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HomeMy WebLinkAbout1978-06-27 Info PacketMiOWD ILMLD BY JORM 141CROLAB CEDAR RAPIDS AND LLS City Of Iowa CltIV MEMORANDUM - DATE June 16, 1978 TO: City Councils FROM: City Manage r�Alh'fl/ RE: Evaluation of Manager The last evaluation of the City Manager by the City Council was conducted late in 1976. Enclosed is information relating to the evaluation scheduled for June 26. As the process used in 1976 seemed to be effective, it is reviewed here (with a couple of additions) for your information and also so that you might inform me in advance if you wish to modify the process. Manager Evaluation 1. Department heads evaluate Manager using personnel evaluation form (Enclosure 1). 2. Department heads' comments provided to City Council (Enclosure 2). 3. Summary of City Council's previous evaluation together with City Manager's comments provided to City Council (this was not done last year) (Enclosure 3). 4. Managerial Evaluation Dimensions (Enclosure 4). 5. Informal Session (executive session) a. Council meets alone to reach consensus on issues and positions to be discussed with Manager. b. Council meets with Manager for informal evaluation discussion. c. Mayor, on behalf of Council, gives statement to news media, if requested, summarizing process. 6. Manager provides City Council with summary of evaluation with action steps where appropriate. cc: Department Heads /ZZ/ IIICROFIL14ED BY ' JORM MICR46LAB ' EFDAP RAPIDS • D[. MOINES i MICROFILMED BY JORM MICROLAB CEDAR RAPIDS AND ui-� '1U.rlu CrIY Or II)♦VA CITY /vvY l PERSONAL IVALUA'IION POUND Jnn 'Ibis fonn is intended as an aid to formulating a carefully considered and fair appraisal of a supervisory employee's job performance and Potential for greater responsibilities. '111c following evaluation for management performance is divided into four general headings: a) Management, b) 'Technical Skills and Abilities, c) Personal Performance Ind d) Community and Intergovernmental Relations. The comments under these Ileadings contain one or two word descriptions of various aspects to be considered in the evaluation. This is followed by longer discriptions of criteria to aid in evaluating an employee. Comments should address the employee's current performance in his/herrove reseormance nt position. Additional comments may suggest how an employee may imp P in his/her present position. After completing the evaluation, a personal interview should be held with the individual who has been evaluated. 'the scale and definitions below provide a rating of the employees being evaluated. 4 Outstanding - A select number merit this classification. These people's performance exceeds that required by the job description. 'they are eager, creative, fair, prudent, economically efficient, highly motivated - and able to convey these characteristics to their subordinates. Meets the expectation of the rates. 3 Commendable - Often exceeds expectation of job description. Ile/She is responsive to change in the administration of ordinances and policy decisions, handles himself/herself and his/her subordinates well during stable as well as crisis periods. Is a responsible and dedicated leader of the city operation. 2 Satisfactory - Meets and sometimes exceeds job descriptions and duties. Ile/She can handle almost anything that might develop and can be a very efectives goo use tofhim/herparticipant butoccasionalyofallsnshortng. of goaleachievement favailable Potential. 1 Needs improvement - Doesn't always do what needs to be done in his/her area of responsibility. Lacks consistency in doing his/her job, may find hange hard to accomodate, wastes time and can't always communicate the right ideas at the right time. Needs occasional supervison or direction. 0 Unsatisfactory - Consistently fails to do what is required of him/her. Itis/Iter performance falls short all the time. Needs constant supervi rmsion or correction. Unable to make decisions on his/her own or follow directions. 141CROFILMED BY JORM MICR+LAE MAR RAPIDS • 005'10111E5 17.24 MILROFILMED BY JORM MICROLAB CEDAR RAPIDS AND uLS ?Wlllu, GUIDELINES FOR PERFORIMNCE EVALUATION CITY WAGER AND DEPARTMENT' MADS PERIUMANCE CITY 01; IOWA CITY Employee: Position: Division/Dept.: Anniversary Date of Employment: Current Monthly Salary: Period Covered by Evaluation:_ 'Ibis Evaluation is: Annual: Promotional: A. NtwncQrxr Probationary: Other: 1. Mamaging I[uman Resources 01234 �AiIE'Ry to�Tectively train and motivate employees to secure optimum results and cooperation from others. Does he/she develop and evaluate employees; handle grievances, affirmative action complaints; maintain discipline; monitor employees records, receive few complaints?) 2. Or Imization 01234 1 >,ty to maintain control and manage all city functions effectively; Organize as well as maintain on-going programs offered by the city.) 3. Settin Ob'ectives 01234 s e sle a Te to achieve goals by using MBB guidelines consistant with the present City and Council goals and priorities?) .r+ S •Y�..` MICROFILM BY ..;1 JORM MICR#LAB i CHAR RAPIDS • DEC; MOINES M_IL1ZOHLI4LU BY JORM MICROLAB • CEDAR RAPIDS APIU uLS MUiNL�, :Un,+ -2- 4. Ma�rra�ing Infonmrtion 01234 (Abili y o� c nicate verbally and in writing in a concise understand- able manner, effective in informal talks and conducting meetings; communiciates with community groups and public; keeps staff informed.) 5. Decision Making 01234 Is a sea le to assume responsibility for those decisions which are his/hers to perform and any alternatives which may be developed that affect proper administration of laws and ordinances? Are results measured against goals and if needed corrective steps to solve those problems?) 6. Polis Makin 01234 es e s e recognize the bounds of policy making, policy coercion, policy administration and enforcement caused by political interruptions? Does he/she communicate policy decisions determined by Council to all other employees?) 7. Neation 0'# f Authorit 01234 i ity to a ective y control events through proper delegation of authority and responsibility.) MICROFILMED BY DORM MICR+LAB CEDAR RAPIDS • US MOINES r.• M_IL1ZOHLI4LU BY JORM MICROLAB • CEDAR RAPIDS APIU uLS MUiNL�, :Un,+ -2- 4. Ma�rra�ing Infonmrtion 01234 (Abili y o� c nicate verbally and in writing in a concise understand- able manner, effective in informal talks and conducting meetings; communiciates with community groups and public; keeps staff informed.) 5. Decision Making 01234 Is a sea le to assume responsibility for those decisions which are his/hers to perform and any alternatives which may be developed that affect proper administration of laws and ordinances? Are results measured against goals and if needed corrective steps to solve those problems?) 6. Polis Makin 01234 es e s e recognize the bounds of policy making, policy coercion, policy administration and enforcement caused by political interruptions? Does he/she communicate policy decisions determined by Council to all other employees?) 7. Neation 0'# f Authorit 01234 i ity to a ective y control events through proper delegation of authority and responsibility.) MICROFILMED BY DORM MICR+LAB CEDAR RAPIDS • US MOINES B 11.11LI ILi4ED BY JORI4 MICROLAB 3- • CEDAR RAPIDS AND IJLS ,Ur,n 111'134 K. lin lco �ymont liouullntion -(Ro�gu'l�'u't�tnt�—is'�(•n'�rTtTr'in}; pcvsnnnc-1 (vcdcrnl Itcµuintions, Union Cuntrncts, nffirmutivo nrtiun, CivII Rights Acts) known :'I'd 1•01l(naod, Aro the reguintions know by the Council and stnrl•?) 01234 9. Acco lishments/Results >_lity to wort at a professional level comparable with past accomplish- ments/results or professional standards.) 01234 10. Inter overnmental Activit � e sue a e to wort with other local county, regional, state or federal governmental representatives in administering ordinances and appropriates to the City?) B. TiiCliNICAL SKILLS AND ABILITIES 01234 1. Re ortin A ends WFFe s e a e to provide accurate and complete reports that are readable and comprehensive? it mprehensve? Are recommendatis whichons timely, fit into the agenda, provide possib .r- �k�. MICROrnMEO BY JORM MICR+LAB Cf OAR RPIOS • 06 MOINCS f f 1 i i I B 11.11LI ILi4ED BY JORI4 MICROLAB 3- • CEDAR RAPIDS AND IJLS ,Ur,n 111'134 K. lin lco �ymont liouullntion -(Ro�gu'l�'u't�tnt�—is'�(•n'�rTtTr'in}; pcvsnnnc-1 (vcdcrnl Itcµuintions, Union Cuntrncts, nffirmutivo nrtiun, CivII Rights Acts) known :'I'd 1•01l(naod, Aro the reguintions know by the Council and stnrl•?) 01234 9. Acco lishments/Results >_lity to wort at a professional level comparable with past accomplish- ments/results or professional standards.) 01234 10. Inter overnmental Activit � e sue a e to wort with other local county, regional, state or federal governmental representatives in administering ordinances and appropriates to the City?) B. TiiCliNICAL SKILLS AND ABILITIES 01234 1. Re ortin A ends WFFe s e a e to provide accurate and complete reports that are readable and comprehensive? it mprehensve? Are recommendatis whichons timely, fit into the agenda, provide possib .r- �k�. MICROrnMEO BY JORM MICR+LAB Cf OAR RPIOS • 06 MOINCS f f 1 PIILRUHUMEU BY JORM MICROLAB LEUAR RAPIDS ANU UES ;'1Ui71L,, 1J1111 -4- 2. Budget 01234 s his/her budget accountable and realistic? Does it provide for maximum city service to the public, adequate financing of these services and achieve economic utilization of monies provided to the proper agencies? Is the budget balanced?) 3. Keeping Current (Up with the times) 01234 s e se a e to stay abreast of now developments in management of cities? Are problems which may come up able to be dealt with by using the existing i system and not result in duplication of effort?) Q .:. 4. alitOf Work 01234 s t e quality of his/her work able to serve as a model for continued accuracy and thoroughness and study by colleagues? Are the results up to current professional standards?) S. antit (Work load) 01234 s he/she able to adapt his/her work schedule if needed and maintain a record of consistently high productivity when his/her schedule is amended?) 141CROFILMED BY i JORM MICR4LAB UDAR RAPID$ • OES MOINES h1jL,k0FILMLU BY JORM MICROLAB CEDAR RAPIOS AND ULS MUINL,, U-1 -5- C, pIiRSONAL CRITERIA ON PERFU"CE EVALUATION 01234 1, Ob'ectivit re tYo ovo.Lopme"t of his/her ideas logical and professional, no hisses or commitments? Information used in his/her recommendation is based on objective and factual material.) 01234 2, Personal Attributesrative willing to change? Is s e s e energetic, enthusiastic coops , he/she personally committed as well to the sound functioning of the City?) o, i 01234 3, Professionalism ti7s e s e e to execute the duties of his/her position in regards to educational background, the professional ethics of a manager/department head, and leadership?) D CODDtINITY RELATIONS 01234 1. Citizen Interests manner which s e s e a eto handle citizen complaintspromptly and in a is satisfactory to the citizen and the City?) 141CWILNCD BY 1 DORM MICR+LAB CCDM RAPIDS • DFS MOIKS MILROFILMED BY JORM MICROLAB CCDAR RAVLUS ANU OLS IUIIIL�, .un„ -6- 2. City Interest 01234 (TV)'LT,, s e dclbnd the City, the Council, employees and their respective repo ultions to maintain Integrity, trust and nhility In the Rmctions of the City government?) 3. Cit As An lixan le for Others 01234 e of er city governments able to look at the present operations and see how they can improve their own positions and services? Is the administrator able to provide imaginative and proper suggestions to professional consultant or associations [CMA]?) i I 4. Comnunit Activit 01234 oes tie manager department head get out and personally see what is going on to get a first-hand idea of what might be recommended or continued in departmental operations?) i C• ���~ d1CROFILMED BY JORM MICR+LAE3 CFD42 RAPIDS PF.S MOINC$ o i i MILROFILMED BY JORM MICROLAB CCDAR RAVLUS ANU OLS IUIIIL�, .un„ -6- 2. City Interest 01234 (TV)'LT,, s e dclbnd the City, the Council, employees and their respective repo ultions to maintain Integrity, trust and nhility In the Rmctions of the City government?) 3. Cit As An lixan le for Others 01234 e of er city governments able to look at the present operations and see how they can improve their own positions and services? Is the administrator able to provide imaginative and proper suggestions to professional consultant or associations [CMA]?) i I 4. Comnunit Activit 01234 oes tie manager department head get out and personally see what is going on to get a first-hand idea of what might be recommended or continued in departmental operations?) i C• ���~ d1CROFILMED BY JORM MICR+LAE3 CFD42 RAPIDS PF.S MOINC$ M(I,RU1`1U,ILD BY JORM MICROLAB CEDAR RAPIDS AND DLS :'IUIiIL�, .v1111 The Chief This handbook was preparW by Christine Schwarz, Project Director, International City Management Association, The cartoons were created by Peter Clarey of Milford, Connecticut. Table of Contents A Positive Look at Evaluation ......... . ............. 3 Principles of Evaluation ............................ 5 Roles and Responsibilities in Evaluation ....... . ....... 7 Evaluating: The Mechanics ......................... 14 And So ......................................... 22 Appendices ..................................... 23 Resources .... . ..... . .. . .... . . ... . .... inside back cover 141CROFILMED BY � JORM MICR+LAB f.EDAR RAPIDS • DE.S MOINES MiGiU�ILMLU BY JORM MIGROLAB LLOAR RAP M AND UL:, >IU.aL, , A POSITIVE LOOK AT EVALUATION Evaluation is a touchy subject—whether it's evaluation of a product or of an individual. • Traditionally, personnel evaluation has meant a critical and often negative look at an indivi. dual's performance—putting the employee's every move under a microscope and determining what's wrong. In the public sector, evaluation has gradually became a part of staff relations and development. But when it comes to the relationship of chief administrator to elected governing body, evaluation causes some particular uneasiness. You evaluate an administrator because there are problems and you want to take a closer look at what's wrong—or you avoid the process entirely. But wait—why does evaluation have to imply something negative and unpleasant? Why not think of evaluation as a process to find out what's right and what has been going well. A positive attitude toward evaluation will help both you, the governing body, and your admini- strator begin to accept and appreciate the value of the process. First, let's think about Of course, . .4kM (the chief administrator) IM hilm But it's also s .saaljooslaiaaass, a method for permitting discussion apart from the formal decision•making pro- cess. And, despite the close working relationship between the administrator and governing body, opportunities for that kind of frank and personal discussion are very rare. Evaluation is 1100 , Through a regular evaluation, you can begin to learn more about what everyone is doing, what everyone expects from each other and where there are strengths or weaknesses in the relationship. At the same time, enjf(jn&and You have to think about what's happening in your community, what you want to happen and why things are or aren't going as you hope. You have to do more than scratch the surface. And, —a risky process for both the evaluator and the person being evalua- ted. Some will say it's harder on the evaluator because the benefits are less clearcut. If an ad- ministrator is doing a bang-up job and knows it, evaluation will only reinforce the strengths of that administrator. But you, the one who has to agonize through the process. For one thing, it can help yo t. It nd needs in terms of the administrator's performance And, if it's done well, it can "IMI moi► tlstarmajaWwynd This handbook is designed for you, the governing body or the evaluator, as well as your appointed administrator, the one who's being evaluated. It won't tell you the perfect way to conduct an evaluation, but It will get the wheels turning toward a thoughtful, effective, sensitive and POSITIVE evaluation process. 3 4`• MICROFILM By JORM MICR+LA6 MAR PAPP), • !Vt M01WS MILROFILMEO BY JORM MICROLAB • CEDAR RAPIDS AND UES MUINL3, .unn LI r• �k:v IdI CROP ILMED BY JORM MICR+LAB 11 i CEDAR NAPIDS • DES MOINES I 1 ' 1 t i I� LI r• �k:v IdI CROP ILMED BY JORM MICR+LAB 11 i CEDAR NAPIDS • DES MOINES I 1 !1il.RUF iLi4LU by JURM t,1ILkULAb LEUAt RAPIU�) AIU �L, A good way to start talking about evaluation is to consider some basic principles which should go into any evaluation process. While there isn't one pie in the sky way to carry out a perfect evaluation, some common concepts will help you reach a satisfactory end. The most important principle is that 1AU/. There are many systems, formats, approaches, criteria and designs. What works is what's acceptable. What feels best is what's right for youl • Littleton, Colorado has an informal semiannual evaluation protea for Its city manager—largely just a general discussion about what's happened and how both the council and manager are doing. "The process is very informal and the success is largely dependent upon the personalities of the Council and Manager involved. " explains Littleton City Manager Cale D. Christy. "It could be more formalized if we chose to make It so, but why argue with success ? ? ? " Once you realize there isn't one right way, one recommended approach, you'll be well on your way to developing a good approach for your community. Here are some additional principles to help you think through the evaluation process: • r hat's obvious, you're probab y In Ing, veryone nows the purpose of an evaluation. But, sometimes misconceptions about what the evaluation's purpose is can lead to the unpleasant, negative evaluations you want to avoid. So start by thinking it through4daft it time consuming, risky, threatening and difficult to pull off? T, s, spell them out. Are you evaluating strictly to see if a raise s appropriate?rb does it go deeper than that? To find out what the administrator's strong and weak points are so you can work to improve them? To improve the working relationship between administrator and governing body? To help define goals and objectives for future performance? Don't assume everyone "understands" the purpose. Spell It out when you're planning the evalua- tion process and make sure your process meets that purpose. 70MMWANCIA ally, starting and developing the whole process should be a jan•I•dmm* •g. That means both the administrator and governing body want to do it and have a hand in figuring out how. It won't work if the process is railroaded through by an individual or by either the administrator or governing body. Work on it together—coming up with some mutual understandings about why you want to evaluate and how you're going to do It. • ca you sten, stick to it. A one shot deal ("hey, let's evaluate our chief a minletrator tomorrow") is in • effective, threatening and suspicious. Regular doesn't necessarily mean stiff and formal. It means yo When you jointly define the purpose and process, also define the Interval and make sure you stick with the schedule. 5 141 OROr I L111D BY JORM MICR+LA6 rl'Dnl{ PAPIM • PFS '40IIIr5 f4iLnUr iL4L.0 by JURM hIICRULAh LLUAif RAP IJP Ai1J uL1 I you're ovaluating you should bAdmittedly, that's sometimes hard to do. But, if you try to think constructively, you'll make the process infinitely more beneficial for everyone. iYpDliflGla�str✓f�''�e1�l�p[lFsi•�FSiE.�. r ' Try not to waste time on areas the administrator can't do anything about—like the administrator's personality. At all costs, both you and the administrator should avoid going on the defensive. Talk, share, be open and positive. You're communicating—not facing head-to-head combat) ot�ACtA 110,a'Q�lF�tFIV�_Cji� he criteria wwill Ivo eve uanon t e n Ir' a Me well thought out and positive, you'll end up with a positive and effective evaluation. The best criteria are comprehensive F*M1 sttBVA" In other words, you try to look at and evaluate every dimension of your chief administrator. It's hard to come up with objective criteria when you think about the many hats a chief administrator wears. But you can begin by thinking about expectations—what you expect from your chief administrator—end then expanding those expectations into criteria, Approaches to developing criteria will be coverer) In a later chapter. MAS: An evaluation shouldn't be an isolated, unrelated interruption. It's an integral part of everything that's going on. When you're developing an evaluation process, think about the way you do things, what you're al- ready doing and how you can fit evaluation in. It might become part of an annual retreat where you hammer out goals and objectives. Or It might fit best somewhere in your budget cycle. But am ohMenInT. success of evaluation. Make sur you plan on something happen- ing after the evaluation—action steps or a governing bodyad• rninistrator improvement plan. Then, when you come to the next evaluation you'll be able to look at progress, "How'd we dol" An evaluation should lead to change, Even if there's nothing wrong,VAMZM&t MICR01'IL14ED BY 1 JORM MICROLAB rrDAR VAnln". . nr, !401'Ir5 MILIWO ILMLD BY JORM MICROLAB LLDAK RAPIDS AND ul'L ROLES AND RESPONSIBILITIES IN EVALUATION Every time evaluation of the chief administrator is mentioned, at least ten questions pop up about who does what, how do I start it, what should I do, where does the public fit in .. ? So it's important to think about the process In terms of who does do what—roles and respon- sibilities in any evaluation process. There are really �111111101 tion; l fl�eTef>lQ1.�1s' yVtt. Where, if anywhere, do they all fit in? THE GOVERNING BODY: Why Bother? Everyone always assumes an evaluation process is roughest on the person being evaluated. There's also a great deal of pressure on the evaluator and, in most cases, the benefits of the process are less apparent. So, An evaluator probably has to be a little more magnanimous and a little less self serving than the person being evaluated. A good evaluation pointing up some of the administrator's strengths can be beneficial on both sides. Obviously, it can strengthen your working relation- ship with the administrator because you'll know more about the person you're working with. But it can also help you in your role as the administrator's employer—a role many elected officials forget until they decide it's time to fire the administrator. i+o es. A good employer also needs to b and, more impor- tantly, And, a good employer hether it's a reprimand or a pat on the back. In your policy making role, an evaluation can put you and the administrator on the same wave length when it comes to issues, ideas, concerns and interests. When you're evaluating an administrator, you're bound to I —the And a common awareness of goals and expectations will lead to a more satisfying and more productive working environment for both you and the administrator. More simply, a regular forum for airing issues, problems, needs, concerns, frustrations or anxieties, If you're dissatisfied with the way your administra. tor handled a certain issue, evaluation gives you a chance to air your dissatisfaction and deter- mine if it was the issue or the administrator that really bothered you. You can get a more direct benefit from evaluation if it's a two way process—governing body evaluates the administrator and the administrator evaluates the governing body. That way you can get the kind of feedback you might need to strengthen your P.nd of the team. Are you articulating your needs, concerns and interests clearly and effectively? Are you giv- ing the administrator the kind of policy leadership needed to carry out the day-to-day business of running a city or county. Are you getting too involved in the day-to-day administrative at - 1 141CROFILMED BY ' JORM MICR+LAB CrPAP 11M1nlpS • �F5 '-001•'1[5 1,110ioi10ILU BY JORM fd[CROLAB LLDAk RAPIJS A(W UL` fairs? Your administrator is in a good position to evaluate how well you're doing as a policy making body. Then, after the total evaluation process you and the administrator will be able to improve the way you carry out your respective jobs. Another beneficial element of the general evaluation process might be a oblogNIMM �e.� +etaetlnrj. When you think about how well your administrator is doing and how well the governing body as a whole is functioning, ," v nserrwdivfdeel. Are you ociamrstmolloof"I I 1A. Is be* itRftbrs; are yoLw Agehira ; are yo rewPOWIT99 R? It can be helpful to turn the process inward—to make it introspective. Two Moine councilmen who have worn the hats of evaluators admit the process can be difficult—but feel strongly that It can also be most re- warding and beneficial. Richard Walker of Cumberland, Maine, says a planned annual evaluation establishes a sound working relationship be- tween the council and manager. It also provides an opportunity to review the manager's job description, council expectations of the manager, and the manager's own satisfaction. Similarly, Robert Adam of Falmouth, Ataine, sees evaluation as a way to achieve "a healthy two-way communt- cation." Both the manager and council must discuss problems, expecta. tions and needs. "The evaluation process should facilitate careful con- sideration of Council and Manager roles in municipal government and how effectively each Iwo functioned." Now, as the evaluator, what are you supposed to do? That's not easy to define. Your responsibilities will depend on the evaluation structure you and your administrator choose. It might mean filling out a form, or talking with the administrator or both. "Eyeball -to - eyeball" contact with the administrator is often the hardest part of the evaluation. But direct contact—an open and honest discussion—is usually the best and most thorough way to evaluate. It adds a certain amount of credence to what comes out in a written form. And it can give both you and the administrator a chance to question, clarify or elaborate on what you feel. Your primary responsibility in evaluation is to be honest. Think first of what you expect from an administrator and then think of what you're getting from your administrator? Do they coincide? Remember, it's best to focus on results—what the administrator set out to achieve and what's been achieved. Personality, or better yet, style will have some Impact on your im- pression of the administrator. The way public administrator carries out a job can be an im. portant pert of what he or she accomplishes. Nevertheless, it's important to look primarily at results—not primarily at personality traits. So you're the chief administrator—why on earth would you want your governing body to evaluate you? It seems like o perfect way to let them take pot shots at you and to put you on the chopping block. Few administrators who've gone through the process will tell you that's the way it is. Of course, it's threatening and sometimes risky. After all, you're dealing S - � 141CROFILMED BY JORM MICR+LAB CFOAP PAPIM • nES 4019C5 MILRUI-iLALU BY JORM MICROLAb LLUAu RARIUS AND OUB :!U::- with an elected body, usually at least five different people, all with different ideas about what you're supposed to be doing and different opinions about how well you're doing it. There are, however, some very definite benefits for you in an evaluation. Think about it: y—a way to deal with them away ion•maki from the decisng table. If there are problems, you have e way to get them out. If there are unsolvable conflicts, you'll know about them and together you can figure out a way to handle them. It helps avoid surprises) And, if you're doing an outstanding job, you hews a right to know. Evaluation gives the governing body an excuse to pat you on the beck. Ideally, roles and expectations should be defined BEFORE an evaluation, but if that doesn't happen, evaluation is a perfect place to agree on a process to spell them out. Arlo E 141CROFILMEB BY 1 JORM MICR4LAB CNIAP PAPIM • PCS IMOINES 1.1iLkUi-1LMcU BY JORM MIGROLA.b UUAk RAP IU:, AND Ju ice:,L in both yourself anti your work. After a good ovaluatlonqolM�� beJEMIlIMOWSon if the evalua- tion points up problems of weaknesses, at least you know where you stand and why. In a more general way, evaluation gives you a better handle on things. You'll begin to know more clearly what individual governing body members want and expect from you and you'll be better able to meet those expectations. It puts the governing body into perspective for you. And, if you and the governing body agree to make the evaluation process a two-way street, you'll have a chance to talk about how well the governing body is meeting your expectations and what changes are needed. From your perspective, it's not easy to take on the evaluation of an entire governing body. There aro a lot of sensitive areas. But you're probably in the best position tom _` o it's worth a try. Some of the "tender" areas worth discussing include: It's not easy to focus on these kinds of issues unless you have a fairly good working re- lationship with the governing body. But if you agree that you want to evaluate each other, then do it. Let's assume you're sold on evaluation. What role do you play in developing and imple- menting the process? You may be in a position to sell the governing body on the process. If you're starting a new job, you might ask the governing body to set up an evaluation as e condition of employment. That approach has worked for some administrators because it gets the process started off on the right foot. In other cases, you could build an evaluation process for yourself into an employee evaluation system for your own staff. You evaluate the city staff and your governing body evaluates you as pert of a broad process. Either way, there's some advantage if you initiate the idea of evaluation, particularly, if the governing body members don't have any individual experience in employee evaluation. They might need anti welcome guidance from a professional administrator on the mechanics of evaluating employees. Once you're both sold on evaluation, it's a joint effort. 10 MICROFILMED 6Y i JORM MICR+LAB MAP PAPID' - Xc MORIFS a r'I!OiUi ILI4EU BY JONM M UOLAB CEDAR kAPIJy AND uta '4U,;ILJ, In Vancouver, Washington, the manager and council spent some time defining the managerial duties and then implementing an evaluation system. While City Manager Alan Harvey doesn't feel yet that his city's process 19 flawless, he believes that the concept of evaluation is worth pursuing. "To maintain effec- tive Council and Manager relationships, It Is essential that the Council establish specific measurable objectives with the City Manager and periodically review those objectives. To do other• wise creates the situation where both are operating without the advantage of knowing the other's expectations." Defining the manager's duties was the "hardest part of the process." Mountain View, Callfornla has a comprehensive Management Performance Program which includes evaluation for department heads, city attorney, city clerk and city manager, Each Indivi- dual ndivbdual is reviewed semiannually by the respective supervisor based on a general approach to employee appraisal for all levels. The city manager goes through the process with his supervisor—the council. In all, about 50 management level employees In the city participate In the evaluating process. The Mountain View approach Is based on the premise that "careful planning and Im- plementation of a Performance Evaluation System Is an essential management element to Insure that all personnel are effectively used" — including the City Manager. The "Performance Evaluation System" was designed by the administrator and staff, but specific objectives for the manager's review are developed jointly by the manager and council. • In Falmouth, Maine, City Manager David Whitlow requested an evaluation as a condition of employment. The first evaluation would take place six months after he started in Falmouth and then annually thereafter. Once the process is moving, you become a participant in it—not a victim of it. That means working with the governing body to maintain the positive approach needed to carry out a worthwhile evaluation. If the governing body puts you on the defensive, try to work your way out of that position. And, If the process seems to be waning or the governing body wants to forget about it, work to keep it regular. The first crack at evaluation usually won't be your best shot. Don't give up the concept of evaluation before you've had enough time to work the kinks out of yourrp ocess, A few years ago, the role of citizens In evaluation wouldn't have been an Issue. After all, personnel evaluation is usually private and confidential even In the public sector. But with tine ' it's impossible to forget about the citizens. "Evaluation in the sunshine" makes the process even more threatening and intimidating. 