On the agenda: Ankenyia Council Action Planning Session — datacenter (Jan 21)

ANKENY CITY COUNCIL
Council Action Planning Session
Friday, January 21, 2022
8:30 AM
Ankeny Kirkendall Public Library - City Council Chambers
1250 SW District Drive
Mark Holm, Mayor
Bobbi Bentz, Mayor Pro-Tem
Council Members: Jeff Perry, Joe Ruddy, Kerry Walter-Ashby, Kelly Whiting

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A.

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B.

Call to Order

C.

Department Budget Presentations
08:30 – 09:00 Police Department

09:00 – 09:30 Fire Department
09:30 – 09:45 Community Development
09:45 – 10:05 Economic Development
10:20 – 10:35 Communications
10:35 – 11:05 Parks and Recreation
11:05 – 11:20 Human Resources
11:20 – 11:35 City Clerk
11:35 – 11:50 Finance
Lunch
12:20 – 12:40 Information Technology
12:40 – 01:10 Public Works
01:10 – 01:40 Municipal Utilities
D.

Adjournment

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ANKENY CITY COUNCIL
City Council Action Planning Session
January 21, 2022
8 : 30 AM
Gary Lorenz, Mayor
Mark Holm, Mayor Pro tem
Council Members: Bobbi Bentz, Jeff Perry, Kelly Whiting, Kerry Walter-Ashby
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?? ORIGINATING DEPARTMENT:

COUNCIL GOAL:

Finance
ACTION REQUESTED:
LEGAL:
SUBJECT:

Department Budget Presentations
08:30 – 09:00 Police Department

09:00 – 09:30 Fire Department

09:30 – 09:45 Community Development

09:45 – 10:05 Economic Development

10:20 – 10:35 Communications

??

10:35 – 11:05 Parks and Recreation

11:05 – 11:20 Human Resources

11:20 – 11:35 City Clerk

11:35 – 11:50 Finance

Lunch

12:20 – 12:40 Information Technology

12:40 – 01:10 Public Works

01:10 – 01:40 Municipal Utilities
EXECUTIVE SUMMARY:
FISCAL IMPACT: ??No
CITY MANAGER'S RECOMMENDATIONS:
PREVIOUS COUNCIL/COMMISSION/BOARD ACTION(S):
PUBLIC OUTREACH EFFORTS:
ACTION REQUESTED:
ADDITIONAL INFORMATION:
ATTACHMENTS:
Click to download
Schedule
Budget Presentation Packet

?? History
?? Time

Who

Approval

Department Budget Presentations
Friday, January 21, 2022
City Council Chambers
08:30 – 09:00

Police Department

09:00 – 09:30

Fire Department

09:30 – 09:45

Community Development

09:45 – 10:05

Economic Development

10:20 – 10:35

Communications

10:35 – 11:05

Parks and Recreation

11:05 – 11:20

Human Resources

11:20 – 11:35

City Clerk

11:35 – 11:50

Finance
Lunch

12:20 – 12:40

Information Technology

12:40 – 01:10

Public Works

01:10 – 01:40

Municipal Utilities

Department Budget Presentations
Friday, January 21, 2022
City Council Chambers
08:30 – 09:00

Police Department

09:00 – 09:30

Fire Department

09:30 – 09:45

Community Development

09:45 – 10:05

Economic Development

10:20 – 10:35

Communications

10:35 – 11:05

Parks and Recreation

11:05 – 11:20

Human Resources

11:20 – 11:35

City Clerk

11:35 – 11:50

Finance
Lunch

12:20 – 12:40

Information Technology

12:40 – 01:10

Public Works

01:10 – 01:40

Municipal Utilities

Darius Potts
MEMORANDUM
TO:
FROM:
DATE:
RE:

Chief of Police
(p) 515.289.5243
[email protected]

Jennifer Sease, Administrative Services Director
Darius Potts, Chief of Police
December 6, 2021
Police Department Budget Memorandum FY23

The Ankeny Police Department vision, “To be the premier law enforcement agency in the state
of Iowa.”
POLICE ADMINISTRATION
100.1111
The addition of the administrative lieutenant position enabled the Police Administration Division
to centralize the department's administrative duties that were distributed to other divisions. The
division added the Records and Identification Unit and the administrative sergeant position.
Reorganizing the division allowed the department to examine the daily operations' efficiency
closely.
During this process, the department discovered there was no tracking system for the hundreds
of records and information requests. During a three-week audit, the Police Department
processed over 60 requests for information. To manage the intake of these requests handled by
the department and the City Clerk's office, the Police Department is requesting a web-based
tracking system that will provide redaction and distribution.
The exterior of the Police Department building has not been cleaned since it opened in 2011.
The landscape, especially the section honoring the officers of Ankeny, is showing signs of
deterioration. The department requested funding to clean the exterior of the building and change
the landscaping. Upkeep of the exterior of our facility is essential to our citizen’s experience with
our services. A clean and maintained exterior should reflect the excellent services we provide to
our community and our pride in working for the city.
Investing in our employees is critical to the success of the department. Members of the command
staff and management team have not attended high-level industry-standard executive
management training since 2017. Continued education and professional development are key
in retaining high-performing staff.

Motivational speakers in law enforcement help police departments renew their commitment to
serving and protecting.
The workload for a current administrative assistant has always been heavy. In FY24, the
department is requesting an additional administrative assistant with the possibility of creating a
supervisor/manager role for the existing administrative assistant.
To better manage each division’s training and travel budgets, the department is requesting all
division training and travel budgets be combined and managed through the Administration
Division.
POLICE SUPPORT SERVICES 100.1114
Part of the reorganization plan for the department allowed the Support Services Division to
acquire the Community Engagement Team, which includes the school resource officers. The
division implemented the department’s new investigation method called Intelligence-Led
Policing. That unit consists of an intelligence detective and criminal intelligence analyst. The
division added a new evidence tech and is expecting two detective positions to finally be filled.

Supports Services budget requests are based on the growth in personnel and training demands.
The division anticipated an increase in training and travel requests for FY22. A request was
made to increase both budgets, but the request was not approved. The division’s current travel
and training budget for FY22 is 75% used. New detectives and the evidence tech require
baseline training classes to get up to speed due to the high demands of both positions. Ongoing
training is required to keep detectives current with any investigative techniques and procedure
changes.
The Community Engagement Team has received numerous accolades for its approach to
handling mental health calls from citizens of Ankeny. The CET is the ONLY squad in the metro
that does routine checkups on citizens we have contacted on calls for service. The officers dress
in plain clothes to reduce any anxiety a citizen may feel during their visits. The CET reduced the
frequent calls usually associated with citizens experiencing mental issues. This approach and
tactic have been very successful, but we have been compromised with the use of only marked
patrol vehicles available on several occasions. This restricts the officer’s ability to establish
rapport and often makes the initial contact problematic. The purchase of an unmarked patrol
vehicle assigned to CET would greatly benefit the team’s efforts and maximize their safe
approach.
A priority for the Support Services Division is to provide a competitive wage for two of the
department’s existing employees. Our senior evidence tech is an expert in and outside of the
metro area. He is responsible for the management of the department’s Evidence and Impound
Unit and the lead crime scene investigator. Our Criminal Intelligence Analyst is the best in the
metro. He provided the department with an expertise that far exceeds the positions current job
description. For both positions, other state and metro agencies are providing better wages than
our current employees in this position. The department is requesting competitive wages for both
positions. Both employees are working beyond their job descriptions.

The department is a leader in information sharing between law enforcement agencies in the
metro. Most serial crimes are committed by groups that often target each metro city. Several
metro law enforcement agencies have invested in a camera system (FLOCK) that has to ability
to identify suspect’s vehicles based on their description (color, make, model, license plate).
Several cases have been solved with the help of this system. This system is only used as an
investigative tool and will not be monitored. A policy will be created to outline the use of the
system.

POLICE OPERATIONS 100-1112
The Operations Division’s long-term goals have been to increase staffing and provide our firstline officers with reliable equipment to serve the citizens of Ankeny. The budget requests address
the department’s increased staffing, and replacing old items are essential to an officer’s
performance on the streets. The request to increase funding for ammunition, emergency life and
safety kits, simunition equipment, and patrol vehicles is based on the additional officers hired
during the current and last fiscal year.
Our long-term goal is to provide patrol officers with their own individual equipment. Every sworn
officer currently has their own portable radio. The responsibility of maintaining their own
equipment has proven to reduce maintenance and repair issues the department experienced
when we shared portable radios. Providing tasers for all patrol officers would have the same
positive benefits. Currently, tasers are being shared between watches. Because of this current
sharing system, tasers are not fully charged and available to appropriately supply officers
working. The events involving civil unrest gave the department insight on not having enough
equipment if employees are mobilized outside of the normal operations.
The Police Department provides a valuable service to the women of our community by
sponsoring and teaching the Rape Aggression Defense (RAD) class. The class not only
empowers women, but the instructors also provide hand-to-hand combat scenarios for a real-life
experience. To provide this real-world training, a RAD Aggressor Suit is required. The suit
protects the instructor from any injures during the scenarios. Our current suits are at the end of
life and need to be replaced.
The department is requesting a CUFF MAN training dummy that allows an option to complete
handcuffing drills without using a role player and causing potential shoulder injury to the
employee being handcuffed. This training dummy has flexible joints to allow for realistic training
in handcuffing or grappling scenarios.
The department is creating internal opportunities for sworn personnel. Twelve officers recently
participated in the department’s bike patrol training conducted on twelve-year-old bikes. The
department has used the current bikes to participate and provide patrol for several events this
past summer and fall. To properly maintain this program, the current bikes need to be replaced.
The departments’ commitment to the Suburban Emergency Response Team (SERT) has given
the city the ability to have a well-trained tactical unit to respond to situations outside of the normal

duties of officers. We have assisted and utilized the team’s services during several dangerous
situations within our city. Currently, we provide seven members to SERT. It is vital for our SERT
members to be properly trained and equipped to meet the demands when called upon. The
department has requested additional funding for training, rifle equipment, and replacement vests
to continue to perform their high-risk, low-frequency duties safely every time their services are
needed.
ANIMAL CONTROL 100-2224
There are no budget requests for FY23 for this section.
SCHOOL CROSSING GUARD 100-1119
There are no budget requests for FY23 for this section.

James Clack, Fire Chief
Ankeny Fire Department

Memorandum
TO:

David Jones

CC:

Jennifer Sease

DATE:

January 12, 2022

RE:

FY 2023 Budget Memorandum

Emergency Preparedness: I have served for the past five years on the Executive Committee
of the Polk County Emergency Management (PCEM) Commission. We are very fortunate to
have such a well-organized and experienced group of professionals working every day for us.
We have certainly benefited from the leadership of A.J. Mumm and his team at PCEM. We
expect that significant emergency events will continue to occur in our community and we are
thankful for their support.
The Covid-19 pandemic has required the Emergency Operations Center at PCEM to be
activated since February 2020. This activation, led by the Polk County Health Department, will
continue until the ongoing worldwide pandemic is under control. Needless to say, this activation
has been unprecedented in both duration and scope.
Our local investment in our warning siren system is ongoing. These sirens serve to warn people
who are outside a structure when significant weather or other emergency events threaten our
city. We are currently installing a new storm siren at the intersection of NE 54th Street and North
Ankeny Blvd this month to serve the rapidly expanding residential construction along the west
side of Interstate 35 in Northeast Ankeny.
Due to significant new residential and commercial development, we expect that we will need to
install new storm sirens in the northwest section of the city and also on the far eastern border
of the city off of 1st Street East over the next several years. All of our new storm siren

installations will feature solar powered operation with battery backup to reduce reliance on the
electric grid and save money.

Fire Administration:
EMS revenue will again exceed our budget projections and continues to be a source of
significant revenue. We expect to collect more than 2.5 million dollars in EMS revenue in FY
2022 and more than 2.7 million in FY 2023. Our part-time billing staff has done an excellent job
of keeping up with ambulance billing and following up with past due ambulance bills.
Our existing fire stations are in very good shape. Fire Station 3 continues to serve as a model
for other fire departments as they look to construct new fire stations in their communities.
We will be finding and acquiring a few acres of land for the future site of Fire Station 4 during
FY2022, which will need to be built and staffed sometime in the next four years. Much of the
land in the area where Fire Station 4 needs to be located is already being annexed into the city
and rapidly developed into new housing and commercial property.
We find ourselves in a very competitive recruiting environment for Firefighter/Paramedics. Most
of the fire departments in our area are currently hiring new full-time staff. All of the surrounding
cities in Polk County are reporting the same challenges in finding qualified candidates to fill
open positions.
Recruiting and training part time staff continues to be very challenging. Our most recent
Paramedic recruitment effort resulted in only one qualified applicant. Several fire departments
in our area have recently given up on trying to hire part time employees. We hope to continue
our combination staffing model of full-time staff supplemented by part time personnel for several
more years, at least up to the point that we open Fire Station 4.
Our new Community Risk Reduction Officer is helping us keep up with all of the new
development in our city as well as all of the new schools that have been built due to population
growth. We have an extremely small prevention staff compared to cities of comparable size.
Our long-time Fire Marshal Craig Fraser is planning to retire this month. Fortunately, we have
an internal candidate to replace him.

Looking to the future, we need to plan for a significant staffing increase when we open Fire
Station 4 in Northwest Ankeny. We will need a total of 24 new full-time employees (FTE), 15
of which will staff the new fire engine and ambulance at the new station, plus 9 more “floaters”
to cover for vacation, personal leave, sick leave and military leave used by staff during the year.
We plan to hire three of these “floaters” each of the next three years to reduce the need to hire
so many new employees at once. This will also reduce the need to use overtime to staff our
response vehicles.
Unfortunately, there has also been a nationwide increase in mental health issues, substance
abuse and suicide among public safety workers. This hit home two years ago with the death of
one of our own Ankeny Fire Department members who took his own life. In response, we have
set up an annual mandatory one-on-one visit for each of our members with a mental health
professional trained in post-traumatic stress and the other issues that our firefighters face. It is
our hope that we can get early help for our members who are dealing with significant stress in
their lives, both at work and at home. The Covid-19 pandemic has only served to increase the
need for this mental health checkup.

Fire Suppression: Emergency call volume continues to increase faster than population growth.
Overall call volume is up 15.3% so far this year over last year. We expect our 911 call volume
will again increase 15 to 20 percent next year as we emerge from the pandemic and our
residents and visitors become more active.
Overall, our emergency response vehicles are in good shape, with many of them having lasted
longer than their expected life span. Credit for keeping all of our vehicles on the road goes to
the staff at the shop as well as our employees in the stations who do a great job caring for and
maintaining our vehicles. Our five-year fleet replacement plan includes replacing one or more
fire vehicles and at least one ambulance each budget year. This will require a significant
investment in our fleet, including the additional vehicles needed to open Fire Station 4. We will
also need to add a second ladder truck to the fleet at some point over the next five years as our
existing ladder truck moves from front line service to reserve status.
Ongoing training in fire suppression techniques has been very challenging during the pandemic.
Effective firefighting requires training as a team in a realistic environment. Once the pandemic

has receded, we will need to again focus on multi company fire training. We are fortunate not
to experience many significant structure fires, but this lack of fires also makes it imperative that
we conduct effective and realistic fire training as much as possible.
We do not have a fire and technical rescue training facility in the City of Ankeny. All of our fire
training is currently done in the parking lots of the fire stations. The closest fire burn building
and high-rise simulator is located in Urbandale. We train there two times per year, which is not
really adequate to maintain our firefighting skills at a high level. We hope to add a fire training
facility here in Ankeny sometime over the next several years.
Our small tools and equipment are state of the art and in great shape. Our SCBA and other
personal protective equipment is relatively new. Thanks to a partnership with the Polk County
Sheriff, have recently upgraded all of our portable radios as well. All of our riding positions have
been upgraded with ballistic protection (helmets and vests) over the past two years.

Emergency Medical Services:
Increasing EMS call volume requires us to continue to add additional EMS transport capability.
Several times per week we experience concurrent 911 calls. We put a 4th ambulance in service
during the daytime hours this year, but we have had difficulty staffing this part time unit due to
part-time staffing shortages. We currently rely on Polk City Fire and Bondurant Fire to take 911
ambulance calls in Ankeny several times per week.
I again want to mention the tremendous job that Dr. Alan Heberer, our Medical Director has
done for us, especially during the current pandemic. He is always available to help us manage
the various issues around providing effective emergency medical services. We are fortunate to
have him on our team. He plans to retire sometime during FY 2023.
Our Paramedics and EMTs have also performed extremely well during the pandemic. They
have continued to provide excellent patient care under very challenging circumstances. These
challenges include:
•

Federal, state and local personal protective equipment (PPE) guidance that has been
changing on almost a daily basis and often in conflict with each other.

•

Frequent and necessary changes to patient care protocols and operating procedures.

•

Providing care and comfort to customers who had nowhere else to turn but to call
911.

•

Increased complexity of care required for more critical patients who have delayed
seeking care because of COVID concerns.

•

Added stress from concerns of personal and family safety and dealing with COVID
fatigue from being on the front lines of the pandemic since the beginning.

Thanks again to the Mayor, City Council and the Senior Management Staff for all the support
over the years. Thanks also to all of the members of the fire department for their commitment
to the people we serve and to each other. We look forward to continuing to improve the services
we provide for the citizens of Ankeny as well as all the visitors to our great city for years to
come.

James Clack
Fire Chief

Eric C. Jensen, AICP
Community Development Director
(p) 515.963.3547 (f) 515.963.3535
[email protected]
MEMORANDUM
TO:

David Jones, Michael Schrock and Jennifer Sease

DATE: December 7, 2020
RE:

FY 2023 Community Development Department Budget

Introduction
Workload
Department workload is at an all-time high – again. Additionally, we, like everyone else, have
also been dealing with a global pandemic that has greatly impacted many aspects of how we
do our jobs. Staff has had to learn new ways to deliver services to our customers while also
dealing with this record high workload. Consequently, things are more difficult and more time
consuming to process and the entire experience has been stressful and exhausting on staff.
On the development side, through the first 11 months of this year, all development categories
(plats, site plans, rezonings, annexations, etc.) are at or ahead of the pace of last year’s historic
development activity. Through November, the Planning staff has processed 46 site plans, which
is right on the 10-year annual average. Additionally, 120 Architectural Review Board cases have
been processed by the Planning staff for the 2021 calendar year through November, which is
above the average of 91 cases processed each of the last 10 full calendar years. Development
interest remains strong with the Planning Administrator managing 80 pre-application meetings
for the year through November. Interest rates remain historically low and development interest
remains high. Therefore, staff believes that it appears likely that development and construction
activity will remain steady, if not increase, in the near term.
With regard to permits, through the first eleven months of 2021, permit activity is on-pace with
last year’s all-time high in Ankeny with 2,945 total permits (already the second highest yearly
total ever behind 2020) being issued with a total construction valuation of $469,199,045 (easily
the highest all-time ahead of $423 million in 2020). We are currently in the midst of the tenth
straight year of processing at least 2,000 total permits and our second year of topping
3,000 total permits. The last time the City saw a sustained peak in development and
construction, it was a five-year peak (2003 – 2007) and there was only one year in which at
least 2,000 total permits were issued (2,240 permits in 2005).

Code Enforcement activity is at an all-time high as well, topping 2,000 enforcement cases for
only the second time ever and topping 3,000 enforcement cases for the first time ever. After
having just over 700 enforcement cases being logged and processed by the Code Enforcement
staff in each of calendar years 2013 and 2014, code enforcement cases have steadily increased
each year since, culminating with 3,126 Code Enforcement cases being logged through the first
11 months of 2021. This is more than double the 10-year annual average of 1,529 cases. As
the City continues to grow in land area and in population, the demand for Code Enforcement
services continues to rise. Further, with more people at home during the pandemic, more people
have “eyes on the street” and are reporting more violations and more offenders are wanting to
dispute Code Enforcement actions, therefore, the cases have become more abundant, complex
and time consuming. In addition to the increased code enforcement activity, the Code
Enforcement staff is also managing the Rental Housing certification and inspection program for
the City. Due to COVID, we ceased rental inspections in March and only resumed performing
limited rental inspections (one and two-family structures) in October of 2020 and full rental
inspections (all structures) in April 2021. Therefore, we are facing a large backlog of rental units
needing inspection and we are working through those as we can.
The current Department workload has been continuously growing now for ten straight years. It
is difficult to determine what is normal with regard to development, construction and code
enforcement activities in Ankeny. However, it does seem like this sustained pace is our new
normal, at least for the foreseeable future.

Work Areas and Staffing
Planning
The Planning Division currently has seven Planner positions – one Planning Manager, one
Senior Planner, four Associate Planners and one entry-level Planner. The Planning Manager
manages the day-to-day planning and development activities, such as scheduling and
managing the development pre-application meetings and directly supervising the six other
Planning positions. The Senior Planner focuses on floodplain management, serves as the lead
Planner for the Architectural Review Board and works on other long-range/special projects. The
remaining Planners focus on processing the development applications that are submitted to the
City and as mentioned previously, the development activities are at historic levels and have
been steadily increasing for the past decade.
While we are not requesting any new Planning staff positions with the FY 2023 budget, the
need for additional Planning staff is always there. We will continue to monitor the work and may
need to request positions in the future.

Building Division – Permits
As mentioned previously and as the chart below illustrates, the building permit pace is at historic
levels and has been growing steadily for the past decade. It should be noted that the 2021
number shown in the chart below represents the number of permits issued through the end of
November. It is expected that the total number of permits for 2021 will surpass the 2020 total.

Total Permits
3,220
2,945
2,719

1,567

1,575

2010

2011

2,082

2,082

2012

2013

2,237

2,245

2014

2015

2,597

2,563
2,339

2016

2017

2018

2019

2020

2021

The Permits staff have a hand in processing every permit that passes through the Department.
They are mindful of, and work hard to maintain, the quick turnaround times and accurate
reviews that our customers have come to expect. The Permits staff is comprised of a Plans
Examiner that manages the work group and directly supervises the Permit Supervisor, who in
turn, supervises three Permit Clerk positions (2.5 FTEs).
As the City and the workload continue to grow, we are constantly reviewing the structure and
staffing levels of the Permits work area to make sure we are managing the work effectively.
When thinking about potential process improvements, retainage and morale of employees is a
top priority. The Permit work area is one of two areas in the Department, along with the Planning
work area, where the Department has experienced some turnover in the recent past. Creating
the potential for career growth will assist in employee retainage, improve morale and enhance
services for our customers. Therefore, after much evaluation, we proposed a minor
restructuring of the Permits work area in last year’s budget. At that time, only one portion of the
request, the reclassification of the Permit Specialist to Permit Supervisor, was approved.

With that reclassification came additional job duties and the requirement for this position to
obtain Residential Plans Examiner certification through ICC. The Permits Supervisor is
responsible for the review and approval of all:
-

New single family and two-family construction
New multifamily/row housing/townhome construction
Additions and alterations to existing single and two-family structures
Additions and alterations to existing multifamily/row housing/townhome structures
Assisting the other Permit staff with accessory residential permits, such as: decks,
sheds, garages, etc.

The Permit Supervisor position performs other various duties and will enhance the overall plan
review duties. This position will continue to be supervisory to the Permits Tech I and Permits
Tech II (current Permit Clerks) positions as well as the Administrative Clerks (PSB Front Desk).
There are some duties of the former Permit Specialist position that are not being assigned to
the Permits Supervisor position. These duties are mostly being performed by one of the Permit
Clerk positions. Therefore, it is proposed that the position of Permit Tech II position be created.
This position would essentially be responsible for most of the duties of the previous Permit
Specialist position. This position would be required to obtain certification as a Permit Technician
through the ICC. We envision that this would be a promotional opportunity for our longesttenured Permits Clerk, who has already obtained the requisite certification and is doing most, if
not all, of this work currently. This structure allows the existing established duties to be
maintained with additional responsibilities assigned, allowing for growth in work volume and
equity in workload.
We are then proposing that the remaining current Permits Clerks’ positions be reclassified to
Permit Tech I. ICC certifications for this position would not be required though encouraged.
Work would be distributed evenly among the two Permit Tech I positions with both positions
scheduling inspections and issuing Mechanical, Plumbing and Electrical permits along with the
myriad of additional duties assigned to the positions. The work of the current Permits Clerks will
be maintained within the Permit Tech I positions while recognizing that the opportunity for cross
training, covering for absent staff members and maintaining work flow will be more prevalent
and enhanced.
The remaining component to this restructuring request is to convert our 0.43 (Permit Clerk)
position to a 1.0 (Permit Tech I) position. Allowing the position to be become fulltime will better
assist in achieving the goals of the restructuring, such as cross training and work equity, in-turn
enhancing customer service.

From the time that I began working for the City, I have believed that there were more efficient
and effective ways to process the workload of the Permits work area as each position performed
very specialized tasks and little crossover existed. However, when the pace of construction is
as furious as we have experience during this time, it is difficult to set aside time to examine the
process and develop alternatives. With the sustained and steady increase in workload over the
past decade, it became imperative that we examined the work area structure. Therefore, I asked
our Chief Building Official, Jeff Junker, and our Plans Examiner, Jeff Harden, to examine the
processing and staffing and come up with some improvements to more efficiently serve our
customers. This proposal is the result of approximately four years of examination and work. We
believe this minor restructuring will provide a vast improvement to the Permit workflow.
In summary, for the Permits work area we are requesting the following restructuring:
Current Title

Proposed Title

Required Certification

Permit Supervisor
Permit Clerk
Permit Clerk
Permit Clerk (0.43)

Permits Supervisor
Permit Technician II
Permit Technician I
Permit Technician I (1.0)

Residential Plans Examiner
Permit Technician
None
None

Current
Paygrade
N11
N6
N6
N6

Proposed
Paygrade
N12
N10
N8
N8

This minor restructuring allows for a more efficient, effective and equitable structure for workflow
in the Permits work area. It also allows for some upward movement within the work area, which
has not previously existed. We have completed and provided the appropriate personnel request
forms.
Building Division – Inspections
The Community Development Department currently has six building inspector positions,
consisting of a Building Inspections Supervisor, who supervises four Combination Inspector II
positions and one Combination Inspector I position. The Inspections staff works hard to process
the high volume of inspection requests. The number of inspections performed has increased
steadily and significantly over the past decade or so. With the additional Combination Inspector
position granted in the FY 2021 budget the Inspections work area is now back to the same
staffing level as 2007 – during that same timeframe the number of inspections performed have
quadrupled. The inspectors have performed 23,953 inspections in 2021 through the end of
November. That is right on pace with last year’s all-time high number of inspections. We will
likely top 24,000 inspections for the first time in the City’s history. When all Inspection staff PTO
time is factored in, this results in more than 20 inspections per working day per building
inspector.

While we are not requesting any new Building Inspector positions with the FY 2023 budget, the
need for additional Building Inspectors is always present. We will continue to monitor the work
and may need to request positions in the future.

Building Division – Code Enforcement
As noted previously, the Code Enforcement activity continues to grow in number and complexity
of cases. Code Enforcement currently has four staff – one Code Enforcement Supervisor, one
Code Enforcement Officer II and two Code Enforcement Officer I (one existing and one
beginning January 1, 2022). Generally, the Code Enforcement Officer II positions focus on
rental inspections and the Code Enforcement Officer I positions focus on nuisance abatement
and code enforcement activity. We anticipate that the current Code Enforcement Officer I will
attain the required certifications this year to allow for her promotion to the Code Enforcement
Officer II position. At that point, we will have two Code Enforcement Officer II positions focusing
on rental inspections and one Code Enforcement Officer I focused solely on nuisance
abatement and code enforcement activity.
We are not requesting any new Code Enforcement positions with the FY 2023 budget. We
would like to take this year with the newly provided position and monitor the workload in both
nuisance abatement and rental housing inspections. We will continue to monitor the work and
may need to request positions in the future.

Non-Personnel
No non-personnel request this year.

Non- Department Personnel
The Municipal Utilities Department is submitting a personnel request for a full-time Engineering
Tech II position for FY 2023. The request is being submitted as a “joint” request with the
Community Development Department. It probably makes more sense for the position to be a
Municipal Utilities position as it will office in their work area and will be supervised by Municipal
Utilities staff. The reason for the “joint” request is to express the importance of the position not
only to the Municipal Utilities Department, but also to the Community Development Department.
This position will perform work that impacts several Departments and will greatly benefit the
workflow of the Community Development Department. Ultimately, the work that will be assigned
to this position will help multiple Departments at the City provide better service to our customers.
The Community Development Department fully supports this request.

Conclusion
We are not making any new personnel or non-personnel request this year. We believe that the
minor restructuring proposed in the Permits work area is extremely important and therefore we
wanted to focus our efforts on that request this year.
Thank you for the opportunity to submit this year’s budget memo. Even though the Community
Development Department budget is small, comparatively speaking, we do appreciate the ability
to be able to provide input to you regarding the Department’s activity. If there is anything further
that you need from us, please do not hesitate to let me know.

Sam Mitchel
MEMORANDUM
TO:
FROM:
DATE:
RE:

Library Director
(p) 515.965.6461
[email protected]

Jennifer Sease, Administrative Services Director
Sam Mitchel, Library Director
December 6, 2021
FY 2023 Budget Memorandum

Mission
The Ankeny Kirkendall Public Library continues its mission to be a welcoming and inclusive
community center of learning experiences, entertainment, interaction and connection. The library
enhances community members’ lives by offering to support and nourish the community’s spirit,
imagination, and culture; providing opportunities for growth and success; contributing to the growth
and development of families and children; and supporting the economic vitality of the community.
The library provides equal access to quality information services, programs, and resources to all
members of the community.

Review
The Library Board of Trustees and staff have been at the new building for over a year.
Unfortunately, last fiscal year, COVID-19 continued to have an impact on library services with
occupancy limitations as well as little to no in-person programs. Staff, however, stepped up to the
challenge again by continuing curbside service, providing virtual programing, and offering unique
services such as activity kits. There were 201,589 patron visits and 514,425 overall circulation
compared to non-COVID impacted FY19’s statistics of 264,782 visits and 616,863 circulation.
Despite the restrictions, FY21, was at least 75% of pre-COVID statistics. The library expects that
as COVID ends and library services and programs fully resume numbers will increase
exponentially. This is already occurring into FY22 and will continue as Ankeny grows.
Major projects in FY21 were updates to the time/print management system, library calendar, and
room reservation. These technology replacements were welcomed by patrons and staff. The prior
time/print management system caused numerous issues and frustrations. Replacing it with TBS
has improved customer interactions significantly. Library Market combined two previously
independent resources into a singular, more-functional resource. Library Market has also given
flexibility to staff as they no longer have to take registration for programs by hand, but can utilize
the online calendar system. The room reservation also prevents rooms from getting double-booked
between programs and reservations.

Trends and Issues
The budget requests reflect the Board of Trustees and staff’s efforts to carry out its mission, namely
providing excellent resources and programs with excellent customer service for the community.
Respondents to the library’s recent strategic plan survey relayed that 69% view the library as very
or extremely important to their households, and 95% view the library as important for the
community. There were, however, an overwhelming amount of responses indicating that many are
unaware of the library’s offerings. There continues to be a desire to add more unique programs for
all age groups at diverse days and times without sacrificing current well-attended programs.
In order to respond to the community’s desires, the Board of Trustees and staff compared its
budget, organizational structure, collection, and programs to like-sized communities, specifically
West Des Moines and Ames. In each category, Ankeny’s library paled in comparison.
The continued growth of Ankeny makes it imperative to meet patron expectations by:
Increasing expenditures and shifting current funds for:
•
•
•
•
•
•
•

Publications: shifting funds from a current line item to have a dedicated line item for
marketing materials
Communication Services: moving outside ongoing funding to operating budget for Wi-Fi
hotspots
Travel: offering staff development with ability to attend non-local professional conferences
Special Programs & Events: offering more unique opportunities from outside performers
Special Programs & Events Supplies: moving outside ongoing funding to operating budget
Multimedia Materials: investing in and enhancing digital audio and e-book collections
Online subscription databases: maintaining pertinent resources from loss of state funding
and moving outside ongoing funding to operating budget

Adding staff and reclassification:
•
•
•
•

Circulation Manager (Reclassification): acknowledging and addressing salary discrepancies
between similar managerial positions
Communications Coordinator: ability to increase marketing and communications for library
resources, services, and programs with a dedicated staff member
Lead Library Associates: ability to provide customer consistency and a go-to person with a
deeper knowledge and skillset particularly on nights and weekends.
2nd Adult Services Librarian: ability to offer additional programs at diverse days and times

The budget requests are a direct reflection of the Ankeny community’s desires for library resources,
services and programs as identified in the community survey and strategic plan, plus a step towards
making the library more comparable to other similar-sized metro libraries.

