HomeMy WebLinkAbout1994-02-01 Info Packet
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City of .Iowa City
MEMORANDUM
DATE: January 21, 1994
TO: City Council, (Memo for Record)
FROM: City Manager
RE: Material Sent to Council Only
Memoranda from the City Manager:
a. 1993 Summary
b. Wetlands - Ammonia Reduction at South Treatment Plant
c. Pending Development Issues
d. Mayor's Youth Employment Program
e. Employment Records
Memorandum from the Economic Development Coordinator regarding Iowa
City tax exemptions, tax increment financin9, and CEBA awards
Memorandum from the Neighborhood Services Coordinator re9arding
grant funding for the Heritage Trees Program of Iowa City.
Memoranda from the City Clerk:
a. Legislative Committee and Rules Committee minutes
b. Council Work Session of January 3, 1994
Memorandum from the President of the Library Board of Trustees
regarding fiscal 1995 budget.
Copy of letter to the Planning and Zonin9 Commission from Jane
Klitzka regarding proposed building in Whispering Meadows subdivision.
Agendas for the January 20 informal and formal meetings of the Johnson 31 I
County Board of Supervisors.
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Economic Impact Study and User Survey of the Iowa City Municipal
Airport prepared by the Department of Planning and Community Development.
Agenda fqr the 1/25/94 Informal meeting of the Board of Supervisors.
Memo from the Mayor regarding Special meeting with Airport Carom. 2/22/94.
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City of Iowa City
MEMORANDUM
Date:
January 21, 1994
City Council
City Manager
1993 Summary
To:
From:
Re:
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Attached Is a brief summary of the legislative activities undertaken by the City Council during
calendar year 1993. This represents a selection of significant issues and is not a complete record
of all Council activities.
cc: Department Directors
Attachmen\
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SUMMARY OF 1993 ACTIVITIES
1. The Council conducted a public hearing in February for the proposed College Street
bridge deck and sidewalk rehab project. The project was undertaken in order to prepare
the deck as well as provide for a connection of the bridge to the proposed Chauncey
Swan Parking Ramp. Following the hearing, and bidding procedures, Cramer &
Associates was awarded the contract of $145,138.15.
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7. Following extensive public participation, discussion and debate, the City Council approved
a reconstruction project on Kirkwood Avenue from Gilbert Street to Franklin Street. The
projectlnciuded new pavement, curb and gutter, storm sewer, water main, and a retaining
wall. Additionally, the project provided for the lowering and resurtacing of two railroad
I crossings on Kirkwood. The construction cost of the project was $1,279,249.50 and
I awarded to Metro Pavers.
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I 8. The City Council submitted to the Iowa Department of Economic Development an
,! application for HOME Investment Partnership funds for the construction of n.~w duplexes
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I of affordable rental housing. The project was consistent with the Comprehensive ,
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~ Affordability Strategy adopted earlier by the City Council. i
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! 9. The Council initiated a community participation process for the Melrose Avenue bridge and 'I;
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Melrose Avenue street reconstruction projects. Utilization of a community focus group to !i I,
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t proposal consultant contract was undertaken. "
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" 10. The City Housing Authority continued Its program of providing assisted housing to our low I,:
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I and moderate income citizens and contracts were approved with the federal Department !;;
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H of Housing and Urban Development which provided rental assistance for 748 units of I
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I housing. The conlract amounts to over $3.2 million annually in housing assislance
! administered by the City. I' J!
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11. In March, Council approved a new lease agreement for the Union Bus Depol property on
the northeast corner of College and Gilbert. This property, owned by the City's parking
system, will continue to be operated as a bus depot and the City agreed to remodeling
and other renovation.
12. The Traffic Engineer was directed to make application on behalf of the City for
participation In an experimental school crossing sign program. The City of Iowa City was
a successful applicant, as 20 communities throughout Iowa were salected to utilize the
new sign material, which Is Intended to provide better driver recognition 10 school
pedestrian and bicycle warning signs. The program has met with, significant success and
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is popular among school officials and parents' groups. It wiil require amendments to
federal regulations and the City has encouraged the. federal government to adopt such
regulations. Once approved, similar signs may be installed throughout the community.
13. The process of cable TV refranchislng was officially initiated as renewal negotiations
began with Tel. This will be an ongoing process for most of 1994 in accordance with
renewal procedures adopted by federal law.
14. .. With the approval of a bond issue and construction of the new Weber School, the City
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Council was called upon to Initiate public improvements to Rohret Road west of Highway i.
218. Previous policy had indicated that no such improvements were to occur before 1998 " ,
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and thereby the City Council needed to amend previous policy positions in order for the I'
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The Press-Citizen Building Partnership proposed improvements to the old Press-Citizen I' I' I':
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building. The construction of 18 one.bedroom apartments are proposed for occupancy :: 1;
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! by low.lncome elderly and persons with disabilities. The resolution acknowiedged City I Ji
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Council's support of the project concept and a ten-year, 100% property tax exemption for !
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i the project. I
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I 16, In April of 1993 Council Member Randy Larson resigned and the Council initiated the I ,I
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special election process to fill his vacancy. In November, Council Member Bill Ambrisco I i
resigned. !
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17. The roof of the Robert A. Lee Community Recreation Center had been experiencing 1
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leaking for many years and needed major repair. An evaluation and testing procedure
was undertaken and determined that the entire roof needed to be replaced (33,500 square i
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feel). The project received Council approval and the T&K Roofing Company was awarded !
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a contract of $336,000 to provide for the re-roofing of the Recreation Center. I.
18, The City entered into an agreement wilh the State of Iowa to provide funding for the
Burlington/Gilbert Street Intersection Improvements. This approximately $400,000+ project
, wlil be financed on a 55% State/45% City funding. Design work Is proceeding.
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1 The Historic Preservation Commission recommended and the Council agreed to pursue
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I a grant application for related educational and community planning projects.
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i 20. By resolution, ,the Council agreed to provide a $30,000 loan guaranty to assist the Greater
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Iowa City Housing Fellowship to purchase eight lots for the construction of affordable
rental housing duplexes. This project was Initiated and the Fellowship did not need the
loan guaranty.
21- In an agreement with the Furniture Project, the C!~ assists in the operation of a furniture
I exchange project involving storage and distribution of donated furniture items to our low-
income citizens. The program will be using approximately one-third of the floor space at : \
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I the City-owned architectural saivage building which is located at 1147 South Riverside t'
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I 22. The Human Rights Ordinance of the City was amended to expand certain definitions as il IF
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, they related to non.profit corporations and their ability to sell, as well as lease or rent, I~
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\ housing accommodations preferentially to persons based on their sex and/or the presence .,
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or absence of dependents. The amendment was requested by representatives of Habitat ,;
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for Humanity, an organization which attempted to provide housing primarily for families in :1 ,i
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need. ,
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23. The City approved specifications and contracts for approximately $800,000 of street I
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improvements. One of the most notable was the resurfacing of Burlington Street. ,,I-
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24. The City Council approved a comprehensive plan amendment for the Neighbothood Open ~
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Space Plan. The plan had received the endorsement and was a result of the work of the I
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City's Parks and Recreation Commission, Riverfront and Natural Areas Commission, and j
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other individuals, ,
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25. The Council authorized a successful Community Economic Better Account grant --1
application for the National Computer Systems Company in order to assist In their major
expansion at their Highway 1 property.
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34. The Council approved the 16th renewal of an agreement between the City and Johnson
County for the provision of SEATS transportation services. The program and .policy is
undergoing changes as the requirements of the ADA and other fiscal implications have
caused the Council to review its options In satisfying the transportation requirements of
our elderly and disabled citizens.
35. The Police Department, as the manager of our communication system, recommended and
the Council approved an agreement between the University and the City for the provision
of radio equipmenVc~~munication capability through our emergency communications
center. , ,
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36. The approval of a contract with Chemical Waste Management of Sauget, Illinois, led to 1
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the September 25, 1993, toxic waste clean-up day at the Johnson County fairgrounds, "
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sponsored by the City, and open to all residents of Johnson County. This was funded by i ~
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way of the per ton surcharge on materials disposed of at the Iowa City Landfill. (,' If
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37. Contracts approved three-year agreements with Rosebar Tire Shredding and the Alter 11 i:
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Corporation for the acceptance of tires and recycled metals, respectively. Ii 1,:
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38. An ordinance which would escalate unpaid parking fees, that is following a period of time
In which the parking fee Is unpaid, was approved. At tha end of ten days an unpaid $3.00 II
expired meter or overtime tlc~et would escalate to $5. At the end of 30 days all unpaid I "
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parking tickets except those In handicapped would escalate to $10.
39. In the efforts to expedite the Rohret Road project, the Council entered Into an engineering
design contract for the development of construction documents for the Rohret Road
pedestrian overpass.
40. The summer of '93 brought record flooding to our community. Monies were requested of
I the Federal Emergency Management Agency after declaration of Iowa as a disaster area.
I Additionally, monies from the Federal Department of Housing & Urban Development
through the CDBG program In the amount of over $1 million was provided to the City In
order to address clean.up and related problems associated with the flooding.
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41. The following development activity within the corporate limits occurred:
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a, Village Green South - 84 zero lot-line units and 83 single.family lots, west of Scott
Boulevard, north of the Iowa Interstate Railway
REZONINGS
a. Rezoning of the Irving Weber Elementary School site on the north side of Rohret
Road from ID-RS to P, 14,25 acres.
b. Rezoning of 71 ,0 acres surrounding the Irving Weber Elementary School site from
ID-RS to RS-5.
c. Rezoning of 30 acres west of Sycamore and north of the Corporate Limits from ID-
RS to RS.8.
d. Rezoning of Kiwanis Park, at the end of Aber Avenue, from RS-S to. P.
e. Rezoning of 617 Kirkwood Avenue from RS-5 to CC-2.
f. Rezoning of Kennedy Plaza, 701 S. Gilbert Street, from CI-1to CC.2.
g. Rezoning of 0.139 acre west of Keokuk Street from ID-RM to RM.12.
ANNEXATIONS AND REZONINGS
a. Annexation and rezoning of 240 acres west of Taft Avenue and north of American
Legion Road from County RS to RS.5.
b. Annexation and rezoning of 5.9 acres north of American Legion Road from County
RS to RS.5.
c. Annexation and rezoning of 6,92 acres south of Scott Park and north of the Far
Horizons Golf Course from County RS to RS-5.
d. Annexation and rezoning of 19,18 acres south and east"pf the Intersection of
Sunset Street and Highway 1 from County C-2 and A-1to CI.1.
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SUBDIVISIONS
i Preliminarv Plats AcreaQe Lots
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I South Pointe Addition 30.00 acres 128
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I Walden Square, Part 2 8.70 acres 3
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1 Windsor Ridge 176,90 acres 234
I Wild Prairie Estates, Parts 1 & 2 18,76 acres 53
I Mount Prospect Addition, Part VII 8,72 acres 31
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Final Plats AcreaQe Lots "
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! South West Estates, Part 5 5,30 acres 14 I!i I
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! Hunters Run, Part 9 5,70 acres 16 I, Ii
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Scott Boulevard East, Part 2 9.23 acres 25 ~ !
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i Mount Prospect Addition, Part VI 5.06 acres 16 ' :' ~ \.
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! Walden Square, Part 2 8.70 acres 3 ,I .t;
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I South Pointe Addition, Parts 1-6 30.00 acres 130 il ,
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I Walnut Ridge, Part 4 20.21 acres 13 ,
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Village Green South, Parts 3A&B, 4A&B 28.95 acres 74
Whispering Meadows, Part 2 26.14 acres 103 II
Windsor Ridge, Parts 1, 2, 3 & 4 67,20 acres 78
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APPOINTMENTS MADE TO BOARDS/COMMISSIONS DURING 1993
Board/Commission
Board of Adjustment
Board of Adjustment
Board of Adjustment'
Board of Appeals
Board of Appeals
Board of Appeals
Board of Library Trustees
Board of Library Trustees
Broadband Telecommunications Commission
Broadband Telecommunications Commission
Broadband Telecommunications Commission
Committee on Community Needs
Design Review Committee
Design Review Committee
Design Review Committee
Design Review Committee
Historic Preservation Commission
Historic Preservation Commission
Historic Preservation Commission
Historic Preservation Commission'
Housin9 Commission
Housing Commission
Human Rights Commission
Human Rights Commission
Human Rights Commission
Mayor's Youth Employment Board
Mayor's Youth Employment Board
Mayor's Youth Employment Board
Mayor's Youth Employment Board
Mayor's Youth Employment Board
Parks and Recreation Commission
Parks and Recreation Commission
Parks and Recreation Commission
Planning and Zoning Commission
Planning, and Zoning Commission
Planning and Zoning Commission
Riverfront and Natural Areas Commission
Riverfront and Natural Areas Commission
Riverfront and Natural Areas Commission
Senior Center Commission
Name
Will iam Haight
Timothy Lehman
Pat Eckhart
David Christine
Anna Buss
Jane Hagedorn
Jesse Singerman ,
Anne Hargrave (reappointment)
Joyce Patton (reappointment)
Cordell' Jeppsen (reappointment)
Roger Christian (reappointment)
Marc Libants
Will iam Nowysz
Laura Hawks
Gary Na9le
Gilda Six
Sue Licht (reappointment)
Kay Irelan (reappointment)
Betty Kelly (reappointment)
Ginalie Swaim .
James Harris (reappointment)
Robin Paetzold-Durumeric (reappointment)
Rick Graf
Alison Ames Galstad(reappointment)
Ken Gatlin (reappointment)
Peter Simonson
A. K. Traw
Joan VandenBerg
Paul Engler
Karen Heimer
Bruce Maurer
Jana Egeland
John Pe lton
Thomas Scott (reappointment)
George Starr (reappointment)
Jane Jakobsen
Larry Wilson (reappointment)
Jim Pugh
Judy Pfohl
Fri eda Shannon
Approved appointments to Boards/Commissions as recommended by Johnson County
Board of Supervi sors: ..'
Board of Library Trustees
Riverfront and Natural Areas Commission
Senior Center Commission
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Anne Spencer (reappointment)
Donald Otto (reappointment)
Rufine Anciaux (reappointment)
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City of Iowa City
MEMORANDUM
Date:
January 19, 1994
City Council
To:
From: City Manager
Re: Wetlands - Ammonia Reduction at South Treatment Plant
We have received the study which evaluated the use of a natural and/or constructed wetland
system for ammonia reduction. The attached letter is self.explanatory and a more detailed report
Is ~vailable if you so desire. The consulting engineer has recommended that due to the large
land area requirements, bad weather conditions, and the high construction costs, a wetland
system is not viable for Iowa City.
Attachment
cc: Chuck Schmadeke
Dave Elias
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rIi STANLEY CONSULTANTS, INC.
Slanl.y Building' 225 Iowa Avenu. . Muscalln., IA 52761.3784
T.I: 3191264.6600' F",,: 3191264,6658
December 30, 1993
Mr. Charles 1. Schmadeke, P.E.
Director of Public Works
City of Iowa City
410 East Washington Street
Iowa City, IA 52240.1826
Dear Mr. Schmadeke:
Subject: Wetlands Evaluation for Ammonia Reduction
South Plant
A preliminary study to evaluate ammonia reduction at the South Plant utilizing natural and/or
constructed wetland systems has been completed. The study was prepared utilizing the combined
efforts of Stanley Consultants and nationally recognized wetlands expert Mr. Sherwood Reed of
Environmental Engineering Consultants. The results of this study are documented in "South
WWrP, Iowa City, Iowa. Constructed Wetland Feasibility Study' by Sherwood C. Reed dated
December 17. 1993, and attached hereto. '
Basic input and assumptions. used in the preparation of this evaluation are as follows:
1. Total wastewater design flow (A WW) for all of Iowa City of the design year 2020 is
estimated at 18.38 mgd. The North Plant was assumed to be loaded at 5 to 6 mgd;
therefore, the South Plant design flow was assumed to be 13 mgd. The South Plant
design flow will increase to the total Iowa City flow whenever the North Plant is retired.
2. Design organic load (BOD), ammonia load (NHl), and wastewater temperatures were
developed from actual South Plant and North Plant operating data.
3. Ammonia effluent limits for both a shoreline point discharge and for a diffuser pipe
discharge were given by Iowa DNR in a letter to H.R. Green Company dated February
26, 1993.
4. Land area considered for the wetland was located to the east and south of the South
Plant. Areii within the Sycamore Farm Developl1)ent was excluded from consideration at
the direction of the city of Iowa City. land located more than one mile from the South
Plant was also not considered due to the high cost of pumping and piping flow to and
from a remote site,
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.";Jf~lt~~j! ',: ' I' ,9UENT
......:..:.l<I'. I' A. ..SERVICE
MEMBER OF THE STANLEV CONSULTANTS BROUP . INTERNATIONAL CONSULTANTS IN ENGINEERING, ARCHITECTURE, PI.\NNING, ANG 56MrT
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Mr. Charles 1. Schmadeke, P.E.
December 30, 1993
Page 2
The results of the study conclude that wetlands treatment for ammonia reduction at the South
Plant is not a viable alternative. The reasons for this conclusion are described in detail in the
attached study and are briefly tabulated below:
1. Theoretical wetland area requirements are 1665 acres for a shoreline point discharge and
1039 acres for a diffuser pipe discharge. Only approximately 320 acres are available
within a reasonable distance of the South Plant.
2. Thermal analysis of the large wetland area requirements indicate that during winter
operation the wetland is at risk of physical failure due to the depth of ice formation.
3. Typical construction costs of wetlands are approximately $20,000 per acre. This does not
include the land cost or a method of sealing the cells for maintaining the wastewater
level in the wetland and also for protecting groundwater qualitY. Using only $20,000 per
acre results in construction costs between $20,780,000 and $33,300,000 for the size of
wetlands required. This cost is in the order of three to five times the cost required for
biological treatment for ammonia reduction.
As a result of the large land area requirements, winter icing conditions, and high construction
costs a wetland system is not a viable alternative for the Iowa City project. We are therefore
dropping this alternative from further consideration.
Sincerely,
STANLEY CONSULTANTS, INC.
~~~~
Charles 1. Meyer, P.E.
Project Manager
Attachment
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City of Iowa City
ME,MORANDUM
DATE: January 18, 1994
TO: City Council
FROM: City Manager
RE: . Pending Development Issues
An application submitted by Reese F. Greer to sever (de-annex)
approximately 95 acres of land located in the northwest corner of
'Iowa City, immediately south of the Iowa Interstate Railway and
east of the Iowa City corporate limits.
An application submitted by Tom Alberhasky to resubdivide Lot 5
and a portion of Lots 4 and 6 of Ohl IS Subdivision to create eight
lots on the south side of Mall Drive.
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City of Iowa City
MEMORANDUM
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Date: January 14, 1994 i
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From: City Manager i
Re: Mayor's Youth Employment Program
Some of you may be aware through your involvement in the human service funding program of
the financial problems with the Mayor's Youth Employment Program. The Executive Director, Ben
O'Meara, has worked diligently In attempting to not only determine the full extent of the revenue
shortfall, but also Identify means of resolving their financial problem. He has developed a three-
year plan. We have worked with Ben through Marge Penney and his proposal has been reviewed
by our financial staff. We concur in his work effort. At this time there does not appear to be any
need for additional City funds.
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City of Iowa City
MEMORANDUM
DATE: January 18, 1994
TO: City Council
FROM: City Manager
RE: Employment Records
I thought you might be interested in the attached.
cc: Department Directors
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City of Iowa City
MEMORANDUM
Date:
January 18, 1994
City Manager
David Schoon, Economic Development coordlnato~
To;
From:
Re:
Information Regarding Iowa City Tax Exemptions, Tax Increment Financing, and CEBA '
Awards
The attached tables and memo summarize the use of property tax exemption, tax increment financing,
and the CEBA program in Iowa City. The tax exemption Information contains updated Information as
provided by the City Assassor's office. The tax Increment financing data Is the most recent data as
provided by the County Auditor's office. The CEBA application list Is provided by my office.
The tax Informallon displayed In Tables 1 A & 1 B relates to the partial property tax exemption for
Industrial property as authorized by Ch.32.1, Article III of the Iowa City Coda of Ordinances. Table
1A lists the amount of property taxes that were abated for the qualified improvements, and Table 1 B
lists the amount of property taxes paid during the time period of the exemption schedule,
Please note that the figures In these tables Include only the Iowa City tax which was abated or paid.
The partial property tax exemptloh applies to all taxing districts within the corporate limits, the figures
In the tables do not Include the amount of taxes abated for all taxing districts or tha amount of taxes
paid to all taxing districts. The Iowa City property tax makes up approximately 40% of a property
owner's total property tax bill. Using General Mills as an example, General Mills' total tax exempllon
figure, $68,038 (see Table 1 A, p. 3), reflects the total amount of Iowa City tax abated to date. The
total amount of property tax abated to date for all taxing districts Is approximately $170,000 ($68,038
divided by 40%).
Table 2 lists all tax In.crement financing projects as of March 30, 1992. The Johnson County Auditor's
office Is In the process of updating this Information and should have this information available within
a couple of weeks. The Auditor's office was able to share with me that two of the TIF projects have
been 'released' (meaning'that they are no longer In effect) by Kirkwood Community College. They
Include the NCS & Millard TIF projects. In addlllon, the Auditor's office Infonmed me that Kirkwood
Community College has established two new TIF districts, one for the General Mills property and one
for the H.P. Smith property. 'Exact figures regarding the TIF districts will not be available for a couple
of weeks.
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In addition to the partial property tax exemption, the City has established the Block 62 Urban
Revitalization Area which grants property tax exemption to qualified property Improvements. To date
the City has not spaclllcally granted property tax exemption to any property within the urban
revitalization area, but staff expects that the CItizen Building Project will apply for the property tax
exemption. Based on preliminary figures, the exemption over the ten year life of the exemption
schedule for the Citizen Building Project Is estimated at approximately $150,000,
If you have quesllons regarding any of this Informallon, please give me a call.
co: Karin Franklin
Dan Hudson, City Assessor (tax abatement & tIf Information)
Alicia Jackson, County Auditor's Office (tIf information)
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City of Iowa City .
MEMORANDUM
Date: January 18, )994
To: Steve Atkins
From: David Schoon ':Y a-
Re: Past CEBA Applications
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The following Is a list of past CEBA applications with which the City was Involved.
1986 Computer Aided Design Software Inc. (CADSI)
Awarded funds, but company requested tenmlnatlon of contract.
1986 WORLDVIEW
Awarded funds; however, In 1987 the com~any defaulted on loan.
1987 A.JEM Co.
city Council approved resolution authorizing the submission of an application:
however, application was never completed/submitted to State.
1988 Central States Can CoJSlllgan Containers Corp.
, Awarded funds, but company requested lenmlnaUon of contract.
1991 Sueppel's Flowers Inc.
State did not award funds to company.
1991 Procter & Gamble Manufacturing Co.
Awarded funds, but company never entered contract for the funds.
1993 Iowa Processed Meats/Millard Refrigerated Services
State did not award funds to company.
1993 National Computer Systems
Awarded $635,000 forgivable loan: In process of entering Into loan agreement. '
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City of Iowa City
MEMORANDUM
MEMO
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Date: January 20, 1994
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To: Iowa City City Council , l ~~:'
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From: Marcia' Klingaman, Neighborhood Services Coordinator ~
Re: Approval of Grant Funding for the Heritage Trees Program of Iowa City
In July of 1 ~93, the Heritage Tree Committee approached the City Council on plans
to apply for various grants to fund the "Heritage Tree Program of Iowa City". The
committee/applicants for the grants are the City of Iowa City/Parks and Recreation
Department, Project GREEN, and the Longfellow, Northside and Goosetown
Neighborhood Associations. During this contact with the City Council last summer,
the Heritage Tree Committee asked for and received a commitment by the City to
match funds that were contributed by Neighborhood Associations up to a maximum
of $2000.00.
There are several components of the program. They include completion of a tree
Inventory within the three participating neighborhoods, campaigns to encourage
awareness of this natural resource to the public and school children through the public
school system, and efforts to encourage care of the existing urban forest and promote
adding to the tree supply.
Nancy Seiberling, a key initiator of the project, has recently been notified that funding
through the Urban Forestry Challenge Grants for 1993 for the Heritage Tree program
has been approved in the amount of $5000.00. This particular grant will fund the
Inventory segment of the program. The grant funds must be expended by the end of
September so activity Is expected to be swift.
The Heritage Tree Committee will be submlltlng documentation as to the
Neighborhood Associations contributions sometime prior to completion of the
Inventory. The committee will keep you updated as to their activities as the project
proceeds.
Please feel free to contact Nancy Seiberling at 351-5625 or myself and 356-5237 If
you have any questions or need additional Information.
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City ,of 'Iowa City
MEMORANDUM
Date: January 19, 1994
To: Mayor and City Council
From: Marian K, Karr, City Clerk ~
Re: , Legislatiye Commillee and Rules Committee Minutes
There has been some confusion regarding Clerk allendance at Legislative Committee and Rules
Committee meetings, For the past several years the Clerk has allended both committee
meetings, tape recorded and then followed-up with minutes.
At your organizational meeting there was discussion regarding limiting membership of the
Legislative Committee to three to alleviate the Clerk's attending. Based on this discussion and
further conversations with the Mayor, I wanted to confirm my role. Henceforth, I will not be
attending'the Rules Committee or Legislative Committee meetings. I would suggest members
of both Committees establish a method to report to Council after each meeting.
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City of Iowa City
MEMORANDUM
Date: January 21, 1994
To: Mayor and City Cou~cil'.
From: City Clerk
Re: Council Work Session, January 3, 1994 - 8:00 p,m. in the Council Chambers
Mayor Susan Horowitz presiding. Council Members: Horowitz, Novick, Throgmorton, Lehman,
Baker, Kubby, Pigott. Staff present: Atkins, Helling, Gentry, Karr, Franklin, Moen, Schoon, Miklo,
Davidson. Tape recorded on Tapes 94-2, Ail; 94.3, Side 1.
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PLANNING & ZONING MATTERS:
Reel 94-2, Side 1
PCD Senior Planner Moen presented the foilowlng items for discussion:
a. Settino a public heanno for Januarv 18. 1994. on an ordinance vacatino the northern 212
feet of the allev located between Burlinoton and Court streets. west of Dubuoue Streei
(Hieronymi ProlecVBlock 102).
Moen stated information will be forwarded to Council prior to the public hearing.
b. Public hearlno continued from November 23. 1993. on an ordinance amendino the Zonino
Ordinance by conditionallv chanoino the use reoulations of an approximate 7.86 acre tract
of land located at 2312 Muscatine Avenue (Towncrest Mobile Home Court) from RFBH,
Factorv Built Residential, toCC-2, Community Commercial. (REZ93.0010)
Moen recommended Council continue the public hearing because the condilional zoning
agreement had not been signed, and asked Council to determine whether they agree with
the terms of the conditional zoning agreement as presently drafted, In response to
Novick, City Attorney Gentry stated questions regarding trailer court tenants' rights are stiil
be considered by her office.
c. Ordinance amendino the Zonlno Ordinance by conditionally chanoino the use reoulations
of an approximate 7,86 acre tract of land located at 2312 Muscatine Avenue (Towncrest
Mobile Home Court) from RFBH. Factory Built Residential. to CC-2, Community
Commercial. (REZ93.Q010) (First consideration)
City Attorney Gentry stated she will make copies of the draft conditional zoning agreement
for Council.
d. Public hearlno on an ordinance amendino the Zonlno Ordinance to redefine "family care
facilitvlfamily home" by includino "community supervised aoartment ilvino arranoement."
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e. Ordinance amendino the Zonino Ordinance to redefine "family care facilitvlfamily home"
by includino "communilv supervised apartment IIvino arranoement." (First consideration)
Moen stated the Executive Director of Systems requested that first consideration of the
ordinance be placed on the agenda for Council consideration.
I. ' Ordinance amendino Zonino Ordinance Section 36.58, Off.Street ParkinQ Reouirements
for Multi-Family Dwellinos; Sections 36-11(0), 36-12(Q), 36.13(0) and 36-14(0). the special
provisions sections of the RM-12. RNC.20. RM-20 and RM-44 zones; Sections 36-17(c)(1)
and 36-20(c)(1l, the provisional use sections of the CO-1 and CB-2 zones: and Sections
36.19(d)(5) and 36-23(d)(3), the special exception sections of the CC.2 and CI-1 zones.
(First consideration)
Moen proposed that Council consider a revised ordinance that would retain the provisions
that corridors be enclosed for the RM-44 zone; delete that provision in the RM-12, RNC-
20, RM.20, CO.1, CB-2, CC-2 and CI-1; and referred the issue back to the Planning and
Zoning Commission for development of design standards, Kubby requested that the
Board of Appeals be asked to address this issue. Moen stated she will present a revised
ordinance at tomorrow's formal Council meeting,
g, Ordinance amend/no the ZoninQ Ordinance bv affirmino the sinole-family character of the
RNC.12. NeiQhborhood Conservation Residential, zone and restrictinQ the number of
principal bulldinos permitted on a lot in the RNC-12 zone. (First consideration)
h. Ordinance amendinQ the Zonino Ordinance bv chanoino the requirements for hard-
surfaced driveways that are accessed via an unpaved allev. (Second consideration)
i. Resolution approvinQ the final plat of Whisperino Meadows Subdivision, Part Two, a 103
lot, 26.14 acre residential subdivision located on Whlsperino Prairie and Nevada avenues
extended. (SUB93-0020) (60.day limitation period waived indefinitel~
SYCAMORE FARMS ANNEXATION:
Reel 94-2, Side 1
PCD Director Franklin and Planner Miklo presented an overview of the proposed Sycamore Farms
annexation proposal. In response to Throgmorton, Franklin requested that discussion regarding
street networks be scheduled soon.
NEAR SOUTHSIDE REVITALIZATION PLAN (ITEM 1112):
Reel 94-2, Side 2
PCD Director Franklin, Economic Development Coordinator Schoon, Jay Ohler, representing
Hleronyml Partners, presented information, In response to Council concerns regarding
reasonable moving and related expenses (page 8), staff was directed to amend the plan to
Include utility connections.
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Franklin responded to Council's inquiries about requiring developers to demonstrate need for tax
abatements; and Franklin asked that if Council requires some demonstration of need, it should
be explicitly required In the urban revitalization plan,
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MELROSE AVENUE ENVIRONMENTAL ASSESSMENT:
Reel 94-3, Side 1
Transportation Planner Davidson and Consultant Evelyn Acosta-Weirick presented information.
COUNCIL TIME/AGENDA:
Reel 94-3, Side 1
1. Kubby requested information from Police Chief Winkeihake regarding Union Bar liquor
license violations.
2. Kubby noted that Council has not done negotiations regarding SEATS. City Manager
Atkins stated he has been in contact with the Johnson County Board of Supervisors and
discussion could take place during budget discussions. Kubby stated the negotiating
process should take place on the front end of budget discussions.
3. Kubby inquired about the approved logo of the state for the pesticide ordinance. City
Attorney Gentry stated the Department of Agriculture would have to approve the logo.
4. In response to Council Member Baker, Council agreed to start budget meetings at 7 p.m.
(rather. than 6:30 p,m.).
5. Throgmorton noted that he sent a memo regarding water conservation to each Council
Member. City Manager Atkins stated he will prepare a response to the memo.
6. Lehman noted that approximately $500 was donated to the City Park restoration fund from
the Lehman election fund. '
7. Horowitz inquired about the E911 board. City Manager Atkins explained the E911 board
Is the governing board that takes the telephone transmission line charge money and
distributes it for the purpose of equipment. Atkins stated he will find more Information.
8. Horowitz Inquired about the deadline for reconsidering the Dubuque Street funding. City
Manager Atkins stated he will obtain more information.
9. Horowitz asked who will be attending the March National League of Cities meeting in
Washington. Baker stated he would like to talk Informally some time about the budget.
Kubby stated that Council Members should coordinate seminar attendance,
10. Pigott requested that Council look at Information about Interactive kiosks. Kubby noted
that It was something that Council asked to be put In the request for proposal from TCI.
APPOINTMENTS:
Reel 94.3, Side 1
Airport Commission - defer two weeks to ailow contact with individuals.
Airport Zoning Board of Adjustment - refer back to the Board of Adjustment.
Board of Adjustment - Tim Lehman.
Board of Appeals. Anna Buss,
Reappointment for Riverfront and Natural Areas Commission - Approve recommendation,
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Council directed City Clerk Karr to redesign the boa'rd and ~ommisslon application asking
applicants to contact Council Members prior to the appointment being made,
COUNCIL TIME/AGENDA CONTINUED:
Reel 94.3, Side 1
11. Karr noted that Council Members received the League of Iowa Municipalities may-
or/council seminar schedule. Karr noted that one of the seminars is being held in Iowa
City on January 13,4:00 p.m. to 8:15 p.m.
12. City Manager Atkins noted he may need to schedule a special formal meeting on
Thursday evening In conjunction with the budget regarding Coralville strip project/28E
agreement,
Meeting adjourned at 10:10 p.m. '
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Iowa City
Public Library
123 South Linn, Iowa City, Iowa 52240
Lolly Eggers, Director
Information (319) 356-5200
Business (319) 356-5206
TO: City Council
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, FROM: Stephen 'Greenleaf, President
Board of Trustees ,~,t
DATE: 1/20/94 ' .'(~~)
RE: Fiscal 1995 Budget
'The Board of Trustees has asked me to bring to your attention
several important points for your consideration of the 1995
fiscal year library budget:
The single most important principle for the Board is the
protection of the integrity of the library levy. Attachment "A"
("Share of Property Tax & General Fund FY85-FY94") gives a
graphic display of the nature and reason for our concern. The
levy, which went into affect in FY93, put the library back to the
operating level which your constituents (our patrons) voted they
wanted it to be. This gave the Library a greater share of the
general fund, but as you can see, it is beginning to be undercut
by the decline in the percent of non-levy property tax revenues
committed to the library budget. A decrease in the amount of
support received from general property taxes would defeat the
purpose of the levy. This principle is most important to the
Board, we ask that the Council give this point its most careful
consideration. This is an issue that goes beyond planning for
just the upcoming fiscal year.
The budget forwarded to the ,City Manager had no "fat" in it. The
entire budget, including the additional staff position requested,
,
created an increase of only 6.7%. The City Manager is
recommending an increase of 2.9%, which resulted in the exclusion
of the staff position as well as other cuts. The increase in the
CPI is 1993 was 2.7% With the continued dramatic increases in
Library use by the public we serve we will not be able to
maintain the level of service desired if we eimply keep pace with
the general rate of inflation.
The new staff position requested was for the creation of the post
of Circulation Coordinator. Currently these responsibiliti~s are
undertaken by the Assistant Director. The continuing growth in
the use of a~l services and programs, especially circulation, as
well as increases in the Assistant Director's responsibilities
for staff development, technology planning and the oversight of
four other departments creates a need to break this job into two.
This position would return the number of management staff at the
library to the 1991 level.
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The financial justification for funding this position comes from
the principle discussed. If the budget would provide the
equivalent of 9.5t of the general fund to the library, that
increased amount (approximately $50,000.00) would be roughly
equal to the cost of funding the new position.
We appreciate the difficult and challenging task you have in
attempting to reconcile all of the needs and desires of your
constituents (and our patronsl) with the limitations of
resources. Please let me, my fellow Trustees, Director Lolly
Eggers, or her staff know what further information we can provide
to you to assist you in making these decisions.
Thank you for your consideration of these matters and look
forward to meeting with you.
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9.0%
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Attachment A
IOWA CITY PUBLIC LIBRARY
SHARE OF PROPERTY TAX AND GENERAL FUND FY85-FYQ4
FY85 FY86 FY87 FY88 FY89 FY90 FY91 FY92 FY93 FY94 FY95
PROPOSED
..... GENERAL FUND -f-
Includes Levy FY93 +
PROPERTY TAX
Excludes Levy FY93 +
9-10% seems to be the historical share of property tax for
the library. It naeds to be maintained to 'protact' the new
levy Income.
Adding the levy has raised the library's share of the
generalfund to 10%,
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Viet' PI'esidenl
GI'anl Wood Nd:~hbol' ASSIIC,
2305 Hollywood Blvd.
Iowa City, IOVlil G~~:lO
J~nuar, 14, 1991
MI' film Scot t
Ch.I!I'f"~rson, Planning and Zoning Dept.
<110 EasL WashingLon St.
Iowa CI ty, Iowa :'22,10
Deal' Mr. Scot I:
I am VIce Presldenl oi the Grant Wood Nel~hbOI'h(lrJlI
Associatiun. I am writing 10 you concerning the Meadowlark
Condominiums that are prOI")S'Jd III bt' buill ou Iht' norlhw'.'sl
cor lieI' ,,( le,1 #1 of Whlsp'Jl'ing Meadows subdlvlslou on Laliesld,.
u,' I v':.
I live at 2305 Hollywood Blvd.! have already seen a number
ul 'cars raciug down our street from Lakeside apartments. It
10 my understanding that the City Is requiring an alternative
access 101' lI\1)se condominiums. It Is likely Ihey will USl'
Callfofnla as their alternatlv,) access.
This will put more traffic on our already busy streeLs. We
havo no stop sign on Miami and Hollywood and there have bken
several accidents at this lnterseclJon. If Call1ornla Is opened"
th.1t is going to make a bad situation worse! Th!) cars will caine
up out of Meadowlark Condos and elthel' go down California to
Union ( which Is a very narrow street with a bad curve) to IlIYY 6
or down Miami to Hollywood I which Is already bad bocause of
Lalceside. Appts. trafrlc ), or the tl'aUlc will cuntlnue down
Call1ul'nla (another narrow street) to SycamrJl"), Our streets
aI") not '~<Juipp,)d to handle some or the tfaiCle we nllw hilv(', mudl
It:.'j:j ffiUP:!
"m ,u,'e once the stop lI~ht is put In at I1WY 6 and Lal(esld,:
the situation will get even worse. Lakeside people will 1101 be
able tu to get on to Lakeside Drive from tho entl'ance illld ex! t
lh':~ havO!. It's going to b'J lil(!) Hollywood alld Kool(Ul, by lh,'
luv'il Stdte Bani. and th,.' Amocu slat Ion. If YOIII' at thl' Amoco
slalloll 01' on I1ollywood alld il I' 'J trying to get lu IIIYY U, II's
n"xt to impossible. So YOI1 turn right and .0 duwn Koukuk, and
through tho neighborhood.
We w':nt to the City Cuuncll a year and a hal f ago tu eOllsld')I' LI\!.'
iJ<,,;:;ibllity of closlllg lIollywood Into Lnl"~slde Apnl'lmenls and
Lo p,'odd" allothcr aCCl'SS Lo Lillicsldo Apal'lmellLs ulILu I1WY Ii 0,'
Lakeside Drive. The cunstructlon or the Meadowlark Cundus will
Ilmll Lakeside Apartments Irom having anuther entrance/exll
p,)lnt.
The I'osldellts or I11l11ywfJod Blvd and "thel' members of the Grant
WOlid NtJlghborhuod As,soelallun hav,: md with MI' BI'achtel, Traffil'
~1I6In':el',Orrlcel' I(ovln Russ, lllll'cla Illlngamall, N>d.hbol'ilood
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To t,'y and ,'",'olvl' lh" lal'JIJ IrHUle flow, "pl'"dlllg C;lI'~, Hnd
',\ ..ecl;J~~~ dl'lv~I'~ In (lUI' lIt:'1ghiJOI'h,wd. Th... sllualh',lI till:; n,.oI
cllallg~d sillt~e lll~ll,
~':",.t~': ll';I;.iid':'I' tip: ilUPlll't lJlI VUI' Iwi~hiJ...I&'hl.llJd sll'L',.'I~j It'
Califurnia I:; 1)f'~III:d 10 Ihl' M"odowiul'i; C""do,,, Thul will pul
"l-'proxlmally 8,1 to 168 additional cal's on 0111' all',~udy bu:;y
6Ir"els. Mayb~ you could have another access onto Lakeside Drive
:;hored by bolh Lak~slde Apartments and lhe Meaduwlark COlldos.
P(l~->lbly lhe best solutjon fo)' the neighborhood would b" lu
1'L'~une lhls PI'opurly tOl' a lower dOllslty housing.
Thank you tor your consideration In this matter.
Slnccrl'ly,
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-J.dl" Klitz/,a
cc: City Council
Mr. Rob~rt Milillo
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To: IOIt1 CITY CLERK
1-19-94 10:09.. p. Z of 3
F,,,: JO 1I0GARTV
JlIhn~lIn Count)'
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_ \ IOWA ~ BOARD OF SUPERVISORS
Slephen P. Lacina, Chauperson
Joe Bolkcom
Cbarles D. Duffy
Patricia A. Meade
Belly Ockenfels
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January 20, 1994
INFORMAL MEETING
Agenda
I. Call to order 9:00 a.m.
2. Review of the informal minules of January 11th recessed 10 January 13th,
January 14th. and January 19th, and the formal minutes of January 13th. Review
of the January 13tb minutes for' public hearing on proposed Johnson
CountylIowa Cily Fringe Area Agreemenl. '
3.' Business from the Physical Plant Manager.
a) Discussion re: Chatham Oaks replacemenl of booster healer lank.
b) Olher
4. Business from Michael Cooperre: problem wilh seplic syslem approved by the
Board of Health DepartmenVdiscussion.
5. Business from Bill McCarty, Executive Director of Youth Homes. Inc. re:
proposed sale of 524 Ronalds Slreet property/discussion.
6. Business from Cletus Redlinger. County Treasurer re: resolulion regarding
Dala Documents, Inc. legal aclion/discussion.
7. Business from Brad Parkel. Director of New Perspective Video re:
videotaping the Johnson Counly Board of Supervisors weekly formal meetings
and cable casting Ihem on public access channels in Johnson County/discussion.
913 S0U111 DunuQUE ~i,
'3'\
TEll (3191356,6000 FAX: (3191356'6Oa6
P,O, DOX 13SO 10WACny, IOWA Sll44,13SO
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To: 1011\ CITY CLERK
Fro" JO 1I0GARTV
1-19-94 10:09,. p. 3 of 3
Agenda 1-20-94 Page 2
8. Business from Marge Penney, Human Services Coordinator re: FY 9S Human
Services Agencies funding/discussion.
9. Business from Ihe Board of Supervisors.
a) Discussion of recommendalion from the Jobnson Counly Compensation
Board.
b) Discussion re: Johnson County's Regional Planning Affiliation for
Intermodal Surface Transporlalion Efficiency Act (ISTEA) planning and
represenlalion to ECICO G ISTEA Policy and Technical Advisory
Commillees.
e) Reports
d) Olher
10. Discussion rc: budgets.
11. Discussion from Ihe public.
12. Recess.
FORMAL MEETING TO FOLLOW
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To: IOll\ eITV CLERK
From: JO 1I0GARIV
1-19-94 10:36.. p. 2 of 4
Jnhn.nn Counl)'
_ \ IOWA ~
BOARD OF SUPERVISORS
Stephen P. Lacioa, Chairperson
Joe Bolkcom
Charles D. Duffy
Patricia A. Meade
Belly Ockenfels
January 20. 1994
FORMAL MEETING
Agenda
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Call to order rollowing the informal meeting.
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2.
Action re:
claims
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Action re: . the inrormal minutes of January 11th recessed to :JanuarY:' 13th,
January 14th, and January 19tb, and the rormal minutes or January 13th. -Aclion
of (he January 131h minutes ror public hearing on proposed Johnson C ou.nty/lolVa
City Fringe Area Agreemenl.
4.
Action re:
payroll authorizations
s.
Business rrom the County Audilor.
a) Action re: permits
b) Action re: reports
1. County Auditor's quarterly report of rees collecled.
2. County Recorder's quarterly report or fees collected,
c) Olher
6. 9:30 a.m. - Public Hearing on disposal or county interest in real estate in
Swisher by quit claim deed to the City or Swisher ror $11,423.13 (legal
description in allached resolution).
a) Discussion/action re: resolulion 10 dispose of county inlerest in real estate
by quit claim deed 10 the City or Swishedor $11 ,423.13.
7. Business rrom the Assistant Zoning Administrator.
913 SOU11I DUDUQUE sr,
1',0, BOX 1350 IOWA cny, IOWA 52244.1350
TEL, (3191 356,6000 FAX, (3191356,6086
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From: JO 1I0GAR1V
1-19-94 10:36.. p.3 of 4
Agenda 1-20-94 Page 2
a) Final consideration of application Z9337 of Jack and Sharon McLaughlin.
b) Motion selling public hearing for February 17th at 9:30 a.m.
c) Firsl and Second consideration changing Ihe legal description of Ihe
following Zoning application:
1. Application 29107 of Roger Reighard, signed by Gary Hammond,
requesting rezoning of approximalely 1.16 acres from Al Rural to RS
Suburban Residenlial of certain property described as being located in
tbe NW 1/4 of (he SW 1/4 of Section 29: Township 80 N orlh; Range 7
West of the 51h P.M. in Johnson County, Iowa. Tbis property is located
approximately 0,25 mile Wesl oftbe intersection of NW Copi Road and
NW Half Moon Avenue on Ihe Norlb side of NW Copi Road in Clear
Creek Twp.).
d) Other
'8. Business from the Planning Assistanl.
a) Final consideration of Ihe following Zoning Ordinance:
1. An Amendment 10 tbe Jobnson County Zoning Ordinance, Chapter
8:1.22, Subdivision Regulations V, Principles and Design Slandards
Paragrapb 7. Subparagraph F by inserting a new paragraph,
Agricultural Access - shall provide a low speed, low volume access for
lots designaled exclusively for agricullural, non-buildable or open
space purposes - provided Ihat these lots will generate IraITic thai is
seasonal or infrequent in nalure and kept 10 a minimum length. (a)
Righl-of-Way, minimum width: 25 feel. (B) traffic surface, minimum
width: 10 feet and Chapler 8:1.24, Yard Regulations, Paragraph
I1...Exceplion ,Subparagraph 8 - Struclures located in the AI. RS, RS3.
or CH Districts must maintain a minimum of a 30 foot setback distance
from an agricultural access road; accessory buildings in all districls are
nol obligated to maintain Ihese setbacks.
b) Other
9. lIusiness from Ihe County Allorney.
a) Report re:
olher items,
10. lIusiness from Ihe Board of Supervisors.
a) Action re: ' Chatham Oaks replacement of booster healer tank,
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To: 1011\ CIT'I CLERK
Fro,: JO 1I00liRTY
1-19-94 19:36" p. 4 of 4
Agenda 1-20-94 Page 3
b) Action re: resolution regarding Data Documents, Inc. legal action.
c) Motion putting letter from the Johnson County Compensation Board on file.
d) Action re: Johnson County's Regional Planning Affiliation for Intermodal
Surface Transportation Efficiency Act (ISTEA) planning and representation
to ECICOG ISTEA Policy and Technical Advisory Committees.
e) Action re: Johnson County retires healtb insurance program, effective July
1.1994.
Q Other
II. Adjourn to informal meeting.
a) Inquiries and reports from the public.
b) Reports and inquires from the members of the Board of Supervisors.
c) Other
12. Adjournment.
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Economic Impact Study'
and User Survey
of the
Iowa City Municipal Airport
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the City of Iowa City
Department of Planning and Community Development, '
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CITY OF IOWA CITY
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Economic Impact Study
and User Survey
of the
Iowa City Municipal Airport
Prepared by
The City of Iowa City
Department of Planning & Community Development
Jeff Davidson, Assistant Director
David Schoon, Economic Development Coordinator
with assistance from
Dr. Thomas Gruca, The University of Iowa
January j 994
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Introduction
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, What is the economic significance of the Iowa City Municipal Airport to the community? This
question has been asked by the City Council of Iowa City, and accordingly, the Iowa City
Department of Planning and Community Development has been directed to conduct an
economic impact study of the Iowa City Municipal Airport, This infonmation has been requested
to assist Council in its decision-making on the future of the Iowa City Airport, The Planning
Department has prepared the following economic impact study using the Federal Aviation
Administration's (FAA) document, "Estimating the Regional Economic Significance of Airports,"
as a guide.
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In addition to the economic impact study, the City Council directed staff to address the following
questions:
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Of the aircraft based at the Iowa City Airport, what percentage are used for
business and what percentage for pleasure?
What is the importance of the Iowa City Municipal Airport to major corporate
entities in the area?
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What is the importance of the Iowa City Municipal Airport to the University of
Iowa, specifically the Hospitals and Clinics, the Athletic Department, and the
general academic University?
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. Is a landing fee acceptable to current users of the airport?
The study that follows measures the economic impacts of the Iowa City Municipal Airport and
addresses these four questions, The study does not attempt to address the larger issue of the
"benefits" and "costs" of the airport, Benefits include such factors 'as savings in travel time and
stimulation of business activity. Costs include noise impacts and lost development opportuni- '
ties due to the presence of the airport, The specuiative nature of these factors makes them
difficullto measure and subject to widely varying interpretations and opinions.
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The Measurement of Economic Impacts
Direct Economic Impacts
Direct economic impacts include measurement of employment and payroll, as well as other
direct expenditures, of the airport and aviation-related businesses, Based on a survey of the
airport manager and owners of aviation-related businesses, approximately 22 people are
employed by the airport or by aviation-related businesses, The total annual payroll for the
airport and aviation-related businesses is approximately $500,000. This is in comparison to
total personal income for Johnson County of approximately $1.7 billion in 1990',
These figures include only those employment and payroll figures directly attributable to the
airport. These figures do not include employees of non-aviation related businesses who would
not be located here if it were not for the Iowa City Municipal Airport. For example, two
businesses in Iowa City employ full.time pilots to operate their company planes. The
businesses are not aviation-related businesses, but the employees' jobs are aviation related,
Including payroll figures the airport's municipal operating budgeting has been, on average,
approximately $165,000 per year over the last seven years. Additional expenditures made by
aviation-related businesses are unknown. In addition to the operating expenditures, over the
last twenty years the airport has received approximately $1.4 million in federal grants for master
planning, land acquisition and obstruction removal, and reconstruction of runways and taxiways,
Indirect Economic Impacts
Since the Iowa City Municipal Airport is a general aviation airport, the most significant and
measurable indirect impacts are expenditures for food, lodging, entertainment, local
transportation, and related services made by visitors who arrived in the area by some aviation
means, A survey was used to gather information regarding indirect impacts, The survey was
conducted by Professor Thomas Gruca, an Associate Professor of Marketing at the University
of Iowa, and one of his marketing classes, A separate report summarizing the survey's findings
is available.
Based on the survey results, it is estimated that approximately $670,000 is spent annually by
visitors on retail and related goods, This is in comparison to total retail spending in Johnson
'Re9ional Economic Information System, 1969.1990, May 1992, U,S. Department of
Commerce, Economics and Statistics Administration, Bureau of Economic Analysis, Regional
Economic Measurement Division.
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County for general merchandise. apparel, eating and drinking establishments, specialty stores,
and services of $293 million in 1992.2 '
For both direct and indirect impacts, a true measure of economic impact wouid include oniy the
local value-added component of the expenditures; however, for this analysis we are unable to
separate the local value-added component of the expenditures from the regional component
of the expenditure. Also, whenever possible, economic impacts should measure only the
economic activity that would not have occurred in the absence of the airport, For instance,
expenditures by visitors who would still have visited the area by another means of transporta-
tion should not be included as an indirect economic impact of the airport
Since many airport visitors indicated they still would have visited the area, if they had been
unable to use the Iowa City Airport, the actual indirect impact of the airport is less than the
estimated $670,000, The survey findings suggest that of business visitors, approximately 40%
definitely and 14% probably would still have made the trip to the area, while of personal visitors
only 14% definitely and 16% probably would still have made the trip to the area, Since these
visitors would still have made their trip, the economic Impact they bring to the community
cannot be totally attributed to the airport,
It is not possible to precisely calculate the net indirect economic impact, that is, the economic
impact of those persons who would not otherwise have made their trip and created economic
activity in the community, With the information we have, we can only conclude that the net
impact is less than the total indirect impact of $670,000,
It should also be noted that the document "Estimating the Regional Economic Significance of
Airports," states that "For most general aviation airports, the number of arriving passengers is
unlikely to generate appreciable indirect impacts," Our estimated indirect economic impacts
of something less than $670,000 would seem to correspond with this statement.
Induced Impacts
Induced impacts measure the result of successive rounds of spending that originate as a result
of direct and indirect impacts, known as the multiplier effect. The document, "Estimating the
Regional Economic Significance of Airports," lists a mulliplier factor for metropolitan areas of
similar size as Iowa CitylJohnson County at 0,5. The FAA arrived at this number by simply
summarizing multiplier factors used in a series of economic Impact studies conducted by Wilbur
Smith Associates, Applying this mulliplier to the airport and aviation-related businesses' annual
payroll, $500,000, yields an annual induced impact of $250,000, When the mulliplier factor is -
applied to the airport's annual indirect impacts of $670,000, additional annual induced impacts
of $335,000 are obtained, These calculations arrive at a total annual induced impact of
$585,000. '
210wa Retail Sales & Use Tax Report, Annual FY1992, State of Iowa Department of
Revenue & Finance.
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Table 1 summarizes the total direct, indirect, and induced annual economic impacts of the Iowa
City Municipal Airport,
Table 1
Total Direct, Indirect, and Induced
Annual Economic Impacts
of the Iowa City Municipal Airport
Basic
Induced
Annual Direct Impact
Annual Indirect Impacl
Total Annual Economic Impact
$500,000
$570,000
$1,170,000
$250,000
$335.000
$585,000
Total
$750,000
$1,005,000
$1,755,000
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For comparison, total personal income for Johnson County in 1990 was $1.7 billion and total
1992 Johnson County retail spending was $293 miilion,
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Airport User Surveys
Uses of the Iowa City Municipal Airport
A question asked by the City Council is for what purposes do people use the Iowa City Airport,
The following summarizes the results of two user surveys, one conducted by a University class
working with City staff, the other by the Airport Commission's consultant.
Results of the October 1993 Survey. As previously mentioned in the section, ''The Measure-
ment of Economic Impacts," a survey of airport users was conducted by a University class
working with City staff during the month of October 1993. The survey was to determine the
indirect economic impacts of the Iowa City Municipal Airport. Tables 2 and 3 summarize the
reasons given by users with aircraft based at the Iowa City Airport (based users) and users
whose aircraft is not based at the Iowa City Airport (visitor users) as the principal reason for
their flight or visit:
Table 2
Based User's Principal Reason for Flight
at the Iowa City Airport
Reason for Flight, Number of % of
Responses Responses
Business Travel gO 34
Avialion Instruction 84 31
Air Taxi Filght 31 12
Recrealional Flying 24 9
Personal Travel 21 B
Medical Travel 11 4
Other 6 2
Total 267 100
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Table 3
Visitor User's Principal Reason for Flight
at the Iowa City Airport
Reason for Visit Number of 'loaf
Rssponses Responses
Business Travel 108 53
Personal Travel 60 30
Fuel Slop. Passing Through 18 9
Medical Travel 9 5
Other 5 3
Total 200 100
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Summary of Airport Commission Consultant's Survey. As part of the airport relocation
feasibility study conducted by the Airport Commission, Coffman Associates conducted a local
users' survey. A copy of the survey was mailed to 88 major employers in the Iowa
City/Johnson County area (including some employers located In Cedar Rapids) and 93
registered aircraft owners in Johnson and Iowa Counties, Results from the survey are included
in Appendix A,
When asked to indicate the use of their aircraft, the respondents said that 57% of their aircraft
use was for business, and 47% of their aircraft use was for pleasure. Business/institutions
respondents stated 91 % of their aircraft use was for business, while 9% was for pleasure,
8
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Survey of Major Corporate Users
and the University of Iowa
As directed by the. City Council, staff contacted the larger employers in the community and the
University of Iowa to find out their use of the Iowa City Municipal Airport. During the months
of November and December, City staff contacted the eleven largest private employers,
excluding financial institutions, Those contacted included:
American College Testin9
Rockwell International (Coralville)
National Computer Systems
MCI Services
Hansen Und Meyer
Mercy Hospital
U of I Men's Athletics
U of I - General Operations
United Technologies Automotive
Procter & Gamble Mfg. Co,
Orai B Laboratories Inc,
Release International
Moore Business Forms
J. M, Swank (North Uberty)
U of I Women's Athletics
U of I Hospitals & Clinics
Table 4 summarizes the responses.
