HomeMy WebLinkAbout1982-10-12 Info PacketM _ 1
City of Iowa City
MEMORANDUM =
Date: October 5, 1982
To: CitCouncil
From: Cot anager
Re: Future - Attached Articles
Attached are two "future -looking" articles which you may find
interesting.
cc: Clayton Ringgenberg
Rosemary Vitosh
bjl/13
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141CROrILMED BY
JORM MICR6LA13 -j
' CEDAR RAPIDS DES MOINES
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SOLS sr/://G�p r—
'hackles on Growth in the Eighties
.••-=.y m,m me slump, most econ
mists agree, will be sluggish by past sta
dards. Unfortunately, the factors that w
restrain expansion are not simply sh
term. The medium-term growth potenti
of the U.S. is limited by fundamental fe
lures that began In emerge in the earl
1970s and will stay with us through th
late 1980'.
The U.S. is in the midst of a transitinn a
profound as those that followed the intm
duction of thesteam engine and electricity
This time the new technology is based n
computers, telecommunications, and ro
botics (see chart). As these technologies
work their wav through the economy,
supplier -customer relationships among
industries are being altered. Old links are
being dissolved and new ones forged. The
steel industry, for one, has been severely
affected. Today's cars contain far less steel
than those built a decade ago, and compa-
rable substitute markets haven't devel-
oped. Not much steel goes into making a
semiconductor. Until various industries
adjust to the new patterns, temporary dis-
continuities will hold down productivity,
the ultimate source of economic growth.
In tandem no more
Government statistics confirm that the
various sectors of the economy are out of
sync with one another by postwar stan-
dards. During the 1950s and 1960' the
manufacturing, trade, and service sectors
gee by mure or less in tandem. For example,
investment in all three sectors increased
70% to 80% in the Sixties. Although em-
plly,ment grew faster in trade and ser-
vices, manufacturing jobs also expanded.
The pattern of relatively balanced growth
started unraveling ten years ago as the
high-tech complex began to blossom. In
nhanufacturing, investment has continued
ho gallop while employment has actually
fallen. In trade and services, investment
has gone nowhere, while employment
onrr rcomik,IST Todd htay lr.
AS'WIATE I'rOV,kil, Vloian Ilruwmlrin
V.VI' Edward W,yrr, Calhrrine Q,nw4 Haight,
Lenore Schiff, Truce Sh•inhvrg
u• has climbed (see chart on next page).—_
n- Investment has been growing fastest in J
ill industries that stand at the heart of ilei
she
high-tech complex—electrical and elec-
al tronic equipment and nun -electrical ma.
a. chinery (which includes robots and, by
Y a historical quirk of definition, comput-
e ers). Since the depths of the 1975 trough,
investment pias doubled in these two
s broadly defined industries. And the gov-
ernment's latest survey shows it still in-
• creasing despite a sharp decline in invest-
ment for the economy as a whole.
Significantly, these industries supply
new types of capital goods to other indus-
tries. Measured in real terms, total capital
equipment purchases peaked in 1979. That
year they hit $120.8 billion it, constant
1972 dollars; they have since slipped 10 a
$112.6 -billion annual rate in 1982's second
quarter. But purchases of high-technology
equipment (computers, instruments, and
electrical, electronic, and communications
devices) have kept increasing and are cur-
rently running at $555 billion annually.
High-technology products now constitute
one-half of business's purchases of capital
goods, compared with only one-third as
recently as 1977 and one-quarter in 1972. j
Basic industry is having trouble adapt- E
ing to the new production processes with-
out disruption. The latest technology takes €
time to absorb. While high-tech products 1'
make up half the volume of equipment "
purchases, they still constitute only one-
third of the capital stock of equipment. �,
Traditional heavy industry has a large in- `
vestment in earlier technologies—blast C
furnaces, assembly lines, and the like— ttV'l
and changing over is difficult. Robots and C.
computers are not yet cost-effective in
many applications. h
The chronically weak profitability of R3
heavy industry is also slowing mnderniza- '1
tion. Steel, for instance, has not yet fully FI
exploited continuous casting, in use since h_
I
up: companies must run faster to remain
competitive. As the pace of obsolescence
increases, business is forced to replace
equipment more rapidly, and that mayde- .
press near-term profitability.
Cone forever 1
The high-tech revolution is hitting the
job market too. While current low employ-
ment in manufacturing partly reflects the
recession, many manufacturing jobs are
gone forever. the shuttered factories that
dot the heartland bear silent witness to
this fact. The application of robots and
computers permanently reduces labor
needs.on the factory floor. While over-
all manufacturing employment is down
400,000 over a decade, the number of pro-
duction workers has fallen 1.3 million:
High technology has of course created
jabs of its own. Employment in the com-
puter and semiconductor industries has
High tech as a share of..
Total
Investment In
equipment ,
t ie Sixties. Industries that don't update 1 1l� 1�7a 1 1'761 .78 '�
production risk extinction. Even those that t!' "'�"'=r=-- I I' -I -� 1-82
do modernize face the passibility of a am• high-tech h e •ui mento mea -
Purchases of hi
tinued profit squeeze. When technical sured in constant 1972 dollars, have
Change accelerates, economic time speeds stock of61d eut tquipltake ment ryears
rnbefore the
FORTUNE L1 rax• r,, tri 51
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M1II C(i0i ILI4C0 01'
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CEDAR RA
l'IDS • DES'40MES
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doubled in len years, -to 500,000 and
230,000 respectively. But this happened
while the production of computer-related
products was increasing fivefold. Even if
this growth were to accelerate, employ-
ment possibilities in these industries
couldn't be expected to compensate for the
hiss of jobs elsewhere in manufacturing.
Nun -manufacturing industries that are
part of the high-tech complex have also
added workers. Communications jobs in-
creased 22%, to 1.4 million. Finance, partly
but nut entirely a high-tech industry, in-
creased its wurk force 39%, to 4.4 million.
And the computer and data-processing
services industry has tripled employment,
to 360,000.
Life among the bedpans
17 But the great irony of the high-tech tran.
so tion resides in an oftenignored fact. The
industries that have created the most jobs
have very little to do with high technol-'
ogy. As ubiquitous golden arches covered
he landscape, the eating and drinking in.
Justry added more than two million work-
ers in ten years and currently employs
nearly five million people. The only larger
industry is health services, which also
added more than two million employees,
I'll a total of 5.8 million. Medical miracles
are certainly the products of high technol.
orgy, but the bulk of health service employ-
ees perform mundane tasks like emptying
bedpans. Ninety percent are non-supervt-
sury personnel, one of the highest ratios
for any industry, and they earn some of
the lowest incomes.
Business services come dose to match-
ing these growth rates. This catch-all cate-
gory's largest components are building
maintenance, personnel supply (as in Kel.
ly Girl), and protection services (such as
security guards). These have doubled em.
ployment, to total 1.5 million.
1� As the figures indicate, business is
mainly generating two types of jobs: one
tied to the high-tech complex and another
that is distinctly low tech. Some new
en -trams in the labor force and workers dis-
placed from manufacturing are finding
52 FORTUNE iX a e, 4 ib192
Irgext 1972.100 •-_ - I
Manufacturing
170
Capital
spending $124
140 billion
_10
Wholesale -
Erre:yrc r�i ':
Wholesale. �r.'_._._.a. ....__..
and retail trade
,
:0.5 .::.n
(140
v. u::.,rsl
1
122
billion
plc �.-.-...._]-_...._.`_.......�.
Services
170
IS 1 '••'I
5021 i'
.� billion f.
Ido � . � `t/�� r
\V/ i
1:
h
U,19
97 I 2 174 I I I 76 'e2
J I � I lit '
Most new private sector jabs have been
created in the labor-intensive it and
servicesectors, where investment, in real
terms, has hardlygrown. By contrast,
manufacturing has shed workers despite
an investment surge. (The 1982 Invest.
ment figures are in current dollars.)
high-tech jobs, but more are ending up in
less rewarding low-tech occupations.
This changing composition of employ.
ment is contributing to the productivity
drain. The value of output per worker in
manufacturing is one-third higher than in
trade and half again as much as in services.
While productivity gains in manufactur.
ing have not been spectacular—up 19%
over the last decade—they have exceeded
those in trade, up only 9%. In services pro.
ductivity has risen an anemic 4%. So, para-
doxically, the adoption of high technology
is temporarily holding down overall pro.
111CRor IL14ED By
JORM MIC ROL AB
j CEDAR RAPIDS • DES 1•f0I4E5
ductivity and potential growth by pushing
workers into low-tech sectors.
Tile shift also has wurrisome implica.
tions for demand. Wages for non-supervi.
sury workers in trade and services average
56.21 and 56.90 an (lour respectively, well
below the 58.51 in manufacturing. This
measure understates the wage gap, since
trade and services have much higher pro-
portions of nun -supervisory workers than
manufacturing. Furthermore, the gap be.
tween manufacturing wages and those in
other sectors has been steadily widening.
While such high-tech products as personal
computers and home video games have
been avidly received, current employment
trends narrow the potential market by de-
pressing consumer incomes.
Bridging the crosscurrents
How the economy eventually climbs out
of this pit remains to be seen. In manufac.
turing, the first wave of high-tech mod.
ernization may be completed by the mid.
Eighties. At that point lots of people will
be working in low -productivity jobs un-
less technological advances are broadly
applied to the service sector. Sd far em-
ployers have had little incentive to invest
heavily in service productivity because the
flood of baby -boomers and the decline in
manufacturing jobs have provided plenty
of cheap labor. By 1985 the number of new
job seekers will be falling and the displace.
ment of manufacturing workers may slow.
That should increase the pressure to "tech
up" in services, but may also release work.
ers faster than new job opportunities arise.
Given these crosscurrents, there is no
guarantee of a quick• painless return to
law unemployment and high productivity
growth throughout the economy.
The speed with which various adjust.
ments take place will determine how far
the economy will have to travel along the
slow -growth rut. While transition periods
are neve�r comfortable, the eventual re-
wards—ahigher standard of living, an en.
riched quality of life—could be great. With
luck, we may be back on the fast track by
the late 1980s, O
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Cover Story
PEERING INTO TOMORROW
John Naisbitt, founder of a thriving business
based on forecasting change, cites 10'megatrends' he claims
are already shaping our future.
Afew years ago a small company
moved into a fortnergassration in
my neighborhood and erected a
sign out front that advenlsed auto rust•
Proofing. Now the sign says "The Car Pres•
ervarion Center." Those folks are still in
the rustproofing business but today they
also restore paint, refurbish interiors,
clean vinyl tops, and do just about any.
thing 41se you can think of to keep an old
at looking new. So far as I know, this
company has never heard of the Naisbit[
Croup and assuredly never subscribed to
The Trend Repon it puts out for $15,000,
three times a year. But fohn Naisbitt
would most certainly recognize and cap•
plaud what the former rusrproofers have
done: They have "reconceptuali:ed"their
business in response to a trend.
The trend in question• of course, is
based on the simple fact that, because of
high prices and higher interest rates,
Americans today are keeping their can
longer than ever before. It is the kind of
trend Naisbitt makes his living spotting.
Naisbur thinks that a lot of Americans,
and American companies, will have to re•
conceptualize in the years ahead to stay in
business. His job is to help them do so by
alerting them to the trends that will shape
their turures.
For the past 12 years Naisbit, has been
taking familiar information, rearranging
it, and selling it back to some of the largest
corporations in the United Stases. For the
minimum annual fee of 515,000, his cor•
poste clients, mostly giant companies like
General Motors, Sears, and American
Broadcasting, receive The Trend Report,
Plus a chance to send top executives to
seminars Naisbin and his colleagues spon•
sor to help the executives interpret the
information. The Report is a loose-leaf
binder filled with pie charts, bar graphs,
and reports on subjects ranging from over.
crowding in day-care centers to a census of
religious sects.
What Naisbitt sees when he looks 12 to
18 months or more down the road is not a
gee -whiz kind of future: no personal air•
ars in every backyard, no push -but on -
factories, no food pills or smell-o•visions. 1
His visions are different, but not divorced,
from the present. In large measure this is a
result of the techniques he and his two
dozen employees use to prepare their fore.
casts. The primary method used is called
content analysis, and it has been around
fora while.
During World War II, forexample. U.S.
intelligence officials used content analysis
to track conditions inside Germany.
While the Germans were unlikely to an-
nounce to the Allies that food supplies
were running short, local German newspa.
pers carrying stories about lengthening
lines ai meat markets made the fact cry snl
clear. The Central Intelligence Agency
still uses content analysis in similar fash.
ion, as do some academic researchers.
Content analysis, as the Naisbitt Croup
applies it, is also largely based on reading
newspapers. Each day, company research•
cis in the Naisbitt Croup's Washington,
D.C., and Denver offices, and in the of.
(ices of an independent Stamford, Conn.,
database company, pore over the dally pa•
is
By Tom Richman
John Naisbo pnmanly uses conrenr
analyses o7 rhe news r0 discern Uanges.
of cities in the United States with a
Population greater than 100,000, plus pa•
pers covering all stare capitals regardless of
population. These newspapers reach, col.
ectively, 94% of the total U S Population
every day. The researchers clip every local
hard -news item, sort them into I of 13
broad caregones, then sort them again into
some 200 additional subcategories.
Then two things happen. First, the
number of lines devoted to each topic arc
counted. Newspapers have only limited
space for dews, explains Naislint. So if one
story goes in, another has to come out.
Keeping track of the changes in the
amount of space given to specific topics
from quarter to quarter gives his analysts a
way to measure quantitatively the soci•
ety s changing concerns and priorities, by
broad eaiegory and by subtopie.
Second, the clips from each of the 13
calegoriesarc read by thesame person each
month Anv changes in behavior patterns.
even one or two anomalies from different
Parts of the country, "tend to lump out at
you," says feffrey Hallett, co-owner and
President of rhe Naisbirc Croup. Analysts
who cover all 13 categories then sit down
together and compare notes. Chanxes in
one ategory are related to changes in oth•
crs. Out of Al this comes a set of emerging
trends.
For example, the final Tiend Report of
1981 revealed that news stories relating to
the law, crime, and prisons declined fairly
steadily between 1975 and 1980, from
13% to a bit more than 8% of the total
news space. But in 1981 the proportion
jumped upagain to 13.5%.
In that broad category, stories about
lawyers, police ethics, gambling, white•
collar crime, and victimless crimes got
more attention during the last four-month
measuring period of 1981 than during the
earlier period. At the same time, the pro•
portion of stories related to police and vio.
lent crimes fell. A "trend alert"in the law
and justice category resulted, advising eli.
encs that "white-collar crime well be in.
creasing rapidly along with individual fi•
nancial difficulties and the Increasing
sophistication and computer literacy of
employees and the general population."
The upshot, one would suppose, is that
companies alerted to the trend would
move to beef lip their Internal controls and
security.
!11CR0rl Lqm By
JORM MICROLA6
CC
DNt PARIES • DES '401WS
rI NC /OCTOBER 1982 45` j
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What is this kind of information worth
to Naisbtn's clients! Quite a bit, apparent.
ly. John Snow, dircetorof corporate public
affairs, planning, and research for Scats,
Roebuck & Co., says The Trend Report
tends to pick up changes earlier than pub•
lie opinion polls, "when they really aren't
highlights yet in people's minds." Paul
Wagner, manager of corporate affairs for
American Broadcasting Cos„ says Naris.
bias analysis tells him "what people are
likely to have on their agendas maybe 12
to 18 months down the road."
"You can use content analysis on almost
anything—on your in -basket, for exam.
PIC,- says Naisbitt. "If you did it, my, ev.
cry April you could find out how your job
was changing from year to year." His inspi.
ration to apply the technique came in
1970, when he was running a Chicago.
based nonprofit organization devoted to
research on urban problems. The morning
after he finished reading a Civil War his.
tory in which the author had based his
story of the period on material gleaned
from newspapers, Naisbitt went to a local
newsstand and bought more than 50 out.
of -town papers. -I couldn't believe what I
learned about various sections of the court.
try from just one day's editions," he «•
calls. "I even began seeing some patterns. I
thought if I could systematize it 1 could
really learn a lot about what was happen.
ing in the country."
All you need to see Naisbitt's view of
the future is an awareness of theh
%n New Directions Translormmg Our
Lives ( Warner Books, New York). In the
book. Natsbjn identifies 10^megatrench"
that he believes arc already reshaping our
world. You can't stop these trends, but
You an think about them and apply what
You learn—perhaps—m help you recon.
ccptualize your business in anticipation of
change.
ns.ereew at 1. We are in a "megashifr
from an industriAl to an information•
based sociery.
M4"t"164 an. For every high•tcehnolo•
gy action, there is a " high•touch" reac•
tion, or the technolugy will be rejected.
This is another way of saying that you
can't force technology on an unwilling
Population. You've gut to love room for
the human elements. For instance, the in.
trusion of high-technology life-support
systems into death, the most private hu.
man act, led tothe Hospice Movement, so
that people could choose to die in peace if
Id
st
,e
f.
f.
n
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e
e
c anges
taking place today. He uses the Singer Co.
,varsant s first entry, and its importance,
pervade the rest of the book.
to illustrate how paying attention to
We have
heard this trend stated
change can help a company move from
so often that in
Inclusion is likely to i
one business to another. Singer, he says,
provoke response of
"Ho hum. Don't I know
watched women leave their sewing ma.
that already?"
But listen: This is no longer idea,
chines when they moved into office and
an but a
reality. The is
factory jobs. Sewing machine sales are
problem that people still act
as though they don't know
down now, but Singer revenues have not
fallen
it. It is a fact,
however, that only 13% U.S.
proportionately, because the com•
of the work
force Isemployed inmanufacturing,while
pany moved into the production of aero-
60% either producesorprocessesinforma•
space and electronics products years ba
fore the trend caused sedousdamage mit,
tion. Yet we still gauge the health of the
stock market with the Dow Jones Inclosed.earnings. al Average and bemoan the
Both the Car Preservanon Center and
state of the
economy when industrial
Singer reconceptualized the nature of
production falls
off. Ofcourse it is falling off, Naisbitt.
their respective businesses in anticipation
says
But that has little or nothingto do with
of change in the external business envi•
the
health of the economy.
ronment, rather than after the change had
Manufacturing,
Put their corporate backs to the wall They
the production of in.
dustrial hardware, is irretrievably
weren't forced into quick fixes or bail•
moving
out of'the country. You can mourn
outs. They had time to think about what
they did best and how that
its
passing, bur you an't stop it. "Reindustri•
might profit•
ably fit in with what the world of year, or
alization" will only tum dead industries
into
2 years, or 10 years later might want to
expensive employment programs,
concludes Naisbirt.
buy. They could pick and choose among
options. That, says Naisbitt, is the value
A cheerful sideof thismegashift, claims
of
being able to detect signs ofchange before
Naisbin, is that we are better at producing
information and ways to it
the consequences of change are staring
You In the face.
process than
anyone else, Including the Japanese. "I
List year, nearly 40 corporations sub•
scribed to The Trend Reporr to help
think we should stop worrying about Ja.
pan," he says, "and get on with our own
them
stay on top of change. This year, for those
of us who don't have S 15,000 to pay for
business."
Most of the other nine megatrends are
early warnings, Naisbitt hasa special offer.rant
consequences of the single most impor•
change— our transformation
mg. For 515.50 you can buy Afegatrends
into an
information -based society
46 INC /OCTOHER 1982
iavc got me work force and an produce
basic goods for less. Shared production
will expand. All bur 5% of the baseball
gloves used in the great American pastime
are made in lapin from American cow.
hide, which is tanned in Brazil.
If we can avoid turning our old Indus.
tries into expensive employment pro.
grams, the U. S. economy can and will re•
structure itself. Generally speaking, the
government should stay out of the way,
although a all levels it hasa role to play m
helping workers retrain themselves. Re•
training, however, can take place within
the private sector
If orllr,E, e
JORM MICROLAD
CI;IAp unvlDS • 0E•.'10I'IL
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When the whole world is a market for
goods and services, it will also become a
capital market. Small companies in Colo-
rado an grow as easily using German
money as they an using Denver money.
There are now a billion telephones in the
world, and you can dial direct on most of
them. Thus. in the long run, importing
and exporting will not be a rarity for the
American small business owner, lust as it
is not for his counterpart in Europe or the
Far East.
Magatnd+41. U. S. corporate managers
are beginning to think about the long
term rather than the next quarter.
To most small company owners, this isn't
a new trend, but rather a sign that the big•
company world is coming around to their
way of thinking. Entrepreneurs, by nature,
are building for the future. That is still far
from true in most big American corpora.
tions, which focus on the next quarter or
the quarter beyond. Will Street and the
judgments of institutional investors, who
own the maionty of the big companies
securities, are partially to blame for this.
Small companies, though, even small pub.
lic ones, are still owned more by individ.
uals than by institutions, and an act ac.
cordingly. Naisbitt presents this trend
more as wishful thinking than as fact.
11111 sl. Our centralizedstrue-
rura are crumbling, We are decentraliz.
ing and growing stronger from the bot.
mm up
real landscape significantly It no longer
matters so much who is President. And
members of Congress ;Fend increasing
amounts of time acting on behalf of well.
organized and focused special interest
groups rather than legislating in the spirit
of some vague national climate.
We have no real national urban policy
or national energy policy. Top-down solu.
tions are out of fashion. The power, re-
sources, and initiatives for dealing with
crises are coming from rile bottom up. Re.
gional coalitions are growing. The historic
North-South controversy in the United
States will pale compared with the coming
East-West battle over energy
Our national media will change shape as
well. The national television networks
will become the Li/e, Look. and The Scour.
day Evening Post magazines of the 1980s,
as specialized able TV and local program.
ming proliferate. (In the spiritmf reconcep.
tualization, all three major networks have
been busy repositioning themselves in ca.
ble, a business they once scorned.)
aeM.M.mi ts. We are reclaiming our
traditional sense of self-reliance, after
four decades of looking to institutions
for help.
Decentralization parallels the decline of
industry. We no longer need to cluster at
roslhads, parts, or raw -material sources.
Today you an start an information busi.
ness with a telephone and a typewriter or a
computer terminal, which, in turn, means
you an live and work almost anyplace.
Power is shifting from Washington to
states, cines, and neighborhoods. As voter
turnout for national elections declines,
the turnout for local -ballot initiatives and
referenda basis. This is changing the polio
L.�
After the Depression and World War II,
we gave our children to the schools, our
bodies to the American Medical Associa-
rion, our problems to the federal govern.
ment, and our careers to the corporations.
Now we are taking them all back.
Parents are demanding and getting roles
in planning courses of study, or they are
starting their own schools for the kids. An
estimated I million families now educate
their children at home. Increasingly. we
are also looking after our own health.
Adele Davis taught us diet and nutrition.
Runner's Worfdand the like gave us exer.
cise. In 1980, for the first time, we drank
more wine than hard liquor. W e check our
own blood pressure, and home test kits for
pregnancy are big sellers Midwives are
making a comeback.
There has been an entrepreneurial ex.
plosion. The baby -boomers may have been
the hank -bombers of the '60s, but they
took corporate lobs to the 70s while they
saved, learned, and pinned their escape.
ti l CPOr l LI if Ci'
JORM MICROLAG
CEDAP eAPIM • ILI,101*V,
Now they are breaking out and starting
thouundsof small bustursses.
i over e.I SY. Citizens, workers, and
consumers are demanding and getting a
greater voice in government, business,
and the marketplace.
Today everyone wants to participate in de.
cisions that will affect him. The commune
canon revolution has changed the nature
of our democracy, perhaps reducing our
system of representation, and the repre.
sentatives, to a largely ceremonial role. It is
now possible for the average voter to know
as much as, or more than, his representa.
tive about relevant issues. We will keep
electing members of Congress, but we
won't let them do anything important
Without checking back with us first. The
two major national political parties are be.
coming hollow shells, to be replaced not
by new national parties but by localized
parties that will operate at the state and
city level—where the real action is.
The U.S. workplace has traditionally
been a totalitarian fiefdom in which work-
ers checked their rights to due process
(" Why am I being fired?") and free speech
at the door. No more. Courts, juries, and
legislatures are turning this around, and
companies are increasingly welcoming
worker participation in decision making
because it is now in their economic inter.
at to do so.
The consumer movements begun in the
'60s by Ralph ,Nader and his ilk simply
refuse to go away. Lawsuits against compa.
nies alleging responsibility for injury to
people by their products—from faulty Pin.
to muffler systems to illness producing
tampons—keep being filed, and juries
keep awarding ,ubstantial damages. A
whole new set of concerns for corporate
managers has entered the marketplace,
not soon to depart.
Mh.ernnd art. We are moving from hi.
erarchies to networking, the computer is
smashing the pyramid.
INC /OCTOBER 1982 47
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Networking is really a consequence of oth•
er changes: the shift to the information
age, the rise of participatory democracy,
and the growing ubiquity of computers.
These changes are toppling the old top•
down power structure, and as we cluster
together amid the ruins to figure out what
to do, networking is being born.
A network is not a thing; it is a process, a
three-dimensional communication strut•
ture in which the constantly changing For.
ticipants treat one another as peers be.
cause information has nothing to do with
status in a hierarchy!
Information is power, and the Soviet
Power structure is worried. It needs com•
Peters to compete in the world economy,
but when computers are installed, the
men at the top an no longer control the
information. They can't parcel it our when
they want, to whom they want. The com-
puter is smashing the Soviet pyramid, and
the same thing is happening in the U.S.
corporation. As a result, the way people
are managed in organizations will never be
the same.
tApMtrend *9. The North-South shift
in the United Rates is real and irrevers•
ible for the foreseeable future.
This too -familiar trend is included primar•
dy to clear up same misunderstandings.
The shift is to the West, Southwest, and
Florida—not to the South. The South•
west/West boom is not the cause of the
North's bust, although both are rooted in
three other megatrends: the shifts to an
information society, a global economy,
and decentralization. Another misunder•
standing is that we an reverse the North.
Southwest/West shift. We can't. The
shift has already created three megastates:
Florida, Texas. and California, which will
act increasingly like separate nations. It is
now creating 10 cities of gra[ opportunity
(see box, below).
111169wr.rr itt0. We no longer live in an
either/or, chocolatevr•vanilla world;
people have demanded and are getting a
multitude of choices.
Former consumers of mass-produced
goods now must be offered variety, be.
aux the consumers themselves are not all
the same. Only 7% of the population fits
the traditional family profile (fatherwork.
ing, mother at home, two children). The
individual, not the family, is naw society's
building block. There are more women
than men in college and graduate school
today. Less and less does gender define job,
and fewer jobs are 9 to S. There is part•
NAISIBITT'S TOP TO CITIES FOR THE FUTURE
In some respects, Houston and New York are more alike than they are differ.
ent. Both have trouble transporting their residents, repairing their sitters, col•
letting the garbage, and dealing with unemployed immigrants. Neither city
made the list of places where opportunity is likely to be the greatest during the
19.90s, according to John Natsbitt, publisher of The Trend Repon.
At' q q . Naisbia likes the country's 49th largest city because it keeps low.
ering its taxes, and, unlike other Sunbelt cities, it has plenty of water. It also
has plenty of crime (the city ranks 23rd in the country). Its population is the
country's second youngest, with an average age of 24,7 years.
AnthL This formerly laid-back college town might become a miniature Silicon
Valley, but Austin voters are showing more interest in controlling growth. One
bumper sticker reads "Keep Austin Austin."
D w w. This exploding former cow town now rivals Houston, says Naisbirt, as
the energy capital of the country. He reports that one businessman told him,
"The deals being made here remind me of Houston 20 years ago."
P§.eWz. More than 300 days of sunshine every year and low business taxes
have already attracted high-tech, information•age industries.
le" tab Cap. people here are younger, better educated, and commit fewer
crimes than in the average city.
Sm A Natshirt never says why people are favoring San Antonio, just that
they are. Maybe it ;s because San Antonio is close to Austin.
ttr el.s., This southernmost city in California recently built a trolley line.
sr Jaw. It is the capital of Silicon Valley, but the Santa Clara Valley in which
San lose is located also contains 32 wineries, a situation Naisbia ails "an at-
tractive high,touch counterbalance to its high-tech industries."
T-wp , Again, Natsbut doesn't say why the city is growing, only that it is. The
Chamber of Commerce, he notes, won't accept Dust any migrating company. "if
an industry can't be clean;' the chamber says, "it can't be here."
it r This is not the sleepy retirement town people think it is, says Naisbia.
At age 28.2, the average Tucson resident is two vors younger than the national
average and three years younger than his brother or aster in the Northeast.
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time, flextime, home work, shared jobs,
temporary work.
Natsbia's book, like his advice to corpo•
rations, is necessarily a broad -brush cap•
proach to predicting the future. How any
specific company acts with his thoughts in
mind depends, of course, on the nature of
its business and the situations in which it
finds itself. One might, however, consider
how Naisbia is taking his own advice and
«conceptualizing his own business.
"We're unbundling, decentralizing,
and going global," he says. New, regional
trend reports, priced lower than the no.
rional version, will cover Florida, the
Rocky Mountain states, California, the
Midwest, Texas, and New England. A bi•
weekly newsletter, priced even lower than
the regional reports, debuts this fall. Trend
reports covering other parts of the world
will appear over the next several years. A
client who buys any of these services will
be entitled, by paying an additional fee, to
attend Naisbia Croup seminars.
Naisbia Croup's Hallett says that the
decentralization and unbundling should
boost the company's revenues to S 1.5 mil•
lion this year, from the 5500,000 level it
has been stuck at for some time. "Every
month or so." says Naisbia Croup vice.
president .Michael Annison, who runs the
firm's Denver office, "we all sit down in
our version of a management meeting and
Iry to figure out what business we're really
in. It keeps changing." '
No matter how many new services the
group introduces, however, there is one
thing Natsbirt and his colleagues won't do:
all clients how to reconeeptualize their
own businesses. -'Telling people what
they've got to do absolutely guarantees
that they won't do it." Naisbitt says.
"What we can do is tell people about the
trends and then ask them how the trends
apply to their companies. But the ideas of
how to change, how to reconceptualize,
have to come from the client."=
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City of Iowa City
MEMORANDUM
Date: October 8, 1982
To: City Council
From: Assistant City Manager
Re: Report from Human Relations Director
Attached is a copy of a report from the Human Relations Director which I
intended to present to you at your meeting with City department heads on
October J, 1982. Because time did not permit, I am enclosing this report
for your review.
I am certain that Anne Carroll would be happy to respond to any questions
you may have regarding this material, either during your formal budget
discussions or prior to that time.
cc: Anne Carroll
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City of Iowa City
MEMORANDUM
Date: September 16, 1982
To: Dale Helling, Assistant City Manager
From: Anne Carroll, Human Relations Director
Re: Report on Human Relations - October 7 Goal Setting Session with
Council
During FY82 the Human Relations Department completed development and
implementation of a number of the basic components of the personnel system
that had become outdated, or ineffective, or were non-existent. Our
accomplishments included work on personnel manuals, the Affirmative
Action program, the job classification structure, the performance evalua-
tion system, and implementation of an in-house training system.
A Personnel Handbook was issued during FY82 and is a compendium of all
City job descriptions, and the Personnel Policies manual, which had not
been revised since the early 1970s. It also includes the first issuance
of the Administrative and Confidential Employees Benefits Manual, and a
manual of Human Relations Department procedures. Distribution of this
handbook has improved both the availability of personnel information and
the independence and consistency with which it is used by City staff.
During FY82 the Affirmative Action program got its real start with the
establishment of Affirmative Action goals in all City departments,
quartrlhment and Affirmaive Action
trainingy of eAdministrativortinon eoaempldyees��sUndramatically, wet are making
progress - our work force representation of minority group members rose
from three percent in FY81 to 3.9 percent in FY82, and far exceeds the two
percent presentation of minorities in our recruiting area. Very low
managerial and professional turnover slowed our Affirmative Action
efforts for these types of positions, which will require continued
attention.
Job Evaluation studies of AFSCME and Confidential positions were
completed in FY82. Despite receiving little public attention, these
studies were one of, if not the first, successful public sector comparable
work job evaluation projects. Also a first was the active role AFSCME and
Confidential employees played in the studies. Although the job evaluation
studies required a great deal of staff time and always have a tendency to
stir employees up for a while, they are essential in providing an
objective and defensible means for classifying and compensating a wide
variety of City jobs. The mechanism used to conduct the studies also
provides a means to handle the routine change in jobs which occur over
h
time, and periodic updates to the classification structure, and because of
this the study results are expected to be usable much longer than previous
classification projects.
Besides administering City labor contracts and processing grievances,.
Human Relations also played a large role in FY82 in labor negotiations at
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the bargaining table and in the data gathering on which our proposals were
based and defended.
A new performance evaluation system for use with Administrative employees
was designed, trained to, and implemented in FY82. The system focuses
both on MBO goal accomplishments and a separate rating of the performance
dimensions found in all Administrative positions: Decision Making and
Judgment, Leadership and Supervision, Planning, Organizing and
Coordinating, Initiative and Resourcefulness, etc. The system provides a
means to objectively evaluate the everyday behavior demonstrated by
employees in carrying out their jobs, which can be as much a determinant
of success as actual goal achievement. Following use of the new system
for July 1 evaluations, a survey taken of Administrative employees
indicated very positive response.
A program of in-house employee training was begun in FY82. Besides
savings in travel and outside training costs, the progrm i h s and great many
f
advantages: we can tailor training to our needs, pol
employees, and it provides opportunities for participating employees to
learn from each other, build cohesion and gain a common base of skills and
knowledge in a given area. Employees seem to really enjoy spending the
time together, and the skills they gain are in many cases sorely needed.
Economies of size as well as travel cost savings have made it possible to
train large groups as compared to the relatively few who previously
received training. Training has generally been conducted by outside
trainers such as the staff of the Institute of Public Affairs, Kirkwood
Community College, and the Iowa Civil Rights Commission. Training topics
have included: Supervisory Techniques, Performance Evaluations, Stop
Smoking, Aerobic Dance, Secretarial Practices, Public Relations, and
various Affirmative Action topics.
