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Home My WebLink About1982-07-06 Info PacketCity of Iowa City MEMORANDUM DATE: June 25, 1982 TO: City Council FROM: City Manager RE: Informal Agendas and Meeting Schedule June 28 1982 Monday 7:00 - 9:00 P.M. Conference Room 7:00 P.M. - Special Informal Council Meeting Discuss Area Studies and County Home 'dater Service June 30 1982 Wednesday 12:00 Noon Conference Room Meeting of the City Conference Board - Separate agenda posted July 5. 1982 Monday i HOLIDAY - NO INFORMAL COUNCIL MEETING July 6 1982 Tuesday 7:00 P.M. - Informal Council Meeting - Conference Room 7:30 P.M. - Regular Council Meeting - Council Chambers July 12 1982 Monday 7:00 - 9:00 P.M. Conference Room Special Informal Council Meeting Discuss Area Studies July 19 1982 Monday 4:30 - 6:30 P.M. Conference Room 4:30 P.M. - Informal Council Meeting 11761, I11CROf 1LME0 BY DORM MICRdLAB J -i ti..� \ CEDAR RAPIDS DES 14014E5 I I r City Council June 25, 1982 Page 2 PENDING LIST Discuss Cable TV Commission Recommendations Transit Fare Policy Evaluation of City Attorney Evaluation of City Clerk Meeting with Riverfront Commission Melrose Court Improvements Meeting with Johnson County Board of Supervisors Dubuque Street Improvements Resolutions regarding Non -City Issues Iowa -Illinois Utilities Franc4ise Meeting with CCN regarding Citizen Participation Plan Waste Water Treatment Plant - Update Benton and Riverside Reconstruction Hotel/Department Store Projects - Update Inspection of Owner -Occupied Duplexes Discuss Job Evaluation Studies Appointments to Board of Adjustment and Committee on Community Needs - July 20, 1982 i i � I nICRON DIED BY f `- "JORM-MICR6LAB` -..� CEDAR RAPIDS • DES 1101NES 1 City of Iowa City MEMORANDUM Date: June 23, 1982 To:"City Co nc Chairpersons of Boards and Commissions Oepartm nt Heads From: Citypa ager Re: Refo ing Local. Development Regulations Several years ago Mayor Neuhauser served on a Department of Housing and Urban Development committee which studied the cost of residential development in the United States, including local regulations which govern land development costs. As a result of that study, the Department of Housing and Urban Development funded a program through the International City Management Association which has reviewed successful efforts in communities which serve to expedite and reduce the cost of residential land development. Enclosed is a copy of the report which describes these innovations. An opportunity exists for Iowa City to initiate a number of the suggestions outlined in this report and other similar studies. 'Some of the issues might relate directly to provisions in the proposed new zoning ordinance. These administrative and policy changes potentially could save a considerable amount of money and greatly increase the effectiveness and efficiency of our development regulations. The success of such changes could best be assured through tale creation of a working task force. This task- force would consist of representatives from the City Council, boards and commissions such as the Planning and Zoning Commission and Management Advisory Panel, City staff, builders and developers, and other interested groups. This task force would submit suggestions to the City Manager and City Council. The use of such a task force should ensure that these recommen- dations would be approved with Council, staff and community support. bj/sp 04 MlcmorlLMEO BY J 1 JORM MICR6LA13 J j CEDAR RAPIDS DES MOINES r Management 7,1lartagaertarr(. Infomadoh �- umr ; up Aa•udaService .n; .ii i -E: •;a., ., Spring 1982 REFORMING LOCAL DEVELOPMENT REGULATIONS: APPROACHES IN FIVE CITIES INTRODUCTION'--•.= . in regulation reform and streamlining. More than 300 The cost of new housing, and of construction generally, has shut up so much in recent years that local noes asked submitted examples the program, and many counties e300, govem. ment leaders have become worried that their communi• �•, •'utta(fordable" they had with regulation reform efforts. Fromptof h ICMA ie "model" ties are becoming y 6 for man residents, In many communities the percentage of residents communities—localities localities done that have done a superior job of modernizing their local able to buy the median priced new home has shrunk dratnatitally - from 50 regulations and procedures. The communities are 8ranle. born, Vermont; Cleveland Heights, percent to 75 percent about 10 years ago, to 10 Percent to 1.0 percent today. City and county managers Ohio; Fort Collins, ' Colorado; Phoenix, Arizona; and Salinas, California. are concerned about the impact that zoning, subdivision regulations, and other development have None of these communities is a model in the sense that it hu done everything that can be done in regulation t it rola on build• ing costs. Local leaden want to ensure that local r ula- e6 tory measures form' but each has undertaken a major effort to change development procedures and has don't exacerbate the problem, but rather offer incentives to developers to build affordable hous- met with some success. ICMA invited a team from each of the five commun- ing and other needed development projects, It isn't easy to streamline and change local develo ties (city manager, planning or the local dee director, and a leading representative of the local development P men[ regulations. In many communities, homeowners are fearful of any changes because of the community), to come to Access cities,, in Jan - uary 1981 fora 2%:-0ay -success cities" workshop. The potential threat to property values. The tendency over the past decade has not been to streamline, but purpose of the Annapolis meeting was to examine the different strategies used in the live communities, to add more and more local regulations to protect the environment, con• serve energy, share specific techniques that were successful, and discuss the political aspects of local regulation and.gain more open space. It is only«B- :ently that some local governments have reform. This This report summarizes the experiences of the five come to reco . that they may bejust as guilty of overregulation as that ICMA selected as models of regula. the the federal ave tion reform, g mment. There is now a great deal of interest among managers and city planners in determin. ins what the core development regulations are that need to be kept and strfcdy enforced 10 preserve the quality of community life, and what the necessary red tape and chuff are that simply add to the cost Of development, and are better done away with. As pan of a Department of Housing and Urban Devel- opment (HUD) -sponsored ".affordable Communities" project. ICMA undertook a national effort to identify local 30sernments that have Sud successful experiences •'ICROE IUIT9 BY JORM MICROLAB CEDAR RAPIDS • DES MINES ///6 J jIINlylaUgtl� 1120 . city GSlrwl ; wi mran A/t10CIa5�Of1 W20ODSngion OC@ \ ti Municipal Pme" ItMuoellano Report Innovations Series Municipal Innovations reports as free for the Brat copy of each report.:rtd 31 for each additional copy. No. 35 No. 34 Negotiating Business Development Spring 1392 No. 33 Maruging Regional GasoBne Shortage Mumcinal Innnvaliont Serie reports arc published neriodinlly by No. 32 Gua and the Handicapped Relief" MIS nows the Maws:ment Information Service. Intam,rorW City Management 6/11 Vehicle Replacement. Three Technique fee Bene Dechlun Aswciatinn. 1120 G Suer, N.W.. W"Wngwa. D.0 20003. No. 31 Phydcally Fit Firefighters Sae Crete Sudo 7/81 Innovations reports art clan studift intandd to prevent nen urban No. 30 Polk* Productivity .. , mapagmtanl technique the hate been implwetud successfully in 1//1 Automaungthe Lod GOrenmaLOrflec. Z. clfle and counties. Inneeuiae Repack act isawd as part of the No. 29 Summon for Emmenic Dtveicpmmm. Management Infermmk a Soria as6;ulprtoa eamvica. which include - • 10/11 Public Relations for Lod Government. 'f: A municipal inquiry smite and monthly M/S Rep urs. Subscription No. L Managing Community Clungr ran. bared on the Pmulatitm of subrciibing jwisdienons. rill he of Unpaved Rade 12/11 furnished nn request. . No. 27 Toted PMatngae M Capital Budgeting for Local Gmernments monagenant Dtelopmwn Canter Donald 1. Bonn, Dllectm Mangpamom Intather"M Service Baby Shaman. Diunnor ' Jay Mtcychelko, AWaas Obwor, May Od'Nod. Ubrulm . Demms M. Kaaba, Editor Ellen Segclla, Anistam Editor Mark Oster . Program Assistant Jacqueline Harmon, Program Assistant Publication Production Dawn Leland. Production Director Rebecca Ocanaros. Production .Awmant No. 26 Solid Went Obpmal In Small Communities. .� C'I No. 25 The Permit Application Center. Tl=; Money.Savd r No. 24 The Geriatric Authority of Holyoke. Mae. P • No. 23 hnpaoe Resclulon in Labe r Contract Management . •y�r, `. Clo. 22 Jobatuiagc Two fee the Prim of Oar II 6 111 CA0f ILHCD DY l I J I JORM MICROLAB f) I CEDAR RAPIDS s DES MOINES ' r Relief" MIS nows 6/11 Vehicle Replacement. Three Technique fee Bene Dechlun Making. 7/81 Employment Agmcmene Remo Manager, and Gorendng. Wodie 1//1 Automaungthe Lod GOrenmaLOrflec. Z. • 9/91. Shore Subject; m Solid Within Methane Recovery and. Refuter Comporting • 10/11 Public Relations for Lod Government. 'f: .,,.fi 11191 Taro Reportr. Slhat tM Road Mafinenrwe.SlbblBntlgn of Unpaved Rade 12/11 Attaining Public Incentives for Private Devuopmmt J•+�%^ 1/92 Capital Budgeting for Local Gmernments 's 1-12 Managing the Recovery from a Neural Disaster 3/12 Quality Circles: Productivity improvement Ptrc:cim 4182 Two Reports: Fitness and Health for Rmoloyeea ,•; II 6 111 CA0f ILHCD DY l I J I JORM MICROLAB f) I CEDAR RAPIDS s DES MOINES r Reforming Local Development Regulations: �• Approaches in Five Cities 9 FIVE SUCCESSFUL EFFORTS Cuffing Down the Bureaucracy. Salinas, California Salina, is an independent city of 82.000, located 15 miles cast of Monterey. It is surrounded by farmland, m1h apricuhural processing an important part of the local ccouonsv. It is ako a major wholesale/retail and finan- cial center for the Monterey -Salinas metropolitan area. The city has had several industrial plant closines over the past few years, and so is encouraging new industrial desclopment as well as affordable housing. The city has made a major effort to streamline the process of review- ing development proposals. City staff recognize that some proposals are needlessly "overprocessed," result- ing in delays and added costs for both the city and the dcvelopco. To save time and reduce costs for hath the airy% and the developers, the city took the following steps to eliminate unnecessary bureaucracy: Etch development application now has a "project planner" assigned to it from the city staff. This person is responsible for carrying the proposal from initial discission stages, through approval, into follow.up and construction stages. The project planner prepares all staff reports on the project, makes presentations to die planning commission and city council, and pre. pares all permit documents on the project. The proj. ect planner often can help the developer resolve ques- ttons that have been raised by other city departments. Thi: system avoids the confusion and delays that easily occur when a developer or builder goes to different Mitts report ,r¢r pn'punnl by ,51ir1ruvl J..slurphy, Deputy, Dire, for ,q the Atungeeuheru Derelwpment Center of IC yl: I. The work That provided the basis fur this putbli. rall"O 110.V�ilghptrt'd hr_lundint, under u Cooperative iereermwht with to U.S. Department of Housrne and [4hun Developownt. The substance and findings of that „ark are dedicated to the public. The author unrl pub. lir/her are salel v responsible fur the accuracy of the.sizue. stents and interpretations contained in this publication dad ""'it irterpretutions do not neeessurill' reflerl the wew, ul the Government. 1•i,r inure information on innovative approaches div robed io lits report, ronluet Sowrt Hershes, 10.11.1 d: Wdahle Communities Pro/ert. International Cin, W-Weeurent assoeiatiun. 1120 G Street. V. IP., ll'tsh. ur::om. D.(. 20005. or Bull 202.626.4632. members of the staff and receives different answers to questions about the project. • The city has a "development review committee." This is a staff committee that brings together the con- cerns of all city departments that have an interest in a development proposal. The committee functions to develop a unified city staff position on each proposal. • A problem that used to slow down development pro- posals, particularly on large projects, was the need for several types of approvals from the city. A major project might require a general plan amendment, a re- zoning or conditional- use permit, or other approval. The city now has a system for concurrent processing of these various, required city actions. A single public hearing is held, with all such iscucs discussed and resolved at the same time. This avoids the traditional series of public herrings that tend to deal with only one aspect of the project. The system has reduced total processing time considerably. The city council passed an ordinance giving authority to the director of community development to waive requirements for conditional use permits or .special zoning permits for projects that clearly have no nega- tive impact on the surrounding area, that conform to the eitv's comprehensive plan, and that have no pub- lic opposition. The community development director has used this authority sparingly (on about 10 percent Of Such applications). But, it has .saved both time and unnecessary administrative work on projects that are so straightforward in their effects as to make an offi- cial permit process nothing more than a formality. Paperwork has been reduced in a number of ways. Staff have encouraged developers to get away from lengthy environmental impact statements and submit short, focused statements that deal only with the spe- cific adverse effects of the proposed projects. A standard staff report form was developed to obtain concise reports for the planning commission and the city council, and to avoid the pages of planning prose that were apt to accompany every application. Developers can request a "preliminary land use defer. mination" (PLUD) from the Planning Commission. This is an informal review procedure, used primarily for bigger projects. The developer needs to submit only a preliminary site plan. This review gives the developer a chance to hear from the planning com- mission in advance of any potential problems the project may have. The planning commission's find. ings are not bindine at this stage, but they enable the developer to get a feeling for whether the project will be acceptable before large sums are spent on engineer - MICROF ILMED BY JORM MICREsLA6 CEDAR RAPIDS • DES td01nE5 97 J r umumapw innovations Series ing and architectural costs. It also enables the city to have an early input into the project. Resalts... The efforts to streamline its development process and eliminate unnecc nary bureaucracy has been an ongoing effort in Salinas—and is still considered far from rnm- Plete. However, the steps that have been taken so far I have meant a significant net .savings of time and money .end an improvement in efficiency. I • On ,clauvcly simple applications the former process. I Iing time was typinlly three months; this has been re- d UCCd e-daeed to an Average of three weeks. i • On larger, more complex Proiccts, the former pro- msing time was six to nine months or longer; this has been cut in half. I For mon information on Salinas' prngram• contact Robert Christofferson, C11Y Manager. 100 Lincoln Ave- nue- Salinas. CA 93901, 4087tJ8.7201. How to Land Development Without Land: Cleveland Heights, Ohio Snrina Ina1 the.frsr major project under this approach, the city r manager's assistant was assigned as team leader. It was his responsibility to work with the -planning director, ; zoning administrator, building commissioner, fire department, water department, and alt other interested city offices to ensure that project details and reaffsde time schedules could be drawn up. The community vela. tions department was involved in the project; convening . . neighborhood meetings so that the development plans could he rt•vfewed with neighborhood leaders to get as' much understanding as possible before public hearings. City staff accompanied the developer to the neighbor- hoad meetings. The result was that a project that might have generated tremendous opposition was able, after some minor changes in response to citizens' concerns, to move ahead with full community support. The assertive role of the city staff has meant a major personal involvement'by the city manager, who serves directly on the planning commission and zoning board, and works directly with developers.'Ttis effort by city staff has radically changed the image that Cleveland Heights presents to developers. What previously looked' like a community that was inclined to put obstacles in the way of new development, now is seeking aggressively development projects and willing to cooperate with the ' Private sector in order to get the right kind of develop. treat. In 1981, more than S15 million worth of building Permits were issued in Cleveland. Heights—a dramatic F leap forward from the stagnation of the past. Cleveland Heights is an older, inner -ring suburban city. Farmon information on Cleveland Heights'progrem. "' 4 east of Cleeland. with a population of 36,000. Most of contact Richard Robinson, C71y Manager 1913 Mayfield . the development in the C' AY occurred between 1910 and Road, Cleveland Heights, OH 44118.:16/371.6611.' 1930, and the city is now 95 percent developed. Because , Of the scarcity of land, changes are difficult to accom- plish. and the city must promote reuse of land and build,. f ings rather than use of available open space:'"' a R Land Land of of the Rising Building= Arizona CleveUnd H.:ehre ,u.. _ with Black and His_ panic resident -dispersed throughout Phoenix is a city of 800,000; the. ninth lit {dc•city fa.thw?. the community. There is a great dal of intens[ among city leaden in preserving the city as a strong viable inte- United States according to the 1980 mous; The city ; grated community and not slipping into "resegregation." procides complere infrastructure services for its resi- dents and provides water for 1.2 million people. Growth - Three years ago. the big'problems facing Cleveland ..: Heights were a budget deficit and in economy that •` has come rapidly. There is a lot of available1and1d the: '• Phoenix was stagnant due to an almost total lack of development. Unless ways could be found to bring in new development�.' area, and, with catefuf! management,. water supplies will be adegbate.to inaihtain its present grmh e for and increase the tax base, the city faced a bleak future. rate the foreseeable future.:'.