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Landing Fee
The City Council has requested information on the feasibility of instituting a landing fee at the
Iowa City Municipal Airport. Currently there is no fee charged to land at the Iowa City Airport.
Staff has been infonmed that the airport's grant agreements with the Iowa Department of
Transportation will not permit a landing fee to be charged, Specifically, the grant agreements
state:
(The sponsor of the grant) ''will not charge, or permit to be charged, any fee,
directly or indirectly, for the privilege of landing or taking off of aircraft (other than
those invoived in commercial operations offering services for fee or hire) at or
from the airport, or the parking of aircraft on the airport for a period less than 12
consecutive hours."
Users of private aircraft are indirectly charged for using general aviation airports through a fuel
flowage fee on the purchase of aircraft fuel from the airport's fixed base operator, This fee is
collected by the fixed base operator and paid to the airport as part of the fixed base operator's
lease agreement with the airport. In this way the users of general aviation airports are
minimally charged for their use of the airport, In 1993, the fuel fiowage fee generated
approximately $8,400 of revenue for Iowa City. Not all users of the Iowa City Airport purchase
fuel from the airport's fixed base operator, and therefore, these users do not pay for use of the
airport through the local fuel flowage fee,
13
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1
Appendix A
AIRPORT RELOCATION FEASIBILITY STUDY
SURVEY RESULTS
(Coffman Associates. 1992)
In order to assess the future needs and direction for public airport facilities in the Iowa
City/Johnson County area, an airport relocation feasibility study survey was conducted. The
survey was mailed to 93 registered aircraft owners in Johnson and Iowa Counties and 88 major
employers in the Iowa City/Johnson County area. Of the 181 total surveys mailed, 90 were
returned for a 50 percent response rate.
In addition to the local users survey, a transient aircraft survey was made available to the
transient aircraft public in the fixed base operator facilities. Fifteen surveys were returned and
are also summarized in this appendix.
The following pages provide a summary of these survey results. All individual replies were kept
confidential.
RESULTS OF THE LOCAL USERS SURVEY
" This completed survey repres~nts the responses of:
Individual aircraft owner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Business or Institution ...............................
. Please indicate eacb aircraft owned, base airport, and estimated
average annual operations at Iowa City Municipal Airport (lOW)?
Aircraft Type
Single-engine Piston I . . . . . . . . . . . '. . . . . . . . . . . . . . . I . . . . .
Twin-engine Piston ................... I . . . . . . . . . . . . .
Turboprop .......................................
Jet. I.................. . .... . t. . .. .... ..... .. ...
Rotorcraft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Base Airport
Iowa City .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cedar Rapids .....................................
Green Castle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Picayune Field ....................................
Muscatine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Private Home Airstrips ...............................
Out.of-state ......................................
...., ~~
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46 51%
44 49%
44 68.8%
9 14.1%
6 9.3%
3 4.7%
2 3.1%
37 57.8%
10 15.6%
7 10.9%
2 3.1%
1 1.6%
1 1,6%
3 4.7%
3 4.7%
15
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RESULTS OF THE LOCAL USERS SURVEY
(Continued)
. Is the purchase of any additional or larger aircraft being seriously
contemplated? If yes, please indicate what type.
No... 0..... to.. .t. to.. .t.. .0... to. to t.. It .0....
Yes ",. 1.1... I I.. I.'., .... . 1.1. . "" I.... I...... I
Type: Single-engine piston ....................
Twin.engine piston. I . . . . I . , . . . . . . . . . . . .
Turboprop ..........................
Jet..... "' .... .... . .............. ..
Rotorcra(t .. . . . . . . . . I . . I . . . . . . . . . . . . .
. Please indicate the percentage of use of your aircraft for:
Business ...... I . . . . . . . . . . . . I . . . I . . . . . . . . . . , . . . . . .
Personal ........... I . I . . . . . . . . . . . I . . I . . . . . . . . . . . .
. Do the present runway lengths at Iowa City Municipal Airport
restrict your use of the airport? If yes, how much length is
required?
No.............. to..... to.............. I.......
Yes ............................................
Runway length: ............. 5,000 to 6,000 feet
. What, 'if any, other types of improvements do you consider
necessary for an Iowa City Airport to meet your general aviation
needs?
Instrument landing System I I I I . . . I I . . I I . I . . . I . . . . . . I I .
Additional T-hangars "'" I I I I . . . . I I I I I I I . . . I I I . . . I I I .
Weather Reporting System ............................
Competitive Fixed Base Operator Services .................
Resurfacing of Runways and Taxiways ....................
Lower Hangar Storage Costs '" . . . . . . . . . . . . . . . . . . . . . . . .
Cleaner, Upgraded Building Facilities . . . . . . . . . . . . . . . . . . . . .
New location ..... I . . . . . . . I . . I . . . I . . . . . . . . . . . . . . . .
Sale of Automotive Gas ...... I . . I . . . . . . . . I . . I . . . . . . . .
Air Traffic Control Tower ..... . . . . . . . . . . . . . . . . . . . . . . . .
More Ramp Space I . I . . . I . I I . . . . I . . I I . I . . . . . . . . . . . . I
More Runway length I . . I . I . I I . . I . . . . . . . . . . . . . . . . . . . .
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11 12.2%
4 36.4%
1 9.1%
2 18.2%
4 36.3%
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1 2.0%
1 2.0%
1 2.0%
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RESULTS OF THE LOCAL USERS SURVEY
(Continued)
The following questions were asked of business/instibJtional
respondents only.
. What do you typically transport through the Iowa City Airport?
Em ployees .......,..... .......................... 28 50%
Customers ..................... .0',. to ........... 15 27%
Parts/T ools ............. ........ ....... ........ ... 8 14%
Products . I . . I I . . I I . I . . . . I I . . . . . . . . I . . . . . . . . . I I . . . 5 9%
. If you rent or charter aircraft, what type of aircraft do you typically
use?
Single-engine Piston I . . . t . . . . , . . . . . . ~ . . . . . . . . . : . . . . . . 4 12.9%
Twin-engine Piston ...1.0.0'.1111"'0" ............. 15 48.4%
Turboprop 1....................11... ............1 5 16.2%
Business Jet. . . . , . . . I . . . I . I I . . I I . . I . . I . . . . . . . I . . . . . 6 19.3%
Helicopter ............. ........ ..... ............. 1 3.2%
. If you are an Iowa City area firm, do you have clients or suppliers
that regularly use general aviation aircraft in their dealings with
you? .
Virtually none use general aviation ......... ............. 14 35.0%
One to ten time per year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 47.5%
One to five times per month. . . . . . . . . . . . . . . . . . . . . . . . . . . 5 12.5%
Twice a week or more. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 5.0%
. What type of aircraft do your clients or suppliers utilize?
Single-engine Piston . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 4.1%
Twin-engine Piston ................................. 7 29.2%
Turboprop ....................................... 3 12.5%
Business Jet. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 54.2%
Helicopter ............. .... .... .... ........... ... 0 0.0%
. Miscellaneous comments
Leave airport in its present location ...................... 11 N/A
New Fixed Base Operator ............................ 5 N/A
The current three runway system Is excellent; current airport is the
best general aviation airport in the state. . . . . . . . . . . . . . . '. . . 3 N/A
The present airport is too close to populated areas; airport should
be moved for safety and noise abatement seasons .......... 2 N/A
Opposed to pure jet traffic . . ... . . .. . . .. . . . . .. . . . . .. . . . 1 N/A
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RESULTS OF THE TRANSIENT AIRCRAFT SURVEY
. This completed survey represents the responses of:
.
Individual aircraft owner. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 67%
Business or Institution ........ ". ......... ..... 10 .... 5 33%
. Please indicate the type and model of aircraft and where based?
Aircraft Tvpe
.Sin~le.en~ine ~iston . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 53.3%
TWIn-engIne Piston ................................. 5 33.3%
Turboprop ......................f.... I . . . . . . . . . . . . 0 0.0%
Jet.... I. ............. ....... . .... . I. . I......... 1 6.7%
Rotorcraft . . . I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 6.7%
Base Airport
Rock Falls, Illinois Davenport, Iowa
lake In The Hills, Illinois St. louis, Missouri
Moline, Illinois Grand Island, Nebraska
Mason City, Iowa Ivanhoe, Minnesota
. What do you typically transport through the Iowa City Airport?
Employees ................. .... ..... .0.. ....... I, 4 27%
Customers ....11............ 't. ..... .... "1""" 10 67%
Parts ....... ............... .... ... .............. 1 6%
. Do the present runway lengths at Iowa City Municipal Airport
restrict your use of the airport? If yes, how much length IS
required?
NO..................,......................... . 15 100%
Yes ... ..... ............... ... ..... ... .......... 0 0%
. What, if any, other types of improvements do you consider
necessal}' for an Iowa City Airport to meet your general aviation
needs? .
Instrument landing System ....... . . . . . . . . . . . . . . . . . . . . . 3 50.0%
Weather Reporting System ............................ 2 33.4%
Restaurant .............,..........,...,.......... 1 8.3%
Building Maintenance ........... .... .,. ......... .... 1 8.3%
. Do you regularly use the Iowa City Municipal Airport?
Seldom . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 13.3%
One to ten times per year ............................ 8 53.3%
One to five times per month. : . . . . . . " . .. . . . . . . . " . . . . . 5 33.4%
Twice a week or more . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 0,0%
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Final Report
Iowa City Municipal Airport General Aviation Survey
October 4-29, 1993
Submitted to the Iowa City Planning Department
December 16,1993
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Report Prepared by Thomas S. Gruca, Ph.D.
Assistant Professor of Mnrketing
School of Management
University of lown
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Table of Contents
Report
Page J to Page 10
Figure I: Reasons for Flight: Based Users
Page J I
Figure 2: Zip Code Map of Visitors
Page 12
Figure 3: Reasons for Flight: Visitors
Page 13
Figure 4: Trhvelwithout ICMA: Business Visitors
Page 14
Figure 5: Travel without ICMA: Personal ViSitors
Page J 5
Appendix I: Flight Log
Appendix 2: New Mexico Airport Survey
Appendix 3: Based User Survey
Appendix 4: Visitor Survey
Appendix 5: Survey Announcement Poster
Appendix 6: Letter to Based Users
Appendix 7: Business Reply Fonn
Appendix 8; Interviewer Instructions and City Map
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Iowa City Municipal Airport General Aviation Survey
1. Preamble
This is the final report of the Iowa City Municipal Airport General Aviation
Survey conducted in the Fall of 1993.
The quality of any marketing research project is detennined by the balance
between the budget available for the study, the time limit imposed by any
decision that will be made based on the results, and the infonnation which
must be collected. Given the constraints on this project, I feel that this data is
as high quality as possible, Subject to the limitations discussed in the report,
these results should shed some light on who uses the Iowa City Municipal
Airport, why they do, and what impact the spending by visitors has on the
local economy.
2. Project Purpose
This survey is part of an overall economic impact study of the Iowa City
Municipal Airport (ICMA),
The purposes of the survey: (In order of appearance on survey)
. Estimate the number of total arrivals/departures at ICMA.
. Detennine origin of flights into ICMA
. Detennine purpose of flights
.. Estimate spending by visitors arriving through ICMA
. Detennine the effect of airport availability on trip completion
. Detennine choice of alternate modes of transportation to Iowa
City/Coralville area. '
The final two purposes listed above are used to refine the estimate of the
economic impact of the ICMA
3. Methodology
To answer the above questions, a hybrid observation/survey methodology
was used. DUling the periods of data collection, interviewers observed all
inbound flights to and outbound flights from the ICMA. These were recorded
on a flight log (Appendix I).
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For each flight, the interviewer recorded the following:
. aircraft identification number
· time of flight
. date of flight
· type of flight (arrival or departure)
· origin of flight (based user or visitor)
.. survey completion.
The origin offlighl'was detennined in conjunction with the personnel of the
Iowa City Flying Service, the fixed based operator.
The survey was a I page self.administered instmmenl. It was distributed
through an intercept of arriving and departing parties as they passed through
the tenninal building. To prevent over sampling, only one survey was to be
completed per trip (arrival and departure),
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3a. Sampling Plan
The optimal sampling plan would provide for 24 hour coverage for an entire
year to assess variations in flight activity by season and over the course of an
entire day. However, due to the time and cost limitations of this study a
,iumber of decisions had to be made to complete the study.
First, in light of consideration of safety and interviewer comfort, it was
decided that all data collection would take place in the ICMA tenninal
building. The hours of coverage would extend from 07:00 to 17:00 every day.
This time period approximates the operating hours of the tenninal. .
Second, to keep the data collection burden on the students reasonable, it was
decided that each would cover two 2-hour shifts. Since there are 70 students
enrolled in the classroom, this limited us to 280 hours of coverage. At 10
hours per day, there is a theoretical maximum of 28 days of data collection,
The actual time period covered by the study was 26 days.
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The length of the data collection period was affected by the possible effects
of external events which might result in non-typical air traffic patterns. To
avoid the extraordinary increase in air traffic, data collection began on
Monday, October 4 after the conclusion of the Fann Progress Show in Amana
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(IA). It was also believed that airport traffic patterns might be non-typical
during home football weekends, Consequently, data collection ended on
Friday, October 29 before the second football weekend of October 29-30. So,
data collection began on October 4 and extended to October 29, a span of26
days, The time period covered 20 weekdays and 6 weekend days.
3b. Survey Construction
It was determined that there were two major types of flights to and from the
ICMA: based users and visitors. The information needed from each differed.
Therefore, two separate surveys were constructed. Both surveys were
adapted from a general aviation survey conducted by the New Mexico State
Highway and Transportation Department and New Mexico State University.
A copy of this survey is Appendix 2.
,
From based users, the following information was requested:
. Date of flight
. Time of flight
. Type oftlight (arrival or departure)
. Residences of pilot and passengers
. Make and model of aircraft '
. Reason for flight.
The based user survey may be found in Appendix 3.
From visitors, the following additional information was requested:
. Length of visit to this area
. Total spending in various retail outlets
. Intention to visit if ICMA did not exist
. Alternative modes of transportation.
TIle final two questions are used to detennine: 1) What proportion of visitors
would still come to the area without using the ICMA and 2) What mode of
transportation they would use.
TIle visitor survey may be fOlmd in Appendix 4.
Both surveys were pre-tested with several local pilots by Mr. Schoon,
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3c. Methods to Increase Participant Cooperation
Previous experience with self-administered surveys indicates that some
methods are required to gain cooperation of the subjects and yield a
representative sample. The presence of a human interviewer in the lenninal
was the first method. The second was posting signs rumouncing the survey at
eveI)' entrance and exit to the tenninal (Appendix 5),
Since all subjects may not have the time to complete the survey at the time of
intercept, provision was made to later completion. The third method was to
construct each survey to be converted into a business reply letter (Appendix
6),
Conversations with Iowa City Flying Service personnel indicated that most
based users do not pass through the tennihal and, hence, would not be
intercepted for data collection, Therefore, the final method was to send a
letter to all based users announcing the survey and asking for cooperation
(Appendix 7).
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3d. Interviewer Motivation and Control
Due to the strict budget constraints on this project, unpaid college students
were used to collect all of the data for the project. The interviewers were the
students of 6M: 134 Marketing Research, an upper-division marketing course
at the University of Iowa, All of the students have completed basic courses in
marketing and statistics. Based on my experience with supervising field
interviewers for Consumer Sciences, Inc., I believe that the overall skill level
of this group is at least as high as most field interviewers.
To increase involvement with the data collection task, the data collection was
worth 15% of the final grade in the course without a method of making up
uncompleted assignments. To ensure coverage of the airport tenninal, an
interviewer log-in sheet was maintained by the Iowa City Flying Service.
Interviewers were required to sign in before beginning their shift, In addition,
Mr. Schoon and Dr. Gruca made several unannounced visits to the site to
check for problems and ensure coverage.
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The students perfonned admirably. They collectively covered 127 of 130
(97,6%) of the scheduled data collection shifts. Also, comments by the Iowa
City Flying Service personnel indicated tileir pleasure with the interviewers.
3e. Interviewer Training
A set of written interview instructions were distributed to all of the
interviewers before data collection began (Appendix 8).
Instructions included the following:
. set-up and check-in procedures
. detailed intercept protocol
. map of the city including the airport
. based user survey
. visitor survey
. flight log
All procedures were reviewed during a I hour class which included a
discussion of the importance of the project by Mr, Schoon.
4. Response Rate
I believe that these methods had a great impact on the size and quality of the
responses obtained. Of 846 flights observed, over 403 reported completing a
survey at tile time of the flight. This yields a completion rate of 47.5%,
This cannot be properly interpreted as "a response rate since each flight is
observed and logged. So, for example, an arrival and subsequent departure of
a single visitor would be counted as two flights but only one completed
survey. Examining some of the flight logs and comparing aircraft
identification numbers for arrival/departure or departure/arrival pairs continns
this interpretation, Therefore, the actual response rate may be as high as 2
times the reported completion rate.
5. Results of Observation of Flights
Over the 26 day period, a total of 846 flights were observed, Of these, 401
(47%) were arrivals and 415 (49%) departures. Based users accOlmted for
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403 (48%) of all flights while visitors made 346 (41 %) flights, 97 (II %)
flights were of unknown origin,
Previous research by the Iowa Department ofTransportation (lADOT)
estimates the number of arrivals to and departures from the ICMA to be
approximately 36 arrivals and 36 departures per day for a total of 13,200
flights per year, This is higher than our observed rate of 32.5 flights per days
for a total of 11,877 flights per year. However, there are problems with the
IADOT data collection method which argue for the smaller number of flights
observed in this study.
The IADOT estimated is based on a mechanical device which records each
arrival and departure. Such a data gathering methods would over-estimate the
number of flights per day at ICMA. This airport has a large contingent of
instructional flights (See analysis in next section), Each lesson may involve'
several take-off and landing attempts (i.e, touch and go). Therefore, the
human observation method used in this study is superior. Its sole drawback is
that we were unable to provide 24-hour coverage.
6. Results of Survey of Based Users
There were 276 surveys completed by based users.
The primary residence for pilots and passengers (Question I) was Iowa City
(213) followed by Cedar Rapids (8), Kalona (8) and Solon (6).
Ofalllhe flights by based use~s, 124 (46%) were made by type A aircraft and
84 (31%) were made by Type B aircraft (Question 2). We were not able to
identify the type of aircraft for the remaining 23% of responses from based
users.
The following were reasons given for the flight (Question 3):
· Personal Travel
. Business Travel
. Air Taxi Flight
. Aviation Instmction
· Recreational Flying
. Other - Medical
. Other
21 (8%)
90 (34~)
31 (12%)
84 (31%)
24 (9%) ,
II (4%)
6(2%)
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A pie chart summarizing this data is Figure I,
7. Results of SUn'ey of Visitors
There were 200 surveys completed by visitors.
In analyzing the residences of visiting pilots and passengers, it was clear that
there was a broad geographic dispersion (Question I), A zip code map was
constructed to indicate distribution of residences, Zip codes were obtained
from reference books. The map is Figure 2.
Of all visiting aircraft, 78 (39%) were Type A an4 37 (18,5%) were Type B.
The remaining 85 responses were of unknown type (Question 2).
The following are the reasons briven for the flight (Question 3):
. Business Travel 108 (53%)
. Personal Travel 60 (30%)
. Fuel Stop, etc. 18 (9%)
.' Other. Medical 9 (5%)
. Other 5 (3%)
A pie chart summarizing this infonnation is Figure 3.
7a. Retail Spending by Visitors
Total reported retail spending for all visitors was $49,640 with $38,485 spent
by business visitors and $11,155 by personal visitors (Question 5).
The average retail spending per trip is $356 per business visit and $186 per
personal visit.
To estimate the total retail spending by visitors to the area, we first need an
estimate of the total number of trips per year, (n the 26 day period, there were
846 flights for an average of 33 (32.53) flights per day, Assuming that each
trip is two flights (arrival and departure), there would be an average of 16
(16.26) trips to/from the leMA per day, Of these, we estimate that 41 % are
visitors based on the proportion of total flights that were identified as visitors.
This would yield an average of about 7 (6,67) visitor trips per day, This is
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reasonable asswnption since we received 200 completed visitor surveys over
a 26 day period for an average of 8 (7.69) visitor trips per day.
,
The total number of visitor trips per year would be the per day average x days
in a year. This would be 2570 visitor trips per year = 7 per day x 365 days.
Of these 2570 flights, we estimate that 53% would be business trips and 30%
personal trips. This would be 1361 business visits and 771 personal trips per
year.
Total spending is estimated as per trip spending x total nwnber of trips, Total
business visitor spending is: $484,516 = $356 per trip and 1361 trips per
year. Total personal visitor spending is: $143,406 = $186 per trip and 771
trips per year. Total estimated retail spending by visitors = $672,922 per year.
This is a rough estimate of the total retail spending by visitors to Iowa City
arriving via the ICMA. In interpreting this figure, the asswnptions used to,
compute this figure must be considered.
These asswnptions are:
I. Spending estimates reported on the survey are accurate.
2. Spending patterns of sample are representative of all visitors across time.
3. Average spending is a sufficient statistic to characterize spending,
4. Ratio of visitor to based user flights is representative.
5. There are few flights outside the time window of observation.
6. The mix of trip purpose for visitors is representative. ,
In addition to the assumptions outlined above, it is important to consider the
magnitude of the final estimate. According to tax data from the Iowa
Department of Revenue, total retail spending in Iowa City for General
Merchandise, Apparel, Eating & Drinking Places, Specialty Retailing and
Services (including Lodging and Auto Rental) in 1991 was $279 million. So
the spending of airport visitors accolUlts for 0,23% (0.0023) of this total.
8
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7b. Economic Impact of leMA via Retail Spending of Visitors
The total spending figure above is a biased estimate of the economic impact
of the ICMA on the local community, Some of the trips to the area would be
made whether or not there were an airport in Iowa City,
To assess the influence of the airport on the decision to travel to the area, we
asked whether visitors would have made the trip if the airport did not exist
(Question 6) and what were their alternative modes of transportation
(Question 7).
Of 101 business visitors answering the question:
40 (39.6%) would Definitely
14 (13.9%) would Probably
II (10.9%) Might or Might Not
17 (\6,9%) would Probably Not
19 (18.9%) would Definitely Not
have made the trip to Iowa City/Coralville if the ICMA did not exist.
Of 56 personal visitors answering the question:
8 (14.3%) would Definitely
9 (16.1%) would Probably
7 (12.5%) Might or Might Not
19 (33.9%) would Probably Not.
13 (23.2%) would Definitely Not
have made the trip to Iowa City/Coralville if the ICMA did not exist.
Two pie charts summarizing these responses may be fOlUld in Figures 4 & 5.
To detennine the economic impact of the airport, we must deflate the entire
, , retail spending amount by the amount that would have been spent by visitors
who would have come to the area even without the airport. As a first-cut
approximation, we assume that all of the spending on trips ,that would
"Definitely" be made should be deducted from the total spending by visitors
arriving via the ICMA,
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Fully 40% of the business trips and 14% of the personal trips would
"Definitely" have been if the lCMA did not exist. These assumptions provide
an estimate of the economic impact of the ICMA
Business Visitor Spending x (% who not would make trip without lCMA) +
Personal Visitor Spending x (% who would not make trip without lCMA) =
$484,516 x (0.6) + $143,406 x (0.86) = $414,039.
This estimate might be biased upwards since, in the absence of the lCMA,
visits might be shorter with correspondingly less retail spending.
As in the estimate of the overall retail spending by visitors, this estimate must
be Wlderstood as arising from its stated assumptions.
We now turn to the question of how visitors might travel to the area if the
ICMA did not exist.
Of all visitors answering the Question 7, 62 (32%) would travel to the area
by car, 107 (55%) would travel by airplane to a nearby airport, 24 (12%)
gave other answers ranging for alternative aircraft (i.e. helicopter) to not
making the trip. The totals exceed the niunber of responses to Question 6.
Although there were instructions to choose only one response on the survey,
some respondents indicated multiple answers.
8. Conclusions
This project was the result of the efforts of many people. Mr. David Schoon,
Economic Development Coordinator, was the liaison between the City of
Iowa City and this project. Data collection and data entry were executed by
the students of6M:134 Marketing Research, an upper-division course at the
University of Iowa, Data collection was supervised by Dr. TIlOmas S. Gruca
of the School of Management, University of Iowa, The data analysis and
report were prepared by Dr, Gruca.
10
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General Aviation Survey
October 4-29, 1993 '
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Reason for Flight. Visitors
(200 Responses)
Medical
5%
Personal Travel
30%
Business
53%
Fuel Stop
9% Other
3%
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Travel without leMA: Business Visitors i,
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Travel without leMA: Personal Visitors
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Appendix 1
Survey Log .
Iowa City Municipal Airport - General Aviation Survey
#
Based Vis- Don't
User ltor Know
~
None Taken Completed
Date Time
Ar- Depar-
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Appenc1ix 2
Thank you for your participation.
GENERAL AVIATION SURVEY
Dare Airpon
1, Please indicate Ihe zip code number 01 Ihe residence lor each person in your party,
Time
IF YOU LIVE WITHIN ;!Q MILES OF THIS AIRPORT, YOU NEED NOT CONTINUE. THANK YOU. OTHERS PLEASE CONTINUE.
2, Please indicale Ihe principal reason lor Ihis visit (check only onel,
a, just passing Ihlough. luelstop, elc,
~
b, business Iravello Ihis community
e. instruction
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I, personal/vacation travel
c,
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air lax; llighl
g,~
olher (specify)
d, agricullUle application
J, Please specify Ihe City and Slale 01 your linal airpon desllnalionl
4, How many passengers ale on this fIIghl, including Ihe pilOIl........,......,........................,......................., >,
;, How many days away (rom home did you spend in Ihe area dUli" rhis lIio/,..,.....,..,......,.................... >,
b, How much do yOU and your passengers expeellO spend on Ihe lollowing ilems during Ihis visit, If leaving. please indicate how much yOU
spenl on each ilem, ,
a" HoteVMolelLodging S e. Enlenainm'n1 S
b, Food and Beverages S I, Renfal Car S
c, Relail Stores S g, Olher S
d, Avialion Fuel S
THANK YOU FOR YOUR COOPERATIONI
PI..,. relurn compl.l.d quosllonnolre 10 alrpon operalor or drop It In th. noarOlI mailbox.
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Appendix 3
IOWA CITY MUNICIPAL AIRPORT. GENERAL AVIATION SURVEY
BASED USERS
The Iowa City Department of Plennlng and Community Development Is seeking Information about
general aviation activity at this airport. Please take a few minutes to comulete this survey. Retum
the cumuleted ouestlonnalre to the survey Interviewer or drou It In the nearest mailbox lInstructlons
on other sldel. All information you provide will be kept confidential and only statistical summaries
will be reported. ONLY ONE SURVEY SHOULD BE COMPLETED FOR EACH TRIP IN AND OUT OF
THE IOWA CITY AIRPORT, AND ONLY ONE SURVEY SHOULD BE COMPLETED FOR GROUPS
TRAVELING TOGETHER.
8.m.
Time of this arrival or departure: : p.m.
lelroll arrival or dlpartura) --
Data of this arrival or departura:
lelrell arrival or dlparturl'
:
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1. Please indicate the city and state of rasidence for each persor in your party, Including the pilot.
a)
d)
b)
e)
c)
f)
2. Pleesa indicate the maka and model of aircraft for this flight.
3. ,Please Indicate the prlnclpal'reason for this flight. (Check only one)
a. _ personal travel d. _ aviation instruction
b. _ buslnass travel e. _ recreational flying
c. _ air taxi flight f. _ other (specify)
.,
THANK YOU FOR YOUR CO OPERA TION.
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BUSINESS REPLY MAIL
FIRST ClASS MAIL PERMIT NO. 775 IOWA CIlY,IA
POSTAGE WILL BE PAID BY ADDRESSEE
CITY OF IOWA-CITY
DEPT PLANNING" PROGRAM DI:VELOPMENT
410 E WASHINGTON ST
IOWA CITY IA 5224009985
.,
111.1111111111111111111111111111111111.1111",111111
----
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IOWA CITY MUNICIPAL AIRPORT. GENERAL AVIATION SURVEY
VISITORS Appendix 4
The Iowa City Department of Planning and Community Development is seeking information about
general aviation activity at this elrport. Your response to this survey will help us estimate certain
economic Impacts of the airport to tha community. P1easa take a few minutes to comDleta this
SUNav. Rerum the comDletad ouestlonnaire to the survey Interviewer or droD It In the nearest
mailbox (Instructions on other sldel. All information you provide will be kept confidentlel and only
statistical summeries will be reported. ONLY ONE SURVEY SHOULD BE COMPLETED FOR EACH
TRIP TO THE IOWA CITY AIRPORT, AND ONLY ONE SURVEY SHOULD BE COMPLETED FOR
GROUPS TRAVELING TOGETHER. .
Date 01 this arrival or departure:
(dId. llrivol or d.portUlIl
a.m.
Time of this arrival or departure: : p.m.
, (c1rcl'lIrivol or departulI) --
1. Pleasa Indicate the city and state of residence lor each person In your party, Including the pilot.
al
dl
bl
el
cl
l)
2.
Please Indlcata the make and model 01 aircraft lor this flight.
3.
Please Indicate the principal reason for this visit. (Check only onel
a. _ business travel c. _ Just passing through, fuel stop, etc.
b. _ personal travel d. _ other (specify)
4.
How many nights away from home did you spend or expect to spend In the area during this trip? '-
5.
How much do you and your passengers expect to spend on the following Items during this visit? Illeaving,
please Indicate how much you spent on each Item. (If you plan to spend nothing on any of these items, please
place a zero (Olin the corresponding blank.1
a. Hotel/Motal Lodging $ e. Taxi $
b. Food and Beverages $ f. Rental Car $ I
c. Retail Stores $ g. Other $
d. Entertainment $ $
6. If the Iowa City Municipal Airport did not exist, would your group still have made your trip today to the Iowa
Clty/Coralvilla area? (Check only onel
a. _ Definitely
b. _ Probably
c. _ Might or might not
d. _ Probably not
e. _ Definitely not
f. ~ Don't know
7. If the Iowa City Municipal Airport did not axlst, what moda of transportation would your group have usad for
your trip today? (Chack only onel
a. _ Automobile c. _ Othar
b. _ Alrplana to naarby airport
..c: J (",
f ,I
THANK YOU FOR YOUR COOPERA TION.
-
Appendix 4
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Fold here end seal wIIh tope
-.---
"
" 1111
BUSINESS REPLY MAIL
FIRST CLASS MAIL PERMIT NO. 775 IOWA CITY, fA
POSTAGE WILL BE PAID BY ADDRESSEE
CITY OF IOWA CITY
DEPT PLANNI~G a PROGRAM DEVELOPMENT
410 E WASHINGTON ST
IOWA CITY IA 52240.9985
.~
111,1",1,1,.1,1,11/1111/,1.1.,111,,1,,1,,1,1,,11,,1
----
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Appendix 5
IOWA CITY MUNICIPAL AIRPORT
.A
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GENERAL AVIATION' SURVEY
October 4 through Ootober 29
Between 7:00 a.m. and 5:00 p.m.
/
,- All Visitor Pilots and Based Aircraft Pilots
Please Stop in Terminal Building to Complete a Survey
~
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The Iowa City Department of Planning and Community Development Is seekIng
Information about general aviation activity at this airport. Your response to this
survey will help estimate certain economic Impacts of the airport to the 'Community.
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IOWA CITY MUNICIPAL AIRPORT
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Please Stop in Terminal Building to Complete a SUI"/ey
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The Iowa City Department of Planning and Community Development Is seeking
Information about general aviation activity at this airport. Your response to this ,
survey will help estimate certain economic Impacts of the airport to the 'COmmunity.
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APpendix 6
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September 28, 1993
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RE: Iowa City Municipal Airport" Based Aircraft Users Survey
Dear' :
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.During the month of October, the Iowa City Department of Planning and Community Development
will be conducting a general aviation survey of users of the Iowa City Municipal AIrport. The
Intent of the survey Is to estimate certaln economic Impacts of the airport on the community.
From October 4th through October 29th between the hours of 7:00 a.m. and 5:00 p.m., University
of Iowa students will be located In the terminal building with surveys for users of the airport to
complete. It Is Important that based aircraft users go to the terminal building, either when you
arrive or depart, and complete a survey for each trip based out of the Iowa City Airport. We are
sorry for the Inconvenience this may create, but we believe this Is the most objective means of
gathering the necessary data.
We recommend that you post this letter In a place to serve as a reminder to stop In the terminal
building, either when you arrive or depart, to complete a survey for each trip based out of the
Iowa City Municipal Airport.
We thank you for your cooperation. If you have any questions regarding the survey, please
contact either one of us at the telephone numbers listed below.
Sincerely,
David Schoon
Economlo Development Coordinator
City of Iowa City
356.5236
Thomas Gruca
Assistant Professor
University of Iowa
335-0946
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1217.0
BUSINESS REPLY MAIL
RRST CLASS MAIL PERMIT NO, 77S IOWA CITY, IA
POSTAGE WILL BE PAID BY ADDRESSEE
CITY OF IOWA' CITY
DEPT PLANNING a PROGRAM DEVELOPMENT
410 E WASHINGTON ST
IOWA CITY IA 52240.9985
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NO '
POSTAGE
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IOWA CITY MUNICIPAL AIRPORT. GENERAL AVIATION SURVEY
VISITORS
The Iowa City Dapartment of Planning and Community Development Is seeking Information about
general aviation activity at this airport. Your response to this survey will help us estimate certain
economic Impacts of the airport to the community. Please taka a few minutes to comolete this
survev. Retum the comDleted ouestlonnalre to the survev Interviewer or droo It In the nearest
J)'Iallbox (Instructions on other slda}. All information you provide will be kept confidential and only
statistical summeries will be reported. ONLY ONE SURVEY SHOULD BE COMPLETED FOR EACH
TRIP TO THE IOWA CITY AIRPORT, AND ONLY ONE SURVEY SHOULD BE COMPLETED FOR
GROUPS TRAVELING TOGETHER.
Date of this arrival or departure:
Iclrcl. .nlvol or d.plllUlIl
a.m.
Time of this arrival or departure: : p,m,
(clrcl. .nlvol or d.p.nurol --
" Please Indicate the city and stato of residenco for each porson in your party, Including the pilot.
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2.
Please Indicate the make and model of aircraft for this flight,
3.
Please indicate the principal reason for this visit. (Check only onel
a. _ business travel c. _ Just passing through, fuel stop, etc,
b. _ personal travel' d. _ other (specify)
4,
How many nights away from I)ome did you spend or expect to spond In the area during this trip7 ,-
How much do you and your passengers expect to spend on the following items during this vlslt7 If leaving,
please Indicate how much you spent on each item, (If you plan to spend nothing on any of these Items, please
placo a zoro (Olin the corresponding blank,)
6,
a, Hotel/Motol Lodging $ e, Taxi $ I .
b. Food and Beverages $ f, Rental Car $
.
c. Retail Stores $ g, Other $
d, Entertainment $ $
6. If the Iowa City Municipal Airport did not exist, would your group stili have made your trip today to the Iowa
City/Coralville area7 (Check only onel
f, _ Don't know
a, _ Deflnltoly
b, _ Probably
c, _ Might or might not
d, _ Probably not
e, _ Deflnltoly not
7, If the Iowa City Municipal Airport did not exist, what mode of transportation would your group have used for
your trip today7 (Check only onol
a, _ Automobile c, _ Other
b, _'Airplane to noarby airport
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THANK YOU FOR YOUR COOPERATION,
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Appendix 8
Instructions
Iowa City Municipal Airport - General Aviation Survey
Getting to the Airport and Checking In
The Iowa City Municipal Airport is Located off South Riverside Drive, south of
the intersection of Highway 1 and Highway 6 (see attached map),
Parking is available adjacent to the terminal building. Enter the front door
of the terminal building. Go to the terminal desk and sign in,
When you sign in, make sure you have the following available:
An adequate supply of 1) based user surveys and 2) visitor surveys,
Pens or penc II s
2 Clipboards
Note pads
Survey box for completed surveys
Poster identifying you as a survey interviewer
You will sit'in front of the glass case opposite the door to the airplane
parking area. This will allow you to see all three runways as well as
intercept all incoming and outgoing pilots and passengers, ,
Conducting the Survey
There are two major tasks eor this survey,
The first is to get an accurate count of the number of incoming and departing
flights during your shift. Whenever a plane arrives or departs, record the
event in the survey log whether or not the passengers fill out a surveyor
even come into the survey bUilding. If you did not talk to the people flying,
find out from the desk attendants whether the flight is based or a visitor, It
would be useful to record the airplane numbers if you can see them.
The second task is to distribute the surveys.
Whenever someone approaches where you are sitting, introduce yourself using
the following:
Hello, my name is ' The City of Iowa City is conducting a
survey to gather information about general aviation at this airport,
Would you please take a few minutes to complete a brief survey? Your
responses will remain anonymous
At this point, hold out a clipboard and pen/cll,
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We have a reply envelope printed on the back. If you wish, you can mail
in your reply for free,
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If they still REFUSE, make sure you ask:
Is your party based here or are you visiting this area?
If they COOPERATE, ask:
Has anyone in your party filled out a survey for this round-trip flight?
If YES, thank them for their cooperation and record in log.
If DON'T KNOW or NO, continue,
Then ask:
Completing the Shift
00 not leave your shift until the next person checks in. If they are more than
15 minutes late, call David Schoon at 356.5236.
When you have completed your shift, leave the materials with the next
interviewer or terminal building desk.
If you are running low on supplies (surveys, pens, etc,), call 356-5236 and
leave a message,
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Is your party based here or are you visiting this area?
If BASED HERE, give the based survey, If VISITING, give the visitor survey.
After they fill out the survey, thank the respondent for their help and record
in survey log. '
If respondents have questions regarding specific questions, ask them to
complete the survey as best they can, 00 not attempt to interpret the survey
for respondents, Make a note of their' questions and attach to survey before
placing them into the collection box,
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Emergency . Unabl e to Cover Survey Shift
In the event of an emergency, you should first try to switch time slots with a
classmate. Any switching should be accompanied by a note to Professor Gruca 'as
soon as possible. Also, 1ea~e a message at 356.5236.
If you are unable to switch with a classmate, call David Schoon (356.5236) or
Torn Gruca (335.0946), Inform them as soon as possible that you cannot cover
your scheduled shift.
Remember: There is no make up for this assignment.
If you miss or do not cover one scheduled time slot, you forfeit 7.5% of your
final course 9rade. If you miss or do not cover both, the penalty is 15%.
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IOWA CITY - ~\ ~~' l !!ol I a ~J' ,I .."\
MUNICIPAL AIRPORT _a-,\:: · ~~. J ~ " I L
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To: IOIl1 CITY CLERK
Fro.: JO 1I0GARTY
1-24-9): ~:~~. J p.+"z f 3
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Jnhn'lIn COlin I)'
_ \ IOWA:; BOARD OF SUPERVISORS
Stephen p, Lacina, Charrpcrson
Joe Bolkcom
Charles D, Duffy January 25, 1994
Patricia A, Meade
INFORMAL MEETING
Agenda
I. Call to order 9:00 a,m,
2, Review of the informal and formal minutes of January 20lh,
3, Business from I'eg McElroy Fraser, Director of Iowa City Hospice Road
Races re: presentation of Parsons Technology Hospice Road Races
award/discussion,
4, Business from Tom Muller re: Senior Cenler update/discussion,
5, Business from the Director of Public Heallh.
a) Discussion re: CDBG Granl Application,
b) Discussion re: Grants 10 Counties Well Testing an Abandonment Program
for FY 95,
e) Discussion re: Home Care Aide/Chore Program Granl Application for FY
95,
d) Olher
6, Business from Bob Saunders re:
insurance/discussion,
applicalions for quotes on
7, Business from Cheryl Whitney, Area Administrator for Department of Human
Services,
a) Discussion re: addendum 10 sublease wilh Depanmenl of Human Services,
b) Olher
31.3
913S0U111 DUCUQUE ST,
1',0, cox 1350 IOWA CITY, IOWA 52244,1350
TEL. (319) 356.6000 FAX, (319)356'6Oa6
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To: 1011\ CITY CLERK
From: JO 1I0GARTY
1-24-94 0:43,1 p, 3 of 3
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Agenda 1-25-94
8, Business from Peter Weyer re:
Drink-Lobby Use requesVdiscussioo,
Page 2
Water Wolch '94 Resolulion and Communily
9, Business from the Counly Auditor.
a) Discussion re: cash flow analysis for December,
b) Discussion re: resolution transferring from General Basic and Rural Basic
to Secondary Roads,
c) Olher
[0, Business from Ihe Board of Supervisors,
a) Discussion re: Ambulance Director position, ~
b) Reports i
c) Other i Ii II
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City of Iowa City /Pf
MEMORANDUM
Date: January 24, 1994
To: City Council Members
From: Susan M, Horowitz
Re: Special Meeting with the Airport Commission
I have tentatively set the date of February 22 for a couple of hours of discussion with the Airport
Commission about current Issues, The Airport Commission will by that time attempt to speak
Individually with each one of you to bring you up to speed on the various issues. The purpose
of the meeting on the 22nd would be to discuss the Issues and see whether there Is some way
that the Commission can then submit an airport master plan to the FAA or at least start the
process to do so,
Any comments, please let me know this evening at our meeting,
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City of Iowa City
MEMORANDUM
DATE: January 25, 1994
TO: Memo for Record
FROM: City Manager
RE: Material Mailed to Council Only
Memoranda from the City Manager:
a. Airport Runway 24 - Runway Protection Zone
b. FY95-97 Budget Plan
c. Pending Development Issues
d. Senior Center Elderly Transportation Survey
e. FY95-97 Financial Plan
-.3.L2..
317
311?
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Copies of letters from the City Manager to:
a. Gretchen Tegeler, Director, Department of Management 3.;1,0
b. Local Legislators regarding meeting with Department of Management
~
Memorandum from the Ci ty Attorney regardi ng potenti a I confl ict of
interest concerning purchase of clocks for long-term employees from 3.;;l.;!.
Enzler's.
Minutes of the January 4 meeting of the Tree Preservation Conunittee. 3;1.3
Copy of letter from Richard Ferguson, ACT, to Mayor Horowitz giving ~~4
a brief progress report on the comprehensive property development plan
at ACT.
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City of Iowa City
MEMORANDUM
Date: January 25, 1994
To: City Council
From: City Manag~~
Re: Airport Runway 24 - Runway Protection Zone
I wanted to alert you to a potential planning problem associated with the River Corridor Study
Update, In a memorandum from the Airport Manager to the Chair of the Airport Commission, It
was pointed out that the proposed nature tralllbike path will run through an area that Is Intended
to be part of the runway protection zone, As I understand the regulations, any non-aviation use
of property Included In a runway protection zone would require approval of the Airport
Commission, With such approval, It could restrict the installation of proposed navigational aids
for the airport, We will do some addillonal research, but I wanted to point out to you there may
be a minor 'wrench In the works' with respect to Interest In pursuing the trail,
ns\runway24
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City of Iowa City
MEMORANDUM
Date:
January 24, 1994
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To: Chairs, Boards and Commissions
From: City Manager
Re: FY95.97 Budget Plan
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As has been the City Council's practice, an opportunity has been set aside for presentations and
other discussions by boards and commissions concerning budget proposals, Thursday, February
10 at 7:00 p,m, at the Civic Center, the City Council will convene in a regular budget session,
At that meeting the Council will hear presentations of Information concerning budget proposals,
By now all members of boards and commissions should have received a copy of the budget
Citizen's Summary,
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If you wish to attend, and In particular to present Information to the City Council, it would be
appreciated If you would notify my office as soon as possible so that we may develop some type
of schedule, This will not preclude any board or commission representative from appearing
before the City Council, but simply a means by which to schedule presentatioris,
If you have any additional questions or concerns, please feel free to contact the various City staff
representatives to your board and commission, Don Yuculs, Director of Finance, or me,
Thank you for your time and we will look forward to seeing you on February 10,
co:
City Council
Department Directors
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City of Iowa City
MEMORANDUM
DATE: January 25, 1994
TO: city Council
FROM: City Manager
RE: Pending Development Issues
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A City-initiated proposal to rescind the vacation of the southern
97 feet of the north-south alley in Block 102 bounded by Clinton,
Burlington, Dubuque and Court streets,
An application submitted by Reese Greer for deannexation of a
95 acre parcel of land located south of Highway 6 in the north-
western corner of corporate limits,
An application submitted by Thomas and Marilynn Alberhasky for
preliminary plat approval of a Resubdivision of Lot 5 and portions
of Lots 4 and 6 of a Resubdivision of Lot 4 of Ohls Subdivision,
, an approximately 13.71 acre, B-lot subdivision located south of
Mall Drive.
An application submitted by Dean Oakes for preliminary plat approval
of Scott's Fourth Addition, a seven lot, 13.4 acre resubdivision of
Lot 4 of Scott's Second Addition located in Fringe Area B west of
Naples Avenue in the southeast quadrant of the Highway l/Highway
21B interchange.
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City of Iowa City
MEMORANDUM
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Date: January 19. 1994
To: City Council
From: City Manager
Re: Senior Center Elderly Transportation Survey
Lastlallthe Senior Center undertook a survey 01 persons 60 years of age and older regarding
transportation needs, Approximately 350 responses were received, You might be interested in
some of the preliminary results:
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1. The respondents were predominantly female and live alone,
2, Annual Income levels were predominanlly in the $5,000 to $20,000 range,
3, The respondents were split approximately equally between those who use public transit
and those who use an a~tomobile for transportation to the Senior Center,
4, 75% of the respondents live within three blocks of a bus stop,
5, The greatest need for SEATS service is between 9:00 a,m, and 3:00 p,m.
6. Needing to schedule a ride too far in advance was the most commonly identified problem
with using SEATS service,
7, The ability to pay for specialized transportallon services was not considered a problem,
60% of the respondents said they would be willing to pay between $1 and $2 for a round-
trip ride on SEATS, with 31% saying they would be willing to pay more than $2,
This information Is being used In our ongoing paratranslt planning. Give Belle Meisel at the
Senior Center or Kevin Doyle at JCCOG a call if you have any questions regarding this maller,
cc: Bette Meisel
Kevin Doyle
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ELDERLY DEMAND TRANSPORTATION SURVEY
* Please complete this survey only If you are 60 years of age or older. You may have a person
younger than 60 assist you with the survey, If necessary,
* Please complete ONLY ONE survey per Individual.
* If there are two or more Individuals 60+ In your household, stop by the Center or other agency
serving the elderly for addltlonaJ forms.
* Return to the Senior Center, 28 S. Unn St., Iowa City, IA 52240 by Friday, October 1.
1.
Do you use any of the following means of transportation? (check all that apply to you)
IF ~ SEATS J1:L 10IYa City/Coralvllle Transit
q Car, drive self II q Car, rely on others for rides
How close Is the nearest bus stop to your place of residence?
, :)7 R 1-3 blocks :J q 4-6 blocks
-cr 7.1 0 blocks S'J I live In a rural area
r<' Don't know
Have you ever been unable' to attend an activity or be at an appointment due to lack of
transportation? 1'1 n ' I
, .LIU- Yes ;J 31 No
2.
3,
4.
Do you have any of the following special needs? (check all that apply to you)
J.2!:L Need assistance getting In/out of a car, bus, etc,
~' Need escort from vehicle to door
I Need wheelchair 11ft
None of these,
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Do you encounter e,ither of these problems? (Check all that apply to you)
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\ q Don't understand how to use the transportation system
--3!L Don't understand how 10 schedule a SEATS ride
~ No, I don't experience either problem
How often do you rely on SEATS for transportation? Th\~ Y\~Js +0 'ce. ~~['I+ ot,Cl"
, ""u.rthe r"
Times per day Times per week
Times per month ' Times per year
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,7, What times during a weekday do you usually need to use SEATS? (check all that apply to you)
43 6:00 am, . 9:00 a,rn. J.11.. 9:01 am. . 3:00 p~m,
:1[[ 3:01 p,m. . 6:0,O"p:IJ1' ~ 6:01 p,m. . 10:30 p,m.
~ I don't use SEATS
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Why do'you ride SEATS? (check al/ {hat apply to you)
I t.J.Ca I don't use SEATS
JU;;: Don't drive <U Don't own a car
r:ro Don't drive at night 1".9 Don't drive In bad weather
, 0 q Physical reasons (please explain
~ Economic reasons (please explain
-:K. Don't live close to a bus stop
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9, If you use SEATS, where do you go? (check all that apply to you)
125" I don't use' SEATS
~ Health appointments ':/.1- Shopping'
---,--;Lf Personal -:pr Senior Center Activities
6Y;' Other
10. Have you ever experienced any recurring problems scheduling a SEATS ride? (check al/ that
apply to you)
:iTime of available ride Is not convenient
I Multiple same day rides not available 107"
, 2 Inability to schedule a ride in an emergency /' 6)
o/.q Rides have to be scheduled too far In advance - ZO ( 0
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11. Do you live In a rural area In Johnson County (outside Iowa City, Coralville and University
Heights)?, '
~50 No (please proceed to question #14)
=z2I. Yes ~Iease proceed 10 question #12)
12; If yes, does SEATS serve your area?
s< No (please proceed to question #14)
~ '2.. Yes (please proceed to question #13)
--1.i. Don't know
13. As a rural resident, do you use SEATS service?
'5'"0 No. Why not?
~Yes
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l.Q1 No ~ Yes
15,
What would you consider paying for a round trip ride on SEATS within the 'Iowa City/Coralville
area?
I q Less than $1.00
::rnr More than $2.00
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'0 $0
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~ q Male ~ Female
What Is your age?
'f Less than 60
(P :,- 66.70
=:IE. 76-S0
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!K< 71,,75
lliso+
18. With whom do you live?
!l ~ Uve alone , '-3!i Uve with spouse
, 39 Uve wllh someone other than spouse '
19. Where do you live?
~ Uve In single family home
~ Uve In apartment or complex
J+ fr, Other
20, What Is your annual Income level?
X $0" $4,999
q? $5,000" $9,999
I ~O $10,000" $19.999
ftJ q $20,000" $49,999
q $50,000 and above
21. ' Whatls your zip code?
Thank you for your Interest and time In completing this survey.
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City of Iowa City
MEMORANDUM
Date: January 25, 1994
To: City Council
From: City Manager
Re'; FY95-97 Financial Plan
Following our lengthy presentation of budget material and other discussions we have had along
the way, I have given further thought to our overall budget position, Of particular concern is what
the State is likely to do in the current session and in the future with respect to control over
municipal budgets. Since our budget preparation and submission to you, we have confirmed and
were fortunate to have considered the fact the Governor has chosen to pursue the freeze for two
more years, Also, we now know the Governor wants an exemption of machinery and equipment
property taxation, The Council has mentioned during budget discussions the use of the State
Inflation factor in our budget recommendation, We chose not to recommend its use due to the
fact the inflation factor Is unavailable until after budget submission, the freeze, the apparent more
direct involvement which could occur by the State and the fact It was likely to be a small
percentage adjustment. Additionally, I am concerned about the' use of our cash reserves to
balance the budget during the three-year plan and speCifically since we are unable to predict the
State's budget behavior, the consequences of the use of our reserves for budget balancing
becomes even more critical for our future,
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On Friday of last week, while checking further on the use of the Inflation factor, the Slate has now
arrived at the inflation factor which Is approximately 3,25%, substantially higher than last yea(s
1. 7%. We have also learned that the State was in error In the use of last year's inflation factor
and It should have been 1,9%, If we were to use the Inflation factor, we would be entitled to the
3,25% as well as the ,2% error in calculating last year's Inflation factor,
To use the inflation factor In our revenue calculations requires two public hearings and a
notification to the State, The amount of monies at stake is substanlialln that it would improve
our budget position by $400,000 annually and would have the effect of balancing our budget for
the next three-year period without use of cash reserves, We remain limited in the general, transit
and library levies to the 8.10, ,95 and ,27, respectively, as an additional controlling factor by the
State. However, even with the use of the Inflation factor and new construction value, we will not
be able to use fully the available levy rate limits permitted by the State, Using the Inflation factor
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and new construction would provide tax rates of 8,01 and ,94, The library levy, as a voted levy,
is not regulated by the freeze iegislation, and thereby full value is gained in the ,27 levy,
In attempting to predict the State's local government budget restriction plans, we are aware of the
two.year freeze proposed by the Governor, and I understood the Farm Bureau recommended a
five-year freeze, I wish I could avoid the poiitical agendas at stake, but clearly the Farm Bureau,
and when the Governor supports their legislative proposals, wlil have a significant say in State
tax policy, as well as other legislation, I am sure you share the same concern, If we were to use
the inflation factor this year (FY95) It does increase tax askings' and improve our tax base and
thereby minimize the use of cash for budget balancing, It also mitigates the potential for a longer
term budget crisis, particularly if the State were to remove machinery and equipment taxation,
If this exemption were to occur, the inflation factor does not approach the loss of machinery and
equipment revenue, an estimated $700,000 a year,
Allin all, after rethinking all of the factors, it appears that we should proceed and use the Inflation
factor, which wlil balance our budget over a three-year period, provide for a minimal use of
current cash and possibly blunt some of the machinery and equipment loss if it occurs In this or
future legislative sessions, We can gain some greater use of the levy limits that are available (we
cannot exceed rate levy limits, 8,10, ,95, ,27) and provide some minor budget flexibility for your
discretionary use, at least in the short-term,
In order to provide you some perspective on the owner of a $100,000 home, the following has
been prepared,
FY94 FY95 FY95 with
Certified as Proposed Inflation Factor
Valuation 100,000 100,000 100,000
Rollback 0,726985 0,68040 0,68040
Taxable Value 72,699 68,040 68,040
Levy (City) 12.889 12,619 12,906
Tax Payment 937,02 858,60 878,13
FY94 to FY95 -8,37% -6.28%
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Same, with 10% value (reassessment) increase ($100,000 to $110,000):
FY94 FY95 FY95 with
Certified as ProDosed Inflation Factor
Valuation 100,000 110,000 110,000
Rollback 0,726985 0,68040 0,68040
Taxable Value 72,699 74,844 74,844
Levy (City) 12,889 12,619 12,906 ' '
Tax Payment 937,02 944.46 965,94
FY94 to FY95 +0,79% +3,09% .
