HomeMy WebLinkAbout1989-02-21 Info PacketCity of Iowa City
MEMORANDUM
Date: February 15, 1989
To: City Council
From: City Manager '
Re: Christmas Tree Collection
The Streets Division, this year for the first time, collected Christmas trees
separate from other refuse. The trees were then fed through a chipper and the
chips were provided to the public for mulch.
A total of 4,300 Christmas trees were collected at a cost of $9,239.00 or $2.15
per tree.
The benefits derived from this effort include public awareness of the need to
recycle, use of recycled waste products within the landfill service area, and
reduction of solid waste landfilled.
It is estimated that 80% of those discarding Christmas trees and receiving
residential waste collection service cooperated with the Christmas tree
collection effort. This demonstrates a willingness by the public to become
involved with solid waste recycling when curbside collection of material to be
recycled is provided concurrent with normal waste collection. The 43 tons of
Christmas trees recycled represents 1/20 of 1% of the total volume of solid
waste landfilled annually.
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City of Iowa City
MEMORANDUM
Date: February 17, 1989
To: City Manager
From: City Council
Re: Handbook for Board and Commission Members
over the last several months Lorraine has been preparing the attached
handbook. It is our attempt to provide for new members appointed by the
City Council to various Boards and Commissions with a ready resource
document that should assist them in conducting their advisory respon-
sibilities. Guidelines which have been established for boards and
commissions by Council action and by policy memoranda have been incor-
porated into the material. It is our plan to distribute copies of the
handbook to all current board and commission members and, of course, to
all new appointees.
This handbook is part of our continuing efforts to provide board and
commission members with the necessary tools to serve you effectively.
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February 1989
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TABLE OF CONTENTS
PAGE
INTRODUCTION...........................................................1
SECTION I GENERAL INFORMATION ABOUT IOWA CITY........................2
A. History of Iowa City..........................................2
H
B. The Comprehensive Plan........................................2
L. Fiscal Matters................................................15
M. Reimbursement.................................................15
N. Area ofInterest ..............................................15
SECTION
II PERTINENT INFORMATION.....................................3
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A.
Appointments..................................................3
B.
Term of Office................................................4
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C.
Resignation...................................................4
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D.
Attendance
....................................................4
If
SECTION
III COMMISSION EFFECTIVENESS.................................5
A.
Functions and Behaviors.......................................5
B.
Effective Conflict Management.................................6
it
SECTION
IV RELATIONSHIPS.............................................8
A.
Relationships with Staff......................................8
r.
B.
Relations with City Council...................................8
C.
Council Policy on Legislative or Political Issues.............9
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D.
Relations with the Public.....................................10
SECTION
V OPERATING PROCEDURES.......................................11
A.
Iowa Open Meetings Law........... .....11
B.
Regular Meetings..............................................11
C.
Special Meetings
......................:.......................11
D.
Public Meetings...............................................11
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E.
Informal Public Hearings
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......................................12
F.
Formal Public Hearings........................................12
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G.
Hearing Procedures
............................................12
H.
Motions.......................................................12
1.
Adjournment...................................................13
J.
Minutes............ ..........13
K.
Agenda Packets................................................14
L. Fiscal Matters................................................15
M. Reimbursement.................................................15
N. Area ofInterest ..............................................15
TABLE OF CONTENTS
PAGE
0. Sub-committees................................................16
P. Role of Chairperson...........................................16
SECTION VI CITY GOVERNMENT STRUCTURE.................................17
A. City Council..................................................17 ^
B. City Manager..................................................17 _
C. Assistant City Manager........................................17
D. City Attorney.................................................18
E. City Clerk .......................... ...........18
...............
F. Airport .................. .....18
G. Finance Department ....................... .....18
................
H. Fire Department..
............................................. 19
I. Housing and Inspection Services Department .................... 20
J. Library ..................... .......20 ti
...........................
K. Parks and Recreation Department...............................21
L. Planning and Program Development Department/JCCOG.............22
M. Police Department.............................................23
N. Public Transit Department .................................... 23
0. Public Works Department.......................................24
P. Senior Center ......................... .......25
.................
SECTION VII BOARDS, COMMISSIONS, AND COMMITTEES ......................26
A. Airport Commission............................................26
B. Airport Zoning Commission.....................................26
C. Airport Zoning Board of Adjustment......... ...27
D. Board of Adjustment...........................................27
E. Board of Appeals .................... 27
F. Board of Electrical Examiners and Appeals ...................
.28
..................
G. Board of Examiners of Plumbers......... 28
..
H. Board of Library Trustees........ 28
I. Broadband Telecommunications Commission .......................29
J. Civil Service Commission.......................29
...............
K. Committee on Community Needs...................P9
...............
L. Design Review Committee................_..,29
...................
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TABLE OF CONTENTS
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Historic Preservation Commission..............................30
N.
Housing Commission/Housing Appeals Board......................30
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Human Rights Commission.......................................30
P.
Parks and Recreation Commission...............................31
Planning and Zoning Commission................................31
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Resources Conservation Commission .............................31
WS.
Riverfront Commission.........................................31
T.
Senior Center Commission......................................32
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ADDITIONAL GROUPS......................................................32
A.
Assessor's Examining Board....................................32
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B.
Board of Review...............................................32
C.
Boards of Trustees for Fire and Police Retirement
.............32
D.
Mayor's Youth Employment Board................................33
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CONCLUSION....
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INTRODUCTION
This handbook has been prepared to orient you to the functions and
activities of the various boards, commissions and committees. The
handbook is designed to increase your knowledge and understanding of
public affairs and to aid you in fulfilling the responsibilities you have
accepted within the framework of Iowa City's government.
As a member of one of the City's boards, commissions, or committees, you
will focus upon community needs that require your understanding,
dedication, enthusiasm, vision, and experience.
N' Your appointment to this position is an honor which signifies the City
Council's confidence in your wisdom and judgment. It demonstrates the
Council's desire to have the benefit of your input during the decision-
making process.
It As an advisor to the City Council, you must be continually aware that the
decisions formed by that body, even after receiving and evaluating your
recommendations, are not made easily. The Council has the ultimate
j� political and legal responsibility for the conduct of local government and
the welfare of the entire community. Yours is an important role in
assisting the City Council to fulfill its obligations to our citizens.
Participation on a board, commission, or committee can be a satisfying and
challenging experience. It provides an opportunity to develop firsthand
knowledge of the operating policies and problems of municipal government
in general and of a specific departmental unit. It personifies citizen
participation in policy determination. It gives you an opportunity to
play a vital role in the communication process between citizen and elected
representative.
A challenging and meaningful experience awaits you. Immediate
satisfaction should come from sharing your thoughts and insights with your
fellow commissioners as you deal with a variety of conditions, problems,
and situations in our City.
It is rewarding to see your interpretations and advice translated into
action by the City Council, the City Manager, and the City departments.
It must be recognized that not all of the recommendations made by the
boards, commissions, or committees will be accepted. The rejection of
advice in a given situation does not imply lack of confidence or
disinterest in the body's decisions. Elected officials must weigh all
advice against other information and considerations as they reach the
decisions for which they are responsible.
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SECTION I
GENERAL INFORMATION ABOUT IOWA CITY
History of Iowa Citv
Iowa City, as the state's first capitol, is actually older than the
State itself, having been founded as capitol of the Territory of
Iowa. Thus, the City owes its existence, not to chance, but to an —
act of the Legislative Assembly in 1839 providing for a new capitol
.at the most eligible point within the present limits of Johnson
County." The territorial government moved from Burlington to Iowa
City in 1841 into a temporary building and a year later into the
building which today is known as Old Capitol. Iowa City remained the
capitol until 1857 when the government was moved to Des Moines and
Iowa City was designated as the site for the State University. The —
City of Iowa City was incorporated on January 24, 1853.
Even as the capitol, the early city was quite small, a population of
only 1,250 being recorded in the first census (1850). This
Population more than quadrupled in the following decade, however,
with some 5,200 in 1860 and in
8,000 at the turn of the
century. Between 1900 and 1940 the population increase averaged 25
percent per decade. A large increase was recorded in 1950, but this
was actually due to the change in the method of enumeration, since
University students were included in the census for the first time.
The present population of Iowa City is over 50,000. Although a high
proportion of employment is in education and related fields, there is
a sound and growing commercial and industrial base.
B. The Comprehensive Plan
In 1959 the City Government contracted with Harland Bartholomew and
Associates, a planning and consulting firm from St. Louis, to prepare
a comprehensive plan. The purpose of this plan was to provide a
blueprint for the growth of the City - an overall picture of what the
city should be. The Bartholomew Report noted that "Completion of the
city plan is only the beginning - and not the end - of the
mustbecomprehensive
kept upato-dateroinaconsonanceppgrm. Once withe current oconditionsp
rovd and conditionstedtheplan
and ~
trends so that it continually represents the latest and best thinking
for the future development of the area." With this in mind, a new
comprehensive plan was adopted in 1978 after extensive involvement of
the community in surveys and neighborhood meetings to elicit from the
citizens what direction our community should take. The 1978 Plan
carries forward some of the principles of the Bartholomew Plan, and
continues to be updated by the City Planning and Zoning Commission
and the City Council every three to five years. A number of the
boards and commissions become involved in the Comprehensive Plan
updates based on their expertise.
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SECTION 11
PERTINENT INFORMATION
r.
A. Appointments
Vacancies on boards, commissions, or committees are announced by the
City Council at a regular meeting. Notices announcing the vacancy
and soliciting applications are posted and published at least thirty
days prior to the date of appointment. All applications are sent to
the City Council for review with the agenda material for the Council
meeting occurring at the end of the thirty day period. An applicant
is appointed to fill the vacancy by the affirmative vote of a
majority of the City Council.
It should be noted that appointment to a City board, commission, or
committee is recognition of expertise and interest in a specific area
as well as an honor bestowed upon a citizen.
Applications for board, commission, and committee appointments must
be submitted to the City Clerk's office. A separate application is
required for each body to which the applicant is seeking appointment.
aunt or uncle of a City Council member
Applications are maintained by the City Clerk's office in an active
,.
status for three months at which time they become inactive and new
applications must be submitted if the applicant still wishes to be
considered for appointment. Applicants must be eligible electors of
2. A current member of a
the City of Iowa City.
a
unless dual or joint
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When applying for membership of boards, commissions, or committees,
resolution, ordinance,
applicants are referred to Chapters 362.6 and 403A of the Code of
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Iowa to determine if the applicant would have a conflict of interest.
to which appointment is being made; and
Assistance from the office of the City Attorney is available if
applicants have questions regarding this matter.
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It is desirable that members of each board, commission, or committee
comparable County board or commission,
be independent of the City Council, of other boards and commissions,
unless dual or joint
and of other local governmental units, and that the members of all
boards, commissions and committees exercise free and unbiased
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judgment in addressing issues and tasks before them. Therefore, it
commission, or committee
is a policy of the City Council that the following persons shall not
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be eligible for appointment to boards, commissions, or committees of
the City of Iowa City:
Vacancies on boards, commissions, or committees are announced by the
City Council at a regular meeting. Notices announcing the vacancy
and soliciting applications are posted and published at least thirty
days prior to the date of appointment. All applications are sent to
the City Council for review with the agenda material for the Council
meeting occurring at the end of the thirty day period. An applicant
is appointed to fill the vacancy by the affirmative vote of a
majority of the City Council.
It should be noted that appointment to a City board, commission, or
committee is recognition of expertise and interest in a specific area
as well as an honor bestowed upon a citizen.
1. The spouse, child, mother, father, mother-in-law, father-in-law,
brother, sister, brother-in-law, sister-in-law, stepmother,
stepfather, stepchild,
aunt or uncle of a City Council member
while such member holds
office;
2. A current member of a
city board, commission, or committee,
unless dual or joint
memberships are provided for in the
resolution, ordinance,
or statute which creates the board,
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commission, or committee
to which appointment is being made; and
3. A current member of a
comparable County board or commission,
unless dual or joint
memberships are provided for in the
resolution, ordinance,
or statute which creates the board,
commission, or committee
to which appointment is being made.
It
Vacancies on boards, commissions, or committees are announced by the
City Council at a regular meeting. Notices announcing the vacancy
and soliciting applications are posted and published at least thirty
days prior to the date of appointment. All applications are sent to
the City Council for review with the agenda material for the Council
meeting occurring at the end of the thirty day period. An applicant
is appointed to fill the vacancy by the affirmative vote of a
majority of the City Council.
It should be noted that appointment to a City board, commission, or
committee is recognition of expertise and interest in a specific area
as well as an honor bestowed upon a citizen.
Term of Office
The terms of office for members of boards, commissions, and
committees usually range from one to six years. Appointments made
for vacancies created by expired terms are made at least two months
in advance of the actual beginning of the term so that new members
have an opportunity to attend meetings and can become familiar with
the advisory body before becoming a voting member. Appointments made _
to fill vacancies created by resignations are effective upon date of
appointment.
C. Resignation
If an appointee resigns from office before the end of the term, a _
letter announcing the resignation shall be forwarded to the Mayor in
care of the City Manager's office. A copy of the letter shall be
forwarded to the City Council with the agenda material at the time of
announcement of the vacancy by the City Council.
D. Attendance
It should be emphasized that regular attendance at meetings is r
critical to the effective operation of any board, commission, or -
committee. Such attendance ensures a steady flow of communication
and keeps everyone abreast of current topics under discussion. The
City Council shall be notified by the chairperson of a board,
commission, or committee when a member has three consecutive
unexplained/unexcused absences from regular meetings. This
notification should include any recommendation regarding the action
the Council is to take. Three consecutive unexplained/unexcused
absences may be cause for removal of said member. However, no member
will be removed by Council without benefit of input from his/her
respective board, commission, or committee. The purpose of this
policy is to provide a vehicle whereby all boards, commissions and
committees can maintain, to the greatest extent possible, a full
complement of active, participating members.
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Organized groups exist to complete certain tasks and to achieve certain
agreed upon purposes and goals. A board, commission, or committee is a
set of individuals held together by a web of inter -relationships and
feelings. Members have feelings about themselves, about the group and the
group's tasks.
++ The nature and intensity of these feelings set the "climate" of the
It advisory body at any given moment. A positive climate encourages member
involvement and responsibility to take actions.
Optimum participation is achieved when members experience encouragement
+ for their contributions, freedom to honestly and freely express their
feelings, and freedom from internal group strife which interferes with
p� carrying out the body's tasks.
I+
Optimum productivity is achieved when the body's stated tasks are
understood. Members should keep tasks visibly and clearly defined.
I' A. Functions and Behaviors
!" Effective boards, commissions, and committees usually pay attention
+ to the following functions and behaviors:
* Prioritizing tasks
* Anticipating problems
Analyzing problems
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* Setting clear objectives
* Developing actions -options
* Deciding
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Active listening
Not interrupting
Listening to feelings
Not judging others
Summarizing and feeding -back
* Supporting your colleagues
Accepting their ideas
Showing warmth
M Creating opportunities to involve members
Building on members' ideas
Encouraging different ideas
* Confronting what's happening
Questioning your and others' assumptions
Dealing directly with conflict
Focusing attention on the idea, not the person
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* Diagnosis skills _
How are you working together?
Who isn't involved?
What isn't being discussed?
Where is your help needed?
When are YOU going to help?
B. Effective Conflict Management
Public hearings or citizen input meetings are difficult to manage.
Participants are usually highly motivated and often nervous. When _
you have a group of potential adversaries in one room, the
possibility of uncontrolled conflict is very high. As board,
commission, and committee members, your role is to quide conflict to
positive results, not to eliminate it, which is usually not possible.
The following suggestions should help manage conflict and
confrontation effectively:
* Anticipate conflicts by doing your homework so you can
concentrate on the dynamics of the meeting rather than
learning about the topic at hand.
* Treat all sides fairly. Set the rules of the hearing early
and make sure everyone abides by them without exception.
* Explain carefully the purpose of the public hearing and
what action is expected at the conclusion of the hearing.
Insistence on playing by the rules is your best tool for
conflict management in public hearings.
* All persons speaking must clearly identify themselves, not
only for the record, but also so that you may address them
by name.
* Set an acceptable time limit for testimony (generally three
minutes) and stick to it.
* Make decisions as promptly as possible. It is all too easy
to get so bogged down in procedural distractions, petty
details, and endless searches for more information that the
issue never seems to get resolved.
* Try not to overreact to inflammatory comments. Most are
expressions of frustration and do not require answers. Try
to turn frustration to constructive avenues. Ask
questions. Be specific if you can. Refer to the speaker
by name. Reinforce areas where you agree. Do not return
insult for insult. Your insults can turn the audience
against you for your lack of control and perceived �.
unfairness.
* Try to avoid speaker -to -audience conversation. The purpose _
of a hearing is to help your board, commission, or
committee act, not to engage in debate.
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* If other members have questions of the speaker, permit
these questions only during the speaker's time at the
podium.
* Be careful not to prejudge the action of the board,
commission, or committee. Use the hearing to gather
necessary information about the project and individual
desires concerning the proposal. Members should not
express their views on the proposal until after testimony
has ended. Their comments and questions should not suggest
a position one way or the other.
* Once testimony has ended, each member should be invited to
discuss their views on the proposal.
* View the public hearing as an example of basic democracy in
action at the local level. Make it your personal goal to
make the public hearing work.
SECTION IV
RELATIONSHIPS
A. Relationships with Staff
The City's administrative staff works for and is responsible to the
City Manager and it is, therefore, the City Manager's responsibility
to allocate staff's time and efforts. Members should not attempt to
direct or decide the priority of work for the department or the
individual staff person. These bodies should, however, set
priorities for their own agendas in order that staff may best use the
time available for board, commission, or committee business. If the
advisory bodies are in need of staff assistance for a project that is
atypical of the normal assistance provided by staff, the request for
assistance should be included in the minutes of the meeting.
It is not expected that every staff recommendation will be followed;
but, based on the technical knowledge of staff personnel,
consideration should be given to their proposals and recommendations.
A board, commission, or committee may choose to agree or disagree _
with a staff recommendation. In the latter case, staff has the
option of including its recommendations in the staff report to the
City Council. Any differences in opinion will be discussed at the
Council meeting. _
The City Council expects that a mutually respectful and professional
relationship is maintained between the staff personnel and the board,
commission, or committee. The effectiveness of an advisory body is
hampered by internal tension and personality conflicts. In the event
a conflict does arise between an individual member and the staff, the
member should approach the chairperson who will, in turn, try to
mediate the conflict. If the problem cannot be solved at that level,
the chairperson will approach the head of the department to which
that board, commission, or committee is related. As a last resort
the matter will be brought to the attention of the City Manager.
However, it should be emphasized that every effort should be made to
maintain a respectful and professional relationship with staff in
order to facilitate and enhance the body's operation and
effectiveness.
Relations with City Council
With the exception of the Airport Commission and the Library Board of
Trustees, it is the primary responsibility of boards, commissions,
and committees to make recommendations to the City Council. It is
the Council's role to consider the advice and recommendations offered
by numerous sources and to make decisions to the best of its ability.