MEMORANDUM
To:

Jennifer Sease, Administrative Services Director

From: Amy Baker, Communications Director
CC:

David Jones, City Manager
Mike Schrock, Assistant City Manager

Re:

FY 2023 Budget

Introduction
The Communications Department is extremely busy. We support all departments within the city
providing communications, marketing, event planning, community relations and more with just
two staff members. 2021 brought on many challenges with the ongoing pandemic, facility changes
and a staff member out for 3 months on medical leave, however we continued to provide high
quality support to all departments to accomplish the goals set by the City Council.
2021 accomplishments:
•

Updated social media policy for staff, appointed and elected officials.

•

Created educational tools for staff regarding 1st amendment auditors.

•

Completed the 2021 Biennial Citizen Survey.

•

Developed a communications strategy for the Albaugh Family Senior Community Center.
This included developing a new brand and building a microsite within the current
ankenyiowa.gov website as well as a social media campaign, posters and internal
communications.

•

Planning and execution of Albaugh Family Senior Community Center grand opening.

•

Wrote, designed, and published two 32-page City Guides delivered to all households in
Ankeny.

•

Professional photography created including beauty shots of Ankeny as well as Parks & Rec
programs.

•

Created a new recruitment video for the Police Department.

•

Created a video to celebrate employees with milestone anniversaries in lieu of the
Employee Luncheon.

•

Created an awards video for the Police Department and assisted with the Council
presentation.

•

Created educational video for the Fire Department about cigarette butts starting fires.

•

Created a series of three Parks & Recreation videos called Playtime with Parks & Recreation
featuring fun activities for kids.

•

Created a video to promote the summer reading program.

•

Continued work on the ankenyiowa.gov website. It saw a 32% increase in visitors this year;
moving from 240,716 visits in 2020 to 405,415 visits in 2021.

•

Social media audience continues to grow:
o Facebook – 8% increase in fans over last year, 22,674 fans, 6,439,227 impressions
o NextDoor – 14,669 verified residents in 92 neighborhoods
o Twitter – 8,026 followers, an increase of 1.5% over last year

•

Moved the annual Mayor’s Tree Lighting to its new location in the District at Prairie Trail
and made the event the finale to Dazzling in the District. This was a partnership with DRA
Properties. All planning and organization of the tree lighting and fireworks was done by the
Communications Department. Also, collaborated with the library on its participation in
Dazzling in the District.

•

The Communications Department partnered with the Uptown Association to provide
Winter Wonderlights, a drive-thru holiday light experience throughout the Uptown
business district including AMP. We also held a pop-up event with live reindeer attracting
over 500 people.

•

Managed a successful media relations program, sent 82 news release as of 12/7/21.

•

Continued focus on employee communications/engagement. We featured over 44
employees in the weekly spotlight, sent 54 weekly newsletters.

•

Created an online employee store for City of Ankeny apparel.

•

Planned and executed Employee Tailgate/appreciation picnic in September.

In progress and upcoming activities
•

Creating a new website with a new developer with the ability to create real microsites for
our specialty departments.

•

Communicate and identify opportunities from the 2021 Biennial Citizen Survey

•

Create and implement marketing strategies for Economic Development, Otter Creek Golf
Course, library and Parks & Recreation departments.

•

Developing new brand and marketing campaign to promote new summer concert series.

•

Working with HR to develop a recruitment strategy for hard to fill positions.

•

Focus on telling our stories through videos for both internal and external audiences.

•

Focusing on communicating the Capital Improvement Projects to our community on an
ongoing basis.

•

Assisting Police and Fire departments with a recruitment strategy and marketing plan.

•

Working with HR to develop and implement a new employee orientation.

FY 2023 Initiatives
The Communications Department will continue to provide support to departments to accomplish
the goals set by the City Council. In addition to general communications, we would like to focus
on marketing our revenue generating programs in FY 2023. Given the current workload for our
staff of two, we need to add a dedicated marketing professional to help market our programs
successfully. Departments do not have dedicated marketing specialists and there is room for great
improvements with a focused effort. This would include adding social media channels for
departments such as police and fire with a focus on recruiting in addition to providing more
oversight to those who have accounts but don’t fully utilize them such as Otter Creek and the
library. We have the need for a videographer/graphic designer as well. We have so many video
opportunities but do not have the staff or budget to fulfill the need. All of our video work is
contracted out and the majority of our high-level design work is on contract. We would like to have
a communications focus as well as a marketing focus. Our current staffing situation does not allow
for this.
We continue to enhance the ankenyiowa.gov website within our limited capabilities with our web
provider. We have researched new web providers and found solutions to lower our annual costs
while providing a new and improved website. A new web provider would also allow us to build a
new website and real microsites for our select departments, texting service, and provide online
payment solutions.
The Communications Department will continue to build relationships with the media, its employees
and numerous other stakeholders to ensure people are knowledgeable of the efforts that are
occurring within and by the City. The Citizen Survey results showed our satisfaction rate regarding
public information decreased significantly in 2021. We will find ways to improve this score and
provide improved communication to our residents.

FY 2023 Budget
The proposed FY 2023 budget for Communications will need to be increased to support the two
staff members I am requesting as well as the funds to cover a new website provider and a marketing
budget necessary to implement marketing strategies.
Additions to FY 2023 budget:
• Graphic design specialist - $$95,490
• Digital marketing specialist - $104,648
• New website provider - $30,000 – a new provider would allow us to eliminate the need for
Site Improve and Catchwind, saving over $5,000 a year. In addition, our annual
maintenance/hosting fee would be reduced from $8,400 to $4,000 annually.
• Marketing budget - $10,000
Thank you for supporting the Communications Department. We are looking forward to taking the
Communications Department to the next level with the addition of staff that we desperately need.
We plan to continue to support the exciting new projects in FY 2023, strengthen the Ankeny brand,
implement new marketing strategies, as well as continuing to build and protect the reputation of
the City. If there are any questions regarding the Communications Department’s FY 2023 budget
requests, please contact me at 965-6414 or [email protected].
Respectfully submitted,

Amy Baker

TO:

FROM:
DATE:
RE:

DAVID JONES, CITY MANAGER
MICHAEL SCHROCK, ASSISTANT CITY MANAGER
JENNIFER SEASE, ADMINISTRATIVE SERVICES DIRECTOR
NICK LENOX, PARKS & RECREATION DIRECTOR
DECEMBER 2, 2021
FY23 PARKS & RECREATION BUDGET MEMORANDUM

In 2021 and throughout the pandemic, the Parks & Recreation Department has been an
essential partner in supporting community wellbeing and reopening efforts. Through new health
and safety guidelines, we were able to provide safe spaces for our community to exercise,
compete, gather in socially distant ways, find peace among nature and most importantly, have
fun. While the Centers for Disease Control and Prevention reports that the risk of exposure to
COVID is low for children, research makes it clear that, compared to adults, children are more
vulnerable to the emotional impact of traumatic events that disrupt their daily lives. Now more
than ever parks, playgrounds, facilities, trails and greenspaces are needed to support physical
and mental health. Our department is proud to be delivering these fundamental and essential
services to support our community.
Celebrate Success
The City of Ankeny Parks & Recreation Department continues to “bring the community together
through our clean and safe parks, quality recreation programs, connected trails and wellmaintained facilities”. A brief overview of some significant accomplishments in 2021:
✓ Completed the Older Parks Assessment and Renovation Plan. Adopted in 2016, this
plan included over $1.3M in improvements to renovate existing parks and facilities.
✓ Park development projects included: installation of The District playground, Phase 2
Construction of Centennial Park, trail construction and shelter installation at Wildflower
Park, Village Park trail reconfiguration, Hawkeye Pond dredging project, renovation of
Sunrise, Sunset and Otter Creek ballfields, installation of agility equipment at the Dog
Park, Lakeside Center drive asphalt overlay and relocation of the Ankeny Community
Garden.
✓ Successfully opened and operated Cascade Falls and Prairie Ridge Aquatic Centers;
transitioned to online membership sales and completed more than 2,700 learn-to-swim
lessons for the community.
✓ New recreation program offerings included Art Camps, Safe@Home, Ballroom Dance,
Real Food 4 Kids Cooking Club, Mad Scientist Kit, Spirit League Adaptive Program,
Iowa Rush Soccer Camp, Basketball Skills and a Valentine’s Craft Kit.
✓ Implemented Phase 2 of the Parks Maintenance Facility Renovations. Improvements to
the original engineered 50’x130’ metal building included: interior work construction of
new offices, restroom facilities, locker rooms, lights and break room; exterior work

included new doors, windows, wall panels, roof and the addition of a customer parking
lot.
✓ Successfully bid and started construction on the High Trestle Trail Extension Project
over Oralabor Road.
✓ Prairie Ridge Sports Complex accomplishments included the renovation and drainage
installation on soccer field #32, as well as the completed construction of a fifth tee ball
field.
✓ Otter Creek Golf Course set a record at the renovated course (2009) with 33,426 rounds
played. Additionally, the course hosted the USGA Mid-Amateur Qualifier, Iowa Girls High
School State Championship and Iowa Community College Women’s Regional.

Administration
People are the most important resource in any organization. The one overarching concern
throughout the Parks & Recreation Department has been our lack of ability to hire and retain
seasonal positions. Across the country employers are struggling to fill open positions, and
Ankeny is not immune to the struggle. We rely on over 300 seasonal staff to help maintain,
supervise and run our programming and facilities. Even when people are hired, many quit soon
after. Fulltime staff are being left with the burden and strain of continually going above and
beyond to make programs run, keep facilities open and sites maintained. These impacts can
adversely affect our ability to attract and retain the best employees and have a detrimental
effect on productivity. As we all want to be valued for our work, it’s vital to recognize and reward
both fulltime and seasonal employees for a job well done. We are appreciative of City
Administration’s open conversations with helping us better address our staffing concerns and
continually working towards Ankeny being an employer of choice. If staffing shortages continue,
it is highly likely that some of our facilities will need to have shortened hours, and where
necessary, reduce our services.
We are very excited for the groundbreaking ceremonies and opening of the Albaugh Family
Senior Community Center in December. Construction is nearing completion and staff has been
very busy finalizing all of the operational details with Polk County. This new facility will support
and enhance the health and wellness for both residents and the surrounding communities for
generations to come.
The indoor sports facility needs assessment/feasibility study was launched in 2021. The study
will help determine the feasibility of building and operating an indoor sports facility to support
current and future Parks & Recreation programming, as well as general community use. The
study includes a market and demand analysis that evaluates the need and demand for indoor
recreation/space. The report assesses the City’s market conditions/relationships that could
impact the projected uses of this type of facility as Ankeny continues to grow. We have received
a final draft document and will soon be bringing the study’s results and recommendations before
City Council.

Parks & Facilities Maintenance
Public parks contribute to the overall quality of life in our community. Parks maintenance
workers perform a variety of tasks that keep public parks clean and safe for use. Within the
Parks Division we continue to maintain additional miles of trail, park acres, detention basins and
facilities.
High Trestle Trail Extension Project - this project included construction of a 10’ PCC trail along
old railroad grade and an overpass on Oralabor Road. This unique trail project will directly
connect three regional trails together in south Ankeny. The preconstruction meeting was held
June 21 with work beginning shortly thereafter. Currently, the project is approximately 30%
complete with the embankments formed and the abutment framing and driving of pilings set to
begin.
Phase 1 of the Park Maintenance facility renovations have been completed, which included a
new 50’ by 80’ insulated metal addition (four bays) to the west side of the existing building and
expansion of the asphalt maintenance yard. Phase 2 began construction in 2021 and is nearly
complete. The addition and renovations to the existing facility will exponentially increase our
efficiency and effectiveness to meet the community’s needs well into the future.
As Ankeny continues to grow, we accept the challenge of often having to do more with less
while providing a safe work environment for our employees. All of the maintenance tasks we
complete, no matter how small, are important to our residents. We are very reactive to all of the
city-wide department requests and work orders, which in turn doesn’t allow us to spend as much
time as we would like to working in our park system. We hope to add a groundskeeper position
this coming year to improve the lawn care and groundskeeping throughout the city. Our exterior
appearance to the community is just as important as other critical aspects. We need to increase
our regular maintenance and create safer parks, facilities and that all-important first impression.
2022 Priorities:
• Bellagio Park construction
• Expand the Facility Maintenance Division
• Contract bids/renewals for several maintenance agreements
• Replace Lead Maintenance Technician
• Detention basin maintenance
• Rock Creek trail and native plantings project
• Phase 1 Des Moines Street Park construction
• Cherry Glenn ballfield construction

Otter Creek Golf Course
The 2021 golf season witnessed a huge bounce back and record numbers after periodically
closing in 2020 due to COVID. There was a record 33,426 rounds played at Otter Creek this
year, 12,593 more rounds than in 2019. Golf outings and league numbers also contributed to
record green fees and nearly 26,000 cart rentals. Our golf fleet is heading into its fifth and final
year. All carts have been serviced this season and the batteries were replaced (under
warrantee), if needed. We will begin looking into bidding and replacing the carts and Visage
GPS system at the conclusion of the 2022 season.

Due to COVID, the Pinnacle Club had capacity restrictions and mask mandates from JanuaryMay. The Pinnacle Club lost a total of 13 banquets due to this and one of our bigger weekly
renters. This resulted in a total loss of 65 banquet events and $12,375 of banquet room rental
revenue. The Tin Cup Bar & Grille opened on April 5th with half capacity restrictions in place.
On the positive side, we opened with a full menu and implemented an online ordering website
through Ordereze. This new online ordering system helped eliminate phone orders in the Tin
Cup when our wait staff was busy on the floor waiting tables or helping golfers with
concessions. There was a total of 165 online orders through the Ordereze website this year,
with 17 positive reviews submitted. Food sales from the Tin Cup were the highest in the
restaurant’s history with a total of $109,672, up from $94,279 in 2019. Alcohol sales also
increased to $276,832, compared to $196,107 in 2019.
Comparatively, this summer was hot and dry. We pumped approximately 32 million gallons of
water from the creek and wells at the Talons of Tuscany, about the same number as last year
and well below the 44 million gallons we are allowed by the Iowa Department of Natural
Resources. In a preventative maintenance measure, this fall we will be pulling the water transfer
pump to have it refurbished. This process will help prevent future breakdowns, lower electrical
costs by making it more efficient and prolong the life of the equipment.
Otter Creek is positioned well for the future. Our golf course is one of Iowa’s best. People enjoy
the layout and the great course conditions. COVID brought a resurgence back to the golf
industry and we have seen improved numbers with play and driving range use. Otter Creek Golf
Course was able to finish FY21 with revenues exceeding expenditures by $337,975.
2022 Priorities:
• Replace golf cart fleet and GPS monitoring system
• Replace existing security cameras
• Increase exposure with no cost marketing (social media and website campaigns) for
Pinnacle Club events to increase bookings, with an emphasis on weddings, including the
new patio rebuild and the addition of wedding ceremonies.
• Continue to protect sensitive areas and respect neighboring golf course property owners
• Contract outside design consultant to provide preliminary renovation recommendations
for the Pinnacle Club and Tin Cup
• Preventative maintenance to recondition both irrigation pumps and motors

Recreation & Culture
The COVID pandemic continues to take a heavy toll on the world of sport, both in the
professional and in the recreational spheres. After a splintered 2020, the Recreation Division
has seen a welcome increase in participation numbers across its programming in 2021. While
overall numbers are up across the board, the lasting impacts of the pandemic will be around for
a while as we continue to navigate current conditions and safety recommendations. The
biggest key for the Recreation Division in 2021 is that programming has returned, and we are
seeking new and different ways to grow offerings and participation numbers.
The largest revenue categories within the division fall along the three lines of youth team sports,
adult sports, and specialty programming. The following charts show our number of participants
during the 2021 campaign, in comparison to 2019, to compare what lasting impacts there may

be from the onset of the pandemic in 2020. Notice that youth program numbers have
rebounded, while many of the adult offerings have failed to see the same bounce-back. Youth
basketball was the first sport we offered to return from the pandemic, as it began with a
shortened season in February.

YOUTH TEAM SPORTS

2019 Participants

2021 Participants

Soccer

898

1229

Girls Fall Softball

373

456

Tee Ball/Blast Ball

841

944

Tennis

285

371

Basketball

1800

1129

Volleyball

242

155

ADULT SPORTS

2019 Teams

2021 Teams

Sand Volleyball

157

99

Softball

98

85

Indoor Basketball

57

15

Indoor Volleyball

75

34

SPECIALTY PROGRAMS

2019 Participants

2021 Participants

Youth Triathlon

133

206

Parkour

145

235

Lacrosse Camp

25

47

Martial Arts

219

331

The good news is that much of the demand seen prior to 2020 has returned, specifically for
youth programming. Conversely however, the availability of indoor space continues to be less
and less. As the Ankeny Community School District continues to grow, it too utilizes more gym
space, causing additional restrictions of available hours, especially at the four middle schools.

As the 2022 youth basketball season begins to take shape, many of our oldest divisions are
having to practice at elementary school gyms and not middle school gyms (as they have in the
past) due to availability, which in turn leaves less space for the younger divisions to practice and
fewer options for community gym lottery participants.
2022 Priorities:
• Competitively hire and retain seasonal staff
• Prioritize the needs of Ankeny residents to ensure that successful programs and
activities are supported in the new Community Center
• Host a weekly public special event at the AMP site to better utilize the facility
• Installation of a security camera system at the Hawkeye Sports Complex and Miracle
League concession stands
• Purchase new tables for the Outdoor Education Center

Aquatics
Ankeny Aquatics opened its doors on time after a fractured 2020 season. Cascade Falls and
Prairie Ridge Aquatic Centers opened May 29th with capacity restrictions (1,200 at Cascade
Falls and 600 for Prairie Ridge), but by June 20th, the restrictions were lifted as pandemic
conditions improved. We continued with the additional daily cleanings throughout the season
that were established in 2020 as precautionary safety measure to combat COVID. As the
season progressed and weather cooperated, we had record admissions and concessions
numbers, sold 3,911 season passes, and provided swim lessons to more than 2,700 children
and adults. The community and surrounding cities were excited to have a sense of normalcy
and once again go to the facilities that they have come to enjoy.
New for 2021 was the sale of online aquatic memberships. This process has been discussed
and vetted with staff and our software provider for a few years now. Before its launch, we
wanted to make sure that it would fit and meet the needs of our community and department
operations. Overall, we received a lot of positive feedback for providing the new service. The
process greatly reduced the amount of people coming into the office during the pandemic and
made it convenient for patrons to purchase a pass without having to make an extra stop.
Our facilities saw quite a few improvement projects and repairs in the fall of 2020 and spring of
2021. The derecho in August, 2020 led to unplanned repairs on the swirl bowl shade structure,
three shade canopies, a light fixture for the rec pool, new fascia for the Cascade Falls entrance
and the replacement of shade umbrellas for Prairie Ridge. The first planned and very large
project was painting the two flume slides and kiddie slide at Cascade Falls, which improved their
coloring and interior gel coatings to appear as new. Additionally, this fall we successfully bid and
painted the lazy river at Cascade Falls, which is on a four-year maintenance rotation with the
other bodies of water.
The Prairie Ridge Aquatic Center resurfacing project was initially bid in 2021. However, given
the amount above the engineer's estimate and the lack of additional competitive bids, staff
recommended that this bid be rejected and the project be repackaged with the intent of
obtaining multiple competitive bids. One scope item that contributed to the high bid is the depth
of the surfacing removal that was specified. A thinner depth of removal can be expected to yield
a lower bid price, yet still provide a lasting product.

The City of Ankeny has an active community that appreciates and continues to desire more
programming and opportunities at Prairie Ridge and Cascade Falls Aquatic Centers. We were
able to operate at cost recovery this season, with revenues exceeding expenditures by
approximately $270,000. This net profit supports the general fund and lessons the overall
subsidy of the Parks & Recreation Department.
2022 Priorities:
• New paint on the Prairie Ridge slides, including two flume slides and the family slide
• Replace chairs at Cascade Falls and Prairie Ridge Aquatic Centers
• Increase lifeguard training programs to help ensure appropriate staffing levels and
develop new team members within the community
• Replace three slide landing pads at Cascade Falls and two slide landing pads at Prairie
Ridge
• Replace Diamond Brite pool surface at the Prairie Ridge Aquatic Center
Prairie Ridge Sports Complex (PRSC)
In 2020, COVID implications canceled the spring seasons for Little League, Rush Soccer Club
and Lacrosse. Scheduled practices, games and tournaments were able to start as scheduled
this year. Daily events weren’t as high as we anticipated them to be when it came to field usage
by the local clubs but the tournament trend continued to remain strong again this year. We
averaged approximately 47 events per day, an increase from 39 events per day in 2021 and
scheduled a total of 5,166 practices and 4,933 games. Below is a brief snapshot of events and
program numbers from 2019-2021:
PRSC YEARLY EVENTS
Total Scheduled Games

2019
6,672

2020
3,163

2021
4,933

Total Scheduled Practices

5,548

3,359

5,166

Total Scheduled Events

12,220

6,522

10,099

Average events per day

56.6

39.77

46.75

Total Tournaments

40

28

40

Construction of a fifth tee ball field was completed at the complex. With the growth of Little
League and an increase in younger participation numbers, an additional tee ball field at the
complex will alleviate some of the current congestion. Little League’s season runs from midApril through June. Currently, with a large number of participants in the lower levels (utilizing
tee ball fields #12 - #15), Little League needs to schedule games on fields #1 - #4 (baseball
fields) that typically would utilize a skinned infield. By adding a fifth tee ball field, 15 pre-little
league games a week will no longer need to be scheduled on fields #1 - #4. Over a nine-week
season that equates to 135 games of wear-and-tear on the turf infields. This improvement was
driven and requested by Little League and they are very happy and appreciative with the final
product.

The new groundskeeper position finished his first full season at the complex this past June. This
position requires the ability to perform specialized job functions specific to baseball, softball,
soccer, lacrosse and football programs, including turf health/cultural practices, maintaining
irrigation systems, running and repairing minor equipment and ensuring safe field conditions.
The welcomed addition of this position helped reduce weekly overtime hours and alleviated the
number of weekends that fulltime staff are currently working March-November. The positive
impacts it not only had on the maintenance of the complex but morale of the employees was
instantaneous.
2022 Priorities:
• Complete installation of softball shade/safety canopies
• Paint foul poles and field goal posts
• Paint and repair exterior doors
• Install bottle filling stations at softball and football concessions
• Better identify current and future needs related to increased use of the athletic fields

Hawkeye Sports Complex
The spring adult leagues started on schedule in April & May for the 2021 campaigns. A few
modified rules were still in place due to COVID and participation numbers rose significantly in
the spring compared to 2020. Fall numbers did rise slightly compared to 2020. We were also
able to open programming for our Miracle League participants this year for both seasons.
Overall, participation numbers for adult sport leagues have yet to recover from pre-pandemic
levels.
We continued to use modified rules/procedures to mitigate risk associated with COVID. We kept
the separate home plate runner’s line to reduce person to person contact. We also cleaned and
sanitized more touch points in and around the concession stands. From 2020 to 2021, our total
number of adult teams increased by 78%; numbers were still down 45% from 2019 however.
While our total revenue was up significantly from 2020, our expenses are the highest they have
ever been. The bulk of this can be attributed to a strained supply chain and rising product costs.
The two biggest challenges the complex continues to face are capacity and maintenance. Both
softball and sand volleyball leagues were annually rising in numbers before the pandemic hit,
but registration in all leagues leveled off as the increased team numbers pushed game times
into the ten o’clock hour. There have been teams in both softball and sand volleyball who are
defecting to other city/organization leagues that offer better flexibility in terms of what night and
time you are able to play. Maintenance costs are the second area of concern. Whether referring
to softball fields or sand volleyball courts, maintaining areas of play is costly and timeconsuming in terms of both payroll and material costs. The best method of preservation for
these high-use areas is to annually budget for increased maintenance costs. Replacement of
equipment and additional maintenance materials are common in an outdoor environment like
this that sees heavy use not only from league play, but also general community use outside of
official league hours.
2022 Priorities:
• Repair and replace fencing at complex

FY 2023 Budget Priorities
With Ankeny’s development not slowing down in the foreseeable future, we need to continue to
reinvest in our employees and provide them the resources to keep performing at a high level
and within capacity. The following represents a prioritized list of the key supplemental requests
submitted:
1. Personnel: Creating a strong and wholesome working environment all while meeting the
public’s needs for services and facilities is vital when supporting personnel. The Parks &
Recreation Department staff continually go above and beyond expectations to make
certain that safety, programming, and our facilities are being maintained and operated
for the community at a high level.
Below is a list of personnel forms being submitted to recognize current staff and increase
support for our Department’s goals and priorities:
•
•
•
•
•
•
•

Cultural Arts Coordinator
Park Maintenance Technician - Groundskeeper
Parks Project Manager
Essential Department Internships
Park Tech II Promotion
Groundskeeper II Promotion
Asst Greenskeeper at Otter Creek Golf Course

2. Replace #653 Jacobsen AR-522 Mower: This unit was purchased in FY17 and has
2,985 hours on it. In 2020 and 2021 over $9,900 worth of repairs were completed on this
mower. The total spent on repairs to this mower is now at $16,000 in 5 years. When
converting the mowing of the fields to in-house, the mower was proposed and put on the
5-year equipment reserve program. This mower was ordered on 5/31/16. This mower is
used to mow 25 acres of soccer and football fields three times per week. Total 75 acres
per week. The mower is used for 24 hours per week during the growing season and
approximately 550 hours per year. If this mower is replaced in FY23 it will have
approximately 3,300 hours on it at the time of trade-in.
3. Replace #610 ½ Ton Pickup: Unit #610 is listed as “needs immediate consideration for
replacement” on the city vehicle equipment rating spreadsheet. This is a 2014, twowheel drive, ½ ton pickup with 105,000 miles and a salvage title due to its condition.
Unit #610 is a “front-line” vehicle that is used every day, all day by our maintenance
staff. This unit checks our parks and facilities garbage cans on a daily basis year-round
in our parks system. Additionally, with the salvage tag, Central Garage emphasized that
this vehicle needs immediate replacement.
4. Progressive Pro Flex 120 Mower: The 2010 Progressive Pro Flex mower is our main
large area rough mower. While it doesn’t have an hour meter on it, the tractor we use to
pull it has over 5,000 hours so it has to be close to that as well. The Pro Flex does a
great job mowing rough areas and covers a lot of terrain each day. All rough areas on
the course are mowed once a week, in addition to two adjacent neighborhood parks (this
is approximately 35 acres). Each fall we aerate fairways and this mower is able to

cut/process aeration cores. This is the best way to clean-up after the routine
maintenance. Staff is proposing to trade the 1999 Jacobsen 5111, as it is no longer a
reliable mower.
5. Replace #607 ½ Ton Pickup: Unit #607 was listed for replacement within another
department in 2020 and then we inherited it to compensate for our vehicle shortage after
adding a staff person in 2019. This unit is listed on the Vehicle Equipment Rating
spreadsheet as “needs immediate consideration for replacement”. This is a model year
2005 with 75,000 miles on it and was due to be replaced within another department two
years ago. The replacement for this vehicle would be a new ½ ton 4x4 pickup with a
standard cab and 8’ box. It would be primarily used for housing maintenance supplies for
our aquatic facilities during the spring/summer and staff transportation for multiple duties
during the fall and winter months. This is considered a “front-line” vehicle for the parks
division.
6. Replace unit #652 Toro 7200 Groundsmaster: Unit #652 serves as the main mower
for the baseball and softball fields at PRSC and Hawkeye Park. This unit currently has
over 2,440 hours on it. On average, this unit is being used 30 hours a week to mow 60
acres of turf. In the winter months it is switched over to a snow plowing unit that is
utilized by the Parks Department to plow city building entrances and 4-foot city owned
sidewalks. It is the only piece of equipment that is able to plow 4-foot sidewalks. This
unit has a cab and trac system along with a snow blade and snow blower that are
specific to this unit and will not be traded. The trac system was replaced in August 2019
for $5,000. Staff recommends that the mower not be traded and transferred to the Park
Maintenance Division for snow removal operations. The transfer unit would be kept as a
primary unit for snow plowing operations in the winter and in the summer months the unit
could be used as a mower to help Park Maintenance when areas are missed by the
mowing contractor and/or as a backup mower to PRSC staff during large tournaments
when mowing must be completed in the early mornings before games.

