HomeMy WebLinkAbout1985-11-26 Info Packet�- -- --- - - -y
City of Iowa City
MEMORANDUM
Date: November 22, 1985
To: City Council
From: Dale Nell'ing, Assistant City Manager
Re: FY86 City Council Objectives - Action Steps
The following is a list of 16 major City Council objectives for FY86 and
suggestions for each regarding what action steps are to occur during FY86
and who will be primarily responsiblefor carrying these out. After each
I have included a "NOTE" indicating the current status of each. You
should find this information helpful in preparing for your goal -setting
for FY87.
1. Begin implementation of sewage system facilities improvements - design
and construction.
Council will determine construction plan and financing strategies by
July 1, 1985. The City Manager and Public Works Director will work
with the consultant to complete design of facilities during FY86 and
initiate the first phase of construction in the spring of 1986.
NOTE: The construction plan and financing alternatives will. be
determined early in 1986 with design to begin immediately. The
first phase of construction should begin in early 1987 to mid
1988, depending upon the financing mechanism chosen.
2. Complete development plan and begin construction on remaining Urban
Renewal parcel.
The City Manager and the Director of Planning and Program Development
will seek to have a preferred developer named by March 31, 1986, and
beginning of construction by June 30, 1986.
NOTE: After meeting with the City's marketing consultant on November
15, 1985, Council directed that a new proposal be prepared.
This will be forthcoming.
3. Pursue non -property tax revenue sources including local option taxing
alternatives.
The City Council Legislative Committee will discuss what lobbying
efforts will be made in FY86 if the current legislative session yields
less than satisfactory local options; or the City Council will decide
what alternatives for local option taxing, if any, will be pursued in
the event such options are made available by the current legislature.
NOTE: Enabling legislation was passed and decisions regarding both
implementation locally and lobbying for further flexibility
will be made in conjunction with the FY87 Budget.
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4. Implement plan for addressing space needs in City operations.
The Council will adopt a plan by September 30, 1985. If space in an
existing building is to be utilized, occupancy will be achieved by
June 30, 1986. If new construction is necessary, plans for such
construction will be approved by December 31, 1985, and construction
underway by June 30, 1986. The City Manager will be primarily
responsible.
NOTE: Hansen Lind Meyer has been retained to design both the new
facility and remodeling for the existing Civic Center. Con-
struction is to begin in the springof 1986 with completion in
July of 1987. j
5. Formulate comprehensive economic development policy.
This policy will be adopted by the end of the current fiscal year and
implementation will be through First Capitol Development, Inc. with
participation by the Mayor and City Manager.
NOTE: This will be done in conjunction with FirsttCapitol Develop-
ment, Inc. and should be completed during the last half of
FY86 .
6. Develop long-term parking plan.
Planning and Program Development staff will continue to work to
present a plan for adoption by the City Council by March 31, 1986.
NOTE: The plan is essentially what was recommended in Phase B of the
Parking Study. Staff will continue to monitor parking needs
after completion of the two additional levels on the Dubuque
Street ramp. Any increase in needs will be brought back to
Council for further consideration. Attention will focus on
additional parking on the north side of the CBD.
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7. Identify and assess current needs for elderly housing facilities.
The needs identification and assessment study by the Department of
Housing and Inspection Services will be completed by July 1, 1985. If
a significant need exists, Council and staff will work to develop
strategies for achieving private development of congregate housing
facilities, the strategies to be formulated by September 30, 1985.
NOTE: The Congregate Housing Committee has determined that private
development of additional congregate housing is not financially
feasible.
8. Finalize short and longer term policies regarding airport development.
The Airport Commission will be responsible for adopting these policies
in conjunction with City Council funding commitments based on the
comprehensive economic development plan.
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NOTE: Short-term policies exist in the form of plans to achieve
eligibility for federal funding. long-term plans will be
developed when the comprehensive economic development plan is
adopted.
9. Begin implementation of recommendations from the Urban Environment Ad
Hoc Committee.
Planning and Program Development staff will incorporate recommenda-
tions of the Committee, as approved by the City Council, into its
operating procedures. This should be achieved by December 3, 1985.
NOTE: This should occur by June 30, 1986.
10. Complete feasibility study of home mortgage revenue bond program.
Planning and Program Development staff will complete the analysis by
July 1, 1985. If the program becomes viable, operating policies will
be developed by September 30, 1985, with implementation to follow
immediately.
NOTE: This program is not viable as it would duplicate services of
the State of Iowa. .
11. Develop street lighting plan.
Discussion by Council will be followed by revisions to the current
policies if warranted. Preliminary discussion by Council will be
scheduled before September 30, 1985, and, the revised policy, if
appropriate, submitted by the Public Works staff for Council approval
by March 31, 1986.
NOTE: Council has not indicated that any policy change is warranted.
12. Identify strategies for maintaining current tax base.
This will be pursued in conjunction with 05 above, in cooperation with
efforts of First Capitol Development, Inc.
NOTE: This will be integrated with the FY87 budget preparation
process as well.
13. Adopt policy for parkland acquisition.
A final policy will be formulated by Parks and Recreation staff to be
adopted by Council by September 30, 1985.
NOTE: This will be done with consideration of any minimum open space
requirements which are adopted. See 014 below.
14. Adopt minimum open space requirements.
This ordinance will be finalized by Parks and Recreation staff to be
adopted by Council by September 30, 1985.
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NOTE: The public hearing has been deferred indefinitely pending action
by the Planning and Zoning Commission.
15. Increase legislative committee contacts and activities.
Council will explore methods for achieving this objective prior to the
January 1986 opening of the second session of the current General
Assembly.
NOTE: This will be addressed prior to and during the 1986 legislative
session.
16. Explore feasibility of City-owned electric generating plant.
Pursuit of this objective will be contingent upon the outcome of
renewal efforts of the franchises with Iowa-Illinois Gas 8 Electric.
NOTE: Franchise agreement not yet finalized.
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City of Iowa City
MEMORANDUM
Date: November 22, 1985
To: City Council
From: City Manager���
Re: Transit and Budget
The purpose of this memorandum is to offer the City Council a process to
be followed for resolving the budget problems in the current fiscal year
and for establishing policy guidelines for the FY87 budget.
It was thought that the transit report would provide a vehicle for resolv-
ing these issues. However, I now believe that this process will be too
protracted to permit timely preparation of the FY87 budget and that it
will not provide specific enough information relating to other areas of
the budget to afford the Council an opportunity to establish policy on
property tax levels.
Therefore, attached to this memorandum is a summary of the projected
financial position in FY87 together with a variety of assumptions. This
will be used in the goal setting on Monday to guide policy discussion. It
is recommended that discussion of the transit system scheduled for the
Informal session on November 26th be postponed. Based upon the direction
achieved in the goal setting on Monday, November 25th, the staff will
provide for the City Council specific proposals for resolving the budget
problems in the current fiscal year. These proposals probably will affect
all City operations, including Transit. At the informal Council -session
on December 2nd, the City Council hopefully will reach consensus on those
issues.
It is imperative that the Council reach policy consensus in this time
frame. If not, it will be necessary that I undertake additional adminis-
trative changes (including expenditure reductions) to insure that the
integrity of the budget for the current fiscal year is maintained and also
that the FY87 budget is prepared in a timely manner.
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I
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FY87 FINANCIAL STATUS
FACT SHEET
FY87 Residential Property Taxes:
Average assessed valuation increased 4.:0%
(This is a reassessment year)
Rollback factor increased 4.4%
This results in a total taxable
valuation increase of 8.6%
In FY86, a 1% increase in property taxes will generate approximately
$106,500 in additional tax revenue for the City.
Funding Needs:
Assumption: Maintain current service levels.
General Fund Operating Expenditures (hold to 5% increase)
$ 615,921
Net out revenue from fee increases
(265,000)
$ 350,921
Tort Liability (30% increase in FY87)
556,120
Debt Service (includes 1985 bond issue)
93,607
Transit Subsidy (Current Service Level -Alternate N2
in Transit Study)
493,827
Increase General Fund Year -End Balance to $1,000,000
500,000
ADDITIONAL REVENUE NEEDED
$ 1_,994,475
Based upon above funding needs the following revenue
shortfalls result:
TAX INCREASE ADDITIONAL REVENUE FUNDING SHORTFALL
3% $ 319,500 $
1,674,975
6% 639,000
1,355,475
9% 958,500
1,035,975
12% 1,278,000
716,475
15% 1,597,500
396,975
18% 1,917,000
77,475
20% 2,130,000
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Other Funding Needs:
The following annual funding needs are dependent upon
decisions made
regarding capital improvement projects:
Annual Cost of New Building Addition $
230,000
(Includes lease -purchase payment and
building operating costs; is net of
annual rental now paid for leasing
office space.)
Issue $2,000,000 in G.O. Bonds for scheduled
FY87 Capital Projects
320,000
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YU6
7 0"K 1ROR
PRIOR YEAR
TOTAL
JULY
M
I.6t0.757
60
1,772,670
161.660
61
61
t,666,9M
167,663
6t
72
7,221,070
216,666
67
15
7,697,912
276,211
61
16
6,705,891
316.725
66
17
6,662,770
712,629
66
717,111
necwber h"" IS toti
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S CIOME FUN
MION YEAR
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Recently it has become apparent to the employees at Iowa City Transit
that the system is facing a severe budget deficit for fiscal year 1985. In
light of the magnitude of the crisis, many transit workers have become rightly
concerned about both the short and long tens status of the system. Fears of
cutbacks in service to the city and potential changes in the internal structure
of the system have provoked many individuals to consider the changes suggested
in the study by Michael Kyte and Associates, and alternative suggestions
based on personal experience within the system. The ideas which follow are the
results of a joint effort on the part of the ICT Employee Participation Group,
an organization formed in the fall of 1984 to address problems which occur
within the system and suggest potential solutions. This is the most serious
and challenging problem we, as a group, have addressed to date.
,Before offering our proposals, we would first like to offer a short
critique of the study put forward by Michael Kyte and Associates. Though we
feel it to be a valuable base from which to work, we believe their methods
contain several significant structural inadequacies. We believe that these
inadequacies have had an important impact on the conclusions of the study, and
a careful re-examination of both methods and results are in order.
Based on our intimate knowledge of the internal workings of the system,
we believe the most important flaw in the study is their evaluation methodology
based solely on random sampling of ridership and gross counts of route usage.
Neither of these two statistical strategies provides an accurate assessment
of the strengths and weaknesses within the system's structure. While they
may provide statistically accurate information for a city of, say, 200,000,
we feel these methods do not adequately address the needs of a city the size
of Iowa City, with it's particular demographic and economic constitution.
Usage demands in a university town are often highly time -specific; and the
sites of employment for workers are highly centralized in one or two areas.
In larger cities, transit usage is affected by different usage patterns and
diffusion of worksites, and in these situations the methods employed in the
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Kyte study would provide a more accurate means of assessing problems.
A prime example of the study's inadequacies is their suggestion to
eliminate the Seventh Avenue route, with the implication that ridership is
below acceptable usage levels. In fact, usage of this route during peak hours
is as heavy as usage on most other routes within the system. It is during
non -peak hours that the figures decline, making the route appear unfeasible.
The implication of this fact is that a significant proportion of the population
along the Seventh Avenue route is heavily transit dependant, a fact borne out
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by an intelligent and sensitive evaluation of the demographics in this area.
Likewise, the study does not address route structure in an appropriately
specific manner. The best example of this occurs with regards to the
Manville Heights route. This particular route, which serves the north
entrance of the University Hospitals, the Dental Science Building, and the
Veterans Adminsitration Hospital, has, when evaluating gross figures, a
significant ridership level. Even when evaluating this route on an hourly
basis, it would still appear to have a high-level of usage. However, when
looked at in a route specific manner, one discovers that, after turning onto
Woolf Avenue, the ridership on the route declines to a level as low as that
of any other route in the system.
In addition, we feel that other considerations, such as levels of
transit dependency for lower income citizens and the elderly were glossed
over by the methods of the study. In short, the study as presented by Kyte
and Associates, in it's most extreme form, is not unlike the situation of
a physician confronted with an obese patient. Rather than recommend effective,
longterm treatment of the condition, here the physician prefers to perform
an amputation of the patient's left arm to effect weight reduction, under the
logic that since the patient is right handed, he has no use for the dead
weight of the left arm.
With this in mind, we would like to submit a series of recommendations,
addressing four areas of transit funding; fare structure, increased revenue
from extra -transit sources, personnel, and route structure. Please bear in
mind that proposed savings or increased revenues can only be approximate on
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our part, due both to time considerations and lack of first-hand access to
resource materials.
I. Fare Structure
A. Base fare should be maintained at present levels. We strongly feel
that the present fare structure fairly and adequately represents
service available to transit users, and that any increase in fares
at this time would have an adverse impact on ridership.
B. A half fare of 25� should be instituted for elderly and handicapped
riders. We strongly recommend that the city change it's policy in
this area, and instead follow the guidelines recoameded by the
federal government of charging half -fare for these users. A
projected increase in revenue of $30,000 per annum may be realized.
C. Eliminate direct transit subsidy to the unemployed. ICT is currently
not re-imbursed for this service. Re-inbursement would increase
revenue $3,000 per annum.
D. Eliminate annual rider appreciation day. Loss of revenue for one
Saturday's service is approximately $2,000.
E. The Chamber of Commerce should re-imburse ICT for full value of bus -
and -shop passes, instead of the current level of 40� per pass. We
realize this would entail increasing the minimum purchase necessary
from $5 to $10. While we do not believe this to be an extraordinary
request, we would substitute the rate of re -imbursement for an
aggressive promotional campaign for ICT on the part of the Chamber of
Commerce. We'believe that in such a situation, re-evaluation of the
park -and -shop program would allow the City to negotiate from a
position of strength.
F. Charge 5d for transfers. While we do not highly recommend this, as
transfer usage is an extremely small part of over all transit usage,
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this is standard procedure in many transit systems. Increase in
revenue of $1500 per annum.
G. Raise fares 5�. While we strongly oppose this, we realize this is
a serious option. However, we believe any increase in fare structure
must be coupled with some form of local option tax.
II. Increased Revenues
A. Increase ramp parking rates, targeting money for transit. We believe
even a small increase in ramp rates would be acceptable to the public
at large, and would produce significant revenue for maintaining the
present level of plass Transit service.
B. Increase fines for parking violations from $2 to $3 for expired
meters; $5 to $7 for other violations, targeting money for transit.
We believe this to be a fair and equitable way of generating non -tax
revenues, as well as encouraging usage of the system.
C. Increase local tax levy. An essential component of the current
Administration's "New Federalism" is to eliminate such things as
revenue sharing and direct subsidies, under the assumption that
economic conditions will allow local communities to pick up the tab
for such losses. In reality, this philosophy has placed the burden
of taxation squarely in the lap of local government. Given this fact,
we believe an increase in the tax levy should receive the same
consideration as other options.
D. Sell advertising space in transit maps and guides. Sell advertising
space inside buses at a reasonable rate. While revenue increase might
be small, this would involve the business community more directly
with the workings of the system.
III. Personnel
A. Reform city-wide maintenance set-up. Since a more than significant
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portion of this current budget crisis originated in faulty billing
procedures for maintenance work done for transit, we very strongly
recommend that direct management of the transit maintenance budget
and personnel be placed directly under the transit manager.
B. Re-evaluate the fourth transit management position. While we are
I
unsure as to whether this would result in a savings to the City, as
the duties performed in this position may not be economically picked
up by other segments of ICT management and labor, we do believe an
evaluation of the cost-effectiveness of this position is in order,
especially in light of possible reductions in the number of operators.
IV. Route Structure
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A. We believe that every effort must be made to maintain the system in
it's present constitution. We feel that present route structure and
scheduling best fit the needs of the community at large. All areas
of the city presently have coverage; and all neighborhoods receive j
adequate service under current schedules.
B. If cutbacks become absolutely necessary, then our recommendation is
to go to hourly service on Saturdays. This would effectively eliminate
at least two operator positions, as well as decrease service on days
of traditionally low ridership.
C. We feel that in at least one area - North Dubuque - some agreement might
be reached with CAMBUS allowing them to take over the north end of
this route in exchange for evening service to Hawkeye Apartments.
This would increase ICT ridership, while only marginally affecting
overall ridership at CAMBUS.
D. Restructure some routes. Should even greater cutbacks be needed, we
strongly recommend that rather than eliminate any route, some lesser
used routes be combined. We strongly stress that such combinations
must be based on an hour by hour evaluation of ridership in order to
preserve the integrity of the system. We very strongly recommend that
any changes in service be based on a careful examination of routes,
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with as much direct involvment of transit operators in these decisions
as possible. Here is one area where direct experience is many times
more valuable than any statistic.
E. Develop a Park and Ride Shuttle service for outlaying areas such as
Wardway, NCS, Randall/Sycamore Mall and North Dubuque. A program such
as this would increase ridership by utilizing and encouraging commuter
usage from communities outside of Iowa City such as North Liberty, Kalona
Solon, etc.
In conclusion, we would like to ask the council to address this
situatiorL in a careful and timely manner. q system such as ICT provides
many concrete and intangible benefits to the community. It is a major
service to university students, the elderly, as well as the mainstays of
the city's workforce, and therefore is a major, though difficult to evaluate
contribution to the economic health of the city. We believe any dimunition
of service will have an adverse immediate impact, as well as more profound,
lasting effects on the attractiveness of the city to future economic growth
and development.
I Ron Moore
Transit
Operator
I Barb rhrelkeld
Transit
Operator
Paul Close
Transit
Operator
John Soukup
i
Transit
Operator
Tom Barclay
Transit
Operations Assistant p.m.
Aaron Leonard
Transit
Operator
Randy Tosh
Transit
Operator
Bill Peterson
Transit
Operator
Bill Doilman
Transit
Operations Assistant a.m.
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CITY OF IOWA CITY
CMC CENTER 410 E. WASHNGTON ST. IOWA CITY, IOWA 52240 (319) 356-5000
TO: Neal Berlin, City Manager /
FROM: Larry McGonagle, Transit Manager,
�
RE: Employee Suggestions
Attached are suggestions from Transit and Transit Maintenance employees.
Employees were asked to present suggestions for reducing cost and ways
to maintain service. Five meeting were scheduled over a two day period to accomodate
all shifts. Employees were paid for attending but the meetings were not
mandatory. Also, employees were informed that they could not attend one of
the meetings, they could submit their suggestions in writing. Sixty-two
employees were eligible to attend the meetings. Thirty employees attended.
All sugestions were recorded. Employees were told that no one would discuss
the merits of their suggestions. The suggestions would be written down and
passed on to the City Manager.
;; .
Transit Staff Meetings Fri., Nov. 15, 1985 5 in attendance
- why do we still operate losing routes?
- run buses down Scott Blvd. to serve Sunrise Trailer Court.
- alternate trips to Bon-aire & Sunrise trailer Court.
- cut back to hourly service during mid-day.
- combine less productive routes, instead of half-hourly, alternate for example
Seventh Ave. and No. Dubuque on an hourly basis.
- pull buses off less used routes and put out on heavy routes.
- make CAMBUS charge a fare; instead of letting them stop ahead of ICT buses so we
lose the fare; also we are supporting them with taxes anyway.
- go to hourly service on Saturdays, take the drivers that aren't working and have
them do other work like building maintenance, interior cleaning etc.
- not enough emphasis on training for mechanics; with more training there would be
fewer hit and miss repairs, less time spent on repairs, more cost efficient.
- don't keep buying different brands of buses; you'd save on costs of different type
parts inventories.
- when buying buses, look for replacement parts costs, don't buy just because of
low bid. For example, Scanias and Neoplans parts are either metric or "own -
design" parts, no after -market price competition.
- when buying buses consult with the drivers & mechanics and take into account their
preferences which will in turn make employees take better care of the equipment.
- in the future, 'rehabilitate familiar buses(like GMC'c) rather than buy new buses;
you already have the parts inventory and mechanical knowledge of the equipment.
- don't buy air-conditioned buses. I.C. has to be the only system in the U.S. that
tries to have working A/C'. Just not cost efficient. Manufacturers don't make
a worthwhile A/C system, besides gives lousy fuel economy.