Because the City Council is in such a position to see the broader
context and is aware of other concerns, it may not always follow the
recommendation offered by individual commissions, committees, and
boards.
Although there may be disagreement with the City Council on an issue,
once the Council has established its position, the board, commission,
or committee, or individual members, should not act contrary to the _.
established policies and programs adopted by the City Council.
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Whenever a board, commission, or committee has an item before the
City Council, it is desirable that a representative of that body or
the staff liaison be present at the Council meeting.
Letters from boards, commissions, or committees, addressed to the
public or other agencies and concerning official positions being
taken, must first be forwarded to the City Council for approval
before being mailed.
When a member of a board, commission, or committee addresses the City
,., Council at a public meeting, it should be made clear whether he/she
i. is speaking on behalf of the body or as an individual citizen.
C. Council Policy on Legislative or Political Issues
The City Council is the body politic for the City of Iowa City.
Councilmembers are responsible to the electorate to act as a body in
establishing City policy and determining any public position of the
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City on legislative or political issues. The City Council takes the
position that public stands by boards, commissions or committees on
�.,
legislative or political issues are taken only upon review and
approval by the City Council. Approval by the Council's Legislative
Committee on matters regarding legislative issues is sufficient for
the above purpose.
This policy should not be construed to prevent boards and
commissions, and committees from discussing regulations, procedures
or other similar matters with administrative agencies, nor is it
meant to discourage boards, commissions, and committees from carrying
out their normal functions publicly and openly. It is assumed that
normal responsibilities include making public recommendations to the
City Council on a variety of issues to include those of a legislative
or political nature. The purpose of this policy is to ensure that
boards, commissions, and committees do not make policy statements or
take public positions which fall solely within the realm of City
Council responsibilities, but which might nevertheless be construed
as representing the official position of the City of Iowa City.
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In the event that a board, commission, or committee wishes the City
Council to take a public position or to approve or endorse a public
stand on a legislative or political issue, this request should be
clearly reflected on the record of the meeting at which this action
is approved. The staff liaison person should be instructed to
immediately submit the request or recommendation, in letter form and
"
addressed to the City Council, to the City Manager's office for
inclusion on the next City Council agenda. In the interim, a copy of
the request or recommendation will be made available to all
Councilmembers so that informal discussion, if deemed appropriate by
the Council, can take
place at the earliest possible time. The
communication should include
some indication of the degree of urgency
which is perceived as necessary for receiving a response from the
Council, This will facilitate the timeliness of policy statements as
-
well as contacts with legislators during those times when they are in
session.
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City staff will assist in every way possible to achieve timely and —
effective communication with the City Council as it relates to these
issues. All such communications will be coordinated through the City
Manager's office. _
D. Relations with the Public
Members are encouraged to become aware of public opinion relating to
their field of influence. They should welcome citizen input at
meetings and ensure that the rules and procedures for these public
hearings are clearly understood. —
Members should conduct themselves at public meetings in a manner that
is fair, understanding, and gracious. Members should be considerate
of all interests, attitudes, and differences of opinion. They should
also take care to maintain the appearance as well as observe the
principle of impartiality.
Members shall not accept gifts from applicants or other persons
concerned with matters which have been or might come before the
board, commission, or committee.
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1`• SECTION
OPERATING PROCEDURES
A. Iowa Open Meetings Law
The City Council supports the principles of the Open Meetings Law and
its guarantees of citizen access to governmental policy-making and
decision-making processes. Therefore, all boards, commissions, and
committees are directed to observe the requirements and constraints
of the Iowa Open Meetings Law, Chapter 21 of the Iowa Code, in the
conduct of all board, commission, and committee meetings. The City
staff personnel who act as administrative liaison to particular City
boards, commissions, and committees are directed to present to the
chairperson and officers of such boards, commissions, and committees,
" immediately following their appointment as such and at least
annually, a copy of Resolution 86-7 which adopts these requirements
!+ and constraints.
A notice giving the time, date, and place of each meeting, and its
,w tentative agenda shall be posted at least 24 hours prior to the
meeting of any board, commission, or committee. The notice should be
posted on the official bulletin board in the lobby of the Civic
Center and also furnished to the news media.
B. Regular Meetings
C
All meetings of all boards, commissions, and committees of the City
shall be held in public buildings of the City, in rooms or chambers
which are handicapped accessible, the location designated by such
commission by a vote of a majority of members. Regular meetings
shall be held at regular times and places and consistent with the
necessity for such meetings, shall be at regular days of the week,
regular weeks of the month and regular days of the month. The time,
date, place and tentative agendas of regular meetings of boards,
commissions, and committees shall be made public in accordance with
the requirements of the Open Meetings Law (Paragraph A).
Special Meetings
Each board, commission, or committee shall establish its own rules
and regulations governing the calling of special meetings and such
rules and regulations shall be filed in the office of the City Clerk
for inspection by any citizen. These rules and regulations shall
provide for the giving of reasonable notice of any special meetings
whenever possible.
D. Public Meetings
Any person shall have the right to be present at any meeting of any
board, commission, or committee of the City except when closed
meetings are permitted by State law. However, any public agency may
make and enforce reasonable rules and regulations for the conduct of
persons attending its meetings.
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Informal Public Hearings
An informal public hearing is one which is not required by law but
which is called in order to give the public a chance to comment on a
subject. The board, commission, or committee can set rules for
notifying the public of an informal hearing, establish a time frame,
and conduct the hearing in any fair way it chooses.
Formal Public Hearings
A formal public hearing is one that must be conducted according to
State laws or City ordinances and is designed to solicit comment from
the general public.
An official Notice of Public Hearing must be published in a local
paper of general circulation.
Hearing Procedures
Hearings held by an advisory body should be fair and impartial. If a
member is biased or has a personal interest in the outcome of the
hearing, that member should disqualify himself/herself and not
participate.
Persons and/or groups who may be affected by the subject of the
hearing should be given sufficient notice of the time and place of
the hearing and a reasonable opportunity to be heard. They may be
represented by counsel and be permitted to present oral and
documentary evidence.
At the appropriate time, the chair should open the hearing and
explain to the audience the hearing procedures. If there are
numerous persons who would like to participate, and all represent the
same views and opinions, the chair may ask that a spokesperson be
selected to speak for the group. If this arrangement cannot be made,
the chair may restrict each speaker to a limited time (generally
three minutes) so all may be heard. Irrelevant and off -the -subject
comments should be ruled out of order by the chair.
The usual procedure after the hearing has been opened is for staff to
present the staff report, followed by commissioners' questions
relating to the report. Proponents should be given the opportunity
to present their case first. This is followed by an opportunity for
opponents to present their case.
After all interested persons have had an opportunity to speak, the
hearing is closed, ending audience participation. Board, commission,
or committee members may discuss the proposal and take an action on
the proposal.
Motions
When a member wishes to propose an idea for the body to consider, the
member must make a motion. This is the only way an idea or proposal
from a member may be presented to the body for discussion and
possible action. A motion goes through the following steps:
13
1. The member asks to be recognized by the chair.
~ 2. After being recognized, the member makes the motion (I move...).
3. Another member seconds the motion.
4. The chair states the motion and asks for discussion.
5. When the chair feels there has been sufficient discussion, the
debate is closed (i.e., "Are you ready for the question?" or "Is
there any further discussion?").
ly
i, 6. If no one asks for permission to speak, the chair puts the
question to vote.
7. After the vote, the chair announces the decision ("The motion is
+ carried" or "The motion fails," as the case may be).
ca
E rasino a motion is often difficult and corrections may be necessary
before it is acted upon. Until the chair states the motion (step 4),
the member making the motion may rephrase or withdraw it. After an
amendment, the motion as amended still must be seconded and then
is
�.,
'
voted upon. It is particularly important when a motion amended
that the chair restate the motion in order that members are clear as
to what they are voting on.
f•�
In making a motion, members should try to avoid including more than
one proposal in the same motion. This is especially important when
>,
members are likely to disagree. If a member would prefer to see
separately, the member should ask
proposals divided and voted upon
the chair to dividg the motion. If other members do not object, the
chair may proceed to treat each proposal as a distinct motion to be
acted upon separately. The request to divide may also be made by
motion.
I. Ad.iournment
When a commission, committee, or board has finished its business, a
motion to adjourn is in order. This motion is not debatable;
therefore, it is the duty of the chair to see that no important
'
business is overlooked.
J Minutes
Minutes of all meetings must be kept and will be prepared by staff.
Written minutes, upon approval by the board, commission or committee,
constitute the official record of its activities.
Additions and corrections of the minutes may be made only in public
meetings, with the approval of the body, and not by the private
" request of individual members.
" It is the policy of the City Council that minutes of boards,
commissions and committees be submitted to be included on the Council
ageandndfourn weeks. fashion. A Minutes may be gested labeledtime
"Subject isito between
Commission
Approval" if a meeting to approve the minutes cannot be scheduled
within that time frame.
14
No Council action should be requested until receipt of appropriate
board, commission, or committee minutes.
It is the policy of the City Council that minutes are not verbatim.
They are, instead, action minutes, recording the essence of the
decisions made and significant action taken. If there is a split
vote, the reason for the split vote should be in the minutes. A
summary of minority viewpoints should be included.
Boards, commissions and committees should use an identical format for
minutes. The following is recommended:
1: Members present
2. Members absent
3. Staff present
4. Changes/amendments to minutes of the previous meeting
5. Recommendations to the City Council
a. Items should be listed as separate agenda items to
distinguish them from formal receipt and filing of minutes.
b. All recommendations should be accompanied by the
appropriate staff report(s). Information pertaining to any
alternatives that were considered and the rationale for the
recommendation should be included when appropriate.
c. When items come to the City Council for which there is a
designated board, commission, or committee to which those
items should be referred, that board, commission, or —
committee should consider them and report or comment back
to the City Council.
6. Requests to the City Manager for information or staff
assistance.
7. List of matters pending Commission/Council disposition.
8. Summary of discussion and formal action(s) taken.
K. Agenda Packets _
Agenda packets detailing the items of business to be discussed and
any communications to be presented will be prepared by the staff and
furnished to the members of the body within a reasonable amount of
time before the meeting. In order to be prepared for meetings,
members should read these packets and contact the chairperson or the
staff liaison if there are any questions regarding information
presented in the staff reports.
w
15
L. Fiscal Matters
The Financial Plan is a three-year budget for operating revenues and
expenditures plus capital improvements. It is prepared in the nine
months before the beginning applicable date. In October of each
year, departments submit their financial plans to the Finance
Department. The operating budgets are prepared according to specific
inflationary guidelines as provided by the Finance Department.
Departments develop capital projects that they deem necessary or per
requests from the public, boards or commissions. Any funds to be
�• spent by boards, commissions, or committees are budgeted in the
financial plan of the department which works with each respective
body. Typically, a board or commission that oversees operations of a
ry department (Airport Commission and Board of Library Trustees) will
review and approve its financial plan before it is submitted to the
Finance Department.
During November and December, the Finance Department and the City
Manager review each department's financial plan with the department
in order to fully understand the proposals. The cumulative financial
plan is analyzed for impact on both the property tax levy as well as
the financial condition of each fund. Departments may be requested
' to modify individual financial plans in order to lower the proposed
• property tax levy or improve the financial condition of a certain
fund. The City Manager's Proposed Financial Plan is given to the
+ City Council in January.
a The City Council has work sessions to review the entire financial
plan in January. In February, the proposed property tax levy and
one-year budget are published in a newspaper per State regulations
prior to a public hearing. The Council simultaneously holds a public
hearing on the entire financial plan and one-year budget and adopts
them at the same time. The one-year budget is required by State and
must be adopted by March 15 of each year.
M. Reimbursement
In the event that a member purchases an item(s), with prior approval,
for the benefit of that board, commission, or committee or for a
City -sponsored activity or event, a receipt for that item(s) must be
submitted before the member may be reimbursed.
N. Area of Interest
When a board, commission, or committee is established by the City
Council, the specific duties of that body are set forth in the
ordinance or resolution that creates it. It is implicitly understood
that the advisory body is limited to the consideration of those
matters which are specifically assigned to its jurisdiction. In
special or unusual circumstances, when interest spreads into an area
beyond its jurisdiction, the board, commission, or committee should
formally request specific authorization from the City Council to
consider the matter and to formulate recommendation in that area,
I
16
o. Sub -committees
In certain instances a board, commission, or committee may determine
that it is necessary to form a sub -committee to study a particular
matter relating to that body in some detail.
* A sub -committee may be formed by a majority vote of the board,
commission, or committee members taken at a regular meeting but
may not be comprised of a majority of the members.
* Appointments to the sub -committee are made by the consensus of —
the board, commission, or committee.
* After the completion of the particular study and presentation of
recommendation to the board, commission, or committee, the sub-
committee should be disbanded.
P. Role of Chairperson
It is incumbent upon the chairperson of the board, commission, or
committee to ascertain the responsibility of his/her advisory body
and to limit the discussion and deliberation to appropriately
assigned areas of responsibility.
The chairperson position exists to encourage the input of ideas, to
guide discussions in a logical andorderly
fashion, Thetogenerally
facilitate the decision-making pchairperson
clarify ideas as they are discussed and repeat motions made in order
that all members fully understand the wording of the item on which
they are voting.
Each board, commission, and committee is comprised of a diverse group
r
of people and it is inevitable that not everyone will agree on each
issue all of the time; however, all efforts should be made to
maintain amicable relations among the individual members.
Personality conflicts only hamper an organization's effectiveness.
Nevertheless, in the event that a personality conflict does arise
between individual members, it is the chairperson's responsibility to
try to mediate and resolve the problem. If the conflict cannot be _
resolved, the chairperson should approach the department head under
whose scope of interest the board, commission, or committee falls
and, as a last resort, the City Manager.
17
W SECTION VI
CITY GOVERNMENT STRUCTURE
,.a
A. City Council
B. City Manager
on
The City Manager is the chief administrative officer for the City and
is appointed directly by the City Council. He/she is responsible for
the implementation of all policy decisions of the City Council and
the enforcement of all City ordinances. The City Manager appoints
and directly supervises the heads of the City's operating depart-
ments. Responsibility for the administration of all City contracts,
execution of public improvements, and construction, improvement and
maintenance of all City properties and facilities lies with the City
Manager. He/she prepares the annual budget and submits it to the
City Council for consideration and approval consistent with State
law, presents recommendations and programs to the City Council, and
participates in the discussions of all matters pertaining to his/her
duties. The City Manager supervises the administration of the City's
personnel system and further supervises the official conduct of all
City employees including their employment, training, compensation,
reclassification, discipline and discharge.
C. Assistant City Manager
The Assistant City Manager assists the City Manager in the day-to-day
operations of the City. In addition, the Assistant City Manager has
direct responsibility for supervision of the Human Relations
(Personnel) and the Equipment Maintenance Divisions, and is further
responsible for the coordination of collective bargaining activities
for the City. The City's Broadband Telecommunications Specialist,
the Civil Rights Coordinator, and the Energy Coordinator also report
directly to the Assistant City Manager.
The residents elect seven Iowa Citians to the City Council for
overlapping four-year terms. Four of the Councilmembers, known as
Councilmembers-at-large, are nominated and elected by the eligible
�+
electors of the City at large. The other three are known as District
Councilmembers and they are nominated by the eligible electors of
their respective districts and elected from each Council District by
the qualified voters of the City at large. The Council in turn
selects one of its members to serve as Mayor for a two-year term.
The Mayor
presides at the City Council meetings and has one vote on
the Council,
the same as the other six members.
H
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The City Council is the legislative body and makes all policy
determinations for the City through the enactment of ordinances and
resolutions. The City Council also adopts a budget to determine how
j�
the City will obtain and spend its funds and appoints all members to
all boards and commissions. The Mayor represents the City as the
official head of the City on public and ceremonial occasions and
carries out a great variety of other municipal responsibilities.
B. City Manager
on
The City Manager is the chief administrative officer for the City and
is appointed directly by the City Council. He/she is responsible for
the implementation of all policy decisions of the City Council and
the enforcement of all City ordinances. The City Manager appoints
and directly supervises the heads of the City's operating depart-
ments. Responsibility for the administration of all City contracts,
execution of public improvements, and construction, improvement and
maintenance of all City properties and facilities lies with the City
Manager. He/she prepares the annual budget and submits it to the
City Council for consideration and approval consistent with State
law, presents recommendations and programs to the City Council, and
participates in the discussions of all matters pertaining to his/her
duties. The City Manager supervises the administration of the City's
personnel system and further supervises the official conduct of all
City employees including their employment, training, compensation,
reclassification, discipline and discharge.
C. Assistant City Manager
The Assistant City Manager assists the City Manager in the day-to-day
operations of the City. In addition, the Assistant City Manager has
direct responsibility for supervision of the Human Relations
(Personnel) and the Equipment Maintenance Divisions, and is further
responsible for the coordination of collective bargaining activities
for the City. The City's Broadband Telecommunications Specialist,
the Civil Rights Coordinator, and the Energy Coordinator also report
directly to the Assistant City Manager.
18
City Attorney
The City Attorney and Assistant City Attorneys are appointed by the
City Council and work at the direction of the City Council. The City
Attorney supervises the Legal Department and acts as legal advisor to
the City Council, City Manager, the various City departments and all
City commissions, committees and boards. The Legal Department
prepares and approves for legality all proposed City ordinances,
resolutions, contracts, and other legal documents; represents the
City in all litigation in which the City is involved; and prosecutes
violations of City ordinances.
E. City Clerk
The City Clerk is appointed by the City Council and reports directly
to the Council. The City Clerk is charged with custody of all
official bonds of City employees and with the custody of deeds,
contracts and abstracts. The Clerk's office is responsible for
ordinances, resolutions, minutes and the Municipal Code. The office
publishes public notices, ordinances and minutes as required by law
and assists staff and public in researching information. Taxi
company and drivers licenses, dancing permits, going -out -of -business
licenses, peddlers permits, cigarette licenses, beer/liquor licenses,
and cemetery deeds are issued from the Clerk's office. City sub-
division files and project files are also maintained.
The office provides required services for City elections and is
custodian of the City Seal.
it ort
The Iowa City Municipal Airport is under the supervision of a five -
member Airport Commission. The Airport Operations Manager is the
staff person for the Commission and is responsible to the Commission
for administration of the Airport property as well as serving as a
liaison between the Commission and the Airport tenants, local, state
and federal agencies, and the general public. The Airport Operations
Manager also serves as the support staff for the Airport Zoning
Commission and the Airport Zoning Board of Adjustment.
The Airport facilities include eight buildings, electrical and
lighting systems, and approximately 40 acres of paved runways. The
Airport Commission leases approximately 230 acres of airport property
for farmland use.
G. Finance Department
The Finance Department is responsible for the general supervision of
all City financial matters, including preparation of the City's
Financial Plan (budget), centralized accounting/billing functions,
purchasing, centralized staff support services and the Parking
Systems. The Department manages the City's investment portfolio and
its risk management program. The Department is divided into six
divisions: Accounting and Reporting, Central Procurement and
Services, Treasury, Data Processing, Word Processing Center, Parking
Systems.