Please let me know if you have any questions or would like any additional information. Thank
you again for your continued support.
Respectfully submitted,

Dawn Gean
MEMORANDUM
TO:

Budget Team

DATE:

December 6, 2021

RE:

FY 2023 HR Budget Memorandum

Human Resources Director
(p) 515.965.6408 (f) 515.965.6416
[email protected]

Goals and Significant Issues
Goals for FY23:
1) Successfully recruit new staff for all departments approved for FY23.
2) Annual review and update of Employee Handbook and other personnel policies.
3) Evaluate processes to become more paperless.
4) Continue to develop policies and benefits that make Ankeny a desirable top workplace.
Funding for some of the above projects and/or benefits will be needed to complete these goals.
Personnel information
Fiscal Year 2022 Employment Data
Authorized FTE: 340.47
Authorized FT employees: 293
Applications received in CY2021 to date: 3,054
# Perm FT Terminations CY2021 to date: 19
Turnover rate for FT: 6.49%
# New Hires in CY2021 to date (FT/PT/SE): 278
# W-2s (employees) in CY2021: 738
FY22 New Positions Approved-8.12 FTE
Police Sergeant – 01/01/22
Police Sergeant – 01/01/22
Fire Lieutenant – 10/01/21
Code Enforcement Officer I – 01/01/22
Facilities Maintenance Superintendent – 10/01/21
Administrative Clerk (.56) – 11/01/21
Administrative Clerk (.56) – 11/01/21
City Engineer – 07/01/21
Equipment Operator – 07/01/21

*Recreation Specialist PT for Senior Community Center was added for 27.5 hrs per wk
FY22 Replacements Filled-13
Police Officer- hired 8/23/21
Police Officer- hired 8/30/21
Police Records Clerk-hired 7/6/21
Civil Engineer I-hired 8/2/21
Youth Librarian-hired 7/6/21
Planner-hired 8/2/21
Administrative Clerk-hired 8/10/21
Engineering Tech I-hired 8/23/21
Equipment Operator-hired 9/13/21
Utilities Operator-hired 9/14/21
Teen Librarian-hired 10/18/21
Assistant City Manager-hired 11/1/21
FF/EMT-hired 11/22/21
Division Chief-Community Risk Reduction hired 1/3/22
FY22 Current Openings in recruitment process
Police Officers-5
Code Enforcement Officer
Facilities Maintenance Technician
Utilities Operator
Equipment Operator
Customer Service Supervisor
Benefits
For the plan year ending 6/30/21 our medical and dental plans paid out $3,393,080 in claim
dollars (a 9.1% increase from last plan year) and $455,278 in premiums and fees (a 4.75%
increase from last plan year). Employee/retiree/cobra contributions for the same plan year
totaled $654,288. The 7/1/21 Wellmark renewal numbers came in at an estimated 6.4%
increase to the health plan fixed costs. Our current plans with Wellmark are a $750/$1500
deductible PPO plan and High Deductible Health Plan (HDHP) with a Health Savings Account
(HSA). For the HDHP the City contributed half of the deductible $2800/$5600 into a health
saving account for the benefit of the employee. For FY22 we continued to give a 2% reduction
in the premium for employees who participated in the wellness program. We also continued
an online enrollment system for all employee benefits. Employees can view their benefit
elections, watch videos, and find out any information on the benefit offerings anytime of the
year. For FY23 the premium rates for all employees will remain at 10%, or 8% for wellness
participants. We need to continue to cost share the health insurance premiums with employees
so we engage them to become better consumers of their health care dollars.
Compensation
FY2021 – 7/1/20-6/30/21
Gross wages = $24,395,374

Employer paid Health/Dental/Life/LTD = $4,012,698
Employee paid Health/Dental = $509,012
Employer paid Pension Costs = $3,552,374
Employee paid Pension Costs = $1,696,638
For FY22 all pay plans received an across the board adjustment of 2.5%.
It is important that the City continue to ensure that the compensation and classification system
is both internally and externally equitable to recruit and retain quality employees. To do that
we are recommending changes to the existing pay plans for FY23.
Pensions
Municipal Fire and Police Retirement System of Iowa (MFPRSI) contributions:
Membership Group
FY21 Police/Fire
FY22 Police/Fire
FY23 Police/Fire

Member
9.4%
9.4%
9.4%

Employer
25.31%
26.18%
23.90%

Total Rate
34.71%
35.58%
33.30%

Increase/Decrease
+ .9%
+ .87%
- 2.28%

Iowa Public Employees Retirement System (IPERS) contributions:
Membership Group
FY21 Regular (01)
FY22 Regular (01)
FY23 Regular (01)

Member
6.29%
6.29%
6.29%

Employer
9.44%
9.44%
9.44%

Total Rate
15.73%
15.73%
15.73%

Increase/Decrease
No change
No change
No change

FY21 Protection (13)
FY22 Protection (13)
FY23 Protection (13)

6.41%
6.21%
6.21%

9.61%
9.31%
9.31%

16.02%
15.52%
15.52%

- .5%
- .5%
No change

Unions
All three union contracts (Police, Fire, and AFSCME) were re-negotiated in 2018 producing
five year collective bargaining agreements ending June 30, 2023. Due to the market
comparable data and the cost of inflation in 2021, the City decided to open up negotiations for
the last year, fiscal year 23, of the contracts. Tentative agreements were reached with all three
unions and new wage tables will be effective for July 1, 2022.
Retirement Health Savings (RHS) Program
The VantageCare Retirement Health Savings Plan administered by Mission Square is
designed to help retirees pay for future health care costs through this tax advantaged savings
and investment vehicle. For those who qualify, a portion of the employee’s sick leave balance
will be placed into a retirement health savings plan (RHS) along with the value of any remaining

vacation time payable at the time of retirement. This money is pre-tax for federal, state, and
FICA. The money can be used after retirement to pay for out of pocket health expenses and
premiums. This will help to bridge the gap until employees are eligible for Medicare. We
currently have 25 retirees active in this program.
A+ Employee Benefit Wellness Plan
Due to the pandemic, we were unable to offer health screenings to employees in 2020 and
2021. We are planning on completing biometric screenings for employees in January 2022.
In October 2019 we had approximately 74% of our full time workforce participate in the health
screening. Employees who participate in the wellness program are required to go through a
biometric health screening, and complete five other voluntary events for the year. If they
complete these requirements they will earn a 2% premium reduction in the cost of their portion
of the health insurance. We continue to offer flu shots and Covid-19 vaccines to employees at
no cost. We also offer lunch-n-learns where employees can be educated on different wellness
topics, although these were limited this year due to pandemic. Employees can also receive a
wellness reimbursement each year for gym memberships, fitness related event fees, weight
loss programs, etc. Return on investment for wellness plans is always hard to determine but
the more time we spend educating and giving our employees the resources needed to achieve
healthy lifestyles, the better the financial condition of our self-funded health plan.
Patient Protection and Affordable Care Act (“PPACA”)
The legislative changes of the Affordable Care Act will have an impact on the City health plan.
In FY16 the City began offering health insurance to our part time employees averaging 30
hours/week or more. We continue to offer the coverage to part time employees with no City
contribution, making it “not affordable” under the Act. If an employee then goes to purchase
insurance from the Marketplace and receives the subsidy, the City will pay the penalty of
$3,000 per individual receiving the credit. To date, no penalties have been imposed.
Plan year beginning 7/1/15 - 29 qualified, 0 enrolled
Plan year beginning 7/1/16 - 34 qualified, 0 enrolled
Plan year beginning 7/1/17 - 35 qualified, 0 enrolled
Plan year beginning 7/1/18 - 34 qualified, 1 enrolled
Plan year beginning 7/1/19 - 33 qualified, 1 enrolled
Plan year beginning 7/1/20 – 24 qualified, 1 enrolled
Plan year beginning 7/1/21 – 36 qualified, 0 enrolled
The Affordable Care Act imposes a fee on issuers of specified health insurance policies
and plan sponsors of applicable self-insured health plans to help fund the PatientCentered Outcomes Research Institute (PCORI). The amount of the fee is adjusted each
year for inflation. IRS Form 720 is filed annually by July 31. These PCORI fees were to
end in 2019. However, in a somewhat unexpected move, Congress extended the Patient
Centered Outcomes Research Institute (PCORI) Fee for an additional 10 years. This means
that the Fee, which expired on September 30, 2019, will continue to apply for plan or policy
years ending on or before September 30, 2029.
Plan year ending 6/30/14 paid $1,810 ($2.00/covered life)
Plan year ending 6/30/15 paid $1,332 ($2.08/covered life)

Plan year ending 6/30/16 paid $1,422 ($2.17/covered life)
Plan year ending 6/30/17 paid $1,482 ($2.26/covered life)
Plan year ending 6/30/18 paid $1,615 ($2.39/covered life)
Plan year ending 6/30/19 paid $1,821 ($2.45/covered life)
Plan year ending 6/30/20 paid $1,984 ($2.54/covered life)
Plan year ending 6/30/21 paid $2,117 ($2.66/covered life)
The Affordable Care Act established a transitional reinsurance program to stabilize premiums
in the individual market inside and outside of the Marketplaces. The transitional reinsurance
program will collect contributions from contributing entities to fund reinsurance payments to
issuers of non-grandfathered reinsurance-eligible individual market plans, the administrative
costs of operating the reinsurance program, and the General Fund of the U.S. Treasury for
the 2014, 2015, and 2016 benefit years. The transitional reinsurance fee has ceased for
calendar years 2017 and beyond.
Calendar year ending 12/31/14 paid $39,195 ($63/covered life)
Calendar year ending 12/31/15 paid $28,292 ($44/covered life)
Calendar year ending 12/31/16 paid $17,847 ($27/covered life)
We are also required to report the value of employer sponsored health coverage on the W-2.
Continued this year is the reporting to the IRS of minimum essential coverage offered to fulltime employees (those averaging the 30 hours/week). All employees who were offered
coverage will receive a 1095-C form to submit to the IRS with their tax return for 2021. Holmes
Murphy, our broker, has evaluated the impact of several requirements of the Act and will
continue to provide us direction on how to handle these changes.
Summary
Looking ahead to the future many of the same issues occur year to year. The City staffing
needs will continue to grow in all departments with the increase in population and
infrastructure. Advertising dollars will be spent wisely as we continue to use free website
advertising. We will continue to look at ways to be more efficient within the HR department.
Challenges we will encounter include rising health care costs, compensation issues, employee
recruitment and retention, and succession planning for our aging workforce.
I thank you for your continued support of the Human Resources Department.

Denise Hoy, CMC
City Clerk
City Clerk’s Office

FY2023 BUDGET MEMORANDUM
DATE:

December 3, 2021

New Adjustments
2021 has been a hybrid year for the Clerk’s Office. Staff came back to work after working at home
during the highest outbreak of Covid 19. We moved back to City Hall, and we have learned to
thrive in the hybrid world we now live and work in. Staff has been flexible in learning new tasks
such as conducting electronic meetings, our new permitting process, and working with one less
person in the Records Clerk position. They have told me they feel like the Clerk’s Office is running
like a well-oiled machine. They rely on and help each other with tasks as needed, and generally
seem content and happy with their jobs. This makes the Clerk’s job easy!
Permitting & Licensing
Compared to 2020, 2021 shows a notable increase in permitting and licensing. We have worked
through the new processes and continue to tweak them as we go. You can see by the chart
below the number of permits issued in comparison to last year.
Permit
Cigarette
Beer & Liquor
Hunting
Mobile Food Vendors
Noise
Peddler/Solicitor
Solid Waste
Special Events
Block Parties

2020
45
182
2
16
18
33
7
17
15

2021
49
182
3
41
32
79
7
28
31

The online Pet Licensing and Dog Park Pass process has also gone well. The public has
embraced the idea of doing this business online. We have just a few that we help by giving a
paper form and they mail it to PetData. Revenues for Pet Licensing have increased from an
average of $22,000 per year to over $44,000. Outreach by the Clerk’s Office to educate the public
about pet licensing has also helped to increase the number that are now registering their pets.
Records Management
The City Clerk’s Office is responsible for maintaining all public records, which consist of storage,
retention and scanning of official records. Our mission is to provide timely, professional and

courteous service to the public, City Council, City staff and to provide continued commitment to
innovative processes for information management and the preservation of Ankeny’s history.
The Clerk’s Team is currently working on auditing old files and assuring they are scanned in
DocuShare, our electronic filing system. This gives us permanent, searchable storage, not to
mention frees up space in City Hall by eliminating the need for file cabinets, which have been
shared with other departments.
Public records requests are another job that our office is in charge of. We have noticed an
increase in requests over this past year - 135 year-to-date from 71 requests last year. Currently
we are handling this all manually; however, as demands increase, we may see the need for a
FOIA software to help track these.
City Code
This year we began codifying Ankeny’s newly adopted ordinances monthly rather than quarterly.
This means that the Code is updated 12 times per year rather than 4 times per year. This ensures
that our online code is up to date in a timely manner.
Equipment
The Clerk’s Office maintains/expenses the postage for City Hall and other departments. The
current postage machine was installed in 2008. It has had 2 meters installed -- one in 2013 and
another in 2021. The last meter installed was a previously used unit as the DM400 machine is
no longer made and meters are no longer available. I have also learned that the USPS has plans
to change regulations and this machine will no longer comply. I recommend and have requested
a new machine be purchased in FY2023.
Thank you for the support given to this office in the past and years to come.

Denise Hoy, CMC
City Clerk

Annette Graeve
Finance Officer
Finance Department

Date:

December 8, 2021

To:

David Jones, City Manager

CC:

Jennifer Sease, Administrative Services Director

Subject:

FY 2023 Budget Memorandum

The Finance Department accomplished numerous goals throughout the past year including the continued
receipt of the Government Finance Officers Association (GFOA) award for the Annual Comprehensive
Financial Report (ACFR), the successful transition to a new audit firm, and the implementation of ACH and
check positive pay to protect against fraud.
In preparation of the fiscal year 2023 budget, the finance department set the goals listed below. The
requested budget reflects the department’s ability to carry out these goals, while implementing new
initiatives in an effort to reduce costs or create new revenues. Additionally, budgetary concerns are
detailed below under significant issues and staffing and workloads.
Goals
•

Fully implement the DebtBook software, our recent cloud-based debt and lease management
software purchase. We plan to use DebtBook to manage our debt and lease portfolio. The
software will be especially invaluable in meeting the requirements to implement GASB Statement
No. 87 Leases which is effective for the city for our fiscal year 2022 audit.

•

Collaborate with other city departments and FCS Group to complete the Cost of Service Rate
Study for water and sewer. The staff in the finance department and especially the utility billing
division will be key contributors in this study, particularly supplying much of the data required for
analysis by our selected firm, the FCS Group.

•

Establish and implement additional internal audit procedures to provide assurance that we have
proper controls over processes, that we’re protecting the city’s assets and that we’re in
compliance with laws and regulations. Such procedures could include a whistleblower hotline to
report suspected fraud, waste, or abuse of city assets; and/or a review of the internal controls
over the cash handling functions.

Significant Issues
•

With the COVID-19 pandemic, we have continued to deal with the most uncertain investment
environment in modern history. The resulting impact on the city is the dramatic decline in the reinvestment interest rates for commercial paper, government agencies, and treasuries. Together

with the steady decline in our overnight money, we are challenged with finding safe, highyielding instruments or face cutting the budgets for interest revenue.
•

We were notified by the city’s bank that the no-cost fees we enjoyed in the first three years of
our contract would be ending in December 2021. We will continue to work with the bank to
obtain the lowest costs while still meeting our service needs. Much consideration will be given to
issuing an RFP for banking services in calendar year 2022.

Staffing and Workloads
No personnel requests for fiscal year 2023.
Conclusion
Thank you for the opportunity to submit this year’s budget memorandum.

MEMORANDUM
Date: December 6, 2021
To:

David Jones, City Manager

From: Derek Lord, Economic Development Director
CC:

Michael Schrock, Assistant City Manager
Jennifer Sease, Administrative Services Director

Re:

FY 2023 Budget

The Economic Development Department was involved in many diverse projects in 2021, but continued to focus
efforts on growing Ankeny’s business community and creating more employment opportunities in the City.
Business retention efforts remained a high priority and with our business community continuing to grow, there
is a growing list of businesses to meet with annually. Staff completed over 20 formal retention visits with our
largest private employers, several of them multiple times. These ongoing efforts were recognized by the
statewide Business Expansion and Strategic Trends (BEST of Iowa) Committee when Ankeny was recognized
with an Excellence Award for these efforts. While this statewide recognition is nice, it is through the
conversations during these retention visits that staff is able to establish and build relationships, and identify
opportunities to assist existing companies as they grow in Ankeny.
The number one issue facing our employers is availability of workforce. We cannot directly solve this shortage,
but we can indirectly assist employers by influencing where people choose to live by providing amenities, places,
and experiences in Ankeny that sustain our population growth. Population growth continues to drive brick and
mortar investment decisions; however, with remote work at an all-time high, the investment in quality of life
amenities is more important than ever. We can now attract jobs, one household at a time. The work the
department is involved with in trail related experiences and attractions, as well as working to create authentic
places and experiences for both current and new residents, and the Council’s continued support of these efforts,
will position Ankeny to continue to capitalize on traditional job growth and commercial/industrial investment,
while attracting those who can choose where to live and bring their jobs with them.
This past year included a record amount of non-residential investment in Ankeny, with over $200 million of
investment. This is the first year the City has ever surpassed $200 million of commercial/industrial investment
and fifth straight year exceeding $100 million. Much of the ground work for this year’s success was put in place
by the Council, through their support of annexations, development agreements, and urban renewal area

amendments in recent years. Even more impressive than the valuation is the diversity of projects, including the
size, industry clusters expanding and the balance of owner-occupied and speculative investment.
Next year’s project pipeline is as strong as it has ever been, but there will be challenges, as commodity prices
continue to be high and competition throughout the region is always increasing. We are very well positioned
through the groundwork laid in 2021 to capitalize on recent momentum and investment to have another strong
year.
Below is a sampling of activities the economic development team was involved with in 2021:
•

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Worked on various development agreements, including Pet Parents, Opus Development Group, Taylored
Expressions, Amazon, and Costco, as well as completed employment reporting for seven existing
development agreements.
Engaged all property owners along NE 36th to discuss upcoming infrastructure projects and area
development plans.
Updated the 1989, 1991, and NE Ankeny urban renewal plans and areas, which included land area,
project, and right-of-way amendments.
Worked through and finalized the Ankeny Evaluation of Transit Service, Investment and Expectations
study.
Finalized design, contracts, and approvals for NW Irvinedale trailhead public art project called Drop In.
Completed 20+ formal business retention visits that included multiple visits with each of the largest
private employers in Ankeny.
Assisted with site selection for several projects, both large and small, that added investment and
increased employment opportunities in Ankeny.
Continued our Ankeny. It Happens Here. online and print marketing activities.
Received the Business Expansion and Strategic Trends Excellence Award for the City’s business retention
and expansion efforts.
Worked with the Business Record to create content for the Ankeny Live, Work, Playbook.
Completed parking analysis for the Uptown area to prepare for parking challenges.
Applied for U.S. Economic Development Administration grant to secure funding to support tourism
related investments along the High Trestle Trail corridor.
Engaged property owners and investors to develop a plan to relocate a historic property in Ankeny to a
complimentary location. Identified grant funding to be pursued in 2022 to successfully complete project.
Worked with the Uptown Association, consulting firm, and public to craft a vision for the High Trestle
Trail corridor between Uptown and S. Ankeny Blvd.
Gained approval and moved forward with a reimbursement agreement for RISE funded infrastructure in
Crosswinds for Phase II road improvements. Also closed out the Irvinedale Drive RISE project.
Continued to staff the Cultural Arts Board and staff reviewed artists proposals for a Bravo funded bus
shelter program that begins in 2022.
Worked with the Chamber and Ankeny Economic Development Corp. to coordinate this year’s Ankeny
Leadership Institute, which includes 19 participants this year.

•

Presented to various groups including realtors, brokers, investors, partners, and community groups.
Topics included the Bicycle Tourism Strategy, Public Art Master Plan, Ankeny’s growth, and investment
opportunities.

FY 2023 Initiatives
The Economic Development department will continue to work towards accomplishing the goals assigned to the
City Council’s seven key economic development strategies listed below:
1. Existing Business Relationships
5. Financial Assistance and Infrastructure
2. External Marketing Program/ New Business
Extensions
Development
6. Workforce Development
3. Partnership Building
7. Assemble Useful Information
4. Preparing Development Options
In FY 2023, the Economic Development Department will continue to prioritize engaging Ankeny’s business
community to assist with existing business retention and expansion, while continuing to recruit new investment
to our community. Additional emphasis this year will be placed on ensuring robust non-residential growth
continues following several years of significant growth and the reduction in available investment opportunities.
Staff will invest more time identifying opportunities for new development for commercial and industrial growth
in all areas of the City. These efforts will be balanced with continued work on new placemaking opportunities
and experiences throughout the community along the High Trestle Trail corridor. With leadership turnover at
both local and regional economic development organizations, staff will also spend considerable time in the
upcoming year building new relationships and creating local partnerships to help the City Council expand
Ankeny’s position as a regional business center and economic development leader.
FY 2023 Budget
The only change to the contractual services and commodities budgets this year is to the Dues, Memberships
and Licenses line item. Membership dues in the amout of $10,183 has been added to cover the City’s
membership in the Mid-Iowa Planning Alliance for Community Development (MIPA).
Thank you once again for the opportunity to submit this budget. I look forward to continuing our collective
efforts to increase investment, enhance the quality of life for residents and provide meaningful employment
opportunities in Ankeny. Please let me know if you have any questions or would like to discuss anything
presented in this budget.

Information Technology Department

Budget Memorandum FY23 and FY24
To: David Jones, Michael Schrock, Jennifer Sease, Annette Graeve
Date: 12/06/2021
Re: Budget Submittal
Summary
The IT FY22 revised budget increased mostly due to the unexpected cost of implementing Cisco Duo
MFA as required by our insurance carrier, carry overs of unfinished GIS projects, and some minor
equipment carry overs. Most carry overs are simply due to not enough staff time to accomplish all
our plans in the timeframe envisioned due to ongoing maintenance of existing systems.
The majority of the increase in FY23 reflects the supplemental budget requests. The base budget has
some cost of inflation percentages built into some items, but some have remained static also. One
large supplemental that causes FY23 to increase is the periodic replacement of some of our servers.
There is a $131,000 cost next year to replace several dedicated servers and our two main HyperV
physical servers that host most of our virtual servers. That and the $85,000 request to replace the first
batch of our Meraki network switches that were purchased eight years ago. These costs are cyclic and
on a longer replacement schedule than the three-year budget spreadsheet so they fall off the projection
and back on again and are large. Continuing our door access install project and beginning security
camera installs at all buildings account for most of the rest of the large increase in the minor equipment
budget request.
One other consequence of our continued growth is parallel growth in the base and increased counts
of things. Each new added position in the past implies future equipment replacement costs and
increased licensing costs in future years.
Long Term Goals
Continued improvement in our security posture is foremost in the IT Department mindset. Multiple
supplemental requests are in place to add new tools to our arsenal of defenses. One shortcoming is
end user training related to cybersecurity. Most attempts to compromise our network come from
email and the web. Malicious attempts range from data exfiltration, to encryption for extortion of
money, or imposter attempts to get our bank account or personal information by tricking staff. Staff
need ongoing training to see the ever-changing methods of these malicious attempts. Our biggest
liability is loss of productivity from a compromised network and the time it would take to recover
and restore systems.
Physical security is not to be dismissed in lieu of cybersecurity. We must continue to fund the retrofit
of door access control in all our buildings. Some of our IT wiring closets in peripheral buildings are
unsecure. IT must continue to physically secure those spaces to supplement our virtual security
efforts enabled by software and training. Door access control and security camera installations were
recommendations of the security committee to improve employee safety and provide after-event
evidence for prosecution. These requests are in the budget supplementals waiting for funding.

Information Technology Department

Budget Memorandum FY23 and FY24
IT will continue to optimize hardware usage and contain expenditures. Most of our servers are
virtualized on two main physical host servers and we use datacenter host server licensing vs individual
server licenses to reduce those costs. As mentioned above, next year there is a large periodic cost to
upgrade these host devices. Even so, virtualizing reduces our hardware expenditures and energy
usage compared to what would otherwise be 45 individual servers. Software options are investigated
to reduce licensing costs when possible and changed as allowed. Automating software and system
setup and configuration is utilized as much as possible to reduce labor. Efficiency can only take us
so far though. More staffing is needed and personnel requests are submitted because of this.
Computer costs are evaluated annually to find best options. IT plans the life expectancy of all
computer components and builds that into our inventory replacement budgets. CPU replacements are
on a 36 to 60-month cycle to maximize utilization against costs. At that lifespan, support costs can
overwhelm the hardware savings of perpetuating old equipment. The industry recommendation is
that the cost-benefit break-even point for CPU lifespan is about 42 months age, depending on the type
of usage the computer gets, at which point the labor spent maintaining old computers is better spent
replacing them.
We continue to try to reduce printing costs and be more “paperless”. We are printing less, on most
printers, but more of what we are printing is at the more expensive color rate. When we remodel and
build new buildings we try for optimum printer placement for staff access. The printer inventory has
grown because our building occupancy has grown. Last year our support agreement was refreshed
resulting in a 55% decrease in color, and a 43% decrease in B&W printing cost per copy.
Fiber optic connections need to be built up and rebuilt to meet our needs and expansions. The goal
is redundancy and reliability. Some of our original cable is at capacity and needs replacing or
supplanting. Continued growth and new buildings push the build out and redirection of the fiber loop.
We’ve lacked a good fiber mapping solution which causes extra time when we have to decipher fiber
problems. This year work is happening on last year’s budget approval to implement a fiber mapping
service solution. Traffic Engineering is spearheading this project. We’ve also installed a new
redundant fiber pathway out of our main hub at City Hall to the Senior Center then the Park
Maintenance Garage. This gives City Hall added redundancy.
Server and application redundancy and fail-over have been and continue to be planned, procured, and
deployed. We have two good locations at Police and City Hall for our data centers and we will
continue to improve and build up the facilities to mirror and complement each other. The goal is to
make many of our critical systems duplicate so we can absorb a single point of failure and be able to
more easily perform routine maintenance without disrupting operations. We have two primary
Hyper-V server host computers that run virtual servers within them. This allows us to move servers
across the two hosts, transparently to users, and maintain them in an “up” state. A future goal is
moving our second internet connection from City Hall to Police for additional redundancy. This is
dependent upon fiber infrastructure improvements which will come on the heels of the fiber
documentation project.

Information Technology Department

Budget Memorandum FY23 and FY24
Personal Services
The ever-increasing expansion of tasks, and the volume of people and equipment to support, can no
longer be meet through automation of processes and software efficiencies. More personnel are
needed. Four new personnel requests are submitted this year to move Ankeny forward and respond
to staff needs for new and expanding services.
The first priority is to add another IT Technician to assist with the ever-expanding computer
hardware/software inventory, trouble shooting, maintenance, and replacement schedule. Growth in
all areas of IT support has caused more segregation of duties. There are more network management
and security issues which tie up time from the Network Management Specialist positions. This causes
more and more of the computer inventory replacement, support, trouble shooting and general help
desk tasks to fall on the IT Technician and away from the NMS positions. Ankeny has more than
530 computers/laptops/tablets/servers and more than 260 full-time equivalent staff. The IT
Performance Measures report shows the numbers. IT supports more than double the recommended
ratio of staff and computers per IT employee. This imbalanced ratio of IT staff to computers and IT
staff to employees affects the delivery of quality service to expectant staff. Trouble shooting response
time is delayed. Ordering and replacing inventory is delayed. Routine upgrades and patches are
delayed which can cause security failures. Stress levels are increased. An additional IT Technician
is needed to spread the workload, provide backup and cross-training, and deliver better customer
service to all departments.
The second priority, and equally as important as expanding our IT Technician support base, is adding
a new function in the area of IT Security and Training. Security is an ever-increasing component in
any network in today’s environment. Ankeny does not have any dedicated resources focused on
security. We have generalists who have had to do a little of everything in the past. As demands
increase, we have to specialize more to meet the ever-increasing complexities of technology. We
have multiple network appliances that perform security functions – firewalls, switches, doors,
cameras, etc. We have multiple network software applications that perform security functions – email
filter, web filter, end-point anti-virus, anti-malware, log file analysis, intrusion detection, etc. We are
asking for more, increasingly complex software and hardware security tools to protect against the
growing worldwide threats. We are asking for training solutions to improve our end user capabilities.
We are asking for new third-party contracts and subscription services to help us monitor and
remediate threats. All these things dilute our existing capacity as generalists to do it all. A new
dedicated IT Security-Training Specialist position would allow us to delegate some existing security
duties and assign new security and training duties to improve our security position.
A third priority is adding a new Public Safety Technologist position targeted at the special needs of
the Police and Fire Departments. The proposed Public Safety Technologist would work within the
IT Department to provide focused assistance on the complex Mobile Data Terminals, Patient Care
Devices, computer, radio, AV, and special software platforms in the Police and Fire Departments.
The Technologist would assist the IT Technician and Network Management Specialists to solve
technology problems encountered by Police and Fire staff 24/7 and help PD and FD to investigate
and plan new solutions within the design capabilities of Ankeny technology funding.

Information Technology Department

Budget Memorandum FY23 and FY24
Lastly, another GIS Technician is needed to fulfill departmental requests and maintain existing
operations. Last year we added the GIS Specialist position. This extra manpower will help our GIS
services and response to staff. However, the onboarding of the GIS Specialist and the new GIS
Technician position in the Municipal Utilities Department consumed much time this past year. The
onboarding process and training delayed the Enterprise GIS project, evidenced by the carry-over of
those funds into this year. The expenditure of the funds for that project has not yet even begun due
to ongoing routine GIS maintenance work and a backlog of remediation work. Even with the new
GIS positions, maintenance of existing operations is seemingly overwhelmed.
Miscellaneous
Travel and Training has trended down a little the past few years. Access to a pool vehicle and more
remote support software tools have reduced the local mileage reimbursements. The amount of
technical training required by IT staff is not reduced and the cost is more with each additional position.
Through online course offerings we are able to provide training opportunities to attempt to keep pace
with ever changing needs. Conference attendance was suspended this year and will resume next year.
GIS training has been accomplished through local seminars in the near past and self-study books but
a paid training session may be provided in the future.
Work from home needs may continue. The IT Department has performed miracles the past two years
accommodating requests for hardware. Ankeny has not provisioned itself for a mobile work force.
If this is to continue, it will be a benefit to beef up our inventory of standby laptops.
Conclusion
IT will continue to support the City’s operations within the authorized appropriations we are given.
The City of Ankeny has created an enviable financial, technological, public infrastructure, and service
environment compared to some other government entities through our well though out and
responsible decisions in the past.
Respectfully submitted,
Jay Eason

Mark D. Mueller, P.E.
Director of Public Works
(Phone) 515.963.3522
[email protected]

MEMORANDUM
TO: Jennifer Sease, Administrative Services Director
FROM: Mark Mueller, P.E.
DATE: December 6, 2021
RE: Fiscal Years 2023 and 2024 Budget Memorandum

Introduction
I respectfully submit the Fiscal Years (FY) 2023 and 2024 Budget Memorandum for the Public
Works Department. The memorandum is separated into two sections corresponding to the
different funding sources associated with the Public Works Department – the Road Use Tax
Fund and the Storm Water Utility Fund. For each of the funds, a summary is provided which
discusses accomplishments during the past year and significant issues that affect the budget.
For each of the budget activities that comprise the funds, significant budget changes, capital
outlay requests and staffing requests are discussed. The primary focus of this memorandum
is to identify the long-term budget issues of the Public Works Department and discuss how the
proposed budget requests will help resolve the issues. The primary goals of the Public Works
Department are to provide and maintain safe, reliable and sustainable public works
infrastructure; deliver quality services in an economical, efficient and timely manner; and help
our employees be successful in their daily work. The City’s public works services and
infrastructure help to sustain Ankeny’s excellent quality of life.
Road Use Tax Fund
Accomplishments:
1) Public Works Engineering, Operations and Traffic Division staff persevered and remained
resilient during a difficult 2021 due to the on-going coronavirus pandemic. Despite this
unprecedented challenge, staff continued to provide quality public works services
throughout the year.
2) Completed construction of the following major Capital Improvement Program (CIP) projects
during 2021: High Trestle Trail Extension (SW Ordnance Rd. to Magazine Rd.), SE Hulsizer
Rd. Realignment, SE Delaware Ave. & 8th St. Intersection Improvements and Traffic
Signalization, South Ankeny Blvd. & Magazine Rd. Safety Improvements, SE Delaware Ave.
& Corporate Woods Dr. Intersection Improvements, NE 18 th St. Asphalt Overlay (NE
Meadow View Ct. to County NE 38th St.), North Ankeny Blvd. & NE 54th St. Intersection
Improvements and Traffic Signalization, SE 8th St. Reconstruction Phase 2. Also, began
construction of the following major CIP projects during 2021: West 1 st Widening and
Improvements Phase 1, NW 18th St. Extension (NW Weigel Dr. to Spruce Dr.), High Trestle

1

Trail Extension (SE Magazine Rd. to Oralabor Rd.) and Bridge over SE Oralabor Rd., and
NW Northlawn Area Utility Improvements Phase 1.
3) Completed construction of these other CIP projects during 2021: Pedestrian Ramp
Improvements Program, Annual PCC Street Patching Program (Northbound SE Delaware
Ave., SE Oralabor Rd. to Magazine Rd.), Annual Asphalt Street Resurfacing Program
(Lakeside Center Parking Lot and Access Drive), Annual Pavement Preservation Program
(Southbound SW State St., SW Oralabor Rd. to Ordnance Rd.), and Wildflower Trail Loop
and Shelter Pad.
4) Applied for, obtained and used federal, state and county funding from various programs
including STBG-SWAP, TAP, U-STEP, ICAAP, C-STEP, and TSIP for CIP projects.
5) Continued to collaborate with the Iowa DOT and their consultant on moving forward with the
South Ankeny Blvd./ U.S. Hwy. 69, SW Ordnance Rd. to 1 st St., Traffic Operations and
Safety Improvements project. The Iowa DOT and City hosted an informational meeting to
review the proposed concept alternatives with the public in October 2021.
6) Operations Division staff completed annual maintenance work which included concrete
patching on streets and at City facilities, pavement and sidewalk patching for Municipal
Utilities’ repairs, replacing storm sewer intakes, pothole patching, joint and crack sealing,
street sweeping, and right-of-way and median landscaping maintenance.
7) Completed annual city-wide programs including spring clean-up, tree & branch recycling,
fall leaf collection, and Christmas tree pick-up.
8) Provided effective snow and ice removal from City streets in a safe, efficient, economical,
and timely manner throughout the 2020 – 2021 winter. Strategically used the snow
ordinance to improve the safety and efficiency of winter maintenance operations.
9) Completed 98% of the service, maintenance and repairs for City vehicles and equipment
with Central Garage mechanics. This reduced the time vehicles and equipment were offline and reduced maintenance costs.
10) Continued quarterly utility coordination meetings with staff from the Public Works and
Municipal Utilities departments and private / franchise utility companies to improve
communication and coordination on CIP projects.
11) Completed an updated debris management plan. The plan was received and filed by the
City Council.
12) Continued fabricating and installing traffic signs for CIP projects, new development projects
and other City departments. Also, continued electronic inventory of existing signs.
Significant Issues:
•

Infrastructure Growth, Increasing Workload and Facilities for the Operations Division: With
the City’s rapid growth expected to continue in the upcoming years, there will be a continued
increase in the amount of public works infrastructure and right-of-way that will need to be
maintained by the Public Works Operations Division. This additional maintenance work will
require more staff, equipment and materials. Additional workload and a static staffing level
will affect the Operations Division’s ability to provide a sufficient level of service for the City’s
residents. As an example, the Operations Division had approximately 170 concrete repair
projects to complete during 2021 (including 35 carried over from 2019 and 2020). Due to
staffing and other work, they were only able to complete approximately 110 of the projects.
Adding two (2) equipment operators in FY 2023 is needed to help with the increasing

2

workload. The additional equipment operators would also be involved with snow and ice
removal operations during the winter months. In FY 2023 and 2024, additional and
replacement vehicles, equipment and technology are also needed, so staff can work more
efficiently.
The Public Works Operations and Traffic divisions and the Municipal Utilities Water division
are located at the City’s Maintenance Facility, 211 SE Lorenz Drive. The existing buildings
at the facility are 17 years old and have reached their capacity for the staff, vehicles,
equipment, and materials located and stored there. As such, a study and master plan need
to be completed in FY 2023 to review the space needs of the Operations, Traffic and Water
divisions. The study would make recommendations regarding how to efficiently use,
remodel, and/or expand the existing facilities to best meet the current and future space
needs for staff, vehicles, equipment, and materials.
•

Transportation Master Plan: Due to the City’s continued rapid growth, a comprehensive
Transportation Master Plan (TMP) needs to be completed within the next few years. The
TMP would be similar to the water, storm water, and sanitary sewer system studies and
master plans that were completed during the past several years. The TMP would become
the guiding policy document for advancing the City’s transportation system goals, as stated
in The Ankeny Plan 2040. These goals include: 1) Preserve and enhance the transportation
system; 2) Improve the functionality and safety of the transportation system; 3) Balance
community needs with an inclusive transportation system policy; 4) Improve connectivity
throughout the community; 5) Enhance transportation opportunities and usage; and 6)
Implement the transportation vision through strategic funding, and objective and definitive
decision-making. Development of the TMP will include data collection, public input and
outreach, technical review and evaluation, and documentation. The TMP will be informed
by a steering/stakeholder committee and by other City studies and plans, such as the
Pavement Management Study, Parks Master Plan, Fiber Optic Network Master Plan, and
The Ankeny Plan 2040. The TMP will be multi-modal, including pedestrian, bicycle, personal
vehicle, transit and industrial traffic. It will be used to determine the future needs of the City’s
transportation system. The TMP will identify and prioritize near-term and long-term
transportation improvement projects with planning-level cost opinions and potential funding
alternatives to use for the CIP. The TMP will also preserve and identify the existing and
future transportation corridors, respectively, to help inform future growth and development.
The TMP process is expected to be completed over the course of approximately 18 months,
beginning in the summer of 2022 (FY 2023).