11 111CROFUMED BY -� JORM MICR+LAB crnnR RAn!nz • nrs mvirs f4iwiUi iLiliU by JORM MICROLAb CLUAH RAPLUS AND uu The open and frank dialogue so critical to evaluation's success is harder to achieve under the watchful eye of the public and the press. How do you handle the public? If you shut them out deliberately and completely, they may get suspicious. But, if you open the door to anyone and everyone, you may also be opening up a Pandora's box of misunderstandings and misconceptions. �s�le Think about it—what is evaluation? It's primarily systematic review of an employee's performance. And while the kind of Issues discussed may affect what happens in the community, you really aren't making any formal decisions or setting specific policies. Few a IL Few administrators would be willing to go through a public evaluation, Even fewer elected officials would want to evaluate in a gold• fish bowl. It's hard to be completely honest, critical and objective when a lot of outsiders are watching you. Most sunshine laws allow closed sessions for personnel issues. That's usually the best route for justifying a closed evaluation. Look to your city attorney to find the right exemp• tion for justifying an executive session for the evaluation, if there isn't any exemption— some states like Florida have rigid sunshine laws which permit very few closed sessions—the best way to handle evaluation is a one-to-one process, based on written forms. Each govern• ing body member completes the written evaluation and then the mayor or a selected repre• sentative compiles the forms and meets with the administrator to discuu the findings. Other members of the governing body may also want to talk to the administrator individually. There are some flaws in this approach. It cuts down on the sharing which is sometimes so im- portant In evaluation and which can only come at a meeting with the entire governing body, Nevertheless, if it's the only legal way, it's better than no evaluation at all. Assuming you can evaluate In private, what, if anything, should the public know about it? Your biggest challenge will be to convince the public that the process is POSITIVE and beneficial. Evaluation is a suspicious process—particularly the first time you do it. Somehow it implies there's something wrong. Regularity will reduce the suspicions but there's still a first time, .i§flm"—when you're deciding to do It and figuring out how. If they understand what you're doing and how you're going to do it, chances are they'll realize that the actual eval- uation should be done In privato. They'll set the tone for how the evaluation will be viewed by the public. v4pwmp� e. Again, the best way is to let them in on the de. velopment. mmma#mmmumAnd talk about it—tell them what you'll be doing when you evaluate the administrator. You're taking a big risk if you keep the evaluation completely secret and the press finds out. The more they know and understand the concept of evaluation, the more likely they are to agree that the evaluation discussion Is best conducted in private. 12 141CROI IL14E.D By JORM MICR46LA13 [rnAR I?MIn9 . prS MORIrS A MIU 1LIAEU BY JORM MICROLAB CEUAR RAPIDS ANU uLS MUii iL„ •J1111 he same thing goes .Mani That doesn't mean giving a play-by-play of everything that was discussed with all the specifies. It means simply — •,dinpaion, • Several communities in Maine have conducted evaluation' with assistance from the Maine Municipal Association and .he Bureau of Public Administration at the University of Maine. One part of all those evaluations is a council-manager development plan which spells out what they plan to do as a result of the evaluation. Al. though the actual evaluations have been conducted in private, the post evaluation development plan is released to the public—so everyone knows what the council and manager plan to do over the coming period. And, at the some time, the public and press get a pretty clear Idea of what evaluation is allabout. The key issue is to think about the public and press when you decide to evaluate -what they'll expect and what you owe them. Some communities have found it's enough to say simply an evaluation will be held and it was hold and all important issues discussed. Other communities find they have to say a little more. You'll have fewer problems If evaluation is defined at the time you hire a new administrator—&$ something you both want to do to make sure the relationship works well. In any case, think positively and the public and press will too, 13 MICROFILMED BY .� JORM MICR+LA9 CFDAR RAPIDS • Dr5 %1011IFS , hliLifUtlLML.0 BY JURM I.1ICRULAb L'LUAk RAP10.) AtIU JLs EVALUATING: The Mechanics Talking about the concept of evaluation is one thing. Actuallly doing it and doing it well is anotherl It is also particularly difficult to generalize about the mechanics of evalua. tion—the steps needed to complete the process. With the basic principles firmly in mind and a clear understanding of the roles you should play, you already have many of the basic tools necessary to get the process started. SETTING CRITERIA Getting started might mean talking and thinking through the process. It's not some- thing you can say this is the way to do it and then dive in, Some governing bodies have found that a retreat setting—away from the day-to-day details of running the local govern- ment— is a good way to brainstorm about the process. The retreat could be devoted entirely to the evaluation issues, or it could focus on other areas such as team building or goal setting. It's Important to take It slow, at the start, to make sure you're both ready to do it. The Qw F22011111"11 It might be a list of general questions to guide the discussion. or it could be a detailed criteria form which defines management duties—or defines what the governing body and administrator believe are primary management duties, Developing criteria isn't easy. Ideally, If you already have some clearly defined goals and objectives, you also have what you need to evaluate your admini- strator and yourselves. Howeffectively has the administrator worked to achieve those goals? Which goals haven't been accomplished? Why not? If you don't have in hand a list of governing body goals and objectives, it is important to develop some evaluation guidleines before tackling the task. 14 I4ICROIILMED By - JORM MICR+LA6 rrOAR PAPITS - 'IFS MOVIES MiLkUrILMEU BY JORM MICROLAb LEUAk RAPM AIIU UL`,:1U�AL,. •V1111 First, what are criteria] Most simply, they are some specific standards against which you can measure someone's performance. The im rldtais, It's difficult to come up with measureable criteria or objectives for a public administrator. The job usually has such a wide range of duties which are often radically different from community to community. And you can't count the number of widgits produced and then rate the manager. There really aren't any "recommended" criteria. "Recommended" criteria for all administrators would be so broad that they'd become meaning- less. Yet there are general areas which you can use to build your own specific criteria. �. OCRU MM anticipating needs, recognizing potential problem, looking ahead " running the day-to-day business, hiring staff, "managing" the community managing resources, preparing and carrying out the budget : skill In designing, organizing and carrying out programs to meet policy directives " e"W"WI-EMMINOW meeting the requirements of those relationshipsW1 . cePBbiiities, ysiopin-g-s-nd-rwnTfqumr vfilm r MSM working style; egreWveness, flexibility, ability to handle crises. prvaicl� Qir.o[ittii 4. Ldre%p Usually it's best to develop the guidelines together -governing body and administrator trying to spell out what they expect an Individual in that job to accomplish. It might be valuable for you each to prepare separate criteria lists before you come together. Then you can look for common areas and discuss the different Issues until you reach an agreement. 15 MICRUFIL1410 BY ' JORM MICR+LAB CrartR h,11Vn� . If5 b101NFS 1'II6kUf ILFILD BY JURM 14ILRULAB CLUAk RAPIJS AND 'uLS %I�lli� .�+.• e In Vancouver Washington, the Governing Body and City Manager together came up with a criteria list based on what they agreed were the manager's major areas of responsibility. These were: a organizational management of leosl management, a physical plant management *program development and follow-through o relations with mayor and council along range planning o relations with public *intergovernmental relations. Within each major area, several general performance guidelines were spelled out to specify what the responsibilities were. Then each council member had to rate the manager In that area on a scale of 1-10—one that the manager dosm't meet the council member's expectations; five that he meets the expectations to some degree and ten that he meets all expectations. For each category, the council member could elaborate on specific strengths and weaknesses. When you're developing your evaluation guidelines, don't confuse criteria with forma. lity. An evaluation based on specific written criteria Isn't necessarily a formal process. And, if you opt for an informal type of evaluation, it doesn't mean you don't need criteria. Criter- is are what make the evaluation process something other than a gripe session—or a testimonial dinner. i I e Mountain View, California, uses two sets of objectives for evaluating Its managers, First, there are normal performance objec- tives—the broad objectives expected of every manager or bate re- quirements. Then, there are Incentive objectives—something beyond the normal requirements which are used as a basis for extra compensation. And, there is a third level for euoluatlon—personal development objectives which look of the Individual's personal de- velopment and plane for the future. All objectives are developed by the manager and governing body at the beginning of the Racal year and then reviewed at the end. Additional sample criteria are Included in the appendices. EVALUATING Once you have the criteria, you're already well along the way to an effective evaluation process, Your criteria will help determine the process. �r 16 Y 141CROFILMED BY JORM MICR+LAB rFDAP PP.PIPS • DFS MOINES MIURW ILMLD BY JORM MICROLAb CEDAR ROM AND uL t Mt �oft The criteria provide gui' a Iritis, but ilia evaludt167�Pins Invited to those areas. For each area, individual governing body members rate the administrator's performance either on a numerical scale or as satisfactory/unsatisfactory. A section for addi• tional written comments Is useful with the rating scale. Then, all the forms are compiled to develop an overall picture of the administrator's performance. I� Z While all three approaches have been used with varying degrees of success, the combi• nation written -discussion is usually the most effective. It has the advantages of individual, I thoughtful and written evaluation as well as of open and frank discussion. With the written approach, you also have a written record to keep for comparison. Sometimes a freewheeling, unrecorded discussion can become "you said," "but I thought you meant" and "didn't we agree?' after the evaluation. ro When looking for the right approach, it's best to start simply. A long and detailed evalua- tion instrument and a gruelling follow-up discussion can turn everyone off to the process before anything positive happens. A simple start might mean talking through the process the first time—almost a dry run. /n Falmouth, Alaine, flit manager and governing body started the evaluation process with six simple questions. Developed by the manager, they were used to lead the discussion. The first evaluation wasn't very satisfactory largely because the council hadn't worked tong enough with its new manager. But, the group did agree to try again In another six months. By that time, the six questions had been expanded somewhat, drawing on experiences in the private sector, and the council was more prepared to handle the task. The evaluation discussion is the most personal part of the process, so it's difficult to generalize, How well it goes during the discussion will depend somewhat on the individuals involved. Your ability to communicate with each other, the rapport you already have with each other and your individual and group commitment to the process will contribute to the success of the discussion. 17 q,..., �•',.,.. 141CROFILMED BY ' JORM MICR+LAB CMAR RAVIV • DFS MOINFS t•iiu<Uf ILIALD BY JORM 1.11CROLAB LEDAR RAPIDS AND WL' Mountain View, California, In its Management Per ormance Program offer no matter who to being eaaluated. Here are some Ideas to make the discussion work. 1. PREPARATION: Both sides should think about what's going to be discussed beforehand and be reedy to discuss. That means really thinking about performance, Including a self- assessment before the discussion. If you use a written Instru. ment, it deserves time, attention and thought to make sure you know what you feel and why. It's helpful for the admini. strator to complete the same written form ea a self evaluation. 2. PRIVACY: That mans no interruptions and a clear understand. Ing that what's aid Is confidential or, at last, will be handled with discretion, It's important, therefore, to decide in advance whet the public will be told about the dissension so everyone feels free to talk openly. 3. TIME: The feeling that you're being rustled through the irvalue. tion discussion makes it more threatening. hake we you have enough time to talk things through and to finish what you start. You should try to eat aside a special time Just for the evaluation— NOT afar the regular governing body meeting. 4, PROPER PHYSICAL BETTING: The Interview should be hold In a place that's physically oomfortable—wfare the environnumt Is cordial, but businesslike. A noisy restaurant Isn't private or comfortable. An office, conference room or governing body chambers are usually fine. B, PROPER EMOTIONAL SETTING: This Is harder to define, but It's Important. The discussions should be open and honeat—and allow for give and take between the manager and supervisor. It means talking and listening on both sides. Again, this Is a mutter of positive versus negative—opon discussion venus a grips session. Once you've got your criteria, decided on a process, and found the right setting, what actually happens at an evaluation discussion? It will vary depending on the process and the people involved. At its best there'll be a lot of discussion—a lot of give and take. In order to make It work, however, the mayor or governing body president probably should serve as a dis- cussion chairman. That way you'll have some guidance or leadership to make sure the discus• sion goes somewhere. While you don't want the discussion to be stiff and formal, you do need some organization and direction. The success of your discussion will depend a lot on how comfortable you are with each other and with your process. So it might take a little time before everyone opens up and talks freely. The administrator should participate actively— that means contributing to the general discussion rather than) responding only when asked. Give yourself a little time, though, and gradually you'll improve your ability to talk openly with each other. THIRD PARTY FACILITATOR Another variation on the evaluation process you might consider is using an outside facili- tator—sort of an evaluation moderator. The approach tries to minimize the threat and make sure the important issues are covered. It's most useful if there's a communication gap which Is is hampering evaluation. The outsider can bridge that gap. IN mcizoriwca By 1 JORM MICR+LAB rrMB PAPM • nr5 MOPJr i FliLkUF ILr4cU BY JORM MICROLAB CLUAR RAPlub AND Ju This approach was tried in Maine to evaluate the executive director of the Maine Munici- pal League. It worked like this: • the executive committee and director met to agree on a process and chow a facilitator. • the facilitator met Individually with each member of the executive committee (comparable to a governing body) to discuss the executive director's performance. An evaluation checklist was used. • the facilitator then met with the executive director, using the some checklist for self-assessment. • then the facilitator compiled the findings of all of these interviews, pulling out common issues, special con- cerns and coming up with an agenda for the evaluation discussion. • the executive committee and director met to discuss thew findings and came up with a performance improvement plan—with the outsider acting as discussion Iaader. The approach, according to officials in Maine, worked well, particularly in comparison to an earlier evaluation process without a facilitator. Both sides were unhappy with the results of that first evaluation. Several communities in Maine have also tried the third party facilitator approach. In Brunswlch, Maine, the executive director of the Maine Municipal League served as facilitator for an evaluation of the manager there. officials in the city say the facilitator helped "keep the whole processin perspective" and helped the council and manager focus on "Important issues." The facilitator also helped the council and manager concentrate on developing an improvement plan as a result of the evalua- tion. In considering this approach, it's critically important to find a facilitator who you and the administrator trust and feel comfortable with. Without that kind of trust and confidence, the process simply won't work. Basically, the idea behind bringing in the extra person is to eliminate the problems which sometimes interfere with effective evaluation—inability to communicate, failure to address the issues, personality conflicts, personal vendettas, general griping, failure to come up with an act- rbn plan. So, it's probably most useful when all else falls. If, after some effort, you can't get an evaluation process moving by yourselves, the third party approach might be your next op- tion. But it's not the best way to tackle the evaluation on the first round. Something much simpler is best at the start. 19 1,1ICROFILIIED BY 1 DORM MICRd•LAB (FMR RAPIDS • PFS idol Kr NlLtWFI ILU BY JOW4I-I1LkOLAB ANOTHER VARIATION LEOAr RANIuS A;,W uL's Naperville, Illinois, handles evaluation of Its manager from a different perspective. There, the management staff evaluates the manager's performance from their vantage points as em- ployees. The written forms are completed by all department heads and compiled by the Personnel Officer. Then the Personnel Officer and Manager meet to discuss strengths and weaknesses and help the manager work better with his staff. This approach emphasizes the manager's capabilities as a supervisor and staff leader. In addition, the department heads weigh the manager's overall performance as a manager and his relations with the council as they set it. FOLLOW-UP The�aftsoae�tsLas►#�If ou might come up with or e Qsip and make the best of the strong ones. Or you might de- cide that a MN 611111 MG Its is really what's needed to strengthen the overall working relationship. Be sure your .chwVw@a6@=0e,1mmi*0WYf to be done or decisions to follow as a result of what fthe evaluation showed. If you already have a good working relationship, evaluation probably won't bring up any major surprises—like discovering that an administrator isn't satis• fying ANY of your needs and should be dismissed. But it will help you to identify areas to work on. Then, the next time you evaluate, you should be looking for progress—improvement in the weak areas and even more advancement in the strong areas. You can also consider some special development options as part of the evaluation—courses, conferences, training programs which you (governing body and/or administrator) might want to attend. Remember, formulate action steps and schedule the next evaluation. Another important element in a successful evaluation—and one of the frequent questions which comes up—i The frequency will vary. Annually is usually enough because it gives you and the ad- ministrator a chance to do something to evaluate. And It gives you a broader area of issues to cover so you won't concentrate on a particular crisis. Some communities feel semi-annually is better because it keeps the communication process going more regularly. It might be worth. while to start on a semi-annual basis while the process is evolving and then spread it out to annually once you're comfortable with the concept and approach. It's important to try more often—perhaps even quarterly—if you're having trouble with the process. Otherwise, you might find yourself letting it slide, if you wait too long. Even more ctitical than how often, ftp The day after a major crisis is definitely not the right time to evaluate. You'll and up focusing entirely on that one conflict rather than on overall performance. Ideally, you should decide to evaluate six months or a year after C IdICaePILMED BY JORM MICR4/LAB cvnnR v,AVID1.. • ars MOI'Irs ,'•1iukUl iL�4iU by JORM MICROLAb LLUAK kAi iu.� ANU Ou ice, iL., hiring a new administrator. That way you'll be starting with a clean slate and will be evaluating in your mind all along. But If you're starting midstream, H. "I 2^ ^y^ WHEpI. Your most important decision will be ea>rts�nkryi6There are some obvious advantages to evaluating with or around budget work. That's when you have your closest working relationship as governing body and administrator. That's also when you're both carrying out your most Important job responsibilities. But salary adds another dimension to the evaluation process and can pose some extra problems. When you talk money and performance, you also have to think about budget constraints, tax increases, other salary hikes and the general pay scale. You run the risk of mak- ing evaluation a negotiating process—more than a communicating process. For that reason, it's You should also try adsltMMwwbs�IsrsY�afttltZ Right before an election, when a change in -the governing body make-up is expected is also a bad time to evaluate. Another issue you might consider is ongoing programs which could be tied to evaluation. inu�assld+w{IrtaYiijli�ga time. Once you find the right time and the best interval, REMEMBER to make the process a .regular -pert of your activities. Set the time and do it. 21 FIICROrILMED BY DORM MICR+LAB rrnAP fb11'IPS • nrS ;iovxS I.1luR0FIL!4LU BY JORM MICROLAB LEDAR RAVIUS AND uLi AND SO ... Are you ready to evaluate? ? ? Probably not yet. But you should feel a little more comfortable about the questions to ask yourselves and the issues to address before evaluating. It's too bad evaluation has had such a bad reputation. With only a little pre and plan- ning, the process can be remarkably constructive. Even going through the exercise of devel- oping a system and defining some criteria can begin to strengthen your working relationship. A regular evaluation process but it will hel�ItttrJsse� ve, More Importantly, it will give you a .wiYmeenfiaoMEvaluation is a very personal and interpersonal process. It can On a more practical level, evaluation Without It, you don't have many chances to talk about things in general—you're always facing so many major decisions and specific issues. There haven't been many post evaluation casualities. In fact, most administrators and governing bodies who've gone through the process said they felt better when it was over. And their relationship worked better. The key is to think positively and design an evaluation system which will produce positive results. 22 �• `c�. 14ICROf ILMED BY JORM MICR+LA9 CrOAR RAMM • nFS MOWS A iL:1c.0 BY JORM i ICROLAB Appendix A I,LJAR RAPIO� AiIU JL� Case Study: EVALUATION IN EL CERRITO, CALIFORNIA Because of the many variables and issues to consider in evaluation, Its helpful to took at the way one city carried out the process from start to finish. In Ei Cerrito, a suburban community of 25,000 to the San Francisco Bay area, evaluation is one ale. ment o f a broad team building program. The city got involved to team building early in 1974 when the mayor and city manager attended a retreat, After the retreat, the manager shared the elements of the conference with his staff and the mayor Intro- duced the rest of the council to the concept. One ongoing part of the program has been eualuation—both for the city staff level and the city manager. in fact, It became a "matter ofpolicy " that the council would evaluate the city manager "not less than once yearly.' Evaluation in EI Cerrito is a TOTAL process, Including written evaluation forms, a discussion between the manager and full council, followed by Individual conferences between the manager and city council members. As part of the Individual Interviews, the manager also evaluates the performance of the council member, particularly In terms of the role the individual wants to assume on the city council. So evaluation becomes a two-way street. The entire process takes about a month to complete from the time the mayor dis- tributee the written forme until all individual discussions are completed. Officials in EI Cerrito view evaluation as primarily a "communications process' and an Important part of their team workings. Salary isn't an issue during the evaluation. The goal of the process is to discuss what the council expects of the manager, how well he is meet- ing those expectations and what the manager and staff expect of the city council and how well they are meeting the expectations. Salary levels don't fit Into that scheme, so evaluation has been deliberately separated from wage adjustments. The written form used in EI Cerrito has two parts. The first section lists PER- FORMANCE categories which the council feels are most important to the manager's job. The council and manager spent a lot of time developing this list—to make sure it was comprehensive and usable. The second section deals with SKILLS the manager should have to carry out the job. In the first section, council members evaluate the manager's work according to the RESULTS that have been achieved. It's a narratiue- type evaluation. Then, when it comes to the "managerial skills", council members rate the manager on a 1 to ti scale—unsatisfactory to outstanding. There's also a sec- tion for brief comments to explain the rating. After all the forms are completed, the mayor,complles a total picture of the manager's performance. After the evaluation, the council and manager together develop goals and objec. tiues which will provide a framework for the next evaluation. The goals provide an action plan to make sure some progress is made between evaluations. Evaluation in EI Cerrito isn't static. The council and manager periodically review their approach to evaluation to make sure It's still timely. Recently, the eval- uation format was changed, drawing on the experiences of one council member who Is a manager in private business. The new form emphasised areas which the council and manager agreed were critically Important In the manager's job. The process has worked well in El Cerrito. A key to its success, according to the City Manager Richard Brown, hes been the team building program. "Before evaluation can be performed successfully, the council must prepare Itself by develop- ing rapport among themselves and with their chief administrator," Brown explained, "Retreats participated In by all council members and the City Manager are a common device for this purpose. It's important to develop rapport to the point where council members and the city manager can articulate their feelings about their working relation- ship." 23 MICROF IVEO BY DORM MICR+LAB rrDAP PAPPI . 'Irs 14 mrS i MILROFILi4ED BY JORM 141CROLAB CEDAR RAPIDS AND ULS I•1U1:i L,, + Section II EVALUATION OF MANAGERIAL DIMENSIONS A. ADMINISTRATIVE SKILLS 1. Organizing and Planning 2. Quality of Decisions 3. Decisiveness 4. Creativity 6. Written Communications B. INTERPERSONAL SKILLS 6. Leadership 7. Behavior Flexibility 8. Orel Communication C. STABILITY OF PERFORMANCE 9. Tolerance of Uncertainty 10. Resistance to Stress D. WORK MOTIVATION 11. Inner Work Standards 12. Energy 24 Y:_ 141CROFILMED BY JORM MICR¢LAB CFDAP RAPIDS • DES MOINES u EL CERRITO, CALIFORNIA MANAGEMENT EVALUATION Section I EVALUATION OF PERFORMANCE RESULTS A. JOB RESPONSIBILITIES 1. Coordination of City Departments 2. Preparation and Review of Staff Reports 3. Budget Development—Preparation and Monitoring 4. Press Relations 6. Professional/Parmnel Development 6. Personnel Development—Subordinates 7. Communication with Employees B. Communication with City Council 9. Communication with Public 10. Project Accomplishment 11. Priority and Organizational Goal Setting 12. Supervisory Ability Section II EVALUATION OF MANAGERIAL DIMENSIONS A. ADMINISTRATIVE SKILLS 1. Organizing and Planning 2. Quality of Decisions 3. Decisiveness 4. Creativity 6. Written Communications B. INTERPERSONAL SKILLS 6. Leadership 7. Behavior Flexibility 8. Orel Communication C. STABILITY OF PERFORMANCE 9. Tolerance of Uncertainty 10. Resistance to Stress D. WORK MOTIVATION 11. Inner Work Standards 12. Energy 24 Y:_ 141CROFILMED BY JORM MICR¢LAB CFDAP RAPIDS • DES MOINES u MlLtWk iLNLU BY JORM MILROLAB Appendix B LEUAk RAP WU Allo UU ilc:;. . J,11 SAMPLE CRITERIA, FALMOUTH, MAINE Evaluation of the Town Manager in Falmouth, evaluation is limited to an open discussion based on some general questions and criteria prepared by the manager and council. The questions are used to provide direction for the discussion. All councllmemben are expected to review the questions before the process, so that they)re well prepared, even though no formal written form is used. Councilmemberg are also encouraged to send written comments to the manager before the evaluation if they want to. These six questions were prepared by the manager: t. b the manager providing the council with adesPsste hdomrtlon to male decisions? Ir the council Provided with decision?sufficient sitwnstivw to avoid being faced Into a R. It the technical data and 3, le the maother Information presented in an understandable manner? 4. manager af/ecywly communicating the council's positlans to the public? Is the manager able to r"Wve problwm under strWnsd or unpleauet condition? 5, Is the meager approaching the lob from a day.t"y standpoino or are hla/her efforss directed toward broad omgerds tloal ob)octives) a. Is the manager able to rooWlea and deal effectively with the distinction betwaen Policy and edminlstntion? Is he/she too engaged In polity? blot aaagh? These additional questions were prepared by the council to evaluate specific managerial performance: 1. How wall did the manager independently neogniea problems, dewbp ralanrlt facts, formulate altwatiw solution and dsdds on the aPPrOMIM conclusion? 2• How effective were the manager's letters, memoranda, and other forms of written communication? 3. Doss the mansger rake the most effective caw d eveilable talent to get the work dons) Does the rrrreper dswlop stall mssMsn? b the ranger readily stospted u ■leader) 4. Does the merger respond in a positive wayto suggwtione and guidance from the council) Is each assignment undertalun with enthuslasm and zest? 6. Can the manager be depended upon for sustained, productive work? D manager readily "sums responsibility? Doors the manager mea and document work papers properly? t time Dow thetimet e And, for general guidance, the council added these criteria for the manager.- - Is visible in the community through participation In earlm social, athletic and cultural affairs — crlginstes Ideas and program Improrsmanta — attempts to economize whoever Possible (especially Important In a small New England community) — makes naommwWstions on issues as often as possible to provide a benchmark and ssatting point for council action, 25 MICRorILPIEO By JORM MICR+LAB CFMR PIIPID', • IFS MOInLS i t•IIUAU�IC4iU BY JORM I•IICROLAB Appendix C CEUAk RAVIUS Arlo Jc SITUATIONAL STANDARDS FOR NORMAL PERFORMANCE MOUNTAIN VIEW, CALIFORNIA The Basic Requirements For Any Managemont Position PLANNING: To anticipate future needs and make plans for meeting them. iinor[LMED By 1 JORM MICR+LAB rrMR RAPIDS • DFS 140MB a To recognize potential problems and develop strategies for averting them. ORGANIZING: To efficiently and economically organize and carry out the operation for which you are accountable. COORDINATING: To coordinate all activities related to work goals. To maintain cooperation and coordination with other departments and divisions. LEADERSHIP: To create a leadership climate providing challenge and motivating employees to high performance. BUDGETING: To prepare operational and capital budgets and to expend within adopted budgeted limits. PUBLIC To maintain a high level of contact with the public and RELATIONS: meet the needs of the public within available resources. EMPLOYEE To equitably adjust grievances among subordinate employees. RELATIONS: PERSONNEL To train and develop subordinate employees. DEVELOPMENT: MANAGEMENT: To provide quality achievement in your job. To make sound judgments and decisions. Tobe creative and decisive. To set and achieve goals and objectives. To adjust plans to accommodate unforeseen and uncon- trollable factors. PERSONAL To remain aware of current developments and writings in DEVELOPMENT: the field of public administration and your career fieid. To develop personal traits and characteristics necessary to make your performance effective. iinor[LMED By 1 JORM MICR+LAB rrMR RAPIDS • DFS 140MB a MiLrwi ILMED BY JURM MICRULAb Appendix D LLDAR kAVIJ:) AND uL1 EXECUTIVE DIRECTOR PERFORMANCE EVALUATION: COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS ADMINISTRATION (Factor I): 1. Manpower DeveloPmass: Don he appoint and train effective wbordinsi Hes he relam excellent people who were temptd o 90 etanvhare? 2. Su vision: Dan he direct his group and control their efforts? Don he encourage t en mdtat w? Don he know what Is going on with all CVAG projects? Is he available to his employe', for guidance end counselling? Def In evaluate his key personnel and suggest ways for them to Improve? 3. Execution of Pollc : Don ha undmstand end romply with the overall policy, lows ,nTp i atop y o the organization? Do his efforts led toward succeuful acmm• plishmant of goals? Don he mawra results against gcala and take rmrrectlw action? 4. Budget: Is his budget realistic? Is it prepared in a good forma? is it rasorrble? UW -3 die control expenses within the set leash of the budges? e. Re rti • Don he submit accurate and complete Staff Reports on sch9dule? Are t ey res bled Are Staff Reports conein, to the point and submitted with apPro- priste recommendations when necessary? e, Plammn : Is he familiar with the Aesocialion's policies, objectives and praticaa? n a translate thew policlet, objectives and practices Into specific programs? ted T• of aerZ ing but he fair? ootivate Does he gatrs to maximum enthusiut c rnponse o new? Ideasa �eded reorganizations? 9. Joabe OrIon: Dan he e use time productivoly7 delegateresponsibility heoprogralm ctiv but tin in ndle an orderly details efficiently? systematic way? 9. Communication: Don he keep appropriate people informed? Does he present n t oug tsn anorderly understandable ranner7 Is he able to convince people to adopt his viewpoint? is his written correspondence clear and concise and an Accurate representation of Association polity? EXTERNAL RELATIONSHIPS (Factor II): 10. gomm nity�Rgp4tatfon: What is the general attitude of the community to this man? Is he regarded n man of high integrity, ability and devotion to the Coache Its Valley Association of Governments? 11. Profen ant Reoutatign: How does he nand among others in the Public Admini• tration pro ass on o', he deal effectively with other City and County Managers? ps he rnpected by other professional and staff fepresentstlwf of the Cities and County? Dan ha enthusiastically and constructively attend semlnars and conferences conferences? 