HomeMy WebLinkAbout1981-09-08 Info PacketCity of Iowa City
MEMORANDUM
oAn: August 21, 1981
TO: City Council
FM: City Manager
IN, Informal Agendas and Meeting Schedule
I
August 24, 1981 Monday
1:30 - 5:00 P.M. Conference Room
1:30 P.M. - Discuss zoning matters
1:45 P.M. - Discuss Zoning Ordinance re: Mobile Home Parks (RMH Zone)
3:15 P.M. Meet with Resources Conservation Commission
4:15 P.M. Council agenda, Council time, Council committee reports
4:40 P.M. Consider an appointment to the Board of Adjustment
4:45 P.M. - Executive Session
August 25, 1981;Tuesday
7:30 P.M. - Regular Council Meeting - Council Chambers
• I
August 31, 1981 Monday
2:30 - 7:00 P.M. Special.Informal Council Meeting - Highlander Inn
2:30'P..M. - Discuss and formulate goals and objectives for Fiscal
Year 1983
6:00 P.M. - Dinner
i
September 7, 1981 Monday
LABOR DAY - No Informal Council Meeting
September 8, 1981 Tuesday
7:30 P.M. - Regular Council Meeting - Council Chambers
PENDING ITEMS
Economic Development Program
Meet with Parks and Recreation Commission regarding parkland acquisition
Appointment to the Human Rights Commission - September 22, 1981
Appointments to the Committee on Community Needs - October 6, 1981
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CITY COUNCIL GOAL SETTING SESSION - AUGUST 31 1981 The Highlander 2:30 PM
Purpose of Meeting
Because this is your meeting, Clayton Ringgenberg, as facilitator, will
initially work with you to determine the purpose of the meeting and the specific
direction which you wish to go. In previous years your discussion provided
priorities. With this information the staff drafted a preliminary goal
statement and set of objectives which serves as a reference during the budget
review process as well as being continually revised and updated so that the
final document reflects accurately the policy directions which you desire for
the next fiscal year. In addition, the meeting generally has been used to
discuss areas of concern which are not discussed at routine meetings.
A list of possible discussion topics appears below. This is not meant to be a
"laundry list" but rather a list from which you can pick and choose based upon
those issues which you identify as priorities for the future. The list can be
reviewed along with the attached Goals and Objectives for FY82 and FY81, and
also with the attached list of functions in which the City is involved. These
documents are provided to assist you in preparing for the goal -setting session:
I. Is there any way the Council would or should change its role or methods it
currently uses in the overall decision making process?
2. Is there anything staff is or could be doing to improve the decision making
process for Council?
3. A. What is the Council and staff doing that it should not be doing or not
doing that it should be doing?
4. Consider overall direction, service level and funding alternatives for:
A. Programs including (CIP)
B. Operations
C. Services
5. What level of interest and/or effort will be given in FY83 to economic
development strategies?
6. How will Council deal with changing fiscal circumstances? How will these
be reflected in taxation policies, user fees, service levels, etc?
7. Should more emphasis be placed on the maintenance of existing facilities
rather than construction of new?
cc: Clayton Ringgenberg
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PROGRAM DIVISION STATEMENT
FUND: GENERAL
PROGRAM: POLICY & ADMINISTRATION
DIVISION PURPOSE:
DEPARTMENT: CITY COUNCIL
DIVISION: CITY COUNCIL
The City Council is a representative body elected by the citizens to
formulate City policy and provide general direction to the City Manager
for implementation of that policy.
DIVISION GOALS:
Maintain and establish policy for the City administration to ensure
effective planning and efficient operation of all facilities, services
and public improvement programs consistent with the Comprehensive Plan.
DIVISION OBJECTIVES:
1. Continue basic services at current level.
2. Timely completion of Capital Improvement Program projects.
3. Review Comprehensive Plan.
4. Completion of Urban Renewal.
5. Implementation of Economic Development Strategy.
6. Develop City Government Revenue Strategy.
7. Analyze City space needs and alternatives.
8. Continue to implement Energy Conservation Program measures.
9. Expand housing rehabilitation program in Ralston Creek area.
10. Implement Transportation Plan.
PERFORMANCE MEASUREMENT:
1. No reduction in basic services.
2. C.I.P. schedules maintained.
3. Comprehensive Plan updated - necessary amendments adopted.
4. Block 64 and Parcel 82-1b developed and alley improvements
completed.
5. Implementation policy adopted.
6. New revenues limited to non -property tax sources.
7. Space needs assessed - old Library and U -Smash -'Em building
utilized or disposed of.
8. Reduction in City energy use by 15% below FY80 level.
9. Additional eligible properties rehabilitated.
10. Implementation policy adopted.
DIVISION ANALYSIS:
City Council policy is carried out by all departments under direction of
the City Manager. Achievement of specific objectives is measured in the
performance of departments/divisions individually and collectively.
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GOALS AND OBJECTIVES '
1: (IND: GENERAL DEPARTMENT: CITY COUNCIL
PROGRAM: POLICY AND ADMINISTRATWN UNIT: CITY COUNCIL
UNIT DESCRIPTION:
The City Council, as
an elected representative
body for the citizens,
formulates City policy
and provides general direction
to the City Manager for
implementation of that
policy.
UNIT GOAL:
To maintain and establish
policy for the City
administration to ensure
effective planning, and
efficient operation of all
facilities, services, and
public improvement
programs consistent with
the dictates of the
comprehensive plan.
I
UNIT OBJECTIVES:
1. Continue to provide basic services in an effective and efficient manner.
2. Facilitate private redevelopment of all urban renewal parcels. and
complete parking ramp B by September, 1980.
3. Completion of new city library (September, 1980) and Senior Center
renovation (May, 1981).
4. Formulate new annexation policy and implement new Zoning Ordinance. i
5. Implement new economic development strategies.
6. Timely completion of CIP projects and continued formulation of Capital
Improvements Program consistent with the Comprehensive Plan.
7. Establish City-wide transportation policies including emphasis on '
efficient mass transit services.
8. Continue Affirmative Action/Equal Employment Opportunity Commitment.
9. Develop energy/resources conservation program for all City facilities
and operations. `
10. Pursue increased state and federal revenue assistance to offset new
mandated costs and tax revenue limitations. '
UNIT MEASUREMENT:
1. No serious deficiencies in delivery of services.
2. All parcels sold; ramps'in operation.
3. Library and Senior Center in full operation.
4. Annexation policy adopted; zoning ordinance consistently applied.
5. Active economic development program in existence. I
6. No significant delay in any CIP project.
7. Transportation plan adopted; "urbanized area" transit funding r
applications submitted. I
8. City program complies with federal standards.
9. Measurable reduction in City government energy use.
10. Available avenues investigated and additional funding obtained.
UNIT ANALYSIS: t
None I
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CITY FUNCTIONS
General Administration
Public and Press Relations
,Cable TV
Energy Conservation
Airport
Elections
Maintenance of Official City Records
Personnel
Civil Service
Affirmative Action and EEOC
Human Rights
Magistrate Court
Legal Services
Accounting
Equipment Maintenance
Computer,Services
Investing
Parking Services
Maintenance of public buildings
Maintenance of public grounds
Purchasing
Word Processing
Fire Prevention & Inspection
Fire Training
Bike Licenses
Fire Control
Housing Inspection
Public and Assisted Housing
Building Permits
Building Code enforcement & inspection
Zoning Code enforcement & inspection
Sidewalk inspection,
Street inspection
Engineering
Project management
Library services
Recreation services
Zoning administration
Block grant programs
Graphics
Council of Governments
Police services
Animal licenses
Animal control
Treatment plant
Street & sidewalk maintenance
Street construction
Street sweeping
Refuse collection
Landfill
Traffic control
Installation & maintenance of traffic
control devices
Bus system
Handicapped transportation
Human Services agency funding
:•later service
Senior Center services
Handicapped and energy code enforcement
House moving ordinance enforcement
Sidewalk, street and utility escrows
Housing rehabilitation program
Snow removal
Catch basin cleaning
Sewer inspection/repair/construction
Issuance of permits and licenses
Processing applications for P&Z
Applications for Boards and Commissions
Processing and finalizing proceedings
from Council meetings
Providing information, retrieval of
records
Billing and collection for water, sewer
and refuse services
Telephone switchboard
Print Shop
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Central supply
Parking enforcement
Park services
Cemetery
Forestry
Central Business District
maintenance
Collective bargaining negotiations
Economic development
Community planning
Board of Zoning Adjustment
Riverfront activities
Public information service
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parks & recreation
department
MEMO
to:
City Manager and City Council
from.
Dennis
E.
Showalter
re:
Recreation Program Brochure
date:
August
27,
1981
The cost of the brochure listing fall -winter -spring activities at
the Recreation Division was 5.4t each. We printed 20,000 brochures
which were distributed in the Press -Citizen and the Tempo newspapers.
Cost details are as follows:
Paper $ 401.20
Printing 300.00
Distribution 379.32
$1,080.52
We have tried many methods of getting our program information to the
public over the past few years including full-page newspaper ads,
inserts in the Shopper, and distribution by Public Works employees
who go from door to door. We have ruled out direct mailing because
of cost and the probability that a lot of people would think that it
was junk mail and not look at it. We think the current method of
distribution is the most efficient and cost effective at the present
time.
/ Uo
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CITY CSF
CIVIC CENTER 410 E. WASHINGTON ST
OWA CITY
IOWA CITY IOWA 52240 (319) 35A.18C0
Dear Sorority or Fraternity President:
I am taking this method to advise you of some statutes, ordi-
nances and policies that are especially relevant to some of the
sororities and fraternities associated with the University of Iowa.
While most sorority and fraternity members and houses seldom are
subjects of complaints to the Iowa City Police Department, the
number of complaints received by us is in sufficient number to
warrant this letter.
It would be appreciated if you would share the contents of
this letter with the house officers and members.
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Prohibited by
Problem
Ordinance/Statute
Enforcement Policy
Excessive
Noise yes
One verbal warning by
Iowa City Police De-
partment. Second occurr-
ence leads to 'the charge
of "keeping a disorderly
house."
Parking vio.latiuns
yes
'Pickets issued. Cars
be towed if an aggre-
may
gate of $15.00 in tick-
ets accumulated, or if
vehicle is in a prohib-
i
ited parking zone.
Use of Fireworks
yes
Charge responsible in-
dividual with violation.
If thrown from a house,
charge the responsible
official with "keeping
a disorderly house."
Games in
Street yes
Charges may be filed
against participants.
Words or
gestures used yes
Charges may be filed,
plus complaint to Civil
that are
threatening, obscene,
sexually oriented
Rights Specialist and
racially
or
possible investigation
if personal rights are
violated.
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Prohibited by
Problem Ordinance/Statute Policy
Fighting or threats
of the use of force yes Charges ranging from
simple assault to more
serious charges may
be filed.
Theft yes Investigation plus
charges ranging from
simple to serious, de-
pending on the amount
of the theft.
Outside Fires $
Burning yes Permit must be obtained
from the Iowa City Fire
Department.
Also included here are a number of copies of bicycle regulations
and a synopsis of the relevant portions of the Iowa City Housing Code
that may be of interest to you.
The City of Iowa City and the Iowa City Police Department are
proud of the contributions your house and members have made to the
University of Iowa and our community. We look forward to continued
good associations with you as we all work together to maintain the
positive attributes of civility and concern in our City.
Sincerely,
HARVEY LER
Police Chief
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: HOUSING & INSPECTION SERVICES
DECISION UNIT: ADMINISTRATION QUARTER: FOURTH FY81
Fiscal Year Objectives:
1. To improve issuance procedures especially plan checking to assure
accurate full review of all proposed construction projects.
2. To continue program evaluation and modification to maintain housing
inspection services at high levels.
3. To continue to encourage boards and commissions to explore new methods
of construction and allow same through code modifications where
necessary.
4. To encourage variety of housing alternatives both public and private
for owners and renters.