•e,,. ,. ,3iZS
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19
f. The Accounting and Reporting Division is responsible for all account-
ing records, the preparation of the annual financial report, working
with auditors, payroll processing, general accounts receivable
billings, accounts payable processing, and federal and state grants
!' accounting and compliance.
j
The Central Procurement and Services Division is responsible for
LA providing all City departments with centralized support services
including procurement, office supplies, telephone and radio communi-
cations, inside and outside printing, mail, general information, and
FAX service.
i' The Treasury Division is responsible for custody of all City cash and
investments, the deposit and recording of all cash receipts, banking
�i activity, in addition to customer service, billing and collection for
iw water/sewer/refuse and parking tickets.
The Data Processing Division is responsible for the operation and
maintenance of the City's in-house on-line computer system in
addition to the development of new computer applications.
1.3 The Word Processing Center is responsible for the centralized
if dictation and text processing service in addition to providing
customized graphics and micro -computer support to all departments.
It
it The Parking Systems is responsible for the operation and maintenance
of all City -owned on -street and off-street parking and parking ramp
i1 facilities, primarily located in the Central Business District, in
i addition to enforcement of parking in the Central Business District
' and the enforcement of odd/even parking areas.
H. Fire Department
The Fire Department minimizes the risk of death, injury, and/or
property loss from fire, medical emergency, or disaster. In addition
to providing a coordinated and timely response to emergencies, the
Fire Department also attempts to enhance public safety through
„ preventative activities such as code enforcement and public education
programs.
The Department's 48 shift personnel are responsible for providing
emergency service to the community. Three shifts ("A", "B", and "C")
are required to maintain staffing 24 hours per day, 7 days per week.
Each shift operates with 13 personnel distributed among the three
stations. Shift personnel work 24 hour shifts beginning at 7 a.m.
and ending at 7 a.m. the following day. The average work week for a
firefighter is 56 hours per week.
The Fire Chief, as department head, coordinates overall Fire
• Department activities and programs. The Fire Marshal assists the
Chief in the administration of support services as well as managing
the City's fire prevention program. Clerical support is provided by
M the Department's secretary.
M
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20
Housing and Inspection Services Department
This department's primary responsibilities are to administer the
City's assisted and public housing programs as well as the City's
inspection and enforcement programs in the areas of rental housing,
zoning, nuisance, and building construction. The department is
divided into four divisions: Administration, Housing Inspection,
Building Inspection, and Assisted Housing.
The Administrative Division is responsible for the overall management
and coordination of all activities of the department.
The Assisted Housing Division administers three different programs:
413 units of Section 8 Certificates, 193 units of Section 8 Vouchers,
and 62 units of Public Housing. This division is entirely funded
with federal funds.
The Building Inspection Division administers the City's uniform
building codes (i.e., building, electrical, plumbing, mechanical,
dangerous building) nuisance code, zoning code, and various state
codes (i.e. liquor licenses, smoking ordinance, handicapped code).
The Housing Inspection Division is responsible for administering the
City's housing code to accomplish the following goals: maintain good
housing by preventing deterioration, preserve the quality of neigh-
borhoods through maintenance of good housing stock, and protect
property owners and tenants from various safety and health hazards.
J. Library
The library is a full-service public library serving the residents of
Iowa City plus others by contract, fee card or reciprocal agreement.
The library is governed by the Library Board of Trustees, a semi-
autonomous body of nine persons empowered by State law and City
ordinance to run the library. Members are appointed to six-year
terms by the City Council. The Library Director is hired by and
reports to the Library Board of Trustees.
The library is divided into seven departments: Administration,
Technical Services, Circulation Services, Information Services,
Children's Services, Audio Visual Services and Community Services.
The Administrative Department is responsible for planning and
coordination of all library services; maintenance, security and
repair of the building and, through the Director of Development, all
fundraising activities, public information and donor/volunteer
recognition.
Technical Services order, catalog, package, and repair all library
materials. They maintain the bibliographic records and operate the
central computer system.
Circulation services check out and reshelve all library materials.
They issue library cards, maintain the automated cardholder file,
staff the switchboard and coordinate all efforts to retrieve overdue
materials.
ea 21
The Information Department determines the needs and develops the
�+ resources to provide an up-to-date information service. Librarians
are always on duty to answer questions and provide information. This
department also directs activities which instruct users in the full
use of the library and its resources.
Youth Services plan and deliver library services and programming for
children and young people. This includes work with parents, schools
J and other youth -serving agencies.
The Audio Visual Department selects and maintains audio visual
t4 equipment and provides training in its use. They staff the AV desk
and AV labs, scheduling meeting rooms, booking films and equipment,
directing audio and visual playback services, operating channel 20
and producing video tapes by and about the library.
Community Services run the volunteer program, coordinate programs for
adults, provide library services to groups, the jail, nursing homes
and seek ways to serve the non-traditional user. They direct
activities that alert the public to library services: tours,
displays, newsletters, etc.
LA
I,
K. Parks and Recreation Department
The Parks and Recreation Department is comprised of seven divisions:
Administration; Parks; Recreation; Forestry; Cemetery; Central
Business District; and Government Buildings. Working with the staff
is a nine -member, advisory Parks and Recreation Commission, appointed
by the City Council.
The Administrative Division is responsible for the direction,
coordination, and management of the overall department, and its
various divisions. This division also provides clerical assistance
to the various divisions, and serves as staff liaison to the Parks
and Recreation Commission.
The primary purpose of the Parks Division is to provide adequate open
space and parks for the residents of Iowa City. The division has the
responsibility for maintaining 26 developed parks, and five other
"park areas," plus numerous green spaces, totaling more than 700
acres. Division employees also assist other departments/divisions
with maintenance and construction projects, and are responsible for a
considerable amount of snow removal.
The Recreation Division is responsible for providing a large variety
of leisure time activities to all ages and populations. Numerous
activities are offered in the areas of sports and wellness, cultural
arts, aquatics, special populations, summer camp, playgrounds,
special events, and drop-in activities. The division also cooperates
with various community groups in providing a number of recreational
opportunities for area residents. In addition to programming, the
division is responsible for daily maintenance of the Robert A. Lee
Community Recreation Center, Mercer Park Aquatic Center, City Park
Pool and the softball/baseball diamonds.
C:r—
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The Forestry Division is responsible for the care and maintenance of
all city -owned trees, estimated at 14,000. The division not only
provides care for established city trees, but also maintain a tree
planting program for city streets and parks, advises city residents
about tree and shrub planting in street rights-of-way, establishes
flower beds in city parks, dispenses information to the public
concerning arboricultural problems, and assists other city depart-
ments/divisions on matters relating to trees and landscaping.
The Cemetery Division is charged with providing a well-maintained
setting for interments at Oakland Cemetery. Cemetery staff also
assists the general public with lot locations, deed transactions and
lots sales, and maintains up-to-date records. The division is also
responsible for providing grounds maintenance at the Civic Center and
five other City -owned properties, plus snow removal at several
locations.
The Central Business District Division is responsible for horticul-
tural services, grounds maintenance, snow removal, rubbish collec-
tion, and general cleanup of the City Plaza. Other areas in the
Central Business District for which horticultural services and
grounds maintenance are provided include: Washington Street, Iowa
Avenue, Clinton Street, Chauncey Swan Plaza, Burlington Street,
Capitol Street, Dubuque Street, Linn Street and Market Street parking
lot. _
The Government Buildings Division has responsibility for the cleaning
and maintenance of the Civic Center and two other City offices
located in leased facilities.
L. Planning and Program Development Department/Johnson County Council of
Governments
The Planning and Program Development Department and the Johnson
County Council of Governments are located in the Commerce Center and
include Urban Planning, the Community Development Block Grant _
Program, Transportation Planning and Human Services Planning.
The Urban Planning Division plans for future development as well as
redevelopment within Iowa City. Staff members draft policies and —
plans for City Council approval and review all zoning, subdivision,
and large scale development proposals. Assisting the public and
developers in historic preservation and riverfront matters is also a
responsibility of this Division.
The Community Development Block Grant Division staff administers the
City's CDBG entitlement and other federal housing rehabilitation
monies. These funds are used to benefit particularly low/moderate
income residents in the community by upgrading and preserving
neighborhoods, improving housing conditions and assisting human
service agencies.
Staff of the Johnson County Council of Governments, better known as
the JCCOG, is also located in the Commerce Center. JCCOG functions
to facilitate efficiency and cooperation between and among
governmental jurisdictions in Johnson County.
23
The Transportation Planning Division of JCCOG is responsible for the
federally -mandated transportation planning process. Staff is also
involved in grant -writing for transportation funds for the urbanized
area.
The Human Services Coordinator of the JCCOG identifies human services
needs. Staff assists local agencies in planning and coordinating
resources to avoid duplication of programs and to secure funding
necessary to provide needed programs.
The City's graphic artist is an employee of the Planning Department
who is available to assist all City departments with graphic related
projects. These projects range from the lettering on pamphlets to
brochure illustration and map -making.
M. Police Department
The Iowa City Police Department is responsible for the fair and
rN impartial enforcement of laws, statutes and ordinances relating to
the prevention of crime, apprehension of offenders; traffic control;
accident investigation and investigation of wrongdoing in our
community. Equally important is the responsibility to protect the
if legal/constitutional rights and freedoms of all citizens.
The Department consists of five major operational divisions: Admini-
'-' stration, Criminal Investigation, Records and Identification, Patrol,
;, and Animal Control. In addition, a subsection of the Administrative
Division employs and supervises those people who serve as adult
crossing guards.
The Iowa City Police Department responds to 30,000-40,000 citizen
generated requests for service each year; investigates nearly 3,000
reports of criminal offenses annually; furnishes truancy control to
the community school district; and provides tours, talks and various
public/community relations services to 4,000+ people yearly.
The Department's motto and goal is "To Protect and Serve" -- all
people who live in or visit Iowa City.
N. Public Transit Department
Iowa City Transit (ICT) is the name of the City's public transporta-
tion system. The purpose of ICT is to provide a safe and reliable
- means for Iowa City residents to travel within the community. The
transit system operates on 13 fixed routes, providing service from
6:00 a.m. to 11:00 p.m. Monday through Friday and from 6:00 a.m. to
7:00 p.m. on Saturday. All routes arrive and depart from the
Downtown Transit Interchange on Washington Street adjacent to the
University of Iowa Pentacrest.
The Public Transit Department is also responsible for administering
contracts for the transportation of elderly and handicapped resi-
dents. The City contracts with Johnson County and a private taxi
_. operator for the provision of specialized door-to-door service for
elderly and disabled persons using wheelchair lift -equipped vehicles.
3�S
24
Public Works Department
The Public Works Department is comprised of six divisions which
operate from various locations throughout the City. These divisions
include: Administration, Engineering, Traffic Engineering, Streets
and Sanitation, Water, and Pollution Control. Public Works Admini-
stration and the Engineering Division are located in the Savings and
Loan Building on the College Street Pedestrian Mall.
Engineering Division employees perform work in connection with all
municipal public works improvements, including bridges, roads,
sanitary and storm sewers. Engineering staff reviews plans, performs
survey work, drafts construction plans, and inspects new construction
for all public works projects.
The Traffic Engineering Division is located in the City complex
across from Wardway Plaza. Employees of this division maintain
traffic signals as well as the City -owned street lighting systems.
Employees silk screen a variety of signs in the sign shop and install
all types of traffic signs. In addition, Traffic Engineering
employees paint markings on the pavement, including street lines and
direction markings.
The combined Streets and Sanitation Division is also located in the
City complex. Streets employees are responsible for keeping the
City's streets, alleys and bridges in good condition. Employees make
repairs to streets and alleys, sweep City streets, and, in the fall,
conduct an extensive leaf pick-up program. When the snow starts to
fall, it is the responsibility of these employees to keep City
streets plowed and in good driving condition.
The Sanitation employees collect waste materials from residences and
transport these materials to the City Landfill. Workers will also
pick up large, bulky items such as furniture and appliances with a
special truck. The Landfill is located west of Iowa City and is
operated in compliance'with strict requirements of the Department of
Natural Resources.
The Water Division is located on North Madison Street near the Iowa
River. The City Water Plant has the capacity to collect, treat and
distribute 12 million gallons of safe, clean water daily. To
transport this water from the plant to homes and businesses,
employees of the Water Division construct and repair the pipes and
water mains of the distribution system. Employees also install and
repair water meters and read meters to obtain correct usage data for
billing purposes.
The Pollution Control Division operates
treatment plant on South Clinton Street,
throughout the City, and the 168 mile
Employees of this division will also be
plant currently under construction south of
and maintains the sewage
numerous pumping stations
sanitary sewer system.
responsible for a second
Iowa City.
25
fm
P. Senior Center
It is the responsibility of the Senior Center to operate a facility
in which Johnson
County residents 55 or older, well or frail, can
find fun or help,
volunteer their talents, attend health promotion or
other educational
programs, classes and special events, and stay in
touch with their
friends. Through its Organization of Service
Providers and its
monthly publication, the Senior Center POST, the
Center helps to coordinate and educate the service providers and to
make seniors aware
of the resources available to them at the Center
is
and throughout the
community. The major agencies serving the elderly
in Johnson County
and located in the Senior Center are: Adult Day
Program, A.A.R.P.,
Congregate Meals, Elderly Services Agency, and
S.E.A.T.S.
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26
SECTION VII
BOARDS COMMISSIONS. AND COMMITTEES
The City Council is assisted by 20 citizen boards, commissions, and
committees. These bodies are charged with the following responsibilities:
* Advise the City Council and the City Manager on matters within
their area of responsibility and interest, as prescribed by the
City Council and its ordinances.
* Help focus attention on specific issues and problems within
their scope of responsibilities and recommend actions and
alternatives for Council consideration.
* Act as channels of communication and information between City -
government, the general public and special interest groups.
* Reconcile contradictory viewpoints and provide direction toward
achievement of city-wide goals and objectives.
* Encourage broad citizen participation in the definition and
formulation of City goals and actions for their achievement.
A. AIRPORT COMMISSION
The Airport Commission is a semi -autonomous body of five persons
empowered to administer the operation, maintenance and management of
the Iowa City Municipal Airport as a public facility in accordance
with local ordinances, state laws and federal regulations imposed by
the Federal Aviation Administration. The Airport Commission is
established by public referendum under the Iowa Code. The term of
office for Airport Commissioners is six years, during which time each
Commissioner usually serves one year as vice-chairperson/secretary
and one year as chairperson of the Commission. The Airport
Commission adheres to bylaws which were most recently revised in --
1988-89.
Meets monthly at the Transit Facility. _
B. AIRPORT ZONING COMMISSION
In accordance with Chapter 329 of the Code of Iowa, the Board of
Supervisors of Johnson County and the City Council of Iowa City have
co -established the Johnson County -Iowa City Airport Zoning
Commission.
This Commission advises and makes recommendations to the Board of
Supervisors and the City Council as to the appropriate zoning
requirements and other matters pertaining to the physical development
of areas of the County and the City surrounding the Iowa City
Municipal Airport, so as to maximize compatibility between Airport
uses and the uses of the adjacent land.
Meets as required.
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C. AIRPORT ZONING BOARD OF ADJUSTMENT
In accordance with Chapter 329 of the Code of Iowa, the Board of
Supervisors of Johnson County and the City Council of Iowa City have
co -established the Johnson County -Iowa City Airport Zoning Board of
Adjustment.
" This Board hears and decides appeals where it is alleged there is an
error in any administrative action in the enforcement of the
ordinance, and to hear and decide on special exceptions that are
iN specifically provided for in the ordinance and to authorize, on
appeal, in specific cases variances from the terms of the ordinance.
Meets at the call of the Chairperson.
D. BOARD OF ADJUSTMENT
i The Board of Adjustment is empowered through Chapter 414 of the Code
of Iowa and Section 36-91 of the Iowa City Municipal Code to
interpret provisions of the Zoning Ordinance, to grant special
exceptions as provided in the Ordinance, to hear appeals to decisions
made in the enforcement of the Zoning Ordinance, and to grant
` variances to the Zoning Ordinance for individual properties where the
provisions of the Ordinance impose a unique and unnecessary hardship
on the property owner and where the granting of a variance is not
�. contrary to the intent of the statute or to the public interest. The
Board may also submit recommendations to the Planning and Zoning
Commission and the City Council regarding amendments to the Zoning
Ordinance. The Board is a quasi-judicial body whose decisions may be
appealed directly to the District Court.
Meets the second Wednesday at 4:30 PM in the Civic Center Council
Chambers.
' E. BOARD OF APPEALS
L,
The Board of Appeals reviews the Uniform Building Code, the Uniform
Building Code Standards, the Uniform Fire Code, the Uniform
Mechanical Code and the Uniform Code for the Abatement of Dangerous
Buildings; updates and recommends code amendments for the development
of these regulatory codes; assists the building official in making
interpretations; develops fee schedule for various permits; hears
appeals for any person that is aggrieved by a decision of the
building official and passes judgment on that appeal; and approves
alternate methods of construction and materials. The Board is a
quasi-judicial body whose decisions may be appealed directly to the
District Court.
Meets at the call of the Building Official.
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F. BOARD OF ELECTRICAL EXAMINERS AND APPEALS
Examines all applicants desiring to engage in electrical work,
whether as a Master Electrician, a Journeyman Electrician or as a —
Restricted Electrician. The Examining Board is also the Appeals
Board and serves as a grievance board should any disagreement arise
between contractor, electrician, homeowner or the electrical _
inspector. The Board acts as an interpreter for the National
Electrical Code as well as the Iowa City Electrical Code.
The Board conducts regularly scheduled meetings for examinations each
year. Special meetings are called upon written request. The Board
is a quasi-judicial body whose decisions may be appealed directly to
the District Court.
G. BOARD OF EXAMINERS OF PLUMBERS
Examines all applicants desiring to engage in the work or business of
plumbing, whether as a Master Plumber, a Journeyman Plumber, or as a
Sewer and Water Service Installer, and issues licenses to competent
applicants. The Plumbing Board also serves as a grievance board
should any disagreement arise between a Master Plumber and the
Plumbing Inspector. The Board is a quasi-judicial body whose
decisions are appealed directly to the District Court.
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Meets when deemed necessary.
H. BOARD OF LIBRARY TRUSTEES
The Board of Trustees of the Public Library is a semi -autonomous body
of nine persons empowered by state law and city ordinance to act as
the governing body of the Library. The Board's specific list of
legal responsibilities includes: determining the goals and
objectives of the Library in order to plan and carry out library
services; determining and adopting written policies to govern all
aspects of the operation of the Library; preparing an annual budget
and having exclusive control of all monies appropriated by the City
Council or given to the Library through gifts, bequests, contracts,
grants or awards; employing a competent staff to administer its
policies and carry out its programs. The. Board is also an arm of
city government with members appointed by the City Council and its
principal operating funds are approved by the City Council. The
Board therefore seeks at all times to work in harmony with City
policies in all areas that do not conflict with its statutory powers.
