HomeMy WebLinkAbout1980-06-17 Info PacketCity of Iowa City
MEMORANDUM
DATE: May 20, 1980
TO: CiCouncil
FROM: CiManager
RE: Manager Evaluation
The Council agreed that information provided by the department heads would
be used to assist the City Council with the evaluation of the City Manager.
Three complete evaluations were received from department heads based upon
the city manager evaluation form, enclosed. The Manager has included some
comments on certain portions of the evaluations. You will note conflicting
opinions such as, "very little long-range planning" and "very strong.....
it
I would suggest that this form be used as a guide for City Council discussion.
Within the next several weeks I will schedule a time during informal session
for evaluation of the City Manager. If you desire other information in the
interim, please contact me.
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City of Iowa City
MEMORANDUM
DATE: May 20, 1980
TO: CiCouncil
FROM: CiManager
RE: Manager Evaluation
The Council agreed that information provided by the department heads would
be used to assist the City Council with the evaluation of the City Manager.
Three complete evaluations were received from department heads based upon
the city manager evaluation form, enclosed. The Manager has included some
comments on certain portions of the evaluations. You will note conflicting
opinions such as, "very little long-range planning" and "very strong.....
it
I would suggest that this form be used as a guide for City Council discussion.
Within the next several weeks I will schedule a time during informal session
for evaluation of the City Manager. If you desire other information in the
interim, please contact me.
MICROFILMED BY
JORM MICR+LA13
CEDAR RAPIDS • DES MOINES
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CITY MANAGER EVALUATION
ORGANIZATIONAL
*Plans and organizes the work that as Into provlding services established by pair and
MANAGEMENT:
end current decisions of the Counc11.
'Plant and organizes work that carries out pollcle adopted by Council and developed
by staff.
-Plans and organizes responas to pubilc requests end complaints or arose of concern
brought to the attention of staff �iy Council and staff.
-Evaluating and keeping up with current technology.
-Select ng, loading, directing and developing staff members.
FISCAL
•Plans and organizes the reparation of anannual budget with documentation, etc.
MANAGEMENT:
that conforms to guldelPnes edopledby the Council.
-Plans, organizes and adminlsters the adopted budget wlthln approved revenues and
expenditures.
•Plant, or nlzes and super vital most economic utilization of manpower, materials,
and me nary.
-Plant and organizes a system of reports for Council that provides most up Iodate
data available conarnl ex nditurn and revenue.
PHYSICA
am an organizes ma ntwnn o tyowrnod acetic n, bullclingo, and equ pmant.
PLANT
-Piano and organizes maximum utilization of public facilities,
MANAGEMENT:
-Plans end organizer a system of preventative maintenance for buildings, facilities. and
'
equipment,
'plan'and organizes acquiafrlon and retlnmenl of unused, unnetaswry, a worn out
bulldln IscllltleI end It cel mens.
PROGRAM
-Plans and orgenizes ongoing progrems and services to the City Government.
DEVELOPMENT
-Plans and orgenlzae work Involved In resaarchln g program ouggwtlone by Council and
AND
stiff and the reporting of the results of analysis.
FOLLOW-THROUGH:
.Maintains knowledge of current end Innovative trends In the area of services being pro-
vided by local Governments, and incorporates that knowledge In program sugpestione
and research.
'Plan s and organizes work astigrad by the Council to that It it completed with dispatch
and eHidency,
•Pans, organizes and supervisor Implementation of programs adopted or approved by
CQ....cil,
RELATIONS WITH
•Maintains effective communiulions, both vorbal and written, vrith Council.
MAYORAND
-Maintairdivellability to Council, el the r personally or through designated ouboodim its.
COUNCIL:
•EstablisMt and maintains a system of reporting to Council currant plain and activities
of the staff,
-Plans and organizes matesiafe far praanutions to the Council, either verbally or orally,
In the mat concise elesr coed cons ahamiw manna is
LONG RANGE
-Maintains a knowledge of now technologies, systema, methods, etc. In relation to city
PLANNING:
City sarvfces.
-Keep s Council advised of new and Impending legislation and developments In the area
of public policy.
-Plans end organize: a process of program planning In anticipation of future needs and
problems.
-Establishes and maintains an awareness of developmano occurring within other cities
or other Jurisdictions that rray hove an Inspect on City ectivitln.
•Plans, mpanines and in In •posse for community gab to be
I"blbhing
sppro 0 or adopted by Counell and monitoring and rtafua negating.
RE LATIONSHIPS
•Plant, organizes end maintains training of employees In contact rrlth the public, esder
WITH PUBLIC:
by phone or In person.
,Ensure that an attitude and foollry of helpfufnees, courtesy, end sensitivity to public
perception exists in employen oombg in ooestact valth the public.
•Establishes and maintains an image of the City to the Community that represents
service, vitality and protewiorsafnsmt.
,Establishes and maintains a liaison with prlvete nonygwwernnsental agencies, organize,
lions and groups Involved In wen of concern that rents to services or activities of the City.
INTERGOVERN•
•Maintains swereneu of deveilopnanta and plans In other Jurldiglom that may relate
MENTAL
to or affect City Government,
RELATIONS:
'Establishes and maintains a liaison with other governmental Jurisdictions In those areae
of service that Improve or enhance the City's programs,
'Maintains communications with gnvernmsantal Jurisdictions with which the City is
involved or interfaces,
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March 11, 1980 /J
City Manager Evaluation
1. Organizational Management: Responsive to Council's needs and
requests for additional information. Oftentimes makes duplicate
assignments to different departments so at -'is a duplication of
effort rather than a team effort. Interested in current technology
and stays informed of new developments. When problem exists with
performance by staff, does not deal with it limmediatel this has
led to frustration and poor morale among other staff. ;
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2. Fiscal Management: Relatively good. Could be more aggressive in j
iproposing financial -related recommendations to Council.
3. Physical Plant Management: Goad at developing policies and in / 1
monitoring periodically for improvement.
4. Program Development: Good at organizing programs and recognizing t
the need for development of programs. Very good at keeping on top
ijaynoyaesrpa
d_aecial projects at once. Could do more monitoring of
of y di�scussedFinanceDepartmentquarterls or yore uation of reportsBO . we
have never
r�
5� Relations with Ma or and Council: Usually good. Could be more
supportive of staff recomnendations and work when Council is overly
L critical (i.e., staff provides too much information or not enough I
i formation). Should monitor staff input and then stand behind any
Inf
at -ion sen to ouncil or do 't end i to Co cil.
6. Long Range Planet ng: Very little long-range planning done by this City
governnnent. We re so busy with the everyday crisis that there isn't
G T e f r it. I would like to see more encouragement of long-range j
planning and more management teamwork with planning done by department g
heads working as a group. Many other department heads have indicated
a willingness for such a team -planning approach. -- i
7. Relationshi s with Public: Has the respect of the general public, jl
mainta ns a favorable image and appears to work well with public on j
a one-to-one basis.
8. Inter overnmental Relati nshi s: Works well with other governmental j
agent es. Is current y encouraging more intergovernmental cooperation.
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City Manager Evaluation, Page 2
VII. Relationship with Public (Continued)
as far as you were concerned, the public was always right, and the staff
was always wrong, but I think I see some change lately, being more supportive
of staff.
VIII. Intergovernmental Relations: A -
Everything is fine here, as far as I know.
CONCLUSIONS
First of all, I don't like the rating form; it doesn't seem to ask the right
questions.
As per previous discussions and remarks, your weak area (and your only weak
area) is in the handling of personnel matters. Somehow, you need to maintain
control, but let someone else advise you, or do it for you under some
guidelines (perhaps Dale Helling).
There is some feeling among department heads that they are not being treated
fairly. You need to meet this head-on, and straighten out any misunderstand-
ings or misconceptions.
Overall grade A- to D+.
MICROFILMED BY
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CITY MANAGER EVALUATION
ORGANIZATIONAL 'Plans and organizes the work that goes into providing
MANAGEMENT: services established by past and current decisions of
the Council.
The City Manager does a thorough job of planning,
organizing and implementing those services established
by past and current council decisions.
'Plans and organizes work that carries out policies adopted
by Council and developed by staff.
The City Manager takes the necessary steps to assure that
any policies adopted by Council are fully carried out.
'Plans and organizes responses to public requests and
complaints or areas of concern brought to the attention
of staff by Council and staff.
To my knowledge,very few, if any request or complaints fall
through the cracks. All are directed to the proper source and
to the best of my knowledge are also followed upon as to
outcome - or results.
'Evaluating and keeping up with current technology.
From my observation I feel there is a real and definite effort
made in this area.
'Selecting, leading, directing and developing staff members.
I feel there is a sincere and an effective effort in this area -
especially in the directing and developing of staff members.
FISCAL Plans and organizes the preparation of an annual budget with
MANAGEMENT: documentation, etc. that conforms to guidelines adopted by
the Council.
The City Manager does an excellent job of organizing and
preparing annual budget that conforms to guidelines adopted
by the Council.
Plans, organizes and administers the adopted budget within
approved revenues and expenditures.
The City Manager does a very effective job of monitoring
departments budgets as they proceed through fiscal year.
Plans, organizes and supervises most economic utilization of
manpower, materials, and machinery.
I feel the City Manager is very much concerned and involved
in the most economic utilization of personnel, materials
and machinery.
Plans and organizes a system of reports for Council that provides
most up-to-date data available concerning expenditures and
revenue.
From my personal observations the City Manager is extremely
thorough in these areas.
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PHYSICAL 'Plans and organizes maintenance of City -owned facilities,
PLANT buildings, and equipment.
MANAGEMENT: I don't know the amount of planning and organizing that is
done in this area, but when maintenance requests, or problems
are brought to his attention there are decisions made regarding
those requests. I feel the City Manager, for the most part,
leaves a great deal of the routine maintenance problems to
Department Heads as it should be.
'Plans and organizes maximum utilization of public facilities.
I don't feel there is much choice in this matter, because
of the great demand on facilities. I do, however, feel that
facilities are being very well utilized.
'Plans and organizes a system of preventative maintenance
for buildings, facilities, and equipment.
The City Manager has the overall responsibility in this area,
and it appears to be reasonably organized.
PROGRAM 'Plans and organizes on-going programs and services to the
DEVELOPMENT City Government,
AND From my observations the City Manager does an excellent
FOLLOW-THROUGH job in organizing on-going programs and services.
Plans and organizes work involved in researching program
suggestions by Council and staff and the reporting of
the results of analysis.
I do not have a great deal of personal experience with
the City Manager in this area. However, what little
I'm aware of appears to be satisfactory.
'Maintains knowledge of current and innovative trends in
the area of services being provided by local Governments,
and incorporates that knowledge in program suggestions
and research.
I feel the City Manager keeps very much abreast of things
in this area.
'Plans and organizes work assigned by the Council so that
it is completed with dispatch and efficiency.
The City Manager is attentive in this area. Does an
excellent job.
Plans, organizes and supervises implementation of programs
adopted or approved by Council.
The City Manager gives special attention to anything adopted
or approved by Council. Does quite well in this area.
US,
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RELATIONS WITH
t4aintains effective communications, both verbal and
MAYOR AND
written with Council.
COUNCIL:
I think the City Manager maintains excellent lines of
couununication with Council.
'Maintains availability to Council, either personally or through
designated subordinates.
From my observations there is always a person in authority
available to Council members.
'Establishes and maintains a system of reporting to Council
j
current plans and activities of the staff.
I don't know if there is a specific system for this but
the reporting is made to Council.
'Plans and organizes materials for presentations to the
Council, eigher verbally or orally, in the most concise,
clear, and comprehensive mannerpossible.
I feel the City Manager is most always as clear and concise
_,.:_..:.__._. ...
as possible.
LONG RANC,E
'Maintains a knowledge of new technologies, systems, methods,
PLANNING:
etc. in relation to City services.
I feel the City Manager keeps up quite well in these areas and
certainly seems to have an overal view of all City services.
'Keeps Council advised of new and impending legislation and
developments in the area of public policy.
The City Manager does an exceptionally fine job in this area.
'Plans and organizes a process of program planning in
anticipation of future needs and problems.
The City Manager does a good job of retaining information
from Department Heads and others.
'Establishes and maintains an awareness of developments occurring
within other cities of other jurisdictions that may have an impact
on City activities.
i
I have no overwhelming evidence of this, but I am sure the
City Manager would, as it is so much to his and everybody's
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advantage.
'Plans, organizes and maintains a process for establishing
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community goals to be approved or adopted by Council and
monitoring and status reporting.
I would assume the City Manager would also be effective in
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this area.
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RELATIONSHIPS 'Plans, organizes and maintains training or employees in contact
WITH PUBLIC with the public, either by phone or in person.
The City Manager puts a great deal of effort and concern in this
area. If a problem arises in dealing with the public he brings
it up at staff meetings and follows up with a memo.
'Ensures that an attitude and feeling of helpfulness, courtesy,
and sensitivity to public perception exists in employees
coming in contact with the public.
This is acontinuous job when dealing with nearly four hundred
employees, but the manager is quite successful in this area.
'Establishes and maintains an image of the City to the
Community that represents service, vitality and professionalism.
I feel the City Manager makes every possible effort in this
area, not only by setting the example but insisting that all
employees do likewise.
'Establishes and maintains a liaison with private non-governmental
agencies, organizations and groups involved in areas of concern
that relate to services or activities of the City. '
Although not entirely 100% successful in all areas, I feel no
more could be asked.
INTERGOVERN- 'Maintains awareness of developments and plans in other
MENTAL jurisdictions in those areas of service that improve or
RELATIONS: enhance the City's programs.
I feel the City Manaqer is always very much on top of things
that possibly could'affect City Government.
'Establishes and maintains a liaison with other governmental
juridictions in those areas of service that improve or
enhance the City's programs.
As a concerned City Manager I am sure he does.
'Maintains communications with governmental jurisdictions with
which the City is involved or interfaces.
The City Manager does an excellent job establishing and
maintaining communications.
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I. Organizational Managenient: C
You are very strong here, except for the item regarding leading and
j developing staff members, which is your major weakness. As per previous
discussions and written evaluations, you need to seek advice from knowledge-
able moderate people regarding personnel decisions. You need to be more
�// concerned with your staff's desires, ambitions, and aspirations. You must
o your best to generate a work climate where your good people can produce
ins tea ofivi(fj/g yp, and eventual} leaving.
, 12_e*6%
II. Fiscal Management: D
On some points you are good, but there are a couple of recent developments
that bother me. Maybe no one could help it, but this year's budget process
was a fiasco. Perhaps it was just a case of less potential revenue than
expected, coupled with a shift of direction by the Council. Whatever it
was, y u m st keep the confusip_n and uncertainty to a minimum in the future.
My othEr ar a oLt f concern is the 'insurance matter. I don't know 1f we are
100% clean or not, but the public wonders. Shouldn't we have known earlier
that something was wrong? Should it (or did it) take an outside audit to
uncover this?
III. Physical Plant Management: A -
In general you are good'here. Sometimes you expect too much of Maintenance
Worker I's (janitors),
IV. Program Development and Follow -Through: A
Probably your strongest suit. As previously mentioned (and forwarded on to
Council), you deserve tremendous credit for the success of urban renewal.
V. Relations with Mayor and Council: A
Very strong here. As far as I know, your only serious problem was a couple
of years ago when you were accused of counting votes!
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VI. Long Range Planning: A
Very strong here. No weaknesses that I am aware of.
VII. Relationship with Public: A -
Everyone realizes that this is a difficult city to govern, with self-
appointed experts everywhere. Previously I felt that in too many cases,
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City of Iowa City
MEMORANDUM
DATE: June 5, 1980
TO: Department Heads, Agencies funded by Aid to Agencies,
Human Rights Commission
FROM: Cit fot Iger
RE: Revenue Sharing Complaint
A complaint has been filed with the Federal Office of Revenue Sharing
charging that the City has used federal revenue sharing funds in viola-
tion of the Revenue Sharing Act. It apparently charges discrimination
against women and minorities in recruitment and employment and also
failure to use any minority contractors. At this time we have no other
information concerning the complaint.
The Federal regulations also apply to any agency funded with Revenue
Sharing. This includes City support of human service agencies. These
agencies may be contacted during the investigation.
Any inquiry which you receive concerning this complaint is to be directed
to Ms. Linda Woito, Assistant City Attorney, who has been assigned respon-
sibility for this matter. All information or news media comment related
to this investigation will be provided by Ms. Woito.
cc: City Council
John Hayek, City Attorney
Linda Woito, Assistant City Attorney
Dale Helling, Assistant City Manager
Rosemary Vitosh, Director of Finance
Melvin Jones, Budget Administrator
Sophie Zukrowski, Affirmative Action Compliance Analyst
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June 6, 1980
Mr. Richard Plastino
3406 Arbor Drive
Iowa City, IA 52240
Dear Dick:
I wish to express, on behalf of the City Council of Iowa City, our
sincere gratitude for the services you have rendered to the citizens
of our community during your nearly six-year tenure as Director of
Public Works. The City of Iowa City will continue long after your
departure to experience the benefits of your extremely competent
professionalism, your commendable performance as an innovative and
progressive administrator, and your genuine personal concern for the
present and future welfare of our City and citizens.
Your leaving is indeed a loss for Iowa City. The City Council has
expressed this sentiment publicly and as individuals we have
personally shared our regrets concerning your departure. However,
it is always gratifying when a deserving City employee is able to
seize upon an opportun;ty for career advancement. Please accept my
heartiest congratulations.
Your accomplishments as Director of Public Works will not be
forgotten and will continue to be a positive, constructive influence
in our community. I am certain that your success will continue in
Lakewood and that the citizens of that community will soon realize
the benefit of your professional and personal dedication.
I wish you every success for the future and I thank you for your
service as an employee and a citizen of Iowa City.
Sincerely yours,
John R. Balmer
Mayor
cc: City Council
City Manager
Personnel File
1 bj/sp
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//67
May 29, 1980
The Honorable Arthur Small
427 Bayard St.
Iowa City, Iowa 52240
Dear Senator Small:
I wish to thank you on behalf of the City Council and the City of Iowa
City for your successful efforts in the repeal of the State Housing
Code and the passage of House File 2536. I am confident that not
only Iowa City but also other cities in the state will find this a
vast improvement. It will allow us to more efficiently and
economically enforce a viable and acceptable housing code program
without the cumbersome and costly constraints of the outdated
Chapter 413 Housing and Occupancy Code. I believe this achievement
represents a shining example of progressive legislation which will
benefit all citizens and address the current needs of landlords,
tenants, and enforcement agencies alike.