12. Intergowrnmeow Rebtlons: Don the Executive Director work closely with other en , tau a oea gowrnmant nprewntativn? Is his relationship with others friendly? Don he provide requested assistance to other Cities and the County? 13. Communit Relst ons: Does he skillfully represent the Coachella Volley Association 0 overnments to t press, radio end television? Don he properly ovold Pat itln and partisanship? Don he show an honest Interest in the community? Don he pro• perly defend CVAG and its reputation? PERSONAL CHARACTERISTICS (Factor 111): 14. Imagination: Doe he show originality In approaching problems? Das he crate a fatiw $Giuliand Is he aple to visualize the Implication of various approachn? 16, b' ti Is he tmemotlonal end uNsiosed7 Does he take a rational, mpersonal viewpoint based on facts and qualified opinions? 16. Drive: Is he energetic, willing to spend whatever time le neceassry to do e good job? Don he haw good mental end physical stamina? 17, Dscldwnes: Is he able to reach timely deshion and initiate action, tat not a compulsive? 16. Attitude: Ishe enthusiastic? Coopostlw? Willing to adept? 10. Firmness: Does he haw the courage of his convictions? Is he Ilan when convinced, but not stubborn? 2% I41CROFIL14E0 By JORM MICR+LAB CrOAll RAP106 • nrs 140MI's I.1i�KUt ILML.i! BY JUkM MIMLAB LLUAk MFIJs ANJ rITV MAMArrA EVALUATION: VANCOUVER, WASHINGTON M. � 01CWILMED BY I JORM MICR+LAB 17f IMP PAPIn( . Nf MOPIFS MiL.RUFILALL) BY JURM MICROLAB LLUAR RAVIUs ANO uL, :161:1u, `City of Iowa C1t MEMORANDUM DATE: June 16, 1978 TO: City Council 3 FROM: City Manager RE: Previous Evaluation of City Manager by City Council Summary of Council Comments and Actions Taken: 1. Department Head Relationships a. "Be harder" on department heads. By monitoring monthly reports and major program goals, it appears that problems mentioned by Council have been corrected. Projects and staff program development seem to be maintaining better schedules. b. Communications from Council to Manager to Department Heads. The Council presented instances where it appeared that the Manager had received the message from the Council but the department head did not understand or respond or both. I am not aware of any recurrence of this situation. The use of the referral form at staff meeting seems to have helped. 2. Council Decision Making. a. Insist that Council maKe gecisions• it Siii 10 'I is uu Quit=� decision and/or direction. This has been resolved by the Manager asking for clarification from the Council or requesting that the Council reach a consensus. The Council is doing much better at this. b. Mona er r2vide more firm recommendations for Council with ustificai and of er appropr ate a ternatives. It seems as f the Manager and i staff are making more and more complete recommendations to Council. Not aware of any current problems. 3. Miscellaneous. a.Hi h turnover amon em to ees. Terminating employees are being inter- viewe There oes not appear to be any problem creating turnover which can be corrected. Most terminations result from the transient nature of the community and changing family circumstances. b.Some roblems in bud et process. Apparently Council generally con- s ere F u get process to be greatly improved. r• �r, 141CROFILMED BY ' JORM MICR+LA13 MAR RAPIMS • DF14014[5 MILiWO ILMEU BY JORM MICROLAB CLUAR RAPIUS AND Ur_S rlu;a EVALUATION OF CITY MANAGER BY DEPARTMENT HEADS A. Management 1. Managing Human Resources a. Deals fairly with department heads; does not try to undercut role of department head with division heads or staff; is frank in his opinions and policies. b. Generally satisfactory in this area. Division and department heads are managed fairly and impartially. Possible deficiencies in this area lie in the realm of management training. The faculties of some of our management training classes have been substandard. I still see a lack of what might be called "esprit de corps." The City is a team and it does work together fairly effectively, but I am not sure it works together with enthusiasm. This almost goes into a personality relationship and may not really be amenable to correc- tion or perhaps it is not necessary that it be amenable to correction. c. Can handle most employee and employment problems with ease. Has some difficulty dealing with females and may use a different standard to judge female work effort than is used to judge the work effort of males. Runs hot and cold on discipline and its application. d. Deserves and probably won't get tremendous amount of credit for i getting urban renewal rolling; have felt much more support for my department in the past year; some tendency to over -react (especially in personnel matters). Perhaps before major personnel decisions are made, you should confer with directors who have more moderate view and who are really in touch with their employees. e. It appears a good effort is being made in these areas, having very satisfactory results. f. Encourages cooperation and team effort between departments. Could possibly increase motivation through better dissemination of informa- tion to departments on particularly items which directly affect each department. Dislike reading about new developments in the newspaper. 2. Organization a. Based on knowledge of numerous other city managers, does a remarkable job of maintaining control. b. I believe you are doing a good job in this area considering all the pots cooking in Iowa City, I still feel that our HCDA funding is almost the "Midas touch." It is generally more money than this City can handle and I believe a good deal of it is being frittered away by Council decisions to fund small projects that consume an immense amount of administrative time. Given the pressure cooker type of activities associated with urban renewal, I believe you are doing a good job keeping basic City services going well, moving ahead on major projects such as urban renewal, economic development, transportation planning, etc. r a... MICROFILMED BY 1 JORM MICR+LAB frDAR RAPI05 • n6 MOINES f•IIt,kOFILMLL) BY JORM MICROLAB CLUAR RAPIJS AND uLS Muiki� , �+^ -2- c. Control and management effectiveness is contingent upon the importance ascribed to the issue or problem of the moment as it impinges upon him. Organizes well on a long-range basis, but indicates either an impatience with or inability to organize to handle lesser issues or crises. d. This is a strong point. e. Good ability in maintaining control and managing City functions. Demon- strates ability to organize and reorganize as needed. f. Ability to organize and administer, to assimilate information and to act decisively is top notch. By far the best of the three managers I have worked with. g. Does pretty well considering quantity of demands placed on city manager's time; possibly could make better use of administrative assistant in this area. 3. Setting Objectives a. Goals and priorities are often of short term duration. Council governs by crisis and Wednesday morning usually sets goals and priorities sometimes only to have them shift next Tuesday evening. b. Satisfactory within the political framework of City government. In City government, goals and objectives constantly shift depending upon the political winds, but the City has been able to maintain consistent direc- tion under your guidance on most major goals. c. Very good at this and very capable in using his staff for these purposes. Is attempting, with some success, to establish MBO and goal setting as an ongoing process within the City administration. d. Has the ability and does achieve goals by using MBO guidelines. Very successful in this area. e. Does well at setting goals and MBO guidelines but follow-up on goals and objectives and performance evaluations on meeting goals and objectives does not regularly occur. We spend so much time writing them for the budget but they are not actually used or monitored. 4. Managing Information a. Need more staff meetings with topics set by department heads. Would be good to know about important matters before we read about them in the press. b. Generally very good in working with the many diverse groups in the community. Occasionally when you start to become overloaded with input you begin making some fairly rapid decisions without allowing division and department heads to attempt to influence your decisions. Good job on keeping staff informed of various situations in the City. I particularly appreciate your frankness in dealing with some groups when they need to be told things they don't want to contracthtalks andasions Projecthat GREENme to mind are when they comethe up withUniversity somoftheir sewer s rmore unobtainable requests for City services. 141CRorILMED By 1 JORM MICR+LAB LFPAP NAPIM . PCS MOINES MICRUrILMED BY JORM MICROLAB CLUAR RAPIDS AND A -j ,Iul;lL� c. Does well at this. Makes a conscious effort when dealing with the administrators to keep politics from openly affecting policy making. Appears to rather effectively separate his functional administrative role from his Council activity role -- or his perceptions of his role with Council. Communicates Council decisions, when and if they make them, to staff adequately. d. I am not totally familiar with all activities that might have transpired in this area. Those that I am aware of lead me to a very satisfactory rating regarding policy making. 1 141cRo(ILMED BY .� JORM MICR#LAB CHAR RAPIDS • DCS MOVIES .. -3- c. Extremely articulate. Projects an impression of openness with individuals and groups. d. I feel there is a great deal of success in communicating with all groups concerned, including staff. However, occasionally I have noticed some confusion among staff members regarding information coming out of some meetings. e. Better dissemination of information needed. 5. Decision Making a. Willing to assume full responsibility for failures of your performance. Staff always given credit for success. b. Once again, generally good in this area. Occasionally some decisions which need to be made relative to operating divisions tend to get delayed in the Manager's office. I assume they are being delayed because they do not weigh as importantly as many other more important items up for Council consideration. Unfortunately, some of these minor decisions tend to pile up and occasionally affect operating procedures within the division. c. In general, decision making is not too bad. The Manager appears to have some difficulty in arriving at decisions in emergency situations; either responding too abruptly or, on the other hand, delaying too long in other situations. He appears to be "torn apart" on personnel decisions. He attempts to be so fair and unbiased in personnel decisions that at times seemingly critical decisions are either delayed or not made at all. Often tests the political windage before making decisions. d. It appears decision making is based on factual information, resulting in i by and large good decisions. I would rate satisfaction in this area. e. No problems in decision making. Results are not measured against goals at the department and division level. 6. Policy Making a. Legal advice is not consistent and does limit some of the ability to respond to political interruption and their ramifications. b. Good job in this area. The City has made many steps in writing down policies and making it clear the standard of performance and procedures expected throughout the organization. c. Does well at this. Makes a conscious effort when dealing with the administrators to keep politics from openly affecting policy making. Appears to rather effectively separate his functional administrative role from his Council activity role -- or his perceptions of his role with Council. Communicates Council decisions, when and if they make them, to staff adequately. d. I am not totally familiar with all activities that might have transpired in this area. Those that I am aware of lead me to a very satisfactory rating regarding policy making. 1 141cRo(ILMED BY .� JORM MICR#LAB CHAR RAPIDS • DCS MOVIES Mlu ROFILAU BY JORM MICROLAB CEUAR RAPIUS AND AU iUl ILS, ,J..^ -4- 7. Delegation of Authority. a. occasionally directives go to division people and bypass the director. This is usually caused by division heads or staff going to the Manager and only rarely initiated by the Manager. b. Extremely good in this area. I find my job much easier to do because a good deal of authority has been delegated to department heads. I believe this allows you to do a better job since it keeps minor problems away from you since I can make the decision. The only problem area here is on construction contracts. I believe we are perhaps a little too cautious on trying to completely take out all legal exposure in contracts. Neither review by City Attorney or several City Attorneys can eliminate legal problems when we end up with an incompetent contractor or other parties to the agreement do not enter into the agreement in good faith. Once again, however, delegation of authority is extremely good within the City government. c. Delegates his authority to beat hell to those he has confidence in. Delegation is generally contingent upon the issues or problems encountered or to be encountered. d. When there is a satisfactory level of performance in this area, it appears to be reserved for a rather small group. 8. Employment Regulation a. Need to revamp entire Personnel Department - new leadership. b. There has been constant and heavy emphasis on this aspect of City government. I believe sometimes the Civil Rights Specialist forgets that she is a staff function and begins interfering in interdivisional situations. c. The City Manager is quite familiar with contracts, affirmative action, and on and on and on. The various regulations are also well known to his staff. I have no way of determining whether or not these regulations are known to the Council -- or if they need to be known by the Council. d. There is a great deal of time and effort devoted to this area, and I am sure Council and staff receive sufficient information. Excellent job in this area. e. Appears to demonstrate interest in personnel problems. This is not frequently found in upper management. Great! 9. Accomplishments/Results a. Very professional. Is not political himself. b. High marks in this area. I believe the city manager form of government is working extremely well in Iowa City. From the City Manager on down the operation is run in an extremely professional manner, free of special interests or favoritism of any sort. It is a very enjoyable and very professional work environment and leads to high satisfaction. c. Has high personal aspirations and apparently set high standards of expectation for others. However, he seldom holds subordinates fully responsible for the achievement of results. ' wlcaonuaEa BY • JORM MICR#LAB crMR RAPIDS • NES MOINES MILROFILME D BY JORM MICROLAB CLDAk RAPIDS AND OLS �Iuil LJ. .uV111 -5- d. I observe no weaknesses in ability to work at a professional level. Very satisfactory performance regarding accomplishments and results. 10. Intergovernmental Activity a. As well as anyone can! b. Does well here with the exception of University Heights. c. Results appear to be favorable and I observe a good deal of effort regarding these activities. d. Effective City representative. B. Technical Skills and Abilities 1. Reporting Agenda a. Communications within the Civic Center are excellent. b. I would give a 3 on the Manager's ability to provide accurate and complete reports that are readable and comprehensive. However, he receives a 1 in offering timely recommendations on possible solutions to problems which may arise. The political windage theory is often put into practice before making recommendations. c. I rate the performance in this area completely satisfactory. Recommenda- tions are timely and effective. 2. Budget a. Budget too tight. Changes often caused by Council projects are not always well thought out by Council and administration, i.e., paper recycling, bus transit, parking in future mall, energy commission. b. The budget procedure in Iowa City is about as good or bad as any I've seen anywhere. I've always become convinced that if private enterprise ran budgeting as municipalities must do they would probably go bankrupt. I believe the zero based budgeting has been fairly useful this year and I believe it will be even more useful in the upcoming years. I would like to see us have some consistence in our budgeting procedures. Every year we have tried a new type of budget procedure and they all end up with approximately the same product. We should try to stick with one procedure for a few years in a row so the division heads become used to it. c. The budget is, in my limited knowledge, accountable and perhaps as realistic as any governmental budget. It is, however, horribly complex and exceedingly lengthy. The same result could be accomplished and the same information imparted in 75 - 100 pages of worthwhile text and figures. d. The Manager's budget is realistic and does provide maximum service to the public. Also an excellent job is being done regarding scrutiny of all departmental budgeting. 141CROHL14ED BY JORM MICR+LAB j CEDAR RAPIDS • DES MOINES 3 4 5 r4II,i OF IOU BY JORM 111CROLAb LLDAR RAPIUS AND UL e. Has common sense approach to budgeting. Should communicate more with Personnel and Finance regarding changes in budgets before approval is given - would receive insight of overall picture. Keeping Current a. I believe you have done a good job in keeping yourself informed on such things as energy conservation, general knowledge of sewer treatment processes, Federal regulations, and a general knowledge of technical operations in all Public Works Divisions, I particularly commend your willingness to allow employees to keep up their specialized training in water and wastewater treatment, engineering, inspection, snow removal techniques, management leadership, and other areas such as this. I believe this willingness indicates to the employees that you do want to see them continue their education and improve their skills. b. About 2 1/2 on this one. The Manager appears to be just too busy to do anything but superficially explore new systems of management and alternative approaches to problem solving. He does, at times focus upon a new concept, adopt it with fervor, pursues and advocates the concept with vigor for a period of time and then apparently abandons it along with the completed work implementation of the concept entailed. This makes adaptation to a new concept or method difficult for staff members who conclude, perhaps rightly that the Manager has trouble adopting a concept or course of action and hewing to it. c. It appears an adequate job is being done in keeping abreast of developments and overall City management. d. Does well at keeping current and avoiding duplication of effort. Quality of Work a. Administrative skills, temperment and political outlook are excellent models for newcomers to government services or seasoned staff. b. Good quality. Few mistakes. c. This rating is a judgement call. I have no idea whether his work is a model for continued accuracy, thoroughness and study by his colleagues, although I rather imagine this is not the case. It is impossible for me to determine what the current professional standards for his position are. d. The quality of work is at a satisfactory level and I feel there are certain areas that would serve as a model for continued accuracy and thoroughness and study by colleagues. e. Yes; very thorough. Quantity (workload) a. Amendments are often caused by walkins from citizens. Is willing to work seven days a week to perform the job. MIEROMMED BY JORM MICR+LA9 CHAR RAPIDS MOPIrS M 1-jlL<OFILMLD BY JURM MICRULAB CEUAk RAVIJS AND UL's HUCd), .x+•11 -7- b. As mentioned earlier, with the huge number of projects this City has going I am impressed by your ability to keep all the irons in the fire and keep progress moving ahead on so many different projects. c. Couldn't be better in this area. d. There is a very high level of performance in this area. It appears as one of the most successful areas, demonstrates good ability to adjust to the situations that arise. e. Maintains a very high level of quality output. f. Maintains flexible work schedule and works well within demands placed upon it because of flexibility. C. Personal Criteria on Performance Evaluation 1. Objectivity a. Occasionally you do have blind spots in certain areas and it becomes difficult to explain alternates or options. Once you get down on a division or down on a certain project, it takes a great deal of con- vincing to turn you around. It may be beneficial to keep a little more open mind when it appears that efforts are being made to correct situations. If a division is operating well, you are willing to allow that division to do almost anything which makes their operation even better. Unfortunately, if a division is down in your eyes you place so many restrictions on flexibility in the division that it makes it difficult to turn things around or make situations better. b. The development of ideas is logical, professional and appears to be always based on good sound, factual information. c. Does not play favorites; is fair and very objective. d. Usually objective, although at times seems to bend to meet Council's desires. I realize that this is necessary to some extent in a poli- tical environment. 2. Personal Attributes a. You meet the criteria listed above. Earlier it was mentioned that there is some lack of "esprit de corps" in City government and I am not sure how much of this is your personal responsibility and how much results from the general attitude of the citizens of this city. In some respects I equate the City government here to the Jerry Brown type of government in California. I believe we go overboard on being ascetic. Behavior is asked from City employees which is not matched by probably any citizen in Iowa City. Perhaps we've gone too far to the "white glove" concept. b. He almost scores a home run here. However, his willingness to change is often predicated on what he thinks will be acceptable to four people voting "aye" on the suggested or proposed change. Consequently, one point is deducted. 141CROFILMED BY JORM MICR+LAB CFnAR RAPIDS - PFS 1'401116 14ILRUHU4EU BY JORM MICROLAB CEDAR RAPIDS AND ULS ,lu;,iL -8- c. From my observations, energetic, usually enthusiastic, persistent, and committed to sound City operation. d. Enthusiasm and cooperative attitude demonstrated is a big plus. 3. Professionalism a. I believe the city manager form of government in this city is extremely professional and well run. b. Does well here. c. Demonstrates good ability to execute duties in a professional manner. D. Community Relations 1. Citizen Interests a. Emphasis in the present City administration is heavy on response to citizen complaints. b. Does pretty well in this category, generally by referral of citizen complaints elsewhere in the City government. That's what we get paid for. c. Sometimes citizens' complaints can be very difficult to deal with because of conflict, or unreasonable complaints or requests. All considered, I observe them as being handled properly and most important, courteously. d. Very conscientious in this area. A good balance. oliy en the available e for staff elimited ebypcitizensen oorpwhochave tlimited se interest problems. 2. City Interest a. Respect the fact that personalities of Council members or fellow staff members is not made an issue of decision making. b. If the Manager is aware of a City employee being right, I believe more defense should be given in a Council meeting. Many attacks have been made on various City employees by citizens in Council meetings, and the attacks were unfounded in fact. I believe defenses should be made in front of Council and in front of the news media in order to demonstrate a willingness to back up an employee when they are right in a situation. c. Does right well in this category. d areassindicatesvresponsibility to CounPerformance in similar cil-employees e. Does well at defending and speaking out on his opinions or the staff's opinions. 3. City as an Example for Others ies and rn vernment a techniques.s city at hgovernment here ise of antextremely ginterestiingeworkoenviron- ment. MICROFILMED DY 1 JORM MICR+LAB CEDAR RAPIDS • DFS MOINES PAIO2UF!LMLU BY JORM MICROLAB CLUAR RAVIUS ANU uLS AUI:IL�, •��• 19 b This shouldlnotnbehaslittle portion oflationship personaltorthe City occupational9er and evaluation.Incertainly my opinion, few, if any other city governing bodies or administrators look to Iowa City as a model on how they can improve their own positions or services. However, I suspect the Manager is able to provide imagina- tivTheesalient and featurer e9oftio ns to Iowa Citycrourrentlylisconsultants asritassociations. for forty years, the suggestions of local professionals are often not considered, or at least undervalued by the elected decision -makers. Local prophets appear to be unwelcome in Iowa City's decision-making process, even though a good share of their total income may be derived from consultation outside the City. The City Manager's impact upon professional groups outside the City might be substantially greater than it is within Iowa City. c. A great deal of progress is being made in this direction. There may be a way to go yet. However, efforts and performance is very good in the area. d. Displays an interest in achieving this but not able to comment on effectiveness. 4. Community Activity a. Generally satisfactory job. b. The Manager appears to do as well in this aspect of fulfillment of his role as time and energy permit. Neal has a general and somewhat super- ficial knowledge of what is going on or what might be recommended in City operation. However, it is probably true that he cannot really gain anything but a superficial knowledge of operations because of the scope and complexity of demands placed upon him. Finally, and gratuitously, I believe the present City Manager is doing a pretty good job in what is probably one of the most difficult governments in the nation in which to be an administrator. c. When there is a need for first-hand information the response is excellent. This is necessary and consistent with good decision making. d. Is a superb manager and the City should do all it can to keep him happy and here. e. This activity is more apparent in departments other than those providing staff functions. f. One only has to look in the mailbox on Monday morning to know the Manager has been driving the City over the weekend. MICRUILMCD By JORM MICR+LAB cFDAR RAPIM , DFS MOINFs QI LRUFILMED BY JORM MICROLAB CEDAR RAPIDS AND ULS IUI:iL„ Uri,, MANAGERIAL EVALUATION DIMENSIONS 1 ADMINISTRATIVE SKILLS 1. Organizing and Planning (To what extent does the individual effectively organize and plan his/her work?) I 2. Quality of Decisions (To what extent does the individual make decisions of high quality?) 3. Decisiveness (To what extent is this individual willing to make decisions when required?) 4. Creativity e(To what extent is the person able to solve a management problem in a unique way, departing from standard solutions?) i 5. Written Communication (To what extent does the individual effectively express his/her ideas in writing?) i INTERPERSONAL SKILLS 6. Leadership (To what extent does the individual get people to perform a task effectively without arousing hostility?) 7. Behavior Flexibility (To what extent does the individual, when motivated, modify his/her behavior to reach a goal?) 8. Oral Communication (To what extent does the individual effectively present an oral report to a small conference group?) II S C; 141CROFIL14C0 BY p' J0 RM MICR+LAB CEDAR RAPIDS • DES F101nFS 1I100FILMED BY JORM MICROLAB CEDAR RAPIDS AND ULS IUINL'�, "Jew T STABILITY OF PERFORMANCE 9. Tolerance of Uncertainty (To what extent does the individual's work performance stand up under uncertain or unstructured situations?) 10. Resistance to Stress (To what extent does the individual's work stand up in the face of unusual pressures?) WORK MOTIVATION 11. Inner Work Standards (To what extent does the individual want to do a good job, even if he/she could get by with doing less?) I 12. Energy (To what extent does the individual maintain a continuous high level of work activity?) i I � f 141CROFILMED BY J0 RM MICR+LAB i MAR RAPIDS - DCS MOINES MICROFILMED BY JORM MICROLAB • CLDAk RAP10S AND ULS IUI;i;J, .J(-" City of Iowa City MEMORANDUM DATE= June 15, 1978 TO: Department He1a11d�s�, ' FROM: City Manager�l,M'v RE: Linda Schreiber Linda has resigned from her full-time employment as administrative assistant effective July 7, 1978, in order to spend more time with her family. Linda certainly will be missed as she has done an excellent job. During the summer months, Linda will continue to work part-time on the human service agencies budget process and may undertake other part-time projects in the fall. Please start referring work items which will continue beyond early July to the Manager or the Manager's Secretary so that Linda can complete her current work assignments. cc: City Council i 141CROFILIIED BY .JORM MICR+LAB Cf OAR PAPI05 • M I40111i5 1222 S l,. MICROFILMED BY JORM MICROLAB • CLDAk RAP10S AND ULS IUI;i;J, .J(-" City of Iowa City MEMORANDUM DATE= June 15, 1978 TO: Department He1a11d�s�, ' FROM: City Manager�l,M'v RE: Linda Schreiber Linda has resigned from her full-time employment as administrative assistant effective July 7, 1978, in order to spend more time with her family. Linda certainly will be missed as she has done an excellent job. During the summer months, Linda will continue to work part-time on the human service agencies budget process and may undertake other part-time projects in the fall. Please start referring work items which will continue beyond early July to the Manager or the Manager's Secretary so that Linda can complete her current work assignments. cc: City Council i 141CROFILIIED BY .JORM MICR+LAB Cf OAR PAPI05 • M I40111i5 1222 S MILROFILMEU BY JORM MICROLAB CEUAk RAPIDS AMU UES City of Iowa City MEMORANDUM DATlI June 16, 1978 TO: All Department Heade FROM: Neal Berlin, City Manager RE: Travel - Non -ERA States Attached to this memorandum is a copy of the resolution adopted by the City Council on June 13, 1978, which prohibits the expenditure of City monies for travel to non -ERA states for conventions, conferences and committee meetings. There currently are fifteen non -ERA states. These are: Alabama, Arkansas, Georgia, Louisiana, Missouri, North Carolina, South Carolina, Virginia, Arizona, Florida, Illinois, Mississippi, Nevada, Oklahoma and Utah. This resolution covers travel approved after June 13, 1978. While I think it is clear as to the interpretation of the words "conventions, conferences, or committee meetings", there may be instances when a particular request is questionable. Therefore, in the submission of future travel requests provide as much supporting data as possible so that a fair determination may be made. In addition, all travel requests should indicate whether the state is an ERA or non -ERA state. The resolution specifies no monies of the City of Iowa City. The in- terpretation of this language includes all Federal and State grant assistance or funding and aid to agencies. While training is exempt from the travel prohibition, I believe it is appropriate, where possible, to discourage travel for training purposes to non -ERA states. Therefore, if you request training travel for a non - ERA state, indicate the alternative dates and locations in ERA states, if any. In addition, as was mentioned in staff meeting, I would appreciate receiving from each.department head a membership list of public interest and professional.organizations. The list should include the name and address of both the president and executive director of the organization. A letter concerning the City policy will be sent to each organization. If you have any questions, please contact me. cc: City Council Clara Oleson jm5/1 K;IIICROFIL14ED 6Y JORM MICR+LAB UOAP RAPIDS • nr5 mw:F.5 /2.23 1410ROFILMED BY JORM 111CROLAB 1. CEDAR RAPIDS AND ULS ;IUIiiL'J, :Ur -11 RESOLUTION NO. 78-230 RESOLUTION CONCERNING EXPENDITURE OF IOWA CITY MONIES FOR TRAVEL TO STATES WHICH HAVE NOT RATIFIED THE EQUAL RIGHTS AMENDMENT. WHEREAS, the passage of the Equal Rights Amendment is an issue of both national and local impact in the lives of citizens, and WHEREAS, a majority of the people of this country have indicated their support of the ERA through their legislatures, NOW, THEREFORE, BE IT RESOLVED BY•THE CITY COUNCIL: 1. That no monies of the City of Iowa City shall be spent on out - of -State travel, food, acconmodatlons expenses, or convention costs for governmental employees who attend conventions, conferences, or committee meetings in states which have not ratified the Equal Rights Amendment; 2. That the City Manager will report non -ERA travel to the City Council at 6 -month intervals; 3. That nothing in this resolution prohibits expenditures of individuals' private funds in unratified states; 4. That the City Manager shall notify appropriate persons and organizations of this resolution. It was moved by deProsse and seconded by Perret the Resolution be adopted, and upon roll caTT there were: AYES: NAYS: ABSENT: x Balmer x deProsse x Erdahl x Neuhauser X _ Perret x Roberts X Vevera Passed and approved this 13th day of /June 1978. Mayor I Attest: ,M uiLy Lierk MICROFIL14ED BY JORM MIC R+LAB CEDAR PAPPS • PCS MOVIE'S Mi,KUFILMLD BY JORM MICROLAB CLDAR RAPIDS AND JLS MUINL'j, parks. & recreation department MEMO to; Mayor Vevera and City Council from: Dennis Showalter, Director Neal Berlin, City Manager re: Napoleon Park Historical Project date: June 16, 1978 I have been probing and excavating an area 35' x 35' in Napoleon Park in an attempt to find old foundation stones which will pinpoint the location and size of the building which served as the territorial court from 1839 to 1841 before Iowa City was founded. I think I have found part of this foundation. After the site has been properly evaluated, I intend to mark the old building site, write.a report, level the area, and re -seed it to bluegrass. In the future, there may be'some interest in a historic restoration project here. I would not be in favor of letting others dig at Napoleon unless requested by and under the supervision of the historic preservation personnel. /ef S «� ..r-.