HomeMy WebLinkAbout1983-12-12 Info PacketCity of Iowa City
MEMORANDUM
Date: December 8, 1983
TO: City Council /
From: City Manager
Re: Parking Study
Attached is the Iowa City Parking Study, Phase I, which reviews the
growth of parking in Iowa City and current and projected demands as
related to.the Dubuque Street parking ramp.
The conclusion is that there is a need for adding two levels to the ramp.
The City .should proceed to employ professional assistance to undertake
preliminary design work and financial analysis for the addition. The
engineering/parking firm will also review the operation and maintenance of
the parking facilities in accordance with the requirements of the existing
bond ordinance. Some of the analysis will be accomplished by City staff.
Ste firm should have both engineering and parking expertise.
At a later date you will receive Phase II of the parking study, which will
review long tern parking needs in the central business district, detail
various alternatives and offer action steps.
This study will be scheduled for discussion at an informal session, at an
early date.
be
1
.MICROFILMED BY.._..
l JORM MICR+LAB 4
I CEDAR RAPIDS • DEC MOINES
'3'5.Z'(0
a
Iowa City Parking Study
Phase I:
410E %tzshing[onS[. lanro City, bm 52240
r�
f
�. N .._..MICROnLMED.aY.___;..__..
t JORM MICR+LAB
}� -CEDAR PAP?DS •DES MOINES l
1
410E %tzshing[onS[. lanro City, bm 52240
r�
f
�. N .._..MICROnLMED.aY.___;..__..
t JORM MICR+LAB
}� -CEDAR PAP?DS •DES MOINES l
TABLE OF CONTENTS
I. Background .............................. 1
II. Existing Conditions ..................••• 5
III. Existing Utilization .......•.......•.••• B
IV. Existing Financial Situation ............ 13
V. Future CBD Development ..................16
VI. Forecasting Future CBD Parking Demand .. 20
VII. Summary ................................ 26
VIII. Conclusions .and Recommendations ....... 28
_ ..111 CRDFI LMED..BY._
DORM MICR�LA9
-CEDAR R41DS •DES MDINES
-"•+o
i
i
7.
'1
°a
j
i
3
TABLE OF CONTENTS
I. Background .............................. 1
II. Existing Conditions ..................••• 5
III. Existing Utilization .......•.......•.••• B
IV. Existing Financial Situation ............ 13
V. Future CBD Development ..................16
VI. Forecasting Future CBD Parking Demand .. 20
VII. Summary ................................ 26
VIII. Conclusions .and Recommendations ....... 28
_ ..111 CRDFI LMED..BY._
DORM MICR�LA9
-CEDAR R41DS •DES MDINES
-"•+o
1. Background
During the early 19605 the City of Iowa City recognized that the
vitality of the Iowa City central business district (CBD) as a center
for business, retail, government, and educational activities was
endangered by deterioration. Through its Comnunity Development
Department the City initiated a rigorous program of urban renewal to
reverse this declining trend.
In 1965 funds were made available by the U.S. Department of Housing
and Urban Development (HUD) to begin planning for the redevelopment
and rehabilitation of the Iowa City CBD. Delays primarily caused by
legal action occurred throughout the late 1960s. By 1970 these
matters were resolved and the -City .was awarded a federal grant to
proceed with activities such as acquiring land; relocating people and
businesses; demolishing structures, and improving utilities, streets,
and pedestrian space. City funds also were provided.
In 1972 the City of Iowa City adopted an official parking policy
emphasizing the following elements:
1. The City government will provide the major share of future CBD
parking.
10
,._F
.MICROMMED BY .. ... _.. �. .)
RM MICR#t_AE3
R WA IOS • DES MOINES I
1
i
2. All on -street metered parking in the CBD will eventually be
eliminated and parking facilities concentrated in off-street
locations.
3. Parking facility construction shall be coordinated with the
development of viable mass transit and bikeway systems.
In 1972 a 600 car parking facility was presented to voters for
consideration and rejected primarily on environmental and financial
grounds. The project was to have been funded with tax increment
financing.
Revisions were made in 1973, resulting in City Council adoption of an
$8 million parking facilities. plan as part of the 1973-77 Capital
Improvements Program. A 1979 HUD report concluded that the overall
impact of the proposed plan was positive and that the. plan should be
implemented.
Iowa City completed two major CBD redevelopment projects in the late
1970s. one was the closing of College Street between Clinton and Linn
Streets and Dubuque Street between Washington and Burlington Streets
for development into a pedestrian mall. This project was completed in
1977 and has been the focus of several adjacent projects: The Plaza
Centre one building, the new City Library, several rehabilitations of
older buildings, and the new downtown hotel.
N
rJ _.. .... . MiCRuEILMtG
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES I
I j
3-3-24
V
., a
4
r -r
The second major CBD redevelopment project is located on Block 83/84,
the two city blocks bounded by Washington Street on the north, Clinton
Street on the east, Burlington Street on the south, and Capitol Street
on the west. The portion of College Street at mid -parcel was vacated
and included in the redevelopment. All buildings on the Block 83/84
parcel were demolished, and in 1978 the City Council selected Old
Capitol Center Partners as developer of this property. Old Capitol
Center Partners developed this parcel into Old Capitol Center, a
278,000 square foot retail shopping mall completed in 1981. The City
retained 70,000 square feet of Block 83/84 for construction of a
parking facility, which would connect to the shopping center. Carl
Walker and Associates, Inc., parking consultants, were commissioned to
prepare plans for the Block 83/84 parking facility (the Capitol Street
R.alnp). A schematic plan with several alternate concepts was produced
in June 1978, and the consultant's recommended alternative for Block
83/84 was selected by the City as the preferred development scheme.
Carl Walker & Associates were then selected to prepare an economic
analysis and evaluation -for the Block 83/84 parking facility, based
upon the conclusions and recommendations in the schematic plan and the
proposed City plans for redevelopment of the CBD.
During the evaluation of the Capitol Street Ramp the scope of the work
was extended to include the analysis and evaluation of a parking
facility for Block 64, the proposed site of a new hotel and department
store. This extension to include the Block 64 parcel (the Dubuque
r�
_ .. MIEkOFILMEO.DY.... .i
JORM MICR+LA6
-CEDAR RAPIDS • DES MOINES 1
j
;J
MOT"
Street Ramp) was authorized because the CBD redevelopment time
schedule required that the projections of revenue and expenses for the
City Parking System include both projects.
In October 1978, Carl Walker and Associates submitted the final report
supporting the development of parking facilities in Block 83/84 and
Block 64. The report concluded that the redeveloped CBD would support
the construction of 900 parking spaces in the Capitol Street Ramp and
450 spaces in the Dubuque Street Ramp. The report proposed financing
j
the parking facilities with a $5.2 milion Parking System Revenue Bond
Issue with a total
� , project cost of $7.2 million. It was also
concluded that provisions should be made in the design, of the Dubuque
j Street. Ramp for future expansion of 185 parking spaces.
I
On December 1, 1978, the City Council of Iowa City approved the $5.2
million bond issue. The Capitol Street Ramp was opened in 1979 and
the Dubuque Street Ramp in 1981.
r
i
I
I
j
a
j
4
3 3.Z G
JORM MICR#LAB k
I .CEDAR RAE I05 • DES MOIRES I i
16
II. Existing Conditions
The City of Iowa City operates two parking ramps and several surface
parking lots in the CBD (Fig. 1). The Capitol Street Ramp, adjacent
to Old Capitol Center Mall, holds 900 cars. The Dubuque Street Ramp,
located between Dubuque and Linn Streets at Burlington Street, holds
450 cars. These ramps are intended to serve the parking needs of
downtown customers and employees. Both ramps charge 25 cents per hour
between the hours of 7:30 A.M. and 3:00 A.M. and a flat fee of 50
cents between 3:00 A.M. and 7:30 A.M.
There are 180 parking permit holds who use the Dubuque Street Ramp,
Some of these permit holders formerly used the Capitol Street Ramp
however, effective November 7, 1983, all permit holders were moved to
i
the Dubuque Street facility, This move was necessitated by the
increased use of the Capitol Street Ramp and the need for additional
short-term parking. A fee of $25 per month is charged for permit
parking in the Dubuque Street Ramp, and the City has frozen the number
of permit holders at 180.
The City also operates seven surface parking lots in the CBD area. Two
of the lots, Schuman (24 spaces) and Market Street (50 spaces), are
located north of the CBD and not primarily utilized by downtown
customers and employees. The other five lots are Civic Center (120
spaces), Chauncey Swan (120 spaces), Rec Center (92 spaces), Library
(79 spaces), and Burlington (27 spaces). These five lots form a ring
around the south and east edge of the CBD and are divided into
4R
3326
_.MICROFILMED BY. �-
` DORM MICR+LAB
I
4 i CEDAR RAPIDS • DE: MOINES
S61-111MAN LOT
UNIVERSITY OF IOWA
CO
CAPITOL Sr RAMP
AWKET ST. LOT
UV/6 CENTER LOT
MARKET
FTF
JEFFERSON
❑a
CEYroe�
.4Mi0Y N{w
S(NWL
II ®IOWA r��
[� --1771
WASHINGTON
Lu
- v -m
W
z %z_ � r
BURLINGT N
` I I
ST.
DUBU4IlE ST .PAVF REL 6ENTER LOT
BURLINGTON LOT OLDLIBRARYLOT GHAC/NGEYSWAN
EXISTING CBD PARKING FACILITIES
_...111CROFILRIE6.BY
t JORM MICR+LAB
I
CEDAR RAPIDS • DE- !l HES S
33-2G
v
short-term spaces (Burlington and Library), long-term spaces (Chauncey
Swan and Rec Center), and permit parking (Rec Center and Civic
Center). The Burlington, Library and Chauncey Swan lots charge 20
cents per hour, and the Schuman, Market Street and Rec Center lots 10
cents per hour. Permit parking at the surface lots is available for
$16 per month, and has been frozen at the current number of 261.
It is expected that downtown surface parking lot capacity will be
reduced by 258 within the next year, with the elimination of the
79 -space Library.lot. The developer of the adjacent old library site
retains an option to the parking lot property and has indicated an
interest in exercising this option within the next year.
In keeping with the spirit of the City's parking policy, zoning
regulations have been adopted which prohibit private parking facili-
ties in the CBD unless a special exception is granted by the Board
of Adjustment. The only exception is for hotels or motels in the CBD,
in which case a developer has the option of providing private parking
for the development or contracting with the City for parking.
7
33.�G
7_ _..MICROEILMED.BY.._____.�.._
JORM MICR+LAB
E
CEDAR RAPIDS • DEC MOINES
III.Existing Utilization
Detailed statistics have been kept in 1983 regarding utilization of
the two parking ramps. Counts have been taken each day at 9:00 a.m.,
noon, and 5:00 p.m., and levels of utilization recorded. Noon is the
highest usage time of the three, with the ramps receiving maximum use
from both employment -oriented long-term parkers and shopping -oriented
short-term parkers. Figures 2 and 3 present this information graphi-
cally.
Capitol Street Ramp. Utilization of the Capitol Street Ramp at 9:00
a.m. has been moderate in 1983, averaging 258 of capacity. Utiliza-
tion picks up considerably throughout the morning, with figures
indicating average utilization at noon to be 538. More notable than
this is the trend of increased usage which is occurring. ,Since August
29 this ramp has averaged 758 full at noon, with a high of 83%
occurring the week of October 10. This very high usage rate is of
concern since it is already comparable to previous holiday shopping
season levels.
Utilization of the Capitol Street Ramp declines between noon and 5:00
p.m., with utilization at 5:00 p.m. averaging 388 of capacity. Usage
levels at 5:00 p.m. have also taken a jump since August 29, averaging
53% of capacity during this time.
Ll
_ _.... MICkOFILMED,BY. _ .� ...
l JORM MICR4LAB
tCEDAR RAPIDS • DES MOINES
i
i
I
900
eooL 9200
12 0o w NOON —
S'o0 Ptl
F16, .Z
11FILIZAT101V OF PARKING ReWD A"
OA/LY AVERAGE PER WEEK - /983
MONDAY- FR/DAY
I ',1
I_. _-I .J_J._ �_ _L ._L _l__...L
4-/l I }•1S S•91 f•IjI G`6 16-11v 7-4I 7 ,f ay 187 I 9-,1I 97i io io
-r} 3 16 4'/6 SI•I2 S 16 S 30 613 6 17 7 �l I Zf 8-6 7!s 9•i9 is y
1 JORM .MICR#LAB
\f CEDAR RAPIDS • DES MOINES
1 i
c
W
600
s00
j_
W 400
�
Z
y 300
uhf
200
.. ;
100
W
j
Z 0
w
{{�
i�
WrEx
a
F16, .Z
11FILIZAT101V OF PARKING ReWD A"
OA/LY AVERAGE PER WEEK - /983
MONDAY- FR/DAY
I ',1
I_. _-I .J_J._ �_ _L ._L _l__...L
4-/l I }•1S S•91 f•IjI G`6 16-11v 7-4I 7 ,f ay 187 I 9-,1I 97i io io
-r} 3 16 4'/6 SI•I2 S 16 S 30 613 6 17 7 �l I Zf 8-6 7!s 9•i9 is y
1 JORM .MICR#LAB
\f CEDAR RAPIDS • DES MOINES
1 i
c
W
I_. _-I .J_J._ �_ _L ._L _l__...L
4-/l I }•1S S•91 f•IjI G`6 16-11v 7-4I 7 ,f ay 187 I 9-,1I 97i io io
-r} 3 16 4'/6 SI•I2 S 16 S 30 613 6 17 7 �l I Zf 8-6 7!s 9•i9 is y
1 JORM .MICR#LAB
\f CEDAR RAPIDS • DES MOINES
1 i
c
W
foo 9--00 AM
I2••00 NOON
r16-3
UTILIZATION Of PARR/NG RAMP B
DAILYAVERAGE PER WEEK 1993
MONDAY -FRIDAY
n
a
WEEK 1.171 13a14-11I42.fIs-9Is,aI6X I clol T9I 7y18/ I81s19$I9Iy1 X031
!14 i2/ 4-/l S2 S•16 S•JO 6.13 617 7vi 7•.tf 8$ Cly 9-12 9& APW
7 ..MICAOFIWED, BY.. _
t JORM_MICR+LAB
t•CEDAR RAPIDS DES MOINES
F I
t,, 300
Li
%
� /00
?,
0
r16-3
UTILIZATION Of PARR/NG RAMP B
DAILYAVERAGE PER WEEK 1993
MONDAY -FRIDAY
n
a
WEEK 1.171 13a14-11I42.fIs-9Is,aI6X I clol T9I 7y18/ I81s19$I9Iy1 X031
!14 i2/ 4-/l S2 S•16 S•JO 6.13 617 7vi 7•.tf 8$ Cly 9-12 9& APW
7 ..MICAOFIWED, BY.. _
t JORM_MICR+LAB
t•CEDAR RAPIDS DES MOINES
F I
I.,
A problem with presenting information in weekly averages is that it
ignores the issue of peak usage days. For example, the Capitol Street
Ramp has averaged 758-908 full -per week at noon during the month of
October. However, there have been several individual days where peak
usage has been in the 958-1008 range.
Dubuque Street Ramp. The Dubuque Street Ramp has averaged 338 of
capacity at 9:00 a.m. during 1983, with a high of 418 occurring during
the week of September 19. Utilization increases throughout the day
with noon figures showing an average of 538 capacity. Usage at noon
has averaged 588 since August 29, reflecting a trend of increased
usage similar to the Capitol Street Ramp although not nearly as
i
intense. Usage tapers off by 5:00 p.m. to a level similar to the
1 morning: average 5:00 p.m. usage in 1983 was 348 of capacity.
}
It is apparent that usage of the parking ramps, especially Capitol
Street, has increased considerably since August 29. With midday usage
rates averaging as high as 838 and 5:00 p.m. rates averaging over 508,
it is evident that demand for parking at the Capitol Street Ramp will
likely be over capacity by the 1983 holiday season. The Iowa City
Parking Superintendent estimates that during the 1982 holiday season
j
demand for parking in the two ramps increased by 250-330 cars per day.
At 808 capacity the Capitol Street Ramp has 180 empty spaces. At the
current midday usage level of 588, the Dubuque Street Ramp has 189
empty spaces. This indicates that current usage levels combined with
an increase in demand similar to 1982 holiday season will result in
utilization levels as high as 978 for both ramps.
11
33.24
r MICROFILMED BY.
l JORM MICR¢LA13 V1
} CEDAR RAPIDS • DES MOINES
L j
■
f
Surface Lots. Statistics have not been kept regarding usage of the CBD
surface parking lots. However, discussions with the Iowa City Parking
Superintendent indicates that during midday peak usage, utilization of
the old library lot is averaging 1008 of capacity, the Rec Center lot
approximately 908 of capacity, and the Chauncey Swan lot 75% of
capacity. These figures have been substantiated with random parking
counts taken at these lots.
12
. _..MICROFILMED DY� �.�.-..-
JORM MICR+LAB
-CEDAR RAPIDS DES MOINES
1
R
y
1
i
I ,
N. Existing Financial Situation
In December 1978 revenue bonds in the amount of $5.2 million were
issued by the City of Iowa City to finance the construction of the two
City parking ramps. Covenants contained in the resolution authorizing
this bond issue stipulate that parking fees will be set at a level
adequate to generate sufficient revenue to cover the bond debt, interest
on the bonds, and a 358 coverage factor.
The budget for the City's Parking Division contains a line item for
expenditures associated with the parking system revenue bonds. In fact,
revenue bond—related expenditures make up nearly one-half of all Parking
Division expenditures. Following is a summary of FY83 Parking Division
expenditures.
i
Item FY 83 FY83 8 of FY84
Budget Actual Budgeted Budgeted
wages, salaries &
fringes
$383,322 $388,284 101.38 $404,578
Supplies
22,794 19,143 84.03 16,139
services & Charges 170,316 172,260 100.9% 172,226
Bond Debt Exp. .508,990 519,562 102.18 506,290
Carryover
1,720
Total $1,085,422 $1,100,969 101.48 $1,099,233
:.
...... ..
MICROFILMED.BY.
JORM MICR+LAB `
CEDAR RAPIDS • DE= MOINES
1
33o26
It can be seen that labor costs are the other major expenditure item for the
Parking Division (35% of budget). The revenue side of the FY83 Parking
Division Budget follows:
Actual FY83 revenue received by the Parking Division exceeded budgeted
revenue in all but two categories. Miscellaneous income exceeded the budget
by 1,4998, mostly interest income. Income• generated from the two parking
ramps exceeded budget by $75,753, or 158. Total FY83 Parking Division
revenue exceeded budget by $345,926, a 382 surplus.
The Parking System Revenue Bonds require a 358 coverage factor to be main-
tained by the Parking Division. This requires parking fees to be set at a
level adequate to provide a 358 surplus in revenue received over expendi-
tures. This provides bondholders with the assurance that the Parking System
is generating sufficient revenue to adequately cover annual costs so that a
14
... 1 * MICROEILMED.DY. _..-
JORM MIC R+L Ari
CEDAR RAPIDS • DES MOINES
i
3.3024
nc!
FY83
FY83
8 of
FY64
Item
Budget
Actual
Budgeted
Budgeted
Daytime Ramps
$444,000
$ 482,543
108.78
$ 468,660
Evening Ramps
34,000
42,324
124.58
48,792
Ramp Permits
24,000
52,886
220.48
-0-
Parking Lot Meters
58,800
65,411
111.28
64,800
Parking Lot Permits
27,800
27,183
97.8%
20,000
on -street Meters
174,000
191,064
109.88
180,000
Parking Fines
144,000
136,055
94.58
125,000
Misc. Sources
9,000
134,915
1499.08
131,866
Total
$915,600
$1,132,318
137.88
$1,039,118
Actual FY83 revenue received by the Parking Division exceeded budgeted
revenue in all but two categories. Miscellaneous income exceeded the budget
by 1,4998, mostly interest income. Income• generated from the two parking
ramps exceeded budget by $75,753, or 158. Total FY83 Parking Division
revenue exceeded budget by $345,926, a 382 surplus.
The Parking System Revenue Bonds require a 358 coverage factor to be main-
tained by the Parking Division. This requires parking fees to be set at a
level adequate to provide a 358 surplus in revenue received over expendi-
tures. This provides bondholders with the assurance that the Parking System
is generating sufficient revenue to adequately cover annual costs so that a
14
... 1 * MICROEILMED.DY. _..-
JORM MIC R+L Ari
CEDAR RAPIDS • DES MOINES
i
3.3024
nc!
I
i
i
{
_
I
I
i
default on the bonds won't occur. In FY83 the coverage factor achieved by
the City was 2.98. The only way to justify not increasing parking rates at
this time is because of the availability of the fund balance in the Parking
Operations Fund. As of July 30, 1983, the fund balance was $612,918, more
than sufficient for the 358 required coverage.
A cost-saving measure was implemented in FY83 which has had a favorable
impact on the Parking Division. This was to begin staffing the exit booths
for both parking ramps until 3:00 a.m. Formerly the ramps were staffed until
10:00 p.m., with parkers required to pay a 50 cent flat fee to exit between
10:00 p.m. and 7:00 a.m. While this has only.been a break-even proposition
based on revenue received versus cost to staff the booths, it has saved many h
thousands of dollars by reducing vandalism in the ramps. '
j
I
15
,.MICROEILMED_BY...
t JORM MICR4LAB
• CEDAR RdPIDS DES MOINES
pi �
33aG
V. Future CBD Development
The City of Iowa City began its CBD revitalization program in the mid
1960s. After nearly 20 years the program is finally approaching cample-
tion. Major projects completed include Old Capitol Center, Plaza Centre
One, the two City parking ramps, the new Public Library, the Downtown
Transit Interchange, various CBD streetscape improvements, and the City
Plaza pedestrian mall.
There are several CBD development projects awaiting completion which will
impact the future parking needs of downtown Iowa City (see Fig. 4). These
include:
1. The new downtown hotel. Presently under construction adjacent to the
Dubuque. Street Parking Ramp is a new Holiday Inn Hotel. This hotel
is being developed privately in conjunction with a $2.08 million
Urban Development Action Grant (UDAG). The hotel will include 178
rooms, a 150 seat restaurant, group meeting space for 450 attendees,
and a public walkway which will connect City Plaza to Dubuque Street.
The City has agreed to make parking available for hotel patrons in
the Dubuque Street Ramp.
2. Parcel 64-1a. Directly adjacent to the east of the hotel site is the
final remaining urban renewal property, Parcel 64-1a. This 40,000
square foot parcel is scheduled to be developed as a multi-level,
multi -use facility which could include a department store, retail
space, office space, or housing. Proposals from private developers
..
MICROFILMED BY
JORM MICR LAB V1
�I . CEDAR Ri ^T D$ DE OIRES C ��
i
33.2(o
RFMAJAIIA16 GSD DEVEZ01ONEAIF
� �N��
MARKET
JEFFERSON
UNIVERSITY OF IOWA IOWA
� P TI �
WASHINGTON
:...N�i z ; r
i1 W
z J
Z
H '
z
J
U
OLD LAP/rOL CENIW
FIG. 4
NGTON
z
(
HOTEL PARCEL 64 •/Q I OLD L/6PARY
OLD 1)CRA RY PARK/yG L or
17
._.11ICROFILIIEO_ BY. ..
l JORM MICRI LAB r
R CEDAR 114TOS • BE: MOINES `
3324
14,
1
will be evaluated and a final decision on development made by the
Iowa City Council. The City will attempt to market this property in
1984, with development completed by 1986.