•

Street Pavement Infrastructure Condition: The condition of the City’s existing street
pavement infrastructure is a primary concern of the Public Works Department. Many streets
are approximately the same age, and the number of streets that should be repaired,
rehabilitated or reconstructed due to below average pavement condition continues to
increase. Also, new lane-miles of public streets continue to be added each year due to the
City’s growth. Street pavement infrastructure is an important asset for the City, and it
represents a significant capital investment. As such, the Public Works Department is in the
process of completing a comprehensive pavement management study and master plan in
order to obtain the most value from the street pavement infrastructure. This will provide the
City with an important tool for strategically and efficiently planning, prioritizing and budgeting

3

for future pavement repair, rehabilitation and reconstruction projects and maintenance
needs. The study and master plan will also recommend updated pavement design
standards for public streets constructed with CIP and private development projects.
Also, it is important to increase funding in the CIP’s Annual PCC Street Patching, Street
Replacement, Pavement Preservation, and Asphalt Street Resurfacing Programs in order
to allow for the repair, rehabilitation and reconstruction of City streets. These programs
extend the service life of streets, so the pavement infrastructure does not deteriorate beyond
the City’s ability to maintain them. Funding for these CIP annual programs needs to be
increased in the future because existing pavements continue to age; new lane-miles of
streets continue to be added each year; and construction costs continue to increase. The
prioritization of the street pavement improvement projects and maintenance needs is
reviewed and updated annually by the department’s management staff and the director.
•

Traffic Safety: Improving traffic safety in Ankeny is a high priority for the Public Works
Department. In the Iowa DOT’s 2018 and 2019 Statewide Intersection Improvement
Candidate Location (SICL) lists, five (5) intersections within the S Ankeny Blvd. and SW
Oralabor Rd. corridors were ranked very high. The City constructed improvements at the
Ankeny Blvd. & 1st St. and S Ankeny Blvd. & Magazine Rd. intersections in 2018 and 2021,
respectively, to address safety issues at two of the intersections. Traffic safety studies have
also been completed for the SW Oralabor Rd. & State St. (#6 in 2019 SICL) and the S
Ankeny Blvd. & Oralabor Rd. (#27 in 2018 SICL) intersections during the past few years,
and traffic safety improvement projects have been programmed in the 2022 – 2026 CIP for
those two intersections. Since S Ankeny Blvd./ U.S. Hwy. 69 and Oralabor Rd./ IA Hwy.
160 are joint jurisdictional streets, the proposed traffic safety improvement projects are being
coordinated with the Iowa DOT and external funding will be pursued.
In October 2021, the Iowa DOT held a public information meeting (PIM) to present the
results of a traffic safety study and proposed safety improvement alternatives for the U.S.
Hwy. 69/ S Ankeny Blvd. corridor, between Ordnance Rd. and 1 st St., which includes the
SW/ SE 3rd St. intersection (#9 in 2019 SICL; and the fifth intersection). Public Works staff
were involved throughout the study and in the PIM. The Iowa DOT’s next step is to add the
project to their future Statewide Transportation Improvement Program (STIP). The City will
continue to be involved with the Iowa DOT’s subsequent phases of this project.

260.3261 – Roadway Administration
Please refer to the applicable Budget Request Forms for more detailed information on the
following requests for the Roadway Engineering Division. The requests in each of the three
sections are listed in order of priority.
Significant Budget Changes: None.
Capital Outlay Requests: 1) Add a Robotic Total Station for surveying work in Q4 of FY 2022;
and 2) Add an SUV or pickup truck for Roadway and Traffic Engineering staff to use for field
work in FY 2024.

4

Staffing Requests: Add a full-time Civil Engineering Technician I position in Q4 of FY 2023 to
help with survey, construction observation and administration.
260.3262 – Roadway Maintenance, 260.3263 – Snow and Ice Control, 500.3500 – Solid
Waste, and 710.5710 – Central Garage
Please refer to the applicable Budget Request Forms for more detailed information on the
following requests for the Operations Division. The requests in each of the three sections are
listed in order of priority.
Significant Budget Changes: In FY 2023, 1) Increase line item 260.3262.4210 to complete a
space needs study for the City’s Maintenance Facility; 2) Increase line item 260.3262.4354 to
add two (2) desktop computers for the Lead Equipment Operators’ office work; 3) Increase line
item 260.3262.4270 to replace the ceiling fans in the maintenance bays at the City’s
Maintenance Facility; and 4) Increase line item 260.3262.4227 to remove and replace ash trees
in poor condition within the right-of-way in the Uptown business district. In FY 2024, increase
line item 260.3262.4270 to replace the vehicle wash bay pressure wash system.
Capital Outlay Requests: In FY 2023, 1) Replace existing Unit #270 with a new single axle
snow plow truck; 2) Replace existing Unit #268 with a new single axle snow plow truck; 3)
Replace existing Unit #228 with a new street sweeper. Note: This is actually budget line item
580.3584.4428 in the Storm Water Administration budget activity.; 4) Replace existing Unit
#274 with a new 1-ton truck; 5) Replace existing Unit #245 with a new tractor with mower, loader
and grapple bucket attachments; and 6) Replace the existing scissors lift. In FY 2024, 1)
Replace existing Unit #224 with a new single axle snow plow truck; 2) Replace existing Unit
#255 with a new backhoe; 3) Replace existing Unit #265 with a new chipper truck; and 4)
Replace existing Unit #271 with a new truck.
Staffing Requests: In FY 2023, 1) Add a full-time Equipment Operator position for concrete
repair work; 2) Add a full-time Equipment Operator position for right-of-way maintenance work;
3) Re-title the Mechanic position to a Fleet Technician and reclassify one of the positions to a
Fleet Technician II; 4) Reclassify one Equipment Operator position to an Equipment Operator
II; and 5) Re-title the Lead Mechanic position to a Lead Fleet Technician.
260.3265 – Traffic Safety
Please refer to the applicable Budget Request Forms for more detailed information on the
following requests for the Traffic Engineering Division. The requests in each of the three
sections are listed in order of priority.
Significant Budget Changes: 1) Increase line item 260.3265.4210 to complete a
comprehensive Transportation Master Plan in FY 2023 and 2024; 2) Increase line items
260.3265.4244 and 260.3265.4354 to add two (2) rugged laptop computers with data plans for
field and after-hours use in FY 2022, 2023 and 2024; 3) Increase line item 260.3265.4244 to
add annual cell phone stipends for the three Traffic Technicians in FY 2022, 2023 and 2024; 4)
Increase line item 260.3265.4395 to purchase concrete for a traffic signal materials storage pad
at the City’s Maintenance Facility in FY 2022; and 5) Increase line item 260.3265.4215 to
upgrade Synchro traffic analysis software licenses in FY 2023 and 2024.

5

Capital Outlay Requests: In FY 2023, add a High Density Switch Pack (HDSP) Tester. In FY
2023 and 2024, 1) Replace the existing GPS unit; and 2) Add a new sign truck.
Staffing Requests: In FY 2023, 1) Reclassify the Lead Traffic Technician position to a Traffic
Safety Supervisor; and 2) Reclassify the Engineering Traffic Specialist position to a Traffic
Engineering Specialist II. In FY 2024, add a full-time Traffic Engineer position.
Storm Water Utility Fund
Accomplishments:
1) Public Works Storm Water & Environmental staff persevered and remained resilient during
a difficult 2021 due to the on-going coronavirus pandemic. Despite this unprecedented
challenge, staff continued to provide quality public works services throughout the year.
2) Completed construction of the following CIP projects: Saylor Creek Sanitary Sewer Manhole
Stabilization, Cherry Glen Detention Basin Outlet Modifications, SE Magazine Rd. Storm
Sewer Improvements, Saylor Creek Repairs & Restoration, and NW 9th St. & Greenwood
St. Storm Sewer Extension.
3) Developed a post-construction stormwater management ordinance, which included new
stormwater design standards based on the Unified Sizing Criteria in the Iowa Stormwater
Management Manual; and sought approval of the ordinance from the City Council.
4) Continued to improve the monitoring of storm water management practices and erosion
control measures on private development sites and individual building lots under
construction.
5) Storm Water staff worked with private property owners, engineering consultants, and the
City Attorney to ensure the annual inspections and reports that are required for private
stormwater management facilities were completed.
6) Continued the successful storm water BMP reimbursement program for residents. Also,
continued storm water educational and public outreach activities as much as practical.
7) Continued the City’s successful street cleaning program. In FY 2021, the City’s street
sweepers cleared 438 Tons of debris from the streets, swept approximately 560 lane-miles,
and cleaned approximately 1,770 intakes.
8) Continued being an active member of the Four Mile Creek Watershed Management
Authority and coordinated with Polk County on identifying potential storm water
management improvement projects in the watershed and related funding opportunities.
Significant Issues:
• Storm Water & Environmental Division Workload: The City’s rapid growth has continued to
increase the amount of storm sewer infrastructure and storm water management facilities
that need to be inspected, maintained, and improved by the Public Works Department. This
work requires more staff time, equipment, materials, and the use of contractors and
consultants. There also continues to be an increasing amount of storm water-related
questions, complaints and requests for information from the public which require a
considerable amount of staff time. With the completion of the Storm Water Management
Study and Master Plan in 2020, there are more storm water improvement projects proposed
in the CIP. To help with the increasing workload within the division, an Environmental/ Civil
Engineer I position needs to be added. Initially, this person would primarily be responsible

6

for providing construction administration and observation on the CIP storm sewer
improvement projects. This would be more economical for the City than using an
engineering consultant. During the winter months, the Environmental/ Civil Engineer would
be responsible for preparing and reviewing engineering designs, plans, specifications, and
cost opinions for storm water CIP and maintenance projects. Besides the engineer, a new
MS4 (Municipal Separate Storm Sewer System) software platform and pickup truck need to
be added, so staff can be more efficient and productive.
•

Post-Construction Stormwater Management Ordinance: During the first quarter of 2021, the
Director of Public Works (DPW), with assistance from Municipal Utilities Department staff,
completed a post-construction stormwater management ordinance. The ordinance included
new stormwater design standards and adoption of the Iowa Storm Water Management
Manual (ISWMM) for managing stormwater quantity and quality in the City. In general, the
new stormwater design standards would require the use of multi-stage outlets for detention
basins, and more land would need to be used in developments for stormwater management
practices. The design standards and ordinance are based on a template developed in 2019
and 2020 by the Capital Crossroads (CXR) Local Government Collaborative (LGC) which
consisted of representatives from local governments in the Des Moines metro area,
including Ankeny, and people involved with land development projects. The primary goals
of the post-construction stormwater management ordinance are to more effectively manage
stormwater; improve the resiliency of public and private stormwater infrastructure; minimize
future maintenance costs for the City and private property owners; and have stormwater
design standards that are consistent with other local governments in the Des Moines metro
area. To date, the cities of Clive, Des Moines, Johnston, Pleasant Hill, Urbandale, Waukee,
and Windsor Heights and Polk County have approved stormwater design standards and
ordinances which are consistent with the template developed by the CXR LGC. In May
2021, the third reading of the proposed post-construction stormwater management
ordinance was not passed by Ankeny’s City Council. At some point in the future, the DPW
would like to review with City Management and the City Council the possibility of trying again
to adopt the ordinance.

•

Storm Water Management and Erosion Control Inspections: Storm Water staff regularly
inspect the construction of public improvement projects, private development projects, and
individual building lots. Their inspections help ensure proper storm water management
practices are being followed and adequate erosion control measures are installed and being
maintained by the responsible parties. These are requirements of the Iowa DNR’s NPDES
General Permit #2 and the City’s Construction Site Erosion and Sediment Control
(COSESCO, grading) permit. During 2021, the Storm Water & Environmental Division
generally experienced more compliance by developers, house builders, and contractors in
implementing storm water management practices and properly installing and maintaining
erosion control measures compared with previous years. Storm Water staffs’ inspections
and enforcement of the City Code are still met with resistance from some people; therefore,
charging a fee for re-inspections due to non-compliance should be considered in the future
to improve efficiency for staff.

7

580.3580 – Storm Water Administration and 580.3584 Street Cleaning
Please refer to the applicable Budget Request Forms for more detailed information on the
following requests for the Storm Water & Environmental Division. The requests in each of the
three sections are listed in order of priority.
Significant Budget Changes: In FY 2022, 2023 and 2024, increase line item 580.3580.4215
to add a new MS4 permit software platform. In FY 2023 and 2024, 1) Increase line item
580.3580.4210 to continue the native vegetation areas assessment and maintenance plan
development; 2) Increase line item 580.3580.4261 for increased membership costs in the Iowa
Stormwater Education Partnership (ISWEP); and 3) Increase line item 580.3580.4291 to
provide additional funding for the Four Mile Creek Watershed Management Authority (WMA) to
add a naturalist position.
Capital Outlay Requests: In FY 2023, add a pickup truck for the Environmental/ Civil Engineer
I to use for construction observation and other field work; and 2) The request to replace existing
Unit #228 with a new street sweeper is in budget line item 580.3584.4428, but the capital outlay
request is listed in the “Roadway Maintenance” section of this memo.)
Staffing Requests: Add a full-time Environmental/ Civil Engineer I position in FY 2023 to
provide construction administration and observation; and prepare and review engineering
designs, plans, specifications, and cost estimates for storm sewer improvement projects.
Conclusion
Providing and maintaining safe, reliable and sustainable public works infrastructure and
consistently delivering quality public works services are important to the success of Ankeny’s
residents and businesses. Designing, constructing, operating, and maintaining the City’s public
works infrastructure requires many resources including an adequate number of skilled staff,
effective vehicles and equipment, and current technologies. The Public Works Department’s
proposed FY 2023 and 2024 budget requests are focused on maintaining the current service
levels in this rapidly growing community and addressing the long-term budget issues discussed
in this memorandum. Public Works staff continually look for opportunities to improve the
efficiency of providing public works services; promote proactive communication and
collaboration within the department and with other City departments; and expand their technical
and leadership skills through work opportunities, training and continuing education. I am proud
of how our staff remained resilient and continued working as a team to provide quality public
works services throughout a challenging 2021. The Public Works Department looks forward to
a successful upcoming year.

Respectfully submitted,

Mark D. Mueller, P.E.
Director of Public Works

8

Donald Clark, P.E.
Director of Municipal Utilities
515.963.3529
[email protected]

MEMORANDUM
TO: Jennifer Sease, Administrative Services Director
FROM: Donald Clark, P.E.
DATE: December 6, 2021
RE: Fiscal Year 2023 Budget Memorandum

Introduction
I respectfully submit this Fiscal Year (FY) 2023 Budget Memorandum for the Municipal Utilities
Department. The budget memorandum is separated into three (3) sections corresponding to
the different funding sources associated with the Municipal Utilities Department, including the
General Fund, the Water Utility Fund, and the Sanitary Sewer Utility Fund. A summary for each
fund is provided below which discusses the accomplishments achieved during the past year as
well as significant issues that affect the budget, significant budget changes, capital outlay
requests, and staffing requests. The main focus of this budget memorandum is to identify ways
the requested short-term budget requests can help provide solutions for the department’s longterm goals and concerns. The primary goals of the Municipal Utilities Department are to
continue to provide safe and reliable drinking water, maintain both our water distribution and
wastewater collection systems, and deliver high quality design review services in a timely and
efficient manner. The Municipal Utilities Department staff, public infrastructure, and services
provided help to promote and sustain the residents’ expectation for a high quality of life.

General Fund
Accomplishments:
1. Conducted final review and acceptance of 26 developer funded public improvement projects
that included 33,499 lineal feet of water main, 85 hydrants, 146 valves, 25,386 lineal feet of
sanitary sewer, 121 manholes, 38,121 lineal feet of storm sewer with associated intakes,
manholes, and flared end sections, and 95,521 square yards of paving.
2. Provided technical development engineering review services for 34 developer funded public
improvement projects, 40 site plans, 45 final and preliminary plats, 5 neighborhood plans,
and 10 rezoning requests. Also administered the cost sharing program for sidewalk oversizing of $35,194.
3. Reviewed, issued, and inspected over 422 right-of-way and franchise utility permits and
reviewed and coordinated street light installation plans and inventory for all new
developments.
4. Performed just over 1,900 final inspections for residential and commercial lots.

1

5. Established connection fee districts including, 18th Street Water Connection District #3, Rock
Creek Trunk Sewer Connection District #4, Four Mile Creek Trunk Sewer Connection District
#1, and Deer Creek Trunk Sewer Connection District #2.
Significant Issues:
➢ Development Engineering Division Workload: Ankeny has experienced tremendous growth
over the past several years and it is not likely to change in the upcoming future. The
Development Engineering Division consists of a Development Engineering Manager, a Civil
Engineer II, a Civil Engineer I, an Engineering Technician III, an Engineering Technician I,
a Utility Coordinator, a Utility Permit Specialist, and a GIS Technician. Final inspections for
Certificates of Occupancy (COs) has been challenging as well. The Community
Development Department has requested that we be able to schedule staff to accommodate
final inspection requests so that City staff have the opportunity to meet with the builder and
show them any deficient infrastructure or grading. To date we have had our Engineer I,
Engineering Technician I, and Utility Permit Specialist completing final inspections for COs.
This has led to inconsistent reports and makes scheduling difficult when 3 people are
covering the 5 working days. Our hope is to acquire another Engineering Technician II to
complete all of the final inspections to eliminate the time we need to have Engineers
completing final inspections. Please refer to the Staffing Request section for additional
information.
100.3545 – Development Engineering
Significant Budget Change: The DE Division is not requesting to make any changes to the
budget activity line items.
Capital Outlay Requests: The DE Division is requesting to make the following Capital Outlay
Request.
1. Purchase a new 1/2-ton pickup truck in FY 2023 that is tied to the new Engineering
Technician request.
Staffing Requests: The DE Division is requesting to add one (1) full time Engineering
Technician II position in FY 2023. This new Engineering Technician would assist the current
Engineering Technicians with all inspections on privately funded public infrastructure projects,
review and approval of street lighting plans, and final inspections. This person’s main task
would be to complete all final inspections for COs so the City would have one point of contact,
eliminating the need to have our Engineers out in the field completing final inspections for COs
as well as provide consistency in the reports that are issued to the home builders. It would also
be the start of a succession program to plan for the retirement of the Engineering Technician
III. This person would also assist the Director of Municipal Utilities with completing the
inspections on future CIP projects.
The DE Division is also requesting to add one (1) full time Civil Engineer I position in FY 2023.
This new Civil Engineer would assist the current engineers providing review services for all
privately funded developments including construction plans, drainage studies, site plans, and
final plats as well as any other tasks that arise. The addition of this position would get us closer
to a workload balance that helps to offset peak demand and growth that Ankeny continues to
2

experience. Currently the Development Engineering Manager is the one that assists with the
review process to ensure comment deadlines are met. If this position is not added it will add
additional stress and workload to the DE Manager and keep him from completing other tasks.

Water Utility Fund
Accomplishments:
1. Successfully completed construction of the southern portion of the Irvinedale Drive
Transmission Main – Phase 3.
2. Successfully administered the CIP’s Annual Water Main Replacement Program. The
program included the completion of NW Northlawn Area Utility Improvements and a cost
sharing program for water main upsizing of $127,226.
3. Currently getting both water towers to work together more efficiently due to the new
connections made between them. These towers are anticipated to combine into one
pressure zone once the High Trestle Trail Transmission Main and South Ankeny Boulevard
Transmission Main are complete in 2023.
4. Planned for additional recovery from ASR #2 and managed an extended recovery from ASR
#1.
5. Staff replaced a failing VFD at Magazine Pump Station and rebuilt a pump at the Delaware
Pump Station and worked with FD to flush all hydrants on the west side of the City.
Significant Issues:
➢ Distribution System Growth, Age, and Increasing Workload: The City’s rapid growth is
expected to continue in the upcoming years. This continued growth and the implementation
of the major water utility infrastructure CIP projects will increase the amount of water
distribution system that will need to be monitored, maintained and repaired by the Water
Division. This additional monitoring, maintenance and repair work will require more labor,
equipment and materials to ensure the quality and reliability of our distribution system.
Preventive maintenance programs including valve turning and hydrant painting and flushing
will help to increase functionality of our distribution system as well as the efficiency of making
any needed repairs. It is also important to continue to include projects that rebuild all of the
infrastructure within a neighborhood as that allows us the opportunity to replace older, aging
pipe with newer pipe, extending the serviceability and longevity of the distribution system.
This also helps the City to comply with Lead and Copper Rule Revisions, as we eliminate
areas of concern with these types of projects. The EPA is continuing its requirements that
increased the frequency and type of testing performed for our Aquifer Storage and Recovery
(ASR) wells. This will be even more stringent for new ASR that will be under construction
during 2022 and 2023. Trenchless construction has increased with the expansion of many
franchise utilities and small cell wireless devices throughout the City. This type of work
requires locates of our infrastructure over longer construction zones at an expedited pace
which in turn places extra demand on staff. An increasing workload and a static staffing
level will affect the ability of staff to provide an adequate level of service going forward. For
both FY 2023 and FY 2024, the request for new and replacement equipment and vehicles
is to allow staff to work more effectively, efficiently and economically. The Water Division is
also requesting a couple of promotions/reclassifications in FY 2023 and one Utility Operator
in FY 2024 to enable us to keep pace with the rapid growth. Please refer to the Staffing
Requests below for additional information.

3

➢ Water Division Management: The request to reinstate the Water Supervisor is to provide the
necessary leadership from within the department on a daily basis. This would be a
promotional move for the existing Lead Operator IV position as this person would coordinate,
schedule, and oversee the work completed within each of the four internal divisions within
the water department (distribution system repair and maintenance, utility location/protection,
water treatment, and customer service). The Supervisor would also manage employee time
sheets, annual reviews, discipline as needed, participate in safety committee, and training.
Please refer to the Staffing Request below for additional information.
➢ Water Rates and Purchased Capacity: The Des Moines Water Works Board (DMWW) is
increasing its potable water rate by 15% in April of 2022. Ankeny will likely have to increase
the water rate charged to its customers in order to account for the rate increase and to help
fund major CIP projects. DMWW has also given indications that there will be additional
water rate increases in future years to finance major capital improvement projects at their
various potable water treatment facilities. We did exceed our purchase capacity of 8.28
MGD (million gallons per day) this past year on June 10th, even with both ASR wells in
operation. The result will be a $0.05/1000 gallon rate increase during the calendar 2022
year. Staff has already begun filling the ASRs to maximize the amount of water we can
inject at the lower rate prior to the DMWW rate increase in April 2022. The ASRs are very
important for supplementing the City’s daily water purchased capacity, especially during
peak water usage periods in the summer. As Ankeny continues to grow and increase water
customers, the City will likely exceed its allowable purchased capacity in the future.
Regionalization would likely remove this possibility from our contract, but even once it is
agreed upon it will take time to become fully implemented.

510.3512 Water Maintenance
Significant Budget Changes: The Water Division is requesting to make the following change
to budget activity line item.
1. Increase line item 510.3512.4283 to provide a new flow meter and isolation valve at the
Delaware Pump Station in FY 2024
Capital Outlay Requests: The Water Division is requesting to replace or add the following
equipment and vehicle, which are listed in order of priority.
1. Replace Unit #934 with a new rubber tire backhoe in FY 2023.
2. Add a new pick up truck in FY 2024, tied to the new Utility Operator request.

Staffing Requests: The Water Division is requesting a reclassification of the Water
Superintendent to Administrator in FY 2023. The current job description does not adequately
account for all of the duties that are being performed. This position requires more planning,
organizing, directing, and managing of staff including directing and creating all of the regulatory
testing and reports that are required to maintain our Public Water Supply Permit with both the
EPA and the IDNR. It also requires advising engineering staff on CIP projects within Municipal
Utilities as well as Public Works and the increasing developer funded projects.

4

The Water Division is also requesting a reclassification of the Lead Operator IV to Water
Supervisor in FY 2023. If approved, this would provide time to train and acquire direct
responsible charge of the distribution system under the existing Superintendent’s tutelage prior
to his retirement in as early as 4 years. This position is described above in the Water Division
Management section. Please refer to that section for additional information.
The Water Division is also requesting to add one (1) full time Utility Operator in FY 2024 to
enable staff to maintain the same level of service that exists today. In the year 2000, there were
9 FTEs between management and operations staff to serve a population of approximately
27,000 and 8,900 customer accounts. Today we have 11.5 FTEs between management and
operations to serve a population of approximately 70,000 and 25,400 customer accounts.
There have been significant increases in miles of water main, hydrants, valves, combined with
record construction, increased regulatory demands, and required compliance schedules to
meet. We are simply stretched too thin to maintain the residents’ high expectations for service.

Sanitary Sewer Utility Fund
Accomplishments:
1. Successfully completed construction of the West Outfall Basin Sanitary Trunk Sewer and
the Cost Share of the Deer Creek Trunk Sewer Extension.
2. Successfully administered the CIP’s Annual Sanitary Sewer Replacement Program in 2020,
including the completion of the NW Northlawn Area Utility Improvements, the Annual CIPP
Slip-lining of 19,000 lineal feet of sewer, the Annual Manhole Project which lined 6 manholes
this year throughout the City, and a cost sharing program for sewer over-sizing for pipes
larger than 15-inch diameter of $12,195.
3. Cleaned 366,960 lineal feet of existing sanitary sewer, CCTV inspected 224,928 lineal feet
of existing sanitary sewer, responded to 21 service calls, completed 9 trenchless pipe repair
patches, applied Root X root killer in 5,908 lineal feet of existing sanitary sewer, and took
delivery of a new mid-sized combination jet-vacuum truck.
4. Cleaned 23% of the City’s collection system last year. This is the first time above the
recommended 20%, due in large part to having two Jet-Vac Combination Trucks.
5. Reviewed and approved 25,386 lineal feet of newly installed, cleaned, and televised sanitary
sewer including 121 sanitary manholes.

Significant Issues:
➢ Collection System Growth, Age and Increasing Workload: The City’s rapid growth is
expected to continue in the upcoming years adding an average of 33,000 lineal feet of new
sanitary sewer to the existing collection system each year. This continued growth will
increase the amount of sanitary sewer utility infrastructure that will need preventive
maintenance and future repairs by the Wastewater (WW) Division. This additional
preventive maintenance and repair work will require more labor, equipment and materials
and is directly related to staff's inability to achieve the cleaning goal of 20% of the collection
system. The WW Division needs to continue preventative maintenance like cleaning and
televising of the collection system to prevent future issues and backups from roots and
debris. Continued support to replace or line existing pipe extends the service life of the
entire collection system. We also expect to target areas mentioned within the Master
Sanitary Sewer Study for additional Sanitary Sewer Evaluation Studies (SSES) to reduce
5

the Infiltration and Inflow (I & I) within our collection system. The increasing workload and
a static staffing level will affect the Wastewater Division staffs’ ability to provide an adequate
level of service going forward. The WW Division is also requesting to reinstate the
Wastewater Supervisor in FY 2023 via promotion with the addition of a Utility Operator to
backfill the position. Please refer to the Staff Request sections for additional information.
➢ Wastewater Division Management: The Wastewater Superintendent has added many of
the administrative responsibilities for the Division to his own, which has reduced time for the
supervision of field staff and the upkeep of the GIS system. This is the reason for the request
to reinstate the Wastewater Supervisor to manage the daily needs and activities of the
Wastewater Division Staff including time sheets, annual reviews, discipline as needed,
safety committee, maintenance records for equipment, and purchasing of supplies. This
person would manage all wastewater GIS data including GPS integration, map updates,
WinCan (pipe inspection data), SL-Rat (acoustic inspection), and review of the video
inspections of all newly constructed pipe. Reinstating the Wastewater Supervisor position
would provide a clear line of succession for the division and provide the much needed daily
leadership for staff. The Wastewater Division has six employees (2/3 of that divisions staff)
that will be eligible for retirement with the next 2 to 5 years which will require careful
succession planning to make this a simple and effective transition. Please refer to the
Staffing Request below for additional information.
550.3550 – Sewer Administration and 550.3552 Sewer Maintenance
Significant Budget Changes: The Wastewater Division is requesting to make the following
changes to budget activity line items.
1. Increase line item 550.3552.4270 to repair and provide maintenance to the brick faced
buildings and replace the door to the cold storage area at the Wastewater Treatment Plant
in both FY 2023 and FY 2024.
2. Increase line item 550.3550.4211 to update the space needs study from 2013 in FY 2023.
3. Increase line item 550.3552.4272 to upgrade our manhole monitors in FY 2024.
Capital Outlay Requests: The Wastewater Division is requesting to replace or add the
following vehicles and equipment, which are listed in order of priority.
1. Purchase a new Pickup Truck for use within the WW Division in FY 2023.
2. Replace Unit #731 with a new Skid Steer in FY 2023.
3. Replace Unit #730 and Unit #732 with a new John Deere XUV825E in FY 2023.
Staffing Requests: As mentioned above, the Wastewater Division is requesting to add one
(1) new FTE to reinstate the Wastewater Supervisor position to provide daily leadership to the
existing staff. Without this position, there will be a lack of daily supervision from a front line
management position that could negatively impact safety and production, keeping us from
reaching our maintenance and cleaning goals. Our staff is the most important resource we
have, proper supervision of that resource should be one of our highest priorities. If approved,
this would provide time to train and acquire direct responsible charge of the collection system
under the existing Superintendent’s tutelage prior to his retirement in the next 2 to 4 years.
Please refer to the Wastewater Division Management section for additional information.