The bulk of Human Relations activity, of course, has been in day-to-day
personnel actions - the administration of personnel policy, employment
activity, salary and benefit administration, and related areas. We try to
balance fairness to the employee and the City's interest in economy and
efficiency, and believe that the Human Relations Department's reputation
and effectiveness have increased considerably over the past several
years.
Identification of problem areas for the department is difficult. We have
a great deal of support and assistance from the City Manager's Office, and
excellent cooperation from staff - especially department and division
heads. We are challenged by the Iowa City work forces' demands for the
newest and the best in personnel administration and try to live up to
their expectations. We are fortunate that Human Relations is adequately
staffed to meet the majority of the demands made of us. We have never been
denied the resources necessary to do the job, and it has been especially
helpful to be able to retain the assistance of outside consultants to help
with the big projects. Given the size of the Human Relations staff, it
will not always be possible to provide our own expertise, nor would it be
economical, and increasing litigation in the personnel area necessitates
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that personnel actions be highly professional. We hope always
to to
to be able
point both tangible cost savings from our efforts
intangibles of a stable and productive work force.
and the
In FY84 we anticipate a continued emphasis on providing in-house
We will be involved
training.
in continuing review of both current
benefits, their effectiveness
employee
and costs, and a number of
administration techniques, hopefully including the cafeteria
benefit
concept. We will be actively involved in a City-wide safety
which will be
benefits
program,
essential in holding down escalating Worker's Compensation
costs. We will continue to
review and revise performance evaluation
sytems used for bargaining unit employees to make it
more useful
productivity improvement tool.
as a
Finally, now and for the future, we appreciate receivii
the City staff and the City Council for new or
services. Thank you.
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City of Iowa City
MEMORANDUM
Date: October 8, 1982
To: City Council
From: Assistant City Manager (b�
Re: Materials from Broadband Telecommunications Commission
Attached are two memoranda from the Chair of the Broadband Telecommunica-
tions Commission along with a report from the Commission on the Triannual
Review of the franchise which was conducted this spring and summer.
Please note that an informal discussion of this material is tentatively
scheduled for your Informal Meeting of October 18, 1982.
Representatives from the Commission, the Broadband Telecommunications
Specialist, and I will be present at that meeting for the discussion. 7f
you have any questions or concerns prior to that time, please contact me.
cc: Bill Terry
Drew Shaffer
bj5/12
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City of Iowa City
MEMORANDUM
Date: October 5, 1982
To: City Council /
From: W. 0. Bill Terry, BTC Chairperson
Re: Recommendations on Hawkeye CableVision's Performance with Regard to
the 100 Percent Universal Service Clause of the Iowa City Cable TV
Ordinance
Dear Councilpersons:
At its May 4, 1982, meeting, the BTC undertook the responsibility of analyzing
Hawkeye CableVision's compliance with the directive given in the Iowa City
ordinance that the cable company must serve 100 percent of Iowa City by
April 19, 1982.
The 100 percent Universal Service clause as contained in the cable TV ordinance
78-2917, Section 14-79(e) reads as follows:
Within 36 months of the effective date of FCC certification, the
grantee shall have placed in use sufficient distribution facilities
so as to offer basic service to 100 percent of the dwelling units in
the service area to which access is legally and reasonably available.
The BTC has determined that Hawkeye Cablevision has met its April 19, 1982,
requirement of having 100 percent of the dwelling units in Iowa City passed by
serviceable cable, with the exception of 61 dwelling units on ten streets and
City block number 80 in downtown Iowa City.
At its May 4, 1982, meeting, the BTC made the recommendations that for the
dwelling units on Sand Road, Sycamore Road, Highway 1 extension, Old Dubuque
Road, South Riverside Drive, Camp Cardinal Road, and Scott Boulevard not yet
wired with serviceable cable, the following policies shall be in effect:
Those homes built prior to April 19, 1979, not yet passed by
serviceable cable will be wired by Hawkeye CableVision at their
expense when the cost of wiring of such homes is three times or less
($1500) than the average cost to serve an Iowa City subscriber ($500).
Additional costs beyond this $1500 shall be shared on a 50/50 basis up
to the next $1,000 spent. All costs beyond this $2500 figure shall be
shared at the rate of ten percent by the subscriber and 90 percent by
Hawkeye CableVision. In all cases a subscriber shall have to pay to
Hawkeye CableVision the complete amount owed in advance.
This policy covers only the cost of trunk or distribution line passing the
potential subscriber's dwelling unit. If such dwelling unit is more than 200
feet from this trunk, distribution line, public easement or public right-of-way,
the Extension Policy and its cost formula shall come into effect to bring the
cable service to that dwelling.
The BTC has determined there are extenuating circumstances in getting cable
service to dwelling units on Rohret Road and Melrose extension west due to
impending construction of Highway 518 and Hawkeye CableVision's inability to get
permission for pole attachments. Also, that extenuating circumstances exist in
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wiring city block number 80 of downtown Iowa City. An ongoing determination of
the status of these three areas will be made by Hawkeye CableVision and a report
filed with the City every six months to determine the feasibility of cabling
these areas, until all such areas are served or it is determined they cannot be
served.
Further, the BTC has determined that two other locations involve extenuating
circumstances. These include: the Iowa City Airport and a dwelling unit at 234
N. Madison Street which is surrounded by University property (University
easements must be obtained to wire this unit). Hawkeye CableVision has agreed
to wire each of these areas as soon as it feasible (i.e., the Iowa City Airport
is cabled as soon as possible; when University easement permission or subsequent
contracts enable cabling to the Madison dwelling unit, the cable wiring shall be
completed.)
Given Hawkeye CableVision's compliance with the aforementioned requirements and
stipulations, the BTC recommends the finding that Hawkeye CableVision has
achieved 100 percent service in Iowa City.
If you have any questions, please feel free to contact me or Drew Shaffer, BTS,
at 356-5046.
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City of Iowa City
MEMORANDUM
Date: October 6, 1982
To: City Council
From: w.0. Bill Terry, BTC Chairperson
Re: Recommended Ordinance Amendments Arising from the Triannual
Review
Dear Councilpersons:
The Triannual Review of the cable franchise in Iowa City conducted by the
BTC produced a wide array of concerns, questions, resolutions and
recommendations. As a result of the Triannual Review, three things were
accomplished.
First, included herein, are recommendations concerning amendments to
Ordinance 78-2917.
Secondly, a report will be sent to Council in early October that will
encapsulate the discussion that took place during the Triannual Review.
Third, a list of concerns and questions were generated that will be dealt
with on a continuing basis as need and time permit. This list will be
included in the report. The Triannual Review was very helpful in
identifying such matters and to indicate their relative importance.
Following are the BTC recommendations for ordinance amendments:
1. Section 14-85(f), amend by adding:
"All underground installations of wires, cables,
amplifiers and other property shall be buried at least
twelve (12) inches below the ground."
2. Section 14-85(g), amend by adding:
11... or while performing any excavation work on public or
private property. Any person, company or corporation
desiring to perform any of the above-described work in
areas where grantee's facilities are located shall notify
grantee at least 24 hours prior to performing said work or
be subject to liability for damage to grantee's facilities
resulting from work performed."
3. The following two amendments pertain to an extension of time for the
filing of various reports and payments by the grantee. Section 14-
72(a)(b)(c)(d) and (e), amend as follows:
Substitute the word "four (4)" in place of "three (3)" in
the phrase "...within three (3) months after the end of
each subsequent fiscal year,....
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4. Section 14-73(d)(1), amend as follows:
"Payments due the City under the provisions of subsection
(c) above shall be computed annually as of December 31st
for the preceding year and shall be paid annually within
three (3) months after the above date at the Office of the
City Clerk during the City Clerk's regular business
hours."
If you have any questions or need further information regarding any of the
preceding material, please feel free to contact Mr. Drew Shaffer at 356-
5046 or me.
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Iowa City
TRIANNUAL REVIEW REPORT ON THE CABLE TV FRANCHISE
AUG., 1982
Prepared by the BTS
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TABLE OF CONTENTS
Page
I.
Brief History of Cable TV in Iowa City . . . . .
. . . . 1
II.
BTC's Role in Triannual Review . . . . . . . . .
. . . . 4
III.
Recommendations to City Council . . . . . . . . .
. . . . 5
IV.
Synopsis of Major Conclusions . . . . . . . . . .
. . . . 6
V.
Summary of Each Area Addressed:
A. Programming Aspects
1. Satellite and Rebroadcast
. B
2. Community Programming and Access. . . .
. . . . 9
B. Service Aspects . . . . . . . . . . . . .
. . . .14
C. Financial Aspects . . . . . . . . . . . . .
. . . .16
D. Technical Aspects . . . . . . . . . . . . .
. . . .17
E. Miscellaneous Aspects . . . . . . . . . .
. . . .17
VI.
Future Items for Discussion . . . . . . . . . .
. . . .19
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BRIEF HISTORY OF CABLE TV IN IOWA CITY
As important as knowing where we are going with cable TV in Iowa City is
knowing where we have been. What follows is a brief synopsis of some of the
major events of the last three years involving the cable franchise in Iowa
City leading up to the Triannual Review.
On April 18, 1979, a non-exclusive franchise was granted to American
Televison and Communications Corporation (ATC). ATC's local affiliated
company, Hawkeye CableVision began operations soon thereafter. Mr. Bill
Blough was hired as company manager and has remained in Iowa City since
then. The City of Iowa City's Broadband Telecommunications Specialist
(BTS) was hired in July 1979. Ms. Karen Kalergis was hired as community
programming director for Hawkeye CableVision in January 1980.
From the Fall of 1979 the BTS and BTC started monitoring and resolving
complaints from citizens regarding cable television. Most complaints have
been about not being able to get cable TV service, installation problems,
easement issues, and questionable marketing tactics of Hawkeye
CableVision. Resolution of 99% of complaints has been attained.
From the late fall of 1979 through 1980 the BTC, BTS and Hawkeye
CableVision have cooperated in creating the Community Programming
Guidelines for Channel 26 and a draft of proposed Government Access Channel
29 Guidelines. Kalergis, Eskin, and BTS assisted the Educational
Consortium formation.and Educational Access Channel 27 Guidelines and the
BTS assisted in the Library Channel start up.
In January 1980 the BTS working with the Iowa City Public Library wrote and
obtained a $37,000 grant for access production equipment for citizens,
government, library and school use.
Since the Spring of 1980, University of Iowa student interns from the
Broadcasting and Film Department, Journalism Department, Media Arts and
Sociology Department have assisted the BTS in working with the public and
government in the production of programming for access channels, doing
research and supervising the use of the access equipment. BTS has averaged
between 5 to 10 interns per semester at an average of 12 hours per week
being donated by each intern. Interns have also been working with Hawkeye
in the Community Programming Center in the Library to develop new programs
for elderly, Hispanic and other audiences.
Hawkeye's location of the tower site was the first major delay and obstacle
in getting the cable system built in Iowa City. Commencement of operation,
or having the first 25% of Iowa City wired by the end of the first 12 months
of the cable franchise, was also delayed. The BTC recommended and City
Council granted Hawkeye CableVision a 90 -day extension until July 22, 1980,
to attain this objective. Commencement of operation was attained by that
date. The first two color portapaks from ATC were received at this time so
that the BTS and Hawkeye could begin teaching workshops and producing
programming long before cable TV was fully activated for all of Iowa City.
One portable was checked out from Hawkeye's office, the other from the
Library by the BTS. The 90% deadline (or substantial completion of the
cable system in Iowa City) within two years of the granting of the cable
franchise was attained by Hawkeye CableVision ahead of schedule.
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Hawkeye's studio and other equipment began to arrive in the fall of 1980.
The present studio in the library was completed in the fall of 1981.
Access Iowa City (AIC) and Group 26, two local volunteer community access
support groups, have been formed. AIC was formed in the summer of 1981 and
Group 26 was formed in the spring of 1982. Both groups evidence interest
in and support for community access related endeavors in Iowa City.
The new Iowa City Public Library opened in the summer of 1981. The BTS
opened a new office at this time in the Iowa City Public Library. The AV
department began checking out portable production equipment and an editing
facility from the aforementioned grant funds was organized in the AV
department. Hawkeye CableVision opened studio facilities in the Iowa City
Public Library in June of 1981 and began checking out portable production
equipment to the public from the Library location.
In the winter of 1981 the Program Advisory Committee (PAC) was formed to
assist in the distribution of $5,000 per year for two years from ATC. This
money is to go towards the support of local community access projects and
productions that are cable TV related.
In the winter of 1981 the BTC and BTS worked with the Library and Council to
establish how the franchise fees are to be spent. The Access Support Fund
was created. A new one-half time library position was funded to assist in
access related work.
In the spring of 1982, the National Federation of Local Cable Programmers
(NFLCP) Midwest Regional Conference of Access Centers, institutions,
cities and cable companies met in Iowa City to illustrate how well the Iowa
City cable system and access is progressing and working.
The Triannual Review or three year study of the cable franchise in Iowa
City was undertaken in late spring of 1982, with the Cable Programming
Forum and the Triannual Review Public Hearing for citizens. Discussion and
negotiation followed between the BTC and Hawkeye CableVision to complete
the Triannual Review process.
Hawkeye CableVision and the BTS worked with Professor Traudt of the
University of Iowa Broadcast and Film Department to conduct a survey of
cable TV viewership and awareness in the spring of 1982. An initial cable
awareness survey was done in the winter of 1979.
In the early summer of 1982 the BTC drew up recommendations for the City
Council on 100% Universal service of cable to all Iowa Citians and the
Required Extension of cable policies, and negotiated with ATC and Hawkeye
CableVision on extension policy issues.
Since 1980 and each year thereafter including 1982, the City of Iowa City
has lobbied against bills introduced in Congress that would substantially
eliminate both any regulatory powers of state and local governments over
cable TV as well as most all the requirements for the offering of access
channels by cable companies.
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Since August of 1979 the BTS has responded to requests for assistance from
over 200 cities, organizations, and centers in developing and formulating
regulatory ordinances, commissions, and cable access centers and programs.
The BTS started outreach presentations to the public and to City depart-
ments in the summer of 1979. The BTS and Hawkeye have offered workshops in
portable production since the summer of 1980. Since then, over 400
individuals and organizations have been trained, representing an average
of 7.5 hours training to each person or organization. Each one hour of
programming on the access channels represents an estimated average of about
30 hours in pre -production, production, post -production and cablecasting
work. By the summer of 1982 workshops offerings included the beginning
portable production workshop, an advanced portable workshop, editing
workshop, studio workshop, portable switcher workshop, lighting workshop
and pre -production workshop.
All four local access channels were activated in the fall of 1980. There
has been considerable programming growth and citizen response with all of
the access channels with the exception of the Educational Channel 27. The
Library and Government channels went from 0 hours of programming to 24
hours a day programming within two years to the current date. The Public
Access Channel 26 rose from 0 hours to an average of 25 hours per week in
1982. The Educational access channel has remained at 5 to 10 hours a week
but substantial growth is expected in 1982. By the fall of 1982, 20 hours a
week of original programming is anticipated. The survey conducted by
Professor Traudt indicates the most popular of all local programs are the
City Council meetings. The University and the University's Channel 28 has
been a source of disappointment to the Commission in that no agreements or
arrangements have been made to wire the Univeristy campus or program
Channel 28.
Overall, the BTC feels there has been good cooperation and response from
Hawkeye CableVision on the local level, but has been less satisfied,
however, with the cooperation and response from ATC headquarters. The BTC
believes there is reason to be proud of the development of the system in
Iowa City and looks forward to the continual growth of the system both in
terms of the services offered and in what the local access channels offer
the community.
There are four problems and/or issues that remain evident at this time: 1)
the financial relationship between Hawkeye CableVision and ATC and how that
might affect future Iowa City cable TV rates; 2) the issues of local
control over cable rates as exemplified by S.B. 2172, and the lack of a
finalized standard or procedure by which to grant or deny rate increase
requests; 3) the inability and/or lack of a vehicle to resolve requests
from the public and/or the BTC for specific programming services because
there is nothing in the ordinance or franchise that requires ATC to respond
to such requests (i.e., such as the CNN situation); and 4) what can be done
to further develop and expand the great resources of the local access
channels in Iowa City. These areas are further developed in the Synopsis
of Major Conclusions, on page six, and are covered in more detail later in
the report.
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II. BTC'S ROLE IN TRIANNUAL REVIEW
The cable TV ordinance for Iowa City directs the BTC to conduct a triannual
review, or three year evaluation of the Iowa City cable TV franchise. The
intent and purpose of such a review are stated in Section 14-62 and Section
14-64. Section 14-62(c), Powers and Duties of BTC, requires the BTC to
conduct evaluations of the system at least every three years with the
grantee, and pursuant thereto, make recommendations to the City Council
concerning system improvements and amendments to this ordinance or any
franchise agreement.
To fulfill this obligation the BTC has conducted a series of public
meetings to gather as much information as possible with which to evaluate
the cable franchise in Iowa City. The two public events, a Cable
Programming Forum and Triannual Review Public Hearing, were held to enable
citizens to have input into this process. In addition the City, the BTC,
and the BTS as well as Hawkeye CableVision, have had opportunities to
request information, suggest changes, ask questions, and give comments and
criticisms. The thrust of the meetings was to review where we have been
the last three years, ascertain the strengths, successes, weaknesses and
problems of the system, procedure and operations and try to reach agreement
as to how those weaknesses and problems may be resolved. Some such
solutions have taken the form of an ordinance change, while others involve
procedural or policy shifts. Finally, there was an effort made to discuss
some guidelines which could serve to help direct emphasis and areas of
development for both the company and City for the next three years.
The overall tone of these discussions was one of cooperation. There were
continued attempts by all parties involved to reach the best possible
solutions for Iowa City.
Because of the magnitude of the task involved in studying all aspects of
the three years cable franchise, there were several other reports of
considerable volume produced to categorize subjects of discussion. These
reports were produced by the following persons: Jen Madsen, Nicholas
Johnson, Sandra Eskin (Broadband Telecommunications Commission members),
Bill Blough, Karen Kalergis (Hawkeye's Manager and Community Programming
Director, respectively), and Drew Shaffer, Broadband Telecommunications
Specialist for Iowa City. These reports are on file with the City Clerk
and are available for examination in that office. To further facilitate
discussion in the final talks, the franchise talks were segmented into the
following areas: programming, services, financial, technical and
miscellaneous.
For the purposes of clarity, this report will follow the same order of
discussion areas. What follows is a synthesis of material and input from
several meetings. More specifics can be located in the minutes of the BTC
meetings of Mar. 9, 16, 30; April 13, 20, 28; May 4, 11, 18, 27; June 1.
May 27 and June 1 were the actual Triannual Review discussions where much
of the follow-up information can be found.
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III. RECOMMENDATIONS TO CITY COUNCIL
Below are drafts of ordinance amendments proposed by the BTC regarding
burial of and liability for damaging cable and other equipment.
1.
2.
4.
514-85(f), Amend by adding:
"All underground installations of wires, cables, amplifiers and
other property shall be buried at least twelve (12) inches below
ground."
514-85(g), Amend by adding:
"...or while performing any excavation work on public or private
property. Any person, company or corporation desiring to
perform any of the above-described work in areas where grantee's
facilities are located shall notify grantee at least 24 hours
prior to performing said work or be subject to liability for
damage to grantee's facilities resulting from work performed."
Below are proposed ordinance amendments regarding the time extension
for filing of various reports and payments.
514-72(a)(b)(c)(d) and (e), Amend as follows:
Substitute the word "four (4)"
phrase ..."within three (3)
subsequent fiscal year,..."
514-73(d)(1), Amend as follows:
in place of "three (3)" in the
months after the end of each
"Payments due the City under the provisions of subsection (c)
above shall be computed annually as of December 31 for the
preceding year and shall be paid annually within three (3) months
after the above date at the office of the city clerk during his
regular business hours."
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IV. SYNOPSIS OF MAJOR CONCLUSIONS
Wiring Iowa City for Cable TV, as with any undertaking of
has produced major accomplishments as well as potentially
or issue areas. They are highlighted here and developed
this report.
A. Program Related Conclusions:
1. Satellite & Rebroadcast
this magnitude,
critical problem
in Section V of
Accomplishments: Hawkeye has added CBS Cable, Cinemax, USA
Network and WTBS out of Atlanta, Georgia on a full-time basis to
the original offerings first proposed to Iowa City. To the best
of the BTC's knowledge, they have accomplished two national
"firsts" by initiating an Annual Cable TV Programming Forum and
holding the Triannual Review Public Hearings live on cable TV
Government Channel 29.
Issues: The foreign language channel originally offered Iowa
City has not been brought to Iowa City. CNN and a different
weather radar channel has been repeatedly requested and talked
about but not offered as an Iowa City service. Public requests
for specific programming services .are not always resolved
because no mechanism to deal with this has been written into the
ordinance or franchise. This has caused great frustration on the
part of many Iowa City citizens. Of special note is that Hawkeye
CableVision received a petition on September 21, 1982, from a
citizen of Iowa City with 1100 signatures on it. The petition
requests MTV (Music Television) be offered as a service in Iowa
City. This petition was initiated as a result of the Triannual
Review Public Hearings.
Community Programming and Access
Accomplishments: There are six local channels offered on Iowa
City cable, four of which are access channels. All four of these
channels are activated and have programming on them that is
largely produced by their local constituent bodies (i.e. Public
Access Channel 26 shows programming produced by citizens and
local originations; the Education Channel 27 shows programming
produced by teachers and students, etc.). Two of the local
channels have evolved into 24 hour a day channels (the Government
and Library Channels). Hawkeye has delivered all promised
equipment and staff for access channel purposes. A survey
conducted by Professor Paul Traudt of the University of Iowa
indicated the popularity of local programs. The City Council
cablecasts are the most popular local program produced.
Issue: Although the development of the access channels and
center has been quick and successful, continued and renewed
commitments from the cable company, City and community are
necessary to enable them to grow any further and to develop them
to their potential.
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B. Service Aspects:
Accomplishments: Over 8500 Iowa City subscribers are being served by
cable TV. This number represents approximately 50% of all potential
subscribers in Iowa City.
Problems/Issues: Repeated customer complaints have been received
about delays in services and getting varying answers to the same
questions regarding service. There have been some questions raised as
to the meaning of state of the art offered to Iowa City by ATC and
whether Hawkeye continues to offer state of the art in terms of
systems,equipment and services.
C. Financial Aspects:
Accomplishments: Hawkeye has achieved higher basic and pay
penetration than expected at this time. Last year Hawkeye contributed
over one-half million dollars to the Iowa City community through
payrolls, property taxes and doing business with other Iowa City
businesses (office supplies, maintenance on vehicles, pole rentals,
etc.). The Iowa -City cable system, including approximately 155 miles
of plant, was built with an initial ATC investment of about $3.9
million.
Issues: As a result of the financial relationship between Hawkeye and
ATC, $1.25 million left Iowa City last year in the form of interest,
pay channel and management fees. Debate over the issue of local
control over cable TV rates continues in Congress in the form of S.B.
2172. A related issue is how to establish on what basis rate increase
requests should be analyzed and granted or denied.
D. Technical:
Accomplishments: The Iowa City cable system has been built, and
relatively few and only minor technical problems have arisen.
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SUMMARY OF EACH AREA ADDRESSED
A. Programming Aspects
1. Satellite and Rebroadcast
A great deal of discussion in the Services section of the
Triannual Review dealt with the programming services Hawkeye
Cablevision offers, or does not offer, on the cable system.
There was general dissatisfaction registered by some BTC members
with the number of current services, including the weather
channel 25 and the Appalachian Community Service Network channel
24. In addition, ATC originally proposed a foreign language
channel which, to date, has not been delivered. CNN has been
discussed as an addition to the Iowa City system, but this has
not materialized. The BTC stated in no uncertain terms that a
new weather service, CNN and a foreign language channel should be
added to Hawkeye's offerings now. Hawkeye stated a new weather
service would replace channel 25's current service and SIN
(Spanish International Network) could be added on channel 24.
Hawkeye is still considering adding CNN in Iowa City. In
addition, MTV (Music Television) has been raised by many
citizens as an additional attraction and the BTC feels it should
also be considered for inclusion in the Iowa City system. There
was some interest expressed by citizens, although much less, in
seeing the following services offered in Iowa City: WOR TV (New
York); British Broadcasting Company (BBC); Telefrance.
It should be noted that the much requested CBS cable service was
offered in Iowa City on July 7, 1982. Also, Hawkeye is now
providing USA Network and WTBS on a full time basis, although
these were not originally proposed by ATC.
ATC has dropped or not carried the following offerings that were
originally proposed in Iowa City: Talking Books for the Blind
(not currently available); WSNS Chicago (station was sold);
Consumer Price Shopping Guide; KCCI and WHO from Des Moines
(network duplicates); foreign language channel; medical channel
(hospitals not interested). Hawkeye has added the following
services not originally proposed in Iowa City: Cinemax;
Calliope; SPN (Satellite Programming Network); ACSN (Appalachian
Community Service Network); ESPN; Nickelodeon. C -Span
originally scheduled for cancellation was kept in the City cable
TV lineup at a cost of $7,000 and as a result, in part, of
community input.
It was discussed and agreed by the BTC that the data channels 3,
8 and 15 should be combined to create more free channel space
which could be used more effectively. Hawkeye has indicated it
is seriously considering this option.
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Community Programming and Access
Most of the discussion in the programming section in the
Triannual Review revolved about the central theme of the local
community access channels. More specifically, that the local
community access channels have been so successful that demands
placed on access equipment, facilities and staff have far
surpassed existing resources, creating a number of related
problems. These problems would have been difficult to foresee in
1979 at the time of the writing of the ordinance and ATC's
proposal, and therefore are not items addressed by either
document. The Triannual Review is the only mechanism that, in
part, is meant to analyze and compensate for problems not
foreseen in the original agreements, such as the problems being
addressed here.
One point to be made clear from the start is that Hawkeye
CableVision has fulfilled and in fact in some cases surpassed its
commitments with regard to equipment and staff for community
access related efforts. It is precisely because of the company's
efforts, along with the City's and the Library's efforts, as well
as the community's response, that the community access related
programming has been so successful.
This success can be measured by the amount of time the production
equipment has been used and the number of staff available for
teaching workshops, assisting on community shoots and playing
back programs on channel 26 and the amount of programming on the
access channels. Hawkeye's production equipment (two portapaks,
one portable production switcher and the studio) is currently
used to its maximum 62 hours per week. The number of staff
available is more than ATC's proposal promised, and they spend
more time than proposed teaching workshops.
Yet, there was agreement between the 8TC and the company that the
demand for equipment, workshops, and the need for more
programming is not nearly filled. There are four important
factors contributing to this problem: the amount of equipment
available; the number of workshops being offered; the amount of
staff time spent in assisting citizens with their productions,
and the amount of programming being cablecast on channel 26.
There are solutions being tried which may ease workshop demands.
Several workshops are being put on videotape that can be checked
out and viewed, thus cutting the staff time necessary in teaching
workshops by one-half to two-thirds. Also, volunteer workshop
teachers are being trained, which will increase the number of
workshops being taught. Likewise, there are volunteer groups
being formed (such as Access Iowa City and the Channel 26 group)
to assist citizens on their productions. So there are yet two
problem situations that need to be addressed, the amount of
equipment available and the number of programming hours
cablecast on channel 26. The result of these two problems to
date has been frustration on the part of citizen producers who
cannot make programming as they desire. Finally, and perhaps
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most importantly, there is an average of only 25 hours of
programming on the community access channel 26 per week. This
is, in fact, a great number of hours for any access channel to
have, but, as was stated in ATC's proposal ..."to be successful,
an origination access program must be able to fill the channel
during a significant portion of the day...." Unless more
equipment is available, and more staff time is directed to
cablecasting programs to this end, channel 26 will not reach its
potential as a viable channel to Iowa Citians. Given that
current equipment and staff resources have been maximized, that
is to say, no more programming can be made or played back given
current resources and that Hawkeye CableVision has in fact
fulfilled its contractual obligations, some conscious and
deliberate decisions must be reached at this time.
In order to be able to adequately evaluate this situation it
should be noted that Iowa City's access operations as a whole -
all the local community access channels, the resources offered
and the total community programming produced - have been
acknowledged as one of the best and foremost systems in the
country. The achievements made in two year's time and the
uniqueness it exhibits are used as models for hundreds of cities.
In addition, it is important to keep in mind that systems growth
takes years to develop. The commercial broadcasting industry
itself took many years to develop. The access system addressed
here is founded on a new concept much different from that of
commercial television and will also take many years to develop to
its potential. All this notwithstanding, we have reached an
impasse - a point of stagnation. Without further commitment
this system cannot develop beyond current levels.
Three questions remain. The first question is who is responsible
for solving these problems? Secondly, what is needed to solve
these problems? Finally, how can resolution be obtained?
One of the primary reasons ATC and Hawkeye won the franchise in
Iowa City is its support for the local community access
programming and channel concept. The company has stated and
continues to state in new franchises where considerably more
equipment and staff time are being offered for access purposes,
the strong importance of the community access potential of cable
TV in every community. And given that Iowa City community access
operations have been deemed by one ATC regional manager as "one
of the most successful in the country," it would seem a
reevaluation on the occasion of this Triannual Review is
necessary. THE BTC WOULD URGE ATC AND HAWKEYE CABLEVISION TO
REEVALUATE THEIR ORIGINAL OFFERINGS TO IOWA CITY IN LIGHT OF THE
SUCCESS OF THE SYSTEM HERE AND TO REEVALUATE THEIR COMMITMENTS IN
THE SPIRIT OF AND ON THE MERITS ON WHICH THEY WERE GRANTED THE
FRANCHISE. At the same time it is important to consider who has
lived up to their agreements in Iowa City and who benefits from
the success of the system in Iowa City. The answers are that all
involved parties have stood by their agreements and that all,
including the cable company, the community and the City, benefit
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from the success of the system. The more successful it becomes,
the more everyone benefits. To this point, the responsibility
for extended commitment for continued success must be shared by
the company, the City and the community.
What is needed, in the way of equipment and staff to work toward
a solution and how can that be obtained? It is not presumptuous
to state at this point that the current demand is difficult to
satisfy. If not an overburdensome economic responsibility,
certainly an expensive endeavor. However, if a systematic plan
for growth is devised and followed, an important step can be made
to ensure that the access operations reach their ultimate
potential and the benefits to the City and community can continue
to grow. The equipment needed and in question is portable
production equipment and editing equipment. The portable
production equipment will be addressed here as production units.
Each production unit is comprised of one video camera, one
portable three-quarter inch video tape recorder, one AC adapter,
two batteries, one light kit and one microphone. These are the
very basic and necessary tools to produce a program. The cost of
such a production unit is approximately $8500. Each editing
system is comprised of two editing three-quarter inch video tape
recorders, one editing controller and two monitors. The cost is
approximately $16,000. Although this is an issue that will not
be pursued here, there are good economic arguments for the
purchase of one-half inch rather than three-quarter inch
systems. For instance, a h" editing system costs only $10,000 by
comparison. This may be a matter the BTC may take up when such a
purchasing decision is pending. Although certainly many more
production units and an additional editing system could be used
immediately, the cost is too high for any and all institutions to
absorb today. However, if a planned growth of one production
unit per year is maintained (so that at the end of the 15 year
franchise there are 15 production units) and one editing system
for every two production units is purchased and available for 40
hours a week each for community use, this would go a long way
toward solving the equipment problems now faced. All growth is
interrelated. The more workshops taught the more equipment
needed and used. The more equipment purchased, the more
programming produced and edited. The more programming
completed, the more programming cablecast on channel 26. So,
there must be a growth maintained in staff levels as well. Given
current levels of demands and resources and what is produced as a
result, a minimal step would be to enable the addition of a one-
half time staff person per year to account for especially the
necessary playback of programming to be produced for channel 26.
An alternative to this may be to purchase a machine like the
Director, which can be programmed to play back up to ten hours of
programming.
With such commitments as these, the number of community
producers that could participate in producing programs, the
number of programs being produced and the number of programs
being cablecast would increase systematically and in an orderly
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fashion. This could result in three years (the time of the next
Triannual Review, April 18, 1985) in three more portapaks, one
more editing system and one and one-half more staff persons. In
addition, there would be a potential increase in the number of
participating community members of several hundred more per year
and a potential for up to 25 more hours a week of programming
(for a total of 50 hours per week) by the 1985 Triannual Review.
This level starts to reach the necessary programming schedule
for a "significant portion of the day." By the third Triannual
Review (April 18, 1988), a comparatively healthy programming
schedule would be attained, enough to make channel 26 a truly
Iowa City community channel. When noted here that since all
community channels (government, library and educational) share
equipment and staff resources, each of these channels and their
corresponding participants and audience would benefit from such
advances as those described here.
Finally, and most importantly, comes the third question of
exactly how such advances and commitments can be made. The exact
solutions should be a matter of joint consideration between all
involved entities (company, City, community, library and
educational institutions) and the BTC may play an instrumental
role in facilitating such an arrangement.
Certainly such commitments must relate to the overall success of
the cable system, for it is that financial success that fuels all
cable related growth, whether it be additional services offered,
more equipment, or more franchise fees. Given the analysis of
financial data submitted by Hawkeye during the Triannual Review
(see Section C below re: Financial Aspects), indicates that the
company is doing well in Iowa City. Further financial analysis
is planned. Projections are that the company will do much better
than predicted in their original proposal. For example,
eventual cable penetration in Iowa City may reach 70% whereas
only 50% was originally projected. The initial performance
statements included only one pay channel with a penetration of
20%. The company now has two pay channels, HBO and Cinemax, with
penetration already exceeding 50% and 30% respectively. Actual
expenses may have been higher than projected and a more thorough
examination of such data is planned to better weigh such factors.
