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Home My WebLink About1985-11-12 Info Packeti City of Iowa City MEMORANDUM Date: November 8, 1985 To: City Council From: Neal Berlin, City Manager�nna�tt� Rosemary Vitosh, Director of Finance uW Re: Funding Shortfall/Impact of Decisions Made Regarding Transit Deficit UPDATE ON CITY'S FINANCIAL STATUS The September 20, 1985 memorandum to the City Council (attached ) reviewed the financial condition of the City for the current (FY86) fiscal year. This information detailed the unfunded costs and identified additional funding sources. However, as indicated by Exhibit 8, there remained on September 20 a funding shortfall of $486,768. Since that time, various actions have been undertaken to reduce the funding shortfall, as follows, to $193,031: PREVIOUS IDENTIFIED FUNDING SHORTFALL $(486,768) A. Additional revenue from fee increases 100,000 B. Reduced shortfall from FLSA 15,000 C. Revenue shortfalls from state budget costs (38,000) D. Insurance chargebacks 166,476 E. City real estate sales 50' 261 Revised funding shortfall 193,031 It should be noted that none of the foregoing changes affect transit. A. FEE INCREASES. The fee increases which the City Council recently authorized from the Fee Study should yield an additional $100,000 in the current fiscal year. Some of the fees will be in effect for only one-half of the fiscal year and others will be seasonal. Therefore, the total revenue raised in the current fiscal year is less than the projections in the study. B. FLSA. It was expected that additional costs in the amount of $20,000 would result from the implementation of the Fair Labor Standards Act. Congress recently passed legislation which should reduce those costs by $15,000. C. STATE BUDGET SHORTFALL. The most recent State budget cuts will reduce revenue to the General Fund by $38,000. There will be additional revenue cutbacks in the amount of $10,300 in the Trust and Agency Fund for Police and Fire retirement costs paid by the State. a03,7 ,I D. INSURANCE. The Tort Liability tax levy always has been used to fund all insurance premiums. In FY86, the Enterprise Funds, which are self-supporting, will be charged for a pro -rata share of all property and liability insurance costs. This includes Parking, Water, Sewer, Landfill and Refuse. Transit will not be charged back its share of insurance costs, at this time, as such action would only increase the projected transit operating deficit this year. As Transit's share of the insurance costs is approximately $126,000, any estimate of the transit deficit should include this additional cost. REAL ESTATE PROCEEDS. The land sales proceeds are from the sale of miscellaneous City real estate. The funds were allocated to provide the local funding match for a public housing project. As the local match was not needed for the project, the proceeds will be placed in the General Fund as the Assisted Housing program already has a surplus balance in excess of $130,000. IMPACT OF DECISIONS MADE REGARDING TRANSIT'S DEFICIT The decisions (or lack thereof) made regarding the Transit deficit and correspondingly the level of local funding for transit will greatly impact Upon the activities in the General Fund. In looking for alternatives for covering the projected deficit during this fiscal year, it must be remembered that the Transit Levy cannot be increased until FY87. In addition, there currently is no available funding in the General Fund which could be trans- ferred to Transit to cover the deficit. The General Fund year-end balance has already been recommended to be reduced to $500,000. This is an extremely low balance and no further reduction should be undertaken. Preliminary projections show that an increase in the Transit Levy in FY87 could result in a net decrease in property taxes available for General Fund activities, if it is determined that the property tax total increase should be 6% or less. This occurs because of the required increases in the tort liability levy due to higher insurance costs and in the debt service levy due to the recent bond issue. If it is decided to provide more local funding to transit, in this fiscal year or in FY87, it will be necessary to cut the General Fund operating budgets. A review of the budgets in the General Fund has shown that signifi- cant cuts reduction innnot be personnel. e without the corresponding years cuts iconside able ieffortnhas been expended in eliminating budget "fluff." The staff will continue to review the operating budgets for opportunities for reductions in expendi- tures. However, any final decision in this regard can be undertaken only after there is resolution of the transit operations. SUMMARY The projected general fund shortfall of $193,031 must be funded this fiscal year. Delay in funding it will only compound expected revenue shortfalls in future years. There are four major areas that must receive Council considera- a 037 ✓t . 3 tion in the next several months. No decision should be made on any item without first reviewing its impact on the other items, as all are interre- lated. 1. PROPERTY TAX - FY87 The Council must define what is an acceptable increase in property taxes in FY87 and future years. The loss of federal and state monies will increase the demand for local funding of all City activities. The property tax levy can be increased if the Legislature does not impose a lid, but the Council will in all likelihood need to balance property tax increases against maintaining the current service levels unless other revenue sources can be found (i.e. local option taxes). 2. GENERAL FUND - BALANCE Plans must be made to increase the General Fund year-end balance. That balance will dip to $500,000 by year end (June 30, 1986). One of our priorities must be to increase the balance to a higher level or the City will very probably need to consider future short term borrowing just to meet the cash flow needs. Such a low fund balance also does not provide any cushion for future unexpected or unbudgeted costs which may occur. A more appropriate year-end balance is $1,000,000 to $1,500,000. 3. REVENUE SHARING The City needs to cope with the loss of Federal Revenue Sharing monies ($57.0,000). Congress has not yet made a decision on when this program will end but the City must assume that its demise is inevitable. It is expected that the City will lose approximately $300,000 in Revenue Sharing in FY87. The loss of Federal Revenue Sharing may force the City to reduce its expenditures for Human Service Agencies funding in FY87 (currently funded at $173,891 annually) or to identify other revenue sources. In addition, any capital outlay purchases for General Fund activities will need to be funded from property taxes in the future instead of from revenue sharing monies. 4. TRANSIT - LOCAL FUNDING Consideration must be given to the amount of local funding that can be allocated to the Transit System. The decision made regarding the local funding of transit will impact very heavily on how much funding will be available for other General Fund activities as long as property taxes are not greatly increased. Funding from property tax currently amounts to $985,392. The Transit Study indicates that the property tax funding In FY87 would need to increase by $467,900 to a total of $1,453,292 if service is maintained at the present level. The Council will need to prioritize transit service with the other City services. The foregoing discussion is predicated upon no action by the Legislature to place a lid on local property tax in FY87. ry/sp ao37 V City of Iowa City MEMORANDUM Date: September 20, 1985 To: City Council From: Neal G. Berlin, City ManagerZk' n� Rosemary Vitosh, Director of Finance Re: Financial Position of City The purpose of this memorandum is to provide you with an overview of the City's financial position before the City Council considers the five year financial projections and specific reports on additional funding sources, personnel and transit. These reports, which will be presented to the City Council in the next 45 days, will provide information necessary for goal setting and the FY87 budget discussions. Several situations have produced funding shortfalls for the City this past year. In addition, there are circumstances in FY86 and FY87 which further could adversely affect the City's financial situation. For example, both the expected discontinuance of Federal Revenue Sharing and the uncertainty of the State's economic condition are of concern. The City Manager and the Finance Director always advocate a conservative position on financial matters of this nature. We believe that this information and circumstances warrant prudent actions by the staff at this time together with continuing oversight to ensure a stabilized and improving financial position. In addition, this information must be used by the City Council in the forthcoming budget discussions to ensure a sound financial base for the City. Three situations have created funding shortfalls for the City during this fiscal year. First, the City's liability and property insurance premiums tripled this year. This resulted in additional unbudgeted costs of $504,000. This is a national problem and costs for many cities have even exceeded Iowa City's increases. Second, additional costs will occur as a result of the City's compliance with the Fair Labor Standards Act. The current fiscal year cost estimate is $20,000. As a result of extensive staff work by Human Relations, alternative courses of action have been developed which potentially have reduced this cost significantly from original estimates. The third area of funding difficulty is Transit. Transit operations ended FY85 with a deficit balance of $118,338 as a result of lower than pro- jected fare revenue due to decreased ridership and reduced Federal transit assistance. In addition to the FY85 deficit, a $390,344 deficit from transit operations is projected for FY86 because fare revenues are lower than originally projected (again resulting from the recent decrease in ridership) and bus maintenance costs have increased. In the last 18 months, three additional positions have been added in the bus maintenance area and an inventory of parts for the new Saab buses was established ao3% PAGE 2 established resulting in charges to Transit from the Equipment Division which were not sufficient in FY85 to cover all actual costs. Therefore, chargebacks in FY86 will need to make up for the shortfall in last year's chargebacks in addition to paying the higher maintenance costs anticipated during the current year. The total projected funding shortfall for Transit operations will be $508,682 by the end of the current fiscal year. Exhibit A shows the current projected unreserved General Fund balance to be $847,527 before taking into consideration the funding shortfalls discussed above. The FY86 Budget estimated an unreserved fund balance of $828,971. You will note that the current projection is very close to our original estimate. In previous years the City has attempted to maintain an ending fund balance of approximately $700,000. However, the higher fund balance was budgeted in FY86 for the General Fund in anticipation of a tighter fiscal position. Exhibit B shows the current unfunded costs and available funding currently identified for these costs including a reduction of $347,527 in the fund balance to assist in meeting current unfunded costs. Even with the reduction of the General Fund balance to $500,000, sufficient funding is not available to meet all of the costs. Therefore, in addition, it is recommended that the City consider temporarily deferring expenditures from the Parkland Acquisition Reserve until January 1, 1987. The current balance in that account is $301,232. This is lower than the balance listed on Exhibit A due to the fact that Ryerson Wood's parkland was purchased in July 1985. This time period will be used to increase the General Fund balance. This is only a temporary solution to provide cashflow as needed by the General Fund. The Parkland Acquisition Reserve will remain intact and available for future land purchase. The unallocated road use tax monies and Federal Revenue Sharing monies resultprimarily from FY85 actual revenues being higher than original projections. Exhibits C and D show the financial status of those funds. It should be noted that $500,000 of Federal Revenue Sharing monies have been reserved for remodeling costs for the current Civic Center building in conjunction with the Administrative Office Building Project. The final item listed under available funding on Exhibit B is the variance between the actual bids and the budget amount for the annual asphalt resurfacing project. Rather than expand the project to add additional streets, the variance will be used to fund a portion of the unfunded costs. Exhibit E shows the financial status for Transit Operations, while Exhibit F shows the status of the Transit Replacement fund. Although the City has a bus grant pending, there are no funds available for bus acquisitions or remanufacturings. The previous fund balance in the reserve was used to fund the local match for the new Transit Facility. Since that time, the City has not been able to set aside funding for future bus acquisitions due to decreased Federal and State transit assistance and decreased fare revenue. It is possible that the State will be able to loan the City sufficient funds, without interest, to enable the city to purchase new buses if a grant is approved. However, this is only a temporary solution and still will require a long-term viable financial plan to be adopted for transit. V PAGE In order to cover the projected funding shortfalls, it will be necessary to consider other revenue sources and potential cuts in expenditures, In the near future, a fee study will be sent to the City Council which will present many alternatives for increasing revenues. Also a transit study is in progress which is reviewing alternative levels of service. This study will allow the Council to review potential cost-cutting measures in transit. The City Manager and the Finance Director also will be evaluat- ing other cost reduction alternatives. Other pending changes will adversely affect the City's financial position. The Governor has announced an across-the-board budget cut. This four percent cut may result in lost revenues for the City of Iowa City of approximately $32,000. In addition, proposed Federal legislation would require that all new employees hired by the City after January 1, 1986, (including police and fire employees), be included in the social security program. The City currently does not pay into social security for its police and fire employees who are covered by the Police and Fire Retirement System., Proposed legislation also includes the requirement that all employees be covered by at least the Medicare portion of social security. This would necessitate paying into this program for all police and fire employees. This proposed legislation will cost the City in excess of $50,000 annu- ally. In reviewing the detailed reports which will be presented to you in the weeks ahead and in budget discussions, the City Council will need to establish priorities in order to solve these current funding issues. This includes the level of funding to be provided from property taxes for the Transit System not only for operating costs but also for capital costs for bus replacement. Alternatives will need to be reviewed for property and liability insurance including the consideration of self-insurance. The lease of office space has increased City costs and these charges will continue with leased space or the projected building expansion. The City Manager and the Finance Director will work with the City Council in establishing policies which ensure that the City will maintain a stable financial position and continue to provide the best services possible within the constraints of the financial resources available. bdw/sp CD3 % GENERAL FUND BALANCE FY86 EXHIBIT A i 06-30-85 FUND BALANCE $ 1,912,589 i LESS RESERVE BALANCES: Recreation Facility $ 36,635 Parkland Acquisition 406,276 Escrow and Deposits 34,000 Broadband Telecommunications (BBT) 47,387. BBT Equipment Replacement i 6,500 Library Equipment Replacement 5,539 536,332 $ 1,376,257 LESS: Encumbrances $ 117,541 Carryovers 181.484 299.025 $ 1,077,232 ADD: Transfer from Debt Service for Schmidt Judgement $ 109,891 Funding of Recreation Deficit 34.013 143,904 $ 1,221,136 FUND BALANCE WAS TO FUND EXCESS OF FY86 BUDGETED EXPENDITURES OVER BUDGETED RECEIPTS: Expenditure Budget $ 13,587,157 Receipt Budget 13.213,548 373,609 UNRESERVED FUND BALANCE $ 847,527 o?037 r rtsb UNFUNDED COSTS GENERAL FUND: I Insurance Premiums $ 504,422 FLSA 20,000 $ 524,422 TRANSIT: Operating Deficit - FY85 $ 118,338 Operating Deficit - FY86 390,344 508,682 FUNDING SHORTFALL $ 1,033,104 � I t I I AVAILABLE FUNDING t s + I GENERAL FUND: i Unreserved Fund Balance $ 847,527 Reduce to $500,000 500,000 $ 347,527 UNALLOCATED ROAD USE TAX 53,605 UNALLOCATED FEDERAL REVENUE SHARING 85,204 STREETS -ASPHALT RESURFACING UNDER BUDGET 60,000 j AVAILABLE FUNDING $ I 546,336 i I i o?a37 - ---- --- - -- _.._ EXHIBIT C CITY OF IOWA CITY EXHIBIT C ,2W CITY OF IOWA CITY ROAD USE TAX -FY84- -------- FY85-------- --FY86-- ACTUAL ESTIMATE ACTUAL ESTIMATE S S S S BEGINNING BALANCE 200,471 293,143 293,143 146,514 RECEIPTS: Road Use Tax 1,573,456 1,641,510 1,675,447 1,641,510 Interest Income 15,640 5,000 . 24,667 5,000 TOTAL RECEIPTS 1,589,096 1,646,510 1,700,114 1,646,510 EXPENDITURES: Operating Expenditures: Traffic Engineering 372,074 515,242 515,242 508,190 Street System Maintenance 1,124,350 1,331,502 1,331,501 1,208,229 TOTAL OPERATING 1,496,424 1,846,744 1,846,743 1,716,419 Capital Improvements: Bradford/lst Avenue Signals -- -- -- 19,000 Foster Road -Extra Width Paving -- - - 4,000 TOTAL CAPITAL IMPROVEMENTS 23,000 TOTAL EXPEN- DITURES 1,496,424 1,846,744 1,846,743 1,739,419 ENDING BALANCE 293,143 92,909 146,514 53,605 ,2W CITY OF IOWA CITY FEDERAL REVENUE SHARING EXHIBIT D aoa7 -FY84- -------- FY85-------- --FY86-- ACTUAL ESTIMATE ACTUAL ESTIMATE S 8 S S BEGINNING BALANCE 81,315 243,241 243,240 288,338 RECEIPTS: Federal Revenue Sharing 583,142 572,267 572,267 572,267 Interest Income 15,926 16,000 31,613 30,000 TOTAL RECEIPTS 599,068 588,267 603,880 602,267 EXPENDITURES: Operating Expenditures: 500 Audit Expenses 443 500 -- Transfers: Aid to Agencies 154,830 166,943 165,295 173,891 Micro -Computers Purchase -- 50,000 158,100 -- 125,211 50,000 IIII 13,938 Patrol Vehicles 8 Equipment Transit Subsidy -- 281,869 240,451 _ 240.451 67.072 TOTAL OPERATING 437.142 615,994 530.957 305,401 Capital Improvements: Kirkwood Circle Improvements -- 27,600 27,825 -- Shamrock/Arbor Storm Sewer -- 208,000 '- 500.000 Undesignated Projects - -- TOTAL CAPITAL IMPROVEMENTS - 235,600 27.825 500,000 TOTAL EXPEN- DITURES 437.142 851.594 558.782 805.401 ENDING BALANCE 243,241 (20,086) 288,338 85.204 aoa7 EXHIBIT E CITY OF IOWA CITY TRANSIT OPERATIONS i 'R037 -FY84- -------- FY85-------- --FY86-- ACTUAL ESTIMATE ACTUAL ESTIMATE $ S $ $ BEGINNING BALANCE 24,798 90,199 90,199 (118,338 RECEIPTS: Charges for Services 785,341 797,350 729,295 28,688. 835,281 27,876 Local Governmental Agencies 15,327 229,320 •30,500 127,330 127,330 131,099 State Grants Federal Grants 187,569 234,597 111,406 123,191 Interest Income Federal Revenue Sharing 281,869 240,451138 0 491 240,451 67,072 445,573 Property Tax 293,513 132,021 354,653 159,991 355,697 158 341 Transit Levy Miscellaneous 3,602 1,000 212) 000,562 , TOTAL RECEIPTS 1,941,700 1,947,872 . 1,764,708 1,977,446 EXPENDITURES: Personal Services 1,024,365 1,096,045 1,105,013 1,154,640 17,080 Commodities Services and Charges 7,936 704,429 8,983 799,183 22,790 714,462 1,144,270 Capital Outlay 278 139,291 10,145 123,715 6,625 124,355 1,800 50,000 i Transfers TOTAL EXPEN- DITURES 1,876,299 2,038,071 1,973,245 2,367.790 ENDING BALANCE 90.199 - 118 338) 508 682) i 'R037 aoa7 { EXHIBIT F t CITY OF IOWA CITY TRANSIT REPLACEMENT RESERVE -FY84- --FY85-- -FY85- -FY86- ACTUAL ESTIMATE ACTUAL BUDGET i i BEGINNING BALANCE 365,138 187,328 187,328 75,921 RECEIPTS: Interest Income 13,681 51000 2,908 5,000 Transfer from Operations 139,291 123,715 123,715 50,000 TOTAL RECEIPTS 152,972 128,775 126,623 55,000 TRANSFERS 330,782 269,222 238,030 17,299 TOTAL EXPEN- DITURES 330,782 269,222 238,030 17,299 ENDING BALANCE 187,328 46,821 751921 113.622 aoa7 1® P FINAL REPORT P IOWA CITY TRANSIT STUDY OCTOBER 1985 8 8 f� l� " prepared by The Johnson County Council of Governments The City of Iowa City �. Michael Kyte and Associates, Transportation Planners '20.37 Final Report Iowa City Transit Stud October 1985 Prepared By: The Johnson County Council of Governments 410 E. Washington St. Iowa City, Iowa 52240 The City of Iowa City 410 E. Washington St. Iowa City, Iowa 52240 Technical Assistance: Michael Kyte and Associates Transportation Planners P.O. Box 575 Iowa City, Iowa 52240 The preparation of this report was financed in part through a Federal grant by the Urban Mass Transportation Admini- stration under Section 8 of the UMT Act. °7 Table of Contents Introduction ......................................... 1 Summary of Major Findings ............................ 6 DataSummary ........................................ 10 Performance Evaluation ........................... 11 Local Subsidy for City Services ................. 23 Comparison with Other Iowa Transit Systems ...... 24 Capital Considerations .............................. 31 Spare Ratio ..................................... 33 Large vs. Small Buses ........................... 35 New vs. Rehabilitated Buses ..................... 36 Funding Programs ................................ 38 Service Alternatives ................................ 