�_._FILI4ED BY JORM MICROLAB CFBAP RAHM • OFS moi.,!FS i MILRUfILMEU BY JURM MICRULAB TO: FROM: RE: LEUAR RAVIOS MU ULS 'IU.;IL� aty of Iowa City MEMORANDUM DATE: June 16, 1978 (1SusCity Council kPase an Sheets, Redevelopment SpecialistNeighborhood Site Improvement Program: 2 As you know, the neighborhood input meetings for Phase 2 of the CDBG Site Improvement Program have begun. Attached you will find a schedule of the input meetings for each of the designated sub -areas on the north side of the CDBG planning area, and in- vitations to attend the three remaining meetings to be held next week. Minutes of the meetings thus far indicate that sidewalks, alleys and traffic will be significant issues in the north side area, as they were in the Longfellow area. Pedestrian accessibility to services is one of the primary assets of the neighborhood according to residents. Churches, stores, schools, parks and a hospital are all within walking distance and residents are interested in improvements which would increase safety for pedestrians. A pedestrian crossing traffic signal was suggested for the corner of Davenport and Dodge; curb cuts and sidewalk repair were suggested throughout the area. The variety of activities and services in the area have generated heavy usage of several alleys.' To alleviate dust and pot holes, it was suggested that these alleys be paved. Some residents and churches are willing to share the costs of improving the alleys. Mass transit is also used often. Residents are very appreciative of the "excellent bus service" to their area, and they have suggested bus stop furniture to accommodate daily riders during bad weather. Residents also suggested banning dogs from North Market Park to make it safer for. children. They would like to see improved animal control throughout the area as dogs have become,a neighborhood problem in recent years. The next input meetings will be held Monday, Tuesday, and Wednesday evenings next week at Horace Mann School. Council members are welcome to attend and participate in the discussions. SS/ssw Attachments 141CROMMED BY JORM MICR+LAB Cf DAR RAFIDS • DFS MOINES /,22,.5- VIi�.,(Ui ILMLU BY JUNM MICkULAB CLUAk kAPiu'� AND 141CRDEILMED BY JORM MICR( LAB CI DNP p,APTRI, . Pf5 MOVIE'. YOUR NEIGHBORHOOD WILL BE DISCUSSED ,TUNE 19 7:30 P.M. HORACE MANN SCHOOL TO IDENTIFY PROBLEMS AND NEEDED IMPROVEMENTS YOU ARE INVITED...... TO A MEETING JUNE 19 AT 7:30 P.M. AT HORACE MANN SCHOOL GYM TO DISCUSS....... A CITY SPONSORED PROGRAM FOR NEIGHBORHOOD SITE IMPROVEMENTS..... WHICH IS BEING INITIATED IN YOUR NEIGHBORHOOD THROUGH FUNDING PROVIDED BY THE HOUSING AND COMMUNITY DEVELOPMENT ACT. THE CITY STAFF WANTS YOUR IDEAS........ AND SUGGESTIONS FOR IMPROVE- MENTS IN YOUR NEIGHBORHOOD ENVIRONMENT. SOME POSSIBLE IMPROVEMENTS ARE SIDEWALK AND ALLEY REPAIRS, TREE PLANTINGS, BUS STOP FURNITURE..... BUT WE WOULD LIKE TO KNOW WHAT YOU WANT AND WHAT YOU FEEL IS IMPORTANT FOR YOUR NEIGHBORHOOD IN PROVIDING A SAFE AND PLEASANT ENVIRONMENT, PLEASE PLAN TO ATTEND. IF YOU HAVE QUESTIONS, CONTACT SUSAN SHEETS, PHONE 354-18001 EXT. 324. JORM MICROLAS 0 'uf r.i YOUR NEIGHBORHOOD WILL BE DISCUSSED JUNE 20 1:30 P.M; HORACE MANN SCHOOL TO IDENTIFY PROBLEMS AND NEEDED IMPROVEMENTS YOU ARE INVITED...... TO A MEETING ,JUNE 20 AT 7:30 P.M. AT HORACE MANN SCHOOL GYM TO DISCUSS...;.. A CITY SPONSORED PROGRAM FOR NEIGHBORHOOD SITE IMPROVEMENTS..... WHICH IS BEING INITIATED IN YOUR NEIGHBORHOOD THROUGH FUNDING PROVIDED BY THE HOUSING AND COMMUNITY DEVELOPMENT ACT. THE CITY STAFF WANTS YOUR IDEAS,.....,. AND SUGGESTIONS FOR IMPROVE— MENTS IN YOUR NEIGHBORHOOD ENVIRONMENT.SOME POSSIBLE IMPROVEMENTS ARE SIDEWALK AND ALLEY REPAIRS.. TREE PLANTINGS, BUS STOP FURNITUREs.... BUT WE WOULD LIKE TO KNOW WHAT YOU WANT AND WHAT YOU FEEL IS IMPORTANT FOR YOUR NEIGHBORHOOD IN PROVIDING A SAFE AND PLEASANT ENVIRONMENT. PLEASE PLAN TO ATTEND. IF YOU HAVE QUESTIONS, CONTACT SUSAN SHEETS, PHONE 354-18001 EXT. 324. DORM MICROLAB 'vl. U/ jUIt:'i 0 YOUR NEIGHBORHOOD WILL BE DISCUSSED JUNE 21 7:30 P.M. HORACE MANN SCHOOL TO IDENTIFY PROBLEMS AND NEEDED IMPROVEMENTS YOU ARE INVITED...... TO A MEETING ,JUNE 21 AT 7:30 P.M. AT HORACE MANN SCHOOL GYM TO DISCUSS....... A CITY SPONSORED PROGRAM FOR NEIGHBORHOOD SITE IMPROVEMENTS..... WHICH IS BEING INITIATED IN YOUR NEIGHBORHOOD THROUGH FUNDING PROVIDED BY THE HOUSING AND COMMUNITY DEVELOPMENT ACT, THE CITY STAFF WANTS YOUR IDEAS........ AND SUGGESTIONS FOR IMPROVE- MENTS IN YOUR NEIGHBORHOOD ENVIRONMENT, SOME POSSIBLE IMPROVEMENTS ARE SIDEWALK AND ALLEY REPAIRS, TREE PLANTINGS, BUS STOP FURNITURE..... BUT WE WOULD LIKE TO KNOW WHAT YOU WANT AND WHAT YOU FEEL IS IMPORTANT FOR YOUR NEIGHBORHOOD IN PROVIDING A SAFE AND PLEASANT ENVIRONMENT, PLEASE PLAN TO ATTEND. IF YOU HAVE QUESTIONS, CONTACT SUSAN SHEETS, PHONE 354-18001 EXT. 324. DORM MICR©LAB 141LRUFILMEU BY JORM MICROLAB • CLUAR RAPIUS AND ULS ?IUINu , :u+l„ City of Iowa Ct MEMORANDUM DATE: June 14, 1978 T0: Neal Berlin and City Council FROM: Dick Plastino, Director of Public Works RE: Ralston Creek Watershed Management Plan The firm of Powers and Associates has submitted two rough drafts of a final Ralston Creek Watershed Management Plan. Both rough drafts are unacceptable as to conformance with the original agreement dated December 3, 1975. Public Works is withholding payment on the contract and we are entering into a contract with Shoemaker 11aaland Professional Engineers for completion of the study. cc: File N4C Angie Ryan 141CROFIL14ED BY JORM MICR#LAE3 i CEDAR RAPIDS • DFS MOINES /22-6 0 I I j e 141LRUFILMEU BY JORM MICROLAB • CLUAR RAPIUS AND ULS ?IUINu , :u+l„ City of Iowa Ct MEMORANDUM DATE: June 14, 1978 T0: Neal Berlin and City Council FROM: Dick Plastino, Director of Public Works RE: Ralston Creek Watershed Management Plan The firm of Powers and Associates has submitted two rough drafts of a final Ralston Creek Watershed Management Plan. Both rough drafts are unacceptable as to conformance with the original agreement dated December 3, 1975. Public Works is withholding payment on the contract and we are entering into a contract with Shoemaker 11aaland Professional Engineers for completion of the study. cc: File N4C Angie Ryan 141CROFIL14ED BY JORM MICR#LAE3 i CEDAR RAPIDS • DFS MOINES /22-6 0 I 1.11CROFILMEU BY JORM MICROLAB CEDAR RAPIDS AfID UES DtuiaL�,, ,U.•„ City of Iowa City �- MEMORANDUM DATl1 June 14, 1978 TO: City Council FROM: Hugh Mose, Transit Manager '2/op RE: UMTA Grant Process On several occasions Councilpersons have inquired about delays in the UMTA Grant Process. A recent article in Mass Transit magazine outlines the Z�er4 involved procedure. Please refer to the attached article, particularly the 28 items that UMTA looks for on an application. We are just now beginning to get involved in the whole grant process, both for two-way radios, a replacement bus for old #971, signs and shelters, and for a new bus barn. It could take as long as two years before we see the results. bv3/21 `t` 141CROFILMED BY JORM MICR+LAB '! r.FDAR RAPIDS • DFS MOINCS 122-7 I•tiL,Wi 1LI'Ie.0 BY JORM MICROLAB by Thomas R. Crosby Urban Mass Transportation administrators have come and gone, but the red tape goes on and on and on. Richard S. Page, the current UMTA administrator, has taken out his administrative scissors and is determined to be remembered as the man who linally trimmed away the prickly underbrush of his agency's bureaucracy. "As a newcomer to Washington. I find a lot of federal employees (in all 12 Cabinet agencies) with a mental set [hat says it we look at something more closely, we'll make a better docision;'said Page. "That's baloney. In some cases it may be true, but the federal track record isn't all that good, either." Page is convinced that he can create a more direct and simple path between transit agencies seeking crucial federal capital and operating grants and the UMTA bureaucrats who control the government's checkbook. Page has decided to disperse the Washington -based Office of Transit Assistance into UMTA's 10 regional offices, giving the regional offices additional staff—and more imponanlly—power to approve grants or up to S5 million without seeking Washinglon's often molasses -like approval. A former general manager of the Seattle. Washington, transit system, Page is also backing a bill before Congress that sets a financial limit on how much a jurisdiction can get in 1979 for capital, operating and planning. By selling fixed amounts according to a complex lour -part formula, Page believes there will be loss squabbling over UMTA's total money pie, although critics point out the new law would do little to speed up the grant process. Shortly before Page look office, UMTA said a transit agency could get Section 5 (operating only) funds before an audit is made of the previous year's grants, thus eliminating some of the nailbiting delay by transit agencies that formerly had to wait for the auditors to conclude before getting the next Section 5 allotment. Page is optimistic that these and future actions will improve his agencies processing of transit grants. However, the transit industry is not doing any joyous handstands yet over Page's promises. They've heard it all before and they remember what happened when Page's predecessor, Robert E. Patricelli, promised in September 1976 to simplify and clarity the grant process, which Patricelli described as "Out -dated and overly cumbersome." (See MT, October 1977) MIME LLUAtt kAPiuJ AU dL� "There is a grain of In the statement that nothing has been done (to implement Patricelli s proposals)," said UMTA's Bruce Barkley, director of the Office of Program Evaluation and the man who headed a special task force that spent six months analyzing UMTA's grant process. The central theme of Patricelli s plan was to have the transit agencies and [he local transportation planning agency develop an annual Transportation Improvement Program (TIP) upon which individual grants would be awarded. While the theory was good—and Patricelli estimated paperwork would be reduced by at least one-third—the American Public Transit Association (APTA) balked because the plan put too much of a transit agency's grants into the hands of the local planning organization. Currently, a grant must be in the local area's TIP, but the TIP is not the basis for UMTA's grant relationship with a transit agency. APTA warned that some of the Patricelli proposals seemed "to increase the detail and depth of information requested." "They were more fundamental changes than people were willing to assume at the time.- said Barkley. UMTA's grant process is the biggest federal program issue lacing transit operators, according to Stanley G. Feinsod, APTA's new executive director in charge of policy and programs. .'The promise of federal assistance is hampered by red tape and administrative delay," said Feinsod. "It has a serious impact on the finances of transit operators when the money doesn't come on time." Nine separate laws and high-level government circulars require 28 different exhibits for every Section 5 (operating and/or capital) and Section 3 (capital) grants. No matter that much 01 the Paperwork is exactly the same for each grant. It must be repealed over and over every time a grant is sought, UMTA has said. The 28 statutory requirements represent "a series of safeguards;' said Page, that affect, among other things, the environment, labor, civil rights. the elderly, the handicapped and the public's right to comment. While UMTA is "bound to follow the law;' Page admits. I feel we (the government) have overreacted in the area or protection." He cites the elaborate Labor Department guarantees that a grant to a transit agency will not worsen any employee's working conditions. Fool -dragging by transit unions, who have the Labor Department's backing, in reaching such agreements have held up transit grants in the past and contributed to some agencies refusing to seek federal help they are lawfully entitled to receive. Page also mentioned the environmental impact statements that must be riled with capital grant applications. "II can take months or years to assess the impact and the cases often turn on the temporary environmental impact (such as what happens during construction) or on some small, arcane Procedural gimmick," said Page. "I talked to an environmentally oriented member of Congress the other day—and he has impeccable environmental credentials—and he's fed up to here with what's going on," Page said. "Citizens are paid to be consultants to find small environmental items to fight over and those who fight don't share in the cost of delay. It really gots ridiculous:' Still, Page says, the safeguards are "good objectives," but 'they have become excessive and I think the UM' grant process has also become excessive in some cases." The Commission on Federal Paperwork conducted the first objective look a1 UMTA's grant process and in its June 1977 report, distributed in early 1978, it called the process "inefficient;' "burdensome" and "duplicative." Red tape is a constanl UMTA problem, the commission said, because grants are administered "primarily by monitoring an exhaustive paper flow between agency and transit operator." MAY 1076 q: ' IdICROf IL14C11 BY JORM MICR+LAB Cf0I1R N,1r'105 • eft MOIGCS in T i Mii,kUFILMLO BY JORM MICROLAB Prior to May 1977, UMTA reviewed nearly _.1 bids and specifications over $10,000 by a transit agency, even after the total grant had been approved. Since May 1977, that dollar limit has been raised to $500,000lor most items. But when the limit was still $10,000 UMTA had 2,000 requisitions every year from transit operators. These requisitions—which had to be approved by UMTA—ran the gamut from rail car or bus purchases to low trucks and the leasing of copying equipment, the commission said. UMTA claimed it processed these requisitions within 20 days, but the commission found that in fiscal 1976 almost 60 per cent of the UMTA requisitions look more than 30 days to process. One solution, according to the commission and APTA, is the project management approach that is being tried by UMTA with the Metropolitan Atlanta Rapid Transit Authority (MARTA). With a $1.017 billion program ($800,000 from UMTA) ap- proved for the first phase of rapid rail construction, MARTA prepared an annual work program that both MARTA and UMTA approved. Every three months MARTA files a progress report and UMTA reviews it, asking questions where appropriate. To understand what this means to MARTA, the transit agency filed 300 grant•relaied items with UMTA in fiscal 1975 and 1976 with each of those items having raised the spectre of bureaucratic delay. The program management approach "gels us out of the day to day decision making; ' said Page, who is setting up similar programs with Washington. Miami and possibly Boston. Items covered in the MARTA program include purchase of transit vehicles, support equipment and maintenance equipment; real estate acquisition; engineering and design: construction management and inspection; right of way construction; wrap-up insurance and contingencies. Another problem in the past has been the failure of UMTA to approve Section 5 operating funds until an audit was done. These audits often look up to six months, forcing transit agencies to borrow money to meet payrolls until the audit was finished. In the first four months of 1977, for example, the City of Phoenix paid $50,000 in interest on a loan of $1.5 million. In fact, the commission said, in fiscal 1976, transit operators paid an estimated $5 million in interest whilewaiting for audits to be completed and now Section 5 grants to be awarded. However, the new Section 5 procedures will allow payment of pan of the Section 5 grant before the audit is completed. In addition, there will be a one -lime submission of the major exhibits, which the commission predicted would cul paperwork at UMTA in hall for Section 5 grants. The exhibits would be updated as needed. Also, UMTA is preparing a manual to help transit operators prepare their financial exhibits. But UMTA has not agreed to do the same thing with Section 3 capital grants, despite the fact that Section 3 money in the 1974 UMTA Act totals $7.1 billion compared to only S4 billion in the Section 5 pot. In addition, most operators submit several Section 3 grants a year and usually only one Section 5 request. The commission recommended the Section 5 operating manual be expanded to include Section 3 and that transit properties located in the same urban area be allowed to consolidate their grant information. At the very least, the commission said Section 3 procedures should be developed to "eliminate duplication of paperwork previously submitted by applicants." Another commission recommendation was for UMTA, along with the U.S. Treasury, to approve letters of credit for transit companies meeting the appropriate accounting qualifications. A letter of credit for $500 million has been given to the Washington Metropolitan Area Transit Authority (Metro), which Metro Comptroller William Boleyn called a "fine arrangement;' Whenever Metro needs money, it notifies UMTA that the transit MAY 1978 CEUAR RPM AII9 )L� :I agency agency is going to utilize the letter of credit "and if they have any problems, they tell us," said Boleyn. The letter of credit will save taxpayers' money. Metro hopes. The transit agency has estimated that UMTA-s lardy approval of Metro grants and projects has in the past three years cost over $30 million in interest and inflation. Even the letter of credit look a year for approval alter all the terms were agreed upon. "I'm disappointed it look a year;' said Page. "That's loo damn long for something that is helpful and there is no risk. We (at UMTA) spend a lot of time looking at possible risk and sometimes we spend loo much time looking at one side of the risk;' To the transit industry, there is no question that UMTA spends too much time looking, looking, looking. In the past, "It was easier to nit-pick the administrative pad of a grant rather than the overall design of a system;' Page said. .,We would look at the tree rather than the large animals in the forest. I think it's a lair criticism:' "I would like to get our federal sticky fingers off some things and look at the items that really cost," Said Page. Responds APTA's Foinsod, "it will take a great deal of wisdom to improve the grant delivery process. Just putting people in the field (regional offices) will help a lot of things, but it won't remove the paperwork or reduce the (28) requirements or simplify procedures.' What APTA wants is a "routine" process for obtaining Section 3 and Section 5 funds for such capital items as replacement of vehicles, equipment and facilities. The process should be as simple as UMTA approving the request pro forma once the capital purchase is included in the (Continued on page 62) MICROrILME0 8Y ` JORM MICRQLAB Cf OAR RAt'10; • nf.5 MOI16 Mf117 f41t,i<Ui ILi'1L.0 BY Jow h1ICkOLAB M 1A I (Continued /mm page 17) transit agency's annual program. APTA also wants open-ended agreements between UMTA and transit agencies for multi-year programs involving capital and operating grants. The agreements would eliminate annual grant requests and they would be changed only when needed. "Our first goal is to get the money out and let the locals decide what to do with it," said Page, "but the conflicting requirement is to see that it is done well according to the law. It makes life interesting." What is also interesting is UMTA's complete lack of performance guidelines for the transportation representatives who review transit agency grant requests. Each representative puts his or her own stamp on the process—a sloppiness that UMTA would never tolerate in any transit agency receiving federal grants. "We are faced with the difficult task of applying judgment," said page, "and we clearly have problems in our own shop." Page blames the problems on a lack of staff and the rapid growth of UMTA's grant program from $100 million In 1966 to S2.5 billion in 1977. "We handle more dollars per slaff at UMTA than any other agency," said Page. "I don't aim to have an empire but UMTA has been a stepchild from the beginning. We were the last department added to the Department of Transportation (in 1968) and 40 per cent of our staff isn't even located in the DOT headquarters." Transportation Secretary Brock Adams "is willing to help;' said Page, by authorizing extra UMTA slaff. Currently, UMTA has 475 employees, including about 20 transportation representatives, who are the primary decision makers on all transit grants. Those 20 or so representatives approved 669 grants worth S2.3 billion in fiscal 1977, despite a high turnover in the job. "There has always been too few of us;" said D. J. Mitchell Il, one of the veterans with eight years at UMTA. He is slated to head the four -member grant team in Chicago. "There is a very clear role a representative plays as an expeditor," said Mitchell. "If you don't have a good applicant and the representative is busy and can't focus on the application, it will draw out the process. A lot of it is the personality of the representative and the personality of the applicant." And that has been one of the major problpm..s. There are no standards against which to measure a repre_.:. dative's performance, although Mitchell contended, "There is no such thing as a typical grant." " I like the idea of selling standards. -said Page. " f don't feel you can apply (strict deadlines) to a granting agency and conduct the kind of review we're supposed to conduct ... but some form of management guidelines are a good idea." The lack of guidelines or administrative controls became painfully apparent at UMTA when a GS -5 financial assistant, William C. Sibert, was arrested last August and charged with embezzling 5656,000 in federal funds. Sibert, who was convicted and sentenced to six years in prison, (Continued on page 66) Call us... /ice For years we've been known as Recreational staff. Because we believe you can't build a Industries. Now we're Rico. Either way heavy-duty bus or specialty vehicle on an we're one of the oldest, largest and most RV line. reputable manufacturers of commercial So if you want a commercial vehicle vehicles in the country. We've changed our that's built as a commercial vehicle name to reflect that position. call us ... Rico. Our commercial roducts division has its P Commercial Products Division //��,��q/ P.O. Box 3143/Warren, Ohio 44485 own specialized factory, engineers, and //� 216/393-1516 E 8 H Transporter M/62 141CRbf1LRCe 6y DORM MICR6LA13 rFPAR PAr11)'; Df5 401V1 MAY 1976 FliwtUi iLISE.0 by JORM MICROLAb UMTA (Continued rrom page 62) diverted money earmarked for Atlanta's MARTA. He said he did it because he noticed his supervisor never read over the invoices for the huge federal payments to transit agencies. He was caught because his bank began to wonder about the sizeable deposits in his account and notified the FBI. And last February, another event added a black eye to UMTA. The new formed Snohomish County Public Transportation Benefit Area Corp. of Everett, Wash., got fed up waiting for its 58.3 million Section 5 grant to be approved. They ask UMTA to withdraw their application, which has been pending for well over a year. Mitchell, who expressed surprise at one point in his interview that the UMTA public affairs office was permitting him to talk to a reporter, said "Section 5 grants can go through in 21/2 months or sit around for a year." The most frequent hang-ups, according to Mitchell, are environmental impact statements, failure to have an annual Transportation Improvement Plan that includes the grant project, and slowness on the part of the transit agency in responding to UMTA questions. At the same time, Mitchell admitted, "It sometimes takes a month" before a grant logged in at UMTA arrives on the desk of the Iransportalion representative for analysis. The upcoming regional re -shuffling is supposed to eliminate this front-end delay. While this change may help speed up the process, it will still leave transit agencies with the need to cattily 28 items. (A grant application is rarely less than three inches thick.) LEUAk kAPid� AIIJ LJIa "Most of the grants could be handled by a negative declaration;'said Page. Basically, this is a statement that the transit agency will abide by the law but it any transgressions occur, the agency will correct them immediately. But for 13(c), the labor protection agreement, the Department of Labor has called the declaration illegal, although APTA's attorneys argue it is perfectly legal. As long as the dispute exists. transit agencies must prove—in advance—that a grant will not harm any employee. UMTA is permitting, in certain cases, negative declarations concerning the environmental impact. However, this is not yet spelled out in UMTA regulations and has been used mostly when an agency is replacing worn-out buses. If Page can expand the negative declaration concept and set out guidelines for its use. he would earn the undying gratitude of the transit industry, even if his other programs don't materialize. The odds are in Page's favor. Unlike his two predecessors• each of whom lasted less than two years in the job and came from non -transit backgrounds, Page is likely to remain in office at least until 1980, the next presidential election year. "I think Page, with his familiarity with the problems of grant delivery, is the first administrator to understand the system and to realize its impact on transit operators. I am optimistic about his ability to make changes;" Feinsod said.❑ Thomas A. Crosby is a veteran transit reporter for the Washington Star. NEED ELECTRICAL CONTROL COMPONENTS FOR r MASS TRANSIT USE? "\ Then look to Ward Leonard. You'llall — our control products are quality built and designed to withstand the rugged service LOW ^ demanded In mass people moving equip. nelimlit 1uumawulment. -`•r�Our line Is comprehensive too... Including II high current resistors (for starting, braking, plugging), rheostats, relays and contac• tors, etc. Components are all mechanically Ll:;'llQifllWi+tnnulllrjyll^,•,-• _ _ _ and electrically equivalent to those you're buying now. And you may be surprised to learn that we are the original manufacturer. Write us for details. 8.3 • WARD LEONARD ELECTRIC CO., INC, 1'Ir� ri6MIKV 1WV•1ro„ N♦ ,01b out o.•• IM /66 MAY 1978 ` I41CROFILMCD By JORM MICR( LA13 rrm, pnPlnS • IFS momrs MILIWO iLi4eU BY JORM MICROLAB How UMTA makeL a grant Step 1 Request application forms from the associate adminis- trator of Office of Transit Assistance, John Taylor, Ur- ban Mass Transportation Administration, Room 9306, 400 7th St., Washington, D.C., 20590 (2021426.4020). Step 2 The original and live copies of the application are sent to the above address, then logged In by the Office of Administration where it receives a project number and copies are sent to: Department of Labor (2 copies): UMTA's Office of Civil Rights (1 copy); UMTA Regional Office (1 copy): UMTA Office of Chief Counsel 0 copy). Step 3 The master application is sent to the Office of Grants Assistance within the ("ice of Transit Assistance where it is sent to the appropriate division thiel who is responsible for certain regions. At the same time, the Office of Civil Rights and the Office of the Chief Coun- sel begin reviewing the application. Step 4 The division thiel either reviews the application or as- signs it to a transportation representative who works directly with the applicant and is the person who over- sees the grant throughout the process. All questions concerning the status of the grant are answered by the representative assigned to the applicant. Step 5 The application is reviewed and a list of additional in- formation, items needing clarification and questions concerning justification for the grant is prepared. Step B The transportation representative coordinates with the Office of Planning (now the Office of Planning, Man- agement and Demonstration) to verity that the appli. cation has met the planning requirements of the Urban Mass Transportation Act. Step 7 The representative then writes a review letter request- ing the needed Information and Informing the applicant that a 13(c) certilication Is needed from the Department of Labor. The applicant Is given the name and number of the Department of Labor person to contact, but then must work directly with Labor. Step 6 The Washington transportation representative then makes an on-site inspection (unless the representative is familiar enough with the property from previous in- spectlons). Step 9 Once the additional Information, Including the 13(c) certification, is received back by UMTA, the grant is reviewed by the division chief, then sent to the Office of Civil Rights, the Office of Chief Counsel and the Office CLUAR RAPIU:i AND Jc. of Administration to ty adequate funding is avail- able. It then goes to the division director of the Office of Grants Assistance where the associate administrator will sign to approve the grant it it is under 55 million. Otherwise, the application goes to the associate ad- ministrator for review, then to the administrator (Rich- ard S. Page) for his signature. Step 10 The last step is the formal announcement of the grant through a press release. What UMTA looks for on an application 1. Letter of application 2. Eligibility of applicant—only one applicant 3. Resolution 4. Civil Rights Assurance 5. Legal Opinion 6. Project Description • Project consists of • Project estimated cost -line item—good cost esti- mates • Assurance of competitive bidding • Vendors warranty of compliance with air pollu- tion control standards. • Land acquisition assurance from sample format • Eligibility of project guide 7. Public Transportation System • Description of principal carrier • Fare structure of principal carrier • Ridership figures for five-year period • School children as part of ridership • Charter service of principal carrier • Financial arrangement between city and transit agency • Description of other carrier • Any competition of routes between applicant and other carriers • Protection of private transportation agency • Unified transportation program • Maps of system • Non -capital improvements B. Project Justification • Benefits to carrier • Benefits to the urban area • Benefits Io the ridership • Section 4(a) of the Urban Mass Transportation Act • Continuing need for the project • Line Ilem justification 9. Revenue Financing 10, Net Project Cost and Grant Funds 11. Planning • Comprehensive planning • Transportation planning • Technical study planning evaluation • HUD advisory planning finding • State' clearinghouse review comments • Regional clearinghouse review comments 12. Public Transportation Program • Development program—five-year • Maintenance program • Technical capacity of applicant 141CRO1IL14f0 BY JORM MICR+LAB CrnAR PAPIn4 • firs mamrs hliLiWr!LM U by JURM MICRULAb Anatomy of a grant D. J. Mitchell II, who has worked at UMTA for eight years and is the chief transportation representative for Region V (Chicago), provided the following anatomy of one of his recent grants. The Twin Cities (St. Paul -Minneapolis) Area Metro- politan Transit Commission (MTC) needed $13,701,644 In Section 3 funds to build a 1,200 -vehicle bus garage and maintenance facility on an eight acre site. Local contributions would total $3,425,461. 1110verrlber 1976—Planning for the garage by the MTC began. April 14, 1977—The garage was included in Twin Cities Metropolitan Planning Commission's Transpor. tation Improvement Program (TIP) for calendar year 1977. AprN 1977—The TIP was submitted to UMTA's re- gional office in Chicago. (Mitchell's records do not re- cord the actual date). Aug. 11, 1977—UMTA's field office forwarded the TIP to UMTA in Washington. The delay was due to the field office's concerns that handicapped requirements be mel. Sept 13,1977—After review by the Office of Trans. portation Planning and the Office of Transit Assistance, the TIP was officially approved by UMTA. "That's slap one," said Mitchell. Nov. 7, 1977—The MTC received the draft environ. mental impact assessment. Nov. 10, 1977—Tho MTC filed the garage appli. cation with UMTA. Nov. 24, 1977—Mitcholl said he received the appli- cation about this tlmo. The records do not show the actual data received. Mitchell reviewed the application I,LUAR RAP IJ�) ANU Or and told the MTI phone they needed a slate A95 and regional A95 clearinghouse review (that says the garage conforms to the area's transportation plans); a 13(c) labor protection certification; a project implemen. tation schedule; a public hearing, and an environmen. tal impact analysis, final version. Dec 7, 1077—The Federal Highway Administration approved the project. Dec. 9, 1077—Project approved by Minnesota De. partment of Health. Dec 13, 1977—Project approved by District 12 Community Council, a neighborhood planning group. Dec 14,1977—A public hearing was held. No oppo. sition. Dec 15, 1077—Project approved by State of Minne. sota Environmental Quality Board. Dec 22, 1977—UMTA received labor protection agreement, 13(c); public hearing transcript and a final environmental impact report. The 13(c) needed more work, Mitchell said. Jen. 19, 197!