 Fire Chief Tom Everett October 13, 2008 Human Resources Director Bridey Hayes June 27, 2005 Human Rights Commission Director Karen Mackey March 22, 2004 Library Director Betsy Thompson June 21, 1995 Museum Director Steve Hansen December 17, 2001 Police Chief Doug Young April 1, 2009

2

“Over the next three years, we will position Sioux City to be the community of choice, where people and businesses thrive.”

 Expand Development Opportunities and Grow Sioux City

 Explore Destination Sioux City

 Enhance Public/Private Partnerships

 Grow Sioux City Pride

3

The City’s Mission Statement forms the foundation and main thrust of the Strategic Plan. The Mission Statement guides the Municipal Responsibilities of the City. The Municipal Responsibilities are carried out through the City’s operational plans, including the Operating Budget, Capital Improvement Projects, and departmental plans. These components will guide the City in implementing the four Strategic Focus Initiatives toward a “Thriving Sioux City!”

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 residents and organizations in the constant pursuit of excellence and problem-solving.

We value our residents 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 time. We believe good government depends on loyal employees.

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.

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

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.

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

4

1. Achieve Phase 1 build out of current Southbridge Industrial Park. (Sanitary sewer, rail, land acquisition) City Manager, Economic Development, Community Development, Public Works – 3 years

Action: Expand Industrial Park beyond current boundaries.

Action: Work with Iowa Economic Development Authority (IEDA) to achieve Shovel-ready Site Certification.

Action: Complete construction of rail-yard to provide unit train service.

2. Focus employer attraction efforts around growing industries, including tourist related activities, agri-business, food-processing, and biomedical/biotech. Economic Development – 2 years.

Action: Increase awareness of Sioux City as a location to do business through targeted marketing, trade-shows, and various public relations strategies, including increased digital-marketing and presence.

3. Grow a vibrant and balanced economy. Economic Development – 2 years

Action: Work with state and local partners and internally to improve the effectiveness of business retention and attraction efforts and business development programs.

4. Further develop the resources to support economic growth. City Manager, Economic Development, Community Development, Public Works- 2 years

Action: Coordinate critical planning and infrastructure investments and work with partners to develop new business sites, spec buildings, and redevelop existing business park areas including the Yards, Bridgeport, Expedition Business Park, and the Hoeven Valley and key commercial corridors.

Action: Work with legislators and partners to improve state competiveness, continue the Targeted Jobs program, and achieve successful grant applications.

5. Provide incentives to encourage 100 new north side area residential housing units in the mid-level price ranges over the next 10 years. Community Development, Economic Development, Public Works – 2 years

Action: Identify potential residential growth areas. Create a marketing folder which includes the various local, state and federal funding sources that may be available to developers and/or property owners.

5

6. Partner with the Missouri River Historical Development Inc. (MRHD) and developers to relocate a casino to downtown Sioux City. City Manager, Economic Development, Community Development, Legal, Public Works – 2 years

Action: Identify and prioritize potential downtown sites. Create a project team to coordinate development related issues.

7. Conduct an aggressive neighborhood rehabilitation program within three existing Sioux City neighborhoods and begin the planning of three new neighborhood areas. Community Development, Public Works – 3 years

Action: Identify public infrastructure projects in the Rose Hill and Jones Street Urban Renewal Areas.

Action: Market the housing rehabilitation programs within the urban renewal areas.

Action: Create a City team from various departments to develop action steps and time lines to focus on an intensive cleanup campaign within a designated neighborhood(s).

8. Add 50 new affordable housing units to existing inventory. Community Development – 3 years

Action: Partner with the Sioux City School District to identify re-use of former school sites.

Action: Expand the MyPad program.

9. Increase infrastructure and paving investment. Public Works – 1 year

Action: Explore additional local, state, and federal funding sources.

10. Increase Airport related development. Airport, Economic Development – 3 years

Action: Expand general aviation activities.

Action: Develop a conceptual design and marketing strategy and explore funding sources to construct a 737 sized hangar to attract larger aircraft traffic.

Action: Establish a flight school in partnership with Western Iowa Tech Community College.

11. Provide incentives to encourage additional air service. Airport, City Manager, Economic Development – 2 years

Action: Meet with Siouxland area partners to identify incentives.

6

12. Develop a City-Wide Preservation Plan that identifies Sioux City’s historic resources. Community Development – 2 years

Action: Develop a working committee consisting of city staff, Historic Preservation Commission and SiouxLandmark representatives, and a City Council representative to formulate the process and desired outputs.

Action: Determine the required contents of the Preservation Plan including such elements as design standards, design review, and certificates of appropriateness.

13. Develop a historic preservation plan for the community with an emphasis on the downtown area. Community Development – 2 years

Action: Identify historically significant buildings that are underutilized and/or in danger of being lost. Actively work with the Historic Preservation Committee and local real estate agents to promote endangered properties.

Action: Create a local incentive/funding package targeted specifically to development of historic properties.

14. Create a University Center in downtown. Community Development, Economic Development – 3 years

Action: Create a committee to meet with area and state universities to explore the feasibility of this idea. Explore site locations and funding sources.

15. Implement the International Economic Development Council (IEDC) downtown comprehensive plan. Economic Development, City Manager – 6 months to 3 years

Action: Partner with the Siouxland Chamber, Siouxland Initiative, Downtown Partners, and Sioux City Growth Organization on specific action items.

16. Create or contract for a new Fiber Utility Coordinator to maximize City’s investment and technology potential. Public Works, Human Resources, WCICC – 1 year

Action: Explore funding sources, job duties, and job description. Outreach through local markets, appropriate trade journals, web sites, etc.

Action: Explore mapping software options.

17. Develop new opportunities and incentives to achieve an additional 50 downtown market rate housing units. Community Development, Economic Development, City Manager – 2 years

7

Action: Identify existing buildings available for adaptive reuse (i.e. United Center, 4th and Jackson).

Action: Promote mixed use of residential units by offering redevelopment incentives for new construction and adaptive reuse and implementing design standards.

18. Develop an entrepreneurship education initiative downtown. Economic Development – 2 years

Action: Partner with Sioux City Growth Organization (SCGO), local colleges, and Downtown Partners to provide assistance to entrepreneurs.

Action: Develop a “Fast Track” program to streamline the city process and guide new prospects.

Action: Partner with IEDA’s new Iowa Source Link Resource Navigator to connect entrepreneurs and small businesses with resources needed.

Action: Work with Iowa Economic Gardening Network.

19. Work with employers, the State of Iowa, colleges, area municipalities, Woodbury County, and other partner agencies to expand area job creation. Economic Development, Library – 2 years

Action: Expand the Public Library’s early literacy efforts as part of long term workforce development.

20. Create a non-profit land bank to further redevelopment. Economic Development, City Manager, Legal – 3 years

Action: Work with partners to explore the potential for land assembly.

21. Continue efforts to leverage strengths and assets and to develop critical mass in Downtown Sioux City – Historic 4th Street area, central core area, and Historic Pearl District. Economic Development, Community Development, Public Works – 2 years

Action: Focus on key downtown sites, attraction of large employer, and optimization of green space, streetscaping and walkability improvements.

Action: Encourage adaptive re-use of existing underutilized class B and C buildings into residential units and/or Class A office space.

Action: Work with partners to develop a “Sioux City Market” featuring specialty and local foods.

8

22. Develop a retail strategy for downtown to meet the estimated 150,000 square feet demand for retail space. Economic Development – 3 years

Action: Identify priority retail sectors for attracting businesses.

Action: Target retail and restaurant entrepreneurs and existing independent or regional chain businesses within a 100-mile radius of downtown.

23. Redevelop West 7th Street including streetscaping and marketing the area as an International District. Community Development, Public Works, Economic Development – 3 years

th Action: Engage and organize the West 7 Street business and property owners.

th Action: Complete full reconstruction of West 7 Street.

Action: Develop a unique look for the area that designates it as its own “place”.

Action: Develop and implement a façade improvement program that acknowledges the needs and strengths of the area.

9

1. Develop a “Betting on Downtown” Plan. Events Facilities, Economic Development, Parks and Recreation, Public Works – 3 years

Action: Explore additional uses for Long Lines and the Convention Center.

Action: Examine the possibility of expanding the Tyson Center.

Action: Create a public/private committee to establish a downtown bicycle race.

Action: Develop Cone Park as an extension to the riverfront and downtown amenities. (Festival ground, Farmer’s Market)

Action: Implement improvements to make the skywalk system more attractive physically (i.e. art, lighting, etc.), develop a marketing plan and explore additional funding options.

2. Continue expanding our cultural development initiatives and enhance local arts related development. (Public sculptures, expand through promotion and marketing) Art Center, Museum, Parks & Recreation, Events Facilities – Ongoing

Action: Seek new art exhibits and shows. Expand the marketing and promotions.

Action: Increase the number of public sculptures and streetscape amenities.

rd Action: Complete the Art Center Learning Center at the corner of 3 and Pierce Streets.

Action: Encourage Siouxland Artists, Inc. to find gallery space in a prominent downtown location to offer programs, exhibitions and art sales.

Action: Partner with ISU Design West to further develop programs and display student work at downtown galleries, buildings, skywalks and other open areas.

3. Building upon the success of the SYA youth softball and Chautauqua adult softball complexes, construct a centralized youth sports complex attracting teams from around the Midwest. (Soccer, baseball, green space, multi-use) Parks & Recreation, Public Works – 3 years

Action: Create a public/private committee. Identify available property and funding for the complex. Establish college partnerships to use or expand facilities to house youth athletic tournaments.

Action: Expand the City owned Lewis and Clark Baseball Complex to include youth tournaments and similar events.

10

4. Construct an indoor/outdoor water park with multi elements for all ages attracting residents and tourists. Parks & Recreations, Event Facilities, Public Works – 3 years

Action: Identify available sites for the water park. Explore partnering with the private sector.

Action: Expand the season/hours of the current aquatic facilities.

5. Create a Green City initiative. Public Works, Parks & Recreation – 3 years

Action: Design a Prairie Corridor.

Action: Create a plan for establishing an arboretum.

Action: Integrate Floyd’s Bluff into the City’s green space and trail system and improve connectivity of all parks and trails. Expand the city-wide trail system and integrate all systems with the goal of “All residents are within 4 blocks of a trail system”.

Action: Work with Western Iowa Tech Community College, Morningside College and Briar Cliff University to offer training opportunities with providers such as Center on Sustainable Communities (COSC).

Action: Add designated bike lanes connecting the existing trail system.

6. Continue the development along the City’s various river fronts. Public Works, Parks & Recreation, Community Development – 3 years

Action: Build a campground along one of the river fronts.

Action: Create a Boardwalk connection along the trail system.

Action: Review the opportunities to lease city owned waterfront property.

Action: Add a public boat ramp on the Big Sioux River.

7. Establish a Hospitality Association. Event Facilities, Economic Development, Human Rights – 1 year

Action: Expand Sioux City Hotel General Managers Meetings with Events Facility Department into a cohesive group under a Hospitality Association flag (primarily focused on Hotels).

11

Action: Start the Siouxland Hospitality Association under the Events Facilities Department to complement the Sioux City Hospitality Association (open to all attractions, hotels, service providers in the Siouxland area).

Action: Develop an outreach program to encourage businesses in our community to be accessible to disabled people.

8. Position Sioux City as a premier walkable and livable place. Parks & Recreation, Event Facilities, Economic Development, Community Development, Environmental Services – 2 years

Action: Continue walkability enhancements including urban design, connectivity, green space and unique amenities.

Action: Require all relevant Capital Improvement Projects (CIP) and any Request for City Council Action (RCA) include a commitment to pedestrian and trail connections.

12

1. Create a City Volunteer Coordinator position. City Manager, Customer Service, Human Resources, Fire, Police – 1 year

Action: Develop goals, duties, a job description and funding sources and recruit a potential employee from diverse residents with the Blue Zone pledge of service. Recruit volunteers from identified groups and marketing efforts.

Action: Engage and leverage volunteers and public by exploring the development of both Community Emergency Response Teams (CERT) and Fire Corps (volunteer fire department advocates).

2. Encourage resident engagement in the community. (Find their passion – e.g. Little League org, etc.) All Departments – 2 years

Action: Council, staff, and Volunteer Coordinator will develop programs to engage the community in volunteerism.

Action: Include volunteer hosts at City Hall to direct visitors to the desired City service. Recruit volunteers to assist at all facilities including the swimming pools.

Action: Have the Mayor and Council ask/challenge every resident to pledge to volunteer 40 hours of service per year.

Action: Develop a new strategy to coordinated neighborhood enhancement efforts in smaller focused areas of approximately 8 blocks City-wide. Develop and tailor tools and programs for each micro-neighborhood area.

Action: Revitalize a Neighborhood Watch Program tailored and designed specifically for Sioux City which will incorporate up to a 2 - 4 square block area. Police Department will redesign a brochure, signs, etc. and do a mass promotional campaign to encourage sign up and organization of these neighborhood groups.

3. Work with area employers and the Siouxland Chamber of Commerce, Sioux City Community Schools, Western Iowa Tech Community College, and the Iowa Workforce Development Center to develop a nationally recognized skilled trades training program producing the most skilled labor in the Nation. City Manager, Fire, Economic Development – 3 years

Action: Identify ten year workforce expansions goals.

Action: Develop new training programs in area high schools and Western Iowa Tech Community College (WIT). Promote the program and labor force with area employers and national site selectors.

13

Action: Engage and work with WIT to explore the possibility of partnering with them in their Fire Science Program at the City’s Training Center to improve the degree experience. This includes the development of this facility into a regional resource, possibly other WIT classes offered at this facility and an instructor/assistant training officer position shared between WIT and the Sioux City Fire & Rescue Department (SCFR).

4. Enhance Council Member and staff engagement with residents and businesses.

Action: Include Council Members in Business Retention and Expansion (BRE) visits

Action: Create a Speakers Bureau of Council Members and City staff to be available to speak to various community organizations upon request.

Action: City staff adopts a school, either by division or department. Create a school/city committee to explore ways with which City staff can engage the students and teachers.

Action: Enhance overall Council and staff effectiveness and informal Council availability by adopting a program to conduct Council Action meetings the second and fourth Mondays and Study Session meetings on the first and third Mondays of each month.

Action: Develop two new Council Team Meetings focused on Community/Neighborhood Development and Human Relations/Organizational Effectiveness.

5. Continue to empower employees, set clear expectations, allow risk, and recognize their achievements. City Council, City Manager, All Departments – Ongoing

Action: Arrange planned “listening times” to encourage and enhance communications between Council and staff regarding projects and efforts staff would like to see accomplished. Council and leadership provide more spontaneous positive recognition. Help to develop self-pride in services and projects provided by City staff.

6. Create opportunities to partner with Sioux City Growth Organization (SCGO). Economic Development, Events Facilities, Parks & Recreations, Public Museum, Art Center, Library, Environmental Services – 2 years

Action: Continue the partnership promoting the Innovation Market.

Action: Establish and fund the five year “$100,000 Entrepreneurial Incentive Program” in partnership with Sioux City GO.

14

7. Continue efforts to eliminate and prevent homelessness. Community Development – 1 year

Action: Partner with the Siouxland Coalition to End Homelessness and local service agencies to collaboratively plan a system to work toward eliminating and preventing homelessness.

Action: Explore funding sources to assist local service providers and shelters with resources to offer necessary supportive services, shelter, and affordable housing to individuals and families that are homeless or near homeless.

15

1. Embrace and invest in a Beautification Plan. Community Development, Economic Development, Public Works, Parks & Recreation, Police – 3 years

Action: Increase involvement from the community, such as adopt public areas, lead the way, curbside collection, etc.

Action: Work with the Trees for Siouxland initiative in downtown and other targeted areas. Public Works/Parks Maintenance

Action: Include the use of Sioux City Design Works elements within the zoning ordinance revisions and include these elements within City funded projects.

Action: The Graffiti Mural program needs to be revitalized and enhanced to include parks, etc. incorporating contests and awards.

2. Create entry signage at major traffic entry points into the City and neighborhoods. Community Development, Public Works, Fire – 3 years

Action: Locate sites for entry signs, design, and build.

Action: Investigate funding for neighborhood, interactive signs at Fire Stations 1, 4, 6, 7, and 8 with Sioux City and neighborhood logos. Electronic boards with up to date current city information displays. (Note: This also fits into another SCFR project called “Resident Connect”, in which SCFR seeks ways to push information out to residents in various ways, particularly in neighborhoods.)

3. Significantly increase youth involvement in all aspects of the City. Parks & Recreation, City Manager, Library, Police, All Departments – 3 years

Action: Work with the Mayor’s Youth Commission to develop a plan including input from the both the public and private sectors.

Action: Work with other youth organizations – schools, scouts, peer-to-peer initiatives – to encourage civic service.

Action: Articulate an innovative definition and list of City activism, civic engagement techniques and opportunities.

Action: Explore the possibility of developing a Cadet program to connect with a younger demographic in a similar way that the Fire Citizen Academy connects with resident adults.

16

4. Expand and enhance Board/Commission, City employee, and City retiree recognition and communication efforts. City Manager, Human Resources, All Departments – 2 years

Action: Work with the Employee Advisory Committee (EAC) to explore recognition efforts.

5. Partner with local festivals including Rivercade to attract more visitors. Parks & Recreation, Economic Development, Events Facilities – 3 years

Action: Meet with the Boards and Planning Committees to identify ways to coordinate and market events and to determine the best location.

Action: Be the catalyst for an Ag Fair/Harvest Festival, working with businesses to host a non-summer event.

Action: SCFR to create a Fire Race charity fund raiser event to bring people to Sioux City and promote health, safety, and fitness.

6. Expand “Tourist in Your Own Town”. Event Facilities – 1 year

Action: Identify results from the past marketing campaign and expand those areas which were most effective.

Action: Focus on learning and enrichment activities that build civic pride for those who reside in Sioux City. (Museum, libraries, historic sites, parks, trails.)

7. Expand the use of technology to engage our residents. WCICC, All Departments – 3 years

Action: Ensure regular city department website updates for dynamic, interesting, info packed and easy-to-navigate sites.

Action: Maintain and grow the technical connectivity of Library resources for all residents with focus on bridging the digital divide.

Action: Purchase and utilize Mobile Data Pads to increase effectiveness and efficiencies of City operations (for example, commercial fire inspections).

Action: Investigate electronic methods for parking meter payments.

Action: Investigate electronic access keys for after-hours skywalk access.

Action: Investigate software to allow the Emergency Operations Center to “mass call/text/email” residents with updates during emergency conditions specific to their area of the city.

17

8. Redesign and implement our community brand. Economic Development, Events Facilities – 1 year

Action: Create a committee to explore the parameters of a community brand.

Action: Encourage departmental buy-in to the “grow” theme currently identified as the Sioux City brand with specific training for key city employees.

Action: Incorporate the “it’s a great place to live” idea into promotional initiatives. Sioux City is a place where families grow (the current branding word) and businesses thrive (the strategic position).

Action: Develop a complimentary tourism branding initiative that attracts people to visit Sioux City.

9. Develop a marketing and social media plan that enhances resident and visitor engagement. Economic Development – Ongoing

Action: Identify and use the most appropriate place for the promotional message: radio, Tyson marquee, new Sioux City “app”, Pinterest, bus ads, radio, Facebook, Twitter, online newsletters.

Action: Utilize YouTube and Public Access TV to focus on city services.

10. Build upon downtown marketing campaign. Economic Development – 1 year

Action: Work with Downtown Partners and regional partners to promote unique downtown business advantages.

11. Achieve International Accreditation for Sioux City Fire and Rescue. Fire – 2 years

Action: Complete research and data.

Action: Host the accreditation assessment team in 2014.

18 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

19 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

20 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.

21 WHERE THE MONEY COMES FROM AND WHERE IT GOES

FY 2013 - 2014 FY 2014 - 2015 APPROVED APPROVED BEGINNING BALANCE $ 43,630,291 $ 35,570,012

RECEIPTS Taxes 67,674,192 73,793,494 Regulatory Fees 6,163,545 1,899,275 Charges for Services 76,883,905 78,233,077 Intergovernmental Revenue 32,635,182 28,152,253 Use of Money and Property 7,724,759 7,850,700 Miscellaneous Revenues 4,885,195 5,107,252 Assessments 183,124 164,554 Other Financing Sources 103,592,611 79,087,071 TOTAL RECEIPTS 299,742,513 274,287,676

TOTAL RESOURCES FOR EXPENDITURES $ 343,372,804 $ 309,857,688

EXPENDITURES Public Safety 35,890,988 37,326,761 Public Works 14,216,628 14,896,474 Culture and Recreation 15,992,584 16,021,006 Community and Economic Development 9,256,557 9,678,285 General Government 37,735,539 35,980,895 Debt Service 39,389,240 39,724,273 Capital Projects 74,508,977 45,113,919 Business Type Activities 22,368,779 22,812,623 Transfer Out 55,468,917 53,427,918 TOTAL EXPENDITURES 304,828,209 274,982,154

ENDING BALANCE $ 38,544,595 $ 34,875,534

22 WHERE THE MONEY COMES FROM

$80,000,000

$70,000,000

$60,000,000

$50,000,000

$40,000,000

$30,000,000

$20,000,000

$10,000,000

$-

WHERE THE MONEY GOES

$60,000,000

$50,000,000

$40,000,000

$30,000,000

$20,000,000

$10,000,000

$-

23 SUMMARY OF FUNDS FY 2015 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 - 20,412,369 - 14,971,856 35,384,225 19,098,570 54,482,795 50,385,042 4,097,753 54,482,795 - 102 CC Maint Levy - 170,342 - - 170,342 - 170,342 - 170,342 170,342 - 103 CC Lease Levy - 375,406 - - 375,406 - 375,406 - 375,406 375,406 - 121 Accrued Salaries 1,100,000 - - - - 300,000 1,400,000 - - - 1,400,000 122 Eng/Prop - - - 2,333,703 2,333,703 196,040 2,529,743 2,383,158 146,585 2,529,743 - 123 Library Restricted 42,516 - - - - - 42,516 42,516 - 42,516 - Special Revenue 201 Emergency - 630,432 - - 630,432 - 630,432 - 630,432 630,432 - 203 Main St SSMID - 103,352 - - 103,352 158,648 262,000 262,000 - 262,000 - 204 Employee Benefits (200,000) 8,013,691 - - 8,013,691 - 7,813,691 1,041,808 6,771,883 7,813,691 - 205 Transit System - - - 3,521,846 3,521,846 935,066 4,456,912 4,113,826 171,892 4,285,718 171,194 206 Transit Non-FTA - - - 204,674 204,674 - 204,674 375,868 - 375,868 (171,194) 211 City Sales Tax - - - 13,300,000 13,300,000 - 13,300,000 - 13,300,000 13,300,000 - 212 Sales Tax Economic Dev. - - - - - 1,330,000 1,330,000 49,463 1,213,317 1,262,780 67,220 220 Storm Water 489,920 - - 1,391,900 1,391,900 - 1,881,820 55,800 1,412,169 1,467,969 413,851 221 CCAT Operations - - - 6,359,796 6,359,796 1,089,656 7,449,452 7,449,452 - 7,449,452 - 230 Road Use Tax 400,000 - - 8,147,703 8,147,703 434,638 8,982,341 8,928,179 54,162 8,982,341 - 242 Voucher Sec 8 (169) - - 5,154,259 5,154,259 - 5,154,090 5,154,090 - 5,154,090 - 246 Voucher Sec 8 ------250 Community Development - - - 1,578,726 1,578,726 - 1,578,726 1,578,726 - 1,578,726 - 251 UDAG ------252 Emergency Shelter Grant - - - 109,959 109,959 - 109,959 109,959 - 109,959 - 255 Home Program - - - 346,546 346,546 - 346,546 346,546 - 346,546 - 256 Continuum of Care Grant ------Capital 301 Misc Improvements (1,272,500) - - 30,526,047 30,526,047 7,887,272 37,140,819 37,140,819 - 37,140,819 - 302 Urban Renewal Admin 127,029 - - 25,191 25,191 435,876 588,096 588,096 - 588,096 - 309 Misc Improvements Reserve ------Debt Service 401 Debt Service 1,400,000 10,035,895 - 28,000 10,063,895 15,473,831 26,937,726 26,417,540 118,369 26,535,909 401,817 421 Highland Tax Increment ------422 CBD Tax Increment (2,265,567) 3,833,203 - - 3,833,203 - 1,567,636 710,680 5,751,493 6,462,173 (4,894,537) 423 Floyd Valley Tax Increment 1,081,486 1,606,146 - - 1,606,146 - 2,687,632 373,761 1,447,959 1,821,720 865,912 424 Donner Tax Increment 3,146,422 5,580,340 - - 5,580,340 - 8,726,762 265,226 5,509,291 5,774,517 2,952,245 426 Teton Tax Increment 704,673 1,800,000 - - 1,800,000 300,000 2,804,673 - 1,255,464 1,255,464 1,549,209 427 Hoeven Tax Increment 17,821 707,318 - - 707,318 - 725,139 - 476,031 476,031 249,108 460 Special Assessments - - - 8,000 8,000 - 8,000 - 21,505 21,505 (13,505) Enterprise 501 Skyway Operations - - - 276,600 276,600 82,192 358,792 358,792 - 358,792 - 510 Water Fund 8,435,116 - - 17,106,673 17,106,673 1,161,409 26,703,198 12,931,474 4,496,594 17,428,068 9,275,130 519 Water Improvements - - - 1,667,000 1,667,000 1,445,350 3,112,350 3,112,350 - 3,112,350 - 520 Sewer Fund 12,288,106 - - 19,160,450 19,160,450 - 31,448,556 15,101,440 4,563,782 19,665,222 11,783,334 529 Sewer Improvements - - - 350,000 350,000 1,047,000 1,397,000 1,397,000 - 1,397,000 - 530 Solid Waste Fund 670,686 - - 4,807,535 4,807,535 37,020 5,515,241 4,714,713 122,855 4,837,568 677,673 531 Solid Waste Restricted ------5,000 5,000 (5,000) 540 Parking System 173,509 - - 1,410,210 1,410,210 62,000 1,645,719 811,493 577,333 1,388,826 256,893 549 Parking Improvements - - - 103,750 103,750 - 103,750 103,750 - 103,750 - 550 Airport System 1,145,371 - - 1,839,188 1,839,188 517,077 3,501,636 2,207,161 336,178 2,543,339 958,297 551 Airport Restricted (656,149) - - 120,000 120,000 - (536,149) - - - (536,149) 559 Airport System Improvements - - - 3,078,000 3,078,000 7,000 3,085,000 3,085,000 - 3,085,000 - Internal Service - 601 Central Maint Garage - - - 8,614,749 8,614,749 - 8,614,749 8,593,626 21,123 8,614,749 - 605 Comprehensive Insurance 1,875,547 - - 2,635,300 2,635,300 - 4,510,847 2,310,847 - 2,310,847 2,200,000 609 CMG Equipment Replacement - - - 2,799,254 2,799,254 - 2,799,254 1,683,739 381,000 2,064,739 734,515 610 Health Insurance 6,866,195 - - 12,812,583 12,812,583 - 19,678,778 13,172,057 - 13,172,057 6,506,721 Trust 705 Cemetery Perpetual Care - - - 24,800 24,800 - 24,800 - - - 24,800 706 Logan Park Mausoleum - - - 8,000 8,000 - 8,000 - - - 8,000 721 Revolving Fund - - - 9,000 9,000 - 9,000 9,000 - 9,000 - 722 WCICC/Info Center - - - 2,015,214 2,015,214 - 2,015,214 2,015,214 - 2,015,214 - 723 WCICC/Comm Center - - - 744,752 744,752 1,429,273 2,174,025 2,174,025 - 2,174,025 -

Total 35,570,012 53,268,494 - 167,591,264 220,859,758 53,427,918 309,857,688 221,554,236 53,427,918 274,982,154 34,875,534

24 TAX LEVIES The tax levy for FY 2015 is to increase .72% from the FY 2014 rate. Due to changes to State mandated rollback factor, taxes on the typical residence will increase by $25 and raising the levy rate will increase taxes on the typical residence $6. Taxes on Commercial and Industrial properties will decrease $70 per $1,000 of taxable value.

FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Fund Approved Approved Approved Approved $1,000 $ per Th $1,000 $ per Th $1,000 $ per Th $1,000 $ per Th General** 18,538 8.41 19,461 8.39 19,132 8.41 19,478 8.34

Emergency 595 0.27 626 0.27 614 0.27 630 0.27

Auditorium 297 0.14 313 0.14 307 0.14 170 0.07

Civic Center 322 0.15 366 0.16 415 0.18 375 0.16

Transit 724 0.33 787 0.34 874 0.38 935 0.40

Empl Benefits 7,891 3.58 7,259 3.13 6,489 2.85 8,014 3.43

Debt Service 9,357 3.78 9,271 3.56 10,624 4.02 10,036 3.69

Total 37,724 16.66 38,083 15.99 38,455 16.25 39,638 16.36

Tax Base ($1,000) 2,202,767 2,318,090 2,274,552 2,334,932

TYPICAL RESIDENCE 98,750 98,750 98,750 98,750 Rollback Factor 48.53% 50.75% 52.82% 54.40% Taxable Value*** 43,073 45,266 47,306 48,870 Estimated City Taxes $717 $724 $769 $800

Increase (Decrease) in City Taxes $0 $7 $45 $31

TYPICAL BUSINESS 100,000 100,000 100,000 100,000 Rollback Factor 100.00% 100.00% 100.00% 95.00% Taxable Value 100,000 100,000 100,000 95,000 Estimated City Taxes $1,666 $1,599 $1,625 $1,555

Increase (Decrease) in City Taxes ($64) ($67) $26 ($70)

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

25 PROPERTY TAX LEVIES All Overlapping Governments

Fiscal Year City School County W.I.T. Assessor Ag Ext State Total 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 2013 15.98968 17.18950 7.44984 0.77849 0.39159 0.12687 0.00330 41.92927 2014 16.24791 16.68084 7.39657 0.76321 0.40706 0.13077 0.00330 41.62966

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 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% 2013 38.13% 41.00% 17.77% 1.86% 0.93% 0.30% 0.01% 100.00% 2014 39.03% 40.07% 17.77% 1.83% 0.98% 0.31% 0.01% 100.00%

26 Apportionment of Property Taxes

Ag Ext Assessor 0.31% 0.98% W.I.T. State 1.83% 0.01%

County 17.77%

City 39.03%

School 40.07%

27 WHERE PROPERTY TAXES GO FY 2014-2015 Approved Budget Total Property Taxes $39,638,135

The property tax levy rate proposed is $16.36, a .72% increase. The taxes on commercial and industrial will decrease $70 per $100,000 of valuation. Changes in the State mandated rollback, 54.4002% for FY 2015 and 52.8166% in FY 2014, will cause residential taxes to increase $25 on a typical residence of $98,750 and the levy rate change will increase the typical residence taxes $6, for a total increase of $31.00.

Art Ctr & Museum & Recreation Symphony 7% 2% Transportation Public Works 2% Community 1% Development 2%

Debt Service 19% Environmental Services 1%

Events Facilities 1%

General Governmental Library 0% Public Safety 4% 61%

Property Tax Property Tax % % Total % Total Dollars Dollars Increase Taxes Taxes FY14 Approved FY15 Approved (Decrease) FY14 FY15 Art Ctr & Museum & Symphony $ 1,039,598 $ 989,642 -4.8% 2.70% 2.50% Community Development 749,014 725,136 -3.2% 1.95% 1.83% Debt Service 7,941,270 7,409,054 -6.7% 20.65% 18.69% Environmental Services 392,952 365,359 -7.0% 1.02% 0.92% Events Facilities 1,044,610 457,449 -56.2% 2.72% 1.15% General Governmental 4,174 - -100.0% 0.01% 0.00% Library 1,851,994 1,646,388 -11.1% 4.82% 4.15% Public Safety 21,698,184 24,253,651 11.8% 56.42% 61.19% Public Works 201,091 425,139 111.4% 0.52% 1.07% Recreation 2,658,151 2,582,576 -2.8% 6.91% 6.52% Transportation 873,917 783,741 -10.3% 2.27% 1.98% TOTAL $ 38,454,955 $ 39,638,135 3.1% 100.0% 100.0%

28 SALES TAX ALLOCATIONS In FY 2014-2015 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 2013-2014 FY 2014-2015 $800,000 $12,500,000

$13,300,000

60% 20% 10% 10% Property Tax Infrastructure City Facilities Economic Reduction Projects Projects Development $7,980,000 $2,660,000 $1,330,000 $1,330,000

PROPERTY TAX REDUCTION General Fund Tax Reduction $7,980,000 $7,980,000

INFRASTRUCTURE PROJECTS Annual Bridge Repair 110,000 Annual School Assistance - Infrastructure 200,000 Infrastructure Reconstruction 470,000 Police/Fire Headquarters Reconstruction 1,450,000 Resurfacing Annual 430,000 2,660,000

CITY FACILITIES PROJECTS Annual Lewis & Clark Stadium Repairs 75,000 City Operations Facility Deficit 134,500 City-Wide Roof Maintenance 10,000 Fire Station Major Repair/Maintenance 14,000 Maintenance on City Buildings 846,500 Police/Fire Headquarters Reconstruction 150,000 Repair City Buildings 100,000 1,330,000

ECONOMIC DEVELOPMENT Convention Center 778,340 Economic Development 86,683 Promotional and Marketing Initiatives 70,000 Siouxland Initiative 60,000 Tourism Bureau 140,974 Welcome Center $164,003 $1,300,000

29 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 654 134 788 FY14 651 133 784 FY15 647 119 766

Net Since 1977 -252

1,050

1,000

950

900

850

800

750

700

650

600

30 FULL-TIME PERSONNEL FY 2014-2015 Approved Budget

DEPARTMENT FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Change

City Manager 3.0 3.0 3.0 3.0 2.0 2.0 2.0 2.0 Economic Development 4.0 4.0 4.0 4.0 4.0 4.0 4.0 5.0 Finance 14.0 14.0 14.0 14.0 14.0 13.0 13.0 13.0 Administrative Services 35.0 35.0 34.0 33.0 32.0 32.0 30.0 30.0 Human Resources 3.0 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 8.0 Total Administration 66.0 66.0 65.0 64.0 62.0 61.0 59.0 61.0 2.0

Comm Development 44.0 44.0 43.0 41.0 39.0 38.0 38.0 38.0 Public Works 179.0 180.0 177.0 177.0 200.0 199.0 201.0 200.0 Parks & Recreation 11.0 10.0 10.0 10.0 9.0 9.0 9.0 10.0 Fire 116.0 116.0 116.0 116.0 115.0 115.0 114.0 114.0 Police 152.0 150.0 150.0 150.0 148.0 148.0 147.0 146.0 Total Direct Operations 502.0 500.0 496.0 494.0 511.0 509.0 509.0 508.0 (1.0)

Airport 16.0 16.0 14.0 13.0 13.0 13.0 11.0 11.0 Art Center 7.0 8.0 8.0 8.0 6.0 6.0 6.0 6.0 Events Facilities 25.0 22.0 22.0 22.0 20.0 20.0 20.0 15.0 Human Rights 2.0 2.0 2.0 2.0 1.0 1.0 2.0 2.0 Library 24.0 24.0 23.0 23.0 23.0 23.0 23.0 23.0 Museum 6.0 6.0 6.0 5.0 5.0 5.0 5.0 5.0 Transit 22.0 19.0 19.0 19.0 17.0 16.0 16.0 16.0 Total Boards and Commissions 102.0 97.0 94.0 92.0 85.0 84.0 83.0 78.0 (5.0)

Grand Total City Employees 670.0 663.0 655.0 650.0 658.0 654.0 651.0 647.0 (4.0)

Employees under 28E Agreement with Woodbury County Jurisdiction FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Change WCICC - City 21.5 21.5 21.5 21.0 21.0 21.0 21.8 21.8 WCICC - Other Jurisdictions 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 Total WCICC 38.3 38.3 38.3 37.8 37.8 37.8 38.5 38.5 0.0

31 FULL-TIME PERSONNEL CHANGES FY 2015 Approved Budget

Department Adds Deletions

Community Development Neighborhood Services Proj Coord Community Development Specialist

Economic Development Administrative Secretary Economic Development Director Econ. Dev./Comm. Dev. Director

EFAB EFAB Marketing/Events Manager Clerical Assistant Convention Center Manager Convention Sales Manager 2 Labor Crew Leaders Sports Sales Representative

Finance Budget Manager Assistant City Manager Finance Director Budget and Financial Manager

Fire Fire Captain Training Officer

Legal Assistant Attorney II

Police Police Records Technician I

Public Works WWTP Lead Operator Civil Engineer Utilities Superintendent WWTP Plant Operator Assistant City Manager for P.W. Underground Utility Ser. Supervisor Public Works Director

Parks & Recreation Parks & Recreation Director

Transit Ass't City Mgr. for Administration Purchasing/Transit/Fleet Manager

Totals 13 17 Net -4

32 PART-TIME PERSONNEL CHANGES FY 2015 Approved Budget

Department Adds Deletions

Airport .75 Clerical Assistant

Community Development .5 Administrative Secretary .37 Clerical Assistant .5 Secretary

Economic Development 1.0 Administrative Secretary

Finance .95 Budget and Financial Analyst .14 Clerical Assistant

Library .25 Library Associate .25 Library Services Associate

Parks and Recreation .33 Aquatics Supervisor (5101) .28 Rec. and Aquatics Coord. (5115)

EFD .7 Auditorium Technician .75 Custodian I 6.24 EFAB Laborer 1.28 Labor Crew Leader .33 Laborer

Totals 0.5 14.12 Net -13.62

33 ASSESSED AND TAXABLE VALUATIONS

Job Certificates Sioux City Sioux City Assessment Fiscal Assessed Taxable Increment Increment Year Year Value Value Value Value 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 - 2012 2013/14 3,855,397,649 2,274,551,959 369,599,832 - 2013 2014/15 $ 3,872,594,110 $ 2,272,255,044 $ 383,434,233 $ -

Percent Increase/Decrease Over Prior Year

8% % Incr % Incr Assessed Taxable 0 0 0 94 0.132496062 0.048538368 6% 95 0.112000152 -0.000819114 97 0.196520837 0.103734253 1998 0.007632736 0.042819369 1999 0.030272574 0.020579597 4% Assessed 2000 0.032930241 0.05261772 2001 0.064322328 0.002034797 2002 0.011844344 0.040457696 Taxable 20032% 0.0171884 -0.002238645 2004 0.019025687 0.025707423 2005 0.055693569 0.022678637 2006 0.013703158 0.01035002 0% 2007 0.040153399 0.014519451 2008 0.01428714 0.026325346 2009 0.018025354 0.039137888 -2%2010 0.022432525 0.031009068 2011 0.016730505 0.052354653

2012 2000 0.0008123392001 2002 2003 -0.0187826492004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2013 0.00446036 -0.001009832 Assessment Year

Assessed Value includes ag land ($14,753,000) 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.

34 City of Sioux City, Iowa FY 2015 - 2019 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 2,608,791,160 3,852,268,301 192,613,415 FY 14 2012 2,644,151,791 3,855,397,649 192,769,882 FY 15 2013 2,654,623,424 3,872,594,110 193,629,706 FY 16 Est 2014 Est 2,694,442,775 3,950,045,992 197,502,300 FY 17 Est 2015 Est 2,734,859,417 4,079,046,912 203,952,346 FY 18 Est 2016 Est 2,775,882,308 4,160,627,850 208,031,393 FY 19 Est 2017 Est $ 2,817,520,543 $ 4,243,840,407 $ 212,192,020

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. # FY 2015 commercial, industrial, railroad and phone utility subject to fixed rollback.

35 City of Sioux City, Iowa FY 2015 - 2019 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 12 189,443,923 111,658,353 58.9% 77,785,570 41.1% FY 13 192,613,415 108,490,000 56.3% 84,123,415 43.7% FY 14 Est 192,769,882 124,875,000 64.8% 67,894,882 35.2% FY 15 Est 193,629,706 122,821,416 63.4% 70,808,290 36.6% FY 16 Est 197,502,301 124,218,529 62.9% 73,283,772 37.1% FY 17 Est 203,952,346 139,577,180 68.4% 64,375,166 31.6% FY 18 Est 208,031,392 136,696,016 65.7% 71,335,376 34.3% FY 19 Est $ 212,192,019 $ 152,735,037 72.0% $ 59,456,982 28.0%

Note: Debt capacity shown at start of fiscal year. * Assumes a 2% annual increase after FY 2015. ** Debt capacity projections based on assumptions for five year plan.

36 City of Sioux City, Iowa FY 2015 - 2019 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% 14,475,000 17,643,353 80,953,923 42.7% 108,490,000 57.3% 35,515,000 19,130,000 67,738,415 35.2% 124,875,000 64.8% 17,136,416 19,190,000 69,948,466 36.3% 122,821,416 63.7% 21,069,943 19,672,830 69,411,177 35.8% 124,218,529 64.2% 34,014,287 18,655,636 57,925,121 29.3% 139,577,180 70.7% 17,260,900 20,142,065 67,256,331 33.0% 136,696,016 67.0% 37,032,176 20,993,155 55,296,355 26.6% 152,735,037 73.4% $ - $ 22,216,372 $ 81,673,354 38.5% $ 130,518,665 61.5%

37 CITY INDEBTEDNESS as of April 1, 2014

Final Outstanding Prj # Interest Issue Date Type Original Amount Maturity Principal 911142 3.5% - 3.62% Dec-03 Corporate Purpose $ 6,315,000 2014 630,000 911143 3% - 3.5% Dec-03 Corporate Purpose $ 6,085,000 2015 600,000 911144 3.5% - 4% Dec-04 Corporate Purpose $ 5,140,000 2015 1,020,000 911146 3.13% - 3.63% Dec-04 Corporate Purpose $ 14,755,000 2015 2,950,000 911147 4% - 4.13% Dec-05 Corporate Purpose $ 4,330,000 2016 1,290,000 911149 3.5% - 4% Dec-05 Corporate Purpose $ 12,990,000 2016 3,890,000 911150 4% - 4.13% Dec-05 Corporate Purpose (Taxable) $ 1,830,000 2016 540,000 911151 4% Dec-06 Corporate Purpose $ 8,755,000 2017 3,500,000 911152 4% Dec-07 Corporate Purpose $ 9,385,000 2018 4,685,000 911153 4% Dec-07 Corporate Purpose $ 4,525,000 2018 2,250,000 911154 5% Dec-07 Corporate Purpose (Taxable) $ 10,990,000 2018 5,490,000 911158 3% - 5% Apr-09 Corporate Purpose $ 9,435,000 2021 6,850,000 911159 2% - 4% Apr-09 Corporate Purpose $ 5,550,000 2021 4,000,000 911161 1.55% - 2.5% Apr-09 Refunding $ 7,330,000 2014 1,395,000 911162 3% - 3.38% Apr-10 Corporate Purpose $ 13,750,000 2022 10,305,000 911163 2% - 4% Apr-10 Corporate Purpose UR) $ 5,625,000 2022 4,215,000 911164 1% - 4.35% Apr-10 Corporate Purpose (Taxable) $ 2,080,000 2020 1,450,000 911165 2% - 3% Apr-10 Refunding $ 4,580,000 2015 1,790,000 911166 2% - 4% May-11 Corporate Purpose $ 23,425,000 2021 19,485,000 911167 2% - 2.35% Jun-12 Corporate Purpose $ 9,635,000 2022 8,670,000 911169 .8% - 2.4% Jun-12 Corporate Purpose $ 4,840,000 2022 4,355,000 911168 1.5% - 5% Jun-13 Corporate Purpose $ 8,820,000 2023 8,820,000 911170 2% - 2.8% Jun-13 Corporate Purpose $ 4,480,000 2023 4,480,000 911171 .75% - 4.25% Jun-13 Corporate Purpose $ 22,215,000 2033 22,215,000

916012 3.25% Jul-95 Sewer Capital Loan Note SRL $ 1,422,000 2016 194,000 916013 3.25% Jul-95 Sewer Capital Loan Note SRL $ 1,363,000 2016 289,000 916033 3.25% Apr-02 Sewer Capital Loan Note SRL $ 8,000,000 2023 4,587,000 916039 3.25% Jul-05 Sewer Capital Loan Note SRL $ 31,000,000 2027 23,540,000 916041 3.25% Mar-08 Sewer Capital Loan Note SRL $ 15,000,000 2028 12,665,000 916043 3.25% May-09 Sewer Capital Loan Note SRL $ 38,600,000 2029 34,476,059 916051 1.75% May-13 Sewer Capital Loan Note SRL $ 3,100,000 2034 1,402,588 916052 1.75% May-13 Sewer Capital Loan Note SRL $ 4,200,000 2034 2,741,533 916054 1.75% May-13 Sewer Capital Loan Note SRL $ 7,100,000 2034 3,439,119 916032 3.25% May-02 Water Capital Loan Note SRL $ 6,553,460 2023 3,758,000 916034 3.25% May-02 Water Capital Loan Note SRL $ 7,182,540 2023 4,118,000 916037 3.25% Jan-04 Water Capital Loan Note SRL $ 11,264,000 2024 7,006,000 916038 3.25% Jul-06 Water Capital Loan Note SRL $ 6,000,000 2026 4,342,000 916040 3.25% Apr-10 Water Capital Loan Note SRL $ 10,807,000 2030 10,010,000 916044 3.25% Nov-10 Water Capital Loan Note SRL $ 9,193,000 2031 8,515,000 916047 3.25% Sep-11 Water Capital Loan Note SRL $ 30,618,000 2032 29,079,285 916053 1.75% Sep-13 Water Capital Loan Note SRL $ 2,100,000 2033 119,165

Totals $ 400,368,000 $ 275,156,749

Legal Debt Limit - 5% of Assessed Value $ 193,629,706 100%

Debt Chargeable Against Debt Limit $ 124,875,000 64.49%

Available Debt Limit $ 68,754,706 35.51%

38 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

39 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

Facility Charge 379013 Ann Tyson E C Rpr/Eq Repl 187,000 297,000

TOTAL 187,000 297,000

Dept of Hsg Urban Dev 663148 Jones St Dev/Op Acquisitn - 25,000 719210 Jones St Public Imp 125,000 125,000 719229 Rose Hill Public Improvmn 150,000 150,000

TOTAL 275,000 300,000

FTA Capital Assistance 739020 Ann. Transit Cap.Projects 632,000 -

TOTAL 632,000 -

FAA-Capital Assistance 749084 Annl Airport Capital Prj 2,250,000 1,800,000

TOTAL 2,250,000 1,800,000

IDOT Traffic Safety Impr 719016 Sgt Rd/S.Lkport Intsct Im - -

TOTAL - -

IDOT Transit Capital Asst 739020 Ann. Transit Cap.Projects 217,600 - 739021 Replc Transit Rollng Stck 2,159,000 433,500

TOTAL 2,376,600 433,500

IDOT 519258 Harbor/Lewis Main Upsize 462,000 - 749084 Annl Airport Capital Prj 378,000 378,000

TOTAL 840,000 378,000

RISE 719232 Zenith Boulevard Reconstr 1,600,000 - 719347 Andrews Ave Extended - 1,200,000

TOTAL 1,600,000 1,200,000

State REAP 459030 Riverside Park Improvemnt - - 459044 I-29 Trail Relocation - - 459302 City Trails 200,000 200,000

TOTAL 200,000 200,000

STP Surface Type - IA 459044 I-29 Trail Relocation - 724,000

TOTAL - 724,000

40 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Facility Charge 379013 200,000 300,000 - -

200,000 300,000 - -

Dept of Hsg Urban Dev 663148 75,000 75,000 75,000 - 719210 125,000 125,000 125,000 - 719229 150,000 150,000 150,000 -

350,000 350,000 350,000 -

FTA Capital Assistance 739020 - - - -

- - - -

FAA-Capital Assistance 749084 5,400,000 8,100,000 8,100,000 -

5,400,000 8,100,000 8,100,000 -

IDOT Traffic Safety Impr 719016 500,000 - - -

500,000 - - -

IDOT Transit Capital Asst 739020 - - - - 739021 2,524,500 697,000 588,200 -

2,524,500 697,000 588,200 -

IDOT 519258 - - - - 749084 378,000 378,000 378,000 -

378,000 378,000 378,000 -

RISE 719232 - - - - 719347 - - 1,200,000 -

- - 1,200,000 -

State REAP 459030 - - 300,000 - 459044 124,000 - - - 459302 200,000 200,000 200,000 -

324,000 200,000 500,000 -

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

866,000 - - -

41 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

TEA-21 STP 173019 Floyd River Channel Imprv 659,500 - 459044 I-29 Trail Relocation - - 459062 Outer Dr/Flyd Blv Trl Cnc 210,000 -

TOTAL 869,500 -

Recreat'n Infra St. Grant 459044 I-29 Trail Relocation - 128,000

TOTAL - 128,000

TEA-21 State Transp Enhan 459044 I-29 Trail Relocation - 399,840

TOTAL - 399,840

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

TOTAL 1,000,000 1,000,000

Vision Iowa Grant 459041 Ruth Cone Park - -

TOTAL - -

Woodbury County 859006 WCICC Info Serv Upgrade 205,000 140,000

TOTAL 205,000 140,000

Private 319008 Skylight Replacement Main - 15,000 459041 Ruth Cone Park - - 459212 Ann. Lewis/Clark Stadium - -

TOTAL - 15,000

All Other Contributions 749086 Undergnd Storg Tank Remed - -

TOTAL - -

Underground Tank Recovery 749086 Undergnd Storg Tank Remed - -

TOTAL - -

Construction Cost Reimb 749084 Annl Airport Capital Prj - 5,500,000

TOTAL - 5,500,000

Unprogrammed 138002 Ann St. Light Repair/Mnts - - 138005 Improved Street Lighting - -

42 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

TEA-21 STP 173019 - - - - 459044 128,000 - - - 459062 - - - -

128,000 - - -

Recreat'n Infra St. Grant 459044 - - - -

- - - -

TEA-21 State Transp Enhan 459044 - - - -

- - - -

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 150,000 130,000 145,000 -

150,000 130,000 145,000 -

Private 319008 - - - - 459041 2,500,000 - - - 459212 - 500,000 - -

2,500,000 500,000 - -

All Other Contributions 749086 500,000 - - -

500,000 - - -

Underground Tank Recovery 749086 300,000 - - -

300,000 - - -

Construction Cost Reimb 749084 - - - -

- - - -

Unprogrammed 138002 - - - 510,000 138005 - - - 1,226,000

43 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

Unprogrammed 139007 Ann Inter/Traffic Signal - - 139009 City Traffic Control Sys - - 149009 Emrgncy Notif&Recall Syst - - 159018 Fire Apparatus Replacemnt - - 159032 SCFR Major Rspns Equipmnt - - 173002 Perry Creek Flood Control - - 173010 Big Sux River Bank Protec - - 173015 Elv Flood Platform Hamilt - - 173016 Elv Flood Platform Wel Ct - - 173019 Floyd River Channel Imprv - - 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 - - 459026 Ballfield Relocation - - 459030 Riverside Park Improvemnt - - 459034 Prairie Corridor - - 459039 Tennis Courts wt SSCS - - 459040 Park Signage - - 459046 Legacy Park - - 459136 Riverfront Rec Upgrades - - 459214 New Aquatics Center - - 519103 Well Replacement Prgm - - 519123 Hwy 75 Loop/Gordon-75 No. - - 519130 Grandview Tank Demolition - - 519132 Booster Station Improvm't - - 519136 Alternate Power Src Water - - 519138 Water Trtmnt Capcty Expns - - 519158 Water Tower Maintenance - - 519212 Correctionville Rd Wtrmn - - 519238 Airport Water Main Repl. - - 519246 S.Lewis-LincolnWy WtrMain - - 519248 Wtrn Hills Pressr Zn&Tank - - 519249 Water Storage Mixers - - 519250 Elv Access To R'side Well - - 519252 Southbridge Water Imprvmt - - 529002 Landfill New/Eval & Acq - - 539002 Bacon Crk Chan Recon Sewr - - 539003 Relocate SanSwr Bacon Crk - - 539117 WWTP Asset Renewal - - 539153 Hamilton Blvd San Sewer - - 539214 28th St San Sewer @ Hwy75 - - 539218 WWTP Biofltr Mdia Replcmn - - 549002 Southbridge Drainage Dtch - - 549003 Spaulding Storm Water Imp - -

44 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Unprogrammed 139007 - - - 2,125,000 139009 - - - 1,025,000 149009 - - - 45,000 159018 - - - 4,070,000 159032 - - - 50,000 173002 - - - 1,930,000 173010 - - - 725,000 173015 - - - 1,050,000 173016 - - - 600,000 173019 - - - 7,000,000 195037 - - - 250,000 195042 - - - 350,000 319007 - - - 6,750,000 379013 - - - 3,000,000 379051 - - - 941,557 459026 - - - 1,963,000 459030 - - - 1,000,000 459034 - - - 100,000 459039 - - - 1,140,000 459040 - - - 20,000 459046 - - - 250,000 459136 - - - 300,000 459214 - - - 4,900,000 519103 - - - 5,776,600 519123 - - - 2,600,000 519130 - - - 7,366,000 519132 - - - 7,716,451 519136 - - - 1,760,000 519138 - - - 17,241,900 519158 - - - 1,500,000 519212 - - - 4,680,000 519238 - - - 1,040,000 519246 - - - 4,310,000 519248 - - - 1,000,000 519249 - - - 941,700 519250 - - - 400,000 519252 - - - 4,399,500 529002 - - - 3,000,000 539002 - - - 7,458,000 539003 - - - 18,000,000 539117 - - - 4,000,000 539153 - - - 2,000,000 539214 - - - 603,000 539218 - - - 360,000 549002 - - - 3,400,000 549003 - - - 1,450,000