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Meets every fourth Thursday at 4:00 p.m. at the Public Library. --
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BROADBAND TELECOMMUNICATIONS COMMISSION
Facilitates and regulates the smooth and effective development and
er operation of the City's Broadband Telecommunications Network (BTN),
more generally referred to as cable TV. The Commission makes its
recommendations to City Council in matters pertaining to this
Network, resolves disputes relating to its operation, conducts
periodic evaluations of the Network operation, and in general
facilitates its use by the citizens of Iowa City, which includes the
promotion and facilitation of the access channels (cable TV channels
20, 26, 27, 28 and 29, the Government Access Channel).
Meets every third Wednesday at 5:15 p.m. in the Council Chambers.
J. CIVIL SERVICE COMMISSION
Establishes and publishes rules relating to examinations for Civil
?' Service positions, establishes guidelines for conducting such
examinations, and certifies lists of persons eligible for appointment
to respective positions. The Commission has jurisdiction to hear
s. appeals and determine all matters involving the rights of employees
under Civil Service law (Chapter 400 of the Code of Iowa) and may
affirm, modify or reverse any administrative action on its merits.
Meets when necessary.
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K. COMMITTEE ON COMMUNITY NEEDS
Advises the Council on the needs of the community and makes
recommendations on housing and community development programs and
priorities to meet these needs. To accomplish this the Committee
provides systematic communication between citizens and policymakers
" with regard to community development projects, encourages
neighborhood meetings to identify needs of neighborhoods, and assists
citizens in articulating community needs and developing programs.
The Committee's work has been primarily directed at developing,
coordinating, and reviewing the City's activities carried out in
conjunction with the Community Development Block Grant (CDBG) funds.
Meets the third Tuesday at 3:30 p.m. in the Senior Center.
L. DESIGN REVIEW COMMITTEE
Makes recommendations to the City Council based on review of
preliminary and final design plans for urban renewal parcels as well
as general design plans of all proposed public improvements in the
downtown. In addition, the Committee reviews design plans and makes
recommendations to the City Council for structures which extend into
City Plaza and reviews the appearance of carts as part of the
permitting process for City Plaza vendors.
y Meets the third Thursday at 4:00 PM in the Iowa City Public Library.
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M. HISTORIC PRESERVATION COMMISSION
Conducts studies for the identification and designation of local
historic districts. Reviews and acts upon all applications for —
Certificates of No Material Effect and Certificates of
Appropriateness for properties located within a designated historic
district. Reviews applications for housing rehabilitation and rental
rehabilitation assistance through the Community Development Block
Grant Program to evaluate the effects of the proposed projects on
properties at least 50 years old. Furthers the efforts of historic
preservation in the City by making recommendations to the City
Council and City commissions and boards on preservation issues, when
appropriate, by encouraging the protection and enhancement of
structures with historical, architectural or cultural value, and by
encouraging persons and organizations to become involved in
preservation activities.
Meets the second Wednesday at 7:30 p.m. in the Senior Center. _
N. HOUSING COMMISSION/HOUSING APPEALS BOARD
Investigates, studies, reviews, and makes recommendations to the
Council on matters pertaining to housing within the City and hears "
appeals concerning interpretation and enforcement of the Housing
Code, and approves/disapproves individual applications for
Rehabilitation. In short, the purpose of the Housing
Commission/Appeals Board is to promote clean, decent, safe housing
for the residents of the City.
Meets the second Tuesday at 8:30 a.m. in the Public Library.
0. HUMAN RIGHTS COMMISSION
Enforces the City's non-discrimination ordinance which prohibits
discrimination in the areas of employment, housing, public
accommodations and credit. Enforcement duties include investigating —
complaints of discrimination, determining the merits of the
allegations and, in cases when discrimination has been determined, r
Commissioners attempt to effectuate a disposition that is agreeable
to the complainant, the respondent and the Commission. The
Commissioners keep informed on civil rights laws so that they can
effectively educate the community on human rights issues and serve in
an advisory capacity to the City Council. `
Meets the fourth Monday at 7:00 p.m. in the Senior Center.
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P. PARKS AND RECREATION COMMISSION
Recommends and reviews policies, rules, regulations, ordinances and
budgets relating to parks, playgrounds, recreation centers and
cultural functions of the city, and makes such reports to the City
Council as the Commission deems in the public interest. The
Commission also exercises broad responsibility for the development of
parks, recreation centers, playgrounds and cultural facilities to
serve the City, including the creation and appointment of advisory
groups to make studies.
Fr
Meets the second Wednesday at 5:30 p.m. in the Recreation Center.
r� Q. PLANNING 8 ZONING COMMISSION
Makes or causes to be made surveys, studies, maps, plans or charts of
the whole or any portion of Iowa City and any land outside which, in
t+ the opinion of the Commission, bears relation to the Comprehensive
�r Plan. Recommends to the City Council from time to time amendments,
supplements, changes and modifications to the Zoning Ordinances.
ie Makes recommendations to the City Council regarding applications for
�y approval of subdivision plans, planned development housing plans
large scale residential plans, large scale non-residential plans,
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street vacations, and annexation.
t� Meets the first and third Thursday at 7:30 p.m. in the Council
Chambers.
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R. RESOURCES CONSERVATION COMMISSION
r Researches, reviews and recommends policies, rules, regulations,
ordinances and budgets relating to matters of energy and resource
conservation to the City Council and other City boards, commissions
and committees.
�.7
it Meets the second Monday at 7:30 p.m. in the Public Library.
�a S. RIVERFRONT COMMISSION
"r The Iowa City Riverfront Commission is guided by the goal to protect
and preserve the Iowa River as a natural drainageway and source of
water and to make the most of the scenic potential and aesthetic
F� values of the Iowa River and the floodplain adjoining it. The
responsibilities of the Riverfront Commission are to "...investigate,
study, review and analyze the riverfront needs and the meeting of
such needs..." (Resolution No. 73-148).
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While the Riverfront Commission is an advisory body to the City _
Council, the Commission has moved from strictly informational and
planning phases of Commission duties and responsibilities and has
evolved into a body which implements programs, projects and —
activities that achieve Commission goals. In addition, the
Riverfront Commission continues an intensified effort to create an
awareness among all citizens of the importance of the care and
preservation of the Iowa River, its tributaries and the riverbank
itself.
Meets the third Wednesday at 5:30 p.m. in the Senior Center.
T. SENIOR CENTER COMMISSION
Serves in an advisory role to the City Council with regard to the
needs of the Senior Center; makes recommendations with regard to
policies and programs of the Senior Center; joins staff and other
interested persons in seeking adequate financial resources for the `
operation of the Senior Center; encourages full financial
participation by senior citizens in the programs of the Senior
Center; ensures that the Senior Center is effectively integrated into
the community and cooperates with organizations with common goals in
meeting the needs of senior citizens; serves in an advocacy role with
regard to the needs of senior citizens in Iowa City; and assists the
City Manager in the evaluation of personnel.
Meets the third Monday at 3:00 p.m. in the Senior Center.
In addition to the above, the City Council makes appointments to the
following groups: `
A. Assessor's Examining Board.
The City Council appoints one member to this three-member board. The
County Board of Supervisors and the School Board make the other
appointments. This Board exists to hold examinations for the
position of assessor and to hear appeals of firing or suspension of a
deputy assessor by the assessor. The Board holds meetings as
necessary.
B. hoard of Review.
As a member of the City Conference Board, the City Council makes
appointments to this five -member board. The duties of the Board are
to equalize assessments by raising or lowering the individual
assessments of real property, and to add to the assessment rolls any _-
taxable property which has been omitted by the assessor. The Board
holds sessions from May 1-31 each year and as necessary thereafter to
discharge its duties.
C. Boardsof Trustees for Fire and Police Retirement.
The City Council appoints three members to serve on both boards. —
These members along with two firefighters, two police officers, the
fire chief, the police chief and the city treasurer administer the
pension funds. Meetings are held when necessary. _.
33
D. Mayor's Youth EmDIOment Board.
Eight of the members of this Board are appointed by the City Council.
The remaining two are appointed by Johnson County with the approval
of the City Council. The duties of the Board are to provide jobs at
various sites for disadvantaged youth and young adults in Johnson
County. The Board meets monthly at 410 Iowa Avenue.
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34
CONCLUSION
The City would like to thank you for accepting this position and for
devoting your time and effort to become actively involved in the affairs
of this community. It is sincerely hoped that you will enjoy your
participation in the governing process in the City of Iowa City as a
member of one of its boards, commissions, or committees, and that you will
feel totally free to all upon any of its representatives for advice,
c
background information, or assistance. It is with this in mind that this brief handbook has been prepared.
Please consider it a guide as you begin your new duties as a member of an
advisory body and not as an all-inclusive restrictive set of regulations.
Welcome aboard.
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City of Iowa City
MEMORANDUM
Date: February 16, 1989
To: City Council
From: Barry Beagle, Associate Planner
Re: Discussion of Street Standards Concerning Petersen Second
Subbdivision.
Mr. Chuck Mullin, the subdivider's attorney, requests an informal discus-
sion with the City Council regarding the proposed improvement of Hanks
Drive in Petersen Second Subdivision. The proposed subdivision is located
approximately 0.5 miles east of Iowa City on the north side of Local Road
(Rochester Ave.). The current resident owners in the proposed sub-
division desire to retain the existing rock drive (Hanks Drive) instead of
improving it to current design standards of the Fringe Area Policy
Agreement. Pending outcome of this discussion, the final plat of Petersen
Second Subdivision will be presented for Council consideration.
BACKGROUND
The owners in the proposed subdivision initiated application for prelimi-
nary plat approval on April 14, 1988, to officially plat a 10.37 acre
tract into seven (7) residential lots. Five (5) of the lots had previous-
ly been subdivided from a larger farm tract either by metes -and -bounds
description or through one -lot subdivision plats approved by Johnson
County. Each of the five (5) lots contain a single-family residence. The
owners initiated application to clarify the description of existing lots,
provide for a uniform street right-of-way, and provide for two (2)
additional residential lots. The plat provided for the improvement of an
existing rock road to the standards specified in the Fringe Area Policy
Agreement. The plat was ultimately approved by Council on June 14, 1988,
and subsequently approved by the Board of Supervisors on June 16, 1988.
Shortly thereafter, the owners initiated application for final plat
approval of the seven (7) lot subdivision. The owners now request,
however, to retain the present rock drive in lieu of improving Hanks Drive
to the required design standards. On December 1, 1988, the Planning and
Zoning Commission recommended, by a vote of 5-0, to approve the final plat
of Petersen Second Subdivision subject to approval of the legal papers and
the inclusion in the Subdivider's Agreement of a provision which requires
the improvement of Hanks Drive to Level 2 of the design standards of the
Fringe Area Policy Agreement. Please refer to the attached letter from
Tom Scott, Chairperson, dated December 5, 1988, clarifying the Commis-
sion's recommendation. Also enclosed is an excerpt of the December 1,
1988, Planning and Zoning Commission minutes concerning this item.
The proposed subdivision is located in Area 5 of the Iowa City/Johnson
County Fringe Area Policy Agreement. The Area 5 policy permits residen-
tial development within one (1) mile of the eastern corporate limits of
the City and requires new development to conform to Level 2, a minimum
rural design standard for streets. Level 2 design standards require local
36R&
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streets be constructed of three (3) inches of rolled stone base with a
chipseal surface 22 feet wide. The preliminary plat indicated Hanks Drive
to be constructed to this standard except with a 24 -foot wide surface.
The Fringe Area Policy Agreement was amended in 1987 establishing three
(3) levels of street standards for the development of land within the two-
mile extraterritorial jurisdiction of Iowa City. Both the City and County
agreed that the development standards for subdivisions within the fringe
area should be directly related to the anticipated annexation of any
portion of the fringe area. Located 0.5 miles from the eastern corporate
limit of Iowa City, Level 2 street standards apply which assumes an
annexation potentialof 0 nars. Staff relaxation of like
the estreetistandardsand nfor
Commission strongly opposes any
this subdivision.
Approved b .
ono d c meiser, Director
Department of Planning and
Program Development
3ato
CITY OFIOWA CITY
December 5, 1988
Mayor John McDonald
City of Iowa City
410 E. Washington St.
Iowa City, Iowa 52240
Dear John:
The City Council will have the final plat of a County subdivision,
Petersen Second Addition, before it in the next few weeks. During review
of this plat, the Commission had a lengthy discussion of the improvements
which would be required for Hanks Drive. The applicants wished to retain
the rock drive that exists; the staff recommended chipseal surfacing
consistent with the preliminary plat and the design standards of the
Fringe Agreement.
The Commission ultimately recommended approval of the final plat subject
to final approval of legal papers and the inclusion in the Subdivider's
Agreement of a provision which would require Level 2 standards for the
improvement of Hanks Drive consistent with the Fringe Area Policy Agree-
ment. As you will recall, Level 2 is triggered by potential annexation
within ten years; this subdivision is one-half mile east of the City on
Local Road. The provision in the papers will mean that prior to the
issuance of any more building permits for any lot in this subdivision,
Hank's Drive will need to be improved to chipseal.
The Commission requests that if the Council should contemplate relaxing
the standards in this case, at the behest of the applicants, that the ;
Council meet with the Commission prior to your vote. We would consider
such a relaxation of the standards a significant departure from our
recommendation, which would warrant a meeting under the Council's policy.
Sincerely,
Tom Scott, Chairperson
Planning & Zoning Commission
bj/pct
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9111
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Planning 3 Zoning Commission
December 1, 1988
Page 2
Dierks moved to defer item Z-8812 to the December 15, 1988, meeting.
Cook seconded the motion. The motion carried 4-1, with Clark voting
any.
2. Public discussion of an amendment to the Zoning Ordinance to
eliminate certain chid care providers from the Zoning Ordinance
regulations for child care facilities and to extend the hours of
operation for home occupations.
Franklin reviewed the amendment to the Zoning Ordinance. Franklin
stated that the amendment provides for child care providers taking
care of six or fewer children to be treated as home occupations and
not required to go through the special exception process. Franklin
continued and stated that the second aspect of the amendment provides
for a change in the hours of operation of any home occupation from
8:00 a.m. to 9:00 P.M. to 7:00 a.m. to 9:00 p.m.
Cook moved to approve the amendment to the Zoning Ordinance. Clark
seconded the motion. Cook stated that in Iowa City, child care is an
economic development issue because this industry represents direct
employment for those who care for the children and also allows
parents to hold down jobs while their children are properly cared
for. Cook continued and noted that, information provided by the 4 -
C's Child Care Resource and Referral Center indicated there were
approximately 420 child care providers caring for six children or
less, providing about 420 part-time/full-time jobs while approxi-
mately 600 jobs rely on the availability of child care. Cook
concluded by saying that he was in agreement with the proposed
amendment.
The motion was carried 5-0.
DEVELOPMENT ITEMS:
4. 5-8832 Public discussion of an amended preliminary LSNRD plan for
Iowa -Illinois Gas 8 Electric Company at 1630 Lower Muscatine Road to
permit construction of a storage building (45 -day limitation period:
December 19, 1988).
Franklin reviewed the staff report dated December 1, 1988.
Clark moved to approve the amended LSNRD for Iowa -Illinois Gas 5
Electric Company to permit construction of a storage building.
Hebert seconded the motion. The motion was carried 5-0.
OS 8824. Public discussion of a request submitted by Donald Wood for
approval of a final plat for Petersen Second Subdivision, a 10.25
acre, seven -lot residential subdivision located 0.5 miles east of
Iowa City on Local Road (45 -day limitation period: December 19,
1988).
Franklin reviewed the staff report dated December 1, 1988.
Don Wood, 4036 Rochester, stated that he has lived in the neighbor-
hood a long time and did not feel that the neighborhood is ready to
326
Planning & Zoning Commission
December 1, 1988
Page 3
chipseal Hanks Drive at this time. Wood stated that the neighbors
and he would like the drive to remain unimproved and would continue
to provide for its maintenance. Scott asked why Mr. Wood wanted to
file a subdivision plat at this time. Wood replied that during the
settling of his wife's parents' estate, inaccuracies were found in
the current platting of the subdivision. Wood indicated that the
subdivision platting had to be brought into compliance with the
applicable zoning regulations.
Franklin pointed out that the enforcement of the requirement to
chipseal Hanks Drive would be triggered by the request for a building
permit. She speculated that since the subdivision was already
developed, the improvement would not be required immediately.
William Terry, 4042 Rochester, stated that he agreed with Don Wood's
comments that the neighborhood does not want to chipseal Hanks Drive.
Terry indicated that the neighbors understood that at some point in
the future, Hanks Drive would have to be improved but would prefer to
wait.
Dierks moved to approve S-8824, a request submitted by Donald Wood
for approval of a final plat for Petersen Second Subdivision subject
to final approval of legal papers and subject to the inclusion in the
Subdivider's Agreement of a provision which requires the improvement
of Hanks Drive according to Level 2 of the design standards of the
Fringe Area Policy Agreement. Cook seconded the motion. Clark
stated that he did not think it was fair for City taxpayers to have
to pay for the improvement of streets that were eventually annexed.
However, he went on to point out that this existing subdivision is
different from an entirely new subdivision concerning paving require-
ments. Clark said that since the area will be annexed in the future,
it does not seem fair to require chipseal improvements now and at
some point in the near future, require further improvements. Clark
concluded by saying that he was in favor of waiving the chipseal
requirements. Scott stated that the urban design standards which are
required are a minimum in this case and should be met. Scott
continued and said he understands the plight of the residents who
find themselves in what could be considered an "illegal" subdivision,
but either the urban design standards must be met or he feels that
the Planning and Zoning Commission should send a recommendation of
denial of the subdivision to City Council. Terry interjected that he
objected to the inference that either he or his neighbors had
participated in anything illegal. Scott responded that he did not
mean to suggest that any of them had willfully been a party to any
illegal action.
Dierks stated she agreed with Chairperson Scott that, at a minimum,
chipseal improvements be required before any building permits are
issued in the subdivision. Cook stated that he was concerned about
allowing subdivisions that have substandard streets when the
potential for annexation exists and that he would vote for the
chipseal surface. Hebert stated that he agreed with Scott, Dierks
and Cook.
The motion carried 5-0.
Sac
JOHNSON COUNTY BOARD OF SUPERVISORS
ROBERT J. BURNS
PHONE: (319( 356.6000
CHARLES DUFFY
PATRICIA MEADE
11(/'(���•�`�J
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DICK MYERS
I�+ `�
BETTY OCKENFELS
i
February 16, 1989
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Ron O'Neil
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{ Airport Manager
410 East Washington Street
Iowa City, Iowa 52240
f
Dear Mr. O'Neil:
The Board of Supervisors re -appointed
Eldon Moss to the
Johnson
County/Iowa City Airport Zoning Board
of Adjustment on
February
16, 1989.
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This term will expire on February 26,
1
1994.
ESincerely,
Robert J. Burns
Chairperson
RJB/jh
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cc: tXayor John' BoDonald.