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Use of Inflation factor increases average increase, assuming 10% valuation increase from, 79%
to 3,09%, or 2,3%,
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January 24, 1994
Gretchen Tegeler, Director
Department of Management
State Capitol
Des Moines, IA 5031 g
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CITY OF IOWA CITY
Dear Gretchen:
Thank you for taking the time to meet with us, I particularly enjoyed our discussions, not only in
substance, but also tone, It appears the Department of Management is genuinely interested in the
information which we can bring to you in the fiscal concerns of our state's municipalities,
Hopefully, we will be able to continue these discussions, and I would like to feel free to direct
information concerning tax policies and other issues to your attention, My community, particularly
in the early stages of budget development, undertakes a performance-based review of tax and
spending policies, and I think this information can be helpful to you as well as to Marv as you
pursue the concept of performance-based governments,
A summary chart which I received at a recent community forum presented by The University of
Iowa College of Engineering is attached, This forum involved a discussion by a University official
as to their role in our state's economic development., You will note the substantial increase in
manufactured goods when compared to agricultural exports, I believe this is particularly notable,
As you know, manufacturing and the respective employment opportunities are more ollen based
in an urban rather than a rural setting, I would like to believe that the cities in our state are the
heart of economic development and job opportunities, and if we are to continue to build new such
job opportunities, healthy 'local' governments are crucial, State restrictions on a community's
ability to respond to economic development initiatives were of significant concern to all of those
present. I would like to believe the State can work towards striking some balance, or at least a
better understanding, of the importance of cities to state growth and development. I believe Bob
Layton of Urbandale said it well in there appears to be an apparent adversarlal relationship and this
relationship between the State and its cities needs immediate attention, Our meeting appears to
be one step toward addressing such a concern,
Again, thank you for your time as well as that of Marv and Ron, and I hope to talk with you again
soon,
Sincerely,
IJ1z;;;Z
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Stephen J, Atkins
City Manager
Attachment
bJ'grelchen
cc: Tim Moerman, City of Jefferson
Bob Layton, City of Urbandale
410 EAST WASHINOTON STREET' IOWA CITY. IOWA $1140.1116 '1)19) JUoSOOO' FAX IJI9) )U",009
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CITY OF IOWA CITY
January 25, 1994
Same letter sent to:
Jean Ll oyd-Jones
Hi nnette Doderer
Bob Dvorsky
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The Honorable Mary Neuhauser
State Capitol
Des Moines, IA 50319
Dear Ms, ~~
Recently a group of cit( managers had an opportunity to meet with representatives of the
Department of Management to discuss issues associated with the property tax freeze,
economic development, the effect of state tax policies on municipal government, and a variety
of other fiscal issues, At the meeting we discussed the proposed machinery and equipment
tax exemption,
While I believe I have some sense of the political motivations for the machinery and equipment
exemption, I clearly sensed in the discussions with the representatives of the Department of
Management that the machinery and equipment proposal Is not only going to be an important
'part of the state political agenda, but if approved, cities could not look realistically to the state
for reimbursement of these lost revenues, As you know, the state has reduced the tax
dramatically over the last few years, and in the City of Iowa City, the tax on machinery and
equipment currently amounts to approximately $700,000 annually in our general fund or
approximately 4% of our revenues. To lose these monies would be of significant conse-
quence to our continued ability to provide the public services our community has grown to
expect.
I understand the legislation pending is for machinery and equipment exemption on new such
equipment. If this is to be the case, I believe we may see a rush for new investment in
machinery and equipment, and thereby a healthy sign for our state's economy; however, the
loss of the taxing authority to a municipality can have significant reverse consequences, The
offsetting consequence is that our ability to provide public services to all the businesses and
industries enjoying this tax benefit will be undermined, As you consider further reducing the
..' revenue to local governments, please keep in mind that the property tax is but one part of
overall economic deveiopment policy and initiatives. Many other issues are as important, if
not more so, such as labor costs, workers compensation, work ethic, transportation, location
and other quality of life factors, etc, All of these in combination are what makes an economic
development decision as businesses and industries consider Iowa, If the state is as concerned
as it appears to be with respect to machinery and equipment, it would seem to make sense
that some type of investment tax credit, against state corporate income tax, might be a more
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410 EAST WASIIINOTON STREET. IOWA CITY. IOW~ Sl14DoIIJ6. Ill'l lJ6.JOOO. FAX 11191 )".,009
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appropriate mechanism to encourage further investment, Thereby corporations can be
encouraged to initiate the purchase of new machinery and equipment, satisfy state economic
development objectives without a serious detriment to our local economic base, and in
particular our ability and the apparent obligation we have to respond to these economic
development initiatives, The state's expectation is that local governments will respond to
such economic proposals, Continued erosion of the local government tax base is not a means
by which to support sound economic development incentives, I must believe there are many
options available if it is the goal of the state to provide further economic development
initiatives, The broad taxing authority the State has available would seem to offer such
opportunities,
With the severe restrictions on available revenue, the lack in growth of other state aids, the
exemption of machinery and equipment would be a serious detriment to my community and
even more so to many other Iowa communities who rely far more on machinery and
equipment for local government revenues,
Sincerely,
~
Stephen J, Atkins
City Manager
cc: City Council
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City of Iowa City
MEMORANDUM
Date: January 21, 1994
To: Steve Atkins, City Manager
From: Linda Newman Gentry, City Attorney
Re: Legal Opinion Request: Potential Conflict of Interest Concerning Purchase of
Clocks for Long-Term Employees from Enzler's
Issue:
You have asked whether the City's purchase of clocks for long-time City employees conslilutes
a potential conflict of Interest under state or local law governing City contracts, since City Council
member Ernie Lehman is the owner of En,zler's-from which you purchased the clocks,
Background and Conclusion:
As I understand the facts, the City has, for many years, purchased clocks for 30.year City
employees, as a way of recognizing and thanking those City employees for their long-term service
to the community, Traditionally, those clocks have been purchased from Enzler's, which Is the
only source of the clock which you have selected for this purpose, Since purchase of these
clocks would be a 'contract' under state law, the question arises whether it is an unlawfui contract
by reason of conflict of interest. I also understand that the total cost for purchase of these clocks
does not exceed a total of $1,500 in any one fiscal year,
State law provides that a city officer or employee shall not have any Interest in any contract or
job of work, but there are numerous exceptions to this rule set forth by the Iowa legislature,
Section 362,5, Code of Iowa (1993),
One explicit exception to this general rule prohibiting contracts between City officers and the City
itself permits the City to purchase the proposed clocks from Enzler's, as has been the practice
in the past, so long as the purchase does not exceed
. ..,a cumulative total purchase price of $1,500 In a fiscal year,"
9362,5(10), Code of Iowa (1993),
In conclusion, for cities having a population of more than 2,500, a city officer such as Council
Member Ernie Lehman may lawfully enter Into a contract to sell clocks to the City, so long as the
cumulative total purchase price of those clocks does not exceed $1,500 in anyone fiscal year,
Ilrust this will be of some assistance to you, but please do not hesitate to contact me If you have
additional questions,
cc: Marian Karr, City Clerk
~~r,~j,~ b~rl:\l't~ Council Member
~jQi~.09lJncll ,J
Dale Helling, Assistant City Manager
City Allor~ey Opinion File
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1
MINUTES
IOWA CITY TREE PRESERVATION COMMITTEE
TUESDAY, JANUARY 4, 1994 - 11 :45 AM
CIVIC CENTER LOBBY CONFERENCE ROOM
PREUMiMARY
Subjecl to Approval
MEMBERS PRESENT:,
Sally Dierks and Dick Gibson, Planning & Zoning Commission
Representatives: Barb Hinkel and Nancy Seiberling, Riverfront
and Natural Areas Commission Representatives
MEMBERS ABSENT:
None
STAFF PRESENT:
PUBLIC PRESENT:
Bormann, Denney, Robinson, Rockwell, Achenbach
Karan Kubby, Naomi Novick, Larry Schnittjer, Glenn Siders
CALL TO ORDER:
The meeting was called to order by Hinkel at 11 :45 a,m, Hinkel requested a definition of an
, "overlay zone," Rockwell explained it is a zone which lays over other zones, For exemple,
a tree preservetion overlay zone would have additional requirements to the underlying
residential, commercial or industrial zones. Hinkel verified there was no set location for the
tree preservation overlay zone at this time, Hinkel understood the Tree Preservation
Committee was using a three-pronged approach to tree preservation, Rockwell responded
yes, these included mature woodland preservation, street corridor tree preservation, and the
strengthening of tree preservation elements In existing City ordinances, such as the Site Plan
Review and the Grading and Erosion Control ordinances, She stated the Committee may
select other approaches as it proceeds.
CONSIDERATION OF THE MINUTES OF DECEMBER 14, 1993:
Dierks felt the first paragraph, second sentence on page 1 was too lengthy, She suggested
breaking it up and restating it, She also pointed out on page 4, paragraph 3, the last sentence
stated, "Dierks agreed," She wanted It clarified she was agreeing to what Siders had stated
earlier in the paragraph, that clearer requirements were needed, There were no further
corrections, The minutes were accepted as corrected,
EVALUATION OF TREE PRESERVATION OVERLAY ZONE ORDINANCE ISSUES:
Minimum Diameters of Protected Trees
Hinkel referred to the memo that was included in the packet for the meeting, There were
some items listed that needed to be discussed further by the Committee, The first issue
involved the minimum diameters of protected trees. Rockwell reported on some tree
preservation ordinances from other areas, The minimum diameters for protected trees varied
from three inches to twenty-four inches depending on the focus of the ordinance, Rockwell
asked the Committee to look through a report she had prepared on ordinances from other
areas. This could prove helpful in determining whether the minimum diameters for affected
trees in the ordinance draftwere reesonable requirements, or whether the minimum diameters
should be smaller,
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Tree Preservation Committee
January 4, 1994
Page 2
Seiberling suggested the Committee request help from Iowa State University, There may be
differences within the state and she thought ISU could give the Committee an idea of what
those ranges might be, Robinson stated there were definitely differences in the diameters of
the same species of trees within the state, He thought advice from other areas was
important, but the Committee should determine what is common for the Iowa City area, He
suggested looking at the Big Tree Champions for each species to learn the largest diameter
for different tree species in the state. Rockwell commented it was important not to get a
protected tree diameter so small that the ordinance would be difficult to enforce, Robinson
thought the implications of enforcing different diameter sizes for different tree species should
be considered,
Schnittjer stated in terms of replacement requirements, maybe one way to look at it was to
look at the timeframe needed for the tree to become mature, He suggested looking at the
growth rate of different tree species, Rockwell thought the ordinance might be cumbersome
to enforce unless a common denominator was established, Different tre'es have different
growth rates, and thus would have different replacement rates. Schnittjer agreed an average
would need to be established, Kubby requested an explanation for the difference between
mature and significant trees in the draft ordi~ance, Rockwell stated the replacement
requirement was higher for trees that were considered significant. Kubby asked whether this
was the only way they were differentiated in the ordinance, Rockwell responded yes, but
staff was open to incorporating other means of according significant trees a higher level of
protection into the ordinance,
Rockwell asked whether the Committee wanted to continue its discussion on this issue at its
next meeting, Seiberling stated the Committee needed more information, more references,
She indicated that Larry Wilson from the University of Iowa may have useful information,
Rockwell asked the Committee to consider whether staff was in the ballpark in defining the
minimum diameters of mature and significant trees, keeping in mind the focus of the
ordinance is to preserve mature woodlands, Robinson stated he had an International Society
of Arboriculturists {lSAl book that gives approximate ages for different types of trees
according to their diameters, He suggested it would be helpful to know the approximate ages
of trees at different diameters, Seiberling felt it was a good idea, and added the Committee
members would have a much stronger feeling if they could actually see trees in undeveloped
areas and neighborhoods and know their approximate ages, Rockwell agreed to set up a field
trip for the Committee when it wasn't so cold, She noted in the examples from other
ordinances, some communities did not attempt to protect trees of a certain diameter, but
protected entire wooded areas, That is, all of the trees in the wooded area would be required,
to be saved, replaced, or have a fee paid in lieu of retention,
Minimum Retention PercentaQe
Rockwell referred to the second issue for discussion pertaining to the minimum retention
percentage of protected trees, She pointed out that in Tampa, Florida, no more than 30% of
the protected trees could be removed, She noted the draft ordinance for Iowa City specified
that 50% of protected trees could be removed from residential zones within the Tree
Preservation Overlay zone, The Eagle Grove Heights, Minnesota, tree preservation ordinance
requires 70% of protected trees in single-familY residential zones to be retained, Rockweil
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Tree Preservation Committee
January 4, 1994
Page 3
reported the ordinance in Maple Grove, Minnesota, specifies preservation of 60% of the total
diameter of all of the trees in designated wooded areas, Siders asked whether according to
the Maple Grove ordinance, the diameters of all of the trees would have to be measured,
Rockwell said yes. Robinson stated this procedure was probably coming from the U,S, Forest
Service, because that is how the Forest Service determines what can be removed,
Rockwell reported the Sterling, Michigan, tree preservation ordinance focuses on wooded
areas and wooded lots; it addresses areas that are one acre or more and trees that a're at least
six inches in diameter, The standard is to retain 37% of the wooded areas, Seiberling stated
the retention percentages may vary according to how much wooded area is available in a
particular community, Rockwell said some tree preservation ordinances allow clustered
residential development in wooded areas, In response to a question from Kubby, Rockwell
stated it was possible to have two overlay zones for one area, For example, the Riv,er
Corridor Overlay zone and the Tree Preservation Overlay zone may coincide in some areas,
Plantinq Replacement Formula
Rockwell stated the third issue for discussion dealt with planting replacement formulas, In
Tampa, the replacement formula is based on the number of square feet of construction, In
Prince Georges County, specimen trees are protected using the International Society of
Arboriculture IISA) replacement formula, She believed Apple Valley, Minnesota, also used the
ISA formula. In Eagle Grove, Minnesota, a sliding scale is used; it goes from 0% replacement
when there is no loss and increases to a 100% replacement with a 75 % loss, It is not quite
a one-for-one tree replacement, In Maple Grove, Minnesota, the tree preservation ordinance
provides for a diameter inch-to-diameter inch replacement. Kubby thought the draft ordinance
that staff prepared had a good tree replacement formula,
Rockwell reported the Austin, Texas, ordinance has a 75% replacement rate, Dierks
questioned whether replacement based on diameter inches of protected trees that are lost was
practical, She stated if replacement is done by compensating for the diameter inches lost,
then a property could become overcrowded by trees, Robinson did not know how a diameter
inch replacement could conceivably be done, He stated when you look at the diameters of
trees lost and then try to replace the diameters lost with young trees, a "pole farm" could be
created, Seiberling stated the type of tree really makes a difference, She emphasized
environmental benefits, such as energy conservation, must be considered, She asked the
Committee to keep this in mind when looking at what the replacement requirements were
going to be,
Fines
Rockwell gave additional information to the Committee on how fines are addressed in various
tree preservation ordinances, In general, most communities referred to the municipal
infractions section of their code, She gave two examples of communities that had a fine of
$500, She also stated Prince Georges County looked at the woodlands as a whole and
charged a fine of $1,20 per square foot of woodlands area destroyed, Gibson asked if there
could be a fine charged per tree per day, Bormann responded the fine could run until the tree
was replaced, but a per day violation would be tough to enforce in Iowa's climate, Obviously,
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Tree Preservation Committee
January 4, 1994
Page 4
if the ground is frozen, trees can't be replaced, She stated there could still be a per day
violation, but it would need to be activated when it was possible to plant trees, Schnittjer
asked what educational process was going to be used to inform the public about the tree
preservation ordinance,
Ordinance Aoolicabilitv
Dierks asked where the ordinance would be applied in Iowa City, She wondered if it would
be so limited that it would not serve a useful function. Rockwell responded the question
could be better answered when the Environmental Inventory Map was done, She thought
there would be quite a few wooded areas in Iowa City that the ordinance could protect,
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Establishino Overlav Zones
Schnittjer asked what criteria was going to be used to establish'the overlay zones. Rockwell
stated at the last meeting, it was inferred the Environmental Inventory Map would set the
zone boundaries. She stated the inventory would give an idea of where the woodlands are,
but It would require further field research to establish where the mature and significant trees
are, and where the Tree Preservation Overlay zone should be established,
Baseline Measurement
In regard to measuring the diameters of trees, Kubby asked whether it would be the City's
responsibility to measure the trees or whether that responsibility would fall to the owners of
the property. Rockwell envisioned the responsibility would primarily be the property owners'
with the City monitoring or verifying that the developers' information was accurate. The draft
ordinance requires the property owner to provide an inventory of mature and significant trees
as part of the Tree Preservation Plan, Kubby stated nothing would prevent the developer from
clearing the land if a besaline was not established, Rockwell explained the property owner
would have to demonstrate that clearing below the required retention percentage was not
occurring, She asked the Committee to consider how the baseline should be established,
Robinson stated the City was going to have to go out and check the area anyway, , He
suggested why not send the City out first. Siders stated that there could be a problem,
because the City would not know what tree belonged to what developer. Dierks suggested
using a video camera to tape the property, Seiberling stated first the ordinance has to specify
what the desired end result is, Once you know what is desirable, it can be figured out how
to do it, Robinson stated It would require someone physically going into the field and
measuring.
Trackino Tree Preservation Oblioations
'Rockwell stated enother issue to be discussed was the tracking of tree preservation
requirements on an individual lot basis. Rockwell asked the Committee to consider how to
implement tracking requirements in a practical way fOllowing the subdivision process,
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Tree Preservation Committee
January 4, 1994
Page 5
Nuisance Trees
Robinson stated that the minutes of the previous meeting Indicated there was a request for
a list of nuisance trees, He said there is no state or city list of nuisance trees, The cotton-
bearing cottonwood tree is the only tree that is specified as a nuisance in the state and, local
codes, Gibson stated he wanted the minutes of the previous meeting corrected, The
cottonwood tree he mentioned on page 4 is not on hi~ property, but on his neighbor's
property. Rockwell said she would amend the minutes as requested,
Fines
Bormann requested to return to the fines discussion, She stated the ordinance could provide
for a person to be given an initial violation on the day the tree was removed and then give a
date to replant. If the replacement trees are not replanted by that date, then a fine per day
could be levied, It would be one way to work around the Iowa seasons, The ordinance
language would have to be very clearly drafted, Kubby questioned whether there could be
a fine of $1,000 per day, Bormann stated that would be above the dollar amount that is
allowed per violation, Hinkel asked who would set the date, Bormann responded the draft
ordinance does not really say other than to say the Director would administer the ordinance,
Gibson clarified the Committee is assuming staff will need to be added if the ordinance is
passed,
Other Issues
Rockwell presumed the issues that had not been decided at this meeting would be discussed
at the next meeting, Seiberling stated trees being planted by the City should be considered
for their function, Kubby stated there should be a distinction between delicate areas and
wooaed areas, Rockwell stated in the draft ordinance there Is an extra measure of protection
provided for sensitive environmental areas, such as steep slopes, flood plains and wetlands,
There should be no removal of trees from these areas unless there are sufficient compensating
measures, She noted this was addressed on page 1 of the draft ordinance under the
"construction area" definition, Kubby confirmed the Environmental Inventory Map would
identify steep slopes,
Basic Questions
Gibson stated his concern about some basic questions that need to be answered, such as how
to establish the baseline a,nd how to track compliance over time, He thought other
communities must have dealt with this, If the communities have not dealt with this, then they
must just have ordinances on paper, Seiberling responded many communities are just now
dealing with these issues, Gibson wondered how the ordinance was going to work without
costing the developers and the City a lot of money. Rockwell offered to contact different
communities that have provided the most usefui information and ask how they are
administering their tree preservation ordinances.
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Tree Preservation Committee
January 4, 1994
Page 6
Enforcement
Dierks questioned how the ordinance would be enforced, She stated the ordinance will not
function, if It cannot be enforced, Gibson stated the rules must be written so that everyone
can understand them, Kubby observed a community in Georgia has a booklet that makes the
rules clear and spells out how to follow the rules in a practical way, Schnittjer stated he had
a problem when rules get interpreted differently by different people. '
SETTING NEXT MEETING DATE
Hinkel requested the Committee to set a date for the next meeting. Rockwell reported Karin
Franklin would be presenting the Environmental Inventory Map to the City Council at the end
of January, She suggested the Committe,e could meet the first part of February. The next
meeting was set for Tuesday, February 8, 1994, at 11 :30 a,m, in the Civic Center Lobby
Conference Room, Rockwell asked whether the Committee wants to grapple with some of
the larger issues at the next meeting, Gibson stated the Committee needs to know where it
is going before it attends to the details of the ordinance, Dierks stated seeing the
Environmental Inventory Map will help the Committee sort out some of the issues, Dierks
asked whether the inventory would be broken down by individual parcels of land, She
thought it was Important to know if an area was owned by several people or one person.
ADJOURNMENT:
The meeting was adjourned at 12:55 p,m,
Minutes submitted by Tracey Achenbach,
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'Richard L Ferguson
President
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January 20, 1994 ~
The Honorable Susan Horowitz, Mayor
City of Iowa City
Civic Center
, 410 E, Washington Street
Iowa City, Iowa 52240
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, Dear Susan:
My purpose in writing Is to provide you with a brief progress report on the comprehensive
property development plan that ACT proposed and the Iowa City Council approved some 18
months ago, I'm doing so to confirm that ACT Is proceeding, as promised, with its development
plan and to advise that the Council's action In support of that plan, has already benefitted our
community In significant ways, Permit me to elaborate by reporting on the construction
initiated at ACT last spring and describing some of the tangible resuits of ACT's decision,
, enabled by the Councll's favorable aclion, to expand its operations In Iowa City,
Property Development
Our development plan, as presented to, and approved by the City Council and staff, called for
ACT to prepare for its expansion In Iowa City by Initialing a construction project to put In
place the Infrastructure required for additional office facilities and to effect smooth
pedestrian and vehicular movement around a newly defined ACT "campus' composed of
, approximately 100 of the 250 acres currenlly owned by ACT at Its nallonal headquarters site,
At the time, we projected expenditures of about $4,000,000 to develop a new roadway and
sidewalk system, add addlllonal parking, and extend sewer lines and utllllles to the sites of
future office buildings,
ACT let contracts for this project In spring 1993, the first focused on heavy construclion
(concrete work, sewer lines, etc,), and the second on landscaping, The first contract was to be
completed by late July and the second by late fall, with some carryover to spring 1994,
, Aithough the un,usuaily wet summer Impeded and delayed the heavy construcllon, all but a IIny
segment 01 It was completed before the construction season came to a halt In late November,
Aithough the landscaping was begun, virtually all of it has been carried over to spring 1994,
'All things considered, we are very pleased with our progress this past year and look forward
to complellon of the project In 1994,
American College Tesllng
2201 N, Dodge Sl, P,D, Box 16e
lawn Clly, lawn 52243
/3191337.1079 FAX 1319) 337.1059
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The Honorable Susan Horowitz
January 20, 1994
Page Two
Corporale and Staff Development
During our meetings with the Council In 1992, we presented two sets of statistics about ACT..
one selthat described ACT's then current position and the other its projected growth in Iowa
City, pending approval of the campus development plan by the Council,
Average Number Property
of EmDloyees Annual Pavroll Taxes
FY 1992 Actual 885 $19,000,000 $340,000
Projected FY 1993 955 $21,500,000 $340,000
Pending Posillve
Council Action
Following the Council's action approving ACT's comprehensive development plan, we proceeded
on the assumption thai ACT will continue to expand Its operations In Iowa City, Following are
, the results of thai decision,
Actual 1993
$400,500
1,265
$23,000,000
Projected 1994
$420,000
1,350
$24,600,000
As Is evident from these figures, ACT has honored Its promises to Ihe City and, as a result of
markets favorable to Its services, has far exceeded Its projections at the time they were
presented to the City Council and staff, (ACT's revenues have Increased from $77,237,000 In
1992 to projected revenues of $102,000,000 this year,) And, lest there be any
misunderstanding where that growth has occurred, be assured that although we have added staff
In several of eleven regional offices across the country, the vast majority of ACT's employment
growth has been In Iowa City, We hope that you are as pleased as we are by the outcome of the
action taken by Ihe Council back In 1992,
Looking Ahead
We continue optlmlstlo about ACT's potential for long.term growth of the type that Is valued by
the City, Our optimism Is based both on our past record and an unprecedented, for us, level of
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The Honorable Susan Horowitz
January 20, 1994
Page Three
Investment In new ACT programs and services, Wilh this In mind, we Intend to contract this
spring with an architectural firm to design our next office bUilding on the ACT campus, And,
assuming that our current success In the market place continues, we expect to break ground for
that new building In 1995,
The many hundreds of staff at ACT, and their extended families, greatly appreciated the City's
support for, and confidence In, the contributions of ACT and Its staff to the Iowa City
community. And, we wish you every success in your tenure as Mayor as you lead the Council
and the City through this period of great opportunity and challenge,
Please call on us If we can assist you In any way as we have a large stake in the Council's
success, both as private citizens and as members of the corporate community.
'0:
Richard L. Ferguson
cc: Stephen Atkins, City Manager
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City of Iowa City
MEMORANDUM
DATE: January 26, 1994
TO: City Council (memo for record)
FROM: City Manager
RE: Material Sent to Council Only
Camiro's Feasibility Study for the Cultural Center.
Memorandum from the City Manager regarding water information for
Council Members Kubby and Throgmorton.
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A Feasibility Study
CENTERSPACE
A Place to Gather, Celebrate, Enjoy and Learn
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January, 1994
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Prepared By:
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TABLE OF CONTENTS
EXECUTIVE SUMMARY .....,,,............,.....................................................................i
I, THE FEASIBILITY OF A PROJECT CALLED CENTERSPACE....,................,..l
Project Concept..................... 0'.'.00.0 ........ .................... .......,....... ............... ...,1
Purpose of this Study..........,........................,...............................................,2
Process and Methodology.... .........., ........ ...........,... ....,........ ............... ......, ..,3
II. PROJECT CONTEXT I.......................................................................,................4
The Greater Iowa City Market (or the Arts.................................................4
Findings from Key.person Inwviews.......................................................,...7
Findings from Focus Groups,........,........,.................................,..................,8
Lessons Learned ............... '... .......,.... ....,.... ....,................ ,........, .......,.. ...,.. ,1 0
III. PROJECT D ESCRIPTION .............................................................................11
Cen terSpace ,...... .................. ......,.. ..........................,.. .......... .................., ..11
Statement of Purpose............. .......,.......... ....,...................... ....................... ,13
Activities Within CenterSpace...................................................................14
Building Program and Space Allocations................,..........,..........,......,.....IS
Projected Facility Cost..,....... ......,............ ...................., .................. ..........,19
IV. ORGANIZATIONAL STRUCTURE..................................................................23
Financing.................,...,..........""..................,.............................."....,........23
Organizational Status,......,... ..,.... ........,......, ............... .............,....",......... ..25
Staffing....................",..., ........ ..",.... ...,.".............,......... .....................,.. ,... ..2 7
V. PROJECTED OPERATIONS BUDGET.............................................................29
Facility Programming Philosophy, ,........,......... ......... ........ .............., ........ ,..30
Operational Costs ................. .",,,.. ............... ...........,...... ....... .................... ,3 0
Sensitivity Analysis ...,........... ..."... ........... ............,..... ......................"... .... ,3 8
Hotel Expansion. A Possible Special Opportunity,..................................41
On.Going City Support......... ....,....................,............................"....,...... ..41
Debt Service........"..." .......... ........... ........................... .... .......................... ..43
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VI. FISCAL AND ECONOMIC I1\IPACTS............................................................44
Employment ..,.............., .........." ........,........ .................., ,............, ...... ......,..44
Impact on Downtown Iowa City ............................................................,..,45
Fiscal Implications,.. ,........................ .............., .............................. ........ ..,.45
Impact on Quality of Life...........................................................................45
Business Support, Retention and Expansion..............................,...............46
Community Support ....,..........,' ............................................... .............. .....46
VII. FINAL WORD................................................................................................47
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ADDENDA
A, Sample of Survey Arts Organizations in the Iowa City Area
B, List of Interviewees
C, Flynn Theater Brochure (Burlington. Vermont!
D. Iowa City Area Chamber of Commerce Arts Committee
LIST OF TABLES AND FIGURES
Table I: Building Components and Square Footage ................,........,..............,....16
Table 2: Detailed Building Component Program and Capital Cost Estimates......20
Table 3: Projected Operating Expenses..,..,....................................,.................,..,31
Table 4: Projected Operating Revenue,................................................................,33
Table 5: Cost Versus Revenue....,......................................,..,................................34
Table 6: Sensitivity Analysis......,.....,............,..,..,..,..,............................,..............,39
Table 7: Cost Versus Revenue with Hotel Related Revenue ..................................42
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The Arts Committee of the Iowa City Area Chamber of Commerce bas identified the need for
and desirability of a unique mixed.use conference and cultural facility to serve the Iowa City
area community, This study tests the feasibility of the project which would involve constructing a
major public building in the downtown across from the Iowa City Public Library on the last
remaining urban renewal parcel.
The concept of the facility, referred to as CenterS pace, and its programs have led to the
consideration of a 107,000 square foot building including the following major spaces:
, a conference center,
. a 500 seat proscenium theater,
, an arts education complex, including a "Discovery Center" I
. an installation and exhibit area for the visual arts,
, a grand lobby or "Great Hall" to serve as reception facility, theater lobby and
information center, and
. a series of retail spaces for rent to local businesses,
The projected capital cost of the facility if built in 1994 would be $16,500,000, Like virtually
every other similar facility across the country, the money to build and equip the facility cannot
be financed by operating cash flow, This type of facility, like a library or a public school,
requires public support, CenterS pace does, however, embrace the mixed-use approach to
include needed conference as well as retail uses that will help support the cultural aspects of the
facility's programs,
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THE NEED
A survey of area arts and performance facilities lincluding VI facilitiesl and the arts
organizations in and around Iowa City reveal that there is indeed an unmet space need for a
variety of arts-oriented activities, including performance, visual, literary and arts education,
Existing suitable facilities are running at fuli capacity and not meeting local demand, Area arts
organizations do not have enough space to perform, rehearse, display, create or educate. Most
operate on limited budgets following the principle of low cost inducing high accessibility for
those who wish to participate. The survey did not, however, reveal a major arts tenant for the
facility,
Demand also exists for additional meeting space in Iowa City. This includes meetings of all
kinds, community groups of every nature, business meetings, civic gatherings, conferences
drawing people to Iowa City, lectures, seminars and so on. Conferences that attract an
attendance greater than about 200 cannot meet off,campus in anyone location. A properly
sized and equipped conference facility would be actively utilized in Iowa City,
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When asking members of the community their opinion through the use of focus groups, the
following general findings emerged:
, People were generally in favor of a conference/cultural facility,
. Presently 119931 there is concern over local taxes and the realization that there arc many
competing demands for limited public resources, However, each initiative should be
judged on its own merit and service to the community,
, Education and youth programs were emphasized as having great importance to focus
group participants,
, People were not aware of the limitations of UI facilities in meeting community needs, nor
how bosy Hancher, Clapp and other University facilities arc in meeting their own
missions,
, Conference and exhibit spaces were seen as badly needed and a good match and
revenue prodocer for the arts and coltural activity side of the proposed facility.
, Downtown is the appropriate place for this facility,
, Public management of any such facility woold be crucial for overall acceptance,
THE REFINED CONCEPT
CenterSpace is to be a multidisciplinary and multi.use facility focusing on service to the local
population, It is to act as a conference and meeting center, a venue for local and outside
productions and concerts, a school house, a community center and a center for business
activity, It should provide for the study, creation, exhibition, and performance of music, dance
theater, painting, sculpture, and ceramics, and for interdisciplinary experiences that fuse the
arts with commerce and normal daily living experiences,
CenterS pace is planned to contain seven "centers" as follows:
A Conference Center providing full facilities for moderate,sized meetings, symposia
and workshops,
An Information and Gathering Center providing community.wide information for area
residents and visitors; ticketing for events in the facility and elsewhere in the
community, the main lobby as a "great hall" for receptions as well as performance
sopport; and scheduling for events in CenterSpace and elsewhere in the community,
A Discovery Center of changing exhibitions involving hands. on participation for
persons of all ages, in topics ranging through the arts, culture, science, medicine,
history, the environment and commerce, and also space for arts education and
workshops,
A Visual and Literary Arts Center with meeting, exhibition and installation space,
which shares the performing arts center's lohby space,
A Performing Arts Center providing mixed. use performance spaces for community
performers and touring companies, community events and weekday conferences,
This center also provides production and backstage areas and rehearsal space,
A Communications Center providing service to the facility and to the community at
large, producing and promoting public.access television and the electronic arts,
A Retail Center including retail, service and restaurant space for rent in this multi.
use facility. Structural provisions for the possible addition of hotel space and future
expansion of other facilities is also contemplated,
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The Conference Center and Retail Center together would occupy well over 50 percent of the
usable square footage under this program lafter removing support and mechanical spacesj,
Flexibility in the use of spaces will allow the theaters to function as integral parts of the
Conference Center with plenary sessions, lectures and other formal gatherings using the theater
spaces to augment the various meeting rooms,
FINANCING, ORGANIZATION AND STAFFING
As part of the study, some attention was given to researching the availability of grants to support
such a facility, While more needs to be done, initial findings are not very promising, Grant
funding for capital projects for arts facilities is extremely limited and very competitive
throughout the country, Grant funding sources of any significance appear to be either a National
Endowment for the Arts challenge grant or possibly a challenge grant from the Kresge
Foundation,
It is recommended that CenterSpace, if realized, should be organized as a private, not-for-profit
facility owned by the City of Iowa City and managed under lease by a not-for-profit corporation
operating under the rules of Section 501(c1l31 of the United States Tax Code, Policy control will
remain with the City under this arrangement, while the 501lcll31 structure could receive and
accept grants and contributions to support operations,
At full operation, it is expected that CenterS pace would employ 18 to 20 full time staff persons
ranging from Executive Director to custodial workers, Heavy use of volunteer labor is
anticipated,
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OPERATIONAL FEASIBILITY
Detailed operational budget modeling revealed that CenterS pace, not unexpectedly, would
require ongoing support from the community, almost certainly including city government. This
study indicates that at full capacity, operation of CenterS pace would run a deficit of
approximately $182,000, This value could range from a low of $120,000 to a high of $250,000
depending on the actual performance of the more sensitive cost and revenue factors influencing
the bottom line,
Staffing and fixed operating expenses (heat, etc,l make up almost 60 percent of the cost side of
the model budget, Community support revenues Inon.municipall have been estimated at 33
percent of all revenues supporting operations, This is typical of similar facilities around the
coun try,
The revenues produced by the Conference Center and the Retail Center are crucial to the
budget figures, Together they would contribute 22 percent of operating revenue, One way to look
at these numbers is to conclude that the public services side of the project will cost the
community some $462,000 annually, But, the project is structured as a mixed use to include
retail and conference rentals that will offset the "public services" expense by $280,500, The
end result would be a shortfall of $182,200 for Iowa City to supply the total service package it
can offer its citizens and businesses,
ON. GOING CITY SUPPORT
Projections of operating performance from a purely fiscal standpoint would put the City in a
position of having to provide on.going support to CenterS pace, We have estimated tbe annual
amount to be between $250,000 amI $120,000, The high end of the projection is more in keeping
with the experience of other communities who are in this business, It must be noted, however,
that many communities underwrite their cultural or arts facility at a much higher level. The
midrange 1$182,000) amounts to 13,6 percent of total operational costs, This can be looked at as
the necessary general City support not covered by user fees, commercial entcrprise, patrons or
outsidc grants.
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SENSITIVITY ANALYSIS
Should SUPPORT REVENUE exceed the base case projection of $411,000 by the following
percentage amount the projected annual deficit of $182,200 will be lower by the corresponding
amount,
Percent INCREASE Over Base Case
+5%
+10%
+15%
+20%
+25%
Resultine Deficit
($161,650)
1$141,(00)
1$120,5501
1$100,000)
1$79,450)
Should SUPPORT REVENUE fall short of the base case projection by the following percentage
amount, the projected annual deficit of $182,200 in the base case will be increased by
corresponding amounts,
Percent DECR EASE From Base Case
Resllltine Deficit
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1$202,750)
$223,300)
1$243,8501
1$264,400)
1$284,950)
Should PRODUCTION REVENUE exceed the base case projection of $338,400 by the following
percentages, the resulting overall annual deficit of operating CenterSpace will be lower than the
base case projection of $182,200 lJy:
Percent INCREASE Over Base Case
Resllltine Deficit
+5%
+10%
+15%
+20%
+25%
$115,280
$148,360
$131,440
$114,520
1$97,600)
Should PRODUCTION REVENUE fall short of the base case projection by the following - ,
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corresponding amounts,
Percent DECREASE Over Base Case
Resultine Deficit
.5%
,,10%
.15%
,,20%
,,25%
$199,1201
$216,040)
$232,9601
$249,880
$266,800
Other ways to look at PRODUCTION REVENUE are to analyze the impact of increasing
average ticket prices expected to be realized above the conservative figure of $5,00 per seat
and altering the assumption of audiences support above and below 75 percent as used in the
base case, Assuming an average ticket price of $7,50 would dramatically lower the base case
deficit projection, Lowering audience participation by 15 percent would push the deficit to about
1$250,000),
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SENSITIVITY ANALYSIS
Increase in Avera!!!! TICKET PRICE
Resultin!! Deficit
$5,00 Base Case
$6.00
$6,50
$7,00
$7,50
$8,00
1$182,2001
1$160,600)
1$136,3001
$112,000
1$87,7001
$63,400l
If AUDIENCE SUPPORT turns out to be more or less than projected in base case 175% of
seating capacityl it will have a proportional effect on the base case budget projection,
Avera!!e AIIDIENCE PARTICIPATION Rate
Resultin!! Deficit
50%
60%
70%
75% Base Case
80%
1$272,2001
1$236,2001
1$200,2001
$182,2001
1$164,2001
Should the policy of heavy use of volunteers not work out as expected and additional FULL-TIME
STAFF need to be hired, the increase in the base case deficit will be higher by:
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Additional FULL.TIME STAFF
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1$249,3001
$282,8501
\$323,7001
$349,9501
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case projection, the impact on the budget deficit will be as shown,
PRODUCTION EXPENSE as a Percent Of
Productinn Revenues
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113%
112%
111 % Base Case
110%
109%
108%
$187,3001
$184,6001
$182,2001
$179,200
1$176,5001
$173,800
A weak commercial market could erode net retail rental. Should the retail space component
realize a vacancy rate as shown below, the budget deficit will be higher correspondingly,
VACANCY RATE of Retail Space
95.0% Base Case
92,5%
90.0%
87,5%
Resultinl! Deficit
$182,200
$185,950
$189,700
$193,450
Source: Camiros, Ltd,/The Golden Associates
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In pondering projections of fiscal performance for the proposed CenterSpace two important
factors should be kept in mind, First, the design and programming concept provide for a mixed
use project including large scale conference facilities and a retail component. These are both
extremely important to the fiscal and economic performance of the facility,
It is also very important to consider the degree of "support" revenue that has been projected in
this analysis, It could be that those members of the community who will support the facility will
do so at a higher rate than is projected above, In the sensitivity analysis the consultant looked at
what would happen to the bottom line if such support were increased or decreased in percentage
steps, While anything is possible, in our opinion it is unlikely, the Iowa City community would
not be inclined to provide support at the level projected 1$336,000 net of grants) through all the
various fund raisers and benefit opportunities, On the other hand, it would take a 55 percent
increase in community financial support to offset the projected $182,200 operating deficit
projected for the facility,
DEBT SERVICE
The projected facility would cost $16,500,000 if CenterSpace were built today, Assuming the
City were to finance the construction, a general obligation bond sale of $18,500,000 at 6% with
25 years to maturity would be required, This will result in $1,447,200 per year debt payments,
The resulting total capital cost, including interest and charges, is $36,180,000,
Assumption of $18.5 million in debt for CenterSpace does have an impact on the overall general
obligation debt to the City, There are two factors which influence the amount of debt the City
incurs. State law allows general obligation debt to be no more than 5% of assessed valuation,
and City Council pnlicy allows debt service levy to be no more than 25% of the total tax levy, In
FY93, the City's general obligation debt equals $14,790,452 or 16% of allowable debt as set by
the State, With the addition of CenterSpace at $18,5 million, the percentage of allowable debt
service would reach 37%, Within the context of the City policy, current debt service is 13% of
the total tax levy; with the addition of CenterSpace, this percentage would reach 19,5%-still
below the 25% limit, However, under the current capital improvements and debt financing plan,
the city would exceed the 25% limit by FY97 with the addition of CenterSpace,
The fiscal implications of CenterSpace are substantial. Yet so are the community benefits, Like
the City recreations program or the library, quality.of.life services cannot be expected to pay
for themselves, They are investments in people, the local economy and the City, Downtown
Iowa City would surely benefit from the activity CenterSpace would generate,
Substantial amounts of non.recoverable public and private dollars will need to be invested in
CenterSpace, The pay back for such an investment is the enrichment of the quality of life and
the provision of unique services to the entire community, The community, through its active
citizens and elected offiCials, need to determine whether Iowa City is ready to make such an
investment and if so, how each of the two components of the investment (capital cost and
ongoing operating support) can be afforded while fulfilling the service function of this project
concept called, CenterS pace,
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THE FEASIBILITY OF A PROJECT CALLED CENTERS PACE
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The idea of CenterS pace came out of the deliberations of the Arts Committee of the Iowa City
Area Chamber of Commerce and gained significance and weight through the desires and needs
of members of the Iowa City, Coralville, Johnson County community. For the CenterS pace to
become a tangible community resource, it must do so on its own merits, It must address real
community needs, and it must not overtax community resources, If the planning process that
has gone on for three years is to succeed in creating a bricks-and.mortar reality, it will take the
approval, commitment and resources of thousands more individuals and groups,
But the all. important first steps have been taken, However, before major resources-financial,
civic, municipal and volunteer-are devoted to pUlling an arts, cultural and conference facility in
place on the pedestrian mall in downtown Iowa City, the ability of the community not only to
build it but to use it, support it and most likely partially underwrite it must be explored,
This introductory chapter discusses the rationale behind the study and the process used to
complete it. The chapter contains three sections:
, Project Concept
· Purpose of This Study
, Process and Methodology
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PROJECT CONCEPT
The Iowa City Area Chamber of Commerce Arts Committee has conceptualized the project,
which it has named CenterSpace, as a conference and community cultural center serving
greater Iowa City from a downtown location, The activities, programs and spaces of
CenterSpace are to be interrelated in order to bring business, culture, shopping, education and
entertainment activities together in a symbiotic manner,
CenterSpace is seen as a mixed.use facility providing opportunities for community residents
and visitors to participate in a wide variety of programs, performances, exhibitions, events,
workshops, classes, conferences and retail offerings, Sited on the last urban renewal parcel in
downtown Iowa City adjacent to the Iowa City Public Library and Pedestrian Mall, CenterS pace
will be accessible to people of all ages, populations, incomes and artistic experience.
CenterS pace would serve the community by joining traditional and innovative cultural activities
Ivisual, literary, performing and electronic art~1 with educational opportunities larts, sciences,
history and culture) and commercial enterprises Istores, restaurants and conference facilities),
This integration is essential to the facility's concept and key to its success,
CenterSpace is meant to encourage lifelong learning, foster creativity, heighten intercultural
awareness, increase public participation in the community's arts and cultural opportunities,
complement and supplement current community and University activities, help meet basic
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community needs, enhance the community's economic development and serve as a capstone of
community pride and involvement,
PURPOSE OF THIS STUDY
The City of Iowa City and the Iowa City Area Chamber of Commerce, through its Arts
Committee, launched the study with the expressed goal of determining whether the
CenterSpace concept was merely a dream formed from a variety of wish. lists, a genuinely
needed civic facility beyond the community's reach, or a desirable and realistic civic jewel, The
Arts Committee formed an Executive Committee to carry out this investigation which has
monitored and assisted with this study from the outset.
Two critical questions need to be addressed to make this determination are:
· Is an arts/cultural/conference facility needed in Iowa City! Is there any unmet demand
for such a facility! Would it accomplish objectives not now being met by other facilities,
particularly those at the University of Iowa!
, If the answer to the first question is "yes," then under what conditions and circumstances
would the facility be feasible! How can it be structured and programmed to make it
affordable and manageable to a community the size of Iowa City!
Defining financial feasibility means balancing community needs against community resources.
In America, arts and cultural facilities by themselves rarely succeed in breaking even, There is
no way these kind of facilities can earn enough operating revenue to retire capital debt and
come close to breaking even from an operational standpoint. Reducing any support to the bare
minimum can be achieved through tight fiscal controls, lean staffing and program management
that drives towards a condition where the production of revenues approaches operating
expenditures, However, even with good management some level of outside support will most
likely be required,
Mixing non.art/cultural uses in with the basic arts uses is often employed to generate support
revenues, But, how much non.art/cultural activity is too much! Alternatively, to what degree can
the community underwrite a facility-and its programs-of this type! And what are the benefits
the community may reasonably expect from its commitment of resources! The Executive
Committee has struggled mightily with these formative questions and has arrived at a clear, if
still preliminary, position on what CenterSpace should become for Iowa City,
CenterS pace, as conceived at present, embraces the mixed use idea and deliberately includes
a number of non.art revenue producing uses to partially off-set operating expense, The notion of
deliberately including revenue-producing uses within a cultural facility may appear to some
purists to be "selling out", a degradatinn of the high plane and spiritual gratification of the
pursuit of art itself, However, it is only very recently in the history of art that art has been
produced in the absence of a system of patronage that virtually guaranteed the artist's
livelihood-but often directed the artist's efforts as weU, steering her or him away from certain
subjects and toward others,
The true cost of the arts, in terms of the time committed by its suppliers, the cost of their training
and the expense of outfitting them, and the cost of the physical facilities can never be recovered
through ticket prices and user fees, VirtuaUy every American arts organization and cultural
facUity must devote inordinate amounts of time to fund.raising and/or establish a for.profit
component or venture that helps to pay the operating bills, The money to build and equip such a
facility clearly must come from a source other than operating revenue,
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PROCESS AND METHODOLOGY
Determining whether it might be feasible to build and operate CenterS pace in Iowa City is the
underlying purpose of this study, and the driving force behind the process and methodology
used to complete it, The process moved through several steps:
, Definition of need, This step was initiated by the Executive Committee of the Chamber
of Commerce Arts Committee, in response to interest among community organizations
and individuals and the search for a productive use for the urban renewal lot adjacent to
the Iowa City Public Library, The Arts Committee conducted public forums, mail and
telephone surveys of arts groups and developed an architectural sketch for a potential
arts facility, These efforts uncovered enough need, interest and possibility !e,g" the
proposed uses could all lit on the targeted downtown site) to justify hiring a consultant to
conduct a thorough feasibility study,
, Identification of issues. Through this step, a variety of issues related to Iowa City's
demographics, arts market, arts providers, community interest and non.arts needs !e,g"
for meeting space) were explored in depth, Information was gathered from statistical
sources, cultural facilities in other communities, local agencies, local experts and
leaders, and the Arts Committee itself,
, Refinement of cancept, The Executive Committee's initial program was relined to
eliminate some spaces while adding others with the potential to generate revenue for the
facility while more directly serving community needs,
, Testing of ideas, A series of citizen focus groups was held to explore community
reaction to the cultural/conference center idea, Discussions revolved around the need
for the center, its impact on other facilities and vice.versa, its relationship to other
community needs, particularly school and recreational needs, and its effect on economic
development, the downtown and general quality of life, The results of these discussions
were used to further rcline the concept.
, Testing of feasibility, The refined concept was subjected to a complete costing and
linancial analysis to determine an estimate of capital and operating costs, This analysis
revealed the extent to which operating revenues might contribute to facility support, and
the extent to which underwriting might be necessary.
Throughout this process, the consultant has worked closely with the Executive Committee and
the city staff, At each step along the way, local input and staff coosultation kept the focus on
Iowa City's specific needs and economic realities, Feasibility for this project as presented
herein focuses on three components; the alignment of CenterSpaee relative to community
needs, the capital cost to build and equip the facility, and the commitment of resources to
operate the facility year in and year out,
[t is a foregone conclusion that substantial amounts of non.recoverable public and private
dollars will need to be invested in CenterSpace, The pay back for such an investment is the
enrichment of the quality of life and the provision of unique services to the entire community in
Iowa City, The community, through its active citizens and elected ollicials, need to determine
whether Iowa City is ready to inake such an Investment and if so, how each of the two
components of the investment Icapital cost and ongoing operating support) can be afforded while
fulfilling the service function of this project concept called CenterSpace,
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PROJECT CONTEXT
The first step in any planning process lies in defining existing circumstances and identifying
current and likely trcnds, Analyzing the feasibility for a cultural/conference center in Iowa City
required establishing the project's context in two ways, First, the Iowa City market was
evaluated, in terms of potential art providers and consumers and of existing facilities, And
second, public perceptions regarding the arts and the need for a new facility were gleaned
through key.person interviews and community focus groups, In the process, much attention was
given to the need for meeting spaces to augment those that now serve the market and
particularly the downtown area,
This chapter describes the context in which a cultural/conference center would be developed
within Iowa City, It consists of four sections:
, The Greater Iowa City Marketl
. Findings from Key.Person Interviewsj
. Findings from Focus GroUPSI and
, Lessons Learned,
THE GREATER IOWA CITY MARKET FOR THE ARTS
Profile of Iowa City Area Residents
Empirical evidence suggests that Iowa City would be a good location for a cultural/conference
facility, The community is economically stable, thanks to the University of Iowa and local
industrial growth, particularly in high-tech industries, Local businesses often point to the city's
quality of life as a primary motivation for their location and a primary draw for potential
employees, Iowa City is potentially the #1 choice for conferences in the state, University
programs alone, attract thousands of people each year, Alumni of the University of Iowa return
regularly to savor the memories, plot the changes and steep themselves in 10C.1l activities,
The educational attainment of the average Iowa Citian is also higher than even the high Iowa
average, most adults have undergone some college.level education, and nearly half hold
college degrees, This means that, although personal incomes are not high relative to the rest of
Iowa, disposable income in Iowa City is more likely to be spent on arts and culture than It is in
other cities,
Paralleling these characteristics is the experience of existing cultural facilltles, Attendance at
local performances is high, many community.based performance groups complain that they
cannot get good or even mediocre rehearsal or performance space because most appropriate
spaces arc always busy, Inexpensive rehearsal and prop. building space is virtually non-
existent, given the c,ity's solid economy and a shortage of obsolescent industrial and
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commercial buildings, Ticket prices for the performing arts arc relatively modest compared to
those at major facilities in larger cities, Competition for spendable dollars from other forms of
recreation in Iowa City proper is limited primarily to University sports,
Similarly, participation in non-performing arts is quite high, Arts classes sponsored by the City's
Parks and Recreation Department are routinely full, and many grassroots groups offer art
instruction, peer support and exhibit opportunities, Some of these organizations are doing so
well that they need permanent work and storage spaces to accommodate their members, Iowa
City has a very lively and active cultural liEe, The proposed facility would build upon what is
already an integral part of the community's character,
Other Facilities in the Area
The two principal performing arts venues in the Iowa City area are the theaters on the University
of Iowa campus and facilities in the City of Cedar Rapids, which is only 20 miles away, It is
important to assess this current supply of cultural facilities when examining the need for
additional spaces and determining the niche a new facility should fill.
The University is home to Hancher Auditorium, Clapp Hall, University Theater and Macbride
Hall. Hancher Auditorium is primarily a presenter of productions by others la roadhouse) and
accommodates more than 300 rehearsals and performances annually, Major artists and touring
groups that come to Iowa City perform at Hancher, in ballets, Broadway shows, concerts, operas
and recitals, Hancher holds an audience of 2664 and is the premier venue in Iowa City,
Clapp and Macbride halls are smaller and more specialized, Clapp is part of the music
department's facilities and is used primarily for department use, most often rehearsals, It has an
audience capacity of 720} like Hancher, its schedule is very full, Clapp is rented to outside users
about two weeks out of every year, generally a week to Iowa City schools and another week for
performances arranged by the Hancher management,
The theater department at Ul has Mabie Theater and Theater A and B, These three
performance spaces have capacities of 480 seats, 200 seats and 100 seats, The entire complex
is devoted exclusively to departmental use and is not available for public use at all,
Macbride Hall, located in the Pentacrest, is the predecessor to Hancher Auditorium, Though
well liked by many, it is mechanically in disrepair, It now hosts various performances at very low
cost as well as films for specialized audiences, As a university facility, Macbride is used as a
classroom 90 percent of the time,
The Main Lounge of the Union also hosts performance events regularly, It serves as an informal
presentation space without equipment normally associated with real theater facilities,
There are two arenas which serve the eastern Iowa-Western Illinois region, Five Seasons
Center in Cedar Rapids and The Mark in Moline, Illinois, Both are multi-use facilities geared to
large audiences and host everything from rock concerts to tractor pulls, As arenas, these
facilities fill a special niche and have limitations for the kinds of performance art they can
properly present.
Cedar Rapids Is also home to the Paramount Theater, It is a converted movie house retrofitted
for live performance and musical recitals,
The situation in the visual arts is somewhat different. Although a few galleries and an alternative
arts space have opened in Cedar Rapids, the city is not known as an art center in the way that
Iowa City Is, As for the University, exhibits and, to a somewhat lesser extent, classes are
focused almost exclusively on students and faculty, Neither venue offers an outlet for
community-based artists or arts education,
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The Iowa City.Johnson County Arts Council is housed in a below ground level space in
downtown Iowa City, The space is quite limited in visibility and access although their program is
exceptionally high quality, The Iowa Artisans Gallery, on the pedestrian mall downtown, is a
cooperative operation that displays and sells works by local artists, but it is very much a
commercial enterprise and its structure necessarily limits the number of artists who can
participate in it,
The University of Iowa Hospital and Clinics docs provide an extensive program for the display
of the visual arts, This program has been well received by the community and testifies to the
appreciation of and desire for a facility that provides a showcase for many aspiring or
avocational artists independent of some other principal use, Exhibits are often installed in Iowa
City wherever wall space is offered-schools, bank lobbies, restaurants, hospitals, shopping
areas, Classes arc sponsored by a wide variety of groups in a wide variety of locations, At
present, there is no single focus for the local visual artists' community, in spite of its relatively
large size,
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Profile of Iowa City Arts Organizations
In the late 1980s, the Arts Committee of the Chamber of Commerce conducted a survey of art
and cultural organizations in and around Iowa City, These organizations ranged from the Iowa
City Community Band to Access Iowa City la public.access television advocatel to Wellspring
Center for Dance to the Women's Caucus for the Arts, The media in which these groups work
ran the gamut from fine arts through crafts to popular arts,
Forty.seven organizations responded to the survey, and while some provided only sketchy
information about their activities, several conclusions could be drawn on the basis of what the
survey revealed:
, About two. thirds of the groups complained about the facilities they used, In decreasing
importance, the top three complaints were 11) not enough space, 12) the space was not
flexible enough to suit their needs, and 131 the group's activities were regularly displaced
by other activities, This response clearly indicated the need for additional arts space, for
rehearsal, performance, production, exhibit and c1asswork.
, There simply are not enough Friday and Saturday nights to satisfy the competing
demands of a host of performance groups, Nor can additional time be generated in the
popular Christmas and MaY/June end.of.season periods to accommodate all demands,
, Most of the groups ran on shoestring budgets, which is common among community
organizations of all kinds, In a few cases, proceeds from one show financed the next
show, Annual budgets of less than $5,000 were typical. Classes frequently cost less than
$ 10 per participant, and ticket prices were usually $5 or less,
, Most of the groups admitted that they could not pay additlonal-or, in some cases, any
rent for their space, even if it was significantly better than what they use now. This,
coupled with the groups' budgetary situations, docs not bode well for generating
operating revenues for the new facility,
· Out of the 47 groups that responded to the survey, not one emerged as a possible
"anchor" tenant-that single strong organization that can commit to a substantial
number of nights or a significant amount of paid for space,
Since the survey was completed, a few arts organizations have made significant changes in their
operation, Most notable among them is Riverside Theater, which in 1990 was producing only
four shows annually in a temporary space, Since then, the theater has moved into its own
building, whIch it in turn leases out to other groups, and puts on seven shows with 81
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performances, Riverside Theater might have emerged as the anchor for a new performing arts
facility, but it has gone its own way and is more than satisfied with its present arrangement,
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Facility Location
The first site suggested for the new cultural/conference facility was the last piece of Urban
Renewal property in downtown Iowa City, The site seemed ideal, for many reasons:
· The site is right on the pedestrian mall, which gives it excellent access and visibility,
· Parking is available nearby in city-owned ramps and on side streets,
, The site is a suitable size and it is properly zoned,
· The site is across the mall from the public library, a natural and complementary
neighbor to a cultural center,
, The site is ideal for creation of a strong gateway into the mall and downtown as a whole,
, A major new facility at this site would enhance downtown economic growth and vitality,
To ensure that other factors were not overlooked-for example, more readily available on.site
land freel parking-other sites were investigated briefly, However, the downtown site kept reo
emerging as superior, primarily because of its pedestrian orientation and the project's potential
to spur additional commercial growth, The downtown site is also viewed as being at the "heart"
of the community, in proximity to other civic facilities Ithe library, City Hall, and others! and
centrally located to the population it is intended to serve, In addition, downtown Iowa City is
highly accessible even to those without automobiles, such as children, persons of modest
means, senior citizens and students.