—The A95 reviews were received by UMTA. Jen. 23, 24 end 25, 197/—Mitchell did on-site re- view to check out environmental impact and "button down the reasons for the grant," he said. Mitchell no- ticed that the construction was not included in the TIP, just the $694,985 for engineering costs. He asked the MTC if it would be a problem for UMTA to conditionally approve the construction costs, rather than go through the filing of another application. The MTC agreed. Feb. 1, 1979—Application started making rounds in UMTA's Office of Grants Assistance, Office of Civil Rights, Accounting Office, Legal Affairs Office and the Office of Transit Assistance. Mitchell said he started the application in Civil Rights and Accounting first be. cause the environmental problem was still pending and those two offices could be processing the grant while the negative declaration was being completed. "I do my work concurrently, rather than serially," he said. Feb. 9, IWO—Mitchell wrote a negative environ. mental impact statement based on his January on -sire visit and the MTC's final environmental impact report. Feb. 10, 1979—The negative environmental impact declaration was approved. "This was not normal;' Mitchell said. "It can lake months but it worked right because the MTC did a good place of work and I did my homework." He said he had been analyzing the en. vironmental problem since November 1977, BY Feb. 17 all live UMTA offices had approved the grant. There is no record of when the grant was cleared by each office. Feb. 21, 1979—UMTA Administrator Richard S. Page approved the project with the condition only $4,919,000 could be spent under 1977 Section 3 funds. The remaining $8,782,844 would be disbursed by UMTA only after the garage was included in the 1978 TIP, Page said. Fab. 27, 1979—The 16-monlh journey came to an and and the grant was officially forwarded to the MTC. The six-day delay was so UMTA could notify the offices of Senators Muriel Humphrey and Wendell Anderson and Representatives William Frenzel, Bruce Vento and Don Fraser. This Is standard operating procedure in nearly all federal agencles approving grants so Mem. bers of Congress can announce an award of federal money to their home states or districts. —Thomas R. Crosby 141CROF104E11 By JORM MICR6LA13 CFOAP RV In" • nFC f101!1F5 • Provision of funds to meet d, t for live years 13. Use of project Iacililies—satisfactory continuing control 14. Labor and Relocation 15. Labor Finding—Section 13(c) 16. Maps—non-discrimination 17. Flood Hazard Statement 18. Public Hearings • Proof of publication 30 days prior to hearings • Proof of second published notice printed within 30 days prior to hearings • Copy of transcript of public hearings • Certification of transcript • Certification that opportunity has been afforded Public for hearing -from applicant 19. Draft Environmental Statement 20. Section 4(I) DOT Act Impact that restricts the use of park land or historic sites 21. Consideration of Aged and Handicapped 22. Consideration of UMTA technological develop. merits when applicable 23. Section 164 charter school bus assurances 25. Project implementation schedule 26. Affirmative Action Program 27. A87 Cost Allocalion Plan which outlines adminis- ,,, Irative costs in implementing the grants 28. Part I and III of Sample Formal provided applicant Anatomy of a grant D. J. Mitchell II, who has worked at UMTA for eight years and is the chief transportation representative for Region V (Chicago), provided the following anatomy of one of his recent grants. The Twin Cities (St. Paul -Minneapolis) Area Metro- politan Transit Commission (MTC) needed $13,701,644 In Section 3 funds to build a 1,200 -vehicle bus garage and maintenance facility on an eight acre site. Local contributions would total $3,425,461. 1110verrlber 1976—Planning for the garage by the MTC began. April 14, 1977—The garage was included in Twin Cities Metropolitan Planning Commission's Transpor. tation Improvement Program (TIP) for calendar year 1977. AprN 1977—The TIP was submitted to UMTA's re- gional office in Chicago. (Mitchell's records do not re- cord the actual date). Aug. 11, 1977—UMTA's field office forwarded the TIP to UMTA in Washington. The delay was due to the field office's concerns that handicapped requirements be mel. Sept 13,1977—After review by the Office of Trans. portation Planning and the Office of Transit Assistance, the TIP was officially approved by UMTA. "That's slap one," said Mitchell. Nov. 7, 1977—The MTC received the draft environ. mental impact assessment. Nov. 10, 1977—Tho MTC filed the garage appli. cation with UMTA. Nov. 24, 1977—Mitcholl said he received the appli- cation about this tlmo. The records do not show the actual data received. Mitchell reviewed the application I,LUAR RAP IJ�) ANU Or and told the MTI phone they needed a slate A95 and regional A95 clearinghouse review (that says the garage conforms to the area's transportation plans); a 13(c) labor protection certification; a project implemen. tation schedule; a public hearing, and an environmen. tal impact analysis, final version. Dec 7, 1077—The Federal Highway Administration approved the project. Dec. 9, 1077—Project approved by Minnesota De. partment of Health. Dec 13, 1977—Project approved by District 12 Community Council, a neighborhood planning group. Dec 14,1977—A public hearing was held. No oppo. sition. Dec 15, 1077—Project approved by State of Minne. sota Environmental Quality Board. Dec 22, 1977—UMTA received labor protection agreement, 13(c); public hearing transcript and a final environmental impact report. The 13(c) needed more work, Mitchell said. Jen. 19, 197!—The A95 reviews were received by UMTA. Jen. 23, 24 end 25, 197/—Mitchell did on-site re- view to check out environmental impact and "button down the reasons for the grant," he said. Mitchell no- ticed that the construction was not included in the TIP, just the $694,985 for engineering costs. He asked the MTC if it would be a problem for UMTA to conditionally approve the construction costs, rather than go through the filing of another application. The MTC agreed. Feb. 1, 1979—Application started making rounds in UMTA's Office of Grants Assistance, Office of Civil Rights, Accounting Office, Legal Affairs Office and the Office of Transit Assistance. Mitchell said he started the application in Civil Rights and Accounting first be. cause the environmental problem was still pending and those two offices could be processing the grant while the negative declaration was being completed. "I do my work concurrently, rather than serially," he said. Feb. 9, IWO—Mitchell wrote a negative environ. mental impact statement based on his January on -sire visit and the MTC's final environmental impact report. Feb. 10, 1979—The negative environmental impact declaration was approved. "This was not normal;' Mitchell said. "It can lake months but it worked right because the MTC did a good place of work and I did my homework." He said he had been analyzing the en. vironmental problem since November 1977, BY Feb. 17 all live UMTA offices had approved the grant. There is no record of when the grant was cleared by each office. Feb. 21, 1979—UMTA Administrator Richard S. Page approved the project with the condition only $4,919,000 could be spent under 1977 Section 3 funds. The remaining $8,782,844 would be disbursed by UMTA only after the garage was included in the 1978 TIP, Page said. Fab. 27, 1979—The 16-monlh journey came to an and and the grant was officially forwarded to the MTC. The six-day delay was so UMTA could notify the offices of Senators Muriel Humphrey and Wendell Anderson and Representatives William Frenzel, Bruce Vento and Don Fraser. This Is standard operating procedure in nearly all federal agencles approving grants so Mem. bers of Congress can announce an award of federal money to their home states or districts. —Thomas R. Crosby 141CROF104E11 By JORM MICR6LA13 CFOAP RV In" • nFC f101!1F5 I1ICROF1LMED BY JORM MICROLAB CEDAR RAPIDS AND UES MUINLj, iUnr, \ Agenda Iowa City Riverfront Commission Tuesday, June 20 -- 7:30 p.m. City Manager's Conference Room i N O T E C If A N G E 0 p D A T E A N D T I M E 7:30 Introduction of new member: Bernie Knight. 7:35 Approval of minutes for May 17, 1978. 7:40 Discussion of treatment of River Corridor in the proposed Zoning Ordinance. (Don Schmeiser, Sr. Planner; Angela Ryan, Assistant City Attorney; and Dave Lundquist, Assistant Planner; will be present to discuss staff recommendations with the Commission.) 8:15 Brief reports by Vetter (PFZ), McLaughlin (PFR), Epley (Coralville), Ncuzil (Johnson County) on activities of their respective commissions. 8:30 Discussion of specific activities to be carried out by members assigned to various portions of the River Corridor. i New Business. I 9:00 Adjournment ' MICROFILMED BY ,.;J JORM MICR#LAB CEDAR RAPIDS • DES MOINES 0 MILROFILMED BY JORM I.IICROLAB CLUAH RADIUS AND uLS ;dU;:aJ. .inn parks 8e recreation MEYiO iepartment to: Dennis Showalter, Director from Billie Hauber, Superintendent of Cemetery -Forestry re; May Monthly Report date: June 1, 1978 I. Operational A. Interments 1. 1. Regular weekday adult 1 @ $125 $125.00 2. 2. Cremains 1 @ $50 $ 50.00 B. Lot Sales hours. 4. 1. Glenview 1 @ $175 175.00 5. TOTAL INCOME 350.00 II. Maintenance Placed and removed veteran flags and plaques A. Forestry inside Cemetery) - 48 hours. Placed florist -delivered flowers - 6 hours. B. Forestry outside Cemetery) - 12.5 hours. Lot survey - 111.75 hours. C. Cemetery grounds maintenance -•629.25 hours. Cemetery records - 55.25 hours. D. Cemetery shop and office maintenance - 40.75 hours. E. Preventative maintenance (vehicles).- 64.25 hours. F. Lot locations and related records - 3 hours. G. Outside mowing - 79.5 hours. H. Funeral time (regular) - 16.25 hours. TOTAL HOURS = 893.50 III. Budgeted Items and Special Projects A. Budgeted Items 1. Planted annual flower beds - 7 hours. 2. Installed "water" signs - 4.25 hours. 3. "In house" completion of remodeling project - 1.25 hours. B. Special Projects 1. Removed shrubs from Iowa Avenue - 7 hours. 2. Put rock and chips around new water outlets - 6 hours. 3. Removed evergreens from Police Department - 4 hours. 4. Cleaned and painted road posts - 4 hours. 5. Put soil sterilant around posts at Reno Park - 1 hour. 6. Placed and removed veteran flags and plaques - 30 hours. 7. Placed florist -delivered flowers - 6 hours. 8. Lot survey - 111.75 hours. 9. Cemetery records - 55.25 hours. TOTAL HOURS = 237.5 T,..tt 111CROFILMED BY ..I JORM MICR+LAB CFD�R RAPIDS SCS I401RL, 1229 MICRUFiLME0 BY JORM MICROLAB Cemetery -Forestry Division May Monthly Report Page 2 CEDAR RAPIDS AiiU ULA N IV. Contracts and Specifications A. Forestry 1. 78-8710#4 - Noel - completed, inspected, and payment recommended. 2. Replacement of vehicle -damaged street trees with monies collected from drivers - contract to Pleasant Valley (low bidder) completed, inspected, and payment recommended. 3. 70 bags of bark mulch; low bid - Drug Fair - $2.57 each. B. Cemetery 1. Handicapped remodeling - Kondora - completed and payment recommended. 2. Outside water lines - Kondora - completed and payment recommended. 3. Still under consideration: air rake replacement and cord trimmers. 4. Purchase of ten trees for the cemetery; low bidder - Pleasant Valley - planted by cemetery crew. V. Special Projects for Superintendent t A. Received, acknowledged, and supervised planting of a gift pin oak j from the Kennedy family. B. Conferences with: 1. Legal - Weed Ordinance. 2. Personnel - time sheets. 3. C.E.T.A. Program. 4. Tom Plath - Norhtwestern Bell. 5. Buyer Jeanne Somsky and phone system representative. C. Genealogy requests - 15 to 30 hours. D. Prepared new cemetery "hand out" rules card and established distribution box. E. Correspondence with U. of I. concerning Deeded Body Program to be held at Oakland on June 9. F. Inspected two Forestry contracts. G. Prepared tree planting contract specifications for Sue Sheets' federal project. H. Prepared tree lists and recommended sizes and necessary definitions for Don Schmeiser's new tree ordinance. I. Memorial Day supervision: 1. Friday - all gates open - 8:00 to 4:30 - regular working day. Saturday - all gates open - 7:45 - 8:00*. Sunday - all gates open - 8:00 - 7:30 - stormed*. Monday - all gates open - 8:00 - 5:00*. 1 *3 additional trips to cemetery each day to check on activity and give assistance as needed. J. Solved complaints: forestry -31; weeds -4; outstanding -6. Y -,+ MCWILMED BY .1 JORM MICROLAE3 CrnAft RAPIDS . DCS !40111(S IIICROFIL141D BY r) JORM MICR+LAB CEDAR RAPIDS • DES MOINES m1t_, F ILMLD BY JORM 141CROLAB LLDAR RAPJJS AND uL'> :•loin ..w., parks & recreation 3epartmentMEMO to;Dennis Showalter, Director from: Bob Lee, Superintendent of Recreation re:May Monthly Report date . June 7, 1978 I. Administration and Maintenance A. Mercer and City Park pools were cleaned and readied for the season opening of June 3. Pools were filled over the Memorial Day weekend. City Park pool is still losing water. B. The O'Keefe Elevator people are now working on the mechanical equipment for the Center elevator which should be completed in July. C. The showers and restrooms for the handicapped are almost completed. D. Plans are formulated to open the Farmers' Market under the College Street bridge on June 3; sellers are now reserving stalls and signs are posted. E. Many people are now registering for summer classes in various activities F. Season swimming tickets are being sold to families and individuals at the same fee as in 1977. G. Staff has recorded programs and spots to be aired on KXIC, KICG, KRNA, WSUI, and KCJJ. H. Jan Lown made a presentation on New Games for special populations at the American Association on Mental Deficiency in Denver on May 19. I. Marilyn Levin talked to a University of Iowa recreation class in programming. J. Marilyn Levin talked to a 7th grade class at Central Junior High regarding summer activities on May 8. K. Judy Olson and Karen Vogelsang, Intern, attended the Health Department -sponsored Pool School. L. Judy Olson has been certified as a C.P.R. instructor. M. Mihera Babiker from the Sudan Ministry of Youth and Sports spent a day and a half with us to find out what we do. II. Physical and Aquatics Activities A. Eleven teams registered for the co-rec softball league to begin on Sunday, June 4, at Mercer Park. Games will be played at 5:30 and 7:00 p.m. B. Tennis court reservations with the $1.00 fee are now available for evening tennis; there has been very little demand so far. C. All softball leagues are operating normally. D. The Aqua Maids put on their annual water ballet show on May 6, free of charge for the general public. III. Special Populations Programs A. Most regularly scheduled activities ended their spring sessions in the middle of May and will resume early in June. B. The Very Special Arts Festival was held at the Iowa Memorial Union on May 7 and it was very successful with participants from several other counties and many agencies. •�` 141CROFILMED BY ` JORM MICR+LAB , Cf OAP PAPIOS • Of M0111fS IAILROFILMED BY JORM 141CROLAB Recreation Division May Monthly Report Page 2 • CEDAR RAPIDS AND DES i1UPILi, J++1+ IV. Cultural and Social Programs A. Try -outs for the Troupe, a children's drama group, were held on May 25 with 21 youth showing; 5 or 6 more have since joined. The group will meet all summer and will perform at the playgrounds and at City Park. B. Thirteen of our class artists held an exhibit of drawings, prints, and paintings on May 21. C. An awards ceremony was held for the youngsters in the film making class. The award given was called the "Emmy Lou" and the ceremony was known as the A"kid"emy Awards. D. A Mothers' Day program was held by the Golden Age Club on May 11. E. The Potlatch festival on May 6 in City Park was co-sponsored by our department and was very well received by the public. /ef I,IIDROMMED BY ' JORM MICR+LAB1 CEDAR RAPIDS • DES MOINES n� IAILROFILMED BY JORM 141CROLAB Recreation Division May Monthly Report Page 2 • CEDAR RAPIDS AND DES i1UPILi, J++1+ IV. Cultural and Social Programs A. Try -outs for the Troupe, a children's drama group, were held on May 25 with 21 youth showing; 5 or 6 more have since joined. The group will meet all summer and will perform at the playgrounds and at City Park. B. Thirteen of our class artists held an exhibit of drawings, prints, and paintings on May 21. C. An awards ceremony was held for the youngsters in the film making class. The award given was called the "Emmy Lou" and the ceremony was known as the A"kid"emy Awards. D. A Mothers' Day program was held by the Golden Age Club on May 11. E. The Potlatch festival on May 6 in City Park was co-sponsored by our department and was very well received by the public. /ef I,IIDROMMED BY ' JORM MICR+LAB1 CEDAR RAPIDS • DES MOINES t41LkUF1U4LU BY JORM MICROLAB CEDAR RAPIDS AND uL5 AUi;iL'�, -JI-11 parks & recreation MEMO piepartment to; Dennis Showalter, Director from. Bob Howell, Par/k� Superintendent re: May Monthly Report date: June 7, 1978 I. Work Projects (park areas) l� A. Filled and sodded portion of steep bank at College Green Park. B. Tilled and seeded several small park areas. C. Installed several traffic control signs in Mercer and City Parks. D. Graded and graveled Aero Hawk entrance at landfill site. E. Hauled several loads of fill dirt to Napolean Park from urban renewal area. F. Began construction of new shelter at Willow Creek Park. G. Dug trench for tile drainage system at Villa Park. H: Applied vegetation killer around curb blocks and fence lines in various areas. I. Repaired deck around diving boards at Mercer Park. J. Performed normal maintenance of park equipment and facilities. II. Work Projects (other areas) A. Urban renewal - 24 hours. B. Washington Street plantings - 74 hours. C. Recreation Center - 10 hours. D. Bowntown cleanup - 20 hours. III. Administration, Miscellaneous A. Met with Tel -Com representative and Purchasing on May 10. B. Training session for new time records on May 15. C. C.E.T.A. meeting at the Recreation Center on May 23. D. Weekend tree calls on May 13 and May 29. IV. Horticultural Activities A. Transplanted crown vetch from Dubuque Street berm to Black Springs Circle Park. B. Transplanted crown vetch from Clinton Street berm to Brooklyn Park bank. C. Planted vinca in Dubuque Street and Clinton Street berms. D.. Planted leftover vinca in nursery in City Park. E. Collated spring nature guides and released to public. F. Transplanted large euoriymus from Iowa Avenue to Pheasant Hill Park. G. Cleanup, pruning, and trash pickup on Washington Street. H. Fertilized and applied herbicide to all berms on Washington Street. I. Planted all annual flower beds - fertilized, applied herbicide, J and mulched (13). J. Planted flowers north of Civic Center. MICROFILM By i JORM MICR+LAB CFOAR RAPIDS • DFS MOINES 1�ICROF ILMED BY JORM MICROLAB Park Division May Monthly Report Page 2 /ef • CEDAR RAPIDS AND DES HUI:IL,, iv+111 K. Transplanted euonymus from Clinton Street berm where traffic light is going in to other berms. L. Conducted 13 nature hikes: 1. 1 training session for elementary school teachers; 2. 1 hike for physically handicapped children (16); 3. 1 hike for mentally handicapped children (15). M. Performed routine maintenance on public areas. N. Maintained watering program for all new plant materials. 0. Prepared site for Project GREEN`s annual beds. P. Attended annual conference of American Association of Botanical Gardens and Arboreta (AABGA) in Hamilton, Ontario - "Living Collections - Accident or Design?". (Separate report to be filed.) S• MICROrILMED BY JORM MICR+LAB CEDAR RAPIDS • NES MOINES LJ i i i it i i 1�ICROF ILMED BY JORM MICROLAB Park Division May Monthly Report Page 2 /ef • CEDAR RAPIDS AND DES HUI:IL,, iv+111 K. Transplanted euonymus from Clinton Street berm where traffic light is going in to other berms. L. Conducted 13 nature hikes: 1. 1 training session for elementary school teachers; 2. 1 hike for physically handicapped children (16); 3. 1 hike for mentally handicapped children (15). M. Performed routine maintenance on public areas. N. Maintained watering program for all new plant materials. 0. Prepared site for Project GREEN`s annual beds. P. Attended annual conference of American Association of Botanical Gardens and Arboreta (AABGA) in Hamilton, Ontario - "Living Collections - Accident or Design?". (Separate report to be filed.) S• MICROrILMED BY JORM MICR+LAB CEDAR RAPIDS • NES MOINES LJ rJILQi ILMEU BY JORM MICROLAB MONTHLY REPORT FIRE DEPARTMENT MAY 1978 LEUAR RAPIDS AMU uL5 AuilIL�, ,�+.• The following is a report of the activities of the Iowa City Fire Department for the month of May 1978. The Fire Department responded to a total of 45 emergencies during the past month. All emergencies were handled without undue difficulty by the respective shift on duty. Fire loss for the month totaled some $23,314.50. Down somewhat from the previous month. All fires were investigated and their causes established. Civil Service oral interviews were also held this month. The established list will now be sent to City Council for their aonroval. All 4", 3", 2 1/2", 1 1/2" and booster hose has been tested and replaced in service as first class hose. At this time we are in the stages of getting an accurate count on the number of feet of hose that our department has in service. Fire Chief attended 2 Red Cross meetings recently beina named a director. Attended Bi -State at Moline, Illinois with the Fire Marshal. Also attended Hazardous Materials Class conducted by the Civil Defence. Our Department does have a large number of visitors and tours are conducted on a r'oular basis. This month was no exception. Fire Department personnel explained and demonstrated our various work programs to ten different schools. There were over 300 children and adults that we had the pleasure of serving. Our Department wes very fortunate and grateful to receive a Resusci-Annie from the Westinghouse Learning Corporation. This will be heavily used to teach C.P.D. classes. During the month of June the Fire Department personnel will begin their yearly main tanance,and clean up program for all three stations. This amounts to painting the living quarters and engine roan walls plus the outside work on the outlying stations. We have started our truck testing and drafting operations at the Iowa River. This will continue until all trucks are completed. 122Q 141CRorILMED BY ' JORM MICR#LAB MAR RMIM • DFS M1017ES MiLtWr iLi4�U BY JORM MiCkOLAb • LLUAk RAPIJ� AIIU JL., 'iL,.IL FIRE DEPARTMENT ACTIVITIES MONTHLY REPORT FIRE DEPARTMENT MONTH THIS YEAR TO DATE MONTH OF MAY 1978 LAST YEAR TO DATE FIRE ALARI:LS 23 101 112 FALSE ALAP.![S 50 39 1 'VEST7GAT70.73 43 47r TOTAL EMERGENCIES ZZ5 240 I!1 SPECT IOl1S 1030 1001 BUPJWlr7 PER1117 M'PERMITS 165 0 134 0 186 0 0 PIPE PPEUVITION PROGRAMS 1 17 18 NXE VRIEEg- 30 21 0 0 208 ID04 632 11 IC RELATIONS 76 13 S S 19.11 TOURS 10 35 3 L 1 ARIES TO FIREFIGHTERS I 0 4 0 CLASSIFICATION NO. THIS OF FIRE ALARILS MONTH LOSS THIS MONTH VALUATION LOSS THIS YEAR LOSS LAST YEAR USE OF EQUIPMENT THIS MONTH --F— THIS YEAR THIS tiaNrH THIS YEAR AT 1AT FIRES AT DRILLS DRILLS � Ili 1 1 iry , 1 1 1 •aI�U�/_Ui.a:C•� I VI1t4.yYUlI,IC•14i, t . ;t, Ilal,'M:fft� F I Id .�W>s'4� I I I 1 MICROFILM BY JORM MICR¢LAB CfMR Vnr!DS •PFS 401.11 MiLtUFILAU BY JURM MILRULAB LLUAR RAPIuS AND uLS 4ui;iL_" DSS'! MAY 1978 mwmmm- TOTAL TO DATE MICROFILMED BY JORM MICROLAB To: Robert P. Keating Subject: Monthly Report Date: June 1, 1978 CLDAR RAPIDS AND UCS :4U1LLJ, 1w111 The following is a report of the activities of the Fire Marshal's Office for the month of May 1978. Fire Marshal and Fire Chief attended Bi -State Fi:^e Prevention monthly meeting at Moline, Illinois. Program was presented at Harrington Signal Co. Fire alarm systems and portable fire pumps were demonstrated at their plant. Attended hazardous material class held at the Recreation Center and sponsored by the Civil Defense Director. Fire Marshal conducted a fire drill and safety talk at Lind's Frame Up - 12 personnel in attendance. Four Boy Scouts made Fire Inspections with Fire Marshal for requirements towards their Merit Badges. Fire Marshal gave a talk and demonstration on smoke detectors to the evening Lion's Club at Howard Johnsons. There were thirty five members present. Investigations - 7 Three of these were arson fires, one involved a small building on Highway H1 West. The other arson fire was attributed to two juvenile boys that had stolen a station wagon. The vehicle was completely destroyed by fire. Arson charges were filed against both the juveniles. Chief Slade, Coralville Fire Department called for assistance on fire at Site Gas Station on the strip. Also a total of In set fires were found at Burge Hall. Detective Cook took pictures of burned areas. All pictures and an investigation report was sent to the State Fire Marshal. 141CROFILIIED BY A t JORM MICR#LAB MAR RANDS • ;cs 140111F5 I. h11CROFiUIED BY dORM MICROLAB Inspections - 57 • CEDAR RAPIDS AND ULS HWiLS, .Jv. Congregate Meals - Churches - 4 University Buildings - 5 Multi -Dwelling - 5 Day Care (for State Certification) - 3 Beer Permits (Renewals) - B Sprinkler Systems - 4 Fire Alarm Systems - 5 Final Fire Inspection (New Businesses, Apartment) - 4 Fire Escpaes (New) - 3 Fire Escapes (Plans) - 2 Complaints received and Correction Orders written - 5 University of Iowa Hospital Plans - 1 Fraternity Houses - 2 Sorority Houses - 1 Building Plans received and studied - 5 Special Meetings - 12 Building Officials - 3 Architects (Hospital Plans) - 2 Police Personnel - 2 Environmental Health (Hospital) - 3 Reports on Smoke Detectors - 2 Respectfully submitted, r=;nce H. KinneLy e/ Fire Marshal MICROFILMCD BY DORM MICR+LAB `4 C(OAR PAPIDS • PCS MOPWS I.1iLkUrILi•1L0 BY JORM MICROLAB LEUAk RAPLUS AND ULA :iv:�ic .w• TRAINING RE' 'TS )ATE May 1978 Shift 01 Number of Hours 395-- Number of Grills 8 Shift 02 Number of Hours 293 Number of Drills 48 Shift 03 Number of Hours 326 Number of Drills 75 TOTAL NUMBER OF HOURS 1014 TOTAL NUMBER OF DRILLS 208 EQUIPMENT AT DRILLS 4" (lose 1200 Truck 0351 6 Truck #367 5 3" (lose 200 Truck 0354 15 Truck 0369 2 2�" Hose 1700 Truck 0360 1•'s" Hose 6500 Truck 0362 17 Ft. of Booster 2900 Truck 0363 5 Ft. of Ladders Times Pump Used 312 ......------ 60 Truck 0364 Truck 0365 7 12 Nozzle Lines fi0 Truck 0366 6 Other Minor Equipment Chain saw, Sawz-all, K-12, Generator, Hand extinguishers, Films, projector slides, 6 in Soft suction, air compressor, Redbooks, soft suction, boat R rescue equipment, portable generator, resuscitator, study guides. The Fire Department personnel and Officers participated in 208 drills and accumulated 1014 hours of training. The Fire Department gave demonstrations on the use and misuse of portable extinguishers at the University Hospital Complex plus a separate class at the College of Nursing, a total of over 1400 personnel went through these classes which serves two purposes, one to educate and another to physically acquaint them with the extinguisher systems in their area. The Training Officer went to an Iowa Society of Fire Instructor's Conference at Ames. It was very interesting and informative, one of the highlights was a three hour session dealing with smoke and heat detectors. Also it is very informative to exchange techniques and ideas with other instructors around the State of Iowa. Most of the firefighters attended a very good class on Hazardous Materials sponsored by Civil Defense, it was available for public safety people in at least four (4) adjoining counties. The Training Officer has had the privilege of being asked.to teach classes at the State Fire School at Ames. He also has completed his qualifications to be a registered instructor in fire science in the State of Iowa. MICROFILMCO BY ' JORM MICR+LAB CEDM RAPID% • DCS I.1010rs i h1ICRUFILMEU BY JORM MICROLAB CEUAR RADIOS ANU U'LS MUI:iL�, .un.' TRAINING REPORT MAY 1478 Page 2 (lose testing has just about been completed and we are beginning to test all fire equipment at the Iowa River to meet State and insurance requirements. We also are indoctrinating the men on the safe operation of the rescue boat. Westinghouse Learning Corporation has been very generous in donating a Resusci-Annie to the Fire Department. The presentation was made Flay 16th with dignatarles from Westinghouse and the Fire Department present. In closing I would like to express my sincere gratitude to all Fire Service personnel for helping to make this a successful month in the area of training. Thomas L. Hansen Training Officer K..._, �... 141 CROF I LMEO BY ,I JORM MICR+LAB CFOAR BAPI05 • 0F5 I401NF5 j h1ICRUFILMEU BY JORM MICROLAB CEUAR RADIOS ANU U'LS MUI:iL�, .un.' TRAINING REPORT MAY 1478 Page 2 (lose testing has just about been completed and we are beginning to test all fire equipment at the Iowa River to meet State and insurance requirements. We also are indoctrinating the men on the safe operation of the rescue boat. Westinghouse Learning Corporation has been very generous in donating a Resusci-Annie to the Fire Department. The presentation was made Flay 16th with dignatarles from Westinghouse and the Fire Department present. In closing I would like to express my sincere gratitude to all Fire Service personnel for helping to make this a successful month in the area of training. Thomas L. Hansen Training Officer K..._, �... 141 CROF I LMEO BY ,I JORM MICR+LAB CFOAR BAPI05 • 0F5 I401NF5 I'llLROII10ILD BY JORM MILROLAB �EOAR RAPID: ANU uL MEETING BETWEEN CITY AND UNIVERSITY ON QUESTION OF WEST SIDE CAMPUS TRANSPORTATION SYSTEM Persons in attendance: Neal Berlin, Dick Gibson, Ed Jennings, Dennis Kraft, Jim Lindberg, Debbie Martzahn, Dick Plastino. Jim Brachtel appeared later. ANTICIPATED GROWTH OF WEST CAMPUS AREA: Mr. Jennings indicated that at the present time the University Hospitals has a total of 1,100 beds, but that approximately 50% of these beds are non -conforming relative to Hospital planning standards. The University hopes that by the year 1985 they will have 1,100 fully accredited beds. It is also assumed that budget and staffing growth at the University Hospitals will continue in the future, but that the nature and size of this growth is uncertain due to a variety of factors that cannot be clearly defined at this time. These in- clude the possibilities of (1) national health insurance, (2) voluntary cost containment of federal legislation requiring limitations on budget increases, (3) the potential growth in outpatient activities, and (4) the extent to which research breakthroughs will change or expand the activity of this tertiary level hospital. Mr. Jennings also indicated that enrollments in the health colleges are not expected to change significantly within the foreseeable future. WEST CAMPUS RECREATION FACILITIES: Mr. Jennings indicated that at the present time there is a shortage of developed recreational space on both the east and west campuses. However, providing adequate recreation space will be extremely expensive, and as a consequence meeting total demand will be a slow process. Growth in recreational activity should not contribute to traffic congestion on either the east or west campus. It was also noted that if a new area were to be forthcoming, the development of plans for such a facility would provide the City and the University another opportunity to study the west campus transportation systems. UNIVERSITY POSITION ON FREEWAY 518' At the present time, the University has no position on Freeway 518 as the freeway does not appear to have any significant impact on the University. 141CROf IL14fD BY ' JORM MICR+LAB rrPAR RAPIDS . nrS 1401NCS /230 MIOWO IU4ED BY JORM NICROLAB WEST CAMPUS TRAFFIC PATTERN: CEDAR RAPIDS AND ULS ;'iUiL'u, iunn - 2 - Another item discussed was that of improving the intersection of Highway 6-218 and Newton Road on the northwest edge of the campus. It was recognized that a traffic problem does exist at this time, specifically for westbound traffic. The City and the University agreed that they would work on a solution to this problem. Improv- ing this intersection should also aid the traffic flow to the west campus. Mr. Brachtel indicated that an additional signal at this intersec- tion would further exacerbate the traffic problem along Highway 6-218. MELROSE-GRAND AVENUE DIAGONAL ROUTE: At the present time, the University is not in the position of endorsing the construction of this diagonal route. At the same time, the University is interested in the removal of arterial traffic along West Grand Avenue between the dormitories located immediately east of the University Fieldhouse. It was agreed that improvements would be considered for both Byington and South Grand Avenue. SUMMARY: In summation, it was concluded that the level of growth on the west campus area is uncertain for the foreseeable future. For that reason, no additional new major traffic facilities are now proposed to be constructed. The construction of Freeway 518 and an inter- change with Melrose Avenue would probably necessitate further study of this subject. Also, as mentioned previously, a definite plan for a Fieldhouse area on the west campus would also create the need for additional study. Respectfully submitted, /Ze4 Dennis R. Kraft MICROFILMED BY 1 JORM MICR+LAB CFDAR RAPIDS • 96 MOVIES MICROFILMED BY JORM MICROLAB MINUTES OF STAFF MEETING June 7, 1978 • CEDAR RAPIDS AND OLS ;IUi:4L�, 1w111 Departmental referrals from the informal and formal meetings of June 5 and 6 were reviewed and copies distributed to the staff (copy attached). The City Manager invited input from the staff regarding employee representation on boards and commissions. Comments should be furnished to the City Manager's office. Items to be included on the agenda for the June 13 Council meeting: Resolution establishing a reissue fee for lost or stolen parking permits Fire Fighters certification list from Civil Service Commission Public hearing on Uniform Building Code Public hearing on FY 78 Alley Paving Project Public hearing on Mass Transit Grant Application Public hearing on property at 803 East College and 214 South Lucas Street Zoning ordinances Downtown Commission ordinance (subject to legal review) A discussion was held concerning confidential employees. �Prepared by: �/Jn / Jr CLLro L(. ( �\z Lorraine Saeger U MICROFIL14ED BY I JORM MICR6LAB CEDAR RAPIDS • 0[S M01NCS I 5 ter`. MILROFILMEO BY JORM MICROLAB CEDAR RAPIDS - RES MOINES 4MENTS/STATUS C_ ;Li;I j by JURM i•IICROLku pl .W,. 1.... ,L.y. r I.. published by the american public transit association Volume 36 o0rbwa city ridership climbs up IOWA CITY, IOWA — This past winter Iowa City Transit ridership increased dra- matically compared to the same period during the previous year. Ridership WaS up 1211 to December. 25, in Janumy. 