Your efforts in this matter are greatly appreciated.
Sincerely yours,
John R. Balmer
Mayor
bj/sp
cc: City Council
City Manager
Mike Kucharzak, Director
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Housing & Inspection Services
Same letter sent to
Representatives
Jean Lloyd -Jones
and Dale Hibbs
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�'Ity of Iowa City
MEMORANDUM
Date: June 4, 1980
To: City Manager and City Council
From: Hugh Mose, Transit Manager,.
Re: Bus Charter Service ,
The Iowa City Coach Company, the local school bus operator, has recently
discontinued providing buses for charter service to anyone besides the
public schools. Therefore, persons who formerly were arranging bus
transportation from Mr. Negus are now approaching the Transit Division
with requests for charter service.
Until now the Transit Division has never had a specific charter policy,
other than to refer all requests for such service to the Iowa City Coach
Company. The only special services we have provided have been.for other
City departments and for the annual Home Builders tour.
The discontinuation of Iowa City Coach Company's charter service is bound
to increase the demand placed on our system for charter work. We are
reluctant to accept any charter requests for the following reasons:
1. On weekdays during the school year we simply do not have any extra
buses that can be used for special charters. Furthermore, we count
on evenings, weekends and summer, when extra buses are available, to
catch up on our bus maintenance.
2. The demand for charter service will almost certainly exceed our
ability to provide it, and we will have to decide which requests to
accept and which to reject.
3. Even at a rate of $20 per hour charter service will be barely a break
even proposition. Also, the wear and tear on the vehicles, the
unavailability of buses and drivers committed to charter work, and
the additional administrative work entailed makes charter service
marginal at best.
Therefore, it is recommended that the City Council adopt a policy that no
charter work be performed for any organization other than the City
government. The refusal of any and all charter requests will enable us to
concentrate our resources on the provision of regular line -haul transit
service.
bj3/8 JUN G- 1960
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City of Iowa Ch,
MEMORANDUM
DATE: rune 2, 1980
TO: Heal Berlin, City Manager
City Council Members
FROM: Harvey D. Miller, Police Chief
RE: Northside Lighting Project Evaluation
The attached letter from Carol Worlan, Director of the
Eastern Iowa Area Crime Commission indicates a degree of
frustration I share in attempting to obtain funds for
the evaluation portion of the Northside Lighting Project.
I have contacted several potential sources of funding,
or assistance for the evaluation phase and -have received
vague verbal support but no offers of technical assistance
or money. Frankly, with the present state of the economy,
budget cuts and the shrinking, of private resources evident
now, the money chest is bare.
I think this project is important not only as a means
'to increase the probabilities of personal and property
safety, but also as an experiment which, if successful
might be an alternative that will soften the economic
impact occasioned by the very real present and the very
obvious future need for .increased numbers Of police
Personnel.
As I recall conversations of the Council in regard to the
Northside Lighting Project, it comes to me that up to
$10,000 of City money might be committed to the Project.
C.L.A.S.S. and I estimate that the eighteen month long
evaluation project will. cost $3,500 to $4,000. The
Project should be completer], in my judgement, even if .it
means scaling it down somewhat below the original plan.
TO fund the: evaulation of the Project I sug.,gest that 43 ,500 to
$4,000 be taken from the 41.0,000 and the Project area reducerl
if needed to match t}le reduction in ava-ilable monies.
C.L.A.S.S. and I would appreciate 45 minutes of Counci.l t:irne
at the informal session on Monday, June 30, 1980 to i.rcuss
the Project; indicate by a slide presentation the o dincmr.
in the affected areas; and, to suggest possible sources Of
funding for the evaluation.
MICROFILMED BY
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9.
May 21, 1980
Harvey D. Miller, Chief of police
lown City Police Department
low;' City Civic Center
41O E. Washington StrOLIL
Iowa City, Towa 52240
Dear Harvey:
RAYMOND K. BAKER, Chnlrmaa
CAROL A. WORLAN, Diroclor
On May 19, T met with Mr. Sandy Fein, State Planning Agency Research Manager,
to discuss the possibi.l.lty of staff support and/or funds for the Towa City
Lighting Project eval.untlon. Due to the tenuous nature of the LEAA program at
tills time as well. as the evaluation needing to be conducted over an 18 month
period, Mr. Fein cannot commit staff resources to this effort. Mr. Fein did
keep a copy of the project information for review and stated that if funds be-
come available he would assist in the grant development process. Cenerally,
however, it was my impression that due to LEAA's potential financial cuts,
Fonda which would be available for such an effort will be utIllzed for continua-
tion projects ns opposed to Initial. projects.
AddlllonnAly, I have tnl.ked with Mr. Roll.le Iloffman is a follow-up Po our full [III
convvrsaLlon and the only rlsslsLance. which Mr., ilnffman could nmevrtnlo might In,
avallnble Is In the form of existing survey Instruments rind recent evnluntlulls,
Such Information rnn be obtained from Mr. Karl A. Seger, Corporate Consultants,
4424 Sutherland Avenue, Knoxville, Tennessee 77919. When contacting tilts firm
you may want to indicate that you are requesting this information upon the
suggestion of Mr. Roffman.
T wish that I could be more optimistic about Identifying funds for the lighting
project evaluation but T am afraid that my resources and conversations have not
reached fruition. 1 am planning to attend the informal meetln}, of the Iowa City
Council on June 2, in order to lend my support to the committee's efforts but
will most likely not be in a position to commit this Agency to nny finnnclnl
assistance.
Sincerely,
Carol A. Worlan
Director
CAW/kgm
cc: File
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^ City of Iowa Cif")
MEMORANDUM
Date: May 30, 1980
To: Iowa City City Council.
From: Lori Benz, Senior Center Program Specialist
Re: Older Americans Fair
In observance of Older Americans Month, over 200 elderly citizens of Iowa
City and Johnson County attended the third annual Older Americans Fair on
May 23, 1980, at the Iowa City Recreation Center. The fair was completely
planned, organized, and directed by members of the Council of Elders, the
citizen group which is advisory to the Senior Center Commission and staff.
Technical assistance was provided by the Senior Center staff.
Reflecting the diverse interests and extensive resources and talents in
the elderly community, over 20 displays of individual hobbies and collec-
tions were exhibited. The two-part program featured performances by the
elderly which included reading original poetry, musical entertainment,
storytelling, dancing, and reminiscing about Iowa City.
Service organizations and agencies took advantage of the event to display
and distribute program information which is of particular interest to the
elderly. Representatives of the following organizations were available
to discuss their services: AARP, SEATS Bus, Visiting Nurses Association,
Social Security, 60 Plus Place, NARFE, Iowa City Public Library, MECCA,
Social Services, Gerontology Project, Senior Center, American Red Cross,
Johnson County Extension Service, and the Congregate Meals Program. In
addition, Red Cross volunteers demonstrated first aid to choking victims,
and Congregate Meals sponsored a nutrition tasting bar and a create -a -menu
contest.
Finally, the fair included the election of eight individuals to the
Council of Elders for two-year terms. Those who were elected are: Leo
and Kay Cain, Kathryn O'Brien, Bernice Holub, Clark "Doc" Mighel,
Jeannette Moore, Gwen Pudgil, and Ruth Muir.
The enthusiasm and participation of the elderly in this annual community
event once again made it a resounding success.
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POLICE DEPARTMENT
Report for May, 1980
f
The record of events for May indicates no dramatic changes. How-
ever, a slow but steady increase in citizen generated requests
for police services can be noted. May requests for services
increased by about 100 over April. Assault; larceny/theft;
reported sex offenses; offenses against family and children;
OMVUI; suspicion; assists and service; alarms; attempts to
locate; civil problems; miscellaneous investigations and hazard-
ous traffic violations increased markedly.
Arrests; citations and tickets dropped in May to 2022 as compared
to 3327 in April, led by a major decrease in the number of traffic
tickets and moving violation citations.
Cases assigned for investigation to the Detective Division
increased slightly over the prior month. A considerable amount
of investigative time was spent in internal investigations and
major case preparation for court presentation.
Onq_,&ffcer attended the basic Arson and Explosion School-,
o�ulder, Colorado during May. He will be assigned to assist t
Fire and Police Departments in these investigations as needed.
Planning for fall in-service training is underway. A minimum
of thirty-two hours of in-service training is scheduled for all
officers beginning in September. Major focus of training will be
the improvement of on -street skills; crowd handling and control;
interpersonal relations; and crime prevention. At least two
officers will be sent to the National Crime Prevention School
at the University of Louisville, in the near future, to prepare
to offer crime prevention services to interested citizens and
groups within Iowa City. In addition, one female officer will
be sent to the National Convention of the Association of Women
Police Officers and asked to give the Department whatever input
deeded to improve recruiting; training and operating conditions
f8 -_ijomen officers,.
Statistical abstracts are
MOG
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WILL J. HAYEK
JOHN W. HAYEK
C. PETER HAYEK
C. JOSEPH HOLLAND
HAYEK, HAYEK & HAYEK
ATTORNEYS AT LAW
110 EAST WASHINGTON STREET
IOWA CITY, IOWA 52240
June 2, 1980
AREA CODE 311
337-9606
Mr. Philip Leff
Attorney at Law
222 South Linn Street
P. 0. Box 2447
Iowa City, Iowa 52244
Re: Highlander Sewer Extension
Dear Phil:
As you know Angela Ryan has primarily been responsible
for working on the above project insofar as the City's legal
staff is concerned. However, Angela has discussed with me
the question of whether or not we can or should attempt to
reserve sewer capacity in connection with construction of
City sewer projects.
Because of the problems that we have had in the past
in attempting to reserve sewer capacities we have advised
the Council that we can make no guarantee from a legal
standpoint that any attempt to reserve sewer capacity or
other utility capacity would be enforceable. Further, I
believe that attempting to reserve sewer capacities creates
inherent risks of litigation which even if won by the City
are expensive.
Accordingly my advice to the City Council is that no I
I commitments be made concerning reservation of sewer
capacity in connection with this project.
I am not
1 Howard Johnson's mthat rt
you refer toh the nin yourct letter. How-
I ever, the potential problem there is exactly the type of
thing I think we should avoid.
IVery trul you s
i I
ohn W. Hayek
1 I JWH:vb
cc: City Council
Chuck Schmadeke FJUIN
Angela Ryan 3 1980
IdBIE STOLFUS
11 CITY CLERK
//73
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I
R_,�[-;;'ED JUN 4 198D
Lew Or/ICCs or
LI�TT, LI;TP, LErF, I1-IVP2214T S TR -AW
233 LOUTH LINN LTRCCT-P.O. YO%SS•
ARTHUR O. LCrr
PHILIP A. Lcrr IOWA CITY, IOWA
ALAN R.LCrr 52244
R. BRUCE HAUPCRT
CHARLES T.TRAW
May 28, 1980
Mr. John W. Hayek
Attorney at Law
HAYEK, HAYEK & HAYEK
110 East Washington Street
Iowa city, Iowa 52240
Re: Highlander - Sewer extension
Dear John:
PHOHC 330.7301
ARCA COOL 310
It is my understanding that you are now familiar with the problems
arising from the proposed extension of the City sanitary sewer to the
Highlander - Westinghouse area. One of the remaining problems in a
long process of working out drafts of the proposed agreement is your
position that the City cannot permit the Highlander or anyone else to
reserve any portion of the sewer capacity and that the sewer must be
used on a first come -first served basis.
This presents a major problem for the Highlander property owners,
because they are furnishing the substantial portion of the costs of
extending the sewer, and are reluctant to do that when someone else
may be able to utilize the sewer capacity before their own expansion
requires the same, thus preventing then from future use of the sewer
for which they have paid the substantial installation costs.
We had been advised earlier by the City that the proposed sewer extension
must be carefully engineered to protect the rights of Howard Johnson's
and the ACT property to their reserve capacity over the sewer which was
extended past their property. I presume that the City's position in .
reference to those reservations of usage no longer is enforceable. Is
this correct?
Do you sec any alternative methods available to protect the Iighlander
for usage assurances and still avoid problems uncler the Bjornson Case?
Both the City and the Highlander are mutually benefitted by and desirous
of completing the extension agreement. Your imput will be appreciated.
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i•Ir. John W. Hayek
Re: Highlander - sewer extension
Page 2
May 28, 1980
PAL:mec
cc: Bob McGurk
Jim Shive
Very truly yours,
LEFF, LEFF, LEFF, MUPERT & TRAW
Y,a
Philip A. Leff
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MINUTES OF STAFF MEETING
May 28, 1980
Items for the agenda of June 3, 1980, include:
Resolution setting public hearing on budget amendments
Award contract for northside and Hickory Hill sidewalks
Award contract for boat ramp
Resolution authorizing Mayor to sign agreement for matching
funds from Iowa Conservation Commission
Resolution approving Newport Subdivision
Recommendation from Planning and Zoning Commission to deny
Bruce Glasgow's subdivision (The agenda should indicate
that this matter will be scheduled for a future informal
Council meeting.)
Public hearing on yard setbacks
Letter requesting waiver of LSRD for proposed expansion of an
apartment complex at 207 Myrtle Avenue
The City Manager indicated that the League of Iowa Municipalities policy
statement will be discussed at the informal Council meeting on Monday, June 2.
It was called to the attention of the staff that the applications for
the use of streets and public grounds and also the applications for the use
of City Plaza are getting lost in the routing process. The department heads
were asked to expedite these applications.
The City Manager advised the staff of a.meeting with the Iowa Department
of Transportation and the Rock Island Railroad.
The staff was requested to update the progress charts on the wall of
the Conference Room.
The City Manager noted that he had met recently with the employees of
the Parks and Recreation Department. One of the items brought up was that
the City have an employee suggestion program. The staff was asked to submit
any ideas on such a program.
The Assistant City Clerk advised that three liquor establishments whose
licenses are expiring this Friday are requesting a written statement regard-
ing the renewal of their licenses. The City Manager advised that they should
be given verbal assurance.
The problem of the oil bleeding from the streets which have been chip sealed
was briefly discussed. The staff was advised to have sand applied to these
problem areas.
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8
The City Manager reminded the staff of the reception honoring Hally
Adams from 1:00 to 3:00 P.M. at the Recreation Center on Friday.
Prepared by:
Lorraine Saeger
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The City Manager reminded the staff of the reception honoring Hally
Adams from 1:00 to 3:00 P.M. at the Recreation Center on Friday.
Prepared by:
Lorraine Saeger
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N
*TREND* The Cedar Rapids Gazelle: Sun.. June 1 1980
Cities curtail services
to pay for pensions
By Robert Llndaby
IN TURN, this Is part of a still larger
New York TimasS."Ice
set of problems. With the United States
LOS ANGELES— The cost offinanc.
entering an era when fewer and fewer
Ing pensions for city employees is grow.
young workers will be forced to support
Ing so fast for many American cities that
a growing population of retired workers,
- some have been forced to curtail public
actuaries and other pension specialists
services Just to pay for pensions.
say that enormous stresses are building
In San Francisco, pensions for police
not only on the system of pensions for
and firemen now consume almost 20
public employees, but on pay-as.you-go
percent of the city budget and have
Social Security and pension funds for
forced It to defer some routine Jobs such
workers in the private sector as well.
- - - as street maintenance.
Inflation and shifting demographic
In New Orleans, a retirement pro.
patterns,. they say, are Jeopardizing the
gram for policemen has grown, said
. Police Lt. Albert Reimer, the admen.
lstrator, "into a monster."
The Pension
In Los Angeles, where pensions now
account for more than one-sixth of the
Tangle
municipal budget, a citizens' committee
has warned that the city faced financial
(Second of a series.)
disaster unless pension costs were
reduced soon. "The cost of pensions is
rising faster than ourability to pay for
economic foundations of many private
them," said City Councilman Ernanl
and public retirement programs,
Bernardi.
threatening to leave many workers with
ACCORDING TO specialists
smaller retirement pensions than they
for
on mu.
now expect, and setting the stage
nicipal finances, employee pension
political conflict between young and old.
plans In Boston, Philadelphia, Pitts.
"1 think we'll see a growing Inter.
burgh, Indianapolis. Detroit and many
generational conflict over pensions in
other cities, as well as some statewide
the years ahead," said Dr. Thomas C.
pension systems, are in poor financial
Woodruff, executive director of the
health because they have not put away
President's Commission on Pension
enough assets to support their retiring
Policy.
employees. Thanks to reforms made as
The questions of how much money
a result of New York City's fiscal crisis,
workers should receive after they retire,
Its pension funds are generally In good
and how these pensions should be
shape, city officials say, but the one cov.
financed, Is creating a growing division
ering firemen will need a cash Infusion
not only between the young and old,
In the next few years to stay solvent.
pension experts say, but between lax.
The pension squeeze on cities Is one
payers and the public employees that
dimension of a broad range of problems
work for them In government.
that are bedeviling the pension
The conflict Is developing, they say,
Programs on which millions of public
because to a large extent a double
employees, Including the military and
standard for retirement benefits has
federal civilian workers, are basing their
evolved under which many public em.
plans for retirement. The problems at.
ployees will receive pensions far greater
feet the public at large as well because
than those received by people retiring
public employees' pensions are paid
from jobs In private business, the
with tax dollars, and many programs for
people who pay the lab for government
public employees are far more generous
workers' pensions.
than those for workers In the private
Military personnel, for example, may
sector.
retire after 20 years with a lifetime pet.
slon equivalent to half of their base pay,
plus free medical care, access to cut-rate
fond commis..mries and military shop.
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ping centers and other benefits that are
not available to the general public.
Under this system, military person-
nel can retire in their mid-40s, take an-
other job — perhaps another govern.
ment job — and qualify for a second
pension.
ANOTHER SIGNIFICANT distinc-
tion between most private pension ben-
efits and those granted federal employ-
ees is that they are Indexed to increase
with inflation.
After intense lobbying by advocates
of federal civil service and military em-
ployees, Congress enacted legislation
that elevates the pensions of retired fed-
eral employees twice a year, according
to rises in the Consumer Price Index.
This sort of clause Is all but unheard of
In private Industry.
The provision has been a boon for ex -
military people and former civilian fed-
eral employees and apparently has had
some effects that few members of Con-
gress anticipated.
Already, according to a recent federal
study, almost 100,000 retired federal
workers are receiving larger checks
each month than they earned while
working full time. Under the terms of
the law, their pensions — and those of
the 3 million other retired federal work-
ers — will continue to grow for as long
as Inflation continues, and they remain
alive.