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FINDINGS FROM KEY"PERSON INTERVIEWS
Interviews conducted with members of the Arts Committee, elected and appointed officials and
other influential community members provided valuable initial insights into Iowa City's cultural
climate, market demand for meeting space, market characteristics and overall community
financial situation, Interviewees included University officials, arts patrons, business leaders,
educators, city officials, real-estate experts and artists, A complete list of those interviewed
appears in Addendum B,
It was through the interview process that the consultants first learned of the strong demand for
additional meeting space, This demand initially emanated-somewhat ironically-from the
University community, but it was also a constant theme of discussions with other community
members, Because of the University's wide.ranging meeting needs, which include continuing
education and certification classes as well as scholarly conferences, meeting space in Iowa
City is at a premium, Conferences that attract an attendance greater than about 200 cannot
meet in Iowa City in anyone location, which discourages them from coming to the city even
though the desire to do so is very strong, Large meeting rooms are more readily available than
smaller "break.out" rooms, State.of.the,art audio.visual equipment is in great demand and short
supply,
In addition to conference space, ordinary meeting space is limited, The meeting rooms in the
library are in such heavy demand by civic groups that many arc forced to find alternate
locations, In part this is because these rooms arc free, but available alternatives arc few and far
between,
In particular, community arts organizations arc constantly scrambling either to find affordable
loften free) space, or to move in and out of spaces quickly due to demands by other
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organizations, Good performance venoes are limited in number and rootinely booked on
weekends,
A third interview thread addressed potential use of a new facility, Strong arguments were made
for ensuring that the new facility provide "something for everyone," For some, this meant
providing artistic opportunities for persons of all abilities-in other words, no elitism, For others,
it meant ensuring access to all members of the community, regardless of age, income or place
of residence-particularly if puhlic funding was to be involved, Educators voiced the hope that a
new facility should operate much as the library does now, by being visually attractive, highly
accessible and equipped for and heavily used by all parts of the community, In particular, the
educators are concerned aboot the rising low and moderate income population in their schools,
and want to ensure that these relatively disadvantaged children have the same artistic
opportunities as the more well.off, who can afford private training, The principal need among
public.school students is for suitable performance and rehearsal space, rather than classroom
or exhibit space for visual arts,
The interview process also served as the first test of the community's willingness to pay for a new
facility, Although more clear direction would come from the focus groups held a few months
later, interviewees were first to suggest that the community's tolerance for higher taxes and
additional bond referenda would not be high, at least in the short term Inext 2.4 years!,
Ironically, the community lacks institutional resources for giving, The only locally hased
foundation is the Braverman Foundation which has a history of supporting Iowa City projects,
However, it is very possible that individual philanthropists may emerge to support this project.
Perhaps the most successful fund.raising effort in the community has been that conducted by the
University of Iowa Foondation and directed at enlarging the University's endowment fund, The
presence of the Foundation does provide Iowa City with a unique resource of highly
sophisticated and successfol fund-raisers. With the passage of time the success of the Ul
Foundation may pave the way for futore fund drives by raising the awareness and sights of
potentia! donors,
FINDINGS FROM FOCUS GROUPS
In January of 1993, a series of four focus group meetings was held to solicit input from the
broader-non.arts-affiliated-public, Participants in the focus groups were selected on the basis
of their involvement in the community and included leaders of civic organizations, business
leaders, educators and senior citizens, Each group was presented with the same questions:
1. What should be the role of the facility within the community! Assume that money for
construction and operations is not an issue, How does an "Arts Center" differ from a
"Cultural/Conference Center!" Where should the facility's emphasis be! on performing
artists' space! arts, literature and science education! conferences!
2, Where should such a facility be located! If the last downtown Urban Renewal property is
the preferred site, what special considerations should be taken in designing the facility!
Should it be connected to the Holiday Inn Inext door), the Public Library!
3, How should the success of such a facility in Iowa City be measured! by money
Iprofitability, break.even/self.supportl, or by service Iprovided to the greatest number of
community members and organizationsl1
4, What should be the public's involvement in such a facilityl management! ownership!
lease,backl some combinationl
5, To what degree would you or groups you are involved in make this project a priority for
political and financial supportl
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Although the discussions within each group emphasized particular questions over others, a
surprising degree of consensus developed regarding nine key points:
. In theory, it's impossible to say "no" to or to speak against a community
cultural/conference facility, It would clearly be an asset to Iowa City, a place to use,
show off and brag about to visitors, an indication that Iowa City has in a certain sense
"come of age," However, in practice, saying "yes" is difficult. How important is this
facility relative to, say, additional resources lor human services? school facilities?
additional recreation programs! a youth center! In an era of limited resources, the
trade.offs must be considered,
, Residents of Iowa City perceive that they are paying high property taxes already, In the
short term, they will not vote for anything that would add to their tax burden, e,g, a bond
issue to pay for and/or support a cultural center, As the economy strengthens, this
attitude may change, but for now a lot of people are worried about their futures, They do
not want to burden themselves with any "frills,"
. The results of the recent school. bond referendum INovember 19921 suggested that
people might not be willing to pay to support cultural facilities: The portion of the bond
issue that dealt with classrooms I"basics") was approved, while the issue for a new high
school auditorium and cafeteria ("frills") was defeated, lIt should be noted that 57% of
the voting public endorsed the auditorium and cafeteria, however, Iowa law requires a
60% majority for passage of school bond initiatives), Several participants argued that
people tend to judge issues on their individual merits, rather than associating them with
one another, therefore, the school bond vote is no indication of the potential success of a
community cultural center, In fact, people might view it as having wider applicability and
therefore greater appeal.
. A widely expressed opinion is that the community's highest priority should be for school
and youth programs, Including a youth center as part of the building program was
suggested several times, not only to meet a community need but as a way of offering
"something for everyone,"
. There is some confusion about just what this facility is supposed to be, Some people
believe it would compete directly with existing UI facilities, such as Hancher Auditorium,
There is little understanding of how busy Hancher and other university venues are, and of
what this facility would mean to community artists, performers and service groups,
, Conference and exhibit space were highly regarded as a way of providing revenue for
operating the facility, Many people are aware of how tight meeting space is now, some
are even aware that Iowa City cannot attract conferences above a certain size because
there is not enough space, The only major concern here is Hnding lor buildingJ
convenient hotel rooms for conferees,
, Public management of the new facility is crucial if it is to truly serve the community, This
does not necessarily mean city management per se, but it does imply public oversight,
, Downtown is the place for this facility, Any othcr location would not be perceived as the
cultural "center" of the city, it would not lend itself to retail rentals and other ancillary
uses, The facility would bring additional visitors into downtown, complement existing
cultural facilities, and provide direct economic beneHts in the form of increased sales
and higher property values,
, Parking downtown will always be an issue, whether or not there is actually enough, In
particular, parking for conferences might be problematic because of its long.term nature.
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LESSONS LEARNED
A variety of valuable conclusions were drawn from all these investigations, These are
summarized below,
, The optimal site for a cultural/conference facility is downtown Iowa City,
· Provide facilities that are not available elsewhere in the community,
· Keep dedicated spaces to a minimum, Flexibility and multiple use of spaces are critical.
· In designing and programming the facility, be sure to consider how this facility can
contribute to and assist in downtown economic development and strengthen other
downtown businesses,
· Build in elements that complement and dovetail with school and library programs and
needs, This will help to broaden potential use of the facility and encourage support from
a wider variety of citizens,
, Focus on education for community members of all ages and abilities,
, Mix meeting facilities with the cultural facilities, Conference income can carry culture
to a significant extent. Many spaces can be designed to accommodate both meeting
needs and cultural pursuits,
· Do not oversize facilities, Unused space will be viewed as a failure,
· Do not attempt to meet all the needs of all the arts groups and individuals in this one
facility, Many arts organizations in the Iowa City area need more or better spaces, but
few can afford to pay for them, Some needs will necessarily continue to go unmet,
· Remain mindful of the impacts on both the capital and operating budgets of each element
to be included in the program,
, Avoid locking in large staffing needs at the design stage, Make sure that paid staffing can
be kept lean until use of and revenues from the facility grow enough to sustain more
employees, Maximize the use of volunteers,
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PROJECT DESCRIPTION
Gaining a thorough understanding of the context in which the new facility would appear was an
essential prelude to determining what that facility should "be" to Iowa City, This understanding
enabled both the Arts Committee and the consulting team to articulate a concept and purpose
for the facility, and to determine what it should and should not include in terms of activities and
spaces to accommodate those activities, This, in turn, led to the development of a capital budget
for construction and furnishing of the project that came to be known as CenterSpace,
This chapter describes the process that led from the facility concept to a meaningful cost of
building and equipping it, The chapter contains five sections:
. CenterS pace: The Concept
. Statement of Purpose
. Activities Within CenterS pace
. Building Program and Space Allocations
. Projected Capital Cost
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CENTERSPACE: THE CONCEPT
The critical question in focusing the project in order to test its service and fiscal feasibility is:
What will serve the Iowa City community bestl This question directed the planning process
beyond the "wish.list" stage and into setting strategic goals for facility definition and program
development. And in fact, five strategic goals emerged from consideration of that one critical
question:
Priority #1: Provide performance and exhibition space for the arts and humanities,
Provide modest, professionally designed and appointed theater and gallery spaces
appropriate to the performing and visual arts, sciences, local history and community
achievements, A traditional proscenium theater with 500 seats and a "black. box"
theater with 250 scats Ifor experimental works, recitals, cabarets, classes, meetings,
etc,l, plus customary support spaces (green room, dressing rooms, etc,j in addition to
appropriate space for the display of the visual arts would be the minimal
requirements for meeting the ,community's performing and visual arts needs,
Priority #2: Provide state"of"the.art meeting space. Develop an attractive, centrally
located, adaptable, professionally equipped and region.serving conference{ meeting
center that will significantly expand the potential for Iowa City to attract association
gatherings and increase downtown business activity, A strong, urgent and certifiable
need for such a facility was expressed by potential users In the commercial,
municipal, university and public,school sectors, as well as by the cultural groups that
initiated the planning process.
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Priority #3: Expand educational and personal growth opportunities, Provide an arts
learning environment fur citizens from pre.schuolers to seniors, Through an
assortment of flexible studios and classrooms, address some of the unmet needs of
the public schools, city Parks & Recreation Department, University of luwa and other
community educational and cultural agencies to extend and improve their reach or
the accessibility of their services, This commitment of spaces will appreciably
enhance the role of the arts in the community, elevating them to a level of high
visibility and priority,
Priority #4: Provide a center for community dynamics, Build a community "meeting
house" that provides a flexible and functional setting for the social, political,
professional, civic and religious dynamics of Iowa City, Activities that might be
accommodated cover a wide range-club meetings, workshops, professional
seminars, political debates, chess tournaments, fashion shows, ecumenical services,
public hearings, community forums, etc, In this way, the facility becomes the
platform for the human infrastructure of Iowa City, and acceptance and ownership of
the facility by the community will be accelerated,
Priority #5: Enhance the commercial environment, Improve upon the generally
healthy retail/commercial atmosphere of Downtown Iowa City by attracting
additional street.level shops, boutiques, books stores, cafes, commercial art galleries
and service providers, and adding a well.designed, major public building,
Priority #6: Provide a mutually supportive environment between the community's arts
and cultural activities and the community's business, educational and recreational
activities,
These strategic goals are based on four premises which the consultant feels are fundamental to
the long.term success of the facility being proposed, These are:
I. Conference Carries Culture, The high priority given to revenue.producing programs
Iconferences, trade shows, retail rentals, etc,) is ultimately in the greatest self.interest of
the cultural and arts groups, The funds generated by these uses will go a long way toward
softening the impact of the deficits endemic to arts and culture centers, In short, the arts
will be supported by successful commercial ventures,
2. Space Is Fluid, For the facility to function well, there must be a built.in resilience to the
uses of its internal spaces, For example, all spaces must be considered meeting spaces
(e,g., the main theater may be used for plenary sessionsj, All spaces arc learning
spaces-anywhere people can assemble on a regular basis can be a classroom, And all
wall surfaces arc art exhibition places,
3, Priorities Drive Building Program. Each of the five priorities carries with it special
demands for staffing le,g" a year.round art gallery may need a staff curator)l building
services (fast turn.around time between events demands a highly skilled, two.shift
housekeeping staff" and equipment (state.of.the.art, high,tech communications and
audio.visual equipment make a conference center competitivel,
4, The Pacility Must be Used Night and Day. A dark, unused building is a drain on
community resources, The building must be actively and visibly used, day and night,
seven days a week, to justify whatever commitment of tax dollars may be involved, At a
minimum, the facility should be In use 75.80% of the time, This means the facility must
be designed and aggressively marketed to achieve a vigorous mix of conference,
community and cultural events,
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In addition, the Iowa City Area Chamber of Commerce Arts Committee added two more
premises:
5, The facility must provide service to the community as a whole, not just to a select "elite",
6, The facility must be available to community groups, regardless of their ability to pay for
their use,
Drawing on these conceptual ideas, six potential models for CenterSpace were identified:
I. CenterSpace as a road house, providing "four walls" to receive outside productions and
little else, Road houses usually have limited staffing and virtually no in.house productions
or promotions, Examples of this type of facility include most municipal auditoria in
America, the Schubert Theaters, and others, Hancher Auditorium on the University of
Iowa Campus comes close to fitting this description,
2, CenterSpace as a production house for Iowa City productions, in which the management
produces or co. produces its own theatrical, musical or other shows and requires in.
house scene and costume shops, marketing staff, and the like, Riverside Theater in Iowa
City is an example of this kind of facility,
3, CenterSpace as a school house, committed to arts education, includiog curricula,
studios, classrooms, rehearsal rooms, practice chambers, etc, This type of facility may
also rent space and produce shows of its own, but the focus of its activities is the arts
learning experience,
4, CenterS pace as a community center, a facility that provides accommodations that
actively encourage community organizations Iclubs, leagues, professional associations,
churches, etc,! to conduct their business, have meetings or hold events in the facility,
5, CenterSpace as a conference and meeting facility that operates as a business renting
unique meeting facilities to a variety of users, both local and non.local.
6, CenterSpace as a multidisciplinary and multi-use facility which combines the above,
provides for the study, creation, exhibition, performance and evaluation of music, dance,
theater, painting, sculpture, ceramics, etc" and for interdisciplinary experiences that
fuse the arts with commerce and normal daily activities,
Most cultural facilities play multiple roles, largely due to the need to generate revenue to keep
the doors open and the building active, Whether programmed or not, cultural facilities demand
constant infusions of money for debt service, staff wages, heating and cooling, maintenance and
repair, insurance, and other necessities, The more roles they serve, potentially the more
revenue they will generate and the less underwriting will be required,
STATEMENT OF PURPOSE
For these reasons and many others suggested by the local context and community input, the
concept of CenterS pace as a combined conference/arts multidisciplinary facility was selected
as the most appropriate model for Iowa City, The mission statement developed by the Iowa City
Area Chamber of Commerce Arts Committee reflects this choice:
CenterSpace: A place to gather, celebrate, enloy and learn
CenterS pace is a mixed-use facility providing opportunities for all community
residents and visitors to participate in a wide variety of programs, performances,
exhibitions, events, workshops, classes, conferences and retail offerings, Located on
the urban renewal land in downtown Iowa City adjacent to the Iowa City Public
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Library and Pedestrian Mall, CenterS pace draws people from throughout the
community and bolsters the tourism economy of the city, It is accessible to people of
all ages, populations, incomes and artistic experience,
CenterS pace serves the community by joining traditional and innovative cultural
activities Ivisual, literary, performing and electronic arts I with educational
opportunities lin the arts, sciences, history and culturel, conference and meeting
lacllities and commercial enterprises (stores, restaurants, lodging and conference
facilitiesl, This integration is essential to the facility's concept and key to its success,
CenterS pace encourages lifelong learning, fosters creativity, heightens intercultural
awareness, increases public participation in the community's arts and cultural
opportunities, complements and supplements current community aod University
activity, helps meet basic community needs, serves business needs, enhances the
community's economic development, and serves as a capstone of community pride
and involvement.
The Arts Committee has expanded on the meaning of this mission statement by delineating the
seven key roles to be played by CenterS pace, Each role becoming a "CENTER":
A Conference Center providing full facilities for moderate-sized meetiogs, symposia
and workshops,
An Information and Gathering Center providing community-wide information for area
residents and visitors, ticketing for events in the facility and elsewhere in the
communitYl the main lobby as a "great hall" for receptions as well as performance
support, and scheduling for events in CenterSpace and elsewhere in the community,
A Discovery Center of changing exhibitions involving hands.on participation for
persons of all ages, in topics ranging through the arts, culture, science, medicine,
history, the environment and commerce, and also space for arts education and
workshops,
A Visual and Literary Arts Center with meeting, exhibition and installation space,
which shares performing arts center's lobby space,
A Performing Arts Center providing mixed-use performance spaces for community
performers and troupes touring companies, community events and weekday
conferences, This center also provides production and backstage areas and
rehearsal space,
A Communications Center providing service to the facility and to the community at
large, producing and promoting puhlic.access television and the electronic arts,
A Retail Center including retail, service and restaurant space for rent in this multi-
use facility, Structural provisions for the possihle addition of hotel space and future
expansion of other facilities is also contemplated,
ACTIVITIES WITHIN CENTERSPACE
CenterSpace's goal is to accommodate 2,800 events annually, or 7.8 per day, every day of the
year, These events may include meetings, educational programs, formal rehearsals,
performances and special occasions lopenings, receptions, private and business gatherings,
public hearings, etc,),
Addendum C presents a recent annual report of the Flynn Theater in Burlington, Vermont, a
facility with many of the same goals as have been conceived for CenterS pace, The report
14
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highlights the artistic and cultural activities that occurred during the previous year, The Flynn
Theater's foundation is its function as a home for community events, Locally produced theater
and concerts keep the facility busy night after night when added to a busy schedule of
complementary lOuring events, Flynn has a strong arts education programs and is a source for
local artists, Outside activities also fill out the calendar, These activities included Broadway
shows and other touring events, such as Les Ballets Africans and the San Francisco Mime
Troupe, dance events, musical performances ranging from the Metropolitan Opera to the
Chieftains to the Cowboy 1unkies, quality family entertainment that included both theater and
music, special events, such as Garrison Keillor's American Radio Company show and the live.
day Discover 1azz Festival, new productions by contemporary musicians and playwrights, use
by the University of Vermont Business School, and a wide variety of clinics, workshops, masters
classes, training programs, outreach programs and school programs,
The Flynn Theater's annual menu provides a window on the many activities that could also be
accommodated by the proposed CenterS pace, This theater acts as a presentation venue, a
production house and an educational facility, which comprise about half of CenterSpace's
proposed roles, CenterSpace will also host moderate-sized non.arts meetings and conferences,
and contain revenue.producing retail activities, In addition, CenterSpace will fill a broader
community demand for educational and meeting opportunities provided by a variety of
community organizations, including the city Parks and Recreation Department, the University of
Iowa, and others,
BUILDING PROGRAM AND SPACE ALLOCATIONS
Each of the different spaces within the CenterS pace serves one of three major categories:
, Essence of the facility: educational program, performing arts, electronic communication,
visual and literary arts spaces,
. Revenue producers: retail, conference and reception space,
. Necessary to facility function: ticket and information, administrative, storage, circulation
and mechanical spaces,
As the building program for CenterS pace evolved through the planning process, these three
groups arranged themselves into the various "centers",
A series of options for allocating space to these linked centers was developed by the Design
Subcommittee of the project's Executive Committee appointed by the Chamber of Commerce
Arts Committee, These options reflected different assumptions regarding the overall size and
range of users to be accommodated within the facility, To some extent, they also reflect
evolution of the mission of the facility, The activity.center options are shown in Table I, on the
next page, Each center's ancillary functions and space needs are set forth in Table I and
described in the text that follows,
Discovery Center
Discovery Center will be a "hands-on" exhibit and arts education space designed to encourage
multiple visits by each visitor, This concept is modeled after the most recent generation of
science and children's museums, in which exhibits are no longer passive, meant only to be
"looked at", but are increasingly active, meant to be touched and manipulated by exhibit-goers,
Unlike science museums, however, the scope of this part of CenterSpace will be broad enough
to include not just science but also history, commerce, arts, culture and other topics with
relevance to the entire community and region, Discovery Center may emphasize achievements
and events in eastern Iowa, including local history and biography, community issues,
geography, inventions, personalities, business, medicine, sports and other topics,
15
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BUILDING COMPONENTS AND SQUARE FOOTAGE
THE CENTERSl11 SIZE IN SQUARE FEET PERCENT OF TOTAL
The Conference Center 30,000 27,8%
The Information and Gathering Center 6,300 5,8%
The Discovery Center 4,200 3,9%
The Visual and Literary Arts Centerl2) 4,700 4.4%
The Performing Arts Center 19,000 17,6%
The Communications Center 3,000 2,8%
The Retail Center 15,000 18,9%
Support Space .2J.&.QQ 2U'&
ladmin" halls, mechanical, storage, etc,)
TOTAL FACILITY SQUARE FOOTAGEl31 107,800 100%
(1/ Many spaces will serve dual use following the principle of flcxible space, For example, the 500 seat
theater can be used by the Conference Center as wcll as the Perfonnance Center,
(21 All walls in the center should be considered display space thereby augmenting the formai exhibition
gallery included in the Visuaiand Literary Arts Center,
13) All spaces should be designed in full compliance with the regulations and criteria of the Americans
with Disabilities Act of 1990,
Source: Executive Committee of the Chamber of Commerce
Arts Committee/Camiros, Ltd,/The Golden Associates
Visual and Uterary Arts Center
This center will include a gallery and installation space complete with office and secure storage
areas, It will require proper gallery lighting and humidity control. In addition to separate space
of its own, this center will share part of the lobby/Great Hall for exhibition purposes, The gallery
will not only enhance the theater.going experience but will provide much.needed animation in
the lobby area fa part of the Information and Gathering Centerl during the daytime when the
theaters arc not active,
In addition to this dedicated space, all wall surfaces in CenterSpace will be regarded as exhibit
space, as will public floor areas Ifor placement of three.dimensional arts), Providing ways to
secure certain of these areas must be incorporated into the building design process, Other parts
of the facility-lobby, theater, classrooms-may also be used for literary activities, including
poetry readings and writing classes,
Complementing the gallery will be more traditional classrooms and studios, The building
program will also provide four studios that would be suited lor instructional use in such activities
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as painting, sculpting, weaving, photography, print. making, etc, Two of thc four spaces would bc
fitted with plumbing for wet activities, Each studio is 900 square feet in sizc and has a small
storage room, An office for supervision of the arts education program will also bc provided,
Performing Arts Center
The performing arts demand three primary areas within CenterS pace: a main theater, a flexible
or black.box theater, and ancillary production and storage rooms,
The main theater/lecture haJJ is intended to be a fully equipped, acoustically excellent
performance facility designed to accommodate a varied program of performances, including
dance, drama, musicals, film, concerts, civic meetings and conferences, The theater may be
constructed on two levels to provide an enhanced feeling of intimacy for programs that attract a
less-than. capacity audience, This theater will have a grid fly space, resilient dance stage, and
fully equipped grid system which will accommodate rigging, lighting and sound systems, It
should also include state-of-the.art audio.visual equipment to attract and accommodate
conferences, seminars and workshops,
The theater will provide at least 500 fixed scats with the possibility of adding 28 seats to the
stage extension when it is positioned at the seating level. The seating arrangement may be
changed to accommodate different stage configurations, The proscenium.style stage will be
capable of extending into a modest thrust stage by utilizing a hydraulic stage lift. The theater
will be equipped with an orchestra-pit lift that can create a stage extension, It will include a fully
equipped grid system, At its lowest level, the orchestra pit will hold 16.20 musicians,
The proscenium opening and side stages will be sized to accommodate dance performances
which, of all the performing arts, requires the most stage area,
The theater will require three distinct control rooms, Both stage lighting and sound will be
controlled from rooms located at the rear of the orchestra seating level. Follow spots and film
projection will be handled from a single booth located at the rear of the balcony,
The flexibie or "black box" theater is primarily intended for plays, rehearsals, small recitals
and experimental works, It will be equipped with a sprung floor suitable for dance, a grid-and.
catwalk system for lighting, and direct access to the lobby area and theater support areas, This
type of facility is most often in demand for experimental theater presentations, children's
programs and other types of informal theater or performance, It would be designed and
equipped to be acoustically superior,
Supporting both theaters will be a variety of service areas, Dressing rooms will accommodate a
minimum of 55 performers in several dressing rooms: including principal dressing rooms, quad
rooms, chorus dressing rooms and musicians' changing rooms, These rooms will be located
between the main theater and black box theater, Each room wiil be furnished with appropriate
showers, sinks, toilets and telephones, The chorus changing rooms will each accommodate IS.
20 performersl the musicians' dressing rooms will accommodate a total of 20 performers,
The performers' green room will be located close to and on the same level as the dressing and
changing rooms and will be equipped with a kitchenette,
Other spaces to be provided for the performing arts center arc a wardrobe/costume room, 4
production of/ices, a maintenance shop, two backstage lavatories, and shared receiving and
holding space,
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The lower level of the building will offcr 30,000 square feet of conference and exhibit space that
may be directly connected to existing meeting facilities in the lower level of the Holiday Inn
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abutting the property, Part of the purpose of the conference space will be to expand the very
tight meeting.room market in Iowa City, Also, as with the retail space, the conference area will
generate revenues to help offset operating deficits in other activity centers,
To integrate this area with the cultural facilities at grade and above, the lobby might be designed
as an open, two.level atrium that would scrve as a lobby for the theaters, a reception area for
special events, entry and public.staging area for conferences, and informal art exhibit space,
The multi.purpose activity rooms and thcaters could also be made an opcrational part of the
confcrence center, as and when need ariscs,
Information and Gathering Center
.
The central feature of the Information and Gathering Center will be the facility's signature
space-The Great Hall. The Great Hall is seen as a spcctacular, dramatic space to serve the
community as a unique reception area for everything from business receptions to private
weddings, The Great Hall also doubles as the lobby for CcnterSpace theaters and exhibit space
for visual art displays, Within the Information and Gathcring Center, which is conceived as one
flowing space, will be a community information arca and a community ticketing operation, These
two areas would function togethcr to offcr a single downtown location for pcople to find out what
is going on in the community.at.large and to purchase tickets for events that are going on at
CcnterSpace, and elsewhere in the community and region,
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Communications Center
Thcre is a unique opportunity to integrate the operations of public.access television into the
proposed center, This will provide a single, easily accessible and highly visible site for
community. based public television, allowing live or taped production of activities in the
performing arts theaters, all meeting and classroom areas and the cxhibition area, This
arrangement will also permit joint use of all three components of CenterSpace in most
conferences, presentations and electronic meetings, The communications facility will include
production space and offices, (No dollar allowance for the technical furnishing of the studio has
been included in the cost projections,l
Support Space
A variety of support spaces are also called out in the building program:
, storage areas for musical instruments, electrical equipment, sound equipment, stage
properties, draperies and janitorial suppliesJ
. public areas, including the lobby, public toilets, check room, concession area,
housekeeping and theater management,
. clrculatlon areasJ
. space for meclJanical equipment Iheating, cooling, circuit.breakers, etc.), and
, space for administration and support facilities to be shared by community arts
organizations.
An allowance of 3,300 square feet has bcen made for administration of the complete facility,
This space allocation may bc adjusted as operating policies are more clearly dcfined, This
space would include offices for 6 staff members, reception area, two rooms for use by
volunteersJ washroomsJ and support and storage space,
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Fifteen thousand square feet of tenant.ready, unfinished retail space will be provided, Retail uses
will generate revenues to help oHset projected operating deficits associated with the arts
facilities, Businesses to be encouraged may include restaurants, coffee houses, book stores, art
gaileries or print shops, and other businesses, Storefronts should open onto the pedestrian mail
and/or the lobby,
PROJECTED FACILITY COST
The Executive Committee worked very hard to refine their vision of the CenterS pace facility and
its spaces vis.a.vis cost and perceived aUordability, Based on their work and consultations with
local architects, construction cost estimates were developed and applied to the building program
described in the previous section of this chapter, This facility, totaling 107,500 square feet in
size, would cost roughly $16,500,000 in 1993 dollars, The $16,500,000 figure includes ail
construction costs, development costs, equipment and furnishings, and a financing fee,
Table 2 shows the projected cost of each Center, each space within that Center, ail contingency
expenses, furnishing costs and "soft" development costs, Please note that these amounts are
1993 costs and can be expected to go up hy the time actual bids might be received, An annual
cost increase of 2,5.4,0% should be assumed, based on recent trends in the construction
industry, This means, for example, that in 1997 the cost of putting this project together could be
inflated to $18,500,000,
The projected construction (building.onlyl cost, based on the building program described on the
preceding pages, is just over $11,000,000, On average, the construction cost per square foot lin
1993 dollars I is estimated at $103,00, With the additional cost of ail furnishings 1$2,930,000),
development expenses labout $2,314,0001, and a one percent finance fee 1$163,1691, the total
projected capital cost is $16,500,000,
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DETAILED BUILDING COMPONENT PROGRAM AND CAPITAL COST ESTIMATES
CENTER BUILDING COMPONENT
SQ, IT, EST, COST
CONFERENCE CENTER
Finished Space
Subtotal
30,000 $3,000,000
INFORMATION AND GATHERING CENTER
Lobby/Reception Hall 1600 patronsl
Box Office
Concession
Control/Public Toilets/Storage/Check
Subtotal
4,000
700
200
1,400
6,300
DISCOVERY CENTER
Activity / Exhibit Area
Staff Offices
Storage / Support
Subtotal
3,500
300
400
4,200
VISUAL AND LITERARY ARTS CENTER
2 Multi.Use Activity Classrooms (30'x30'1
2 Dedicated Studios (30'x30'1
Exhibition Gallery
Storage Rooms
Subtotal
1,800
1,800
800
300
4,700
PERFORMING ARTS CENTER
Main 50IJ.Seat Theater
Seating area
Orchestra pit lift
Stage
Gridiron & Galleries
Rehearsal/Black Box
Production Galleries
Control
Production Support Spaces
2 Principal Dressing Rooms
4 Quad Dressing Rooms
2 Chorus Dressing Rooms
Wardrobe / Costume Room
Production Offices 141
Backstage Lavatories 121
Green Room
Receiving and Holding (sharedl
Maintenance Shop
Musicians Change Rooms (21
5,000
400
2,400
2,400
2,600
100
300
1,000
900
400
480
70
400
700
400
400
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$84,000
$18,000
$154,000
$736,000
$350,000
$27,000
$36,000
$413,000
$162,000
$162,000
$96,000
$27,000
$447,000
$600,000
$48,000
$288,000
$288,000
$286,000
$11,000
$24,000
$81,920
$72,000
$32,000
$38,400
$5,120
$32,000
$56,000
$32,000
$32,000
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$500,000
$100,000 I
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DETAILED BUILDING COMPONENT PROGRAM AND CAPITAL COST ESTIMATES
CENTER BUILDING COMPONENT
SQ, IT, EST, COST
FURNISHINGSIEOUIPMENT
Theater Seating
Stage Rigging / Draperies
Performance / Lighting
Sound I Paging / Intercom
Acoustic Shell
General Furnishings
Conference Center Furnishings
Discovery Center Furnishings
Mechanical Equipment
Subtotal
DEVELOPMENT SOFT' COST
Architectural and Other Design (10%)
Legal and Accounting
Development Fee (3%)
Construction In terest Allowance
Financing Fee 11 %)
Subtotal
TOTAL ESTIMATED PROJECT COST
Source: Camiros, Ltd,/The Golden Associates
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IV
ORGANIZATIONAL STRUCTURE
It is not enough simply to build CenterSpace, Given the imperative that this facility serve the
community, how it is organized and staffed also becomes a crucial consideration,
This chapter discusses how CenterSpace should be set up, with respect to:
, Capital financing,
, Organizational status,
. Ownership, policy control and management, and
, Staffing,
FINANCING
An assessment of the various funding sources available to help finance capital expenses
associated with the construction of a community cultural/conference center in Iowa City has
revealed that funding sources may be limited, While there are countless grants offered through
public as well as private foundations specifically earmarked for the arts and cultural endeavors,
a large percentage tend to be geared toward providing funding only for programmatic purposes
ILe" a grant awarded to a playwright lor a theatrical production, or funding for a particular
exhibition in a museum, etc,l, Aside from grants for program expenses, other grants exist that
may be awarded for operational costs, fellowships, endowments, equipment purchases,
research, and on. going service deliver programs, Therelore, this particular assessment focuses
on those federal, state, and private grants awarded for capital construction expenses,
Frogrammatic and similar grants were not explored because of the difficulty of determining
whether a specific grant would be applicable for the programs or operations of the center when
the programs have yet to be specifically determined,
Private Grants
Information was requested from seventeen lowa.based loundations who potentially award grants
for arts facility capital projects, Thirteen foundations responded with twelve of these thirteen
classifying this project as ineligible for funding because of geographical considerations li.e"
foundation serves greater Des Moines area only, Van Buren County only, Cedar Rapids, only,
etc,!, IThe thirteenth foundation is questionable as a funding source,! Ten other private
foundations located throughout the United States were also contacted regarding grants awarded
for capital projects associated with arts facilities. Nine responded and, again, all but one limited
giving to communities in which they arc based,
However, one of these national foundations is a potential source of funding for the capital costs
01 an arts facility, The Kresge Foundation awards challenge grants for capital projects, including
construction of buildings, to tax, exempt charitable organizations, As challenge grants, they are
Intended to stimulate new, private gifts in the midst of an organized fund raising effort. At least
20% and sometimes as much as 50% of the private fund raising goal should be raised before
applying to the Foundation, Competitive proposals have requested grant amounts which range
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lrom one-lilth to one-third 01 the balance that must be raised to complete the campaign alter the
Trustees' decision regarding lunding, The Foundation emphasizes that the grant is not a matchl
rather, it challenges the applicant to raise the balance ollunds to complete lund raising cllorts
by an agreed upon deadline, The Kresge Foundation, as a possible source ollunds lor a capital
project, should be lurther investigated,
One important consideration in applying lor lunding through private loundations is that the
majority 01 them limit giving to non-profit organizations that are classilied as tax exempt under
Section 501lcJl31 01 the Internal Revenue Code, The City of Iowa City as an organization does
not qualify under this code, Therelore, it would be necessary lor a non-prolit organization which
would qualily as a Section 501lcll31 organization to be lormed, il application lor grants lrom
loundations with this stipulation is to be considered,
Federal Grants
The evaluation 01 grant lunding lor the cultural/conlerence center project has revealed that
money may be available through the Challenge Grant and Design Arts Program Grants
sponsored by the National Endowment lor the Arts INEAI, The NEA is unlike the private
loundations previously mentioned in that it is an independent agency 01 the Federal
Government, Furthermore, grant amounts lrom the NEA are much higher that those typically
given through private loundations, The Challenge Grant is specilically lor construction,
renovation, purchase 01 a lacility, or purchases 01 equipment and fixtures with grant amounts
ranging Irom $75,000 to $1 million, Challenge Grant recipients must meet a 4 to I matching
requirement. Applicant eligibility lor NEA grants is limited again to non-prolit organizations, but
also include organizations that are a unit 01 either state or local government.
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The Design Art Program Grants, also sponsored by NEA, locus on providing lunding lor design
projects, Specilically, project grants lor arts lacilities design supports organizations, including
local and state governments, seeking to research, devise and/or implement projects that will
contribute to the advancement 01 the design process in the creation ollaciIities that are intended
to accommodate the specilic artistic needs 01 a community, Grant amounts range from $5,000 to
$25,000, and matching requirements are at least 1 to I.
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State Grants
Funding at the state level lor arts facility capital projects is extremely limited, The Iowa
Department 01 Cultural Allairs administers the Iowa Community Cultural Grant Program which
mainly lunds programs, Grants have been awarded lor capital projects, in amounts between
$1,000 and $25,000,
Other Grant Categories
The above assessment locused on funding sources specilically earmarked for the arts and
cultural endeavors, Other lunding categories should be explored, such as sources which lund
projects that provide innovative solutions lor complying with the ADA requirements or providing
unique opportunities in an arts laeility lor persons with disabilities,
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Grant funding for capital projects for arts facilities is extremely limited and very competitive
throughout the country, Grant funding sources of any significance appear to be either an NEA
challenge grant or possibly a challenge grant from the Kresge Foundation, Other appropriate
private grant programs may exist in the country, and further exploration of these sources should
continue should the proposed project progress through subsequent development steps,
ORGANIZATIONAL STATUS
There are four potential ownership patterns for the facility: public, quasi-public, private non.
profit, and private for-profit, There are advantages and drawbacks to each,
Public facilities-that is, (acilities owned by the public-pay no taxes, They are treated under
state law as public agencies, with all the attendant legal and accountiog burdens associated with
public agencies, Under this model, the government lcity or countyl manages the facility either
through the office of an appointed director, or through a department that reports directly to the
mayor or administrator,
Strengths:
. a reasonable guarantee of annual funding,
, access to most or all municipal support services,
. a clear mandate to serve all citizens,
Wealmesses:
, the danger that a new administration will alter priorities and support (or the facilitYI
, the politicizing of management, an extreme sensitivity to the whims and complaints
of the city council or disgruntled constituents,
. the social and acsthetic conservatism common to government, which typically strives
to avoid anything that might be controversial or cmbarrassing,
. ineligibility for most corporate and foundation grantsl
. subjection to civil service statutes, open.meeting laws and other constraints that
might impinge on the management of the facility as a source of free expression,
Quasi"publlc facilities-that is, facilities owned by the government hut not operated by it-are
common throughout the country, In this model, the government transfers management
responsibility to an appointed authority or commission, which then oversees policy and
programs.
Strengths:
. the support and services of a governmental unitl
, a reasonably reliahle source o( backup funding,
. community participation through the authority or commission,
. some psychological distance between day.to.day politics and facility operations,
Wealmesses:
, the danger that a new administration will alter priorities or change the authority's
structure, membership or prioritiesl
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, the danger that funding may become a political footballl
, the potential for treatment of positions on the authority as patronage plums;
. the potential for the government to arbitrarily overrule the authority's actions;
, severely limited eligibility for corporate and foundation funding,
Private, not"for'profit facilities-that is, facilities owned by not.for.profit corporations (commonly
known as 501(cIl3) corporations, after the section of the V,S, tax laws that pertains to them) have
much more freedom to maneuver, In this instance, an owner (again, usually a municipalityl
transfers management responsibility, under a detailed lease agreement, to a not.for-profit entity,
The entity can be new or some existing organization loften an arts councill, Not.for-profits are
governed solely by federal and state tax laws and may hire, appoint and meet at their own
discretion,
Strengths:
. strong sanction from local government;
. access to some municipal services, particularly services to property;
, some annual puhlic funding, as defined in the lease;
, eligibility to apply for all corporate, foundation and government le,g" National
Endowment and State Councill fundsl
, reasonable freedom from political influence and interference;
. a self.perpetuating board that can more fully represent the community's diversity and
act as an advocate for arts and culture,
WBlJkncsses:
. an annual task to secure local government funding, as well as other funds;
. an uneven commitment by board members to the duties and obligations of fund-
raising, trusteeship and policy-making;
. the headaches of heing a new landlord Isomething the government is accustomed to);
, the discomfort of being the buffer between taxpayers and local government,
Private for"proflt facilities-that is, facilities owned privately and intended to pay a return to
investors and share.holders-have much more management freedom than either of the other two
types, However, foundations will not give money to for.profit operations, In addition, the for-profit
model is incompatible with the community's desire that CenterSpace provide a high level of
community service. The imperatives of showing a profit and being a good investment typically
result in leaner staffing, elimination of underwritten services and controlled access, which have
been rejected as inappropriate to the basic mission of CenterS pace,
The recommended model for operating CenterSpace, therefore, is to make it a private, not.for.
profit facility, It should be owned by the City of Iowa City and managed under lease by the new
501lc1l31 corporation, A second, parallel foundation should be set up lalso with 5011e1l31 status)
to request and receive grants on behalf of the center, In this way, day.to.day bookkeeping and
strategic fund.raising efforts can be separated and will remain distinct. In addition, the second
foundation, the money raising arm, can invest funds on behalf of the center, and it can hold long.
term funds intended for major repairs, replacement furnishings, and-possibly-expansion or
upgrading,
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STAFFING
Staffing CenterSpace will require two approaches: hiring paid staff to handle on.going, complex
and professional or technicaltasksl and soliciting volunteer help for simple rote tasks and for
tasks that may be tackled by enthusiastic and highly skilled amateurs, such as docent work,
Paid Stall
The paid stall complement of the proposed facility will very likely be composed of the following
positions:
Executive Director
Technical Director
Development Director
Finance Manager/Bookkeeper
Assistant House Manager
Clerk/Typist 121
Education Coordinator
Administrative Assistant
Assistant Technical Director
Operations/Building Manager
House Manager
Custodial Workers 141
Marketing/Event Coordinator
Box Office Manager
Not all these positions will be filled upon opening the facility, We have assumed that a number
of them including the Administrative Assistant, Finance Manager, Assistant House Manager and
Box Office Manager will not be hired until the fourth year of operation when we assume the
facility will reach full operating capacity, Until then, tasks which will eventually fall to them will
be handled by other administrative stall persons already at work, volunteers and perhaps by city
staff assistance Ii.e" the city finance manager helping oversee a bookkeeper who will handle
money for the lirst three start.up yearsl,
Executive Director, The Executive Director is the pivotal person around whom all
operations planning occurs, The Executive Director is the professional who becomes the
owner's 7.day.a.week representative administrator and the principal spokesperson. This is
the individual who develops strategies, procedures and policies for staffing, equipping,
marketing and leasing space within the facility, The individual also becomes the primary
liaison between the center and potential community users, Search to begin the day that
project funding has been approved,
Operations Manager, The Operations Manager should be closely involved in the design
process in order to become an expert on the entire infrastructure of the building-every
plug, wire, cable, wall, mechanical and electrical system, Planning on how to keep the
facility in repair and presentable will require advance work, This intimacy with the workings
of the facility will be of immeasurable value once it opens and will reap enormous savings,
Search to begin the day the architeeturallirm is hired,
Marketing Manager/Event Coordinator, This person will require as much lead time as
possible to begin a targeted promotional campaign of brochures, leaflets, Interviews, feature
articles, media promotions, photographic records, logo and stationery design, etc, As Event
Coordinator she or he must begin selling space as vigorously as possible, coordinate the use
of spaces, develop access priorities, identify support services and equipment, review and
reline rental rates, and prepare' user kits, To be hired upon ground.breaking,
Development Director, This critical position should, ideally, be lilled when the decision is
made to proceed with the project, Fund raising will be the life blood of the facility and it
cannot start too early after a decisions is reached to move ahead,
Other hiring will be timed according to need by these key staff persons, within the parameters of
the avallable budget and in consultation with the Managing Director,
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Volunteer StaIf
Volunteers form the backhone of every cultural center's work force, They serve as docents,
ushers, envelope-stuffers, telephone solicitors, office hack. up, and in many other capacities,
However, there arc jobs they cannot and should not he asked to handle, Among these arc
strategic planning le,g" for facility marketing!, property management and scheduling,
Nonetheless, no cultural facility can function for long without dedicated volunteers,
Providing volunteers with supplies, training and recognition is much more cost.e/lective than
hiring full or even part. time staff members, However, a paid staff member must be charged with
overseeing volunteer activities, making sure they are doing their jobs properly and recruiting
new and replacement volunteers, This charge often becomes a full.time job in and of itself,
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V
PROJECTED OPERATIONS BUDGET
This chapter presents a model of the operational budget for the proposed CenterSpace facility,
[t contains three sections:
. Facility Programming Philosophy
. Operational Costs and Revenues
. Necessary On.going City Support
The art of budget projection is as the City Council knows, challenging even when it can be
based on past trends and performance of existing governmental service agencies, Projecting the
budget for a facility not yet in existence is a tricky business, Modeling the anticipated cost and
revenues must rely on past experience from similar facilities in other locales, But, no facility is
going to be exactly like the one Iowa City might build, Nor will an Iowa City facility operate
under the exact same rules and policies as do those that are deemed good models,
With that caveat, every effort has been made to project realistic cost and revenue values for the
City Council's evaluation, The individual values for each line item were derived from multiple
sources and wherever possible have been corroborated by facility managers and the actual
experience in other places, [n working with the committee, local desires for operational policies
have been factored into the cost and revenue calculations, We have, therefore provided a
reasonable look into how an Iowa City cultural/conference facility might perform in a fiscal
sense over a five year period,
Of all the tables and values presented below, the most important is the sensitivity analysis,
INote: it is important to carefully consider the first three tables in order to fully understand the
message in the sensitivity analysis,) The sensitivity analysis reflects the degree of accuracy that
can be reasonably relied upon in projecting fiscal performance, There are so many variables
and so many assumptions necessarily built into a budget projection such as this that describing
the budgetary performance as a range is by far the best indicator for the decision that the
community and City Council must make with regard to this project, Actual performance will be
different from the base case projection; that is certain, However, given that operational policies
follow the norm, the range produced by the sensitivity analysis should be accurate enough for
the purposes of making the type of evaluation on feasibility that needs to be made at this point,
The modeling carried out as part of this study shows, as anticipated, that CenterS pace will
almost certainly run an operating deficit. The summary results of the budget projections and the
range produced by the sensitivity, analysis are as follows:
Projected operational costs and revenue: at full capacity lachieved in the fourth year of
operation) stated in 1993 dollars, result in the following:
Operating Revenue $1,[56,400
Operating Expenses $1,338,620
Projected (Deficitl 1$182,2001
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The range above and below this base case deficit projection based on analyzing the impacts
of varying the values, the most sensitive cost and revenue factors arc:
High end of the projected range: An annual deficit of ($250,000,00)
Low end of the projected range: An annual deficit of 1$120,000,00)
It is clearly desirable not to run a deficit at all for "quality-of.life" community services, But, that
is not the case in community cultural or art facilities with as wide a program concept as
CenterSpace has targeted, The reality is that the range of the deficit herein projected is in
keeping with the experience of similar facilities in cities around the country, It must be noted
that this deficit projection docs not include any debt coverage at all, Annual debt retirement must
be added to the projected operational deficit,
FACILITY PROGRiUlMING PHILOSOPHY
There are of course a broad set of choices in the specific programming, staffing, design and
pricing of the various performance and educational offerings which emanate from the operation
of the facility, As a dynamic and responsive community facility in terms of program, activities
and emphasis, operations can be expected to change to provide the community with the best
possible service over time, All these factors and many others, such as the impact tourism may
have on the facility, will affect the center's fiscal performance, Naturally, the decisions driving
such changes will be a matter of policy which will be set with fiscal responsibility as well as the
center's service mission in mind,
The projection of a five year operational budget as is presented in this chapter has to be seen as
a general guide providing insight into the range of budgetary performance that can be expected
over the initial life of such a facility as planned, It does not represent anything more than a
general indicator of the likely outcome of building and operating CenterSpace as is proposed
herein, It is based upon a set of assumptions regarding community-sensitive programming and
style of operation, That translates into an operational orientation toward educational programs
for all segments of the Iowa City population,
It also means that the performance facilities within CenterSpace be available and affordable to
all Iowa City groups, those which arc established and financially secure and those which arc
just starting up, arc experimental, and perhaps without financial resources at all. It means
further that the pricing policy established for the use of the center's facilities be set such that
events held at the facility arc accessible to all economic segments of the community and
surrounding area,
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OPERATIONAL COSTS
The details of the analysis that leads to the conclusions above are presented in the tables and
explanations of assumptions which follow, In estimating the expense and revenue figures, a
number of methods were employed, including: demographic interpolation and estimating the
market rate for the services proposed, comparing costs to other similar facilities and similar
markets, extrapolation from interviews with key informants, and, model development through
comparison with similar facilities, Table 3 shows the result of this research and analysis for
operating expenses, Table 4 projects operating revenues, Table 5, Cost vs, Revenue shows the
results,
We believe it is reasonable to expect it will take four years for the facility to reach Its full
operating capacity, The five year budget is therefore structured to build staff in concert with the
growth in activities at CenterS pace, Some items however cannot be phased In as activities grow,
These arc, for the most part, fixed costs that must be taken care of regardless of the volume of
activity, This causes a larger deficit in the start up year of $195,179 even without beginning the
capital replacement reserve fund which we have assumed can be put off until full operational
capacity is achieved in year four of operation,
30
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Staffing and fixed operating expenses make up almost 60 percent of the cost in the model
budgets prepared for this exercise, While the fixed costs such as heating the building do not
offer much chance for cost savings, replacing paid staff with volunteers does to a degree, In our
model we did project the heavy use of volunteers, However, there may be more opportunities for
cost savings through volunteerism depending on the interest qualified people have in making
CenterS pace part of their life,
The revenue projected to be generated by the Discovery Center is quite significant to the
overall financial integrity of the project, It is, therefore, very important that the definition of this
program be clear, It is presently seen as an attraction that is oriented to families with children in
a manner that will offer them a changing set of activities that they will be willing to pay for in
order to have "hands-on" experiences at regular intervals, It has a net revenue effect of
$70,000 on the budget as projected,
As mentioned above, special attention should be given to Support Revenue among the revenue
categories, This item surely is a measure of community support and is crucial to the balancing
of cost verses revenues on an annual basis, In the model for our five year projection, support
revenue amounts to 33 percent of all revenues supporting the center, While this is substantial, it
is not an excessive amount. Many other similar centers around the country require that much
support revenue to carry out their programs,
Rental revenues in the budget refer to the moneys to be gained from the inclusion of both retail
space and the use of the lower level and main theater for conference rentals, While both
contribute to the revenue picture projected for CenterS pace 122 percent of total revenuesJ the
use of the lower level strengthens the entire meetings, conference and hotel industry in Iowa
City and speCifically in the downtown,
Obviously, the outside revenue from both commercial components is crucial to the budget
figures we have projected, They effectively help support operation of the cultural side of the
project. One way to look at these numbers is to conclude that the public services side of the
project will cost the community some $462,000 annually. But, the project is structured as a
mixed use to include retail and conference rentals that offset the "public services" expense by
$280,500, The end result would be a shortfall of $182,200 for Iowa City to supply the total
service package it can offer its citizens and businesses,
In the sections below, each major expense and revenue item is explained briefly and the
assumptions which have been used in the operational budget explained,
Personnel Services: The figures for personnel services arc based on the staffing plan presented
in the previous chapter and an examination of the market rate for each typical position based on
rates currently prevailing in Iowa City,
Utilities: The section on utilities, which includes heating and air conditioning, electricity, water
and sewage was determined by using the similar facilities as a comparable, However, as do
many other line items, this figure varies with intensity of facility usage,
Maintenance: Maintenance expenses often determine the success or failure of a facility, The
expenses in this analysis arc derived from examining comparable facilities,
Office Administration: The figures in this category were determined by estimates from the
staffing plan and program approach, These were then compared to comparables elsewhere In
the midwest area, Key informants with operational experience helped refine our estimated
expense category, Although these costs are also highly variable, there are a number of
Important clements to consider in determining the costs of the administrative function:
. telephone usage will rise significantly when an outside production li,e" a traveling shawl
is sponsored by the Iowa City facilitYI
. the amount spent on books, subscriptions, and memberships Is dependent on policy
administration but will probably be no less than $2,500 annually, and:
35
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, travel and entertainment arc also highly dependent on the commitment on the part of the
administration to staff training and development, and to a lesser degree on marketing
endeavors,
Iowa City Production: Iowa City Productions refers to those theatrical and performance events
that will actually be produced by CenterSpace, In most cases this will mean that CenterSpace
will co. produce along with either a local, national or international, performance company, This
is a much different posture than simply renting one of the theater or other performance spaces
with their in-place equipment to an "outside production company", Clearly, when involved in
Iowa City productions the risk clement is much greater and the expense commitment higher,
But, it is the Iowa City productions that will open the facility up to use by local performers and
troupes and enable the presentation of special cultural experiences to Iowa citizens _ a basic
goal of the CenterSpace concept,
When CenterSpace participates in the production of an event it will incur expenses related to
use of theater space for rehearsal, set preparation Iboth installation and take down) and
performance time; the commitment of sound and lighting equipment including degradable gels
and lights; and technical support from staff, It is regularly the case that the cost of such
productions exceeds the revenue from ticket sales, Certainly ticket pricing policy generally will
influence the net loss on each production, Often, such productions are underwritten by local
companies or individuals,
Based on a review of the experience of a number of reasonably similar centers it is estimated
that the return on investment on such productions will average 90 percent of production
expenses, /Stated in reverse, production expenses arc assumed to be "I percent of production
revenue,) This is a fairly conservative estimate which employs an average ticket price of $5,00,
wbich is purposely low to maximize access to events by both performers and audience, The
actual numbers in our assumption regarding this item in the operations budget are 96
performances per year at a average 75 percent occupancy of seating capacity at a cost of $5,00
per seat for both theaters, Use of these factors produces an annual revenue estimate of $270,000
at an annual production cost of $300,000,
Outside Productions:
When the facility is renting its performance spaces to outside production companies I the cost to
the facility is considerably reduced, In these cases there will be technical stal ing support
especially with regard to equipment. However the risk factor of producing an event is removed,
On these occasions the facility will be operating as a "roadhouse", a venue for a traveling or
locally produced performance, Some of these may be popular shows or performances brought to
Iowa City by out-of.town producers or be the result of local producers renting the space to
present both local and out.of-town performers in a space most suitable to their offering, The
University of Iowa has stated that they would have a demand for the proposed CenterS pace
performance facilities on a regular basis under this type of arrangement.