6

Conclusion
In following the City of Ankeny’s Goals, the Municipal Utilities Department continues to upgrade
essential infrastructure, exercise financial discipline, deliver exceptional service, and enhance
the quality of life to maintain the high expectations of Ankeny’s residents, businesses, and
visitors to continue to obtain a greater quality of life. To further the effort of our Mission
Statement, the Municipal Utilities Department holds high standards in the design, review,
construction, operations, and maintenance phases of all projects, facilities, and public
infrastructure, to ensure a high quality of life for our residents and businesses. The requests
discussed within this budget memorandum for short-term equipment, staff, and materials will
assist in both maintaining current service levels despite the continued growth and resolving the
long-term issues of the Municipal Utilities Department. Staff within the Municipal Utilities
Department are always looking for opportunities to improve our efficiency and effectiveness.
Field staff continues to attend training courses and conferences to gain continuing education
units to apply toward additional certifications through the IDNR, APWA and IAWEA. They also
participate with in-house safety training. The Municipal Utilities Department is eager to continue
our successes into the future.
Respectfully submitted,

Donald Clark, P.E.
Director of Municipal Utilities

7

Non-Personnel Request Summary

Schedule

Department Requests
FY22
FY23
FY24

Total

Fund
Balance

Equipment
Reserve

Fiscal Year 2023
Capital
Other
Projects
Funds

Staff
Removed

Totals

Fund
Balance

Equipment
Reserve

Fiscal Year 2024
Capital
Other
Projects
Funds

Staff
Removed

Totals

General Fund
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Administration
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations
Police Operations

FOIA and records request software
Predictive index software
River rock removal
Flock public safety camera system
Command staff training
Command staff and supervisor training
Increased meetings and food funding for in-service and external
training
Clean exterior of building and memorial tribute area
Replace A/V system in police roll call briefing room
Replace chairs - records and identification work area
Replace tables and chairs - major case meeting room
Replace chairs - administrative conference room
Additional recruiting program funding
Add fitness equipment - rower and miscellaneous equipment
Replace fitness equipment - treadmill (1) (1)
Night vision equipment (9) - SERT
Virtual reality training simulator
DBAL IR visible laser illuminators (3)
Sig Sauer MPX rifles (2)
Short barrel rifles (2) - SERT
Rifle suppressors (14)
Rifle mounted lights (9)
Simunition equipment
Increased ammunition funding
Emergency life and safety kits (6)
Tasers (25)
Reporting writing computers (3) and phones (2)
Arrest and control training dummy
Rape Aggression Defense (RAD) instructor suits (2)
Replace patrol bicycles (4)
Replace patrol vehicles (6)
Replace patrol vehicles (5)
Portable training facility

N
N
M
N
N
N

-

13,000
14,000
23,000
35,750
21,550
5,000

13,000
14,000
32,500
15,350
3,000

N
M
RA
RA
RA
RA
N
N
RN
N
N

1,000

4,000

4,000

-

15,850
13,000
7,644
7,095
2,000
2,000
4,000
2,700
-

5,300
4,000
2,700
67,500

N
N
N
N
RN
N
N
N
RN
N
RN
RN
RN
RN
RN
N

4,200
24,000
-

14,300
3,240
3,550
9,411
4,000
4,000
7,600
368,637
10,000

7,100
42,373
315,918
-

26,000
28,000
23,000
68,250
36,900
8,000

35,750
8,000
-

-

-

-

13,000
14,000
23,000
13,550
5,000

13,000
14,000
23,000
35,750
21,550
5,000

32,500
10,000
-

-

-

-

13,000
14,000
5,350
3,000

13,000
14,000
32,500
15,350
3,000

9,000

1,000

-

-

-

15,850
13,000
5,300
7,644
7,095
2,000
2,000
8,000
5,400
67,500

10,000
2,000
1,500
4,000
2,400
-

-

-

-

3,000

4,000

1,000

-

-

-

3,000

4,000

5,850
13,000
7,644
7,095
500
300
-

15,850
13,000
7,644
7,095
2,000
2,000
4,000
2,700
-

13,000
7,644
7,095
2,400
-

-

-

-

5,300
4,000
300
67,500

13,000
5,300
7,644
7,095
4,000
2,700
67,500

4,200
7,100
14,300
3,240
3,550
24,000
9,411
42,373
4,000
4,000
7,600
368,637
315,918
10,000

7,150
3,240
3,550
9,411
4,000
3,800
368,637
-

-

-

4,375
-

7,150
4,000
3,800
10,000

4,375
14,300
3,240
3,550
9,411
4,000
4,000
7,600
368,637
10,000

7,100
7,150
8,475
4,000
315,918
-

-

-

-

33,898
-

7,100
7,150
42,373
4,000
315,918
-

N

-

1,440

1,440

2,880

-

-

-

-

1,440

1,440

-

-

-

-

1,440

1,440

Police Support
Police Support
Police Support
Police Support
Police Support
Police Support
Police Support

Cell phone stipend - evidence assistant (1) and community
engagement team (2)
Increased office supplies funding
Office furniture and reconfiguration
Chemical hood
Replace surveillance cameras (2)
Replace detective vehicle
Community Engagement Team (CET) vehicle
Investigation scanner

N
N
N
RN
RN
N
N

-

2,000
20,000
2,500
11,000
28,000
62,000
31,000

-

2,000
20,000
2,500
11,000
28,000
62,000
31,000

20,000
2,500
11,000
-

-

-

-

2,000
28,000
62,000
31,000

2,000
20,000
2,500
11,000
28,000
62,000
31,000

28,000
31,000

-

-

-

-

28,000
31,000

Fire Administration
Fire Administration
Fire Administration
Fire Administration
Fire Administration
Fire Administration
Fire Administration
Fire Administration
Fire Administration
Fire Administration

Upgrade fire manager scheduling software
Active data monitoring software
Repair bioretention cell, retaining wall and fencing - FS1
Increase paramedic tuition assistance (4)
Replace self-contained breathing apparatus fill station
Replace countertops - FS1
Replace deteriorating concrete - FS1
Replace garage doors - FS1
Repaint high traffic and public areas - FS2
Mobile wireless gateway devices (10)

N
N
M
N
RB
M
M
M
M
N

7,000

8,400
20,000
9,200
38,000
8,200
15,000
56,600
4,000
-

2,360
8,400
9,200
34,200
-

2,360
16,800
20,000
18,400
38,000
8,200
15,000
90,800
4,000
7,000

10,000
9,200
8,200
10,000
56,600
4,000
-

-

-

-

8,400
10,000
38,000
5,000
-

8,400
20,000
9,200
38,000
8,200
15,000
56,600
4,000
-

2,360
9,200
38,000
34,200
-

-

-

-

8,400
-

2,360
8,400
9,200
38,000
34,200
-

Fire Suppression
Fire Suppression
Fire Suppression
Fire Suppression
Fire Suppression

Mobile ventilation unit
Replace unit #106 - 1 ton 4WD truck
Replace unit #122 - engine
Replace unit #125 - engine
Replace unit #163 - heavy rescue

N
RN
RN
RN
RN

-

2,775
720,000
-

85,000
800,000
800,000

2,775
85,000
720,000
800,000
800,000

2,775
-

720,000
-

-

-

-

2,775
720,000
-

-

800,000
-

-

-

85,000
800,000

85,000
800,000
800,000

Secure online payment gateway
Insurance verification software
Cell phones - ambulances (2)
Replace heart monitors (5)

N
N
N
RN

-

1,000
1,625
1,104
-

1,000
4,500
984
216,667

2,000
6,125
2,088
216,667

1,000
1,104
-

-

-

-

1,625
-

1,000
1,625
1,104
-

1,000
1,625
984
216,667

-

-

-

4,500
-

1,000
6,125
984
216,667

Police Support

EMS
EMS
EMS
EMS

Schedule
N
RN
RN
RN
N

Department Requests
FY22
FY23
FY24
43,333
80,000
360,000
400,000
80,000

Total
43,333
80,000
360,000
400,000
80,000

Fund
Balance
360,000
-

Equipment
Reserve
-

Fiscal Year 2023
Capital
Other
Projects
Funds
-

EMS
EMS
EMS
EMS
EMS

Heart monitor (1)
Replace unit #103 - 3/4 ton 4WD crew cab truck
Replace unit #113 - ambulance
Replace unit #115 - ambulance
Special service utility vehicle

Library
Library
Library
Library
Library
Library
Library
Library

Contracted marketing materials
Strategic planning consultant
Wi-Fi hotspots (26)
Increase travel funding
Increase special programs/events - services
Increase special programs/events - supplies
Increase digital materials
Increase online subscription databases

N
N
N
N
N
N
N
N

-

5,000
9,000
750
5,000
10,000
6,000
6,000

5,000
15,000
9,000
750
5,000
10,000
6,000
6,000

10,000
15,000
18,000
1,500
10,000
20,000
12,000
12,000

4,500
750
1,000
2,000
6,000
-

-

-

-

Communications
Communications

New website and provider
Additional marketing funding

N
N

-

4,000
5,000

4,000
-

8,000
5,000

30,000
2,500

-

-

Park Maintenance
Park Maintenance
Park Maintenance
Park Maintenance
Park Maintenance

Work order and preventative maintenance software
Increase north and south side mowing contract frequency
Detention basin diffusers (6)
Desktop computer
Utility locator and miscellaneous equipment

N
M
N
N
N

22,450
-

3,000
67,280
15,000
1,500
7,500

3,000
67,280
-

6,000
157,010
15,000
1,500
7,500

3,000
67,280
15,000
2,400

-

Park Maintenance

Cargo van storage/shelving - facilities maintenance technician

N

-

1,875

-

1,875

1,875

Park Maintenance
Park Maintenance
Park Maintenance
Park Maintenance

Replace unit #607 - 1/2 ton 4WD long bed truck
Replace unit #610 - 1/2 ton 2WD truck
Replace unit #606 - utility vehicle
Handheld radio

RN
RN
RN
N

-

30,200
34,000
36,032
1,642

192

30,200
34,000
36,032
1,834

Increase training and travel funding

N

-

2,200

2,200

Banquet tables (7) - Outdoor Education Center
Sound system - Senior Center

RN
N

-

3,600
11,060

Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics
Aquatics

Lifeguard incentive program
Inspection and report on slide structure - PRAC
Replace make-up water float system - CFAC
Replace concession stand air conditioner - CFAC
Replace water heater - CFAC & PRAC
Repair family slide retaining wall - PRAC
Replace slide safety pads (3) - CFAC & PRAC
Replace lily pad safety pads - PRAC
Replace diamond brite pool surface - PRAC
Reseal cement panels - CFAC
Repaint flume slides (2) and family slide (1) - PRAC
Replace south entrance fencing and gate - PRAC
Replace concession stand fryer - CFAC
Replace chairs and loungers - CFAC & PRAC

N
N
M
M
M
M
M
M
M
M
M
M
RN
RN

5,000
4,750
5,612
3,686
12,000
24,970
10,356
-

PRSC

Repaint exterior doors and frames (40)
Repaint baseball and softball foul poles (42) and football goal
posts (6)
Water bottle filling stations (2) - football and softball concession
stands
Replace unit #620 - 3/4 ton 4WD truck and lift gate
Replace unit #630 - mower
Replace and upgrade unit #637 - GPS guided painter
Replace unit #652 - mower
Replace unit #653 - mower
Replace snow blade
Utility vehicle
Dethatching rake attachment

M

Staff
Removed
-

Totals

Fund
Balance

Equipment
Reserve
-

Fiscal Year 2024
Capital
Other
Projects
Funds
-

Staff
Removed
80,000
80,000

Totals

360,000
-

43,333
400,000
-

43,333
80,000
400,000
80,000

5,000
4,500
4,000
8,000
6,000

5,000
9,000
750
5,000
10,000
6,000
6,000

15,000
4,500
750
1,000
2,000
6,000
-

-

-

-

5,000
4,500
4,000
8,000
6,000

5,000
15,000
9,000
750
5,000
10,000
6,000
6,000

-

4,000
2,500

34,000
5,000

4,000
2,500

-

-

-

-

4,000
2,500

-

-

1,500
5,100

3,000
67,280
15,000
1,500
7,500

3,000
67,280
-

-

-

-

-

3,000
67,280
-

-

-

-

-

1,875

-

-

-

-

-

-

30,200
34,000
1,642

-

-

-

36,032
-

30,200
34,000
36,032
1,642

36,032
192

-

-

-

-

36,032
192

4,400

-

-

-

-

2,200

2,200

-

-

-

-

2,200

2,200

360

3,600
11,420

3,600
360

-

10,700

-

-

3,600
11,060

360

-

-

-

360

720

6,500
50,000
10,973
15,500
3,170
9,194
8,499

6,500
-

13,000
5,000
4,750
5,612
3,686
12,000
24,970
10,356
50,000
10,973
15,500
3,170
9,194
8,499

50,000
15,500
3,170
9,194
8,499

-

-

-

6,500
10,973
-

6,500
50,000
10,973
15,500
3,170
9,194
8,499

10,793
-

-

-

-

6,500
-

6,500
10,793
-

-

11,200

-

11,200

11,200

-

-

-

-

11,200

-

-

-

-

-

-

M

-

35,760

-

35,760

-

-

-

-

35,760

35,760

35,760

-

-

-

-

35,760

N

-

8,300

-

8,300

8,300

-

-

-

-

8,300

-

-

-

-

-

-

RN
RN
RN
RN
RN
RN
N
N

-

26,322
68,215
4,638
27,819
-

29,000
9,725
56,000
8,000

29,000
9,725
56,000
26,322
68,215
4,638
27,819
8,000

68,215
4,638
-

-

-

-

26,322
27,819
-

26,322
68,215
4,638
27,819
-

29,000
9,725
26,322
-

-

-

-

56,000
8,000

29,000
9,725
56,000
26,322
8,000

Replace outfield fencing - Hawkeye fields #1 and #2
Security cameras - Hawkeye Park and Miracle League
concession stands

RN

-

42,960

-

42,960

21,480

-

-

21,480

-

42,960

-

-

-

-

-

-

N

-

15,000

-

15,000

-

-

-

15,000

-

15,000

-

-

-

-

-

-

1/2 ton 4WD truck - engineering technician I

N

-

33,000

-

33,000

33,000

-

-

-

-

33,000

-

-

-

-

-

-

ID badge software and printer

N

-

2,000

-

2,000

2,000

-

-

-

-

2,000

-

-

-

-

-

-

.

Recreation
Community Centers
Community Centers

PRSC
PRSC
PRSC
PRSC
PRSC
PRSC
PRSC
PRSC
PRSC
PRSC
Hawkeye Park
Hawkeye Park
Development Engineering
Human Resources

City Clerk
City Clerk
Economic Development
Economic Development
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT
IT

Replace postage machine- lease option (2)
Replace postage machine - purchase option

Schedule
RN
RN

Department Requests
FY22
FY23
FY24
(105)
(105)
2,164
860

Total
(210)
3,024

Fund
Balance
(105)
-

Equipment
Reserve
-

Fiscal Year 2023
Capital
Other
Projects
Funds
-

Staff
Removed
2,164

Totals

Fund
Balance

(105)
2,164

(105)
-

Equipment
Reserve
-

Fiscal Year 2024
Capital
Other
Projects
Funds
-

Staff
Removed
860

Totals
(105)
860

Uptown streetscape plan
Mid-Iowa Planning Alliance membership

N
N

2,546

10,000
10,183

10,183

10,000
22,912

10,183

-

-

10,000
-

-

10,000
10,183

10,183

-

-

-

-

10,183

Network security risk assessment
Office 365 evaluation
Add Palo Alto PA-820 DNS filter option to firewall
Cybersecurity awareness training subscription
Add Malwarebytes Nebula for client and server endpoint
protection
Add Endpoint Detection and Response and Spotlight features to
Crowdstrike antivirus subscription
Remote access control software
Premise data collection security subscription
Cloud Access Security Brokers (CASB) solution
IT Help Desk ticketing and tracking software
Password manager software
Security camera annual licensing and support
Technology Association of Iowa membership
Microsoft SQL server database licenses
Replace network servers
Replace wireless access points
Wireless access points
Replace network switches
Network switch
Add presentation PC, projector and screen to existing large
conference rooms
Network server room sensors
Replace network server UPS units
Replace security cameras - Cascade Falls Aquatic Center
Replace security cameras - Prairie Ridge Aquatic Center
Replace security cameras - Otter Creek Golf Course
Replace security cameras - Police Department
Add security cameras - Police Department
Add security cameras - Prairie Ridge Sports Complex
Increase minor equipment funding
Door access controls
Replace multi-function copy machines (7) (6)
Chromebook (2), iPad (2) and Android tablet (2) for testing

N
N
N
N

-

10,030
1,158
10,000

47,000
1,215
10,000

10,030
47,000
2,373
20,000

10,030
1,158
10,000

-

-

-

-

10,030
1,158
10,000

1,215
10,000

-

-

-

47,000
-

47,000
1,215
10,000

N

-

9,900

10,500

20,400

-

-

-

-

9,900

9,900

9,900

-

-

-

10,500

20,400

N

-

13,000

3,000

16,000

-

-

-

-

13,000

13,000

-

-

-

-

3,000

3,000

N
N
N
N
N
N
N
N
RN
RN
N
RN
N

5,536
-

10,000
38,000
53,000
2,000
10,800
6,000
500
6,800
131,000
6,600
5,300
85,000
12,000

10,000
42,000
53,000
2,000
10,800
6,000
500
6,800
33,000
4,100
68,000
-

20,000
80,000
106,000
4,000
21,600
17,536
1,000
13,600
164,000
10,700
5,300
153,000
12,000

2,000
6,000
6,800
2,400
30,000
-

-

-

-

10,000
38,000
53,000
10,800
500
131,000
4,200
5,300
55,000
12,000

10,000
38,000
53,000
2,000
10,800
6,000
500
6,800
131,000
6,600
5,300
85,000
12,000

2,000
6,000
6,800
131,000
2,400
32,000
-

-

-

-

10,000
42,000
53,000
10,800
500
33,000
1,700
36,000
-

10,000
42,000
53,000
2,000
10,800
6,000
500
6,800
164,000
4,100
68,000
-

N

-

5,000

5,000

10,000

-

-

-

-

5,000

5,000

-

-

-

-

5,000

5,000

N
RN
RN
RN
RN
RN
N
N
N
N
RN
N

-

3,300
7,200
15,000
15,000
15,000
20,000
15,000
5,000
172,219
33,600
4,700

5,800
18,000
5,000
170,113
24,000
1,000

3,300
13,000
15,000
15,000
15,000
20,000
15,000
18,000
10,000
342,332
57,600
5,700

3,300
20,000
33,600
-

-

-

15,000
-

7,200
15,000
15,000
15,000
5,000
172,219
4,700

3,300
7,200
15,000
15,000
15,000
20,000
15,000
5,000
172,219
33,600
4,700

15,000
15,000
24,000
-

-

-

-

5,800
18,000
5,000
170,113
1,000

5,800
15,000
15,000
18,000
5,000
170,113
24,000
1,000

133,106

3,388,209

3,884,598

7,405,913

1,537,486

720,000

10,700

65,855

1,088,543

3,422,584

1,742,258

800,000

-

-

1,762,521

4,304,779

800

800

-

-

-

35,000
-

35,000
800

Total General Fund
Road Use Tax Fund
Roadway Administration
Roadway Administration

1/2 ton 4WD truck
Robotic total station

N
N

27,875

800

35,000
800

35,000
29,475

800

-

-

-

-

Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance
Roadway Maintenance

Facility space needs study
Ash tree removal
Replace large fans in maintenance facility
Replace vehicle wash bay pressure wash system
Desktop computers (2)
Replace unit #265 - chipper truck
Replace unit #271 - 1 ton 4WD flatbed truck
Replace unit #274 - 1 ton 4WD truck
Replace unit #245 - tractor
Replace unit #255 - backhoe

N
M
RN
RN
N
RN
RN
RN
RN
RN

32,000
-

30,000
17,500
3,000
34,000
120,000
-

14,000
80,000
34,000
133,000

30,000
32,000
17,500
14,000
3,000
80,000
34,000
34,000
120,000
133,000

30,000
13,000
17,500
34,000
-

-

-

-

3,000
120,000
-

30,000
13,000
17,500
3,000
34,000
120,000
-

14,000
80,000
34,000
120,000
133,000

-

-

-

-

14,000
80,000
34,000
120,000
133,000

Snow & Ice Control
Snow & Ice Control
Snow & Ice Control

Replace unit #224 - single axle dump truck with snow plow
Replace unit #268 - single axle dump truck with snow plow
Replace unit #270 - single axle dump truck with snow plow

RN
RN
RN

-

265,000
265,000

265,000
-

265,000
265,000
265,000

265,000
265,000

-

-

-

-

265,000
265,000

265,000
-

-

-

-

-

265,000
-

Traffic Safety
Traffic Safety
Traffic Safety

Comprehensive transportation master plan
Upgrade traffic analysis software licenses
Cell phone stipend (3) - traffic technician
Concrete storage pad for traffic signal and fiber optic system
construction materials
Replace unit #275 - sign truck
High density switch pack tester for advanced traffic control
cabinets

N
RN
N

-

175,000
2,700
1,440

100,000
270
1,440

275,000
2,970
2,880

175,000
2,700
-

-

-

-

1,440

175,000
2,700
1,440

100,000
270
-

-

-

-

1,440

100,000
270
1,440

N

-

-

-

-

9,000

-

-

-

-

9,000

-

-

-

-

-

-

RN

-

75,000

100,000

175,000

75,000

-

-

-

-

75,000

100,000

-

-

-

-

100,000

N

-

8,000

-

8,000

8,000

-

-

-

-

8,000

-

-

-

-

-

-

Traffic Safety
Traffic Safety
Traffic Safety

Schedule
Traffic Safety
Traffic Safety

Cell enabled laptop (2) - traffic engineering manager and traffic
technician
Replace and upgrade GPS data collection device

Department Requests
FY22
FY23
FY24

Total

Fund
Balance

Equipment
Reserve

Fiscal Year 2023
Capital
Other
Projects
Funds

Staff
Removed

Totals

Fund
Balance

Equipment
Reserve

Fiscal Year 2024
Capital
Other
Projects
Funds

Staff
Removed

Totals

N

-

3,260

960

4,220

-

-

-

-

3,260

3,260

-

-

-

-

960

960

RN

-

15,825

1,275

17,100

15,825

-

-

-

-

15,825

1,275

-

-

-

-

1,275

59,875

1,016,525

765,745

1,842,145

910,825

-

-

-

127,700

1,038,525

848,345

-

-

-

37,400

885,745

-

5,000
135,000

31,000
32,500
-

5,000
31,000
32,500
135,000

5,000
135,000

-

-

-

-

5,000
135,000

31,000
32,500
-

-

-

-

-

31,000
32,500
-

-

140,000

63,500

203,500

140,000

-

-

-

-

140,000

63,500

-

-

-

-

63,500

10,000
-

5,000
10,000
35,000
30,000
58,928
13,500

25,000
4,000
-

5,000
20,000
60,000
4,000
30,000
58,928
13,500

5,000
35,000
58,928
-

-

-

-

10,000
30,000
13,500

5,000
10,000
35,000
30,000
58,928
13,500

25,000
4,000
30,000
13,500

-

-

-

-

25,000
4,000
30,000
13,500

10,000

152,428

29,000

191,428

98,928

-

-

-

53,500

152,428

72,500

-

-

-

-

72,500

Total Road Use Tax Fund
Water Fund
Water Maintenance
Water Maintenance
Water Maintenance
Water Maintenance

Facility space needs study
Flow meter and isolation valve - Delaware Pump Station
1/2 ton 4WD truck - utilities operator II
Replace unit #934 - backhoe

N
N
N
RN

Total Water Fund
Sewer Fund
Sewer Maintenance
Sewer Maintenance
Sewer Maintenance
Sewer Maintenance
Sewer Maintenance
Sewer Maintenance
Sewer Maintenance

Facility space needs study
Replace cold storage shed door
Tuck point brick buildings - Maintenance Facility
Upgrade manhole monitors (4)
1/2 ton 4WD truck
Replace unit #731 - skid loader
Replace units #730 & 732 - utility vehicle

N
M
M
RN
N
RN
RN

Total Sewer Fund
Storm Water Fund
Stormwater Administration
Stormwater Administration

Native vegetation assessment
MS4 permit software platform

N
N

5,000

10,000
5,000

10,000
5,000

20,000
15,000

10,000
5,000

-

-

-

-

10,000
5,000

5,000

-

-

-

10,000
-

10,000
5,000

Stormwater Administration

Upgrade Iowa Stormwater Education Partnership membership

M

-

3,350

3,350

6,700

3,350

-

-

-

-

3,350

3,350

-

-

-

-

3,350

M

-

4,400

4,400

8,800

4,400

-

-

-

-

4,400

4,400

-

-

-

-

4,400

N

-

26,000

-

26,000

-

-

-

-

26,000

26,000

-

-

-

-

-

-

RN

-

330,000

-

330,000

-

330,000

-

-

-

330,000

-

-

-

-

-

-

5,000

378,750

22,750

406,500

22,750

330,000

-

-

26,000

378,750

12,750

-

-

-

10,000

22,750

Stormwater Administration
Stormwater Administration
Street Cleaning

Increase Four Mile Watershed Management Authority funding
for a naturalist position
1/2 ton 4WD truck - environmental/civil engineer I
Replace unit #228 - street sweeper
Total Storm Water Fund
Otter Creek Golf Course Fund

Maintenance
Maintenance
Maintenance
Maintenance
Pro Shop
Pro Shop
Pro Shop
Banquet Services
Banquet Services
Banquet Services
Banquet Services

Recondition irrigation pumps and motors
Desktop computer
Replace unit #807 - tractor and loader bucket
Replace unit #849 - rough mower

M
N
RN
RN

-

23,500
1,200
22,415

51,604
-

23,500
1,200
51,604
22,415

23,500
22,415

-

-

-

1,200
-

23,500
1,200
22,415

51,604
-

-

-

-

-

51,604
-

Replace golf cart GPS system
Replace range ball picker baskets
Replace golf cart fleet (70)

RN
RN
RN

-

25,200
600
215,000

25,200
-

50,400
600
215,000

25,200
600
-

215,000

-

-

-

25,200
600
215,000

25,200
-

-

-

-

-

25,200
-

Folding chairs (200) and carts (4) for wedding ceremonies
Replace security cameras
Replace lobby and bridal suite furniture
Clubhouse renovations

N
RN
RN
M

-

2,500
10,000

115,000

2,500
125,000

4,200
2,500
10,000

-

-

-

-

4,200
2,500
10,000

115,000

-

-

-

-

115,000

-

300,415

191,804

492,219

88,415

215,000

-

-

1,200

304,615

191,804

-

-

-

-

191,804

-

23,000

-

23,000

23,000

-

-

-

-

23,000

-

-

-

-

-

-

Total Revolving Fund

-

23,000

-

23,000

23,000

-

-

-

-

23,000

-

-

-

-

-

-

Totals - All Funds

207,981

5,399,327

10,564,705

2,821,404

10,700

65,855

800,000

-

-

Total Otter Creek Golf Course Fund
Revolving Fund
Central Garage

Replace scissor lift

M = Maintenance/modification
RA = Replacement - ahead of schedule
RN = Replacement - normal schedule
RB = Replacement - behind schedule

RN

4,957,397

1,265,000

1,296,943

5,459,902

2,931,157

1,809,921

5,541,078

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: General Government

Budget Activity: Select Budget Activity

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

FOIA and Records Request Software/Service

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
Unknown if this should be
within the Police Budget as
it can be utilized across the
entire city.

FY 2022 Line Item
Increase/Decrease

FY 2023 Line Item
Increase/Decrease

FY 2024 Line Item
Increase/Decrease

$0

$13,000

$13,000

$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

$13,000

$13,000

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

The Police Department Records division receives daily requests for reports, call for service information and video footage th rough
FOIA requests, subpoenas and other agencies. We have had no formal tracking of these requests and complete everything via
hardcopy request sheets. An audit of only open record requests was completed in October through early November of 2021.
Over a 15 work day period, 60-70 open record requests were fielded. To maintain consistency in what is released, to allow for
better tracking and to know what is pending/completed, we are requesting funding to acquire a web -based request, tracking,
redaction and distribution system. Some software systems also allow for subpoena tracking. Research needs to be completed o n
what system will best fit our needs, and can also be used across the entire city to fulfill record requests. The above funding
estimate is based upon basic quotes from GovQA and NextRequest. They range in costs from $10,000 to $16,000 per year based
upon licenses needed and capabilities of the portals.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Office Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Goal: Deliver Exceptional Service, 3.1 Attract and retain highperforming, diverse, and competent city staff team, 3.3
Leverage technology to improve public access to city services,
3.4 Strengthen collaboration between city departments, 3.5
Maintain high citizen satisfaction rating. Software to assess
the needs of the police department and positions and
compare them with the needs of the employees and
applicants to best choose the best applicant for the position.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4211
Predictive Index System

FY 2021 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2022 Line Item
Increase/Decrease
$0
$14,000
$0
$0
$0
$0

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$14,000

$0

Goal: Deliver Exceptional Service, 3.1 Attract and retain high-performing, diverse, and competent city staff team, 3.3 Leverage
technology to improve public access to city services, 3.4 Strengthen collaboration between city departments, 3.5 Maintain hig h
citizen satisfaction rating. The hiring team and the Ankeny Police Department is seeking to best find the right candidates f or the
needs of each position. The Predictive Index is an in-house management tool that identifies workplaces strengths and provides a
clear picture of applicants and compares them to the requirements of the job. Recruiting is very strong within the police
department and through the Predictive Index training managers learn how to define what is needed in the position and develop
job posting specifically designed to attract those styles. The Predictive Index evaluates applicants’ strengths, weaknesses, needs
and motivations and compares them to the position. This will assist in reducing employee turnover, productivity, leadership,
retention and promotion assessment.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Land & Land Improvements

Description of Request:

Picture:

Goal: 1. Upgrade Essential Infrastructure. 1.5 maintain parks
and facilities at a high level. Goal: 4 Enhance Quality of Life. 4.5
Enhance pride in both public and private spaces. Landscape
overhaul and removal of potential hazards (river rocks)
surrounding building and parking lot.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
1000.1111.4227

FY 2021 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2022 Line Item
Increase/Decrease
$23,000
$0
$0
$0
$0
$0

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$23,000

$0

Goal: 1. Upgrade Essential Infrastructure. 1.5 maintain parks and facilities at a high level. Goal: 4 Enhance Quality of Life. 4.5
Enhance pride in both public and private spaces. During the 2020 civil unrest events around the county, the police department
began to examine building security and the safety of the perimeter. One element that proved to be a significant hazard to police
personnel was the landscaping and the river rocks that surround the building. Throwing objects, especially rocks, were the main
“weapon” of choice use to target police building and personnel. Further examination suggest that the rocks use against police
were part of the landscaping that surround building before the civil unrest occurred. Obviously, no one had the foresight that
the rocks could pose a hazard to police personnel. The project would include removal of rock mulch, miscellaneous landscape
plant material, landscape edging, backfilling with topsoil to achieve positive drainage away from the building, seeding with turf
seed and stabilizing with hydro mulch, and cleanup of any debris incidental to the project. The project would also include the
repair and cleanup of the police tribute area on the east side of the building.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Technical Services

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

FLOCK Public Safety Camera Program

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4235

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$35,750
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
($3,250)
$0
$0
$0
$0

$35,750

$32,500

This public safety camera system has been highly effective in reducing crime. The system the PD would initially propose woul d be
a 13-camera system placed strategically in the ingress and egress points of the city. The system operates 24/7/365 and captures
vehicle and license plate data and an actual photo of the vehicle. The vehicular traffic is logged for 30 days and is entirely
searchable by any descriptor such as make model or a specific modification such as a ladder rack. The western suburbs currently
have this system and we have been granted access to see if any of our transient criminal traffic is operating there. The sys tem is
tied to the national database for license plates, stolen vehicles, criminal warrants , missing people, AMBER alerts, etc. With each
passing car the system automatically queries the system and has the ability to send a text alert in real time to officers mobile
computers in the patrol car. This will undoubtedly improve public safety by helping us identify a criminal element in the city and
in the case of major crimes with limited witness info we could still be able to set a specific list of possible suspects. There is a
multitude of cases we have had that this system would have assisted on if we had this technology in place. It should be noted
that this system is not a red-light running system or monitor speed for enforcment and won’t be monitored by personnel it will
simply be a tool used after the fact for investigative purposes. A policy will be developed to help administer this program. The
price drops the second year of the program as there is a $250 setup feel per camera the first year install.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023 - 2024

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request: Continued Command Staff
Leadership and Development

Picture:

Goal: 3. Deliver Exceptional Service, 3.1 Attract and retain a
high-performing, diverse, and competent city staff team. Goal:
7. Provide Regional Leadership, 7.1 Assume leadership roles in
key regional government organizations. Provide command
staff members with intensive training in the latest
management concepts and practices used in business,
government and discussions of the most challenging issues
facing law enforcement executives today.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4265

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$21,590
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$15,350
$0
$0
$0
$0
$0

$21,550

$15,350

Goal: 3. Deliver Exceptional Service, 3.1 Attract and retain a high-performing, diverse, and competent city staff team. Goal: 7.
Provide Regional Leadership, 7.1 Assume leadership roles in key regional government organizations. Police Department
Command Staff members have not attended any executive level police management courses or training in over 5 years.
Continued education and professional development are key in retaining a high-performing staff. The goal is to provide 2-3 in
FY23 and FY24 command staff members the opportunity to attend executive level management courses. All of the courses listed
are industrial standard and are taken and endorsed by law enforcement leaders around the country.
Command Staff Member
Captain Echer
Lieutenant Bowersox
Lieutenant Kovacs
Lieutenant Kroska
Captain Schaffer
Lieutenant Huggins

Course

Fiscal Year

Estimate Cost

Senior Management Institute for
Police
Southern Police Institute
NWU Police Staff and Command
Senior Management Institute for
Police
NW Executive Management Program
NW Executive Management Program

FY23

$9,950

FY23
FY23
FY24

$7,340
$4,300
$9,950

FY24
FY24

$2,700
$2,700

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023 - 2024

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type
Description of Request: Continued Supervisor and
Command Staff Leadership and Development

Capital Outlay: Select Object Type

Goal: 3. Deliver Exceptional Service, 3.1 Attract and retain a
high-performing, diverse, and competent city staff team. Goal:
7. Provide Regional Leadership, 7.1 Assume leadership roles in
key regional government organizations. Provide command
staff and supervisors with team building inspiration training.

See attached

Picture:

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4265

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$5,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$3,000
$0
$0
$0
$0
$0

$5,000

$3,000

Goal: 3. Deliver Exceptional Service, 3.1 Attract and retain a high-performing, diverse, and competent city staff team. Goal: 7.
Provide Regional Leadership, 7.1 Assume leadership roles in key regional government organizations. Team building Is essential to
running a great police department. Police departments are inspired by stories of overcoming and conquering traumatic events.
Jason Schecthterle, a now retired Phoenix Police Detective, was hit and trapped in his patrol car. He was burned over 40% of his
body. Jason story of triumph over tragedy reminds all of us how strong we really are. Not only could the police department
benefit from inspirational speaker, other city departments as well. This speaker will be for FY23. FY24 speaker will be decided
later. The price of the speaker may be off-set through a partnership with other law enforcement organizations (PLEXA) or other
metro agencies.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2022 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Increase in funding for Meetings and Food for In-Service
training and exterior meetings.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4269

FY 2022 Line Item
Increase/Decrease
$4000
$0
$0
$0
$0
$0

Net Increase/
$4000
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$4000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$4000
$0
$0
$0
$0
$0

$4000

$4000

The above listed budget line provides funding for food and other commodities that are hosted by the Police Department. This
includes hosted meetings for the community, other law enforcement and in-house training.
The Police Department regularly schedules in-service days of training to complete training on subjects like Emergency Vehicle
Operations, Use of Force, Scenario Based Training, Firearms, Legal Updates and other topics. Our agency recognizes the need for
well-trained officers to serve our community and has increased our in-service session to five training days from four for the FY22
fiscal year. With that increase, this line needs to be adjusted to accommodate the working lunch on the additional day.
The cost of meals has increased over the last year due to market adjustments and supply chain issues. With that, the previously
budgeted amount has been expended with normal operations since the beginning of this fiscal year.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

Goal: 1. Upgrade Essential Infrastructure. 1.5 maintain parks
and facilities at a high level. Goal: 4 Enhance Quality of Life. 4.5
Enhance pride in both public and private spaces. Clean exterior
façade of building and tribute area.