45 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

Unprogrammed 549004 Acq of Pumps Strm Dewater - - 549005 Perm SW Pumping Stn Rside - - 549006 Aqc SW Ponding Area South - - 549009 Flap Gate Bacon Creek - - 549118 1814 S Clinton Strm Sewer - - 549127 Singing Hills Imp Strmwtr - - 549142 Patton/S'ing Hills Ditch - - 549149 1300 S Royce Storm Improv - - 549152 Laurel Stormwater Improv - - 549157 24th/Jones-Floyd Storm - - 549161 1117 S Paxton Storm Sewer - - 549190 Airport Area Storm Sewer - - 549193 Mid-Morningside Stm Drain - - 569001 Cemeteries Infrsrt Rehab - - 663053 Hoeven Valley Infra Devel - - 663075 Frelon Dr Utility Ext-C80 - - 663122 Floyd Valley Redevelopmt - - 663221 City Wide Housing Rehab - - 719019 Line Drive Extension - - 719026 RR Xing-Leeds/Riverside - - 719027 Bridgeport/Habor Drive - - 719028 Elvt Larsen Park Rd - N - - 719072 Midtown East/West Connect - - 719101 New Paving Program - - 719102 South Lewis Blvd Reconst - - 719121 Annual Resurfacing - - 719122 Burton St./W.14-Military - - 719138 Annual Bridge Repairs - - 719148 Garretson-GlenEllen @Hy20 - - 719163 28th Street Paving - - 719197 Southbridge Development - - 719201 Whispering Creek Area Imp - - 719206 Bridge Deck Improvements - - 719209 Wesley Parkway Reconstruc - - 719317 Buckwalter Street - - 728003 6th/Douglas Libry Lot Rep - - 739020 Ann. Transit Cap.Projects - - 739021 Replc Transit Rollng Stck - - 749084 Annl Airport Capital Prj - - 758201 Skyway Rehab - - 758209 MLK Trans Center Skywalk - - 879020 Leeds/Flyd Corridor Study - - 889008 City Operations Facility - -

TOTAL - -

46 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Unprogrammed 549004 - - - 300,000 549005 - - - 500,000 549006 - - - 325,000 549009 - - - 50,000 549118 - - - 120,000 549127 - - - 450,000 549142 - - - 330,000 549149 - - - 450,000 549152 - - - 900,000 549157 - - - 15,500,000 549161 - - - 135,000 549190 - - - 1,450,000 549193 - - - 980,000 569001 - - - 120,000 663053 - - - 34,813,400 663075 - - - 108,475 663122 - - - 5,000,000 663221 - - - 400,000 719019 - - - 805,000 719026 - - - 1,600,000 719027 - - - 430,000 719028 - - - 700,000 719072 - - - 20,000,000 719101 - - - 620,000 719102 - - - 2,769,000 719121 - - - 3,200,000 719122 - - - 2,648,000 719138 - - - 9,900,000 719148 - - - 6,283,000 719163 - - - 1,400,000 719197 - - - 9,975,000 719201 - - - 12,550,000 719206 - - - 200,000 719209 - - - 800,000 719317 - - - 3,048,000 728003 - - - 300,000 739020 - - - 7,500,000 739021 - - - 2,580,000 749084 - - - 22,910,000 758201 - - - 56,000 758209 - - - 1,300,000 879020 - - - 200,000 889008 - - - 12,500,000

- - - 328,529,583

47 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

Trans In Red Light Enf 159032 SCFR Major Rspns Equipmnt 50,000 48,000

TOTAL 50,000 48,000

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 - - 739021 Replc Transit Rollng Stck 381,000 76,500

TOTAL 381,000 76,500

Transfer In Water Funds 459050 Bacon Crk Park Campground - 45,000 519127 Ann.Emergency WaterMn.Rep 300,000 300,000 519164 Ann.Unspec.Water Dist Sys 65,000 100,000 519217 Radio Reads 250,000 250,000 519247 Source Water Protect Plan 184,250 - 519251 Elv Well Heads on Riverft 50,000 50,000 519254 Annual Hydrant Maintenanc 50,000 50,000 519256 Zenth Chemical Strg Imprv - - 611001 City Share New Developmt 50,000 50,000 663168 Milwaukee RR Shop His Dst 35,000 - 719121 Annual Resurfacing 50,000 50,000 719133 Ann. Infrastructure Recon 1,225,000 2,450,000 879006 GIS Enhancement 30,000 - 889012 Anl Field Serv Fac Maintc 25,000 -

TOTAL 2,314,250 3,345,000

Transfer In Sewer Funds 459050 Bacon Crk Park Campground - 45,000 519217 Radio Reads 250,000 250,000 539102 Annual Manhole Rehab 50,000 50,000 539103 Ann. Unsp Sanitary Sewer 200,000 200,000 539189 Ann. San.Sewer Int. Clean 200,000 200,000 539207 San Swr Pump Stn Improvem 252,000 236,000 539217 Utility Lining Improvemnt 75,000 - 539218 WWTP Biofltr Mdia Replcmn 345,000 - 539219 Perry Crk Lift Stn Genrtr - - 611001 City Share New Developmt 50,000 50,000 663168 Milwaukee RR Shop His Dst 70,000 - 719121 Annual Resurfacing 20,000 20,000 719133 Ann. Infrastructure Recon 945,000 1,890,000 879006 GIS Enhancement 30,000 -

48 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Trans In Red Light Enf 159032 73,000 45,000 100,000 -

73,000 45,000 100,000 -

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

50,000 50,000 50,000 -

Transfer In CMG Replacemt 159018 - 1,000,000 703,458 - 739021 445,500 123,000 103,800 -

445,500 1,123,000 807,258 -

Transfer In Water Funds 459050 - - - - 519127 300,000 300,000 300,000 - 519164 100,000 100,000 100,000 - 519217 250,000 - - - 519247 - - - - 519251 50,000 - - - 519254 50,000 50,000 50,000 - 519256 - 87,000 - - 611001 50,000 50,000 50,000 - 663168 - - - - 719121 50,000 50,000 50,000 - 719133 2,625,000 2,800,000 2,975,000 - 879006 - 30,000 - - 889012 - - - -

3,475,000 3,467,000 3,525,000 -

Transfer In Sewer Funds 459050 - - - - 519217 250,000 - - - 539102 50,000 50,000 50,000 - 539103 200,000 200,000 200,000 - 539189 200,000 200,000 200,000 - 539207 230,000 240,000 185,000 - 539217 - 75,000 - - 539218 - - - - 539219 140,000 - - - 611001 50,000 50,000 50,000 - 663168 - - - - 719121 20,000 20,000 20,000 - 719133 1,875,000 2,160,000 2,295,000 - 879006 - 30,000 - -

49 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

Transfer In Sewer Funds 889012 Anl Field Serv Fac Maintc 25,000 -

TOTAL 2,512,000 2,941,000

Transfer In Storm Water U 539217 Utility Lining Improvemnt 75,000 - 549007 Annl Strmwtr Detentn Mntc 10,000 11,000

TOTAL 85,000 11,000

Transfer In Sales Tax-Fac 159019 Fire Station Repair/Maint 14,000 46,500 195009 Police HQ Reconst/Repair 150,000 - 319008 Skylight Replacement Main - 160,000 459212 Ann. Lewis/Clark Stadium 75,000 25,000 889001 Annual City Building Repr 100,000 180,000 889003 Annual City Roof Mnt/Repl 10,000 90,000

TOTAL 349,000 501,500

Trans In-Sales Tax Infra 195009 Police HQ Reconst/Repair 1,450,000 - 719121 Annual Resurfacing 430,000 1,350,000 719133 Ann. Infrastructure Recon 470,000 940,000 719138 Annual Bridge Repairs 110,000 110,000 719331 Ann.Schools in SC Infrast 200,000 200,000

TOTAL 2,660,000 2,600,000

Trans In CBD TIF 758201 Skyway Rehab 56,000 56,000 889010 Museum Bldg Refurbish 446,500 -

TOTAL 502,500 56,000

Transfer In Donner TIF 519258 Harbor/Lewis Main Upsize 296,100 - 663162 Southbridge Rail 168,272 -

TOTAL 464,372 -

Transfer In Riverboat Rev 139006 Annual Sign/Sigl/Mark Mgt 245,000 245,000 195009 Police HQ Reconst/Repair 200,000 - 349003 Museum Exhibit Tech Repl - 25,000 459005 Ann.Athletic Facility Imp 25,000 25,000 459179 Pool Improvements-Annual 27,000 169,200 663211 Blight Removal 200,000 400,000

TOTAL 697,000 864,200

50 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Transfer In Sewer Funds 889012 - - - -

3,015,000 3,025,000 3,000,000 -

Transfer In Storm Water U 539217 - 75,000 - - 549007 12,000 13,000 14,000 -

12,000 88,000 14,000 -

Transfer In Sales Tax-Fac 159019 52,100 46,400 50,000 - 195009 - - - - 319008 - - - - 459212 50,000 10,000 10,000 - 889001 140,000 140,000 140,000 - 889003 135,000 80,000 180,000 -

377,100 276,400 380,000 -

Trans In-Sales Tax Infra 195009 - - - - 719121 1,350,000 1,350,000 1,350,000 - 719133 940,000 940,000 940,000 - 719138 110,000 110,000 110,000 - 719331 200,000 200,000 200,000 -

2,600,000 2,600,000 2,600,000 -

Trans In CBD TIF 758201 56,000 56,000 56,000 - 889010 - - - -

56,000 56,000 56,000 -

Transfer In Donner TIF 519258 - - - - 663162 - - - -

- - - -

Transfer In Riverboat Rev 139006 245,000 245,000 245,000 - 195009 - - - - 349003 25,000 - - - 459005 25,000 25,000 25,000 - 459179 69,400 75,000 45,000 - 663211 400,000 400,000 400,000 -

764,400 745,000 715,000 -

51 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

Transfer In Airport 749084 Annl Airport Capital Prj 7,000 7,000

TOTAL 7,000 7,000

Donner Abated GO Bonds 519258 Harbor/Lewis Main Upsize - 1,084,246 663162 Southbridge Rail 226,728 - 663191 Sabre Industries Inc 958,000 - 663201 Expedition Business Park - - 719016 Sgt Rd/S.Lkport Intsct Im - - 719197 Southbridge Development - - 719347 Andrews Ave Extended - 800,000

TOTAL 1,184,728 1,884,246

Floyd Valley Abated GO BD 719333 Dace/Cunnghm/Leach Allign 250,000 2,250,000 719338 Floyd/Dace Intersection - -

TOTAL 250,000 2,250,000

General Obligation Bonds 139007 Ann Inter/Traffic Signal 105,000 105,000 139009 City Traffic Control Sys - - 149012 STARCOMM Mtrola Replcment - - 159004 Warning Siren Upgrade - 120,000 159018 Fire Apparatus Replacemnt - - 159020 New Fire Station #2 South - - 159021 Ambulance Chassis Rplcmnt - - 159030 Mobile Response/Reporting - - 159031 Public Safety Generators - 40,000 159032 SCFR Major Rspns Equipmnt - - 173011 Big Sux Infrastrctr Prot - - 173019 Floyd River Channel Imprv 390,500 - 195009 Police HQ Reconst/Repair - - 195015 HTE Field Reprt/Intvw Sys - - 195045 Police/Fire Radio Replcmn - - 319012 Integrated Library System - 100,000 339003 Art Center Capital Prj. - 89,800 339004 Renov.-Food Serv Facility - - 379010 Annual EFAB Remodel&Rpair 25,000 - 459030 Riverside Park Improvemnt - 136,000 459039 Tennis Courts wt SSCS - 20,000 459040 Park Signage - 20,000 459041 Ruth Cone Park - - 459044 I-29 Trail Relocation - 348,160 459046 Legacy Park 80,000 - 459050 Bacon Crk Park Campground - 540,875 459052 Miracle Field 165,000 -

52 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Transfer In Airport 749084 7,000 7,000 7,000 -

7,000 7,000 7,000 -

Donner Abated GO Bonds 519258 - - - - 663162 - - - - 663191 - - - - 663201 - 430,000 350,000 - 719016 305,000 - 2,000,000 - 719197 - - 1,200,000 - 719347 - - 1,200,000 -

305,000 430,000 4,750,000 -

Floyd Valley Abated GO BD 719333 - - - - 719338 1,325,000 - - -

1,325,000 - - -

General Obligation Bonds 139007 205,000 205,000 205,000 - 139009 - 550,000 650,000 - 149012 - - 350,000 - 159004 120,000 - - - 159018 - - 454,542 - 159020 - 70,000 530,000 - 159021 350,000 350,000 350,000 - 159030 - - 75,000 - 159031 - - - - 159032 - - 320,000 - 173011 75,000 75,000 810,000 - 173019 350,000 500,000 2,800,000 - 195009 - - 950,000 - 195015 - 89,995 - - 195045 - - 959,634 - 319012 - - - - 339003 122,000 - - - 339004 - - 60,000 - 379010 - - 100,000 - 459030 209,000 230,000 900,000 - 459039 20,000 - 20,000 - 459040 20,000 20,000 20,000 - 459041 1,000,000 - - - 459044 1,182,000 - - - 459046 - 95,640 80,000 - 459050 246,400 50,000 50,000 - 459052 - - - -

53 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

General Obligation Bonds 459062 Outer Dr/Flyd Blv Trl Cnc 53,000 - 459102 Ann. Long Lines Rec. Cntr 970,000 43,400 459103 Ann. Leisure Opp-Matching - - 459126 War Eagle Pk & Monum Impv - - 459133 Ann.Park Restroom Rpr/Rpl - 80,000 459140 Ann.Park Rd/Lots/Trail Im 115,000 50,000 459149 Sgt Floyd Monumt Area Enh - - 459180 Park Improvements-Annual 20,000 65,000 459212 Ann. Lewis/Clark Stadium 38,938 182,100 459214 New Aquatics Center - - 459302 City Trails 200,000 200,000 549004 Acq of Pumps Strm Dewater - - 569001 Cemeteries Infrsrt Rehab - 50,000 611001 City Share New Developmt 50,000 800,000 663150 Speculative Bldg. Develop - - 663197 Downtown Bldg Redevelpmnt - - 663221 City Wide Housing Rehab - - 663222 Downtown Aesthetic Imprvm - 50,000 663370 Comm & Business Signage - 150,000 719001 Ann CBD Infrstr Improvmnt - 270,000 719011 Annual Median Enhancement - - 719013 Residential In-Fill Progr 100,000 150,000 719015 Reconst. Unspec. Pavement - - 719017 Reconst. Asphalt Streets 88,500 88,500 719018 Downtown - 2way Flow Impr - - 719026 RR Xing-Leeds/Riverside - - 719095 Geneva Street Reconstruct - - 719102 South Lewis Blvd Reconst - - 719121 Annual Resurfacing - 380,000 719130 Annual Railroad Crossings - - 719133 Ann. Infrastructure Recon 860,000 1,720,000 719138 Annual Bridge Repairs 190,000 270,000 719148 Garretson-GlenEllen @Hy20 - - 719159 So St. Aubin Reconstructn - - 719201 Whispering Creek Area Imp 180,000 - 719206 Bridge Deck Improvements 200,000 - 719209 Wesley Parkway Reconstruc - - 719306 Annual Alley Construction - - 719630 F.S. Excavtr/Dozer Replc - 125,000 759005 Annual Sidewalk Program - 50,000 859006 WCICC Info Serv Upgrade 140,000 140,000 859025 Annual Technology Improv. - 25,000 859043 Annual Fiber Optic Improv - 247,000 879001 Sioux City Comp Plan Updt - 300,000 879017 Pierce St Cooridor Plan 175,000 75,000 879018 West 7th Corridor Improvm 200,000 200,000

54 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

General Obligation Bonds 459062 - - - - 459102 46,750 78,000 36,000 - 459103 20,000 20,000 20,000 - 459126 - - 300,000 - 459133 20,000 20,000 20,000 - 459140 20,000 20,000 20,000 - 459149 40,000 - - - 459180 40,000 40,000 40,000 - 459212 93,765 - 500,000 - 459214 100,000 - - - 459302 200,000 200,000 200,000 - 549004 - - 200,000 - 569001 50,000 50,000 50,000 - 611001 50,000 50,000 50,000 - 663150 - 2,250,000 - - 663197 100,000 100,000 100,000 - 663221 100,000 200,000 300,000 - 663222 50,000 50,000 50,000 - 663370 150,000 - - - 719001 270,000 270,000 270,000 - 719011 - 75,000 75,000 - 719013 150,000 150,000 150,000 - 719015 100,000 - 100,000 - 719017 88,500 88,500 88,500 - 719018 1,000,000 - - - 719026 - 400,000 600,000 - 719095 - - 240,000 - 719102 - - 307,000 - 719121 380,000 380,000 380,000 - 719130 75,000 75,000 75,000 - 719133 2,060,000 2,100,000 2,290,000 - 719138 360,000 410,000 360,000 - 719148 - - 275,000 - 719159 - - 650,000 - 719201 - - - - 719206 200,000 - 200,000 - 719209 210,000 710,000 - - 719306 60,000 60,000 60,000 - 719630 125,000 - - - 759005 - 50,000 - - 859006 150,000 130,000 145,000 - 859025 25,000 25,000 25,000 - 859043 286,000 260,000 224,000 - 879001 - - - - 879017 - - - - 879018 200,000 200,000 200,000 -

55 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

General Obligation Bonds 879019 Rside Blv/Mltry Rd Dis Pl - - 879020 Leeds/Flyd Corridor Study - - 889012 Anl Field Serv Fac Maintc - 50,000

TOTAL 4,345,938 7,280,835

Parking Abated GO Bond 728012 Ann.Unspc.Parking Rmp Rep 103,750 203,750

TOTAL 103,750 203,750

Sewer Abated GO Bonds 539143 WWTP Blower Bldg Roof Rpl - - 539198 S Palmetto & Myers Ave - - 539206 Sewer Jet Truck Replacmnt 350,000 -

TOTAL 350,000 -

Spec Asmt Abated GO Bonds 719017 Reconst. Asphalt Streets 88,500 88,500

TOTAL 88,500 88,500

Storm Water Abated GO Bnd 173002 Perry Creek Flood Control - - 549005 Perm SW Pumping Stn Rside - - 549006 Aqc SW Ponding Area South - - 549012 S. Royce/Myers Ave Storm - - 549101 Annual Storm Sewer Unspec 150,000 150,000 549133 Ann Storm Inlet Rebuild 50,000 50,000 549145 D'glas-N Jackson Drainage - 400,000 549157 24th/Jones-Floyd Storm - - 549160 Briar Cliff Drainage Area - 183,750 549190 Airport Area Storm Sewer - - 549193 Mid-Morningside Stm Drain - - 549194 41st West of Hamilton - -

TOTAL 200,000 783,750

CBD Tax Inc Abated GO Bds 459136 Riverfront Rec Upgrades - 250,000 663196 Downtown Bldg Areawy Impv - - 663220 Downtown Bldg Dev 1,000,000 - 719014 Rail X'ing Imp-Downtown - - 879015 Historic Pearl District 150,000 100,000 889010 Museum Bldg Refurbish 143,500 1,500,000

TOTAL 1,293,500 1,850,000

56 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

General Obligation Bonds 879019 200,000 200,000 - - 879020 - - 200,000 - 889012 50,000 70,000 750,000 -

10,969,415 10,967,135 19,234,676 -

Parking Abated GO Bond 728012 203,750 125,000 125,000 -

203,750 125,000 125,000 -

Sewer Abated GO Bonds 539143 - - 158,000 - 539198 175,000 - - - 539206 - - - -

175,000 - 158,000 -

Spec Asmt Abated GO Bonds 719017 88,500 88,500 88,500 -

88,500 88,500 88,500 -

Storm Water Abated GO Bnd 173002 100,000 - - - 549005 300,000 - - - 549006 100,000 - - - 549012 200,000 - - - 549101 150,000 150,000 150,000 - 549133 50,000 50,000 50,000 - 549145 - - - - 549157 - 500,000 4,000,000 - 549160 - - - - 549190 450,000 - - - 549193 - - 20,000 - 549194 150,000 - - -

1,500,000 700,000 4,220,000 -

CBD Tax Inc Abated GO Bds 459136 195,000 - - - 663196 - 586,000 - - 663220 - - - - 719014 300,000 600,000 800,000 - 879015 - - - - 889010 300,000 - - -

795,000 1,186,000 800,000 -

57 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

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

TOTAL - -

Water Abated GO Bonds 519130 Grandview Tank Demolition - - 519132 Booster Station Improvm't - 72,157 519158 Water Tower Maintenance 764,000 1,662,300 519214 ZenithWTP Structural Pres - - 519237 Hwy 75, 1st to 31st St. 225,000 925,000 519238 Airport Water Main Repl. - - 519241 Riv'frnt Col Well Clean'g - 194,670 519248 Wtrn Hills Pressr Zn&Tank - 50,000 519257 Zenith Contct Basn Improv 216,000 - 719630 F.S. Excavtr/Dozer Replc - 125,000

TOTAL 1,205,000 3,029,127

Private Cont. Abated GO 459212 Ann. Lewis/Clark Stadium 200,000 250,000

TOTAL 200,000 250,000

Airport Abated GO Bonds 749084 Annl Airport Capital Prj 450,000 400,000 749086 Undergnd Storg Tank Remed - -

TOTAL 450,000 400,000

Hoeven Abated GO Bonds 549013 Stueben/Floyd Channel - 100,000

TOTAL - 100,000

Sewer IA Revol Loan Procd 539216 Southbridge San Swr Imprv - -

TOTAL - -

Water IA Revol Loan Procd 519136 Alternate Power Src Water - - 519245 Airport NW Wtr Line Conct - - 519249 Water Storage Mixers - 382,851 519252 Southbridge Water Imprvmt - 75,000 519256 Zenth Chemical Strg Imprv - -

TOTAL - 457,851

CC Levy Abated GO Bonds 379010 Annual EFAB Remodel&Rpair - - 379051 Updating Convention Ctr 265,000 -

TOTAL 265,000 -

58 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

Teton Abated GO Bonds 139001 200,000 - - -

200,000 - - -

Water Abated GO Bonds 519130 1,000,000 - - - 519132 444,650 - - - 519158 675,896 - - - 519214 355,402 - - - 519237 925,000 925,000 - - 519238 320,000 800,000 480,000 - 519241 206,000 - - - 519248 704,288 - - - 519257 - - - - 719630 - - - -

4,631,236 1,725,000 480,000 -

Private Cont. Abated GO 459212 573,735 176,265 - -

573,735 176,265 - -

Airport Abated GO Bonds 749084 800,000 1,100,000 1,100,000 - 749086 670,000 - - -

1,470,000 1,100,000 1,100,000 -

Hoeven Abated GO Bonds 549013 1,100,000 - - -

1,100,000 - - -

Sewer IA Revol Loan Procd 539216 5,800,000 - - -

5,800,000 - - -

Water IA Revol Loan Procd 519136 - 557,000 - - 519245 1,858,500 - - - 519249 382,851 - - - 519252 2,236,300 - 5,078,000 - 519256 - 166,000 888,000 -

4,477,651 723,000 5,966,000 -

CC Levy Abated GO Bonds 379010 400,000 40,000 110,000 - 379051 - - - -

400,000 40,000 110,000 -

59 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2015 Revenue Source Number Project Description Approved FY 2016

IDOT LOAN 719213 I-29 Recontr Master prj 9,598,303 - 719232 Zenith Boulevard Reconstr 6,029,978 -

TOTAL 15,628,281 -

Project Balance 459041 Ruth Cone Park - 800,000 663191 Sabre Industries Inc (958,000) -

TOTAL (958,000) 800,000

GRAND TOTAL 45,113,919 42,393,599

60 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Revenue Source Number FY 2017 FY 2018 FY 2019 Beyond 2019

IDOT LOAN 719213 - - - - 719232 - - - -

- - - -

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

1,500,000 - - -

62,509,787 40,398,300 60,547,634 328,529,583

61 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

Administrative Services 519217 Radio Reads 500,000 500,000 728001 Rivers Landing Ramp Repai 160,000 - 728002 Discovery Ramp Repairs 75,000 - 728003 6th/Douglas Libry Lot Rep - - 728012 Ann.Unspc.Parking Rmp Rep 50,000 103,750 758201 Skyway Rehab 87,000 56,000 758209 MLK Trans Center Skywalk - - 889001 Annual City Building Repr 140,000 100,000 889003 Annual City Roof Mnt/Repl 60,000 10,000 889010 Museum Bldg Refurbish 450,000 590,000

TOTAL 1,522,000 1,359,750

Airport 749084 Annl Airport Capital Prj 2,120,186 3,085,000 749086 Undergnd Storg Tank Remed - -

TOTAL 2,120,186 3,085,000

Art Center 339003 Art Center Capital Prj. 54,200 - 339004 Renov.-Food Serv Facility - -

TOTAL 54,200 -

Community Development 549003 Spaulding Storm Water Imp 10,000 - 611001 City Share New Developmt - 150,000 663053 Hoeven Valley Infra Devel - - 663148 Jones St Dev/Op Acquisitn 27,000 - 663211 Blight Removal 400,000 200,000 663221 City Wide Housing Rehab - - 663222 Downtown Aesthetic Imprvm - - 719013 Residential In-Fill Progr 150,000 100,000 719014 Rail X'ing Imp-Downtown - - 719026 RR Xing-Leeds/Riverside - - 719032 Sioux City Rail Study 310,000 - 719130 Annual Railroad Crossings 75,000 - 719201 Whispering Creek Area Imp - 180,000 719210 Jones St Public Imp 125,000 125,000 719229 Rose Hill Public Improvmn 150,000 150,000 879001 Sioux City Comp Plan Updt - - 879015 Historic Pearl District 250,000 150,000 879016 Yards Streetscaping 100,000 - 879017 Pierce St Cooridor Plan 100,000 175,000 879018 West 7th Corridor Improvm 100,000 200,000 879019 Rside Blv/Mltry Rd Dis Pl - -

62 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

Radio Reads 500,000 500,000 - - - Rivers Landing Ramp Repai - - - - - Discovery Ramp Repairs - - - - - 6th/Douglas Libry Lot Rep - - - - 300,000 Ann.Unspc.Parking Rmp Rep 203,750 203,750 125,000 125,000 - Skyway Rehab 56,000 56,000 56,000 56,000 56,000 MLK Trans Center Skywalk - - - - 1,300,000 Annual City Building Repr 180,000 140,000 140,000 140,000 - Annual City Roof Mnt/Repl 90,000 135,000 80,000 180,000 - Museum Bldg Refurbish 1,500,000 300,000 - - -

TOTAL 2,529,750 1,334,750 401,000 501,000 1,656,000

Annl Airport Capital Prj 8,085,000 6,585,000 9,585,000 9,585,000 22,910,000 Undergnd Storg Tank Remed - 1,470,000 - - -

TOTAL 8,085,000 8,055,000 9,585,000 9,585,000 22,910,000

Art Center Capital Prj. 89,800 122,000 - - - Renov.-Food Serv Facility - - - 60,000 -

TOTAL 89,800 122,000 - 60,000 -

Spaulding Storm Water Imp - - - - 1,450,000 City Share New Developmt 900,000 150,000 150,000 150,000 - Hoeven Valley Infra Devel - - - - 34,813,400 Jones St Dev/Op Acquisitn 25,000 75,000 75,000 75,000 - Blight Removal 400,000 400,000 400,000 400,000 - City Wide Housing Rehab - 100,000 200,000 300,000 400,000 Downtown Aesthetic Imprvm 50,000 50,000 50,000 50,000 - Residential In-Fill Progr 150,000 150,000 150,000 150,000 - Rail X'ing Imp-Downtown - 300,000 600,000 800,000 - RR Xing-Leeds/Riverside - - 400,000 600,000 1,600,000 Sioux City Rail Study - - - - - Annual Railroad Crossings - 75,000 75,000 75,000 - Whispering Creek Area Imp - - - - 12,550,000 Jones St Public Imp 125,000 125,000 125,000 125,000 - Rose Hill Public Improvmn 150,000 150,000 150,000 150,000 - Sioux City Comp Plan Updt 300,000 - - - - Historic Pearl District 100,000 - - - - Yards Streetscaping - - - - - Pierce St Cooridor Plan 75,000 - - - - West 7th Corridor Improvm 200,000 200,000 200,000 200,000 - Rside Blv/Mltry Rd Dis Pl - 200,000 200,000 - -

63 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

Community Development 879020 Leeds/Flyd Corridor Study - -

TOTAL 1,797,000 1,430,000

Economic Development 139001 Outer Dr Dev Traffic Ligh - - 663122 Floyd Valley Redevelopmt - - 663131 Badgerow Building Redevel 1,200,000 - 663150 Speculative Bldg. Develop - - 663162 Southbridge Rail 4,000,000 395,000 663164 Southbridge Tech Studies 80,000 - 663187 I-29 Yards Business Park - - 663191 Sabre Industries Inc - - 663196 Downtown Bldg Areawy Impv - - 663197 Downtown Bldg Redevelpmnt - - 663198 Outer Drive Flyd Blvd Dev 542,846 - 663201 Expedition Business Park 100,000 - 663220 Downtown Bldg Dev - 1,000,000 663366 Bridgeport Infra New Dev 3,090,000 - 663370 Comm & Business Signage 100,000 - 719027 Bridgeport/Habor Drive - - 719030 Lafayette St So Developmt 180,000 - 719197 Southbridge Development - -

TOTAL 9,292,846 1,395,000

EFAB 379010 Annual EFAB Remodel&Rpair 197,000 25,000 379013 Ann Tyson E C Rpr/Eq Repl 220,000 187,000 379051 Updating Convention Ctr 401,125 265,000

TOTAL 818,125 477,000

Finance 663300 Downtown Development 25,000,000 - 859025 Annual Technology Improv. 25,000 -

TOTAL 25,025,000 -

Fire 159017 Hydrant Markers 20,000 - 159018 Fire Apparatus Replacemnt - - 159019 Fire Station Repair/Maint 42,000 14,000 159020 New Fire Station #2 South - - 159021 Ambulance Chassis Rplcmnt 240,000 - 159030 Mobile Response/Reporting 50,000 - 159031 Public Safety Generators - - 159032 SCFR Major Rspns Equipmnt - 50,000

TOTAL 352,000 64,000

64 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

Leeds/Flyd Corridor Study - - - 200,000 200,000

TOTAL 2,475,000 1,975,000 2,775,000 3,275,000 51,013,400

Outer Dr Dev Traffic Ligh - 200,000 - - - Floyd Valley Redevelopmt - - - - 5,000,000 Badgerow Building Redevel - - - - - Speculative Bldg. Develop - - 2,250,000 - - Southbridge Rail - - - - - Southbridge Tech Studies - - - - - I-29 Yards Business Park - - - - - Sabre Industries Inc - - - - - Downtown Bldg Areawy Impv - - 586,000 - - Downtown Bldg Redevelpmnt - 100,000 100,000 100,000 - Outer Drive Flyd Blvd Dev - - - - - Expedition Business Park - - 430,000 350,000 - Downtown Bldg Dev - - - - - Bridgeport Infra New Dev - - - - - Comm & Business Signage 150,000 150,000 - - - Bridgeport/Habor Drive - - - - 430,000 Lafayette St So Developmt - - - - - Southbridge Development - - - 1,200,000 9,975,000

TOTAL 150,000 450,000 3,366,000 1,650,000 15,405,000

Annual EFAB Remodel&Rpair - 400,000 40,000 210,000 - Ann Tyson E C Rpr/Eq Repl 297,000 200,000 300,000 - 3,000,000 Updating Convention Ctr - - - - 941,557

TOTAL 297,000 600,000 340,000 210,000 3,941,557

Downtown Development - - - - - Annual Technology Improv. 25,000 25,000 25,000 25,000 -

TOTAL 25,000 25,000 25,000 25,000 -

Hydrant Markers - - - - - Fire Apparatus Replacemnt - - 1,000,000 1,158,000 4,070,000 Fire Station Repair/Maint 46,500 52,100 46,400 50,000 - New Fire Station #2 South - - 70,000 530,000 - Ambulance Chassis Rplcmnt - 350,000 350,000 350,000 - Mobile Response/Reporting - - - 75,000 - Public Safety Generators 40,000 - - - - SCFR Major Rspns Equipmnt 48,000 73,000 45,000 420,000 50,000

TOTAL 134,500 475,100 1,511,400 2,583,000 4,120,000

65 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

Library 319007 Replace M'side Library - - 319008 Skylight Replacement Main - - 319012 Integrated Library System - -

TOTAL - -

Museum 349003 Museum Exhibit Tech Repl - -

TOTAL - -

Parks and Recreation 459005 Ann.Athletic Facility Imp 25,000 25,000 459026 Ballfield Relocation - - 459030 Riverside Park Improvemnt 320,000 - 459034 Prairie Corridor 50,000 - 459039 Tennis Courts wt SSCS - - 459040 Park Signage 40,000 - 459041 Ruth Cone Park - - 459044 I-29 Trail Relocation - - 459045 Skate Park 100,000 - 459046 Legacy Park 40,425 80,000 459050 Bacon Crk Park Campground 50,000 - 459052 Miracle Field - 165,000 459062 Outer Dr/Flyd Blv Trl Cnc - 263,000 459102 Ann. Long Lines Rec. Cntr 46,000 970,000 459103 Ann. Leisure Opp-Matching - - 459126 War Eagle Pk & Monum Impv - - 459133 Ann.Park Restroom Rpr/Rpl 20,000 - 459136 Riverfront Rec Upgrades 55,000 - 459140 Ann.Park Rd/Lots/Trail Im 60,000 115,000 459149 Sgt Floyd Monumt Area Enh - - 459179 Pool Improvements-Annual 183,800 27,000 459180 Park Improvements-Annual 50,000 20,000 459212 Ann. Lewis/Clark Stadium 40,000 313,938 459214 New Aquatics Center - - 459302 City Trails - 400,000

TOTAL 1,080,225 2,378,938

Police 195009 Police HQ Reconst/Repair 232,000 1,800,000 195015 HTE Field Reprt/Intvw Sys - - 195037 Animal Control Remodel - - 195042 Mobile Command Vehicle - - 195045 Police/Fire Radio Replcmn - -

TOTAL 232,000 1,800,000

66 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

Replace M'side Library - - - - 6,750,000 Skylight Replacement Main 175,000 - - - - Integrated Library System 100,000 - - - -

TOTAL 275,000 - - - 6,750,000

Museum Exhibit Tech Repl 25,000 25,000 - - -

TOTAL 25,000 25,000 - - -

Ann.Athletic Facility Imp 25,000 25,000 25,000 25,000 - Ballfield Relocation - - - - 1,963,000 Riverside Park Improvemnt 136,000 209,000 230,000 1,200,000 1,000,000 Prairie Corridor - - - - 100,000 Tennis Courts wt SSCS 20,000 20,000 - 20,000 1,140,000 Park Signage 20,000 20,000 20,000 20,000 20,000 Ruth Cone Park 800,000 6,000,000 - - - I-29 Trail Relocation 1,600,000 2,300,000 - - - Skate Park - - - - - Legacy Park - - 95,640 80,000 250,000 Bacon Crk Park Campground 630,875 246,400 50,000 50,000 - Miracle Field - - - - - Outer Dr/Flyd Blv Trl Cnc - - - - - Ann. Long Lines Rec. Cntr 43,400 46,750 78,000 36,000 - Ann. Leisure Opp-Matching - 20,000 20,000 20,000 - War Eagle Pk & Monum Impv - - - 300,000 - Ann.Park Restroom Rpr/Rpl 80,000 20,000 20,000 20,000 - Riverfront Rec Upgrades 250,000 195,000 - - 300,000 Ann.Park Rd/Lots/Trail Im 50,000 20,000 20,000 20,000 - Sgt Floyd Monumt Area Enh - 40,000 - - - Pool Improvements-Annual 169,200 69,400 75,000 45,000 - Park Improvements-Annual 65,000 40,000 40,000 40,000 - Ann. Lewis/Clark Stadium 457,100 717,500 686,265 510,000 - New Aquatics Center - 100,000 - - 4,900,000 City Trails 400,000 400,000 400,000 400,000 -

TOTAL 4,746,575 10,489,050 1,759,905 2,786,000 9,673,000

Police HQ Reconst/Repair - - - 950,000 - HTE Field Reprt/Intvw Sys - - 89,995 - - Animal Control Remodel - - - - 250,000 Mobile Command Vehicle - - - - 350,000 Police/Fire Radio Replcmn - - - 959,634 -

TOTAL - - 89,995 1,909,634 600,000

67 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

Public Works 138002 Ann St. Light Repair/Mnts 50,000 50,000 138005 Improved Street Lighting 175,000 - 139006 Annual Sign/Sigl/Mark Mgt 245,000 245,000 139007 Ann Inter/Traffic Signal 205,000 105,000 139009 City Traffic Control Sys 584,000 - 173002 Perry Creek Flood Control 100,000 - 173010 Big Sux River Bank Protec - - 173011 Big Sux Infrastrctr Prot 75,000 - 173015 Elv Flood Platform Hamilt - - 173016 Elv Flood Platform Wel Ct - - 173019 Floyd River Channel Imprv - 1,050,000 519103 Well Replacement Prgm - - 519123 Hwy 75 Loop/Gordon-75 No. - - 519127 Ann.Emergency WaterMn.Rep 300,000 300,000 519130 Grandview Tank Demolition - - 519131 Ultravlt Disinft Potable 1,000,000 - 519132 Booster Station Improvm't 136,178 - 519136 Alternate Power Src Water - - 519138 Water Trtmnt Capcty Expns - - 519158 Water Tower Maintenance - 764,000 519164 Ann.Unspec.Water Dist Sys 100,000 65,000 519212 Correctionville Rd Wtrmn - - 519214 ZenithWTP Structural Pres - - 519237 Hwy 75, 1st to 31st St. - 225,000 519238 Airport Water Main Repl. - - 519241 Riv'frnt Col Well Clean'g - - 519245 Airport NW Wtr Line Conct - - 519246 S.Lewis-LincolnWy WtrMain - - 519247 Source Water Protect Plan 184,250 184,250 519248 Wtrn Hills Pressr Zn&Tank - - 519249 Water Storage Mixers - - 519250 Elv Access To R'side Well - - 519251 Elv Well Heads on Riverft 50,000 50,000 519252 Southbridge Water Imprvmt - - 519253 Wtr Mn N Hills Indian Hls 1,268,000 - 519254 Annual Hydrant Maintenanc - 50,000 519256 Zenth Chemical Strg Imprv - - 519257 Zenith Contct Basn Improv - 216,000 519258 Harbor/Lewis Main Upsize - 758,100 529002 Landfill New/Eval & Acq - - 539002 Bacon Crk Chan Recon Sewr - - 539003 Relocate SanSwr Bacon Crk - - 539004 I-29 Sewer Relocate Yards - - 539102 Annual Manhole Rehab 50,000 50,000 539103 Ann. Unsp Sanitary Sewer 150,000 200,000 539117 WWTP Asset Renewal 900,000 -

68 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

Ann St. Light Repair/Mnts 50,000 50,000 50,000 50,000 510,000 Improved Street Lighting - - - - 1,226,000 Annual Sign/Sigl/Mark Mgt 245,000 245,000 245,000 245,000 - Ann Inter/Traffic Signal 105,000 205,000 205,000 205,000 2,125,000 City Traffic Control Sys - - 550,000 650,000 1,025,000 Perry Creek Flood Control - 100,000 - - 1,930,000 Big Sux River Bank Protec - - - - 725,000 Big Sux Infrastrctr Prot - 75,000 75,000 810,000 - Elv Flood Platform Hamilt - - - - 1,050,000 Elv Flood Platform Wel Ct - - - - 600,000 Floyd River Channel Imprv - 350,000 500,000 2,800,000 7,000,000 Well Replacement Prgm - - - - 5,776,600 Hwy 75 Loop/Gordon-75 No. - - - - 2,600,000 Ann.Emergency WaterMn.Rep 300,000 300,000 300,000 300,000 - Grandview Tank Demolition - 1,000,000 - - 7,366,000 Ultravlt Disinft Potable - - - - - Booster Station Improvm't 72,157 444,650 - - 7,716,451 Alternate Power Src Water - - 557,000 - 1,760,000 Water Trtmnt Capcty Expns - - - - 17,241,900 Water Tower Maintenance 1,662,300 675,896 - - 1,500,000 Ann.Unspec.Water Dist Sys 100,000 100,000 100,000 100,000 - Correctionville Rd Wtrmn - - - - 4,680,000 ZenithWTP Structural Pres - 355,402 - - - Hwy 75, 1st to 31st St. 925,000 925,000 925,000 - - Airport Water Main Repl. - 320,000 800,000 480,000 1,040,000 Riv'frnt Col Well Clean'g 194,670 206,000 - - - Airport NW Wtr Line Conct - 1,858,500 - - - S.Lewis-LincolnWy WtrMain - - - - 4,310,000 Source Water Protect Plan - - - - - Wtrn Hills Pressr Zn&Tank 50,000 704,288 - - 1,000,000 Water Storage Mixers 382,851 382,851 - - 941,700 Elv Access To R'side Well - - - - 400,000 Elv Well Heads on Riverft 50,000 50,000 - - - Southbridge Water Imprvmt 75,000 2,236,300 - 5,078,000 4,399,500 Wtr Mn N Hills Indian Hls - - - - - Annual Hydrant Maintenanc 50,000 50,000 50,000 50,000 - Zenth Chemical Strg Imprv - - 253,000 888,000 - Zenith Contct Basn Improv - - - - - Harbor/Lewis Main Upsize 1,084,246 - - - - Landfill New/Eval & Acq - - - - 3,000,000 Bacon Crk Chan Recon Sewr - - - - 7,458,000 Relocate SanSwr Bacon Crk - - - - 18,000,000 I-29 Sewer Relocate Yards - - - - - Annual Manhole Rehab 50,000 50,000 50,000 50,000 - Ann. Unsp Sanitary Sewer 200,000 200,000 200,000 200,000 - WWTP Asset Renewal - - - - 4,000,000

69 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

Public Works 539143 WWTP Blower Bldg Roof Rpl 110,000 - 539153 Hamilton Blvd San Sewer - - 539189 Ann. San.Sewer Int. Clean 100,000 200,000 539198 S Palmetto & Myers Ave - - 539206 Sewer Jet Truck Replacmnt - 350,000 539207 San Swr Pump Stn Improvem 255,000 252,000 539214 28th St San Sewer @ Hwy75 - - 539215 W8th/Wsly/W14/Slvr Intrcp 610,000 - 539216 Southbridge San Swr Imprv - - 539217 Utility Lining Improvemnt - 150,000 539218 WWTP Biofltr Mdia Replcmn - 345,000 539219 Perry Crk Lift Stn Genrtr - - 549002 Southbridge Drainage Dtch - - 549004 Acq of Pumps Strm Dewater - - 549005 Perm SW Pumping Stn Rside - - 549006 Aqc SW Ponding Area South - - 549007 Annl Strmwtr Detentn Mntc - 10,000 549007 Annl Strmwtr Detentn Mntc 60,000 - 549009 Flap Gate Bacon Creek - - 549012 S. Royce/Myers Ave Storm - - 549013 Stueben/Floyd Channel - - 549101 Annual Storm Sewer Unspec - 150,000 549101 Annual Storm Sewer Unspec 150,000 - 549118 1814 S Clinton Strm Sewer - - 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 - - 549149 1300 S Royce Storm Improv - - 549152 Laurel Stormwater Improv - - 549154 Harrison St Storm Sewer 90,000 - 549156 Bacon Ck Box Culvert 470,000 - 549157 24th/Jones-Floyd Storm - - 549160 Briar Cliff Drainage Area - - 549161 1117 S Paxton Storm Sewer - - 549190 Airport Area Storm Sewer - - 549193 Mid-Morningside Stm Drain - - 549194 41st West of Hamilton - - 569001 Cemeteries Infrsrt Rehab 50,000 - 663075 Frelon Dr Utility Ext-C80 - - 663168 Milwaukee RR Shop His Dst - 105,000 719001 Ann CBD Infrstr Improvmnt 270,000 - 719011 Annual Median Enhancement - - 719015 Reconst. Unspec. Pavement 50,000 - 719016 Sgt Rd/S.Lkport Intsct Im - - 719017 Reconst. Asphalt Streets - 177,000

70 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

WWTP Blower Bldg Roof Rpl - - - 158,000 - Hamilton Blvd San Sewer - - - - 2,000,000 Ann. San.Sewer Int. Clean 200,000 200,000 200,000 200,000 - S Palmetto & Myers Ave - 175,000 - - - Sewer Jet Truck Replacmnt - - - - - San Swr Pump Stn Improvem 236,000 230,000 240,000 185,000 - 28th St San Sewer @ Hwy75 - - - - 603,000 W8th/Wsly/W14/Slvr Intrcp - - - - - Southbridge San Swr Imprv - 5,800,000 - - - Utility Lining Improvemnt - - 150,000 - - WWTP Biofltr Mdia Replcmn - - - - 360,000 Perry Crk Lift Stn Genrtr - 140,000 - - - Southbridge Drainage Dtch - - - - 3,400,000 Acq of Pumps Strm Dewater - - - 200,000 300,000 Perm SW Pumping Stn Rside - 300,000 - - 500,000 Aqc SW Ponding Area South - 100,000 - - 325,000 Annl Strmwtr Detentn Mntc 11,000 12,000 13,000 14,000 - Annl Strmwtr Detentn Mntc - - - - - Flap Gate Bacon Creek - - - - 50,000 S. Royce/Myers Ave Storm - 200,000 - - - Stueben/Floyd Channel 100,000 1,100,000 - - - Annual Storm Sewer Unspec 150,000 150,000 150,000 150,000 - Annual Storm Sewer Unspec - - - - - 1814 S Clinton Strm Sewer - - - - 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 - - - - 1300 S Royce Storm Improv - - - - 450,000 Laurel Stormwater Improv - - - - 900,000 Harrison St Storm Sewer - - - - - Bacon Ck Box Culvert - - - - - 24th/Jones-Floyd Storm - - 500,000 4,000,000 15,500,000 Briar Cliff Drainage Area 183,750 - - - - 1117 S Paxton Storm Sewer - - - - 135,000 Airport Area Storm Sewer - 450,000 - - 1,450,000 Mid-Morningside Stm Drain - - - 20,000 980,000 41st West of Hamilton - 150,000 - - - Cemeteries Infrsrt Rehab 50,000 50,000 50,000 50,000 120,000 Frelon Dr Utility Ext-C80 - - - - 108,475 Milwaukee RR Shop His Dst - - - - - Ann CBD Infrstr Improvmnt 270,000 270,000 270,000 270,000 - Annual Median Enhancement - - 75,000 75,000 - Reconst. Unspec. Pavement - 100,000 - 100,000 - Sgt Rd/S.Lkport Intsct Im - 805,000 - 2,000,000 - Reconst. Asphalt Streets 177,000 177,000 177,000 177,000 -

71 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

Public Works 719018 Downtown - 2way Flow Impr - - 719019 Line Drive Extension - - 719028 Elvt Larsen Park Rd - N - - 719072 Midtown East/West Connect - - 719095 Geneva Street Reconstruct - - 719101 New Paving Program - - 719102 South Lewis Blvd Reconst - - 719121 Annual Resurfacing 1,800,000 500,000 719122 Burton St./W.14-Military - - 719133 Ann. Infrastructure Recon 7,000,000 3,500,000 719138 Annual Bridge Repairs 1,300,000 1,300,000 719148 Garretson-GlenEllen @Hy20 - - 719159 So St. Aubin Reconstructn - - 719163 28th Street Paving - - 719194 Reconst 19th/Hamlton Intr 300,000 - 719206 Bridge Deck Improvements - 200,000 719209 Wesley Parkway Reconstruc - - 719213 I-29 Recontr Master prj 4,329,891 9,598,303 719232 Zenith Boulevard Reconstr - 7,629,978 719306 Annual Alley Construction 60,000 - 719317 Buckwalter Street - - 719331 Ann.Schools in SC Infrast 200,000 200,000 719333 Dace/Cunnghm/Leach Allign - 250,000 719338 Floyd/Dace Intersection - - 719343 225th Paving-Southbridge 2,185,059 - 719347 Andrews Ave Extended - - 719630 F.S. Excavtr/Dozer Replc - - 759005 Annual Sidewalk Program 50,000 - 879006 GIS Enhancement - 60,000 889008 City Operations Facility - - 889012 Anl Field Serv Fac Maintc 30,000 50,000

TOTAL 25,092,378 29,389,631

Transit 739020 Ann. Transit Cap.Projects 1,636,000 849,600 739021 Replc Transit Rollng Stck 4,197,000 2,540,000

TOTAL 5,833,000 3,389,600

WCICC - Comm Center 149005 Alarm Monitoring System 24,000 - 149009 Emrgncy Notif&Recall Syst - - 149012 STARCOMM Mtrola Replcment - - 159004 Warning Siren Upgrade - - 859043 Annual Fiber Optic Improv - -

TOTAL 24,000 -

72 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

Downtown - 2way Flow Impr - 1,000,000 - - - Line Drive Extension - - - - 805,000 Elvt Larsen Park Rd - N - - - - 700,000 Midtown East/West Connect - - - - 20,000,000 Geneva Street Reconstruct - - - 240,000 - New Paving Program - - - - 620,000 South Lewis Blvd Reconst - - - 307,000 2,769,000 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 Ann. Infrastructure Recon 7,000,000 7,500,000 8,000,000 8,500,000 - Annual Bridge Repairs 1,380,000 1,470,000 1,520,000 1,470,000 9,900,000 Garretson-GlenEllen @Hy20 - - - 275,000 6,283,000 So St. Aubin Reconstructn - - - 650,000 - 28th Street Paving - - - - 1,400,000 Reconst 19th/Hamlton Intr - - - - - Bridge Deck Improvements - 200,000 - 200,000 200,000 Wesley Parkway Reconstruc - 210,000 710,000 - 800,000 I-29 Recontr Master prj - - - - - Zenith Boulevard Reconstr - - - - - Annual Alley Construction - 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 2,250,000 - - - - Floyd/Dace Intersection - 1,325,000 - - - 225th Paving-Southbridge - - - - - Andrews Ave Extended 2,000,000 - - 2,400,000 - F.S. Excavtr/Dozer Replc 250,000 125,000 - - - Annual Sidewalk Program 50,000 - 50,000 - - GIS Enhancement - - 60,000 - - City Operations Facility - - - - 12,500,000 Anl Field Serv Fac Maintc 50,000 50,000 70,000 750,000 -

TOTAL 22,403,974 35,282,887 19,205,000 36,407,000 202,335,626

Ann. Transit Cap.Projects - - - - 7,500,000 Replc Transit Rollng Stck 510,000 2,970,000 820,000 692,000 2,580,000

TOTAL 510,000 2,970,000 820,000 692,000 10,080,000

Alarm Monitoring System - - - - - Emrgncy Notif&Recall Syst - - - - 45,000 STARCOMM Mtrola Replcment - - - 350,000 - Warning Siren Upgrade 120,000 120,000 - - - Annual Fiber Optic Improv 247,000 286,000 260,000 224,000 -

TOTAL 367,000 406,000 260,000 574,000 45,000

73 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project FY 2014 FY 2015 Department Number Project Description Approved Approved

WCICC - IT 859006 WCICC Info Serv Upgrade 425,000 345,000

TOTAL 425,000 345,000

GRAND TOTAL 73,667,960 45,113,919

74 City of Sioux City, Iowa FY 2015 - 2019 Capital Improvement Program Approved

Project Description FY 2016 FY 2017 FY 2018 FY 2019 Beyond 2019

WCICC Info Serv Upgrade 280,000 300,000 260,000 290,000 -

TOTAL 280,000 300,000 260,000 290,000 -

GRAND TOTAL 42,393,599 62,509,787 40,398,300 60,547,634 328,529,583

75 ECONOMIC INDICATORS FY 2013-2014

Tax Rate City Taxable Value** $s per Thousand Council Bluffs $2,382,385,522 17.750000 Waterloo $2,343,242,271 17.493190 Iowa City $3,020,306,824 16.805220 Des Moines $6,595,509,088 16.920010 Davenport $4,012,995,573 16.780000 SIOUX CITY $2,274,551,959 16.247910 Cedar Rapids $5,753,190,892 15.216210 Dubuque $2,171,073,899 11.025860 Ames $2,325,969,651 10.857790

** Does not include TIF Values Taxable Value City Population per Capita Taxes per Capita Iowa City 67,862 $44,507 $748 Cedar Rapids 126,326 $45,542 $693 Council Bluffs 62,230 $38,284 $680 Davenport 99,685 $40,257 $676 Waterloo 68,406 $34,255 $599 Des Moines 203,433 $32,421 $549 SIOUX CITY 82,684 $27,509 $447 Ames 58,965 $39,447 $428 Dubuque 57,637 $37,668 $415

City Sq Miles Taxes per Sq Mile Iowa City 25 2,030,277 Des Moines 82 1,360,928 Cedar Rapids 72 1,214,677 Ames 24 1,052,287 Davenport 65 1,037,566 Council Bluffs 43 983,427 Dubuque 31 772,192 Waterloo 63 650,647 SIOUX CITY 59 626,385

% of Debt % of Debt Debt Capacity City Capacity Used Capacity Unused Debt Limit in Use Dubuque 80.10% 19.90% $177,667,991 $142,315,881 Davenport 77.38% 22.62% $303,752,150 $235,046,500 Cedar Rapids 74.46% 25.54% $453,233,516 $337,485,000 Des Moines 65.80% 34.20% $541,844,172 $356,554,826 SIOUX CITY 61.46% 38.54% $192,613,415 $118,379,958 Waterloo 49.44% 50.56% $186,908,273 $92,404,312 Council Bluffs 31.86% 68.14% $217,631,083 $69,326,846 Ames 26.20% 73.80% $172,669,198 $45,240,000 Iowa City 25.37% 74.63% $230,776,000 $58,550,000

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

City Water Tax Sewer Solid Waste Storm Sewer Total Davenport $42.45 $2.97 $34.95 $13.90 $7.05 $101.32 Dubuque $26.34 $1.49 $39.89 $22.00 $5.60 $95.32 Des Moines $28.92 $1.74 $33.42 $13.00 $8.34 $85.42 Iowa City $27.34 $1.64 $36.08 $15.50 $3.00 $83.56 SIOUX CITY $29.40 $2.06 $34.54 $14.90 $1.87 $82.77 Ames $31.12 $2.18 $28.72 $16.10 $3.45 $81.57 Cedar Rapids $26.48 $1.85 $21.51 $18.51 $4.78 $73.13 Council Bluffs $27.62 $1.93 $23.70 $16.00 $0.00 $69.25

Utility Charges TotalComparison of Monthly Utility Charges Davpt $101.32 $110.00Dub $95.32 $100.00D.M. $85.42 $90.00Ia.C. $83.56 S.C. $82.77 $80.00 Ames $81.57 $70.00C.R. $73.13 $60.00C.B. $69.25 $50.00 $40.00

Cost per Month $30.00 $20.00 $10.00 $0.00 Davpt Dub D.M. Ia.C. S.C. Ames C.R. C.B.