Only relatively few private pension
programs are Indexed to the Consumer
Price Index, and most have a limit on
the amount of Increase, commonly 3
percent or 6 percent.
Active federal employees contribute
to their own pension benefits, but for
each $7 they contribute, the taxpayers
pay about•830.
IN THE LAST decade, expenditures
for pensions to ex -military personnel
have quadrupled, to $13.7 billion, while
the cost of pensions for non-military for-
mer civil servants has Increased almost
six times, to $17 billion, a figure that
does not Include payments to several
smaller pension programs for federal
employees, such as former Foreign.
Service officers and retired federal.
judges.
With Its ability to raise taxes and
spend more money than the nation
takes In through deficit financing, Con-
gress has been able to keep up with this
liability for pensions.
But a different situation faces state
and local governments, many of which,
like Congress, have promised employ-
ees retirement benefits that are almost.
as generous as those granted federal,
workers but without setting aside
enough resources to pay for them. As ■
result, many of these plans, from an ac-,
tuariai viewpoint, are technically bank-
rupt, according to some analysts.
Spending by state and local govern-
ments on employee pensions has
quadrupled, to $16 billion, In the last'
four years.
"Two things happened to send the
coat of pensions soaring," according to
Harold A. Conroy of the New York State'
Permanent Commission on Public Em-
ployee Pension and Retirement Sys
tems. "One was that public employee:
unions bargained and won sizable pen-
sion Increases, and the other was the big
jump in the number of public employ-
ees."
Nationally, between 1965 and 1978,
the number of people on the payrolls of'.
state governments jumped to 3.6 million
from 2 million, and the number of per-
sons working for local governments In-
creased to 9.2 million from 5.9 million.
The Government Accounting Office
reviewed 72 state and municipal pen. "
sion plans at random last year and found
that 53 that would require cash Infus.
tions to keep from going out of business.
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Same letter sent to: Senator Jepsen and Congressmen Neal Smith,
Tom Harkin, Thomas Tauke, Charles Grassley,
Berkley Bedell, and Jim Leach.
June 11, 1980
The Honorable John Culver
U.S. Senator
344 Russell Senate Office Building
Washington, D.C. 20510
Dear Senator Culver:
The Department of Labor is proposing rules, released December 28,
1979, (p. 77080, Vol. 44 of the Federal Register), which would
include municipalities under the definition of contractors so that
the Davis -Bacon wage provisions will apply to municipal governments
who use their own work forces for Federally funded construction. It
is clear that the intent of Congress was not to include municipal
governments under the provision of the Davis -Bacon Act except as
cities contract with private contractors.
In a period in which city governments are having difficulty surviving
because of inflation brought on primarily by Federal government
policies and when revenues are declining, it seems that this is just
one more nail in the coffin by the Federal Government. Any effort
which you can undertake to redirect the Department of Labor to a more
sensible position will be greatly appreciated.
Sincerely yours,
John R. Balmer
Mayor
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I
i
Same letter sent to: Senator Jepsen and Congressmen Neal Smith,
Tom Harkin, Thomas Tauke, Charles Grassley,
Berkley Bedell, and Jim Leach.
June 11, 1980
The Honorable John Culver
U.S. Senator
344 Russell Senate Office Building
Washington, D.C. 20510
Dear Senator Culver:
The Department of Labor is proposing rules, released December 28,
1979, (p. 77080, Vol. 44 of the Federal Register), which would
include municipalities under the definition of contractors so that
the Davis -Bacon wage provisions will apply to municipal governments
who use their own work forces for Federally funded construction. It
is clear that the intent of Congress was not to include municipal
governments under the provision of the Davis -Bacon Act except as
cities contract with private contractors.
In a period in which city governments are having difficulty surviving
because of inflation brought on primarily by Federal government
policies and when revenues are declining, it seems that this is just
one more nail in the coffin by the Federal Government. Any effort
which you can undertake to redirect the Department of Labor to a more
sensible position will be greatly appreciated.
Sincerely yours,
John R. Balmer
Mayor
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City of Iowa+, C(
MEMORANDUM
Date: June 12, 1980
To: Affirmativq Action Task Force
From: Ci 0`1
Re: Affirmative Action Program
Several weeks ago, at staff meeting, we discussed the use of a staff task force
to review the City's affirmative action program. Also, I reviewed this proposal
with representatives of the Human Rights Commission.
Consequently, I am appointing an affirmative action staff task force which
includes members of the Human Rights Commission and the Civil Service
Commission. The members of the task force will be Mike Kucharzak, Acting
Director of Public Works; Harvey Miller, Police Chief; Robert Keating, Fire
Chief; Lolly Eggers, Library Director; Bette Meisel, Senior Center Coordinator;
and Mel Jones, Budget Administrator. Technical staff support for this task
force will be provided by Sophie Zukrowski, Affirmative Action Analyst; Linda
Woito, Assistant City Attorney; and Dale Helling, Assistant City Manager. Upon
appointment, the new Human Relations Director will replace Mr. Helling on the
task force. Clerical support will be provided by the Personnel staff.
i
Bette Meisel will 'be task force coordinator. The coordinator will be
responsible for scheduling meetings and assuring the timetable for completion is
met. A complete report shall be submitted to the City Manager within 60 days.
The purpose of the task force will be to review the City's current affirmative
action program to determine compliance with appropriate State and Federal laws
and regulations and to review the City's efforts in these areas. The work
product will be an updated, viable equal employment opportunity policy and
affirmative action program, including feasible procedures for successful
implementation.
To assist you, enclosed is a copy of the City's current equal employment
opportunity policy and affirmative action program; an article which recently
appeared in the publication, The Practical Lawyer entitled "A Model Affirmative
Action Program,"; the affirmative action policy and program of the City of
Davenport, and several other pertinent materials. Be sure you have reviewed all
materials before the first meeting. The purpose of the first meeting will be to
determine appropriate policy elements and assign responsibility for review of
these components for the next meeting.
The first meeting is scheduled for June 20, in the City Manager's Conference
Room at 2:30.
cc: Department Heads
City Council
Human Rights Commission
Civil Service Commission
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City of Iowa City
MEMORANDUM
DATE: June 13, 1980
TO: CityCouncil
FROM: City Manager
RE: Economic Development
For the last several months representatives of the City, the Economic
Development Committee of the Chamber of Commerce, Business Development, Inc.,
and the University have been meeting concerning a unified economic develop-
ment effort. Attached is a report prepared by the College of Business
Administration which offers future directions for economic development in
Iowa City.
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I
MANUFACTURING IN THE IOWA CITY ECONOMY AND
STRATEGIES FOR EXPANDING THE MANUFACTURING BASE
A Research Report Prepared for
BUSINESS DEVELOPMENT, INC.
by
THE COLLEGE OF BUSINESS ADMINISTRATION
THE UNIVERSITY OF IOWA
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INTRODUCTION
The main purpose of this study is to provide a preliminary exploration
of issues relating to the economic development of lova City, and to suggest
ways in which the economic base of the city might be expanded. It was
prepared by the College of Business Administration of the University of
Iowa at the request of Business Development, Inc.
The study first reviews the existing structure of the economy of Iona
City, briefly noting the relationship among the export sector of the
economy and the service sector. In this discussion, we note the unique
characteristics of the economy of Iowa City resulting from the role of the
University as a major employer and as a major source of external funds.
Turning from the analysis of the existing structure, we turn to the area
of possible changes in directions for the city, considering the various
approaches that might be adopted to modify the existing structure.
In considering the characteristics of the lova City economy that are
determinants of the directions it may take, we consider the comparative
advantages of the city, and examine the profile of the city's labor force.
We discuss the general characteristics of industries that might be appro-
priate to the Iowa City economy, and the reasons that such firms might find
Iowa City an attractive location.
In the final section of the report, we suggest several specific classes
of industry that the city might consider courting, with the objective of
inducing firms from that industry to locate in Iowa City.
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THE EXPORT SECTOR AND THE SERVICE SECTOR
As an initial point of departure, it may be useful to outline the
distinction between two sectors of an economic community and the manner
in which economic growth is limited by one of these sectors. For the
purpose of discussion, we will call these sectors the "Export Sector" and
the "Community Service Sector."
In the theory of international trade, it is recognized that levels of
employment and the standard of living in a given country is determined to
some extent by the relationship of that country's imports to exports. To
the extent that imports exceed exports, the country does not pay its way in
its commercial transactions with the rest of the world, and experiences a
net outflow of money, resulting in a decline in employment and income with-
in that country. In a real sense, geographic areas of our country are sub-
ject to the same general relationships. An area that imports goods and
services in excess of the amount that it exports will inevitably experience
a decline in income and employment.
The sector of a local economy that provides goods and services to meet
external demand is the export sector, and its function is analogous to the
exports of a nation. The other sector provides goods and services to the
members of the community itself. Since few areas are sufficiently diversi-
fied to be self-sufficient, the relationship between the export sector of
a local community and its service sector is a critical determinant of econ-
omic growth. The relationship between the two sectors is one in which a
multiplier effect operates, and understanding the relationship between
these two sectors provides a means for anticipating and understanding
growth and for gaining insights into the process of growth.
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Stated in simplest Le ms, the "multiplier effect" expresses the im-
pact on income in an areas that is generated when the level of employment
in that area changes. When employment in the basic or export sector in-
creases, the effect is an increase in economic activity throughout the
economy. The same is true in the case of decreases in employment, which
cause a decrease in other economic activity. One industry attracts another,
which in turn attracts related industries, which in turn create a demand
for goods and services in the community service sector.
While it has long been clear that urban growth promotes urban growth,
it is also clear that a community does not grow when the members of the
economy simply take in each other's laundry. The critical variable in
promoting growth is a strong export sector, which meets external demand,
thereby offsetting the outflow of funds to purchase goods and services
needed from other geographic areas.
The multiplier impact of the export sector of the local economy is
sometimes expressed in terms of the multiple of export employment that is
generated in the community service sector to support the export sector.
It has been suggested, for example, that the service sector of the economy
will require approximately twice the number of employees in the basic
export sector, and that a basic export sector employment of 5,000 is
sufficient to support some 30,000 to 40,000 persons in a community. This
ration is based on the assumption that the 5,000 employed in the export
sector will generate income to create jobs for 10,000 in the community
service sector, and that the remainder of the population will be in the
non -labor force category, usually family members.
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It is important to note that the assumed relationship between the
service sector and the export sector in no way implies a superior role
I -
I for the export sector in the operation of the economy. The community
service sector clearly contributes to the operation of the economy and
Ito the wellbeing of its citizens. However, the size of the community
service sector is limited by the size of the export sector.
It is usually assumed that the export sector consists of extractive
industries (agriculture or mining) or manufacturing. However, as we will
note below, Iowa City represents an exception to this general rule, and
its principal export sector has been the University.
THF UNIVERSITY AS I01 --A CITY'S EXPORT SECTOR I
The University of Iowa has traditionally been the principal employer
in the City of Iowa City, and in this role it represents an important
source of funds from outside the city. The inflow of funds is generated
in two ways: First, as a major employer, the university payroll provides
purchasing power for its employees (from state appropriations and from
7
student fees). In addition, the university serves to bring additional
consumers into the Iowa City market in the form of students. In a sense,
i
the University forms the manufacturing counterpart found in many other
communities its size, and explains in part the relatively small role of I
manufacturing in the economy.
With projected decreases in University enrollments, there is a dis-
tinct possibility that the university's role as a part of the community's
export sector may decrease. The anticipated reduction in students will
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inevitably result in a decrease in purchasing power in the community, and
while this may be a temporary phenomenon, it nevertheless has important
implications for other segments of the economy, and has created a desire
on the part of members of the community to establish additional elements
in the export sector.
Because the export sector in most other communities has consisted of
manufacturing firms, the natural strategy in the case of Iowa City is to
attempt to increase this segment of the economy. Unfortunately, there are
countless other communities that hope to achieve the same goals, with the
result that it becomes necessary to compete for the manufacturers and
other types OF industries that are available.
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THE TERTIARY SECTOR
In the analysis and discussion that follows, Colin Clark's well-known
classification of retailing, wholesaling, and selected services into a
category known as the tertian sector has been accepted along with his
thesis that (1) there is a direct relationship between the development and
growth of and economy and that of the tertiary sector, and (2) that within
the tertiary sector itself there is also a direct relation between the
development and growth of an economy and that of the selected services
group, in particular.
Retailing Trends in Iowa City
The pattern of retail sales in Iowa City historically illustrates the
general nature of the distinction between the export sector and the
community service sector, and the influence of the University as a major
export sector.
Historically in the state of Iowa, the distribution of retail and
service activities have been analogous to the distributions of the state's
population: that is, decentralized and dispersed, and relatively homogeneous
in content and structure. Only about 45 percent of the 35,000 plus retail
trade establishments in the state in 1970 were located in Standard Metro-
politan Statistical Areas (SMSA's). The remainder were decentralized and
located elsewhere. Apparently, retail trade is not locating in SMSA's to
achieve the agglomeration or unbanization economies, or other similar ad-
vantages which accrue from location near manufacturing, finance, trading,
and related activities, which are, moreover, ordinarily assumed to be the
attracting forces in economic growth.
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Although retail sales have, of course, increased on a statewide basis
over the past decade, the absolute number of retail trade outlets in the
state has declined. Iowa City, however, represents an exception to this
general trend. Although there has been a slight reduction in the number
of retail outlets in Iowa City, the number of retail outlets has remained
relatively stable. The relative stability of Iowa City in terms of the
number of retail sales outlets as compared with other cities in the state
may be attributed partially to its ability to maintain over a long period
Of time its fairly compact shape and area and its traditional commercial
orientation, which is only now beginning to shift from the small,.indi-
vidually operated type of retail establishments to the large organizational
types which characterize most urban development elsewhere, and which
require more space per establishment, fewer numbers of establishments,
and, in most cases, fewer employees per establishment.
More interesting than the relative stability in the number of retail
outlets and the retail employment however, is the growth in retail sales
and retail payrolls. With the exception of Ames, the City of Iowa City
has experienced rates of growth in retail sales and payrolls which are two
to three times those of other cities in the same size categories. Moreover,
its growth rates for these variables exceed those of the state as a whole.
A significant part of the growth in retail salos in thr. Iowa City area
is, as one might suspect, directly related to the purchasing power of the
student population. A study of retail sales growth and service sector
employment completed in 1976 by two University of Northern Iowa professors
of geography indicated that the University of Iowa student body in Iowa
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
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1J
City has the largest per capita purchasing power of the three state
universities and that Iowa City students have, on average, $300 more in
annual purchasing power than students attending the University of Northern
Iowa at Cedar Falls. This translates into a net difference in purchasing
power of some $6 million per year for Iowa City shop owners.* Although a
portion of this purchasing power is earned locally by employed students,
a substantial part flows into Iowa City from outside the area, out of the
earnings of parents or from government funds of various types.
The fact that a substantial part of the purchasing power of students
flows into the area from outside the community and from outside the state
means that the possible decline in student enrollment at the University
has grave implications for the tertiary sector of the economy. With the
projected decline in enrollment at the University, a part of the purchasing
power that has sustained the Iowa City economy will disappear. This means
that the historical substitute for a manufacturing sector will need to be
replaced if economic activity is to remain at the existing level. To the
extent that a substitute source of external funds is not found, the
multiplier theory suggests that economic activity in the tertiary sector
(that is, the community service sector) will inevitably contract, with
reduced retail sales, followed by reduced retail employment, followed by
reductions in employment in selected service industries.
i
*
See Lowell Goodman and Roger Selya, "Impact of Community Location
on Economic Activity (1976).
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POSSIBLE SOURCES OF EXPORT EARNINGS
With the prospect of a decline in area income from the existing major
export industry, we now consider alternative sources of export earnings.
Basically, there are three possibilities: agriculture, wholesaling
functions, and manufacturing.
Agriculture. The difficulties facing the American farmer are well
known. In the face of increasing productivity, farmers face declining
prices for their products. Although Iowa is an agricultural area, the
agricultural potential is currently being exploited to an optimal extent,
and it is naive to believe that agricultural activity will increase in any
way to offset prospective declines in export income.
Wholesalin_C. With excellent transportation facilities and an ex-
cellent location between Chicago and Omaha, it is surprising that Iowa
has not developed its potential wholesaling function more effectively. It
is also significant that what has developed in wholesaling has tended to
locate more on nonwaterfront sites than along the excellent navigable
Mississippi and Missouri rivers.
As in the case of retailing, the general number of wholesale estab-
lishments in urban areas in Iowa (and in other parts of thr. United Statns)
has tended to decline during the past decade. All SMSA's in the staLu
with the exception of Cedar Rapids --which experienced a slight increase
in the number of wholesale establishments in the last decade --reported
declines.
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POSSIBLE SOURCES OF EXPORT EARNINGS
With the prospect of a decline in area income from the existing major
export industry, we now consider alternative sources of export earnings.
Basically, there are three possibilities: agriculture, wholesaling
functions, and manufacturing.
Agriculture. The difficulties facing the American farmer are well
known. In the face of increasing productivity, farmers face declining
prices for their products. Although Iowa is an agricultural area, the
agricultural potential is currently being exploited to an optimal extent,
and it is naive to believe that agricultural activity will increase in any
way to offset prospective declines in export income.
Wholesalin_C. With excellent transportation facilities and an ex-
cellent location between Chicago and Omaha, it is surprising that Iowa
has not developed its potential wholesaling function more effectively. It
is also significant that what has developed in wholesaling has tended to
locate more on nonwaterfront sites than along the excellent navigable
Mississippi and Missouri rivers.
As in the case of retailing, the general number of wholesale estab-
lishments in urban areas in Iowa (and in other parts of thr. United Statns)
has tended to decline during the past decade. All SMSA's in the staLu
with the exception of Cedar Rapids --which experienced a slight increase
in the number of wholesale establishments in the last decade --reported
declines.
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// 7f
10
Although we have considered the possibility of expanding the whole-
saling function in Iowa City, national trends indicate a de -emphasis in
the wholesaling function in general as a result of (1) the increase in
the number of discount houses which allow customers to purchase direct
from the manufacturer rather than through intermediaries, (2) the increase
in the number of manufacturers which are assuming warehousing and whole-
saling functions themselves rather than dealing indirectly with the
retailer and/or the consumer through intermediaries, (3) the shift from
land to air transport wherever possible, producing faster freight hauls
and cutting down on costs related to upkeep associated with maintaining
warehouses and wholesaling buildings throughout the country. (Although
air freight charges are higher than land freight charges, the net cost
to the shipper in terms of cutting down on additional buildings and
employment often results in a shift to air transport).