5. To solicit other governmental monies to accomplish housing goals.
Work Completed:
I. All permits reviewed internally using department staff.
2. New Housing Code enforcement procedures are being implemented with
existing inspection staff. Billing lists and inspections of duplex
structures underway. Work began on locating rental single family
structures.
3. Public housing construction underway.
4. Rehabilitation housing continues under construction.
5. A workshop in congregate housing will be held in September to explore
housing alternatives.
Expenditures
Budget
Year -to -Date
%
6000
48,331
46,927.96
97.09
7000
460
542.68
117.974
8000
8,824
5,346.79 '
60.594
9000
292
0.00
00.00
Total
57,907
52,851.88
91.270
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DEPARTMENT: HOUSING & INSPECTION SERVICES
QUARTER: FOURTH FY81
DIVISION: BUILDING INSPECTION
Fiscal Year Objectives:
1. To provide the least complex and quickest possible code interpreta-
tion and respond to citizen inquiry.
2. To develop procedures for a more complete plan review with a quicker
turnaround time.
3. To acquire documentation on illegal uses or conversions in conjunc-
tion with training sessions to provide enforcement with the new Zoning
Ordinance.
Work Completed:
1. A temporary certificate of occupancy was issued to Old Capitol Center
Mall. 31 tenant spaces have obtained a certificate of occupancy and
are now open for business.
2. Systematic inspections have been reduced in order to maintain and.
respond to citizen complaints.
3. The Board of Appeals was very active in various appeal meetings.
4. Citizen complaints have fallen to a minimum level.
5. Staff is currently amending the House Moving Ordinance to simplify
procedures.
6. Building permits and construction in general has shown an increase.
Analysis:
- Number of building permits: 143
- Dollar amount: $4,185,701
- Number of field inspections: 1,432
Expenditures Budget Year -to -Date %
6000 $113,246.00 $114,030.54 100.693
7000 3,250.00 2,784.31 85.671
8000 24,420.00 21,683.75 88.795
9000 .00 13.03 .000
Total $140,916.00 1 1. _597�9
Revenue collected to date: $106,907.30
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: HOUSING & INSPECTION SERVICES
DECISION UNIT: HOUSING INSPECTION QUARTER: FOURTH-FY81
Fiscal Year Objectives:
1. Provide licensing and inspection services for as many multiple
dwellings and rooming houses as possible.
2. Respond to citizen complaints within a reasonable period of time.
3. Provide housing code information to the public.
4. Provide enforcement of the municipal Housing Code, State Fire Code and
the municipal Snow Ordinance.
Work Completed:
I. Continued calendar year 1980 inspections and conducted reinspections
as necessary.
2. All citizen complaints responded to within 24 hours of receipt.
3. The Senior Housing Inspector resigned. Duties assumed by Director of
Housing.
4. Enforcement and licensing procedures of new Housing Code initiated on
multiples, roomings houses and duplex structures.
5. Work began to identify rental single family structures.
Analysis:
Units inspected - 957
Units reinspected _ 246
Orders issues 3
Units in compliance - 607
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Expenditures Budget Year -to -Date %
6000 64,538 63,233.05 97.978
7000 2,076 884.50 42.602
8000 12,685 8,688.59 68.495
9000 515 31.90 6.194
Total 79.814 72,838.04 91.260
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: SENIOR CENTER QUARTER: FOURTH FY81
DECISION UNIT:
FISCAL YEAR OBJECTIVES:
1. To coordinate activities necessary to the completion of the
remodeling of the the old post office into a Senior Center - target
February 1981.
2. To facilitate the activities of the Senior Center Commission in
developing policy, purpose, goals and objectives for the Senior
Center.
3. To provide an opportunity for community agencies serving the elderly
to exchange information, share expertise and coordinate their
services to the elderly.
4. To provide the elderly community a focal point from which they can
plan, organize and implement programs and activities which they deem
important in maintaining or improving their quality of life.
WORK COMPLETED:
1. Construction. Substantial completion of the project has occurred.
The contractors estimate of completion was August 1. However, due to
the County's desire to begin use of the kitchen on July•l all trades
cooperated to complete this space first. The project is well within
budget including work done on the second floor which was not estimated
in the original proposal.
2. Senior Center Commission. The Senior Center Commission has completed
the work on the operational handbook which includes policy, purpose,
goals and objectives for the Senior Center. Staff has worked with the
Commission on contracts for the agencies' which have been allocated
space in the Senior Center. The Commission has been actively engaged
in encouraging interest and contributions from the community such as
display fixtures for the elder craft shop, folders for Senior Center
information and participants for the grand opening.
3. Community Agencies. Staff has continued to facilitate the monthly
meetings of service providers to the elderly. They are working with
the agencies to provide a smooth transition of services from scattered
sites to the Senior Center. The Senior Center Post is being used to
alert the elderly as to who the providers are, what services they
provide and when and how the will be available at the Senior Center.
4. Elderly Community. Staff continues to work with the Council of
Elders. Council of Elders has used this quarter to plan their annual
elections, plan for the grand opening of the Center and participate in
Older American's Day. Members have been active in working with the
Post Office for a mailbox adjacent to the Center and for securing
pictures of the post office from 1900 to the present.
The staff has begun to work with other members of the community
arranging for volunteers to teach classes, write articles for the
newsletter, manage various activities and present programs.
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XPENDITURES
BUDGET
00
$24,273
00
r80
675
00
14,597
00
6,229
TOTAL $45,774
YEAR-TO-DATE
%
$22,233.41
91.597
196.61
29.127
5,209.69
35.690
17,162.95
275.533
$44,802.66
97.878
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
DECISION UNIT: ADMINISTRATION QUARTER: FOURTH FY81
Fiscal Year Objectives:
1. To complete construction of the Ralston Creek north branch detention
structure by June, 1981.
2. To provide direction to the City Council in adopting a transportation
plan for the Iowa City area by June, 1981.
Work Completed:
1. Work assignment transferred to City Engineer for execution.
2. Transit Division under the day-to-day supervision of the City
Manager.
3. Department services maintained at high productivity including special
work assignments such as handicapped curb ramps, sidewalk and curb
replacement completed.
4. Landscaping for City Plaza IIC completed. HVAC for Civic Center under
construction; several problems have caused work to fall behind
schedule. Ramp "A" corridor project completed; undergrounding of
utilities in CBD Phase I and II under construction; Phase III contract
awarded.
Analysis:
All work completed and Department functioning at optimum service level with
the Acting Director since June 4, 1980. Considerable savings to taxpayers
has been realized during the last year in salary, snow removal and capital
projects awards. Acting Director asked to be relieved of duties as of July
5, so as to concentrate on Housing programs.
Expenditures Budget Year -to -Date %
6000 38,565 15,056.85 39.043
7000 650 62.33 9.589
8000 5,255 4,532.95 86.260
9000 -0- 18,528.50* -0-
Total 44,470 38,181.63 85.859
*Includes 4,921.86 for service building addition and 13,219.84 for solid
waste study. Expenditures not part of administrative budget.
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
QUARTER: FOURTH FY81
DECISION UNIT: ENGINEERING
Fiscal Year Objectives:
1. Coordinate the design process of the new Waste Water Treatment plant
enabling an application for a construction grant by June, 1981.
2. Completion of the South Gilbert Street Improvement project by
October, 1980.
3. Completion of the Corridor Sewer Project by April, 1981.
4. Completion of Phase II of right-of-way improvements for Urban Renewal
by October, 1980. (Washington, Capitol, Clinton - pavement
amenities.)
5. Completion of Phase I of Scott Boulevard by September, 1980.
Work Completed:
1. Continuing design work.
2. South Gilbert Street project complete.
3. Corridor sewer project completion adjusted to September, 1981.
4. Phase II project is complete.
5. Scott Boulevard Phase I is 70% complete.
Expenditures Budget Year -to -Date %
6000 235,415 170,066.46 72.241
7000 6,975 6,172.51 88.495
8000 24,483 19,176.00 78.324
9000 9,843 14,076.45 143,010
Total 276,716 209,491.42 75.706
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
QUARTER: FOURTH FY81
DECISION UNIT: POLLUTION CONTROL
Fiscal Year Objectives:
1. Provide input in the planning and design of the new treatment plant.
2. Clean 15 miles of sanitary sewers with reoccurring problems by June
30, 1981.
3. Continue televising program to include new subdivision and problem
areas.
Work Completed:
1. We have reviewed the preliminary plans on the headworks building and
administration building.
2. We have cleaned an additional 21,158 feet of sanitary sewers this
quarter for a total of 86,797 feet for FY81. This amounts to 16.4
miles or just over our objective of 15 miles.
3. We were unable to schedule a televising contractor this quarter. We
have a tentative schedule with a contractor for mid-August.
Analysis:
With the exception of televising, we think we met our objectives while
staying within our budget.
Expenditures Budget Year -to -Date %
6000 334',371 319,657 95.6
7000 42,100 51,856 123
8000 731,780 529,445 72
9000
Total 1,407,913 1,137,950 •80.8
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
QUARTER:
FOURTH FY81
DECISION
UNIT: LANDFILL
Fiscal
Year Objectives:
I.
To ensure revenues equal expenses.
2.
To operate landfill in compliance with DEQ.
3.
To maintain higher standards
for the portions of the landfill that are
completed.
Work
Completed:
1.
The landfill is meeting this
goal.
2.
City is meeting DEQ regulations.
3.
60-65% is completed on final
faces of portions of
landfill that have
been filled with refuse.
Expenditures Budget
Year -to -Date
%
6000
118,171
105,962
90
7000
12,960
9,544
74
8000
167,728
158,324
94
9000
144,151
136,316
95
Total 443,010
410,146
93
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
DECISION UNIT: REFUSE
QUARTER:
FOURTH FY81
Fiscal Year Objectives:
1.
To maintain prompt and high
quality service.
2.
To maintain low cost refuse
service.
3.
To continue upgrading handicap
service.
4.
Increase productivity with
present work force.
Work
Completed:
1.
Fewer complaints being filed.
2.
No price increase in refuse
pickup.
3.
Continuous program.
4.
No increase in work force in
Fiscal Year "81".
Expenditures Budget
Year -to -Date
_%
6000
168,791
188,180
111
7000
3,300
3,379
102
8000
235,731
213,481
91
9000
0
0
0
Total 407,822
4052040
99
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
QUARTER: FOURTH FY81
DECISION UNIT: STREETS
Fiscal Year Objectives:
1. A continual work program set up in priority system.
2. A continuing surveillance of new streets to be added to street
maintenance program.
3. To continue concentrating on the higher priority trafficways and bus
routes. If time and funding allows then go to residential streets.
Work Completed:
1. Keep high priority complaints to a minimum.
2. New streets are being added to city map for Street Department
functions.
3. 98% of work has been completed on high priority streets. Also some
work has been done to residential streets.
Expenditures Bud et Year -to -Date %
6000 342,140 299,384 88
7000 157,800 156,655 99
8000 442,350• 412,986 93
9000 256,533 253,776 ' 99
Total 1,198,823 1,122,801 94
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS
DECISION UNIT: TRAFFIC ENGINEERING QUARTER: FOURTH FY81
Fiscal Year Objectives:
1. Continued reduction of signal and street light corrective maintenance
call outs.
2. Continued aggressive signal controller preventative maintenance.
3. Continued traffic and accident location analysis to determine trends
and problems and propose corrective action.
4. Convert street lighting at U.S. Highway 6, 218, and Iowa 1 intersec-
tion from high voltage mercury vapor to high pressure sodium vapor by
June 1981.
5. Signalize Church Street/Dubuque Street by June 1981.
Work Completed:
1. Corrective maintenance up 94% from previous quarter, down 34% over
fourth quarter FY80. .
2. No preventative maintenance performed in the fourth quarter. (Annual
controller maintenance program completed in the third quarter.)
3. Two hundred and twenty-seven hours were spent on this effort in the
fourth quarter.