Nevertheless, the company is and projects to be doing very well
in Iowa City. Such factors are important when weighing what
possible commitments may be expected not only from the company,
but from the City and other institutions as well, since more
gross income of the cable company means higher franchise fees for
the City. Such financial success, the BTC believes, should
motivate the company and City to consider extending commitments
in the area of equipment and staff, as discussed. Further, the
BTC may serve as a facilitator to this end. One suggestion for
future consideration may be an agreement or commitment to a
shared or matching cost formula to be shared by all participants
and benefitting entities to continue to support the needs of
access operations, such as those stated herein, as long as the
system proves economically successful.
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It is realized that much of the franchise fee the City receives
has already been allocated on a yearly basis. However, some
steady growth in this fee is projected for the next few years.
Some of it may be earmarked to assist in reaching the goal of a
strong community access channel. Although it may not be enough.
Foundation or corporate grants, or community fundraising, may
have to be additional routes explored.
The BTC hopes all involved entities will consider this report at
times of budgeting and that each will participate and assist in
seeking solutions to the determined needs and problems of the
community access operations in Iowa City. Without each entity's
support, the access system cannot progress further.
It was agreed Hawkeye is supplying all and more than originally
proposed in Iowa City with the exception of a slide/dissolve
unit. It was further agreed this need not be purchased now, but
will be purchased at a later date if Hawkeye's budget permits.
To overcome equipment repair problems, Hawkeye has secured a
priority maintenance contract with Video Midwest in Davenport
and have a local engineer on call. The BTS notes that because of
this equipment's heavy use they will reach a point where it will
not be repairable and replacements will have to be made.
In response to citizen interest in regular programming time
slots and in live series programming, Hawkeye has adopted the
following guidelines - community producers may reserve channel
time for playback as much as eight weeks in advance giving them
that time. slot for a full two months. After a month, they can
book the time for another eight weeks making series programming
for four months possible.
People interested in doing live series programs may schedule
both studio time and channel time together. The only stipulation
on this is that it be on a night when the Community Programming
Center is open for public use, that is, Monday, Tuesday or
Thursday evenings. As live series programs are getting priority
treatment, producers and directors are asked to sign a contract
with the Community Programming Center that they will have their
crew and talent at the Center at the times reserved for their
live presentation.
In response to the problems of getting community members rather
than students into training workshops offered, Hawkeye has
informed University of Iowa professors not to tell their classes
to come to the library for workshops; more outreach will be done
to reach community groups and more volunteer teachers are being
trained so that more workshops can be taught.
Future emphasis on study and development by the BTS will include
interactive and institutional uses of cable, such as data
transmission, energy management, traffic monitoring, burglar and
fire alarms, interactive programming. BTC will send ATC a
letter requesting current information on such areas.
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ATC originally proposed that its offices house a studio with
permanent lighting and audio and a single camera as a backup
facility. However, in light of the demand on the main facility,
Hawkeye proposes to move the PVOM (portable video switcher) and
other portable equipment to the Southgate studio to allow for two
camera capability. They are also looking into the possibility of
purchasing and placing a second editing system there during this
budget year. The second editing system will be used primarily by
Hawkeye staff for local origination production but could serve
as a backup system for community producers. Once Hawkeye's own
productions are shifted to this second system, the editing
facilities at the main studio, the Community Programming Center,
could be made more accessible to the public, increasing their
availability by at least ten hours per week. This would in
effect ease the demand on that editing facility once the PVOM and
portable gear are located at the Southgate office rather than the
ICPL. While the Southgate address is not as central as the Iowa
City Public Library, most people using the portapaks pick them up
in a vehicle and the PVOM always goes out in Hawkeye's van. It's
assumed by Hawkeye that while this may cause some initial
discomfort, it will be worth it in the long run as the facilities
could be used to their maximum by separating them in this manner.
However, the BTS notes it may may not be in the best interests of
the public to move such equipment to Hawkeye's Southgate
offices. Because the current system is so successful in the
Library; because it is a central location; because of the
positive relationship established between the City, Library and
cable company due to, in part, the proximity for that shared
space; because of the City's difficulty in monitoring
accountability at Hawkeye's Southgate offices; because the
Library is more analogous to the access philosophy than would be
a private company setting; because the portable equipment is
used the most of any equipment and because moving the equipment
to Southgate offices would entail increased transportation costs
for the City, Library and public when equipment is needed, the
BTC suggests alternative arrangements for expanded use proposed
by Hawkeye be found. This will be a matter for future
discussion.
The
City government channel 29 and Library channel 20 were
complimented for their programming and more government and
library programming was requested. Hawkeye Cablevision was
complimented for their community access related support work.
B. Service Aspects (Office, Billing, Installation, Complaints, Etc.):
The BTS reported Hawkeye's service record is well maintained and that
in most all cases responses are recorded as being handled within 24
hours. It was noted that Hawkeye's service record is filled out with
primarily signal and system technical problems and complaints.
It was agreed Hawkeye must provide 24 hour response time for every
complaint received prior to 2 P.M. and 27 hour response time to each
complaint after 2 P.M., 5 days a week. However, in the event of any
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loss of service over 27 hours, the company must refund 1/30th of the
monthly billing for every day of loss of service.
It was agreed by the BTC that a major area of citizen dissatisfaction
stemmed from a lack of consistency in Hawkeye's dealings with the
public over the phone. It was suggested a possible solution would be
that form letters, maybe 20 or 30 different letters to cover 95% of
the most common calls, could be supplied to Hawkeye's personnel so
that calls could be responded to quickly and consistently and could be
followed up with written responses. Hawkeye will seriously consider
this alternative.
The BTC was generally satisfied with the form and content of the BTS
complaint log report. It was noted the BTS does record different
complaints than Hawkeye's service records, such as easement
complaints, calls about programming complaints, or community access
equipment problems.
There have been several citizen requests for a lower cost or free
basic service tier. Hawkeye explained there would be a substantial
cost in tiering the Iowa City system, as much as $1 million, because
of the need to install addressable converters (see Hawkeye/Blaugh's
triannual review report to the BTC for a more detailed explanation).
Several BTC members agreed this may be an item for future discussion.
Some questions were raised regarding how cable leased access channels
should be handled. Some of the issues involve whether the lease
channels should be offered on a first come first served basis, as a
common carrier, or whether the cable company should be free to reject
any potential users. Hawkeye proposed they be able to negotiate with
each individual user and charge a flat rate, percentage or fee based
on the revenue produced by the program (see Hawkeye/Kalergis
triannual review report for further details). The BTC decided this
was a matter needing further consideration and tabled the discussion
until the Fall BTC meeting.
Concerning the requirement that Hawkeye advertise community access
opportunities, Hawkeye exhibited a booklet they give potential
subscribers which does include a description of community access
programming opportunities.
ATC originally proposed a visual reference service to be available
from the Iowa City Public Library. Although a camera has been
supplied to the Iowa City Public Library, ATC has not been able to
find a lens configuration that is capable of reading regular size type
and then scanning a map but would be willing to purchase one that
would be found to work for the prescribed applications.
On the matter of expanding the current 35 channel system, Hawkeye
stated expanding to 41 channels would be possible by adding components
to the amplifiers. To go beyond 41 channels would require an
extensive and expensive rebuild.
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The BTC queried Hawkeye's willingness to include messages in their
billing statements from community groups. Hawkeye responded saying
such messages could be included with and/or on billing statements.
The advertising of "Armchair tuning" and the availability of such
devices was queried. Hawkeye stated they have 2600 such devices that
are available on a first come first serve basis, but that these
devices are not as reliable as the converter boxes Hawkeye offers.
There were questions raised by a Commissioner regarding whether what
Hawkeye is offering Iowa City is, in fact, state of the art, as
required by the ordinance. It was decided the BTC will send ATC a
letter inquiring what they are providing in the way of state of the
art technology to current and new `ranchises.
There have been complaints that cable is not being buried deep enough
(in some cases from 2-6 inches). BTS proposed an ordinance amendment
that would require all future cable be buried at least 10-12 inches.
Hawkeye agreed to this idea.
The cable company proposed an ordinance amendment requiring that
persons must notify the company before doing excavation or digging, or
be liable if the company lines are cut. The BTC agreed to this and
Legal will review state law and develop language for this proposed
ordinance amendment.
Hawkeye proposed treating cable FM radios as leased spectrum space so
that any new radio stations in the area may be charged for the channel
space they fill when carried by the cable company. Hawkeye will
return to the BTC with a proposal on this matter for further
discussion.
Hawkeye provided the City with a 128 page character generator which
will enable more City departments to make use of government channel 29
for information distribution purposes.
BTS noted that according to ATC's proposal, cable return lines for and
origination purposes are to be supplied by the company, although the
ordinance provides that the cable company can charge time and
materials for anything over 300 feet from the network. Hawkeye said
the proposal called for a demonstrated need before such cabling is
required. BTS said interest had been expressed by the schools in
being wired. City High has been wired but West High has not. Hawkeye
stated that West High poses real problems in being cabled because the
parking lot would have to be dug up to get the cable service to the
high school and because of the distance of the school from the
existing network.
C. Financial Aspects:
The Commission's primary concern regarded the amounts of money being
spent by Hawkeye and where this money is going, particularly where
money is being paid back to ATC Headquarters and Time, Inc. Unfortu-
nately, detailed expense accounts were not available for this discus-
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sion from ATC so some
be answered. The BTC
from ATC headquarters
issues.
17
f the most crucial questions raised could not
agreed to request detailed financial records
to facilitate future discussions on these
Hawkeye paid ATC $850,000 in interest at 1.5% over the prime rate and
$82,000 in management fees in 1981. Hawkeye paid Time, Inc. $350,000
for pay channel programming (including HBO and Cinemax). $20,000 went
for other programming, such as WGN, WTBS, ESPN, USA Network, and
Nickelodeon. Hawkeye showed a loss of $500,000 in 1981. The BTC will
inquire as to what other cable companies, such as Cox in Cedar Rapids,
are paying their parent company for pay programming. It was
determined other towns and institutions in Johnson County, such as
Coralville, University Heights and the University of Iowa, are
benefitting from services the City of Iowa City provides regarding
cable TV and from the access equipment and services offered by
Hawkeye. The BTC suggests Coralville and University Heights as well as
the University of Iowa should be requested to share a portion of their
franchise fees or other monies to reimburse Iowa City for such
services. Hawkeye has reached 50% penetration in Iowa City with 25%
having second set hookups, 70% taking HBO and 50% taking Cinemax.
Hawkeye projects a 5% growth in penetration per year, leveling off at
70%.
D. Technical Aspects:
The BTC determined there are relatively few and minor problems in this
area. Hawkeye's dealing with problems in this regard and building the
system with quality materials appears to have paid off in a fairly
consistent delivery of good service.
It was determined nothing could be done on the local level to better
equalize varying sound levels from channel to channel. When such
problems do occur, letters should be sent to the station from which
the channel originates. Hawkeye has substituted equipment from that
proposed in Iowa City in the building of the cable system, but in all
cases such substitutions have been upgrades. The BTC suggested the
possibility, for documentation purposes, of the City performing its
own technical tests on the cable system. Hawkeye currently tests its
power hub, and office sites signals weekly.
E. Miscellaneous Aspects:
The BTC recommends an ordinance amendment allowing ATC and Hawkeye
until April 30 to file their annual reports with the City.
Hawkeye requested a change allowing them to charge for reasonable
compensation when having to bury cable for a subscriber who is
choosing to have this done (as opposed to required burial when other
utilities go underground). The BTC requested that Hawkeye draw up a
proposal on this matter for future discussion. A Commissioner
introduced the idea of establishing a local foundation to accumulate
and access
ojects
dribute funds for supported by the BTC andyHawkeye.prATC deliverednd rmmaterials oses. This
ideawasto
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be read by the BTC concerning the deregulation of cable on the local
government level for future discussion.
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VI. FUTURE ITEMS FOR DISCUSSION
e....,
The following is a list of discussion topics and possible future agenda
items, most of which were raised in the triannual review process. They
will be dealt with as need demands and time permits.
I. Roles of the BTC and library concerning access.
2. Political cablecasting guidelines for the local access channels.
3. Extension of cable to newly annexed areas - related issues.
4. Determining how Access Support Funds money should be allocated.
5. Leased access channel policies (recommendations to be proposed by
Hawkeye CableVision).
6. Treating FM cable radio as leased space (recommendations to be
proposed by Hawkeye Cablevision).
7. Wiring of West High School for origination capabilities.
8. Obtaining a foreign language channel in Iowa City.
9. Obtaining CNN in Iowa City.
10. Collecting data on access usage and possibly approaching Coralville,
University Heights, University of Iowa and others for sharing in
supporting such operations from their franchise fees.
11. The second studio at Hawkeye. More specifically, where the local
portable production equipment will be stored and checked out to the
public.
12: Finding ways to develop the local access channel programming
potential (more equipment, more staff, more programming and/or more
playback of programs).
13. Raising funds for access through a check -off system on Hawkeye's
billing statements.
14. Exploring uses and applications of the institutional network.
15. Obtaining more and more specific information from ATC about:
a. financial records.
b. state of the art and other ATC assistance and what may be
expected in Iowa City.
C. ATC's stance on the cable company as common carrier, public
utility,
ill 2172.
16. Providinga free or senate
or lower cost cable service toall�in Iowa City.
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City of Iowa City
MEMORANDUM
Date: October 6, 1982
To: City Council
From: Dale Helling, Assistant City Manager �\
Re: Cable Television Service to Sterling Court
At your informal meeting on September 27, 1982, the question arose
regarding cable television service to Sterling Court and how such service
relates to the "Extension Policy." A copy of Section 14-78 of the
Broadband Telecommunications Franchise Enabling Ordinance is attached for
your referral.
Please note that Sections 14-78(b)(1) and 14-78(b)(2) both refer to
"extension" of service. The latter, subsection (b)(2), relates to the
"Extension Policy" which Hawkeye is required to submit for City approval.
This applies to those potential subscribers who are over 200 feet from the
nearest point of the existing network, interpreted by the Commission to
mean the'network as it exists currently or as extended consistent with
Section 14-78(b)(1). The position of the Broadband Telecommunications
Commission is that Hawkeye is responsible for providing service 200 feet
or less at no extra cost, and that extraordinary costs for a hookup in
excess of 200 feet should reflect only time and materials necessary to
complete that hookup beyond the 200 feet distance. Hawkeye's position,
however, is that extension of the Broadband Telecommunications Network as
well as extension of individual services beyond 200 feet should both be
Under one extension policy which would be based on time, materials, and
population density of each area in question.
The problem which residents of Sterling Court have experienced revolves
around the failure of Hawkeye to provide service to all residents of that
area. It is my understanding that a few of those residents do have
service by virtue of extended individual service connections from the
existing network, but that such hookup is not possible for all residents.
Sterling Court falls under the purview of Section 14-78(b)(1)b. It is a
"new housing area" constructed since April 1979 (date of franchise) and
therefore directly affected by the method of extension of the Broadband
Telecommunications Network. The Commission has communicated to Hawkeye
and its parent company, American Telecommunications Corporation (ATC),
its position regarding the question of a "reasonable" amount of time for
providing service to "new housing areas" and how this should apply under
this provision. The two -fold approach recommended by the Commission 1.
defines "new housing areas" and 2. applies "reasonable" time parameters.
Among its provisions are those which would require "new housing areas"
constructed between April 1979 and April 1982 to be serviced no later than
December 31, 1982. Mr. Bill Blough, general manager of Hawkeye
CableVision, has several times related orally to the Commission his
commitment to provide Sterling Court with service no later than December
31, 1982. At the Commission meeting of September 21, 1982, Mr. Blough
stated that all materials necessary for the extension of the network to
m/
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service this area have been acquired and only wet ground conditions now
prevent installation. Construction will begin as soon as ground
conditions allow.
At the present time, if Hawkeye and ATC were to agree to the terms
proposed by the Broadband Telecommunications Commission for
recommendation to the City Council regarding extension of the network
under Section 14-78(b)(1)b., that agreement would require completion of
Sterling Court by December 31, 1982. Mr. Blough has publicly committed
Hawkeye to that deadline as well.
bdw/sp
cc: Drew Shaffer
Broadband Telecommunications Commission
Bill Blough
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4 I4-77 IOWA CITY CODE FRANCHISES 4 14.79 .
hundred (300) feet of any network cable route. initial in- (b) F,.rten.sion of network within city boundaries:
stalhd.ion shall be without charge. The rates for monthly (1) Conditions of required extension: The grantee shall at
service shall be designated by the grantee in its proposal. Rates its expense within a reasonable amount of time extend
for monthly service to residential or living units within such its broadband telecommunlcations network so as to
entities may be negotiated with each such entity. The grantee provide full network service to all residents of:
may charge for any excess footage on the basis of time and
material for any such locations beyond the three hundred -foot a. Newly annexed areas of the city not then served
limitation if such connection is designated by the city. The by u broadband telecommunications network, or
city reserves the right for itself and the above entities at b. New housing areas developed within the city limits,
their individual expense to extent] service to as many areas or
within such schools, buildings and agencies as it deems de- c. Any resident dwelling within the city limits and
sirable without payment of any additional installation fee or within two hundred (200) feet of an existing net -
monthly fee to grantee. All such extensions, however, shall
be accomplished in such a way so as not to interfere with the work.
operation of the broadband telecommunications network. (Ord. (2) Extension policy: The grantee shall file with the city
No. 2917, § 2, 8-22-78) clerk two (2) copies of its extension policy for poten-
tial subscribers dwelling beyond two hundred (200)
Sec. 14-78. Extension of network. feet from the nearest point of the existing network
but within the city limits. Such policy must be approved
(a) Extousion across city boundaries: Before any subscrib- by the city and the grantee shall not make, or refuse
er located in a community other than the City of Iowa City or to make, any extension except as permitted by this
University of Iowa is allowed to connect to the broadband approved policy.
telecommunications network, the grantee shall be capable of
furnishing service to a "substantially completed" system for (3) Disputes: The commission shall, upon petition, conduct
Iowa City residents unless a waiver of this section has been it public hearing and make a final determination con -
granted by the city council of the City of Iowa City, Iowa. A cerning umy disputes arising from the extension of the
written waiver request must be made thirty (80) days before, network as stated herein. (Ord. No. 2917, § 2, 8.22-78)
requesting an appearance before the city council. Such waiver See. 14.79. Construction timetable.
request shall clearly state the potential impact of such occur-
rence on the operations and finances of the grantee, the costs (a) Permit application: It is hereby deemed in the public
of such an extension and who is to bear such costs and any interest that the system be extended as rapidly as possible to
anticipated interconnection with such institutions, as defined all residents within the city. Within ninety (90) days of the
in section 14.77 within the area to be served by such network effective dale of u franchise granted hereunder, the grantee
extension. shall file with the appropriate authorities and utilities all
initial papers and applications necessary to comply with the
If permission is granted by other jurisdictions, co lee grantee terms of this article including the application for franchise
shall be required to extend the network or cooperate with and any additions a• amendments thereto and shall there -
other grantees in those jurisdictions to provide service to after diligently pursue all such applications. After the grantee
institutions listed in section 14-80 of this article. has diligently pursued the acquisition of necessary pole at -
Sapp. No. I Supp. No. I
} 974 976
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City of Iowa City
MEMORANDUM
DAT11 October 6, 1982
TO: Iowa City City Council
FM: City Clerk Abbie Stolfus
of: Beer/Liquor Sunday Sales/Conditional Approval
FOR YOUR INFORMATION - - Conditional approval was given at the
7/18/82 Council meeting to The Little Red Barn, 513 South River-
side Dr. for Class C Beer Sunday Sales permit. They have submitted,
after the 90 -day period, the required information which allows
them to retain their permit.
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City of Iowa City
MEMORANDUM
To: Applicants for the Committee on Community Needs
From: Abbie Stolfus, City Clerk
The Committee on Community Needs is intended to represent, as nearly as
possible, a cross-section of the Iowa City population. In order for the
City Council to ensure this broad representation of the community, it is
necesary to know whether applicants for the Committee are members of any
of the following groups:
Elderly (age 62 or over)
Handicapped
Racial or Ethnic Minority
Low- or Moderate -Income (varies - check with City Clerk's office)
Please indicate on the Advisory Board/Commission Application Form, in the
spaces provided, whether you are representative of any of these groups.
Be assured that this information is for the soleup rpose of making the
Committee on Community Needs representative of the community which it
serves.
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COMMITTEE ON COMMUNITY NEEDS APPLICATION FORM
Individuals serving on Boards/Commissions play an important role in
advising the Council on matters of interest to our community and its
future. Applicants must reside in Iowa City.
The City Council announces Advisory Board/Commission vacancies 90 days
prior to the date the appointment will be made. This period provides for
a 30 -day advertising period and a 60 -day training period for new members.
The training period allows new members to become familiar with the
responsibilities and duties of the advisory board/commission before
becoming a full voting member.
After a vacancy has been announced and the 30 -day advertising period
has expired, the Council reviews all applications during the informal work
session. The appointment is announced at the nex;.formal Council meeting.
Appointees serve as unpaid volunteers.
Council prefers that all applications must be submitted to the City
Clerk no later than one week prior to the announced appointment date.
PLEASE USE A BLACK INK PEN.
THIS APPLICATION IS A PUBLIC DOCUMENT AND AS SUCH CAN BE REPRODUCED'AND
DISTRIBUTED FOR THE PUBLIC. THIS APPLICATION WILL BE CONSIDERED FOR 3
MONTHS ONLY.
NAME ADDRESS
OCCUPATION
EMPLOYER
PHONE NUMBERS: RESIDENCE BUSINESS
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
THE FOLLOWING INFORMATION IS BEING REQUESTED FOR THE SOLE PURPOSE OF
MAKING THE COMMITTEE ON COMMUNITY NEEDS REPRESENTATIVE OF THE COMMUNITY
AND THE GROUPS) WHICH IT SERVES.
If you are representative of any of the following categories, please
check.
ELDERLY (age 62 or over)
HANDICAPPED OR DISABLED
RACIAL OR ETHNIC MINORITY
LOW OR MODERATE INCOME
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
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Page 2 - CCN Application
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EXPERIENCE AND/OR ACTIVITIES WHICH YOU FEEL QUALITY YOU FOR THIS -POSITION:
WHAT IS YOUR PRESENT KNOWLEDGE OF THIS ADVISORY BOARD?
WHAT CONTRIBUTIONS 00 YOU FEEL YOU -CAN MAKE TO THIS ADVISORY BOARD (OR STATE
REASON FOR APPLYING)?
Specific attention should be directed to possible conflict of interest as
defined in Chapters 362.6, 403.16, and 403A.22 of the Code of Iowa. Should you
be uncertain whether or not a potential conflict of interest exists, contact the
Legal Dept.
Will you have a conflict of interest? YES NO
If you are not selected, do you want to be notified? _YES _NO
This application will be kept on file for 3 months.
Oct. 1982
1773
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City of Iowa City
MEMORANDUM
DATE: October 7, 1982
TO: City Council
FROM: Robert W. Jansen, City Attorney W YAC
RE: School Board Request for Deed
The Iowa City School Board president has requested that the City execute
a quit claim deed to the School District with regard to Centre Market
Square where Central Junior High is located. The origin of the request
lies in the fact that there exists a cloud on the title and to remove
that cloud it is necessary that the City relinquish its outstanding in-
terest.
The legal staff has exhaustively researched this matter to determine the
nature and extent of the title defect. Briefly summarized, the facts are
that in 1891, 1896, and 1897, the City Council, by separate ordinances,
granted to the Independent School District of Iowa City, for
theuentirectract
purposes, three separate parcels of real estate comprising
upon which Central Junior High is now located. This tract was shown on
the Original Plat of Iowa City as Centre Market Square with ownership in
the City. The ordinances state that the use of Centre Market Squareis
ual
solong ase
afor
thbproperty ispusedsforand
schoolthat
purposesgrant shall be perp
As the members of the Council are aware, the voters have authorized the
Board of the Iowa City Community School District to sell the property if
the Board so elects. Consequently, any interest remaining in the City by
if the use of the property for public
virtue of its reversionary rights,
school purposes should cease, would, from the standpoint of the School
District's interest, need to be relinquished by the City. Thus, the re-
quest for the quit claim deed.
It is not the purpose of this memorandum to discuss the legal merits of
the matter, but rather to present the matter for discussion by the Council.
The City Manager and I would like to discuss with you some options to
possibly resolve the problem in a manner whereby the City's and School
District's interests will be best served,
cc: City Manager Berlin
Attornev John Cruise
Assistant City Attorney Richard Boyle
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CITY (jF
CNIC CENTER 410 E. WASHNGTON ST.
OWA
IOWA CITY, IOWA 52240
October 12, 1982
CITY
(319) 356-5000
Attorney John Cruise
Barker, Cruise 6 Kennedy
311 Iowa Avenue
Iowa City, Iowa 52240
Re: School Board Request for Quit Claim Deed
Central Junior High Property
Dear John:
This letter is sent to you in your capacity as attorney for the Iowa
City Community School District. As you know, I have reviewed the request by
President Aldinger for a quit claim deed to the School District with regard
to the Centre Market Square location. The City's legal position was then
reviewed with the Council last night.
You are by now aware of my view as to the City's reversionary rights
in Centre Market Square as provided in the ordinances of 1891, 1896, and 1897.
Accordingly, I have advised the Council that the City ought not to relinquish
j its interest in the property arising out of the easements granted in the afore-
mentioned ordinances. The Council has concurred in this view.
The Council has instructed me to inform you of our position in the matter
and to ask that you, Dr. Cronin, and the Board consider and provide to the
Council proposals to possibly resolve the matter in the best interests of the
City and the School District without, if possible, resort to litigation.
RWJ:jb
cc: City Council
City Manager
Very truly yours,
Robert W. Jansen
City Attorney
City of Iowa City
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City of Iowa City
MEMORANDUM
Date: October 7, 1982
To: City Manager
From: Larry McGonagle, Transit Manager
Re: Vehicle Needs and Fare Policy
This memo is to address two problems in need of discussion - namely, equipment
needs in the next few years and fare policy. These two must be discussed
simultaneously, since one must be done to accomplish the other: fare increase
to provide for equipment needs.
No service expansion will be possible until the completion of the equipment
replacement and improvement program. At present the following is programmed in
our Transportation Improvement Program (TIP). This TIP can be amended as we
deem necessary.
FY DESCRIPTION OF PROJECT
84 Purchase three small coaches
85 Purchase six new full-size coaches (four new; two
replacements for 618 and 619)
86 Remanufacture six full-size coaches
87 Remanufacture six full-size coaches
The most important aspect of this TIP is the remanufacture of coaches. I am
concerned about waiting another four or more years before beginning this
process. This means that these twelve coaches would have a minimum of 15 years
on them. The longer we wait to remanufacture the higher our maintenance costs.
Also, the longer we wait the more we will need to do in the remanufacturing
process, thus increasing the cost. At present, remanufacturing costs
approximately $50,000 per vehicle. Iowa City would pay 10% or $5,000 per coach
(based on 80% Federal, 10% State and 10% Local). Remanufactured coaches will
last appproximately ten years. This is an inexpensive price for a full-size
coach for ten years of service.
In order to remanufacture these coaches, we must have replacement vehicles
during the interim period (usually from 90 days to 6 months). We have three
alternatives in replacing these vehicles.
1. Lease. We could lease six coaches for this period. The problem: leasing
is usually very costly. It runs approximately $1200 per month, per coach,
for a six-month lease, plus maintenance costs. Six coaches leased for six
months would cost $43,200 plus maintenance costs. Leased buses are usually
in poor condition. They are unreliable and costly. Also, after the lease
period you have nothing to show for your money.
2. Buy Used Coaches. Purchase six used coaches. At times you can find used
coaches which may be purchased. Used coaches (1964 model) in fair
condition cost approximately $35,000. Six used coaches would cost
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$210,000. These coaches last approximately five years with excellent
maintenance. After the remanufacturing period, we could either retain
these coaches or sell them and purchase new coaches for expansion.
3. Purchase new coaches. We could purchase new vehicles. This would cost
approximately $90,000. Total cost would be $900,000, with 80% being
Federal, 10% State and 10% Local. To do this, we must insure that we order
these buses in the FY84 grant period. The purchase of new coaches is the
option recommended by the Transit Manager and the Equipment
Superintendent. This is where we will get the most for our money. We get
six coaches as replacements during remanufacturing and six coaches for
replacement of 618 and 619 and expansion after the remanufacturing period.
I feel it is imperative that we begin the remanufacturing no later than
FY85. If we wait any longer, we face higher maintenance costs, higher
remanufacturing costs, higher costs for replacement vehicles, and the
potential for disruption of service. Since Iowa City Transit at present
has a very small reserve fleet, it is possible that as these coaches get
older we will be faced with a larger number of breakdowns. This could
eventually amount to more coaches inoperable than we can replace.
In my estimation this program will be accomplished in FY86, at the earliest,
depending upon which replacement option we choose. Thus, I feel it is extremely
important that we determine immediately how we wish to handle this situation,
then put the program (fare policy) in place to finance these needs.
I recommend that our TIP be amended as follows:
FY DESCRIPTION OF PROJECT
84 Purchase of six new full-size coaches
85 Remanufacture of six full-size coaches
86 Remanufacture of six full-size coaches
87 At present it appears that we need not
purchase coaches during FY87. (If we
purchase new coaches in FY84.)
The question now becomes, How do we pay for this? On May 17, 1982, Hugh Mose
wrote a memo expressing his concerns and making recommendations concerning a
fare policy. I agree that we need to establish such a policy. I recommend we
continue the present policy of a fixed budget. In this system we adjust the
local tax support and the fare structure to avoid a deficit. Historically the
local tax support amounts to approximately 40% of the Transit budget.
As part of this fare policy it is recommended that we phase out the use of
Revenue Sharing for Operating Expenses. This will remove Transit's dependency
on Revenue Sharing monies for Operating. It is possible that these funds could
be used for Capital Expenditures. Revenue Sharing monies would be replaced by
increasing Transit's share of property taxes, probably utilizing the Transit
levy, over a three year period. If the Council approves of this, we will submit
various alternatives for implementing this plan.
nICROEILRED BY
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In the following, I will state my views concerning certain areas
(I have attached a copy of that memo), and show a budget proposal
equipment program. (See Attachment.) The equipment reserve h
well depleted by the Neoplan buses and the maintenance facility.
I will first deal with my comments concerning Hugh's memo.
SECTION 1
PROPOSED TRANSIT FARE POLICY
of Hugh's memo
for funding the
as been pretty
I agree completely with Hugh's assessment that a fare policy be developed
to "optimize ridership and revenue". The same criteria can be used to
balance our fare increase at a point that will minimize loss in passengers.
Historically fare increases have resulted in some ridership losses. Thus,
a fare increase must be at a level that can be justified to the public and
still meet our needs. It is unfortunate that we must raise fares but an
established fare rationale will alleviate much of the public outcry that
accompanies such an increase.
2. One of the main ingredients in the fare increase rationale should be
duration of that increase. That is, to raise fares to such a level that
they will be sufficient for more than one year. The advantage of a raise
covering more than one year is: we alleviate some public outcry. In
addition, it provides stability to the budget process.
In my experience there is a greater public outcry when fares are raised
yearly even if you can justify them. Fare raises of two years or more
allows the "dust to settle."
SECTION 2
FARE ADJUSTMENT CONSIDERATIONS
1. In Hugh's memo he recommended a fare increase in two increments. Fares
would be increased to 404, with a $14 monthly pass. A year later fares
would be raised to 504, and a $16 monthly pass. My feeling is that we
shuld rs
at we
raise the efares to 404 with an option that law$14s monthly pass to go two aand bwhen wetraise he mh
the fares
to 504 for the $16 monthly pass.
2. Some consideration should be given to an Elderly/Handicapped fare. Many
transit systems charge one-half the base fare for Elderly/Handicapped
passengers during off-peak hours. Although based on last year's ridership
of ould
esult in only
revenue. 00At this passengers,t me Ihalf doubtase fare if enoughwmoniiesrwould be generated $19,000
o make
this worthwhile.
3. I agree that Saturday fares should remain at a rate lower than weekdays.
We should consider establishing a similar rate for night service.
Saturday, and possibly night service, fares should be a certain percentage
of the regular fare rounded to the highest 54. For example, if the
percentage was established at 70% and the base fare were raised to 404,
then the reduced fare would be 304.
F1ICROEILMED By
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CEDAR RAPIDS • DES 11019ES
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4. I think we should explore the idea of tickets. These might be for 10 or 20
rides at the regular fare price. These tickets would be convenient to the
occasional rider who may not wish to purchase a monthly pass.
5. Tokens are a problem under the best circumstances. They are extremely
costly to purchase and constantly need replacement. There is a large cast
involved in the handling that does not occur with passes. Tokens must be
counted, rewrapped, distributed and replaced often.
RECOMMENDATIONS
1. After reviewing the options available, it is my recommendation that we go
with the attached option. Effective January 1, 1983, we raise the base
fare to 404, with a $14 monthly pass. We anticipate raising the fares
again on January 1, 1986, to 50G with a $16 monthly pass. This option
provides us with some good alternatives. If the Federal/State funding
situation gets worse we can raise fares sooner and/or increase the local
support. If Federal/State funding remains constant, as anticipated, this
Option is good for three years. If the Federal/State funding picture
improves we can then reevaluate the projected fare increase. One of the
major benefits of this fare increase is that an increase of 54 should not
affect ridership to any significant degree.
2. That Saturday fares be set at 70% of the regular base fare, rounded to the
highest 5�. Effective January 1, 1983, Saturday fares would go to 304.
3. That we institute tickets of 20 rides for $8 dollars. This will allow
individuals who do not need a regular monthly pass to have the convenience
a pass provides.
4. That we purchase six new full-size coaches in FY84. The estimated cost for
six new full-size coaches and 12 remanufactured buses based on 1982 dollars
and assuming that Iowa City has to pay 10% (with the State paying 10% and
the Federal share of 80%) is $150,000.
