Proposed fiscal year 2014 Sioux City operating budget

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

January 24, 2013 Honorable Mayor and City Council: On behalf of our dedicated City Team, we present the Mayor and City Council and Residents of Sioux City the Proposed Fiscal Year 2014 Operating Budget. Our primary consideration in developing this budget was the ongoing commitment to providing Sioux City residents with quality, cost-effective services in a safe and attractive community. The FY 2014 budget is the result of months of tireless effort from your City staff. It represents a determination to make a positive difference in the future well-being of the Sioux City community in a challenging budget climate. Internally, departments undertook serious and tough actions to re-structure operations, curtail costs, and absorb inflation. The Proposed Budget severely challenges the status quo in order to identify where and how the City can do more with less in all City operations. Overall, it seeks to reprioritize limited resources to meet citizen expectations that the City will continue to provide the best and most essential public services. The successes of our Economic Development activities have eased the burden. The City sales tax budget has increased 8.4%, from $11.14 million in FY 2013 to $12.08 million in this proposed FY 2014 budget. In addition, investment in Tax Increment Financing (TIF) areas increased by $25.5 million in the FY 2014 Proposed Capital Improvement Program (CIP). This investment will ultimately result in significant increases in taxable valuation. The City of Sioux City continues to experience the financial impacts of inadequate State funding assistance. The City’s Road Use Tax fund has been significantly subsidized with property taxes in recent years and is still unable to provide the basic street infrastructure investments it should. In addition, over the last 3 years, mandated contributions to the State administered Police and Fire Pension System have increased $1.77 million. At the federal level, the Affordable Health Care Act may prove to be particularly challenging. While City staff is continuing to assess possible options, for now, all part-time employees have been reduced to no more than 29 hours per week effective January 1, 2013. If an employee’s average hours exceed 29 per week over the calendar year and was not offered health insurance benefits, the City would face a fine that could exceed $1.5 million.

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Litigation outcomes have contributed to this year’s budget challenges. Personal injury lawsuits, commercial property valuation appeals, and workers’ compensation claims have resulted in increases to operating expenditures or decreases to revenues. This, coupled with inadequate State funding, a sluggish national economy, and increased service delivery costs have resulted in a challenging budget year. This Proposed Operating Budget seeks to minimize costs to residents while preserving essential services and promoting economic development. It includes all operating funds and is in compliance with Iowa State law, as well as City Council adopted fiscal policies. After four consecutive years with decreased tax levy rates, the Proposed Operating Budget, as presented, reflects a 1.3% increase in the rate, from $15.99 in FY 2013, to $16.20 in FY 2014. The impact to the typical homeowner is an increase of $43, with $32 attributed to the state mandated rollback. Taxes on $100,000 of commercial/industrial property would increase $21 per year. The City’s efforts to improve operations and lower costs did not start, nor do they end, with approval of the annual budget. It is necessary to put into place the means to ensure that taxpayers receive the maximum value from their government for each dollar spent. During the course of each year, City staff continues to focus on ways to reduce costs and improve services. In keeping with our ongoing cost reduction efforts, the FY 2014 Proposed 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. One aspect of this effort is the merger of technology efforts into a single technology services group in an effort to concentrate expertise and achieve an economy of scale.

Consolidation – The City will continue to review programs and services to determine if redundancies exist or if consolidations can produce cost-savings, first internally within the City organization, and second with other local governments. This proposed budget includes the consolidation of our Public Works and Utilities departments, which will provide considerable cost savings.

Fees for Services – In an effort to reduce general property taxes, considerable

efforts have been applied in recent years to ensure that users of services pay appropriately for those services. We strongly recommend continued analysis and implementation of all appropriate fees in order to relieve property tax payers.

Inter-Governmental Collaboration/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 inter-governmental or the private sector are best able to provide service.

Improved Performance Measurement – Represents a commitment to expanding

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

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Sioux City’s on-going commitment to sound financial management practices has helped to establish strong financial ratings which will continue to assist us in the future. Investments in our community and responsible management of our resources have shown to be beneficial to our community, both in quality of life and financial health. The budget process for the City of Sioux City is not an annual procedure but is a daily, continuous progression that is conducted throughout the year. The City continually monitors its sources of revenues and expenditures so as to enable frequent and thorough analysis. Adjustments up to and including employee reductions occur throughout the year. The FY 2014 Proposed 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 Proposed FY 2014 Operating Budget is ultimately our residents and making a positive difference in their lives. The City will make every effort to invest in the economy and responsibly manage our resources to make Sioux City a prominent community in which to live, work, and raise a family. In the following weeks, public hearings will be held to gather input from our residents. The meetings will be effectively advertised, reviewed at twice weekly City media conferences, televised, and live streamed at sioux-city.org. The public budget sessions will include interactive discussions of the proposals, a review of historical information and current trends, and a preview of upcoming or ongoing budget issues. Input gathered at these public meetings will greatly assist you with your adoption of the Approved FY 2014 City of Sioux City Operating Budget. We sincerely thank each of you for your continued support and guidance. I also wish to express my tremendous appreciation to the City Leadership Team, the Finance and Administrative Services Department, and our dedicated staff for their tireless work in the development of the proposed budget. We look forward to working with you, our residents, business and not for profit leaders, and our dedicated Sioux City staff during the financial plan adoption process. Respectfully submitted,

Paul Eckert City Manager

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Overview of Proposed FY 2014 Operating Budget Fiscal Year 2014 Proposed Budget The City of Sioux City FY 2014 Proposed Operating Budget is $175,567,113, an increase of 1.89% from the Adopted FY 2013 Operating Budget. The increase is primarily due to increases in employee wages and benefits, debt service costs and increased utility costs. The City-wide budget is made up of various fund groups. Taxes fund approximately 22% of the total budget, charges for services fund 25%, and a variety of other revenue sources make up the remaining budget. Fees for services are reviewed annually to ensure the amount charged is sufficient to cover the cost of providing these user-fee based types of services. Other revenue sources are also maximized whenever possible before the City levies property taxes.

FY 2014 Proposed Budget

General Fund 29%

Special Revenue Funds*

17% Capital Funds less than 1%

Debt Service Funds 16%

Enterprise Funds 20%

Internal Service Funds 16%

Trust Funds 2%

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FY 2014 Departmental Allocation of Operating Taxes

As illustrated above, 71% of the operating tax funds are devoted to the Police and Fire Departments. The remainder primarily supports our libraries, parks and recreation, art center/museum/symphony, and convention center/auditorium/tourism. The proposed FY 2014 General Fund Budget has increased 1.5% totaling $48,350,771. The development of the FY 2014 Proposed Operating Budget addressed many challenges, some of which are listed on the following pages.

Art Ctr & Museum & Symphony

3%

Community Development

3% Environmental Services

1% Events Facilities

3%

Library 6%

Public Safety 71%

Public Works 1%

Parks & Recreation

9%

Transportation 3%

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The FY 2014 Proposed Operating Budget includes a tax levy amount proposed to increase 1.3%, for a tax levy rate of $16.20 per thousand dollars of valuation. Residential property taxes are proposed to increase $43, with $32 of the increase attributed to the State mandated roll-back factor. Commercial and industrial property taxes, which were not affected by the rollback provision, will see an increase of $21 per $100,000 of taxable valuation.

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

$500$600$700$800$900

$1,000$1,100$1,200$1,300$1,400$1,500$1,600$1,700$1,800$1,900

Impact of Taxes on the Residential Property Tax Owner in Sioux City

City Taxes Total Taxes

$0.000

$2.000

$4.000

$6.000

$8.000

$10.000

$12.000

$14.000

$16.000

$18.000

$20.000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

CITY

SCHOOL

COUNTY

OTHER

History of Property Tax Allocations

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A Balanced Budget The FY 2014 Proposed 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 2014 Targeted Budget Proposal:

Department

FY 2014 Budget Reductions

Airport $169,809 Art Center 7,564 City Council 4,137 City Manager 2,589 Community Development 50,613 Economic Development 14,204 EFAB 214,444 Finance/Administrative Services 140,943 Fire 196,661 Human Resources 8,383 Human Rights 1,658 Legal 3,990 Library 30,079 Museum 7,400 Police 321,866 Public Works 553,629 Transit/Fleet/Purchasing 180,308 WCICC - IT 11,129 WCICC - Communications Center 5,597

Other Reductions/Revenue Increases Overtime reductions 75,000 Salary adjustments 135,447 Severance pay reductions 250,000 Health insurance premium reductions 275,000 Enterprise payments in lieu of taxes 350,000 Use of fund balances 991,000

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Personnel FY 2014 Proposed Operating Budget The FY 2014 Proposed Budget includes the 776 full time equivalents (FTE). Including the Proposed FY 2014 Operating Budget, 109 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 134 without the elimination of the treatment contract.

Year

Full-Time Positions

Part-Time/Seasonal 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 654 128 782 FY 2014 648 128 776*

* Includes WWTP employees. The WWTP transitioned from a contracted operation to a City-operated facility in 2011.

Personnel costs include salaries and benefits, including health, life, and disability insurance, employer share of FICA and IPERS, and MFPRSI retirement contributions. Personnel costs account for approximately 83% of budgeted expenditures within the General Fund in FY 2014. 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, 2013. Police Confidential, Supervisory and Management, Fire Confidential, Supervisory and Management, and other General Confidential, Supervisory, and Management employees specified in Chapter 20 of the Code of Iowa are excluded from the unions and their respective agreements. Salaries and benefit appropriations for these employees will be determined by the City Council upon the recommendation of the City Manager. Currently the City has reached an agreement with AFSCME and AFSCME Airport units.

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Retirement Contributions: The Iowa Public Employees’ Retirement System (IPERS) increased the combined contribution rate by .26% in FY 2014. With a 60/40 split between employer and employee, the employer share will increase from 8.67% in FY 2013 to 8.93% in FY 2014. 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 2014 has been set at 30.12% and the employee contribution is currently fixed at 9.40%. The FY 2014 rate reflects an increase of 15.3%. As a result of the unusual increase and unbalanced contribution formula, the Iowa League of Cities is currently advocating for legislative changes to the system. Other Benefits: Health insurance premiums decreased 4% and dental premiums increased 4% in FY 2014. Long-Term Fiscal Outlook Sioux City has maintained and occasionally increased services provided to residents while minimizing any increase in property taxes on a typical home. These service level increases were possible as a result of increased efficiency and creativity, use of grant revenues, sales tax revenues, 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 the current economic conditions in the Nation and the State, Sioux City continues to have a relatively low unemployment rate and a foreclosure rate that is lower than the national average. 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.

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Iowa’s Property Tax Rollback In addition to the State-imposed property tax rate limit on the General, Emergency, and Transit levies, two provisions in the Iowa Code further restrict the City’s ability to generate sufficient revenues to cover on-going expenses. Property tax rollback provisions in the Iowa Code restrict growth in taxable value of each property class to 4% annually. In addition, the taxable value of residential property is further limited because its total assessed value is tied to the total assessed value of agricultural property in the State. All taxable property is valued in compliance with State law every two years, subject to an equalization action of the Iowa Department of Revenue. All property, except railroad and utility, is assessed at the local level. Classes of property are defined as residential, agricultural, commercial, industrial, and utilities. The independently governed assessor provides the actual valuation (100%) as of January 1 in a calendar year for taxes payable in the succeeding fiscal year, i.e. valuations made as of January 1, 2012, are for taxes payable in the FY 2013 – 2014 (July 1, 2013 – June 30, 2014). 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 52.82% in FY 2014. During the same time period, the rollback for commercial property has not dropped below 97.4%. All other property tax classes in most recent years have remained at 100% with the exception of utilities, which were rolled back to 97.2% in 1996. Because the residential rollback has artificially suppressed growth in residential valuations, the property tax burden has been shifted to other property classes and property tax rates are expected to increase moderately. However, much of the increase is offset by the rollback. In FY 2014, operating property taxes are proposed to increase from $38.1 million to $38.4 million (0.71%). The taxable valuation of property will decrease from $2.32 billion to $2.27 billion (1.88%). With this proposed budget, taxes on a typical $98,750 home will increase by $43. The taxes on a typical business are expected to increase $21 per $100,000 of taxable valuation.

Ten Year History of Rollback (all numbers are percents)

Fiscal Year 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 Residential 51.6676 51.3874 48.4558 47.9642 45.9960 45.5596 44.0803 45.5893 46.9094 48.5299 50.7518 52.8166 Agricultural 100 100 100 100 100 100 90.1023 93.8568 66.2715 69.0152 57.5411 59.9334 Commercial 97.7701 100 99.2570 100 99.1509 100 99.7312 100 100 100 100 100 Industrial 100 100 100 100 100 100 100 100 100 100 100 100 Utility 100 100 100 100 100 100 100 100 100 100 100 100

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Property Class Assessed Values (as a % of Total)

Property Class

100% Assessed

Value

Taxable Assessed

Value Residential 73.61% 59.69% Commercial 23.74% 36.46% Industrial 1.15% 1.77% Railroads .35% .54% Utilities .77% 1.19% Agricultural .38% .35% Total 100.00% 100.00%

Financial Forecasting Sound financial planning is vital to our success. The City’s goal in financial planning is to maintain the public’s trust and confidence through long-term financial forecasting, a balanced budget, sufficient cash reserves to absorb cyclical variations in revenues without reductions in services, investor confidence in the City’s bond value, and stable tax levies. Long-term monitoring of revenues and expenditures helps to avoid recurrence of budget shortfalls, subsequent service reductions, and employee layoffs. The FY 2014 Proposed 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 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 General $8.1000 $8.1000 $8.1000 $8.1000 $8.1000 $8.1000 Symphony .0241 .0235 .0226 .0220 .0209 .0213 Band .0145 .0141 .0136 .0131 .0125 0127 Transit .4398 .4107 .3624 .3286 .3396 .3842 Insurance .5818 .5444 .3348 .2757 .2620 .2717 Emergency .2700 .2700 .2700 .2700 .2700 .2700 Auditorium .1350 .1350 .1350 .1350 .1350 .1073 Leased Civic Ctr .4127 .2176 .1349 .1461 .1577 .1530 Employee Benefit 7.2770 3.9778 3.8604 3.5825 3.1316 2.8659 Debt Service 1.4573 4.1581 4.0666 3.7844 3.5604 4.0170 Total $18.7122 $17.8512 $17.3003 $16.6574 $15.9897 $16.2031

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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 two years. Emergency Levy The State of Iowa allows for the Emergency Levy in instances where a city has reached the $8.10 General Fund Levy and has additional taxation needs. A city may establish an Emergency Fund and may certify taxes not to exceed twenty-seven cents per thousand. This levy can only be used if a city is at the maximum General Fund Levy of $8.10. Debt Service Levy The City’s Debt Service Levy is used to fund the annual payments on the money the City has borrowed to fund the Capital Improvement Plan and other purposes. Section 384.4 of the Code of Iowa states, “A city shall establish a Debt Service Fund and shall certify taxes to be levied for the Debt Service Fund in the amount necessary to pay”:

1. Judgments against the city, except those authorized by State law to be paid from other funds.

2. Interest as it becomes due and the amount necessary to pay, or to create a sinking fund to pay, at maturity of all general obligation bonds issued by the city or to pay, or to create a sinking fund to pay, amounts as due on loans received through the Iowa community development loan program.

3. Payments required to be made from the Debt Service Fund under a lease or lease-purchase agreement.

4. Payments required to be made from the Debt Service Fund under a loan agreement. This levy is unlimited.

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.

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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.

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 $12.08 million in Local Option Sales Taxes in FY 2014. The chart below represents the allocation of the Local Option Sales Tax.

Total for FY 2013 - 2014

$12,079,000

10% Economic

Development $1,207,900

10% City Facility

Projects $1,207,900

60% Property Tax

Reduction $7,247,400

20% Infrastructure

Projects $2,415,800

Local Option Sales Tax Allocation

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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

Investments in Tax Increment Financing (TIF) areas increased by $25.5 million in FY 2014. These investments will ultimately result in significant increases in taxable valuation. Between FY 2001 and FY 2014, the TIF release grew from $65,857,413 to $336,692,267. 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

Specific Fund Performance Issues

City $4,541,937

School $4,668,134

County $2,110,300

Other $364,570

$- $100,000,000 $200,000,000 $300,000,000 $400,000,000 $500,000,000 $600,000,000 $700,000,000 $800,000,000

TIF Value TIF Value after Release

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Road Use Fund The State shared revenues from gasoline taxes and vehicle registrations are provided to cities for the purpose of funding road improvements and maintenance. Road Use Tax revenues have not kept pace with the costs associated with providing these services. In recent years, the fund had projected insufficient balances to finance operations in excess of collected revenue. The FY 2014 Road Use Fund budget deficit was balanced with $653,975 of revenue generated by the RedFlex and speed camera systems. 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. The approved rate structure will provide adequate revenues to fund the Water Treatment Plants operations for FY 2014. Stormwater Fund In FY 2014, 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 support the Stromwater 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 2014. It is expected that the cash balance will sustain the fund until the end of FY 2014.

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The Budget Process

Departments prepare and enter budget

requests

Finance reviews and

estimates revenues

City Manager reviews budget

requests

Finance and City Manager

balance requests

Proposed Budget is prepared

City Council reviews and gives

direction on Proposed Budget

Proposed Budget is published

Budget Hearing is held and Budget is approved

Finance prepares final

Budget document

Budget is certified to the County Auditor

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Budget Calendar By July 1st 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 5th 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 26th 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 25th 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.

By May 31st 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.

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FISCAL YEAR 2013 - 2014

PROPOSED OPERATING BUDGET

CITY OF SIOUX CITY, IOWA

Page

BUDGET SUMMARIES

Organizational Chart 1

Schedule of City Officials 2

City of Sioux City Fiscal Policy 3

Net Operating Expenditures 5

Summary of Funds 6

Number of City Employees 7

Full-Time Personnel 8

Full-Time Personnel Changes 9

Part-Time Personnel Changes 10

Tax Levies 11

Where Property Taxes Go 12

Sales Tax Allocations 13

Property Tax Levies - All Overlapping Governments 14

Property Tax Levies - Graphic 15

Assessed and Taxable Valuations 16

Worksheet for Debt Capacity and Bonded Indebtedness 17

Financial Plan - Debt Capacity 18

City Indebtedness 20

Economic Indicators - Large Iowa Cities 21

Monthly Utility Charges 22

OPERATING BUDGETS BY DEPARTMENT

Airport 23

Art Center 37

City Council 41

City Manager 45

Community Development 49

Economic Development 69

Events Facilities Advisory Board (EFAB) 79

Finance and Administrative Services 97

Fire 125

Human Resources 149

Human Rights 155

Legal 159

Library 163

Museum 181

Police 189

Public Works 223

Purchasing/Fleet/Transit 283

WCICC Communication Center 305

WCICC Information Center 309

TABLE OF CONTENTS




City Council

Organizational Chart

Citizens of Sioux City

City Council

City Manager

Police Fire Finance/

Admin Service & Com Dev.

Human Resources

Fleet & Transit

Economic Development

Public Works

Events Facility

City Attorney

Boards and Commissions

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

Board of Adjustments* Building and Housing Code Board^* Civil Service Commission* 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

Airport Board Art Center Board Library Museum Parking and Skywalk Board

1

SCHEDULE OF CITY OFFICIALSJanuary 1, 2013

Elected Officials Term Expires

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

Council Appointed Officials Date of Appointment

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

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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

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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.

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NET OPERATING EXPENDITURESFY 2013-2014 Proposed Budget

Total Net Expenditures $148 Million

The City's Operating Budget includes a number of separate funds. The General Fund Budget, which provides most of the tax supported services, is one third of total City operating expenditures. The enterprise funds include the Water, Sewer and Solid Waste Utilities, the Parking System, the Skyway System and the Airport. These represent one fourth of the operating expenditures. Debt Service accounts for less than twenty percent of total operating expenditures. Other funds include the Convention Center, Auditorium and Tourism (EFAB) fund, the Road Use Tax fund, Transit, Housing and Community Development funds which represents one fourth of the operating expenditures. Internal Service funds and transfers are excluded from net operating expenditures.

General 33%

Enterprises 24%

Debt 18%

Other Funds 25%

5

SUMMARY OF FUNDS FY 2014 PROPOSED OPERATING BUDGET

Beginning TotalFund Name Balance Tax $s/1,000 Other Revenue Total Revenue Transfer In Total Resources Expenditures Transfer Out Disbursements End BalanceGeneral101 General Fund - 20,006,420 - 15,212,883 35,219,303 17,869,220 53,088,523 48,350,711 4,737,812 53,088,523 - 102 CC Maint Levy - 244,039 - - 244,039 - 244,039 - 244,039 244,039 - 103 CC Lease Levy - 347,990 - - 347,990 - 347,990 - 347,990 347,990 - 121 Accrued Salaries - - - - - 200,000 200,000 - - - 200,000 122 Eng/Prop - - - 2,485,343 2,485,343 188,332 2,673,675 2,431,856 241,819 2,673,675 - 123 Library Restricted 41,316 - - - - - 41,316 41,316 - 41,316 -

Special Revenue 201 Emergency - 614,131 - - 614,131 - 614,131 - 614,131 614,131 - 203 Main St SSMID - 115,092 - - 115,092 191,908 307,000 307,000 - 307,000 - 204 Employee Benefits - 6,518,781 - - 6,518,781 - 6,518,781 793,957 5,724,824 6,518,781 - 205 Transit System - - - 3,553,132 3,553,132 873,917 4,427,049 4,113,769 313,280 4,427,049 - 206 Transit Non-FTA - - - 197,656 197,656 144,380 342,036 342,036 - 342,036 - 211 City Sales Tax - - - 12,079,000 12,079,000 - 12,079,000 - 12,079,000 12,079,000 - 212 Sales Tax Economic Dev. - - - - - 1,207,900 1,207,900 - 988,759 988,759 219,141 220 Storm Water 30,339 - - 1,391,900 1,391,900 - 1,422,239 55,800 1,366,439 1,422,239 - 221 CCAT Operations (693,219) - - 6,729,820 6,729,820 1,376,487 7,413,088 8,006,307 - 8,006,307 (593,219) 230 Road Use Tax - - - 8,275,305 8,275,305 864,646 9,139,951 9,086,626 53,325 9,139,951 - 242 Voucher Sec 8 40,367 - - 5,203,494 5,203,494 - 5,243,861 5,220,861 23,000 5,243,861 - 246 Voucher Sec 8 - - - - - - - - - - - 250 Community Development - - - 1,276,259 1,276,259 - 1,276,259 1,276,259 - 1,276,259 - 251 UDAG - - - - - - - - - - - 252 Emergency Shelter Grant - - - 150,637 150,637 - 150,637 150,637 - 150,637 - 255 Home Program - - - 376,184 376,184 - 376,184 376,184 - 376,184 - 256 Continuum of Care Grant - - - - - - - - - - -

Capital 301 Misc Improvements - - - - - 10,559,786 10,559,786 - - - 10,559,786 302 Urban Renewal Admin (6,143) - - 25,191 25,191 606,075 625,123 625,123 - 625,123 - 309 Misc Improvements Reserve 991,000 - - - - - 991,000 - 991,000 991,000 -

Debt Service 401 Debt Service 1,897,475 10,623,971 - - 10,623,971 14,964,116 27,485,562 26,626,069 97,676 26,723,745 761,817 421 Highland Tax Increment - - - - - - - - - - - 422 CBD Tax Increment (751,993) 3,743,182 - 1,000,000 4,743,182 - 3,991,189 485,680 4,904,233 5,389,913 (1,398,724) 423 Floyd Valley Tax Increment 311,368 1,325,000 - - 1,325,000 - 1,636,368 123,761 1,447,090 1,570,851 65,517 424 Donner Tax Increment 1,010,618 6,700,000 - - 6,700,000 - 7,710,618 254,495 5,713,935 5,968,430 1,742,188 426 Teton Tax Increment 505,848 990,000 - - 990,000 300,000 1,795,848 - 1,710,851 1,710,851 84,997 427 Hoeven Tax Increment 109,877 400,000 - - 400,000 - 509,877 - 483,212 483,212 26,665 460 Special Assessments - - - 8,000 8,000 - 8,000 - 29,003 29,003 (21,003)

Enterprise 501 Skyway Operations - - - 282,040 282,040 83,200 365,240 365,240 - 365,240 - 510 Water Fund 5,194,896 - - 15,942,698 15,942,698 1,147,549 22,285,143 12,448,623 6,718,601 19,167,224 3,117,919 519 Water Improvements - - - - - 2,152,250 2,152,250 - - - 2,152,250 520 Sewer Fund 12,238,394 - - 19,161,450 19,161,450 - 31,399,844 14,592,319 4,842,657 19,434,976 11,964,868 529 Sewer Improvements - - - - - 555,000 - - - - - 530 Solid Waste Fund - - - 4,806,535 4,806,535 46,132 4,852,667 4,644,728 130,875 4,775,603 77,064 531 Solid Waste Restricted 5,000 - - - - - 5,000 - 5,000 5,000 - 540 Parking System - - - 1,378,610 1,378,610 62,000 1,440,610 848,718 579,344 1,428,062 12,548 549 Parking Improvements - - - - - - - - - - - 550 Airport System - - - 2,031,924 2,031,924 579,471 2,611,395 2,327,594 349,462 2,677,056 (65,661) 551 Airport Restricted - - - 120,000 120,000 - 120,000 - 64,720 64,720 55,280 559 Airport System Improvements - - - - - - - - - - -

Internal Service - 601 Central Maint Garage - - - 8,813,033 8,813,033 - 8,813,033 8,794,387 18,646 8,813,033 - 605 Comprehensive Insurance 1,989,479 - - 2,543,300 2,543,300 - 4,532,779 2,313,722 - 2,313,722 2,219,057 609 CMG Equipment Replacement 1,706,492 - - 2,699,879 2,699,879 - 4,406,371 3,864,801 541,570 4,406,371 - 610 Health Insurance 7,773,505 - - 12,409,333 12,409,333 - 20,182,838 12,605,752 - 12,605,752 7,577,086

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 - - - 16,000 16,000 - 16,000 16,000 - 16,000 - 722 WCICC/Info Center - - - 1,954,680 1,954,680 - 1,954,680 1,954,680 - 1,954,680 - 723 WCICC/Comm Center - - - 732,178 732,178 1,389,924 2,122,102 2,122,102 - 2,122,102 -

Total 32,394,619 51,628,606 - 130,889,264 182,517,870 55,362,293 269,719,782 175,567,113 55,362,293 230,929,406 38,790,376

Total FY14 BUDGET 38,355,332 237,325,163 143,895,669

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Number of City Employees Part-time

Full-Time and Seasonal TotalYear Positions Positions FTE PositionsFY77 921 97 1018FY96 750 135 885FY97 746 113 859FY98 754 119 873FY99 749 122 871FY00 748 117 865FY01 748 114 862FY02 743 109 852FY03 734 108 842FY04 716 107 823FY05 710 109 819FY06 672 110 782FY07 669 111 780FY08 670 111 781FY09 663 114 777FY10 655 120 775FY11 650 121 771FY12 658 126 784FY13 654 128 782FY14 648 128 776

Net Since 1977 -242

600

650

700

750

800

850

900

950

1,000

1,050

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FULL-TIME PERSONNELFY 2013-2014 Proposed Budget

DEPARTMENT FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 Change

City Manager 3.0 3.0 3.0 3.0 3.0 2.0 2.0 2.0Economic Development 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 Finance/Administrative Services 45.0 46.0 46.0 45.0 44.0 43.0 42.0 40.0Human Resources 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0Legal 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 Total Administration 62.0 63.0 63.0 62.0 61.0 59.0 58.0 56.0 (2.0)

Comm Development 42.0 44.0 44.0 43.0 41.0 39.0 38.0 38.0Public Works 166.0 164.0 161.0 160.0 160.0 182.0 182.0 184.0Fire 117.0 116.0 116.0 116.0 116.0 115.0 115.0 114.0Police 152.0 152.0 150.0 150.0 150.0 148.0 148.0 145.0 Total Direct Operations 477.0 476.0 471.0 469.0 467.0 484.0 483.0 481.0 (2.0)

Airport 16.0 16.0 16.0 14.0 13.0 13.0 13.0 11.0Art Center 8.0 7.0 8.0 8.0 8.0 6.0 6.0 6.0Events Facilities 26.0 26.0 23.0 23.0 23.0 21.0 21.0 21.0Human Rights 2.0 2.0 2.0 2.0 2.0 1.0 1.0 1.0Library 24.0 24.0 24.0 23.0 23.0 23.0 23.0 23.0Museum 6.0 6.0 6.0 6.0 5.0 5.0 5.0 5.0Transit 48.0 50.0 50.0 48.0 48.0 46.0 44.0 44.0 Total Boards and Commissions 130.0 131.0 129.0 124.0 122.0 115.0 113.0 111.0 (2.0)

Grand Total City Employees 669.0 670.0 663.0 655.0 650.0 658.0 654.0 648.0 (6.0)

Employees under 28E Agreement with Woodbury CountyJurisdiction FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 ChangeWCICC - City 21.5 21.5 21.5 21.5 21.0 21.0 21.0 21.8WCICC - 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 38.3 37.8 37.8 37.8 38.5 0.8

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Department Adds Deletions

Airport Airport Director Airport Worker IAirport Worker IIAirport Worker III

Community Development Plans Examiner Building InspectorPlanner Transportation Planner

Finance/Admin Services Lead Water Service Worker Customer Service Field SupervisorCustodianMaintenance Worker

Fire Fire Fighter

Library 2 Library Services Associates 2 Lead Library Services AssociatesLibrarian Administrative Librarian

Police Lead Record Technician Records Shift Supervisor 2 Police Officers Police Sergeant

Public Works Auto Equipment Operator I (5402) Auto Equipment Operator I (5204)Maintenance Worker (5204) Maintenance Worker (5402)Utility Worker (5602) Maintenance Worker (5602)WWTP Electrician WWTP Shift SupervisorWWTP Lead Operator WWTP Plant OperatorWWTP Maintenance Mechanic WWTP Electrician/Instrumentation TechAdministration Assistant (5301) Administration Assistant (6001)Compliance Technician Utilities DirectorSenior Civil EngineerSafety Officer

Transit Purchasing/Fleet/Transit Manager Airport/Transit/Fleet Director

WCICC-IT Fiber Technician

Totals 20 25Net -5

FULL-TIME PERSONNEL CHANGESFY 2014 Proposed Budget

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Department Adds Deletions

Airport .5 Airport Worker I1.25 Airport Worker II.25 Clerical Assistant

Community Development .5 Administrative Secretary (7601) .5 Administrative Secretary (7101).65 Nuisance Abatement Officer .65 Seasonal Laborer

EFD .5 EFAB Bureau Attendant I3.19 EFAB Laborer

Finance/Admin Services .9 Custodian .25 Water Service Worker.5 Maintenance Worker .3 Parking Meter Attendant

Public Works .88 Public Works Financial Analyst .65 Lifeguard II

Totals 5.43 6.04Net -0.61

PART-TIME PERSONNEL CHANGESFY 2014 Proposed Budget

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TAX LEVIES

FY 2010-11 FY 2011-12Fund Approved Approved $1,000 $ per Th $1,000 $ per Th $1,000 $ per Th $1,000 $ per ThGeneral** 18,108 8.47 18,538 8.41 19,461 8.39 19,132 8.40

Emergency 577 0.27 595 0.27 626 0.27 614 0.27

Auditorium 289 0.14 297 0.14 313 0.14 244 0.11

Civic Center 288 0.13 322 0.15 366 0.16 348 0.15

Transit 774 0.36 724 0.33 787 0.34 874 0.38

Empl Benefits 8,248 3.86 7,891 3.58 7,259 3.13 6,519 2.87

Debt Service 9,815 4.07 9,357 3.78 9,271 3.56 10,624 4.02

Total 38,099 17.30 37,724 16.66 38,083 15.99 38,355 16.20

Tax Base ($1,000) 2,136,515 2,202,767 2,318,090 2,274,559

TYPICAL RESIDENCE 98,750 98,750 98,750 98,750Rollback Factor 46.91% 48.53% 50.75% 52.82%Taxable Value*** 41,474 43,073 45,266 47,306Estimated City Taxes $717 $717 $724 $767

Increase (Decrease) in City Taxes $0 $0 $7 $43

TYPICAL BUSINESS 100,000 100,000 100,000 100,000Rollback Factor 100.00% 100.00% 100.00% 100.00%Taxable Value 100,000 100,000 100,000 100,000Estimated City Taxes $1,730 $1,666 $1,599 $1,620

Increase (Decrease) in City Taxes ($55) ($64) ($67) $21

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

FY 2013-14FY 2012-13ProposedApproved

The proposed tax levy for FY 2014 is projected to increase 1.33% from FY 2013 rate. Due to changes to State mandated rollback factor, taxes on the typical residence will increase by $32 and raising the levy rate will increase taxes on the typical residence $11. Taxes on Commercial and Industrial properties will increase $21 per $1,000 of taxable value.

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WHERE PROPERTY TAXES GOFY 2013-2014 Proposed Budget

Total Property Taxes $38,355,332

Property Tax Property Tax % % Total % TotalDollars Dollars Increase Taxes Taxes

FY13 Approved FY14 Proposed (Decrease) FY13 FY14Art Ctr & Museum & Symphony 1,035,701$ 1,046,485$ 1.0% 2.78% 2.73%Community Development 753,335 745,798 -1.0% 2.02% 1.94%Debt Service 6,580,842 7,941,270 20.7% 17.7% 20.7%Environmental Services 319,149 390,936 22.5% 0.86% 1.02%Events Facilities 1,131,083 1,044,610 -7.6% 3.04% 2.72%Library 1,914,923 1,874,308 -2.1% 5.15% 4.89%Public Safety 21,949,634 21,596,527 -1.6% 58.98% 56.31%Public Works 1,364 201,101 14642.5% 0.00% 0.52%Recreation 2,621,663 2,640,382 0.7% 7.04% 6.88%Transportation 906,891 873,917 -3.6% 2.44% 2.28%TOTAL 37,214,584$ 38,355,332$ 3.1% 100.0% 100.0%

Art Ctr & Museum & Symphony

3%

Community Development

2%

Debt Service 21%

Environmental Services

1%

Events Facilities 3%

Library 5%

Public Safety 56%

Public Works 0%

Recreation 7%

Transportation 2%

The proposed property tax levy rate is $16.20, a 1.33% increase. The taxes on commercial and industrial will increase $21 per $100,000 of valuation. Changes in the State mandated rollback, 52.8166% for FY 2014 and 50.7518% in FY 2013, will cause residential taxes to increase $32 on a typical residence of $98,750 and the levy rate change will increase the typical residence taxes $11, for a total increase of $43.00

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SALES TAX ALLOCATIONSIn FY 2013-2014 Proposed Budget

PROPERTY TAX REDUCTIONGeneral Fund Tax Reduction $7,247,400 $7,247,400

INFRASTRUCTURE PROJECTS

Annual Bridge Repair 110,000Annual School Assistance - Infrastructure 200,000Infrastructure Reconstruction 1,095,800Resurfacing Annual 1,010,000 2,415,800

CITY FACILITIES PROJECTSCity Operations Facility Deficit 215,900City-Wide Roof Maintenance 60,000Fire Station Major Repair/Maintenance 42,000 Maintenance on City Buildings 750,000Repair City Buildings 140,000 1,207,900

ECONOMIC DEVELOPMENTCity Marketing 91,671Convention Center 550,000Economic Development Reserve 219,141Siouxland Initiative 60,000Tourism Bureau 129,867Welcome Center $157,221 $1,207,900

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.

$12,079,000

FY 2013-2014 $11,300,000

60% Property Tax

Reduction $7,247,400

20% Infrastructure

Projects $2,415,800

10% City Facilities

Projects $1,207,900

10% Economic

Development $1,207,900

FY 2012-2013 $779,000

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PROPERTY TAX LEVIESAll Overlapping Governments

FiscalYear City School County W.I.T. Assessor Ag Ext State Total1997 14.97059 14.60141 6.82155 0.53266 0.29212 0.06620 0.00500 37.289531998 15.30439 15.21554 6.64317 0.60796 0.41087 0.06487 0.00500 38.251801999 13.98384 14.99384 6.11533 0.59515 0.46362 0.05982 0.00500 36.216602000 13.94690 13.64809 6.27007 0.55951 0.52601 0.05807 0.00500 35.013652001 14.40724 14.69557 6.31704 0.60985 0.53943 0.05698 0.00500 36.631112002 14.40683 14.43527 6.86754 0.62121 0.45003 0.05432 0.00500 36.840202003 16.00121 15.77004 6.92037 0.94432 0.52006 0.05407 0.00400 40.214072004 16.43302 16.15094 7.10894 0.54141 0.58235 0.05262 0.00400 40.873282005 17.78712 17.01647 7.65983 0.57204 0.43134 0.05442 0.00400 43.525222006 17.97073 17.49975 7.69141 0.69873 0.42649 0.05377 0.00400 44.344882007 18.25452 16.76848 7.77784 0.70282 0.48714 0.05134 0.00400 44.046142008 18.47293 17.51915 8.00383 0.73555 0.48519 0.12472 0.00350 45.344872009 18.71217 17.76214 7.95215 0.82762 0.48519 0.13117 0.00350 45.873942010 17.85116 17.61048 7.93277 0.82137 0.49164 0.13340 0.00300 44.843822011 17.30037 17.75511 7.98491 0.81778 0.44205 0.12907 0.00340 44.432692012 16.65736 17.11553 7.73783 0.77869 0.42863 0.12498 0.00320 42.846222013 15.98968 17.18950 7.44984 0.77849 0.39159 0.12687 0.00330 41.92927

APPORTIONMENT OF PROPERTY TAXES

FiscalYear City School County W.I.T. Assessor Ag Ext State Total1997 40.15% 39.16% 18.29% 1.43% 0.78% 0.18% 0.01% 100.00%1998 40.01% 39.78% 17.37% 1.59% 1.07% 0.17% 0.01% 100.00%1999 38.61% 41.40% 16.89% 1.64% 1.28% 0.17% 0.01% 100.00%2000 39.83% 38.98% 17.91% 1.60% 1.50% 0.17% 0.01% 100.00%2001 39.33% 40.12% 17.25% 1.66% 1.47% 0.16% 0.01% 100.00%2002 39.11% 39.18% 18.64% 1.69% 1.22% 0.15% 0.01% 100.00%2003 39.79% 39.22% 17.21% 2.35% 1.29% 0.13% 0.01% 100.00%2004 40.20% 39.51% 17.39% 1.32% 1.42% 0.13% 0.01% 100.00%2005 40.87% 39.10% 17.60% 1.31% 0.99% 0.13% 0.01% 100.00%2006 40.52% 39.46% 17.34% 1.58% 0.96% 0.12% 0.01% 100.00%2007 41.44% 38.07% 17.66% 1.60% 1.11% 0.12% 0.01% 100.00%2008 40.74% 38.64% 17.65% 1.62% 1.07% 0.28% 0.01% 100.00%2009 40.79% 38.72% 17.33% 1.80% 1.06% 0.29% 0.01% 100.00%2010 39.81% 39.27% 17.69% 1.83% 1.10% 0.30% 0.01% 100.00%2011 38.94% 39.96% 17.97% 1.84% 0.99% 0.29% 0.01% 100.00%2012 38.88% 39.95% 18.06% 1.82% 1.00% 0.29% 0.01% 100.00%2013 38.13% 41.00% 17.77% 1.86% 0.93% 0.30% 0.01% 100.00%

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

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City 38.13%

School 41.00%

County 17.77%

W.I.T. 1.86%

Assessor 0.93%

Ag Ext 0.30%

State 0.01%

Apportionment of Property Taxes

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Job CertificatesSioux City Sioux City

Assessment Fiscal Assessed Taxable Increment Increment Year Year Value Value Value Value 1999 2000/01 2,796,185,833 1,701,564,033 325,851,836 9,575,5442000 2001/02 2,888,264,905 1,791,096,453 281,087,631 1,340,8002001 2002/03 3,074,044,828 1,794,740,971 294,542,688 1,568,1542002 2003/04 3,110,454,871 1,867,352,055 263,585,157 1,568,1542003 2004/05 3,163,918,615 1,863,171,716 260,998,298 1,050,3832004 2005/06 3,224,114,339 1,911,069,060 235,928,786 1,050,3382005 2006/07 3,403,676,775 1,954,409,502 236,628,264 1,050,3382006 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$ 370,223,380$ -$

ASSESSED AND TAXABLE VALUATIONS

-2%

0%

2%

4%

6%

8%

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Assessment Year

Percent Increase/Decrease Over Prior Year

Assessed

Taxable

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

16

DEBT CAPACITYTAXABLE 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 Est 2012 2,644,151,791 3,855,397,649 192,769,882 FY 15 Est 2013 Est 2,683,814,068 3,932,505,602 196,625,280 FY 16 Est 2014 Est 2,724,071,279 4,011,155,714 200,557,786 FY 17 Est 2015 Est 2,764,932,348 4,091,378,828 204,568,941 FY 18 Est 2016 Est 2,806,406,333$ 4,173,206,405$ 208,660,320$

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 2014 - 2018 Capital Improvements Program

WORKSHEET FOR DEBT CAPACITY AND BONDED INDEBTEDNESS


Proposed

17

PERCENT OF

FISCAL DEBT OUTSTANDING DEBT CAPACITYYEAR CAPACITY* JULY 1 ** JULY 1 **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 192,769,882 129,988,353 67.4% 62,781,529 32.6%FY 15 Est 196,625,280 143,250,880 72.9% 53,374,400 27.1%FY 16 Est 200,557,785 140,969,180 70.3% 59,588,605 29.7%FY 17 Est 204,568,941 152,576,426 74.6% 51,992,515 25.4%FY 18 Est 208,660,320$ 137,575,578$ 65.9% 71,084,741$ 34.1%

Note: Debt capacity shown at start of fiscal year.* Assumes a 2% annual increase after FY 2014.** Debt capacity projections based on assumptions for five year plan.

UNUSED DEBT CAPACITY

ESTIMATED PROJECTION **

City of Sioux City, IowaFY 2014 - 2018 Capital Improvements Program

Proposed

FINANCIAL PLAN DEBT CAPACITY

18

PERCENT OFBOND ISSUE PRINCIPAL OUTSTANDING DEBT CAPACITYAND NOTES PAYMENTS 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%40,628,353 19,130,000 62,625,062 32.5% 129,988,353 67.5%32,685,362 19,422,835 49,519,002 25.7% 143,250,880 74.3%17,764,672 20,046,372 55,656,099 28.3% 140,969,180 71.7%31,795,084 20,187,839 47,981,360 23.9% 152,576,426 76.1%

6,451,500 21,452,347 66,993,363 32.7% 137,575,578 67.3%-$ 21,222,497$ 92,307,238$ 44.2% 116,353,081 55.8%

UNUSED DEBT CAPACITYAFTER BOND ISSUE

AND PRINCIPAL PMTS.

FINANCIAL PLAN DEBT CAPACITY

ESTIMATED PROJECTION **

City of Sioux City, IowaFY 2014 - 2018 Capital Improvements Program

Proposed

19

Prj # Interest Issue Date Type Original Amount

Final

Maturity

Outstanding

Principal

911142 3.5% - 3.62% Dec-03 Corporate Purpose 6,315,000$ 2014 1,260,000

911143 3% - 3.5% Dec-03 Corporate Purpose 6,085,000$ 2015 1,200,000

911144 3.5% - 4% Dec-04 Corporate Purpose 5,140,000$ 2015 1,535,000

911146 3.13% - 3.63% Dec-04 Corporate Purpose 14,755,000$ 2015 4,425,000

911147 4% - 4.13% Dec-05 Corporate Purpose 4,330,000$ 2016 1,720,000

911149 3.5% - 4% Dec-05 Corporate Purpose 12,990,000$ 2016 5,190,000

911150 4% - 4.13% Dec-05 Corporate Purpose (Taxable) 1,830,000$ 2016 720,000

911151 4% Dec-06 Corporate Purpose 8,755,000$ 2017 4,375,000



911154 5% Dec-07 Corporate Purpose (Taxable) 10,990,000$ 2018 6,590,000

911156 3.25% Apr-08 Refunding 13,440,000$ 2013 1,205,000

911158 3% - 5% Apr-09 Corporate Purpose 9,435,000$ 2021 7,710,000

911159 2% - 4% Apr-09 Corporate Purpose 5,550,000$ 2021 4,500,000

911161 1.55% - 2.5% Apr-09 Refunding 7,330,000$ 2014 2,825,000

911162 3% - 3.38% Apr-10 Corporate Purpose 13,750,000$ 2022 11,450,000

911163 2% - 4% Apr-10 Corporate Purpose UR) 5,625,000$ 2022 4,685,000

911164 1% - 4.35% Apr-10 Corporate Purpose (Taxable) 2,080,000$ 2020 1,660,000

911165 2% - 3% Apr-10 Refunding 4,580,000$ 2015 2,710,000

911166 2% - 4% May-11 Corporate Purpose 23,425,000$ 2021 21,925,000

911167 2% - 2.35% Jun-12 Corporate Purpose 9,635,000$ 2022 9,635,000

911167 .8% - 2.4% Jun-12 Coporate Purpose 4,840,000$ 2022 4,840,000

916012 3.25% Jul-95 Sewer Capital Loan Note SRL 1,422,000$ 2016 286,000

916013 3.25% Jul-95 Sewer Capital Loan Note SRL 1,363,000$ 2016 377,000

916033 3.25% Apr-02 Sewer Capital Loan Note SRL 8,000,000$ 2023 4,975,000

916039 3.25% Jul-05 Sewer Capital Loan Note SRL 31,000,000$ 2027 24,873,000

916041 3.25% Mar-08 Sewer Capital Loan Note SRL 15,000,000$ 2028 13,275,000

916043 3.25% May-09 Sewer Capital Loan Note SRL 38,600,000$ 2029 35,822,431

916032 3.25% May-02 Water Capital Loan Note SRL 13,736,000$ 2023 8,543,000

916037 3.25% Jan-04 Water Capital Loan Note SRL 11,264,000$ 2024 7,537,000

916038 3.25% Jul-06 Water Capital Loan Note SRL 6,000,000$ 2026 4,639,000

916040 3.25% Apr-10 Water Capital Loan Note SRL 10,807,000$ 2030 10,415,000

916044 3.25% Nov-10 Water Capital Loan Note SRL 9,193,000$ 2031 8,859,000

916047 3.25% Sep-11 Water Capital Loan Note SRL 30,618,000$ 2032 29,267,983

0% Jun-07 CEBA Loan 25,000$ 2013 1,196

Totals 361,818,000$ 257,360,610$

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

Debt Chargeable Against Debt Limit 108,491,196$ 56.33%

Available Debt Limit 84,122,219$ 44%

CITY INDEBTEDNESSas of January 1, 2013

20

Tax RateCity Taxable Value** $s per Thousand

Waterloo $2,290,335,896 18.205050 Council Bluffs $2,349,585,815 17.850400

Iowa City $2,946,951,863 17.268640 Des Moines $6,440,220,679 16.919820

Davenport $3,947,966,201 16.780000 SIOUX CITY $2,318,091,866 15.989680

Cedar Rapids $5,687,145,890 15.216210 Dubuque $2,108,760,803 10.784770

Ames $2,239,846,934 10.721250

Taxable ValueCity Population per Capita Taxes per Capita

Iowa City 67,862 $43,426 $750Cedar Rapids 126,326 $45,020 $685Council Bluffs 62,230 $37,756 $674

Davenport 99,685 $39,604 $665Waterloo 68,406 $33,482 $610

Des Moines 203,433 $31,658 $536SIOUX CITY 82,684 $28,036 $448

Ames 58,965 $37,986 $407Dubuque 57,637 $36,587 $395

City Sq Miles Taxes per Sq MileIowa City 24 2,085,650

Des Moines 77 1,411,494 Cedar Rapids 72 1,200,733

Ames 22 1,112,788 Council Bluffs 40 1,056,450

Davenport 65 1,020,753 Dubuque 28 821,029 Waterloo 62 672,511

SIOUX CITY 56 661,885

City% of Debt

Capacity Used% of Debt

Capacity Unused Debt LimitDebt Capacity

in UseDubuque 80.10% 19.90% $177,667,991 $142,315,881

Cedar Rapids 65.09% 34.91% $433,321,494 $282,045,000Davenport 63.82% 36.18% $297,663,843 $189,966,525

Des Moines 63.40% 36.60% $558,198,015 $353,891,464SIOUX CITY 53.29% 46.71% $186,844,264 $99,576,761

Waterloo 49.02% 50.98% $187,351,502 $91,838,065Council Bluffs 37.14% 62.86% $218,891,681 $81,298,412

Iowa City 33.18% 66.82% $226,982,027 $75,320,000Ames 26.20% 73.80% $172,669,198 $45,240,000

ECONOMIC INDICATORSFY 2012-2013

** Does not include TIF Values

21

MONTHLY UTILITY CHARGESTypical Residential Customer (8 ccf per month)

Large Iowa Cities

City Water Tax Sewer Solid Waste Storm Sewer TotalDavenport $39.39 $3.54 $36.58 $13.40 $6.30 $99.21Iowa City $27.34 $1.91 $36.08 $15.50 $3.00 $83.83SIOUX CITY $25.69 $1.80 $34.54 $13.90 $0.83 $76.76

Des Moines $24.24 $1.45 $33.50 $13.00 $8.84 $81.03Ames $29.33 $2.05 $26.34 $0.00 $3.00 $60.72Cedar Rapids $25.71 $1.54 $25.48 $17.55 $4.78 $75.06Dubuque $21.28 $1.49 $27.36 $11.69 $5.60 $67.42Council Bluffs $22.48 $1.57 $17.24 $16.00 $0.00 $57.29

$0.00

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

$70.00

$80.00

$90.00

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

Cos

t per

Mon

th

Comparison of Water and Sewer Rates

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

22

Sioux Gateway Airport Organizational Chart

Sioux Gateway Airport Board of Trustees

Airport Director

Airport Operations Supervisor

Terminal Area

Airport Worker I

Airport Operations Area

Airport Worker III

Airport Worker II

Commercial/ Residential

Airport Worker III

Safety/Security

Coordinator

PT Clerical Assistant Seasonal Labor

Administrative Assistant

23

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

52%

14%

18%

6% 7% 1% 2%

FY 2014 BudgetEmployee CompensationGeneral ServicesServices Related to PropertyGeneral SuppliesUtilitiesInventory SuppliesMiscellaneous

0123456789

1011121314151617

FY10 FY11 FY12 FY13 FY14

Full Time Equivalents

24

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

Completed startup of new EAS service with American Airlines beginning April 3, 2012, with two fights a day to Chicago

Approved a new lease for Aviation Consultant Expert Solutions (ACES) to begin a new aircraft repair facility at the airport. They began service in January 2012.