4. Project deleted from FY81.
5. Project 80% completed. Awaiting materials delivery.
Expenditure Budget Year -to -Date %
6000 167,554 159,141 94,9
7000 72,525 65,479 90.3
8000 214,066 205,066 95,8
9000 23,250 29,426 126.6
Total 477,395 459,112 96,2
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MINES
_1
MANAGEMENT BY OBJECTIVES
DEPARTMENT: PUBLIC WORKS QUARTER: 4TH FY81
DECISION UNIT: MASS TRANSIT
'FISCAL YEAR OBJECTIVES:
1. Strengthen the organizational structure by the addition of an Assistant
Transit Manager.
2. To pursue Federal and State grants for operating assistance and various
capital items.
3. To divert peak -hour trips to off-peak service and to attract new evening
and mid-day passengers.
WORK COMPLETED:
1. For the past nine months the Assistant Transit Manager has been
concentrating his efforts on evening service crew operation, and we have
experienced some great improvements in that area. To broaden his
responsibilities and improve communication with the office staff and
bus drivers, during the Fourth Quarter the Assistant Transit Manager
began working earlier in the day. This move should result in a more
effective management team, although by the end of the Quarter it was
still too early to tell.
2. Bids for new transit coaches, two-way radios, and bus shelters were
opened on May 7 and 8, 1981. The apparent low bidder for the buses was
Neoplan-USA; low bidder for the radios was Motorola; low bidder for the
shelters was Columbia Equipment Company. The City Council approved the
award of contracts for these three acquisitions on June 30.
3. Although Fourth Quarter ridership was up only slightly (3.9%) over the
same quarter in FY80, Saturday ridership increased 7.3% and evening
patronage rose 11.7%. Even though a shortage of funds limited our
marketing efforts to low-cost items, apparently we are achieving our
goal of building ridership during off-peak hours.
EXPENDITURES BUDGET THIS QTR YEAR-TO-DATE %
6000 $ 795,725 $210,935 $ 755,506
94.9
7000 $ 8,400 $ 1,642 $ 7,824 93.1
8000 $ 646,213 $192,258 $ 674,249
104.3
9000 $ 25,219 $ 5,479 $ 30,697 121.7
TOTAL $1,475,557 $410,314 $1,468,276
' 99.5
136 a..
MICROFILMED BY
'JORM MICROLAB
CEDAR RAPIDS -DES MOINES
'vy(l
l
MANAGEMENT BY OBJECTIVES
Department Public Works
Decision Unit I,'ater
Quarter Fourth FY81
Fiscal Year Objectives:
1. To flush and record all city owned hydrants by June 19S1,
to remove sedimentation from the system.
2. To install 1,000 Outside Remote Readers by June'1981.
3. To keep meter reading on present schedule.
4. To ensure random water samples meet the requirements of the
Iowa Department of Environmental Quality.
Work completed:
I. All hydrants were flushed once during FY81 plgs hydrants at ,
end of mains were flushed twice and recorded.
2. Installed 1,846 Outside Readers during FY81.
3. Meter reading is on schedule.
4. We are meeting all requirements of the Department of
Environmental Quality,
Analysis:
Have met goals for FY3l'objectives and have exceeded them for
Outside Readers.
Expenditures
Budget
This Quarter
%
6000
422,676
398,481,50
94.276
7000
176,550
165,300.72
93.628
8000
503,743
470,568.45
93,414
9000
704,348
686,574.91
97.446
Total
1,807,317
1,72925.58
95.208
i MICROFILMED BY
'JORM MICROLAB
CEDAR RAPIDS -DES MOINES
P
\,
136.:),
L
36.:) -
L .1 __ . u X
MANAGEMENT BY OBJECTIVES
Department Parks and Recreation
Decision Unit Administration
Quarter Fourth, FY81
Fiscal Year Objectives:
1. Direct and oversee operations in the department's five divisions:
Recreation, Parks, Cemetery -Forestry -Weed Control, Government
Buildings, and Central Business District Maintenance.
2. Coordinate the efforts of the above divisions and coordinate city
projects with other city departments and divisions.
3. Meet with and supply necessary information to the Parks and Recreation
Commission.
4. Supply administrative and secretarial services to the department's
divisions, as needed.
Work completed:
1. Apparently successful - no complaints.
2. Apparently successful'- Parks Division did a lot of work for other
divisions this winter.
3. Apparently successful.
4. Apparently successful.
Analysis:
Expenditures
Budget
Year to Date
%
6000
$51,476
$51,820
100.6
7000
915
171
18.7
8000
2,325
1,592
68.5
9000
Total
$54,716
$53,584
97.93
i
-136
MICROFILMED DY
'JORM MICRO_ LAB
CEDAR RAPIDS•DES MOINES
. i
MANAGEMENT BY OBJECTIVES
Department Parks and Recreation
Decision Unit Recreation
Quarter Fourth, FY81
Fiscal Year Objectives:
1. Continue with existing successful programs as outlined in activity
description.
2. Add four new one -day trips for special populations and senior citizens
made possible by donation of van from Pilot Club by June 1981.
3. Provide one more overnight trip for general public by June 1981.
Work completed:
1. All programs completed as per schedule.
2. Total of two overnight, two mini trips, and six other trips for senior
citizens as well as one overnight and one day trip for other special
populations completed.
3. Trips cancelled due to lack of registration and baseball strike.
Analysis:
Services to public have been well received as four new program supervisors
and a new senior maintenance worker complete their first full fiscal year.
Many travel agencies and others offering trips tended to dilute the need
for our involvement. The popular kinder -grounds program has doubled over
FY80. Service levels equal or superior to past years. Popularity of
aerobic dance continues as does the demand for sports fields, gym space,
and adult swimming time; overtaxing facilities. All indications point to
a reduction in the water loss at City Park pool due to corrective measures
ENeffl&Vpures Budget Year -To -Date %
6000 $370,376 $354,984 95.844
7000 36,800
42,272
114.871
8000 103,559
102,988
99.448
9000 700
1,502
214.619
Total $511435
1SO1 746
98.106
MICROFILMED BY
'JORM MICROLAB
CEDAR RAPIDS -DES 140INEs
13b),
MANAGEMENT BY OBJECTIVES
Department Parks and Recreation
Decision Unit Parks
Quarter Fourth FY81
Fiscal Year Objectives: -1.
I. Construct a four diamond complex for girls at Napoleon Park - April,
1981.
2. Upgrade and make uniform all signs in City Park - September, 1980.
3. Continue with program of cultural practices to improve turf on all
heavy use park areas - ongoing.
4. Establish ground cover on steep banks at College Green Park - May,
1981.
5. Create new informal (low maintenance,) beauty spots at Pheasant Hill
and Wetherby Parks with spring flowering bulbs - November, 1980.
6. Continue development of Hickory Hill arboretum with completion of
phases I, 1I, and III - November, 1980.
Work completed:
1. 100% complete.
2. 100% complete.
3. Numerous small areas have been filled and seeded to grass. Dry
chemical for dandelion control
used to control weeds and vegetapplied to selected areas; Roundup
lots, etc. ation along fence lines, parking
4. Crown vetch has been planted on hard to maintain areas.
5• 100% complete.
6. 100% complete.
Analysis:
1. Complex will provide a much needed facility for girls softball.
2. Provides for better regulation of traffic.
3. Cultural ve
4. Establishment tofeground ocovers fwill ostabilizeethe r and nsoil and eliminate
the need for mowing, thus reducing labor.
5. Floral displays provide added beauty to park areas.
E6. The arboretum will be a place of beauty and will provide plant materials
for ex erimenta� pur oses.
�s
---- udae� Year -to -Date %
6000 $238,871
$231,101 96.747
7000 27,779
24,238 87.252
8000 99,092
93,422 94.278
9000 4__900
5,144 104.985
Total 5370__, _642$358,546
96.736
/ar6a.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 140INE5
MANAGEMENT BY OBJECTIVES
Department Parks and Recreation
Decision Unit Cemetery/Forestry/Nursery
Quarter Fourth, FY81
Fiscal Year Objectives:
1. To continue the successful public relations program for all units.
2. Prevent deterioration of present physical properties of the cemetery
by annual improvements.
3. Continue the recordkeeping systems for all units.
4. Review current ordinance violation processing procedures for possible
improvement.
Work completed:
1. Ongoing - successful.
2. Excellent progress.
3. Excellent progress.
4. Postponed for immediate future.
Analysis:
Expenditures
Budget
Year to Date
%
6000
$ 88,988
$ 84,823
95.32
7000
10,553
7,023
66.55
8000
59,122
56,673
95.86
9000
7,990
16,579
207.50
Total
$166,653
4165,097
99.066
MICROFILMED BY
'JORM MICRO_ LAB
CEDAR RAPIDS•DES MOINES
MANAGEMENT BY OBJECTIVES
FFiscal
Parks and Recreation
it Central Business District Maintenance
Fourth, FY81
Objectives:
year-round interest and colorin some horticulture display
y using spring flowering bulbs, summer annuals, fall mums, and
as trees.
` 2. Reduce mortality rate and increase health, vigor, and growth rate of
trees and shrubs by implementing a general horticultural care'system
consisting of proper watering and fertilization, diagnosis and
treatment of diseases and pests, and proper pruning..
3. Establish procedures to ensure high quality maintenance and cleanliness
of areas.
I
Work completed:
j 1. 100% complete.
2.Work completed; project successful.
3. Completed.
I
j
I
Analysis:
Expenditures Budget Year t� %
6000 $24,853
$23,603 94,97
7000 4,500
2,172 48.27
8000 4,215 2,946
69.89
9000 250 _455 182.00
Total $33,818 $29,176 86.28
i
13G�
MICROFILMED BY
IJORM MICROLAB
CEDAR RAPIDS -DES MOINES
AU
t
MANAGEMENT BY OBJECTIVES
Department Parks and Recreation
Decision Unit Government Buildings
Quarter Fourth, FY81
Fiscal Year Objectives:
1. Coordinate and consolidate maintenance services in all downtown
government buildings, including Civic Center, Recreation Center,
Senior Center, and Library.
2. Reduce expenditures to heating and air conditioning businesses for
service and repairs through better preventative maintenance and
better employee training.
Work completed:
1. No action - budget limitations.
2. Expenditures will reduce, with installation of new system.
Analysis:
Expenditures
Budget
Year to Date
%
6000
b 32,290
$ 25,815
80.00
7000
6,600
5,551
84.10
8000
72,282
67,770
93.80
9000
* 91 4OO
3,585
3.92
Total
c?n9 X72
5102.721
50.71.
*$88,000 of
9000 series is
for a new roof; will
be held over to FY82.
i 136x.
_I
i MICROFILMED BY
'JORM MICROLAB
CEDAR RAPIDS -DES MOINES
\ t
1�.
MANAGEMENT BY OBJECTIVES
DEPARTMENT: HUMAN RELATIONS
DECISION UNIT: HUMAN RELATIONS QUARTER: FOURTH
Fiscal Year Objectives:
1. Respond to all employee inquiries and/or requests for assistance on a
timely basis.
2. Develop a revised comprehensive pay plan for all City employees.
3. Develop and implement selection procedures consistent with applicable
standards.
4. Develop suitable employee training program regarding 'AA, EEO, and
City policy dictates.
5. Implement Civil Service policies and procedures for all applicable
employees.
6. Monitor City compliance with Affirmative Action, EEOC, and government
contract compliance mandates.
7. Investigate all discrimination complaints by City employees or
referred by the Human Rights Commission.
Work Completed:
1. Ongoing. Continued improvement in speed of resolution of classifi-
cation questions being pursued. Human Relations Department
Procedures manual in development, which will increase understanding
and guide users of Human Relations Department services.
2. All pay plans finalized and implemented. Although new computerized
payroll was implemented at the same time, all July 1 increases -
across -the board, merit, reclassification, were awarded on a timely
basis with a minimum of confusion or complaint.
Completed revision of Administrative classification/compensation
structure and communicated to employees. Review/appeal of classifi-
cation placement accomplished.