40 a 037 I -1- introduction 4 037 Introduction to Transit Study For years Iowa City has enjoyed the unparalleled growth and success of its transit system. Year after year Iowa City Transit has been at or near the top of performance statistics for Iowa transit systems in every category: ridership, vehicle miles and amount of local support. This success was due largely to the continuing growth of the University and central business district, and the generous financial support of transit by the City. At the present time Iowa City Transit continues to be one of the most efficient, top performing transit systems in the State. However, certain trends are indicating that things are no longer as they once were. All signs are that the big growth era is over. Ridership on Iowa City Transit has stabilized and even begun to decline in some areas. Fare revenue in FY85 was down 8% from FY84 and 15% less than projected for FY85. University of Iowa enrollment, to which transit ridership is very closely tied, has stabilized and is projected to decline. Locally generated revenue, already nearly the highest in the State per capita, will be forced to pick up an even larger portion of operating costs for existing service levels as State and Federal funding for transit declines. Iowa City Transit presently is faced with a projected $508,682 deficit at the end of FY86. This amount consists of a carryover deficit from FY85, and additional expenses which will occur in FY86. Fortunately, the City will be receiving a windfall of State transit funds this year which will reduce the figure by approximately $70,000. The purpose of this study, then, is to address two topics: -2- ,2097 ■ r it 4 �� r t II i Introduction to Transit Study For years Iowa City has enjoyed the unparalleled growth and success of its transit system. Year after year Iowa City Transit has been at or near the top of performance statistics for Iowa transit systems in every category: ridership, vehicle miles and amount of local support. This success was due largely to the continuing growth of the University and central business district, and the generous financial support of transit by the City. At the present time Iowa City Transit continues to be one of the most efficient, top performing transit systems in the State. However, certain trends are indicating that things are no longer as they once were. All signs are that the big growth era is over. Ridership on Iowa City Transit has stabilized and even begun to decline in some areas. Fare revenue in FY85 was down 8% from FY84 and 15% less than projected for FY85. University of Iowa enrollment, to which transit ridership is very closely tied, has stabilized and is projected to decline. Locally generated revenue, already nearly the highest in the State per capita, will be forced to pick up an even larger portion of operating costs for existing service levels as State and Federal funding for transit declines. Iowa City Transit presently is faced with a projected $508,682 deficit at the end of FY86. This amount consists of a carryover deficit from FY85, and additional expenses which will occur in FY86. Fortunately, the City will be receiving a windfall of State transit funds this year which will reduce the figure by approximately $70,000. The purpose of this study, then, is to address two topics: -2- ,2097 ■ M i. What can be done to reduce the existing and projected transit operating deficit? 2. What operational changes should be made to ensure the future financial health of Iowa City Transit? The projected operating deficit is due to several factors: I _ 1. Fare Revenue. Fare revenue collected in FY85 was $130,000 less than _ projected. This is largely a result of lower ridership in FY85, 2.2 million compared to 2.3 million in FY84. Ridership growth has also tapered off an Coralville Transit and CAMBUS; and is a function of stabilized University enrollment, the large amount of recently con- structed housing within walking distance of the CBD, and the reaching of capacity on several Iowa City Transit routes during peak times. In spite of this decline Iowa City Transit still recovers a higher percentage of .. operating costs from the farebox (39%) than any other transit system in _ the State except Coralville. The State average,is only 29%. 2. Equipment Division Charges. The FY85 chargeback rate to Iowa City j Transit for maintenance of City buses resulted in a deficit to the i Equipment Division. The former chargeback rate of $.70/mile has been adjusted to $1.20/mile in order to reduce the deficit. As soon as the —I transit portion of the Equipment Division deficit has been erased, the chargeback rate will be adjusted to $1.03/mile. 3. New Buses. The recently purchased fleet of seven Scania buses increased the Iowa City Transit fleet from 22 to 29 vehicles. The _ Scanias are no longer under warranty, and the increase in fleet maintenance costs has been higher than anticipated. In addition, the City recently spent $40,000 to purchase a spare parts inventory for these vehicles. _ 4. Increased Personnel Costs. Recent changes in Iowa City Transit personnel and transit Equipment Division personnel have increased labor costs in FY86. Certain changes have been due to the construction of the new Iowa City Transit facility, such as the addition of a parts clerk and building -3- .203 u maintenance manager. Other changes have resulted in initial costs which I 1 should eventually produce cost savings to the City, such as the hiring of a body and paint specialist. i-1 Bus insurance is an additional cost item which has increased significantly, from $38,544 in FY85 to $126,000 in FY86. However, bus insurance is part of a master City insurance policy funded by the General Fund, and is not an expense incurred by the Transit Department. An important part of this study will be a determination by the City Council of what transit's function should be in Iowa City. In the past the City's position has been that transit is a public service all Iowa City residents are entitled to. This is still a reasonable policy, but a very expensive one. As previously mentioned, transit is always a deficit proposition. Iowa City Transit recovers an average of 39% of expenses from the farebox, and this is considered very good. State and Federal revenue sources cover 18% of costs, so 43% of transit operating expenses, or approximately $840,000 per year, must be borne by other local sources such as property taxes and Federal Revenue Sharing. Certain Iowa City Transit routes have such poor performance that they must be subsidized up to 89% by non -user funding. To condense the policy issues that the Council must address: 1. Should Iowa City transit service be available to all Iowa City residents or should service be concentrated in high ridership and revenue producing areas of the city? 2. Should service be provided uniformly throughout the day, or should a higher level of service be provided during rush hours and less during _ off-peak periods? 3. What level of transit service should be provided during Saturdays and evenings when ridership and farebox revenue is low, but those riding may be "transit -dependent" persons who depend on the service? _4_ .7-03y A: I J I 1� y� i -5- f i ' 4. What should be the relationship between user (fare) and non -user (tax) I, revenue sources for Iowa City Transit? i i— ,� A brief performance evaluation of Iowa City Transit service has been con- ducted. Based on this assessment, a series of alternative courses of action have been developed to deal with the rising deficit and future financial health of the system. The Council's policy decisions regarding transit will l affect their decisions on these alternatives. The financial situation requires definitive decisions by the City Council at the earliest possible -j time in the current fiscal year. ao37 J 1� y� i -5- ao37 r. I' I:I 71 �J f� =� 1 major fins i_ I- i 1_ -1 i 1 , Summary of Major Findings i 1 _ 1. Iowa City Transit ridership and fare revenue for FY86 are expected to J fall short of original budget estimates. This shortfall will require the transfer of additional revenue to the transit budget if the present level of transit service is to be maintained through the end of FY86, or necessitate service reductions. I•i Fare Ridership Revenue FY86 Budget 2,300,000 $996,700 Revised Estimate 2,091,000 $820,400 i ii s 2. To maintain transit service and fares at present levels during FY87, a i i major increase in local tax subsidy will be required. The transit levy I I {b will have to be raised to its maximum rate ($.54) and general fund 1 contributions to transit increased by 51% above the FY86 budgeted level. !1 This assumes that the Legislature does not establish a lid on local .. property taxes, as has been proposed in recent weeks. FY87 expenses with current service level $2,289,000 FY87 revenue with no fare or tax increase E1E1 8 00 Projected deficit Required increase in transit levy E 240,800 Required increase in general fund $ 227,100 — 3�'67?JDU C — 3. If it is desired to maintain the tax subsidy of Iowa City Transit at the present level, major reductions in service and a 10E fare increase will be required in FY87. Based on a performance evaluation of Iowa City Transit, staff recommends the following service reductions be considered: — _7_ 0203 7 ---- -- - elimination of the ilardway, North Dubuque and Seventh Avenue routes; elimination of evening and Saturday service; and the establishment of 60 -minute midday service between 9:30 a.m. and 3:00 p.m. (currently 30 minutes). The combined impact of service reductions and a 601 fare would reduce ridership by approximately 25%, but allow the transit budget to balance without any additional local tax funds. 4. The performance evaluation of Iowa City Transit has identified those route and service segments where performance levels are well below the system average. A crucial policy decision is involved in the determinati- on to cut or reduce areas of marginal service (such as night and Saturday service), since those services are most utilized by persons dependent on public transit to meet their travel needs. 5. Further coordination of Iowa City Transit service with Coralville Transit or CAMBUS would not produce significant cost savings at the present time. However, this is an area which should continue to be reevaluated on a I„ regular basis. For example, a specific area not currently feasible for ., coordination but worth pursuing in the future is for CAMBUS to provide service to Dubuque Street north of the Mayflower Dormitory. An extension of the CAMBUS Mayflower route would allow Iowa City Transit to cease operation of the North Dubuque route, one of the worst performing routes i— in the system. i An additional area for future study is to reduce the number of transit routes by combining two or three routes into a single route. This would reduce convenience because the bus would not come as often and persons would have to walk further to a bus stop, but it would also reduce _ expenses while keeping transit service area approximately the same. An area which would appear suitable to this type of action is east Iowa City where the Court Hill, Towncrest and Seventh Avenue Routes operate adjacent to each other. The estimated expense savings from combining the Court Hill, Towncrest and Seventh Avenue routes into two routes would be $78,000. 1-2 ,?W V i , P' 6. The beneficiaries of Iowa City Transit extend beyond the users of the 1 system. Persons who drive downtown benefit from the transit system through decreased congestion on streets and in parking facilities. If everyone who rides Iowa City Transit downtown during the morning rush J hour were forced to drive or ride in a car, it would cause great conges- tion and necessitate the construction of street improvements and a 900 -space parking facility. I � 1 I J , data summary ao37 i Data Summary i This chapter summarizes the results of a brief performance evaluation of Iowa City Transit. The assessment of performance factors indicates distinct variations in the performance of the system according to such variables as route and time of day. Transit system performance can be evaluated based on three broad criteria: the effectiveness of the service, usage of the service by the public, and the cost to provide the service. Performance indicators can be developed in each of these categories to obtain an evaluation of the present service. Following the performance evaluation is a section comparing the subsidy of Iowa City Transit to other City services, and a section comparing Iowa City Transit to other Iowa transit systems. SERVICE EFFECTIVENESS i Coverage. The existing Iowa City transit route network provides service within three blocks of nearly all areas of the city. The areas not within this coverage area are all outlying residential areas, most of which have -11- ,2,037 i i - street geometrics not conducive to efficient transit routing. Several of these sites are areas in which future residential growth is anticipated in — the next ten year period. They include (see Figure 1): i — 1. Village Green 2. First Avenue north of Rochester Avenue — 3. Foster Road/Shimek School area 4. Mormon Trek Road/Rohret Road area I - i Service to major activity centers. The central business district, University - of Iowa main campus and University of Iowa hospital complex are the dominant trip generators in the Iowa City area. Because all three are located -- adjacent to one another in the core area of Iowa City, all can be efficiently served by all Iowa City transit routes, either directly or with a short transfer. Trip generators of minor significance include ACT/NCS, K -Mart, Towncrest, Sycamore Mall, Wardway Plaza and the southeast industrial park. ACT/NCS is presently served during shift changes by an extension of the North Dodge a. route. K -Mart is served by the Lakeside Route. Towncrest, Sycamore Mall and !' Wardway have specific transit routes. Iowa City Transit does not directly serve the industrial park area. Growth is expected to occur in these �.� existing outlying areas and others during the next 20 years. None of the existing or projected developments will be important transit ridership generators, because of economic factors (e.g., free adjacent parking) and the fact that shopping trips are not large transit ridership generators. The CBD/main campus area will remain the focus of Iowa City transit operations i for at least the next 10 years. Service convenience. Convenience of transit service can be measured by frequency of service, days of service, times of operation, convenience of transfers, and schedule adherence. Iowa City Transit provides service on 14 regular routes and four peak -hour supplementary routes. All regular routes operate every 30 minutes from 6:30 a.m. to 6:30 p.m., Monday -Saturday, except Wardway and North Dubuque, which -12- �- _ ___+ ' r V The downtown Iowa City transit interchange is the centralized transit staging area for Iowa City Transit, Coralville Transit, and CAMBUS. The single _ centralized location is designed to facilitate direct transfer connections between routes. Because almost all Iowa City Transit routes are set up to arrive and depart at the quadrants of the hour, in most instances 15 minutes is the longest anyone must wait for a transfer. w Iowa City Transit measures on-time performance every quarter. On-time is performance is measured from the -Downtown Transit Interchange for an entire c y day on each route. A trip is classified as being on-time if it arrives or r departs no more than three minutes before or two minutes after its scheduled 4i time. Figure 3 shows a summary of FY85 on-time performance by route. j Figure 3 shows that rates of on-time performance in FY85 ranged from 65% on the Wardway route to 84% on the Mall route. The comparison of FY84 and FY85 data indicates on-time performance for all routes except two (Seventh Avenue and Manville Heights) improved in FY85. Adequate capacity. Iowa City Transit has generally provided sufficient capacity for all persons who desire to use the transit system. Higher capacity 40' vehicles are used on those routes experiencing high ridership, as well as rush hour tripper buses on the Hawkeye, Court Hill, Towncrest and Oakcrest routes. Nevertheless, during fall and winter some routes are forced to pass -up persons waiting for the bus because of overcrowding. At sporadic times this has occurred on the Mark IV, Rochester and Sycamore routes. -14- -a 037 i v I I' w. operate every hour. Hourly service is provided on all routes during the evening until 10:30. There is no service on Sunday. During the University academic year, certain areas of the city with high transit ridership receive i service every 20 minutes because of special rush-hour buses. Figure 2 shows the amount of service provided by Iowa City Transit according _ to time period. The graph indicates that the largest percentage of Iowa City Transit service is provided during weekday rush-hour periods. A relatively small percentage of transit service is provided on Saturdays and evenings. The downtown Iowa City transit interchange is the centralized transit staging area for Iowa City Transit, Coralville Transit, and CAMBUS. The single _ centralized location is designed to facilitate direct transfer connections between routes. Because almost all Iowa City Transit routes are set up to arrive and depart at the quadrants of the hour, in most instances 15 minutes is the longest anyone must wait for a transfer. w Iowa City Transit measures on-time performance every quarter. On-time is performance is measured from the -Downtown Transit Interchange for an entire c y day on each route. A trip is classified as being on-time if it arrives or r departs no more than three minutes before or two minutes after its scheduled 4i time. Figure 3 shows a summary of FY85 on-time performance by route. j Figure 3 shows that rates of on-time performance in FY85 ranged from 65% on the Wardway route to 84% on the Mall route. The comparison of FY84 and FY85 data indicates on-time performance for all routes except two (Seventh Avenue and Manville Heights) improved in FY85. Adequate capacity. Iowa City Transit has generally provided sufficient capacity for all persons who desire to use the transit system. Higher capacity 40' vehicles are used on those routes experiencing high ridership, as well as rush hour tripper buses on the Hawkeye, Court Hill, Towncrest and Oakcrest routes. Nevertheless, during fall and winter some routes are forced to pass -up persons waiting for the bus because of overcrowding. At sporadic times this has occurred on the Mark IV, Rochester and Sycamore routes. -14- -a 037 i Figure 2 AMOUNT of SERVICE PROVIDED by TIMEPERIOD N U_ 300,000 N U) w O U v a) 200,000 0) U 0) m C 100,000 0 W V WEEKDAY WEEKDAY WEEKDAY SATURDAY PEAK MIDDAY EVENING Figure 3 FY 85 ON-TIME PERFORMANCE ARRIVALS and DEPARTURES FROM THE DOWNTOWN TRANSIT INTERCHANGE i00%- I m ca Q= 90; N C ca p 80% CL N 70% C rw L -j 60% 4� lj `PHEW Q3�6 ~� ~ � Route I J w II ki USAGE The best measure of transit usage is ridership. Ridership per trip, per vehicle mile, or per vehicle hour are usage indicators which factor in the amount of service provided. Iowa City Transit was analyzed using these performance indicators, the results of which did not show substantial difference between the three. Thus, for simplicity, the following informa- tion contains the results of only one usage indicator, riders per trip. Figure 4 shows the average number of riders per weekday trip on each Iowa City Transit route. The graph includes data for the period FY83-85. The Hawkeye route has a substantially higher number of riders per trip than any other route in the system. The Mark IV, Towncrest, Lakeside and Mall routes also have higher than average utilization. Three routes stand out as having the poorest usage performance in the system: Seventh Avenue, Wardway and North Dubuque. Figure 5 is intended to show the difference in usage between weekdays, Saturdays and evenings. The information is categorized by route pair rather than individual route. The graph indicates that Saturday and evening ridership per trip is 42% lower than weekday ridership. The average number of riders per trip for Saturday and evening service is 11, which is 24% of the seated capacity of a bus. This compares to 26 riders per trip for the average weekday, or 58% of seated capacity. The number of riders per trip for the average weekday has a large range. During rush hours it is common for trips to be over 100% of seated capacity. During midday periods the number of riders per trip is similar to Saturday and evening levels. On certain routes Saturday service has a slightly higher number of riders per trip than evening service; on others the reverse is true. -17- ,20-37 I i 10 w I Figure 4 WEEKDAY RIDERSHIP per TRIP FY 83 - 85 5" 4 Q 4 H ` 3 N Q e 3 a) 'a 2 0= 0 21 1! Z 11 0 \11, Route A'n ............. _....-.;. .. r Figure 5 WEEKDAY, EVENING, and -SATURDAY RIDERSHIP per TRIP WEEKDAY ' EVENING ... SATURDAY 50 r` ,'•_ Cc w - O 40 CL 20 i C. 30 Z WEEKDAY ' EVENING ... SATURDAY ..� :ice _ ,'•_ Cc w - O 20 i Z 10 0 WEEKDAY ' EVENING ... SATURDAY ..� :ice _ ,'•_ MARK IV- HAWKEYE- ROCHESTER- TOWNCREST- N. DODGE- MANVILLE- N. DUBUQUE - LAKESIDE 7th AVE. MALL OAKCREST SYCAMORE COURT HILL WARDWAY ° Route -pair w N4 -20- aos7 r i r I, Ji 1 i I j COST The cost of providing transit service may be expressed as a raw total, or divided by revenue, mileage, or ridership to factor in service and usage — considerations. A commonly used transit cost performance indicator is the farebox/expense ratio. The farebox/expense ratio indicates what percentage i— of operating expenses are covered by user revenue from the farebox. Iowa City Transit presently has a system -wide farebox/expense ratio of .39. This indicates that 39% of the system's operating expenses are recovered from user fares. Fares do not only include money placed in the farebox, but also _ revenue from monthly pass sales and Bus -and -Shop coupons. 