- Scania's A/C is fine if kept up with, but GMC's & Flxible's are a lost cause and
not worth retro -fitting.
- If buses are sent in for rehab., send one in first and look it over before sending
any more.
- When buy ng new buses buy just one and test it before you buy 6 or 7.
- Bus rehabilitation is not being looked at seriously enough; surely it has to be
more cost effective than buying new.
- When junking city equipment; first strip it and keep reusable parts, sell others i
individually rather than junking the whole vehicle to junk yard, like 971.
- look into heat/ventilating system at Facility for efficiency, esp. in Maintenance.
- Did the city get taken on the computer system•for heating? never worked properly,
can it be removed and the money recovered.
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- reconsider before buying computerized systems, like fuel system, heating system;
they don't appear to work as they should and are quite costly to maintain.
- do we need 6 furnaces to heat the facility and 8 at Equipment? Each one has to be
maintained, couldn't we get by with 2 or 3?
- Why are Farebox and Upholstery rooms A/C'd?
- Keep unused lights shut off or how about turning off every other light on the exterior
of the building to conserve energy.
- Do more advertising directed at the student population. Increase awareness of the
student population.
- Buses should be rescheduled to arrive/depart the downtown interchange to accomodate
UI's class schedule.Example, arrive downtown in the A.M. at :50 and :20 after
the hour, and in the P.M. leave the interchange at :10 and :40 after the hour
to accomodate the working person.
- Charge senior citizens something, we can't afford free service.
- Long range planning; Example, before you plant a lot of trees, think ahead about
how many people it will take to trim them and vaccum the leaves in the future.
- Reduced fare for students(University).
- Why do 99% pay for the airport when only 1% use it? Charge a landing fee. (User fee).
Fri., Nov. 15, 1985 - 5 in attendance
- 25t E & H fare, during peak and non -peak hours.
- Extend evening service to midnight, to transport second shift people home.
- Rent advertising space on bus shelters, in an non-obstructive way.
- Raise price for a monthly pass to $18.00, still a bargain.
- Combine the Oakcrest and Wardway routes in the evenings, along with a combined
evening route of Towncrest/Seventh Ave. running on a 45 minute headway.
- decrease maintenance staff, with local business handling overflow and/or emergency
work. Savings depend on number of mechanics required for PM's.
- Charge 10t for transfers, make them good for one hour.
- Get rid of buses 18 & 19.
- Hourly service on Saturdays(acceptable if not preferable).
- Raise Saturday & weekday rates for the parking ramps
- Cut back on service on Saturdays, operate from s00A11 to 600Pm.
- Put more advertising space on the buses.
- More advertising of the service.
- do more interior advertising, rather -than free service ads.
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Don't reduce service, you'll kill the syst6n. Instead,
- Share the transit facility with other city departments in order to share
maintenance costs. Such as Streets, Equipment, Water, landfill etc.
- Eliminate the Quality Circle.
- Eliminate driver meetings.
- Use a fixed maintenance budget: so many $'s for maintenance each year and
no more. This will force equipment to balance their own budget, instead -of
dust charging us whatever they please.
- Eliminate the new parts person position.
- Don't run the A/C•'s in the sumners(huge maintainance savings). Drivers
vents in the new buses are required for this. k
- Eliminate one mechanic. The transit maintenance manager should be a working
manager, since he has so few employees.
- Eliminate the new body & paint specialist.
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- Have management sell advertising space in and on the buses.
- No more new bus purchases for now. Put power steering and new drivers seats
in a few old buses each year.
- Break the longer full-time runs into part-time runs to reduce overtime.
Part-time people are also cheaper.
- Do not hire consultants.
- No more travel for now.
- Eliminate transit planners(if they are on the transit budget).
- Make sure our procedures eliminate any opportunity for pilferage.
- Eliminate the new week -end manager position. Building maintenance manager &
night crew manager can cover it on week -ends.
- Sell $40,000 worth of Scania parts to a large city that needs them, we have
lots of spares, we can wait for parts on order.
- Improve dress code and drivers appearance; use of name tags on uniforms.
- Uniformed drivers at the interchange could be available to answer questions
from the public.
- Uniformed drivers might give older people more confidence to ride the bus.
- Improved attitude of drivers; could be done in-house with public relations
training.
- Create more incentives for people to ride the bus; lower the purchase price
for obtaining Shop & Ride coupons.
- More participation from merchants to push Shop & Ride program.
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- A/C on buses is very costly; drop any A/C's that don't work.
- Drop "air-conditioned buses" in promoting the system. Advertising that buses have
A/C and then don't, gives a negative impact to the public.
- If A/C is dropped, publicize it as a budgetary cut-back so there will be less
heat from the public toward the drivers.
- Since Hawkeye Apts. is so high in ridership, can't we pick up the evening service
from CAMBUS
- Combine some routes two into one on an hourly basis.
- Change around some routes to pair up a high ridership route with the other end a
low ridership route.
- Extend No..Dodge route north beyond Caroline to St. Anne.
- Increase number of trips to A.C.T./N.C.S. especially during shift changes.
- Use a SEATS -type van to run shuttle service out to ACT/NCS, Goodwill.
- End evening service at 8:00pm.
-If evening service were cut back, would more police protection have to be added
to residential areas.
- Do we -really need 3 city employees standing.over a hole/ditch.
- Save money on Equipment cost by having supervisors crack down on employees caring
for city vehicle; e.g. "I don't give a damn, it ain't my truck/car. . ."
- Improve awareness of body maintenance on cars/trucks; take care of dents/rust spots
as soon as possible, extends vehicle life.
- Improve attitude on vehicle maintenance; supervisors say just fix the minimum
Immediate problem, they don't take care of the whole vehicle. .
- Vehicle abuse - take care of vehicle from outset, preventive maintenance
(not A -B -C type); Common sense.
- Increase caliber of employees; hire better qualified personnel, you'd get better
care of equipment.
- Create work incentives program; i.e. for good attendance, job performance give them
an extra day vacation or some type recognition.
- Improve morale problems which will improve productivity.
- During snow removal times, instaed of just using Streets employees for overtime,
develope a pool of all city employees who are interseted in helping with plowing.
- Raise taxes.
- If taxes are raised, show taxpayers what it will cost on a short-term basis, e.g.
it will cost x dollars per day to maintain the service level on existing.
• - 5 -
Monday, November 18, 1985 7 People -in attendance
f- Definitely should charge the elderly & handicapped half fare during mid-day hours.
i
- Operate on Saturdays from 9:00am until 9:00pm, rather than eliminating Saturday
service all together.
- Instead of eliminating Saturday service, go to hourly service.
- Begins ecific routes an hour later in the A.M. due to low/no ridership, although
ridership on that trip may vary on a seasonal basis.
- Look at the possibility of combining close together routes in the evenings;
i.e. Combine the No. Dubuque and Manville routes.
- End evening service earlier than 11:00pm; shut down evening service at 9:OOpm instead.
- Ask for half -fare donations from the elderly & handicapped rather than a mandatory fare.
- In purchasing equipment, don't buy,so many different brands; increases your.parts
inventory. Be more cautious in writing your specifications to compare "apples to
apples"- compare manufacturers realistically.
- Get more positive interest from the media, no more photos of empty buses.
- Make the public aware of the vital role transit plays in the Iowa City community,
reduces traffic conjestion etc. Transit should be equated with Police & Fire.
In the transit study, transit is placed in the optional category and it shouldn't
be.
- Whole system needs more publicity to make citizens aware of the system. Target for
specific areas - professional people, University student population.
- The City should push the use of Transit for city employees.
- Better overall public awareness/promotion of the service to the community. The city
is expanding geographically and service will have to expand with it sooner or later
to cover the new areas.
- Develope a revenue sharing program with the parking system. Parking is more
directly realted to transit than is Water or Library.
- Raise parking rates/violations and share with transit.
- Charge a landing fee at the airport and share with transit.
- Don't raise the fare from 50t.
- Why not have the City own it's own tow truck rather than the money going out to a
private wrecker service. Revenue coming in from towing charge, impound charge etc.
Also, could save on towing in buses and other city vehicles. Now cahrged S75/tow,
- Duplication of city equipment- e.g. city has between 35 & 40 chainsaws, why not have 5
and sign them out as needed.
- Do not eliminate any service even Wardway route- maybe make some routing changes
like combining to increase efficiency. Elimination of service would only be
detrimental. You have to provide the service to those who need it. If you cut
service you will be only compounding tht problem.
a/330
-6-
- Maybe now is the time to look into regionalizing the 3 systems in the area; I.C.T,
CAMBUS and Coralville. You could better coordinate & maximize. service while
possibly increasing federal monies.
- When purchasing new equipment, send out "feelers" to those properties that have that
type bus and find out how they operate and what their cost/mile is like.
- Keep Refuse crews on the job for a full eight hours instead of letting them go
home at noon when the route is complete. This would also improve the care of the
equipment. Slow them down so they notice low oil problems etc.
- Create "personnel pools", of like positions, who work seasonal jobs(mowers in Parks).
During off-season, they could be sent to other divisons to assist. Same could be
done if lay-offs occur, put employees in the "personnel pool".
- If Hayden Fry can bring the Hawks from nothing to what they are now with proper
marketing, surely we can do something with transit. Also, the U of I gave Hayden
a total commitment to football.
- Iowa City has always tried to stay at the "state-of-the-art" level, so they should
try to maintain that level with transit. Do more marketing in a "state-of-the-art"
manner.
- Have a Hayden Fry rides the bus commercial.
- Iowa City is "consultant" crazy; do more in-house studies/analysis. Take more
input from the employees, like this, before going to the consultants. Maybe you
won't need the consultant.
- Promote our good service level'; how many times have we shut down operation due
to snow and/or road conditions.
- The city spends a lot of money on accidents; have a drivers training program
for all city employees.
- With summer employees, I've seen 3 full-time employees trying to keep track of
one summer kid busy, then turn around and do the job over so it's done right. Be
more selective where you place them. Don't let them drive city vehicles.
- The council should look at a lot of other areas/departments to streamline the
budget besides just transit. The problem isn't just in transit, look at Rossie's
Cafe any morning.
- limit use of city vehicles for personal use.
- Why not put transit maintenance under the control of transit - place accountability
where it belongs.
Monday, November 18, 1985
x/33
DRIVER INPUT MEETINGS
Monday, November 18, 1985
2:45 Session
- Hourly Service on Saturday.
- Increase parking fines. Divert this money to Transit. Increases revenue and
makes riding the bus a more attractive alternative.
- Four day work week. Ten hour days for full-time employees.
- Extend service to 12:00am. Would make the system available to 2nd and 3rd
shift workers. This would positively affect mid-day usage.
- Half -fare for Elderly and Handicapped riders.
- Expiration date on E & H passes. Would cut down on fraud associated with
this program.
i
- Consider Hawkeye-Seventh Avenue as a route pair, not separately.
- Have Cambus cover Forest View Trailer Park or stop providing service to
Mayflower Apts. Duplication of service.
- Extend North Dubuque service to Apts. across from Elks Club.
- Have the City provide a reduced cost bus pass to City employees.
- Charge a fee for Guide to City Streets that will at least cover the cost
of publicatiop.
- Put arrival times on existing bus stop signs.
- Provide Charter service for special events, i.e., Football and Basketball Games,
Hancher events.
(j - Route the Towncrest down Washington, outbound and inbound. Avoids duplication
of service.
- Collect extensive input from all citizens of Iowa City concerning the level
of service they consider optimal; How the present level of service could be
improved.
- If Transit is to be responsible for the cost of maintaining the fleet, Transit
should directly oversee this operation. Put the mechanics under Transit.
- Sell monthly passes at the High Schools.
- Provide Mechanics with better training. Trial and Error is ineffective and
therefore, expensive.
ai3.3
I IN
j
ON
DRIVER INPUT MEETING
Monday, November 18, 1985
7:15PM
- Raise parking fees in the ramps as well as on the street.
- Eliminate evening service on Friday and Saturday night.
- Cut back service to hourly on Saturdays.
- Reduce off-peak fare to 25t.
- Charge E&H pass holders 25Q during off-peak.
- Raise Transit Levy.
- Re-evaluate routes to eliminate duplication of service. For example, route
Oakcrest outbound past North Hospital and Mark IV past the Fieldhouse. Doing
likewise on inbound portion would allow for 15 minute service from Hospital to
Downtown.
- Cambus riders should show a Student I.D. card. I.C.T. can't compete with a
free service.
- I.C.T. should cover Hawkeye Apartments in the evening also.
- The City should evaluate the efficiency of Equipment Division.
- The Library does not need to supply the City with Video Equipment and Studios.
Eliminate this service. Should be provided by Private Sector.
- Eliminate leaf vacuuming service by Streets. Leaves could be bagged and
picked up by Refuse during normal garbage collection.
- Extend service to Sunrise Village.
- Reduce size of Fleet. Neoplans and their inventory of parts should be sold.
- Allow Cambus to serve the Forest View Trailer Park.
- Reduce Transit Staff PM and Part-time positions by attrition.
- Reduce Planning Staff by one.
- Eliminate Radio spots during Christmas. Use money to buy full page ads in the
Press Citizen detailing routes and schedules. People could save these and use
them year round.
Johnson County Council of Governments
410 E.V trhrgcnSt. bvva City, bvvw 52240
Ir j0
Date: November 19, 1985
To: Neal Berlin, City Manager
From: John Lundell, Transportation Planner
Re: Consolidation of the Transit Systems
While on the surface there would seem to be potential for significant savings
if Iowa City Transit, Coralville Transit and CAMBUS merged into one area -wide
transit authority, further research indicates this to be incorrect. I feel
monetary savings would be insignificant in comparison to service level and
political costs. My reasons are as follows:
1. Arguments in favor of merging would be much stronger if the transit
systems were not already successful. However, the systems are the best
in the state and most of the nation in terms of local support, ridership
per capita, cost per passenger and revenue to expense ratio.
2. The Cities of Coralville and Iowa City provide a great deal of local
funding for their transit systems and hence expect to have direct control
over their operations. Coralville in particular has tremendous pride in
its transit system compared to a community of its size. It would be
difficult for Coralville to be the minority on a transit authority board
thus losing its direct control. Inevitably, there would be accusations
of one city subsidizing the service of another which would lead to argu-
ments at budget time over each community's local share.
3. Similarly, the two City Councils and University administration have
chosen to provide different levels of transit service. For instance,
Coralville Transit operates until midnight, six nights a week,• but only
provides one hour headways on Saturday. These are local differences
which would have to be resolved if an area transit authority was estab-
lished. The free fare CAMBUS service is another obvious difference in
operations.
4. A major economic impact would be the wage rate difference between CAMBUS
and the two municipal systems. Currently, Iowa City and Coralville
belong to the AFSCME Union and have similar wages. However, CAMBUS is
100% student operated' (except for the Manager) and relies on work study
and minimum wage drivers and supervisors. The average wage for a CAMBUS
driver is currently $4.90 per hour with no benefits; while the midpoint
of the pay scale for Iowa City Transit drivers is $8.10 plus approximate-
ly $2.03 in fringe benefits. Under a transit authority I do not feel it
would be possible for CAMBUS to remain non-union.
o? /,.,?e/
2
5. A high level of coordination already exists between the three systems.
Iowa City and Coralville share transfers and honor each other's monthly
passes. Except in a few isolated instances, route duplication is
avoided. A good example of coordination is the arrangement whereby Iowa
City Transit serves Hawkeye Apartments during the day and CAMBUS at
night.
Another example of coordination is the joint maintenance arrangement
utilizing the Iowa City Transit Facility. This facility was consciously
designed with the needs of Coralville and CAMBUS in mind. Also, all
major purchases of buses are done jointly to ensure lower unit prices and
similar vehicles. This has permitted the sharing of parts and major
components such as engines and transmissions. Vehicles have even been
loaned to another system when the need arises.
6. The potential for large savings of administrative costs do not exist with
an area transit authority. As mentioned previously, except for the
CAMBUS Manager, all other supervisors and trainers are part-time stu-
dents. The only administrative person at Coralville Transit is the
Manager. Coralville Transit does not even have a secretary. The Manager
does everything from answering the phone and scheduling the drivers to
taking the money to the bank.
7. Maintaining the three transit facilities where they are currently located
significantly decreases the amount of deadhead mileage.
The transportation planning staff firmly believes that forming an area tran-
sit authority would not be beneficial at this time and should not be pursued.
Thank you and please do not hesitate to contact me with any questions or
comments.
cc: Don Schmeiser, JCCDG Director
bj5/7
a13
it
;N
Johnson County Council of Governments
41OE.uv4shingtonSt. bAuCity, bAu5224O
Ir 0 0
0
Date: November 20, 1985
To: Neal Berlin, City Manager /
From: Jeff Davidson, Assistant Transportation Planner
Re: Calculation of Cost Savings, Ridership Impacts and Fare Revenue
Impacts of Various Transit Service Changes
For the City Council's ease in examining the various possibilities for
altering transit service, we developed the five alternatives contained in
the Transit Study Final Report. With the limitless number of possibili-
ties for reducing or adjusting service, we felt the five alternatives
would provide a concise, easily understandable presentation of the infor-
mation. We have also identified several individual service changes which
the Council may wish to discuss. They include:
Ridership Revenue
Existing 501 fare/$16 pass 2,091,000 $ 820,400
601 fare/$18.50 pass 2,021,600 $ 980,441
Percent change -3.3% +19.5%
9. Projected revenue gain from 25t midday
elderly and handicapped fare:
FY85 free -fare ridership = 146,599
X 25% reduction = 109,949
X 25t fare $27,487
It is important to remember that the estimated cost savings for each
individual service change is for that service change alone. The cost
savings cannot be added since many of the savings overlap. In the presen-
tation of the five alternatives in the Final Report, any overlap in cost
savings has been accounted for.
ai3s
Estimated
Service Change
Cost Savings
1. Eliminate evening service
$
205,873
2. Combine evening service routes
$
$
45,000
270,702
3. Eliminate Saturday service
4. 60 -minute Saturday service
$
83,000
5. 60 -minute midday service
$
260,000
6. Elimination of Wardway/N. Dubuque route pair
$
120,000
7. Combine Towncrest, Court Hill, and Seventh Ave.
routes into two routes
$
77,700
8. Impact of 600 fare and $18.50 pass with no
service changes:
Ridership Revenue
Existing 501 fare/$16 pass 2,091,000 $ 820,400
601 fare/$18.50 pass 2,021,600 $ 980,441
Percent change -3.3% +19.5%
9. Projected revenue gain from 25t midday
elderly and handicapped fare:
FY85 free -fare ridership = 146,599
X 25% reduction = 109,949
X 25t fare $27,487
It is important to remember that the estimated cost savings for each
individual service change is for that service change alone. The cost
savings cannot be added since many of the savings overlap. In the presen-
tation of the five alternatives in the Final Report, any overlap in cost
savings has been accounted for.
ai3s
-2 -
You have requested information regarding the methodology which was used to
calculate the cost savings and ridership and fare revenue impacts of the
service changes. This was the main focus of the technical assistant who
helped us on the study, and I feel we benefitted greatly from his exper-
tise in this area. All of the technical assistant's work was reviewed by
City staff for accuracy.
For calculating ridership and fare revenue impacts we used elasticity
models developed by the technical assistant. These models use a combina-
tion of factors such as city population, University enrollment, gasoline
prices, automobile availability, housing vacancy rates and parking prices.
This information, together with the historical impact on ridership and
fare revenue from past service changes, was used to forecast impacts for
the proposed service changes.
For calculating cost savings a relatively exhaustive procedure was used
which attempted to account for all factors involved in providing transit
service. For example, in estimating the cost savings from reducing Satur-
day service from 30 -minute headways to 60-minute-headways, we first iden-
tified the variable and fixed costs for this particular service change.