Pictures attached

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$15,850
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$15,850

$0

Goal: 1. Upgrade Essential Infrastructure. 1.5 maintain parks and facilities at a high level. Goal: 4 Enhance Quality of Lif e. 4.5
Enhance pride in both public and private spaces.
Pressure & Chemical Cleaning: Contractor will wash and clean all coated surfaces noted with medium to high
pressure water to remove foreign residue, lattice and carbon build up. Where necessary to remove stubborn stains a
chemical cleaning agent, may be applied to the stain and allowed to dwell per the manufacture’s recommendations and
then be rinsed clean with low pressure water.

Diagram of area and photo attached.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Replace and update A/V system in Police Roll Call Briefing
Room

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4319
Office Equipment/Furniture

FY 2022 Line Item
Increase/Decrease

FY 2023 Line Item
Increase/Decrease

FY 2024 Line Item
Increase/Decrease

$0

$13,000

$0

$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

$13000

$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

The Audio/Visual system that is in place in the Police Department Roll Call Briefing area has failed to work as originally installed.
The system fails to broadcast sound and activa te the wall displays to provide information during briefings and/or training events
in that space. These failures do not allow the Police Department to effectively utilize the space as designed. The existing system
is approximately 12 years old and was installed during the initial construction of the facility. The requested fu nding is to replace
the existing equipment with an updated system with similar capabilities.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment
Description of Request: Furniture Update
Administrative Conference Room

Capital Outlay: Buildings

Replace worn chairs

Insert Picture Here

Picture:

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4319

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$5,300
$0
$0
$0
$0
$0

$0

$5,300

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

In an effort to maintain our equipment and facilities at a high level, the Department is requesting funding to replace office chairs
in the records division. The chairs purchased in 2009 when the building opened are still in use in the records division. Th ese
chairs were of high quality and are starting to wear through the backs and arm rests. To achieve another 12+ years of service
from the replacement equipment, we are requesting chairs from or similar to the Herman Miller Aeron chairs that are currently in
service.
Area/Purpose
Records and Identification Work Area

Quantity
4 Midback Chairs (Replacements)

Cost
$5,300

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment
Description of Request: Furniture Update
Administrative Conference Room

Capital Outlay: Buildings

Goal: 1 Upgrade Essential Infrastructure, 1.5 Maintain parks
and facilities at a high level. Replace broken non-repairable
chairs for meeting areas. Replace and add chairs and tables in
Major Case meeting room.

Insert Picture Here

Picture:

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4319
100.1111.4319

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$5,676
$1,968
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$7,644

$0

Goal: 1 Upgrade Essential Infrastructure, 1.5 Maintain parks and facilities at a high level. Replace broken non -repairable chairs for
meeting rooms. Major Case Investigations/Command room is one of several highly used rooms in need of replacement,
additional chairs and tables. Current chairs and tables in meeting room are 11 years old.
Room/Purpose
Quantity
Cost
Major Case investigations/Command
2 Rectangle Top Tables
$1,968
Center (Investigation debriefs, Strategic
Planning and Supervisor Meetings)
Major Case investigations/Command
8 Midback Chairs (Additional and
$5,676
Center (Investigation debriefs, Strategic Replacements)
Planning and Supervisor Meetings)

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023 - 2024

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment
Description of Request: Furniture Update
Administrative Conference Room

Capital Outlay: Buildings

Goal: 1 Upgrade Essential Infrastructure, 1.5 Maintain parks
and facilities at a high level. Replace broken non-repairable
chairs for meeting areas. Replace administrative conference
room with chairs with Midback adjustable chairs.

Insert Picture Here

Picture:

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4319

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$7,095
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$7,095

$0

Goal: 1 Upgrade Essential Infrastructure, 1.5 Maintain parks and facilities at a high level. Replace broken non -repairable chairs for
meeting rooms. Administration Conference room needs 11 year old chairs replaced.
Room/Purpose
Quantity
Cost
Administration Conference Room
10 Midback Chairs (Replacements)
$7,095
(Command Staff and Executive Staff
meeting room)

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Goal: 3. Deliver Exceptional Service 3.1 Attract and retain a
high-performing, diverse, and competent city staff team. Add
funding to support out of metro and out-of- state recruiting
efforts.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4343

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$2,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$2,000

$0

Goal: 3. Deliver Exceptional Service 3.1 Attract and retain a high-performing, diverse, and competent city staff team.
Additional funding is needed to support the departments recruiting efforts outside of the metro area and out of state. The
funding would cover travel expenses mainly to neighboring state and out of state metro areas (Minnesota, Kansas, Missouri,
Illinois, etc.). Recruiting locations will be within driving distance.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Goal: 1. Upgrade Essential Infrastructure. 1.5 maintain parks
and facilities at a high level. Goal: 3. Deliver Exceptional Service
3.1 Attract and retain a high-performing, diverse, and
competent city staff team. Goal: 4. Enhance Quality of Life. 4.5
Enhance pride in both public and private spaces. Add and
Replace physical fitness equipment in the police department
physical training room to support the department’s wellness
program.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$ 6,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$4000
$0
$0
$0
$0
$0

$6,000

$4,000

Goal: 1. Upgrade Essential Infrastructure. 1.5 maintain parks and facilities at a high level. Goal: 3. Deliver Exceptional Service 3.1
Attract and retain a high-performing, diverse, and competent city staff team. Goal: 4. Enhance Quality of Life. 4.5 Enhance pride
in both public and private spaces.
The police department has made it a priority to help improve both the mental and physical health of all our members. The
department has implemented a mandatory yearly mental health checkup. Another important piece of the department’s wellness
program is replacing and adding physical fitness equipment to our physical training room. Both treadmills need replacing. We
also plan to add a rowing machine. The department believes in providing easy access to programs that will reduce the stress and
negative effects of a law enforcement career.
Equipment
Cost
Fiscal Year
Treadmill (replace)
$4,000
FY23
Rower (addition)
$1500
FY23
Misc. Equipment
$500
FY23
Treadmill (replace)
$4,000
FY24

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Provide Regional Leadership

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2022 - 2024

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Rents/Leases

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Night Vision Equipment

Picture:

Night Vision Equipment for SERT (High Risk Operations)

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4235
Electronics Rentals

FY 2022 Line Item
Increase/Decrease
$2,700
$0
$0
$0
$0
$0

Net Increase/
$2,700
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$2,700
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$2,700
$0
$0
$0
$0
$0

$2,700

$2,700

The Police Department is part of the Suburban Emergency Response Team (SERT) and has officers assigned to this tactical team.
These officers complete high-risk tasks that frequently occur in low light, or no light conditions. Over the last year, officers
assigned to the team from the West Des Moines Police Department have been testing and training on night vision equipment.
One of the officers has been actively using night vision equipment on operations and the West Des Moines Police Department has
already submitted a request to the same program to equip their SERT officers. As the second largest agency on the tactical team,
the Ankeny Police Department needs to provide our people with equipment and training on this topic to provide leadership on
the team. This program provides our officers with a leased option for equipment for $300 per unit/year. If our agency was to
purchase new night vision equipment, the cost would be between $5000-13,000 per unit based upon assignment needs. This
program provides a cost-effective way to equip and train our people to develop this program, until we determine if we can
purchase equipment.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1111 Police Administration

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Virtual Reality Training Simulator

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1111.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$65,000
$0
$0
$0
$0
$0

$0

$67,500

Police Training has come under scrutiny over the past few years with a significant push towards better de-escalation and
scenario-based training. Training simulators have become increasingly popular as a way to regularly train officers on shift in
realistic situations. Traditional simulators such as owned by several agencies in the Des Moines area are large, single or multi
screen two dimensional simulators where an image is projected on a screen with a pre-determined outcome. Newer Virtual
Reality simulators, such as the item listed here, provide an immersive experience with noise cancelling headphones and 3D
imagery for a realistic training environment. The VR systems also provide the opportunity for the instructor to determine an y
outcome instead of a pre-determined ending set by the providing company. An example of this type of equipment can be found
at: apexofficer.com.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services:

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: IR/Visible Lasers

Picture:

Request to outfit all SERT members with IR-Visible Laser
Illuminators.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336
Ammunition

FY 2022 Line Item
Increase/Decrease
$4,200
$0
$0
$0
$0
$0

Net Increase/
$4,200
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The Police Department has eight officers assigned to the Suburban Emergency Response Team. The SERT Command Element
from the West Des Moines Police Department has begun the budgetary request for their agency to equip their SERT Officers with
IR/Visible lasers for their assigned rifles. These are needed for training/operation with Night Vision equipment currentl y owned
by the West Des Moines Police Department and METRO STAR. These lasers are necessary for rifle deployment, sighting and
illumination under night vision capabilities, for the Ankeny Officers assigned to SERT. Funding was approved under FY22 for units,
but cost estimates provided by West Des Moines were low, so only five units could be ordered with the funding provided. This
request is for three units to outfit all SERT members.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Select State Budget Program

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Sig Sauer MPX

Picture:

Two (2) Sig Sauer MPX rifles for support services operations,
SERT Deployments, and protection details at large venue
special events.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$7,100
$0
$0
$0
$0
$0

$0

$7,100

The Ankeny Police Department has seen a significant increase in requests for Police presence at public venue events, such as the
Central Iowa Air Show and various events in The District, all which occurred prior to Covid-19. With these new events, APD has
been learning about site security, and are requesting these units to have a concealed long gun available on site as part of t he
security measures. In an active threat emergency, Officers will not be able to retrieve the standard patrol rifle from secur ed
vehicles, and these weapons could be carried in a concealed fashion in a back pack by the officers working in and around crow ds.
Having the option for a readily accessible, shoulder fired weapon increases the possibility of accurate shot placement and
stopping a threat in these dynamic, rapidly evolving circumstances. These weapons would also be accessible for the Community
Engagement Team when they are tasked with being replacement School Resource Officers, the support services detectives, as
well as those officers assigned to the Suburban Emergency Response Team based upon mission. These weapons operate in the
same manner as the standard patrol rifle, and anyone who has been trained on the patrol rifle could have access to this platf orm
as they are designed for short range applications as a shared platform. This cost includes all sights, accessories, bags and mounts.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Two short barrel rifles assigned to SERT members.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336

FY 2022 Line Item
Increase/Decrease
$8,750
$0
$0
$0
$0
$0

Net Increase/
$8,750
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The Police Department has eight officers assigned to the Suburban Emergency Response Team. Over the past three years, Lt
Huggins has passed down his assigned equipment (rifle, body armor, etc) to new officers joining the team due to his status as a
command element for the team. We have also added one person to the team in that period. This request is to outfit those two
positions with dedicated short barrel rifles for use within the team as well as an expansion of the patrol rifle program. Th is
purchase allows equipment to be in place to prepare for succession planning for when those in command step away from the
team, as well as providing all officers with similar equipment. Funding includes: firearm, sighting systems, mounts, suppressors,
lights, cases and other accessories.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services:

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Rifle Suppressors

Picture:

Surefire Rifle Suppressors

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336
Minor Equipment

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$14,300
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$14,300

$0

The Police Department currently has 34 Patrol Rifles assigned to individual officers. The Patrol Rifle when fired produces a decibel
rating around 160-170 db which could cause significant hearing damage if fired without hearing protection. Suppressors reduce
that decibel rating to approximately 130-135 db which significantly reduces the chance of permanent hearing damage. To finish
equipping all the departmental rifles, we would need to purchase 14 units and adapters.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Replacement Weapon Light Picture:
Second half of a replacement cycle for patrol rifle weapon
lights that are 10 years old. Additional request to update all
patrol rifle weapon lights.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336
Ammunition

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$3,240
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$3,240

$0

The Police Department has purchased patrol rifles over several budget cycles. The weapons purchased in 201 2 have lights and
accessories that are 10 years old. Weapon mounted light technology has made significant leaps over this decade and products
available today allow the officer to clearly see a subject at distances that are not capable by the previous techn ology. This will
assist the officer in threat recognition, possibly avoiding an issue with mistaken threat identification. After completing training
this fall with the updated lights that were requested and received in last year’s budget, it was determin ed that all our older lights
could not provide the same level of threat identification at distance. Because of that, this request is for four replacement lights
purchased in 2012 and an additional five to upgrade the entire inventory of weapon lights .

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Select State Budget Program

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Force on Force/Simunition Equipment

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$3,550
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$3,550

$0

The Police Department regularly conducts scenario-based training through the use of marking round capable weapons for
situations that require deadly force. The equipment we are using was purchased in the mid 2000’s and need to add additional
equipment as we have grown our staffing numbers over the past 15 years. This request is for two additional Glock 17T trainin g
pistols and eight patrol rifle bolts to allow the live weapons to be safely converted to training ammunition.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services:

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Ammunition/Range

Picture:

Revision for the Police Department Ammunition Line which
purchases a variety of equipment.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4336
Ammunition/Range Supplies

FY 2022 Line Item
Increase/Decrease
$24,000
$0
$0
$0
$0
$0

Net Increase/
$24,000
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The Ankeny Police Department purchases training and duty ammunition each year. Some years there are market disruptions that
cause our orders to not be delivered within the fiscal year. 2020 was a year with major disruptions due to political and
environmental (Covid-19) events. Because of those disruptions, just over $24,000 of orders placed in September of 2020 have
not been delivered as of November of 2021. This amount was not carried forward from the FY21 budget into the FY22 budget
year. Because of that, the encumbered amount of purchases from 2020 h as driven this line over budget with several equipment
purchases still pending.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Patrol Equipment Kits

Picture:

Duffle bag containing an AED, CPR mask, Preliminary Breath
Tester for OWI investigations, first aid supplies, trauma
emergency supplies, emergency response guides, digital
camera used to collect photos of evidence, Res Q disc for water
rescues, window tint meter, etc. A break of the cost of each
item in the kit is available upon request.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$9,411.00
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The PD currently has 14 of these kits available. Each kit has the above listed items in them. During each shift the
officer is high likely to use a PBT for an OWI investigation, a window tint meter on a traffic stop, and a digital camera
to take photos of a victim/crime scene. The medical equipment such as the AED, CPR masks, tourniquets, or “stop the
bleed” equipment is used less frequently, but we must have it if we need it. There are times when up to 8 officers and
sergeants are working at one time on a shift and they each have one of these kits in their patrol car. As of today, each
the three patrol shifts has three open officer positions. When those positions are filled we could have 9-10 officers
scheduled to work each day on each shift. Each patrol shift overlaps by an hour, so it is possible the on-coming shift
leaves the PD prior to out-going shift returns to the PD. Each officer working is expected to have a patrol kit with all
the necessary equipment in it when they leave the building. Sometimes ki ts are temporarily “out of service” while
equipment is repaired/replaced or photos need to be downloaded off the digital camera in a kit. As we increase the
number of patrol officers working we need to ensure the department has enough patrol kits to outfit the on-coming
and out-going shifts at the same time as well as be able to absorb 1-2 kits being temporarily “out of service”. Adding 6
patrol kits will allow the department to do this. Note: The AED is the most expensive piece of equipment ($1,700.00)
in each kit. The department is participating in a grant and the cost of each AED will be covered by the grant.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Operating Supplies

Capital Outlay: Vehicles & Equipment

Description of Request: Additional Tasers

Picture:

Additional tasers in the taser program

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4354
Replacement of 25 tasers

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$42,373
$0
$0
$0
$0

$0

$42,373

In October of 2022, the police departments taser inventory will have 25 tasers that will be out of warranty. This will leave a total
of 20 tasers available for officer use if these are not replaced. The other option in FY23 would be to replace 15 tasers which
would reduce our inventory to a historical low of 35, at an estimated cost of $25,423. Although this option may be less expensive,
there will be more situations of taser shortages for large events. Ideally the department would outfit every officer with this less
lethal device.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Office Supplies

Capital Outlay: Vehicles & Equipment

Description of Request: Additional
Computers/Phones

Picture:

Request for 3 additional computers and 2 phones for an office
workspace for report writing for officers.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4354 (3
Computers, 2 phones)

FY 2022 Line Item
Increase/Decrease

FY 2023 Line Item
Increase/Decrease

FY 2024 Line Item
Increase/Decrease

$4900

$0

$0

$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

$0
$0
$0
$0
$0

$0

$0

Net Increase/
$4900
Decrease of Request:
Specific Justification for Budget Request:

The police department report writing area currently accommodates 6 work spaces for officers to complete their reports. An
increase in officers creates a need for additional work space. Often times there are not enough work stations for officers to
complete their reports in a timely manner. This request is for 3 additional computers and 2 phones to create additional work
space in a currently unoccupied office that has three desks available.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services:

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Training Dummy

Picture:

CUFF MAN – Arrest and Control Training Dummy

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4354
Minor Equipment

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$4,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$4,000

$0

The Police Department conducts defensive tactics/use of control training on a regular basis. The CUFF MAN training dummy
allows an option to complete handcuffing drills without using a role player and causing potential shoulder injury to the empl oyee
being handcuffed. This training dummy has flexible joints to allow for realistic training in handcuffing or grappling scenarios.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Office Supplies

Capital Outlay: Vehicles & Equipment

Description of Request: RAD- Women’s self defense
equipment

Picture:

Two additional Rape Aggression Defense (RAD) instructor suits.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$4000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$4000

$0

The women’s self defense program, known as RAD, began in the Ankeny Police Department in the early 2000’s. Hundreds of
women have completed the program and the Ankeny Police Department’s program’s reputation for excellence is well known
throughout the metro area. We pride ourselves on our equipment and professional instructors (police officers) and the need to
keep the equipment up to date is important for the protection of both the students and instructors. Replacement suits have not
been purchased in over 10 years making this a necessity at this time.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Operating Supplies

Capital Outlay: Vehicles & Equipment

Description of Request: Bike Patrol Bikes

Picture:

Additional and upgrading bicycles to the bike patrol program. 4
Trek bicycles are requested

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4354 (4 bicycles)

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$7600
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$7600

$0

The Ankeny Police Department bicycle patrol program currently has 4 serviceable bicycles, which are approximately 10 years old.
There are also currently 3 non-serviceable bicycles, which are approximately 20 years old. This request is for 4 additional police
bicycles, with additional equipment, to bring the program to 8 serviceable bicycles. The city’s growth and number of outdoor
events has increased the need for additional bicycle patrol platforms. This will also enhance our ability to project our presence
during special events, on trails, in neighborhoods an assist with special enforcement assignments.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Select Department

Program: Public Safety

Budget Activity: Select Budget Activity

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:
Type Request Description Here

Patrol vehicle rotation for FY23 includes (6) replacement
vehicles and (5) replacement vehicles in FY24.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4427 (Vehicles)
100.1112.4427 Build out)
Trade In Allowance

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$221,337
$0
$184,800
$0
$37,500
$0

FY 2024 Line Item
Increase/Decrease
$193,593
$0
$161,700
$0
$39,375
$0

$368,637

$315,918

The FY23 line shows a (6) vehicle rotation required to maintain a functional patrol division and accommodate the current 54
personnel in this division and eventual filling of 4 open positions. The department’s K9 vehicle will be one year beyond typical
rotation and will also have about 100,000 miles on the drivetrain. That vehicle is included in the 6 replacement units. Due to
growth of the department an additional patrol unit is being requested to increase the fleet by o ne. The five vehicle rotation has
been in place since 2008 when there were 33 officers and sergeants in patrol. The vehicle rotation program has been
continuously examined and the rotation maximizes life expectancy of equipment while providing the city with the best ROI with
the trade-in allowance. Mileage on our trade-in vehicles will range 70,000 to 100,000 miles but the engine idle hours are
significantly higher. Currently we have 2 units assigned to three officers which causes the units to be in operation nearly 24 hours
a day. This is causing the units to rack up mileage quicker than what has traditionally been the case. All patrol vehicles are
pursuit rated. Vehicles to be traded in: (5) Ford Interceptor Utilities.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1112 Police Operations

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services:

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Portable Training Facility

Picture:

UTM Portable Training Facility

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1112.4354
Minor Equipment

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$10,000

$0

The Police Department conducts scenario-based training on a regular basis and have limited locations for these sessions. Most of
the training is done in the parking garage of the Police Department and does not provide a realistic environment of a room or
structure that events occur within. The UTM Portable Training Facility is a system to allow for training to be conducted within a
“room” or series of “rooms” in a realistic manner to what officers will encounter in daily activities. Due to the nature of the
design, the system can be easily stored or transported off site for use on a live fire range or for exercises and training with the
Suburban Emergency Response Team.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:
Type Request Description Here

Cell Phone Stipends for 2 CET members and 1 Evidence
Assistant

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4244

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$1,440
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$1,440

$0

This is the annual cost to provide two CET members and an evidence crime scene technician assistant to have a cell phone stipend
benefit. All identified positions work positions where they may be called at all hours or perform duties remotely at scenes giving
them the ability to coordinate needed resources much more efficiently.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Exercise Financial Discipline

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Office Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Increase Office Supply Budget

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4310

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$2,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$2,000

$0

The request is being made to support a legal and policy requirement and to enhance the integrity of computer data in technical
investigations such as phone forensics and child pornography to name a couple. This increase will support the purchase of hard
drives so detectives can work on investigations without compromising the city server system and enhance the chain of command
for successful prosecution of computer data driven cases.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Miscellaneous

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Reconfigure Detective Desk Area

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4319

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$20,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$20,000

$0

The detective work area is a set of defined cubicles for six office spaces. This room is currently inadequate for the amount of
detectives that are slated to work in that area. Likely before the end of the year or early next year we will begin bringing in new
positions to a workspace that is currently full. The office we once relied on has been reconfigured to accommodate cer tain
investigators working cases that require limited access and computers not tied to the city server. The furniture plan reques ted in
the last budget failed, but in order to accommodate work stations for employees it is imperative we fund this project. The new
plan will allow for ten spots increasing space by 4 workstations this will allow for growth needs. The quoted price was for $25,000
but that included roughly $9,000 in 10 replacement chairs although we will need additional chairs (4) a total replacement may not
be needed.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Chemical Hood for Illicit Drug Packaging

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$2,500
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$2,500

$0

We are seeing an increase in dangerous drug seizures. This classification includes heroin, varieties of fentanyl, and the ever
present unknown substances we encounter. This unit would allow officers to more safely package drug evidence which is
required before submission into our property and evidence section for safekeeping. This is a countertop system which will not
require an install.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

2 covert cameras to replace two aging units

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$11,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$11,000

$0

The department has had two covert cameras over the last five plus years that are deployed at special events and/or conduct
criminal surveillance of all types. The technology in our current platform is antiquated and the cameras at times have technical
issues. These cameras are deployed most of the year and the demand for this resource given our commitment to true
intelligence led policing has only increased. These cameras are an invaluable tool as they allow for recording capabilities and
monitor a given location 24/7 capturing investigative data that would otherwise need personnel to do and in most cases on an
overtime basis.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace 1 detective fleet vehicle w/ trade in

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4427
TRADE VALUE

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$30,000
$0
$2,000
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$28,000

$0

The detective fleet, according to the city replacement schedule, takes the top four spots in the police department as the most
need of replacement. This request is for one of those to be replaced. The detective fleet is relied upon for all department
members to use for city errands, trainings, etc. City Administration should be aware that as the division grows additional
requests for additional vehicles will need to be made along with replacements to very antiquated equipment.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Strengthen Community Engagement

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:
Type Request Description Here

2022 Ford Explorer Interceptor for CET

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4427 (vehicle)
100.1114.4427 (upfitting)

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$32,000
$0
$30,000
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$62,000

$0

This unit will be for the Community Engagement Team (CET) to utilize during their mental health follow ups, calls for service,
transportation to training and multiple other official obligations and engagements they are required to attend. One of the m ost
specialized and mobile assignments in the department aside from patrol reliable transportation is needed. Given the fact that
they will be tasked with mental health transports and getting those in need to available resources we will outfit this vehicl e with
very similar specs as what is in the patrol vehicles. The vehicle will be unmarked as this makes mental health calls and dea ling
with community members who are in need of non-law enforcement services feel more at ease providing for a less emotionally
heightened first impression giving the best chance for a safe interaction. The CET has relied on borrowing a marked unit and this
has been noticed by those we serve in that they did not appreciate the contact in a marked unit. CET officers deal with thos e who
have emotional and mental health issues and generally do this follow up in plain clothes as recommended by the training. This
vehicle will be used/shared amongst the three officers assigned to the unit.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Police

Program: Public Safety

Budget Activity: 100.1114 Police Support Services

Fiscal Year: FY 2024

Type of Request: New Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Dual 77 Investigation Scanner

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1114.4429

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$31,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$31,000

$0

This portable system will be able to analyze scenes or used in our lab to identify the existence of latent prints, footprints, bodily
fluids, bone fragments, etc. We currently have technology that can only be used in our lab. The portability and reliability of this
system will increase efficiency of crime scene work and provide for immediate results on if an item possesses such needed
evidence versus seizing items that do not need to be.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Purchase scheduling software for fire department

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$2,360
$0
$0
$0
$0
$0

$0

$2,360

Currently the department shares this software with Polk City Fire Department at an annual cost of $3,400 annually. While cost
saving we must follow the scheduling parameters established by Polk City Fire Department since they own the software. This
presents significant difficulty in schedule hours, shift assignments etc… making the software difficult to fully utilize. Purchasing
our own version of the software would allow us to control all scheduling parameters so it is functional for our scheduling ne eds.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Active Data Monitoring Software

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$8,400
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$8,400
$0
$0
$0
$0
$0

$8,400

$8,400

Active data monitoring software from ImageTrend (our current vendor for Fire and EMS reporting). Continuum delivers
predefined analytics using industry-wide best practices around specific subject areas. Software offers insight into
operational surveillance, clinical or performance improvement and will send alert notifications and offer continual
monitoring through dynamic dashboards. Continuum focuses on multiple datasets such as EMS, fire, inspections,
occupants, community health, patient registries, dispatch, certifications, hospitals and outcomes. This provides easily
accessible information that can help us make efficient, informed decisions, impact operations and improve patient care.
This software will be essential in tracking and managing the current and future pandemics. The City of Urbandale Fire
Department is using this software and reporting Performance Measures through their website for public viewing:
https://www.urbandale.org/967/Performance-Dashboard

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Buildings

Description of Request:

Picture:

Repair sod, fencing, and retaining wall at station 2.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4227

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$20,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$20,000

$0

Since it’s been built, we have had issues with the landscaping and bio-cell at station 2. The bio-cell has created an enormous weed
bed, as a result, the grasses that were planted have died. With the absence of grass the weeds have taken hold and even with
chemical intervention, we have been unable to get the property to look any better. In addition, the retaining wall has collapsed
and the patio fence needs replaced due to severe weather. This request is to have all the existing area regraded and sod
installed. It continues to be an eyesore from the street.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Travel & Education

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Provide increased Paramedic Tuition assistance to four (4)
personnel per year

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4265

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$9,200
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$9,200
$0
$0
$0
$0
$0

$9,200

$9,200

Provide increased tuition and related expenses for four (4) fulltime FF/EMT’s to become certified at the Paramedic level. Human
Resources will include the Paramedic Certification requirement within 24 months into their initial offer of employment. The
employee will also sign a Training Agreement issued by the Human Resources Department that will outline the amount of funding
being provided and repayment requirements if the employee terminates employment within five years after completion of
Paramedic certification. The costs for this request were evaluated from Mercy College of Health Sciences and Des Moines Area
Community College with the lower of the two amounts (DMACC, $7,300) being utilized for this budget request.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Select Goal

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace the current Self-Contained Breathing Air, (SCBA),
compressor at station #1. This is used to fill the SCBA’s we use
during fire suppression, and in other toxic environments.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$38,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$38,000

$0

We need to replace the current SCBA fill station that is 33 years old (December 1988). The unit has been repaired frequently over
the past several years. Each time, the unit is out of service for extended periods of time while waiting for parts. It has begun to
break down frequently and based on its age, parts are becoming more and more difficult to locate. The service company we use
states that in the next year or so it will no longer be supported. This piece of equipment is vital to our operations as it f ills our air
bottles with breathable air.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Buildings

Description of Request:

Picture:

Replace the counter tops at station 1.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$8200.00
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$8200.00

$0

The kitchen counter tops at station 1 need to be replaced. The counters have broken, cracked, and is unsanitary for food
preparation. The crack pictured above has very sharp edges, the pedestal portion on top has actually split. This estimate is for
builder’s grade granite or quartz, which is a more durable product.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Maintenance Parts/Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

Replacement of concrete at Fire Station 1

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$15,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$15,000

$0

This is a continuation of concrete repairs to remove and repair areas that are deteriorating at Station #1. The longer we wait, with
the freeze and thaw cycles we go through every year, the more concrete will need to be replaced in the future. This request i s
meant to keep up with the ongoing breakdown of the existing concrete

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Maintenance Parts/Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

Replace garage doors at station #1.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$56,600.00
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$34,200.00
$0
$0
$0
$0
$0

$56,600.00

$34,200.00

The front garage doors are 22 years old and need to be replaced. We replaced the door openers with budget money from last
year. While the company was out they explained that our current doors are waterlogged. Due to leaks in the windows, water has
absorbed into the doors making them significantly heavier, which creates a safety concern if we need to open them manually. We
will end up having to replace the openers more frequently due to the added weight. We are unable to see out of the windows
due to the leaks. They are full of moisture and cannot be cleaned. We have taken strides to improve the look of our building from
the street, this is the last thing on the list that needs to be addressed. The FY 24 request is to replace the rear doors the following
year.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Select Object Type

Capital Outlay: Buildings

Description of Request:

Picture:

Repaint areas of station 2.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$4000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$4,000

$0

Station 2 opened almost 15 years ago. Through normal wear and tear, there are areas that need a fresh coat of paint. The
majority of the station still looks good, the work is needed primarily in high traffic and public areas of the station. This request
would cover the parts of the station that we identified need to be repainted.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Fire

Program: Public Safety

Budget Activity: 100.1141 Fire Administration

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase and installation of (9) MG 90’s Mobile Gateway
Devices

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1141.4272

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$26,000.00
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$26,000.00

$0

This request is to purchase (9) mobile wireless gateways called MG90’s that would outfit the remaining fire apparatus that do not
currently have them. This is a device that allows GPS to interface with Polk County Dispatch and allows our technology like
computers, Knox Boxes, and other connected devices to communicate. As we continue to grow, the need for closest unit dispatch
becomes more and more important. This equipment will allow us to do that. All of our ambulances already have this technology
and it has worked very well. There is a chance that this will be funded through a grant received from the State of Iowa. The firstyear costs include installation.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1142 Fire Suppression

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a county-wide cooperative, Mobile Ventilation Unit

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1142.4272

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$2,775
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$2,775

$0

Several Departments in the Des Moines Metro Area are looking to jointly purchase a large trailer mounted fan to use
primarily for ventilation of warehouses, Schools, Apartments and large structures that do not lend themselves to
ventilation with standard sized fans currently carried by the fire departments. This fan has the ability to reduce
ventilation time from hours to minutes. The cost of this trailer mounted fan is approximately $185,000. This cost is
prohibitive for one department to purchase but grant opportunities will be sought out. If grants are not successful,
the goal is to share the cost among several of the metro departments. It is estimated that 10 departments will share
in the cost which brings the cost down to $18,500 for each department participating in the joint purchase of this
valuable piece of equipment. If a grant is successful, many have a 10-15% match, which would bring the cost down to
$1850 to $2775.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1142 Fire Suppression

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a new 1-ton pick-up truck to replace V106

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1142.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$85,000
$0
$0
$0
$0
$0

$0

$85,000

Purchase a new 1-ton pickup truck to replace V106 in FY2024 in accordance with our Fleet Management plan and support of the
Central Garage. The pickup truck being replaced is a 2005 Chevy Truck that has severe body and underbody rust issues. In
addition, parts for the 2005 are becoming hard to get and increasing in cost. The vehicle needs to be replaced with a 1-ton truck
because of our smoke house trailer, WMD trailer, foam trailer, and snow plowing capabilities. Currently this is the only veh icle
capable of hauling these essential fire department trailers. According to the Equipment Rating Worksheet this vehicle is rated as
a number 4, which indicates immediate consideration for replacement. If the truck is not replaced, we will continue to spend
more money in repairs and continued out of service time. The costs associated would include the price of the vehicle, new snow
plow, trailer hitch, decals, radios, bed liner and emergency lighting.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1142 Fire Suppression