39% is considered j very good farebox recovery by transit industry standards, and is much higher } w than than the 29% average for all Iowa transit systems. j Figure 6 breaks down farebox recovery ratio by individual route for weekdays ' and Saturdays. The graph indicates the percentage of operating expenses which are being recovered by the users of each route. The expense to operate the various routes differs according to the length and amount of service on each route. Figure 6 shows that on weekdays the Hawkeye route is actually ., taking in more revenue than it costs to operate the route; this is considered extraordinary by transit industry standards. The Towncrest, Sycamore and Mall routes also have excellent farebox recovery rates. Conversely, North Dubuque, Wardway and 7th Avenue are being heavily subsidized by non-users, since fares are only recovering between 27%-30% of operating expenses on — these routes. I — Figure 6 also indicates the farebox/expense ratio by route for Saturday service. Farebox recovery for Saturday service is 52% lower than weekday _ service, averaging .22 for the system as a whole. The pattern of farebox recovery for each route is similar to weekday service, with the same routes being above and below the system average. Cost per ride is a performance indicator which includes factors relating to level of service (cost, as determined by route mileage and number of buses on each route) and usage (ridership). Figure 7 shows cost per ride data for -20- aos7 i O LIS v .77 Figure 6 FAREBOX / EXPENSE RATIO O 0.9 19 0.8 U) 0.7 a) Cl 0.6 X 0.5 O ............. m 0.4 L u- 0.3 ,j r� 0.2 4 0.1 Y a 0.0 Pio ego o',5 Route Figure 7 COST PER RIDE SF,v- Rv- `�`��.- pp��- N. 5�.,• ,�pW"- ppm � pyo- �ps-� �� Route II each route in the system. The graph indicates the most cost effective routes are the same as those exhibiting high rates of farebox recovery in Figure 6: Hawkeye, Towncrest, Mall, and Sycamore. Likewise, 7th Avenue, Wardway and North Dubuque are by far the most expensive routes to operate on a per -ride basis. 7 Local Subsidy for City Services I Public services provided by the City can be separated into two categories, i I u u "optional" -- must services, and optional services. "Must" services are those services — which virtually every citizen needs and must pay for regardless of choice. These include police and fire protection, and water and sewer service. i "Optional" services are services provided by the City that citizens use as a result of choice. Optional services provided in Iowa City include the library, the transit system, recreation services, and the Senior Center. i It may be difficult for policy -makers to determine the appropriate local tax j subsidy level for an optional service since it is difficult to determine the i worth of one service versus another. One method of estimating the appropri- ateness of a subsidy level is to calculate the number of times the service is used by the public. Figure 8 compares local property tax subsidy amounts for four 'optional" city services in Iowa City, and the number of times the service was used by a member of the public. The local subsidy amounts used in the calculations are i the property taxes allocated by the City Council for the services. The 'i Transit local subsidy amount also includes $67,072 in Federal Revenue - Sharing. No user fees are included. The "use" category indicates how many times the service was utilized by a member of the public: a person boarding — a bus, taking part in a recreation program, phoning the library to ask a question, attending a meeting or checking out a book at the library, or entering the Senior Center would each indicate one "use." -23- old 3 7 0 i' ■ T- T Figure 8 "Optional" City Services FY85 Subsidy per Use B of Service Local Subsidy Times Used Subsidy per Use Senior Center $169,653 64,000 $2.65 Recreation Division $458,946 489,024 $.94 Library $935,519 1,403,777 $.67 Transit $752,742 2,247,307 $.33 Comparison of Iowa City Transit with other Iowa Transit Systems Operating statistics for all public fixed -route transit systems in Iowa are collected by the Iowa Department of Transportation Public Transit Division. There are 18 fixed -route public transit systems operating in Iowa; 11 "large urban" systems from metropolitan areas of 50,000 population or greater, and seven "small urban" systems from metropolitan areas of less than 50,000. The following table and five graphs are reprinted from the JCCOG FY85 Iowa City Urbanized Area Transit Plan. At the time this document was published, there were 17 fixed -route public transit systems, with the University of Iowa CAMBUS System having been recently added. Table 28 shows the division between large and small urban systems, and the five graphs compare perform- ance statistics from the 17 systems. The graphs illustrate that the transit systems from the Iowa City Urbanized Area are among the most efficient and effective in the State. -24- ,2W Table 28 Iowa Transit Systems Division Between Large Urban and Small Urban Systems y Iowa DOT definition, "Large Urban" transit systems are those operating n metropolitan areas of 50,000 population or greater. "Small Urban" ystems are those operating in metropolitan areas of less than 50,000 opulation. Large Urban 1980 Census Population Bettendorf 27,381 Cedar Rapids 110,243 Coralville 7,687 Council Bluffs 56,449 Davenport 103,264 Des Moines 191,003 Dubuque 62,321 Iowa City 50,508 Sioux City 82,003 Waterloo 75,985 Small Urban Ames 45,775 Burlington 29,529 Clinton 32,828 Marshalltown 26,938 Mason City 30,144 Muscatine 23,467 Ottumwa 27,381 -25- ,2W Ya , 4W v i I I J Figure A IOWA TRANSIT OPERATING STATISTICS i Ridership Per Capita - FY 84 Ridership j 75 70 ` 65 f I — '60 — 55 �T - 45 - 40 - 35 - 30 - 25 = 20 - 15 10 5 STATE AVERAGE _ 19 n% %2 �c� off° '�� '��0 31-, ° J• °G nod r°9 s�, oy ros olG�oA s ......_.. I i i Figure B IOWA TRANSIT OPERATING STATISTICS i Miles of Service Per Capita - FY 84 Miles 30 28 26 24 S I 22 20 18 16 14 STATE i 12------ AVERAGE i --------------------------------------------- 10 11 { 8 i I 6 4 i 2 i r 9 �� mG eco < "o oc oG '� r'G ° sr f9 0° r° l G G J' A '� O .� G P GAG moo! Fyo r GPG� �y9< oUr n9r G9 Go coo : v r 9� s I o W ' v - Yq. 1 ......_.. I i i Figure B IOWA TRANSIT OPERATING STATISTICS i Miles of Service Per Capita - FY 84 Miles 30 28 26 24 S I 22 20 18 16 14 STATE i 12------ AVERAGE i --------------------------------------------- 10 11 { 8 i I 6 4 i 2 i r 9 �� mG eco < "o oc oG '� r'G ° sr f9 0° r° l G G J' A '� O .� G P GAG moo! Fyo r GPG� �y9< oUr n9r G9 Go coo : v r 9� s I o W ' v ur I i i Figure C I IOWA TRANSIT OPERATING STATISTICS i Locally Generated Revenue Per Capita - FY E4 Dollars — 35 �s �� Gtr FSP !ry '02� Qy� �� oG P iso -s o� pro 2$O� s STATE AVERAGE = $17 i Figure D IOWA TRANSIT OPERATING STATISTICS G Farebox / Expense Ratio - FY 84 Ratio .48 n .,u 42 .39 .36 .33 STATE 30 AVERAGE _ .27 .29 .24 .21 .18 .15 .12 .09 .O6 .03 r s �A ro °p o� G G `9 9 �y ry a �r f <� o <� or rye v or oo r<< f� T y LP I I Figure E IOWA TRANSIT OPERATING STATISTICS Cost Per Ride - FY 84 Dollars —3.00 — "iP pyr o9r 9 �Coo �;, 9,, �� s y ., _ -- - � e '' � u j I i t�5� ZN' s,�s� x i F �� S i ,.��W � h�' t xl �� w i ��.w E �: p �' ;,i , r �: � +^v -x _ ..__--- r << i ._ J i �r rel r Capital Considerations The emphasis of this report is to provide guidance so that changes can be made in the operation of Iowa City Transit, to ensure the future financial health of the system. Since the possible courses of action are largely based on adjusting the scope and level of Iowa City Transit service, the various alternatives to be evaluated each have different capital requirements. The respective capital needs of the alternatives will be addressed in the following section which describes each alternative. There are also, however, some general issues relating to the capital needs of Iowa City Transit that are presented here for general information. Introduction The capital plant of Iowa City Transit can be separated into two components: vehicle and non -vehicle items. With the recent completion of the new Iowa City Transit building, the non -vehicle portion of the capital plant is in very good condition. The Federal UMTA grant which funded this project will be closed on September 30, 1985, and no further non -vehicle acquisitions are planned on the five-year horizon. The City retains a $16,344 obligation relating to the construction of this facility, this amount being the City's portion of a five percent final acceptance retainage still being held. -32- 07037 .I M f•� t i Capital Considerations The emphasis of this report is to provide guidance so that changes can be made in the operation of Iowa City Transit, to ensure the future financial health of the system. Since the possible courses of action are largely based on adjusting the scope and level of Iowa City Transit service, the various alternatives to be evaluated each have different capital requirements. The respective capital needs of the alternatives will be addressed in the following section which describes each alternative. There are also, however, some general issues relating to the capital needs of Iowa City Transit that are presented here for general information. Introduction The capital plant of Iowa City Transit can be separated into two components: vehicle and non -vehicle items. With the recent completion of the new Iowa City Transit building, the non -vehicle portion of the capital plant is in very good condition. The Federal UMTA grant which funded this project will be closed on September 30, 1985, and no further non -vehicle acquisitions are planned on the five-year horizon. The City retains a $16,344 obligation relating to the construction of this facility, this amount being the City's portion of a five percent final acceptance retainage still being held. -32- 07037 As indicated in Figure 9, nearly half of the Iowa City Transit fleet is 14 years old or older. 12 years is the UMTA-approved lifespan for a transit vehicle. Because of this advanced age, the vehicle component of Iowa City Transit's capital plant will require careful consideration during the next five years. Figure 9 Iowa City Transit Inventory of Rolling Stock There are several issues relating to future vehicle acquisition by Iowa City Transit: Spare Ratio Spare ratio is defined as the ratio of spare vehicles to peak -hour vehicles, or essentially the number of spares available during the time of maximum vehicle utilization. A rule recently issued by UMTA in Circular 9030.1 states that the number of spare buses in a system's active fleet should not exceed 20% of the vehicles operated in maximum service. However, the rule goes on to state that "the basis for determining a spare ratio should take into consideration specific local service factors" and "grantees should not hesitate to discuss case-by-case situations with UMTA..." The term "active fleet" is important, since UMTA will permit buses to be stockpiled in contingency fleet for emergencies, as long as the bus has reached the end of its normal and useful service life. A contingency plan must be developed for a contingency fleet. -33- ao37 YEAR MAKE MODEL PRICE C(EACH) HASE CAPACITY ( ) (seated ,standing) 1 1 1963 1967 GMC GMC 35' 35' TDM 4519 TOM 4519 $ 15,000 15,000 (used) 45,35 12 1971 GMC 35' T6H 4521 $ $ 34,028 (used) 45,35 45,35 2 3 1974 1977 GMC Flxible 40' 35' T8H 5307 $ 43,727 53,40 3 1982 Neoplan 40' 45096 AN -440-A $ 67,598 $152,000 41,39 47,30 7 1984 Saab-Scania 40' CN112 $126,000 47,30 There are several issues relating to future vehicle acquisition by Iowa City Transit: Spare Ratio Spare ratio is defined as the ratio of spare vehicles to peak -hour vehicles, or essentially the number of spares available during the time of maximum vehicle utilization. A rule recently issued by UMTA in Circular 9030.1 states that the number of spare buses in a system's active fleet should not exceed 20% of the vehicles operated in maximum service. However, the rule goes on to state that "the basis for determining a spare ratio should take into consideration specific local service factors" and "grantees should not hesitate to discuss case-by-case situations with UMTA..." The term "active fleet" is important, since UMTA will permit buses to be stockpiled in contingency fleet for emergencies, as long as the bus has reached the end of its normal and useful service life. A contingency plan must be developed for a contingency fleet. -33- ao37 The existing Iowa City Transit fleet is operating with ten spare buses, for a spare ratio of 53%. It is the opinion of the transportation planning staff, the transit management staff, and the equipment maintenance division staff, that strict interpretation of the UMTA 20% spare ratio rule is not appropri- ate for the existing level of Iowa City Transit service. This can be defended for several reasons: 1. The average age of the fleet. The average age of the existing Iowa City Transit fleet is nine years, with 48% of the fleet having reached the end of its useful service life by UMTA definition. 2. The number of vehicles out of service at a given time. Related to the average age of the fleet is the amount of time a vehicle is out of service. As can be expected, an older vehicle is more prone to unex- pected breakdowns than a newer vehicle. Iowa City Transit estimates an average of three bus switches per day for mechanically -related problems which occur while the bus is in revenue service. Although three is an average, as many as 10 or 12 bus switches have occurred in a single day, for such things as air conditioning -related problems on hot days. Added to this, the Equipment Superintendent estimates an. average of four buses out of service at a given time for maintenance reasons, including body work, regularly scheduled maintenance, and major component rebuild work. A 1984 study of the Iowa City Transit maintenance operation by Arrow Transit Associates indicated that not including the four vehicles out of service at any given time for maintenance reasons, a spare fleet of 21% (four vehicles) would be adequate for Iowa City Transit. Four spare buses would permit Iowa City Transit to continue its excellent reputation for reliability, and sell or stockpile two buses from the existing fleet. The revenue realized by the City from selling two buses would be relatively small ($5,000-$10,000), since presumably they would-be the two worst vehicles in the fleet. Furthermore, if they were purchased originally using UMTA funds, 80% of the sale price would have to be refunded to UMTA. The only significant expense savings from having two less vehicles in the fleet would be approximately $5200 per year savings in vehicle insurance. -34- ao37 w i; i ` 1 I j The existing Iowa City Transit fleet is operating with ten spare buses, for a spare ratio of 53%. It is the opinion of the transportation planning staff, the transit management staff, and the equipment maintenance division staff, that strict interpretation of the UMTA 20% spare ratio rule is not appropri- ate for the existing level of Iowa City Transit service. This can be defended for several reasons: 1. The average age of the fleet. The average age of the existing Iowa City Transit fleet is nine years, with 48% of the fleet having reached the end of its useful service life by UMTA definition. 2. The number of vehicles out of service at a given time. Related to the average age of the fleet is the amount of time a vehicle is out of service. As can be expected, an older vehicle is more prone to unex- pected breakdowns than a newer vehicle. Iowa City Transit estimates an average of three bus switches per day for mechanically -related problems which occur while the bus is in revenue service. Although three is an average, as many as 10 or 12 bus switches have occurred in a single day, for such things as air conditioning -related problems on hot days. Added to this, the Equipment Superintendent estimates an. average of four buses out of service at a given time for maintenance reasons, including body work, regularly scheduled maintenance, and major component rebuild work. A 1984 study of the Iowa City Transit maintenance operation by Arrow Transit Associates indicated that not including the four vehicles out of service at any given time for maintenance reasons, a spare fleet of 21% (four vehicles) would be adequate for Iowa City Transit. Four spare buses would permit Iowa City Transit to continue its excellent reputation for reliability, and sell or stockpile two buses from the existing fleet. The revenue realized by the City from selling two buses would be relatively small ($5,000-$10,000), since presumably they would-be the two worst vehicles in the fleet. Furthermore, if they were purchased originally using UMTA funds, 80% of the sale price would have to be refunded to UMTA. The only significant expense savings from having two less vehicles in the fleet would be approximately $5200 per year savings in vehicle insurance. -34- ao37 The Equipment Superintendent has indicated that with an ongoing fleet ,, replacement program it is possible in five years the spare fleet could be reduced by two vehicles. This would assume a regular program of bus replace- ment which would lower the average age of the fleet and decrease the likeli- hood of mechanical -related problems occurring. Large versus Small Buses The existing Iowa City Transit fleet consists entirely of full-sized urban - transit buses. Periodically a proposal is made to introduce small buses into the fleet in an effort to reduce operating expenses. Although there are some -- advantages to operating small buses (such as fuel economy, maneuverability _ and less pavement wear), they are greatly outweighed by the disadvantages. This issue was examined in detail by City staff in 1981, and the following disadvantages were cited: w iy 1. Operating costs. Under the current Iowa City Transit labor contract �d driver's wages and benefits are constant whether the driver is driving a large bus or small bus. There would also be no appreciable difference in �i administrative, overhead, washing or cleaning costs. Small buses do get better fuel economy than large buses (9 mpg vs. 5 mpg), but fuel accounts �a for only 8% of Iowa City Transit operating costs. 1 t 2. Reliability. Small buses have historically been prone to failure under �y heavy use, because the vehicles are not designed for rigorous stop -and -go i urban transit service. This was substantiated by contacting several ii midwest transit systems which have attempted to operate small buses in fixed -route service. The overwhelming response was that operating small buses in fixed -route transit service had been a failure. 3. Purchase price. Diesel -powered small buses are available for approx- imawely $45,000, compared to $140,000 for a full-sized bus. However, a small bus has a life span of approximately seven years with a salvage value of $1,000, while a large bus has a life span of fourteen years with -35- ao3 !11 a salvage value of $10,000-520,000. Heavy-duty small buses intended for urban transit service are available, but they cost only slightly less than a full-sized bus. 4. Lack of flexibility. During a rush-hour breakdown it would not be possible to substitute a small bus for a large bus. 5. Growth potential. A small bus seats approximately 20 persons, compared to 45 on a full-size bus. A relatively small increase in ridership will cause overcrowding on a small bus. 6. Parts inventory. Small buses are mechanically different from large buses and would require an investment in a completely new parts inventory. 7. Rider comfort. Small buses are not as accessible as large buses; steps are often awkward, the aisle is narrow, and the seats are tight. Overall ride quality is low compared to a large bus. New Versus Rehabilitated Buses The option of purchasing new buses is usually preferred if sufficient funds are available. However, an alternative to new bus purchase is the rehabili- tation of old buses, which recently became eligible for UMTA funding. Various levels of bus rehabilitation are available. The level which most closely approximates a new vehicle is a Level I remanufacture, which costs up to $90,000 and will add approximately eight years of service life to a vehicle. A Level I remanufacture entails tearing the bus down completely, replacing all major components, and rehabilitating the vehicle structurally and cosmetically. The primary reason cited by transit systems for selecting rehabilitation as a fleet improvement alternative is the considerably shorter acquisition time compared to purchasing new buses (4-6 months compared to 12-18 months). At the current time this is not an important decision factor with regard to Iowa City Transit. Other important factors to be considered when determining whether to rehabilitate older vehicles or purchase new ones are: -36- ,,?o .3 I M !■ 1. Fleet standardization. 2. Fuel economy and operating costs. 3. Ease of maintenance and training. 4. Operational familiarity. 5. Public image. 6. Parts availability. 7. Time out of service. 