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.

Approved a new five year lease with Tyson Aviation for their hangar that was previously a land lease which was originally with IPB. The original lease expired this year.

Master Plan update continues with completion of Airport Layout Plan. Final copies will be submitted for FAA approval. The work is being completed using an FAA grant that pays 95% of the total cost.

Increased Landside development with one new tenant, all commercial buildings are currently leased. Residential housing reached full capacity during the summer of 2012.

Received a Small Community Air Service Grant from the USDOT for marketing American Airlines new service to Chicago.

Airport runway 17/35 feasibility study was completed and submitted to FAA regarding the proposed design of Runway 17/35. The runway project will be scheduled over several phases to spread out the cost for FAA funding and local airport funds. Initial design is planned to begin in FY2014

Cancelled the move of former 27 flags Gold Course buildings to the airport due to bids coming in higher than anticipated. A new capital project will be planned for adding General aviation hangars in the CIP budget.

Completed projects included airfield joint sealing, installation of new cable for gate security access, installation of new fence north and south of the terminal, replacement of Gates 10 and 12 and repaving the terminal employee parking lot.

Staff received delivery of a new runway broom in February 2012, under an FAA grant that paid 95% of the total cost.

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 Completed demolition of three duplexes for the South Bridge street right of way and

several old airfield buildings. Staff completed painting three airfield buildings including two hangars and the air

freight building.

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 Western Iowa Tech and the city to develop a new flight school program based in Sioux City with a two year program that leads into a four year degreed program with University of North Dakota or another national four year university.

Complete Master Plan Update and start implementing changes noted in Master Plan.

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. Complete airport street sign and fire hydrant replacement program.

25

AIRPORT PERFORMANCE MEASURES:

FY 2009 FY 2010 FY 2011 FY 2012

NET Operating Expense (Total annual Expense less Revenue)

$321,884 $274,018 $420,328 $265,641

Total Annual Enplanements 33,504 28,040 27,505 28,274

Net Cost per enplaned passenger $9.60 $9.77 $15.28 $9.39

Proposed new performance measures for the airport to report next year include, Employee hours worked as a percentage of total hours available, Cost per inch of snow removed, Cost per deicing occurrence.

26

EXPENDITURES: FY11 Actual FY12 Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdministration 273,979$ 357,017$ 312,950$ 411,016$ 98,066$ 31.3%Landing Field 763,273 845,654 895,842 975,903 80,061 8.9%Hangar 12,196 67,451 13,164 12,122 (1,042) (7.9%)Terminal Building 543,686 490,469 580,066 420,741 (159,325) (27.5%)Residential 368,878 190,509 253,324 245,799 (7,525) (3.0%)Commercial 29,667 42,080 83,278 8,447 (74,831) (89.9%)Parking 136,706 115,361 143,290 140,308 (2,982) (2.1%)Restaurant 2,543 75,731 - 79,900 79,900 100.0%Total Expenditures 2,130,928$ 2,184,272$ 2,281,914$ 2,294,236$ 12,322$ 0.5%

FUNDING SOURCES: FY11 Actual FY12 Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances 418,858$ 267,111$ 280,811$ 142,312$ (138,499)$ (49.3%)Concessions and Comm 118,499 189,149 119,214 197,500 78,286 65.7%Contributions 2,476 1,604 2,000 - (2,000) (100.0%)Enterprise Fees 433,777 447,178 485,948 486,055 107 0.0%Federal Gov't Oper Grants 49,224 130,088 108,000 87,719 (20,281) (18.8%)Other 4,437 18,460 4,000 7,800 3,800 95.0%Rentals and Leases 1,103,657 1,130,682 1,261,941 1,345,850 83,909 6.6%State Gov't Oper Grants - - 20,000 27,000 7,000 35.0%Total Revenue 2,130,928$ 2,184,272$ 2,281,914$ 2,294,236$ 12,322$ 0.5%

AIRPORT SUMMARY

27


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 172,101$ 233,355$ 197,393$ 277,223$ 79,830$ 40.4% A)General Services 93,745 116,306 97,614 123,614 26,000 26.6% B)Serv Related to Property 2,735 2,877 2,102 2,498 396 18.8% C)General Supplies 5,198 4,479 10,141 7,681 (2,460) (24.3%) D)Miscellaneous 200 - 5,700 - (5,700) (100.0%) E)Total Expenditures 273,979$ 357,017$ 312,950$ 411,016$ 98,066$ 31.3%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances 263,874$ 344,040$ 279,695$ 368,961$ 89,266$ 31.9%Contributions 2,476 1,604 2,000 - (2,000) (100.0%) F)Enterprise Fees 5,822 7,457 11,055 11,055 - 0.0%Other Revenue 1,807 3,916 200 4,000 3,800 1900.0% G)State Gov't Oper Grants - - 20,000 27,000 7,000 35.0% H)Total Revenue 273,979$ 357,017$ 312,950$ 411,016$ 98,066$ 31.3%

Personnel Complement (in Full Time Equivalents)

FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAirport Admin Assistant 1.00 1.00 1.00 1.00 1.00 - Airport Director 1.00 - - - 1.00 1.00 Part TimeAirport Admin Secretary 0.50 - - - - - Clerical Assistant - 0.50 0.50 0.50 0.75 0.25

Total FTE 2.50 1.50 1.50 1.50 2.75 1.25

ADMINISTRATION 8901

Notes: A) Salaries and related benefits increased $58,867 due to the payroll allocation for the Airport Director being coded 100% to the Airport rather than 50% as in the prior year and also due to an increase in the hours for the part-time Clerical Assistant. Iowa Public Employees' Retirement System increased $5,779 due to a .26% increase in the State required contribution rate from 8.67% to 8.93% and the increase in the salaries. Health and dental insurance premiums increased $14,556 and deferred compensation increased $1,218, also due to the increase in the allocation percentage for the Director. B) Promotions increased $27,000 for air service marketing. There is a corresponding $27,000 budget for an Iowa Department of Transportation grant to cover these services. City business decreased $4,550 and advertising decreased $2,000 based on history. Property and building content insurance premiums increased $5,950 due to an increase in the premium amount. C) Central Maintenance Garage lease charges increased $396 based on the current year charges. D) Office supplies decreased $1,800 and operating supplies decreased $660 based on history. E) Budget for contribution to other agencies was not entered in FY 2014, in the previous year the budget was $5,700. F) The $2,000 decrease is due to removal of budgets for reimbursements of costs and miscellaneous revenue, decreases of $1,500 and $500 respectively, due to no activity. G) Sale of scrap metal increased $3,800 based on history. H) State operating grants increased $7,000 to reflect a budget of $27,000 for the estimated amount of the Commercial Air Service Marketing Grant for FY 2014.

28


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 397,421$ 406,493$ 434,566$ 504,515$ 69,949$ 16.1% A)General Services 5,209 6,391 12,860 12,910 50 0.4%Serv Related to Property 217,137 317,672 237,735 268,064 30,329 12.8% B)General Supplies 78,520 53,323 96,600 97,100 500 0.5%Utilities 64,986 61,775 96,614 75,847 (20,767) (21.5%) C)Inventory Supplies - - 17,467 17,467 - 0.0%Total Expenditures 763,273$ 845,654$ 895,842$ 975,903$ 80,061$ 8.9%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances 532,521$ 608,890$ 634,542$ 714,603$ 80,061$ 12.6%Enterprise Fees 230,712 233,398 260,000 260,000 - 0.0%Other Revenue 40 3,366 1,300 1,300 - 0.0%Total Revenue 763,273$ 845,654$ 895,842$ 975,903$ 80,061$ 8.9%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAirport 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 TimeAirport 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 7.03 8.28 1.25

LANDING FIELD 8902

Notes: A) Salaries and related benefits increased $62,509 due to the allocation of two part-time Airport Worker II positions being transferred to this division from Terminal Building and Commercial Property divisions. Iowa Public Employees' Retirement System increased $5,956 due to a .26% increase in the State required contribution rate from 8.67% to 8.93% and the increase in the salaries. Workers' compensation insurance premiums increased $14,632 due to large claims experienced City-wide in FY 2012. Health insurance premiums decreased $8,408 due to a 4% decrease in the premiums and employee election changes. Optout cash back increased $2,456 due to employee election changes. Contract overtime decreased $1,500 and education and training decreased $5,500 based on history. B) Equipment lease increased $2,500 based on history. Central Maintenance Garage (CMG) lease charges increased $10,798 based on the current year monthly charges. Maintenance contracts increased $2,100 and landfill fees decreased $2,500 as these amounts were combined for the Gill Hauling contract. Increase of $17,431 for equipment repair and maintenance CMG is based on an average of FY 2011 and FY 2012 activity. C) Gas utility decreased $12,796 based on history. Electric utility decreased $1,537 based on FY 2011 activity increased by 8%. Fuel and oil decreased $6,434 based on an estimated 5,110.4 gallons at $3.85 per gallon and 6,972.7 gallons at $4.00 per gallon.

29


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 4,066$ 26,436$ -$ -$ -$ 0.0% Serv Related to Property 7,574 40,785 10,500 11,000 500 4.8% General Supplies - - 500 500 - 0.0% Utilities 556 230 2,164 622 (1,542) (71.3%) A)Total Expenditures 12,196$ 67,451$ 13,164$ 12,122$ (1,042)$ (7.9%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances (232,729)$ (225,198)$ (269,504)$ (306,885)$ (37,381)$ (13.9%)Rentals and Leases 244,925 292,649 282,668 319,007 36,339 12.9% B)Total Revenue 12,196$ 67,451$ 13,164$ 12,122$ (1,042)$ (7.9%)


No positions are assigned to this division

HANGAR 8903

Notes: A) Electric utility decreased $1,471 based on FY 2011 activity increased by 8%. B) Hanger and ramp rent revenues increased $36,339 due to an increase in the monthly rental amounts and new contract with Aviation Consultant Expert Solutions for hangar rent. Rental amounts were increased to achieve budget target.

30


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 318,878$ 272,057$ 341,430$ 238,057$ (103,373)$ (30.3%) A)General Services 104,200 91,603 110,780 42,868 (67,912) (61.3%) B)Serv Related to Property 51,674 71,787 65,156 70,156 5,000 7.7% C)General Supplies 15,672 12,546 12,200 15,700 3,500 28.7% D)Utilities 51,056 42,476 50,500 53,960 3,460 6.9% E)Inventory Supplies 2,206 - - - - 0.0%Total Expenditures 543,686$ 490,469$ 580,066$ 420,741$ (159,325)$ (27.5%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances 68,429$ (53,025)$ 49,916$ (97,294)$ (147,210)$ (294.9%)Concessions and Comm 115,569 138,497 119,214 141,000 21,786 18.3% F)Federal Gov't Oper Grants 49,224 130,088 108,000 87,719 (20,281) (18.8%) G)Other Revenue 15 5,400 - - - 0.0%Rentals and Leases 310,449 269,509 302,936 289,316 (13,620) (4.5%) H)Total Revenue 543,686$ 490,469$ 580,066$ 420,741$ (159,325)$ (27.5%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAirport Worker I 3.00 3.00 3.00 3.00 2.00 (1.00) Airport Worker II 1.00 1.00 1.00 1.00 - (1.00) Part TimeAirport Worker I 0.50 0.50 0.50 0.50 1.00 0.50

Total FTE 4.50 4.50 4.50 4.50 3.00 (1.50)

TERMINAL BUILDING 8904

Notes: A) Salaries and related benefits decreased $69,190 due to the Airport Worker I position being reduced to part-time status and a Worker II position being reallocated to the Landing Field division as a part-time position. Health and dental insurance premiums decreased $28,897 due to the reduction of full-time equivalents. Iowa Public Employees' Retirement System decreased $5,145 due to a the decrease in salaries. B) Security services decreased $68,392 as a result of a decrease in the grant reimbursement amount from the Transportation Security Administration (TSA). The hours for the security officers will be reduced. C) Budget for electric maintenance charges has not previously been entered, amount for FY 2014 is $5,000. D) Janitorial supplies increased $3,000 based on history. E) Gas utility decreased $1,600 based on FY 2011 activity and electric utilities increased $5,060 based on FY 2011 activity increased by 8%. F) Airport car rental commission increased $21,786 based on history and projections for FY 2014. G) Reimbursement from TSA will decrease by $20,281 for FY 2014. H) Loading bridge rental decreased $13,620 based on history.

31


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 98,845$ 80,807$ 123,074$ 123,339$ 265$ 0.2%General Services 3,359 2,425 1,250 2,150 900 72.0% A)Serv Related to Property 41,010 35,972 48,000 42,500 (5,500) (11.5%) B)General Supplies 9,266 4,016 9,500 9,500 - 0.0%Utilities 19,632 18,521 24,500 20,310 (4,190) (17.1%) C)Capital Expenditures 150,000 - - - - 0.0%Miscellaneous 46,766 48,768 47,000 48,000 1,000 2.1% D)Total Expenditures 368,878$ 190,509$ 253,324$ 245,799$ (7,525)$ (3.0%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances 82,775$ (109,766)$ (87,104)$ (94,629)$ (7,525)$ (8.6%)Other Revenue 2,575 5,778 2,500 2,500 - 0.0%Rentals and Leases 283,528 294,497 337,928 337,928 - 0.0%Total Revenue 368,878$ 190,509$ 253,324$ 245,799$ (7,525)$ (3.0%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAirport Worker III 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

RESIDENTIAL PROPERTIES 8905

Notes: A) Advertising increased $900 based on history and to increase the advertising for vacancies in the residential rental units. B) Water and sewer utilities decreased $3,500 and maintenance buildings and grounds decreased $2,000 based on history. C) Gas utility decreased $1,845 based on FY 2011 actual activity and electric utility decreased $2,345 based on FY 2011 activity increased by 8%. D) Property taxes for Sioux Gateway Airport property increased $1,000 based on history.

32


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 19,523$ 26,083$ 75,319$ -$ (75,319)$ (100.0%) A)Serv Related to Property 1,160 7,256 1,500 1,500 - 0.0%Utilities 3,616 5,899 1,751 3,895 2,144 122.4% B)Miscellaneous 5,368 2,842 4,708 3,052 (1,656) (35.2%) C)Total Expenditures 29,667$ 42,080$ 83,278$ 8,447$ (74,831)$ (89.9%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances (2,327)$ 1,725$ 56,314$ (26,942)$ (83,256)$ (147.8%)Rentals and Leases 31,994 40,355 26,964 35,389 8,425 31.2% D)Total Revenue 29,667$ 42,080$ 83,278$ 8,447$ (74,831)$ (89.9%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAirport Worker II 1.00 1.00 1.00 1.00 - (1.00)

Total FTE 1.00 1.00 1.00 1.00 - (1.00)

COMMERCIAL PROPERTIES 8906

Notes: A) Employee compensation decreased $75,319 as the Airport Worker II has been moved to the Landing Field division as a part-time position. B) Electric utility increased $2,180 based on FY 2011 activity increased by 8%. C) Property taxes decreased $1,656 based on the actual taxes paid in FY 2013. D) Commercial property rent increased $8,425 based on an increase in the annual rent and an increase in the number of rental agreements.

33


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances (232,761)$ (233,672)$ (311,445)$ (364,210)$ (52,765)$ (16.9%)Rentals and Leases 232,761 233,672 311,445 364,210 52,765 16.9% A)Total Revenue -$ -$ -$ -$ -$ 0.0%



FARM PROPERTIES 8907

Notes: A) Crop income increased $52,765 due to an increase in the number of acres farmed and the rate charged per acre to achieve budget target.

34


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 69,886$ 70,510$ 80,460$ 126,148$ 45,688$ 56.8% A)Serv Related to Property 59,749 37,131 51,332 14,160 (37,172) (72.4%) A)General Supplies 727 1,172 4,950 - (4,950) (100.0%) A)Utilities 6,344 6,548 6,548 - (6,548) (100.0%) A)Total Expenditures 136,706$ 115,361$ 143,290$ 140,308$ (2,982)$ (2.1%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances (60,537)$ (90,962)$ (71,603)$ (74,692)$ (3,089)$ (4.3%)Enterprise Fees 197,243 206,323 214,893 215,000 107 0.0%Total Revenue 136,706$ 115,361$ 143,290$ 140,308$ (2,982)$ (2.1%)



PARKING 8908

Notes: A) Bank fees increased $1,300 based on history. Central Maintenance Garage lease charges increased $3,328 based on current year activity. Professional services increased $82,080 as all of the parking contract expenses will be accounted for in one expense line instead of spread to various lines. The following were moved to professional services: administrative services $37,692, maintenance machine and equipment $500, maintenance building and grounds $40,000, operating supplies $2,000, janitorial supplies $2,950, and electric utility $6,548. The total amount of the Republic Parking contract for FY 2013 is $129,658 and is estimated to be $122,048 in FY 2014, a decrease of $7,610.

35


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 36$ 36,767$ -$ 37,600$ 37,600$ 100.0% A)Serv Related to Property 43 1,034 - 1,100 1,100 100.0% A)General Supplies 1,054 24,339 - 26,900 26,900 100.0% A)Inventory Supplies 1,410 13,591 - 14,300 14,300 100.0% A)Total Expenditures 2,543$ 75,731$ -$ 79,900$ 79,900$ 100.0%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAirport Fund Balances (387)$ 25,079$ -$ 23,400$ 23,400$ 100.0%Concessions and Comm 2,930 50,652 - 56,500 56,500 100.0% A)Total Revenue 2,543$ 75,731$ -$ 79,900$ 79,900$ 100.0%



RESTAURANT 8909

Notes: A) Restaurant operations were not budgeted in FY 2013. It is now operated by Sioux Gateway Airport staff where previously, Distinctive Gourmet managed the restaurant.

36

Sioux City Art Center Organizational Chart

Sioux City Art Center

Board of Trustees

Art Center Director

Custodians Exhibitions/ Collections Coordinator

Exhibits Curator

Half Association Funded

Publications Coordinator

Desk Attendants

Development Coordinator

Half Association Funded

Administrative Secretary

City Manager Art Center

Association of Sioux City

37

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 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.

80%

3%

6% 1%11%

0%

FY 2014 BudgetEmployee Compensation

General Services

Services Related to Property

Supplies

Utilities

Other

0

1

2

3

4

5

6

7

8

9

10

11



38

FY 2013 HIGHLIGHTS:

FY 2014 GOALS: ART CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Exhibitions 10 9 18 28 Education Classes and Workshops 111 118 124 122 Permanent Collection Accessions 20 34 25 24 Publications 44 14 22 22 Fundraising 620k 594k 620k 685k Art Center Volunteer Hours (counted) 1,725 2,383 1,248 1,545 Attendance/Art Center (counted) 26,412 25,242 26,425 30,093 Attendance/ArtSplash (estimated) 20,000+ 20,000+ 20,000+ 20,000+ ArtSplash Volunteer Hours (estimated)

2,115 2,045 1,777 2,400

Ongoing progress in public art project for Art Center’s front lawn, scheduled to be installed by June 2013 and dedicated on July 13, 2013.

The Art Center exhibition program presented 23 temporary exhibitions and 2 long-term ongoing exhibitions, all supported with educational publications, including didactic panels, labels and publications.

The Art Center education program presented over 200 events, including 84 classes, 112 docent-led tours, 4 workshops for high school students, 33 artful birthday parties, 4 summer art camps, 12 requested workshops, and 2 free annual workshops.

Developed and implemented successful marketing campaign, resulting in increased attendance.

Partnered with Sculpt Siouxland to develop and implement additional public art projects in downtown Sioux City.

Enhanced its position as a community and regional educational resource by introducing a new program featuring free, family-focused publications. These publications, titled Family Guides, are based on the Art Center’s Permanent Collection.

Collaborated with the Public Museum on the Leonardo da Vinci: Man Inventor Genius & Man Artist Genius exhibition by displaying several objects from the exhibition at the Museum’s site.

The Art Center will continue to serve as and enhance its position as a premier

cultural attraction for the citizens of the Sioux City metro area. The Art Center will use its Permanent Collection to position itself as a major

regional educational resource for educators, students, and the 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.

39

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 649,226$ 583,367$ 601,652$ 598,833$ (2,819)$ (0.5%) A)General Services 25,289 19,022 23,867 24,679 812 3.4% B)Services Related to Property 47,768 43,688 47,250 44,020 (3,230) (6.8%) C)Supplies 4,707 4,449 5,954 3,890 (2,064) (34.7%) D)Utilities 79,541 77,851 83,517 85,904 2,387 2.9% E)Total Expenditures 806,531$ 728,377$ 762,240$ 757,326$ (4,914)$ (0.6%)

FUNDING SOURCES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 55,865$ 101,231$ 82,835$ 82,835$ -$ 0.0%Rentals and Leases 4,883 4,023 5,000 5,000 - 0.0%Property Taxes 745,783 623,123 674,405 669,491 (4,914) (0.7%)Total Revenue 806,531$ 728,377$ 762,240$ 757,326$ (4,914)$ (0.6%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAccounting Clerk 1.00 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 Coord 1.00 1.00 1.00 1.00 1.00 - Art Center Director 1.00 1.00 1.00 1.00 1.00 - Art Center Education Specialist 1.00 1.00 - - - - Art Center Exh/Collections Coord. 1.00 1.00 1.00 1.00 1.00 - Art Center Publicist/Coordinator 1.00 1.00 1.00 1.00 1.00 - Part TimeAccounting Clerk - - 0.27 0.05 0.05 - Art Center Desk Attendant 1.36 1.20 1.20 1.20 1.20 - Custodian I - - 1.25 1.25 1.25 - Gallery Attendant 1.00 0.69 - - - - Total FTE 10.36 9.89 8.72 8.50 8.50 -

ART CENTER

Notes: A) Employee compensation decreased $1,437 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $1,568 due to a .26% State mandated increase in the City's contribution rate from 8.67% to 8.93%. Health insurance premiums decreased $3,494 due to a 4% decrease in the premium amount. Dental insurance premiums increased $206 due to a 4% increase in the premium amount. Workers' compensation insurance premium increased $578 due to claims experience. B) Printing in-house decreased $1,500, contract labor decreased $500, and conventions decreased $500 to achieve budget reduction target amount. Property and building content insurance premiums increased $1,787 due to an increase in the premiums. General liability insurance premiums increased $1,525 due to large claims experienced in FY 2012 City-wide. C) Maintenance building and grounds decreased $3,000 to achieve budget reduction target amount. D) Office supplies decreased $1,664 and small tools and instruments decreased $400 to achieve budget reduction target amount. E) Electric utility increased $2,387 based on FY 2011 activity increased by 8%.

40

City Council



City Council

City Manager

Police Fire Finance/

Admin Service & Com Dev.

Human Resources

Fleet & Transit


Public Works

Events Facility

City Attorney

Boards and Commissions

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

Board of Adjustments* Building and Housing Code Board^* Civil Service Commission* 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

Airport Board Art Center Board Library Museum Parking and Skywalk Board

41

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.

51%

19%1%

6%

23%


General Services


General Supplies

Miscellaneous

0

1

2

3

4

5

6



42

FY 2013 HIGHLIGHTS: FY 2014 GOALS:

Oversaw and implemented the 2012 - 2015 Sioux City Strategic Plan. The Strategic Plan has been shared with all Boards and Commissions and their

input solicited. Aggressively lobbied State and Federal Government for funding and support, with

an emphasis regarding issues on transportation and economic development important to Sioux City.

Supported opportunities for new market-rate housing and commercial development.

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

43


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 134,601$ 131,492$ 129,011$ 124,750$ (4,261)$ (3.3%) A)General Services 50,574 37,246 49,012 45,886 (3,126) (6.4%) B)Services Related to Property 2,316 2,756 2,400 2,320 (80) (3.3%) General Supplies 17,901 12,622 15,600 15,450 (150) (1.0%)Miscellaneous 20,250 49,478 13,950 55,613 41,663 298.7% C)Total Expenditures 225,642$ 233,594$ 209,973$ 244,019$ 34,046$ 16.2%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 872$ 158$ -$ -$ -$ 0.0%Sewer Fund 45,128 46,719 41,995 62,493 20,498 48.8%Water Fund 45,128 46,719 41,995 62,493 20,498 48.8%Property Taxes 134,514 139,998 125,983 119,033 (6,950) (5.5%)Total Revenue 225,642$ 233,594$ 209,973$ 244,019$ 34,046$ 16.2%


FY10 FY11 FY12 FY13 FY14 DifferencePart TimeCouncil 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 -

CITY COUNCIL

Notes: A) Group health insurance decreased $2,902 due to a 4% decrease in the City's obligated contribuion. Iowa Public Employees' Retirement System (IPERS) increased $115 due to .26% increase in the City's obligated contribution rate from 8.67% to 8.93% and business expense reimbursement increased $800 based on prior year actual expenditures. Federal Insurance Contributions Act is no longer being paid due to the election of IPERS causing a decrease of $2,526. B) Conventions decreased $3,000 based on prior year actual expenditures. C) Payments to other agencies increased $40,000 for the FY 2014 election. Contribution to agencies increased $1,663 based on prior year actual expenditures.

44

City Manager



City Council

City Manager

Police Fire Community

Development

Finance & Admin. Services

Human Resources

Purchasing Fleet & Transit


Utilities Public Works

Events Facility

45

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.

89%

6%1% 4%


General Services


General Supplies

0

1

2

3

4



46

FY 2013 HIGHLIGHTS:

FY 2014 GOALS: CITY MANAGER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Newsletters Published 4 4 4 2 Approved CIP Budget (mil) $78 $131 $73 $48 Approved Operating Budget (mil) $155 $161 $163 $166 City Full Time Equivalents (FTE’s) 777 775 771 784 Debt Capacity Used 53.52% 53.9% 55.98% 53.41%

Provided leadership and oversight for the implemented 2012 - 2015 Strategic Plan Created new housing developments Invested in infrastructure to attract and retain business Continued to build relationships with federal and state officials in Des Moines and

Washington D.C. Continue to maintain a financially sound government

Achieve Phase 1 build out of current Southbridge Industrial Park

Develop the resources to support economic growth

Partner with the Missouri River Historical Development Inc. (MRHD) and developers to relocate a casino to downtown Sioux City

Provide incentives to encourage additional air service

Implement the International Economic Development Council (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

47


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 359,498$ 295,820$ 295,381$ 278,581$ (16,800)$ (5.7%) A)General Services 25,759 20,200 21,166 18,129 (3,037) (14.3%) B)Services Related to Property 3,810 2,460 3,085 2,596 (489) (15.9%) C)General Supplies 12,622 12,813 5,925 12,914 6,989 118.0% D)Total Expenditures 401,689$ 331,293$ 325,557$ 312,220$ (13,337)$ (4.1%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 460$ 239$ -$ -$ -$ 0.0%Sewer Fund 80,338 66,259 65,111 78,872 13,761 21.1%Water Fund 80,338 66,259 65,111 78,872 13,761 21.1%Property Taxes 240,553 198,536 195,335 154,476 (40,859) (20.9%)Total Revenue 401,689$ 331,293$ 325,557$ 312,220$ (13,337)$ (4.1%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant 1.00 1.00 1.00 1.00 1.00 - Assistant to the City Manager 1.00 1.00 - - - - City Manager 1.00 1.00 1.00 1.00 1.00 - Part TimeAdministrative Secretary 0.75 0.75 0.75 - - -

Total FTE 3.75 3.75 2.75 2.00 2.00 -

CITY MANAGER

Notes: A) Salaries decreased $10,461 for salaries and related benefits. Health insurance decreased $6,776 due to employee elections and a 4% decrease in premiums. Sick leave bonus pay decreased $250 based on prior year actual expenditures and business expense reimbursement increased $600 based on current expenditures. B) Print shop charges decreased $1,900, City business decreased $800, and conventions decreased $600, all based on prior year actual expenditures. C) Central Maintenance Garage (CMG) lease charges decreased $1,189 based on current monthly charges, and equipment repair and maintenance increased $700 based on history and current expenditures. D) Memberships increased to $7,779 after being reduced to $0 in the FY 2013 budget, and operating supplies decreased $1,000 based on prior year actual expenditures.

48

Community Development Organizational Chart

Assistant City Manager

Housing Assistance

Center Division

Housing Services Analysts

Housing Inspector

Admin. Secretaries

Clerical Assistant

Housing Assistance Center Manager

Inspection Services

Code Enforcement Manager

Combo Inspectors

Plans Examiner

Bldg. Inspectors

Plumbing Inspector

Mech. Inspector

Elec. Inspector

Code Enforce. Officers

Technical Clerk

PT Code Enf. Officer

Clerical Assistant

Nuisance Abatement Officer

Planning, Real Estate and Neighborhood Services Division

Senior Planner

Planner

Transportation Planner

CD Specialist

Zoning Officer

Real Estate Officer

Real Estate Technician

NS Supervisor

NS Project Coordinator

NS Project and Finance Coord.

Rehab Technicians

Secretary

Seasonal Laborer

Administrative

Secretary

Community Development Operations Manager

49

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.

37%

2%2%2%

57%


General Services


General Supplies

Miscellaneous

35

36

37

38

39

40

41

42

43

44

45

46



50


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdministration 1,571,477$ 1,271,583$ 919,631$ 682,365$ (237,266)$ (25.8%)Housing Rehabilitation 2,321,811 1,797,269 1,034,871 1,020,958 (13,913) (1.3%)Housing Services 5,171,472 4,877,874 5,307,784 5,353,163 45,379 0.9%Inspection Services 1,410,385 1,295,245 1,286,054 1,278,640 (7,414) (0.6%)Vehicle Code Enforcement 73,420 70,237 76,734 71,270 (5,464) (7.1%)Planning & Real Estate 893,481 745,412 782,028 751,785 (30,243) (3.9%)Total Expenditures 11,442,046$ 10,057,620$ 9,407,102$ 9,158,181$ (248,921)$ (2.6%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAssessments 311,309$ (9,493)$ 139,000$ 142,000$ 3,000$ 2.2%CD Rehabilitation Fund (215,287) (5,934) - - - 0.0%Charges for Services 194,492 184,606 206,650 194,627 (12,023) (5.8%)Community Development Fund 1,185,907 1,903,674 1,374,216 1,177,306 (196,910) (14.3%)Engineering Fund 890 1,914 85,597 91,017 5,420 6.3%Fed Governmental Oper Grants 7,840,584 6,084,202 5,661,840 5,611,913 (49,927) (0.9%)HOME Fund 124,879 143,579 - - - 0.0%Licenses and Permits 546,994 533,610 697,760 697,760 - 0.0%Miscellaneous 105,128 (48,053) 83,425 103,402 19,977 23.9%Mod Rehabilitation Prog Fund - (112) - - - 0.0%Other Housing Program Fund 5,683 2,667 - - - 0.0%Other Revenue 96,165 50,911 154,337 135,037 (19,300) (12.5%)Public Housing Program Fund - (4,862) - - - 0.0%Revolving Fund 11,600 10,000 - - - 0.0%Sewer Fund 3,678 56 - - - 0.0%Tax Increment Admin Fund 132,143 58,639 69,432 68,213 (1,219) (1.8%)VASH Program Fund (64,432) - - - - 0.0%Voucher Program Fund (149,064) (216,818) (15,451) 7,048 22,499 145.6%Water Fund 3,119 56 - - - 0.0%Property Taxes 1,308,258 1,368,978 950,296 929,858 (20,438) (2.2%)Total Revenue 11,442,046$ 10,057,620$ 9,407,102$ 9,158,181$ (248,921)$ (2.6%)

COMMUNITY DEVELOPMENT SUMMARY

51


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 451,276$ 378,429$ 367,918$ 359,775$ (8,143)$ (2.2%) A)General Services 43,126 40,732 66,315 30,756 (35,559) (53.6%) B)Services Related to Property 123,215 121,425 34,431 33,256 (1,175) (3.4%) C)General Supplies 2,440 2,899 9,100 9,100 - 0.0%Utilities - - 225 225 - 0.0%Miscellaneous 951,420 728,098 441,642 249,253 (192,389) (43.6%) D)Total Expenditures 1,571,477$ 1,271,583$ 919,631$ 682,365$ (237,266)$ (25.8%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCD Rehabilitation Fund (60,827)$ (5,867)$ -$ -$ -$ 0.0%Community Develop Fund 377,992 695,341 494,518 377,985 (116,533) (23.6%) E)Fed Governmental Oper Grants 908,403 500,085 337,857 218,563 (119,294) (35.3%) F)HOME Fund 141,538 (63,162) - - - 0.0%Other Revenue 3,242 13,654 - - - 0.0%Tax Increment Admin Fund 95,143 51,199 65,037 63,674 (1,363) (2.1%)Property Taxes 105,986 80,333 22,219 22,143 (76) (0.3%)Total Revenue 1,571,477$ 1,271,583$ 919,631$ 682,365$ (237,266)$ (25.8%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant 1.00 1.00 1.00 - - - Administrative Secretary - - - 1.00 1.00 - Community Development Dir 1.00 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 6.00 5.00 5.00 5.00 -

ADMINISTRATION 7001-7035

Notes: A) Salaries and related benefits decreased $1,778. Health insurance premiums decreased $2,078 due to a 4% premium decrease. Education and training decreased $2,000 and business expense reimbursements decreased $2,802 based on history. Workers' compensation insurance premiums increased $385 due to large claims experienced City-wide in FY 2012 B) An expected reduction in the Housing and Urban Development (HUD) grant amounts for the Community Development Block Grant (CDBG) and HOME Program grant is reflected in the following decreases in the expenses: professional services $35,092 and Print Shop $1,300. C) Central Maintenance Garage lease charges decreased $1,175 based on the current year actual activity. D) Due to the decrease in the amount of HUD grant reimbursements, the following expenses are estimated to decrease: payment to other agencies $176,089 and low interest loans $16,300. E) The HUD CDBG grant amount is estimated to decrease $116,533. F) The HUD HOME program grant is estimated to decrease $119,294.

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FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 387,445$ 369,171$ 420,655$ 439,059$ 18,404$ 4.4% A)General Services 108,744 35,141 37,378 38,311 933 2.5% B)Services Related to Property 5,119 5,441 3,520 2,952 (568) (16.1%) C)General Supplies 909 1,244 4,600 4,600 - 0.0%Utilities 606 591 500 500 - 0.0%Miscellaneous 1,818,988 1,385,681 568,218 535,536 (32,682) (5.8%) D)Total Expenditures 2,321,811$ 1,797,269$ 1,034,871$ 1,020,958$ (13,913)$ (1.3%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCommunity Develop Fund 807,915$ 1,208,333$ 879,698$ 799,321$ (80,377)$ (9.1%) E)CD Rehabilitation Fund (154,460) 618 - - - 0.0%Fed Gov't Oper Grants 1,645,191 656,902 84,173 150,637 66,464 79.0% F)Other Revenue 23,165 (68,584) 71,000 71,000 - 0.0%Total Revenue 2,321,811$ 1,797,269$ 1,034,871$ 1,020,958$ (13,913)$ (1.3%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeRehabilitation Technicians 2.00 2.00 2.00 2.00 2.00 - Part TimeSecretary - - - - 0.50 0.50

Total FTE 2.00 2.00 2.00 2.00 2.50 0.50

HOUSING REHABILITATION 7101-7109

Notes: A) Salaries and related benefits increased $18,496 due to a .50 Secretary being transferred to this division from the Property division. Iowa Public Employees' Retirement System increased $1,851 due to a State mandated .26% increase in the City's match and the increase in salaries. Health insurance premiums decreased $2,762 due to a 4% premium decrease. B) General liability insurance premiums increased $930 due to large claims experienced City-wide in FY 2012. C) Central Maintenance Garage lease charges decreased $568 based on current year activity. D) Community Development Block Grant (CDBG) forgivable loans decreased $102,601 and Emergency Shelter Grant (ESG) payment to other agencies increased $69,919 based on the expected grant amounts for FY 2014. E) CDBG amount is expected to decrease $80,377 for FY 2014. F) ESG amount is expected to increased $66,464 for FY 2014.

53

HOUSING ASSISTANCE CENTER FY 2013 HIGHLIGHTS FY 2014 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.

Sioux City Housing Authority (SCHA) was awarded 1175 Vouchers and 25 Housing and Urban Development (HUD) Veterans Administration Supportive Housing (VASH) Vouchers, 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 100% utilization rate for both voucher and budget authority in FY 2013. This was no easy feat as 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 80% of eligibility for CY 2012. 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, conducting Housing Quality Standards inspections and rent reasonable comparisons for the Homeless Prevention and Rapid Rehousing Program (HPRP), and determining eligibility for the Lead Hazard Control Grant.

SCHA serves approximately 1245 families on the Housing Choice Voucher, HUD-VASH Program, and Tenant Based Rental Assistance (TBRA) Program.

There are approximately 2,454 individuals who have safe and affordable housing as a result of the Housing Choice Voucher Section 8 Program.

SCHA serves approximately 4% of Sioux City’s population. 12% of our program participants are elderly. 26% of our program participants are disabled. 309 private partnership landlords participate in the Voucher Program by renting their

units to low and moderate income families. SCHA infuses approximately $343,000 + monthly into the local economy in rental

assistance payments. SCHA, through the completion of 2,184 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 determine eligibility

and conduct HQS 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.

54

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

55


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 816,124$ 821,806$ 857,409$ 852,251$ (5,158)$ (0.6%) A)General Services 52,801 51,278 47,554 58,852 11,298 23.8% B)Services Related to Prop 8,410 8,796 10,929 13,550 2,621 24.0% C)General Supplies 15,556 17,066 22,600 17,600 (5,000) (22.1%) D)Utilities 1,644 1,702 1,500 1,500 - 0.0%Inventory Supplies 122 135 200 200 - 0.0%Capital Expenditures 13,712 - 1,000 1,000 - 0.0%Miscellaneous 4,263,103 3,977,091 4,366,592 4,408,210 41,618 1.0% E)Total Expenditures 5,171,472$ 4,877,874$ 5,307,784$ 5,353,163$ 45,379$ 0.9%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCD Rehabilitation Fund -$ (685)$ -$ -$ -$ 0.0%Fed Gov't Oper Grants 5,286,990 4,927,215 5,239,810 5,242,713 2,903 0.1% F)HOME Fund (16,659) 206,741 - - - 0.0%Miscellaneous 105,128 (48,053) 83,425 103,402 19,977 23.9% G)Mod Rehabilitation Prog - (112) - - - 0.0%Other Housing Program 5,683 2,667 - 0.0%Other Revenue 3,826 11,781 - - - 0.0%Public Housing Prog Fund - (4,862) - - - 0.0%VASH Program Fund (64,432) - - - - 0.0%Voucher Program Fund (149,064) (216,818) (15,451) 7,048 22,499 145.6%Total Revenue 5,171,472$ 4,877,874$ 5,307,784$ 5,353,163$ 45,379$ 0.9%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 TimeClerical Assistant 0.37 0.37 0.37 0.37 0.37 -

Total FTE 10.37 10.37 10.37 10.37 10.37 -

HOUSING SERVICES 7201-7299

Notes: A) Salaries and related benefits decreased $7,527. Workers' compensation insurance premiums increased $844 due to large claims experienced City-wide in FY 2012. Health insurance premiums decreased $1,117 due to a 4% premium decrease. Dental insurance premiums increased $770 due to a 4% premium increase. Iowa Public Employees' Retirement System increased $1,872 due to a State mandated .26% increase in the City's match.

56

B) HOME Program administrative services have not previously been budgeted, the amount entered in FY 2014 is $10,621. Printing expense increased $3,900, court and recording decreased $200, postage decreased $2,200, advertising decreased $1,000, City business decreased $500, communication cellular decreased $350, and communication equipment purchases decreased $800, all based on history. General liability insurance premiums increased $1,827 due to large claims experienced City-wide in FY 2012. C) Software maintenance increased $6,150 to pay for renewal and update of HAPPY software. Central Maintenance Garage lease charges decreased $3,529 based on current year activity. D) Office supplies decreased $5,000 based on history. E) Housing assistance payments increased $41,618 based on FY 2011 activity. F) Voucher Program grant administrative fees reimbursed from the Housing and Urban Development (HUD) decreased $7,718 based on an average of history. HUD Tenant Based Rental Assistance HOME Program grant amount increased $10,621 based on history. G) Fraud recovery increased $8,477, returned housing assistance payments increased $1,000, and MyPad Program reimbursement of costs increased $10,500, all based on history.

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58

INSPECTION AND PERMIT SERVICES FY 2013 HIGHLIGHTS: FY 2014 GOALS: INSPECTION AND PERMIT SERVICES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Commercial/Trade permits issued 720 1,003 730 2,459 Commercial/Trade inspections 3,900 4,892 4,340 6,272 Residential issued 2,000 2,012 1,937 1,921 Residential/Code Enforce. Inspections

15,100 12,539 12,760 19,674

Commercial/Trade Permit Fees $128,068 $128,075 $143,661 $256,721 Residential permits/Code Fees $292,425 $395,580 $382,193 $337,918

Adopted updated codes: 2009 IRC, 2009 IBC, 2009 IMC, 2009 UPC, 2011 NEC. Established a Building and Housing Code Board. Increased Code Enforcement activities. With the addition of a Code Enforcement

Officer, we have increased our Residential inspections by nearly 7,000 inspections. Placarded 82 structures and removed 42 through repairs and demolitions. Currently we

have 85 structures Placarded. Worked with newly established Building and Housing Code Board to review and

update Building Permit Fees. Expanded enforcement of Weed and Snow enforcement efforts.

Review 2012 International Property Maintenance Code for adoption. Improve Inspector efficiency through technology. Adopt Vacant Property Registration. Expand the role of Building and Housing Code Board to be proactive in Code

development.

59


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,162,414$ 1,037,981$ 1,089,726$ 1,069,621$ (20,105)$ (1.8%) A)General Services 50,899 46,989 48,220 53,849 5,629 11.7% B)Serv Related to Property 119,437 125,867 120,018 122,903 2,885 2.4% C)General Supplies 13,101 8,594 12,290 12,280 (10) (0.1%)Utilities 14,269 14,729 15,500 19,687 4,187 27.0% D)Miscellaneous 50,265 61,085 300 300 - 0.0%Total Expenditures 1,410,385$ 1,295,245$ 1,286,054$ 1,278,640$ (7,414)$ (0.6%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAssessments 311,309$ (9,493)$ 139,000$ 142,000$ 3,000$ 2.2% E)Licenses and Permits 546,994 533,610 697,760 697,760 - 0.0%Other Revenue 52,138 70,973 45,400 26,100 (19,300) (42.5%) F)Property Taxes 499,944 700,155 403,894 412,780 8,886 2.2%Total Revenue 1,410,385$ 1,295,245$ 1,286,054$ 1,278,640$ (7,414)$ (0.6%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeBuilding Inspector 2.00 2.00 2.00 2.00 1.00 (1.00) Code Enforcement Man - - 1.00 1.00 1.00 - Code Enforcement Officer 1.00 1.00 2.00 2.00 2.00 - Combination Inspector 4.00 4.00 3.00 3.00 3.00 - Electrical Inspector 1.00 1.00 1.00 1.00 1.00 - Inspection Serv Div Man 1.00 1.00 - - - - Inspection Serv Super 1.00 1.00 - - - - Mechanical Inspector 1.00 1.00 1.00 1.00 1.00 - Plans Examiner 1.00 1.00 1.00 1.00 2.00 1.00 Plumbing Inspector 1.00 1.00 1.00 1.00 1.00 - Technical Clerk 1.00 1.00 1.00 1.00 1.00 - Part TimeClerical Assistant 0.75 0.75 0.75 0.75 0.75 - Clerical Assistant - - - - 0.65 0.65 Seasonal Laborer 0.65 0.65 0.65 0.65 - (0.65)

Total FTE 15.40 15.40 14.40 14.40 14.40 -

INSPECTION SERVICES 7401-7402

Notes: A) Salaries and related benefits increased $2,114. Workers' compensation insurance premium increased $1,450 due to large claims experienced City-wide in FY 2012. Health insurance premiums decreased $25,230 due to a 4% premium decrease and employee election changes. Dental insurance premiums decreased $822 due to employee election changes. Iowa Public Employees' Retirement System increased $2,503 due to a State mandated .26% increase in the City's match. B) General liability insurance premiums increased $5,600 due to large claims experienced City-wide in FY 2012.

60

C) Central Maintenance Garage (CMG) lease charges increased $12,885 based on current year activity. Equipment repair and maintenance CMG decreased $10,000 to achieve budget target. D) Fuel and oil increased $4,187 based on an estimated 5,113.4 gallons at $3.85 per gallon. E) Snow removal assessments increased $3,000 based on history. F) Reimbursement of costs decreased $19,000 based on history.

61


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 73,146$ 70,038$ 76,466$ 70,856$ (5,610)$ (7.3%) A)General Services 274 199 268 414 146 54.5% B)Total Expenditures 73,420$ 70,237$ 76,734$ 71,270$ (5,464)$ (7.1%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes 73,420$ 70,237$ 76,734$ 71,270$ (5,464)$ (7.1%)Total Revenue 73,420$ 70,237$ 76,734$ 71,270$ (5,464)$ (7.1%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeCode Enforcement Officer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

VEHICLE CODE ENFORCEMENT 7403

Notes: A) Health insurance premiums decreased $6,176 due to employee election changes. B) General liability insurance premiums increased $146 due to large claims experienced City-wide in FY 2012.

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63

PLANNING, NEIGHBORHOOD SERVICES, AND REAL ESTATE FY 2013 HIGHLIGHTS: FY 2014 GOALS:

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. Successful grant award of $100,000 to begin the development of the Rail Study phase

two and the Hoeven Corridor Update Study RFP. Continued collaboration with Engineering staff to acquire the necessary rights-of-way

for numerous public improvement projects. Provided funding for the development of 5 additional housing units at Moos Meadows,

27th and Chambers, and secured funding for an additional 4 housing units to complete Phase II.

Completed the development plans and Preliminary Plat for the 29 acres Northern Valley Crossing Development, Outer Drive and Floyd Boulevard.

Completed the Historic Pearl District Façade Program Round #1 and received Council approval of Round #2 funding. Round #2 applications received, approved, and projects underway.

Completed the Pierce Corridor Façade Program Round #1 and continuing development of Round #2.

Successfully negotiated a Development Agreement and received Council approval for the Moos Creek housing development at 46th and Harrison Streets.

Contracted with Siouxland Habitat for Humanity to construct 4 additional housing units at Riverview Housing.

Invested $677,905 in substantial public improvements in Greenville, Jones Street and Rose Hill urban renewal areas.

Completed the Homelessness Prevention/Rapid Re-housing program which prevented 1,319 people in 546 households from becoming homeless and rehoused 241 people in 108 households.

Successfully negotiated a Development Agreement and received Council approval for the Bishop Heelan Catholic Schools development at 11th and Grandview.

Completed construction of 1620 Ingleside and prepared for closing in 2012. Successfully negotiated a Development Agreement and received Council approval for

the MGD Holdings residential development at the former East Middle/High school site on Morningside Avenue.

Completed rehab on 17 rental units, 17 owner-occupied units, 9 World Changers projects, 7 city-wide emergency repairs, 8 barrier removal projects, and 22 elderly and disabled projects.

Successful completion and close out of the Lead Hazard Control Program grant. Completed 66 housing units and met all program benchmarks.

Successful 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.

Sale of 13 City owned in-fill residential lots to Siouxland Human Investment Partnership.

Funded an additional $100,000 for the MyPad program to provide down payment assistance to approximately 17 families in Sioux City.

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.