1776
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Based on $.40 base fare effective 1-1-83; a $.50 base fare effective 1-1-86 and a local match of 40%
effective FY84
FY
OPERATING
BASE
FAREBOX
GRANTS/
LOCAL TAX
CONTRIBUTION TO EQUIPMENT
RIDERSHIP*
BUDGET
FARE
REVENUE
MISC.
SUPPORT
REPLACEMENT RESERVE
83
2,400,000
1,682,000
.35/.40**
742,800
370,000
691,203
122,003
84
2,400,000
1,770,000
.40
801,600
370,000
708,000
109,600
85
2,400,000
1,860,000
.40
801,600
370,000
744,000
55,600
86
2,400,000
1,955,000
.40/.50***
900,000
370,000
782,000
97,000
$384,203
** - Effective 1-1-83
*** - Effective 1-1-86
1
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IOWA CITY TRANSIT
DRAFT FARE POLICY
MAY 17, 1982
Fare Policv Goal
The first step in the process of developing a fare policy must be the
establishment of an understanding of what the fare policy should do. It
is suggested that the fare policy be developed to optimize ridership and
revenue; that is, not necessarily to maximize revenue, but also to
maximize service to the public. A very high fare, which marginally
increases revenue at the expense of greatly decreasing ridership, is
hardly in the best public interest. Likewise, a very low fare, which
increases ridership dramatically with only a small increase in revenue;
quickly becomes an unacceptable burden on local government. The goal,
then, should be to develop a fare structure that encourages transit
ridership but also provides an adequate level of financial support.
A recent telephone survey conducted by Jeff Davidson, Transportation
Planner, revealed that there are apparently relatively few cities in our
region with established fare policies. Although several respondents
indicated goals of specific farebox recovery ratios, none were really able
to cite an "official" policy. However, it is believed that in larger
cities fare policies are more prevelant, and in fact the State of
California has enacted legislation that requires local transit operators
to generate at least 20% of their operating costs from the farebox as a
condition of receiving State transit assistance. Also, as a result of
upcoming reductions in Federal transit assistance, it is likely that more
and more cities will establish specific fare policies.
Comparison with Other -Transit Systems
Transit systems' base fares vary widely, depending largely on city size
and type of operation, as shown in the attached American Public Transit
Association (APTA) Transit Fare Summary. It is noted that several resort
towns and university communities report free -fare transit systems, while
many large cities show base fares of 754 or higher. Nationwide, the most
common fare is 504, and the average fare is 48.94. However, sizeable
numbers of transit systems also report fares of 254, 354, 404, and 604.
Those systems reporting fares of 354 or lower have been highlighted in the
APTA report. This group of cities includes many similar to Iowa City -
Columbia, Missouri; Columbus, Ohio; Lafayette, Indiana; Lansing,
Michigan; and South Bend, Indiana. There are, however, a number of
university cities with higher fares: Austin, Texas; Champaign, Illinois;
and Chapel Hill, North Carolina, all charge a 404 fare. Ames, Iowa;
Eugene, Oregon; and State College, Pennsylvania, all have a 504 fare,
while Ann Arbor, Michigan; Lincoln, Nebraska; and Des Moines, Iowa, now
charge 604 per ride.
The revenue/expense ratio, or the percentage of operating expenses
recovered from the farebox, also varies widely from city to city. Larger
cities often generate 50% or more of their operating costs, from the
farebox due to their greater transit -dependent population and higher
17 7w
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fares, while in cities of under 100,000 population revenue/expense ratios
are generally quite low. Respondents to a recent APTA questionnaire
reported the following revenue/expense ratios:
Revenue/Expense Ratio
iity Percentage
Decatur, Illinois
18.3%
Johnstown, Pennsylvania
33.3%
Monterey, California
36.3%
Boise, Idaho
22.7%
Lafayette, Indiana
17.6%
Jackson, Michigan
21.6%
Tallahassee, Florida
44.2%
Sioux Falls, South Dakota
27.9%
Santa Rosa, California
17.3%
Santa Cruz, California
15.1%
Midland, Texas
13.0%
Columbia, Missouri
22.7%
Simi Valley, California
15.5%
Owensboro, Kentucky
17.1%
Janesville, Wisconsin
49.5%
Chapel Hill, North Carolina
30.6%
State College, Pennsylvania
50.3%
Jefferson City, Missouri
21.1%
Fairbanks, Alaska
25.8%
Iowa City, by comparison, will generate approximately 45% of its operating
expenses from the farebox in FY82. This figure, however, may pot be
completely accurate,• because our method of cost accounting understates
some costs and overstates others.
Historical Trends
Prior to 1971, when the City took over transit operations, the fare
charged by the private operator was 254. Effective September 1, 1971, the
fare was dropped to 154 to encourage ridership. The 154 fare was
maintained for five years, but in July, 1976, rising costs required a fare
increase to 254. At this time the monthly pass program was begun and free
off-peak service for elderly and handicapped individuals was instituted.
The 254 fare was in effect for almost four years, until April, 1980, when
the base fare was raised to 354 and monthly passes to $12. Free off-peak
service for the elderly and handicapped was maintained, and Saturday fares
were kept at 254. This is our current fare structure.
As fares have increased, so has local tax support. Referring to the
attached chart entitled Iowa City Transit Revenue and Expenditures, it can
pa
be seen that over the st six yepe
ars orating costs have risen from
$503,000 to $1,426,000 and local taxpayer support has grown from $259,000
to $566,000 per year. Interestingly enough, the chart entitled Ratios of
Income Components shows that over the six year period fares and local tax
support have averaged almost identical percentages - 43%. However, as the
size of the transit system has grown and operating costs have increased
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RATIOS OF INCOME COMPONENTS
Fiscal Fare/ Local $/ Grants/ Other/
Year Exp. Exp. Exp. Exp. Total*
FY76 .422 .515 .243 .001 1.181
FY77 .458 .408 .096 .001 0.963
FY78 .434 .516 .076 .005 1.031
FY79 .394 .458 .085 .007 0.944
FY80 .450 .292 .229 .004 0.975
FY81 .444 .397 .172 .006 1.019
Average .433 .431 .150 .004 1.018
*Totals vary from 1.000 because expenditures may be more or less than
income in any given year.
Fare Policy Concepts
There are several concepts in use today with which decision -makers have
formally established performance criteria for their transit systems.
These fare policies are as follows:
1. Median fare. This concept is very simple - the fare is determined by
comparison with the prevailing.fare levels in other similar transit
systems.
2. Revenue/expense ratio. This concept requires that a certain
percentage of operating expenses be recovered from the farebox. This
index is sensitive to changes in costs and in ridership, but is
completely unaffected by changes in government transit assistance
programs.
3. Subsidy per rider. In this concept, the transit system is subsidized
X dollars per rider. If ridership goes up, the City's contribution
increases along with it. When costs rise or government transit
MICROFILMED DY
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1776
fare percentages
have remained very
stable, while
the percentage of tax
support has generally
been
declining.
IOWA
CITY TRANSIT
Expenditures &
Receipts
Fiscal
Receipts
Ending
Year
Expenditures
Fares
Local $
Grants
Other
Balance
FY76
$503,062
$212,576
$259,104
$122,329
$615
$91,562
FY77
692,770
317,758
282,980
66,349
866
(24,817)
FY78
784,157
340,681
404,440
59,313
3,576
23,853
FY79
998,615
393,058
457,382
85,336
6,573
(56,266)
FY80
1,062,523
477,753
309,813
243,635
4,762
(26,560)
FY81
1,426,595
633,890
565,729
245,313
8,223
26,560
RATIOS OF INCOME COMPONENTS
Fiscal Fare/ Local $/ Grants/ Other/
Year Exp. Exp. Exp. Exp. Total*
FY76 .422 .515 .243 .001 1.181
FY77 .458 .408 .096 .001 0.963
FY78 .434 .516 .076 .005 1.031
FY79 .394 .458 .085 .007 0.944
FY80 .450 .292 .229 .004 0.975
FY81 .444 .397 .172 .006 1.019
Average .433 .431 .150 .004 1.018
*Totals vary from 1.000 because expenditures may be more or less than
income in any given year.
Fare Policy Concepts
There are several concepts in use today with which decision -makers have
formally established performance criteria for their transit systems.
These fare policies are as follows:
1. Median fare. This concept is very simple - the fare is determined by
comparison with the prevailing.fare levels in other similar transit
systems.
2. Revenue/expense ratio. This concept requires that a certain
percentage of operating expenses be recovered from the farebox. This
index is sensitive to changes in costs and in ridership, but is
completely unaffected by changes in government transit assistance
programs.
3. Subsidy per rider. In this concept, the transit system is subsidized
X dollars per rider. If ridership goes up, the City's contribution
increases along with it. When costs rise or government transit
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assistance declines, however, transit riders shoulder the entire
burden, because the local tax component is fixed.
4. Fixed budget. In this concept, the City budgets resources for the
transit system at a certain dollar figure. Fare structure and
service level are adjusted from time to time to keep the operation
within the established budget. This is the type of system we
currently utilize.
5. Ratio of fares to local support. This concept provides for the
sharing of transit costs by both the user and the taxpayer. As costs
rise or government transit assistance declines, both riders and the
general fund share the added burden.
Fare Structure Concerns
The following concerns should be addressed in establishing a transit fare
structure. It should be noted that many are contradictory, and no one
arrangement will meet all criteria.
1. Fare Elasticity. As fares are raised, ridership declines. During
the 1950's and 1960's the standard formula was that for every 10%
fare increase ridership would decline 3-5%, but in the 1970's rising
energy costs rendered this relationship obsolete. At present there
is no simple way to calculate the effect of a fare increase, but it
is well established that any fare increase will diminish ridership at
least initially, and that a steep fare increase may result in so many
lost riders that total revenue actually drops.
2. Simplicity. The fare structure must be understandable to the public
and easily interpreted by the bus driver. Zone differentials,
complicated age restrictions, and time variables tend to be
difficult for the riding public to accept.
3. Ease of handling. The fare should be as uncumbersome as possible.
Round number fares, such as 354 or 504, are easiest to handle, as
they involve a minimum number of coins. Fares of 454 or 654 require
more change, a disadvantage when the rider is required to have the
exact fare.
4. Consistency. The fare should be as consistent as possible with
Coralville Transit, due to the large number of passengers who use
both systems, and the attractiveness of reciprocity for passes and
transfers.
5. Peak period diversion. The fare structure could be used to encourage
riders to shift their trips to off-peak times. Buses are loaded
beyond comfortable capacity during rush-hour, half empty at other
times. The fare structure may be an effective tool to encourage some
riders to adjust their trip times.
6. Incremental increases. The fare should be raised in several small
increments rather than in one large increase. Experience at other
transit systems has shown that public acceptance is greater when a
MICROFILMED By
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fare increase is spread over small installments - there is less
adverse publicity and ridership declines are less pronounced.
Timing. Fare increases tend to discourage bus ridership in relation
to the attractiveness of other modes. Therefore, a fare increase in
spring or summer would be more damaging than one at the start of
school in the fall or at the first of the year, because former bus
riders could easily switch to walking or biking.
Fare Adjustment Considerations
Given the fare structure concerns presented earlier, when the City Council
finds it in the public interest to raise fares, it is suggested that the
following items be given full consideration.
1. Fares should be raised in small increments. It is suggested that the
initial step be to 404, with a $14 monthly pass. The next fare
increase should be no sooner than one year later, and then the fare
should be increased to 504, with a $16 monthly pass.
2. Consideration should be given to the present policy of providing free
transit service to the elderly and handicapped during off-peak
hours. This free -fare policy is quite uncommon, with a large
majority of cities providing such service at half -fare. Based on
comments from Iowa City bus drivers, it is felt that many persons
currently riding free would gladly pay a small charge for the
service.
3. In an effort to continue building Saturday ridership, which has
always been relatively low, it is suggested that a reduced Saturday
fare be maintained. A reduced fare should also remain in effect for
special off-peak promotions such as our School Field Trip program.
4. It might be advantageous to experiment with punch passes, where
perhaps 20 rides could be purchased for $8. No discount would be
provided, only the convenience of not having to carry change. Sales
could either be by mail or at the Civic Center. Coralville has
provided these passes for several years; they are not nearly so
attractive as our unlimited -ride monthly pass, but they might
benefit those less -frequent riders.
5. A reduced fare for students is not recommended, due to problems
associated with the driver having to determine who is eligible and
who is not. However, if the City Council so desires, a special
reduced -fare pass could be made available, perhaps at the Civic
Center, for riders under a certain age.
6. The use of tokens should not be considered at this time. There is no
apparent advantage when the fare is 504 or lower, but tokens may be a
good idea as the fare increases to say 854 or 904. Our bus
fareboxes, office coin counter, and downtown change -making machine
are equipped so that tokens can be accepted.
j.
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7. It is suggested that any fare change be implemented either at the
beginning of the fall semester or the first of January.
Recommendation
It is recommended that the City Council adopt a fare policy of matching
farebox revenue to local tax support on a one-to-one ratio. This is
consistent with transit pricing over the .past six years, albeit in the
absence of any set policy. This policy concept has the advantage, as
stated earlier, of dividing the burden of additional transit costs evenly
between taxpayers and the transit riders; conversely, any savings
occasioned by Federal/State programs accrue equally to both groups. Also,
the potential exists for increasing both areas of funding as
needed - raising fares and/or instituting a transit levy.
In FY83 the transit operating budget includes the following:
Receipts
Charges for servcies (fares)
$645,000
Local government agencies (University
Heights contract)
20,000
State grants
125,000
Federal grants
222,000
Miscellaneous revenue
13,500
Federal revenue sharing*
415,450
Property tax*
276,874
Total
$1,717,824
Expenditures
Operations $1,678,224
Capital outlays 4,600
Transfers (to equipment replacement
reserve) 35,000
Total $1,717,824
*Federal Revneue Sharing and Property Tax are considered local tax
support for the purposes of this discussion.
We have estimated that in FY83 transit fares will be $645,000 and local
tax support will be $692,324. In order to balance fares and local tax
support, a fare increase might be in order. However, the estimate of
farebox revenue is extremely conservative; in fact, in FY82 farebox
revenue will likely be in excess of $675,000. Given that for FY83
adequate funds have already been allocated, a fare increase does not seem
warranted. However, for FY84 costs will almost certainly rise relative to
ridership, and a fare increase will be in order.
Regardless of the above considerations, it now appears that Iowa City has
a good chance of receiving federal funding for the construction of a new
transit garage. This project will require Iowa City to provide a local
match of 20%, or roughly $400,000, which will be needed beginning in FY84.
Fortunately, the City currently has slightly more than this amount in its
b11ER0E1LME0 BY
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Equipment Replacement Reserve, and
borrow from this fund and then pay
increase.
it would make good economic sense to
it back from the proceeds of a fare
The following chart outlines a program of fare increases that bring
farebox revenue and local tax support into balance and provides additional
funding so that the $400,000 "borrowed" can be repaid over four years.
The essential elements are a 404 base fare effective September 1, 1982,
and a 502 base fare effective September 1, 1983. The operating costs of
the transit system are estimated to increase about 5% per year, and
ridership levels are projected to remain relatively constant. Also, it is
assumed that Federal and State transit grant programs remain at their
present levels.
FY83-FY86 Transit Accounts
Fiscal Operating Base Farebox Grants/ Local Tax Contribution
Year Ridership Budget Fare Revenue Misc. Support to E.R.Res.
Present Budget
FY83
2,300,000 $1,717,000 354 $645,000
$380,000 $692,000 -
Proposed budaet
FY83
2,300,000 $1,717,000 404 $736,000
$380,000 $668,000 $67,000
FY84
2,100,000 1,800,000 504 840,000
380,000 710,000 130,000
FY85
2,200,000 1,900,000 504 880,000
380,000 760,000 120,000
FY86
2,300,000 2,000,000 504 920,000
380,000 810,000 110,000
$427,000
Under this program by midway through FY86 the $400,000 should have been
raised. At that time the farebox revenue in excess of that required to
match local tax support on a one-to-one
basis should be devoted to special
projects, such as additional rush hour service, Sunday service, etc.
It should be noted, however, that
this entire policy assumes that
inflation will moderate, that Federal
and State grants will continue at
their present levels, and that ridership
will remain relatively constant.
As time passes the program may have to
be modified t -o accommodate changes
in these and possibly other areas.
111CROCILMED BY
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American Public Transit Association
Summary of Adult Cash Fares for Local Base
Period Service by Transit System, 1981
December 31, 1981
volume 11
The following Mets adult cash fares for local service during base hour time periods in
or crossing zone
cents for United is adult
and Canadian transit systems. These fares do not include any
premiums charged for express service, peak time periods, transfers,
indicates data not
boundaries. The fare is that charged by the major transit system in each urbanize ,
urban, or metropolitan area unless otherwise noted. Two dashes (--)
reported for that date. For complete summary data on [cane![ system fare structto this
ures,
see APT's listingAto'theaAmericanepublicrTransitPlease
Ass elation,nStatisticaltioaDepartments or io(202) 828 2826.
through
ry
NOTE: Adult cash fares for four month perublication l ' previouslydistributedbtoaI
ds from all!PTABmembers.
are contained in Volume I of this p
IINITE�S
1
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Urbanized Area/Place:
a� .
01 JUN 01 OCT O1 FEB Ol JUN OI OCT OI
Major Transit System
OL
JUN 01
OCT O1 FEB O1 JUN 01 OCT OL FEB
Unless Otherwise Noted
FEB
--
--
50
Abilene, TX
Akron, 011:�._.,,...4
METRO Regional Transit Authority
45
A5
50
45
Campus Rua Service
50
50
--
Albany, NY
20*
20*
50
Albuquerque. NN
tio*
110*
40*
Allentown, PA
60
60
--
Alliqulpa, PA
40
40
40
AmarlLio, TX
50
50
50
Ames, LA
50
50
50
Anchorage, AK
50
50
--
Anderson, SC
50
50
60
�.
Ami Arbor, MI
fare only; higher
fare charged
during
peak period.
v
* Base period
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* Base period fare only; higher fare charged during peak period.
— 2
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Adult
Cash Fare, Local Service, Base Period
Urbanized Area/Place:
1981
1982 1983 1984 o
Major Transit System
Unless Otherwise Noted
FEB 01
JUN 01
OCT 01 FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT 01 FEB O1 JUN 01 OCT 01
Appleton, WI
35
,35,
35
Arcata, CA
25
;25
--
Atlanta, CA
50
50
--
Augusta, CA
25
X25'
--
Austin, TX
40
40
40
Avon, CO
0
0
Bakersfield, CA
35
35
40
11attimore, MD
50
50
60
Battle Creek, MI
35
35
50
Bay City, MI
40
40
--
Bil]Ings, MT
35
35
; 35,
Bol.se City, ID
40
45
45
Roche, NC
--
--
25
Boston, MA
Massachusetts Bay Transportation
Authority
Bus
25
25
50
Rapid Transit
50
50
75
Streetcar
40
40
75
Bridgeport, CT
50
50
60
Brockton, MA
35
35
50
Buffalo, NV
50
50
50
Burlington, VT
35*
X35*
--
Canton, 011
40
140
40
Champaign, IL
35
40
40
Chapel 11111, NC
35
35
40
Charleston, WV
40
40
40
Charlotte, NC
50
50
60
Charlottesville, VA
0
,60
Chattanooga, TN
60
60
* Base period fare only; higher fare charged during peak period.
— 2
I
MICROFILMED BY
-'DORM MICRI�ILA9- -1 -i
CEDAR RAPIDS DES MOVES
i
I
-.
Aault cash Fare Local Service Base Period
Urbanized Area/Place:
1981
1982 983 1984
Major Transit System
' Unless Otherwise Noted
FEB 01
JUN OL
OCT O1 FEB 01 JUN 01 OCT 01 FEB OL JUN 01 OCT 01 FEB 01 JUN OL OCT 01
Chehalis, 14A
25
25
---
Chicago, Il,
Chicago Transit Authority
80
80
90
. Gary Public Transportation
Corporation
50
50
50
Greater Naperville Area
Transportation System
50
50
--
North Suburban Mass Transit
District
80
80
_
60
South Suburban Safeway Lines
80
80
--
Cincinnati, Oil
I Queen City Metro
30*
30*
40*
'Transit Authority of Northern
Kentucky
50
50
60
Cleveland, 011
Greater Cleveland Regional Transit
Authority
40
40
60
Maple heights Transit
40
40
60
Columbia, LID
75
75
--
Coliunbin, NO
25
25
25
Cnlumbus, 011
60
25*,
25*
Corpus Christi, TX
35
35
50
Dallas - Ft. Worth, TX
Danns Transit System
65
65
65
CITRAN
60
60
60
Danville, IL
50
50
--
Davenport, IA
City of Davenport
25
40
40
Rock Island County Metropolitan
Mess Transit District
40
50
50
Davis, CA
25
25
25
Dayton, Oil
50
50
50
Daytona Bench, Fl,
40
40
--
* Base period fare only; higher fare
charged during peak period.
i
-3-
MICROFILMED BY
JORM MICR6L4B l
CEDAR RAPIDS DES MOINES I
I ,
V
Detroit, MI
Adult
Cash rare, Local Service, Base Period
Urbanized Area/Place;
1981
1982 1983 1984
Major Transit System
Transportation
60
'
Unless Otherwise Noted
FEB 01
JUN 01
OCT 01 FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT OL
Decatur, IL
40
40
40
Denver, CO
25*
35*
35*
Des Moines, IA
50
60
60
Detroit, MI
Detroit Department of
Transportation
60
60
--
Southeastern Michigan
'transportation Authority
60
60
--
Duluth, MN
50
50
--
Durham, NC
40
40
-
E1 Paso, T%
35
35
35
Elmire, NY
35
35
35
Erie, PA
45
45
60
Eugene, OR
60
60
50
Eureka, CA
60
60
-
Fairbanks, AK
75
75
100
Fairfield, CA
--
--
30
Fayetteville, NC
50
50
--
Flint, HI
50
..•50
--
Fond On Lac, WI
35
`135
--
Fort Lauderdale, FL
50
50
50
Fort Wayne, IN
50
50
50
Fresno, CA
35
35
40
Gastonia, NC
40
40
--
Grand Rapids, MI
50
50
50
Greenfield, MA
35
f
35
--
Greensboro, NC
40
40
--
Ilarrlsburg, PA
45
45
--
Hartford, CT
50
50
60
* Base period fare only; higher
fare charged
during
peak period.
-4-
1
I.1ICROFIL14ED BY
1. _JORM MICR6LAB - -,
CEDAR RAPIDS DES MOINES
rl
3 -
--------------
r �
MICROFILMED BY .1 _
DORM MICR#LAB'- f
L�
I CEDAR RAPIDS • DES MOINES I
t
Major 'transit System
01 JUN 01
OCT 01 FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT 01 FEB 01 JUN
Unless Otherwise Noted
FEB
Illgh Point, NC
35 135
50 50
--
50
Honolulu, III
40 40
40
Nouston, TK
50 50
50.
Hudson, NY
60
60
Huntington, WV
50 50
50
Indianapolis, IN
Iowa City, IA
35 35
30 30
35
30
Jackson, MI
40 60
60
Jackson, MS
50 50
--
Jacksonville, FL
Janesville, WI
25 X25
35
,i
Jefferson City, MO
50
— —
Johnson City, TN
50
50 60
0
Johnstown, PA
25 25
i625
Juneau, :1K
P5 135
--
'Kalamazoo, MI
Kansas City, MO
40 40
50 50
--
--
Knoxville, TN
40 40
40
La Grosse, WI
75 75
La Verne, CA
r
35 I35
__
Lafayette, IN
Lake Charles, LA
40 40
50 60
--
60
Lancaster, PA
25 `25
--
I.anaing, M[
35 35
50
Laredo, TIC
75 75
80
Las Vegas, NV
Lawrence, MA
40 40
65
--
Lewiston, ME
50 50
Lexington, KY
50 50
50
f
Lima, 011
50 50
60
Lincoln, NE
50 50
--
Little Rock, AR
0nse period fare only;
higher fare charged during peak period.
MICROFILMED BY .1 _
DORM MICR#LAB'- f
L�
I CEDAR RAPIDS • DES MOINES I
t
Urbanized Area/Place:
Mayor Transit System
Unless Otherwise Noted
FEB O1 JUN O1 OCT 01 FEB O1 JUN O1 OCT O1 FEB O1 JUN O1 OCT O1 FEB O1 JUN O1 OCT 01
L�..1
1
I11CROr ILMED BY
JORM MICR(fLAB
CEDAR RAPIDS • DES MOINES
i
' I
L11
J
Los .Angeles, CA
Southern California Rapid
Transit District
65
65
85
Culver City Municipal Bus Lines
35
35
35
Long Beach Public Transportation
Company
35
35
35
Montebello Municipal Bus Lines
25
!25 .
--
Orange County Transit District
50
X60*
--
Santa Monica Municipal Bus Lines
35
35
35
Louisville, KY
35*
35*
; 35*
Lowell, MA
40
40
40
Lubbock, TX
50
50
50
Lynchburg, VA
40
40
50
Madison, WI
45
45
45
Mankato, MN
40
40
--
Melbourne, FL
70
70
--
Memphis, TN
70
70
75
Merl.dlan, MS
50
50
--
Miami, Fl.
75
75
75
Middletown, 011
35
35
35
Midland, TX
75
75
--
illlwaukee, WI
65
65
65
Minneapolis, MN
50
50
60
Mobile, AL
50
60
--
Monroe, Ml
50
60
60
Montgomery, AL
40
55
55
Moorhead, MN
--
--
60
Mount Pleasant, MI
35
35
50
Muncle, IN
30
30.,
130
Muskegon, MI
35
T35
--
'llashville, TN
55
55'
55
New Bedford, MA
30
30
i 30
* Base period fare only; higher fare
charged during
peak period.
-6-
L�..1
1
I11CROr ILMED BY
JORM MICR(fLAB
CEDAR RAPIDS • DES MOINES
i
' I
L11
J
W
se
Ilrbanlzed Area/Place:
iyai
\25 --
-�--
Major Transit System
50 50
OL
OCT O1 FEB Ol JUN O1 OCT 01 FEB 01 JUN 01 OCT O1 FFR OL JUN OL OCT 0
Unless otherwise Noted
FEB 01
JUN
50 --
New Orleans, LA
30
� 30
--
1,oulsiana Transit
40
•
40
40
New Orleans Public Service, Inc.
40
40
Westside Transit Lines
40
50
50
--
Newport News, VA
New'York, NY -NJ
60
60
--
Liberty Lines
Manhattan and Bronx Surface
60
60
--
Transit Operating Authority
75
Metropolitan Suburban Bus Authority 60
60
60
New York City Transit Authority
60
75
Plainfield Transit
50
50
Port Authority Trane -Hudson
30
30
Corporation
30
45
45
60
New Jersey Transit Corporation
60
75
Jamaica Buses
60
Staten Island Rapid Transit
operating Authority
60
60
--
Triboro Coach Corp.
60
50
60
50
--
60
Norfolk, VA
Norwalk, CT
50
50
60
60
Norwalk 'transit District
75
75
Westport Transit District
50
50
60
Oklahoma City, OK
.,
Peoria, I1. 50 50 --
Philadelphia, PA
Southeastern Pennsylvania 65 65 70
Transportation Authority
Port Authority Transit Corporation 55 55 70
v a Base period fare only; higher fare charged during peak period.
i
r,1
1'
MICROFILMED BY
,- -JORM MICR#LAO 1
CEDAR RAI'1DS • DES MOINES
I
25
\25 --
Olympia, WA
50
50 50
Omaha, H,E
65
65
Oneonta, NY
50
50 --
Owensboro, KY
60
60 60
Oxnard -Ventura, CA
50
50 --
Palm Springs, CA
Peoria, I1. 50 50 --
Philadelphia, PA
Southeastern Pennsylvania 65 65 70
Transportation Authority
Port Authority Transit Corporation 55 55 70
v a Base period fare only; higher fare charged during peak period.
i
r,1
1'
MICROFILMED BY
,- -JORM MICR#LAO 1
CEDAR RAI'1DS • DES MOINES
I
a.."
Urbanized Area/Place:
flUU1L
1981
butlll rnlc -
1982 L983 1984
Major Transit System
Unless Otherwise Noted
FEB 01
JUN O1
OCT O1 FEB 01 JUN 01 OCT O1 FEB OL JUN O1 OCT 01 FEB O1 JUN O1 OCT 01
Phoenix, AZ
50
50
60
Pittsburgh, PA
75
75
75
Port Arthur, TX
40
40
40
Portland, OR
San Antonio, TX
40
40
TRI -MET
65
65
65
Clark County PTBA
35
35
50
Providence, RI
35
50
--
Pueblo, CO
25
,25
25
Pullman, WA
--
135
--
Mending, PA
45
55'
--
Reno, NV
60
60
60
Richmond, VA
45
55
55
Roanoke, VA
50
50
--
Rochester, NY
50x
50*
50+
Rockford, IL
35
35
; 35
Sacramento, CA
50
50
50*
Saginaw, MI
40
40
40
St. Cloud, MN
25
25
25
St. Joseph, NO
40
40
--
St Louis MO
50
50
50
St. Petersburg, FL
Central Pinellas
Transit Authority
40
40
130
50
Salem, 011
30
--
Salt Lake City, UT
40
40*
--
San Antonio, TX
40
40
40
San Bernardino, CA
Riverside Transit Agency
45
45
45
Omnitrans
35
50
50
San Diego, CA
San Diego Transit Corporation
60
60
--
County Transit System
50
50
--
North San Diego County Transit
Olstrict
50
50
--
Bus That Coes In Circles, Inc.
75
75
--
• rinse nerlod fare only: higher
fore charged
during
peak period.
F
l
i
MICROE ILI.IED BY �
JORM MICR6LAW
CEDAR RAPIDS • DES MOINES
I i
,
I
a. •,
Municipality of Metropolitan
Adult
Uasn Fare, Local Service, Base Period
Ilrban.lzed Area/Place;
1981
50
1982 1983 1984
Major Transit System
Community Transit
30
30
Unless Otherwise Noted
FEB 01
JUN OL
OCT 01 FEB 01 JUN 01 OCT Ol FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT 01
San Francisco, CA
Shreveport, LA
40
X40'
San Francisco Bay Area Rapid
Sioux Falls, SD
50
50
Transit District
50
50
50
AC Transit
50
50
50
Golden Cate Transit, Bus Operations 50
60
60
San Francisco Municipal Railway
50
50
--
San Mateo County Transit District
25
25
125
Central Contra Costa Transit
--
Spokone, WA
50
Authority
--
--
50
.-
San Jose, CA
35
35
50
San Juan, PR
10
(0
10
San Luls Obispo, CA
North Coastal Transit
75
75.
--
San Luis Obispo Transit'
35
!35
--
South County Area Transit
35
35'
Santa Barbara, CA
35
35'
50
Santa Cruz, CA
25
25
25
Santa Rosa, CA
25
25
35
Sarasota, FL
50
50
80
Savannah, CA
40
40
50
Scranton -Wilkes-Barre, PA
COLTS
45
45
50 ,
Luzerne County
40
40
--
Seaside-Monterey, CA
50
50
50
Seattle, WA
Municipality of Metropolitan
Seattle
50
50
50
Community Transit
30
30
30
Everett Transit System
20
%20'
--
Shreveport, LA
40
X40'
--
Sioux Falls, SD
50
50
50
South Bend, IN
South Bend Public Transportation
Corporation
30
30 ,
30
j Specialized Transportation System
50
50
--
Spartanburg, SC
50
50
--
Spokone, WA
50
50
50
\ k Base period fare only; higher fare
charged
during
peak period.
BICBOf ILMED B1'
JOR
CEDAR e FIDS DES 6LMOIA13
I
�I
Adult Cash Fare Local Service Base Period
Urbanized Area/Place: 1981 1982 1983 1984
Major 'transit System
Unless Otherwise Noted FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT OL FEB O1 JUN OL OCT O1
Springfield, MA
Springfield Street Railway Company 55 55 --
Ilolyoke Street Railway 55 55 --
Pioneer Valley Transit Authority 55 55 55
MASS Transit 0 `0 --
Springfield, MO 35 40 45
State College, PA 50 50 --
Stockton, CA 40 40 --
Sumter, SC 50 50 50
Syracuse, NY 50 50 50
Tacoma, WA 25 25 25
ToIl.ahassee, FL 30 130
i Toledo, 011 50 50 "
Topeka, KS 40 40 60 .
Tucson, AZ 50 50 50
Tulsa, OK 40 40
i
Vail, CO 0 10 --
Waco, TX " 50 50 --
Walla Walla, WA 25 25 1 25
Washington, DC
Bus Operations 60 60 60
Rail Operations 60* 60* 60* �T"L
West Palm Beach, FL 50 50 60
Wichita, KS 60 60 60
Wl.11ismsport, PA 45 45 --
Wilmington, DE 50 50 --
`I Winston-Salem, NC -- 50 50
Xenia, ON 50 50 --
Ynklma, WA 35 35 35
York, PA 50 50
Youngstown, 011 40* 40* 40*
v
* Base period fare only; higher fare charged during peak period.