The expense item for such outside productions is based on the consultants estimate and
experience of key informants who arc involvcd in the operation of similar facilities, Our
estimates of expenses and revenues in the first year of full operational capacity is $43,530 for
expenses and $38,400 in revenues, Revenues arc based on 32 rental engagements per year
including both profit and not. for-profit production groups at a 50-50 ratio. Rental rates were
assumed to be $100,00 per hour for not-for-profits and $200,00 per hour for profit oriented users,
Discovery Center: The Discovery Center could potentially be a significant revenue generator
for the Iowa City facility, The income forecast was determined by examining the experience of
the children's museum in the midwest and in the Iowa City market area, The revenue figure
shown in Table 4 is based on an assumption of 36,000 child visits at $2,50lvisit, and
approximately 8,500 adult visits at $3,50/visit, These figures appear to be attainable if the
facility is outfitted with both passive and active learning exhibits that will induce repeat visits, In
addition, it is recommended that aggressive marketing strategies be used with school, religious,
cultural and community groups throughout eastern Iowa,
36
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Donations: This item is realized through private dunations made by individuals, Examples range
from specific gifts for particular purposes le,g" a theater program for underprivileged children)
or gifts with a wider focus to meet general fund requirements,
Event Sponsorship: This is a reflection of the efforts of the proposed development office whose
responsibilities will include establishing relationships with private businesses, individuals and
institutions who will underwrite events or event series, It is expected that a significant number of
the Iowa City Productions will be underwritten to some degree by a variety of the local business,
financial institutions, civic and institutional entities,
Memberships: This is another area with the potential to be a significant revenue source, Similar
facilities have realized significant membership revenues and, with the comhination of Discovery
Center classes and workshops and two performing venues, there appears to be significant
potential for attracting a suhstantial dues paying membership, Estimates are based on Iowa
City's market area population and the experience of similar facilities in other cities,
Special Events: These include special fundraising efforts on the part of the development
department such as fun runs, bike.a.thuns, walk.a.thons, poetry readings, coffee house evenings
and numerous other activities that could be marketed as special events that will raise funds for
the center, Estimates are based on Iowa City's market area and the experience of similar
facilities in other cities,
Benefit Fund"raisers: These are specific events that are usually held annually, whose proceeds
could go toward either specific program goals or general budgetary requirements, The events
that could be developed include: Christmas/holiday ball, spring formal, roasts of a national or
local celebrity, awards ceremonies for volunteer contributions to the center, and others, Values
in Table 4 are based on the consultant estimate,
Government &, Foundation Grants: This particular estimate hinges upon the presence of a full.
time devclopment director, Realizing this potential would depend on the quality of the person
selected for this important position, The candidate should possess a strong track record in arts
fund raising and proposal writing, Table 4 revenues in this category represent a conservative
estimate by the consultant based on experience of other similar facilities,
Playbill Advertising: With an estimated 192 performance events per year that will possibly see
an audience of up to 54,000, there is considerahle advertising potential availahle for inclusion in
programs, Even though this revenue has printing and production cost associated with it, there
should still be a net revenue source in the area of $18,000 at full operational capacity,
Concessions (Gift Shop): Concession income is based on the experience of similar centers ,their
size and number of events presented,
Fee Income from Classes: This category includes educational services and the programming
and space dedicated to art exhihitions, Classes offered by similar facilities have met with
diverse results, Incomes have ranged from the low four figures to six figures, It must be restated
that the success of these educational revenues hinges on marketing and the establishment of
relationships with potential users, which may include schools, other institutions and community
groups,
Retail Rent: These figures were determined by multiplying a net rent of $10 per square foot by
15,000 square feet by 95% (This is the anticipated occupancy rate at full capacity operation, In
the first few start.up years the vacancy rate would be higher, I Figures come from local
experience and consultant estimates,
Conference Center Rent: These figures were derived by applying the market rate of 14 cents per
square foot of space multiplied by 30,000 square feet of space available by 30 events a year,
(Consultant estimate,l
37
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SENSITIVITY ANALYSIS
As stated above, the values in the projection of budgetary performance arc bascd on a model
that necessarily contains a number of assumptions that may vary considerably in real life,
Hence, we have carried out a sensitivity analysis on key factors from both the expense and the
revenue side of the projection, A sensitivity analysis is a simple means of taking into account the
unavoidable pitfalls of trying to predict the future which is what a financial modeling exercise is,
The sensitivity analysis shown in Table 6 indicates that the projected annual deficit could grow
from $182,200 in the base case to the $250,000 range or fall to $120,000 range by changes in
any of a number of factors,
The deficit projection range of $120,000 to $250,000 has been determined by taking the average
impact on the bottom line assuming a change in the value of the more sensitive factors in the
operations budget. Those factors arc: 11 support revenuel 21 production revenue, 31 production
expense; 4) staffing; 5) audience support, 61 average ticket pricel and 7) retail vacancy rate, The
high end of this model's projected deficit is the average negative impact from what appears to
the consultant to be reasonable increases or decreases to these factors, In gencral, we have
selected 20 percent as the upward and lower limits to be "reasonable" for this analysis, Note
that the one exception is staffing, A 20 percent increase in this particular factor would cause a
deficit well above $250,000, Tahle 6 prcscnts a wider range of sensitivity tests so that readers
can determine their own "reasonable" upward or downward adjustment to the most sensitive
assumptions in the model.
It is, of course, possible that the adjustments would in actuality he greater than 20 percent and
additive, To account for this, we projected a worse case scenario wherein support revenue would
he half of the hase case projection and production revenues from all sources would also be
halved, Such a circumstance would result in a projected $556,900 annual deficit, We do not
believe that would he the case given proper policy alignment and corresponding design,
marketing and management,
We do believe that overstatement may likely result from the support revenue category. This
category is a rather high projection, Support is of course the test of community backing for the
facility and its program and can only he projected at this time, We arc assuming the Iowa City
community holds unique values that will manifest a great deal of support once the facility is in
place. It is, of course, possible that the reverse may prevail.
A 20 percent increase in all production expenses with revenue holding static would also cause
an increase in the deficit to approximately ($242,600); however, good management should be
able to hold the ratio of revenue to expense on these "at risk" productions, Thus, we believe the
revenue side of Iowa City productions to be more critical.
Any change in the number of paid staff would have a big impact on the budget performance, The
staff comflement is already quite lean, assuming the use of volunteers will be maximized, Each
additiona staff person would cause an approximate 18,5 percent increase in the projected
deficit,
The deficit is also highly sensitive to changes in average ticket prices, For example, from the
$5,00 average ticket price to a $7.50 average ticket price would cut the projected deficit by 52
percent, If the higher average ticket price causes attendance to decrease by 10 percent,
revenues would still increase hy $72,9001 the deficit reduction would be smaller but still 40
percent.
38
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SENSITIVITY ANALYSIS
Should SUPPORT REVENUE exceed the base case projection of $411,000 by the following
percentage amount the projected annual deficit of $182,200 will be lower by the corresponding
amount.
Percent INCREASE Over Base Case
+5%
+10%
+15%
+20%
+25%
Resultin~ Deficit
1$161,6501
($141,1001
1$120,550)
$100,000)
1$79,4501
Should SUPPORT REVENUE fall short of the base case projection by the following percentage
amount, the projected annual deficit of $182,200 in the base case will be increased by
corresponding amounts,
Percent DECREASE From Base Case
Resultin~ Deficit
.5%
-10%
-15%
-20%
-25%
($202,7501
($223,300)
1$243,850)
1$264,400)
1$284,950)
Should PRODUCTION REVENUE exceed the base case projection of $338,400 by the following
percentages, the resulting overall annual deficit of operating CenterSpace will be lower than the
base case projection of $182,200 by:
Percent INCREASE Over Base Case
Resultin~ Deficit
+5%
+10%
+15%
+20%
+25%
$115,2801
$148,360
$131,440)
1$114,520)
($97,600)
Should PRODUCTION REVENUE fall short of the base case projection by the following
percentage amounts, the overall annual deficit in the base case projection will increase by
corresponding amounts,
Percent DECREASE Over Base Case
Resl1ltin~ Deficit
-5%
-10%
-15%
-20%
,,25%
($199,1201
$216,040
$232,960
$249,880
$266,800
Other ways to look at PRODUCTION REVENUE are to analyze the impact of increasing
average ticket prices expected to be realized above the conservative figure of $5,00 per seat
and altering the assumption of audiences support above and below 75 percent as used in the
base case, Assuming an average ticket price of $7,50 would dramatically lower the base case
deficit projection, Lowering audience participation by 15 percent would push the deficit to about
1$250,000),
39
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SENSITIVITY ANALYSIS
Increase in Averaee TICKET PRICE
Resultine Deficit
$5,00 Base Case
$6,00
$6,50
$7,00
$7,50
$8,00
1$182,2001
1$160,600)
$136,3001
$112,000
1$87,7001
1$63,400)
If AUDIENCE SUPPORT turns out to be more or less than projected in base case 175% of
seating capacityl it will have a proportional effect on the base case budget projection,
Averaee AUDIENCE PARTICIPATION Rate
Resultine Deficit
50%
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70%
75 % Base Case
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1$272,200)
1$236,2001
!$200,2001
$182,200
1$164,200)
Should the policy of heavy use of volunteers not work out as expected and additional FULL. TIME
STAFF need to be hired, the increase in the base case deficit will be higher by:
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1$249,3001
1$282,8501
1$323,7001
1$349,950
Should PRODUCTION EXPENSES for Iowa City Productions be higher or lower than the base
case projection, the impact on the budget deficit will bc as shown,
PRODUCTION EXPENSE as a Percent Of
Production Revenues
Resultine Deficit
113%
112%
111 % Base Case
110%
109%
108%
1$187,3001
1$184,600
$182,200)
1$179,2001
1$176,5001
$173,800
A weak commercial market could erode net retail rental. Should the retail space component
realize a vacancy rate as shown ~elow, the budget deficit will be higher correspondingly.
VACANCY RATE of Retail Soace Resultine Deficit
95,0% Base Case
92,5%
90,0%
87,5%
o
$182,200
$185,950
$189,700
$193,450
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40
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Commercial rcntal rcvenue may be higher or lower depending on market strength, Use of the
main theater for lectures and plenary sessions and use of the lobhy lif done as a "Great Hall")
for various kinds of receptions could augment rental income for very little extra cost. Twenty
such users of the main theater and 24 reception uses of the "Great Hall" may well realize an
incremental net income of $21,000,
HOTEL EXPANSION" A POSSIBLE SPECIAL OPPORTUNITY
The unique location being considered for CenterS pace may offer a special opportunity to enter
a mixed.use arrangement that can benefit the fiscal structure of CenterSpace and at the same
time bolster the downtown meeting, hotel and tourism industry, The Arts Committee's initial
perception that a mixed use venture with the downtown Holiday Inn has real potential. [t could
prove to be mutually beneficial to the center, to the hotel and the entire downtown,
The concept is to include upper story hotel rooms above CenterSpace, These hotel rooms would
be constructed on a "platform" in the air rights above CenterSpace where they could be
connected to the existing hotel at the corresponding upper floors, With direct connection to the
existing Holiday Inn facility, the hntel could expand its operations to meet then current demand
as it also accommodates new business in the downtown that will be generated by CenterSpace,
It is felt that sometime in the next three to four years, the market for hotel rooms in the downtown
will strengthen and make possible the addition of 50 or more hotel rooms, Should this be the
case, the potential for outside revenue that could be dedicated to CenterS pace would be greatly
enhanced, Under a public/private venture the center could be granted the value of land rent and
a portion or all of the additional hotel room tax from the increment resulting from the additional
hotel rooms that could only be realized through inclusion above CenterS pace,
Developing 50 hotel rooms in the air rights over CenterS pace could have a considerable impact
on the economics of CenterSpace Isee Table 7j. It is possible that the combination of revenues
from rent and incremental hotel tax revenue could amount to a contribution in the range of
$169,000 annually to support operations of the facility, While we believe this a very real
possibility, the actual revenue gain could vary widely depending on the structure of any such
joint venture and its attendant financial component, As can be seen from Table 7, the potential
impact on the CenterSpace could amount to a significant reduction in the projected deficit. If
something near $169,000 could indeed be realized, it would change the budgetary performance
under the model we have provided in this study from a base case deficit of $182,200 to
approximately $13,600, The same amount of added revenue would affect the projected budget
range as follows:
High end of the range: 1$81,000) Deficit
Low end of the range: $49,000 Profit
It is obviously well worth investigating,
ON"GOING CITY SUPPORT
Our projections of operating performance from a purely fiscal standpoint would put the City in a
position of having to provide on.going support to CenterS pace, We have estimated the annual
amount to be between $250,000,00 to $120,000,00, The high end of the projection is more in
keeping with the experience of other communities who are in this business, It must be noted,
however, that many communities underwrite their cultural or arts facility at a much higher level.
In pondering projections of fiscal performance for the proposed CenterS pace two important
factors should be kept in mind, First, the design and programming concept provide for a mixed
use project including large scale conference facilities and a retail component, These are both
extremely Important to the fiscal and economic performance of the facility, Fiscally, it can be
41
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speculated that the city would have to come up with additional support of $268,500,00 should
these elements not be part of the package, Economically, both elements add to the strength of
and should expand business activity in the downtown as will the cultural and arts activities that
will be taking place at the facility,
It is also very important to closely study the degree of "support" revenue that has been
projected in this analysis, It could be that those who will support a facility such as CenterSpace
will do so at a higher rate than is projected above, In the sensitivity analysis the consultant
looked at what would happen to the bottom line if such support were increased or decreased in
percentage steps, While anything is possible, it is unlikely in our opinion the Iowa City
community would not be inclined to provide support at the level projected 1$336,000 net of
grantsl through all the various fund raisers and benefit opportunities we have anticipated, On the
other hand, it would take a 55 percent increase in community financial support to offset the
projected $182,200 operating deficit projected for the facility,
DEBT SERVICE
Another aspect of on.going city support is that of the debt service which must be paid on
outstanding bonds sold to construct the facility, The projected facility cost is $16,500,000 if
CenterSpace were built today, For purposes of projecting a realistic debt service, we are
assuming a general obligation bond sale of $18,500,000 at 6% with 25 years to maturity, This
will result in $1,447,200 per year debt payments, The resulting total capital cost, including
interest and charges, is $36,180,000,
The impact on the tax levy, based on projected FY95 assessments, would be approximately
$1.00 per thousand dollars of assessed valuation, That is, an additional $1.00 per thousand
dollars would need to be paid by property tax payers to generate the revenue to cover the
additional $1,447,200 in debt service for CenterS pace, On a home assessed at $100,000 the
taxes would be $68/year based on 1995 figures, This amount of $68 docs not include any other
unforeseen capital projects, variations in the rollback on residential property, or other tax
tinkering done by the State legislature,
Assumption of $18,5 million in debt for CenterSpace docs have an impact on the overall general
obligation debt to the city, There arc two factors which influence the amount of debt the city
incurs, State law allows general obligation debt to be no more than 5% of assessed valuation,
and City Council policy allows debt service levy to be no more than 25% of the total tax levy, In
FY93, the city's general obligation debt equals $14,790,452 or 16% of allowable debt as set by
the State, With the addition of CenterSpace at $18,5 million, the percentage of allowable debt
service would reach 37%, Within the context of the city policy, current debt service is 13% of
the total tax levy, with the addition of CenterSpace, this percentage would reach 19,5% -still
below the 25% limit. However, under the current capital improvements and debt financing plan,
the city would exceed the 25% limit by FY97 with the addition of CenterSpace,
43
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FISCAL AND ECONOMIC IMPACTS
Once CenterSpace is up and running, how will it affect Iowa City over time! What will it
contribute, and what might it preclude! This chapter explores these questions by looking at six
measures of benefit:
, Employment, both direct (at the facility) and indirect lelsewhere, but attributable to the
existence of the facilitY)1
· Impact on Downtown Iowa City,
. Fiscal implicationsl
, Impact on quality of lifel
· Business support, retention and attraction, and
. Community support.
EMPLOYMENT
Direct employment at CenterS pace is difficult to quantify at this time because specific
programming and marketing commitments have not yet been made, However, if the facility
described in Chapter IV operates as described in Chapters V and VI, it will employ 19 people
directly, Another thirty people, perhaps, could be employed by the retail establishments located
within the facility at full occupancy, Some additional jobs would be created for performers and
artists as well, however, this would be better classified as additional income to the local
professional artists,
In addition, a successful CenterS pace will generate off.site jobs at existing and potential new
establishments, While dilficult to quantify accurately, this employment has been estimated using
common U,S. Chamber of Commerce guidelines for jobs, These jobs will primarily serve the
increased traffic that CenterSpace is expected to generate through:
, additional hotel.room rentals, creating new housekeeping and guest.service jobs,
· additional restaurant purchases, creating new waiting and busing jobs,
, additional traffic in existing retail businesses and altogether new businesses, creating
new sales jobs, and
· miscellaneous additional maintenance and service jobs,
Using a 0.8 secondary effect multiplier for non. manufacturing jobs would produce another 40
lobs for the local economy, In total, we would expect 59 lull.time jobs to be permanently
crcated as a result of this facility,
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IMPACT ON DOWNTOWN IOWA CITY
Some of the impact that CenterS pace will have on downtown is implied in the discussion of
employment: CenterS pace will stimulate additional hotel stays, additional restaurant purchases,
and additional retail traffic, It will also make downtown a more desirable place to be for more
hours during the day and thus benefit a wider variety of businesses,
In theory, per-square-foot rental prices in downtown may tend to rise in proximity to the new
facility in proportion to its draw and the effect of the new stores it will house, Downtown
development is likely to become more intense-that is, more activity may occur in the same
amount of space, Marginal buildings are more likely to be fixed up or to give way to new first.
class space,
Less tangible benefits will accrue to downtown as well. Foot traffic along the pedestrian mall will
increase, giving the area greater vitality at more times of the day and year, This traffic also
makes downtown a safer place, since activity discourages crime, Parking facilities will tend to be
used in off.peak periods, Maintenance needs will increase of course, as pavement and street
furnishings receive heavier use,
It must be borne in mind that all of these changes will be incremental. Creation of CenterSpace
is not going to make a sudden and dramatic impact on downtown Iowa City, However, it has the
potential to make a significant positive contribution that, along with other initiatives, such as
continued high-quality maintenance, events planning, and other building projects, will enable
the downtown area to remain vihrant, attractive, desirable and economically successful.
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The fiscal implications of building CenterSpace as recommended in this report arc mixed, On
the one hand, putting this facility on the last piece of Urban Renewal property forecloses gaining
the full potential tax impact from the land. The original cost of acquiring and clearing the site
can never be truly recovered, at least not through the proceeds of a sale, There is an opportunity
cost, too, in the form of future taxes sacrificed in the interest of providing another public good, If
the hotel expansion or an entirely new hotel facility is built on the air rights, some of this can be
recovered,
Much about the facility's fiscal implications is positive, though, To the extent that CenterSpace
would have a beneficial impact on individual businesses and the overall business climate
downtown, it would also serve to secure the tax base-which in turn may help with public
revenue generation throughout downtown and particularly in the desirable mall area. The
increase in jobs that would flow from the presence and operation of the facility would increase
disposable income, therehy increasing overall sales and general prosperity, In terms of long,
range fiscal strength, CenterSpace may be a wise investment in the city's future well.being.
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IMPACT ON QUALITY OF LIFE
There is no question that CenterS pace can contribute significantly to the quality of life in Iowa
City, Like good schools, libraries, public open spaces and recreational facilities,
cultural/conference centers provide focus for a vital aspect of human expression and
achievement. They enable communities to remain in touch with the best that lies within them and
to celebrate growth, diversity and creativity, As a conference center, it will encourage and
support business activity and help strengthen Iowa City as a center for business in eastern Iowa,
As a cultural center, it will enable the expression of creativity by and for Iowa City residents,
Increasingly, outlets for artistic expression are being cited as vital to the well.being of even the
poorest communities, Grassroots arts programs are springing up nationwide, and discussions of
the value of public art have resumed after a long hiatus, The most livable and desirable cities in
']
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the country, including San Francisco, Minneapolis/St. Paul, Rochcstcr IMNI, and Santa Fc,
place a high priority on the arts, In their rcccnt book Megatrends 2000, John Naisbitt and
Patricia Aburdene argue that the near future holds a renaissance in the arts, and that arts can be
a tool not only of individual and community cxpression but also of community-building and
economic devciopment,
BUSINESS SUPPORT, RETENTION AND EXPANSION
Naisbill and Aburdene may be onto something, Large numbers of businesses now support the
arts as badges of their enlightenment and community spirit. Moreover, ever-larger numbers of
executives cite cultural climate as one of their principal attractions to an area, as well as a
principal attraction to potential employees, This is particularly true in industries that employ
highly educated individuals-exactly the type of industries communities want most, and the
industries Iowa City is already nicely positioned to attract.
And because CenterS pace would be more than "just" a center for the arts, it would provide even
stronger support for the local business community and climate, CenterS pace will provide badly
needed first-class meeting and conference space-a must for increasingly dispersed business
operations and national and global networking, Facilities that foster continuing education and
training and the exchange of information will be in greatcr demand in future years, and
businesses will become more reliant on them,
COMMUNITY SUPPORT
Just as CenterSpace would provide a focus for important facets of business life, so would it
provide a strong focus for many facets of community life, CenterS pace would expand the
number of meeting rooms available in the community, It would provide education to persons
from all walks of life, It would provide a common ground for people to share ideas, concerns and
celebrations of all kinds, It would serve as a local gathering place, uniting diverse parts of the
community in common experience and common ownership, These opportunities also contribute
to the community's perception of and actual quality of life-shared values, shared experiences,
and shared purpose,
46
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FINAL WORD
Feasibility analysis has been described as a process of determining how well a solution fits a
need, The Iowa City Area Chamber of Commerce Arts Committee has identified the need that
is driving this proposal. The initial definition of need has been refined by a dialogue with the
community, What they had to say is documented in Chapter III of this report, Based on that
need, the proposal itself Ithe solutionl has undergone significant refinement during the course of
this study, both to respond to community articulated needs and to a realistic understanding of
basic affordability, The refined proposal, CenterSpace, is positioned to provide service to the
community that is responsive to broad.based community desires,
The first challenge is to put together the capital funds necessary to build and equip
CenterS pace. The projected cost of $16,SOO,000 in today's dollars may well increase to
$18,500,000 by the time construction contracts are bid, The city may wish to fund all or part of
this project through municipal bond indebtedness as do many other cities throughout the
country,
In addition to the capital cost, the community must deal with the annual operating deficit almost
certain to result from the project. Again, using the projected deficit value of $182,200, the level
of public financial support for on.going operations would be 13.6 percent of the total operational
cost. This could, of course grow to 18,7 percent if the high end of our sensitivity analysis proves
to more closely reflect reality, Whether 13,6 or 18,7 percent, it is this portion of the total cost
that can be looked at as the necessary general public support not specifically covered by users,
commercial enterprise, patrons or outside grants, It can also be looked at as the on-going
investment required to receive the economic benefits that will result from this facility, While
those benefits will be most directly felt in the downtown, they will filter through and benefit the
entire Iowa City economy.
One typical means of reducing the annual support required of the public is to have an operating
endowment that could off-set the projected deficit. At a conservative net rate of return of 5,5
percent, the entire projected base case deficit could be off.set by a $3,300,000 endowment, A
$250,000 deficit would require an endowment of over $4,500,000 to eliminate the deficit, What is
more typical and logical is a sharing of the deficit burden between the city and the interest from
an endowment fund that is reasonably achievable in Iowa City,
Others are more adept at determining what tbat "reasonable" figure might be, For illustrative
purposes only, we assume that it would be possible to put together a $2,500,000 operating
endowment, which would produce approximately $137,500 annually, thus enabling the city to
keep its annual support in the $100,000 range. Part of the $2,500,000 may come from the sale of
the air rights for the purpose of building new hotel rooms above CenterSpaee,
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: Sample of Survey of Arts Organizations in dUl Iowa City Area
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December 1990
Productions
Needs New/ per Year/ Typical Audience
Or~anizatlon Medium More Space Total Days (Maximuml
Access Iowa City Cable TV Yes 24/24 20
Artists Concepts Various N/A N/A N/A
Arts &. Crafts Center Various Yes 1/14 100 IOpeningl12001
The Barn Collections N/A Yes N/A N/A
Beading Guild of IC. Beading Yes N/A N/A
- Chamber Singers of IC, Voice No 5/10 200 1300)
I Craft Guild of IC. Crafts Yes 3/21 20 IOpeningl ISO)
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_J The Drawing Legion N/A No N/A N/A
Eastern Iowa Recorder Music No 1/1 50 11001
~ Eulenspiegel Puppets Theater Yes 12/12 100 (400) I,
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IC Choralaires Voice No 3/3 50 (100) I,
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IC Classical Guitar Music N/A N/A N/A I' Ii
10 IC Community Band Music No 3/3 500 Iji'
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IC Community Strings Music Yes 2/4 200 1250) 'I il:
IC Community Theater Theater Yes 8/105 250 13001 II
IC Girls' Choir Voice No 2/2 250 1400) I;
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IC Ind, Piano Teachers Music No 1/1 20 ' , , II
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IC Music Study Club Music Yes 14/14 35 " b
IC Public Library Various Yes 2/2 500 (800) il I
J IC Sweet Adelines Voice Yes 6/12 500 18001 II Ii
IC Youth Orchestra Music Yes 3/3 ISO (200) "
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lowa.Japan Cultural Allc, N/A No 2/4 50 11001 , '~
~ Johnson Co Hist Society Collection Yes 4/365 ISO (200) I
I Kala Mandali N/A Yes 4/4 100 1300)
J MW Ctr for Dev Artists N/A Yes 6/20 50 (75)
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No Liberty Commun Band Music No 2/2 100 13001 'I
Old Capitol Chorus Voice Yes 2/4 100 (600) 'I
J Public Access TV TV Yes N/A N/A
Riverside Theater Theater No 7/81 200 (500) ,
i Rbt A Lee Commun Rec Ctr Education Yes 3/63 50170)
United Action for Youth Various Yes 9/30 50 (100)
.J Visual Arts Alliance Various Yes 2/4 50175)
The Weaving Studio Fiher No 2/42 7511501
. i Wellspring Ctr for Dance Dance Yes 2/4 ISO (500)
c..J West Branch Juggling Club Juggling No 1/1 50 11001
WilIowwind School Various Ycs 7/45 80 (ISO)
J Women's Caucus for Arts Various Yes 2/56 ISO 12901
Young Footliters Theater Yes 8/32 200 (300)
:] . Based on 1992 interview with Ron Clark and Jody Hovland
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List of Interviewees
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Steve Atkins, Manager, City of Iowa City
John Balmer, President, Chamber of Commerce
Jackie Black, Real Estate Broker
Dub Burger, Co-Chair, Executive Committee
Patt Cain, UI Foundation and Member of Executive Committee
Joyce Carroll, Iowa City Parks &. Recreation
Karen Chappell, Co.Chair, Executive Committee
Wally Chappell, Hancher Auditorium, VI
Tom Cilek, VP, Hills Bank &. Trust Company
Ron Clark, Riverside Theater and Member of Executive Committee
Darrell Courtney, Mayor, City of Iowa City
Paul Davis, Principal, Grant Wood Elementary School
Lolly Eggers, Director, Iowa City Public Library
Karin Franklin, Planning Director, City of Iowa City
Tom Gelman, Citizen and Former Library Trustee
Harriet Ginsberg, Citizen
Mark Ginsberg, Organizer of Iowa City Jazz Festival
Jody Hovland, Riverside Theater
Gar Johnson, Manager, Holiday Inn
Christiane Knorr, Iowa Artisans Gallery
Jim Larew, Science Center
George Lopos, Associate Dean, Division of Continuing Education, VI
Mary Lyman, Arts Patron
Bob Quick, Executive VP, Chamber of Commerce
Doris Preucil, Preucil School
Wendy Ford, Iowa City/Coralville CVB
Ann Rhodes, VP for University Relations, UI
Nancy Seiberling, Citizen and Community Volunteer
Joyce Summerwill, UI Hospitals
Alan Swanson, VP, UI Foundation and Member of Executive Committee
Shirley Wyrick, Artist and Member of Executive Committee
These are the people about whom one of us has made notes, We have also met several
additional people, most of them members of the Executive Committee, who have provided some
insights or information (including Dick Blazek, John Hess, Dickie Van Meter, Kevin O'Brien,
etc,)
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,Flynn Theaternroehure (Burlington, Vermont)
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1991.92
Flynn Student
Matinee Series
A Midsummer
Night'. Dream
, , Columbusl
The Velveteen Rabbll
- Freedom Train
I 1 Treasure Island
Peler and the Wolf
...
Bridgo to Terabllhla
, I i The Slory of Babar,
the UWe Elephant
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In high schools
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THE STUDENT MATINEE SERIES
The Flynn Theatre's Student
Matinee Series grew in stature and
in scale, and featured outstanding
companies like The Acting Company,
Thealreworks U.S.A., Louisville's Stage
One, The National Theatre of the Deaf,
and Munlu Dance Theatre of Chicago.
19 performances involved 22,466
school children. Study guides deliv-
ered in advance to teachers meant
subject matter and aesthetics were
further explored in the classroom.
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Area sludents enjoy a Matinee perlormance for schools
OUTREACH PROGRAMS
Outreach programs featured Vermont au-
thor Katherine Paterson (Bridge 10 Terabilhia) and
Muntu Dance Theatre who worked In schools
throughout the region for the week preceding
their performances.
JAZZ CLINICS
Visiting Jazz artist Lester Bowie, gave a
demonstration and performance for young musi-
cians and jazz bands in the area. The Flynn
partnered with Vermont jazz educators to present
an all-day showcase and clinic on the Flynn stage.
Guest artists and high school bands then gave an
evening performance for the public, '
STUDENT MATINEE PERFORMANCES
FY 89 FY90
Number performances 12 13
Total attendance 12.703 14,580
;.il':",,,,_;,',,,, ;,"",...~.,......, ."'Ii_,, "I."..;...;,'...__.,j.,.,...~,,,,.... '.
-' ':,;~i~;~~'EXCELLENCE IN 'ARTS EDUCATION" ~~
,. ~".f"""'t..", '.~"" '.....l\o-o,l ~.;O.~".__,u. .:"".n~:.:~,,,,..~.f>.:i:1t/"'.
:,lbe VennontAlllance (or'Arts Educatlon gave lis firill
7';;"'Outstandlrig C~itii'niiiiItYbrgarilzatloH ~~:;, ':'
to the Flynn Theatre 'In recognitlon ortis commllment';:
':', ',;,",;10 excel!ence"Ii1'Qrts educotlon.._j~'~''':':.A:,"''',
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FY91 FY92
18 18 I :::- - -
17.865 22,466' -
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5luden~ from 165
Vermont schoo~ In 75
towns participated In
the Flynn's 1991.92
51udent Matinee Series
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prepares her class for
a 51udenl Matinee
Perlormance
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It is remarkable to look back
over our ten years of development -
over the struggles and the achieve-
ments- and recognize where we have
come. In 1991-92 we celebrated "10
Flynntastic years" in our history and
planned for a next decade. And now
we want to share with you our first
'Annual Report."
Our Season's PlaybUllisted all
of our many contributors. We hope
you have seen the growing list of indi-
viduals, companies, and foundations
that have shown their support. We very much appreciate yours.
Our report will review the many highlights of our 1991-92 season and our
successful financial results. We hope you will feel a sense of pride in your
good work.
More than anything, a review of our activities points up the breadth of
community involvement in the dally life of the Flynn Theatre... schools and school
children from the whole northern tier of Vermont; audiences as varied as the
performers they come to see; social service agencies and their clients; community
and visiting artists growing together; established and emerging companies;
dedicated volunteers working in every phase of the operation.
We marvel at the spectacular artistIy we've enjoyed, and the welcoming
and interested audiences who've joined us over the year. We're proud that our
unique blend of artistic excellence and community involvement has brought
national recognition to the Flynn this year. with acceptance into the Lila Wallace-
Reader's Digest National Jazz Network, the prestigious National PerfonDance
Network, and the Kennedy Center Arts Centers and Schools Program, enabling
us to expand opportunltes for Vermonters.
in 199 1-92 the theatre engaged in a rigorous long range planning process
to create a 5 to 10 yearprogranuntng, buJIding. and financial plan and to establish
priorities for the future.
A first thrilling step in that long range program was the establishment of '"
an endowment with a generous gift from Founding pirector Remo Pizzagalll.
You, our supporters, are individuals, businesses. foundations, and
government bodies. Through your support. you have brought the magic ofllve
theatre to young people and adults throughout Vermont and beyond. You have
strengthened education in our schools. You have enabled community members
to experience extraordinaty artists from around the world and to develop their
own creativity through performances and workshops, You have had a 9 million
dollar economic impact on the area.
We hope we have been good stewards and that the enclosed materials will
give you an understanding of our operations and programs. With your continued
support we can stabilize the organization for future generations while strength-
ening our commitment to education and artistic excellence.
Thank you once again.
;
~a-~
Wl1llam R Peny
Chairman. Board of Directors
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Andrea Rogers
Executive Director
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1991.92
Flynn Student
Matinee Series
A Midsummer
- Night's Dream
, I I Columbus!
The Velveteen Rabbit
- Freedom Train
I / Treasure Island
Peter and the Wolf
....
Bridgo to Terabllhla
I' The Story of Babar,
the UWe Elephant
~ Muntu Dance
Theatre
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In high schools
THE STUDENT MATINEE SERIES
The Flynn Theatre's Student
Matinee Series grew in stature and
in scale, and featured outstanding
companies like The Acting Company,
Theatreworks U.S,A" Louisville's Stage
One, The National Theatre of the Deaf,
and Munlu Dance Theatre of Chicago.
19 performances involved 22,466
school children. Study guides deliv-
ered In advance to teachers meant
subject matter and aesthetics were
further explored In the classroom.
OUTREACH PROGRAMS
Outreach programs featured Vermont au-
thor Katherine Paterson (Bridge to T erabilhia) and
Muntu Dance Theatre who worked In schools
throughout the region for the week preceding
their performances.
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JAZZ CLINICS
Visiting Jazz artist Lester Bowie, gave a
demonstration and performance for young musi-
cians and Jazz bands in the area. The Flynn
partnered with Vermont jazz educators to present
an all-day shOlvcase and cllnlc on the Flynn stage.
Guest artists and high school bands then gave an
evening perfonnance for the public. '
STUDENT MATINEE PERFORMANCES
FY 89 FY90
Number performances 12 13
Total attendance 12,703 14,580
FY91 FY92
18 18 1 .. - .:
17,865 22,466' -
, 1_--1
PERFORMING ARTS TRAINING FOR TEACHERS
Teachers enjoyed an exciting three credit course "Intro-
duction to Dance for the Classroom Teacher" that brought them
to five dance performances, iniroduced them to creative dance
and movement, and gave them experience and conlldence to use
dance in the classroom. Vermont's standards for public educa-
tionrequirethatdancebep~ '" ~ ~ rB
ofthecunicuIum, TheFlynns .i'~ " '~ir.<I" ~ ,_
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course is one of the fewoppor- .... :~~: ir'*'-:: '~'~';::;>l
tunities avallable In Vermont~:-:;", "I~ .. -::-m:.; I
for teachers to develop their ::.. ' iI~: ::Y,j .:ii!'
knowledge and skills.
Sludenls from 16S
Vermont schools In 7S
lowns participated In
the Flynn's 1991.92
Sludenl Matinee Series
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"':;!:~~;~~{xCEllENCE IN-ARTSEDUCATlON"~
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:'lbeVcnnontAJIJance for'Arts EducaUon gavells firSt
'~J":::~"OuLStiiiiiflrig. Commuruty'bigarilzaUon AWaId'HI~,,,,
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to the Flynn Thcntre 'in recogniUon oflts COmmllrnimt'f:
. .: : '"',, ',~.~. .:,~to excellence'in'iu1s educaUon.., _1 ~ !~' ~,t'\7~-;'"
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Perlormance
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The Flynn provided a home and a profession-
ally managed performance venue for 70 community
and tOUling events.
Vermont Symphony Orchestra welcomed their
new conductor Kate Tamarkin for an e.xclting sea-
son of five public performances and two perfor-
mances for school children.
Lyric Theatre involved over 250 community
thespians in productions of Babes In Toyland and
42nd Street, entertaining over 13,000 members and
friends in the community.
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Vermonl Youth Orchestra
rehearsing at the Flynn
The University ofVer-
mont Lane Series expanded
their annual opera presen-
tations to include sold-out
performances by both the
New York City Opera and the
Minnesota Opera Company while treating
us to productions by Les Ballets Africains,
The Acting Company and The San Francisco
Mime Troupe,
The Vermont Youth Orchestra's three
performances demonstrated unusual
musical mastery by talented youngVer-
monters with outstanding soloists from
their midst.
The Albany Berkshire Ballet staged
their annual production ofThe Nutcracker,
starring young dancers from the
Vermont Conservatory of Ballet.
First Night Burlington presented 8
back-to.back performances at the Flynn Theatre, accommodat-
ing over 10,000 revelers and featuring Vermont Symphony Orches.
tra, Karen Amirault Dancers, John Gailmor, and the Taiko Drummers.
Catamount Arts, ETV, Icefire Productions, The Mount Mansfield
SkiClub, UVM Business School,
and All Points Booking were
among the other Vermont
groups presenting perfor-
mances during the year.
Their list of presentations
included the statewide tour
of David Budbill'sJudevine,
Mark Russell, Ricki Lee Jones,
Phish, and Cowboy Junkies,
Out-of-state pro-
motors brought a remark-
able line up as well- from
Ain't Mlsbehavin' and David
Copperfield to Mickey Hart's
Planet Drum and Warren Miller
Ski Films, Thanks to the
Flynn's management,
technical support, rind box office services a promoter can now
book a show and mal(e all necessary arrangements by phone,
Vermont Symphony
Orchestra's conductor
Kate Tamarkin
,
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annual return 10 the Flynn
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King Street Youlh Center
Champlain College Single
Parents Program
Wheeler and Barnes
Schools
VNA Fosler Grandparent
Program
Sarah Holbrook Cenler
The Lund Home
Adult Basic Education
Chltlenden County
Correctional Center
Howard Mental Health
Shirley Coffee receives
" 'llunleer 01 the year
'vard from Executive
' 'iI'rector Andrea Rogers
,-'
Cost and circumstance can create barriers to participa-
tion for many individuals and groups in the community,
Increasingly, the Flynn has developed relationships and !nlt1a-
tives that break down these barriers and allow special people
in our community to experience the perfOrming arts in ways that
C "ty G . bring joy and meaning Into their lives,
ommum roups hiId h
participating in Parents . and c ren, w 0
the donated ticket would not othenVlse have the opportu-
program. nity, enjoy many perfonnances at the
Flynn through our partnerships lvith
community groups, The Flynn made
over 2,000 tickets available to families
through these organizations in
1991.92.
A special program lvith Adult
Basic Education encouraged adult new
readers to read Bridge to Terabithia with
The Boys and Girls Club their children. Over 120 participants
then enjoyed attendance at the performance and
met author and playwright Katherine Paterson.
Frequent planned ou'tings for the Correctional
Center have provided inspiration and entertain-
ment for inmates and the Center staff.
Developmentally impaired
young people clean and care for the Flyrm on a daily
basis and feel intense pride in their theatre. Senior
citizens regularly sort and mall promotion pieces,
providing invaluable service,
Volunteers find their place In numerous
activities and the Flynn is the beneficiary of their
dedication. Over 300 Flynn Spirits staff the theatre
night after night: 20 Spirits per perfonnance take
tickets, serve refreshments, answer phones, seat
the audience, and assure that patrons are safely
cared for in the event of emergency. Their training
was tested when we evacuated a capacity matinee audience for
Lyric's 42nd Street, responding to a false alarm. The house was
emptied in four minutes fiat: and the curtain rose on the second
act only a few minutes late.
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Bill Parkhill at work
Lane Bradish lrighti
makes dlsp~y letlers
as part of a special
work program
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Volunleer Mary Evelyn
Hults gives a Theatre lour
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"Our school stands
out In the district as
having a flourishing,
highly sUccessful
curriculum.integraled
arts program-a
result of a partner.
ship with the Flynn
Theatre for the
Performing Arts ."
- Kafhleen Nielson
WHEELER AND BARNES SCHOOL PARTNERSHIPS
The Flynn's special program with Wheeler and Bames
Schools alTorded frequent opportUnities for their students to
attend performances at the Flynn. With dedicated grant sup-
port, the Partnership also supported
In-school residencies with Jon
Gallmor and M untu Dance Theatre,
afterschool programs with commu-
nity artists, and school wide Partici-
pation in the Wheeler musical pro-
duction of Mary Poppins. Pride,
acceptance, motivation, self clJscov-
ery, Joy -these were Just some of
the feelings shared by Participating
children from Burlington's low
income neighborhoods.
Wheeler sludents head
for the Flynn
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From the careand feed-
ing of Visiting artists to the de.
velopmentofVermont's creative
talent. the Flynn fashioned op-
portunities and e.'<]lenences in
order to support the develop-
ment of creative artists.
Munlu Dance member
leads a workshop
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MASTERCLASSES AND WORKSHOPS
Area artists enjoyed workshops \Vith
significant national artists. MUSician/composers
Philip Glass, Mario Bauza, and Lester Bowie lectured
about their life and work. Cho- "As a performer and
reographers Eiko and Kama led dancer myself, I see
anintensemovementworkshop. MuntuDance the Importance of
Theatre led classes in African dance and the new forms In
, performance on the
ballet students stuclJed With members of the Flynn stage as a
Paul Taylor Dance Company and Las Grands Ballets terrific boost to the
Canadlens. local arts community,"
Ice Theatre 01 New York was in resi- - Oara Wlshlngrad
dence for a fuII week, leading sought-after PUe Power workshops
for hockey and figure skaters and presenting a program of
modem choreography on ice. DiSCUssions before and after
performances were a higbUght during the season and an integral
part of the Flynn's On-Stage Series,
In July, New York's P,S, 122 "Field Trips" drew Vermont
audlences from around the state and concluded With a lively
two-hour clJscussion With the performers
and the auclJence.
Young artists developed their talent
insummerworkshopsandVermontcompa_
nies like Taiko Drummers and Working Ground
developed new work on the Flynn stage.
TheOn-Stage Series proVided focused
opportunities for outstanding Vermont
artists to have their Work honored and
presented in series With other nationally
acclaimed artists,
"";
Local dancers In a
Masterclass with the Paul
Taylor Dance Company
'''Thank yoU + thank
you alr.lln for having
fallh In us and Blood
and Stones. Your
responso has given
us a boost ... we felt
so cared for, 50
rospected"
- Marlanno Lusf
Dlreclof,
BlOOd and Sfones
On,SlagO Series
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The Flynn
Theatre's 10th Season
was a spectacular
success - a line up
that appealed to many
tastes and interests and
broke all box office records. Vennont audiences, as varied as the
performances they saw, enjoyed cultural opportunities that
were avallable in only a handful of cities across the nation,
~~i~__
MUSIC ~~":z::::;.:z~::.:
Mario Bauza with guest Paquito D'Rivera Scene form "Barnum"
entertained us with the Cuban big band sound.
Youssou N'Dour's soaring voice came straight from
the heart of West Africa, and the Chieftains took us
on a musical journey through Ireland. Jazz impro-
visation reached new heights when Bobby McFerrin ~s~:I~eleen
with Volcestra and Lester Bowie's Brass Fantasy took Rabbll"
the stage. The trendsetting
Kronos Quartet performed new "classical"
music by composers from five dllTerent
continents and traditions.
BROADWAY THEATRE
A triple line-up from Broadway
brought quality national tours of Gypsy
and Barnum and the stunning and remark-
able production of M. Butterfly.
DANCE
The season included a wide spec-
trum of extraordinaIy dance - from Les
Grands Ballets Canadiens and the renowned
Paul Taylor Dance Company to Japanese-
American dance/theatre artists Eiko and
Kama. The popular Ice Theatre 01 New York
gave two full performances at Leddy Ice
Rink, llnking the worlds of
modem dance and skating.
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QUALITY FAMILY ENTERTAINMENT
Families enjoyed shared time and
quality entertainment... from classics llite
A Velveteen Rabbit, Bridge To Terabithia,
Treasure Island, and A Christmas Carol to
singalongs with Rosenshontzand Tom Chapin.
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THE: NATION'S BESi
CONTEMPORARY ARTISTS
The Flynn stands out for Its commitment to
tmportant contemporaJy artists. Philip Glass and
Allen Ginsberg's Hydrogen Jukebox employed opera,
poetIy, dance, and media projections to create a
portrait of 20th century America. ContemporaJy
masters were headlined in music and dance. In July,
New York's experimental performance center P,S.
122 Introduced adventurous Flynn audiences to
Blue Man Group [now an Off-Broadway hit) and David Rousseve
!headlining this year's Next Wave Festival in New York City).
QUEBEC ARTISTS SHOWCASED
A special Quebec Series showcased Les
Grands Ballets Canadiens, folk duo The McGarrigle
Sisters, and dance theatre group Carbone 14 in
an unforgettable piece, The Dormitory (Le DOrloir),
Scene from Carbone 14's'
"The Dormilory"
Garrison KeUlor
and 111' Austin
THE ON.STAGE SERIES
"New Dance, New Jazz, and Stories of
Hope and Struggle" were themes that brought
together outstanding artists from Vermont and
the Nation in an intimate setting on stage at the Flynn: The Bebe
Miller CcmpanYi Steve Paxton and Usa Nelson; Jon Spelman; The Bread and
Puppet Theatre; and DebOrah Lubar's Blood and Stones,
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SPECIAL EVENTS
The Flynn joined forces With Burlington's Marketplace
for a shared 10th Anniversary and a giant birthday cake. 1\vo
shOWings of Orson Welles' 1941 film Citizen Kane brought back
memories of the Flynn as Burlington's moVie palace.
Vermont Public Rad10 and The Flynn presented Garrison
Keillor's American Radio Ccmpany in three special holiday broadcasts
from the Flynn Theatre stage, bringing fans fromllcross the state
and featuling Vermont performers on national airwaves.
The Ali/gator Records Blues Extravaganza was four hours of
roof-raising licl(S, vocals, pop and blues.
Co-produced by the Flynn and Burlington City Arts, the
five day Discover Jazz Festival brought music to the Flynn stage and
over 50 other venues in the area. Womenjazz artJsts took center
stage, so did hundreds of young jazz players from area schools,
and over fi1ly area bands, attracting 25,000 people to the area,
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A healthy institution is one Ilith grolling panicipation in
programs, in volunteerism, and in giling, It's one Ilith a long
range plan and an imprOling infrastructure. internal COntrols:
and stable management. It's one with an imprOling fund
balance and a growing endowment. The 1992 Fiscal Year showed
exciting results in all areas.
FIVE YEAR SUPPORT OVERVIEW
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300,000
.~m!UAL GIVI~IG GROm:,
Threeyearsago, thetheatresetout
on a concerted program to build annual
giving through memberships and ben.
efits, As a result, individual membership
giving has grown from 865,000 to S 145,000
and from 750 to 1300+ donors.
One key to that development has
been the formation of the Flvnn Ambassa-
dors' a group of over fifry volunteers who
FY92 act as Ambassadors for the Flvnn's
programs and needs, and who aid in annual fund raising.
Together with the Board of
Directors, Ambassadors have pro-
Vided new and continued leadership
for benefit events. The 1992
On.Stage Dance, now an annual event.
was a Motown night not-to-be-for.
gotten. Curtain Calls: A Tag Sale
Spectacular got a highly successful
launch in May, A Benefit Art Auction
was a "Ivin-lvin'lvin" for artists, buy-
ers, and the Flynn. And the
Champlain Lanes were full for the
annual "Strike a Pin for the Fiynn".
Generous corporate sponsorships played akeyrole in the
Flynn's world class presentations this year. In return sponsors
enjoyed widespread viSlbillty, complementary tickets. and op-
portunities for their guests to meet performers.
Volunteers continued their leadership in organizing the
annual Fine Wine and Food Festival, achieling record results with an
expanded premium tasting on the Flynn stage and the ever
popular Festival and auction at Shel-
burne Farms.
Support for programming also
grew as a result of an effort to position
the Flynn for national funding, The
National Endowment for the Arts
recognised the Flynn's leadership in
contemporary progranunlng and out-
reach with increases in dance, present-
ing, and theatre grants. Acceptance of
the Flynn onto the Lila Wallace-Reader's
Digest National Jazz Network provided
generous three year funding for lnnovatil'e jazz programming,
Acceptance into the prestigious National Performance Network
will support Important residency activity, providing in-depth
experiences for the community.
I to r - Bobbl Lanahan,
Joan Savoy and Flynn
Ambassader Judy
Gerber.Blsson prepare lor
the Benefit Art Auction
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FY91
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ADDENDUM D
Iowa City Area Chamber of Commerce Arts Committee
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Co.Chairs: Karen Chappell - Assoc, Director, Center for International and Comparative
studies, UI
Deborah Burger - former Coordinator, Project Art, Ul Hospitals and Clinics
(U1HCj
Administration and Operations Co. Chairs:
Kevin O'Brien . Operations Manager, McDonalds Restaurants, Iowa City,
Owner, McDonalds, Williamsburg, IA
Joyce Summerwill. Director, Department of Patient and Guest Relations, UlHC
Communications and Pnblications Co. Chairs:
Dick Blazek. Senior Designer, Ul Foundation
Alan Swanson . Vice Present, Communications and Administration, UI
Foundation
Design Co.Chairs:
Donald MacFarlane, M.D. . Assoc. Professor, Internal Medicine, UIHC
Shirley Wyrick. Artist
Financial Strategies Co-Chairs:
Robert Slerk . President and CEO, First National Bank
W. Richard Summerwill. President and CEO, Iowa State Bank
Fnnding Co. Chair:
Dickie Van Meter - President, Licensing Resource Group
Pnblic Awareness Co. Chairs:
Wallace Chappell. Director, Hancher Auditorium
Patrick Grady. Vice President, Corporate &. Community Development, First
National Bank
At.Large Members:
Patt Cain. Director, Corporate Relations, UI Foundation
Judith Dows . Fiber Artist '
Wendy Ford. Director, Convention and Visitors Bureau
John Hess. General Manager, World's Best Lawyers, Iowa City
Rene Paine. Co.Director, Public Access Television (PATVI
Laurie Robinson. Executive Director, Johnson County Heritage Museum
Wallace Tomasini. Professor, UI School of Art and Art History
Craig Willis. Attorney, President, Security Abstract Co.
Consultants: K.C. Cook. Commercial Real Estate Appraiser
Stephen MacKenzie. AlA, Principal and Director of Design, Hansen.Lind.
Meyer, Architects
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SUBCOMMITTEE
Administration and Operations:
Muggie Conroy. Actor, pluywright
Wendy Ford - Director, Convention und Visitors Bureau
Jo Jones. Administrative Assistant, UI Museum of Art
Mary Lea Kruse. President, Artists Concepts Ltd.
Tom Walsh - ac, Corporate Communication Consultants, West Branch
Steve West. President, West Music Co., Inc.
Design:
Penny Purks Andrishok . Multimedia artist, instructor, Community Arts Program
Palt Cuin . Director, Corporate Relations, UI Foundation
John Fitzputrick . Program Facilitator for Fine Arts IK.121, Cedar Rapids School
District
Donnu Friedman. Co.Director, Public Access Television IPATV)
G10riu Gulusk . Actor/singer
Rudolf Galusk, M.D. . Professor of OB/GYN &. Microbiology, UI College of
Medicine
Christiane Knorr - Managing Director, Iowa Artisans Gallery, ceramic artist
Emily Martin. Painter/sculptor, Past President of Iowa CitylJohnson County Arts
Council
Belly McKruy . Past president, Iowa City Community Theater
Burbura Nilausen.K . Goldsmith and designer
Rene Paine. Professor of Graphic Design, Iowa State University
Wullace Tomasini. Professor, UI School or Art and Art History
Stephen West. Owner and President, West Music Company, Inc., musician
Public Awareness:
Mary Gantz. Community member, part.time graduate student
ADVISORY
City of Iowa City:
Stephen Atkins. City Manager
Karin Pranklin . Director, Planning &. Community Development
Iowa City Chamber of Commerce:
Bob DeWitt. President
Bob Quick. Executive Vice President
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City of Iowa City
MEMORANDUM
Date: January 26, 1994
To:
City Council
From: City Manager
Re: Council Members Throgmorton and Kubby - Water Information
We are unable to provide the Information requested by the February 1 date indicated in the
memoranda from Council Members Throgmorton and Kubby. While we have most otthe intor.
matlon, with Chuck in court the remainder of this week and a large Council agenda for January
31 and February 1, It is difficult to have it all assembled in a tashlon that addresses the questions
posed in the memoranda. We will hopefully be able to turn our attention back to this information
early next week. I am sorry we are unable to satisfy the February 1 deadline.
cc: Chuck Schmadeke
Don Yucuis
ns\walamf
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City of Iowa City
MEMORANDUM
DATE: January 28, 1994
TO: City Council
FROM: City Manager
RE: Material in Information Packet
Memorandum from Mayor Horowitz regarding meeting with Airport Commission.
.;l,
Memoranda from the Ci ty Manager:
a. Property Tax Analysis . 3.;(8'
b. Miscellaneous (NCS/Highlander Traffic Signal, Water Meetings ~~~~
with Neighborhoods, Jaycee Business Fair, Disaster Aid Money
Received
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Memorandum from the Human Services Coordinator regarding recommendations~
for FY95 Human Service Agency funding, .::>30
Memorandum from the departments of Public Works and Finance regarding.3.3..i-
response to Iowa City Cleanup and Transfer, Inc., letter. ,
Memorandum from the Senior Planner regarding Tree Preservation Ordinance
schedule.
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Memoranda from the City Clerk:
a. Council minutes and transcriptions
b. Council Work Session of January 6, 1994
c. Council Goal Setting Session of January 10, 1994
.33'3
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Memorandum from the Assistant Transportation Planner regarding Capitol
Street Parking Ramp survey results,
Copy of letter to the City Manager from ,Claire B. Ashman regarding the
neon-bri9ht pedestrian crossing signs.
Copy of letter to Mayor Horowitz from President Rawlings regarding the 33~
Phi Kappa Psi fire.
Agenda for the January 27, 1994, meeting of the Johnson County Board Of~
Supervi sors.
Memorandum from the City Clerk regarding board/commission application
form.
b
Notice of neighborhood meeting at City High School regarding parking.
Agenda & information for the Iowa City Conference Bd. meeting 1/31/94.
Agenda for the 2/1/94 Informal meeting of the Board of Supervisors. ~
Hemo from Rules Corom. regarding procedural Aspects of Council l/orking. ~
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January 28. 1994
Material in ( Information packet
page 2
Memo from City Engineer reg'llrding North Dubuque St. elevation.
Letter from Corps of Engineers regarding regulation of Coralville Reservoir.
3~5
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City of Iowa City
MEMORANDUM
Date: January 27, 1994
To: City Council
From:
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Mayor
Re: Meetln~ with Airport Commission
Attached is r.(lrrespondence I received from the Chair of the Airport Commission. In the
correspondence John suggests a meeting of a subcommittee of the City Councit and representa-
tives of the Airport Commission. While I am aware that John wants to make sure that we are fully
intormed of the Airport's position, I Indicated to him I did not believe the subcommittee as a good
idea, We would work to schedule a meeting ot the full Council and the full Airport Commission
to discuss this issue. I felt given the sensitive nature ot the issues surrounding the Airport, all
Council members should be equally intormed.
Attachment
bl<anee.g
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IOWA CITY MUNICIPAL AIRpnDT
lBOI South Riverside Drive i. .,," ._<"b
Office Phone (319) 3~6.5045
l\
MEMO
DATE: January 18, 1994
TO: The Honorable Susan Horowitz, Mayor
FROM: John Ockenfels, Airport Commission Chairperson ,''',
RE: Airport Master Plan
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As we briefly discussed last week, the long-term planning for the
Iowa City Municipal Airport is at a critical stage, The current
Airport Master Plan was completed twelve years ago and is outdated.
It is now time to draft a plan that will provide for the aviation
needs of Iowa city for the next ten to twenty years.
The Airport Relocation Feasibility Study was the first step in this
process, The study was designed to assess the current facilities,
analyze their long-term viability, and, if needed, recommend
alternatives for meeting our aviation requirements, The final
conlilultant recommendation included either numerous on-site
improvements or the possibility of developing an alternate site.
The Airport is a significant attribute to this community, But it
is much more than an important part of our local infrastructure.