64

FY 2014 GOALS CONTINUED: PLANNING, NEIGHBORHOOD SERVICES, & REAL ESTATE PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 Acquired Real Estate for Public Improvement Projects

$1,339,432 $917,124 $438,601

Disposed of Vacated ROW and City Owned Land

$37,727 $32,352 $22,060

Planning and Zoning/Board of Adjustment Applications

85 86 84

Single Family Dwelling Rehabs Completed

15 13 10

Residential Rental Rehabs Completed 6 7 17 Single Family Elderly and Disabled Repairs Completed

47 23 24

Single Family Emergency Repairs Completed

0 3 7

Barrier Removal Projects Completed 15 7 8 Lead Hazard Control Units Completed 19 37 33

Continue zoning ordinance rewrite. Continue Pierce Corridor and Historic Pearl Façade Programs. Continue development of Rail Study Phase Two and the Hoeven Corridor Study. Complete acquisition of real estate for 2014 public improvement projects. Continue to obligate Neighborhood Stabilization Program 3 funds. Meet benchmarks for Lead Hazard Control Program grant Round #2. 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. Complete West 7th Street Plan and coordinate design and reconstruction with

Engineering staff.

65


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 630,481$ 544,692$ 557,819$ 550,378$ (7,441)$ (1.3%) A)General Services 138,502 79,116 72,457 34,105 (38,352) (52.9%) B)Services Related to Property 29,465 23,596 31,832 34,475 2,643 8.3% C)General Supplies 82,251 77,231 76,282 83,567 7,285 9.6% D)Utilities 632 777 - 1,000 1,000 100.0% E)Miscellaneous 12,150 20,000 43,638 48,260 4,622 10.6% F)Total Expenditures 893,481$ 745,412$ 782,028$ 751,785$ (30,243)$ (3.9%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 194,492$ 184,606$ 206,650$ 194,627$ (12,023)$ (5.8%) G)Engineering Fund 890 1,914 85,597 91,017 5,420 6.3% H)Other Revenue 13,794 23,087 37,937 37,937 - 0.0%Revolving Fund 11,600 10,000 - - - 0.0%Sewer Fund 3,678 56 - - - 0.0%Tax Increment Admin Fund 37,000 7,440 4,395 4,539 144 3.3%Water Fund 3,119 56 - - - 0.0%Property Taxes 628,908 518,253 447,449 423,665 (23,784) (5.3%)Total Revenue 893,481$ 745,412$ 782,028$ 751,785$ (30,243)$ (3.9%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Secretary 1.00 - - - - - CD Operations Manager - 1.00 1.00 1.00 1.00 - Community Devel Specialist 1.00 1.00 1.00 1.00 1.00 - Graphics Technician 1.00 - - - - - Planner 1.00 1.00 1.00 1.00 2.00 1.00 Plan/Neighborhood Serv Man 1.00 - - - - - Real Estate Officer 2.00 1.00 1.00 1.00 1.00 - Real Estate Technician - 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 - - - Senior Planner 1.00 1.00 1.00 1.00 1.00 - Transportation Planner 1.00 1.00 1.00 1.00 - (1.00) Zoning Enforcement Officer 1.00 1.00 1.00 1.00 1.00 - Part TimeSeasonal Laborer 0.11 0.11 0.11 0.11 0.11 - Secretary - - - 0.50 - (0.50)

Total FTE 11.11 9.11 9.11 8.61 8.11 (0.50)

PLANNING & REAL ESTATE 7501-7601

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Notes: A) Salaries and related benefits decreased $6,468 as a .50 Secretary was transferred to the Housing Rehab division. Iowa Public Employees' Retirement System increased $861 due to a State mandated .26% increase in the City's match. Health insurance premiums decreased $3,779 due to a 4% premium decrease. Workers' compensation insurance premiums increased $459 due to large claims experienced City-wide in FY 2012. Deferred compensation increased $1,138 due to increase in participation. Cell phone allowance increased $362 based on current year actual activity. B) General liability insurance premiums decreased $38,352 due to the division's aging out of claims. C) Central Maintenance Garage (CMG) lease charges increased $2,643 based on current year activity. D) Memberships increased $7,285 to budget the actual amount that is paid to the Siouxland Interstate Metro Planning Council for the annual member dues. E) Fuel and oil CMG billed increased $1,000 as no budget was entered in FY 2013. Amount is based on history. F) Payment to other agencies increased $4,622. The budget is for the City's share of Geographic Information Systems cost for the City Assessor and System Analyst. G) The Property Office chargebacks decreased $12,023 based on the estimated expenses for FY 2014. H) The Engineering Department chargeback for the Transportation Planner increased $5,420 due to an increase in the expenses.

67




68

Economic Development Organizational Chart


Director


Specialist


Specialist


Specialist


69

ECONOMIC DEVELOPMENT DEPARTMENT OVERVIEW: The Economic Development Department works to develop Sioux City into a leading Iowa business destination by helping to develop the resources to support economic growth, stimulating new business growth, continuing innovative marketing efforts, and improving the effectiveness of business development program that retain and expand existing businesses as well as attracts new employers to Sioux City. The department provides thorough knowledge of business assistance programs, including but not limited to, Targeted Jobs Tax Credit program, Enterprise Zone benefits, job training assistance, and additional state and local incentives. MISSION STATEMENT: The City of Sioux City Economic Development Department stimulates the growth of the Sioux City economy thru retention and expansion of existing business and the attraction of new employers.

70%

16%

2%1%

11%


General Services


General Supplies

Miscellaneous

0

1

2

3

4

5

6



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FY 2013 HIGHLIGHTS:

Meetings with local company executives allow for discussions of current projects and planning for future investment in Sioux City. Staff averages 25 business development meetings each month with developers, realtors, contractors, and existing companies interested in expansion opportunities and potential new business executives.

Nearly 200 business retention visits will be made to existing Sioux City companies in 2012 as a way to create relationships, discover any issues the company may need the City to address and to discuss any future business expansion plans. Retention meetings are a vital part of the City’s relationship with local businesses.

Staff continues to work with the Economic Development (ED) Team and Southbridge Team to effectively utilize City resources and improve Sioux City’s ability to compete for new jobs and investment.

ED frequently highlighted various national rankings recognized the continued economic progress in Sioux City and the metro area, including:

Sioux City ranked in the Top 5 Metro Food Processing Industry Growth in 2012.

Sioux City was ranked in the top 10 for Emerging Logistics/Distribution Growth Potential in an area with less than 200,000 residents.

Sioux City maintained AA bond rating by Standard & Poor’s and Moody’s Investment Service.

ISO Class 2 rating out of 10, giving Sioux City the highest rating in the State of Iowa.

Assisted in promotion of several major events including RockNRods – a successful event organized by Downtown Partners and the City of Sioux City and one of only two festivals of its kind nationwide highlighting city street drag racing, attracted an estimated 20,000 people; co-sponsored the City’s premiere annual summer music festival, Saturday in the Park with more than 30,000 people attending.

Sioux City was promoted across the state in spring 2012 with a TV spot placed in all eight semi-final games of the Iowa High School Basketball Championships and four broadcasts of the Iowa High School State Wrestling Championships from Des Moines. Signage promoting the VisitSiouxCity.org website was also displayed in the Wells Fargo Arena to help attract visitors to Sioux City. The Iowa High School Sports Network (IHSSN) provided a live satellite feed to communities including Cedar Rapids, Davenport, Des Moines, Mason City, Sioux City, and Omaha, as well as website micro casts of the tournaments.

Showcasing Sioux City’s positive updates to area media outlets is essential to the success of new and existing business growth within the community. The ED staff participates and/or coordinates an average of 20 events per month including ground breakings, ribbon cuttings, open houses, press conferences, Snapshot emails, on-air interviews and presentations to local service clubs.

Began the weekly segment “Good Morning Sioux City” on KCAU Channel 9 interviewing staff and board members about current topics and events.

Continued the success of the “Business for Breakfast” series with local leading employers as a networking and educational tool. This Economic Development Department’s marketing initiative provides a networking forum for company executives and professionals interested in emerging business trends and topics. The two BFB’s scheduled annually have seen an average of 175 attendees and are sponsored by local, regional or statewide companies and agencies.

Continue to recognize and promote business growth in Sioux City, including the “Growing Sioux City” recognition program. Recipients included Cargill and First Administrators/Wellmark.

71

FY 2013 HIGHLIGHTS CONTINUED:

Implemented greater use of technology for communications, increasing effectiveness, and savings funds, including social media tools such as Twitter, Facebook, website, Home Again campaign, and weekly Snapshot e-mails to area businesses and residents.

The Home Again campaign extends an invitation to former residents to consider moving back to Sioux City. This marketing initiative has been successful in providing awareness of the City’s strengths, along with helping to place qualified young professionals with local employers through partnerships with the Young Professionals of Iowa and Iowa Workforce Development.

The Innovation Market, hosting its second annual event in 2012 by the Sioux City GO young professional group, was supported by the City with in-kind donations as a platform for networking and the exchange of ideas for new businesses and community enhancement. The City also helped to promote Briar Cliff University’s Swimming with the Sharks competition to encourage entrepreneurs to start their business in Sioux City.

Aviation Consultant Expert Solutions, LLC (ACES) – began operations in early 2012 in hangar 802 (former Northwest Air Link hangar). The new Federal Aviation Administration (FAA) certified Maintenance Repair Operation (MRO) services regional and commuter passenger jets between 30 and 100 seats and has committed to add 34 highly skilled positions to the area.

Ziegler Caterpillar (CAT) is expanding its facility by adding 10-20 employees to their local workforce of 40 employees and adding nearly 25,000 sq. ft. as part of the $6 million project. The City is assisting Ziegler CAT by vacating two acres of unused City right-of-way separating Ziegler's two parcels, which will create a single development property large enough to accommodate Ziegler's expansion. The City will construct a new storm water conveyance ditch that will connect to the existing storm water system, drain the Ziegler property, and other area development properties.

Industrial Design Fabrication & Installation, Inc. (IDFI): worked to attract IDFI’s relocation and expansion of their value-added manufacturing business. The company purchased the former Aalf’s Manufacturing building in Bridgeport Industrial Park to relocate 36 jobs, create new 35 jobs and made a capital investment of more than $5 million.

Partnerships are the key to successful projects with staff averaging 9 meetings per month with local, regional and state partners including Mid-American Energy, the Siouxland Initiative, Western Iowa Tech, ISU Extension, Downtown Partners, Siouxland Economic Development Corp. (SEDC), NW Iowa Power Cooperative (NIPCO), ED Partners, Northwest Iowa Biotech Consortium, Small Business Development Council (SBDC), Iowa Area Development Group and the Iowa Department of Economic Development.

Staff worked with an average of 5 new leads per month, several included extensive recruitment, working with state officials and other partners, site selectors and business prospects.

Extensive planning and investment continued in Southbridge laying solid groundwork for the region’s premier new industrial park. The area has entertained many new multi-national companies looking to the area for its ample land availability, rail access, proximity to a barge terminal, and good access to markets with I-29 and Highway 75 nearby. The Economic Development Department is confident the City’s investment in the area will result in significant job creation, tax base growth, and private capital investment.

72


Sabre Industries, Inc. – a leading provider of communication and electric transmission infrastructure products, Sabre selected a 150-acre site in Southbridge Business Park for a multi-phased expansion. After considering several locations across the country, Sabre selected Sioux City to add a new 192,000 square foot manufacturing plant due to the increasing demand for utility structures. Construction began in early summer 2012 on the initial phase of the campus including 400 jobs and an $18 million capital investment. Additional phases anticipate a total investment of $28 million and 532 jobs.

A ribbon cutting and dedication ceremony was held in May 2012 for the new Southbridge Regional Water Treatment Plant. The state-of-the-art micro membrane filtration/remote operation handles 10 million gallons per day and is expandable to 30 mgd.

Construction of industrial scale infrastructure is ongoing and key components of the 400-acre shovel ready Phase One are nearing completion, including the water treatment plant, collector well, transmission lines for water, sanitary sewer and electrical services, and 3 miles of new concrete paving. New roads nearing completion include the relocated Harbor Drive, Southbridge Drive, and 225th Street.

A new electrical substation has been completed. In addition to the $4.8 million Revitalize Iowa’s Sound Economy (RISE) grant

received to assist with the construction of new streets and utilities in Southbridge Business Park, the City also received $3 million from the Iowa Department of Transportation’s Rail Port Program and $2 million from the U.S. DOT Federal Rail Administration. Funding received will assist with the construction of a drop and pull rail yard with connecting lead track in Southbridge, ultimately providing rail service to larger scale industries, such as wind energy manufacturing.

The City worked closely with the Iowa National Guard to improve base security and provide space for future growth of the 185th Air National Guard (ANG) base. The ANG participated in the relocation of Harbor Drive with a $750,000 contribution.

Expedition Business Park has seen growth with several projects. Titan Machinery – currently building a new Sioux City Case CE

Dealership on a 12-acre site with $1.5 million investment and will employ up to 20 people.

Lift Solutions - The new 10,000 sq. foot facility represents a capital investment of nearly $1 million to expand their sales, service, and distribution center. Operations in the new facility will employ an existing 10 people and add 8 employees over the next few years.

General Services Administration (GSA) Building – constructed a new 11,000 sq. ft. federal office facility employing 40 people with a capital investment of $1,500,000.

Yards Business Park is experiencing historic changes: Acceptance of $2 million Electronic Document Access (EDA) Grant that

will assist with the redevelopment of the former Morrell site. Funding was used to demolish the existing facilities which is now complete. Design and construction of the relocation of utilities and new access road is ongoing. A RISE grant for $665,000 will fund 50% of the new access road to serve sites in the I-29 Business Park.

73


Downtown Planning Study – The City received a $40,000 grant from the Economic Development Administration to conduct a strategic plan of downtown Sioux City. The City has partnered with the International Economic Development Council (IEDC), Downtown Partners and MidAmerican Energy to focus on generating economic development and job growth. A 3-day site visit in late March provided the opportunity for IEDC panelists to visit with businesses, property owners, real estate and economic development professionals and cultural organizations to develop an economic assessment of downtown Sioux City. A final report was presented in late summer 2012 with recommendations to grow downtown investment.

Downtown continues to see positive changes: Wellmark/First Administrators – Renovation of their building on Zenith

Drive was completed in spring 2012 and 45 positions were transferred to the Sioux City office following the closure of the Rapid City, SD location.

Innovative Benefit Consultants relocated to Water Street with a $600,000 investment and 12 jobs retained/created.

Goosmann Law Firm – completed a downtown historic renovation project with a $300,000 investment and 10 employees retained.

United Center Redevelopment completed a build-out of the 100-year old warehouse into six floors of upscale office space and residential condos.

4th & Jackson Bldg. – new project underway to completely renovate the six-story Stifel Nicolas building, to be a mixed use facility with a $4 million investment, new commercial tenants, and 18 upscale lofts. New Class A office space will result in a more marketable facility and will accommodate up to 80 additional jobs.

Historic Pearl Street Redevelopment: continued successful redevelopment focus on the west end of downtown into a mix of restaurants, offices, retail, and a variety of other entertainment-related uses. Assisted with redevelopment of eight properties including McCarthy & Bailey’s Irish Pub successfully opened and has brought new activity to the area; and the façade improvement program with more than a dozen additional businesses making improvements.

Other city-wide commercial growth continues: Development of a new Pizza Ranch was announced on the 29-acre site

at the southeast intersection of Floyd Blvd. and Outer Drive. The City is evaluating several additional proposals for the shovel-ready site.

A new CNOS satellite clinic opened on Outer Drive creating $1.7 million investment and 11 new jobs.

A ground breaking was held for the new $26 million St. Luke’s Sunnybrook medical satellite campus. The project initiated annexation of 17 acres for residential development and provided a detention pond to benefit future commercial development.

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 Blvd.

Pierce Street Corridor – ED staff continues to work together with other departments to use tools such as the new façade improvement program, to build on the success of corridor improvements to date, including the $1.8 Select Food Market, the Paul Davis Restoration relocation/expansion, the new Kum & Go that followed blight removal and the anticipated completion of the street reconstruction between 14-18th Streets. Hy-Vee Drugtown plans to build a new 14,000 sq. ft. store at 27th & Pierce Streets to replace the current building.

74

FY 2013 HIGHLIGHTS CONTINUED: FY 2014 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 others to Sioux City. Reinforce a unified message through an effective branding campaign including social media.

Complete Phase I and promote the Southbridge Business Park development, 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 I-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 renew and revitalize the Historic Pearl Street District, and the Pierce Street and Wesley Parkway corridors.

Implement recommendations of the IEDC downtown comprehensive plan, 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”, downtown university presence, and other action steps.

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.

Seek the renewal of the Targeted Jobs program in the Iowa Legislature. Initiate and encourage legislation that supports a positive business climate, as well as the use of effective economic development tools such as TIF. Continue to seek grant opportunities to support economic growth.

Increase airport-related development.

The ED Department continues to work with our legislators and various partners to enhance and protect critical economic development tools such as Tax-Increment Financing (TIF) and the Targeted Jobs program. In 2012 legislation strengthened the use of the Targeted Jobs program for use in job retention efforts.

Staff continues to work with our legislative representatives to pursuing grants for economic development. Successful grants have been obtained for the Southbridge Business Park including State RISE and Railport grants, the Yards Business Park including a Federal EDA infrastructure grant, State RISE and Rail grants, and downtown including Federal EDA and MidAmerican Energy planning funds.

75

ECONOMIC DEVELOPMENT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Business Retention Visits* 9 10 10 10 Local business development meetings*

30 17 24 25

Marketing activities* 6 16 24 20 New business leads* 6 3 3 5 Local & regional partnership meetings* Targeted Jobs Withholding Tax Credit Program

12 14 9 9

Retained jobs^ 465 477 523 704 Created jobs^ 511 516 562 606 Average wage of all retained & created jobs

$25.62 $25.48 $26.36 $26.79

Investment leveraged^ $41.7 mil $44.3 mil $50 mil $54.6 mil *Average per month ^Running totals

76

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 406,049$ 415,171$ 428,030$ 427,080$ (950)$ (0.2%)General Services 162,372 194,319 111,954 99,908 (12,046) (10.8%) A)Services Related to Property 87,627 21,508 11,402 11,150 (252) (2.2%) B)General Supplies 7,031 3,905 5,020 3,816 (1,204) (24.0%) C)Miscellaneous 293,059 54,758 64,758 64,758 - 0.0%Total Expenditures 956,138$ 689,661$ 621,164$ 606,712$ (14,452)$ (2.3%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions -$ 9,328$ -$ -$ -$ 0.0%Refunds and Reimbursements 9,011 28,542 6,000 6,000 - 0.0%Rentals and Leases 19,191 19,191 19,191 19,191 - 0.0%Sales Taxes 282,491 50,000 - - - 0.0%Sewer Fund 40,609 41,324 43,205 43,218 13 0.0%TIF Administration Fund 547,681 496,056 505,393 491,257 (14,136) (2.8%)Water Fund 40,614 41,321 43,205 43,218 13 0.0%Property Taxes 16,541 3,899 4,170 3,828 (342) (8.2%)Total Revenue 956,138$ 689,661$ 621,164$ 606,712$ (14,452)$ (2.3%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeEconomic Development Director 1.00 1.00 1.00 1.00 1.00 - Economic Development Specialist 3.00 3.00 3.00 3.00 3.00 - Part TimeAdministrative Secretary 1.00 1.00 1.00 1.00 1.00 -

Total FTE 5.00 5.00 5.00 5.00 5.00 -

ECONOMIC DEVELOPMENT 0501

Notes: A) Professional services and advertising decreased $5,000 and $8,000, respectively, to achieve budget reduction target amount. General liability insurance increased $954 based on large claims experienced in FY 2012 City-wide. B) Central Maintenance Garage (CMG) lease charges decreased $252 based on current monthly charges. C) Memberships decreased $1,204 to achieve budget reduction target amount.

77




78

Events Facilities Department (EFD)


City Council

City Manager

EFD Executive Director

Convention Bureau Manager

Convention Sales Manager Sports Sales Representative

Box Office Manager Group Sales Representative

Operations Manager

CC Labor Crew Leader CC Maintenance

Orpheum Theatre Manager Event Coordinator IBP

PT Staff

Tyson Events Center Facility Manager

Event Coordinator TEC Labor Crew Leader

Eng. & Maintenance Supervisor Custodian

PT Staff

EFD Finance Manager

Accounting Clerk Administrative

Secretary Clerical Assistant

Distinctive Gourmet

EFD Board

79

EVENTS FACILITIES DEPARTMENT (EFD) DEPARTMENT OVERVIEW: EFD services include the operation and management of the Sioux City Convention Center; the Tyson Events Center/Gateway Arena; the Orpheum Theater; the IBP Ice Center and the administration of the Tourism Bureau to serve as a catalyst for bringing outside visitors to Sioux City, provide visitor and citizen information and coordinate tourism events for community enhancement. We provide full service catering and concessions at our venues through our contract partner Centerplate which also manages the concessions operations for the Lewis & Clark Ballpark and Olsen Stadium through our department. The City of Sioux City Events Facilities Department brings economic impact, diversity in live entertainment and sporting events, and community involvement to the City of Sioux City. We 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. We have established the following words to help guide us in creating a “wow factor” for every patron that comes in now and in the future: Specific Tyson Events Center direction: 1. Clean 2. Safe 3. Friendly 4. Fun 5. Iconic Specific Convention Center direction: 1. Clean 2. Value 3. Creative 4. Easy 5. State of the Art Specific IBP Ice Center Direction: 1. Clean 2. Safe 3. Fun 4. Culture of Ice 5. Cool MISSION STATEMENT: We focus on creating consistent experiences that bring people to Sioux City, inspire local pride and achieve success for event organizers.

80

35%

32%4%4%

4%12%

9%


48

49

50

51

52

53

54

55

56



81

FY 2013 HIGHLIGHTS:

FY 2013 GOALS: FY 2014 GOALS FY 2014 GOALS:

We completed the next phase of the Convention Center updating plan including substantial advances in the kitchen and the terrazzo floors.

We had 5% growth to the email database from 43,000 to 45,000 and saw the number of Facebook fans increase from 36,000 to 45,000.

Convention Center saw an increase in revenues in FY 2012 to $1,431,000 from $1,307,000 in FY 2011.

Convention Center auxiliary services are still a work in progress. We were not able to book a once in a lifetime concert during FY 2012 and we are

working on this for FY 2013. Key entertainment events that were booked during this time period were: Pearl Jam

20, Wynonna, Lady Antebellum, Reba McEntire, Video Games Live, South Pacific, Fiddler on the Roof, Garrison Keillor, Young Frankenstein, Elvis Lives, The Fresh Beat Band, Gabriel Iglesias, Riverdance, Blue Man Group, The Color Purple, Straight no Chaser, Grease, Rob Zombie, Aerosmith Technical Rehearsals, Steve Martin, Colbie Caillat-Gavin DeGraw, Chicago, WWE, Cinderella-Sebastian Bach, Lynyrd Skynyrd, Carnival of Madness, Ron White, Willie Nelson, Eric Church, The Price is Right, and Under the Streetlamp.

We received national attention hosting the Republican Presidential Debate with Fox News in FY 2012. Concurrently we hosted CNN for a private taping in the Orpheum.

We hosted the Iowa Mission of Mercy. We hosted the following conventions: Yellow Ribbon event, Iowa Young

Professionals Conference, Hefty Seed Farm Show, Governors Highway Traffic Safety Conference, Knights of Columbus State Convention, and Iowa League of Cities.

We extended the NAIA Women’s Div II Basketball National Championship contract two additional years.

We extended the NAIA Volleyball National Championship three additional years. We had $3,000,000 in ticket sales revenue at the Tyson Events Center during FY

2012. The IBP Ice Center improved the net operating results from a subsidy of $64,000 in

FY 2011 to less than $60,000 in FY 2012. Much of this success is due to the new Learn to skate program. Efforts are underway to implement a new figure skating program.

Partner on booking 12 profitable concerts in the Tyson and Orpheum. Increase Convention Center revenues. Increase sponsorship revenue 5%. Book one once in a lifetime concert during the fiscal year. Generate $3M ticket sales level at the Tyson Events Center during the fiscal year Improve Ice Center net operating results. Increase Hotel Occupancy tax collected. Increase the ticketed event attendance at the Tyson Events Center. Increase the number of ticketed events at the Tyson Events Center.

82

EFD PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Hotel Motel Tax Collected $1,045,000 $1,145,000 $1,240,000 $1,301,000 Ticketed Event Attendance TEC 220,000 220,000 247,000 223,485 Ticketed Events 83 83 81 78 IBP Ice Rental & Public Revenue $170,000 $170,000 $180,000 $180,000 City Investment $2,134,130 $2,066,175 $1,589,190 $1,401,245

83


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdministration 152,328$ 149,437$ 154,545$ 148,934$ (5,611)$ (3.6%)Convention Center 2,160,386 2,172,766 2,180,293 2,070,292 (110,001) (5.0%)Convention and Tourism 140,101 161,149 161,081 156,548 (4,533) (2.8%)Lewis and Clark Conc. 164,613 190,667 190,050 190,050 - 0.0%Olsen Stadium Conc. 77,845 83,295 75,500 75,500 - 0.0%IBP Ice Center 359,054 348,459 364,090 362,673 (1,417) (0.4%)Orpheum Theatre Operations 895,769 1,050,284 1,049,881 1,050,446 565 0.1%Tyson Events Center 4,419,302 3,630,476 3,685,786 3,611,827 (73,959) (2.0%)Orpheum/City Sponsor Evts (18,533) 12,327 - - - 0.0%Box Office 221,643 216,039 274,639 273,853 (786) (0.3%)EFAB Airport Concessions 75,051 96 - - - 0.0%Total Expenditures 8,647,559$ 8,014,995$ 8,135,865$ 7,940,123$ (195,742)$ (2.4%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 870,871$ 795,375$ 861,500$ 861,500$ -$ 0.0%Concessions and Comm. 2,902,871 2,742,865 2,923,000 2,923,000 - 0.0%Contributions 351,672 245,781 392,360 392,360 - 0.0%Enterprise Fees 715 790 1,000 1,000 - 0.0%Miscellaneous 329,496 220,099 240,500 240,500 - 0.0%Recreation Fees 79,826 116,035 65,000 65,000 - 0.0%Rentals and Leases 1,549,290 1,521,716 1,509,450 1,540,460 31,010 2.1%Refunds and Reimb. 749,354 718,191 706,000 706,000 - 0.0%Sales Taxes 674,741 694,228 698,081 693,607 (4,474) (0.6%)Property Taxes 1,138,723 959,915 738,974 516,696 (222,278) (30.1%)Total Revenue 8,647,559$ 8,014,995$ 8,135,865$ 7,940,123$ (195,742)$ (2.4%)

EFAB SUMMARY

84

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 41,923$ 36,898$ 42,486$ 37,570$ (4,916)$ (11.6%) A)General Services 87,597 90,784 88,159 88,232 73 0.1%Services Related to Property 6,732 6,732 7,500 6,732 (768) (10.2%)General Supplies 15,745 12,576 15,700 15,700 - 0.0%Utilities 143 2,259 500 500 - 0.0%Inventory Supplies 188 188 200 200 - 0.0%Total Expenditures 152,328$ 149,437$ 154,545$ 148,934$ (5,611)$ (3.6%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 16,500$ 16,500$ 16,500$ 16,500$ -$ 0.0%Miscellaneous 290 - 500 500 - 0.0%Refunds and Reimbursements 60,705 62,038 63,500 63,500 - 0.0%Sales Tax 74,833 70,899 74,045 68,434 (5,611) (7.6%)Total Revenue 152,328$ 149,437$ 154,545$ 148,934$ (5,611)$ (3.6%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAccounting 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 - 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 Assistant 1.00 1.00 1.00 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 8.00 -

ADMINISTRATION 8701

Notes: A) Salaries decreased $2,249. Group health insurance premiums decreased $2,631 due to employee elections and health insurance premiums decreasing 4%.

85


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 727,804$ 726,257$ 779,287$ 712,912$ (66,375)$ (8.5%) A)General Services 847,356 852,826 733,680 713,914 (19,766) (2.7%) B)Services Related to Prop. 63,264 57,838 66,756 57,896 (8,860) (13.3%) C)General Supplies 90,715 75,931 92,770 92,770 - 0.0%Utilities 60,543 56,780 81,800 66,800 (15,000) (18.3%) D)Inventory Supplies 338,970 341,382 391,000 391,000 - 0.0%Miscellaneous 31,734 61,752 35,000 35,000 - 0.0%Total Expenditures 2,160,386$ 2,172,766$ 2,180,293$ 2,070,292$ (110,001)$ (5.0%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Comm. 835,485$ 889,684$ 965,000$ 965,000$ -$ 0.0%Contributions 60,610 18,884 3,000 3,000 - 0.0%Enterprise Fees 715 790 1,000 1,000 - 0.0%Recreation Fees 79,826 116,035 65,000 65,000 - 0.0%Refunds and Reimb. 8,999 10,341 2,000 2,000 - 0.0%Rentals and Leases 227,962 300,149 255,000 255,000 - 0.0%Sales Tax 475,167 479,101 475,955 481,625 5,670 1.2%Property Tax 471,622 357,782 413,338 297,667 (115,671) (28.0%)Total Revenue 2,160,386$ 2,172,766$ 2,180,293$ 2,070,292$ (110,001)$ (5.0%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeCustodian 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 TimeAuditorium Technician 0.70 0.70 0.70 0.70 0.70 - Custodian - - 0.75 0.75 0.75 EFAB Laborer 6.03 6.03 6.03 6.03 4.53 (1.50) Labor Crew Leader 1.61 1.61 1.61 1.61 1.61 -

Total FTE 10.34 10.34 11.09 11.09 9.59 (1.50)

CONVENTION CENTER 8703 & 8705

Notes: A) Payroll and payroll related benefits decreased $60,439. Workers' compensation insurance premiums increased $2,292 based on claims experience. Group health insurance premiums decreased $4,696 based on employee elections and premiums decreasing 4%. Iowa Public Employees' Retirement System (IPERS) decreased $3,442 due to salaries decreasing. B) Distinctive Gourmet payments decreased $23,135 to achieve budget target. Property and building insurance premiums increased $1,887 based on premiums increasing. General liability insurance premiums increased $1,482 based on large claims experienced City-wide in FY 2012. C) Equipment repair and maintenance-Central Maintenance Garage (CMG) decreased $8,256 based on history. Lease charges-CMG decreased $604 based on year-to-date charges. D) Utilities decreased $15,000 to achieve budget target.

86

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 105,639$ 104,380$ 106,311$ 106,559$ 248$ 0.2%General Services 23,003 49,070 42,900 38,119 (4,781) (11.1%) A)Services Related to Property 396 516 400 400 - 0.0%General Supplies 11,063 7,183 10,270 10,270 - 0.0%Inventory Supplies - - 1,200 1,200 - 0.0%Total Expenditures 140,101$ 161,149$ 161,081$ 156,548$ (4,533)$ (2.8%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 1,744$ 2,836$ 3,000$ 3,000$ -$ 0.0%Contributions 4,283 1,800 5,000 5,000 - 0.0%Miscellaneous 7,783 11,238 5,000 5,000 - 0.0%Refunds and Reimbursements 1,550 1,047 - - - 0.0%Sales Tax 124,741 144,228 148,081 143,548 (4,533) (3.1%)Total Revenue 140,101$ 161,149$ 161,081$ 156,548$ (4,533)$ (2.8%)


No positions are assigned to this division.

CONVENTION AND TOURISM BUREAU 8706

Notes: A) General services decreased $5,000 due to not televising the Big Parade. General liability increased $219 based on large claims experienced City-wide in FY 2012.

87

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 186$ 1,016$ -$ -$ -$ 0.0%General Services 73,431 77,323 78,550 78,550 - 0.0%Services Related to Property 2,150 3,245 3,000 3,000 - 0.0%General Supplies 1,739 2,951 5,000 5,000 - 0.0%Inventory Supplies 52,433 62,707 58,500 58,500 - 0.0%Miscellaneous 34,674 43,425 45,000 45,000 - 0.0%Total Expenditures 164,613$ 190,667$ 190,050$ 190,050$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 185,677$ 242,913$ 202,000$ 202,000$ -$ 0.0%EFAB Fund (21,627) (52,297) (11,950) (11,950) - 0.0%Refunds and Reimbursements 563 51 - - - 0.0%Total Revenue 164,613$ 190,667$ 190,050$ 190,050$ -$ 0.0%



LEWIS AND CLARK CONCESSIONS 8708

88

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 12,807$ 13,059$ 13,000$ 13,000$ -$ 0.0%Services Related to Property - - 500 500 - 0.0%General Supplies 446 80 1,000 1,000 - 0.0%Inventory Supplies 23,605 25,371 23,000 23,000 - 0.0%Miscellaneous 40,987 44,785 38,000 38,000 - 0.0%Total Expenditures 77,845$ 83,295$ 75,500$ 75,500$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 82,240$ 89,613$ 80,000$ 80,000$ -$ 0.0%EFAB Fund (4,684) (7,109) (4,500) (4,500) - 0.0%Refunds and Reimbursements 289 791 - - - 0.0%Total Revenue 77,845$ 83,295$ 75,500$ 75,500$ -$ 0.0%



OLSEN STADIUM CONCESSIONS 8709

89

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 188,231$ 194,739$ 189,145$ 189,313$ 168$ 0.1%General Services 29,655 29,022 27,885 27,314 (571) (2.0%) A)Services Related to Property 35,660 15,580 27,310 34,796 7,486 27.4% B)General Supplies 17,638 21,713 17,000 16,000 (1,000) (5.9%) C)Utilities 62,729 60,621 74,000 66,500 (7,500) (10.1%) D)Inventory Supplies 11,585 12,360 13,750 13,750 - 0.0% Miscellaneous 13,556 14,424 15,000 15,000 - 0.0%Total Expenditures 359,054$ 348,459$ 364,090$ 362,673$ (1,417)$ (0.4%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 199,322$ 203,445$ 215,000$ 215,000$ -$ 0.0% Concessions and Commissions 51,303 48,682 55,000 55,000 - 0.0% Contributions 2,087 5,698 1,000 1,000 - 0.0%Miscellaneous 13,305 14,188 15,000 15,000 - 0.0%Refunds and Reimbursements 74 20 500 500 - 0.0%Rentals and Leases 20,446 20,870 20,000 20,000 - 0.0% Property Tax 72,517 55,556 57,590 56,173 (1,417) (2.5%)Total Revenue 359,054$ 348,459$ 364,090$ 362,673$ (1,417)$ (0.4%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeEvents Coordinator 1.00 1.00 1.00 1.00 1.00 - Part TimeEFAB Laborer 2.83 2.83 2.83 2.83 2.77 (0.06)

Total FTE 3.83 3.83 3.83 3.83 3.77 (0.06)

IBP ICE CENTER 8711

Notes: A) Distinctive Gourmet professional services decreased $1,500 based on history and to achieve budget target. Property and building content insurance premiums increased $477 due to increase in premiums. General liability insurance premiums increased $452 due to large claims experienced City-wide in FY 2012. B) Lease charges-Central Maintenance Garage (CMG) increased $14,922 due to purchase of Zamboni ice machine. Maintenance machines and equipment and maintenance buildings and grounds decreased $2,000 and $5,436, respectively, to achieve budget target. C) Operating supplies decreased $1,000 to achieve budget target. D) Gas utility decreased $7,500 based on history and to achieve budget target.

90


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 323,321$ 299,796$ 351,824$ 351,653$ (171)$ (0.0%)General Services 342,748 431,951 379,347 380,083 736 0.2%Services Related to Prop. 28,786 11,353 12,100 12,100 - 0.0%General Supplies 29,009 25,129 25,000 25,000 - 0.0%Inventory Supplies 53,074 57,740 58,250 58,250 - 0.0%Miscellaneous 118,831 224,315 223,360 223,360 - 0.0%Total Expenditures 895,769$ 1,050,284$ 1,049,881$ 1,050,446$ 565$ 0.1%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Service 231,408$ 244,334$ 220,000$ 220,000$ -$ 0.0%Concessions and Comm. 246,722 294,853 243,000 243,000 - 0.0%Contributions 22,736 32,443 123,360 123,360 - 0.0%EFAB Fund Balance (Incr) (15,874) (34,040) (1,479) (5,624) (4,145) 280.3%Miscellaneous 58,083 88,816 70,000 70,000 - 0.0%Rentals and Leases 112,714 112,016 95,000 99,710 4,710 5.0% A)Refunds and Reimb. 239,980 311,862 300,000 300,000 - 0.0%Total Revenue 895,769$ 1,050,284$ 1,049,881$ 1,050,446$ 565$ 0.1%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeEvents 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 TimeEFAB Laborer 2.72 2.72 2.72 2.72 2.72 -

Total FTE 5.72 5.72 5.72 5.72 5.72 -

ORPHEUM THEATER OPERATIONS 8713

Notes: A) Rentals increased $4,710 based on projected expenses and revenues.

91


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,271,454$ 1,304,567$ 1,098,853$ 1,083,323$ (15,530)$ (1.4%) A)General Services 1,632,847 1,148,925 1,203,021 1,207,012 3,991 0.3% B)Services Related to Property 207,563 189,824 221,511 193,091 (28,420) (12.8%) C)General Supplies 148,072 130,291 149,900 129,900 (20,000) (13.3%) D)Utilities 215,080 207,461 241,500 232,500 (9,000) (3.7%) E)Inventory Supplies 395,369 316,488 391,001 386,001 (5,000) (1.3%) F)Miscellaneous 548,917 332,920 380,000 380,000 - 0.0%Total Expenditures 4,419,302$ 3,630,476$ 3,685,786$ 3,611,827$ (73,959)$ (2.0%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Service 388,087$ 289,575$ 355,000$ 355,000$ -$ 0.0%Concessions and Comm. 1,453,322 1,174,284 1,375,000 1,375,000 - 0.0%Contributions 261,956 186,956 260,000 260,000 - 0.0%Miscellaneous 246,799 99,909 150,000 150,000 - 0.0%Refunds and Reimbursements 437,194 332,041 340,000 340,000 - 0.0%Rentals and Leases 1,188,168 1,088,681 1,139,450 1,165,750 26,300 2.3% G)Property Tax/Fund Balance 443,776 459,030 66,336 (33,923) (100,259) (151.1%)Total Revenue 4,419,302$ 3,630,476$ 3,685,786$ 3,611,827$ (73,959)$ (2.0%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeEFAB Engineering/ Maint Sup. 1.00 1.00 1.00 1.00 1.00 - EFAB Events Coordinator 1.00 1.00 1.00 1.00 1.00 - EFAB Facility Manager 1.00 1.00 1.00 1.00 1.00 - EFAB Marketing Director - - - - - - Custodian I 1.00 1.00 - - - - Labor Crew Leader 1.00 1.00 1.00 1.00 1.00 - Managerial Accountant - - - - - - Tyson Director of Operations 1.00 1.00 1.00 1.00 1.00 - Part TimeAuditorium Technician 1.40 1.40 1.40 1.40 1.40 - Custodian I - - 0.75 0.75 0.75 - EFAB Bureau Attendant I 1.70 1.70 1.70 1.70 1.20 (0.50) EFAB Bureau Attendant II 0.50 0.50 0.50 0.50 0.50 - EFAB Laborer 7.33 7.33 7.15 7.15 5.54 (1.61) Clerical Assistant 0.80 0.80 0.80 0.80 0.80 - Labor Crew Leader 0.63 0.63 0.63 0.63 0.63 - Refrigeration Engineer 0.44 0.44 0.44 0.44 0.44 - Total FTE 18.80 18.80 18.37 18.37 16.26 (2.11)

TYSON EVENTS CENTER 8714 & 8715

92

Notes: A) Salaries and payroll related benefits decreased $28,271 and $1,162, respectively. Group health insurance premiums increased $6,462 based on employee elections. Dental insurance premiums increased $909 based on premiums increasing 4%. Workers' compensation insurance premiums increased $4,782 based on claims experience. Iowa Public Employees' Retirement System increased $431 based on required contribution rate increasing .26% from 8.67% to 8.93%. Cell phone allowance increased $670 based on history. B) Advertising decreased $7,000 to achieve the budget target. Property and building insurance premiums increased $7,543 based on premiums increasing. General liability insurance premiums increased $3,448 based on claims experienced City-wide in FY 2012. C) Lease charges-Central Maintenance Garage (CMG) decreased $1,392 based on year-to-date charges. Equipment repair and maintenance-CMG decreased $2,028 based on history. Maintenance buildings and grounds decreased $25,000 based on history and achieving the budget target. D) Operating supplies decreased $20,000 based on history and achieving the budget target. E) Gas utility decreased $9,000 based on history and achieving the budget target. F) Food concessions decreased $5,000 to achieve budget target. G) Suite revenue increased $26,300 since suite was previously included in the naming rights agreeement. The agreement has since expired and the suite now will be leased for additional revenues.

93

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeMiscellaneous (18,533)$ 12,327$ -$ -$ -$ 0.0%Total Expenditures (18,533)$ 12,327$ -$ -$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Service -$ -$ 25,000$ 25,000$ -$ 0.0%EFAB Fund Balance (Incr.) (18,533) 12,327 (25,000) (25,000) - 0.0%Total Revenue (18,533)$ 12,327$ -$ -$ -$ 0.0%



ORPHEUM THEATER CITY SPONSOR EVENTS 8716

94


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 218,777$ 212,554$ 270,436$ 269,566$ (870)$ (0.3%)General Services 1,699 1,482 1,933 2,517 584 30.2% A)Services Related to Property - - 500 - (500) (100.0%) B)General Supplies 1,167 2,003 1,770 1,770 - 0.0%Total Expenditures 221,643$ 216,039$ 274,639$ 273,853$ (786)$ (0.3%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Service 35,554$ 41,521$ 30,000$ 30,000$ -$ 0.0%Miscellaneous - 5,948 - - - 0.0%Property Tax 186,089 168,570 244,639 243,853 (786) (0.3%)Total Revenue 221,643$ 216,039$ 274,639$ 273,853$ (786)$ (0.3%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeBox Office Manager 1.00 1.00 1.00 1.00 1.00 - Box Office Assistant 1.00 1.00 1.00 1.00 1.00 - Part TimeEFAB Laborer 5.13 5.13 5.13 4.81 4.79 (0.02)

Total FTE 7.13 7.13 7.13 6.81 6.79 (0.02)

BOX OFFICE 8720

Notes: A) General liability insurance premiums increased $584 based on large claims experienced City-wide in FY 2012. B) Lease charges- Central Maintenance Garage (CMG) decreased $500 based on projected expenses.

95

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 51,798$ -$ -$ -$ -$ 0.0% A)Services Related to Property 639 90 - - - 0.0% A)General Supplies 9,987 6 - - - 0.0% A)Inventory Supplies 12,627 - - - - 0.0% A)Total Expenditures 75,051$ 96$ -$ -$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 46,378$ -$ -$ -$ -$ 0.0% A)Miscellaneous 3,236 - - - - 0.0% A)Property Tax 25,437 96 - - - 0.0% A)Total Revenue 75,051$ 96$ -$ -$ -$ 0.0%



EFAB AIRPORT CONCESSIONS 8730

Notes: A) Airport restaurant services and concessions are being operated by the Airport beginning in FY 2012.

96

Finance and Administrative Services Organizational Chart

Director

Administrative Services Finance

Customer Service

Building Maintenance

Parking/ Skywalks

City Treasurer

Fiscal Management

City Clerk

Customer Service

Word Processing

Print Shop/ Mail Room

Project Management

Maintenance

Custodial

AMPCO Contract

On-Street Parking

Investments

Debt Issuance

Budget

Accounting/ Reporting

Skywalks

97

FINANCE AND ADMINISTRATIVE SERVICES

DEPARTMENT OVERVIEW: The department’s primary purpose is to act as the financial steward of public resources and 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. The department includes financial management, budget preparation, accounting, and cash management. Services include providing general information; maintaining official City records; issuing licenses; preparing Council homework, minutes and agendas; billing of all city water, sewer, solid waste and storm water drain fees; collection of municipal funds; reading and testing of water meters; service work on water meters; maintenance, repair and remodeling of city-owned facilities; cleaning of City Hall, Police/Fire Administration Building, Police Training Center, Transit Garage and Martin Luther King Jr. Transportation Center; Parking Ramp contract management and parking meter repair and enforcement; skywalk management and contract monitoring; word processing support to all departments; processing all incoming, interdepartmental and outgoing mail; copying, printing and design services; oversee audio-visual production of City Council Meetings and other functions. 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. 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.

61%24%

6%6% 3% 0%

FY 2014 BudgetEmployee CompensationGeneral ServicesServices Related to PropertyGeneral SuppliesUtilitiesMiscellaneous

35363738394041424344454647484950



98


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFinance 1,010,880$ 1,027,889$ 1,034,246$ 1,067,296$ 33,050$ 3.2%City Clerk 236,695 229,629 230,937 224,424 (6,513) (2.8%)Word Processing 262,495 244,251 265,806 245,734 (20,072) (7.6%)Print Shop 375,390 404,421 404,202 402,477 (1,725) (0.4%)Meter Shop 546,932 521,242 628,165 629,336 1,171 0.2%Customer Service 849,807 941,107 914,437 990,224 75,787 8.3%Building Maint 834,962 867,824 844,145 877,167 33,022 3.9%Parking 833,044 754,569 902,306 838,240 (64,066) (7.1%)Skyway 380,294 382,544 403,028 364,062 (38,966) (9.7%)Total Expenditures 5,330,499$ 5,373,476$ 5,627,272$ 5,638,960$ 11,688$ 0.2%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCBD TIF Fund 12,000$ 12,000$ 12,000$ 94,022$ 82,022$ 683.5%CBDG Fund 22,862 28,272 28,294 27,953 (341) (1.2%)Charges for Services 652,650 732,105 806,953 684,217 (122,736) (15.2%)CMG Fund 97,730 102,166 - - - 0.0%Engineering Fund 40,270 82,320 80,826 90,313 9,487 11.7%Enterprise Fees 1,000,161 1,026,850 1,075,880 1,058,360 (17,520) (1.6%)Fines and Violations 340,994 317,048 340,000 330,000 (10,000) (2.9%)Health Insurance Fund 59,714 85,434 63,822 63,088 (734) (1.2%)Housing Fund 23,000 - - - - 0.0%Licenese and Permits 33,522 32,218 33,450 28,830 (4,620) (13.8%)Other Revenues 19,933 16,689 19,780 42,550 22,770 115.1%Parking Fund (409,353) (488,279) (416,354) (452,370) (36,016) (8.7%)Sales Tax Fund 609,406 671,917 741,974 710,000 (31,974) (4.3%)Sewer Fund 715,153 803,741 835,137 999,221 164,084 19.6%Skywalk Fund 23,091 46,229 - - - 0.0%Solid Waste Fund 132,384 91,229 95,856 104,932 9,076 9.5%State Shared Revenue 108,030 108,492 104,000 108,000 4,000 3.8%Storm Water Fund 93,844 98,639 98,876 107,437 8,561 8.7%Transit Fund 51,636 58,403 59,770 37,871 (21,899) (36.6%)Water Fund 715,153 803,741 835,137 999,221 164,084 19.6%Property Taxes 988,319 744,262 811,871 605,315 (206,556) (25.4%)Total Revenue 5,330,499$ 5,373,476$ 5,627,272$ 5,638,960$ 11,688$ 0.2%

FINANCE AND ADMINISTRATIVE SERVICES

99

FINANCE FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

FINANC

Fiscal Management-Reporting Worked with the Federal Emergency Management Agency (FEMA) and Iowa

Homeland Security on flood recovery. Received the Government Finance Officers Association (GFOA) Certificate of

Excellence in Financial Reporting. Revised the Operating Budget document. Updated the City Revenue Publication. Updated the 1099 reporting standard operating procedures.

Fiscal Management-Operations Maintained a market yield on the City’s portfolio while providing the necessary

liquidity and safety of the funds available. Implemented e-mail of direct deposit pay stubs, reducing the number of printed

stubs by over 650 per pay period. Implemented electronic reporting for Child Support payments. Increased the number of vendor payments made via Automated Clearing House

(ACH) by 40 per month. Cross training completed between payroll and accounts payable personnel.

Fiscal Management-Operations Maintain a market yield on the City’s portfolio while providing the necessary liquidity

and safety of the fund available. Increase the number of vendor payments processed via electronic funds transfer, to

reduce staff handling time and cost of mailing. Continue review of bank fee structure and deposit and disbursement processing to

assure the most cost efficient and cost effective procedures is being utilized.

Fiscal Management-Reporting File and receive GFOA Certificate of Excellence in Financial Reporting. Implement a five year general fund budget projection. Implement new Tax Increment Financing (TIF) reporting State requirements. Update the City’s Accounting Manual. Close all flood projects with FEMA and Iowa Homeland Security. Submit Center for Performance Measurement surveys to meet the Midyear

Deadline with complete and accurate numbers.