3. Old library. In June 1981 the Iowa City Public Library moved into
its new building on City Plaza. The old library building was
purchased by a local developer and has been leased to the University
Of Iowa for use as temporary office space. This arrangement is
expected to last 3-5 years, whereupon it is expected the building
will be developed into some type of commercial use. The building
itself is a 1903 Carnegie library of 9600 square feet with a 13,800
square feet addition added in 1962. It is expected that any redevel-
opment will involve preserving the existing building since the
developer is contractually obligated to put $495,000 of improvements
into the structure (3008 of the purchase price).
4. Old library parking lot. The old library parking lot presently
consists of 79 parking spaces with five hour meters. It is 29,000
square feet with frontage on Gilbert Street and College Street. The
j Iowa City Parking Superintendent has stated that this lot presently
receives nearly 1008 utilization during the day. The developer of
I
the old library retains an option to purchase agreement for all or
part of the old library parking lot. It is possible that the
developer will exercise the option on the property by January 1984,
removing the lot from use as public parking.
i
i
I
18
3 3,2
.. . t
� ... _.141CROFILIdEO BY.. _. .._i.
JORM MICR+LAEI `
} CEDAR AAPN!; • DEC I101NE5 1
0
The Parking System Revenue Bond Resolution is very specific in
prohibiting the assets of the Parking System Fran being disposed of
if such disposal would cause a decrease in parking revenues. The
sale price of the old library parking lot must be set at an amount
which when invested would generate annual income equivalent to the
parking revenue presently generated by the lot.
5. Old Capitol Center. Old Capitol Center mall is currently leased at
i
938 of capacity. Approximately 19,110 square feet of commercial
space remains to be leased.
r
These five projects are expected to provide most of the impact on future i
parking demand in the Iowa City CBD. There are no major development
projects in fringe areas of Iowa City nor any major demographic changes
j
expected to occur that would provide additional significant impact. j
i
19
�__. _. __...._.IdIDROFILMED..aY_. ____...I'I. ..
` JORM MICR+LAB I
4 CEDAR R4P!DS • DES MOINES
i
33.24
VI. Forecasting Future CBD Parkins Demand
The estimation of future parking demand is perhaps the most critical step
in an assessment of parking needs. It is also the most complex and often
misunderstood step in the process. A common mistake in demand estimation
involves the use' of generation factors to arrive at estimates of parking
demand. Using generation factors a person can take each generator
(retail space, office space, residential space, industrial space, etc.)
multiply the various square footages by the generation factors, and
mathematically arrive at an absolute number of parking spaces that will
be needed. The advantage to this method is that it is very neat and
conclusive; the problem is that the limitations of this method are often
forgotten and it is assumed to be .much more accurate than is actually
possible. This method assumes the
generation factors to be precise,
which they are not; assumes transportation and land use characteristics
will stay the same, which they will not; assumes population and demo-
graphic characteristics will stay the same, which they will not; and it
does not take into consideration such issues as municipal parking
Policies, environmental constraints, or mass transit usage.
Rather than listing several magic factors -for estimating parking demand,
it will instead be much more effective to examine the several local
development issues which will affect future parking demand, and direct
i
our efforts toward answering the question before us:
Should
levels be added to the Dubuoue Street ?
20
332`
-.. r. ._.
MICROFILMED BY
t JORM MICR#LAB
! CEDAR RAPIDS • 0EC M0I14ES
r
Existing demand. Utilization of the two parking ramps (outlined in
Section III) has increased since the ramps were opened for operation,
with significant increases since August 1983. Peak usage occurs during
midday, when the two facilities receive maximum use from shopping,
office, and University -related parkers. Midday usage of the Capitol
Street Ramp has been averaging approximately 758 of capacity since August
29, with usage approximately 508-558 during daytime off-peak. Nighttime
usage declines further to the 258-308 range.
Peak midday usage of the Dubuque Street Ramp has averaged nearly 608 of
capacity since August 29, declining to around 408 in the daytime
off-peak. Usage of the Capitol Street Ramp has become intensive enough
that all ramp permit parking has been shifted to the Dubuque Street
facility and frozen at the current number of permits. If holiday season
usage levels increase -at a proportion similar to last year, daytime
utilization of the two ramps is expected to be in the 908-1008 range this
holiday season.
New downtown hotel. The Iowa City Zoning Ordinance gives the developer
of a CBD hotel or motel the following options pertaining to parking:
provide 1 1/4 parking spaces for each room in the facility or negotiate a
contract with the City for provision of parking in a public facility. The
City is presently engaged in negotiations with the developer of the new
Holiday Inn Hotel for provision of parking in the Dubuque Street Ramp.
This ramp was designed and built with the intention that it would
function as a parking facility for the new hotel and the adjacent Parcel
64-1a, in addition to serving as a public parking facility.
21
MICROFILMED BY~-
t JORM MICR¢LAO 1
CEDAR RAPIDS • DES MOINES 1!
i
33.2G
i
.�I
There is much speculation as to what the parking requirements of the new
hotel will be. Hotel occupancy for the first year of operation is
projected at 528, indicating an average of 50-100 parking spaces needed
per night. Hotel officials, however, have stated that based on estimates
of similar facilities they may need as many as 220 parking spaces per
night. The restaurant will require an additional 70 spaces per night.
Officials at the Iowa City Chamber of Commerce estimate the hotel meeting
facilities willeventually attract 1 to 3 meetings per week with an
average size of 100-150 persons. Meeting space is available for as many
as 450 attendees. Meetings are split approximately 50/50 between those
lasting a single day and those lasting 2-3 days. Because of the wide
range in sizes and types of meetings which will be held in the new hotel,
parking needs will also vary widely. However, it is not unreasonable to
assume that a meeting of 100-150 people will generate approximately
50-125 parkers.
A very important consideration in assessing demand for parking is
determining when peak activity times are for the various parking genera-
tors. This is important because often a single parking space can be used
to serve two or more individual land uses without conflict. An existim
example of this in the Iowa City area is the parking lot adjacent to
Carver-Hawkeye Arena on the University of Iowa campus. During the day
this lot is used for University of Iowa employee permit parking. During
the evening and on weekends it is used for athletic and cultural event
parking. In an instance such as this, total parking demand is signifi-
cantly less than the sum of the individual demand values, and a smaller
parking facility is adequate. Parking demand from the new hotel may
22
III CRO DY `
l JORM MICR#LAB
i CEDAR RIP! S • DE: MOVIES
I j
3 3-2 6
t
_.
i
allow for some shared parking, chiefly from restaurant patrons. Demand
for, parking from restaurant patrons will occur primarily in the evenings
when existing demand is lowest and plenty of excess parking is available.
Special events occurring in the evening and on weekends will also allow
for shared parking. Peak demand for people staying at the hotel will
also occur during the evening, but with patrons permitted to check in
during the afternoon and stay until noon the next day, demand will spill
over into present high demand timeperiods. Parking demand for people
attending meetings at the hotel will mirror existing demand patterns.
Parcel 64-1a. It is difficult to estimate parking needs for this site
because the type of development which will ultimately occur is unknown at
this time. Based on a previous development bid for a 75,000 square foot
use on this parcel, it is not unreasonable to assume a generation factor
of 1.0 to 2.0 parking spaces per 1,000 square feet of leasable area, for
a total parking demand of 75 to 150 spaces. A development involving
retail or office use will not facilitate shared parking at existing
parking 'facilities since peak demand periods will coincide with existing
high demand periods.
old library. Current utilization of the old library as office space by
the University of Iowa has not created a parking problem. It is diffi-
cult to assess the specific effect this use has had, since the Univer-
sity's move into this facility coincided with the beginning of the fall
academic semester and an increase in parking demand in general. The City
Parking Superintendent reports that utilization of this building as
office space has not created a noticeable parking problem.
23
MICROFILMED
.
_.. ....._BY
JORM MICR¢LA9'
t� CEDAR RA P105 • DEC MOINES
1 �
332(a
-..
I
1. 1
1
Plans for the old library call for its eventual utilization as commercial
space. A report by the Urban Iand Institute indicates that commercial
usage of a building will generate increased. parking demand of between 258
and 1008 over the same building used as office space.
Old library parking lot. Although there are presently no specific plans
for the old library parking lot, speculation is that it will be developed
into a commercial, office, or residential use within the next year. This
will have two effects on CBD parking:
1. Displacement of existing parking spaces. The Iowa City Parking
Superintendent has indicated that utilization of this 79 -space lot is
I
presently near 100% of capacity during midday peak demand periods.
The demand for these spaces will remain even if the lot itself is
closed. There does not appear to be adequate capacity in the
remaining City parking lots to absorb the demand for 79 parking
spaces during midday.
2. Site development, obviously, any development on this site will be a
parking generator. The type of development - commercial, office,
residential, etc. - will impact on the amount of parking needed. At
i
the present time there is no indication as to the type of use this
site will receive.
O1d4Capitol Center. With only 19,000 square feet of space remaining to
be leased, Old Capitol Center is not expected to generate a• large
increase in the demand for CBD parking. Nevertheless, retail land uses
24
33.2(
..MICROFILMED BY....
l JORM MICR+LAN
I CEDAR RAIDS • DEC MOVIES 1
1 i
N
A
I ..
are the highest generators of parking, and figures published by the Urban
Land Institute indicate that this remaining 19,000 square feet of
leasable space could increase parking demand by as much as 20-60 spaces
per peak hour, Old Capitol Center officials are aware of the increasing
utilization of the Capitol Street Ramp, and have expressed concern. It
is estimated that roughly 158-208 of the persons shopping at Old Capitol
Center are from out of town and dependent on automobiles to bring them
into downtown Iowa City.
25
_.......MICROFILMED. DY..__'_._... ..
'JORM MICR#LAS
CEDAR RAPIDS DES MIRES
j} I
I
I
1
I�
1
VII.SuRmery
1. Utilization of the Capitol Street Ramp at midday is averaging 758 of
capacity. The Dubuque Street Ramp is averaging over 508. On
selected peak usage days the ramps are presently operating at 95-1008
of capacity. The surface lots are averaging between 758 and 1008 of
capacity. If the level of increased parking demand during the 1983
holiday season is similar to 1982, existing parking facilities will
be operating at near 1008 capacity.
2. Permit parking in all City facilities has been frozen at the present
number to accommodate the recent influx of short-term parkers.
3. The cost of operating the Parking Division is running approximately
as budgeted. Revenue received by the Parking Division is currently
sufficient to cover operating costs and debt service costs. Revenue
received is not sufficient to maintain the 358 revenue bond coverage
factor; however, the fund balance in the Parking Operations Fund is
more than sufficient for the required coverage.
4. Future CBD development will occur mainly in five specific areas: the
new downtown hotel, parcel 64-1a, the old library, the old library
parking lot, and Old Capitol Center.
5. Parking needs from the five areas of future development cannot be
precisely quantified. Estimates are as follows:
a. Hotel patrons: 50-200 spaces per night.
W
r.....�. ....,_.MICROFILMED.aY__:___.1.
JORM MICR+L AB
CEDAR R4105 • DES MOIRES
t I
i
33.26
b. Hotel restaurant patrons: 70 spaces per night.
c. Hotel meeting attendees: 25-125 spaces' needed sporadically;
ocasional peak demand of 350-400 spaces.
d. Hotel employees; 15-50 spaces per day.
e. Parcel 64-1a: 75-150 spaces.
f. Old library: slight increase over existing demand.
I
g. Old library parking lot: 79 existing spaces displaced; increased
demand depending on size and use of new development.
i
h. Old Capitol Center: Increase of 20-60 spaces per peak hour if all
available space is leased.
Other minor fluctuations in demand will occur as existing CBD
facilities undergo changes in use.
i 6. Opportunities for shared parking arrangements will not be plentiful,
as peak parking demand times will for the most part coincide with
i
existing Peak demand times. The only major exception is hotel
restaurant patrons who should be able to utilize existing facilities
during the evening low demand period.
27
._.„�•• MICROFI LMED.. DY_.__<._-�.
JORM MICR+LAB
•CEDAR RAR?DS • DES MOINES
f
VIII.Conclusions and Reco=endations
1. Demand appears to be adequate to justify the construction of two
additional levels onto the Dubuque Street Ramp. This would create 185
additional parking spaces. Estimates indicate a minimum of 300
additional parking spaces will be needed to accommodate new develop-
ment during the next few years, with 700 needed during peak usage
periods, and as many as 1000 during large meetings at the new hotel.
2. If the decision is made by the City Council to proceed with the two
additional levels, City staff should act as quickly as possible to
facilitate design and construction of the addition. This should be
done to minimize disruption and assure completion of the project prior r
i
to the completion of the new hotel.
i
3. The City's Parking Policy needs to be reviewed and updated. This
policy has not been revised since it was adopted in 1972. Specific
areas which should be given careful consideration are private parking
facilities in the CBD, on -street versus off-street parking, short-term
' versus long-term parking, and permit parking.
4. The City should proceed as soon as possible with Phase II of the
Parking Study - a complete assessment of Iowa City CBD parking needs.
Phase II should include an exhaustive assessment of total CBD parking
demand, the on -street parking situation on Iowa Avenue, the current
and future impact of the University of Iowa, the need for a third City
parking ramp, and the siting and financing of a third ramp if the need
is substantiated.
28
33.ZG
MICROFILMED.BY.......--..�.
JORM MICR¢LAE3
CEDAR RAPIDS • DE: MOINES
1
4z,
City of Iowa City
MEMORANDUM
Date: December 9, 1983
To: City Council
f
From: . City Manager�����
Re: Adoption Schedule for FY85 Budget
Attached is the adoption schedule for the FY85 budget. If you have any
problems with any of those dates, please let LLS know at your earliest oppor—
tunity. The Council will meet in informal session on January 9 to review the
long range budget projections and the detail of the budget preparatory to
actual discussion of the proposed budget for FY85. The budget will be
provided to you on or before January 6, 1984.
We have found that Saturday budget sessions are much more productive than
discussion of the budget twice weekly throughout the month of January and
part of February. Therefore, we plan to have two Saturday budget sessions
from 8:00 a.m, to 12:30 p.m. on January 14 and January 28. Please mark your
calendar accordingly.
cc: Department Heads
bj6/4
........_.MICROFILMED-OY. .:__.�. ..
JORM MICROLAB
-CEDAR RARIOS . DEE MOINES
TIMETABLE FOR FY85 PROPOSED BUDGET REVIEW
Friday Dec. 16, 1983 All information. back to Terry Kimble in Finance
Department - Extended Service Levels, Capital
Improvements, adjustments
Tuesday Dec. 20, 1983 Program Division Statements to Terry Kimble in
Finance Department
Tuesday thru Dec. 27, 28, 29, 30, 1983 and Jan. 3, 4, 1984:
FY85 Budget printed and bound
Friday Jan. 6, 1984 FY85 Proposed Budgets sent to Council
Monday Jan. 9, 1984 (Informal meeting). two hour orientation session
for Council on budget
Saturday Jan. 14, 1984 (Special meeting) 8-12:30 first of two Council
review sessions of FY85 Proposed Budget (see
detailed timetable attached)
Saturday Jan. 28, 1984 (Special meeting) 8-12:30 second of two Council
review sessions of FY85 Proposed Budget (see
detailed timetable attached)
Monday Jan. 30, 1984 (Informal meeting) Council finalizes FY85 Proposed
Budget review
Tuesday Jan. 31, 1984 (Formal meeting) Council sets public hearing for
FY85 Proposed Budget
Tuesday Feb. 14, 1984 (Formal meeting) public hearing for FY85 Proposed
Budget
Tuesday Feb. 20, 1984 (Informal meeting) Council finalizes Budget
decisions
Tuesday Feb. 28, 1984 (Formal meeting) Council approves FY85 operating
Budget and FY5-89 Capital Improvements Program
Thursday Mar. 15, 1984 Deadline for certifying M5 Operating Budget to
State.
S �
MICR 0FILMED . DY_.. _.__..�. ..
JORM MICR+LAE3
CEDAR RRRIDS • DES MOINES
1
TIMETABLE FOR SATURDAY, JANUARY 14, 1984
COUNCIL REVIEW SESSION ON ER85 PROPOSED BUDGET
8:00 Budget Introduction
8:15 Police and Animal Control
9:00 Transit
9:15 Airport
9:30 Housing and Inspection Services
10:00 Eire
10:15 Senior Center
10:30 Library
11:00 Parks and Recreation Department, Central Business District,
Governnent Buildings
11:45 Human Relations
12:00 City Attorney
12:15 City Council, City Manager, Energy Conservation, Broadband
Telecommunications, Civil Rights
141C RD ILMEO.BY .._._._.� _.
JORM MICR#LAB
CEDAR ON •DES I401NES
m
w
i
l
1
ti
t
i
j�
I
i
I.
i
I
c
TIMETABLE FOR SATURDAY, JANUARY 28, 1984
COUNCIL REVIEW SESSION ON FY85 PROPOSED BUDGET
8:00 Equipment Maintenance Service
8:15 City Clerk
8:30 Planning and Program Development Department
9:00 Finance
9:30 Public Works
10:00 Capital Improvements Program
URN
33a7
..
.._..I4ILROFILMED BY-
JORM .MIC
CEDAR RAPIDS • DEQ MOINES
a-.
City of Iowa City
MEMORANDUM
Date: December 8, 1983
To: City Council
From: City Manager
Re: Strategic Planning for Cities
Enclosed is a publication prepared by Public Technology, Inc., of which
Iowa City is a member. Three views of the cooperation which is necessary
between government and private business to assist in solving, local
government problems are presented. It is recognized that neither local
government nor private business alone can meet the needs of goverrinent and
the public in a rapidly changing society. However, together many opportu-
nities exist.
Relating to Iowa City's proposed economic development efforts, the article
by Lou Fox, City Manager of San Antonio, Texas, may be of particular
interest to you.
As we review the City Council's goals for next year, economic development
will be an important consideration.
tp5/12.
fir. _......._....._ .. _
..._. .. ....MICkOFILAlEO BY.__. _f
JORM MICR#LAB !1t
-CEDAR RtPTDS • DEC tIOINES 1
"Two
1
Alliances fo. Strategic
Action:
Three Perspectives
[
e .'•..1. Sl..v i 6 - Y dyb'Ll S..f.. [YvY '+1u l dL J1L _.r.
t addresses ti
Mon Chades Royer, Mayor o/ Seattle, Washington and
V-Prueldes/ e'/ the Nit aiiiU mus'of mis
Public Technology, Inc.
i
0
Pblic Technology,
Inc. (PTI), is the cooperative re-
search, development, and technol-
ogy transfer organization of North
American cities and counties. PTI
helps local governments increase ef-
ficiency, reduce costs, and improve
services through exchanging proven
methods and techniques and adapt-
ing new technology.
A nonprofit, public interest orga-
nization with offices in Washington,
D.C., and Southern California, PTI
serves as the technical arm of the
International City Management As-
soclation and the National League of
Cities. It was formed in 1971 by the
major associations of state and local
governments.
Membercities and counties pro-
vide PTI's core financial support.
Grants and contracts from founda-
tions, Federal agencies, and cor-
porations also support PTI activities.
PTI projects are designed to solve
widespread and urgent problems
facing local governments. PTI's Ad-
visory Council on Research and
Technology Transfer, a panel of offi-
cials of member cities and counties,
helps to identify high-priority needs
and formulate the work program.
Once problems have been de-
fined, PTI assesses existing technol-
ogies to determine whether a solu-
tion is readily available. If not, PTI
works with members, technical spe-
cialists, and others to develop a new
product, method, or system. PTI dis-
seminates new or modified technol-
ogies for local government use and
helps introduce them into the day-to-
day operations of cities and coun-
ties. All PTI programs stress the use
of a new technology by the greatest
possible number of cities and coun-
ties.
PTI sponsors and manages three
national technology transfer net-
works that enable localities of similar
size to learn from one another. They
are the Urban Consortium for Tech-
nology Initiatives (for cities and ur-
ban counties over 400,000 in popula-
tion), the Urban Technology System
(for mid-sized localities), and the
Community Technology Initiatives
Program (for jurisdictions with popu-
lations under 50,000).
_..._.,,MICRON LMED-BY. ._:....._�
I JORM MICR+LA6
\f CEDAR RA RIDS • DES MOINES
I
PTI is the U.S. partner with West-
ern European technology organiza-
tions in the International Urban
Technology Exchange Program and
maintains working relationships with
many research centers and universi-
ties in the U.S. and abroad.
The PTI Board of Directors con-
sists of Alan Beals, executive direc-
tor of the National League of Cities;
the Honorable J. Kenneth Blackwell,
city council member of Cincinnati,
Ohio; Robert L. Herchert, city man-
ager of Fort Worth, Texas; Mark E.
Keane, executive director of the In-
ternational City Management Asso-
ciation; the Honorable Norman B.
Rice, city council member of Seattle,
Washington; the Honorable John P.
Rousakis, mayor of Savannah,
Georgia; and Walter Scheiber, exec-
utive director of the Metropolitan
Washington Council of Govern-
ments.
3 3�8�
Alliances fo. Strategic
Action.
Three Perspectives-
- --------- -
-President -of the-liational League of Cities
__ - - -------- *,OA \__ -qtandlav H. -Hach. Vice -
........... - ------
President;- Corporate Executive-
MICRO
FILMED BY
JORM MICR+LAIE3
CEDAR RONS - DE' MOINES
More often than not in
America, business and government
have been like oil and water. They
have co -existed rather than cooper-
ated. Today, however, there is an
increasing realization that—as
Mayor Charles Royer puts it—we
are all in the same lifeboat. The
nation's future economy and its so-
cial climate may hinge on whether
business and government can pull
together in the national interest.
Nowhere is this need more evi-
dent than in our urban areas. Our
cities and urban counties are vital
centers of our culture and our econ-
omy, but their problems cannot be
dismissed. Local governments alone
(or, for that matter, government
alone) cannot solve all the well-
known problems of urban infra-
structure, urban housing, urban job-
lessness, and urban crime. Nor can
we expect the private sector alone to
cure these ills.
Enlightened self-interest de-
mands that we call a halt to the
finger -pointing that frequently has
characterized the business -govern-
ment relationship. The three
speeches collected here are a step in
that direction. Each is a positive
Preface
statement of the benefits to be
gained from working together to
solve mutual problems and achieve
mutual goals. Each suggests some
ways to begin developing the neces-
sary partnerships.
One of the fundamental missions
of Public Technology, Inc., is to lo-
cate and develop techniques for
solving urban problems. In the long
run, techniques for creating prob-
lem -solving teams may be more val-
uable to cities and counties than
techniques for improving govern-
ment operations. In any case, both
approaches are important. It is in
this spirit that we have published
these speeches.
In the same spirit, PTI has under-
taken the important task of adapt-
ing corporate strategic planning
techniques for use by urban commu-
nities. The Strategies for Cities and
Counties project is based on the
premise that communities can best
prosper when public and private
lenders share a common set of goals
and agree on how to attain those
goals. An article by Nancy Ferris
introduces this application of pri-
vate sector technology.
Another important connection
between business and government is
the broad area of research, develop-
ment, and technology. As Standley
Hoch points out, the public and pri-
vate sectors can both benefit from
the development and application of
better methods and systems for pub-
lic purposes. As Lou Fox notes,
RSD is our best hope for economic
growth and the benefits of prosper-
ity. Harnessing our rich technology
resources and putting them to work
in both public and private sectors is
in everyone's interest.