Cities are shown in order of charges for utility 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 2013 rates.

77 FUND ANALYSIS - AIRPORT FUND

2011-12 2012-13 2013-14 Actual Actual Budget Revenues Parking Revenues $ 206,393 $ 195,839 $ 215,365 Landing Fees 30,451 1,537 47,000 Fuel Flowage 57,279 57,710 60,000 Air Guard 33,000 33,000 33,000 Rentals and Leases 1,097,520 831,920 981,640 Concessions & Commissions 231,522 174,294 197,500 Crop Income 286,018 225,859 364,210 Interest 3,785 1,164 - Miscellaneous 25,032 17,479 18,490 Grants 132,547 84,288 114,719 Transfers In 900,001 958,553 514,751 Total Revenues 3,003,548 2,581,643 2,546,675

Expenditures Administration 357,017 386,860 442,730 Landing Field 845,651 803,534 977,547 Hangar Area 67,451 74,978 12,122 Terminal Building 490,469 391,394 420,741 Residential Properties 189,039 245,010 245,799 Commercial Properties 42,080 27,270 8,447 Parking 115,361 123,941 140,308 Restaurant 75,731 61,638 79,900 Transfer Out to Airport Capital 683,710 335,737 397,086 Total Expenditures 2,866,509 2,450,362 2,724,680

Net of Revenues over Expenditures 137,039 131,281 (178,005)

Debt Service Debt Service 330,890 335,237 335,922 Transfer In from PFC (113,052) (94,247) (54,132) Proposed Additional Debt Service - - - Total Debt Service 217,838 240,990 281,790

Increase (Decrease) in Cash Balance (80,799) (109,709) (459,795)

Beginning Cash Balance 945,366 864,567 754,858

Ending Cash Balance $ 864,567 $ 754,858 $ 295,063

78 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Estimated Budget Projected Projected Projected Projected

$ 190,969 $ 205,000 $ 205,000 $ 205,000 $ 205,000 $ 205,000 - 2,400 - - - 0 60,000 64,272 60,000 60,000 60,000 60,000 33,000 33,000 33,000 33,000 33,000 33,000 925,173 970,654 970,654 970,654 970,654 970,654 194,984 200,672 200,672 200,672 200,672 200,672 294,075 319,890 319,890 319,890 319,890 319,890 2,867 - - - - - 28,529 15,300 7,855 7,855 7,855 7,855 111,958 28,000 28,000 - - - 1,536,471 517,077 - - - - 3,378,025 2,356,265 1,825,071 1,797,071 1,797,071 1,797,071

430,065 291,143 302,789 314,900 327,496 340,596 986,306 989,416 1,028,993 1,070,152 1,112,958 1,157,477 56,487 54,947 57,145 59,431 61,808 64,280 371,738 391,287 406,938 423,216 440,145 457,750 245,038 248,505 258,445 268,783 279,534 290,716 7,911 29,915 31,112 32,356 33,650 34,996 122,098 135,998 141,438 147,095 152,979 159,098 74,264 65,950 68,588 71,332 74,185 77,152 411,815 7,000 7,000 7,000 7,000 7,000 2,705,722 2,214,161 2,302,447 2,394,265 2,489,756 2,589,066

672,303 142,104 (477,376) (597,194) (692,685) (791,995)

335,922 266,178 259,907 227,994 216,886 209,010 (54,132) ------63,000 63,000 117,200 319,600 464,320 281,790 329,178 322,907 345,194 536,486 673,330

390,513 (187,074) (800,283) (942,388) (1,229,171) (1,465,325)

754,858 1,145,371 958,297 158,014 (784,375) (2,013,546)

$ 1,145,371 $ 958,297 $ 158,014 $ (784,375) $ (2,013,546) $ (3,478,871)

79 FUND ANALYSIS - AIRPORT PFC RESTRICTED FUND

2011-12 2012-13 2013-14 Actual Actual Budget Revenues Passenger Facility Charges (Restricted) $ 112,598 $ 110,178 $ 120,000 Total Revenues 112,598 110,178 120,000

Debt Service 911-135 11,486 11,023 10,588 911-142 57,497 55,677 54,132 911-156 44,069 25,679 - Total Debt Service 113,052 92,379 64,720

Increase (Decrease) in Cash Balance (454) 17,799 55,280

Beginning Cash Balance (770,613) (771,067) (753,268)

Ending Cash Balance $ (771,067) $ (753,268) $ (697,988)

80 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Estimated Budget Projected Projected Projected Projected

$ 106,559 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 106,559 120,000 120,000 120,000 120,000 120,000

10,588 - - - - - 54,132 ------64,720 - - - - -

41,839 120,000 120,000 120,000 120,000 120,000

(697,988) (656,149) (536,149) (416,149) (296,149) (176,149)

$ (656,149) $ (536,149) $ (416,149) $ (296,149) $ (176,149) $ (56,149)

81 FUND ANALYSIS - PARKING FUND

2011-12 2012-13 2013-14 Actual Actual Budget

Revenues Parking Meter Collection $ 314,757 $ 307,935 $ 306,000 Parking Violation Fines 300,548 258,943 317,200 4th St Electric & Off Street Lots 147,687 146,252 152,360 Parking Contractor Revenue 547,699 534,716 600,000 Interest 1,499 2,440 - Miscellaneous 3,449 24,789 3,050 Transfers In 62,000 152,000 62,000 Total Revenues 1,377,639 1,427,075 1,440,610

Expenditures Administration 100,000 100,000 100,000 Library Parking Maintenance 1,445 1,641 2,576 Morningside Library Parking Lot 1,510 2,798 3,350 Parking Enforcement 713,713 755,368 802,532 Ramp A - Heritage Ramp 6,248 5,506 7,863 Ramp B - Discovery Ramp 15,002 18,194 16,935 Ramp D - Rivers Landing Ramp 19,606 13,234 15,462 Transfer Out to Parking Capital - 9,519 - Total Expenditures 857,524 906,260 948,718

Net of Revenues over Expenditures 520,115 520,815 491,892

Debt Service G.O. Debt Service 454,059 494,727 476,889 Proposed Debt Service - - - Total Debt Service 454,059 494,727 476,889

Increase (Decrease) in Cash Balance 66,056 26,088 15,003

Beginning Cash Balance 73,041 139,097 165,185

Ending Cash Balance $ 139,097 $ 165,185 $ 180,188

82 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Estimated Budget Projected Projected Projected Projected

$ 307,893 $ 306,000 $ 306,000 $ 306,000 $ 306,000 $ 306,000 280,505 312,000 312,000 312,000 312,000 312,000 149,475 188,860 188,860 188,860 188,860 188,860 594,341 600,000 638,500 638,500 638,500 638,500 1,553 - 1,547 1,547 1,547 1,547 14,731 3,350 3,350 3,350 3,350 3,350 62,000 62,000 62,000 62,000 62,000 62,000 1,410,497 1,472,210 1,512,257 1,512,257 1,512,257 1,512,257

100,000 100,000 100,000 100,000 100,000 100,000 1,652 2,326 2,419 2,516 2,617 2,722 1,985 3,391 3,527 3,668 3,815 3,968 774,838 771,636 802,501 834,601 867,985 902,704 11,545 6,202 6,450 6,708 6,976 7,255 16,787 13,276 13,807 14,359 14,933 15,530 18,477 14,662 15,248 15,858 16,492 17,152 ------925,284 911,493 943,952 977,710 1,012,818 1,049,331

485,213 560,717 568,305 534,547 499,439 462,926

476,889 462,808 449,337 201,655 197,301 162,428 - 14,525 42,635 69,930 85,385 100,340 476,889 477,333 491,972 271,585 282,686 262,768

8,324 83,384 76,333 262,962 216,753 200,158

165,185 173,509 256,893 333,226 596,187 812,940

$ 173,509 $ 256,893 $ 333,226 $ 596,187 $ 812,940 $ 1,013,097

83 FUND ANALYSIS - SEWER UTILITY FUND

2011-12 2012-13 2013-14 Actual Actual Budget

Revenues Domestic/Commercial $ 11,890,581 $ 12,820,322 $ 12,650,000 Major Industry 4,522,546 3,874,028 4,000,000 Sister Cities 1,981,705 1,803,351 1,661,650 Dakota Dunes 210,597 178,145 201,000 Interest (Investments & Overdue Acts) 133,827 164,647 147,200 Sales Tax 384,860 378,374 385,000 FEMA Reimbursement 118,382 5,525 192,488 Miscellaneous 145,162 195,201 116,600 Total Revenues 19,387,660 19,419,593 19,353,938

Expenditures Treatment Operations 4,036,673 4,238,381 4,690,547 Administration 679,465 647,384 877,719 Water Usage at WWTP 340,755 30,000 17,768 Maintenance 1,850,720 1,873,215 2,056,988 Customer Service 393,392 407,924 463,228 Meter Shop 310,068 339,604 339,153 Economic Development 41,324 39,753 43,925 Engineering 92,101 92,452 94,166 Sales Tax 367,757 368,939 385,000 Flood Costs 343,884 - - Transfer Out to Sewer Capital 2,125,000 3,485,000 3,730,000 Total Expenditures 10,581,139 11,522,652 12,698,494

Net of Revenues over Expenditurers 8,806,521 7,896,941 6,655,444

Debt Service Iowa SRL 6,423,928 6,532,119 6,728,984 FY15 SRL $3,300,000 (I-29) - - - FY16 SRL $5,800,000 - - - FY19 SRL $22,700,000 (I-29) - - - 50% of AMR Debt Repayment 247,598 247,089 201,580 Debt Service Abated GO Bonds 289,796 264,798 292,533 Proposed Abated GO Bonds - - - Total Debt Service 6,961,322 7,044,006 7,223,097

Increase (Decrease) in Cash Balance 1,845,199 852,935 (567,653)

Beginning Cash Balance 9,939,180 11,784,379 12,637,314

Ending Cash Balance $ 11,784,379 $ 12,637,314 $ 12,069,661

84 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Estimated Budget Projected Projected Projected Projected

$ 12,882,890 $ 12,650,000 $ 12,650,000 $ 12,650,000 $ 12,650,000 $ 12,650,000 3,830,330 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 2,112,900 1,661,650 1,661,650 1,661,650 1,661,650 1,661,650 213,000 201,000 201,000 201,000 201,000 201,000 139,572 147,200 147,200 147,200 147,200 147,200 385,000 385,000 385,000 385,000 385,000 385,000 43,120 - - - - - 165,571 115,600 115,600 115,600 115,600 115,600 19,772,383 19,160,450 19,160,450 19,160,450 19,160,450 19,160,450

4,890,547 4,856,699 5,050,967 5,253,006 5,463,126 5,681,651 877,719 968,327 1,007,060 1,047,342 1,089,236 1,132,806 17,768 31,958 33,236 34,566 35,948 37,386 2,056,988 1,967,569 2,046,272 2,128,123 2,213,248 2,301,777 463,228 455,428 473,645 492,591 512,295 532,786 339,153 335,187 348,594 362,538 377,040 392,121 43,925 45,925 47,762 49,672 51,659 53,726 94,166 98,020 101,941 106,018 110,259 114,670 385,000 385,000 385,000 385,000 385,000 415,000 ------3,730,000 2,512,000 2,941,000 3,015,000 3,025,000 3,000,000 12,898,494 11,656,113 12,435,478 12,873,857 13,262,811 13,661,923

6,873,889 7,504,337 6,724,972 6,286,593 5,897,639 5,498,527

6,728,984 7,312,869 6,664,521 6,419,798 6,419,638 6,418,322 - 234,817 201,817 201,817 201,817 201,817 - - 412,709 354,709 354,709 354,709 - - - - 1,615,258 1,388,258 201,580 224,738 204,920 206,440 208,360 210,171 292,533 187,685 115,479 113,996 112,331 109,766 - 49,000 47,600 70,700 68,600 88,620 7,223,097 8,009,109 7,647,046 7,367,460 8,980,713 8,771,662

(349,208) (504,772) (922,074) (1,080,867) (3,083,074) (3,273,135)

12,637,314 12,288,106 11,783,334 10,861,260 9,780,394 6,697,320

$ 12,288,106 $ 11,783,334 $ 10,861,260 $ 9,780,394 $ 6,697,320 $ 3,424,185

85 FUND ANALYSIS - TRANSIT FUND

2011-12 2012-13 2013-14 Actual Actual Budget Revenues Property Taxes $ 723,806 $ 787,173 $ 873,917 Fares and Charges 1,117,115 1,144,230 1,166,642 Parking Contractor Revenue 157,823 157,745 180,000 Sale of Fuel 83,975 70,413 94,540 FTA Operating Assistance 1,571,576 1,459,992 1,705,066 IDOT Operating Assistance 372,404 390,714 346,759 SSC Contribution 66,359 66,359 66,359 NSC Transit Operating Assistance 20,595 21,213 21,213 Advertising 15,714 22,122 20,000 Commercial Properties 44,731 45,089 44,993 Reimbursements 112,406 118,836 97,716 Transfers In 637,179 9,004 - Other 3,517 8,371 7,500 Total Revenues 4,927,200 4,301,261 4,624,705

Expenditures Building Maintenance 58,403 61,770 38,344 Adminstration 286,714 253,119 280,237 Operations 3,044,146 3,114,411 3,191,839 MLK Ground Transporation Center 217,151 228,795 206,883 Para Transit 714,313 545,364 730,602 New Freedom 5,564 4,219 7,900 Transfer Out - - - Total Expenditures 4,326,291 4,207,678 4,455,805

Net of Revenues over Expenditures 600,909 93,583 168,900

Debt Service Debt Service 82,049 126,803 174,734 Proposed Debt Service - - - Total Debt Service 82,049 126,803 174,734

Increase (Decrease) in Cash Balance 518,860 (33,220) (5,834)

Beginning Cash Balance (1,840,712) (1,321,852) (1,355,072)

Ending Cash Balance $ (1,321,852) $ (1,355,072) $ (1,360,906)

FTA Receivable 1,456,719 1,387,109

86 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Estimated Budget Projected Projected Projected Projected

$ 873,917 $ 935,066 $ 935,066 $ 935,066 $ 935,066 $ 935,066 1,178,232 1,153,887 1,153,887 1,153,887 1,153,887 1,153,887 159,864 180,000 180,000 180,000 180,000 180,000 55,866 84,633 84,633 84,633 84,633 84,633 1,388,558 1,642,396 1,642,396 1,642,396 1,642,396 1,642,396 466,857 390,698 390,698 390,698 390,698 390,698 66,359 66,359 66,359 66,359 66,359 66,359 21,849 21,849 21,849 21,849 21,849 21,849 11,063 20,000 20,000 20,000 20,000 20,000 45,458 45,457 45,457 45,457 45,457 45,457 95,742 113,641 113,641 113,641 113,641 113,641 ------18,898 7,600 7,600 7,600 7,600 7,600 4,382,662 4,661,586 4,661,586 4,661,586 4,661,586 4,661,586

52,691 38,131 39,656 41,242 42,892 44,608 266,940 241,738 251,408 261,464 271,922 282,799 3,075,662 3,344,755 3,478,545 3,617,687 3,762,394 3,912,890 202,253 211,266 219,717 228,505 237,646 247,151 399,526 645,904 671,740 698,610 726,554 755,616 3,089 7,900 8,216 8,545 8,886 9,242 1,366 - - - - - 4,001,525 4,489,694 4,669,282 4,856,053 5,050,295 5,252,307

381,137 171,892 (7,696) (194,467) (388,709) (590,721)

174,734 171,892 163,841 159,900 145,437 141,530 ------174,734 171,892 163,841 159,900 145,437 141,530

206,403 - (171,537) (354,367) (534,146) (732,251)

(1,355,072) 493,727 493,727 322,190 (32,177) (566,323)

$ (1,148,669) $ 493,727 $ 322,190 $ (32,177) $ (566,323) $ (1,298,574)

1,642,396

87 FUND ANALYSIS - WATER UTILITY FUND

2011-12 2012-13 2013-14 Actual Actual Budget

Revenues Sales Tax $ 774,542 $ 837,869 $ 780,000 Utility Charges 9,406,831 10,445,300 10,800,000 Utility Minimum Charge 3,248,134 3,514,028 3,720,000 Utility Initiation Charge 91,599 94,404 100,000 Water Usage at WWTP 340,755 30,000 17,768 Capital Facilities Charge 23,438 18,697 23,000 Front Foot Connection Fees 13,597 22,574 14,000 Interest 130,754 131,414 125,000 GM Buyout of Wells - - 1,618,500 Water Tower Rent 125,655 152,069 125,000 Build America Bonds Rebate 210,000 193,574 194,513 FEMA Reimbursement 487,758 26,026 - Miscellaneous 116,728 87,166 61,185 Total Revenues 14,969,791 15,553,121 17,578,966

Expenditures Utility Administration 687,532 621,836 796,512 Zennith Water Plant 2,019,418 2,235,803 2,277,708 Southbridge Water Plant 277,596 406,608 737,575 Transmission and Distribution 2,561,081 2,831,143 2,780,289 Meter Shop 310,068 339,604 339,153 Customer Service 353,915 363,424 463,228 Economic Development 41,321 43,488 43,925 Engineering Administration 92,101 92,452 94,166 Sales Taxes 770,219 850,150 780,000 Flood Expenses 558,786 39,207 - Transfer Out to Water Capital 2,606,872 (707,307) 4,667,250 Total Expenditures 10,278,909 7,116,408 12,979,806

Net of Revenues over Expenditures 4,690,882 8,436,713 4,599,160

DEBT SERVICE State Revolving Loans 4,001,255 5,540,047 5,565,476 FY15 SRL $1,200,000 (I-29) - - - FY16 SRL $500,000 - - - FY17 SRL $4,500,000 - - - FY18 SRL $750,000 - - - FY19 SRL $6,000,000 - - - FY19 SRL $3,100,000 (I-29) - - - Sewer share of AMR (916-032) (247,598) (247,089) (225,068) Donner share of Water Plant (804,713) (804,713) (804,713) Transfer in Donner TIF for SRL (100,000) (100,000) (100,000) Water Abated GO Bonds 384,146 490,004 479,055 Proposed Water Abated GO Bonds - - - Total Debt Service 3,233,090 4,878,249 4,914,750

Increase (Decrease) in Cash Balance 1,457,792 3,558,464 (315,591)

Beginning Cash Balance 3,891,320 5,349,112 8,907,576

Ending Cash Balance $ 5,349,112 $ 8,907,576 $ 8,591,985

88 2013-14 2014-15 2015-16 2016-2017 2017-2018 2018-2019 Estimated Budget Projected Projected Projected Projected

$ 780,000 $ 838,000 $ 838,000 $ 838,000 $ 838,000 $ 838,000 10,800,000 11,575,000 11,575,000 11,575,000 11,575,000 11,575,000 3,720,000 4,023,000 4,023,000 4,023,000 4,023,000 4,023,000 100,000 100,000 100,000 100,000 100,000 100,000 17,768 31,958 31,958 31,958 31,958 31,958 26,386 19,000 19,000 19,000 19,000 19,000 16,500 22,500 22,500 22,500 22,500 22,500 125,000 134,000 134,000 134,000 134,000 134,000 1,618,553 - - - - - 125,000 125,000 125,000 125,000 125,000 125,000 194,513 194,513 177,996 169,334 160,398 151,169 130,129 - - - - - 61,185 75,657 62,000 62,000 62,000 62,000 17,715,034 17,138,628 17,108,454 17,099,792 17,090,856 17,081,627

799,544 891,069 926,712 963,780 1,002,331 1,042,425 2,521,539 2,466,619 2,565,284 2,667,895 2,774,611 2,885,595 738,308 630,007 655,207 681,416 708,672 737,019 2,825,300 2,970,573 3,089,396 3,212,972 3,341,491 3,475,150 339,153 383,687 399,034 414,996 431,596 448,860 463,228 406,928 423,205 440,133 457,739 476,048 43,925 45,925 47,762 49,672 51,659 53,726 94,166 98,020 101,941 106,018 110,259 114,670 780,000 838,000 838,000 838,000 838,000 838,000 ------4,667,250 2,314,250 3,345,000 3,475,000 3,467,000 3,525,000 13,272,413 11,045,078 12,391,541 12,849,883 13,183,358 13,596,492

4,442,621 6,093,550 4,716,913 4,249,909 3,907,498 3,485,134

5,565,476 5,679,656 5,686,612 5,690,300 5,695,517 5,701,102 - 79,388 82,535 82,535 82,535 82,535 - - 35,578 30,578 30,578 30,578 - - - 320,205 275,205 275,205 - - - - 53,368 45,868 - - - - - 426,940 - - - - - 220,586 (224,738) (224,738) (224,245) (223,590) (223,273) (222,777) (804,713) (804,713) (804,713) (804,713) (804,713) (804,713) (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) 479,055 455,243 446,607 438,094 428,515 417,596 - 168,700 587,958 1,219,394 1,425,433 1,450,271 4,915,080 5,253,536 5,710,332 6,652,804 6,863,165 7,523,191

(472,459) 840,014 (993,419) (2,402,895) (2,955,667) (4,038,057)

8,907,576 8,435,116 9,275,130 8,281,711 5,878,816 2,923,149

$ 8,435,116 $ 9,275,130 $ 8,281,711 $ 5,878,816 $ 2,923,149 $ (1,114,908)

89 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

90 Administrative Services Organizational Chart

Assistant City Manager for Administration

Customer Building Parking/ Service Maintenance Skywalks

AMPCO City Clerk Project Contract Management

On-Street Customer Parking Service Maintenance

Skywalks Word Processing Custodial

Print Shop/ Mail Room

91 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

92 ADMINISTRATIVE SERVICES

DEPARTMENT OVERVIEW: The department’s primary purpose is to provide a wide variety of support functions. The department provides support throughout the organization and assists members of the public with accessing City services and information.

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.

MISSION STATEMENT: 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.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Miscellaneous

7% 4% 0% 7%

26% 56%

93 PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant - - 1.00 1.00 1.00 - Custodian 4.00 4.00 4.00 3.00 3.00 - Customer Service Division 1.00 1.00 1.00 1.00 1.00 - Mngr./City Clerk Customer Service Field Supv. 1.00 1.00 1.00 - - - Customer Service Specialist 7.00 7.00 7.00 7.00 7.00 - Customer Service Supv. 1.00 1.00 1.00 1.00 1.00 - Duplication Technician 1.00 1.00 1.00 1.00 1.00 - Facilities Maintenance Supv. 1.00 1.00 1.00 1.00 1.00 - Lead Water Service Worker - - - 1.00 1.00 - Lead Word Processor 1.00 1.00 1.00 1.00 1.00 - Lead Parking Meter Attnd. 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 - - - Parking Meter Rpr. Worker II 1.00 1.00 1.00 1.00 1.00 - Parking/Meter Operations 1.00 1.00 1.00 1.00 1.00 - Supervisor Secretary 1.00 1.00 - - - - Water Service Worker 3.00 3.00 3.00 3.00 3.00 - Word Processor 3.00 2.00 2.00 2.00 2.00 - Part Time Clerk 1.35 2.15 2.40 2.40 2.40 - Custodian 1.25 - - 0.90 0.90 - Maintenance Worker - - - 0.50 0.50 - Parking Meter Attendant 1.00 1.00 1.00 0.70 0.70 - Student Intern 0.20 0.20 0.20 0.20 0.20 - Water Service Worker 0.75 1.55 1.55 1.30 1.30 - Word Processor 0.50 1.00 1.00 1.00 1.00 - Total FTE 38.05 37.90 38.15 37.00 37.00 -

94 ADMINISTRATIVE SERVICES

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change City Clerk $229,629 $214,610 $225,581 $213,085 ($12,496) (5.5%) Word Processing 244,251 285,277 245,734 247,774 2,040 0.8% Print Shop 404,421 381,545 402,477 403,644 1,167 0.3% Meter Shop 521,242 393,445 629,336 617,237 (12,099) (1.9%) Customer Service 941,107 979,464 993,345 1,007,850 14,505 1.5% Building Maint 867,824 867,994 879,214 853,771 (25,443) (2.9%) Parking 754,569 792,302 840,103 805,776 (34,327) (4.1%) Skyway 382,544 362,508 365,185 358,792 (6,393) (1.8%) Total Expenditures $ 4,345,587 $ 4,277,145 $ 4,580,975 $ 4,507,929 $ (73,046) (1.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Assessments $ - $ 30,158 $ - $ - $ - 0.0% CBD TIF Fund 12,000 12,000 95,145 94,192 (953) (1.0%) Charges for Services 732,105 683,155 684,217 679,914 (4,303) (0.6%) Enterprise Fees 1,026,850 998,363 1,058,360 1,094,860 36,500 3.4% Fines and Violations 317,048 273,943 330,000 326,700 (3,300) (1.0%) Licenese and Permits 32,218 31,702 28,830 32,935 4,105 14.2% Other Revenues 9,221 31,884 10,350 11,280 930 9.0% Parking Fund (588,279) (501,793) (550,507) (616,434) (65,927) (12.0%) Sales Tax Fund 671,917 741,974 710,000 846,500 136,500 19.2% Sewer Fund 633,966 574,636 745,552 745,740 188 0.0% Skywalk Fund 46,229 30,655 - - - 0.0% Solid Waste Fund 86,229 90,856 99,932 101,732 1,800 1.8% State Shared Revenue 108,492 110,942 108,000 111,000 3,000 2.8% Storm Water Fund 92,668 94,928 103,452 105,005 1,553 1.5% Transit Fund 58,403 61,770 38,344 38,131 (213) (0.6%) Water Fund 633,966 574,635 745,552 745,741 189 0.0% Property Taxes 472,554 437,337 373,748 190,633 (183,115) (49.0%) Total Revenue $ 4,345,587 $ 4,277,145 $ 4,580,975 $ 4,507,929 $ (73,046) (1.6%)

95 CITY CLERK

FY 2013 HIGHLIGHTS

• Eliminated the lease on the microfilm reader saving $1,500 annually; with the on-going

conversion of microfilm to pdf file and sharing a new microfilm reader in Human

Resources, we are able to eliminate this expense.

• Reduced paper and printer costs by emailing digital format of Council documents, boards and commissions information and liquor license information whenever possible.

FY 2015 GOALS:

• Evaluate the fees charged for occupational licenses to ensure accuracy of the charges.

• Handle additional Occupational License processes such as taxi permits, cigarette/ tobacco permit, and transient merchant licenses that the Customer Service Specialists are currently performing in an effort to allow the Specialists more time with utility billing

customers.

CITY CLERK PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Council Agendas: Number of Customers Who Receive 255 281 314 320 351 Copies (by email) Cost to Prepare $ 21.12 $ 18.47 $ 17.09 $ 13.52 $ 16.73 Number of Pages per Employee Hour 1.38 1.5 1.63 1.74 1.67 Percentage of Time on Web by Friday 100% 100% 100% 100% 100% Occupational Licenses: Cost to Issue $ 24.27 $ 20.66 $ 22.00 $ 22.38 $ 19.69 Number of Licenses per Employee Hour 1.19 1.47 1.34 1.35 1.49 Minutes to Issue a License 55 42 45 44.72 40.3 Council Minutes: Number of Customers Who Receive 17 17 10 4 4 Council Minutes (hard copy) Cost per Page $ 13.91 $ 12.76 $ 13.34 $ 11.93 $ 11.99 Number of Pages per Employee Hour 2.16 2.71 2.1 2.45 2.3 Percent of Time on Web by Friday 100% 100% 100% 100% 100% Percent of Time Minutes were Adopted 100% 98% 98% 97% 99% without Amendments Information Services: Number of Request 532 398 352 249 162 Cost per Page $ .75 $ .78 $ 1.02 $ .50 $ .22 Number of Requests per Employee 23.44 14.45 14.84 11.1 5.32 Hour Percent of Requests Completed in 24 100% 100% 100% 100% 100% Hours Homework: Number of Packets Prepared Annually 102 131 138 119 113 Cost per Page $ .74 $ .63 $ .57 $ .72 $ .57 Number of Pages per Employee Hour 39.61 44.89 48.35 42.01 48.66 Percentage of Time on Web by Friday 100% 100% 100% 100% 100%

96 CITY CLERK 0411

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 187,850 $ 176,820 $ 183,381 $ 177,618 $ (5,763) (3.1%) General Services 28,051 24,355 29,812 23,549 (6,263) (21.0%) Services Related to Property 4,188 4,188 2,688 2,688 - 0.0% General Supplies 3,244 3,026 2,700 2,730 30 1.1% Miscellaneous 6,296 6,221 7,000 6,500 (500) (7.1%) Total Expenditures $ 229,629 $ 214,610 $ 225,581 $ 213,085 $ (12,496) (5.5%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Fines and Violations $ 18,700 $ 15,800 15,000$ 16,700$ 1,700$ 11.3% License and Permits 32,218 31,702 28,830 32,935 4,105 14.2% Other Revenues 3,253 6,137 4,500 5,600 1,100 24.4% Sewer Fund 12,878 8,144 17,598 16,364 (1,234) (7.0%) State Shared Revenue 108,492 110,942 108,000 111,000 3,000 2.8% Storm Water Fund 6,439 4,072 3,520 3,273 (247) (7.0%) Water Fund 12,878 8,144 17,598 16,364 (1,234) (7.0%) Property Taxes 34,771 29,669 30,535 10,849 (19,686) (64.5%) Total Revenue $ 229,629 $ 214,610 $ 225,581 $ 213,085 $ (12,496) (5.5%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant - - 1.00 1.00 1.00 - Customer Service Specialist 1.00 1.00 1.00 1.00 1.00 - Secretary 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 -

Notes:

97 WORD PROCESSING

FY 2013 HIGHLIGHTS:

• Evaluated documents Word Processing was printing for departments to ensure electronic formats were being used whenever possible; we have reduced printer and paper costs by emailing finished letters and reports. • Trained additional part-time staff to prepare and complete Inspections and Animal Control letters; all staff members are completing all duties.

FY 2015 GOALS:

• Evaluate efficiency of the dictation software and equipment to ensure updates have been applied and equipment is up-to-date. • Will conduct a Customer Satisfaction survey in January 2015 to seek ways to improve current services.

WORD PROCESSING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Dictation: Number of Jobs 20,327 20,481 20,541 19,779 19,289 Cost per Minute of Transcription $ .92 $1.20 $1.02 $1.29 $1.19 Minutes per FTE per Hour 17.97 17.91 18.48 18.96 18.56 Minutes of Typing to Complete 3.35 3.35 3.25 3.13 2.72 per Dictated Minute

98 WORD PROCESSING 0421

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 239,679 $ 263,420 $ 240,322 $ 243,056 2,734$ 1.1% General Services 2,592 2,167 3,068 2,374 (694) (22.6%) Services Related to Property 1,944 19,642 1,944 1,944 - 0.0% General Supplies 36 48 400 400 - 0.0% Total Expenditures $ 244,251 $ 285,277 $ 245,734 $ 247,774 2,040$ 0.8%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 244,251 $ 285,277 $ 245,734 $ 247,774 2,040$ 0.8% Total Revenue $ 244,251 $ 285,277 $ 245,734 $ 247,774 2,040$ 0.8%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Lead Word Processor 1.00 1.00 1.00 1.00 1.00 - Word Processor 3.00 2.00 2.00 2.00 2.00 - Part Time Word Processor 0.50 1.00 1.00 1.00 1.00 -

Total FTE 4.50 4.00 4.00 4.00 4.00 -

99 PRINT SHOP

FY 2013 HIGHLIGHTS:

• Have reduced the number of copies produced each year by distributing information by email whenever possible. • Extended the leases on both the color and the regular digital copier contracts; our vendor replaced the copiers with new, improved machines with a lower monthly lease charge .

FY 2015 GOALS:

• Investigate more ways to use electronic formats for distribution of information to City Departments as opposed to distributing hard copy. • Replace current departmental copiers, scanners and fax machines with networked multi-function copiers that perform all of these functions.

PRINT SHOP PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Number of Copies 1,357,331 1,125,953 1,013,807 1,343,556 1,060,225 Cost per Copy $ .044 $ .046 $ .031 $ .028 $ .034 Number of Copies per Hour 631 517 499 635 505 Number of Jobs Completed 1,741 1,825 1,840 1,688 1,627 Number of Jobs Completed 1,739 1,823 1,837 1,687 1,627 without Errors

100 PRINT SHOP 0422

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 92,203 $ 94,456 $ 100,230 $ 103,777 3,547$ 3.5% General Services 225,999 210,138 217,161 214,731 (2,430) (1.1%) Services Related to Property 24,552 20,999 22,459 22,535 76 0.3% General Supplies 60,000 54,179 60,500 60,500 - 0.0% Utilities 1,667 1,773 2,127 2,101 (26) (1.2%) Total Expenditures $ 404,421 $ 381,545 $ 402,477 $ 403,644 1,167$ 0.3%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 396,046 $ 381,545 $ 402,477 $ 403,644 1,167$ 0.3% Property Taxes 8,375 - - - - 0.0% Total Revenue $ 404,421 $ 381,545 $ 402,477 $ 403,644 1,167$ 0.3%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Duplication Technician 1.00 1.00 1.00 1.00 1.00 - Part Time Clerk 0.55 0.55 0.80 0.80 0.80 -

Total FTE 1.55 1.55 1.80 1.80 1.80 -

101 METER SHOP

FY 2013 HIGHLIGHTS:

• Staff has transitioned smoothly and is operating well after a reorganization of the Meter Shop was implemented: the Customer Service Field Supervisor position was eliminated, a Lead Water Service Worker position was created, and an additional full-time Water Service Worker was added; Meter Shop staff is now under the direct supervision of the Customer Service Supervisor. • The Lead Water Service Worker has been trained on the current download/upload process for radio and manual reads; a Water Service Worker has also been trained as a back -up. Meter Shop staff has also been trained to process the hydrant meter rental process previously processed only by the Customer Service Field Supervisor position.

FY 2015 GOALS:

• Investigate methods to automate the download/upload process for transferring manually gathered water meter reads into the billing system. • Train Meter Shop staff to use the equipment required to operate and install the new read system that is scheduled to be installed beginning in January 2014.

METER SHOP PERFORMANCE MEASURERS: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Population Served 82,000 82,000 82,000 82,000 82,000 Number of Meters 28,921 28,917 28,954 28,999 29,080 Average Number of Manual 5,122 5,929 7,712 9,108 10,133 Reads per Month Average Cost per Manual Read $1.73 $1.52 $1.13 $1.04 $ .93 Average Number of Reads per 17.79 20.59 26.78 31.63 35.18 Hours Worked Percentage of Total Accounts 17% 20% 26% 31% 35% which are Read Manually

102 METER SHOP 0431

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 390,163 $ 289,975 $ 360,872 $ 354,833 $ (6,039) (1.7%) General Services 7,259 6,925 11,902 9,989 (1,913) (16.1%) Services Related to Property 25,515 33,332 25,738 34,756 9,018 35.0% General Supplies 75,531 41,423 201,450 192,450 (9,000) (4.5%) Utilities 22,774 21,790 29,374 25,209 (4,165) (14.2%) Total Expenditures $ 521,242 $ 393,445 $ 629,336 $ 617,237 $ (12,099) (1.9%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Sewer Fund $ 260,621 $ 196,723 $ 314,668 $ 308,618 $ (6,050) (1.9%) Water Fund 260,621 196,722 314,668 308,619 (6,049) (1.9%) Total Revenue $ 521,242 $ 393,445 $ 629,336 $ 617,237 $ (12,099) (1.9%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Customer Serv Field Super 1.00 1.00 1.00 - - - Lead Water Service Worker - - - 1.00 1.00 - Water Service Worker 3.00 3.00 3.00 3.00 3.00 - Part Time Water Service Worker 0.75 1.55 1.55 1.30 1.30 -

Total FTE 4.75 5.55 5.55 5.30 5.30 -

103 CUSTOMER SERVICE CENTER

FY 2013 HIGHLIGHTS:

• The Customer Service billing and internet bill pay site software has been updated to a newer version; this is the first step toward implementing automated email billing in lieu of mailing paper bills thru the United States Post Office. • Evaluated staffing and added an additional 12 hour part time Clerk position.

FY 2015 GOALS:

• Train staff on the tasks required to support the contractor we will be using for the Radio Read Install Project scheduled to begin in January 2014. • Have internal Customer Service staff do “ride alongs” with Meter Shop staff to gather a more hands-on approach while providing excellent customer service.

CUSTOMER SERVICE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Automatic Meter Reading (AMR): Population Served 82,000 82,000 82,000 82,000 82,000 Average Number of Meters per 28,921 28,917 28,954 28,999 29,080 Month Number of AMR Reads per Month 19,248 16,963 15,456 14,422 13,181 Cost per AMR Read $ .02 $ .03 $ .03 $ .03 $ .04 Percentage of Successful AMR 80% 74% 72% 72% 69% Reads per Month Percentage of Total Meters which 83% 80% 74% 69% 65% are AMR Reads Automated Call Distribution System Population Served N/A 82,000 82,000 82,000 82,000 Average Number of Calls Answered N/A 6,813 7,586 7,872 8,206 per Month Average Cost per Call N/A $ 1.16 $ 1.21 $ 1.25 $ 1.27 Number of Calls Processed per N/A 26 25 27 26 Hour, per FTE Percentage of Call Answered and N/A 94% 93% 95% 97% Not Abandoned by Customer

104 CUSTOMER SERVICE 0432

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 610,088 $ 647,119 666,927$ 683,015$ 16,088$ 2.4% General Services 287,944 293,773 280,618 279,035 (1,583) (0.6%) Services Related to Property 25,108 24,320 25,320 25,320 - 0.0% General Supplies 17,967 14,252 20,480 20,480 - 0.0% Total Expenditures $ 941,107 $ 979,464 993,345$ $ 1,007,850 14,505$ 1.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenues $ - $ 54 $ - $ - $ - 0.0% Sewer Fund 353,915 363,424 399,728 406,928 7,200 1.8% Solid Waste Fund 86,229 90,856 99,932 101,732 1,800 1.8% Storm Water Fund 86,229 90,856 99,932 101,732 1,800 1.8% Water Fund 353,915 363,424 399,728 406,928 7,200 1.8% Property Taxes 60,819 70,850 (5,975) (9,470) (3,495) (58.5%) Total Revenue $ 941,107 $ 979,464 993,345$ $ 1,007,850 14,505$ 1.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Cust Serv 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 1.60 1.60 -

Total FTE 8.80 9.60 9.60 9.60 9.60 -

105 BUILDING MAINTENANCE

FY 2013 HIGHLIGHTS: • Completed plans and specifications for installation of new roofs on City Hall, IBP Ice Center, Long Lines Family Recreation Center (LLFRC), Skywalk bridges and Transit Maintenance garage. All roofs will be completed except IBP Ice Center, which is scheduled for completion of spring 2014.

• Completed installation of a new 300 ton chiller and two new boilers at LLFRC. Have

trained both Building Maintenance (BM) staff and LLFRC staff on operation of new

equipment.

FY 2015 GOALS:

• Continue preventative maintenance (PM) program for City-owned facilities. Continue to

work with facility managers and Department Heads with assistance on PM programs.

• Work with Architect and Police Staff on design and construction of repairs for the Police/Fire facility. • BM staff will work with LLFRC staff on implementing a PM program and replacement municipal program for municipal pools and the LLFRC facility.

BUILDING MAINTENANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Custodial Percentage of Sq Ft Cleaned 91.81% 90.39% 88.73% 90.07% 89.52% Labor Cost per Sq Ft Cleaned $0.096 $0.101 $0.101 $0.111 $0.114 Sq Ft Cleaned per Hour 218.24 222.07 246.96 250.58 233.45 Customer Satisfaction 17 19 17 14 15 Carpentry Number of Work Orders Completed 163 164 90 67 32 Cost of Work Orders Completed $275.21 $155.95 $1,145.72 $391.25 $370.47 Number of Work Orders per 0.221 0.393 1.976 0.222 0.181 Employee Hour Percentage of Time Work Order 100% 100% 100% 100% 100% was Addressed Within 24 Hours Electrical Number of Work Orders Completed 209 153 101 96 69 Cost of Work Orders Completed $227.47 $135.22 $142.53 $112.56 $231.13 Number of Work Orders per 0.156 0.437 0.332 0.481 0.351 Employee Hour Percentage of Time Work Order 100% 100% 100% 100% 100% was Addressed Within 24 Hours Plumbing Number of Work Orders Completed 135 90 43 45 73 Cost of Work Orders Completed $302.44 $136.44 $365.21 $274.16 $199.38 Number of Work Orders per 0.196 0.294 0.113 0.193 0.231 Employee Hour Percentage of Time Work Order 100% 100% 100% 100% 100% was Addressed Within 24 Hours

106 BUILDING MAINTENANCE 0441

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 637,423 $ 652,455 $ 644,880 $ 635,663 $ (9,217) (1.4%) General Services 38,394 39,614 45,580 41,099 (4,481) (9.8%) Services Related to Prop 110,566 83,444 91,348 89,640 (1,708) (1.9%) General Supplies 9,918 5,827 7,750 6,500 (1,250) (16.1%) Utilities 71,523 86,654 89,656 80,869 (8,787) (9.8%) Total Expenditures $ 867,824 $ 867,994 $ 879,214 $ 853,771 $ (25,443) (2.9%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenues $ 62 $ 19 300$ $ - $ (300) (100.0%) Sales Tax Fund 671,917 741,974 710,000 846,500 136,500 19.2% Sewer Fund 6,552 6,345 13,558 13,830 272 2.0% Transit Fund 58,403 61,770 38,344 38,131 (213) (0.6%) Water Fund 6,552 6,345 13,558 13,830 272 2.0% Property Taxes 124,338 51,541 103,454 (58,520) (161,974) (156.6%) Total Revenue $ 867,824 $ 867,994 $ 879,214 $ 853,771 $ (25,443) (2.9%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Custodian I 4.00 4.00 4.00 3.00 3.00 - Facilities Maintenance Super 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 1.25 - - 0.90 0.90 -

Total FTE 10.25 9.00 9.00 8.90 8.90 -

107 PARKING

FY 2013 HIGHLIGHTS:

• Converted most one hour meters to two hours meters at the request of citizens via Downtown Partners annual survey. • Completed a major construction project at Discovery Ramp in October 2012. • Resurfaced downtown library parking lot.

FY 2015 GOALS:

• Complete construction of Site C. Progress was delayed due to unforeseen obstacles with landscaping issues. Council approved and construction to begin Spring 2014. • Complete an elevator modernization project at Discovery Ramp. • Continue to work with Ampco System Parking to maintain quality of service to parking customers. • Request a Condition Appraisal Report for Heritage Ramp. Ramp will be 6 years old in 2014 and would like this report to address future maintenance issues. Possible joint project with Mercy Medical Center for cost efficiency. • Begin and complete a construction repair project at Rivers Landing Ramp.

PARKING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Parking Ramps: Annual Hours of Operations 5,582 5,563 5,606 5,563 5,529 Number of Parking Stalls 1,820 1,793 1,787 1,787 1,787 Average Annual Cost per Stall $17.41 $17.38 $16.72 $15.56 $16.82 Average Annual Cost per Hour $68.12 $67.22 $64.12 $59.97 $65.25 of Operations Average Annual Net Revenue $137.02 $125.83 $120.06 $125.01 $96.26 per Stall On-Street Parking Annual Hours of Operations 2,520 2,530 2,520 2,520 2,510 Number of Parking Stalls 1,374 1,393 1,418 1,427 1,488 Average Annual Cost per Stall $24.36 $24.15 $23.59 $20.59 $20.22 Average Annual Cost per Hour $159.53 $159.43 $159.50 $140.21 $142.34 of Operations Average Annual Net Revenue $177.00 $218.56 $246.17 $276.61 $218.52 per Stall

108 PARKING 0451-0455

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 271,321 $ 294,403 297,107$ 279,678$ $ (17,429) (5.9%) General Services 392,806 412,131 436,188 426,070 (10,118) (2.3%) Services Related to Prop 66,547 70,571 86,579 80,219 (6,360) (7.3%) General Supplies 19,842 10,968 14,850 14,850 - 0.0% Utilities 3,958 4,213 5,229 4,859 (370) (7.1%) Miscellaneous 95 16 150 100 (50) (33.3%) Total Expenditures $ 754,569 $ 792,302 840,103$ 805,776$ $ (34,327) (4.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change CBD TIF Fund $ 12,000 $ 12,000 12,000$ 12,000$ $ - 0.0% Enterprise Fees 1,026,850 998,363 1,058,360 1,094,860 36,500 3.4% Fines and Violations 298,348 258,143 315,000 310,000 (5,000) (1.6%) Other Revenues 5,650 25,589 5,250 5,350 100 1.9% Parking Fund (588,279) (501,793) (550,507) (616,434) (65,927) (12.0%) Total Revenue $ 754,569 $ 792,302 840,103$ 805,776$ $ (34,327) (4.1%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Lead Prk Meter Attendant 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 1.00 1.00 1.00 - - - Parking Meter Repair Wrkr II 1.00 1.00 1.00 1.00 1.00 - Pk/Meter Operation Sup 1.00 1.00 1.00 1.00 1.00 - Part Time Maintenance Worker - - - 0.50 0.50 - Parking Meter Attendant 1.00 1.00 1.00 0.70 0.70 -

Total FTE 5.00 5.00 5.00 4.20 4.20 -

109 SKYWALK

FY 2013 HIGHLIGHTS:

• Continue to use Inspec report to upgrade skywalk system. Ongoing – Council approved replacement of East/West alley roof. Completion scheduled for FY14. • Evaluate skywalk for possible “green” efficiencies (lighting, heating, ventilation, and air conditioning systems, etc.). Seek possible grants/rebates from various agencies to assist in cost. Working with MidAmerican Energy and Nexant on lighting funding/rebates availability. • Parking and Building Maintenance successfully took over skywalk maintenance/repairs. Terra Real Estate ceased doing this work 9/2012. • Bid out two year window cleaning contract (Panefully Clear). • An Iowa State University Design West student painted a mural in the East/West skywalk corridor. • All signage in the skywalk was updated to reflect changes made during the year.

FY 2015 GOALS:

• Continue to use Inspec report to upgrade skywalk system as funding allows. • Replace additional roof sections and repair/replace ceilings where skylights were located. • Remove and repair wall coverings in the skywalk system. • Maintain, upgrade and operate the skywalk system in a uniform and efficient manner. • Look into options for lighting improvements in the skywalk system.

110 SKYWAY 0461

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 79,779 $ 80,803 78,088$ 67,761$ $ (10,327) (13.2%) General Services 166,885 169,356 169,295 168,671 (624) (0.4%) Services Related to Property 89,785 60,182 62,384 68,050 5,666 9.1% General Supplies - 440 - - - 0.0% Utilities 46,095 51,727 55,418 54,310 (1,108) (2.0%) Total Expenditures $ 382,544 $ 362,508 $ 365,185 $ 358,792 $ (6,393) (1.8%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Assessments $ - $ 30,158 $ - $ - $ - 0.0% CBD TIF Fund - - 83,145 82,192 (953) (1.1%) Charges for Services 336,059 301,610 281,740 276,270 (5,470) (1.9%) Other Revenues 256 85 300 330 30 10.0% Skywalk Fund 46,229 30,655 - - - 0.0% Total Revenue $ 382,544 $ 362,508 $ 365,185 $ 358,792 $ (6,393) (1.8%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

111 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

112

Sioux Gateway Airport Organizational Chart

Sioux Gateway Airport Board of Trustees

Airport Director

Administrative Assistant

Airport Operations Supervisor

Seasonal Labor

Airport Operations Commercial/ Safety/Security Terminal Area Area Residential Coordinator

113 AIRPORT

DEPARTMENT OVERVIEW: The Sioux Gateway Airport/Col. Bud Day Field provides a Federal Aviation Administration (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.

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.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Inventory Supplies Miscellaneous

1% 2% 7% 7%

21% 45%

17%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Airport Administrative 1.00 1.00 1.00 1.00 1.00 - Assistant Airport Director - - - 1.00 1.00 - Airport Office Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Operations 1.00 1.00 1.00 1.00 1.00 - Supervisor Airport Worker I 3.00 3.00 3.00 2.00 2.00 - Airport Worker II 5.00 5.00 5.00 3.00 3.00 - Airport Worker III 2.00 2.00 2.00 2.00 2.00 - Part Time Airport Worker I 0.50 0.50 0.50 1.00 1.00 - Airport Worker II - - - 1.25 1.25 - Clerical Assistant 0.50 0.50 0.50 0.75 - (0.75) Seasonal Laborer 1.03 1.03 1.03 1.03 1.03 - Total FTE 15.03 15.03 15.03 15.03 14.28 (0.75)

114 FY 2013 HIGHLIGHTS:

• Worked with the Economic Development Department to complete the Sabre Communications land lease and construction began in the fall of 2012 for their new facility and they started production in the new facility in December 2012. • Submitted documents to Federal Aviation Administration (FAA) to seek approval to sell land to Sabre Communications. Approval was received and land transaction to sell the land to Sabre was approved by the Airport Board and the City Council. • Received FAA and Iowa Department of Transportation (IDOT) grant funding to complete South Ramp Grass Island and Taxiway Improvements. • Master Plan update - the Airport Layout Plan was completed and sent to the FAA for approval. The plan was approved by the FAA and the work completed with the final drawdown of the FAA grant which paid 95%. • A project was completed for applying a seal coat to the South Ramp pavement to reseal the surface and eliminate loose rock chips that were causing damage to aircraft. The work was completed and the IDOT Airport Improvement Grant paid 50% of the total cost. • Money from the Small Community Air Service Grant from the United States Department of Transportation (USDOT) was used for marketing American Airlines new service to Chicago. The funds were used to support advertising in most of the local sporting venues and to sponsor public events in the community. • Plans and specification were prepared for a Security Improvement project that will replace obsolete equipment and software for issuing identification badges and taking fingerprints. Additional work will include replacement of several gates and door access systems. The project was approved by the FAA and a grant was received for 90% of the cost. The contract was awarded and work will begin in October of 2013. • FAA grants were received and a contract was issued to order two new runway brooms to replace two older pieces of equipment. The brooms are scheduled for delivery in December of 2013. FAA grant funds will pay 90% of the cost of the brooms. • Completed projects including airfield joint sealing, installation of new fence north and south of the terminal, replacement of Gate 13 and removal of unused pavement on the airfield. Staff also repainted all of the south residential housing and part of the north housing. The rest will be completed in summer of 2014. • Three additional residential housing units were demolished to complete the right-of- way work for the new South Bridge Drive. • Received an IDOT Air Service Grant for marketing air service and completing market research and reports. • Received an IDOT Vertical Infrastructure Grant to repair hangars and hangar doors.

FY 2015 GOALS:

• Secure new air service including additional service to Chicago and/or new service to other destinations such as Dallas, Las Vegas, Denver, or Phoenix. • Work with USDOT to complete rebidding of the Essential Air Service 2 year contract for service beginning April, 2014. • Complete plans and specifications to bid out a project to remove taxiway F and construct a new taxiway E. • Complete paving project for airport maintenance facility yard area and fuel island. • Obtain FAA and IDOT grants for airport improvements, air service marketing, and airfield equipment. • Increase landside development (non-aeronautical revenue) by working with the City and the Economic Development Department. • Fill all airside developed space and seek additional expansion on airfield.