`,; .r The mayor and city council whoklicarsedly beB,eve in•: In an itzinritow•to besctackle the problem, the city - manager ; --'regulation reform. The ci[y'9 wbrkil5g, philo:ophy.is to;;, ; and city staff deliberately avoided dealing with r control only those things theyrivmeeearkq cannot dole yr the building and zoning codes of the city. Although the 'ii : codes needed modendzadan,it trim evident that securing „" trol, and to provide positive.incmtiterfbr developers its;' bring in the kind ofdevelopmetatthediyiamsiL, The dro=p'-. such code changes would take.a {rest deal of time and probably would not gain community acceptance. The has eitabi bed regular con3idtative'mkhanisols• with'' local strategy adopted insteadwas to reorganize staff and builders and developersthrough' a 4ariery' of cid "., zen advisory committees that give suggestions on. im" - internal procedures, to take a highly aggressive approach proving the development process. in encouraging developers to consider Cleveland Heights. and to clear away obstacles to development. Despite the rapid building that has been going on in Phoenix, there has been a sharp decline in the amount The staff was organized in a new team management approa.,h for development projects. For example, on • of affordable housing. In the last 15 years, the percent - age of Phoenix residents who could purchase the am -.2 1 J MIC20f ILV1C0 !;Y JORM MICROLAB \L_CEDAR RAPIDS •/ICS '•1018CS 1 J r /L_ Number 35 '"' t �+a age. priced new home shrank from 65 percent to' 15 per- '. '•tent: The city has responded by devising new techniques 'to jet new housing units built and sold at lower cost. A major goal for Phoenix is to develop "urban.vil- lages.."The city wants to avoid the kind of rapid growth that miulis.in vast;sububan sprawl.. The urban village .approach aims at providing identifiable neighborhoods or "villages" with their own shopping and employment craters, which will atisfy.toc psychological need of resi- dents,to bdongao an'ideslaffable community with a sense of control over their environment. The urban vil. iage approach is a key concept in the development pol- icy which has emerged in Phoenix. Some of the main features of Phoenix's effort to re- form regulations include the following: _^ ! The residentialzoning ordinance has been revised. It now provides devei6pers with much greater flexibility in housing design. Builders may now select from ' among four distinct development options on a given ' she without the need for rezoning. The builder has to mat the required density patterns and performance standards, but. is free to build single family homes.. townhouses, orapartments on a single tract. Having these- options allow developers to respond rapidly to r changkrg.muket demands: • Permissive zoning overlay disiricti ate used to aceom . 3 s'- plisb objectives such as property rehabilitation, urban iniiB. end employment.centers within designated geo- graphic -teas. An overlay district is. in effect; a second .. layer of zoning established by anion of the Planning Commission and city.council. This makes it possible to undertake certain. development- activities beyond those allowed in the basic zoning. These special d'Is- 3ricti include a tailored set of performance standards and a zoning map amendment. The overlay districts ' :. •provide incentives for infill development and have • helped the city deal with the problem of vacant inner city lend that had been bypassed in favor of cheaper property in the outskirts. • A Developers Assistance Office his been established as part of the city manager's office to cut through red tape and resolve conflicts among city regulations. It was serup to serve as a kind of "ombudsman" for developers. Developers can take their complaints about any of the city's five development divisions to this ultiee, and the"offce will try to untangle the problem for the developer. If a developer has a par- tieulu need, such as a tight work schedule to meet, the Developers, Assistance Office will attempt to get the cooperation of -the divisions' staff to expedite reviews: This office has been a good public relations tool for Phoenix—both in showing developers that the city carerabout.their needs, and also in helping bring about more of a service attitude in the staff of the operating divisions. • Phoenix offers a "one-stop" service to developers of major projects. An interdepartmental development coordin: tion office combines all the various staff in - Reforming Local Development Regulations/3 volved in reviews and consults with the developer .` before formal reviews begin. K" I. • • Staff productivity improvement programs have pro.�' ','"' vided incentives to staff to reduce processing time on •, development proposals. Staff membra can score , ;,. points in their annual' personnel evaluatiuo for accum- plishments such as cutting processing time, and a more successful performance appraisal results in a higher,�•'..;:=: percentage salary increase. Fast processing keeps. down the developers' costs and creates an atmosphere in which the developer wants to work in the city. • Approval authority for certain kinds of development " plans has been delegated to department and division heads in order to eliminate delays in obtaining ap- proval from the city council or other review bodies. City staff members screen more than 2,000 minor matters each year—ranging in time from same day service to three weeks. Previously, these cases went to boards or commissions and took up to four months for decisions. • Due to the large volume of new building that is going in„ Phoenix, there is a huge workload for the city • •, engineers. This can cause a delay in getting approval on engineering plans for new development. To avoid such delay, the city offers developers the option of contracting out the required'reviews to private engi- neering firms. Thedeveloper pays a higher fee for the service of the private engineer, but can save interest costs and other costs of delay by getting the review finished more quickly. • Phoenix has its own customized construction code, , which deals principally with safety issues and minf- ;• mires cosmetic regulations. The Phoenix code is half the " size'of model codes such as the uniform building code. • Phoenix uses•a single. construction permit system, which has eliminated the need for four separate per- mits and,reduced paper work by 30 percent. . • General inspectors conduct all residential inspections, which eliminates waiting for four separate inspectors on each project. The city saves $750,000 per year through general inspections. Results... The combination of streamlining and regulation reform approaches that Phoenix has developed over the past several years hashad some remarkable results. city staff are able to tum around a new subdivision request in 19 days. Estimated savings on development cents as a result ofstramOning efforts range from 15 percent to 22 per. ant. A subdivision built by a major load developer in 1981, under the new flexibility provided In the redden. list zoning ordinance, produced homes at MAY) to S32.000 per unit, with monthly mortgage payments in the S275 =get In another subdivision la 40•acm sitel, the process moved so swiftly that only 120 days elapsed from the time the development proposal vas officially presented, to the time new owners moved in. tiicnor1LblfD "1' JORM MICR40LAB CEDAR RAPIDS • DCS ••101 N[S 111b 21 J r \L. 4/Municipal Innovations Series Spring 1982' For more infurmation on Phoenix's program, contact Bob Brunton. Deputy City Manager far Development Services, Office of Development Services, 151 IV, Washington, Phoenix, AZ 85003, 6011161.4415. Modernizing Regulations in a Small City: Brattleboro, Vermont Brattleboro is a town of 12,000, first settled in 1724. Many of its buildings have a long history, and there are strong traditions in the community. It was the first com- munity in Vermont to have a planning commission, which dates from 1932. Brattleboro is the market area for southeastern Ver. mont• servicing about 25,000 people on a daily basis. The town has a very low vacancy rate in rental units (I per- cent to 2 percent) and has had extremely few housing starts in recent years. The town is now faring a situation in which it has a'good economic base (mostly manufac- turing and warehousing)• and a strong downtown com- mercial district, but lacks affordable housing units needed for residents. In 1979, Brattleboro reorganized its top staff, and for the first time hired a full-time town planner, and a full. time attorney. It was not easy to sell this new organiza- tion to the community, because of fear of spending too many dollars on administrative work. However• the changes have paid off in a number of ways: • The comprehensive town plan was completely revised; this was required by -state law before any changes in zoning or subdivision regulations could take place. • Subdivision regulations were rewritten to make them less burdensome to developers, more uR•ut.dag jod-.. more realistic in their development standards. • Several changes were made in the zoning ordinance, . including the broadening of commercial zones to allow light industry and manufacturing uses. The town is now looking into the possibility of further ' revision in the zoning ordinance• moving towards use of performance standards. • A new procedure was developed for review of devel- opment plans, which includes: a preapplication meet- ing with the developer: coordinated review by depart- ment heads: and placing one person. (the town planner) in charge of all reviews and presentations of the plan to official review commissions. • The town planner has worked closely with developers to help them get through the complicated state envi. ronmental review process. This proms was a major stumbling block for many developers, but the town planner has been able to serve as facilitator to reduce the red tape and the time required to get the needed environmental approvals. A major problem for a small community like Brattle- boro is the tight staff situation. Even with the reorganize. tion in 1979, the town has just one full-time planner. There are, however, advantages to smallness. Once a clear coordination procedure was established in Brattle. boro, the town planner could walk projects through ail of the departments involved and get the needed staff.. agreements very quickly. Development plans could the move to the planning commission for consideration without lingering problems. Moreover, in spite of the strong traditions in this old New England town, It has been possible to get community understanding of major revisions needed to modernize subdivision and zoning ordinances—and such changes have been adopted. For more information on Bruttleboro's program, con- tact Corwin Elwell. Town Manager, Town of Brattleboro, . 130 Main Street, Brattleboro, VT 05301, 8021151.4541. Taking the Bull by the Tail: Fort Collins, Colorado Fon Collins, 60 miles from Denver, has a population of 72,000. It is the third fastest growing city in the , United States. Rapid growth and changing market conditions in Fort Collins have prompted the city to take a radically differ- ent approach to land regulation. The conventional zon- ing and subdivision regulations that the city used to con-- trol development for 20 years were creating unnecessary obstacles to desirable new development. Density, lot area. and lot width requirements had not changed since the mid 1960s, when the predominant type of develop- ment in Fort Collins was a detached single family home. Momover, while it made good sense to mix residential, commercial, and industrial uses in the emerging Fort Collins, the old regulations provided obstacles instead of incentive's for such mixed uses. To meet the challenge of completely changed market . conditions, the city took a radical approach. The tradl. tional zoning was totally eliminated, and replaced with a new "land -use guidance system" (which the American Planning Association has honored with its 1982 Outstand- ing Planning Program Award). Underthis new system, the city no longer has fixed geographical areas forresiden- tial, commercial, and industrial development uses. In. . stead, cath proposed new development Is evaluated on - the basis of specific criteria that addrels such issues as the compatibility of the project with surrounding uses; along with design and environmental considerations. Through this new land development guidance system, . there is much flexibility on the kind of development that an take place on a specific site.. The city's regulations leave it largely to the marketplace to determine a specific use. What the city regulates is external features of the project—that is, how it impinges on the surrounding area. . The specific criteria for a development proposal de. pends on the type of land use being proposed. For esam• pie• different criteria are used for residential uses. industrial uses, roadside commercial, and regional t11CR0(ILRCD RV JORM MICROLAB CEDAR RAPIDS • DES 'd0111L5 J r -\L-':*.' Number 35 shopping centers. Some of the criteria are absolute re. gairements that each development must satisfy before approval can be granted. (These are criteria dealing with design standards, environmental standards, and engi- neering requirements.) Other criteria are variable—the developer has the flexibility -to choose among these in the development plan for a particular site. Examples of such criteria are.. landscaping, pedestrian access, traffic circulation. energy.conservadon, and architectural treat- ment.. Eai:h development must achieve a specified mini- mum percentage of these variable criteria; the develop- ment plan is evaluated against the criteria and assigned a score. The summary staff evaluation sheet listing the variable criteria and the manner in which the minimum percentage is.derived is reproduced at the end of this . :report. (See page 18.)- Another departure from traditional regulation is Fon Collins' approach to commercial puking. The city has eliminated all requirements for customer parking and now (eaves this decision. up to the land owner.. Behind, this dramatically different approuh is the belief that the private market is able Lo determine the optimal amount of customer parking betterthan the city. This new park. ing ordinance was adopted in March 1980 and appears to be working well. The city staff also have worked closely with local home builders in.conductiag a detailed analysis of the cost of new development and of appropriate develop- ment fees. The purpose of this joint study was to assure that new development paid its own way and was neither being subsidized by existing residents nor subsidizing general community improvements. The result of the joint study was a new system of development fees acceptable to both the city and the local home builders; an ongoing committee continues to adjust fees yearly based on chang- ing costs. Fees in For[ Collins are higher than in most Iota( governments (though not higher than other Colo- rado cities), but they are now understood and accepted by local home builders as well as by the community. Fort Collins has used a variety of streamlining tech- niques to reduce the overall time frame for city review of projects. For example, there is an early staff review of development proposals prior to preparation of detailed plans. A single review authority (the planning and zon. ing board) has authority to make decisions on all land use and development proposals, based on the land use guidance system, without going back to city council (except on appeals). This approach cuts a month out of the typical review process. The city's overall philosophy has been to work closely with the private sector and determine how the city can best use prevailing market forces to get the kind of devel- upment beneficial to the city as a whole. Its dramatically different new techniques flow from this market-based philosophy. While such techniques may be politically very difficult m try in many communities, its approach may offer fresh ideas for anyane interested in local reg. ulation reform. Reforming Local Development Regulations/5 Results... The new land development guidance system in Fort Col. lins has eliminated timelonsuming rezoning procedures and has reduced dramatically the processing time of pro. posed developments. Before this new, system was in place, it took nine months for final approval for the typical development proposal after in initial submission. It now takes four months. For a residential developer in Fort Collins. this translates into a savings of approx. imately 52,000 for five months carrying costs on the land for a S65,000 home. With the new system, Fon Collins' planning staff has been able to handle an increasing number of development proposals without an increase in professional planning surf. Under the old system, the city would have needed two additional planners to han. die its larger workload. Estimated savings to the dry: about 590.000. , Beyond these cost savings, the new land ase guidance system has helped promote inN development at higher densities with goad design—a major objective far the dry. 'For mon information on Fort Collins' program, con- laet John Arnold, City ,Wonager. 300 West Laporte, Fon Collins, CO, 00511, 30314864210. SPECIFIC REGULATORY ISSUES AND TECHNIQUES In discussions with the staff of the five model communi. ties, a number of issues emerged which are of special im- portance for local governments that are trying to reform development regulations. Following is a summary of the principal issues discussed ai the Annapolis meeting. New Zoning Approaches. The traditional zoning that exists in most communities establishes specific geo- graphic districts de+ignated for particular kinds of devel- opment, with restrictions asainst other kinds of devel. opment. The problem that often crops up is that as the community grows and changes, the market changes, and the community's idea of what is useful new devel. opment changes. But the old zoning ordinances do not change, making it difficult for both city staff and devel. opers to be responsive to current community needs. One .example cited of the results of antiquated zoning was a city with a great deal of vacant land that was zoned commercial 30 years ago which has stayed vacant because there is simply no market for commercial development in this location. Fort Collins eliminated its traditional zoning system, and replaced it with a new "land -use guidance system." Under this new approach (which has many of the eke. ments of performance zoning), the city no longer has fixed residential, commercial, and industrini districts. Instead, each proposed new development is evaluated individually, with cnteria that relate principally to me MICROFILMED By JORM MICROLAB _CEDAR RN'IDS • OCS'40I8f5 1 t 6/Municipal Innovations Series Spring 19822: external impacts of the project. Design criteria are used ' and 'lowering acreage requirements- for 1planned1, iuiih(' to make sure that a new development is compatible with developments; in order topermit- `-' P •'.s .': its surroundings. Criteria that encourage location of deigsn mi&srcdy... The problem with higher densities in mtistconrmum.j,'.: uses in specific areas are also included. The land devel- ties is a bad public image:. Resident. in single. family::.' opment guidance system establishes a minimum density for development, based on the minimum required for home areas, particularly, tend to havea.riarot bighcr,. 'whawoh:ltake'e�redf."-% efficient provision of public services: The maximum density bringing in•"transfents" their property and will bring�dowi aelghbiiihood-prop,.:, density allowed is based on how near, the property is to - city values. The reality is changingalot fiber` than ptiEf': various activity centers: employment centers, shopping lic perceptions. Apartments and towel hc6e*s*fd many..-; ; ' centers• transit routes, parks, day care centers, etc. Den- city bonuses are allowed to projects that provide land. communities are no longer simply- traniien['aiiange-�.-: ' mens, but frequently become the primary home for coo- sc•aping or other public amenities beyond those nor- mally required for such a project. pies or young families whq cannot afford sincle family housing. For a large segment of the population this is Under the new system, it is possible for a developer to the only housing they can afford to purchase or rent. use a parcel of land for virtually any use—residential, �, To try to change the misguided image that Manyresi-t; commercial, or industrial—as long as the use doesn't dents have of cluster housing,: staff in.one.community,;... harm the surrounding area. The developer can generally mens with resident and .shoes with them horror stories" build when is most marketable on that land, and doesn't of how badly things can develop•under traditional.mrt.'.w t, . have to worry about zoning restrictions. The city is now '` ing (e.g., a'garage across die streeq. Pictures andel able to make an'individual decision on each develop=", arc sliown of nice cluster housing in other ports of towaF } Trent proposal, proposal, based not on any artificial "district,".'.• where the neighborhood did nut deteriorate in -any aay'�4. but rather on the speeifscsitr design, how,it fits in witlr.'• the neighboring areas, and how it Main with thecity's,.:. but rather benefited_ •: �'.:.5s .'s.2 :3'a« r�..,�(.