8. "Major block" obsolescence. None of the above -listed considerations greatly enhance rehabilitation as a fleet improvement alternative for Iowa City Transit, as follows: The existing fleet is currently quite unstandardized with regard to manufacturer, and this has not proven to be a major problem. Fuel economy and operating costs are issues as they pertain to state-of-the-art versus older bus technology. The current state-of-the-art transit vehicle is the Advanced Design Bus (ADB), which is more mechanically sophisticated than the older "New Look" vehicles which would be rehabilitated. Iowa City Transit has 10 ADB buses in the existing fleet. The first three of these vehicles, purchased in 1982, are more expensive to operate than the older New Look buses. However, the recently purchased Scania ADBs have the highest fuel economy and lowest operating cost in the fleet. Operational familiarity and ease of maintenance and training are not signifi- cant factors, since Iowa City Transit mechanics and drivers are now familiar and comfortable with both the ADB and New Look vehicles. Public opinion regarding the two types of buses does not seem to be particularly positive or negative regarding either one. -37- aoa7 _ The buses which are candidates for rehabilitation are standard GM New Look vehicles, so parts availability is not an important consideration. Time out of service refers to the fact that rehabilitation of buses will entail a jtemporary reduction in the size of the fleet. This would not be a disrupting factor for Iowa City Transit. Major block obsolescence refers to the purchase of a large fleet of identical vehicles which will then have major problems occur simultaneously, and which will all wear out simultaneously. Since vehicle procurement utilizing current UMTA programs will only permit 2-6 vehicles to be purchased or rehabilitated r { f in a given year, this is not a relevant consideration for Iowa City Transit. I � ~ Funding Programs ! y - 7 I�+ With the exception of two used vehicles, the entire Iowa City Transit fleet I has been financed with UMTA Section 3 funds at an 80/20-Federal/local funding split. Section 3 is a discretionary capital grant program which has been {. de-emphasized by UMTA in recent years, and changed to a 75/25 funding split. IIE For the past two years Iowa City Transit has had a Section 3 grant apl8plica- �! tion pending for the purchase of six new buses. Although local officials are skeptical that it will be funded, the application is still officially under { I'1 consideration at the Federal level. M "j In the event that Iowa City Transit's Section 3 grant application is not 4 funded, Section 9 is the remaining UMTA program available to fund bus purchases. Unlike Section 3 which is a discretionary program, Section 9 is an j — entitlement program which apportions a specific amount of capital and operating funds to the Iowa City Urbanized Area each year. A key element of this program is that the funds come to the urbanized area Metropolitan Planning Organization, which in Iowa City is JCCOG. JCCOG distributes the funds to the three public transit systems in the Iowa City Urbanized Area, based on a formula for operating funds and based on a project -by -project evaluation for capital funds. The existing Section 9 capital funding level to the Iowa City Urbanized Area is approximately $300,000 per year. These funds may be carried over fromear to Y year for up to four years from the date of apportionment. -38- aoa? UMTA, through the Section 9 program, will participate financially in a reha- bilitation program at the same level (80%) as they do for new bus purchases. They will only participate in a rehabilitation program, however, if the grantee can prove that it is cost effective to rehabilitate an old vehicle rather than purchase a new replacement. At the present time it may not be cost effective to rehabilitate vehicles in the Iowa City Transit fleet, primarily because of the favorable new bus market. ADBs purchased by Iowa City Transit in 1982 cost $152,400 each. Nearly identical vehicles purchased two years later were $126,000 each. A new bus purchased for $140,000 with a fourteen year life span would have a per -year capital cost of $10,000. A rehabilitated vehicle which cost $90,000 and has an eight-year life span would have a per -year capital cost of $11,250. The local share amount for bus purchases is taken from Iowa City Transit's Equipment Replacement Reserve. This fund currently has a balance of only $76,000, due to its depletion for the recently completed transit facility project. Until this fund is replenished Iowa City may wish to utilize the Iowa DOT Capital Match Bank, which would provide an interest-free loan of local share funds needed for an UMTA project. -39 aI o3� i �1 I ; I I fi 1j f i ( r J J I � I,I i I J UMTA, through the Section 9 program, will participate financially in a reha- bilitation program at the same level (80%) as they do for new bus purchases. They will only participate in a rehabilitation program, however, if the grantee can prove that it is cost effective to rehabilitate an old vehicle rather than purchase a new replacement. At the present time it may not be cost effective to rehabilitate vehicles in the Iowa City Transit fleet, primarily because of the favorable new bus market. ADBs purchased by Iowa City Transit in 1982 cost $152,400 each. Nearly identical vehicles purchased two years later were $126,000 each. A new bus purchased for $140,000 with a fourteen year life span would have a per -year capital cost of $10,000. A rehabilitated vehicle which cost $90,000 and has an eight-year life span would have a per -year capital cost of $11,250. The local share amount for bus purchases is taken from Iowa City Transit's Equipment Replacement Reserve. This fund currently has a balance of only $76,000, due to its depletion for the recently completed transit facility project. Until this fund is replenished Iowa City may wish to utilize the Iowa DOT Capital Match Bank, which would provide an interest-free loan of local share funds needed for an UMTA project. -39 aI o3� ;,;, . _ t �, C !' � r E ,s ttY q F �� M rJ I J --� J i 1.f a f w IW ,.' !� I i i I: E IBJ Service Alternatives J The following five options have been developed to give a clear range of t choices with respect to service, fare and subsidy levels for FY87. Figure 10 summarizes the five options and the present situation in FY86. The five ioptions range from Option 1, a "growth" alternative, to Option 2, "stay the same", and Options 3, 4 and 5, which are "cut" alternatives. Figure 11 r, further summarizes the FY87 revenue, expense, service and capital impacts of each alternative. r �J 6 Et Following Figures 10 and 11 are individual 9 descriptions of the five service alternatives. The alternatives are flexible and can be modified with other variations. Disagreement with one specific component of an alternative would not preclude its acceptance, since other characteristics may be added or f� modified to increase its acceptability. I� I � i i- i _! -41- ao3 I Figure 10 Summary of the Service Alternatives r r Serv: Chane Base Fare Mont Pass A Fare Tran Levy Tran Levy % ck Gene Fund % ck IW--, :., Figure 11 - FY87 Impacts of the Service Alternatives I FY 1986 I Option 1 I Option 2 1 Option 3 I Option 4 I Option 5. I Budgeted I Selected Service IMaintain Presentl Service I Major Service IMajor Service I I Expansion. New I Service and I Reductions I Reductlons.:No [Reductions and ___ ---------------------------- I _______________________________________.______-___________________-___________________________ I E G N Fare I Fares I I Fare Increase. land Fare Increase orecasted Annual Ridership 1 2,091,000 __________________________________111.1________________________________________________________________ 1 2,246,500 l 2,091,000 1 2,018,100 I 1,721,200 __1_505_________ I 1,505,800 Revenue _________________________________________________________1111_ I $820,400 l $918,100 1 $820,400 I $792.900 I $fi78,900 ____ _Farebox 1 $733,800 Transit Levy ______________________ _________________________ 1 $345,400 - 1 $586,200 _____________________-----1111__-____________------ 1 $586,200 1 $586,200 1 $SB6,200 I $345,400 General Fund __________________________________________________I_ I $496,600 $792,000 I $673,600 _ ___________________________________ I $573,500 l ----- I $496,600 Total Operating Expense 1 1 ___ .1_________________ 1 $2,021,462 _______________________________________________________________________________________ 1 $2,451,000 $2,234,900 i $2,107,300 ------00 $1,850,400 1 $1,729,500 Total1Capital______Expense ____________________________________________________.37____________._________________________________________:__-1111___- l $51,800 1 $300,000 1 $54,000 I $54,000 __________________1111 I $54,000 0 1______ are ox -Expense Ratio I .41 I I •37 I .38 [ 37 _________ .92 Impact Assessment: _______________________________ Ueets I ]Inereasa in sarvlcel None 1Reduced evening IMajor impacts on .. IMajor impacts on I I Ilevel benefitting lents re community. I I land Saturday lusera, eep eclall ylall users with I [New fare for eld. leerviee •ffeetinglon transit 1servlce redact. __1111___________________________ 1 land handicapped. I l I ranait, idependents. land fare increase I Transit Employees - I ________________i_-----_______________________-______________-____________________ 17 now full-time None I None 110 FT and 3 PT 1 15 FT and 3 PT ________P __________________i__________________i______-_-______--__i_ I (positions. I I 1poeitlone slim. I positions elim. Ca ital Requirements I (Purchase 8 new buses ___--________i_� Purchase 2huses �e9___i___1111--1111___-i_________________ I Purchase 2buses I None ___________________1111___ _ _______________________________________________________________________________________________________Nona I I Rehab 3 buses I Rehab 3 buses I Rehab 3 buses I Taxpayers I ISignif. increase inlSignificant I Significant I Increase in _____ I 11oca1 funds req'd. lincrease in I increase in I Transit Levy 1 State fund: needed. local funds. i local funds. Only. Service Alternative Al - Additional Service Description Under this alternative the existing level of transit service would remain, with the following new service added: rush hour service on all regular routes currently without rush hour service, except Wardway and North Dubuque; existing routes extended to several newly developed residential areas; and Sunday service every 60 minutes. The hours of operation of the SEATS system would be expanded to include evenings and increased weekend service. Base fares would remain at present levels, and a 251 non -rush hour elderly and handicapped fare would be instituted (elderly and handicapped persons currently ride free during non -rush hours). The Transit Levy would be raised to its maximum rate of .54, and the City general fund would cover the remaining deficit. The Transit budget would increase 33% above the budgeted FY86 level. The City would initiate a fleet expansion and replacement program which would entail the purchase of eight new buses in FY87. The $300,000 local share of this $1.2 million capital expense would be fronted by the Iowa DOT Capital Match Bank through an interest-free loan arrangement with the City. -44- 4037 ao37 Impacts in service level benefitting the entire commu- i Users: Increase Y r Transit Employees: Seven full-time bus driver positrons added. k � Significant increase in local tax funds. 1 r Taxpayers: Capital requirements: Purchase of eight new buses Federal at a total cost of bl. funding. k „I million, with 75% i FY87 Budget Protections91_ % Change I Expense Amount from FY16 !+ Administrative staff E 309,000 1,042,100 5 + 21 -7 Bus operators 107,500 + 5 J General expenses 133,400 + 57 SEATS 859,000 + 26 r! Maintenance 300,000 +488 Capital Total ;2,751,000 + 33 �j J Revenue $ 918,100 - 8 Fares State grants 72,800 107,500 + 3 - 13 Federal grants -0- -100 Revenue sharing 792,000 + 77 General fund 586,200 + 70 Transit levy 27,400 + 20 University Heights 1,000 0 Misc. State Capital Advance Bank 246,000 Inc. from $2,751,000 + 33 I_ i I_ Total I I -45- ao37 Service Alternative d2 - Maintain Existing Service Description Existing service levels would be retained. Fares would also remain the same. The Transit Levy would be raised to its maximum rate of .54, and City general funds would cover the remaining deficit. The Transit budget would increase 10% above the budgeted FY86 level. The City would initiate a fleet replace- ment program designed to maintain vehicle quality at present levels. This would entail purchasing two new buses or refurbishing three existing buses in FY87. Impacts Users: None. Transit Employees: None. Taxpayers: Significant increase in local tax funds. Capital requirements: Purchase of two new buses or refurbishment of three buses. Total cost of $270,000-5300,000 with 80% Federal funding. -46— ao37 -47- ao3� P FY87 Budget Projections - Alt. 12 % Change Expense Amount from FY86 6Y Administrative staff $ 309,000 + 5 IF Bus operators 905,300 + 5 General expenses 107,500 + 5 ' SEATS 88,900 + 5 j Maintenance 824,200 + 21 Capital 54,000 + 4 t Total $2,288,900 + 10 i' Revenue B Fares E 820,400 - 18 State grants 72,800 + 3 S a Federal grants 107,500 - 13 1 Revenue sharing -0- -100 r General fund 673,600 + 51 €. w Transit levy 586,200 + 70 �y University Heights 27,400 + 20 y Misc. 1,000 0 tIo Total $2,288,900 + 10 li ,a t �I -47- ao3� �i r i I.1 l r �1 I( � 11� I. .a Service Alternative 93 - Small Cuts Description Reductions in service would be initiated, including 60 -minute Saturday service (currently 30 minute) and modified night service. The modified night service would consist of combining the operation of two routes into single larger routes, requiring half as many buses and drivers for the system. Service area would remain approximately the same but be less convenient. Fares would remain at present levels. The Transit.Levy would be raised to the maximum rate of .54, and the general fund contribution to Transit would increase 28%. The total Transit budget would increase 4% above the budgeted FY86 level. The City would initiate a fleet replacement program designed to maintain vehicle quality at present levels. This would entail purchasing two � new buses or refurbishing three existing buses in FY87. Impacts Users: Reduced evening and Saturday service. Transit Employees: 5 full-time and 5 part-time bus driver positions eliminated. Taxpayers: Significant increase in local tax funds. Capital requirements: Purchase of two new buses or refurbishment of three buses. Total cost of $270,000-$300,000 with 80% Federal funding. -48- ao37 a I aD37 E FY87 Budget Projections - Alt. 3 ff• % Change I' f Expense Amount from FY86 i Administrative staff E 309,000 + 5 k Bus operators 802,700 - 7 General expenses 107,500 + 5 { SEATS 88,900 + 5 t II Maintenance 799,200 + 18 Capital 54,000 + 4 i . Total $2,161,300 + 4 Revenue "I Fares $ 792,900 - 21 State grants 72,800 + 3 J Federal grants 107,500 - 13 Revenue sharing -0- -100 General fund 573,500 + 28 Transit levy 586,200 + 70 University Heights 27,400 + 20 Misc. 1,000 0 Total $2,161,300 + 4 I� M t r I, 1 { h, I I -49- aD37 !t Service Alternative 94 - Large Cuts Description The Wardway, North Dubuque and Seventh Avenue routes, as well as all night and Saturday service, would be eliminated. These were identified in the performance evaluation as the lowest productivity areas of Iowa City Transit service. Fares would remain at present levels. The Transit Levy would be raised to the maximum rate of .54, but general fund revenue needed for Transit would decrease 4%. The total Transit budget would be cut 8% from the budgeted FY86 level. The City would initiate a fleet replacement program designed to maintain vehicle quality at present levels. This would entail purchasing two new buses or refurbishing three existing buses in FY87. Because the recent additions to the Iowa City Transit administrative staff are currently being evaluated, no change in administrative costs is reflected in the expense summary for this alternative. It is possible a reduction in administrative staff could occur with the service changes proposed, espe- cially with the deletion of night service. -50- X03 2 ----------- -------- - - -51- ao37 { Impacts Users: Major negative impacts on users, particularly transit f' dependents. Transit Employees: 10 full-time and 3 part-time bus driver positions r eliminated. } " Taxpayers: Transit levy increased to maximum rate, but general tax r i revenue needed for Transit decreased 4%. -� Capital requirements: Purchase of two new buses or refurbishment of three buses. Total cost of Federal funding. $270,000-;300,000 with 80% FY87 Budget Projections - Alt 4 Ex Expense �_ Amount % Change from FY86 j Administrative staff $ 309,000 + 5 Bus operators 592,000 - 31 General expenses 107500 + 5 �y SEATS j.; Maintenance 753,000 + 11 ; Capital 54,000 + 4 Total $1,904,400 - 8 i .j Revenue M Fares $ 678,900 - 32 State grants 72,800 + 3 ., Federal grants 107,500 - 13 Revenue sharing -0- -100 General Fund 430,600 - 4 Transit levy University Heights 586,200 27,400 + 70 + 20 Misc. 1,000 0 — Total $1,904,400 - 8 -51- ao37 ppr++ 14 r Service Alternative M5 - Maximum Cuts and No Tax Increase Description The Nardway, North Dubuque and Seventh Avenue routes, as well as all night and Saturday service, would be eliminated. Midday service between 9:30 am and 3:00 pm would be reduced to 60 minute intervals from the existing 30 minute intervals. All capital improvements would be put on hold. Fares would be raised to 60t (passes to $18.50) so that no new taxes would be required to operate the Transit system. The Transit Department budget would be reduced 17% from the FY86 budgeted level. Because the recent additions to the Iowa City Transit administrative staff are currently being evaluated, no change in administrative costs is reflected in the expense summary for this alternative. It is possible a reduction in administrative staff could occur with the service changes proposed, espe- cially with the deletion of night service. -52- A037 i I aD37 11 f Impacts 4 `r Users: Major negative impacts on users, particularly transit �. dependents. Transit Employees: 15 full-time and 3 part-time bus driver positions eliminated. 171 Taxpayers: None. 1 J Capital requirements: None. FY87 Budget Projections - Alt. 5 % Change i Expense Amount from FY86 Administrative staff $ 309,000 + 5 Bus operators 498,700 - 42 General expenses 107,500 + 5 SEATS 88,900 + 5 Maintenance 725,400 + 7 Capital -0- -100 J Tota1 $1,729,500 - 17 Revenue Fares $ 728,900 - 27 State grants 72,800 + 3 Federal grants 107,500 - 13 Revenue sharing -0- -100 ,.. General fund 446,500 -0- Transit levy 345,400 -0- University Heights 27,400 + 20 Misc. 1,000 0 Total $1,729,500 - 17 -53- aD37 11 A037 w is w r: :a w I � i A037 City of Iowa City MEMORANDUM DATE: November 8, 1985 TO: City Council FROM: City Manager RE: Mr. Paul Friedberg Paul Friedberg, an architect from New York, will be accompanying Don Zuchelli to Iowa City and will be meeting with the Council at 1:30 P.M. on November 15 in the Council Chambers. Attached is some background information about Mr. Friedberg. i. v M. Paul Friedberg 6 Partners is one of the largest interdisciplinary land- scape architecture, urban design and planning firms in the country. Our experience is extensive and the quality of our services has been recognized by over forty professional awards. M. Paul Friedberg & Partners was organized in 1958 and, since that time, has gained an international reputation for the distinctively inno- vative character of its work, its response to the dictates of site and include planning, programming, de- sign, engineering and construction supervision of commercial -institu- tional facilities, parks and play envi- ronments, plazas, malls and new residential communities. These, In conjunction with our large scale urban design and planning services, give M. Paul Friedberg & Partners the capability to direct complex projects from the concept to implementation stage and assure clients of continuity throughout the process. The firm has also engaged in a variety of environ - program, and the firm's consistent ability to deliver projects on time and within budget. Special emphasis is placed on people ... on their needs and the way in which they use envi- ronments being designed for them. This emphasis is reflected in sem- inars, workshops and charrettes organized by the firm as well as in the participatory nature of typical project design. The people of M. Paul Friedberg 8 Partners comprise a staff of 35 mental analysis; product design and development, graphics, civic and pro- motional programming, research and community participation activities. Although the firm's in-house capabili- ties are extensive and varied, the scope of projects occasionally requires the use of special sub. consultants to work in conjunction with our staff. M. Paul Friedberg 6 Partners has managed and directed teams of leading consultants in trans- portation and traffic planning, engi- landscape architects. architects, engi- neers, planners, urban designers, graphic designers, product design- ers, writers and ancillary office staff. The firm's office is located in New York City, but commissions have ranged throughout the continental United States, Canada, the Virgin Islands, Hawaii, Puerto Rico, Japan, the U.S.S.R. and the Near East. The firm is commissioned by public agen- cies, developers, architects, private institutions, foundations and corpo- rations.The range of services provided nearing, economics and marketing, construction management, social science and project evaluation. Staff members are engaged in a mi- nority recruitment program aimed at Increased minority representation at City College of New York and in the landscape architecture profession. Members of the staff also teach in the Department of Urban Landscape Archi- tecture at CCNY which is chaired by Mr. Friedberg and is distinguished as the only such department in the nation. 