100

FINANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Payroll processed (millions) $43 $44 $45 $45 Number of W2’s issued 1,234 1,253 1,202 1,270 Accounts Payable processed (millions) $113 $136 $143 $123 Number of vendor payments processed 72,001 69,865 67,898 64,760 Number of 1099’s Issued 668 644 643 713 Average funds invested (mil) $80 $81 $88 $101 Years receiving the CAFR 23 24 25 26 City budgeted funds monitored (mil) $233 $292 $236 $215 Number of budget adjustments 447 356 367 435 Number of CIP projects reviewed 175 180 180 182 2nd Level requests edited/returned 63 157 234 384 Number of Contracts Encumbered 269 363 471 452 Amount of Grants Monitored 99 107 106 100 Value of Fixed Assets Additions (mil) $43.9 $59.4 $92 $75.7 Value of Fixed Assets Disposals (mil) $11.1 $11.1 $31.6 $28.4 Grant Funds Received (mil) $18 $32 $36 $35

101


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 879,525$ 872,127$ 890,584$ 888,565$ (2,019)$ (0.2%)General Services 112,901 130,398 124,721 163,281 38,560 30.9% A)Services Related to Prop 8,421 8,227 8,792 7,639 (1,153) (13.1%) B)General Supplies 10,033 17,137 10,149 7,811 (2,338) (23.0%) C)Total Expenditures 1,010,880$ 1,027,889$ 1,034,246$ 1,067,296$ 33,050$ 3.2%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCBDG Fund 22,862$ 28,272$ 28,294$ 27,953$ (341)$ (1.2%)CMG Fund 97,730 102,166 - - - 0.0%Engineering Fund 40,270 82,320 80,826 90,313 9,487 11.7%Health Insurance Fund 59,714 85,434 63,822 63,088 (734) (1.2%)Other Revenues 11,132 7,468 7,200 32,200 25,000 347.2% D)Parking Fund 100,000 100,000 100,000 100,000 - 0.0%Sewer Fund 131,647 142,828 140,120 251,684 111,564 79.6%Solid Waste Fund 5,000 5,000 5,000 5,000 - 0.0%Storm Water Fund 4,534 5,971 3,948 3,985 37 0.9%Water Fund 131,647 142,828 140,120 251,684 111,564 79.6%Property Taxes 406,344 325,602 464,916 241,389 (223,527) (48.1%)Total Revenue 1,010,880$ 1,027,889$ 1,034,246$ 1,067,296$ 33,050$ 3.2%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAccounting 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 4.00 3.00 3.00 - Budget & Financial Manager 1.00 1.00 1.00 1.00 1.00 - City Treasurer 1.00 1.00 1.00 1.00 1.00 - Managerial Accountant 1.00 1.00 1.00 1.00 1.00 - Part TimeBudget & Financial Analyst - - - 0.95 0.95 -

Total FTE 11.00 11.00 11.00 10.95 10.95 -

FINANCE 1001 & 1002

Notes: A) Credit card fees increased $38,000. Conventions decreased $1,300 to achieve budget reduction target amount. General liability insurance premiums increased $1,860 due to large claims experienced in FY 2012 City-wide. B) Central Maintenance Garage (CMG) lease charges and software maintenance decreased $396 and $757, respectively, to achieve the budget reduction target amount. C) Office supplies decreased $1,200, memberships decreased $108, publications decreased $830, and operating supplies decreased $200 all to achieve the budget reduction target amount. D) Increase is due to a new rebate program on accounts payable payments paid on annual basis.

102

CITY CLERK FY 2013 HIGHLIGHTS

FY 2014 GOALS: CITY CLERK PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Council Agendas: Number of Customers Who Receive Copies (by email)

255 281 314 320

Cost to Prepare $ 21.12 $ 18.47 $ 17.09 $ 13.52 Number of Pages per Employee Hour 1.38 1.5 1.63 1.74 Percentage of Time on Web by Friday 100% 100% 100% 100% Occupational Licenses: Cost to Issue $ 24.27 $ 20.66 $ 22.00 $ 22.38 Number of Licenses per Employee Hour

1.19 1.47 1.34 1.35

Minutes to Issue a License 55 42 45 44.72 Council Minutes: Number of Customers Who Receive Council Minutes (hard copy)

17 17 10 4

Cost per Page $ 13.91 $ 12.76 $ 13.34 $ 11.93 Number of Pages per Employee Hour 2.16 2.71 2.1 2.45 Percent of Time on Web by Friday 100% 100% 100% 100% Percent of Time Minutes were Adopted without Amendments

100% 98% 98% 97%

Information Services: Number of Request 532 398 352 249 Cost per Page $ .75 $ .78 $ 1.02 $ .50 Number of Requests per Employee Hour

23.44 14.45 14.84 11.1

Percent of Requests Completed in 24 Hours

100% 100% 100% 100%

Homework: Number of Packets Prepared Annually

102 131 138 119

Cost per Page $ .74 $ .63 $ .57 $ .72 Number of Pages per Employee Hour 39.61 44.89 48.35 42.01 Percentage of Time on Web by Friday 100% 100% 100% 100%

Presently in the process of converting microfilm to pdf format through New Perspectives Inc.; the pdf file will preserve these permanent records in a more user-friendly format making the records more accessible and prevent loss of the records due to deterioration of the aging microfilm.

Past Council minutes and agenda Word files have been converted to pdf format for preservation of the permanent records.

Investigate ways to convert additional items and processes to electronic versions; some possibilities are the Council Homework information and liquor licenses letters.

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

103


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 193,126$ 187,850$ 184,818$ 182,224$ (2,594)$ (1.4%) A)General Services 28,952 28,051 31,881 29,812 (2,069) (6.5%) B)Services Related to Property 4,188 4,188 4,188 2,688 (1,500) (35.8%) C)General Supplies 1,650 3,244 3,050 2,700 (350) (11.5%) D)Miscellaneous 8,779 6,296 7,000 7,000 - 0.0%Total Expenditures 236,695$ 229,629$ 230,937$ 224,424$ (6,513)$ (2.8%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFines and Violations 15,800$ 18,700$ 15,000$ 15,000$ -$ 0.0%License and Permits 33,522 32,218 33,450 28,830 (4,620) (13.8%) E)Other Revenues 3,463 3,253 6,100 4,500 (1,600) (26.2%) F)Sewer Fund 35,975 12,878 8,144 17,598 9,454 116.1%State Shared Revenue 108,030 108,492 104,000 108,000 4,000 3.8% G)Storm Water Fund 4,387 6,439 4,072 3,520 (552) (13.6%)Water Fund 35,975 12,878 8,144 17,598 9,454 116.1%Property Taxes (457) 34,771 52,027 29,378 (22,649) (43.5%)Total Revenue 236,695$ 229,629$ 230,937$ 224,424$ (6,513)$ (2.8%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Secretary 1.00 1.00 1.00 1.00 1.00 - Clerical Assistant - - - 1.00 1.00 - Customer Service Specialist 1.00 1.00 1.00 1.00 1.00 - Secretary 1.00 1.00 1.00 - - - Part TimeStudent Intern 0.20 0.20 0.20 0.20 0.20 -

Total FTE 3.20 3.20 3.20 3.20 3.20 -

CITY CLERK 0411

Notes: A) Employee compensation increased $3,052 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $680 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums decreased $6,587 due to employee election changes and a 4% decrease in premiums. Workers' compensation insurance premiums increased $158 due to claims experience. B) Printing decreased $500, postage and shipping decreased $600, conventions decreased $1,500, and communication line charges decreased $50, all to achieve budget reduction target amount. General liability insurance premiums increased $581 due to large claims experienced in FY 2012 City-wide. C) Maintenance contract decreased $1,500 to achieve budget reduction target amount. D) Office supplies decreased $500 to achieve budget reduction target amount. Memberships increased $150 based on history.

104

E) Salvage operator license revenue decreased $160, taxi driver's license revenue increased $400, and theater license decreased $210, all based on history. Adult entertainment license revenue decreased $4,650 due to a change in Iowa law that makes it unlawful to require this license. F) Recording fee reimbursement decreased $500 based on history. Publication costs decreased $1,000 due to Sioux City Journal costs being charged to departments. Sale of materials, pamphlets, and books decreased $100 due to information being available by email. G) State liquor licenses increased $4,000 based on prior year history.

105

WORD PROCESSING

FY 2013 HIGHLIGHTS: FY 2014 GOALS: WORD PROCESSING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Dictation: Number of Jobs 20,327 20,481 20,541 19,779 Cost per Minute of Transcription $ .92 $1.20 $1.02 $1.29 Minutes per FTE per Hour 17.97 17.91 18.48 18.96 Minutes of Typing to Complete per Dictated Minute

3.35 3.35 3.25 3.13

Evaluated Word Processing procedures and staffing; made adjustments to scheduling in an effort to improve efficiency.

Trained part time staff to prepare Inspection and Animal Control letters; all staff members are completing all duties.

Will conduct a Customer Satisfaction survey in January 2014 to seek ways to improve current services.

Evaluate processes to ensure electronic formats are being used where possible instead of printing copies.

106


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 257,470$ 239,679$ 237,076$ 240,322$ 3,246$ 1.4% A)General Services 2,667 2,592 2,543 3,068 525 20.6% B)Services Related to Property 1,944 1,944 25,787 1,944 (23,843) (92.5%) C)General Supplies 414 36 400 400 - 0.0%Total Expenditures 262,495$ 244,251$ 265,806$ 245,734$ (20,072)$ (7.6%)


FY13 Approved

Budget

FY14 Proposed



FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeLead Word Processor 1.00 1.00 1.00 1.00 1.00 - Word Processor 3.00 3.00 2.00 2.00 2.00 - Part TimeWord Processor 0.50 0.50 1.00 1.00 1.00 -

Total FTE 4.50 4.50 4.00 4.00 4.00 -

WORD PROCESSING 0421

Notes: A) Employee compensation increased $3,876 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $753 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums decreased $1,729 due to a 4% decrease in premiums. Workers' compensation insurance premiums increased $246 due to claims experience. B) General liability insurance premiums increased $525 due to large claims experienced in FY 2012 City-wide. C) Maintenance contract decreased $23,843 due to the Dictaphone software contract three year renewal due February 2013 and not again until February 2016.

107

PRINT SHOP FY 2013 HIGHLIGHTS:

FY 2014 GOALS: PRINT SHOP PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Number of Copies 1,357,331 1,125,953 1,013,807 1,343,556 Cost per Copy $ .044 $ .046 $ .031 $ .028 Number of Copies per Hour 631 517 499 635 Number of Jobs Completed 1,741 1,825 1,840 1,688 Number of Jobs Completed without Errors

1,739 1,823 1,837 1,687

Extended the leases on both the IRC3480 (color) and the IR7095 (regular) digital copier contracts; vendor replaced the copiers with new, improved machines with a lower monthly lease charge.

Evaluated the Print Shop and Mail Room procedures and staffing to improve efficiency; adjusted part time hours to improve coverage.

Investigate more ways to use electronic formats for distribution of information to City Departments as opposed to distributing hard copy.

Conduct a Customer Satisfaction survey in January 2014 to seek ways to improve or add to current services.

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FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 77,292$ 92,203$ 97,807$ 100,230$ 2,423$ 2.5% A)General Services 215,555 225,999 216,823 217,161 338 0.2%Services Related to Property 21,942 24,552 23,459 22,459 (1,000) (4.3%) B)General Supplies 58,106 60,000 63,500 60,500 (3,000) (4.7%) C)Utilities 2,495 1,667 2,613 2,127 (486) (18.6%) D)Total Expenditures 375,390$ 404,421$ 404,202$ 402,477$ (1,725)$ (0.4%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 295,470$ 396,046$ 404,325$ 402,477$ (1,848)$ (0.5%)Other Revenues 92 - - - - 0.0%Property Taxes 79,828 8,375 (123) - 123 100.0%Total Revenue 375,390$ 404,421$ 404,202$ 402,477$ (1,725)$ (0.4%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeDuplication Technician 1.00 1.00 1.00 1.00 1.00 - Part TimeClerk 0.55 0.55 0.55 0.80 0.80 -

Total FTE 1.55 1.55 1.55 1.80 1.80 -

PRINT SHOP 0422

Notes: A) Employee compensation increased $2,191 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $388 due to a .26% State mandated increase in the City's contribution percentage from 8.67% to 8.93%. Workers' compensation insurance premiums increased $163 due to claims experience. Group health insurance decreased $592 due to a 4% decrease in premiums. B) Equipment lease decreased $1,000 to achieve budget reduction target amount. C) Operating supplies decreased $3,000 to achieve budget reduction target amount. D) Fuel and oil decreased $486 based on an estimated 552.40 gallons at $3.85 per gallon.

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METER SHOP FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

METER SHOP PERFORMANCE MEASURERS: FY 2009 FY 2010 FY 2011 FY 2012 Population Served 82,000 82,000 82,000 82,000

Number of Meters 28,921 28,917 28,954 28,999 Average Number of Manual Reads per Month

5,122 5,929 7,712 9,108

Average Cost per Manual Read $1.73 $1.52 $1.13 $1.04 Average Number of Reads per Hours Worked

17.79 20.59 26.78 31.63

Percentage of Total Accounts which are Read Manually

17% 20% 26% 31%

Supervisory staff has been updating and creating standard operating procedures (SOP) for Meter Shop procedures; this will be an on-going process.

Staff has reviewed the Iowa Records Retention Manual; Meter Shop records were evaluated and either stored or disposed of if past their retention date.

Train the yet-to-be hired Lead Water Service Worker; since this is newly created position the process will take considerable hands-on training from the Customer Service Supervisor as well as the current Water Service Workers.

Investigate methods to automate the download/upload process for the manually gathered water meter reads into the billing system.

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FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 347,016$ 390,163$ 373,946$ 360,872$ (13,074)$ (3.5%) A)General Services 8,786 7,259 8,296 11,902 3,606 43.5% B)Services Related to Property 20,670 25,515 24,561 25,738 1,177 4.8% C)General Supplies 150,175 75,531 201,450 201,450 - 0.0%Utilities 20,285 22,774 19,912 29,374 9,462 47.5% D)Total Expenditures 546,932$ 521,242$ 628,165$ 629,336$ 1,171$ 0.2%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeSewer Fund 243,837$ 287,568$ 317,104$ 316,653$ (451)$ (0.1%)Water Fund 243,837 287,568 317,104 316,653 (451) (0.1%)Property Taxes 59,258 (53,894) (6,043) (3,970) 2,073 34.3%Total Revenue 546,932$ 521,242$ 628,165$ 629,336$ 1,171$ 0.2%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeCustomer Serv Field Super 1.00 1.00 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 TimeWater Service Worker 0.75 0.75 1.55 1.55 1.30 (0.25)

Total FTE 4.75 4.75 5.55 5.55 5.30 (0.25)

METER SHOP 0431

Notes: A) Employee compensation decreased $32,727 for salaries and related benefits due to replacing a Supervisor with a Lead Water Service Worker and a decrease in part-time employees from 1.55 to 1.30. Contract overtime decreased $450, Fair Labor Standards Act (FLSA) overtime decreased $1,000, sick leave bonus pay decreased $500, and education and training decreased $100, all to achieve budget reduction target amount. Workers' compensation insurance premiums decreased $1,242 due to claims aging out. Group health insurance premiums increased $21,227 due to employee election changes. Dental insurance premiums increased $1,718 due to a 4% increase in the premium amount. B) City business decreased $200, printing expense decreased $200, and cellular-communication charges decreased $70 to achieve budget reduction target amount. Communication line charges increased $120 based on history and current year activity. General liability insurance premiums increased $3,937 due to large claims experienced in FY 2012 City-wide. C) Central Maintenance Garage lease charges increased $1,177 to reflect current charges. D) Fuel and oil increased $9,444 based on an estimated 6,223 gallons at $3.85 per gallon.

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CUSTOMER SERVICE CENTER FY 2013 HIGHLIGHTS:

FY 2014 GOALS: CUSTOMER SERVICE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Automatic Meter Reading: Population Served 82,000 82,000 82,000 82,000

Average Number of Meters per Month 28,921 28,917 28,954 28,999 Number of AMR Reads per Month 19,248 16,963 15,456 14,422 Cost per AMR Read $ .02 $ .03 $ .03 $ .03

Percentage of Successful AMR Reads per Month

80% 74% 72% 72%

Percentage of Total Meters which are AMR Reads

83% 80% 74% 69%

Automated Call Distribution System Population Served N/A 82,000 82,000 82,000

Average Number of Calls Answered per Month

N/A 6,813 7,586 7,872

Average Cost per Call N/A $ 1.16 $ 1.21 $ 1.25 Number of Calls Processed per Hour, per FTE

N/A 26 25 27

Percentage of Call Answered and Not Abandoned by Customer

N/A 94% 93% 95%

Staff has reviewed the Iowa Records Retention Manual; utility billing records were evaluated and either stored or disposed of if past their retention date.

Supervisory staff have been updating and creating standard operating procedures (SOP) for Customer Service Center procedures; this will be an on-going process.

Investigate system capabilities to implement emailing utility bills in place of paper bills. Investigate methods to automate the process for entering the customer-submitted water

meter reads into the billing system.

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FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 596,022$ 610,088$ 659,179$ 663,806$ 4,627$ 0.7%General Services 207,404 287,944 211,938 280,618 68,680 32.4% A)Services Related to Property 25,531 25,108 25,320 25,320 - 0.0%General Supplies 20,850 17,967 18,000 20,480 2,480 13.8% B)Total Expenditures 849,807$ 941,107$ 914,437$ 990,224$ 75,787$ 8.3%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeSewer Fund 297,230$ 353,915$ 363,424$ 399,728$ 36,304$ 10.0%Solid Waste Fund 127,384 86,229 90,856 99,932 9,076 10.0%Storm Water Fund 84,923 86,229 90,856 99,932 9,076 10.0%Water Fund 297,230 353,915 363,424 399,728 36,304 10.0%Property Taxes 43,040 60,819 5,877 (9,096) (14,973) (254.8%)Total Revenue 849,807$ 941,107$ 914,437$ 990,224$ 75,787$ 8.3%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeCust 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 TimeClerk - 0.80 1.60 1.60 1.60 -

Total FTE 8.00 8.80 9.60 9.60 9.60 -

CUSTOMER SERVICE 0432

Notes: A) Printing costs decreased $1,000 to achieve budget target amount. Outside postage and shipping increased $75,000 for the cost of delinquents and rebills mailed through Woodbury County Information Communication Commission operations due to transfer of costs previously paid for by the Mail Room. General liability insurance premiums decreased $1,478 due to claims aging out. Retiree health insurance premiums decreased $3,912 to achieve budget target amount. B) Operating supplies increased $2,480 to pay the CLICK2GOV 3 year renewal fee that is not covered under service contract.

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114

BUILDING MAINTENANCE

FY 2013 HIGHLIGHTS:

FY 2014 GOALS: BUILDING MAINTENANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Custodial Percentage of Sq Ft Cleaned 91.81% 90.39% 88.73% 90.07% Labor Cost per Sq Ft Cleaned $0.096 $0.101 $0.101 $0.111 Sq Ft Cleaned per Hour $218.24 $222.07 $246.96 $250.58 Customer Satisfaction 17 19 17 14 Carpentry Number of Work Orders Completed 163 164 90 67 Cost of Work Orders Completed $275.21 $155.95 $1145.72 $391.25 Number of Work Orders per Employee Hour

0.221 0.393 1.976 0.222

Percentage of Time Work Order was Addressed Within 24 Hours

100% 100% 100% 100%

Electrical Number of Work Orders Completed 209 153 101 96 Cost of Work Orders Completed $227.47 $135.22 $142.53 $112.56 Number of Work Orders per Employee Hour

0.156 0.437 0.332 0.481


100% 100% 100% 100%

Plumbing Number of Work Orders Completed 135 90 43 45 Cost of Work Orders Completed $302.44 $136.44 $365.21 $274.16 Number of Work Orders per Employee Hour

0.196 0.294 0.113 0.193


100% 100% 100% 100%

Continued preventative maintenance (PM) program for City-owned facilities. Continue to work with facility managers and Department Heads with assistance on PM programs and energy efficient facilities.

Project Manager for the New Fire station # 4 - Assist Fire Department staff & City staff with project management. Project Manager for both Fire Station # 4 and the remodeling of the Wilbur Aalfs Library. Both facilities were completed with minimal change orders.

Investigated and solved moisture and mold problems at the Police/Fire Headquarters. Saved approximately $20,000 in phone charges by converting the Police phone system

to City Hall’s phone system.

Continue PM program for City-owned facilities. Continue to work with facility managers and Department Heads with assistance on PM programs.

Work with the staff at Long Lines Family Recreation Center to install new heating, ventilation, and air conditioning (HVAC) equipment.

Assist the Parking Division with the maintenance of the Skywalk system.

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FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 612,141$ 637,423$ 608,877$ 642,833$ 33,956$ 5.6% A)General Services 46,158 38,394 39,329 45,580 6,251 15.9% B)Services Related to Prop 90,037 110,566 104,461 91,348 (13,113) (12.6%) C)General Supplies 6,048 9,918 9,250 7,750 (1,500) (16.2%) D)Utilities 80,578 71,523 82,228 89,656 7,428 9.0% E)Total Expenditures 834,962$ 867,824$ 844,145$ 877,167$ 33,022$ 3.9%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeHousing Fund 23,000$ -$ -$ -$ -$ 0.0%Other Revenues 181 62 300 300 - 0.0%Sales Tax Fund 609,406 671,917 741,974 710,000 (31,974) (4.3%)Sewer Fund 6,464 6,552 6,345 13,558 7,213 113.7%Transit Fund 51,636 58,403 59,770 37,871 (21,899) (36.6%)Water Fund 6,464 6,552 6,345 13,558 7,213 113.7%Property Taxes 137,811 124,338 29,411 101,880 72,469 246.4%Total Revenue 834,962$ 867,824$ 844,145$ 877,167$ 33,022$ 3.9%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeCustodian I 5.00 4.00 4.00 4.00 3.00 (1.00) 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 TimeCustodian I 0.25 1.25 - - 0.90 0.90 Maintenance Electrician 0.50 - - - - -

Total FTE 10.75 10.25 9.00 9.00 8.90 (0.10)

BUILDING MAINTENANCE 0441

Notes: A) Employee compensation increased $36,828 due to the discontinuation of $50,000 charged to capital projects for construction management but is offset by a decrease due to the Custodian I position being changed from full time to part time. Iowa Public Employees' Retirement System (IPERS) increased $1,019 due to a State mandated .26% increase in the City's contribution percentage from 8.67% to 8.93%. Workers' compensation premiums increased $14,159 due to claims experience. Group health insurance decreased $17,185 due to a 4% decrease in the premium amount and the decrease of a full time Custodian to part time. Dental insurance premiums decreased $624 due to personnel changes. B) General liability insurance premiums increased $2,317 due to large claims experienced in FY 2012 City-wide. Property and building content insurance premiums increased $4,034 due to an increase in the premium amount. C) Maintenance machine and equipment, software maintenance, maintenance buildings and grounds, electric maintenance charges, and audio visual maintenance decreased $500, $500, $4,753, $1,000, and $500, respectively, all to achieve budget target amount. Central Maintenance Garage (CMG) lease charges decreased $5,860 based on current charges.

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D) Operating supplies decreased $1,500 to achieve budget target amount. E) Fuel and oil increased $2,436 based on an estimated 2,710.70 gallons at $3.85 per gallon. Electric utility increased $4,992 based on 2011 actual with an 8% increase.

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118

PARKING

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

PARKING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Parking Ramps: Annual Hours of Operations 5,582 5,563 5,606 5,563 Number of Parking Stalls 1,820 1,793 1,787 1,787 Average Annual Cost per Stall $17.41 $17.38 $16.72 $15.56 Average Annual Cost per Hour of Operations

$68.12 $67.22 $64.12 $59.97

Average Annual Net Revenue per Stall

$137.02 $125.83 $120.06 $125.01

On-Street Parking Annual Hours of Operations 2,520 2,530 2,520 2,520 Number of Parking Stalls 1,374 1,393 1,418 1,427 Average Annual Cost per Stall $24.36 $24.15 $23.59 $20.59 Average Annual Cost per Hour of Operations

$159.53 $159.43 $159.50 $140.21

Average Annual Net Revenue per Stall

$177.00 $218.56 $246.17 $276.61

Evaluated parking staff and schedules for possible improvements to service. Maintenance worker position was cut to part time with no loss of service.

Begin and complete a major construction project at Discovery Ramp. In construction with completion date of 10/14/12.

Evaluate meter collection routes for changes and efficiencies.

Complete construction of Site C. Progress was delayed due to the possibility of site being used for other project.

Begin and complete a construction project at Rivers Landing 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

2013 and would like this report to address future maintenance issues. Possible joint project with Mercy Medical Center for cost efficiency.

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FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 315,942$ 271,321$ 355,283$ 295,244$ (60,039)$ (16.9%) A)General Services 425,249 392,806 438,795 436,188 (2,607) (0.6%)Services Related to Prop 72,652 66,547 90,028 86,579 (3,449) (3.8%) B)General Supplies 15,673 19,842 14,850 14,850 - 0.0%Utilities 3,333 3,958 3,150 5,229 2,079 66.0% C)Miscellaneous 195 95 200 150 (50) (25.0%)Total Expenditures 833,044$ 754,569$ 902,306$ 838,240$ (64,066)$ (7.1%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCBD TIF Fund 12,000$ 12,000$ 12,000$ 12,000$ -$ 0.0%Enterprise Fees 1,000,161 1,026,850 1,075,880 1,058,360 (17,520) (1.6%) D)Fines and Violations 325,194 298,348 325,000 315,000 (10,000) (3.1%) E)Other Revenues 5,042 5,650 5,780 5,250 (530) (9.2%) F)Parking Fund (509,353) (588,279) (516,354) (552,370) (36,016) (7.0%)Total Revenue 833,044$ 754,569$ 902,306$ 838,240$ (64,066)$ (7.1%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeLead Prk Meter Attendant 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 1.00 1.00 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 TimeMaintenance Worker - - - - 0.50 0.50 Parking Meter Attendant 1.00 1.00 1.00 1.00 0.70 (0.30)

Total FTE 5.00 5.00 5.00 5.00 4.20 (0.80)

PARKING 0451-0455

Notes: A) Employee compensation decreased $37,643 due to the decrease of a Maintenance Worker from full time to part time and decrease of .3 for Parking Meter Attendant. Workers' compensation premiums increased $378 due to claims experience. Group health insurance decreased $20,943 due to a 4% decrease in the premium amount and changes in personnel. Dental insurance premiums decreased $1,125 due to personnel changes. B) Central Maintenance Garage (CMG) lease charges decreased $3,888 due to an estimated decrease of $424 per month for all equipment and a decrease of $400 for the current charges on the sweeper unit in parking ramps. Maintenance machine and equipment is estimated to increase $1,350 for the new Metertrax software maintenance agreement. Maintenance buildings and grounds decreased $400 and equipment repair and maintenance CMG decreased $111 based on estimated needs for maintenance and repairs. C) Fuel and oil increased $2,084 based on an estimated 1,320.40 gallons at $3.85 per gallon. D) Bagged meters increased $7,500 due to downtown construction projects. 4th street parking increased $5,000 based on history. Contractor revenues decreased $30,000 due to Terra employees leaving Heritage Ramp.

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E) Parking violation fines decreased $10,000 due to catching up of old tickets paid through 28E agreement with Woodbury County. F) Reimbursement of costs decreased $530 due to the decrease of phone lines and phone charges at Heritage Ramp.

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SKYWAY


Continue to use Inspec report to upgrade skywalk system. Ongoing – Five windows were replaced in the skywalk system during FY13.

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.

As of 9/19/12, Terra Real Estate is no longer doing skywalk maintenance. Maintenance will now be done by the Parking and Building Maintenance Divisions.

Signage in skywalk system was upgraded with the assistance of Downtown Partners.

Continue to use Inspec report to upgrade skywalk system. Replace additional roof sections and remove skylights if funding allows. Remove and repair wall coverings in the skywalk system. Maintain, upgrade and operate the skywalk system in a uniform and efficient manner.

122


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 76,790$ 79,779$ 78,903$ 76,965$ (1,938)$ (2.5%) A)General Services 171,610 166,885 166,214 169,295 3,081 1.9% B)Services Related to Property 80,580 89,785 105,545 62,384 (43,161) (40.9%) C)Utilities 51,314 46,095 52,366 55,418 3,052 5.8% D)Total Expenditures 380,294$ 382,544$ 403,028$ 364,062$ (38,966)$ (9.7%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCBD TIF Fund -$ -$ -$ 82,022$ 82,022$ 100.0% E)Charges for Services 357,180 336,059 402,628 281,740 (120,888) (30.0%) F)Other Revenues 23 256 400 300 (100) (25.0%) Skywalk Fund 23,091 46,229 - - - 0.0% Total Revenue 380,294$ 382,544$ 403,028$ 364,062$ (38,966)$ (9.7%)



SKYWAY 0461

Notes: A) Employee compensation decreased $646 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $202 due to a State mandated .26% increase in the City's contribution percentage from 8.67% to 8.93%. Group health insurance decreased $1,517 due to a 4% decrease in premiums. B) Professional services increased $2,112 based on First Class Security contract costs increasing. Advertising decreased $500 based on history. Property and building content insurance premiums increased $1,274 based on an increase in the premiums. General liability insurance premiums increased $162 due to large claims experienced in FY 2012 City-wide C) Maintenance contracts decreased $43,611 because Terra Real Estate no longer does skywalk maintenance. Maintenance will be done by Parking and Building maintenance staff. Maintenance buildings and grounds increased $450 based on the Panefully Clear and Smiths Professional Cleaning contract amounts. D) Electric utility increased $3,052 based on FY 2011 activity increased by 8%. E) During FY 2012, the City Council changed the funding of the skywalks to include a subsidy from the Downtown Tax Increment Financing (TIF). F) Skyway operation charges decreased $120,888 due to new funding formation adopted by Council.

123




124

Sioux City Fire Rescue Organizational Chart

Fire Chief

Fire Prevention Bureau Fire Marshall

Secretary

Fire Lieutenants

Public Education Officer

Administrative Assistant Chief

Hatzmat/EMS/EM Assistant Fire Chiefs

Captains Lieutenants Firefighters



Training Officer

Administrative Support

Admin Assistant Admin Secretary

125

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.

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90%

3%

3% 2% 1%0%

1%


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114

115

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127

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdministration 516,817$ 531,555$ 546,282$ 433,893$ (112,389)$ (20.6%)Suppression 11,084,821 11,395,817 11,723,253 11,957,193 233,940 2.0%Prevention 392,695 443,455 414,819 432,682 17,863 4.3%Training 141,369 149,200 158,208 164,218 6,010 3.8%Support Services 583,420 538,198 513,238 556,673 43,435 8.5%Hazardous Material 196,908 214,299 192,646 195,347 2,701 1.4%Urban Search and Rescue 144,646 242,928 40,693 121,945 81,252 199.7%Emergency Management 10,915 13,009 13,900 13,900 - 0.0%Emergency Medical Sys 47,666 24,325 31,940 31,940 - 0.0%Station Maint. & Supplies 36,855 64,107 36,900 36,900 - 0.0%Ambulance Contract - - 298,316 298,316 - 0.0%Total Expenditures 13,156,112$ 13,616,893$ 13,970,195$ 14,243,007$ 272,812$ 2.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 6,618$ 3,681$ -$ -$ -$ 0.0%Federal Gov. Op. Grants - 14,000 - - - 0.0%Other 793 18,384 - - - 0.0%Other Grants 2,215 9,995 - - - 0.0%Public Safety Fees 205,013 204,551 260,516 260,516 - 0.0%Refunds and Reimburse 36,113 23,636 4,086 4,086 - 0.0%Service Fees - - 100,000 100,000 - 0.0%State Gov. Op. Grants 156,235 174,463 174,851 100,000 (74,851) (42.8%)Property Taxes 12,749,125 13,168,183 13,430,742 13,778,405 347,663 2.6%Total Revenue 13,156,112$ 13,616,893$ 13,970,195$ 14,243,007$ 272,812$ 2.0%

FIRE DEPARTMENT SUMMARY

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129

SIOUX CITY FIRE RESCUE FY 2013 HIGHLIGHTS: FY 2014 GOALS:

Accreditation. Completion of Job Aids/Procedure guides for every position and duty. Mobile Tablets for emergency response, fire inspections, and daily efficiency. Begin the process of regionalizing Training Center and a Western Iowa Technology

partnership. Further engage volunteers and the public by exploring the Fire Corps and

Community Emergency Response Team (CERT) programs along with developing a cadet program.

Completion of Fire Station Four. Completion of Flex Fleet, Multi-Use vehicle program. Completion of Training Center/Simulation Lab. Completion of Green Facilities Program. Complete rewrite of department procedures and organization chart. Completion of Fire Inspector I department-wide. Developed age appropriate fire education book. Completion of Training Mandates adoption to include quarterly live fire, night

evolutions, and “back to the basics” training. Developed Standard Operating Procedures for all Recue Specialties.

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EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 471,489$ 487,645$ 506,275$ 390,628$ (115,647)$ (22.8%) A)General Services 16,009 18,607 21,419 23,175 1,756 8.2% B)Services Related to Property 7,866 7,901 7,668 8,055 387 5.0%General Supplies 21,453 17,402 10,920 12,035 1,115 10.2% C)Total Expenditures 516,817$ 531,555$ 546,282$ 433,893$ (112,389)$ (20.6%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 3,519$ 525$ -$ -$ -$ 0.0%Refunds and Reimbursements 852 20 - - - 0.0%Property Taxes 512,446 531,010 546,282 433,893 (112,389) (20.6%)Total Revenue 516,817$ 531,555$ 546,282$ 433,893$ (112,389)$ (20.6%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 1.00 - (1.00)

Total FTE 5.00 5.00 5.00 5.00 4.00 -

FIRE ADMINISTRATION 4001 & 4011

Notes: A) Salaries and related benefits decreased $114,519 due to the reduction of one Firefighter. B) General liability insurance premiums increased $1,756 due to large claims experienced in FY 2012. C) Clothing expense increased $1,115 based on history.

131

FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES FY 2013 HIGHLIGHTS: FY 2014 GOALS: FIRE SUPPRESSION & EMERGENCY MEDICAL SERVICES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Suppression calls 1,679 1,648 1,703 1,587 Emergency Medical calls 4,758 4,908 5,203 5,214 CPR and defibrillation performed 35 42 24 25 Incidents where pulses are regained 7 11 7 9 % of EMS responses where SCFR EMS is on the scene within 4 minutes

86.5% 85.7% 86.2% 85.8%

Developed plan and procedure for operating spare ambulance from one of the stations.

Video conferencing capabilities between the fire stations.

Begin the transition of Sioux City Fire Rescue (SCFR) emergency medical personnel to new levels of scope of practice as required by the Iowa Department of Public Health, Bureau of Emergency Medical Services (EMS).

Complete a review and revision of all SCFR operational procedures.

132

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 10,862,792$ 11,157,784$ 11,472,366$ 11,686,136$ 213,770$ 1.9% A)General Services 43,872 37,725 46,937 69,711 22,774 48.5% B)Services Related to Prop 20,431 15,086 24,500 21,896 (2,604) (10.6%) C)General Supplies 157,726 185,222 179,450 179,450 - 0.0%Total Expenditures 11,084,821$ 11,395,817$ 11,723,253$ 11,957,193$ 233,940$ 2.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 793$ 18,384$ -$ -$ -$ 0.0%Service Fees - - 100,000 100,000 - 0.0%Property Taxes 11,084,028 11,377,433 11,623,253 11,857,193 233,940 2.0%Total Revenue 11,084,821$ 11,395,817$ 11,723,253$ 11,957,193$ 233,940$ 2.0%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAssistant 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 -

FIRE SUPPRESSION 4002 & 4012

Notes: A) Employee compensation increased $11,370 for salaries and benefits. Fair Labor Standards Act (FLSA) overtime increased $765 and contract overtime decreased $15,000 to achieve budget reduction target amount. The Municipal Fire and Police Retirement System of Iowa increased $288,509 due to a State mandated 4% increase to the City's contribution rate from 26.12% to 30.12%. Emergency Medical Technician (EMT) certification pay decreased $4,693 because this is now included in regular salaries. Health insurance premiums decreased $70,385 due to employee elections and a 4% premium decrease. Dental insurance premiums increased $4,958 due to a 4% premium increase. B) General liability insurance premiums increased $22,774 due to large claims experienced in FY 2012. C) Central Maintenance Garage lease charges increased $396 based on current year activity. The $3,000 decrease for radio/communication maintenance is based on prior year history and current needs.

133

FIRE PREVENTION AND PUBLIC EDUCATION FY 2013 HIGHLIGHTS FY 2014 GOALS:

The State of Iowa decided not to update the 2012 codes. We will move forward on this when the state does.

We made excellent progress in expanding our marketing by partnering not only with City Marketing, but also with the Siouxland Chamber of Commerce, many spots on Good Morning Siouxland, and expanding our Facebook presence. Our Smoke Alarm For Every (SAFE) Home Program has grown substantially and we are nearing completion of the State Fire Marshal's Smoke Alarm Program.

Implement a Public Safety Business License/Fee Program in coordination with Finance.

Explore and implement Mobile Data Terminals for use in emergency response, inspections, and other areas with the assistance of Woodbury County Information Communication Commission (WCICC).

Continue to expand marketing efforts to promote existing programs and also explore other programs such as Youth Academy and YouTube Newsroom Channel.

All personnel will complete Job Aids for specific position and duties.

134

FIRE PREVENTION AND PUBLIC EDUCATION PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Fire safety lecture programs delivered 220 465 839 626 Attendees at fire safety programs 14,880 11,690 13,300 17,824 % of attendees that demonstrate knowledge through exit reviews

100% 100% 100% 100%

Hand-on fire extinguisher programs 25 16 18 8 % of attendees that demonstrate increase of knowledge

100% 100% 100% 100%

Community and customer service events

260 204 222 359

Fire-related civilian injuries 7 7 5 7 Fire-related deaths 3 1 0 0 Inspections of commercial properties for fire code violations performed

3,232 2,412 1,534 2,878

Fire code violations found 1,488 1,059 337 1,190 Fire code violations corrected 1,044 1,059 337 1,190 Fire code violations slips issued 151 149 16 76 Pre-construction building plans reviewed for fire safety code compliance

43 34 27 48

Permits issued for public burning, plans review, pyrotechnic displays, flow tests

78 36 54 49

Revenue generated from these permits and fees

$6,853 $6,496 $4,418 $17,500

Fires Investigated 72 86 65 71 Estimated value of properties investigated

$22,615,482 $50,532,023 $39,795,530 $74,369,573

Estimated value of property lost that were investigated

$1,056,350 $5,154,693 $2,539,440 $893,113

Property value saved 92.66% 96.09% 93.62% 98.79%

135

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 381,669$ 414,871$ 400,644$ 418,129$ 17,485$ 4.4%General Services 4,620 3,356 4,285 5,253 968 22.6% A)Services Related to Property 675 595 200 200 - 0.0% General Supplies 4,905 24,633 8,290 7,700 (590) (7.1%) B)Inventory Supplies 826 - 1,400 1,400 - 0.0%Total Expenditures 392,695$ 443,455$ 414,819$ 432,682$ 17,863$ 4.3%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 145$ 3,150$ -$ -$ -$ 0.0%Federal Gov Operating Grants - 14,000 - - - 0.0%Public Safety Fees 7,867 17,816 11,900 11,900 - 0.0%Property Taxes 384,683 408,489 402,919 420,782 17,863 4.4%Total Revenue 392,695$ 443,455$ 414,819$ 432,682$ 17,863$ 4.3%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeFire 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 -

FIRE PREVENTION 4003 & 4013

Notes: A) General liability insurance premiums increased $968 due to large claims experienced in FY 2012. B) Publications decreased $1,000 and memberships decreased $140, both to achieve budget reduction target amount. Clothing allowance increased $550 per labor contract.

136

FIRE TRAINING


Continued the development of the Fire Training Center. Moved forward with the design and implementation of competency based training

program.

Revamp the yearly training schedule with more direct involvement from all affected parties.

Implement the Flame-Sim software program into the training schedule. Continue development of skills competency checklists to evaluate performance

based training. Continue implementation of a competency based training program. Continue development of the Training Center, concentrating on outdoor props. Develop indoor and outdoor fitness training facilities at the Training Center. Continue implementation of applicable National Fire Protection Association 1500

standards. Pursue the feasibility of hosting a firefighting based fitness challenge race.

137

FIRE TRAINING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Training sessions for Fire and Emergency Medical on Hazardous Materials and other natural or man-made emergencies

1,063 1,335 1,298 1,730

Attendees 6,079 7,563 7,438 9,252 Individuals gaining a higher level of certification

49 41 8 11

Training sessions for other City employees to increase knowledge and preparedness

4 0 6 2

Attendees 109 0 120 40 Fire company suppression training sessions

452 779 844 1,231

Attendees 1,998 3,192 3,400 5,122 Fire company Emergency Medical training sessions

154 145 61 45

Attendees 600 410 202 159 Fire company Hazardous Materials training sessions

7 5 5 2

Attendees 21 13 15 5 Fire company Special Operations training sessions

69 87 61 54

Attendees 336 626 337 202 Department-wide Suppression training sessions

119 95 105 136

Attendees 1,593 1,254 1,423 1,387 Department-wide Emergency Medical training sessions

66 87 84 124

Attendees 907 1,003 1,156 1,296 Department-wide Hazardous Materials training sessions

166 140 127 138

Attendees 798 615 757 824 Department-wide Special Operations training sessions

43 18 16 9

Attendees 504 237 238 151 Efficiency Indicator: Productivity: # of attendees/training program 6.04 Average hours training per firefighter 10.74

138

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 130,872$ 133,835$ 142,482$ 143,506$ 1,024$ 0.7%General Services 1,648 2,675 2,275 2,536 261 11.5% A)Services Related to Property 1,115 2,635 3,050 7,826 4,776 156.6% B)General Supplies 7,734 10,055 10,401 10,350 (51) (0.5%)Total Expenditures 141,369$ 149,200$ 158,208$ 164,218$ 6,010$ 3.8%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Grants 615$ 9,995$ -$ -$ -$ 0.0%Property Taxes 140,754 139,205 158,208 164,218 6,010 3.8%Total Revenue 141,369$ 149,200$ 158,208$ 164,218$ 6,010$ 3.8%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeTraining Officer 1.00 1.00 1.00 1.00 1.00 -

Total FTE 1.00 1.00 1.00 1.00 1.00 -

FIRE TRAINING 4004 & 4014

Notes: A) General liability insurance premiums increased $261 due to large claims experienced in FY 2012. B) Central Maintenance Garage lease charges increased $4,776 for new training officers vehicles.

139

FIRE SUPPORT FY 2013 HIGHLIGHTS: FY 2014 GOALS:

Continue working with Central Maintenance Garage (CMG) to maintain all Sioux City Fire Rescue’s (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.

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 National Fire Protection Association 1851.

Complete the purchase of three new fire engines, by putting them out to bid, and overseeing the construction.

140

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 15,653$ 17,401$ 21,500$ 20,500$ (1,000)$ (4.7%) A)General Services 168,386 251,691 165,934 225,435 59,501 35.9% B)Services Related to Property 283,381 144,777 201,654 170,359 (31,295) (15.5%) C)General Supplies 553 - - - - 0.0%Utilities 109,075 121,870 121,150 137,879 16,729 13.8% D)Inventory Supplies 1,370 2,459 3,000 2,500 (500) (16.7%) E)Miscellaneous 5,002 - - - - 0.0% Total Expenditures 583,420$ 538,198$ 513,238$ 556,673$ 43,435$ 8.5%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 175$ 1,219$ -$ -$ -$ 0.0%Property Taxes 583,245 536,979 513,238 556,673 43,435 8.5%Total Revenue 583,420$ 538,198$ 513,238$ 556,673$ 43,435$ 8.5%



FIRE SUPPORT 4005

Notes: A) Education and training decreased $1,000 to achieve budget target. B) Workers compensation medical payments increased $60,000 based on history. C) Equipment repairs and maintenance Central Maintenance Garage decreased $31,295 to achieve the budget target. D) Fuel and oil increased $16,857 based on an estimated 16,196.80 gallons at $4.00 per gallon and 4,173.90 at $3.85 per gallon. E) Motor vehicle supplies decreased $500 to achieve budget target.

141

HAZARDOUS MATERIALS REGIONAL RESPONSE FY 2013 HIGHLIGHTS: FY 2014 GOALS: HAZARDOUS MATERIALS REGIONAL RESPONSE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Responses to hazardous materials incidents within the City

3 5 1 0

Motor vehicle hazardous waste incidents within the City

124 106 84 114

Responses to hazardous materials incidents in member districts

1 3 1 1

Emergency response operations that were handled safely and satisfactorily

100% 100% 100% 100%

Hours of HazMat training conducted to meet competency requirements of OSHA 1910.120 and NFPA 472

581.75 470.50 527.70 488.75

Educational and mutual training exercises

27 21 22 16

County and district member attendees at educational and mutual training exercises

438 546 553 380

Incident critiques held 4 7 1 1 New personnel trained to Technician level

1 1 2 7

New personnel trained to Operations level

4 2 4 9

Members of the Sioux City Fire Rescue (SCFR) HazMat team have continued to receive specialized education from Anniston AL, Bechtel, NV, and Pueblo, CO.

Continued to work with the State Homeland Security, Iowa Hazardous Materials Task Force, and the 71st Civil Support Team to develop and deliver a state-wide weapons of mass destruction (WMD) training course and operational protocols for the WMD teams in Iowa.

To provide trained and certified SCFR personnel to safely respond to hazardous material/WMD incidents per the National Fire Protection Association Standards 471, 472, 473 and Occupational Safety and Health Administration (OSHA) 1910.120.

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.

142

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 107,431$ 110,252$ 108,534$ 108,774$ 240$ 0.2%General Services 21,974 22,020 22,000 21,900 (100) (0.5%)Services Related to Property 37,997 39,785 37,027 39,588 2,561 6.9% A)General Supplies 23,829 38,018 19,485 19,485 - 0.0%Utilities 3,394 3,917 3,400 3,400 - 0.0%Inventory Supplies 2,283 307 2,200 2,200 - 0.0%Total Expenditures 196,908$ 214,299$ 192,646$ 195,347$ 2,701$ 1.4%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 2,954$ 6$ -$ -$ -$ 0.0%Public Safety Fees 197,146 186,735 248,616 248,616 - 0.0%Refunds and Reimbursements 10,791 14,825 4,086 4,086 - 0.0%Property Taxes (13,983) 12,733 (60,056) (57,355) 2,701 4.5%Total Revenue 196,908$ 214,299$ 192,646$ 195,347$ 2,701$ 1.4%



FIRE HAZARDOUS MATERIAL 4006 & 4016

Notes: A) Central Maintenance Garage lease charges increased $2,561 based on history and current year charges.

143

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 71,928$ 93,412$ 27,847$ 81,336$ 53,489$ 192.1% A)General Services 8,027 10,234 7,500 11,600 4,100 54.7% B)Services Related to Property 2,522 292 - 350 350 100.0% C)General Supplies 62,169 138,990 4,480 27,793 23,313 520.4% D)Utilities - - 866 866 - 0.0%Total Expenditures 144,646$ 242,928$ 40,693$ 121,945$ 81,252$ 199.7%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 22,795$ 7,572$ -$ -$ -$ 0.0%State Gov. Operating Grants 156,235 174,463 174,851 100,000 (74,851) (42.8%) E)Property Taxes (34,384) 60,893 (134,158) 21,945 156,103 116.4%Total Revenue 144,646$ 242,928$ 40,693$ 121,945$ 81,252$ 199.7%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAssistant Fire Chief 1.00 1.00 - - - -

Total FTE 1.00 1.00 - - - -

FIRE URBAN SEARCH AND RESCUE 4007 & 4017

Notes: A) Contract overtime increased $18,898 as it had not previously been budgeted, amount is based on history. The overtime is required when the Urban Search and Rescue (USAR) team is deployed, as the remaining personnel must fill in to cover their hours. Education and training increased $22,600 as no budget was entered in the previous year, amount is based on history. B) The following expenses increased as no budgets were entered in the previous year: City business $6,000 and cellular communication $400, both based on history. Print shop expenses decreased $2,000 to achieve budget reduction target amount. C) Maintenance contracts increased $300 based on history as no budget was entered in the previous year. D) Operating supplies and equipment increased $10,000 and $13,613, respectively, based on history as no budget was entered in the previous year. E) USAR grant amount is estimated to be $100,000 for FY 2014.