3. Development of structured interview formats continues as vacancies
arise. Assistance furnished in development of selection procedures
for City Attorney and Public Works Director positions.
4. Formal, training program with assistance of the Iowa Civil Rights
Commission - Prevention Resource Team being pursued.
5. Completed.
6. Affirmative Action goals for all City Departments established and
presented to Council, Manager and staff. Assisting Civil Rights
Specialist in development of contract compliance program.
7. No acts of discrimination alleged or complaints received.
136
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES MOINES
Expenditures
Budget
Year -to -Date
%
6000
72,358
72,889
100.7
7000
6,120
6,198
100.0
8000
57,827
51,937
89.8
9000
0
192.55
--
Total
136,305
131,217
96.3
i MICROFILMED BY
!JORM MICROLAB
CEDAR
RAPIDS -DES MOINES
i
1362
i
i
j
!
i
i MICROFILMED BY
!JORM MICROLAB
CEDAR
RAPIDS -DES MOINES
i
1362
e
MANAGEMENT BY OBJECTIVES
DEPARTMENT: POLICE QUARTER: FOURTH
DECISION UNIT: CRIMINAL INVESTIGATION
Fiscal Year Objectives:
1. To provide investigative and referred services not below the level
provided in FY80.
2. To improve investigative support to the patrol unit, including crime
prevention measures, to the extent allowed by the availability of
resources.
Work Completed:
All objectives with the exception of crime prevention measures have been
accomplished. Time, personnel and financial resources have not been
available so that any appreciable progress has been made in crime
prevention.
Analysis:
The unpredictability of investigative caseloads, resource limitations and
availability, the type and nature of cases assigned make it extremely
difficult to formulate and accomplish meaningful objectives other than
carrying on assigned duties.
Expenditures Budget Year -to -Date %
6000 $132,026 $133,621 101.21
7000 11,863 3,203 30.67
8000 10,925 5,992 54.84
9000 550 1 061 189.55
Total 155,364 144,313 92.89
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOINES
136
MANAGEMENT BY OBJECTIVES
DEPARTMENT: POLICE QUARTER: FOURTH
DECISION UNIT: ADMINISTRATION
Fiscal Year Objectives:
1. Develop, within budgetary limitations, a downtown enforcement plan.
2. Institute a priority system to respond to requests for service.
3. Establish a block watch and other anti -vandalism programs.
4. Explore the possibilities of a crime prevention program.
Work Completed:
1. Partially completed. Walking patrol downtown after 11:00 p.m. when
personnel are available.
2. Completed.
3-4. The difficulties in developing and sustaining continued community or
neighborhood support for crime prevention or anti -vandalism programs
are overwhelming. While the neighborhood groups are supportive at the
onset of the programs, 'enthusiasm appears to wane rapidly in ensuing
months. Consequently, the burden of keeping the programs operating
falls to the Police Department and absorbs sustant'ial amounts of
available resources. If programs in crime prevention and anti -
vandalism are desired in Iowa City, greatly increased- resource
amounts and personnel members will be required in Iowa City.
Analysis:
See 3-4 above.
Expenditures Budget Year -to -Date %
6000 $ 81,764 $81,044 99.20
7000 2,203 998 45.32
8000 18,592 13,480 72.51
9000 961 817 85.01
Total $103,520 $96,339 96.06
MICROFILMED BY
'JORM MICROLAB
CEDAR RAPIDS -DES MOINES
L",
13111,
L",
36a-
MANAGEMENT BY OBJECTIVES
DEPARTMENT: POLICE QUARTER: FOURTH
DECISION UNIT: PATROL
Fiscal Year Objectives:
I. Respond to emergency and called for services as rapidly as personnel
and equipment allow.
2. Increase the effectiveness of patrol in the follow-up of criminal
investigations.
Work Completed:
1. No significant difference in response to routine calls for service has
been noted. Response time to "crime -in -progress" and emergency
calls, while good in the past, has improved somewhat. This
improvement is probably as a result of increased mobile equipment and
improved radio communications.
2. Patrol investigation of criminal offense has increased significantly.
Analysis:
More emphasis is needed on improving patrol techniques. In-service
training will focus on.this topic this fall.
Expenditures Budget Year -to -Date %
6000 $ 874,590 $ 851,825 97.40
7000 77,001 76,682 99.59
8000 47,486 53,030 111.68
9000 90 926 92 505 102.45
Total T1,089,373 T1,074,042 98.59
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES MOINES
13A '2'
_i
L _ . J Aid r.
1
Iii-
MANAGEMENT
„
MANAGEMENT BY OBJECTIVES
DEPARTMENT: POLICE QUARTER: FOURTH
DECISION UNIT: RECORDS AND IDENTIFICATION
Fiscal Year Objectives:
1. To providefor the greater use of polygraphic, photographic and
identification services.
2. To provide for the timely and accurate production of necessary reports
and statistics.
3. To install and operate a computer-based records system if funding
becomes available.
Work Completed:
1. Usage exceeds that experienced in the third quarter by 15%.
2. The division has kept pace with demands.
3. Planning continues in conjunction with the City Finance Department
and Computer Committee.
Analysis:
A constantly rising demand for records, documents and investigative
services are straining the capability of personnel to respond in a timely
manner. Thus far, the division has been able through improved work
scheduling to keep up with demands.
Expenditures Budget Year -to -Date %
6000 $130,485 $123,214 94.43
7000 2,775 1,383 49.82
8000 18,081 8,886 49.15
9000 708 1 190 168.13
Total $152,049 $134,674 88.57
i MICROFILMED BY
`JORM MICROLAB
CEDAR RAPIDS -DES MOINES
136
. .'c
-_.7
f-
MANAGEMENT BY
OBJECTIVES
DEPARTMENT: POLICE
QUARTER: FOURTH
DECISION UNIT: ANIMAL CONTROL
Fiscal Year Objectives:
1. To prepare and implement a comprehensive animal control
licensing
program following passage of the revised Animal Control Ordinance.
2. Graduation of officers from Animal Control Academy (April,
1981).
Work Completed:
1. Licensing program update continues.
Initial licensing is
Records are being computerized.
phase completed.
Analysis:
Work on the attainment of the state objectives
is proceeding as
rapidly as
personnel and other resources allow.
Expenditures Budget
Year -to -Date
%
6000 $65,670
$65,134
99.18
7000 5,250
6,044
115.12
8000 14,962
11,727
78.38
9000 '1 800
Total 87,6828$
3 103*
6 007
172.37
98.09
*Includes prior year encumbrances.
MICROFILMED BY
�'JORM MICROLAB
CEDAR RAPIDS -DES MOINES
13 LZ-.
MANAGEMENT BY OBJECTIVES
DEPARTMENT: CITY CLERK
Fiscal Year Objectives: QUARTER: FOURTH FY81
1. To improve productivity.
2. To improve response time for retrieval requests.
3. To continue emphasis on responsible record-keeping.
Work Completed:
la. Clerk's personal office was moved to northwest corner of Civic Center.
b. New procedure discussed with cemetery personnel and implemented,
regarding updating of records and safety of plat books.
c. An information and checklist sheet for beer/liquor applications was
drafted.
d. Clerk & Deputy attended IMFOA in Des Moines, Clerk attended IIMC in
Atlanta. Clerk -typist had one courtroom appearance.
2a. Actual number of retrieval requests for April -June was 504. We are up
to date in filling requests and within 24 hours for 98% of them.
b. Phone calls answered, 785.
3a. Processing for and microfilming of 1980 Council records was
completed, 16,472 images.
b. Code Supplement q8 was received and distributed for 95 codes.
c. 100 Municipal Codes were updated with all 8 supplements. Another 150
codes were shipped to the Cemetery Building for storage.
d. Legal requirements were met for attending and providing minutes for 11
informal meetings, 7 regular meetings, 10 executive sessions, 1 City
Attorney Selection Committee meeting; for the legal posting of 31
notices; for publishing of 7 sets of minutes, 9 ordinances and 30
notices. Attended 6 bid openings.
e. Legal requirements met for issuing 107 cigarette licenses, 30
beer/liquor licenses and 11 cemetery deeds. .
f. 18 sets of minutes and 13 packets were cross-indexed, resulting in 545.
items cross-indexed and typed into 2180 reference strips.
g. Eight Planning and Zoning Commission applications were accepted, and
10 previous applications were finalized.
Analysis:
With a proposed panel opening, both offices will be connected, a savings of
time in communications. Productivity was lessened because of the excessive
cold, then excessive heat; noise and disruption because of construction.
This is not a year-end for our records.
136
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 1401NES
fa�w�l
F
rte,
Expenditures
Budget
Year -to -Date
%
6000
58,475
57,968
99.13
7000
1,680
936
55.74
8000
21,819
18,559
81.62
9000
Total
81,974
77,484
93.47
MICROFILMED BY
'JORM MICROLAB
CEDAR RAPIDS -DES MOINES
__X
Seven ways
to improve
IowCi
aty
Over the Coffee
By DONALD KAUL
Poor Iowa City.
Nobody wants it;,
nobody Republlcm: Via:
anyway. The Iowa
Legislature, in itsl
various redistricting
Plain, kept trying to
give Johnson)
County, Iowa City's
home, to one or
another of the Republlease in
Congress but they kept retrvatlag
before. the prospec! as vampires
before a crucifix.
Fist it was Jim Lesch and Tom
Tauke who expressed reservations
about representing the Atbem of east -
central Iowa; then it was Cooper
Evac Be went so far as to threaten,
for awhik, to move to another
district should Johnson Comely be
placed In his congressional district.
As a matter of fact. Use final plan
does stick Ewen with Iowa City.
Admittedly; from the standpoint of
a Reagan Republican. Ion City has
certain disadvantages. It is very
nearly a city.
It Is by far the but piece is the 1
state to have bmch.' Starting with
Bushnell's Turtle (a classy name,
that) there are at least a half -down
first-rate sandwich shops right
downtown, many of which feature .
exotic salamis There are shops that
sell ice cream without preservatives.
R's by far, the but place tosee a
movie; not only do.tbey. bavq
something like six theaters
downtown, the students operate a
terrific flim series where you can.
actually see f lmi that aren't based,
on comic strip.
Iowa City Is a good place to ride a
blke;.it Is a good place to walk. It is
good for writing 'novels, going to
concerts, getting BMWs fixed, sitting
on a bend and watching Pretty girls
or mating a friend by accident
It Is a good place to go to school, If
you are so inclined, but it is a good
place not to go to school, also.
People in Iowa City dress good.
They favor jeans and blue shirts or
shorts and task tops but when they
want to get droned up they go for
tweeds. basic black dresses and but-,
too4own shirts Thera are probably
not three pair of french cuffs nor a
score of white, vinyl belts in the
whole of the county. It is a bad place
to wear a far coat; down is preferred.
Yam canoe or jog or belong to ■
croquet team in Ion City. You. can
buy really nice handmade things In
Iowa City or, if you make really da
things, you can sell them there.
And if you want some terrific
French pastry, you can get It at First
on FIIUL
In short, Iowa City is easily the
most civilised place in Iowa and one
of the most truly civilised in the
country. Reagan Republicans can
stand hardly any of. this. It reminds
them of Franklin Delano Roosevelt
and John F. Ilesnsdy.
U Ion City wishes to be arm as
worthy In the eyes of suck as Cooper
Evans, its going to have to shape up. .
The Well you bow to ramembr. I
suppose. Is that Evan is probably.
Ronald Reagan's most loyal
,supporter in. Coogreas. When the
White Rome says "Jump!", Ewen
asks for Instructions on haw many
centimeters will be required If
Reagan ever gives Cabinet status to
slavish devottm, Cooper Evans will
be its Dost soadary.
All la not lost, however. Should
Iowa City wish to overcome Its faults,
It can do so with a taw simple
designs. Karat are we ding that
might ink" the place;
(1) It could tear don the Laces
fountain and replace It with a seml-
egsestrlan statue of Ronald Reagan
astrlds the shoulders of James Watt.