115 AIRPORT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 NET Operating Expense $321,884 $274,018 $420,328 $265,641 $309,400 (Total annual Expense less Revenue) Total Annual Enplanements 33,504 28,040 27,505 28,274 26,877 Net Cost per enplaned $9.60 $9.77 $15.28 $9.39 $11.51 passenger

116 AIRPORT SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration $ 357,017 $ 386,860 414,704$ 291,143$ (123,561)$ (29.8%) Landing Field 845,654 803,533 977,547 989,416 11,869 1.2% Hangar 67,451 74,978 12,122 54,947 42,825 353.3% Terminal Building 490,469 391,394 420,741 391,287 (29,454) (7.0%) Residential 190,509 245,010 245,799 248,505 2,706 1.1% Commercial 42,080 27,270 8,447 29,915 21,468 254.1% Parking 115,361 123,941 140,308 135,998 (4,310) (3.1%) Restaurant 75,731 61,638 79,900 65,950 (13,950) 100.0% Total Expenditures $ 2,184,272 $ 2,114,624 $ 2,299,568 $ 2,207,161 $ (92,407) (4.0%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ 267,111 $ 302,270 147,644$ 247,973$ 100,329$ 68.0% Concessions and Comm 189,149 185,651 197,500 200,672 3,172 1.6% Contributions - 5,000 - - - 0.0% Enterprise Fees 447,178 405,179 486,055 432,172 (53,883) (11.1%) Federal Gov't Oper Grants 130,088 77,873 87,719 - (87,719) (100.0%) Other 20,034 5,429 7,800 7,800 - 0.0% Rentals and Leases 1,130,712 1,126,822 1,345,850 1,290,544 (55,306) (4.1%) State Gov't Oper Grants - 6,400 27,000 28,000 1,000 3.7% Total Revenue $ 2,184,272 $ 2,114,624 $ 2,299,568 $ 2,207,161 $ (92,407) (4.0%)

117 ADMINISTRATION 8901

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 233,355 $ 170,522 $ 280,911 $ 78,750 (202,161)$ (72.0%) General Services 116,306 206,943 123,614 203,301 79,687 64.5% Serv Related to Property 2,877 2,693 2,498 2,792 294 11.8% General Supplies 4,479 6,702 7,681 6,300 (1,381) (18.0%) Total Expenditures $ 357,017 $ 386,860 $ 414,704 $ 291,143 (123,561)$ (29.8%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ 344,040 $ 365,147 $ 372,649 $ 251,643 (121,006)$ (32.5%) Contributions - 5,000 - - - 0.0% Enterprise Fees 7,457 6,915 11,055 7,500 (3,555) (32.2%) Other Revenue 5,520 3,398 4,000 4,000 - 0.0% State Gov't Oper Grants - 6,400 27,000 28,000 1,000 3.7% Total Revenue $ 357,017 $ 386,860 $ 414,704 $ 291,143 (123,561)$ (29.8%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Airport Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Director - - - 1.00 1.00 - Part Time Clerical Assistant 0.50 0.50 0.50 0.75 - (0.75)

Total FTE 1.50 1.50 1.50 2.75 2.00 (0.75)

118 LANDING FIELD 8902

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 406,493 $ 413,417 $ 506,159 $ 532,325 26,166$ 5.2% General Services 6,391 7,535 12,910 13,158 248 1.9% Serv Related to Property 317,672 252,910 268,064 273,186 5,122 1.9% General Supplies 53,323 67,304 97,100 102,600 5,500 5.7% Utilities 61,775 62,367 75,847 68,147 (7,700) (10.2%) Inventory Supplies - - 17,467 - (17,467) (100.0%) Total Expenditures $ 845,654 $ 803,533 $ 977,547 $ 989,416 11,869$ 1.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ 608,890 $ 601,058 $ 716,247 $ 768,444 52,197$ 7.3% Enterprise Fees 233,398 202,460 260,000 219,672 (40,328) (15.5%) Other Revenue 3,366 15 1,300 1,300 - 0.0% Total Revenue $ 845,654 $ 803,533 $ 977,547 $ 989,416 11,869$ 1.2%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Airport Office Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Oper Supervisor 1.00 1.00 1.00 1.00 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 Airport Worker II - - - 1.25 1.25 - Seasonal Laborer 1.03 1.03 1.03 1.03 1.03 -

Total FTE 7.03 7.03 7.03 8.28 8.28 -

119 HANGAR 8903

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 26,436 $ 24,754 $ - $ - $ - 0.0% Serv Related to Property 40,785 49,988 11,000 54,200 43,200 100.0% General Supplies - - 500 500 - 0.0% Utilities 230 236 622 247 (375) (60.3%) Total Expenditures $ 67,451 $ 74,978 12,122$ 54,947$ 42,825$ 353.3%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ (225,198) $ (243,333) $ (306,885) (267,241)$ 39,644$ 12.9% Rentals and Leases 292,649 318,311 319,007 322,188 3,181 1.0% Total Revenue $ 67,451 $ 74,978 12,122$ 54,947$ 42,825$ 353.3%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

120 TERMINAL BUILDING 8904

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 272,057 $ 219,250 $ 238,057 $ 238,181 124$ 0.1% General Services 91,603 55,705 42,868 6,455 (36,413) (84.9%) Serv Related to Property 71,787 54,104 70,156 75,223 5,067 7.2% General Supplies 12,546 9,260 15,700 15,700 - 0.0% Utilities 42,476 53,075 53,960 55,728 1,768 3.3% Total Expenditures $ 490,469 $ 391,394 $ 420,741 $ 391,287 $ (29,454) (7.0%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ (53,025) $ (64,154) $ (97,294) $ (59,853) 37,441$ (38.5%) Concessions and Comm 138,497 132,663 141,000 141,000 - 0.0% Federal Gov't Oper Grants 130,088 77,873 87,719 - (87,719) (100.0%) Other Revenue 5,400 - - - - 0.0% Rentals and Leases 269,509 245,012 289,316 310,140 20,824 7.2% Total Revenue $ 490,469 $ 391,394 $ 420,741 $ 391,287 $ (29,454) (7.0%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Airport Worker I 3.00 3.00 3.00 2.00 2.00 - Airport Worker II 1.00 1.00 1.00 - - - Part Time Airport Worker I 0.50 0.50 0.50 1.00 1.00 -

Total FTE 4.50 4.50 4.50 3.00 3.00 -

121 RESIDENTIAL PROPERTIES 8905

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 80,807 $ 121,945 123,339$ 130,427$ 7,088$ 5.7% General Services 2,425 1,958 2,150 2,000 (150) (7.0%) Serv Related to Property 35,972 48,989 42,500 47,500 5,000 11.8% General Supplies 4,016 5,732 9,500 9,500 - 0.0% Utilities 18,521 15,673 20,310 16,456 (3,854) (19.0%) Miscellaneous 48,768 50,713 48,000 42,622 (5,378) (11.2%) Total Expenditures $ 190,509 $ 245,010 245,799$ 248,505$ 2,706$ 1.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ (109,766) $ (36,437) $ (94,629) $ (50,467) 44,162$ 46.7% Other Revenue 5,748 2,016 2,500 2,500 - 0.0% Rentals and Leases 294,527 279,431 337,928 296,472 (41,456) (12.3%) Total Revenue $ 190,509 $ 245,010 245,799$ 248,505$ 2,706$ 1.1%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

122 COMMERCIAL PROPERTIES 8906

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 26,083 $ 12,512 $ - 11,589$ 11,589$ 100.0% Serv Related to Property 7,256 7,837 1,500 8,000 6,500 433.3% Utilities 5,899 3,869 3,895 7,274 3,379 86.8% Miscellaneous 2,842 3,052 3,052 3,052 - 0.0% Total Expenditures $ 42,080 $ 27,270 8,447$ 29,915$ 21,468$ 254.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ 1,725 $ (16,223) $ (26,942) $ (11,939) 15,003$ (55.7%) Rentals and Leases 40,355 43,493 35,389 41,854 6,465 18.3% Total Revenue $ 42,080 $ 27,270 8,447$ 29,915$ 21,468$ 254.1%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Airport Worker II 1.00 1.00 1.00 - - -

Total FTE 1.00 1.00 1.00 - - -

123 FARM PROPERTIES 8907

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ (233,672) $ (240,575) $ (364,210) (319,890)$ 44,320$ 12.2% Rentals and Leases 233,672 240,575 364,210 319,890 (44,320) (12.2%) Total Revenue $ - $ - $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

124 PARKING 8908

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 70,510 $ 110,487 126,148$ 122,498$ $ (3,650) (2.9%) Serv Related to Property 37,131 13,454 14,160 13,500 (660) (4.7%) General Supplies 1,172 - - - - 0.0% Utilities 6,548 - - - - 0.0% Total Expenditures $ 115,361 $ 123,941 140,308$ 135,998$ $ (4,310) (3.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ (90,962) $ (71,863) $ (74,692) $ (69,002) 5,690$ 7.6% Enterprise Fees 206,323 195,804 215,000 205,000 (10,000) (4.7%) Total Revenue $ 115,361 $ 123,941 140,308$ 135,998$ $ (4,310) (3.1%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

Notes:

125 RESTAURANT 8909

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 36,767 $ 33,460 37,600$ 33,900$ $ (3,700) (9.8%) Serv Related to Property 1,034 1,272 1,100 1,250 150 13.6% General Supplies 24,339 13,540 26,900 16,500 (10,400) (38.7%) Inventory Supplies 13,591 13,366 14,300 14,300 - 0.0% Total Expenditures $ 75,731 $ 61,638 79,900$ 65,950$ $ (13,950) 100.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Airport Fund Balances $ 25,079 $ 8,650 23,400$ 6,278$ $ (17,122) (73.2%) Concessions and Comm 50,652 52,988 56,500 59,672 3,172 5.6% Total Revenue $ 75,731 $ 61,638 79,900$ 65,950$ $ (13,950) 100.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

126

Sioux City Art Center Organizational Chart

City Council

Sioux City Art Center Board of Trustees

Art Center Association Art Center Director City Manager of Sioux City

Maintenance Exhibitions/Collections Publications Development

127 ART CENTER

DEPARTMENT OVERVIEW: 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. 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 120 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 has attracted an average of 35,000 visitors annually, while the Art Center’s ArtSplash, the annual outdoor arts festival, attracts an average of 20,000+ per year. Furthermore, every year thousands of motorists and visitors view the Art Center’s temporary and permanent public art projects located on its campus and in downtown Sioux City.

MISSION STATEMENT: 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.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities

5% 1% 12% 2%

80%

128 PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Accounting Clerk 1.00 - - - - - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Art Center Curator 1.00 1.00 1.00 1.00 1.00 - Art Center Development 1.00 1.00 1.00 1.00 1.00 - Coordinator Art Center Director 1.00 1.00 1.00 1.00 1.00 - Art Center Education Spec. 1.00 - - - - - Art Center Exhibition/ 1.00 1.00 1.00 1.00 1.00 - Collections Coordinator Art Center Publicist/Coord. 1.00 1.00 1.00 1.00 1.00 - Part Time Accounting Clerk - 0.27 0.05 0.05 0.05 - Art Center Desk Attendant 1.20 1.20 1.20 1.20 1.20 - Custodian I - 1.25 1.25 1.25 1.25 - Gallery Attendant 0.69 - - - - - Total FTE 9.89 8.72 8.50 8.50 8.50 -

129 FY 2013 HIGHLIGHTS:

• The Art Center installed two large scale public art projects on its campus, a new sculpture by Michael Dunbar and reinstalling a sculpture by John Henry on the

corner of 3rd and Pierce Streets. • In addition, the Art Center partnered with Sculpt Siouxland to raise the visibility of its downtown outdoor sculpture exhibition by attracting more large scale artworks for the Sculpt 2014 exhibition, and purchasing a new work for its collection that is featured on the Art Center’s campus. • Presenting and regionally promoting two major traveling exhibitions at the Art Center, Leonardo da Vinci: Man Artist Inventor Genius, and Michael Dunbar Sculptures. • Growing its Permanent Collection by adding two sculptures by Michael Dunbar. • Formally launching the quiet phase of the Learning Center capital campaign by hiring a campaign coordinator, producing campaign materials and soliciting pledges. • Presenting 18 exhibitions and 140 art classes. • Successfully moving its annual arts festival, ArtSplash, to its new venue at Riverside Park. • Made significant progress in arranging a major event, the exhibition of Jackson Pollock’s famous Guggenheim mural at the Art Center from June 2014 – March 2015.

FY 2015 GOALS:

• 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 continue to use its Permanent Collection to position itself as a major regional educational resource for educators, students, and the public. • The Art Center will promote itself as a cultural tourist destination based on its reputation for presenting major traveling exhibitions and housing 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.

ART CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Exhibitions 10 9 18 28 18 Education Classes and 111 118 124 122 140 Workshops Permanent Collection 20 34 25 24 17 Accessions Publications 44 14 22 22 21 Art Center Volunteer Hours 1,725 2,383 1,248 1,545 2,048 (counted) Attendance/Art Center (counted) 26,412 25,242 26,425 30,093 35,633 Attendance/ArtSplash 20,000+ 20,000+ 20,000+ 20,000+ 20,000+ (estimated) ArtSplash Volunteer Hours 2,115 2,045 1,777 2,400 2,200 (estimated)

130 ART CENTER

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 583,367 $ 590,677 $ 605,654 $ 624,325 18,671$ 3.1% General Services 19,022 17,453 22,079 18,608 (3,471) (15.7%) Services Related to Property 43,688 65,454 38,629 37,979 (650) (1.7%) Supplies 4,449 4,399 2,390 4,605 2,215 92.7% Utilities 77,851 88,481 85,904 92,905 7,001 8.1% Total Expenditures $ 728,377 $ 766,464 $ 754,656 $ 778,422 23,766$ 3.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 101,231 $ 83,126 82,835$ $ 128,526 45,691$ 55.2% Rentals and Leases 4,023 4,177 5,000 5,000 - 0.0% Property Taxes 623,123 679,161 666,821 644,896 (21,925) (3.3%) Total Revenue $ 728,377 $ 766,464 $ 754,656 $ 778,422 23,766$ 3.1%

131 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

132

City Council Organizational Chart

Citizens of Sioux City

City Council City Attorney

City Manager

Admin Human Economic & Public Parks & Events Police Fire Finance Transit Service Resources Comm. Dev Works Rec Facilities

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

133 CITY COUNCIL

DEPARTMENT OVERVIEW: 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.

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.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Miscellaneous

24% 51% 7%

17% 1%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference 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 -

134 FY 2013 HIGHLIGHTS:

• Sioux City was selected as a Blue Zone Demonstration Site, allowing our community access to a wealth of resources to improve our community’s health. • The City hosted the Iowa League of City’s annual meeting. • Bike route signs were posted throughout the City. • The City continues to support entrepreneurial events and is working closely with the State of Iowa. A new SiouxCityNow.com website was created and content built with a tab focused on the entrepreneurial resources, events, etc. in Sioux City. • A development agreement was approved providing for a land based casino in downtown Sioux City.

FY 2015 GOALS:

• Expand Development Opportunities and Grow Sioux City. • Explore Destination Sioux City. • Enhance Public/Private Partnerships. • Grow Sioux City Pride.

135 CITY COUNCIL

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 131,492 $ 127,346 $ 124,750 $ 130,943 6,193$ 5.0% General Services 37,246 46,426 45,886 43,922 (1,964) (4.3%) Services Related to Property 2,756 2,363 2,320 2,320 - 0.0% General Supplies 12,622 12,307 15,450 18,950 3,500 22.7% Miscellaneous 49,478 28,750 55,613 60,555 4,942 8.9% Total Expenditures $ 233,594 $ 217,192 $ 244,019 $ 256,690 12,671$ 5.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds and Reimbursements $ 158 $ 966 $ - $ - $ - 0.0% Sewer Fund 46,719 41,995 62,493 54,178 (8,315) (13.3%) Water Fund 46,719 41,995 62,493 54,178 (8,315) (13.3%) Property Taxes 139,998 132,236 119,033 148,334 29,301 24.6% Total Revenue $ 233,594 $ 217,192 $ 244,019 $ 256,690 12,671$ 5.2%

136

City Manager Organizational Chart

Citizens of Sioux City

City Council

City Manager

Economic & Admin. Human Public Parks & Events Police Fire Finance Transit Community Services Resources Works Rec Facilities Development

137 CITY MANAGER

DEPARTMENT OVERVIEW: The primary functions of the City Manager’s Office 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.

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

FY 2015 Budget Employee Compensation

General Services

Services Related to Property

General Supplies 1% 2% 5%

92%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Assistant 1.00 1.00 1.00 1.00 1.00 -

Assistant to the City Manager 1.00 - - - - - City Manager 1.00 1.00 1.00 1.00 1.00 - Part Time Administrative Secretary 0.75 0.75 - - - - Total FTE 3.75 2.75 2.00 2.00 2.00 -

138 FY 2013 HIGHLIGHTS:

• Renewed focus on Downtown – The City partnered with the International Economic Development Council (IEDC), Downtown Partners, and MidAmerican Energy to conduct an economic development study of downtown Sioux City. • The City and the Siouxland Initiative/Chamber Foundation invested in land in the Bridgeport West Industrial Park to enhance available “shovel-ready” industrial sites in Sioux City. • The ten year anniversary of the City’s sister city relationship with Yamanshi City, Japan was celebrated. • Continued to maintain a financially sound government

FY 2015 GOALS:

• Achieve Phase 1 build out of current Southbridge Industrial Park. • Develop the resources to support economic growth. • Partner with the Missouri River Historical Development Incorporated and developers to relocate a casino to downtown Sioux City. • Provide incentives to encourage additional air service. • Implement the IEDC downtown comprehensive plan. • Create a non-profit land bank to further redevelopment. • Create a City Volunteer Coordinator position. • Encourage resident engagement in the community. • Work with the area employers and the Siouxland Chamber of Commerce, Sioux City Community Schools, Western Iowa Tech Community College, and the Iowa Workforce Development Center to develop a nationally recognized skilled trades training program producing the most skilled labor in the Nation. • Enhance Council Member and staff engagement with the residents and businesses. • Continue to empower employees, set clear expectations, allow risk, and recognize their achievements. • Significantly increase citizen involvement in all aspects of the City.

• Expand and enhance Board/Commission, City employee, and City retiree

recognition and communication efforts.

CITY MANAGER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Newsletters Published 4 4 4 2 2 Approved CIP Budget (mil) $78 $131 $73 $48 $73.7 Approved Operating Budget (mil) $155 $161 $163 $166 $176 City Full Time Equivalents 777 775 771 784 778 (FTE’s) Debt Capacity Used 53.52% 53.9% 55.98% 53.41% 64.78%

139 CITY MANAGER

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 295,820 $ 282,854 $ 283,197 $ 289,184 5,987$ 2.1% General Services 20,200 23,822 18,129 14,487 (3,642) (20.1%) Services Related to Property 2,460 2,317 2,596 2,396 (200) (7.7%) General Supplies 12,813 10,153 12,914 7,364 (5,550) (43.0%) Total Expenditures $ 331,293 $ 319,146 $ 316,836 $ 313,431 $ (3,405) (1.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds and Reimbursements $ 239 $ 373 $ - $ - $ - 0.0% Sewer Fund 66,259 65,111 78,872 84,728 5,856 7.4% Water Fund 66,259 65,111 78,872 84,728 5,856 7.4% Property Taxes 198,536 188,551 159,092 143,975 (15,117) (9.5%) Total Revenue $ 331,293 $ 319,146 $ 316,836 $ 313,431 $ (3,405) (1.1%)

140 Community Development Organizational Chart

Economic and Community Development Director

Community Administrative Development Operations Manager Secretary

Planning, Real Estate and Neighborhood Services Inspection Services Housing Division

Inspections Planning Housing Assistance

Real Estate Code Enforcement Housing Inspection

Neighborhood Services Division

141 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

142 COMMUNITY DEVELOPMENT

DEPARTMENT OVERVIEW: 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.

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.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Inventory Supplies Capital Expenditures Miscellaneous

37%

57%

3% 2% 0% 1% 0% 0%

143

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Assistant 1.00 1.00 - - - - Administrative Secretary 2.00 2.00 3.00 3.00 3.00 - Building Inspector 2.00 2.00 2.00 1.00 1.00 - CD Operations Manager 1.00 1.00 1.00 1.00 1.00 - Code Enforcement Manager - 1.00 1.00 1.00 1.00 - Code Enforcement Officer 1.00 2.00 2.00 2.00 2.00 - Combination Inspector 4.00 3.00 3.00 3.00 3.00 - Community Development 1.00 - - - - - Director Community Development 1.00 1.00 1.00 1.00 - (1.00) Specialist Electrical Inspector 1.00 1.00 1.00 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– 1.00 1.00 1.00 1.00 1.00 - FSS Housing Services Manager 1.00 1.00 1.00 1.00 1.00 - Inspection Services Manager 1.00 - - - - - Inspection Services Supv. 1.00 - - - - - Mechanical Inspector 1.00 1.00 1.00 1.00 1.00 - Neighborhood Services 1.00 1.00 1.00 1.00 1.00 - Proj/Financial Coord. Neighborhood Services 2.00 2.00 2.00 2.00 3.00 1.00 Project Coordinator Neighborhood Services Supv. 1.00 1.00 1.00 1.00 1.00 - Planner 1.00 1.00 1.00 2.00 2.00 - Plans Examiner 1.00 1.00 1.00 2.00 2.00 - Plumbing Inspector 1.00 1.00 1.00 1.00 1.00 - Real Estate Officer 1.00 1.00 1.00 1.00 1.00 - Real Estate Technician 1.00 1.00 1.00 1.00 1.00 - Rehabilitation Technician 2.00 2.00 2.00 2.00 2.00 - Secretary 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 - - - Zoning Enforcement Officer 1.00 1.00 1.00 1.00 1.00 - Part Time Administrative Secretary - - - - 0.50 0.50 Clerical Assistant 1.12 1.12 1.12 1.12 0.75 (0.37) Nuisance Abatement Officer - - - 0.65 0.65 - Seasonal Laborer 0.76 0.76 0.76 0.11 0.11 - Secretary - - 0.50 0.50 - (0.50) Total FTE 42.88 40.88 40.38 40.38 40.01 (0.37)

144 COMMUNITY DEVELOPMENT SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration $ 1,271,583 $ 790,113 $ 687,818 $ 721,832 34,014$ 4.9% Housing Rehabilitation 1,797,269 1,511,540 1,014,879 914,203 (100,676) (9.9%) Housing Services 4,877,874 5,103,917 5,364,991 5,302,118 (62,873) (1.2%) Inspection Services 1,295,245 1,264,725 1,283,062 1,290,566 7,504 0.6% Vehicle Code Enforcement 70,237 70,495 71,270 73,043 1,773 2.5% Planning & Real Estate 745,412 713,682 756,727 769,991 13,264 1.8% Total Expenditures $ 10,057,620 $ 9,454,472 $ 9,178,747 $ 9,071,753 (106,994)$ (1.2%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Assessments $ (9,493) $ 36,003 $ 142,000 $ 147,000 5,000$ 3.5% Charges for Services 184,606 181,398 194,627 183,520 (11,107) (5.7%) Community Development Fund 1,825,033 1,212,140 1,175,611 1,205,220 29,609 2.5% CD Lead Grant/Rehab Fund (5,934) 217,557 - - - 0.0% Engineering & Property Fund 1,914 (568) 1,604 - (1,604) (100.0%) Fed Governmental Oper Grants 6,084,449 5,473,638 5,626,913 5,465,597 (161,316) (2.9%) HOME Fund (37,539) (10,938) 9 - (9) 0.0% Licenses and Permits 533,610 642,457 697,760 763,010 65,250 9.4% Miscellaneous 118,936 139,694 99,402 137,095 37,693 37.9% Other Housing Program Fund 2,267 - - - - 0.0% Other Revenue 129,552 162,662 135,037 135,037 - 0.0% Revolving Fund 10,000 - - - - 0.0% Sewer Fund 56 - - - - 0.0% Tax Increment Admin Fund 58,639 53,986 69,298 57,509 (11,789) (17.0%) Voucher Program Fund (207,510) 269,485 7,876 (5,534) (13,410) 170.3% Water Fund 56 - - - - 0.0% Property Taxes 1,368,978 1,076,958 1,028,610 983,299 (45,311) (4.4%) Total Revenue $ 10,057,620 $ 9,454,472 $ 9,178,747 $ 9,071,753 (106,994)$ (1.2%)

145 ADMINISTRATION 7001-7035

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 378,429 $ 337,771 $ 365,228 $ 308,305 $ (56,923) (15.6%) General Services 40,732 38,658 30,756 28,765 (1,991) (6.5%) Services Related to Property 121,425 26,299 33,256 33,256 - 0.0% General Supplies 2,899 4,660 9,100 9,100 - 0.0% Utilities - - 225 - (225) (100.0%) Miscellaneous 728,098 382,725 249,253 342,406 93,153 37.4% Total Expenditures $ 1,271,583 $ 790,113 $ 687,818 $ 721,832 34,014$ 4.9%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Community Develop Fund $ 695,341 $ 304,516 $ 382,369 $ 471,976 89,607$ 23.4% CD Rehabilitation Fund (5,867) 89,763 - - - 0.0% Fed Governmental Oper Grants 500,085 324,215 218,563 185,081 (33,482) (15.3%) HOME Fund (63,162) 6,440 9 - (9) 100.0% Other Revenue 13,654 2,805 - - - 0.0% Tax Increment Admin Fund 51,199 49,156 64,685 57,509 (7,176) (11.1%) Property Taxes 80,333 13,218 22,192 7,266 (14,926) (67.3%) Total Revenue $ 1,271,583 $ 790,113 $ 687,818 $ 721,832 34,014$ 4.9%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Assistant 1.00 1.00 - - - - Administrative Secretary - - 1.00 1.00 1.00 - Community Development Dir 1.00 - - - - - N'hood Serv Proj/Fin Coord 1.00 1.00 1.00 1.00 1.00 - Neighborhood Serv Proj Coord 2.00 2.00 2.00 2.00 2.00 - Neighborhood Serv Supervisor 1.00 1.00 1.00 1.00 1.00 -

Total FTE 6.00 5.00 5.00 5.00 5.00 -

146 HOUSING REHABILITATION 7101-7109

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 369,171 $ 445,435 432,980$ 437,360$ 4,380$ 1.0% General Services 35,141 30,327 38,311 34,446 (3,865) (10.1%) Services Related to Property 5,441 29,301 2,952 2,952 - 0.0% General Supplies 1,244 4,526 4,600 4,600 - 0.0% Utilities 591 483 500 530 30 6.0% Miscellaneous 1,385,681 1,001,468 535,536 434,315 (101,221) (18.9%) Total Expenditures $ 1,797,269 $ 1,511,540 $ 1,014,879 914,203$ (100,676)$ (9.9%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Community Develop Fund $ 1,129,692 $ 907,624 793,242$ 733,244$ $ (59,998) (7.6%) CD Rehabilitation Fund 618 127,003 - - - 0.0% Fed Gov't Oper Grants 656,902 466,801 150,637 109,959 (40,678) (27.0%) Other Revenue 10,057 10,112 71,000 71,000 - 0.0% Total Revenue $ 1,797,269 $ 1,511,540 $ 1,014,879 914,203$ (100,676)$ (9.9%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Rehabilitation Technicians 2.00 2.00 2.00 2.00 2.00 - Part Time Administrative Secretary - - - - 0.50 0.50 Secretary - - - 0.50 - (0.50)

Total FTE 2.00 2.00 2.00 2.50 2.50 -

147 HOUSING ASSISTANCE CENTER

FY 2013 HIGHLIGHTS

• Sioux City Housing Authority (SCHA) was awarded 1175 Vouchers and 25 Housing and Urban Development (HUD) Veterans Administration Supportive Housing Vouchers (VASH), as well as a calendar year Budget Authority from HUD. • To be designated as a high-performing Public Housing Authority (PHA), the SCHA must maintain a 98% voucher utilization rate or 98% budget utilization rate. • We accomplished a 98% voucher utilization rate and utilized 100% budget authority in FY 2013. HUD reimburses PHAs a set rate for Housing Assistance Payments. PHAs must manage their programs and ensure administrative policies reflect cost savings measures to ensure our awarded Budget Authority covers the maximum number of vouchers awarded to the PHA. • SCHA continues to be a high performing PHA, receiving a Section Eight Management Assessment Program (SEMAP) score of 100%. SEMAP is a tool that allows HUD to measure SCHA’s performance in key areas to ensure program integrity and accountability. High-performing Housing Authorities can also be given a competitive advantage under notices of funding availability. • HUD prorated our administrative fee to 69% of eligibility for calendar year 2013. • The PHA is ensuring they receive maximum administrative fee revenue by leasing up to 100% of Budget Authority and eligible vouchers, as well as performing outside activities to increase revenue such as determining eligibility for the MyPad Down Payment Assistance Program, and conducting Housing Quality Standards inspections and determining eligibility for the Lead Hazard Control Grant. • SCHA serves approximately 1211 families on the Housing Choice Voucher, HUD- VASH Program, and Tenant Based Rental Assistance (TBRA) Program. • There are approximately 2,477 individuals who have safe and affordable housing as a result of the Housing Choice Voucher Section 8 Program. • SCHA serves approximately 2% of Sioux City’s population. • 9% of our program participants are elderly. • 27% of our program participants are disabled. • 306 private partnership landlords participate in the Voucher Program by renting their units to low and moderate income families. • SCHA infuses over $343,000 monthly into the local economy in rental assistance payments. • SCHA, through the completion of 2,028 inspections in FY 2013 held property owners to Housing Quality Standards to reduce hazards in our homes and our community. • The SCHA will continue to partner with Neighborhood Services to conduct Housing Quality Standards inspections for the Lead Hazard Control Grant.

• As a natural partner for this program, SCHA is able to market the program to area

landlords and promote the program benefits to property owners for required repairs.

• SCHA offered Security Deposit Assistance to remove barriers and assist Section 8 and

TBRA tenants in securing safe affordable permanent housing.

FY 2015 GOALS:

• Utilize 98% of vouchers awarded to SCHA and/or utilize 98% of annual Budget

Authority to meet U.S. Department of Housing and Urban Development ongoing

renewal funding requirements.

• Continue to add value to other City divisions and reduce costs by conducting regular rental inspections, monitoring rental permit renewals, and increasing property valuation through required repairs and regular maintenance for all participating units on the Housing Choice Voucher Program.

148 HOUSING ASSISTANCE CENTER PERFORMANCE MEASURES: FY 2011 FY 2012 FY 2013 Section 8 Housing Choice Voucher 98% 98% 100% Occupancy Rate Section 8 Housing Choice Voucher Budget 98% 98% 100% Utilization

149 HOUSING SERVICES 7201-7299

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 821,806 $ 833,914 864,079$ 876,651$ 12,572$ 1.5% General Services 51,278 49,211 58,852 61,084 2,232 3.8% Services Related to Prop 8,796 7,158 13,550 17,400 3,850 28.4% General Supplies 17,066 12,677 17,600 14,034 (3,566) (20.3%) Utilities 1,702 1,723 1,500 2,043 543 36.2% Inventory Supplies 135 140 200 200 - 0.0% Capital Expenditures - - 1,000 1,000 - 0.0% Miscellaneous 3,977,091 4,199,094 4,408,210 4,329,706 (78,504) (1.8%) Total Expenditures $ 4,877,874 $ 5,103,917 $ 5,364,991 $ 5,302,118 $ (62,873) (1.2%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change CD Lead Grant Fund $ (685) $ 791 $ - $ - $ - 0.0% Fed Gov't Oper Grants 4,927,462 4,682,622 5,257,713 5,170,557 (87,156) (1.7%) HOME Fund 25,623 (17,378) - - - 0.0% Miscellaneous 118,936 139,694 99,402 137,095 37,693 37.9% Other Housing Program 2,267 - - - - 0.0% Other Revenue 11,781 28,703 - - - 0.0% Voucher Program Fund (207,510) 269,485 7,876 (5,534) (13,410) 170.3% Total Revenue $ 4,877,874 $ 5,103,917 $ 5,364,991 $ 5,302,118 $ (62,873) (1.2%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 Serv Analyst 5.00 5.00 5.00 5.00 5.00 - Housing Serv Analyst-FSS 1.00 1.00 1.00 1.00 1.00 - Housing Serv Div 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 10.00 (0.37)

150 INSPECTION AND PERMIT SERVICES

FY 2013 HIGHLIGHTS:

• Reviewed codes: 2012 International Residential Code (IRC), 2012 International

Building Code (IBC), 2012 International Mechanical Code (IMC), 2012 United

Plumbing Code (UPC), and 2013 National Electrical Code (NEC).

• Worked with the Building and Housing Code Board on the existing building code.

• Increased Code Enforcement activities.

• Increased Inspections 27% from FY12 (25,468) to FY13 (32,348). • Placarded 60 structures and removed 38 through repairs. Currently we have 81 structures Placarded. • Working with Building and Housing Code Board to review and update Building Permit Fees. • Expanded enforcement of weed and snow enforcement efforts.

FY 2015 GOALS:

• Adopt 2012 I-Codes. • Improve Inspector efficiency through technology. • Revise and or adopt new Property Maintenance Code. • Expand the role of Building and Housing Code Board to be proactive in code development.

INSPECTION AND PERMIT SERVICES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Commercial/Trade permits issued 720 1,003 730 2,459 2,501 Commercial/Trade inspections 3,900 4,892 4,340 6,272 6,356 Residential issued 2,000 2,012 1,937 1,921 2,019 Residential/Code Enforce. 15,100 12,539 12,760 19,674 25,304 Inspections Commercial/Trade Permit Fees $128,068 $128,075 $143,661 $256,721 $278,440 Residential permits/Code Fees $292,425 $395,580 $382,193 $337,918 $369,096

151 INSPECTION SERVICES 7401-7402

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,037,981 $ 1,049,873 $ 1,074,043 $ 1,088,869 14,826$ 1.4% General Services 46,989 53,464 53,849 56,736 2,887 5.4% Serv Related to Property 125,867 95,172 122,903 115,453 (7,450) (6.1%) General Supplies 8,594 10,383 12,280 11,780 (500) (4.1%) Utilities 14,729 15,607 19,687 17,428 (2,259) (11.5%) Miscellaneous 61,085 40,226 300 300 - 0.0% Total Expenditures $ 1,295,245 $ 1,264,725 $ 1,283,062 $ 1,290,566 7,504$ 0.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Assessments $ (9,493) $ 36,003 142,000$ 147,000$ 5,000$ 3.5% Licenses and Permits 533,610 642,457 697,760 763,010 65,250 9.4% Other Revenue 70,973 105,552 26,100 26,100 - 0.0% Property Taxes 700,155 480,713 417,202 354,456 (62,746) (15.0%) Total Revenue $ 1,295,245 $ 1,264,725 $ 1,283,062 $ 1,290,566 7,504$ 0.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Building Inspector 2.00 2.00 2.00 1.00 1.00 - Code Enforcement Mngr - 1.00 1.00 1.00 1.00 - Code Enforcement Officer - 1.00 1.00 1.00 1.00 - Combination Inspector 4.00 3.00 3.00 3.00 3.00 - Electrical Inspector 1.00 1.00 1.00 1.00 1.00 - Inspection Serv Div Mngr 1.00 - - - - - Inspection Serv Super 1.00 - - - - - Mechanical Inspector 1.00 1.00 1.00 1.00 1.00 - Plans Examiner 1.00 1.00 1.00 2.00 2.00 - 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 - Nuisance Abatement Officer - - - 0.65 0.65 - Seasonal Laborer 0.65 0.65 0.65 - - -

Total FTE 14.40 13.40 13.40 13.40 13.40 -

152 VEHICLE CODE ENFORCEMENT 7403

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 70,038 $ 70,227 70,856$ 72,761$ 1,905$ 2.7% General Services 199 268 414 282 (132) (31.9%) Total Expenditures $ 70,237 $ 70,495 71,270$ 73,043$ 1,773$ 2.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 70,237 $ 70,495 71,270$ 73,043$ 1,773$ 2.5% Total Revenue $ 70,237 $ 70,495 71,270$ 73,043$ 1,773$ 2.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

Notes:

153 PLANNING, NEIGHBORHOOD SERVICES, AND REAL ESTATE

FY 2013 HIGHLIGHTS:

• Planning and Zoning Commission and Council approval of the Pierce Corridor Plan. • Continued collaboration with numerous City Departments on the development of the Southbridge Business Park. • Continued collaboration with Engineering staff to acquire the necessary rights-of-way for numerous public improvement projects. • Completed the development plans and Final Plat for the 29 acres Northern Valley Crossing Development, Outer Drive and Floyd Boulevard. • Completed the request for proposal (RFP) process for the Zoning Ordinance and Sign Regulations rewrite project. Council approved contract with Kendig Keast. • Historic Pearl District Façade Program Round #2 applications received, approved, and projects underway. • Successfully completed the site plan process, right of way (ROW) vacations, and platting process for the Hard Rock Casino and Hotel. • Completed the Pierce Corridor Façade Program Round #1 and continuing development of Round #2 including a program amendment to require property owner match. • Invested $510,264 in substantial public improvements in Greenville, Jones Street and Rose Hill Urban Renewal Areas. • The Emergency Solutions Grant Homelessness Prevention / Rapid Rehousing Program prevented 12 people from becoming homeless and rehoused approximately 14 people. • Completed housing rehabilitation activities on 3 rental units, 13 owner-occupied units, 9 World Changers / Life Changers Missions projects, 14 city-wide emergency repairs, 13 barrier removal projects, and 18 elderly and disabled projects. • Began implementation of the 2nd Lead Hazard Control Program grant award in the amount of $2,300,000 to complete 111 additional housing units over three years, and $180,000 Healthy Homes funding to provide environmental interventions in residential units. • Funded an additional $100,000 for the MyPad program to provide down payment assistance to approximately 17 families in Sioux City. • Provided funding for the additional 4 housing units at Moos Meadows to complete Phase II.

• Provided funding for the redevelopment of the former Florence Crittenton Center site to

include two new single family dwellings.

• Provided funding for neighborhood clean-ups resulting in the collection of 183 tires and

26,860 pounds of garbage.

• Provided funding for a youth summer program, farmer’s market, Camp Imagination,

and the Jones Street Urban Renewal Area Food Pantry. These activities impacted the

lives of 553 persons living in Sioux City.

FY 2015 GOALS:

• Continue to complete action items as identified in the 2012 - 2015 Strategic Plan. • Track Strategic Plan action items and provide quarterly reports/updates to City Council and City staff. • Complete zoning ordinance and sign regulations rewrite. • Continue Pierce Corridor and Historic Pearl Façade Programs. • Continue development of Rail Study Phase Two. • Complete acquisition of real estate for 2015 public improvement projects. • Meet benchmarks for Lead Hazard Control Program grant Round #2.

154 FY 2015 GOALS CONTINUED:

• Continue development plans for the Southbridge Business Park. • Request proposals for the use of additional Residential Infrastructure Development Program funds as incentives for new residential developments. • Coordinate Neighborhood Services with Planning staff on corridor or district plans and updates as needed. th • Complete West 7 Street design and reconstruction with Engineering staff. th • Begin the West 7 Street Façade Improvement Program • Complete Springdale District Plan. • Begin RFP process to complete the Comprehensive Plan update including the development of a Preservation Plan. • Work with local residential developers to complete 100 new housing units. • Begin Sioux City Rail Study Phase II • Update existing Urban Renewal Area plans to reflect updated ending dates and any necessary boundary revisions.

PLANNING, NEIGHBORHOOD SERVICES, & REAL ESTATE PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 FY 2013 Acquired Real Estate for Public $1,339,432 $917,124 $438,601 $242,082 Improvement Projects Disposed of Vacated ROW and City $37,727 $32,352 $22,060 $89,266 Owned Land Planning and Zoning/Board of 85 86 84 81 Adjustment Applications Single Family Dwelling Rehabs 15 13 10 13 Completed Residential Rental Rehabs 6 7 17 3 Completed Single Family Elderly and Disabled 47 23 24 18 Repairs Completed Single Family Emergency Repairs 0 3 7 14 Completed Barrier Removal Projects Completed 15 7 8 13 Lead Hazard Control Units 19 37 33 No Grant $ Completed Funded World Changers Projects / Life Changers Missions - - 13 13 Funded Pierce Street Façade Projects - - 15 14

155 PLANNING & REAL ESTATE 7501-7601

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 544,692 $ 503,800 $ 555,320 $ 589,721 34,401$ 6.2% General Services 79,116 65,086 34,105 30,541 (3,564) (10.5%) Services Related to Property 23,596 16,593 34,475 18,975 (15,500) (45.0%) General Supplies 77,231 77,888 83,567 81,592 (1,975) (2.4%) Utilities 777 667 1,000 779 (221) (22.1%) Capital Expenditures - 1,298 - - - 0.0% Miscellaneous 20,000 48,350 48,260 48,383 123 0.3% Total Expenditures $ 745,412 $ 713,682 $ 756,727 $ 769,991 13,264$ 1.8%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 184,606 $ 181,398 $ 194,627 $ 183,520 $ (11,107) (5.7%) Engineering/Property Fund 1,914 (568) 1,604 - (1,604) (100.0%) Other Revenue 23,087 15,490 37,937 37,937 - 0.0% Revolving Fund 10,000 - - - - 0.0% Sewer Fund 56 - - - - 0.0% Tax Increment Admin Fund 7,440 4,830 4,613 - (4,613) (100.0%) Water Fund 56 - - - - 0.0% Property Taxes 518,253 512,532 517,946 548,534 30,588 5.9% Total Revenue $ 745,412 $ 713,682 $ 756,727 $ 769,991 13,264$ 1.8%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time CD Operations Manager 1.00 1.00 1.00 1.00 1.00 - Community Devel Specialist 1.00 1.00 1.00 1.00 - (1.00) Neighborhood Serv Prj Coord - - - - 1.00 1.00 Planner 1.00 1.00 1.00 2.00 2.00 - Real Estate Officer 1.00 1.00 1.00 1.00 1.00 - Real Estate Technician 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 - - - - Senior Planner 1.00 1.00 1.00 1.00 1.00 - Transportation Planner 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 - - -

Total FTE 9.11 9.11 8.61 8.11 8.11 -

156 Economic Development Organizational Chart

Economic and Community Development Director

Administrative Secretary

Economic Economic Economic Development Development Development Specialist Specialist Specialist

157 ECONOMIC DEVELOPMENT

DEPARTMENT OVERVIEW: The Economic Development (ED) 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 programs 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.

MISSION STATEMENT: The City of Sioux City Economic Development Department stimulates the growth of the Sioux City economy through retention and expansion of existing business and the attraction of new employers.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Miscellaneous

1% 2% 10% 15%

72%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Economic Dev./Community - - - - 1.00 1.00 Dev. Director Economic Development 1.00 1.00 1.00 1.00 - (1.00) Director Economic Development 3.00 3.00 3.00 3.00 3.00 - Specialist Administrative Secretary - - - - 1.00 1.00 Part Time Administrative Secretary 1.00 1.00 1.00 1.00 - (1.00) Total FTE 5.00 5.00 5.00 5.00 5.00 -

158 FY 2013 Highlights:

• ED frequently highlighted various state and national rankings recognizing the continued economic progress in Sioux City and the metro area, including: o Site Selection ranked the Sioux City Metropolitan Statistical Area number one for economic development in 2013 (cities with populations of 50,000-200,000). o Top 30 Best Small Places for Business and Careers by Forbes. o Top five Metro Food Processing Industry Leaders. o International Economic Development Council (IEDC) Excellence in Economic Development Gold Award (Sabre project). o State-wide recognition with Top Large City Business Retention award presented by Governor Branstad at Iowa SMART conference (Sabre project). o City Progress newsletter received first place for printed publication by MidAmerica Economic Development Council. • Targeted Jobs Program - Worked closely during the 2013 Iowa legislative session with the Mayor and Council, legislative leaders, and the Iowa Economic Development Authority (IEDA), to extend this critical program for five years through 2018. • Blue Zones - Assisted with the successful 2013 application to become a Blue Zones Demonstration Site and healthier community. Worked with several businesses to promote status as Blue Zones Worksites. • Assisted in promotion of several major community events including the National Association of Intercollegiate Athletics (NAIA) Volleyball Tournament, NAIA Women’s Basketball National Championship, and Rock N Rods; and sponsored the Siouxland Garden Show, Saturday in the Park and the Art Center’s ArtSplash Festival. • Continued the weekly “Good Morning Sioux City” interviews on KCAU Ch. 9, hosted two “Business for Breakfast” events with employers, recognized local growing businesses with the “Growing Sioux City Award”, and invited young professionals to make their home in Sioux City through the Home Again campaign. • Effectively engaged the community through technology while saving funds with Twitter, Facebook, LinkedIn, ED website, StartUpSiouxCity.com, SiouxCityNow.com, LocateSiouxCity.com/Home, and weekly Snapshot e-mail. • Partnered with the Iowa Tourism Office and Sioux City Convention and Visitors Bureau in the design and placement of a rolling billboard on an ABD delivery truck that encourages travel to Sioux City. • Mayor Bob Scott traveled to Yamanashi City, Japan to meet with leaders to focus on economic development opportunities, including Ito Ham, and celebrate the 10- year anniversary of our sister city relationship. Ito Ham added over 20 employees to their Sioux City processing facility in the past year. • An increased focus on entrepreneurship and innovation:

o Helped create a new entrepreneurial focused website www.StartUpSiouxCity.com.

o Renewed and strengthened partnership with Sioux City Growth Organization including sponsorship of the Innovation Market event.

o Partnered with Briar Cliff University to sponsor “Swimming with the Sharks” entrepreneurial contest.

o Assisted Downtown Partners in the development of a “StartUp Assistance Package” for prospective downtown firms.

o Developed “Launch Week” in fall 2013 – a new series of events relating to innovation and entrepreneurship that included Sioux City Young Professionals Day and hosting of Governor Branstad, Base 3 event in the new Springboard Co-working space at 4th and Jackson, and the Wire Me Awake conference.

o Partnership with IEDA to post entrepreneurial events on the new state-wide resource, www.IASourceLink.com website.

159 FY 2013 Highlights Continued:

• Southbridge Business Park: ribbon-cutting held in January 2013 for Sabre Industries’ new 150-acre site multi-phased expansion attended by the Governor and other top officials. • The City was awarded a $551,459 grant from the Economic Development Administration to assist with rail improvements in Southbridge Business Park, bringing total grant funds to over $5.5 million for the project. • Yards Interstate 29 Business Park: continued progress with substantial completion of new utilities and extension of South Lafayette Street. • Expedition Airport Business Park: completion of new Titan Machinery facility. “Growing Sioux City Award” presented to Aviation Consultant Expert Solutions. • Bridgeport Industrial Park: Partnered with the Chamber/The Siouxland Initiative to expand the shovel-ready site to 259-acres and increase joint marketing efforts. • Downtown: continues to see positive changes as envisioned by the Downtown Planning Study:

o Hard Rock Hotel and Casino – Construction underway on the $118 million project that includes renovation of the historic Battery Building and continues the redevelopment of the Historic Pearl District.

o 4th and Jackson Building – completion of the renovation of the six- story building into a mixed-use facility with a $4 million investment, new commercial tenants, and 18 upscale lofts. Springboard Co-working launched new shared space for entrepreneurs.

o Williges Building – renovation continues with market-rate condos on the 3rd floor and completion of office renovations on two floors. Other Commercial development: • Northern Valley Crossing: redevelopment of City-owned north side site ongoing with completion of new access road, and the first two developments secured, a new Pizza Ranch opening in Fall 2013, and new Walgreens to open in 2014. • Sunnybrook: A ribbon cutting was held for the new $27 million Unity Point-St. Luke’s Sunnybrook medical satellite campus in September 2013, with two additional adjacent medical buildings under construction. • Thompson Electric, TEC-Corp and Electric Innovations – renovation of the 63,000 square foot. Standard Oil Co. building on 7th Street with a $3 million capital investment. • Jackson Recovery – groundbreaking held in fall 2013 for a new $9 million Child and Adolescent Recovery Hospital on West 4th Street with 25 new jobs to be created. • Siouxland Adult Medicine – renovation of 5,400 square foot building at 16th and Douglas Street.

• Wesley Parkway Corridor - ED staff is actively working with commercial

businesses in the corridor to encourage redevelopment of the commercial

properties following the 2012 completion of the $4.6 million new 4-lane route

from downtown to Hamilton Boulevard.

• 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. The Select Foods market re-

opened as a Save-A-Lot 14,000 square foot store at 27th and Pierce Street to

replace the current building.

160 FY 2015 Goals

• 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. Work with state and local partners to improve the effectiveness of business development programs. • 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, tourist-related activities, biomedical/biotech, and related industries clusters. • Develop dynamic and innovative marketing strategies to showcase Sioux City and positive developments. Continue efforts to attract young professionals and new startups to Sioux City. Reinforce a unified message through an effective branding campaign including a greater focus on social media channels.

• Continue to promote and attract business development to Southbridge Business

Park, create shovel ready sites and continue to pursue outside funding to complete

additional infrastructure in the area.

• Further develop the resources to support economic growth and target investment in

priority business parks, including the Yards, Expedition Business Park, and

Bridgeport. Continue the redevelopment of the Yards Interstate 29 Business Park

including the former Morrell site.

• Maximize the 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 redevelop underutilized properties and renew and revitalize the Historic Pearl District, and the Pierce Street and Wesley Parkway corridors. Increase airport- related development. • Continue to implement recommendations of the IEDC downtown study, focusing on economic growth in the downtown area, in collaboration with our partners; including the further development of key sites, the creation of an entrepreneurship education initiative and fast-track small business program, assisting with downtown casino development, a potential “Sioux City Market”, and other action steps. • Work with city staff to revitalize areas near downtown as recommended by the IEDC downtown study. Develop a strategy to encourage the additional development of market rate housing, the adaptive re-use of underutilized buildings, and a new retail strategy for downtown.

ECONOMIC DEVELOPMENT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Business Retention Visits* 9 10 10 10 10 Local business development 30 17 24 25 27 meetings* Marketing activities* 6 16 24 20 26 New business leads* 6 3 3 5 6 Local and regional partnership 12 14 9 9 16 meetings* Targeted Jobs Withholding Tax Credit Program Retained jobs^ 465 477 523 704 964 Created jobs^ 511 516 562 606 768 Average wage of all retained and $25.62 $25.48 $26.36 $26.79 $27.91 created jobs Investment leveraged^ $41.7 mil $44.3 mil $50 mil $54.6 mil $99 mil *Average per month ^Running totals

161 ECONOMIC DEVELOPMENT 0501

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 415,171$ 416,282$ $ 434,080 $ 454,407 20,327$ 4.7% General Services 194,319 192,065 99,908 92,824 (7,084) (7.1%) Services Related to Property 21,508 10,471 11,150 14,445 3,295 29.6% General Supplies 3,905 3,904 3,816 3,816 - 0.0% Miscellaneous 54,758 159,008 64,758 64,933 175 0.3% Total Expenditures 689,661$ 781,730$ $ 613,712 $ 630,425 16,713$ 2.7%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions 9,328$ $ - $ - $ - $ - 0.0% Federal Government Oper. Grants - 38,250 - - - 0.0% Refunds and Reimbursements 28,542 11,612 6,000 6,000 - 0.0% Rentals and Leases 19,191 29,929 19,191 19,191 - 0.0% Sales Taxes 50,000 212,802 - 49,463 49,463 100.0% Sewer Fund 41,324 39,753 43,925 45,925 2,000 4.6% TIF Administration Fund 496,050 402,253 496,843 461,221 (35,622) (7.2%) Water Fund 41,321 43,489 43,925 45,925 2,000 4.6% Property Taxes 3,905 3,642 3,828 2,700 (1,128) (29.5%) Total Revenue 689,661$ 781,730$ $ 613,712 $ 630,425 16,713$ 2.7%

162

Events Facilities Department (EFD) Organizational Chart

EFD Executive EFD Board Director

Tyson Events Administration Orpheum Theatre Box Office Center

Accounting Event Coordination Event Coordination

Centerplate Facilities Facilities Maintenance Maintenance

Convention Center Operations

Lewis and Clark Concessions

Olsen Stadium Concessions

163 EVENTS FACILITIES DEPARTMENT (EFD)

DEPARTMENT OVERVIEW: EFD services include the operation and management of the Tyson Events Center/Gateway Arena; the Orpheum Theater; 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. The department is also responsible for the maintenance of the Sioux City Convention Center, which is operated and managed by our contract partner, Centerplate, who provides full service catering and concessions at our venues. Centerplate also manages the concessions operations for the Lewis & Clark Ballpark and Olsen Stadium.

The City of Sioux City Events Facilities Department brings economic impact, an enhanced quality of life, diversity in live entertainment and sporting events, and community involvement to the City of Sioux City. We measure success on a per event basis.

The keys to our success will be to maintain current outstanding guest experiences; increase our market size through group sales and marketing activities to increase event attendance and revenue while balancing these items with fiscal responsibility.