'ROV f (I I M. Paul Friedberg b Partners Landscape Architecture Urban Design HE CE I V E D (!CV i 1985 36 West 62nd Street New York. N.Y. 10023 (212) 2478480 October 30, 1985 Mr. Neil Berlin City Manager 410 E. Washington Street Iowa City, Iowa 52250 Dear Mr. Berlin: As per my discussion with Mr. Zucchelli, I am forwarding to you my resume and the corporate brochure for your files. If additional information is required, please call me. Very truly yours, 101 -kA Amci*41 10 •M. Paul Friedberg MPF:nmm Enclosures r M. Paul Friedberg & Partners i PRINCIPAL M. PAUL FRIEDBERG, F.A.S.L.A., A.I.P. Partner in Charge of Design and Planning. Mr. Friedberg, landscape architect, product designer, educator, and writer, was born in New- York in 1931. He received his Bachelor of Sciences from Cornell University in 1954 and served as First Lieutenant in the United States Army from 1954-56. He was a founding partner in 1958 for M. Paul Friedberg and Partners, Landscape Architecture and Urban Design. In 1980 Mr. Friedberg received the AIA Medal in recognition of his inspiration and influence upon the architectural profession. In selecting Friedberg, the AIA Jury on Institute Honors commented, "Throughout his career, he has been able to introduce a new dimension of life for different ages and social groups in the urban environment. His work, which is a testimonial of his dedication to architecture and the human environment, should be taken as a parameter for the future." Credentials Registered Landscape Architect: C.L.A.R.B. 66 State of New York 370 State of Connecticut 186 State of Florida 481 State of Minnesota 12595 State of North Carolina 368 State of Pennsylvania 038 State of Rhode Island 161 State of New Jersey 172 Honors 1979 American Society of Landscape Architects - Fellow 1980 American Institute of Architects - Medal 1983 Sall State University - Honorary Degree, Doctor of Laws Honorary Positions 1985 National Organization of ADPSR (Architects/Designers/Planners for Social Responsibility - Board of Directors) 1985 International Design Education Foundation (Board of Directors) 1975-85 International Design Conference in Aspen (Board of Directors, 1975-78; Advisory Board, 1978 -Present; Chairman, 1976) M. Paul Friedberg & Partners f t f G 1972-73 ASLA Education Policy and Planning (Advisory Committee) t 1971-72 Art Comnission of the City of New York 1972 Mayor's Council on the Environment ( (Task Force for Street Space People) 1966-71 Municipal Arts Society (Board of Directors) I 1969-70 Architectural League (Vice President) i American Academy of Rome (Trustee) National Action Council for Urban America US National Committee for Early Childhood Education (Past Advisory Board) ? Association of Parks and Playgrounds (Past Board of Directors) Cornell School of Architecture (Advisory Board) Institute for urban Design (Advisory Board) 'Awards Mr. Friedberg's projects have received over 60 design awards from the following: o American Society of Landscape Architects o American Association of Nurserymen o New York Association of Architects o Housing & Urban Development o Municipal Arts Society of New York o American Institute of Architects o Progressive Architecture o Industrial Design o New York State Association of Architects o Building Stone Institute a M Academic Positions 1971 - ( Present Director and Founder of the Urban Landscape Program at City College of New York Professor at Columbia University Professor at The New School for Social Research Professor at Pratt Institute 1966 Visiting lecturer at Harvard University 1967 Visiting lecturer at University of Pennsylvania Visiting lecturer at Syracuse University Visiting lecturer at Carnegie Institute of Technology a M M. Paul Friedberg & Partners emberships Present American Society of Landscape Architects American Institute of Planners Architectural League Books 1969 Playgrounds for City Children,•booklet published by ie Association or ood Education International 1970 Creative Play Areas, booklet published by Niedermeyer-Martin Company 1970 Play and Interplay, Macmillan Company "Is 7fThis Utop a, in The Social lmpact ofUrban Design, University of Chicago en er or o cy to y 1975 Handcrafted Piavarounds, Random House Current Projects Work in Progress o Barclay's Bank, New York, New York o Battery Park City World Financial Center, New York, NY o James Center, Richmond; Virginia o Rockledge Center, Montgomery County, Maryland o Society Hill Sheraton, Philadelphia, Pennsylvania o Transpotomac Canal Center, Alexandria, Virginia o Olympic Plaza, Calgary, Canada Completed Work o City Hall Fountain in New York City o Forth Worth Cultural District, Fort Worth, Texas o Malls in Madison, Wisconsin; Grand Rapids, Michigan; Minneapolis, Minnesota; Kansas City, Missouri o Old Stone Square, Providence, Rhode Island o Peavey Plaza and the Honeywell Plaza in Minneapolis o Pershing Park, the western sector of Pennsylvania Avenue, Washington, O.C. o The Winter Garden project in Niagara Falls (published in the December issue of Life) ao3�' M. Paul Friedberg & Partners Guest Lecturer and Critic University of Pennsylvania Pennsylvania Ball State University Ohio University of California at Berkeley California Catholic University Washington O.C. Clemson University Georgia Columbia University New York Cook College New Jersey University of Georgia Georgia Hampshire College Massachusetts Hampton Institute Virginia Harvard University Massachusetts University of Illinois Illinois Iowa State University Iowa Kent State University Ohio University of Manitoba Canada University of New Mexico New Mexico New York Institute of Technology New York Ohio State University Ohio University of Pennsylvania Pennsylvania Rhode Island School of Design Rhode Island State College at Syracuse New York Texas A&M University Texas Virginia Polytechnic Institute and State University Virginia University of Washington Washington University of Wisconsin Wisconsin Williams College Massachusetts Yale University Connecticut Massachusetts Institute of Technology Massachusetts Pratt Institute New York University of Florida Florida a 0AF M. Paul Friedberg & Partners Lectures and Conferences American Society of Association Executives; 1970 ASLA Florida Chapter; 1970 Richmond, Virginia Chamber of Commerce Planning Commission; 1970 Downtown Exchange Ideas, New York City; 1970, 76, 78 AIA Boston; 1970 AIA Cleveland ; 1971 AIA New Jersey; 1971 AIA North Carolina; 1971 AIA Seattle; 1971 International Design Conference in Aspen; 1972 International Downtown Executives Annual Conference; 1974 Wavehiil Center for Environmental Studies, 1975 Minneapolis AIA; 1975 Smithsonian Institution; 1975, 1978, 1983, 1985 ASLA Annual Meeting, San Antonio, Texas; 1975 IDCA "Exploring Change" (Chairman); 1976 IDCA, Speaker; 1977 ASLA Colorado Annual Professional Seminar; 1979 Landscape Ontario Youth Day; 1979 Minneapolis Conference of Landscape Architects and Sculptors, Speaker; 1979 IDCA, Speaker; 1979 Cooper Hewitt Museum; 1979 New Jersey Institute of Technology, Speaker; 1979 New Jersey Society of Architects 79th Annual Convention, "New Concepts in Open Space Design", Atlantic City, New Jersey; 1979 National Landscape Architecture Convention, "LABASH", Speaker; 1980 ASLA Annual Meeting, Denver, Colorado; 1980 Minnesota AIA Annual Design Exhibition; 1981 International Federation of Landscape Architects (IFLA) World Congress, Munich, Germany, (Speaker); 1983 Urban Horticulture Symposium of NY Botanical Garden, 1983 AIA Denver Chapter Annual Meeting (Keynote Speaker), 1985 IDCA, "You as Illusion", (Producer); 1985 a 0.3,0 it 1 City of Iowa City MEMORANDUM DATE: November 8 , 1985 TO: City Council / FROM: City Manager RE: Attached Article The attached article was taken from the May 1985 issue of The Iowa Law Review which was dedicated to George Strait. i am surT you will enjoy reading of his accomplishments. i ao39 Iowa Law Review May 1985 Dedication George Alfred Strait retires this year from his position as Direc- tor of the Law Library and Professor of Law at The University of Iowa College of Law. After military service in World War 11, Professor Strait received his law degree in 1949 from Suffolk Univer- sity. He then began a long and distinguished career as a librarian and an educator at the Social Law Library in Boston, Southern University School of Law, the Worcester County Law Library, Harvard University, Northeastern University School of Law, and Antioch School of Law. Professor Strait has spent the past nine years at The University of Iowa College of Law, where his sure hand has guided the law library, and where his wisdom and con- viviality have enriched faculty and student life. These tributes are presented gratefully by the Iowa Lau Reoiru to honor the profes. sional achievements and personal qualities of George Alfred Strait. Volume 70 d o39 A Tribute to* George Alfred Strait Earl C. Borgucn' Each year that passes makes it possible, if not easier, to recall more and more of the past. Although George Alfred Strait comes often to mind,' the opportunity to think back over twenty-nine years brings very special and cherished recollections of a friendship that has both strong personal and professional aspects. Post -World War II career preparation and planning led each of us to law school in different parts of the country, and then to training and employment in law libraries. As a relative newcomer to the profession of law librarianship and brand new to life in New England, professional meetings provided an opportunity to enrich both personal and professional aspects of the new career. On May 26, 1956, the Law Librarians of New England met in Springfield, Massachusetts. George Strait of the Worcester County Law Library was the host. We met and time began to run on a ' new friendship. Early impressions identified George Strait as a librarian well -schooled and engaged in the transformation of new knowledge into real library ser- vice. Obviously, he was an orderly man—seldom does one today see books so neady placed on such clean shelves. Staff were knowledgeable, friend- ly, and enthusiastic about their library—reflecting a cuing, skillful manager. The strong warm handshake also contributed to the initial assess- ment ssessment that George Strait was a quality person to know. One year later, lecturing at the Harvard Law School Library as a participant in the Institute of the Law Librarians of New England, George's poise, communication skills, and logical presentation of information re- vealed maturity. Growing professional respect was coupled with growing personal contact. Families were a shared source of pride, and often a topic of conversation. The progress of children in school, in athletics, in the processes of growing up, were frequently compared. All of this ripened, in 1958, into collegial afl-dation at the Harvard Law School Library. Under the tutelage of a mutual friend and colleague, Philip Austin Putnam, the techniques of being a reference librarian became dear. Hear everything, read everything, see everything, index it dearly in your own mind for instant recall. Listen on the run, think on the run, and briefly discuss the patron's problem on the run. Never stop with the specific answer in hand, for in a great law library there was always more relevant infor- mation to be found. Be resourceful! Ah, how often we chuckled over that challenge. It could mean simply, pick the book off of the shelf and bring Professor of Lw and Director, Underwood Law Library, Southern Methodist University. i51 ao39 752 70 IOWA LAW REVIEW 751 (19851 it to me. It could mean that any alternate publication with my answer in its pages will do. It could mean, set your telephone network or in- terlibrary loan processes in motion, just find what I want! Or, indeed, it could mean exercise your ingenuity and get it through the midnight requisition channel, if necessary. In a nutshell, the training really said, have an absorbing and manipulating mind, a strong and healthy body, and give rest to neither. No wonder the early years are lean years. George Strait learned well, performed well, and taught well. The lean years go by and changes occur. The activity of youth pro- vides experience which permits more deliberate and calculated responses. Furthermore, experience exposes new challenges of dealing with the con. cepts, the principles of what you do, and allows anticipation and imagina- tion to translate into planning. George Strait could visualize the end results of plans—he had seen them often enough in his daily work, and he noted them for future reference. His talents led him to new challenges and to new successes. Indeed, today he contributes to the planning of a modem, twenty -fiat century law library for The University of Iowa. In many ways we grew up together, and, hopefully, each of us learned each day from the other. Teamwork allowed our individual skills and per- sonalities to develop—George, always the 'doer,' was the one with the ability for directness of analysis, early focus on real issues, ready recogni- tion of actions needed, and impatience if prompt action did not occur. A person always knew where one stood with George. He had a twinkle in his eye when he teased; he was dependable, unquestionably honest, sensible, and practical at all times. Those years together were full of happy and challenging events. But eventually, our professional paths diverged. Careen do separate friends; but friendship endures. George Strait's contributions to the law libraries in which he worked are not easily identified beyond the memory of contemporaries. That is unfortunate, but that is a fact of the professional life of most librarians. He developed collections, starting with an empty room and skillfully ac- quiring an ABA quality law library. His shrewdness kept many purveyors of books on their toes; it was best to have George on your side in bargaining. His skills at legal research led many a confused library user to previously evasive answers. He liked people and could be tender or firm, instructive or directive, as circumstances warranted. Countless thousands have en. joyed the benefits of the efforts of George Strait, the law librarian, most with no knowledge that he was the one who contributed to their needs. There has been even more joy in knowing George Strait, the man. During our friendship of more than a quarter of a century, there have been many tests that tried men's souls. As if World War II had not been enough, there were, in addition to the usual struggles that steer a man and his family, greater issues of unpopular military conflicts and un- precedented social adjustments that reached into all aspects of human rela- tions. In his own way, George Strait led, followed, flexed, and stood to ao.� 9 GEORGE ALFRED STRAIT 753 be counted each time his life was touched by the issues of the day. He could be a forceful advocate, a tolerant listener, and indeed, a just deci- siorunaker. He never shirked his responsibility. George Strait now, at this time of recognition, stands as a profes- sional of sound experience and stature, and as a man of dignity. He continues in service to others, and has set life.standards that others would do well to pursue. this man, I cherish the friendship of George I praise this man, f respect Alfred Strait. ao39 i 754 i0 IOWA I- W REVIEW 751 (19851 jean Camper Cahn George Strait. At Antioch? Never. You might think it incongruous at the least, inconceivable. But yes, oh yes, George Strait was more than a librarian, the founding librarian, of Antioch. He helped build the place from the ground up—not just volume by volume and table by table—but student by student. Harvard he delighted in; anything else might seem like condescension. But Antioch uncovered the real George Strait: mischievous, creative, a first-rate bandit, a closet reformer of legal educa- tion, an iconoclast in pinstripe with a slight pouch and salt and pepper hair. Did I forget to say he was black? He was. He is. A phenomenon in that endless sea of white. Just last week my husband, Edgar, and I found ourselves musing about the time George Strait spent at Antioch. That was truly an amaz. ing period in legal education—and George Strait was one of the actors large upon the stage that history afforded us. The founding of the Antioch School of law was not greeted with great enthusiasm by the established law schools. Both faculty and ad- ministration were predominantly young—refugees from the Kennedy and Johnson administrations—high on enthusiasm, low on experience. That may be just as well; had we all known what we were getting into, we might have been paralyzed by the magnitude of our calling. George had no such alibi. He knew better or at least, he knew what he was getting into. And he marched on in with an outrageous sense of glee, delighted with the sheer audacity of what he proposed to undertake. George came to us as one of the few who had actually put together law libraries from scratch; equally important, he was a veteran of that special brand of in- ternecine warfare called the accreditation process. In August 1972 Murray Camarow, Vice President of Booz Allen & Hamilton and fresh from directing Nixon's Commission on Government Reorganization, took on the assignment of preparing a feasibility study for the embryonic Antioch School of Law. In the process of determining whether the novel, clinically centered design could attract the caliber of academic talents necessary (a market study, previously unknown to law schools), he and his team recommended three candidates they thought had the stature and creativity to bring a library into existence within the impossible time frame set. Not just any library, but a library designed simultaneously to fit the school's unique mission and to meet accredita- tion standards. On the top of the list was George Strait. My husband had already come across him by reputation when visiting Northeastern law school and inquiring into the impressive growth and reshaping of their library. George Strait was behind that—and he had won lavish praise for the resources he had marshalled and the'networks he had tapped to in- crease dramatically the volume count of that library. Former Dean. Antioch School of La.. GEORGE ALFRED STRAIT 755 Suddenly, George Strait was in Washington, at our offices. George does not mince words. And he did not lack an appreciation of his own importance or the contribution he could make—on his own terms. If he was going to have anything to do with Antioch, he would have to be in- volved in the entire planning process, not just the library. He wanted to teach, and he wanted to have a role much larger than consultant. He was willing, much to our amazement, to be our librarian for a year and help us through the provisional accreditation process if we met his demands. We never even tried to bargain—which doubtless showed good sense. This distinguished librarian knew what he wanted, and knew what he needed to pull off the job. We wanted him. We needed him. And we thought we knew what he could do. But we underestimated that by a good margin. George planned the physical layout of our two libraries, and he recruited and handpicked his staff. Despite his seeming belief in creden- tials, he rounded up a truly unorthodox team: some with no credentials who worked around the cock to achieve the impossible, some with ex- traordinary credentials whom George turned into believers. It was dif- ficult then to understand how a martinet could generate such fierce loyalty. George seemed so gruff, so stiff, so formal, so unbending—and so proper. Yet, he was beloved by that strange, ragtag crew which produced miracles without complaint. George insisted on the finest wood tables and furnishings—and wi were horrified at the cost of "proper" (and from my point of view, ugly) library furniture. The Meyer Foundation had made a gift of the Eugene and Agnes Meyer Mansion to the law school. It had been modeled after the Petit Trianon in Versailles, which was built for Marie Antoinette, and it was outfitted accordingly. George, of course, was Lord of the Manor. But he thought the Meyer House needed a touch of class, so he proceeded to secure it in his own unique way. He persuaded my husband to accom- pany him on a secret mission to Harvard where George somehow knew that some rather large, rather old tables were about to be discarded. He then persuaded my husband to rent a truck and the two of them returned from Cambridge, looking rather pleased with themselves and hauling the largest, most ungodly scarred tables I had ever seen. They weighed a ton; it took six people just to lift a table top. Twenty people could sit around each table with plenty of elbow room. George insisted on dragging those things into the huge Board Room of the Meyer home, overlooking the vast sunken garden. Seeing them, I could understand why Harvard was willing to give them away for practically nothing. George sent me away babbling. He called in Washington's best carpenters and furniture finishers. Two weeks later, I again saw the Board Room. The crystal chandeliers, the dap grey carpet with its touch of blue, the elegant -Herman Miller chairs, and, in the middle of it all, the awesome Harvard tables—sanded, oiled, and sing- ing as if they had been there forever. Three months later, at the Inaugural Convocation, I found Dean Griswold on hands and knees under a table. ao39 756 70 IOWA LAW REVIEW 751 11985 I learned then that these were the original tables from Langdcll Hall, dating back to Langdelt's own days. Dean Griswold was just checking to see, he explained, whether these tables'were the ones he had carved his initials on as a law student. George had decided Antioch needed a touch of tradition, and he felt these tables would be just the thing. In his own way, he shared a vision that sought to combine the Langdell tradition with the older tradition of Blackstone's Inns of Court. Once those tables were in place, George felt right at home. In fact, he moved in and became as much a fixture as the tables. Every member of the initial class of 138 was handpicked—by a com- mittee that read the nine essay application, argued all day, and interviewed every single candidate who got past the Committee's initial screening. One would have expected that, at the very least, George Strait would have been an impediment to a process which regarded the LSAT with such cynicism, which sought to assess the candidate's potential for making a contribution to such aspirations as "equal justice under law" and "en- franchising the