These speeches demonstrate that
awareness of their interdependence
is becoming widespread among the
nation's leaders in business and lo-
cal government. The remaining
challenge is to transform awareness
into action—not only in General
Electric's headquarters, nor only in
Seattle or San Antonio, but in thou-
sands of cities and counties across
North America.
The nationally known authors of
these speeches focus, quite natu-
rally, on major and fundamental is-
sues such as infrastructure and job
creation. However, effective public-
private coalitions can begin with
smaller and more tractable problems
at the local level. Opportunities
abound in every community. I hope
that after being inspired by what
they read here, local and corporate
leaders will give serious thought to
how they can build alliances based
on mutual interest in solving prob-
lems within their communities and,
by extension, their society.
_.... 141CROFILMED BY __.... ...�
l JORM MICR+LAB
{ CEDAR WPM • DEC IdL!
f �
John K. Parker
President, Public Technology, Inc.
3 30Z8
..4
New Imperatives
for Business
Hon. Charles Royer
Afn3nr, Seattle, Washington
President
National League n/ Cities
V
1
"There is a clear, tincontrovertible relationship between basic city
services and the well-being of your business."
i
I
Mostpeopletype-
castpoliticians and business leaders
quite differently.
Perhaps some of you have heard
the story of what happened when
the businessman and the politician
died at the same time. As they en-
tered the pearly gates, strange
things began to happen. When
clothes were issued, the politician
Presrnted to The Conference Board, Wash-
ington, D.C., Jnnuuy la, 1982.
got a pin-striped suit. The business-
man received blue jeans and a work
shirt. For transportation, the busi-
nessman got only a bicycle, while
the politician got a brand new car.
Finally, when dinner was served and
the politician was given a steak and
the businessman got only ham-
burger, the businessman could stand
it no longer. He called over one of
the heavenly officials and asked:
"What's going on here? I was the
CEO of a major firm. I created a lot
of jobs, endowed a lot of good works.
Now I get to heaven and I eat ham-
burger while that hack politician
gets the best of everything."
The official nodded. "I under-
stand how you feel. But you've got to
/ ... tl1 CRDF I LMED. BY.
1 JORM MICR+LAD
CEDAR RAPIDS DES MO NES
i � 1
t _ J
remember where you are, This is
Heaven. We must have a couple
dozen businessmen here. But this
guy's our first politician."
I think it must have been a corpo-
rate official that told me that story. I
think it does represent a certain at-
titude about our different roles.
But I want to speak today as
someone who shares similar prob-
lems. Like you, I manage a sprawl-
ing corporation. I have a water com-
pany and an electric utility. I am
involved in the security business,
cable TV regulation, fire protection,
and wholesale garbage. I run courts
rind ambulances, zoos, parks, and
theaters. My company regulates
land use decisions and business li-
,330�P
■
tenses, trains youth for jobs, and
builds bridges.
If my corporation were measured
under your rules, we'd make the For-
tune 500. But we aren't listed be-
cause we are judged and measured
under different rules. Unlike most
others, my conglomerate is managed
in the glare of television lights. Ev-
erything from my working papers to
the type of car I drive ends up on the
evening news. Our nine -member
City Council—you call it a board of
directors—works full time to scruti-
nize my decisions, and every four
years some of them campaign vigor-
ously to win my job. My half -million
stockholders judge my performance
on hundreds of criteria, from the
speed of snow removal to the cost of
building a bridge. At present, 76% of
them are happy enough with my
work that they have awarded me
another four-year contract. But be-
ing the CEO of an American city is a
high-risk occupation, and it is get-
ting harder by the day.
Our corporation cannot
increase prices on one service to pay
for another, nor lend our credit, nor
run a deficit, nor change the tax
system. The Constitution forbids it.
Nor can we merge—U.S. Steel
doesn't want us, and I haven't heard
from Seagram.
To make matters worse, two of
our largest partners, in our nation's
capitol and my state capitol, are
pulling out of the partnership, tak-
ing much of our resources with
them. Unless something changes,
my corporation and others like it are
heading for deep trouble. I'm here
telling you this today because the
health of my corporation is crucial
to the health of yours.
We are one of corporate Ameri-
ca's most important suppliers. We
provide the environment in which
the economy must operate. We pro-
vide the structure, the neighbor-
hoods, streets, and bridges. We see
that the water flows and the dogs
don't bite your mailman. If we're
doing our job well, you will have no
trouble attracting talent to live near
your factories and office buildings, If
we fail, you end up paying incentives
to attract and keep the best.
Business needs strength and sta-
bility in our cities. You can't succeed
without good schools and stable ser-
vices—not for very long. The cities
need thriving commerce in order to
pay for the services commerce relies
upon. When either side of the alli-
ance begins to fail, both partners are
in danger.
The great tragedy of our recent
past is that we often acted as if we
were unaware of this interdepen-
dence. Like passengers in different
classes on a luxury liner, local gov-
ernment, business, and labor all
could function without being very
concerned about what was happen-
ing on the other decks. Each could
be content with the gossip it heard
about the others. There was no need
to get the facts. Now, partly because
of our inattention, we find the grand
ship is taking water, and we are all
going to be together in the same
lifeboat.
This would not be a new situation
for government, business, and labor
in many countries—Japan and Ger-
many faced the same problem in
rebuilding after the war. Many of
the Third World nations are reach-
ing a similar understanding of their
Plight. But it is a new reality for
most of America. We are not used to
the icy realities of "sink or swim
together."
But that is the reality of our
times. We are competing in an in-
creasingly tough world economy,
and we are vulnerable to the effects
of decisions made on other conti.
nents. A small increase in the price
of Mideast oil and our economy be.
gins to hemorrhage. A change in
export policy by the Japanese and
ten thousand more families in De-
troit eat Spam on Christmas.
These are stormy seas,
and the lifeboat has some holes. In
the midst of this emergency, we are
making policy decisions that
amount to casting some strong
hands overboard. The Federal gov-
ernment and many state govern-
ments are abandoning public enter-
prise and casting public institutions
adrift in a manner that endangers
1 .. 1 1CROFRMEO.ar
JORM MICR+ AB {
I
CEDAR WPM • DES MOINES
i
1
private enterprise as well. Let me
give just a few examples:
• America's public plant is wearing
out faster than it is being replaced
or repaired. As Dr. Pat Choate of
TRW said in a speech to the Na-
tional League of Cities, "For at
least two decades, public officials
at all levels of government have
reduced public expenditures on
maintenance, rehabilitation, and
new construction in order to bal.
ance budgets and reduce taxes....
In spite of clear evidence of deteri-
oration, the non -inflated value of
public works investments by all
levels of governments declined
from $33.7 billion in 1965 to less
than $29 billion in 1980—a 30%
decline."
• This lack of public works invest-
ment is stalling our economy. Dr.
Choate suggests that half the
communities in the United States
cannot accommodate major new
private investment because their
waste water and treatment sys.
tems are operating at or near full
capacity.
• A fifth of the nation's bridges
have deteriorated so badly they
must be replaced or shut down. An
equal number will be lost within
five years without immediate re-
pair,
• The nation's port facilities are so
limited that coal ships sometimes
wait a month at anchor before
loading.
• The trucks that carry your prod-
ucts to market are stalled in traffic
jams because we cannot get
enough trains and buses operating
to get the commuters out of their
cars and out of the way. Where are
the buses or trains? Where is the
public enterprise that could be
solving these problems? Thrown
overboard, Money to build new
transit systems and operating
subsidies for old systems has been
cut from the Federal budget. Seat-
tle alone will lose $10 million a
year. The administration has cut
back on harbor dredging and port
expansion assistance, leaving it to
meal governments. There will be
33.100
less money for highways and
bridges, for sewers and water sys-
tems. These losses are my problem
and yours.
There is a clear, uncontrovertible
relationship between basic city ser-
vices and the well-being of your
business. Even health, education,
and welfare problems which, in to-
day's market, look like shark bait for
certain, are central to the relation-
ship.
Let me cite just two examples of
the effect on throwing those primer-
ily government services over the
side:
• A young single mother and her
child had been on welfare.
Through a city job training pro-
gram, she was hired at a commu-
nity dental clinic as a dental assis-
tant trainee. She placed her son in
S a child care center nearby, funded
partly by the Federal government.
She began to learn her trade rap-
idly, and she was off welfare and
paying taxes as well as providing a
service. When the child care sub-
sidy was cut due to budget cuts,
her training came to a halt, and
j she lost her job. She returned to
welfare.
• For hundreds of elderly in our city,
a state Chore service program
meant the difference between a
life of semi -independence and
moving to a costly nursing home,
The state cut back on Chore ser-
vices to save money. Within a few
months, the Medicaid budget for
nursing home care had increased
dramatically.
Stories like this are more common
than any of as want to admit.
Felix Rohatyn recently
said, "Not even a country as large as
ours can maintain its democratic
institutions half rich and half poor,
especially when economic trends
will make it very apparent that for
the 'have nots; they will get worse
and not better.
America's cities cannot survive
for long if they resemble an exagger-
ated, yet meaningful description of
New York: "'Three million rich,
three million poor, and three million
cops trying to keep them apart"
I keep coning back to the lifeboat
image. This nation needs all hands
on the oars. lVe cannot make it if we
abandon our human resources, if we
willingly desert whole cities and en-
tire populations. Yet, that is what
some of our leaders seem willing to
try, as if this nation or its security
budget cuts and the recession had
cut into our revenue. But I had
learned enough about the business-
men in my city to know they would
recognize merit in our case if it was
well-documented.
I am a fairly recent convert in the
church of The Public -Private Part-
nership. Seattle's business commu-
nity was less than thrilled over my
1177jis nation needs all bands on the oars. We camrot make
it if roe abandon ofir buntan resources, if fee willingly
desert whole cities and entire poprdations."
could endure the misery of so many
of its citizens.
How many of you have sampled
the frustration of Rubik's Cube? It
is a puzzle of awful complexity. Con-
sider it a political and economic
model for our times.
The cube does have a solution.
And so does our predicament. The
solution depends on recognizing
that no part of the puzzle functions
independently. Each move must be
considered for both short and long-
range effects on the other parts.
Only when the right patterns are
established and the various parts
move in the proper sequence can the
puzzle be solved.
The first step in solving'the prob-
lems of the cities and the economy is
to recognize that they are insepara-
ble. As with Rubik's Cube, if we try
to address a problem in isolation, we
will likely create dislocation and
hardship elsewhere. One face of the
cube may seem to be in place, with
everything in chaos below the sur-
face.
Second, we must learn about the
other movable parts, to be able to
predict how they will move in re-
sponse to an action. When I first
had to raise taxes in my city, I tried
to do it without explaining to busi-
ness in advance. I assumed they
would oppose the increase, so I ig-
nored them and they did. The sec-
ond time the need for an increase
was much worse because we had lost
sa much in the stale and Federal
election. They had—almost to the
stockholder—supported the other
guy. I had been described—in the
blunt instrument language of cam-
paign rhetoric—as the liberal candi-
date of the neighborhoods.
It has taken a while to learn about
each other. Last year I invited the
Chamber of Commerce to learn
more about our budget. They got a
committee together and spent hun-
dreds of hours in research—inde-
pendently and with our Budget Of-
fice. Bottom line finding of their
report was an inadequate tax system
and some structural problems in fi-
nancial management. Some changes
they recommended we adopted—
others we couldn't or wouldn't.
When I had to propose
the second business tax increase,
there were questions and doubts and
still some screams. But once they
got straight answers, they supported
the budget, even with the tax in-
creases. We had established a pat-
tern of consultation and respect, and
broken through some of the stereo-
types with knowledge.
The third step involves building
on those patterns of communica-
tion, to begin turning conflict into
consensus. A year ago, the housing
shortage polarized my city over a
rent control initiative. Half a mil-
lion dollars were spent debating
housing rather than building it.
When the campaign ended, we de-
cided to try to reunite our city
t '
r}. . MICROFILMED BY ...�
JORM MICR+LAE3
t
CEDAR RANDS - DE_ td01NE5
33A?
around a production strategy. Since
the Federal government has all but
abandoned the production of low-
income elderly housing, we asked
the people of Seattle for $48 million
to build it ourselves. The Elderly
Housing Bond Issue campaign was
led by a coalition of housing activ.
ists—some of whom had led the
fight for rent control—and Bob
Truex, the chairman of a major
a growing number of Americans, es-
timated at 26 million, are without
coverage and cannot pay. The bills
for their care are passed on to pa-
tients who can pay—those who have
medical insurance. Is it any wonder
that both business and labor are
frustrated over the cost of medical
benefits?
General Motors reportedly spends
more money on medical coverage for
"General Motors reportedly spends uiw-e money ori
meelicerl coverage for its eni/Voyees than on steel to prochrce
its arttomobiles."
bank, and other business leaders
who had opposed it. The money to
wage the campaign came from the
business community. The foot sol-
diers came from the ranks of the
elderly.
I We won 75 percent of the vote in
what was not the finest year for tax
increases. Our common effort in Se-
attle will create decent shelter for
more than 1,000 low-income elderly,
put some builders back to work, and
help to reunite our city in achieve-
ment.
t Our fourth lesson to be taken
from Rubik's Cube is the value and
economy of a planned, coherent ap-
proach to a problem. The real issue
in our politics is not whether we will
choose to build housing, rehabilitate
factories, train young people for
jobs, and heal the sick. The nation
simply cannot compete unless we do
all these things well, for all the peo-
ple. The issue is how soon are we
willing to face up to these necessi-
ties, and organize to do them effec.
tively.
Let me give one example: The
problem of providing health care for
the urban poor. Because they lack
access to services they can afford—
or are comfortable with—the poor
often delay seeking care until the
symptoms are so urgent that they
wind up in an emergency room and
then on an in-patient ward. For a
decade the costs of health care have
risen at twice the rate of wages, and
its employees than on steel to pro-
duce its automobiles. Most Ameri-
cans can readily understand that the
cost of steel will have a profound
effect on the sales of American auto-
mobiles in world markets. But few
understand that the costs of health
care can have the same effect.
In Seattle, we have a system of
community medical and dental clin-
ics that provide primary care in the
neighborhoods. This system has
been credited by the Dean of the
University of Washington Medical
School with reducing the rate of
hospitalization among its patients
by more than 20%.
We can choose a coherent, effec-
tive system for providing care early
in the course of an illness, or we can
continue to deal with the illness of
the poor in the ambulances and
emergency rooms at great cost to the
poor, to business, and to the society
in general.
The same choice faces us in men.
tal health, in caring for the needs of
the elderly, in child care, and in
youth programs. The same choice in
energy policy, in devising a mainte.
nance program for our highways,
ports, and bridges. We can look to
the future and develop coherent sys.
tems for addressing our problems, or
we can paper over the cracks until
the whole system gives way.
The sane choice extends to the
other side of the equation: How are
we to pay for these investments?
V .111CROFILHED ay _.
JORM MICR+LAS i li
CEDAR RNPIDS • DE: 1.101WE5
i
We can choose a fair,
straightforward system of taxation
or we can continue to press narrow
interests for special advantage, and
live with the consequences. I am
especially familiar with those conse-
quences because the State of Wash-
ington has a tax structure that
makes the Sheriff of Nottingham
look quite benevolent. We have no
income tax, but the sales tax is in-
creasing rapidly, creating a hardship
both for consumer and commerce.
We have no corporate profits tax,
but in two years, Seattle has in-
creased its business and occupations
tax by more than 50 percent. It's a
bad tax for business—a tax on gross
receipts; you pay whether you have
earnings or losses.
The inequity of our tax system is
more harsh since the Federal tax
cuts took effect. We've found that
most Washington taxpayers didn't
get a tax cut at all. Instead, they got
a massive tax shift to state and local
government.
That shift has been unfair, and it
has been expensive. It has meant
clumsy and regressive local taxes
have replaced the more progressive
Federal income tax as it source of
funds for city basics. It means that
states like Michigan, Oregon, and
Washington will suffer several re-
gional depressions caused by econ-
omy managers in Washington, D.C.,
without help from the rest of Amer-
ica.
These shifts lay a large burden at
the corporate door. The President
has often stated his firm belief that
the private sector will take up the
slack for the $131 billion in budget
cuts over the next three years. I am
not one of those who expects the
corporate sector to arrive at the
scene of the disaster like the
Kemper Calvary. I have seen corpo-
rate leaders of energy and goodwill
in my own city struggle to raise $1.5
million in an effort to help offset
cuts of more than $100 million.
But help is much more than raw
dollars. Like the phone company in
my city agreeing to admit some of
our mid-manogement people to
company training courses, Vi'e had
33.?8
to cut training. Ma Bell does it as
well as anyone. And maybe more
important than the training, both
Me Bell managers and City of Seat-
tle managers just might lose some
stereotypes in the process.
1 think you will find that a life-
boat goes around in circles if only
one oar is pulling, and you can't
work the Rubik's Cube with one
hand. You need labor and public
opinion, and you need city govern-
ment. And we need you.
In closing, I would like to suggest
some projects I think we should take
on:
First, there is nothing more dam-
aging to the cities and the economy
than an undisciplined expenditure
of our national treasure for weapons,
and especially for nuclear arms.
I recognize very clearly the need
for national security. That is what I
am asking for. I am asking for the
national security that can only be
guaranteed by a strong economy, by
employment, and by an education
system that is the strongest in the
world.
We are constantly told that we
face hard choices if we are to pay the
price for economic recovery. Let the
Defense Department face the same
hard choices. Even David Stock-
man, in the legendary Atlantic arti-
cle (December 1981), stated: "Hell, I
think there's a kind of swamp of $10
to $20 to $30 billion worth of waste
that can be ferreted out if you really
push hard."
$30 billion a year rechanneled to-
ward the cities of America could
make quite a few things happen:
• All the maintenance necessary on
the nation's urban water systems
for the next 20 years could be paid
for ($100 billion); and
• All the 200,000 deficient bridges
in the country could be replaced or
repaired ($41 billion); and
• All the necessary local sewer and
waste treatment plants could be
built ($30 billion) ...
... with funds saved in six years of
imposing discipline on our military
spending. Savings of $24 billion a
year could double the investment by
all levels of government in public
works.
Our second project should be the
creation of new mechanisms for tar-
geting reinvestment. Felix Rohatyn
has called for a new Reconstruction
Finance Corporation to provide eq-
uity capital to key industries. What-
ever the structure, the entity must
be formed to reflect the public inter-
est, and it must have the scope and
the resources to assure broad par-
ticipation in the projects it under-
takes.
Third, we must work toward a
consensus on where to target our
resources. We may be able to agree
that we should target those areas of
the economy that will cost us more
later if we don't invest now. I have
discussed the need for public works
to renew the infrastructure on
which industry depends, and I be-
lieve broad support can be built for
meeting that need. I also believe the
political support exists for major in-
vestments in energy conservation
and new generating capacity.
I also believe in starting small, as
with the phone company. Today,
the public interest groups—like the
National League of Cities and the
U.S. Conference of Mayors—are
tackling these enormous issues with
research grants primarily from the
Federal government, especially
HUD. That can't last—and proba-
bly shouldn't.
The Conference Board buys re-
�' _.. 141CROFILI•IED BY _..
1
JORM MICR+LAB r
I
CEDAR RAP!DS • OES MOINES
i
i
search, and it has tremendous cor-
porate talent on which to draw.
Let's do some of that work jointly—
since jointly our fortunes will rise or
fall on what we ultimately must do.
Finally, we must learn
from our history. We are on the
threshhold of an historic choice. It is
a choice between abandonment and
reinvestment. Those who advocate
the first course of action will call it
by other names. They will urge the
unemployed to leave their roots be-
hind and "vote with their feet"
They will suggest that we leave
struggling industries behind and call
it "picking the winners."
There was a time in our history
when planters took that attitude.
They used the soil for what it could
give and then moved on. When
those fields gave out they moved on
again. For hundreds of years you
could do that in this country. When
the dust bowl came, or the shoe
factory closed, people could always
move farther west to build a prom-
ised land on the frontier.
But I am the mayor of a frontier
city, and I can tell you that things
have changed. Those who came
from Gary and Detroit to seek
opportunity in the streets of Seattle
today meet people from Nome and
Bangkok and Mexico City seeking
the same opportunity. All find the
same problems, the same issues,
they left behind.
But perhaps we have one advan-
tage in the Northwest. Because we
live on the frontier we know its lim-
its. We know the opportunities we
are seeking must be created by
working together. There is no prom-
ised land beyond the horizon. We
will have to build it where we stand.
33;8
MI CRO,F ILME*D. BY..
JORM MICR+LA13
CEDAR RAPIDS - rM M
Ji
Lai
Vi
MI CRO,F ILME*D. BY..
JORM MICR+LA13
CEDAR RAPIDS - rM M
Ji
Lai
I
AN EXECUTIVE SPEECH REPRINT
GENERAL Qj ELECTRIC
Municipal Leadership
and
National Competitiveness
Standley H. Hoch
Vice President
Corpomte Executive Office
Geneml Electric Company
"The future health of the country's economy depends
on a sound public infrastructure that supports, instead of
hurts, the competitiveness of American business."
You leaders of North
America's cities can be proud that
you are the descendants of those
who managed the great cities of his-
tory: Babylon, Thebes, Athens,
Rome, Constantinople, Venice,
Paris, London.
The city is civilization.
Civilization began with the rise of
Presented to the nchnology Exchange Con.
ference, Public Technology, Inc., Fort Ilbrth,
Texas, Alay la, IfNY.
cities along the Nile, Euphrates, In-
dus, Tiber and Seine rivers. For sev-
enty centuries — while the great ma-
jority of mankind continued to live
and labor in small farming villages
— the cities provided the moral and
intellectual energies that, in the
words of author Lewis Mumford,
"carried forward this irrepressible hu-
man adventure we call civilization."
If cities have been the centers of
civilization, they have also been the
centers of commerce — of economic
activity. The two are intertwined.
The quality of the civilization, the
artistic and intellectual achieve-
ments of its citizens, has flourished
at the same time as the quality and
vigor of a city's economic life. The
MICROFILMED. BY _
JORM MICR+LAB
I
I CEDAR RAPIDS • DES MOVIES
Golden Age of Greece, for example,
occurred when Athens — with its
agora and port of Piraeus — was the
commercial hub of the Aegean
world,
This relationship — of economic
vitality and the quality of life, of
civilization — is of critical impor.
tance to each and every one of its
today.
You've no doubt heard or read a lot
about the need to revitalize Ameri.
can industry. Let me cite a few cold,
hard facts. Our Gross National
Product, in 1982, dipped 1.7%. We
have 11.3 million unemployed. Im•
ports exceeded exports for the sev.
enth year in a row. America's share
of the economic pie is shrinking.
33"),r
j .. rrI
Td
There are signs of recovery, yes.
But will it be a long-term, quality
recovery? Or will we find ourselves
in thesame messa yearor two down
the road?
At General Electric, we
believe the long-term future of
American industry — of our Ameri-
can way of life — depends on our
nation's ability to compete in world-
wide markets. ICs a challenge — a
compelling challenge — for all of us:
big business, small business, labor,
management, young people, old peo.
ple, educators, the federal govern-
ment, and you — the leaders of our
cities and counties.