MISSION STATEMENT: We focus on inspiring local pride, achieving success for event organizers, and creating consistent experiences that bring people to Sioux City.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Inventory Supplies Miscellaneous

10% 12% 28% 4% 4% 38% 4%

164

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 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 - (1.00) Convention Sales Manager 1.00 1.00 1.00 1.00 - (1.00) Custodian I 2.00 - - - - - EFAB Engineering/ 1.00 1.00 1.00 1.00 1.00 - Maintenance Supervisor EFAB Events Coordinator 2.00 2.00 2.00 2.00 2.00 - 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 Mgr. 1.00 1.00 1.00 1.00 1.00 - EFAB Marketing/Events Mgr. - - - - 1.00 1.00 Group Sales Representative 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 3.00 3.00 3.00 3.00 1.00 (2.00) 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 - Sports Sales Representative 1.00 1.00 1.00 1.00 - (1.00) Tyson Operations Div. Mgr. 1.00 1.00 1.00 1.00 1.00 - Part Time Auditorium Technician 2.10 2.10 2.10 2.10 1.40 (0.70) Clerical Assistant 0.80 0.80 0.80 0.80 0.80 - Custodian I - 1.50 1.50 1.50 0.75 (0.75) EFAB Bureau Attendant I 1.70 1.70 1.70 1.20 1.20 - EFAB Bureau Attendant II 0.50 0.50 0.50 0.50 0.50 - EFAB Laborer 21.21 21.03 20.71 17.58 11.34 (6.24) Labor Crew Leader 1.91 1.91 1.91 1.91 0.63 (1.28) 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 50.99 50.31 49.99 46.36 32.06 (14.30)

165 FY 2013 HIGHLIGHTS:

• Hosted the following concerts / events at the Tyson Events Center: World Wrestling Entertainment, Lynyrd Skynyrd, the Carnival of Madness tour with Evanescence and Chevelle, the United States Hockey League (USHL) Fall Classic, Eric Church, 6 performances of Batman Live, the National Association of Intercollegiate Athletics (NAIA) Volleyball Championship, Cirque du Soleil: Quidam, the Center for Neurosciences, Orthopedics, and Spine (CNOS) Basketball Classic, the Barnes National Bull Riding Challenge, Journey, Luke Bryan, the NAIA Women’s Division II Basketball Championship, Monster Trucks, the Harlem Globetrotters, Shinedown / Three Days Grace, the Abu Bekr Shrine Circus, Carrie Underwood, 4 high school graduations, and Sioux City Bandits and Sioux City Musketeers seasons. • The Eric Church concert set a Tyson Events Center record for per-caps for food and beverage. • The Luke Bryan show was the highest demand show we’ve had in Tyson Events Center history. • The Shrine Circus had a record number of sell-out shows in 2013 – 4 sold out performances. FY 201• 3 TheGOALS: Sioux City Bandits completed a successful season, making it to the post- season playoffs. • The Tyson Events Center was ranked #5 on the Venues Today Social Media Power 100 list for venues with capacities of 5,001-15,000. The Tyson Events Center was the only Iowa venue to make the list. • Hit the milestone of 50,000 Facebook Fans for our Tyson Events Center Facebook page, and started a Tyson Events Center Twitter page that now has over 3,200 Followers. • We hosted the following conventions at the Sioux City Convention Center: Iowa League of Cities, Iowa Chiropractic Society Fall Symposium, Iowa Alcoholic Beverage Division, and Western Iowa Synod. We also hosted a larger variety of events at the Convention Center, from garden shows, to kids’ dinosaur exhibits, to Easter services.

• Hired a Convention Sales Manager whose sole focus is to bring convention FY 2014 GOALS business to Sioux City. We have seen increases in interaction with Iowa, Nebraska,

and South Dakota state associations since bringing her on board.

• Started regular meetings with hotels to ensure the services provided by the

Convention and Visitor's Bureau increase hotel stays and generate additional

hotel/motel tax revenue.

• We installed monitors at the Sioux City Convention Center that give our clients added value and better directional signage during events. • The United States Bowling Congress Iowa State Bowling Tournament took place every weekend from February 1-June 2, 2013. The tournament hosted 967 teams / 4,835 bowlers. The estimated economic impact of this event was $802,610. • Extended the NAIA Volleyball National Championship in Sioux City for three years (2013, 2014, 2015). • We hosted the following concerts / events at the Orpheum Theatre: the Mardi Gras Festivale, Cinderella / Sebastian Bach, Ron White, Willie Nelson, Under the Streetlamp, Busytown Busy, Beauty & The Beast, Tonic Sol-fa, Tony Bennett, Shrek, the Pink Floyd Experience, Dreamgirls, Lisa Lampanelli, Menopause the Musical, Jon Dorr, Rock of Ages, The Addams Family, Spank!, Barry Manilow, 7 Sioux City Symphony performances, and 4 Sioux City Rockestra performances. • We had $3.3 million in ticket sales revenue at the Tyson Events Center during FY 2013. • We had $1.2 million in ticket sales revenue at the Orpheum Theatre during FY 2013.

166 FY 2015 GOALS:

• Partner on booking 12 profitable concerts in the Tyson and Orpheum. • Increase Convention Center revenues. • Increase sponsorship revenue 5%. • Generate $3.5M in ticket sales at the Tyson Events Center during the fiscal year. • Improve part-time labor expenses. • Increase Hotel Occupancy tax collected. • Increase the number of ticketed events at the Tyson Events Center. • Increase the number of ticketed events at the Orpheum Theatre.

EFD PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Hotel Motel Tax Collected $1,045,000 $1,145,000 $1,240,000 $1,301,000 $1,425,000 Ticketed Event Attend. TEC 220,000 220,000 247,000 223,485 237,000 Ticketed Events 83 83 81 78 92 City Investment $2,134,130 $2,066,175 $1,589,190 $1,401,245 $1,463,141

167 EFAB SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration 149,437$ $ 168,381 149,462$ 177,672$ 28,210$ 18.9% Convention Center 2,172,766 1,959,186 2,074,029 1,685,296 (388,733) (18.7%) Convention and Tourism 161,149 139,373 157,722 128,978 (28,744) (18.2%) Lewis and Clark Conc. 190,667 181,872 190,050 190,050 - 0.0% Olsen Stadium Conc. 83,295 85,671 75,500 75,500 - 0.0% Orpheum Theatre Operations 1,050,284 971,900 1,052,509 980,483 (72,026) (6.8%) Tyson Events Center 3,630,476 4,393,225 3,620,864 3,749,278 128,414 3.5% Orpheum/City Sponsor Evts 12,327 33,514 - - - 0.0% Box Office 216,039 217,850 275,749 243,840 (31,909) (11.6%) EFAB Airport Concessions 96 - - - - 0.0% Total Expenditures $ 7,666,536 $ 8,150,972 $ 7,595,885 $ 7,231,097 (364,788)$ (4.8%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services 591,930$ $ 585,187 646,500$ 561,476$ $ (85,024) (13.2%) Concessions and Comm. 2,694,183 3,085,989 2,868,000 2,866,000 (2,000) (0.1%) Contributions 240,083 263,614 391,360 391,360 - 0.0% EFAB Fund 377,911 480,766 (69,897) 57,015 126,912 (181.6%) Enterprise Fees 790 1,501 1,000 1,000 - 0.0% Miscellaneous 205,911 242,359 225,500 232,500 7,000 3.1% Recreation Fees 116,035 91,333 65,000 65,000 - 0.0% Refunds and Reimb. 718,171 1,006,209 705,500 722,000 16,500 2.3% Rentals and Leases 1,500,846 1,465,921 1,520,460 1,520,460 - 0.0% State Governmental Op Grants - 37,500 - - - 0.0% Sales Taxes 694,228 638,558 694,722 894,318 199,596 28.7% Property Taxes 526,448 252,035 547,740 (80,032) (627,772) (114.6%) Total Revenue $ 7,666,536 $ 8,150,972 $ 7,595,885 $ 7,231,097 (364,788)$ (4.8%)

168 ADMINISTRATION 8701

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 36,898 $ 43,951 38,098$ 80,400$ 42,302$ 111.0% General Services 90,784 104,279 88,232 74,195 (14,037) (15.9%) Services Related to Property 6,732 6,732 6,732 6,732 - 0.0% General Supplies 12,576 13,395 15,700 15,870 170 1.1% Utilities 2,259 24 500 475 (25) (5.0%) Inventory Supplies 188 - 200 - (200) (100.0%) Total Expenditures $ 149,437 $ 168,381 $ 149,462 $ 177,672 28,210$ 18.9%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 16,500 $ 16,500 16,500$ 16,500$ $ - 0.0% Miscellaneous - - 500 - (500) (100.0%) Refunds and Reimbursements 62,038 206,082 63,500 63,500 - 0.0% Sales Tax 70,899 (54,201) 68,962 97,672 28,710 41.6% Total Revenue $ 149,437 $ 168,381 $ 149,462 $ 177,672 28,210$ 18.9%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - 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 - (1.00) Convention Sales Manager 1.00 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 1.00 - EFAB Marketing/Events Mngr. - - - - 1.00 1.00 Sports Sales Representative 1.00 1.00 1.00 1.00 - (1.00)

Total FTE 8.00 8.00 8.00 8.00 5.00 (3.00)

169 CONVENTION CENTER 8703 & 8705

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 726,257 $ 675,088 716,649$ 111,612$ (605,037)$ (84.4%) General Services 852,826 744,887 713,914 944,789 230,875 32.3% Services Related to Prop. 57,838 37,199 57,896 57,600 (296) (0.5%) General Supplies 75,931 69,105 92,770 82,820 (9,950) (10.7%) Utilities 56,780 59,204 66,800 62,475 (4,325) (6.5%) Inventory Supplies 341,382 345,912 391,000 391,000 - 0.0% Miscellaneous 61,752 27,791 35,000 35,000 - 0.0% Total Expenditures $ 2,172,766 $ 1,959,186 $ 2,074,029 $ 1,685,296 (388,733)$ (18.7%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Comm. $ 889,684 $ 893,317 965,000$ 965,000$ $ - 0.0% Contributions 18,884 17,042 3,000 3,000 - 0.0% Enterprise Fees 790 1,501 1,000 1,000 - 0.0% Recreation Fees 116,035 91,333 65,000 65,000 - 0.0% Refunds and Reimb. 10,341 18,717 2,000 2,000 - 0.0% Rentals and Leases 300,149 255,895 255,000 255,000 - 0.0% Sales Tax 479,101 604,201 481,038 680,668 199,630 41.5% Property Tax 357,782 77,180 301,991 (286,372) (588,363) (194.8%) Total Revenue $ 2,172,766 $ 1,959,186 $ 2,074,029 $ 1,685,296 (388,733)$ (18.7%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Custodian 1.00 - - - - - EFAB Engineering/ Maint Sup. 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 1.00 1.00 1.00 1.00 - (1.00) Maintenance Repair Worker 1.00 1.00 1.00 1.00 1.00 - Part Time Auditorium Technician 0.70 0.70 0.70 0.70 - (0.70) Custodian - 0.75 0.75 0.75 - (0.75) EFAB Laborer 6.03 6.03 6.03 4.53 - (4.53) Labor Crew Leader 1.28 1.28 1.28 1.28 - (1.28) Laborer 0.33 0.33 0.33 0.33 - (0.33)

Total FTE 12.34 12.09 12.09 10.59 2.00 (8.59)

170 CONVENTION AND TOURISM BUREAU 8706

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 104,380 $ 99,463 $ 107,733 74,703$ $ (33,030) (30.7%) General Services 49,070 24,078 38,119 42,405 4,286 11.2% Services Related to Property 516 474 400 400 - 0.0% General Supplies 7,183 15,358 10,270 10,270 - 0.0% Inventory Supplies - - 1,200 1,200 - 0.0% Total Expenditures $ 161,149 $ 139,373 $ 157,722 $ 128,978 $ (28,744) (18.2%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions $ 2,836 $ 2,347 3,000$ 3,000$ $ - 0.0% Contributions 1,800 3,440 5,000 5,000 - 0.0% Miscellaneous 11,238 5,740 5,000 5,000 - 0.0% Refunds and Reimbursements 1,047 1,788 - - - 0.0% State Gov. Operating Grants - 37,500 - - - 0.0% Sales Tax 144,228 88,558 144,722 115,978 (28,744) (19.9%) Total Revenue $ 161,149 $ 139,373 $ 157,722 $ 128,978 $ (28,744) (18.2%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

171 LEWIS AND CLARK CONCESSIONS 8708

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,016 $ - $ - $ - $ - 0.0% General Services 77,323 78,093 78,550 78,550 - 0.0% Services Related to Property 3,245 5,944 3,000 3,000 - 0.0% General Supplies 2,951 2,838 5,000 5,000 - 0.0% Inventory Supplies 62,707 52,115 58,500 58,500 - 0.0% Miscellaneous 43,425 42,882 45,000 45,000 - 0.0% Total Expenditures $ 190,667 $ 181,872 $ 190,050 $ 190,050 $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions $ 242,913 $ 227,787 $ 202,000 $ 202,000 $ - 0.0% EFAB Fund (52,297) (45,915) (11,950) (11,950) - 0.0% Refunds and Reimbursements 51 - - - - 0.0% Total Revenue $ 190,667 $ 181,872 $ 190,050 $ 190,050 $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

172 OLSEN STADIUM CONCESSIONS 8709

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 13,059 $ 14,451 13,000$ 13,000$ $ - 0.0% Services Related to Property - - 500 500 - 0.0% General Supplies 80 140 1,000 1,000 - 0.0% Inventory Supplies 25,371 22,688 23,000 23,000 - 0.0% Miscellaneous 44,785 48,392 38,000 38,000 - 0.0% Total Expenditures $ 83,295 $ 85,671 75,500$ 75,500$ $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions $ 89,613 $ 93,597 80,000$ 80,000$ $ - 0.0% EFAB Fund (7,109) (8,266) (4,500) (4,500) - 0.0% Refunds and Reimbursements 791 340 - - - 0.0% Total Revenue $ 83,295 $ 85,671 75,500$ 75,500$ $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

173 ORPHEUM THEATER OPERATIONS 8713

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 299,796 $ 303,673 $ 353,716 $ 282,365 $ (71,351) (20.2%) General Services 431,951 433,773 380,083 379,408 (675) (0.2%) Services Related to Prop. 11,353 13,440 12,100 12,100 - 0.0% General Supplies 25,129 21,771 25,000 25,000 - 0.0% Inventory Supplies 57,740 48,374 58,250 58,250 - 0.0% Miscellaneous 224,315 150,869 223,360 223,360 - 0.0% Total Expenditures $ 1,050,284 $ 971,900 $ 1,052,509 $ 980,483 $ (72,026) (6.8%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 244,334 $ 211,068 $ 220,000 $ 142,976 $ (77,024) (35.0%) Concessions and Comm. 294,853 230,023 243,000 243,000 - 0.0% Contributions 32,443 22,071 123,360 123,360 - 0.0% EFAB Fund Balance (34,040) 73,771 (3,561) 1,437 4,998 (140.4%) Miscellaneous 88,816 57,263 70,000 70,000 - 0.0% Refunds and Reimb. 311,862 282,304 300,000 300,000 - 0.0% Rentals and Leases 112,016 95,400 99,710 99,710 - 0.0% Total Revenue $ 1,050,284 $ 971,900 $ 1,052,509 $ 980,483 $ (72,026) (6.8%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time 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 4.72 (1.00)

174 TYSON EVENTS CENTER 8714 & 8715

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,304,567 $ 1,345,717 $ 1,092,360 $ 1,214,208 $ 121,848 11.2% General Services 1,148,925 1,518,194 1,207,012 1,203,393 (3,619) (0.3%) Services Related to Property 189,824 241,889 193,091 199,683 6,592 3.4% General Supplies 130,291 110,348 129,900 131,500 1,600 1.2% Utilities 207,461 223,136 232,500 234,493 1,993 0.9% Inventory Supplies 316,488 399,808 386,001 386,001 - 0.0% Miscellaneous 332,920 554,133 380,000 380,000 - 0.0% Total Expenditures $ 3,630,476 $ 4,393,225 $ 3,620,864 $ 3,749,278 $ 128,414 3.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 289,575 $ 325,172 355,000$ 347,000$ $ (8,000) (2.3%) Concessions and Comm. 1,174,284 1,638,918 1,375,000 1,373,000 (2,000) (0.1%) Contributions 186,956 221,061 260,000 260,000 - 0.0% EFAB Fund 459,030 427,662 (24,886) 97,028 121,914 (489.9%) Miscellaneous 99,909 168,808 150,000 150,000 - 0.0% Refunds and Reimbursements 332,041 496,978 340,000 356,500 16,500 4.9% Rentals and Leases 1,088,681 1,114,626 1,165,750 1,165,750 - 0.0% Total Revenue $ 3,630,476 $ 4,393,225 $ 3,620,864 $ 3,749,278 $ 128,414 3.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Custodian I 1.00 - - - - - EFAB 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 - Tyson Operations Division Mgr 1.00 1.00 1.00 1.00 1.00 - Tyson Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Auditorium Technician 1.40 1.40 1.40 1.40 1.40 - Clerical Assistant 0.80 0.80 0.80 0.80 0.80 - Custodian I - 0.75 0.75 0.75 0.75 - EFAB Bureau Attendant I 1.70 1.70 1.70 1.20 1.20 - EFAB Bureau Attendant II 0.50 0.50 0.50 0.50 0.50 - EFAB Laborer 7.33 7.15 7.15 5.54 5.54 - 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 17.80 17.37 17.37 15.26 15.26 -

175 ORPHEUM THEATER CITY SPONSOR EVENTS 8716

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Miscellaneous $ 12,327 $ 33,514 $ - $ - $ - 0.0% Total Expenditures $ 12,327 $ 33,514 $ - $ - $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ - $ - $ 25,000 $ 25,000 $ - 0.0% EFAB Fund Balance 12,327 33,514 (25,000) (25,000) - 0.0% Total Revenue $ 12,327 $ 33,514 $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

176 BOX OFFICE 8720

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 212,554 $ 215,047 $ 271,462 $ 240,121 $ (31,341) (11.5%) General Services 1,482 2,578 2,517 1,949 (568) (22.6%) General Supplies 2,003 225 1,770 1,770 - 0.0% Total Expenditures $ 216,039 $ 217,850 $ 275,749 $ 243,840 $ (31,909) (11.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 41,521 $ 32,447 30,000$ 30,000$ $ - 0.0% Miscellaneous 5,948 10,548 - 7,500 7,500 100.0% Property Tax 168,570 174,855 245,749 206,340 (39,40 9) (16.0%) Total Revenue $ 216,039 $ 217,850 $ 275,749 $ 243,840 $ (31,909) (11.6%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Box Office Manager 1.00 1.00 1.00 1.00 1.00 - Group Sales Representative 1.00 1.00 1.00 1.00 1.00 - Part Time EFAB Laborer 5.13 5.13 4.81 4.79 3.08 (1.71)

Total FTE 7.13 7.13 6.81 6.79 5.08 (1.71)

177 EFAB AIRPORT CONCESSIONS 8730

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Services Related to Property $ 90 $ - $ - $ - $ - 0.0% General Supplies 6 - - - - 0.0% Total Expenditures $ 96 $ - $ - $ - $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Tax $ 96 $ - $ - $ - $ - 0.0% Total Revenue $ 96 $ - $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

178 Finance Department Organizational Chart

Finance Director

Purchasing Supervisor City Treasurer Fiscal Management

Procurement Investments Budget

Debt Issuance Accounting/ Reporting

179 FINANCE

DEPARTMENT OVERVIEW: The department’s primary purpose is to act as the financial steward of public resources. The department provides support throughout the organization. The Purchasing Office provides centralized purchasing and invoice processing services for City-wide departments. The department includes financial management, budget preparation, accounting, cash management, purchasing and invoicing.

MISSION STATEMENT: To provide a full range of financial services to the City of Sioux City and its management, in order to protect the City’s financial interests and to facilitate decision making.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies

1% 1% 10%

88%

180 PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Accounting Clerk 2.00 2.00 - - - - 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 - (1.00)

Budget and Financial Analyst 4.00 4.00 3.00 3.00 3.00 - Budget and Financial Mngr. 1.00 1.00 1.00 1.00 - (1.00) Budget Manager - - - - 1.00 1.00 Buyer - - 1.00 1.00 1.00 - City Treasurer 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant - - 1.00 1.00 1.00 - Finance Director - - - - 1.00 1.00 Managerial Accountant 1.00 1.00 1.00 1.00 1.00 - Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time

Budget and Financial Analyst - - 0.95 0.95 - (0.95) Clerical Assistant - - 0.63 0.63 0.49 (0.14) Clerk 0.50 0.50 - - - - Total FTE 14.50 14.50 14.58 14.58 13.49 (1.09)

181 FINANCE SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Finance $ 1,027,889 $ 1,035,826 $ 1,080,660 $ 1,076,429 $ (4,231) (0.4%) Purchasing 252,036 223,274 229,637 241,609 11,972$ 5.2% Total Expenditures $ 1,279,925 $ 1,259,100 $ 1,310,297 $ 1,318,038 7,741$ 0.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change CBDG Fund $ 28,272 $ 28,293 $ 28,380 $ 27,506 $ (874) (3.1%) CMG Fund 102,166 - - - - 0.0% Engineering Fund 82,320 80,826 90,313 96,117 5,804 6.4% Health Insurance Fund 85,434 63,659 64,146 65,478 1,332 2.1% Other Revenues 7,468 9,085 32,200 40,080 7,880 24.5% Parking Fund 100,000 100,000 100,000 100,000 - 0.0% Revenues- Purchasing 2,476 2,390 1,300 1,300 - 0.0% Sewer Fund 169,906 167,475 297,510 301,702 4,192 1.4% Solid Waste Fund 5,000 5,000 5,000 5,000 - 0.0% Storm Water Fund 5,971 3,948 3,985 4,160 175 4.4% Water Fund 169,906 167,475 297,510 301,702 4,192 1.4% Property Taxes 521,006 630,949 389,953 374,993 (14,960) (3.8%) Total Revenue $ 1,279,925 $ 1,259,100 $ 1,310,297 $ 1,318,038 7,741$ 0.6%

182 FINANCE

FY 2013 HIGHLIGHTS:

Fiscal Management-Reporting

• Closed $2.45 million in Federal Emergency Management Agency (FEMA) recovery projects from the 2011 Missouri River Flood. • Maintained the City’s bond rating. • Updated the City’s accounting manual. • Held City wide training sessions on the financial applications. • Received the Government Finance Officers Association (GFOA) Certificate of Excellence in Financial Reporting. • All of City-wide vendors are now verified on Internal Revenue Service (IRS) matching application via the IRS website.

Fiscal Management-Operations • Maintained market yield on City’s portfolio at or above the majority of other Iowa cities. • Implementation of Accounts Payable (AP) Control Payment system via Wells Fargo began July, 2013. This payment method provides opportunity for revenue share back to the City based on annual vendor payment volume. • Employee group training on Payroll and Accounts Receivable processing completed summer, 2013.

FY 2015 GOALS:

Fiscal Management-Reporting • File and receive GFOA Certificate of Excellence in Financial Reporting. • Update City grant reporting process. • Increase IRS 1099 reporting process. • Develop a continuous improvement program to review processes to ensure duties are performed efficiently.

Fiscal Management-Operations

• Increase electronic vendor payments processed including AP Control payments to vendors to provide increased Revenue Share back to the City. • Explore the possibilities for increased usage of e-mail option for statement mailing FINANC within the Accounts Receivable application. • Review & update current special assessment system. • Implementation of an Automated Time & Attendance System.

183 FINANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Payroll processed (millions) $43 $44 $45 $45 $46 Number of W2’s issued 1,234 1,253 1,202 1,270 1,258 Accounts Payable processed $113 $136 $119 $98 $75 (millions) Total Number of A/P payments 19,566 18,462 18,228 16,935 16,398 Number of electronic vendor -- 688 1,446 1,864 2,915 payments Number of 1099’s Issued 668 644 643 713 669 Average funds invested (mil) $80 $81 $88 $101 $108 Years receiving the CAFR 23 24 25 26 27 City budgeted funds monitored (mil) $233 $292 $236 $215 $250 Number of budget adjustments 447 356 367 435 399 Number of CIP projects reviewed 175 180 180 182 195 2nd Level requests edited/returned 63 157 234 384 264 Number of Contracts Encumbered 269 363 471 452 419 Value of Fixed Assets Additions (mil) $43.9 $59.4 $92 $75.7 $85.6 Value of Fixed Assets Disposals (mil) $11.1 $11.1 $31.6 $28.4 $58.6 Amount of Grants Monitored 99 107 106 100 114 Grant Funds Received (mil) $18 $32 $36 $35 $21.8

184 FINANCE 1001 & 1002

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 872,127$ $ 870,472 901,929$ 935,775$ 33,846$ 3.8% General Services 130,398 148,643 163,281 123,674 (39,607) (24.3%) Services Related to Prop 8,227 5,924 7,639 6,719 (920) (12.0%) General Supplies 17,137 10,787 7,811 10,261 2,450 31.4% Total Expenditures $ 1,027,889 $ 1,035,826 $ 1,080,660 $ 1,076,429 $ (4,231) (0.4%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change CBDG Fund 28,272$ $ 28,293 28,380$ 27,506$ $ (874) (3.1%) CMG Fund 102,166 - - - - 0.0% Engineering Fund 82,320 80,826 90,313 96,117 5,804 6.4% Health Insurance Fund 85,434 63,659 64,146 65,478 1,332 2.1% Other Revenues 7,468 9,085 32,200 40,080 7,880 24.5% Parking Fund 100,000 100,000 100,000 100,000 - 0.0% Sewer Fund 142,828 140,120 251,684 251,684 - 0.0% Solid Waste Fund 5,000 5,000 5,000 5,000 - 0.0% Storm Water Fund 5,971 3,948 3,985 4,160 175 4.4% Water Fund 142,828 140,120 251,684 251,684 - 0.0% Property Taxes 325,602 464,775 253,268 234,720 (18,548) (7.3%) Total Revenue $ 1,027,889 $ 1,035,826 $ 1,080,660 $ 1,076,429 $ (4,231) (0.4%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 - (1.00) Budget & Financial Analyst 4.00 4.00 3.00 3.00 3.00 - Budget & Financial Manager 1.00 1.00 1.00 1.00 - (1.00) Budget Manager - - - - 1.00 1.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 - Finance Director - - - - 1.00 1.00 Managerial Accountant 1.00 1.00 1.00 1.00 1.00 - Part Time Budget & Financial Analyst - - 0.95 0.95 - (0.95)

Total FTE 11.00 11.00 10.95 10.95 10.00 (0.95)

Notes:

185 PURCHASING

FY 2013 HIGHLIGHTS:

• Implemented changes regarding routing of purchase orders to the various departments. In an effort to be more efficient and use less paper, we are no longer sending paper copy of purchase orders. Each user/department is able to view purchase orders electronically and has the option to save as PDF or print if necessary. • Worked with Sioux City School Community District, 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 Department, Siouxland Regional Transit System, WITCC, Siouxland Paramedics, City of Sergeant Bluff and State of Iowa Juvenile Court. • Worked with HTE users group on enhancements with the software. Few upgrades were provided by HTE for purchasing section. • Completed the twelfth year of the International City and County Management Association (ICMA) performance measures data collection and reviewed the results to determine strengths and weaknesses upon which to improve. • Purchasing user group established and met with departments on a “one on one” basis to improve efficiencies and lower costs. • Developed 139 additional new contracts, for a total of 201 contracts, for supplies and materials in order to reduce repetitive bids and obtain better pricing. Will make these contracts available to other agencies.

FY 2015 GOALS:

• Review processes for better communication and increased efficiencies to achieve the best end results. • Meet with local government agencies to identify common areas for purchasing supplies, services, and equipment. • Continue to work on the Purchasing system internet interface. City Purchasing will be a test site when software becomes available. • Work with ICMA performance measure reports in order to improve on the Purchasing system and set further goals. • 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. • Cross-training of personnel: part-time clerk and full-time purchasing clerk.

PURCHASING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013* Percentage of customer survey replies 100% 90% 88% 95% 88% rating overall Purchasing satisfaction “Good” or “Excellent”- exceed 90%. Percentage of customer survey replies 100% 90% 83% 95% 88% rating Purchasing quality of service “Good” or “Excellent”- exceed 90%. Percentage of customer survey replies 100% 90% 89% 95% 88% rating Purchasing timeliness of service “Good” or “Excellent”- exceed 90%. *Note: Twenty-eight surveys were sent out. Eight responses were received.

186 PURCHASING 8570

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 239,850 $ 209,254 $ 215,959 $ 228,382 12,423$ 5.8% General Services 7,190 8,498 9,237 8,786 (451) (4.9%) Services Related to Property 2,736 2,736 2,144 2,144 - 0.0% General Supplies 2,260 2,786 2,297 2,297 - 0.0% Total Expenditures $ 252,036 $ 223,274 $ 229,637 $ 241,609 11,972$ 5.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Revenues- Purchasing $ 2,476 $ 2,390 1,300$ 1,300$ $ - 0.0% Sewer Fund 27,078 27,355 45,826 50,018 4,192 9.1% Water Fund 27,078 27,355 45,826 50,018 4,192 9.1% Property Taxes 195,404 166,174 136,685 140,273 3,588 2.6% Total Revenue $ 252,036 $ 223,274 $ 229,637 $ 241,609 11,972$ 5.2%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Accounting Clerk 2.00 2.00 - - - - Buyer - - 1.00 1.00 1.00 - Clerical Assistant - - 1.00 1.00 1.00 - Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Clerical Assistant - - 0.63 0.63 0.49 (0.14) Clerk 0.50 0.50 - - - -

Total FTE 3.50 3.50 3.63 3.63 3.49 (0.14)

187 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

188 Sioux City Fire Rescue Organizational Chart

Fire Chief

Administrative Support Admin Assistant Admin Secretary

Administrative Fire Prevention Assistant Chief Assistant Fire Chiefs Bureau Fire Marshall Training Officer Hatzmat/EMS/EM

Captains Captains Captains Lieutenants Lieutenants Lieutenants Firefighters Firefighters Firefighters

Secretary Fire Lieutenants Public Education Officer

189 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

190 FIRE

DEPARTMENT OVERVIEW: Sioux City Fire Rescue’s (SCFR) primary mission is to provide a full range of emergency services to include; fire suppression, emergency medical services, extrication, rope rescue, confined space rescue, trench rescue, structural collapse, hazardous materials response, water/ice rescue, and emergency management. When not engaged directly in these activities, SCFR seeks to make the community safer through prevention and education programs and maintain readiness for our primary mission through training and maintenance activities.

SCFR has recently split into two divisions including the Operations Division lead by three Operations Assistant Chiefs and the Administration Division lead by one Administrative Assistant Chief. The Operation Division Assistant Chiefs are each responsible for one of three subdivisions including Fire and Equipment, Special Operations, and Emergency Medical Services and Division Administration. These Chiefs oversee the training division and all personnel and emergency response on their respective shift. The Administration Assistant Chief is responsible for state and regional liaison, fire prevention, accreditation, apparatus maintenance, various administrative duties, and acts as the City’s emergency manager. SCFR facilities, apparatus and specific programs are managed by Fire Captains while Captains and Lieutenants lead a crew of firefighters each shift to serve residents and visitors of Sioux City.

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.

SCFR PURPOSE STATEMENT: Sioux City Fire Rescue will always be there, ready to do our best to protect people and property within our community from harm by providing quick and effective response. We will improve overall community safety by educating the public on preventing and reacting to emergencies.

SCFR VALUES: Commitment: We are committed to being helpful to the public, supportive of each other and being personally engaged.

Competence: As professionals we are dedicated to continually learning how to do our job better and assisting others in their development.

Performance: We will complete each task to the best of our ability. We will strive for efficiency and execute our daily activities safely, with energy and thoughtfulness in the context of our values, purpose, and vision.

191 FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Inventory Supplies Miscellaneous

1% 1% 3% 0% 1% 3%

91%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference 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 4.00 4.00 4.00 4.00 - Fire Captain 9.00 9.00 9.00 9.00 10.00 1.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 - Firefighter 76.00 76.00 76.00 75.00 75.00 - 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 116.00 115.00 115.00 114.00 114.00 -

192 FIRE DEPARTMENT SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration $ 531,555 $ 683,658 $ 436,249 $ 456,241 19,992$ 4.6% Suppression 11,395,817 11,659,917 12,133,676 12,508,912 375,236 3.1% Prevention 443,455 421,139 435,924 439,483 3,559 0.8% Training 149,200 171,008 166,192 183,782 17,590 10.6% Support Services 538,197 464,692 556,673 591,227 34,554 6.2% Hazardous Material 214,299 194,013 196,030 199,838 3,808 1.9% Urban Search and Rescue 242,928 328,565 110,011 109,105 (906) (0.8%) Emergency Management 13,009 8,256 13,900 12,420 (1,480) (10.6%) Emergency Medical Sys 24,325 28,291 31,940 25,250 (6,690) (20.9%) Station Maint. & Supplies 64,107 41,608 36,900 36,900 - 0.0% Ambulance Contract - 111,131 298,316 289,641 (8,675) (2.9%) Total Expenditures $ 13,616,892 $ 14,112,278 $ 14,415,811 $ 14,852,799 436,988$ 3.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 7,281 $ 2,941 $ - $ - $ - 0.0% Federal Gov. Op. Grants 14,000 210 - - - 0.0% Other Grants 9,995 1,340 - - - 0.0% Public Safety Fees 204,551 212,917 360,516 385,730 25,214 7.0% Refunds and Reimburse 38,420 28,180 4,086 22,420 18,334 448.7% State Gov. Op. Grants 174,463 311,607 100,000 100,000 - 0.0% Property Taxes 13,168,182 13,555,083 13,951,209 14,344,649 393,440 2.8% Total Revenue $ 13,616,892 $ 14,112,278 $ 14,415,811 $ 14,852,799 436,988$ 3.0%

193 SIOUX CITY FIRE RESCUE

FY 2013 HIGHLIGHTS:

• I-Pads for inspections and emergency response. • Facility safety fee implemented. • All operating procedures updated. • Flame simulation training implemented. • Capital Improvement Program (CIP) for facility repairs. • Obtained cameras for training. • Obtained and implemented on-line training platform. • Completed planning for new training schedule. • Completed specification, bid, and purchase process for three fire engines. • Completed specification, bid, and purchase process for new Urban Search and Rescue/SCFR Tech Rescue truck with Department of Homeland Security funds.

FY 2015 GOALS:

• Implementation of new training schedule. • Receive and place into service 4 new rigs. • Accreditation complete. • Emergency response equipment CIP. • Finish 2010-15 strategic initiatives. • Ambulance contract secured. • Complete 2015-2020, SCFR Vision 2020 plan.

194 FIRE ADMINISTRATION 4001 & 4011

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 487,645 $ 652,027 $ 396,874 $ 408,231 11,357$ 2.9% General Services 18,607 12,972 23,175 22,230 (945) (4.1%) Services Related to Property 7,901 8,085 8,055 8,055 - 0.0% General Supplies 17,402 10,574 8,145 17,725 9,580 117.6% Total Expenditures $ 531,555 $ 683,658 $ 436,249 $ 456,241 19,992$ 4.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 525 $ - $ - $ - $ - 0.0% Federal Gov. Op. Grants - 210 - - - 0.0% Refunds and Reimbursements 20 - - - - 0.0% State Gov. Op. Grants - 28 - - - 0.0% Property Taxes 531,010 683,420 436,249 456,241 19,992 4.6% Total Revenue $ 531,555 $ 683,658 $ 436,249 $ 456,241 19,992$ 4.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 - Firefighter 1.00 1.00 1.00 - - -

Total FTE 5.00 5.00 5.00 4.00 4.00 -

195 FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES

FY 2013 HIGHLIGHTS:

• Upgraded emergency medical equipment at Stations 3, 5 & 8 (Non-Paramedic Stations) to allow Advanced Emergency Medical Technicians to administer limited drugs to patients as defined by the Iowa Department of Public Health, Bureau of Emergency Medical Services (EMS). • Completed a review and revision of all SCFR operational procedures.

FY 2015 GOALS:

• Complete the transition of SCFR Emergency Medical Technicians – Intermediate to the new level of Advanced Emergency Medical Technician scope of practice as required by the Iowa Department of Public Health, EMS. • Establish a community-wide Hands Only CPR program in conjunction with Siouxland Paramedics Incorporated to improve efficiency of cardio-pulmonary resuscitation efforts through early intervention by citizens. • Continue to establish, review and update department 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 National Fire Protection Association 1670 standards. • 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.

FIRE SUPPRESSION & EMERGENCY MEDICAL SERVICES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Suppression calls 1,679 1,648 1,703 1,587 1,700 Emergency Medical calls 4,758 4,908 5,203 5,214 5,315 CPR and defibrillation performed 35 42 24 25 28 Incidents where pulses are 7 11 7 9 5 regained % of EMS responses where 86.5% 85.7% 86.2% 85.8% 86.3% SCFR EMS is on the scene within 4 minutes

196 FIRE SUPPRESSION 4002 & 4012

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 11,157,784 $ 11,418,524 $ 11,951,869 $ 12,334,242 382,373$ 3.2% General Services 37,725 45,923 69,711 66,464 (3,247) (4.7%) Services Related to Prop 15,086 20,205 21,896 21,896 - 0.0% General Supplies 185,222 175,265 90,200 86,310 (3,890) (4.3%) Total Expenditures $ 11,395,817 $ 11,659,917 $ 12,133,676 $ 12,508,912 375,236$ 3.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Public Safety Fees $ - $ - $ 100,000 $ - (100,000)$ (100.0%) Refunds and Reimburse 18,384 14,878 - 20,000 20,000 100.0% Property Taxes 11,377,433 11,645,039 12,033,676 12,488,912 455,236 3.8% Total Revenue $ 11,395,817 $ 11,659,917 $ 12,133,676 $ 12,508,912 375,236$ 3.1%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 - Firefighter 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 -

197 FIRE PREVENTION AND PUBLIC EDUCATION

FY 2013 HIGHLIGHTS

• Implemented Fire Safety Operational Permits. • Implemented Mobile Response and Reporting capabilities through use of I-Pads. • Completed Job Aides for all personnel and duties.

FY 2015 GOALS: • Adopt 2012 International Fire Code.

• Modify Fire Prevention and Education performance measures.

• Restructure Citizens Academy.

198 FIRE PREVENTION AND PUBLIC EDUCATION PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Fire safety lecture programs delivered 22 465 839 626 1,261 Attendees at fire safety programs 14,880 11,690 13,300 17,824 14,833 % of attendees that demonstrate 100% 100% 100% 100% 100% knowledge through exit reviews Hand-on fire extinguisher programs 25 16 18 8 13 % of attendees that demonstrate 100% 100% 100% 100% 100% increase of knowledge Community and customer service events 260 204 222 359 474 Fire-related civilian injuries 7 7 5 7 8 Fire-related deaths 3 1 0 0 2 Inspections of commercial properties for 3,232 2,412 1,534 2,878 2,409 fire code violations performed Fire code violations found 1,488 1,059 337 1,190 1,253 Fire code violations corrected 1,044 1,059 337 1,190 913 Fire code violations slips issued 151 149 16 76 14 Pre-construction building plans reviewed 43 34 27 48 51 for fire safety code compliance Permits issued for public burning, plans 78 36 54 49 47 review, pyrotechnic displays, flow tests Revenue generated from these permits $6,853 $6,496 $4,418 $17,500 $16,229 and fees Fires Investigated 72 86 65 71 81 Estimated value of properties $22.6 $50.5 $39.8 $74.4 $61.3 investigated (millions of $) Estimated value of property lost that $1.06 $5.15 $2.54 $.89 $1.01 were investigated (millions of $) Property value saved 92.66% 96.09% 93.62% 98.79% 98.35%

199 FIRE PREVENTION 4003 & 4013

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 414,871 $ 403,499 $ 423,921 $ 429,605 5,684$ 1.3% General Services 3,356 3,389 5,253 3,928 (1,325) (25.2%) Services Related to Property 595 73 200 100 (100) (50.0%) General Supplies 24,633 13,863 5,150 4,650 (500) (9.7%) Inventory Supplies - 315 1,400 1,200 (200) (14.3%) Total Expenditures $ 443,455 $ 421,139 $ 435,924 $ 439,483 3,559$ 0.8%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 3,150 $ 2,920 $ - $ - $ - 0.0% Federal Gov. Op. Grants 14,000 - - - - 0.0% Other Grants - 1,340 - - - 0.0% Public Safety Fees 17,816 19,509 11,900 183,050 171,150 1438.2% Property Taxes 408,489 397,370 424,024 256,433 (167,591) (39.5%) Total Revenue $ 443,455 $ 421,139 $ 435,924 $ 439,483 3,559$ 0.8%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

200 FIRE TRAINING

FY 2013 HIGHLIGHTS:

• Continued the development of the Fire Training Center. • Moved forward with the design and implementation of competency based training program. • Revamped the yearly training schedule to implement blitz style training days. • Implemented the Flame-Sim software program into the training schedule.

FY 2015 GOALS:

• Continue development of skills competency checklists to evaluate performance based training in conjunction with the blitz style training. • Continue development of the Training Center, concentrating on outdoor props. • Continue developing indoor and outdoor fitness training facilities at the Training Center. • Continue implementation of applicable National Fire Protection Association 1500 standards. • Continue pursuing the feasibility of hosting a firefighting based fitness challenge race. • Implement the new Target Solutions training database. • Digitally archive all personnel training records.

201 FIRE TRAINING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Training sessions for Fire and 1,063 1,335 1,298 1,730 1,698 Emergency Medical on Hazardous Materials and other natural or man-made emergencies Attendees 6,079 7,563 7,438 9,252 8,615 Individuals gaining a higher level 49 41 8 11 10 of certification Training sessions for other City 4 0 6 2 2 employees to increase knowledge and preparedness Attendees 109 0 120 40 45 Fire company suppression 452 779 844 1,231 1,204 training sessions Attendees 1,998 3,192 3,400 5,122 4,646 Fire company Emergency 154 145 61 45 52 Medical training sessions Attendees 600 410 202 159 171 Fire company Hazardous 7 5 5 2 2 Materials training sessions Attendees 21 13 15 5 10 Fire company Special Operations 69 87 61 54 59 training sessions Attendees 336 626 337 202 322 Department-wide Suppression 119 95 105 136 123 training sessions Attendees 1,593 1,254 1,423 1,387 1,366 Department-wide Emergency 66 87 84 124 100 Medical training sessions Attendees 907 1,003 1,156 1,296 1,077 Department-wide Hazardous 166 140 127 138 142 Materials training sessions Attendees 798 615 757 824 707 Department-wide Special 43 18 16 9 16 Operations training sessions Attendees 504 237 238 151 218

Efficiency Indicator: Productivity: # of attendees/training program 5.23 Average hours training per firefighter 9.38

202 FIRE TRAINING 4004 & 4014

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 133,835 $ 154,964 $ 146,330 $ 155,955 9,625$ 6.6% General Services 2,675 2,868 2,536 2,477 (59) (2.3%) Services Related to Property 2,635 2,981 7,826 15,050 7,224 92.3% General Supplies 10,055 10,195 9,500 9,600 100 1.1% Utilities - - - 700 700 100.0% Total Expenditures $ 149,200 $ 171,008 $ 166,192 $ 183,782 17,590$ 10.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Grants $ 9,995 $ - $ - $ - $ - 0.0% Refunds and Reimburse - 1,691 - - - 0.0% Property Taxes 139,205 169,317 166,192 183,782 17,590 10.6% Total Revenue $ 149,200 $ 171,008 $ 166,192 $ 183,782 17,590$ 10.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Fire Captain - - - - 1.00 1.00 Training Officer 1.00 1.00 1.00 1.00 - (1.00)

Total FTE 1.00 1.00 1.00 1.00 1.00 -

203 FIRE SUPPORT

FY 2013 HIGHLIGHTS:

• Continue working with Central Maintenance Garage (CMG) to maintain all SCFR apparatuses at an above average level of quality while staying in compliance with all of the applicable codes and standards at the lowest possible cost. • Bids for three new fire engines were completed, Hineman was awarded the bid and construction is under way.

FY 2015 GOALS:

• Continue working with CMG to maintain all SCFR’s apparatuses at an above average level of quality, while staying in compliance with all of the applicable codes and standards at the lowest possible cost. • Continue working with Station 5 to bring our Personal Protective Equipment program into compliance with the National Fire Protection Association (NFPA) 1851. • Oversee the construction of three new fire engines. • Implement a process to evaluate the replace/repair effectiveness of the fire apparatus

204 FIRE SUPPORT 4005

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 17,401 $ 16,302 $ 20,500 $ 20,500 $ - 0.0% General Services 251,690 88,289 225,435 268,811 43,376 19.2% Services Related to Property 144,777 220,971 170,359 156,359 (14,000) (8.2%) General Supplies - 73 - - - 0.0% Utilities 121,870 137,591 137,879 143,057 5,178 3.8% Inventory Supplies 2,459 1,466 2,500 2,500 - 0.0% Total Expenditures $ 538,197 $ 464,692 $ 556,673 $ 591,227 34,554$ 6.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds and Reimburse $ 1,219 $ 143 $ - $ - $ - 0.0% Property Taxes 536,978 464,549 556,673 591,227 34,554 6.2% Total Revenue $ 538,197 $ 464,692 $ 556,673 $ 591,227 34,554$ 6.2%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

205 HAZARDOUS MATERIALS REGIONAL RESPONSE

FY 2013 HIGHLIGHTS:

• Members of the SCFR HazMat team have continued to receive specialized education from Anniston, AL, Bechtel, NV, and Pueblo, CO. • Members of SCFR HazMat participated in a weapons of mass destruction (WMD) full-scale exercise in Waterloo, IA with members from the WMD Tactical Special Weapons and Tactics, Explosive Ordnance Disposal Bomb, and Incident Management Teams.

FY 2015 GOALS:

• To continue to develop policies and procedures to integrate with other WMD teams through training and exercises. • To update and maintain existing equipment utilized in the operation of the SCFR Hazardous Materials Team. • To review new technology and state-of-the-art hazardous materials programs.

HAZARDOUS MATERIALS REGIONAL RESPONSE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Responses to hazardous 3 5 1 0 1 materials incidents within the City Motor vehicle hazardous waste 124 106 84 114 114 incidents within the City Responses to hazardous 1 3 1 1 1 materials incidents in member districts Emergency response operations 100% 100% 100% 100% 100% that were handled safely and satisfactorily Hours of HazMat training 581.75 470.50 527.70 488.75 608.75 conducted to meet competency requirements of OSHA 1910.120 and NFPA 472 Educational and mutual training 27 21 22 16 19 exercises County and district member 438 546 553 380 450 attendees at educational and mutual training exercises Incident critiques held 4 7 1 1 1 New personnel trained to 1 1 2 7 3 Technician level New personnel trained to 4 2 4 9 3 Operations level

206 FIRE HAZARDOUS MATERIAL 4006 & 4016

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 110,252 $ 113,625 $ 110,307 $ 112,323 2,016$ 1.8% General Services 22,020 20,401 21,900 21,500 (400) (1.8%) Services Related to Property 39,785 40,197 39,588 45,336 5,748 14.5% General Supplies 38,018 16,937 18,635 17,755 (880) (4.7%) Utilities 3,917 2,853 3,400 2,924 (476) (14.0%) Inventory Supplies 307 - 2,200 - (2,200) (100.0%) Total Expenditures $ 214,299 $ 194,013 $ 196,030 $ 199,838 3,808$ 1.9%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 6 $ 21 $ - $ - $ - 0.0% Public Safety Fees 186,735 193,408 248,616 202,680 (45,936) (18.5%) Refunds and Reimburse 14,825 737 4,086 2,420 (1,666) (40.8%) Property Taxes 12,733 (153) (56,672) (5,262) 51,410 90.7% Total Revenue $ 214,299 $ 194,013 $ 196,030 $ 199,838 3,808$ 1.9%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

207 FIRE URBAN SEARCH AND RESCUE 4007 & 4017

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 93,412 $ 133,602 $ 69,402 $ 68,473 $ (929) (1.3%) General Services 10,234 6,006 11,600 7,300 (4,300) (37.1%) Services Related to Property 292 286 350 300 (50) (14.3%) General Supplies 138,990 188,671 27,793 33,032 5,239 18.9% Utilities - - 866 - (866) (100.0%) Total Expenditures $ 242,928 $ 328,565 $ 110,011 $ 109,105 $ (906) (0.8%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 3,600 $ - $ - $ - $ - 0.0% Refunds and Reimburse 3,972 10,731 - - - 0.0% State Gov. Op. Grants 174,463 311,579 100,000 100,000 - 0.0% Property Taxes 60,893 6,255 10,011 9,105 (906) 9.1% Total Revenue $ 242,928 $ 328,565 $ 110,011 $ 109,105 $ (906) (0.8%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Assistant Fire Chief 1.00 - - - - -

Total FTE 1.00 - - - - -

208 FIRE EMERGENCY MANAGEMENT 4008 & 4018

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,705 $ - $ 1,500 $ 1,100 $ (400) (26.7%) General Services 1,268 1,597 1,550 1,170 (380) (24.5%) Services Related to Property - 160 500 500 - 0.0% General Supplies 10,036 6,499 10,350 9,650 (700) (6.8%) Total Expenditures $ 13,009 $ 8,256 $ 13,900 $ 12,420 $ (1,480) (10.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 13,009 $ 8,256 $ 13,900 $ 12,420 $ (1,480) (10.6%) Total Revenue $ 13,009 $ 8,256 $ 13,900 $ 12,420 $ (1,480) (10.6%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

209 FIRE EMERGENCY MEDICAL SYSTEM 4009

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 7,304 $ 14,418 $ 10,000 $ 9,000 $ (1,000) (10.0%) General Services 1,050 834 1,150 1,150 - 0.0% Services Related to Property 3,083 3,735 4,000 4,000 - 0.0% General Supplies 12,888 9,304 16,790 11,100 (5,690) (33.9%) Total Expenditures $ 24,325 $ 28,291 $ 31,940 $ 25,250 $ (6,690) (20.9%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 24,325 $ 28,291 $ 31,940 $ 25,250 $ (6,690) (20.9%) Total Revenue $ 24,325 $ 28,291 $ 31,940 $ 25,250 $ (6,690) (20.9%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

210 FIRE STATION MAINTENANCE AND SUPPLIES 4010

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 156 $ - $ - $ - $ - 0.0% Services Related to Property 53,017 31,694 33,000 33,000 - 0.0% General Supplies 10,934 9,914 3,900 3,900 - 0.0% Total Expenditures $ 64,107 $ 41,608 $ 36,900 $ 36,900 $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 64,107 $ 41,608 $ 36,900 $ 36,900 $ - 0.0% Total Revenue $ 64,107 $ 41,608 $ 36,900 $ 36,900 $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

211 AMBULANCE CONTRACT 4051

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Services Related to Property $ - $ 111,131 $ 118,316 $ 109,641 $ (8,675) (7.3%) Miscellaneous - - 180,000 180,000 - 0.0% Total Expenditures $ - $ 111,131 $ 298,316 $ 289,641 $ (8,675) (2.9%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ - $ 111,131 $ 298,316 $ 289,641 $ (8,675) (2.9%) Total Revenue $ - $ 111,131 $ 298,316 $ 289,641 $ (8,675) (2.9%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

212

Human Resources Department Organizational Chart

Human Resources Director

Part-Time Human Part-Time Administrative Administrative Resources Administrative Assistant Secretary Specialist Secretary (Benefits)

213 HUMAN RESOURCES

DEPARTMENT OVERVIEW: 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 and safety programs.

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.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies

1% 2%

17%

80%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference 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 1.53 1.53 1.53 1.53 - Total FTE 4.63 4.53 4.53 4.53 4.53 -

214 FY 2013 HIGHLIGHTS:

• Transition Public Works Safety Programs to new Public Works Safety Manager. • Successfully transitioned non-mandatory retirees off of health insurance plan. • Worked with employee groups to make updates on health insurance plan. • Eliminated handing out of paper applications. • Transitioned to new pharmacy benefit manager and Third Party Administrator (TPA). • Reduced time to hire from 80.28 days from previous year to 56.88 days.

FY 2015 GOALS:

• Create an orientation for newly appointed supervisors. • Perform a site audit quarterly for a department/division in collaboration with that department’s manager to provide a “fresh look” and provide feedback to peer manager. • Work with the Wellness Committee and Plan Document Committee to identify Wellness Initiatives to lower health risk factors. • Create a Request for Proposal ( RFP) for TPA for Health and Dental Benefits. The City’s current provider is no longer local.