144

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 36$ 1,705$ 1,500$ 1,500$ -$ 0.0% General Services 1,002 1,268 1,550 1,550 - 0.0%Services Related to Property - - 500 500 - 0.0% General Supplies 9,877 10,036 10,350 10,350 - 0.0%Total Expenditures 10,915$ 13,009$ 13,900$ 13,900$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Grants 1,600$ -$ -$ -$ -$ 0.0%Property Taxes 9,315 13,009 13,900 13,900 - 0.0%Total Revenue 10,915$ 13,009$ 13,900$ 13,900$ -$ 0.0%



FIRE EMERGENCY MANAGEMENT 4008 & 4018

145

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 16,235$ 7,304$ 10,000$ 10,000$ -$ 0.0% General Services 1,333 1,050 1,150 1,150 - 0.0%Services Related to Property 3,310 3,083 4,000 4,000 - 0.0%General Supplies 26,788 12,888 16,790 16,790 - 0.0%Total Expenditures 47,666$ 24,325$ 31,940$ 31,940$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 1,500$ -$ -$ -$ -$ 0.0%Property Taxes 46,166 24,325 31,940 31,940 - 0.0%Total Revenue 47,666$ 24,325$ 31,940$ 31,940$ -$ 0.0%



FIRE EMERGENCY MEDICAL SYSTEM 4009

146

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 43$ 156$ -$ -$ -$ 0.0% Services Related to Property 31,617 53,017 33,000 33,000 - 0.0%General Supplies 5,195 10,934 3,900 3,900 - 0.0%Total Expenditures 36,855$ 64,107$ 36,900$ 36,900$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes 36,855$ 64,107$ 36,900$ 36,900$ -$ 0.0%Total Revenue 36,855$ 64,107$ 36,900$ 36,900$ -$ 0.0%



FIRE STATION MAINTENANCE AND SUPPLIES 4010

147

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeServices Related to Property -$ -$ 118,316$ 118,316$ -$ 0.0%Miscellaneous - - 180,000 180,000 - 0.0%Total Expenditures -$ -$ 298,316$ 298,316$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes -$ -$ 298,316$ 298,316$ -$ 0.0%Total Revenue -$ -$ 298,316$ 298,316$ -$ 0.0%



AMBULANCE CONTRACT 4051

148

Human Resources Department


Human Resources

Director


Human Resources Specialist

Part-Time Administrative

Secretary

Part-Time Administrative

Secretary (Benefits)

149

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.

80%

17%

1% 2%


General Services


Supplies

0

1

2

3

4

5



150

FY 2013 HIGHLIGHTS: FY 2014 GOALS: HUMAN RESOURCES PERFORMANCE MEASURES: FY 2009* FY 2010* FY 2011* FY 2012*^

Open positions by month (avg) 197 250 167 187 Grievances (total) 5 11 5 3 Civil Service Tests (total) 23 28 32 19 Hires (total) 315 224 318 251 *Calendar Year ^YTD

Negotiation process began for competitive contracts with six labor agreements. The Plan Document Committee met and reviewed proposed changes. The

proposed changes will be discussed through contract negotiations. Reviewed and/or updated 3 out of 10 departments Lockout/Tagout procedures,

23 out of 23 departments updated their material safety data sheets (MSDS), and 14 out of 20 departments reviewed and updated their Emergency and Evacuation Procedures.

Reduce the Occupational Safety and Health Administration (OSHA) recordable injuries and severity rates.

Identify and implement three processes or programs to improve efficiency and or services.

Collaborate with departments needing improvement on the following safety programs to ensure compliance: Confined Space; Lockout/Tagout; Fall Protection and Emergency and Evacuation Procedures.

Services identified for improvement and action taken: Eliminate applications being handed out; eliminate mailing civil service testing scores (post on City website); implement on-line application.

151


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdministration 241,525$ 255,645$ 333,775$ 273,279$ (60,496)$ (18.1%)Safety 204,829 205,325 213,074 218,431 5,357 2.5%Total Expenditures 446,354$ 460,970$ 546,849$ 491,710$ (55,139)$ (10.1%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 500$ -$ -$ -$ -$ 0.0%Health Insurance Fund 19,275 19,542 47,819 47,949 130 0.3%Refunds and Reimbursements 8,709 10,970 5,300 5,300 - 0.0%Sewer Fund 44,450 47,221 65,832 81,477 15,645 23.8%Water Fund 44,450 47,221 65,832 81,477 15,645 23.8%Workers Compensation Fund 195,620 194,355 207,774 213,131 5,357 2.6%Property Taxes 133,350 141,661 154,292 62,376 (91,916) (59.6%)Total Revenue 446,354$ 460,970$ 546,849$ 491,710$ (55,139)$ (10.1%)

HUMAN RESOURCES SUMMARY

152


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 205,541$ 213,139$ 226,939$ 224,078$ (2,861)$ (1.3%) A)General Services 26,563 31,953 95,785 37,776 (58,009) (60.6%) B)Services Related to Property 3,791 4,228 4,406 4,670 264 6.0% C)Supplies 5,630 6,325 6,645 6,755 110 1.7% D)Total Expenditures 241,525$ 255,645$ 333,775$ 273,279$ (60,496)$ (18.1%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeHealth Insurance Fund 19,275$ 19,542$ 47,819$ 47,949$ 130$ 0.3%Sewer Fund 44,450 47,221 65,832 81,477 15,645 23.8%Water Fund 44,450 47,221 65,832 81,477 15,645 23.8%Property Taxes 133,350 141,661 154,292 62,376 (91,916) (59.6%)Total Revenue 241,525$ 255,645$ 333,775$ 273,279$ (60,496)$ (18.1%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 TimeAdministrative Secretary 1.63 1.63 1.53 1.53 1.53 -

Total FTE 4.63 4.63 4.53 4.53 4.53 -

ADMINISTRATION 0601

Notes: A) Employee compensation decreased $2,561 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $536 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance decreased $1,147 due to a 4% decrease in the premiums. Workers' compensation insurance premiums increased $239 due to claims experience. B) Professional services decreased $60,000 due to labor negotiations for expired contracts at the end of FY 2013. Conventions increased $1,500 for staff to attend an HTE Convention. General liability insurance premium increased $491 based on large claims experienced in FY 2012 City-wide. C) Machine and equipment maintenance increased $264 based on prior year history. D) Memberships increased $110 based on prior year history.

153


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 156,399$ 166,158$ 171,025$ 168,646$ (2,379)$ (1.4%) A)General Services 48,079 38,829 38,579 46,315 7,736 20.1% B)Services Related to Property 132 - 1,800 1,800 - 0.0% Supplies 219 338 1,670 1,670 - 0.0%Total Expenditures 204,829$ 205,325$ 213,074$ 218,431$ 5,357$ 2.5%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 500$ -$ -$ -$ -$ 0.0%Refunds and Reimbursements 8,709 10,970 5,300 5,300 - 0.0%Workers Compensation Fund 195,620 194,355 207,774 213,131 5,357 2.6%Total Revenue 204,829$ 205,325$ 213,074$ 218,431$ 5,357$ 2.5%

Personnel Complement


SAFETY 0620

Notes: A) Employee compensation decreased $1,810 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $349 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance decreased $1,147 due to a 4% decrease in the premiums. Workers' compensation insurance premiums increased $156 due to claims experience. B) The share program, onsite share nurse, increased $7,409. General liability insurance premium increased $327 due to large claims experienced in FY 2012 City-wide.

154

Human Rights Organizational Chart

Human Rights

Commission

Executive Director

Human Rights Investigator Secretary

Clerical Assistant

(Temporary)

155

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.

84%

13%

1%2%


General Services


General Supplies

0

1

2

3

4

5



156

FY 2013 Highlights:

FY 2014 Goals:

HUMAN RIGHTS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

New cases 72 59 46 60 Cases closed 51 81 54 64 Total cases carried over 62 40 32 28

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 2013.

Obtained a one-time Housing and Urban Development (HUD) Partnership Grant. This grant permitted for a temporary part time position and allowed our department to increase our outreach efforts.

157

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 151,854$ 171,545$ 169,593$ 167,194$ (2,399)$ (1.4%) A)General Services 23,886 34,917 26,488 25,390 (1,098) (4.1%) B)Services Related to Property 2,076 2,076 1,968 2,076 108 5.5% C)General Supplies 1,308 1,743 3,610 3,925 315 8.7% D)Total Expenditures 179,124$ 210,281$ 201,659$ 198,585$ (3,074)$ (1.5%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFederal Gov. Operating Grants 51,003$ 2,500$ 32,000$ 32,000$ -$ 0.0%Revenues 14,752 5,525 3,000 3,000 - 0.0%Property Taxes 113,369 202,256 166,659 163,585 (3,074) (1.8%)Total Revenue 179,124$ 210,281$ 201,659$ 198,585$ (3,074)$ (1.5%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeHuman Rights Director 1.00 1.00 1.00 1.00 1.00 - Human Rights Housing Coordinator 1.00 - - - - - Human Rights Investigator - 1.00 - - - - Part TimeHuman Rights Investigator - - 0.80 0.80 0.80 - Secretary 0.80 0.80 0.80 0.80 0.80 -

Total FTE 2.80 2.80 2.60 2.60 2.60 -

HUMAN RIGHTS 8101

Notes: A) Employee compensation decreased $2,646 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $338 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Workers' compensation insurance premium increased $156 due to claims experience. Health insurance decreased $280 due to a 4% decrease in the premiums. B) Professional services decreased $1,973 for interpreters, speakers, facilitators, etc. to achieve budget reduction target amount. General liability insurance premiums increased $875 based on large claims experienced in FY 2012 City-wide. C) Central Maintenance Garage (CMG) lease charges increased $108 based on current year charges. D) Membership dues and publications increased $65 and $250, respectively, based on history.

158

Legal


City Attorney

Assistant City Attorney





Risk Manager

159

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.

84%

13%

1%2%

0%


General Services


General Supplies

Utilities

0

1

2

3

4

5

6

7

8



160


LEGAL PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

City Misdemeanor Convictions 447 496 487 504 City Misdemeanor Acquittals 139 153 145 149 Total Cases 586 649 632 653 Conviction Rate 76.28% 76.43% 77.06% 77.18%

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 began 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.

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.

161

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 680,318$ 635,180$ 684,990$ 653,427$ (31,563)$ (4.6%) A)General Services 52,380 235,515 100,053 99,427 (626) (0.6%)Services Related to Property 7,120 7,451 8,222 6,819 (1,403) (17.1%) B)General Supplies 19,479 13,054 20,000 19,186 (814) (4.1%) C)Utilities 1,266 1,329 1,905 1,768 (137) (7.2%) D)Total Expenditures 760,563$ 892,529$ 815,170$ 780,627$ (34,543)$ (4.2%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeComprehensive Insurance 395,060$ 586,938$ 469,633$ 456,740$ (12,893)$ (2.7%)Contributions 160 160 260 260 - 0.0%Refunds and Reimbursements 2,074 1,190 - - - 0.0%Sewer Fund 27,603 20,311 17,116 30,651 13,535 79.1%TIF Administration Fund 38,668 33,843 34,655 33,233 (1,422) (4.1%)Water Fund 27,603 20,311 17,116 30,651 13,535 79.1%Property Taxes 269,395 229,776 276,390 229,092 (47,298) (17.1%)Total Revenue 760,563$ 892,529$ 815,170$ 780,627$ (34,543)$ (4.2%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 - Assistant City Attorney I 1.00 1.00 1.00 1.00 1.00 - Assistant City Attorney II 2.00 2.00 2.00 2.00 2.00 - City Attorney 1.00 1.00 1.00 1.00 1.00 - Risk Manager 1.00 1.00 1.00 1.00 1.00 -

Total FTE 7.00 7.00 7.00 7.00 7.00 -

LEGAL

Notes: A) Employee compensation decreased $19,120 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $1,035 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums decreased $15,810 due to a 4% decrease in the premiums. Group dental insurance premiums decreased $542 due to employee elections. Workers' compensation insurance premiums increased $588 due to claims experience. Sick leave bonus pay increased $250 based on previous years history. Cell phone allowance decreased $241 to achieve budget reduction target amount. Deferred compensation-City match increased $2,277 based on employee elections. B) Central Maintenance Garage (CMG) lease charges decreased $1,403 based on previous years history. C) Office supplies decreased $314 to achieve budget target. Memberships decreased $500 to achieve budget target. Memberships include Iowa Bar Association, Woodbury County Bar Association, American Bar Association, and International Municipal Lawyers Association. D) Fuel and oil decreased $137 based on an estimated 459.2 gallons at $3.85 per gallon.

162

Library Service Associate

Sioux City Public Library Organizational Chart

City Council

Board of Trustees appointed by Council

Library Director

Library Systems

Administrator

Office/Facilities Manager


Facilities Maintenance

Worker

Library Services Operations Manager

Technical Services Specialist

Youth Services Manager

Library Assistant

Circulation Services Admin Librarian

Library Service

Associate

Library Page

Morningside Branch Supervisor

Library Assistant

Library Service

Associate

Page Perry Creek

Library Service

Associate

Graphics & Communications

Specialist (Half Foundation funded)

City Manager

Librarian Specialist Local History & Coll Dev

Librarian Specialist Electronic Services

Library Assistant

Reference Librairan

Perry Creek Library Page

163

LIBRARY DEPARTMENT OVERVIEW: The Library’s services begin by developing early literacy skills in young children, and continue to help residents of all ages find resources for self-directed education and for personal enrichment. Sioux Cityans borrow from their Public Library to read, to listen, to learn and to enjoy. They obtain information to help make business decisions, to be a better parent, to succeed in school, to get a job or to 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; 32 public-use computers and wall-to-wall Wi-Fi; 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; 4 public-use computers and Wi-Fi; 12,500 square feet; open 54 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 39 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.

164

78%

2%6%

2%2%

9%

1%

FY 2014 Budget

Employee CompensationGeneral Services

Services Related to PropertySuppliesUtilitiesInventory SuppliesMiscellaneous

29

30

31

32

33

34

35

36

37

38

39

40



165

FY 2013 HIGHLIGHTS: FY 2014 GOALS: LIBRARY PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Items checked out (checked in, re-shelved)

590,609 584,104 562,474 494,132*

Library buildings gate count 408,000 419,000 400,500 310,600* Avg daily visitors (open 342 days/year)

1,193 1,227 1,171 908*

% registered patrons – electronic only – 10% 13% 10.7%* Community meeting room set-ups 362 393 299^ 200* Service hours open per FTE 226.1 229.4 227.9 221.5* ^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.

On January 5, 2012, the renovated Wilbur Aalfs (Main) Library opened with a warm, welcoming ambiance, improved lighting and cabling, wider aisles with collection space proportioned for 21st century uses, self-service checkout, and double the number of public-use computers.

Use of the Library’s eBook download service (introduced in December 2010 as part of the western Iowa library consortium) continues to grow, reaching the highest number of downloads (679) by Sioux City Public Library card-holders in July 2012.

Launched a Web page placing download and full-text services front and center for ease of use when patrons are not in a Library building.

Encouraged reading and literacy through 354 programmed children’s events including weekly storytimes at both Branch Libraries and partnerships with preschools, Canine STARS, and Beyond the Bell; led the One Book One Siouxland reading initiative for adults; partnered with WITCC Lifelong Learning Institute, the Center for Active Generations, and individual patrons to offer expert reader advisor services.

Continue to asses our community’s changing needs for learning and leisure resources and, with a decreased materials budget, adjust book and recording purchases to best meet needs.

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.

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 2013.

166


FY13 Approved

Budget

FY14 Proposed

Budget$

Change%

ChangeAdministration 295,610$ 305,565$ 301,274$ 301,711$ 437$ 0.1%Technical Services 317,780 419,043 383,336 387,728 4,392 1.1%Wilbur Aalfs Library 1,466,675 1,565,905 1,482,844 1,479,224 (3,620) (0.2%)Perry Creek Library 131,471 121,645 141,484 137,924 (3,560) (2.5%)Morningside Library 315,584 317,084 337,014 332,360 (4,654) (1.4%)Library Endowments 76,411 78,828 41,463 40,663 (800) (1.9%)Wilbur Aalfs Parking Lot 1,410 1,445 2,563 2,559 (4) (0.2%)Morningside Library Lot 3,062 1,510 3,347 3,334 (13) (0.4%)Skyway 15,786 13,173 15,861 15,861 - 0.0%Total Expenditures 2,623,789$ 2,824,198$ 2,709,186$ 2,701,364$ (7,822)$ (0.3%)


FY13 Approved

Budget

FY14 Proposed

Budget$

Change%

ChangeContributions 109,669$ 120,762$ 23,062$ 23,062$ -$ 0.0%Fines and Violations 40,682 34,176 49,000 49,000 - 0.0%Library Restricted (45,802) (46,507) 41,463 40,663 (800) (1.9%)Other 4,006 2,142 3,849 3,832 (17) (0.4%)Parking System 4,472 2,955 5,910 5,893 (17) (0.3%)Refunds and Reimbursements 4,524 3,071 1,830 2,166 336 18.4%Rentals and Leases 11,576 5,838 5,808 5,538 (270) (4.6%)State Gov. Operating Grants 15,779 11,130 - - - 0.0%State Shared Revenues 23,060 15,715 - - - 0.0%Storm Water Fund 68,201 67,777 69,581 73,717 4,136 5.9%Property Taxes 2,387,622 2,607,139 2,508,683 2,497,493 (11,190) (0.4%)Total Revenue 2,623,789$ 2,824,198$ 2,709,186$ 2,701,364$ (7,822)$ (0.3%)

LIBRARY SUMMARY

167

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 277,623$ 285,174$ 280,540$ 282,400$ 1,860$ 0.7% A)General Services 8,059 7,878 9,221 9,081 (140) (1.5%)Services Related to Property 5,125 6,236 5,774 4,991 (783) (13.6%) B)Supplies 3,833 5,079 4,584 4,084 (500) (10.9%) C)Utilities 970 1,198 1,155 1,155 - 0.0%Total Expenditures 295,610$ 305,565$ 301,274$ 301,711$ 437$ 0.1%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 26,295$ 22,272$ 23,062$ 23,062$ -$ 0.0%Fines and Violations 40,682 34,176 49,000 49,000 - 0.0%Other Revenue 4,006 2,142 3,849 3,832 (17) (0.4%)Refunds and Reimbursements 4,524 2,941 1,830 2,166 336 18.4% D)Rentals and Leases 10,259 4,725 4,748 4,358 (390) (8.2%) E)Property Taxes 209,844 239,309 218,785 219,293 508 0.2%Total Revenue 295,610$ 305,565$ 301,274$ 301,711$ 437$ 0.1%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeLibrary Director 1.00 1.00 1.00 1.00 1.00 - Library Graphics/Comm Specialist 1.00 1.00 1.00 1.00 1.00 - Library Office/Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 - Part TimeLibrary 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 -

ADMINISTRATION 8301

Notes: A) Employee compensation increased $2,877 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $189 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Workers' compensation insurance premiums increased $275 due to claims experience. Group health insurance premiums decreased $1,366 due to a 4% decrease in the premiums. B) Maintenance machinery and equipment decreased $240 based on history. Central Maintenance Garage (CMG) lease charges decreased $543 based on current monthly charges. C) Operating supplies decreased $500 based on current year activity. D) Friends of Library reimbursement increased $260 based on projected revenues and miscellaneous refunds increased $76 based on history. E) Meeting room rent decreased $390 based on history.

168


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 240,679$ 294,269$ 302,113$ 300,739$ (1,374)$ (0.5%) A)General Services 8,177 3,186 2,215 2,511 296 13.4% B)Services Related to Property 3,665 63,460 30,600 35,691 5,091 16.6% C)Supplies 24,783 35,619 25,764 25,709 (55) (0.2%)Miscellaneous 40,476 22,509 22,644 23,078 434 1.9%Total Expenditures 317,780$ 419,043$ 383,336$ 387,728$ 4,392$ 1.1%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes 317,780$ 419,043$ 383,336$ 387,728$ 4,392$ 1.1%Total Revenue 317,780$ 419,043$ 383,336$ 387,728$ 4,392$ 1.1%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Librarian 1.00 1.00 1.00 1.00 - (1.00) Librarian 1.00 1.00 1.00 1.00 2.00 1.00 Library Services Associate 2.00 2.00 2.00 2.00 2.00 - Part TimeLibrary Services Associate 0.75 0.50 0.50 0.50 0.50 -

Total FTE 4.75 4.50 4.50 4.50 4.50 -

TECHNICAL SERVICES 8302

Notes: A) Employee compensation increased $735 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $479 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Workers' compensation insurance premiums increased $278 due to claims experience. Group health insurance premiums decreased $3,111 due to a 4% decrease in the premiums. Group dental insurance premiums increased $490 due to a 4% increase in the premium amount. Business expense reimbursement decreased $145 based on history. B) Professional services decreased $162 based on the history of rebinding. In-house printing decreased $50 based on the estimate to replace book covers and forms. City business decreased $100 based on the estimate for division meetings. General liability insurance increased $596 based on large claims experienced in FY 2012 City-wide. C) Software maintenance increased $5,091 based on the most recent software license agreements.

169


FY13 Approved

Budget

FY14 Proposed

Budget$

Change%

ChangeEmployee Compensation 1,132,441$ 1,171,464$ 1,166,652$ 1,177,842$ 11,190$ 1.0% A)General Services 30,076 22,683 22,768 26,636 3,868 17.0% B)Services Related to Property 36,852 77,620 47,659 51,914 4,255 8.9% C)Supplies 18,848 53,607 11,881 11,226 (655) (5.5%) D)Utilities 46,086 42,425 48,009 47,533 (476) (1.0%)Inventory Supplies 202,315 197,375 185,800 163,998 (21,802) (11.7%) E)Miscellaneous 57 731 75 75 - 0.0%Total Expenditures 1,466,675$ 1,565,905$ 1,482,844$ 1,479,224$ (3,620)$ (0.2%)


FY13 Approved

Budget

FY14 Proposed

Budget$

Change%

ChangeRefunds and Reimbursements -$ 130$ -$ -$ -$ 0.0%Rentals and Leases 1,317 1,113 1,060 1,180 120 11.3% F)Property Taxes 1,465,358 1,564,662 1,481,784 1,478,044 (3,740) (0.3%)Total Revenue 1,466,675$ 1,565,905$ 1,482,844$ 1,479,224$ (3,620)$ (0.2%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Librarian 3.00 3.00 3.00 3.00 3.00 - Facilities Maintenance Worker 3.00 3.00 3.00 3.00 3.00 - Lead Library Services Associate 2.00 2.00 2.00 2.00 - (2.00) Librarian 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 2.00 4.00 2.00 Library Systems Administrator 1.00 1.00 1.00 1.00 1.00 - Reference Librarian 1.00 1.00 1.00 1.00 1.00 - Part TimeLibrary Assistant 2.26 2.01 2.01 1.89 1.89 - Library Page 2.40 2.40 2.40 1.90 1.90 - Library Services Associate 1.26 1.26 1.26 1.01 1.01 -

Total FTE 20.92 20.67 20.67 19.80 19.80 -

WILBUR AALFS 8303

Notes: A) Employee compensation increased $1,349 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $1,392 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums increased $7,961 due to employee elections and a 4% decrease in the premiums. Workers' compensation insurance premiums increased $705 due to claims experience. Dental premiums decreased $217 due to employee elections.

170

B) In-house printing decreased $285 to achieve budget reduction target amount. Postage and shipping decreased $617 based on an estimate for mailing patron notices. Conventions decreased $300 to achieve budget reduction target amount. Communication-line charge increased $175 to reflect current trends. Licenses and permits increased $146 due to the increase in price of the Swank Motion Picture license that is required in order to show movies in the library. Property and building content insurance premium increased $2,155 due to premium increases. General liability insurance premiums increased $2,592 based on large claims experienced in FY 2012 City-wide. C) Software maintenance increased $4,255 based on upcoming software maintenance agreements. D) Copies increased $96 based on history. Outside office supplies decreased $351 to achieve budget reduction target amount. Small tools and instruments decreased $400 based on history. E) Adult and juvenile library books decreased $5,793 and $2,239, respectively, to achieve budget reduction target amount. Continuations decreased $8,147 to achieve budget reduction target amount. Periodicals decreased $1,928, audio and visual effects decreased $1,805, and electronic books and periodicals decreased $1,890 all to reflect on current trends. F) Rentals and leases increased $120 based on internet use charge.

171




172


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 56,621$ 54,063$ 75,847$ 75,703$ (144)$ (0.2%)General Services 5,706 5,098 5,940 5,821 (119) (2.0%) A)Services Related to Property 29,431 29,254 29,356 29,342 (14) (0.0%)Supplies 4,679 1,045 1,534 760 (774) (50.5%) B)Inventory Supplies 35,034 32,185 28,807 26,298 (2,509) (8.7%) C)Total Expenditures 131,471$ 121,645$ 141,484$ 137,924$ (3,560)$ (2.5%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeStorm Water Fund 68,201$ 67,777$ 69,581$ 73,717$ 4,136$ 5.9%Property Taxes 63,270 53,868 71,903 64,207 (7,696) (10.7%)Total Revenue 131,471$ 121,645$ 141,484$ 137,924$ (3,560)$ (2.5%)


FY10 FY11 FY12 FY13 FY14 DifferencePart TimeFacilities Maintenance Worker 0.50 0.50 0.50 0.50 0.50 - Library Page 0.30 0.30 0.30 0.30 0.30 - Library Services Associate 1.20 1.20 1.20 1.20 1.20 -

Total FTE 2.00 2.00 2.00 2.00 2.00 -

PERRY CREEK 8304

Notes: A) In-house printing decreased $50 based on history. Outside postage and shipping decreased $347 based on history and encouraging patrons to correspond through e-mails. Property and building content insurance premiums increased $70 due to premium increases. General liability insurance premiums increased $199 based on large claims experienced in FY 2012 City-wide. B) Computer and related equipment decreased $774 based on history for parts. C) Adult and juvenile library books decreased $1,559 and $800, respectively, to achieve budget reduction target amount. Continuations decreased $150 based on history for updates.

173


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 210,454$ 205,825$ 224,811$ 233,349$ 8,538$ 3.8% A)General Services 12,280 14,505 15,160 17,537 2,377 15.7% B)Services Related to Property 10,320 13,013 18,921 12,338 (6,583) (34.8%) C)Supplies 4,176 4,360 4,606 3,938 (668) (14.5%) D)Utilities 12,675 12,634 13,309 13,513 204 1.5% E)Inventory Supplies 65,679 66,747 60,207 51,685 (8,522) (14.2%) F)Total Expenditures 315,584$ 317,084$ 337,014$ 332,360$ (4,654)$ (1.4%)


FY13 Approved

Budget

FY14 Proposed



FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeLibrary Branch Supervisor 1.00 1.00 1.00 1.00 1.00 - Part TimeLibrary Assistant 1.25 0.75 0.75 0.63 0.63 - Library Page 0.55 0.55 0.55 0.55 0.55 - Library Services Associate 1.50 1.50 1.50 1.50 1.50 -

Total FTE 4.30 3.80 3.80 3.68 3.68 -

MORNINGSIDE 8305

Notes: A) Employee compensation increased $5,173 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $836 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums increased $2,090 due to employee elections and a 4% decrease in the premiums. Dental insurance premiums increased $283 due to a 4% increase in the premium amount. Workers' compensation insurance premiums increased $256 due to claims experience. B) In-house printing decreased $200 based on history and current costs. Outside postage and shipping decreased $482 based on history for mailing notices and business letters. Communication-line charge increased $2,025 to reflect current trends. Property and building content insurance premiums increased $502 due to premium increases. General liability insurance premiums increased $522 based on large claims experienced in FY 2012 City-wide. C) Software maintenance decreased $411 and maintenance buildings and grounds decreased $6,172 both based on history. D) Copies, outside office supplies, and operating supplies decreased $18, $80, and $343, respectively, based on history. Data processing supplies decreased $227 since costs will be recorded in tech services. E) Gas utilities decreased $96 based on prior years history and electric utilities increased $300 based on FY 2011 activity increased by 8%.

174

F) Adult and juvenile library books decreased $3,762 and $1,076, respectively, to achieve budget reduction target amount. Continuations decreased $2,200 based on history of purchasing recurring item updates. Periodicals and audio and visual effects decreased $1,000 and $484, respectively, to achieve budget reduction target amount.

175


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 44,948$ 40,993$ 41,302$ 40,420$ (882)$ (2.1%) A)General Services 578 240 161 243 82 50.9% B)Supplies 10,218 20,876 - - - 0.0%Inventory Supplies 20,667 16,719 - - - 0.0%Total Expenditures 76,411$ 78,828$ 41,463$ 40,663$ (800)$ (1.9%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 83,374$ 98,490$ -$ -$ -$ 0.0%Library Restricted (45,802) (46,507) 41,463 40,663 (800) (1.9%)State Gov. Operating Grants 15,779 11,130 - - - 0.0%State Shared Revenues 23,060 15,715 - - - 0.0%Total Revenue 76,411$ 78,828$ 41,463$ 40,663$ (800)$ (1.9%)



ENDOWMENTS 8307

A) Employee compensation decreased $681 for salaries and benefits. Iowa Public Employees' Retirement System (IPERS) increased $18 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums decreased $273 due to a 4% decrease in the premiums. Workers' compensation insurance premiums increased $37 due to claims experience. B) General liability insurance premiums increased $82 based on large claims experienced in FY 2012 City-wide.

176


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,404$ 1,440$ 1,474$ 1,467$ (7)$ (0.5%)General Services 6 5 1,089 1,092 3 0.3%Total Expenditures 1,410$ 1,445$ 2,563$ 2,559$ (4)$ (0.2%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeParking System 1,410$ 1,445$ 2,563$ 2,559$ (4)$ (0.2%)Total Revenue 1,410$ 1,445$ 2,563$ 2,559$ (4)$ (0.2%)



AALFS PARKING 8309

177


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,406$ 1,505$ 1,691$ 1,675$ (16)$ (0.9%)General Services 1,656 5 1,656 1,659 3 0.2%Total Expenditures 3,062$ 1,510$ 3,347$ 3,334$ (13)$ (0.4%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeParking System 3,062$ 1,510$ 3,347$ 3,334$ (13)$ (0.4%)Total Revenue 3,062$ 1,510$ 3,347$ 3,334$ (13)$ (0.4%)



MORNINGSIDE PARKING 8310

178


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdvertising -$ -$ 75$ 75$ -$ 0.0% Services Related to Property 15,786 13,173 15,786 15,786 - 0.0%Total Expenditures 15,786$ 13,173$ 15,861$ 15,861$ -$ 0.0%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes 15,786$ 13,173$ 15,861$ 15,861$ -$ 0.0%Total Revenue 15,786$ 13,173$ 15,861$ 15,861$ -$ 0.0%



SKYWAY 8311

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180

Sioux City Public Museum Organizational Chart

Sioux City Public Museum Board of Trustees

Museum Director

Curator of History

Curator of Education

Education Coordinator

Development Coordinator

Exhibits Preparator

Administrative Assistant Custodian I

Welcome Center

Supervisor .

Archival Records Clerk

Desk Attendant

Desk Attendant/

Senior Aide

Desk Attendant

EFAB Bureau Laborer

City Manager

Sioux City Museum Historical Association

Siouxland Heritage Foundation

181

MUSEUM DEPARTMENT OVERVIEW: The Sioux City Public Museum provides educational opportunities for our citizens and visitors to learn about the region’s cultural, social and natural history through its permanent and temporary exhibits, educational programs, outreach programs and public communications. The Museum staff provides professional care to objects entrusted to us and offers research resources for our patrons. The Sioux City Public Museum principally operates two sites within Sioux City; the Sioux City Public Museum and the Sergeant Floyd River Museum and Welcome Center. Approximately 77,241 individuals visited our facilities during FY 2012. MISSION STATEMENT: The Sioux City Public Museum collects, preserves and interprets cultural and social history with an emphasis on Sioux City and the region.

72%3%

6%

2% 17%


General Services


Supplies

Utilities

7

8

9

10

11

12



182


The Trustees and staff of the Museum measure our success and progress through several variables including: attendance, donations to the collection, programs offered and the number of volunteer hours given to the Museum system. Highlights of each area are as follows.

Our primary goal for this fiscal year was to build upon our success of the opening of the new site, create new opportunities for our guests and to maintain our attendance levels. Our FY 2012 “Total Program Attendance” reflected approximately 77,241 visitors to our sites with 63,750 visitors coming to our Sioux City Public Museum location. Our Welcome Center numbers were less than previous years as we were closed for over three critical months due to the high water events of 2011. As a point of comparison for the main Museum location: our 2010 fiscal year recorded 24,246 visitors compared to the 63,750 posted this 2012 fiscal year. This substantial increase in visitorship reflects a tremendous community response for the new Museum and the exhibits and programs that we continue to offer.

A significant part of our mission is to collect and care for our collection. As an accredited museum we maintain our collection to the highest level of standards. We are pleased to report that during the past year we received over 300 donations to the collection totaling approximately 7,325 artifacts. These numbers are dramatically higher than in previous years.

During the past year we witnessed significant increases in the number of school groups and other interest groups utilizing the Museum facilities. We also saw an increase in groups from beyond our traditional geographic areas including Iowa school groups from Newell, Battle Creek, and Maple Valley- Anthon-Oto and groups from South Dakota and Nebraska. We are also gaining a reputation for adult tour groups from beyond our area and we hope to build upon these successes in the coming year. Our summer classes were well attended and we offered more classes than in previous years. In addition to our award winning permanent exhibits, we featured numerous temporary exhibits including our annual “Sioux City History Projects” exhibit, “Rising From Tradition: Navajo Rugs”, “World War II - 70 Years Later”, “Crittenton Center – We Are More Than You Know”, and many others.

Our success is in large part to the significant contributions that our volunteers and community partners give to us each year. This past year we had over 165 Museum volunteers give of their time with a collective 6,585 hours of dedicated service. Without their efforts we truly would not be able to offer the quality of services and programs to our guests. We also have maintained significant community collaborations and would like to note a dedicated and united media effort that promoted and supported Museum activities throughout the year. The media contributions presented the Museum to the community on a year-round basis and certainly contributed to our success.

The Staff will build on the momentum of the previous year and will work to offer new programs and temporary exhibits.

Staff will continue to work with our current community partners and develop new collaborations.

Staff will maintain standards of accreditation and seek donations that meet our mission.

183

FY 2014 GOALS CONTINUED:

MUSEUM PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Attendance- Total Site 50,155 52,568 55,533 77,241 Attendance-Main Location 23,260 24,246 33,903 63,750 Number of Artifact Donors 175 251 214 300 Number of Artifact Donations 2,657 8,427 6,796 7,325 Number of Volunteers 83 124 150 165 Number of Volunteer Hours 3,643 3,700 4,824 7,325

Staff will continue to seek outside resources that will supplement and grow our current programming activities.

Staff will work to develop our reputation as a regional destination attraction and explore new opportunities to market our facilities with attractions.

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.

184


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAdministration 576,456$ 649,902$ 655,296$ 750,761$ 95,465$ 14.6%Welcome Center 143,788 138,082 162,759 153,775 (8,984) (5.5%)Total Expenditures 720,244$ 787,984$ 818,055$ 904,536$ 86,481$ 10.6%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 456$ 204$ -$ -$ -$ 0.0%Miscellaneous 6,288 7,194 - - - 0.0%Sales Tax 143,332 137,878 162,759 153,775 (8,984) (5.5%)Property Taxes 570,168 642,708 655,296 750,761 95,465 14.6%Total Revenue 720,244$ 787,984$ 818,055$ 904,536$ 86,481$ 10.6%

MUSEUM SUMMARY

185

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 467,295$ 497,479$ 515,861$ 511,468$ (4,393)$ (0.9%) A)General Services 10,271 7,592 15,611 19,685 4,074 26.1% B)Services Related to Property 44,048 49,900 50,249 46,508 (3,741) (7.4%) C)Supplies 18,722 30,741 21,900 18,800 (3,100) (14.2%) D)Utilities 33,608 64,190 51,675 154,300 102,625 198.6% E)Other 2,512 - - - - 0.0% Total Expenditures 576,456$ 649,902$ 655,296$ 750,761$ 95,465$ 14.6%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeMiscellaneous 6,288$ 7,194$ -$ -$ -$ 0.0%Property Taxes 570,168 642,708 655,296 750,761 95,465 14.6%Total Revenue 576,456$ 649,902$ 655,296$ 750,761$ 95,465$ 14.6%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 TimeCurator 0.50 0.50 0.50 0.50 0.50 - Custodian I 0.50 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 7.00 8.00 8.00 8.00 8.00 -

MUSEUM 8401 - 8403

Notes: A) Employee compensation decreased $4,914 for salaries and related benefits. Iowa Public Employees' Retirement System (IPERS) increased $1,054 due to .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance decreased $2,345 based on employee elections and health insurance premiums decreasing 4%. Dental insurance premiums increased $141 based on dental insurance premiums increasing 4%. Deferred compensation-City match increased $1,043 based on employee elections. Workers' compensation premiums increased $553 due to claims experience. B) Property and building content insurance premiums increased $3,212 due to increase in premiums. General liability insurance premiums increased $1,162 due to large claims experienced City-wide in FY 2012. C) Central Maintenance Garage (CMG) lease charges increased $459 based on current charges. Buildings and grounds maintenance decreased $4,000 to achieve budget target. CMG equipment maintenance decreased $200 based on FY 2012 actual expenses. D) Office supplies decreased $100, operating supplies decreased $1,000, janitorial supplies decreased

186

D) Office supplies decreased $100, operating supplies decreased $1,000, janitorial supplies decreased $500, Museum collection supply decreased $1,000, and office furniture and equipment decreased $500. Each decrease was done to achieve the budget target. E) Utility expenses increased $102,625 based on actual and anticipated usage.

187

EXPENDITURES: FY11 ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 130,157$ 127,685$ 143,933$ 136,957$ (6,976)$ (4.8%) A)General Services 4,051 3,701 4,754 5,062 308 6.5% B)Services Related to Property 4,757 4,311 5,844 5,844 - 0.0%Supplies 2,242 1,342 3,125 3,125 - 0.0%Utilities 2,581 1,043 5,103 2,787 (2,316) (45.4%) C)Total Expenditures 143,788$ 138,082$ 162,759$ 153,775$ (8,984)$ (5.5%)

FUNDING SOURCES: FY11 ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 456$ 204$ -$ -$ -$ 0.0%Sales Tax 143,332 137,878 162,759 153,775 (8,984) (5.5%)Total Revenue 143,788$ 138,082$ 162,759$ 153,775$ (8,984)$ (5.5%)


FY10 FY11 FY12 FY13 FY14 DifferencePart TimeLaborer 1.02 1.02 1.02 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 2.25 2.05 2.05 -

WELCOME CENTER 8404

Notes: A) Employee compensation decreased $6,697 due to salaries and benefits decreasing. Group health insurance premiums decreased $382 due to 4% increase in premiums. Workers' compensation premiums increased $131 based on claims experience. B) General liability insurance premiums increased $308 due to large claims experienced City-wide in FY 2012. C) Electric utility decreased $2,316 based on history.

188

Sioux City Police Department Organizational Chart

Police Chief

Uniform Captain

Lieutenants

Sergeants

Officers

Telecomm Tech

Investigations Captain

Lieutenant

Sergeants

Officers

Admin Secretaries

Support Services Captain

Civilians

Administrative Assistant Professional

Standards Lieutenant

Sergeants

Police Officer


189

POLICE

DEPARTMENT OVERVIEW: We provide services for the Police Department include enforcing the laws of the United States of America, the State of Iowa and the City of Sioux City. The Police Department’s services include community policing practices that allow for greater public goal setting and the lowering of the level of fear of crime in Sioux City. The Police Department is organized into three bureaus: The Uniform Services Bureau, the Investigative Services Bureau and the Support Services Bureau. The Department also administers the animal control contract, 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 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.

190

84%

3%8%

1% 3% 0% 0%1%

FY 2014 BudgetEmployee CompensationGeneral ServicesServices Related to PropertyGeneral SuppliesUtilitiesInventory SuppliesCapital ExpendituresMiscellaneous

145

146

147

148

149

150

151

152

153

154

155



191


FY13 Approved

Budget

FY14 Proposed

Budget$

Change%

ChangeAdministration 323,086$ 256,435$ 250,587$ 252,688$ 2,101$ 0.8%Uniformed Bureau 10,219,563 10,616,005 11,216,810 11,142,269 (74,541) (0.7%)Investigative Services 3,016,927 3,175,896 3,321,714 3,345,997 24,283 0.7%Custody of Prisoners - - 2,500 10,000 7,500 300.0%Professional Standards 620,974 639,001 638,695 664,712 26,017 4.1%Records 710,097 750,736 753,655 774,056 20,401 2.7%Identification 423,164 417,221 425,576 420,927 (4,649) (1.1%)Support Services 1,013,405 994,543 866,741 943,980 77,239 8.9%Drug Task Force 437,497 389,144 384,876 382,256 (2,620) (0.7%)H.I.D.T.A. Grant 229,018 262,076 257,003 239,561 (17,442) (6.8%)National Training Center 661,078 347,952 - - - 0.0%Mayor's Youth Commission 2,702 4,244 3,656 3,627 (29) (0.8%)RedFlex Operations 436 17,224 32,050 32,050 - 0.0%Animal Control 580,089 521,067 570,834 557,229 (13,605) (2.4%)Total Expenditures 18,238,036$ 18,391,544$ 18,724,697$ 18,769,352$ 44,655$ 0.2%


FY13 Approved

Budget

FY14 Proposed

Budget$

Change%

ChangeAssessments 18,240$ 20,710$ 20,000$ 20,000$ -$ 0.0%Contributions - 2,947 1,400 1,400 - 0.0% Federal Gov Operating Grants 634,275 832,338 146,450 146,450 - 0.0%Interest 6,475 9,400 37,000 37,000 - 0.0%Licenses and Permits 73,976 76,188 75,000 76,500 1,500 2.0%Local Government Payments 400,976 84,215 266,797 266,797 - 0.0%Miscellaneous 21,520 9,882 26,387 21,590 (4,797) (18.2%)Other Revenue 17,115 26,712 12,250 12,250 - 0.0%Public Safety Fees 62,242 58,733 66,928 61,829 (5,099) (7.6%)Redlight Camera Fund 436 17,224 32,050 32,050 - 0.0%Refunds and Reimbursements 97,587 91,267 92,361 93,651 1,290 1.4%State Gov Operating Grants 350,464 287,532 283,015 234,764 (48,251) (17.0%)State Shared Revenues 74,777 45,632 70,000 70,000 - 0.0%Property Taxes 16,479,953 16,828,764 17,595,059 17,695,071 100,012 0.6%Total Revenue 18,238,036$ 18,391,544$ 18,724,697$ 18,769,352$ 44,655$ 0.2%

POLICE SUMMARY

192

POLICE ADMINISTRATION FY 2013 HIGHLIGHTS: FY 2014 GOALS: 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 2014, the department will continue to seek input from the community to develop and implement projects that move the department towards its vision.

OUR VISION FOR 2014: STRATEGY: PROGRESS:

Where We Want to Be! How we intend to get there! Current Projects that Support Our Vision

Operational Excellence Improving Communication With the Community

Mobile Community Policing Bus Community Policy Creation of Police Department History Museum

Cultural Partnerships Strengthening Partnerships Among Staff and With the Community

CINCF meetings with Native American Community Speakers at Hispanic AA meeting on drunk driving (conducted in Spanish)

Working Technology Deploy the License Plate Reader Policy being created and testing in progress

Sufficient Staffing Creation of a civilian position to preform computer forensics

Developing job description

Productive Work Environment Renovation of interior and exterior of Police/Fire building

Break-room remodeled and new furniture ordered

The Sioux City Police Department was re-accredited with Excellence using the Gold Standard, the highest standard available to any law enforcement agency. This standard is received by less than 1% of all accredited agencies.

The Department trained uniform officers to be basic Identification Techs capable of photographing crime scenes and collecting evidence. The creation of these technicians has resulted in a cost savings.

The redistricting study was completed and recommendations are currently under review.

Implementation of redistricting study. Creation of civilian computer forensic position. Maintain staffing levels.

193


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 307,136$ 243,848$ 235,476$ 235,818$ 342$ 0.1%General Services 10,592 6,704 9,498 11,384 1,886 19.9% A)Services Related to Property 4,516 4,215 4,645 4,518 (127) (2.7%) General Supplies 50 141 100 100 - 0.0%Utilities 792 1,527 868 868 - 0.0%Total Expenditures 323,086$ 256,435$ 250,587$ 252,688$ 2,101$ 0.8%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 20$ 21$ -$ -$ -$ 0.0%Property Taxes 323,066 256,414 250,587 252,688 2,101 0.8%Total Revenue 323,086$ 256,435$ 250,587$ 252,688$ 2,101$ 0.8%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant 1.00 1.00 1.00 1.00 1.00 - Law Enforcement Planner 1.00 1.00 - - - - Police Chief 1.00 1.00 1.00 1.00 1.00 -

Total FTE 3.00 3.00 2.00 2.00 2.00 -

ADMINISTRATION 3001

Notes: A) General liability insurance premiums increased $1,883 due to large claims experienced in FY 2012 City-wide.

194

UNIFORMED BUREAU FY 2013 HIGHLIGHTS: FY 2014 GOALS:

UNIFORMED BUREAU PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 2 YR Avg

Change Average Response Time Priority I Calls Priority II Calls Priority III Calls

5:26 14:34 29:37

5:27 13:06 28:41

5:17 13:23 28:43

-.3% +.2% +.01%

Average Number of Arrests per Day Adult Juvenile

12.8 4.1

14.4 4.1

12.6 3.2

-12% -20%

Number of Traffic Citations Issued

12,376

10,740 11,101 +3.4%

Number of Traffic Accidents 3,340 2,929 2,607 -11% Unit Cost to Dispatch a Patrol Unit

$78.23 $82.90 $85.01 +2.5%

Crime Rate 3.29 3.84 4.82 +25%

The Strategic Planning Technology Committee selected L3 Mobile Vision as the preferred vendor for new in-car computers and video recorders. These computers and video cameras were subsequently approved and purchased. They are currently being installed in all uniform cars.

The department has purchased and installed the License Plate Reader (LPR) unit. The policy and procedure was written and the system is ready to be used

The Redistricting Study is completed and recommendations have been made to the Command Staff for implementation.

A four person (one sergeant, two officers, and one civilian) Tele-Communications Unit was established to deal with technology issues including the city’s photo enforcement efforts and installation of the new technology in the cars.

Select, purchase and install gun racks in the cars. Implement redistricting for efficiency. Install H.T.E. Report Writing in cars to improve efficiency

195


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 8,988,721$ 9,347,323$ 9,872,552$ 9,773,380$ (99,172)$ (1.0%) A)General Services 130,922 142,856 187,979 226,933 38,954 20.7% B)Services Related to Prop. 736,590 686,174 731,281 722,500 (8,781) (1.2%) C)General Supplies 118,335 143,635 99,142 93,600 (5,542) (5.6%) D)Utilities 243,113 272,487 325,856 325,856 - 0.0%Inventory Supplies 701 4,988 - - - 0.0% Miscellaneous 1,181 18,542 - - - 0.0%Total Expenditures 10,219,563$ 10,616,005$ 11,216,810$ 11,142,269$ (74,541)$ (0.7%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFederal Gov. Op. Grants 16,516$ 1,320$ 3,750$ 3,750$ -$ 0.0% Miscellaneous 13,385 6,800 16,000 16,000 - 0.0% Refunds and Reimb. 4,565 13,117 - - - 0.0% State Gov. Op. Grants 35,530 40,593 38,800 40,000 1,200 3.1% E)Property Taxes 10,149,567 10,554,175 11,158,260 11,082,519 (75,741) (0.7%)Total Revenue 10,219,563$ 10,616,005$ 11,216,810$ 11,142,269$ (74,541)$ (0.7%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimePolice 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 68.00 (2.00) Police Sergeant 14.00 14.00 14.00 15.00 14.00 (1.00) Telecommunication Tech. 1.00 1.00 1.00 1.00 1.00 -

Total FTE 89.00 89.00 89.00 90.00 87.00 (3.00)

UNIFORMED BUREAU 3002

Notes: A) Employee compensation decreased $215,070 due to the decrease of 2 police officers and 1 police sergeant. Overtime decreased $51,400 based on history. The City's Municipal Fire and Police Retirement System of Iowa (MFPRSI) contribution rate increased from 26.12% to 30.12% causing an increase of $177,155. Education and training increased $1,500 for travel covered by the Governor's Traffic Safety Bureau. Group health insurance decreased $19,114 due to a 4% decrease in the premium amount. Dental insurance increased $5,058 due to a 4% increase in the premium amount. Canine training pay decreased $1,042 based on history. Workers' compensation insurance premiums increased $2,854 due to claims experience. Cell phone allowance increased $725 based on history. B) General liability insurance premiums increased $55,892 due to large claims experienced in FY 2012 City-wide. Interpreter and miscellaneous legal fees reduced $1,000 due to in-house interpreters. City business and advertising expenses of $3,750 and $12,840, respectively, were moved to Investigative Services. C) Maintenance contracts decreased $7,385 due to the drop of the Geocom contract. Central Maintenance Garage (CMG) equipment repair and maintenance decreased $16,396 based on current expenses and history. CMG lease charges increased $15,000 based on current charges.

196

D) Clothing purchases increased $3,850 based on history. Operating supplies decreased $4,150 based on history and $4,042 as the Youth and Citizen Academy costs were moved to Investigative Services. Traffic control equipment decreased $1,500. E) The Governor's Traffic Safety Bureau grant is estimated to increase $1,200. This will cover $35,000 of overtime, four portable breath testers and one set of fatal vision glasses at $2,650, educational materials at $850, and training and related travel at $1,500.