Wholesaling operations would provide some increase in employment,
but the amount of increased employment would be relatively slight. We
have not investigated specific industries in this respect, and do not
believe that the prospects in this area are particularly good. Iowa
City is located on a major interstate highway and is served by rail, but
outside of this proximity to transportation facilities, it has no special
advantages that would make it especially attractive to firms seeking
locations for wholesaling operations.
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CEDAR RAPIDS - DES MOINES
i
f
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Although we have considered the possibility of expanding the whole-
saling function in Iowa City, national trends indicate a de -emphasis in
the wholesaling function in general as a result of (1) the increase in
the number of discount houses which allow customers to purchase direct
from the manufacturer rather than through intermediaries, (2) the increase
in the number of manufacturers which are assuming warehousing and whole-
saling functions themselves rather than dealing indirectly with the
retailer and/or the consumer through intermediaries, (3) the shift from
land to air transport wherever possible, producing faster freight hauls
and cutting down on costs related to upkeep associated with maintaining
warehouses and wholesaling buildings throughout the country. (Although
air freight charges are higher than land freight charges, the net cost
to the shipper in terms of cutting down on additional buildings and
employment often results in a shift to air transport).
Wholesaling operations would provide some increase in employment,
but the amount of increased employment would be relatively slight. We
have not investigated specific industries in this respect, and do not
believe that the prospects in this area are particularly good. Iowa
City is located on a major interstate highway and is served by rail, but
outside of this proximity to transportation facilities, it has no special
advantages that would make it especially attractive to firms seeking
locations for wholesaling operations.
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CEDAR RAPIDS - DES MOINES
11
THE MANUFACTURING SECTOR
In spite of skilled labor, excellent location sites, transportation
facilities and resources, the entire state of Iowa has not attracted
manufacturing industries as rapidly as some residents would have liked.
The main trends which stand out in the urban manufacturing picture of the
state are (1) the rapid growth of Cedar Rapids SMSA in this sector,
(2) increased diversification of the manufacturing structure since 1960,
(3) the apparent concentration of manufacturing in smaller communities
rather than in the larger ones, and (4) widespread dispersal of manufac-
turing activity throughout the state. (Only a relatively small portion
of the counties in the state do not have one or more branch plants of the
leading industries in the country.
The widespread dispersal of manufacturing throughout the state is an
interesting feature of the industrialization of the state. Of the total
investment in capital expenditures in the state during the past decade,
only about one-half was in the state's seven SMSA's. This implies, then,
that a larger proportion of capital is going to smaller communities for
manufacturing developments, thereby distributing investments and income
more evenly and decentralizing state productive forces. This latter fact
also suggests that manufacturing industries are not locating in Iowa's
SMSA's to achieve economies of scale or for certain types of urbanization
economies which are ordinarily considered to be factors in attracting
industries to an area. The principal factors that appear to influence the
location of industrial facilities arc the quality of the local labor force
and any special assistance or concessions granted by the community.
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Manufacturing in Iowa City
Of all the cities in the 25,000 or more population category in the
state of Iowa (excluding the SMSA's), Iowa City and Ames have shown the
least overall proclivity for developing their manufacturing structures,
perhaps due in both cases to their strong university bases, which, as
we have noted, can be considered substitutes for a less strongly devel-
oped manufacturing function.
Only a small percentage of the Iowa City labor force is employed in
manufacturing: about 7 percent by our estimate. This low percentage
derives from the fact that there are only a few manufacturers located
in the city, in spite of some increase in effort during the recent past
to attract new firms.
Because of the lack of data on manufacturing in Iowa City, we have
only general figures for employment in this sector, based on an inventory
of firms that may be incomplete. Detailed information on past and
present manufacturing operations in Iowa City (and other cities of
comparable size) is not given in past Census publications, because detailed
information on the different two-, three- and four -digit SIC categories is
readily available only for those SMSA's reporting 40,000 or more employees
in the manufacturing sector. We have pieced some information together
from scattered sources, but it is incomplete and questionable at best.
Table I lists the manufacturing industries in Iowa City we identified in
our study, together with the approximate number of employees in each.
Because the total number of firms is small, there is little point in
attempting to measure specialization or localization of particular types
of industries.
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..............
t
TABLE I
IOWA CITY MANUFACTURERS
13
FIRM ESTIMATED EMPLOYMENT
Advanced Drainage Systems, Inc.
i
American College Testing
906
Bradley Print Shop
1
1
I .
i
t
TABLE I
IOWA CITY MANUFACTURERS
13
FIRM ESTIMATED EMPLOYMENT
Advanced Drainage Systems, Inc.
25
American College Testing
906
Bradley Print Shop
1
Component Homes, Inc.
20
Economy Advertising Co.
65
Goodfellow Company, Inc.
B
Gordon Food Products Corporation
3
Harry's Custom Trophies
6
Hawkeye Industries, Inc.
1
Moore Business Forms, Inc.
242
Old World Stone Products
4
Ownes Brush
464
Press -Citizen Co., Inc.
68
Proctor & Gamble Mfg. Co.
432
Protein Blenders, Inc.
42
River Products Company
35
Smith, H.P. Co.
68
Student Publications, Inc.
43
Thomas & Betts Company
115
Titronics Inc.
5
Wayne Ferrell
11
Westinghouse Learning Corporation
457
Sheller -Globe
865
SOURCE: Iowa Development Commission, Directory of Iowa Manufacturers,
Twelfth Edition, 1977-1978
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DESIRABLE CHARACTERISTICS OF TARGET INDUSTRIES
Although a more in-depth study would be required to determine exact
industries and firms that should be sought, the preceding discussion has
suggested several characteristics that may be considered desirable.
Excluded Firms and Industries
Although there is more or less general agreement that attracting
additional industrial firms to the Iowa City area would have a beneficial
impact on the economic growth of the area, there is an understandable
concern with respect to the externalities that might be associated with
some types of industrial operations. For this reason, we have adopted
the premises that certain types of industries --such as those that pose
a problem to the environment or otherwise diminish the quality of life
in the community --involve costs that outweigh any potential economic gain,
and that consideration should be limited to "clean" industrial operations.
Size
With the exception of ACT, Westinghouse, Owens Brush, Sheller Globe,
Proctor and Gamble and Moore Business Forms, most manufacturing firms in
the Iowa City area are relatively small, employing perhpas thirty or
forty workers at most. while new industries of any size would undoubtedly
be welcome, a significant employment impact similar to that of the six
major firms listed above will be required to offset a reverse multiplier
occasioned by a contraction of university operations, or to push economic
activity above the existing level. without establishing an arbitrary
minimum, it is hoped that target firms would generate employment in
excess of 400 or 500 workers.
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15
Compatability with the Labor Force
The labor force of the Iowa City area is perhaps the most important
factor in determining the nature of the operations that should be pursued
and the types of firms that should be courted. While it is always possible
that new industries might attract a qualified labor force from outside the
area, firms seeking a place in which to locate their operations will
undoubtedly consider the existing labor force as an important advantage
or disadvantage of the area.
The Iowa City labor area consists of Johnson County. Most local
employers usually recruit their workers from this area and most Iowa City
workers are employed within this labor market area. The population of
Iowa City includes the students of the University of Iowa, and while
relatively few of the University students work full time, many work
part-time. Also, the non -student wives of male students and the non-
student husbands of female students comprise a valuable addition to the
labor force of the area. Table II indicates the total Labor Force of
Johnson County, and the proportion of this labor force composed of women
workers.
TABLE II
YEAR Total Labor Force Number of Women Employed Women
Johnson County Employed as % of Total
1978
42,080
18,080
1977
40,770
17,530
15
Compatability with the Labor Force
The labor force of the Iowa City area is perhaps the most important
factor in determining the nature of the operations that should be pursued
and the types of firms that should be courted. While it is always possible
that new industries might attract a qualified labor force from outside the
area, firms seeking a place in which to locate their operations will
undoubtedly consider the existing labor force as an important advantage
or disadvantage of the area.
The Iowa City labor area consists of Johnson County. Most local
employers usually recruit their workers from this area and most Iowa City
workers are employed within this labor market area. The population of
Iowa City includes the students of the University of Iowa, and while
relatively few of the University students work full time, many work
part-time. Also, the non -student wives of male students and the non-
student husbands of female students comprise a valuable addition to the
labor force of the area. Table II indicates the total Labor Force of
Johnson County, and the proportion of this labor force composed of women
workers.
TABLE II
YEAR Total Labor Force Number of Women Employed Women
Johnson County Employed as % of Total
1978
42,080
18,080
1977
40,770
17,530
1976
38,350
16,490
1975
36,930
15,880
1974
35,000
15,050
1973
34,490
14,830
1972
32,930
14,590
Source: Cedar Rapids Office, Job Service of Iowa
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43%
43
43
43
43
43
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16
The Iota City labor force has illi extremely high educational level,
wheel cump'ired with I.hr, uation.rl avcragr and wil.h Ol.hor in tho
state. The median years of school completed by those persons 25 years of
age or older is 12.9. This corresponds to a level of 13.1 years in
Coralville and 14.4 years in Iowa City.*
Although the unemployment rate in the Iowa City area has traditionally
been quite low, this does not necessarily imply the absence of willing and
able workers who cannot find employment. Unemployment rates are computed
on the basis of individuals Who are actually seeking work. However, there
are many individuals in the Iowa City area --primarily student spouses --not
seeking work,, because of their status as temporary residents of the community.
Many of these would seek work if more attractive employment Opportunities
were available. A reserve of uncounted rural labor and student -related
labor would become available if attractive employment alternatives were
offered.
Additional insight into the composition of the Iowa City Labor
force can be gained from several observations. First, the University
currently serves a5 a major employer in the coP.imunity. The University
and other government -related employment account for approximately 5ox of
the total employment in the city. In addition to the fact that a dispro-
portionately high percentage of workers are employed by government and
goverment related activities, a much higher than normal percentage of
the labor force is engaged in various types of white collar work; about
65 percent of total employment.
* U.S. Census, 1970.
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Table III indicates the occupational classification and sex of 3,017
job applicants during one 90 day period at the Iowa Employment Security
Commission, which classifies the occupation of job applicants at local
offices. As the data in this table indicate, the largest occupational
classification was clerical, with 86.8 percent of the applicants in this
class consisting of females. Other major occupational classifications
include (1) Sales, (2) Service, and (3) Technical, Professional and
Managerial.
Summarizing the profile of the Iowa City labor force, it is dominated
by white collar clerical and professional workers, yell -educated, and
consists in part of student spouses of both sexes. An ideal employer
would be one that needs a large number of white collar workers to perform
tasks that require intelligence, but not long periods of training, so
that employee turnover (arising from employment of student spouses) would
not be a serious drawback.
Complen_ientaryt� Existing Co:uparative Advantages
Iowa City, like various other areas, has many featuers that enhance
its attractiveness to certain types of firms. In particular, there are
certain existing functions in the city that would be complementary to the
productive functions of specialized businesses, and with respect to which
the city of Iowa City has a comparative advantage. The most noteworthy of
these are (1) the research and development (P 8 U) functions, associated
with the University and (2) certain hospital and medical functions and
facilities which to some degree are also associated with University amuiities
and economies.
I
MICROFILMED DY
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CEDAR RAPIDS • DES MOINES
T6E.II
A L
I01NA :I T' '-ASCR AREA
(Johnsen
A7 :.C:�_ . __: _.�c .=A7 5'n?P c.V.FLO!\!EXT 5_'V'__. 3'' 5=�.
o\C v"XCitTV S—A-7.-S, 1,1ARCH 31, ' 075 1/
MAJOR OCCUPATIONAL_•_.—
GROU.^^-
_
___- - _ _
__ 7n-:�
_-•_
I:U`EEci
_
CF TO-,A'-
O'ALTOTAL
I
TOTAL
31017
11224
40.6
122
4.0
(
PROFESSIONAL. TECHNICAL a MAN•z GERIAL
I 327
09
27.2
l9
5.8 `y
CLERICAL
( 547
475
86.8
22
I 4.0
SALES,
233
159
I 65.2
7 I
3.0
SERVICE
i
i 317
181
! 57.1
13
4.1
I
PRCC ESSINI:
I
I 32
7
I 21.9
l
3.1
(MACHINE TRADES
133
14
10.1
3
2.2
13ENCH WORK
28
9
32.1
1
3.6
(STRUCTURAL WORK
343
6
I 1.7
6
1.7
I
I
FAr MING, FORESTRY,& FISHING
27
2
7.4
0
0.0 r
MISCELLANZOUS
11025
282
27.5
50
4.9
,
: 'CwA EY-LOV.V.ENT SEC'.".•_.0 •y ;,.a 5.0.; ..5. 1 G3 I4-0•.1
1/ The Iowa City officehas %-:n,inistfatiVe jurisdiction over Washir.gto. Cocnty as cae11 as Johnson Cocaty. SCr..e of tie
APPiicants on file in the "^ n City office maybe residents o; Washington County.
V
I
(
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I, CEDAR RAPIDS • DES MOINES is
19
Research and Develo1nnent. The University of Iowa, like other major
universities: in Ott! nation, engage. in r,xtensive research across D glide
range of areas. Nationally, the largest share of the funds spent on
R and D projects in universities was for the physical sciences, the
second largest share for the medical sciences, and the third largest share
for engineering. The distribution of percentage shares of total funds at
the University of Iowa, however, differed from the national distribution
norms in that medical sciences received the largest share of total research
funds rather than the physical sciences, emphasizing the role and function
of the University and the Iowa City area in medical facilities and thereby
showing sonic comparative advantage in this sector.
In addition to its comparative advantage in research and development
in the medical sciences area, Iowa City also has some comparative advantage
in the research and development of the humanities and social sciences which
may not be evident on the surface, and which advantage could be developed
more than is presently realized. It is apparent alsu that there is an
important comparative advantage in the physical sciences, particularly
because of the presence of Professor Van Allen and his staff, making this
area a world-reknowned center for research.
Thus, it would seem that the Iowa City area is well endowed with
talent, skill, and potential in at least three broad areas of research
and development --medical science, the humanities and social sciences,
and the physical sciences --all of which are not being rlrveluped, realized,
or encourages as strongly as they might in order to achieve their full
�1 I
potential.
I
j
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IIoliCals
and t•IedicaI Facilities. The discussion of research and
development above 'indicated the relative importance of medical research
in Iowa City's economy, particularly as rrlaLed to Lhe tlniversiLy of Iowa,
which regi,,Ler,: a larger share of reserrch funds in this area than in the
ph/sicel sciences, which latter area roceives more attention in most
unviers'iLies. This in itself suggests some comparative advantage of
i
Iowa City for attracting more medical facilities and research projects to
this area.
l
rr7Y
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sum,ji:situ) im)Usrim s
'ihe following industries represent. Lhusc that in our opinion offer
Lhe most promising resuILs in the Iowa CiLy area. In general, they con-
sist of industries that involve relatively "clean" production processes,
that are computable with the existing comparative advantages of the city,
whose operations are generally compatible with the labor force of the
city, and which would likely employ a sufficiently large number of workers
to have an impact on employment and income in the tertiary sector. There
are, of course, other possibilities, some of which may be superior to those
suggested below.
Firms in the Ilealth Care field. Iowa City's greatest comparative
advantage is in the research and development associaLed with its medical
research at the University of Iowa and its hospital facilities. The three
major hospitals and the related health -services research offer an attractive
enticement to manufacturers of a wide range of health care related products.
The most obvious industries in this area include pharmaceutical manufact.urors,
the manufacturers of orthopedic and prosthetic devices, and medical labora-
tories of various types. These are relatively "clean" manufacturing
processes and require skilled personnel.
A rapidly growing field that relates to Lw() of Iowa City's couiparaLivr
advantages is the manufacture of hospital-relalod elr;r.l.ronic and cougwl.r.r
based equipment. This industry stands at the sama threshold today Lhal,
aviation electronics entered two decades ago, alien Collins Larlio br:gan 'its.
meteoric growth. A firm engaged in the manufacture of co;npuLer-based
diagnosis equipment might be attracted to Iowa City by the expertise of
the University personnel at the medical center and the 4leeg Computer Center.
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Insuranr.rr fougnuiie,. the humr of I ice oper.lLium., of an 'iusurance
company ideally fiL the profile of Lhe Lype of industry LimL might fit
into the Iowa City economy. This is largely a white collar industry,
requiring large numbers of employees for clerical and professional jobs.
The period of time required to train new workers for many of the jobs
is relatively short, which would permit such an employer to accommodate
student wives who might be employed for two or three years.
Although insurance centers have developed in various areas in the
United States (e.g., Hartford, Connecticut and Des Moines), there are many
companies that are
located outside of these areas,
and
there is
no parti-
cular advantage to
a company from being located in
such
centers.
There
are a number of insurers in the state of Iowa that have been located in
communities smaller than Iowa City for many years. A few of the more
notable include Iowa Mutual Insurance Company of DeWitt, Iowa, Iowa Kemper
Insurance Company of Mason City, LeMarrs Mutual of LeMarrs, and Grinnell
Mutual Reinsurance of Grinnell.
Doth the life insurance industry and the property and liability field
have become increasingly computerized, and the technical needs in this area
relate Lo one of Iowa City's important comparative advantages. In addition,
the University offers an additional attraction to firms in this field: its
outstanding insurance program which has become nationally recognized under
the direction of Dr. Emmett Vaughan, The College of Business Administration
offers professional insurance courses to members of the insurance industry,
leading to the professional designations C.L.U. and C.f.C.U. The synergistic
effects for the University and for an insuranco company located in Iowa City
could be substantial.
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71
M
23
Data -Processing Helated_]ndustries. There. is a natural tendency to
attempt to duplicate previous successes. ACT and Westinghouse represent
outstanding examples of industrial spin-offs from the University of Iowa.
Although the number of firms in the educational testing field is small,
there is a possibility that related congeneric industries might be iden-
til'ied and attracted to the arca.
While educational tosting represents one example of the potential
in the data-processing field, it is a miniscule part of the industry.
Numerous other applications develop continuously, limited only by the
imagination of the programmers. Possibilities in this area range from
the manufacture of minicomputers to service bureau processing operatison,
such as billing and accounting procedures.