}
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P.O. BOX 1350 913 SOUTH OUBUQUE
IOWA CITY, IOWA 52244
MINUTES DRAFT
E911 SERVICE BOARD
JANUARY 26, 1989 - 4:00 P.M.
SECOND FLOOR CONFERENCE ROOM
JOHNSON COUNTY ADMINISTRATION BUILDING
MEMBERS PRESENT: Coralville: Lundell (Alternate)
Civil Defense: McGinley
Hills: Murphy
Iowa City: Hansen (Alternate)
Jo.Co: Myers
Jo.Co.Amb.: Cole
Jo.Co.Sheriff: Carpenter
Lone Tree: Shanklin
Mercy Hospital: Josephus
North Liberty: Roberts
Old Cap.Amb.: Hutt
Oxford: Saxton
Riverside: Eckrich
Solon: Lee
Swisher: Milke
Tiffin: Stoner
Univ. of Iowa: Harris
West Branch: Stoolman
West Liberty: Nath
MEMBERS ABSENT: Shueyville: Grabe
Univ. Hts: Schottelius
Wellman: Swartzendruber
STAFF PRESENT: Lilledahl
Ebinal
GUESTS PRESENT: GTE: Chelsvig
IA D.P.S.: Rollinger
Jo.Co.Sheriff: Thayer
Kalona Co-op Telephone: Marner
Public Rep: Stimmel
Sharon Telephone: Yoder
South Slope Tele: Brumley, Kahle
Swisher Telephone: Schropp
U.S. West Comm.: McCarty, Kyllonen,
Henning
Wellman Telephone: Kelley, Wagamon
1. CALL MEETING TO. ORDER
The meeting was called to order at 4:00 p.m. by Chairperson
Myers. The January 11, 1989 minutes were approved as
submitted.
2. DISCUSSION OF E911 SERVICE AND RELATED ACTIVITIES
Representatives from U.S. West Communications provided a slide
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show demonstrating how E911 works and different benefits.
Afterwards, the representatives answered questions. When
asked what U.S. West could do in the implementation of E911,
it was pointed out that they could: assemble a database for
the E911 system from subscriber information supplied by local
telephone companies, design the E911 system and, in
conjunction with other carriers, supply the hardware equipment
necessary for E911.
Kyllonen noted that Johnson County is not a unique case in
E911 situations: it has a group of users, (the sheriff,
police and fire departments, and the medical services) and a
group of providers (the telephone companies). This situation
is similar to others that U.S. West has set up around the
country. U.S. West is able and willing to be a consultant to
the county. However, they would not like to be involved in
the politics of E911 implementation. For instance, when
telephone company boundaries cross county lines, U.S. West
recommends that the counties have an agreement on routing the
calls to the proper E911 tandem office. This assures that even
people in the remote part of the county have access to E911,
and avoids the high cost of selective routing.
Myers asked whether U.S. West would be willing to advise the
E-911 Service Hoard on issues such as: number, location, and
operation of PSAPs. U.S. West is willing to be a consultant
on technical issues, but the emergency services and the
telephone companies that serve the county should set their
priorities as far as political concerns. The cost of the
system and the funds available play a greater role in the
decision on the final system than the political factors do.
The US West representative suggested that each emergency
service in Johnson County map out their district to show their
individual responsibilities in the county. In general,
approximately 803 of the calls received by the E911 system are
for police protection, 153 for medical services, and 53 are
fire calls.
Myers expressed his concern over the total cost of the E911
system, and whether the 25 cent levy on the phone lines would
cover costs. If the county does indeed have to use property
taxes to help supplement expenses, he was concerned about the
service crossing political boundaries.
Cole questioned how the service would be extended to people
without telephone. Persons without telephone service will not
be entered into the database. A call could be placed at a
neighbor's house at which time the authorities could be
directed to their own location.
3. Discussion re. Timetable for E911 Activities
Myers asked -how long it would take to install E911 in Johnson
County. Generally, it takes approximately 24 months for an E-
911 system to be completely installed after a contract is
30
signed. Installation of E911 could be completed in less time
but the added time allows for problems to be worked out as
they come up.
Currently all county roads in Johnson County are named and
Myers has suggested that road signs be installed over a three
year period. He estimated the cost to be $10,000. It may be
that only the major roads in the county will get signs, but
the County Board of Supervisors has not yet made a decision on
the matter. It was recommended that, since all of the roads
are named, it should be mandated that people use the new
address and not the old rural route number.
Myers proposed that the city councils get together with the
telephone company that serve their area and make a decision on
how to recover the cost incurred from an update in equipment.
There are two ways to recover the cost: charge the cost to the
subscribers or use tax money from the county.
Myers suggested that voting members request that the telephone
companies fill out a form sent to them from US West indicating
what they need to upgrade in order to handle E911. A motion
was passed to request that the independent telephone companies
send the information requested by Disaster Services and US
West to Lilledahl by 10 February 1989. Then the information
will be passed onto U.S. West.
Myers noted that the Supervisors and Iowa City council has
agreed to fund a consultant to study the issue of joint
communications and issues of E911. It was suggested that all
vendors of equipment for E911 be contacted to attend the next
meeting and present cost figures, etc.
The consultant's role was discussed. Some board members felt
that the county should not hire a consultant until the issue
is better defined. Questions were brought up
concerning joint communications in Johnson County and the
option of selective routing of rural area calls to E911.
Selective routing would cost approximately $1500 a month if
the county decided to go with that option. concerning when a
consultant should be hired, it was noted that Iowa City is
going to be updating their equipment. If the city does not
have advice on whether or not joint communications would work,
it may go ahead and update without leaving that option open.
There was a motion to merge the Ad Hoc Committee on Joint
Communications with the E911 Service Board. This would make
the Ad Hoc Committee a sub -committee of the service board.
Myers noted that if funding for E911 comes from the tax base,
the County Board of Supervisors will have veto power on the
funding of E911. If everything works out, he would like to
have an account set up in the county auditors office to
administer funds for E911.
•
There was a motion to send out a request for proposals from
consultants. The list of consultants is somewhat limited.
Myers requested that anyone who knows Of her consultants add
their names to the list. The motion passed
The next meeting will be a discussion of different systems
available. A date was not announced. The meeting adjourned
at 5:45.
20 Section t Chicago Tribune, Sunday, February 6, INg ❑
C#ty/$UbUPbs
Tylerr Hoefnagel sorts recyclable$ Into his city truck In Elk Grove Village, where 80 percent of households recycle.
Recycling picks up as landfills pack it.in
By Anks S010
As ficy ing dkes he
arca. A Quiet revolufa
way suburban and out
do butes and the s
and take out their tarba
,., . un mtmidpatitia have begun a,rbade
t� p'C mitl ,'uy�sumr c I� �3
mese bol towns will begin Dro®amt
/�yn�fb ht's`'�JW.�g so fats we can't keep up
aisis forecast,
1 Id�eatlunmart
t a peoessuy
arrvlval, `sed,
Of
the
behind, some 14
waste c
Energy
alt's possible within two years that al-
most town will be olfaing
.Iddoeg habits have changed radically
in one northwen suburban town, where
recl,chiq has been combined with pay-by-
tbcr* garbage collation. Woodstock
residents arc recycling one third of their
Pirbalie—even Junk, mail—and switching
products that avoid bd y or unrecycla-
ble plastic packaging.
We used to buy pop in two -liter con-
tainer; because it's so convenient, but
we've cut that out entirely and drink from
carts," said Craig Montgomery, a resident.
Carts are Ne. Plasde bottles are
not—not yet Sora Montgomery a card
shop owner with two cbildrcn, sues only
one $1.22 bag a attic cbe'spaysrg less
now than under the old $14o -month sys- .
tem.
It's costing prople Neo have more
wash, but it's more fv rsgly," be said.
The waste disposal ams nwtnatirg re-
cyclin stems from one dowmto-earth
fact: ITvitdfiq location space inn minis is
es to disappear by the mid-1990s.
Wahhh skyrocketing dumping ka and po-
See Recycling, pg. 20
3dR
ecyc g
conthaved 19
litical obstacles to opening new
dumpoeasity, mat has combined with no-
Another mothm m new state laws
tw require All Illinois countin of
mom than 100p00 W* to ra.Yck
tend wipo yard wage of their garbage by the
sunurcr of 1990.
It's absolutely critical now that said William Aboh,
aythe
Solid Waste Agency
OpNordiem Cook County.
-It's not that recycling has gotten
any cheaper, it's that the d erretives
have gotten so much more upen-
sive.
Ikspite misconceptions to the
wptnry' ta)dug doesn't pay for
iychf, 77he aervha costs from 75
Cada to
$2 month extra per farm.
ly: The ad�Eorial coat ahrady fle-
ton in the SO cents per fanmly that
towns yes bade from the safe of the
ts�clab' rtateriels, according to
statsstnt 1 the I . is Ikpam-
ment of . &MV and Natural Re-,
sooy"
You pay a littleybitnowfn mwheen
cycle or you pay
you have "owderc st Wt it except
past loxes," said viutee Gallitano of
Elk Grove Village As in Oak lawn,
Oak Park andon, 90 Per-
cent of all singlo-f • households
in P1k Grove dlage'pantiapate in
percent leas trash from single-family
To Succeed, public education is
key, ofbciab say. "At fust, it ,was
very difficult because peo0e didn't
understand the proordiirtI, accord -
ins to Tyler Hodragel, a rustling
trick driver in Elk Grove.
Children are, antral to clienging
houachold habits, aaortting to I.m
Addknan, regiocoor-
dinator for Waste Management of
North America, Ina, which runs five
area programs. Three days a week,
Coro y employes apeals to area
... . .hit i hildren about rc-
st r• -w--
start-iW coat to Municipalities
for the i him
us ds o�'i,srt?°un
_1&h
info. d county Vw
special awfieft gem or flue
siecovidered On Pr-
� bion dot
from kwn ager Nom NwE, aid the
sisld crams pee=r to pnud-
P" Eda DA In 110me VK 9XII0 "mc -
wig Wds0PW Cause, that AID
tthan
�tii carport pabase,
ren in changing their
its. "Sura, �y�ins is e
mostly my Icds do it,"
Raralio, an Elk Grove
,
Ret .
cycc lins is now a profes-
sionWixed induvty, though not-for-
profit organizations that have run
drov�offters for years have ex-
panded itonto cuthade recycling with
support from local governments. In
�upgo, for examx, the not-for-
pro(dUptown Recycling Station and
the Resource Canter on the South
Side rune a number of cufisiden
grams. The city says
it will
o
of ng -promised and fouuch-ddelayedt
pilot programs in
summer.
More than half the programs art
run by competitive haulers who may
use recycling as a marketing tool to
win new garbagehauhng contracts.
Waste Management, Inc., for in-
stance, won the MCAfi g comma in
Arlington Heigha, which uses anoth-
er waste ha old nosh stands a
boa thence to bid for the entire
waste camrop.
Tbougls many of Ih curb" m
stare ¢oil harve to expirad to Mutt the
cycling 25 percent
ag pshase.
A•wtok lec�o*
!T1sin , sole o raw materi sand
.. L R.did goods --n still
VR
�euem eximin K d- Bal we
based Resource
Solne towns
aerate markers.
micipal Confer
•Yedy facyo tri is slgAuu in rmyum y%- " ••,
•` wW u to pay hof sow , in a joint -purchasing
eveem
s'rRfCf-
� Qr * racy*,& 4m0ia , Abbb, of she rat municipal -our
on owe. Ease Rdstad Ila erKeIs DOW
On
of ageraY "Our,
bap �9 o =15.t"
twh d Act doors t end whenwe
put
fha f�-
34
W
W
0
THE NEW YORK TIMES, SUNDAY, JANUARY 29, 1989
Don't Let City Garbage Go Up in Smoke
By Barry Commoner
rcling handled, recy-
cling could handle,
of
most of the nation's
trash. But New York
City and many other
municipalities through•
out the countryare taming to inclner.
slim to solve their Crash disposal
problems. This Is the wrong direction.
Two recent developments serve as
timely warnings. The lint is the stale
Department of Environmental Con,
servatiwl's refusal to approve a per -
air to construct an kaklentar at the
Brooklyn Navy Yard. The other Is the
growing number of reports about the
financial trouble being encountered
by Incinerator projects.
The declaim an the Navy Yard In•
cinenlor was based on two facts that
were col considered by the Board of
Estimate when, In HSS, It approved a
plan to build five and eventually eight
or more lrash•buming incinerators In
Iheciry.
First, Incinerator ash Is toxic and
therefore wt disposable In the Fresh
Kills landfill m Staten Island. Second,
the city wait recycle much more
than IS percent of Its trash — las far
Issue, realized target — or even she 25
percent called for In a bill raw before
the City CoureLL
The Board of Estimate should
reconsider Its decision and Instead
ask the Sanitation Department to de-
sign a trash dispoasl system In keep-
ing with these new facts.
A new system mold be created Sim•
ply by dasngktg the way trash is
separated N the city's present, n•
Lary recycling program. Participanvoluts
separate trash Into three categories.
Two of them, newspapers and cans
and boltlea, an hauled In compart-
mented trucks to a processing plant
for conversion Into marketable prod.
Barry Commoner is director of
Queens College's Center for the Biol-
ogy of Natural systems, which devel-
aped Intensive recycling systems for
Buffalo and East Hampton, Li,
ucls. The third fraction — all the rest
of household trash — is picked up as
usual end taken to Fresh Kills.
According to the Sanitation Depart.
ment, a maximum of 2,300 tons a day
of recyclable materials could be ob.
tained from households to this way—
about 17 percent of the residential
trash collected by the city (about
11,000 tons a day, or half the total
trash stream). However, recycling
collections In 1888 have averaged
only 30 tons a day, less than 2 percent
of this modest goal.
But the current recycling program
targets only a fourth of recyclable
trash. By the simple expedient of
reorganizing the separation Instruc•
!Ions, all of the recyclable trash
(nearly90 percent of total residential
trash) could be collected and, with
suitable facilities, processed and
marketed. Recycling word then re.
rover about 60 percent of all residen•
tial trash This would do better than
incinerators, which bum only 70 per.
cent, leaving 30 percent as ash. More
Important, It would enable us In get
by withal building any incinerators.
The feasibility of this scale of recy.
cling Is evident from the results of n
10 -week teat of an Intensive recycling
system by 100 famllles in East Hamp-
ton, LI. In the experiment, 81 percent
of their trash was recovered as mar-
ketable materials.
I
U.S. cities
shouldn't
build
incinerators.
In New York City, undersuch a sys•
tem householders would separate
their trash Into just three categories,
as they do now. But the classifications
would be different: food scraps and
soiled paper; all forms or paper, cans
and bottles; all the rest (nonrecycle-
bles). The food 'scraps and stilled
paper, combined wish yard waste (to-
gether, amounting to about 23 percent
of residential trash), would be wen•
posted and marketed for horllcul-
mral and certain agricultural uses.
The second fractlon,'tepresentidg
80 percent to 65 percent of residential
trash, would be hauled to a process-
ing plant ( like the -one raw operated
for the city in Harlem), separated
into various grades of paper, aluml•
num cans; tin cans and color -awed
crushed glass, and then trNrose(ed.
Allowing for this syr
tem would recavq gYPoae are
lutol of about 80 of residential
trash. The remaIning mnrecyclable,
material would be dpppefted In Fresh
Kills. By thus greatly reducing the
burden on that ovenlrahad focipty,
we would triple Bape file.
The asrtte Drera . could readliy
M
scale education program.
An Intensive recycling system
could be operating within little more
than a year — long beforepditee Brook•
lyra Navy Yard Indnerat6r, which
could lake four to five yearsto build.
Certainly, the city could be recycling
much more than the 3,000 tons a day
that the Brooklyn Navy Yard Inclner•
ator is supposed to burp long before
that now -paralyzed project could be
The Sanitation Department clairds
that a high level of recycling from a
city as large as New York would
overwhelm the existing markets for
recovered materials — that recycling
can grow only after the demand for
Its products expandL IA nalhy,Sthe
situation is just the reverse.
Recycled materials ere cheaper
than the virgin products for which
they substitute. Aware that recycled
materials Increase profits, users of
recycled glass, metal and paper have,
Recyclink is'
cheaper,
cleaner
and more
efficient.
said repeatedly that gwy,would ex-
panel the necessary maoufacturing
facilities If they could be assured of a
steady apply. The adoption of Inten-
sive recycling by New -York City U
components an burnable or recycle•
ble, but obviously not both. A Warren
CoyotY, N.J., Incinerator hall been
forced to operate, uneconomically,
well below capacity because burnable
trash components have been diverted
to meet the state's mandate for 25
percent recycling. The proposed solu•
tion Is to reduce the size of future in.
cinerators, but that would freeze
recycling at 25 percent — again,
uneconomically — for the 20•year
lifetime of the Incinerators.
Finally, we shouldn't lose slot of
the environmental aspects of the
Issue. By supplanting the environ.
mentally hazardous Incinerator and
avoiding pollution from the produc•
tion of virgin metal, glass and paper,
Intensive recycling Is clearly prefer•
able to incineration.
Intensive «cycling gives us an op•
portunity to transform the present
trash program from an All -too -typical
example of the city's failure to solve
Its public problems Into a rare and In.
sparing success. O
►I
The case for a local environmental agenda
James D. Harless
Among the challenges facing local
today, community
the future.
In so doing, ital3o is working to protect
Improvingtha EnvicomuntofOak Ridge."
Aa of the officials l talked to agreed that
government
environmental quality is one that
the city's economic development poteo-
such efforts have been beneficial to their
is increasing both in importance and in
tial If communities wish to attract new
communitea An EQAB allows the local .
"institutionalize com-
complexity. Issues may range from solid
wastecoaectionordlsposal toSuperfund
people and new Industry, then an active
role to protect local resources is just cam-
government to
munity environmental expertise, Worms.
cleanup, wutawoter treatment, compre-
hensive resource evaluation and regulatory
mon sense. Both new residents end new
companies ere attracted to cle&n, health-
tion exchange and citizen interest in
government,' says Oak Ridge assistant
program enforcement
Over the ysare cities and counties have
ful communities.
The board Isreactive m well, frequently
city manager Mike Walker. The board's
particularly helphd when council is deal.
depended on state or federal enviroomen-
responding to requests for advice on
ing with complex ordifficult environmen-
tal protection programa and have tended
to believe that environmental quality is
specific environmental issues from city
council, city staff or regional planning
tad lssues, adds one city councilwomm
A spokesperson for Community Devel-
not a local respotsibility.