17, in Fcbmary, and 2I': in 8lateh. Passengers carried in February front- bered 164.560, the highest monlhl) total in Iowa City Transit histnp, according to Hugh A. Mose Jr., transit manager. More Reliable Service %lose Said the unustmll)cold weather diverted additional trips to Irlmll. *1 lie addillon nl three flew hoses I.. Fhe fleet also allowed num• rellahle service and extra peak hour " ItIppel" buses were Fouled nwre efleclivdy. he said. adding that hour, or Scribe were V%lended Iu Include evening buses, and a new transit nialkclulg pio win was undertaken lhr lulu numlh 1,.1,1 r oIh,544 passvoger, repn•sanls an aterage or 17 Inps pet teudcnl In this cit) of 48.000 ant] Amw 15.000 passengers par hus lot the fleet of 18 vehicles. N W N Uk ina...o n c _LJHrt illli'i" rlil.i vL Consistent with the Amer- ican Se ting tradition of excel l�this system A the evanc%design Ing and the weekly newspaper of the transit industry June 9, 1978 Company V r Nay/ \r For descliplive literature. wnte Arr,;ncan Seating Co. Dept, PT -10D901 Broadway. N W./&and Rapids, Mi. 49504 yYIICROFI -ILD By JORM MICR6LAB <pnl, ,. -,r�. •anl•u' Number 23 M MlI,RUFILMLU BY JORM MICROLAB CLUAR RAPIUS ANU uLs ;WiHLJ, •'.�+ City of Iowa Cif -- MEMORANDUM DATE: June 23, 1978 TO: City Council FROM: City Manager RE: Material in Friday's Packet Memoranda from the City Manager: a. Motor Vehicle Management / � 3 q b. Travel Prohibition /2 35' C. Citizen Attitudes 1.236 Memoranda from the Director of Public Works: a. Informal Council Meeting, June 13, 1978 - Erosion Problem at Colony's Subdivision at 7th Avenue and Rochester. /.2.37 b. Informal Council Meeting, June 13, 1978 - Check for Handicapped Curb Cut at Benton Street at Gilbert. 12-39 Copy of letter from Hayek, Hayek, and Hayek to City Council regarding Intervention in Public Utility Rate Cases, 1:23 q Memorandum from Paul Glaves,.Redevelopment Program Coordinator regarding Resolution of Dedication -- Parking Lot Block 103 and Part of Block 64. /21/0 Memorandum from Eugene A. Dietz, City Engineer regarding FY79 Asphalt Resurfacing Project. 1 -2,Y/ Memorandum from John Hayek to Abbie Stolfus regarding Lawrence Frank, 818 South Summit Street /2 y 2, Memorandum from Parks and Recreation Department regarding Old Jet Restoration Bills. /,2113 Minutes of the staff meeting of June 14, 1978. /.z 5'51 Minutes of the Council of Elders of June 6, 1978. /2y5 Calendar of Events for July 1978, Article: City Federally 'Fat', Going Broke. 1.2116- March Monthly Report -:from Human Relations Department. / � y g Copy of the law suit, Eastern Iowa Cablevision, Inc, vs.�Ci 9 of Iowa City. Letter from Andrea Hauer to Transit Mgr. re bus service /2 50 Letter from Procter & Gamble re temporary building during expansion construction 111CROFILMED BY JORM MICROLAB Cf b�R pm,i > • DFS MOInFS I.1ICROFILMLU BY JORM MICROLAB CEDAR RAPIUS AND ULS MUI;iL;, Oil - City of Iowa City MEMORANDUM DATE: June 19, 1978 TO: City Council FROM: City Manager RE: Motor Vehicle Management Attached is a detailed description of changes which will be made in the financial management of the City's vehicles. The purpose of the changes is to even out the cost of operation amd maintenance and the replacement of equipment. Until this time, equipment replacement has been budgeted in the individual department and division budgets. For the reasons listed in the memorandum, this has not been a very desirable method for replacing equipment. The changes also should create increased awareness of equipment utilization levels, so that departments will soon begin to realize which equipment is really necessary to maintain and which equipment should be eliminated from the fleet. The City Council will not immediately see a major change in operations. The first major change will be reflected in the proposed budget for FY80. Your comments concerning these changes will be appreciated. bv5/7 MICROFILMED BY ' j I JORM MICR¢LA6 Cr DAR RAPIRS • DrS MWWS /23 MILROFILMED BY JORM MICROLAB CLDAR RAPIOS AND uLS AUIiiL., City o4 Iowa Cit. a TO: Department and Division Heads FROM: Neal C. Berlin, City Manager RE: Motor Vehicle Management DAM June 16, 1978 Financial management of equipment fits into two broad categories. These are: Operation expenses, in the past, have been handled by a direct charge back to the piece of equipment using fuel or being repaired. This amount of money is transferred from the division which owns the vehicle to the Equipment Division. For example, if a tractor in the Water Division is repaired by the Equipment Division at a cost of $683, then $683 is transferred from the Water Division to the Equipment Division to pay for the service. Budgeting for gas, repairs, tires and service expenses for each individual piece of equipment has several deficiencies. First, a major breakdown of an engine or transmission can seriously disrupt a division or depart- ment's budget. Secondly, at the Civic Center there are several pieces of equipment in an equipment pool, but the funds to run the pool are coming from the various divisions. Occasionally, another division will use the vehicle more than the division that owns the vehicle. Third, budgeting for future years becomes difficult since future budgets must take into account the existing physical con- dition of the specific vehicle and whether it may suffer serious and expensive breakdowns in the future. 2. Replacement of equipment. Equipment replacement has been on a haphazard basis from a financial viewpoint. Departments and divisions have replacement schedules, but money is not budgeted for replacement until the year in which it is to be spent. On a City-wide basis, this has resulted in large monetary fluctuations for equipment replacement. In some years, there are extremely large expenditures for equipment; while during other years there are low expenditures. In the past, the City Council has willingly funded these high and low fluctuations of expenditures because there was enough money available to do so. This situation has changed drastically in the last two to three years and it is expected that financing will not be available on a fluctuating basis in the years ahead. This means that the City may be starting a downward spiral which could result in an obsolete, worn-out vehicle fleet. 141CROPILMED BY 1 I JORM MICROLA6 CPAP ItANIS . DCS 110PIrS hIiGROFILMEU BY JORM 141CROLAB CEUAR RADIUS A1W uLS ;IUiiilu, ,ur, In addition, because the funding for equLpment purchases has been cnsWeents there s`istent evaluationin the iofivtdttnI equipmentl'for1areplacementl.aanot beenCentralized n equipment replacement scheduling should even out the quality of equipment used by the various departments. 1 - 1975 Nova 103 - 1977 Chev. Pickup 113 - 1975 Nova 118 - 1971 Ford 122 - 1972 Ambassador 124 - 1978 Chev. Pickup 32 - 1973 Dodge 110 - 1977 Chev. Pickup 115 - 1977 Chev. Pickup 120 - 1978 Dodge Aspen 123 - 1972 Ambassador 966 - 1974 Maverick The pool vehicles will be available for use by all departments as in the past and the following charge back system will be used: :dILROFILMED BY JORM MICR+LAB CEDAR RAPIDS • DES MWKI PROPOSED PLAN 1. Operation and Maintenance. The operation and maintenance costs charged for each class of vehicle will he averaged. In essence, class this is a type of insurance where each vehicle in a certain vehicles ithataint class. pays the same mileage or hourly rate as all throughout the City will pay s For example, all pickups If one blows an engine, its charge would charge per mile. pickup be a specific cost per mile with the actual cost of continue to being picked up by all pickups throughout the City. major repairs Funds. Each division will budget a certain amount each 2. Replacement to fora replacement fund for all equipment per- month provide manently assigned to a division. In this way, at the end of the to replace the useful life of equipment money will be available to budget a lump sum to replace piece of equipment without having is essential to a division's the equipment. If a piece of equipment into a replacement fund operation, the money must be found to pay be found, the piece of equipment each month. If the money cannot of its useful life since the must either he eliminated at the end to replace it or somehow an alternate City will not be able to afford funding must be found to replace it. source of Each division will put aside money each month for each piece of be equipment permanently assigned to a division so that money will This will level out available when the time comes to replace it. by a division and on a City- the amount to be budgeted each year it is spending on equipment wide basis. The City will know how much including replacement costs by the month rather since it will be than budgeting for equipment every four, five, six, seven, eight, or ten years. SPECIFIC PROPOSAL Three categories of equipment are proposed. These are: a. Administrative vehicle pool. b. Service building vehicle pool. Permanently assigned equipment, C. Administrative Vehicle Pool. The following vehicles are in the A, administrative vehicle pool: 1 - 1975 Nova 103 - 1977 Chev. Pickup 113 - 1975 Nova 118 - 1971 Ford 122 - 1972 Ambassador 124 - 1978 Chev. Pickup 32 - 1973 Dodge 110 - 1977 Chev. Pickup 115 - 1977 Chev. Pickup 120 - 1978 Dodge Aspen 123 - 1972 Ambassador 966 - 1974 Maverick The pool vehicles will be available for use by all departments as in the past and the following charge back system will be used: :dILROFILMED BY JORM MICR+LAB CEDAR RAPIDS • DES MWKI f-ji0Wt ILMED BY JORM MICHOLAB UUM kAPius Mu ULI•iuiln .v+ Automobiles - $1 per hour plus 12C per mile (this provides for both replacement of the vehicle and operation and maintenance). Pickups - $1 per hour plus 10c per mile (this provides for both replacement of the vehicle and operation and maintenance). Staff members driving vehicles home at noon or at night will be charged one hour's time plus mileage. Janell Palmer is assigned to check out vehicles to users and a log sheet will he kept by her. The Equipment Division will own all vehicles in the pool and the Equipment Division will he responsible for maintenance of the vehicles. The minimum vehicle check out time would be one-half hour regardless of time used. Vehicles taken out of town for an entire day will be charged nine hours time plus mileage. i All charge backs for the administrative pool will be made by the Finance Department based on the dispatcher logs. Personal vehicles may be used for out-of-town travel, if the employee desires, during the months of June, July and August. if the employee desires to use a personal vehicle, reimbursement will be at the rate of 15C per mile for travel expenses. This should help alleviate the shortage of vehicles during peak summer months. B. Service Building Vehicle Pool. The service building pool will be operated almost identically to the administrative pool. The charges for the service building pool to include replacement and operation and maintenance expenses are as follows: #184 Ford Backhoe - $12/hour (one additional backhoe to be added in the next 3-5 months) #185 Air Compressor, 185 cfm - $8/hour #270 Boom Truck - $45/hour #904 Flat Bed - $30/day, 70C mile #230A Ford Dump Truck - $40/day, 75C mile C. Permanently Assigned Vehicles. Permanently assigned vehicles are those pieces of equipment that are presently owned by the various divisions and departments. Ownership will stay with the division and the physical location of all equipment will remain unchanged. The only change will be in the financial control for replacement charge and payment for operation and maintenance. The charges for replacement and operation are shown below: K�.. .y}�.~• MICROFILMED BY JORM MICR+LAB CFMR RAPIDS • DCS MOINES t4ICROFILMED BY JORM MICROLAB TYPE EQUIPMENT Subcompact F Compact - Auto Dull -sized - Auto - Pickup Utility Body Pickup 4 Wheel Drive Pickup Tower Truck Van Dump Truck Small Flatbed Large Flatbed Sign Truck Jet Cleaner Turck Crew Cab Flatbed Paint 'Truck Garbage 'Truck Buses (operating only) Motor Grader Street Sweeper Backhoe Endloader Landfill Compactor Dozer Light Tractor Medium Tractor 175 CFM Compressor Gang Mower Snow Plow Fox/Ilighway Sander Epoke Sander Sno Go Vibrator Roller Vacuum Leaf Loader 10-30 KW Generator • CEDAR RAPIDS AND DES PROPOSED RENTAL RAI'ES REPLACEMENT OPERATING REPLACEMENT CHARGE CHARGE SCHEDULE $ 75/mo. 141/mi. 5 yr. 75/mo. 151/mi. 5 yr. 80/mo. 191/mi. 5 yr. 95/mo. 191/mi. 5 yr. 120/mo. 201/mi. 5 yr. 188/mo. 221/mi. Chassis - 5 yr. Tower - 10 yr. 82/mo. 171/mi. 5 yr. 277/mo. 671/mi. 5 yr. 118/nro. 241/mi. 5 yr. 274/mo. 571/mi. 5 yr. Chassis - 5 yr. 451/mo. 651/mi. Comp - 5 yr. Crane - 10 yr. 210/mo. 601/mi. 10 yr. 324/mo, 574/mi. 5 yr. 375/rw. 301/mi. 10 yr. 1, 004/m. $1.06/mi. 7 yr. 401/mi. 410/mo. $5.07/mi. 10 yr. 393/mo. $4.03/hr. 5 yr. 318/mo. $4.16/hr. 7 yr. 357/me. $5.29/hr. 7 yr. 933/mo. $5.65/hr. 7 yr. 1,741/mo. $7.53/hr. 7 yr. 35/mo. $1.84/hr. 7 yr. 49/mo. $2.53/hr. 7 yr. 118/mo. $5.65/hr. 7 yr. 131/mo. $2.73/hr. 7 yr. 42/mo. Operating and Replacement 10 yr. 122/mo. Operating and Replacement 5 yr. 119/mo. Operating and Replacement 5 yr. 644/mo. Operating and Replacement 10 yr. 119/mo. Operating and Replacement 10 yr. 276/mo. Operating and Replacement 7 yr. 35/mo. Operating and Replacement 10 yr. � MICROFILMED DY JORM MICR¢LA9 CFDAR RAPIDS - DES MOINFS 1 I ..v I � I t4ICROFILMED BY JORM MICROLAB TYPE EQUIPMENT Subcompact F Compact - Auto Dull -sized - Auto - Pickup Utility Body Pickup 4 Wheel Drive Pickup Tower Truck Van Dump Truck Small Flatbed Large Flatbed Sign Truck Jet Cleaner Turck Crew Cab Flatbed Paint 'Truck Garbage 'Truck Buses (operating only) Motor Grader Street Sweeper Backhoe Endloader Landfill Compactor Dozer Light Tractor Medium Tractor 175 CFM Compressor Gang Mower Snow Plow Fox/Ilighway Sander Epoke Sander Sno Go Vibrator Roller Vacuum Leaf Loader 10-30 KW Generator • CEDAR RAPIDS AND DES PROPOSED RENTAL RAI'ES REPLACEMENT OPERATING REPLACEMENT CHARGE CHARGE SCHEDULE $ 75/mo. 141/mi. 5 yr. 75/mo. 151/mi. 5 yr. 80/mo. 191/mi. 5 yr. 95/mo. 191/mi. 5 yr. 120/mo. 201/mi. 5 yr. 188/mo. 221/mi. Chassis - 5 yr. Tower - 10 yr. 82/mo. 171/mi. 5 yr. 277/mo. 671/mi. 5 yr. 118/nro. 241/mi. 5 yr. 274/mo. 571/mi. 5 yr. Chassis - 5 yr. 451/mo. 651/mi. Comp - 5 yr. Crane - 10 yr. 210/mo. 601/mi. 10 yr. 324/mo, 574/mi. 5 yr. 375/rw. 301/mi. 10 yr. 1, 004/m. $1.06/mi. 7 yr. 401/mi. 410/mo. $5.07/mi. 10 yr. 393/mo. $4.03/hr. 5 yr. 318/mo. $4.16/hr. 7 yr. 357/me. $5.29/hr. 7 yr. 933/mo. $5.65/hr. 7 yr. 1,741/mo. $7.53/hr. 7 yr. 35/mo. $1.84/hr. 7 yr. 49/mo. $2.53/hr. 7 yr. 118/mo. $5.65/hr. 7 yr. 131/mo. $2.73/hr. 7 yr. 42/mo. Operating and Replacement 10 yr. 122/mo. Operating and Replacement 5 yr. 119/mo. Operating and Replacement 5 yr. 644/mo. Operating and Replacement 10 yr. 119/mo. Operating and Replacement 10 yr. 276/mo. Operating and Replacement 7 yr. 35/mo. Operating and Replacement 10 yr. � MICROFILMED DY JORM MICR¢LA9 CFDAR RAPIDS - DES MOINFS 1 PII1;110FILMED BY JORM MILROLAB 31-65 KW Generator Ditch Witch Boom Truck Tommy Lift on PLckup Asphalt Dist. Tar Kettle 75/mo. 67/mo. 262/mo. 15/Ino. 340/mo. 104/mo. GLUAk RAPIDS AND DLS Iibi:ILO, .J++ll Operating and Replacement 10 yr. Operating and Repalcement 10 yr. Operating and Replacement 10 yr. Operating and Replacement Operating and Replacement Operating and Replacement All vehicles with radios in them will have $11 per month added to the monthly charge on that vehicle. The system for permanently assigned vehicles will start July 1, 1978. However, as many divisions do not have enough money budgeted to pay all of the charges listed in this sheet, the Finance Director will be respon- sible for fund transfers to enable each division to pay appropriate rental, operation and maintenance, and replacement charges. Funds in each division's budget now allocated for gasoline, maintenance, and replacement will be utilized by the Finance Director but no funds budgeted for personnel, other commodities or other capital improvements will be transferred to pay any changes contemplated by this system. In other words, the impact of this system will affect only monies budgeted for equipment in your present budget and will not affect any other funds. cc: City Council jm5/4 141CRUILMED BY JORM MIC R+LAB CEDAR RAPIDS • DES MOINES 141CROF1LIIED BY JORM MICROLAB CEDAR RAVIUS AND ULS NUi.'iLJ, JY111 City of Iowa CItL \ MEMORANDUM DAT[: June 19, 1978 TO: Agency Receiving Funding From Iowa City FROM: Neal Berlin, City Manager RE: Travel Prohibition The City of Iowa City provides funding to your agency through Aid to Agencies. Recently the City Council adopted the enclosed resolution which prohibits the expenditure of City monies for travel to conventions, conferences, or committee meetings in states which have not ratified the Equal Rights Amendment. The non -ERA states currently are: Alabama, Arizona, Arkansas, Florida, Georgia, Illinois, Louisiana, Mississippi, Missouri, Nevada, North Carolina, Oklahoma, South Carolina, Utah, and Virginia. As you are receiving funding from the City of Iowa City, this resolution covers such expenses incurred by your agency. Please insure that your financial records are maintained in such a manner that the City can be assured that no City funding will be utilized for the purposes prohibited in this resolution. Your cooperation in this matter will be greatly appreciated. If you have any questions, please contact me. cc: City Council Clara Oleson bv5/11 MICROFILMED BY JORM MICR+LAB CfnAR P.APIPS • PCS noiNrs 1.235 PIICROFILMED BY JORM MICROLAB CEDAR RAPIDS AND ULS MUINLJ, ,Jeb, RESOLUTION NO. 74_23Q RESOLUTION CONCERNING EXPENDITURE OF IOWA CITY MONIES FOR TRAVEL TO STATES WHICH HAVE NOT RATIFIED THE EQUAL RIGHTS AMENDMENT. WHEREAS, the passage of the Equal Rights Amendment is an issue of both national and local impact in the lives of citizens, and WHEREAS, a majority of the people of this country have indicated their support of the ERA through their legislatures, NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL: 1. That no monies of the City of Iowa City shall be spent on out - of -State travel, food, accommodations expenses, or convention costs for governmental employees who attend conventions, conferences, or committee meetings in states which have not ratified the Equal Rights Amendment; 2. That the City Manager will report non -ERA travel to the City Council at 6 -month intervals; 3. That nothing in this resolution prohibits expenditures of individuals' private funds in unratified states; 4. That the City Manager shall notify appropriate persons and organizations of this resolution. It was moved by deProsse and seconded by Perret the Resolution be adopted, and upon roll call there were: AYES: NAYS: ABSENT: x Balmer x deProsse x Erdahl x Neuhauser x Perret x Roberts _ x Vevera Passed and approved this 13th day of June 1978, ayor Attest: City LIM MICROFILM By I JORM MICR+LAB CEDAR RAPIDS • DES MOINES I ,r{ I PIICROFILMED BY JORM MICROLAB CEDAR RAPIDS AND ULS MUINLJ, ,Jeb, RESOLUTION NO. 74_23Q RESOLUTION CONCERNING EXPENDITURE OF IOWA CITY MONIES FOR TRAVEL TO STATES WHICH HAVE NOT RATIFIED THE EQUAL RIGHTS AMENDMENT. WHEREAS, the passage of the Equal Rights Amendment is an issue of both national and local impact in the lives of citizens, and WHEREAS, a majority of the people of this country have indicated their support of the ERA through their legislatures, NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL: 1. That no monies of the City of Iowa City shall be spent on out - of -State travel, food, accommodations expenses, or convention costs for governmental employees who attend conventions, conferences, or committee meetings in states which have not ratified the Equal Rights Amendment; 2. That the City Manager will report non -ERA travel to the City Council at 6 -month intervals; 3. That nothing in this resolution prohibits expenditures of individuals' private funds in unratified states; 4. That the City Manager shall notify appropriate persons and organizations of this resolution. It was moved by deProsse and seconded by Perret the Resolution be adopted, and upon roll call there were: AYES: NAYS: ABSENT: x Balmer x deProsse x Erdahl x Neuhauser x Perret x Roberts _ x Vevera Passed and approved this 13th day of June 1978, ayor Attest: City LIM MICROFILM By I JORM MICR+LAB CEDAR RAPIDS • DES MOINES I4ILROFIL19EU BY JORM MICROLAB CEDAR RAPIUS AND UES MUINLiU, .0+, City of Iowa Citi MEMORANDUM DATE: June 19, 1978 TO: City Council FROM: City Manager RE: Citizen Attitudes Attached is the April citizen survey which indicates that in 100 percent of the contacts City employees were courteous. The "3" citizen survey form, attached, is a revision. This form attempts to obtain more.specific information about citizen priorities for City government. This form will be used for several months beginning in July. Is OHL.410 or 1 JORM MICR+LAB '? Cf PAA RAPIDS • DB WKS ia3 I i I4ILROFIL19EU BY JORM MICROLAB CEDAR RAPIUS AND UES MUINLiU, .0+, City of Iowa Citi MEMORANDUM DATE: June 19, 1978 TO: City Council FROM: City Manager RE: Citizen Attitudes Attached is the April citizen survey which indicates that in 100 percent of the contacts City employees were courteous. The "3" citizen survey form, attached, is a revision. This form attempts to obtain more.specific information about citizen priorities for City government. This form will be used for several months beginning in July. Is OHL.410 or 1 JORM MICR+LAB '? Cf PAA RAPIDS • DB WKS ia3 MILROF1LMLD BY JORM MICROLAB • CEDAR RAPIDS AND DLS ;•Iu::iL�, .0 CITY OF IOWA CITY CITIZEN INPUT SURVEY QUESTIONNAIRE DATA MONTH OF April 1978 NUMBER OF QUESTIONNAIRES MAILED 300 NUMBER OF RESPONSES RECEIVED 32 10.7 % DO YOU REGULARLY RIDE THE CITY'S TRANSIT SYSTEM Yes _6_`�_% No 25— 80.6--% NUMBER OF REQUESTS MADE WITHIN THE PAST YEAR FROM THE FOLLOWING DEPARTMENTS: Animal Control 5 Code Enforcement Fire Housing Inspection �— Library 8 — Parks 'F— Poli ce 6 Police Pollution Control �— Recreation Refuse Streets Transit Water WERE CITY EMPLOYEES COURTEOUS? Yes 18 100.0 % No U % WAS YOUR REQUEST HANDLED Immediately 18 85.6 % Within one week 1 4.8 % Within one month —T— 4.8 % Longer WAS THE RESULT SATISFACTORY? Yes 19 63.3 % No _3— 16.7 % WHAT IS YOUR GENERAL REACTION TO CITY SERVICES? Very good 9 32.1 % Good 1_ 57.2% Acceptable 3 10.7 % Poor 0 >• MICROFILM By JORM MICR+LA6 cEOAR RAPIDS • DE; MOINES i I•jjCkUFILi4L0 BY JORM MICROLAB CEDAR RAPIDS AND uLS IIUi:IL., •'Jr'•l WHAT CHANGES WOULD CAU__ YOU TO RIDE THE CITY BUSES AT LLnST SEVERAL TIMES A WEEK? U C.. m•n.,.�Pn.• aLO n. 1.PJ.� Y �0./N/r� ..lC .U+1 Mja Ur'.-�ur+.✓ r �G<vr.(.0-u •..r,. )Q)dw - /vv -a cQ Ca.✓ G�.fAhVti G/ r.�a.� /� [.1�- qn.T,;.. c�, �.,n.. LU.��✓{'Q'cQc .�Ca�.,•r- /tva�Q. o-'� �.cwr.ac� , WHAT NEW SERVICES WOULD YOU LIKE OR WHICH EXISTING SERVICES WOULD YOU IMPROVE OR EXPAND? clt Al-Pit�ti a.9�ul--u la- . do a -r tiW�/-1.0 cUMit. G .6L'cW+.l�ti 0�/ - Qt Qvaa� aru .Q4;& u/J.uu).n e-j...a. HOW WOULD YOU PAY FOR THESE CHANGES? �J nI A.K.—w-. n• , ..,ice pal j WHAT DO YOU LIKE BEST ABOUT THE IOWACITYGOVERNMENT? Ci,..,....,c..,Q n ✓�+J-�^- oratnn. a.N ce / 1iev d �O-Ag. P ✓ d QQ on an Jad . ,7 IeJypL7/-LN1•.n'vtPrLrr • ,7AIG (/�,vs3-•121.UL OJ2J.u.u1 w !A. rgo_oa r CLKCe-�.u., cd'n/L�,%�nl�/ri-tA ..�o ,&2A aP .!.-I ata- �/ a. , WHAT ONE THING WO/ULD YOU CHANGE ABOUT /THE IOWA CITY GOVERNMENT OR SERVICES IF YOU COULD? � I(PPJ�n a-fC a.(.czP.�a `�` '�-""-� ► cun•ra�Qc � 7(/a�.r. n.a.te.a •fo-a .� . �� "��°"� -�`l� d `°�'�u.:a �.°"%rvL�D..N� . 7f �' °}� � • •,gyp �.:.a..�,�...e1 cJ�, ��,>t a.P�a,u,�� :.�,� a1��� .%C-�-G� °^• � //,�✓-2;t�<;u n.Q� aP�u na.Q.r, kWM c¢..Jn LcdwraflQ-.CJ* OCa_awwJ.o-Ll,�eJ�l W oujd Ju' VP M-41 eaJx 71 L"14- 4Mii iO•'""� AlY" OTHER COMMENTS: AA I q y / D ✓ I.lucnnyn,yyYV,l,�, OJ'Id//�G[ l �' M /jtrvV�+K r�w1rWA-tn.�- -mM ��•!�'tMi A,v JcC 4t, a�n..� z v u [o w » u^ y zzl D u,�lrnya Q.� C6 - A.Jlla ,Qy : ,p .lgOn,vrq n-u.x Diu G . 141CROFILMED BY ,•I JORM MICR+LAB CFDAR RAMPS • PES MOINCS fllIL ZOI ILMED BY JORM MICROLAB CLDAk RAPIDS AND 01, :'!U !:,L., WHAT CHANGERS WOULD CAO.,, YOU TO RIDE THE CITY BUSIES AT LttAST SEVERAL TIMES A WEEK? JA ata. IL -A',-c- J Z� /V, [u -,A o"', CuncQ1-,cE'CCy ah2 [LU..vi cL aUc(.�:�vw •_/AXP-.u.�.-Gtva,f.�Lc, w.. ./Ca-aA- /mud pa/u, n In"c� �_2JLch.c s.�¢-,40 ��cc [uL G L'OCy C- / 0-VLVab- WHAT NEW SERVICES WOULD YOU LIKE OR WHICH EXISTING SERVICES WOULD YOU IMPROVE OR EXPAND? cJ,n.m,�,uu--✓�am�u,v aQ u,P ��.o�,..�{ . �c.l�na.-c.ti�cw�,.�o ircz.c ,-Cu �l/�crndreG ✓ HnOW WOULD YOU PAY FOR THESE CHANGES? /U-NCawo-p Aia Co WHAT DO YOU LIKE BEST ABOUT THE IOWA CITY GOVERNMENT? cJct,,j �c� LLr/2/1l�' CttC"2 ,j z/"/1atL 9ARa,,.,u/A(v/na0.. 61 DlL(,�L�P/QPMy -t./p& -6. �,GP6i �I PA."— .." �, oZ� n P. WHAT ONE THING WOULD YOU CHANGE ABOUT THE IOWA CITYp GOVERNfENT OR SERVICES IF YOU COULD? wa� otic co a 2oC �p 7u7ed{p r Al, c an�n, ave 1paA a g Ye e p. -4-d -,y .ZPtej A vy zeCun 4 tai[ nzu� �� do ung o-`uru c u� �� a u.✓u� c a ora 0. a, Y o.L.faw.• ((JJ __ __ OTHER COMMENTS: 7&6L,,u._ *avvL-e ,41cJit- �'- -d-'• aA-t - %un �a P t v 7 Z�c Z(n w. tiY<i� XLu�P a t o%d J� ✓/�C 4 � ���e. 141CROMMED BY ,. JORM MICR+LAB CFDAR RAPIDS • Or5 MOINrS 14ILROFIL14ED BY JORM MICROLAB • CEDAR RAPIDS AND OLS Mijjku, "Jell, City of Iowa City MEMORANDIJ Q DATE: ,lune 16, 1978 TO: Neal Berlin, City Manager C�,L� FROM: Dick Plastino, Director of Public Works I/ RE: Informal Council Meeting, June 13, 1978 - Grosion Problem at� J Colony's Subdivision at 7th Avenue and Rochester r Ralston Crock runs along the north edge of this property. The creek and its banks legally belong to the land owner where the creeks flows. In this case, the City owns about 5/6ths of the creek and the south land owner (Colony's . LSRD) owns about 1/6th of the creek. The Legal Department advises that control of bank erosion goes with its ownership and the owner of the LSRD property is responsible for bank erosion on that side of the property. OFILMCD BY i '.. JORM MICR+LAB ffBAR RAPIDS • DCS MOINCS la3 r r! i.. 14ILROFIL14ED BY JORM MICROLAB • CEDAR RAPIDS AND OLS Mijjku, "Jell, City of Iowa City MEMORANDIJ Q DATE: ,lune 16, 1978 TO: Neal Berlin, City Manager C�,L� FROM: Dick Plastino, Director of Public Works I/ RE: Informal Council Meeting, June 13, 1978 - Grosion Problem at� J Colony's Subdivision at 7th Avenue and Rochester r Ralston Crock runs along the north edge of this property. The creek and its banks legally belong to the land owner where the creeks flows. In this case, the City owns about 5/6ths of the creek and the south land owner (Colony's . LSRD) owns about 1/6th of the creek. The Legal Department advises that control of bank erosion goes with its ownership and the owner of the LSRD property is responsible for bank erosion on that side of the property. OFILMCD BY i '.. JORM MICR+LAB ffBAR RAPIDS • DCS MOINCS la3 r M1LRO0 ILMED BY JORM IAICROLAB TO: FROM: RE: • CEDAR RAPIDS AND uLS Ilul:iL�, :J,... City of Iowa Cit, MEMORANDU DATE: lune 16, 1978 Neal Berlin, City Manager / Dick Plastino, Director of Public Works /V Informal Council Meeting, June 13, 1978 - Check for Na Curb Cut at Benton Street at Gilbert. There is no curb cut at the intersection of Benton Street and Gilbert. Approximately two feet of curbing was replaced as part of the street patch for the sanitary sewer relocation. Had we been doing this with Street crews we might have gone ahead and put in the curb cut, however, we were paying extremely high unit prices for concrete work. From a legal standpoint, curb ramps must be put in only when the curb is removed as part of a construction project. Rather than rely on legality of the situation, it is more appropriate to realize that there is a driveway immediately adjacent to this intersection which would be suitable for handicapped. � RICROPILMED BY DORM MICR#LAB CPDAR RAPID` - DES M01111S /,23$ f•11CROFILt4ED BY JORM MICROLAB CEDAR RAPIDS AND UES IdulhL�, .um, HAYEK, HAYEK & HAYEK WILL J. HAYEK ATTORNEYS AT LAW AREA CODE 318 JOHN W. HAYEK 110 EAST WASHINGTON STREET 337.9606 C. PETER HAYEK IOWA CITY. IOWA $2240 C. JOSEPH HOLLAND i I I i f•11CROFILt4ED BY JORM MICROLAB CEDAR RAPIDS AND UES IdulhL�, .um, HAYEK, HAYEK & HAYEK WILL J. HAYEK ATTORNEYS AT LAW AREA CODE 318 JOHN W. HAYEK 110 EAST WASHINGTON STREET 337.9606 C. PETER HAYEK IOWA CITY. IOWA $2240 C. JOSEPH HOLLAND June 20, 1978 The Honorable Mayor and City Council of Iowa City Civic Center Iowa City, Iowa 52240 Re: Intervention in Public Utility Rate Cases Mayor and Council Members: Attached is an interesting article that I ran across in the April edition of the Municipal Attorney magazine in which the authors, identified in the article, strongly recommend municipal intervention in public utility rate cases. I believe that this article would be worth your review and would then suggest that we schedule a few minutes in an informal meeting to discuss this further. Very tr y yo rs, John W. Hayek JWH:vb Attachment 7; 141CROFILIAED BY ,I 111,' JORM MICR#LAB i CFDAR RAPIDS • Rf.S MOINES F. 0N2 11978 0 ABBIE STOLFUS tIn CLERK /-237 HIt,k011LPILU BY JORM 141CROLAB methods. As a result of the revaluation of taxable property and after some changes made by the assessor after reviewing the figures, a valuation for 1973 was placed on Plaintiff's property in the amount of $4,346,900. The board of assessment review in 1974 found that additional depre- ciation was justified by defects in construction and reduced the valuation to $4,232,800. This valuation was retained for 1975. The Plaintiff alleged that the valuation should not, for 1973, 1974 or 1975, have exceeded 53,000,000. Both parties in this action recognized the different approaches available for appraisal of real estate: the market value approach using comparable sales; the cost of reproduction depreciated and the income approach using the capitalization of income. There was agreement that the market approach was inapplicable because there were no comparable sales available. The second ap- proach was used and Plaintiff contends that the income approach should have been used. The referee reviewed applicable case law. In Manu- facturing Co. v. Benton, 123 Me. 121 (1923), the court said that boards of assessors exist by virtue of the legislature's delegation of power. Such boards execute their duties amid changing conditions; valuations also change from time to time with regard to the objects around them. Beaton noted that taxpayers can be wronged either by an assessment exceeding just value or by an assess- ment at just value while other taxpayers are assessed at less than just value, Finally, Benton recognized the problems assessors must deal with. The taxation system they must apply cannot be perfectly administered and exact equality is impossible. Inequal burdens are occasionally placed and in order to prove over -rating there must be more than proof of error in human judgment. An intentional viola- tion of the uniformity principle must be shown. Next, the referee discussed Sweet v. City ofAuburn, 134 Me. 28 (1935), which held that, "value is measured by the highest price that a normal purchaser, not under peculiar compulsion, will pay for it." Further, the court in Stveet stated: "Assessors are not, however, obligated to follow the fleeting, speculative fancy of the moment; they should recognize that the true value of a fixed asset such as real estate is fairly constant and must be gauged by con- ditions not temporary and extraordinary, but by those which over a period of time will be regarded as measurably stable.... violent fluctuations in municipal income are not desirable, and assessors in listing values may, to a certain extent, disregard the excesses of a boom as well as the despair of a recession." APRIL CLUAk RANIJS WIU ,a, Henry Steinfeld, Corporation Counsel of South Portland, Maine, received his LL.B. from Northeast- ern University School of Law. He is a member of the Cumberland County, Maine and American Bar Asso- ciations as well as the New York, Maine and American Trial Lawyers Associations. Mr. Steinfeld is a NIMLO Regional Vice President. Sweet set forth assessors' considerations: the price the property would bring in the market, original con- struction cost minus depreciation, reproduction cost minus depreciation, purchase price if not sold under unusual circumstances, and the money earning capacity. In Sweet, the difficulties facing assessors and the impos- sibility of mathematical precision were again recognized. Good faith was recognized as the most important element of the taxing board's actions. Next, the referee reviewed Sears & Roebuck v. Presque Isle, 150 Me. 181 (1954), which suggested the practical approach to assessment difficulties. Because of the uncertainty of market values (a sale shows what is paid rather than value and may represent sentimental rather than investment value), real estate value must be determined by assessors. Unless unreasonable or dis- criminatory, the judgment of assessors controls. The referee then considered Kittery Electric Light Co. v. Assessors, 219 A.2d 728 (Me. 1966), which denounced the theory that income producing capacity controls tax valuation. The court did not accept the argument of the Plaintiff in Kittery that no one would pay more for property than that amount on which he could earn a return. Finally, the referee discussed Frank v. Assessors of Skowhegan, 329 A.2d 167 (Me. 1974), which analyzed the income approach to tax valuation and where the court stated: "It seems to us plaintiff, in effect, is saying that a willing purchaser will pay for income- producing property only that price which is justified by the income produced at or just prior to the time of purchase. Income from rental property is peculiarly subject to the influence of temporary general economic con- ditions. If we carry, what seems to be plain- tiff's argument, to its logical conclusion, tax assessors would be required to down -value income-producing property each time there is even a temporary economic decline. +ww Stability in municipal income is a factor which must always be considered. To require owners of property which is not income - 141CRDr I1.I4CD BY JORM MICR46LAB rr r, RAPIM. • 115 MOIarS 121 Nlk,kUr ILI'ILU BY JORM 1.11CROLAB producing to pick up the deficiency resulting from reducing the tax burden of income property owners each time there is a tempo- rary downward trend in the economy, would surely not be feasible or equitable." In Frank, the mathematical imprecision of the valuation process and the judgmental factor were again emphasized. With the guidelines established by these cases, the referee in the insant case recognized that there is, "no escape from the judgmental factors which our Court has so often emphasized and as to which honest and reasonable men may diger." An expert on the income approach must exercise his judgment to determine what years of gross income and expenses should be used; which expense items are recurring and non-recurring; the proper ratio of tax expense to income; and the correct percentage to apply in capitalizing net income. The referee concluded that, although useful in appraisal of income-producing property for sale or CLUAR RAVLIS ANO uLJ J"' investment, the income approach would not have been proper in the instant situation. The referee concluded that, "the valuation placed on the property in the years in question represented the fair and honestjudgement of the Assessor, arrived at in good faith, as to its 'just value,' and that Appellant has failed to sustain its burden of proving an overvaluation legally entitling it to abatement." Finally, the referee considered Appellant's argument that other taxpayers had been taxed at less than 100 percent of just value, thus requiring that Appellant be taxed on the same percentage level. The referee found no evidence of an intention to place a greater burden on Appellant than on other taxpayers. As expressed by the cases cited, Apellants were required to demonstrate such an intention. Accordingly, the referee denied Appellant's appeal from denial of tax abatement. The report of the referee was upheld by the superior court and there was no appeal to the Supreme Judicial Court. UTILITIES Should Municipalities Intervene in Public Utility Rate Cases? By: Wesley A. Magat and David D. Seem Over the past decade the United States has ex- perienced a steady rise of utility rates. Escalating labor and material costs and the scarcity of some fuels have led public utilities to request rate relief with increasing frequency. In an effort to hold down rates and assure that residential consumers are not forced to provide any more revenues than absolutely necessary, many municipalities have decided to intervene in utility rate proceedings. Cities the size of New York, Los Angeles and Chicago find it advantageous to intervene in all utility rate cases simply because of the size of the revenues contributed by their utility users, whereas other smaller municipalities intervene on a more sporadic basis. We argue in this article that it is often worthwhile for all but the smallest cities (say, less than 50,000 population) to intervene in rate cases to assure that rate paying customers are represented by n voice that is not overwhelmed by that of the utilities. 