%-=y r;,:;. , . Increasing density is not' just a maiterolt ch ` = overall land use polity and goals. The city has built cri•, - : perceptions, but also iequires changing local regular: teria to avoid "teap-frogging" development and other* :. that restrict cluster housing. Irt:1981, Phoenix chaagkdhif`' detrimental use. , its ordinances to allow four optibnal ways of dtvdop� ;i;,, In Fort Collins, both developer and controlled growth ment in every residential- district:+They most.povtaii z ?;' : advocates are happy with the new development guid- option has turned out to be a planned resfdenti#cfeietMx ;v ante system. For developers, it means they can be mtich opment. in which the builder te eives.a 20 percenftleric' = , :'t more responsive to the changing marketplace, and have far more options on what they cart build. For citizens sity bonus in exchange for extra landscaping and ties. Builders have total flexibility on the kind of housing•-' concerned about quality development, The system gives they can put on a parcel of land.. The only restriction. is the city more control over specific site plans, design. density. Builders can erect dense cluster housing on one •.. aesthetics, and compatibility of a development with portion of a site and put in a golf course--or.on the:' ' Fon Collins' overall plans. Surprisingly,theguWpjd4be-. . same parcel, put in all single family homes -as long as . community that seems to have had more problems than total density doesn't exceed the limit for the area.The.:,,, anyone else with thechangeis land appraisers. Appraisers result's that the builder has complete flexibility on what: were accustomed to assigning a value to a plot of land " type house to build and an be very responsive tachang;{ - based ton great extent on zoning designarion. and under • _ ingmarket conditions and volatile financing. The result the dcw system have to determine the value based on its for the -city of Phoenix is that it is getting more diverse :ovation and the open market. Although this is a more kinds of development. with more cluster housing and' "real" value than one based on an artificial zoning des- more -choices for people. "•' • I �:!- :- ignation, it is harder to determine. In the first four months after the changes, three devci= - Participants in the Annapolis meeting were intrigued upers had.aiready begun construction on 600units of low with Fort Collins' approach to zoning. Most made it income housing; with prices as low as S26;000'to Si4,000. - clear, however, that. the old zoning ordinances in their per. unit. There was such- a• pent-up market for these;a communities are much too sacrosanct to eliminate, or.,- ..homes. that they were ptuchased.immedtately, Intent- even to revise drastically. What many communities have -• ';,ingty, many of the propiEbuyfng.theunferwere.at highest-;' to do instead is to live with the old zoning system and ' , 'income levels than expeeteL,.Mappears that'maay pear: • , devise ways of making it more flexible and responsive to ;'•. , 'ple who could qualify foe. higher -priced homes.dld aot•:' - new community needs. -want to spend to their limits and strap theinselrec ' :+ Even in small communities like Brattleboro, Vermont. Increasing Density. Local governments have to find there is a move towards cluster housing. The objective ways of allowing increased densities to make housing in Brattleboro is not to save cost, but to save farmland. more affordable. This is true not only in spread -out Also, energy cost can be saved with common walls and cities like Phoenix. but also in older, built-up cities like other efficiencies that result from clustering. Finally, in ' Cleveland Heights. Cleveland Heights currently ;s Brattleboro, there is a need for a greater variety of hous- examining ways of changing its variance procedures, ince types. 1176 wifaonuafn By J JORM MIGROLA9 t CEDAR RAPIDS • DES '101AES \L. r 11 0 -,L Number 75 Reforming Local Development Reeuiationsi7 There are other ways of increasing the use of scarce land in addition to clustering housing. one approach that seems to have some potential is reduction of street widths. Salinas is designing neighborhoods with nar. rower streets, since very little traffic goes into small resi. dential neighborhoods. This can be a significant cost savings. There can be a problem, however, with the fire department, which may want 20 foot wide streets for vehicles in the event of an emergency. The fire depart. rival tends to be more accepting of narrower streets in rradcntiul areas if sprinkler systems arc put in. In Brat. dehoru, street width requirements were the same in the real pan of town as in the urban developed part. The uuue rural areas did not need wide streets, so these tcsptiremcnts were simply eliminated. Whatever the approach to increasing density, an int- pnnam question is whether the changes really result in reduced housing coats. The local government may allow increased densities and cut out some of the traditional requirements, with the end result being that the devel. oper sells for the same market price and takes more profit. This may happen particularly in cities that have sere limited availability of land, in which the market place will tend to stay high. In such a situation, it is important for the city staff to discuss cost cutting objectives up front with the devel. oper, and make clear that savings are expected to be Passed un to the customer. Such an understanding with dee developer can he publicized in the local media so that there is mine pressure on the developer at the end ut construction to keep prices low. llverlay DimricLi. Phoenix uses several kinds of zoning ascrlay districts us encourage different kinds at' devel. apmem. one type is a " singlc•uscr employment district." A company can locate on a minimum of 20 acres in vir- 4tally any area of the city, even In residential areas, if it ruta.11 the required amenities and doesn't conflict with surrounding uses. The technique was developed by the rtY it, Vise cat Plovers in high technology and research .r„lthtnVs an uppurtunily to rind a nonindustrial erwi. ronment for their new plants. The city's attitude is basi- call%y "pick any tract in town and we'll listen to ,you.” rhis approach is in keeping with the overall efl'on to create a series of urban villages, with employment cen- ters close to where people live. Another kind of overlay district used in Phoenix is the "special conservation district." This technique offers an opportunity for a neighborhood to develop a plan to tailor citywide requirements to mat the neighborhood's specific needs and character. For example, in a neigh• hnrhood that has predominantly small lot sizes, changes can be made to eliminate the need to get variances for laulding garages and other accessory structures that tmght otherwise conflict with setback requirements. The rectal conservation district is also used in older neigh- n"rtuasds as a way of providing new incentives far infill oo,mg and rehabilitation. Parking; An Obstacle to Development. Traditionally, local governments have developed detailed commercial parking requirements. Usually these regulations are based on the assumption that enough customer parking spaces should be provided to accommodate peak demand for parking, which in most retail businesses is the Christmas shopping season. Such local regulations do not usually concern themselves greatly about design and landscaping of parking lots. The unhappy result is large stretches of unsightly black top that go unused through. out most of the year. Common .sense would suggest that this is not the most productive use of the land. Devel- opers are furred to assemble larger sites than may really be necessary, and, of course, this drives up the cost of the project. Sometimes needed commercial I'aciliiies can't be built at all because of the lack of enough land to meet the required parking. The city of Fort Collins decided two years ago to get out of the regulation of customer parking. The city's assumption was that developers would not be inclined to build new commercial buildings without sufficient park- ing 1'or customers. No business person would want a facil- ity that customers wouldn't come to because of the lack of convenient parking. The city eliminated its require- meats for customer parking and put its emphasis instead on landscaping and design features of new parking lots. Banks and financial institutions have quickly filled the gap left by the city. Since banks can no longer assume the developer will follow requirements enforced by the city, the lenders look very closely at the proposed site, and make sure the amount of parking is sufficient before issuing construction loans. New projects have in fact included enough parking spaces, and city staff . .sometimes have foundthemselvex in the paradoxical Posture of pressing developers to eliminate some Park- ing spaces in order to put in landscaping and aesthetic features. The end result has been better looking parking lots, with the city staff spending far less time on the issue. Fort Collins dropped its parking requirements only on customer parking. The city continues its parking controls fur new housing and for employee parking in office buildings, factories, and other similar develop- metu.s. An employer does not have the same motivation to provide convenient parking fur his or her employees as a store owner has to provide customer parking. Em- ployees generally will be willing to walk several blocks to their Place of work while customers will simply stop going to a store that doesn't have convenient parking. For such reasons, it was felt necessary to keep these other kinds of parking restrictions in place. Many questions were raised about the "let the market control it" approach. For example, what about the problem of one store owner who would like to keep down his number of parking spaces by having customers use spaces of the business next door. The answer in Fur( Collins is to leave this to (he store owners to work out. Some husinesses generate a Int of parking, while other businesses (e.g.. a neighborhood hike shop) may require 111CROf ILMED BY JORM MICROLAB CEDAR RAPIDS • DES MOINES J r �L. II/Municipal innovations Series very little parking, Fort Collins' philosophy is that no one is in a better position than the people owning these businesses, and their banks, to determine the optimal parking situation. If a solution is to negotiate for park. ing with the owner next door, so be it. Other communities concerned with keeping down the cost of new development have found that flexibility in Parking requirements is very important. Phoenix, for example, allows developers of high rix office buildings to request substantial parking reductions. If the build. ings provide public transit amenities, are adjacent to large parking lots at a mall where spaces can be used by employees, or tenants encourage their employees to use transit or arpocls, the waiver is likely to be creour. aged• Also. in the central part of the city, where land is at a premium for development, there are no parking requirements. Parking in older, downtown areas is a problem in many communities. The local government may be push. ing hard for downfown revitalization, but finds parking to be a major obstacle. The city of Salinas uses a special assessment to downtown - businesses to• build needed downtown public parking structures. Fort Collins has a downtown development authority with tax increment ft, nancing powers that can be used as the demand for Parking builds up. Brattleboro does not put any parking requirements on downtown store owners; the city aper- ' ates municipal parking lots, charges the customers, and it pays for itself. ' One problem that many communities are struggling with these days is parking for compact ars. Many com- munities now offer the usual parking spaces for big cars and special smaller spaces for compacts. The problem that happens often is that when the little can get, there. first, they take up the big spaces because of tberooma4l, forded, and in most communities they cannot be cited for taking up a big car space. But when a big car'comes and there are only compact spaces left, the larger car Will take up more than one space, and is subject to get. ling a parking ticket. This can cause a lot of aggrava- tion. Several communities are struggling with this to find better solutions—fine tuning the proportion of compact spaces needed and strengthening requirements for the smaller cars to use only those spaces. Single (nspaetlons. A great deal of time and money an be saved by cross training building inspectors in the vari- ous trades and skills needed to make a single inspection. Phoenix now has general inspectors who conduct all residential inspections, eliminating the former system in which builders had to wait for four separate inspectors on each project. This not only saves time and costs for the builders, but the city estimates it saves approximately 5750,0 W per year through the use of generalist inspectors. Fort Collins has also used generalist building inspec. tors with good results. The city is now looking at the Possibiliiv of having the generalist building inspector do Spring 1982 other inspections as well that itaditionally.,have been'' done by different departments, such as streecins and public works inspections (water and sewer li ess)m Often there are major obstacles in thmway'of single Inspections procedures. For example, because of rigid'. state requirements in Ohio, itis ant to impossible for a locality to cross train and use generalist inspectors. In that state it takes four years of classes and 'examinations: to be certified as an electrical inspector, and require-;..;• ments are even stiffer for plumbing inspectors (one needs at least seven years trade experience as a Plumber to qualify as an inspectors. Therules are hard tochange. even though they cease major inefficiencies in strcam- lining the development process. Salinas. California ran into some problems with single inspections, and developed instead a "team inspection" approach. The problem was that building inspectors and zoning inspectors tended to find the other's area abstruse and difficult to handle. Therefore, when it '• became clear that single inspections weren't working effectively, the city developed the team approach, send-.. Ing the two inspectors out to a project site together. Fast Track Processing. Each of the five "successful cities" developed some kind of fast track procedure for speeding up the process for review and implementation_ of major development projects. In some communities this is a formal process, while in others it is an informal effort by the staff to encourage the development by shep• herding it through the process as quickly as possible. Phoenix has a formal fast track procedure because it lass stmte SSW million of construction going an in a. year's time. However, the city departments try to treat the big developer and the small builder equitably. Staff is particularly, sensitive to construction schedules, work. ing with the developer to expedite projects. It has been suggested (but not adopted) that streamlining policies be adopted -that permit the developer who pays a higher fee to the city to get special fast tracking treatment to fit extra tight construction timetables. A major project such as a 20 -story office building can save S to 5 months through the fast track procedure. Substantial monetary savings an then be channeled into on-site amenities that enhance the developer Is -product. Lara city staff are assigned to the project to handle reviews, inspections, and problems that occur. Where multiple reviews and public hearings are required, the.staff will, to the maxi- . mum extent possible, run these simultaneously. Time savings therefore come both at the review stage and in the construction phase. In other communities, fast tracking may proceed much more informally. For example, in Brattleboro the number of departments and review boards involved in approaching a new development project is small. For a very high priority project, it is possible to speed up the process simply through the aegressive action of ;he town planner in getting all reviews conducted with maximum RICROr ILIV) BY JORM MOCR40LAS CEDAR RAPIDS • BCS 101VCS J r 471 umou 55. W t1Yy-:. speed- Thrdereloper does not have to request a 'pettiest cannot be set simply throw t 'Procedure nor pay extra fees for this kind of service. ing on the kind o(developmertt neededechtnical in analysis. community, • Whnesuch'Pedal treatmem might be looked at as inequi- and the incentives that currently exist for developers and tibk'when it is handled in this informal manner, it builder, local government POUcYoluilsers can doan't'usimily seem. to be a Problem in localities that whether to recapture fun cost through development fees are vyingt°attractaartainki^af peedah development. tnonere or keep costs relatively low to promote development the City staff to out of their wayto s g priority (with the local government picking up the development difference).nt development• project through the process (Cleveland Heights has several -such IS there hasn't been Coetraetlag Out for Site Plea Revlewa and Isspeedooe. W, but rather applause, for the stairs efforts. With the building boom in Phoenix, the city staff was faced with reviewing plans for more than 20.000 units of new housing in some recent years. This created a huge workload for the city's engineers and at times meant major backlogs and delays. The city is also concerned that when building rebounds after a temporary lull during the current high mortgage interest period there could be enormous logj to am of applications to review. In order -' to meet is goal of turning every appnution around in 10 working days, the city has arranged to contract out off-site plan reviews to private engineering firms that arc.qualified to do such reviews. A developer may pay as 'muchas:'percent to 70 percent more to have the review done oe a Private firm that is certified by the city and that does not have any conflict Of interest in reviewing the developer's project. The developer may Prefer to pays the lower fee and havesite plan reviewed by city staff, but many prefer the private engineering firm so as to speed up the process and save money in interest expense. In order to provide the needed safeguards, the Phoe- nix city council established a committee that set stand- ards for consulting engineering firms doing review work for the city. Moreover, the city established a training program for certified firms in order to assure that the private engineers understood the city's Policies and cri- teria and reflect this in their reviews. This new system works both for off-site plan reviews and for field inspections. It has provided a good option for developers in expediting their projects, since the pri. Vvate engineering firms aren't faced with the big backlog that on occasion besets the city staff. For Phoenix, it is a mechanism that can be used to handle a fluctuating vol. ume of development proposals without incurring the major expense for additional personnel and overhead that would come from hiring additional staff engineers. The Arizona consulting engineer association and con- sulting engineers in Phoenix are concerned to avoid any Possible violation of their code of ethics and propose to furnish assurances that there is no conflict of interest Cleveland Heigh when they undertake reviews or inspections. is has also hired consulting architects on oaasion, when staff time has been light, to under- take plan reviews. This Is not a regular option offered to developers, but the consultants are used as an overflow valve to avoid backlogs. It was noted in the Annapolis roundtable discussion that such outside contracting of reviews could be much more difficult in smaller communities that frequently Reforming Local Development Regulations/9 Development Fen. Development fees vary from com- munity to community, both in the amount of the fees and in the types of xmica charged for (e.g., fen for sewers, water plant capacity, parks and open space, per- mit•processing, etc.)