General Electric and other coal.
paries are responding to the chal.
lenge of reindustrializalion. GE, in
fact, is making a business out of it.
We're turning obsolescent capacity
into productive space — building
new factories in old shells — by us.
' ing robotics, computer-aided design,
computerized manufacturing and
other factory automation systems
to create what we call "Factories
With A Future." We're reinvesting
$316 million into one 70 -year-old fac.
tory in Erie, Pa. We've converted a
six -story former woolen mill in Som.
ersworth, N.H., into a modern, com-
petitive plant that manufactures
meters. We're taking our factory on.
tomation systems on the road, too,
and selling them to industries to
help them improve their worldwide
competitiveness.
iBut this challenge of worldwide
competitiveness clearly is one to
which GE and other companies can
provide only part of the solution. Un-
less government at all levels refer.
9 bishes our decaying infrastructure,
we may bet better products out the
back door, but we'll have trouble
shipping them over dilapidated
t roads, bridges and railways or over.
; seas from inadequate port facilities.
The public infrastructure — the
intricate system of highways,
bridges, railways, ports, sewer sys•
tems, water systems, city streets —
has been the underpinning of our
national growth. It is essential to
the functioning of our economy. And
yet we have let itdeteriorate.
Why? The primary reason is long-
term underinvestment. 'fight budg.
ets, inflation and higher costs for
social services have consistently re-
duced the public works investment
since the 1960s. In 1965 we invested
,I. V7, of our GNP in public capital:
by 1980 the figure was down to
1.8%.
What are the consequences of this
decaying infrastructure'? First, it
adds to the cost of American prod-
ucts — making them less competi-
tive in worldwide markets- For ex-
ample, U.S. Steel spends S1 million
annually detouring around load -
restricted bridges. The airlines esti-
mate they spend $1 billion annually
because of delays due to inadequate
airports. Truck travel on poor roads
costs 36% more than on good roads.
You're all familiar with
the dismaying statistics of decay It
stunts urban growth. It's estimated
that half of the nntion's communi-
ties cannot permit major expansions
of existing firms or new plant loca-
tions because community wastewa-
ter and water treatment facilities are
now operating at or near full capac-
ity. Another quarter of the nation's
communities are unable to improve
their economies because other public
facilities are worn out, obsolete or
operating at full capacity. A sound
public infrastructure, said most of
2000 firms surveyed by the Bureau
of Census in the 1970s, was more
important than local tax incentives
or local revenue bond financing
when it came to deciding where to
locate their businesses.
A rundown city has rundown
buildings, rundown equipment, run-
down services and, eventually, run-
down people. The effect is conta-
gious. And, in the end, it can lead to
public dissatisfaction with leaders
and to voter rebellion.
1 don't have to tell you what an
enormous task you face ... and how
expensive the tab will be... and how
difficult it will be to raise the money.
We've all seen the numbers. Fixing
America's infrastructure by the year
2000 could cost up to $3 trillion.
That's a three with 12 zeroes. It
includes $500 billion just for main -
a
. .19CROr1LIdfO DY ... -j
JORM MIC RlIILA 6i
CEDAR 010S DE: MOINES ) I
Wring current service levels on our
nonurban roads and highways. One
out of every, five bridges in the coun-
try needs to be repaired, or replaced,
at a total cost of SAI billion. It will
take an investment in excess of $120
billion to bring •1000 wastewater and
sewage treatment plants up to
standard. In the next two decades
the nation's 756 largest urban areas
will need to spend between $75 bil-
lion and S 110 billion j ust to maintain
current service levels on their water
supply systems.
Obviously, you are here this week
to learn about technologies — and
new ideas — that you can take home
and use to strengthen your infra-
structure. We, at General Electric,
share your interest — and enthusi-
asm— in this cause.
For several reasons. General Elec-
tric has always shown great interest
in how the nation's cities fare. Itgoes
way back to the early efforts of the
company to create electrified rail-
ways to move people quickly and
safely through city streets. During
the late 1940s and through most of
the '50s we had a "More Power 1b
America" program — a market -
development program dedicated to
building (not rebuilding) the public
infrastructure, especially the mecha-
nization of water treatment and sew-
age treatment plants. And, of course,
we have always offered greater
safety to your citizens by lighting up
your streets and highways.
Secondly, we are citizens
of your cities. 'There are more than
250,000 GE employees out there
who are your fellow citizens. At last
count, we had manufacturing plants
in 167 different U.S. cities. When
you add in Puerto Rico and Canada,
the numberis 207. And, if you add in
our non -manufacturing operations
— such as our sales, supply and serv-
ice businesses here in Fort Worth —
we rely on the infrastructures of
more than 60D communities.
Finally, and quite frankly, we see
the repairing of the public infra-
structure as a multibillion -dollar
market opportunity. We currently
supply hundreds of products and
services that are an integral part of
3%R'?
rM
your civic infrastructure. Motors,
lighting, industrial controls, glazing
products... 1 could goon and on. But
the point I want to make here today
is that GE and other companies are
not abandoning your infrastructure
problems. We can't. Because, in the
long run, they are our problems, too,
for reasons I touched on earlier.
American industry is at its best,
not when it sighs in sympathy with
the grief-stricken, but when it does
practical, useful things to help. One
of the ways industry can help is by
developing new technologies that
can reduce the cost of public facili-
ties, their repair and maintenance.
Public 'technology, Inc., and this
meeting are evidence of the interest
in technological advances for the
public sector. In response, GE is us-
ing its expanded R&D capacity to
develop products that will cut infra-
structure costs. I'd like to mention
just a few examples.
Highway repair is one of
your biggest headaches. GE re-
cently tackled the repair of concrete
highways and is promoting several
processes that can reduce your
costs. One is concrete pavement res-
toration. It's a system which reha-
bilitates the pavement by replacing
deteriorated concrete instead of the
more conventional — and more
costly — resurfacing with asphalt
overlay. Another uses industrial dia-
monds in a grinding process that
removes faultings and other irregu-
larities, returning roads to their orig-
inal design standards. Next is a sill-
conejoint sealant that helps prevent
water from penetrating beneath the
pavement, where it could erode the
base and cause faulting.
In addition, a chemist at our R&D
Center in New York helped develop a
protective coating that retards the
destructive actions of salt on the
aggregate rock used in road build.
ing. The coating may allow low -
quality, local aggregate to be used,
thus saving hauling charges. The
process is currently being road-
tested in upstate New York.
In another area essential to the
public infrastructure, we are con.
stantly upgrading our motors to
make them more energy-efficient.
Many municipalities that have re-
placed
cplaced older motors with newer.
energy-efficient ones are experienc-
ing a payback on their investment in
less than two years.
Lighting — especially street light-
ing — is another area where GE is
constantly developing more energy-
efficient products to help lower your
costs.
and it is massive — repair job.
1 used the figure of $3 trillion be-
fore. Nobody really knows how
much it will cost. But we do know
the bill is going to be big. And, to be
realistic, we also know that there
will never be enough money to do
everything.
So priorities must be established.
In business, we use the capital plan-
ning and budgeting process to
"It will take imagination — and courage — and leadership — 031
,von, our local government leaders, to use the technological and
financial options available to repair the public infrastructure."
Some municipalities also are using
our programmable lighting controls
to manage heating, air conditioning
and lighting in municipal buildings,
thus reducing operating costs.
Our mobile communications busi.
ness recently introduced program-
mable mobile radios that can reduce
the communications costs for your
police, fire and other public services
departments.
These are just some of the techno-
logical advances we are making for
the public sector. And we are not
alone. Many other companies are
making similar advances that can be
used to strengthen the public infra-
structure.
In the past, many firms have
avoided doing business with the
public sector. Why? Because the
public sector is a difficult market to
serve. Projects begun during one ad-
ministration die during the next.
Approvals take forever. A compa-
ny's products can be written out of
the specs very easily. Any efforts by
you to streamline the procurement
process and set solid, long-range in-
frastructure plans will make your
municipalities n much more attrac-
tive market ... for today's products
and tomorrow's innovations.
Now I want to talk about what
you must regard as the main prob-
lem involved in repairing the infra-
structure. Money. You're sitting
there wondering where the funds
will come from to do this massive —
{
,] MCROFILt1ED BY
JORM MICR¢LA6 1
CEDAR RAPIDS • DES 1-1!I 1
i
i
achieve a clear, consistent set of pri-
orities and projects. I understand
there's a movement to create a na-
tional capital budget that would
treat the infrastructure separately
to guarantee regular attention and
support.
I've also been told there are a few
cities that have already developed
capital planning and budgeting to
the level of an art form, and my
congratulations go out to you.
From this process should come a
strategic plan on what should be
funded, the level of funding needed
and the time frame for completing
the projects. Finding funds to fi-
nance these projects, however, will
probably rank as one of the most
difficult and painful tasks you and
other government leaders will face
this decade.
Difficult, but not impos-
sible. We at GE have talked to ex-
perts in government, industry and
our own organization to learn about
some of the capital financing options
available to local government. Be-
fore discussing some promising ini-
tiatives. though, I'd like to recom-
mend a new and excellent, book,
Creative Capital rinancing. It's
written by John Petersen and Wes-
ley Hough and published by the Mu-
nicipal Finance Officers Associa-
tion. Many of the proposals made by
Petersen and Hough are, in fact, ad-
aptations of traditional business fi-
3 3 24V
N
nancing mechanisms and will give
local governments a new range of
financing options.
As for some of those
promising financing initiatives, one
creative approach that is getting a
lot of media attention today is the
leasing mechanism. Over the past
three years, leasing has pumped
nearly $110 billion into the moderni.
zation of American business. Our
financial services subsidiary, Gen.
eral Electric Credit Corporation, has
been a prime player in this arena.
Such financially strained infrastruc-
ture industries as airlines, shipping
firms and railroads have taken ad-
vantage of this option, Government
has, too. Governmental units did an
estimated $l billion worth of leasing
in 1981, and there are reports of
government leasing deals regularly
in the press. Forexample, the city of
Milwaukee is in the process of leas-
ing the heavy construction equip-
ment needed to put in new sewer
lines. It figures to save quite a few
dollars over what a private contrac.
tor would charge for leasing the
equipment.
User fees are another familiar,
but underutilized, option. Boston,
for example, now funds its water
supply and distribution system via
user charges. Sure, customer bills
have increased — sometimes
sharply— but the management and
maintenance of the system has im-
proved, too. Fee-for-service charges
also relate price to consumption
and real costs more directly. User
fees have another advantage: Be-
cause there is a guaranteed flow of
revenue, this type of infrastructure
funding enjoys good access to capi.
tal markets.
A third option involves privatiza.
tion. As with leasing, this is an area
where the public and private sectors
are cooperating more fully. Garbage
collection, fire protection and street
cleaning are just three examples of
public services now being handled
by private firms in some communi.
ties. A recent issue of Newsweek
noted that the privatization trend
"has now gone so far that, in both San
Jose, Calif., and Atlanta, city hall is
for sale." While I'm not advocating
the sale of every city hall, such sale -
and -leaseback arrangements can
bring in cash to help finance other
infrastructure needs.
There are other financing options:
special revenue bonds, bond guaran.
tee programs, state bond banks, spe.
cial tax assessments. I wouldn't be
surprised if newer, more innovative
financing approaches become availa.
GENERAL ELECTRIC
MICRDEILMED. BY... _ .. -..�.
JORM MICR+LA6 I
{
-
CEDAR RAPIDS •DEL MOINES
t. .
ble to you during the coming years.
The point here, however, is that it
will take imagination — and courage
— and leadership — by you, our local
government leaders, to use the tech-
nological and financial options avail-
able to repair the public infrastruc-
ture. It will also take continued
cooperation — even more coopera.
tion — between the public and pri-
vate sectors to get this job done.
And it must be done. The future
health of the country's economy —
that economic vitality 1 referred to
earlier — depends on a sound public
infrastructure that supports, in.
stead of hurts, the competitiveness
of American business.
At General Electric, we recognize
that our ability — and the country's
ability — to compete depends not
only on the level of investment in the
country's factories but also in the
country's public facilities. We share
Your interest in improving that in.
vestment. You share in our success
at revitalizing American industry.
If we are to regain our
worldwide competitiveness, the in.
frastructure problem must not be
deferred to the next generation ... or
the next election. Actions must be
taken today, for those actions will
shape America's future.
f
The Role of Cities
in High Technology
Louis J. Fox
City Manager
San Antonio, Texas
Chairman, Urban Consortium
for Technotogy Initiatives
"The nations and their cities that build and use these new industries to
their advantage will create jobs, wealth, governmental stability, and the
amenities that such things make possible."
Iam going to list for
you our ideas on the role of cities in
the pursuit of high technology jobs. I
will cover the seriousness with
which this competition is being
joined; the merits of the effort; and
what some cities and stales have
done in one particular case. I will
also share with you some specific
Presented to the Technology Exchange Con-
ference,
omference, Public Tedmologp, Inc., Fort
North, Texas, May 19, 1998.
things we have done and hope to do
to enhance our high tech environ-
ment. A city can do as much or as
little as it has the collective will and
resources—and the leadership—to
do.
The world economy is changing.
Since the Industrial Revolution, the
leading sectors of the world econ-
omy have been the traditional heavy
industries, such as coal, rail, steel,
automobiles, rubber, and machine
tools. The nations, regions, and cit-
ies in which those industrial sectors
were centered became the most
prosperous—such as Pittsburgh and
steel; Detroit and automobiles.
But in recent years scientific and
engineering research has spawned
I41CROFILI-IIED BY
l JORM MICR+LA9 1
I CEDAR RAPIDS • DE- MDI NES I
advances in new sciences, including
quantum mechanics, nucleonics,
molecular biology, and information
theory. Those sciences have in turn
led to new manufacturing processes
and products in such industries as
computers and electronics, aero-
space, telecommunications, bio-
medical engineering, optic and laser
technology, and robotics. The na-
tions and their cities that build and
use these new industries to their
advantage will create jobs, wealth,
governmental stability, and the
amenities that such things make
possible. Those cities will be the
great cities of the next century,
Those cities that are successful in
basing a major part of their econo-
33ak
..a
mies on such growth industries will
enjoy the prosperity that comes
from exporting their products and
from injecting new money into their
economies. By contrast, cities that
are mired in attachment to older
industries or that do not take steps
to add the new, will find themselves
importing the products they need
and sending their dollars out of the
community along with their bright -
electronics Computer and Technol-
ogy Corp., headed by former Ad-
miral Bobby Inman) is an extreme
example of the level of competition.
MCC is a newly established com-
pany funded by 13 computer and
semiconductor companies to do
shared basic research into four criti-
cal areas common to the companies.
It has a start-up budget in the vicin-
ity of $40 million per year and ex-
"... The fight for market share among the high tech
companies is second only to the fight among cities for the
jobs these marl fitaiwei's may generate."
est and most ambitious young tal-
ents.
Let me share with you how San
Antonio as a city means to be an
exporter of the new products and
how we mean to maintain a hold on
our brightest talents.
What may be the role of the city
in the pursuit of high technology
jobs? Good question. The short and
easy answer is, "As much as you can
afford." But given the present state
of municipal budgets, and the
scramble among cities for high tech
jobs, the more realistic answer is,
"As much as you can with as little as
possible." In fact, for the best gen-
erators of jobs, I believe the state
also plays a more important role.
This week's issue of Business
Week, has a cover entitled "Chip
Wars," and as you can imagine, the
feature story concerns the fierce
competition among national and in-
ternational semiconductor manu-
facturers for market share, particu-
larly future market share.
The article could have appropri-
ately contained a section sub -titled
"City Wars," because the fight for
market share among the high tech
companies is second only to the
fight among cities for the jobs these
manufacturers may generate. Al-
most every region wants to become
the next Silicon Valley clone—be it
corridor, prairie, gulch, triangle, or
whatever.
The scramble for MCC (Micro -
pects to employ 200 to 300 scientists
and engineers. Despite this compar-
atively modest budget, they were
courted by over 60 cities, ourselves
included. We as a community spent
several thousand dollars and count-
less hours just on our initial presen-
tation. They narrowed their choice
to four finalists: Atlanta, San Diego,
the Research Triangle in North Car-
olina, and Austin, Texas. My sense
is that the bidding started at $5
million and went up!
Austin, as an example,
enlisted the Governor and many of
the state's power brokers in the ef-
fort. The Tcxas attitude :vas that we
were not going to lose because we
hesitated to ante up—an attitude
that I'm sure was prevalent in the
other three cities, and probably en-
couraged by MCC. I'm sure that
each area pledged free prime land,
fully serviced and developed; mort-
gage assistance for employees; and
targeted educational improvements.
Austin even had the help of authors
James Michener and John Naisbitt,
and to give you a feel for the breadth
of the effort, Ross Perot. of Dallas
was one of the key quarterbacks.
He's the fellow who went into Iran a
few years ngo and broke some of his
employees out of one of the Ayatol-
lah's prisons, It was his idea, among
other things, to offer the free use of n
private jet, with maintenance and
crew, to MCC for two years (which
MICROFILMED BY
JORM MICR#LAEI
I
CEDAR RAPIDS • DEC MOINES
was done!).
That exemplifies the stakes in-
volved in trying to either establish
or enhance a high tech environ-
ment. Ironically, the competition is
heating up just as social scientists
are questioning whether high tech
will create sufficient jobs for our
increasing populations. Our answer
is that we hope high tech will spin
off new ventures, the sum of which
will provide jobs and decent wages.
But MCC in many ways is atypi-
cal. Allow me to cover things which I
believe cities can do, some of which I
call "the six basics" and then for the
more adventuresome, those I label
"the five more exotic."
The Basics
Do or augment the recruiting of high
tech industry. This includes identi-
fying, qualifying, contacting, selling,
closing, and follow-through.
Establish an expediting office to pay
special attention to needs of incom-
ing and existing high tech industry.
Orient manpower training resources
toward the needs of specific high
tech companies or industries (to the
extent possible, given regulations
and politics).
Allocate resources for such things
as:
• Loan programs
• Incubator facilities
• Industrial revenue bond pro-
grams
• De -annexation or deferred an-
nexation programs
• Urban Development Action
Grants
• Uses of the Community Devel-
opment Block Grant float
• Special assessments
• Favorable zoning
• Subsidized or favorable utility
or traffic treatment
• Special professionally made
presentations to specific com-
panies or key decision -makers
through special request or road
shows
• Assembly of land
• Construction of physical facili-
ties such as parking garages or
conference centers that have
joint use
33.Z9
• Market analyses
• And, finally, dedicating staff to
the maintenance and refine-
ment of the above as well as
continuously pursuing new
ideas.
Dedicate portions of budgets and
staff of related departments, such as
our visitor and convention bureau,
to targeting and special servicing of
high technology accounts, or setting
aside special display areas in key
city -owned facilities such as the air.
Port, convention center, and librar-
ies.
The More Exotic
Scan the environment of emerging
technologies to determine areas of
concentration.
Inventory local strengths and weak.
nesses as they relate to specific
emerging technologies.
Set the "agenda" for focusing public
debate and targeting community at-
tention.
Mobilize volunteers and staff
around key elements of that agenda,
such as—
• Establishing engineering cur-
ricula, math and science high
schools, engineering or science
foundations, laboratories, re-
search parks, faculty chairs
• Pursuing research grants and
key contracts from Federal and
state governments for local high
tech companies
• Imbbying for special legislation
or regulations of benefit to local
high tech institutions.
FA
,
i
i.
Undertake high tech new venture
capital developmenl—
• Define criteria for assistance to
entrepreneurs.
• Identify people, their criteria,
and their propensity for in.
volvement who are investors,
packagers, or salesmen of new
ventures, or resources to new
ventures, such as attorneys, de.
signers, and accountants, or
people who are constantly ex.
posed to possible entrepreneurs.
• Promote communication (i.e., a
newsletter, seminars, mixers)
among individuals who are in-
terested in new ventures.
• Assist in packaging new ven-
tures.
• For certain ventures, attempt to
open doors.
• Act as a clearinghouse so as to
improve the efficiency with
which deals are screened.
• Have libraries and city data
repositories develop more and
better resources and special ser-
vices for entrepreneurs and ven-
ture capitalists.
• Develop formal lies with large
proximate resources such as
universities, laboratories, and
military bases, which may de-
velop special services for entre-
preneurs.
As you can tell from the
remarks so far, our city has been
hard at work to prepare for a role in
the post-industrial society.1 am sure
you are thinking about the leader-
ship required to initinle and follow
{
4
IIIC ROF I LHED. BY _....
DORM MICi7e�LAa 1
CEDAR RAPIDS - DG MOINES r
through with the program. It takes
leadership and teamwork.
As city manager, I can do a great
deal internally to put in place the
supporting staff and work programs.
But that is only half of the battle.
We are fortunate to have a mayor
and city council who understand the
investments we are making. Our po-
litical leaders must discuss and ap-
prove the expenditures, even to the
point of taking some heat for that
approval. Our council itself is a good
team and the leader, Mayor Henry
Cisneros, works hard to maintain
the supportive attitude.
But he does more than that. He is
quite simply our best salesman. He
is invited to speak at national fo-
rums frequently. I am certain you
have seen at least one of the numer-
ous articles and television inter-
views he has done on the subject.
You may not know that he has writ-
ten a document (he calls it a work
plan; I call it a handbook) on what
actions to take and how the city
government itself serves as the inte-
grating force to pull and push the
private sector into the programs.
You can't do that without leader.
ship. You can't keep it going with-
out teamwork. It's a new and eiccit.
ing role for local government and
one I am pleased to be a part of.
Well, we did not get MCC in San
Antonio, but Austin did and by far,
Austin was our choice among the
finalists. We may not have the cen.
ter itself, but we have a ready-made
work force for the spinoff manufac.
turing that is sure to come, It's on
the way. So is San Antonio.
3 Sag
m"ILMED.BY.-
JORM MIC Rf�LAB
.-CE-D'A'R R'AP'ID'S
Developing
a Strategic Advantage
for Your Community
Nancy Ferris
Public Technology, Inc.
"Communities are more likely to fare well if they have assessed their
competitive positions, and if they have taken steps to remedy their
weaknesses and capitalize on their strengths."
No longer is it rare
to live in a community where ...
• An industry that was unknown a
Reprinted by permission (ram Public Man•
ngement magazine, July 1989. The author is
a member of the staff far a national project,
strafegiesfor Cifinr andCnunticv,.vpnnsored
by the U.S. Department of Housing and
Urban Development's Governmental CoPac-
ity Sharing Division, Ofcc of Policy Devrl•
opment and Rcsenrch. Project participants
include Public Technology, lne.; the Inter-
national City dfanagen rnt Assariatiun; Ar-
thurdrul sen & Company; and more than
tun dozen cities and caunties.
decade ego is now the major em-
ployer.
• A major employer has just closed
its doors.
• A new shopping mall has left the
once -thriving downtown a virtual
ghost town.
• A substantial portion of the popu-
lation consists of people born in
other states, or even other na.
tions.
• A typical 25 -year-old may never
be able to buy a house.
These are some of the more obvi.
ous changes laking place in our soci-
ety, but many more subtle changes
are happening as well. The graying
of America, the shift to an informa-
tion -based economy, the shrinkage
in household size—all these trends
are having far-reaching impacts on
the kinds of communities we man-
age.
During this period of rapid
change, some communities will fare
better than others. This perception
is generating a new sense of compe-
tition among jurisdictions. They are
competing for business, whether it is
a new factory or a convention. They
are competing for Federal and state
assistance. In one state, they even
competed to have the new state
prison located within their bound-
aries, because it would create jobs.