122 When a municipality intervenes in a rate case, it acts as an agent of the City's citizens. The benefits of intervention (in the form of reduced utility rates) may be viewed as what economists call a "public good," since they accrue to all users. We shall argue that in many cases the total benefits to all users of intervention exceed the costs. Nevertheless, the cost savings to any one resi- dential customer are not large enough to justify the costs of intervening individually. By representing the collective interests of all its utility consumers, municipalities enable all users to share in both the costs and benefits or intervention. The Regulatory Process Most public utilities are regulated on the State level by a state utilities commission whose primary powers include jurisdiction over the allowed rate of return, rate -t I : Mtcaontraro BY DORM MICR#LAB CraAP RAPIDS • OFS M01"6 THE MUNICIPAL ATTORNEY r h1it,+<Ut iLFftU BY JORM MICRULAb base determination, expense regulation, cost of capital determination, levels of service and all accounting issues. Other activities such as the building or acquisition of new facilities are also closely monitored by the State com- missions. In all decisions, a commission attempts to be fair to both the utility and the ratepayers by allowing the utility a return which is just sufficient for the firm to maintain its financial integrity, while at the same time keeping consumer rates as low as possible. Besides the utilities commission, several other parties also participate in rate cases. The primary participant in the regulation process is the utility company itself, for throughout the rate case the burden of proving the need for rate relief falls on the utility. A second party to rate cases in most states is the commission staff, which is comprised of accountants, engineers, lawyers, and economists who work under the supervision of the utilities commission. The staff attempts to provide unbiased appraisals of the company's operations so that the commission may return an equitable and informed decision. Since the staff works under the direction of the commission and its testimony is based on a more or less neutral evaluation of the issues, most commissions give this evidence more weight than that from any of the other rate case participants. The State's attorney general, or some other State official whose job it is to protect the interests of consumers, often participates as a third party in most rale cases. The attorney general usually attempts to maintain consumer rates as low as possible, leaving the com- mission the responsibility to assure that the owners of the utility receive a reasonable return on their investment. Industrial intervenors constitute a fourth party to most rate cases. Since fuel costs represent such a high fraction of the cost of many industrial processes, the expected private benefits of securing a rate reduction often exceed the cost of intervening, making intervention by private firs and industrial trade associations a profitable activity. This article is primarily concerned with the fifth participant in rate cases, the municipal intervenor. By law, any municipality may intervene and argue against a proposed rate increase by a utility serving the citizens of the City. Although many smaller municipalities have not yet developed a strategy for utility rate case intervention, we expect this practice to become common in the years ahead as utility rates continue to rise rapidly and consumer awareness of the problem of escalating utility bills becomes an even more important political issue. Gaming Strategy Between Parties In order to develop an overall intervention strategy. APRIL CEUAk kApIUS AIIU Uu ri�il�, .�+• Wesley A. Magat is an Assistant Professor of Business Administration at Duke University. His research is in the area of public utilities economics. With Mr. Seem, he has completed a study for the Durham Urban Observatory to provide guidance for the Durham City Council: "A Public Utility Rate Case Intervention Strategy for Durham, North Carolina." municipalities must understand how the regulatory process operates in practice. To clarify these operations, it is useful to view portions of the regulatory process as "games" which are played between the five major participants described above. In this gaming situation, each participant attempts to discover what testimony the opposition will present and then, based on these findings, decides what arguments to present itself. For example, if the commission staff plans to present the testimony of an expert witness on a certain subject (such as transfer pricing between the utility and its unregulated affiliates), the company may counter this move by hiring its own expert witness. This particular technique may be referred to as "witness gaming." A second example of gaming derives from the special interests of the participants in the regulatory proceedings. In attempting to bolster its case for rate relief, the utility has a strong incentive to (tire witnesses who possess philosophies of regulation consistent with that of its own, and who use techniques that are more likely to yield conclusions supportive of the utility's case. Utility regulation is not an exact science, for many of the theoretical issues of regulation are not yet resolved. As an example, reasonable people can differ on the correct method of calculating the cost of equity capital, so that honest differences of opinion can lead to widely varying estimates of the cost of capital. Thus it is to be expected that the utility will present only evidence which supports its case of rale relief and the attorney general, acting for 5• ' C; I•11CROI RMCD BY I JORM MICR4j LAB rr OAA PAN Y . DF51-1011115 123 MitAol ILMEU BY JURM MICRULAB LEUAk kAFIU� Ali ✓L:. 'iu';:1L ^. the consuming public, will present only evidence which argues against the need for higher rates. Similarly, municipalities can expect industrial intervenors to argue for a lower revenue requirement and for industrial rates which are low relative to residential rates. This particular subset of gaming may be tensed "testimony gaming." Certainly the commissions account for testimony gaming in weighting the evidence presented by opposing parties in a case. A third category of gaming involves the state commissions themselves and may be tensed "com- mission gaming." We identify two different strategies of commission gaming being used. The first strategy con- cems utilities which operate in two or more states and so are regulated by more than one utilities commission. Establishing a fair rate of return is a difficult decision fora commission that involves value judgments which mean millions of dollars in either higher profits for the utility or lower rates for consumers. It has been alleged that in determining the cost of capital a commission may be unduly influenced by the rates of return that were recently granted to the same utility by commissions in neighboring States. A good example of this type of gaming involves Duke Power Company, an electric utility which operates in both North and South Carolina. Over the years, the returns granted by the commissions in the two States have been surprisingly similar, even though significantly dif- ferent operating conditions are present in the North and South Carolina. This leads one to the conclusion that, in fact, "commission gaming" is a real part of the regulatory process. A second strategy of commission gaming is some- what more sophisticated and represents a potentially important influence on regulatory practice. This strategy involves the examination of the recent decisions of some of the more progressive State regulatory commissions. It has become evident over the years that a few State commissions, such as those in New York and California, often set precedents which other commissions eventually follow. A good example here involves the New York State Public Service Commission's statement concerning ad- vertising and promotional expenditures, dated June 21, 1972 ("Statement of Policy of Advertising and Pro- motional Practices by Public Utilities"). The New York Commission forbids advertising and promotional ex- penditures which tend to increase utility usage unless the utility already possesses excess capacity. Today this policy is rapidly becoming the accepted practice of many other State commissions. Therefore, by monitoring and examining the decisions of the progressive commissions, one may be able to predict future decisions in outer States. In addition, municipalities can utilize decisions reached by the more progressive commissions to support their own arguments. 124 The Regulatory Environment The development of a successful intervention strat- egy for a municipality depends upon certain character- istics of the other participants as well as upon the gaming which goes on between them. One important factor in determining an intervention strategy is the background of the commissioners themselves. If the commissioners are lawyers, then legal arguments will carry more weight than arguments based on economic or accounting theory. Also, if the commissioners possess extensive background and experience in regulatory matters, then a highly paid "big -name" expert witness may be no more effective than a less famous, but equally knowledgeable, witness. Conversely, a commission composed primarily of new members with little experience may be unduly impressed by a well known expert witness, whereas, they would react unfavorably to a technically more solid presentation by a lesser known witness. The extent of participation by the attorney general also affects the design of a successful intervention strategy. If, in the past, the testimony of the attorney general's office has been effective and has covered a wide range of issues relevant to a general rate case, then a municipality should not attempt to provide testimony on the same subjects as the attorney general. On the other hand, if the attorney general's office seems to have offered either ineffective evidence or only incomplete coverage in past cases, then a municipality has an important role to play in defending the interests of the consuming public. By supporting the attorney general's effort with testimony on the same subjects, a municipality can improve the effectiveness and credibility of the attorney general's arguments. And by presenting testimony and developing cross-examination questions on issues not covered by the attorney general, the consumers' interests can be repre- sented much more effectively. Another important factor in the design of an inter- vention strategy is the size of the utility relative to other utilities in the State. If the utility is one of the smaller utilities operating in the State, the necessity for municipal intervention may increase. In cases involving smaller utilities the commission staff and attorney general often budget less staff time and money than for cases involving larger utilities which operate statewide. Given the limited budget and staff available to the attorney general and the commission staff and their respective goals, this pro- cedure certainly is reasonable, however, as a result, the quality and extent of testimony in these smaller cases tends to be less than would be found in the larger cases. In most instances, the commission staff and attorney general's office will elect to use inside witnesses in the smaller rate cases. In North Carolina, for example, the attorney general's office will usually use its own in - MICROFILMED BY JORM MICR6LAS MAP, PAP Y. • '1r5 Mnlws THE MUNICIPAL ATTORNEY MiLkW ICILL) BY JORM MICROLAB house economist to develop cost of capital testimony for utilities with small service areas such as General Tele- phone Company of the Southeast (General Telephone operates only four extensions in the State of North Carolina.). On the other hand, for cases involving utilities which service a significant portion of the State, the attorney general will generally hire an outside expert witness to develop testimony. The commission staff follows a similar strategy in that they can more easily justify hiring outside expert witnesses for the larger rate cases. Therefore, the testimony of municipalities takes on added significance in the smaller cases. A General Strategy for Municipal Intervention The creation of any set of specific rules for all municipalities to follow in their intervention activities is an impossible task. Therefore, in the following section only the guidelines for the development of a general intervention strategy have been developed. We present examples of several arguments that could be used by municipal intervenors in arguing against an increase in utility rates. Municipalities must make their own choices as to which of the following arguments they should use in each rate case. Before determining its own intervention strategy for a particular case, a municipality should consider the credibility, size, and ability of the State's attorney general's office, the size and competence of the commission staff, the size of the utility in question and the amount of rale increase requested. In certain instances, political considerations, such as vocal citizen concern with the quality of telephone service, may also affect intervention practices. Before developing an intervention strategy, a municipality should attempt to developjoint intervention relationships with neighboring municipalities also af- fected by the proposed rate increase. Whereas it might be prohibitively expensive for each of several municipalities to intervene separately, by intervening together they can each receive the same benefits at only a fraction of the cost. Not only does joint intervention reduce costs to the municipalities involved, but it also strengthens the impact of the arguments, since they are presented on behalf of a larger share of the consuming public. Another method of reducing intervention costs is to set up a cost-sharing arrangement with the attorney general. There may be cases involving a smaller utility for which the attorney general cannot afford the staff time, yet would be willing to share the costs of presenting an expert witness. In effect, this is another method of joint intervention. In the following paragraphs we describe several potentially successful intervention arguments for mu- nicipalities to pursue. Clearly, it makes more sense to APRIL CLUAR RAP tJt , AfiU o .., ..".:, David D. Seem, a recent graduate of the Duke Business School, is a Business Planning Analyst for Owens-Illinois in Toledo, Ohio. With Dr. Magat, he has completed a study for the Durham Urban Observa- tory to provide guidance for the Durham City Council: "A Public Utility Rate Case Intervention Strategy for Durham, North Carolina." develop one argument fully rather than develop several arguments incompletely. I. The Equity Argument Municipalities are particularly well suited to argue that their low income populations cannot afford rate increases for utility services. The argument would be based upon the premise that most households require certain minimal amounts of utility services to carry out their daily affairs in a reasonable degree of comfort, yet lower income families have great difficulties paying for even that minimal amount of utility services. Further rate increases for this class of residential users, even if cost justified, would impose unreasonable hardships upon these families. Local residential telephone rates are only loosely based on cost, so this reasoning could be used to counter proposed increases in residential telephone rates, arguing that a telephone is a necessity, especially for poorer families who do not own an automobile. The argument can also be used to oppose increases in residential electric rates, since almost all families need a certain minimum amount of electricity each month to run lights and appliances. If electric rates are designed in a block structure, then the argument calls for limitations on increases in the first block of residential rates. A similar argument could be used to oppose increases in residential gas rates. Municipalities are in a good position to make the "equity" argument because of their knowledge of local Mi CROFIL14t0 6Y DORM MICROLAB rrDAR PAI'@t . nrs M0II1fS 125 MiLkDliL&O BY JURM MICROLAB problems that their citizens face in purchasing public utility services. In addition, the utility commission staff and the attorney general tend to focus their efforts on more technical questions, such as the cost of capital, making the municipalities' activities in this area even more important. 2. Level of Service Arguments The total rate relief granted to many utilities, in particular telephone companies, depends critically upon the commission's findings concerning level of service. Unacceptable quality of service has been grounds for complete denial of any rate increase to a utility, so this argument is a potentially powerful one. It is easier to argue that service quality is unacceptable if no service standards have been established by the State commission; however, even if standards of acceptable service have been established and are ostensibly being met, there are several arguments against a finding of acceptable service. First, the municipality maybe able to argue that the utility uses improper measurement techniques with which to justify that it is offering adequate service. For instance, if a customer is cut off immediately after completing a call, some companies may treat this as a completed call in compiling statistics on the percentage of successful calls. A municipality should argue that this is not, in fact, a completed call and the utility is not fulfilling its service requirement. Second, a municipality may argue that while the utility is exceeding minimum requirements, other utilities in the State exceed the requirements by significantly greater margins. The municipality could then argue that service is below average so that a rate increase should not be granted. And third, the municipality can survey its citizens prior to each rate case to determine if the citizens feel that service is adequate. Again, if indications are that service is poor, then this testimony should be presented in the hearing. The municipality can collect complaints and "bad experiences" which citizens have encountered in using their utilities' services. These complaints and experiences can then be entered as testimony in the rate case to show that, at least for some customers, the quality of service is far from adequate. 3. Rate Design Arguments Rate design is expected to be one of the most actively argued issues in future electric, telephone and gas rate cases. Already many States are seriously investigating peak -load electric rates and in a recent issue of Public Utilities Forluighily, Alfred E. Kahn and Charles A. Zielinski have proposed telephone rate schedules based on marginal cost ("Proper Objectives in Telephone Rate 126 CEDAk itAVlu� AW uLS Structuring," April 8, 1976.). In New Jersey and North Carolina intervenors have proposed marginal cost based gas rates. These rate structure changes would have serious short and long -run implications for residential users, who should be given a voice in making these changes. Many State commissions are now attuned to the problems of rate structure design because of the concern over peak -load electric rates. Imaginative testimony in this area by intervening municipalities could lead com- missions to adopt rate structures which encourage ef- ficient use of gas, electric generating capacity, and telephone plant and equipment, thereby forestalling rate increases. Marginal cost based rates could also be used to justify lower residential rates, at least for natural gas. ( See Brief of City of Durham, before North Carolina Utilities Commission, Docket No. 6-5, Sub 119, 1977.) 4. Efficiency Arguments In many States, utilities commissions are undertak- ing management audits of the major utilities in an effortto assess their level of operating efficiency. The efficiency argument made by a municipality naturally depends upon whether or not a management audit for the utility in question has been performed. The audit represents an invaluable source of information to the intervenor, however, due to the high costs involved, the municipality is in no position to perform a management audit itself. If no audit exists, the municipality should request that one be undertaken as soon as possible and argue for a delay in the proceedings until an audit is available to use in evaluating the utility's efficiency. Once the audit has been made, a municipality should use it to identify areas of inefficient operation, arguing that rate payers should not be asked to support these inefficiencies. The efficiency argument can be a powerful one, since it pressures utility commissions to reward only efficiently operating utilities with rate relief and motivates the firms themselves to eliminate waste in their operating budgets before requesting a rate increase. 5. Changes in Accounting Procedures In some instances it may be possible for a munici- pality to argue that certain accounting practices employed by a utility incorrectly measure the firm's true costs. One area where a municipality may make a strong accounting argument is in the area of working capital allowances. In short, working capital is the amount of cash a utility must have on hand at any given time in order to meet the day- to-day expenses. There are a number of methods used to calculate the working capital requirements of a utility, including the balance sheet method, the lead -lag method and the formula method. 141CROrILMED BY JORM MICR¢LAB MAP VAPJI)' . �rS %tolu[S THE MUNICIPAL ATTORNEY 1,116(UFI1-i4LU By JORM t•11CROLAb In some States, utilities are permitted to use the formula method of computing working capital allow- ances, and in so doing they artificially inflate their rate bases. For example, in North Carolina, Duke Power Electric Company has utilized the formula method of determining working capital in some of its past rate cases. In a recent case this procedure resulted in a rate base some S30 million greater than that which would have resulted if the more accurate balance sheet method had been utilized. (See Testimony of Donald Hoover, North Carolina Utilities Commission Staff Accountant, Case E-7, Sub 145, June 21, 1975.) In instances such as this one, a municipality could argue that the balance sheet method of determining working capital allowances yields a more accurate estimate of working capital needs, thus reducing the utility's allowed rate base and decreasing its revenue requirements. Again, the arguments suggested above merely repre- sent examples of the components of a municipality's intervention strategy. After the municipality acquires a better understanding of the regulatory process of its own LLUAR RAVWS ACID uLS :iUi:,L:, •U+,:, State, more specific areas of intervention may become apparent. In addition, successful municipal intervention may induce more extensive participation in rate cases by the attorney general's office, making municipal in- volvement less important in future cases. Conclusions Should intermediate sized municipalities intervene in public utility rate cases' Our answer is unequivocally yes. We have provided several examples of arguments that are potentially cost effective for a municipal inter- venor to pursue. In addition, we have argued that because of the "public goods" nature of the benefits from intervention (in lower rates to all consumers), municipali- ties have an important role to play in representing consumer interests in utility rate cases. It is hoped that this article will induce more municipalities to become involved in the regulatory process, thereby achieving a more even balance to the power exerted by utilities in rate hearing that they request. PROFILES Allen G. schwnrtz, newly appointed Corporation Counsel of New York, New York, attended the City College of New York and the University of Pennsyl- vania School of Law. Fie has served as an Assistant District Attorney and in private practice. Mr. Schwartz is a newly elected NIMLO Trustee. APRIL Robert R. Hamilton, City Attorney of Tacoma, Washington, attended the University of Puget Sound and the University of Washington Law School, lie has been with the City Attorney's office since 1955 and was appointed to his present position in 1970. Mr. Hamilton is a new NIMLO Regional Vice President. 141CROFILMED By 1 JORM MICR6LAB rrOAR PAPM • DfS'401!0 127 a 1'11LROfILiIE0 8Y JORI.1 l•IICROLAB ^-1 LEUAR RAf'M ANO t1L5 61u:.iL�•� 1977-1978 State Chairpersons NIMLO is pleased to introduce the 1977-1978 State other developments affecting municipalities in their Chairpersons. The State Chairpersons assist NIMLO by States, thus enabling us to promote the exchange of keeping us informed of court decisions, legislation and municipal legal materials and better serve our members. J. Howard McEniry, Jr. City Attorney Bessemer, Alabama George Agnost City Attorney San Francisco, California J. T. Frankenberger City Attorney Hollywood, Florida 128 Richard W. Garnett, III Municipal Attorney Anchorage, Alaska Harry R. Sayre City Attorney Trinidad, Colorado George E. Glaze City Attorney Union City, Georgia Frederick S. Dean City Attorney Tucson, Arizona f? N. "r •• ..Francis O'Neill City Attorney Middletown, Connecticut Stephen C. Bess Corporation Counsel Hawaii County, Hawaii I4ICADFILb1ED BY � JORM MICR+LAB Cf DAR RAPM'. - nrC !<DRIfS James N. McCord City Attorney Fayetteville, Arkansas Thomas G. Hughes City Solicitor Newark, Delaware .y, Mlchnel C. Moore City Attorney Lewiston, Idaho THE MUNICIPAL ATTORNEY mILROFILMED BY JORM MICROLAB LLDAk RAPIDS AND uL:, ?iG i;iL DATE: June 21, 1978 i TO: members of the City Council FROM: Paul Glaves, Redevelopment Program Coordinator unn RE: Resolution of Dedication -- Parking Lot on Block 103 and Part of Block 64 1. Two Resolutions Dedicating Real Property for the Purpose of Carrying Out Urban Renewal are included on the agenda for the June 27 meeting of the City Council. One resolution concerns the parking lot on Block 103 which is part of the elderly housing site. The other resolution concerns a portion of Block 64 which is the hotel site. Comments regarding each of these resolutions are provided below: A. Block 103 A memorandum on this topic, dated March 20, 1978, was previously submitted to the City Council. The matter was discussed at an informal Council meeting at that time. The use of this parking lot as part of an expanded redevelopment site for elderly housing was considered in 1974 under the previous contract with Old Capitol Associates. When the City issued the Land Marketing Prospectus in July, 1977, the City stated that offers which combined the Dubuque Street parking lot with Parcel 103-3 would be considered. In response to that solicitation Old Capitol Associates tendered an offer to purchase both Parcel 103-3 and the parking lot. A contract for the sale of these parcels to Capitol States Associates (a joint venture between Old Capitol Associates and Midstates Development Company) has been filed with the City Clerk and will be considered at the Council meeting of July 11. The adoption of the Resolution of Dedication is the final action necessary preceding the.execution of the Urban Renewal Land Disposition Contract. B. Block 64 Block 64 will be developed as a site for the new hotel and the 450 car parking ramp. The Prospectus issued in July 1977, stated that the City wished to sell a portion of the block, with the developer to suggest which portion should hold the hotel and which portion the ramp should occupy. A portion of the block has never been owned by the LPA for Urban Renewal purposes. In order to use the Urban Renewal land disposition procedures for the entire hotel site it is necessary to dedicate or otherwise transfer control of the portion never owned by Urban Renewal to the LPA for Urban Renewal purposes. The following is a brief history of the ownership of Block 64. -- Id1CROFILIdEO BY DORM MICR+LAB CFDAR PAP@s • PES monis /'2 //0 hI1CROFILMED BY JORM MICROLAB Members of the City Counci. June 21, 1978 Page 2 CEDAR RAPIDS AND uLS 11U li1L�), ,un, I C- I P 1. Prior to Urban Renewal City (Parking) owned A and B Private Sector owned C and D 2. Early 1970's -- Urban Renewal purchased C and D from private owners as part of land acquisition program. 3. February 10, 1972 -- Urban Renewal purchased A from the City (Parking) at a cost of $298,650. 4. June 20, 1972 -- The City Council adopted a Resolution of Retention, retaining D for use as a site for a parking ramp at a cost of $167,295. 5. August 9, 1977 -- The City Council, exercising State Urban Renewal authority and Federal Block Grant regulations, transferred $264,000 in CDBG funds for A and C. Technically, the City (Parking) now holds B and D, and the City (Urban Renewal) holds A and C. Accordingly, A, C and D have all been acquired for purposes of Urban Renewal. B has not been transferred from Parking to Urban Renewal. To dispose of the entire hotel site under the State Urban Renewal law, B must be dedicated for Urban Renewal purposes. When the hotel site is sold for development, the purchase price of $250,000 will go back into the CDBG accounts and the parking ramp site will be used (previously paid for) by the City parking system. The new ramp site (part of C and D) is smaller than the site now held by parking (D and D). However, because Urban Renewal paid the City $298,650 for A while the City paid Urban Renewal only $167,29S for D, the City has been fully compensated for the difference in area. The Resolution of Dedication now under consideration should be adopted, to allow the sale of B, as part of the hotel site, using Urban Renewal land disposition procedures. MICROIAMCD BY DORM MIC R+LAB CEDAR RANDS • DFS MOINES G h110WHi-MED BY JURM MICROLAB CEDAk RAPIUS AND ULS ;-lb,:iL,, .x+111 City of Iowa Citi MEMORANDUM DATE: June 22, 1978 TO: Neal Berlin and City Council FROM: Eugene A. Dietz, City Engineer RE: FY79 Asphalt Resurfacing Project Attached is a list of 20 streets that were selected by staff as potential candidates for asphalt resurfacing. Obviously many more streets were considered, however, the 20 listed were considered as having the greatest need and warranted detailed cost estimating. After estimating the costs for the given streets and based on the budget of $205,000, the streets marked with an asterisk were finally selected by Staff (Public Works Director, Street Superintendent, and Engineering Staff) for recommendation to City Council. The streets are not listed in any particular order of priority. The estimated cost for the 16 streets being recommended is slightly more than the budget. This was done intentionally to allow flexibility during construction. The basis for payment is on a per ton of asphalt in place. Since the specifications will allow an increase or decrease of 20% without a renegotiated price, we will adjust the streets to be done as the project progresses depending on how the tonnage is running. In addition to a base bid for the streets recommended, we will add four alternates to the project: Alt. 1. Overlay City Park Tennis Courts Alt. 2. Scaling and striping City Park Tennis Courts Alt. 3. Surface parking area below College Street Bridge Alt. 4. Surface parking area adjacent to Granddaddy's Alternates 1 and 2 have a budget of $20,000. Since the anticipated cost is somewhat higher than that figure, the two items will be written as an alternate so that one or both can be deleted without rebidding the project should the cost exceed available funds. This same reasoning was used on Alternates 3 and 4, which are being done to provide additional long term parking in the CBD. I will be available on June 26 at the informal meeting for a more detailed discussion of this information. Respectfully Submitted, 141CROfILMCD BY ' JORM MICR+I_AB CFDM RANDS • DfS MOIMES MILROFILMED BY JORM MICROLAB r-- • CEDAR RAPIDS AND ULS 7101'rIL�, FY79 ASPHALT RESURFACING PROJECT I I r. I No. Street (Location) Cost 1. Harrison St. (Dubuque St. cast to dead end)* $ 4,320 2, i 10,430 MILROFILMED BY JORM MICROLAB r-- • CEDAR RAPIDS AND ULS 7101'rIL�, *Staff recommendation for overlay for approximate budget of $205,000. 