Bus operators and maintenance were identified as variable costs; admini-
stration, general expense, SEATS and capital were identified as fixed
costs. The next step was to determine how the variable costs would vary
for the proposed service change. We calculated the impact on vehicle
assignment and driver runs that would be affected. Work time reduction
(hours) and mileage reduction were calculated. Next we determined the
annual reduction in pay hours and platform (in service) hours, as well as
the reduction in miscellaneous factors such as fringe benefits and with-
holding. We also accounted for the expense related to eliminating five
bus driver positions.
For calculating the reduction in maintenance expenses, we first broke out
the variable and fixed portions of the maintenance classification and
estimated a per -mile reduction rate. We then figured the annual reduction
in vehicle mileage and multiplied it by the per -mile reduction rate to
determine the total maintenance savings. We also attempted to estimate
the ridership loss from 60 -minute Saturday service, and subsequent fare
revenue reduction. By adding the bus operator and maintenance savings,
and substracting the fare revenue loss, we arrived at a total annual cost
savings of $83,000 for the reduction of Saturday service to 60 -minute
headways.
You have also requested information relating to the potential cost savings
from increasing the use of part-time bus drivers. I discussed this matter
with Bill Ooliman, Transit Operating Supervisor, and he informed me that
many considerations regarding the use of part-time drivers by Iowa City
Transit differ from much of the transit industry because:
1. The ICT wage rate is the same for full-time and part-time drivers.
2. Part-time drivers receive pro -rated fringe benefits.
3. ICT has only one.spllt shift and no spread or overtime premiums.
I -Ws
-3-
ICT presently employs 23 part-time and 23 full-time drivers. Bill indi-
cated the main advantage of part-time drivers is in the flexibility they
afford when filling schedules. He added that he and Tom Barclay recently
attended a transit management seminar in Indiana that addressed some of
these issues. He and Tom intend to consider some ideas as they might
pertain to Iowa City Transit.
One additional area for consideration is the 10 minute check-in and
check-out time drivers are given before and after their shift. This time
must be taken at the bus garage and is intended to allow drivers to check
the bulletin board and make contact with their supervisors. Drivers are
required to take at least one of the periods before or after their shift.
Of the 36 driver shifts in a day, approximately 28 take both 10 minutes
periods, and 8 take one 10 minute period. If this requirement *was de-
leted, it would save approximately $27,700 in driver wages in a year.
However, in accordance with Article VII, Section 4 of the FY86-87 AFSCME
Agreement, this change would require notification of the Union and discus-
sion at their request.
Please contact me if you have any questions regarding this information.
/sp
ai.�s
Johnson County Council of Governments
WIN—%% 4i0E.Vvt�shirgtonSt. bAuCicybAu52240
Date: November 20, 1985
To: City Manager and City Council
From: Jeff Davidson, Assistant Transportation Planner 7-71
Re: Clarifications and Corrections to Transit Study Final Report
The following information is provided to clarify or correct issues which
were discussed by the City Council at the informal meeting of November 12.
1. I would like to clarify the function of the technical assistant who
was employed by the City on this project. The transit study was not
conducted by the technical assistant, nor did the technical assistant
produce the Final Report. The administration of the study and the
production of the Final Report were both performed by City staff,
organized by myself and consisting of representatives from the Transit
and Finance Departments, Transportation Planning and Equipment Divi-
sions, and City Manager's office. The technical assistant was em-
ployed because of the very tight time schedule (two months), and
provided us with valuable assistance in two main areas: the analysis
of data for the performance evaluation of Iowa City Transit, and the
development of the service change alternatives.
2. Page 4, paragraph 3. It is stated that 43%, or approximately
$840,000, of transit operating expenses must be borne by local non -
fare revenue such as property taxes or Federal Revenue Sharing. This
figure was based on the FY85 budget. For the projected FY87 budget
with the existing level of service, the 43% figure -would be $961,000.
3. Pa e 7 ora rah 1. A question was raised regarding why different
average are ra es were used in the calculations. The original FY86
budget projection was made by Finance Department staff using a $.43
average fare, which reflects the 25% fare increase of July 1 minus a
factor for free -fare riders. The revised estimate was calculated by
transit study staff. A lower average fare was used because bus passes
and Saturday fares only increased 15% at the time the general fare
increased 25%. The $.39 average fare reflects a lower percentage in-
crease for all fare revenue, and also includes a factor for free -fare
riders.
4. Page 41. The Service Alternatives. Attached are budget summaries of
the five proposed FY87 service alternatives, modified as follows:
a. An amount for transit insurance has been added to both the expense
and revenue figures for each alternative.
07132
L
b. The five alternatives each included a 5% increase in the Univer-
sity Heights' transit contract. This has been corrected to more
accurately reflect the current contractual arrangement with Uni-
versity Heights, which is that they pay a percentage of Iowa City
Transit's operating expenses based on their population. In FY86
this worked out to 1.3% of total transit operating expenses.
c. The "percentage change from FY86" figures have been recalculated
to reflect the revised FY86 expense budget, and revised FY86
revenue projections. Projected revenue is approximately $400,000
less than projected expenses. The percentage change in farebox
revenue and maintenance expenditures was mistakenly calculated
from original FY86 budget figures in the Transit Study Final Re-
port.
5. Figure 11 has been revised to reflect a reduction in Transit employees
for Alternative 3. The attached Figure 11(R) also includes the
changes mentioned in 64 above.
6. Regarding the discussion of Scania buses, the Equipment Superintendent
has indicated that in FY85 the Scanias had the lowest cost per mile in
the fleet. Thus 'far in FY86 they have a cost per mile of $.45 compared
to $33 for the entire fleet.
/sp
X2/3 L
i
ALTERNATIVE 91 - ADDITIONAL SERVICE
Existing service, plus: rush hour service on all routes except Wardway
and North Dubuque, existing routes extended to newly developed residential
areas, and Sunday service every 60 minutes. Expanded SEATS service; 25t
midday elderly and handicapped fare (currently free). Purchase 8 new
buses. Seven full-time bus driver positions added. Significant increase
in local tax funds.
FY87 Budget Projections - Alt._
f1
% Change
Expense
Amount
from FY86
Administrative staff
$ 309,000
+ 5
Bus operators
1,042,100
+ 21
General expenses
271,500
+ 19
SEATS
133,400
+ 57
Maintenance
859,000
- 11
Capital
300,000
+488
Total
$2,915,000
+ 20
Revenue
Fares
$ 918,100
+ 12
State grants
72,800
+ 3
Federal grants
107,500
-•13'
Revenue sharing
-0-
-100
General fund
945,505
+ 65
Transit levy
586,200
+ 70
University Heights
37,895
+ 45
Misc.
1,000
0
State Capital Advance Bank
246,000
Inc. from 0
Total
$2,915,000
+ 44
■
ALTERNATIVE A2 - MAINTAIN EXISTING SERVICE
Existing service level retained, requiring a 10% increase in the Transit
Department budget. Significant increase in local tax funds.
FY87 Budoet Pro.iections - Alt. R2
% Change
Expense
Amount
from FY86
Administrative staff
$ 309,000
+ 5
Bus operators
905,300
+ 5
General expenses
271,500
+ 19
SEATS
88,900
+ 5
Maintenance
824,200
- 14
Capital
54,000
+ 4
Total
$2,452,900
+ 1
Revenue
Fares
$ 820,400
+ 0
State grants
72,800
+ 3
Federal grants
107,500
- 13
Revenue sharing
-0-
-100
General fund
833,112
+ 45
Transit levy
586,200
+ 76 .
University Heights
31,888
+ 22
Misc.
1,000
0
Total
$2,452,900
+ 21
ALTERNATIVE 43 - SMALL CUTS
Slight reductions in service, including 60 -minute Saturday service
(currently 30 -minute) and modified night service. 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.
Significant increase in local tax funds. 5 full-time and 5 part-time bus
driver positions eliminated.
FY87 Budget Projections - Alt. 3
% Change
Expense Amount from FY86
Administrative staff $ 309,000 + 5
Bus operators 802,700 - 7
General expenses 271,500 + 19
SEATS 88,900 + 5
Maintenance 799,200 - 17
Capital 54,000 + 4
Total $2,325,300 - 4
Revenue
Fares $ 792,900 - 3
State grants 72,800 + 3
Federal grants 107,500 - 13
Revenue sharing -0- -100
General fund 734,671 + 28
Transit levy 586,200 + 70
University Heights 30,229 + 16
Misc. 1.000 0
Total $2,325,300 + 15
A
I
ALTERNATIVE 14 - LARGE CUTS
The Wardway, North Dubuque and
Seventh Avenue routes, as well as night and
Saturday service, would be eliminated.
Fares would remain at present
levels. Moderate increase
in local tax
funds. 10 full-time and 3
part-time bus driver positions
eliminated.
FY87 Budget Projections - Alt.
4
% Change
Expense
Amount
from FY86
Administrative staff
$ 309,000
+ 5
Bus operators
592,000
- 31
General expenses
271,500
+ 19
SEATS
88,900
+ 5
Maintenance
753,000
- 22
Capital
54,000
+ 4
Total
$2,068,400
- 15
Revenue
Fares
b 678,900
- 17
State grants
72,800
+ 3
Federal grants
107,500
- 13
Revenue sharing
-0-
-100
General Fund
595,111 •
+ 4
Transit levy
586,200
+ 70
University Heights
26,889
+ 3
Misc.
1,000
0
Total
$2,068,400
+ 2
ai3L
ALTERNATIVE 65 - 14AXIMUM CUTS AND NO TAX INCREASE
All cuts listed in Alternative N4, plus 60 -minute midday service (cur-
rently 30 minute). All capital improvements put on hold. Fares raised to
609 (passes to $18.50) so that no new taxes would be required to operate
the transit system.
FY87 Budget Projections - Alt. 5
% Change
Expense Amount from FY86
I
Administrative staff $ 309,000 + 5
Bus operators 498,700 - 42
General expenses 271,500 + 19
SEATS 88,900 + 5
Maintenance 725,400 - 24
Capital -0- -100
Total $1,893,500 - 22
t
Revenue
i
Fares $ 769,684 - 6 j
State grants 72,800 + 3
Federal grants 107,500 - 13
Revenue sharing -0- -100
General fund 572,500 0
Transit levy 345,400 0
University Heights 24,616 - 6
Misc. 1,000 0
Total $1,893,500 - 7
Figure ll(R) - FY87 Impacts of the Service Alternatives
I
I
I FY 1986
I Option 1
I Option 2
1 Option 3.
I Option 4
1 Option 5
Itranait.
I Budgeted15e'acted
Service
IMaintain Present] ' Service
I Major Service
IMajor Service
I
I
I
tEService and
I Reductions
I Reductions. No
l&eductiOne and
110 FT and 3 PT
IP05itions slim.
I
I E B M rare
I Fares
I
I Fare Increase.
land Fare Increase
-------------------------------
Forecasted Annual Ridership
_------------------------------------------------------
1 2,091,000
I 2,246,500
1 2,091,000
___-_____-______________-------------------------------
1 2,018,100
1 1,721,200
1 1,505,600
---------------------------------
Farebox Revenue
-----------------------------------------------------------------------------------------------------------
1 $820,400
1 $918,100
1 $820,400
1 $792,900
1 $678,900
1 $769,684
______________________________________________________________________•-__________--_____-______________-_____-------------------------------
Transit Levy
1 $345,400
1 $586,200
1 $586,200
1 $586,200
1 $586,200
1 $345,400
______________________________________________________________________•-_______-----______-__________________-------------------"------------
General Fund
1 $572,600
1 $945,505
1 $833,112
1 $734,671
I $595,111
I $572,500
____________________________________________________________________________________________________________________________________________
Total Operating Expense •
1 $2,426,900
1 $2,615,000
I $2,398,900
1 $2,271,300
I $2,014,400
I $1,893,500
________________________________________________________________________________________'---------------------________-___________�_-________
Total Capital Expense
1 $51,800
1 $300,000
1 $54,000
1 $54,000
I $54,000
1 0
-----------P --------------------------------------"-----------------------------------------------------------------------------------------
Farebox-Ex ense Ratio
1 .34
1 .35
1 .34
1 .35
1 .34
1 .41
Impact Assessment:
__-__--ease
I
Increase in service None
I I
[Reduced evening
IMajor impacts on IMajor impacts on
11 ith
I
I
Ilevel benefitting
(entire community.
I
I
land Saturday Iusare, ecpeciallyla users w
Iservlce a£fectinglon transit Iservlce reduct.
1
]New fare for eld.
I
Itranait.
Idependants.
land fare increase
[and handicapped.
I
I
I
I _ _
Transit Employees I
17 new full-time
I None
15 FT and 5 IT
110 FT and 3 PT
IP05itions slim.
1 15 FT and 3 PT
I positions slim.
I
(positions,
I_____________]positions
slim.
--____
------------------------------------------------------------------
Capital Requirements I
]Purchase 8 new buses
IFurchase buses
I P=cbasee2bses
i purchase buses
i None
I
1
I Rehab 3 buses
I Rehab 3 !uses
I Rehab 3 buses
I _
-'--=---------------------------------------
Taxpayers I
Ss---------------------------------------------------�-----------------------------
I gni£. increase in Significant
I Significant
Increase in
None
]
llocal funds req'd.
Iincreaae in
I increase in
1 Transit Levy
I
'State funds needed.Ilocal
funds.
I local funds.
Only.
City of Iowa City
MEMORANDUM -
Date: November 22, 1985
To: City Council
From: City Manager,,/1r� /
Re: Liability Insurance and Tort Liability
Both the City Attorney and I are working on the issue of liability insurance
and tort liability in various State-wide groups and organizations, including
the League of Iowa Municipalities, the Advisory Commission on Intergovern-
mental Relations and the Iowa Municipal Attorneys Association. The Legisla-
tive Committee of the City Council will wish to discuss this matter at a
future meeting. I bring this matter to your attention only because the
Legislative Committee has not met concerning this issue.
NGB/sp
cc: Terry Timmins
02- /3�
City of Iowa City
MEMORANDUM
Date: November 19, 1985
To: City Council
From: City Manage;' !�j ` —
Re: Sidewalk Snow Removal - Bridges and Culverts
Attached is a memorandum from the Director of Public Works indicating that
the Public Works Department wishes to transfer the responsibility for
removing snow on sidewalks that cross small bridges and culverts to the
property owner on whose property the sidewalk is located. Over the years the
City has assumed responsibility for snow removal in these areas. However, in
light of increased liability and additional street mileage, it appears that
this should more appropriately be a responsibility of the property owner. The
City will continue to remove snow on major bridges and culverts either
because of the size or that the City is the adjacent property owner. This
policy change will be implemented and the individual property owners
notified, unless the Council instructs otherwise.
cc: Director of Public Works
City Attorney
/sp
02131
. City, of Iowa City
MEMORANDUM
Date: November 5, 1985
To: Neal Berlin, City Manager
From: Chuck Schmadeke, Director of Public Works C_
Re: Sidewalk Snow Removal from Bridges and Culverts
The City Street Division currently removes snow from sidewalks on 26
bridges and culverts, some of which are ten feet or less in length.
However, with the additional street mileage that has been added in recent
years, the increased liability for the City with regard to snow and ice
removal from streets and alleys, and the decreased liability for the City
with regard to snow and ice removal from sidewalks, the Public Works
Department recommends that the responsibility for removing snow and ice
from small bridges and culverts be borne by the adjacent property owner.
The Street Division does not have the resources to remove sidewalk snow
within 24 hours after a storm as required by City ordinance, and at the
same time, comply with the City's snow removal policy for streets and
alleys.
Following is a list of bridges and culverts where it is recommended that
sidewalk snow removal becomes the responsibility of the adjacent property
owners:
1. The culvert on Prentiss Street west of Gilbert Street.
2. The bridge on Johnson Street between Iowa Avenue and Washington
Street.
3. The culvert on Evans Street south of Jefferson Street.
4. The bridge on Glendale Road over Ralston Creek.
5. The bridge on Governor Street south of Jefferson Street.
6. The bridge on Dodge Street over Ralston Creek.
1. The bridge on East College Street east of Muscatine Avenue.
8. The bridge on Center Street between Rundell and Grant Street over
Ralston Creek.
9. The bridge on Sheridan Avenue over Ralston Creek.
10. The culvert on Friendship Street over Ralston Creek east of First
Avenue.
11. The bridge on Meadow Street over Ralston Creek.
12. The bridge on Brookside Drive over Ralston Creek.
c,2/3,P
2
11. The culvert on Mayfield Road over Ralston Creek.
14. The culvert on Potomac Drive over Ralston Creek.
15. The culvert on Washington Street over Ralston Creek.
16. The culvert at Muscatine and Court over Ralston Creek (north side
only).
17. The culvert on First Avenue over Ralston Creek (east side only).
The City Street Division would continue to be responsible for sidewalk
snow removal from the following bridges and culverts, either because of
their size or because the City is the adjacent property owner:
1. The culvert on Benton Street over Ralston Creek.
2. The bridge on Melrose Avenue over the railroad.
3. The bridges on Burlington Street over the Iowa River.
4. The bridge on Benton Street over the Iowa River.
5. The culvert at Kirkwood Avenue and Dubuque Street over Ralston Creek.
6. The bridge on Summit Street over the railroad tracks.
7. The bridge on Dodge Street over the railroad tracks.
8. The culvert at Muscatine Avenue and Court Street over Ralston Creek
(south side only).
9. The bridge on Third Avenue over Ralston Creek.
10. The bridge on Second Avenue over Ralston Creek.
11. The culvert on First Avenue over Ralston Creek (west side only).
12. The culvert on Friendship Street over Ralston Creek at Creekside Park.
bdw5/6
; .
City of Iowa City
MEMORANDUM
DATE: November 21, 1985
TO: Wastewater Treatment Facility Review Committee $ City Council
FROM: Charles J. Schmadeke, Director of Public Works
RE: Committee Meeting
This memorandum will confirm our meeting for 2:30 p.m. on December 5,
1985, to be held in the City Manager's conference room. The purpose
of this meeting will be to further discuss implementation methods for
selected alternatives.
�?/39
DECRIMINALIZATION OF MUNICIPAL CODE VIOLATIONS
AND
ESTABLISHMENT OF A MUNICIPAL INFRACTION CITATION PROCESS
Presented by
Douglas W. Boothroy
Director of Housing and Inspection Services
Iowa City, Iowa
Iowa NAHRO/APA Fall Conference, November 20-22, 1985
It is proposed that enabling legislation in the State Code of Iowa be pro-
vided to allow violations of municipal codes to be cited as civil penalties
(i.e., decriminalization). A rationale, procedures, and legislative require-
ments are presented. Conversion to the civil' penalties -and infraction cita-
tion process will aid in enforcement and compliance of municipal codes
relieving Iowa communities of costly onerous litigation. This approach would
be both fiscally responsible and administratively efficient. The State of
Iowa is currently having difficult economic times. State and local govern-
mental bodies are searching for means to provide the same or increased serv-
ices with fewer dollars. Our leaders have the opportunity to include Iowa in
the first group of states to provide enabling legislation which would allow
for decriminalization of code enforcement and the establishment of the in-
fraction citation process. This action would provide a positive approach to
lowering the cost of local government while increasing the efficiency of code
enforcement.
ais�
i
INTRODUCTION
Iowa Law as criminal misdemeanors and as such are subject to the
Under the current system, violations of municipal codes are treated under
criminal
enforcement process. This process has proven to be rigid and expensive, as
well as ineffectual as a deterrent to violators. In ajudication, courts
often find it difficult to treat a zoning violation with the same formality
and seriousness as the other criminal offenses they consider. Decrimin-
alization would authorize the magistrate division of the district court to
abate violations through civil remedies. Decriminalization would also make
it possible to implement the infraction citation process.
Through the implementation of the infraction• citation process (sometimes
referred to as the "traffic ticket" approach), code enforcement would be
streamlined. This process would be more efficient and economical than the
traditional method now employed of enforcement through litigation. The
citation is recognizable and understandable to most citizens. Consistency in
enforcement would be improved because of the ease and directness of the
process. Enforcement can be more immediate and timely. Finally, the citation
approach has been shown to be an effective way of "getting the attention of
the property owner" so that correction can be accomplished.