V -10-
misofILMED BY
I' 1 CORM MIC RbLAB
I'1 _.1
CEDAR RANDS DES t401NE5 I
F
L
r
UNITED STATES SUMMARY
—11—
MICROFILMED BY
JORM MIC R(�L A[9 --�
CEDAR RAPIDS DES MOINES �
i
f
L�
Adult
Cash Fare, Local Service, Base Period
Urbanized Area/Place:
1981
1982 1983 1981,
Major Transit System
Unless Otherwise Noted
FEB 01
JUN 01
OCT Ot FEB 01 JUN 01 OCT Ot FEB 01 JUN 01 OCT 01 FEB 01 JUN 01 OCT 01
Number in Sample
253
256
165
Number with Fare of: OC
3
3
2
lOC
1
1
1
15C
0
0
0'
20C
2
2
0
25C
21
t9
11
30C
t0
LO
7
35C
36
35
1.5
40C
42
40
21
45C
10
9
5
50C
81
78
47
55C
5
8
4
60C
21
29
34
65C
6
7
3
70C
2
2
2
75C
10
10
8
80C
3
3
2
85C
0
0
1
90C
0
0
1
95C
0
0
0
100C
0
0
1
Average Fare
44.9
45.8
48.9
Median Fare
50
50
50
—11—
MICROFILMED BY
JORM MIC R(�L A[9 --�
CEDAR RAPIDS DES MOINES �
i
f
L�
fr
UNITED STATES SUMMARY, Continued
— 12 —
111CROEILMED BY
I I
JCRM MIC R6L1." 1� fj
CEDAR RAPIDS DES MOINES �
� J
a
Adult
Cash Fare, Local Service, Base Period
Urbanized Area/Place:
1981
1982 1983 1984
Major Transit System
Unless Otherwise Noted
FEB O1
JUN O1
OCT 01 FEB O1 JUN O1 OCT 01 FEB 01 JUN O1 OCT O1 FEB O1 JUN O1 OCT 01
Number of Systems Reporting
Current and a Previous
Month which:
Increased Fare: Number
27
21
51
Percent
11.8
8.3
32.1
Decreased Fare: Number
1
1
2
Percent
0.4
0.4
1.3
No Change: Number
200
230
106
Percent
87.8
91.3
66.6
Total Number
.228
252
159
Percent
100.0
100.0
100.0
— 12 —
111CROEILMED BY
I I
JCRM MIC R6L1." 1� fj
CEDAR RAPIDS DES MOINES �
� J
a
1
CANADA
Adult Cash rare Local service Base rerloa
Urbanized Area/Place: 1981 1982 1983 1984
Major Transit System
Unless Otherwise Noted FEB 01 JUN 01 OCT 01 FEB O1 JUN 01 OCT 01 FEB 01 JUN O1 OCT O1 FEB 01 JUN OL OCT 01
Calgary, Alberta 65 -- 65
Edmonton, Alberta 50 -- 50
Halifax, Nova Scotia 50 -- --
Laval, Quebec 70 -- --
Montreal, Quebec 65 -- 75
Ottawa, Ontario 65 -- 70
Toronto, Ontario 65 -- 65
Vancouver, British Columbia 60 -- --
Windsor, Ontario 50 -- --
Winnipeg, Manitoba 40
Number In Sample
Number with Fare of: 40C
45C
50C
55C
60C
65C
70C
750
Average Fare
Median Fare
- 13 -
i
MICROFIL14ED 01'
1 JORM MICR(6LAE) _
CEDAR RAPIDS DES MOINES I
i
I
J�I
CANADA SUMMARY
1 --
0
0 --
0
3 --
1
0 --
0
1 --
0
4 --
2
1 --
1
0 --
1
58.2 --
65.0
60 --
65
- 13 -
i
MICROFIL14ED 01'
1 JORM MICR(6LAE) _
CEDAR RAPIDS DES MOINES I
i
I
J�I
L'
City of Iowa City
MEMORANDUM
Date: October 5, 1982
To: City Manager
From: Larry McGonagle, Transit Manager
Re: Future Vehicle Needs of Iowa City Transit
In my short time here one large problem has become apparent. If steps are not
taken in this fiscal year or by FY84 at the latest; Iowa City Transit faces a
distinct possibility of not having enough coaches to continue service at the
present level.
This could be detrimental in two respects. First, Iowa City Transit's present
passengers would be severely affected. Ridership for the first two months of
the fiscal year versus last fiscal year is up 10%. This would certainly be
dramatically reversed if we could not continue present service levels. Second,
Iowa City Transit will find it necessary to expand service by FY86 to meet the
growing demands, especially in the western and southwestern parts of the service
area. In order to accomplish these goals it is necessary for Iowa City Transit
to immediately begin making arrangements to expand the present fleet. Once this
is accomplished, Iowa City Transit must begin the process of remanufacturing the
older buses. Following is a list of Iowa City Transit's present fleet:
This gives Iowa City Transit a fleet of 22 buses. Once the new buses are
delivered, we will be using 18 of these coaches during peak hours. During non -
peak, prior to 6 PM, we will be using 14 buses. After 6 PM 7 coaches will be in
service. Having 22 buses does not allow Iowa City Transit any possibility of
expansion or improvement in the present fleet. In fact, it is sometimes
difficult to fulfill 'our responsibilities during peak hours with the present
fleet. The proposed expansion for the future will require a fleet of 31 buses.
This will require the purchase of 11 additional coaches (since 2 of the present
coaches will be replaced) and the remanufacture of 12 coaches. This should be
accomplished no later than FY86. In fact this process is already more than a
year late. Given the amount of time needed to secure both federal and local
match money, it is imperative that we begin purchasing additional coaches this
fiscal year.
MICROI RMED 0Y
JORM MICROLAB
j CEDAR RAPIDS • DES MOINES
/777
1
J
PRESENT FLEET
YearSeat
Manufacturer
Capacity
No. of
Vehicles
1963
GMC
45
1
1967
GMC
45
1
1971
GMC
45
12
1974
GMC
53
2
1977
Flxible
41
3
1981
Neoplan
47
3
This gives Iowa City Transit a fleet of 22 buses. Once the new buses are
delivered, we will be using 18 of these coaches during peak hours. During non -
peak, prior to 6 PM, we will be using 14 buses. After 6 PM 7 coaches will be in
service. Having 22 buses does not allow Iowa City Transit any possibility of
expansion or improvement in the present fleet. In fact, it is sometimes
difficult to fulfill 'our responsibilities during peak hours with the present
fleet. The proposed expansion for the future will require a fleet of 31 buses.
This will require the purchase of 11 additional coaches (since 2 of the present
coaches will be replaced) and the remanufacture of 12 coaches. This should be
accomplished no later than FY86. In fact this process is already more than a
year late. Given the amount of time needed to secure both federal and local
match money, it is imperative that we begin purchasing additional coaches this
fiscal year.
MICROI RMED 0Y
JORM MICROLAB
j CEDAR RAPIDS • DES MOINES
/777
1
J
r -
From our discussions I feel that everyone recognizes the need for additional
coaches. The question apparently is what type of coaches: large buses or small
buses. (For the purposes of this discussion small buses are defined as body on
chassis 22 passenger vehicles.)
The following should help clarify the issue of which coach is best for Iowa
City. To properly consider what type of vehicle to select it is necessary to
evaluate more than just the initial purchase price. A comparison must be made
between the cost at purchase, life expectancy of the vehicle, operating cost,
and usability to the system. By usability, I mean how much use, under what
circumstances, will this vehicle afford the system.
When considering small versus large buses the first attraction for most
individuals is the lower inital cost of small buses. Although this is true it is
misleading in two ways. First, UMTA and IDOT have gone on record as refusing to
fund small buses. Thus, in order to obtain these coaches Iowa City would have to
pay the full price. Depending upon the vehicle purchased this initial cost
would run from $14,000 to $90,000. My experience has shown that the least we
could get by with is $40,000. Iowa City would have to pay the whole amount.
Second, if Iowa City decided to purchase standard size buses the initial cost
would be $150,000. But it must be remembered that Iowa City would only pay 20%
of the local match or $30,000. Thus, Iowa City's cost would be less initially.
If you were to consider life cycle factors the cost of small buses would be even
greater. Small buses last about three years. Standard size buses will last at
least 12 years. Thus, small buses initial 12 year cost would be $160,000
($40,000 X 4 buses over 12 years = $160,000). Whereas one standard coach would
last 12 years and have an initial cost to Iowa City of $30,000 over that period.
By buying standard buses Iowa City would have an initial savings of $130,000
($160,00 - $30,000 = $130,000). As far as operating costs are concerned it is
difficult to determine if the small bus costs less. This depends upon the
measurements one uses. If you just look at cost per mile, then small diesel
buses are slightly cheaper. If you consider the cost based on seat miles then
large buses cost about 50% less than small buses. At this point Iowa City should
use the cost based on seat miles. Reason being that Iowa City buses are heavily
patronized. Thus, when considering what is the best buy for the dollar, it is
obvious that Iowa City should purchase large coaches.
Following are advantages and disadvantages from a system point of view.
Advantages of Small Buses::
Perceived productivity. As it
it would appear more productive
Lower initial purchase price.
Better mileage. (My experience
manufacturers.)
They appear to be less costly.
because of their size. Hardly
agree.
takes fewer pasengers to fill up the vehicle
during non -peak hours.
has shown that this is less than claimed by
Small buses are perceived as less costly
anyone who operates these vehicles would
111CROEILMED BY
JORM MICROLAB
CEDAR RAPIDS • DES MOINES
1777
MI
J
r
Q
LF...
Disadvantages of Small Buses:
1. Growth potential. Due to low capacity, small buses are of little use
during peak hours. They are only useful in running bumper -to -bumper with
scheduled buses. They would not be useful in between scheduled buses to
cut headways from 30 minutes to 15 minutes. Shorter headways are a better
answer to handling the peak crush. Also, small buses may soon be of little
or no use on Iowa City Transit's evening service. This is reflected in the
ridership survey taken on September 20, 22 and 24. This survey showed that
on three of the six night routes there are numerous trips that cannot be
serviced by small buses. It must be remembered that we are just beginning
high ridership months. As the attached graph indicates, night ridership is
up 19% over last year. As ridership increases in the coming months, we may
have more routes and/or trips that cannot be serviced by small bus.
2. Lack of flexibility. Small buses would be useful in extremely limited
situations. On only one or two routes would they be able to replace a large
bus that breaks down. Thus they would be sitting in the garage more than
they would be on the street. They would not be useful in expanding present
services.
3. Lack of funding. Both UMTA and IDOT have gone on record that they will not
fund small buses.
4. Increased investment. Iowa City would have to invest more money for less
vehicles, both in capacity and usage.
5. Additional parts. These buses require an additional parts inventory. Iowa
City transit already finds it necessary to stock parts for three different
types of buses.
6. Reserve. Small buses require a higher reserve ratio than larger buses. In
order to operate three small buses daily, it would probably require five
buses be purchased. These vehicles have bad maintenance history under
heavy use. My experience shows this to be true.
7. Rider comfort. Small buses have extremely narrow aisles and seating areas.
Small buses that manufacturers claim will seat 20 passengers will only seat
15 adults comfortably. The ride quality is poor. The buses are noisy.
After a few miles of operating they begin to rattle.
8. Frame problems. Body on chassis buses are built on travel trailer frames.
These frames are usually used for RV vehicles. RV vehicles are usually
operated a limited number of miles per year. Thus these frames are not
built to absorb road shock that they would receive in fixed route transit
service.
9. Stress fractures. Small buses have frequent stress fracture problems after
20,000 to 30,000 miles.
10. Overheating. Due to poor air flow in the engine compartment, small buses
have a tendency to cut out and/or stall.
11. Operator discomfort. Engine covers have air leaks and are easily damaged.
Drivers often have engine heat flowing on the their feet since the
operators area is next to the engine cover. This has caused operators
shoes to melt.
12. Parts procurement. Many day to day parts (fan belts, hoses, etc.) are made
specifically for small buses. Because of this many parts have to be
specially ordered.
micROEILMID DY
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13. Life expectancy. Short life expectancy of body on chassis buses make them
an extremely expensive purchase.
14. Lack of stability among manufacturers. Small buses have been constantly
plagued by manufacturers moving in and out of the market. Even the ones
who have been in business a few years - are now in financial difficulty and
on the verge of going out of business.
I could go on with this list based on my experiences but I feel the point is
clear. Iowa City could not meet its present or future objectives by purchasing
small buses. In addition, it is quite obvious that even if small buses were
comparable that Iowa City would be better off with large buses simply because it
would require a smaller initial investment and lower lifetime maintenance costs.
If I can provide any further information I would be happy to do so. I have
deliberately left out any operating cost comparisons. Hugh did some very
excellent ones a year ago. The cost ratio relationships between large and small
buses have not changed since then. I have attached copies of Hugh's memo for
your review. I hope it is of some help.
To bring about the purchase of new large buses and remanufacturing of old buses,
will require amending our TIP. John Lundell says this can be easily
accomplished.
tp/sp
1777
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850
800
750
700---
650
600
550
i
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i
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400 19
350 1981
300
i
250
200
150
100
50
NIGHT RIDERSHIP 1980-1982
1982
1981 .-------
1980
MONTH
PASS.
JAN. FEB. NAR. APR. MAY JUN. JUL. AUG. SEPT OCT. NOV. DEC.
NQ
i
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CEDAR RAPIDS • DES MOVES I
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City of Iowa City
- MEMORANDUM
Date: January 7, 1981
To: City Manager and City Council
From: Hugh Mose, Transit Manager
Re: Small Buses and Other Considerations
A more detailed analysis of the economics of bus operation and
maintenance, including discussions with the City's Equipment
Superintendent and several bus manufacturers, has yielded the following
information:
Regardless of vehicle size, there are several operational costs that
remain relatively fixed, such as the following:
1. Driver's wages and benefits will be constant whether he or she is
driving a large vehicle or a small vehicle. At our current wage rate
this cost is approximately 664 per mile.
2. Most administrative and overhead costs are also constant regardless
of the size of vehicles operated. These expenses include the office
staff salaries, utilities, insurance, telephone, etc. A reasonable
figure for these costs seems to be about 20C per mile.
4 3. Bus washing and cleaning costs probably increase marginally as the
vehicle size increases, but the cost difference is very small.
Therefore, for this discussion it is assumed that a small vehicle can
be cleaned as easily as a large one, at a cost of about 106 per mile.
The major costs items that vary with the size and type'of the coach are the
initial purchase price and those costs associated with vehicle
maintenance, including fuels and lubricants, parts, tires, mechanic's
labor, etc. The following tables give approximate capital and operating
costs per mile for several types of transit vehicle:
CAPITAL COSTS
VEHICLE PURCHASE LIFE CAPITAL CAPITAL
TYPE PRICE S EXPECTANCY (MILES) COST (S/MI.) COST S/SEAT-M .
Small bus - 35,000 100,000 35C 1.754
20 passenger
(gasoline)
Small bus - 40,000 200,000 204 1.00
20 passenger
(diesel)
Medium bus - 100,000 375,000 274 834
32 passenger
i (diesel)
Large bus - 140,000 500,000 284 .624
45 passenger
(diesel)
177
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MAINTENANCE COSTS
VEHICLE MAINTENANCE MAINTENANCE
TYPE COST/MILE COST/SEAT-MILE FUEL MILEAGE EXPLANATION
Small bus - 604 3.04 5 mpg Costs are high due
20 passenger to poor fuel mileage,
(gasoline) higher fuel costs, constant
maintenance of the gasoline
engine, and body -on -chassis
construction.
Small bus - 454 2.34 8 mpg Diesel engine gets better
20 passenger mileage, uses cheaper fuel,
(diesel) requires less maintenance;
body -on -chassis will still
cause some problems.
Medium bus - 554 1.74 6 mpg Same benefits of the diesel
32 passenger engine, plus lower overall
(diesel) maintenance due to integral
body/chassis design.
Large bus - 604 1.34 5 mpg Same advantages of diesel
45 passenger power as above; heavy-duty
(diesel) construction give long
life expectancy.
By adding tal
ennce
the
total cost tof operation eforithecdifferentosts itypesoof v�ehiclemcan tbeadetermineddetermined, 1
follows:
TOTAL COST OF OPERATION
VEHICLE TYPE TOTAL COST/NILE TOTAL COST/SEAT-MILE
Small bus- $1.91 9.54
20 passenger
(gasoline)
Small bus - $1.61 8.14
20 passenger
(diesel)
Medium bus - $1.78 5.64
32 passenger
. (diesel)
Large bus - $1.84 4'14
45 passenger
(diesel)
177-7
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It can be seen that the cost per mile is lowest for the diesel -powered
small bus and highest for the gasoline -powered small vehicle. On a seat -
mile basis, however, the larger the bus, the more economical it is.
Another alternative which is less desirable than those discussed above is
the use of school buses as an interim solution. New school buses would
cost approximately $25,000 each with a six month delivery date. The
purchase of four buses would be required in order to maintain three buses
an scheduled service.
Used school buses could be purchased for immediate delivery at a cost of
approximately $4,000 each. The purchase of six buses would be required in
order to maintain three buses on scheduled service.
The operating costs for school buses could be expected to exceed the
maximum cost per mile listed above for the new small 20 -passenger
bus.
None of the proposals take into account the maintenance problems
associated with the purchase of additional buses. As discussed with the
City Council previously, there currently is not sufficient building area
to store additional buses and the maintenance facilities are exceedingly
limited. Additional parts inventory would have to be acquired and
possibly additional equipment maintenance personnel employed.
If additional buses are purchased, supplemental services would be
provided on the following routes:
a. Rochester -Sycamore
b. Lakeside -Mark IV
C. North Dubuque-Oakcrest
The two existing "tripper" buses would operate on the Hawkeye-East Side
special route. The cost of this service would be approximately $300 per
day and the revenue received is estimated to be approximately $150 per
day. For the remainder of this winter season operating costs would be
about $20,000. For a full winter season the cost would be $30,000.
It should be noted that there are several other important considerations
in addition to cost. For instance, small buses can be best used in tandem
with our already scheduled buses; it would be difficult to use these
vehicles to provide shorter headways. In addition, the new small buses
would not be interchangeable with our older units, meaning that we could
not easily send out a small bus in place of a larger vehicle in the shop
for maintenance. Also, on some routes during rush hour, bus capacity is
the governing factor that determines how many people will ride; in these
instances the added small bus will reach capacity very soon and the
present problem will recur.
br.3/5
111CROEILMED BY
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Using large buses during the day, small buses at night
No Extra Peak Period Service.
9USE5 AT "C12U514"CAPACITY
90
80 c 0
70 0 n
60
50 1
40 j
n 30 I
W 20
In 10
4 0
TIME --j
IA
IL
0
R
LARGE BUS CAPAWI - 60
(assumc 15 standees)
I
SMALL BUS CAPACITY= 30
(assume 5 standees)
,PASSENGERS ON BOARD
AT MAX. LOAD POINT.
I I j
I
I= LARCE BUS -SMALL BUS
L—J 45 PA5SENQ9S / 25 PASSENGERS
OQ T: Assume Large Dus @ $22.08/HR.
Assume Small Bus $19.32/ HQ. A
Assume '/¢ Na. start-up when bus goes info Serviee;
'/4 HR. turrl-in when bus rcfurrl5 to barn•
TOTAL DAILY COST':
LARGE DUO= ( %4+ 13t %q.) X $22.09 _ $ZMOS
SMALL BUS= (114+3+'/4) x $19.32 = $67.62
298.0 � f 676Z = $365.70
4, Thcse rotes include capital east's
I4ICRO ILMED BY
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Using large busts ALL DAY ard in the Evening
No Extra Peak Period Service.
0057% Assumt Lar9G 6u5 (V $ 22.OS1 HR
Assume 1/4 HR. start-up and turn,
TOTAL PAILY c05r:
F11C20EIU7ED DY
I� JORM MICROLA6
CEDAR RAPIDS DES 1701 NES
I
WE
I•B
eUSES Ar "ckU5H" WAWf
Sol
Z a
c c
70
60
n c
50 1
-- ----- -- ---
40
W
=
30
W
ZO
N
M
10
d
0
TIME
0057% Assumt Lar9G 6u5 (V $ 22.OS1 HR
Assume 1/4 HR. start-up and turn,
TOTAL PAILY c05r:
F11C20EIU7ED DY
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CEDAR RAPIDS DES 1701 NES
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Using LARGE RUSES during the DAY
SMALL busts of NIGHT
SMALL buses fO SupplCM60 PEAK HOUP SERVICE
t A.
0 0 G 'O
90 a a o
4T LARGE 6US OLu5 SMALL.
$04C V 3115 CAPACITY : 90
7,00 0
00
6040LARGE puS CAPAIITY= 60
Sol , O (assume 15 5fandee5)
40 I I ii
_ 20I 1 1f-- SMALL OU5 CAPACITY= 30
N 10
(assume 5 Standees)
PASSENGERS ON MAU
TIME At MAK. LOADING
POINT
COST: Assume Large OuS $22.06VN2
Assume Small DuS (p 419.32/HQ
Assume 1/4 HR. Start-up afid turd -in
TOTAL DAILY COST:
SMALL 13US = (%4 + 2 + E114 +'14 + 2 f- Vg {- 3 + %q. 15.32
= $164-22-
LARGE
64,22LARGE 13US= ( V4 t 13 + V4) X 622,09'
6 29K off= 4462-30
I11CRDEILMCD DY
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/777
r
Using Large buses during the DAY
LArzu bus in the EYWA W
EXQA-LA96f 65& of PEAK P9900.
TIME
II•D
i
6 O
O O
O O
LAR4E low PLas [.1994F
ZUS eV,9el'y = 120
I I f
4
I I o
I I o
LAQGF 6US mpulTr- 60
(assume 15 standees,)
I
PASSENGERS ON 13OA90
AT MAX. LOADING POINT.
COS -r: Assume Lorye•6us @ 622.d/HZ.
Assume 74 Na. start-up and tura-i11
701 -AL DAILY cosi:
LHRGE aUS = Y' i' 16 h V¢ f - Z t %9 f %g tZ t %g)x 2 2. 0 "
� 4 74.72
I41 LROf ILIdEO 61'
JORM MIC REILAB
CEDAR RAPIDS •DES M01Y[S
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777
X
p O
a
120
K
110
I
100
I I
90
I I
80.4
TO
o I I
60
54)
#A
W
40
=
301
I
N
20
10
1
1
s
O
TIME
II•D
i
6 O
O O
O O
LAR4E low PLas [.1994F
ZUS eV,9el'y = 120
I I f
4
I I o
I I o
LAQGF 6US mpulTr- 60
(assume 15 standees,)
I
PASSENGERS ON 13OA90
AT MAX. LOADING POINT.
COS -r: Assume Lorye•6us @ 622.d/HZ.
Assume 74 Na. start-up and tura-i11
701 -AL DAILY cosi:
LHRGE aUS = Y' i' 16 h V¢ f - Z t %9 f %g tZ t %g)x 2 2. 0 "
� 4 74.72
I41 LROf ILIdEO 61'
JORM MIC REILAB
CEDAR RAPIDS •DES M01Y[S
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r
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Using
small
buses
ALL DAY
and in
the Evtnin9,
with
LArye
buses
oddea at
PeoK
Hours.
IL O
C4 LARGE 13U5 PLUS
I�—SMALL 0U5 WAWY= 90
I I
I
TIME
COST, Assume Large, 4u5 @ 4 22.W9R
Assume Small 0 U 60 419,32//fK
Assume Y4 HR. Start-up and forn-1*17
bus CAWIrY = 30
ne 5 staW0)
PASSENUIZ5 ON
BOARV AT h1AX.
LOAD POINT.
TOTAL, DAILY GOST; 1
SMALL DU5 = i 4 t I6 114 / X 4 19.32 = X3It, 78/
LARGE 8US= (1143%zt%¢F%4 t4%z+%4)x$22.0,e= 4198.72
31:7 t 19 ,7Z =517.50
MICROEMMED BY
-JORM MICR4ILA13
CEDAR RAPIDS DES MOINES
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J
2
<
Q
g
90
_
so I
I
70
I
50.41
j
enc
40oi
I
i�
30 0
W
20
#A
10
CL
O
IL O
C4 LARGE 13U5 PLUS
I�—SMALL 0U5 WAWY= 90
I I
I
TIME
COST, Assume Large, 4u5 @ 4 22.W9R
Assume Small 0 U 60 419,32//fK
Assume Y4 HR. Start-up and forn-1*17
bus CAWIrY = 30
ne 5 staW0)
PASSENUIZ5 ON
BOARV AT h1AX.
LOAD POINT.
TOTAL, DAILY GOST; 1
SMALL DU5 = i 4 t I6 114 / X 4 19.32 = X3It, 78/
LARGE 8US= (1143%zt%¢F%4 t4%z+%4)x$22.0,e= 4198.72
31:7 t 19 ,7Z =517.50
MICROEMMED BY
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CEDAR RAPIDS DES MOINES
i
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Using LARGE and SMALL buses during different times to fit"
CAPACITY and LOAD as much 6L5 p055fble.
R V O O
so 4 DT -- LARGE US pIUS SMALL
7O 49 o° o P o DU5 CAPAGItY = 90
0
ob 0 o
60 I .,� _ '`F_6_
LARGE OUS GAPAvrr:60
50 I I I C (assume /5 standees)
w'40 j I 0
30 I ^f. SMALL G'US GAPACIT'rz30
W SO (assume, 5 Standees)
in 10
4 O r�\PASSeNGERS ON 50A/eO
TIME AT MAX. POINT
COST: Assume .Large Sus C0
Assume Sma,11 Bus C $19.32/HR.
Assume % HR. start -up and tueN-iN
TOTAL DAILY COST:,
SMALL 8U5 = (% t2 t % t �� 71-
2
%tax s19.32= X260.8'2
LAP -GE Sas = (�/�+ t'/g t %g f I Y2 f %4� X422.0/=
> 2-09.76
�Z60. r2- t $209.76 = $470.5er
MICROFILMED DY
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Johnson County Council of Governments
410 E.VXshrkjtmSt kr a City, b✓va 52240
rrrr o0
Date: August 20, 1981
To: Small Bus File
From: Jeff Davidson, Assistant Transportation Planner
The following transit agencies were contacted to acquire information
about their use of small buses.
Des Moines Metropolitan Transit Authority
Des Moines Metro has two Thomas and four Wayne XT small buses which are
used in demand -responsive service. MPG is approximately 7.5. They have
had considerable maintenance problems with the Thomas buses, primarily
with the front suspension. They have had the Thomas buses for 24 years,
and compared to a full-sized coach they are not holding up very well.
They have had the Wayne buses for one year and so far have had good luck
with them. The maintenance supervisor that I talked to emphasized that he
did not feel the small buses could be used for fixed -route service. He
did not feel that the components in these buses were heavy-duty enough to
withstand fixed -route service. He did not feel they were holding up all
that well in demand -responsive service.
Cedar Rapids Transit
Cedar Rapids Transit operates two Mercedes small buses in demand -
responsive service. MPG is approximately 8-10. Maintenance costs on
these vehicles haw been quite high, as they have not held up well. Parts
are expensive and hard to get. Each bus has approximately 90,000 miles on
it. The assistant transit manager that I spoke with was adamant that Iowa
City Transit should not buy small buses to use in fixed -route service. He
said there is no way they would ever hold up. He said to tell anyone who
thinks otherwise that they are a "damn fool".
Madison Metro
Madison Metro has four Chance small buses which they use in demand -
responsive service. They have only had these buses for three months.
They have had no mechanical problems to speak of with the buses
themselves, but they have had some problems with the wheelchair lifts that
all of these buses are equipped with.
Lincoln (Nebraska) Transit
Lincoln Transit has eight Winnebago and four Mini -bus small buses. These
buses are operated in fixed route service: a cross-town route, a downtown
shuttle, and as "boosters" - to augment high ridership portions of their
fixed route network. MPG is approximately 6-7. These small buses have
been very expensive to maintain. They have not held up well, and parts
have been quite expensive. Each coach has approximately 200,000 miles on
it. The assistant transit manager that I spoke to emphasized that the
I1ICROEILVIED BY
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CEDAR RAPIDS • DES MOINES
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maintenance records of these small buses were very poor compared to their
full-sized coaches. He felt that these small buses are just not designed
for intense fixed -route usage. They would not buy small buses again if
they had it to do over.
bj4/7-8
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Johnson Cour ity Council of Governmer Ips
410 EM-thing[cn a. bno City, bvvo 52240
rr000
Date: October 7, 1982
To: Iowa City Council
From: Cheryl Mintle
Re: Iowa City, Johnson County, United Way Joint Hearings - 1982
This is to remind you of the joint Human Service Agency budget hearing scheduled
for next Thursday, October 14. This and subsequent hearings will be held in the
basement meeting room of the First Christian Church, 217 Iowa Avenue. The
schedule of the October 14 hearing is:
7:00 PM - Big Brothers -Big Sisters (IC, JC, and UW)
8:00 PM - United Action/Youth (all three)
9:00 PM - Crisis Center/Opers (all three)
9:30 PM - Crisis Center/Emerg (all three)
Budget forms as well as program information and goal statements for each agency
are attached. Please read through this information prior to the hearing and
bring the information with you.
Please keep in mind that the FY84 funding request from Iowa City (and other July
fiscal year sources) should be viewed as tentative figures. Because of the
joint hearings, agencies must formulate these funding needs prior to knowing the
amount of their United Way allocation. Prior to the institution of joint
hearings, agencies were able to make a sounder projection of needs, knowing that
amount. As was done last year, a summary and analysis of budget requests will be
prepared for the Council in January prior to consideration of specific agency
funding requests.
Hearings of other agencies requesting FY84 funding from Iowa City will be from
7-10 PM on October 21 and October 28. Johnson County requests will also be heard
on November 4 and makeup hearings and recapitulation will take place on November
11. You will receive a reminder and relevant materials with your Council packet
the Friday before each hearing. If you have any questions, please let me know.
I can be reached at 356-5242 Wednesdays and Thursdays, or will return a call at
other times.
bj4/6
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CITY OF 10WA CITY 9 JOHNSON COUNTY
HU14AN SERVICE AGENCY BUDGET FORM
FISCAL YEAR 1984
BUDGET SUMMARY
1. NON-CASH ASSETS
2. TOTAL OPERATING BUDGET (Total a + b;
a. Carryover Balance (cash)
b. Income (cash)
3. IN-KIND SUPPORT (Total a + b + c + d
a. Services/Volunteers Secretarial
ice ies,
b. Material goods ProiectApp
9 ctivit
c. Space, utilities, etc.
d. Other (specify: *
4. TOTAL EXPENDITURES (Total a + b)
a. Administration
b. Program Total
Notes and comments:
* This includes Communications, Equipment
and Repairs, Insurance/Legal, and
Travel.
-1-
Big Brothers/Big Sisters
AGENCY NAME: of Johnson County
Forms com feted b Janet Martin
P Y: 4-H& Youth Coordinator
Approved by Board: --n..~ l�' �[S
on Ocauthorize signature
t. te1. 1982
da
FY 82 FY 83 FY 84
ACTUAL PROJECTED BUDGET
40,3651 53,647 I 60
8,541 I 9,240 9,886
111CROr ILMED By
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58,220
e •y�
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Big Brothers/Big Sisters of
AGENCY: Johnson County
INCOME DETAIL
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JORM MICROLAS
CEDAR RAPIDS • DLS 'd01NLS
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FY 82
ACTUAL
FY 83
PROJECTED
FY' 84
BUDGET
1. Local funding sources (List below)
29,100
36,200
46,000
a. Iowa Cit
�lIr.00M
IB:IOO r
i�2R,�
b. United Way4
SUi)
D600
t MM
c. Johnson Count
U
w
d. Coralville
600
e.
M��
,red K
f.
MINE*-
2,800
ON 1 "11 "i
«.
2. State, Federal, Foundations (List)
a. Grant from St.Vincent Diocese2
ma�„a=Scs"r �;
aN.,. ti
� � r 04
b icht Fund/Trinity isco alChurc
C.
I "10"S., 1
d.F
a�
(�`,. a
3. Contributions/Donations
778
1,000
1,000
4. Special events (List below)
1,400
3,000
4,000
a. Football Stand & Auction
011 o6112111
P�"-!'IRV
b. Celebrity Auction/Dinner;IOK Run
�
C. Undefined (at this time)
., x��
5. Net sales -services
6. Net sales -materials
7. Other (List below, including mist.)
3,800
4,000
5,000
a. Advocates (Friends of program)
x ¢f a �y
C1,500r
�i
�_ZODo.,
y��tn4iase'x
34
t�3y0 E=
b• DialAmerica (magazine sales)2;300�s
C.
TOTAL INCOME (Show also on page 1, line 2b)
37.878
44,200 1
56,000
Notes and comments:
-2-
MIU PED RV
JORM MICROLAS
CEDAR RAPIDS • DLS 'd01NLS
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Big Brothers/big Sisters
AGENCY: of Johnson Countv
EXPENDITURE DETAIL
-3-
MICROFILMED BY
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j CEDAR RAPIDS • DES 1401YES
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a
1-770
\
FY 82
ACTUAL
FY 83
PROJECTED
FY 84
BUDGET
1. Salaries
24,720
36,360
44,300
2. Payroll taxes
1,652
2,320
2,970
3. Employee benefits (IPERS)
1,422
2,000
2,550
4. Staff development (including Volunteers
265
750
800
5. Professional consultation
6. Publications/Subscriptions
7. Dues & Memberships (BB/BS)
500
750
1,000
8. Rent
9. Utilities
10. Telephone
11. Office supplies & Postage
12. Equipment purchase & rental
13. Equipment/Office maintenance
14. Printing & publi'city
413
1,800
1,800
15. Local transportation
16. Insurance
17. Other (specify:
18. Group Activities:
1,146
3,000
3,000
19. fundraising
531
1,500
1,500
20. Contingency
269
800
300
21.
TOTAL EXPENSES (Show also on page 1, line 4)
30,918
49,280
58,220
Notes and comments:
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MICROFILMED BY
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Big Brothers/Big Sisters of
AGENCY: Johnson County
SALARIED POSITIONS
Position Title FTE*
BB/BS Coordinator .5
Caseworker A .5 - 1.0*
Caseworker B 1.0
Caseworker C (GAP) 10-15 hrs/wk
*The position became fulltime as of 9/7/82
FY 82
ACTUAL
FY 83
PROJECTED
FY 84
BUDGET
8,904
9,700
10,400
5,292
14,000
16,700
10,524
12,000
16,200
660
1,000
*See Note on
back of page
RESTRICTED FUNDS
Restricted by: Restricted for:
MATCHING GRANTS
Grantor/Matched by:
IN-KIND SUPPORT DETAIL*** See Note on back c
Secretarial
F page
3,609
3,900
4.173
Office Supplies & Project Activity
1,107
1,230
1,316
Rent
2,193
2,300
2,461
Communications
630
690
738
Equipment & Repair
Wu 1
660
706
-Insurance/Legal
P74
278
*Full-time equivalent: 1.0=Fulltime; .5=Nalftime;etc.