A formal or informed environmental
commissions
We all have heard the expression that
opmeat in mother city says Its Environ.
mental Reviewcommitumprovideayshuble
ageods, however, can maamize a cam-
munity's ability to protect health and Safety.
one "cannot see the forest for the trees"
Mostof the time, management people in a
technical information, while acting u a
foeum that itis sympathetic without being
Sometimes a local agenda is formed to
city or county are trying to get the per
inappropriately or too Sully swayed by
mactto an existing problem sometimesto
future problems In either cue,
spectiveofseeingthe forest because they
have to make the big decisions Boards
commercial interests or special interest
groups. "It works well," a Public Works
prevent
citizen involvement can be the key to its
and committees of various types look at
the trees and evaluate details close up.
staff liaison says simply about a local
Nature Resource Commission In his ares
success
An emvnnmentalagendemaybe adopted
We need both viewpoints in local gov
A small town manager in still mother
by an existing local or me planning corn-
mission. chamber of commerce, beautifi-
erament, and we need the two groups
communicating with one mother to reach
community said committees help to run
the town, and the Conservation Commis -
cation board or other civic organization.
balanced and informed community de-
Sion Is one of those committees A Citizens
Or a community may choose to create a
special advisory panel for this purpose.
cisiom.
I have talked with officials from other
Environmental Protection Advisory Com.
mittee in a larger city gets staff support
The University of Tennessee's institute
Tennessee cities that have adopted Similar
from the Department of Water and Power
for Public Service has developed a model
ordinances orreaalutions, and with officials
and hes three specified functions under
city ordinance or county resolution to
from large and small local governments
ordinance. Ordinances in the com-
createan"Environmental Quality Advisory
Boud/Cemmittee" (EQAB) and a set of
from coast to tout I have reviewed Some
of the ordinances adopted inmumicipalitlu
munities surveyed specify from one to nine
board functions regarding local environ.
bylaws governing the operation of such a
board. An EQAB Is Simply a group of
Icontacted, and Ihave area observatlons
to share based on the feedback from these
mental quality and humor resources
Itis my observation that advisory panels
residents who educate and advise the brat
communities
most often ere used for curative/ructive
community about environmental quality.
Its membere aro chosen by city council
A number of boucle or committees,
including Oak Ridges EQAB and&similar
reasons, and that even mora communities
need to utilize this mechanism to help
from resumes submitted by interested
group in Santa Berbera. C&U. originated
derma or solve existing local community
citizens,
I have 11 yews of personal experience
during the 1970s' "Earth Day move-
menu" blmy others were initiated In res.
environmental problems or concerns.
Further. I am of the opinion that the
u city staff representative touch a group
ponce to a single local environmental
proactive and preventive potential con.
in Oak Ridge, Tenn, and have found the
board to be a valuable tool which more
problem Examples include an oil spill in
the ocean, river pollution by a local indus.
tribution by such a body Is Substantial. In
order to fulfill this potential. them mustbe
local governments should consider.
try, discovery ofan abandoned hazardous
a teemworkapproachemonglocal govem-
Theoperetlonalcoat toamunicipality is
waste Site, or general issues concerning
ment management staff, elected leaders
minimal, assuming that non -paid people
solid waste disposal, groundwater patio•
and the citizen volunteers who offer a civic
serve on the board and existing public
tion or air quality.
helping hand to achieve and maintain
spamisused. Aematiamountofstalfaup•
Some boards begin to encourage can.
environmental quality for present and
port is needed tohandle part-time clerical
servation, environmental planning and
future generations ❑
and management functions
The Oak Ridge board was established
Interaction with local government ins pre
active way. In Oak Ridge, for example,
James D. Nartess is an environmental
by ordinance in 1973 and hes an annual
public awareness is enhanced through the
management consultant and project coon
work plan approved by City Council In its
swuding of certificates of recognition to
dinator /or the University o/ Tennessee
proeetive eepac.ty, it Sets u e preventive
deserving individuals and businesses.
institute /or Public Service's Municipal
agent, helping the community to avoid
These certificates read: "In Grateful Ra
Technical Advisory ServicelCounry Tech.
negative environmental consequences for
cognition of Service and Efforts Toward
neat Assistant Service
51 Journal of Environmental Health
Volume 51, Number I
33/
The case for a local environmental agenda
James D. Harless
the challenges facing local
the future.
Among
government today, community
In so doing, it also is working to protect
environmental quality is one that
the city's economic development paten -
is increasing both in importance and in
tial. If communities wish to attract new
mmplezity. issues may range from solid
people and new industry, then an active
waste collection or disposal, to Superfund
role to protect local resources is just com-
cleanup, wastewater treatment, comps
mon sense. Both new residents and new
hewive resource evaluation and regulatory
companies ere attracted to clean, health.
program enforcement
ful communitlea.
Over the yaw cities and counties have
The board is reactive es well,frequently
depended on state or federal enviroamen-
responding to requests for advice on
tal protection programa and have tended
specific environmental Issues from city
to believe that environmental quality is
council, city staff or regional planning
not a local responsibility.
commissions
A formal or informal environmental
We all have heard the expression that
agenda, however, can maximize a eoro-
one "carrot see the forest for the trees"
maty's abWtysprotecthealth andsafety.
Most of the time, management people in
Sometimes a local agenda is formed to
city or county are trying to get the per,
macittomexistingproblem.mmetimesto
apective of seeing the forest, because they
prevent future problems. In either cue,
have to make the big decisions. Boards
citizen involvement can be the key to its
and committees of various types look at
suecess
the trees and evaluate details close up.
An environmental agendamey be adopted
We need both viewpoints in local gov.
by an existing local or me planning earn.
ernment, and we need the two groups
mission, chamber of commerce, beautifi-
communicating with one mother to reach
cation board or other civic organization.
balanced and Informed community de•
Or a community may choose to create a
cisiom
special advisory panel for this purpose.
I have talked with officials from other
The UniversityofTemesseeshutltute
Tennessee cities that have adopted similar
for Public Service has developed a model
ordinencesorresolutions, and with officials
city ordinance or county resolution to
from large and small local governments
create m"Envhoommtd Quality Advisory
from coast to coast l have reviewed some
Board/Committes" (EQAB) and a ut of
oftheordinmces adopted in municipalities
bylaw governing the operation of much ■
Icontacted, and Ihave a few observations
board. An EQAB is #imply a Roup of
to share based on the feedback from theme
residents who educate and advise the local
communitles
community about environmental quality.
A number of boards or committees,
Its members ere chosen by city councB
including Oak Ridge's EQAB and a similar
from resumes submittsd by Interested
group in Santa Barbua, Calif, originated
citizens
during the 1970e' "Earth Day move•
I have 1I years of personal experience
ment" Many others were Initiated in res.
ascity etaffropresentntiveto such a group
ponse to a single local environmental
in Oak Ridge, Tenn, and 6nve found the
problem Examples include an all spill in
board to be a valuable tool which more
the ocem, river pollution by a local indus.
local governments should consider.
try, discovery of an abandoned hazardous
The operational cost to a municipality to
waste site, or general Issues concerning
minimai, assuming that non -paid people
solid waste disposal, groundwater pollu-
serve on the board and existing public
tion or air quality.
spacelsused.Asmallamountofstaffaup-
Some boards begin to encourage can -
port lsneeded tohandle part-time clerical
aervatton, environmental planning and
and management functions.
interaction with local govenunentin a pro,
The Oak Ridge board was established
active way. In Oak Ridge, for example,
by ordinance in 1973 and has an annual
publicawareness is enhanced throughthe
work plan approved by City Council. In its
awarding of certificates of recognitions
proactive capacity, it acts as e preventive
deserving individuals and businesses.
agent, helping the community to avoid
These certificates reed: "In Crateful Rr
negative environmental consequences for
cognition of Service and Efforts Toward
54 Journal of Environmental Health
Improvingthe Environmentof Oak Ridge."
All of the officials I talked to agreed that
such efforts have been beneficial to their
corumunites. An EQAB allows the local
government to "institutionalize com-
munity environments! expertise, Informa-
tion exchange and citizen interest in
goverament," says Oak Ridge assistant
city manager Mike Walker. The based is
particularly helpful when council is deal-
ing with complex or difficult environmen-
tal issues, adds one city councilwoman.
A spokesperson for Community Devel-
opment in another city says its Environ-
mentalReview Committee provicluvaluable
technical information, while acting as a
forum that itis sympathetic without being
inappropriately or too easily swayed by
commercial interests or special interest
groups. "It works well," a Public Works
staff Helena says simply about a local
Nature Rescues Commission in his area.
A small town manager in still mother
community said committees help to run
the town, and the Conservation Commis.
sion is one of those committees A Citizens
Environmental Protection Advisory Com.
mittee in a larger city gets staff support
from the Department of Water and Power
and ham three specified functions under
ordinance. Ordinances in the com-
munities surveyed specify from one to nine
board functions regarding local environ-
mental quality and human rescures&
It is my observation that advisory panels
most often ere used for curative/reactive
reasons, and that even more communities
need to utilhe this mechanism to help
define or solve existing local community
environmental problems or concerns.
Further, I am of the opinion that the
proactive and preventive potential con.
tribution by such a body is substantial. In
order to fulfill this potential, there must be
a teamwork approach among local govern•
ment management staff, elected leaderg
and the citizen volunteers who offer a civic
helping hand to achieve and maintain
environmental quality for present and
future generations ❑
James D. Harfns is an environmental
management comuftant and project coor.
dinator for the University of Tennessee
Institute for Public Service's .Municipal
Technical Advisory Service/Counry Tech.
nical Asssutant Service
Volume 51, Number 1
331
The case for a local environmental agenda
Among the challenges facing local
government today, community
environmental quality is one that
is increasing both in importance and in
Complexity. Issues may range from solid
waste collection ord'upoeal, to Superfund
cleanup, wastewater treatment compre-
hensive resoun:e evaluation and regulatory
program enforcement
Over the years cities and counties have
depended on stateorfedenl enviroomeo-
Cal protection programs and have tended
to believe that environmental quality is
not a local responsibility.
A formal or Informal environmental
agenda, however, can marimixe a con.,
munityeabflitytopmtscthealth and safety.
Sometimes a local agenda is formed to
react tom existing problem, mmetimes to
prevent future problems In either cue,
citizen involvement can he the key to its
suttees
An environmental agenda may be adopted
by an sib ting local or ecce planning com-
mission. chamber of Commerce, beautift
cation board or other civic organization.
Or a Community may choose to create a
special advisory panel for this purpose.
The Unlversityof Temessee's Institute
for Public Service has developed a model
city ordinance or county resolution to
ae ate m"Envimnmantsl QualityAdvisory
Board/Committee" (EQAB) and a sat of
bylaws governing the operation of such a
board. An EQAB is simply a group of
residents who educate and advise the local
community about eavironmmtal quality.
Ica members we chosen by city Council
from resumes submitted by interested
citizen.
I have 11 years of personal experience
as city staff representative to such a group
in Oak Ridge, Tem, and have fond the
board to be a valuable tool which more
local governments should consider.
The operatlonalcostto amunicipality la
minimal, assuming that man -paid people
serve on the board and existing public
space In used. A small amomtof staff sup•
port is needed tohandle parttime clerical
and management functlons
The Oak Ridge board was established
by ordinance in 1973 and has an annual
work plan approved by City Council In Ila
proactive capacity, it acts u e preventive
agent helping the community to avoid
negative environmental Consequences for
James D. Harless
the future.
In so doing, it also is working to protect
the city's economic development potso-
tial If communities wish to attract new
people and new industry, then an active
role to protect local resources is just com-
mon sense. Both new residents and new
companies are attracted to cleam, health-
ful communities.
The board is reactive u well, frequently
responding to requests for advice on
specific environmental Issues from city
council, city staff or regional planning
commissions
We all have heard the expression that
one "carrot see the forest for the trees."
Most of the time, management people in a
city or county ere trying to get the per
spective of seeing the forest because they
have to make the big decisions Boards
and committees of various types look at
the trees and evaluate details close up.
We need both viewpoints in local gov
ernment and we need the two groups
communicating with one mother to reach
balanced and Informed community de•
cislon.
I have talked with officials from other
Tennessee cities that have adopted similar
ordinances orresolutfons, andwithofficiels
from large and small local governments
from tout to Bout I have reviewed some
of the ordinances adopted in municipalities
I contacted and I have a few observation
to share based on the feedback from these
communities
A number of boards or committees,
including Oak Ridge's EQAB and a similar
group in Santa Barbara. Calif., originated
during the 1970 "Earth Day movo-
meat" Many others were initiated in res•
ponce to a single local environmental
problem Examples include an oil spill in
the ocean, river pollution by a local indus•
try, discovery of an abandoned hazardous
waste site, or general issues concerning
soitd waste disposal, groundwater pollu-
tion or air quality.
Some boards begin to encourage can.
servation, environmental planning and
Interaction with local government in a pro-
active way. In Oak Ridge, for example,
public awareness is enhanced through the
awarding of certificates of recognition to
deserving individuals and businesses.
These certificates read "In Grateful Re-
cognition of Service and Efforts Toward
54 Journal of Environmental Health
Improving the Enviromnentof 0ak Ridge."
All of the officials I talked to agreed that
such efforts have been beneficial to their
communites. An EQAB allows the local
government to "insdoationalize com-
munity environmental expertise, informs.
Clan exchange and citizen interest in
government" says Oak Ridge assistant
city manager Mike Walker. The board is
particularly helpful when council is deal•
tal issues, adds one city councilwomen.
A spokesperson for Community Devel-
opment in mother city says its Environ -
Inappropriately or too euily swayed by
Commercial interests or special interest
groups. "It works well," a Public Works
staff liaison says simply about a local
Nature Resource Commission in his area.
A small town manager in still mother
Community said committees help to run
the town, and the Conservation Commis•
sion is one of those Committees A Citizen
Environmental Protection Advisory Com.
mitten In a larger city gets staff support
from the Departmentof Water and Power
and has three specked functions under
ordinance. Ordinances in the core•
munitles surveyed specify from one to nine
board functions regarding local environ•
mental quality and humor resources
It is my observation that advisory panels
most often ere used for curative/reactive
reasons, and that even mora commmities
need to utile this mechanism to help
define or solve existing local community
environmental problems or concerns.
Further, I am of the opinion that the
proactive and preventive potential con•
tribution by such a body is substantial. In
order to fulfill this potential, them must be
a teamwork approach among local govern•
ment management staff, elected leaden
and the citizen volunteers who offer a civic
helping hand to achieve and maintain
environmental quality for present and
future generations 0
James D. Hartess it an environmental
management consultant andpro%ect coor•
dinator /or the University o/ Tennessee
Institute /or Public Service's Municipal
Technical Advisory Service/County Tech.
nical Asssistant Semite
Volume 51, Number I
331
The case for a local environmental agenda
James D. Harless
the challenges facing local
the future.
Aamong
government today, community
In so doing, itelsoisworking toprotect
environmental quality is one that
the city's economic development poten-
is increasing both in importance and In
tial. If communities wish to attract new
complexity. Issues may ruga from solid
people and new industry, then an active
waste collectionor disposal, to Superfund
role to protect local resources is just com-
cleanup, wastewater treatment, compm
mon sense. Both new residents and new
hewiverewuroow"tiooandmgulatory
companies we attracted to clean, health -
program enforcement.
fall communities.
Over the yam cities and counties have
The boud is reactive a welL frequently
depends dan state or federal enviroomen-
responding to requests for advice on
tal protection programs and have tended
specific environmental Issues from city
to believe that environmental quality is
council city staff or regional planning
not a local responsibility.
commissions.
A formal or Informal environmental
We all have heard the expression that
agands however, can maximize a mm-
one "cannot see the forest for the trees"
munity's abilitytoprotecthealthmdsefety.
Most of the time, management people in
Sometimes a local agenda in formed to
city or county ere trying to get the per,
reacttoanexistingproblem,wmetimesm
spettve of seeing the fores4 because they
prevent future problems. In either case,
have to make the big decislorm Boards
citizen involvement can be the key to its
and committees of various types look at
success.
the trees and evaluate details close up.
An environmental agenda may be adopted
We need both viewpoints in local gov-
byanexisting local or ma planning core.
ernmen4 and we need the two groups
mission, chamber of commerce, beautilk
communicating with one mother to reach
cation board or other civic organization.
balanced and Informed community de -
Or a community, may choose to create a
cisioos.
special advisory panel for this purpose.
I have talked with officials from other
The Univers]tyofTennessee's Institute
Tennessee cities that have adopted similar
for Public Service has developed a model
ordinances orrewlutiona, and with officials
city ordinance or county resolution to
from large and small local governments
create an "Environmental Quality Advisory
from coast to coast l have reviewed some
Board/Committee"(EQAB)md a set of
of the ordinances adopted in municipalities
bylaws governing the operation of such a
Icontacted end Ihave afew observations
board. An EQAB Is simply a group of
to share besedon the feedback from these
residents who educate and advise the local
communities.
community about mirbonmental quality.
A number of boards or committees,
Its members as chosen by city council
Including Oak Ridges EQAB ands similar
from resumes submitted by interested
group In Smta Barbers. Calif., originated
citizens.
during the 1970s' "Earth Day move -
I have i l years of personal experience
ment" Many others were initiated In res -
as city staff representative to such a group
ponce to a single local environmental
in Oak Ridge, Term, and have found the
problem. Examples include an oil spill in
board to be a valuable tool which more
the ocem,river pollution byelocal Indus -
local governments should consider.
try, discovery of an abandoned hazardous
The operational cast to a municipality Is
waste site, or general issues concerning
minlmal, assuming that non -paid people
solid waste disposaL groundwater po0u-
serve on the board and existing public
tion or air quality.
space Is used Asmall amomtafstaff sup•
Some boards begin to encourage can -
port lsneeded to handle parttime clerical
servation, environmental planning and
and management funcdom
interaction with local goveromentin a pro -
The Oak Ridge board was established
active way. in Oak Ridge, for example,
by ordinance In 1973 and has an emus]
public awareness is enhanced through the
work plan approved by City Council. In its
awuding of certificates of recognition to
proactive capacity, It acts u a preventive
deserving individuals and businesses.
agent, helping the community to Avoid
These certificates read "In Grateful Re -
negative environmental consequences for
cognition of Service and Efforts Toward
51 Journal of Environmental Health
Improving the Eavimnmentof OekMdge."
Ail of the officials I talked to agreed that
such efforts have been beneficial to their
mmmunitea An EQAB allows the local
government to "institutionalize com-
munity environmental expertise, informa-
tion exchange and citizen interest in
governmen4" says Oak Ridge assistant
city manager Mike Walker. The board is
particularly helpful when council is deal-
ing with complez or difficult environmen-
tal Issues, adds one city councilwoman.
A spokesperson for Community Devel-
opment in mother city says its Environ.
mental Review Committee ptovid a valuable
technical information. while acting as a
forum that it Is sympathetic without being
Inappropriately or too easily swayed by
commercial interests or special interest
groups. "It works well" a Public Works
staff liaison says simply about a local
Nature Resource Commission in We arse.
A small town manager in still mother
community said committees help to run
the town, and the Conservation Commis-
sion is one of those committees A Citizens
Environmental Protection Advisory Com-
mittee in a larger city gets staff support
from the Department of Water and Power
and has three specified functions under
ordinance. Ordinances In the com-
munities surveyed specify from one to nine
board functions regarding local environ-
mental quality and humor resources
It Is my observation that advisory panels
most often as used for curative/reactive
reasons, and that even mora communities
need to utilize this mechanism to help
define or solve existing local community
environmental problems or concerns.