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:
Type Request Description Here

Purchase a new engine to replace V122

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1142.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$720,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$720,000

$0

Purchase a new engine in FY2023 in accordance with our Fleet Management Plan and support of the Central Garage. The engine
being replaced is a 2007 American LaFrance and as of 11/1/202 1 the engine has over 103,000 miles. According to the Equipment
Rating Worksheet this vehicle is rated a number 4, which indicates immediate consideration for replacement. This vehicle has the
highest repair cost overall of all the engines. In addition, the vehicle is not supported by American LaFrance as they have gone
out of business, making parts very hard to find and often made custom. I f the engine is not replaced, we will continue to spend
money in repairs and have continued and often lengthy out of service times. The estimated cost of the vehicle to include:
equipment, radio/MDT installs, Knox Box, Ward No Smoke Exhaust System and other items is estimated at $720,000. The trade
in value for this vehicle will be very minimal.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1142 Fire Suppression

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a new engine to replace V125

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1142.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$800,000
$0
$0
$0
$0
$0

$0

$800,000

Purchase a new engine in FY2024 in accordance with our Fleet Management Plan and support of the Central Garage. The engine
being replaced is a 2004 American LaFrance and as of 11/1/2021 the engine has over 63,000 miles. According to the Equipment
Rating Worksheet this vehicle is rated a number 4, which indicates immediate consideration for replacement. In addition, the
vehicle is not supported by American LaFrance as they have gone out of business, making parts very hard to find and often mad e
custom. If the engine is not replaced, we will continue to spend money in repairs and hav e continued and often lengthy out of
service times. The estimated cost of the vehicle to include: equipment, radio/MDT installs, Knox Box, Ward No Smoke Exhaust
System and other items is estimated at $800,000. The trade in value for this vehicle will be very minimal.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1142 Fire Suppression

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a new heavy rescue to replace V163

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1142.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$800,000
$0
$0
$0
$0
$0

$0

$800,000

Purchase a new heavy rescue in FY2024 in accordance with our Fleet Management Plan and support of the Central Garage. The
heavy rescue being replaced is a 2004 American LaFrance and as of 11/1/2021 the engine has over 47,000 miles. According to the
Equipment Rating Worksheet this vehicle is rated a number 4, which indicates immediate consideration for replacement. In
addition, the vehicle is not supported by American LaFrance as they have gone out of business, making parts very hard to find and
often made custom. If the heavy rescue is not replaced, we will continue to spend money in repairs and have continued and
often lengthy out of service times. The estimated cost of the vehicle to include: equipment, radio/MDT installs, Knox Box, Ward
No Smoke Exhaust System and other items is estimated at $800,000. The trade in value for this vehicle will be very minimal.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Exercise Financial Discipline

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Secure online gateway for patients to make payments utilizing
a credit card, HSA or debit card

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4214

FY 2022 Line Item
Increase/Decrease
$1,000
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$1,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$1,000
$0
$0
$0
$0
$0

$0

$0

My EMS Care is an Image Trend product providing online, HIPAA compliant patient access to their ambulance account for the
purpose of making an online payment with a credit card, Health care Savings Account Card or debit card. In CY 2020 the fire
department business office manually processed over $132,000 in c redit card payments and as of October 28 we have processed
over $150,000 for CY2021. Each of these payments requires a manual online entry by the billing department staff. The
Myemscare software will provide both a QR Code and website link that will be published on our statements and website so
customers can log in directly to make their payments.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Exercise Financial Discipline

Department: Fire

Program: General Government

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Software that will allow immediate Insurance verification for
ambulance billing and collection services

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4215
100.1144.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$500
$1,125
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
4,500
$0
$0
$0
$0

$1,625

$4,500

The department needs to establish a secure, accurate and efficient method for obtaining and verifying patient insurance
information including social security numbers for the billing of ambulance transports in a timely manner. Our business office is
very efficient in claim processing and the sooner we have the correct insurance information and social security numbers verified,
the claim is able to be processed. It is difficult to obtain accurate and timely billing information from the hospital systems. This
web-based software will provide complete patient information in real time including verification of insurance, Medicare or
Medicaid and hidden coverage and will shorten the time from service delivery to claim filing and return of reimbursement. The
use of this service may reduce the need to increase hours or personnel in the business office in the immediate future. West Des
Moines EMS is using Zoll Data Services and several other ambulance billing services are utilizing similar software. We have
developed a project packet, customer contacts and cost analysis that is available upon request.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase 2 cell phones with data contracts for our 2 remaining
ambulances that do not have them

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4244

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$1104
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$984
$0
$0
$0
$0
$0

$1104

$984

This request is for adding two cell phones to the two remaining ambulances that do not have ones assigned. We continue to ha ve
issues with not having assigned cell phones to each ambulance. Cell phones are aligned with the heart monitors and the app u sed
to communicate to the emergency rooms. Often, ambulances are moved around for maintenance and the cell phones are not
logged off or switched, thus causing communication issues with the ER’s. In addition, due to the exponential increase in spe cial
events, football game coverage, and other incidents, the need for cell phones in each ambulance is becoming a necessity. If we
do not fund the addition of cell phones, we will continue to have issues communicating with emergency rooms and not having
the ability to communicate during special events, when the other four ambulances are in service. FY2023 price is the cost of plan
for the entire year, device, and case. Years following would be the cost of the plan only at about $41 per device per month.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace/Add Ambulance Heart Monitors

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$260,000
$0
$0
$0
$0
$0

$0

$260,000

Purchase six new heart monitors, which replaces five monitors in the ambulance fleet right now, and adds one to our sixth
ambulance. As an essential life-saving piece of equipment, our heart monitors are becoming aged (3 of which are 10 years old)
and doesn’t provide the newer technology that improves our care to the patients we respond to , nor quick integration with our
software. Newer heart monitors allow for expanding interfaces that include video laryngoscopy and ultrasound without having
stand-alone equipment. Newer heart monitors are also lighter weight, thus reducing the chance for back, shoulder and other
injuries. By adding a sixth heart monitor to the fleet allows us to expand our advanced life support care for special events,
football games, and other addition calls for service we provide. If we do not fund the replacement and addition of the heart
monitors, we will increase the chance of repairs, out of service time, and functional capabilities with the current fleet of heart
monitors.
**For each additional ambulance added the fleet in the future, a heart monitor will need to be added and can be included into
the price of the vehicle purchase. The aforementioned price may change in the coming years based on market value and any
additional technology upgrades.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a new ¾ ton pick-up to replace V103

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$80,000
$0
$0
$0
$0
$0

$0

$80,000

Purchase a new ¾ ton crew cab pickup truck with a V8 engine to replace V103 in FY2024 in accordance with our Fleet
Management plan and support of the Central Garage. The vehicle being replaced is a 2009 GMC Acadia that is approaching
100,000 miles and continues to have maintenance issues causing out of service time and repeated trips to th e dealership. The
new pick-up would match the current set of trucks and would allow response capabilities when needed. If the vehicle is not
replaced, we will continue to spend more money in repairs and continued out of service time. The costs associated would include
the price of the vehicle, a topper, the deck drawer system, trailer hitch, decals, radios, bed liner and emergency lighting.
This vehicle would be re-assigned to meet response vs. non-response capabilities and demand: 103 to Safety, 102 to Operations,
109 to Admin.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a new, Type I Ambulance to replace V113.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$360,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$360,000

$0

Purchase a new ambulance in FY 2023 in accordance with our Fleet Management plan and support of the Central Garage. The
ambulance being replaced is a 2013 Ford Type I Ambulance and as of 11/1/202 1, the ambulance has over 188,400 miles.
According to the Equipment Rating Worksheet this vehicle is rated as a number 4, which indicates immediate consideration for
replacement. If the ambulance is not replaced, we will continue to spend more money in repairs and continued out of service
time.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase a new, Type I Ambulance to replace V115.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$400,000
$0
$0
$0
$0
$0

$0

$400,000

Purchase a new ambulance in FY 2024 in accordance with our Fleet Management plan and support of the Central Garage. The
ambulance being replaced is a 2013 Ford Type I Ambulance and as of 11/1/202 1, the ambulance has over 193,000 miles.
According to the Equipment Rating Worksheet this vehicle is rated as a number 4, which indicates immediate consideration for
replacement. If the ambulance is not replaced, we will continue to spend more money in repairs and continued out of service
time.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Fire

Program: Public Safety

Budget Activity: 100.1144 Emergency Medical Services

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace the Special Event EMS Gator

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.1144.4427

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$80,000
$0
$0
$0
$0
$0

$0

$80,000

Purchase a new utility vehicle (UTV) or special service vehicle (SSV) that will replace the 2004 John Deere 6x6 gator. Special events
have increased exponentially in the city and as the demand for these events increases, so does the need to provide staffing a nd
services relating to EMS/Fire. The 2004 John Deere gator has outlived its mission and has had some motor issues, causing us at
times, to use Polk City’s UTV for Ankeny events. By purchasing a newer style of vehicle, we can comply with traffic laws, thus not
requiring trailering for short distances. In addition, newer special service vehicles offer efficient ways to treat patients like using
an actual ambulance style cot for patients making it easier to transfer patients to awaiting ambulances and having more supplies
readily available. Furthermore, newer style vehicles have heating and air conditioning, as well as being completely enclosed from
the elements like rain, snow, and extreme heat/cold. Appropriately designed, this new vehicle could be used as a mini ambulance
when needed for in town events. If the project is not funded, we will continue to have issues with the age of the vehicle/motor,
the lack of operation that comply with laws, and inability to properly care for patients at special events during inclement w eather
conditions.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Strengthen Community Engagement

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Professional Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Strengthening community engagement in library programs,
services and resources through marketing publications.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4221
100.2331.4344

FY 2022 Line Item
Increase/Decrease
$5,000
-$5,000
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$5,000
-$5,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$5,000
-$5,000
$0
$0
$0
$0

$0

$0

In an effort to enhance our existing services, resources and programs and to strengthen our community engagement, we would
like to move $5,000 from Circulation Materials 100.2331.4334 to this new line item for marketing publications such as a quarterly
program brochure, services brochure for new patrons, and other types of materials. This would cover the costs of using an
outside vendor when necessary. This will benefit the library’s budget planning by having a line item dedicated to marketing
materials.
This budget adjustment aligns with our current strategic plan through:
- Pillar IV: Organization of Excellence by implementing communication engagement with our community and best practice models
for budgeting and planning.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Exercise Financial Discipline

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: New Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Professional Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Exercising financial discipline by planning for the costs related
to consulting services that will be needed for our next strategic
plan in FY24.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4211

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$15,000
$0
$0
$0
$0
$0

$0

$15,000

In order to provide the level of service that Ankeny community deserves , as well as maintain accreditation through the State
Library of Iowa, it is important to have a strategic plan that outlines our vision, goals, and direction. The strategic plan is an
essential part of evaluating services, resources, programs and planning for the future of the Library. The current plan expires in
2025. After utilizing the same local consultant for the past two cycles, the Library Board would like to garner a new perspective.
We learned from a metro-area library that the going rate for consulting firms in Iowa is $15,000. In an effort to maintain open
communication, we are submitting this form to plan upcoming expenditures.
This budget increase aligns with our current strategic plan through:
- Pillar IV: Organization of Excellence by implementing best practice models for budgeting and planning.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: New Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Deliver exceptional services to our community through the
addition of stable funding of hotspots in our operating budget.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4244

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$9,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

$9,000

$10,000

Circulating Wi-Fi hotspots is a highly utilized resource for our library community by providing Internet access to
residents as they move into the area, go on vacation, experience outages, work from home and for at home education
purposes. All 15 of the Des Moines metro libraries provide hotspots and of those 9 include the cost into the operating
budget. We have been able to provide these resources utilizing grant funds, but those funds will run out December
2022. We feel it is important to continue offering these valuable resources by including the cost in our operating
budget.
This budget increase fits into the library’s strategic plan through:
- Pillar I: Community Center of Learning Experiences and Entertainment
- Pillar IV: Organization of Excellence. Stable funding ensures that we can continue offering hotspots. Access
to hotspots provides online learning and entertainment experiences for community members.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Exercise Financial Discipline

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Travel & Education

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Exercising financial discipline by planning for costs associated
with attending professional conferences.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4266

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$750
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$750
$0
$0
$0
$0
$0

$750

$750

Iowa Library Association annual conference for FY23 and FY24 will not be held in the Des Moines metro-area, and it will require
hotel accommodations and mileage fees. The increase to this line will cover those accommodations for up to 6 staff members.
The budget increase for this line fits into the library’s strategic plan through:
- Pillar IV: Organization of Excellence -- We are fostering collaborative, well -developed staff members through attendance of
professional conferences.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Professional Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Enhancing the quality of life for community members by
providing a variety of programs and events for all ages
throughout the year.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4292

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$5,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$5,000
$0
$0
$0
$0
$0

$5,000

$5,000

According to the library’s strategic plan survey, there were a large number of community members requesting an increase in
amount, times, and types of programs offered by the library. These requests included all ages and multiple formats. Through
COVID, we learned how popular virtual programming is to our community, and allowed us to address a previously unmet need.
The community has shown great appreciation and desire to continue offering these performers year-round. Finally, as with most
services, the costs are increasing and we would like to plan ahead.
This budget adjustment aligns with our current strategic plan through:
Pillar I: Community Center of Learning and Experiences by providing a variety of informational and fun programs.
Pillar II: Community Center of Interactions by fostering learning and development.
Pillar III: Community Center of Connections by connecting community members with each other, staff, and presenters.
Pillar IV: Organization of Excellence by implementing best practice models for budgeting and planning for additional
program costs.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Operating Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Enhancing quality of life through an increase of funding for
programming and activity supplies.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4343

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

$10,000

$10,000

Friends of the Ankeny Library have been financing the books for the adult book discussions for several years. Based on patron
input, we are offering more discussion groups for multiple ages including teens and young professionals. We feel it is important
to move the funding of these programs into our operating budget and allow our Friends to finance other initiatives . Additionally,
COVID has taught us that there is a high demand for to-go activity kits for the library community. We need to increase this line
item to cover the cost of the books and about 800 kits per month.
This budget adjustment aligns with our current strategic plan by:
Pillar I: Community Center of Learning and Experiences by providing a variety of informational and fun programs.
Pillar II: Community Center of Interactions by fostering learning and development.
Pillar III: Community Center of Connections by connecting community members with each other, staff, and presenters.
Pillar IV: Organization of Excellence by implementing best practice models for budgeting and planning fo r additional
program costs.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Operating Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Delivering exceptional service by increasing access to digital
materials.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4346

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$6,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$6,000
$0
$0
$0
$0
$0

$6,000

$6,000

By investing in and enhancing our Bridges Advantage resources, we have seen a 40% increase in our circulation statistics.
Advantage Titles reduce wait times on popular materials and allow our patrons to access items unavailable to the larger
consortium. Continuing to invest in this 24/7 service will result in an additional increase in usage by community members. We
would like to add $6,000 to the current budget for the purchase of online materials.
This budget adjustment aligns with our current strategic plan through:
Pillar I: Center of Learning Experiences and Entertainment by offering our community unique access to Advantage Titles.
Pillar IV: Organizational of Excellence through operational best practices of looking at our usage statistics

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Library

Program: Culture and Recreation

Budget Activity: 100.2331 Library

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset in Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Operating Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Delivering exceptional service by increasing access to a variety
online subscription databases.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2331.4347

FY 2022 Line Item
Increase/Decrease
$1,000
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$6,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$6,000
$0
$0
$0
$0
$0

$6,000

$6,000

For many years the State Library of Iowa has partially funded multiple online database subscriptions. However, in FY22, the State
Library chose to move funding into the IA Shares program instead of renewing the database program. We feel it is important to
continue offering online database subscriptions, including those that have been funded by Friends of the Ankeny Library for
multiple years. It is important to include these expenses in our operating budget and allow our Friends to finance other initiatives.
1.
2.

Beanstack ($3,000) is a service we use year-round to encourage reading, assist with reading challenges, and utilize for
our summer reading program.
Niche Academy ($3,000) is used primarily to train staff members in policies and procedures, and to train Library Trustees
as part of the continuing education requirement for accreditation. We also use Niche as a resource to help teach
community members how to use our databases and our makerspace resources.

This budget increase aligns with our current strategic plan through:
Pillar I: Center of Learning Experiences and Entertainment that supports and promotes personal and collective growth
and knowledge through expert sources.
Pillar II: Center of Interactions through supporting learning communities.
Pillar IV: Organizational of Excellence through operational best practices of developing well-trained staff and Trustees,
reviewing usage statistics, and planning for stable funding.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Strengthen Community Engagement

Department: Communications

Program: General Government

Budget Activity: 100.2335 Communications

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

New website and provider

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2335.4211

FY 2022 Line Item
Increase/Decrease
$30,000
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$4,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$4,000
$0
$0
$0
$0
$0

$0

$0

The City of Ankeny needs a new website that is fully supported by the developer and can function in a way to best serve our customers.
Our current site was updated in early 2018. Our website developer, Vision, was sold to Granicus before it launched. Granicus has been
unable to fully support the website since they acquired us as a customer as they fired nearly all of the Vision staff. As a result of this, it
takes weeks to service the site and even then, it is not 100%. Turnover is extremely high at Granicus and our service representative
changes nearly every quarter. In addition to the bad customer service, any new module or feature we ask to have added to the site is
considered “extra” and costs anywhere from $4,000 to $12,000. We also pay an exorbitant amount of money for the annual
hosting/service fee. After researching other web developers, we have discovered we pay more tha n double at Granicus with little to no
support. Budget is $30,000 for a new website developed by a new provider. It includes all of our current capabilities and staff training
with the addition of: online bill pay, microsites, ADA compliance and accessibility, reservation system, public service request app,
improved search feature, text messaging, interactive service request map and MORE. A new website would allow us to eliminate
SiteImprove $2,7000, and our text messaging service $2,300. In addition, the annual hosting/service fee is less than half the cost of our
current provider - $4,000 per year vs $8,500+ 4% increase per year. The new website developer would allow us to create microsites,
which would be incredibly helpful to our marketing efforts for the library, Albaugh Family Senior Community Center, rec programing,
police and fire recruitment, economic development. We could even build a microsite for Otter Creek Golf Course (we would stil l need to
use a third party for tee times). To stay competitive and relevant, it is suggested that you update your website or fully redesign your
website every two to five years on average. It’s been four years and will be five by the time the site is completed , if we weren’t asking
for a new website, we would be requesting a refresh on the design. A design refresh from Granicus would be over $15,000. We could
make up the cost of the extra expense of a new developer over three years with our reduced annual service fee. Our goal is to have a
website that reflects the vibrancy of Ankeny while serving as an informational resource and marketing tool for our residents and
prospective businesses.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Ensure Economic Vitality

Department: Communications

Program: General Government

Budget Activity: 100.2335 Communications

Fiscal Year: Select Fiscal Year

Type of Request: Select Service Type

Change/Offset In Revenue: Property Taxes

Contractual Services: Miscellaneous

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Additional funding to support strategic marketing plans for
library, parks & recreation, HR/recruiting, Otter Creek Golf
Course, economic development, Albaugh Community Center
and more.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2335.4240

FY 2022 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$5000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

Having a marketing budget is essential for reaching our marketing goals that support the strategic goals set by the City Council.
Backed by a budget, we can explore more content formats, expand advertising to new platforms and invest in social tactics that
hook consumers. We have marketing goals for the entire city and instead of allocating marketing budgets to departments, it
would be ideal if the funds were centralized just like communications efforts are. These funds would support new marketing
initiatives not replace any current departmental marketing budgets. Strategic marketing plans with budgets and goal swill be
developed to guide and support the a dditional funds. Social media is constantly changing and, in all cases, money is required to
reach people now. These funds will help us reach our target audiences as well as grow our customer base.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Operating Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

Computer software program for maintenance work
orders and preventative maintenance plan.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4380

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$3,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$3,000
$0
$0
$0
$0
$0

+$3,000

$3,000

This is a computer-based software program designed to build a preventive maintenance program for city-wide
facilities. This software will provide us with the tools to start a new work order management process, help track
personnel, repairs, repair costs and track the life of equipment. We have increased the purchase amount over the
quote to reflect an anticipation of a rise in cost.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2022 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Increase the north side and south side mowing contract
allotments to allow mowing to occur on a weekly basis.
This would replace the current 10 day mowing cycle that
exists within the current contract beginning the spring of
2022.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4227

FY 2022 Line Item
Increase/Decrease
$0
+$22,450
$0
$0
$0
$0

Net Increase/
+$22,450
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
+$67,280
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
+$67,280
$0
$0
$0
$0

+$67,280

+$67,280

Currently, we contract our mowing of public parks and rights of way on a 10-day cycle. Based on feedback from
administration, citizens and staff it is time to mow our public spaces on a weekly basis. There are approximately 22
mowing cycles in a year (give or take due to weather). The above request is based on increasing from 7 to 10 mowing
cycles for the remainder of the FY22 and increasing mowing cycles from 22 to 31 beginning the FY23 and beyond.
Fiscal year 22 would increase by ~$22,450 and then each fiscal year following would increase by ~$67,280 based on
current contract pricing.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Install detention basin diffusers in 6 locations.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4227

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$15,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

+$15,000

$0

We have six locations that are considered newer detention basins or have had fountains come out of operation.
Following the City’s adopted Public Stormwater Detention Basin Plan, we will need to have aeration added to the
water in an effort to provide healthier and aesthetically pleasing basins. These additions will help us reduce poor
water quality in the following areas: Hawkeye Park (2), Wildflower Park, Hillside Park, Trestle Point Park and the Dog
Park.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Office Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Add a work station computer to the remodeled park
maintenance facility.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4380

FY 2021 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2022 Line Item
Increase/Decrease
$0
+$1,500
$0
$0
$0
$0

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

+$1,500

$0

We will have four work stations in the remodeled park maintenance offices and one station will require a computer to
be added so staff can search and order parts, supplies, etc. It will also be used to store files for our aquatic facility
maintenance records, playground maintenance records, controlled burn revolving schedule, backflow maintenance
records, tree inventory, maintenance contracts, etc. One of our computers that was being used for that was taken
from the facility and can only be used for clocking staff in and out – internet services. Additionally, no file storage or
email access is allowed. This request comes with the IT Department’s approval.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Maintenance Parts/Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Tools for facilities maintenance division.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4380

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$7,500
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$7,500

$0

Currently, the facilities maintenance staff has been operating out of the parks maintenance division’s budget, which
has worked out fine. With an additional staff person starting in November and increased responsibilities, there are
tools and equipment that this division will need to purchase. This equipment is needed to complete the ongoing work
orders received by the department. Specifically, the facilities maintenance division is now responsible for performing
utility locates on all public park properties (electric and water). This request is to purchase a new utility locator for
locating utilities in our parks, complexes and facilities to prevent potential damage to equipment and to keep
personnel safe. Along with the locater purchase, additional equipment is needed for the new maintenance facilities
technician.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Outfit new facility maintenance van with
storage/shelving

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4272

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$1,875
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

+$1,875

$0

We currently have a new van on order for the facility maintenance division. The van will need a storage system for
tool storage and inventory stock. This request if for the storage system and installation.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace Unit #607 2005 ½ ton pickup.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4427
Trade Value

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$35,200
$0
-$5,000
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

+$30,200

$0

Unit #607 was listed for replacement within another department in 2020 and then we inherited it to compensate for
our vehicle shortage after adding a staff person in 2019. This unit is listed on the Vehicle Equipment Rating
spreadsheet as “needs immediate consideration for replacement”. This is a model year 2005 with 75,000 miles on it
and was due to be replaced within another department two years ago. The replacement for this vehicle would be a
new ½ ton 4x4 pickup with a standard cab and 8’ box. It would be primarily used for housing maintenance supplies for
our aquatic facilities during the spring/summer and staff transportation for multiple duties during the fall and winter
months. This is considered a “front-line” vehicle for the parks division.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace Unit #610 ½ ton pickup.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4427
Salvage Title – no trade
Value - would sell on city
Marketplace site

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$34,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

+$34,000

$0

Unit #610 is listed as “needs immediate consideration for replacement” on the city vehicle equipment rating
spreadsheet. This is a 2014, two-wheel drive, ½ ton pickup with 105,000 miles and a salvage title due to its condition.
Unit #610 is a “front-line” vehicle that is used every day, all day by our maintenance staff. This unit checks our parks
and facilities garbage cans on a daily basis year-round in our parks system. Additionally, with the salvage tag, Central
Garage emphasized that this vehicle needs immediate replacement.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace Unit #606 John Deere Gator.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4427
Unit #606 Trade Value

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$36,532
$0
-$500
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

+$36,032

$0

Unit #606 has exceeded its useful life. This unit is listed as “needs immediate consideration for replacement” on the Equipment
Rating Spreadsheet. The new unit would be outfitted with a snow plow so it can be used for our “year -round” operations, in
which the current unit is only used for summer work. This would be an outstanding upgrade to our fleet for year-round work on
trails, snow removal, landscaping work, irrigation repairs, etc. We would look at replacing Unit #606 with a new 4x4 side-by-side
comparable to our current Bobcat side-by-side that we have in our fleet. This is considered a “front-line” vehicle in our operation.

Product Quotation
Quotation Number: 37892D038122
Date: 2021-10-29 10:51:43
Ship to
City of Ankeny Parks
Attn: Todd Schenck
210 S. Ankeny Blvd.
Ankeny, IA 50023
Phone: 515-963-3578
Email: [email protected]

Bobcat Dealer
Capital City Equipment
Company,Des Moines,IA
5461 NW 2ND ST.
DES MOINES IA 50313-1333
Phone: (515) 243-3353
Fax: (515) 243-0534
--------------------------Contact: Justin Velky
Phone: 515-240-4150
Cellular: 515-240-4150
E Mail: [email protected]

Description

UV34 Diesel
MY21 UV34 D (FULFILL FROM DEALER STOCK)
Comfort, Grab Handle
Electrical, 360°Work Light
Electrical, Back-up Alarm
Electrical, Battery Blanket -DieselElectrical, Diesel Block Heater
Electrical, FM/AM/Bluetooth Radio & Speaker Kit
Electrical, Horn
Electrical, Power Cargo Box Lift
Electrical, Power Bar Adaptor Plug
Light, Strobe
Mirror, Rear View
Mirror, Side View
Storage, Under Seat Container
Turn Signal & Flasher Kit
Windshield Wiper and Washer
Factory Cab and Heat
Description
Boss V-plow 6'6" with Mount and installation

Total of Items Quoted
Dealer P.D.I.
Freight Charges
Dealer Assembly Charges
Discount
Trade-in John Deere Gator
Sales total before Taxes
Taxes:
Sales Tax NET Sales
Quote Total - US dollars

Bill To
City of Ankeny Parks
Attn: Todd Schenck
210 S. Ankeny Blvd.
Ankeny, IA 50023
Phone: 515-963-3578

Part No
M1501

Qty
1

Price Ea.
$17,168.00

Total
$17,168.00

M1501-R00-Y21

1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Qty
1

$0.00
$30.07
$452.23
$68.18
$43.03
$121.68
$652.40
$75.36
$659.40
$48.15
$441.05
$81.03
$379.71
$301.58
$560.78
$529.20
$6,871.25
Price Ea.
$5,500.00

$0.00
$30.07
$452.23
$68.18
$43.03
$121.68
$652.40
$75.36
$659.40
$48.15
$441.05
$81.03
$379.71
$301.58
$560.78
$529.20
$6,871.25
Total
$5,500.00

7194742
7360320
7360114
7261292
7397973
7360130
7360112
7360318
7360277
7364087
7311256
7403508
7398464
7374830
7434448
M1501-A01-C03

Part No

$33,983.10
$200.00
$770.00
$1,578.00
($500.00)
$36,031.10
$2,161.87
$38,192.97

Notes:

All prices subject to change without prior notice or obligation. This price quote supersedes all preceding price quotes.

Customer Acceptance:
Authorized Signature:

Purchase Order: ___________________________

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2441 Park Maintenance

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Purchase a hand-held radio and monthly air time for the
facility maintenance division.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2441.4354
100.2441.4235

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$1,450
$0
$192
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$192
$0
$0

+$1,642

+$192

Purchase a hand-held radio from Electronic Engineering for use with the facility maintenance division. Facility
maintenance will be getting a van to use on calls for facility maintenance. This vehicle will not have an installed radio
in the vehicle, rather, we would like to purchase a mobile hand-held radio to be used in this vehicle and can also be
with the superintendent at all times so his technician can reach him via radio. The technician does not have a cell
phone stipend and for safety reasons it will be important that these two are able to be in constant contact. The radio
will also be used for snow removal operations in one of our smaller units that does not have a permanent radio for
use during snow events. This will give us two hand-held radios among all of the staff here in the division. We also use
the hand-held radios when starting up and shutting down irrigation, when entering sump pits, for starting up activity
pumps during the aquatic centers opening in the spring, etc. The one-time purchase price for the radio is $1,450 and
yearly air time expense is currently $192, which would be an annual expense.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2442 Recreation

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Select Object Type

Commodities: Operating Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Annual attendance for Recreation Superintendent to the
National Recreation and Park Administration fall conference.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2442.4265
100.2442.4266

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$1000
$1200
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$1000
$1200
$0
$0
$0
$0

$2200

$2200

Annual attendance for Recreation Superintendent to the National Recreation and Park Administration fall conference (or industry
equivalent). The NRPA Annual Conference is the premier annual meeting of the park and recreation community. Attendees join
thousands of people who are passionate about parks and recreation and making their communities great places for inspirational
education sessions, energetic discussions and an inside look at the latest products for the field.
https://www.nrpa.org/conference/

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Select Goal

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2443 Community Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Request 7 new tables for Outdoor Education Center. This
facility is used for 70+ rentals throughout the year and
Parks & Recreation programming.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2443.4380

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$3,600
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$3,600

$0

Current tables at the Outdoor Education Center are old and extremely heavy and difficult for renters and staff to
maneuver during rentals and programs. Must bring multiple staff when setting up for programs. Would like to
purchase lighter and nicer tables (similar to the Lakeside Center) for the facility to be used during rentals and
programs.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2443 Community Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Additional sound system for the Senior Community
Center to provide background music. Includes 26 surface
mount speakers, amplifier, mixer, PA system, installation
and monthly music subscription/lease.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2443.
100.2443.4261

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,700
$360
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$360
$0
$0
$0
$0

$11,060

$360

Currently, there is no music sound system in the building for patrons. Music will enhance members experience,
especially when walking/running on the track. Without background music, the facility feels cold and will echo noise
from all over the facility. System will also provide a PA system to make announcements for members such as weather
announcements, closing time, etc.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Miscellaneous

Commodities: Operating Supplies

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Incentives program for aquatic staff to encourage
working more hours in August

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4103

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$6,500
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$6,500

$0

During the 2021 pool season, approximately half of the 150 staff were new employees, which is about 30 staff short
of the season goal. This becomes problematic in August due to staff exhaustion, fall sports camps starting and leaving
for early for college. To combat this, staff is recommending an incentive plan as follows: for every hour worked
starting the second Monday in August (8th in 2022), staff would be paid an additional dollar per hour. The goal of the
incentive plan would be to keep seasonal staff longer into the season and help the facilities stay open through Labor
Day. This program was discussed with the HR Department for tracking and payment purposes. It would be paid out at
the end of each pay period through Labor Day.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2022

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Professional Services

Commodities: Select Object Type

Capital Outlay: Buildings

Description of Request:

Picture:

Contract an inspection and report from a structural
engineering company that provides an analysis of the
integrity of the slide tower platform, support structure
and stairs at the Prairie Ridge Aquatic Facility.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$5,000
$0
$0
$0
$0

Net Increase/
+$5,000
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The Prairie Ridge Aquatic Center slide structure is beginning to show its age. Staff met with Shuck-Britson on site to
discuss visual and structural concrete spalling and cracking of the slide structure. They provided some expertise on
what we could/should do before next season, which we can internally. This request is for a full inspection and written
response on potential repairs that may need to take place within the next few years on the staircase structure. Staff
would like to get it done this next spring so any repairs that need to take place in FY24 can be requested next fall.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Maintenance & Repairs

Commodities: Select Object Type

Capital Outlay: Buildings

Description of Request:

Picture:

Replace make-up water float system at Cascade Falls
Aquatic Center.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)

100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$4,750
$0
$0
$0

Net Increase/
+$4,750
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The make-up water/float system needs replaced. The current float/make-up water system that allows for lost water
from all the pools at Cascade Falls Aquatic Center to be refilled automatically is not operational. Because the current
system needs repaired, it is causing unnecessary water loss, chemical waste and refilling/removal of the water has to
be done manually (this results in overtime hours almost every weekend of the pool season). A new system will bring
the facility back to its original condition to where it is able to operate the make -up water system automatically.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Maintenance Parts/Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

The Air Conditioner at Prairie Ridge Aquatic Center in the
Concessions area needs replaced.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4354

FY 2022 Line Item
Increase/Decrease
$5,612
$0
$0
$0
$0
$0

Net Increase/
$5,612
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The air conditioner at the Prairie Ridge Aquatic Center needs replaced in the concessions stand. This summer, the air
conditioner went out multiple times, and when it was running, it was leaking water onto our ice machine and into the
hand washing sink. The food inspector documented the needed fix. Numerous repair attempts have been made to fix
it, with no avail.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Maintenance Parts/Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

Prairie Ridge Aquatic Center and Cascade Falls Aquatic
Center both lost a water heater this past season.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4354

FY 2022 Line Item
Increase/Decrease
$3,686
$0
$0
$0
$0
$0

Net Increase/
$3,686
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

In order to heat the facilities water and have it stay at the correct temperature for programs and open swim, the
water heaters will need to be replaced before the 2022 season.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Select Object Type

Capital Outlay: Land & Land Improvements

Description of Request:

Picture:

Repair landscaping block around the family slide at the
Prairie Ridge Aquatic Center.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$12,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$12,000

$0

As it sits, the landscaping blocks around the kiddie slide is failing. There is significant erosion occurring, which is
causing a structural concern, as well as a public safety concern with the dirt going into the pool. Our quote from
Ankeny Lawn and Landscape includes using the current blocks to rebuild the wall and adding backfill to help address
the drainage concern.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Miscellaneous

Commodities: Operating Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

Replace 3 slide landing pads at Cascade Falls and 2 slide
landing pads at Prairie Ridge.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$24,970
$0
$0
$0
$0
$0

Net Increase/
$24,970
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The pads at the bottom of the slides at Cascade Falls and Prairie Ridge Aquatic Centers are a safety concern. At Prairie
Ridge, one of the pads has a rip and the other is wearing thin. At Cascade Falls, the concrete is starting to sh ow
through and reduced pad thickness is not sufficient for kids sliding down and landing on the pads. We need to replace
the deteriorated pads with new poured-in-place pads for the safety of patrons.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2022

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Select Object Type

Description of Request:

Picture:

New lily pad safety pads at the Prairie Ridge Aquatic
Center

See attached

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4354

FY 2022 Line Item
Increase/Decrease
$10,356
$0
$0
$0
$0
$0

Net Increase/
$10,356
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$0

$0

The existing safety pads on the lily pad walk are a safety hazard, as they have begun filling with water and have a few
rips in them. They need replaced so they function as intended for kids to land on safely.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Select Object Type

Capital Outlay: Land & Land Improvements

Description of Request:

Picture:

Replace Diamond Brite pool surface at the Prairie Ridge
Aquatic Center.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$50,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$50,000

$0

Calendar year 2022 is the 26th pool season for the Diamond Brite pool surface at the Prairie Ridge Aquatic Center.
The Diamond Brite pool surface has outlived its 15-year expected useful life and should be replaced. Safety concerns
have begun to arise with missing chunks of the surface and exposed areas from general wear and tear of the pool
surface.
The project was initially bid in 2021. However, given the amount above the engineer's estimate and the lack of
additional competitive bids, staff recommended that this bid be rejected and the project be repackaged with the
intent of obtaining multiple competitive bids. One scope item that contributed to the high bid is the depth of the
surfacing removal that was specified. A thinner depth of removal can be expected to yield a lower bid price, yet still
provide a lasting product.
After follow-up with potential contractors regarding the future project, current workloads and to help ensure a
competitive bidding climate, an additional $50,000 is being requested to ensure that the needed maintenance is
completed for the facility.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Select Object Type

Capital Outlay: Streets/Sewers & Infrastructure

Description of Request:

Picture:

Cascade Falls re-sealing of cement panels

See Attached

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,973
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$10,973

$0

Cascade Falls cement and sealing was poured in 2009 and with its ageing is now in need of repair. The sealant
between the cracks has started to fail, which is leading to cracks in the cement and heaving of panels. This is creating
a safety issue that needs to be addressed with some simple preventative maintenance. Added 15% to quote for
increasing labor and supplies expenses.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Equipment

Capital Outlay: Buildings

Description of Request:

Picture:

New Paint on the Prairie Ridge slides, including two flume See attached
slides and the family slide

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$15,500
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$15,500

$0

Prairie Ridge Aquatic Center slides have never been painted and it is becoming necessary. In 2015, we added a new
gel coating, but they need new paint and gel, as we recently did to the slides at Cascade Falls.