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** Because of caseworker staff changes in December 1981 and July 1982,
the caseworker position description and salary schedule were reviewed.
The position was classified according to the Iowa State University
Professional and Scientific Salary Schedule; this is the classification
system used for other professional staff positions at the Johnson County
Extension Service. The caseworker salaries have been adjusted based on
this system.
*** Big Brothers/Big Sisters is a 4H and Youth Program of the Johnson County
Extension Service. The In -Kind Support for BB/BS is calculated as 1/5
of the Johnson County Extension Service budget for each item listed.
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AGENCY GOALS FORM
Agency Name Bio Brothers/Big Sisters of Johnson County
Year FY 84
GOAL: To provide supplemental opportunities for social, emotional, mental,
and physical development of children from single -parent families in
Johnson County.
Objective A: Maintain and support 135 active "matches", in which a
volunteer (or couple) spends a few hours each week with one child.
Tasks: 1. Recruit 250 potential volunteers through the use of
newspapers, radio, T.V., public speaking, and other
publicity strategies.
2. Conduct interviews and gather other pertinent informa-
tion regarding applicants to determine eligibility or
suitability of prospective clients or volunteers.
3. Assess qualities, attributes, and needs of clients and
volunteers; and match each child with an appropriate
volunteer.
4. Maintain regular staff contact with each parent, child,
and volunteer to ensure that the relationship is pro-
ceeding satisfactorily.
Objective B: Provide adequate preparation and support for participants
In order to achieve successful matches lasting a minimum of one year.
Tasks: 1. Conduct orientations for prospective volunteers at least
monthly.
2. Conduct monthly orientations for prospective parents.
3. Provide regular staff contact (monthly during first year)
with every parent, child, and volunteer after a match has
been made.
4. Conduct at least six volunteer training sessions for
matched volunteers during the year:
5. Provide two training sessions of interest and value to
parents of children in the program during the year.
Objective C: Foster group cohesiveness and mutual support for participants.
Tasks: 1. Publish and distribute a monthly newsletter.
(more)
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2. Conduct six special group events for matched pairs
during the year.
3. Plan and conduct at least one special group event which
includes parents.
Objective O: Evaluate and encourage each child's personal, social, and
academic progress.
Tasks: -1. Set reasonable goals for each child based on input from
the child, parent, volunteer, the child's school, and
any other professional that might be involved with the
child.
2. Offer staff support and seek outside assistance when
necessary to foster growth and to aid in working towards
the set goals.
3. Evaluate each child's progress on a regular basis
(quarterly during first year) and revise the goals
accordingly.
Objective E: Solicit and encourage client input into the evaluation and
development of the BB/BS program.
Tasks: 1. Collect and analyze evaluative questionnaires from
parents and volunteers at the time of intake and again
at termination.
2, Have the Board conduct an annual evaluation of the program
which includes input from clientele and from our referral
sources.
Resources Needed to Accomplish Program Tasks
1. One part-time paid professional staff position -- BB/BS Coordinator.
2. Two full-time paid professional caseworkers.
3. Supplies and materials for program services and recruitment.
GOAL: To provide children on the waiting list with recreational and educa-
tional activities, opportunities for supervised peer interaction,
and adult friendships. (Group Activity Program - GAP)
Objective A: Each semester, organize small groups of 4-6 children, to
meet weekly for planned activities under the leadership of adult
volunteers (primarily students).
.Tasks: 1. Recruit at least 20 volunteers through ads in the Daily
Iowan and contacts with Social Work and Recreation classes.
(more)
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2. Conduct an orientation session each semester for
GAP volunteers.
Objective B: Provide support for GAP leaders and gain insights and
information regarding the children in the program for staff use
in future matching.
Tasks: 1. Provide 2-3 training sessions for GAP leaders each
semester.
2. Confer weekly with GAP leaders regarding the group
activities and interaction of the children.
Resources Needed to Accomplish Program Tasks
1. Part-time paid staff to serve as GAP Coordinator.
2. Insurance for GAP participants.
3. Supplies for orientations, training, and weekly summary sheets.
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CEDAR RAPIDS • DES MOINES
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AGENCY: Big Brothers/81 Sisters of Johnson Co.
Original y c aced by:.h.Per>re.,�.Fmvmc Cdord.
Data. 9/27/82
PROGRAM INFORMATION A
This information will be provided by each agency to be kept an file by the humn Services
Coordinator. It will be the responsibility of the Human Services Coordinator, not the
agency, to keep the Information up to date. This will be dans periodically throughout
the year.
1. AGENCY PURPOSE:
Through the use of adult volunteers, to aid children from single -parent families
to develop into healthy and functioning adult members of their community and of
society at large; and to assist these children in their continuing social,
motional, mental and physical development.
2. PROGRAMS a BRIEF OISCRIPTION:
1) Big Brothers/Big Sisters - Matches children with adult volunteers for long-
term, ane -to -ane relationships. Volunteers spend 3-S hours per week for a
minimum of ane year with a selected child. On-going staff supervision is provided.
2) G.A.P. (Group Activity Program) - Offers supervised peer interaction, educational
opportunities, development of social and recreational skills and interests for
children on the BB/BS welting list and selected others with special needs In these
areas. Scull groups (4-6) meet weekly with volunteer adult leaders (2.3 per group).
Organized an a semester basis.
3. HOURS OF SERVICE:
Office hours are Monday
4. AREAS SERVED:
Johnson County
Friday, 8:00 a.m. - 12:00 won
1:00 p.m. - 5:00 p.m.
S. ELIGIBILITY CRITERIA:
Clientele: Children from single -parent families. between the ages
of 6 and 14 inclusive.
Volunteers: Minimum age 18; willing and able to commit 3-5 hours
per week for at least one year.
6. FEES:
None
1. LOCATION b ACCESSIBILITY:
Johnson County Extension Office, located on the 4-H Fairgrounds '(3149 Highway 218 South,
Iowa City). Accessible to the handicapped.
S. COMMUNITY PROJECTS/COLLABORATION WITH OTHER AGENCIES:
Projects vary from year to year. BB/BS strives to work closely with other youth -
serving agencies as well as with agencies, organizations, and professionals who
work with single parents. We make and receive numerous referrals each year, and
collaborate in special projects to benefit our clientele and youth in general.
(For example: support groups; the Lakeside project)
J ,
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AGFJIty: Big Brothers/Bio Slster< of fn F�sOn Ct
Original y cOr •tea oy:J.y r wore fnn.dinatf
Gat l mw�nam
PROGRAM INFORMATION B
Please address the following are";
I. DO you have a waiting list or have you had to turn people away for leak of aollity
to sane the? What, if any, swesw"s do you feel can " t4"M to assist in
"solving 'fry proolees this Croatia?
We have a waiting list that stands at about SO. Greatest difficulties a" 1) Not
enough male volunteers to meet the demand; 2) Finding volunteers to serve kids to the
rural areas. (The Group Activity Program provides service to waiting list children un-
til a "match" 1s made.) Several steps are being taken to address this need, Including:
1) Greater Board time & financial resources being put into developing more effective,
comprehensive recruitment strategies; 2) Enlisting the aid of University resources
(Public relations classes, practicum students,etc.) In developing new materials and
fresh recruitment approaches; 3) A change In our approach to volunteers which en-
courages then to accept kids in the rural areas; 4) Public speaking, community contacts,
and orientations conducted in the rural areas.
2. Please difcuaa your agency's fundraising efforts if yplic"Id. (I.e., Increased
efforts, amount of staff or poo" Cir davated during past year, types of efforts
Recognizing more effective a fundraising) as a priority, we have done the following:
I) Doubled the size of the Board Fundraising Committee with members specifically chosen
for that function b increased financial resources to that committee; 2) Specified fund-
raising experience as a qualification for the new coordinator; 3) Obtained a license
to Participate Iwai the Nationally sponsored BB/BSA fundraiser. Several new efforts
have Own made during this past year with varying success: 1) Participated in Dial-
America,anc.(telephone magazine solicitation); 21 Auction; 3) Pursuit of grants;
4) Other smaller scale projects. Next year's plans Include direct mail solicitations,
a IOk run, and a Celebrity auction.
3. F:vaae discu's "y trema io dwsand fur $PvcifiC sanies' provided by your agency,
comeenting on projected need Ana any relevant p"eler regarding service delivery.
I)The most obvious trend Is the increased demand for our service from the county outside Iowa
City/Coralville: currently about 1/3 of our waiting list. Finding volunteers to commute the
extra. distance has been a difficult proglem. 2)There have been fewer girls referred to our
Program. This Is a common problem for BB/BS agencies A can be helped by educating the public
in the Big Sister relationship. 3)Parents have indicated a desire for more involvement in our
urogram. We are scheduling activities 6 In-service sessions which include parents. 4)There
Is a demand for more frequent and diversified group events, e.g., camping trips & field trips
whl h will require re 11a ning a money to roe tae. S)Vol unteers are interested 1n more
trar{ning dpporrlunities wR1c�i we are develo (R .
n wfyc way v" your age nPy s9 sank.& puolici"d? MO., radio, daole TV,
brochures, newspaper ads.)
Radio, newspaper features and PSAs, cable TV, some TV PSAs, brochures, posters,
Public speaking, newsletter, church bulletins.
S. Please comment on any Other Prooleea or factors "levant to your
program(s), funding or service delivery. agency's
1) We have had some staff problems which have been rectified. One caseworker has
been replaced and both "Seworkers are now full-time.
2) Recruitment of male volunteerssears to be at a low ebb, So matching of
boys on the waiting list 1s slow. We are currently planning nen recruitment
strategies.
MICROFILMED BY '
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CITY OF IOWA CITY * JOHNSON COUNTY
HUMAN SERVICE AGENCY BUDGET FORM
FISCAL YEAR 1984
0
AGENCY NAME:Uniced Action for Youth, Inc.
Forms completed by:
Approved by Board:
authorized si'gnature
on
date
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111CROFILMED By
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CEDAR RANDS - DES M01 I
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FY 82
FY 83
i FY 84
ACTUAL
PROJECTED
BUDGET
1. NON-CASH ASSETS
5 144
6 444
6,500
2. TOTAL OPERATING BUDGET (Total a + b)
91,373.
100,874
106,550
a. Carryover Balance (cash)
ARM
;"7
11,'52aW
b. Income
(cash)
8. 17N
3. IN-KIND SUPPORT (Total a + b + c + d)
15,483
10,400
17,000
a. Services/Volunteers
b. Material
goods
c. Space, utilities, etc.
"g
d. Other
(specify:
..........
4. TOTAL EXPENDITURES (Total a + b)
98,441
105 400
123 430
a. Administration
-.x . .....i o.r.g
3�
b. Program Total (List programs below]
Outreach
Synthesis
Notes and comments:
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AGENCY: u
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AGENCY: UAY
EXPENDITURE DETAIL
8.
Rent
FY 82FY
ACTUAL
83
PROJECTED
FY 84
BUDGET
I.
Salaries
66,331
69,600
79,410
2 42010.
2.
Payroll taxes
2,123
2,8003,100
76111.
%224
3.
Employee benefits
2,126
8,600
9,120
67712.
4.
Staff development
350
500
650
S.
Professional consultation
1,031
1,150
1,300
6.
Publications/Subscriptions
84
100
100
7.
Dues 5 Memberships
753
50
50
8.
Rent
9.
Utilities
2 42010.
Telephone
76111.
%224
Office supplies & Postage
67712.
Equipment purchase & rental13.
Equipment/Office maintenance
753
14.
Printing & publicity
00
450
is.
Local transportation
00
2,200
16.
Insurance
0
800
17.
Other (specify:
Program Activities0
400
18'
Program Supplies
0
M441105','400
1,600
79'
Volunteer Staff
0
14,000
20.
Consulting'Artists0
500
21'
Misc. Supply and Expense0
200
TOTAL EXPENSES (Show also on page 1, line 4)0
123,430
Notes and comments:
111CROMMED BY
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AGENCY: UAY
SALARIED POSITIONS
Position Title FTE*
Director 1
_ Office Secretary/Bookkeeper .62
Outreach Coordinator 1
_ Outreach Counselor 1
Synthesis Coordinator 1
-- Yn„r6 rrn-.l 1-.75-1
Office Trainee 1
FY 82
ACTUAL
FY 83
ROJECTED
FY 84
BUDGET
16,573
,070
r:,500
18,975 (57.
3,752
6,825 (5Z
13,963
15,340
16,260 (67.
12,039
12,220
13,075 (77,
10,570
12,220
13,075 (77.
7,734
5.250
11,025 (67.
1,700
RESTRICTED FUNDS
Restricted by:
CETA
In-kind
IDSA
Arts Council
Restricted for:
training office asst.
salary or other in-kind
Outreach Coordinator
Arts Workshops
1,814
15,483
10,400
17,000
7,500
7,500
8,500
750
500
MATCHING GRANTS
Grantor/Matched by:
IDSA/City, County,
United Way
IN-KIND SUPPORT DETAIL
Staff in-kind
13.604
8,000
12,000
M V In-kind
1,879
1,000
2,000
Prienda MAPHn.
1,200
2,400
_ nnnatad Cnnda
200
600
*Full-time equivalent: 1.0=Fulltime; .5=Halftime;etc.
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MICROTILMED aY
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AGENCY: rr,.rnd ,,,, rte.
Originally tompletad by: nm
Gats_ Seotember 16. I98T
PROGRAM INFORMATION A
This information will be provided by each agency to be kept an file by the Human Services
Coordinator. It will be the responsibility of the Human Services Coordinator, not the
agency, to keep the information up to date. This will be done periodically throughout
the year.
1. AGENCY PURPOSE: To assist young people and their fmLliu In identifying their
needs and resolving problems in a way which Inhibits delinquency or involvement
In the Juvenile juscicm system.
2. PROGRAMS 8 BRIEF OISCRIPTION: Synthesis Is an arcs workshop involving youth in the
use of electronic emdca, comasunlcacfon ceehnology and craditional ares a a wane for
Personal develapmenc. Providing youch with an opportunity to engage In such activities
entourages their creative talents and helps them to avoid problems such as delinquency
or substance abuse.
UAY's youch oucreach program was established to prevent delinquency by making
counseling, crisis intervention, and referral information easily available to John-
son County youth and chair families. Because personal problem occur withia a young
person's family, school, or social satcing, MAY'S outreach counselors work with youth
In chose environments. Although the outreach office is open dally for drop-in coun-
seling, most of UAY's outreach contact Is made in those community seccings.
DAY acts as a resource to other youth and family $@ruing agencies and accepts
referrals from schools and social service agencies, the Crisis Center, Cosmity
Mental Health, police, and juvenile court.
3. HOURS OF SERVICE: Our office is open 91m-4pm during the current staff shortage,
and 800,m-400pm with full staff. We are open at other time by appointment,
Including Saturday@ and evenings. After hours call 337-9878 or 338-8117 for
assistance.
4. AREAS SERVED: Johnson County
5. ELIGIBILITY CRITERIA: We have no income guidelines. Our primary target group
is youth aged 17-18. Youth under 17 are accepted, but chose over l8 are accepted
on a cue by cue basis as approprlau.
6. FEES: None. We may Implement a deposit refunded upon completion of Arts Workshop.
7. LOCATION d ACCESSIBILITY: 311 e. Linn There Is a limited access ramp co the
first floor and no handicapped modified rest room.
8. COMMUNITY PROJECTS/COLLABORATION WITH OTHER AGENCIES:
Diversion - diversion rite
Youch Homes - Joint programa, support *rvices
Schools - past groups, parent projects, recreation night
HYLP - support services, work -ales, possible shared apace
ALA Special Education - placement rice
Domestic Violence - support services, possible Joint program
Crisis Cancer - training, support services
WRAC Joint program
MECCA - collabentive programs regarding prevention
(B.' can't. on back)
J7Y
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8. (con't.)
Elderly Services Adult Day Program - inter -generation programs
Systmes - Let's Play to Grow
ACCAN - member, workshops
Mark IV - Tutoring, support services
Law Enforcement - training (FY'82)
1
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AGENCY: DAY
Originally comp aced by:is
Date: September 16,i96r
PROGRMI INFORMATION 8
Please address the following areas:
1. 00 you have a waiting list or have you had to turn people gray for lack of ability
to serve them? What, if any, measures do you feel can be taken to assist in
resolving any problems this creates?
We don't have a waiting list, and no one is denied service. However, len
outreach is identified because of staff reduction. Afcsr funds are identified,
we will fill the vacancy. We are also making better use of volunteers. Several
activities and services are now done in group seeing,.
Please discuss your agency's fundraising efforts, if applicable. (I. e., increased
efforts, amount of staff or board time devoted during put year, typos of efforts
engaged in, difficulties involved.)
We did a somewhat succeaaful aumeer fundraiser and generated over $5000
from private sources. There was no Increase In time devoted by acaff or board
members, but organization has greatly improved. We 011 need to organize a
development committee if private funds are to be used in any substantial way.
7. Please discuss any trends in demand for specific services provided by your agency,
commenting an projected need and any relevant problems regarding service delivery.
Tbece'is asdemsad for help cm families in crisis, especially family media-
tion. We are also providing identification and supportive assistance to victim
of violent abuse or involved In substance abuse (alcohol especially). Young
people have been particularly responsive to the alternative activities offered
including recreation as veil as Synthesis and arts.
4. In what way are your agency's sarvicea publicized? (E.g., radio, cable TV,
brochures, newspaper ads.)
Radio talk shove
TV calk shove - cable public service announcement,
Newspaper articles
Ada in high school papers
brochures, posters
poor -to -pear
other agencies I 6 R
5. "Iflin48MM'seWsany other pmblas or factors relevant to your agency's
program(s), funding or service delivery.
It has been An unsettling transition year --Ig months in which staff posi-
clons were cut and programs and administration reorganized. 1 6aliste we made
a successful transition and have mu service Rede chat were our highest pri-
ority. State and federal funding patterns are completely disorganized and
unstable. However, we Continue cc explore possible sources co sustain services
we feel appropriata without relying on "start up" program funds. We bel chat
w have a stronger program with families than three years ago and ars working
with mon children under twelve than before. UAY's collaboration with ocher
agencies is worthwhile to clients as veli as persons involved in other programs
and has enhanced service delivery overall.
IIICROFIL14ED BY
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INTERVENTION CENTER:
Intervention Program
Cauppi, Director
41,
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1"`L1.7'�-LL✓
XICROF ILMED By
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CEDAR RAPIDS • DES MOMIS
INTERVENTION CENTER:
Intervention Program
Cauppi, Director
41,
horized signature
1"`L1.7'�-LL✓
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FY 84
D
BUDGET
.00
62, 118.00
'.'i"Y.
•.I;�.rY/.tv�GEY;YEfN�v'o::
0��<'
IHe:'Si2II58
132,244.00
ksY.2YhRS�S
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)
62,118.00
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IOWA CITY CRISIS INTERVENTION CENTER:
FY 1984 Crisis Intervention Program
AGENCY:
INCOME DETAIL
TOTAL: 580.02
2-
JORM MICROLA6
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FY 82FY
83
FY 84
AC- MAL7
PROJECTED
BUDGET
1. Local funding sources (List below)
43,235 00
L 47,315 00
53,853 00
�. 00
19,82--`00j
ZL i93.Odn
a• United Way of Johnson County
X16;835
P
OOO�dd���k�000
b, Johnson County
19TDO
Z2Q
C. City of Iowa City,.�.=.e--<•»•`-
d• City of CoralvilleL;00:A0
�.•
a
e.
2. State, Federal, Foundations (List)
4,368.16
3,600.00
3,840.00
a. Work Study Match (U. of Iowa)
Al 57
00
r " '�
i"
b.
r
C.
.
77 z ss �7
yy:�rr
d.
�m�2'i�YtYk
„�,
3. Contributions/Donations
559.41
650.00
650.00
4. Special events (List below)
14655.00
6,754.00
500.00
6 716=141=611
ISM -
a. Fundraising,
=�^b35«00
C.
MA
5• Carryover
332.1
6. Net sales -materials: Training manuals
128.00
200.00
200.00
7. Other (List below, including misc.)
3,080.02
4,411.00
3,075.00
2t,28�:OOk`
Z+754"'D4`.
a. U. of I. Student Senate1;900:OOy
r
b • Board Designated Savings
,„ sxt.600..A0z-
��5 0 0Z','.
�:a�xsaTZS i��
IN 3Z5 OOz
c..
Miscellaneous
TOTAL INCOME (Show also an page 1, line 2b)
1 53,675.15
62,930.00
62.118.00
113.98 125.00 125.00
Reimbursements: 359.04 .00 200.00
Notes and cOmnentS:Line 7C: Reimbursements:
Donated printing: 107.00 .00 .00
TOTAL: 580.02
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IOWA CITY CRISIS INTERVENTION CENTER
Crisis Intervention Program
FY 84 AGENCY:
EXPENDITURE DETAIL
FY 82 FY 83 FY 84
ACTUAL PROJECTED BUDGET
27 439.95 33,202.00 31,860.00
1.
Salaries
2.
Payroll taxes (FICA, unemployment)
1,856.26
2,400.00
2,543.00
3.
workers'
worke'
Employee benefits(Bealth ins., comp.
2,221.10
4,120.00
4,740.00
4.
Staff development (conference fees)
154.12
150.00
175.00
5.
Professional consultation
00
.00
.00
6.
Publications/Subscriptions
208.65
200.00
220.00
7.
Dues & Memberships
50.00
50.00
50.00
8.
Rent
4,550.00
6,160.00
6,430.00
9.
Utilities
502.53
1,576.00
1,798.00
10.
Telephone
2,672.73
4,127.00
2 u105 '-D0
11.
Office supplies & Postage
2,141.67
2,075.00
2.250.00
12.
Equipment purchase & rental
1,006.20
925.00
925.00
13.
Equipment/Office maintenance
150.78
225.00
250.00
14.
Printing & publicity (inc. ads)
1,037.67
1,000.00
1,075.00
15.
Local transportation
.00
.00
.00
16.
Insurance (liab.,prof.liab.,fire)
1,239.00
1,440.00
1,617.00
17.
Other (specify: Work Study
5,856.96
4,500.00
4,800.00
18.
Answering Service
440.00
480.00
480.00
19.
Training Manu&1s
208.29
200.00
200.00
20.
21.
Miscellaneous'
Contingency
4.00
.00
100.00
.00
100.00
500.00
TOTAL
EXPENSES (Shaw also on page 1, line 4)
51,739.91
62,930.00
62,118.00
Notes and comments: Line 1: Includes staff changeover and
Line 8: Moved to new location, 26 E. Market St. - Old Brick
Line 10: Purchased own telephones
Line 12: Pager rental, typewriter rental, new goods
overlap of
salaries in FY83
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Iowa City Crisis Intervention Center:
AGENCY: Crisis Intervention Program
SALARIED POSITIONS
Position Title FTE*
Director 1.0
Assistant Director 1.0
NOTE: Due to change of staff, there
were 4 salaried positions in August 82.
FY 82
ACTUAL
FY 83
PROJECTED
FY 84
BUDGET
14,510.00
18,203.00
17,280.00
12,929.95
14,999.00
14,580.00'
RESTRICTED FUNDS None
Restricted by: Restricted for:
MATCHING GRANTS
Grantor/Matched by:
University of Iowa Work Study: 80/20
4,686/1,171
3,600/900
3,840/960
IN-KIND SUPPORT DETAIL
Rooms & Equipment - training sessions
125,416.00
330.00
124,916.00
330.00
132,244.00
350.00
Furniture
500.00
500.00
.00
Telephone Counseling @ $5.50/hr
64,350.00
64,350.00
70,200.00
On-Call/All Night Line Staff @ $6/hr
34,632.00
34,632.00
40,400.00
Pre -service Training @ $7/hr
21,294.00
21,294.00
21,294.00
Move & Remodeling (labor & materials)
Brochures, printing
3,810.00
3,810.00
.00
.00
.00
`'Full-time equivalent: 1.0-Fulltime; .S=Halftime;etc.
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IOWA CITY CRISIS INTERVENTION CENTER
26 EAST MARKET
IOWA CITY, IOWA 62240
business phone C3191 361-2726
crisis line: C3191351-0'140
Agency Goals Form FY 1984
CRISIS INTERVENTION PROGRAM
Goal: To provide immediate, anonymous, confidential crisis
intervention services free to anyone in Johnson County
and surrounding areas.
Objective A: In 1983, provide crisis intervention counseling on a 24 hour/day
basis to an estimated 5,000 people who will call the Crisis Center
and to an estimated 1,800 people who will walk in to the center
between 11:00 am and 2:00 am.
Tasks: 1. Increase the volunteer counseling staff to 120 (current
staff is 105).
2. Schedule 2 volunteers for each 3 hour shift at the center between
11:00 am and 2:00 am.
3. Schedule 1 volunteer to serve each night on the All Night Line.
4. Maintain an On -Call staff to serve as back-up support.
5. Provide daily supervision to volunteers
6. Provide intensive pre -service training to volunteers three times
a year.
7. Provide in-service training sessions for volunteers to constantly
improve the skills and provide information (On -Call procedures,
j Domestic Violence, Suicide, Services for Youth, Sexuality, etc.).
8. Provide adequate publicity of our services and our new accessible
location.
Objective B: In 1983 to provide suicide prevention and intervention to an estimated
200 persons.
Tasks: 1. Provide emergency transportation.
2. Counsel the suicidal person as well as friends, families, or
significant others, by telephone as well as in person at the
Center.
3. Maintain 24 hr/day availablity.
4. Provide pre -service and in-service training to volunteers.
Objective C: In 1983, provide information and referrals on a 24 hour a day
basis to an estimated 1,700 people who will contact the Crisis
Center for such assistance.
Tasks: 1. Maintain extensive information on community resources and
update on a daily basis by:
a. Reviewing case reports
b. Reviewing area newspapers
17M
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CEDAR RAPIDS DES MOI9ES
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Iowa City Crisis Intervention Center
Crisis Intervention Program: AGENCY GOALS
(J
c. Reviewing agency newsletters received at the Center
d. Maintaining close liaisons with medical, legal, social,
and other agencies.
2. Maintain extensive information on topics for which the Center
receives frequent requests for information, as indicated by review
of case reports and quarterly statistics.
3. Utilize Crisis Center volunteers to provide information and
referrals to callers and walk-ins.
4. Serve as the referral agency for Parents Anonymous and Over-
eaters Anonymous.
Objective D: In 1983, provide emergency transportation to an estimated 30
individuals requiring immediate medical attention (i.e., situations
involving suicide, psychiatric emergencies, drug overdose).
Tasks: 1. Maintain an On -Call team of at least 15 experienced and
specially trained volunteers.
2. Schedule one paid staff person for each 8:00 am to 5:00 pm
on-call shift Monday through Friday; one paid staff person
or volunteer Cn-Call team member during weekday non -business
hours (5:00 pm to 8:00 am); schedule weekend on-call persons.
3. Provide regular in-service training sessions for on-call
personnel.
Objective E: In 1983, to provide back up volunteers for the Emergency Assistance
and Food Bank Programs, to assist an estimaped 300 persons who will
contact the Center during the hours between 5:00 pm and 11:00 am.
Tasks: 1. Provide pre -service and in-service training in procedures and
policies concerning food and emergency assistance.
2. Maintain the system of voucher file for individuals requesting
assistance.
3. Assisting individuals to identify other resources.
Objective F: In 1983, to provide an estimated 35 educational presentations to
area schools, churches, service groups, and mental health agencies.
Tasks: 1. For a Speaker's Bureau to assist paid staff in responding to
requests for speakers.
2. Solicit speaking engagements fYom special target populations.
as indicated by trends noticed in quarterly client statistics.
3. Participate in the educational or in-service programs of other
agencies or schools.
Objective C: To always maintain client confidentiality and anonymity.
Tasks: 1. Volunteers must sign a confidentiality sign -off sheet as
a condition of working at the Center.
2. Providing training to allow volunteers to know how to
respond to requests for information which might identify a
client.
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CEDAR RAPIDS • DES MOVIES
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Iowa City Crisis Intervention Center
CRISIS INTERVENTION PROGRAM: AGENCY GOALS
E]
Resources Needed to Accomplish Program Tasks:
1. Two full-time paid staff persons.
2. One Work Study Student
3. Four phone lines (2 incoming, 2 outgoing)
4. Two rented pagers
5. Supplies for resource and referral information and
contact sheets (e.g., paper, typewriters, mimeo, etc.)
6. Professional liability insurance
7. One phone room and two private counseling rooms
8. Administrative office space
9. Donated space to hold volunteer screenings and training
sessions
10. Donated emergency transportation
11. 20,500 hours of donated volunteer time
12. Donated in -services by professionals and agencies
13. Liability and fire insurance
14. Subscriptions, printing, advertising, donated and paid
15. Nighttime answering service
I4ICROF ILI-ED BY
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JORM MICR46LAB
CEDAR RAPIDS DES MOMES
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Iowa City Crisis Intervention Center
AGENCY: Crisis Ioterventlon Program
Original y ep Coaced by: n uPp . Olcactor
Oats: 9/70/82
PROGRAM INFORMATION A
This information will be provided by each agency to be kept on fila by the Human Services
Coordagency, ator keep thel be the infornati ns up to date. This oThisthe
wiillb Services
periodically thnot the
roughout
the year.
1. AGENCY PURPOSE: To provide short term crisis counseling, information and referral
sarvices, suicide prevention 6 intervention, to anyone seeking such Assistance, both
n a telephone (24 hr/day) and walk-in (11:00 am - midnight). Provide assiscmce co
non-residents with our Emergency Assistance Program. Provide Assistance to residents
by supporting the Food Bank Program.
2. PROGRAMS B BRIEF OISCRIPTION: (see f I above)
Crisis Intervention Program: providescrisis and suicide intervention, information and
referrals, emergency transportation; serve as referral agency for
Overeaters Anonymous and Parents Anonymous; serve As an 'after hours'
mental health service, provide- peer -to -pear couualing. Participate
in co®unity education programa.
Food Bank Program: Provide local residents with non-perishable food item, vouchers
for perishable items, when necessary. This program has a separate budget; it
it supported also in large part by private donations of food collected by local
churches. Demand for Chia program has increased.
Emergency Assistance Program: Provide emergency shelter, transportation, and food for
individuals or families who become stranded in Johnson County and who are unable
to east their basic needs. It is "one time only" mistance; need for thus
services has also increased.
3. HOURS OF SERVICE:
Telephone Counseling (also information and referrals) 24 hr/day.
Valk -in Counseling Ilam until midnight daily (open to 2 am when there are enough
volunteers in the pool).
4. AREAS SERVED:
Iowa City, Coralville, University Heights, University of ,Iowa, Johnson County
and surrounding area (e.g., Solon, Tiffin, Hills, galona, eta.), occuianally
Cedar Rapids and Do$ Moines.
5. ELIGIBILITY CRITERIA:
Crisis Intervention Program: Nona
Emergency Assistance Program: lion-resldant of Iowa Ciry/Johnson County;
w provide emergancy assistance to resident when there Ara no other
resources available.
Food Bank Program: Local Residents.
6. FEES: None (We do accept donations and will request reimbursement when
there is a passibility for it.)
7. LOCATION 8 ACCESSIBILITY: 26 E. Market - Old Brick. Accessible to wheelchairs.
Entrance on Clinton street.
8. COMIUNM PROJECTS/COLLABORATION WITH OTHER AGENCIES: Referral agency for Overeaters
Anonymous and Parents Anonymous; Skills Weekend with U of I School of Social Work;
practicum experience; share in-service training sessions with other agencies whenever
possible; maintain liaison with other agency to enhance mutual support, exchange
information, make referrals (United Way, United Action for Youth, Youth Homes, MECCA.
Free Medical Clinic, Domestic Violence Project, etc.).
111CROFILMED BY
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CEDAR RAPIDS DES MOINES
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Iwo City Crisis Intervention Cancer
AGENCY. Crisis Intervention Program
Originally coag aced by: en . uFiccor
Date: 3750 2
PROGRAM INFORMATION 8
Pl use address the fallowing areas:
1. Do you have a waiting list or have you had to turn people away for lack of ability
to some thee? Mat, if any, assures do you feel can be taken to assist in
"solving any problems this creates?
We do not have a waiting list; occasionally we have lost calls when both crisis lines
were busy or when there has been a technical problem with tha answering service in the
2 am - 8 a period, when calls were interrupted. Our former location was inaccessible
to disabled, elderly, handicapped, and people in wheelchairs—ws are pleased to be ac-
cessible now. We have referred people to ocher agencies whoa it is indicated chat they
needed long term or specialized assistance. We have had to decline assistance to certain
Persons in the Emergency Assistance Program parcicularly if 1) it involved a large
expenditure, 2) repeated assistance, 3) other resources were available co them. We
do not have enough funds to provide easlscance to each individual who my need or
want it.
2. Please discuss your agency's fundraising efforts, if applicable. (I.e., Increased
efforts, count of staff or board time devoted during past year, types of efforts
engaged In, difficulties Involved.)
Ordinarily we receive funds from our funding agencies, donations, and reimbur-
sements, and do not have to engage in much fundraising. On September 10, 1982, w
had araffle at which we made approximately $1,800 to rely reduce the operacing deficit
caused by our move, the changeover and overlap in staff, the purchase of telephones,
reinstallation of phones, and higher rent. The raffle was not a popular idea with
everyone; some feel it was mishandled: I'm glad we made some money at it, and not
too many anomies.
3. please discuss any trends in demand for specific services provided by your agency,
crsrnting on projected need and any "levant problees regarding service delivery.
Various crises attendant to the worsening economic situation and reduced personal
finances (stress, family problems, depression, threatened cutoffs of ucillties, tampo-
rary lack of food, muploymant, etc.) are more numerous them before; until 1980 the
leading types of problems related to depression and londlness; now � financial
Problems, are the most frequent.