HUMAN RESOURCES PERFORMANCE MEASURES: FY 2009* FY 2010* FY 2011* FY 2012* FY 2013*^ Open positions by month (avg) 197 250 167 187 204 Grievances (total) 5 11 5 3 6 Civil Service Tests (total) 23 28 32 19 46 Hires (total) 315 224 318 251 278 *Calendar Year ^YTD

215 HUMAN RESOURCES SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration $ 255,645 $ 276,208 $ 276,979 $ 278,605 1,626$ 0.6% Safety 205,325 218,570 220,919 226,719 5,800 2.6% Total Expenditures $ 460,970 $ 494,778 $ 497,898 $ 505,324 7,426$ 1.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Health Insurance Fund $ 19,542 $ 39,062 $ 48,839 $ 57,198 8,359$ 17.1% Refunds and Reimbursements 10,970 10,221 5,300 5,300 - 0.0% Sewer Fund 47,221 65,832 81,477 81,477 - 0.0% Water Fund 47,221 65,832 81,477 81,477 - 0.0% Workers Compensation Fund 194,355 208,811 215,619 221,419 5,800 2.7% Property Taxes 141,661 105,020 65,186 58,453 (6,733) (10.3%) Total Revenue $ 460,970 $ 494,778 $ 497,898 $ 505,324 7,426$ 1.5%

216 ADMINISTRATION 0601

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 213,139 $ 216,399 $ 227,778 $ 228,963 1,185$ 0.5% General Services 31,953 53,000 37,776 38,252 476 1.3% Services Related to Property 4,228 4,071 4,670 4,670 - 0.0% Supplies 6,325 2,738 6,755 6,720 (35) (0.5%) Total Expenditures $ 255,645 $ 276,208 $ 276,979 $ 278,605 1,626$ 0.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Health Insurance Fund $ 19,542 $ 39,062 $ 48,839 $ 57,198 8,359$ 17.1% Refunds and Reimbursements - 462 - - - 0.0% Sewer Fund 47,221 65,832 81,477 81,477 - 0.0% Water Fund 47,221 65,832 81,477 81,477 - 0.0% Property Taxes 141,661 105,020 65,186 58,453 (6,733) (10.3%) Total Revenue $ 255,645 $ 276,208 $ 276,979 $ 278,605 1,626$ 0.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 1.53 1.53 1.53 1.53 -

Total FTE 4.63 4.53 4.53 4.53 4.53 -

217 SAFETY 0620

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 166,158 $ 167,443 $ 171,134 $ 175,834 4,700$ 2.7% General Services 38,829 49,588 46,315 47,615 1,300 2.8% Services Related to Property - - 1,800 1,800 - 0.0% Supplies 338 1,539 1,670 1,470 (200) (12.0%) Total Expenditures $ 205,325 $ 218,570 $ 220,919 $ 226,719 5,800$ 2.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds and Reimbursements $ 10,970 $ 9,759 $ 5,300 $ 5,300 $ - 0.0% Workers Compensation Fund 194,355 208,811 215,619 221,419 5,800 2.7% Total Revenue $ 205,325 $ 218,570 $ 220,919 $ 226,719 5,800$ 2.6%

Personnel Complement

No positions are assigned to this division

218 Human Rights Organizational Chart

City Council

Human Rights Commission

Executive Director

HUD Fair City Human Housing Rights Assistance

219 HUMAN RIGHTS

DEPARTMENT OVERVIEW: The Sioux City Human Rights 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.

MISSION STATEMENT: To ensure a fair and equitable community for all.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies

1% 2%

10%

87%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Human Rights Director 1.00 1.00 1.00 1.00 1.00 - Human Rights Investigator 1.00 - - 1.00 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 2.60 2.60 2.80 2.80 -

220 FY 2013 Highlights:

• Sponsored or co-sponsored nine community events.

FY 2015 Goals:

• The Human Rights Commission will sponsor (or co-sponsor) at least six community events to raise awareness of civil and human rights issues. • The Human Rights Commission will issue a finding within 180 days in 60% of cases filed in FY 2014.

HUMAN RIGHTS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 New cases 72 59 46 60 45 Cases closed 51 81 54 64 35 Total cases carried over 62 40 32 28 39

221 HUMAN RIGHTS 8101

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 171,545$ 175,045$ $ 201,773 $ 195,001 $ (6,772) (3.4%) General Services 34,917 34,068 25,390 21,547 (3,843) (15.1%) Services Related to Property 2,076 2,076 2,076 2,076 - 0.0% General Supplies 1,743 375 3,925 3,925 - 0.0% Total Expenditures 210,281$ 211,564$ $ 233,164 $ 222,549 $ (10,615) (4.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Gov. Operating Grants 2,500$ $ - 32,000$ 32,000$ $ - 0.0% Miscellaneous Revenues 5,525 14,547 3,000 4,500 1,500 50.0% Property Taxes 202,256 197,017 198,164 186,049 (12,115) (6.1%) Total Revenue 210,281$ 211,564$ $ 233,164 $ 222,549 $ (10,615) (4.6%)

222

Legal Organizational Chart

City Attorney

Assistant Assistant Assistant Assistant Risk City Attorney City Attorney City Attorney City Attorney Manager

Administrative Administrative Assistant Secretary

223 LEGAL

DEPARTMENT OVERVIEW: 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.

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.

FY 2015 Budget

Employee Compensation General Services Services Related to Property General Supplies Utilities 2% 1% 0%

8%

89%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference 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 3.00 1.00 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 8.00 1.00

224 FY 2013 HIGHLIGHTS:

• Sections of the Municipal Code were reviewed and brought to the Council for updating. New chapters and sections of the Code were also brought forward for the Council’s consideration. This process is ongoing. • Claims by the City against others have been pursued and damages recovered. • The Legal Department monitors federal and state legislatures to ensure the City is up to date with changes to the law. • The Legal Department maintains a high degree of integrity in dealing with citizens, colleagues, the Courts and fellow staff. • The Legal Department continues planning for a smooth transition of risk management functions. • Claim resolution has been successful in over 90% of the cases against the City. • The Electronic Document Management System (EDMS) requirements for Woodbury County District Court have been fully implemented by the Legal Department. All court filings are made in accordance with EDMS requirements.

FY 2015 GOALS:

• Proactively amend the Municipal Code to address the continuing needs of the City. • The City Legal Department will actively seek out and pursue potential claims. • The City Legal Department will actively seek resolution to all claims against the City and resolve more than 90% of claims. • Continue planning for a smooth transition of risk management functions. • The City Legal Department will follow changes to the law and help the City adapt proactively. • The City Legal Department will act professionally towards citizens, colleagues, the Courts and fellow staff.

LEGAL PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 City Misdemeanor Convictions 447 496 487 504 644 City Misdemeanor Acquittals 139 153 145 149 180 Total Cases 586 649 632 653 824 Conviction Rate 76.28% 76.43% 77.06% 77.18% 78.16%

225 LEGAL

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 635,180 $ 660,789 678,572$ 846,528$ 167,956$ 24.8% General Services 235,515 227,657 99,427 75,554 (23,873) (24.0%) Services Related to Property 7,451 6,118 6,819 6,819 - 0.0% General Supplies 13,054 18,221 19,186 19,286 100 0.5% Utilities 1,329 1,282 1,768 1,523 (245) (13.9%) Total Expenditures $ 892,529 $ 914,067 805,772$ 949,710$ 143,938$ 17.9%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Comprehensive Insurance $ 586,938 $ 583,317 466,716$ 628,382$ 161,666$ 34.6% Contributions 160 300 260 260 - 0.0% Refunds and Reimbursements 1,190 3,385 - 1,750 1,750 100.0% Sewer Fund 20,311 17,116 45,651 45,651 - 0.0% TIF Administration Fund 33,843 34,709 37,156 44,175 7,019 18.9% Water Fund 20,311 17,116 45,651 45,651 - 0.0% Property Taxes 229,776 258,124 210,338 183,841 (26,497) (12.6%) Total Revenue $ 892,529 $ 914,067 805,772$ 949,710$ 143,938$ 17.9%

226 Sioux City Public Library Organizational Chart

City Council

City Manager

Board of Trustees appointed by Council

Library Director

Graphics & Communications Library Systems Specialist Administrator (Half Foundation funded)

Library Services Circulation Morningside Office/Facilities Youth Services Operations Services Admin Branch Manager Manager Manager Librarian Supervisor

Technical Library Library Administrative Library Services Service Assistant Secretary Assistant Specialist Associate

Facilities Library , Maintenance Library Service Library Page Service Worker Associate Associate

Librarian Specialist Perry Creek Local History Library Page & Coll Dev Service Associate

Librarian Specialist Electronic Services Perry Creek Library Page

Reference Librarian

Library Assistant

227 LIBRARY

DEPARTMENT OVERVIEW: The Library’s services begin by developing early literacy skills in young children, and continue to create opportunities for self-directed learning and for personal enrichment for all residents. The Library helps Sioux Citians learn to use email, prepare their kids for kindergarten, fill out online forms, make informed business decisions, be a better parent, be a better cook, and decide what to do in retirement.

In fulfilling its mission, the Library builds collections and offers connections providing equal access to information and to leisure reading, listening, and viewing resources. Staff provide timely one-on-one service from three physical locations and from an Online Branch Library. The Wilbur Aalfs (Main) Library Centrally located with the widest array of services and specialized collections; 34 public-use computers and wall-to-wall (and a little beyond) wireless Internet; 35,000 square feet; open 61 hours per week; Monday–Friday deliveries to and from the Branches. Children’s programming staff, Technical Services, and Administration are located in this building. Morningside Branch Library In the southeast section of the City offers general interest resources with a focus on children–teen books, large print books, and popular reading and recorded collections; 5 public-use computers and wireless Internet; 12,500 square feet; open 46 hours per week; Monday–Friday deliveries from and to the Main Library. Perry Creek Branch Library In the northwest section of the City offers a popular-materials, quick-trip library experience. No public-use computers; 2,000 square feet, open 35 hours per week; Monday–Friday deliveries from and to the Main Library. Online Branch Library At www.siouxcitylibrary.org offers electronic resources with content and technical support provided by Main Library staff. Library card-holders can download eBooks, audiobooks, music, full-text magazine articles, auto repair specifications, health and science information, and more. Combines staff expertise with high-integrity digital resources connecting readers with their next good read and researchers with the information they seek.

MISSION STATEMENT: The Sioux City Public Library connects people and ideas to empower and enrich our community.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities Inventory Supplies Miscellaneous

0% 2% 2% 9% 2% 6%

79%

228 PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Librarian 4.00 4.00 4.00 3.00 3.00 - Facilities Maint. Worker 3.00 3.00 3.00 3.00 3.00 - Lead Library Services Assoc. 2.00 2.00 2.00 - - - Librarian 2.00 2.00 2.00 3.00 3.00 - 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. 1.00 1.00 1.00 1.00 1.00 - Specialist Library Office/Facilities Supv. 1.00 1.00 1.00 1.00 1.00 - Library Services Associate 4.00 4.00 4.00 6.00 6.00 - Library Systems Admin. 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 Maint. Worker 0.50 - 0.50 0.50 0.50 - Library Admin. Secretary I 0.50 0.50 0.50 0.50 0.50 - Library Assistant 2.76 2.76 2.52 2.52 2.27 (0.25) Library Page 3.25 2.95 2.75 2.75 2.75 - Library Services Associate 4.46 3.26 4.21 4.21 3.96 (0.25) Total FTE 34.47 32.47 33.48 33.48 32.98 (0.50)

229 FY 2013 HIGHLIGHTS:

• Library trustees and staff completed an update to the Strategic Plan, identifying four strategic areas of emphasis for the next three years, with the number one goal to “Create opportunities that cultivate curiosity, discovery, reading, and learning for a lifetime, in our diverse community.” • Launched two new events to nurture literacy and discovery. In February 2013 the Library launched a new series of family programs on the first Saturday of the months, tying in with a national initiative or developing our own special event. Building on the success of the Morningside Branch book discussion group, the Library added a second session each month at the Perry Creek Branch. • Remained a valued partner in learning, providing programs and sharing resources with varied organizations from preschool classrooms to the Siouxland Center for Active Generations, and from the Sioux City Musketeers to the Woodbury County Genealogical Society.

FY 2015 GOALS:

• Connect patrons with needed e-government and e-commerce, making staff available to assist those without the technical skills or equipment to make needed electronic connections. • Build new community collaborations to advocate for reading and literacy that share resources and avoid duplication of services. • Examine all internal library processes and procedures to assure the most effective and efficient delivery of community-based library services. • Track library visits, checkouts, computer and database use, and event attendance, and submit performance measures to the State Library of Iowa and International City/County Management Association (ICMA) by established deadlines. Identify the most meaningful measures of service provided. Submit annual report to Council in September 2014.

LIBRARY PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY2013 Items checked out/checked 590,609 584,104 562,474 494,132* 481,954 in/re-shelved Library buildings gate count 408,000 419,000 400,500 310,600* 349,900 Avg daily visitors (open 342 1,193 1,227 1,171 908* 1,023 days/year) % registered patrons – - 10% 13% 10.7%* 14.2% electronic only Community room bookings/set- 362 393 299^ 200* 222 ups Service hours open per FTE 226.1 229.4 227.9 221.5* 225.4 ^FY2011 note: Main Library reduced hours, closing at 8pm (previously 9pm) especially affecting meeting room use. *FY2012 note: The Wilbur Aalfs (Main) Library was closed for renovation Sep-Dec, 2011.

230 LIBRARY SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration 305,565$ 304,005$ $ 306,607 $ 314,190 7,583$ 2.5% Technical Services 419,043 363,353 391,574 371,643 (19,931) (5.1%) Wilbur Aalfs Library 1,565,905 1,471,899 1,494,929 1,467,198 (27,731) (1.9%) Perry Creek Library 121,645 140,287 138,968 156,517 17,549 12.6% Morningside Library 317,084 305,107 335,287 309,675 (25,612) (7.6%) Library Endowments 78,828 176,378 41,326 42,516 1,190 2.9% Wilbur Aalfs Parking Lot 1,445 1,641 2,576 2,326 (250) (9.7%) Morningside Library Lot 1,510 2,798 3,350 3,391 41 1.2% Skyway 13,173 12,162 15,861 15,861 - 0.0% Total Expenditures $ 2,824,198 $ 2,777,630 $ 2,730,478 $ 2,683,317 $ (47,161) (1.7%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions 120,762$ 144,063$ $ 23,062 $ 18,500 $ (4,562) (19.8%) Fines and Violations 34,176 43,065 49,000 47,600 (1,400) (2.9%) Library Restricted (46,507) 17,966 41,326 42,516 1,190 2.9% Other 2,142 2,793 3,832 5,543 1,711 44.7% Parking System 2,955 4,439 5,926 5,717 (209) (3.5%) Refunds and Reimbursements 3,071 2,057 2,166 2,368 202 9.3% Rentals and Leases 5,838 5,966 5,538 5,662 124 2.2% State Gov. Operating Grants 11,130 14,552 - - - 0.0% State Shared Revenues 15,715 16,148 22,000 22,000 - 0.0% Property Taxes 2,674,916 2,526,581 2,577,628 2,533,411 (44,217) (1.7%) Total Revenue $ 2,824,198 $ 2,777,630 $ 2,730,478 $ 2,683,317 $ (47,161) (1.7%)

231 ADMINISTRATION 8301

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 285,174 $ 286,698 287,296$ 295,447$ 8,151$ 2.8% General Services 7,878 7,591 9,081 8,294 (787) (8.7%) Services Related to Property 6,236 4,813 4,991 5,271 280 5.6% Supplies 5,079 3,764 4,084 3,828 (256) (6.3%) Utilities 1,198 1,139 1,155 1,350 195 16.9% Total Expenditures $ 305,565 $ 304,005 306,607$ 314,190$ 7,583$ 2.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 22,272 $ 16,351 23,062$ 18,500$ $ (4,562) (19.8%) Fines and Violations 34,176 43,065 49,000 47,600 (1,400) (2.9%) Other Revenue 2,142 2,793 3,832 5,543 1,711 44.7% Refunds and Reimbursements 2,941 2,057 2,166 2,368 202 9.3% Rentals and Leases 4,725 4,710 4,358 4,482 124 2.8% State Shared Revenues - - 22,000 22,000 - 0.0% Property Taxes 239,309 235,029 202,189 213,697 11,508 5.7% Total Revenue $ 305,565 $ 304,005 306,607$ 314,190$ 7,583$ 2.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Library Director 1.00 1.00 1.00 1.00 1.00 - Library Graph./Comm Special. 1.00 1.00 1.00 1.00 1.00 - Library Office/Fac. 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 -

232 TECHNICAL SERVICES 8302

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 294,269 $ 302,227 $ 304,585 $ 304,464 $ (121) (0.0%) General Services 3,186 1,680 2,511 1,913 (598) (23.8%) Services Related to Property 63,460 36,822 35,691 37,200 1,509 4.2% Supplies 35,619 16,929 25,709 18,375 (7,334) (28.5%) Miscellaneous 22,509 5,695 23,078 9,691 (13,387) (58.0%) Total Expenditures $ 419,043 $ 363,353 $ 391,574 $ 371,643 $ (19,931) (5.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 419,043 $ 363,353 $ 391,574 $ 371,643 $ (19,931) (5.1%) Total Revenue $ 419,043 $ 363,353 $ 391,574 $ 371,643 $ (19,931) (5.1%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Librarian 1.00 1.00 1.00 - - - Librarian 1.00 1.00 1.00 2.00 2.00 - Library Services Associate 2.00 2.00 2.00 2.00 2.00 - Part Time Library Services Associate 0.50 0.50 0.50 0.50 0.50 -

Total FTE 4.50 4.50 4.50 4.50 4.50 -

233 WILBUR AALFS 8303

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,171,464 $ 1,157,538 $ 1,193,547 $ 1,159,389 $ (34,158) (2.9%) General Services 22,683 20,923 26,636 30,037 3,401 12.8% Services Related to Property 77,620 59,245 51,914 52,487 573 1.1% Supplies 53,607 8,956 11,226 11,568 342 3.0% Utilities 42,425 41,866 47,533 47,573 40 0.1% Inventory Supplies 197,375 183,346 163,998 166,069 2,071 1.3% Miscellaneous 731 25 75 75 - 0.0% Total Expenditures $ 1,565,905 $ 1,471,899 $ 1,494,929 $ 1,467,198 $ (27,731) (1.9%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds/Reimbursements $ 130 $ - $ - $ - $ - 0.0% Rentals and Leases 1,113 1,256 1,180 1,180 - 0.0% Property Taxes 1,564,662 1,470,643 1,493,749 1,466,018 (27,731) (1.9%) Total Revenue $ 1,565,905 $ 1,471,899 $ 1,494,929 $ 1,467,198 $ (27,731) (1.9%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Librarian 3.00 3.00 3.00 3.00 3.00 - Facilities Maint Worker 3.00 3.00 3.00 3.00 3.00 - Lead Library Serv Assoc 2.00 2.00 2.00 - - - Librarian 1.00 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 4.00 4.00 - Library Sys 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 2.01 2.01 1.89 1.89 1.89 - Library Page 2.40 2.40 1.90 1.90 1.90 - Library Services Associate 1.26 1.26 1.01 1.01 1.01 -

Total FTE 20.67 20.67 19.80 19.80 19.80 -

Notes:

234 PERRY CREEK 8304

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 54,063 $ 78,088 $ 76,747 $ 93,393 16,646$ 21.7% General Services 5,098 5,456 5,821 6,567 746 12.8% Services Related to Property 29,254 29,537 29,342 29,498 156 0.5% Supplies 1,045 178 760 675 (85) (11.2%) Inventory Supplies 32,185 27,028 26,298 26,384 86 0.3% Total Expenditures $ 121,645 $ 140,287 $ 138,968 $ 156,517 17,549$ 12.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 121,645 $ 140,287 $ 138,968 $ 156,517 17,549$ 12.6% Total Revenue $ 121,645 $ 140,287 $ 138,968 $ 156,517 17,549$ 12.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 0.95 (0.25)

Total FTE 2.00 2.00 2.00 2.00 1.75 (0.25)

235 MORNINGSIDE 8305

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 205,825 $ 203,198 $ 236,276 $ 216,173 $ (20,103) (8.5%) General Services 14,505 16,272 17,537 11,077 (6,460) (36.8%) Services Related to Property 13,013 9,806 12,338 12,426 88 0.7% Supplies 4,360 4,009 3,938 4,873 935 23.7% Utilities 12,634 11,827 13,513 13,411 (102) (0.8%) Inventory Supplies 66,747 59,995 51,685 51,715 30 0.1% Total Expenditures $ 317,084 $ 305,107 $ 335,287 $ 309,675 $ (25,612) (7.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 317,084 $ 305,107 $ 335,287 $ 309,675 $ (25,612) (7.6%) Total Revenue $ 317,084 $ 305,107 $ 335,287 $ 309,675 $ (25,612) (7.6%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Library Branch Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Library Assistant 0.75 0.75 0.63 0.63 0.38 (0.25) 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 3.80 3.80 3.68 3.68 3.43 (0.25)

236 ENDOWMENTS 8307

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 40,993 $ 41,196 $ 41,083 $ 42,348 1,265$ 3.1% General Services 240 223 243 168 (75) (30.9%) Services Related to Property - 52,983 - - - 0.0% Supplies 20,876 47,519 - - - 0.0% Inventory Supplies 16,719 34,457 - - - 0.0% Total Expenditures $ 78,828 $ 176,378 $ 41,326 $ 42,516 1,190$ 2.9%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 98,490 $ 127,712 $ - $ - $ - 0.0% Library Restricted (46,507) 17,966 41,326 42,516 1,190 2.9% State Gov. Operating Grants 11,130 14,552 - - - 0.0% State Shared Revenues 15,715 16,148 - - - 0.0% Total Revenue $ 78,828 $ 176,378 $ 41,326 $ 42,516 1,190$ 2.9%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

237 AALFS PARKING 8309

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,440 $ 1,467 $ 1,484 $ 1,520 36$ 2.4% Services Related to Property 5 174 1,092 806 (286) (26.2%) Total Expenditures $ 1,445 $ 1,641 $ 2,576 $ 2,326 $ (250) (9.7%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Parking System $ 1,445 $ 1,641 $ 2,576 $ 2,326 $ (250) (9.7%) Total Revenue $ 1,445 $ 1,641 $ 2,576 $ 2,326 $ (250) (9.7%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

238 MORNINGSIDE PARKING 8310

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,505 $ 1,682 $ 1,691 $ 1,735 44$ 2.6% Services Related to Property 5 1,116 1,659 1,656 (3) (0.2%) Total Expenditures $ 1,510 $ 2,798 $ 3,350 $ 3,391 41$ 1.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Parking System $ 1,510 $ 2,798 $ 3,350 $ 3,391 41$ 1.2% Total Revenue $ 1,510 $ 2,798 $ 3,350 $ 3,391 41$ 1.2%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

239 SKYWAY 8311

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ - $ - $ 75 $ 75 $ - 0.0% Services Related to Property 13,173 12,162 15,786 15,786 - 0.0% Total Expenditures $ 13,173 $ 12,162 $ 15,861 $ 15,861 $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 13,173 $ 12,162 $ 15,861 $ 15,861 $ - 0.0% Total Revenue $ 13,173 $ 12,162 $ 15,861 $ 15,861 $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

240 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 Center Custodian I History Education Coordinator Coordinator Preparator Assistant Supervisor .

Archival Records Clerk

Desk EFAB Desk Desk Attendant/ Bureau Attendant Attendant Senior Aide Laborer

241 MUSEUM

DEPARTMENT OVERVIEW: Growing Cities Have Flourishing Museums: The Sioux City Public Museum is an accredited museum by the American Alliance of Museums and operates under the highest standards of professional practices. The Museum provides educational and entertainment opportunities to the citizens of our community and our guests from outside of the city. The Museum implements its mission statement through a wide range of programs, exhibitions both permanent and temporary, classes, outreach programs and other activities. We continue to care for an excellent historical collection as we expand the depth of our holdings. The Sioux City Public Museum’s two key locations are the Museum located at 607 4th Street and the Sgt. Floyd River Museum and Welcome Center located at 1000 Chris Larsen Park Road. Approximately 69,497 people visited our facilities on site during FY 2013 while thousands more were served through outreach programs. With our outstanding collection and excellent offerings, the Sioux City Public Museum is developing a reputation as one of the premier history centers in the Midwest.

MISSION STATEMENT: The Sioux City Public Museum collects, preserves and interprets cultural and social history with an emphasis on Sioux City and the region.

Working within the City of Sioux City’s Strategic Plan, the Museum is striving to become a destination attraction while serving as a key cultural entity in a revitalized downtown Sioux City.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities

2% 15% 2% 6%

75%

242 PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference 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 1.50 1.50 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 0.82 0.82 0.82 - Museum Education Coord. 0.50 0.50 0.50 0.50 0.50 - Welcome Center Supervisor 0.88 0.88 0.88 0.88 0.88 - Total FTE 10.25 10.25 10.05 10.05 10.05 -

FY 2013 HIGHLIGHTS:

The Trustees and staff of the Museum measure our success and progress through several variables including but not limited to: programs offered, temporary exhibits shown, donations to the collection, volunteer involvement and attendance. Highlights of each area are as follows: • During the spring of 2013 the Museum began collaboration with NASA out of Houston, Texas. This partnership will allow the Museum to access NASA resources as we offer youth programming throughout the year with a science emphasis. • Our History at High Noon program continues to reach audiences on a monthly basis with a variety of programs shown over the noon hour. These programs are also offered at other times to groups who request them. th • Temporary exhibit highlights for the year include the annual 4 grade history project

exhibit of which we had a record number of projects shown this year. We also had an

outstanding exhibit curated in house of artifacts that have never been shown at the

Museum including an intact Wincharger, murals from Sioux City institutions and an 1880s

fire hose reel cart that has been fully refinished (through private donations). The “Big

Dig” and associated programming has proven to be one of the more popular attractions

for children in the City.

• A marquee exhibit showcased part of an incredible collection of Sioux City memorabilia

donated by Ron Millage. The Millage donation of artifacts is the largest artifact donation

of its kind to the Museum. We will curate numerous future exhibits and utilize the

collection in a number of ways for generations. The Museum’s collection is more than a

collection of material items; it is a mirror of the soul of the City.

• The Museum has become a destination attraction for visitors outside of the immediate area. We are drawing school groups and adult tour groups from beyond a 60 mile radius and many group operators are putting our sites on their regular travel itineraries. • Our volunteers continue to play a key role in the success of our operations and without this display of private support we would not be able to provide the high level of service to our guests. Last year 150 volunteers gave 6,720 hours of their time to the Museum. • Our total attendance recorded by hand and on site is approximately 69,497 guests with several thousand more impacted through outreach activities. Our main Museum site registered 48,557 guests compared to our base line year of 2009 which registered 23,260 guests which is more than double. • We continue to establish collaborations with community groups and have hosted dozens of meetings, workshops and other activities that have brought new guests to our facilities while growing awareness that the Museum is a community meeting place. • Our staff continues to seek training opportunities and works vigorously year round to maintain our adherence to accreditation standards.

243 FY 2015 GOALS:

• Staff will continue to work with community partners and develop new collaborations. • Staff will continue to maintain standards of accreditations while strengthening and preserving our collections and archives. We will also look for avenues to make the collection more accessible to the public. • Staff will continue to develop the Museum’s reputation as a destination attraction and a premier history institution in the Midwest. • Staff will continue to promote the Sioux City Public Museum as a community meeting place open to diversity and new ideas while revealing our rich shared heritage. • Staff will work with stakeholders to develop temporary exhibits and investigate bringing in significant traveling exhibitions.

• Staff will continue to implement and grow the long term strategic plan as developed by

Museum stakeholders.

MUSEUM PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Attendance-Total Site 50,155 52,568 55,533 77,241 69,497 Attendance-Main Location 23,260 24,246 33,903 63,750 48,557 Number of Artifact Donors 175 251 223 300 290 Number of Artifacts Donated 2,657 8,427 6,796 7,325 11,534 Number of Volunteers 83 124 150 165 150 Number of Volunteer Hours 3,643 3,700 4,824 7,325 6,720

244 MUSEUM SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration $ 649,902 $ 693,502 $ 740,829 $ 751,995 11,166$ 1.5% Welcome Center 138,082 149,724 155,564 156,559 995 0.6% Total Expenditures $ 787,984 $ 843,226 $ 896,393 $ 908,554 12,161$ 1.4%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions $ 204 $ 219 $ - 50$ 50$ 100.0% Miscellaneous 7,194 (9,152) - - - 0.0% Sales Tax 137,878 149,428 155,564 156,509 945 0.6% Property Taxes 642,708 702,731 740,829 751,995 11,166 1.5% Total Revenue $ 787,984 $ 843,226 $ 896,393 $ 908,554 12,161$ 1.4%

245 MUSEUM 8401 - 8403

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 497,479 $ 499,399 $ 516,536 $ 536,067 19,531$ 3.8% General Services 7,592 13,727 19,685 17,112 (2,573) (13.1%) Services Related to Property 49,900 44,522 46,508 44,508 (2,000) (4.3%) Supplies 30,741 16,394 18,800 19,125 325 1.7% Utilities 64,190 119,460 139,300 135,183 (4,117) (3.0%) Total Expenditures $ 649,902 $ 693,502 $ 740,829 $ 751,995 11,166$ 1.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Miscellaneous $ 7,194 $ (9,229) $ - $ - $ - 0.0% Property Taxes 642,708 702,731 740,829 751,995 11,166 1.5% Total Revenue $ 649,902 $ 693,502 $ 740,829 $ 751,995 11,166$ 1.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 1.50 1.50 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 8.00 8.00 8.00 8.00 8.00 -

246 WELCOME CENTER 8404

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 127,685$ 137,940$ $ 138,746 $ 142,501 3,755$ 2.7% General Services 3,701 4,562 5,062 4,516 (546) (10.8%) Services Related to Property 4,311 4,515 5,844 5,544 (300) (5.1%) Supplies 1,342 1,946 3,125 3,125 - 0.0% Utilities 1,043 761 2,787 873 (1,914) (68.7%) Total Expenditures 138,082$ 149,724$ $ 155,564 $ 156,559 995$ 0.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions 204$ 219$ $ - 50$ 50$ 0.0% Miscellaneous - 77 - - - 0.0% Sales Tax 137,878 149,428 155,564 156,509 945 0.6% Total Revenue 138,082$ 149,724$ $ 155,564 $ 156,559 995$ 0.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Part Time Laborer 1.02 1.02 0.82 0.82 0.82 - Desk Attendant 0.35 0.35 0.35 0.35 0.35 - Welcome Center Supervisor 0.88 0.88 0.88 0.88 0.88 -

Total FTE 2.25 2.25 2.05 2.05 2.05 -

247 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

248 Parks and Recreation Department Organizational Chart

Parks and Parks and Recreation Recreation Director Advisory Board

Administrative Secretary

Facilities Recreation Outsourced Management Programming Services

Long Lines Parks IBP Family Rec Recreation Aquatics Maintenance Ice Center Center (Public Works)

Pool Maintenance Lewis and Cemeteries (Admin Services) Clark Stadium

Golf Courses (GV Golf Assoc)

Cemetery Maintenance (Public Works)

249 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

250 PARKS AND RECREATION

DEPARTMENT OVERVIEW: The Parks and Recreation department provides various recreational opportunities for the community in order to help make Sioux City a healthy, active, and fun place to live. The department has responsibility for the public recreational assets. The divisions of the Parks and Recreation department have the following specific roles:

RECREATION ADMINISTRATION coordinates operations with other departments and divisions. The administration function is responsible for the outsourced services of the department including parks maintenance, pool maintenance, golf courses, and cemetery maintenance. This division plays a key customer service role and ensures that the financial elements of the division are kept in order. Specific tasks included coordination with Finance on budgeting and grant administration. Most contract payments are made through this staff as well.

RECREATION PROGRAMMING is responsible for the City’s recreational services which include the operation and maintenance of the City’s five public swimming facilities, Long Lines Family Recreation Center, and the IBP Ice Center. Throughout the year staff facilitate a variety of City programs and maintain schedules for the rental of park shelters and schedule other events in City facilities.

FACILITIES MANAGEMENT maintains all of the City’s recreational and cemetery facilities. These facilities include the Long Lines Family Rec Center, IBP Ice Center, Lewis and Clark Stadium, and City owned cemeteries. The division conducts building maintenance and project management for the recreational facilities.

MISSION STATEMENT: The mission of the Recreation Department is to provide excellent cost effective service to its customers with a focus on reliability and responsiveness. The Department encourages employees to engage the community and each other in order to demonstrate teamwork and collaboration in the development of programs that promote health and safety, regulatory compliance and sustainability.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities Inventory Supplies Miscellaneous 1% 2% 6% 10%

9% 65% 7%

251 PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00 - 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 - Long Lines Family Rec Ctr 1.00 1.00 1.00 1.00 1.00 - Facilities Coordinator Maintenance Worker 3.00 2.00 2.00 2.00 2.00 - Parks & Recreation Director - - - - 1.00 1.00 Parks & Recreation Mgr. 1.00 1.00 1.00 1.00 1.00 - Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Aquatics Supervisor 0.33 0.33 0.33 0.33 - (0.33) Cashier/Concession Worker 0.66 0.66 0.66 0.66 0.66 - Head Lifeguard 1.42 1.42 1.42 1.42 1.42 - Laborer 2.83 2.83 2.83 2.77 2.77 - Lifeguard I 4.86 4.86 4.86 4.86 4.86 - Lifeguard II 5.77 5.77 5.77 5.12 5.12 - Long Lines Attendant 0.76 0.76 0.76 0.76 0.76 - Long Lines Specialist 3.40 3.23 3.23 3.23 3.23 - Recreation and Aquatics 0.28 0.28 0.28 0.28 - (0.28) Cord Recreation Specialist II 0.20 0.20 0.20 0.20 0.20 - Seasonal Laborer 4.00 3.75 3.75 3.75 3.75 - Swimming Pool Manager 0.87 0.87 0.87 0.87 0.87 - Total FTE 35.38 33.96 33.96 33.25 33.64 0.39

252 PARKS AND RECREATION SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Recreation Administration $ 281,256 $ 246,353 281,215$ 405,687$ $ 124,472 44.3% Leif Erickson Pool 86,370 83,990 85,488 86,372 884 1.0% Lewis Pool 63,888 66,093 68,989 66,259 (2,730) (4.0%) Cook Pool 41,665 42,531 51,830 48,806 (3,024) (5.8%) Riverside Pool 138,815 131,584 133,440 138,226 4,786 3.6% Leeds Pool 44,395 39,375 46,120 45,762 (358) (0.8%) Recreation Programming 41,622 42,350 30,027 33,279 3,252 10.8% IBP Ice Center 348,459 346,487 364,434 351,752 (12,682) (3.5%) Band 28,805 27,581 29,788 28,212 (1,576) (5.3%) Lewis and Clark Park 1,542 1,386 1,979 1,884 (95) (4.8%) Park Board 4,459 4,008 5,723 - (5,723) (100.0%) Long Lines Family Rec Cntr 413,274 414,635 386,838 418,650 31,812 8.2% Marina 23,726 - - - - 0.0% Floyd Cemetery 26,125 17,052 49,555 52,539 2,984 6.0% Logan Cemetery 154,103 133,302 152,154 145,938 (6,216) (4.1%) Graceland Cemetery 399,353 375,696 403,138 392,552 (10,586) (2.6%) Total Expenditures $ 2,097,857 $ 1,972,423 $ 2,090,718 $ 2,215,918 $ 125,200 6.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Cemetery Fees $ 110,405 $ 118,298 112,548$ 119,084$ 6,536$ 5.8% Charges for Services 203,445 215,078 215,000 215,000 - 0.0% Concessions 83,882 81,637 86,300 86,700 400 0.5% Contributions 5,698 1,675 1,000 1,000 - 0.0% Miscellaneous 14,188 15,567 15,000 15,000 - 0.0% Other Revenue 43,863 49,368 30,873 26,853 (4,020) (13.0%) Recreation Fees 320,776 289,083 264,125 292,400 28,275 10.7% Refunds and Reimbursements 20 - 500 - (500) (100.0%) Rentals and Leases 200,539 152,613 198,890 206,400 7,510 3.8% Sale of Fixed Assets 88,861 80,357 92,032 80,634 (11,398) (12.4%) Property Taxes 1,026,180 968,747 1,074,450 1,172,847 98,397 9.2% Total Revenues $ 2,097,857 $ 1,972,423 $ 2,090,718 $ 2,215,918 $ 125,200 6.0%

253 RECREATION SERVICES

FY 2013 HIGHLIGHTS:

• Youth sports programs remained consistent in participation numbers. • Adult volleyball programs continue to grow and generate a good number of participants and quality play. • Successfully published the Annual Fun and Action Guide generating revenue to pay for publication. • Processed and issued 88 Special Events Permits.

FY 2015 GOALS:

• Implement more recreational programming for adults and seniors. • Develop a summer youth recreation program at Long Lines Family Rec Center. • Create a Spring Adult Volleyball league for Co-Ed, Women, and Men. • Explore new youth sports and continue to improve the programs we have in place.

RECREATION SERVICES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Recreation Attendance 5,519 6,527 5,557 5,123 4,298 Recreation Revenue $34,354 $41,377 $41,915 $40,636 $36,552

254 RECREATION ADMINISTRATION 5101

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 269,987 $ 237,407 $ 271,893 $ 391,286 $ 119,393 43.9% General Services 8,183 5,893 6,366 11,245 4,879 76.6% Services Related to Property 2,519 1,932 2,156 2,156 - 0.0% Supplies 542 1,121 800 1,000 200 25.0% Miscellaneous 25 - - - - 0.0% Total Expenditures $ 281,256 $ 246,353 $ 281,215 $ 405,687 $ 124,472 44.3%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue $ 1,500 $ 1,500 1,605$ 1,580$ $ (25) (1.6%) Property Taxes 279,756 244,853 279,610 404,107 124,497 44.5% Total Revenue $ 281,256 $ 246,353 $ 281,215 $ 405,687 $ 124,472 44.3%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Parks and Recreation Mgr 1.00 1.00 1.00 1.00 1.00 - Parks and Recreation Director - - - - 1.00 1.00 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Aquatics Supervisor 0.33 0.33 0.33 0.33 - (0.33)

Total FTE 3.33 3.33 3.33 3.33 4.00 0.67

Notes:

255 SWIMMING

FY 2013 HIGHLIGHTS:

• Installed one accessible chair lift at each of the five swimming pools to meet

Americans with Disabilities Act guidelines.

• Cook Pool received a Community Development Block Grant totaling $9,859.53 and $2,500 in private donations through Human Rights Commission. With this additional funding, Cook Pool offered extended hours until 7p.m., free Saturday night swimming from 7-9 p.m., and 742 free low income admission passes.

• Offered 8 Free Friday Night Swims at a different location each Friday of the Aquatic Season. Each “Free Friday” event was sponsored by an outside private group. A total of 3,785 patrons attended the Friday night events. • Developed marketing materials to promote aquatics employment. Hired 48 new seasonal aquatic employees. • Hosted five Red Cross Water Safety Instructor (WSI) and Lifeguard/CPR certification classes in house in order to save instructor costs. • Established and implemented new polices to all staff and daily in-services to enhance pool safety.

FY 2015 GOALS: • Establish a citizen’s aquatic committee to evaluate the city swimming pool facilities and programs to make recommendations on future pool improvements.

• Conduct a pool and feasibility study in order to address the state of the five

swimming pools.

• Address infrastructure repairs identified by post-season inspection.

• Improve marketing efforts to increase pool attendance. • Improve employment promotion to increase the number of seasonal aquatic employees.

SWIMMING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Annual Pool Attendance 56,461 59,280 63,305 66,620 67,205 Annual Pool Revenue $205,178 $221,106 $216,954 $241,591 $221,818 Expenses Recovered thru 52% 52% 71% 79% 71% Revenue

256 RECREATION SWIMMING 5102-5106

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 249,892 $ 248,987 $ 255,700 $ 256,968 1,268$ 0.5% General Services 12,958 19,428 22,288 13,142 (9,146) (41.0%) Services Related to Property 13,065 6,672 15,137 23,302 8,165 53.9% Supplies 37,503 36,591 36,840 38,225 1,385 3.8% Utilities 23,177 25,995 28,071 29,007 936 3.3% Inventory Supplies 25,378 12,721 15,986 12,936 (3,050) (19.1%) Miscellaneous 13,160 13,179 11,845 11,845 - 0.0% Total Expenditures $ 375,133 $ 363,573 $ 385,867 $ 385,425 $ (442) (0.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions $ 29,028 $ 22,661 25,000$ 25,400$ 400$ 1.6% Other Revenue 3,652 6,110 1,400 1,300 (100) (7.1%) Recreation Fees 238,459 202,301 186,850 204,875 18,025 9.6% Property Taxes 103,994 132,501 172,617 153,850 (18,767) (10.9%) Total Revenue $ 375,133 $ 363,573 $ 385,867 $ 385,425 $ (442) (0.1%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference RECREATION - LEIF ERICKSON POOL 5102 Part Time Head Lifeguard 0.33 0.33 0.33 0.33 0.33 - Lifeguard I 1.19 1.19 1.19 1.19 1.19 - Lifeguard II 1.54 1.54 1.54 1.24 1.24 - Swimming Pool Manager 0.16 0.16 0.16 0.16 0.16 -

Total FTE 3.22 3.22 3.22 2.92 2.92 -

RECREATION - LEWIS POOL 5103 Part Time Head Lifeguard 0.33 0.33 0.33 0.33 0.33 - Lifeguard I 0.64 0.64 0.64 0.64 0.64 - Lifeguard II 1.14 1.14 1.14 1.24 1.24 - Swimming Pool Manager 0.16 0.16 0.16 0.16 0.16 -

Total FTE 2.27 2.27 2.27 2.37 2.37 -

257 FY11 FY12 FY13 FY14 FY15 Difference RECREATION - COOK POOL 5104 Part Time Head Lifeguard 0.11 0.11 0.11 0.11 0.11 - Lifeguard I 1.19 1.19 1.19 1.19 1.19 - Lifeguard II 0.53 0.53 0.53 0.23 0.23 - Swimming Pool Manager 0.16 0.16 0.16 0.16 0.16 -

Total FTE 1.99 1.99 1.99 1.69 1.69 -

RECREATION - RIVERSIDE AQUATICS CENTER 5105 Part Time Cashier/Concession Worker 0.50 0.50 0.50 0.50 0.50 - Head Lifeguard 0.39 0.39 0.39 0.39 0.39 - Lifeguard I 1.22 1.22 1.22 1.22 1.22 - Lifeguard II 1.52 1.52 1.52 1.87 1.87 - Swimming Pool Manager 0.23 0.23 0.23 0.23 0.23 -

Total FTE 3.86 3.86 3.86 4.21 4.21 -

RECREATION - LEEDS POOL 5106 Part Time Cashier/Concession Worker 0.16 0.16 0.16 0.16 0.16 - Head Lifeguard 0.26 0.26 0.26 0.26 0.26 - Lifeguard I 0.62 0.62 0.62 0.62 0.62 - Lifeguard II 1.04 1.04 1.04 0.54 0.54 - Swimming Pool Manager 0.16 0.16 0.16 0.16 0.16 -

Total FTE 2.24 2.24 2.24 1.74 1.74 -

258 RECREATION PROGRAMMING 5115

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 9,810 $ 12,378 10,663$ 5,685$ $ (4,978) (46.7%) General Services 18,318 16,640 6,354 14,584 8,230 129.5% Supplies 12,588 13,075 12,610 12,610 - 0.0% Miscellaneous 906 257 400 400 - 0.0% Total Expenditures $ 41,622 $ 42,350 30,027$ 33,279$ 3,252$ 10.8%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Fund $ (20,140) $ (11,795) $ (15,373) $ (14,146) 1,227$ 8.0% Other Revenue 18,254 14,355 4,800 2,000 (2,800) (58.3%) Recreation Fees 43,508 39,790 40,600 45,425 4,825 11.9% Total Revenue $ 41,622 $ 42,350 30,027$ 33,279$ 3,252$ 10.8%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Part Time Rec and Aquatics Coord. 0.28 0.28 0.28 0.28 - (0.28) Recreation Specialist II 0.20 0.20 0.20 0.20 0.20 -

Total FTE 0.48 0.48 0.48 0.48 0.20 (0.28)

259 IBP ICE CENTER

FY 2013 HIGHLIGHTS:

• The IBP Ice Center improved the net operating results from a subsidy of $60,000 in FY 2012 to $40,000 in FY 2013. • Continue to see growth in annual curling tournament, which now includes 23 teams.

FY 2015 GOALS:

• Improve Ice Center net operating results.

IBP ICE CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 IBP Ice Rental & Public Rev $170,000 $170,000 $180,000 $180,000 $215,000

260 IBP ICE CENTER 5118

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 194,739 $ 199,644 $ 191,074 $ 176,552 $ (14,522) (7.6%) General Services 29,022 30,620 27,314 29,235 1,921 7.0% Services Related to Property 15,580 16,721 34,796 32,674 (2,122) (6.1%) Supplies 21,713 7,211 16,000 15,500 (500) (3.1%) Utilities 60,621 65,754 66,500 69,041 2,541 3.8% Inventory Supplies 12,360 11,652 13,750 13,750 - 0.0% Miscellaneous 14,424 14,885 15,000 15,000 - 0.0% Total Expenditures $ 348,459 $ 346,487 $ 364,434 $ 351,752 $ (12,682) (3.5%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 203,445 $ 215,078 $ 215,000 $ 215,000 $ - 0.0% Concessions and Commissions 48,682 49,997 55,000 55,000 - 0.0% Contributions 5,698 1,675 1,000 1,000 - 0.0% Miscellaneous 14,188 15,567 15,000 15,000 - 0.0% Refunds and Reimbursements 20 - 500 - (500) (100.0%) Rentals and Leases 20,870 26,399 20,000 20,000 - 0.0% Property Tax 55,556 37,771 57,934 45,752 (12,182) (21.0%) Total Revenue $ 348,459 $ 346,487 $ 364,434 $ 351,752 $ (12,682) (3.5%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Events Coordinator 1.00 1.00 1.00 1.00 1.00 - Part Time Laborer 2.83 2.83 2.83 2.77 2.77 -

Total FTE 3.83 3.83 3.83 3.77 3.77 -

261 RECREATION BAND 5130

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 27,893 $ 26,039 $ 28,807 $ 27,152 $ (1,655) (5.7%) Supplies 912 1,542 981 1,060 79 8.1% Total Expenditures $ 28,805 $ 27,581 $ 29,788 $ 28,212 $ (1,576) (5.3%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue $ 775 $ 700 $ 800 $ 800 $ - 0.0% Property Taxes 28,030 26,881 28,988 27,412 (1,576) (5.4%) Total Revenue $ 28,805 $ 27,581 $ 29,788 $ 28,212 $ (1,576) (5.3%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

262 LEWIS AND CLARK PARK

FY 2013 HIGHLIGHTS:

• New roof was installed on administrative building. • Replacement brackets for red and blue seats were ordered and installed. • Parking lot was patched to eliminate potholes and trip hazards.

FY 2015 GOALS:

• Continue to assist with maintenance and provide a first-class minor league baseball facility for the residents of Sioux City. • Lewis and Clark Stadium Facility Study to identify stadium condition and prepare a long-rang improvement plan.

263 RECREATION LEWIS & CLARK PARK 5136

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 1,542 $ 1,386 $ 1,979 $ 1,884 $ (95) (4.8%) Total Expenditures $ 1,542 $ 1,386 $ 1,979 $ 1,884 $ (95) (4.8%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Fund $ (12,858) $ (3,264) $ (7,421) $ (3,116) 4,305$ 58.0% Rentals and Leases 14,400 4,650 9,400 5,000 (4,400) (46.8%) Total Revenue $ 1,542 $ 1,386 $ 1,979 $ 1,884 $ (95) (4.8%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

264 PARK BOARD 5140

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 4,459 $ 4,008 $ 5,723 $ - $ (5,723) (100.0%) Total Expenditures $ 4,459 $ 4,008 $ 5,723 $ - $ (5,723) (100.0%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 4,459 $ 4,008 $ 5,723 $ - $ (5,723) (100.0%) Total Revenue $ 4,459 $ 4,008 $ 5,723 $ - $ (5,723) (100.0%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

Notes:

265 LONG LINES FAMILY REC CENTER

FY 2013 HIGHLIGHTS:

• Women’s volleyball and coed volleyball teams increased with 6 new teams. • Successful joint efforts between Tyson Event Center and Long Lines for event assistance and support. • Restructured Rock Stars Climbing Team into two different sessions: Bouldering & Top Rope.

• Long Lines Family Recreation attendance increased over 16,000 patrons from FY

2012 to FY 2013.

• Climbing wall attendance was increased by over 1,200 climbers from FY 2012 to FY

2013.

FY 2015 GOALS:

• Expand sports leagues for youth and adults. • Generate revenue through programming and event rentals to offset the operation expenses of the facility. • Operate climbing wall with revenue in excess of expenses. • Host one climbing wall clinic or event. • Complete Air Handler Unit replacement project.

LONG LINES FAMILY REC CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Long Lines Family Rec 71,759 74,725 67,850 54,424 71,373 Center Usage Long Lines Family Rec $165,226 $146,245 $132,533 $150,009 $177,300 Center Revenue Climbing Wall Attendance 7,282 7,639 5,745 6,354 7,609 Climbing Wall Revenue $33,942 $42,024 $30,141 $30,797 $41,597

266 RECREATION LONG LINES FAMILY REC CENTER 5144

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 193,321 $ 203,300 $ 180,776 $ 183,540 2,764$ 1.5% General Services 71,356 62,113 61,075 48,698 (12,377) (20.3%) Services Related to Property 12,612 8,674 6,896 38,528 31,632 458.7% Supplies 23,978 17,676 18,270 29,040 10,770 58.9% Utilities 102,811 110,701 112,813 111,836 (977) (0.9%) Inventory Supplies 3,912 5,945 1,208 1,208 - 0.0% Miscellaneous 5,284 6,226 5,800 5,800 - 0.0% Total Expenditures $ 413,274 $ 414,635 $ 386,838 $ 418,650 31,812$ 8.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Concessions and Commissions $ 6,172 $ 8,979 6,300$ 6,300$ $ - 0.0% Other Revenue 9,260 17,763 11,500 11,500 - 0.0% Recreation Fees 38,809 46,992 36,675 42,100 5,425 14.8% Rentals and Leases 95,769 103,564 80,600 91,600 11,000 13.6% Property Taxes 263,264 237,337 251,763 267,150 15,387 6.1% Total Revenue $ 413,274 $ 414,635 $ 386,838 $ 418,650 31,812$ 8.2%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Long Lines FRC Facilities Coord 1.00 1.00 1.00 1.00 1.00 - Part Time Long Lines Attendant 0.76 0.76 0.76 0.76 0.76 - Long Lines Specialist 3.40 3.23 3.23 3.23 3.23 -

Total FTE 5.16 4.99 4.99 4.99 4.99 -

267 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

268 MARINA 5150

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Taxes $ 23,726 $ - $ - $ - $ - 0.0% Total Expenditures $ 23,726 $ - $ - $ - $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Fund $ 23,726 $ (18,000) $ (18,000) $ (18,000) $ - 0.0% Rentals and Leases - 18,000 18,000 18,000 - 0.0% Total Revenue $ 23,726 $ - $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

269 CEMETERIES

FY 2013 HIGHLIGHTS:

• Met with Funeral home staff and vendors as part of our efforts to expand the Cities market share. • Worked with Economic Development to implement an increase in advertising. • Continued work on the expansion of Logan. Through Council direction, the infrastructure repairs of Graceland will take precedence over the expansion.

FY 2015 GOALS:

• Continue to meet with all area funeral home staff and vendors in regards to current market trends and market share. • Repair aging infrastructure through Capital Improvement Program projects. • Promote the City cemeteries through the City website and other media forms to increase the City’s market share within Sioux City. • Expansion of City Cemeteries to include: continued grading of current land topography to create more saleable and usable land; simplify maintenance; and development of overall layout and roadway expansion in these areas.

CEMETERIES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Cemetery Sales at Graceland $14,047 $29,171 $37,286 $38,203 $33,600 Cemetery Sales at Logan $28,247 $57,739 $53,362 $50,658 $39,400 Graceland Burials 97 104 97 87 88 Logan Burials 65 71 50 54 62 Floyd Burials 4 0 6 5 2

270 CEMETERIES 5160-5162

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 377,591 374,900$ 420,823$ 415,370$ $ (5,453) (1.3%) General Services 13,865 13,045 21,087 14,949 (6,138) (29.1%) Services Related to Property 112,916 95,620 109,402 113,391 3,989 3.6% Supplies 56,447 28,680 28,758 28,758 - 0.0% Utilities 18,762 13,805 24,777 18,561 (6,216) (25.1%) Total Expenditures $ 579,581 526,050$ 604,847$ 591,029$ $ (13,818) (2.3%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Cemetery Fees $ 110,405 118,298$ 112,548$ 119,084$ 6,536$ 5.8% Other Revenue 10,422 8,940 10,768 9,673 (1,095) (10.2%) Sale of Fixed Assets 88,861 80,357 92,032 80,634 (11,398) (12.4%) Property Taxes 369,893 318,455 389,499 381,638 (7,861) (2.0%) Total Revenue $ 579,581 526,050$ 604,847$ 591,029$ $ (13,818) (2.3%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 - 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 - Maintenance Worker 2.00 1.00 1.00 1.00 1.00 - Part Time Seasonal Laborer 2.00 1.75 1.75 1.75 1.75 -

Total FTE 6.00 4.75 4.75 4.75 4.75 -

271 RECREATION GOLF COURSES 5181

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Rentals and Leases $ 69,500 $ - $ 70,890 $ 71,800 910$ 1.3% General Fund (69,500) - (70,890) (71,800) (910) (1.3%) Total Revenue $ - $ - $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

272 Sioux City Police Department Organizational Chart

Police Chief

Administrative Professional Assistant Standards Lieutenant

Administrative Secretary

Sergeants

Police Officer

Uniform Investigations Support Services Captain Captain Captain

Lieutenants Admin Lieutenant Civilians Secretaries

Sergeants Telecomm Tech Sergeants

Officers Officers

273 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

274 POLICE

DEPARTMENT OVERVIEW: The Police Department provides many services for the City of Sioux City including the enforcement of 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, towing 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 Tele-Communications Unit (T.C.U). 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, SLDU, and gangs), Tri-State Drug Task Force, and Youth Division [youth investigator and School Resource Officers (S.R.O.)]. The mission of the Investigative Services Bureau is to provide follow-up investigations of serious 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.

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.