In order for these approaches to be implemented, statutory authority, both at
the state and local levels needs to be provided. In particular, a new chap-
ter or amendments to the State Code concerning civil penalties must be
adopted. These changes must deal broadly with the various codes needed to be
decriminalized (e.g. building, zoning, and housing) and also provide the
necessary authority to local administrative officials to issue citations.
SELECTED COMMUNITIES USING THESE PROCEDURES
Oakland, California
In Oakland, California, the infraction citation method for municipal code
enforcement has been well accepted. The city began its new system January 1,
1984, and has found the system to be an efficient and effective way to remedy
previous problems with their often cumbersome criminal procedure. City
departments have supported the reduction in procedural formality of an in-
fraction system as a means of improving the efficiency of enforcement ef-
forts. The community Oakland has been pleased to find that blighted
conditions and health and safety hazards in neighborhoods are more easily and
quickly removed. The District Court and municipal courts are encouraged by
the reduced penalties and simpler procedures of the infraction system as it
allows more time to concentrate upon the most serious criminal offenses.
The conversion involved an overall review of the municipal code, the develop-
ment of new forms and procedures and the training of personnel. This neces-
sarily involved time and effort on the part of city employees but brought
efficiency in the long run. It was found that more strategy and interde-
partmental coordination were as important as the legal changes being made.
o lqd
The City found that using a strategic approach to enforcement in combination
with infraction citations was the best approach to follow. A strategic
approach involved the use of a combination of warning letters and formal
enforcement mechanisms most appropriate to the violation, inter -departmental
coordination, a prioritizing of targets for enforcement, and deadlines for
corrections along with enforcement of these deadlines.
The City of Oakland views the new infraction system as a success. Code en-
forcement has increased through better administrative procedures and person-
nel who are better informed.
Annapolis, Maryland
In 1982 the City of Annapolis, Maryland, passed a Municipal Infractions
Ordinance which established a system for violations of the Municipal Code.
Those violations that have been specifically declared as infractions are
subject to fines ranging from $50 for the initial offense to $100 for repeat
offenses. These citations are payable within 20 days, of having been sent.
Enabling legislation for the establishment of the system is found in Article
23A, Section 3 of the Maryland Code, relating to Municipal Infractions and
also in Violation of Ordinance and Resolutions. According to the Annotated
Code of Maryland, "The legislative body of Municipality shall have the power
to provide that violations of any municipal ordinance shall be a municipal
infraction unless the violation is declared to be a felony or misdemeanor by
law or ordinance." Further, "Those officials authorized by the legislative
body of the municipality may deliver citation to any person whom they ad-
judge to be committing a municipal infraction." (Annotated Code of Maryland,
Article 23A, Section 36).
The initial implementation period in Annapolis included the usual procedural
difficulties that accompany any new ordinance. The City addressed these
problems by making frequent changes in staff procedures, working through the
process on a case by case basis, and re-evaluating procedures to make neces-
sary changes.
Fairfax, Virginia
In January 1985, the General Assembly of Virginia adopted legislation which
permits counties with the urban county executive form of government to estab-
lish civil penalties for certain zoning violations. On October 7, 1985, the
Board of Supervisors of Fairfax County, Virginia, adopted an amendment to
their zoning ordinance which, in effect, decriminalized many ordinances.
This ordinance consists of a combination of criminal violations and civil
penalties. Based on a review of the types of zoning violations most fre-
quently requiring the enforcement activity, the proposed amendment designates
very specific violations for civil penalties including such things as non-
conforming use violations, prohibited signs on private property, and animal
restrictions. The violations are considered "infractions" and were set aside
because they are frequently the subject of citizen complaints, more readily
identified as violations, and can be easily documented. Any violation of
this revision of the ordinance other than those noted as infractions are
designated a misdemeanor.
ais46
4
The approach taken by Fairfax County is slightly different from the previous
examples in that only a few violations are subject to civil penalty. Since
the ordinance is very new, it is impossible to make an appraisal of its
effectiveness at this time, but the zoning administration recognized, and is
open to, the need for evaluation and modification of the approach as needed.
PROCEDURE FOR DECRIMINALIZATION OF MUNICIPAL CODE VIOLATIONS
The proper enabling legislation, at the state level, is essential if a new
ordinance is to be implemented within validity. Changing the procedure for
the enforcement of municipal code violations may necessitate an alteration
of, or addition to, the state code. The Code should clearly state that it is
in the power of municipal corporations to consider the violation of an ordi-
nance as a "municipal infraction." Infraction has been defined as a violation
of an ordinance as a civil offense, in which an admission of guilt is not a
criminal conviction for any purpose, nor does it impose any of the civil
disabilities ordinarily imposed by a criminal conviction. The enabling legis-
lation should also allow for the delivery of a citation to any person that
the local legislative body judges to be committing a municipal infraction.
Once the enabling legislation is enacted, the municipality has the ability to
implement its own legislation and will convert the municipal code violations
to infractions subject to civil penalties. In order to establish this local
legislation, substantial preparation must occur. In particular, preparation
would ideally include the following steps:
1. Review the City Municipal Code to identify those violations which war-
rant infraction citation.
2. 'Modify or add to existing Municipal Code to allow for the civil penal-
ties approach.
3. Establish and adopt a set of specific procedures and forms for the
administration and processing of infraction citations. These forms and
procedures must be accepted by the Magistrate Court.
4. Train personnel to implement and administer the new system.
S. Inform the public of the new system.
LEG
ION OF CODE
For the purpose of describing enforcement procedures and establishing civil
penalties and procedures for abatement of violations of municipal ordinances
and resolutions.
Municipal infractions:
1. The governing body of a municipality may provide that any violation of a
municipal ordinance shall be a "municipal infraction" unless the viola-
tion is declared to be a felony or misdemeanor by law or ordinance. A
municipal infraction is defined as a civil offense. A municipal infrac-
tion is not punishable by imprisonment. A person charged with a munici-
0�l elo
5
pal infraction shall not be entitled to a trial by jury. The legislative
body of a municipality may classify as a municipal infraction any viola-
tion of:
a. City construction and maintenance codes, such as the Uniform Plumbing
Code, Uniform Mechanical Code, Building Code, Housing Code and Fire
Code.
5. Zoning regulations.
2. Those officials authorized by the governing body of the municipality may
issue a citation in lieu of arrest to any person whom they judge to be
committing a municipal infraction pursuant to the authority to issue a
citation as provided in Sections -805.1 to 805.5. Issuance requires
personal service upon the person being charged. At the time of service
the person being charged must sign a citation which is a promise to
appear in court. Unless the person charged refuses to sign this state-
ment, the person would not'be subject to arrest. A copy of the citation
shall be retained by the issuing authority and shall bear certification
attesting to the truth of the matter therein set forth. The citation
shall also contain:
a. Name and address of the person charged;
b. Name of the infraction;
c. The location and time that the infraction occurred;
'd. The amount of the infraction fine assessed;
e. The manner, location and time in which the fine may be paid;
f. The time and place at which the person is to appear in court; and
g. The penalty for non-appearance.
3. A fine not to exceed $100 may be imposed for each conviction of a munici-
pal infraction. The governing body of any municipality has the authority
j to adopt a schedule of civil penalties or criminal fines for violations.
4. The municipality shall forward to the Clerk of Court a copy of the cita-
tion. All fines, penalties or forfeitures collected by the magistrate
court for violations of municipal infractions shall be remitted to the
municipal government in accordance with Section 602.8106. If the violator
fails to appear before the court, a warrant shall automatically issue for
his/her arrest. Failure to appear is a separate violation and shall be
treated as criminal contempt of court.
5. The violator shall be liable for the costs of the proceedings in the
magistrate court. The surcharge as provided in Section 911.2 shall not
be imposed.
a/ el -o
6
6. Adjudication of a municipal infraction as defined herein is not a crimi-
nal conviction for any person, nor does it impose any of the civil disa-
bilities ordinarily imposed by a criminal conviction.
7. In any proceedings for a municipal infraction, it shall be the burden of
the state to prove the guilt of the defendant to the same extent as
required by law in the trial of a criminal case, and in any such proceed-
ings, the court shall apply the evidentiary standards as prescribed by
law or rule for the trial of criminal causes.
8. In any proceedings for a municipal infraction, the court shall ensure
that the defendant has received a copy of the charges against him and
that he understands those charges. In such proceedings the defendant
shall be entitled to cross-examine all witnesses who appear against him,
to produce evidence or witnesses in his own behalf, or testify in his own
behalf if he elects to do so.
9. In any proceedings for a municipal infraction, defendant shall be enti-
tled to be represented by counsel of his own selection and at his own
expense.
10. In any proceedings for a municipal infraction a defendant may enter a
plea of guilty or not guilty, and the verdict of the court in such case
shall be:
a. guilty of a municipal infraction, the court in addition to collection
of fines shall prevent such unlawful erection, construction, recon-
struction, alteration, repair, conversion,. maintenance, or use to
restrain, correct, or abate such violation, to prevent the occupancy
of any building, structure, or land, or to prevent any illegal act,
conduct, business, or use in or about such premises,
b. not guilty of a municipal infraction.
11. When a defendant has been found guilty of a municipal infraction and a
fine has been imposed by the court, the court may, at its discretion,
direct the payment of said fine be suspended or deferred under such
conditions as the court may wish to establish. Whenever a defendant has
been found guilty of a municipal infraction and willfully fails to pay
the fine imposed by the court, that willful failure may be treated as a
criminal contempt of court, for which the defendant may be punished by
the court as is provided by law in such cases.
12. A defendant who has been found guilty of a municipal infraction shall
have the same rights to file a motion for a new trial or a motion for a
revision of a judgment as are now provided by law or rule in the trial
of a criminal case. The said motion shall be made in the same manner as
is now provided in the trial of criminal cases, and the court, in ruling
on said motions, shall have the same authority as now provided in the
trial of criminal cases.
o;? / el0
7
SUMMARY
Conversion to the civil penalties approach will aid in the enforcement and
compliance of municipal codes relieving Iowa communities of costly and oner-
ous litigation. This approach would be both fiscally and administratively
efficient. The State of Iowa is currently facing difficult economic times.
State and local governmental leaders are searching for means to provide the
same or increased services with fewer dollars. our leaders have the opportu-
nity to include Iowa in the first group of states to provide enabling legis-
lation which would allow for decriminalization of code enforcement and
establishment of the infraction citation process. This action would provide
a positive approach to lowering the cost of local government while increasing
the efficiency of code enforcement.
The author wishes to acknowlege the assistance of University of Iowa stu-
dents, Kim Dittmer, Suzanne Elwell and Mark Niles.
a104
City of Iowa City
MEMORANDUM
OAil: November 20, 1985
TO: City Council
FROM: Richard Frantz, Senior Buildup
Rf: Bulk plant site located at 624 S. Gilbert
Cn August 28, 1985, the plan review for the new building to be located at
624 S. Gilbert (balk plant site) was canpleted, and the building permit
was ready to be issued. As of this date ro one has picked up the building
permit.
City of Iowa City
= MEMORANDUM
Date: November 18, 1985
To: Charles Schmadeke, Director of PuVc Works
From: James Brachtel, Traffic Engineer
Re: Traffic Counts on Melrose Court
It has been requested that the Traffic Engineering Division conduct traffic
counts along Melrose Court. These counts were taken during the week of
November 11, 1985. Two whole -day data sets were collected Wednesday and
Thursday. This data has been added to the data that has been collected since
1918. It is shown on the attached drawing.
Should you need additional traffic counts or wish to have the data depicted
in a different manner, please don't hesitate to contact me.
bjl/11
N
NO SCALE
BEFORE
II -1+411 TOES 1816
11.15 -TS WED 1730
BEFORE 11.16-75 MR 1709
II -I4-78 TUES 300+ AFTER
11.13.76 WED 2936 5-11-110 TUE3 2013
U11
11.16.76 TN2837
5.7.80 WED 1900
AFTER jI KOSER�AVE 7f 6-6.110 TNUR 19+7
5.9-80 TUES 3115 N� 4-0.83 TUEWED 708
3.7.60 WED 3116 L� +-e•ea WED 17[+
11-- NE 4.7.85 TOUR 1774
5-e-110 TNUR 3216 III
U1 HIGHLAND DR w
1�ir DEC 0 TUES 1763
4.0•tl3 TurWED 33 4 �f I DEC 63 THU 1597
/•8•tlD WED 338+ N JI W DEC eD TNUR 1797
4.7.03 TOUR 3555
MARIETTA AVE APR 85 TUES 2504
DEC B! TUES 3183 MY 113 WED t609
DEC 83 WED 3663 MY Is THURLSIT
DEC 63 TOUR 3569 OAKCREST ST
NOV M WED [265
xOV 68 712[1 4661
APR 65 TUES 3722
MAY 83 WED 3995
MAY ae TOUR 4550
NOV 85 WED 5760 NTON ST
NOV 65 TOUR 3316
i
I
i
i
I
1
NOV 95 COUNT! OUR IIID IIFCONSTNUCTION OF
J
eURLINGION3T BNIDUI.UASKE7D9.L GAME
WCONCSDAYNIOHT
9
AFTER
5-6.50 TUES 1507 �
5 -7 -BO WED It"
5-5-80 TOUR 1250
46.0 TUn 17T[
4 -bee WED 1794
1.7.11! YOUR 1895
DEC 63 TUES 1691* M
DECO WED 1416M COUNTS TAKEN DUAINS O OF I
DEM TNUR 150046 FINAL EXAMINATION WEEK.
BEFORE
9.19-79 TUES 235
FI679 WED "a
9-111-711 THOR ESM
AFTER
4.1141 TUE9 1234
4-6.81 WED 1191
4.9-61 YOUR 1174
4-2742 TUES 1197
4-282 WED 1261
4-29-92 TNUII IW
483 TOES 1279
4683 WED 117E
4.743 TRUR ID57
DECOR TUE3 1421
DEC83 WED 1339
DEC 93 YOUR 1464
APW 0 VMS MO
MW M WED 1979
awn THUS INS
NOVO WED 1467
NOVO TOUR 1912
APR 0 TUE 2115 I
MEY66 WED t079
MAYSS TOUR 6AIS
NOVO WED 2131
NOVO TRX1 2190
TRAFFIC COUNTS BEFORE AND AFTER
THE INSTALLATION OF A TRAFFIC
DIVERTER AT MELROSE COURT ANII
MYRTLE AVENUE
i
I
1
APR 0 TUE 2115 I
MEY66 WED t079
MAYSS TOUR 6AIS
NOVO WED 2131
NOVO TRX1 2190
TRAFFIC COUNTS BEFORE AND AFTER
THE INSTALLATION OF A TRAFFIC
DIVERTER AT MELROSE COURT ANII
MYRTLE AVENUE
OF
PRECEDING
DOCUMENT
City of Iowa City
MEMORANDUM
Date: November 18, 1985
To: Charles Schmadeke, Director of pu, is Works
From: James Brachtel, Traffic Engineer
Re: Traffic Counts on Melrose Court
It has been requested that the Traffic Engineering Division conduct traffic
counts along Melrose Court. These counts were taken during the week of
November 11, 1985. Two whole -day data sets were collected Wednesday and
Thursday. This data has been added to the data that has been collected since
1918. It is shown on the attached drawing.
Should you need additional traffic counts or wish to have the data depicted
in a different manner, please don't hesitate to contact me.
bjl/11
BEFORE
11.14.70 TOES 3004
II. 15. Ta WED 2a5a
II.46-70 TNUR 2937
AFTER
0•e-90 TUEB 3204
3-7.60 WED 1115
6.9.60 TNUR 3236
4-D 63 TUEB 3LU4
4-6-85 WED 33114
4.7-03 TNUR 3535
DEC 03 TUEB 31113
DEC 03 WED 3363
DEC 83 THUR 3569
APR93 TUE! 3722
MAY
YAY 93 WED ]9999
]
EEAV 65 TNM 4550
NOV 115 WED IS
M
NOV 05 TNUR 3719
ip
NOV 65 COUNTS DURING RECONSTRUCTION Of
BURLINGION ST GRIGG I., UASNETUALL GAME
WEDNESuAY NIGHT
L
N
NO SCALE
BEFORE
11.14.76 TOES 1616
II -15-70 WED 1760
II. 10-T5 TNUR 1769
AFTER
6-6.80 TOES 2015
5-7-00 WED 1900
5.0.80 THUR 1947
.5' 63 IDES 1709
4-6.83 WED 1714
4.7.03 THURIT74
DEC 83 TUES 1765
DEC 85WED 1551
DEC 83 TNUR 1797
AMI 65 TOES MD4
YAy M WED 409
WAY 83 THUR 1117
NOV 65 WED 1285
NOV 95 THUR 1051
9
AFTER
69.80 TUE! 1507
5.1-60 WED 1299
6-9-60 THUR 1250
4.6.85 TOES 1772
4.603 WED 1794
4.7.e3 THIN IB93
DEC M TUEa 149151 *COUNTS TAKEN DURING U Of S
DEC 99 WED IIY"
DEC63 TNUR IWON FINAL EXAMINATION WEEN.
ATR 94 TUE 2113
WY86 WED EO20
IYYM TNUR 6i8 -
NOV63 WED 2151
NO7 M THM Eli ���—
BEFORE
9.19.79 TUEB 1351
61678 WED 2=
9-1449 TNUR 2984
AFTER
4.14.91 TUE5 1259
4-661 WEU 1191
4-601 THUR 1174
4.21,42 TOES 1197
4.1697 WED 1961
4.29-62 TNUR 1SAR
4.685 TUE51275
4183 WED1271
4.7-63 TNUR 1917
DEC63 TOES 1421
DEC83 WED 1539
DEC 80 THUR 1461
AIR M M9 IMD
WIND" TIM 1648
RDVM WED 1407
NOVO TNUR 1871
TRAFFIC COUNTS BEFORE AND AFTER
THE INSTALLATION OF A TRAFFIC
DIVERTER AT MELROSE COURT AMI
MYRTLE AVENUE
a
BEFORE
11.14.70 TOES 3004
II. 15. Ta WED 2a5a
II.46-70 TNUR 2937
AFTER
0•e-90 TUEB 3204
3-7.60 WED 1115
6.9.60 TNUR 3236
4-D 63 TUEB 3LU4
4-6-85 WED 33114
4.7-03 TNUR 3535
DEC 03 TUEB 31113
DEC 03 WED 3363
DEC 83 THUR 3569
APR93 TUE! 3722
MAY
YAY 93 WED ]9999
]
EEAV 65 TNM 4550
NOV 115 WED IS
M
NOV 05 TNUR 3719
ip
NOV 65 COUNTS DURING RECONSTRUCTION Of
BURLINGION ST GRIGG I., UASNETUALL GAME
WEDNESuAY NIGHT
L
N
NO SCALE
BEFORE
11.14.76 TOES 1616
II -15-70 WED 1760
II. 10-T5 TNUR 1769
AFTER
6-6.80 TOES 2015
5-7-00 WED 1900
5.0.80 THUR 1947
.5' 63 IDES 1709
4-6.83 WED 1714
4.7.03 THURIT74
DEC 83 TUES 1765
DEC 85WED 1551
DEC 83 TNUR 1797
AMI 65 TOES MD4
YAy M WED 409
WAY 83 THUR 1117
NOV 65 WED 1285
NOV 95 THUR 1051
9
AFTER
69.80 TUE! 1507
5.1-60 WED 1299
6-9-60 THUR 1250
4.6.85 TOES 1772
4.603 WED 1794
4.7.e3 THIN IB93
DEC M TUEa 149151 *COUNTS TAKEN DURING U Of S
DEC 99 WED IIY"
DEC63 TNUR IWON FINAL EXAMINATION WEEN.