disenfranchised." In fact, George was as tough-minded a judge of the candidates as one could have wanted. He didn't equate respectability with potential and he didn't preach the gospel of the infalli- ble LSAT. We had to weed through nearly 1500 applications. The Com- mittee met sixteen to eighteen hours a week—often twelve hours or longer at a stretch. We fought over each candidate because we were betting on qualities and on instinct and on evidence that other law schools didn't consider. I'll never -forget the day we welcomed the founding class. All of us on the Admissions Committee felt proud, and even a little possessive. Dean Paulson would wave excitedly, point, and say "there's one of mine." George Strait would just grunt and smile slyly, saying quietly, "That one's mine." We had bet the school's future on those students—and George, for one, was not about to let them let him down. While the students were still living in the homes of clients and learning about the District of Columbia from the street, George started off by teaching the legal bibliography. The students affectionately began to call him King George. But George the King reigned as George the Terrible—he wanted them to be competent researchers because, before the fins semester was one- half over, these students would be functioning as paralegals in the school's clinic, serving clients, and doing rewarcb for the attorney/professors who handled the cases. George ran his own version of legal bib boot camp— and he turned raw recruits into seasoned troops in an incredibly short period. Not content with jun one empire, George erected another, establishing a clinical library in Warder Totten, the School's other building, which housed the teaching law firm. if the Meyer House was one of the most peaceful, elegant buildings ever to house a law library, Warder Totten was one of the most active. There developed the concept that a law firm's library was really an institutional memory—at the heart of that memory ,,?o39 i I } GEORGE ALFRED STRAIT 751 ! ' was the law firm's rd". So those files became the core of the clinical library, together with sets of all the volumes needed for a practitioner's working library. George oversaw the development of the filing system and the docketing system. He trained the students to ensure that when they i assembled client files, they did so in a way that would enable future classes of law students who used those files to draw upon the cumulative experience of hundreds and even thousands of cases. Organizing and storing the files of closed cans was an enormous job. ! Protecting the files from unauthorized access posed additional problems of logistics and professional responsibility. George had to wage major battles t with the accreditation authorities to include those files in his volume count 1 and to defend the allocation of resources that went into the painstaking assembly of such an unorthodox teaching and research collection. George was able to pull it off because he is steeped in tradition but not paralyzed or blinded by it. He had the respect of his colleagues throughout the world of law librarians and he used that respect to create a new and different vision of the place of the library in legal education. While planning the library, George began another adventure, one that would not ripen unto his Iowa yes". This new endeavor was indica- tive of the adventurous, open mind lying behind an exterior of seemingly imperturbable self-satisfaction. At Antioch we were convinced that the law practice of the future would combine microfiche with computerized research to avoid the massive capital investment in books and storage space that was such a formidable entry barrier for new law firms. So we dis- patched George Strait on an exploratory mission to see if we could bring that library of the future into existence. We believed this approach had enormous pedagogic implications; that teaching the logic of search, com- puter search, was as important, and would one day be more important, than traditional research. George set out to determine the feasibility of a new kind of law library—one that made heavy use of microfiche and computerized research. We were ten years too early but it wasn't for want of trying. George first led us on an expedition to various microfiche manufacturers. They were eager to explore the possibility of producing sets of the federal reports and state reports in fiche, but felt blocked by West's imbedding of its keynotes into the text of public documents in a way that generated poten- tial copyright problems and enormous entry expenses if the text had to be reprinted entirely. George received a similarly frustrating report when he tried to explore the possibility of getting West involved. West denied that it had any plans for producing computerized full text retrieval and indicated that it would not market fiche editions of more recent reporters, only those of early vintage, which were of far less utility to the practi- tioner. After all, West did not want to undercut its own market. George didn't buy that answer. He used his contacts, got himself invited to West's headquarters in St. Paul, and came back with a report that West already had virtually the entire core library on computer, and was simply biding 758 70 IOWA L4W REVIEW 751 (19851 its time before entering the market. Undaunted, we began to explore the possibility of an antitrust action. But the urgent requirements of opening a new law school nine months after receiving authorization required that we heed different priorities. George did not get to fully explore the poten- tial of computerized research until he came to Iowa. And then, when we saw him, he was aglow with excitement—another dream come true. For George, the priority at Antioch was buying books—increasing the volume count and gathering the basic collection required by the ABA for accreditation. So a hidden side of George came to the fore: George the Vegas gambler, George the bandit. His motto, as he explained it to us was beg, borrow, and steal—but not necessarily in that order. The magnificent campaign he launched to secure contributions from lawyers was not his major coup. His real masterstroke came when he figured out 1 a way to acquire the needed volumes and still leave his precious library budget intact. He asked us to stake him to ten thousand dollars for sixty days so that he could buy out a used book dealer who specialized in law books. We were aghast. We had enough to do to launch a law school. But within the week, sure enough, we owned a used bookstore. George then talked the District of Columbia government into letting him use the facilities of the old Martin Luther King Library, then vacant because the new library had just been built, to sort his newly acquired collection. Then, George proceeded to piece together the sets of reporters, treatises, periodicals and other treasures scattered randomly throughout that huge collection. Where a volume or two were missing, he found a way to get them. The result was that our library quickly acquired all the basic books necessary for accredition at a fraction of the cost. But that was not enough for George. He proceeded to sell all the duplicate sets he had assembled to other law schools around the country—and by the end of those sixty days, he had recouped the whole ten thousand. There was one minor prob- lem, however; the word was out ail over the law school world that Antioch Law School was going out of business before it even opened its doors! After all, what other conclusion could one draw from the fact that its na- tionally respected librarian was selling off the library. We lived that one down; George was in his glory. There are dozens of George Strait stories to tell. But the last one I feel a duty to disclose is the contribution George made to Antioch's receiv- ing full approval from the ABA in 1975. It was the first, and so far as we know, the only school ever to receive full ABA approval before graduating its first class. My last We told out of school is George's role in the accreditation process. At the time George was no longer at Antioch— Harvard had graciously extended his leave of absence for a second year, but said no to a third year. We were deeply upset. If ever there was a ' time when we needed George, it was as wt moved toward final accredita- tion. The ABA's visit was scheduled for October of 1974. George stayed through that summer getting the library ready and training a superb acting ' librarian to manage the library while we conducted a search for a perma- ao39 I GEORGE ALFRED STRAIT 759 nent librarian. He did not tell us that his only concern was that the ABA might not find an acting librarian lacking extensive credentials acceptable. He just said: "Not to worry." He would be there. And sure enough, when the inspection team arrived. George was there, fully installed in his old wood -paneled once in the Meyer House, proudly leading everyone from room to room, and complaining petulantly to anyone who would listen that the elevator in the Meyer House had to be repaired even if Otis Elevator Company refused to do it. George somehow attributed the breakdown of the ancient elevator to us, his deans. The accreditation report came down months later. The report duly reprimanded the deans for failing to have the elevator fixed. Our academic dean summed up the portion dealing with the library characteristically: "Well, folks, I have some good news and some bad news, The bad news is that the elevator is broken in the Meyer House. The good news is that it doesn't matter because no one has noticed that we don't have a perma- nent librarian to ride up and down in it." George later remarked wryly: "Well, if they wanted someone who looked like a librarian and talked like a librarian, I thought you ought to send to central casting and get them what they wanted." I have already gone on too long—and still have failed to tell much: about George and racial issues at Antioch; about George dealing with the staff's personal and financial problems; about George and the Meyer House renovation. Perhaps it suffices to say that George was succeeded at Antioch by superb librarians, but he was never really replaced. He helped build not only the first clinical law school in this country, but the only law school in this country expressly conceived as a vehicle to bring justice to the poor and to provide a means, through law, of enfranchising the disenfranchised. Beneath George's veneer of respectability and con- tentment with tradition lay a passionate moral commitment, a burning desire to make the world different and better. And you didn't have to dig very far. It was right there all the time just below the surface. The tribute he received from us at a farewell patty, duly memorialized on parchment, sums it up as well and as inadequately as such statements can: He has left his imprint Not only On a Library he has built On a School he has shaped But On lives he has touched On minds he has shaped On a community he has enriched. The mold is cast. It is his. His home is here. It will wait while, like Cincinnatus, he returns to till Langdellian fields—for a time. ao3i 760 70 IOWA LAW REVIEW 751 (1985( His style—a formalism, worn as protective armor for his passion for justice for Equality for Excellence revealed only by Bashes of humor and an otherwise inexplicable dedication to detail. His modus operandi: to beg, borrow, barter, steal, purchase —and in that order. But he has done what no others have done before so brilliantly, or so quickly. He is without peer. His commitment to his people, to all peoples— a burning sense of injustice %0th the rare rapacity to create as well as to fight. His imprint is Here In Affection, in Gratitude, in Tribute His imprint remains with all of us who hold him dear. GEORGE ALFRED STR-llT 761 .Komi L. Cohen As librarians perform many and varied roles, so inevitably do they develop and display similarly varied strengths and personal specialties. Some are known primarily as collectors, building great holdings for the libraries they serve. Others are efficient administrators, distinguished for their managerial skills. A few are bibliographers of note, engaged in the scholarship of recording and describing the literature of their field. Still others concentrate on teaching and counseling their readers in the methods and materials of research. There are also some who are recognized for their talents in designing and creating library buildings and facilities. Most library directors, over their careers, are engaged to some degree in all of these functions, but each particularly enjoys and becomes known for only one or two. George A. Strait, who will be retiring this year from the faculty of The University of Iowa College of Law after a long and distinguished career in law librarianship at a number of law schools, has distinguished himself in all areas of his profession. His managerial effectiveness has been apparent in every post he has held. His bibliographic work on Dean Roscoe Pound was a permanent contribution to the study of that scholar. Teaching of research skills and service to readers were always a significant part of his librarianship. Professor Strait's major achievements, however, have been in the building of library collections and service programs. The Har- vard Law School Library and the Social Law Library of Boston, being among the oldest of American law libraries, were already so developed that no current librarian could significantly affect their holdings. George Strait did, however, have an active role in maintaining and strengthening those collections. Professor Strait's major building efforts were in developing from scratch library collections for the Northeastern and Antioch Law Schools, each within the amazingly brief period of two years. These achievements were preceded and followed by his work in designing new library facilities at Southern University Law School early in his career (1951.1953) and again at The University of Iowa College of Law near the end of his pro- fessional career in librarianship. The Iowa building is now in construc- tion with completion projected for January 1986. At Northeastern Law School, George Strait acquired at minimal cost a collection of sixty thousand volumes within twenty-five months, from 1967 to 1969. His herculean effort (which included the pioneering develop- ment of what was probably the first automated and computer -produced book catalog in a law library) enabled Northeastern to open and achieve accreditation with unprecedented speed. That feat was subsequently duplicated by Professor Strait, from 1972.1974, in the new, experimental ' Librarian and Professor of Lw, Yale University. x039 i 762 70 lOWALIWREVIEW 751 (1985 - law school created by Antioch College in Washington, D.C. Again, not only was a working collection assembled from the beginning, but physical j facilities for the library were designed and set up, stall hired and trained, and library procedures established. The Antioch project also involved an i unusual, innovative feature in collection development. In order to meet i the schools special curriculum, Professor Strait developed a new collection of clinical legal materials. In all of these important professional accomplishments, George Strait was always the pragmatist, successfully achieving what theory had indicated , was impossible. Never one to be constrained by the book, he used his ' j unique personal experience and contacts to do what others would need more time, more money, and more staff to do perhaps not as well. And wherever the frontiers of professional activity were stretching—to com- puterization, microforrlss, and networking—George Strait has always been in the front lines. At the same which he lived. His lilife was not library -bound, but, George Strait served the greached beyond to the hard issues of civic concern and human justice. In. Natick, ` Massachusetts, he served as Town Meeting member Selectman, member of the Finance Committee, and member of Fair Housing, forerunner to the. Massachusetts Commission Against Discrimination. In Iowa he con- tinued to pay his community dues, serving on the Iowa City Council, Iowa State Arts Council, Iowa Historical Records Advisory Board, and Iowa Commission on Aging. Within the law library profession, needless to say, he has contributed to the leadership of several national and regional organizations and chaired many important committees. Gabriel Naude, the great seventeenth century library builder, advised in establishing a library: "The men most to be believed in any matter are those who have given in themselves the ultimate example of it.", Clear- ly, the professional life and work of George A. Strait, Sr., have made him one of that number. 1. 0. NAUUL, AD"cE off FJTAOInHIHC A Lusnar 11 (19501. i i x039 1 762 70 lOWALIWREVIEW 751 (1985 - law school created by Antioch College in Washington, D.C. Again, not only was a working collection assembled from the beginning, but physical j facilities for the library were designed and set up, stall hired and trained, and library procedures established. The Antioch project also involved an i unusual, innovative feature in collection development. In order to meet i the schools special curriculum, Professor Strait developed a new collection of clinical legal materials. In all of these important professional accomplishments, George Strait was always the pragmatist, successfully achieving what theory had indicated , was impossible. Never one to be constrained by the book, he used his ' j unique personal experience and contacts to do what others would need more time, more money, and more staff to do perhaps not as well. And wherever the frontiers of professional activity were stretching—to com- puterization, microforrlss, and networking—George Strait has always been in the front lines. At the same which he lived. His lilife was not library -bound, but, George Strait served the greached beyond to the hard issues of civic concern and human justice. In. Natick, ` Massachusetts, he served as Town Meeting member Selectman, member of the Finance Committee, and member of Fair Housing, forerunner to the. Massachusetts Commission Against Discrimination. In Iowa he con- tinued to pay his community dues, serving on the Iowa City Council, Iowa State Arts Council, Iowa Historical Records Advisory Board, and Iowa Commission on Aging. Within the law library profession, needless to say, he has contributed to the leadership of several national and regional organizations and chaired many important committees. Gabriel Naude, the great seventeenth century library builder, advised in establishing a library: "The men most to be believed in any matter are those who have given in themselves the ultimate example of it.", Clear- ly, the professional life and work of George A. Strait, Sr., have made him one of that number. 1. 