In this newly competitive envi-
ronment, what does a community
need to become a winner?
As in any competition, a game
plan or strategy is an important aid.
y.. MICROFILMED BY. � .I
t JORM MICR4�LAB
1 - CEDAR RAPIDS • DES MOINES
t
33;Y
r
1
f,
Communities are more likely to fare
well if they have assessed their com-
petitive positions, and if they have
taken steps to remedy their weak-
nesses and capitalize on their
strengths.
Those with a short-term, busi-
ness -as -usual perspective probably
will fail to develop the tools and
advantages a city or county will need
in the coming years. These tools and
advantages will vary from commu-
nity to community. One community
may opt for a strong vocational and
technical education program that
increases the employability of its
young people. Another may have
outstanding parks, hotels, museums,
and other tourist facilities. A third
community may attract new resi-
dents and businesses by having ex-
ceptionally low taxes. The possibil-
ities are nearly infinite.
If a community has effectively de-
veloped its own advantages and is
' poised to compete successfully, it
can be described as strategically po-
sitioned. The process of developing
i strategic approaches is called, not
•, surprisingly, strategic planning.
Strategic planning originated
with military planners. During the
past several decades, American busi-
nesses—especially large corpora-
tions—have used it as an important
management tool. Now an increas-
ing number of communities are
discovering its usefulness as a meth-
odology for developing competitive
positions.
In the private sector, strategic
planning involves analyzing a firm's
business environment, forecasting
the future of its markets and com-
petitors, and evaluating its current
products and plans to determine
how they will fare in the future.
Then the firm can change the way i
does business on the basis of th
analysis. Its objective is to maintain
or enhance its profitability in
changing environment.
Although local governments or
not concerned with making profs
they are concerned with maintain
ing or enhancing the social and eco
nomic prosperity of their communi
ties. Strategic planning can be a to
for assuring that the community
heading in the most advantageous
direction.
While cities and counties are only
beginning to investigate the applica-
bility of formal strategic planning
techniques like those used by cor-
porations, there are several notable
examples of strategic approaches
adopted by communities.
Dallas, Texas, for one, organized
the "Goals for Dallas" project in
1065 to bring together community
leaders for development of strate-
gies. They focused on developing the
city's position as an international
business center, establishing a first-
rate international airport and higher
education facilities to foster high
technology. A major regional health
center and improved transportation
also were included as means of at-
tracting newcomers.
When leaders of Eugene, Oregon,
tried to revitalize the city's retail
core by creating a downtown mall,
adding parking, and offering tax
benefits, they discovered that these
efforts were not stemming the loss
of retail businesses. They switched
strategies and concentrated, in-
stead, on creating a downtown per-
forming arts center that would at-
tract visitors, meet cultural needs,
and diversify their economy.
Memphis, Tennessee's Job Con-
ference is a forum for broad-based
efforts by the state, community
groups, city leaders, and businesses
to develop strategies for growth. The
conference has created more than
3,000 job opportunities in its four
years. Perhaps more important, it
has created a climate for positive
change in Memphis.
Developing effective strategies for
an entire community, or even for a
portion such as the downtown area,
t cannot be done by a local govern,
a meat almne.'1'oo many other institu-
tions have stakes in the future of th
a community. Not only do other insti-
tutions deserve a voice in their corn
e munity's future, but also they hav
profits
the power to negate a strata
Conversely, Chair involvement ran
contribute to the development an
implementation of successful strafe
of gies.
is Precisely who should be involve
MICROFILMED BY1 .. -I
i
JORM MICR+LAB
CEDAR WPM • D[. MOINES
in the process depends on the com-
munity and, to some extent, the
goals of the effort. In some cities, it
would be unthinkable to undertake a
major policy effort without includ-
ing neighborhood organizations. In
other cities, citywide organizations
such as the League of Women Vot-
ers or a civic league are more impor-
tant than neighborhood groups. The
business community must be repre.
sented, but this may mean individ-
ual business leaders in some cities
and the organized chamber of com-
merce in others. development
This joint strategy
process has its own benefits. It can
strengthen public-private alliances
and build communitywide consen-
sus on fundamental issues. At the
least, the strategic planning process
should focus attention on key issues
and establish an informed dialogue
among disparate interests.
A complete strategic planning
process has six major components.
It may be possible to modify or skip
a specific step, based on local cir-
cumstances. The objective is to de-
velop strategies, rather than adhere
to a specific methodology. At the
same time, this formal process has
proven its worth to strategists in a
variety of environments.
Step 1: Scan the overall envi-
ronment to detemine major
trends, issues, problems,
opportunities.
This step helps to ensure that the
strategy development process fo-
cuses on the issues that are impor-
tant for the long term, rather than
those that may seem most compel-
ling at a given moment. Unlike the
analyses in Steps 3 and 4, this scan
involves "megatrends," or funda.
mental forces that may shape the
community's future. For a port, the
tendency to use containerized ship-
ping might be one such trend. For a
largely residential suburb, housing
trends and demographics would be
a among the most important factors.
gy, Step 2: Formulate overall
y goals or mission statements.
d This step is based on the trends
_ and issues identified in Step I. It
provides a vision of how the commu-
d nity can he made n better place to
3 3,;?S'
live and work. While corporate stra-
tegic planners are supposed to for-
mulate a single, comprehensive
statement of goals, some public stra-
tegic efforts have found it more use-
ful to develop individual mission
statements for specific issues.
The goals statement keeps the
strategic planning effort focused. On
the other hand, there are communi-
ties where agreement on specific
goals may be difficult to obtain. In
such cases, a broad or even vague
goals statement is preferable to hav-
ing the effort founder at this early
stage.
Step 3: Analyze the external
environmental factors that af-
fect the community's future.
While this step can pose technical
difficulties for local governments, it
is a crucial element of the process.
Unlike the scan in Step 1, this anal-
ysis focuses on identified issues, fee -
tors, and goals.
Step 3 parallels a corporation's
! examination of the competitive
environment and its markets. Some
communities will identify compet-
ing communities and devote part of
their analysis to ascertaining their
own position with respect to these
1 direct competitors. Others may
choose, as San Francisco did during
that city's strategic planning effort,
to compare themselves to other cit-
ies selected on the basis of similar-
ities such as size and regional domi-
nonce.
Because even the most expert an-
alysts have difficulty forecasting
with certainty key economic and so-
cial factors (such as interest rates,
energy prices, and housing supplies),
it is advisable to develop a range of
forecasts for the worst case, best
case, and most likely case. The ob-
jective is to determine vulnerabili-
ties and areas of strength, rather
than to predict the future. Some
external factors will emerge as im-
portant only in the worst (or best)
case, while others will be crucial no
matter which scenario turns out to
be accurate.
Step 4: Audit internal re-
sources to Identify strengths and
weaknesses.
This analysis distinguishes stra-
i
tegic planning from other kinds of
planning. Step 4 leads directly to the
formulation of strategies. Although
some may hesitate to cite specific
weaknesses in a community or a
portion of it, this resource audit pin-
points areas that need improvement
and those that are ready-made ad-
vantages.
Examples of the kinds of
strengths and weaknesses that
formally agree to see that a single
strategic action is carried out. The
implementing organization obtains
the necessary resources, whether
from its own resources or from the
government or another source.
One issue that appears to arise
frequently for strategic efforts in the
public arena is the question of who
should be involved. A trade-off ex-
ists in this area. The more people
"Although local governments are not concerned with
making profits, they are concerned ivith maintaining or
enhancing the ... prosperity of their communities."
might be identified include the qual-
ity and quantity of the work force,
financial health of the local govern-
ment, property available for devel-
opment or redevelopment, public
services, educational institutions,
infrastructure, and regulatory cli-
mate.
Step 6: Formulate strategies.
Strategy formulation is based on
the results of Steps 2-4. It consists of
outlining specific actions that lead
to attainment of the strategic goals,
within the context of the external
and internal environments.
Strategic actions are, by defini-
tion, goal -oriented and designed to
improve one's relative position by
maximizing strengths and mitigat-
ing any weaknesses.
Step 6: Implement strategies.
The major elements of this step
usually are resource allocation and
assignment of responsibility. If the
strategic planning process has in-
deed been broad-based and directed
toward consensus, reallocation of re-
sources should be less difficult than
it might be in different circum-
stances. The cooperative nature of
the process also should help in get-
ting the appropriate individuals or
organizations to take responsibility
for executing strategies.
In some communities, notably
Memphis and Philadelphia, imple-
mentation responsibility is volun-
tarily assumed by one or more local
organizations and businesses. These
and organizations that are involved,
the greater the likelihood of achiev-
ing consensus, developing compre-
hensive strategies, and avoiding ob-
stacles to implementation. On the
other hand, large committees are
notorious for their inability to act
decisively and promptly.
In San Francisco, the city's busi-
ness community initiated and car-
ried out the strategic planning ef-
fort. In Philadelphia, the University
of Pennsylvania initiated the effort
and involved many kinds of commu-
nity organizations. That effort has
already advanced formation of a
venture capital fund for new busi-
nesses. In Memphis, the governor
launched the jobs conference, which
depends on business/community
task forces to get much of the work
done. In other communities, the ef-
fort has been led by the local govern-
ment with involvement of private -
sector businesses and organizations.
Key groups are those with a stake in
the future of the community and
might include neighborhood orga-
nizations, universities, hospital, and
civic groups.
A little strategizing before launch-
ing a planning effort may be helpful
in determining who should partici-
pate. Those who must be involved
are those who have the resources,
both for the strategic planning effort
itself and for implementing the re-
sulting strategies. Resources can be
expertise (in such areas as statistical
...MICROFILMED 0Y.
JORM MICR+LA9 I �
I
CEDAR WPM • DE- MOINES �
33?9
t
analysis and economic development,
for example), political influence,
funds, or authority to act.
The decision about the extent of
public participation need not be a
hard-and-fast one. In many commu-
nities, different levels of participa-
tion have developed at different
stages of the process. 'rhe internal
and external analyses in Steps 3 and
4, for example, could be carried out
by a small staff witha guidance
could a
small policy group,
assigned to volunteers.
A second issue for local strategic
planning is that of defining the com-
munity. A jurisdiction's political
boundaries do not necessarily coin-
cide with the boundaries of its re-
sources and problems. Some cities
and counties may benefit from
adopting a regional approach, while
others may need different strategies
for different sections of a large and
disparate area.
Finally, the absence of a profit
objective and a clearly defined "bot-
tom line" makes it more difficult to
choose among strategies and assess
success or failure. While corpora-
tions use return on investment as
their yardstick for resource alloca-
tion decisions, the public sector
must make value judgments about
the relative importance of, for in-
stance, public housing and street
improvements. However, these
trade-offs have always been difficult
for the public sector. Strategic ap-
proaches can help clarify the issues
by relating decisions and actions to
specific objectives.
�.... ,. ..... _. MI CROF I LMED. BY...
JORM MICR+LAB l
CEDAR RAPIDS • DES MOINES f
I
Also, definitions of success in
public strategic planning are as var-
ied as the efforts to use this tool.
Communities begin the process for
very different reasons, and they seek
different outcomes. For some, the
process of getting the diverse ele.
ments of the community to look as a
group at community issues and
plans is success in and of itself, even
if the effort is weak in implementa-
tion. Even within a community, var-
ious community groups will place
different values on strategic plan-
ning.
Whatever meaning the Process
that
has for a specific group,
community strategic planning re-
mains a process for defining and
achieving a critical few goals for the
community as a whole.
33a�
-0
1
r)
—..--,,-MICROrl LMEO, BY_
JORM .
�A1�3
6IR+I LA0
-CEDAR RAPIDS • DU MOINES
Order Na Cl/B3-001
M-8/83
Public
Technology,
In C.
1301 Pennsylvania Avenue, NW
Washington, DC 20004
Tolophone:
-.,2021626-2400
--- ----- West Coast Office
Centor for rpubfic Policy.
CA'Staje* UjIlversifylLong Beach
.. .. . =i 1250.BH/llow�cBlvd
........
... .. Lo � I
RIF 80ach; C49 fth)
18:90840
Z_
- --- ----- --- --
aL,
. ..........
'17
7�
City of Iowa City
MEMORANDUM
DATE: December 9, 1983
TO: City Council and Council Members -Elect
FROM: City Manager
RE: Hotel Project - Discussion with Owner
In order to assist the City Council and Council Members -Elect concerning
the hotel issues, Dr. Harry Johnson, Jr., will'be available in the
conference room prior to the Council meeting to answer any questions
you may have or to provide additional information. He will be there with
other representatives beginning at 6:00 P.M. on Monday.
cc: City Clerk
.. .._. ._..._-MICROEILMEO..BY _.......� ._
JORM MICROLA9
4 CEDAR RAPIDS • DEC MOINES
>� I
14
339
■
r
i
i
`i
I
}
II
I
339
■
Nchard a, wheeler, a.i.a.
architect
December 5, 1983
Mr. Neal Berlin, City Manager
City of Iowa City
Civic Center
410 E. Washington Street
Iowa City, Iowa'52240
RE: Iowa City Holiday Inn, Iowa City
Dear Mr. Berlin:
305 clmarron road
apple valley. mn. 55124
612/454 6359
A meeting was held Friday, December 2, 1983, to review the design concerns
that were expressed at the joint meeting of the Design Review Committee
and Hotel Steering Committee on December 1, 1983. Participants of the
December 2 meeting were Harry A. Johnson Jr., Vernon R. Beck, Alfred Vijums
And David Adolfson of Adolfson & Peterson, Inc., Richard Peterson and the
writer.
At the request of the committee, a conceptual plan introduced by Mr. Richard
Hansen and Mr. Lind at the December 1 meeting was reviewed as an aiteHative
means of providing pedestrian access through the hotel building. The title
of the .plan reviewed was "Hotel Circulation, Alternative N1, Dated 12/1/83".
While on the surface the plan may appear to be a viable alternative, under
closer examination a number of design deficiencies exist and the ramifica-
tions to the present hotel design, both structurally and functionally,
prove the concept to be an unfeasible alternative. The following items
reinforce this conclusion:
a. Pedestrian traffic approaching the site from the south on the
east side of Dubuque Street, as from the parking ramp, would
have to walk to the west side of the site then back to the
east to be centered on the plaza and fountain area. We feel
a large number, of people walking on the sidewalk in the drive-
through area would pass through the hotel lobby in cold weather
or simply as a "short-cut" to the mall. Also unnecessary
congestion would occur at the hotel entrance for pedestrians
and hotel guests when guests are arriving or departing, parti-
cularly when buses are loading or unloading and. luggage is
temporarily placed on the sidewalk.
b. Visibility of the plaza area for pedestrians leaving the park-
ing ramp will still rely on being able to see through the.
hotel. The sight line through the pedestrian access area of
the concept plan from that viewpoint would provide only a
small angle of view which would be looking toward the Plaza
Centre one Building and not the fountain of Lucas Square.
3330
�_. ._. . 141CROFILIIED BY._.
JORM MICRI�LAB
CEDAR R4M • OEC MOINES 4
- 2 -
The one-story portion in the concept plan indicated next to
Bushnell`s would not provide an appropriate transition between
the two building types as well as a definite break between
the buildings. Due to the condition of the foundation below
Bushnell's building, both the structural slab and the roof
structure of the hotel in that 10'-6" space would have to be
cantilevered resulting in increased construction costs. It
is our understanding that a definite break between the
buildings will also be a requirement of the Iowa Historical
Society.
d. The concrete walls at the ends of the tower portion at which
the stairs and elevators are located are structural shear
wails that are necessary to maintain the structural integrity
of the tower portion of the building.and must continue through
the first floor to the basement. Penetration of these walls
through the tenant space of the Hansen/Lind plan would limit
the flexibility of the tenant space by virtually cutting it
in half.
e. The relocation of elevators and elevator lobby to a more central
location other than the triangular end portions of the tower
will result in a loss of eleven guest rooms if the elevators are
located within the confines of the existing tower walls (one
room on second floor if the pool corridor would be relocated and
two rooms for each. floor above the second floor). This would
require a new UDAG proposal with fewer rooms and increased costs
f. The central location of the elevators also Interferes with the
ballroom space and the large public lobby in the basement level.
It is essential to have an area large enough to accomodate
several hundred people outside of the meeting rooms. If this
space is moved to the center of the basement, the ballroom size
would be reduced and if the space behind the elevators were to
become meeting rooms, banquet services would be impaired if not
Impossible to accomplish.
g. The exterior design also would be affected by the relocation of
the elevators. The symetrical end elements of the tower
presently extend above the roof of the center portion of the
building to accomodate elevator equipment rooms and stairs to
the roof. Elimination of this condition at one end of the
tower and providing an area at the center extending above the
roof for the
tectural balancerofguithement toweroulportioneofethy
eaffect building. archl-
h. The alternative plan indicates a pedestrian access width of 401.
The'present hotel design has a combined interior and exterior
walkway width of 261. As a means of comparison, the Minnp-apolis/
St. Paul Skyway Systems which link the second floors of downtown
buildings accomodate thousands of pedestrians daily and many are
less than 16 in width.
3 330
r' MICROFILMED OY�_. .1I
JORM MICR#LAE3 I `I
I
-CEDAR WNDS • DE= MOINES
t ' 1
1
1
4
-3 -
In response to the design concerns that were expressed regarding the
present hotel design by members of the Design Review Committee and Hotel
Steering Committee, the following items were discussed with revisions
and/or clarifications as indicated:
1. Exterior walkway next to,Bushnell's.
a. Amount of paving brick is to be increased as shown on the
plan dated 12/05/83.
b. The treatment of the wall surface of Bushnell's, provided
by that building's owner, will be coordinated to enhance
both the walkway and preserve the building's historical
value.
c. The walkway's overhead entrance -framework at each end of
the walkway will be positioned at a height beyond reach'
and will be designed to be compatible but not competitive
with the character of the College Block buildings (detailed
drawing to be submitted later for approval).
d. The level of intensity -of the lighting for the walkway will
be adequate to provide illumination of the entire walk.
The type of fixtures selected for that area will be spaced
accordingly to accomplish that requirement.
e. Snow removal for the walkway via heated cables would cost
an extimated $6,000 to $8,000 to install and approximately
$1,000 a month to operate are not in the hotel's budget.
If the city elects to provide this alternative, -coordination
with the hotel's contractor will be necessary.
2. Sidewalk from exterior walkway next to Bushnell Is to the south
property line.
a. The concrete surface will have exposed aggregate in lieu of
typical concrete sidewalk finish. Paving brick areas will
remain as previously indicated.
3. Entrance to the Nautilus Health -Club.
a. A transom will be provided over the glass door and a larger
canopy provided in order to put the entrance more in scale
with the north elevation and give the tenants entrance more
prominence for identity.
4. Doors to the Pedestrian Arcade.
a. A major concern by a number of committee members and
i neighboring businessmen is the need for automatic doors.
Because of the inefficiencies and expensive operation of
air doors and the potential danger and maintenance problems
of swinging automatic doors, the owner has elected to pro-
vide a single sliding automatic door at each end of the
arcade in lieu of one of the manually swinging doors. This
provision will require that the position of the doors be
located closer to the outside wall resulting in only a
slight recess of the doors.
,3330
MICROFILMED BY
JORM MICR (IILAB i
1
CEDAR RP P!OS . DF.0 MOINES
i.
J
— Q .
5. Exterior finishes.
a. The stucco will be of the texture previously submitted but
the color will be changed per the request of the committee
to match the Colonial Tan. of the Dryvit system submitted.
b. The finish of the concrete shear walls will match the color
of the stucco but will have a smoother texture (a sample
will be submitted).
c. The wood panels are to be an oak board treatment with a
dark stain to contrast the stucco color and be compatible
with the storefront material. A high gloss protective
finish will be provided resulting in a rich, warm appearance
to accent the wall lantern areas of the pedestrian walkway.
6. Signage for the building.
a. A signage proposal is being prepared by the management
company to be submitted at a later date for approval by
the committee.
7. Transformer location.
a. The electrical transformer will be positioned between the
parking ramp and the hotel near the east property line and
not in the landscaped area adjacent to Bushnell's property
line.
A considerable number of alterations have been made In the last two weeks
In an attempt to satisfy the concerns of. the committee members. Realizing
that not all requests can be achieved due to differences of opinions of
the committee members and to limited budget figures,, it is felt that with
this submittal the design issues of major concern have been altered to
satisfy the collective opinion of the committee members.
Yours truly,
c' , 1.4�
Richard A. Wheeler A.I.A.
RAW/ j n
cc: Harry A. Johnson, Jr.
Vernon R. Beck
__.._MICROFILME-D BY.
JORM MICR+LAB
I CEDAR RA BIOS • DES M0114CS
{ 1
3 330
MEMORANDUM
DATE: December 7, 1983
TO: Hotel Steering Committee
FROM: Vernon R. Beck
RE: Plan Revisions
Throughout the last fourteen months we have labored to produce the
best design configuration consistant with the original bid
documents. In developing our design we have relied on the input
of:
1) CIDCO Management Company
2) Hotel Steering Committee
3) Local Citizen Input
4) Adolfson & Peterson, Inc. - General Contractors
5) Richard Wheeler, A.I.A.
6) Mid -City Hotel Associates - Owner
Many thousands of hours and dollars have been expended in modification Z
and adjustment of our design to respond to the inputs of the various
-groups cited above. From the onset we have labored under difficult
conditions due to soil problems on the site and the need for a
lightweight exterior finish. In addition, the site configuration and j
area are challenging from a design standpoint.
We acted in reliance on the Steering Committee's input that we were
making progress towards an acceptable design solution.
Our architect will respond to the reasons we believe the Hansen Lind
::- Meyer proposal to be unacceptable. It is unfair to now bring up the issue
of access when it was last discussed nearly nine months ago. We believe
the width of both walkways will be more than adequate to handle present
and future traffic flows. We have obtained a copy of a study by the
Oxford Development Company relating to traffic counts on the Minneapolis
i
Skyway System (copy attached). This system is ten feet wide and uses
j
Vernon Beck & Associates, Inc.
j Commercial Financing .. Commercial Real Estate Development
612/927-5310
3100 West Lake Street • Minneapolis. Minnesota 55416 33-3/
_. _.. .. MICRDFILKED BY ... if ..
JORM MICR+LAB
? CEDAR RAPIDS • DE: MDiNES
i f
■
Menoranduml
Hotel Steering Committee Page Two
December 7, 1983
no mechanical doors. The system has been moving people around
Minneapolis for a number of years successfully.
SuNmiarv: We continue to be responsive
to local input relative to our
move forward on the items needed Foreyour approvalbandere we must
rral to
City Council. At the onset of the project we had many months, whiichhe
we have used, to design this project. Now, we are confronting serious
deadlines because of pending IRB legislation. We have overcome many
barriers to reach this point. Now, we badly need your continued
support in creating a centerpiece we can all be proud of.
T_.-MICROFILMED.BY__ __..._.�.
l JORM MICR+LA8
CEDAR RIEPIDS • DES MOINES
Mackenzie Poepl
Public Rolationh
-April _ 1983
Mr. Gar}• Lindstrom
Oxford -.roperties, Inc.
920 Cargill Building
Minneapolis, Minnesota 53403
Dear Gary'
Enclosed you will find'the tallied results and comments regarding
the pedestrian count which odcurred on Wednesday, April 27, from
7:30 a.m. to 6:15 p.m, in the IDS Building and Baker/Northstar Buildings.