275 FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Inventory Supplies Capital Expenditures Miscellaneous

2% 0% 1% 0% 1% 8% 3%

85%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference 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 - - - - - Crime Analyst Technician 1.00 1.00 1.00 1.00 1.00 - Identification Section Sprv. 1.00 1.00 1.00 1.00 1.00 - Law Enforc. Crime Analyst 1.00 - - - - - Law Enforcement Analyst - 1.00 1.00 1.00 1.00 - Law Enforcement Planner 1.00 - - - - - Lead Records Technician - - - 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 7.00 (1.00) Police Sergeant 21.00 21.00 21.00 20.00 20.00 - Records Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Records Shift Supervisor 1.00 1.00 1.00 - - - Senior Police Ident. Tech. 3.00 3.00 3.00 3.00 3.00 - Telecommunication Tech. 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 Tech. I 1.65 1.65 1.65 1.65 1.65 - Total FTE 151.65 149.65 149.65 148.65 147.65 (1.00)

276 POLICE SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Administration $ 256,435 $ 270,941 $ 256,788 $ 258,821 2,033$ 0.8% Uniformed Bureau 10,616,005 11,212,792 11,429,217 11,672,388 243,171 2.1% Investigative Services 3,175,896 3,130,991 3,377,941 3,526,004 148,063 4.4% Custody of Prisoners - - 10,000 10,000 - 0.0% Professional Standards 639,001 663,869 670,041 674,340 4,299 0.6% Records 750,736 727,000 776,113 727,707 (48,406) (6.2%) Identification 417,221 414,822 422,430 424,705 2,275 0.5% Support Services 994,543 1,020,949 948,943 971,400 22,457 2.4% Drug Task Force 389,144 377,623 384,386 410,056 25,670 6.7% H.I.D.T.A. Grant 262,076 232,643 241,518 241,188 (330) (0.1%) National Training Center 347,952 - - - - 0.0% Mayor's Youth Commission 4,244 3,122 3,627 3,627 - 0.0% RedFlex Operations 17,224 14,591 32,050 5,000 (27,050) (84.4%) Animal Control 521,067 580,206 557,229 613,272 56,043 10.1% Total Expenditures $ 18,391,544 $ 18,649,549 $ 19,110,283 $ 19,538,508 428,225$ 2.2%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 3,245 $ 95 $ 1,400 $ 1,400 $ - 0.0% Federal Gov. Op. Grants 832,338 167,697 146,450 148,999 2,549 1.7% Fines and Violations 9,400 4,875 37,000 5,000 (32,000) (86.5%) Licenses and Permits 96,898 130,020 96,500 114,600 18,100 18.8% Local Gov. Payments 84,215 339,953 266,797 284,456 17,659 6.6% Miscellaneous 13,512 13,155 24,390 15,800 (8,590) (35.2%) Other Revenue 16,028 13,334 7,150 4,900 (2,250) (31.5%) Public Safety Fees 58,733 63,183 61,829 64,000 2,171 3.5% Redlight Camera Fund 17,224 14,591 32,050 5,000 (27,050) (84.4%) Refunds and Reimb. 98,023 102,253 95,951 93,759 (2,192) (2.3%) State Gov Operating Grants 287,532 237,129 234,764 226,970 (7,794) (3.3%) State Shared Revenues 45,632 70,608 70,000 46,000 (24,000) (34.3%) Property Taxes 16,828,764 17,492,656 18,036,002 18,527,624 491,622 2.7% Total Revenue $ 18,391,544 $ 18,649,549 $ 19,110,283 $ 19,538,508 428,225$ 2.2%

277 POLICE ADMINISTRATION

FY 2013 HIGHLIGHTS:

• The Sioux City Police Department began renovations of workspace by adding new carpeting, ceiling tiles and paint. Department used volunteer labor from within to

accomplish some of these improvements.

• Completion of department museum. This was accomplished through private donations and volunteer labor. • Authorized to negotiate with Foss Engelstad Heil (FEH), Inc. architecture firm concerning outside building renovations, new heating, ventilation, air-conditioning, and parking lot.

FY 2015 GOALS:

• Maintain staffing levels. • Begin work on exterior building renovations. • Creation of civilian computer forensic position.

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 2015, the department will continue to seek input from the community to develop and implement projects that move the department towards its vision.

POLICE ADMINISTRATION PERFORMANCE MEASURES: Our Vision for 2015 Strategy Progress Where We Want to Be! How we intend to get there! Current Projects that Support Our Vision Operational Excellence Improving communication Updating website and create a with the community new recruitment video Cultural Partnerships Strengthening partnerships Involving officers in more among staff and with the community events such as community Artsplash and Farmers Market Working Technology Deploy the license plate LPR deployed and operational. reader Collaborated with the ACLU of Iowa on development of the policy Sufficient Staffing Creation of a civilian position Working with ATF on MOU and to perform computer forensics the possible sharing of this position Productive Work Environment Renovation of interior and Authorized to negotiate with exterior of Police/Fire building FEH on building renovations and design

278 ADMINISTRATION 3001

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 243,848 $ 237,992 $ 239,918 $ 247,014 7,096$ 3.0% General Services 6,704 27,483 11,384 6,033 (5,351) (47.0%) Services Related to Property 4,215 4,440 4,518 4,518 - 0.0% General Supplies 141 46 100 100 - 0.0% Utilities 1,527 980 868 1,156 288 33.2% Total Expenditures $ 256,435 $ 270,941 $ 256,788 $ 258,821 2,033$ 0.8%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Miscellaneous $ 21 $ - $ - $ - $ - 0.0% Property Taxes 256,414 270,941 256,788 258,821 2,033 0.8% Total Revenue $ 256,435 $ 270,941 $ 256,788 $ 258,821 2,033$ 0.8%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Law Enforcement Planner 1.00 - - - - - Police Chief 1.00 1.00 1.00 1.00 1.00 -

Total FTE 3.00 2.00 2.00 2.00 2.00 -

279 UNIFORMED BUREAU

FY 2013 HIGHLIGHTS:

• During 2013, the Department purchased and installed the L-3 Mobile Vision computer and video recording systems in our fleet of Uniform patrol vehicles. The uploading and archiving equipment was also installed in our building. • The policy and procedures were written for the use of the automated License Plate Reader (LPR). The LPR unit was installed on a vehicle and deployed. • A select group of officers was trained to respond to minor crime scenes to take photographs and collect evidence. This reduced the need to call in off-duty civilian identification technicians.

FY 2015 GOALS:

• Select, purchase and install gun racks in the cars. • Implement redistricting for efficiency. • Install H.T.E. Report Writing in cars to improve efficiency.

UNIFORMED BUREAU PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 FY 2013 2 YR Avg Change Average Response Time Priority I Calls 5:26 5:27 5:17 5:33 +5.4% Priority II Calls 14:34 13:06 13:23 12:25 -7.8% Priority III Calls 29:37 28:41 28:43 27:58 -2.7% Average Number of Arrests per Day Adult 12.8 14.4 12.6 13.9 +21% Juvenile 4.1 4.1 3.2 4.0 +22% Number of Traffic Citations Issued 12,376 10,740 11,101 11,498 +3.6% Number of Traffic Accidents 3,340 2,929 2,607 2,605 -.01% Unit Cost to Dispatch a Patrol Unit $78.23 $82.90 $85.01 $90.86 +6.9% Crime Rate 3.29 3.84 4.82 4.29 -12.4%

280 UNIFORMED BUREAU 3002

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 9,347,323 $ 9,918,244 $ 10,104,778 $ 10,454,699 $ 349,921 3.5% General Services 142,856 170,830 226,933 145,273 (81,660) (36.0%) Services Related to Prop. 686,174 668,496 722,500 768,634 46,134 6.4% General Supplies 143,635 106,969 49,150 29,500 (19,650) (40.0%) Utilities 272,487 273,232 325,856 274,282 (51,574) (15.8%) Inventory Supplies 4,988 5,994 - - - 0.0% Capital Expenditures 18,542 69,027 - - - 0.0% Total Expenditures $ 10,616,005 $ 11,212,792 $ 11,429,217 $ 11,672,388 $ 243,171 2.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Gov. Op. Grants $ 1,320 $ 7,574 $ 3,750 $ 6,299 2,549$ 68.0% Miscellaneous 7,300 8,550 16,000 9,000 (7,000) (43.8%) Refunds and Reimb. 12,617 11,809 - - - 0.0% State Gov. Op. Grants 40,593 31,840 40,000 35,170 (4,830) (12.1%) Property Taxes 10,554,175 11,153,019 11,369,467 11,621,919 252,452 2.2% Total Revenue $ 10,616,005 $ 11,212,792 $ 11,429,217 $ 11,672,388 $ 243,171 2.1%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 15.00 14.00 14.00 - Telecommunication Tech. 1.00 1.00 1.00 1.00 1.00 -

Total FTE 89.00 89.00 90.00 89.00 89.00 -

281 INVESTIGATIVE SERVICES

FY 2013 HIGHLIGHTS:

• The Youth Division worked with the Sioux City School District to create a partnership by adding a Criminal Justice class that the School Resource Officer (SRO) would co-teach in each of the three high schools. • The Investigative Services Bureau along with the Crime Prevention Unit initiated an active shooter response and prevention program (ALICE) to assist the Sioux City Public Schools and local businesses.

FY 2015 GOALS:

• To manage the Investigative Services Bureau case load to ensure thorough investigations. • To conduct cigarette and alcohol permit compliance checks in every licensed establishment. • Each SRO will have 60 formal contacts per month during the school year. • Transition the Street Level Drug Unit from the Patrol Division into the Special Investigations Unit.

INVESTIGATIVE SERVICES PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 FY 2013 % of Change Average case load per officer 14.1 17.9 14.49 15.4 +6.2% Number of total cases assigned 954 1,073 948 1,065 +12.3% (persons and property cases) Number of alcohol/tobacco license 266 316 427 557 +30.4% and tobacco permit compliance checks Percent of compliance for 77.5% 93% 91% 95.5% +4.9% alcohol/liquor license and tobacco permit compliance checks Monthly formal contacts (Average 70 67 74 53 -28.3% per SRO)

282 INVESTIGATIVE SERVICES 3003

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 3,002,719 $ 2,942,539 $ 3,164,020 $ 3,324,611 $ 160,591 5.1% General Services 20,531 25,148 46,249 28,185 (18,064) (39.1%) Services Related to Property 96,208 91,752 94,384 98,622 4,238 4.5% General Supplies 12,310 23,742 24,050 25,250 1,200 5.0% Utilities 36,188 36,163 42,238 42,336 98 0.2% Miscellaneous 7,940 11,647 7,000 7,000 - 0.0% Total Expenditures $ 3,175,896 $ 3,130,991 $ 3,377,941 $ 3,526,004 $ 148,063 4.4%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Local Government Payments 84,215$ 339,953$ 266,797$ 284,456$ 17,659$ 6.6% Other Revenue 7,796 5,403 1,200 1,200 - 0.0% Refunds and Reimbursements 7,450 12,645 6,350 7,248 898 14.1% State Gov. Operating Grants 16,725 6,749 1,000 - (1,000) (100.0%) State Shared Revenues 45,632 70,608 70,000 46,000 (24,000) (34.3%) Property Taxes 3,014,078 2,695,633 3,032,594 3,187,100 154,506 5.1% Total Revenue $ 3,175,896 $ 3,130,991 $ 3,377,941 $ 3,526,004 $ 148,063 4.4%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 5.00 5.00 5.00 -

Total FTE 29.00 29.00 28.00 28.00 28.00 -

283 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 $64.84 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 $5,410 $71.18 2009-10 102 $7,158 $70.18 2010-11 67 $4,798 $64.84 2011-12 52 N/A N/A 2012-13 75.5 N/A N/A ** 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.

284 CUSTODY OF PRISONERS 3004

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Miscellaneous $ - $ - $ 10,000 $ 10,000 $ - 0.0% Total Expenditures $ - $ - $ 10,000 $ 10,000 $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ - $ - $ 10,000 $ 10,000 $ - 0.0% Total Revenue $ - $ - $ 10,000 $ 10,000 $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

285 PROFESSIONAL STANDARDS

FY 2013 HIGHLIGHTS:

• Approved and issued 33 Policies and 44 Standard Operating Procedures which keep us on track for the 2014 Mock Assessment. • Emergency Vehicle Operations has completed a written training program but is still low on staff due to International Law Enforcement Academy failing to provide courses. • The current employee evaluation system was reviewed by a committee of those interested in seeing meaningful change. The committee exchanged many ideas and came full circle to the system currently in place.

FY 2015 GOALS:

• Maintain Accreditation Compliance while reviewing and adjusting policies as necessary to achieve our Strategic Goals and adhering to our stated mission. • Increase instructional staff in both Emergency Vehicle Operators Course (EVOC) and Firearms. • Acquire Video Firearms Training System . • Complete successful Promotional testing process.

PROFESSIONAL STANDARDS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Average number of complaints 1.75 2 1.9 1.75 1.6 filed against officers each month Average number of accreditation 42 47 30 22 33 standards reviewed each month Average number of hours of 7.9 6.89 7.2 6.8 5.5 training completed each month by each officer

286 PROFESSIONAL STANDARDS 3005

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 489,512 $ 524,015 $ 517,164 $ 541,218 24,054$ 4.7% General Services 18,183 13,484 12,858 8,266 (4,592) (35.7%) Services Related to Property 33,138 27,873 28,498 28,498 - 0.0% General Supplies 84,844 88,210 92,865 83,715 (9,150) (9.9%) Utilities 13,324 10,287 18,656 12,643 (6,013) (32.2%) Total Expenditures $ 639,001 $ 663,869 $ 670,041 $ 674,340 4,299$ 0.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Fines and Violations $ 9,400 $ 4,875 37,000$ 5,000$ $ (32,000) (86.5%) Licenses and Permits 20,710 53,955 20,000 37,500 17,500 87.5% Other Revenue 3,541 2,528 2,750 - (2,750) (100.0%) Property Taxes 605,350 602,511 610,291 631,840 21,549 3.5% Total Revenue $ 639,001 $ 663,869 $ 670,041 $ 674,340 4,299$ 0.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

Notes:

287 SUPPORT SERVICES Records

FY 2013 HIGHLIGHTS:

• Installed an updated microfiche machine. Increases readability and allows

transitioning to electronic storage.

• Increased payment options to allow for the use of credit cards. • Records continues to remain well below the error rate standard established by the Incident Based Reporting System.

FY 2015 GOALS:

• Provide cross training to all records staff. • Transfer pawn card entry to an on-line system, which will reduce one records technician position. • Improve internal communications and team building efforts.

SUPPORT SERVICES RECORDS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Average % of error rate for incidents 4.6% 4.4% 2.6% 2.2% 1.89% entered by Records Techs Average % of error rate of incident 1.16% .34% .9% .8% 2.11% based reporting data to state of Iowa Average unit cost to enter a report $2.89 $2.82 $2.55 $2.36 $2.34 accurately

288 RECORDS 3006

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 742,117 $ 716,707 $ 764,422 $ 717,340 $ (47,082) (6.2%) General Services 2,147 2,803 4,317 2,993 (1,324) (30.7%) Services Related to Property 4,824 4,824 4,824 4,824 - 0.0% Supplies 1,648 2,666 2,550 2,550 - 0.0% Total Expenditures $ 750,736 $ 727,000 $ 776,113 $ 727,707 $ (48,406) (6.2%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Miscellaneous $ 3,082 $ 3,500 5,590$ 4,000$ $ (1,590) (28.4%) Public Safety Fees 29,784 31,712 32,928 32,000 (928) (2.8%) Property Taxes 717,870 691,788 737,595 691,707 (45,888) (6.2%) Total Revenue $ 750,736 $ 727,000 $ 776,113 $ 727,707 $ (48,406) (6.2%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Lead Records Technician - - - 1.00 1.00 - Police Records Technician I 8.00 8.00 8.00 8.00 7.00 (1.00) Records Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Records Shift Supervisor 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 10.65 (1.00)

289 SUPPORT SERVICES Identification (ID)

FY 2013 HIGHLIGHTS:

• The staff of the ID bureau was trained on and deployed the Faro crime scene system. • Updated the job description for Senior ID Technicians. • Bar coded and entered all appropriate police equipment into the Quartermaster inventory control system.

FY 2015 GOALS:

• Purchase and install lab safety equipment. • Have all qualified ID Technicians reclassified as Senior ID Technicians.

SUPPORT SERVICES IDENTIFICATION PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Cost per request filled $76 $43 $45 $59 $50 Number of requests filled 3,940 4,667 4,402 3,445 3,106

290 IDENTIFICATION 3007

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 396,691 $ 394,342 $ 399,589 $ 402,656 3,067$ 0.8% General Services 3,279 2,558 4,163 3,268 (895) (21.5%) Services Related to Property 10,226 10,899 9,652 9,880 228 2.4% General Supplies 2,764 3,250 4,650 4,450 (200) (4.3%) Utilities 4,261 3,773 4,376 4,451 75 1.7% Total Expenditures $ 417,221 $ 414,822 $ 422,430 $ 424,705 2,275$ 0.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions $ 2,947 $ - 1,400$ 1,400$ $ - 0.0% Other Revenue 4,691 3,378 3,200 3,700 500 15.6% Property Taxes 409,583 411,444 417,830 419,605 1,775 0.4% Total Revenue $ 417,221 $ 414,822 $ 422,430 $ 424,705 2,275$ 0.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 Tech. 3.00 3.00 3.00 3.00 3.00 -

Total FTE 5.00 5.00 5.00 5.00 5.00 -

291 SUPPORT SERVICES Crime Analysis

FY 2013 HIGHLIGHTS: • Crime Analysis Performance Measures updated to reflect the job tasks and responsibilities performed by the Unit.

• Members of crime analysis attended the Internal Association of Crime Analysis

conference where they received updated training.

• The unit participated in an 8-week multi-jurisdictional Law Enforcement Information

Network intelligence exercise.

• Received approval to move forward with obtaining access to ICON (Iowa Corrections Offender Network).

FY 2015 GOALS:

• To have Automated Tactical Analysis of Crime (ATAC) software efficiently operating on both workstations in Crime Analysis. • To continue to work closely with the uniform and investigative bureaus to provide timely crime analysis and intelligence. • To update the Sioux City Police Department (SCPD) discussion board. • To have ICON system installed and operating.

SUPPORT SERVICES CRIME ANALYSIS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Average number of hours per ------2.36 request Average number of requests per ------271 month

292 SUPPORT SERVICES Volunteers In Police Service

FY 2013 HIGHLIGHTS:

• Eight new Volunteers In Police Service were recruited and trained to assist with the handicap parking patrol. • The City Code was changed to allow volunteers to issue tickets in fire lanes, and they began issuing tickets in April 2013. • Trailblazer bicycles have been placed in 3 Fire Stations and Riverside Park to allow easier access to the trail system, and more trail patrol has taken place.

FY 2015 GOALS:

• To explore funding options for Project Lifesaver in an effort to offer this program to additional families in our area. • To expand the Blue Angel program by recruiting and training new volunteers to support the efforts of our Officers who respond to calls from our elderly citizens.

SUPPORT SERVICES VOLUNTEERS IN POLICE SERVICE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Average number of volunteer 794 739 698 595 542 hours spent supplementing police activities each month Average number of programs 13 14 14 12 13 operating each month Average administrative cost per $4.41 $6.65 $6.72 $7.87 $9.09 volunteer hour worked Average cost per FTE equivalent $762 $1,147 $1,167 $1,357 $1,572 produced by program

293 SUPPORT SERVICES 3008

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 486,103$ 462,643$ $ 451,868 $ 469,339 17,471$ 3.9% General Services 330,788 410,128 348,504 354,678 6,174 1.8% Services Related to Property 75,491 80,640 84,800 80,934 (3,866) (4.6%) General Supplies 33,886 32,057 27,700 29,100 1,400 5.1% Utilities 35,668 35,481 36,071 37,349 1,278 3.5% Capital Expenditures 32,607 - - - - 0.0% Total Expenditures 994,543$ $ 1,020,949 $ 948,943 $ 971,400 22,457$ 2.4%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions 298$ 95$ $ - $ - $ - 0.0% Miscellaneous 3,109 1,105 2,800 2,800 - 0.0% Other Revenue - 2,025 - - - 0.0% Refunds and Reimbursements 7,277 988 2,300 500 (1,800) (78.3%) Property Taxes 983,859 1,016,736 943,843 968,100 24,257 2.6% Total Revenue 994,543$ $ 1,020,949 $ 948,943 $ 971,400 22,457$ 2.4%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Clerk 1.00 1.00 - - - - Crime Analyst Technician 1.00 1.00 1.00 1.00 1.00 - Law Enforce. Crime Analyst 1.00 1.00 - - - - Law Enforcement Analyst - - 1.00 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 5.00 5.00 5.00 -

294 DRUG TASK FORCE

FY 2013 HIGHLIGHTS:

• The Drug Task Force methamphetamine seizures have almost doubled from the previous year with 18,722g seized. • The Drug Task Force completed a several month large-scale drug investigation, which resulted in multiple search warrants, felony arrests, and seizure of approximately 14 pounds of methamphetamine, valued at $280,000. • The Drug Task Force successfully transferred 3 SCPD officers and 5 outside agency agents into the taskforce as the veteran agents tenure expired.

FY 2015 GOALS:

• To identify, arrest, and prosecute 100 individuals who are, by intelligence and information, networking in drug trafficking.

DRUG TASK FORCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Number of individuals arrested for 109 121 105 94 128 felony narcotics Number of grams of narcotics 181,010g 236,117g 59,487g 124,527g 55,839g seized Number of search warrants 25 69 39 32 43 served Number of firearms seized 43 14 9 23 21

295 DRUG TASK FORCE 3010

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 280,475 $ 286,635 $ 284,632 $ 311,483 26,851$ 9.4% General Services 588 770 1,130 773 (357) (31.6%) Services Related to Property 2,441 2,734 360 - (360) (100.0%) Miscellaneous 105,640 87,484 98,264 97,800 (464) (0.5%) Total Expenditures $ 389,144 $ 377,623 $ 384,386 $ 410,056 25,670$ 6.7%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds and Reimbursements 70,679 75,311 87,301 86,011 (1,290) (1.5%) State Gov. Operating Grants 230,214 198,540 193,764 191,800 (1,964) (1.0%) Property Taxes 88,251 103,772 103,321 132,245 28,924 28.0% Total Revenue $ 389,144 $ 377,623 $ 384,386 $ 410,056 25,670$ 6.7%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

296 HIGH INTENSITY DRUG TRAFFICKING AREAS (HIDTA) PROGRAM GRANT 3013

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 186,148 $ 176,920 $ 178,850 $ 187,285 8,435$ 4.7% General Services 5,427 3,528 4,228 3,579 (649) (15.4%) Services Related to Property 42,195 29,664 38,130 33,820 (4,310) (11.3%) General Supplies 13,912 6,839 1,000 1,000 - 0.0% Utilities 14,394 12,733 19,310 15,504 (3,806) (19.7%) Capital Expenditures - 2,959 - - - 0.0% Total Expenditures $ 262,076 $ 232,643 $ 241,518 $ 241,188 $ (330) (0.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Gov. Operating Grants $ 225,370 $ 160,123 $ 142,700 $ 142,700 $ - 0.0% Property Taxes 36,706 72,520 98,818 98,488 (330) (0.3%) Total Revenue $ 262,076 $ 232,643 $ 241,518 $ 241,188 $ (330) (0.1%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

297 NATIONAL TRAINING CENTER 3014

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 72,481 $ - $ - $ - $ - 0.0% General Services 257,853 - - - - 0.0% General Supplies 17,618 - - - - 0.0% Total Expenditures $ 347,952 $ - $ - $ - $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Gov. Operating Grants $ 605,648 $ - $ - $ - $ - 0.0% Property Taxes (257,696) - - - - 0.0% Total Revenue $ 347,952 $ - $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

Notes: A) Grant reimbursement and expenses increased based on notification from the Department of Justice of a grant award.

298 MAYOR'S YOUTH COMMISSION 3015

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 2,667 $ 2,354 $ 3,127 $ 2,175 $ (952) (30.4%) General Supplies 1,577 768 500 1,452 952 190.4% Total Expenditures $ 4,244 $ 3,122 $ 3,627 $ 3,627 $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Property Taxes $ 4,244 $ 3,122 $ 3,627 $ 3,627 $ - 0.0% Total Revenue $ 4,244 $ 3,122 $ 3,627 $ 3,627 $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

299 DRIVE RITE / SAFE APPROACH (REDFLEX)

DRIVE RITE/SAFE APPROACH (REDFLEX) PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 FY 2013 Number of accidents at Photo 124 126 117 27 Enforced Intersections Total number of traffic accidents 3,430 2,929 2,607 2,605 Number of red light photo 14,539 11,543 10,912 12,256 enforced citations issued Number of speed related traffic 42 41 20 18 accidents on I29 Number of photo enforced speed N/A 2,096 18,785 39,527 citations issued

300 REDFLEX OPERATIONS 3017

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 8,015 $ 10,555 13,150$ $ - $ (13,150) (100.0%) Services Related to Property 163 23 1,800 - (1,800) (100.0%) General Supplies - 24 5,000 5,000 - 0.0% Utilities 2,726 3,989 4,800 - (4,800) (100.0%) Miscellaneous 6,320 - 7,300 - (7,300) (100.0%) Total Expenditures $ 17,224 $ 14,591 32,050$ 5,000$ $ (27,050) (84.4%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Redlight Camera Fund $ 17,224 $ 14,591 32,050$ 5,000$ $ (27,050) (84.4%) Total Revenue $ 17,224 $ 14,591 32,050$ 5,000$ $ (27,050) (84.4%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

301 ANIMAL CONTROL

ANIMAL CONTROL PERFORMANCE MEASURES:

FY 2011 FY 2012 FY 2013 Animals Impounded 2,349 2,517 2,468 Animals Brought to Shelter 902 1,117 994 Animals Reclaimed 753 848 899 Animals Destroyed 1,028 1,029 929 Animals Adopted 1,406 1,817 1,598 Impound Fees Collected $25,165 $24,574 $26,755 Licenses Issued – City 4,888 4,713 5,805 Licenses Issued – Contractor 1,048 1,552 1,816 License Income Received – City $59,939 $54,306 $68,851 License Income Received - Contractor $14,348 $21,030 $22,533 Number of Animal Control Requests 18,160 19,460 22,117 Received Total Number of Patrol Hours 13,212 13,176 13,140 Number of Citations Issued 90 85 105 Number of Warnings Issued 630 326 257 Number of Dead Animals Picked Up 430 682 552 Number of Presentations 21 16 48 Number of Regular Media Appearances 54 54 55 Number of Partnerships with External 3 0 6 Organizations Total Number of Patrol Miles Driven 80,740 77,148 75,528 Expenses/Income for Care of Animals $128 $0 $0 Average Response Time – Priority One 0:18 0:18 0:16 Calls Average Response Time – Priority Two 0:26 0:28 0:25 Calls Average Response Time – Priority Three 0:34 0:34 0:32 Calls Total Number of Vicious/High Risk Animal 18 11 14 Reports Number of Bite Investigations 166 133 124 Number of Bite Cases Resolved 169 133 123 Number of Active Volunteers Average 72 Average 38 Average 35 Total Number of Volunteer Hours 1,655 2,591 3,035 Dollar Value of Volunteer Hours $13,240 $20,728 $24,280 *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, 2013, and runs through June 30, 2016. This contract requires the submission of a monthly cumulative report providing the performance indicators reported above.

302 ANIMAL CONTROL 3101

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 2,179 $ 2,456 3,334$ 2,632$ $ (702) (21.1%) Services Related to Property 445,326 503,153 467,715 526,714 58,999 12.6% General Supplies 7,132 5,515 7,500 7,000 (500) (6.7%) Utilities 66,430 69,082 78,490 76,736 (1,754) (2.2%) Capital Expenditures - - 190 190 - 0.0% Total Expenditures $ 521,067 $ 580,206 $ 557,229 $ 613,272 56,043$ 10.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Licenses and Permits $ 76,188 $ 76,065 76,500$ 77,100$ 600$ 0.8% Public Safety Fees 28,949 31,471 28,901 32,000 3,099 10.7% Refunds and Reimbursements - 1,500 - - - 0.0% Property Taxes 415,930 471,170 451,828 504,172 52,344 11.6% Total Revenue $ 521,067 $ 580,206 $ 557,229 $ 613,272 56,043$ 10.1%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

303 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

304 Public Works Department Organizational Chart

Assistant City Manager for Public Works

Environmental Administration Engineering Field Services Utilities Fleet Services

Water Public Underground Park Production/ CMG Automotive Service Utilities Maintenance Pumping Shop

Industrial Paved Streets Water Trees/ Pretreatment/ Transit and Dirt Streets Transmission/ Construction Lab Airport Garages Bridge/Culvert Distribution

Storm/ Wastewater Street Mowing/ Sanitary Treatment Cleaning Riverfront Sewer

Traffic Signs/ Signals/ Barricades

305 PUBLIC WORKS

DEPARTMENT OVERVIEW: The Public Works team has an extensive and varied role in the stewardship of the community’s assets. The department has responsibility for the operation and maintenance of the City’s infrastructure, environmental quality programs, and fleet repair and replacement. The divisions of Public Works have the following specific roles:

PUBLIC WORKS ADMINISTRATION coordinates operations with other departments and divisions. This division plays a key customer service role and ensures that the financial elements of the division are kept in order. Specific tasks included coordination with Finance on budgeting and grant administration. Most contract payments are made through this staff as well.

FIELD SERVICES maintains all of the City’s water, sewer, roadway, snow and ice control, and Park assets. These assets include but are not limited to 474 miles of water mains, 363 miles of sanitary sewer, 259 miles of storm sewer, 566 miles of roadway, 400 acres of river dikes and 1,110 aces of parks. Specific duties include preventative and emergency repair of water and sewer mains by Underground Utilities. Public Services maintain and repair paved and unpaved roadways and associated signs, signals and barricades. Park maintenance tends the grass and other vegetation and conducts building maintenance throughout the City’s park network. All staff participates in snow and ice control.

ENGINEERING provides infrastructure project management services. These services include design, survey, oversight and inspection support for projects inside and outside of the department. The division provides project management services on over $40 million per year of construction and can oversee as many as 40 projects each construction season.

UTILITIES/ENVIRONMENTAL SERVICES are responsible for the maintenance and operation of the treatment works which are responsible for meeting State and Federal environmental quality requirements. Functions of these divisions include: the treatment of 13.75 million gallons per day of drinking water at the City’s two regional treatment facilities, regional treatment of 13 million gallons per day of waste water for the tri-State area, regulation of 27 major industrial users per Federal code, operation of a storm water quality program, and the administrative oversight of solid waste collections.

FLEET (CENTRAL MAINTENANCE GARAGE) is responsible for Fleet Maintenance Operations and Equipment Replacement. 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.

MISSION STATEMENT: The mission of the Public Works Department is to provide excellent cost effective service to its customers with a focus on reliability and responsiveness. The Department encourages employees to engage the community and each other in order to demonstrate teamwork and collaboration in the development of programs that promote health and safety, regulatory compliance and sustainability.

306 FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities Capital Expenditures Miscellaneous

4% 11% 42% 19%

9% 11% 4%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Accounting Clerk 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 1.00 2.00 2.00 2.00 2.00 - Administrative Secretary 2.00 1.00 1.00 1.00 1.00 - Airport Mechanic 1.00 1.00 1.00 1.00 1.00 - Assistant City Manager for - - - - 1.00 1.00 Public Works 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 - 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 - 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 1.00 (1.00) CMMS Coordinator - 1.00 1.00 1.00 1.00 - Compliance Technician - - - 1.00 1.00 - Custodian - - 1.00 1.00 1.00 - Development and Record 1.00 1.00 1.00 1.00 1.00 - Tech Electrician/Instumentation - 1.00 1.00 - - - Tech

307 Electronic Specialist 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 - Environmental Services - 1.00 1.00 1.00 1.00 - Analyst Environmental Services 1.00 - - - - - Manager Field Services Division 1.00 1.00 1.00 1.00 1.00 - Manager Field Services Specialist 1.00 1.00 - - - - Fleet Supervisor 1.00 1.00 1.00 1.00 1.00 - Gardener 1.00 1.00 1.00 1.00 1.00 - Instrumentation Mechanic 1.00 1.00 1.00 1.00 1.00 - Sprv. Labor Crew Leader 9.00 9.00 9.00 9.00 9.00 - Labor Supervisor 10.00 10.00 10.00 10.00 10.00 - Land Surveyor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 37.00 36.00 36.00 35.00 35.00 - Park Maintenance Sprv. 1.00 1.00 1.00 1.00 1.00 - Public Works Director 1.00 1.00 1.00 1.00 - (1.00) Safety Manager - - - 1.00 1.00 - Secretary 1.00 1.00 1.00 1.00 1.00 - Senior Civil Engineer 2.00 2.00 2.00 3.00 3.00 - Signal Electrician 3.00 3.00 3.00 3.00 3.00 - Store Clerk 2.00 2.00 - - - - Surveyor 2.00 2.00 2.00 2.00 2.00 - Underground Utility Serv 1.00 1.00 1.00 1.00 1.00 - Coordinator Underground Utility Serv 1.00 1.00 1.00 1.00 - (1.00) Supervisor Utilities Director - 1.00 1.00 - - - Utilities Superintendent - - - - 1.00 1.00 Utility Inspector 2.00 2.00 2.00 2.00 2.00 - Utility Worker 8.00 8.00 8.00 9.00 9.00 - Water Plant Maint. Worker 2.00 2.00 2.00 2.00 2.00 - Water Plant Oper. Sprv. 1.00 1.00 1.00 1.00 1.00 - Water Plant Operator 5.00 5.00 5.00 5.00 5.00 - Water Plant Oper. In Train. - - 1.00 1.00 1.00 - Water Plant Superintend. 1.00 1.00 1.00 1.00 1.00 - WWTP CMMS Coordinator - 1.00 1.00 1.00 1.00 - WWTP Electrician - 1.00 1.00 2.00 2.00 - WWTP Lab Technician - 4.00 4.00 4.00 4.00 - WWTP Lead Operator - - - 1.00 2.00 1.00 WWTP Maint. Mechanic - 4.00 4.00 5.00 5.00 - WWTP Maint. Supervisor - 1.00 1.00 1.00 1.00 - WWTP Plant Operator - 7.00 7.00 6.00 5.00 (1.00) WWTP Shift Supervisor - 2.00 2.00 1.00 1.00 - WWTP Superintendent - 1.00 1.00 1.00 1.00 -

308 Part Time Administrative Secretary - 1.00 1.00 1.00 1.00 - Engineering Technician I 1.00 1.00 1.00 1.00 1.00 - Laborer - 1.00 1.00 1.00 1.00 - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Management Analyst - - - 0.88 0.88 - Seasonal Laborer 16.85 16.85 16.85 16.85 16.85 - Secretary 1.00 1.00 1.00 1.00 1.00 - Total FTE 196.85 221.85 220.85 223.73 222.73 (1.00)

309 PUBLIC WORKS/UTILITIES ADMINISTRATION

FY 2013 HIGHLIGHTS:

• Focused on resource utilization throughout the department. Due to the low staffing

numbers in the engineering department, outside consulting services have been used extensively and successfully. The department will continue to evaluate staffing and resources utilization to ensure that all functions are cost effectively met.

FY 2015 GOALS:

• Evaluate programs such as right of way management to ensure that they are effective and being implemented properly. The proper implementation of these types of programs ensures that all cost recovery is being achieved and that they ensure that City infrastructure is protected. • Work with other departments to ensure an effective residential development program that is implemented in a way that provides cost effective infrastructure development. • Develop an infrastructure development program that allows the City to promote residential and industrial development while consolidating records and creating a system that is easier to understand and implement. • Continue to work with regulatory entities to ensure compliance with regulations and develop relationships that allow for cooperative evaluations of the City’s programs. • Enhance the Geographic Information System program to provide relevant, current and precise data. This will help the City to develop asset management programs that help to evaluate infrastructure on its age, condition and required service. This should also help to lower construction and design costs in the future.

310 PUBLIC WORKS SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Field Services Admin $ 240,435 $ 188,038 $ 189,723 $ 140,134 $ (49,589) (26.1%) Park Maintenance 2,543,301 2,492,507 2,673,249 2,825,737 152,488 5.7% Riverfront Maintenance 767,419 162,825 211,808 211,137 (671) (0.3%) Tree Maintenance 125,927 109,518 119,680 120,300 620 0.5% Operation and Response 159,509 170,933 187,955 191,659 3,704 2.0% Paved Streets 2,436,204 2,349,329 2,531,332 2,574,766 43,434 1.7% Dirt Streets 1,446,216 1,330,320 1,370,124 1,383,738 13,614 1.0% Street Cleaning 1,536,507 1,551,607 1,515,861 1,527,064 11,203 0.7% Bridges/Culverts/Rivers 136,319 147,084 158,797 150,897 (7,900) (5.0%) Snow and Ice Control 1,061,166 1,009,553 1,515,258 1,408,619 (106,639) (7.0%) Civil Defense 19,145 5,492 12,396 12,100 (296) (2.4%) Engineering 1,885,736 1,810,330 2,011,449 2,064,850 53,401 2.7% Traffic Engineering 644,069 578,049 613,032 612,534 (498) (0.1%) Street Lighting 825,659 775,929 881,998 865,330 (16,668) (1.9%) Transmission & Distribution 2,609,878 2,798,738 2,740,619 2,940,378 199,759 7.3% Sanitary Sewer Maint. 1,850,720 1,840,809 2,018,943 1,963,407 (55,536) (2.8%) Utilities Administration 434,712 402,435 564,067 651,838 87,771 15.6% Zenith Water Plant 2,529,315 2,275,011 2,277,708 2,466,619 188,911 8.3% Southbridge Water Plant 277,573 406,608 737,575 630,007 (107,568) (14.6%) Environmental Quality 4,857,743 4,661,459 4,525,000 4,621,358 96,358 2.1% Wastewater Plant 4,380,517 4,238,381 4,690,547 4,856,699 166,152 3.5% Fleet Operations 6,410,730 6,248,818 7,118,728 7,120,114 1,386 0.0% Fleet Replacement 1,974,512 3,267,522 3,864,801 1,683,739 (2,181,062) (56.4%) Fleet External Customers 1,666,223 1,526,471 1,666,225 1,473,512 (192,713) (11.6%) Total Expenditures $40,819,535 $40,347,766 $44,196,875 $42,496,536 $(1,700,339) (3.8%)

311 PUBLIC WORKS SUMMARY (CONTINUED)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 9,818,169 $ 9,750,764 $10,722,915 $10,727,812 $ 4,897 0.0% CMG Equip. Replac. Fund (832,408) 671,152 1,164,922 (1,115,515) (2,280,437) (195.8%) CMG Fund Bal. Used (Incr.) 273,864 (4,472) (28,080) (21,123) 6,957 (24.8%) Contributions 164,267 102,718 154,500 126,500 (28,000) (18.1%) Engineering Fees 1,682,036 1,595,949 1,801,092 1,846,785 45,693 2.5% Enterprise Fees 87,530 91,979 78,275 92,750 14,475 18.5% Federal Government Grants - 240,253 - - - 0.0% Licenses and Permits 31,176 44,424 32,000 32,000 - 0.0% Miscellaneous 29,139 42,675 47,146 46,078 (1,068) (2.3%) Other Revenue 245,855 248,652 247,306 236,999 (10,307) (4.2%) Redflex Speed Camera - - 500,000 - (500,000) (100.0%) Redlight Camera Fund 400,000 333,397 153,975 150,000 (3,975) (2.6%) Refunds and Reimb. 577,060 469,913 578,586 513,613 (64,973) (11.2%) Rentals and Leases 207,791 222,412 207,119 212,706 5,587 2.7% Road Use Tax 7,721,817 7,562,830 8,059,021 8,402,024 343,003 4.3% Sewer Fund 6,288,442 6,256,933 6,941,363 7,118,049 176,686 2.5% Solid Waste Fund 4,927,694 4,672,386 4,590,163 4,659,153 68,990 1.5% State Government Grants 856,042 71,663 - - - 0.0% Storm Water Fund 82,777 83,979 99,517 101,201 1,684 1.7% Water Fund 5,011,052 5,528,868 5,871,993 6,207,639 335,646 5.7% Property Taxes 3,247,232 2,361,291 2,975,062 3,159,865 184,803 6.2% Total Revenues $40,819,535 $40,347,766 $44,196,875 $42,496,536 $(1,700,339) (3.8%)

312 GENERAL FUND SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Park Maintenance $ 2,543,301 $ 2,492,507 $ 2,673,249 $ 2,825,737 $ 152,488 5.7% Riverfront Maintenance 767,419 162,825 211,808 211,137 (671) (0.3%) Tree Maintenance 125,927 109,518 119,680 120,300 620 0.5% Civil Defense 19,145 5,492 12,396 12,100 (296) (2.4%) Engineering 1,885,736 1,810,330 2,011,449 2,064,850 53,401 2.7% Total Expenditures $ 5,341,528 $ 4,580,672 $ 5,028,582 $ 5,234,124 $ 205,542 4.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Engineering Fees $ 1,682,036 $ 1,595,949 $ 1,801,092 $ 1,846,785 45,693$ 2.5% Federal Government Grants - 178,343 - - - 0.0% Other Revenue 138,731 96,873 117,296 95,939 (21,357) (18.2%) Rentals and Leases 60,762 60,282 68,754 84,106 15,352 22.3% Sewer Fund 92,101 92,452 94,166 98,020 3,854 4.1% State Government Grants 227,232 35,047 - - - 0.0% Storm Water Fund 67,777 68,201 73,717 75,401 1,684 0.0% Water Fund 92,101 92,452 94,166 98,020 3,854 4.1% Property Taxes 2,980,788 2,361,073 2,779,391 2,935,853 156,462 5.6% Total Revenues $ 5,341,528 $ 4,580,672 $ 5,028,582 $ 5,234,124 $ 205,542 4.1%

313 ROAD USE TAX FUND SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Field Services Admin. 240,435$ 188,038$ 189,723$ 140,134$ $ (49,589) (26.1%) Operations and Response 159,509 170,933 187,955 191,659 3,704 2.0% Paved Streets 2,436,204 2,349,329 2,531,332 2,574,766 43,434 1.7% Dirt Streets 1,446,216 1,330,320 1,370,124 1,383,738 13,614 1.0% Street Cleaning 1,536,507 1,551,607 1,515,861 1,527,064 11,203 0.7% Bridges/Culverts/Rivers 136,319 147,084 158,797 150,897 (7,900) (5.0%) Snow and Ice Control 1,061,166 1,009,553 1,515,258 1,408,619 (106,639) (7.0%) Traffic Engineering 644,069 578,049 613,032 612,534 (498) (0.1%) Street Lighting 825,659 775,929 881,998 865,330 (16,668) (1.9%) Total Expenditures $ 8,486,084 $ 8,100,842 $ 8,964,080 $ 8,854,741 (109,339)$ (1.2%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Government Grants $ - 57,193$ $ - $ - $ - 0.0% Other Revenue 44,181 72,132 71,550 82,600 11,050 15.4% Redflex Speed Camera - - 500,000 - (500,000) (100.0%) Redlight Camera Fund 400,000 333,397 153,975 150,000 (3,975) (2.6%) Rentals and Leases - - 3,600 3,600 - 0.0% Road Use Tax 7,721,817 7,555,034 8,024,284 8,379,529 355,245 4.4% Sewer Fund 19,305 30,121 - - - 0.0% State Government Grants - 7,626 - - - 0.0% Storm Water Fund 15,000 15,000 15,000 15,000 - 0.0% Water Fund 19,337 30,121 - - - 0.0% Property Taxes 266,444 218 195,671 224,012 28,341 14.5% Total Revenues $ 8,486,084 $ 8,100,842 $ 8,964,080 $ 8,854,741 (109,339)$ (1.2%)

314 UTILITIES FUNDS SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Transmission & Distrib. $ 2,609,878 $ 2,798,738 $ 2,740,619 $ 2,940,378 199,759$ 7.3% Sanitary Sewer Maint. 1,850,720 1,840,809 2,018,943 1,963,407 (55,536) (2.8%) Utilities Administration 434,712 402,435 564,067 651,838 87,771 15.6% Zenith Water Plant 2,529,315 2,275,011 2,277,708 2,466,619 188,911 8.3% Southbridge Water Plant 277,573 406,608 737,575 630,007 (107,568) (14.6%) Environmental Quality 4,857,743 4,661,459 4,525,000 4,621,358 96,358 2.1% Wastewater Plant 4,380,517 4,238,381 4,690,547 4,856,699 166,152 3.5% Total Expenditures $ 16,940,458 $ 16,623,441 $ 17,554,459 $ 18,130,306 575,847$ 3.3%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Enterprise Fees $ 87,530 $ 91,979 $ 78,275 $ 92,750 14,475$ 18.5% Federal Government Grants - 4,717 - - - 0.0% Licenses and Permits 31,176 44,424 32,000 32,000 - 0.0% Other Revenue 62,943 79,647 58,460 58,460 - 0.0% Rentals and Leases 125,655 152,069 125,000 125,000 - 0.0% Road Use Tax - 7,796 34,737 22,495 (12,242) (35.2%) Sewer Fund 6,177,036 6,134,360 6,847,197 7,020,029 172,832 2.5% Solid Waste Fund 4,927,694 4,672,386 4,590,163 4,659,153 68,990 1.5% State Government Grants 628,810 28,990 - - - 0.0% Storm Water Fund - 778 10,800 10,800 - 0.0% Water Fund 4,899,614 5,406,295 5,777,827 6,109,619 331,792 5.7% Total Revenues $ 16,940,458 $ 16,623,441 $ 17,554,459 $ 18,130,306 575,847$ 3.3%

315 CENTRAL MAINTENANCE GARAGE FUND SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Fleet Operations $ 6,410,730 $ 6,248,818 $ 7,118,728 $ 7,120,114 $ 1,386 0.0% Fleet External Customers 1,666,223 1,526,471 1,666,225 1,473,512 (192,713) (11.6%) Total Expenditures $ 8,076,953 $ 7,775,289 $ 8,784,953 $ 8,593,626 $ (191,327) (2.2%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 7,726,394 $ 7,641,160 $ 8,704,947 $ 8,515,414 $ (189,533) (2.2%) CMG Fund Bal. Used (Incr.) 273,864 (4,472) (28,080) (21,123) 6,957 24.8% Contributions 5,394 7,986 4,500 6,500 2,000 44.4% Miscellaneous 4,830 5,615 10,000 5,222 (4,778) (47.8%) Refunds and Reimb. 66,471 125,000 93,586 87,613 (5,973) (6.4%) Total Revenue $ 8,076,953 $ 7,775,289 $ 8,784,953 $ 8,593,626 $ (191,327) (2.2%)

316 CMG EQUIPMENT REPLACEMENT FUND SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Fleet Replacement $ 1,974,512 $ 3,267,522 $ 3,864,801 $ 1,683,739 $(2,181,062) (56.4%) Total Expenditures $ 1,974,512 $ 3,267,522 $ 3,864,801 $ 1,683,739 $(2,181,062) (56.4%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 2,091,775 $ 2,109,604 $ 2,017,968 $ 2,212,398 $ 194,430 9.6% CMG Equip. Replace.Fund (832,408) 671,152 1,164,922 (1,115,515) (2,280,437) (195.8%) Contributions 158,873 94,732 150,000 120,000 (30,000) (20.0%) Miscellaneous 24,309 37,060 37,146 40,856 3,710 10.0% Refunds and Reimb. 510,589 344,913 485,000 426,000 (59,000) (12.2%) Rentals and Leases 21,374 10,061 9,765 - (9,765) (100.0%) Total Revenue $ 1,974,512 $ 3,267,522 $ 3,864,801 $ 1,683,739 $(2,181,062) (56.4%)

317 FIELD SERVICES MANAGEMENT

FY 2013 HIGHLIGHTS:

• A semi-annual evaluation and comparison of performance measures has again been made in regards to the International City/County Management Association (ICMA) reports. • Additional cross training continues in all areas of responsibility in Field Services. This continues to prove its benefits through daily assignments as well as response to emergencies. nd • A Professional and Technical Supervisory 2 Shift Labor Supervisor temporarily vacant due to Family Medical Leave Act (FMLA) has been successfully covered by current staff with significant staff/shift reassignments. • Implementation of monthly Field Services management team meetings to discuss projects, concerns, and upcoming events, keeping customer service and operational efficiency a priority.

FY 2015 GOALS:

• Continue to evaluate and compare ICMA performance measure reports with Field Services performance measure results to identify areas of strengths and weaknesses. This will be completed semi-annually. 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. • Continue to develop and mentor new leaders within Field Services. Several promotional positions, including the potential for two Labor Supervisor positions, will open in the coming year. • Continue cross-training Field Services’ staff in all areas of responsibility and safe equipment operation to improve customer service response, increase safety, increase efficiencies, reduce overtime, and be better prepared for all projects, maintenance, and emergency response. • Continue to evaluate staffing needs in Field Services, including Administration support, to maximize customer service and response to all concerns as efficiently FIELDas possible. SERVICES MANAGEMENT PERFORMANCE MEASURES

318 FIELD SERVICES MANAGEMENT 5001

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 220,407 $ 161,521 $ 168,846 $ 119,111 $ (49,735) (29.5%) General Services 13,479 14,645 14,077 13,923 (154) (1.1%) Services Related to Property 5,661 9,972 5,975 5,975 - 0.0% General Supplies 888 1,900 825 1,125 300 36.4% Total Expenditures $ 240,435 $ 188,038 $ 189,723 $ 140,134 $ (49,589) (26.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Rentals and Leases $ - $ - 3,600$ 3,600$ $ - 0.0% Road Use Tax 201,793 185,958 186,123 136,534 (49,589) (26.6%) Sewer Fund 19,305 1,040 - - - 0.0% Water Fund 19,337 1,040 - - - 0.0% Total Revenue $ 240,435 $ 188,038 $ 189,723 $ 140,134 $ (49,589) (26.1%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 - - - - - Ass't City Manager for P.W. - - - - 1.00 1.00 Field Services Division Mgr 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 1.00 1.00 -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

319 PARKS MAINTENANCE

FY 2013 HIGHLIGHTS:

• Collaborated with the Neighborhood Network to find funding and install a 2-5 year old age appropriate play set in Dale Street Park. • Attended the Chamber Enhancement meetings and actively participated in the Trees for Siouxland committee. • Installed new play equipment and a restroom facility at Bacon Creek Park. • Utilized schools, faith-based organizations, and citizens to assist with cleanups and other maintenance items.

FY 2015 GOALS:

• Continue to evaluate, prioritize, and upgrade playground equipment, restroom facilities, and the entire parks system. • Continue successful partnerships with various organizations and Neighborhood Networks within the community. • Attend quarterly Neighborhood Network meetings. • Attend Chamber of Commerce Community Enhancement meetings. • Follow up with previous volunteer groups to solicit their assistance in future projects.

PARKS MAINTENANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Large Area Mowing (acres) 8,032 12,115 5,001 2,716 1,723

320 PARKS MAINTENANCE 5116

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,927,099 $ 1,796,843 $ 1,811,214 $ 2,054,364 $ 243,150 13.4% General Services 31,335 42,485 210,556 133,473 (77,083) (36.6%) Services Related to Prop 381,573 441,000 424,060 426,393 2,333 0.6% Supplies 33,412 43,129 27,450 26,050 (1,400) (5.1%) Utilities 168,822 168,122 199,469 184,957 (14,512) (7.3%) Miscellaneous 1,060 928 500 500 - 0.0% Total Expenditures $ 2,543,301 $ 2,492,507 $ 2,673,249 $ 2,825,737 $ 152,488 5.7%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue 88,502$ 49,088$ 42,914$ 48,150$ 5,236$ 12.2% Rentals and Leases 56,172 52,409 54,009 55,838 1,829 3.4% State Governmental Grants 107,323 - - - - 0.0% Storm Water Fund 67,777 68,201 73,717 75,401 1,684 2.3% Property Taxes 2,223,527 2,322,809 2,502,609 2,646,348 143,739 5.7% Total Revenue $ 2,543,301 $ 2,492,507 $ 2,673,249 $ 2,825,737 $ 152,488 5.7%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 3.00 3.00 3.00 3.00 - Park Maint 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 29.25 29.25 29.25 29.25 -

321 RIVERFRONT

FY 2013 HIGHLIGHTS:

• Dredged the public boat ramp and extended it to accommodate lower water levels. • Resolved remaining maintenance issues from the 2011 flood in Chris Larsen Park, including trail repairs behind the Hilton Garden Inn. Design and construction of the trail repairs will be overseen by Engineering. • Continue to work with Finance in providing Federal Emergency Management Agency (FEMA) with necessary information regarding the 2011 flood. • Discussed potential park uses for the Argosy property and procured CIP funding.

FY 2015 GOALS:

• Evaluate and dredge the public boat ramp as necessary. • Continue to work on enhancing existing amenities. • Continue to evaluate the potential uses for the property currently occupied by the Argosy Casino. • Work with Finance to close out all FEMA related flood project worksheets with the goal of maximizing financial reimbursements.