ATR 94 TUE 2113
WY86 WED EO20
IYYM TNUR 6i8 -
NOV63 WED 2151
NO7 M THM Eli ���—
BEFORE
9.19.79 TUEB 1351
61678 WED 2=
9-1449 TNUR 2984
AFTER
4.14.91 TUE5 1259
4-661 WEU 1191
4-601 THUR 1174
4.21,42 TOES 1197
4.1697 WED 1961
4.29-62 TNUR 1SAR
4.685 TUE51275
4183 WED1271
4.7-63 TNUR 1917
DEC63 TOES 1421
DEC83 WED 1539
DEC 80 THUR 1461
AIR M M9 IMD
WIND" TIM 1648
RDVM WED 1407
NOVO TNUR 1871
TRAFFIC COUNTS BEFORE AND AFTER
THE INSTALLATION OF A TRAFFIC
DIVERTER AT MELROSE COURT AMI
MYRTLE AVENUE
CITY OF- IOWA CITY
CIVIC CENTER 410 E. WASHINGTON ST. IOWA CITY, IOWA 52240 (319) 356-5CC0
November 13, 1985
The Honorable Arthur Small
State Senator (23rd District)
427 Bayard
Iowa City, Iowa 52240
Dear Senator Small:
Enclosed please fine a copy of a Legislative Policy Statement and a
series of Resolutions formulated by the League of Iowa Municipalities
(LIM) for the 1986 legislative session.
This material was presented to the City Council by Mr. Roger Nowadzky,
LIM Legislative Counsel, an November 4, 1985. Although you will receive
this material from the League in the coming weeks, I believe that it is
important that you have every opportunity to review and consider the
stated priorities. The City council concurs with the policy statement
and our priorities for the upcoming session will be much the same as
those of the League.
I anticipate that City Council members, especially members of the
Council's Legislative Committee, and other City staff will have the
opportunity to discuss these matters with you prior to the. opening of
the upcoming legislative session. Please carefully consider the
enclosed material as it relates to the losses in revenue most cities,
including Iowa City, are experiencing due to cutbacks in state and
federally funded programs, and the severe reductions in services that
must result if cities are further financially constrained.
I hope you will not hesitate to contact me, other Council members, or
the City Manager if we can provide further information regarding these
matters. Your continued concern for the problems and issues facing Iowa
City is appreciated.
Sincerely yours,
ohn McDonald
Mayor
cc: City Council
City Manager /
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MINUTES OF STAFF MEETING.
NOVEMBER 13, 1985
Referrals from the special Council meeting and the informal Council meet-
ing of November 12, 1985, were distributed to the staff for review and
discussion (copy attached).
Items for the agenda of the regular Council meeting on Novemher 19, 1985,
were read and submitted to the Assistant City Manager.
Acting Director of Parks and Recreation Al Cassady introduced Joyce
Carroll who will assume the duties of Acting Director on November 18,
1985. Al briefly described his new position as Director of Parks and
Recreation for the Joliet, Illinois Parks District.
The City Manager related to staff the discussion by the City Council of
the recently completed Transit Study and related financial issues and the
relationship of these to the entire FY87 budget. The discussion included
reference to service levels, budget monitoring, service alternatives and
revenue sources.
The Assistant City Manager advised several department heads that represen-
tatives from Hansen Lind Meyer, architects for the Civic Center Addition
and Remodeling project, wished to meet with them to discuss space needs. A
sign-up sheet was circulated to establish specific times for meetings on
November 14, 1985.
Prepared by: qe
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Assistant City Manager
v.
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Special Council Meeting
Informal Council Meeting
DATE
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3m Sul
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Extension of I
(403) Area
Public Hearings
CDBG Recommenda
Benton Street Ct
Transit Issues
Transit Budget I
1
Special Council Meeting
Informal Council Meeting'
DATE: November 12, 19A
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SUB,
Russell's Salvag
Dodge & Kirkwood
Article: Free P
Information for
Pana -9- �'
MINUTES OF STAFF MEETING
NOVEMBER 20, 1985
Referrals from the informal and formal Council meetings were distributed to
the staff for review and discussion (copy attached).
The City Manager pointed out that a special meeting will be scheduled during
the informal Council meeting on November 26, 1985, for the purpose of_taking
formal action on pending IRB applications. He advised staff that other items
needing immediate attention could be placed on the special meeting agenda.
The Assistant City Manager reminded staff that the upcoming holiday schedule
will require that items for the regular Council meeting of 'December 3, 1985,
must be submitted to the City Manager's office by 9 a.m. on Tuesday, November
26, 1985.
� The City Manager updated staff on the efforts being made to address the
projected FY86 budget deficit.
prepared by:
Dale E. Hellijig
Assistant City Manager
V/?/V
QJ
Informal Counci
DATE: November 18. 1
W W
)CO
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Professional Si
Consultants
Meeting with Bo
Meeting schedul
_ ------ —
Regular Codncil Meeting
ATE: November 19, 1985
PENDING COUNCIL ITEMS
U W
0
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ltl W
}
��
�Z
SUBJECT
�"w
�W
REFERRED DATE
To DUE�W
Qin
o
COMMENTS/STATUS
w ¢
a
Temporary Certificates of
Ordinance ammendment Passed and
Occupancy
11-19
H &.I 5
I
Adopted.
Sale of "Parcel c"
I1-19
p & p p/
Schedule for informal discussion
ACM
on December 2nd. Notify bidders
artial Tax Exemptions
11-19
P & P D
Ordinance amendment re: Research -
Service Facilities, etc. Passed and
Adopted.
Status of Redevelopment
11-19
H & I S
Has building permit been issued for
former bulk plant site on S/ Gilbert?
Street Storage
11-19
Police
Vehicle on Kenwood. Continue to
cite violations
S. Riverside Drive
11-19
P & P D
Status of renaming?
istorical Information on
ELDEI
.�, ELDERLY SERVICES AGENCY of Johnson County
28 South Linn Street • Iowa City. Iowa 52240.356-5215
1984-1985
BOARD OF DIRECTORS
President Stan Good
Vice President Don Benda
Treasurer Stan Miller
Secretary Corinne Schoer
Roberta Patrick
Marian Van Fossen
Dr. Loraine Frost
Mary Rock
Gary Haymond
Doris Hughes
Betty Erickson
Whitey Piro
Robert Randall
Staff:
Executive Director Jeanne Snow
Chore & Respite Care Coordinator Art Anderson
Outreach/I & R Coordinator Joan Cook
Shared Housing Coordinator Donna Nielsen
Part-time Assistant Ethel Madison
Practicum Students:
MSW - Chore & Respite Care Jim Whitsitt
B.A. - Outreach/I & R Julie Noel-Wasta
B.A. - Outreach/I & R Lori Foster
B.A. - Shared Housing Cori Gunnells-Shaeffer
1247 Melrose
5 Fairview Knoll
2 Cottaqe Dr., RR 6
RR 2
515 Oakland
808 Caroline Avenue
701 Oaknoll Drive
320 East Washington
330 East Court
1686 Ridge Road
3025 Raven
521 South Governor
1659 Ridge Road
i% .
t
ELDERLY SERVICES AGENCY of Johnson Count
28 South Linn Street • Iowa City. Iowa 52240 • 356.521
November 14, 1985
MESSAGE FROM THE PRESIDENT
It is a pleasure to report good news -- everyone likes to hear it and the messenger
need not worry about personal reprisals! Our good news is included in the attached
Annual Report for 1984-85. The report provides information on what our programs
do, on what it costs to run them, and on how many units of service they provided from
July 1, 1984 to June 30, 1985. As you will see, ESA continued to increase services
to the elderly citizens of Johnson County to meet their needs for chore and respite
care, outreach and advocacy, information and referral and shared housing.
The Board of Directors is aware that credit for the increasing quality and quantity
of service is due to the interest, compassion, energy, creativity and professional
competence of a fine staff and the efforts of our committed students and volunteers.
During this last year we have seen effective working
nhrelationships
econtinue
nt and Assessgrow
among the human service providers in the County. The
Case ment
Team, for example, goes a long way to insure an effective network of service among
the high-risk and high -need elderly.
The members of the Board contribute a broad range of knowledge and interest to ESA.
Special recognition is due Miss Mary Rock, who retired from the Board at the end of
the last fiscal year. She has been a faithful and productive board member since the
agency opened its doors in 1980. Her concern for the elderly and her creative input
in policy and program development will be missed.
The Board expresses its appreciation to the staff: a special thank you goes to Art
Anderson, who has been with the agency from its beginning five .years ago, and who is
the personal friend of so many of our clients; and to Joan Cook, who brought a new
meaning to what "outreach" can accomplish; to Ethel Madison, who served both as a
volunteer and as a staffperson; to the students and volunteers who contributed 4,256
hours of service; and to Jean Snow who brings it all together to make real the
agency commitment to the elderly citizens of our area.
We greatly appreciate the continued financial support of the community through the
actions of the City Council of Iowa City, the Board of Supervisors of Johnson
County, United Way, the Johnson County Board of Health, the Heritage Area Agency
on Aging and the individual contributors who supported our efforts through the year.
With an excellent Board, a fine staff and so many helpful volunteers, we look to
another year of high-quality service to the elderly in Johnson County.
ii
tan ey oo , Prest ent. oar of D rectors
s
i
UNITS OF ESA SERVICE 1984-1985 COMPARED TO UNITS OF SERVICE 1983-1984
CHORE & RESPITE CARE OUTREACH &•ADVOCACY INFORMATION & REFERRAL
Chore Service Respite Care Phone Call & Surplus & Donated Phone calls in/out
Hours Hours Home Visits Food Distribution Walk-ins Referrals
18,971 N of oeoole(duo/ct) Made Received
'84 '85 '84 '85
TOTAL C & R 1985: 24,823
TOTAL C & R 1984: 17,337
1,903
11,789
***
***
3,635 ***
***
5,852
343
5,548
***
***
#*
*,*,*
1,557
***
***
***
***
*##
###
#**
#*
***
*+*
***
#*x
*##
348
***
***
***
***
x##
*+*
#*+
*#
#«*
*##
*##
*+x
#**
#x
'84 '85 '84 '85
TOTAL C & R 1985: 24,823
TOTAL C & R 1984: 17,337
'84 185 '84 185
*N = 69 N = 403 N = 433 N x 345
*N means number of clients or the
unduplicated count
1,903
***
***
3,635 ***
***
343
***
*,*,*
1,557
***
***
***
***
***
*+*
***
348
***
***
***
***
'84 185 '84 185
*N = 69 N = 403 N = 433 N x 345
*N means number of clients or the
unduplicated count
3,635 ***
343
***
***
***
*+*
***
178
***
***
*+*
*++
99
*+*
***
***
«**
3B
k**
184
'85
'84
'85
'84
'85 �j
SYNOPSIS OF ELDERLY SERVICES' PROGRAMS
1. THE CHORE AND RESPITE CARE PROGRAM helps older people remain in their own homes
as long as possible by maintaining the house and yard and caring for elderly
people when they become partially dependent. Choreworkers mow lawns, wash windows,
put up storms, shovel walks, do heavy cleaning, make home repairs and do simple
painting chores. Respite care workers sit with elderly people, helping with meals,
doing laundry and providing companionship. The cost to the elderly ranges from
$2 to $5 an hour and the workers are screened and reliable.
2. THE OUTREACH AND ADVOCACY PROGRAM reaches out to find the elderly person in need
of services. All clients using the agency are called regularly to keen them
informed of available resources and to try to anticipate problems associated with
aging. Volunteers make home visits to the homebound and lonely and deliver
government surplus foods as well 'as foods donated by local businesses. They
take people to the grocery store during the bad -weather winter months and in
especially needy cases go shopping for them. Staff members take applications
for energy assistance and weatherization, help with rent rebates, insurance
problems and intervene with the various bureaucracies the elderly must deal
with when they apply for help. Staff train volunteers and organize teaching
sessions in areas of special interest. Staff also participate in the Case
Management and Assessment Team meetings to organize services for clients needino
the help of three or more agencies.
3. THE INFORMATION AND REFERRAL PROGRAM answers questions, tells people about
available services and refers them to the agencies where they will find help.
They follow up these referrals to make sure that needs have been met. ESA
maintains a comprehensive, up-to-date reference system for volunteers and staff.
If we do not know the answer to a question, we take the client's number and call
back when we do find out.
4. SHARED HOUSING is a new program that arranges for two unrelated people to
share a home (each having a bedroom and sharing the other living areas of the
house) so that the elderly homeowner can bring in extra income and/or be
provided with some help for simple household chores. Its aim is to keep the
elderly homeowner in an environment where independence is guaranteed through
the provision of companionship, services and extra income.
1
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2
PROGRAM I
CHORE AND RESPITE CARE
1. What it does:
The ESA Chore and Respite Care program helps older people remain at home
as long as possible. We do it in two ways: (1) We do chores: helping
with snow shoveling, lawn care, minor home repairs, fall and spring
cleaning and the like, and (2) we provide respite care: helping the elderly
person who becomes partially dependent on others for day-to-day survival.
Respite care workers help by preparing meals, washing clothes, and doinn
simple household chores as well as by providing comnany and relief to
family caretakers. ESA respite care workers do not provide bodily care
nor do they provide long-term 24-hour care. The difference between
respite care and ordinary chore work is the emphasis of the caregiver.
If the choreworker is hired by the older person to do a specific job,
that job is where attention is placed. The choreworker does not worry
about the older person while he is mowing the lawn. If the worker is
hired to provide respite care, the emphasis is on the needs of the older
person. Chores are secondary, albeit essential.
2. What it costs the elderly client:
Chorework and respite care cost between $2 and $5 an hour. The rate of nay
is determined by what the older person can afford. The chore coordinator
negotiates between the worker and the elderly person. .4 contract is signed
by both upon the completion of the .job and then returned to ESA. The
State of Iowa provide funds through the Homemaker Health Aide/Chore Service
Act to subsidize chorework (not respite care) for low-income elderly. Last
year only 4% of our low-income clients could not afford to pay for the
services they contracted. We used $5,200 of these funds to Dav their
choreworkers (allocated by the Johnson County Health Department).
3. How many hours of service did chore and respite care workers deliver last vear?
Chore and respite care workers provided 24,813 hours of service in FY 1985.
18,971 hours were for respite care and 5,852 hours were for chorework.
When compared to the hours of service provided during FY 1984, these
figures show a 430 increase over that total of 17,333 (which was uo 133"
over the 7,431 hours provided in FY 1933).
` 3
4. What did the program cost last year?
Salaries
$15,400
Benefits and taxes
2,040
Telephone
1,000
Office supplies and postage
400
Equipment purchase and repair
1,923
Office equipment maintenance
50
Printing/publishing
554
Local transportation
800
Choreworkers
5,289
Housing repair project
759
Miscellaneous
100
Total Expenditures $29,120
5. How many people were served? 450 (unduplicated count)
6. What was the unit cost?
$29,120 total expense divided by 24,813 service hours equals $1.17 an hour.
$1.17 an hour is the cost paid by our funding agencies to screen the workers,
refer them to the elderly, make equipment available which is in good repair,
and monitor service. The elderly people (except in cases of extreme need)
pay the choreworker for labor themselves. If the cost of paying for
labor for low-income elderly is deducted from the total cost of the program
($5289 from $29,120), the cost of administering the program is 96t for
every service hour.
7. How man�y_Qeo�lge had their chorework subsidized? How many service hours
were suUN zEU
4% of the service hours delivered last year were subsidized. 994 hours of
the 24,813 delivered were Paid for in whole or in part by Homemaker Health
Aide/Chore Service funds administered in Johnson County by the Department
of Health. We have forty-one very low-income clients whom we subsidize
when they ask for help with chores.
8. What's new about the program this year?
A handbook describing chore and respite care available throuah ESA has
been circulated throughout the county to make elderly citizens more aware
of ESA's most popular service. Jim Whitsitt, a Practicum student from the
School of Social 9ork, spent six months of the year assisting Art Anderson
with streamlining office procedures, interviewing chore and respite care
workers and keeping records.
o;�/VS
1
■
4
OUTREACH AND ADVOCACY PROr.RAM
1. What it does:
The goals of this program are to reach as many elderly citizens in Johnson
County as possible to assess their needs, inform them of programs avail-
able to them, to provide home visits and telephone reassurance whenever
necessary and/or desirable, and to take their part in dealings with the
outside world if they ask for help.
2. Who does it and how do they do it?
Students and community volunteers are trained by ESA staff to go into the
homes of elderly people to provide the personal, regular contact the home-
bound and isolated elderly person needs when social sonport systems begin
to drop away in old age. The telephone programs keeps us in touch with all
the clients who make any contact with our agency, however. This year we
developed a short-fom assessment we use to decide whether an elderly
person.does or does not need help with the activities of daily living.
On the basis of the scores on this assessment, all clients of Elderly
Services are classified as either high risk/high need, moderate need or
low need contacts. Those whom we classify as hiah risk/high need elderly are
called either once a week or once a day, depending on their circumstances.
People with moderate needs (somewhat isolated and in poor health, but not
highly dependent on others) are called once a month. Clients we classify
as low risk/low need (those who are completely independent) are called
every three to six months, depending on how many volunteers we have available
to make the calls.
Volunteers are trained to keep records of each outreach contact. These
j records are perused by Joan Cook, the Outreach Coordinator, before being
filed in the client's agency file where records of all contacts are kept.
This year we spent time integrating agency records in the main office so
that when a volunteer makes a contact with a client, records of all
interactions with our offices are in one place and up-to-date.
c:�/ fs
W
3. What are the Outreach programs? What did they do last year?
(a) Federal government surplus food and food donated by private industry
is distributed to low/moderate income elderly
Elderly people who have less than $9,720 a year to live on are eligible
for this food program. An average of 15 volunteers a month worked
4.5 hours to deliver cheese, butter, flour, cornmeal, rice, dried milk,
cereals and other foodstuffs to an average 355 people. 62 of these
people were homebound and had to have the food delivered by the volun-
teers. Residents of Coral Village and Capitol House had theirs
delivered to them as well (another 84 people). 59e (or an average of j
209) of the eligible elderly came to the Senior Center Classroom to
pick uo the foodstuffs, where volunteers were waiting to help them
check their application forms and sack their groceries. It takes
Joan Cook and one Dracticum student four working days to process these
forms and set up the program each month. Art Anderson spends the
whole of "cheese day" in the van picking up and delivering groceries.
(b) Telephone outreach and home visits:
Joan Cook organized students volunteering to do home visits and telephone
calls so that an average of 110 clients were telephoned each month
and 39 were visited in their homes. Records of each visit are kept
in the client's file and reports are submitted to Joan for her
perusal once a month discussing client needs. Volunteers took
people to the store 129 times during the worst days of winter.
In FY '84, the outreach program reached a total of 69 oeoole. Beginning
in the summer of 1934, all ESA clients were divided into three categories,
high risk, moderate and low-risk, depending on the state of their health
and the extent to which they needed in-home services. .411 high risk
clients are called at least once a week, if not once a day. Moderate
risk clients are called once a month and low-risk are called once every
three to six months. At the end of this fiscal year we were dealing
regularly with 403 people, an increase of 400% over the year before.
ESA has a formal traininq prooram for its volunteers. Professionals
from other agencies and from the University come to talk on tonics of
concern to outreach personnel. Regular meetings are held to discuss
special problems and speeches and presentations at the Senior Center
are advertised for general training purposes.
I
r
r�
6
(c) Advocacy
Helping clients with problems they have difficulty solving has grown
to be a more important part of ESA over the last year. Problems
range from representing the elderly who cannot represent themselves --
cases of elderly abuse, fighting eviction from a retirement complex
because of ill health, protecting the retarded elderly from exploitation,
finding money for expensive repairs to a broken water main and
arranging burials for families far away from elderly loved ones --
to investigating the possibility of fraud, help with bills and financial
management, help with rent reimbursement, living wills, and with funeral
homes pressing for payment. Staff regularly help elderly people with
applications for energy assistance and weatherization, in dealing with
the IRS, and by coordinating care with other agencies.
(d) Case Management and Assessment Team
The Outreach Coordinator, Chore and Respite Care Coordinator, Shared
Housing Coordinator and the Director work with other agencies when
three or more are involved in a case to make sure apnrooriate service
is provided.
4. What do Outreach and Advocacy cost the elderly client?
Outreach and advocacy are supported by our local funding agencies. The
elderly client is not charged.