Included in the information is:
Page 1 Ranking by Entrance
Page 2 Total In & Out
Page 3 IDS Average Hourly Counts
Page 4 Baker Building, Cargill/Northstar Building -.Traffic Flow
P_;e 5 % Male & Female Laft & Right
IDS BUILDING ,
The bottom line is that over 73,000 people passed through the seven
entrances of the building. Or, to put it another way, over 36,000
people .entered IDS. When analyzing these figures, it is important
to kaeo in mind some factors which may have directly or indirectly
affected the count, i.e., it was a warm, sunny day, the Norweac Bank
was celebrating its grand opening on the skyway level of the Baker
Building and Daytons was having on Old Fashioned Bargain Day Sale.
Predictably, the Marquette. and Dayton SkywayL were the strongest
entrances and the entrance to the Nicollet Mall was the strongest
strezt entrance. The total male/female in/out ratio was within less
than 10%, (see pages 1, 2 and 3).
The peak traffic time was obviously during the hours of 11:00 a.m. and
3:00 p.m..although there was another flurry of activity in the early
morning and late afternoon.
BAKER BUILDING - CARGILL/NORTHSTAR BUILDING
In these buildings, the pedestrian count was based an the traffic flow
of people moving to the left or right of a given location. To clearly
understand the traffic patterns, it is necessary to follow the attached
floor plans which designate the left or right directions. These traffic
l..:n . 'till
_,_..:�
�... ___....MICROFILMED BY. _.........
JORM MICR+LAB
t CEDAR RA FIDS • DES MOINES
t
333/
.�
Mr. Gary Lindstrom
Page Two - (2)
April 29, 1983
patterns are similar to the IDS traffic flow, in tllnc, the peak time
is once again during the midday and the male/female ratio is about
the same, (see pages 4 and 5).
In these buildings, the total number of pedestrians moving either left
or right was 93,707- And, in many of the locations, i.e., A, B, E,
F, G and H "what went left eventually went right" or vice versa.
Whereas in the skyway location across from the Dairy Queen, near the
Norwest Bank and Duling Optical, the traffic pattern was a bit off-
balance. That could be attributed to the masses of people that had to
be counted and to the specific requirements entering and exiting certain
establishments, i•e•, the Dairy Queen.
Gary, this concludes this pedestrian count endeavor - I look forward to
discussing this with you.
Sincerely,
i
ann'eowl
MACKENZIE POEPL
JP/gam
Enc,
�.-... ._ ........-.MICROFILMED -BY
.._r_._..� ..-,
JORM MICR+LAB E
CEDAR RAPIDS DEC FIOIhEs
I
..a
• I
i
3331
Y
3
I .
I
• I
i
3331
Page I
IDS PEDESTRIAN COUNT
WEDNESDAY, APRIL 27, 1983 7:30 a.m. - 6:15 p.m.
RANKING BY ENTRANCE
TOTAL MALE fi FEMALE IN & OUT
Entrance
Ranking Total Count
Marquette Skyway 1 21,223
Nicollet Mail Street 2 14,837
Daytona Skyway 3 12,615
South Eighth Skyway
4 8,398
Marquette Street
5
7,193
Seventh Street 6 5,471
..South Eighth Street 7 3,502
3331
MICROFILME D BY ------
JORM MICR+LA13
-CEDAR WPIDS • DES MOINES
IDS PEDESTRIAN COUNT
WEDNESDAY, APRIL 27, 1983 7:30 a.m. - 6:15 p.m.
TOTAL IN - OUT
Entrances
Seventh Street
Nicollet Mall Street
South Eighth Street
Marquette Street
South Eighth Skyway
Daytons Skyway
Marquette Skyway
TOTAL
Male In
Female In
1,149
1,395
3,486
4,355
873
1,056
2,003
1,550
2,055
2,512
2,859
3,324
4.516
5.796
16,941 19,988
36,929
Page 2
Male Out Female.Out
1,393
1,534
3,026
3,970
758
815
1,807
1,833
1,739
2,092
2,464
3,968
4.950
5.961
16,137 20,173
36.310
."'
..._...,MICROF.ILMED.DY...._-._._i. ...�
JORM MICR+LAB f
i
CEDAR R41DS DE: MOINES 1
Page 3
IDS AVERAGE OF HOURLY COUNTS
A.
_.. _ ...
Based on 10.5 hours of counting, the total in
-and out'-
male/female
daily hourly
average was 9,882.
r
B.
7:30 a.m. -
9:30 a.m. --
total in and out, male/female • 8,332
average people per
hour • 4,166
C.
11:00 a.m.
- 3:00 p.m. --
total in and out, male/female - 39,525
average people per
hour - 9,882
D.
4:00 p.m. -
6:Ob p.m. --
total in and out -
10,052
average people per
hour - 5,026
... .__.J11CROFILMED.BY.
_._:
JORMMICR¢LA6
- CEDAR RA AIDS • OE" MOINES
3
333/
f
.r
.
ti
v
i
Ii
I
i
' I
r
333/
k
I
�
i
I
Locations
Total Left
t
E -
4143
i
f
Page 4
BAKER
BUILDING - Traffic Flow
Street
Locations
Total Left
Total Right
E -
4143
1,058
1,023
F -
4113
1,607
1,582
Skyway
Locations
A -
(Across St. Marie's Tobacco)
2,938
2,871
B -
4243
5,879
5,678
C -
(Across Dairy Queen)
9,529
10,790
D -
(Skyway NW Bank)
9,665
11,366
CARGILL/NORTNSTAR BUILDING - Traffic Flow
Street Locations Total Left
G (Lindskoog Latham) 5,214
R (Ziegler Thrift) 3,121
Skyway locations•
I-.(Duling Optical) 7,019
J Roanoke Skyway
Male In Female In
4,019 4,337
. 8.356
17.741
Total Right
4,932
3,363
6,072
Hale Out Female Out
4,493 4,892
99.385
MICROEILNED.BY.__-__...._�
JORM MICR+LAB `
4 -CEDAR RPR!IS • DEE MOINES j1
L ' l
BREAKDOWN OF PEDESTRIAN COUNT
LEFT TO RIGHT
% MALE - FEMALE - 9:30 a.m. - 6:15 p.m.
GAMER BUILDING
Skyway Location A
Skyway Location B
Street Location E
Street Location F
Male Left Female Left
57%
43%
47%
52%
53%
47L
50%
SOL
`. ,�... I-0ICRO
_.,. FILMED BY_...._....�..._
JORM MICR+LAB
' • CEDAR RAPIDS • DEE MOINES
Page 5
Male Right Female Ristht
46%
54%
42%
58%
47%
53%
50%
50%
r
k
MARGUETTE AVENUE
MULTIFOODS BUILDING
lw--; m I-
2 200
00
Soo
5 0 all
.3.2,
210 uj
FE 0
C,c
. , 91
. I '. FA
140
& Aw--4 Mon
�117 1.3,1
MI ii�11
EAGER GARAGE
39
ma.
T117
MICROFILMED BY
JORM mir-R+LAB
CEDAR ROM - DE: MOINES
L
333/
4
.. __. _. IIICROFILMED.BY.
\ JORM MICR+LAB
CEDAR RAPIDS - DEC MOINES
i
1 1
.• - ..
We
If YY Ir•• � VY YY r—'
■ ■ ■ I ■ ■ ■� ■ do
an ri
J;
v ,••a. n . _ T. • Z
T a
j I � I I r.r 'r. i ..w may. :r • � r
I � I � MY w• 4u r /
( . rJr n. 1 • .. �
.• /JY/M 111111» Jf-,,I
@fPrno rlooR PeN
ar
___-_---------
_
JORM MIGR+LAB i
CEDAR P6105 • DEE MOINESr
}t i
� J
1
.'
_ 1_ _• —•J. � .�'_'1'L
iii
....SIJ•.
• PEAVEY BInLDING T SOUTH OrWH STREET
'
Ir s
.Y
a • r V
b a . . 3 ■ ■ 7 � r[>
i• i i
• • 0
■ Jl L O
n G
=w
{ 1' � ■ ■ i
� o
• o
.Y n
a ■
■ _• r u
• s.
IX
71
_ l
:J
F•
' j iY .Y ■ ■ ■ ■ A 1
.o
ROANOKE BUILDING
� aouHi sava■rH STREET,
333/
..MICROFILMED BY.
JORM MICR+LAB
{ CEDAR RPP!OS - DEC MOINES
.:r
A a u,•., uuu
FIRST_ FLOOR PLAN
us¢r
❑ . I/ In' r 'U ,nY
i
_,. MICROFILMED BY
JORM MICRLAS I �i
CEDAR RANDS DE' MOINES
l 1
0
Flower Markets - 84lu 1959r
Faber, Coo - 575u 1656r
Benson Optical
- 215u
1 245r
Hone Savings -
llau 1130r
Hickey's Penna
- 191u
I 218
Baskin Robbins
- 616u
1 702r
OXFOto OFVIIO/MINT MINNISOTA, INC.
X11■
w"SAp,p., MIM. JS403
W
i
LA
T"
at
dp d
r.
C
a
[ F G
. I spa og
a
i • W
m a
w .
IW w a
MINNIt01
0XFORD ONtlOrdt[NT A INC.
-rw...n •...w
�•��Mr4 M41r. /7101 � � '
i
�... ..._ . _, 111CRDFILIIED BY.
JORM MICR+LAB
CEDAR RAPIDS • DEE MO1NE5
0
New Retail
CA
A - Vacant
22
4d
B - McGlynn Bakeries
4
•
z z
i C - Oriental Gift
5
(r
�
O - Vacant
5
E - Weinstock
7
F - Golddiggers
4
9
=�='=� '
-
G - Nuts •Nr Stuff
5
9
s
C
a
[ F G
. I spa og
a
i • W
m a
w .
IW w a
MINNIt01
0XFORD ONtlOrdt[NT A INC.
-rw...n •...w
�•��Mr4 M41r. /7101 � � '
i
�... ..._ . _, 111CRDFILIIED BY.
JORM MICR+LAB
CEDAR RAPIDS • DEE MO1NE5
0
MOTOR
December 8, 1983
Letter mailed to addresses on attached pages.
This letter is in response to the November 9, 1983 letter to the City i
tel development on Urban
which raised a number of concerns about the ho
Renewal Parcel 64-1b.
1. Issue: Architect of Record
j
Reply: Richard Wheeler
305 Cimarron Road
Apple valley, Minnesota 55124
(612) 454-6359
2. Issue: Communications regarding the hotel design
Reply: The Hotel Steering Committee has been meeting since March
1982. These meetings have been attended by various news media
representatives who have reported upon those meetings accord-
ingly. Minutes for each of these meetings have been taken and
are available.
From this date on, the City will provide a meeting notice for
the Hotel Steering Camlittee meetings to all persons and
businesses listed on the attached address sheets. If a name
or business inadvertently has been missed, the City would like
to be notified.
3. Issue: Choice of exterior material
Reply: The Hotel Steering Canittee endorsed the use of Portland
Cement stucco at its September 14, 1983, meeting. The issues
of the color and texture of the �icco� discussed
ing ussed at the
December 1, 1983 Hotel Steering
_...__ MICROFILMEO BY.
JORM MICR+LAa
CEDAR R41DS • OE- MOINES 1
December 8, 1983
Letter mailed to addresses on attached pages.
This letter is in response to the November 9, 1983 letter to the City i
tel development on Urban
which raised a number of concerns about the ho
Renewal Parcel 64-1b.
1. Issue: Architect of Record
j
Reply: Richard Wheeler
305 Cimarron Road
Apple valley, Minnesota 55124
(612) 454-6359
2. Issue: Communications regarding the hotel design
Reply: The Hotel Steering Committee has been meeting since March
1982. These meetings have been attended by various news media
representatives who have reported upon those meetings accord-
ingly. Minutes for each of these meetings have been taken and
are available.
From this date on, the City will provide a meeting notice for
the Hotel Steering Camlittee meetings to all persons and
businesses listed on the attached address sheets. If a name
or business inadvertently has been missed, the City would like
to be notified.
3. Issue: Choice of exterior material
Reply: The Hotel Steering Canittee endorsed the use of Portland
Cement stucco at its September 14, 1983, meeting. The issues
of the color and texture of the �icco� discussed
ing ussed at the
December 1, 1983 Hotel Steering
_...__ MICROFILMEO BY.
JORM MICR+LAa
CEDAR R41DS • OE- MOINES 1
Page 2
The statements attributed to Mr. Vijums regarding the exterior
materials have been forwarded to Vernon Beck of Vernon Beck s
Associates, Inc. who represents Dr. Harry A. Johnson, Jr., the
developer. Mr. Beck's response will be provided to you.
4. Issue: Interior Walkway
A. Appearance, width, signage:
The City shares your concerns and has requested the
redesign of the interior walkway.
B. September 13, 1982 letter to John Gross from Neal Berlin:
Mr. Berlin's letter described the interior walkway as it
was designed at that time (September 1982) which was prior
to the bidding of the hotel. The enclosure of the
interior walkway was accepted by the Hotel Steering
Committee because both bidders for the hotel site strongly
indicated it was necessary to enclose the walkway for the
efficient operation of the hotel.
C. Visibility:
The City concurs and has requested the redesign of the
walkway entrance.
D. Accessibility:
The urban renewal land contract will contain the legal
requirement that both the interior and exterior walkways
be open on a 24 hour/day basis.
Information on the number and type of doors will be j
available as the redesign is completed. The City has
proposed automatic opening doors or air doors.
E. 24 hour accessibility:
Twenty—four hour accessibility of the interior and
exterior walkways will be required by the urban renewal
land contract ( see D. above) .
F. Security of interior walkway:
The first floor stairwell has been relocated to minimize
any security problems. Consideration is being given to
other'security features and apparatus.
5. Issue: Design of parcel's southwest corner
_. �. ... .. MI CROF.I LMED BY_....__ .�.
JORM MICR+LAB
( CEDAR RA P1D5 DE7 MOINES
t i
i_ _
333
Page 3
Reply: The developer has agreed to eliminate the parking spaces. The
sidewalk leading to the Block 82 alley, has been redesigned to
reflect the elimination of these stalls. The developer has
inic
da ed theasttcorner of the electrical trael nsformer
will be located
6. Issue: Current conditions of exterior pedestrian walkway
Reply; The City has redirected the lighting standards in Governor
Lucas Square to increase the lighting levels t the lightpassabe
way. The City has also requested that an additional light be
erected at the south end of the passageway to provide addi-
tional illumination. Police foot patrol of the area has been
increased.
It is not a building code requirement that temporary walkways
be constructed of fireproof materials.
7, Issue- Exterior passageway design
ed additional information from
the
Reply: The City has receiv
The City has
oper on the design for the exterior passageway. the
indicated the design for the area must ed toeresponW to the
College Block Building and be design
safety issues that any outdoor walkway creates.
B. Issue: Signage of current exterior walkway
Reply; Metal directional signs_have been installed.
9, Issue: Service delivery to hotel
Reply: A 20 foot service alley originating off of Ramp
BShatbeen
parallelling the north wall. to Parking s development and
provided for service delivery parcel (Urban Renewal
that which will occur on the adjacent
Parcel 64-1a).
The 10 foot passageway extending between the hotel and the
parking ramp is required by building code requirements.
10. Issue: Parking Agreement our
Reply: The City shares
rking needsOf current Parking ns that careful ng�prBtuserion s.
given to the pa not been can -
The parking a9r�nswith esubjectpto City Council review
plated.. The final agreement
and approval.
The City is currently working on a downtown parking study. Anto
y
input on the subject is appreciated; please direct Ic o�nCity,
John Lundell, JCCCG, 410 E. Washington Street,
Iowa, 356-5252.
r
MICROFIL11ED BY
JORM MICR+LAB
CEDAR WHOS • DET MOItIES
i 1
L..
Page 4
11. Issue: Shadowing
Reply. The size of the hotel dormitory block has been reduced�b
to7
stories which decreases the amount of shadowing p y
the original 8 story building design created by Zuchelli,
Hunter & Associates. There has never been any plan to
'terrace' the dormitory tower.
12. Issue: Permits
Reply: Permits have been approved for excavation, test piles and
piles.
13. Issue: Financial Responsibility
Reply: Dr. Harry A. Johnson, doing business as Mid—City Hotel
Associates—Iowa City, is a sole proprietorship. In the
opinion of John Hayek, the City's Urban Renewal Counsel, Dr.
Johnson is personally and individually financially responsible
for all aspects of the hotel development.
14. Issue: Fire Truck Accessibility
Reply: Access for emergency vehicles within the College/Dubuque-Street
area will continue to be via the Dubuque Street portion of
City Plaza or via the College Street portion of City Plaza.
A major portion of the hotel will be set back approximately 22
feet from the north property line. The sidewalk in front of
the hotel will be reinforced for, fire equipment use and a
portion of the planter immediately east of the fountain will
be removed if necessary to permit fire equipment access to the
Dubuque Street portion of City Plaza frau either the north
(Dubuque Street) or the east (College Street). -
Modern alarm, sprinkler, exiting, and other associated fire
control equipment being built into a project initially is more
important than aerial ladders in an emergency. The prospectus
required the most current and complete systems for the hotel,
including remoting to the Fire Department.
i Sin erel yours,
Neal G. Berlin .
City Manager
be
Enclosure
cc: City Council
Hotel Steering Committee
Vernon Beck
,_._._
.,...MICROFILMED_ BY
JORM MICR+LAB
CEDAR RAPIDS - DE.' NOIRES
f
_a
■
.A
.-
Downtown Association
Old Capitol Center Merchants
Northwestern Bell
Chamber of Commerce
Association
Phone Center Store
102 Burlington St.
201 S. Clinton St.
Plaza Centre One
Iowa City, IA.52240
Iowa City, IA 52240
Iowa City, IA 52240
Technigraphics, Inc.
Eby's Sporting Goods
Hawkeye World Travel, Inc.
Plaza Centre One
Plaza Centre One
Plaza Centre One
Iowa•City,•IA 52240
Iowa City, IA 52240
Iowa City, IA 52240
Josephson's Jewelers
Old Capitol Associates
Hansen Lind Meyer
Plaza Centre One
Real Estate
Plaza Centre One
Iowa City, IA 52240
Plaza Centre One
Iowa City, IA 52240
Iowa City, IA 52240
Attn: R. Hanson & J. Lind
Wayne A. Christensen, M.D.
McGladrey Hendrickson & Co.
Answer Iowa, Inc.
Plaza Centre One
.Plaza Centre One
Plaza Centre One
Iowa City, IA 52240
Iowa City, IA 52240
Iowa City, IA 52240
i
Dictaphone Corp.
Backroom Graphics
Nautilus Health Spa
_Plaza Centre One
Plaza Centre One
Plaza Centre One
Iowa City, IA 52240
Iowa City,.IA 52240
Iowa City, IA 52240 .
Hardee's of Plaza Centre One
Lenoch & Cilek True Value Hdw.•
Hawkeye State Bank
j 125 S. Dubuque St.
130 S. Dubuque St.
229 S. Dubuque St.
Iowa City, IA 52240
Iowa City, IA 52240
Iowa City, IA 52240
i
United Federal Savings &
-
Welt-Ambrisco Insurance,Inc.
Albert J. Soucek,'Jr. DDS
Loan Assn.
102 Savings & Loan Bldg.
200 Savings & Loan Bldg.
100 Savings & Loan Bldg.
Iowa City, IA 52240
Iowa City, IA 52240'
Iowa City, IA 52240
Dr. Wm. P. Kottemann
Provident Mutual Life Ins. Co.
Johnson County Abstract &
202 Savings & Loan Bldg.
of Philadelphia
Title Guarantee Co.
Iowa City, IA 52240
206 Savings & Loan Bldg.
208 Savings &•Loan Bldg.
Iowa City, IA 52240
Iowa City, IA 52240
Dr. Tim J. Montgomery
210 Savings & Loan Bldg.
Iowa City, IA 52240
Northwestern Mutual Life Ins
300 Savings & Loan Bldg.
Iowa City, IA 52240
;Plaza Clothing Co.
105 E. College
Iowa City, IA 52240
River Products Co.
220 Savings & Loan Bldg.
Iowa City, IA 52240.
Richard S. Barker,
310 Savings & Loan Bldg
Iowa City, IA 52240
Every Bloomin' Thing
108 E. College
Iowa City, IA 52240
,.. .111CROFILMEO.BY
l JORM MICR+LAB
(� -CEDAR RRPIDS • DE_ 14011JES �1
f � !
z J
Roland C. Walter, DOS
224 Savings & Loan Bldg.
Iowa City, IA 52240
Robert L. Stenander
310 Savings & Loan Bldg.
Iowa City, IA 52240
Iowa City Music Shop
109 E. College
Iowa City, IA 52240
333.11
3 5.3.z
+._. ._...._ ._._...A1CR0EILMED DY.. _.. __....�.....
JORM MICIR LAO I
CEDAR RAPIDS , DE: MOINES
I
-room
Somebody Goofed Jean Shop
The Fieldhouse
110 E. College
Iowa City, IA 52240
111 E. Colle a
112 s Leather Goods
112 E. College
Iowa City, IA 52240
Iowa City, IA 52240
Jackson Gift & China
114 E. College
Rental Estate & Service
Red Rose Old Clothes
Iowa City, IA 52240
I14h E. College
Iowa City, IA 52240
114-E. College .
Iowa City, IA 52240
Sigrin Gallery & Framing
116 E. College
Plains Woman Bookstore & Co.
Fretted Instruments
Iowa City, IA 52240
114h E. College
Iowa City, IA 52240
114 E. College
Iowa City, IA 52240
Sunrise Leathers
1144 E. College
Richey Studios
Balloons Over Iowa
Iowa City, IA 52240
1141, E. College
Iowa City, IA 52240
11411 E. College
Iowa City,IA 52240
Gringo's Mexican Restaurant
.115 E. College
Discount Den
Vaness
ss a's
Iowa City, IA 52240
117 E. College
Iowa City, IA 52240
118 E. College
Iowa. City, IA 52240
The Soap Opera
119 E. College
Dance Center -
119 E. College
Maxwell's Cocktail Lounge
" - I Iowa City, IA 52240
Iowa City, IA 52240
121 E. College
Iowa
City, IA 52240
Bushnell's Turtle
125 E. College
Iowa City, IA 52240
j
I
i
j
s
3 5.3.z
+._. ._...._ ._._...A1CR0EILMED DY.. _.. __....�.....
JORM MICIR LAO I
CEDAR RAPIDS , DE: MOINES
I
-room
i
City of Iowa City
MEMORANDUM
Date: December 7, 1983
To: City Council
Fran: Dale Helling, Assistant City Manager
Re: City Council Policy Resolutions
Council has requested information on general policy matters which have been
adopted and/or discussed and are pending Council action. A review of the
records indicates that the following policy questions have arisen and
received Council attention over the past year.
1. Transit Fare Policy - Resolution 83-17 adopted on January 8, 1983 (copy
attached).
2. Service by City Council Members on Governing Boards of Funded Agencies
-Resolution 83-223 adopted on July 5, 1983 (copy attached).
3. City Council salaries - Ordinance 83-3132 passed and adopted on August 2,
1983 (copy attached). Note that Section III of this ordinance provides
for a biannual review of Council salaries.