Publish'ing_-Firms. Although the publishing industry consists of
firms varying in sire from a feel workers to giant national publishers,
these firms are found in communities of all sizes. Iowa City already has
a substantial printing segment, including several private firms and the
University
Printing
Service, but
its only publishing
firm (Sernoll,
Inc.)
disappeared
several
years ago. A
publisher of books
or periodicals
would
create substantial employment opportunities in the Iowa City area that
could he met from the existing skills in the labor force.
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CEDAR RAPIDS • DES MOINES
*.1974 Special Census
SOURCE: Johnson County Regional Planning Commission
MICROFILMED BY
JORM MICR+LAB
' CEDAR RAPIDS • DES MOINES 1
J
6
.43L= iV
POPULATION
TRENDS AND
PROJECTIONS
FOR JOHNSON COUNTY
CO,%ENIUNITY
1960
19_0
197-*
1980
1995
1990
1995
Coralville
2,.157
6,130
6,CDS
7,797
8,295
8,824
9,387
Hills
310
507
SIS
603
603
603
603
Iona City
33,443
46,S50
47,741
51,537
54,659
57,530
61,050
Lone Tree
717
S311.
936
1,020
1,033
1,046
1,059
North Liberty
334
1,C55
1,408
2,000
2,102
2,204
2,305
Oxford
633
666
703
695
680
680
680
Shucyville
NA
154
194
225
233
241
250
Solon
604
837
960
1,080
1,120
1,160
1,200
Swisher
271
417
607
657
677
697
717
Tiffin
311
299
311
311
311
311
311
University Heights
841
1,265
1,181
1,155
1,125
1,100
1,080
Unincorporated Area
13,842
13,113
13,858
13,858
13,858
13,858
13,SS8
Johnson County
S3,663
72,127
75,025
80,938
84,696
88,554
92,500
*.1974 Special Census
SOURCE: Johnson County Regional Planning Commission
MICROFILMED BY
JORM MICR+LAB
' CEDAR RAPIDS • DES MOINES 1
J
6
TABLE V
IOWA CITY, IOWA LABOR AREA ,
(JOHNSON COUNTY) (Percent Distribution)
i
TABLE 7. OCCUPATIONS OF EMPLOYED PERSONS, BY SEK AND MINORITY STATUS 1970
SUN Cf SPANISH A'AEN:L LN ANP ALL RATES CKfLPr YARTC. '•C':S Ci: rllC/•t1^.N PC:iIOL[ S'NfC $rANIGN M?R'fAN MAY
INCLUDE NO•Y/N11E Tim- •V A7MUCI1 t0 ww C.
MICROFILMED BY
JORM MICR+LAI3
CEDAR RAPIDS •DES MOINES
Ln
_ JOTH SEXES
1`17ALE
OCCUPATION
IWAL
WNIIC
BUCK
on'CII
SPANISH
M14CRITY
TOTAL
WHIT[
OLACr.
Ur -ER
SPANISH
V.h.
9ACC5
AV.CRICAR
GROUP-
RACES
AtAER:CAII
CIOF-
(1)
Nal
U)
HAI
151
(6)
171
101
191
(1 0)
111)
N.'I
ALL OCCUPATI045•RUMBER 1974 MB
HUEn 1970
'16,220
)1,074
35,620
30,561
210
200
370
160
760
15 530
15 112p
8U
yIl
X99
)13
137
650
13:321
13;1115
66
11'0
EU
Z�
PERCENT 1970
100.0
1[0.0
100.0
100.0
100.0
100.0
100,0
100.0
100.0
100.0
100.0
100.0
PnOF.,TECHNICAL a RELATED
29.4
29.0
28.5
71.9
34.3
50,5
)0.2
29.9
31.8
66,4
25.7
45.2
ENGINEERS
0.7
0.7
0.0
2.9
0.0
1.4
NA
KA
NA
NA
NA
NA
MEDICAL a HCALTH WORKERS
7.8
1.7
12.5
20.1
24.1
18.6
10.8
10.8
12.1
17.3
25.7
19.h
TEACHERS, ELEM. 6 SEC.
SCHOOL
3.8
3.8
0.0
1.6
O.^
0.8
7.1
7.1
0.0
4.5
0.0
2.0
OTHER PROrC55IORAL
17.2
16.9
16.0
47.3
10.2
29,8
12.3
12,0
19.7
41L.5
I 0.0
24.8
MANAGERS a ADMINISTRATORS.
NONFARM
7.1
7.2 .
10.5
0.0
0,0
3.2
3.3
3.3
4.5
0.01
0.9
1.2
SALES
5.3
5.3
0.0
1.6
0.0
0.8
5.o
5.1
0.0
0.0
0.0
0.0
. RETAIL STORES
3.6
3.7
0.0
0.0
0.0
0.0
4.7
4.0
0.0
0.0
0.0
0.0
OTHER SALES WORKERS
1.7
1.7
0.0
1,6
0,0
0.8
0.3
0.3
0.0
0,0
0.0
0.0
CLERICAL
15.9
16.0
12.5
0,3
12.4
10,5
29,6
29.6
28,8
1I
23,6 1
16.2
I 22,9 !
SEC.. STF.NOS.,A TYPISTS
5.2
5.3
0.0
1.3
9.6
2.5
12.1
12.3
0.0
3.6
16.2
6.4
OTHER CLERICAL WORKERS
10.7
10.7
12.5
7.0
3.6
8.0
16.4
16.3
28.8
20.0 I
0.0
1A.I:
cnArrsMFN, ra,cm:w a ocun:o
7.6
1.7
-0,0
0.0
11.11
0.9
0.9
0.9
0.0
0.0
0.0 '
0 n
CONSTRUCTION COAr,SMLN
2.4
2.11
1).O
0,0
n.n
0.0
NA
NIA
NA
NA
NA
NIA
MECHANICS D REPAIRMCH
1.9
2,0
0.0
0.0
11.11
00
NA
NA
NA
IIA
W.
NA
MACHINISTS a Otlr'll MCTAL
i
CRAFTSMEN
0.3
0.3
0.0
0.0
0.0
0.0
IIA
IIA
NIA
VA
NA
1:11
vrxcn cNArT95'C4
3.0
3.0
0.0
0.0
0.0
0.0
NA
KA
NA
NA i
NA
NA I
OPERATIVES EKCCPT TRANSPORT
4.9
I
4.0
13.0
1.6
5.1
5.8
4.1
.4.0
18.2
4.5
0.0
6.9
OURADLE WOOS WC,
1.0
1.0
3.0
i 0.0
0.0
0.9
1.1
1.1
9.1
0.0
0.0
2.15
NCHOUTADLE GOODS WC.
1.5 I
1.4
10.0
0.0
0.0
3.1
1.4
1.4
9.1
0.0
0.0
2.4
xaMAxOrACTLn1xc
2.4 ,
2.11
0.0
1.6
5.1
1.8
1.6
1.6
0.0
4.5
0.0
2.0
TRANSPORT EQUIP. OPEKATIVES
2.1
2.1
0.0
0.0
0.0
0.0
0.1
0.1
0.0
0.0
0.0
0.0
I
LADOIERS, HoxrAnM
3.2
).2
8.0
4.2
7.3
6.n
0.5
0.5
0.0
0.0
n.0
0.0
SrnVICE EXC. mn, NvnEHOtn
17.1
17.1
25.5
12.5
20.4
18.1
22.3
22.5
10.6
5.5
28.4
13.6
cammG a roto sONICE
10.3
10.11
15.5
1.6
4.11
6,7
11.7
11.9
0.0
0.0
8.1
2.4
PROTECTIVE SERYILE
0.8
0.8
2.5
0.0
0.0
0.8
0.2
0.2
0.0
0.11
0.0
0.0 -
PERSONAL HEALTH a OTHER
SERVICES
i
5.9
5.8
6.5
10.9
16.1
10.5
IDA
10.11
10.6
5.5
20.3
11.2
PRIVATE NOUSENOLO W7111MRS
1.9
1.9
2.0
0,0
16.1
4.0
4.3
11.4
6.1
0.0
29.7
10.4
FARM WmKEns
5.5
5.6
0.0
0.0
0.0
0.0
0.7
.0.7
U.0
0.0
0.0
C3
SUN Cf SPANISH A'AEN:L LN ANP ALL RATES CKfLPr YARTC. '•C':S Ci: rllC/•t1^.N PC:iIOL[ S'NfC $rANIGN M?R'fAN MAY
INCLUDE NO•Y/N11E Tim- •V A7MUCI1 t0 ww C.
MICROFILMED BY
JORM MICR+LAI3
CEDAR RAPIDS •DES MOINES
Ln
City of Iowa city
MEMORANDUM
Date: June 10, 1980
To: City Council
From: Cit%Ar
Re: Performance Measurement
Attached is a draft of a publication which I am reviewing for the National
League of Cities and the Urban Institute. It is a very excellent
introduction to performance measurement for local legislators. If you
have any comments, I would appreciate receiving them as I will discuss
this material with Todd Areson later next week.
bdw/sp
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
i
,1
City of Iowa city
MEMORANDUM
Date: June 10, 1980
To: City Council
From: Cit%Ar
Re: Performance Measurement
Attached is a draft of a publication which I am reviewing for the National
League of Cities and the Urban Institute. It is a very excellent
introduction to performance measurement for local legislators. If you
have any comments, I would appreciate receiving them as I will discuss
this material with Todd Areson later next week.
bdw/sp
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
PERFORMANCE MEASUREMENT—
A GUIDE FOR
LOCAL LEGISLATORS
The Urban Institute
1980
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
_
c
i
11
,1
1
I
PERFORMANCE MEASUREMENT—
A GUIDE FOR
LOCAL LEGISLATORS
The Urban Institute
1980
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
Table of Contents
Why Performance Measurement Is Important .................. 3
Performance Measurement and How It Is Accomplished ........ ii
Performance Measurement in Practice—Some Examples ........ 16
The Financial Costs of Performance Measurement .............. 19
Limitations and Problems in Performance Measurement ......... 21
Performance Measurement and Other Management Functions ... 23
What Local Legislators Can Do To Improve Performance
Measurement............................................. 24
It's Just Good Government ................................... 26
Sources of Further Information ............................... 27
Organizations ............................................... 29
1
MICROFIL14ED E
JORM MICR
CEDAR RAPIDS • DE
WHY PERFORMANCE MEASUREMENT IS
IMPORTANT
This guide is addressed to the legislators of city and county governments—
city council members and members of county boards. Its subject is Per-
formance Measurement: the regular collection of specific information about
the effectiveness, the efficiency, and the quality of government services
and programs.
Traditionally, most local governments have limited themselves to
collecting information about service inputs and about the amount of work-
load accomplished: number of library books, number of recreation pro-
grams operated, number of applications processed, number of calls the
police or fire departments responded to, square yards of streets repaired,
tons of garbage collected.
Counting these things is useful, of course, particularly for internal
management purposes. But it also has major shortcomings. Tracking the
amount of workload accomplished says nothing about effectiveness, effi-
ciency, or quality. An increase in the workload accomplished by a partic-
ular department may or may not be a good thing. An increase in the
number of street repairs, for example, may mean that previous street
repairs were poorly done. Or it could mean that the department is spend-
ing a lot of money for overtime. It does not necessarily mean that the
streets have greater "rideability" or that the repairs were done efficiently.
Thus, counting the number of times a service was provided is not
enough. Equally important is what was achieved, how citizens were helped
by the effort, and how efficiently the work was done.
Performance Measurement can help to do that. In recent years the
techniques for carrying out Performance Measurement have improved
substantially. The purpose of this pamphlet is to give local legislators a
birdseye view of Performance Measurement. What it is. How it is done.
How much it costs. What its limitations are. How local legislators can
persuade the administrators and employees of their own governments to
practice it.
These subjects are not discussed for academic reasons. This pamphlet
was prepared in the belief—based on the experiences of a number of local
MICROFILMED BY
JORM MICR+L A8
CEDAR RAPIDS • DES MOINES
governments—that Performance Measurement can help local legislators
make better decisions when confronted with questions like these:
Program'Pclicy Questions
Is a particular service achieving what we want it to achieve? Is
a proposed new program needed? Has the need for an ulder
program disappeared? Are the government's contractors provid-
ing a particular service effectively and efficiently?
Budget Questions
Is increased funding for certain programs or services justifiable?
If funding for a service or a program must be cut, which aspects
of it can be curtailed with least effect on the public?
Accountability Questions
Is a program meeting public expectations? What aspects of pro-
gram quality are not up to expectations and need correction?
Good Performance Measurement information can also help councils
hold managers responsible for agency performance, by providing regular
performance feedback. Annual performance targets, for example, can be
established, and actual performance assessed against the targets.
Before you read any further, remember that we said Performance
Measurement can "help" in making decisions on questions like these. This
guide does not contend that Performance Measurement is a cure-all.
Elected officials must and will also use other types and sources of infor-
mation when faced with questions like these. But Performance Measure-
ment helps reduce the guesswork in making decisions. It can be a large
step in the direction of better government at less cost, which is what most
legislators in cities and counties throughout the nation are trying des-
perately to achieve in these times of tight budgets and inflated expecta-
tions. Performance Measurement is just good government.
4
MICROFILMED BY
JORM MICR(�LA13
CEDAR RAPIDS • DES MOINES
r
PERFORMANCE MEASUREMENT AND
HOW IT IS ACCOMPLISHED
Performance Measurement is the process of obtaining detailed information
on the effectiveness, efficiency, and quality of government programs and
services. This information can be obtained by one or more of three dif-
ferent procedures: the government's written records can be employed;
special observers can be trained to make ratings of the quality of gov-
ernmental services; or local citizens can be surveyed about the perform-
ance of governmental services.
Agency Records
Most local government agencies maintain records of what they do. As
mentioned earlier, they primarily keep records of input and of the amount
Of workload accomplished. But they also in some instances obtain counts
of things that can help assess service effectiveness. Typical examples are
the number of reported crimes, the number of riders on publicly owned
transit systems, the number of reported fires, the number of citizen com-
plaints, and the number of people who hold library cards.
Agency records are the most accessible sources of data on the op-
erations of local governments. They can often be improved in ways that
make them more useful for Performance Measurement.
For example:
—The number of arrests made by the police department in a year is
one partial indicator of the success of the police in apprehending
offenders. But some of those arrests may be dropped subsequently.
j A record of the number of arrests that "survived the first judicial
screening" would help to measure the department's performance.
Regardless of how many arrests the department makes, it should
probably be judged ineffective if the courts dismiss a large per-
centage of them.
—Records of citizen complaints often are not tabulated. As a result,
they cannot be used as indicators of citizen -perceived problems or,
how perceptions of these problems are changing from one reporting
period to the next. If the government regularly tabulates com-
plaints by agency and by subject, the information becomes a means
141CROFILIMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
pf measuring service quality and can help guide government ac-
tions.
—A record of the number of citizen calls for service answered by
government agencies is an indication of workload accomplished. A
record of the "average time between requests and performance of
the service" measures performance. Long lapses between the re-
quest and the performance of the service suggest both ineffective-
ness and inefficiency.
The use of records for the measurements have become much more
feasible. High-speed data processing equipment now makes it much easier
to collect and tabulate agency records that can be used to measure per-
formance.
Ratings by Trained Observers
Ratings by trained observers are another way of getting information about
the effectiveness, efficiency, and quality of the work performed by gov-
ernment agencies. This method of measuring performance is particularly
appropriate where the work involves the physical condition or physical
appearance of public properties maintained by agencies.
For example:
—A record of the miles of streets cleaned during a particular period
is only a record of the workload accomplished. Training inspectors
to judge the cleanliness of streets with the help of a photographic
rating guide is a way of measuring effectiveness. Exhibit A pre-
sents a sample of the photographs provided to inspectors as a guide
for rating street cleanliness.
—A record of the number of clays spent by park department em-
ployees in trimming grass, bushes, trees, and hedges only shows
how much time was spent by employees on this particular task.
Training inspectors to judge that beautification work on the basis
of photographic rating scales is a way to measure performance—
in this case, the quality of the work.
—A record of the financial loss incurred by each fire in the community
has clear value for certain purposes, but it says nothing about the
effectiveness or efficiency of the fire department. One way to meas-
ure department performance is to train observers to estimate how
much each fire spread further after the arrival of the first fire
company.
0
MICROFILMED BY
DORM MICR+LAB
CEDAR RAPIDS • DES MOINES
Cltlzen Surveys
Surveys of the public are common in the United States. Large companies
use them to determine the demand, or the popularity, of their products
politicians running for elective office use them to determine what is on,
the minds of the voters, and the news media use them to deter
Popularity of those politicians, mine the
Citizen surveys can also be useful to local governments to measure
performance. Surveys can be used both to obtain factual information about
Public services and to find out the extent to which the public Perceives
the service as having been performed adequately. Surveys may be made
of a sample of the general Population, or they can be limited to the users
of specific services, such as library borrowers or bus riders.
For example;
—Attendance counts are helpful in assessing recreation and library
services. But they do not indicate how many different families used
them nor do they indicate client perceptions of the quality of the
services. Feedback can be obtained from citizens as to how they
rate such service characteristics as accessibility, adequacy of pro-
grams, adequacy of book holdings, and appearance and comfort-
ableness of facilities. Such information can both help the govern=
ment assess the quality of the service and suggest service
characteristics that need attention.
—A record of the amount of pesticide used by local environmental
protection employees is an input measurement; a record of the
amount of time they spent on rodent control is a workload mea-
surement. A survey to find out how often local residents see rats
will offer more persuasive evidence of whether the rodent control
Program is achieving its goals and in what Parts of the community
major problems still exist.
—Records on the amount of bacteria in drinking water will show
whether the public watersupply is safe. Only through citizen sur-
veys, however, will a local government be able to judge the quality
of the community's water—its appearance, and pressure—as per-
ceived by local residents.
—Various records—the size of the Police department, the number of
officers on the streets during each beat, the number of police carc—
will indicate what the department is doing to improve the com-
munity's safety. A citizen survey, however, can help measure the
results of Police department activities, by indicating whether or
not citizens feel safe in their neighborhoods.
1171
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES Mo1NES
EXHIBIT A—Examples of Street Litter Conditions
Condition 1. Clean
SOURCE: Photographs used by the District of Columbia.
MICROFILMED BY
JORM MICR+LAS
CEDAR RAPIDS • DES MOINES
EXHIBIT A—Examples of Street Litter Condition. Icnntinue(j)
w
j d K
Condition 3. Moderately Littered
Condition 4. Heavily Littered
See "How Clean is our City?", The Urban Institute, 1972
9
1179
F1ICROFILMED BY
JORM MICR+LA6
CEDAR RAPIDS • DES MOINES
Other Sources
In addition to the three major sources discussed above. some local gov-
ernments use special equipment to record performance measurements
that indicate important physical characteristics of the community—such
things as air, water, and noise pollution. Even more specialized equip-
ment, such as "roughometers" to measure road smoothness, can be em-
ployed.