Both the Iowa Department of Transportation and the Federal Aviation
Administration have commented on the importance of the Iowa City
Airport to the state and federal aviation networks, In a time of
unfunded mandates and shrinking budgets, it is reassuring to know
that both the state and federal governments are willing to support
their statements with financial backing for our Airport,
The Airport Commission is the technical organization for the city
Council. After review of all available information, the Commission
will base their decision on what is best for the aviation community
now and for the future, It is the Commission's responsibility to
explain to the Council why the needs of the aviation community are
important and how those needs are integrated into the rest of the
community,
Before convening a meeting of the entire Council and Commission to
discuss the Airport Master Plan, it may be appropriate to form a
subcommittee of Commission and Council members to assure everyone
has the same information on which to base their ,decisions,
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Although interpretation of that information could be different
between the Council and Commission, at least we will know decisions
,will be based on correct information. Last year's Council has had
an opportunity to review much of the material from the Feasibility
study. It may be beneficial to members of the Council who have had
less of an opportunity to review that information to meet with the
Commission members,
I know the Council has been very busy with the FY95 budget process
during the month of January, I think the Master Plan decision is
an extremely important issue. If you qgree that a subcommittee is
an appropriate way to proceed, I would like to schedule a meeting
sometime in early February to begin this difficult decision
process,
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Please contact me at 351-2848 or the Airport Manager at 356-5045 if
you require additional information or would like to schedule a
meeting,
cc: steve Atkins, city Manager
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City of Iowa City
MEMORANDUM
DATE: January 28, 1994
TO: Ci ty Council
FROM: City Manager
RE: Property Tax Analysis
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A few years ago we did a similar chart for Council review. I asked .
the Department of Finance to update.
cc: Don Yucuis
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ANALYSIS OF THE PERCENTAGE OF PROPERTY TAX RELIANCE OF TRANSIT. lISRARY.
POLICE AND FIRE TO TOTAL GENERAL TAXES FOR FYS4 THROUOH FY 97
TOTAL %OF %OF %OF %OF
OENERAL TAXES TAXES TAXES TAXES
TAXES TRANSIT TRANSIT L1eRARY L1SRARY FOLlCE POLICE FlRE FlRE
FYII4 16,693.250 425.534 e,17% e94.342 12,S7% 1,1145,497 2e,77% 1,059.S63 15,3e%
FY05 7.112,161 512,553 7,21% 941,107 13,23% 1.905.252 28,79% 1,06S.4ge 14.96%
FYeS 7.e65.239 7e9.532 10.03% 999.369 12,71% 2,013.404 25,50% 1,197.722 15,23%
, FY67 e.747.046 e",2e5 9,27% 1.049,e99 12,00% 2.06e.5OO 23,63% 1.259.7e2 14,40%
i FYee 9.175.132 1146,4e7 9,25% I,Oe1,01l 11,79% 2,le1,8114 23.76% 1,2114.466 14,00%
I FYOe 9,614,S6e 1,024,445 10.44% 1.223,754 12,47% 2,425,eoo 24,72% 1,52e,eoo 15,56%
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" FY90 10,104,590 1,101,7e7 10.90% 1,291.95e 12.79% 2,515,072 24.69% 1,486,127 14.71%
i FYS, 10,422,599 1,071,31e 10,2e% 1.379,513 13,24% 2,604.205 24.99% 1,722.822 le.53%
,
FY92 10.659,417 1.344.4e1 12,81% 1,510,393 14.17% 2,e50,e33 27.03% I.BBe.156 17,71%
m3 12,177.226 1,44e,932 l1.eS% l.eS3.12e 15.4e% 3,351,302 27.52% 1,91S,e21 15.76% ' ;
FY94E'1, 12.424,113 1.679.01e 13.51% 2,011,370 le,IS% 3,639.77S 29,30% 1,97e.243 15,92% ~
FYS5 P..!, 12,1147.779 1,007,524 14,07% 2,064,e33 le.07% 3,910,B64 30.44% 2,051,900 15.97% "
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map..), 13,231,063 1,942,407 14.6S% 2,222,070 '...0% 4,Oee.604 3O.e9% 2,217.227 1e.7e% I,; Ii
m7P..j, 13,627.779 2.105.770 15,45% 2.317.930 17,01% 4,321,331 31.71% 2,325,279 17.00% II:
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Percentage Use of General Property Tax Funding I' Ii
35.00% I 11IANSIT LIBRARY -II- POLICE -D-FIRE I ,:
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FY64 FYe5 FYB6 FYe7 FYeS FYe9 FY90 FY91 FY92 FY93 FY94 FY95 FYge FY97
En. Pro). Pro). Pro),
O,n.raI 'llII.lnclud. thl 8,10 Otn.rall.vy, thl .86 T,.n,lt 'IVY 1,64 FV92 Ind prlorllnd
thl .27 Ubtlry IIVY (wild In FY931.
PCTOENTX.XLS 1/27/94
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City of Iowa City
MEMORANDUM
Date: January 28, 1994
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To: , City Council
From: City Manager
Re: Miscellaneous
1. NCS/Hlohlander Traffic SIQnal
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The process unfolds slowly and it now appears the signal could be installed, at the
earliest, this summer. We awalttinal approval from lOOT.
2,
Water MeetinQs with Neiohborhoods
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Grant Wood School. 2117, 7:00 p.m.
Northslde - Horace Mann School- 2/27, 3:00 p.m.
Longfellow - Church, corner of Seymour & Clark - 2/20, 4:00 p.m.
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Javcee Business Fair
The Business Fair Is planned for February 11, 12 and 13 at Carver-Hawkeye Arena.
4. Disaster Aid Monev Received
FEMA
FHWA (Highways)
$470,173
97,687
$567,860
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~ 410 ElMlshlrgtO'lSt bvvo City. bvvo 52240
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Date: January 27, 1994
To:
Iowa City City Council
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From:
Marge Penney, Human Services Coordinator
Re: Iowa City/Johnson County/Coralville/United Way Representatives' Committee Recom-
mendations for FY9S Human Service Agency Funding
On Friday, January 14, 1994, the following Iowa City, Johnson County and Coralville representa-
tives met in an open meeting: Naomi Novick and Susan Horowitz for Iowa City, Betty Ockenfels
and Steve Lacina for Johnson County, and AI Axeen for the City of Coralville. Helen' Dailey,
Allocations Chairperson for United Way, Carrie Norton, Planning Chairperson for United Way,
Teresa McLaughlin, Executive Director of United Way, Cheryl Whitney, Director of the Department
of Human Services in Johnson County, and Marge Penney, Human Services Coordinator, also
participated,
You will find attached for Council consideration, the recommendations of this Committee for Iowa
City's funding of human service agencies in FY'9S, as well as highlights of the agencies' FY95
budgets and funding presentations, Also attached are charts of the history of human service
agency funding for iowa City, Johnson County, Coralville and United Way; Agency Directors' Salary
Recommendations and' Benefit Points; and the United Way Planning Division's final agency
rankings: These provide an overview only, and will be most helpful if used in conjunction with your
FY9S funding request books,
Items attached for your consideration include the following:
PAGE
FY9S Funding Recommendations:
I. Agencies that are currently funded by Iowa City,
Johnson County and Coralville ,.",.".",.,.,. . , , , , . , , . . . . , , . , . .
II. Agencies that are currently funded by Iowa City and
Johnson County and that are requesting new Coralville
funding .",.,.".,."."",.",.."".".".,.,"',."..," 9
III. Agencies that are currently funded by Iowa City and
Johnson County (not Coralville funded) , . , " , . " ' , , '" . . , , . . . " , . , , . 11
IV, An agency that is currently funded by Iowa City and
by Johnson County through its Department of
Public Health (not Coralville funded) ,."."":,,, , , . , , , , , . . , , , , , , . , 13
V. An agency that Is requesting new funding from Iowa City
and that is currently funded by both Johnson County and Coraiville
14
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VI. An agency that is requesting new funding from both Iowa City
and Coralville and that is currentiy funded by Johnson County , , , , , , , , , , , , 15
VII. An agency that is requesting new funding from Iowa City and that
is currently funded by Johnson County (not Coralville funded) ,.""",.,' 16
City of Iowa City funding for FY93 and FY94, Agency Requests for FY95,
and Funding Recommendations for FY95 ,...,.,...""..,..,',...,",. 17
Johnson County Funding for FY93 and FY94, Agency Requests tor FY95,
a~d Funding Recommendations for FY95 ",.",..".,."".,.,.,.,"" 18
City of Coralville Funding for FY93,and FY94, Agency Requests tor FY95,
and Funding Recommendations for FY95 .,.."""",.",..,.,.,.,.," 19
United Way Funding for UW-FY93 and UW-FY94, and Agency Requests for
UW-FY95 .".".".".,.,."..""..,.,.,.,""',.,..."..".. 20
United Way Designated Giving for UW-FY91, UW-FY92, UW-FY93 and UW-FY94 , , . 21
A Comparison of Current Local Support , , . , , . . , , , , , , , . . , , , . . . , , , , , . , , . . " 22
Recommended Salary Structure Chart (July 1984) ".."...,...,.""."..,' 23
Recommended Salary Structure Chart Updated to Include a 4% Increase for
Each Year Since 1984 ,.."..""..". , , , , , , , , . . . . , . . , , . , . . . , . , , " 24
Benefit Point Chart .."...."...",..". . , , . . , , , . , . , , , . , , . , . , ;', . , '" 25
United Way Planning Division's Agency Rankings ",.".""...",.,...,.., 26
In making recommendations for Iowa City's FY95 human service agency funding, the basic goal
has been to support agencies with the tunds necessary to maintain current services and to provide
those services to increasing numbers of clients. The agencies that receive City of Iowa City
funding for their operations have been extremely creative in attempting to hold down local costs
while meeting expanding client needs. They have Intensified their efforts to collect fees for service
from those clients who have the ability to pay, They have enhanced inter-agency cooperation
through joint ventures and shared resources, They have restructured programs to provide less
costiy service models: substituting group services for one-an-one services whenever appropriate,
for example. They have also extended their funding bases by securing state, federal and other
grant support, Yet, even with all these cost containment efforts, the need for additional local
funding remains, Many agency clients do not have the financial resources to pay for services;
sometimes only very intensive programs are effective; and grant sources often change or
disappear altogether, The Committee has concluded that the agencies' requests are reasonable
and conservative.
The Committee's recommendation Includes maintaining Iowa City's contingency fund for human
service agency support, Because the financial resources of our agencies are stretched so thin and
non.localtunding sources are so volatile, agencies are particularly vulnerable to mid-year changes
that would cause serious disruption of services, The conllngency fund will be used only In cases
,of emergency, and any request for contingency fund support will be coordinated with requests from
United Way's unallocated reserve and from the County.
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Council will discuss the Committee recommendations on January 31, 1994. If Council determines
that no additional Committee or Council sessions are needed, funding figures determined at the
January 31 meeting will be utilized in the City's budget making process,
If you have any questions or desire addilional material, please cali me at 356-5242,
jccoghslagfundglrecmcity,mmo
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COMMllTEE RECOMMENDATIONS
TO THE CITY COUNCIL OF IOWA CITY
FOR HUMAN SERVICE AGENCY FUNDING
IN FY95
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REQUESTS FOR CONTINUED IOWA CITY FUNDING (AND FOR CONTINUED FUNDING
FROM BOTH JOHNSON COUNTY AND CORALVILLE)
A. BiQ Brothers/BiQ SisterS: Recommended Funding $31,500
Current Funding
$ 30,000
14,500
3,000
16,000
$159,900
FY95 Request
$ 32,000 (+6.7%)
16,000 (+10.3%)
3,500 (+16.7%)
18,000 (+12.5%)
$174,9DO (+9.4%)
Funding
Recommendation
$31,500 (+5,0%)
14,500 (+0.0%)
3,300 (+10,0%)
Iowa City
County
Coralville
United Way
Total Income
Descriotion of Proaram: Big Brothers/Big Sisters provides opportunities for social,
emotional, mental and physical development for at-risk children, primarily from
single-parent families, Children aged 6 through 14 are accepted Into the program,
and services can continue through age 18. Program goals are reached through
matches made with adult volunteers In the community for long.term one-to-one
friendships, Professional caseworkers provide on-going support for the volunteers,
the children and their families. The GAP program, a joint effort of Big Brothers/Big
Sisters and 4-H, Is offered for children who are waiting to be matched; youngsters
meet weekly for nine weeks in small groups with adult volunteers for educational,
recreational and social leamlng experiences. The new YES Program matches
children on the waiting list with senior citizens and U of Iowa students to share
experiences and enhance reading and writing skills,
SIQnificant ChanQes Prooosed:
1, An additional .5 FTE Caseworker and a ,25 FTE Program Assistant are
proposed for FY95,
2, A 5% salary increase for ail current staff combines with an increase of .75
FTE's to result in an increase of 18% In proposed salary expense,
Rationale for Recommendation: This is an excellent program meellng a real need.
Reintroduction of the GAP program and addillon of the YES Program have provided
Important service to children on the wailing i1s!. This agency conllnues to do an
excellent Job of fundralslng in order to meet some of Its needs, A funding Increase
of $1 ,500 Is proposed,
Directo~s Salary: Within the updated suggested range from the 1984 salary study.
Dlrecto~s Benefit Points: 93.5 '
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B, Crisis Center: Recommended Funding $29,692
Iowa City
County
Coralville
,
Current Funding
$ 26,892
50,000
2,460
49,451
$273,808
FY95 Request
$ 33,6DO (+24.9%)
55,000 (+10.0%)
3,000 (+22.0%)
56,500 (+14.3%)
$274,5DO (+0.3%)
Funding
Recommendation
$29,692 (+10.4%)
50,000 (+0,0%)
2,700 (+9.8%)
United Way
Total Income
Descriotion of Proaram: The Crisis Center offers a Crisis Intervention Program that
is available to anyone who calls or comes in, It provides short term crisis
counseling; suicide intervention, prevention and postvention; information and referral;
a message relay service for persons who are deaf utilizing the TDD (Telecommuni-
cations Device for the Dean; and community education and outreach. The Crisis
Center Food Bank gives Johnson County residents emergency and supplemental
food. The Crisis Center Emergency Assistance Program helps transients with
emergency needs such as food, transportation and referrals (or shelter. It provides
help for both local persons and transients with other needs: clothing, diapers or
local bus tickets for example, and includes Help-at-Hand case management. The
Crisis Center is the "after hours" contact for the Common Fund and the Community
Mental Health Center. For one year, from 9/93 to 9/94, Flood Aftermath Services
(funded primarily through the Greater Cedar Rapids Foundation) are being offered.
Slcnificant Chances Prooosed:
1. ,A range of salary increases combines with a decrease of ,58 FiE's (Flood
Aftermath Services end) to yield a 4,7% decrease in salary expenditures,
Rationale for Recommendation: The Crisis Center provides extremely important
support services to many of the most needy individuals and families in our
community. Its 24 hour telephone availability is very important. A funding increase
of $2,8DO is proposed to support existing programs.
Director's Salary: Within the updated suggested range from the 1984 salary study,
Director's Benefit Points: 57,5
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Domestic Violence Intervention Prooram: Recommended Funding $42,000
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Funding
Current Funding FY95 Request Recommendation
Iowa City $ 38,90D $ 46,8DO (+20.3%) $42,000 (+8.0%)
County 42,000 49,400 (+17,6%) 42,000 (+D.O%)
Coralville 2,400 2,700 (+12.5%) 2,700 (+12.5%)
United Way 33,612 41,727 (+24,1%)
Totallncome* $88D,37D $410,413 (.53.4%)
*Column 1 includes $581,553 income for the acquisition of the new shelter facility;
Column 2 includes only $73,426 for that purpose.
Descriotion of Prooram: The Domestic Violence Intervention Program makes
comprehensive services available'to those affected by domestic violence in Johnson
County. This agency provides: safe shelter, food and clothing for victims of
battering (and their children); short-term counseling, advocacy and referral for both
shelter residents and other victims of abuse; programs for children of baltering
families and assistance for parents in meeting their children's needs; community
education on the issue of domestic violence; and outreach to victims whose
batterers have been arrested under the mandatory arrest law. The Domestic
Violence Intervention Program is in the middle of a capital drive to complete funding
for the purchase of a larger building to replace its overcrowded shelter facility.
Slanificant Chanaes Proposed:
1. FY95 will be the first full year of occupancy of the new shelter facility,
2. 5% salary Increases are proposed for existing staff,
Rationale for Recommendation: The Domestic Violence Intervention Program has
consistently provided the community with quality services at a very reasonable cost.
The budget submitted remains conservative, Families often experience serious
difficulty in securing appropriate, affordable, pennanent hOUSing when they are ready
to leave the shelter, This causes their stay at ,the shelter to be extended and
seriously taxes the agency's resources, A funding Increase of $3,100 Is proposed
to help the agency meet the Increased operating costs of the new larger facility and
to support needed Increases In staffing,
Director's Salary: Within the updated suggested range from the 1984 salary study,
Director's Benefit Points: 63.5
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D.
Elderlv Services Aqencv: Recommended Funding $51,000
Funding
Current Funding FY95 Request Recommendation
Iowa City $ 48,750 $ 55,000 (+12.8%) $51,000 (+4,6%)
County 14,500 17,000 (+17.2%) 14,500 (+0,0%)
Coralville 6DD 1,000 (+66.7%) 1,500 (+150.0%)
United Way 26,12D 30,00D (+14.9%)
Total Income $205,423 $210,515 (+2.5%)
DescnDtion of Proqram: The Elderly Services Agency offers four programs to
residents of Johnson County who are age 6D and older. Program 1 is the Chore
Program that provides chore, in-home and respite services to enable elderly persons
to remain in their own homes. Program 1 also includes the Subsidized Chore
Program that provides funding from the State Department of Health to subsidize
chore services for elderly persons with very low incomes. Program 2 has two
components: RSVP (Retired Senior Volunteer Program) matches seniors with
volunteer opportunities throughout the community, and Outreach seeks out and
assists elderly persons in need of services. Program 3 also has two components:
Shared Housing matches elderly people with others who will share their homes in
return for rent or services, and the Housing Repair Program enables persons in Iowa
City who are elderly or disabled to remain In their own. homes safely. Program 4,
Case Management, provides case coordination for elderly people with very complex
needs,
Sianificant Chanaes Pro Dosed:
1. Addition of a half-time Program Assistant is proposed,
2. A salary increase of 4% is proposed for all full-time, penn anent staff,
Rationale for Recommendation: This agency provides an array of excellent services
to a large number of elderly people in our community to help them remain in their
homes as safely as possible for as long as possible, The Case Management
Program has significantly enhanced inter-agency cooperation on many very difficult
cases. A funding Increase of $2,250 is recommended to help maintain these
important services. '
Director's Salary: Within the updated suggested range from the 1984 salary study.
Director's Benefit Points: 77.5
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E, Mavor's Youth Emplovment ProQram: Recommended Funding $35,000
Iowa City
County
Coralville
United Way
Total Income
Current Funding
$ 35,000
2,000
2,100
8,000
$363,729
FY95 Request
$ 35,000 (+0.0%)
2,000 (+0,0%)
2,100 (+0.0%)
11,000 (+37.5%)
$357,903 (-1.6%)
Funding
Recommendation
$35,000 (+0,0%)
2,000 (+0.0%)
2,100 (+D.O%)
Description of PrOQram: The Mayor's Youth Employment Program provides
employment services to youth and young adults in Johnson County through three
programs. The Employment Program includes the In-School Component, Transition
services, services for homeless young people in conjunction with Youth Homes, and
services for pregnant and parenting teens, The Corps Program Includes the Iowa
Conservation Corps, the Young Adult Conservation Corps, and the Year Round
Corps. The Entrepreneurial Program Includes a delivery and odd jobs service, and
the agency hopes to add a food cart on the pedestrian mall,
1. Since the budget was prepared, MYEP has made significant changes to its
fiscal plans in order to begin to remedy its debt situation. Plans for salary
increases in FY9S have been abandoned.
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Rationale for Recommendation: The Mayor's Youth Employment Program places
youth and young adults in jobs preparing them for the world of work and Increasing
their family income. The agency's efforts to reduce reliance on short-term grant
funding and create a more secure fiscal base should be encouraged, Funding at
the current level, as requested by the agency, Is proposed to help continue these
important services,
Director's Salary: Within the updated suggested range from the 1984 salary study,
Director's Benefit Points: 76.5
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F, MECCA (Mid-Eastem Council on Chemical Abuse):
Recommended Funding $22,000
Iowa City
County
Coralville
Uniled Way
Total Income
Current Funding
$, 20,000
245,000
600
22,000
$1,958,650
FY95 Request
$ 25,000 (+25.0%)
255,00D (+4.1%)
2,00D (+233.3%)
30,000 (+36.4%)
$2,007,176 (+2,5%)
Funding
Recommendation
$22,000 (+10.0%)
245,000 (+0.0%)
800 (+33.3%)
Descriotion of Proaram: MECCA's basic programs are Outpatient Treatment,
Residential Treatment, Prevention, and Employee Assistance. Outpatient Treatment
includes assessment and evaluation as well as a regimen that is less structured than
residential services. Services to adolescents are included. Residential Treatment
includes detoxification/crisis stabilization, residential services and half-way services.
Prevention provides programming related to substance abuse prevention for the
general community as well as for specific target populations; women, parents, adult
children of alcoholics and adolescents are examples. The Employee Assistance
Program provides contracted services to help local employees deal with a wide
variety of personal issues through early intervention and referral. In addition,
MECCA offers the OWl program for persons convicted of multiple drunk driving
offenses who are sentenced to this program in lieu of prison; the agency is also
using grant funding to provide training to substance abuse counselors across the
state. ,
Slcnificant Chances, Prooosed:
1, 3% salary increases combine with an Increase of ,25 FTE's to produce a
3.5% increase in proposed salary expense,
Rationale for Recommendation: MECCA is providing high quality substance abuse
treatment and prevention services to a large number of Johnson County residents.
This agency makes an outstanding effort to collect fees for tis services from those
clients who have the resources to make payment. A funding increase of $2,ODO Is
proposed,
Director's Salary: Within the updated suggested range from the 1984 salary study.
Director's Benefit Points: 67,3
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G. Raoe Victim Advocacv Prooram: Recommended Funding $12,000
Funding
Current Funding FY95 Request Recommendation
Iowa City $ 12,000 $ 12,DDO (+0.00/0) $12,DOO (+0.0%)
County 12,000 12,000 (+0.0%) 12,DOO (+0.0%)
Coralville 2,400 2,400 (+0.0%) 2,400 (+0.0%)
United Way 14,500 16,500 (+13.8%)
Total Income $135,326 $150,701 (+11.4%)
Descriotion of Prooram: The Rape Victim Advocacy Program provides crisis
intervention, short term counseling, advocacy, support groups and information to
victims of sexual abuse, their families and significant others, It also works toward
the prevention of sexual assault and harassment through public Information and
education programs, Creation of the new P.O'w.E.R. group of peer educators
(People Out Working to End Rape) has substantially increased the agency's
education efforts.
~ionificant Chanoes Prooosed:
1, After a year of transitions, staffing is expected to stabilize with three full-time
and one half-time continuing positions and a new half-time Peer Counselor.
2. The proposed salary increases of 4% for all continuing professional staff and
5% for the continuing half-time support staffperson combine with a new half-
time position to increase salary expenditures by 13.3%,
Rationale for Recommendation: The Rape Victim Advocacy Program provides
important support for victims of sexual assault while it works to educate the
community about the possibilities for prevention. This agency Is to be commended
for securing grant funding to help meet the community's need for its excellent ser-
vices and for development of the P,O'w,E.R. volunteer peer educator speaking
group. Funding at the current level, as requested by the agency, Is proposed to
help maintain existing services,
Dlrecto~s Salary: $883 below the updated suggested range for FY94; $914 below
the updated suggested range for FY95.
Dlrecto~s Benefit Points: 102.8
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H. United Action for Youth: Recommended Funding $50,000
Iowa City
County
Coralville
United Way
Total Income
Current Funding
$ 49,000
70,000
840
24,ODO
$710,48D'
FY95 Request
$ 52,ODO (+6,1%)
76,000 (+8,6%)
2,000 (+138.1%)
3D,000 (+25.0%)
$722,127 (+1.6%)
Funding
Recommendation
$50,000 (+2.0%)
70,000 (+0.0%)
1,050 (+25,0%)
Descriotion of Proaram: United Action for Youth offers two programs: Counsel-
ing/intervention and Prevention, Counseling, outreach, intervention and creative arts
opportunities are provided for youth in Johnson County, Many of the youth served
are alienated from more traditional youth services, and UA Y often intervenes with
at-risk youth who might otherwise become involved in juvenile delinquency. Preven-
tion of substance abuse, unplanned teen pregnancy and child maltreatment are
emphasized, United Action for Youth acts as a resource to the court system
providing in-home services to families; it also provides family counseling and offers
speciai assistance to teen parents,
Sianificant Chanaes Prooosed:
1. A 4% salary increase for most staff combines with a staff increase of .3
FTE'sto produce an increase of 6% in projected salary expenditures.
Rationale for Recommendation: United Action for Youth is providing support and
prevention services to a large number of local young people. The staff of this
agency are very involved in efforts to prevent gang formation in our community. A
funding increase of $1,000 is proposed to help maintain existing services.
Dlrecto~s Salary: Within the updated suggested range from the 1984 salary study.
Directo~s Benefit Points: 62.5
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II. REQUESTS FOR CONTINUED IOWA CITY FUNDING (AND FOR CONTINUED
JOHNSON COUNTY FUNDING AND NEW CORALVILLE FUNDING)
A. Emeraencv Housina Proiect: Recommended Funding $5,250
Iowa City
County
Coralville
United Way
Total Income
Current Funding
$ 3,5DO
4,ODO
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7,500
$115,659
Funding
Recommendation
$5,25D (+50.0%)
4,000 (+O.O%)
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FY95 Request
$ 11,00D (+214.3%)
12,000 (+200.0%)
1,000 (NA)
15,000 (+100.0%)
$127,463 (+10,2%)
Description of Proaram: The Emergency Housing Project provides short term
shelter, food and referral services to those in Johnson County who cannot provide
for themselves, Clients include single men and women, couples, and families with
children. Many of the individuals served are referred by other local agencies. Some
of those who are sheltered are local people experiencing housing crises; some are
people who came to Johnson County and cannot find a place to stay; some are
stranded here by an emergency; and some are true transients. The Soup Kitchen
that was formerly offered at the Emergency Housing Shelter is now provided by the
Salvation Army,
Slanificant Chanaes Proposed:
1. The Emergency Housing Project is requesting new Coralville funding.
2. A new Administrative Associate position is developed at half-time for the
second half of the year,
3. A 27% increase In salary expenditures Is proposed.
Rationale for Recommendation: This is a valuable service that treats Its clients well
and saves the resources of referring agencies. While the churches have increased
their support, It is clear that other sources of funding are also necessary to help this
agency meet the significant need for its services. A funding increase of $1,750 Is
proposed. '
Dlrecto~s Salary: Not included In the 1984 salary study; currently $763 below the
bottom of Grade 1; proposed salary for 1994 is within Grade 2 and $38
below the bottom of Grade 3.
Directo~s Benefit Points: 35.5
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B, Red Cross: Recommended Funding $4,200
Current Funding FY95 Request
Iowa City $ 4,200 $ 5,000 (+19,0%)
County 5,DOO 7,000 (+40,0%)
Coralville 0 75D (NA)
United Way 13,000 13,652 (+5.0%)
Total Income $111,572 $122,997 (+10,2%)
Funding
Recommendation
$4,200 . (+O,O%)
5,000 (+O.O%)
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Descriotlon of Procram: The Red Cross has three areas of activity in Johnson
County, Health Services include education and training in health/safety and child
care, first aid stations, as well as support services to blood collection and water
safety programs. Services to Military Families inciude assistance in reuniting
families with members In the armed forces during times of family crisis, as well as
other support for armed services personnel and their families, Disaster Services
Include the provision of emergency food, shelter, clothing and other essentials for
victims of natural disasters. The Johnson County Office Is now part of the Grant
Wood Area Chapter of the American Red Cross based in Cedar Rapids.
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1. Red Cross is requesting resumption of previous Coralville funding,
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Rationale for Recommendation: Red Cross is providing Important services to
residents of Johnson County, particularly in the area of disaster relief. The long-
term Implications of the Johnson County Chapter's merger with the Grant Wood
Area Chapter should become clearer during the next year. Funding at the current
level is proposed to help support services.
Director's Salary: The Johnson County Office of the Red Cross Is now part of the
Grant Wood Area Chapter of the Red Cross based In Cedar Rapids. The
Director of that agency was not included In the 1984 salary study.
Director's Benefit Points: 66.5
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III. REQUESTS FOR CONTINUED IOWA CITY FUNDING (AND FOR CONTINUED
JOHNSON COUNTY FUNDING; NO CORALVILLE FUNDING REQUESTED)
A. HACAP (Hawkeve Area Communitv Action Proaram):
Recommended Funding $6,000
Iowa City
County
United Way
Totallncome*
Current Funding
$ 6,000
21,500
13,DOD
$363,399
Funding
Recommendation
$6,000 (+0,0%)
21,500 (+0.0%)
FY95 Request
$ 6,000 (+0.0%)
21,500 (+0.0%)
.. 15,000 (+15.4%)
$312,669 (-14.0%)
*For projects in Johnson County for which local funding is requested. Column 1
includes both the Head Start Family Service Center and Transitional Housing.
Column 2 Includes only the Head Start Family Service Center.
Descriotion of Proaram: HACAP is requesting Iowa City funding for only one
program next year. The Head Start Family Service Center Program is a local,
extension of the federal Head Start Program; it was started through a major three
year federal grant and has now secured permanent Head Start funding. It provides
specialized parent-child services, full day/full year Head Start, inter-agency case
management, enhanced social services and resource center services at the
Broadway Street Neighborhood Center and the Coralville Head Start Center.
Sianificant Chanaes Prooosed:
1. All local funding will be used to support the Family Service Center Program,
2. 4% salary increases are proposed for continuing staff,
Rationale (or Recommendation: The Head Start Family Service Center Program
provides crucial support to families that Include at-risk children, The Program's
interagency case management is particUlarly important in helping these families to
stabilize. Funding at the current level is proposed as requested by the agency,
Director's Salary: HACAP was not included in the 1984 salary study,
Director's Benefit Points: 69,6
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Neiohborhood Centers of Johnson Countv: Recommended Funding $45,000
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Iowa City $ 42,976 $ 52,976. (+23,3%) $45,000 (+4.7%)
County 30,500 40,500 (+32.8%) 30,500 (+0,0%)
United Way 48,ODO 58,DOO (+20,8%)
Total Income $466,792 $582,294 (+24,7%)
DescriDtion of Prooram: Neighborhood Centers of Johnson County has provided
services to residents of Pheasant Ridge Apartments (formeriy Willow Creek/Mark IV)
and other residents of Johnson County since 1973. In 1988, a neighborhood.based
program was also initiated for the Cedarwood Apartments/Broadway Street area.
Services are now offered in both neighborhoods and include financial management,
education, outreach, food and nutrition, counseling and support, and child care.
Support services that help to prevent homelessness are offered, Many activities are
offered for children (both pre-school and school-aged) and teens, Programming for
youth who live In public housing units throughout Iowa City is offered through the
Broadway Street Neighborhood Center. Plans are underway for the purchase of a
building at Pheasant Ridge for occupancy during FY96.
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1. The agency plans major fundraising for the Pheasant Ridge building.
2. A range of salary increases and a staff increase of .8 FiE's result in an
Increase of 18% in salary expenditures,
Rationale for Recommendation: Neighborhood Centers of Johnson County provides
high quality support services at both its Pheasant Ridge Center and at the Broadway
Street Center. The agency's work with youth who are emulating gang behavior Is
particularly important. While providing services to both neighborhoods through the
same agency helps to minimize expenses, some additional expenditures have been
inevitable to staff and operate two facilities. A funding Increase of $2,024 is
proposed to continue these important services,
Director's Salary: Within the updated suggested range from the 1984 salary study.
Director's Benefit Points: 56,0 '
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IV, REQUEST FOR CONTINUED IOWA CITY FUNDING (AND FOR CONTINUED COUNTY
FUNDING THROUGH ITS DEPARTMENT OF PUBLIC HEALTH; NO CORALVILLE
FUNDING REQUESTED)
A ICARE (Iowa Center for AIDS/ARC Resources and Education):
Recommended Funding $8,5DO
Funding
Current Funding FY95 Request Recommendation
Iowa City $ 8,500 $ 8,500 (+O.O%) $8,500 (+O.O%)
Department of
Public Health 12,DOO 13,000 (+8,3%)
United Way 8,ODO 13,00D (+62,5%)
Total Income $79,175' $73,250 (-7.5%)
'Current funding is inflated by a one year grant to study the housing needs of persons with
AIDS.
'Descriotion of Pro or am: ICARE offers two programs. The Direct S,ervice Program includes
emotional, financial and practical support to those who have AIDS or who are HIV positive.
It Includes a Buddy Program and support for the families and loved ones of clients. The
Resources and Education Program provides educational services and materials to the
community; it Includes a resource library of current AIDS-related information.
Sionificant Chanoes Prooosed:
1, The Program Assistant position, established in mid.FY94, will be half.time for the full
year.
2. A number of staffing changes result in a 7,8% decrease in salary expenditures.
Rationale for Recommendation: We have barely begun to understand the impact that AIDS
may have on our community and its human service resources. ICARE works to moderate
that impact by providing some of the help needed by clients through a program of volunteer
buddies and other support services. It also works at preventing the spread of this disease.
This agency has been quite successful at fundraising projects; however, It is clear that
fund raising alone will not be enough. Johnson County funds ICARE through its Department
of Public Health. Funding at the current level is proposed as requested by the agency.
Director's Salary: Not included in the 1984 salary study,
Director's Benefit Points: 68.5
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V. REQUEST FOR NEW IOWA CITY FUNDING (AND FOR CONTINUED FUNDING FROM
BOTH JOHNSON COUNTY AND CORALVILLE)
A. Youth Homes: Recommended Funding $0
Funding
Current Funding FY95 Request Recommendation
Iowa City $ 0 $ 10,000 (NA) $0 (NA)
County 6D,ODO 100,000 (+66.7%) 60,000 (+D.O%)
Coralville 600 1,000 (+66,7%) 600 (+0,0%)
, United Way 12,00D 24,ODD (+1DO.0%)
Total Income $1,228,200 $1,480,075 (+20.5%)
DescriDtion of Proaram: Youth Homes provides five programs in Johnson County.
Youth Emergency Shelter-short-tenn out-of-home care, counseling and supervision
for children who are runaways, homeless or child abuse victims, Young Women's
Residential Treatment Center - residential, long-tenn care for girls who are
emotionally disturbed or behavior disordered as a result of abuse, neglect or other
family problems. Structured Community Independent Living Services - assistance
for foster care or homeless young adults to stabilize them as self-sufficient adults.
Pursuing Adventures in Leaming - day care/day treatment for children aged 6-15
with behavior disorders, Parent Support Services - family therapy, parent education,
and supervision to help keep troubled families together.
SiQnificant Chanaes ProDos'ed:
1. Youth Homes Is requesting new Iowa City funding,
2. Youth Homes plans to have completed the purchase and remodeling of a
facility to house several of its existing programs and to occupy that building
by the beginning of FY95,
3. A range of salary increases and a staff increase of 4.2 FiE's yield an
increase of 13% In salary expenditures.
Rationale for Recommendation: Youth Homes provides a range of high quality
programs to our community, Its shelter services are of particular importance, While
City of Iowa City Community Development Block Grant funding for capital expenses
has been crucial to the Shelter, Residential and Structured Community Independent
Living Programs, new Iowa City funding for operational expenses is not recommend-
ed at this time,
Director's Salary: Above the top of the updated suggested range from the 1984
salary study for FY94 and FY95,
Director's Benefit Points: 98,5
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VI. REQUEST FOR NEW IOWA CITY FUNDING (AND FOR CONTINUED JOHNSON
COUNTY FUNDING AND NEW CORALVILLE F~NDING)
I
I
I
I
A. Independent Livina: Recommended Funding $0
Funding
Current Funding FY9S Request Recommendation
Iowa City $ D $ 2,000 (NA) $0 (NA)
County 3,000 7,00D (+133.3%) 3,ODO (+0.0%)
Coralville 0 2,000 (NA) o (NA)
United Way 1,000 o (-100.0%)
Total Income $190,28D $245,461 (+29.0%) . ,
. ,
; !
Description of Proaram: Independent Living exists to provide support to individuals
with disabilities. Assistance with daily activities, support groups, training, counseling
and advocacy are available. Independent Living also provides job placement on a
purchase of service basis, This agency has received a major, three-year federal
grant of $140,ODD per year to become an independent living center,
Slanificant Chanaes Proposed:
1. Independent Living is requesting new Iowa City and Coralville funding.
2. Independenttivlng will change United Way membership status and receive
only Designated Giving.
3. Two new full-time staff positions, a Blind Services Specialist and a Deaf
Services Specialist, are added, and four positions increase from part-time to
full.time.
4. A range of salary Increases combines with the addition of 2.86 FTE's of staff
time to result in a 67% increase in total salary expense.
Rationale for Recommendation: Independent Living has been providing services to
its clients on a minimal budget for many years, White the federal grant will bring
about many changes, this agency remains in a period of transition, and many
questions are still to be answered about ils future role in Johnson County's service
delivery network. New Iowa City funding for operational expenses is not recom.
mended at this time,
Director's Salary: Within the updated suggested range from the 1984 salary study,
Director's Benefit Points: 48
15
330
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VII, REQUEST FOR NEW IOWA CITY FUNDING (AND FOR CONTINUED JOHNSON
COUNTY FUNDING; NO CORALVILLE FUNDING REQUESTED)
A. Free Medical Clinic: Recommended Funding $0
Funding
Current Funding FY95 Request Recommendation
, Iowa City $ 0 $ 5,000 (NA) $0 (NA)
i
i 72,821 80,DOO (+9.9%) 72,821 (+0,0%)
, County
I
United Way 61,000 85,000 (+39.3%)
i
I Total Income $183,121 $218,300 (+19,2%)
I
I Description of Prooram: The Free Medical Clinic offers a wide range of health I!
i services at no cost to patients. Through clinic, laboratory, pharmacy, and social
services, the Clinic provides help to those whose access to health care is limited by :
! financial problems or concems about confidentiality. The Clinic's Financial I I,
I Assistance Programs include a Medication and Medical Supply Voucher Program Iii II
to assist individuals who are unable to afford prescription medication, over-the- i:,
I counter medication, or medical supplies, as well as voucher programs for preventive " 'I
I" '"
health needs and for eyeglasses and hearing aids (funded by the Lions Club). The il'
Clinic also provides HIV testing, as well as HIV/AIDS counseling and education. : i I I
I , "
The Clinic is open to see clients by appointment on Monday and Thursday evenings I 1\
I and on Tuesday during the day.
I 11 "
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Sianificant Chanaes Proposed: i 1,(
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1. The Free Medical Clinic is requesting new Iowa City funding. ! ,j
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I
I 2, A 6,3% increase in salary expense is proposed. i II I
Rationale for Recommendation: While it is clear that the Free Medical Clinic :1
1\ n
provides high quality outpatient health care to a large number of low,income "
Johnson County residents, fiscal constraints prevent a recommendation for new ..r,
Iowa Cily funding at this time.
Directors'Salaries: The salaries of the Clinic's three Co-Directors vary from $1,729
to $2,929 below the updated suggested salary range for FY94. They vary
from $1,696 to $3,046 below the updated suggested range for FY95, The
Free Medical Clinic received salary adjustment funding from both Johnson
County and United Way. That funding was adequate to raise one Director
to within the appropriate salary range, The Clinic, with the funders' approval,
divided that salary adjustment funding among the three Co-Directors,
Directors' Benefit Points: 67.5
agfundg\cnyrec.mp
16
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COMMITTEE RECOMMENDATIONS
CITY OF IOWA CITY
HUMAN SERVICE AGENCY FUNDING
II FY95
Agency Funding Alloceted % Increese II Increese
FY93 FY94 93 to 94 II Reauest Prooosed Dollar Percent !
I
Big Brothers/Big Sisters $28,500 $30,000 5.3% I $32,000 $31,500 $1,500 5,0%
Crisis Center $24,900 $26,892 8,0% I $33,600 $29,692 $2,800' 10.4%
Domestic Violence Int, $31,400 $38,900 23,9% I $46.800 ' $42,000 $3,100 8.0%
Elderly Services Agency $47,750 $46,750 2.1% I $55,000 $51,000 $2,250 4.6%
Emergency Housing Project $2,000 $3,500 75,0% I $11,000 $5,250 $1,750 50.0% i
HACAP $6,000 $6,000 0,0% I $6,000 $6,000 $0 0.0%
ICARE $7,500 $8,500 13,3% I $8,500 $8,500 $0 0.0% I
,
Meyor's Youth Employment $33,000 $35,000 6.1% I $35,000 $35,000 $0 0.0% ,
I ' ,
MECCA ~16,000 $20,000 25,0% I $25,000 $22,000 $2,000 10.0% I ; ,
Neighborhood Centers $27,000 $42,976 59.2% I $52,976 $45,000 $2,024 4.7% II
:,
Rape Victim Advocecy $12,000 $12,000 0.0% I $12,000 $12,000 $0 0.0% I
Red Cross $4,200 $4,200 0.0% I $5,000 $4,200 $0 0.0%
United Action for Youth $47,000 $49,000 4.3% I $52,000 $50.000 $1,000 2.0%
I ' il
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TOTAL AG ENCY I I:
CONTINUATION $287,250 $325,718 13.4% II $374,876 $342,142 $16,424 5.0%
II . d I.
CONTINGENCY $5,333 $5,493 3.0% II $5,658 $5,658 $165 3,0% I "
(,
II ,.
II II I,!
TOTAL CONTINUATION $292,583 $331,211 13.2% II $380,534 $347,800 $16,589 5,0%
II I:'
,
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II I
New Reauests .. Exlstlna Aaencles II
, Free Medlcel Clinic II $5,000 $0 $0 NA ,I
II "
Independent Living II $2,000 $0 $0 NA 'i
i
Youth Homes II $10,000 $0 $0 NA
II
II
II
TOTAL NEW REQUESTS II $17,000 $0 $0 NA
II
TOTAL CONTINUATION II
$292,583 $331,211 13,2% II $397.534 $347,800 $16,589 5,0%
PLUS NEW REQUESTS II
II
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COMMITTEE RECOMMENDATIONS
JOHNSON COUNTY
HUMAN SERVICE AGENCY FUNDING
% II FY95
Agency Funding Allocated Increese II Increase
FY93 FY94 93-94 'II Reouest Prooosed Dollar Percent
"
Arc of Johnson County $264,400 $265,400 0.4% II $278,000 $265,400 $0 0.0%
81g Brothers/Big Sisters $14,000 $14,600 3.6% 1/ $16,000 $14,600 $0 0.0%
Crisis Center $47,100 $60,000 6.2% II $55,000 $50,000 $0 0.0%
Domestic Violence Int, $37,700 $42,000 11.4% II $49,400 $42,000 $0 0.0%
II
Elderly Services Agency $14,000 $14,600 3,8% 1/ $17,000 $14,600 $0 0.0%
Emergency Housing Project $3,300 $4,000 21.2% 1/ $12,000 $4,000 $0 0.0%
Free Medlcel Clinic $70,700 $72,821 3.0% II $80,000 $72,B21 $0 0.0%
HACAP $21,500 $21,500 0.0% II ' $21,600 $21,600 $0 0.0% : I
! i
II :
Independent Living $6,500 $3,000 .53.8% II $7,000 $3,000 $0 0.0% ' ,
I,
Lutheran Social Servlca $14,570 $15,000 3.0% 1/ $16,000 $15,000 $0 0.0% I
II: I
Mayor'S Youth Employment $2.000 $2,000 0.0% II $2,000 $ 2,000 $0 0.0% ,
" I
MECCA $225,000 $245,000 8,9% 1/ $255,0.00 ~245,000 $0 0,0% ' 1
:
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Mental Health Center $717,500 $761,630 6.2% II $792,095 $761,630 $0 0,0% I, ii'
Neighborhood Centers $25,500 $30,500 19.6% II $40,600 $30,600 $0 0,0% Ii
Rape Victim Advocacy $12,000 $12,000 0.0% " $12,000 $12,000 $0 0.0% /> I'
-L .
Red Cross $9,700 $5,000 ,48.5% II $7,000 $5,000 $0 0,0% tl j':
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United Action for Youth $68,000 $70,000 2.9% 1/ $76,000 $70,000 $0 0,0% "
: Visiting Nurse Assn. $71,550' $71,560 0.0% II $71,650 $71,650 $0 0.0% \i I'i
,
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~ Youth Homes $65,000 $60,000 .7,7% " $100,000 $60,000 $0 0.0% "I
! '11 I
, II
TOTAL $1,890,020 $1,760,401 4.2% II $1,908,045 $1,760,401 $0 0.0% II
I 1/ "
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I 1 Visiting Nurss Assoclatlo~ . FY93 original block grant request of $147,000 was redUced by $40,000 when the Adult
Day Program was trensferrad to the Department of Public Health lDPHI, It wes further reduced by $35,450 when
funding for the Well Elderly and Eldercare programs shifted to the DPH.
18
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COMMITTEE RECOMMENDATIONS
CITY OF CORALVILLE
HUMAN SERVICE AGENCY FUNDING
I
I FY95 i
! '
Agency Funding Allocated % Increasa I Increasa
FY93 FV94 93 to 94 I Raouest ProDosed Dollar Parcant
I
Arc of Johnson County' $1,000 $1,200 20.0% I $1,400 $1,350 $150 12,5%
Big Bros./B1g Sisters $2,500 $3,000 20.0% I $3,500 $3,300 $300 10,0%
(PALSI , I
Crisis Centar $2,050 $2,460 20,0% I $3,000 ' $2,700 $240 9.B%
Domestic Vlolanca Int, $ 2,000 $2,400 20.0% I $2.700 $2,700 $300 12.5%
(Spouse Abusa) I
Eldarly Servlcas Agency $500 $600 20.0% I $1,000 $1,5002 $900 150.0%
Mayor's Youth $1,750 $2,100 20.0% I $2,100 $2,100 $0 0.0% !, ~
,
Employmant Progrem II Iii II
MECCA $500 $600 20,0% II $2,000 $800 $200 33,3%
Rape Victim Advocacy $2,000 $2,400 20.0% II $2,400 $2,400 $0 0.0% :1 , Ii
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United Action for $700 $640 20.0% II $~,OOO $1,050 $210 25.0% " r
I I.
Youth II "
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Youth Homas $500 $600 20.0% II $1.000 $600 $0 0.0% i
I II ' ii
TOTAL CONTINUATION $13,500 $16,200 20.0% II $21,100 $18,500 $2,300 14.2% I 'I ,:
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Naw Reouasts .. Exlstlno Aaencles II ,
Emergency Housing Project II $1,000 $0 $0 NA , Ii
Indepandant Living I $2,000 $0 $0 NA
Red Cross I $750 $0. $0 NA I'.j,
I
I
I
TOTAL NEW REQUESTS I $3,750 $0 $0 NA
I
TOTAL CONTINUATION I
$13,500 $16,200 20.0% I $24,650 $18,500 $2,300 14.2%
PLUS NEW REQUESTS I
I
'Arc of Johnson County. formarly tha Association for Raterded Cltlzans of Johnson County.
2Elderly Servlcas Agency' recommended FY95 funding Includes support for safety.related housing repair sarvlces for
persons who ere elderly or dlsablad and low or modarate Income. This program was not pert of the agancy's original
request.
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UNITED WAY
HUMAN SERVICE AGENCY FUNDING
II UWFY95
Agency Funding Allocated % Increase II Increase
UWFY93 UWFY94 93 to 94 II Reouest Dollar Percent
1/
Arc of Johnson County $26,000 $26,000 0.0% $29,500 $3,500 13,5%
Big Brothers/Big Sisters $16,000 $16,000 0.0% $18,000 $2,000 12.5%
Crisis Center $49,451 $49,451 0.0% $56,500 $7,049 14,3%
Dental Services/Children $12,000 $10,500 -12.5% $12,000 $1,500 14,3%
Domestic Violence Int, $33,612 $33,612 0.0% $41,727 $8,115 24.1%
Elderly Services Agency $26,120 $26,120 0,0% $30,000 $3,880 14,9%
Emergency Housing Prj. $7,500 $7,500 0.0% $15,000 $7,500 100,0%
4C's $9,000 $7,000 -22.2% $12,000 $5,000 71,4%
Free Medical Clinic $64,000 $61,000 .4.7% $85,000 $24,000 39.3% ' ,
Goodwill $44,BOO $42,000 .6.3% $50,000 $3,000 19.0% : '
Gr, IC Housing Fellowship $3.000 N/A $10,000 $7,000 233,3% I
~
HACAPlHeadstart $16.000 $13.000 -18,8% $15,000 $2,000 15.4%
Handlcare $14,500 $14,500 0.0% $22,000 $7,500 51.7% Ii
Hillcrest $6,000 $ 6,000 0.0% $7,500 $1,500 25,0%
ICARE $10,500 $8,000 -23,8% $13,000 $5,000 62.5% ii,
Independent Living $5,000 $1.000 .80.0% W -$1.000 .100,0% " "
rr
Legal Services $22.600 $20.600 .8.9% $21.000 $600 2,4% I h
Lutheran Social Service $15.000 $13.600 -10.0% $23,500 $10,000 74,1% I 1\
I-
Mayor's Youth Employ, $10,100 $6,000 .2D.8% $11,000 $3,000 37,5%
MECCA ' $26,000 $22,000 -12.0% $30,000 $8,000 ' 36,4% (
"
Mental Health Center $8,100 $7,500 -7.4% $26,000 $17,500 233,3% ,
Neighborhood Centers $48,000 $48,000 0.0% $58,000 $10,000 20,8% I,;
Rape Victim Advocacy $16.600 $14,600 -12.1% $16.600 $2,000 13.8%
Red Cross $16,000 $13,000 .18,8% $13,662 $662 5,0% I ':J
,
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School Children's Aid $6,600 $6,600 -15.4% $7,700 $2,200 40,0% I !
Special Care Dental $10,000 $8,000 .20.0% $12,000 $4.000 60.0% i
\ I
United Action for Youth $24.000 $24,000 0.0% $30,000 $6,000 25.0% Ii
Visiting Nurse Assn. $58.9W $64.000 -8,3% $67,000 $3,000 5,6% Ii 'I
"
Youth Homes $15,000 $12.000 -20.0% $24,000 $12,000 100,0% t
- '
TOTAL $616,063 $575.183 -6.6% $746,679 $171,396 29,8%
'Visiting Nurso Association. UWFY93 support Includes $2.900 emergency mld.year funding,
'Independent Living. Beginning In UWFY95. Independent Living will receive only designated funding,
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CURRENT LOCAL ALLOCATIONS
Johnson
Coralville County Iowa City United Way
Aoencv FY94 FY94 FY94 UWFY94
Arc of Johnson County $1,200 $265,400 $26.0,00
Big Brothers/Big Sisters $3.000 $14,500 $30,000 $16,000
Crisis Center $2,460 $50,000 $26,B92 $49,451
Dental Services for Children $10,500
Domestic Violence Intervention $2,400 $42,000 $38,900 $33,612
Elderly Services Agency $600 $14,500 $48,750 $26,120
Emergency Housing Project $4,000 $3,500 $7.500
4C's $7,000
Free Medical Clinic $72,821 $61,000 ; I
: i
Goodwill $42,000 i
Greeter Iowa City Housing Fellowship $3,000 ~,
HACAP $21,500 $6,000 $13.000 II 'I
I'
Handlcare $14,500 II
, 'I
, Hillcrest $6,000 I"
ICARE $8,500 $8,000 II'
Independent living $3,000 $1,000
" I'
I Legal Services $20,500 ti (,
'. Lutheran Social Service $15,000 , $13,500
I "
I Mayor's Youth Employment $2,100 $2,000 $35,000 $8,000 'I' I:)
MECCA " $600 $245,000 $20,000 m,ooo ;1
"
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Mental Health Center $761,630 $7,500 I
Neighborhood Centers $30,500 $42,976 $48,000
Rape Victim Advocacy $2,400 $12,000 $12,000 $14.500
Red Cross $5.000 $4,200 $13,000
School Children's Aid $5,500 I
Special Care Dental Program $8,000
United Action for Youth $840 $70,000 $49,000 $24,000
Visiting Nurse As~pclatlon $71,550 $54,000
Youth Homes $600 $60,000 $12,000
TOTAL $16,200 $1,760,401 $325,718 $575,183
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RECOMMENDED SALARY STRUCTURE
JULY, 1984
Yrm Aoencv Full-Time Salarv Ranoe I
I
I
Independent Living $17,398 - $24,357 i
, '
4 C's - Chid Care Resource Bnd Referral
2 Arc. Association for Retarded Citizens $18,790. $26,306
3 Big Brothers/Big Sisters . $20,292. $28.409 ; ,.
Free Medical Clinic
Handlcare I
I
Neighborhood Centers of Johnson County ,
i
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Red Cross i: !
United Action for Youth ,
Ii II
4 Crisis Center $21,916 - $30,682 Ii! il
Domestic Violence Intervention Program ,I "
Elderly Services Agency i; ,If
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United Way II "
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5 Community Mental Health $24,913 - $37,370 i
i,
Goodwill Industries 'I
MECCA ,/
VNA . Visiting Nurse Association ,
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RECOMMENDED FULL-TIME SALARY RANGES
BASED UPON RECOMMENDED SALARY STRUCTURE. JULY 1984
MODIFIED TO INCLUDE A 4% SALARY INCREASE EACH YEAR
~ Aaencv 1992/FY93 1993/FY94 1994/FY95
Independent living $23,811-33,334 $24,763.34,667 $25,754.36,054 I
4 C's - Child Care I,
Resource & Referral
2 Arc. Association for $25,714-36,002 $26,743.37,442 $27,BI3.38,940
Retarded Citizens
3 Big Brothers/Big Sisters $27,772.38,879 $28,883.40,434 $30,038.42,051
Free Medical Clinic ,
Handlcare i ( :
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Neighborhood Centers I ' .
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Rape Victim Advocacy Program 'i' ~
"
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Red Cross i I 1\
United Action for Youth ;
,
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4 Crisis Center $29,995.41,991 $31,195.43,671 $32,443.45.418 ! ,
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I Mayor's Youth Employment I Ii: ;)
United Way I ,,'
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I 5 Community Mental Health' $34.095-51,143 $35,459.53,189 $36,877-55,317 I I
Goodwill Industries I '.:!
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VNA - Visiting Nurse II
Association
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AGENCY DIRECTORS'
CURRENT LEVEL OF BENEFITS
AGENCY
Handicare I.... I . . . . . . . . . I . . . . . . . . t . . . . . . . . . . . . . . . .
Emergency Housing Project . I . . . . I . . . . . . I . . . . . I . . . . . . I I .
Greater Iowa City Housing Fellowship .",....,...",."".
Independent Living . , . I . . . . . . . . . . . . . . I . . . . . . . . I . . . . I . .
Neighborhood CBnters of Johnson County ..,.,.,..",...."
4 C's . Community Coordinated Child Cara ...,..,. , , . . . . , . . .
Crisis Center . t . . . . . . . . I I . . . It. . . . . . . . . . . I . . . . I . . . . .
United Action for Youth ... I I . . . I . . . . . . I . . . . . . . . . I . . . I .
Domastic Violence Intervention Program , . . , , , . , . . . . , , . . . , , .
Red Cross "' I . . . . . I . . I . . . I . . . . . I . . . . . . . . . . . I . . . . I . .
MECCA I......... I . . . I . . I . . I . . . . . . . . I . . . . . . I . I . . .
Free Medical Clinic . . . . . . I I , . I I I . . . . . . . . . . . . . . . . I . . . . .