4. Policy on Sewering - This ultimately resulted in the moratorium on
development in many areas of eastern Iowa City due to lack of sewer
capacity. _
5. City Council Voting: Abstentions - This matter was discussed in 1982 and
resulted in a legal opinion rendered by the City Attorney in the form of
a letter to the City Council dated November 12, 1982 (copy attached).
This letter included recommendations for consideration by Council which,
if agreed upon, could be adopted as a policy by Council resolution. The
City Attorney was not directed to draft such a resolution.
6. Street Tree Program and Policy - A draft policy has been submitted to the
City Manager from the Director of Parks and Recreation. However, this
policy has not been finalized. It includes cost estimates which would
apply beginning in FY85 and would thus represent a policy which would
require budget approval as well. It is anticipated that this issue -will
_be addressed in conjunction with FY85 budget decisions.
7. Housing Inspection Funding policy - This matter has been deferred for
decision in conjunction with the FY85 budget.
8, IL -fuse Collection Fee Policy - This matter was discussed early in 1983 at
which time a decision was made to increase refuse collection fees for
FY84. The matter of a long-term policy in this regard was not discussed
further by Council after that time.
141 OEILMED BY =1 I
JORM MICR+LAE3 l `
t
I CEDAR RAPMS • DE_ MOINES
f
3333
Page 2
Council has taken action on many other Policy matters over the past year.
The above are those which have been addressed independently and which would
normally not be addressed as part of other Council considerations. None of
the above matters will be scheduled for discussion or for action during the
remainder of this year unless Council so desires. Time will be allocated for
Council to address this subject briefly at your December 12, 1983, informal
meeting.
bj/sp
- -..MICROFILMED mY.__ ..�
JORM MICR+LAB l
CEDAR R4FOS • DES MOINES
1
3 333
I
l
;
I
;
t
I
- -..MICROFILMED mY.__ ..�
JORM MICR+LAB l
CEDAR R4FOS • DES MOINES
1
3 333
Adk
RESOLUTION NO. 83_17
�J
A RESOLUTION ESTABLISHING A FARE POLICY FOR IOWA CITY TRANSIT.
WHEREAS, the City Council recognizes the need for the continuance of mass
transportation, and
WHEREAS, the city Council recognizes the need to keep mass transit viable, and
WHEREAS, the City Council recognizes the need for continuous financial support
of mass transit and
WHEREAS, The City Council also recognizes that the foregoing needs will be
supported through the adoption of a•sound method for financing transit services.
NOW, THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY:
structich
vides for
1. That a fareannual fare revenue ewhich e5isb not established
than maintained
of hannualooperating
expenses.
2. That the City of Iowa City provide additional financial support for transit
equal to 40 percent of annual operating expenses.
nds
3. That the City Of t°of Ctransitsexpensese out e and replace use of uthese rfunds with for
ha
financial Supp .
Transit Levy.
4. That the City of Iowa City continue to support Federal and State programs
which will provide financial support equal to 20% of annual operating
expenses.
It was coved by
McDonald and seconded by Perret the
Resolution be adopted, and upon rol cal there were:
AYES: NAYS: ABSENT:
,L._ Balmer
Dickson
Erdahl
X _ Lynch
McDonald
-�— Neuhauser
-x— -- _ Perrot
Passed and approved this 18th day of, January , 1983.
wal—
ATTEST:
itaelv:� & A,:prmyd
r
ay ;a 0—;.m11eAt . .
a
r ..... _111CROFILMED BY.
` JORM MICR/ LAE3 t 1
CEDAR WPIDS • DEC WOIRES 1
..a
.> s.
RESOLUTION NO. 83-223
RESOLUTION ADOPTING A POLICY REGARDING SERVICE BY CITY COUNCIL
MEMBERS ON THE GOVERNING BOARD OF ANY AGENCY FUNDED BY THE CITY
OF IOWA CITY.
WHEREAS, the City Council is often requested to appoint a representative
Council member to serve on the governing board of various local
organizations, service agencies, and similar bodies; and
WHEREAS, the City of Iowa City annually allocates funding to assist in the
operation of such agencies; and
WHEREAS, it normally occurs that the various agencies requesting funding
must compete for a share of limited available financial resources; and
WHEREAS, such funding is allocated by decision of the City Council as a
result of a direct voting process; and
WHEREAS, it is in the best interest of the City Council and all citizens
of Iowa City that Council members remain unbiased in their decision-making
processes and avoid situations which might foster such bias.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF IOWA CITY, IOWA,
that it shall be the policy of the City Council that no Council member
shall be appointed by the City Council to serve as a member of the
governing board of any human service agency which is funded by the City of
Iowa City or which agency anticipates requesting such funding.
It was moved by Lynch and seconded by
Dickson the Resol-ution be adopted, and upon roll call there
were:
AYES: NAYS: ABSENT:
_y_ Balmer
Dickson
_ y Erdahl,
_x Lynch
x McDonald
_x Neuhauser
x_ Perrot
Passed and approved this Sth day of July , 1983.
A,; ` WITM,
1
ATTEST: �Aw
CIT CLERK
LERK
G; colvcd ki :'`•'Frovcsl
L!f The Legal Ldpallmenl
3 .333
MICROFILMED BY ._._.. If
I
1 JORM MICR+LAB 1
R CEDAR RANDS • DES MOINES
� 1
i
LWJ
C
ORDINANCE NO. 83-3132
AN ORDINANCE PROVIDING FOR COMPENSATION FOR
THE MAYOR AND COUNCILMEMBERS OF THE COUNCIL
OF IOWA CITY, IOWA, AND REPEALING ORDINANCE
NO. 75-2765.
BE IT ENACTED BY THE CITY COUNCIL OF
THE CITY OF IOWA CITY, IOWA:
SECTION I. PURPOSE. The purpose of this
rd nonce is to raise the rate of c
tion paid to the Maoepensa-
yor and Councileeebers of
the Council of the City of Iowa City, Iowa.
SECTION II. RATES OF COMPENSATION.
0 ow ng rates o coapensatian
shall be paid to eeebers of the City Council
of the City of Iowa City. Iowa, effective
January 1. 1944:
the rate of SGThe OU -20 compensated at
2.COMPThe other Coencilmeelbers shall be
annually. d at the rate of $5012.80
annually.
SECTION III. REVIEW DATE. Review of the
Shall an ° 1°f ors' Coepensation
review Praceake isafor theas y fiscal yart -of ear during
which each election will occur.
SECTION Iv.
conflictREPEALER. Ordinance No. 75—
Ordinances s rwithnthe proveS or iarts of
sion of
this Ordinance aro hereby repealed.
SECTION V. EFFECTIVE DATE. This Ordinance
s a e n c ect a ter is final passage,
approval and publication as required by law.
Passed and approved this 2nd day of August,
1983.
C�
Pro tem
ATTEST:,
T
j .. I11CROFIL116 BY. _.....
1 JORM MICR+LAB
�I
CEDAR R4105 - DES 1401NE$
i 1
,3333
4W
d
It was moved by, and seconded by Dickson _.
that the Ordinance as read be adopted and upon roll call there were:
AYES: NAYS: ABSENT:
X BALMER
X DICKSON
X ERDAHL
X LYNCH
g MCDONALD
X NEUHAUSER
X PERRET
First consideration 7/5/a3
Vote for passage:
Ayes: Dickson, Erdahl, LYnchr Neuhaaser,
Peet. Nays: McDonald. Absent: Balmer.
Second consideration 7/19/83
Vote for passage:
Ayes: Balmer. Wahl, Lynch, Perret.
Nays: McDonald.
Absent: Dickson. Neuhauser.
Date published Auaust 10 1983
..MICRO, FILMED BY....�_..._�
JORM MICR+LAE3 1
CEDAR RA P!DS . DE: MOINES t
Received b Approved
By The Legal Department
GyY
1
1
1
r
1
i
I
�I
I
'
i
I
I
I
I
I
i
I
I
i
It was moved by, and seconded by Dickson _.
that the Ordinance as read be adopted and upon roll call there were:
AYES: NAYS: ABSENT:
X BALMER
X DICKSON
X ERDAHL
X LYNCH
g MCDONALD
X NEUHAUSER
X PERRET
First consideration 7/5/a3
Vote for passage:
Ayes: Dickson, Erdahl, LYnchr Neuhaaser,
Peet. Nays: McDonald. Absent: Balmer.
Second consideration 7/19/83
Vote for passage:
Ayes: Balmer. Wahl, Lynch, Perret.
Nays: McDonald.
Absent: Dickson. Neuhauser.
Date published Auaust 10 1983
..MICRO, FILMED BY....�_..._�
JORM MICR+LAE3 1
CEDAR RA P!DS . DE: MOINES t
Received b Approved
By The Legal Department
GyY
1
1
1
r
1
r- A
CITY OF IOWA
CITY
CIVIC CENTER 410 E. WASHIINGTON ST IOWA CITY, IOWA 52240 (319) 356-SCOD
November 12, 1982
Honorable Mary Neuhauser, Mayor copy
and Members of the City Council
Of City of Iowa City, Iowa
I
Dear Mayor Neuhauser:
i
You have asked for a recommendation concerning the adoption of a Council
standing rule governing the counting of abstention votes on roll calls. The
minutes of the, Council meeting of October 26, 1982, reflect that it was re-
quested that the "City Attorney formalize the Council voting policy re absten-
tions. Consensus of the members was that it should be treated as if the member
was absent."
As you know, it has been the practice for many years for the City Clerk
to record abstention votes on the roll calls but the abstention has not been
counted in determining yes or not vgtes. Thus a vote for passage containing
6 yes votes and one abstention is recorded as 6 votes for passage and the ab-
stention is not considered as for or against.
This is a difficult problem in Iowa municipal law. Neither the Iowa
Supreme Court in construing existing statutes nor the legislature in enacting
new ones has really dealt with'the question. Since the Iowa law does not
presently dictate how abstention votes should be counted, under home rule it
is left to each'city to promulgate a rule.as to how to handle such votes and
include same in the rules of procedure for the Council. If, however, the Council
wishes to adopt a rule that abstentions be treated as if the member was ab-
sent, the Council should be aware that certain legal g principles may apply. !
There is no single Iowa statute that sets forth a voting requirement for I
matters considered by city councils. There are many. However, one statute
governs the voting requirement for much of the legislation addressed bycity '
councils, and that statute is Iowa Code Sec. 380.4 which requires that passage
of an ordinance, amendment or resolutions all have an affirmative vote of not
less than a majority of the council members. The City Charter, Sec.. 2.11A con-
tains a similar requirement --passage of an ordinance, amendment or reso ution
requires an affirmative -vote of a majority of the Councilmembers except as other-
wise provided by state law.
,33.3,3
r
4
....MCRBFILMED.BY...__._� _
JORM MICR+LAE 1
t
CEDAR RP PIUS DE: id0114 E5
i
t
Ok4
Hon. Mary Neuhauser, Mayor
and Members of City Council
November 12, 1982
Page 2
Variations in the vote requirement language are found in the following
commonly encountered statutes: Iowa Code Sec. 414.5 (zoning changes,in case
of protest, require "favorable vote of at least three-fourths of all members
of the council"); Code Sec. 304.42 (adoption of preliminary resolutions of
necessity on special assessments requires a "vote of a majority" of all members
of the council); Code Sec. 384.83 (City may issue revenue bonds pursuant to
a resolution voted by a "majority of the total number" of members to which the
governing body is entitled). These references to the vote requirement are in-
consistent: "affirmative," "favorable vote", "vote of a majority"•and, "majority
of total members".
The reference to "affirmative vote" in Code Sec. 380.4 and City Charter
Sec. 2.11A may.be pertinent in determining the effect to be given an abstention
vote. Within the requirements of these provisions an abstention vote cannot
be an affirmative vote. The effect.of such a vote may th u; be held by the
Courts to be "no" because the statute requires an affirmative or "yes" vote for
passage and an abstention is simply a members wish not to vote.
As evolved by court decisions in other states, the general rale seems to
be that a vote to abstain with respect to a vote under statutes that require a
"favorable" vote or a "vote of a majority", is that a vote.to abstain constitutes
acquisecence with the majority of those present and voting. The rationale for
the common law rule is reported to be an unwillingness on the part of the courts
to allow anobstruction of the municipal business by the device of an abstention.
See Anne: Municipal Council -Voting Majority, 63 A.L.R. 3d 1072, 1079. See also:
Northerwestern Se11 v. City of Fargo (N.D. 1973) 211 N.W. 2d 399 wherein the
North Dakota Supreme Court applied the rule to enactment of an ordinance grant-
ing a franchise and ruled the ordinance passed where of the 5 members of the
governing body of the City of Fargo, two voted yes, one no and two "passed"
their votes. The North Dakota statute required that: "... a majority of all
members of the governing body must concur on the passage ". The court reasoned
that the members who passed had a duty to vote and that their "pass" must be
viewed as an "acquisecence" in the expression of those who did vo#e and therefore
the ordinance passed 4 to 1.
The court in City of Fargo recognized a number of policies and issues in.
resolving the matter in favor of the general rule: no statutory provision ex-
isting for voting other than yes or no; there'is a duty to act by councilmembers;
in some instances "one-man rule" by inaction; inaction is not favored; and
possible paralysis of government by inaction..
Although it is hazardous to predict what the Iowa Supreme Court will do
when faced with the question of abstention, it is possible that the general rule
that abstention constitutes acquisecence with the majority will be followed where
33.3,3
' I
... 1-0ILRDFI 61ED BY.
t JD M MIC R(�LAB
CEDAR RPRIOS DE: MOVIES
I
Hon. Mary Neuhauser, Mayor
and Members of City Council
November 12, 1982
Page S
statutes requiring a "favorable vote" or "a majority of the total members"
votes are mandated. With regard to Code Sec. 380.4 and City Charter Sec,
2.11A requiring an "affirmative vote", the Court could c(ineeivably interpret
these provisions to mean that an abstention vote is simply not an affirmative
vote and this must be counted as a "no" vote. The foregoing principles
should be kept in mind if the Council consensus is to adopt a rule defining
the effects of abstention voting as if the councilmember was absent.
The formal rule should be adopted by resolution as a rule of procedure
for the Council. The text can provide (1) In cases requiring a simply majority
note, abstentions shall not be counted as either a "yes" or "no" vote; and
(2) in cases requiring an extraordinary majority vote, an abstention shall not
be counted to either a "yes" or "no" vote and an
abstaining shall
not be counted in determining the total to which the percentage of votes re-
quired is to be applied, but at least a simply majority is required in such
cas es.
It should also be noted that with regard to the extraordinary majority
requirement contained in Iowa Code. Sec, 414.5 with regard to zoningamendments
or changes, the language states a "favorable vote of at least threefourths of
iall members of the Council". Although this requirement has not been construed
y—tre —lowa courts, itd rule m
t could be interpreted to mean lthat w6tofpthe 7- members eofrthe sCouncil mustebe
counted as present and voting for passage. Abstention may then have to be
counted with the majority whereas the proposed rule states that they are not to
be counted in determining the total.• This should not, however, present any
problem with regard to Iowa Code Sec. 380.3 permitting waiver of first two
readings of ordinances since that —requirement can be suspended by a vote of not
less than three-fourths of the council members rather than "all members of the
council". This probably means g
three- ourt s of the uorum
and
To be on the safe side it may be advisable to except zoningpcasestft
in determining.extraordinary majority. rom thevotrule
Thus if the proposed rule is adopted, the following situations could arise
in cases requiring a simple majority:
(1) 6 votes for, l abstention -measure passes -simple majority,
(2) 5 votes for, 1 no, I abstention -measure passes -simple majority.
(3) 4 votes for, 2 no, 1 abstention -measure passes -simple majority,
(4) 3 votes for, 3 no,l abstention -measure fails,'
(5) 3 votes for, 2 no, 2 abstentions -measure fails.
In extraordinary majority cases (except perhaps zoning matters):
(1) 1 abstention -3/4 of 6 members requires S votes for passage.
(2) 1 abstention, 1 no vote -3/4 of 6 members requires 5 votes -passes,
(3) 1 abstention, 2 no votes -3/4 of 6 members requires 5 votes -fails.
3 33.3
:..
t11CROf1 LFIED..DY
JORM MICR+LAB i
CEDAR WNDS • DE: 140114ES 1
it 1
I
4
!h
i
i
1
i
Hon. Mary Neuhauser, Mayor
and Members of City Council
November 12, 1982
Page 4
The proposed rule covers abstentions because of conflict of interest
and those for other reasons. •Abstentions are, of course, required in cases
of conflict of interest. Iowa Code Sec. 362.6. However, this section of
the Iowa Code does require that abstentions be considered as if the member
was absent but only in those cases where a specific majority or an unanimous
vote is required.
Very truly yours,
Robe t W. Jansen .J
City Attorney
RWJ:jb
cc: City Manager
City Clerk
Opinion file --Legal Department'
.. MICROFILMED BY__.. ..�
f
JORM MICR(�LAB
CEDAR R6705 . DEC MOINES
City of Iowa City
MEMORANDUM
Date: December 7, 1983
1b: City Council and City Manager/y'
Fran: Charles Schmadeke, Director of Public Works 61
Re: Drainage Problems Associated with the South
Branch Ralston Creek Tributary Running Between
Friendship Street and Shamrock and Arbor Drives -
Pipe Material Evaluation
An April 5, 1983 memo regarding the above mentioned project presented
three detailed solutions to Shamrock -Arbor Drive drainage problems. The
design criteria utilized for these solutions provided structures to
convey the largest estimated current and future storm runoff possible up
to the 100 year storm without flooding any houses in the area. The
solutions presented in the April 5 memo dealt with the drainage structures
only. If the structures only are improved, significant backyard flooding
will continue to occur. However, the houses in the area should not be
.flooded. The improved structures would drain the area much quicker than
the current situation.
The existing stream channel from Shamrock Drive upstream to Peterson St.
can convey only a small amount of water within its banks, thus creating
backyard flooding. Channel improvements from Shamrock Drive .upstream to
Peterson Street, at a cost of approximately $17,000, were proposed in the
original memo of November 30, 1982. This proposal would involve the
removal of trees and existing rubble to create a channel capable of
carrying a five year storm within its banks.
The optimum solution presented consisted of a continuous arch pipe culvert
from north of Shamrock to south of Arbor Drive extending beyond the houses
north of Shamrock and south of Arbor. This solution would provide
protection against basement flooding during a 100 year storm. The second
ranked solution consisted of two arch pipe culverts extending to the rear
of the adjoining houses for each street. This solution would provide
protection against basement flooding during a 25 year storm (see attached
drawings). Therefore, flooding between Shamrock and Arbor Drive would in
general be eliminated with the continuous culvert solution while the two
culvert solution would reduce but not eliminate the flooding.
Several design limitations (existing 8 inch sanitary sewers at minimum
grade at relatively shallow depths under each street and flat stream
slopes) restricted solutions for this project. The sanitary sewers cannot
be raised or lowered because the existing sewers were constructed at the
minimum allowable grade. Thus, if you raise the sewer at the culverts,
the upstream area would rot drain and conversely, if you lower the sewers
it would be•below the downstream pipes and would not flow correctly. The
elevation of the existing sanitary sewer under Arbor Drive is such that in
the continuous culvert solution, the sanitary sewer would extend through
333 iL
1 MICROFILMED BY 1
DORM MIC R+L AB
I
CEDAR WNDS • DEZ MOINES
Page 2
the top of the pipe. The flow rate of the culvert would not be signifi-
cantly affected if the sanitary sewer extends minimally into the culvert.
The culvert cannot be lowered below the sanitary sewer because of the flat
stream slopes. In other words, the invert of the Arbor Drive culvert
would be below the adjacent flow line of Ralston Creek if the culvert was
installed under the existing sanitary sewer.
The two culvert solution is somewhat limited because the culverts must
remain above the sanitary sewers which is the case with the existing box
culverts. This condition :is the reason the two culvert solution cannot
convey as much water as the single culvert solution without flooding
adjacent houses.
The 'canbination of the continuous culvert solution and the upstream
channel improvements would greatly reduce the flooding in this area. The
stated design limitations and impracticality of constructing a 100 year
stream channel
ohithaeacoarflooding
kin u
is area. The
proposed solutinswll alow eliminating
quickly en gh to greatly
reduce the possibility of house flooding.
A general description of each pipe alternative is required. Concrete pipe
is widely and almost exclusively used in Iowa City for storm sewer
applications. Concrete pipe is durable and has a nearly infinite service
life. Corrugated metal .pipe (CMP) is widely used in rural areas. UIP
industry salesmen have quoted the Engineering Division an Approximate
pprte
service life of 75 years for aluminized coated steel pipe. F
charac-
teristicslow of CMP (its corrugated surface vs. corxrete's smooth surface)
necessitate a larger size CMP than concrete pipe to convey the same flow
rate. Corrugations of the CMP, required for structural adequacy of the
pipe,.will create a significant noise during heavy rains. This noise,
compared to the rumbling of a train by local residents, has been brought
to the City's attention involving a large CMP installed several years ago
in the Mt. Vernon Drive area.
The following is a comparison of costs for the continuous arch pipe
culvert (optimum) solution using either concrete or corrugated metal pipe
and the two culverts (second ecomparisons solution
cdeof the
using e
ingither cconcrete or
corrugated metal pipe. Paciso
upstream channel improvement costs.
Continuous Arch Pipe Culvert --Optimum Solution
'Concrete Arch Pipe:
Size - 95 inch wide X S inch
Estimated project cost B h
$183 500
Corrugated Metal Arch Pipe:
Size - 103 inch wide X 71.inch high
Estimated project cost - $135,500
_..MICROFILMED BY �
JORM MICR+LAE] l 1
1
CEDAR RfPIDS • DE: MOINES - 1
� i
Page 3
Two Culverts - Secrond Ranked Solution
Concrete Arch Pipe:
Size - 95 inch wide X 58 inch high
Estimated project cost - $145,000
Corrugated Metal Arch Pipe:
Size - 103 inch wide X 71 inch high
Estimated project cost - $114,000
Public Works recommends using concrete pipe vs. corrugated metal pipe.
This recommendation is based on the fact that the sanitary sewer line
would extend more than one foot into the top of the corrugated metal
culvert. See Figure 2. This amount of sanitary sewer penetration into the
CMP culvert would noticeably and unpredictably affect the flow rate
realized through the culvert and jeopardize the structural integrity of
-the sanitary sewer and culvert during periods of high flow rates. Tn
culvert
addition, Public blocks recommends the continuous arch pipe
solution which provides protection against basement flooding during a 100
year storm, minimizes back yard flooding, and eliminates major channel
construction between the two culverts.
Upon Couricil's direction of which alternative they prefer, Public
will contact the affected property owners ars construction granting,
for
ut
cost to the city, the necessary peFinan
the project.
be
attachments
JORM MICR+LAB l
CEDAR RAPIDS - DEC MOINES f
i
333f��
710.2
11AX,
721.0
710.3
�CONTIN000S ARCH P
(OPTIMUM SOLUTION)
SHA14ROCK - ARBOR
DRAINAGE NAY
PJI IMPROVEMENTS
PROPOSED CULVERT
ONE PROPOSED RECHANNELIZATION
IIUIIIIII ADDITIONAL CHANNEL IMPROVEMENT.