5. How many units of service did this program deliver last yearZ
The Outreach visiting programs represented the highest gains the agency
made in service delivery during the last fiscal year. Volunteers made
1903 phone call and home visits to 403 people. The year before, in 1984,
we reached only 69 people through this proqram and made 348 phone and home
visits to them. This increase in the number of contacts made and the number
of people reached is due both to the efforts of our practicum student Julie
Noel-Wasta and our new Outreach Coordinator, Joan Cook. Julie set up the
phone program, and Joan elaborated the whole outreach system and supervised
the volunteers as they branched out into the community.
The food distribution program seemed to reflect both the more stringent
qualifications imposed by the government (counting social security monies)
and the need for more food among the people eligible for the commodities.
The fact that we had more food available this year may have had somethinq
to do with the number of times people came back as well. In 1984, 433
a/ 1/5'
7
people applied for the program. Each person was given food an average of
four times during the year. We had a duplicated count of having served
1,557 people. In FY '85, only 345 people applied, but each was served an
average of once a month. This ,year we had a duplicated count of 4,249
people. The food distribution program takes a major staff effort, to say
nothing of the 792 volunteer hours we registered for the program last year.
Staff involvement is complete on the day of the program. Preparation for
that day takes the Outreach Coordinator two full days of work beforehand.
Compiling reports on what has happened takes another full day after the fact.
The Chore and Respite Coordinator spends the whole of "cheese day" pickinq
up and delivering food.
Advocacy is something ESA has done without keeping adequate records until
this year. In the middle of 1985, we realized that we were spending more and
more time at advocacy, so we began to track our time commitments. For the last
half of the fiscal year, the director advocated for 24 people and spent 66
hours doing it. Advocacy involves discussions with families of elderly clients,
lawyers, nursing home administrators, City and County officials and the
various state agencies responsible for services like Medicaid and prescription
assistance. Advocacy can be done for clients who are not capable of repre-
senting their own interests (e.g. brain-damaged adults, Alzheimer's disease
victims), but the vast majority of our clients call and ask for help them-
selves. We prefer that they do, because then we are sure that they want us
to work in their behalf.
Case Management and Assessment Team meetings are held whenever an ESA
client needs the services of at least two other agencies. Normally ESA
calls the Case Management meetings in which it is involved, alerting other
human service professionals that their services may be necessary. CMAT
work has been successful enough in the last year that the professionals
involved have worried about responsibility for the growinq number of
clients. ESA is involved normally in from one to three CMAT cases at a time.
8
6. What did the program cost our funding agencies?
Salaries $8,392.00
Taxes and benefits 1,428.00
Telephone 225.00
Office supplies and postage 275.00
Printing and publicity 561.00
Local transportation 69.00
Insurance 86.00
Miscellaneous 282.00
$11,318.00
7. What's new about the program this year?
The jump in the number of people we serve through this program is made
possible by the freeing of the position of Outreach/Information R Referral
person from any secretarial/clerical duties for the agency as a whole. As
of the beginning of the 1985 fiscal year, each person working for the agency
performs his/her own clerical work. This has meant that the person given
primary responsibility for outreach and advocacy has had double the amount
of time to give to the program. The addition of the oracticum students
has meant that even more time has become available.
�,
INFORMATION AND REFERRAL PROGRAM
1. What it does:
The goal of the information and referral program is to serve as a central
point for the dissemination of information about available services in
Johnson County and to refer clients to the proper agencies so that their
needs can be met.
2. What it costs the elderly client:
Information and referral services are paid for by our funding agencies
and are without cost to the elderly client.
3. How many units of service were delivered during the last fiscal vear?
We have not found a way to keep an unduplicated count for information and
referral services. We count the number of phone calls we receive and the
number of walk-in clients as well as the calls we make to answer a question
after the initial contact. We know that in 1984 we answered these questions
3,635 times. This fiscal year, in 1985, we answered 6,806 questions -- an
increase of 47% over the year before. The number of referrals we made is
also up, by 48% (343 in 1985 as opposed to 178 in 1984) and the number of
referrals made to ESA is up by 62% (99 in 1985 and 38 in 1984).
4. Why the big jump in service?
There are two reasons: (1) we put in another telephone line making it
possible for more calls to come into the agency, and (2) we had the services
all year long of full-time volunteer (practicum student) staff helping in the
office. Therefore we had a larger number of people available to answer
questions. We always hope, as well, that more and more people know about
ESA and call us when they have problems.
5. What did the Information and Referral cost the funding agencies last vear?
Salaries $8,392.00
Payroll taxes and benefits 1,428.00
Telephone 224.00
Office supplies/postage 175.00
Printing/publicity 176.00
Insurance 85.00
$10,480.00
6. What's new about the program this year?
We spent more on advertising our programs this year, through public media and
with brochures providing information on services available.
a/qS
a
V
10
SHARED HOUSING PROGRAM
1. What it does:
This program provides an alternative housing arrangement to elderly homeowners
in Johnson County. It can provide rental income and/or services in the form
of help around the house and companionship (provided by the tenant) and a
way of avoiding premature placement in a nursing home by the strengthening
of the web of social support around the elderly person (through both the
efforts of the tenant and the human services network to which the homeowner
is linked through the program).
2. What it costs the elderly client:
The elderly homeowner pays $10 at the time of the signing of the lease.
There is no other fee involved.
3. What did the program accomplish during its first six months?
The program began in late January. Between that time and the end of June,
there were 163 inquiries about the program. We made 21 matches, 13 of them
remained intact at the end of June. The other nine ended for various reasons.
Two elderly people had to go to nursing homes. One man died. In one case
there was a clash of personalities. Five matches ended before the trial Period
of 30 days was over. Three of these matches were in the same case.
(Because of this difficult match, we reexamined our criteria for eligibility
and decided that Shared Housing was not appropriate where the homeowner paid
the tenant for his/her services. The care demands in such cases tend to be
overwhelming. The tenants do not have time for an independent life. This
seemed to be quite different from the original spirit of the program.)
At the end of the initial six months of the program we reviewed our procedures
and made some adjustments. The eligibility requirements were tightened to
exclude 24 hour care. The procedures during the initial interview were re-
worked so that expectations were very carefully outlined and understood by
the tenant and the homeowner.
4. What did the program cost the funding agencies?
Salaries
$12,449.00
Taxes and benefits
2,723.00
Office supplies and postage
664.00
Printed materials and publicity
1,874.00
Local transportation
86.00
Telephone
343.00
Miscellaneous
82.00
$18,221.00
..
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Y
i
STATEMENT OF CASH RECEIPTS AND DISBURSEMENTS
Years ending June 30, 1985/1984
Receipts:
City of Iowa City:
1985
1934
Allocation $
Shared Housing
27,159
25,850
Housing Repairs
Heritage Agency on Aging
11,961
2,500
0
1,000
Title IIIB
Eldercare
7,990
8,107
United Way
10,766
8,632
Designated funds
10,122
1,640
10,001
628
Johnson County Health Department Chore Funds
3,940
3,349
Johnson County Board of Supervisors
1,528
0
Contributions
Miscellaneous
1,663
1,133
943
qe5
80,212
,6-6'T j
Disbursements:
,
Salaries
Taxes
48,311
42,653
Benefits
4,774
4,223
Insurance
2,794
2,313
Travel and van
1,318
1,005
971 I
1,274
Telephone
Printing and advertising
2,034
1,224
Publications and printed matter
1,392
1,774
979
459
F Office supplies
1,589
510
} Chore equipment purchases and repairs
t Contract labor and choreworkers/special projects
1,923
5,289
2,161
b
a,776
Housing repair
759
466
Miscellaneous
886
324
Audit
g Total
0
600
ppp[ Increase/decrease in cash
73,848
6,364
63-,M
(3,468)
Cash balance, beginning
(1,393)
2,075
f Cash Ending
4,971
(1,393)
� Salaries
Director's
Chore and Respite Care Coordinator
18,524
13,200
17,414
12,600
Outreach and IRR Coordinator
Shared Housing Coordinator
9,627*
17.,840 I
j *Position vacant for three months
6,710**
0
,
**Position opened in January of 1985
The Financial Statement for the Year Ending June 30, 1985 has
Gosling & Company. Audit Reoorts
been audited
by Dee
are available upon request.
ares
..
's
COMMUTER
AIRLINE
DEMAND
STUDY
NOVEMBER 1985
prepared For the
Iowa City
Airport. Commission
by
Tara Thomas
EXECUTIVE SUMMARY
This report, prepared for the City of Iowa City Airport Commission,
forecasts demand for commuter emplanements for a commuter airline which
would serve the Iowa City market. Regression analysis was used to j
i
determine maximum market potential for a commuter airline serving this
region, and conjoint analysis based upon the evaluations of frequent
flyers in the Iowa City area was used to modify the regression results.
These results indicate that demand for an airline which serves the
I
Chicago and St. Louis airports on a daily basis could expect average
annual emplanements of 15,70D passengers. The report also investigates
forecasts of demand for airlines which would serve the following
markets:
I
_ 1. Des Moines/Omaha/Kansas City,
I _
2. Minneapolis,
3. Chicago,
4. St. Louis.
I i
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2
i
In addition, information was gathered on the perceptions of frequent
i
flyers concerning the possibility of a commuter airline operating
within the Iowa City air market. The overall reaction of frequent
flyers was positive, with almost 85% indicating that they
would use a
commuter airline from Iowa City. Interviews were conducted with local
i
i
travel agents to evaluate their prospective on possible air commuter
i
service. In general, the travel agents were cautious, indicating that a i
commuter airline serving this market would need to provide a very high
level of service to survive. In conclusion, it appears that there is
j
reasonable demand within the Iowa City air market for commuter service.
In particular, airlines wishing to serve this market should investigate
serving the Chicago and St. Louis routes or Chicago and Minneapolis
1
routes. The commuter airline should be prepared to offer daily service,
and should also be prepared to provide service guarantees to satisfy the
iconcerns
of area travel agents.
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_ TABLE OF CONTENTS
SECTION PAGE
_ Introduction............;..................................... 1
I
Methodology................................................... 3
Regression Model .............................................. 5
Travel Agent Interviews ....................................... 9
i
Conjoint Analysis ............................................. 14
_ Demographic Characteristics ........................... 17
Results of Conjoint Analysis .......................... 18
Endnotes
JReferences
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Appendices
A. Airports Used to Estimate the Regression Equation
B. Regression Equation Output
C. Travel Agents Interviewed
D. Questions for Travel Agents
E. Questionnaire
F. Business Responding to Survey
G. Demographic and Perception Results
J H. Conjoint Analysis Evaluations
I ! I
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IOWA CITY AIRPORT COMMUTER STUDY
INTRODUCTION
The Iowa City Municipal Airport is located one-half mile southwest of
the City of Iowa City, Iowa, serving Johnson County which has a
population of 81,717. The airport is classified as a basic transport
airport by the 1982 Airport Operations Survey conducted by the Iowa
Department of Transportation. The airport does not have third level air
carrier service at this time. The average annual operations of the
airport, according to the most recent Iowa Department of Transportation
Survey, is approximately 47,000 flights per year, with an average of 2.5
passengers on each flight. The airport has three runways which range in
length from 3,900 feet to 4,299 feet. The runways are concrete,
lighted, and 150 feet wide.
During the summer of 1985, the City Airport Commission undertook a study
I
of the demand potential for a commuter airline in the Iowa City air
travel market. The Airport Commission was interested. in determining
whether there would be sufficient demand for a commuter airline to serve
the Iowa City market. The Commission's interest in the potential for
commuter air service in Iowa City was motivated by a desire to increase
the revenue of the Iowa City Airport in the long run by diversifying the
services offered through the airport. It is also believed that a
commuter airline in Iowa City would eventually lead to an upgrade from
the airport's current classification as a basic transportation airport.
V'
2
With these long range objectives in mind, the Airport Commission took
the preliminary step of determining the level of local demand for a
commuter airline. This study was conducted during the summer and fall
of 1985, with two stated purposes:
1. To estimate aggregate service demand for a commuter airline
(or airlines) in Iowa City, Iowa, and
2. To obtain information on destinations which are preferred
by Iowa City travellers, and the frequency of flights to
these destinations which would be necessary to please
potential customers.
This report details how this study was undertaken, the outcome of the
study, and recommendations to the Airport Commission regardjng the study
results.
a/7�
■
3
METHODOLOGY
The estimation of aggregate demand for commuter airline services in Iowa
City, as well as determination of the destinations that those passengers
would most likely desire, was conducted using the following assumptions:
1.' The bulk of business for the commuter airline would be
business travelers. Pleasure travellers would account for
a very small percentage of total emplanements.
2. The Iowa City air travel market does not differ signifi-
cantly from those of other midwestern cities in terms of
the behavior of passengers, the frequency of individual
travel, and the destinations those passengers desire to
reach.
3. The number of emplanements estimated from the regression
model would be considered as a measure of market potential,
which should be tempered by the destinations offered by the
airline, the fare structure, and the schedule of flights
offered. In other words, the total number of emplanements
estimated by the regression model is the maximum number of
emplanements from Iowa City if every potential passengers'
needs were perfectly satisfied.
aI,�4
V.
4
4. The model is static rather than dynamic. The model is
unable to account for shifts in the competitive nature of
the market place, changes in fare structures, or equipment
upgrades which make other air alternatives more attractive
than a commuter airline from Iowa City. The model is also
f —
unable to account for changes of a political nature such as
— changes in FAA regulations and requirements, and delays in
receiving necessary approvals.
Despite these assumptions, the demand estimate generated from this model
J reflects the market potential for a commuter airline in Iowa City, and
i serves as a starting point for assessing the probability of success for
an airline choosing to operate within the Iowa City market.
'I
The estimation of demand and the allocation of flights to various
destinations was accomplished in three discrete research steps. The
first step involved using a regression model to estimate aggregate
demand. The second step involved interviewing local travel agents to
determine whether or not they feel their customers would be interested
in a commuter airline, and under what conditions a commuter airline
would be most attractive. The third step consisted of a direct survey
of frequent business flyers in the Iowa City area, and was conducted
using conjoint analysis.
a��
5
REGRESSION MODEL
Aggregate demand was estimated using secondary data for 62 cities
located in twelve states in two Federal Aviation Administration
regions: the North Central region and the Great Lakes region. This
sample is a census of airports in these states that offer commuter
passenger service. (Appendix A) The sample does not include airports
that do not offer commuter passenger service or those that only offer
cargo or charter service. For each airport, data was gathered on the
extent of airport operationsi (number of computer enplanemerits, total
passenger emplanements, total air operations), demographic characteris-
tics of the county where the airport is located2 (population, median
household income), and the industrial base of the county.3 The measures
for the industrial base, obtained from a Department of Commerce.
publication, County Business Patterns, consisted of two measures. The
first is the number of firms in nine industrial classifications; the
second is the number of firms in each of the nine industries with
greater than 100 employees. The nine industries are agriculture,
mining, contract construction, wholesale trade, retail trade, FIRE
(finance, insurance, and real estate), services, manufacturing, and TPU
(transportation and public utilities). The data were obtained from the
1982 County Business Patterns data for six of the states. The remaining
data was taken from the 1977 Census of Business publication as the 1982
figures are not yet available for all states.4
a14
6
i The data were entered onto the University of Iowa computer systems, and
analyzed using a statistical analysis package called SAS on the IBM 370
computer.6 Multiple regression is a statistical method which generates
an equation relating the dependent variable of interest (in our case,
7 commuter flights) to a set of independent variables (airport operations,
Idemographic characteristics, and industrial characteristics). The
J equation is then used to predict the number of commuter flights for
airports not originally included in the data set such as the Iowa City
Airport. The equation resulting from this analysis is of the form:
Number of Commuter Flights = BO + BI (Commuter Emplanements) +
82 (Total Emplanements) + B3 (Total Air Operations) + B4
r
(Population) + 85 (Median Household Income) + ,,, + g
23
— (No. of TPU Firms employing more than 100 people) +
error.
j
Multiple regression analysis was performed using two different forms of
the dependent variable of interest - commuter flights. The first model
— related commuter emplanements to the entire data set of airport opera-
tions, demographic characteristics and industrial characteristics, as
shown above. The second model related commuter emplanements as a
percentage of total emplanements to the independent variables of inter-
est.6 The rationale for using the second form of this model was based i
-- upon the possibility that the regression equation might predict more i
commuter emplanements for Iowa City than for the entire regional air
market. Using a percentage as the dependent variable would help to
overcome this difficulty. Various linear forms of these models were
aim
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7
fitted, none of which explained a significant percentage of the
variation of commuter emplanements between the airports used in the
sample. The linear models were useful, however, in determining which
variables carried significant explanatory power and which could be
dropped from the model without any significant loss. The linear models
also helped to diagnose the true form of the relationship between
I
commuter emplanements and the independent variables used. It was found
that the measures of industrial base were highly correlated with
population and median household income of the county, resulting in high
multi -collinearity in the regression model. When the industrial base
i
variables were excluded from the model, the predictive power of the
model increased significantly. Therefore, the model was reduced to
relate commuter emplanements to airport and demographic characteristics.
Using diagnostic measures, the true form of the model was found to be
logarithmic rather than linear. This implies that commuter emplanements
follow an S-shaped curve rather than a straight line when plotted
against the independent variables of interest. Therefore, the model was
refitted using the natural log of commuter emplanements as the dependent
variable. The models relating commuter emplanements as percentage of
total emplanements did not appear useful after initial examination and
were.not considered further.
I
The final model for relating commuter emplanements to the independent
variables was:
.'?1fes
I
I
. �
. .
�
.
�
/
�
^
�
�
- '-
�
�
|
8 �
'
Ln(Commuter Emplanements) .00O2Y739O(Median County Income) +
^49S7l0(Ln (Total Air 0perutions))~^UUUOUO228Q87(Total
[molanements)+error.
This model explains 98^29%nfthe variation incommuter emplunementsfn �
the 62airports used tnfit the model, and predicts that total commuter �
emplanementsinIowa City would be29^R8G^ (Appendix B) �
'
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-
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�
�
�
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!
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—
9
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TRAVEL AGENT INTERVIEWS
i
Six Iowa City travel agents were interviewed to determine whether or not
the local market would be interested in air commuter service from Iowa
City. (Appendix C) The survey format was very open ended, but all of
—
the travel agents were asked the same questions concerning the volume of
business that they generate for air travel, the destinations the agents
i
and their customers see as being poorly served, and the feasibility of
� �
t
_
air commuter service from Iowa City. (Appendix D) The travel agents
i
were also asked what characteristics of air commuter service would make
service attractive to them and their customers. This section
athe
summarizes the results of the conversations with the travel agents and
�.
their perceptions of the feasibility of a commuter service.
t
—
Each travel agent was asked what percentage of their business was
business travel as opposed to personal travel. Their responses ranged
from a low of 25% to a high of 100%. This high figure was for Univer-
sity Travel, all of whose air bookings are business related.? All of
the travel agents indicated that the majority of their passengers depart
—
from Cedar Rapids. Most of these business travelers have final destina-
tions which are located either directly east (Chicago, New York,
Washington, Detroit, Cincinnati) or west (Denver, Los Angeles, San
Francisco) of Cedar Rapids. Only a small percentage of these business
travelers travel to destinations that are north or south of ,Cedar
-
Rapids.
-
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I_
The travel agents were also asked to indicate which destinations are not
well served by air service at this time. Five of the six agents
responding indicated that it was difficult to get to the Omaha/Lincoln
_.
area by air. Four also indicated that it was difficult to fly to Kansas
-,
City. Only two of the travel agents indicated that it was extremely
I
,
difficult to get to Minneapolis, St. Louis or Mason City. One of the
i
travel agents noted that one of the current airlines serving Minneapolis
is planning an equipment upgrade to larger equipment. The manager for
-
University Travel indicated that it was also difficult to obtain air
service to the universities located within the Big-Ten Athletic
u
Conference, making it necessary for smaller athletic teams to charter
air service. The travel agents' responses in terms of the feasibility
of additional Chicago flights was mixed. All of the agents agreed that
IW
Chicago, service is not adequate early in the morning for business
travelers trying to attend morning meetings in Chicago, or late in the
evening. Several of the travel agents suggested that commuter air
service to Chicago would be successful if the service were to terminate
at either Meigs Field or Midway Airport in Chicago. The latter
-
alternative is particularly attractive since continuing flights are now
offered from Midway.