(3) It could finance welfare in
Johnson County through a use tan,
(g) It OWN build another parking
ramp,
(1) It could put Its educational -
television station ars a self-sustaining
bass by seceptlag ads for Frank
Siesta heads
(g) It cold sell Old Capitol to the
Marriott Corporation for one as a
motet .
(6) It could welcome back the
sleisy temporary buildings that used
to fill Its streets rawarcing the Re.
publican theory that anything no
matter bow ugly, can be justified it It
makes a buck.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES VIOIMES
(7) Or, It could start voting for Re-
publicans like Cooper Ebam,
76es and only then might Evan
park his vas on campus and say, with
pride. "This is my home, my wave
land...
But Iowa City bettor get on the
sick 1668 isn't lar any. And im
Isn't much farther.
133
S
M
T
W
TH
F
S
Z LOAM -Staff Mtg
3
S
(Conf Room)
BAM-Magistrate
12noon-CCN (RecCtr
Court (Chambers)
3:30PM-Housing Corm
1OPM-Performance
(Library, RM A)
Evaluation Com
4PPI-Design Review
(Conf Room)
Com (Conf Room)
1:30PM-Senior Ctr
7:3OPM-River£ront
Comm (Senior Ctr)
Comm (Conf Room)
7:3OPM-Formal P&Z
(Chambers)
G
7
HOLIDAY
.
7:3OPM-Council
(Chambers)
BAM-C.I.P. Meeting
(Highlander Inn)
7PM-Parks & Rec
Comm (Rec Ctr)
SAM -Magistrate
Court (Chambers)
SAM -Housing Appeal
Board (Conf Room)
4:30PM-Board of
Adjustment
(Chambers)
7.30PM-Airport
Comm (Conf Room)
(.
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/L
8AM-Magistrate
8AM-Magistrate
LOAM -Staff Meeting
Court (Chambers)
Court (Chambers)
(Conf Room)
7:30PM-Informal
4PM-Broadband
P&Z (Conf Room)
.Telecommunication
Comm (Conf Room)
7:3OPM-Formal P&Z
(Chambers)
✓ �.
X0
X1
'tz
X5
A4
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8AM-Magistrate
LOAM -Staff Meeting
8AM-Magistrate
Court (Chambers)
(Conf Room)
Court (Chambers)
1;30PM-Informal
Council (Conf Rm)
7:3OPM-Council
(Chambers)
4PM-Library Board
(Bd Meeting Room)
.27
Ar
so
SAM -Magistrate
LOAM -Staff Meeting
Court (Chambers)
(Conf Room)
7:3OPM-Human Right:
Comm (Conf
mRoom)
7P&ZPILawfL mrary)
V -
City of Iowa City
MEMORANDUM
DATE: September 3, 1981
TO:Mayor and City Council
FROM:Robert IV. Jansen
RE: New Zoning Ordinance
i
In my remarks to the Council last Monday at the special meeting I informed
you that I had been working with Don Schmeiser in reviewing the proposed
new zoning ordinance. I also told you that we would be presenting two
suggested alternative approaches for your consideration, namely: an entire
re -zoning of the City at this time or a more gradual, short-range approach.
I requested Council time to present these approaches to the Council and
you requested that they be reduced to writing. In view of the fact that the
informal Council meeting on September 8th will be relatively short and the
agenda crowded, we would ask that we be scheduled for the next full informal
Council session after this one. This will enable both Don Schmeiser and
myself to come up with a better balanced written presentation of the approaches
and also will give the Council more time to study it over prior to the
I
Council session.
i
I
cc: Neal Berlin
Don Schmeiser
I
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City of Iowa City
MEMORANDUM
DATli September 2, 1981
TO: City Council Members
FROM: Harvey D. Miller, Police Chief
RE: Council Request: Information on Noisy Vehicle Charges
During the past week Council requested information in
regard to charges filed by the Iowa City Police Depart-
ment that were occasioned by noisy automobiles and
motorcycles.
From January 1, 1981 to August 25, 1981, we filed seventy-
one .(71) charges of squealing tires, a rough average of
j nine per month.
We then sampled a quarter of the year for other violations
including reckless driving; faulty mufflers and drag rac-
ing. These average.roughly six per month. For example,
for the quarter of the year sampled, there were twelve
charges of reckless driving; eight faulty muffler charges
and for charges of drag racing, three.
Violations that are personally witnessed by the officers
usually result in the filing of charges, The difficulty
arises when we respond after -the -fact and the complainant
can identify neither the offending vehicle or driver.
If you need more on this, let me know.
I '
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City of Iowa Ci^f
MEMORANDUM
Date: August 18, 1981
To: Neal Berlin and City Council
i
From: Chuck Schmadeke
Re: Storm Water Detention - Ty'n Cae Addition, Parts 1 & 2
Storm water detention for Ty'n Cae Addition, Parts 1 & 2, was designed and
constructed in 1977 and was one of the first facilities built after adoption of
the Storm Water Management Ordinance. Also, to date, it is the only private
facility serving a residential subdivision built along a major creek channel.
The facility was constructed according to requirements of the Storm Water
Management Ordinance and consists of a dam to restrict the flow of the main
channel, an outlet pipe sized to release 0.15 cfs/acre from the total upstream
watershed during a 100 year storm (100 cfs), a storage basin sufficient in size
to contain the excess runoff from Ty'n Cae Addition, Parts 1 & 2, and an overflow
spillway to transport peak runoff from the total watershed.
Section 2.2 of the Design Standards for Public Works Improvements (Section
VII - revised) sets forth design parameters for the situation in which main
channel flow passes through a subdivision. Section 2.2, in part, is stated as
follows:
"Where storm water storage facilities have the potential to contain the
runoff from the total tributary watershed they must be constructed to
contain the main channel flow and restrict the flow of all of the storm
water runoff as opposed to only the runoff from that portion of the
watershed containing the project under consideration. Storage volumes
should be calculated to contain only the runoff from the project site,
however, the release rate must be calculated at 0.15 cfs/acre from the
total tributary catchment. Overflow spillway requirements must be
designed to transport peak storm runoff, as stated in Section 2. 1, from the
entire tributary watershed under the existing conditions. Future upstream
storage will not be allowed for purpose of design reductions."
The purpose of Section 2.2 of the Design Standards is to have storm water
storage facilities located on the main channel whenever possible. The benefits
of this situation are as follows:
1. Larger pipes can be used in the discharge structure thereby reducing
clogging.
2. If the topography of the area near the channel is relatively flat, a
greenbelt will be provided along a channel by the storage basin. (See
drawing A.)
There are, however, some disadvantages associated with Section 2.2 if the
upstream drainage area is undeveloped. They are:
Unacceptable amounts of sedimentation accumulate in the storage basin from
erosion of agricultural land upstream.
/367
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2. Since natural runoff even during a two year storm exceeds the 0.15
cfs/acre, the storage basin will reach capacity frequently. The
property owners in Ty'n Cae Addition, Parts 1 & 2, claim that the
storage facility has reached maximum level four or five time this
summer.
The Public Works Department recommends modifying the Design Standards for
Public Works Improvements (Section VII - Revised) to allow off channel
storage if it is anticipated that sedimentation will be a problem, and to
allow consideration for future upstream storage when designing spillways.
The intent of considering future upstream storage is to allow the
construction of a spillway that will restrict flows in such a manner as to
simulate the future fully developed condition in the storage basin. In
other words, this aspect will not fully utilize the storage basin except
during the 100 year storm. (See drawings B and C.) As additional areas
develop and additional storage is provided upstream, the exit channel can
be gradually filled in to insure that the required storage is maintained.
When the total upstream tributary watershed is fully developed, the exit
channel will be completely filled in.
The following modifications to the Design Standards for Public Works
Improvements (Section VII - Revised) are recommended:
Change the first paragraph of Section 2_2 to read:
"Where stormwater storage facilities have the potential to contain
the runoff from the total tributary watershed they must be
constructed to contain the main channel flow and restrict the flow of
all of the stormwater runoff as opposed to only the runoff from that
portion of the watershed containing the project under consideration,
unless it can be demonstrated that sedimentation will be excessive.
Storage volumes should be calculated to contain only the runoff from
the project site; however, the release rate must be calculated at
0.15 cfs per acre from the total tributary catchment. Overflow
spillway requirements must be designed to transport peak storm
runoff, as stated in Section 2.1, from the entire tributary watershed
under the existing conditions."
Add the following Section 3.8:
When stormwater facilities are constructed to contain main channel
flow, the exit channel shall consist of a special weir to allow for
future modification to reduce flow and to prevent erosion. The exit
channel and weir must be deisgned to provide storage volumes that
would exist if the facility were built off of the main channel. For
design purposes, the exit channel and weir shall be considered part
of the spillway.
On the matter of the Ty'n Cae subdivision, the developer has agreed to
reconstruct the spillway to comply with the proposed changes in the
ordinance. The additional work will involve regrading the storage basin
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7
3
to provide positive drainage to the creek channel and construction of an
exit channel at the spillway.
It is important that owners of stormwater detention facilities provide
routine maintenance so that the facilities function properly. The storage
basin and spillway should be mowed frequently to reduce sedimentation and
insure adequate drainage. Debris should be removed from the spillway and
outlet pipe to guarantee proper flow conditions.
bj4/2-3
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DRAWING A
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FUTURE SUBDIVISION
STORM WATER STORAGE
DRAWING B
BERM
SPILLWAY
WATER LEVEL WHENEVER RUNOFF
EXCEEDS OUTLET PIPE CAPACITY
OUTLET PIPE STORAGE BASIN
PRESENT ORDINANCE REQUIREMENTS
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�.n..
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DRAWING C
j
BERM ELEVATION 684.0 SPILLWAY ELEVATION 682.0
l00 YR, STORM ELEVATION 662.0
_ 50 YRLTORMELEVATION 6612
25 YR. STORM ELEVATION 660_3
IO YR. STORM ELEVATION 6793
I YR, STOAT _ ELEVATION 676.3_
OUTLET PIPE, INVERT ELEVATION 676.4 STORAGE BASIN
i
EXIT CHANNEL 1.
MODIFIED SPILLWAY TO SIMULATE FULLY
DEVELOPED CONDITION UPSTREAM FOR
TY1N a CAE ADD., PARTS 1 a 2
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City of Iowa C11',
MEMORANDUM
Date: September 3, 1981
To: City Manager and City Council
i
From: Rosemary Vitosh, Director of Finance
Re: Purchase of Outstanding Water Revenue Bonds
I have authorized the purchase of $20,000 in Water Revenue Bonds, Series
1961. These bonds were being offered for sale by the bondholder and it is
to the City's advantage to purchase outstanding bonds when they are
offered for sale as this usually enables the City to purchase at a price
less than par value. These bonds carry an interest rate of 3.8 percent.
The bonds are being purchased at a price of 89 and accrued interest.
Therefore, the bonds will be purchased for $17,800 plus accrued interest
of $192. By calling these bonds before their maturity date, the City will
save $2,200 in principal payments and $1,704 in interest payments (the
bonds were to have matured on December 1, 1983). Total savings to the
City is $3,904.
This, the third such purchase made this fiscal year, brings the total
year-to-date expenditure to $37,200 which leaves approximately $12,800 in
the budget for future bond purchases. Although only $50,000 was budgeted
in .FY82 for bond purchases, the actual monies available in the Water
Revenue Reserve Fund for such purchases will amount to $165,000 during
this fiscal year. Therefore, if I am able to purchase more than $50,000
of bonds this year, I will be recommending that a budget amendment be made
to increase the budgeted amount.
bdw4/9
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V -
City of Iowa City
MEMORANDUM
DATE: Sept. 3, 1981
TO: City Manager / City Council
FROM: Rosemary Vitosh, Director of Finance P pp
i
RE: Attached Letter - IRB Application
Attached is a letter from Robert Downer on behalf of Doe
Beverage Company regarding an application for Industrial
Development Revenue Bonds. The Memorandum of Agreement
is scheduled to be considered by Council on Sept. 22, 1981.