141CROFILMED BY .I J0 RM MICR+LA9 '! CEDAR RAPIDS • DES 1,101111S I FY79 ASPHALT RESURFACING PROJECT No. Street (Location) Cost 1. Harrison St. (Dubuque St. cast to dead end)* $ 4,320 2, Governor St. (Bowery St. south to Hera pavement)* 10,430 3. Dodge St. (Burlington St. south to Bowery St.)* 22,100 4, 7th Avenue (Muscatine Ave. south to Sheridan)* 16,360 S. Market St. (Madison St. east to Clinton St.) 14,960 6. IVylde Green Road (Benton St. south to S. Talwrn Ct.)` 18,890 7, College St. (Muscatine Ave. west to Van Buren St.) 74,460 B. College St. (Muscatine Ave. cast to Fairview Ave.)` 15,440 9, College St. (Morningside Dr. west to 7th r1ve.)* 9,760 10. Sand Road (RR tracks south to Braverman's drive)* 34,460 Il. Clapp St. (11oltz Ave. north to Market St.)* 4,250 12. Davenport St. (Clinton St, cast to Linn St.) 18,410 13, Park Road (Templin Road east to City Park entrance) 16,910 14. California Ave. (Union Road cast to Miami Dr.)* 12,700 15. Miami Dr. (ilollywood Dr. southwest to new pavement) 21,710 16, Benton St. (iiudson St. west to Greenwood Dr.)* 21,430 17, Benton St. (Orchard Ct. west to Hudson St.)` 18,020 18. Court St. (Dodge St. west to Johnson St.) 6,200 19, Dubuque St. (Washington St. north to Iowa Ave.) 6,930 20, Linn St. (Iowa Ave. south 2/3 block)* 10 ,480 TOTAL COST = $358,220 TOTAL COST* = $220,350 *Staff recommendation for overlay for approximate budget of $205,000. 141CROFILMED BY .I J0 RM MICR+LA9 '! CEDAR RAPIDS • DES 1,101111S I i 14ILROiILK0 BY JORM MICROLAB CEDAR RAPIDS A11D 01Ej PIUI:iL X1.11 1 City of Iowa Cit, MEMORANDUM DATE: June 20, 1978 TO: Abbie Stolfus FROM: John Hayek RE: Lawrence Frank, 818 South Summit Street Dear Abbie: It is my understanding that Lawrence Frank will be applying for a solicitor's license under our peddlers and solicitors ordinance, Ordinance No. 74-2719, for permission to take photographs of passersby on the side- walk and attempt to sell those photographs to each passerby. Initially the Legal Department I believe had advised you that no suchlicense could be issued. I have 'reviewed this matter with Mr. Frank and also with the Assistant City Attorneys and I am of the opinion that a license can and should be issued to Mr. Frank upon his compliance with the applicable provisions of the ordinance concerning the payment of license fee and the like. I am sending a copy of this memorandum to the City. Council. I want the Council to be aware that at the present time this type of commercial activity on the city streets is unregulated. Under the proposed new City Code a license for commercial use of the streets of this sort could not be granted absent a specific City ordinance permitting this type of activity. Therefore, the problem here is temporary only. However, I do want the Council to be aware of this math,•_ JWH:vb:14 cc: Neal Berlin Tony Kushnir City Council ✓ 14�' 41CWILIIED DY JORM MIC R+LAB f.FDAR f!AP@5• •PES !d01%IES FL EE JIJN2 11978 ABBIE STOLFU:.) CITY CLEW MILkOFILMED BY JORM 141CROLAB • CEDAR RAPIDS AND UES I-IU1NLj, iu+, parks & rec;r®ation MO department1/1.1_' J to• Mayor and City Council , Dennis Showalter, Director i Neal Berlin, City Manager MILkOFILMED BY JORM 141CROLAB • CEDAR RAPIDS AND UES I-IU1NLj, iu+, parks & rec;r®ation MO department1/1.1_' J to• Mayor and City Council from: Dennis Showalter, Director Neal Berlin, City Manager dat June 21, 1978 re•• Old Jet Restoration Bills e . In December, you received a letter from Project to $7,115.00. GREEN detailing restoration Since December, additional costs on Old Jet which amounted costs are as follows: Newmire's Wrecking and Crane $ 41.20 Dewey's Auto Salvage $ $ 295.00 8.24 Pipe and concrete $ 240.00 Labor, Park Division TOTAL 1,14 . 4 /ef MICROFILMED BY JORM MICR+LAB CFDAR RAPIDS • DFS MOIR[S I.AluROFILMEU BY JURM MICROLAB MINUTES OF STAFF MEETING June 14, 1978 LEUAR RAPIJS ANU UES -Je— The departmental referrals from the Council meetings of June 12 and 13 were distributed to the department heads (copy attached). The City Manager requested that each department furnish a list of organizations in which the department has a membership along with the name and address of the president. This information is needed in order to mail a letter concerning the ERA resolutions approved by the Council. Any travel approved before June 14 is not subject to the prohibitions of the resolution. The Library Director was asked to furnish a list of those cities taking action similar to Iowa City's. The subject of employees serving as members of the boards and commissions is to be put on the agenda for the next staff meeting. The Human Relations Director was asked to present this subject. The recommendation of the Riverfront Commission concerning screening of Gordon Russell property is to be put on the agenda of June 27 as a motion. The Human Relations Director distributed a memo listing the primary changes in the AFSCME contract. More copies of the contract are being printed for distribution to division heads. At the next staff meeting there will be a discussion of the major changes in the contract. The Human Relations Director offered to meet with superintendents and division people after that meeting. The Human Relations Director also distributed a draft memorandum on the abuse of sick leave. She noted that this memo contains her recommendations and it is very important that division heads receive this information. Blue Cross/Blue Shield coverage was briefly discussed. Blue Cross/Blue Shield is putting together a brochure which is specific to our contract. This will be available in about two to three weeks. The Human Relations Director also had a number of brochures which relate to the City's contract. It was determined that the memo, which the Human Relations Director distributed to the staff, plus the brochures and the booklet from Blue Cross/Blue Shield should be sent to every City employee. The memo to all City employees should contain the address of Blue Cross/Blue Shield so that employees may contact the company directly. Emphasis should be made on the fact that City employees cannot make commitments for coverage for Blue Cross. Prepared by: Lorraine Saeger (/ 1;?14ly v;. •C` j 141CROFILMED BY i JORM MICR<�LA9 CMAR PAPIM • Kf MOVIES �. MICROFILMED BY JORM MICR+LA6 CFDAR PAPIDS • DFS M0114E5 :41CROFILMCO BY `j ' JORM MICR+LA6 , CFOAR RAPIDS • OCS MOIBFS S/STATUS r hll�iiUFILi4LU BY DORM MICROLAB MINUTES COUNCIL OF ELDERS JUNE 6, 1978 9:00 A.M. RECREATION CENTER MEETING ROOM A CLUAR RAPIus AMU UL5 `Iu;IiLJ, .Jv-" MEMBERS PRESENT: Tim Bredow, DNA; Larry Carlton, CoA; June Garza, CoA; Cora Pollock, AARP; and Huck Roberts, SEATS. MEMBERS ABSENT: Jeannette Moore, Leo Cain. OTHERS PRESENT: Julie Vann, Allan Bell. Summary of Meeting Discussion: The meeting was called to order by Cora Pollock. There were no questions or discussion over last meeting's minutes and they were accepted and approved. The typed letter to be sent out to service organizations was reviewed and discussed. It was decided to send out a letter to each of the 150 clubs and organizations related to the elderly. From these replies, seven new members will be selected. Discussion moved on to the selection of people to be the head of each of the subcommittees for the proposed Senior Center. The group discussed how to set up the committee and who would make up the membership of the committee. It was determined that at least one member of the subcommittee should already be a member of the Council of Elders. The rest of the committee should be made up of citizens -at - large, who had an expertise in the field that the subcommittee dealt with. Chairmen were named and will be asked if they will head up the development of the subcommittee. The following people were chosen to fill these positions: 1. Social Service Programs - Betty Mizal, Leo Cain, Huck Roberts. 2. Volunteer Programs - Wilma Kincade. 3. Health Programs - Tim Bredow. 4. Nutrition Program - Lisa Walz and Jeannette Moore. 5. Education Program - Gladis Scott and Theo Sando. 6. Information Referral - Doris Bridgeman and Betty Mizal. The next meeting will be held on July 12, at 9:00 to review the progress of the committees and to appoint the new members. Meeting was adjourned by Cora Pollock. Respectfully submitted: Tim Bredow /;?ys K. •��� MICROFILM BY ' JORM MICR�LAEI CFnAR RMIPS PFS mows hIIUROFILMEU BY JORM MICROLAB • LEUAR RAPIDS APIU UtS fNillL�, •Jell, S M T lU TM F g 2 3 8AM-Ma istrates Court (Chambers) 4 lOAM-Staff Mtg 6 BAM-Magistrates 7 g 7:30PM-P&Z Informal (Cont Room) Court (Chambers) (Cont Room) HOLIDAY 2noon-Committee on 7:30PM-P&Z Formal Community Needs (Chambers) (Rec Center) :30PM-Housing Comm (Conf Room) 9� 10 11 12 LOAM -Staff Mtg 13 19 15 SAM -Magistrates (Conf Room) SAM -Magistrates Court (Chambers) 4:30PM-Resources 7PM-UAY Board Court (Chambers) 1:30PM7Inormal Conservation Comm (Friends Meeting Council (Conf Rm) (Conf Room) Room) 7:30PM-Council 7:30PM-Parks & Rec (Chambers) Comm (Rec Center) 16 17 SAM -Magistrates Court (Chambers) 18 7:30PM-Riverfront 19 LOAM -Staff Meeting 20 AM -Magistrates 21 2 7. OPM-P&Z nforma (Con£ Room) Comm (Conf Room) (Conf Room) Court (Chambers) •30PM-Ai rport Comn (Airport Office) • :30PM-P&Z Formal (Chambers) 23 24 25 26 27 28 SAM -Magistrates Court Court (Chambers) •30PM-Resources LOAM -Staff Meeting (Conf Room) SAM -magistrates 1:30PM-Informal Conservation Comm (Conf Room) Court (Chambers) Council (Conf Rm) 4:15PM-Library Bd. •30PM-Council (Lib Auditorium) (Chambers) 30 31 8AM-Magistrates Court (Chambers) 7PM-Human Rights Comm (Conf Room) MICROFILMID BY •,`•I JORM MICR#LAB , CFOAR RAPIDS • PES 140PTS I4iLi(UiILALL) BY JOkM I•I1CkOLAb LLUAk RAFIJ:, Alii) IL: Wednesday, June 21,1978 --Iowa City Press-Citizen—SD Cityfederally fat,' going broke 13y JOHN MACHACEK Gannon Nor, service YONKERS, N.Y. — As this city contemplates firing hundreds of police officers, firefighters and other city workers next month, It also is building a f750,0oo colonnade to beautify a major downtown crossroads. The Irony is easily explained - The city has no trouble getting federal funds to pay for community development projects aimed at spurring private investment to the deteriorating downtown area. But due to a declining tax base and other adverse financial conditions arising out of its brush with bankruptcy three years ago, the city can't raise enough in property taxes and other local revenue to finance basic services The explanation doesn't satisfy angry Yonkers residents who fam a proposed 13 percent tax hike In 1978.79 in addition to the massive cutbacks In services. They would prefer to use the return on their federal tax dollars to maintain current levels of police and fire protection. Frustrated city officials agree and have already been to Washington to argue that Yonkers should be given discretion on how it uses some kinds of federal manpower funds. "The federal government Is giving us tons of money, yet at the same time, the foundation (of the cltyl is crumbling," budget director Martin J. Moran said. Yonkers was forced to start trinmilng expenditures for municipal services and schools two years ago after it nearly defaulted on Millions of dollars of debtrepayntenl like neighboring New York, it lost access to the borrowing market when franks and Investors became wary of the city's continuing budget deficlts, use of fiscal gimmick{ to balance budgets and poor financial controls. Under the scrutiny of the state emergency control board, Yonkers developed an 18 -month "financial recovery plan" that called for reducing its combined city -school budget by $11 million. The ced was accomplished by: —Firing about 20 percent of the city's 4,800 employ. About 300 teachers and 112 school crossing guards were among the approximately 800 laid off. --Closing seven schools Instead of an elementary school for every three or four blocks, there now is one for every 10 blocks. - —Reducing library hours by half and drastically cutting appropriations for the museum. —Eliminating school nurses and daily Instruction In art, music and physical education In all elementary schools Those programs now are of- fered once every two or three weeks. —Cutting back on most public works services hlcluding bulk pick-up on demand, street and sidewalk repairs, and street cleaning. Money also was saved by reducing the size of refuse collection crews, but the city continues to offer two pick-ups a week. —imposing a wage freeze on all city employees Although many Yonkers residents were disturbed by the cuts, especially those In the schools, they gradually adjusted to less service and curtailed school programs, according to city officials and other observers. "There were a lot of service cuts which didn't hurt the people," Moran said. "We cut the fat. The cuts in- convenienced the people but they weren't life-( ng. The streets are dirtier, but they aren't a health hazard." David Hartley, editor of the Yonkers Herald -Statesman, said the city "cut the frills and got down to providing the minimum level of services." Despite the 1976 cuts and additional revenue gained from a 1 percent ire - crease In the sales tax and a surcharge' on off-track betting winnings for races held at Yonkers Raceway, the city is in a new financial bind. It ,is trying to close a $10 million budget gap that city officials say is mainly due to recent wage settlements with employee unions. The state's fiscal controls are another reason for the deficit. Yonkers can only budget revenues it has on hand and which are certified by the state emergency control board. That means the budget doesn't Include stale aid or other revenue that the city expects to receive in the latter part of the fiscal year. So to balance the 1978-79 budget, City Manager Pat T. Ravo proposes raising property taxes by 13 percent and firing 318 full-time employees — about 7 percent of the city's work force. All departments, including police and fire, would be affected by the cuts. His layoff list includes' 71 of the 543 police officers and civilian personnel; 70 of the 433 firefighters; 90 of the 434 public works employees and 23 of the 105 library staffers. He also would eliminate 36 unfilled positions in the police and fire depart- ments and fire 164 part-time employees in the parks department. IdICROf ILMED BY ' JORM MICR�LA9 frIlAR uAP!V, • prS 6101Nf5 The cuts would mean the use of one man police patrol cars in neigh- borhoods with low crime rates, the closing of four fire stations, and con- solidation of refuse collection routes. Refuse pick-ups would be reduced from twice to once a week on some routes. The parks department would eliminate or cut back on summer recreation programs. Orders to make only minimal purchases of supplies and equipment might result in closing some ballfields, tennis courts and other facilities. The new wave of cuts would be "catastrophic" for the city, Mayor Angelo R. Martinelli said. Yonkers residents appear to be most concerned about the proposed cutbacks in the police and fire departments. ' Ravo has defended his recom- mendations by saying that "across-the- board cuts" were preferable to the abolition of some city departments. 1 know police and fire are essen- tint. ' he said. "But you can't shut down the rest of the city. We'll have minimum police and fire service." In recommending a new wage freeze imposed on all city employees, Ravo said he was informing the employee unions that the "well is dry'." He also wants Yonkers City Council to consider imposing a stale income tax surcharge on persons who live and work in Yonkers. That revenue would be avaitabe in the 1979.80 fiscal year and reduce the city's reliance on the property lax, he said. P1ICROFILMED BY JORM MICROLAB Placement Activities Persons Hired: 2- Bus Drivers CEDAR RAP1U5 ANU UES !IUi ILu, iU0111 HUMAN RELA'T'IONS DEPARTMENT MONTHLY REPORT MARCH 1978 Persons Terminated: 1- Engineering Technician 1- Parking Enforcement Attendent 1- Senior Planner 3- Bus Drivers 1- Police Officer 1- Maintenance Worker II 1- Treatment Plant Operator I Promotions and/or Transfers: I- Maintenance Worker II to Treatment Plant Operator I 1- Mag Card Operator to Secretary -Confidential 2- Mechanic I to Mechanic II Temporary Employees Hired: 7- Seasonal help 1- Crossing Guard 4- Mayor's Youth 1- Planning Technician 2- Bus Drivers 1- Engineering Technician Intern 1- temporary help 2- Library Aides 1- Clerk typist Temporary Employees Terminated: 1- Clerical help 1- Crossing Guard Personnel Public Works/Transit Public Works/Engineering Finance/Parking Systems Community Development Public Works/Transit Police Public Works/Traffic Engineering Public Works/Water Public Works/ {Pater Finance Public Works/Equipment Parks F Rec/Recreation Police Community Development Public Works/Transit Public Works/Engineering Public Works/Refuse Library Finance/'Traffic Various dept. Police 1. Provide open, fair, practical personnel processes in the area of recruitment, placement, transfers and promotions. izzi8 141CROFILMEO BY JORM MICR+LAB CEDAR RAPIDS • PCS MOINES f,!jLROFILMLD BY JORM MICROLAB CEDAR RAPIDS AND ULS MUItL�, a. Implement goals for affirmative action in Public Works Department. (July 1978) Continuing process. Happy to report some progress. b. Implement Civil Service Commission goals for FY78. (On going) Commission met March 20, 1978, interviewed 15 police officer applicants and certified a list of seven eligible. Fire Extension Service of Iowa State University at Ames will conduct fire- i i fighter examinations on April 18, 1978. C. Prepare for the City Council approval personnel rules and regulations to reflect current practices. " (July 1978) Updating personnel rules and regulations is still i in progress. d. Revise procedures for hiring and compensating temporary employees. (January 1978) i We are receiving applications for summer employ- ment. Some positions are filled. Procedure -, implemented to more closely monitor applications. No other major changes anticipated for FY78. . I C. Complete salary survey for administrative employees. (July 1977) ! Completed. A survey is currently in progress to i I update the 1977 information. MICROFILMED BY .,al JORM MICR+LAB CrPAI? RAPIDS • DFS MOINES h110WHLMEU BY JORM MICROLAB CEDAR RAPIDS At1U uL� :,1U1:IL,, CIVIL RIGHTS SPL'CIALISF STAFF REPORT March 15, 1916 to April 19, 1970 Committee Meetinus Did not meet with any committee but worked on getting a typed draft of the brochure, receiving the Affirmative Action Committee's letter supporting computerization of personnel data, and received two ad- ditional responses from public broadcasting organizations regarding public service spots. City_Personnel Activit 1. Participated in attempting to resolve conflict in a work situation involving a minority who allegedly was not performing his work. 2. Met with a department head and the City Manager regarding complaints from the community about one aspect of the department's project. `I 3. Met with C. Morgan, City Attorney and City Manager to discuss the City's posture regarding a complaint filed by a former employee. iAssisted the assistant city attorney in drafting a response. 4. Participated in an interview of a current City employee desiring a transfer between divisions. Si. Discussed the ramifications of the division head's changes on one employee and advised of alternatives available to deal with lack of qualifications. Advice given from civil rights aspect. 6. Redrafted the implementing procedure for the Employee Assistance i Program. 7. Revised the new employee orientation brochure. 0. Conferred in the department's staff meeting on nepotism. Clarified City's bidding process by City employees for jobs as internal ap- plicants. 9. Drafted a statement for the City Manager regarding the City's obli- gations under law to a pregnant female who wants to return to work after delivery. 10. Conferred with A. Ryan about a contract with a local employer for services. Drafted reporting forms to be implemented as part of the contractor's affirmative action plan. 11. Commented on a contract to be issued by Community Development Block Grants, 12. Reviewed City payroll changes and evaluations. :41CRorlu410 BY i JORM MICR+LAE3 CrOAP RAPIDS - PES MOVIES 14ICROFILMED BY JORM MICROLAB COLLECTIVE BARGAINING CLUAR RAPIDS AND ULS 6I6CiL,, 3. Improve collective bargaining relationships with certified bargaining units while maintaing cost levels. (On going) a. Negotiations completed as per last report. b. To administer contract commitments so as to maximize union stability throughout the year. (On going) AFSCME: Grievance filed by Park employee for disciplinary action which Union determined to take to arbitration. Fate of grievance is unclear because employee subsequently resigned. FIRE: Grievance filed regarding promotional examinations. Denied at 1st step on April 26, 1978. No further activity through grievance -I procedure. Attempt is being made to resolve through civil service and administrative channels. POLICE: No grievance activity. C. To strengthen data systems for future negotiations. Two major changes in inputting time records completed so that attendance data will be available for future negotiations. d. To decrease the amount of non-productive paid time, e.g., holidays, vacation, sick leave through contract negotiations. (March 1978) Incentive system for curtailing use of sick leave instituted in Fire Department with implementation of July 1, 1978 contract. Disciplinary action taken for excessive breaks and misconduct while on break in AFSCME unit. e. Firm up temporary disability policy through negotiations. (March 1978) No progress to date. f. To develop depth in negotiating team skills in the administrative staff. (July 1978) No further progress. q • r' 141CROFILMED BY JORM MICR+LAB CEDAR RAPIDS - [)FS MOINES I. f41LRUFIL;,ILU BY JORM MICROLAB CLDAk RAPIDS AND UL" ;IUIhL uv.,. C.umj Id1nLs 1. Added an addendum to case NE/R, 8-23-7709; E/R, 8-25-7708. Sent Investigative Report and recomuendations to Conciliation Team. 2. Conferred with B. Woodard on selecting a tie breaker for NH -7603, NII -1604 and submitted case file to tie breaker. 3. Helped Conciliation Team in case NE/R B SO, 9-23-7710 arrange meet- ings with Respondent and Complainant. Assisted in incorporating revisions in the agreement which were requested. 4. NPA/R, 2-13-7801 - E/R, 2-13-7802. Notified respondent and applicable enforcement agencies that complainant had requested the case not be i pursued and that the Commission had closed the complaint. 5. Assisted a complainant in filling out EEOC forms in order for her to pursue the charge. rib 6. Assisted the complainant in NE/S, 2-10-7801 in notorizing the State Civil Rights Commission's forms. The State had requested that the complainant sign a broad "Release of Information Form." Was con- tacted by the Respondent and forwarded an interrogatory. 7. Interviewed complainant and aggrieved party in case NH/N0, 2-9-7801. Attempted to substantiate charge by respondent that police have record involving Complainant. � I « 8. Notified all parties that the Commission had accepted the Complainant's request to withdraw her complaint in case NE/5, 12-7-7712. Dis- cussed case with Conciliation Team. 9. Notified Complainant and Respondent of Conciliation Team's finding of no probable cause in case NE/D, 11-16-7711. Case is not closed since return receipt from Complainant has not arrived. 10. Updated federal and state agencies on the current disposition of cases being handled by the Commission and crossfiled with the agency. 11. Opened, investigated and drafted a report for case NE/5, 4-4-7803. in(onnal Comulaints 1. Employment: a. 1 - Race Complaint against Job Service and lack of referrals. Referred to Bernie Barber. On second call, C. Morgan referred to M. Braverman for employment opportunities. b. 1 - Sex Follow up regarding minimal wage and unequal pay on the basis of ser.. Advised caller that establishment was not covered by Wage and (lour Division. Individual apprised me that there was no discrepancy in pay as she had first suspected. r,.. f IL14En BY �1 DORM MICR+LAB crnAP PAPIPS • PrS MOINES f4ILi20FILMED BY JORM MICROLAB CEDAR RAPIDS AND DLS I'IU!:iL.,, C. 1 - Disability Referred to Job Service to explore employment opportunities and assisted individual in applying with the City. The complainant felt that her current employer was not making an accommodation to her visual disability. Sent a draft of a complaint. In subsequent conversations, the individual made reference to unfair treatment rather than discriminatory treatment. 2. Public Accommodations: a. 1 - Disability or Age Complaint against University Hospital and the lack of treatment received. Advised complainant to ask his social worker to as- sist him on next appointment. If there was no improvement in service of treatment, 1 would assist him in contacting the State Civil Rights Commission. Calls_ for Information 1. Two calls for information about the rights of a pregnant employee returning to work. Reviewed the law and its complexities. Referred one caller to the State Civil Rights Commission and EEOC for im- mediate action. 2. ' One individual wanted to know how he could recover back pay owed him. Referred to small claims court. 3. Referred a disabled female caller to county attorney for help because { of a son who is intimidating her. 4. Manager of a local establishment which received a letter indicating an informal complaint had been filed against the establishment. Wanted some clarification of the ordinance. He would call back if he needed more information. 5. Call for telephone number and address of State Civil Rights Commission G. Caller wanted information about Title IX. Referred to P. Jones. 7. Elderly woman who was afraid of being evicted from her apartment. She had consulted her attorney. I reviewed the ordinance and what action she could take if eviction was pending. B. Call for information on housing discrimination complaints filed in 1977. Provided information. Other I. Synthesized changes in EEOC for the Commission. 2. Drafted a letter and flier regarding Morris Milgrave's visit to Iowa City. ` M1CROFILI4ED DY ' JORM MICR+LA13 CI'PAR RAPT OS • PES MOVIES S' MICROFILMED BY JORM MICR+L AB CEDAR RAPIDS • DFS MOINES .IILROFILMLD BY JORM MICROLAB CLDAR RAPIDS ANU ULS AOIIIu , 1J? ­ IN IN THE SUPREME COURT OF IOW' II CLfR;� SU?REA'E C011i2T EASTERN IOWA CABLEVISION, INC., and GARY LADICK, ) Plaintiffs -Appellees, VS. ) No. 2-62051 CITY OF IOWA CITY, IOWA, and ) 0 R D E R Individual Members of the City ) Council of the City of Iowa City, et al., Defendants -Appellants. This matter comes to the court's attention upon plaintiffs - appellees' application for expedited treatment of this appeal. We have treated the application as a motion for a ISrocedural order and hereby rule upon it pursuant to rule 22(e), Rules of Appellate Procedure. Plaintiffs -appellees' application for expedited treatment is hereby granted. Defendants -appellants shall cause the appeal to be docketed by paying the $25.00 docket fee on or before June 26, 1978. The times prescribed by the Rules of Appellate Procedure for doing all acts subsequent to docketing shall be reduced by one-half. The parties are encouraged to immediately agree on the contents of the appendix. See rule 15(b), R.App.P. Promptly after readiness the case shall be screened pursuant to Appellate Operating Procedure 1. This appeal will be accorded submission priority over other civil cases not involving child custody. Sewles 21(e) and (f), R.App.P. ! Done this day of June, 1978• Chie Justice - Iowa Supreme ourt JUN2 11974 ABBIE�Y rdS CAW MICROFILM BY I 1 JORM MICR+LAE3 Cf DAR RAPIDS • PES WINES /;Z5/9 I�ICROFILMED BY JORM MICROLAB CEDAR RANIUS AND ULS hIU1NL>, iu— Copies to: Joseph E. Day 815 Merchants National Bank Bldg. Cedar Rapids, Iowa 52401 John J. Murray 142 North 9th Street Ft. Dodge, Iowa 50501 John W. Hayek 110 East Washington St. Iowa City, Iowa 52240 ,n• I i i t MICROFILMED BY JORM MICR+LAB CEDAR RAPIDS - DES MOPES I-0ILROFILMED BY JORM MICROLAB Hugh Mose, Transit Superintendent c/o Iowa City Civic Center 410 Washington St. Iowa City, Ia. 52240 Dear lir. Moss: LEDAR RAVIUS ANO ULS iUI-NL�, .Jell' Andrea Hauer 1015 Oakerest Iowa City, Ia. 52240 15 June, 1978 I am a frequent rider on the West Benton bus route, and have �! found the schedule quite convenient. I£ only the drivers could follow itl Four times in the past week I have ridden the 6:00 P.M. West Benton with each departure from downtown occurring at least 10 minutes past the stated 6:00 P.M. departure time in the printed schedule. I am aware that drivers often wait 5 min- utes or so for connecting buses, but I feel that 10 minutes or more to be an excessive delay especially since the delay i\ seems to stem from the driver talking to his girlfriend. I have told the driver that I would appreciate leaving 5 minutes past the hour or earlier, but this does not seem to have had any effect. I can sexy with some certainty that I am not the only one dis- pleased hbout this situation, and that several of us on this route are considering other methods of arriving home. Thank -you. Andrea Hauer copy: City Council JUN 115,9718 ED ABBIE STOLFUb CITY CLERK J -2s0 iMICROFILM BY JORM MICR#LA6 [FMR RMIM - OLS MOVIES t•1ICROFILMEO BY DORM MICROLAB CEDAk RAPIDS AND ULS MUINLj, ;Ue. .-� THE PROCTER & GAMBLE MANUFACTURING COMPANY IOWA CITY PLANT 7100 LOWER MUSCATINE ROAD IOWA CITY, IOWA 57740 June 23, 1978 The Honorable Mayor, Members of the City Council, and City Manager Dear Mayor, Council Members, and City Manager: As you are aware from a recent announcement by Plant Manager, Jack Newman, the Procter & Gamble Manufacturing Company, Iowa City Plant, is starting major construction to provide facilities for future pro- duct expansions. It will be the most extensive project in the history ".j of the local plant. As has been true of the many previous expansions, the current one will maintain the attractive appearance, clean environ- ment and excellent working conditions which are part of our way of -'I doing business. On Tuesday, June 20, when our general contractor, Fruin-Colnon, applied for a building permit for a slab foundation for a temporary building to house construction offices and materials we were completely surprised to learn that we needed an approved Large Scale Non Residential Develop- ment Plan. We have discussed with City Staff members Don Schmeiser and Angela Ryan what might be done to allow issuing permits in the next few days for the temporary building and we understand that some possibilities are being developed. Also, we immediately initiated engineering work to develop, in the shortest possible time, the LSNRD Plan so that, hope- fully, we can get building permits soon enough to meet our aggressive construction schedule for the permanent structures which are part of the current project. . With a most optimistic timetable for approval of the LSNRD Plan we would fall hopelessly behind schedule for the temporary building. We had planned to pour a slab foundation in readiness for a sub -contractor, Abild, to start erecting the Butler building on July 17. Separate per- mits will be required for the slab foundation, building structure, mechanical, and electrical. A delay in availability of the temporary building will seriously affect the critical timetable for completion of the facilities needed to sustain our business. We have explored alternates to the temporary building (approximately 10,000 sq. ft.) which is to provide office space for engineering and construction personnel and some space for construction materials. In -plant space is not available and mobile trailers are not feasible for the large number of people involved. For the current project the building would be needed for a year and if other projects develop rapidly, it could be two years. When no longer needed for the con- struction projects the building will be dismantled. Its location is shown on the attached drawing and you will note that a future permanent structure will encompass that site. / 2.s/ T....FILMED BY JORM MICROLAB CEDAR RAPIDS • US MOINES RIIGROFILMED BY JORM MICROLAB CEDAR RAPIDS AND DES MUINL�, luv- - 2 - It does not appear that the LSNRD procedure was intended for such a temporary structure on our own industrial property. We respectfully request your consideration•of and prompt action toward meeting our immediate and urgent need. Very truly yours, R. 9G�. nlre Plant Engineer 141CROFILMED BY .1 JORM MICR+LAB MAR RAPIDS DES MOINES 'I I I i ' 1 C I i i RIIGROFILMED BY JORM MICROLAB CEDAR RAPIDS AND DES MUINL�, luv- - 2 - It does not appear that the LSNRD procedure was intended for such a temporary structure on our own industrial property. We respectfully request your consideration•of and prompt action toward meeting our immediate and urgent need. Very truly yours, R. 9G�. nlre Plant Engineer 141CROFILMED BY .1 JORM MICR+LAB MAR RAPIDS DES MOINES .!ILRUFILMED BY JORM I•IICROLAB • LEDAk RAPIDS AND UES IUiJi,, tuna L /* I � •I • •. .�/f. Py I I�Q j J Fop _ r 1,. "•--7 I"'T`_.�!.` J�•� ° -t 'vr t' \� 4 I. r � , I err=•~ � � � l �yhr•t.•. 1 J� ., A t � � . ai ��. 'rrJ n ` Rr. _ , t .i f ss. �� � .. ' • L /* I � •I • •. .�/f. Py I I�Q j J Fop _ Sr _.♦�y,.• MICROFIL14ED BY .•I JORM MICR¢LAB CFMR RAPIM • SCS MOINES • .. •. I err=•~ r. `.- Sr _.♦�y,.• MICROFIL14ED BY .•I JORM MICR¢LAB CFMR RAPIM • SCS MOINES t•1(LROFILMEU BY JORM MICROLAU tr`-- �•. Z� , tt t � „ ti `, i� 'fi � t � .. CEDAR RAPIDS AND AS ;'il,lfiL„ tv,r„ I i 12 PRESENT EXPAN510,Y.PERM,4NSYT ; j =7-,qNpo-gA-ey Foe Co.vreACToas �v LJ.FOTdRE PHAs/NG Si7'BS ... I4ICROFILI4E0 BY DORM MICR+LA8 CFDAR RAPIDS • DCS MOWS .y Ar�~ it rv)•' I4ICROFILI4E0 BY DORM MICR+LA8 CFDAR RAPIDS • DCS MOWS