The last question that the travel agents were asked was which factors of
air service are important to business travelers who might be using a
-
commuter airline. Overwhelmingly, the travel agents indicated that the
size of the equipment that the commuter airline used would be an
important factor for their customers. One travel agent noted that
airlines out of Cedar Rapids upgraded their equipment size for Chicago
�� �fO
II
-
flights after the airlines had received complaints over a long
d g period of
_
I
time from commuters in the Cedar Rapids market. Many of the travel
j
agents felt that jet service would be optimal, but that their customers
would accept prop service if the plane were large enough. The second
.
most important factor in the opinion of the travel agents were schedul-
ing and price competition. Most of the agents felt that scheduling of
—
air service from Iowa City would be a critical factor for the success of
I
the commuter airline. They also felt that the prices from Iowa City
must remain competitive with prices from other area airports such as
Cedar Rapids. The factors that were ranked third by the travel agents
included reliability of the service, whether or not the passengers would
q
be able to carry their luggage on, and whether or not their passengers
would be able to fly to their destination and return on the same day.
(This was felt to be particularly important for the Chicago market.)
Many of the travel agents stressed the reliability factor in several
forms. They suggested that it would be important that the airline be on
schedule so that flyers could make connections in other airports.They
also indicated that it would be important that the airline guarantee
i _
their service. In other words, flights should not be cancelled because
the flight is not full. The last two factors that were mentioned by the
_
travel agents were the importance of having baggage and ticketing
inter -airline agreements, and the noise factor. One of the agents even
—
suggested that it might be worthwhile for a commuter airline serving
—
Iowa City to form some sort of partnership with a larger airline which
i
operates out of another airport in the midwest to strengthen the levels
i
of service and to help keep prices competitive.
MALE
12
In summary then, the perceptions that local travel agents have of the
offered commuter airline service would clearly be a factor in the local
success for the airline. The airline would find itself in the position
-
i
of overcoming negative perceptions that travel agents and travelers have
i
of other commuter airlines as -well as negative experiences that these
agents and travelers have with airlines that have served and operated
out of Iowa City in the past. It will be critical for the commuter
airline to overcome these perceptions. This can be done by-
y:1.-
I.-offering inter -airline agreements for ticketing and baggage;
a
�+
2. offering service guarantees in terms of flight cancellations
and connections;
3, offering schedules and routing that make the airline more
_
attractive than other alternatives;
4. entering into a cooperative agreement with a larger airline to
make the airline competitive in terms of price and to help
solidify service levels; and
5. offering an allied charter service for tour groups.
It will also be important for a commuter airline serving Iowa City to
remain competitive. The competition factor includes both pricing and
reliability. Prices should be no higher than prices offered from Cedar
Rapids, and the commuter airline should offer service guarantees in
MALE
J-
13
terms of reliability and flight cancellation. According to the travel
agents perceptions, the routes which are not well served by current
structures are a route which might include Des Moines, Omaha, and
Lincoln, Nebraska as well as a flight or several flights to Kansas City.
The travel agents feel that the St. Louis market is currently very well
served, and that planned equipment upgrades on current Minneapolis
service will make the current service more attractive to current flyers.
Whether or not service to Chicago would be successful depends upon
flight scheduling, and the destination airport. It is also clear that a
commuter airline which wishes to operate out of Iowa City should attempt
to serve the market with the largest equipment possible, given demand
service factors.
a�ZZ/-
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CONJOINT ANALYSIS
—
Conjoint analysis, as an experimental tool, is concerned with the
measurement of psychological judgments such as consumer preferences.
—
Conjoint analysis is particularly useful when interest centers around
i
how consumers would evaluate a new product or service offering, based
upon the component parts of the new product or service. For example,
when evaluating a new car, the consumer will base his or her evaluation !
on product attributes like style, color, price, available options, and
t
warranty periods. The idea can be easily extended to service offerings.
Applications in the marketing literature- include the evaluation of
medical laboratories, employment agencies, and telephone services and
i
pricing. Financial services like branch banks and auto and health
insurance policies have also been evaluated in this manner.
i
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J
Like any other product or service, commuter airlines have attributes
that are important determinants of a consumer's choice to use the
airline over other air service alternatives. These attributes can
—
include, for example:
1. The routes served by the airline,
2. The frequency with which the airline travels on those
routes,
i
—
3. The size of equipment used by the airline, j
4. Whether or not there are attendants on board.
15
Consumers' evaluations of combinations of these attributes can be used
by an airline to understand how their target passengers would evaluate
various service combinations. For the Iowa City survey, conjoint
analysis is being used to estimate what percentage of the maximum
potential customers would use the commuter airline under certain
circumstances. In turn, this understanding can help the commuter airline
and the City of Iowa City to offer an airline package that is maximally
suited to the preferences of the target consumer group, as well as
meeting the objectives of the airline and the City of Iowa City.
Conjoint analysis can offer an understanding of how consumer make
"trade-offs" between various airlines. For example, a business passenger
might be willing to be more flexible in terms of scheduling their trip
if the destination they want to reach is served directly by air.
To implement conjoint analysis, the airline attributes of interest are
combined into hypothetical "airline packages" using factorial designs -
from statistics. An airline might be described as: "Serving the cities
of Des Moines, Omaha, Kansas City, and Chicago on a daily basis."
Potential passengers are asked to evaluate these hypothetical packages
by indicating, for the airline described in each instance, the percent-
age of the time the passenger would use that airline for business
travel. For example, if a passenger felt that she would use the airline
described previously for 35% of her business trips, she would give that
airline a rating of 35.
aim
16
For this conjoint task, two variables were manipulated in forming the
factorial combinations that make up the descriptions of the airlines.
The first variable that was manipulated is the final destination of the
airline. The cities that were included in this task were Des Moines,
J Omaha, Kansas City, Minneapolis, St. Louis, and Chicago. Various
combinations of these cities were used in the task. The second variable
that was manipulated in this survey portion was the frequency with which
these cities were served by the potential airline. In particular, air
- service frequencies of three times a week and daily were combined with
i
the destination cities to form the descriptions of the airlines.
(Appendix E) The descriptions formed by the combinations of the cities
and the travel frequencies were combined with basic demographic
questions into the survey form, which was distributed to employees of ;
Iowa City area businesses who. travel on business quite frequently. The i
respondents were asked how often they travel by air, where they had gone
for their three most recent business trips, their occupation, which
factors were important to them when selecting an airline, whether or not
they would use the commuter airline, and whether they ever used the air
taxi service offered from Iowa City. The results of both of these
portions of the survey are detailed in the following two subsections of
this report.
■
17
Demographic Characteristics
One hundred twenty surveys were distributed to businesses in the greater
Iowa City area. These businesses represented a wide range of economic
concerns within the City, ranging from architectural services to
manufacturing. A total of 42 responses were returned, giving a response
rate of 35% for the survey. The first question asked commuters to
indicate how frequently they travelled by air on business. Almost 36%
of the sample indicated that they travel at least several times a month,
indicating that the sample contains a high proportion of frequent
business travelers. Only one person out of the 42 indicated that they
V•
only flew on business once a year, and the rest of the responses
were
evenly distributed between the remaining categories. (See Chart 1 for a
I
graphical interpretation.)
w
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The respondents represented a wide range of professions, ranging
from
!i
architects to registered nurses to vice-presidents. These respondents
were asked to indicate the two most important factors to them when
they
_i
selected an airline for business travel. Almost 90% of the respondents
indicated that scheduling of flights was one of their top two concerns.
Sixty-four percent noted that destination was also important. Only
31%
of the respondents indicated that sensitivity to cost was important,
and
the categories for plane size, airport convenience, and comfort
were
only noted by approximately 10% of the sample each. (See Chart
2.)
Eighty-five percent of those responding to the survey indicated
that
they would use a commuter airline from Iowa City if the fares
and
destinations were similar to those from Cedar Rapids. Those who
said
V•
18
that they would not use a commuter airline operating out of Iowa City
indicated that they either lived in Cedar Rapids or that they simply had
a preference for larger aircraft. Only 10.3% of the respondents
indicated that they had ever used the air taxi service which is
currently available from Iowa City. The demographic and perceptual
results for these respondents are summarized in Appendix G.
Results of Conjoint Analysis
The results of the conjoint analysis which was performed can be used to
modify the regression results reported earlier in this study to take
into account the effects of the route travelled by the airline and the
frequency with which the airline travels on those routes. Recall that
travelers were asked to indicate the percentage of their business travel
that they would do on a given airline. The airlines were described
using a factorial design. The results allow us to calculate average
usage for all 32 of the possible combinations of airline flights to
various destinations on a daily and three times per week service basis.
Recall that we assumed that the regression results estimate the amount
of travel on commuter airlines serving the Iowa City market, given that
every possible traveler was completely satisfied with the airline. This
would include satisfaction with the destination served, the frequency of
flights for those destinations, and all other aspects of the airline
including the size of equipment used, the airport facilities, and the
fare structure. The conjoint analysis results will be used to modify
the regression prediction of 29,886 commuter emplanements per year. In
414
7
19
other words, if we let 29,886 be equal to 100%, then an airline with a
—
i
mean evaluation of 35 should expect to capture 35% of the 29,886
commuter emplanements per year, or 10,461 emplanements per year. The
regression equation sets the upper bounds for possible commuter
emplanements from Iowa City, and the conjoint analysis modifies these
i
J
results to a more realistic level.
Appendix H summarizes the forecast of annual emplanements for all of
^I
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the possible airline combinations using the factorial design. The most
popular airline, given the respondents' ratings, is an airline that
flies on a Chicago and St. Louis route on a daily basis. The next three
most popular airlines are:
1. An airline which flies to Des Moines, Minneapolis, St. Louis
and Chicago on a daily basis,
2. An airline which flies to Chicago on a daily basis,
3. An airline which flies to Minneapolis, Chicago and St. Louis
on a daily basis.
The forecast for commuter emplanements on these four airlines range from
a low of 14,510 emplanements per year to a high of 15,706 emplanements
per year for the Chicago/St. Louis daily route. It is clear that daily
service to these destinations is very important to the respondents. For
example, when an airline flying to Chicago and St. Louis on a daily
basis reduces the service level to three times a week, annual emplane -
7
1
m
i
h
i S
d
a
H.
I.i
J
i
`I
i
I
V
20
ents drop from 15,700 to 11,200. This indicates that travelers clearly
ave a preference for the convenience of daily flight operations. This
in line with the consumers' own indications that flight schedules and
estinations are the two most important concerns to them when selecting
commuter airline. A summary of this material is available in Appendix
I
_I
ENDNOTES
'Source: Worldwide Air Traffic Report, Calendar Year 1982. Air-
i
port Operators Council International. Washington, D.C. May 1983.
21980 Census of the Population. U.S. Department of Commerce,
Bureau of the Census.
3County Business Patterns - 1978. U.S. Department of Commerce,
J
Bureau of the Census.
41977 data was used for the states of Illinois, Indiana, Michigan,
I
Nebraska, Ohio, Wisconsin.
~!
5SAS User's Guide: Statistics, 1982 Edition.
I.�
6Percentage of total flights that are commuter flights is equal to
the number of commuter emplanements divided by total enplanements.
r
7University Travel acts as the sole provider of travel agency
services to employees and associates of the University of Iowa for busi-
ness travel.
(
8Ut-ility values were not' calculated for two airlines: these
airlines travel on a daily and three times per week basis, but the flights
do not go anywhere.
M
.J
i
i
I
i
REFERENCES
Airport Operators Council International. Worldwide Air•ort Traffic Re-
port: Calendar Year 1982. Washington,
Center for Business and Behavorial Research. Aviation Demand and General
Aviation Surve s: S encer Munici a Airport. encer, Iowa.
+ _
n vers y o or ern owa: ,
Iowa Department of Transportation. 1982 Airport Operations Survey. Ames,
_
Iowa: IDOT, 1983.
—
Levin, Irwin P. and Richard D. Herring. Functional Measurements of Quali-
tative Variables in Mode Choice: Ratings of Economy, Safety and
Desirability of Flying vs. Driving. Institute of Urban and Re-
gional Research: Technical Report No. 118. University of Iowa:
Iowa City, IA, May 1979.
Port of New York Authority. Air Travel Forecasting: Market Anal sis
Method Domestic Air Passen er Market 9 - augatuck,
no oun a ion or g way ra is on ro ,
Taneja, Nawal P. Airline Traffic Forecasting. Lexington, MA: Lexington
Books, 19797-
97 .United
UnitedStates Department of Commerce, Bureau of the Census. 19807 Census
of the Population.
_I
United States Department of Commerce, Bureau of the Census. County Busi-
ness Patterns.
I
United States Department of Transportation, Federal Aviation Administra-
tion. Census of U.S. Civil Aircraft, Calendar Year 1983.
a/f4
APPENDIX A
AIRPORTS INCLUDED IN THE SAMPLE
ILLINOIS
Bloomington -Normal
O'Hare INternational (Chicago)*
Vermilion County (Danville)
Decatur
Mt. Vernon -Outland
Coles County Memorial (Mattoon -Charleston)
Quad City (Moline)
Greater Peoria
Baldwin Field (Quincy)
Greater Rockford
Capital (Springfield)
Whiteside County (Sterling)
INDIANA
Monroe County (Bloomington)
Evansville Dress Regional
Indianapolis International
Purdue University (Lafayette)
Delaware County (Muncie)
Michiana Regional (South Bend)
IOWA
KANSAS
MICHIGAN
Cedar Rapids Municipal
Des Moines Municipal
Dubuque
Sioux City Municipal
Waterloo Municipal
Garden City Municipal
Renner Field (Goodland)
Hutchinson Municipal
Liberal Municipal
Forbes Field (Topeka)
Wichita Mid -Continent
Phelps Collins (Alpena)
W.K. Kellogg Regional (Battle Creek)
Twin Cities -Ross Field (Benton Harbor)
Detroit Metropolitan -Wayne County
Bishop (Flint)
Tri -City (Freeland)
Kent County (Grant Rapids)
V'
aI4
1
- -------- - -- -- -- - -- - --- -=
-
-i
Jackson County -Reynolds Field (Jackson)
Kalamazoo Municipal
_
Capital City (Lansing)
Muskegon County (Muskegon)
Cherry Capital (Traverse City)
—
MINNESOTA
Minneapolis -St. Paul International
MISSOURI
Columbia Regional
Joplin Municipal
—
Kansas City International
Lambert -St. Louis International
J
Springfield Regional
,a
NEBRASKA
w.
Hastings Municipal
Kearney Municipal
Lincoln Municipal
McCook Municipal
61
Eppley Field (Omaha)
Scottsbluff County (Scottsbluff)
t�
j;
NORTH DAKOTA
Bismarck Municipal
1
Devils Lake Municipal
Grand Forks International
OHIO
I �
Greater Cincinnati International
Port Columbus International (Columbus)
V
Dayton International
Mansfield Lahm Municipal (Mansfield)
Akron -Canton Regional (North Canton)
SOUTH DAKOTA
Pierre Municipal
*The name of the community where the airport is located is noted
in parenthe-
ses if different from the airport name.
I
Source: Worldwide Airport Traffic Re ort, Calendar Year 1982.
Published by
Me—Airport Opera orsounce n ernational.
1
SAS
16:06 WEDNESDAY, NOVEMBER 13* 1985
IOWA CITY AIRPORT COMMUTER STUDY
NOVEMBER, 1985
THE FINALIZED REGRESSION MODEL
DESCRIPTIVE STATISTICS
sun MEAN UNCORRECTED VARIAN STD DETIATI
LOGTWO 4.946702+02 9.512883400 4.827643+03 2.390162+00 1.546028+00
MEDINC 9.21244Z+05 1.771623404 1.64896Z+10 3.30682B+06 1.818473*03
LOGAIR 5.886962+02 1.13211Z+01 6.69070Z*03 5.105293-01 7.145139-01
TEMPLE 3.610812+07 6.943879+05 1.524513#14 2.49760Z+12 1.580382#06
SAS
16:06 WEDNESDAY, NOVEMBER 13, 1985
IOWA
CITY AIRPORT COMMUTER STUDY
NOVEMBER,
1985
THE
FINALIZED REGRESSION MODEL
DEP VARIABLE:
LOGTNO
or
SOURCE
DP
SQUARES
SQUit
ARE
P VALUE PROB>P
MODEL
3
4745.316
1581.772
941.520 0.0001
ERROR
49
82.320924
1.680019
0 TOTAL
52
462/.637
ROOT MSE
1.296155
R -SQUARE
0.9829
DEP
MEAN
9.512885
ADJ R -SQ
0.9823
C.T.
13.62526
NOTE: NO INTERCEPT TIRE IS
USRD. B -SQUARE
IS REDEFINED.
PABAMETER
STANDARD
T FOR HOS
VARIABLE DP
ESTIMATE
ERROR PABAMITER-O PROB > ITI
MEDINC
1
0.000211398 0.0001123999
1.881 0.0660
LOGAIR
1
0.495710
0.177213
2.797 0.0073
TEMPLE
1
2.28087E-07
1.16835E-07
1.952 0.0566
PREDICT STD ERR
STD ERR STUDBOT
OBS
ACTUAL
VALUE PREDICT
RESIDUAL
RESIDUAL RESIDUAL -2-1-0 1 2
1
10.990
9.990 0.301703
0.999134
1.261 0.793 s
2
18g0:0078 0.y19330083
-.175418
1.282 -0.137
3
89.903
741
9.5
09 .212344
1.257 0.169
5
9.045
9.56 0.321619
0.511859
1.255 -0.408
••~
6
8.9861
8.683 0.2664196
0.297767
1.2669 0.235
8
6.867
8.886 0.258393
0 -12.019
1.270 1.590
s•s
9
8.914
9.18 0.197514
-.267742
1.281 -0.209
10
9.049
9.160 0.192743
-.111284
1.282 -0.087
11
8.010
9.984 0.208458
-1. 74
1.279 -1.543
++s
12
11.236
11.532 0.464503
-.296542
1.210 -0.245
13
9.336
8.959 0.336543
0.377741
1.252 0.302
14
8.567
7.630 0.404687
0.936713
1.231 0.761
•
15
10.404
10.489 0.18130
-.085156
1.265 -0.067
16
11.710
11.519 0.640959
0.191225
1.127 0.170
17
9.921
8.779 0.463452
1.142
1.210 0.943
•
18
6.464
9.408 0.204661
-.943891
1.280 -0.737
•
19
5.775
9.239 0.50
994 -3.465
1.195 -2.898
+++••
20
6.328
8.758 0.240804
-2.430
1.274 -1.908
+••
21
9.910
9.332 0.249674
0.577821
1.272 0.454
i
SAS
16:06 WEDNESDAY,
NOVEMBER 13, 1985
IOWA CITY
AIRPORT COMMUTER STUDY
NOVEMBER,
1985
THE FINALIZED REGRESSION MODEL
OBS
PREDICT
ACTUAL PREDICT RESIDUAL
BESIDOASTU L
RESUDENT
IDUAL
-2-1-0 1 2
22
8.60855
23
24
Z
10.855 9.955
5.336501
0.900437
5
7:252
ZZ
0.3 19
fi• {
25
9.806
I
27
11.289 19.552
0.197476
5 g
1.737
1.281
2
1.356
••I••
28
7.223
'
30
3
11.354 9.237
0.2082609
2
092.1118
1.279
1.656
32
10.015 19.p11Z3
0.2523799
i•s
30
10.521 9.313
0;195455
0.901868
.41�208
1.271
1.201
-p0.710
••
p.942
•
36
9;25945 9.034
9
0.232173
0.911366
1.275
0;71537
�•
39
10.620 10.062
0.383973
0.558434
40
9.671
1.238
0.451
' f
41
42
7.345 9.854
0.211826
-.508857
1_279
-0.398
43
.783 9.262
7.022 9.441
0.262429
0.192215
-1.479
-2.419
1.269
1_282
-1.765
-1.887
�•
44
45
9.705 9.862
10.376 8.849
0.227494
0.247952
-.157255
1.526
1_276
-0.123
•�•
46
8.94 1
1.272
1.200
••
47
7.21648
-
-
49
so
9.9988 9.580
7.638
0.238711
0. 05 348
1.274
0.321
52
9768 9.069
0.197199
0.050592
1.281
0.039
! !