Exhibits B through F illustrate the measurements obtainable from
all these sources and how these might be presented to city and county
legislatures:
• Exhibit B illustrates the range of measurements appropriate for
assessing the effectiveness/quality of a local government service
(libraries in this case). Note that a number of procedures are called
for: use of agency records, a general citizen survey, and a survey
of library users.
• Exhibit C illustrates the findings of performance measurement. It
indicates how measurement information can inform elected officials
(and the public) as to the level of a particular condition in a par-
ticular area of the community. It also indicates how that area com-
pares to other areas and to conditions in previous time periods.
• Exhibit D illustrates the findings obtainable from citizen surveys.
A number of service aspects are compared to each other. Citizen
satisfaction levels are compared over a number of past years to
indicate trends and the amount of progress made (or not made).
The exhibit also illustrates the narrative that can accompany the
quantitative information.
• Exhibit E illustrates the measurements regularly collected by one
city (a Department of Sanitation) using both agency records and
trained observer ratings. It also illustrates the comparison of actual
accomplishments to what was planned.
• Exhibit F illustrates the summarization of measurements for a
single service (solid waste collection). Comparisons are provided
between years and between segments of the city. The exhibit also
illustrates the provision of commentary on the quantitative indi-
cators to help officials interpret the figures.
10
MICROFILMED OY
JORM MICR�LAB
CEDAR RAPIDS • DES MOINES
i
EXHIBIT B
MEASURES OF EFFECTIVENESS FOR LIBRARY SERVICES
OVERALL OBJECTIVE: To present library services that. to the extent possible, provide the greatest
satisfaction to citizens. Including timely, helpful, and readily available services that
are attractive, accessible, and convenient.
OWECTNE
DUALITY
CNARACTERSTIC
SPECInC MEASURE'
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G."N", al villi
.W MM b.qulnwutid garm,
mrrp
.Iowa. of 0.0 .• 1•Y•IICIOry
,INPwln.l.—
11 P.r[Mlp. o1 Pa.. u.w lwrll)
Lara).N wrNra g.N.l C•N.
ov..... .... I.
r.INMi11.n1tY wM W.N.
WM1IY
.1.1. 1wK.
.. IN..INIory
•LIIIN1"Vol
ulN I.I..I.CIM
12. P.I[Mlp.al pNNM UPp lots
L all YfN Whw el O•nN.l 0.0.
01 PNNI)
min WmIW.
wM 11-. Co.,.", aOANnM.
....11
"oVaidn.N
.1N.."Pai ....W ai"amwl.
W1Y. at
.Mol11C... ..n.11a01Y
No.Y.N f•na•Clwn
13 PN[MIEg• OI..... W 01. NC. q
DM•n11-ol. o."or
90,101. INN O.anN1. MI.. oummm.
01 INna.nwrw.mialW a alwn.
lar W Ww
4LNfeiNY
p4)4Ca N[..Y
a P...... OIYN,I..IY,g Nn•
Wall, NY fuh.t at I.N1I 6.1•n
.O fA...I.C.
alq. Co..MN.N
YhMN Y I0.4call,
luNey
1) P•nev". 01 M.u1M bYiVoe.
GMN.I 1411M.uhN
.M I". W, ow.1.1411.
C.Lry I.. aril. Not W W N
la Pet.la. q 1-ulMt »no b. w.Mm
Cow. from arm CV., nal
a NN.uC 1&.I ovi m. a
W.YMIwn 11.1.1 Ig.ma wau. of
IE mnW.; at a 0a01C I01.11
hnan. am .00.01W. um.
Nov. ar...round will, IIL11ry
...a of W.rawn
U. P.C..,. 01YNM1aIMg 11WN.1
to.... YIN IYh.Y Or g o.v"".
".Iw. Y.11..b<IOry
WM1YI
Ia PNC.Ip. of WnuNr lwY..aw..,a
aMN11 MMM 1YMY
gM WOr Owl' .6 A N.Nn IW p.YN
I amC.Nl wN wnn IO ki M .TOW OI IW GI of".I.IIICII. moll W 0tal.l. "unl.wl.GlOf[' IN oi..Vin N411 ... ol)' M M.I o11.M
mN1yIY
SOURCE: "How Effective Are Your Community Services? Procedures for Mon-
itoring the Effectiveness of Municipal Services," The Urban Institute,
1977.
11
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES M0111E5
a
to T9
i
EXHIBIT C
PENCINTAGE OF NESUN1s INDON16 STREET CONDITIONS
STNEIS NFE3MAIN REM
1914
1973IuuNCEE The 1974 Income Tax resolution provided for
resurfacing of nine miles of City streets annually.
While that figure has been more than met, a 1978
survey solicited resident perceptions of the sub-
sequent conditions of the streets. Only 15% fell
that their neighborhood streets required major
:9% 211 oj_61r repair. The greatest need was fell In Northwest
N . iiir bl 't • i and Southeast -North. These perceptions of street
= repair needs are relatively low; especially when
JJ6% the last two harsh winters are considered. De-
i`-^� 19 j i 1]t spite these destructive weather conditions only
94L 1 ~'•-r'-"-�� a 30/6 increase was experienced in the residents
s 1'91
20%
i feeling the need for major street repairs.
1 141f 191
L_/ Gtt. It
15(.3)
Soultefl: "Dayton 197:1 Progress Stralegries," Office of Management and Budget, City of Dayton.
Ohio, Feb. 23, 1979.
CI
MICROFILMED BY
JORM MIC R+L AB
CEDAR RAPIDS • DES MOINES
W
EXHIBIT D
POLICY GOAL: NEIGHBORHOOD
VITALITY/IDENTITY
INCREASE SATISFACTION WITH NEIGH.
BORHOOD CONDITIONS — TRAFFIC NOISE
— HOUSING CONDITION — STRAY DOGS
—ATTRACTIVENESS— SATISFACTION WITH
SCHOOLS.
Of the live specific neighborhood conditions
Identified in the accompanying table, lour wors.
ened in 1978 while only one (i.e., stray dogs)
improved. The relatively high percentages indi•
cate that environmental items remain a concern,
despite the lacl that several services promised
in the 1974 income tax package were directed
towards Improving environmental conditions.
General satisfaction with neighborhood aarac.
tiveness is high and has remained constant. Sal.
islaclion with public schools dropped in 1978.
SATISFACTION WITH NEIGHBORHOOD CONDITIONS
%of RaskNnts Indicating a
1974
1977
1972
PrObigm Exists with:
Traffic Noise
—
449e
48%
Housing Needing Repair
42%
40%
45%
Stray Dogs
—
511"5
58%
Rats
25%
21%
25%
Weeds d Unmowed Grass
37%
34%
40%
% of Resldsnts Satisfied with:
Neighborhood Attractiveness
—
84%
85%
Public Schools
54%
58%
48%
S0URCE: "Dayton 1979 Plrogress Strategies,,, Office or Management ami Budget, City of Dayton,
Ohio, Feb. 23, 1979.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
C',
D
l'`,
EXHIBIT E
OF SANITATIONi�ga
DEPARTMENT
Year
'79
FY 1980
FY 197
al
Aaaaal Aaaunn
Aual
HpggIONB h IpipICATOR9 Actual Plan
Actual
Plan
CLEANING AND COLLECTION
8.854
8,324
NA8,943
—Full-time Employees, Total NA 8,162
8,235
7,725
• Uniformed NA 781
619
599
• Civilian
Percent of Districts by
—Average
Street Cleanliness
Scorecard
Ratings: 14.1% 20.0910
7.6%
10.0%a
• High 49.0% 50.0%
42.0%
60.0%
• Moderate 36.9% 30.0%
50.4%
30.0%
• Low3,470
3,471 3,416
3.439
—Total Tons Collected (000)
• Containerized Tons Collected 218 NI
234
237
(000)
Per Person -Hour 0.44 0.46
0.43
0•
—Tons Collected
• Containerized Tons Collected
NI
1.16
1.17
1.15
Per Person -Hour
—Percent of Loads Uncollected 8.4%5.8%
6.1%
5.0%
Daily (Normal Weeks)
—Percent of Collections Made at 20.9% 12.8% 28.87,
13.9%
Night
—Average Number of Loads
Uncollected: 83 NI
26
0
• End of Normal Weeks NI
192
125
• End of Holiday Weeks 25
20,
1979." The
Mayors Management Report: Supplement
August
SOURCE: C Y of New York.
14
MICROFILMED BY
JORM MICR+LA13
CEDAR RAPIDS • DES MOINES
EXHIBIT F
ILLUSTRATIVE SWINIARY FORh1AT FOR PRESENTATION OF SELECTED EFFECTIVENESS
MEASUREMENT DATA: SOLID WASTE COLLECTION SERVICES
4fe4U0E3 OF L[fECpVfNES,
19)1
NNEP PO[(YiOYP
CiYhN
IQY)
CIfYx POE CIYEP
IMPPOVEMEN!
ICIiYP POE [NOCA
NOTES
I
I
I
f
r, I
I i
I i
EXHIBIT F
ILLUSTRATIVE SWINIARY FORh1AT FOR PRESENTATION OF SELECTED EFFECTIVENESS
MEASUREMENT DATA: SOLID WASTE COLLECTION SERVICES
4fe4U0E3 OF L[fECpVfNES,
19)1
NNEP PO[(YiOYP
CiYhN
IQY)
CIfYx POE CIYEP
IMPPOVEMEN!
ICIiYP POE [NOCA
NOTES
$In[I iINnIMn[ PNLC01[QI OI III[Irl
ul[O}SOr wON. POIC'rlry
dIInIL rmOrer[mMll
Irr1Y. 10 I •Iry [ILMI
i)•. II`•
100
II•r N••
In I
ImLII IO IL�I rILm01.
I01
nn wN fpn�xclnl
St.. CILLnImLIL trl.LOL Lir.L,
nunQ
to
I]
Yn x00111
1
11xn[r
gN
I4f10b
naL m C.I.I. mn
In[n wN L rrOnmmp
.n awn Lanean
n nmuMLr m olY
nL Pn/fL011QL 01 LllL1C
[2s
nlmQ o,
'a }S Or pry
A4 Il`r
]I•r }Y.
Yn NO
DLII OI Cr1y Q01
Oinw. LOOLnnlly
OKIYIL IOKnl C01•
^N OOn IIL"I IN,
Ormllly pILLLO rn
iI1NI LwLiLnp
LOIINUOn
I..I.(In nOmKI01 \IIL[I nL
IN, IF.,
4xY C'.[pin
ImOrNLmLnI m Ill.'Ill.'crn
/ /mY <ILLn
]I`. 61•r
t}-'.
lLmplL 100 rmL1110
Cn.
YN \
OLIMmrM rI0111LMfC
rn rImYMN of 61Y IF
Warg tnLnunnl
o'go
1I. ,to
I Iin01 IIMI 10
LOnlrlm CIILnIrnLLI
implNCmLnu in
�mm, ry
N."W a
e
W a
No x0
Lby romOlpnn.
r
avmmnrncrly
rLYrrri/INlnpry
ZN.d
IMI n Inlr
mmapn. wmLmmQ
W.
.nII M00Ln
CIILnme wars PrbnIKL 01 bMInL
wnK HULK nONyL1000pI
ih i`r
IQ•.
lLmaL 1pO lural l0.No
1•.
f •
OIIKINMQLI
L[oL/Lnlry np rncnQL
NOM ppcafLQLa 64N
LN
LOm01YMIrQ M/rQ pOmL/K
40n t0mOnInU 01
OY MrN
II•• Irr
II•.
10M IIOm ILIO..
Ir.
No NO
LdINryOn Mg.,
aW.W
SOURCE: "How Effective Are Your Community Services? Procedures for Mon-
itoring the Effectiveness of Municipal Services," The Urban Institute,
1977.
1s
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS L DES MOINES
PERFORMANCE MEASUREMENT IN
PRACTICE -SOME EXAMPLES
A number of local governments have put Performance Measurement to
use. The information developed through Performance Measurement has
provided them with ideas about how to improve services and programs,
helped them make decisions on policy, given them greater insight into
budgetary matters, and served as a basis for documenting the achieve-
ments of the agencies. The following are examples.
Program/Policy Matters
—Although reported crime rates in downtown Dayton, Ohio were
low, the city's annual citizen survey indicated that feelings of se-
curity were also low among those who visited or worked in the
area. The downtown merchants also expressed concern to the city
commission about security. As a result, a low-cost program to im-
prove downtown security was begun. Formal policing of the area
remained much as it was, but civilians in special uniforms whose
chief task was to patrol for parking violations were put on the
streets. Subsequent citizen surveys were used to evaluate the con-
sequences of these actions. The surveys indicated that the increased
visibility of persons responsible for upholding the law substantially
improved feelings of security.
—New York City has neighborhood advisory boards that give advice
to the city government on what its service priorities should be. To
help these boards develop their recommendations, the city is pro-
viding them with its performance measurements, such as street
cleanliness ratings made by trained inspectors on the basis of pho-
tographic rating guides.
—Unit -cost data obtained from county records convinced the San
Diego County Board of Supervisors to change the county's policy
of incarcerating juvenile offenders awaiting trial with adult male
offenders. The data showed that it was three times as expensive
to keep juvenile prisoners in a normal detention facility as it was
to keep adult male prisoners there. Furthermore, housing the ju-
veniles and adults in the same facilities meant that the youngsters
16
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DFS MOINES
!"1
were coming under the influence of hardened criminals. Separating
the juveniles reduced costs while eliminating contact between the
Young offenders and the adult criminals.
—Unit -cost data also persuaded San Diego County to change its
method of registering voters. Voter registration is now handled in
two ways. First, voter registration forms are sent to citizens by
mail and can be returned by mail. Second, the city also gives con-
tracts to organizations or individuals to operate voter registration
booths at supermarkets and at local public facilities. Payment to
the contractor depends on how many new voters are registered.
Department/Program Operations
—After making both a survey of citizen perceptions and trained ob-
server ratings of street cleanliness, Savannah was able to make
several changes in its street cleaning schedule while keeping the
Public satisfied. In cleaner areas the street cleaning schedule was
changed from once every ten days to once every twenty; in dirtier
areas the schedule was changed from once every ten days to once
every five. No additional street cleaners had to be hired.
—A client survey in Charlotte, North Carolina showed that elderly
citizens taking part in a hot meals program operated by a contractor
liked meals prepared on-site better than those Prepared outside
and brought into senior citizen centers. Spacewas found to prepare
the meals at the centers, with little increase in cost.
Jacksonville, Florida has used ratings of street conditions by
trained observers to determine which streets should be patched or
repaved first.
—Data obtained from a citizen survey on the "percentage of respond-
ents reporting rat sightings" enablers St. Petersburg, Florida to
focus its rodent control program on the worst -infested areas. Con-
trary to expectations, infestation problems were found in both low-
income and higher income neighborhoods.
—The welfare department in Milwaukee asks clients annually to rate
the adequacy and quality of the care they receive from private
social service agencies under contract to Milwaukee County. This
information has been used to decide whether to continue using
present contractors or hire new ones. The survey is a required task
of the welfare department, mandated by the Milwaukee County
Council by ordinance.
17
117/
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
Budgetary Decisions
—After the township's biennial citizen survey revealed public per-
ceptions of poor street conditions, the council of Randolph Township
in New,Jersey increased its expenditures for street improvements.
This was clone despite the fact that reductions in the township's
property tax had reduced local revenues.
—The Memphis, Tennessee public library used such measurements
as average waiting time for reserved books" and "percentage of
titles requested but not owned by the library" to successfully justify
the library's proposed budget.
—On the other hand, members of the city council in Palo Alto, Cal-
ifornia felt it appropriate to reduce the public library's operating
hours and budget after library records showed that library use was
lowest during the hours proposed to be eliminated from the sched-
ule.
18
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
i
Budgetary Decisions
—After the township's biennial citizen survey revealed public per-
ceptions of poor street conditions, the council of Randolph Township
in New,Jersey increased its expenditures for street improvements.
This was clone despite the fact that reductions in the township's
property tax had reduced local revenues.
—The Memphis, Tennessee public library used such measurements
as average waiting time for reserved books" and "percentage of
titles requested but not owned by the library" to successfully justify
the library's proposed budget.
—On the other hand, members of the city council in Palo Alto, Cal-
ifornia felt it appropriate to reduce the public library's operating
hours and budget after library records showed that library use was
lowest during the hours proposed to be eliminated from the sched-
ule.
18
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
THE FINANCIAL COSTS OF
PERFORMANCE MEASUREMENT
Three different ways of collecting data for Performance Measurement
purposes have been outlined in this pamphlet. Each method, of course,
has its financial costs, but the costs will vary greatly from one jurisdiction
to another.
Of the three methods—agency records, ratings by trained observers,
citizen surveys—the first two are likely to require the least out-of-pocket
expenditures. How much? That depends on the circumstances. Clearly,
a large city will probably find itself spending more than a medium-size
one, and a medium-sized more than a small one, simply because of greater
numbers of people and perhaps greater geographical size. But other fac-
tors will enter in as well. No matter which method is chosen, the data
must be (1) collected, (2) recorded, (3) processed, (4) analyzed, and (5)
presented to decision makers.
The cost of using agency records for Performance Measurement de-
pends on such factors as how much data related to effectiveness and
- efficiency the local government already collects, how accurate those data
are (and then whether improvements are needed), whether data useful
for Performance Measurement are already collected but not analyzed, and
whether data processing capability is available. To the extent that existing
data can be used, this method is the least expensive.
The cost of ratings by trained observers is affected by the frequency
of rating (e.g., whether monthly, quarterly, or annually), and whether
a sample of conditions or a complete enumeration is sought (e.g., whether
all streets are rated or only a sample). A rating of all the streets will
provide more detailed guidance on which areas need attention but will
also require more resources.
For example, based on experiences in Nashville and St. Petersburg
(Fla), street and alley cleanliness inspections require approximately 60
days of staff time to sample 70 blocks and 70 alleys in each of six service
areas --a cost of about $9,000 including equipment costs. A local govern-
ment that can make use of its present employees to do the inspections
will pay less than a government that must hire new personnel.