Staff review of the application will be completed prior
to that time.
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MEARDON, SUEPPEL, DOWNER & HAYES
WILLIAM L.MEARDON
LAWYERS
WILLIAM F. SUEPPEL
ROBERT N. DOWNER
122 SOUTH LINN STREET
TELEPHONE
JAMES P. HAYES
IOWA CITY, IOWA 52240
330-9222
JAMES D. MCCARRAGHER
AREA CODE 319
THOMAS -.CI LEK
MARK T. HAMER
THOMAS D. HOBART
MARGARET T. LAINSON
ANGELA M. RYAN
August 27, 1981
The Honorable Mayor and Members of the
City Council of the City of Iowa City, Iowa
Civic Center
Iowa City, Iowa 52240
Re: City of Iowa City, Iowa
Industrial Development Revenue Bonds
Doe Beverage Company, Inc. Project
Dear Ms. Neuhauser and Gentlemen:
Filed herewith is an application on behalf of Gerald L. Doe for the I i
issuance of up to $434,000.00 in Industrial Development Revenue Bonds
for the construction of a warehouse and distribution facility and related
improvements to be leased to Doe Beverage Company, Inc., a Corporation
controlled by Mr. Doe and engaged in the distribution in this geographical
area of beverages manufactured by the Miller Brewing Company.
I
This business is presently located in Coralville, but has outgrown its
present facilities and also is desirous of locating in a climate -
controlled facility. The proposed structure will be located on South Riverside
Drive immediately south of 2752 South Riverside Drive.
Also enclosed is a check in the amount of $2,000.00 representing your
application fee. We will appreciate your expeditious processing of this
application, and we stand ready, along with our client, to provide any
further information with respect to this project which you may need. It
is hoped to be able to commence construction of the facility yet this
fall, and therefore your early attention to this application will be
appreciated. You will note from the application that a commitment for
the purchase of the Bonds has been issued by Iowa State Bank & Trust
Company, Iowa City, Iowa.
!3 69
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Ir
The Honorable Mayor and Members of the
City Council of the City of Iowa City, Iowa
August 27, 1981
Page 2
Your early attention to this lert
gDowner
te
� RND:cn
I Encls.
cc: Mr. Gerald L. Doe
Doe Beverage Company, Inc.
216 E. 9
Coralville, Iowa 52241
Mr. Gary L. Carlson
CPA
118 S. Clinton
Iowa City, Iowa 52240
Mr. W. Richard Summerhill
President
Iowa State Bank & Trust Company
P. 0. Box 1700
Iowa City, Iowa 52240
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, City of Iowa Cif=%
MEMORANDUM
Date: September 2, 1981
To: City Council l
From: Rosemary Vitosh, Director of Finance �L
Re: Telephone System Summary
On May 19, 1980, you approved installation of a new City telephone system. The
old PBX equipment was outdated and pending Northwestern Bell tariff
restructuring would have increased the City's annual costs approximately 30%.
The following is a cost/benefit summary of the new ESSX telephone system, which
was installed January 26, 1981. Cost figures which follow reveal a 17 -month
payoff period on ESSX installation costs, with subsequent savings of
approximately $18,300 per year.
Monthly System Cost (excluding Librar
Old PBX system, as of 1/26/81: $5,450*
Old PBX system, as of 7/l/81: 6,990**
New ESSX system,as of 1/26/81: 5,230
New ESSX system, as of 7/1/81: 5,465**
*A new tariff increased costs of key (multiline) telephone equipment, 1-1-
81
**RPL (Restructured Private Line) tariff, originally projected for 2-1-81,
took effect 7-1-81.
Annual ESSX Savings
First year: $11,775*
Subsequent per year: $18,300
*Due to approximately $18,000 installation costs, no actual savings will
occur until July, 1982 (17 -month payoff)
Long Distance Savings
Under the old PBX system, all direct dial calls were billed at operator -assisted
rates. ESSX permits direct dialing at discount rates after hours, as well as
savings for direct dialing calls within 30 miles. SMDR (Station Message Detail
Recording) and CDAR (Customer Dialed Account Recording), a microcomputer
program, allows accurate department chargebacks (in conjunction with the City's
computer) for cost effective direct dial and WATS line use.
Comments
The enhanced features which ESSX offers have proved beneficial in terms of phone
coverage, transferring, three-way calling, direct inward dial, as well as
control and allocation of long distance costs. In addition, the ESSX system has
freed up 72 square feet of floor space required by the old PBX switching
equipment, and has given the switchboard attendant time for additional public
and departmental assistance. Staff now reaffirms that a good cost effective
decision was made in approving installation of the new ESSX phone system.
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Johnson U-'nty Council of Governff`nts
410 E.Mshrg[onSt bvva 0cy b w 52240
rrooO
Date: September 2, 1981
To: Iowa City City Council
From: Pam Ramser
Re: Schedule for 1981 Joint Budget Hearings
Attached please find a copy of the 1981 schedule for human service agency
budget hearings. As you will note, City -funded agencies are scheduled to
be reviewed on three dates: October 15, 22 and 29. A recapitulation
session is scheduled for November 5, at which time concerns about agencies
funded in common will be discussed. I hope that Iowa City, Johnson
County, and United Way representatives will also devote some time at this
meeting to discussion of positive and negative aspects of the hearing
process itself and changes or improvements which might be made.
The Council should decide who will attend each of the three hearings and
the final meeting. I suggest that two Councilmembers attend each hearing,
with at least one of the two holding a seat which is not subject to re-
election this year. I also think that it would be desirable for each
Councilmember to attend at least one hearing. I will be present during
Council time at this week's informal meeting to assist in discussion of
this matter.
bj3/10
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IOWA CITY, JOHNSON COUNTY, AND UNITED WAY JOINT HEARINGS
1981 SCHEDULE
First Christian Church, 217 Iowa Avenue
Thurs, Sept 10th
7:00 PM Introduction
8:00 School Children's Aid (UW)
8:30 HACAP Head Start (UW)
9:00 4 - C's (UW)
Thurs, Sept 17th
7:00 PM Camp Fire Council (UW)
8:00 Girl Scouts (UW)
9:00 Boy Scouts (UW)
Thurs, Sept 24th
7:00 PM Salvation Army (UW)
8:00 Lutheran Social Service (UW)
8:30 Goodwill Industries (UW)
Thurs, Oct 1st
7:00 PM Geriatric Mobile Dental Prgm (UW)
7:30 Dental Service for Indigent
Children (UW)
8:00 JC/Assn for Retarded Citizens (UW)
Thurs, Oct 8th
7:00 PM Mid -Eastern Iowa Community
Mental Health Center (JC)
8:00 Visiting Nurse Assn (JC & UW)
9:00 IC Free Medical Clinic (JC & UW)
"
Thurs, Oct 15th C �
7:00 PM Crisis Center -Transient (JC & UW)
7:30 Crisis Center -Operations (IC, JC & UW
8:00 Pals Program (IC, JC & UW)
9:00 United Action for Youth (IC, JC & UW)
Thurs, Oct 22nd
7:00 PM Elderly Services Agency (IC, JC & UW)
8:00 Mayor's Youth Employ. (IC & UW)
9:00 Willow Creek Center/Mark IV (IC & UW)
Thurs, Oct 29th
7:00 PM Rape Victim Advocacy (IC & JC)
7:30 Domestic Violence Project (IC & JC)
8:15 Youth Homes (IC, JC & UW)
9:00 MECCA (JC)
Thurs, November 5th
7:30 PM Recapitulation
Make-up hearings if necessary
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THB
8/81
MANAGEMENT BY OBJECTIVES
DEPARTMENT: FIRE QUARTER: FOURTH
DECISION UNIT: ADMINISTRATION
Fiscal Year Objectives:
1. To implement preparation of a comprehensive training manual.
2. To develop a program for human relations training in the Fire
Department.
3. To develop a long-range planning program as to the needs of the
community and assignment of personnel.
Work Completed:
1. All work on the comprehensive training manual has been completed and in
the future it will only be necessary to update certain sections as new
and advanced reference material becomes available.
2. The first meeting with the Director of Human Relations and Personnel
proved quite beneficial. Additional meetings are to be scheduled and
the program continued.
3. The long-range planning program has been basically completed. However,
the assignment of personnel was an area that was left open due to
possibility of new and different duties.
Analysis:
There is still some work to do in the long - range planning program, otherwise,
objectives were attained with desired results.
Expenditures Budget This Quarter %
6000 36,359 36,316.00 99.88
7000 1,986 3,479.95 175.22
8000 8,414 6,774.20 80.51
9000 7,291 7,291.39 100.
TOTAL 54,050 53.861.54 99.65
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7
MANAGEMENT BY OBJECTIVES
DEPARTMENT: FIRE
QUARTER: FOURTH
DECISION UNIT: SUPPRESSION
Fiscal Year Objectives:
1. To continue preventive maintenance and readiness program for all pumper
and ladder trucks.
2. Improve lines of communication within the department.
3. Continue technical training of personnel so masks, nozzles and gauges
can be maintained and repaired in-house.
4. Continue to provide emergency medical assistance.
Work Completed:
1. The preventive maintenance program has been in effect for one full year
at the end of the final quarter. The results have proven most
beneficial during this time. The program will be continued and broaden
somewhat to include some of the more technical areas of mainenance.
2. Communications within the department have been improved through more
frequent meetings with the command staff.
3. Two fire fighters were sent to a two day fire school at Ames, Iowa as
part of a continued effort in technical training.
4. The department responded to a total of 51 emergency medical calls during
the final quarter.
Analysis:
Work on FY81 objectives was completed on schedule with very good results.
Expenditure Budget Year -To -Date %
6000 $892,917 890,643.93 99.74
7000 45,052 41,183.74 91.41
8000 29,175 24,819.19 85.07
9000 11,530 15,078.99 130.78
TOTAL $978,674 911,725.85 99_29
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MANAGEMENT BY OBJECTIVES
DEPARTMENT: FIRE QUARTER: FOURTH
DECISION UNIT: PREVENTION & TRAINING
Fiscal Year Objectives:
tion with more intensity towards the arson
1. To continue fire investiga
related incidents.
2. To inspect and require all drinking establishments to the new provision
of the Iowa Administrative Code.
3. To provide a more intensive fire prevention program for the dormitories
(December 81).
4. To maintain and provide the public with fire prevention material.
Work Completed: .
1. During the fourth quarter 156 fire investigations were conducted.
Arson -related fires accounted for 20 of the investigations during the
final quarter.
2. 34 drinking establishments were inspected during the last quarter. All
noted violations were corrected within the required time limits.
3. Thirty fire prevention programs were given by Fire Department officers
and the Fire Marshal.
4. Fire prevention material is now being ordered in preparation of Fire f
i Prevention Week - October 4 through October 10. This is part of a 1
continued effort to provide the public with the latest fire prevention
i
material.
Analysis:
doinwe
All
betterobjectives
h
for
een
ve
FirePre Prevention aBureau8andava bgreateral umberlofostructuresain
compliance with the Code.
Expenditure Budget Year -To -Date %
6000 25,521 25,352.66 99.34
7000 2,045 934.03 45.67
8000 2,290 1,467.87 64.09
9000 --
TOTAL 29,856 27,754.56 92_96
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V:
MINUTES OF STAFF MEETING
August 26, 1981
Referrals from the informal and formal Council meetings were distributed
to the staff for review and discussion (copy attached):
Items for the agenda of September 8 include:
Second reading of ordinances regarding rooming houses
Adoption of balcony/deck ordinance
Resolution regarding Gilbert Street railroad crossing
Public hearing on Civic Center room repair project
Public hearing on Scott Boulevard
Award bids for Lower Ralston Creek Project
Resolution approving road use tax report
The City Manager noted that periodically complaints are received about
city employees on coffee breaks away from the work site. He asked that
the Human Relations Director and two staff members work together to
review the regulations regarding coffee breaks.