197




198

INVESTIGATIVE SERVICES FY 2013 HIGHLIGHTS: FY 2014 GOALS: INVESTIGATIVE SERVICES PERFORMANCE MEASURES: FY 2010 FY 2011 FY 2012 2 YR Avg

Change Average case load per officer 14.1 17.9 14.49 -9.4% Number of total cases assigned (persons and property cases)

954 1073 948 -6.5%

Number of alcohol/tobacco license and tobacco permit compliance checks

266 316 427 +46.7%

Percent of compliance for alcohol/liquor license and tobacco permit compliance checks

77.5% 93% 91% +6.7%

Monthly formal contacts (Average per SRO)

70 67 74 +8.0%

The Youth Division worked with the Sioux City School District, Juvenile Court Services and Community Partners to identify and implement strategies to lower the number of students referred for juvenile court proceedings.

The Special Investigations Unit (S.I.U.) provided training on identifying underage individuals attempting to purchase alcohol and or tobacco to 157 individuals.

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 School Resource Officer (SRO) will have 60 formal contacts per month during the school year.

To inspect every permanent alcohol liquor license establishment.

199


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 2,828,288$ 3,002,719$ 3,114,637$ 3,132,076$ 17,439$ 0.6% A)General Services 24,369 20,531 24,517 46,249 21,732 88.6% B)Services Related to Property 103,281 96,208 112,322 94,384 (17,938) (16.0%) C)General Supplies 22,598 12,310 21,000 24,050 3,050 14.5% D)Utilities 34,866 36,188 42,238 42,238 - 0.0%Miscellaneous 3,525 7,940 7,000 7,000 - 0.0%Total Expenditures 3,016,927$ 3,175,896$ 3,321,714$ 3,345,997$ 24,283$ 0.7%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeLocal Government Payments 400,976$ 84,215$ 266,797$ 266,797$ -$ 0.0%Other Revenue 1,236 7,796 1,200 1,200 - 0.0%Refunds and Reimbursements 8,558 7,450 6,350 6,350 - 0.0%State Gov. Operating Grants 6,526 16,725 5,000 1,000 (4,000) (80.0%) E)State Shared Revenues 74,777 45,632 70,000 70,000 - 0.0%Property Taxes 2,524,854 3,014,078 2,972,367 3,000,650 28,283 1.0%Total Revenue 3,016,927$ 3,175,896$ 3,321,714$ 3,345,997$ 24,283$ 0.7%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Secretary 1.00 1.00 1.00 1.00 1.00 - Police Captain 1.00 1.00 1.00 1.00 1.00 - Police Lieutenant 1.00 1.00 1.00 1.00 1.00 - Police Officer 20.00 20.00 20.00 20.00 20.00 - Police Sergeant 6.00 6.00 6.00 5.00 5.00 -

Total FTE 29.00 29.00 29.00 28.00 28.00 -

INVESTIGATIVE SERVICES 3003

Notes: A) Employee compensation decreased $16,849 for salary and benefits. The City's Municipal Fire and Police Retirement System of Iowa (MFPRSI) contribution rate increased from 26.12% to 30.12% causing an increase of $71,461. Group health insurance decreased $13,980 due to a 4% decrease in the premium amount. Dental insurance increased $1,632 due to a 4% increase in the premium amount. Contract overtime decreased $25,000 to achieve budget reduction target amount. B) City business increased $4,550 for expenses transferred from the Uniformed Bureau for town hall meetings and the Citizens Academy graduation. Monthly community team policing billboard costs were transferred from the Uniformed Bureau causing an increase of $12,840. Cell phone expenses decreased $1,000 based on history and more officers taking reimbursement. General liability insurance premiums increased $5,188 due to large claims experienced in FY 2012 City-wide. C) Central Maintenance Garage (CMG) lease charges decreased $8,938 based on current charges and the software maintenance increased $922 based on history. Equipment repair and maintenance CMG expenses decreased $9,922 based on current charges and history. D) Operating supplies increased $3,050 due to transferred costs for the citizen and youth academy programs from the Uniformed Bureau department.

200

E) Decrease of $5,000 is due to the State not applying for the Safe Neighborhoods grant and an increase of $1,000 for a Drug Control grant based on current collections.

201

CUSTODY OF PRISONERS The Sioux City Police Department contracts custodial care of prisoners through Woodbury County. Under terms of the current agreement, fees vary annually based on the average daily jail population and direct and indirect jail costs. Currently, the County assesses a fee of $63.62 per day for prisoners booked into the jail on only City charges. A recent history of charges is presented below.

Year City Prisoner Days Total Fees Assessed Cost per Day 1993-94 647.5 $30,374 $46.91 1994-95 1,070 $48,246 $45.09 1995-96 1,410 $56,400 $40.00 1996-97 1,161 $44,419 $38.26 1997-98 915 $39,180 $42.82 1998-99 823 $41,059 $49.89 1999-00 900 $51,849 $57.61 2000-01 442 $22,162 $50.14 2001-02 461 $23,363 $50.68 2002-03* 107 (485) $4,931 ($22,349) $46.08 2003-04* 145 (655) $7,975 ($36,025) $55.00 2004-05* 105 (794) $5,711 ($43,186) $54.39 2005-06 72 $4,034 $56.03 2006-07 66 $4,002 $60.64 2007-08 55 $3,499 $63.62 2008-09 76 $5,410 $71.18 2009-10 102 $7,158 $70.18 2010-11 67 N/A N/A 2011-12 52 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.

202


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeMiscellaneous -$ -$ 2,500$ 10,000$ 7,500$ 300.0% ATotal Expenditures -$ -$ 2,500$ 10,000$ 7,500$ 300.0%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes -$ -$ 2,500$ 10,000$ 7,500$ 300.0%Total Revenue -$ -$ 2,500$ 10,000$ 7,500$ 300.0%



CUSTODY OF PRISONERS 3004

Notes: A) $7,500 increase is due to the estimated payment to Woodbury County Jail.

203

PROFESSIONAL STANDARDS

FY 2013 HIGHLIGHTS:

FY 2014 GOALS: PROFESSIONAL STANDARDS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Average number of complaints filed against officers each month

1.75 2 1.9 1.2

Average number of accreditation standards reviewed each month

42 47 30 22

Average number of hours of training completed each month by each officer

7.9 6.89 6.8 6.2

In July of 2012 the Sioux City Police Department received their re-accreditation using the Gold Standard, the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) highest standard.

Professional Standards completed the capital improvements to the training center (residing, reroofing and remodeling to existing buildings).

We facilitated the recruitment, hiring, and training of thirteen new officers.

Maintain Accreditation Compliance while reviewing and adjusting policies as necessary to achieve our Strategic Goals and adhering to our stated mission.

Finalize the Defensive Tactics manual and associated documentation. Formalize the Emergency Vehicle Operations training discipline by appropriately

staffing and assigning leadership. Begin documentation process. Review employee performance and evaluation system. Suggest improvements.

Implement changes. Complete a successful testing process for police candidates.

204


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 467,364$ 489,512$ 509,991$ 511,835$ 1,844$ 0.4% A)General Services 15,346 18,183 12,696 12,858 162 1.3%Services Related to Property 51,835 33,138 29,498 28,498 (1,000) (3.4%) B)General Supplies 69,653 84,844 76,100 92,865 16,765 22.0% C)Utilities 16,776 13,324 10,410 18,656 8,246 79.2% D)Total Expenditures 620,974$ 639,001$ 638,695$ 664,712$ 26,017$ 4.1%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFines and Violations 6,475$ 9,400$ 37,000$ 37,000$ -$ 0.0%Licenses and Permits 18,240 20,710 20,000 20,000 - 0.0% Other Revenue 7,180 3,541 2,750 2,750 - 0.0%Property Taxes 589,079 605,350 578,945 604,962 26,017 4.5%Total Revenue 620,974$ 639,001$ 638,695$ 664,712$ 26,017$ 4.1%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 - Secretary - - - - - -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

PROFESSIONAL STANDARDS 3005

Notes: A) Employee compensation decreased $3,276 for salaries and benefits. The City's Municipal Fire and Police Retirement System of Iowa (MRPRSI) contribution rate increased from 26.12% to 30.12% causing an increase of $9,053. Physical exams increased $11,000 based on history and the transfer of $6,000 from Support Services. Group health insurance decreased $14,269 due to a 4% decrease in premiums. B) Maintenance buildings and grounds Central Maintenance Garage (CMG) increased $3,500 based on history. CMG lease charges decreased $4,500 based on current charges. C) Membership costs increased $4,065 due to the annual Commission on Accreditation for Law Enforcement Agencies, Inc. fees which were previously coded to professional services. Clothing increased $4,250 based on uniforms for 5 new officers at $3,000 per officer. Weapons and ammunition increased $8,800 for taser ammunition and batteries. D) Electric utility costs increased $2,660 based on FY 2011 activity increased by 8%. Fuel and oil increased $4,886 based on estimated 2,206.70 gallons at $3.85 per gallon and diesel fuel increased $500 based on history.

205

SUPPORT SERVICES Records

FY 2013 HIGHLIGHTS: FY 2014 GOALS: SUPPORT SERVICES RECORDS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Average % of error rate for incidents entered by Records Techs

4.6% 4.4% 2.6% 2.2%

Average % of error rate of incident based reporting data to state of Iowa

1.16% .34% .9% .8%

Average unit cost to enter a report accurately

$2.89 $2.82 $2.55 $2.36

The records technicians are trained to make corrections for the Clerk of Court’s electric document management system for Complaints and Affidavits.

Records technicians have worked very hard to scan a years’ worth of report documents in order to transform all written reports to a paperless format necessary for the Clerk of Court electronic document management system (EDMS).

Records continue to remain well below the error rate standard established by the Incident Based Reporting System.

Rearrange the physical layout of the records room and replace carpet. Transfer pawn card entry to an on-line system, which will reduce one records

technician position. Maintain the set goals listed as performance measures.

206


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 700,165$ 742,117$ 743,278$ 762,365$ 19,087$ 2.6% A)General Services 3,019 2,147 2,803 4,317 1,514 54.0% B)Services Related to Property 4,824 4,824 4,824 4,824 - 0.0% Supplies 2,089 1,648 2,750 2,550 (200) (7.3%)Total Expenditures 710,097$ 750,736$ 753,655$ 774,056$ 20,401$ 2.7%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeMiscellaneous 8,135$ 3,082$ 10,387$ 5,590$ (4,797)$ (46.2%) C)Public Safety Fees 36,072 29,784 38,428 32,928 (5,500) (14.3%) D)Property Taxes 665,890 717,870 704,840 735,538 30,698 4.4%Total Revenue 710,097$ 750,736$ 753,655$ 774,056$ 20,401$ 2.7%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeLead Records Technician - - - - 1.00 1.00 Police Records Technician I 8.00 8.00 8.00 8.00 8.00 - Records Section Supervisor 1.00 1.00 1.00 1.00 1.00 - Records Shift Supervisor 1.00 1.00 1.00 1.00 - (1.00) Part TimePolice Records Technician I 1.65 1.65 1.65 1.65 1.65 -

Total FTE 11.65 11.65 11.65 11.65 11.65 -

RECORDS 3006

Notes: A) Employee compensation decreased $1,313 for salaries and benefits. Group health insurance premiums increased $11,408 due to employee elections. Dental insurance premiums increased $1,492 due to a 4% increase in the premium amount and employee elections. The City's Municipal Fire and Police Retirement System of Iowa contribution rate increased from 26.12% to 30.12% causing an increase of $3,833. Iowa Public Employees' Retirement System increased $1,029 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Workers' compensation insurance premiums increased $2,517 due to claims experience. B) General liability insurance premiums increased $1,514 due to large claims experienced in FY 2012 City-wide. C) Auction proceeds for towed vehicles decreased $4,797 based on historic data. D) Public safety fees revenue for Police reports decreased $5,500 based on the average of the prior two fiscal years.

207

SUPPORT SERVICES Identification (ID)

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

SUPPORT SERVICES IDENTIFICATION PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Cost per request filled $76 $43 $45 $59 Number of requests filled 3,940 4,667 4,402 3,445

The staff of the ID bureau trained 18 police officers in photography and fingerprinting so they can perform these duties in the field on minor crimes.

The Bar Coded Evidence Analysis Statistical Tracking (BEAST) system was installed and is fully functioning.

The staff of the ID bureau trained all officer of the department to enter evidence using the BEAST evidence management system.

Purchase and install lab safety equipment. Have all ID Technicians reclassified as Senior ID Technicians.

208

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 400,502$ 396,691$ 404,539$ 398,086$ (6,453)$ (1.6%) A)General Services 2,855 3,279 2,989 4,163 1,174 39.3% B)Services Related to Property 10,150 10,226 10,398 9,652 (746) (7.2%) C)General Supplies 5,166 2,764 3,650 4,650 1,000 27.4% D)Utilities 4,491 4,261 4,000 4,376 376 9.4% E)Total Expenditures 423,164$ 417,221$ 425,576$ 420,927$ (4,649)$ (1.1%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions -$ 2,947$ 1,400$ 1,400$ -$ 0.0% Other Revenue 3,051 4,691 3,200 3,200 - 0.0% Property Taxes 420,113 409,583 420,976 416,327 (4,649) (1.1%)Total Revenue 423,164$ 417,221$ 425,576$ 420,927$ (4,649)$ (1.1%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeIdentification 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 -

IDENTIFICATION 3007

Notes:

Notes: A) Employee compensation increased $578 for salaries and benefits. Overtime decreased $5,000 based on history. Group health insurance decreased $3,309 due to a 4% decrease in premiums. Workers' compensation insurance premiums increased $289 due to claims experience. Iowa Public Employees' Retirement System (IPERS) increased $605 due to a .26% State mandated increase in the City's contribution rate from 8.67% to 8.93%. B) Professional services increased $300 based on average of FY 2011 and FY 2012. Advertising increased $150 based on history. General liability insurance premiums increased $717 due to large claims experienced in FY 2012 City-wide. C) Central Maintenance Garage (CMG) lease charges decreased $1,559 and equipment repair and maintenance CMG increased $813 based on history. D) Clothing expense increased $900 due to current costs. Operating supplies increased $100 based on history. E) Fuel and oil increased $376 based on estimated gallons at $3.85 per gallon.

209

SUPPORT SERVICES Crime Analysis

FY 2013 HIGHLIGHTS: FY 2014 GOALS: SUPPORT SERVICES CRIME ANALYSIS PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Percent of time customers indicate usefulness of analysis provided

98% 97% 100% 99.30%

Cost per crime analysis function performed

$23.12 $22.43 $22.48 $19.08

Cost per % of customer satisfaction $88.55 $87.46 $91.05 $84.70

WCICC assisted crime analysis in developing a new intelligence database in AS400.

Members of crime analysis attended the Internal Association of Crime Analysis conference where they received updated training which included Arcmap. The department also purchased a Geographic Information System (GIS) tutorial for crime analysis.

Crime analysis continues to provide timely analysis information. The unit has begun routinely attending roll calls.

To have Advanced Traffic Analysis Center (ATAC) software operating on both workstations in Crime Analysis.

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.

210

SUPPORT SERVICES Volunteers in Police Service


SUPPORT SERVICES VOLUNTEERS IN POLICE SERVICE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Average number of volunteer hours spent supplementing police activities each month

794 739 698 595

Average number of programs operating each month

13 14 14 12

Average administrative cost per volunteer hour worked

$4.41 $6.65 $6.72 $7.87

Average cost per FTE equivalent produced by program

$762 $1,147 $1,167 $1,357

Three new volunteers in Police Service have been recruited and trained to assist with the handicap parking patrol (and two of the volunteers patrol together as a team, one evening each week).

Discussion has taken place to consider what it might take to allow volunteers to issue tickets in fire lanes, and the possibility is being explored.

To expand the Trailblazer Program by adding more volunteers to continue to provide a friendly, visible presence on the trails, while also reporting any graffiti and suspicious activity.

To enhance the Youth Academy by including additional “hands on” experience for the students.

211


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 517,948$ 486,103$ 462,948$ 446,905$ (16,043)$ (3.5%) A)General Services 252,499 330,788 255,827 348,504 92,677 36.2% B)Services Related to Property 69,618 75,491 84,691 84,800 109 0.1%General Supplies 32,505 33,886 26,610 27,700 1,090 4.1% C)Utilities 33,452 35,668 36,540 36,071 (469) (1.3%)Inventory Supplies 135 - 125 - (125) (100.0%) D)Capital Expenditures 107,248 32,607 - - - 0.0%Total Expenditures 1,013,405$ 994,543$ 866,741$ 943,980$ 77,239$ 8.9%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 5,648$ 10,684$ 5,100$ 5,100$ -$ 0.0%Property Taxes 1,007,757 983,859 861,641 938,880 77,239 9.0%Total Revenue 1,013,405$ 994,543$ 866,741$ 943,980$ 77,239$ 8.9%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAccounting 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 -

SUPPORT SERVICES 3008

Notes: A) Employee compensation decreased $5,538 for salaries and benefits. The City's Municipal Fire and Police Retirement System of Iowa contribution rate increased from 26.12% to 30.12% causing an increase of $3,705. Iowa Public Employees' Retirement System increased $645 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Group health insurance premiums decreased $8,471 due to a 4% decrease in premiums and employee election changes. $6,000 from physical exams were transferred to Professional Standards division. B) Workers' compensation medical payments increased $85,000 due to an increase in number of officers pensioned on disability. Print Shop and outside postage expenses are projected to increase $3,800 and $1,040, respectively, based on history. Cellular communication increased $509 based on history. Property and building content insurance premiums increased $1,335 due to increased premiums. General liability insurance premiums increased $918 due to large claims experienced in FY 2012 City-wide. C) Office supplies increased $1,500 based on current price increases for toner and other regularly purchased items. Publications decreased $450 because funding stopped. D) Inventory supplies decreased $125 because the Sioux City Journal will no longer be purchased.

212

DRUG TASK FORCE

FY 2013 HIGHLIGHTS: FY 2014 GOALS: DRUG TASK FORCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Number of individuals arrested for felony narcotics

109 121 105 94

Number of grams of narcotics seized 181,010g 236,117g 59,487g 124,527g Number of search warrants served 58 69 39 32 Number of firearms seized 43 14 9 23

The Drug Task Force lead the effort to educate local business on synthetic drugs commonly called K2 and Bath Salts. The efforts resulted in Sioux City business removing the products from their shelves. The Drug Task Force also seized in excess of 48,000 grams of the product from surrounding communities.

The Drug Task Force moved out of their old facilities into new facilities constructed with federal funds

To identify, arrest, and prosecute 100 individuals who are, by intelligence and information, networking in drug trafficking.

213


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 302,895$ 280,475$ 278,771$ 282,502$ 3,731$ 1.3% A)General Services 1,409 588 770 1,130 360 46.8% B)Services Related to Property 6,975 2,441 348 360 12 3.4% General Supplies 16,772 - - - - 0.0%Utilities 2,667 - - - - 0.0%Miscellaneous 106,779 105,640 104,987 98,264 (6,723) (6.4%) C)Total Expenditures 437,497$ 389,144$ 384,876$ 382,256$ (2,620)$ (0.7%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFederal Gov. Operating Grants 10,000$ -$ -$ -$ -$ 0.0%Refunds and Reimbursements 84,444 70,679 86,011 87,301 1,290 1.5% D)State Gov. Operating Grants 308,408 230,214 239,215 193,764 (45,451) (19.0%) E)Property Taxes 34,645 88,251 59,650 101,191 41,541 69.6%Total Revenue 437,497$ 389,144$ 384,876$ 382,256$ (2,620)$ (0.7%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimePolice Officer 2.00 2.00 2.00 2.00 2.00 -

Total FTE 2.00 2.00 2.00 2.00 2.00 -

DRUG TASK FORCE 3010

Notes: A) The City's Municipal Fire and Police Retirement System of Iowa (MFPRSI) contribution rate increased from 26.12% to 30.12% causing an increase of $5,259. Group health insurance premiums decreased $1,630 due to a 4% decrease in the premium amount. B) General liability insurance premiums increased $360 due to large claims experienced in FY 2012 City-wide. C) Payments to other agencies decreased $6,723, reflecting the decrease of the Byrne Justice Assistance Grant program, of which a portion must be passed through to the County Attorney and the County Sheriff. D) Overtime reimbursement increased $1,290 due to a 2% increase through the Drug Enforcement Administration. E) The Office of Drug Control Policy grant is projected to be reduced by $45,451 in FY 2014.

214


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 179,364$ 186,148$ 192,495$ 176,893$ (15,602)$ (8.1%) A)General Services 5,678 5,427 3,843 4,228 385 10.0% B)Services Related to Property 30,067 42,195 38,490 38,130 (360) (0.9%)General Supplies 4,651 13,912 1,500 1,000 (500) (33.3%) C)Utilities 9,258 14,394 20,675 19,310 (1,365) (6.6%) D)Total Expenditures 229,018$ 262,076$ 257,003$ 239,561$ (17,442)$ (6.8%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFederal Gov. Operating Grants 93,764$ 225,370$ 142,700$ 142,700$ -$ 0.0%Property Taxes 135,254 36,706 114,303 96,861 (17,442) (15.3%)Total Revenue 229,018$ 262,076$ 257,003$ 239,561$ (17,442)$ (6.8%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 -

HIGH INTENSITY DRUG TRAFFICKING AREAS (HIDTA) PROGRAMGRANT 3013

Notes: A) Employee compensation decreased $13,812 for salaries and benefits. Contract overtime increased $258 based on history. The City's Municipal Fire and Police Retirement System of Iowa (MFPRIS) decreased $949 due to the decrease in salaries. Group health insurance premiums decreased $1,362 due to a 4% decrease in the premium amount. B) General liability insurance premiums increased $337 due to large claims experienced in FY 2012 City-wide. C) Office supplies decreased $250 and operating supplies decreased $250 to achieve budget reduction target amount. D) Fuel and oil decreased $1,365 based on an estimated 5,015 gallons at $3.85 per gallon.

215


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 118,553$ 72,481$ -$ -$ -$ 0.0%General Services 530,507 257,853 - - - 0.0%General Supplies 12,018 17,618 - - - 0.0%Total Expenditures 661,078$ 347,952$ -$ -$ -$ 0.0%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeFederal Gov. Operating Grants 513,995$ 605,648$ -$ -$ -$ 0.0%Property Taxes 147,083 (257,696) - - - 0.0%Total Revenue 661,078$ 347,952$ -$ -$ -$ 0.0%



NATIONAL TRAINING CENTER 3014

Notes: A) Grant reimbursement and expenses increased based on notification from the Department of Justice of a grant award.

216


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 2,339$ 2,667$ 3,156$ 3,127$ (29)$ (0.9%) General Supplies 363 1,577 500 500 - 0.0% Total Expenditures 2,702$ 4,244$ 3,656$ 3,627$ (29)$ (0.8%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes 2,702$ 4,244$ 3,656$ 3,627$ (29)$ (0.8%)Total Revenue 2,702$ 4,244$ 3,656$ 3,627$ (29)$ (0.8%)



MAYOR'S YOUTH COMMISSION 3015

217

DRIVE RITE / SAFE APPROACH (REDFLEX)

DRIVE RITE/SAFE APPROACH (REDFLEX) PERFORMANCE MEASURES:

FY 2010 FY 2011 FY 2012 Number of accidents at Photo Enforced Intersections

124 126 117

Total number of traffic accidents 3430 2929 2607 Number of red light photo enforced citations issued

14,539 11,543 10,912

Number of injury/fatality accidents on I29

42 41 20

Number of photo enforced speed citations issued

N/A 2,096 18,785

218


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services -$ 8,015$ 13,150$ 13,150$ -$ 0.0%Services Related to Property 30 163 1,800 1,800 - 0.0%General Supplies - - 5,000 5,000 - 0.0%Utilities 406 2,726 4,800 4,800 - 0.0%Miscellaneous - 6,320 7,300 7,300 - 0.0%Total Expenditures 436$ 17,224$ 32,050$ 32,050$ -$ 0.0%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRedlight Camera Fund 436$ 17,224$ 32,050$ 32,050$ -$ 0.0%Total Revenue 436$ 17,224$ 32,050$ 32,050$ -$ 0.0%



REDFLEX OPERATIONS 3017

219

ANIMAL CONTROL

ANIMAL CONTROL PERFORMANCE MEASURES: FY 2011 FY 2012 Animals Impounded 2,349 2,517 Animals Brought to Shelter 902 1,117 Animals Reclaimed 753 848 Animals Destroyed 1,028 1,029 Animals Adopted 1,406 1,817 Impound Fees Collected $25,165 $24,574 Licenses Issued – City 4,888 4,713 Licenses Issued – Contractor 1,048 1,552 License Income Received – City $59,939 $54,306 License Income Received - Contractor $14,348 $21,030 Number of Animal Control Requests Received

18,160 19,460

Total Number of Patrol Hours 13,212 13,176 Number of Citations Issued 90 85 Number of Warnings Issued 630 326 Number of Dead Animals Picked Up 430 682 Number of Presentations 21 16 Number of Regular Media Appearances 54 54 Number of Partnerships with External Organizations

3 0

Total Number of Patrol Miles Driven 80,740 77,148 Expenses/Income for Care of Animals $128 $0 Average Response Time – Priority One Calls 0:18 0:18 Average Response Time – Priority Two Calls 0:26 0:28 Average Response Time – Priority Three Calls

0:34 0:34

Total Number of Vicious/High Risk Animal Reports

18 11

Number of Bite Investigations 166 133 Number of Bite Cases Resolved 169 133 Number of Active Volunteers Average 72 Average 38 Total Number of Volunteer Hours 1,655 2,591 Dollar Value of Volunteer Hours $13,240 $20,728 *The City of Sioux City contracts for animal control services. The Contractor is Hannah, Inc., Cindy Rarrat, President. The current contract is a three-year contract, which began July 1, 2010, and runs through June 30, 2013. This contract requires the submission of a monthly cumulative report providing the performance indicators reported above.

220


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 1,260$ 2,179$ 2,774$ 3,334$ 560$ 20.2% A)Services Related to Property 508,409 445,326 470,720 467,715 (3,005) (0.6%) B)General Supplies 7,457 7,132 12,800 7,500 (5,300) (41.4%) C)Utilities 61,773 66,430 84,345 78,490 (5,855) (6.9%) D)Capital Expenditures 1,190 - 195 190 (5) (2.6%)Total Expenditures 580,089$ 521,067$ 570,834$ 557,229$ (13,605)$ (2.4%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeLicenses and Permits 73,976$ 76,188$ 75,000$ 76,500$ 1,500$ 2.0% E)Public Safety Fees 26,170 28,949 28,500 28,901 401 1.4%Property Taxes 479,943 415,930 467,334 451,828 (15,506) (3.3%)Total Revenue 580,089$ 521,067$ 570,834$ 557,229$ (13,605)$ (2.4%)



ANIMAL CONTROL 3101

Notes: A) Property and building content insurance premiums increased $433 due to an increase in premiums. General liability insurance premiums increased $127 due to large claims experienced in FY 2012 City-wide. B) Central Maintenance Garage (CMG) lease charges increased $972 based on current year monthly charge. Maintenance contracts decreased $6,316 based on history. Equipment repair and maintenance CMG, maintenance buildings and grounds, and equipment leased increased $1,289, $550, and $500, respectively, based on history. C) Operating supplies increased $700 based on history. Medical supplies decreased $6,000 due to a new program with Pfizer that provides vaccinations to government run shelters at a reduced cost. D) Gas utility decreased $3,897 based on history and electric utility decreased $8,978 based on FY 2012 activity increased by 8%. Fuel and oil increased $7,020 based on estimated gallons at $3.85 per gallon. E) Dog licenses increased $2,000 and cat licenses decreased $500 based on FY 2012 collections.

221




222

Public Works Department Organizational Chart

Public Works Director

Engineering Field Services

Public Service

Paved Streets Dirt Streets

Bridge/Culvert

Street Cleaning

Traffic Signs/ Signals/

Barricades

Park Maintenance

Trees/ Construction

Cemeteries

Mowing/ Riverfront

Underground Utilities

Water Transmission/

Distribution

Storm/ Sanitary Sewer

Recreation

LLFRC

Aquatics

Rec. Programs

Environmental Services

Utilities

Water Production /Pumping

Industrial Pretreatment/

Lab

Wastewater Treatment

Public Works Administration

223

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, public recreational amenities and environmental quality programs. 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, parks and cemetery assets. These assets include but are not limited to 475 miles of water mains, 362 miles of sanitary sewer, 228 miles of storm sewer, 566 miles of roadway, 400 acres of river dikes, 1,110 acres of parks and 226 acres of cemetery grounds. 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. Parks Maintenance tends the grass and other vegetation and conducts building maintenance throughout the City’s park and cemetery network. All staff participates in snow and ice control. RECREATION is responsible for the City’s recreational services which include the operation and maintenance of the City’s five public swimming facilities and Long Lines Family Recreation 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. 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. 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.

224

49%

5%14%

8%11%

13%


General Services


Supplies

Utilities

Miscellaneous

200201202203204205206207208209210211212213214215216217218219220221222223224225226227228229230



*In FY 2012 Public Works added 27 positions due to the City taking over operations at the Waste Water Treatment Plant.

225

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeField Services Admin 242,247$ 240,435$ 255,360$ 186,831$ (68,529)$ (26.8%)Recreation Administration 264,101 281,256 272,678 277,502 4,824 1.8%Leif Erickson Pool 85,059 86,370 91,116 85,488 (5,628) (6.2%)Lewis Pool 72,670 63,888 69,427 68,989 (438) (0.6%)Cook Pool 47,278 41,665 58,426 51,830 (6,596) (11.3%)Riverside Pool 137,960 138,815 123,903 133,440 9,537 7.7%Leeds Pool 42,750 44,395 56,306 46,120 (10,186) (18.1%)Recreation Programming 33,937 41,622 28,401 30,027 1,626 5.7%Park Maintenance 2,241,569 2,543,301 2,448,723 2,669,041 220,318 9.0%Band 30,080 28,805 29,197 28,988 (209) (0.7%)Lewis and Clark Park 3,237 1,542 1,386 1,979 593 42.8%Park Board 8,983 4,459 4,008 5,723 1,715 42.8%Riverfront Maintenance 333,024 767,419 220,843 211,808 (9,035) (4.1%)Long Lines Family Rec Cntr 381,949 413,274 385,740 385,715 (25) (0.0%)Marina - 23,726 - - - 0.0%Tree Maintenance 128,482 125,927 118,991 119,680 689 0.6%Floyd Cemetery 19,197 26,125 49,533 49,555 22 0.0%Logan Cemetery 142,341 154,103 146,226 152,154 5,928 4.1%Graceland Cemetery 432,774 399,353 398,524 401,456 2,932 0.7%Operation and Response 146,805 159,509 190,553 187,955 (2,598) (1.4%)Paved Streets 2,256,122 2,436,204 2,515,318 2,529,051 13,733 0.5%Dirt Streets 1,320,046 1,446,216 1,347,195 1,369,003 21,808 1.6%Street Cleaning 1,390,812 1,536,507 1,408,959 1,514,007 105,048 7.5%Bridges/Culverts/Rivers 133,691 136,319 151,431 158,797 7,366 4.9%Snow and Ice Control 1,564,450 1,061,166 1,600,738 1,514,628 (86,110) (5.4%)Civil Defense 4,822 19,145 5,710 12,396 6,686 117.1%Engineering 1,760,406 1,885,736 1,860,600 1,993,927 133,327 7.2%Traffic Engineering 605,396 644,069 642,093 611,726 (30,367) (4.7%)Street Lighting 795,797 825,659 859,500 881,998 22,498 2.6%Transmission & Distribution 2,497,438 2,609,878 2,713,425 2,737,144 23,719 0.9%Sanitary Sewer Maint. 1,794,983 1,850,720 1,890,584 2,015,758 125,174 6.6%Utilities Administration 313,922 434,712 496,241 557,036 60,795 12.3%Zenith Water Plant 2,348,569 2,529,315 2,227,141 2,272,945 45,804 2.1%Southbridge Water Plant - 277,573 992,775 737,575 (255,200) (25.7%)Environmental Quality 3,942,713 4,857,743 4,525,000 4,525,000 - 0.0%Wastewater Plant 5,768,918 4,380,517 4,955,354 4,683,158 (272,196) (5.5%)Total Expenditures 31,292,528$ 32,517,468$ 33,141,405$ 33,208,430$ 67,025$ 0.2%

PUBLIC WORKS SUMMARY

226


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAssessments 54,592$ 4,935$ 59,707$ 31,432$ (28,275)$ (47.4%)Cemetery Fees 115,600 110,405 112,938 112,548 (390) (0.3%)CMG Fund 2,100 - - - - 0.0%Concessions 29,571 35,200 31,100 31,300 200 0.6%Engineering Fees 1,557,132 1,682,036 1,652,191 1,783,570 131,379 8.0%Enterprise Fees 83,889 87,530 60,500 78,275 17,775 29.4%Licenses and Permits 26,568 31,176 35,000 32,000 (3,000) (8.6%)Other Revenue 275,462 284,783 234,467 246,747 12,280 5.2%Recreation Fees 246,247 320,776 243,860 264,125 20,265 8.3%Redflex Speed Camera - - - 500,000 500,000 100.0%Redlight Camera Fund 100,000 400,000 333,397 153,975 (179,422) (53.8%)Rentals and Leases 343,925 366,086 329,521 376,244 46,723 14.2%Road Use Tax 8,096,208 7,721,817 7,889,761 8,247,383 357,622 4.5%Sale of Fixed Assets 89,648 88,861 80,667 92,032 11,365 14.1%Sewer Fund 8,159,568 6,876,795 7,403,734 7,173,276 (230,458) (3.1%)Solid Waste Fund 3,875,395 4,901,540 4,556,013 4,543,541 (12,472) (0.3%)State Governmental Grants 178,944 856,042 - - - 0.0%Storm Water Fund 84,581 82,777 94,001 99,517 5,516 5.9%Water Fund 4,478,496 4,422,699 5,843,534 5,621,927 (221,607) (3.8%)Property Taxes 3,494,602 4,244,010 4,181,014 3,820,538 (360,476) (8.6%)Total Revenues 31,292,528$ 32,517,468$ 33,141,405$ 33,208,430$ 67,025$ 0.2%

227

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRecreation Administration 264,101$ 281,256$ 272,678$ 277,502$ 4,824$ 1.8%Leif Erickson Pool 85,059 86,370 91,116 85,488 (5,628) (6.2%)Lewis Pool 72,670 63,888 69,427 68,989 (438) (0.6%)Cook Pool 47,278 41,665 58,426 51,830 (6,596) (11.3%)Riverside Pool 137,960 138,815 123,903 133,440 9,537 7.7%Leeds Pool 42,750 44,395 56,306 46,120 (10,186) (18.1%)Recreation Programming 33,937 41,622 28,401 30,027 1,626 5.7%Parks Maintenance 2,241,569 2,543,301 2,448,723 2,669,041 220,318 9.0%Band 30,080 28,805 29,197 28,988 (209) (0.7%)Lewis and Clark Park 3,237 1,542 1,386 1,979 593 42.8%Park Board 8,983 4,459 4,008 5,723 1,715 42.8%Riverfront Maintenance 333,024 767,419 220,843 211,808 (9,035) (4.1%)Long Lines Family Rec Center 381,949 413,274 385,740 385,715 (25) (0.0%)Marina - 23,726 - - - 0.0%Tree Maintenance 128,482 125,927 118,991 119,680 689 0.6%Floyd Cemetery 19,197 26,125 49,533 49,555 22 0.0%Logan Cemetery 142,341 154,103 146,226 152,154 5,928 4.1%Graceland Cemetery 432,774 399,353 398,524 401,456 2,932 0.7%Civil Defense 4,822 19,145 5,710 12,396 6,686 117.1%Engineering 1,760,406 1,885,736 1,860,600 1,993,927 133,327 7.2%Total Expenditures 6,170,619$ 7,090,926$ 6,369,738$ 6,725,818$ 356,080$ 5.6%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAssessments 54,592$ 4,935$ 59,707$ 31,432$ (28,275)$ (47.4%)Cemetery Fees 115,600 110,405 112,938 112,548 (390) (0.3%)Concessions 29,571 35,200 31,100 31,300 200 0.6%Engineering Fees 1,557,132 1,682,036 1,652,191 1,783,570 131,379 8.0%Other Revenue 125,148 177,659 114,622 116,737 2,115 1.8%Recreation Fees 246,247 320,776 243,860 264,125 20,265 8.3%Rentals and Leases 250,570 240,431 233,166 247,644 14,478 6.2%Sale of Fixed Assets 89,648 88,861 80,667 92,032 11,365 14.1%Sewer Fund 90,742 92,101 92,452 94,166 1,714 1.9%State Governmental Grants - 227,232 - - - 0.0%Storm Water Fund 69,581 67,777 68,201 73,717 5,516 8.1%Water Fund 90,742 92,101 92,452 94,166 1,714 1.9%Property Taxes 3,451,046 3,951,412 3,588,382 3,784,381 195,999 5.5%Total Revenues 6,170,619$ 7,090,926$ 6,369,738$ 6,725,818$ 356,080$ 5.6%

GENERAL FUND SUMMARY

228

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeField Services Admin. 242,247$ 240,435$ 255,360$ 186,831$ (68,529)$ (26.8%)Operations and Response 146,805 159,509 190,553 187,955 (2,598) (1.4%)Paved Streets 2,256,122 2,436,204 2,515,318 2,529,051 13,733 0.5%Dirt Streets 1,320,046 1,446,216 1,347,195 1,369,003 21,808 1.6%Street Cleaning 1,390,812 1,536,507 1,408,959 1,514,007 105,048 7.5%Bridges/Culverts/Rivers 133,691 136,319 151,431 158,797 7,366 4.9%Snow and Ice Control 1,564,450 1,061,166 1,600,738 1,514,628 (86,110) (5.4%)Traffic Engineering 605,396 644,069 642,093 611,726 (30,367) (4.7%)Street Lighting 795,797 825,659 859,500 881,998 22,498 2.6%Total Expenditures 8,455,366$ 8,486,084$ 8,971,147$ 8,953,996$ (17,151)$ (0.2%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 53,780$ 44,181$ 62,285$ 71,550$ 9,265$ 14.9%Redflex Speed Camera - - - 500,000 500,000 100.0%Redlight Camera Fund 100,000 400,000 333,397 153,975 (179,422) (53.8%)Rentals and Leases 600 - 3,600 3,600 - 0.0%Road Use Tax 8,076,236 7,721,817 7,886,436 8,209,871 323,435 4.1%Sewer Fund 15,402 19,305 52,115 - (52,115) (100.0%)State Governmental Grants 178,944 - - - - 0.0%Storm Water Fund 15,000 15,000 15,000 15,000 - 0.0%Water Fund 15,404 19,337 52,115 - (52,115) (100.0%)Property Taxes - 266,444 566,199 - (566,199) (100.0%)Total Revenues 8,455,366$ 8,486,084$ 8,971,147$ 8,953,996$ (17,151)$ (0.2%)

ROAD USE TAX FUND SUMMARY

229

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeTransmission & Distrib. 2,497,438$ 2,609,878$ 2,713,425$ 2,737,144$ 23,719$ 0.9%Sanitary Sewer Maint. 1,794,983 1,850,720 1,890,584 2,015,758 130,185 6.6%Utilities Administration 313,922 434,712 496,241 557,036 60,795 12.3%Zenith Water Plant 2,348,569 2,529,315 2,227,141 2,272,945 45,804 2.1%Southbridge Water Plant - 277,573 992,775 737,575 (255,200) (25.7%)Environmental Quality 3,942,713 4,857,743 4,525,000 4,525,000 - 0.0%Wastewater Plant 5,768,918 4,380,517 4,955,354 4,683,158 (272,196) (5.5%)Total Expenditures 16,666,543$ 16,940,458$ 17,800,520$ 17,528,616$ (271,904)$ (1.5%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCMG Fund 2,100$ -$ -$ -$ -$ 0.0%Enterprise Fees 83,889 87,530 60,500 78,275 17,775 29.4%Licenses and Permits 26,568 31,176 35,000 32,000 (3,000) (8.6%)Other Revenue 96,534 62,943 57,560 58,460 900 1.6%Rentals and Leases 92,755 125,655 92,755 125,000 32,245 34.8%Road Use Tax 19,972 - 3,325 37,512 34,187 1028.2%Sewer Fund 8,053,424 6,765,389 7,259,167 7,079,110 (180,057) (2.5%)Solid Waste Fund 3,875,395 4,901,540 4,556,013 4,543,541 (12,472) (0.3%)State Governmental Grants - 628,810 - - - 0.0%Storm Water Fund - - 10,800 10,800 - 0.0%Water Fund 4,372,350 4,311,261 5,698,967 5,527,761 (171,206) (3.0%)Property Taxes 43,556 26,154 26,433 36,157 9,724 36.8%Total Revenues 16,666,543$ 16,940,458$ 17,800,520$ 17,528,616$ (271,904)$ (1.5%)

UTILITIES FUNDS SUMMARY

230

FIELD SERVICES MANAGEMENT

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

FIELD SERVICES MANAGEMENT PERFORMANCE MEASURES

An annual evaluation and comparison of performance measures has again been made in regards to the International Capital Market Association (ICMA) reports. Additional information has been included from Engineering for further analysis of current and future street maintenance and rehabilitation.

Additional cross training, including all areas of responsibility in Field Services, is currently underway in regards to key tasks and equipment. This has been very beneficial with the Field Services reorganization.

A Professional and Technical Supervisory (PATS) Parks Maintenance Labor Supervisor position was recently filled with a current American Federation of State, County and Municipal Employees (AFSCME) Field Services staff member. Two Labor Crew Leader positions were filled in the past year.

Ten AFSCME staff members have successfully filled in as Labor Supervisors during absences

Continue to evaluate ICMA performance measure annual reports with Field Services performance measure results to identify areas of strengths and weaknesses. Assist Engineering with additional performance measures in regards to Road Rehabilitation performance measures. Use comparisons to establish future goals for improved service delivery and efficiency.

Continue to cross-train all Field Services’ staff in all areas of responsibility and equipment operation to improve customer service response, increase efficiencies, reduce overtime, and be better prepared for all projects, maintenance, and emergencies.

Continue to develop and mentor new leaders within Field Services. Several promotional positions will open in the coming year due to retirements.

Evaluate staffing needs in Field Services Administration to maximize customer service and response to all concerns. This includes evaluation of a possible 3-1-1 system as a collaborative effort with Police, Fire, and Field Services.

Implement quarterly meetings with Field Services staff to discuss projects and plans to address them, keeping customer service as a priority.

231

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 227,076$ 220,407$ 240,073$ 165,954$ (74,119)$ (30.9%) A)General Services 7,984 13,479 8,262 14,077 5,815 70.4% B)Services Related to Property 6,179 5,661 6,200 5,975 (225) (3.6%) C)General Supplies 1,008 888 825 825 - 0.0% Total Expenditures 242,247$ 240,435$ 255,360$ 186,831$ (68,529)$ (26.8%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRentals and Leases 600$ -$ 3,600$ 3,600$ -$ 0.0%Road Use Tax 210,841 201,793 205,692 183,231 (22,461) (10.9%)Sewer Fund 15,402 19,305 23,034 - (23,034) (100.0%)Water Fund 15,404 19,337 23,034 - (23,034) (100.0%)Total Revenue 242,247$ 240,435$ 255,360$ 186,831$ (68,529)$ (26.8%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant 1.00 1.00 1.00 1.00 1.00 - Administrative Secretary 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 TimeAdministrative Secretary - - 1.00 1.00 1.00 -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

FIELD SERVICES MANAGEMENT 5001

Notes: A) Salaries and associated benefits decreased $55,498, Iowa Public Employees' Retirement System (IPERS) decreased $3,800, group health insurance decreased $14,046, and dental insurance decreased $802, all due to department reorganization. B) General services decreased $1,300 for City travel and business expenses, $500 for advertising open positions, $1,200 for in-house printing, and professional services increased $8,700, all based on history. C) Maintenance buildings and grounds decreased $200 based on history.

232

RECREATION SERVICES

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

RECREATION SERVICES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Recreation Attendance* 5,519 6,527 5,456 5,049 Recreation Revenue* $34,354 $41,377 $39,185 $38,716

*Numbers are based on Calendar Year not Fiscal

Youth sports programs remained consistent in participation numbers. Adult volleyball programs continue to generate a good number of participants and

quality play. “NEW” Bam Bam Baseball was offered and had over 44 participates. Judo Classes have been successful with the addition of a Saturday session. Revenue is projected to be maintained at a level comparable to FY 2012. Successfully published the Annual Fun and Action Guide generating revenue to pay

for publication. Processed and issued 38 Special Events Permits.

Implement more recreational programming for adults and seniors. Develop a summer youth recreation program at Long Lines Family Rec Center. Generate revenue through programming and event rentals to offset the operation

expenses of the facility. Update the Lease Agreements for Parks and Recreation facilities.

233

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 252,517$ 269,987$ 263,003$ 268,180$ 5,177$ 2.0% A)General Services 8,020 8,183 6,413 6,366 (47) (0.7%) Services Related to Property 2,156 2,519 2,012 2,156 144 7.2% B)Supplies 1,408 542 1,250 800 (450) (36.0%) C)Miscellaneous - 25 - - - 0.0%Total Expenditures 264,101$ 281,256$ 272,678$ 277,502$ 4,824$ 1.8%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 1,421$ 1,500$ 1,450$ 1,605$ 155$ 10.7%Property Taxes 262,680 279,756 271,228 275,897 4,669 1.7%Total Revenue 264,101$ 281,256$ 272,678$ 277,502$ 4,824$ 1.8%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 - Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 - Part TimeAquatics Supervisor 0.33 0.33 0.33 0.33 0.33 -

Total FTE 3.33 3.33 3.33 3.33 3.33 -

RECREATION ADMINISTRATION 5101

Notes: A) Workers' compensation increased $5,398 due to higher premiums as a result of high prior year claims. Iowa Public Employees' Retirement System (IPERS) increased $722 based on the City's obligated rate increasing .26% from 8.67% to 8.93% and due to higher wages. Fair Labor Standards Act (FLSA) overtime decreased $1,900 based on history. Business expense reimbursement increased $1,000 based on history. B) Central Maintenance Garage (CMG) lease charges increased $144 based on current charges. C) Supplies decreased due to the following budget changes: $200 decrease in office supplies, $150 decrease in memberships, and $100 decrease in operating supplies, all as a result of meeting the target budget.

234

SWIMMING

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

SWIMMING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Annual Pool Attendance* 56,461 59,280 63,305 66,620 Annual Pool Revenue* $205,178 $221,106 $216,954 $241,591 Expenses Recovered thru Revenue* 52% 52% 71% 79%


Completed pool repairs at Riverside and Leif Erickson. Developed marketing materials to promote aquatics employment. Hired 55 new

seasonal aquatic employees. Hosted six Red Cross Water Safety Instructor (WSI) and Lifeguard/CPR certification

classes. Swimming lessons had over 700 participates compared to 535 participates in 2012. Attendances at the swimming pools increased by 3,000 swimmers. Established and implemented new polices to enhance pool safety. Updated the aquatics website page, included pictures. Updated the Sioux City Parks and Recreation Facebook page.

Establish a citizen’s aquatic committee to evaluate the city swimming pool facilities and programs to make recommendations on future pool improvements.

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. Install Americans with Disabilities Act (ADA) lifts to comply with Department of

Justice public aquatic facility regulations.