- Theoretically, development fees should be based on actual costs of the new infrastroc- turc that supports new development, . well as sraff review and inspection toss. !t appear that most local governments do not use a precise formula to set devel. oPmcnt fees, but tend to aims fen that arc p good deal lower than the actual toss. For Collins' very rapid growth made it particularly difficult for that city's staff to Predict the volume of ceded infrastructure improvements. in order to offset expenses for expanding water capacity and other facili- ties, the city began io rely more heavily on development fen. As the city's development fen increased, developers and home builders felt they were being charged unfairly for expenditures that benefited the general public. To determine how equitable the current development fees were, and to make needed changes, the city and home unation combined their efforts in a "t:ost of builders asso development,, study. The result of this study was a mutuully acceptable set of development fen pegged as closely us possible to actual new infrastructure costs. Some of these fen are considerably higher than in many other localities—water plant fen run S4, 00E) to SS,000 Per unit. Phoenix has been working to identify the many -hid. Jen expe:sxs that the city incurs in reviewing develop. ment projects and charging these back to the developers. Prese:ttly, they are at a recovery level of tsvo-thirds of development review fees, 'Ple issue of development fen is not simply a techni= cal one to be resolved by studies. There is a policy qua. don also as to how much a local government wants new development Raising fen high enough to capture loo »cent of new infrastructure costs may do much to dis- courage development in the community. New develop- menr may be sorely needed to bring in additional jobs, develop needed housing units, and increase the tax base, m the issue of development fees has ""ones. strong Political The consensus of the five cities was that local govern. menti have to do more to analyze development fees and bring them closer in line with costs, nut appropriate fees 111CROr ILMID BY JORM MICROLAB CEDAR RAPIDS • DCS MOINES 1174 J r to/Municipal Innovations Series Spring 1982.. have only a handful of engineering firms that do most of than when city staffers were each responsible for only a the work for local developers. There is much greater poten. portion of the development project. Under the old sys- tial for conflicts of interest developing. For this reason, tem, one staff person would handle site plan reviews: such a procedure may not work in a smaller community. another staff person would handle administrative foildw- ' up, such as issuing the needed permits; and so on. Now, State Regulations. In some communities, local govern. -• a single staff person is assigned to the project, and lu or., .. ment officials have to worry not just about their own she expedites the project through the entire review proe- local regulations, but also about development obstacle eat with city staff and commissions, makes all the public ;.• imposed by the state government. California, for exam- , presentations (to the planning commission, city council.,': ' " ple, has tended to add more and more state regulations etc.) and tends to become an advocate for the project— governing land development. bringing increased rom. assuming it is a food one. plexity and bureaucracy to the development process. An This arrangement incrcnses efficiency in the review environmental impact review for a project in California procc;s, and gives the staff person a sense of real accom- can add three months to the review process. pfisliment. certainly much more than the former com- Ir, pracuce, such state requirements are more or less partmentalizcd staffing approach, It also saves time for cumbersome depending, to a large extent, on the atti. the total project, since the staff person's greater famili- rude of local governments that administer them. One arity with the project results in helping developers avoid locality may keep things simple, while another commu. pitfalls that frequently mire a project in time delays. For nity may use the same regulations to crate major difff- example; in a typical approach, when -a permit is granted culties and costs for developers. Salinas for example, that doesn't cover all the problems, the developer has to ; takes a very flexible approach to the environmental im. _ return for changes in the permit or try to obtain a new ::.` • pact regulations, working jo meet the objectives of the permit. Now, with the single project piannerapproach, •" -. state rules, but keeping bureaucracy and paperwork to there is a better understanding by staff of the intricacies, an absolute minimum. of the project. Pitfalls can be dealt with in advance, At times state regulations tun into a head-on collision avoiding the later delays. A Row chart showing how a:';. , with local objectives. For example, Brattleboro has been development proposal is handled in Salinas is prnemeid..'' '-I most anxious to get affordable housing built. When a new housing project for moderate cost housing was pro- in Figure f. .. I • """ Whether a single project person or some kindof staff.' :' posed by developers the city was anxious to move ahead coordinating team is used, it is critical to have some with it as proposed. When the project went before the method to assure a consistent response between the vari- state environmental review committee, however, there ous city departments. In some communities it is possible - was insistence on much higher expense's for -insulation - for a developer who does not like an answer he gets and other state concerns. Although these requirements from one official to go to other officials to get the first. made good sense in the abstract, in the face of Brattle. answer changed. Or conversely; a developer may ger tha. boroIs desperate local need for lower-cost bousin(<;they,- (eeling that everything is fine with city staff, only toaccomplish,._.; • : made it tough to accomplish anything. have a monkeywrmch thrown in abrlater point b} e ; r� 1 is;w Local officials have to be concerned about state over. i department that takes a difterent position from the- i� regulation on land developmenmThere has been a trend other departments.. Consistency Is list both -'- in some states for. special interest groups to push for staff,effectivenessr and for. the developer'wlio do"W17-1?'- even tighter state regulation, laving less and less flexi- '' want surprises. bility at the local level. Loci elected officials and their However the staff is organized it is useful to haverpreI, state municipal associations have been lobbying against •.;. Ifminary talks with a. developer before thmdeidcpi'-*.I _ the trend, with moresuccess in some states than in others. •.. submits detailed plans. Key city staff who have an into= • .. . est in the development project should be involved (ht 0?' ,. Strtamllaing Staff Reeponsa, Cities that have been sues eluding the planning department, building impest(oo-�:; ',I - cessful in streamlining the development process, fre. fate department, public works; etml andthirirthe timer'J. . quendy have found that the mon-important dement is •' to be demanding withtbe.developer�dgMatahe:begin the city staff, sa'well as how the staff Is -organized to .;+. "ning. It-cwcost $50,000 to derdop.li tn7id'iidliteat dal with developers. Several of the cider. that met in. '"' tund plan fora 50 -unit aparttnenthoiisa,Bdbregoi%.Te, . Annapolis attributed their suam to staff tam Mork factor. with such amajorexpee;itistotfiebenefitoG;k;9' throughm developt.toheir exactly whaitde.rcquirrmentrwfi and aggreuivenesrmom than toanrother one technique that seems to work well is assigning a .•�the be and what the potential problems are with the pro=',_%- . single project person to deal with a development pro. poral. It is better for the city staff to be thoreu;h in dl's- " poral—from the time the developer first walks through cussing requirements at the outset and to avoid adding•':,, ' the door of city hall until construction and follow. requirements on the project at a later point.. through is completed. Salinas has used this system and In Fort Collins, part of the city's streamlining rifort aN finds that employee satisfaction is a good deal higher was, strangely enough, to lengthen the initial staff -. MICROr ILMEP '20 JORM MICROLAB CEDAR RAPIDS • PES '10I:IE5 117 J `vet?•�i> 1 .- • • • Reforming Local Development Regulations/1l rmr¢w process, Thh lava addtdonaf dme up front for • for rezoning or appeals from stiff actions. The Phaenia. x[atf to work Out Problems, and not have the problems Development Coo rdioatlon office reviews and Phoenix 'lauocie� back aad.fonh between city council and staff. ten site plans, subdivision plats, and virtually all It -resulted in savini, dme on the overall process, ," !:w� T9 so- c%SummWdta„the,tarycouncil development proposals that do not. require legislative . ,e'anj�;nadia� gets far too in- action. If a highly controversial development project �Wadvtymina[iae of development pro ' ' coma up, the staff will advise dtycouaciland invite the ' ` 2'.Ggsalf: recall--W"Siveo oCahe City to which the - .; council to take a look at the project before it meta i. :;.I'd �tttpak M abIlly LW*- afhc'pddri ght.arguing with ahead. Generally the city council �tidist±tit *tdt!lotsidegdha; and other such : ;the staff to decide. Mases it right back to matt' 011:9 fobdltik far i City eourtel, h an In another community, where the had author- , y be devuta[tng to the devejcper if such details have been worked out already with stiff and the planning commis- ized staff to approve development projects, there was a '• sinn, and the council forces the developer to o hack to Problem initially with residents who were fearful that g the staff would tend to side with developer and not be the drawing board. This kind of confusion, where it sensitive to neighborhood issues. To overcome this feel. :;:leeks like staff and codncil arenot in harmony, can ing; the staff took great efforts to give plenty of air time drive.dnelopers out to-do their business dsewhgre, w residents in adminlstndve review hearings on new In: Phdeegat tmuch f thg commission and the city ' development propasals, and made sure that controver. cwitctl delegate much of the community's development sial Rojo were covered tali detaih to profeaaional staff With several hundred cases Y in the press• emm�llY, tllets,nunWigt and ceuticil focus on requests to delegate approval Dowels tocommunities, the t,nffSalinas and Fort tat .. '•;��'.-`�". Melt Proposal Received by PrOlect Planner , 2nd Week Preliminary Internal Review In Departments by Communityevel pm n Community Development DepartmentDevelopment �)♦ Environmental Analysis Development Review 011tribution to Oevelopment. I Pubdc Worker (Incl. Building Inspection) Review Committee (ORC) Poli i Police Others 3rd Reek Community Development Dept, Staff Final Review ORC Review and Action I Project planner advises APPIIFant Of City Position and any changes needed Ah - Pmleet Scheduledfor. Oe Approval Action Action Notley Affected Departments ig and up figure 1. Cin• of SoRnw Development Review Prorem. 06 MICROf ILIIED DI' JORM MIC R(JL AB \� t CEDAR RAPIDS •DES MO INE r LL_ r 12/1'stunicipal Innovations Series RICRDrIUMCD RY JORM MICROLA18 CEDAR RAPIDS • DES '401AS 57 J Spring 1982: Collins have used a consent agenda approach in city council meetings. whereby routine approvals ited'period—usually 12 to 18 months. Unless the city. on devel• opmmt projects can be given by the council. without get- ting into the derails• council takes positive action to reenact the regulatory change at the end of that period, it dies, The sunset clause has made it easier for the city council to take a Polls ai Obstacle to Regaladon Reform. Local land use regulations have a tendency to become sacrosanct. risk whe some changes aared but where h wasn't clear from the outset hat the results would be. The political problems of winning acceptance for regu. )anon change, even in Cleveland Heights a major politiai obstacle to, bringing in new commercial development where change is clearly desirable, can he formidable. of o was a history pposition by neighborhood residents to any such In Fort Collins, the land -use guidance system adopted in 1981 by the city council was development close to their neighborhood. However, the city desperately needed additional development preceded by four vears of effort on the part of city staff to educate the community on the the city (seed proj. ects. In order to get better neighborhood understanding the city's community relations department Serie o with conventional rgala- tions. A series matings was held with developers and convened neighborhood matings to go over proposed new devel. t builders in Fort Collins to discuss delays and obstacles that developers had to contend with in opments. These meetings gave residents an opportunity to discuss with developers any concerns the residents the old regale• tions. Discussions also were held with incal mvironmen- tat groups: including so -sIow.growth,. had with a proposed project. With this feedback the developers could then modify their in calledAdvo• Cates. to look at problems that conventional land -use regIn ulations caused in proposal order. to. be responsive to neighborhood concerns. This kind of direct communiallon between residents striving. for quality development.facilitated 1979agrowing polarianonbetween drMopemand and developers, • by the city staff, has prod off. Several major slow . growth advocates came to a hand with a hallos 750, . Privy that proposed Emit net bonding permits to 7311 commercial projeersthatmightwellhavenevergottenof[ the ground due to neighborhood opposition have moved Per year. The development community got together and : p raised money to fight the initiative. The initiative ahead to completion with full support from the commu. ' ' ' nity; The success is due largely to bettercommunicatian. " failed. After the election there was a willingness on both sides to look for a compromise approach that would .• answer the needs of both developers ' KEYS TO SUCCESS '-••' and environmen- tally concerned groups. In diseussitins with both groups, IN REGULATION REFORM' Fort Collins staff developed the land -use guidance sys- •_;' tem. It quickly won broad-based support. Fort Collins' ;• 'In many communities zoning otdinaincer and rcgttluioini� y . planning director summarized the situation, saying, "Because lots of groups in town were gw M cot are ariYrais+arrttoehange.::"'. Long-time residents may become highly emotional over • understanding the problem, the soludorib oualat s` �.� anything that fnaY pose even the remotest thrwt to their.. > ;: accept. It's a mistake to come in with answers be fero YOU get a good comprehension of the values. Evan when local regulations are corm- ' pletdy out of date and stifling in their effects; that' are problem. , And, of course, the timing was right, since after the election the opposing sides were looking still "the devil one knows and formany residents arc_'`' . thin for hat for a compro- mise solution. ha a been successful in n�making changesnpubliicc In Salinas, the city staff found that the way to'gain Political support for their efforts education has played anim important . to understand and supportrt put. If citizens come city lmake he ththe to streamline regula- interest tions was through close communication with the local councils will move aheand ; lenges The city manager can playanimportantrole.inorgari- the Chambers representing contractors. ofCommerce. Before adopts g any new develop tzen ittees to be a gtood dnrceloems and • . streamlining technique, staff contacted these groups to let them know what was proposed solutionsmThu can ing understanding and support if the right people err:•:.. and to get the groups' ideas. If such radon is neglected it is very pot- selected to serve on such committees. In developing news..` land -rue posed b Bible that a proposed beneficial change will be viewed u "threatening." By working ahead of time with the key policies and procedurer,. Phoenu invited a. cross section of the community lover 250 people) to get ...:,: involved interest groups, the city staff was able to obtain adds- intoe) ideas refine the in discussing the issues. Beforemaking changes ' in its ordinances, Brattleboro aggressively reached out proposals. Beyond this, the interest grouppss were ready to lend their support to the changes when and invited input from every group of citizens impacted by the changing ordinances. the proposals went n the city council. One intriguing technique used in Salinas is Particularly important is a continuing dialogue with a sunset clause attached to any proposed regula tory change. The effect of the sunset clause is to the local development community: (tome builders. devel- opers, architects, engineers, realtors. These are the pm - enact changes for a lim. pie who are most affected by local regulations and who RICRDrIUMCD RY JORM MICROLA18 CEDAR RAPIDS • DES '401AS 57 J it POINT CMAftr.A,a--, ow, Circle MW;'T w ow" -ftwa ... ;"VE am$ ... "Plior KL�d 1, 4 i, l -,-X AM the subiaws'hq CM11A "'Point dart A to ilia totifi., IroinWilla 9".., 1107 141of ahat ;W '34". Lyr M 1 2 A, V: 0 The Project must @am 65%'4. t. TIT 2 3. - Of the MaXiMUM applicable points. h�;1CCaMS to Recreation 1 2,0 -3, ac, -2,-'�, 1 IT 0* 2:'-;. Aiaxl morn 1 2 0 Points Applicable -7MER—nuiceardassings 1 2101 T.,:, tEsimed Points Nad"':: I* Zia 1- Acal.lin (Col. M.. astilk; r5ritirsiocesICIPM 3 W-1 -*-b,iflldrksot,Art 1 2 0 A - • 'P.Architacture: 1 2 01 CIIICULATION.--.: 7 Ign 111210t T.4 - 'j 11 2101 3". a 31devialklMon4fical Ix xi 2,1. D t.SJdvNa1kfL0caI- IX 210 1% 1.: .7 u Pedestrian Comrs"Jerell 11' 2 10' 2': E V Building Connection I 1 210 1 w Ped4striarVAUtO 1 312 '7— F —x Low Interest -Area 1 2 0 2 y Path Landslautping 1 1210 1 1 12 1( 10 go 81kepaths .112 1 r2- 0 3 RESOURCE PROTECTION r-7" cc HistorictEnvironment 1 121 F v dd HistoriciChWaCtAr HiStOrIC/Adaptive u3i,-- i 1 T��20 2 2 T. I -'I— VI Energy Landscaping 1 12 0 1 3 1 Percentage —919, rotor Landscaping 0 r-3-1 earned of hh Gardens I1 2 0 I Maximum =VIl II Structured Parking I i 1 12101 1 I applicable Steep Slaves I 2 0 2 points. kk Water as arr Amenity 1 2 EiLl I minus 65% 1mmm Water Conservation I I 11 12101 2 I• nn Air Quality - I I 11 12101 1 1 I PUBLIC SERVICER at FACILITES Quality oo Fire Protection I I 1 1 —2— —1 ziul bonus Fp'-Ppllce —Protection IL —.L M0r Drainage I jqLJ 01 2 . "VVJ-eery Subtotals well (tons Rating Sheet. Land Development Guidance Svstern Fort Collins. Cuiorado NICROEILMID M CORM MICR40LAB CEDAR RANDS -DES -1019ES 1 r r M Y T w, �� S;t i. \'�>1.LIS ,�f: F+y':,' r vy til <K' <,r♦yi7'. ....+.� {'..::yYr xt;'s'S• E. : 2. ♦ JJ it e� -•y'}�aj �. < ..'r'i'71.VZJr. J. A r y.C' Via.:. �tv a �'•i+! ? :.��r-1 Y75 i.li'!![0. .�F 1 J�%.b �l .•� r dile `c .�'a.�F 4JT �+,f mM ALIO nsr` + 41 r'•*' t' •3 r Al tS f y t 7i : r Reforming 1Loey. DevdO(Pmeas RegYfufan ,,r � di ..wS5tlr1�'+1F�4,,L'S { Number 35 'a�f•.'�'' ,:9'yfr. . r .. i - r -spring lisi .;•ems' ::: , • +•: , • • • : _ • ,; C.--, senailly areihe loudest (complainersIn making any reg- uluory changes;. city leaders ,' WHArS THE PAYOFF?... 1 � j; are wise to invite tours of ibt rcprether dt`dopmmt community to work together ' -with illy' waft i° Propoiing-sPedfie It is not an easy task to reform and modernize changes. A joint Process helps to -build mutual understanding, helps to sell the Program to the city development regulations. Many political sensidvida 'may have to be overcome; however, the be •': ""; ., council; and, at the end of the process, helps to eliminate complaints from builders payoff can large. To recap, here are some of the concrete results of and developers. abourregulations that they themselves reform in the cities studied by ICMA: had a halm working out. - l Thee is always revamping- ' regulations. ed • Phoenix estimates that;tresrrtlining efforts have saved �.,,.,.• er 101n One, Poittt•.