19
II7Y
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
The costs of citizen surveys also vary considerably. Its cost will de-
pend heavily on the number of persons surveyed and the method ofin-
terviewing. Such cities as Dallas (TY), Dayton (OH), Kansas City 010),
St. Petersburg (FL), Sioux City (IA), an(] Randolph Township (NJ) have
used periodic surveys to obtain performance data on a number of their
services.
A local government is unlikely to have on its staff employees with
the time or the expertise to conduct a citizen survey. The cost per inter-
view, for a survey (lone by an outside firm, is likely to be a minimum of
$10 (for interviews by telephone; this can be considerably higher if in-
person interviews are wanted). Thus, when a large city conducts its annual
citizen survey of about 1,000 households, the cost of the interviews prob-
ably will be at least $10,000. The cost will be less in small jurisdictions
such as Randolph Township, New Jersey, which believes that its annual
sample of 300 households provides it with valid and useful data. These
surveys can provide information simultaneously on a number of local serv-
ices.
If a local government can obtain volunteers to conduct interviews
(as Randolph Township did), or if it can use its own employees, it can
substantially reduce out-of-pocket costs. In any case, however, those who
conduct the interviews should be trained and supervised by persons with
knowledge about, and experience in, conducting surveys.
Keep in mind, though, that Performance Measurement data are being
collected for a purpose—the purpose of either reducing government cost
or improving programs or services. Performance Measurement data
should be expected to pay for themselves many times over. If they show
no signs of doing so after a trial period of two or three years, a local
government may find it more sensible to drop the whole effort.
20
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
id
LIMITATIONS AND PROBLEMS IN
PERFORMANCE MEASUREMENT
Performance Measurement has limitations and problems, particularly with
respect to the collection of data. Local legislators interested in Perform-
ance Measurement should be aware of these:
—Performance Measurement is a way of identifying those local pro-
grams or services that need attention because they are not oper-
ating effectively or efficiently, or whose quality should be im-
proved. But Performance Measurement will not, by itself, indicate
why a program is performing the way it is. Nor can it indicate holo
- — a program or service can be made better. Only in-depth investi-
gations—that is, departmental or program evaluations—can do
those things.
—Currently there are few national standards for the services pro-
vided by local government. Therefore, it is not possible to compare
your local government's programs or services with those in other
communities. With few exceptions (reported crime rates, traffic
accident rates, fire incidence rates), there is no nationwide collec-
tion of data. Even in these cases, the comparability of the data is
suspect. Each city or county has unique characteristics, and their
methods of collecting statistics vary widely. In the absence of na-
tional standards and national statistics, local governments can
judge their performance in two ways. They can compare current
with past performance to find out whether it is improving or not,
and they can compare performance in different neighborhoods or
service districts.
—None of the methods for collecting Performance Measurement data
is foolproof. The records of local governments are full of statistics
about services and programs whose accuracy is often questioned.
The quality of the data depends on such things as the carefulness
of local government employees, and the correct functioning of ma-
chines. The use of trained observers requires considerable care to
develop good rating procedures and to train the observers carefully
in using these procedures. (The goal is to develop observers who
will judge the same condition in roughly the same way at different
21
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
"'IN r�
Points in time.) Citizen surveys also have potential problems such
as phrasing of the questions to avoid ambiguous responses and the
accuracy of the sampling techniques.
Fortunately, however, a great degree of precision is not needed in
most Performance Measurement. If used with care, these procedures
should provide information that is accurate enough for most governmental
purposes. Despite its limitations and problems, Performance Measure-
ment is vital in order to determine what local government agencies are
accomplishing and how well they are doing it.
22
MICROFILMED BY
DORM MICR+LAB
CEDAR RAPIDS • DES MOINES
I .
i
"'IN r�
Points in time.) Citizen surveys also have potential problems such
as phrasing of the questions to avoid ambiguous responses and the
accuracy of the sampling techniques.
Fortunately, however, a great degree of precision is not needed in
most Performance Measurement. If used with care, these procedures
should provide information that is accurate enough for most governmental
purposes. Despite its limitations and problems, Performance Measure-
ment is vital in order to determine what local government agencies are
accomplishing and how well they are doing it.
22
MICROFILMED BY
DORM MICR+LAB
CEDAR RAPIDS • DES MOINES
PERFORMANCE MEASUREMENT AND
OTHER MANAGEMENT FUNCTIONS
Performance Measurement is closely related to the management functions
of budgeting, program evaluation, and program auditing. Because of this
close relationship, Performance Measurement can make each of the other
functions more meaningful.
In recent years, many local governments have modified their line -
item budgeting process to incorporate program budgeting, performance
budgeting, or zero -based budgeting. As this has happened, the budget -
makers have increasingly turned to performance indicators for help in
both formulating and justifying their budget proposals. To a great extent,
however, these performance indicators have been the elementary input
and workload measurements discussed earlier in this guide. The improved
Performance Measurement discussed within these pages is thus a way of
improving the budgeting process as well.
Like new forms of budgetmaking, "program evaluation" is also in-
creasingly seen as a basic part of good management. Most of the time,
though, program evaluation is an ad hoc, in-depth investigation of a small
number of individual programs. It does not provide the overall view that
is possible through regular Performance Measurement of all (or most) of
a local government's services and programs. And Performance Measure-
ment can provide early identification of which programs or services need
to be evaluated in depth.
Another way to judge program performance is through performance
auditing. Spurred on by the example of the U.S. General Accounting
Office (GAO), many local governments have adopted independent reviews
of the performance of administrative agencies. By providing an improved
base of information for these audits, Performance Measurement can help
to make audits more useful as management tools both for management
and legislative bodies. Reliable, credible Performance Measurement can
reduce the number of needed audits. If it does not, it should at least
reduce the cost of such audits by making needed data, readily available
for the audits.
23
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
I
WHAT LOCAL LEGISLATORS CAN DO TO
IMPROVE PERFORMANCE MEASUREMENT
Local legislators can take a number of steps to improve their government's
Performance Measurement. Here are some suggestions:
1. Review existing Performance Measurement practices. Find out
whether your government's agencies make regular measurements of
their effectiveness, efficiency, and quality. In all probability you will
find that most measurements cover primarily service inputs and the
amount of workload accomplished.
2. Play a reasonably active role in the development of improved Per-
formance Measurements, but encourage administrative staff and op-
erating agency personnel to do most of the work in identifying ap-
propriate measurements and measurement procedures. Remember,
however, that government agencies will prefer measurements that
they can fully control. Make sure that measurements likely to be of
greatest concern to the public are included in the process as well as
measurements that are of use to operating agencies.
3. Consider passing an ordinance that requires government agencies to
make regular Performance Measurements for the purpose of deter-
mining the effectiveness, efficiency, and quality of government serv-
ices and programs.
4. Encourage the creation of a schedule for implementing improved
Performance Measurement, but don't expect spectacular results
overnight. It usually takes at least two or three years before the
benefits of improved Performance Measurement begin to appear.
5. Once improved Performance Measurement is implemented, insist on
concise reports that highlight performance trends, changes, and de-
viations from what is expected. Ask managers to explain unusually
bad, and unusually good, performance.
6. Provide adequate resources for improved Performance Measurement.
It is better to do nothing than to skimp on an expenditure that may
be repaid many times over in the form of reduced costs or improved
operations.
24
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
7. Above all, use the data provided by Performance Measurement ,your-
self. There is no better way to ensure that administrators and em-
ployees will also take the effort seriously. For example:
• Review performance data regularly, giving credit for good per-
formance and following up on low, performance. Set performance
targets, perhaps, for specific services and programs, or at least
encourage the executive branch to do so, and subsequently review
actual performance against the targets.
• When proposals are made to continue or expand programs, ask for
and review the data on the program's past performance.
• When new programs or policies are proposed, require an estimate
of their effects on key performance indicators.
• Consider declining performance in a department or program an
opportunity for making improvements in it. Give departments or
programs the chance to make changes themselves before imposing
penalties.
• Reward improved performance, either through monetary or non -
monetary means. When efficiency, in particular, improves, legis-
lators will feel a temptation to take full advantage of the improve-
ments by making large cuts in agency staffs and budgets. Such
actions can quickly demoralize an agency if they are not accom-
panied by some kind of "reward" for agency personnel.
25
MICROFILMED RY
JORM MICR�LAS
CEDAR RAPIDS DES MOINES
IT'S JUST GOOD GOVERNMENT
Obtaining regular feedback on service effectiveness, quality and efficiency
should be considered an inherent part of good government. Current per-
formance measurement in city and county governments throughout the
United States is highly deficient in assessing service effectiveness and
efficiency. Since the state-of-the-art in performance measurement has
improved substantially in recent years, technical limitations no longer
should be accepted by legislators as an excuse for not improving perform-
ance measurements. City and county legislators can, and should, insist
on improved performance measurement that adequately reflects the con-
cerns of its public. Though fully satisfying performance measurement is
not completely possible, and probably never will be, it has now become
a meaningful way of assessing a government's work.
26
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SOURCES OF FURTHER INFORMATION
Publlcatlons
• Public Technology, Inc. "Effectiveness Measures: Literature and Practice Re-
view," U.S. Department of Housing & Urban Development, Office of Policy
Development and Research, Government Capacity Building Division, Wash-
ington, D.C., June 1979.
A brief review of selected publications, plus a number of examples of
improved performance indicators. Contains brief reviews, based on site visits,
of the measurement practices of ten local governments and the way in which
the performance measurements have been used. (55 pp.)
• International City Management Association, "Using Productivity Measure-
ment: A Manager's Guide to More Effective," ICMA Management Information
Services Special Report, No. 4, May 1979, Washington, D.C.
Focuses on the measurement of effectiveness in solid waste collection and
recreation. Has much "technical detail," but also contains an introduction to
performance measurement. (175 pp.)
• Hatry, et. al., "How Effective Are Your Community Services? Procedures for
Monitoring the Effectiveness of Municipal Services," The Urban Institute and
the International City Management Association, Washington, D.C., 1977.
Suggestions to local governments on how to measure nine services: solid
waste collection, solid waste disposal, recreation, library services, crime con-
trol (police), fire protection, transportation (both basic services and public
transit), water supply, and the handling of citizen complaints'and requests.
Provides illustrative questionnaires, implementation suggestions, and a chap-
ter on using effectiveness measurements. Focuses on effectiveness measure-
ment, but also contains a chapter on measuring efficiency. (:318 pp.)
• "Measuring the Effectiveness of Basic Municipal Services: Initial Report."
prepared and distributed jointly by the International City Management As-
sociation and The Urban Institute, Wash. D.C. February 1974.
Provides an overview of effectiveness measurement and needed proce-
(lures. (118 pp.)
• "Efficiency Measurement for Local Government Services: Some Initial Sug-
gestions," The Urban Institute, Washington, D.C., November 1979.
Discusses and illustrates approaches to measuring the efficiency of local
services. Specific suggestions provided for water supply, apprehension ofcrim-
inals, central purchasing, and group residential care for children (204 pp.)
27
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r
• Fukuhara, Rackham, "Improving Effectiveness: Responsive Public Service,^
Municipal t111"'agement Innovation Series No. 1O International City blunngl,,
meat Association, Washington, D.C., June 1970,
A brief case study of,Savannah. Georgia's use of performance measurement
information. (4 pp.)
• Webb, Kenneth, & Hatty, Hatry, "Obtaining Citizen Feedback: The Appli-
cation of Citizen Surveys to Local Governments,
ington, D.C., 1973. " The Urban Institute, Wash'Describes various uses of information obtained fr
by local governments, and discusses the costs, pitfalem surveys Of citizens
Is, and administrative
issues in their use. (105 pp,)
Hall, John R„ Jr„ "Factors Related to Local Government Use Of Performance
Measurement," U.S. Department of Housing & Urban Development, Office
Of Policy Development and Research, Washington, D.C., April 1978. (46
Discusses a number of factors that affect the amount and use of perfot•m-
ance measurement information. Baser! on interviews with personnel from a
number of local governments. (46 pp,)
• Research Triangle Institute, "Municipal Fire Service Workbook," U.S. Gov-
ernment Printing Office, Stock No. 038-00(}.0083P,,5 Washington, D.C. 1977.
Provides detailed suggestions for assessing the effectiveness and relative
efficiency of fire service delivery systems. Illustrates comparative measure.Live
ment with nationwide data so that a compare its own
fire department can
performance against those of similar departments (115 pp,)
• Washnis, George, Ed„ "Productivity Improvement Handbook for State and
Local Government," John Wiley & Sons, Inc., 1980,
Chapters on individual public services contain suggestions for productivity
(i.e., performance) measurement. (1500 pp,)
• "Managing with Performance Measures in Local Government: A Dialogue,"
U,S. Department of Housing & Urban Development, Office of Policy Devel-
opment & Research, June 1979.
Edited transcript of a discussion among a county commissioner, controller,
city manager, public works director, and private consultant about their ex-
periences with performance measurement efforts. (28 pp.)
28
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ORGANIZATIONS
A number of organizations have in recent years undertaken efforts to
provide information on, training in, or help in implementation of, per-
formance measurement for local governments.
L International City Management Association. Has developed materials
and included performance measurement materials in workshops for
small local governments.
?. Municipal Finance Officers Association. Its local government inquiry
service on financial management covers performance measurement.
Provides bibliographic reviews of publications, including performance
measurement.
3. National Association of Counties. Maintains :I central reference serv-
ice including material on performance measurement.
• 4. National League of Cities. Maintains an information service for local
legislators. National League of Cities is a co-sponsorof this pamphlet.
5. Public Technology, Incorporated. Has developed descriptive mate-
rials and presented workshops on performance measurement for local
governments. Works with individual governments to help with im-
plementation.
6. U.S. Department of Housing & Urban Development, Office of Policy
Development, and Research, Government Capacity Building Divi-
sion. Has sponsored the development of a wide range of performance
measurement procedures and workshops covering performance meas-
urement for local governments. Is a good source of information on
performance measurement activities.
7. U.S. Office of Personnel Management, Intergovernmental Personnel
Programs. Sponsors a variety of training efforts potentially related
to performance measurement. As part of its new program to help
state and local governments improve service productivity, produc-
tivity measurement is one of its concerns.
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8. The Urban Institute. Its primary role has been to develop and dis-
seminate ways for local and state governments to improve their per-
formance measurement process. Staff are available on a limited basis
for suggestions to governments on their attempts to improve their
performance measurement capability.
I
30
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ADDRESSES
1. International City Management
Association
1140 Connecticut Avenue, N.W.
Suite 1140
Washington, U.C. 200313
(202) 828-3609
2. Municipal Finance Officers Asso-
ciation
1750 K Street, N.W.
Suite 650
Washington, D.C. 20006
(202) 466-2494
3. The National Association of Coun-
ties
1735 New York Avenue, N.W.
Washington, D.C. 20006
(202) 785-9577
4. The National League of Cities
1620 1 Street, N.W.
Washington, D.C. 20006
(202) 293-76:35
5. Public Technology, Incorporated
1140 Connecticut Avenue, N.W.
Suite 1101)
Washington, D.C. 20036
(202) 452-7759
31
r'1
6. U.S. Department of Housing and
Urban Development
Office of Policy Development and
Research
Government Capacity Building
Division
451 7th Street, S.W.
Room 8114
Washington, D.C. 20410
(202) 755-5613
7. U.S. Office of Personnel Manage-
ment
Intergovernmental Personnel Pro-
grams
1900 E Street, N.W.
Room 2315
Washington, D.C. 20415
(202) 254,3342
8. The Urban Institute
2100 M Street, N.W.
Washington, D.C. 20037
(20'2)233.1950
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i
i
j
ADDRESSES
1. International City Management
Association
1140 Connecticut Avenue, N.W.
Suite 1140
Washington, U.C. 200313
(202) 828-3609
2. Municipal Finance Officers Asso-
ciation
1750 K Street, N.W.
Suite 650
Washington, D.C. 20006
(202) 466-2494
3. The National Association of Coun-
ties
1735 New York Avenue, N.W.
Washington, D.C. 20006
(202) 785-9577
4. The National League of Cities
1620 1 Street, N.W.
Washington, D.C. 20006
(202) 293-76:35
5. Public Technology, Incorporated
1140 Connecticut Avenue, N.W.
Suite 1101)
Washington, D.C. 20036
(202) 452-7759
31
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6. U.S. Department of Housing and
Urban Development
Office of Policy Development and
Research
Government Capacity Building
Division
451 7th Street, S.W.
Room 8114
Washington, D.C. 20410
(202) 755-5613
7. U.S. Office of Personnel Manage-
ment
Intergovernmental Personnel Pro-
grams
1900 E Street, N.W.
Room 2315
Washington, D.C. 20415
(202) 254,3342
8. The Urban Institute
2100 M Street, N.W.
Washington, D.C. 20037
(20'2)233.1950
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City of Iowa Cit,'
MEMORANDUM
DATE: June 12, 1980
TO: Board/Commission Chairpersons
FROM: Ci1A anager
RE: Annual Report
An annual report again will be compiled for all boards and commissions at
the end of fiscal year 1980. This report will cover the period July 1,
1979, to June 30, 1980. It is requested that your board/commission's report
be submitted to the City Manager's office by July 15, 1980, following as
much as possible the form, margins and type (letter gothic) as the attached
example. If you submit a typewritten draft to the City Manager's office,
the Word Processing Center will prepare the final copy in the requested
format.
All reports should include:
1. Responsibilities of board/commission
2. Review of activities for FY 80
3. Directions planned for FY 81
4. List of members
This report will be used by the City Council, staff and members of boards/
commissions to set future goals in the following year's budgeting process.
The staff person responsible for coordination with your board/commission
(see attached list) will be pleased to assist you with the preparation of
your report and will be contacting you at an early date.
If you should have any other questions concerning this report, please contact
Lorraine Saeger (extension 200).
cc: City Council
Department Heads
Word Processing Center
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//V
i
City of Iowa Cit,'
MEMORANDUM
DATE: June 12, 1980
TO: Board/Commission Chairpersons
FROM: Ci1A anager
RE: Annual Report
An annual report again will be compiled for all boards and commissions at
the end of fiscal year 1980. This report will cover the period July 1,
1979, to June 30, 1980. It is requested that your board/commission's report
be submitted to the City Manager's office by July 15, 1980, following as
much as possible the form, margins and type (letter gothic) as the attached
example. If you submit a typewritten draft to the City Manager's office,
the Word Processing Center will prepare the final copy in the requested
format.
All reports should include:
1. Responsibilities of board/commission
2. Review of activities for FY 80
3. Directions planned for FY 81
4. List of members
This report will be used by the City Council, staff and members of boards/
commissions to set future goals in the following year's budgeting process.