322 RIVERFRONT MAINTENANCE 5141

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 78,645 $ 39,964 99,050$ 92,641$ $ (6,409) (6.5%) Services Related to Property 92,902 96,819 90,255 88,098 (2,157) (2.4%) Supplies 589,427 18,067 14,350 21,100 6,750 47.0% Utilities 5,480 7,375 7,111 8,475 1,364 19.2% Miscellaneous 965 600 1,042 823 (219) (21.0%) Total Expenditures $ 767,419 $ 162,825 $ 211,808 $ 211,137 $ (671) (0.3%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Government Grants $ - $ 177,143 $ - $ - $ - 0.0% Other Revenue 600 267 425 425 - 0.0% Rentals and Leases 4,590 7,873 14,745 28,268 13,523 91.7% State Government Grants 119,909 34,887 - - - 0.0% Property Taxes 642,320 (57,345) 196,638 182,444 (14,194) (7.2%) Total Revenue $ 767,419 $ 162,825 $ 211,808 $ 211,137 $ (671) (0.3%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 -

323 TREE MAINTENANCE

FY 2013 HIGHLIGHTS:

• Attended the Shade Tree Short Course at Iowa State University to receive continuing education in tree health, safe removal practices, the progression of the Emerald Ash Borer (EAB), and planting methods. • Attended training on EAB and monitored its progress in other cities and states. Presented EAB information to the Council. • Partnered with the Iowa Department of Natural Resources (IDNR) and MidAmerican Energy to assist in the annual sale of over 400 trees that were planted in Sioux City and surrounding communities. • Received the Tree City USA designation and Growth awards and was the recipient of the “Trees Please” grant.

FY 2015 GOALS:

• Continue to train personnel in both safety and tree trimming practices. • Attend training on the EAB, and continue to update the Council as to the progression of EAB. • Continue to monitor the EAB threat as it moves closer to Sioux City. • Plan for the arrival of EAB.

TREES MAINTENANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Tree Hazards 183 103 122 239 140 Trees Removed 306 216 470 690 793

324 TREE MAINTENANCE 5155

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 852 $ 729 732$ 460$ $ (272) (37.2%) Services Related to Property 105,178 87,554 96,410 96,410 - 0.0% Supplies 2,721 2,983 2,800 2,800 - 0.0% Utilities 17,176 18,252 19,738 20,630 892 4.5% Total Expenditures $ 125,927 $ 109,518 119,680$ 120,300$ 620$ 0.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue $ 30,131 $ 19,401 51,932$ 25,339$ $ (26,593) (51.2%) Property Taxes 95,796 90,117 67,748 94,961 27,213 40.2% Total Revenue $ 125,927 $ 109,518 119,680$ 120,300$ 620$ 0.5%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

325 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

326 PUBLIC SERVICE

FY 2013 HIGHLIGHTS:

• A semi-annual evaluation of all Public Service performance measures including Signs/Signals/Barricades was completed for FY 2013. Comparisons were made to the International City/County Management Association (ICMA) results. Adjustments and updates to equipment and labor costs were implemented as needed and allowable within budgets to optimize performance and efficiencies. • Monthly project update meetings occurred with Field Services and Engineering staff. Most have been project specific. There was a complete review of all annual projects including Capital Improvement Program (CIP) review. • Assisted Parks Maintenance and Underground Utilities with several significant projects, including Sertoma Park modifications and a significant water main break season, while performing all normal Public Service/street maintenance activities.

FY 2015 GOALS:

• Continue to meet and work with Engineering staff monthly to discuss current progress and needs on various Public Works’ projects, prioritize underground utilities, parks maintenance, traffic signal, and street improvements/rehabilitation, including an annual CIP review. • Continue to monitor, develop, and assess performance measures for all areas of the Public Service activities. This includes participation in annual ICMA performance measures. • Regularly scheduled comprehensive and preventative maintenance of paved and unpaved streets, including a focus on crack-sealing. • Evaluate current and future projects for prioritization within the entire City infrastructure system to minimize maintenance costs and maximize safety, health, and customer response.

PUBLIC SERVICE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Potholes Patched 27,533 38,260 41,841 32,509 36,936 Cost per Ton of Asphalt Placed $370.64 $382.89 $522.11 $402.83 $537.48 Number of Miles Swept 11,846 14,421 13,940 13,156 13,365 Cost per Miles Cleaned $51.74 $45.01 $56.75 $66.87 $69.25 Number of Miles Bladed/Shaped 17,568 18,309 12,062 10,982 8,319 Cost per Mile Bladed/Shaped $21.81 $14.14 $25.12 $25.61 $26.06

327 PUBLIC SERVICES 5201-5206, 5210

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $3,947,433 $4,045,809 $4,312,513 $ 4,444,837 132,324$ 3.1% General Services 64,478 88,455 117,213 68,717 (48,496) (41.4%) Services Related to Prop 1,515,273 1,469,371 1,555,218 1,533,536 (21,682) (1.4%) Supplies 852,254 570,595 826,075 760,905 (65,170) (7.9%) Utilities 415,628 390,088 480,704 440,848 (39,856) (8.3%) Total Expenditures $6,795,066 $6,564,318 $7,291,723 $ 7,248,843 $ (42,880) (0.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Government Grants -$ $ 57,193 -$ -$ -$ 0.0% Other Revenue 7,652 29,571 35,350 38,800 3,450 9.8% Redflex Speed Camera - - 500,000 - (500,000) (100.0%) Redlight Camera Fund 400,000 333,397 153,975 150,000 (3,975) (2.6%) Road Use Tax 6,086,825 6,057,659 6,379,331 6,808,931 429,600 6.7% Sewer Fund - 29,081 - - - 0.0% State Government Grants - 7,626 - - - 0.0% Storm Water Fund 15,000 15,000 15,000 15,000 - 0.0% Water Fund - 29,081 - - - 0.0% Property Taxes 285,589 5,710 208,067 236,112 28,045 13.5% Total Revenue $6,795,066 $6,564,318 $7,291,723 $ 7,248,843 $ (42,880) (0.6%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference OPERATION AND RESPONSE 5201 Full Time Auto Equipment Operator I 3.00 3.00 3.00 3.00 3.00 - Field Services Specialist 1.00 1.00 - - - - Maintenance Worker 1.00 1.00 1.00 1.00 1.00 - Utility Worker 1.00 1.00 1.00 1.00 1.00 - Part Time Secretary 0.50 0.50 0.50 0.50 0.50 -

Total FTE 6.50 6.50 5.50 5.50 5.50 - PAVED STREETS 5202 Full Time Auto Equipment Operator I 7.00 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 14.00 14.00 14.00 14.00 14.00 - Part Time Seasonal Laborer 1.40 1.40 1.40 1.40 1.40 -

Total FTE 29.40 29.40 29.40 29.40 29.40 -

328 FY11 FY12 FY13 FY14 FY15 Difference DIRT STREETS 5203 Full Time Auto Equipment Operator I 3.00 3.00 3.00 3.00 3.00 - Auto Equipment Operator II 5.00 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 1.00 -

Total FTE 11.00 11.00 11.00 11.00 11.00 - STREET CLEANING 5204 Full Time Auto Equipment Operator I 5.00 5.00 5.00 4.00 4.00 - 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 - Maintenance Worker - - - 1.00 1.00 -

Total FTE 14.00 14.00 14.00 14.00 14.00 - BRIDGES AND CULVERTS 5205 Full Time Auto Equipment Operator III 1.00 1.00 1.00 1.00 1.00 - Part Time Seasonal Laborer 0.80 0.80 0.80 0.80 0.80 -

Total FTE 1.80 1.80 1.80 1.80 1.80 -

329 ENGINEERING

FY 2013 HIGHLIGHTS:

• In FY 2013 the Engineering department completed $8.5 million dollars of construction activity. • Engineering staff focused on closing out work in FY 2013 and successfully, with internal staff, was able to close out the majority of the Department of Transportation funded projects. • Continue to seek alternate funding sources for various projects which included State and Federal programs for roads and rail construction. • Worked with various citizen groups on the development of projects. • Worked to identify ways to incorporate the Blue Zones principals into various City projects. Examples include the use of 5 foot sidewalks and the investigation of complete streets practices into City design standards.

FY 2015 GOALS:

• Complete FY 2015 projects for improvement and construction of City Infrastructure through City Staff and Consultant support. Concentrate on the appropriate use of inside and outside services and complete work with a minimal number of changes. • Improve the City’s design evaluations process to reduce the number of project change orders. • Fully and logically incorporate the Blue Zones principals into the City design standards and achieve employee buy in for the implementation of these principals. TRAFFIC ENGINEERING • Continue to secure funding (Federal, State and local) for infrastructure projects and

the I-29 Reconstruction utility relocation needs.

• Work with Economic Development and Planning on infrastructure improvements that support new development goals.

330 ENGINEERING 5301

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,761,380 $ 1,682,351 $ 1,869,395 $ 1,929,960 60,565$ 3.2% General Services 32,793 45,178 42,188 38,912 (3,276) (7.8%) Services Related to Prop. 66,287 58,689 68,615 68,615 - 0.0% Supplies 15,338 16,286 18,231 18,231 - 0.0% Utilities 9,938 7,826 13,020 9,132 (3,888) (29.9%) Total Expenditures $ 1,885,736 $ 1,810,330 $ 2,011,449 $ 2,064,850 53,401$ 2.7%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Government Grants $ - 1,200$ $ - $ - $ - 0.0% Other Revenue 19,498 28,117 22,025 22,025 - 0.0% Sewer Fund 92,101 92,452 94,166 98,020 3,854 4.1% State Government Grants - 160 - - - 0.0% Water Fund 92,101 92,452 94,166 98,020 3,854 4.1% Engineering Fees 1,682,036 1,595,949 1,801,092 1,846,785 45,693 2.5% Total Revenue $ 1,885,736 $ 1,810,330 $ 2,011,449 $ 2,064,850 53,401$ 2.7%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Assistant - - - 1.00 1.00 - Administrative Secretary 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 1.00 (1.00) Devlpment 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 3.00 3.00 - Surveyor 2.00 2.00 2.00 2.00 2.00 - Undergrnd Utility Srv. Coor. 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 19.00 18.00 18.00 20.00 19.00 (1.00)

331 TRAFFIC ENGINEERING

FY 2013 HIGHLIGHTS:

• Evaluated possible two-way traffic conversions in the Downtown area with rd Downtown Partners. Implemented two-way conversion on Douglas St. between 3 th and 5 St and modified lane designations on Pearl St to accommodate Casino construction detoured traffic. • Assisted Iowa Department of Transportation with design of the Downtown Gordon Drive traffic signal/street light design and plan review. • Assisted Sioux City Community School District (SCCSD) with field analysis of several traffic flow concerns and made necessary adjustments. • Regularly attended City Traffic Committee, SCCSD Traffic Safety Committee, and Tri-State Incident Management meetings. •

FY 2015 GOALS:

• Continue to keep the public informed of all street and lane closures and traffic impacts through press releases and press conferences. • Complete a signal warrant analysis for several intersections involved in recent residential and commercial development. • Design a traffic signal improvements plan through City Engineering in accordance with Capital Improvement Program “Annual Intersection and Traffic Signal Improvements” budget priorities.

TRAFFIC PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Traffic Signal Concerns 1,030 1,130 1,087 900 671 Signs/Posts Install/Repair/Replace 4,927 3,477 5,137 6,055 5,757 Barricades Set 3,550 3,479 2,977 3,413 4,117

332 TRAFFIC ENGINEERING 5402-5405

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 507,194$ 443,576$ 465,256$ 479,900$ 14,644$ 3.1% General Services 16,981 15,853 23,128 12,834 (10,294) (44.5%) Services Related to Prop. 118,882 114,385 116,155 97,200 (18,955) (16.3%) Supplies 265 889 775 775 - 0.0% Utilities 826,406 779,275 889,716 887,155 (2,561) (0.3%) Total Expenditures $ 1,469,728 $ 1,353,978 $ 1,495,030 $ 1,477,864 $ (17,166) (1.1%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue 36,529$ 42,561$ 36,200$ 43,800$ 7,600$ 21.0% Road Use Tax 1,433,199 1,311,417 1,458,830 1,434,064 (24,766) (1.7%) Total Revenue $ 1,469,728 $ 1,353,978 $ 1,495,030 $ 1,477,864 $ (17,166) (1.1%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Auto Equipment Operator I - - - 1.00 1.00 - Labor Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 2.00 2.00 2.00 1.00 1.00 - 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 -

333 UNDERGROUND UTILITIES SERVICES Sewer, Transmission & Distribution (Water)

FY 2013 HIGHLIGHTS:

• Reduced hours spent per sewer backup while responding to higher than normal sewer concerns. • Reduced water service disruption and cost per water main break while responding to higher than normal water distribution concerns.

FY 2015 GOALS:

• Continue to cross-train staff in both water and sewer to improve efficiency. • Reduce the number of sewer back-ups by: • Improving the cleaning process. • Replacing substandard sewers through Engineering/Capital Improvement Program projects. • Refining the maintenance schedule. • Continuing to television inspections following all sewer backups to determine problem/solution. • Educating citizens about sanitary sewers and what items are inappropriate to dispose in the system. • Reduce the number of water main breaks by: • Replacing defective water mains and educating water users. • Implementing an aggressive replacement plan for water mains with a frequent break occurrence. • Creating an education program for hydrant users on the proper use of water hydrants by all parties.

SEWER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Sewer Backups 77 73 44 49 51 Sewer Backup per Mile of Pipe .21 .20 .12 .13 .14 Total Hours per Sewer Backup 9.10 5.01 7.23 14.40 4.28 Miles of Sanitary Sewer 372 360 362 363 363 Miles of Storm Sewer 200 228 246 256 259

WATER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Main Breaks 102 116 119 132 184 Main Break per Mile of Pipe .21 .24 .26 .28 .39 Length of Service 6.93 5.60 5.74 8.59 4.35 Disruption/Break Cost per Main Break $6,123 $6,781 $6,374 $7,654 $6,316 Total Hours per Break 82.80 100.22 85.35 96.33 75.6 Miles of Water Main 483 475 462 466 474

334 UNDERGROUND UTILITIES SERVICES 5601-5604

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 3,000,652 $ 2,992,662 $ 3,063,437 $ 3,268,028 $ 204,591 6.7% General Services 292,358 394,909 545,211 392,464 (152,747) (28.0%) Services Related to Property 580,740 567,771 568,298 560,803 (7,495) (1.3%) Supplies 435,461 526,842 392,200 502,300 110,100 28.1% Utilities 151,387 157,363 190,416 180,190 (10,226) (5.4%) Total Expenditures $ 4,460,598 $ 4,639,547 $ 4,759,562 $ 4,903,785 $ 144,223 3.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Enterprise Fees 11,369$ 16,066$ 12,275$ 26,750$ 14,475$ 117.9% Federal Government Grants - 3,992 - - - 0.0% Licenses and Permits 31,176 44,424 32,000 32,000 - 0.0% Other Revenue 37,310 6,868 2,000 1,000 (1,000) (50.0%) Sewer Fund 1,808,279 1,796,132 1,985,943 1,931,407 (54,536) (2.7%) State Government Grants 10,854 532 - - - 0.0% Water Fund 2,561,610 2,771,533 2,727,344 2,912,628 185,284 6.8% Total Revenue $ 4,460,598 $ 4,639,547 $ 4,759,562 $ 4,903,785 $ 144,223 3.0%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 5.00 5.00 - Secretary 1.00 1.00 1.00 1.00 1.00 - Undrgrnd Util. Srv. Supervis. 1.00 1.00 1.00 1.00 - (1.00) Utilities Superintendent - - - - 1.00 1.00 Utility Worker 7.00 7.00 7.00 8.00 8.00 -

Total FTE 19.00 19.00 19.00 19.00 19.00 - SANITARY SEWER MAINTENANCE 5603 Full Time Auto Equip. 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 -

335 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

336 UTILITIES ADMINISTRATION 6001 & 6206

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 329,879 $ 323,566 $ 438,867 $ 551,838 $ 112,971 25.7% General Services 67,733 71,335 88,000 64,524 (23,476) (26.7%) Services Related to Property 34,065 5,592 27,600 27,606 6 0.0% Supplies 3,035 1,942 9,600 7,870 (1,730) (18.0%) Total Expenditures $ 434,712 $ 402,435 $ 564,067 $ 651,838 87,771$ 15.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue $ 7,248 $ 52,441 50,000$ 51,000$ 1,000$ 2.0% Rentals and Leases 125,655 152,069 125,000 125,000 - 0.0% Road Use Tax - 7,796 34,737 22,495 (12,242) (35.2%) Sewer Fund 194,822 199,231 241,507 302,723 61,216 25.3% Solid Waste Fund 71,511 10,927 66,723 39,355 (27,368) (41.0%) State Government Grants - 1,936 - - - 0.0% Storm Water Fund - 778 10,800 10,800 - 0.0% Water Fund 35,476 (22,743) 35,300 100,465 65,165 184.6% Total Revenue $ 434,712 $ 402,435 $ 564,067 $ 651,838 87,771$ 15.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Assistant - 1.00 1.00 - - - Environmental Services Analyst - 1.00 1.00 1.00 1.00 - Environmental Services Manager 1.00 - - - - - PreTreatment Manager - 1.00 - - - - Safety Manager - - - 1.00 1.00 - Utilities Director - 1.00 1.00 - - - Part Time Management Analyst - - - 0.88 0.88 -

Total FTE 1.00 4.00 3.00 2.88 2.88 -

Notes:

337 ZENITH WATER PLANT

FY 2013 HIGHLIGHTS:

• Zenith Pre-Treatment building operational. • Ultraviolet Disinfection project permit acquired from Department of Natural Resources. • Abandonment of Cook Park wells due to groundwater contamination.

FY 2015 GOALS:

• Award a contract and begin construction of the Ultraviolet Disinfection project. • Move forward with upgrades for Booster Station Improvements at Half Moon Booster Station. • Continue to work toward water tower painting at the Indian Hills water tower.

• Work toward optimization of the Zenith plant now that Pre-Treatment is operational.

ZENITH PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Total Expenditures $2,076,806 $2,154,442 $2,348,569 $2,529,315 $2,275,011 Production in MG’s 4,797 4,653 4,365 4,043 4,219 Employee Services $188 $204 $225 $254 $242 Electric $100 $95 $101 $108 $110 Chemicals $38 $53 $47 $47 $62 All Other $106 $107 $163 $216 $124 Total $432 $459 $536 $625 $538

338 ZENITH WATER PLANT 6101

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,028,931 $ 1,019,297 $ 1,087,804 $ 1,105,785 17,981$ 1.7% General Services 129,624 125,436 158,521 124,999 (33,522) (21.1%) Services Related to Prop. 338,868 320,092 287,662 292,662 5,000 1.7% Supplies 593,717 310,325 240,235 339,585 99,350 41.4% Utilities 438,175 499,861 503,486 603,588 100,102 19.9% Total Expenditures $ 2,529,315 $ 2,275,011 $ 2,277,708 $ 2,466,619 188,911$ 8.3%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Federal Government Grants $ - 574$ $ - $ - $ - 0.0% Other Revenue 4,786 2,543 100 100 - 0.0% State Government Grants 499,574 20,997 - - - 0.0% Water Fund 2,024,955 2,250,897 2,277,608 2,466,519 188,911 8.3% Total Revenue $ 2,529,315 $ 2,275,011 $ 2,277,708 $ 2,466,619 188,911$ 8.3%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Electronic Specialist 1.00 1.00 1.00 1.00 1.00 - Instrumentation Mech. Sprv. 1.00 1.00 1.00 1.00 1.00 - Water Plant Maint. Worker 2.00 2.00 2.00 2.00 2.00 - Water Plant Oper. Sprv. 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 Oper. in Train. - - 1.00 1.00 1.00 - Water Plant Superintend. 1.00 1.00 1.00 1.00 1.00 - Part Time Secretary 0.50 0.50 0.50 0.50 0.50 -

Total FTE 11.50 11.50 12.50 12.50 12.50 -

339 SOUTHBRIDGE WATER PLANT

FY 2013 HIGHLIGHTS:

• Completed Pall membrane performance test ensuring optimum particle removal and water production of the membrane units. • Successfully pumped 515 million gallons of water to Sioux City’s customers. • Met all sampling deadlines set forth by Iowa Department of Natural Resources and Environmental Protection Agency.

FY 2015 GOALS

• Optimize treatment processes at Southbridge to maximize chemical dosages. • Continue Long Term 2 Enhanced Surface Water Treatment Rule Testing at the Southbridge Collector Well.

SOUTHBRIDGE PERFORMANCE MEASURES:1 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Total Expenditures - - - - $406,608 Production in MG’s - - - - 515 Electric - - - - $309 Chemicals - - - - $398 All Other - - - - $81 Total - - - - $788 1 Performance measures not available for all years because the first full year of operations was FY 2013.

340 SOUTHBRIDGE WATER PLANT 6104

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ - $ - $ 1,500 41,126$ 39,626$ 2641.7% Services Related to Property - 22,744 40,500 40,500 - 0.0% Supplies 217,188 213,699 434,975 366,975 (68,000) (15.6%) Utilities 60,385 170,165 260,600 181,406 (79,194) (30.4%) Total Expenditures 277,573$ 406,608$ $ 737,575 630,007$ (107,568)$ (14.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Water Fund 277,573$ 406,608$ $ 737,575 630,007$ (107,568)$ (14.6%) Total Revenue 277,573$ 406,608$ $ 737,575 630,007$ (107,568)$ (14.6%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

341 ENVIRONMENTAL QUALITY

FY 2013 HIGHLIGHTS:

• Had two successful recycling events although the turnout to the fall event was lower than expected. The Environmental Advisory Board (EAB) will evaluate the need for two events in the future. • Efforts to crack-down on erosion and illicit discharge issues at construction sites have shown positive results among private contractors. Stormwater Pollution Prevention Plans are now being kept on sites, changes tracked, and communication between the City, contractors, and engineers has increased resulting in more rapid responses to issues. • Illicit discharge inspections have increased to include all of Sioux City’s waterways. Annual inspections have resulted in the correction of eight illicit connections and six illicit discharges.

FY 2015 GOALS:

• Reduce instances of illicit discharge into the local waterways by greater citizen awareness, interaction, and support by increasing number of formal public education events, promotion of online illicit discharge form, and renewed EAB focus on pollution prevention. • Increase total tonnage of recyclable materials collected from residential properties by continued public education on recycling, enhance advertisement of bi-annual Re- Events, encourage greater use of online information available to residents. • Increase the number of participants in the recycling program. The current number of participants is at about 4,000. The 2015 goal will be to double this number.

ENVIRONMENTAL QUALITY PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Illicit Discharges Detected - - - 6 12 Illicit Connections Detected - - - 8 1 Online Discharge/Connection Entries - - - 3 1 Construction Sites Inspected - - - 125 64 Public Education Classes Performed - - - 9 1 Annual Recycling Rate Increase/Decrease - - - +1.8% -5.8% Annual Stormwater Website Hits - - - 485 607 Annual Recycling/Trash Website Hits - - - 11,306 14,220 Number of Customers Recycling1 - - - 4,000 8,446 1 Number of Customers Recycling in FY 2012 included only the pink and blue recycle totes, but FY 2013 also includes the smaller green totes.

342 ENVIRONMENTAL QUALITY 6201-6205

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services 2,415$ 163$ $ - $ - $ - 0.0% Services Related to Property 17,795 74,883 25,000 35,358 10,358 41.4% Utilities 4,524 - - - - 0.0% Miscellaneous 4,833,009 4,586,413 4,500,000 4,586,000 86,000 1.9% Total Expenditures $ 4,857,743 $ 4,661,459 $ 4,525,000 $ 4,621,358 96,358$ 2.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Other Revenue 1,560$ $ - 1,560$ 1,560$ $ - 0.0% Solid Waste Fund 4,856,183 4,661,459 4,523,440 4,619,798 96,358 2.1% Total Revenue $ 4,857,743 $ 4,661,459 $ 4,525,000 $ 4,621,358 96,358$ 2.1%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division.

343 WASTEWATER PLANT

FY 2013 HIGHLIGHTS:

1. The contract was awarded on March 18, 2013 and construction began for the phase 3 wastewater treatment plant expansion. Expected completion of the project is June 11, 2014. 2. Currently administering chemical odor control to the sanitary sewer from North Sioux City along the interstate corridor. Working on the development of a north dosing system from the Jolly Time area to the Wastewater Treatment Plant (WWTP) through sampling and problem area identification. 3. Through 10/1/13, there have been zero (0) National Pollutant Discharge Elimination System permit exceedances. 4. The 30-hour Wastewater Operator training course, developed through Western Iowa Tech Community College (WITCC), was successfully presented on two (2) occasions.

FY 2015 GOALS:

• Complete construction of the phase 3 treatment plant expansion requirements. Complete construction with minimal, or no, change orders. • Budget for any capital additions to the odor control system which were not previously scheduled. Through the Odor Control Ordinance, finalize an electronic tracking system of odor control reporting that allows for tracking and assessment of system related issues. • Develop and implement a fats, oil and grease program to control discharges of solids and grease. Work with the commercial businesses on appropriate scheduling of pump outs. • Continue 100% compliance. • Continue to work with WITCC to develop additional Wastewater Operator training for the Tri-State area, thereby increasing the pool of certified operators required by Iowa Department of Natural Resources for WWTP operations.

WASTEWATER PLANT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Number of MIU notices of violations 163 125 79 41 15 Number of odor complaints 20 46 20 30 17 NPDES permit exceedances 5 9 3 2 0

344 WASTEWATER PLANT 6301-6303

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,473,844 $ 1,450,760 $ 1,772,929 $ 1,808,230 35,301$ 2.0% General Services 319,293 263,453 257,589 243,785 (13,804) (5.4%) Services Related to Prop. 1,129,621 992,360 1,115,999 1,086,999 (29,000) (2.6%) Supplies 427,039 559,868 494,095 707,120 213,025 43.1% Utilities 1,030,720 949,565 1,049,935 1,010,565 (39,370) (3.7%) Miscellaneous - 22,375 - - - 0.0% Total Expenditures $ 4,380,517 $ 4,238,381 $ 4,690,547 $ 4,856,699 166,152$ 3.5%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Enterprise Fees $ 76,161 75,913$ 66,000$ 66,000$ $ - 0.0% Federal Government Grants - 151 - - - 0.0% Other Revenue 12,039 17,795 4,800 4,800 - 0.0% Sewer Fund 4,173,935 4,138,997 4,619,747 4,785,899 166,152 3.6% State Government Grants 118,382 5,525 - - - 0.0% Total Revenue $ 4,380,517 $ 4,238,381 $ 4,690,547 $ 4,856,699 166,152$ 3.5%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Administrative Secretary - 1.00 1.00 1.00 1.00 - CMMS Coordinator - 1.00 1.00 1.00 1.00 - Compliance Technician - - - 1.00 1.00 - WWTP Electrician - 1.00 1.00 2.00 2.00 - WWTP Electr./Instr.Tech - 1.00 1.00 - - - WWTP Lab Technician - 4.00 4.00 4.00 4.00 - WWTP Lead Operator - - - 1.00 2.00 1.00 WWTP Maint. Mechanic - 4.00 4.00 5.00 5.00 - WWTP Maint. Supervisor - 1.00 1.00 1.00 1.00 - WWTP Plant Operator - 7.00 7.00 6.00 5.00 (1.00) WWTP PreTrtmnt Mngr - - 1.00 1.00 1.00 - WWTP Shift Supervisor - 2.00 2.00 1.00 1.00 - WWTP Superintendent - 1.00 1.00 1.00 1.00 - Part Time Laborer - 1.00 1.00 1.00 1.00 -

Total FTE - 24.00 25.00 26.00 26.00 -

345 CENTRAL MAINTENANCE GARAGE & EQUIPMENT REPLACEMENT

FY 2013 HIGHLIGHTS

• Replaced 43 Fleet units and equipment at an estimated cost of $1,851,930. 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. Sold surplus equipment at annual auction for $88,008. • Implemented Electronic Form 4 to select departments providing Fleet Users on-line access to information related to status of maintenance and repairs, electronic authorization of work, vehicle history and survey completion. • Met with Siouxland District Health Department, Western Iowa Tech Community College (WITCC) and the Sioux City Community School District (SCCSD). Met with Solid Waste and Hinton Schools to extend existing services and provide new services. Let annual contracts to jointly purchase tires, batteries and filters with SCCSD maintenance. Added Trego-Dugan Aviation and WITCC Truck Driver Program to Outside Agencies we service. • Completed the twelfth year of the International City and County Management Association (ICMA) performance measure data collection. Received excellent ratings in Fleet costs for police vehicles and overall expenditures per vehicle. Received above average ratings for Fleet Maintenance customer service.

FY 2015 GOALS: • Continue to work with outside agencies to identify common areas for Fleet Systems to share resources and cost savings.

• 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.

• Continue to work with Fleet User group to provide better service to meet their

needs.

• Additional Fleet Users set up on Electronic Form 4 system to improve efficiencies and communication. • Research alternate fuel equipment and related benefits.

CENTRAL MAINT GARAGE & EQUIP REPLACEMENT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Maintain 90% Available hours billed 93.8% 94% 91% 91% 91.5% Maintain 95% Equipment available 97.5% 95% 94% 94% 97.9% to departments Maintain Overall Satisfaction Rating 95% 96% 89% 95.5% 97.7% “Good” or “Excellent”- exceed 90% Maintain Quality of Service “Good” 93% 96% 92.5% 100% 97.7% or “Excellent”- exceed 90% Maintain Timeliness of Service 90% 92% 96% 83.4% 93.2% 88.7%

346 FLEET OPERATIONS 6750

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,931,398 $ 1,949,865 $ 1,961,364 $ 2,084,544 $ 123,180 6.3% General Services 263,066 408,004 300,755 403,699 102,944 34.2% Services Related to Prop. 90,179 93,614 94,988 91,478 (3,510) (3.7%) General Supplies 43,735 38,515 42,860 41,824 (1,036) (2.4%) Utilities 2,977,612 2,957,780 3,658,784 3,585,767 (73,017) (2.0%) Inventory Supplies 1,104,740 801,040 1,059,977 912,802 (14 7,175) (13.9%) Total Expenditures $ 6,410,730 $ 6,248,818 $ 7,118,728 $ 7,120,114 1,386$ 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 6,175,638 $ 6,115,065 $ 6,970,575 $ 7,016,902 46,327$ 0.7% CMG Fund Bal. Used (Incr.) 158,397 (4,848) 40,067 3,877 (36,190) (90.3%) Contributions 5,394 7,986 4,500 6,500 2,000 44.4% Miscellaneous 4,830 5,615 10,000 5,222 (4,778) (47.8%) Refunds and Reimbursements 66,471 125,000 93,586 87,613 (5,973) (6.4%) Total Revenue $ 6,410,730 $ 6,248,818 $ 7,118,728 $ 7,120,114 1,386$ 0.0%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 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 1.00 - Fleet Supervisor 1.00 1.00 1.00 1.00 1.00 - Store Clerk 2.00 2.00 - - - -

Total FTE 26.00 26.00 25.00 25.00 25.00 -

347 FLEET EXTERNAL CUSTOMERS 6755

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Services Related to Prop. 580,703$ 405,139$ 580,705$ 360,069$ $ (220,636) (38.0%) Utilities 1,085,520 1,121,332 1,085,520 1,113,443 27,923 2.6% Total Expenditures $ 1,666,223 $ 1,526,471 $ 1,666,225 $ 1,473,512 $ (192,713) (11.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 1,550,756 $ 1,526,095 $ 1,734,372 $ 1,498,512 $ (235,860) (13.6%) CMG Fund Bal. (Incr.) 115,467 376 (68,147) (25,000) 43,147 63.3% Total Revenue $ 1,666,223 $ 1,526,471 $ 1,666,225 $ 1,473,512 $ (192,713) (11.6%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

348 FLEET REPLACEMENT 6759

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 6,679$ 2,521$ 2,000$ $ 2,000 $ - 0.0% General Services 4,414 3,009 5,212 4,200 (1,012) (19.4%) Services Related to Prop. 93,228 46,051 166,237 38,883 (127,354) (76.6%) General Supplies 547,382 601,249 185,600 64,953 (120,647) (65.0%) Utilities 2,700 3,016 2,872 4,308 1,436 50.0% Capital Expenditures 1,304,822 2,603,972 3,472,880 1,557,900 (1,914,980) (55.1%) Other 15,287 7,704 30,000 11,495 (18,505) (61.7%) Total Expenditures $ 1,974,512 $ 3,267,522 $ 3,864,801 $ 1,683,739 $ (2,181,062) (56.4%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 2,091,775 $ 2,109,604 $ 2,017,968 $ 2,212,398 $ 194,430 9.6% CMG Equip. Repl. Fund (832,408) 671,152 1,164,922 (1,115,515) (2,280,437) (195.8%) Contributions 158,873 94,732 150,000 120,000 (30,000) (20.0%) Miscellaneous 24,309 37,060 37,146 40,856 3,710 10.0% Refunds and Reimb. 510,589 344,913 485,000 426,000 (59,000) (12.2%) Rentals and Leases 21,374 10,061 9,765 - (9,765) (100.0%) Total Revenue $ 1,974,512 $ 3,267,522 $ 3,864,801 $ 1,683,739 $ (2,181,062) (56.4%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

349 FISCAL YEAR 2014 - 2015 APPROVED OPERATING BUDGET CITY OF SIOUX CITY, IOWA

350

Transit Department Organizational Chart

Assistant City Manager Transit Advisory Board for Administration

Transit Operations Supervisor

Operations Administration

Driver Admin. Supervisor Assistant

Motor Coach Clerk Operators

351 TRANSIT

DEPARTMENT OVERVIEW: The Transit Department services include Department Administration, Transit Operations, Paratransit Service (including door-to-door and curb-to-curb service) and Martin Luther King Jr. Transportation Center. 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 and Iowa Department of Transportation, Nebraska Department of Roads and South Dakota Department of Transportation requirements and to pursue capital and operational funding opportunities to benefit the continued needs of a small urban Public Transit System.

MISSION STATEMENT: The purpose of the Transit Department is to provide the general public in the urban area a safe, comfortable and affordable mode of transportation in a financially responsible manner.

FY 2015 Budget Employee Compensation General Services Services Related to Property General Supplies Utilities Miscellaneous 0% 1% 15%

20% 48%

16%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Airport/Transit/Fleet Director 1.00 1.00 1.00 - - - Asst. City Mgr for Transit/Admin - - - - 1.00 1.00 Driver Supervisor 1.00 1.00 1.00 1.00 1.00 - Motor Coach Operator 15.00 13.00 12.00 12.00 12.00 - Purchasing/Fleet/Transit Mgr. - - - 1.00 - (1.00) Transit Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Part Time Clerk 0.50 0.50 0.50 0.50 0.50 - Motor Coach Operator 7.02 9.02 15.99 16.15 16.15 - Total FTE 26.52 26.52 32.49 32.65 32.65 -

352 TRANSIT SUMMARY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Transit Administration $ 286,714 $ 253,119 $ 280,237 $ 241,738 $ (38,499) (13.7%) Transit Operations 3,044,146 3,114,411 3,156,554 3,333,836 177,282 5.6% MLK Building 217,151 228,795 206,883 211,266 4,383 2.1% Continuum of Care 107,495 170 - - - 0.0% Paratransit 714,313 545,364 730,602 645,904 (84,698) (11.6%) New Freedom 5,564 4,219 7,900 7,900 - 0.0% Total Expenditures $ 4,375,383 $ 4,146,078 $ 4,382,176 $ 4,440,644 $ 58,468 1.3%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 1,375,622 $ 1,350,658 $ 1,441,182 $ 1,418,520 $ (22,662) (1.6%) Contributions 18,025 7,458 7,500 7,500 - 0.0% Federal Gov. Oper. Grants 1,685,028 1,459,992 1,705,066 1,642,396 (62,670) (3.7%) Local Gov.Payments 86,954 87,572 87,572 88,208 636 0.7% Refunds and Reimb. 112,413 118,843 97,716 113,641 15,925 16.3% Rentals and Leases 60,445 67,892 64,993 65,557 564 0.9% State Gov. Operating Grants 372,404 390,714 346,759 390,698 43,939 12.7% Transit Fund Bal. Used (Incr.) 664,492 662,949 631,388 714,124 82,736 13.1% Total Revenue $ 4,375,383 $ 4,146,078 $ 4,382,176 $ 4,440,644 $ 58,468 1.3%

353 TRANSIT

FY 2013 HIGHLIGHTS:

• Transit ensured that all fleet vehicles obtained their minimum miles thereby earning points for the Iowa Department of Transportation (DOT) Public Transit Management System (PTMS). Sioux City Transit System (SCTS) did not have any vehicles with enough points to be funded for replacement. The Iowa DOT did not obtain funding for urban Intelligent Transportation System (ITS) capital assets. The Federal Transportation Administration (FTA) Operating Grant was used for operating purposes and the capital purchase of four (4) para transit cutaway vans (Glaval). • Transit purchased four (4) used fixed route buses to update our fleet during FY 2013 that replaced four (4) buses that had exceeded their useful life. The used buses are in better condition than the buses being replaced, will provide better public access, and are projected to reduce repair and maintenance costs. • Transit continues to seek FTA, Iowa DOT/Office of Public Transit, and other grant programs that may be used for capital to acquire buses, to obtain and repair transit infrastructure, to ensure Americans with Disabilities Act access, and to procure ITS assets. SCTS was awarded an Iowa DOT Public Transit Infrastructure Grant in the amount of $416,000 for replacement of the maintenance facility roof, heating, ventilation, and air conditioning, and bus wash equipment. An Intercity Bus Grant was awarded to flush the boiler system & replace glycol. The balance of this grant will be used toward concrete panel replacement in the Martin Luther King Jr. (MLK) bus lanes plus a few sidewalk areas. • Transit maintained two federal grant programs (New Freedom and Job Access Reverse Commute (JARC)) 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 has averaged around 275 rides per year. The original $5,000 local match was donated by the local chapter of the National Federation for the Blind. JARC funding for the #6 Airport Fixed Route Extension to Stream Global Services continues. In additional, the City of Sgt. Bluff is sharing 50% of the extension cost with Stream, or $3,200 each. • Transit continues to monitor and analyze individual route expense, the number of passengers, destinations, and the demographics of transit system users. Implementation of performance measures for ridership per route, and individual stop usage will continue.

FY 2015 GOALS:

• Explore funding opportunities for annual capital replacement buses, for repairs and maintenance of the MLK, and for the SCTS ITS project that includes automated fare box systems, passenger counters, mobile data units, & Global Positioning System vehicle tracking. Ensure transit fees and charges reflect market rates and capture actual expense for reimbursements. • Identify federal and state funding opportunities to improve transit infrastructure and transit services that will enhance the quality of life in Sioux City for residents and to cultivate economic growth. • Seek creative 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. Improve employee communication and recognition procedures. • Achieve 95% on-time route circuits for each fixed route annually.

354 TRANSIT PERFORMANCE MEASURES:

FY 2009 FY 2010 FY 2011 FY 2012* FY 2013* Increase passengers by 3% each 15.2% 3.9% 4.0% 3.6% -6.7% year. Maintain or decrease cost per mile. $6.26 $5.90 $5.79 $5.67 $5.83 Maintain or decrease accident rate. 4 0 1 1 1 *Ridership formula changed during FY12

355 TRANSIT ADMINISTRATION 8501

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 244,250 $ 224,109 $ 237,957 $ 202,233 (35,724)$ (15.0%) General Services 36,426 22,902 35,211 32,501 (2,710) (7.7%) Services Related to Property 1,872 2,128 2,048 2,048 - 0.0% General Supplies 4,166 3,980 5,021 4,956 (65) (1.3%) Total Expenditures $ 286,714 $ 253,119 $ 280,237 $ 241,738 (38,499)$ (13.7%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Refunds and Reimbursements $ 1,539 $ 798 6,716$ 4,716$ $ (2,000) (29.8%) Rentals and Leases 14,725 22,122 20,000 20,000 - 0.0% Transit Fund Bal. Used (Incr.) 270,450 230,199 253,521 217,022 (36,499) (14.4%) Total Revenue $ 286,714 $ 253,119 $ 280,237 $ 241,738 (38,499)$ (13.7%)

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 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 Mgr. - - - 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 -

356 TRANSIT OPERATING 8502

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Comp. $ 1,764,182 $ 1,795,003 $ 1,782,371 $ 1,936,058 153,687$ 8.6% General Services 75,871 77,348 99,540 126,583 27,043 27.2% Services Rel. to Prop. 680,300 726,308 652,552 709,491 56,939 8.7% General Supplies 46,719 32,266 15,500 14,500 (1,000) (6.5%) Utilities 477,074 483,486 606,591 547,204 (59,387) (9.8%) Total Expenditures $ 3,044,146 $ 3,114,411 $ 3,156,554 $ 3,333,836 177,282$ 5.6%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 1,001,424 $ 1,020,840 $ 1,029,242 $ 1,037,767 8,525$ 0.8% Contributions 3,510 4,958 5,000 5,000 - 0.0% Federal Gov. Oper. Grants 1,571,576 1,459,992 1,705,066 1,642,396 (62,670) (3.7%) Local Gov. Pymts. 86,954 87,572 87,572 88,208 636 0.7% Refunds and Reimb. 5,311 3,051 2,500 2,500 - 0.0% Rentals and Leases 989 579 - - - 0.0% State Gov. Oper. Grants 306,951 311,583 275,850 300,000 24,150 8.8% Transit Bal. Used (Incr.) 67,431 225,836 51,324 257,965 206,641 402.6% Total Revenue $ 3,044,146 $ 3,114,411 $ 3,156,554 $ 3,333,836 177,282$ 5.6%

Personnel Complement (in Full Time Equivalents) FY11 FY12 FY13 FY14 FY15 Difference Full Time Driver Supervisor 1.00 1.00 1.00 1.00 1.00 - Motor Coach Operator 15.00 13.00 12.00 12.00 12.00 - Transit Oper. Suprv. 1.00 1.00 1.00 1.00 1.00 - Part Time Motor Coach Operator 7.02 9.02 15.99 16.15 16.15 -

Total FTE 24.02 24.02 29.99 30.15 30.15 -

357 TRANSIT MARTIN LUTHER KING, JR. GROUND TRANSPORTATION 8504

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 111,508 $ 108,951 $ 108,379 $ 108,113 $ (266) (0.2%) Services Related to Property 39,368 63,462 43,268 45,890 2,622 6.1% General Supplies 647 3,055 1,850 1,850 - 0.0% Utilities 39,380 41,155 41,186 43,213 2,027 4.9% Miscellaneous 26,248 12,172 12,200 12,200 - 0.0% Total Expenditures $ 217,151 $ 228,795 $ 206,883 $ 211,266 4,383$ 2.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Services $ 157,823 $ 157,745 $ 180,000 $ 180,000 $ - 0.0% Refunds and Reimbursements 1,343 1,400 2,500 1,500 (1,000) (40.0%) Rentals and Leases 44,731 45,191 44,993 45,557 564 1.3% State Gov. Operating Grants - 9,550 - - - 0.0% Transit Fund Bal. Used (Incr.) 13,254 14,909 (20,610) (15,791) 4,819 23.4% Total Revenue $ 217,151 $ 228,795 $ 206,883 $ 211,266 4,383$ 2.1%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

358 TRANSIT SENIOR CENTER TRANSPORTATION 8513

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 348 $ - $ - $ - $ - 0.0% Refunds and Reimbursements 15 - - - - 0.0% Transit Fund Balance Used (Incr.) (363) - - - - 0.0% Total Revenue $ - $ - $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

359 TRANSIT CONTINUUM OF CARE 8514

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation 1,654$ $ - $ - $ - $ - 0.0% General Services 87,067 170 - - - 0.0% Services Related to Property 10,725 - - - - 0.0% Utilities 8,049 - - - - 0.0% Total Expenditures 107,495$ 170$ $ - $ - $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Contributions 14,515$ $ - $ - $ - $ - 0.0% Federal Gov. Oper. Grants 113,452 - - - - 0.0% Transit Fund Balance Used (Incr.) (20,472) 170 - - - 0.0% Total Revenue 107,495$ 170$ $ - $ - $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

360 TRANSIT PARATRANSIT 8515

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 521,946 357,450$ $ 530,082 $ 446,552 $ (83,530) (15.8%) Services Related to Property 108,566 119,529 94,928 121,925 26,997 28.4% General Supplies 58 38 200 200 - 0.0% Utilities 83,743 68,347 105,392 77,227 (28,165) (26.7%) Total Expenditures $ 714,313 545,364$ $ 730,602 $ 645,904 $ (84,698) (11.6%)

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 213,810 170,350$ $ 229,040 $ 197,853 $ (31,187) (13.6%) Refunds and Reimbursements 104,205 113,594 86,000 104,925 18,925 22.0% State Gov. Operating Grants 63,173 68,409 68,409 88,198 19,789 28.9% Transit Fund Balance Used (Incr.) 333,125 193,011 347,153 254,928 (92,225) (26.6%) Total Revenue $ 714,313 545,364$ $ 730,602 $ 645,904 $ (84,698) (11.6%)

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

361 TRANSIT NEW FREEDOM PROGRAM 8516

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change General Services $ 5,564 $ 4,219 7,800$ 7,800$ $ - 0.0% General Supplies - - 100 100 - 0.0% Total Expenditures $ 5,564 $ 4,219 7,900$ 7,900$ $ - 0.0%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Charges for Service $ 2,217 $ 1,723 2,900$ 2,900$ $ - 0.0% Contributions - 2,500 2,500 2,500 - 0.0% State Gov. Operating Grants 2,280 1,172 2,500 2,500 - 0.0% Transit Fund Balance Used (Incr.) 1,067 (1,176) - - - 0.0% Total Revenue $ 5,564 $ 4,219 7,900$ 7,900$ $ - 0.0%

Personnel Complement (in Full Time Equivalents)

No positions are assigned to this division

362 Woodbury County Information Communication Commission

Communications Organizational Chart

WCICC Commission

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

Full-Time Operators Part-Time Operators

363 WCICC COMMUNICATIONS CENTER

DEPARTMENT OVERVIEW: Provide enhanced and wireless 911 services to all of the citizens in Woodbury County, North Sioux City, S.D. and visitors to our community. Provide Radio Communications, computer-aided dispatch and paging communications to 11 Law Enforcement agencies, 16 Emergency Medical Services (EMS) agencies, 16 fire departments, Missouri River Rescue, Siouxland Underwater Recovery, Siouxland Paramedics Inc., and Animal Control. Monitor fire, intrusion, and hold-up alarms for 97 locations and the Perry Creek flood control system. Activate and monitor the Sioux City, North Sioux City, Anthon, Correctionville, Pierson, Moville, Browns Lake, Sloan and Oto Outdoor Warning Systems. Act as a notification and monitoring point for Severe Weather activity for the National Weather Service in Sioux Falls, S.D.

MISSION STATEMENT: To provide all residents of Sioux City, Woodbury County 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.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities Inventory Supplies Miscellaneous

0% 0% 3% 1% 1% 9%

86%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Communications Center Dir. 1.00 1.00 1.00 1.00 1.00 - Communications Operator 19.00 19.00 19.00 19.00 19.00 - Lead Communications Oper. 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 -

364 FY 2013 HIGHLIGHTS:

• Priority Dispatch software will be updated to the Paramount version, the latest version of software, and all of the communications operators were trained on the software. • The system was implemented in rural Woodbury County, using the case entry, key questions, post-dispatch, and pre-arrival instructions. The Woodbury County rural departments are now instructed in proper code response to help reduce red light FY 2013 GOALS:and siren response to non-emergency medical calls. • The Communications Center is continuing the accreditation process of the Commission on Accreditation for Law Enforcement Agencies (CALEA) Public Safety Communications. • Continue to capture statistical data to include the number of Priority One Emergency Medical dispatch calls that are being provided to the public and emergency responders. • Implemented a new DSS Logging recorder, purchased with E911 funds. • Property Inventory control system will be put in place to inventory the communications equipment used by the Communications Center, system wide.

FY 2015 GOALS:

• Prepare the department for the CALEA, Public Safety Communications Accreditation team onsite visit. • Receive accreditation from CALEA.

WCICC COMMUNICATIONS CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Phone Activity Number of wireless 911 calls 24,876 29,372 39,266 42,881 45,630 received Number of wire line 911 calls 15,954 14,280 10,769 9,459 8,401 received Total combined 911 calls received 40,830 43,652 50,035 52,340 54,031 Number of administrative phone calls 265,180 255,501 247,523 226,397 213,090 both in and out bound Computer Aided Dispatch “CAD CALLS” Police/Fire/EMS Priority One Calls 21,966 23,450 24,184 23,517 22,551 Average time to dispatch a priority 1.34 1.09 1.12 1.32 1.47 one call in minutes Total CAD activity all agencies 223,891 216,667 214,041 207,259 211,863 Total CAD call activity percentage Sioux City with Siouxland 81% 82% 81% 82% 84% Paramedics Sergeant Bluff 2% 2% 2% 3% 2% Woodbury County Agencies 15% 15% 15% 14% 12% North Sioux City 2% 1% 2% 1% 2% Emergency Medical Dispatch “EMD” Performance EMD calls in compliance N/A N/A N/A N/A 91%

365 WCICC COMMUNICATION CENTER

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,803,332 $ 1,836,755 $ 1,827,250 $ 1,881,761 54,511$ 3.0% General Services 16,459 15,428 21,927 19,067 (2,860) (13.0%) Services Related to Property 32,514 59,031 64,944 64,941 (3) (0.0%) Supplies 5,731 14,938 14,534 15,299 765 5.3% Utilities 2,855 2,637 3,591 3,101 (490) (13.6%) Inventory Supplies 384 465 900 900 - 0.0% Miscellaneous 142,065 171,418 188,956 188,956 - 0.0% Total Expenditures $ 2,003,340 $ 2,100,672 $ 2,122,102 $ 2,174,025 51,923$ 2.4%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Local Government Payments 694,543$ 717,430$ 713,330$ 725,904$ 12,574$ 1.8% Refunds and Reimbursements 18,848 21,091 18,848 18,848 - 0.0% Property Taxes 1,289,949 1,362,151 1,389,924 1,429,273 39,349 2.8% Total Revenue $ 2,003,340 $ 2,100,672 $ 2,122,102 $ 2,174,025 51,923$ 2.4%

366 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 Sr. Systems Systems IT Manager Analyst Analyst Supervisor

IT Specialist Systems Network Help Desk Analyst Specialist

367 WCICC INFORMATION TECHNOLOGY

DEPARTMENT OVERVIEW: WCICC-IT oversees the technology infrastructure for the City of Sioux City and Woodbury County and offers centralized IT services for both government agencies. The department’s primary purpose is to work in partnership with all City and County departments to provide efficient technology solutions to advance each agency’s strategic goals, optimize services to citizens and businesses, and streamline departmental processes.

The department’s services include, but are not limited to, network architecture, application development and administration, internet development and administration, Geographic Information Systems (GIS) development and administration, help desk, desktop, mobile device management, County telecommunications and back-office support.

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.

FY 2015 Budget Employee Compensation General Services Services Related to Property Supplies Utilities Inventory Supplies Miscellaneous

0% 0% 3% 1% 1% 9%

86%

PERSONNELL COMPLEMENT: (in Full Time Equivalents) FY 11 FY 12 FY 13 FY 14 FY 15 Difference Administrative Assistant 1.00 1.00 1.00 1.00 1.00 - Information Services Dir. 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 Manger 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 2.00 2.00 2.00 3.00 3.00 - Total FTE 13.00 13.00 13.00 14.00 14.00 -

368 FY 2013 HIGHLIGHTS:

• Upgraded the E911/Business Continuity AS400/iSeries server at The Security Institute. • Completed our Enterprise Core-to-Edge Switch Forklift upgrade - 100 Devices. • Organized and applied cable management to many of our technical closets. • Completed several custom applications including Fire Inspections (significant revenue

generator). • Created mobile device development platform. • Approaching approximately 200 mobile devices supported.

FY 2015 GOALS:

• Upgrade the bandwidth, accessibility and management of our Internet Facilities. • Replace or upgrade our messaging platform. • Replace downtown data center heating, ventilation, and air conditioning system. • Change out the oldest wireless systems and replace with fiber facilities as

opportunities arise. • Enhance the core network-to-server switch fabric by a factor of 10.

WCICC INFORMATION TECHNOLOGY PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Number of City Facilities 15 18 22 26 27 Connected to Fiber Number of Physical Servers 43 39 34 31 26 Number of Virtual Servers 16 27 59 77 83 Redundancy to Networked 4 4 6 6 9 Buildings Traffic Intersections on Network 15 15 15 51 64 Number of Desktops/Laptops 933 1,014 1,040 1,074 1,063 Supported Number of Clients Supported 944 952 957 1,002 1,009 Number of Work Orders 1,202 1,095 1,004 887 801 Submitted Number of Work Orders 1,161 1,110 1,014 853 807 Completed

369 WCICC INFORMATION TECHNOLOGY

FY14 FY15 Approved Approved EXPENDITURES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Employee Compensation $ 1,259,786 $ 1,244,136 $ 1,316,962 $ 1,390,877 73,915$ 5.6% General Services 35,163 30,208 43,509 38,430 (5,079) (11.7%) Services Related to Prop. 411,224 425,197 477,139 468,837 (8,302) (1.7%) Supplies 34,531 148,567 31,970 31,970 - 0.0% Miscellaneous 81,939 43,849 85,100 85,100 - 0.0% Total Expenditures $ 1,822,643 $ 1,891,957 $ 1,954,680 $ 2,015,214 60,534$ 3.1%

FY14 FY15 Approved Approved FUNDING SOURCES: FY12 Actual FY13 Actual Budget Budget $ Change % Change Local Government Paymts. $ 1,719,623 $ 1,794,519 $ 1,897,116 $ 1,956,826 59,710$ 3.1% Refunds and Reimb. 103,020 97,438 57,564 58,388 824 1.4% Total Revenue $ 1,822,643 $ 1,891,957 $ 1,954,680 $ 2,015,214 60,534$ 3.1%

370