Further, I am of the opinion that the
proactive and preventive potential con.
tribution by such a body Is substantial. In
orderto full ll dila potential there must be
e teamwork approach amonglocalgovern-
ment management staff, elected leaders
and the citizen volunteers whooffera civic
helping hand to achieve and maintain
environmental quality for present and
future generations ❑
James D. Harless is an environmental
management consultant and project coor.
dinator /or the University o/ Tennessee
Institute /or Public Services Municipal
Technical Advisory Servico/County Tech.
nical Asssistanr Service.
Volume 51, Number t
331
The case for a local environmental agenda
James D. Harless
the challenges facing local
the future.
Improvingthe Environmental Oak Ridge."
Among
government today, community
In so doing itelsoisworking toprotect
Ali ofthe officials Italked toagreed that
environmental quality is one that
the city's economic development poten•
such efforts have been beneficial to their
is increasing both in importance and in
tial If communities wish to attract new
communites. An EQAB allows the local
complexity. issues may range from wild
people and new industry, then an active
government to "institutionalize com-
wastecoaectionordisposal. toSuperfund
role to protect local resources isjust com•
munity environmental expertise, informs•
cleanup, wastewater treatment, compm-
mon sense. Both new residents and new
tion exchange and citizen Interest in
henaive moo=s evaluation and regulatory
companies are attracted to clean, health-
government' says Oak Ridge assistant
program enforcement
ful communities.
city manager Mike Walker. The board Is
Over the yesn cities and counties have
The board is reactive as well, frequently
particularly helpful when council is deal•
depended on state or federal environmen•
responding to requests for advice on
ing with complex or difficult environmen•
tal protection programs and have tended
speck environmental 'issues from city
tal issues, adds one city councilwoman.
to believe that environmental quality Is
council, city staff or regional planning
A spokesperson for Community Devel.
not a local responsibility.
commissions
opment In another city says its Environ.
A formal or informal environmental
We all have heard the expression that
mentalReviswCammiCaspmvidesvduable
agenda, however, can maximize a cam,
one "cement see the forest for the treed'
technical Information, while acting as e
munity'sabilityto pmtecthealthandsdety.
Most of the time, management people in a
forum that itis sympathetic without being
Sometimes a local agenda is formed to
city or county we trying to get the per
inappropriately or too easily, swayed by
reactte mexistingpmblem,wmetimesto
spective of seeing the forest, because they
commercial interests or special interest
prevent future problems In either case,
have to make the big decisions Boards
groups. "It works well," a Public Works
citizen Involvement can be the key to its
and committees of various types look at
staff Ralson says simply about a local
success
the trees and evaluate details close up.
Nature Resource Commission in his Ares
Anenvironmentalagenda may be adopted
We need both viewpoints in local gov.
A small town manager in still mother
by an existing local or eras planning com•
ernment, and we need the two groups
community said committees help to run
mission, chamber of commerce, beautill.
communicating with one mother to reach
the town, and the Conservation Commis•
cation board or other civic organization,
balanced and informed community do-
sion 13 one of those committees A Citizens
Or a community may choose to create a
cisione.
Environmental ProtectionAdvisory Com•
special advisory panel for this purpose.
I have talked with officials from other
mittee In a larger city gets staff support
The UniverityofTennessee's Institute
Tennessee cities that have adopted similar
from the Department of Water and Power
for Public Service has developed a model
ordinmcesorrewlutionandwitho(ficial+
and has three specified functions under
city ordinance or county resolution to
from large and small local governments
ordinance. Ordinances in the com•
aeate an"Eavirmunental Quality Advisory
from coat to coast I have reviewed some
munitles surveyed specify from one to nine
Board/ Committee' (EQAB) and a sat of
oftheordinnccs adopted in municipalities
board functions regarding local environ•
bylaws governing the operation of such a
I contacted and I have a few observations
mental quality and hurt= resources
hoard. An EQAB is simply a group of
to share based on the feedback from these
It is my observation that advisory panels
residents who educate and advise the local
communities
most often are used for curative/reactive
community about environmental quality.
A number of boards or committees,
reaaoas, and that even more communities
Its members us chosen by city coursed
including Oak Ridge's EQAB mala sim0u
need to utilize this mechanism to help
from resumes submitted by interested
group In Santa Bashers, CAIV., originated
define or solve existing local community
citizen.
during the I9701 "Earth Day move-
environmental problems or concerns.
I have l l yews of personal experience
mens" Many others were initialed in res.
Further, I am of the opinion that the
as city staff mpresentetive to nucha group
ponae to a single local environmental
proactive and preventive potential con.
in Oak Ridge, Tenn, and have found the
problem Examples include an oil spill in
tribution by such a body is substantial In
board to be a valuable tool which more
the ocean, river pollution by a local Indus•
order to fulfill this potential, them must be
local governments should consider.
try, discovery of= abandoned hazardous
a teamwork approach among local govern.
The operational cost to a municipality is
waste site, or general issues concerning
ment management alai& elected leader?
minimal, 1, assuming that non -paid people
solid waste disposal, groundwater pollu•
and the citizen volunrs teewho offer a civic
serve on the board and existing public
tion or air quality.
helping hand to achieve and maintain
apace lsused. Asmallamountof stdfsup•
Some boards begin to encourage can.
environmental quality for present and
portia needed to handle part-time clerical
servation, environmental planning and
future generations ❑
and management functions
interaction with local government in a pre
The Oak Ridge board was established
active way. In Oak Ridge, for example,
James D. Harless is an environmental
by ordinance in 1973 and has m mutual
public awareness is enhanced through the
management consultant and project coor,
work plan approved by City Council In its
awarding of certificates of recognition to
dinator /or the University o/ Tennessee
proactive capacity, It acts as a preventive
deserving individuals and businesses.
Inatitute for Public Service's Municipal
agent, helping the community to avoid
These certificates reed: "In Crateful Re-
Technical Advisory Service/County Tech•
negative environmental consequences for
cognition of Service and Efforts Toward
nical Assistant Service
51 Journal of Environmental Health
Volume 51, .Number I
331
The case for a local environmental agenda
James D. Harless
the challenges facing local
the future.
Among
government today, community
In so doing, it also is working to protect
environmental quality is one that
the city's economic development poten-
is increasing both in importance and in
tial. If communities wish to attract new
complexity. Issues may range from solid
people and new industry, then an active
waste collection ordisposal. to Superfund
role mprotect local resources ujust com-
cleanup, wsatswater treatment, compre-
mon sense. Both new residents and new
hemivereaourcs evaluation end regulatory
companies are attracted to clean, health -
program enforcement,
ful corimunitles.
Over the yam cities and counties have
The board is reactive ae well, frequently
depended on state or federal environmen-
responding to requests for advice on
tel protection programs and have tended
specific environmental issues from city
to believe that environmental quality is
council, city staff or regional planning
not a local responsibility.
commissions.
A formal or informal environmental
We all have heard the expression that
agenda, however, can maximize a com-
one "carrot see the forest for the trees."
munityaability toprotect health And safety.
Most of the time, management people in
Sometimes a local agenda is formed to
city or county are trying to get the per,
macttoanexistingpmbleo%wmetimesm
spective of seeing the forest, because they
prevent future problems. In either case,
have to make the big decisions. Boards
citizen involvement can be the key to its
and committees of various types look at
success
the trees and evaluate details close up.
An environmentalagends may be adopted
We need both viewpoints in local gov.
by an existing local or Brea planning com.
warrant, and we need the two groups
mission, chamber of commerce, beautify-
communicating with one another to reach
cation board or other civic organization.
balanced and informed community de•
Or a community may choose to users a
cisions.
special advisory panel for this purpose.
I have talked with officials from other
The UnivenityofTemessee's Institute
Tennessee cities that have adopted similar
for Public Service has developed a model
ordimncesorresolutioneandwithof5cials
city ordinance or county resolution to
from large and small local governments
aeatem"Emdmnmantal QualityAdvisory
from coast to coast l have reviewed some
Board/Committes"(EQAB) and a sat of
oftheordineoces adopted in municipalities
bylaws governing the operation of such a
I contacted and I have a few observatiorn
board. An EQAB Is &imply a group of
to share based on the feedback from these
residents who educats and advise the local
communities.
community about environmental quality.
A number of boards or committees,
Its members us chosen by city council
including Oak Ridge's EQAB and a similar
from resumes submitted by interested
group to Santa Barbara, Calif., originated
citizens.
during the 1970s' "Earth Day move -
I have I1 years of personal experience
menti" Many others were initiated in res.
as city staff representative to such a group
ponse to a single local environmental
in Oak Ridge, Tenn, and have found the
problem Examples include an oil spill in
board to be a valuable tool which more
theocem,river pollution byalocal Indus.
local governments should consider.
try, discovery of an abandoned hazardous
The operational cost to a municipality is
waste site, or general issues concerning
minlmel. assuming that non -paid people
solid waste disposal, groundwater pollu.
serve on the board and existing public
tion or air quality.
spaces&used. Asmallemountofstaff&up•
Some boards begin to encourage can.
port is needed to handle part-time clerical
&enation, environmental planning and
end management functions.
interaction with local government In a pre
Tha Oak Ridge board was established
active way. In Oak Ridge, for example,
by ordinance in 1973 and box an Annual
public awareness is enhanced through the
work plan approved by City Council, In its
awarding of certificates of recognition to
proactive capacity, it sets As a preventive
deserving individuals and businesses.
Agent, helping the community to avoid
These certificates read "In Crateful Ro-
negative environmental consequences for
cognition of Service and Efforts Toward
5:4 Journal of Environmental Health
Improving the Environment of Oak Ridge."
All of the officials I tallied to agreed that
such efforts have been beneficial to their
communites. An EQAB allows the local
government to "institutionalize com-
munity environmental expertise, informa.
tion exchange and citizen interest in
government," says Oak Ridge assistant
city manager Mike Walker. The board is
particularly helpful when council is deal.
ing with complex or difficult env'uonmen.
tel issues, adds one city councilwoman.
A spokesperson for Community Dev,6
opment in another city says Its Environ-
mental Review commitbe provides valuable
technical information, while acting As a
forum that it ia sympathetic without being
inappropriately or too easily swayed by
commercial interests or special interest
groups. "It works well," a Public Works
staff liaison says simply about a local
Nature Resource Commission in his ane
A small town manager in still another
community said committees help to con
the town, and the Conservation Commis-
sion is one of those committees. A Citizens
Environmental Protection Advisory Com.
mittee in a larger city gets staff support
from the Department of Water and Power
and has three specified functions under
ordinance. Ordinances In the com.
munitin surveyed specify from one to nine
board functions regarding local environ.
mental quality and human resources.
It is my observation that advisory panels
most often ere used for curative/reactive
reasons, and that even mora communities
need to utilize this mechanism to help
define or solve existing local community
environmental problems or concerns.
Further, I in of the opinion that the
proactive and preventive potential con.
tribution by such a body is substantial. In
order to fulfill this potential, there must be
a teamwork approach Among local govern•
ment management staff, elected leaden
And the citizen volunteers who offer civic
helping hand to achieve and maintain
environmental quality for present and
future generations. ❑
James D. Harless is an environmental
management consultant and project coor•
dinator /or the University o/ Tennessee
Institute /or Public Semite's ,Municipal
Technical Advisory ServimlComty Tech.
nical Assistant Service
Volume 51, Number 1
33/
OFFICE" OI' TII E.
IOWA CITY ASSESSOR
JOHNSON COUNTY ADAHNISTRATION BUILDING
DAN L. HUDSON
ASSESSOR
DENNIS BALDRIDGE
DEPUTY
CAROLYN BURKE
DEPUTY
February 14, 1989
Dear Conference Board Member:
The meeting of the Iowa City Conference Board for public
hearing on the Iowa City Assessor's FY 190 Budget is
scheduled for Tuesday, February 21, 1989 at 6:30 P.M. at the
Iowa City Civic Center. Enclosed is the agenda and a copy of
the February 6, 1989 minutes.
If you have any questions about the budget or anything
else, feel free to call me.
Sincerely,
Dan L. Hudson
Iowa City Assessor
913 SOUTH DUBUQUE STREET • POST OFFICE BOX 1350 • IOWA CITY, IOWA 52244 j
TELEPHONE: 319.356.6066
February 14, 1989
TO WHOM IT MAY CONCERN;
The Iowa City Conference Board will meet at 6:30 P.M. on
Tuesday, February 21, 1989 at the Iowa City Civic Center Council
Chambers. The purpose of the meeting is to held a public hearing
on the Iowa City Assessor's proposed budget for FY 190.
AGENDA:
1. Call meeting to order by the Chairperson.
2. Roll call by taxing body.
3. Act on minutes of February 6, 1989 Conference
Board Meeting.
4. Public hearing on budget.
S. Adopt budget.
6. Other business.
7. Adjorn.
Dan L. Hudson
Clerk, Iowa City Conference Board
33�
CITY CONFERENCE BOARD
FEBRUARY 6, 1989
City Conference Board: February 6, 1989, 6:35 P.M. in the
Council Chambers at the Civic Center. Mayor John McDonald
presiding.
Iowa City Council Members Present: Ambrisco, Balmer,
Courtney, Horowitz, Kubby, Larson, McDonald.
Johnson County Supervisors Present: Meade, Myers, Ockenfels.
IC School Board Members Present: Christensen-Szalanski,
Leff.
Others Present: Hudson, Atkins, Karr, Helling, Timmons.
Tape Recorded: Reel 89-9, Side 1, 385 -End and Side 2, 723-
656.
Mayor McDonald stated that a quorum was present.
The County moved to accept the minutes of the last Conference
Board meeting, February 22, 1988, City seconded, and motion
passed, 3/0.
City Assessor Hudson presented his proposed FY 190 Assessment
Expense Fund budget. The major decreases were explained and
consist of $5,100 for assessment rolls and postage to mail
them, $9,000 for part-time data entry, and $5,250 for the
extra pay period that fell in FY 189. The main increases are
$900 for 6 year bonds, $1,000 more for continuing education
and $6,530 for a 6% salary increase. The total increase in
wages over last year is 4.8% due to a change of personnel in
the clerk position. The increase in the total employment
package including insurance would be 4.2%. The proposed levy
would drop from .19279 to .16666.
Funding was also requested for the Special Appraisers Fund
for future mapping. To levy $75,000 would create a levy
of .06523.
Discussion was held about the salary increase and what the
assessor based his request upon. City Manager Atkins
explained the differences between the negotiated increases
for city employees and the actual increases in some salaries.
39�
There was discussion about the proposed mapping project with
the consensus being that a joint conference board meeting
with the Johnson County Conference Board will be held to make
the final decision on what procedure will be used. This
meeting will be a separate meeting from the normal conference
board meeting so that more time can be allowed for
discussion. There was agreement that the funds should be
levied.
The County moved to accept the proposed budget for
publication, School seconded, and the motion passed, 3/0.
The County moved to set the public hearing for Tuesday,
February 21, 1989 at 6:30 P.M. at the Iowa City Civic Center,
School seconded, and the motion passed, 3/0.
The City moved to reappoint Dan L. Hudson as Iowa City
Assessor for a 6 year term beginning January 1, 1990 until
December 31, 1995, County seconded, and the motion passed,
3/0.
The vacancy on the Iowa City Board of Review has been
advertised and there were two applicants. It was moved by
the City to appoint Norman Bailey to the Board of Review and
j seconded by the County. It was then moved by the School to
appoint Ernest Galer to the Board of Review and seconded by
the County. Discussion was held concerning the
qualifications of both applicants. The vote was held, by
voting body, on the first motion for Norman Bailey. The vote
being City -yes, County -yes, School -no. Motion carried 2/1.
No vote was taken on the second motion.
There being no further business, it was moved by the City,
seconded by the County, to adjourn at 7:05 P.M. Motion
carried unanimously, 3/0.
4� /dam
Dan L. Hudson
Clerk, Iowa City Conference Board
Johnson County Courxil of Governments
410E.Vv(3ShirgicnSt 1cvsaGtybA1o52240
r f o0
0
Date: February 13, 1989
To: JCCOG Board of Directors
From: Jeff Davidson, Transportation Planner
Re: Agenda Item M3: Consider Modification of UMTA Section 9 Transit
Operating Assistance Allocation Formula
In December the JCCOG Board requested staff to further investigate
alternative allocation formulas for Section 9 operating assistance. This
was after the JCCOG Technical Advisory Committee had formally voted to
retain the existing allocation formula of 50% operating and maintenance
costs and 50% locally determined income. Staff was specifically asked to
address what the Board perceived are the inherent advantages CAMBUS has
because they are not a municipally operated transit system. These
advantages are perceived to be:
1. CAMBUS has lower operating expenses because of its lower
wage structure.
2. CAMBUS requires less local revenue to operate because of
its lower operating expenses.
3. CAMBUS can operate more efficiently because it does not have to
serve low density outlying residential areas.
4. CAMBUS attracts riders away from Coralville Transit and
Iowa City Transit because it is free fare.
i
Staff has developed a formula proposal which addresses each of these
concerns. The first two concerns are addressed in the existing formula.
The third concern could be addressed by including bus mileage as a formula
factor, and the fourth could be addressed by including fare revenue as a
formula factor.
A proposal is offered for consideration which would include the four
factors of 1) operating and maintenance costs, 2) locally determined
income, 3) bus mileage, and 4) fare revenue; each weighted 25% of the
formula. Obviously, since CAMBUS is free fare this results in 25% of the
total being split between Coralville and Iowa City. The following table
shows the difference between the existing and the proposed formulas when
applied to the FY89 allocation.
333
t
2
System Existing Formulal
Multiplier Allocation
Coralville .1605 $ 56,379
Iowa City .5860 $205,843
CAMBUS .2535 589.047
1.0 $351,269
150% operating and maintenance cost
50% locally determined income
225% operating and maintenance cost
25% locally determined income
25% revenue mileage
25% Fare revenue
Technical Advisor
Proposed Formula2
Multiplier Allocation
.17975 $ 63,141
.60675 $213,132
.21350 S 74,996
1.0 $351,269
The meeting on Februaryl9. There wasnnottaeconsidered this matter
consensus t recomnendimplementa-
tion of the proposed formula. After deliberation, it was unanimously
voted to table this matter and allow staff to recalculate the proposed
formula with fare revenue subtracted from the locally determined income
factor. It was the opinion of the TAC that the proposed formula double -
counts fare revenue.
It was also agreed that JCCOG staff should examine Iowa City Transit-
CAMBUS issues in the FY90 Transportation Planning Division Work Program,
as requested by the Iowa City City Council.
/sp
HEARTLAND/HAWKEYE/IOWA INTERSTATE Iowa City Wastewater Facility
Improvements Project
Parcel No. BSI.11 and SISC.13
Heartland/Hawkeye/Iowa Interstate
PERMANENT SANITARY SEWER EASEMENT,
TEMPORARY CONSTRUCTION EASEMENT, AND COVENANT
THIS AGREEMENT, made and entered into by and between Heartland Rail Corporation
(hereinafter "Heartland"), Hawkeye Land Company (hereinafter "Hawkeye"), and Iowa
Interstate Railroad Ltd. (hereinafter "Iowa Interstate"), hereinafter
collectively referred to as "GRANTORS," and the City of Iowa City, Iowa, a
municipal corporation (hereinafter referred to as "CITY").