0. NAUUL, AD"cE off FJTAOInHIHC A Lusnar 11 (19501. i i x039 1 GEORGE ALFRED STRAIT 763 Erwin N. Griswold' I first met George Strait in 1958, when he came to the Harvard Law School as Assistant Librarian. I'did not bring him there. He was discovered by Earl C. Borgeson, who was then the Liberian of the Harvard Law School Library. Earl had found him at the Worcester County Law 4brLa where George had been the Law Librarian for several years. He had previously been employed at the Social Law Library inaw in Baton Rouge Boston, from 1946 to 1949, and at the Southern University School of L, from 1951 to 1953. Thus, George had had twelve years of library experience when he came to Harvard. He has broadened that experience, and has continuously utilized it to make important contributions since that time. George Strait was born in Rhode Island in 1914. He received his undergraduate education at Howard University in Washington, and at Suffolk University in Boston. He then served in th !I, starting as a Private Army in World War e, and leaving the service as a Captain. On his release from military service, he entered the Suffolk University School Of Law in Boston, where he received the LL. B, degree (now converted to J.D.) in 1949. He did further graduate work in Library Science at Loui. siana State University in 1952. When I first knew George Strait, I found him to be quiet and unob•- trusive, but' very effective. The Harvard Law School Library is a very complex institution, serving a great many students, a large number of demanding faculty members, and the legal profession generally—all with a devoted but hard pressed stafr. After George came, I noticed many small changes in the operation of the library. These were often small things, but they all added up to better functioning and improved service. George Strait quickly became familiar with the library in all its details. He was always readily available to students. If a professor had a research project, George frequently made suggestions about relevant material, particularly new items which might not have come to the professor's attention. I soon I earned that George was just as good as Assistant Librarian Philip A. Putnam in finding lost books, and that is saying a good deal. In a library of well over a million volumes, it is easy for a book to be misplaced, and Philip and George were both experts in finding them. .Although I did not know it at the time, when George Strait came to the Harvard Law School Library, he was well on his way to a long and distinguished career in law librarianship. After nine years at Har• vard, he was invited to become the Law Librarian, and an Associate Pro• fessor, at Northeastern University School of Law in Boston. This school was then being reestablished, after a period of inactivity, and George's task was to rebuild the law library, which he did with extraordinary energy and effectiveness. Within a period of twenty-five months, sixty thousand Panner, Jones. Day, Reavis & Pogue; Dean Emeritus and Langdell Professor Emeritus, Harvard Univenig•. •4039 764 70 10lsi4 L4W REV1EIV 751 119851 volumes were acquired for the Northeastern Library, with expenditures totaling $125,000. No one but George Strait could have acquired so many law books at an average cost of two dollars per volume. After two years at Northeastem, he came back to Harvard as Associate Librarian, a post which he held for three years. During one of those years he was the Acting Librarian. Then, in 1972, he was asked to come to Washington to build the law library of the newly established Antioch School of Law. In this task, he held the tide of Law Librarian and Professor of Law. Here again, his vast knowledge of law books, of sources of law books, of library practices, and his ability to deal effectively with law-related people, came into full play. After two years at Antioch, George Strait returned to Harvard for two more veara as Associate Librarian. He then was invited to come to The University of Iowa College of Law, where he has served since 1976 as Director of the Law Library and Professor of Law. Though I have not been privileged to see the law library in Iowa City in recent years, I know that it has been well administered, and well built-up. Among other things, George has been working with the architects for the new College of Law building, which includes a new law library. Under his guidance, the library will include a modern, fully integrated catalogue system, with the latest state-of-the-art hardware and software. Along the way, even after I had left the Harvard Law School, I had further rewarding contacts with George Strait. After I entered private law . practice in 1973, 1 was concerned about library facilities in the office. I knew that George had come to the Antioch School of Law in Washington, so I received authorization to retain him as a consultant for our firm's law library. Again, he showed his great energy and remarkable skill. Within a few months, the firm law library was greatly improved, and at a sur- prisingly low cost. Again, several years later, when the firm .moved to new quarters, George gave valuable advice about the amount of space needed, the arrangement of space for bookshelves and workrooms, and about improving the collection. The firm's library now is an excellent work- ing library, and it owes much to George Strait's experience and skillful guidance. He has also performed highly useful consulting services for other law schtmis and private law firms. In addition to being a remarkable law librarian, George Strait has been an active and useful citizen in his communities. I have already men- tioned his military service. While he was in New England, he was an elected Town Merting member in his home town of Natick, and he served two terms as a Selectman of Natick. During that period, he was President of the Law Librarians of New Englaqd. While at Harvard, he prepared a bibliography of the writings of Roscoe Pound, which was printed and presented to Dean Pound on his ninetieth birthday in 1960—on which occasion, I may say, Dean Pound addressed the students of the Law School. for fifty minutes, precisely! o2o39 GEORGE ALFRED STRAIT 765 I After moving to Iowa, George Strait was elected to the Iowa City Council for a four-year term. In 1978 he received the Legal Scholarship Plaque from Northeastern University School of Law for his "essential con- tribution towards furthering legal scholarship." In 1980 he was elected one of the seventy-five outstanding graduates of the Suffolk University Law School. George Strait has had a remarkable career, during which he has con- ferred great benefits on many people. The heart of any law school is its library, and no one knows a law school library as a working organism better than George Strait. It is a pleasure to participate in this tribute to him at the time of his retirement as Director of the Law Library at The University of Iowa College of Law. Though he may retire, I am sure that his contributions will not cease. He is greatly and rightly admired by his many friends. �f t- 766 70 IOWA LAW REVIEW 751 119851 av, Walrnm Hint As chair of the Library Director Search Committee in 1975, 1 vividly remember telephoning George Strait at Harvard to probe his possible in- terest in our library director position. Georgy was flattered by the inquiry, but quite skeptical about our sincerity. He asked me bluntly, "Are you genuinely interested in asixty-one-year-old black man who has never lived anywhere west of the Atlantic Seaboard?" After he was assured that we were indeed serious and that he would find Iowa not all that different from New England (permissible puffing, I thought, they are both in the con- tinental United States), George agreed that he and Bonnie would come see for themselves. George's acceptance of the library directorship was a coup then, and he has been making me look good as Dean ever since we both took office on July 1, 1976. It is not hard to understand why George succumbed to the tempta- tion to leave his native Boston and culminate his splendid professional career hen in what must have seemed to him at the time a most remote outpost of academe. He found at Iowa a fine library with a strong tradi- tion, uniquely positioned to benefit from a mater's touch. He found a faculty whose style of teaching and research caused them to demonstrate a commitment to library quality far beyond the norm in legal education. He discovered that the people of Iowa were cut from -the same sturdy cloth as his New England neighbors—hardworkers with a good-natured respect for the differences that make us individuals. Perhaps most important, he found in President Willard Boyd and. Vice President Mae Brodbeck a University administration that enthusiastically shared his vision of creating at Iowa a truly great law library. In his nine years at Iowa, George has transformed his vision into concrete reality (no pun intended). The Iowa Law School Library has joined the front ranks of national law libraries in reputation and in fact. The law library immediatdy benefited from George's acknowledged leader- ship in the world of library professionals, and Iowa quickly became known in library circles as a place where good things were happening. This reputa- tion has now been reinforced by hard data. In the most recendy published statistics on law libraries, Iowa ranked twelfth in the nation in total col- lection size, tenth in the number of titles in the collection, and tenth in the ratio of books to students. Rate-of-growth figures are even more im- pressive. Iowa ranked eighth in the acquisition of continuations and fourth in new book titles added. But it is in the area of staff improvement that the law library has recorded its most impressive gains under George's firm hand. The size of the service staff has tripled over the past ten years as one by one out- standing professional librarians and pan-professionals have been brought aboard. The staff of twenty-three full-time workers tends a large and Dean. Univeniry of lowa College of Law, �J i GEORGE ALFRED STRAIT 767 geographically dispersed collection with consummate professional skill that is a tribute to the care with which they were selected and trained by the Director. One of the most heartening impressions to come out of our recent search for George's successor is the uniform praise accorded the quality of the resident library staff. Repeatedly we were advised by candidates that any new director would be delighted to inherit such a talented and experienced group of key professionals. In fact, it was largely these recog- nized strengths of the library staff that emboldened the faculty to adopt our present unconventional scheme for dividing library management responsibility between a faculty dean and a head librarian. It can be said, not completely in jest, that George has done his job so well that we cannot replace him With a single administrator. The Strait style of administration was as effective as it was unique. To outsiders he might appear a stem, almost aloof individualist, yet to those inside the faculty he is known as a consummate team player. In the library he was an inspiratiodal leader who created a strong esprit ds corps and inspired great loyalty among his staff. The most fascinating aspect of the Strait style was George's tech- nique for getting increased resources. His customary way of presenting a budget request was to introduce it as a naked, nonnegotiable demand for which the only justification offered was that, in his considered profes. sional judgment, it was "essential." The combination of his deep reverberating voice, his down east gruffness, and his initial posture of treating every question about the content of his proposal as a direct attack upon hi+ professional expertise, made him a formidable adversary wes the abargaining table. On occasions during his career at Iowa, George exploited this bully technique to walk away from university budget ses- sions with more commitments than I thought possible. For those brave or cunning enough to call his bluff, however, the person who emerged from behind this blustery facade turned out to be a sharp, sensitive, and pragmatic man who fully understood that accommodation is the grease that lubricates the bureaucratic machinery of a university. Mae Brodbeck used to so enjoy George's special style of negotiating that I believe she actually scheduled extra time for our annual budget sessions to afford George maximum opportunity to do his thing and still finish the business that had to be transacted. Whether one was intimidated, annoyed, or charmed by George's style, 1 have no doubt that his championing of the law library garnered more resources for its operation than anyone else could have produced under the circumstances, and we are all greatly in his debt. Besides his professional skills, George brought, to the university com- munity a lifetime of active involvement in civic affairs and in civil liber. ties concerns. In his new environment Beorge soon made his mark as a leader in statewide efforts to improve local libraries, and through work as a member of the Iowa Arts Council and more recently the Iowa Coun- cil of Aging. Inside the university he served in highly visible posts on the 768 70 IOWA LAW REVIEW 751 11985 Univenitv Board in Control of Athletics and the Human Rights Com. mittee. His love for local politics led him to mount a successful campaign for a seat on the Iowa City Council, which he presently holds. George's force as a champion of improved educational opportunities for minority students found a receptive forum in the Iowa Law College. Over the years he has been the school's most vigorous and effective recruiter of talented minority candidates. For minority students in the school, he has served alternatively as a role model, a supportive friend, and a demand- ing taskmaster as his intuition told him best served the individual needs of students. It is no accident that Iowa now ranks as a leader among the nation's public law schools in the proportion of minority persons on the faculty and in the student body. George's mon luting contribution to Iowa is yet to be fully rea. lized. He has spent much of the past five years meticulously planning the new library facility in which denizens of the law school will live and work well into the twenty-first century. From the outset of this effort, George has held out at every turn for the space and design elements commen. surate with creating a world-class law library in Iowa. One need only recite the library specifications for the new law building to see that George's perseverance in the cause of excellence has paid off. Fully sixty -rive per- cent of the total space in the new building is devoted to library use. The library will eventually house one million volumes; ample seating will be provided in the library for every student and faculty member in the school, most of it in private carrels; all management systems,, including the catalogue, will be fully computerized; comfortable staff offices and research areas will be outfitted with state of the art equipment and designed to readily accept future technological changes; a beautiful and functional special collections room will house our valuable rare books; and all user areas are open, cheerful, and bathed in natural light, even in the lowest reaches of the building. Future generations of law students and teachers will have frequent occasion to praise George Strait for what he has done for the Iowa Law Library. I hope as they enjoy the comforts and conveniences of the new physical facility, admire the efficiency of the staff, marvel at the breadth and depth of the collection, and appreciate the richness and diversity of the law school community, that they will take a moment to saunter over to George's portrait and reflect on the extraordinary contribution made by this crusty Bostonian during his nine-year adventure on the Iowa frontier. ao3/ i City of Iowa City MEMORANDUM Date: November 6, 1985 To: City Council From: Congregate Housing Study Committee Re: Recommendation for Use of Congregate Housing Development Funds The Congregate Housing Study Committee recommends that all but $45,000 of the remaining $390,000 budgeted for Congregate Housing Development be reverted and included as part of the 1986 CDBG program budget. Comments As an alternative to a congregate housing project, the Committee feels the most appropriate use of some of the funds budgeted for Congregate Housing Development would be to assist those older persons who wish to remain in their present living arrangements as long as possible. The Committee requests that $45,000 of the CDBG funds previously budgeted for Congregate Housing Development be used to develop a case management program for older residents. A detailed summary of the program was forwarded to the City Council with the Committee on Community Needs (CCN) recommendations for the 1986 Community Development Block Grant (CDBG) funding year. If this request is approved by the City Council, a committee comprised of representatives from service agencies and City staff will develop a program outlining administrative procedures and staffing requirements for Council review. An assessment of the program will be forwarded to the Council prior to the program's implementation. If the program development is positive, the Congregate Housing Study Committee would recommend allocating additional funds for the case management program at that time. bj2/14 ao 5/0 i City of Iowa City MEMORANDUM Date: November 1, 1985 To: Charles Schmadeke, Director of Public Works From: James Brachtel, Traffic Engineer Re: Council Referral Benton Street/Capitol Street The City Council requested the intersection of Benton Street and Capitol Street be checked to determine if temporary traffic control would be required duringthe closure of the Burlington Street bridge. The temporary traffic control would allow traffic from Capitol Street to enter Benton Street. This intersection has been observed during various times in the month of October. No difficulties have been observed during off-peak times. During peak times congestion appears to have increased. The afternoon peak time is particularly difficult. Many vehicles on Capitol Street attempt to right turn onto Benton Street to go westbound over the Benton Street bridge. The difficulty for turning traffic on Capitol Streeet is the long line of traffic extending from the intersection of Benton Street and Riverside Drive. Traffic attempting to turn has difficulty making the right turn because at times there is. insufficient storbge on the Benton Street bridge. Additional traffic control at Benton Street/Capitol Street would not increase vehicular storage on the bridge. Addition traffic control would add delay to the intersection during off-peak times. In summary, I would recommend that no additional traffic control be added to the intersection of Benton Street and Capitol Street during the reconstruc- tion of the Burlington Street bridge. Should you have additional questions or comments, please don't hesitate to contact me. bj5/16 i City of Iowa City MEMORANDUM = Date: November 5, 1985 To: Neal Berlin, City Manager and City Council From: Chuck Schmadeke, Director of Public Works Re: Mesquakie Park Mesquakie Park's location on top of the City's old dump presents a number of factors that should be taken into account when considering this area for a developed park. This 46 -acre site was used as the City's dump until 1972 when the present landfill was opened. This area is classified as a dump and not as a landfill because its contents were not compacted and covered in the same manner as today's landfills. The following are factors which the Public Works Department believes should be considered when planning the future of this site: I. Approximately 40% of the MRsquakie Park area has less than one foot of cover over the refuse, and most of the remaining 60% has less than two feet of cover (see attached photos and map). The cover material consists primarily of highly permeable soils. Some areas of the park have debris such as metal and glass that have worked to the surface via frost action. The sharp edges of the exposed metal and glass present a potentially hazardous condition for park users. 2. Flat topography and ground subsidence caused by the decomposition of uncom- pacted organic wastes contribute to form very poor drainage (see attached photo). Since the dump's cover material is highly permeable, surface water is part of the same body of water that saturates the contents of the dump. Any water soluble contents of the dump will appear in the surface water. 3. Some areas of the park contain natural vents and rodent holes which allow odorous gasses to escape from the decaying contents of the dump (see attached photos). It is likely that this gas is partially composed of methane, a common by-product of decomposing materials. Methane is flammable and poten- tially explosive if trapped in a confined area, such as the voids left by decomposed refuse. These holes present a potentially dangerous condition for park users. To obtain three feet of cover for the old dump to provide an earthen seal and proper drainage, approximately 222,500 cubic yards of fill material would have to be delivered to the site at an estimated cost of $1,113,000. Even after this major expenditure, because of the relative youth of the dump, settlement and pocketing of water will continue to be a maintenance problem. Public Works is of the opinion that it is not feasible to develop this landfill as a park in the foreseeable future (10 to 15 years) because of the rate of decompo- sition of the waste material, problems associated with the continual settlement, methane production, inadequate cover material and flat topography. Public Works does recommend allowing contractors, builders, and individuals to dump "clean" dirt which is free of concrete, asphalt, wood and other debris at the site to reduce the future cost of providing an earthen seal and proper drainage. bj4/6 01 �7-. ITBI 1 ,5 ��. iSroa G^l bHSG :.rv✓G !1101 0 ,t,edUGE FUui�`L.) .Q'f (0"- ITII4 3 G/45 VF'iS GAs �x rrn�G 'TTleu �Lil1.,P1,1_ a,-) 4, �Z SOUTHEAST IOWA MUNICIPAL. RECEIVEDNOV 71985 SOUTHEAST IOWA MUNICIPAL LEAGUE P.O. Box BSO Fairfield, IA 57556 MEMO •PEu1DENT• TO: ALL MEMBERS OF THE SOUTHEAST IOWA MUNICIPAL LEAGUE ROBERT L. RAswuuEN FROM: Bob Rasmussen, President MAYOR OF FAIRFIELD RE: November Meeting • VICF PR[FIDENT C.A. WILuAms, JR. With municipal elections now over a meeting of the Southeast Iowa MAYOR OF NEW LONDON 1 • DmEcron- Municipal League has been scheduled for next Wednesday, November 13, MICHAELKAFT rz: 1985 at the Holiday Motel in Burlington. Mayor Hogberg and members of MAYOR OF CORALVILLE the Burlington City Council will be our hosts for the dinner meeting. GERALD PO A social hour will be held at 6:00 P.M. with dinner to follow at 7:00 P.M. COUNCILMAN, MUSCATINE PHILRR Some of the topics to be discussed at the business meeting will in- COVNCILMAN,N,GRINNELL P g SHELLY CRAWTORD elude d discussion of legisltative issues by representatives of the COUNCILWOMAN, LONETIUE League of Iowa Municipalities; the impact of proposed federal tax • INMEDIAT[ PART PRFRIDENT• legislation on the tax exempt status of municipal bonds; and selection MAc LAW of a nominating committee which will develop a list of candidates for "MR oR S[CRRAIT•TaILARRRA[Ul[R officer positions of the Southeast Iowa Municipal League for 1986 term. • • - JOHN F. BROWN , FAIVIMDFIMAMROFFICFR Reservations should be made with the Burlington City Hall. Please j encourage any newly elected officials to attend this meeting in order to meet their counterparts in southeast Iowa. Also, please set aside Wednesday, Deeember 4, 1985 for a special Mayor/Council orientation to be held from 3:00-8:00 P.M. in Fairfield in conjunction with the annual meeting of the Southeast Iowa Municipal League. Bob Harpster, Executive Director of the League of Iowa Municipalities and Tim Shields, Institute of Public Affairs will conduct the meeting. More information on this even will be sent later in November. Notify the Burlington City Hall by either completing this t form or by a telephone call. will have present at the (City or Town) (Number) Southeast Iowa Municipal League meeting on November 13, 1985. Mail to: City Clerk City Hall Burlington, IA 52601 (319) 753-8124 Robert L. Rasmussen President a -M IZ 9 Me'"' ut-A kiiaiffith the Lowest eftlotheni Rates ' Au 1985 15% 2) 2 6 3VL"E,Wzi, 7 - 17 4) Fftfield, Maw_-, '4 -,' .:: - 3.0. 3.0 5) _Gainesville, Fla.::' 31 32 6) Lewiston-Aubura,'Maine 3.3 3.3 stimf04 Come-': 3.4 Nddlesex-Somerkt. - 3.4 Monmquth.-oceanNJ. 3.4 Poughkeepsie, N..Y.:— 3.4 Skills Falls, S.D. 3.4 MetropoUtan Areas With the Highest Unemployment Rates 1) McAllen -Edinburg-. 