The Human Relations Director briefly.discussed the proposed bonus system
and asked for comments from the staff. The opinion was expressed that the
system should include all City employees rather than just administrative
staff. It was also felt that the term "exceptional accomplishment" should
be clearly defined and that a bonus should be awarded only in exceptional
cases. Some reservations were expressed that the opportunities for such
exceptional accomplishment might be available in some departments more than
others.
The Human Relations Director distributed an article on leadership.
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Prepared by:
Lorraine Saeger
1.373
Regular Council Meeting
August 25, 1981
DEPARTMENT REFERRALS
.1
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0
Ys
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SUBJECT
REFERRED
DAT�EE
P
COMMENTS/STATUS
RECD
What open yard requirements will
Ordinance Amendment -
8-25
H&IS
remain, if any, if ordinance is
Balcony/Deck Exemptions
adopted as written? i
Contact League of Iowa Municipa�Ies�
Noise Problems
8-25
P&PD
re. what assistance is available.
What police actions are taken re.
Noise from vehicles
8-25
Police
Hil
excessive noise from vehicles? How
many tickets in past year?
Waived 3 readings. Passed and
adopted.
Water rate increase
8-25
Finance
hicago
8-25
City Mgr
till Hugh attend in October?
Fand
Jhat was cost of insert in r ',
ion brochure
8-25
Parks & Rec
ress-Citizen?
eleted. Explore alternatives to
Vice Department reclassification
8-25Police/Human
eclassification of Clerk/Typist
lo
Relations
Dispatcher.
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0
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Ys
I. ,. Ad
Informal Cow
August 24, 1!
Mobile Home I
RMH Zone
Civic Center
Riverfront Cc
Building lanc
Human Servicc
r
After 22years, downtown Iowa City
i
renewal s nearly complete
By JERALD HLnl/Hao by HARRY BAUMERT
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MICROFILMED BY
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CEDAR RAPIDS -DES MOINES
F._
Moribun' Bonds:
How They Hurt
Cities and States
Public works plans
languish. And
Reaganrs savings
certificates will.
make things worse.
By LESLIE WAYNE
THE bridges, the mads and the tun•
nels; tike so many concrete ribbons,
tie America together. And every.
where, the power generators, the Indus.
trial parks, the sewage treatment plants
and the recreation areae bring Ufa and
economic
ese vitality. But thmtmicipW
edifices are under assault, not by age or
neglect, but by something as dlarant and
1 dark days for state
The rax revolt that
funds, and now the only other- Important
aoea — borrowing in the municipal
bond market —ts In jeopardy, As well.
Investors have been frlghtmed out of
the market. Prices of the bands have been
tst�week� Atttthe same time, thM einterlesstt
rates that governments have to pay on
their new bonds, which move inversely to
Prices, have reached historic highs: The
Bond Buyer Index of 70 Average Mmtict•
pal good Yields lilt
are= 17,97 percent
on, states have had to endure a
In their credit ratlngs on wan
uncial measure that dictates
Pay on the bolds they issue.
V 10 states enjoy an AAA rat•
best, from Standard & poor'a.
rnestorymvetves mucin more than dol.
larsa d cants:
a In the state of Michigan, where
budget director Gerald H. Mule' has de.
ddb not to Issue bonds until rates drop,
Payments from the state to the university
system AM local aommunit tes am being
held up. Instead, these hinds are gating to
Pay for s prison and four state ofila
buildings that otherwise would be fi•
nanced with debt money if rates were
lower. "I'm not about to burden the tax.
Payers of rhe state with those Interest
rates for the next 20 or 30 leers," Mr.
MUlersaid. "That's notresponsible."
*Shawnee County. Kan.. pulled a sea
and mortgage bond Issue on the market
two weeks ago after only a quarter of the
bonds were sold At prices that would have
yielded over 10 percent. "There was little
or no investor Interest at those rates,"
Harley T. Duncan, assistant director of
the state budget division, sold. the
money was to be used to provide low.cat
mortgages for Shawnee Cowry homebuy
era.
a In Philadelphia, all projects that aro
not "100 per'cmt necessary" and that do
not show a "ahort•term payback" will not
be financed, according to G. Edward Do-
Save, the,clty's finance director. The Im.
Pact of Ws "won't be discernible a couple
of yeah out. It's a question of what 1t will
' AB this translates into an Immutable
fact of life for municipalities and their
residents: It cats man -every time ■
town, utility or state inters the debt mac
kets. Municipalities and, ultimately, the ,
taxpayers, face either ppaaying more for
capital projects, or acaung back on, the
level of services they have grown to ex.
pea, or both.
f•–"We're in for tremendous fiscal strain
and pressure over the next three or four
years, ' Ge xG us, dlrectorof Federal
rWAtions of the National league of Cities,
said, "It doam't man every city milers
the same. The Clevelands will suffer II
worse than the Haatons. Birt, It's a rough
time ahead. I wish I eoWd be more son-
guine, but I can't."
This bleak trend Is expected only to get
worse in days ahead. Oct. 1 mart the
debut of
now
tawemPt savings certin•
ates, pea to fifer Interest set at 70
percent of the prevailing one-year Trees-
nry bill rate. These certificates, designed
to aid the anlng savings and loan Indus.
try, eliminate the special advantage that
municipal bands had over most other se-
c Titles in that up tog1,000of intetesteach
year (112,0DO for a married couple) la tax
free, They sae expected to lure money
from the municipal markets and Increase
borrowing cats by municipalities by an
estimated f800 million to $l billion over
the next year.
Tax-exempt Investments, in general,
will become less attractive as a result of
the Reagan Administration's new eco•
nomlc program. The new tax bill reduce
the top tax rate on investment Income to
50 Percent from 70 Percent, thus
shrinking the market for tax+ empt
Investments as a form of tax shelter.
Moreover, reductions in the Federal
corporate Income tax rate will reduce
MICROFILMED BY
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CEDAR RAPIDS -DES MOVIES
by an estimated $2.3 billion the funds
coming into the coffers of the 15 states
that have their state corporate taxes
tied in some way to Federal corporate
tax rates. And it all comes at a time
when the Reagan budget Is scheduled
to cut Federal cerci to state and Iocal
governments by $13 billion for the 1982
nscai year, which also begins Oet. 1.
Ills catty coMuence of develop.
ments for state and local govern-
ments, however, has not altered the
Administration's optimistic forecast
for their futurewell-being• ." We'renot
Pleased by the aberration of Inflation
going up and the problems in the bond
market," Richard S. Williamson,
Assistant to -the president for Inter.
governmental affairs, said.
"Overall, he added, "we srin think
I economic protection is on course
and the biggest thing that Ronald Rea.
gan an do for the cities Is to give us a
healthy economy. A year from today,
there will be significant economic
growth forthe first time in many yeah
and the cities and rural a
the beneficiaries." reas will be
But Just getting through to that
promised heaithf er tommormw wlllbe
a.struggle for many local govern.
menta. The Crisis in the municipal
bond market has came about for many
reason, and few are within the power
of any muni cipaUty m control.
It's not as If there's a crunch and
the issues can't get sold," Frank P.
Wendt, chairman of John Nuveen &
Company, a municipal bond under.
writer firm, said. "The question is.
Whet is the pricer It's a matter of the
investor demanding a certain rate of
return. net's really the way it is in
the municipal markets.--
To
arkets."To attract investors to their issues.
municipalities are currently offering
tax-free rates in the 10 to 13 percent
range and higher, depending on their
ratings. (yields on municipal issues
are generally lower* than returns on
taxable issues since their returns are
tax-exempt.)
These record yields can bet ex.
plalned by something as simple as sup
plyand demand: An abundanceof new
bonds Issued by municipalities, carpo-
rations and the Federal Government
and a weakening investor demand for
fixed.Incomesecurltfes. When the sup.
ply by the issuers exceeds the demand
by investors, issuers must make their
bonds more attractive by offering a
high rate. Unlike the stock market,
where the shares of one company can
go up while the market is failing,
Prices In the bond market generally
move In the same direction.
/31/25'
Currently, the supply of new issues
of all debt is at record levels. in 1980,
for instance, corporations issued $X
billion in bonds, while municipalities
Issued $18 billion. By comparison, mu.
Ncipalitles generally Issued around
S29 billion annually throughout the late
1970'x. This year, corporations are ex-
pected to borrow a record $92 billion,
municipalities are expected at least to
maintain the levels of last year, while
the Federal Government is expected to
borrow 275 billion to 285 billion in the
fiscal year starting Oct. I.
"You have more debt and fewer
buyers,"
John O'Brien, a general part-
ner at Salomon Brothers, said. "And
You have the thundering herd of the
Government market coming down the
road for massive amounts of new capl.
This week the supply of municipal
bonds will be -enlarged again as the
Washington Public Power Supply Sys.
tem comes to market with a $W mil.
lion Issue, Part of a financing package
that is expected to ultimately total
$16.7 billion. The Issuing of so many of
has raised questions about the ability
of the market to absorb all of them.
Partly in response to this anticipated
bulge, the prices of existing Whoops
Issues fell sharplylast week. i
.. The Reagan Administration's reduce
au Percent from 70 Percent has dealt an
added blow to municipals by lessening
their Impact as a tax shelter vehicle.
- For Instance, a 10 percent tax-free
able yieleld Is d for an invesuivalent to tor in 70 per.
cent tax bracket. But this equivalent
yield drops to 20 Percent, when the tax
rate is SOpetcent.
There have also been dramatic
sluff; in those who bum municipal debt.
Commercial banks and casualty incur.
ance companies, the traditional under.
phmbig of the long-term municipal
market, have all but dropped out.
BankS. which once bought 60 percent
Of new municipal Issues, naw favor
Boating -rale investments over fixed-
rate investments.
This Yeo, banks are expected to buy
Only about le percent of the new issues,
And, the advent of lucrative tax leas•
ing ve
created new form's of tax
tax credits
shelter,
Casualty companies have dropped out
because inflation his pushed up their
costs and squeezed profits, reducing,
Neirneed for taxshelters.
11AMPS and casualty companies
B are not Investing with the
same vigor as prior years,"
Leon J. Karvelis, manager of municl.
PRI research at Merrill Lynch, Pierce,
Fenner & Smith, said. "They feel,
'I've been hit on the head long enough.'
Until they come back in a big way or
until volume drops considerably, the
state of the municipal markets will re.
mainpreearious."
Individual Investors, historically not
a force In the market, have now be.
come the biggest buyers, either acting
alone or as part of a municipal bond
mutual fund, Md their Impact has al.
ready been felt on yields. Wary of the
dramatic price drops that have oc-
curred in long-term municipal bonds,
private investors are Instead compet-
r of avaiL,
bleing for short-term issues. is high de-
mand has kept these short-term rates
atalowerlevel.
"There's a reluctance of a lot of peo.
pie to invest long," Robert M. Downey,
general
sadcets rated in mi,
nicfpals. Since the New York City
crisis, there isn't a lot of short-term
debt outstanding of high quality. But
there's a tremendous demand forit."
But the All Seers certificates may
wipe out this break for municipalities
on short-term rates. These certificates
threaten municipal bonds in two ways.
First, they are expecfid to lure many
small investors entirely out of the Mo.
niciPal market because their attrac-
tive one-year life span offers protec.
if on from price drops. And second, this
new competition for the short-term in-
vestor Is expected to raise rates by an
estimated 1 to 2 Percentage points.
The shifts in Purchasers' desires
have far-reaching consequences for
communities trying to Juggle their
capital budgets. Traditionally, com-
muNlies have tried to follow the sound
and conservate approach of matching
the length of their debt Issues with the
life of a project.
For instance, a sewage treatment
Plant with a 30.year expected life
would be financed by bonds maturing
in 30 ct fords, com.
munitl es may have rs. But to thto Issue more
short-term debt, exposing themselves
to the possibility of even higher inter.
eat Caen when theyseek financing sev.*
era, years later. This also makes it im.
Possible to estimate a pr9Ject's true
costs.