•Ihat emerged loudly from. the, ,ennapolis 15 percent to 22 percent of development costs. • As meeting is the need to take some risks.The a result of new flexibility in Phoenix zoning Drell- ' most oppres- sive local regulations often Stem from attempts to pre- :. vent a "wore[ nances, one subdivision developer was able to -pro - duce homes in 1981 costing under 530,000 ase" Situation from happening, , with the result this -alta burdens are laid on the 99 per unit. • City staff in Phoenix can now turn around i new sub good devil- • ;; oPme°ts in order to guard agairu[ the 4 bad develop: ,., !Mt. This loud of 6vaproteedve regulation needs to be -t division request in 19 da !, rive mooths have been cut out of processing time r7Fd a:19 -W development weeded oat--evmethough:.ja doing so, there is a risk.: Development rcauistion are too sensitive project in Fort Collins. Tho nava developer 52.000 is carrying costs an a typical politically , : to be left, soidy,in the hands of technicians. One city dits, experience in trying to - $65,000 home. • Fort Collins' mod ernized land -use system enables the make a major = reform in its zoning ordinance several years before. A. city to handle a larger workload without additional professional consultant was hired.whadid an excellent job in redraft_ ig and modemiring the ordinance, but unnew staff. Estimated savings to the d; about $90,000. ry .. consultant didn't talk to anyone until the "unveilingts i �11 immediately, everyone in the city snacked • cessi g time from streamlining months tothreeweeks on small , the ordinanee. . There were so many complaints that the city council had .•,to projects, and usually saves about three months on larger projects. scMP entirely the Rn ant work done by the consult and stan:aij over. ... "• Use of single inspection in Phoenix has saved the [emakin .. ' . •: w:.'•' l any r 6idons in development regulation,,,: . � jrbehoove+ihe dry manager atsd''=ff city S750,000 Per year. • Beyond the savings in r» oney and time, local govern- to take the time :.' -. ne;e'dedm.the bep°r°°g l0 involve. the local develop-.' '"� mmt ments have found "that eliminating. excess red tape makes it easier to get the cooperation cdmmunity as weft as interened titian groups. If .... broad-based support develops for changes of developers • and builders in meeting community goals, among local home builder, the chamber of commerce, business lead. en, and citizen groups, the city council -wilt find it much - tssier to,move shrad.and.makerthe•needed reforms. 1 .t 1.11CR0fiL;AED DY JORM MICR40LAS CEDAR RAPIDS • DES MOINES /1110 / `i 1 J City of Iowa City MEMORANDUM Date: June 24, 1982 To: —Boarij/Commission Chairpersons From: Cit anagen Re: Annual Report An annual report again will be compiled for all boards and commissions at the end of fiscal year 1982. This report will cover the period July 1, 1981, to June 30, 1982. It is requested that your board/commission's report be submitted to the City Manager's office by July 23, 1982, following as much as possible the form, margins and type (letter gothic) as the attached example. If you submit a typewritten draft to the City Manager's office, the Word Processing Center will prepare the final copy in the requested format. It will be greatly appreciated if the report is limited to two typewritten pages. If the report is more than three typewritten pages, it wi11 be necessary that the information be condensed. All reports should include: j 1. Responsibilities of board/commission 2. Review of activities for FY82 3. Directions planned for FY83 4. List of members This report will be used by the City Council, staff and members of boards/commissions to set future goals in the following year's budgeting process. The staff person responsible for coordination with your board/commission (see attached list) will be pleased to assist you with the preparation of your report and will be contacting you at an early date. If you should have any other questions concerning this report, please contact Lorraine Saeger (356-5010). cc: City Council Department Heads Word Processing Center bJ/sp I /1 77 / IdICRDEILMED BY JORM MICR46LAB ) I J CEDAR RAPIDS DES tdDINES i 1 i i r It,,. BOARD/COMMISSION RESPONSIBLE STAFF PERSON Airport Commission Fred Zehr, Airport Manager Board of Adjustment Doug Boothroy, Senior Planner Board of Appeals Glenn Siders, Senior Building Inspector Board of Electrical Examiners Paul Bowers, Electrical Inspector and Appeals Board of Examiners of Plumbers Ralph Taylor, Plumbing Inspector Board of Trustees for Police Nancy Heaton, Treasurer and Fire Retirement Broadband Telecommunications Drew Shaffer, Broadband Telecommunications Commission Specialist Civil Service Commission Anne Carroll, Director, Human Relations Department Committee on Community Needs Marianne Milkman, Planner 'r Design Review Committee i Andrea Hauer, Development Coordinator Housing Commission/Housing Michael Kucharzak, Director, Housing Appeals Board and Inspection Services Human Rights Commission r Phyllis Williams, Civil Rights Specialist Library Board of Trustees Lolly Eggers, Library Director Parks and Recreation Commission Dennis Showalter, Director, Parks and Recreation Department Planning and Zoning Commission Doug Boothroy, Senior Planner Resources Conservation Commission Dale Helling, Asst. City Manager Riverfront Commission Karin Franklin, Planner Senior Center Commission Bette Meisel, Senior Center Coordinator .1 11ILROIILVt[0 BY ' I � JORM MICR46LA13 CEDAR AA{'105 DES MOINES � � a 1 J BROADBAND TELECOMMUNICATIONS COMMISSION COMMISSION OVERVIEW AND RESPONSIBILITIES The Broadband Telecommunications Commission (BTC) is a City commission comprised of five Iowa City citizens and is mandated to facilitate and to regulate the smooth and effective development and operation of the City's Broadband Telecommunications Network (BTN). The Commission makes its recommendations to the City Council on matters pertaining to the BTN, resolves disputes about the operation of the BTN, conducts periodic evaluations of the BIN operation, and in general facilitates BTN use by the citizens of Iowa City, which includes the promotion and facilitation of the access channels. ACCOMPLISHMENTS IN FISCAL YEAR 1981 During the fiscal year 1981 the BTC monitored and oversaw the BTN construction, developed interpretations of the franchise service area and extension policy from Ordinance 78-2917, dealt with and resolved a variety of subscriber and citizen complaints and disputes, monitored the franchise fee revenue collection, and promoted cable access development. The BTC's accomplishments include: 1. Elected chairperson (R. Pepper) and vice chairperson (W. Terry). 2. Monitored. BTN substantial completion (90% completion of system construction). 3. Drafted (with City legal staff) franchise service area policy and considered extension policy. 4. Dealt with the marketing misrepresentation issue involving the grantee. 5. Monitored the collection of the first franchise fee revenue from the grantee. 6. Resolved citizen and subscriber disputes and complaints. 7. Oversaw the assimilation of the access center in the new public library. 8. Monitored the growth development of the public access, government access and educational access channels. PLANS FOR FISCAL YEAR 1982 In the coming year the BTC will oversee the completion of the BTN construction and continue to resolve citizen complaints and disputes. During the coming year the BTC will emphasize the growth and development of the cable access channels (government access channel, educational access channel, public library access channel and the public access channel). The first Triannual Review of the Iowa City Cable TV franchise will be undertaken. COMMISSION MEMBERS Robert Pepper, Chairperson William Terry, Vice Chairperson Sandra Eskin Nicholas Johnson Jen Madsen 7 1177 r 111CRO(ILMEO BY J JORM MICROLAB S 1 j CEDAR RAPIDS OES td019ES A v., June 24, 1982 Mr. Paul Poulsen, President Senor Pablo's 830 First Avenue Iowa City, Iowa 52240 Dear Mr. Poulsen: This is in response to your letter of June 18, 1982, to Mayor Neuhauser concerning a problem which you encountered with a sanitary sewer backing up at Senor Pablo's restaurant on the night of June 14- 15. I have asked the Public Works Department to investigate this i matter. In the interim if you wish, you may file a claim for damages with the City. The intent of. this letter is to indicate that the City will investigate the matter and thoroughly review the information. The City is not suggesting any assumption of liability. In the interim if I can be of any further assistance to you, please contact me. Sincerely yours, Neal G. Berlin City Manager bdw/sp cc: City Council Chuck Schmadeke Bob Jansen Linda Woito r� 1118 , MICROFILMED BY -� JORMMIC R46LA13 J CEDAR RAPIDS •DES MOINES I � I LL - __�_ r M1 SE11011 PAIRWHI Dear Mayor Neuhauser: Iowa City June 18, 1982 I am writing this letter to inform you that the sanitary sewer line on First Avenue, north of Muscatine and down to Ralston Creek backed raw sewage into Senor Pablo's restaurant on the night of June 14-15, 1982, and caused extensive damage to the carpeting, and resulted in a serious sanitation and health hazard to the customers and employees of Senor Pablo's restaurant. This sewage back up is apparently caused by excessive infiltration of rainfall run off into the sanitary sewer, either from the surface of the ground or from storm water sewers under- ground. In either case, the excessive infiltration during a rain storm is an indication that the sanitary sewer is either poorly designed or inadequately maintained by the City of Iowa City. This must be so, since sanitary sewers are not supposed to carry any storm water run off, and if adequately designed and/or properly maintained, storm water run off would not be able to infiltrate into the sanitary sewers, so the infiltration can not be attributed to an Act of God. I know that the City of Iowa City is aware of the problem, and that the City has compensated property owners for sewage back up damage•in the past. I have verbally notified the Health Department of this damage and had them inspect the'damage and the sewer system, and I am notifying each member of the City Council personally so that you will be aware of this incident of June 14-15, 1982. I think it is only fair, under the circumstances, to expect that you will do two things: 1. You will compensate Senor Pablo's for the damage incurred as a result of the City sanitary sewer backing up into the resaurant, and 2. you will initiate action to increase the capacity of the sanitary sewer along 1st Avenue and/or reduce the infiltration into the sanitary sewer, or make whatever other changes that need to be made in order to prevent this from happening in the future. I understand that previous bills of this nature have been handled by Rosemary Vitosh, Finance Director. Please advise. Due to the fact that this constitutes a very serious health hazard, may this matter have your immediate attention? 1 /J� cc: Nr. Neil Berlin, City ai 6ana er PAUL PDULSEiJ, PRESIDENT Mr. Jerry L. Bartacheck, Johnson County Health Department 830 FIRST AVENUE • IOWA CITY, IOWA 52240 • PHONE (319)338.0037 111CRonua[D DY JORM MIC ROLAB i CEDAR RAPIDS DES'MOINES. Of r June 22, 1982 Mr. Warren Dunham, Director Iowa Department of Transportation 800 Lincoln Way Ames, IA 50010 Dear Mr. Dunham: The issue of performance improvement as a, method of State Transit Assistance (STA) allocation is a major problem for Iowa City. The system potentially penalizes the effective and efficient and rewards the "third-rate" systems. Unlike most cities in Iowa, transit is thriving in Iowa City. The combined ridership of our three area transit systems (Iowa City Transit, Coralville Transit, and University of Iowa CAMBUS) is nearly equal that of Des Moines, a city four times our size. We also have an exceptional elderly and handicapped paratransit system. Because 90% of Iowa City Transit's operating costs are generated locally, we also stress efficiency: the average cost per mile for Iowa City Transit is below the State average, and the City staff is constantly looking for new ideas to increase efficiency and effectiveness. While we both advocate and produce efficiency in transit operations, we feel the IDOT Public Transit Division has gone a bit far in insisting that Iowa City "earn" its STA allocation by performance measure improvement. Unlike many transit systems in the State which are encountering financial difficulties and are more than willing to cut marginal areas of service, Iowa City is very supportive of transit and willing to locally fund service which in another community might be considered marginal, such as Saturday evening service. But IDOT is essentially dictating local policy when it becomes apparent that if we do not cut marginal areas of our system we will not achieve the improvement in our performance statistics necessary to receive our formula allocation of STA. This occurs, for example, following a record ridership year. Our transit manager and transportation planners have spent a considerable amount of time in the last few months negotating with our District Manager in an effort to develop some reasonable funding mechanisms for our FY83 STA projects. In spite of their efforts, it appears the performance measure goals finally set for our projects may be so high that they are not attainable, and we may not receive our full STA allocation, resulting in a budget shortfall. This should in no way reflect on our District Manager; she is doing the best job she can within your policy guidelines. m icRorILMED BY I ' JORM MICR46LA13 J � CEDAR RAPIDS DCS i•1018E5 ' //79 J r Mr. Dunham June 22, 1982 Page 2 Each year since the STA program was developed we have always budgeted the formula allocation into our transit operating budget. This year our District Manager informed us that this was an incorrect procedure because STA must be earned, it is not guaranteed. While this may be appropriate for the special projects pool of STA funds, we do not agree that it should apply to formula allocations. We are doing everything possible to improve the efficiency of Iowa City Transit, without consideration of the STA program. We feel we should be rewarded for these efforts, not penalized because we cannot go above and beyond this level for our STA projects year after year. To apply these standards to the system that is doing the best job in Iowa is unworkable and unreasonable. Sincerely yours, Mary C. Neuhauser Mayor be/sp cc: IDOT Commission City Council John Lundell, Transportation Planner Mike Prior, Acting Transit Manager Nancy Richardson, District Manager MICROFILMED BY � 'JORMMIC ROLAB 1 CEDAR RAPIDS • DES MOINES I � _ J 117q 1 J r June 23, 1982 The Honorable Wendell Ford Dirksen Senate Office Building Washington, D.C. 20510 Re: Proposed Senate Bills 2172 and 2445 Dear Senator Ford: The purpose of this letter is to address issues regarding Senate bills 2172 and 2445. Enclosed please find the City's previous response to the National League of Cities regarding S. 2172. The City of Iowa City stands opposed to S. 2172 for the reasons enumerated in the attached response and reiterated below: 1. The present system of regulation at the local level has worked well and Iowa City sees no'reason for a major shift of regulatory powers away from the local level to the federal level; We are aware of no abridgements of local regulatory powers. 2. The lack of any definition of "access", inadequate. definitions of "leased access" and "basic service", and. a lack of definition regarding what the "fair market value" of the system means, are all modifications Iowa City finds necessary to S. 2172. Suggestions for such modifications can be found in the enclosed letter to the National League of Cities. 3. The retroactive feature of this bill will wreak havoc with the majority of cable franchises in effect, including Iowa City's. 4. The existing trigger mechanism for sunsetting federal leased access requirements should be revised to at least ten years after a franchi-se is granted. 5. Cable operators should not be allowed to program the access channels in any way. 6. The elimination of the -fairness doctrine, equal time and reasonable access requirements should not apply to access channels. 7. Federal technical standards regarding cable system channels should only relay a minimum standard. 8. S. 2172 gives the Federal Communications Commission authority to establish a "reasonable" cap on franchise fees. We do not know what "reasonable" means. MICROFILMED BY 1 `JORM MICR6LA13 I 1 CEDAR RAPIDS DES MINES I a 1/rd S 7 J r -2- 9. S. 2172 proposes the cable operator could fold all access channels into one channel at the cable company's discretion and the leased access requirements could be dropped if the FCC determines this appropriate. Both decisions, Iowa City believes, should be a matter of local determination between the local government and the local cable company. Similarly, Iowa City would propose S. 2445 needs the following modifica- tions: 1. That regulatory authority be preserved at the local and state levels. 2. S. 2445 allows that rate regulation by the local authority to be lost if the FCC determines there are "reasonable alternatives" to cable TV. Once again, this should be a matter of local determination. 3. This bill is also retroactive (to the previous five years) and Iowa City cannot agree with this concept. 