235

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 248,668$ 249,892$ 268,165$ 255,700$ (12,465)$ (4.6%) A)General Services 23,842 12,958 20,951 22,288 1,337 6.4% B)Services Related to Property 14,216 13,065 15,747 15,137 (610) (3.9%) C)Supplies 37,119 37,503 37,140 36,840 (300) (0.8%)Utilities 26,028 23,177 24,669 28,071 3,402 13.8% D)Inventory Supplies 23,503 25,378 20,186 15,986 (4,200) (20.8%) E)Miscellaneous 12,341 13,160 12,320 11,845 (475) (3.9%) F)Total Expenditures 385,717$ 375,133$ 399,178$ 385,867$ (13,311)$ (3.3%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 23,793$ 29,028$ 24,800$ 25,000$ 200$ 0.8%Other Revenue 250 3,652 1,300 1,400 100 7.7%Recreation Fees 162,628 238,459 169,160 186,850 17,690 10.5% G)Property Taxes 199,046 103,994 203,918 172,617 (31,301) (15.3%)Total Revenue 385,717$ 375,133$ 399,178$ 385,867$ (13,311)$ (3.3%)


FY10 FY11 FY12 FY13 FY14 Difference

Part TimeHead Lifeguard 0.37 0.33 0.33 0.33 0.33 - Lifeguard I 1.35 1.19 1.19 1.19 1.19 - Lifeguard II 1.75 1.54 1.54 1.54 1.24 (0.30) Swimming Pool Manager 0.18 0.16 0.16 0.16 0.16 -

Total FTE 3.65 3.22 3.22 3.22 2.92 (0.30)

RECREATION - LEWIS POOL 5103 Part TimeHead Lifeguard 0.37 0.33 0.33 0.33 0.33 - Lifeguard I 0.73 0.64 0.64 0.64 0.64 - Lifeguard II 1.29 1.14 1.14 1.14 1.24 0.10 Swimming Pool Manager 0.18 0.16 0.16 0.16 0.16 -

Total FTE 2.57 2.27 2.27 2.27 2.37 0.10

RECREATION SWIMMING 5102-5106

RECREATION - LEIF ERICKSON POOL 5102

236

FY10 FY11 FY12 FY13 FY14 DifferenceRECREATION - COOK POOL 5104 Part TimeHead Lifeguard 0.13 0.11 0.11 0.11 0.11 - Lifeguard I 1.35 1.19 1.19 1.19 1.19 - Lifeguard II 0.60 0.53 0.53 0.53 0.23 (0.30) Swimming Pool Manager 0.18 0.16 0.16 0.16 0.16 -

Total FTE 2.26 1.99 1.99 1.99 1.69 (0.30)

RECREATION - RIVERSIDE AQUATICS CENTER 5105 Part TimeCashier/Concession Worker 0.51 0.50 0.50 0.50 0.50 - Head Lifeguard 0.40 0.39 0.39 0.39 0.39 - Lifeguard I 1.25 1.22 1.22 1.22 1.22 - Lifeguard II 1.55 1.52 1.52 1.52 1.87 0.35 Swimming Pool Manager 0.23 0.23 0.23 0.23 0.23 -

Total FTE 3.94 3.86 3.86 3.86 4.21 0.35

RECREATION - LEEDS POOL 5106 Part TimeCashier/Concession Worker 0.18 0.16 0.16 0.16 0.16 - Head Lifeguard 0.30 0.26 0.26 0.26 0.26 - Lifeguard I 0.70 0.62 0.62 0.62 0.62 - Lifeguard II 1.18 1.04 1.04 1.04 0.54 (0.50) Swimming Pool Manager 0.18 0.16 0.16 0.16 0.16 -

Total FTE 2.54 2.24 2.24 2.24 1.74 (0.50)

Notes: A) Employee compensation decreased $12,885 for salaries and benefits. Workers' compensation increased $670 due to higher premiums as a result of high prior year claims. B) Professional services increased $2,045 for life guard training, advertising decreased $1,558 to meet the budget target, property and building insurance premiums increased $622, general liability insurance increased $803 due to high prior year claims, and medical services and supplies decreased $775 for hepatitis shots for new guards. C) Maintenance of machinery and equipment decreased $500, maintenance of buildings and grounds decreased $500, and lawn care increased $390, all based on prior year actual expenditures. D) Electric and gas utilities increased $3,402 based on anticipated cost increases. E) Food concessions decreased $4,600 due to a new vending machine contract, and beverage concessions increased $400 based on prior year actual expenditures. F) Taxes decreased $475 based on history. G) Recreational fees increased by the following: $4,500 adult swimming, $6,100 child swimming, $5,500 fun passes, $850 pool rentals, and $700 swimming lesson fees, all due to a higher demand for services.

237

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 11,044$ 9,810$ 11,502$ 10,663$ (839)$ (7.3%) A)General Services 4,917 18,318 7,089 6,354 (735) (10.4%) B)Supplies 17,456 12,588 9,410 12,610 3,200 34.0% C)Miscellaneous 520 906 400 400 - 0.0%Total Expenditures 33,937$ 41,622$ 28,401$ 30,027$ 1,626$ 5.7%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Fund (27,130)$ (20,140)$ (6,499)$ (15,373)$ (8,874)$ (136.5%)Other Revenue 14,054 18,254 5,000 4,800 (200) (4.0%) D)Recreation Fees 47,013 43,508 29,900 40,600 10,700 35.8% E)Total Revenue 33,937$ 41,622$ 28,401$ 30,027$ 1,626$ 5.7%


FY10 FY11 FY12 FY13 FY14 DifferencePart TimeRec 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 0.48 -

RECREATION PROGRAMMING 5115

Notes: A) Iowa Public Employees' Retirement System (IPERS) decreased $853 due to employee elections. B) City printing decreased $600 and postage and shipping decreased $200 due to budget reductions. C) Operating supplies increased $3,200 for sports equipment and miscellaneous supplies due to increased demand for services. D) Iowa sales tax collections increased $1,400, private contributions decreased $3,600 and miscellaneous revenue increased $2,000, all based on prior year actual collections and year-to-date collections. E) Recreational fees increased by the following: $1,200 adult recreation, $1,500 men's football fees, $8,000 youth recreation fees, all based on increased demand for these services.

238

PARKS MAINTENANCE

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

PARKS MAINTENANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Large Area Mowing (acres) 8,032 12,115 5,001 2,716

We restored and improved Chris Larsen Park after the flooding that took place in 2011. The majority of the work was done by Field Services and Parks Maintenance staff in less than a year.

Many schools, colleges, businesses and civic groups were involved throughout the restoration of Chris Larsen Park.

Kelly Park received new play equipment and picnic tables which have been heavily used in the time is has been open.

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.

239

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,640,541$ 1,927,099$ 1,784,416$ 1,807,006$ 22,590$ 1.3% A) General Services 16,841 31,335 44,296 210,556 166,260 375.3% B) Services Related to Prop 397,609 381,573 400,345 424,060 23,715 5.9% C)Supplies 20,848 33,412 27,880 27,450 (430) (1.5%)Utilities 165,160 168,822 191,286 199,469 8,183 4.3% D)Miscellaneous 570 1,060 500 500 - 0.0%Total Expenditures 2,241,569$ 2,543,301$ 2,448,723$ 2,669,041$ 220,318$ 9.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 40,851$ 88,502$ 39,570$ 42,914$ 3,344$ 8.5% E)Rentals and Leases 78,886 56,172 57,626 54,009 (3,617) (6.3%) F)State Governmental Grants - 107,323 - - - 0.0%Storm Water Fund 69,581 67,777 68,201 73,717 5,516 8.1%Property Taxes 2,052,251 2,223,527 2,283,326 2,498,401 215,075 9.4%Total Revenue 2,241,569$ 2,543,301$ 2,448,723$ 2,669,041$ 220,318$ 9.0%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAuto Equipment Operator I 7.00 7.00 7.00 7.00 7.00 - Gardener 1.00 1.00 1.00 1.00 1.00 - Labor Crew Leader 4.00 4.00 4.00 4.00 4.00 - Labor Supervisor 2.00 2.00 2.00 2.00 2.00 - Maintenance Worker 4.00 4.00 3.00 3.00 3.00 - Park Maint Supervisor 1.00 1.00 1.00 1.00 1.00 - Part TimeMaintenance Worker 1.00 1.00 1.00 1.00 1.00 - Seasonal Laborer 10.25 10.25 10.25 10.25 10.25 -

Total FTE 30.25 30.25 29.25 29.25 29.25 -

PARKS MAINTENANCE 5116

240

Notes: A) Employee compensation increased $12,102 for salaries and benefits. Workers' compensation premiums increased $21,394 based on large prior year claims. Group health insurance decreased $14,103 due to a 4% decrease in premiums and dental insurance increased $735 due to a 4% increase in premiums. Iowa Public Employees' Retirement System (IPERS) increased $4,118 based on the City's obligated rate increasing .26% from 8.67% to 8.93% and due to changes in employee elections. Physical exams increased $1,200 and unemployment compensation payments decreased $1,684 both based on prior year actual expenditures. B) General liability insurance premiums increased $167,427 due to a significant prior year claim. C) Central Maintenance Garage (CMG) equipment repair and maintenance decreased $17,056 based on prior year history, maintenance of buildings and grounds increased $5,031 due to prior year history and current needs, and CMG lease charges increased $36,240 based on cost increases for four new pickups and two large trucks. Electric maintenance charges decreased $500 based on history. D) CMG billed fuel and oil increased $4,515 and electric utility increased $3,942 based on anticipated price increases. E) Restitution for graffiti and other damages increased $2,900 and sale of scrap increased $500, both based on history. F) Equipment rental decreased $16,750 and land rental for the Missouri River Boat Club increased $12,800, both based on history.

241

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 28,774$ 27,893$ 26,776$ 28,007$ 1,231$ 4.6% A)Supplies 1,306 912 2,421 981 (1,440) (59.5%) B)Total Expenditures 30,080$ 28,805$ 29,197$ 28,988$ (209)$ (0.7%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 840$ 775$ 800$ 800$ -$ 0.0%Property Taxes 29,240 28,030 28,397 28,188 (209) (0.7%)Total Revenue 30,080$ 28,805$ 29,197$ 28,988$ (209)$ (0.7%)



RECREATION BAND 5130

Notes: A) Professional services increased $1,064 based on prior year expenditures. Property and building content insurance increased $167 due to higher premiums. B) Supplies for sheet music and instruments decreased $1,440 to meet the budget target.

242

LEWIS AND CLARK PARK

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

New dugout fencing was ordered and installed for safety. New back-stop net was ordered and installed. Replacement brackets for red and blue seats were ordered and installed. Parking lot was patched to eliminate potholes and trip hazards.

Continue to assist with maintenance and provide a first-class minor league baseball facility for the residents of Sioux City.

Continue to evaluate, prioritize, and assist with needed parking lot repairs.

243

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 3,237$ 1,542$ 1,386$ 1,979$ 593$ 42.8% A)Total Expenditures 3,237$ 1,542$ 1,386$ 1,979$ 593$ 42.8%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Fund (6,163)$ (12,858)$ (8,014)$ (7,421)$ 593$ 7.4%Rentals and Leases 9,400 14,400 9,400 9,400 - 0.0% B)Total Revenue 3,237$ 1,542$ 1,386$ 1,979$ 593$ 42.8%



RECREATION LEWIS & CLARK PARK 5136

Notes: A) Property and building content insurance increased $593 due to higher premiums. B) The increased revenue in FY 2012 is due to the FY 2013 skybox rental payment being received in FY 2012.

244

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 8,983$ 4,459$ 4,008$ 5,723$ 1,715$ 42.8% A)Total Expenditures 8,983$ 4,459$ 4,008$ 5,723$ 1,715$ 42.8%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeProperty Taxes 8,983$ 4,459$ 4,008$ 5,723$ 1,715$ 42.8%Total Revenue 8,983$ 4,459$ 4,008$ 5,723$ 1,715$ 42.8%



PARK BOARD 5140

Notes: A) Property and building content insurance increased $1,715 due to higher premiums.

245

RIVERFRONT

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

Riverfront Performance Measures

We restored and improved Chris Larsen Park after the flooding that took place in 2011. The majority of the work was done by Field Services and Parks Maintenance staff in less than a year.

Many schools, colleges, businesses and civic groups were involved throughout the restoration of Chris Larsen Park.

A new playground was installed with the financial assistance of a civic group and business.

Parks Maintenance will evaluate and dredge the public boat ramp as necessary. Additional improvements to the public boat ramp area will be pursued.

Continue to work on the restoration of the Riverfront after the 2011 flood event. Evaluate the potential park uses for the area that may be vacated by the Argosy

Casino. Work with Finance to close all FEMA related flood project worksheets with the goal

of maximizing financial reimbursements. Finish turf restoration throughout the park. Finish irrigation repairs and maintenance issues.

246

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 112,342$ 78,645$ 103,995$ 99,050$ (4,945)$ (4.8%) A)Services Related to Property 92,915 92,902 91,934 90,255 (1,679) (1.8%) B)Supplies 118,273 589,427 16,350 14,350 (2,000) (12.2%) C)Utilities 5,007 5,480 7,750 7,111 (639) (8.2%) D)Miscellaneous 4,487 965 814 1,042 228 28.0%Total Expenditures 333,024$ 767,419$ 220,843$ 211,808$ (9,035)$ (4.1%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 250$ 600$ -$ 425$ 425$ 100.0% E)Rentals and Leases 10,895 4,590 18,440 14,745 (3,695) (20.0%) F)State Governmental Grants - 119,909 - - - 0.0%Property Taxes 321,879 642,320 202,403 196,638 (5,765) (2.8%)Total Revenue 333,024$ 767,419$ 220,843$ 211,808$ (9,035)$ (4.1%)


FY10 FY11 FY12 FY13 FY14 DifferencePart TimeSeasonal Laborer 4.00 4.00 4.00 4.00 4.00 -

Total FTE 4.00 4.00 4.00 4.00 4.00 -

RIVERFRONT MAINTENANCE 5141

Notes: A) Unemployment compensation payments decreased $5,172 based on prior year actual expense and Iowa Public Employees' Retirement System (IPERS) increased $191 due to a .26% increase in the City's required contribution rate from 8.67% to 8.93%. B) Maintenance buildings and grounds increased $2,000 to reflect current cost trends, Central Maintenance Garage (CMG) lease charges decreased $10,268 based on anticipated payments, CMG equipment repair and maintenance increased $5,549 based on current trends and aging equipment, and office/land lease increased $1,000 for payments to the Iowa Department of Transportation (IDOT) for lease of the riverfront parking lot. C) Chemicals for flower beds and weed control decreased by $2,000 based on prior year actual expenditures. D) Fuel and oil decreased $639 based on prior year usage. E) Refunds and reimbursements have not been budgeted in prior years, but a $425 budget has been implemented to reflect prior year actual collections. F) Revenues for renting the Pavilion decreased $3,895 based on current trends.

247

LONG LINES FAMILY REC CENTER

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

LONG LINES FAMILY REC CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Long Lines Family Rec Center Usage*

70,139 74,702 67,870 54,424

Long Lines Family Rec Center Revenue*

$165,226 $146,245 $132,533 $150,009

Climbing Wall Attendance* 7,282 7,639 5,745 6,354 Climbing Wall Revenue* $33,942 $42,024 $30,141 $30,797


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. New Parks and Recreation Facebook page, KMEG/KPTH commercial, direct

mailings to all Sioux City day cares and Sioux City Community Schools. New climbing wall coach. Revamped Rockstars Climbing Team with practices held once a week. Climbing wall Boulder Competition with 20+ participates.

Climbing wall attendance was increased by 600 climbers from 2012. Upgrades to climbing wall equipment: new climbing shoes, ropes, and auto-belay.

Expand sports leagues for youth and adults. Develop a structured Toy Tot program during the day. Decrease operating expenses. Operate climbing wall with revenue in excess of expenses. Host one climbing wall clinic or event. Complete boiler replacement project.

248

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 174,958$ 193,321$ 178,918$ 179,653$ 735$ 0.4%General Services 53,955 71,356 62,523 61,075 (1,448) (2.3%) A)Services Related to Property 22,728 12,612 6,896 6,896 - 0.0%Supplies 17,766 23,978 18,270 18,270 - 0.0%Utilities 106,799 102,811 112,138 112,813 675 0.6%Inventory Supplies 566 3,912 1,195 1,208 13 1.1%Miscellaneous 5,177 5,284 5,800 5,800 - 0.0% Total Expenditures 381,949$ 413,274$ 385,740$ 385,715$ (25)$ (0.0%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeConcessions and Commissions 5,778$ 6,172$ 6,300$ 6,300$ -$ 0.0%Other Revenue 14,260 9,260 11,500 11,500 - 0.0%Recreation Fees 36,606 38,809 44,800 36,675 (8,125) (18.1%) B)Rentals and Leases 75,889 95,769 72,200 80,600 8,400 11.6% C)Property Taxes 249,416 263,264 250,940 250,640 (300) (0.1%)Total Revenue 381,949$ 413,274$ 385,740$ 385,715$ (25)$ (0.0%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeLong Lines FRC Facilities Coord 1.00 1.00 1.00 1.00 1.00 - Part TimeLong Lines Attendant 0.76 0.76 0.76 0.76 0.76 - Long Lines Specialist 3.40 3.40 3.23 3.23 3.23 -

Total FTE 5.16 5.16 4.99 4.99 4.99 -

RECREATION LONG LINES FAMILY REC CENTER 5144

Notes: A) Advertising decreased $8,000 and City print shop decreased $500, both to meet the budget target. Property and building content insurance increased $3,022, and general liability increased $4,030 due to high FY 2012 City-wide claims. B) Climbing wall fee revenue decreased $8,125 based on history. C) Gym rental increased $10,000 and meeting room rental decreased $1,600, both based on history.

249

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeTaxes -$ 23,726$ -$ -$ -$ 0.0%Total Expenditures -$ 23,726$ -$ -$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Fund (18,000)$ 23,726$ (18,000)$ (18,000)$ -$ 0.0%Rentals and Leases 18,000 - 18,000 18,000 - 0.0%Total Revenue -$ 23,726$ -$ -$ -$ 0.0%



MARINA 5150

Notes: Revenue reflects the long-term lease with Midwest Franchise for marina development and operations. In FY 2011, due to the Missouri River Flooding, 2012 Resolution #125 awarded a one-time waiver of the rental payment due and a one-time payment from the City for the 2011-2012 property taxes due.

250

TREE MAINTENANCE

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

TREES MAINTENANCE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Tree Hazards 183 103 122 239 Trees Removed 306 216 470 690

We removed trees from the Riverfront that were damaged in the flood. The trees were ground, which resulted in 6400 cubic yards of woodchips, which were used as an energy source.

As part of the Riverfront restoration, 165 new trees were planted to replace those lost in the flood.

We partnered with the Iowa Department of Natural Resources (IDNR) and MidAmerican Energy to assist in the sale of 400 trees that were planted in Sioux City and surrounding communities.

We received the Tree City USA designation and Growth awards along with being the recipient of the “Trees Please” grant.

Continue to train personnel in both safety and tree trimming practices. Attend training on the Emerald Ash Borer (EAB), and update the Council as to the

affects it could have in Sioux City. Steps that will be taken to update the Council on the EAB:

Attend training on the EAB threat. Network with others cities. Present the EAB information to Council through a study session.

251

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 5,203$ -$ -$ -$ -$ 0.0% General Services 1,546 852 728 732 4 0.5% Services Related to Property 102,620 105,178 94,442 96,410 1,968 2.1% A)Supplies 2,235 2,721 2,800 2,800 - 0.0%Utilities 16,878 17,176 21,021 19,738 (1,283) (6.1%) B)Total Expenditures 128,482$ 125,927$ 118,991$ 119,680$ 689$ 0.6%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeAssessments 54,592$ 4,935$ 59,707$ 31,432$ (28,275)$ (47.4%) C)Other Revenue 20,000 25,196 20,500 20,500 - 0.0%Property Taxes 53,890 95,796 38,784 67,748 28,964 74.7%Total Revenue 128,482$ 125,927$ 118,991$ 119,680$ 689$ 0.6%



TREE MAINTENANCE 5155

Notes: A) Central Maintenance Garage (CMG) lease charges decreased $3,500 and CMG equipment repair and maintenance increased $5,871, both due to aging equipment. B) CMG fuel and oil decreased $1,283 based on prior year actual usage at a rate of $3.85 per gallon. C) Assessments decreased $28,275 based on prior year actual collections.

252

CEMETERIES

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

CEMETERIES PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Cemetery Sales at Graceland $14,047 $29,171 $37,286 $38,203 Cemetery Sales at Logan $28,247 $57,739 $53,362 $50,658 Graceland Burials 97 104 97 87 Logan Burials 65 71 50 54 Floyd Burials 4 0 6 5

We evaluated the appearance of the City’s cemeteries’ entrances and buildings. The entrances and buildings were found in need of change and the resulting changes to the landscaping and lighting brought in positive feedback from citizens and vendors.

Continue to meet with all area funeral home staff and vendors in regards to current market trends and market share.

Research and plan for the expansion of Graceland and Logan Cemeteries. Promote the City cemeteries through the City website and other media forms to

increase the City’s market share within Sioux City. Steps that will be taken to expand the Cemeteries:

Budget for land acquisition through CIP projects. Work to grade the current lands topography so that it will be more usable and

easily maintained. Plan for the layout and roadways as the areas of grading become complete

253

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 433,498$ 377,591$ 413,620$ 419,141$ 5,521$ 1.3% A)General Services 17,390 13,865 18,117 21,087 2,970 16.4% B)Services Related to Property 96,164 112,916 108,247 109,402 1,155 1.1% C)Supplies 28,064 56,447 27,038 28,758 1,720 6.4% D)Utilities 19,196 18,762 27,261 24,777 (2,484) (9.1%) E)Total Expenditures 594,312$ 579,581$ 594,283$ 603,165$ 8,882$ 1.5%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCemetery Fees 115,600$ 110,405$ 112,938$ 112,548$ (390)$ (0.3%)Other Revenue 11,432 10,422 10,997 10,768 (229) (2.1%)Sale of Fixed Assets 89,648 88,861 80,667 92,032 11,365 14.1% F)Property Taxes 377,632 369,893 389,681 387,817 (1,864) (0.5%)Total Revenue 594,312$ 579,581$ 594,283$ 603,165$ 8,882$ 1.5%


FY10 FY11 FY12 FY13 FY14 DifferenceFLOYD CEMETERY 5160Part TimeSeasonal 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 5161Full TimeMaintenance Worker 1.00 1.00 1.00 1.00 1.00 - Part TimeSeasonal 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 5162Full TimeCemetery 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 2.00 1.00 1.00 1.00 - Part TimeSeasonal Laborer 2.00 2.00 1.75 1.75 1.75 -

Total FTE 6.00 6.00 4.75 4.75 4.75 -

CEMETERIES 5160-5162

254

Notes: A) Employee compensation increased $3,084 for salaries and benefits. Workers' compensation increased $5,674 due to high FY 2012 claims and overtime decreased $1,705 based on prior year averages. Iowa Public Employees' Retirement System (IPERS) increased $1,110 due to City's required contribution rate increasing .26% from 8.67% to 8.93%. Health insurance premiums decreased $2,693 due to health insurance premiums decreasing 4%. B) General liability insurance increased $2,752 due to high FY 2012 City-wide claims. C) Central Maintenance Garage (CMG) lease charges increased $2,771 due to new equipment purchases, lawn care expenditures for fertilization and weed control decreased $8,982 to meet the department budget target, maintenance of buildings and grounds increased $1,600 based on anticipated needs and CMG equipment repair and maintenance increased $5,866 due to aging equipment. D) Operating supplies increased $1,933 and outside office supplies decreased $100, both based on anticipated needs. Memberships decreased $113 based on history. E) Gas utility decreased $995 and fuel and oil decreased $1,704 based on a combination of prior usage and anticipated prices. F) Sales of cemetery lots and columbariums increased $11,365 based on history.

255


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRentals and Leases 57,500$ 69,500$ 57,500$ 70,890$ 13,390$ 23.3% A)General Fund (57,500) (69,500) (57,500) (70,890) (13,390) (23.3%)Total Revenue -$ -$ -$ -$ -$ 0.0%



RECREATION GOLF COURSES 5181

Notes: A) A new lease agreement was reached per Council Resolution No. 2012-000201 which states the yearly lease payment will rise by 100% of the percentage change in CPI-U (Consumer Price Index - Urban) over the January 2012 base. As of November 2012, the CPI-U was 1.02% above the January 2012 base. The FY 2014 budgeted lease payment of $70,890 represents a 1.02% increase over the new contract's base lease payment of $69,500.

256

PUBLIC SERVICE

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

PUBLIC SERVICE PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Potholes Patched 27,533 38,260 41,841 32,509 Cost per Ton of Asphalt Placed $4,327 $4,427 $6,298 $4,829 Number of Miles Swept 11,846 14,421 13,940 13,156 Cost per Miles Cleaned $622 $539 $681 $802 Number of Miles Bladed/Shaped 17,568 18,309 12,062 10,982 Cost per Mile Bladed/Shaped $262 $170 $301 $307

Successfully partnered with Parks Maintenance and Underground Utilities to complete the majority of Riverfront and flood restoration in less than a year while remaining within FY 2012 Operating Budget.

A recent evaluation of all Public Service performance measures including Signs/Signals/Barricades was completed Comparisons were made to the International Capital Market Association (ICMA) results. Adjustments and updates to equipment and labor costs were implemented.

Several meetings throughout the year have occurred with Field Services and Engineering staff. Most have been project specific. There was a complete review of all annual projects including CIP review. Field Services management staff regularly attends weekly Engineering staff meetings.

Continue to monitor, develop, and assess performance measures for all areas of the Public Service activities.

Continue to meet and work with Engineering staff semiannually to prioritize utility, park, and street improvements/rehabilitation, including annual CIP review.

Regularly scheduled maintenance of paved and unpaved streets. Evaluate current and future projects for prioritization within the entire City

infrastructure system to minimize maintenance costs and maximize safety, health, and customer response.

257

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 3,902,227$ 3,947,433$ 4,283,121$ 4,306,627$ 23,506$ 0.5% A)General Services 77,337 64,478 90,236 117,213 26,977 29.9% B)Services Related to Prop 1,630,951 1,515,273 1,630,027 1,555,218 (74,809) (4.6%) C)Supplies 825,270 852,254 760,675 826,075 65,400 8.6% D)Utilities 380,963 415,628 455,845 480,704 24,859 5.5% E)Total Expenditures 6,816,748$ 6,795,066$ 7,219,904$ 7,285,837$ 65,933$ 0.9%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 20,466$ 7,652$ 32,685$ 35,350$ 2,665$ 8.2% F)Redflex Speed Camera - - - 500,000 500,000 100.0%Redlight Camera Fund 100,000 400,000 333,397 153,975 (179,422) (53.8%)Road Use Tax 6,535,027 6,086,825 6,208,751 6,569,116 360,365 5.8%Sewer Fund - - 29,081 - (29,081) (100.0%)State Governmental Grants 141,433 - - - - 0.0%Storm Water Fund 15,000 15,000 15,000 15,000 - 0.0%Water Fund - - 29,081 - (29,081) (100.0%)Property Taxes 4,822 285,589 571,909 12,396 (559,513) (97.8%)Total Revenue 6,816,748$ 6,795,066$ 7,219,904$ 7,285,837$ 65,933$ 0.9%



Full TimeAuto Equipment Operator I 3.00 3.00 3.00 3.00 3.00 - Field Services Specialist 1.00 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 TimeSecretary 0.50 0.50 0.50 0.50 0.50 -

Total FTE 6.50 6.50 6.50 5.50 5.50 -

Full TimeAuto 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 TimeSeasonal Laborer 1.40 1.40 1.40 1.40 1.40 -

Total FTE 29.40 29.40 29.40 29.40 29.40 -

PUBLIC SERVICES 5201-5206, 5210

OPERATION AND RESPONSE 5201

PAVED STREETS 5202

258


Full TimeAuto 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 -

Full TimeAuto Equipment Operator I 5.00 5.00 5.00 5.00 4.00 (1.00) 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 -

Full TimeAuto Equipment Operator III 1.00 1.00 1.00 1.00 1.00 - Part TimeSeasonal Laborer 0.80 0.80 0.80 0.80 0.80 -

Total FTE 1.80 1.80 1.80 1.80 1.80 -

BRIDGES AND CULVERTS 5205

DIRT STREETS 5203

STREET CLEANING 5204

Notes: A) Payroll and payroll related benefits increased $56,560 and $4,534, respectively. Overtime decreased $34,895. Longevity pay decreased $5,271 due to employee turnover. Deferred compensation increased $1,070 due to employee elections. Unemployment compensation payments decreased $2,650 based on history. Workers' compensation premiums increased $33,639 due to high FY 2012 claims and group health insurance decreased $42,560 due to a 4% decrease in premiums. Dental insurance increased $1,805 due to premiums increasing 4%. Iowa Public Employees' Retirement System (IPERS) increased $11,839 due to the City's contribution rate increasing .26% from 8.67% to 8.93%. B) General liability insurance increased $27,027 due to high FY 2012 City-wide claims. Property and building insurance premiums increased $1,305 due to premiums increasing. Cellular phone charges decreased $250 based on history. City business and advertising decreased $150 and $250, respectively, based on history. C) Central Maintenance Garage (CMG) lease charges decreased $19,144 due to the age of equipment and anticipated new purchases. CMG equipment repair and maintenance decreased $61,880 based on prior history and anticipated needs. Radio communication maintenance increased $6,215 based on prior year actual expenditures. D) Operating supplies for salt, sand, and miscellaneous snow and ice removal supplies increased $80,000 as a result of the one-time reduction in the FY 2013 budget. Operating supplies to maintain unpaved streets decreased $15,000 based on FY 2012 actual expenditures. E) CMG billed fuel and oil increased $25,063 based on anticipated price increases in FY 2014. F) Non-City insurance claims for damaged pavement increased $2,500 based on prior year average collections.

259

ENGINEERING

FY 2013 HIGHLIGHTS:

Contractors completed 21 major capital projects totaling $17,117,186 in FY 2012. This included $16,000,000 for City infrastructure improvement and construction projects. Projects included: Burton St. Reconstruction, Pearl Street Reconstruction 4th St to 7th Street, Southbridge Regional Water Treatment Raw and Finished Water, Annual Resurfacing and Paving Patch projects, Hamilton Blvd Traffic Signal Interconnect, Downtown Traffic Control System Rehabilitation, Smith River Road Bridge Removal Project, and Military Road Phase III. The final contract total was 12% over the original contract award total, although the final costs of 7 projects were at or under the original contract amount.

The Contractor Evaluation Program continued and was well received with the opportunity to recognize contracting excellence at the annual contractors meeting in the spring.

Infrastructure projects were funded from a variety of sources including local, state, and federal sources as listed below:

State Revitalize Iowa's Sound Economy (RISE) funding was secured for the Southbridge (i.e. Harbor Drive Realignment, Harbor Drive Connection) and the Lafayette (i.e. J.Morrell site) construction projects.

State Urban-State Traffic Engineering Program (USTEP) funding was awarded by the IDOT for the Riverside/War Eagle Signalization/Widening Project.

State Department of Energy (DOE) funding was awarded by the U.S. Department of Energy for the DOE signal/fiber projects.

Federal Surface Transportation Program (STP) funding was allocated for the Pearl Street and 3rd Street Reconstruction, Interstate Infrastructure, 225th/Port Neal Connection and Port Neal Road Reconstruction.

Federal “Rail Grants” were awarded for the Southbridge Development Improvements.

State “Bridge” funding was awarded for the Dearborn Bridge over Perry Creek Bridge Reconstruction Project.

Engineering continues to work with both the Economic Development and Community Development Departments to develop plans for the Southbridge, Whispering Creek Subdivision, North Valley Crossing and other planning/economic development projects.

Engineering was fully staffed through FY 2012. Staff held public meetings prior to the construction of major projects and continues

to meet with focus group of citizens to include the Neighborhood Network, Trail Users and the Siouxland Trails Foundation, Business User Groups and the Chamber of Commerce.

Property and business access during construction was addressed on many levels to include public meetings and citizen input, signage, additional temporary paving, and additional traffic control and signalization to provide access.

260

FY 2014 GOALS:

Complete $16,000,000 of projects for improvement and construction of City Infrastructure through City Staff and Consultant support. Continue to have the overall increase by change orders equal less than 10% of contract amounts.

Maintain and Enhance the Contractor Evaluation Program. 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.

261

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,616,958$ 1,761,380$ 1,714,850$ 1,851,873$ 137,023$ 8.0% A)General Services 43,771 32,793 54,304 42,188 (12,116) (22.3%) B)Services Related to Prop. 63,331 66,287 66,972 68,615 1,643 2.5% C)Supplies 27,826 15,338 19,014 18,231 (783) (4.1%)Utilities 8,520 9,938 5,460 13,020 7,560 138.5% D)Total Expenditures 1,760,406$ 1,885,736$ 1,860,600$ 1,993,927$ 133,327$ 7.2%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 21,790$ 19,498$ 23,505$ 22,025$ (1,480)$ (6.3%) E)Sewer Fund 90,742 92,101 92,452 94,166 1,714 1.9%Water Fund 90,742 92,101 92,452 94,166 1,714 1.9%Engineering Fees 1,557,132 1,682,036 1,652,191 1,783,570 131,379 8.0%Total Revenue 1,760,406$ 1,885,736$ 1,860,600$ 1,993,927$ 133,327$ 7.2%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant - - - - 1.00 1.00 Administrative Secretary 1.00 1.00 - - - - Chief Construction Inspector 1.00 1.00 1.00 1.00 1.00 - Chief Land Surveyor 1.00 1.00 1.00 1.00 1.00 - City Engineer 1.00 1.00 1.00 1.00 1.00 - Civil Engineer 2.00 2.00 2.00 2.00 2.00 - 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 2.00 3.00 1.00 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 TimeEngineering Technician I 1.00 1.00 1.00 1.00 1.00 -

Total FTE 19.00 19.00 18.00 18.00 20.00 2.00

ENGINEERING 5301

262

Notes: A) Salaries and benefits increased due to the addition of two full-time positions. B) Professional services decreased $13,000, city printing $1,000, communication line charge $1,350, and internet access charge $1,800, all based on prior year history. General liability insurance increased $5,317 based on high FY 2012 City-wide claims. C) Central Maintenance Garage (CMG) equipment repair increased $4,335 and CMG lease charges increased $808, both based on prior year history. Maintenance machinery and equipment decreased $1,500 and software maintenance decreased $2,000, both in order to meet the budget target. D) Fuel and oil increased $7,560 based on prior year actual usage and anticipated price increases. E) Reimbursements decreased $1,400 based on prior year actual collections.

263

TRAFFIC ENGINEERING

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

TRAFFIC PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Traffic Signal Concerns 1,030 1,130 1,087 900 Signs/Posts Repaired/Replaced 4,927 3,477 5,137 6,055 Barricades Set 3,550 3,479 2,977 3,413

Evaluated I-29 Construction Speed Limit Signing Plan, I-29/Signing Hills Interchange, W.19th-Harris Traffic Signal Detection Repairs, Highway #20/Highway #75 interchange, the Douglas 2-Way Flow Plan, Outer Drive Safety Improvements at Indian Hills and Floyd Blvd, I-29 Detour Routes, Myrtle Street and other traffic studies.

Evaluated traffic signal warrants at Lincoln Way/S. Lewis Blvd. Intersections. Designed traffic signal improvements at the Outer Drive and Floyd Blvd, Gordon

Drive and Virginia and coordinated the signalized entrance into Spaulding School. Completed the Department of Energy Fiber Grant Project and installed connectivity

along Wesley Parkway.

Keep public informed of all closures and traffic impacts. Complete a signal warrant analysis. Design a traffic signal improvements plan in accordance with CIP “Annual

Intersection and Traffic Signal Improvements” budget priorities.

264

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 476,900$ 507,194$ 490,807$ 463,950$ (26,857)$ (5.5%) A)General Services 17,520 16,981 28,513 23,128 (5,385) (18.9%) B)Services Related to Prop. 86,724 118,882 119,351 116,155 (3,196) (2.7%) C)Supplies 3,605 265 785 775 (10) (1.3%)Utilities 816,444 826,406 862,137 889,716 27,579 3.2% D)Total Expenditures 1,401,193$ 1,469,728$ 1,501,593$ 1,493,724$ (7,869)$ (0.5%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 33,314$ 36,529$ 29,600$ 36,200$ 6,600$ 22.3% E)State Governmental Grants 37,511 - - - - 0.0%Road Use Tax 1,330,368 1,433,199 1,471,993 1,457,524 (14,469) (1.0%)Total Revenue 1,401,193$ 1,469,728$ 1,501,593$ 1,493,724$ (7,869)$ (0.5%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAuto 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 2.00 1.00 (1.00) Signal Electrician 3.00 3.00 3.00 3.00 3.00 - Part TimeSeasonal Laborer 0.40 0.40 0.40 0.40 0.40 -

Total FTE 6.40 6.40 6.40 6.40 6.40 -

TRAFFIC ENGINEERING 5402-5405

Notes: A) Salaries and benefits decreased $7,893 due to employee turnover. Workers' compensation insurance premiums decreased $17,310 due to the aging of prior year claims. Health insurance premiums increased $2,334 due to employee elections. Longevity pay decreased $3,610 due to employee turnover. B) Communication line charges decreased $5,500 due to the removal of 66% of the signal shop phone lines as a result of signal maintenance operational efficiencies realized. C) Central Maintenance Garage (CMG) lease charges decreased $4,520 based on history, electrical maintenance charges decreased $1,000 based on history and the current condition of the traffic signal equipment, and CMG equipment and maintenance increased $2,149 based on history. D) Electric utility increased $23,766 and CMG billed fuel and oil increased $4,113, both based on history and anticipated price increases. E) Insurance and non-insurance claims for street light pole damage increased $6,600 based on prior year history.

265




266

UNDERGROUND UTILITIES SERVICES Sewer, Transmission & Distribution (Water)

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

SEWER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Sewer Backups 77 73 44 45 Sewer Backup per Mile of Pipe .21 .20 .12 .12 Total Hours per Sewer Backup Miles of Sanitary Sewer

9.10 372

5.01 360

7.23 362

14.40 363

Miles of Storm Sewer 200 228 246 256

WATER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Main Breaks 102 116 119 132 Main Break per Mile of Pipe .21 .24 .26 .28 Length of Service Disruption per Break

6.93 5.60 5.74 8.59

Cost per Main Break $6,123 $6,781 $6,374 $7,654 Total Hours per Break 82.80 100.22 85.35 96.33 Miles of Water Main 483 475 462 466

We provided support for several engineering projects that resulted in improved distribution system circulation.

We managed our largest main break year along with a flood and City Engineering projects.

Continue to train personnel on the second and third shift in the use of the sewer TV truck and other specialized equipment to be able to fully utilize these pieces of equipment on all shifts.

Continue to cross-train staff in both water and sewer to improve efficiency. Reduce the number of sewer back-ups

Improving our cleaning process CIP/Engineering replacement of substandard sewers. Refine our maintenance schedule to reduce sewer backups. Continue television inspections following all sewer backups to determine

problem/solution. Educate citizens about sanitary sewers and what items are inappropriate to

dispose in the system. Reduce the number of water main breaks

Replacement of defective water mains and education of water users. An aggressive replacement plan for water mains with a frequent break

occurrence. An education program for hydrant users on the proper use of water

hydrants by all parties.

267

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 2,880,950$ 3,000,652$ 3,069,778$ 3,056,777$ (13,001)$ (0.4%) A)General Services 375,475 292,358 386,906 545,211 158,305 40.9% B)Services Related to Property 517,059 580,740 541,593 568,298 26,705 4.9% C)Supplies 381,323 435,461 385,625 392,200 6,575 1.7% D)Utilities 137,614 151,387 195,107 190,416 (4,691) (2.4%) E)Capital Expenditures - - 25,000 - (25,000) (100.0%) F)Total Expenditures 4,292,421$ 4,460,598$ 4,604,009$ 4,752,902$ 148,893$ 3.2%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEnterprise Fees 20,651$ 11,369$ 12,500$ 12,275$ (225)$ (1.8%)Licenses and Permits 26,568 31,176 35,000 32,000 (3,000) (8.6%) G)Other Revenue 19,597 37,310 1,100 2,000 900 81.8%Sewer Fund 1,758,892 1,808,279 1,854,584 1,982,758 128,174 6.9%State Governmental Grants - 10,854 - - - 0.0%Water Fund 2,466,713 2,561,610 2,700,825 2,723,869 23,044 0.9%Total Revenue 4,292,421$ 4,460,598$ 4,604,009$ 4,752,902$ 148,893$ 3.2%


FY10 FY11 FY12 FY13 FY14 DifferenceTRANSMISSION AND DISTRIBUTION 5602Full TimeAuto Equipment Operator III 3.00 3.00 3.00 3.00 3.00 - Labor Supervisor 1.00 1.00 1.00 1.00 1.00 - Maintenance Worker 6.00 6.00 6.00 6.00 5.00 (1.00) 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 - Utility Worker 7.00 7.00 7.00 7.00 8.00 1.00

Total FTE 19.00 19.00 19.00 19.00 19.00 - SANITARY SEWER MAINTENANCE 5603Full TimeAuto 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 -

UNDERGROUND UTILITIES SERVICES 5601-5604

268

Notes: A) Salaries and benefits decreased $13,880 due to employee turnover and reorganization. Overtime increased $5,850 based on prior year actual expenditures. Workers' compensation premiums increased $29,371 due to high FY 2012 claims. Group heath insurance decreased $37,677 due to employee turnover and a 4% decrease in premiums. Iowa Public Employees' Retirement System (IPERS) increased $4,559 due to the City's contribution rate increasing .26% from 8.67% to 8.93%. Education and training decreased $1,200 based on estimated expenses. B) General liability insurance increased $153,747 due to a significant FY 2012 claim. Professional services increased $3,500 based on prior year actual expenditures. C) Central Maintenance Garage (CMG) lease charges increased $24,000 and CMG equipment repair and maintenance decreased $4,695, both due to new equipment purchases in FY 2014. Maintenance machinery and equipment increased $6,400 and construction contract services increased $1,000, both based on prior year actual expenditures. D) Operating supplies increased $20,000, safety equipment decreased $12,825, small tools and instruments increased $600 and publications decreased $1,000, all based on prior year actual expenditures and future anticipated needs. E) Gas utility decreased $500 and fuel and oil decreased $4,043, both based on anticipated usage at anticipated prices. F) One-time capital expenditures were budgeted in FY 2013. G) License and permit revenue decreased $3,000 based on prior year average collections.

269

PUBLIC WORKS/UTILITIES ADMINISTRATION

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

Planning study updates have been developed for various departments and projects. Work includes Southbridge infrastructure and industrial development plan, wastewater master plan, and the sewer assessment work performed during the 2011 flood. All of these documents identify system needs and project timelines and costs.

Regulatory compliance advancements were an important part of the 2012 budget year. Staff coordinated program development activities and built relationships with the Department of Natural Resources (DNR) which have helped to advance communication and cooperation. Sioux City hosted the May 2012 Environmental Protection Commission meeting and provided guided tours and presentations to DNR staff as part of the event.

Develop a set of administrative Standard Operating Procedures (SOPs) for departmental use. SOPs for the development and submission of RCAs, grant administration, project tracking, and other routine functions will be developed. These will help to make processing of items consistent and easily communicated to others within the department.

Continue the development of planning documents for the department. Comprehensive updates of the water master plan, parks master plan, water and sewer systems modeling, and road repair and replacement plan will be considered and scheduled for the upcoming years. Currently staff is working on a study to assess the water and sewer area fees. The study will ensure that fees are adequate, comprehensive, and uniform.

Organizational staffing evaluation will be completed and implemented. Evaluation of all fees associated with rentals, permits, facility admission etc. Ensure

that fees are adequate to cover staff time and the operational costs of the facilities.

270

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 251,152$ 329,879$ 369,636$ 431,836$ 62,200$ 16.8% A)General Services 47,181 67,733 96,730 88,000 (8,730) (9.0%) B)Services Related to Property 6,100 34,065 19,600 27,600 8,000 40.8% C)Supplies 9,489 3,035 10,275 9,600 (675) (6.6%) D)Total Expenditures 313,922$ 434,712$ 496,241$ 557,036$ 60,795$ 12.3%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 52,177$ 7,248$ 50,000$ 50,000$ -$ 0.0%Rentals and Leases 92,755 125,655 92,755 125,000 32,245 34.8% E)Road Use Tax - - - 34,187 34,187 100.0%Sewer Fund 121,197 194,822 221,615 237,833 16,218 7.3%Solid Waste Fund (130) 71,511 68,981 66,233 (2,748) (4.0%)Storm Water Fund - - 10,800 10,800 - 0.0%Water Fund 47,923 35,476 52,090 32,983 (19,107) (36.7%)Total Revenue 313,922$ 434,712$ 496,241$ 557,036$ 60,795$ 12.3%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant - - 1.00 1.00 - (1.00) Environmental Services Analyst - - 1.00 1.00 1.00 - Environmental Services Manager 1.00 1.00 - - - - PreTreatment Manager - - 1.00 - - - Safety Officer - - - - 1.00 1.00 Utilities Director - - 1.00 1.00 - (1.00) Part TimeFinancial Analyst - - - - 0.88 0.88

Total FTE 1.00 1.00 4.00 3.00 2.88 (0.12)

UTILITIES ADMINISTRATION 6001 & 6206

Notes: A) Salaries and related benefits increased $62,200 due to reorganization and additional employees. B) Conventions decreased $1,225 and postage and shipping decreased $200, both based on anticipated needs. City business decreased $8,000 for illegal dumping which was added to and will be coded to a different account line going forward. Professional services increased $2,600 for auditing costs and advertising decreased $1,750 based on prior year actual expenditures. C) Maintenance of buildings and grounds increased $8,000 for illegal dumping which was moved from the City business account line. D) Office supplies decreased $750 and operating supplies increased $100 based on prior year actual expenditures and anticipated needs. E) Water tower rent increased $32,245 to more accurately reflect past collection trends.

271

ZENITH WATER PLANT

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

ZENITH PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Total Expenditures $2,076,806 $2,154,442 $2,348,569 $2,529,315 Production in MG’s 4,797 4,653 4,365 4,043 Employee Services $188 $204 $225 $254 Electric $100 $95 $101 $108 Chemicals $38 $53 $47 $47 All Other $106 $107 $163 $216 Total $432 $459 $536 $625

Completed all energy efficiency projects through Mid America and Office of Energy Independence (OEI) grants.

Successfully protected the City’s water supply during record high water levels in the Missouri River.

Sioux City was able to meet all water demands under severe drought conditions. The Zenith Pre Treatment project is ahead of schedule and will meet all deadlines

set forth in the contracts. Ultra Violet Disinfection is moving forward to meet the final deadline of October

2014. All CIP’s are moving along toward completion.

Meet all Environmental Protection Agency (EPA) deadlines for the construction of Ultra Violet Disinfection.

Improve efficiency of operation and maintenance for both Pre Treatment and Zenith operations.

Meet all Department of Natural Resources (DNR) sampling dates and timelines. Meet or exceed all EPA and DNR requirements for treatment techniques.

272

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 984,917$ 1,028,931$ 1,076,330$ 1,083,041$ 6,711$ 0.6% A)General Services 127,358 129,624 130,964 158,521 27,557 21.0% B)Services Related to Prop. 293,091 338,868 278,362 287,662 9,300 3.3% C)Supplies 478,298 593,717 265,235 240,235 (25,000) (9.4%) D)Utilities 464,905 438,175 476,250 503,486 27,236 5.7% E)Total Expenditures 2,348,569$ 2,529,315$ 2,227,141$ 2,272,945$ 45,804$ 2.1%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeOther Revenue 2,511$ 4,786$ 100$ 100$ -$ 0.0%Sewer Fund 488,344 588,353 277,089 242,836 (34,253) (12.4%)State Governmental Grants - 499,574 - - - 0.0%Water Fund 1,857,714 1,436,602 1,949,952 2,030,009 80,057 4.1%Total Revenue 2,348,569$ 2,529,315$ 2,227,141$ 2,272,945$ 45,804$ 2.1%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeElectronic 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 - Water Plant Superintend. 1.00 1.00 1.00 1.00 1.00 - Part TimeSecretary 0.50 0.50 0.50 0.50 0.50 -

Total FTE 11.50 11.50 11.50 12.50 12.50 -

ZENITH WATER PLANT 6101

Notes: A) Salaries and benefits decreased $3,281 and longevity increased $7,955. Workers' compensation premiums increased $1,231 due to high FY 2012 claims. Group heath insurance decreased $2,785 due to a 4% decrease in premiums. Iowa Public Employees' Retirement System (IPERS) increased $2,741 due to the City's contribution rate increasing .26% from 8.67% to 8.93%. B) Property and building content insurance increased $13,489 due to higher premiums and general liability insurance increased $14,768 due to high City-wide FY 2012 claims. C) Central Maintenance Garage (CMG) lease charges decreased $700 based on year-to-date monthly charges and maintenance of buildings and grounds increased $10,000 due to higher costs and anticipated needs. D) Supplies for chemicals decreased $25,000 based on historical costs and anticipated future needs. E) Electric utility expense increased $28,021 for projected increases in electicity costs and usage.

273

SOUTHBRIDGE WATER PLANT

FY 2013 HIGHLIGHTS:

FY 2014 GOALS

Final acceptance and full utilization of the Southbridge Regional Water Treatment Plant.

Completion of the new Harbor Drive project allowing full effectiveness of the Southbridge Regional Water Treatment Plant.

City cooperation with Sabre Communications through installation of a new sanitary sewer line.

Continue to work on optimization of treatment processes at Southbridge. Meet all treatment technique requirements issued by Department of Natural

Resources (DNR) and Environmental Protection Agency (EPA). Implement standard operating procedures for the various equipment and treatment

processes. Improve efficiency of equipment and operations through Operations and

Maintenance (O&M) planning.

274

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services -$ -$ 1,500$ 1,500$ -$ 0.0%Services Related to Property - - 40,500 40,500 - 0.0%Supplies - 217,188 470,775 434,975 (35,800) (7.6%) A)Utilities - 60,385 480,000 260,600 (219,400) (45.7%) B)Total Expenditures -$ 277,573$ 992,775$ 737,575$ (255,200)$ (25.7%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeWater Fund -$ 277,573$ 992,775$ 737,575$ (255,200)$ (25.7%)Total Revenue -$ 277,573$ 992,775$ 737,575$ (255,200)$ (25.7%)



SOUTHBRIDGE WATER PLANT 6104

Notes: A) Chemicals decreased $40,000 to meet budget target. Small tools and instruments increased $1,500, medical supplies increased $500, office supplies increased $1,000, publications increased $500, and safety equipment increased $500; all based on anticipated needs. B) Electric utility decreased $195,000 and gas utility decreased $24,400; both based on projected usage and rates.