Cascade Falls Gel Coating in progress

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Maintenance Parts/Supplies

Capital Outlay: Buildings

Description of Request: New Fencing

Picture:

Replace existing poles, concrete, and fence on the south
entrance to Prairie Ridge Aquatic Center. The concrete
footings have heaved and contorted the fence and access
gate (used daily for swim lessons).

See attached

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$3,170
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$3,170

$0

The gate on the south side of the building is used for swim lessons entry and for emergencies. It is essential to the
pool’s daily operation.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

New fryer for Cascade Falls Aquatic Center concessions.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$9,194
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$9,194

$0

Cascade Falls needs a new fryer, as the old one is not operating correctly. Baked food is now taking extra time, which
results in food shortages at the windows. The front panel (pictured) is also starting to wear through and the fryer is
nearing the end of its lifespan. Anticipated 15% rise in product price included in budget line item increase

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2444 Aquatic Centers

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Miscellaneous

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Replace chairs at Cascade Falls and Prairie Ridge Aquatic
Center

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2444.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$8,499
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$8,499

$0

Wear and tear is happening at each facility, as we had over 150,000 visitors to the pools in 2021 alone. We haven’t
ordered chairs or loungers since 2017. Cascade needs: 20 chairs and 10 loungers, Prairie Ridge needs 10 chairs and 10
loungers. We currently have 81 chairs at Cascade and 62 loungers, and attendance averaged approximately 15002000 patrons. Prairie Ridge has 25 chairs and 30 loungers, for an average attendance of 500-700 patrons. Originally,
the goal was to have 103 chairs at Cascade and 69 loungers, and Prairie Ridge to have 40 loungers and 32 chairs. 15%
has been added to the given quote, as we are pricing out to hopefully purchase as soon as the new fiscal year starts.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Paint all exterior door

Picture:

Paint all exterior doors and frames at PRSC

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$11,200
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$11,200

$0

This request is to paint all exterior doors at PRSC. There are 40 exterior metal doors at PRSC with most being exposed
to full sun and rain. Doors exposed to full sun are faded and have paint peeling. As the paint peels, the metal doors
begin to rust. If too much rust occurs, the door will need to be replaced. In the fall of 2020 two doors had to be
replaced due to rust for $1,500. The work will include grinding the rust off, solvent wipe, apply one coat of Macropoxy
and one coat of Urethane.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Paint foul and goal post

Picture:

Paint all baseball and softball foul poles (42) and football
goal post (6)

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$35,760
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$35,760

$0

This request is to paint all baseball and softball foul poles (42) and football goal posts (6) at Prairie Ridge Sports
Complex. The request was made by Ankeny Little League to paint the baseball field foul poles and it has been at least
12 years since the last time these were painted. The paint is faded, chipping off, and the poles are starting to show
rust. This work will include grinding rust off of the poles, solvent clean and then apply one coat of Macropoxy and one
coat of Urethane.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2024

Type of Request: Select Service Type

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Water bottle stations

Picture:

Install two water bottle filling stations with drinking
fountains

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$8,300
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$8,300

$0

This request is to add a water bottle filling station and drinking fountain to softball and football concession stands.
Ankeny Girls Softball made the request for their concession stand. Both concessions stands currently have drinking
fountains but no bottle filling station. Due to State of Iowa Health Department codes, water bottles are not allowed to
be filled inside the concession stand. Water bottle filling stations have been added to the baseball and soccer
concession stands already at the complex. This quote includes installation.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2024

Type of Request: Select Service Type

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Replace unit 620

Picture:

Replace 2008 ¾ ton 4x4

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4227
Trade in

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$32,000
$0
$3,000
$0
$0
$0

$0

$29,000

This request is to replace unit #620, a Chevy Silverado 2500 4x4.
Unit 620 was purchased in 2008 and is one of two fleet vehicles at PRSC. Unit 620 qualifies for replacement according
to the FY23 Equipment Rating form. Unit 620 is starting to show signs of age and is starting to rust. Central Garage
recommended taking 620 for rust removal but the cost of repairs was de emed too expensive. In 2021, Unit 620 had to
go to a dealership for repairs that Central Garage was not able to make.
Budget request is using the State of Iowa DOT contract pricing. New unit will include Tommy Lift which current unit
has.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2024

Type of Request: Select Service Type

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Replace unit 630

Picture:

Replace unit 630 John Deere X320

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4429
Trade in

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,225
$0
$500
$0
$0
$0

$0

$9,725

This request is to replace Unit 630, John Deere X320 mower. This unit mows the infields and aprons on the baseball
fields at PRSC and is used to pull a leveling unit to level the ag lime infield material on the baseball and softball fields
at PRSC and Hawkeye. This unit has a smaller deck due to small areas of the infields and aprons and a bagging unit to
keep grass clippings off of the ag lime. This unit was purchased in 2013 and has almost 2,000 hours on it. This unit is
used for approximately 300 hours per growing season. This unit is a residential unit and the work it is performing
would be considered commercial. This unit had to go to Central Garage and VanWall multiple times in 2021 for
repairs, which equated to over 6 weeks of downtime.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Select Department

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2024

Type of Request: Select Service Type

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Replace unit #637
Replace unit 637 Smithco painter

Picture:

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4429

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$56,000
$0
$0
$0
$0
$0

$0

$56,000

This request is to replace Unit 637, a Smithco Super Line painter. This unit was purchased in 2005 and is
recommended for immediate replacement according to the Equipment Rating form provided by Central Garage. This
is a ride on unit with a 40 gallon tank for paint. This unit is used to paint all field lining at PRSC and Hawkeye Park and
also parking lot lines for Summerfest. Currently, staff at PRSC is demoing two GPS guided painters. The benefit to the
GPS is a reduction in staff man hours to layout soccer, football and lacrosse fields and a reduction in paint usage.
Total man hours spent laying out one full-size soccer field equates to 6.5/hr. Total man hours spent to paint 1 full-size
field is 7.5 man hours and 5 gallons of mixed paint. Total man hours spent with a new robotic GPS painter painting the
same field would take one employee, one man hour and 2.5 gallons of paint.
Spring of 2021 there were 21 soccer and lacrosse fields to layout and paint. Fall of 2021, 35 soccer and football fields
to a layout and paint.
This technology and new piece of equipment would make complex staff more efficient in completing daily
maintenance tasks.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Vehicles & Equipment

Description of Request: Replace #652

Picture:

Replace unit #652 Toro 7200 Groundsmaster

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4429

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$26,322
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$26,322

$0

Unit #652 serves as the main mower for the baseball and softball fields at PRSC and Hawkeye Park. This unit currently
has over 2,440 hours on it. On average, this unit is being used 30 hours a week to mow 60 acres of turf. In the winter
months it is switched over to a snow plowing unit that is utilized by the Parks Department to plow city building
entrances and 4-foot city owned sidewalks. It is the only piece of equipment that is able to plow 4-foot sidewalks. This
unit has a cab and trac system along with a snow blade and snow blower that are specific to this unit and will not be
traded. The trac system was replaced in August 2019 for $5,000. Staff recommends that the mower not be traded and
transferred to the Park Maintenance Division for snow removal ope rations. The transfer unit would be kept as a
primary unit for snow plowing operations in the winter and in the summer months the unit could be used as a mower
to help Park Maintenance when areas are missed by the mowing contractor and/or as a backup mower to PRSC staff
during large tournaments when mowing must be completed in the early mornings before games.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request: Replace #653

Picture:

Replace unit #653 Jacobsen AR522 mower

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4428

Trade in

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$71,715
$0
$0
$0
$0
$3,500

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$68,215

$0

Unit #653 Jacobsen AR522 was purchased in FY17 and has 2,985 hours on it. If you compare the 2,700 RPMs that the
engine runs while mowing to 2,700 RPMs and 50 mph in a truck, this unit would have 149,250 miles. In 2020 and 2021
over $9,900 worth of repairs were completed on this mower. The total spent on repairs to this mower is now at
$16,000 in 4.5 years. When converting the mowing of the fields to in-house, the mower was proposed and put on the
5-year equipment reserve program. The mower was ordered 5/31/16 and was paid for on 8/31/16. This mower is
used to mow 25 acres of soccer and football fields three times per week. Total 75 acres per week. The mower is used
for 24 hours per week during the growing season and approximately 550 hours per year. If this mower is replaced in
FY23 it will have approximately 3,300 hours on it at the time of trade-in.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2023

Type of Request: Select Service Type

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Replace 6’ snowblade

Picture:

Replace 6’ snowblade for unit #640

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4429

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$4,638
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$4,638

$0

The current snow blade for the Toolcat (Unit #640) is the original blade that is over 15 years old and has been
repaired multiple times. Repairs of over $1,300 were made to get it through last winter. With those repairs, staff
believes that it can make it through one more winter. The new blade will be a v-plow style which will allow us to be
more efficient and versatile in our snow removal efforts. Using the blade at an inverted angle, it will greatly reduce
plowing time when working in parking lots and at trail approaches. Putting the new blade in in the v-formation will
allow us to move very large drifts without having to return to the maintenance shop to attach a bucket and “scoop”
through snow drifts. This will be a great asset to our snow removal operations.

City Ankeny Sports
Attn: Elliott Josephson
NW18th/State
ANKENY, IA 50021
Phone: (515) 210-8570

Justin Velky
Capital City Equipment
Company,Des Moines,IA
5461 NW 2ND ST.
DES MOINES IA 50313-1333
Phone: (515) 243-3353
Fax: (515) 243-0534

Clark Equipment Company
dba Bobcat Company
250 E Beaton Dr
West Fargo, ND 58078
Phone: 701-241-8719
Fax: 855-608-0681
Contact: Heather Messmer
Heather.Messmer@doosan
.com

Description
72" Snow V-Blade

Part No
6958576

Price Ea.
Total
1 $3,915.2 $3,915.52

Material and Logistics Surcharge

9988228

1

Total of Items Quoted
Dealer P.D.I.
Dealer Assembly Charges
Quote Total - US dollars

$587.68

$587.68
$3,915.25
$100.00
$35.00
$4,638.20

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2023
Change/Offset In Revenue: Use of Money &
Property

Type of Request: Select Service Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Add Utility Vehicle

Picture:

Contractual Services: Select Object Type

Add a John Deere ProGator 2020.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4429

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$27,819
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$27,819

$0

This request is to add an additional John Deere ProGator 2020 to the PRSC fleet. Our current ProGator is used to
fertilize and spray all playing surfaces and common areas at PRSC and Hawkeye Park. With the current cultural
application at PRSC, staff has to remove the fertilizer spreader to put the sprayer on to complete spray applications
and then remove the sprayer to put the fertilizer spreader on to complete fertilizer applications. With the additional
wetting agent applications that were approved moving forward, staff is spending more time switching attachments on
the current ProGator. With the addition of a ProGator, staff would be able to be more efficient with its weekly cultural
practices, allow fertilizing and spraying to be done during the work week which would reduce overtime and reduce
the wear and tear on the current ProGator which would extend the life of the unit. This set up would be the same as
Otter Creek Golf Course where one unit is a dedicated fertilizer and another unit is dedicated for spraying
applications.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2445 Prairie Ridge Sports Complex

Fiscal Year: FY 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request: Terra Rake

Picture:

Purchase a Wiedenmann Terra Rake

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2445.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$8,000
$0
$0
$0
$0
$0

$0

$8,000

This request is to add a Wiedenmann Terra Spike attachment. This attachment would be used to remove thatch from
all playing surfaces at the Prairie Ridge and Hawkeye Sport Complexes. Thatch build up is a natural occurrence in
turfgrass. Dethatching is a cultural practice that should be done each year in the spring. Removing the thatch will
allow for better drainage, better usage of fertilizer, would help reduce irrigation usage and will overall help the health
of the playing surface. Thatch buildup can cause poor drainage, a need for more fertilizer and fungicide and a greater
demand for irrigation.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2446 Hawkeye Park Sports Complex

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Maintenance & Repairs

Commodities: Operating Supplies

Capital Outlay: Buildings

Description of Request:

Picture:

The outfield fences at Hawkeye softball fields #1 and #2
are showing safety concerns that need to be addressed.

See attached.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2446.4270

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$42,960
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$42,960

$0

There are many areas of the fence at the Hawkeye Park softball fields where the fencing is broken, bent, or not
attached as it should be. Both outfield fence lines have lost a total of 6” in height over time. The Prairie Ridge Sports
Complex staff have done what they can to band-aid the areas that they can, but it is time to replace some of the fence
line. We are proposing through the attached estimate, to replace the entirety of both outfield fences on fields #1 and
#2. This includes the posts and footings, the chain link (to be placed on the inside of the fence line). Part of the issue
with the outfield fencing is that the chain link was attached on the outside of the fence posts, leaving the posts more
open and vulnerable to disconnecting from the chain link inside the playing field. This is why both outfields need to
be redone.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Enhance Quality of Life

Department: Parks & Recreation

Program: Culture and Recreation

Budget Activity: 100.2446 Hawkeye Park Sports Complex

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Miscellaneous

Contractual Services: Technical Services

Commodities: Equipment

Capital Outlay: Buildings

Description of Request:

Picture:

Installation of camera system at Hawkeye Park and
Miracle League concession stands.

See attached aerial.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.2446.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$15,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$15,000

$0

The Hawkeye Park and Miracle League concession stands continue to endure vandalism and potential break-ins on
site. The community often raises concerns about safety/actions of minors in the area. This estimate is for the
installation of cameras in and around both concessions stands. What this estimate does NOT do is address putting
cameras that specifically point to the ML playground, ML field, or any of the Hawkeye softball fields. An unofficial
estimate was verbally given by Walsh in the neighborhood of $80,000 to address those areas. What this estimate
does do is protect the staff (that often are working by themselves at night) and both the entry/exit and money
contact points within operations at both concessions stands/buildings.
These improvements would qualify for funding through the Hawkeye Park Players Fees, as well as the Miracle Park
Fund.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Municipal Utilities

Program: Public Works

Budget Activity: 100.3545 Development Engineering

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Professional Services

Commodities: Equipment

Capital Outlay: Vehicles & Equipment

Description of Request:

Picture:

Purchase new 1/2-ton, four-wheel drive pickup truck for the
FY23 requested Engineering Technician I to use for final
engineering inspections and construction observation. The
new vehicle will include the following accessories: spray-in
bed liner, mud flaps, light bar, and storage box.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.3545.4427 Truck
100.3545.4427 Accessories

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$30,000
$3,000
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$33,000

$0

This capital outlay request is in conjunction with the Engineering Technician I being request in FY 2023 as a 50/50 budget split
between Development Engineering and Code Enforcement. The Development Engineering Division is responsible for final
engineering inspections on all residential and commercial sites. Over the last year, during a standard construction season, our
department has an average of 9 inspections to perform daily. The Engineering Technician 1 would need this truck to travel to
these sites for inspections.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: Human Resources

Program: General Government

Budget Activity: 100.4882 Human Resources

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Select Object Type

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

ID Badge System with software and printer

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4882.4354

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$2,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$2,000

$0

To create a photo ID badge for employees. As the city staff increases we need to have a way to identify employees as they go to
different city buildings, purchase items from businesses, enter homes for inspections, etc. Having a photo ID badge that dou bles
as the building key card would be the easiest solution. Before any purchase is made, we will need to discuss the process with IT
to select the most appropriate printer and process for security. I would recommend exempting the police and fire departments
as they currently wear uniforms that identify them.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: City Clerk

Program: General Government

Budget Activity: 100.4884 City Clerk

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Rents/Leases

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Send Pro C Auto Postage Machine LEASE Quote:
5-year Lease, Monthly amount $132.94; Billed Quarterly
$398.82; Annual Cost $1595.28; Over 5 Years $7976.40.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4883.4319
100.4884.4273

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$1,595
($1,700)
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$1,595
$0
$0
$0
$0
$0

($105)

$1595

The current postage machine was installed in 2008. It has had 2 meters installed, one in 2013 and another in 2021. The last
meter installed was a previously used units, as the DM400 machine is no longer in production and meters are no longer available.
I have also learned that USPS have plans to change regulations and our current machine will no longer be incompliance. The
current machine annual cost is $1,700 per year, which includes a Meter Fee, Service Agreement Fee, and Tracking Fee. To LEASE
a new machine the cost is all inclusive which includes the Meter Fee, Service Agreement Fee, and Tracking Fee. The lease is based
on a 5-year period.
A label printer can be added to this machine. The monthly cost would raise by $10.85, making the total annual lease $1,725. This
would save the city 40% on anything mailed that weighs over 13 oz.
5-year cost on the lease with the label printer would be $8626 and $7976 without it.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Deliver Exceptional Service

Department: City Clerk

Program: General Government

Budget Activity: 100.4884 City Clerk

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Select Object Type

Commodities: Equipment

Capital Outlay: Select Object Type

Description of Request:

Picture:

Send Pro C Auto Postage Machine PURCHASE Quote:
Purchase Price $3,004.32
Monthly Meter Rent: $44.84, Annual $538.08
Service Agreement: 321.60 Annually (Optional)

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4884.4319
100.4884.4273
100.4884.4273

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$3,004
$860
($1,700)
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$860
$0
$0
$0
$0

$2,164

$860

The current postage machine was installed in 2008. It has had 2 meters installed, one in 2013 and another in 2021. The last
meter installed was a previously used units, as the DM400 machine is no longer in production and meters are no longer available.
I have also learned that USPS have plans to change regulations and our current machine will no longer be incompliance. The
current machines annual cost is $1,700 per year, which includes a Meter Fee, Service Agreement Fee, and Tracking Fee. To
PURCHASE a new machine the upfront cost is $3,004.32 and then there will be an annual meter rent of $538.08 and an annual
service agreement fee of $321.60.
A label printer can be purchased to add on to this machine. The purchase cost is $481.00 wth an Annual Equipment Service
Agreement for $38. This would save the city 40% on postage on anything mailed that weighs over 13 oz.
5-year cost to purchase the new machine with the label printer is $7494 and $7304 without it. The average life expectancy is
approximately 7 years at optimal performance. A new meter would not be replaced if USPS decides to change it again, but if it is
due to machine malfunction or a faulty part then it would be covered.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Ensure Economic Vitality

Department: Economic Development

Program: Community and Economic Development

Budget Activity: 100.4886 Economic Development

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Professional Services

Commodities: Office Supplies

Capital Outlay: Land & Land Improvements

Description of Request:
Streetscape plan for existing greenspace in Uptown.

Picture:

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4886.4211

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2023 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
$10,000
$0
Decrease of Request:
Specific Justification for Budget Request:
Over one half (approx. 25 trees) of the street trees in Uptown will be removed next year due to disease.
With the removal of these trees comes an opportunity to enhance the existing, yet very limited, greenspace
primarily along SW Third Street. The tree canopy is one of the things that makes Uptown unique, but there
is an opportunity to create a tree canopy while also adding other forms of vegetation, planters, benches,
bicycle racks, sculptures or any combination of streetscape enhancements. The funds will be used to hire a
landscape architecture firm to pull together the possibilities and create images for what any proposed
enhancements to the streetscape would look like. The project will give the Uptown Association a plan to
use for pursing local grant opportunities, as well as provide the City a roadmap when replacing the trees and
making future streetscape improvements.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Ensure Economic Vitality

Department: Economic Development

Program: Community and Economic Development

Budget Activity: 100.4886 Economic Development

Fiscal Year: FY 2023

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Property Taxes

Contractual Services: Miscellaneous

Commodities: Office Supplies

Capital Outlay: Streets/Sewers & Infrastructure

Description of Request:

Picture:

Annual membership Mid-Iowa Planning Alliance.

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4886.4261

FY 2022 Line Item
Increase/Decrease
$2,550.00
$0
$0
$0
$0
$0

FY 2023 Line Item
Increase/Decrease
$10,200.00
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,200.00
$0
$0
$0
$0
$0

Net Increase/
$2,550.00
$10,200.00
$10,200.00
Decrease of Request:
Specific Justification for Budget Request:
Mid-Iowa Planning Alliance for Community Development (MIPA) is a new non-profit organization dedicated
to supporting communities in Boone, Dallas, Jasper, Marion, Polk, Story, and Warren Counties. MIPA will
provide professional planning, programming, and technical assistance to its member communities. MIPA is
in the process of being designated by the U.S. Economic Development Administration (EDA) as an
“Economic Development District,” which has several benefits. Designation will open more funding
opportunities for local economic development projects. It will also provide assistance with staffing costs. A
federal grant for staffing ($70,000) requires a 1-to-1 match, which is why MIPA is charging an annual
membership of 15 cents per capita. Ankeny’s annual membership will be $10,200 (FY22 is prorated). One of
the primary benefits of membership to Ankeny is the opportunity to apply for EDA funds that we have not
had access to previously. Staff is already applying for funding for High Trestle Trail improvements that
would not have been available without the creation of MIPA.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2023

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Engage an outside security vendor to evaluate our network,
practices, and policies and suggest vulnerabilities and
improvements.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,030
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

$10,030

$0

The IT Department has excellent, skilled staff. We do not have focused security experts. We are jack -of-all-trades workers by
nature of our staff size and responsibilities. We have made very beneficial security decisions in the past. That does not a ssure us
of making the right decisions in the future. This request is to hire a consultant to do a risk assessment of our network, bo th
physical and virtual settings, policies, and procedures. Pratum is a local security consultant in Ankeny. This cost esti mate is based
on their estimate to us. We may or may not select Pratum if budget is approved. If budget is approved we will search multip le
vendors and get multiple quotes before choosing the best solution for us. The Pratum – IT Risk Assessment – Statement of
Work.pdf is in the budget forms folder for reference.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2024

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Engage a professional service to plan a migration from on
premise Office to Office 365 in the cloud.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$47,000
$0
$0
$0
$0
$0

$0

$47,000

We’ve identified a third party company, LiftOff, that will assist in the planning and migration of our on premise Office Suite to
cloud based Office 365. LiftOff has been used by many of our peers in GMIS across the nation with very positive references.
Planning, migration, and especially staff training are beyond the time available for existing staff to lead this project. The decision
to migrate to O365 is still not finalized. This is an up-front cost if we decide to move to O365 later.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Palo Alto PA-820 DNS Filter

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$1,158
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$1,215
$0
$0
$0
$0
$0

$1,158

$1,215

Palo Alto Networks DNS Security service applies predictive analytics to disrupt attacks that use DNS for Command and Control
(C2) or data theft. DNS stands for Domain Naming System, the Internet’s system of converting alphabet domain names into
numeric IP number addresses. Advanced attackers use DNS tunneling to hide data theft or C2 in standard DNS traffic. The sheer
volume of DNS traffic often means defenders simply lack the visibility or resources to universally inspect it for threats.
Benefits of DNS Security...
-Inspect DNS traffic for malicious tunneling. Attackers are sending malicious code using the DNS protocol to disguise the traf fic
and avoid inspection of the payload. The attacker can exfiltrate sensitive information or take control of server s to move around
within the network. DNS Security inspects DNS traffic to stop these attacks.
-Predict and Block New Malicious Domains. Domain generation algorithm malware uses a list of randomly generated domains for
C2, which can overwhelm the signature capability of traditional security approaches. This predictive Machine Learning (ML)
detects new and never-before-seen Domain Generation Algorithms (DGA) domains by analyzing DNS queries as they are
performed.
-Automatically protect you against tens of mil lions of malicious domains identified with real -time analysis and global threat
intelligence.
-DNS Security provides protection against these new attack vectors.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2022 - 2024

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Cybersecurity awareness training subscription to educate our
end user and make them better as our last line of defense
against malicious threats.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

Net Increase/
$10,000
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

$10,000

$10,000

This request is for a training subscription such as KnowBe4 or ProofPoint. KnowBe4 is on a rocket ride. A startup getting to
Unicorn status (valued at a billion or more) on the back of security training is quite a feat. But constant breaches of organ izations
large and small, and a trail of victims to ransomware and phishing opened a massive opportunity. The company has risen from
Niche Player a few years ago to being number one in security training, according to Gartner Research. It is the fastest growing
company in cybersecurity, highly rated by Cybersecurity Ventures and has great customer satisfaction ratings – the best of all
vendors on the list.
ProofPoint is our latest purchase for email filtering and archiving. They now also offer a training subscription that is riv aling
KnowBe4. Having an integrated training solution to leverage the cyber intrusion threat database we already have with their email
filtering could be a benefit.
IT has run several tests in our environment. In a free Phishing Security Test, 40% of our users reported a suspicious email and
10% of our users responded to a phishing attack. The other half apparently ignored the phishing attempt and didn’t report it
either. The industry average is 2.3% compared to our 10%. We need to do better.
The “Report SPAM Email to Ankeny IT” button added to Outlook two years ago was a free tool provided by KnowBe4 that we’ve
taken advantage of. In one recent 30-day period, it was used by staff to report 1027 phishing attempts. That number is below
the actual number IT recognizes coming to our Inboxes. With 10% being clicked, that creates a heavy, continuous load on our
web filter, antivirus and malware endpoint protection. Some are what are known as zero -day packages, meaning the code of the
virus or malware is just released on the internet and not yet known by antivirus. These are the most likely to get through our

layers of protection and cause problems. IT staff generally have to spend time on average once every week or two cleaning an
infected computer.
We run the risk every day of data loss, extortion by data encryption, or exposure of private personal data stored on our netw ork.
Two years ago, Ames endured two penetrations of their online traffic citation payment portal and loss of private citizen data .
West Des Moines experienced an encryption virus that took down their entire network for weeks. We don’t want this type of
thing to happen in Ankeny. Staff training is one way to help reduce this exposure.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Add Malwarebytes Nebula for client and server endpoints to
complement our CrowdStrike AI antivirus tools.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$9,900
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,500
$0
$0
$0
$0
$0

$9,900

$10,500

Add Malwarebytes Nebula endpoint protection for client workstations and servers to complement and enhance the CrowdStrike
AI protection we already have. CrowdStrike activates upon detonation of a malicious incursion. In other words, a bad thing has
to enter and blow up for CrowdStrike to see it, activate, and prevent it. CrowdStrike does not yet have on demand or in place
scanning of static files. Malwarebytes Nebula adds this component and provides an additional layer of protection to our netw ork.
We can scan on demand and clean the source files that contain the bad things CrowdStrike blocks from acting. It allows us to
prevent repetitive opening and activation of malicious file content over and over by cleaning the source in addition to block ing
the live activation. Malwarebytes work with CrowdStrike. They have formed a partnership and both applications are compatible
with the other and don’t conflict with the other. Nebula gives us a second layer of defense in a different method.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2023 - 2024

Type of Request: Enhancement to Existing Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Add EDR and Spotlight add-on features to our CrowdStrike
Falcon Pro AI antivirus protection.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$13,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$3,000
$0
$0
$0
$0
$0

$13,000

$3,000

This request adds the CrowdStrike Falcon Insight EDR attack investigation and Spotlight vulnerability scanner options to our
CrowdStrike license. CrowdStrike blocks the malicious activity once the payload is activated inside our network. This year we
added the Falcon X component to allow us to perform malware sandboxing, search, and threat intelligence.
EDR is Endpoint Detection and Response. It detects and mitigates cyber threats by continuously monitoring endpoint devices
and analyzing endpoint data. It alerts on suspicious activity as it compares against normal behavior.
Spotlight is real-time vulnerability management and prioritization. It automates assessment for vulnerabilities with the Falcon
sensor on all endpoints, either on or off the network (think car computers). It can shorten time to respond with visibility into
threats in our environment.

BUDGET REQUEST – NON-PERSONNEL
Strategic Plan Goal: Upgrade Essential Infrastructure

Department: Information Technology

Program: General Government

Budget Activity: 100.4889 Information Technology

Fiscal Year: FY 2023 - 2024

Type of Request: New Service

Change/Offset In Revenue: Select Revenue Type

Contractual Services: Technical Services

Commodities: Select Object Type

Capital Outlay: Select Object Type

Description of Request:

Picture:

Subscribe to SecureLink vendor remote access control solution.

Insert Picture Here

Cost Increase/Reduction/Offsets Related to Budget Request:
Budget Line Item
(ex. 100.4883.4261)
100.4889.4215

FY 2022 Line Item
Increase/Decrease
$0
$0
$0
$0
$0
$0

Net Increase/
$0
Decrease of Request:
Specific Justification for Budget Request:

FY 2023 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

FY 2024 Line Item
Increase/Decrease
$10,000
$0
$0
$0
$0
$0

$10,000

$10,000

We have more and more third-party software vendors connecting into our PCs and servers, at times vendors are connecting to
our staff PCs without IT knowledge as users call vendors and setup remote support sessions with them. Securelink allows us to
track what support sessions are being initiated on computers and servers, records time and can also record the screen and key
strokes so in the event of an issue we can review what was done on our systems.
Sec