4. In what way am your agency's services publicized? (E.g., radia, cable TV,
brochures, newspaper ads.)
We use daily newspaper ads, occasional public service announcements, have
several types of telephone listings, use posters and brochures which we distribute
at agency fairs and speaking anga8ments. We have recently formed a publicity committee
and a alms in the School of Journalism has taken us an as their "client" in order to
better publicize our agency and its services.
5. Please cosnent on any other problems or factors relevant to your agency's
progras(s), funding or service delivery.
We have been experiencing a shortage of volunteers which, although not critical,
is a cause for concern m other volunteers are doing more that what we would ordinarily
aspect of thoo(i.e., one 3/hr shift par weak). We are aware of funds becoming lass
available and have tried to work with other agencies by sharing costs and resources
whenever possible. We wish to avoid feelings of competitiveness or overlap in the
services we provide. We need to publicize our services and our new location.
1,
111CROEILMED D1'
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luna City Crisis Intervention Cancer
EMERGENCY ASSISTANCE PD0VD8M
CITY UFIOWA CITY * JOHNSON COUNTY FOOD BANK PDVCDaM
AGENCY NAME:
HUMAN SERVICE AGENCY BUDGET FORM
Forms completed by:Ken Kuuypi'Director
FISCAL YEAR 1984
Approved by8oard -
/-authorized signature
on 71Z "
----
bUUUtl �UMMAKT'
FY 82
FY 83
FY 84
ACTUAL
PROJECTED
BUDGET
1. NON-CASH ASSETS
.00
.00
.00
2. TOTAL OPERATING BUDGET (Total a + b)
23,742.26
37,911.00
42,995.00
a. Carryover Balance (cash)
b. Income (cash)
0,135
I
t4l
a. Services/Volunteers
Non perishable food
Material goods
c. Space, utilities, etc.
1XIM.,
d. Other (specify:
4. TOTAL EXPENDITURES (Total a + b)
20,928-74
37,911.00
42,995.00
a. Administration
b. Program Total (List programs beloll
FOOD BANK PROGRAM
MA'
EMERGENCY ASSISTANCE PROGRAM
Notes and comments:
'
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FY 1984
INCOME DETAIL
Iowa City Crisis Intervention Center
EMERGENCY ASSISTANCE PROGRAM
AGENCY: FOOD BANK PROGRAM
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!![CPOEI E1110 DY
JORM MICROLAB
CEDAR RAPIDS • DES 1OPIES
FY 82
ACTUAL
FY 83 FY 84
PROJECTED BUDGET
1. Local funding sources (List below)
18,571.15
31,828.00 39,685.00
d. City of Iowa City3:Q4000
'QRV7
b. Johnson County
�'"{ . u
�-�,6rOOW
C. United Way of Johnson County
t'r 8;e08x�00
400:: p f- �.Ww-'
d. Area Churches
6.626 1�
8;fi48'.00.x'
e. City of Cozalville
00
2. State, Federal, Foundations (List)
a.
yy
b.
E
..
3. Contributions/Donations (see 4 below)
4. Special events (List below)
3,507.69
3,250.00
3,250.00
a. Reimbursements
x��,ri2 8%t Y?:
,�• `' �150:D ..„
..aF50•.00:,,
Donations: FOOD BANK
C* Donations: EMERGENCY ASSISTANCE
'.
5. Interest
32.23
20.00
20.00
6. Net sales -materials
7. Other (List below, including mist.)
1,631.19
2,813.00
40.00
a• Carryover EMERGENCY ASSISTANCE
u-001`
b•NZR'
Carryover FOOD BANK PROGRAM
MI -44
;.24�±
OWN k>
R,.; w,,•. "°`
C* Miscellaneous0WN
��� y.,t.,cte w
r:�:ih'� rthuwae
""r,
k y1,vq;3ggt fi
TOTAL INCOME (Show also on page 1, line 2b)
23,742.26
37,911.00
42,995.00
Notes and comments:
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!![CPOEI E1110 DY
JORM MICROLAB
CEDAR RAPIDS • DES 1OPIES
L
Iowa City Crisis Intervention Center
FY 1984 EMERGENCY ASSISTANCE PROGRAM
AGENCY:FOOD BANK PROGRAM
EXPENDITURE DETAIL
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MICRUIuaED ai
�- JORM MIC ROLA]
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CEDAR R41'I DS DES Idp I:7ES '
, _ J
FY 82
ACTUAL
FY 83
PROJECTED
FY 84
BUDGET
1. Salaries
4,000.00
12,500.00
14,580.00
2. Payroll taxes
268.00
968.00
1,190.00
3. Employee benefits
82.00
600.00
600.00
4. Staff development
.00
.00
.00
5. Professional consultation
.00
.00
.00
6. Publications/Subscriptions
.00
.00
.00
7. Dues & Memberships
.00
.00
.00
B. Rent
.00
3.740.00
1 3,985.00
9. Utilities Included in rent
.00
.00
.00
10. Telephone
0
600.00
700,00
11. Office supplies & Postage
253.98
400.00
400.00
12. Equipment purchase & rental
.00
.00
.00
13. Equipment/Office maintenance
.00
.00
.00
14. Printing & publicity
.00
.00
.00
15. Local transportation
.00
.00
.00
16. Insurance
.00
.00
40.00
17. Other (specify: Miscellaneous
250.88
150.00
150.00
18. Food for local:residents
2,002.58
2,904.00
2,350.00
19. Emergency Assistance
14,071.30
16,049.00
19,000.00
20.
21.
TOTAL EXPENSES (Show also on page 1, line 4)
20,928.74
37,911.00
42,995.00
Notes and comments:
-3-
MICRUIuaED ai
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CEDAR R41'I DS DES Idp I:7ES '
, _ J
cy Assiscance Program
Food Bank Program
17W
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MICROFILMED BY
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L• JORM MIC RfSLAB
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CEDAR RAPIDS DES IgD14C5
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IOWA CITY CRISIS INTERVENTION CENTER
29 EAST MARKET
IOWA CITY, IOWA 62240
business phone: 03197 361-2729
crisis line: 03193 361-0140
AGENCY GOALS FORM
I. Emergency Asgistance Program: Goal:
To provide one time only emergency assistance to indi-
viduals or families who become stranded in Johnson County, and who
find themselves without resources.
Objective A: In 1983, to provide aid in meeting the basic needs of about
1,400 people.
Tasks: 1. To determine the actual needs of individuals seeking aid
2. To provide appropriate information and referral services
3. To assist individuals in locating other resources whenever
possible
4. To issue vouchers for gas, food and lodging, as well as
other items when appropriate
5. To keep confidential records of vouchers issued to clients
6. To provide 24/hr day telephone service; walk-in service
from 11:00 am until 2:00 am
7. To maintain liaison with other agencies in order to provide
more efficient and economical service
8. To explain to clients that we can offer limited, one time
assistance only
II. Food Bank Program: Goal:
To provide emergency food assistance to individuals or families who
reside in the Iowa City -Johnson County area.
Objective A: In 1983, to provide food for approximately 1,600 low income or
unemployed people who reside in the greater Iowa City area and who are
ineligible for other aid.
Tasks: 1. To maintain a food bank on the premises of the Crisis Center
2. To utilize Crisis Center volunteers and others to assist
clients, to keep records and statistics, and to assist the
coordinator
3. To solicit donations of food to be distributed from churches,
individuals, and others
4. To provide client advocacy when appropriate
5. To provide information and referrals when appropriate
6. To use cash donations for the purchase of perishable items
and miscellaneous items (e.g., diapers, medicine)
7. To maintain liaison with agencies which may either be in need
of food (such as Nark IV, Domestic Violence Project) or food
suppliers or distributors (such a the Food Chain, markets).
77
I-0ICRDf1EIdED DV
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JORM MIC Rl,SLAB 1
I � CEDAR RAI'I DS DES f40I4E5
IOWA CITY CRISIS INTERVENTION CENTER
Emergency Assistance Program
Food Bank Program AGENCY GOALS FORM
Resources:
1. One full time paid staff person
2. Crisis Center staff and volunteers to assist in record
keeping, statistics, community education, and so on
3. Shared facilities with the Crisis Center (rent, utilities,
telephone, office supplies and equipment)
4. Storage space for food
5. Office space
6. Waiting and interviewing areas
7. Donated food items
fes._...__..... .. .. __ .. _...._.._�.....
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141CROFILMED BY
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Iowa City Crista Intervention Cancer:
AGENCY: EMERGENCY ASSISTANCE d FOOD BANK
Originally cup eted by: Ken Kauopi. Director
Date: 9/30/82
PROGRAM INFORMATION A
This intonation will be provided by each agency to be kept on file by the Human Services
Coordinator. It will be the responsibility of the Human Services Coordinator, not the
agency, to keep the Information up to date. This will be done periodically throughout
the year.
1. AGENCY PURPOSE: To provide emergency services to residents and non-residents of
Iowa City, Johnson County, and surrounding areas. Such services consist of crisis later-
vencion, aid to transience and residence, food bank, and advocacy.
2. PROGRAMS 8 BRIEF 01'CRIPTION:
I. EMERGENCY ASSISTANCE PROGRAM: To provide emergency aid, such an food and lodging,
to primarily non-resldenta who contact the Crisis Center.
11. FOOD BANK PROGRAM: To provide non-perishable food Stems to individuals and
families who have no i®ediate resources with which to buy food.
The vast majority of the clients who request these services are referred to us by
ocher agencies (e.g., Social Services, police, churches). We provide information and
referrals, advocacy to anyone, free of charge on A 24 hr/day basis.
3. HOURS OF SERVICE: Telephone: 24 hr/day
Walk-in! 11:00 = until 2:00 as daily
4. AREAS SERVED: Iowa City, Coralville, University Heights, Johnson County, and
surrounding communities.
S. ELIGIBILITY CRITERIA:
I. EMERGENCY ASSISTANCE PROGRAM: None. Repeat assistance is not offered; client needs
are assessed by the crisis center voluncenrs or staff. Note: Lodging vouchers are
noc issued to unaccompanied minors.
II. FOOD BANK PROGRAM: Client must be a resident of the Iowa City - Johnson County area.
Repeat assistance is not encouraged.
The Crisis Cancer does not determine eligibility on the basis of age, a", sexual
preference, race, religion, country of origin, except as noted above.
6. FEES: None. Donations and reimbursements are accepted.
7. LOCATION 6 ACCESSIBILITY: 26 E. Market Street - Old Brick. Accessible co elderly,
handicapped, and wheelchairs. Entran:e is located an Clinton Street.
8. COMMUNITY PROJECTS/COLLABORATION WITH OTHER AGENCIES:
Collaboration with the Food Chain, area food distributors and producers, and markets
is necessary and desirable to our Food Bank Program.
Area churches have provided needy individuals with many thousands of dollars of
donated non-perishable food items and also have made monetary, gifts to both programs.
Schools and social agencies have also contributed food and monetary contributions.
MICROFILMED BY
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CEDAR RAPIDS a DES 1101NEb
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Iowa City Crista Intervention Center
E'DiRGEYCY ASSISTANCE PROGRAM
Fy 1984 AGENCY; :nnn sawv nvnry ew
Originally coapleted by: goo Rauvni. Director
Pate: o/�D/Bi
PROGRAM INFORMATION 8
Please address the following areas:
1. Oo you have a waiting list or have you had to turn people away for lack of ability
to serve thee? What, i1 any, measures do you feel can be taken to assist in
resolving any problems this creatae?
EMERGENCY ASSISTANCE PROGRAM: No Waiting list. Clients occasslonally decline our servlcs.
We may sometimes refuse service if 1) client hae abused service 2) expense is too great
(a.g., major car repair), 3) monthly limit on vouchers is reached, a) other resources are
found, 5) client has mad limit. It is very hard to turn people away when there is no
mmmy left, and Lc is sure to anger a client who has been promised by someone also that we
can help them. More funding could allieviate part of this.
FOOD BANK PROGRAM: We have not had to turn people away for lack of food. We have been
able to use cash donations to purchase perishables (milk, bread) and other quickly depleted
foods (meat, proteins, infant formula).
2. P1ee2e discuss your agency's fundraising efforts, if applicable (Le., increased
efforts, amount of staff or board time devoted during past year, types of efforts
engaged in, difficulties involved.)
FOOD BANK PROGRAM: Our ...rdinator, Pat Gilroy, speaks frequently to representatives of
churches, local and state government, food suppliers, and the media in order to keep
Cho community informed of the needs of the food bank and its more. There has been a great
increase in the we of the Food Bank this year, and We have been able to mut the demand
through community support.
3. Please discuss any trends in demand for specific services provided by your agency,
commenting on projected need and any relevant problems regarding service delivery.
We project increased demand on both programa, as has been the tread in the last three
Yea". The Food Bank program will probably expand to include a few limited types of
perishable foods, swch as frozen broad and lunthasat.
0. In what way are your agency's servicas publicized? (E.g., radio, cable TV,
brochures, newspaper ads.)
We do not ordinarily publicize either program, except in brochures or posters.
Clients are generally referred to We by ocher agencies. 'Tao the Food Bank shelves are
nearly depleted, as often happens, as appeal is made Co churches, markets, and others,
via letters, radio, and newspaper articles. The" has been a great deal of interest
in the Food Bank Program this year.
S. Please comment on any other problems or factors relevant to your agency's
program(a), funding or service delivery.
We are very happy to be in a centrally located, accessible building, with
adequate storage and office space. We see that the need for our services is increasing
each year, and we have boon planed by the community's response to that increased
need.
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City of Iowa City
MEMORANDUM
Date: October 4, 1982 '
To: City Council '•.
From: Don Schmeisetil/ rector of Planning & Program Development
Re: CCN's Criteri9 for Funding Human Services Projects
In anticipation of receiving requests for funding human services
projects with CDBG funds this fall, the Committee on Community Needs
created a subcommittee in July to establish criteria for reviewing
and acting upon those funding requests. The subcommittee met on
September 1 and, using information obtained from the JCCOG Human
Services Coordinator and United Way, proposed a set of criteria which
were recommended for adoption by the entire Committee. Those
criteria (attached) have now been adopted by the CCN (see the minutes
of the September 9, 1982, CCN meeting in the September 28 Council
agenda). Consistent with the City Council's policy, CCN has
indicated that it will not consider requests for operational
expenses.
To date, the Committee has received five requests to fund human
services projects through the 1983 Community Development Block
Grant:
1. Independent Living Center - To purchase and rehabilitate a
building in which to permanently locate the Independent Living
Program.
2. Family -Life Home - To purchase and rehabilitate a group home for
frail elderly persons.
3. Systems Unlimited - To provide seed money to build group homes
for "severely and profoundly" handicapped children.
4. Iowa City Hospice - To provide start-up funds for a local
hospice program.
5. Hillcrest Family Services - To purchase a larger home for the
Iowa City Residence for Women.
bdw/sp
Attachment
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REPORT OF THE CCN SUBCOMMITTEE ON HUMAN SERVICES FUNDING
PROPOSED CRITERIA FOR FUNDING HUMAN SERVICE PROJECTS WITH CDBG FUNDS
I. Eligibility Criteria
In order to qualify for consideration a human service project must:
1. Submit a projected budget for the next three years, including
sources of income.
2. Show local community support in the form of volunteers and
direct or indirect funding.
3. Have funding for operating expenses. (No operational expenses
such as salaries, utilities, etc., will be funded with CDBG
funds.)
In addition, start-up funds for a project will be considered
provided the three conditions stated above are fulfilled.
II. General Criteria to be Considered
1. Need for the program in Iowa City (numbers of persons served,
increase/decrease in demand over past three years, etc.).
2. Population served by program (low-income, minorities, etc.).
3. Duplication of services.
4. Effectiveness of services.
5. Cooperation with other agencies.
6. Dollar cost of services provided.
7. Alternative sources of funding.
8. Length of time program has been functioning.
9. Recent loss of state or federal funds.
III. Criteria for Additional Funding for Human Service Projects
If, during the first two years after the completion of the project, a
problem arises which was not identified originally or which
developed more quickly than anticipated, additional funding may be
allocated to that project.
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Criteria for Additional Funding for Housing Rehabilitation
It is recommended that the housing rehabilitation regulations be
amended to permit additional funding for a housing rehabilitation
project under the following conditions:
If an emergency arises which makes a house not habitable within five
years of the completion of the original rehab`.Iitation, additional
funds may be allocated to correct the problem up to a, maximum of
$15,000 (including the original rehabilitation cost). The
owner/occupant of the house must be the one who received the original
rehabilitation grant or loan.
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MINUTES
COMMITTEE ON COMMUNITY NEEDS
SEPTEMBER 9, 1982 7:10 PM
CIVIC CENTER COUNCIL CHAMBERS
MEMBERS PRESENT: Bonney, Dodge, McGee, VanderZee, Lockett,
Whitlow, Lauria
MEMBERS ABSENT: Becker, Cook, Hirt, Leshtz
STAFF PRESENT: Hencin, Milkman
SUMMARY OF DISCUSSION:
Bonney called the -meeting to order and asked whether members had any
comments on the subcommittee's report on criteria for funding Human
Service Projects. The general consensus was that the subcommittee's
recommendations were excellent. VanderZee moved and Lockett
seconded the approval of the "Criteria for Funding Human Service
Projects with COBG funds" and the "Criteria for additional funding
for Housing Rehabilitation". Approval was unanimous.
The meeting adjourned at 7:20 PM.
Minutes taken by: Marianne Milkman 11 �,tp, - II,LLL-1.6 .
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City of Iowa City
MEMORANDUM
Date: October 6, 1982
To: City Council
From: Marianne Milkman, Associate Planner f{�
Re: Meeting with CCN on October 11, 1982
There are two items for discussion at this informal meeting:
1. Priorities for 1983 CDBG funding
1'#
Because CCN realized that there would be a great variety of funding
requests for 1983 CDBG funds, they requested a meeting with Council
in August, to help the Committee establish criteria for making
budgetary decisions.
Attachment A shows the three year budget recommendation CCN made to
Council in April 1981. The "Program Year 1983" budget shown on
Attachment A provides a benchmark for discussion of the 1983 budget.
The "Program Year 1983" budget assumed an allocation of $776,000; in
fact the 1983 CDBG allocation is expected to be $674,960.
Attachment B lists all funding requests received this fall for 1983,
totalling $2,425,065. Projects marked with an asterisk (*) are shown
on both Attachment A and B.
CCN. members would like to hear from Council which projects they
consider high priority items, and which projects have a low priority.
for funding with CDBG monies.
Review of the Citizen Participation Plan
The Citizen Participation Plan (attached) was originally sent for
Council approval in May 1982. Councilmembers felt that the role of
CCN was not adequately presented in the plan and wished to discuss
this matter.
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Attachment A
COBG BUDGET RECOMMENDATIONS: 1982 - 84
Program Year 1982 (Approved 6/82)
CCN Recommendations
Ralston Creek North Branch Improvements
$252,000
78,300
Lower Ralston Creek Drainage Improvements
136,990
Housing Rehabilitation & Weatherization
12,000
Housing Code Enforcement
75,000
Public Housing Site Acquisition
4,000
Congregate Housing
2,610
Domestic Violence Shelter
5,000
Economic Development Planning
16,955
Community Development Planning
88,145
General Program Administration
Total
$671,000
Program Year 1983 (Recommended 4/81)
$ 15,000
Lower Ralston Creek NSA
* - property disposition
*North Dodge NSA - sidewalk construction
26,350
Creekside NSA
75,858
* - sidewalk construction
I & II
120,000
* = drainage improvements, Phases
*Housing Rehabilitation & Weatherization
158,000
13,200
*Housing Code Enforcement
75,000
*Public Housing Site Acquis. & Dev.
*Independent Living Center for Developmentally Disabled Adults
55,000
*Family -Life Home/Congregate Housing
5,588
Economic Development Planning
31,393
Community Development Planning
115,615
*General Program Administration
14,996
Contingency
$776,000
Total
Program Year 1984 (Recommended 4/81)
Creekside NSA
- drainage improvements, Phase III
$329,000
180,000
Housing Rehabilitation & Weatherization
14,520
Housing Code Enforcement
75,000
Public Housing Site Acquis. & Dev.
29,426
Community Development Planning
125,774
General Program Administration
22,280
Contingency
$776,000
Total
*Also listed on Attachment B.
(Prepared 8/82)
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*Also listed on Attachment A.
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Attachment B
1983 CDBG Proposals
9/30/82
Proposal
Amount Requested
CCN Recommendation
A.
Neighborhood
Rehabilitation
or Conservation
*1.
Housing Rehabilitation 8 Weatherization
$165,000
*2.
Housing Code Enforcement
26,400
Storm Drainage Improvements (Creekside)
220,300
4J$.
4.
Creek Improvements (Creekside)
784,800 (3 yrs.)
*5.
Sidewalks (Creekside)
75,360
6.
Street Paving (Creekside)
35,200
*7.
Property Disposition (Lower Ralston Ck.)
20,000
*8.
Sidewalks (N. Dodge)
27,680
9.
Self-help projects (N. Dodge, Creekside)
1,500
B.
Human Services
*1.
Independent Living Center
70,000
*2.
Family Life -Home
54,000
3.
Hospice
9,140
4.
Systems Unlimited
150,000
5.
Iowa City Residence for Women
210,000
C.
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Low
Income Housing Assistance
*1.
Assisted Housing Site Acquisition
75,000
a Development
2.
Congregate Housing
55,000
3.
River City Housing Collective
75,000
D.
Public Facility or Improvement
1.
Willow Creek at airport
15,000
2.
Rocky Shore Drive Bikeway
93,000
3.
Kirkwood Circle, street surfacing
60,800
and drainage
E.
Other
*1.
General Program Administration
108,765
2.
College St. sidewalk
1,120
3.
Hemsted Wall
91,000
Total
$2,425,065
$674,960
*Also listed on Attachment A.
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Iowa City, Iowa
Community
Development
Block Grant
Program
CITIZEN
PARTICIPATION
PLAN
4?o
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COMMUNITY DEVELOPMENT BLOCK GRANT
CITIZEN PARTICIPATION PLAN
A GUIDE TO CITIZEN PARTICIPATION
IN
IOWA CITY
COMMITTEE ON COMMUNITY NEEDS
MAY - 1982
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CITIZEN PARTICIPATION PLAN
Introduction - Need for a Citizen Participation Plan
The Committee on Community Needs (CCN) was established by the Iowa City
City Council in January of 1976 to coordinate communication between
citizens and policymakers with regard to all matters concerning the
Community Development Block Grant (CDBG) Program. The Committee is made
up of 11 residents who represent a cross section of the community and who
serve three-year terms.
During the first seven years of the CDBG Program, the Department of
Housing and Urban Development (HUD) required communities receiving CDBG
funds to have a written Citizen Participation Plan. Such a plan was
intended to ensure that all citizen participation requirements set by HUD
were carried out.
In 1981, Congress changed some of the regulations of the CDBG program,
including the deletion and addition of certain citizen participation
requirements. The need for a formal Citizen Participation Plan was one of
the requirements eliminated.
Having worked with a plan for the past five years, CCN feels that a
Citizen Participation Plan is valuable in ensuring that citizens are
provided adequate information and can have input on the use of CDBG funds.
The Committee therefore recommends that the City Council adopt the
following Citizen Participation Plan for the City of Iowa City.
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CITIZEN PARTICIPATION ACTIVITIES
As required by Resolution No. 76-136, CCN will meet regularly, on a
monthly basis to discuss, to monitor and make recommendations on all
aspects of the CDBG program and other concerns and problems suggested by
citizens.
Activities Related to the Annual Filing of a CDBG Prooram Statement
1. Information will be provided through the media, general public
meetings, and neighborhood meetings on the amount of CDBG funds
available annually, and eligible activities for the use of these
funds.
2. Notices of public hearings and meetings on all aspects of the CDBG
Program Statement will be published with dates, times, places,
topics, timetables, and procedures included in the Iowa City Press -
Citizen, or other appropriate newspapers, at least ten days prior to
the hearing or meeting. In addition, press releases will be sent
out, public service notices placed on the radio and cablevision, and
notices sent out to neighborhood residents as appropriate.
3. Neighborhood meetings will be held to provide specific information
about the CDBG program as appropriate. These meetings will be held
at convenient locations and times to allow broad participation of all
residents who might be affected. The meetings will be designed to
allow citizens to give input in the planning, implementation, and
assessment of the Community Development program and performance.
Particular efforts will be made to involve low- and moderate -income
persons and members of minority groups in the CDBG program:
4. Technical assistance will be provided by the CDBG Division staff to
CCN and neighborhood groups.
5. After information regarding the CDBG program has been provided to
citizens, a City Council public hearing will be held to permit
citizen input regarding the City's community development and housing
needs.
6. Following this initial public hearing a draft statement of the City's
community development objectives, and a list of proposed activities
for the program year will be published prior to a second City Council
public hearing.
7. A second City Council public hearing will be held to obtain citizen
comments on the Program Statement detailing the proposed use of CDBG
funds annually.
8. After consideration of citizen comments received on the proposed
Program Statement, the final program statement of community develop-
ment objectives and planned activities as approved by the City
Council, wi11 be published.
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(A table outlining the procedures for preparing the annual Program
Statement is attached.)
General Citizen Participation Practices
I. Any complaints or questions about the CDBG program received by CCN at
public meetings or by telephone or mail will be answered in a timely
and responsive manner by written response within a 15 day period
after they are received. (Details of formal "Complaint Procedures
for Citizens" are attached.)
2• All information concerning the CDBG program will be accessible to the
public in the offices of the Department of Planning and Program
Development during regular office hours (8:00 a.m. to 5:00 p.m.
Monday through Friday). All official documents may be reviewed at
the Iowa City Public Library or the City Clerk's office at the Civic
Center, 410 East Washington Street, Iowa City, Iowa 52240.
3. CD8G projects will be monitored for timely and efficient completion
and Grantee Performance Reports reviewed by CCN.
4. Public hearings will be held on any amendments, budget revisions,
performance reports or changes in the CDBG program or the Housing
Assistance Plan. These meetings will allow all residents to review
and comment on proposed changes.
5. CCN will assist citizens to develop programs, where possible, to meet
community needs by:
a) Acting as advocates for such.programs, where these are eligible
for CDBG funding.
b) Referring concerns and problems raised by citizens to City
Council or the City Manager as appropriate.
c) Suggesting other funding sources or self-help activities.
6. CCN will try to increase citizens' awareness of the opportunities to
bring their concerns to CCN or directly to the City Council at
Council meetings.
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Publish information on CDBG funds
available and eligible activities
Identify neighborhoods to b targeted for improvements
Hold neighborhood and general public
meetings as appropriate
Hold City eCouncil velopment Public
nd housingunity
needs
Prepare draft program Statement
v
Publish draft Program Stat
developmentactit of vities
development objectives and prop
v
Hfor
for comments on
nci ldraftistatement
W
Hold neighborhood meetings for additional comments
V
publish final Program Statement after Ciwi hcouncil
approves Program Statement for filing
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CDBG PROGRAM
COMPLAINT PROCEDURE FOR CITIZENS
1. Review Committee
a. Purpose: A Review Committee is hereby established to review the
complaint of any person aggrieved by the handling and
implementation of the Community Development Block Grant
Program. The Committee shall function in an advisory role and
shall make recommendations to the City Manager. The City
Manager shall receive and review the recommendation of said
Committee and respond within 10 days of receipt.
Designation of Committee: The Committee on Community Needs
(CCN) shall act as the Review Committee. The Chair of CCN shall
preside at all meetings conducted by CCN while convened as the
Review Committee. All meetings shall be open to the public. A
quorum of the CCN must be present in order to hear a complaint.
All persons wishing to appear before the Review Committee shall
have an opportunity to be heard.
C. Powers and Duties: The Committee shall have the power and duty
to review the complaints of any persons aggrieved during the
process of preparing, implementing or monitoring the Iowa City
Community Development Block Grant Program.
d. Standards: In exercising its powers and duties the Committee
shall be guided by the standards set by the Department of
Housing and Urban Development under Title I of the Housing and
Community Development Act, 1974, as amended, and by the Code of
Ordinances of the City of Iowa City.
2. Procedure
a. Filing: Any aggrieved person shall file a grievance with the
City Manager, Civic Center, 410 E. Washington Street, Iowa
City, Iowa 52240. Grievances shall be filed in a timely manner,
and must be received by the City Manager within one year of the
alleged occurrence. Any grievance shall be filed in writing and
shall contain a concise statement of the grievance and an
explanation of the action desired.
Timely Review: The City Manager shall forward the grievance to
the Review Committee within 7 days of receipt. The Review
Committee shall set a reasonable time for a hearing within 15
calendar days following the receipt of the grievance from the
City Manager. The Committee shall notify the complainant in
writing of the time and place of the hearing. At the hearing,
the complainant may appear in person, by agent, or by attorney.
The Committee shall forward its recommendation in writing to
the City Manager within 10 calendar days following the general
hearing.
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(If a grievance is resolved prior to the date of the hearing,
the aggrieved party shall request in writing that the grievance
be withdrawn.)
Appeal: If the complainant is unsatisfied with the recommenda-
tions made by the Review Committee to the City Manager, appeal
may be made to the City Council. If the outcome of such an
appeal is still unsatisfactory, complainant may appeal to the
U.S. Department of Housing and Urban Development.
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City of Iowa City
MEMORANDUM
Date: October 4, 1982
To: Neal Berlin and City Council
From: Chuck Schmadeke ell
Re: Proposed Signing on Relocated U.S. 218, I-380 and I-80
The Iowa Department of Transportation, after consultation with Iowa City
staff, University of Iowa personnel, and representatives from other area
.communities, has developed a signing plan for relocated Highway U.S. 218.
The signing plan will be on display in the City Manager's Conference Room
until October 20 for your review.
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City of Iowa City
MEMORANDUM
Date: September 29, 1982
To: Charles Schmadeke, Director of Public Works
From: James Brachtel, Traffic Engineer
Re: Referral - Parking in the 400 Block of Kirkwood
k C-�
The diagonal parking stalls in the 400 block of Kirkwood measure between
12' and 12'9" from the bumper block to the gutter line along the axis of a
parked car. If we assume that a vehicle has a 2h foot overhang that means
a 14'h foot vehicle can park in the shortest stall and be at, but not into,
the gutter line of Kirkwood.
From the marked center line to the gutter line is 14 feet. If we assume a
minimum 11 foot driving lane is required a vehicle could hang into three
feet of Kirkwood and not impair through traffic. With this assumption and
the 2h foot overhang assumption a vehicle 18 feet in length could park in
the shortest diagonal stall and there would still be a 11 foot driving
lane south of the center line for eastbound traffic. These numbers are
true for a passenger car and a truck. The length of a compact car is 14
feet.
Should you have additional questions or require additional information
please don't hesitate to contact me.
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CIVIL -JUVENILE DIVISION
J. Patrick White
First Assistant
Daniel L. Bray
Anne M. Lahey
John R. Sulkley
CHILD SUPPORT DIVISION
(319) 337.6418
OFFICE OF THE
c OUNTY
P.O. Box 2450
326 South Clinton Street
Iowa City, Iowa 52244
(319) 337.9668
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JACK W. DOOLEY • COUNTY ATTORNEY
October 8, 1982
Ir. Douglas W. Boothroy
Senior Planner
City of Iowa City
410 E. Washington Street
Iowa City, Iowa 52240
Dear Doug:
CRIMINAL DIVISION
Steven R. Regenwelher
Dorothy M. Maher
Palricia M.B. Sheppard
Linda A. McGuire
I discussed the draft 28E agreement with the Board briefly
on Thursday. At least two board members have some concern about
the 20 year term proposed. Why 20 as opposed, for example, to
15 or 10? Should there not be some mutuality attached to review?
As drafted, its quite unilateral.
It was the Board's feeling, and I would concur, that we
should address this proposal promptly and that the existing fringe
committee offers a ready forum to work out the specifics.
I have some drafting concerns as well which could be consider-
ed at the same time. I had not understood that the water main
would be the subject of a separate agreement --although I was not
privy to much of the discussion by the Council or with individual
board members. The language of the second "whereas" clause of the
July 20th Council resolution, however, seems to confirm my under-
standing that a limitation on development of county property would
be part of an (single comprehensive) agreement relating to fringe
area issues As drafted, I'm not too confident that consideration
is recited which would create a binding agreement. A comprehensive
agreement would resolve that concern.
Now that the hater main itself is resolved, can we reactivate,
again, the fringe committee's effort so as to try to focus on a
comprehensive agreement? .
The city currently has some protection by virtue of its re-
vision of the extension agreement which specified service to the
care facility.
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October 8, 1982
Page 2
Assuming you're agreeable to taking this to the fringe
committee, please contact Jud to coordinate schedules.
Sin ely,
J. Patrick White
First Assistant county Attorney
/kr
cc: Board of Supervisors
Neal Berlin
Jud TePaske
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IOWA CITY PARK AND RECREATION DEPARTMENT
356-5100 News Release October 6, 1982
try to release by: October 11, 1982
The Iowa City Parks and Recreation Department has been awarded a grant of $42,840
from the United States Department of Education, Office of Special Education and
Rehabilitation Services, to develop a comprehensive fine arts program for disabled
citizens.
The proposal, written on a three year plan, focuses on theatre arts the first year,
music and dance during the second, and in year three, visual arts will be the focus.
Educational classes and performance troupes will be established to serve mentally
retarded persons age 14 and over.
A key feature of the project will be the refinement and utilization of a volunteer
program which will improve the capability of providing more meaningful and greater
numbers of direct services.
An Evaluation Committee will meet monthly with project staff to determine the
progress of the project.
A full-time Project Coordinator will be employed to implement the program beginning
about October 30. The project director is Cindy Coffin, Recreation Program Supervisor
of special populations for the Iowa City Parks and Recreation Department.