20.5% Wuskmk Teses 2)``lAeCharles, LL- .13.7 3) Lakeland -Winter Haven, Fla. 13.6 4) Beaumont -Port Arthur, Tom 13.5 5) Beaver County, Pa. 13.3 Laredo. Texan 13.3 Whaling, W.V. 13.3 6) Brownsville-Hadingen, Texas' 13.0 7) Modesto, CaUE 12.7 8) Youngstown -Warren, Ohio 12.6 9) Witerfoo-Cedar P aQids. Iowa 12.3 10) Huntington -Ashland, W.V. 11.6 Sa cr. Bw= of Labor Swdv= 07 0 � 9z Cities Place New -Fees on Developers By WILLIAM E. SCIOAIDT are" Y n M ria new LANTA, Oct m — Pmche cutbacks in state and Feder toed as a result Cities' and counties' growing m& ante on exacted fees to offset the ef. fav of development is expected to Rdefne the way that many loci gov ernments mise mlili=of collars to res build or expand public facilities, ere cording to speciaWb in low land Is In contrast :•nth the put, when devel. open were required to make public ion. prdvements only on their rims ll ra these exactions an: to help ublic services, Such a new ro N, schools or expanded police and fire departments, that all requited to serve the new residents or worker drawn by the developments. Developers Call It'glaclmW The = of these new fes, which were first imposed In the fast -grating, ares of Florida and California, huh AS tell local governments most prtsSure to expend - in New York, the city has Wowed developers since the 1960's to build additional floor Spec In return for developing small perks or plaits. Mom recently, the da has been expanded to over public impeuvements. The builder of a new office mmpls n: lower Manhattan is giving the city a: ftrehouse, and anomer on the Eau Side is motivating a subway station. W Boston and San Frndam, off!, clals haw gone even further, requiring that developer of downtown pmjwu: pm money into funds that will be used,' among other things, for construction of having. 'Burden on Local Resource' "For w ves n we have relied be the Federal Government to help Msncw Improvements in infrastructure, whether of was a new sacilum w sew. a elent," said Robert Gerber, chid of the Depmrment of Plannng and Community Develapment of FWmo County, which htcodes Atlanta. "With cutbacks in Federal aid and the antici- pated loss of revenue.ebarng monry, the herders L almat d,swy s but n'tAtamb thaw Ueda at 2nwithout kip hen the private eactov.^ ... -. In several Lou—, developers haw tskenbal governments toman. some d them stmesshWy •rgttktC that the fes err easements compute a form Of illegal tasation. Bur ahera have rRwwtog mat K will cost them Lm In the long rim than a Wog and possibly 'unsuccessful miart challenge. "I think mort builders all resigned to the facts of We and mall— them all Coin¢ to be thew kinds of fees beauty the Federal funding jowl Isn't them to pay the bills anymore," W d Gm Baa. man, a lawyerwim mertatiaW ASSoci. ation of Homebudden W WashtaCtm But the question is, what mastltns ■ Law fr_7" W the ed. said Mr. Bauman, e»� units result W higher towing or rental cats, as the builder Ultimately passes mem on to bomebuyers or commercial for such aS- to landsOak so= Isnmw dewy mMb dos WIN a local p ment. In other ass, cities pass ordl. ttards that require bauWg developers; to pay an fee of !tile to 50,000 a home Into funds earmarked for the cosmta then or aspontien of roads. schools or serwlert. Similarly, mmmerdal devel. Siloam: fact of new office cormis ctiDO. Local cmmunitis have turned to Ne Special fes am only u a rsult at cutbacks W Federal programs but alts because of their own residents' Rluo- taros to absorb higher taxa, a mmd reflected in such measures as one passed in QWfotnla that puts strict limits cep real data taxation ed Growth It Discouraged In addition, some communities Caw also adopted the special payments as a mel to discourage or sharply BWt growth, said Mr. Bauman.. According to the Nations] Home Henden Association, nearly 58 penult Of the communities that reporWed to a Survey culler this year said they were now, imposing Some sort of payment for off-site faculties an private develoccn. 7be number of communities imposing Such fes, Sometimes referred to as Us. pact fees, has mom than doubled in the put flve yeah• the survey indicated. Wt year. for example, the FWtm County CovmLuionen required that ■ group of private developers, u pert of a cewonmg agreement, put up H mtlllon to rebaW hrWN, wids toads and recmaruct a tmwway Interd a w in tha ampere pao= totmry to boo- dle the trtmra+ed trMe tiro is as petted m MSWt f= the moartmtion d a Cqo million office pari In neighboring DeKalb Canty, the builders of a commercial development agreed to purchase for the county a FWA00 aerial fire trunk to reach the Mw stories of the high-rise office towers they are building. Another d,evelespa Is o of 7.004quarie4ost Police precinct haadgaartm for the county act= the meet ham bis project And In that villane of Plermaos. N.Y., if a demloper goes ahead wird i for a SU4urdl condomin an on ite of a closed paper f a Llai includes a new momio�pW Ing lei and a new library building. Ideon, officials all sating for not a hook4usi-ladder fir truck to i the top noon of the owdo- um but also a stew firebaue In Mr. Haumin said the most far -reads. ng and casrowe" Imrsmm of est. acting miscary, fee the pubk from pri. vate developers owarted in Sae Fro- dew sed Bohm. whoa city d ftdsb have demsodd that Sped Ee fes sS- stated m do am commercial coo- stnatton be put Imo a Special trust Kid a lawsuit challeng- lon of Such fen was nal mar[ In San Zeno - of Law Said emictios step in a trail that of goveromtnna per. pen that they were e cost of Installing pub. sidewalks in saw sub - Atter world war tI the notion wati es- paled to include the donation of led for public srhmls and public Pub. •'Now, with traditional Sources of M public antle[ ter• such projecu drying up, cities all amtd.ngly tuts [rated,' said Mr. Bibeak, who Wt speingorgaW=ed a Symposium Onexaa eau. "Them Is a fe•.Lmg that if devei- fall u result esulto lfhug recir . Vice ttL governments went to Shue In %" Phil Bury, a Senior vice president with Portman.Barry lnveuments. which u developing the mrnp,ea north df Ntutta, said develop ;,I were gang along with maim =Ely. "We would preternol to cid ft," he said. "But we don't have anv choice. We need the improvements to the mads and the 10- frastucture to make our project wart" ad VS Informal Council Discussion/ Boards and Commissions November 1, 1985 Informal Council Discussion: November 7, 1985 at 3:40 P.M. in Room A at —the c rary. yor John McDonald presiding. Council Present: McDonald, Zuber, Baker, Ambrisco, Strait, Dickson. Absent: Erdahl. Staff Present: Helling, Karr, Timmins. Tape Recorded: Reel 85-C81, Side 1, All; Side 2, Al I; Reel 85-C82, Side 1, 1-62. McDonald welcomed the City Boards and Commissions' representatives and stated this meeting would give boards and commissions the opportunity to inform the City Council of past accomplishments and plans for the upcoming year. Chairpersons or representatives of the boards and commissions presented information as follows: Airport Commission - Robert Sokol Accomplishments: Completion of engineering for runway extension 624, increased runway length, improved runway lighting. Installed public aircraft washer, develop standards for fueling operations, held the fourth annual breakfast, developed plans for the additional ramp space, corporate hangar and equipment storage facility. FY86 Projections: Completion of corporate hangar and equipment storage facility, completion commuter airlines feasibility study, regain airport compliance, complete land appraisals and negotiate for land purchases, bid out contracts for construction of runway extension, revise and update master plan, maintain and update existing buildings, hold the fifth annual airport breakfast, obtain undeveloped land in the runway and clear zones, establish an airport industrial park, coordinate efforts with First Capi- tol Development. Sokol stated that long range goals include making the airport more self-sufficient. Strait reminded the Airport Commission to stay in con- tact with the FAA regarding development of airport land. In response to Ambrisco, Sokol said the Airport Commission is studying the fee study and is opposed to the parking fee recommendation. Ambrisco inquired about the auto dealership. Courtney stated that the auto dealership proposal died at the Planning & Zoning Commission level. Strait inquired about the corporate hangar. Sokol said the corporate hangar facility is being funded by a bond issue and rent will pay off that bond issue. Strait inquired about the potential for commercial commuter airlines. Sokol stated that a study has proved that there is a potential for a lot of enplanements. Dickson stated that people in the neighborhoods near the airport are concerned about additional noise from commuter airlines. S �0 I r -2- Airport Zoning Commission - Dick Blum Accomplishments: Johnson County/Iowa City Airport Zoning Ordinance. Blum explained that the Airport Zoning Commission has the unique charac- teristic of having a dual authority with the City and County membership. The Commission watches development of the City towards the southwest. Blum stated that the airport master plan has a noise plan and that any formal activity such as the airport commuter airlines would have to meet the master plan requirements. Blum reported that the Airport Zoning Commis- sion looks at zoning that the City adopts as it concerns the airport. Zuber inquired about user fees. Blum stated that 100% of the federal monies is user fee money from a user's trust fund and that almost $20 billion is available. Zuber asked what impact will the Cedar Rapids airport expansion on the Iowa City Airport. Blum stated that expansion of the Cedar Rapids airport may make the Iowa City Airport fall into another category and have a potential impact on the community. Dickson asked what types of other fees could be raised by the Iowa City Airport. Sokol said that if the parking fee proposal was implemented, Iowa City would be the only general aviation airport in Iowa with parking fees. i j Board of Adjustment - Scott Barker Accomplishments: 8 variances, 1 approved; 25 special exceptions, 23 approved; and remained responsive to citizens. Barker explained that the Board of Adjustment appreciated staff support and the use of special exception procedure has made it possible to be more responsive. f Board of Electrical Examiners and Appeals - Bill Reddick Reddick explained that the Board of Electrical Examiners is continuing testing for master electricians or journeyman electricians and listens to reciprocity cases from Cedar Rapids. The Board is proposing to redesign tests and special examinations for citizens. i Board of Library Trustees - Riley Grimes I. Accomplishments: Increased service demands, service indicators up, in- creased fines, elimination of fine grace period, discussed user fees. Grimes stated that the library has a policy.to maintain free access for all components of the library services and that trustees are studying means of generating additional revenues. Board of Appeals - Bob Carlson Accomplishments: Met one time during FY85 and heard two appeals. FY86: Adopt 1985 version of new codes, adopt amendments as necessary and hear more appeals as necessary. S �/d -3 - Board of Review - Greg.Downes Downes explained the Board of Review heard appeals of tax assessments and granted $3,800,000 in reductions. The tax assessment reductions were granted to Heinz Corporation - $400,000, Lakeside Apartments - $600,000, and Old Capitol Mall - $1,000,000. Downes stated the Board of Appeals granted a total of $398,500 in residential reductions and $3,410,000 in commercial reductions. Strait inquired about the lowering of assessments for Old Capitol Mall. Downes stated that the Board of Appeals reviewed income statements, compared data and felt reductions were warranted due to the value of the property and amount of vacancies. Downes explained that the Sycamore Mall also appealed but their appeal was declined. In re- sponse to McDonald, Downes stated that several court cases are pending. Broadband Telecommunications Commission - Bill Terry Terry stated that the Broadband Telecommunications Commission has a new member, Susan McGuire, and is assisted by Drew Shaffer, John Hess, Dale Helling, David Brown and University of Iowa communications interns. The Broadband Teleconnnications Commission holds an annual review forum to receive input from citizens. Terry stated that it is the Broadband Tele- communications Conmission's responsibility to hold a triannual review and forward recommendations to the City Council. Terry stated that better communication has been established with the home company, Heritage. FY86: Resolve 5% issue, set up nonprofit organization. Long Range Goals: Establish a utility cable system within city depart- ments. Ambrisco inquired about telecasting School Board and Board of Supervisors meetings. Terry stated the School Board does not want meetings telecast, and all schools in Iowa City are cable wired. Strait noted that the TY reception for City Council meetings has improved. Terry stated that Heritage Cable Company did install new lights at the Civic Center. Civil Service Commission - Bruce Walker Accomplishments: Involved with certification process of firefighters entry level position, involved in testing and assessment centers for police sergeant and captain, following fire chief selection process. FY86: Review and adopt hearing procedures and rules, finish promotional list for fire and police positions, involvement at entry level certifica- tion of police. Committee on Community Needs - Micky Lauria Accomplishments: Advise Council on the needs of the community, prioritize community development programs, receive and prioritize proposals and budget recommendations for the CDBG funding. FY86 plans: Continue the CDBG fund process, monitor all projects, develop a project final evaluation, work with the economic development fund re- volving loan proposal. `16 i -4- Design Review Committee - Nancy Seiberling Accomplishments: Review design plans for IRB request, review the redesign of Blackhawk Minipark, consider proposals for placement of transformers in the central business district, met with consultants from Zuchelli, Hunter & Associates to discuss design goals and concepts for urban renewal parcel 64-1a, recommended planting material replacements on East Washington Street, recommended that no barriers be erected around or other changes to City Plaza Fountain, selected method and color for resurfacing exposed pipes in the City Plaza Fountain, recommended that an integrated design concept be developed for landscape architect for Clinton Street improve- ments, recommended Dubuque Street ramp expansion plan include landscaping include Linn and Burlington Streets, trees and landscape planted along Burlington Street, continue representation on the Urban Environment Ad Hoc Committee. FY86: Prepare a booklet to illustrate good sign design concepts, assist in developing a policy and plan for review and placement of landscaping materials in the City Plaza area, provide input on the City Plaza Ordi- nance; continue to assist with the development of design of Blackhawk Minipark, consider future role and functions of the community and enhanc- ing the visual environment of the community. Ambrisco stated that the pedestrian benches located on the west side of Clinton Street parallel to Old Capitol Center are too close to the curb. Seiberling said that the Commission can research the location of those benches. Seiberling noted appreciation for the help to the Commission by City i staff. Historic Preservation Commission - Margaret Nowysz Accomplishments: Historic Preservation Ordinance changes, establishment of resource center, prepared a public relations network, investigated future funding sources for historic preservation activities, working toward certified local government designation, reviewed the proposed Sign Ordinance, met with residents of the North Side Neighborhood, began coop- erative efforts with the local chapter of American Institute of Archi- tects, reviewed the proposed Iowa -Illinois Gas & Electric Company franchise, obtained local certified government grant to research the ellyibility of Goosetown Neighborhood for the National Register of His- toric Places, began plans for the 1985 Awards Program, made aware of an Architects Warehouse in Davenport, created public awareness events includ- ing the 1984 preservation awards program, organized four-week library exhibit, presented the Preservation Week award to Irving Weber, organized a series of private building and home preservation workshops in coopera- tion with Kirkwood Community College, continued relations with Johnson County Historic Society, produced local preservation film, and worked and created a list of street names. Nowysz distributed the Historic Preservation Commission's November 5 memo regarding methods of implementing the proposed environmental preservation policies. -5 - Housing Commission - Fred Krause Accomplishments: Met ten times in regular session, acted on 372 applica- tions, heard 99 housing appeals, reviewed the Congregate Housing Survey. Krause explained that Iowa City has two of the finest public housing projects in the country, there are 448 units of Section 8 existing hous- ing, and all available certificates are out and eligible persons can anticipate a six month to one year wait before assistance will be avail- able. Krause stated that the profile for the average applicant is female, on ADC, with many children, and with an income of $320 per month. In response to Ambrisco, Krause explained that the Housing Commission would endorse the Congregate Housing Committee's recommendation for a senior citizens' services coordinator if there would be an agreement between agencies. Human Rights Commission - Anne Burnside Burnside stated the primary function is to receive complaints from citi- zens and the Commission is expanding educational activities within the community. Burnside stated the Commission conducted a housing audit which tested the rental community's compliance with the City'sprohibitions against housing discrimination. In response to Strait, Burnside said the Commission plans a followup audit and increase of educational activities. Ambrisco inquired about the lack of housing for children. Burnside stated that issue is a subject of Commission study currently. Parks and Recreation Commission - Craig Willis Willis stated the Parks and Recreation Commission's concern about filling the vacancies of the Parks and Recreation Director and Rec. Supr. posi- tions that were recently vacated by Al Cassady. Willis stated the Commis- sion is looking forward to working on the joint pool facility with the Iowa City School Board. Planning and Zoning Commission - Tom Scott Accomplishments: 21 regular meetings, 21 informal meetings, 2 special meetings, 1 joint meeting with the Iowa City Council, 1 one-half day conference, representation on the Riverfront Commission, Historic Preser- vation, Airport Zoning Commission, Urban Environment Ad Hoc Committee, Neighborhood Open Space Advisory Committee, and Environmental Concerns Committee of the Chamber of Commerce. FY86: Work on Urban Environment Ad Hoc Committee recommendations, revise OPD zone and subdivision regulations. Riverfront Commission - Craig Willis Willis explained that the Riverfront Commission is multi -jurisdictional and consists of members from Iowa City, University of Iowa, Coralville, Johnson County, the Planning and Zoning Commission and the Parks and Recreation Commission. Willis explained that the Riverfront Commission is Z 1f0 -6- charged with enhancing community awareness of the river, serves as an Information center for owners of property adjacent to the riverfront, and advocates adoption of regulations promoting the aesthetic quality of the river. Activities of the Riverfront Commission include organizing Iowa River Month activities, community awareness programs, distributing infor- mation to riverfront property owners, arranging a demonstration of the University of Iowa Cedar Rapids model hydraulic dam and regulating water shows. Ambrisco inquired about accessibility to the river. Willis explained there are problems with access easements, the Riverfront Commission en- courages private persons to allow access to the river, and the Riverfront Commission has developed a sample easement for private persons. Senior Center Commission -Bill Coen t, Accomplishments: 229 volunteers, 64,000 volunteers, 164 classes, 624 special events, activities at the Eldercraft Shop, 5300 circulation of the Senior Center Post, involvement with the Library, host/guides, garden market, flagraisers, musicians, artists, health services - lectures, screening, congregate meals, chores through elderly services. P j FY86: Expand to a five year goal planning session. t { Coen explained that the Senior Center is the focal point for services and activities for the elderly and it enables older persons to make one stop to obtain multiple services which eliminates confusion. Coen said the Commission's work with the Council of Elders allows input from the eld- erly. Coen emphasized the need for a volunteer specialist staff person. Coen complimented City staff. Urban Environment Ad Hoc Committee - George Strait, Larry Baker Strait praised City staff for their assistance and stated there are two new members, Margaret Nowysz and Naomi Novick, to the Urban Environment Ad Hoc Committee. Baker stated that the Urban Environment Ad Hoc Comnittee is charged with finding ways to account for problems with development in the environment, will look at the role of the Historic Preservation Com- mission and the Design Review Commission as it relates to the urban envi- ronment, will address civic problems and will address open space, buffer areas and entrances into Iowa City. McDonald noted the Council's appreciation for work done by the Iowa City Boards and Commissions. Meeting adjourned at 5:20 P.M. S