ICARE...... I.... 0.... II "",. I....... II.... ,.....,
HACAP . . . I . . . . . . . . . . . . , I . . . . . . . . . . . . . . . . . . . . . . . . .
Mayor's Youth Employment Program ........,...,..,....,.
Elderly Services Agency ... I . . . . . . . . I . . . . , . . . . . . . . . . . . .
Arc of Johnson County. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill ............. . t . . . . . . . . . . . . . . . . . . . . I . . . . . .
Hillcrest Family Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Legal Services ........ . . . I . . . . . . . . . . . . . . . , . . . I . . . . . .
Visiting Nurse Association. . I . . . . . . . . . . . . . . . . . . . . . , . . . . .
Big Brothers/Big Sisters ... I . . . . . . . . I . . . . I . I . I . . I . . . I . .
. Lutheran Social Service . I . . . I . . . I . . . . . . . It. I . I . . I . I . . .
Youth Homes ........... I I . . . . . . . . I . . . . . . . . . I . . . I I .
Rape Victim Advocacy Program. . . . . . . I I I . I I . . . . . . . . . . . . .
Mental Health Center .... . I . . . I . . . . I . I . I I I . . . . . . . . . . . .
BENEFIT POINTS
24.5
35.5
43,0
4B.0
56,0
57.0
57,5
62.5 ' .
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63.5 !J'
66,5 !, r:
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67.3 Ii:
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68.5 'I "
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93.5 r
97,5 I
98.5 I
102,B ,I
124.1 II
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'Dlractor's points as reported by HACAP ware 159.6. However, that includes 91 points for
sick leave bacause the Agency provides sick leave and disability coverage directly, In order
to make HACAP's points comperabla to othar agencies', those 91 points should be replaced
by 1 point (the point value of disability insurance), Then the Dlractor's points ara 69,S,
..'
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FY95 CLUSTERED AGENCY RAN KINGS
UNITED WAY PLANNING DIVISION
JANUARY 19, 1994
ORDER RANKING AGENCY
1 4.561 NeigHborhood Centers of Johnson County
2 4.511 Elderly Services Agency
3 4.511 Crisis Center
4 4.483 Arc' Association for Retarded Citizens
5 4.414 Big Brothers/Big Sisters
6 4,333 Community Mental Health Center
7 4.333 Visiting Nurse Association
B 4,22B Emergency Housing Project
9 4.178 Handicare
10 4,171 United Action for Youth
11 4,159 Greater Iowa City Housing Fellowship
12 4.150 Free Medical Clinic
13 4,117 School Children's Aid
14 4,108 Goodwilllrydustries
15 4.090 Youth Homes
16 4,087 MECCA
17 4.019 Domestic Violence Intervention Program
18 4.006 Hillcrest Family Services
19 3,973 Legal Services
20 3.943 ICARE
21 3,909 HACAP
22 3.85B Special Care Dental Program
23 3,696 Dental Services for Indigent Children
24 3.675 4 C's . Community Coordinated Child Care
25 3,664 Rape Victim Advocacy Progrem
26 3.560 Lutheran Social Service
27 3.451 Mayor's Youth Employment Program
28 3,369 Red Cross
29 2.332 Independent Living
.
'Pleasa pay particular attention to the funding needs of the Domeslic Violence Intervantion Program,
-The bold horlzontelllnes creete live ranking clusters, Because the dlffarences In mean rankings were, in most
InstanCes, so small, differences among the agencies within a cluster are Insignificant.
26
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Date:
City of Iowa City
MEMORANDUM
~-~
January 26, 1994
To:
City Manager
From:
Public Works/Finance
Re:
Response to Iowa City Cleanup and Transfer, Inc. letter (attached)
Iowa City Cleanup & Transfer, Inc. (I.C.C.T.) owner Tim Wolf appeared at the January 16,1994,
Council meeting to discuss the City's change in the solid waste credit and collection policy. Mr.
Wolf believes the policy change is unfair and he has outlined his concerns in the attached letter.
We believe that the policy change is tair and justified, and that Mr. Wolf's comments provide no
further evidence to change our beliefs. Below we provide a summary of the changes in question
and a response to Mr. WolI's comments.
Pollcv Chanqe
The City's past solid waste credit and coliection policy has allowed landfill users to use the landfill
on a charge or credit basis, The users were billed on a monthly basis for the previous month's
actual usage, The policy required the user to pay the bill wilhin thirty days or interest would be
assessed; and after seventy-tive days, if the bill were still outstanding, the use~s charging/credit
privileges would be denied, Untortunately, soon after this policy was put in place the landfill per
tonnage fees increased significantly, Thus, we had some users with monthly charges as high as
$100,000. This put the City in a siluation where some users were running outstanding balances
as high as $300,000.
Due to the significant monthly dollars involved, we decided to reassess the credit and collections
policy, After staff review (which Included the Cify Attorney's Office), we decided it is responsible
to provide landfill services to any and all who want to use the landfill on a cash basis and that
permitting users to charge is a 'prlvllege,' not a right. Staff also agreed to continue to provide
this privilege as long as there is no significant financial exposure. We believe the high-dollar
landfill users do significantly expose the City, since their monthly charges currently equal as much
as $100,000. '
The new policy requires these "high-dollar" landfill users to provide a charge-deposit equal to two
months average charges, which Is the equivalent at the total amount of the City's financial
exposure during anyone use!chargelbilllng cycle. The "deposit" can be In the form of cash, an
irrevocable letter of credit, or any other torm that insures that the City will be paid In case the
landfill user defaulls. These requirements are similar to other large city landfills (e,g. Des Moines,
Waterloo), Also, the City has similar requirements for its water and wastewater treatment users,
We realized this policy change was significant and would cause the users some cashflow
problems, especially for those users that could not provide the "charge deposit." Therefore, we
created two ways to help these users, First, the City will allow these users to pay their
outstanding balances, as ot January 31,1994 (new policy Implementation date), in equal monthly
payments over the following twelve months wllh no interest. Second, we realize that paying cash
to use the landfill is a logistical hardship, so we created a method for these users to charge on
a weekly basis, and have the amount electronically deducted from their checking accounts (ACH),
also on a weekly basis, Both at these Items significantly reduce the Impact of the policy changes
on the "high dollar" landfill users.
331
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Responses to Mr. Wolf's Comments (see attached)
1. We believe that the twelve.month payback of the outstanding balance as of January 31,
1994 greatly assists the landfill user with the cashflow problems, therefore minimizing
impacts on both the landtill user and their customers,
2. The City has had considerable difficulty in the past with getting timely payment from some
landfill users, and has been torced to deny those users access to the landfill on several
occasions. This difficulty has, over the past 13 years or so, consumed an inordinate
amount at stafftlme-including the City Attomey's Office. We hope by this new policy to
avoid such difficulties in the future-especially as the monthly charges (nameiy, credit
extended) have increased dramatically the past few years.
3. The City notified the users of the changes on December 1, 1994, by exercising our option
to terminate their old agreements by written notice. The notification requested that the
users contact us if they had any concerns, We had many discussions with the users,
Including a meeling. We subsequently pushed back the implementation date,
implemented the twelve-month payoff of the January 31,1994 outstanding balances and
created the weekly charge method - all as a result of the user's concerns.
4. The 'high dollar' landfill user does not have to come up with the charge deposit, but can
switch to the weekly billing system which requires no deposit.
5. The City does not view the landfill as a business simply because we operate it to break
even and not make a profit. There is no reward tor the risk of extending significant credit.
The City wouid have to recover the cost of any significant user detauit from the remaining
users, which is not fair to the overall rate structure or 10 the other users.
6. As noted earlier, the users' January bill will be paid over a twelve.month period and has
the option of a deposit (in the form ot a letter of credit or cash), or the weekly charge
system.
7. At the Council meeting, Mr, Wolfe Indicated that it might be in his interests to use another
landfill. If a refuse hauler were to do so without notice to the City, we would need to
iniliate a costly collection procedure, if the hauler chose to not pay outstanding obligations.
We hope this is responsive to the Council's questions, and we encourage the continuation of the
policy,
cc: Linda Newman Gentry, City Attorney
Tim Wolfe
Attachment
nslJcel
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Iowa City Cleanup & Transfer, Inc.
· commercial · municipal · apartments · residenllal
'SaNiea /s Our Sa/asman'
Dear Members of the Council,
My name is Tim Wolfe I'm the owner and
operator of Iowa City Clean-Up and Transfer Inc, My company is
the oldest trash removal company in Johnson County, We are the
first private company to bring a garbage truck to the city, and
the first to begin curbside recycling in the county. We
currently offer curbside recycling to over 1000 residential
customers as well as serving over 500 business customers, I've
owned the business since May 1, 1975. Having been a business
owner since the age of 21 you might say I've been living the
American Dream, But lately the City of Iowa City has been making
my dream a nightmare, On November 30, 1993 I received a new
landfill agreement with the City of Iowa City. The new agreement
was to take affect January 1, 1994. The city had just signed a
new landfill agreement with our company in September of 1993 that
was suppose to be good for one year, In accordance with the new
landfill agreement our company has been qualified as a high
dollar landfi 11 user. We are required to provide the city .with a
charge deposit in the amount of $79,524.25, This deposit must be
in the form of cash or a letter of credit. I feel this deposit
is unfair. I have listed a few reasons why,
(319) 358-9000
P.O. Box 3268 · Iowa City, Iowa 52244
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Iowa City 'Cleanup & Transfer, Inc.
· commercial · municipal · apartments · residential
,.
REASONS
, 'Servlce Is Our Salesman'
1. I just entered into agreement in September with 'the city
and have adjusted my business charges to my customers based upon
the agreement and understanding,
,u~Fif!~.m'~:-:-::f*,.t\~",.,u
r:h'f~~lI~,;"tequP:'i1)I~iliif to go back to my customers on short
ilidt'rCe and make c:hanges""'with there agreements that they wi 11 be
upset with us a~, I am with the city doing it to me.
2,
size of
my bank
a large
This amount is
others in this
and I can' t get
amoun t ,
more then a company my size or even the
business can afford to do. I checked with
the deposit or letter of credit for such
3. I was given no notice from the city staff for any right
to have input into the charges which have a substantial affect
and, impact on my business. I negotiated in good faith for my
September contract. I was not initially told there would be a
chanGe until the very last minute which is not reasonalbe in a
business setting particularly when it affects my customers I
serve as well,
4, Unfair competitive advantage to smaller business not
labeled as "High Dollar Users",
They don't have to pay any deposit at all.
Not proportioned to the business size but none.
Also a large company must charge more to there
customers to cover the cost of the deposit interest if they can
get it from smaller companies so it places additional unfair
competitive advantage on what can b~ charged,
5. We carry customers for 30 days, most business and the
standard business practice is to carry customers for 30 days, We
feel we are a customer of the business and feel the city should
carry us for 30 days. All we are saying is 30 days. I'm willing
to stand 'on 30 days credit.
Does the city require deposits for it's other vendors,
6. If I have to pay January bill
doubles my harm because I have to pay a
on top l~hen I can' t even yet collect for
performed.
plus deposit it actually
full month now plus more
business that I have not
(319) 358-9000
P,O, Box 3268 · Iowa City, Iowa 52244
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Iowa City Cleanup & Transfer, Inc.
. commercial . municipal · apartments · residential
,.
'SeNiee Is OUf Salesman'
7. We performed a service for the cites
business customers, How would you replace it if
out of business, .
commercial and
we were forced
We also perform services for smaller surrounding cites
and ~ommunities as well as businesses and commercial settings in
and around the Iowa City area who would do that in the future.
I have been here along time an9 even when I have owed
the ~ity money, I have always, paid it back to the ~i ty every
time. 30 Days would be more than adequately prote~t the city
particularly when the businesses are larger because they have
assets that t~e city could attach and outstanding ac~ounts that
they will not have yet collected from yet that could be utilized.
:ceD~r
~ Tim WOlfe
(319) 358-9000
P.O, Box 3268 · Iowa City, Iowa 52244
331
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City of Iowa City
MEMORANDUM
Date:
January 28, 1994
City Councli /
Monica Moen, Senior Planner ~~
Tree Preservation Ordinance Schedule
To:
From:
Re:
Last year, the City Council i~sued a directive to staff to prepare a tree preservation ordinance for
Council's consideration in January 1994. Council members indicated the importance ot having
a tree preservation ordinance in place prior to the next construction season, As you know trom
the Tree Preservation Committee maliings you receive, progress is being made toward developing
a woodlands preservation ordinance. However, there is no tree preservation ordinance, for
Councli consideration at this time. The January 1994 deadline will need to be stepped back. We
anticipate taking the woodlands preservation ordinance to the Planning and Zoning Commission
and the Riverfront and Natural Areas Commission in March 1994.
Following Its work on the woodlands preservation ordinance, the committee intends to work on
other tree preservation ordinances, such as a Tree Preservation Corridor ordinance and a
Landmark Tree Registry. The committee will also consider amendments strengthening the tree
, preservation elements ot existing ordinances, such as the Site Plan Review ordinance and the
Grading and Erosion Control ordinance. The Tree Preservation Committee and staff will continue
to proceed in this direction unless advised by the Council to do otherwise. .
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City of Iowa City
MEMORANDUM
Date: January 27,1994
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To: Mayor and City Council
From: Marian K, Karr, City Clerk
I
Re: Council Minutes and Transcriptions
In response to my January 11,1994 memo, I received the atfached trom Council Member Kubby,
I'm passing it along to aid you in tormalizing questions you may have.
With your lengthy work session, the Mayor and I fell we should not schedule discussion of this
item on 1/31 but rather wait unlll the next work session. On February 14 time will be set aside
and I wlil ask JIiI Smith, Minute Taker, and Kevin O'Malley, Assistant Finance Director, to be
available also.
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Attachments:
Karen Kubby 1/25 memo
Methods of Dissemination ot Council Actions
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Date:
January 25,. 1994
Marian Karr
To:
From:
Karen Kubby
council Minutes and Transcripts via Computer Network,
Computer Diskette, and Cablecast
Re:
Questions
At home, all I need to connect with Panda is a PC, a telephone
line, and a modem, Why do we need an uploading line for Panda that
is more than a telephone line? If it's the case that we only need
a telephone line, how much time would our current lines be taken up
with uploading? If it would interfer with the Clerk's office
productivity, why not just add another line specifically for this
purpose? How much would that cost?
Some people say we are making this too hard, That the
techonlogy is there that we need to provide this information to
Panda and to the public via diskette. That all the hard work is
already done by Jill. We only need to get the information from
Jill in a form that the City's computers can read, Then, when a
member of the public comes in for a diskette, the staff time needed
is to load in our diskette, find the right meeting, copy the
diskette, and charge the customer.
There seems to be three ways to resolve this.
1. BUY Jill an IBM compatible computer.
2, Have Jill transfer her information in a text file via
modem to the city's computer.
3. Get Jill's' "translation" equipment to work or buy her
equipment that does work, There are lots of computer consultants
that we could pay to come to Jill's, if she allowed that, and putz
around with it,
4, Forget the whole thing. (I don't like this choice.)
This means of transmitting information is going to become a
bigger part of our world. As technology becomes more available to
individuals through their personal purchases or more access via
public means (Public Library, etc,) and as more people get involved
in local government, we will need to accomodate these changes, I
believe that over time, this will save time and money. So the
challenge for now is, how to make this more simple, more fun and
exciting, and how to do it without lots of investment in equipment,
Maybe its OK to continue to use Jill's PC if she's agreeable to ,,'
letting us purchase her a Mac-to-IBM translation diddly that
functions,
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Policy Issues
Those are the here and now practical issues. There seem to be
more than a few policy issues we need to address. They may not
have to be fully addressed before we act differently, A listing of
them will be helpful to me in making sure we address them
eventually, Here is the list as far as I can think of for the
moment:
1, Should all the equipment we use for getting minutes out be
owned by 'the city of Iowa City? If not, should there be a phased
in plan for moving in this direction? (Should we continue to use
Jill's computer for now, connecting her input to the Clerk's office
via modem, so that it arrives in text format and we could then copy
it for any member of the public on a diskette or hard copy? And
then, at a later date, change Jill over to an IBM compatible at
home? Or again, buy her the translator so that the practice can be
retained of Jill delivering information ready to go. Instead of a
hard copy transcript, she'll deliver that and a diskette that the
city computer can read and copy.) What choices should Jill have in
how she does her job? If it's her choice to use her Apple and she
doesn't want to work on the IBM compatible, why not let her as long
as we get the information in the form we need it to meet our pOlicy
goals--as yet to be determined?
2. In \~hat forms should we have information available to the
public? Hard copy, video, audio, diskette, Internet, on the
Government Channel? All of the above? What are the technological
issues associated with each choice? What are the expenses
associated with each choice?
3, How long do we keep which forms of information available?
Ideally, we should keep each form forever until we had the
technological capability to keep just one form that could easily be
converted to many fcrms, For example, if we kept the video tape,
we could create an audio tape, electronically scan the video tape
to create a trascript in either diskette or hard copy form, If
someone wanted a summary of the decisions made, werd have to invest
staff time to scan the tape for that information, or maybe that is
kept as a separate document for quiCk reference (minutes).
Putting the information on Internet would just be uploading the
diskette into the system. We could also scan the video tape into
the Government Channel's character generator, How long until these
technologies are available for less than an arm and a leg? storage
space is another factor and expense.
4, Currently, we keep transcripts forever, have minutes which
reflect decisions only, no summation of dicussion, or detail of
conversation, Do we want to re-evaluate what we incorporate into
our minutes? If we keep the current content, we have the situation
where we have the minimal information and the total transcript
avialable as records of our actions, Is something inbetween more
valuable? I realize we must, by State law, keep the transcripts
forever, And that increasing the volume of official minutes costs
money to publish them, Do we have the option of publishing them in
pamphlet form instead of paying the Press Citizen?
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METHODS OF DISSEMINATION OF COUNCIL ACTIONS
By the City Clerk of Iowa City, Iowa
Formal Council meetings broadcast live on
cable Government channel. Rebroadcast
every day thereafter (except Saturdays) until
next meeting - total of 11 showings. Not re-
quired by state Law,
A copy of the formal Council meeting vid-
eotape Is at the Iowa City Public Library for a
six week period following the meeting date,
Videotapes can be copied and purchased
during the six week retention time at a cost of ' ;
$10 per 3-hour meeting, Not required by State :'
Law. I ~
~ Audio cassettes of both formal Council meet- II II
Ings and work sessions are available for sale, - II
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f, ' 'I.
Cost Is $2,50 If City provides a tape and $1.70 If h 11
tape Is provided by customer. Audio cassettes I'
are retained In the Clerk's office for seven .-
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I years, Required by State Law, i r
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Official Actions of formal City Council meetings i "I
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~~ are published In the Iowa City Press-Citizen ,
~ within 15 days bf formal Council meetings, I I
Required by St~te Law, i II
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Both transcriptions (verbatim versions) and
minutes (summarized "actlon only" versions) of
formal City Council and work sessions are re-
tained In the City Clerk's office In hard copy
(paper) Minutes required by State Law,
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Above hard copy transcriptions and minutes
(contained In meeting folders) are microfilmed
(per, retention schedule attached) and
retained In the City Clerk's office, Hard copy
destroyed after microfilming, Hard copy or
microfilmed minutes required by State Law,
cle~\dlogram,mln
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RESOLUTION NO. 88-22
RESOLUTION ESTABLISHING POLICY FOR MICROFILMING AND DESTRUCTION
OF RECORDS AND DDCUMENTS IN THE CITY CLERK'S OFFICE.
WHEREAS, Chapter 372 .13( 5) of the Code of Iowa express ly authorizes reten.
tion of documents, or accurate reproductions; and
WHEREAS, subsequent chapters of the Iowa Code, 303.14, 304.13, 321.31(2),
331.703, and 622.30(2) .expressly mention microfilming; and
WHEREAS, microfilming great ly reduces storage requirements and microfilm
reproductions satisfy statutory retention requirements; and
WHEREAS, the Council wi shes to formally estab Ii sh a po Ii cy for the City
Clerk's office regarding microfilming and destruction of records and
documents after microfilming.
NOW, THEREFDRE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IDWA
CITY, IOWA:
That records and documents in the City Clerk's office be microfilmed and
destroyed after microfilming according to the schedule attached.
It was moved by Amhri,<rn and seconded by Dickson
the Resolution be adopted, and upon roll call there were:
AYES:
NAYS:
ABSENT:
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ilJotBRISCO
COURTNEY
DICKSON
HDROWITZ
LARSON
MCDDNALD
STRAIT
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Passed and approved th i s 9th day of FebruaIY . 1988.
ATTEST: ~~~~) -k'. -I!cu-J
J/Jk
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City of Iowa City
MEMORANDUM
Date: January 27, 1994
To:, Mayor and City Council
From: City Clerk
Re: Council Work Session, January 6, 1994 - 7:00 p.m. in the Council Chambers
Mayor Susan Horowitz presiding. Council Members: Horowitz, Novick, Kubby, Pigott,
Throgmorton, Baker, Lehman. Staff present: Atkins, Helling, Karr, Yucuis, Mansfield. Tape
recorded on Tapes 94-3, Side 2; 94-8, All; 94-9, Side 1.
BUDGET PRESENTATION AND DISCUSSION:
Reel 94-3, Side 2
Atkins stated there are tormat changes in the budget and it is again a three-year plan. Atkins
stated that revenue and expenditure projections were based on the property lax freeze continuing.
Atkins noted that by law the City Council can appropriate the budget annually, and the budget is
due by March 15, Atkins explained that the property tax freeze reduces local revenues that
Council should have the discretion to use and aid In decision making. Atkins stated that current
budget projections are based on the machinery and equipment tax exemption not occurring, and
if it were to occur, there would be a loss of $700,000 annually In revenues.
Atkins stated that he would like to see a simplification of the property tax code as it affects
municipalities.
Atkins raised concerns about further reduction of state aid and replacement monies. Atkins stated
that In the current budget projections staff has reduced state aid and replacement monies by 5%
in the first year and then lIatlined the state aid In future years. Atkins noted that the state controls
approximately 82% of the revenues that are available to the City and Iowa City is much more
severely restricted in its ability to invest its money. The state has also capped the bank franchise
money.
Atkins presented information regarding property values and the rollback factor,
,Atkins explained that the state will add more mandates and reduce the City's involvement in
programs that the City has traditionally managed. A year ago Iowa City lost the Police and Fire
pension. Atkins stated that additional revenue options that exist now are sales and a wheel tax.
In response to Throgmorton, Atkins explained a wheel tax Is a vehicle tax whereby a person must
have a sticker to have a car and you would have to buy a new sticker eacl) year. Atkins stated
the Intent ot the vehicle tax would be to earmark funds specifically tor street and road
Improvements, Throgmorton asked it it would be possible tor Iowa City to enact a gasoline sales
tax, Atkins stated no, and explained the sales tax In Iowa allows the City to enact a sales tax on
the same Items the state taxes.
33,\
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Atkins explained that the budget includes a number ot operational unknowns such as social
security taxes, pension rate and benefits, and health insurance, Atkins explained that the
employee benefits levy is nottrozen and the City does an annual profile ot its employees. Atkins
noted that the City otlowa City has very low turnover rate and the City is seeing more career
employees,
Atkins reviewed expenditures. He slaled disbursements in FY95 were $79 million and are
projected FY95 $80,2 million; noted the substantial change Is because of the assisted housing
tundlng; stated that general fund expenditures in FY94 were $25.635 million and are projected
$26.60 million in FY95. Atkins stated that the budget reflects a cautious spending pattern and
the general pattern ot spending anq meeting service requirements should run fairly consistent
year to year. Kubby requested some information regarding the inflationary index. Finance
Director Yucuis stated that last year the inflation factor was 1.72%; for each 1% otthe inflation
factor the City could add about $128,000 to the generaltund that would affect the general levy,
library levy and the transillevy. Atkins stated that the inflation factor is needs.based and is
controlled by the state.
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Atkins presented information about budget balancing. Atkins stated a goal is to have a consistent
sustainable budget policy, Atkins stated that there Is very little elasticity in the City's revenue
package because the revenue base is controlled by the state. Atkins stated he tries to calculate
the available 'revenues and calculate into that a growth factor. Atkins stated that it the University
of Iowa buys the Thomas and Betts building the City would need to subtract $21,000 in tax
revenues. Atkins reviewed overall taxable values (budget, page 8).
Atkins reviewed disbursements and noted that general fund is 30,6% ot the budget; debt 4.8%,
parking 5.1%, wastewater 16%, water 4%, landfill 4%, housing 10%, road use 4%, and CDBG
2%, Within the general fund property tax is about 66% of the revenue. Atkins explained that the
City's debt levy Is up but overall tax rate is down and the reason it is down is because of the
arithmetic associated with the property tax freeze and the City's growth, Atkins explained the
budget preparation process" He stated that payroll remains a priority and that payroll is the
largest portion of the operating budget. Atkins stated those tigures can be predicted quite
accurately. Atkins stated heallh costs are a fixed number, life insurance is a percentage of
pi;lyroll, social security is a percent of payroll, and that payroll is budgeted at 99%.
Atkins reviewed the Police and Fire pension, Atkins stated the state took over the pension
system and are now choosing not to contribute, Atkins explained that the City ended up with
money after the Police and Fire pension was transferred to state, but stated that money can oniy
be used 10 reduc,e the City's liabilities for Police and Fire pension. Atkins explained that the
budget reflects using $500,000 from that reserve to pay the Police and Fire pension and then
, continue to utilize those monies over the following 7-10 year period. Atkins reviewed a summary
of the employees' bene tit general fund (budget, page 108). Kubby suggested that the $192,000
budgeted from the general fund $8.10 levy used for employee benefits be taken out of the
employee benefi,ts levy so that the general fund monies could be used for other programs.
Yuculs caulloned that the state manipulates the rates so that if the City Increases the general levy
up to $8.10 the state will then decrease the employee benefits down,
Atkins reviewed reserve fund transfers. Atkins explained that last year the $65,000 transfer to
transit and $100,000 transfer for the purchase of fire equipment was not made. Atkins noted that
last year the City did transfer $80,000 to the library's audio visual computer replacement fund,
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Atkins informed Council that the FY95 budget represents the transit transfer, a $50,000 transfer
for fire equipment, a $30,000 transfer for library.
Atkins stated this budget represents a rather significant reduction in travel and education and that
levels were cut back to FY94 leveis.
Atkins stated that new position requests in the budget amount to approximately $450,000. Atkins
cautioned Council that many of the capllal expenditures proposed, such as library addition,
airports, and conterence centers, all require staff. Atkins stated that when new initiatives are
established they can cause Increased operational costs, Atkins noted the library is actively
involved in putting together expansion plans and are going to come to Council for additional staff.
Atkins stated the budget represents selective capllal equipment reductions. Atkins reviewed that
$270,000 In generaltund and about $120,000 in various enterprise funds were taken out.
Atkins stated that CDBG monies and assisted housing programs show dramatic increases and
those programs operate strictly on the revenues that are generated by the programs, Atkins
stated that there Is a generaltund contribution to CDBG because the CDBG staff does other
things beyond CDBG. Horowitz raised concerns that agencies utilizing CDBG funds now need
larger taciiities and companion operating funds. Atkins stated that it becomes a political question
tor Council to respond to these additional funding requests, Horowitz stated that the City needs
to find the money tor the increased operating costs.
Atkins reviewed major changes in the budget. Atkins explained that under risk management
(budget, page 122) the City did an actuarial study which demonstrated the City should maintain
lis lost reserve at approximately $1.3 mill/on per year. Atkins noted that the actual insurance
expense decreased dramatically (budget, page 54), and the City Increased lis exposure from
$50,000 to $100,000, Atkins noted that the Assistant Finance Director and the Administrative
Secretary within the Department of Finance now charge a portion of their time against that fund
to save the general fund money. Yuculs noted that the Administrative Secretary and the Assistant
Finance Director are charged in three areas: fixed 55% finance administration, a portion to risk
management, and a portion in employee benefits, Atkins stated that the City has gone to self.
insurance on workers compensation and in the last couple of years the City has received an
$80,000 rebate. In response to Horowitz, Atkins stated that different departments are continually
evaluated with risk management. Atkins stated that the City may wish to hire satety risk
management employee.
Atkins pointed out some noticeable increases in the budget. Atkins stated that the proposed
bUdget shows general fund contributions for parks projects at FY95 $139,000, FY96 $167,000,
and FY97 $165,000.
Atkins stated that City has an obligation by state law to balance the budget and in FY95 the
budget is balanced. For FY96 and 97 the budget Is balanced by using cash from the reserves.
Atkins stated that he believes that the City needs a reserve position in the general fund of
approximately 10% which is $2.5 million Inflation adjusted. In response to Kubby, Atkins stated
that if grant monies do come in iower and commllments have been made 10 human service
agencies, that difference comes from the general fund. Atkins stated that aid to agencies is
funded from CDBG $105,000 and $240,000 to $250,000 from general funds, Baker asked how
the City's reserve funds compare to other cities. Atkins staled he didn't know. Atkins stated that
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tor the capital plan one of the important things that impacts bond ratings is credit worthiness and
the ability to use cash to fund capital projects,
, .
Aikins presented information comparing 13 fiscal years, FY83.FY95, Atkins informed Council that
the property tax bill is split approximately 40%-City, 40%.schools and 20%.County. Atkins
explained that at one time the City Council had a 6% policy - lhat taxes could not grow more
than 6% each year. Atkins noted that beginning around FY90 the growth has averaged 2.7%.
A Council Member asked what the average would be if water and sewer rates were factored in.
Atkins stated there is no doubt that water and sewer rates are like an alternate form of taxation.
Kubby asked about the possibility of using general fund monies versus user fees for sewer and
water, Atkins stated there are many options and one option staff considered was passing a sales
tax and using it to subsidize ulility rates, Atkins staled he is going to ask Council about the
creation ot a stormwater management account whereby a portion of the water and sewer
revenues is set aside annually to create a reserve accounllo pay for stormwater.
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Atkins presented Information regarding major operational changes. Aikins slaled the City Attomey
has requested an additional position and proposed changing the City Attorney departmental billing
system. Atkins explained that the City Attorney's proposal to operate like a private law office and
bill the different City departments for services will save general fund money. Concerns were
raised that It may creale increased user fees for water and sewer and landfill. Information was
requested regarding the Impact ot user fees created by the City Attorney's office billing each
department. Atkins stated the more Council can unburden the general fund the greater
discretionary spending they have.
Atkins presented Information about govemment buildings (budget, page 52). Aikins staled the
City has about $200,000,000 ot fixed assels lhat should be preserved. Atkins raised concerns
about the need tor repairs at the Senior Center. Lehman asked If the City has people qualified
to Inspect City tacllitles on an annual or seml.annual basis. Atkins complimented Steve Roberts,
. Senior Maintenance Worker.
Horowitz asked if there will be increased monies available under ADA for civil rights. Atkins
stated the budget Is basically tor Coordinator Harris and her supplies. Assistant City Manager
Helling slated there is some money budgeted for outreach commissions' activities.
..'
Atkins stated the non.operatlonal adminlstralion (budget, page 54) are expenses not easily
assignable to some program within the budget. Atkins stated that the aid to agencies budget was
increased by a factor of 3% over last year. Kubby noted that there is a half million dollar
difference between the 'Departmental Request" column and the "City Manager Proposed."
Finance Director Yucuis explained that when there Is a difference between 'Department Request'
and 'City Manager Proposed" columns, the adjustment probably should have been put in the
"Department Request" column rather than the "City Manager Proposed." Yuculs said the other
adjustments are decreased amounts needed to subsidize JCCOG, transit and airport, The
adjustments were In there and less was needed so he did the adjustment in that column. Kubby
stated she would like additlonallnformalion when there are large differences"
Atkins stated he would like Council Members to consider the growing needs In the Housing
Inspection Services department and Issues related to parking and transit. Atkins stated that
currently Council has a policy on transit that says 40% of lhe revenue must come from the fare
, box. Atkins also stated lhat he will present Council a reorganization plan for that department.
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Atkins stated the third issue regarding transit that Council should consider is a resolution #83.17
estabilshing a fare policy tor Iowa City and approving the transfer of surplus funds from parking
operations to transit operations.
Atkins asked Council to finally consider the issue of SEATS. Atkins distributed the handout: draft
letter to Johnson County regarding SEATS, Atkins noted that the City has been contacted by
Great River Bend Transit to provide transit service. Council and staff discussed transit service,
Council decided to review the draft letter and directed City Manager Atkins to contact Johnson
County Board of Supervisor Chair Lacina,
Meeting adjourned at 9:40 p,m.
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City of Iowa City
MEMORANDUM
Date: January 28, 1994
To: Mayor and City Council
...---.-.-- ~,...........-.' - .--.... ----
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From: City Clerk
Re: City Council Goal Selling Session, January 10, 1994 . 12:45 p.m. at the Iowa
Memorial Union Big 10 Room
Mayor Susan Horowitz presiding. Council Members present: Horowitz, Novick, Baker,
Throgmorton, Lehman, Kubby, Pigott. Staff present: Atkins, Helling, Gentry, Karr, Smith. Tape
recorded on Reels 94-10, All; 94-11, All; 94-12, All; and 94-13, All.
COUNCIL GOAL SmlNG DISCUSSION:
'Reel 94-10, Side 1
Tim Shields presented Information about his role with the Institutes ot Public Affairs and stated
that he would tacilltate the City Council's goal setting discussion. Shields asked Council Members
it the veteran members could offer to the new Council Members something they have learned and
, the greatest satisfaction obtained serving on Council, Each Council Member presented brlet
Information about what they have learned while on Council and what has been satisfying.
Shields established the goal selling session should be 1) an Informal session, 2) open with each
other, 3) constructive and tocused, and 4) silence implies affirmation.
Council Members established the following agenda:
Goals
Prioritize
Individual Goals
Discuss Process
Agreement
Styles of Communication
Methods
Public
Council Role
Follow-up Activities
Share Perspectives
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Relevance
Clarity for Staff.
Shields noted that Council ought to be striving for effectiveness. Shields explained that the three
elements In effective City government are 1) knowledge. 2) planning which Includes consensus
and goals, and 3) teamwork. Shields stated that major trends that have occurred In City
government Is the unbelievable growth and complexity and that that complexity bridge gaps
between Council and staff.
Tim Shields asked Council Members to Identify key issues. The key Issues listed by Council
Members were:
1. Transit
Funding
Routes/Level ot Service
SEATS
Fares
2. Autos and Alternative Modes of Transportation on Level Playing Field
Street plans
Parking
3. Affordable Housing
Impact on City
4. Solid Waste
Education
Waits
Recycling
Methods
Marketing
T oxlcs
, 5. Airport
6. Balance of Residential and Non-Residential Development
7. Environmental Protection
Sensitive Areas
8, Land Use and Zoning
Growth
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27. Preventive Public Health of Infrastructure
28, Policy of Economic Growth
29. Flood Control and Flood Response
30. Traffic Management (Atkins)
31. Fiscal Policies (Atkins)
32. Cable Franchl~e (Helling)
33. State Relations (Shields)
34, Innovative Communication Methods
35, Water Plant
Shields asked Council to describe what Is an effective Council and what are the elements of that
effectiveness, Council presented the tollowing elements that make effective City Council:
1, Listen to public
2, Make decisions
Even Ii controversial
3. Frame Issues
Methods (wholhow) .
4. Communications to public
6. Fiscal responsibility
6. Honestyllntegrity
7. Public awareness
8, Openness
'Transparent'
9. ' Accessibility
10, Informed
11. Teamwork with staff
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Shields asked Council Members to develop the concept and definitions of informal sessions, City
Manager Atkins stated that he would like Council to tell him what they want done In work sessions
because it helps his staff prepare and frame Issues. Atkins noted that staff spends time
packaging information through the sense of Council and it helps to anticipate, Council Members
developed elements of work sessions as follows:
Informal
'Staff Input
Preparation (re: Information)
Discussion
Persuasion
Frame (Issues)
Deadline
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Council Members raised concerns regarding the length of meetings. Council Members discussed
public discussion, versus talking in private about Issues and/or decisions made behind the
scenes. They agreed to establish a 10:00 p.m, deadline on work sessions. Shields and Council
discussed the need for additional work sessions, Council listed criteria for other work sessions:
Monthly
Quarterly
Ad-Hoc
Long-Term Planning
Team Analysis
Macro
Issue Tracking
Council agreed on the following:
1. General understanding of utilization ot Monday workshop
Includes deadlines
2. Six times a year informal session for general discussion and analysis.
3. Use at one-on.one discussion within specific parameters.
4. General understanding at Council time.
Shields noted that Council agreed to rotate the beginning of Counciltirne.
Horowitz asked Council to address the tacllitator's role. Council listed facilitator role criteria as
tallows:
,
Facilitator role (agree on Mayor's role)
a. Move discussion.
b. Does not limit agenda discussion,
c, Maintain discussion openness, Solicit Ideas, comments,
d. Assist in bUilding consensus,
e. Read statements of absent members.
Shields asked Council to discuss public Input, Council listed public input parameters as follows:
Public Input
Fair access - reasonable.
Perception
Expand
Get knowledge/expertise
Diverse opinion
Value of representative democracy
Increase effl~ienqy
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Justify decision
Prevent 11th Hour
Council will discuss situational input needs.
Shields asked Council Members to summarize their concerns and their hopes about how to work
together. Shields asked Council Members for items that the group needs to talk about. Kubby
noted that Council Members are not using their voice mail numbers. Pigott stated Council
Members should address Internet. Horowitz raised concerns about working against preconceived
ideas about other Council Members, Baker stated that he likes to talk to people in Iloth private
and In the public. Horowitz emphasized the need for evaluation. Shields listed the following:
Do evaluation ot process and teamwork
Informal session (July)
Shields and Council discussed the need for a follow-up process. Kubby stated there needs to
be a follow-up on the prioritization at the Issues list.
Shields asked CounGiI Members what staff Is doing that has been helptul. Council Members
responded that staff is accessible, they listen, pay attention, provide information, and very
responsive.
Shields summarized that Iowa City Is an excellent community and has an excellent city
organization. Shields cautioned Council Members to not take themselves so seriously and that
the key to leadership Is for Council Members to work together effectively and to work with staff
effectively,
Meeting adjourned at 7:40 p,m,
(Attachment: 'City of Iowa City Strategic Planning' prepared by Tim Shields.)
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City of Iowa City
Strategic Planning
January, 1994
Summary
Report
Compiled by
Tim J. Shields
Institute of PubIlc Affairs
The University of Iowa
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City of Iowa City
Strategic Planning
Agenda .
1. Discuss processes
A Styles of communication
B. Methods of communication
C Council role
D. Follow-up activttles
E. Sharing perspectives
2, Identify key Issues
, 3. Develop clarity of direction for staff
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City of Iowa City
Strategic Planning
Team Agreements
.
1, The team reached a general understanding of the uWlzation of the
Monday Informal Workshop (to include "time deadlines").
2, The team agreed to meet six times a year in an informal session for the
purpose of council discussion and analysis. Session goals:
a. Longer term issue analysis
b. More general council discussions
Co Analyzing council effectiveness and teamwork
d. Specific strategic issue in-depth analysis
3, The team agreed on the use of one-on-one discussions within specific
parameters,
4. The team reached a general understanding on the use of council time in
their regular and informal agendas.
5. The team reached a basic agreement on the Mayor's role, (i.e., primarily a
faclUtator role).
a. Move the discussion
b. Does not 1lmlt the agenda/discussion
Co Maintains discussion openness/soUcits ideas/comments
d. Assists in buDding consensus
e. Reads statements of absent members
6. The team agreed that the council wlll discuss pubUc input needs and
processes sltuationalIy, (i.e., council wlll provide staff guidance in this
area as issues arise and as early as possible in the decision mnklng
process),
7. The team agreed to conduct an evaluation of processes and teamwork at
an informal session, (l.e" six months),
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City of Iowa City
Strategic Planning
, '1Yw Issues
The caunell identified key issues facing the city in the next two-
three years, as foDows:
1. Transit
a Funding
b. Routes/Level of services
c. Fares
d. SEATS
e. Parking
2, Automobiles and alternative modes of transportation on level playing
field. (e,g., street plans, parking),
3. Mfordable housing (Impact of city policies and actions)
4, SoUd waste
a Rates
b. Methods
c, Recycllng
d. Education
e, Marketing
f. Toxics
5. Airport
6. Residential/Non-residential development balance
7. Environmental protection (sensitive area)
8. Land use and zoning (growth)
9, Intergovernmental relations (local)
10, Affordable and sustainable public services, (e,g., water)
11. Melrose Avenue
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13. Fringe area declslon~
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15, Greater citizen participation, (e.g.. neighborhood associations)
16. Ubrary expansion
17. Protecting older neighborhoods (to include historic preservation)
18. Cultural Center
19. Maintaining downtown viability, (e.g.. more vibrant)
20. Definition of family policy
21. Neighborhood development policies (l.e" more compact)
22. Crime/Public safety
23, Park development
24. I\DA implementation
25. Teamwork
26. 'Comprehensive Plan review
a "Policy statements without tools"
h Update
27. Infrastructure maint~nance
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28. Economic growth poltcy
29. Flood control and Planing/Flood response
30. Traffic management
31. Fiscal policies
32. Cable franchise
33. State relations
34. Innovative communication methods to and with the public
35. Water plant
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Strategic Plannirig
. Rationale for Public Input Processes
~ a discussion of pubUc input processes, the connell identified a
number of reasons for utnizing enhanced pubUc input processes, as
foUows:
1. Provide fair and reasonable access for citizens, i
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9. Prevent eleventh hour Input by affected citizens,
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Strategic Planning
Elements of Council Effectiveness
The councl1 discussed the various elements of an effective counell as
fonows:
1) Ustens to public
2. Makes decisions (even when controversial)
3. Frames Issues
4. Communicates with the public
5, Fiscally responstble
6, Demonstrates honesty and integrity
7. MaIn~s public awareness
8. Openness ("transparent government")
9. Accessibility
10. Stays Informed
11. Teamwork with staff
i2, ExamInes alternatives
13. Sets polley direction
14. Achieves and communicates a sense of council direction
15. Utilizes good meeting management techniques
,16. Capitalizes on group differences
17. Timeliness of decision making
18. Good council/staff Interaction
19. Conducts evaluations of declslo'ns
20. Knowledgeable of city services
21. Works with city manager
22" Achieves role clarity
23. Operates with well understood group norms
24, Follows processes
25, Maintains balanced views
26. Trust amongst members and with staff
27. Achieves a level of camaraderie
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Date:
January 25, 1994
To:
Joe Fowler, Director, Parking & Transit
Kevin L. Doyle, Assistant Transportation Planner ~
Capitol Street Parking Ramp Survey Results
From:
Re:
Attached is a summary of the data that was tabulated from the Capitol Street parking
ramp survey. There were a total of 323 surveys completed, Comments were
received from 101 respondents, A summary listing of the comments is also attached,
Did you want me to send any of this information to the Downtown Association or mall
merchants or did you want to handle it? Give me a call if you have any questions or
want additional information,
;tl!r.z:~je"eAtklris; .CltY Manage"
Jeff Davidson, JCCOG Transportation Planner
Karin Franklin, Director, PCD
David Schoon, Economic Development Planner
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1993 CAPITOL STREET PARKING RAMP SURVEY -. QUESTIONS 1-6
a 1: WHERE DO YOU LIVE?
Number Percent
IOWA CITY 167 51.70%
CORALVILLE 36 11,15%
JOHNSON CNTY 18 5,57%
OUTSIDE CNTY 99 30,65%
NO ANSWER 3 0,93%
TOTAL 323 100,00
02: WHA T IS THE PURPOSE OF YOUR TRIP?
Number Percent KEY
SHOP 148 45.82% SH-SC-W = SHOP, SCHOOL, WORK
SCHOOL 74 22.91% SCoW = SCHOOL & WORK
OFFICE 14 4.33% SH-SC = SHOP & SCHOOL
WORK 35 10.84% SH-SS = SHOP & SIGHTSEE
SIGHTSEE 8 2.48% SH-SC-OF = SHOP, SCHOOL, OFFICE
OTHER 5 1.55% SHoW = SHOP & WORK
SH-SC-W 3 0,93% OF-W = OFFICE & WORK
SCoW 7 ' 2.17% OF-W-SS = OFFICE, WORK, SIGHTSE
SH-SC 16 4.95% SH-OF = SHOP & OFFICE ,
SH-SS 5 1.55%
SH-SC-OF 1 0.31%
SHoW 1 0,31%
OF-W 1 0,31%
OF-W-SS 1 0,31%
SH-OF 2 0,62%
NO ANSWER 2 0.62%
TOTAL 323 100.00
03: HOW LONG DID YOU PARK?
Number Percent
1 HR OR LESS 70 21.67%
1.2 HRS 2 0.62%
2.4 HRS 38 11.76%
4-6 HRS 175 54.18%
OVER 6 HRS 22 6.81%
NO ANSWER 16 4.95%
TOTAL 323 100.00
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04: IF TRIP PURPOSE OTHER THAN SHOPPING, WILL YOU SHOP?
YES
NO
SOMETIMES
NO ANSWER
TOTAL
Number
138
74
5
106
,323
Percent
42.72%
22.91%
1.55%
32.82%
100,00
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05: DO YOU EVER USE BUS SYSTEM?
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NEVER
1.2 PER MONTH
2-8 PER MONTH
OVER 9
NO ANSWER
TOTAL
Number
216
46
22
32
7
323
Perr.ent
66,87%
14.24%
6.81%
9.91%
2.17%
100,00
06: HOW MANY TIMES PER WEEK DO YOU TRA VEL DOWNTOWN?
1 .5
6.10
11 . 15
16.20
21.25
26.30
30 +
NO ANSWER
TOTAL
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Number
172
85
3
1
2
3
1
56
323
Parr.ent
53.25%
26.32 %
0.93%
0.31%
0.62%
0.93%
0.31%
17.34%
100,00
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Capitol Street Ramp Survey
Summary of Comments
There were a total of 114 comments from 101 coml11enters. The following Is a summary of the comments with a
frequency of at least 3,
Camment
1, Parking restrictions before 10:00 am should be eliminated,
2. Parking Is terrible In Iowa City,
3. Transit service In Iowa City IICT, CVT, & CAMBUSJ Is great,
3. Parking availability close to downtown is Inadequate.
5, Iowa City needs larger ramps,
6, Parking In ramps Is convenient.
6. Park & Shop should be expanded.
B. Mall employees should be able to pay less for parking,
9. Need longer meters, > 60 min" for student parkers downtown.
, 10, Like ramp restrictions before 10:00 am.
10. Need more cashiers at ramp.
10, Internal circulation in ramps Is poor.
TOTAL
Frequency
22
14
10,
10
7
6
6
5
4
3
3
3
93
Percent
19.3
12,3
B.B
B,B
6,1
5.3
5,3
4.4
3.5
2,6
2,6
2.6
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2 4 J~,n uary ! 994
Cl~'ic Centar
['j'rr." City, IA
R~: n~on -bright p~destrian crossing signs
Please direct this letter to those in charg~ oi purchase aIlc! pla(~m'?!1t ,)i ')i
roadside signs,
Tho? new neon yellow pedestnan crossing signs on Governor Stro?et no?,lr
Churcll are an annoying visual blight on tlle neighborh'jod, I pass tliem
daily on my way home irom wort and iind tlley are jarring again and again,
It's not tllat !they attract my attention to ljeing more careiul c,i
pedestrians, Years oi experience have made me respond Wltll ,;aution to (!E.
'.tandarcj yellow and black signs, These signs attract attention to
themselves, n,?t tlleir message, They're ugll', I hope this is not~, s,',mple oi
tll.;. signs that WIll be pl~,ced at ever~! ped€-stna,n crosslllg 111 to','ln,
Thank you ior considering my ,jpinwn,
Sincmly,
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THE UNIVERSITY OF IOWA ~
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January 25, 1994
Mayor Susan Horwitz
City of Iowa City
Iowa City Civic Center
Iowa City, Iowa 52240
Dear Susan:
I want to let you know how very much my colleagues and
I appreciate the immediate response and assistance provided
by the Iowa City Fire Department to the Phi Kappa Psi
Fraternity House this past Thursday, January 20. I
particularly appreciated the call from Chief Pumphrey's
office notifying me immediately of the fire. While the loss
of the physical facility is a serious setback for the
fraternity members, no lives were lost, and a real tragedy
was averted. Please extend my deepest gratitude to the
Chief, his staff, and all the neighboring departments who
were called in to assist.
Yours sincerely,
~
, Hunter R, Rawlings III
President
cc: "Stephen Atkins
OrnceoflhePresld,nl
319/3i5'3549 '"3:3 ~
101 Jessup Hall
Iowa City, Iowa 52242.1316
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To: 10111 CITY ClERK
Froo: JO HOGARTY
1-26-91 0:42.. p. 2 of 3
Juh...,n County
_ \ IOWA:>
BOARD OF SUPERVISORS
Slepbcn P. Lacina, Chairperson
Joe Balkcom
Charlcs D. Duffy
Patricia A. Meade
January 27. 1994
FORMAL MEETING
Agenda
1,1.)
1. Call to order 9:00 a.m.
2. Action re: claims
3. Action re: informal and formal minutes of January 20lh.
4. Action re: payroll authorizations
5. Business from the County Auditor.
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a) Action re: permits
b) Action re: reports
c) Action re: resolution Iransferring from General Basic and Rural Basic to
Secondary Roads.
d) Othcr
6. Business from lbc Assislant Zoning Adminislrator.
a) Final considcration changing the legal description of application Z9107 of
Roger Reighard.
b) Other
913 SOUTII DunUQUE ~'T. P,O. DOX 1350 10W^ cny, 10W^ 52244'1350
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To: IOIt\ C!TV CLERK
From: JO 1I0GARTV
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7. Business [rom the Couoly AUorney.
Page 2
1-16-94 0:41,. p. 3 of 3
a) Executive Session re: collective bargaining strategy (AFSCME/Social
Services, S.E.A.T.S. and Ambulance)/discussion.
b) Report re: otherilems.
8. Busioess from the Board of Supervisors.
a) Action re: CD BG Grant Application.
b) Action re: Granls to Counties Well Tesling an Abandonment Program for
FY95.
c) Action re: Home Car~ Aide/Cbore Program Grant Application for FY 95.
d) Action re: proposed sale of 524 Ronalds Street property.
e) Aclion re: applications for quotes on iosurance.
n Action re: Medicaid Home and Communily Based Paymenl Agreemenl
(HeBS waivers) for client #1475392E.
g) Motion appointing Larry Olson as allernate for the East Central Iowa
Council of Governments ISTEA T ecbnical Advisory Committee.
b) Motion appointing Laurie Robinson as Johnson County's representalive to
lhe Johnson County Sesquicenlennial Commission.
i) Action re: addendum to sublease with Department of Human Services,
j) Action re: Water Walch '94 Resolution and Community Drink-Lobby Use
request.
k) Other
9. Adjourn 10 informal meeling.
a) Business from Carllon Johnson of A.W. Insurance Group re: county
insurance package/discussion,
b) Inquiries and reports from the public.
c) Reports and inquires from the members of lhe Board of Supervisors.
d) Olher
10. Adjouromenl.
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City of Iowa City
MEMORANDUM
Date: January 26, 1994
To: Mayor and City Council
From: Marian K. Karr, City Clerk
Re: Board and, Commission Application Form
At your request we have revised the board and commission application form to encourage
applicants to contact Council prior to appointment.
It is our Intent to distribute the new application February 1.
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CITY OF IOWA CITY
ADVISORY BOARD/COMMISSION APPLlCA liON FORM
Individuals serving on Boards/Commissions play an important role in advising the Council on matters of interest
to our community and its future. Applicants must reside in Iowa City,
After a vacancy has been announced, the Council reviews all applications during the work session. The
appointment is made at the next formal Council meeting. Appointees serve as unpaid volunteers.
PLEASE USE A BLACK INK PEN, Return the application to City Clerk, 410 E, Washington St., Iowa City,
Iowa.
THIS APPLICATION IS A PUBLIC DOCUMENT AND AS SUCH CAN BE REPRODUCED AND DISTRIBUTED FOR THE
PUBLIC. THIS APPLICATION WILL BE CONSIDERED FOR THREE MONTHS ONLY AND AUTOMATICALLY
CONSIDERED FOR ANY VACANCY DURING THAT TIME.
ADVISORY BOARD/COMMISSION NAME
NAME
TERM
HOME ADDRESS
Is your home address (listed above) within the corporate limits of Iowa City? _ Yes
No
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OCCUPATION
PHONE NUMBER: HOME
EMPLOYER
BUSINESS
EXPERIENCE AND/OR ACTIVITIES WHICH YOU FEEL QUALIFY YOU FOR THIS POSITION:
WHAT IS YOUR PRESENT KNOWLEDGE OF THIS ADVISORY BOARD?
II
WHAT CONTRIBUTIONS DO YOU FEEL YOU CAN MAKE TO THIS ADVISORY BOARD (OR STATE REASON ~OR
APPL YINGI?
I
Specific attention should be directed to possible conflict of interest as defined in Chapters 362,6, 403A.22 of the!
Code otlowa. Should you be uncertain whether or not potential conflict of Interest exists, contact the City
Attorney's Office. Will you have a conflict of interest? _YES _NO
If you are not selected, do you want to be notified? _YES _NO
,Do you currently serve on another Iowa City Board or Commission? _YES _NO
It has been Council policy not to permit an individual to serve on two Boards or Commissions at the same time.
cle,k\bd.convrI.lPP
January 1994
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It is very important the City Council has an opportunity to ask questions of each applicant,
We encourage you to call Council Members before the appointment is made. Names and
phone numbers are below. '
Larry Baker
1217 Rochester Ave, 52245
Home: 338-5182 (evenings)
District B
112/98
Susan M. Horowitz. Mayor
1129 Kirkwood Ave. 52240
Home: 354.4225
District A
1/2/96
Karen Kubby At-Large
728 2nd Ave. 52245
Home: ,338-1321 (office hrs. Sr. Center 4.6 p,m. Thursdays)
112/96
Ernie Lehman At.Large 1/2/98
902 Wylde Green Rd, 52245
Home: 338.7741
Work: 337.2652
Naomi Novick - Mayor Pro.Tem At-Large 112/98
306 Mullin Ave. 52246
Home: 337-4649 I
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Bruno Pigott District C 1/2/96 !
717 E. Washington St. Apt. #452240 j
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Home: 339-1968 (office hrs, 6:30-8:30 Wed, Ped, Mall-nice weather or Rec, Ctr.)
Work: 264.6869 ,I
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James Throgmorton At-Large 1/2/96
1026 Friendly Ave. 52240
Home: 338.0880
Please retain this page for your lIIes.
clorklbd-comm,IPP
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REC:::!V~O JAN 23 1994
IOWA CITY COMMUNITY
SCHOOL DISTRICT
Barbara Grohe, Ph.D.
Superintendent
(319) 339,6890 Fax Number
509, S, Dubuque Street
Iolva City, IA 52240
~319) 339-6800
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January 27, 1994
. ,. Dear City High School Neighbor:
A neighborhood meeting has been scheduled for Monday, February
7, 1994 at 7:00 PM in the Little Theater (2nd floor) at City High
School to discuss the proposed City High School parking lot. Please
feel free to invite any neighbors wh~ we might have missed on our
mailing list.