4. S. 2445 also allows the FCC is to set "reasonable" franchise fee caps, and we do not know what "reasonable" is. Iowa City is in support of both bills' attempts to reach a compromise on these difficult issues. Therefore, Iowa City is in support of the stipulation in S. 2172 that allows for five percent of the number of Channels in a system to be set aside for leased access channel use and ten percent for access channel use. Iowa City supports in S. 2445 the right to negotiate on the local level, between the cable operator and the City, what comprises "basic service" and the inclusion of basic service in rate regulation by the local government. Please consider our recommendations and work toward modifying S. 2172 and S. 2445 in the areas I have indicated. Thank you for your consideration and cooperation. If you have any questions or need further information, please feel free to contact Mr. Drew Shaffer, Broadband Telecommunications Specialist for the City of Iowa City at (319) 356-5046. Sincerely, Same letter sent to Senators Barry Goldwater, Harrison Schmitt, Ted Stevens, Ernest Hollings, Mary C. Neuhauser Daniel Inouye, Larry Pressler. Mayor cc: The Honorable Charles Grassley The Honorable Roger Jepsen The Honorable Jim Leach The Honorable Cooper Evans bdw/sp P micRorIL Eo Dv 1 -JORM MIC R¢LAB CEDAR RAPIDS DES'MOINES ' I 1 J City of Iowa City MEMORANDUM Date: June 25, 1962 To: City Council From: Dale Helling, Assistant City Manager Re: Compressed Natural Gas We have experienced some problems over the past year with the conversion of police patrol cars to burn Compressed Natural Gas (CNG) as an alternate fuel. A summary of these problems was presented to you in a memo from Terry Reynolds and myself dated February 9, 1982. We believe we have made progress in resolving some of these, particularly as they relate to the performance of the compressor unit and quick -fill apparatus. However, we are still experiencing problems, especially with vehicle performance. A firm based in Wichita, Kansas, has developed a different type of fuel induction mechanism and has offered to install two of these for us on a 60 -day, free trial basis. There are indications that they have met with considerable success. In addition, we will soon -be replacing our current fleet of patrol cars with nine Dodge Diplomats. These vehicles have a smaller carburetor and a somewhat different fuel metering system. Based upon our concerns that overall system performance is in need of considerable improvement, we wish to take this opportunity to test the new fuel induction mechanisms against those we are currently using in order to determine if a desirable improvement in performance can be achieved. Our intention is to convert four new patrol cars to burn CNG initially, two of these utilizing the new induction system and two utilizing our current system. We will then compare these before making a decision on which type to install in the other vehicles. The trial period will be for 30-60 days. The remaining five patrol cars will be run on unleaded fuel during that.time and will serve as a sort of control group from whicb to assess "normal" performance and mileage. Assuming satisfactory results with one or both systems, the remainder of the vehicles will be converted at the end of this trial period. If Council has no objections, we will proceed with this plan and will advise you of the results at the earliest possible time. cc: Chief Harv.Miller Terry Reynolds bj/sp /If/ MICRorILMED BY JORM MIC ROLAB I i \• CEDAR RAPIDS DES M018E5 � � I IL � i ' r COMMUNITY ENERGY USE REPORT A Report to the City Council of Iowa City, Iowa Prepared and Submitted by the Iowa City . Resources Conservation Commission June 25, 1982 In 1971 the U.S. imported 3 billion dollars worth of energy. Ten years later the figure came to 90 billion dollars or an increase of 3000%. This represents approximately 20% of the total energy used in this country. To appreciate the implications of that 90 billion dollar bill for imported energy we have only to note that the entire worth of our national agricul- tural exports for the same year was only 40 billion dollars. By 1985, according to many experts, our annual bill for imported energy could go as high as 500 billion dollars. The situation for the State of Iowa is even more alarming because we import not 20%, but 98% of our energy -- 5 billion dollars worth in 1980 alone. According to the Iowa Energy Policy Council (IEPC), the average Iowa family spent $2,646 for energy .in 1980, or 18% of its disposable income. There is every reason to believe that these amounts will increase. If present trends continue, Iowa's energy bill could conceivably be as high as 25 billion dollars by 1985. The effects of this kind of increase in energy costs on the average Iowa family and the economy of our state are difficult to imagine. There are direct relationships between energy expenses and both the local economy and the availability of jobs. According to the former director of the IEPC, Ed Stanek, 15% of the money spent on imported energy stays in the state in the form of wages, taxes, etc., while 85% of the dollars spent on energy in Iowa leaves the state. On the other hand, of the dollars spent on conservation and other non -energy expenditures such as retail goods or services, 60% stays in the state and is therefore more productive to the local economy. This productivity is measured by economic multipliers which reflect the additional economic activity generated by an initial expense. The Minnesota Energy Agency's "1980 Energy Policy and Conservation Biennial Report" lists some economic multipliers for various energy sources. Local Money Economic Money Economic Leaving Multiplier Spent Multiplier State Effect Petroleum Product 1.00 1.35 .80 .55 111CROEILMED V JORM MICRISLAB .1 1 � CEDAR RAPIDS DES MOINES UP 1 J r 2 Nat. Gas 1.00 1.40 .81 .59 Electricity 1.00 2.02 .75 1.27 Conservation 1.00 2.55 .34 2.21 We see, for example, that a dollar spent on natural gas generates $1.40 of economic activity, of which $.81 leaves the state. A dollar spent on conservation generates $2.55, with only $.34, of the $2.55, leaving the state. Thus, there is a net gain in local economic activity of $1.62 when a dollar is spent on conservation rather than natural gas. The relationship between how money is spent and the availability of jobs is equally strong. At the national level, major energy -producing and energy -using industries consume 33% of the nation's energy while directly providing only about 10% of the nation's jobs. Mr. Skip Laitner, of Community Action Research Group, using figures from a 1976 Nebraska study and the Bureau of Labor Statistics, estimates that approximately 10 jobs are associated with every 1 million dollars of economic output for gas and electric utilities. However, a million dollars of output from construction results in approximately 41 jobs; the same million from intercity bus and local transit means approximately 66 jobs; and from educational services approximately 126 jobs. Thus, if the local natural gas bill increases by 1 million dollars, 10 jobs might be created, but probably not in Iowa City. If that same 1 million were taken from, say, construction, approximately 40 jobs would be lost, quite likely in the Iowa City metropolitan area. To see how these figures might apply to Iowa City, we can use as an example the electricity and natural gas bill for 1981 which was $36,033,286. The following calculations show that there could be a net gain in local - economic activity, for one year, of $3,711,427 by conserving only 10% and spending that money on conservation. $36,033,286 spent on electricity & natural gas x 1.18 local economic effect* $42,519,277 total econonic activity in I.C. community *1.18 is a weighted average of the multipliers for natural gas and electricity. versus $32,429,957 spent on elec. & nat. gas after 10% conservation x 1.18 local economic effect $38,267,350 plus $3,603,328 spent on conservation x 2.21 local economic effect MICROFILMED BY ' - JORM MICR6LAB j CEDAR RAPIDS • DES MOINES /fz 1 J I r $7,963,354 $46,230,704 total economic activity in Iowa City community Summary: total local economic activity without conservation $42,519,277 total local economic activity with conservation $46,230,704 net gain in local economic activity $3,711,427 If this "saved" money found its way into construction, it could represent a net gain of over 100 jobs. These savings result from only a 10% reduction in natural gas and electricity consumption and do not include gasoline or diesel fuel. If we apply these same calculations to the total energy bill for Iowa City in 1981, $80,201,000, and assume a higher rate of conservation, we see the potential for significantly increased savings as well as increased local economic activity. On the other hand, the effect of not conserving energy is double-edged. First, as seen in the above discussion, money spent on energy is less economicallyproductive, locally, than money spent on conservation, retail goods, etc. Second, as energy bills increase, a smaller percentage of people's income will be available to be spent in the local economy. At some point in the future as high energy bills preclude any other spending, money will not even be available for conservation measures. The only way to avoid these difficulties is a strong conservation program, with immediate and long lasting benefits. Initially, money spent on conservation stimulates the local construction, retail, and wholesale sectors. After the payback period for these measures, money continues to enter the local economy in ways that may be even more beneficial to it. Also, money saved through better energy management is immediately available to spend. The local economy is made more secure and the economic future and the jobs of the people of Iowa City are made more secure. The economic health of Iowa City, the businesses, and the people of Iowa City cannot be separated. For attracting new business and stabilizing existing businesses it is more important to have a healthy local economy than to provide tax incentives. It does no good to be a regional shopping center if no one has any money to spend. The Role of the RCC From its beginning in 1977 the concerns of the RCC, reflecting the need for conservation in almost every area of community activity, have been extraordinarily broad and, as a consequence, extraordinarily difficult to focus. There are many concerns or projects which the Resources Conservation Commission could deal with or undertake within the boundaries of its purpose. These range from the intangible - conservation of the City's bonding capacity (a limited resource) to the physical - recycling leaf mulch, automotive oil, and recycleable trash. The RCC could affect community attitudes towards energy use and conservation through the development and implementation of education programs. It could aid industry and businesses by encouraging employees to commute by 11ICROEILMED BY JORM MICROLAB 1 CEDAR RAPIDS • DES MOINES ll P, J r bus or car pool. The RCC could involve itself in City planning by helping to write a City Energy Code or by reviewing subdivision applications with an eye toward discouraging leapfrog development and toward encouraging the use of solar energy for residential space heating. Finally, the RCC could focus on energy conservation and alternative energy sources by providing or encouraging low cost/no cost weatherization programs or encouraging the acquisition of a city -owned hydroelectric power plant. Because of this wide range of possible involvement and activity, it is essential that the RCC be given a clearer mandate or stronger expression of support from the City Council if it is to function effectively and efficiently. Perhaps by more clearly defining the purposes of the RCC, the City Council could help present Commission members decide if they wish to continue to serve and encourage potential members to apply. In the past the RCC has been frustrated by its attempts to deal with all areas of resources conservation on a piecemeal basis. It has also been frustrated by the lack of communication with the City Council on proposals which have been submitted to the City Council and' have received no response (e.g. tying busfare rates to parking ramp fees). The RCC's long-range goal as we see it is to alter how money is spent on energy in Iowa City. That is, we encourage spending money on conservation measures and renewable energy sources which benefit the local economy and discourage energy consumption that drains the local economy. As transitional or short-range goals, the Commission proposes to: (1) conduct an energy fair for the general public, (2) sponsor regularly scheduled resources conservation related cable TV programming, (3) conduct a town energy and franchise renewal meeting, and (4) formulate recommendations on the Iowa -Illinois Gas & Electric franchise renewal'. These projects will promote energy awareness and provide feedback from the public which will aid the Commission in planning future projects. This is all part of the long-term strategy to become more self sufficient with respect to energy. Conclusion The Commission has presented this report in order to develop a framework within which future activities and projects will find a clear justification and purpose. With the reduction of the position of the Energy Program Coordinator to 1/2 time we foresee a change in focus of the Commission away from City conservation toward community conservation. As established above, energy conservation by the community will benefit the city government and Iowa City as a whole. We, as a Commission, believe that this is the area where we can have the greatest impact. Our proposed projects will require both greater participation from the RCC (which we are committed to provide), and a greater dedication from the City Council to energy conservation. To show this dedication we request the following: (1) a h time staff person from the Planning and Program Development Department when the Energy Program Coordinator position is cutback, I11CRoEILMED BY JORM MICR46LAS j CEDAR RAPIDS • DES Mol^!ES I l0Z J � I ' I JAI li 5 (2) funding for the projects for items such as advertising, printing, rental fees for films, and materials for a fair booth, (estimated at $1000), and (3) the City Council's willingness to aid us in promoting the energy fair, the cable N programs, and the town meeting by means of resolutions, official appearances and speeches, etc. We appreciate your consideration of this proposal and look forward to your response. 141CROFILMED BY 1 JORM MICR46LA13' CEDAR RAPIDS DES MOINES 1 r City of Iowa City MEMORANDUM Date: June 24, 1982 To: Members of the City Council From: Anne Carroll, Director of Human Relations Re: Labor Relations Seminars for Public Officials Jointly, the of Cities nd the National Publics Employers h Labor Relations Association Lonwils lbe presenting the following seminars which You may be interested in attending. Both will be held in Milwaukee, Wisconsin, for the Midwest region. Labor Relations for Elected officials July 26, 1982 public This one day program will encompass national and regional trends in p employment policy; elected officials, role. in labor ublrelac�emslo employers. . implications of recent court tocisions fineet�city, county, school board, program will also provide an opportunity and state elected officials from the Midwest to discuss mutual concerns an problems. Registration is $105. 82 ssionals Labor Relations for ram focusesnonaspecnd eialoizedlskillebuilding inlsuch areas9as: This two day p 9 skills, grievance handling, presenting sharpening bargaining labor management cooperation, and. grievance/interest arbitration cases, productivity improvement.' Registration is $215. Both of the seminars as indicated by the sponsors, caliber of the faculty involv44d,. and topics look to be very informative. It may Jul 29-30 ible r you to attend both he seminars, if interested. I will be attending Y Seminar expenses are relativelypapproximately roundtriploto dging lisg$45tper Air fare to Milwaukee is appooxately night. Please sessions and Itw a if handle registrationt etcin in either or both of these bdw4/1 1103 111CROFILMED 0Y 1 JORM MICR46LA13 -7 CEDAR RATIOS • DES MOINES t J I F of Your City Budget Strategies for Liming Municipal Costs' Without Reducing Services A Series of One -Day Seminars for Local Elected Officials 1982 JULYi9, 1982 y f0/M`, MIN' JW6W xvr u aG.rrer...i SIX, uu�i reir,NieriorM mu a/ nm JULY 101 1911 N11W. zMxNW lixi'drd Iwb S IYu41Y /ae uaY WASrC~r MIiOwu /ru Sponsored by the National League of Cities Policy Leadership Institute L/Gd1 II/M/ //M'Iee1 OK&lap Cities today are in IS financial squeeze. Glizen demands fur services continue to grow, bl mllatiml, unemployment, energy costs,and Iax Gds are eroding the ca- Pacify 'Ikswl governments to respond. Meenwluls, Washinglon is making IwWa- mental changes in the level Of rWbnel , commlmenl and financial assistance Al help alias carry put (herr fesponsrbkties. In this 0"ITI , localpov � be tightly managed to Iend ON and fiscal calam ly. To meet Ms need, the National League of O'ees is sponsor- ing a series d Practical one day serra- nars on cosi-culting shalegies br Iocal government. The seminals are designed for local elected policy officials 'he want so in. Vaasa productivity instead of culling ser vices or raising taxes. Pamdpants oval is. cove tips on haw to manage their conmurey s budget more allackvay. lo- chiding in-depth piesentalans on Man- clat management skills, poke arld ke raoduttivey. and file advruaagn and pit - Resource petsons for IM seminars are experienced and krewledgaabAl Memga- oxera consullants speaa47kg kl"gw• ammare problam-soNing. Best urw teams will be led by Dan Malachull (Nthw young 6 Conpary), who has fifteen ywrs expert. once in local govatrvnant financial main' appeeun ment and accounting and Bir Evans (oesop, McCormick 6 Pagel), Who has conducted municipal pokes, ke, and pub- lic works productivity studies forfifteen years. These speakers will bejoined by other principals hen the firms reglonal at - locos. Don't Muss Iles opponumy to help yourself, your citizens, and your cormm- niy cope more ellect oly with budget shortfalls. Sincerely. Alan Beals Execulrve Director i� "I Jr 111CROf ILMED 01' r i DORM MICR(JI.AB 1 \ 1 j CEDAR RAPIDS •DES MOIRESIj I _N- ' r PROGRAM 830 Coffee and Registration a.m. g3o financial Management a.m, Skills for Local Polity officials • Strategic business planning and its application to city budgeting and cut-back nwnegemenl • flaw to read and understand a Mon. tial raped; undors'andalg bond "n in cep'let and oparaling budget p/annlnD end laecasling • Tips l cash and inv..Ir ianl manag menl; controlletl disbursemanl: mak nip the best duel wdh tical banks l igs can Contracting out Save a.m. Your Clty Money? • Factors to consider in using Iho pro- vote mvale sector /at city services; the eco rarNa of corilraclmg oul—when, where, and hows • Podarnance messurainenl and sale. guards lot conlracled services; rale - lions with employees and midlevel managers; avoiding conflict at malest 13:30 Luncheon p.m. 3:00 Improving Police p.m. Productivity • flow, to measure ponarmance in Ilia police depammenl and improve pro- duUml y at aro W reduced cost • Avoiding common pillalrs in police producdviry, programs • Now to dolounino Iho number of PO' lice officers noodod: cost-effective deployment practices =su wetter fire rrua Medical p.m. and Emergenry Services Ior Leu • flow to assess Ilia Ino threat to the comouWl y and determine needed protection levels • Understanding Insurance industry (stings: are they impatient? • Analyzing stalling orgarvxafian,. suppression, and EMS needs; s:00 Wrap -sip and Reception p.m. Register Today Invest just One day of your time and gel catalog of your local budget. Join the new bread of local leaders who can squeeze Ilia most Out of every dollar. Registration Information To register, ha out the attached lam and return it. in an envelope, with yarr check a money, Wool to: Policy Leadership InstiMe National League of Cities 1301 Pennsylvania Avenue, N.W. Washington, O.C. 20081 Please make checks payable to the National League of Cities. The deadline lot advance rogtsualion Is July 19, 1902. After lost dale yon must call the Polity Leadership Institute stall at 1202) 6263110 W register ori vie. Your registrabon rare covers too cost of Miller - once m ilerlals, luncheons, facilities, and faculty. Registration lees are $601W cities which are ON. reel members of file National League at Oflos, $75 IW other local officials, and if00lot all dliar pahicipanls, A special registration las at 1150 is available to the second and subsequent alien- does Irorn the same community. Refund requests mist be received one week prior to the seaamr dale. You are rospmsiblo for making your own hotel reservations, it needed, at the propodies kslod on Its front of Ilio brochwo. taRorILI4E0 DY JORM MICRbLAB CEDAR RAPIDS • DES Id013ES. I �toGv N D ti 7 J Form �„^'�'O h _Chicago —Minneapolis Elizabeth, N.J. --Newport, R.I. mm M 7706 city or Orgm9r+dan Addles State ZIP TeAphonel I r run •+w:w mr repsmnan r« d: O »•+ar m.m• �N4 MCYCi+4 pY JIW 4YaH/1 I.E�w'/A.a•,,enF lwv [M.ti.• r J I14Y�vYbY Jb4 Ymow fI .1.• V•.w•Od vuC�N��IYP.tlC WW"]].. .1r•.•M•� p�P H. rlaf Yes mdm.. •ecm O M"I+mn corm b earn pwmcu+ ti •A•Y q••YI••r Y1 Y•.•�•�•w NO NU.%•C Infws r Y 'W, L•.9.• d Oaf WS Vm.D•. A•Y4.. M. W. w.dYp�on. o.c. 20001 wm �� 8 •� zg v � $Es as 3 � m3� ��s�8� �s �, .m ti = al— mN.9gs g 51i C q $ �. b •� g a ►�v -g3 O= A 35$ 6. -0 dmq uD yYM mZe 44 .i albEli -.0 mem -mea m s `W'g amorQ q tr (!Q 3m$$ 5 .4a25 Si ma ` $Eean�34 N�t��y�� • ARN • ��.GN 3 � ��g � e` _m�L��a B�cN¢'Smm3��mgC m�a m YG �S$1W�$E= a �5 aaaNB �q� Oi• p �y B��m � � I.S ami. m3i> m.p �• m N `7 „9— CQ1 mOC� d 0� s Ys �r9Aa1 Esii '10 IA E nCLC w C ~ MICROr ILI4C0 DY J JORM MICRbLAB J CEDAR RAPIDS •DES 1401 YES i j i ff" r I I CITY OF IOWA CITY CIVIC CENTER 410 E. WASHNGTON ST. IOWA CITY, IOWA 52240 (319) 356-5000 PRESS RELEASE June 25, 1982 The Iowa City Housing Authority (ICHA) has received 30 units from the U.S. Department of Housing & Urban Development for the Section 8 Moderate ' Rehabilitation Program. The Program is designed to help owners rehabilitate their properties and to provide rental assistance to the tenants of the rehabilitated units. Housing units eligible for the program must have a major building system (roof, furnace, etc.) which is in need of repair, or requires at least $1000.00 of work per unit to bring the building up to HUD minimum standards. Assistance will be J provided to the landlord in securing a loan to rehabilitate the property. A system of principal reduction payments will be available for qualified units and property owners. Rent payments may be 20% higher than those in the Section 8 Existing Housing Program. Rental assistance payments for eligible families over a 15 year period will be guaranteed. Annual adjustments to provide for increases in expenses will be provided. Unpaid rent, vacancies and damages may be compensated for. Eligible tenants are families, elderly persons or handicapped persons whose income is below 80% of the City median income. Owners who are interested in the program should contact Lyle Seydel at the Civic Center, 410 East Washington, Iowa City, Iowa 52240, (319) 356-5136. // 6 r .i l III CROT WILD BY JORM MIC RbLAB ? 