IT IS HEREBY AGREED AS FOLLOWS:
1. The UNDERSIGNED Grantors state and covenant that they are the owners of
certain interests in certain real estate, to -wit, as described and/or
shown in Exhibits A through D attached hereto, that they are lawfully
seized and possessed of the said real estate described above, and that they
have a good and lawful right to convey this easement.
2. In consideration of $10,000, other good and valuable consideration, and
the covenants herein contained, the GRANTOR(S) hereby grant and convey to
the CITY exclusive permanent easements for the purposes of constructing,
operating, maintaining, repairing, using, reconstructing and replacing
sanitary sewers and appurtenances in, over and across certain real estate
owned by Grantor(s), and described and/or shown on Exhibits A through D
attached hereto.
3. In addition to the permanent easements granted in Paragraph 2 hereof, and
in consideration of the amount state in paragraph 2 above, other good and
valuable consideration, and the covenants herein contained, the Grantors
do hereby grant and convey to the City temporary construction easements
in, over and across that portion of Grantors' property described and shown
in Exhibits A through D hereto. Said temporary construction easements are
for the purpose of facilitating the construction of sanitary sewers and
shall include necessary excavation, piling of dirt, storage of materials
and equipment, and ingress and egress of persons and equipment to complete
construction.
4. The term of the temporary construction easements will be for the period
of time required by the Grantee to complete the construction of the
sanitary sewer, but in no event shall the duration of the temporary
easement shown and described in Exhibit A extend beyond July 1, 1990, and
in no event shall the temporary easements described in Exhibits B, C and
D extend beyond July 1, 1991.
5. With respect to the easements described in Paragraph 2 and 3 hereof:
(a) The CITY shall have the right to make excavations within the area
of the easements and to grade as it may find reasonably necessary
for the construction, operation, repair, maintenance and
reconstruction of the sanitary sewer. The City covenants and agrees
to protect such excavations during construction and to promptly fill
same following construction.
(b) The CITY shall have the right to trim and remove all trees and bushes
which may interfere with the exercise of the CITY's rights pursuant
to this Easement. However, if valuable timber is removed, it shall
continue to be the property of the OWNERS. The City covenants and
agrees that existing driveways, sidewalks, fences, trees, shrubbery
or other site features which are removed or disturbed to permit
construction shall be replaced to conform with the sections or items
removed.
All grassed areas disturbed by the installation, repair or
maintenance of the sanitary sewer shall be reseeded.
(c) The City covenants and agrees to remove and stockpile existing
topsoil from areas to be excavated to a minimum depth of six inches.
Following installation of the sanitary sewer, said topsoil shall be
replaced and respread over excavated areas, and all other areas
3.3f�
HEARTLAND/HAWKEYE/IOWA INTERSTATE
within the easement limits which are disturbed will be restored to
their original elevations.
(d) The CITY shall have the right of ingress and egress to and from the
easement areas by such route as shall occasion the least practical
damage and inconvenience to the GRANTORS.
(e) TheCity covenants and agrees to provide Iowa Interstate, as the
entity operating the railroad, and successor operating entities, with
72 hours prior notice of the commencement of construction, repair,
routine maintenance, reconstruction, or replacement of the sewers
located within the permanent easements. Such notice shall be given
orally by telephone or by ordinary mail to the local dispatcher or
other designated agent for the operating entity. In the event of
an emergency requiring immediate repair or maintenance, the City
shall be entitled to immediate access and shall immediately notify
the dispatcher by telephone. For purposes of this provision, it is
assumed and agreed that a dispatcher shall be available by telephone
at all times. In the event that a dispatcher is not available by
telephone, notice shall be deemed given when placed in the mail.
(f) The City covenants and agrees to perform its sewer construction,
maintenance, repair, reconstruction, and replacement activities in
such manner as to permit the continued safe operation of the railroad
and as to cause minimal interference therewith. The City agrees to
pay the reasonable costs incurred by Iowa Interstate, or successor
operating entities, for such inspectors, flagmen, or supervisory
personnel as are reasonably necessary on site to assure continued
safe operation of the railroad during such activities and to assure
the continued structural integrity and function of the roadbed,
trackage, and associated improvements after completion thereof.
The GRANTOR(S) reserve the right to use the real estate above-described
for purposes which shall not interfere with the CITY's or public's full
enjoyment of the rights granted in this easement; Provided, however,
(a) that Heartland and Iowa Interstate, and their heirs, successors and
assigns, shall continue to have the right to operate a railroad or
railroads upon said property, including the right to replace or
repair trackage or to install additional trackage thereon, and
(b) that GRANTOR(S), their heirs, successors and assigns shall continue
to have the right to utilize the surface and subsurface areas of the
railroad right-of-way for the construction, installation, erection,
reconstruction, reinstallation, re -erection, relocation, maintenance,
removal, repair, replacement, use and operation of transportation
and transmission systems for all and every type of fluids, gases,
resources, materials, products, communications and energy by whatever
means, including, without limitation, overhead conveyors, pipelines,
telephone, radio, radar or laser transmission systems, wire, cable,
fiber, fiber-optic, utility, energy and power transmission lines or
conduits of every kind and character together with all necessary
supporting structures and devices which may be constructed, erected
or installed on, in, under, over, above, across and along all or any
portion of the Property
to the extent that said uses do not disrupt or interfere with the easement
rights herein granted to the City;
And Further Provided that the GRANTOR(S) shall not erect or construct any
building or other structure, or drill or operate any well, or construct
any reservoir or other obstructions within the easement, nor shall
GRANTOR(S) allow or cause any substantial fill or cut over said easement
without the consent of said CITY, which consent shall not be unreasonably
withheld;
And Further Provided that the City shall not, in the operation,
maintenance, repair, or replacement of its sewers, unreasonably interfere
with the
Heartlanduor Iowaation or Interstate,
i tenance their heir s thcsuccessors, andthe
assigns, for
railroad purposes.
33�
HEARTLAND/HAWKEYE/IOWA INTERSTATE 3
7. The CITY shall indemnify GRANTOR(S) against any loss or damage which may
occur in the exercise of the easement rights by the CITY, except for loss
which may be occasioned by a diminution in business during the temporary
use of the area for construction, repairs, maintenance and/or construction.
8. The provisions hereof shall inure to the benefit of and bind the successors
and assigns of the respective parties hereto, and all covenants shall apply
to and run with the land. This personal easement shall be recorded at the
time of its execution.
Dated this day of , 19
HEARTLAND RAIL CORPORATION, a corporation
organized and existing under the laws of
the State of , GRANTOR
By:
CORPORATE ACKNOWLEDGEMENT
STATE OF )
SS:
j COUNTY )
On this day of , 19 , before me, the
undersigeda Notary Public in and for the State of Iowa, personally appeared
and to me known,
who being by me duly sworn, did say that they are the
and , respectively, of the corporation executing
the foregoing instrument; that (no seal has been procured by) (the seal affixed
thereto is the seal of) the corporation; that said instrument was signed (and
sealed) on behalf of the corporation by authority of its Board of Directors; that
and acknowledged
the execution of the instrument to be the voluntary act and deed of the
corporation, by it and by them voluntarily executed.
Notary Public in and for the State of
HAWKEYE LAND COMPANY, a corporation
organized and existing under the laws of
the State of GRANTOR
i
By:
33f�
PROCTOR AND GAMBLE
Iowa City Wastewater Facility
Improvements Project
Parcel No. SISC.06
PERMANENT SANITARY SEWER EASEMENT,
TEMPORARY CONSTRUCTION EASEMENT, AND COVENANT
THIS AGREEMENT, made and entered into by and between The Procter 8 Gamble
Manufacturing Company, an Ohio Corporation, hereinafter referred to as
"GRANTOR(S)" and the City of Iowa City, Iowa, a municipal corporation,
hereinafter referred to as "CITY."
IT IS HEREBY AGREED AS FOLLOWS:
The UNDERSIGNED Grantor(s) state and covenant that (he/she is) (they are)
the owner(s) of certain real estate to -wit as described in Exhibit "A"
attached hereto, that they are lawfully seized and possessed of the said
real estate described above, and that they have a good and lawful right
to convey this easement.
In consideration of $41,850.00, other good and valuable consideration, and
the covenants herein contained, the GRANTOR(S) hereby grant and convey to
the CITY a permanent easement for the purposes of constructing, operating,
maintaining, repairing, using and reconstructing a sanitary sewer and
appurtenances in, over and across certain real estate owned by Grantor(s),
and described and shown on Exhibit A attached hereto, subject to the
reservation of certain uses as provided in paragraph 6.
3. In addition to the permanent easement granted in Paragraph 2 hereof, and
in consideration of $4,650.00, other good and valuable consideration, and
the covenants herein contained, the Grantors do hereby grant and convey
to the City a temporary construction easement in, over and across that
portion of Grantor's(s') property described and shown in Exhibit A hereto.
Said temporary construction easement is for the purpose of facilitating
the construction of the sanitary sewer and shall include necessary
excavation, piling of dirt, storage of materials and equipment, and ingress
and egress of persons and equipment to complete construction.
The term of the temporary construction easement will be for the period of
time required by the Grantee to complete the construction of the sanitary
sewer, but in no event shall the duration of the temporary easement extend
beyond October 1, 1990. Furthermore, if the sanitary sewer installation
has not been completed by December 31, 1990, the permanent easement will
also become null and void and the City will execute a document to release
it of record, and the Grantor shall refund all compensation paid by the
City for the temporary and permanent easements.
5. With respect to the easements described in Paragraph 2 and 3 hereof:
(a) The CITY shall have the right to make excavations within the area
of the easements and to grade as it may find reasonably necessary
for the construction, operation, repair, maintenance and
reconstruction of the sanitary sewer. The City covenants and agrees
to protect such excavations during construction and to promptly fill
same following construction.
(b) The CITY shall have the right to trim and remove all trees and bushes
which may interfere with the exercise of the CITY's rights pursuant
to this Easement. However, if valuable timber is removed, it shall
continue to be the property of the OWNERS. The City covenants and
agrees that existing driveways, sidewalks, fences, trees, shrubbery
or other site features which are removed or disturbed to permit
construction shall be replaced to conform with the sections or items
removed, with the following exceptions:
At Grantor's option, the City will pay for trees removed
at values established by City's appraiser.
All grassed areas disturbed by the installation, repair or
maintenance of the sanitary sewer shall be reseeded.
PROCTOR AND GAMBLE
(c) The City covenants and agrees to remove and stockpile existing
topsoil from areas to be excavated to a minimum depth of six (6)
inches. Following installation of the sanitary sewer, said topsoil
shall be replaced and respread over excavated areas, and all other
areas within the easement limits which are disturbed will be
restored to their original elevations.
(d) The CITY shall have the right of ingress and egress to and from the
easement areas from First Avenue or U.S. Highway 6, or by such route
as shall occasion the least practical damage and inconvenience to
the OWNERS.
(e) The City agrees that it shall cause the sewer to be constructed in
such a manner as not to interfere with the operation of the four
rail spurs serving Grantor's property.
The GRANTOR(S) reserve the right to use the real estate above-described
for purposes which shall not interfere with the CITY's or public's full
enjoyment of the rights granted in this easement, including the
installation of driveways, storm sewers, stormwater retention basins,
parking lots, utilities, and similar ancillaries; provided, however, that
the GRANTOR(S) shall promptly advise the CITY of the construction of such
facilities, and shall provide the CITY with "as built" diagrams showing
the location of such facilities within the permanent easement area. The
GRANTOR(S) shall not erect or construct any building or other structure
within the permanent easement which will interfere with the function or
maintenance of the sewer, or drill or operate any well, or construct any
permanent reservoir or other obstructions within the permanent easement,
or allow or cause any substantial fill or cut over said permanent easement
without the consent of said CITY, which consent shall not be unreasonably
withheld.
The CITY shall indemnify GRANTOR(S) against any loss or damage which may
occur in the exercise of the easement rights by the CITY, except for loss
which may be occasioned by a diminution in business during the temporary
use of the area for construction, repairs, maintenance and/or
reconstruction.
The provisions hereof shall inure to the benefit of and bind the
successors and assigns of the respective parties hereto, and all covenants
shall apply to and run with the land. This personal easement shall be
recorded at the time of its execution.
9. The City agrees to cause its contractor to fabricate and install two
special sewer connections of a design and at locations approved by the
Grantor. The additional cost for fabrication and installation of said
special sewer service connections shall be deducted from the purchase
price of this easement, which amount shall be the contractor's bid price
for materials and installation, not to exceed $1,500.
Dated this day of , 19
THE PROCTER A GAMBLE MANUFACTURING COMPANY,
GRANTOR
By:
Vice President
Attest:
Assistant Secretary
33Y
Iowa City Wastewater Facility
GORDON RUSSELL Improvements Project
Parcel No. SISC.02
PERMANENT SANITARY SEWER EASEMENT,
TEMPORARY CONSTRUCTION EASEMENT, AND COVENANT
THIS AGREEMENT, made and entered into by and between Gordon Russell and Gordon
Russell, Inc., hereinafter referred to as "GRANTORS" and the City of Iowa City,
Iowa, a municipal corporation, hereinafter referred to as "CITY."
IT IS HEREBY AGREED AS FOLLOWS:
The UNDERSIGNED Grantor(s) state and covenant that they are the owners of
certain real estate to -wit as described in Exhibit "A" attached hereto,
that they are lawfully seized and possessed of the said real estate
described above, and that they have a good and lawful right to convey this
easement.
2. In consideration of $800.00, other good and valuable consideration, and
the covenants herein contained, the GRANTORS hereby grant and convey to
the CITY an exclusive permanent easement for the purposes of constructing,
operating, maintaining, repairing, using and reconstructing a sanitary
sewer and appurtenances in, over and across certain real estate owned by
GRANTORS, and described and shown on Exhibit A attached hereto.
3. In addition to the permanent easement granted in Paragraph 2 hereof, and
in consideration of $500.00, other good and valuable consideration, and
the covenants herein contained, the Grantors do hereby grant and convey
to the City a temporary construction easement in, over and across that
portion of Grantors' property described and shown in Exhibit A hereto.
Said temporary construction easement is for the purpose of facilitating
the construction of the sanitary sewer and shall include necessary
excavation, piling of dirt, storage of materials and equipment, and ingress
and egress of persons and equipment to complete construction.
4. The term of the temporary construction easement will be for the period of
time required by the CITY to complete the construction of the sanitary
sewer, but in no event shall the duration of the temporary easement extend
beyond October 1, 1990.
5. With respect to the easements described in Paragraph 2 and 3 hereof:
(a) The CITY shall have the right to make excavations within the area
of the easements and to grade as it may find reasonably necessary
for the construction, operation, repair, maintenance and reconstruc-
tion of the sanitary sewer. The City covenants and agrees to protect
such excavations during construction and to promptly fill same
following construction.
(b) The CITY shall have the right to trim and remove all trees and bushes
which may interfere with the exercise of the CITY's rights pursuant
to this Easement. However, if valuable timber is removed, it shall
continue to be the property of the GRANTORS. The City covenants and
agrees that existing driveways, sidewalks, fences, trees, shrubbery
or other site features which are removed or disturbed to permit
construction shall be replaced to conform with the sections or items
removed.
All grassed areas disturbed by the installation, repair or
maintenance of the sanitary sewer shall be reseeded.
(c) The City covenants and agrees to remove and stockpile existing
topsoil from areas to be excavated to a minimum depth of 24 inches.
Following installation of the sanitary sewer, said topsoil shall be
replaced and respread over excavated areas, and all other areas
within the easement limits which are disturbed will be restored to
their original elevations.
(d) The CITY shall have the right of ingress and egress to and from the
easement areas by such route as shall occasion the least practical
damage and inconvenience to the OWNERS.
30
GORDON RUSSELL
6. The GRANTORS reserve the right to use the real estate above-described for
purposes which shall not interfere with the CITY's or public's full
enjoyment of the rights granted in this easement; provided, however, that
the GRANTORS shall not erect or construct any building or other structure,
or drill or operate any well, or construct any reservoir, lagoon or other
obstructions within the easement, nor shall GRANTORS allow or cause any
substantial fill or cut over said easement without the consent of the CITY,
which consent shall not be unreasonably withheld.
7. The CITY shall indemnify GRANTORS against any loss or damage which may
occur in the exercise of the easement rights by the CITY, except for loss
which may be occasioned by a diminution in business during the temporary
use of the area for construction, repairs, maintenance and/or construction.
The parties hereby acknowledge that GRANTORS own three eight -unit apartment
buildings, which apartment complex is served by a sewage lagoon treatment
system, that the said apartment complex and sewage lagoons are located upon
the property described in Exhibit C hereto, and that the City's permanent
sanitary sewer easement crosses said property between the apartment complex
and the sewage lagoons.
As further consideration for the grant of said permanent sewer easement,
the parties hereto agree that, in the event the Iowa Department of Natural
Resources (IDNR) determines that GRANTORS' sewage lagoon treatment system
must be upgraded in order to provide adequate treatment of sewage from said
apartment complex, and in the event that such an upgrade is not possible
given the physical restraints imposed by this easement upon GRANTORS' use
of their property, then in that event GRANTORS shall be entitled to connect
their private sewer line serving said existing apartment complex to, and
discharge sewage into, the City's Southeast Interceptor Sewer, Provided
that:
(a) GRANTORS' shall inform the City of their intent to connect their
private sewer to the City's Southeast Interceptor Sewer, and of the
reason such connection is necessary;
(b) GRANTORS shall not thereafter connect any additional apartment
buildings, apartment units, or residences to the Southeast
Interceptor Sewer without the City's prior consent;
(c) GRANTORS have executed the Sewer Use Agreement and Covenant attached
hereto as Exhibit B; and
(d) GRANTORS shall, at their own expense, design and construct all sewer
lines necessary to connect their private sewer line to the City's
Southeast Interceptor Sewer;
(e) GRANTORS shall connect said new sewer line to the Southeast
Interceptor Sewer at the drop inlet at Manhole A-2, Centerline
Station 16+50, as shown on the plans and specifications therefore.
GRANTORS shall not lay their new sewer line within the area of the
permanent easement for the Southeast Interceptor Sewer, except for
the portion thereof adjacent to said manhole. The design of the new
sewer line, and of its connection to the Southeast Interceptor Sewer,
shall be in conformance with City design standards then in effect
and shall be subject to review and approval by the City.
(f) GRANTORS shall, if required by the City, remove from the area of the
permanent easement any abandoned sewer piping formerly used in
conjunction with their lagoon treatment system.
9. The provisions hereof shall inure to the benefit of and bind the successors
and assigns of the respective parties hereto, and all covenants shall apply
to and run with the land. This personal easement shall be recorded at the
time of its execution.
Dated this day of , 19
30