C
53
54
10.952 10.056
11.5160 10.091
.220866
0.3D11688
0.695873
1.277
;701
•
56
18.784 19.056
D;191125
_ 1.069 1.261
0.91�282
0.848
•
•
57
58
11.068 9.674
0.200990
-,271911
1.394
1.280
.212
1.088
••
59
7.484 9.630
8.958 8.710
0.253497
0.217096
-2.145
0.248498
1.270
-1.669
••�
50 51
0.267363
0;739579
1.278
0.194
0.503
52
11.3201 10;562
9.791 8.842
0.213180
0.949358
1.268
0.743
•
1.279
s
COOROS
OBS D
SAS _
16:06 WEDNESDAY, Nommen 13, 1985
IOWA CITY AIRPORT COMMUTER STUDY
NOVEMBER, 1985
THE YINALIZED &EGRESSION MODEL
25
0.012
226 8
0.015
29
0.027
31
0:012
0:0.007
007
333
5
37
0.006
38 39
5.007
40
41
0:001
43
0.027
44
46
0:01 fl
SAS _
16:06 WEDNESDAY, Nommen 13, 1985
IOWA CITY AIRPORT COMMUTER STUDY
NOVEMBER, 1985
THE YINALIZED &EGRESSION MODEL
SAS 5
16:06 NEDNESD►Y, NOVEMBER 13, 1985
IONA CITY AIRPORT COREOTER STUDY
NOVEMBER, 1985
THE FINALIZED REGRESSION MODEL
COOK'S
ODS D
47
48
549 0.001
51 0.000
52-
53 0.005
55 0.244
5� 0.010
59 0.000
60 0.001
62 0.005
SOB OF RESIDUALS -0.137182
SOB OF SQUARED RESIDUALS 82.32092
SAS
6
16:06 WEDNESDAY, NOVEMBER 13, 1985
IOWA CITY AIRPORT COMMUTER STUDY
NOVEMBER, 1985
THE FINALIZED REGRESSION MODEL
LOGTWO PLOT OF LOGTWO*PREDONE LEGEND: A = I OBS, B 2 085, ETC.
13 +
•
12
A A A
A A
A AA A
A
10 • 1
AA
A A A AA A k A
A A A
9 + B a
+
7A
A A
A
6 A A
5
spy 6.6 7.2 7.8
8.4 9.0 9.6 10.2 10.6 11.4
PREDICTED VALUE
NOTE: 10 OBS HAD MISSING VALUES
� N
i 0
1
SAS
16:06 WEDNESDAY, NOVEMBER 13, 1985
I09I CITY AIRPORT COMMUTER STUDY
NOVEMBER, 1985
THE FINALIZED REGRESSION MODEL
PLOT OF RESIDOLOGTWO LEGEND: A < 1 OBS, B = 2 OBS, ETC.
3
2 A
A A
1 j A A AAA A A' AA
Itj A AA A A A
R 0• A B A
S A AAA A A A A
D A A A
L -1 A A
S A
A
-2 ; A A
� A A A
-
3 A
A
-4 •
-'S
_--+-----6- -------
8 9 10 11
LOGTWO
NOTE:
10 OBS HAD MISSING VALUES
Joy Hostetler, Manager
AAA Travel Agency
2620 Muscatine Ave.
Iowa City, Iowa 52240
Dottie Kozik, Owner
Hawkeye World Travel, Inc.
Plaza Centre One
125 S. Dubuque St.
Iowa City, Iowa 52240
Alan Rossman, Manager
Meacham Travel Service
229 E. Washington St.
Iowa City, Iowa 52240
I
APPENDIX C
TRAVEL AGENTS INTERVIEWED
Pat Kenner, Manager
University Travel
CC302 GH Univ. of Iowa
Iowa City, Iowa 52242
Phyllis Braverman
Marcy Albright
Travel Concepts, Inc.
407 S. Gilbert St.
Iowa City, Iowa 52240
i
J
i
j
1
,
I'
J
J
r
Joy Hostetler, Manager
AAA Travel Agency
2620 Muscatine Ave.
Iowa City, Iowa 52240
Dottie Kozik, Owner
Hawkeye World Travel, Inc.
Plaza Centre One
125 S. Dubuque St.
Iowa City, Iowa 52240
Alan Rossman, Manager
Meacham Travel Service
229 E. Washington St.
Iowa City, Iowa 52240
I
APPENDIX C
TRAVEL AGENTS INTERVIEWED
Pat Kenner, Manager
University Travel
CC302 GH Univ. of Iowa
Iowa City, Iowa 52242
Phyllis Braverman
Marcy Albright
Travel Concepts, Inc.
407 S. Gilbert St.
Iowa City, Iowa 52240
a
l
i
j
,
I'
r
7
i
I
f,:
I
f ,
.f
j
..
i
i.
a
I
I �
I -
_y APPENDIX D
QUESTIONS FOR TRAVEL AGENTS
1
1. About how many air bookings did your agency make last year?
2. What percentage
pleasure travel? of your air bookings are for business as opposed to
-�
3. What are the most popular destinations for business travelers?
4. What airline factors (for example, price and scheduling) are most
important to your customers?
5. Do all of your customers board in Cedar Rapids?
6. How would your customers react to a commuter airline in Iowa City.
;.i
i.
i
i
t
J
J
J
V
Meacham
Travel Service
August 16, 1985
Mr. Fred Zehr
Iowa City Municipal Airport
1801 S. Riverside Drive
Iowa City,IA 52240
Dear Mr. Zehr:
I haven't heard from Ms. Thomas regarding the coa4muter
feasibility study but I wanted to offer my comments. First,
there have been two experiments with commuter service in
the recent past. Iowa Airlines flew from here to Des MOines
and Spencer about 5 years ago. There were a lot of problems
with their adhering to their schedule in the winter. Also,
very few people from Cedar Rapids used the service. They
lasted about two months. Next, EK Jones flew to Chicago
during the United Airlines strike 8 years ago. He did pretty
well until Britt came in and started service from Cedar
Rapids. People really hesitate flying an airline that they
are unfamiliar with.
The EK J$Res expeience points up how difficult it is•to
compete against the jet service from Cedar Rapids. Right
now you can commute to Chicago, Des Moines, St. Louis
on non stop jets. There is pressurized service to Minneapolis.
At a time when Ottumwa and Clinton cannot keep their air
service I find it hard to imagine that an airline company is
out there waiting to come into Iowa City. Although skeptical
I do want to be cooperative. Please count on me for whatever
information that you would find helpful.
Sincerely,
Alan Rossmann, CTC
229 E. WAS14INGTON STREET — P.O. BOX 2448 — IOWA CITY, IOWA 52244 —319/351/136/,,/
Mod" Center
Veterans
Administration
i
Iowa City IA 52240
f-
AUG 2 6 1985
In Reply Refer To:
Mr. Fred Zehr
584/136
Airport Manager
,
Iowa City Municipal Airport
1801 South Riverside Drive
Iowa City, IA 52240
Dear Mr. Zehr:
.-�
As per your request, the following
data
has
been gathered to assist
you in your study regarding
the need for
commuter airline for this
area.
The following data is for a
6.5 month period
between February 1, 1985
J
and August 13, 1985.
-i
The following is a listing
of destinations
and amount of times our
_j
employees have traveled to
the specific
destination:
1. Knoxville, IA
5
19.
Atlanta, CA
3
2. St. Louis, MO
11
20.
Oklahoma, OK
1
J
3. Dallas, TX
5
21.
Amana, IA
1
4. Washington, D.C.
10
22.
Provo, UT
1
5. Des Moines, IA
46
23.
Los Angeles, CA
3
--�
6. Chicago, IL
16
24.
Sparks, NV
1
7. Houston, TX
4
25.
Omaha, NE
8
8. Las Vegas, NV
6
26.
Sayre, PA
1
9. San Diego, CA
2
27.
Louisville, KY
1
_
j
10. New York, NY
1
28.
Quincy, IL
12
11. Lincoln, HE
1
29.
Detroit, MI
2
12. Baltimore, MD
2
30.
Wauwatosa, WI
1
_
13. Minneapolis, MN
27
31.
Dubuque, IA
4
_.
14. Kansas City, MO
3
32.
Albuquerque, NM
1
15. Ames, IA
1
33.
Indianapolis, IN
1
16. Cedar Rapids, IA
6
34.
Pittsburg, PA
1
17. Little Rock, AR
4
35.
Fresno, CA
2
18. Denver, CO
5
36.
Salt Lake City, UT
2
I
Total trips for this time period: 201
-- "America is #I -Thanks to our Veterans"
APPENDIX F
BUSINESSES RESPONDING TO THE SURVEY
American College Testing
Hansen Lind Meyer
National Computer Systems
Procter and Gamble Manufacturing Co.
Thomas and Betts
Veterans Administration Medical Center
Businesses that did not respond:
Advanced Drainage Systems
Labor Management Marketing Consultants
Management Recruiters of Iowa City
Sheller Globe
i
i
DEMOGRAPHIC STATISTICS 11
16:31'MONDAY, NOVEMBER 18, 1985
FREQUENCY OF FLIGHTS i
FREQ FREQUENCY
2 14
3 6
6 1
TRIP1 FREQUENCY
DEMOGRAPHIC STATISTICS --
16:31 MONDAY, NOVEMBER 18, 1912
TRIP2 FREQUENCY 85
I
DEMOGRAPHIC STATISTICS 13 -�
16:31 MONDAY, NOVEMBER 18, 1985
TRIPS FREQUENCY
I
AKRON 1 i1
CHIC 2
CINCINN 7
DAYTON 1
DC y l
DENVER 3DETROIT
I+
30PLINHOTH 2 3'
MIDLAND 1 I
MINN 2
N08LEAN 1 I
PHOENIX 1
gSAGINAW 1
gSSD 1
TBTBU
SSR
VAZ
OCCUPATION
OCC FREQUENCY
ADMIN 6
ARCH 11
ENG 1
MANAGER 1
MD 3
MGR 6
MKTG PROP 3
RESEARCH 2
I RN 1
I VP2
PLANE SIZE
P1 FREQUENCY `
1 34
II i
I
i
I
i
..........
DEMOGRAPHIC
STATISTICS 14
16:31 MONDAY, NOVEMBER 18, 1985
AIRPORT CONVENIENCE
P2 FREQUENCY
7 34
DESTINATION•
F3 FREQUENCY
0 25
1 14
COMPORT
F4 FREQUENCY
0 35
1 4
PLIGHT SCHEDULE '
FS PHEQUENCY
0 4
1. 35
COST
F6 FREQUENCY
0 27
1 12
WILLINGNESS TO USE COMMUTER AIRLINE
COMMUTE FREQUENCY
0 6
1 33
USE OF AIR TAXI SERVICE
TAXI FREQUENCY
0 35
1 4
I�
SAS
15:49 WEDNLSDAY, NOVEMBER 13, 1985
IOWA CITY AIRPORT COMMUTER STUDY
HOVLdBER, 1985
CONJOINT ANALYSIS RESULTS
DEP VARIABLE:
MEAN
SOURCE
DP
SU
SQOARL'S
SUUAkE
P VALUE
PROB>P
MODEL
ERROR
7
8
2524.218
393.902
360.b03
49.237717
7.324
0.0059
C TOTAL
15
2918.120
ROOT
MSE
7.016959
B -SQUARE
0.8b50
DEP
MEAN
27.950000
ADJ R -6Q
0.7469
C.Y.
25.1054
PABAMETLN
STAH'LARU
T FOR HO:
VARIABLE
DP
ESTIMATE
SHRUB
PARAMETER=U PROD
> iT1
'INTERCEP
1
42.977041
4.648043
9.246
0.0001
DSM
MINN
1
1
-3.762500
2.4UO870
-1.517
0.1678
DSMMN
1
-2.000000
-1.44156'2
2.480870
2.530993
-0.806
-0.570
0.4434
0.5846
STLOU
CHGO
1
1
7.070918
2.530993
2794
0.0234
LOUCHI
1
11.31.5000
13.1500uu
2.480870
2.4BU87U
4..565
53U1
0.0018
0.0007
DAILY
1
7.616327
2.004845
3..799
0.0052
STAND
VARIABLE
DY
TYPE 11 SS
ESTIMATE
TOLERANCE
INTEECEP
1
4209.501
0.000000
DSM
1
113251
-0.241277
0.666667
MINN
DSMMN
1
1
32.OHOOD
15.973290
-U. 128253
-0.092444
0.666667
STLOU
1
334.297
0.453435
0.640523
0.640523
CHGO
1
1026.045
0.726235
0.666667
LOUCHI
1
1363.380
0.843266
0.666667
DAILY
1
710.603
0.522012
0.390909
COLLINEARITY DIAGNOSTICS
VARIANCE
PROPORTIONS
CONDITION
NUMBER LIGENVALOE
1ITERCRP
PUHTUSM FORMING
�DSCMMN
POSTLOU
1
2
2.875 1.000
1.183 1.559
0.0156
'O.U152 0.0152
0.0192
0.0192
4
1.000000 1.696
0.0022
0.0409 U.0409
0.0655
0.0655
0.0000
0.0017 0.0703
0.0481
0.0481
'1
in
-r1 rw777
SAS
15:49
WEDNESDAY,
NOVENBER 13, 79 US
t
IOWA 'CITY AIRPURT CUNBUTEB
STUDY
11uV):NBL"R, 1965
CONJOINT ANALYSIS RESULTS
NURBER EIGENVALUE
CONDITION NTEaCEN PORTION PORTION PORTION PORTION
INDEX 1tlTERCEP DSN IINN US11tlN STLOU
5 1.000OuU 1.696 u.u000 0.2796 U.U9L6 0.0484 0.0484
a6 0.597895 2.153 0.0051 0.0060 O.U06U U. 1321 U. 1321
0.094125 3.391 O.UODO 0.3333 0.3333 0.3203 0.3203
5.527 0.9771 0.3130 0.3130 0.3028 0.3028
RUBBER PORTION PORTION PORTION
CNGO LOUCRI DAILY
1 0.0152 O.U152 0.0284
0.0338 0.194ti U.000u
4 0.2510 0.0769 0.0000
6 0.0060 0.0060 0.7953
8 0.3130 0.3130 0.0001
OBS ACTUAL PRVALUE PREDICT RL'SIDUAL RESIDUAL RRR ESIDUAL -2-1-0 1 2
2 14.100 19.727 5.b71 --4.627 4.133 -1.119 •r
4 14.800 17.019 4.701 7.761 5.109 1.3966 ••
5 58.500 5' 55 5.671 5.948 4.133
6 18.700 17.636 4.962 1.064 4.962 0.214 •r
7 27.400 34.436 4.962 -7.036 4.962 -1.418 •s
10 9 29.000 25.161 4.96' 3.839 4.962 0.774 s
11 33.900 33.665 4.701 0.37112 5.209 0.044
13 34.900 36.393 S.16U -5469 5.209 -1.050 r•
14 15.000 8.136 4.962 _6.864 4.962 _1.383 rr
16 31.000 11.019 4.701 -10.019 5.209 -1.913 tri
COOKBS
OBS
D
1 0.003
3 0.014
4 0.227
1
SAS
15:49 WEDNESDAY, NOYEBBER 13,1985 }
IOWA CITY AIRPORT C08AUTER STUDY
M
NGYEdBHR, 19US q
l'UHJOINT ANALYSIS RESULTS
OBS COOKS
U
6 0.006 ,
8 0.084
9 0.075
10 11 0.000
13 0.015
14 0.239 E�
16 0.377 E
SUSUR E Op SQ AREDLRESIDUALS 5.333519'-13 f
393.9017
OBS RESIDUAL HSTUDL'NT HAT DIAD CUY DPBETAS DP
!i RAT BETAS
10 DF
?ITS YlTS iNTLB(3.6P pyd
2 -4262653 -1.140 0.6531 2.1470 1.5643 -0.0550
1542 -0.6844
4 5.94847 1.5639 0.44990 0.3859 1.4855 -0.22220 0;8000
5 5'.94847 1.S63y 0.6531 0.7631 2.1456 -0.1841-O.y3tl7
6 1.06429 0.2012 0.5000 5.5581 U.2U12 0.0767 0.1006
7 -7.03571 -1.5330 0.5000 0.5744 -1.5330 -0.5844 -0,0000
10 9 3.83 2 0"2993 0.4490 4.77u7 0.2702 1929 0.7525 0.5000 3.1239 0.7525 -0;1148 -0.3763
113 2 _-5,46x388 -1.0577 0.4490 1.6130-B;y548 -0.306'951 00000
1 0.231 22 0.0415 0.4490 5 2712 U u375 -0 UUS6 -0.01986
14 6.06425 _1;4427 0;5000 0.6531 1.4837 -0.2[b3 0;0000
16 -10.0189 -2.4541 0;4490 U, 0360 -1;[152 1;5788 1;1069
DPBETAS DPBET'AS DPbSTAS UPbbT'AS DPBETAS UPBETAS
OBS MINN USN11N STLOU CH00 LOUCHI DAILY
2 0.0000 -0 -0-0042 0.8µb8 0.6844 0;6844 -0.8987
4 0;7830 0;0470 -0.7312 -0;7638 -0.7830 -0.3375
5 -0.9387 -1,1642 -0.2441-U.000U 0.9387 1.2327
_ ._... ...............
SAS
15:49 WEDNESDAY, NOVEMBER
106A CITY AIRPORT COMMUTER STUDY
NUYLHbLR, 1965
CONJOINT ANALYSIS RESULTS
DYBETAS DYBETAS 0Y6L'1'AS UPBETAS DPBETAS UYDET•AS
OBS HINN DS88N STLOU (:8G0 LOUCUI DAILY
6 -0.0000 0.0141 0.1127-0-UUOO -0.0000 -0.0711
7 0.0000 -0.8506 -0.1073 0.0000 -0.7665 0.5420
B -0.0000 0.3052 -0.0687 0.3614-O.000U 0.3467
9 -0.3763 -0.3161 0.4215-O.000O -0.0000 -0.2661
10 -0.0000 0.008b O.00d6 0.1426 -0.0000 -0.0432
11 -0.0198 -0.0182 0.0U12 0.0198 -0.0000 -0.0060
12 -0.5038 -0.0302 -0.0302 -0.5038 0.0000 0.1527
13 -0.1542 0.0178 -0.1234 0.0000 0.0000 -0.1402
14 -0.0000 O.d310 -0.6233 -0.7418 -0.74113 -0.5246
15 0.0000 -0.2744 -0.2744 0.0000 0.0000 -0.1574
16 1.lb89 1.0756 1.0750 1.1609 1.1689 0.3542
DOBBIN-MATSON U 1.451
(SUMBEH OF OBS) to
ST ORDER AUTOCOHRELATION 0.146
I
y„
APPENDIX H
EXPECTED ANNUAL COMMUTER EDIPLANEMENTS
FOR VARIOUS COMBINATIONS OF DESTINATIONS
Destinations
Des Moines/Omaha/Kansas City and
St. Louis
Des Moines/Omaha/Kansas City and
Chicago
Des Moines/Omaha/Kansas City,
Chicago, and St. Louis
Des Moines/Omaha/Kansas City
Minneapolis and St. Louis
Minneapolis and Chicago
Minneapolis, Chicago, and
St. Louis
Minneapolis
Des Moines/Omaha/Kansas City,
Minneapolis, and St. Louis
Des Moines/Omaha/Kansas City,
Minneapolis, and Chicago
All destinations
Des Moines/Omaha/Kansas City and
Minneapolis
St. Louis
Chicago
Chicago and St. Louis
o2�'lL
Three Flights
Daily Flights
per Week
9,823.
5,271
12,366
7,814
13,457
8,905
5,597
1,045
10,877
6,325
13,420
8,867
14,511
9,958
6,650
2,098
11,211
6,658
13,753
9,201
14,844
10,292
6,984
2,432
12,072
7,520
14,615
10,063
15,706
11,153
o2�'lL
Y