1 � CEDAR RAPIDS DES MOINES. j CITY OF IOWA CITY CIVIC CENTER 410 E. WASHNGTON ST. IOWA CITY, IOWA 52240 (319) 356-5CL'X3 June 22, 1982 Mr. John Cruise Barker, Cruise & Kennedy 311 Iowa Avenue Iowa City, Iowa 52240 Re: Old Public Library Site Bid Dear Mr. Cruise: The City has accepted the materials submitted on June 4, 1982, by GWG Investments and Agri Services and Information Services, Inc. and AGRI Library Associates, Inc. as bids for the Old Public Library Site and the adjacent parking lot. As per the Offering documents, the City is now requesting additional information regarding your bid. This information, which should be in written narrative form, is to be submitted no later than 5:00 P.M., July 1, 1982, to, the City Clerk, 410 E. Washington Street, Iowa City, Iowa 52240 with a notation "ADDITIONAL INFORMATION - OLD PUBLIC LIBRARY BID" on the envelope front. The written narrative to be submitted shall include: 1. Confirmation that you are the contact person for GWG Investments whose principals are Allen J. Wolfe,'Joseph Glasgow and Bruce Glasgow. 2. More specific information on the intended usage of the building. The City desires letters or other documentation from potential lessors. 3. Confirmation that GWG Investments will not be requesting Industrial Revenue Bonds for this project. 4. A detailed cost estimate which supports $300,000 as being sufficient to renovate and rehabilitate the building. Your proposal deleted the provision providing for a required investment and "reasonable progress." A detailed cost estimate could satisfy the investment requirement. However, "reasonable progress" is deemed to be a requirement which the City is not interested in waiving. The City desires that the project be completed expeditiously. The City might consider a slightly longer period if it can be justified. The time period is required because the City does not wish to have a building remain vacant and/or held for speculation. 5. An explanation as to what use(s) are proposed for the adjacent parking lot. If the lot is purchased, is there a future intent to build on the lot? If so, will that development be integrated with the existing development? In the case of a lease, what is the maximum length you would consider, and an estimation of the terms you are willing to offer. / b+ICRorILMED BY J JORM MICROLAB I j CEDAR RAPIDS • DES MOVIES _ 1 r Mr. Cruise June 22, 3982 Page 2 As was stated previously, this information is due no later than 5:00 P.M. on July 1, 1982. If this information is not available by this time, the City will no longer consider the GWG Investments bid for the Old Public Library property and the adjacent parking lot. Sincerely, 46� h� Andrea Hauer Development Coordinator tp/sp cc: Neal G. Berlin, City Manager Robert Jansen, City Attorney City Council Bruce Glasgow Joseph Glasgow Allen Wolfe !r � MICROEI LI4ED 6Y JORM MICR46LA13 ' CEDAR RAPIDS DES MOINES _. . J //F4 r 91 June 17, 1982 Ms. Jo Anne Neuzil Rural Route 1 Riverside, Iowa 52327 Mr. Donald Kerf Box 144 Rural Route 4 Iowa City, Iowa 52240 Re: Old Public Library Site Bid Dear Ms. Neuzil and Mr. Kerf: The City has accepted the materials submitted on June 4, 1982, by GWG Investment and AGRI Services and Information Services Inc., and AGRI Library Associates Inc. as bids for the Old Public Library site and the adjacent parking lot. As per the Offering documents, the City is now requesting additional information regarding your bid. This information which should be in written narrative form, is to be submitted no later than the end of business day on July 1, 1982, to the City Clerk, 410 East Washington Street, Iowa City, Iowa 52240 with a notation "ADDITIONAL INFORMATION - OLD PUBLIC LIBRARY BID" on the envelope front. The written narrative to be submitted shall include: 1.. The names and addresses of the principals and a contact person or other representatives that should be contacted with regard to this bid. 2. Confirmation that the name of the offeror is AGRI Services & Information Services Inc. and AGRI Library Associates Inc. 3. Confirmation that the building will be used totally for offices. 4. Total estimated cost of improvements and a schedule as to when the improvements will be completed. 5. The probable amount and source of financing for the project, as well as any assumptions regarding the financing terms. 6. A proposed timetable for the conveyance of the title of the property. This timetable should include specific dates for the submission of preliminary design plans and final construction plans. MICROFILMED BY i I � JORM MIC RALA B 1 CEDAR RAPIDS DES MOMS i I i _ a 114 1 r Ms. Neuzil Mr. Kerf Page 2 7. Information regarding the principals' background and experience. This narrative should include information on previous projects, especially those of a similar nature to this proposal. 8. Information regarding leasing commitments; the City desires letters or other documentation from potential lessors in the building. 9. Other information relevant to the bid. With regard to use of the adjacent parking lot, the following information in narrative form is requested: 1. The use or uses proposed. 2. The square footage of the proposed use(s). 3. The total estimated cost of the improvements. 4. The probable amount and source of financing for the development of the property. State any specific assumptions which have been made concerning the financing terms deemed necessary for the proposed project. S. The proposed timetable for conveyance of title to the land and construction/renovation of the development. This timetable shall include dates for submission.of preliminary design plans and final construction plans. 6. An explanation of how this project will integrate with the library building development. 7. Letters or other documentation from potential tenants/lessors. As was stated previously, this information is due no later than 5:00 P.M. on July 1, 1982. In addition,.a certified check, cashier's check or money order for ten percent of the minimum bid shall be forthcoming at that time. If the foregoing information and deposit are not available at that time, the City will be required to reject the AGRI Services, et al, bid for the Old Public Library property and the adjacent parking lot. Sincerely, Andrea Hauer Development Coordinator bdw/sp cc: Neal G. Berlin, City Manager Robert Jansen, City Attorney City Council mcRor ILIIED By JORM MICR#LA[3- CEDAR RAPIDS • DES 14014ES 06 S J r Aty of lows City ..jure d P Date: June 28, 1982 To: Charles Schmadeke, Director of Public Works From: Dan Holderness, Civil Engineered Re: Melrose Avenue Water Main Extension The flows that could be expected at the Johnson County Home fire hydrant, based on a 20 psi residual pressure in the water main, for various sizes of pipes are as follows: 6" 190 to 275 GPM 8" 420 to 575 GPM 10" 740 to 1025 GPM 12" 1200 to 1800 GPM The Iowa Department of Environmental Quality 'Construction Criteria require the minimum flows for water mains serving fire hydrants to be 500 GPM with 20 psi residual pressure. Flow rate values for the various sizes of pipe were determined using the Hazen -Williams formula for pipe flow. This formula accounts for the following factors: length of pipe, size of pipe, elevation difference, pipe surface roughness, fittings, velocity, and pressure. Another alternative for providing City water service to the County Home is to run a water main from the proposed Hunter's Run Subdivision north of Rohret Road to the County Home. Upon study of this alternative, the elevation differences and length of pipe required for this alternative and the Melrose Avenue project are approximately the same. Flow rates and pressures at the County Home could not be determined for this alternative because the required initial flows and pressures at Hunter's Run Subdivision cannot be determined until the Rohret Road water main is installed. cc: Doug Boothroy Bruce Knight bj5/10 r,icroriwu By JORM MICRdLAB J j CEDAR RAPIDS • DES MOINES Ild 7 r City of Iowa City MEMORANDUM DATE: July 2, 1982 TO: City Council FROM: City Manager RE: Material in Friday's Packet Memorandum from Council Member Erdahl regarding City Council salary L/ increases. Memorandum from the City Manager regarding Blue Cross/Blue Shield coverage for retiring employees. Memorandum from the Assistant City Manager regarding the energy coordinator Memorandum from the Director of Planning and Program Development regarding staffing of Resources Conservation Commission. Memorandum from the JCCOG Transportation Planner regarding FHWA sponsored transportation planning case study. —14 Copy of letter from the City Manager to Home Town Dairies. 1L' Copy of letter from the City Manager to Alan R. Bohanan regarding zero lot line ordinance. �1 Calendar for July 1982. I ICRUILMED DY � JORM MIC R(SLAB CEDAR RAPIDS DES MOINES a 1 J� r City of Iowa City MEMORANDUM Date: July 1, 1982 To: Mayor and City Council Members From: Clemens Erdahl Re: Proposal for City Council Salary Increases During the budget discussions in January, I raised the issue of Council salary increases. At that time, Mayor Neuhauser stated she would like to discuss the matter further. She asked me to prepare a proposal for discussion purposes. I, in turn, asked Dale Helling to gather some statistics for me. I told Dale there was no rush on this matter since we cannot change the salaries for the present Council. I am not submitting the supporting documentation with this proposal, but I would be happy to share the sheet of statistics which Dale prepared for me. When Mr. Perret worked on this issue, some unfair comments were made about his interest in increasing salaries because he would have been serving during the period of increase. I supported him in his efforts at that time despite the fact that I was not planning to run for re-election. Although I have an obvious self-interest in whatever the majority decision may be regarding this issue, I consider my preparation of this proposal to be part of doing my job. This memo is just one of the many necessary tasks performed by Council members which do not show up on any time sheet. Certainly, running for re-election while trying to run a new business cost me a great deal --more than a year's Council salary at the present rate. Before announcing my candidacy, I spoke. with a number of potential candidates. A major reason several of them gave for not running was that, given the present level of compensation, they couldn't afford the time away from their businesses and families. During the recent City Manager evaluation, there wa' a good deal of self- criticism by Council members. Issues were raised about spending the time necessary to direct the City Manager and his staff and to ensure that items be thoroughly researched before being placed on the agenda. I believe it is extremely important that the individuals elected to serve on the City Council be viewed by the entire city as the people who finally decide on the directions which Iowa City will take. In our society, whether we like it or not, the compensation one receives does define to a great extent the importance of the job one holds. More importantly, the amount of compensation will necessarily dictate the amount of time one can afford to spend working at appointed tasks. In order to maintain the quality and quantity of performance by those serving as Council members, I believe the time has come to raise the salaries. The issue of raising one's own salary will always be politically sensitive. Because of the inherent conflict of interest, the law provides that a change in compensation of Council* members shall become effective MICROFILMED BY JORM MICROLA j CEDAR RAPIDS • DES MOINES 1 r for all Council members at the beginning of the term of the Council members elected at the election next following the change in compensation. [The Code, 9372.13(8)] If a substantial raise were approved at this time, only a minority of present members of the Council would necessarily benefit from that increase. Some Council members in the past have indicated that they do not wish to change Council salaries at all. They want to be able to explain small salary increases in other City positions. While this is certainly an admirable and consistent position, it should be noted that the average City employee's salary has been raised by approximately seventy-eight percent (78%) since the last City Council salary increase was approved. The 1975 vote to raise Council salaries came eleven (11) years after what was at that time the last previous City Council pay raise. In order to provide for an equitable salary, it was necessary in 1976 to make an increase of over one hundred percent (100%). The longer we go without raising the Council salaries, the greater the increase which will be necessary to establish parity. 1 propose that we make a substantial salary increase to take effect in two steps. This approach was taken in 1976 when the salary was first increased to $175 a month as of January 1, 1976, and then $350 a month as of July 1, 1976. In addition, I feel that it is very important that we establish some regular procedure for consideration of more modest salary increases every two years. I would suggest that during the budget deliberations preceeding an election, a suggested raise of eight percent (8%) for the following two years (4% per annum) be placed in the budget. Although the Council could -always decide to reduce or eliminate the percentage increase, it would automatically be eliminated if the increase in the consumer price index for the previous year was below four percent (4%). VALUE OF THE PRESENT SALARY The present salary was approved by a vote in May 1975. Valued by the purchasing power of 1975, $4,200 is now worth approximately $2,330. In other words, inflation has cut the purchasing power of the Council salary almost in half. This level of salary, by law, will continue for another year and a half. At that time it will probably be worth less than half of what it represented when it was first approved. During the same period, the average City employee's salary has increased by approximately the same percentage as the percentage increase in the consumer price index. My impression is that Council work has not decreased. If anything, it has increased. While some committees take little time, others take a great deal of time. In passing, I would note that Ms. Dixon had to use up vacation time to serve on the City Assessor's Selection Committee. I, myself, have averaged about five evenings every two weeks at Council related meetings for most of this Spring. That is a substantial demand, not only on the Council member, but on his or her family. Demands upon time should be justly compensated. j, MICROFILMED DY JORM MIC ROLAB -� j CEDAR RAPIDS • DES MOINES I 1 r mac:... r� 3 After the budget deliberations were over this year, the need for Hotel - Department Store Complex meetings arose. While things should slow down this summer, the zoning ordinance will obviously demand extra meetings and more work. I would also add that most meetings are not passive events. They require a good deal of preparation, great concentration and often some period of time to unwind from the tension of the meeting. Employees who are on call beyond 40 hours a week are. usually given compensation for that extra demand. Council members are always on call at home or at work. In addition, good meetings demand good preparation. If a member is overworked for the compensation given, preparation is the first thing to suffer. For all of these reasons, I think we should give ourselves credit for the job we are trying to perform. I would hope that all Council members would recognize that our work is worth more than half -pay. I hope you will agree that we must provide a decent salary for future Councils, so that their efforts will not be half - rate. Personally, I see no reason to increase the differential between the mayor's salary and that of any other Council member. I feel Council members' salaries should be raised 80 percent to restore the purchasing power that they once had. However, I do not sense agreement by all Council members on those two points. Therefore, I am proposing the following compromise: EFFECTIVE DATE January 1, 1984 July 1, 1984 COUNCIL $5,800 (+31%) 6,800 (+17%) MAYOR $6,800 (+40%) 7,800 (+15%) To be proposed for Council approval or denial during the 1986 Fiscal Year Budget: July 1, 1986 7,344 (+8%) 8,424 (+8%) Thank you for taking the time to consider this memorandum. I hope it will lead to productive discussion of the issues submitted. bdw/sp r- MICROFILMED BY -JORM MIC RClLABi CEDAR RAPIDS DES MOINES I i IM I r City of Iowa CitO MEMORANDUM Date: June 28, 1982 To: City \\``Council From: City anager Re: Blue Cross/Blue Shield Coverage for Retiring Employees After reviewing our employee BC/BS coverage and associated costs, an administrative change will be made in the eligibility of retirees. Since the 1960's, retiring employees have been allowed to remain members of the City's BC/BS group with the employee assuming responsibility for premium payment. Costs for medicare eligible retirees (17 of our 21 current retirees) are the same whether the employee is on the City's coverage or purchasing 'coverage independent of our group. Premium costs for non - medicare eligible (under 65 years of age) are $921 annually for single coverage if qualifying with good health, or $1,683 if not qualified and are.