Sincerely,
~JJ~
Barbara Grohe
Superintendent
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OFFICE OF THE
IOWA CITY ASSESSOR
JOHNSON COUNTY ADMINISTRATION BUILDING
January 25, 1994
DAN L. HUDSON
ASSESSOR
DENNIS BALDRIDGE
DEPt'T\'
CAROLYN BURKE
DEPt'T\'
Dear Conference Board Member:
The annual meeting of the Iowa city Conference Board for the
consideration of the Iowa city Assessor's FY 1995 budget is
scheduled for Monday, January 31, 1994' at 6:30 P,M. at the
Iowa city civic Center. Enclosed, so you may review the
information before the meeting, are:
1. The Agenda,
2. The Proposed Budget,
3, The 1993 Annual Report which includes
the program division statement,
4, A copy of March I, 1993 minutes,
5. Joint mapping expenditures to date.
6. A copy of the 28E Agreement with Iowa Department
of Revenue & Finance.
7. Board of Review Applications.
There is a large increase in the amount to be raised by
taxation for the Assessment Expense Fund from last year's
levy, This increase consists of:
a. $25,529 salary and benefits for an additional clerk,
b. $ 6,000 for the biennial assessment rolls and postage,
c. $ 8,400 for a 4% increase in salaries.
d. $ 1,178 increase in FICA and IPERS,
e. $ 5,713 for anticipated increase in health insurance.
f. $40,967 decrease in the unencumbered balance,
g. $ 500 for 2BE Agreement,
$88,287 Total Increase
Note that I am requesting an additional clerk for the office,
The workload at our office has gradually increased over the
years to the point we sometimes must delay doing our
assessment work to meet the public demand for information.
Attached is a fact sheet supporting the need for additional
help.
913 SOUTH DUBUQUE STREET. POST OFFICE BOX 1350' IOWA CITY, IOWA 52244
TELEPHONE: 319.356.6066
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The Expense Fund levy rate will be increasing from ,17138
to ,22200, an increase of 30% to cover the 38% increase in
the proposed amount raised by taxation,
I am also levying for the remaining amount needed for our
mapping contract in the special Appraisers Fund, I am also
adding $4,000 to the office car replacement fund which was
started last year. The car will be 8 years old in July 1994,
and will need to be replaced in the not too distant future.
The new construction that will be taxed for the first time in
FY '95 will produce approximately $9,700, for the city
Assessor Assessment Expense Fund which is more than the wage
increase requestedr and approximately $1,960 for the Special
Appraisers Fund,
If you have any specific questions or wish to look at any of
the supporting documents for this budget, feel free to call
me at work at 356-6066 or at my home at 338-6176.
Sincerely,
~x~
Dan L. Hudson
Iowa city Assessor
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~ SUPPORTING ~ EQR ADDITIONAL ~
* 1982 BASE 1993 % CHANGE
6 Number of Employees 5 17% Reduction
9,948 Number of Residential properties 12,023 21% Increase
$914,550,714 Total Assessed Value $1,725,470,558 89% Increase
11,146 Number of Developed Parcels 13,428 20% Increase
441 Number of Annual Building permits 866 96% Increase
*1982 Base is when I became the Iowa city Assessor.
In 1982 phone and counter traffic for information was
minimal, The bulk of the traffic was the annual
homestead signing which peaked in June. One person
could easily handle the phone and counter except during
the June peak,
In 1993 phone and counter traffic for information was
intense. Two people struggle at times to handle this
traffic, Our assessment work must be put on hold during
these busy periods. Two deputies spend much of their
time in the field leaving only three people in the
office, Working around lunch hours, meetings, schools
and vacations has become a big problem,
currently, the Johnson County Assessor's office has 6,5
employees to handle their workload. Our Assessment
Expense Fund is one of the lowest, if not the lowest in
the state. Many juriSdictions, even large ones in
Eastern Iowa, are at their levy limit of 27 cents per
$1000, while our levy has been at or below 20 cents per
$1000 since FY 1986.
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January 28, 1994
TO WHOM IT MAY CONCERN:
The Iowa City Conference Board will meet at 6:30 P.M,
on Monday, January 31, 1994 at the Iowa city Civic
Center. The purpose of this meeting is to discuss the
Iowa city Assessor's proposed budget for fiscal year
1995,
AGENDA:
1, Call meeting to order.
2, Roll Call by taxing body,
3, Act on minutes of March I, 1993
Conference Board Meeting.
4, Assessor presents proposed budget,
5, Discuss proposed budget,
6, Conference Board acts on proposed budget,
7, Set date for public hearing.
8, Appointment of Board of Review member,
9. Accept the School Board's appointment of Jerald
Palmer and the city's appointment of John McDonald
to the City Assessor Examining Board.
10. Discussion and approval of 28E agreement,
11, Other business,
12, Adjourn,
Dan L, Hudson
Clerk, Conference Board
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ITEMIZED BUDGET - ASSESSMENT EXPENSE FUND
1mI lli2.. EXPENDITURE ili4. IT.2.2.
,
SALARIES ! '
31 city Assessor $ 48,150 $ 50,080
32 First Deputy 40,930 42,570
32 Second Dupty 38,520 40,060
35 Plat Supervisor 28,800 29,950
35 Clerk 23,200 25,340 ,
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I 35 Clerk 17,850 i'
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Total Salaries $179,600 $205,850
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I 34 Board of Review $ 9,000 $ 9,000 i "
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37 Employer Share: IPERS 9,460 11,020 'I ;
.
I 38 Mileage & Auto 1,600 1,600 "
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I 39 Office Supplies, Post. & Tele, 8,700 15,200 t I
40 Publications, Subscr, & Dues 1,200 1,200 I
41 Bonds & Workman's Comp, 1,800 800 I
I 42 Equipment Maintenance 200 200 r
43 Appraisal Service 400 400 ,
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44 Insurance 21,000 32,000 J "
45 Continuing Education 3,000 3,000
I 46 Appeals to Court 25,000 25,000
47 Schools & Conferences 3,000 3,000
I 48 Legal 2,000 2,000
49 Unemployment 2,000 2,000
50 Conference Board 0 0
51 Examining Board 30 30
52 Computer Charge 8,800 8,800
Total Other Expenditures $111,620 $132,690
TOTAL BUDGET $291,220 $338,540
UNENCUMBERED BALANCE - 62,530 - 21,563
TO BE RAISED BY TAXATION $228,690 $316,977
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BUDGET - SPECIAL APPRAISERS FUND
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Mapping
Car Replacement
$ 242,009
+ 3,000
$ 168,157
+ 7,000
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TOTAL
UNEMCUMBERED BALANCE
$ 245,009 $ 175,157
-167,009 -111,157
$ 78,000 $ 64,000
$ 306,690 $ 380,977
TO BE RAISED BY TAXATION
GRAND TOTAL TO BE RAISED BY TAXATION
MAXIMUM LEVY ALLOWED
Maximum assessment expense fund 1,427,804,816 x .00027 = $ 385,510
IPERS & FICA Funds = 27,460
Unemployment Compensation & Tort Liability = 2,800
Maximum for assessment expense fund = $ 415,770
Maximum special appraisers fund 1,427,804,816 x .000405 = $ 578,260
Maximum allowed without State approval
Maximum emergency fund 1,427,804,816 x .00027
(Which requires State Appeal Board Approval)
Maximum that could be raised by taxation for FY '95
= $ 994,030
= $ 385,510
= $1,379,540
LEVIES AND RATES SINCE 1980
Assessment Exoense fYng Sgecial Aooraiser's EYnd
Fiscal ~ Amount Levied ~~ Amount Levied ~~
1979-80 $ 146,050 .26746 ------------- ---------
1980-81 175,930 .29593 ------------- ---------
1981-82 184,145 .30081 $ 61,000 .09592
1982-83 192,960 .28004 15,000 .02177
1983-84 201,186 .27000 98,868 .13000
1984-85 200,278 .22454 73,890 .08284
1985-86 181,958 .18905 ------------- ---------
1986-87 186,780 .17616 ------------- ---------
1987-88 149,491 .13953 ------------- ---------
1988-89 218,823 .19279 ------------- ---------
1989-90 191,619 .16666 75,000 .06416
1990-91 234,390 .19498 45,000 .03743
1991-92 252,789 .20574 75,000 .06104
1992-93 242,474 .18729 120,000 .09269
1993-94 228,690 .17138 78,000 .05845
1994-95 316,977 .22200 64,000 .04482
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CITY CONFERENCE BOARD - MARCH 1, 1993
~ Conference~: March 1, 1993, 6:34 P.M. in the
Council Chambers at the Iowa city civic Center. Mayor Darrel
Courtney presiding.
~ ~ Council Members Present: Ambrisco, Courtney,
Horowitz, KUbby, Larson, McDonald, Novick.
Johnson County Supervisors Present: Bolkcom, Lacina.
Myers, Ockenfels.
1Q School ~ Members Present: Champion, Matheson.
Others Present: HUdson, Atkins, Gentry, Karr, Slockett
& Staff.
~ Recorded: Reel 93-19, Side 2.
Chair Courtney called the meeting to order and Clerk
Hudson called roll and stated that a quorum was present.
The city moved to accept the minutes as corrected of
the last Conference Board meeting, February 1, 1993,
County seconded, and it passed, 3/0.
Mayor Courtney declared the public hearing open. There
being no comment from the public, the public hearing was
declared closed.
The County moved to adopt the proposed budget as published
in the Iowa City Press citizen on February 15, 1993, it was
seconded by the City. Motion carried unanimously, 3/0.
Other Business: Johnson County AUditor Tom Slockett spoke
on why the Conference Board should fund the map maintenance
function that the Johnson County Supervisors have cut from
his office budget. He also presented his views on the city
Attorney opinion on funding this function. He is asking for
$8,000 from each Conference Board for three years. The City
moved to approve funding the Auditor map maintenance func-
tion at $8,000 for FY 94, County seconded. Roll call vote:
City -- Nay. Courtney, nay; Ambrisco, nay; Larson, nay;
Horowitz, nay; Kubby, aye; McDonald, aye;
Novick, aye.
KUbby, nay; Larson, aye; Novick, aye.
School -- Aye. Champion, aye; Matheson, aye.
County -- Aye. Bolkcom, aye; Lacina, aye.
Motion carried 2/1.
There being no further business, it was moved by the City,
seconded by the County, to adjourn at '7:17 P.M. Motion
carried unanimously, 3/0.
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Dan L. Hudson
Clerk, Iowa City Conference Board
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~ MAPPING EXPENDITURES
1QNA ~ i JOHNSON COUNTY
AERIAL PHOTO SERVICES CONTRACT
Contract Signed April 3, 1992 $ 369,523.79
Paid July 10, 1992 - 92,132.00
Paid November 19, 1992 - 44,669.60
Paid February 19, 1993 - 14,652.38
Paid March 12, 1993 - 11,467.08
Paid March 25, 1993 - 27,049.52
Paid April 22, 1993 - 26,695.20
Paid June 17, 1993 - 48,995.76
Paid July 14, 1993 - 51,240.86
Paid August 6, 1993 - 34,832.27
Paid September 23, 1993 - 10,049.91
Balance to be Paid
$ 7,739.21
MAPPING i PARCEL NUMBERING CONTRACT
Contract signed April 1, 1992
$ 383,315.00
Contract Start Date January 19, 1993
Paid August 5, 1993
- 16,930.00
Balance to be Paid
$ 366,385.00
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(Not Part of Contract)
Paid in April, 1991
Paid in April, 1992
Total Pilot Expense
$ 1,503.39
$ 120,616.79
$ 122,120.18
MAPPING EOUIPMENT = lQNA ~ QH1X
Beginning Balance
Paid August 10, 1993
Remaining in Account
$
3,000.00
- 1,519.28
$
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AGREEMENT
WHEREAS, the Director of Revenue (Director) has the
authority, pursuant to Iowa Code section 421.17(18) (1993) to
issue a state appraisal manual (manual) and to revise and update
it.
WHEREAS, such a manual was issued in 1984, but needs to be
revised and updated.
WHEREAS, city and county assessing jurisdictions use the
manual in assessing and valuing all classes of property assessed
by them.
WHEREAS, the assessing jurisdictions in Iowa, collectively,
could provide the funds necessary to finance a revision and
update of the manual.
NOW, THEREFORE, the Director and the assessing jurisdiction
of
IOWA CITY
(assessing jurisdiction) agree as
follows:
1. There is hereby established in the Department of Revenue
and Finance (Department) a fund, known as the manual revision and
update fund (fund).
2. The fund shall be used exclusively for the revision and
update of the manual.
3. Assessing jurisdiction agrees to pay to the fund
$1,000.00, such payment to be made as follows:
a. Half of the amount shall be paid to the fund on or
before July 15, 1994, and
b. The balance of the amount shall be paid to the fund
on or before July 15, 1995.
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4. In the event that after payment from the fund for
revision and update of the manual, any surplus exists, such
surplus shall be disbursed to the assessing jurisdiction in
proportion to its contribution to the fund.
5. The Director shall have the authority to let a bid for
the revision and update of the manual and shall disburse the fund
for that purpose. Prior to letting such bid, the Director and
the executive board of the Iowa State Association of Assessors
shall develop and approve the specifications for the revisions
and update of the manual. After the specifications have been
developed and approved, the Director shall proceed with the
letting of the bid.
6. This agreement is made pursuant to Iowa Code chapter 28E
(1993) .
Done on this 14th day of January, 1994.
G. D. BAIR
Director of Revenue and
Finance
Chairperson, Conference Board
of IOWn Ci t.y Assessing
Jurisdiction
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January 31, 1994
BOARD OF REVIEW
One vacancy - 6-year term
(Licensed Real Estate Broker)
January 1, 1994 - December 31, 1999
Jack L. Yanaush
110 Montrose Avenue
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Females: 1
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. CITY OF IOWA CITY .
AOVISORY BOARO/COMMISSION APPLICATION FORM
Individuals se(.Vl~g' rllIllf'\Boards/COIllI1issions play an ifl'llortant role in advising the
Counc i 1 on matterr 4\,.i'ifJ~r.es t to our cOlll1lun ity and its futu reo App 1 i cants IllJS t res ide
in Iowa City.
The City C%lI~~ -Fnp!1f19!<OI~dvisory Board/Collmission vacancies 90 days prior to the
date the appointment will be made. This period provides for a 30-day advertising period
and a 60-day trai~"9' IDI..r8RK for new members. The training period allows new members to
become famil iarlOWAhCIq1tt I~WAonsibi PUcs and duties of the advisory board/colll1lission
before becoming a full voting meiOOer. '
After a vacancy has been announced and the 30-day advertising period has expired, the
Council reviews all applications during the informal work session. The appointment is
announced at the nex t forma 1 Counc i 1 mee t i ng. . Appointees serve as unpa i d vo 1 unteers.
Council prefers that all applications must be submitted to the City Clerk no later
than one week prior to the announced appointment dates. PLEASE USE A BLACK INK PEN.
TH[S APPLICATION [S A PUBLIC DOCUMENT AND AS SUCH CAN BE REPRODUCED AND D[STRIBUTED FOR
THE PUBLIC. TH[S APPLICATION WILL BE CONS[DERED FOR 3 MONTHS ONLY AND AUTOflATlCALLY
CONS[DERED FOR ANY VACANCY DUR[NG THAT T[ME.
AOV[SDRY BOARD/COfotHSS[ON NAME .2.-, C. g:'rf'ic?P 0;:: J}/;!inl TERM 6 Y//.?'d'~
NAME (,frf):' J. \{f'#A~ HDME ADDRESS/IP /Ik/fl/71~Jc ~~. :z:e:-
[s your home addre s (listed above) within the corporate limits of Iowa City?
OCCUPATION ;Fa) 72U , EMPLOYE(5ctf~l"(C'I7C-li7(i7E6~~
PHONE NUMBER: HOME::;' 3'7- 2. 91'/ BUS [NESS ..35"/'- f? ,N /
EXPER[ENCE AND/OR ACTlVlTIES WH[CH YOU FEEL QUALIFY YOU FOR THIS POSITION: 8c/;t!G
/;'~;t?lc 1If'/f'E/I 6/JI-r,E" 711,E' /7!{r 3P ~/f',("'S 2 .Kf.f,7/.1-17#-E
j/,,(J.llc tPr ?C#./. 5SY#iE ~~IERTV #-f#.E. ::;Z;UU' 4/)1 AfC-1,
/l.L/~i/ /f/1rJl'1''IIf' &11"Y ~,y s"'l'R'C;,(A"~ fi!/.S,d...z: I//lj/~ ,OffAl4-
;J1f:/JIj),lj' ePIC/ "//fE .:z:: (l. hJ;d;('J? ,?lr ,~tlI6t1 rv"f' ~ff 7/f,-f,;t/
':<cJ t!t,j;~Ur(/j/~ ~JJ"e
WHAT [S YDUR PRESENT KNOWLEDGE OF THIS ADVISORY BOARD? ;1!M.dEIf Cir TITE..
:r;l/I!;t 81)/ &#,('P IJr /(1E/.IEd'1 .5'/~Z~ 19'7Z-.,
WHAT CDNTRIBUTlONS 00 YOU ,FEEL YOU CAN MAKE TO TH[S ADVISORY BOARD (OR STATE REASON FOR
APPLYlNG)?,])o 7.i 1<'~d,,5it/T h!C:;i.>/cm- 4/,lP.c 8Y tfJe/f 6'CI.#--fP. <..'?I,f'/F ,
&17-,,:1/./ /.s' ~~,$I!; "/;:'/7...z J-ft:'.<<' "'z:; ,,(/~E 7Z- eJ}'!tIT/d-'ltE 78 iZdls:/E :
db!) s-V1)'jl-r fiiEA'V1t)p}/ AfJ1' 711'E at' W6y A/,C)/l7",qILt.y fffi7.€-"~ !
Specific attention should be directed to possible confli~t of interest as defined in !
Chapters 362.6, 403A.22 of the Code of Iowa. Shou ld you be uncerta in whether or not a
potential conflict of interest exlsts, contact the Legal Department. Will you have a
conflict of interest? YES.x NO
- -
[f you are not selected, do you want to be notified? ~YES _NO
Qo you current lyserve on another Iowa City Board or COlll1lfss ion? _YES X. NO
[t has been Council policy not to permit an individual to ser.ve on two Boards or Commis.
s fans at the same time.
June 1988
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IOWA CITY
CITY ASSESSOR'S OFFICE
1993 ANNUAL REPORT
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1993 REPORT
OFFICE OF IOWA CITY ASSESSOR
TABLE OF CONTENTS
Table of Contents 1 "
Iowa city Conference Board "
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Staff of city Assessor's Office & Members of Ii
Board of Review and Examining Board 3 I, l
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Report of city Assessor 4-6 L lj,
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Abstract for 1993 Iowa city Assessments I 'I: .
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Exempt Property as of July 1, 1993 7 I! r
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comparison of Values with Rollback Applied 8-10 I I
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comparison of Residential, commercial and Ii J
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Industrial Values 11-12 JI
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Top Taxpayers for Iowa city 13
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Comparative Millage Rates ;.{
14-15 ,
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Iowa city Assessors program Division statement FY '95 16-23 I
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1993 IOWA CITY CONFERENCE BOARD
IOWA CITY - CITY COUNCIL
Darrel Courtney, Mayor
Susan Horowitz
Karen Kubby
John McDonald
Naomi Novick
Bruno Pigott
James Throgmorton
IOWA CITY COMMUNITY SCHOOL BOARD
*Connie Champion, President
Tom Bender
Betsy Hawtrey
Michael Howard
Alan Leff
*George Matheson
Sally staley
*Conference Board Designee
JOHNSON COUNTY BOARD OF SUPERVISORS
patricia Meade, Chairperson
Joe Bolkcom
Charles Duffy
Steve Lacina
Betty Ockenfels
IOWA DEPARTMENT OF REVENUE AND FINANCE
Gerald D. Bair - Director, Iowa Department of Revenue and Finance
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1993 STAFF OF CITY ASSESSOR'S OFFICE
MEMBERS OF BOARD OF REVIEW AND EXAMINING BOARD
IOWA CITY, IOWA
IOWA CITY ASSESSOR'S OFFICE
Dan L. Hudson Appt. 1990 through 1995
city Assessor Date of Employment: 1 Aug, 1977
Dennis J. Baldridge
First Deputy Date of Employment: 12 JUl, 1982
Carolyn R. Burke
Second Deputy Date of Employment: 8 Oct, 1979
Jerry L. Denison
Plat Supervisor Date of Employment: 20 Oct, 1980
Patricia Kuhns
Clerk Date of Employment: 26 Sep, 1988
IOWA CITY BOARD OF REVIEW
William J. DOherty, Chairperson
E. Norman Bailey
Janice E. Sweet
Appt. 1991 through 1996
Appt. 1989 through 1994
Appt. 1990 through 1995
Appt. 1992 through 1997
Appt. 1988 through 1993
Keith A. Wymore
Jack L. Yanaush
Sue Ellen Wilson, Clerk
IOWA CITY EXAMINING BOARD
Alan R. Bohanan
Appt. 1988 through 1993
Appt. 1988 through 1993
Appt. 1992 through 1997
Jerald L. Palmer
Patricia Sueppel
LEGAL COUNSEL
Linda Newman Gentry - city Attorney
Marsha Weg Bormann - Assistant City Attorney
3
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FROM:
Members of the Iowa city Conference Board
Dan L. Hudson, Iowa city Assessor
1993 Annual Report - Issued December 31, 1993
TO:
SUBJECT:
The following report covers the activities of this office
from January 1, 1993 to date of issue.
VALUATIONS
Since 1993 was a real estate revaluation year, there were
increases in assessments to meet the statutory level as
monitored by the Iowa Department of Revenue and Finance.
Increases in assessments from revaluation were approximately
115 million dollars for residential and 47 million dollars
for commercial. New construction also added approximately
27.5 million dollars to residential, 13.2 million dollars to
commercial, and 0.5 million dollars to industrial for 1993.
The 606 residential deed sales for the first 11 months of
1993 gives us a median ratio (assessed value vs. sales
price) of 91.0% as compared to 85.0% for the whole year of
1992. Factoring in the 12% average residential increase in
the assessment for 1993, this shows that the selling prices
of homes have continued to increase quite substantially.
If this trend continues during 1994, there will have to be,
once again, a significant increase in assessments for 1995.
Iowa City's overall level of assessment was once again
substantiated by the Department of Revenue and Finance as
shown by the fact that Iowa CIty received no equalization
orders for 1993.
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There were four properties appealed to District Court in
1993. The four appeals are made up of two residential
properties represented by one owner, and two commercial
properties represented by two owners. We have three
carryover cases from 1992 which have yet to be settled,
while three 1992 cases were settled. One 1991 case went to
court in 1993 and was decided against us. Another 1991 case
has been combined with it's 1992 and 1993 appeals and is
awaiting a supreme court decision on the same sUbject. Of
the other six 1991 appeals, three were dropped while the
other three were settled.
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BQAR!l m: REVIEW
The Board of Review was in session from May 1 through May
28, the day of adjournment. The Board had 207 protests
filed with 74 being upheld and 133 denied. The total value
of real estate being protested was $61,777,630 with a total
requested reduction of $12,668,346. The Board also reduced
7 additional properties on their own volition or at the
request of the assessor. The Board allowed a total
reduction of $2,168,430.
EOUITY VERSUS MARKET IN ASSESSMENTS
It is hard to be both equitable and in tune with the market.
The market is not always equitable, sometimes a long way
from it. Most assessors would lean towards equity if they
could choose between the two.
lillii LEGISLATION
HF 656: Exempts methane gas conversion property from
taxation.
HF 664: Exempts wind energy conversion property from
taxation.
SF 405: Exempts property used for recycling of waste
plastic, waste paper products, and waste paper
board from taxation.
SF 425: 1. Freezes at the 1992 level many appropriations
the state pays back to local governments.
3. Prorates the homestead credit to the amount
appropriated by the state.
12. Removes the three years of M & E tax that was
to be reimbursed by the state.
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CONTINUING EDUCATION
Continuing education is a requirement for the assessor and
deputies for their reappointment to their positions. I feel
it is also good for the other employees to attend some classes
so they can adequately respond to inquiries and questions.
The Assessor attended the following courses and conferences
during 1993:
IMO Conference
ISM Annual School of Instruction
10 C.E. hrs.
The First Deputy attended the following courses and conferences
during 1993:
ISM Annual School of Instruction
Marshall & Swift Manual School-Commercial
10 C.E. hrs.
12 C.E. hrs.
The Second Deputy attended the following courses and
conferences during 1993:
ISM Annual School of Instruction 10 C.E. hrs.
Marshall & Swift Manual SChool-Residential 12 C.E. hrs.
APPRECIATION
My staff and I would like to thank the Conference Board, the
Board of Review, the city Attorney and her assistants, and
the city Staff for their assistance, cooperation and
confidence during the past year. I would also like to
recognize and thank my staff at this time for their part in
establishing and maintaining the professional standards of
the office.
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1993 ABSTRACT OF ASSESSMENT FOR IOWA CITY
Value of Agricultural Land & Structures
Value of Residential Dwellings on
Agricultural Realty
Value of Residential Lots & BUildings
Value of Commercial Lots & Buildings
Value of Industrial Lots & Buildings
Value of Industrial Machinery & Commercial
Equipment as Real Estate
$
1,865,755
1,124,020
1,088,592,820
541,066,293
37,640,010
55,181,660
*Actual value of All Real Estate
$1,725,470,558
*AIl the above values are based on the 1993 abstract as
reported to the Iowa Department of Revenue and Finance July
1, 1993. The values for Railroad and utility Property are
supplied to the AUditor by the Iowa State Department of Revenue
and Finance. The value of utilities and railroads in Iowa city
for 1992 is $71,005,015.
EXEMPT PROPERTY IN IOWA CITY FOR 1993
Religious Institutions $ 37,389,560
Charitable and Benevolent Societies 50,069,650
Educational Institutions 658,700
Low Rent Housing 3,100,280
Associations of War Veterans 305,610
Forest and Fruit 282,547
Partial Industrial 4,701,780
Sub-Total $ 96,508,127
University of Iowa (As reported by SUI) 686,549,000
TOTAL $ 783,057,127
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~ COMPARISONS NITti ROLLBACKS APPLIEO
STATE STATE ADJ.
1MB QlillER TYEE YAL!lE ROLLBACK VALUE
1982 Agricultural 2,715,327 .995711 2,703,681
Ag Dwellings 1,273,010 .672223 855,747
Residential 578,185,848 .672223 388,669,825
Commercial 248,471,689 .916331 227,682,311
Industrial 19,037,660 1.0 19,037,660 , ,
M. & E. 33,688,245 1.0 33,688,245
----------- -----------
TOTAL $ 883,371,779 $ 672,637,469 i ~
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1983* +36% Agricul tural 3,687,530 .865024 3,189,802 1i ~
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Ag Dwellings 1,458,620 .698754 1,019,217 Ii 1\
Residential 665,822,880 .698754 465,246,401
Commercial 309,092,490 .917230 283,508,905 " II
Industrial 27,788,340 .974567 27,081,599 !I '1
**M. & E. 31,053,824 1.0 31,053,824 I:: 'i.
------------- ----------- l
TOTAL $1,038,903,684 $ 811,099,748 I:
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1984 Agricultural 3,585,908 .900058 3,227,525 ; I 1,1
Ag Dwellings 1,480,680 .724832 1,073,244 L I,
Residential 686,797,678 .724832 497,812,935 I "
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Commercial 334,805,992 .954242 319,485,939
Industrial 28,430,500 1.0 28,430,500 ,
**M. & E. 28,913,025 1.0 28,913,025 I
------------- -----------
TOTAL $1,084,013,783 $ 878,943,168 ,I
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1985* Agricul tural 3,503,787 .935922 3,279,271
Ag Dwellings 1,269,610 .756481 960,436
Residential 724,508,730 .756481 548,077,089
Commercial 369,476,553 .987948 365,023,621 I
Industrial 29,145,510 1.0 29,145,510
**M. & E. 29,306,071 1.0 29,306,071
------------- -----------
TOTAL $1,157,210,261 $ 975,791,998
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VALUE COMPARISONS CONT'D.
STATE STATE ADJ.
.YEAH QHW ~ ~ ROLLBACK ~
1986 Agricultural 3,289,203 1.0 3,289,203
Ag Dwelling 1,208,010 .773604 934,521 ;
Residential 734,394,558 .773604 568,130,568 I,
Commercial 376,014,043 1.0 376,014,043
Industrial 31,458,600 1.0 31,458,600
**M. & E. 32,720,338 1.0 32,720,338
------------- -------------
TOTAL $1,179,084,752 $1,012,547,273
1987* -15% Agricultural 2,815,775 1.0 2,815,775 I,
Ag Dwelling 1,208,010 .805966 973,615 I ~
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Residential 745,381,060 .805966 600,751,791 Ii' i
Commercial 396,742,189 1.0 396,742,189 I
Industrial 31,296,340 1.0 31,296,340 II ~
**M. & E. 38,819,952 1.0 38,819,952
------------- ------------- !i,
TOTAL $1,216,263,326 $1,071,399,662 'I,
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1988 Agricultural 2,740,854 1.0 2,740,854 r I';
Ag Dwelling 1,130,020 .806384 911,230
Residential 758,164,620 .806384 611,371,819 I: _ I;
Commercial 401,581,399 1.0 401,581,399 I 'i
Industrial 31,730,750 1.0 31,730,750 I ,I
**M. & E. 40,119,662 1.0 40,119,662 1
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------------- ------------- I,
TOTAL $1,235,467,305 $1,088,455,714
Agricul tural I'
1989* -13% 2,659,169 1.0 2,659,169 ' ,
Ag Dwelling 1,163,090 .798471 928,694 :' 1Ii:
Residential 808,471,670 .798471 645,541,183
Commercial 418,611,709 1.0 418,611,709
Industrial 32,321,290 1.0 32,321,290
**M. & E. 43,925,077 1.0 43,925,077 , ..
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------------- -------------
TOTAL $1,307,152,005 $1,143,987,122
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VALUE COMPARISONS CONT'D.
STATE STATE ADJ.
XEAR QImER :.mE VALUE ROLLBACK ~
1990 Agricultural 2,206,484 1.0 2,206,484
Ag Dwelling 1,163,090 .794636 924,233
Residential 830,877 ,911 .794636 660,245,500
Commercial 428,045,979 1.0 428,045,979
Industrial 33,242,630 1.0 33,242,630
**M. & E. 49,473,401 1.0 49,473,401
------------- -------------
TOTAL $1,345,009,495 $1,174,138,227
1991* Agricultural 2,082,540 1.0 2,082,540 ,
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Ag Dwelling 1,159,280 .730608 846,979 . ,
Residential 924,095,521 .730608 675,151,580 I ~
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Commercial 469,155,456 1.0 469,155,456 \
Industrial 34,390,300 1.0 34,390,300 I' II
**M.& E. 54,708,712 1.0 54,708,712 II
------------- ------------- II,
TOTAL $1,485,591,809 $1,236,335,567 Ii 1\'
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1992 Agricultural 1,977,575 1.0 1,977,575 . i: j:
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Ag Dwelling 976,430 .726985 709,850 II
Residential 948,162,720 .726985 689,300,075 , I:
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Commercial 483,983,100 1.0 483,983,100 I Ii
Industrial 36,088,910 1.0 36,088,910 I
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**M. & E. 59,612,801 1.0 59,612,801 1 . !:1'
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------------- ------------- I I I
TOTAL $1,530,801,536 $1,271,672,311 I
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1993* Agricultural 1,865,755 1.0 1,865,755 I "
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Ag Dwelling 1,124,020 .680404 764,788 I -/
Residential 1,088,592,820 .680404 740,682,909 I
Commercial 541,066,293 1.0 541,066,293
Industrial 37,640,010 1.0 37,640,010 I
**M. & E. 55,181,660 1.0 55,181,660
------------- ------------ I
TOTAL $1,725,470,558 $1,377,201,415
,
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The adjusted values given are not exact but are meant to give
a representation of the growth of Iowa city's tax base.
* Reassessment year
**New acquisitions of computers and industrial machinery assessed
at 30% of cost beginning in 1983.
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COMPARISON OF RESIDENTIAL, COMMERCIAL
i ASSESSED VALUES
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I :tEAR RESIDENTIAL 1 COMMERCIAL 1 COMMERCIAL 1
1984 686,797,678 61.0 141,599,710 12.6 193,206,282 17.2
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1985 724,508,730 60.2 162,129,009 13.5 207,347,544 17.2
1986 734,394,558 61.4 165,055,059 13.8 210,958,986 17.6
1987 745,381,060 60.6 163,031,389 13.2 233,710,800 19.0
1988 758,164,620 60.9 162,923,079 13.1 238,824,330 19.2 I
1989 808,471,670 61. 7 166,829,929 12.7 251,781,780 19.2 ~ !
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1990 830,877 ,911 61.8 169,428,179 12.6 258,617,800 19.2 I
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1991 924,095,521 62.2 180,660,316 12.2 288,495,140 19.4 i
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1992 948,162,720 62.0 187,803,160 12.3 296,179,940 19.3 Iii ,j'
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1993 1,088,592,820 63.1 215,508,613 12.5 325,557,680 18.9 I:i' Ii
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TAXABLE VALUES I':
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1984 497,812,935 54.1 135,120,390 14.7 184,365,549 20.0 I II
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1985 548,077,089 53.6 160,175,030 15.7 204,848,591 20.0 I I "I
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1986 568,130,568 55.2 165,055,059 16.0 210,958,986 20.5 i I
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1987 600,751,791 55.3 163,031,389 15.0 233,710,800 21.5 I I I,
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1988 611,371,819 55.7 162,923,079 14.8 238,824,330 21.8
1989 645,541,183 56.2 166,829,929 14.5 251,781,780 22.0
1990 660,245,500 56.2 169,428,179 14.5 258,617,800 22.0
1991 675,151,580 54.6 180,660,316 14.6 288,495,140 23.3
1992 689,300,075 54.2 187,803,160 14.8 296,179,940 23.3
1993 740,682,909 53.8 215,508,613 15.7 325,557,680 23.6
** Personal Property is no longer included in this total.
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AND INDUSTRIAL VALUES
TOTAL
COMMERCIAL 1
334,805,992 29.8
369,476,553 30.7
376,014,043 31.4
396,742,189 32.2
401,747,409 32.3
418,611,709 31.9
428,045,979 31.8
469,155,456 31.6
483,983,100 31.6
541,066,293 31.4
319,485,939 34.7
365,023,62135.7
376,014,043 36.5
396,742,189 36.6
401,747,409 36.6
418,611,709 36.5
428,045,979 36.5
469,155,456 37.9
483,983,100 38.1
541,066,293 39.3
INDUSTRIAL .1
60,793,394 5.4
67,615,591 5.6
74,181,825 6.2
76,857,584 6.3
74,706,504 6.0
73,597,442 5.6
73,198,642 5.4
79,879,255 5.4
84,743,140 5.5
80,274,334 4.6
60,793,394 6.6
67,615,591 6.6
74,181,825 7.2
76,857,584 7.1
74,706,504 6.8
73,597,442 6.4
73,198,642 6.2
79,879,255 6.5
84,743,140 6.7
80,274,334 5.8
12
mHER 1
42,534,924 3.8
41,954,152 3.5
11,443,811 1.0 **
11,513,716 0.9 **
10,501,754 0.8 **
10,357,933 0.8 **
12,886,963 1.0 **
12,461,577 0.8 **
13,912,576 0.9 **
15,537,111 0.9 **
42,176,541 4.6
41,420,462 4.1
11,170,322 1.1 **
11,279,321 1.0 **
10,240,392 0.9 **
10,123,537 0.9 **
12,648,106 1.1 **
12,149,276 1.0 **
13,645,996 1.0 **
15,177,879 1.1 **
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1993 TOP TAXPAYERS ,
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Excluding utilities Assessed By The State I
BANK NAME TAXABLE YAL!lli
1 Procter & Gamble $ 24,009,153
2 Old capitol Mall 18,684,180
3 James & Loretta Clark 18,196,720
4 Southgate Development 15,258,823
5 Oral-B Laboratories 13,169,255 ,
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6 American College Testing 13,031,973 ,
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7 H. P. smith Paper Co. 12,530,899 II' II
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8 United Technology Automotive 12,365,856 iI,
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9 Edwin & Ethel Barker & Barker Partnership 11,251,110 I, j!'
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10 Holiday Inn 10,975,860 'II'
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11 NCS Learning Corp. 10,518,286 I,~
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12 Sycamore Mall 9,995,580 I, I';
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13 Moore Business Forms 7,742,611 I
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14 Hawkeye Real Estate Investment 7,115,445 I
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15 Lakeside Apartments 6,436,980 JI
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16 Iowa state Bank & Trust 5,735,381
17 Millard Warehouse 5,726,940
18 Mercy Facilities 5,596,200
19 Pheasant Ridge Apartments 5,263,780
20 Bon Aire & Tom & Marilynn A1berhasky 5,088,970
13
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COMPARISON OF TAX RATE PER THOUSAND AS COMPILED BY THE I
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CITY ASSESSOR'S OFFICE, DES MOINES, IOWA ,
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,
.rux m HME PAYABLE IN I
1991-92 1992-93 1993-94
AMES 27.12618 29.21612 29.87701
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CEDAR RAPIDS 32.57436 32.99536 33.20066
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CLINTON 32.19782 35.30230 36.33605 i,
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DAVENPORT 35.63108 36.33779 36.20097 I
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FT. DODGE 36.72830 37.82457 38.76738 ,
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IOWA CITY 29.92639 31. 07231 32.19800 :' II ' '
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MARSHALLTOWN 37.23635 39.19201 39.59962 I'
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MASON CITY 29.08227 29.24513 28.72632
SIOUX CITY 38.37701 37.60519 39.90992 ,',
14
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COMPARISON OF EFFECTIVE TAX RATES FOR 1993
IN MIDWESTERN CITIES
AS COMPILED BY THE DES MOINES CITY ASSESSOR
RANKED BY RESIDENTIAL RATE
lliX RESIDENTIAL COMMERICIAL APARTMENT
st. Joseph, MO .895 1. 347 1. 347 , '
Denver, CO 1. 038 2.341 1.038
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Minneapolis, MN* 1.280 3.850 3.400
Rochester, MN* 1.280 3.850 3.400
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st. Louis, MO 1.281 2.683 2.683 Ii
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Kansas City, MO 1. 440 2.425 2.425 I"
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Kansas city, KS 1.929 4.193 1.929 ;1 ., 11
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Fargo, ND 2.237 2.237 2.237 I Ii
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Iowa City, IA 2.341 3.220 3.220 r!
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Omaha, NE
2.702 2.702 2.702 'I
Lincoln, NE , I
2.754 2.754 2.754 J
Moline, IL 3.136 3.136 3.136
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Des Moines, IA 3.156 4.341 4.341 "/
Chicago, IL 3.177 7.545 6.552
Madison, WI 3.484 3.484 3.484
Lacrosse, WI 3.489 3.489 3.489
New York, NY 4.666 4.826 4.666
*Residential Based on $100,000 Home
Commercial Based on $200,000 Property
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IOWA CITY ASSESSORS PROGRAM DIVISION STATEMENT FY '95
DIVISION PURPOSE:
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The purpose of the Iowa city Assessor's Office is to find,
list and value for tax purposes, all real property in Iowa
city and maintain records for all parcels in Iowa city.
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DIVISION GOALS:
To establish values according to Iowa law on all commercial,
industrial, agricultural and residental property within the
city of Iowa city in the most equitable manner based on actual
physical aspects of the property and all the pertinent sales
data available; to improve the efficiency by which these
assessments are made; to provide prompt and courteous response
to all inquiries for information.
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GENERAL DIVISION OBJECTIVES:
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1. Receive calls and inquiries and dispense information
efficiently and on a timely basis.
2. Complete all daily record changes and related duties
as received.
3. On a quarterly basis, review in the field all new
construction and demolitions and by January 1, 1995
make final review of said construction and demolition.
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4. Prepare forms and get signatures for all new homestead
and military credits by July 1, 1995.
5. Remove all homestead and military credits from the
permanent file for those who are no longer to receive
the credit by July 1, 1995.
6. Prepare and get signatures on all other new annual
forms, making sure they are in compliance with all
laws and rules, by their statutory dates.
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GENERAL DIVISION OBJECTIVES CONT'D.
7. Accept formal written protests for the Board of Review
from April 16 to May 5, 1995, and coordinate the Board
of Review meetings during May 1995.
8. Hold preliminary meetings and public hearings to adopt
the annual budget by March 15, 1995.
9. Prepare and submit annual abstract by July 1, 1995.
10. Prepare and distribute to Conference Board members the
annual report by December 31, 1994.
NEW DIVISION OBJECTIVES:
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1. Design and implement programs on the office micro-
computer.
2. Review sales as they occur for all classes of property
so we may complete our biennial reassessment for 1995,
making sure our values stay at the mandated level.
3. continue to use the appraisal system to review
assessments and sales by neighborhoods and other
criteria to be established during the studies.
4. Work with the Johnson County Assessor and Auditor
to develop our new computer generated mapping system.
Look into the use of a G.I.S. system which would
utilize these maps.
5. continue a program to review all of the grades on
residential property to enhance our equity.
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PERFORMANCE MEASUREMENTS:
The median sales ratio (median) is the middle sales ratio and a
measure of the % of our assessment to the actual sales prices.
The coefficient of dispersion (C.O.D.) is a measure of assessment
uniformity based on the degree to which individual sales ratios
vary from the median sales ratio.
The goal of the Iowa City Assessor is to keep this C.O.D. below 10.
A C.O.D. of 10 is considered excellent and was attained in 1992 by
only 3 of the 109 assessing jurisdictions in Iowa.
The following table shows the median, C.O.D., and the number of
deed sales for Iowa city residential property since the assessments
went to the 100% level in 1975.
YEAR MEDIAN C.O.D. l!Q....QE~
Assessment Year 1975 87.10 10.36 682
1976 76.30 11. 38 681
1977 65.10 12.10 840 ~
Assessment Year 1978 74.70 9.83 639 II
State Orders 1979 91.80 9.40 551 II
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1980 87.85 8.69 394 i "
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Assessment Year 1981 88.90 8.74 393 r' I,
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1982 87.30 9.38 299 J
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Assessment Year 1983 94.00 7.19 544 I "
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1984 92.80 8.03 451 \ i
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Assessment Year 96.15 8.27 I
1985 448 \ r
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1986 95.30 9.02 513 ' ,
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Assessment Year 1987 94.90 9.26 522
1988 93.60 9.34 555
Assessment Year 1989 91.80 9.80 538
1990 87.05 9.75 608
Assessment Year 1991 90.40 8.49 659
1992 85.00 9.88 688
Assessment Year *1993 90.97 8.95 606
*Data based on first 11 months only
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MEDIAN SALES RATIOS BY QUARTER
100
- 1985 1986 1987 1988 1989 1990 1991 1992 19 93
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J2H 12H J234- J2H J234 J234- J2H J234 J2S
1'7"71 'YlIAR BY QUARTBR
Il..LJ I/IIDIAlI RATIOS
MEDIAN ~ ~
This graph best illustrates the changing market we have
experienced in Iowa city. The median ratio for each
quarter is found by calculating the assessed value to
selling price ratio for each sale, sorting those ratios in
ascending order, and identifying the middle ratio. There
has been a definite trend downward in the quarterly ratios
since 1985, with a large drop beginning in late 1989.
This downward trend would have been much worse if not for
the increase in residential assessed value in 1989, 1991
and 1993 which averaged over 5% in 1989, nearly 10% in
1991, and over 12% in 1993. since our assessed values
have not declined in the time period, the trend is
measuring the increase in selling prices of properties.
The Iowa Department of Revenue requires that the assessed
values be adjusted January 1, 1995 to within 5% of full
value. If the trend shown in the the chart for 1993
continues in 1994, values will need to change dramatically
for 1995.
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Below are tables of the ranking of Iowa city in comparison
to the other 108 assessing jurisdictions in Iowa. For
brevity, only the top 10 or 15 are shown. Data is for 1992
sales which is the last complete year available.
The first table is sorted by median, from the lowest to the
highest and shows that Iowa city has one of the lower median
sales ratios for 1992. This is caused in Iowa city by the
inflation of home selling prices and resulted in a
substantial increase in residential values for 1993.
These tables show that Iowa city is still one of only a few
jurisdictions in Iowa with a C.O.D. of less than 10. The
average sale price of a home in Iowa city is among the
highest in Iowa, topped in 1992 only by the suburbs of Des
Moines in Polk county. Iowa city also has a large number of
sales as could be expected by it's size and mobile population.
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SORTED lIT. MEDIAN (FROM LQH ~ H.mHl ili I
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NO JURISDICTION NO SALBS TOTAL PRICE Ava PRICB MBDIAN COD i
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1 GRBBNB 86 3.289,192 38,246 77.95 32.31 I il i';
2 RINGGOLD 36 880,300 24.453 78.45 23.40
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3 CHBROKBB 101 3,817.357 37,796 79.90 21. 92 I I
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4 AUDUBON 58 1.751.050 30,191 80.10 22.29 I I'
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5 DAVIS 48 1.473.111 30.690 80.20 18.41 I
6 DICKINSON 153 9.803,484 64.075 82.00 14.59 I /1'
7 IOWA 88 3.974.250 45.162 83.10 17.16 I II
8 LYON 68 2.408,950 35.426 83.35 22.56
9 SHBLBY 97 4,050.128 41.754 84.40 30.24 I II" ,Ii
10 IOWA CITY 688 65.640.827 95,408 85.00 9.88 I : Ii
11 PLYMOUTH 197 10.623,111 53.924 85.10 17.23 I ./'-
12 BRBMBR 201 11,581.806 57.621 85.30 15.46 I
13 JACKSON 116 4.943,057 42,613 85.35 12.98
14 BENTON 199 8,246,647 41.440 85.50 21.62 I
15 SAC 85 2.394.700 28.173 85.60 29.54 I
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SORTED .Il1. C.O.D.
NO JURISDICTION MEAN MEDIAN WGHTD COD REGR INDEX
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1 POLK 91. 91 91.35 91.80 7.80 100.11 I
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2 AMES CITY 88.95 88.10 88.16 8.16 100.89 ,
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3 IOWA CITY 85.84 85.00 85.94 9.88 99.88 ,
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4 JOHNSON 86.86 86.50 86.14 10.02 100.83
5 SCOTT 87.17 87.10 86.39 10.03 100.90
6 LINN 88.64 87.00 87.40 11.83 101. 41
7 CLARKE 97.69 96.10 95.90 11.94 101. 86
8 CEDAR RAPIDS CITY 90.42 88.20 87.70 12.34 103.10
9 MASON CITY 101. 03 97.70 96.24 12.40 104.97
10 JACKSON 84.55 85.35 83.60 12.98 101.13
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SORTED .Il1. AVERAGE SAlLE PRICE !: ~
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NO JURISDICTION NO SALES TOTAL PRICE AVG PRICE 1;, "
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1 POLK 2338 231,717,293 ,I 'j,
99,109 , , I: _ Ii
2 IOWA CITY 688 65,640,827 95,408 ! I'
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3 SCOTT 736 69,149,617 93,953 ; 1'\ : !:
4 AMES CITY 478 41,458,940 86,734 i;
5 JOHNSON 280 23,725,720 84,735 !i
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6 CEDAR RAPIDS CITY 1776 134,962,065 75,992 i I Ii
7 LINN 567 40,470,263 71,376 , I
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8 WARREN 404 27,208,487 67,348 I
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9 DICKINSON 153 9,803,484 64,075 ,
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10 DAVENPORT CITY 1282 81,245,167 63,374 I I
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NO JURISDICTION NO SALES TOTAL PRICE A VG PRICE I
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1 DES MOINES CITY 2427 151,383,701 62,375
2 POLK 2338 231,717,293 99,109
3 CEDAR RAPIDS CITY 1776 134,962,065 75,992
4 BLACK HAWK 1335 76,354,290 57,194
5 DAVENPORT CITY 1282 81,245,167 63,374
6 SIOUX CITY 1060 62,264,608 58,740
7 SCOTT 736 69,149,617 93,953
8 DUBUQUE CITY 699 43,901,903 62,807
9 POTTAWATTAMIE 691 34,909,252 50,520
10 IOWA CITY 688 65,640,827 95,408 i
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The regression index is an indicator of the degree to which
high value properties are over or under assessed in
relationship to low value properties. An index of 100.00
indicates no difference in assessments of high value
properties in comparison to low value properties based upon
that years sales. An index over 100 indicates that high
value properties are under assessed in relation to low value
properties. As you can see in the following table, Iowa
city's regression index is one of the closest to the ideal
100.00 level.
SORTED ~ REGRESSION IHnEX
NO JURISDICTION MEAN MEDIAN WGHTD COD REGR INDEX
--------------------------------------------------------------------
1 IOWA CITY 85.84 85.00 85.94 9.88 99.88
2 POLK 91. 91 91. 35 91. 80 7.80 100. 11
3 JOHNSON 86.86 86.50 86.14 10.02 100.83
4 AMES CITY 88.95 88.10 88.16 8.16 100.89
5 SCOTT 87.17 87.10 86.39 10.03 100.90
6 IOWA 83.38 83.10 82.45 17.16 101.12
7 JACKSON 84.55 85.35 83.60 12.98 101.13
8 LINN 88.64 87.00 87.40 11. 83 101. 41
9 MILLS 96.25 94.60 94.65 13.09 101. 69
10 CLAY 86.42 85.85 86.90 15.85 101.74
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The following is a tabulation of the commercial properties for
the same period.
YEAH
MEDIAN
C.O.D.
NQ.... m: ~
Assessment Year
1975
84.30
19.75
14
1976
72.30
13.19
18
1977
62.90
28.20
27
Assessment Year
1978
84.60
13.49
12
state Orders
1979
78.00
16.66
15
1980
80.85
22.69
12
Assessment Year
1981
87.55
10.07
14
1982
78.00
10.25
8
Assessment Year
1983
87.85
10.58
26
1984
76.80
18.30
13
Assessment Year
1985
82.00
12.63
16
1986
98.20
14.21
15
Assessment Year
1987
87.65
17.27
16
1988
95.40
19.77
20
Assessment Year
1989
94.40
13.81
13
1990
89.60
19.53
13
Assessment Year
1991
87.85
8.38
8
1992
89.90
14.86
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Assessment Year *1993 87.97
*Data based on first 11 months only
15.38
32
Because of the small number of sales, one or two bad sales
can greatly influence the performance measurements, therefore
creating more fluctuation in the measurements.
DIVISION ANALYSIS:
While the program division statement is on the fiscal year,
the remainder of the annual report is based on the assessment
year which is the calendar year. The annual report has more
meaning when based on the assessment year, since the state
equalization orders come in a different fiscal year than the
biennial reappraisal which the orders are to equalize.
23
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To: IOIl\ CITY CLERK
Fr..: JO HOGARTY
1-31-94 9:H~. p. 1 of 1
JlIhn"," ClIunl)'
_ \ IOWA:; BOARD OF SUPERVISORS
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Slephen P. Lacina, ChalIperson
Joe Bolkcom
Charles D. Duffy
Patricia A. Meade
February I, 1994
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INFORMAL MEETING
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Agenda
1. Call to order 9:00 a.m.
2. Re vie w of the informal minutes of January 25th recessed 10 January 261h,
January 271h and Jaauary 31s1 and Ihe formal minules of January 271h. Review
of the January 241h minutes of Ihe joinl public hearing on proposed Johnson
County/Iowa Cily Fringe Area Agreemenl,
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3. Business from len Madsen re: Social Welfare Board - Clusler Boards
update/discussion.
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4. Business from the Board of Supervisors. \0
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6. Discussion from the public. -
7. Recess.
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913 SOlITII DunuQUE ST,
P,O, DOX 1350 IOWA CI'IY, IOWA 51144,1350
TE!.I (319) 356,6000 FAX. (319) 356,6086
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City of Iowa City
MEMORANDUM
Date: February 1, 1994
To: City Council
From: Rules Committee
Re: Procedural Aspects of Council Working
a, Council Meetings
Rules Committee Members Horowitz and Kubby have observed that our lengthy meetings
with which we all seem uncomfortable are due to various ways we function as Council
members. For instance, the multiple questions to staff and to the public, and then having
a lengthy discussion means late hours for us and staff. The result, aside from a long
meeting Is that this is costly to ourselves in our ability to stay focused as the hour
progresses, and is costly to the staff both in their presence and functioning the next day.
One could question just what we are accomplishing by the length of these meetings.
Could self. restraint In discussion Input be practiced; could questions to slaff be made via
the phone prior to the meeting? If we agree with someone's observations, could we just
say 'I agree with..... rather than repeating It?
We ask Council Members to think about this issue and to get back to us with your
suggestions as to how you either wish to cut down the length of the meetings or If you
don't, how to avoid the 'costs' to all involved.
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b. Research on Issues of Interest to Council Members:
As most of you realize, when staff Is asked by a Council Member to prepare a memo or
research an Issue or Uem of substance, there must be a majority of Council who direct the
City Manager to do this. The assumption is that the Council Member who Initiated a
request has asked staff about the magnitude of the issue, has thought out the time and
cost factors to staff, and has consulled other members as to the, relevance and Importance
of the question.
Along this line, during Council meetings, the number of questions asked staff assumes
that one has done one's homework already and needs a little more detatl on an Issue
about which staff has already prepared a memo, If there Is a majority who feel staff's
reports should be restructured based on agreed upon guidelines of substance, then the
City Manager can work this out.
c. Changing Policies from Previous Councils
This In and of Uself Is perfectly legitimate for successive Councils to consider. However,
the Council Members who suggest this are assumed to have considered the consequenc-
es of such a policy change regarding the effects on the City, on the work program of the
slaff, and any financial arrangements that have already been set In motion.
Based on our agreement at the goal setting session, during our evaluation session In six months
we will review how this has worked,
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City of Iowa City
MEMORANDUM
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DATE: January 31, 1994
TO: steve Atkins, city Manager
FROM: Rick Fosse, City Engineer ~
RE: North Dubuque street Elevation
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Sulo Wiitala of Shive-Hattery Engineers and Architects reports
that the maximum effect elevating Dubuque street will have on the
100 year flood level is about 0.02 feet. Since this is less than
the width of a pencil, the increase will be nullified by the
slope of the river before it impacts any upstream residential
propel"ties.
cc: Chuck Schmadeke
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DEPARTMENT OF THE ARMY
ROCK ISLAND DISTRICT, CORPS OF ENGINEERS
CLOCK TOWER BUILDING - P,O. BOX 2004
ROCK ISLAND. ILLINOIS 61204-2004
January 27, 1994
Hydrology and Hydraulics Branch
Mr. steven J. Atkins
City Manager
City of Iowa city
410 East washington street
Iowa city, Iowa 52240-1826
Dear Mr. Atkins:
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Thank you for your letter of January 7, 1994, regarding
regulation of Coralville Reservoir.
We have been reviewing the proposals of Messrs. Newsom and
Molnar regarding an alternative plan of regulation. We have
completed initial studies of their plan.
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We continue to monitor the many parameters which cause
flooding such as snow on the ground, rate of snow-melt, rainfall,
etc. Many of these factors for 1994 are unknown at the present
time. The National Weather Service River Forecast Center in
Minneapolis will soon begin to release spring snow-melt flood
potential outlooks. We intend to keep in close touch with them
on this matter. We are also looking at some possible interim
changes in our regulation plan in the event flooding near the
magnitude of the 1993 flood should occur. We will also be
examining some possible permanent changes in the regulation plan.
We plan to meet with some of the local public officials
affected, including Iowa City, in mid-February for the purpose of
discussing the possible changes and any other pertinent
considerations. We will contact you regarding the exact date,
time, and place of this meeting.
We appreciate the fine cooperation we received from your
city staff during the 1993 flood, particularly from
Messrs. Rick Fosse, City Engineer, Ed Brinton, and Ed Moreno of
the Water Treatment Plant. We look forward to continued
cooperation.
sincerely,
-./ J ' J./;/
/1 yt:J.1 f-t/ II etC)</
Robert W. Kelley, P.E.
Chief, Engineering Division
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