Cindy Coffin
Program Supervisor
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The Permanent Public Library
The juxtaposition of the articles by Carlton Rochell (p. ciely." Ken Dowlin's "Maggie's Place" is there, along
1809) and Connie Tiffany (p. 1816)
in this issue of [J with Joe Sakey's Cambridge Public Library, and doz-
moved us to reconsider the much -debated
D 0
a
re -
search at the Center for the Study of Rural Librarian-
The Permanent Public Library
The juxtaposition of the articles by Carlton Rochell (p. ciely." Ken Dowlin's "Maggie's Place" is there, along
1809) and Connie Tiffany (p. 1816)
in this issue of [J with Joe Sakey's Cambridge Public Library, and doz-
moved us to reconsider the much -debated
question of ens of others. Even 40 percent of those U.S. rural
whether or not the public library has a secure future in public libraries described by Bernard Vavrek's
American society.
Rochell puts his view in the most direct,
re -
search at the Center for the Study of Rural Librarian-
even ship at Clarion State College in Pennsylvania are tied
blunt terms: "Public libraries will lose their business, to OCLC, which is a first step toward
an online future.
and more important, will lose their financial and politi- In West Virginia, Fred Glazer is already planning the
cal support. This will be
not easy to take." technological modernization of those "instant" librar-
Tiffany, on the other hand, addresses the issue ies they built in every hamlet and "holler."
just as directly when she reports the results of the
transformation of the Iowa City Public Library into
In most
cases, as in Iowa City, these modernized libraries pro -
a
"state of the art, user-friendly, online, community in-
formation
vide modern service with tax support, without meters
and timers, and the resulting fee for each
center." Her unplanned response to Rochell
from Iowa City agrees that dire
minute of
use. That means open access, and full access to all,
predictions of the de-
mise of the public library are not "easy to take," and in
regardless of economic class or the ability to purchase
an expensive, home information system.
its new facility, she says, Iowa City strongly asserts
that people there are not planning to "take" that de-
The message for public librarians is clear. If you
mise, not quite yet!
can change, can adopt and adapt to modern informa-
The Iowa City story is the story of a library
tion technology, and meet modem information needs,
public
adapting to current public interests and modem infor-
while staunchly defending that traditional, fundamen-
tal public library mission to information
mation technology—a library responding to changes in
the information environment by
provide for all,
regardless of economic class or social status, your fu -
becoming an integral
pan of that environment. The results include dramatic
increases
ture is secure. You can strengthen that position if you
update and restate that fundamental
in citizen use of that library, citizen involve-
ment and participation in its
mission, and bring
that library into the center of today's information so-
programs, support from
citizens and government to bring on the transforma-
ciety as they did in Iowa City "The modern library
is a vital, warm,
tion, and continued citizen and government support to
grow with the new demands for service,
... outgoing Information center, in -
viting to the public, easy to use, and friendly and infor-
Rochell predicts that public libraries "...
mal in atmosphere ..."
will
lose a good many of their patrons to
The demise of the public library would, indeed, be
"hard
private sector
information providers. Families are likely to depend
to take." However, public libraries are very
much a part of the incredible change
upon home information systems for the materials they
need ..." The Iowa City librarians would respond,
that technology
has brought to America's information environment. It
is in
"We are an 'information provider' loo. We go into the
that ability to change with the society, to remain at
the center of that change,
home, The only difference is that we are a public-
sector information provider!" In that new Iowa City
even to become a local mod -
el for that change, that offers a secure future for public
facility is a production facility for cable TV
libraries. The people of Iowa City need and support
program-
ming—and it is open to the public! There is a library
modern public library service, and have chosen to
keep it modern to make it a permanent
channel on the local cable, and the library's AV coor-
dinator headed the local task force that wrote Iowa
part of their
society. People in every town and city in America have
City's cable TV ordinance.
the same option, and we are confident that they will
Iowa City is not alone among public libraries that
are becoming
support the innovations needed to build a permanent
public library and to use it as as they do
part of the emerging "information so-
proudly in
Iowa City.
John Berry
tI1CROf ILMED BY
JORM MICROLAB
CEDAR RAPIDS - DES ,MOVIES
LIBRARY JOURNAUOCTOBER 1, 1987 1791
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1916 LIBRARY )OURNALOCra BCP ; 14P2
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To replace the outgrown,
turn -of -the -century,
Carnegie building,
they designed and built
a "state of the art,"
user-friendly, online,
community information center ...
r
DORM MIC ROI. AB
ALL VISITORS who pass the Iwo
the -century stained glass window i.-,,
lobby enter the new Iowa Citv Rub:
Library at a point a few steps away
from online catalog terminals and in full
view of the public access cable TV stu.
dio and state-of-the-art audiovisual
services. Through user -oriented de-
sign, thoughtful applications of technol-
ogy. and innovative re -organization.
the library's new building has begun m
fulfill the promise made that its 1976
referendum would create "a new li.
bmry for everyone."
In just six months, this university -
dominated community. which even in a
crowded. inefficient Carnegie building
had a higher rate of library use than any
in the state, has enthusiastically re-
sponded to the new facilities, engender-
ing major increases in service. While
this account is primarily descriptive.
preliminary assessments indicate that
the new library is attracting a wider
range of users. as well as astonishing
rates of use, and that the new facility is
providing a community center of active
information exchange and cultural ap-
preciatie-n. rather than simply a quick -
trip store from which to replenish on,!',
supply o: reading. listening. and viroi
ins materials. Circulation has inti easrd
least US percent). although 50 percent
more pcuple are entering the building:
only 25 percent of these people (vs. is
percent previously) are checking things
out.
Pan of the challenge in building the
new library wns to integrate major elec-
tronic technologies without making it a
cold, intimidating place. The library
building program set the tone for the
entire design: "The modern library
is ... a vital, warm. outgoing informa
tion center, inviting to the public, easy
to use. and friendly and informal In at -
Patrons Ire out the nrss electronic rquipmrnt
on I1edicluian IIY\ al to.Y LIIe
r
L
An
Electronic Public
Library for Iowa City
By Connie Tiffany
mosphere ... The stained glass
Car-
fective access to titles and subjects be-
is inappropriate to the infor-
was the full range of equipment yet
available, since most has been purr-
window from she dome of the 1903
was restored, moved, and mount-
cause print
motion content or to the user's needs or
chased from new building (ands. Nev-
intershelving and public
negie
ed venically in an oak frame in the cen-
abilities—for example, audio cassettes
the manually occupied,
enheless,
awareness—that the library is more
ler of the lobby, to give visitors a
nostalgic welcome. Automatic doors
for commuters.
or visually handicapped: video cos-
slide shows for those learn-
than books—received a good start.
Last year there was measurable eircu-
provide easy access for the handl-
capped, and small shopping cans are
settes and
ing to speak English. or for subjects
or science which may be
k materials in every
lotion of Decimnonboal
Dewey Decimal Classification. Circula•
available for convenient library use by
with young children. One study
such as art
better represented in these forms. The
lion of the intershelved collections has
increased nearly loo percent with the
parents
room is designed for the special needs
users, with provision for
Iowa City Public Library has followed a
collection management approach to se-
move to the new library and now ac -
for ten of all nonfiction
of wheelchair
future reader aides such as TTY for the
deaf, a Kurzweil reading machine or
Iection for several years: and the
LSCA grants applied the same pnnci•
counts percent
circulation: use of fiction on cassette
has increased 63 percent. Use of these
Visual Tek for the visually disabled.
coustical treatment allow'i busy and
Aen
pies of circulation, purchase analysis,
reserve and replacement activity, core
materials inside the new building has
measured. but info rmal
quiet areas to coexist in an area with
title lists. and shelf availability monis
servation indicates considerable in-
few walls. Warm colors, oak. and car-
used liberally throughout the
toring.
Between 1978 and 1981. a 70 per-
crease.
Shelving by format has been kept
pet were
interior. ober to provide a "softened"
cent growth in intershelved AV collet.
was achieved, including the vers
to a sts where the
ill characterist
encasement for AV or computer equip-
tions
chase of nearly 1000 full-length novels
otf use orb phyut sical characteristics
type P Y
separation a better approach. The
mens.
and subjects on cassette. a wide variety
make
lbi record collection is shelved
Audiovisual
of science and an slide shows. parent-
ing and sports video cassettes, and
in browsing bins, but all subject record -
in bro
ings are classiand fied by Deweyare Decimal
The new library's print and audio•
collections are intershelved, and
other materials. Five-year budget goals
were established in order to continue
system,shelved
the books alert ssbrowsers. The
visual
the public can use nearby self-service
to develop minimum level collections
in format from ongoing budget
16mm films, well entertainment
playback equipment. The public also
has access to the library's audiovisual
each
resources at the end of the grant peri-
it
nlghtduse.abec use of the naturc. are reserved e of dc.
production lab and cable TV studio.
listening and viewing
od.
To facilitate a philosophy of
mend and the need a reserve equip.
Compatible time periods;
There are remote
locations throughout the building, and
browsing. discovery, and self-service,
are shelved side by side
mens at
therefore, these collections are shelved
multimedia meeting rooms. A goal in
meetin was to integrate all
design
AV materials
with books.' In addition, self-service
behind the Audiovisual Service Desk.
Although 8mm and Super 8mm films
the process
resources for maximum accessibility.
playback equipment is located near the
in highly visible locations
are being phased out (to be replaced by
rather than to create a book place with
a separate media center located some-
collections
throughout the building.' Provision was
for equipment security and self-
video), they are shelved near the other
AV browsing collections while they
where in it.
Experiments with new building
made
instruction, both in the selection of
hardware models and in the installation
last. The "movies on videocassette"
iltt allgenres
collection is built
ideas began prior to the move. The lis
bmry obtained federal Library Services
in
of specific devices for thesepurposes
The old library Y ed
substantial liance
oo critical appraisal and lasting inter.
and Construction Act (LSCA) grants
fiscal 1980 (516.650) and fiscal 1981
space and electrical wiring• so equip-
est, such as the American Film Insti•
5eleases st filmsMore
match itsexpenditures for
he ve it-
�A formert access los itundera stairwell in
tute's e•
recent are selected from re -
audiovisual the
potential for these collections.
ed
the nonfiction area was converted to in.
views, longevity (over 30 weeks) on the
Billboard top 40 list. and relationship to
growth
The aim was to provide alternatives to
who might be denied ef.
troduce the concept, but visibility was
poor and use was quite low. Neither
the total collection. The library current.
print for those
Connie Tilton) is Assistani Director and Audinvi-al Coordinator of the Iowa City Public Library
LIBRARY IOURNAUOCTOBER 1. 1982
t
o-nERonuRED nr
JORM MICROLAB
CEDAR RAPIDS • DES '1019ES
1017
1 ��5
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ly
owns 100 movie titles and is budget-
ed to add approximately 30 per year.
No fee, open access AV
Circulating equipment is provided
for all library -owned formats except
records Ion the assumption that enough
users have their own listening sys-
tems). There are no age restrictions on
the use of any materials or equipment
that the library owns. but one-time par-
ental consent is required for those un-
der 18. because of the different fine
structure for overdue materials in the
reserve system. No fees are charged for
AV services which do not become
overdue. A training session is required
before equipment checkouts are al.
lowed. Movies on video which have
been rated -R- by the Motion Picture
Association of America may be viewed
in nonpublic locations only, but age re•
strictions are not imposed. (A letter to
parents is mailed throughout school
systems each fall describing the li-
brary's open access philosophy.)
The audiovisual service desk is 10 -
Gated on the main floor in direct sight of
the entry, circulation, and information
desks. Services at this desk include
checkout of all reserved AV materials
(intershelved and self.service browsing
materials are checked out with books at
the main circulation desk). checkout of
headphones and video movies for in -
library viewing. viewing of cable televi-
sion and 16mm films. programming on
the library's cable TV channel, and su-
pervision of access to the audiovisual
production lab. The high visibility of
the AV desk and films have been the
only change in the ten-year film serv-
ice, and are therefore assumed to be
partially responsible for the 47 percent
increase in the circulation of l6mm
films since the new building opened.
Users at this service desk have includ-
ed high concentrations of groups and
individuals from non-English speaking
backgrounds. retarded citizens. wheel -
satellite teleconferences. with its mini -
closed circuit TV system. Lighting can
be adjusted very low for projection,
moderate for lectures, or bright 1100
foot candles) for videotaping. The pro•
jection booth can accommodate multi-
ple projectors aimed at the full wall
screen. and these can be operated from
switches at the front of the room. if de•
sired. A colorful curtain can be closed
over the wall screen for background
when videotaping or when various en.
vironmental effects are desired. The
use of the meeting rooms has increased
eight times since the new building.
opened. Over 60 different groups use
the rooms each month, with an average
attendance of 1.132 people per month.
chair and visually disabled, youth from Activities range from quilting clubs to
the age of toddling through postgradu- tax assistance volunteers. video anima.
we. often male -dominated, in compact.- tion for kids. and supervisory
son to overall building use by these shops for city staff. Examples of events
groups. Senior citizens from local nurs• which have been cablecast live from
ing homes sometimes visit the desk for these rooms have included a debate
their weekly ,outing. Occasionally. among Citv Council candidates. spon-
parents have to dog their children sored by the League of Women Voters.
away to get out of the library. a series of parenting workshops spon-
AII study rooms and approximate- sored by local child care groups. a ptfia-
ly ten lounge locations are equipped to to party for children, and a model rail -
receive seven audio sources which are roaders' multimedia fair for people of
programmable from three turntables. all ages.
three FM receivers. and one cassette
player located at the AV desk. All
group rooms are also equipped to re-
ceive cable TV. as are various lounge
and meetingrooms and the Children's
Room. The Children's Room has its
own AV counter of filmstrip viewers
and cassette and record players for the
use of programs which are shelved in
that section of the library.
The 20o -person capacity meeting
room complex is wired for sound and a
variety of other media. Users may Sim*
ply plug in a microphone to the pre -
adjusted amplification system and not
worry about feedback or other prob-
lems. Many requests have been re-
ceived by deaf and elderly groups to
use the system. The facility has been
rated fully usable to receive cable TV
1.1brarl
Boar aember which waA carried Isr on C Rather 1 bear Councilman Jim Le>ch's
IBIS LIBRARY JOURNAL OCTOBER 1. 1982
iIICROFILMED By
JORM MICR(BLAS
CEDAR RAPIDS - DES '401NE5
Cable TV
The campaign for a new library ref-
erendum began the same year that Ca-
ble TV companies petitioned the City
for a franchise. The library's AV coor•
dinator was appointed to head a task
force to write the cable TV ordinance
for Iowa City, and to assist the City
Council in awarding the franchise." At
this time, the Library Board adopted a
position statement identifying its inten•
tions to use cable TV in a variety of
ways: to extend information services.
to make the community more aware of
the library. to collect community pro-
ductions; to assist producers, to extend
programming.' The Library Board and
City CouLcil requested franchise appli-
cants to consider leasing the TV studio
being planned for the new facility. The
successful franchisee agreed to do so.
As a result, the library houses a 525•
square -foot studio with adjacent 300-
square•fooI control and editing room
and 125 -square -foot reception and stor-
age area. The cable company has pro•
vided s120,000 worth of production
equipment and three full-time equiva-
lent training and production assistance
staff to operate the center. In addition.
the library provides office space to the
City's Cable TV Coordinator, whose
role is to administer the ordinance and
franchise and to promote awareness of
access rights and responsibilities
throughout the community. Use of the
facilities is provided free up to 40 hours
per producer per month. Programs arc
cablecast on one of four different ac-
cess channels: public access. library
1-7
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f,
WVV Artff a R n tl.l and Pat O'Connor more boats of books into the new lihran
months to help train users in the use of
the online catalogs. This effort was
abandoned when it became apparent
that the volunteers had difficulty Sepa-
rating the inquiries appropriate to the
online catalog from full reference inter.
views.
hind the scenes assignment. Scheduling
is a Rubik's cube. but the benefits of
interdepartmental understanding and
commitment to the library as a whole
have been worth it.
n
Will success spoil ... .
Sharing staff it
The subject of staff for the new fa- a
cility was as major an undertaking as h
,he
automation which made it 1980 a task force of I5 people sfrom s
In
all ranks and departments of the library
met over the course of six months to j
discuss needs and possibilities for a
new organizational structure. There i
followed a period of analysis within
each department to determine what
would be the minimum number of staff
needed—first. for public service and.
second, for behind the scenes tasks of
shelving. selection. acquisition. cma-
loging. etc. The result was the realloca-
tion of 5.5 full-time equivalents in 1981
from Technical Services. Children's.
and Circulation to direct public service
desks. one example of major reorgani.
zation occured in the Children's De-
partment—now Youth Services—with
most Children's Room staff receiving
part time assignments to the adult In-
formation Desk. Upper elementary lev-
el nonfiction was intershelved with
adult materials to increase the availabil-
ity of that material for adults with low
reading ability. as well as to stimulate
full awareness of library, resources on
the Pan of the transitional age groups.
Use of this collection has increased 32
percent since the move• the only signifi-
cant increase in Children's circulation
in the new building.
There are 43 positions now staffed
by 26 full-time equivalents nearly ev-
eryone has at least two aysignments.
Every professional. including the Di-
rector, has a selection assignment and
works at least five hours a week on a
public service desk. Almost everyone
has a part-time Public and Pan -time be-
1620 LI�PLPY :OVPYPL OC VBC4 ."•4
Reaching the public is a librarian's
lusive dream until it becomes a man-
ger's nightmare.
all expectations and the
to Outstripped
raft has been floundering from fatigue,
while the public has been pressuring fo
Sunday opening and expanded
64sery
ces. Within the past two Y
cPer-
ent of the community 133.000) has reg
stered for library cards. Meeting room
and film and equipment bookings are u
113 percent- Everyone. is asking mar
questions (60 percent ncrease). shop
ping the collection aisles and settin
first choices down in mid -aisle as the
discover others. taking study breaks
the video viewing screens or in the pal
tic smoking and refreshment lounge
visiting three times as many story hours
and making their own video tapes to
show on cable TV. There are ISW peo-
ple s day and 2t10 new• people a week
who Pass the stained glass window in
the lobby.
people who come in to discover
what is new about the new library stay
to use it when they discover the basics
that were so difficult to find in the old
building. The challenge is to keep them
satisfied. The City Council increased
the library's budget nearly 20 percent
this Spring to dojust that. a task which
ay hours.
droppedd restoration rago due to budget
cuts.
cuts. The spirit of involvement begun
by the volunteer referendum campaign
reached a climax when 700 people
signed up to carry the books from old to
new'. These same people came back in
August. week after week. to hely
shelve the books that the staff couldn'I.
and. week after week. came back to
give tours and instruct people in the use
of the computer catalog, and they keep
coming back at nearly loo hours per
week to ask. "What can we do to help
some more"' Retirees. wheelchair
youth. eager high school students—all
are finding ways to make a community
contribution through volunteer work at
the library.
Po—The new building has far more
tential than it can presently fulfill, and it
hasn't reached "everyone'. Yet- The
Library Board will begin "A Planning
Prgcess'.9 this spring in order to assess
where the Iowa City Public Library has
P come since a 1973 user survey and hose
ebest to use its new building. given the
• limited financial outlook of the 80's.
vTar qqi� 1, 1 i1 ill
References
Patronsof all men rnjny Me new rl,.... 1111..,
n Iowa Citr' 1'L
111CPAr ILHI'D 8)
JORM MICROLAB
CCDAR RAPIDS • Ars '40I8(S
Rohif. Robert H. & Frank E. Gibson.
"Recommended Building Program laws
City Public Library:' revised October
1977, P. I8.
. Egger .Lolly. "Mom EReclivB Manage-
Ment c� the Public UbT . Book Cotf
lection. , ,%finnesola Libraries. Summa
1976• P. 56.
i. Tiffany. Constance 1.. -Apar Between
the Stacks:' An"Man Lihrorirs. Ser*
tember 1978. P. 499•
i. "Mechanical Misery, Equipment Access
Dilemmas:' AMeriiam Libraries. No-
vember 1978. p•
626.
5. Whiting. Ralph et. al.. Andiu Visual
£quiprnenr Senoiry. Wisconsin Audiovi-
sual Assn.. 1979,
6. Tiffany, Constance 1....Iowa City U.
brarys new building htlP% make it a u•
brary far everyone:' Cuntmunin• Trh
erisian Rniew. October 1981• P. 501.
7. "Iowa City Public Library Position
Statement on Cable Television.—
Tnrsrn-a
City Public Library B
revised August 1978-
8. logs' Lih 010-
on 5 slenuaRew1 rimer theCFeb.
raary 1982. P. 9-12.
9. Palmour. Vemon E.. A Plnnnine prnrrs:
Jnr pohiic Libr"nrs. American Libnt)
Assn.. 1980.
1
J
-THE WALL STREET JOURNAL, THURSDAY, OCTOBER 7, 1982
Crumbling America: Put It in the Budget
By STEVEN HorMAN and MAnTHEW CanK
We've got an Infrastructure problem.
Our nation's bridges, roads, water systems
and other basic public facilities threaten to
crumble from decades of neglect. Rebuild;
Ing all this Infrastructure promises to be
the single most difficult and expensive gov
emment challenge of the 1990s and 1990s.
yet thefederal government lacks the pop
Icy tools necessary to revive an Infrastruc•
lure that underpins business activity and
economic growth In the U.S. For example,
the United States has no Inveqlory of Its
public facilities, no assessment of their
condition, no standards of service which
facilities must meet; no public capital In.
vestment strategies or priorities, no esti•
mate of future Investment requirements
and virtually no federal oversight over
public works exdenditures.
• Beyond lheseshort0allngs, the one pol-
lepmaking tool that -remain; consplcp-
ously absent from federal public invest•
ment decisions is a national capital budget,
which would separate capital expendilgres
from current operating outlays. Distin-
guishing between these two types of expen-
dllpres In thegovernment's annual budget
would tell policy maker how much gov
emment spending re resents Investments
In fixed public capital, and how much rep-
resents current operating expenditures.
such as salaries, Interest payments and
other non-recoverable etpenses.
Ignoring the Data
Some historical , references Illustrate
this point. The fiscal 1918 budget sutimts•
slon distinguished between capital 'and op-
erating expenditures. The figures showed
that $T.3 billion, or one-fifth, of the $37.5
billion In the fiscal '16 budget was clearly
Identified as spending. for. capital invest-
ments. In 1955, on the other hand, the fed•
eral debt was reported at more than $276
billion, but no similar recognition was
grantedto the site of federal assets. As
L
tabulated by the House Government Oper-
allons Committee, assets were valued at
1%2 billion. Data which present the full
scope of federal liabilities arld assets las is
done In any corporation) are similarly ig-
nored today by federal budgeters.
The adoption of a capllal, budget by the
federal government was recommended by
budget during the 1950s, oprfdon forces
argued that capital budgeting would, in-
crease government spending for capital
Items. The same argument has emerged
again. The Office of Management and Bud-
get contends that a capital budget would
place a greater strain on capital markets
and that "expenditure restraint of all kinds
Is the only basic solution to the prob•
Rebuilding our bridges, roads and water systems prom-'
ises to be the single most difficult and expensive govern-
ment challenge of the 1980s and 1990s.
the Hoover Commission In 1919 and the
Committee for Economic Development In
1959. It has wide support among many
economists and fiscal experts and Is used
by virtually all major corporations and
most states In all regions of the'couatry,
with different budgetary needs. Sweden,
Belglum, France, Germany; Denmark and
Great Britain have used capital budgeting
for year and Canada has UW this system
since confederauomin 1867.
If large corporations used the present
U.S. budget accounting system, annual re-
ports
eports would show slgnllicantly less profits.
AT&T would have reduced Its 1981 pretax
profits from 119 billion to $9 billion by re-
porting Its capital outlays as current ex.
penses. In. fact, Sen. Hubert. Humphrey
noted In 1959 that "when one of our great
American corporations announces that It Is
'expanding Its capitalization and operating
capacity through Issuance of securities, we
consider It an example of forward-looking
business practice; but If the federal gov
emment announces a new program of In.
vestment In small business loans or public
works, the Inevitable cry goes up of'spend-
Ing.'" The same Is true today.
When Sen. Humphrey and other legisla-
tors pushed for the adoption of a capital
tem."
However, as Albert Sommers, chief
economist for the Conference Board, ob-
,serves: "Capital budgeting would foster
the renewal of our private and publlccapl-
tel stock without adding a dollar to the to-
tal deficit." This Is because the capital
budget Itself Is merely a budget reporting
doctunent, which would not mandate In-
creased expenditure levels but would alm-
ply clarity different types of expenditures,
leaving spending decisions, as always, to
Congress.. .
In the last few decades the growth of
entitlement programs has tended to
squeeze out discretionary Infrastructure
programs such as mass transit, urban re-
construction, bridges, and water and saw -
age systems. Measured In constant dollar,
America's Investment In public capital de-
clined by 30%. from 1965 to 1980, leaving
unattended some of our most crucial public
facilities. As Business Week noted In an
Oct. 26, 1981 cover story:
Two out of every live bridges In the
., U.S. are seriously deficient. U.S. Steel Is
losing $1.2 million per year In employee
time and wasted fuel rerouting trucks
around bridges that can no longer support
the weight of Its vehicles,
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CEDAR RAPIDS • DES '.101DE5
The 756 urban areas with populations
-over 50,000 will have tq spend up to $100
billion over the next two decades Just to
maintain their water systems.
Eight thousand Mlles of the Interstate
Highway System and 139' of Its bridges
are now beyond their engineered Ills and
must be r YIt. Two thousand miles of this
system deteriorate and require reconstrdc•.
tion each year. .
Priority Investments
A bipartisan proposal Introduced .in
Congress would mandate the. executive
branch to provide an Inventory and assess•
ment of the nation's public facllifies and a
schedule of priority capital Investments for
ensuing fiscal years. In addition, the, bill
would Incorporate, the capital budgeting
concept within the unified budget by re•
gdring the president to distinguish be-
tween
etween capital and operating expenditures
In the annual budget submission. Without
obligating the government to pour more
money Into public works programs the
legislation' would establish a stralgklfor•
ward approach to allocating federal dollar
for capital Improvements.
.A capital budget for the federal govern•
ment by Itself Isn't likely to stimulate a re.
nalssance In public works Investment, but
It's a necessaryfirst step that would give
pollcynnaker an Indispensable tool for an•
alyring the best combination of capital in-
vestment programs needed to maintain the
nation's Infrastructure. As the. late Sen,
Wayne Morse argued.duridg an earlier
consideration of.this proposal:_ "A budget
of this kind would mean that the federal
government would be practicing what It
preaches; It would be keeping the same
kinds of books that It requires of Its tax.
payer:'
Nr, Rofman Is executive director of the
House,Wedsesday Group, a congressional
caucus of RoUse Republicans. Mr. Cook Is
a research, associate of the group. ,.
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INFORMAL COUNCIL DISCUSSION
OCTOBER 4, 1982
INFORMAL COUNCIL DISCUSSION: October 4, 1982, 4:40 P.M. in the Conference Room
at the Civic Center. Mayor Maly Neuhauser presiding.
COUNCILMEMBERS PRESENT: Balmer, Dickson, Neuhauser, Lynch, McDonald, Perret,
Erdahl-4:50 PM. Staffinembers present: Berlin, Stolfus, Helling, Jansen,
Hauer, Special Atty. Hayek.
TAPE-RECORDED on Reel 82-20, Side 2, 305-1500.
BLOCK 64 DEVELOPMENT/ARh1STRONGS
Mayor Neuhauser introduced representatives from Armstrongs; Alan Peremsky,
Jeanie Mefford, Robert Armstrong and Jim Miller, who were present for the
discussion. Peremsky stated that they have requested an extension of time
because in the last four months, they have been unable to put together a
financing package for this parcel, after spending 21z years with two other
developers, then deciding to try to put it together alone. In answer to
the Mayor's question, he noted they were definitely interested in the
project, and had been for three years.
Lynch called attention to the fact that the City had gone ahead with the
process in advertising for the hotel. This project interfaces with the
department store project. Peremsky stated that until September 24th, they
thought they had a viable concern going, but the Board considering the
investment in the construction of the building for Armstrongs, then
leasing it back to Armstrongs, had decided against the investment.
305-426
The Mayor said Council would take no action until the issue of the extension
had been discussed with Consultant Zuchelli, and his recommendation received.
Berlin advised that Zuchelli would look at ways the City can help put a deal
together. Armstrongs are meeting next Tuesday with Zuchelli's financial anal-
ysist. Any Council action will be taken in approximately two weeks after that.
Attorney Hayek stated he had no concern about Armstrong's request, and would
help Staff prepare the report after Zuchelli's recommendation.
Councilman Erdahl arrived, 4:50 P.M.
USE OF HOTEL/MOTEL TAX 426-611
Various suggestions were discussed for use of receipts from the proposed
hotel/motel tax. Jansen will report on options which are legally possible.
City Manager Berlin suggested using a base figure of $80,000 for proposed
receipts. Council agreed to use 25% for the Convention Bureau, 25% for
other recreation uses, and 50% to add to the General Fund (for use by any
City operations which are a proper purpose for expenditure of city revenues
derived from ad valorem taxes). Several Councilmembers commented on how
clean the downtown area was Sunday morning after the parade.
ALLEY PAVING ASSESSMENT PROJECT 611-670
Alley in Lyons Second Addition, Block 6, from Bowery Street north and east
to Johnson St. Berlin explained that Staff would like an indication that
Council was in full agreement regarding assessment of this paving project.
There were no Council objections.
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Informal
Council
October
4, 1982
SOUTH VAN BUREN SIDE14ALK PLACEMENT
670-685
Mayor Neuhauser called attention to the Staff menu received two weeks ago,
outlining three options. Berlin recommended the option to negotiate
with
Clark and pointed out the project on the map. Clark is obligated to
put in
some sidewalk. Council agreed with Berlin's suggestion, and he will
contact
Clark and come back to Council with a specific proposal.
INDUSTRIAL REVENUE BONDS AREA EXPANSION
685-860
Council decided to not discuss expansion of the area, Block 26, until
they
know what would be proposed. It should be compatible to the Central
Business
District. An applicant will contact Council later'. Perret called attention
to previous discussion on changing the boundary for the revitalization
area
in the Small Cities Project, south of Burlington to the railroad and
from
the University property to Gilbert St. (memo from Chiat, 11/80).
Balmer suggested consideration also of expansion from Block 26 south to the
residential area. Neuhauser advised that Council would wait until a specific
proposal is received for Block 26, and the area south of Burlington would be
re-examined. In answer to Perret's question, Berlin will investigate if local
banks participate in loans under Finance Housing Authority. Neuhauser com-
mented that the City does have a problem spending the moderate rehab allocation
COUNCIL BUSINESS 860-980
1. Balmer questioned the status of the question or
High property. Berlin noted that he and Atty.
the Superintendent and their attorney tomorrow.
ownership of Central Junior
Jansen would be meeting with
2. McDonald called attention to the letter from Iowa -Illinois regarding discon-
tinuance of the discount rate for mercury vapor lighting. Berlin stated
that it affects only the addition of lights in residential area that we add
from now on (which we rent). Along the arterials or at intersections, the
City has been installing sodium vapor lights, and the City owns these.
3. An interim report can be made concerning the effectiveness of the Northside
Lighting Project, Berlin stated. The continuance of addition of mercury
vapor lights in subdivisions will have to be analysed. The Franchise Com-
mittee is awaiting an answer to the last letter they sent to Iowa -Illinois.
McDonald called attention to the article regarding firefighters and request-
ed a report on how the inspection process was working. Berlin said he
would request a report from Kucharzak and Keating.
HOME TOWN DAIRIES
Neuhauser questioned if there was anything more the City could reasonably ex-
pect the Dairy to do than was listed in their letter. Erdahl received an
explanation of why the City resisted mediation from City Atty. Jansen. Ex-
change of property to reroute St. Clements, adequate fencing, the present
lawsuit, City's legal authority, application to Board of Adjustment were
among the items discussed. A resident pointed out that all the steps taken
as listed in the letter from Home Town had occured before the noise ordinance
meeting, and pointed out that the proposed loading dock was in the back, adja-
cent to residential area. A. Frey noted that there had been great improvement
in noise level, and suggested measuring the present decibel level and not let-
ting Home Town go over that level. It was suggested that standards regarding
noise in CH zones be compared to those in Industrial zones. Council will take
no action until a review of decibel levels. Staff will report back. There
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will be no Ordinance Exempting Home Hown from the Noise Ord. on next week's
agenda.
COUNCIL BUSINESS 1420-1500
1. City Manager Berlin explained that at Tuesday night's meeting,
on the Comprehensive Plan draft, only the introduction would be
discussed.
2. Berlin reminded Councilmembers of the meeting on Thursday, 2PM, at the
Library for meeting with Staff for Goals and Objectives. This will be
input not condensed by the City Manager, and will give Council a chance
to object up front if there are any projects suggested they do not like.
Meeting adjourned to executive session, 6:10 PM
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EXECUTIVE SESSfON
October 4, 1982
EXECUTIVE SESSION: October 4, 1982, 4:30 P.M. in the Conference Room at the
Civic Center. Mayor Mary Neuhauser presiding.
COUNCILMEMBERS PRESENT: Balmer, Dickson, Erdahl, Lynch, McDonald, Perret and
Neuhauser. Staffinembers present: Berlin, Stolfus, Jansen, Helling, Seydel.
TAPE-RECORDED ON REEL 82-20, Side 2, 1500-1855.
Moved by Perret, seconded by McDonald, to adjourn to executive session under
Section 28A.5(b) to discuss strategy with counsel in matters that are present-
ly in litigation where disclosure would be likely to prejudice or disadvantage
the position of the governmental body in that litigation. Affirmative roll
call vote unanimous, 7/0, all Councilmembers present. The Mayor declared the
motion carried.
Moved by Erdahl, seconded by Lynch to adjourn, 6:30 P.M. The Mayor declared
the motion carried, 7/0, all Councilmembers present.
141CRorIL14ED BY
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CEDAR RAPIDS • DES I40I4ES I