"MuniciPallties are going to have to
offer debt maturities that buyers are
willing to Purchase," Peter J. Gordon,
executive vice ?resident of. the T.
Rowe Price Tax -Free Income Fund,
said: "This means municipalities Issu.
fall, bonds in the 3. to 10 -year range
and offering. principal, Protection
through the use of floating rate
Issues.,,
theflende absorb more tof tthe riskk.
We're going to look more favorablyon
Issuers that are willing to work with us
rather than those that stick to the old
Edea of a 30. or40-year bond."
Already, a handful of municipalities
by starting �o es ue td two this demand
Ncipal commercial -exempt ma-
turity of 30 da macer' with a s on
this form of borrowing year. Rates en
lower than long-term g are somewhat
Percent to 10 g bonds—from 8
short-term, mnWclpalitlBy ess are betting
that rates will go down when they re.
tum to the markets for long-term fl.
rancing. But a wrong guess on the di.
ectlon of rates can be costly
This Is hardly good news for munici-
pal finance officers caught between
the rising cost of capital projects and
taxpayer revolts. Some have already
cut back on projects, and many will do
MICROFILMED BY
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CEDAR RAPIDS -DES 14011415
so in the furore. "If this situation stays
for five years;' Marlin L. Mosby, the
finance director of Memphis, Tenn.,
said, "we will have a change in what
people have gotten used to in a certain
level of services. They won't have it."
High interest rates have forced Mr.
Mosby to cut his capital budget in half,
eliminating street•widening and
dmluing Projects, community centers
andparks.
The impact of all this varies, cl-
Pending on a mualclpalltY's economic
strength, capital needs and bond rat
'ng- But even a city like Minneapolis,
which enjoys an AAA credit rating,
finds that high rates have forced It to
seek funds only for projects that will
generate revenues.
"I don't like the fact that on Aug, 1,
we paid $11.5 million in interest on our
tax -supported bonds," Mary B. Des.
Roches, Minneapolis comptro0er-
treasurer, said. That was double
what we would have paid In 1978 for the
same project. That Is just a huge cost
to the ciiy. - metalling the receipt of
bids from Investment houses: .We
gasped when we opened the bids,,,
Miss DesRoches said. "I don't know
what we would do if we had opened the
bids today. Probably fainted."
THERE are also the public policy
questions that arise when munici-
Palites adopt a abort nlanninu
•" aurr. ThIs is teat ap.
proedt in the long
lustrated with the situation facedtby
the Massachusetts Municipal Whole_
sale Electric Company, a utility coop.
erative In Ludlow, Mass.. that lural.
Shea power m 33 munlcipaBtles. Over
. the last five years, the utility hoe bor-
rowed $872 million at costs ranging
from 6 m 13.38pereent.
The utlllty has found that for every
$100 million project, S30 million goes
for bricks and mortar, while the other
$50 million goes to cover Interest costs
until the plant can generate revenue.
To reduce interest costs, only Plan;
that can be built in the shortest time
Period get done, its ilting in smaller,
economics -we iose the
Phillip C. Omess, the utilitys general
manager, said. We're tra for a
shorter cotutroOrion time to reducein.
terest costs. But that plant will operate
at a higher cost throughout its life and
won't be as efficient in terms of quality
of output "
On the state level, the Impact of the
reduction In Federal Personal income
tax rates; Impossible to determine.
For Instance, l8 states permit taxpay.
ers to deduct their Federal taxes from
their state taxable income. Thus, tax.
payer savings in Federal taxes will be
offset by a rise in state taxes.
But, reductions in state corporate
tax levels because of liberalized Fed.'
Bial depreciation schedules will cost
states about 32 billion next year, ac.
cording to the National Governors As.
soclatlon.
13 7e
Jack A. Brizius, a private consultant
and former research director of the
governors association, notes that state
budget directors try to budget a sur-
plus equal to 5 percent of their antici-
pated expenditures to cover the un-
even receipt of taxes. This 5 percent,
generally carried from year to year, is
being cut tot percent In most states, as
state officials use it to cover Immedi-
ate costs.
Ironically, that same investor who is
demanding the high yields in his tax-
exempt investment, may end up pay-
ing for those yields In the form of re-
duced services or higher taxes at the
local, level. "It's a two-sided coin:'
Mr. Karvells of Merrill Lynch said.
And the same Is true for the taxpayer
who favors cuts in Federal taxes and
Federal spending, but may have to
pick up the tab for abandoned Federal
programs or live with the reduced
services. "Somewhere," said Hyman
C. Grossman, chairman of Standard &
Pooes municipal bond rating board,
"therewill have to be a cutback" .■
INVESTORS: THINK QUALITY
The record -low prices being(
set In the municipal bond market
present what bond dealers call a
"buying opportunity." It is not,
however, an unqualified buy
recommendation. Investors best
suited to municipal bonds are
those whose marginal tax rate Is
above 30 percent and who are
'seeking a steady source of tax-
free Income from the bond cou-
pon and are not Interested In
playing bond prices.
The simple equation of all
bonds is that as yields rise,
prices fall. Currently, an Investor
holding a tax-exempt bond with a
6 percent coupon, or Interest
rate, would have to sell that bond
at a big discount since other mu-
niclpals are yielding twice that.
According to James A. Leben-
thal, chairman of Lebenthel A
Company, municipal bonds ere ,
best suited for those who have
already bought an All Savers
certificate, who have additional
funds they want to put Into a tax-
exempt Investment and who are
willing to tie up their funds for the
life of the bond.
Leon J. Karvelis Jr., manager
of municipal research at Merrill
Lynch; recommends purchase of
only investment grade bonds—
those with ratings between AAA
and A. "When times are tough,
buyers Nee to quality," he said.
This means the Investor will al-
ways be able to find a buyer for
his bond. The trade-off on qual-
Ity, though, Is return. Higher
quality Issues offer lower yields.
Alternatives to buying a single
bond Issue are municipal bond
mutual funds and municipal bond
unit trusts.
A municipal bond mutual fund
Is a collection of bonds that are
managed by a professional man-
ager and each Investor holds a
share of the fund. An Investor's
return Is determined by the cou-
pon Income from the bonds and
the gains or losses from the
manager's buying and selling.
A unit trust Is a collection of
bonds that have been put Into a
trust and the coupon Income is
divided among the purchasers of
a trust unit. There is virtually no
buying and selling of bonds once
they are In the trust, which Itself
has a specified life. In recent
times, the trusts have generally
outperformed the mutual funds.
MICROFILMED BY
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CEDAR RAPIDS -DES MOINES
L."
13 75'
.7
J
be New �9ork 67i
Su:
M I CROF ILMI.1, B'
JORM MICROLAB
iF DAP urrr I' �'.I
137
-.7
A CITIZEN'S SUGGESTION:
Silence Is Golden
Daily we are bombarded by noise from
trucks, street repairs, radios. And we're
paying the price.
As far back as 1927, raise was iden.
dfl=d as a slow agent of death. Studies
"tcC,y bnve !inked noise pollution not
only to hearing difficulties bLit also to in-
somnia, ulcers, hill'[ blood pressure n..d
heart disease. As %vcI!, azny stud!,; r_ --
veal a 25- to 30-p:rccnt increase in rcry
ous breakdown admissions to hospitals
located near airports.
What's the solution to this auditory
assault? Simple: Buy earplugs. The inex-
pensive variety will do just fine. Earplugs
should be even more commonplace than
sunglasses.
Dr. Lillian Glass
Univ. of So. CaUSchool ofVedicine
Family Weekly
IY74
MICROFILMED BY
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CEDAR RAPIDS -DES MOINES
aid
Ny Tf,"FS
/L) RN5.8/
Sudden, Workers Want to be More Productive
During the past 18 months I have inter-
viewed nearly 3,000 manufacturing and
clerical employes across the country and
found that over two-thirds, of them want
their managers to have. higher expecta.
tionsof them and to be firmer In maintain-
ing company standards of, performance
and behavior. They resent co-workers who
frequently are late, absent or unproductive
Manager's Journal
by Robert W. Goldfarb.
and have little respect for supervisors who
tolerate such behavior.
In over 70 years as a manager and
management consultant I have never be-
fore encountered so many hourly employes
who acknowledge that managers have both
the right and obligation to expect high
levels of performance. Over halL the am-
ployes I have interviewed fault themselves
and their supervisors for falling to confront=
co-workers whose work habits have
'blunted productivity and quality.
In some cases, employes are acting on
their own initiative to shape things'up, es-
. pecially when they:fear layoffs and plant
On their own: hdtlative. sales and cler(-Z
cat employes of a large New York City de-
partmeni store recently.: held a series off;
meetings to discuss shoplifting and Internal
thievery. which pjagued the, store. Bm-
ploy'es confessed to each other they were,
reluctant to report dishonest fellow work•
erf and fearful of confronting shoplifters,
some of whomappeared to be working In -
concert with salespeople.
After hours of discussion, the employes'
agreed they would report dishonesty co-
workers and would help each other In Iden•
tltying,shOPliffers to security officers. If
threatened with -,retaliation, they would:
travel In }roupa hn and from the store. '
'In the first'three'months of 1981, itore,
employesreported'irtore thefts than they;
had during all of 1988: preliminary first.-'*
quarter rcpord•iodkV6 a slgnlficant.de•.;
c8ne-fn lasses.' ;
When I-aSliedd ei,hpl'oyes"what prompted
then to report acts they previously had
Overlooked, virtually. all expressed. a siml•-
lar feeling: "They were stealing our Jobs.'
`Mlnagement might -close: this store: if"
.-lasses continue. Thieves can always find,
smother. store to steal from.'l ndgbt not,
And another tomork In:'
In a rural Ohio factory,
actoryproducing pack•
aging, containers, employes also recently,
sided with management against their peers'
when' several, assembly workers, angry at
a reduction In their overtime, earnings,
held burning rags under the plant's'sprin-
kler system. Water gushing from the sprin•
• klers quickly damaged machinery and ma.
tertal throughout the plant.'
Within an hour, a small group of em-
ployes *presenting a cross section of the
work force told the plant manager thaE the
entire shift volunteered to work without
pay to-clean.the factory and repair dam•
aged equipment. They added that those re•
sponslble for the incident would report to
his office atter the plant had been cleaned.
The plant manager says that as rd- -
MICROFILMED BY
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CEDAR RAPIDS -DES MOINES
,cendy as a year ago It would have been In-
conceivable for employes to work without
pay for any reason or even to report the
most destructive acts of co-workers: He.
said, "The people who came to me and val-
unteered to repair the damage are oulspo-
ken union members and still are quick to
Me grievances. But they, told me they re-
fused to allow a pandful of troublemakers
to Jeopardize hundreds of Jobs. A year ago
they would have defended any members of
the union and would have pulled a walkdat
when we fired Nem. There's a new mood.
on the Plant floor."
Three-fifths of the employes I have in- ;
terviewed acknowledge that 'over the years
they worked well below capacity—either to
assurg the availability of work at overtime
rates or, when sales lagged, to have safff- '
cleat work to fill an,elght-hour shff .' Many '
admitted that they "probably gave the
man six hougs of honest work every eight.
hours." These same employes, however. •-
now are directly and Indiredtly indicating.,
to their supervisors that they are willing to
work harder to meet higher levels of pro.
duction and quality. i
The reasons. for fids change N attitude
are not completely clear. Perhaps It is due
to a realization that workers', Jobs will be:
put In Jeopardy If workplaces remain an
competitive.. Perhaps there is a personal.''
commitment to, work harder to restore -
American pride, which has been' humbled
in the streets by Iranians* and. Infactories
by the Japanese.
But whatever the reasons, more and
more employps appear unwilling to'shield'.
unproductive co-workers and ready to ac- .
cept more-rigomus. standards of perfor-.,
i
mance. It s essential that managers work:
with employes to make the most of this ex--
h8areting opportunity. r
Mr. Oofdfarb, president of a manage-
ment consulting firm in New York, works
with companies to improve productivity.
137Goj