(CAN BE UTILIZED AT AN
ADDITIONAL COST. OF $17,000)
MICRorlLNED BY
JORM MICR LAE3
CEDAR RAMS -DES 140INES
� d
Ji �'•-./ice �'
71 4.2
714,1 ' / nO�
c
718.1
%721.0
710.2 C)
710. .3
;L
TWO CULVERT
(SECOND RANKEDSOLUTION)
SHAMROCK - ARBOR
DRAINAGE WAY
IMPROVEMENTS
PROPOSED CULVERTS
NEM PROPOSED RECHANNELIZATION
ADDITIONAL CHANNEL IMPROVEMENT..
(CAN BE UTILIZED AT AN
ADDITIONAL COST OF $17,000)
141CROFILMED BY
JORM MICR+LAE3
CEDAR RAPIDS - DE' M2BES
e
/''.POfsl J,= Y.r.a,,.We N.E. of rrAxsram C.r£EM
EceV. mxo
[ rrGot
L rN.te
O r 2 3 ✓ s G r d 9 r0 „ K r3 r✓
-;1 - �rJTANG: rte, NrINO?£OS 0= Fe'ET
�..MICRO EILMED.BY...___...�-._
.JORM MICR LAB
4 ` CEDAR RA DS DES I40INES
.I
•
/10
� � tYry R I
v
no
EceV. mxo
[ rrGot
L rN.te
O r 2 3 ✓ s G r d 9 r0 „ K r3 r✓
-;1 - �rJTANG: rte, NrINO?£OS 0= Fe'ET
�..MICRO EILMED.BY...___...�-._
.JORM MICR LAB
4 ` CEDAR RA DS DES I40INES
.I
f
iI
1
l
j
4
iI
1
l
j
4
i
i
CONCRETE ARCH PIPE
no scale
CORRUGATED METAL PIPE
no /Calc
FIG. •2
-.•,,_ ....__._MICROFILMED' .BY.._...___�.
JORM MICR+LAS
S -CEDAR RXPIDS • DES MOINES
1
ncrete
rruoated
Metal Pipe
Sc^�
• `'� � '41'.M
4
City of Iowa City
MEMORANOI�M
Date: December 2, 1983
To: Fire Prevention & Safety Inspection Personnel
Fran: Michael E. Kucliarzak'OP/6
'
Be: Change in Duties and Procedures
Effective January 1, 1984, the following changes in personnel assignment and
procedures shall be in effect:
Judith Hoard shall be transferred from the assignment as training inspector
for firefighters to licensing inspection duties and shall assume the respon-
sibilities for work identified as inspector "A".
Kelley Vezina will remain as a licensing inspector and shall assume the I
responsibilities and assignments identified as the responsibility of inspec-
tor "B".
David Malone will assume the responsibilities of training the -firefighters in
the enforcement of Sections 17-7 and 17-8 of the Housing Code. Inspector
Malone shall provide day -today coordination of all complaint inspections
when a licensing inspection is not required. Firefighters shall be trained
by Malone in the proper method of citing violations utilizing the emergency
order procedures and the 30 -day Order to Correct Conditions procedures.
Malone shall be responsible for training the firefighters in the proper
techniques of reinspecting emergency orders and 30 -day orders.
Hoard and Vezina will be responsible for performing all their own rein
-
spections, except for emergency orders, which shall be referred to Malone for
coordination and follow-through with the assistance of firefighters.
Once the initial phase of the reassignment has transpired, I would expect
Malone and the firefighters to assist Hoard and Vezina in reinspection as
assigned by the Director.
The purposes for the above changesare several fold and include the fact that
Judy Hoard has assumed the responsibilities for training firefighters in
reinspection since the reorganization took place over one year ago—she
would welcome a change. An additional reason is the fact that with the
exception of one cycle of rental single family homes and a half-year of,
duplex structures, all known rental buildings have had measurements taken,
floor plans drawn and certificates of structure compliance issued. As a
result, the majority of licensing inspection are maintenance inspections
affecting limited section of the housing code, and require less time for
correction. This shift toward maintenance inspections will allow inspectors
to reinspect on their own licensing inspection violation orders.
A further benefit of the change in duties and procedures contained herein is
to focus the responsibilities -of firefighters and their training toward
complaint inspection and the generation of orders having a brief time for
compliance. The limited scope of the involvement of the firefighters will
333'5
i
r
r., 141CROF ILI1ED BY .. .i
JORM MICR+LAB
CEDAR RAPIDS • DE= 140 DIES
i _ {
i
Page 2
allow their training to be cmpleted in a shorter period of time, will make
the firofighform follow-upre inspect sooner, ssee tol�letion, work firefighter
that they
shift to per_ up inspections
have initiated.
Attached to this memorandum is a copy of the Rule for Granting Extensions
of Time on orders written by fire prevention and safety inspection personnel.
If you have any additional questions or need to comment on this memorandum or
the attached rule, please let me know as soon as possible since we need to
begin the necessary steps to allow for a smooth transition in reassigned
duties.
Your continued cooperation and dedication to your job responsibilities are
greatly appreciated.
cc: Larry Kinney
Robert Keating
bj1/7
.. ".._._._...JdICROFILMED.OY_.....-_.._i ._
JORM MICR¢LA6 j
I
CEDAR RoIOS DES MOVIES
.3 336
IF
..ce
Page 2
allow their training to be cmpleted in a shorter period of time, will make
the firofighform follow-upre inspect sooner, ssee tol�letion, work firefighter
that they
shift to per_ up inspections
have initiated.
Attached to this memorandum is a copy of the Rule for Granting Extensions
of Time on orders written by fire prevention and safety inspection personnel.
If you have any additional questions or need to comment on this memorandum or
the attached rule, please let me know as soon as possible since we need to
begin the necessary steps to allow for a smooth transition in reassigned
duties.
Your continued cooperation and dedication to your job responsibilities are
greatly appreciated.
cc: Larry Kinney
Robert Keating
bj1/7
.. ".._._._...JdICROFILMED.OY_.....-_.._i ._
JORM MICR¢LA6 j
I
CEDAR RoIOS DES MOVIES
.3 336
IF
•_I
RULE FOR GRANTING TIME FOR CORRECTION
OF VIOLATIONS OF THE HOUSING CODE
Ffi�0rders
orders are to be written on forms specifically
�vided completed and served in
provided for this purpose and are to be
the field at the time of the inspection.
When it is not possible to serve the order such as in cases
where the the
order shall) be rservedagent
via registeredavailable,
li
or mal return
emergency
receipt requested.
When in the opinion of the inspector; conditions are hazardous
to health, service in person is not possible, and registered
mail is too slaw, the inspector shall post the original notice
on the property in a conspicuous place; such as the door of the
.
apartment affected, or in the common The11ins� ttoreshallc maker
or the exterior of the building. P�
photographic record of the posted notice and noting the presence
or custodian who may be
of any witness, such as the tenant
present.
ction
Emergency orders may be written to reflect immedaate written
-such as emergency vacation of a dwelling, and may
be for anytime not to exceed 20 days.
j The following times shall be given for correction of violations:
Defective plumbing -supply system - 7 days.
Defective plumbing - sewer system - 3 days.
Lack of heat (defective or inoperative equipment) - 24
hours (Nov. 1 -May 1).
Defective heating equipment (improper operation) - 24
hours. Refer to is -Ill. in cases where gas leak is
j suspected.
Hazardous wiring overloaded circuits, bare or exposed
wire, terminals - 3 days.
Improper disposal of garbage/trash (not in approved
container) - 3 days.
Inadequate garbage/trash disposal facilities - 7 days.
Pest infestation - 15 days.
j Unsanitary living conditions (interior of dwelling units) -
3 days.
Unsanitary conditions, outdoors, comnon areas - 3 days.
1
. 333s
1y
f.n
.-.. ._.....MICROFILMED BY._..__.__� _{
JORM MICR+LAH
( CEDAR RAPIDS • DE= 1401NES 1
1'
41
Page 2
Defective fire extinguisher - 14 days.
Improper location of fire extinguisher - 14 days.
Defective smoke detector - 14 days.
Improper location of smoke detector - 14 days.
Lack of or defective supplied facility:
Refrigerator - 3 days
Dishwasher - 20 days
Garbage disposal - 20 days
Air conditioner 20 days
Stove (oven not working) 14 days
Stove (no burners working) 3 days
Stove (some burners not working) 14 days.
Inspection Prior to Issuance of a Certificate of Structure
Compliance
Orders to correct violations written as a result of an inspec-
tion prior to the issuance of a certificate of structural
compliance shall be written on the three part order to Correct
Conditions form specifically provided for this purpose.
The maximum time for correction shall be 90 days. Seasonal
violations granting specific calendar dates for correction shall
be noted immediately alongside the specific violation citation.
Inspection Prior to Issuance of -a Rental Permit when a Certifi-
rate of Stzuctural Compliance had -been Issued Previously
Orders to correct violas tionwritten as a result of an inspec-
tion prior to the issuance of a rental permit when the building
has a valid certificate of structural compliance, shall be
written on the three part Order to Correct Conditions form
specifically provided for this purpose.
The maximum time' for correction shall be. 60 days. Seasonal
j notations granting specific calendar dates for correction shall
be noted immediately alongside the specific violation criteria.
Insoections Resulting frau Compliant when a Rental Permit has
Orders to correct violations written as a result of an inspec-
tion based upon•a complaint shall be written on the three part
Order to Correct Conditions form specifically provided for this
purpose.
The maximum time for correcction shall be 30 days. Seasonal
violations generating specific calendar dates for correction
shall be noted i.mnediately alongside the specific violation
citation.
BY. . _._.
DORM MICR�LAB r
CEDAR IIPIII I OE MAIMS
l
parks 8e recreation
MEMOdepartment
t o ; City Manager and City Council from. Dennis E. Spowa ter ! -J
Don Schmeiser_�/
re: Parkland Needs for Central Area date: December 2, 1983
This report is in regard to population density changes and need for
parkland in the area bounded by Burlington - Lucas (west side) on the
east, the railroad tracks on the south and Gilbert (east side) on the
west. These exact boundaries were chosen to conform to existing
census data. 1970 census figures show 1,220 people in the area. The
1980 census figures are much the same, showing 1,235 people. There
has been an increase of 187 housing units from the 1980 census until
September, 1983 - @ 2.3 people/unit = 430 additional residents. The
estimated September, 1983 population is 1,665.
There are no parks in the area, at present. The closest are College
Green Park (2.4 acres) and Oak Grove Park (1.6 acres). Both parks are
heavily used.
If you use the figures in the Comprehensive Plan, the area should have
5 acres of neighborhood park per 1,000 people, or 8 acres. If you take
a more conservative approach, and use National Recreation and Parks
Association guidelines of 2.5 acres -of neighborhood park per 1,000
people, you would need 4 acres.
The only city -owned land in the area at present is streets and alleys.
I have driven all the alleys to see if it would be possible to block
off a section of alley in the center between two streets for a mini -park
a
--it doesn't seem practical to do this.
There is some land which probably will be on the market soon adjacent to
Ralston Creek, south of Burlington, of just under 1 acre in size. This
area is partly in the floodway, with the balance in the flood plain.
With proper design you could turn this area into a small park -playground.
Although the area needs a neighborhood park, any solution seems to be
impractical and expensive.
i
city of iowa city
�_.. ._. . MICROFILMED BY _..._.I _.
JORM MICR+LAB E
f I
CEDAR RAP!05 - DES t40!NES
{ I
t.
3,336
■
CITY OF IO
WA CITY
CIVIC CENTER 410 E. WASHINGTON ST. IOWA CITY, IOWA 52240 (319) 356-50M
Date: December 2, 1983
TO: City Council members
From: Bill Terry, BTC Chairperson
Re: November 22 Council meeting
Dear COUnCilmembers:
wanted 'to write to you to apologize for not being present at the
November 27 City Council meeting at which the rate increase request
decision was being determined. Unfortunately, my daughter was having
surgery so I was unable
to attend this meeting. Also, we had cle-
casting problems, SO Mr. Drew Shaffer was busy tracking downabthe
problems so as much of the Program as Possible could be cablecast to the
public (the problem was at
the hub site and was rectified by 8:0o.p.m.
that evening). It appears that a decision paralleling the BTUs
recommendation was reached in any event. If You have any additional
questions or on this or other cable matters, please don't hesitate to
call me or Mr. Drew Shaffer at 356-5046.
Sinrerely,
W.O. "Bill" Terry
BTC Chairperson
cc: E37C
Drew Shaffer
bj5/5
3537
- ----- MICR�Cfl LME6 BY -j
PA I C
JORM MICR+LA
10
. ECEDARRAP OS - DE.' MOINES
I
t , ... - . I J
DEC 5 1993
Mr. Bill Navbrmgh, Director
lal"ision Development Association of Ian
7209 airline Aveme
Dan Moines, Iowa 50322
Dear Mr. Newbrough.
This is in nspon" to your letter of November 21, 1983. concerning the
proposed television mems near IOWA City, low -
yo= request is for our p"itim as to whether building the tower will have
any impact am the i@aus of cmpliaeae vs. non-compliance (City'* ledaal
abligatlams). We a" "PtLtlft with the City me tbs aospliasen setter sad
belisw it vmnld be to the datrlmmt of these mgetistimu is reaped to
your request outside of that fes..
in lmeril, arc primary eauidsrstiomt are for the safety of serasastiaal
operations at and neer the airperta 'Tho" elements of ce ideretiea silatioS
to the economy of the co tty mat be decided upon locally. Forth", w
can not viaalime how another NDN facility could improve ainim — to Runway 6.
If a proposal for such is developed, we would prefer that it be submitted by
the City.
Sincerely,
Qriginal signed b1,
. 'Notaan G. Royer
FsXI iii. Jack Sanger
manager, Airports Division
cc: )like Ralston, District Diisctor, Waterloo, U.
✓Nary Newhauser, mayor, low City, Is.
F
. MICROFILIIED. BY
'
1
RM MICR+LAB
R R4! DS BE MDINESl
3 3'300
1
POLICE DEPARTMENT MONTHLY REPORT
November, 1983 1
Another substantial decrease in the.number of citizen generated
requests for police services was noted in November, 1983 as com-
pared to October. A total of 2660 complaints was received in
November and 3,032 in October. I have absolutely no idea why the
number of complaints decreased.
Some categories of offenses increased moderately, while most others
held constant or decreased. Increases were noted in:
Offense Classification October November
Assault
12 19
Burglary 38 39
Forgery/Counterfeiting 1 4
Vandalism 132 160
Weapons possession 4 2 4 4
Liquor law violations
All other violations 24 31
6
Suicide 1
Motor Vehicle Accidents _ 207 211
Fire 12 23
Alarm 116 135
11
Gunshots 1
A total of one hundred ninety-three criminal arrests were effected
or citations issued. Of this total, twenty-two involved juveniles.
Arrests, citations and tickets totaled 3565 in November while 4,270
issued in October.
Criminal investigations continued at very nearly the pace of a month
earlier. Bad checks appear to top the list of criminal investigation
activities recently.
In personnel matters, four recruit officers graduated from basic
training courses in November and are now on the streets working with
more experienced officers. One sergeant was dismissed from the
force. Six officers received additional training in various schools
in and around Iowa. About three-fourths of the staff have also
received recertification training in CPR.
IiICROFILMEO BY.. _: .__..�
t JORM MICR+LAB
I
Fi .CEDAR PA PIOS • DE: MOINES
I
.,j
November activities of the Animal Control Division continue
apace with those of the same month one year ago.
Santa Claus has been issued two "temporary loading zone" signs
for -his December visit to Iowa City. Appropriately, they were
printed in red and green.
I know you can't wait for next months report.
Statistical summaries are att-aslied. au��N
(/
_..._...,.MICROFILMED .BY.
._...__...�.
fJORM MICR+LAO
-CEDAR WYOS • OE= MOINES
I
t
I
3
I
I'
V
{
i
November activities of the Animal Control Division continue
apace with those of the same month one year ago.
Santa Claus has been issued two "temporary loading zone" signs
for -his December visit to Iowa City. Appropriately, they were
printed in red and green.
I know you can't wait for next months report.
Statistical summaries are att-aslied. au��N
(/
_..._...,.MICROFILMED .BY.
._...__...�.
fJORM MICR+LAO
-CEDAR WYOS • OE= MOINES
I
I
3
V
I
Iowa Cify eats
up1restaurant rivals
Lstpta
ley M1'OM LWtIO.ON( -
IOWA =. LL — Welcome W
lon(ityevmtwppNGrgrdtlea
Bald.
Iowa City — a pian to eat,
rich r Ins An@" ($M), Chicago
Thar, specially tram in lova City.
That's right — eat Aad we're not
(OU) and New York ($M) W money
"Among the lit 10 markets, develop
talking about Intellectual noeGh-
spent par capita each year on food
en tell ms we're partiewarly attrr,
most, e... wen taWag the real
sod drink - • •
Un brace of our low tuition rate.
tki BmVm pats, plass, chop
TOW money sent oa food and
SW*N to have mon mmasy to sped.
any, bagels. You mea It you eon
Mat bee has swdim.79 pat in
bee than at. otbr s e'Howe
p��#ho
the 01 few years �- from i
"ROddm 41114111 Od
m1OIs IM tomom than W
Don'tts�
delslfa- plate it in the tweewd
dih
WAMM le' lla 'lbw figura show
programs the U of 11 and .
markets to the. a~ tow a
flatwyve getasmeWq going en,"
growth pattern at University
rr�t city report And aeowdlsg to
WdHaue:
Hospitals," said Keith Kafer,
the npert's solher, city plaauiq
Local' entrepreneurs hove
mauve vim pswwYnt of the town
official Andrea Hawn, "Iowa City Is
requeded to the treod with a smut-
City Chamber of Comment "A lot of
kW of becoming the curry caWA
gaaberd of new, eateries. A pate
people come to. town for iarlam
of thwstaic
kltrho%a haphy, ssoris tal reads.
..
moans. oaf thee'w always the peb'
Cesuidae fhaaw uiatliim, Nan .,.
rsaf, a peri axle a hamhrgr
ablltty thottloy'D hsoni ftl ee .
dsUarn are mom sr pr,;apga hr:.,::
Mai W'sweat others Y» opened
"Wbwkr yn'ra a distaff dhw
food mod drlak In lawn City, than,
ix tho /sol js ,
ora very canal one, Iowa City offers
a d
207141 ue in I"&'ANst RW'
lbw town W ben aparbN of
<about my Wed N food or UgaW era.
wn spot pr per• tee Is IN%.:
course', by the 21,399 stomachs
heahmrt that you could Want," be.
compared with hti17 is sraiplan '
srowat W University Ot Iowa this
sold.
Des Moises, according to figures
year, uphmm23,339GIM.
And much of It Is within walking
Haver gathered, from a tiny Yrs.
"A collage community, while It
distance ofthe UofL'"7bat'sanother
City survey firm, Sales • and.
Gods• to be poorer, . has a higher
thing developers point out — that this
ilertsUog Momentum A— was
-amewat of disposable Income —
G am -of the few d" where a
not htelsiad In the srwy, but a" '
mosey -that's mt,enamhore . by .:
eampea abwls a dowelows ares..7bat
tax ogres show SM ver 211"d then
tear and ddW WS money that no .
gives yos a built-in, walk-in markat,"
prcapitL
be spent as food am drbill," Haar
Hauradd.
33�
'
MICROFILMED BY
` JORM MICR+LAr3 I �.
CEDAR WPM • DC MOINES
i
1- ye
JOINT MEETING
IOWA CITY COUNCIL AND JOHNSON COUNTY BOARD OF SUPERVISORS
DECEMBER 8, 1983, 4:00 PM
RECREATION CENTER
Council Members Present: Mayor Mary Neuhauser, David Perret, Clemens Erdahl,
Ka7—eDIc son, John McDonald.
Supervisors Present: Don Sehr, Harold Donnelly, Dick flyers, Dennis
Langenberg, Betty Ockenfels.
others Present: Neal Berlin, Dale Helling, Bob Jansen, Bill Ambrisco, Larry
Baker, Ernest Zuber, Pat White, George Strait, Marian Karr, Pat White, Carol
Peters, Calvin Baker.
Moderator: Clayton Ringgenberg, University Institute of Public Affairs.
Members of both bodies were introduced after introductory remarks by Clayton
Ringgenberg.
Don Sehr, chair of the Board of Supervisors, and Iowa City Mayor Mary
Neuhauser addressed the importance of communications between the two groups.
Human Services
i Dennis Langenberg spoke on human services. He said that United Way, the City
and the County have worked well together. Langenberg pointed to the Senior
Center as an example of the success of joint projects. Neuhauser added that
i working together helps cut administrative costs and a combined facility for
. j human services should remain a goal for both bodies. Cost savings should be
a continuing effort. Dickson said that the Board and the Council should meet
i jointly with human service agencies to decrease inefficiency and increase
understanding. Myers said steps should be taken to encourage standards for
the various groups. Berlin suggested that Anne Carroll could work with
Cheryl Mintle and Mary Anne Volm to develop initial suggestions for standards
for the groups. Ambrisco questioned the wisdom of limiting service on the
Senior Center Commission to people of the age of the users of the Center.
Neuhauser agreed. Strait suggested election by peers to the Commission.
Neuhauser replied that the Council of Elders is an elected body and Commis-
Sion/Board appointments are made by Council.
Urban Fringe
Donnelly reported on the urban fringe study committee. The committee's work
has already yielded results on the Freeway 218 -Highway 1 interchange and the
Prairie du Chien Subdivision. The committee's work should lead to orderly
growth around the City's edges.
Economic Development
Neuhauser said that the Council is considering formation of an independent
economic development corporation. The University, the City and the community
at large will all be involved and the County is welcome to join in. An
immediate goal of such a committee would be to help form a research park to
create and attract new industry. Dickson, Berlin and Perret discussed the
..... MICROFILMED aY _ _....�
JORM MICR+LAB
CEDAR RiP!DS DEC MOINES
tt i
Informal Council -Board of Supervisors Joint Meeting
December 8, 1983
Page 2
advantages of specifying certain kinds of industries for the research park;
Dickson emphasized the virtue of non-polluting industries and Perret stressed
the importance of examining what demands new industries would place on
municipal services. Erdahl noted the importance of defining the corridor
between Linn and Johnson Counties as a way of targeting this area for
development, and Neuhauser agreed it was not presently well-defined. Job
training could also be involved in the introduction of new technologies. The
Board and the Council agreed that JCCOG could initially consider the corri-
dor.
Soace Needs and Civil Defense
Myers said that the County is considering an addition to the County Jail to
increase the ability to provide for civil defense. Needs include spaces for
impounded vehicles, an exercise area for prisoners, emergency vehicles. Sehr
said that the County would appreciate help from the Council in the negotia-
tions with the School Board for Sabin School. The City is about to receive
staff recommendations on space needs, particularly for the Fire and Police
Departments.
Future Meetings
Discussion centered on increasing the frequency of joint meetings to twice
yearly. The Mayor and the Chair of the Board will continue to meet fre-
quently to discuss concerns.
Library
Neuhauser said that the City and the County will need to discuss terms for
the library contract rather than involvement by the library board.
Ambulance Service
Neuhauser said that the County Ambulance and the City's First Responder
service are providing excellent service.
Wellness Program
Ockenfels suggested that a joint wellness program be investigated. The City
has the facilities and the County has the personnel resources. Graham
Dameron will contact Anne Carroll to discuss the matter.
Meeting adjourned at 5:45 p.m.
-- __ _. -- --
-�
r �
/._. F
,t41CROFILI-0ED. aYRM MICR#LABR RAPIDS • DE= MOINES
i
i
A