$403.92 under the City's group rates. The City's group rates have consistently been good compared to other groups because of the characteristics of our employee group. However, retirement aged persons generally can be pointed to as a high risk in terms of 'greatly higher hospitalization and associated costs. Their inclusion in our group seems to adversely affect the City's costs of providing employee health insurance. For a number of years BC/BS has recommended that we discontinue permitting the inclusion of retirees in our group. The practice of allowing retirees to remain in our group is not included'in our labor contracts, is not a mandatory subject of bargaining, and is very uncommon among both public and private sector employers. BC/BS, itself a large employer, does not allow its own retirees to remain members of its employee group. The change contemplated would allow all employees retiring before December 31, 1982, the option of retaining coverage under the City's group but would discontinue this option for those retiring after that date. All employees would still retain the option of converting from the City's group to comparable independent BC/BS coverage without having to submit proof of insurability (which would carry the risk of discontinuing the coverage for those in poor health) if the conversion is completed within 30 days. bj5/13 f MICRO(ILMED BY JORM MICROLA9 1 CEDAR RAPIDS DES MOINES I II f9 1 J City of Iowa Cit. MEMORANDUM Date: June 28, 1982 To: City Council From: Assistant City Manager Re: Energy Coordinator Attached to this memorandum is a copy of the revised job description for the Energy Coordinator. The position will become half-time and has been reclassified to Grade A of the administrative pay plan. Primary duties of the Energy Coordinator will be: 1. To conduct periodic follow-up energy audits to monitor -implementation *of those energy conservation measures recommended in previous energy audits and to identify additional energy saving measures; 2. To record and process all City government energy use data and prepare monthly or quarterly summary reports for all user departments and divisions; 3. To continue to promote energy conservation awareness within the City operations. Resumption of the Energy Saver News on a periodic basis is one method by which th s could be accomplished; 4. To assist all departments and divisions with problems or concerns relating to energy use and conservation. This will include reviewing plans and specifications for all new buildings, remodeling projects, and major equipment purchases. This will also involve some research and review of current literature in order to maintain up-to-date knowledge regarding energy saving equipment, methods, and practices; 5. To perform a variety of other duties as assigned. Precisely what these other duties are will depend in part on the qualifications and abilities of the person hired to fill this position. Consistent with Council's discussion during the FY83 budget reviews, I am proposing that the responsibility for staffing the Resources Conservation Commission be removed from the Energy Coordinator and be transferred to the Department of Planning and Program Development. This duty would be deleted from the attached job description. Your information packet contains a memorandum from Don Schmeiser explaining how his department will integrate staffing of the Commission into its normal function. Please note that you also received last week a document entitled Communit'y Energy Use Report from the Resources Conservation Commission. This document includes a request for the staffing change referred to above. MICRVILMED DY JORM MIC R6L AE ! � CEDAR RAPIDS D[5 M01Y[S I i i _ J Iqo 1 2 I believe it is extremely important that the energy audit and monitoring programs be continued at a level which will ensure maximum implementation of the energy conservation measures we have previously identified. As energy costs continue to rise, potential savings become more and more critical. I believe the above plan will provide adequate energy use coordination and monitoring throughout City operations to ensure that energy cost savings will, in the future, substantially exceed all current as well as prior investments by the City in energy conservation efforts. In the absence of any objections and with concurrence from Council, we will proceed as outlined above. cc: Neal Berlin Don Schmeiser bj/sp W 1 MICRornnED BY --JORM MIC R#LAO' _l CEDAR RAPIDS • DES MOINES I 1)50 J r City of Iowa cit. MEMORANDUM Date: July 2, 1982 To: City Con 1 From: Don Sch Re: Staffing of Resources Conservation Commission Should the City Council resolve to transfer staffing of the Commission to the Department of Planning and Program Development, at least an additional one-quarter of a staffperson's time will be required to provide the necessary support. The additional time allocation would be gained by either increasing a permanent part-time Planner's hours by one-quarter or by employing an additional staffperson at one-quarter time. There presently exist ten non -administrative professional planners within the department working an equivalent of eight full-time employees. Four are permanent part-time employees ,of which two work half-time, one at three-quarters time, and one at one-quarter time. My preference is to increase a part-time planner's hours by one-quarter; it is very difficult to locate a qualified person willing to -work one-quarter time. The disadvantage is -that resources conservation constitutes a different area of planning than in what existing staff have expertise. There are, however, at least two employees that have some interest in resources conservation, and as a last resort, we would employ an additional person quarter time. Support of the Resources Conservation Commission will also require additional clerical assistance. It is assumed that the Commission would not be meeting to such an extent that another clerical person would be needed. However, to the extent that the Commission meets more than once a month or every two months, an additional part-time person may have to be employed. In every other aspect, support will be provided to the Resources Conservation Commission in the same manner that support is provided to the Riverfront Commission. bdw4/lo 1 I I nlCRonu;ED BY I I JORM MICR6LA9 1 j CEDAR RAPIDS •DES MOINES I //V 1 r CITY OF IOWA CITY CLASSIFICATION DESCRIPTION TITLE: Energy Coordinator BASIC FUNCTION AND RESPONSIBILITY To direct the operation of the City Energy Conservation program. CHARACTERISTIC DUTIES AND RESPONSIBILITIES Conduct follow-up energy audits of City buildings. Compile and analyze energy use of City buildings and vehicles, and prepare quarterly energy use reports to City departments/divisions. Prepare recommendations identifying energy conservation opportunities and coordinate implementation of accepted recommendations. Develop budget requests and division goals, and review and approve division operating expenditures. Interview and recommend the employment of interns. i Plan, assign and review the work of interns. Respond to requests for technical assistance and information from other City departments and members of the public. �} Provide support services to Resources Conservation Commission. / Review plans and specifications for all new or remodeled City buildings, s and maintain building records. SUPERVISION RECEIVED General supervision is received from the Assistant City Manager. SUPERVISION EXERCISED Administrative and functional supervision exercised over 1-2 part-time interns. QUALIFICATIONS Bachelors degree in Public or Business Administration, Engineering, or related area, which included coursework in energy conservation is preferred. One year of experience in energy conservation is preferred. 11V i MICRUILMED BY i JORM MICR¢LAB- CEDAR RAPIDS DES MOINES 1 r Johnson Cc.,.nty Council of Governmcnts %410E.Mshingwa. bdva City, bwa 52240 t gate: June 30, 1982 To: JCCOG Board of Directors From: John Lundell, Transportation Planner Re: FHWA Sponsored Transportation Planning Case Study The Iowa City Urbanized Area has been selected by the Federal Highway Administration (FHWA) as one of two cities in the nation to participate in a "Small Urbanized Area Transportation Planning Case Study." Iowa City and a communtiy in Arkansas were the only two urbanized areas selected from a long list of nominations. The Iowa Department of Transportation (IOOT) nominated the Iowa City Area for the reasons contained in their February 2, 1982, memo (attached). On July 7 officials from the Federal Highway Administration offices in Washington, D.C., Kansas City, and Ames along with officials from the Iowa Department of Transportation will be in Iowa City to meet with the Transportation Planning Division staff. A work program for the case study will be developed at that time. The FHWA feels there is a need to develop simplified and cost effective transportation planning techniques to use in "small" urbanized areas, (i. e., 50,000-200,000 population). They believe that a case study with emphasis on problem solving through the application of cost effective simplified planning procedures is the best medium for meeting this need. The objectives of this case study are: 1. To stress the need for developing planning programs tailored specifically to the conditions and characteristics of each small urbanized area. 2. To present planning procedures that support issue oriented planning programs. 3. To illustrate, through the case study, the application of simplified planning techniques which are more cost effective than the traditional computer oriented planning methodology. I anticipate that much of the actual work load will be borne by IDOT personnel. However, I am certain that the case study will require some JCCOG staff time to coordinate the effort in this area. The FHWA has provided $38,000 for the Iowa City case study, some of which may be passed through to JCCOG. One of the end products of this case study will be a professionally produced slide show presentation program featuring the Iowa City area which will be used nationwide by transportation officials to promote the cost effectiveness of using simplified planning techniques. I will discuss this project further at the next JCCOG Board meeting. Should you have any questions before then please feel free to contact me. cc: Don Schmeiser, Director 111CRDERNED BY -JORM MICR61LAB J i CEDAR RAPIDS DES MOINES 11 L 57 I r IOlh�a DEi';tF.Tfi:::�dT CP TRDJ`:4FC?i:T:,'IiOh To Otliv: Federal Highway Administration Date February 2, 1982 A+smo" H. A. Willard, Division Administrator From C. I. MacGillivray, Director Office Planning and Research Division Ref. No. 708.540 subixl Letter of Interest--"Sahall Urbanized Area Transportation Planning Case Study" In response to the January 19, 1982, memorandum IIPT-07 from Ronald J. Rogers, the Inw!t DOT htcnld like to eepresq intrwt!,;i; in tha cuhiect St,dv to develop cost- effective planning techniques in a small urbanized area. We vrould propose to develop a rase study of planning efforts involving the Iowa City Urbanizedrrea, which is Iov:a's recently -designated new urbanized area resulting from the 19I!0 census. The Iowa City area is proposed for the case study for the following reasons: 1. The area has participated in a transportation planning process beginning with a full comprehensive origin -destination survey completed in 1964. 2. Traditional computerized model development and forecasting work �. has been completed, and a proposed 1995 Plan has been developed which would serve as an alternative comparison "base" to a new approach. i 3. There are three successful transit operations in operation, within the area. The Coralville and Iowa City systems together annually carry 2,736,000 one-way trips over 966,000 miles of operation, and coordinate cervices with the University of 'Iowa's shuttle service to the campus community. 4. The designation of an NPO, the Johnsr..n rnunty fnuncil of Governments (JCCOG), has been accomplished, and the i1PO has an excellent staff assembled to carry out transportation planning in the area. 5. The Iowa DOT has been 'involved it the previous planning efforts through technical assistance and computer service, and has an established working relationship with the EPO and its predecessor, the Johnson County Rrgionai Planning Commission. If you have quest�ions.or neLd furthr-r information, please contact Gunnar Rorbakken of the Office of Advance Planning at 239-1312. C. I. i+acGillivray CIM:DG1•I: PcPl:RIP a Di rector cc: Gunnar Ro'rbatken Planning oA Research Division Office of Advance Planning Drnlid Schucisrr, Direct:nr 1;y Ikm,Ull C. V.rd, I'ilcla,, iiicnor]LnED BY i -JORM MIC RbL AB CEDAR RAPIDS • DES 140I4ES I I i 7 r June 29, 1982 Mr. Wendell Meggitt Home Town Dairies, Inc. Box 2326 Iowa City, Iowa 52244 Dear Mr. Meggitt: The City Council again discussed the matter of Home Town Dairies and appreciates any effort which you have already undertaken to reduce the level of noise. The City Council indicated that before official j enforcement of the ordinahce begins in approximately 90 days, it will ! review the additional efforts that have been undertaken by Home Town Dairies. r I recently received a copy of the letter from Andrew Isserman. The suggestions which he makes in his letter certainly appear desirable to pursue. If the City can be of assistance to you in meeting with the neighbors and developing some proposals for resolving these longstanding issues, I would be happy to meet with you at your earliest convenience. Sincerely yours, I Neal G. Berlin City'Manager bdw/sp cc: Andrew Isserman William Meardon City Council MICROFILMED BY "DORM MIC R¢LAB-� CEDAR RAPIDS DES M014ES I /M 9 Caro, _ i Court Iowa City, IA 52240 June 22, 1982 :Ar. Wendell Meggitt REC�;''r D ; ^ � 1922 Home Town Dairies, Inc. Box 2326, 1109'N. Dodge Iowa City, IA 52244 Dear Mr. Neggitt: I wish to repeat the suggestion that I made to you informally in your narking lot last week. I believe that both Home Town Dairies and the nearby residents would benefit if you Dreoared a site development plan which (a) helped you to utilize your land more efficiently and (b) reduced the detrimental impact of your operations on your neighbors. The new plan may involve closing a street, creating new ones, erecting sound barriers, providing less parking places, and other characteristics which may require variances or other City action. If the plan is prepared sensitively, the Dairies should be able to request these variances with the support of most residents. This suggestion. is, I believe, in the spirit of Mr. Berlin's letter of January 18. I hope that we can take this opportunity to improve the situation for all involved. I appreciate very much your recent efforts to park your trucks in a way that generates less noise at m' home. Apparently the remaining mise there can be traced to the location of five or less of your freestanding refriger- ation. trailers. Presumably an adequate mise fence between part of your truck parking area and the adjoining residential land can solve the mise Droblem on Caroline Court entirely. Similarly, replacing part of St. Clement's with another route would appear to solve the traffic -related problems of residents of that street (as well as giving the Dairies more usable soace). A series of discussions with residents or a survey -- conducted either by you or an intermediary -- could identify what causes the other problems Derceived by your neighbors. A reasonable, economically feasible set of imorovements may mitigate the adverse effects. Incorporating these improve - Monts into the new plan will, I hope, result in a plan supported by most residents involved. The City also may be able to contribute to the betterment of our present- situation. I personally am prepared to meet with you and to assist in the development of a site plan which of both Home Town Dairies and its neighbors. Sincerely, AVb4$w1W Ah raw M. Isserman cc:Neal Berlin Jnhn'• Bal mer Rate Dickson Clemens Erdahl Larry Lvnch John iicDonald Mart Neuhauser David Perrot to do anything that I can will address the concerns 1 MICROCILI<ED BY JORM MICR46LA13 I CEDAR RAPIDS • DES MOINES 1193 J S M June 29, 1982 Mr. Alan R. Bohanan Lucas, Nolan, Bohanan & Moen 405 Iowa State Bank Building Iowa City, Iowa 52240 Dear Mr. Bohanan: On April 13, 1982, you wrote to the City Council regarding the imple- mentation of a Zero Lot Line Ordinance. You were informed in rely letter Of May 12, 1982, that the City Council referred this request to the Planning and Zoning Commission for recommendation. The Commission has now recommended that this matter be deferred until the adoption of a new zoning ordinance. If you have any questions concerning this matter, please call me. Sincerely yours, Neal G. Berlin City Manager Is cc: City Council City Clerk Don Schmeiser //9fe •i MICRorILnED DY JORM MIC R41LI NES 1 f CEDAR RAPIDS DES i401aE5 „� I I r CITY CHIC CENTER OF 410 E. WASHINGTON ST. June 29, 1982 IOWA CITY IOWA CITY, IOWA 52240 (319) 356-500C) Mr. Alan R. Bohanan Lucas, Nolan, Bohanan & Moen 405 Iowa State Bank Building Iowa City, Iowa 52240 Dear Mr. Bohanan: On April 13, 1982, you wrote to the City Council regarding the imple- mentation of a Zero Lot Line Ordinance. You were informed in my letter of May 12, 1982, that the City Council referred this request to the Planning and Zoning Commission for recommendation. The Commission has i now recommended that this matter be deferred until the adoption of a new zoning ordinance. • I If you have any questions concerning this matter, please call me. I Sincerel ours, Neal G. Berlin City Manager t is cc: City Council City Clerk Don Schmeiser .I MICRDEIUIED BY -JORM MICROLAW _I CEDAR RAI'1DS •DES 110MES � I r 0-4 r .RI I 7 mcROEILMED BY JORM MICR46LAB ] � CEDAR RANDS DES t40IIVE5 � i I i i a fn T U! TH F S / � 3 8AM-Magistrate Court (Chambers) 3PM-Se for Center Comm (Senior Ctr) 2PM-Interviews for 7:30PM-Formal P&Z Transit Mgr (Chambers) (Conf Room) /I T 5 710AM-Staff Mtg Jf 9 �O 8AM-Interviews for (Conf Room) 8AM-Magistrate Court (Chambers) HOLIDAY Police Officer 2noon-CCN (Public (Conf Room) Library, Room A) 4PM-Broadband Tele :30PM-Session for Comm (Conf Room) Developerps & Bldrs 4:30PM-Board of 7PM-Informal rehav�ers7 Housng Adjustment (Chamb) Council (Conf Rm) 7:30PM-Council 30PM-Ho sin Comm (Eng Cons Roem) (Chambers) n /A / y 8AM-Magistrate 8AM-Housing Appeals - lOAMStaff Meeting g SAM -Magistrate Court (Chambers) Court (Chambers) Board (Conf Room) (Conf Room) 7:30PM-Airport Com (Conf Room) 7PM-Informal 7:30PM-Formal P&Z Council (Conf Rm) (Chambers) 7:30PM-Informal 7PM-Parks & Rao P&Z (Law Library) Comm (Rec Ctr) Al AX .23 BAM-Magistrate LOAM -Staff Meeting 8AM-Magistrate Court (Chambers) 4PM-Broadband Tele (Conf Room) Court (Chambers) Comm (Conf Room) 4PM-Library Board :30PM-Informal 7:30PM-Council (Library Conf Rm) Council (Conf Rm) (Chambers) 7PM-Resources Conservation Comm (Conf Room) �S 6 a7 AY A9 30 31 SAM -Magistrate LOAM -Staff Meeting Court (Chambers) (Conf Room) 7PM-Informal Council (Conf Rm) 7CommM(LawaLibrSryV _ mcROEILMED BY JORM MICR46LAB ] � CEDAR RANDS DES t40IIVE5 � i I i i a CITY CONFERENCE BOARD JUNE 30, 1982 CITY CONFERENCE BOARD: June 30, 1982, at noon, in the Conference Room at the Civic Center. Mayor Pro tem Perret presiding. IOWA CITY COUNCILMEMBERS PRESENT: Perret IOWA CITY COMMUNITY SCHOOLBOARD MEMBERS PRESENT: Cannon, Cilek JOHNSON COUNTY BOARD OF SUPERVISORS PRESENT: Langenberg, Sehr, Ockenfels STAFFMEMBERS PRESENT: City Assessor Hudson, City Clerk Stolfus, Asst. City Attorney Brown, Human Rel. Director Carroll, Asst. City Manager Helling. TAPE-RECORDED ON Reel N82-15, Side 1, 18-285. The Clerk advised that a quorum was present for the County and the Schoolboard. Public Hearing was held on the budget amendment as outlined in the memo from the City Assessor to the Conference Board. Hudson explained further and asked for an increase from $35,000 to $45,000 in the Special Appraiser's budget. Moved by the Schoolboard, seconded by the County, -to amend the current budget ending June 30, 1982 by increasing the Special Appraiser's budget from $35,000 to $45,000, and adopt the budget as amended. The Mayor Pro tem declared the motion carried, 2/0, City absent. Hudson outlined the City and County policies on disposal of surplus equipment. Moved by the Schoolboard, seconded by the County that the present surplus equip- ment be disposed of according to the judgment of the City Assessor, the proceeds to go back into the City Assessor's funds, and in the future, any surplus equip- ment would be added to the City's auction process, proceeds to go into the City Assessor's funds. The Mayor Pro tem declared the motion carried, 2/0, City absent. Mayor Pro tem Perret noted that the letter regarding compensation for mileage for Ernest Lund requested $42.20 for three trips. Other candidates were not reimbursed, and did not ask to be reimbursed. No policy was stated in advance. Hudson commented that other cities had reimbursed applicants. The City policy of reimbursement for technical or professional applicants was explained. Usually the policy is stated in advance. Carroll commented that two of Lund's requests were for the initial interview and the City's interview, but the third one was an information notice that the Conference Board was meeting. Moved by the Schoolboard, seconded by the County, to reimburse Lund for the first two trips only. The Mayor Pro tem declared the motion carried, 2/0, City absent. The County Supervisors present questioned the cost -of -living item as presented in the budget by Belger in December. Their impression was that every person would get a 6% raise. Hudson thought that the 6% was an overall increase figure added to the budget because of the unknowns at that time. All salaries have previously been based on the City Assessor's salary, and elected officials can only pay the First Deputy 80% of the Asssessor's salary, and the Second Deputy 70% of the Assessor's salary. Cilek is not on the list for eligible deputies as he did not take the test. Asst. City Attorney Brown advised that the law directs the Assessor to provide an itemized budget for his salary and that of his deputies, the rest of the office salaries is a lump sum. Hudson had dis- cussed salary implications with Carroll. The County stated that they wished to MICROFILMED BY � JORM MIC ROLAB � CEDAR RAI -IDS • DES MOINES ii J fr Page 2 voice their displeasure that two long-term employees were not getting the 6% raise. Moved by the Schoolboard, seconded by the County, to adjourn, 12:40 P.M. Minutes prepared by the City Clerk, Abbie Stolfus. 1 111CROF ILtdED BY f -""JORM-MICRbL4B CEDAR RAPIDS • DES MOINES