275

ENVIRONMENTAL QUALITY

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

ENVIRONMENAL QUALITY PERFORMANCE MEASURERS: FY 2009 FY 2010 FY 2011 FY 2012 Illicit Discharges Detected - - - 6 Illicit Connections Detected - - - 8 Online Discharge/Connection Entries - - - 3 Construction Sites Inspected - - - 125 Public Education Classes Performed - - - 9 Annual Recycling Rate Increase - - - +1.8% Annual Stormwater Website Hits - - - 485 Annual Recycling/Trash Website Hits - - - 11,306

The Environmental Advisory Board expanded the vendor listing and items accepted at the bi-annual E-Cycle Event, now renamed as the Re-Event. Oil, batteries, plastic bags, ink cartridges, non-soiled clothing and furniture, and compact florescent light bulbs were accepted during the fall and spring events.

Efforts to crack-down on erosion and illicit discharge issues at construction sites have shown positive results among private contractors. Stormwater Pollution Prevention Plans (SWPPP’s) 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.

Public Education has increased dramatically in the past year. Nine separate presentations and events have been conducted to increase awareness of pollution prevention, proper disposal, recycling in Sioux City, and native habitat restoration.

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 Environmental Advisory Board (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.

276

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 1,677$ 2,415$ -$ -$ -$ 0.0%Services Related to Property 3,230 17,795 25,000 25,000 - 0.0%Utilities 25,607 4,524 - - - 0.0%Miscellaneous 3,912,199 4,833,009 4,500,000 4,500,000 - 0.0%Total Expenditures 3,942,713$ 4,857,743$ 4,525,000$ 4,525,000$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCMG Fund 2,100$ -$ -$ -$ -$ 0.0%Other Revenue 1,560 1,560 1,560 1,560 - 0.0%Road Use Tax 19,972 - 3,325 3,325 - 0.0%Sewer Fund - - 3,325 3,325 - 0.0%Solid Waste Fund 3,875,525 4,830,029 4,487,032 4,477,308 (9,724) (0.2%)Water Fund - - 3,325 3,325 - 0.0%Property Taxes 43,556 26,154 26,433 36,157 9,724 36.8%Total Revenue 3,942,713$ 4,857,743$ 4,525,000$ 4,525,000$ -$ 0.0%



ENVIRONMENTAL QUALITY 6201-6205

277




278

WASTEWATER PLANT

FY 2013 HIGHLIGHTS:

FY 2014 GOALS:

WASTEWATER PLANT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Number of MIU notices of violations 163 125 79 NA Number of odor complaints 20 46 20 30 NPDES permit exceedances 5 9 3 2

1. An engineering design firm has been selected, the expansion design is complete, and the construction contract bid process is ready to begin for the phase 3 wastewater treatment plant expansion.

2. Currently conducting an odor control study, with initial data yielding encouraging results. As data continues to be received, a future odor control system for the City will be developed.

3. Through 10/3/12, three (3) National Pollutant Discharge Elimination System (NPDES) permit exceedances have occurred for the Fecal Coliform discharge parameter. Waste Water Treatment Plant (WWTP) staff and CDM Smith engineering are evaluating the disinfection process to identify and correct the issue.

4. All boilers and heat exchangers are operational on either natural gas or methane. Initial operation of units on methane gas indicates reduction of heating costs by approximately 50%.

Begin the construction required to complete the phase 3 treatment plant expansion requirements. Complete construction with minimal, or no, change orders.

Implement the findings of the full system odor control study. Budget for any capital additions to the system which were not previously scheduled. Establish a system of odor control reporting that allows for tracking and assessment of system related issues.

Work with the industrial community on slug control plans and internal control of discharges through Best Management Practices. Work on identifying illicit Toxic Shock Syndrome (TSS) discharges within the community for control and ultimately prevention of these discharges if possible.

Achieve 100% compliance. Work with Western Iowa Tech Community College to develop Wastewater Operator

training for the Tri-State area, thereby increasing the pool of certified operators, required by Iowa Department of Natural Resources (IDNR), for WWTP operations.

279

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 648,353$ 1,473,844$ 1,777,003$ 1,765,540$ (11,463)$ (0.6%) A)General Services 369,726 319,293 288,271 257,589 (30,682) (10.6%) B)Services Related to Prop. 3,626,564 1,129,621 1,166,780 1,115,999 (50,781) (4.4%) C)Supplies 331,534 427,039 526,700 494,095 (32,605) (6.2%) D)Utilities 792,741 1,030,720 1,196,600 1,049,935 (146,665) (12.3%) E)Total Expenditures 5,768,918$ 4,380,517$ 4,955,354$ 4,683,158$ (272,196)$ (5.5%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEnterprise Fees 63,238$ 76,161$ 48,000$ 66,000$ 18,000$ 37.5% F)Other Revenue 20,689 12,039 4,800 4,800 - 0.0%Sewer Fund 5,684,991 4,173,935 4,902,554 4,612,358 (290,196) (5.9%)State Governmental Grants - 118,382 - - - 0.0%Total Revenue 5,768,918$ 4,380,517$ 4,955,354$ 4,683,158$ (272,196)$ (5.5%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Secretary - - 1.00 1.00 1.00 - CMMS Coordinator - - 1.00 1.00 1.00 - Compliance Technician - - - - 1.00 1.00 WWTP Electrician - - 1.00 1.00 2.00 1.00 WWTP Electr./Instr.Tech - - 1.00 1.00 - (1.00) WWTP Lab Technician - - 4.00 4.00 4.00 - WWTP Lead Operator - - - - 1.00 1.00 WWTP Maint. Mechanic - - 4.00 4.00 5.00 1.00 WWTP Maint. Supervisor - - 1.00 1.00 1.00 - WWTP Plant Operator - - 7.00 7.00 6.00 (1.00) WWTP PreTrtmnt Mngr - - - 1.00 1.00 - WWTP Shift Supervisor - - 2.00 2.00 1.00 (1.00) WWTP Superintendent - - 1.00 1.00 1.00 - Part TimeLaborer - - 1.00 1.00 1.00 -

Total FTE - - 24.00 25.00 26.00 1.00

WASTEWATER PLANT 6301-6303

280

Notes: FY 2012 represents the first full year that the City did not contract with an outside company to manage the Wastewater Treatment Plant. A) Overtime decreased $65,000 and education and training decreased $10,000, both based on estimated needs. Group health insurance increased $20,732 and salaries and benefits increased $37,334 due to the addition of one full-time employee. Iowa Public Employees' Retirement System (IPERS) increased $6,465 due to the City's contribution rate increasing .26% from 8.67% to 8.93% and the additional employee. B) Administrative services decreased $16,650 based on history, professional services decreased $20,000 to meet budget target, and technical services decreased $20,000 based on history. Property and building content insurance increased $24,202 due to higher premiums and general liabiltiy insurance increased $4,266 due to high FY 2012 City-wide claims. City business decreased $2,500 based on history. C) Landfill fees increased $20,000 based on history. Maintenance of machinery and equipment decreased $8,000 and maintenance of buildings and grounds decreased $64,000, both to meet budget target. Snow removal and lawn care each increased $1,000 due to higher costs for services. D) Operating supplies decreased $31,700 based on prior history and future anticipated needs. E) Gas utility decreased $105,000 due to the increased use of biogas rather than natural gas. Electric utility decreased $41,665 based on prior year actual usage and anticipated usage. F) Septic tank empty charges increased $18,000 based on prior year actual revenues.

281




282

Transit/Fleet/Purchasing Department


City Council

Assistant City Manager

Transit/Fleet/ Purchasing Manager

Purchasing Supervisor

Buyer PT Clerk

Clerical Assistant

PT Clerical Assistant

Fleet Supervisor

CMG Automotive Shop Supervisor

Auto Mechanic II

Auto Mechanic

Accounting Clerk

Custodian

Transit & Airport Garages

Transit Mechanic

Airport Mechanic

Transit Operations Supervisor

Operations

Driver Supervisor

Motor Coach Operator

PT Motor Coach Operator

Administration

Admin. Assistant

PT Clerk

Transit Advisory Board

City Manager

283

TRANSIT, FLEET (CENTRAL MAINTENANCE GARAGE) AND PURCHASING

DEPARTMENT OVERVIEW: The Purchasing, Fleet and Transit Department services include Department Administration, Purchasing, Fleet Maintenance Operations, Equipment Replacement, Transit Operations, Paratransit Service (including door-to-door and curb-to-curb service) and Martin Luther King Jr. Transportation Center (MLK). The Purchasing Office provides centralized purchasing and invoice processing services for City-wide departments. The Fleet System provides centralized Fleet management and maintenance for City equipment and other regional government agencies including county, state, federal, schools, regional transit and other surrounding cities. The Transit System provides the general public with a safe, reliable, comfortable mode of transportation within the urban area. The Transit System aims to meet Federal Transit Administration (FTA) and Iowa Department of Transportation (IDOT), Nebraska Department of Roads (NDOR) and South Dakota Department of Transportation (SDDOT) requirements and 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 Purchasing, Fleet and Transit Department is to provide high quality, efficient services for Purchasing and Fleet customers and to provide the general public in the urban area a safe, comfortable and affordable mode of transportation in a financially responsible manner.

23%

6%10%

3%

32%

6%20%

0% 0%

FY 2014 BudgetEmployee CompensationGeneral ServicesServices Related to PropertyGeneral SuppliesUtilitiesInventory SuppliesCapital ExpendituresMiscellaneousOther

50

51

52

53

54

55

56

57

58



284


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeTransit Administration 260,056$ 286,714$ 263,427$ 276,851$ 13,424$ 5.1%Transit Operations 3,098,915 3,044,146 3,080,422 3,140,301 59,879 1.9%MLK Building 213,100 217,151 213,631 206,883 (6,748) (3.2%)Senior Center 11,242 - - - - 0.0%Continuum of Care 169,105 107,495 176,233 - (176,233) (100.0%)Paratransit 536,955 714,313 758,946 730,602 (28,344) (3.7%)New Freedom 5,176 5,564 6,050 7,900 1,850 30.6%Fleet Operations 5,831,495 6,410,730 6,517,791 7,114,264 596,473 9.2%Fleet Replacement 2,093,011 1,974,512 2,750,008 3,864,801 1,114,793 40.5%Fleet External Customers 1,465,433 1,666,223 1,958,693 1,666,225 (292,468) (14.9%)Purchasing 249,642 252,036 248,461 228,120 (20,341) (8.2%)Total Expenditures 13,934,130$ 14,678,884$ 15,973,662$ 17,235,947$ 1,262,285$ 7.9%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 9,747,505$ 10,059,967$ 10,764,450$ 10,997,455$ 233,005$ 2.2%CMG Equip. Replace.Fund (451,252) (832,408) 75,305 1,164,922 1,089,617 1446.9%CMG Fund Bal. Used (Incr.) (217,014) 273,864 48,286 (32,544) (80,830) (167.4%)Contributions 143,492 176,898 217,781 157,500 (60,281) (27.7%)Federal Gov. Oper. Grants 1,702,012 1,685,028 1,682,571 1,705,066 22,495 1.3%Fees 955,940 1,001,424 1,056,818 1,029,242 (27,576) (2.6%)General Government 145,799 132,400 154,000 137,400 (16,600) (10.8%)Local Gov.Payments 85,517 86,954 87,572 87,572 - 0.0%Miscellaneous 336,312 101,004 137,378 145,232 7,854 5.7%Refunds and Reimb. 198,319 623,002 431,716 582,716 151,000 35.0%Rentals and Leases 102,659 81,819 84,065 74,758 (9,307) (11.1%)Revenues- Purchasing 538 2,476 1,300 1,300 - 0.0%Sewer Fund 27,402 27,452 27,355 45,826 18,471 67.5%State Gov. Operating Grants 337,149 372,404 380,343 346,759 (33,584) (8.8%)Transit Fund Bal. Used (Incr.) 598,050 664,492 604,916 611,749 6,833 1.1%Water Fund 27,402 27,452 27,355 45,826 18,471 67.5%Property Taxes 194,300 194,656 192,451 135,168 (57,283) (29.8%)Total Revenue 13,934,130$ 14,678,884$ 15,973,662$ 17,235,947$ 1,262,285$ 7.9%

TRANSIT/PURCHASING/CMG SUMMARY

285

TRANSIT FY 2013 HIGHLIGHTS: FY 2014 GOALS:

Transit ensured that all fleet vehicles obtained their minimum miles for the IDOT’s Public Transit equipment and facilities Management System (PTMS). One new 35’ replacement bus entered the fleet in September 2012. The Iowa DOT did not obtain funding for urban Intelligent Transportation System (ITS) capital assets. Transit was not successful with a competitive FTA State of Good Repair grant proposal for $6 million for its share of the consolidated field services facility.

Transit continues to seek FTA, Iowa DOT/Office of Public Transit (OPT), 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 (ADA) access, and to procure ITS assets. Transit continued to administer an energy retrofit project grant through the Office of Energy Independence. This grant reimburses fifty percent of the installed cost for more efficient lighting and heating, ventilation, and air conditioning (HVAC) in City buildings, and for the Engineering Department’s traffic signal synchronization project. Transit was successful in obtaining Intercity Bus Assistance Grant funding to install three (3) automatic door openers for ADA access compliance within the MLK. Ninety percent of the estimated cost of $9,800 was covered by this grant.

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 300 rides per year. The original $5,000 local match was donated by the local chapter of the National Federation for the Blind. In August 2012, the Green Valley-Floyd Golf Corporation donated an additional $2,500 through the auspices of the City Council and Manager. The #6 Airport Fixed Route Extension to Stream Global Services in Sergeant Bluff continues. Stream continues to contribute $6,400 per year for partial funding of the one-mile extension expense. Other JARC related projects to assist low-income riders apply for work and get to jobs carries on through outreach to the Chamber of Commerce and other direct contacts to local companies that have a need and/or interest.

The installation of all fixed bus stop sign infrastructure was completed on all ten fixed routes in all three communities served. The advantages of fixed bus stops are lower operating costs, enhanced safety, and better on-time performance. LSC Transportation Consultants is assisting with the mandatory National Transit Database (NTD) survey to measure passenger miles traveled. Transit continues to monitor and analyze individual route expense and ridership. Implementation of performance measures for ridership per route and individual stop usage will continue.

Explore funding opportunities for annual capital replacement buses, for repairs and maintenance of the Maintenance Facility and the MLK, and for ITS project that includes automated fare box systems, passenger counters, mobile data units, and Global Positioning System (GPS) vehicle tracking. Submit a State of Good Repair grant proposal and Iowa Vertical Infrastructure grant and/or other federal/state grants for the Public Transit portion of the consolidated field operations facility.

Identify federal and state funding opportunities to improve transit infrastructure such as bus shelters and benches and for 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 recognition procedures.

286

TRANSIT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Increase passengers by 3% each year.

15.2% 3.9% 4.0% 3.6%

Maintain or decrease cost per mile. $6.26 $5.90 $5.79 $5.67 Maintain 95% on-time route circuits for each fixed route.

N/A N/A 95% 95%

Maintain or decrease accident rate per 100,000 miles.

13 24 24 13

287




288

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 214,905$ 244,250$ 218,343$ 234,571$ 16,228$ 7.4% A)General Services 37,726 36,426 38,294 35,211 (3,083) (8.1%) B)Services Related to Property 2,450 1,872 2,048 2,048 - 0.0%General Supplies 4,975 4,166 4,742 5,021 279 5.9% C)Total Expenditures 260,056$ 286,714$ 263,427$ 276,851$ 13,424$ 5.1%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRefunds and Reimbursements 3,605$ 1,539$ 6,716$ 6,716$ -$ 0.0%Rentals and Leases - 14,725 27,600 20,000 (7,600) (27.5%) D)Transit Fund Bal. Used (Incr.) 256,451 270,450 229,111 250,135 21,024 9.2%Total Revenue 260,056$ 286,714$ 263,427$ 276,851$ 13,424$ 5.1%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative Assistant 1.00 1.00 1.00 1.00 1.00 - Airport/Transit/Fleet Director - 1.00 1.00 1.00 - (1.00) Purchasing/Fleet/Transit Director 1.00 - - - - - Purchasing/Fleet/Transit Mgr. - - - - 1.00 1.00 Part TimeClerk 0.50 0.50 0.50 0.50 0.50 -

Total FTE 2.50 2.50 2.50 2.50 2.50 -

TRANSIT ADMINISTRATION 8501

Notes: A) Payroll and payroll related benefits increased $12,458. Iowa Public Employees' Retirement System increased $1,902 based on required contribution rate increasing .26% from 8.67% to 8.93%. Group health insurance premiums increased $2,224 based on employee elections. Workers' compensation insurance premiums increased $744 based on claims experience. Deferred compensation decreased $1,108 based on employee elections. B) Advertising decreased $4,000 based on history and achieving the budget target. Advertising costs are offset by revenues generated from selling advertising to other City departments. General liability insurance premiums increased $917 based on large claims experienced City-wide in FY 2012. C) Memberships increased $279 based on previous years. D) Bus advertising revenue decreased $7,600 based on previous years and current year revenues.

289


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Comp. 1,757,291$ 1,764,182$ 1,573,385$ 1,544,460$ (28,925)$ (1.8%) A)General Services 169,386 75,871 76,622 99,540 22,918 29.9% B)Services Rel. to Prop. 638,158 680,300 589,023 652,552 63,529 10.8% C)General Supplies 117,718 46,719 329,324 237,158 (92,166) (28.0%) D)Utilities 416,362 477,074 512,068 606,591 94,523 18.5% E)Total Expenditures 3,098,915$ 3,044,146$ 3,080,422$ 3,140,301$ 59,879$ 1.9%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions -$ 3,510$ 5,000$ 5,000$ -$ 0.0%Fees 955,940 1,001,424 1,056,818 1,029,242 (27,576) (2.6%) F)Fed. Gov. Oper. Grants 1,588,560 1,571,576 1,569,119 1,705,066 135,947 8.7% G)Local Gov. Pymts. 85,517 86,954 87,572 87,572 - 0.0%Refunds and Reimb. 24,096 5,311 2,500 2,500 - 0.0%Rentals and Leases 27,604 989 - - - 0.0%State Gov. Oper. Grants 273,121 306,951 314,120 275,850 (38,270) (12.2%) H)Transit Bal. Used (Incr.) 144,077 67,431 45,293 35,071 (10,222) (22.6%)Total Revenue 3,098,915$ 3,044,146$ 3,080,422$ 3,140,301$ 59,879$ 1.9%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeDriver Supervisor 1.00 1.00 1.00 1.00 1.00 - Motor Coach Operator 15.00 15.00 13.00 12.00 12.00 - Transit Oper. Suprv. - 1.00 1.00 1.00 1.00 - Transit Plan./Grant 1.00 - - - - - Part TimeMotor Coach Operator 7.02 7.02 9.02 10.02 10.02 -

Total FTE 24.02 24.02 24.02 24.02 24.02 -

TRANSIT OPERATING 8502

Notes: A) Payroll and payroll related benefits decreased $21,084. Overtime decreased $14,500 based on history. Iowa Public Employees' Retirement System (IPERS) increased $1,957 due to State required contribution rate increasing .26% from 8.67% to 8.93%. Workers' compensation insurance premiums increased $7,080 based on claims experience. Health insurance premiums decreased $2,362 based on premiums decreasing 4%. B) Printing decreased $7,500 based on history and anticipated cost of printing bus route brochures. Printing of bus tickets increased $4,500 based on expected costs from the outside vendor. Property and building insurance premiums increased $1,823 based on premiums increasing and general liability insurance premiums increased $24,165 based on large claims experienced City-wide in FY 2012. C) Maintenance buildings and grounds increased $5,891 based on history. Equipment repair and maintenance-

290

C) Maintenance buildings and grounds increased $5,891 based on history. Equipment repair and maintenance-Central Maintenance Garage (CMG) increased $57,638 based on FY 2011 and FY 2012 average. D) Reduced Federal Transit Administration (FTA) funds set aside for capital projects by $92,166 to achieve budget target. E) Gas utilities decreased $389 and electric utilities increased $306 based on history. Fuel and oil increased $94,606 due to diesel fuel increasing from $3.35 per gallon to $4.00 per gallon. Diesel fuel consumption decreased from 147,026 gallons to 146,287 gallons. F) Passenger fares decreased by $18,810 based on history. Tokens-transit decreased $8,406 based on history. Monthly tickets increased $4,598 based on history. Passenger fares- South Sioux City increased $23,000 based on history. Handicap ticket decreased $10,814 based on history. School ticket 10 ticket ride decreased $5,000 based on history. School ticket increased $3,000 based on history. New Perspective ParaTransit increased $5,984 based on history and current year-to-date. Ride ticket increased $2,574 based on history. Department of Housing and Urban Development (HUD) Homeless Transportation Project decreased $31,000 due to program being discontinued. Senior citizen tickets decreased $5,110 and Sioux City School Community District contract increased $12,113. G) FTA operating assistance program increased $135,947 based on current year-to-date. H) Iowa Department of Transportation (IDOT) decreased $38,270 based on current year-to-date.

291


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 103,831$ 111,508$ 106,721$ 108,379$ 1,658$ 1.6% A)Services Related to Property 42,007 39,368 62,268 43,268 (19,000) (30.5%) B)General Supplies 1,362 647 1,850 1,850 - 0.0%Utilities 38,658 39,380 40,592 41,186 594 1.5% C)Miscellaneous 27,242 26,248 2,200 12,200 10,000 454.5% D)Total Expenditures 213,100$ 217,151$ 213,631$ 206,883$ (6,748)$ (3.2%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Services 176,265$ 157,823$ 199,608$ 180,000$ (19,608)$ (9.8%) E)Refunds and Reimbursements 2,139 1,343 2,500 2,500 - 0.0%Rentals and Leases 45,194 44,731 46,700 44,993 (1,707) (3.7%) F)Transit Fund Bal. Used (Incr.) (10,498) 13,254 (35,177) (20,610) 14,567 41.4%Total Revenue 213,100$ 217,151$ 213,631$ 206,883$ (6,748)$ (3.2%)



TRANSIT MARTIN LUTHER KING, JR. GROUND TRANSPORTATION 8504

Notes: A) Property and building insurance premiums increased $1,658 due to premiums increasing City-wide in FY 2012. B) Maintenance contracts increased $1,000 and maintenance buildings and grounds decreased $20,000. Both variances were based on FY 2012 actual expenses. C) Gas utilities decreased $345 based on history and electric utilities increased $939 based on utilities increasing 8%. D) Property taxes increased $10,000 based on actual expenses. E) Parking contractor revenues decreased $19,608 based on FY 2012 and current year-to-date. F) Commercial properties decreased $1,707 to reflect actual lease agreement amounts.

292

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeServices Related to Property 5,828$ -$ -$ -$ -$ 0.0%Utilities 5,414 - - - - 0.0%Total Expenditures 11,242$ -$ -$ -$ -$ 0.0%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Service 5,601$ 348$ -$ -$ -$ 0.0%Refunds and Reimbursements 561 15 - - - 0.0%Rentals and Leases 1,648 - - - - 0.0%Transit Fund Balance Used (Incr.) 3,432 (363) - - - 0.0%Total Revenue 11,242$ -$ -$ -$ -$ 0.0%



TRANSIT SENIOR CENTER TRANSPORTATION 8513

Notes: City no longer provides services, effective July 1, 2011.

293

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 4,401$ 1,654$ -$ -$ -$ 0.0% General Services 126,457 87,067 136,998 - (136,998) (100.0%) A)Services Related to Property 20,196 10,725 17,805 - (17,805) (100.0%) A)General Supplies 2,579 - - - - 0.0%Utilities 15,472 8,049 21,430 - (21,430) (100.0%) A)Total Expenditures 169,105$ 107,495$ 176,233$ -$ (176,233)$ (100.0%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions 51,056$ 14,515$ 62,781$ -$ (62,781)$ (100.0%) A)Federal Gov. Oper. Grants 113,452 113,452 113,452 - (113,452) (100.0%) A)Transit Fund Balance Used (Incr.) 4,597 (20,472) - - - 0.0%Total Revenue 169,105$ 107,495$ 176,233$ -$ (176,233)$ (100.0%)



TRANSIT CONTINUUM OF CARE 8514

Notes: A) Program discontinued February 29, 2012.

294

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 383,494$ 521,946$ 583,086$ 530,082$ (53,004)$ (9.1%) A)Services Related to Property 84,547 108,566 89,444 94,928 5,484 6.1% B)General Supplies 42 58 200 200 - 0.0%Utilities 68,872 83,743 86,216 105,392 19,176 22.2% C)Total Expenditures 536,955$ 714,313$ 758,946$ 730,602$ (28,344)$ (3.7%)


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCharges for Service 67,299$ 83,627$ 99,084$ 94,540$ (4,544)$ (4.6%) D)General Government 143,451 130,183 151,000 134,500 (16,500) (10.9%) E)Refunds and Reimbursements 65,014 104,205 80,000 86,000 6,000 7.5% F)State Governmental Oper. Grants 62,128 63,173 63,173 68,409 5,236 8.3% G)Transit Fund Balance Used (Incr.) 199,063 333,125 365,689 347,153 (18,536) (5.1%)Total Revenue 536,955$ 714,313$ 758,946$ 730,602$ (28,344)$ (3.7%)



TRANSIT PARATRANSIT 8515

Notes: A) Purchased transportation decreased $53,109 based on three year average passenger count. Transit collects fares and pays Siouxland Regional Transit Services contracted amount. B) Central Maintenance Garage (CMG) equipment repair and maintenance increased $6,000 based on three year average. CMG lease charges decreased $516 based on projected costs. C) Fuel and oil increased $19,176 based on diesel cost per gallon increasing from $3.35 per gallon to $4.00 per gallon. D) Sale of fuel and lubricant decreased $4,544 based on projected expenses. City is reimbursed for expenses. E) Passenger fares decreased $18,000 based on anticipated curb-to-curb cash fares. Siouxland Regional Transit System (SRTS) revenues decreased $2,500 based on anticipated increase in SRTS accounts receivable. Allowing accounts receivable is a required component of the contract. Paratransit curb-to-curb tickets increased $4,000 based on anticipated revenues. F) Maintenance charge reimbursement increased $6,000 based on anticipated expense reimbursement from SRTS. G) Senior elderly transport increased $5,236 based on projected expenses. Iowa Department of Transportation (IDOT) is the funding source.

295

EXPENDITURES:FY11

ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeGeneral Services 5,176$ 5,564$ 5,850$ 7,800$ 1,950$ 33.3% A)General Supplies - - 200 100 (100) (50.0%) B)Total Expenditures 5,176$ 5,564$ 6,050$ 7,900$ 1,850$ 30.6%


ActualFY12

Actual

FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeContributions -$ -$ -$ 2,500$ 2,500$ 100.0% C)General Government 2,348 2,217 3,000 2,900 (100) (3.3%)State Governmental Oper. Grants 1,900 2,280 3,050 2,500 (550) (18.0%) D)Transit Fund Balance Used (Incr.) 928 1,067 - - - 0.0%Total Revenue 5,176$ 5,564$ 6,050$ 7,900$ 1,850$ 30.6%



TRANSIT NEW FREEDOM PROGRAM 8516

Notes: A) Purchased transportation for New Freedom Grant increased $2,300 due to the transportation provider's increased rates. Advertising decreased $250 to achieve budget target. B) Office supplies and operating supplies each decreased $50 based on history. C) Contributions increased $2,500 for outside contributions from Green Valley/Floyd Valley Golf Corporation and National Blind Federation. These amounts were not previously budgeted. D) Iowa Department of Transportation (IDOT) operating assistance decreased $550 based on current year grant amount.

296

CENTRAL MAINTENANCE GARAGE & EQUIPMENT REPLACEMENT

FY 2013 HIGHLIGHTS FY 2014 GOALS:

CENTRAL MAINT GARAGE & EQUIP REPLACEMENT PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Maintain 90% Available hours billed 93.8% 94% 91% 91% Maintain 95% Equipment available to departments

97.5% 95% 94% 94%

Maintain Overall Satisfaction Rating “Good” or “Excellent”- exceed 90%

95% 96% 89% 95.5%

Maintain Quality of Service “Good” or “Excellent”- exceed 90%

93%

96%

92.5%

100%

Maintain Timeliness of Service 90% 92% 96% 83.4% 93.2%

Replaced 62 Fleet units and equipment at an estimated cost of $1,335,039. 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 $162,377.

Met with Siouxland District Health Department (SDHD), Western Iowa Tech Community College (WITCC) and the Sioux City Community School District (SCCSD). Met with Solid Waste 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 Northwest Iowa Youth Emergency Services Center (NW IA YES) to Outside Agencies we service.

Completed the eleventh year of the International City and County Management Association (ICMA) performance measure data collection. Received excellent ratings in Fleet costs for police vehicles and light duty vehicles and received above average ratings for Fleet Maintenance customer service.

Earned top 100 award in 100 Best Fleets competition sponsored by Government Fleet Magazine. Employee appreciation program for Employee of the Month set up and in place.

To continue to work with outside agencies such as the SCCSD and Woodbury County (County) 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 work with employee Fleet Award committee to submit application for Fleet Excellence Award. Continue the internal employee appreciation program to reward employees for internal service and increasing productivity.

Continue to work with Fleet User group to provide better service to meet their needs.

297


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,849,932$ 1,931,398$ 1,923,848$ 1,956,900$ 33,052$ 1.7% A)General Services 25,868 263,066 190,428 300,755 110,327 57.9% B)Services Related to Prop. 96,138 90,179 94,380 94,988 608 0.6%General Supplies 42,033 43,735 43,065 42,860 (205) (0.5%)Utilities 2,660,583 2,977,612 3,254,497 3,658,784 404,287 12.4% C)Inventory Supplies 1,371,586 1,104,740 1,237,165 1,059,977 (177,188) (14.3%) D)Miscellaneous (214,645) - (225,592) - 225,592 100.0% E)Total Expenditures 5,831,495$ 6,410,730$ 6,517,791$ 7,114,264$ 596,473$ 9.2%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCMG Fund Bal. Used (Incr.) (266,889)$ 158,397$ 112,492$ 35,603$ (76,889)$ (68.4%)Charges for Service 5,810,943 6,175,638 6,295,707 6,970,575 674,868 10.7% F)Miscellaneous 287,441 76,695 109,592 108,086 (1,506) (1.4%) G)Total Revenue 5,831,495$ 6,410,730$ 6,517,791$ 7,114,264$ 596,473$ 9.2%


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAccounting 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 - Fleet Supervisor 1.00 1.00 1.00 1.00 1.00 - Store Clerk 2.00 2.00 2.00 - - -

Total FTE 26.00 26.00 26.00 25.00 25.00 -

FLEET OPERATIONS 8550

Notes: A) Payroll and payroll related benefits increased $14,069. Sick leave bonus pay increased $1,050 based on amount paid in FY 2013. Second shift differential pay increased $2,184 based on history and amount paid-to-date. Iowa Public Employees' Retirement System increased $4,648 based on City's required contribution rate increasing .26% from 8.67% to 8.93%. Workers' compensation insurance premiums increased $19,397 based on claims experience. Group health insurance premiums decreased $10,786 based on employee elections and health insurance premiums decreasing 4%. Dental insurance premiums increased $1,310 based on employee elections and dental insurance premiums increasing 4%. Deferred compensation increased $2,242 based on employee elections. B) Administrative fees increased $106,862 based on NAPA management fee increasing and outside vehicle repair. General liability insurance premiums increased $3,358 based on large claims experienced City-wide in FY 2012. C) Fuel and oil billed increased $4,267 based on usage increasing 517 gallons and cost per gallon increasing from $3.00 to $3.85 per gallon. Fuel used by Central Maintenance Garage (CMG) increased $399,977 based on usage increasing 20,931 gallons and cost per gallon increasing from $3.35 to $3.85 per gallon.

298

gallon. D) Motor vehicle supplies decreased by $177,188 based on FY 2012 activity increased by 5%. E) Inventory offsets are now done in the inventory supplies account line. F) Sale of fuel and lubricant increased $372,463 based on budgeted fuel price. CMG rental income decreased $5,466 based on current revenues and CMG sale of parts increased $180,058 based on FY 2012 increased by 5%. CMG pool rental and administration decreased by $23,605 based on year-to-date revenues. Sale of labor increased $151,418 due to 3% increase on year-to-date revenues. G) State fuel tax refund decreased $1,506 based on expected usage of unleaded and E85 fuels.

299


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 3,812$ 6,679$ 2,000$ 2,000$ -$ 0.0%General Services 3,714 4,414 5,212 5,212 - 0.0%Services Related to Prop. 171,473 93,228 170,679 166,237 (4,442) (2.6%) A)General Supplies 220,211 547,382 219,000 185,600 (33,400) (15.3%) B)Utilities 1,587 2,700 1,587 2,872 1,285 81.0% C) Capital Expenditures 1,682,221 1,304,822 2,321,530 3,472,880 1,151,350 49.6% D)Other 9,993 15,287 30,000 30,000 - 0.0%Total Expenditures 2,093,011$ 1,974,512$ 2,750,008$ 3,864,801$ 1,114,793$ 40.5%


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCMG Equip. Repl. Fund (451,252)$ (832,408)$ 75,305$ 1,164,922$ 1,089,617$ 1446.9%Charges for Service 2,271,839 2,091,775 2,147,152 2,017,968 (129,184) (6.0%) E)Contributions 92,436 158,873 150,000 150,000 - 0.0%Miscellaneous 48,871 24,309 27,786 37,146 9,360 33.7% F)Refunds and Reimb. 102,904 510,589 340,000 485,000 145,000 42.6% G)Rentals and Leases 28,213 21,374 9,765 9,765 - 0.0%Total Revenue 2,093,011$ 1,974,512$ 2,750,008$ 3,864,801$ 1,114,793$ 40.5%



FLEET REPLACEMENT 8551

Notes: A) Equipment repairs and maintenance Central Maintenance Garage (CMG) decreased $4,442 based on FY 2012 actual costs. B) Operating equipment decreased $33,200 based on history. C) Fuel and oil increased $1,285 based on cost per gallon increasing from $2.72 per gallon to $3.85 per gallon. Usage increased from 584 gallons to 746 gallons. D) Licensed vehicles increased $1,679,850 based on proposed vehicle replacement list. Contractor's mobile decreased $528,500 based on proposed heavy equipment replacement list. E) Rental income CMG decreased $129,184 based on historical use. F) Interest on receivables decreased $649 based on actual equipment leases with Green Valley/Floyd Golf and Siouxland District Health. Other contracted principal payments increased $10,009 based on actual equipment leases with Green Valley/Floyd Golf and Siouxland District Health. G) Reimbursement of costs increased $145,000 based on reimbursement of new garbage truck and new garbage carts.

300


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeServices Related to Prop. 470,158$ 580,703$ 965,261$ 580,705$ (384,556)$ (39.8%) A)Utilities 995,275 1,085,520 993,432 1,085,520 92,088 9.3% B)Total Expenditures 1,465,433$ 1,666,223$ 1,958,693$ 1,666,225$ (292,468)$ (14.9%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeCMG Fund Bal. (Incr.) 49,875$ 115,467$ (64,206)$ (68,147)$ (3,941)$ (6.1%)Charges for Service 1,415,558 1,550,756 2,022,899 1,734,372 (288,527) (14.3%) C)Total Revenue 1,465,433$ 1,666,223$ 1,958,693$ 1,666,225$ (292,468)$ (14.9%)



FLEET EXTERNAL CUSTOMERS 8555

Notes: A) Central Maintenance Garage (CMG) lease charges increased $3,021 based on FY 2012 expenses. Equipment repair and maintenance CMG decreased $387,577 based on FY 2012 amount billed to outside agencies. Outside agencies include Siouxland Regional Transit System, Sioux City Community School District, Woodbury County, Western Iowa Tech Community College, State agencies, and Federal agencies. B) Fuel and oil increased $92,088 based on FY 2012 actual expense. C) Charges for outside agencies decreased $288,527 based on oustide services decreasing.

301

PURCHASING


PURCHASING PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012 Percentage of customer survey replies rating overall Purchasing satisfaction “Good” or “Excellent”- exceed 90%.

100% 90% 88% 95%

Percentage of customer survey replies rating Purchasing quality of service “Good” or “Excellent”- exceed 90%.

100% 90% 83% 95%

Percentage of customer survey replies rating Purchasing timeliness of service “Good” or “Excellent”- exceed 90%.

100% 90% 89% 95%

Worked with Sioux City School Community District (SCCSD), County, State, Western Iowa Tech Community College (WITCC), Juvenile Courts, and Siouxland District Health on mutual purchasing. Shared contracts for: copy machines, vehicles, tires, office supplies, salt, sand, rock and gravel, and phone services. Held a joint surplus auction with the City of South Sioux City, Woodbury County, Siouxland District Health 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 eleventh 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.

Starting Purchasing User Group by initially meeting with departments on a “one on one” basis to improve efficiencies and lower costs.

Developed sixty-one (61) new contracts for supplies and materials in order to reduce repetitive bids and obtain better pricing. Will make these contracts available to other agencies.

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.

Start a Purchasing User Group among City departments to improve efficiencies and lower costs.

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 new replacement personnel: part-time clerk, full-time purchasing clerk and full-time accounting clerk.

302


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 235,376$ 239,850$ 234,538$ 214,442$ (20,096)$ (8.6%) A)General Services 8,130 7,190 8,690 9,237 547 6.3% B)Services Related to Property 2,964 2,736 2,936 2,144 (792) (27.0%) C)General Supplies 3,172 2,260 2,297 2,297 - 0.0%Total Expenditures 249,642$ 252,036$ 248,461$ 228,120$ (20,341)$ (8.2%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeRevenues- Purchasing 538$ 2,476$ 1,300$ 1,300$ -$ 0.0%Sewer Fund 27,402 27,452 27,355 45,826 18,471 67.5%Water Fund 27,402 27,452 27,355 45,826 18,471 67.5%Property Taxes 194,300 194,656 192,451 135,168 (57,283) (29.8%)Total Revenue 249,642$ 252,036$ 248,461$ 228,120$ (20,341)$ (8.2%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAccounting Clerk 2.00 2.00 2.00 - - - Buyer - - - 1.00 1.00 - Clerical Assistant - - - 1.00 1.00 - Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00 - Part TimeClerical Assistant - - - 0.63 0.63 - Clerk 0.50 0.50 0.50 - - -

Total FTE 3.50 3.50 3.50 3.63 3.63 -

PURCHASING 8570

Notes: A) Payroll and payroll related benefits decreased $311. Iowa Public Employees' Retirement System increased $537 based on required contribution rate increasing .26% from 8.67% to 8.93%. Group health insurance decreased $19,393 based on employee elections and health insurance premiums decreasing 4%. Dental insurance premiums decreased $1,130 based on employee elections. Workers' compensation premiums increased $201 based on claims experience. B) General liability insurance premiums increased $465 based on large claims experienced City-wide in FY 2012. C) Central Maintenance Garage lease charges decreased $792 due to number of computers decreasing by two.

303




304

Woodbury County Information Communication

Commission

Communications Organizational Chart

WCICC Commission

Criminal Information Committee

Director

Sioux City Fire Chief

Sioux City Police Chief

Woodbury County Sheriff

Woodbury County Attorney

Sergeant Bluff Police Chief

Operations Supervisor

Lead Operators

Full-Time Operators Part-Time Operators 305

WCICC COMMUNICATIONS CENTER DEPARTMENT OVERVIEW: Provide enhanced and wireless 911 services to all of the citizens in Woodbury County, North Sioux City and Dakota Dunes, 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, United States Coast Guard Auxiliary, 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 and Oto Outdoor Warning Systems. Is 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, Dakota Dunes, and North Sioux City, S.D, a single answering point for processing their calls for emergency and non-emergency assistance for police, fire, medical, and general service responders. To provide primary communications for all public safety agencies responding within our jurisdictional boundaries through use of 2-way radios, telephones, and/or teletype equipment. To maintain up-to-date and continuous training for all employees to insure prompt, professional and efficient services.

86%

1%

3% 1%

0% 0%

9%

FY 2014 BudgetEmployee CompensationGeneral ServicesServices Related to PropertySuppliesUtilitiesInventory SuppliesMiscellaneous

20

21

22

23

24

25



306

FY 2013 HIGHLIGHTS: FY 2013 GOALS: FY 2014 GOALS: \

WCICC COMMUNICATIONS CENTER PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Phone Activity Number of wireless 911 calls received

24,876 29,372 39,266 42,881

Number of wire line 911 calls received

15,954 14,280 10,769 9,459

Total combined 911 calls received 40,830 43,652 50,035 52,340 Number of administrative phone calls both in and out bound

265,180 255,501 247,523 226,397

Computer Aided Dispatch “CAD CALLS”

Police/Fire/EMS Priority One Calls 21,966 23,450 24,184 23,517 Average time to dispatch a priority one call in minutes

1.34 1.09 1.12 1.32

Total CAD activity all agencies 223,891 216,667 214,041 207,259 Total CAD call activity percentage Sioux City with Siouxland Paramedics 81% 82% 81% 82% Sergeant Bluff 2% 2% 2% 3% Woodbury County Agencies 15% 15% 15% 14% North Sioux City 2% 1% 2% 1%

Priority one medical dispatch software was purchased and all of the communications operators were trained and the system was implemented in Sioux City using the case entry, key questions, post-dispatch, and pre-arrival instructions. The Sioux City units are now instructed in proper code response to help reduce red light and siren response to non-emergency medical calls.

A new four position 911 phone system was installed in the Starcomm Mobile 911 Communications. Members of the communications center were trained on activation of the system and the system was tested to transfer the live 911 activity from the primary 911 center to the bus.

The communications center has started The Commission on Accreditation for Law Enforcement Agencies (CALEA) Public Safety Communications Accreditation process.

Began 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.

Continue to become a CALEA, Public Safety Communications Accredited Agency. Implement a new logging recording system, to be purchased through 911 funds. Implement the Emergency Medical Dispatch system with the rest of the County

emergency medical system. Provide statistical data to include the number of priority one emergency medical

dispatch calls that are being provided to the public and emergency responders in the FY 2015 budget performance measures.

307


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,768,380$ 1,803,332$ 1,825,497$ 1,815,172$ (10,325)$ (0.6%) A)General Services 18,905 16,459 19,575 21,927 2,352 12.0% B)Services Related to Property 95,519 32,514 68,041 64,944 (3,097) (4.6%) C)Supplies 12,510 5,731 15,733 14,534 (1,199) (7.6%) D)Utilities 3,004 2,855 3,000 3,591 591 19.7% E)Inventory Supplies 132 384 900 900 - 0.0%Miscellaneous 146,122 142,065 191,060 188,956 (2,104) (1.1%) F)Total Expenditures 2,044,572$ 2,003,340$ 2,123,806$ 2,110,024$ (13,782)$ (0.6%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeLocal Government Payments 691,992$ 694,543$ 712,986$ 713,330$ 344$ 0.0%Refunds and Reimbursements 19,213 18,848 18,848 18,848 - 0.0%Property Taxes 1,333,367 1,289,949 1,391,972 1,377,846 (14,126) (1.0%)Total Revenue 2,044,572$ 2,003,340$ 2,123,806$ 2,110,024$ (13,782)$ (0.6%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeCommunications Center Director 1.00 1.00 1.00 1.00 1.00 - Communications Operator 19.00 19.00 19.00 19.00 19.00 - Lead Communications Operator 3.00 3.00 3.00 3.00 3.00 - Operations Supervisor 1.00 1.00 1.00 1.00 1.00 - Part TimeCommunications Operator 0.40 0.40 0.40 0.40 0.40 -

Total FTE 24.40 24.40 24.40 24.40 24.40 -

WCICC COMMUNICATION CENTER

Notes: A) Employee compensation increased $6,463 for salaries and benefits. Iowa Public Employees' Retirement System increased $3,842 due to a .26% increase in the State required contribution rate from 8.67% to 8.93%. Workers' compensation insurance premium increased $1,624 due to claims experience. Group health insurance premiums decreased $22,278 due to employee elections and a 4% decrease in the premiums. Dental insurance premiums increased $505 due to a 4% increase in the premium amount. B) Communication-line charge decreased $1,500 to achieve budget target. Cellular communication increased $200 based on history. General liability insurance premiums increased $3,482 due to large claims experienced in FY 2012 City-wide. C) Software maintenance increased $4,000 and radio and communication maintenance decreased $4,000, both based on prior years history. Maintenance buildings and grounds and electric maintenance chargeback decreased $2,097 and $1,000, respectively, to achieve budget target. D) Operating equipment decreased $1,000 to achieve budget target. E) Fuel and oil increased $591 based on an estimated 932.60 gallons at $3.85 per gallon. F) Contributions to agencies decreased $2,104 based on the department's share of the 28E agreement for The Security Institute.

308

Woodbury County Information Communication

Commission

Information Technology Organizational Chart

WCICC Commission

2 City Council Members 2 County Supervisors

1 Citizen at Large

Director

Network Manager

Systems Analyst

Network Specialist

Sr. Systems Analyst

Systems Analyst

IT Supervisor

IT Specialist Help Desk


309

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, 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.

64%

2%

28%

2% 4%


General Services


Supplies

Miscellaneous

10

11

12

13

14

15



310

FY 2013 HIGHLIGHTS:

FY 2014 GOALS: WCICC INFORMATION TECHNOLOGY PERFORMANCE MEASURES: FY 2009 FY 2010 FY 2011 FY 2012

Number of City Facilities Connected to Fiber

15 18 22 26

Number of Physical Servers 43 39 34 31 Number of Virtual Servers 16 27 59 77 Number of Desktops/Laptops Supported

933 1,014 1,040 1,074

Number of Clients Supported 944 952 957 1,002 Number of Work Orders Submitted 1,202 1,095 1,004 887 Number of Work Orders Completed 1,161 1,110 1,014 853

Implemented phase 1 of our enterprise network switch upgrade. Upgraded the public sector AS400/iSeries server. Enhanced business continuity testing. Integrated Electronic Document Management System (EDMS). Created custom applications for Central Maintenance Garage (CMG), Customer

Service, Utilities, Transit and Fire. Replaced City desktop computers and laptops. Continued to migrate our physical server instances to VMWare virtual server space. Continued to expand fiber connectivity between government facilities.

Execute phase 2 of our enterprise network switch upgrade. Expand fiber connectivity and enhance fiber administration. Restructure enterprise backups. Identify and develop custom applications for mobile devices. Conduct a unified communications analysis, including a Voice Over Internet

Protocol (VOIP) prototype.

311


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeEmployee Compensation 1,220,619$ 1,259,786$ 1,256,120$ 1,300,848$ 44,728$ 3.6% A)General Services 32,744 35,163 41,540 43,509 1,969 4.7% B)Services Related to Prop. 456,796 411,224 540,241 477,139 (63,102) (11.7%) C)Supplies 23,650 34,531 31,970 31,970 - 0.0%Miscellaneous 143,819 81,939 85,100 85,100 - 0.0%Total Expenditures 1,877,628$ 1,822,643$ 1,954,971$ 1,938,566$ (16,405)$ (0.8%)


FY13 Approved

Budget

FY14 Proposed

Budget $ Change % ChangeLocal Government Paymts. 1,801,994$ 1,719,623$ 1,920,278$ 1,881,002$ (39,276)$ (2.0%) D)Refunds and Reimb. 75,634 103,020 34,693 57,564 22,871 65.9% E)Total Revenue 1,877,628$ 1,822,643$ 1,954,971$ 1,938,566$ (16,405)$ (0.8%)


FY10 FY11 FY12 FY13 FY14 DifferenceFull TimeAdministrative 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 Administrator 1.00 1.00 1.00 1.00 1.00 - Network Specialist 1.00 1.00 1.00 1.00 1.00 - Senior Systems Analyst 2.00 2.00 2.00 2.00 2.00 - Systems Analyst 3.00 2.00 2.00 2.00 3.00 1.00

Total FTE 14.00 13.00 13.00 13.00 14.00 1.00

WCICC INFORMATION TECHNOLOGY

Notes: A) Salaries and payroll related benefits increased $32,177 due to the addition of a Systems Analyst. Workers' compensation insurance premium increased $1,177 based on claims history. Iowa Public Employees' Retirement System increased $6,475 based on the City's required contribution rate increasing .26% from 8.67% to 8.93% and adding the Systems Analyst. Health insurance premiums increased $2,934 and dental insurance premiums increased $1,361 based on the health insurance premiums decreasing 4%, dental premiums increasing 4%, and adding the Systems Analyst. B) Conventions decreased $900 based on previous year activity, property and building content insurance increased $293 based on premiums increasing, and general liability insurance premiums increased $2,576 based on large claims experienced City-wide in FY 2012. C) Maintenance machines and equipment decreased $10,229 and software agreements decreased $52,873. Variances were due to maintenance agreements expiring and renewal of third party agreements. D) Local Government payments decreased as a result of the decrease in total expenses and the increase in Government Information System (GIS) reimbursement. E) An increase of $24,444 for the GIS Specialist and GIS Analyst reimbursement is due to a new cost sharing agreement between the City, County, City Assessor, and County Assessor. Reimbursement of costs decreased $1,573 based on current revenues.

312

Documents

Proposed fiscal year 2014 Sioux City operating budget