The staff person responsible for coordination with your board/commission
(see attached list) will be pleased to assist you with the preparation of
your report and will be contacting you at an early date.
If you should have any other questions concerning this report, please contact
Lorraine Saeger (extension 200).
cc: City Council
Department Heads
Word Processing Center
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//V
BOARD OF LIBRARY TRUSTEES
GENERAL RESPONSIBILITIES
The Board of Trustees of the Public Library is a semiautonomous body of
nine persons empowered by state law and city ordinance to act as the
governing body of the library. The Board's specific list of legal
responsibilities includes: determining the goals and objectives of the
library in order to plan and carry out library services; determining and
adopting written policies to govern all aspects of the operation of the
library; preparing an annual budget and having exclusive control of all
monies appropriated by the City Council or given to the library through
gifts, bequests, contracts, grants or awards; employing a competent staff
to administer its policies and carry out its programs. The Board is also
an arm of city government with members appointed by the City Council and
its principal operating funds approved by the Council. The Board
therefore seeks at all times to work in harmony with City policies in all
areas that do not conflict with its statutory powers.
ACCOMPLISHMENTS IN FY 1979
Passed referendum for a new library building with a 63% majority.
Completed plans for the new building up to the final approval phase.
Started a comprehensive program to automate library's bibliographic and
circulation records. Equipment was purchased; conversion of records was
begun.
Received three grants: two for collection development from the State
Library Commission; one for programming in honor of the International Year
of the Child from the Iowa Boaed of the Humanities.
PLANS FOR FY 1980
Coordinate construction and plan interiors of new building.
Complete phase I of the automation project, switching of an on-line
circulation system by the fall of 1979.
Return to a 65 -hour service week by reopening the library on Thursday
evenings and Sunday afternoons by January 1, 1980.
Evaluate the concept of eliminating the non-resident fee card and offering
library service only to jurisdictions that contract with the Library
Board.
Develop an on-going planning process which will update and set priorities
for the library's long-range goals and will coordinate with the annual
budget cycle.
27
AM
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Carol deProsse and the hundreds of Iowa City residents who helped with the
successful referendum campaign.
Retiring Board members David Kirkman, Ronald Farber, and Louane Newsome
for their six years of outstanding service to the library.
The FRIENDS of the Iowa City Public Library for their ongoing support of
library activities.
BOARD MEMBERS
Randall P. Bezanson, President
Rosalind Moore, Vice -President
Louane L. Newsome, Secretary
Jean Bartley
Ronald Farber
Richard Hyman
David Kirkman
r --- -! Lynda Ostedgaard
Suzanne Richerson
28
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BOARD/COMMISSION
Airport Commission
Board of Adjustment
Board of Appeals
Board of Electrical Examiners and
Appeals
Board of Examiners of Plumbers
Broadband Telecommunications
Commission
Civil Service Commission
Committee on Community Needs
Design Review Committee
Governor Lucas Square Commission
Housing Commission/Housing Appeals
Board
Human Rights Commission
Library Board of Trustees
Parks and Recreation Commission
Planning and Zoning Commission
Resources Conservation Commission
Riverfront Commission
Senior Center Commission
RESPONSIBLE STAFF PERSON
Fred Zehr, Airport Manager
Don Schmeiser, Acting Director
Planning and Program Development
Glenn Siders, Senior Building Inspector
Paul Bowers, Electrical Inspector
Ralph Taylor, Plumbing Inspector
Drew Shaffer, Broadband Telecommunications
Specialiat
Dale Helling, Acting Director, Human
Relations Department
Marianne Milkman, Planner/Program Analyst
Larry Chiat, Development Coordinator
Nancy Heaton, City Treasurer
Michael Kucharzak, Director, Housing and
Inspection Services
Sophie Zukrowski, Affirmative Action
Analyst
Lolly Eggers, Library Director
Dennis Showalter, Director, Parks and
Recreation Department
Doug Boothroy, Senior Planner
Roger Tinklenberg, Energy Coordinator
Karin Franklin, Planning Technician
Bette Meisel, Senior Center Coordinator
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Mr. Neal Berlin
City Manager
Civic Center
410 Iiast Washington Street
Iowa City, Iowa 52240
Dear Neal: j
I seldom bother City officials about citizen complaints, and I have
forced myself to cool off for two days before writing this letter. As
you probably know, our law office is in the 200 block of South Linn,
where we have observed the effects of the carnival invasion. With the
hope that our protest and those of others that you receive may avoid a
reoccurrence of this problem in the future, I would like to point out
the following:
2.
3.
4.
'I'ho Inr o1 a purLlun ul' Ihv nlrw'l by Lln, I�nrnlvnl and III"
frequent block Lng of ttic nILey betwean Linn and Cil.hert In
that block has made it extremely difficult for our clients
to have access to our office, and for our tenants in the
apartments above our offices to have access to their dwelling
units.
It seems a more appropriate site for the carnival could have
been selected by using the 4-11 Fairgrounds or other facilities
outside of the downtown area.
The loss of the parking lot facilities during the carnival
occupancy has reduced parking in the area to a comparative
combative experience for those who persevere long enough to
acquire parking space In the downtown vicinity.
There appear to be no traffic control efforts made for the
congestion caused by the blocking of this street.
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_l�Vl_p JUN i :
I!INII
LAW orncCB or
LEFF, LEFF, LEFF, HAUFERT ar
TBAW
222 'SOUTH LINN BTRCCT-P.O. BOII It""
PNONC 009.7551
ARTHUR O. LCrr
IOWA CITY. IOWA
ARIA COOL 019
PHILIP A.LCrr
5 44
z
ALAN R.LCrr
R. BRUCC HAUPCRT
CHARLCBT.TRAW
June 11, 1980
Mr. Neal Berlin
City Manager
Civic Center
410 Iiast Washington Street
Iowa City, Iowa 52240
Dear Neal: j
I seldom bother City officials about citizen complaints, and I have
forced myself to cool off for two days before writing this letter. As
you probably know, our law office is in the 200 block of South Linn,
where we have observed the effects of the carnival invasion. With the
hope that our protest and those of others that you receive may avoid a
reoccurrence of this problem in the future, I would like to point out
the following:
2.
3.
4.
'I'ho Inr o1 a purLlun ul' Ihv nlrw'l by Lln, I�nrnlvnl and III"
frequent block Lng of ttic nILey betwean Linn and Cil.hert In
that block has made it extremely difficult for our clients
to have access to our office, and for our tenants in the
apartments above our offices to have access to their dwelling
units.
It seems a more appropriate site for the carnival could have
been selected by using the 4-11 Fairgrounds or other facilities
outside of the downtown area.
The loss of the parking lot facilities during the carnival
occupancy has reduced parking in the area to a comparative
combative experience for those who persevere long enough to
acquire parking space In the downtown vicinity.
There appear to be no traffic control efforts made for the
congestion caused by the blocking of this street.
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I
Mr. Neal Berlin
Page 2
June 11, 1980
We have always supported, and will continue to support, the Jaycees, and
we have supported, and will continue to support, the redevelopment of
the downtown area. It seems to me that allowing the carnival to be
placed in this location when the downtown area is under a variety of
construction projects and resulting citizen inconvenience was a poor
decision. I am afraid it will bring strong adverse reaction against the
Jaycees and fuel the frustration of citizens attempting to utilize our
downtown area.
Thanks for reading this letter, and considering my compinlnt.
Very ly yours,
EFF, FF, LEFF, HAUPERT & TRAW
1'AI.: mec
cc: Scott Meana,
President, Jaycees.
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Leff
R
I
f�
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Mr. Neal Berlin
Page 2
June 11, 1980
We have always supported, and will continue to support, the Jaycees, and
we have supported, and will continue to support, the redevelopment of
the downtown area. It seems to me that allowing the carnival to be
placed in this location when the downtown area is under a variety of
construction projects and resulting citizen inconvenience was a poor
decision. I am afraid it will bring strong adverse reaction against the
Jaycees and fuel the frustration of citizens attempting to utilize our
downtown area.
Thanks for reading this letter, and considering my compinlnt.
Very ly yours,
EFF, FF, LEFF, HAUPERT & TRAW
1'AI.: mec
cc: Scott Meana,
President, Jaycees.
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Leff
R
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City of Iowa City
MEMORANDUM
Date: June 13, 1980
To: Honorable Mayor and City Council
From: Dale .61 ling
Re: FY82 Budget Goal Setting Session
At the informal meeting on June 16, 1980 I would like to briefly
discuss with you the scheduling of a goal setting session for the
next fiscal year. The tentative schedule for the FY82 budget process
makes it desirable to hold this session prior to August 15, 1980.
Because of varying vacation schedules, etc. the opportunity to
accomplish this with all seven Councilmembers present will leave us
with few alternatives. Please be prepared to address this matter at
your Monday meeting in light of your current vacation plans. This
session should be held prior to the time that departmental goals and
objectives are formulated and we hope to begin this process during
the last half of August.
Thank you.
bj5/8
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i
I
City of Iowa City
MEMORANDUM
Date: June 13, 1980
To: Honorable Mayor and City Council
From: Dale .61 ling
Re: FY82 Budget Goal Setting Session
At the informal meeting on June 16, 1980 I would like to briefly
discuss with you the scheduling of a goal setting session for the
next fiscal year. The tentative schedule for the FY82 budget process
makes it desirable to hold this session prior to August 15, 1980.
Because of varying vacation schedules, etc. the opportunity to
accomplish this with all seven Councilmembers present will leave us
with few alternatives. Please be prepared to address this matter at
your Monday meeting in light of your current vacation plans. This
session should be held prior to the time that departmental goals and
objectives are formulated and we hope to begin this process during
the last half of August.
Thank you.
bj5/8
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City of Iowa City
MEMORANDUM
Date: June 13, 1980
To: City Council
From: Dale Helling, Assistant City Attorney
Re: Lincoln School Civil Defense Siren
In the Fall of 1979 we consulted with an audiologist from the University
of Iowa regarding the existing problem with this unit, its close proximity
to a residence, and how we might reduce the noise level satisfactorily.
As a result, we elected to modify the horn in such a manner that the sound
would be directed in a more upwardly direction and, in essence, over that
particular residence.
The unit was activated for the December 1979 monthly test and several
sound readings were tkane by our consultants at ground level nearby,
inside Lincoln School, and from an upstairs window in a residence across
the street which is approximately twice the distance from the unit as the
closest residence. The resulting data was to be evaluated by our
consultant and he agreed to make a recommendation on the basis of his
findings early in 1980. He has been out of Iowa City since early January
and during part of that time has been out of the country. We have made
numerous attempts to contact him since the first of the year but without
success.
Representatives of the Noise Technical Assistance Center at the
University of Iowa, an agency funded by the Federal EPA, conducted some
similar but less extensive tests on April 7, 1980. These involved the
Lincoln School siren and another similar one which had not been modified.
Their purpose in testing was to make a comparative evaluation. This was
done on their own initiative and copies of correspondence regarding those
tests are attached.
Our consultant's initial reaction to the test conducted in December was
that the results of modifying the unit were very favorable. We will
continue in our attempts to obtain a recommendation from him.
Several alternatives exist at this point. One would be to repeat the
testing process with a new consultant. This would obviously take some
time and we would probably be through the tornado season before a decision
was made. The second would be to leave the unit inoperable which would be
contrary to the wishes of many people in that neighborhood. A third
alternative would be to place the unit back into operation.
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2
Based on the results of the NTAC tests, I recommend that we reactivate the
Lincoln School siren if our legal staff concurs. Prior to reactivation we
will notify the residents of that area, the party who originally
registered concern about the noise levels and his attorney, and the
Johnson County Civil Defense Director. If Council has any objections to
this course of action, please advise me at your June 16, 1980 informal
meeting.
cc: City Manager
bj5/4-5
//d3
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0
NOISE TECHNICAL ASSISTANCE CENTER
Wendell Johnson Speech and Hearing Center
The University of Iowa
Iowa City, Iowa 52242
319/353-3129
May 19, 1980
NTAC-VI I
Dale Helling
Assistant City Manager
City of Iowa City
Civic Center
410 E. Washington Street
Iowa City, IA 52240
Dear Mr. Helling:
I am enclosing a copy of our final report on the output level of
the Civil Defence Sirens. I have also been in contact with Cathy Elsenhoffer
on this and will provide some additional, information on the confounding
effects of ototoxic drugs as she has requested.
Sincerely,
L y�f
M.A.
4rge N5hke/1,
Campus Coordinator
CBH/ns
""--:VED NAY 2 2 IM
.,- ten"
For Federal Region Vll (Iowa, Kansas, Mlssourl, Nebraska)
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NOISE TECHNICAL ASSISTANCE CENTER
Wendell Johnson Speech and Hearing Center
The University of Iowa
Iowa City, Iowa 52242
319/353-3129
May 19, 1980
NTAC-VI I
Dale Helling
Assistant City Manager
City of Iowa City
Civic Center
410 E. Washington Street
Iowa City, IA 52240
Dear Mr. Helling:
I am enclosing a copy of our final report on the output level of
the Civil Defence Sirens. I have also been in contact with Cathy Elsenhoffer
on this and will provide some additional, information on the confounding
effects of ototoxic drugs as she has requested.
Sincerely,
L y�f
M.A.
4rge N5hke/1,
Campus Coordinator
CBH/ns
""--:VED NAY 2 2 IM
.,- ten"
For Federal Region Vll (Iowa, Kansas, Mlssourl, Nebraska)
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401SE TECHNICAL ASSISTANCE CENTER
Wendell Johnson Speech and Hearing Center
The University of Iowa
Iowa City, Iowa 52242
319/353-3129
Juno 2, 1980
Cathy Eisenhoffer
Purchasing Agent
City of Iowa City
Iowa City, IA 52240
Dear Cathy:
NTAC-V11
I am writing in response to our conversntion on the interation between
ototoxic drugs and noise exposure. For that class of ototoxic drugs producing
permanent threshold shift (e.g. the family of aminoglycoside antibiotics)
It is the case that a synergistic effects has been demonstrated with high
level noise exposure. Understandably, the studies involved have been
restricted to laboratory animals and the application of these data to
humans is inferential, though probably valid. Unfortunately, there is not,
to my knowledge, nufficlent information avallable on this topic to allow
for modifying established noise -risk crirerla tables to allow for such
an interaction. Interestingly, no such synergistic effect has been found
for dint group of o wtoxins producing temporary threshold shift (e.g.
Quinine, Salicylates, etc.).
Relating this information to our earlier report on the potential health
hazard posed by the local civil defence sirens 1s difficult due to the
lack of quantifiable data, as I have stated above. It might be informative
to contact representatives from the medical community to determine the
frequency of prescription of these ototoxic drugs for outpatients who might
be in a position to be exposed to such noise hazards. My suspicion is
that these numbers would be quite low.
I hope this has been of some help to you. I Include n list of references
for further information.
Slnrerely�
�/(W : �
George Ilaskell
Campus Coordlnntor
For Foderal Region VII (Iowa, Kansas, Missouri, Nebraska)
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REFERENCES
Falk, S.A. (1972): Combined Effects of Noise and Drugs. Environ. Health
Perspect., 1, 1-22.
Hawkins, J.E. (1971): The Role of Vasoconstruction in Noise -Induced
Hearing Loss. Ann. Otol. Rhinol. Laryngol. 80, 903-914.
Marques, D.M., Clark, C.S., and Hawkins, J.E. (1975): Potentiation of
Cochlear Injury by Noise and Ototoxic Antibiotics in Guinea Pigs.
J. Acoust. Soc. Amer. 57, S1 (A).
Hamernik, R.P., and Henderson, D. (1976): "The Potentiation of Noise by
Other Ototraumatic Agents." In Effects of Noise on Hearing.
Henderson, D., Hamerik, R.P., Dosath, D.S., and Mills, J.H. (Eds).
New York, Raven Press. 291-308.
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NOISE TECHNICAL ASSISTANCE CEN IER N1AC-VII
Wendell Johnson Speech and Hearing Center
The University of Iowa
Iowa City, Iowa 52242
319/353-3129
History
On April 7, 1980, 9:00 AM the staff of the Noise Technical Assistance
Center for Region VII conducted a spot check of the sound level output from
two Civil Defence Sirens (manufacturer, Allerator) located in the Iowa City
area.One of the sirens was located on the grounds of West High School
and the other at- Lincoln Elementary School. The siren located at Lincoln
School had been modified by the installation of a steel baffle which occluded
approximately ' of the output horn. Our primary interest lay in determining
the reduction in output level the modification provided adjacent to the siren.
Procedures
The sirens are typically tested only once per month for approximately
60 seconds of continuous operation so our sample was relatively brief.
Simultaneous measures were made at both sites at 5 second intervals at
approximately 30 meters from the supporting pole.
Two different sound level meters were used (CENRAD 1945 at West High
and 3M-3220 at Lincoln Elementary). Both meters were set to display in
dBA, slow response, and were capable of sLnring the peak level reached
during the measurement interval. Both meters were calibrated just prior
to the measurement.
Pindin s
The sirens rotate at an approximate rate of 33.3 RPM, so there was
considerable fluctuation of level at our fixed site. At West High the
unmodified siren produced a peak of 114 dBA at 30 meters with a measured
range of from 96 to 114 dBA over the 60 second period, L50 for that period
was 101 dBA. At Lincoln Elementary the recorded peak was 112 dBA with
measured range of 88 to 108 dBA (stored peak did not occur at a measuring
interval). The L50 for measured levels was 98 dBA.
Discussion
While our results may be influenced by the short measurement interval
they do indicate a minor reduction in Output SPL for the modified versus
unmodified siren. The reductions observed were 2 dB for the peak and 3 dB
for the estimated L50 based on our sample. This does not constitute a
particularly large reduction in output level at our observation point.
For Federal Region VII (Iowa, Kansas, Missouri, Nebraska)
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There has been sonic concern expressed regarding the potential health
hazard associated with these sirens. Applying the damage -risk criteria
established by the Walsh-licaley Public Contracts Act (sec. 50-204.10, 1969)
is made difficult by the fluctuating nature of the sirens output. Since
peaks do not occur at 1 second or less intervals, due to the speed of the
siren's rotation, the estimated 1,50 may be a more meaningful average to apply.
For this case the maximum permissible noise exposure times would be 1.5
hours per day for the unmodified siren (101 dBA) and 2.0 hours per day for
the modified siren (98 dBA), again, this is for a distance of 30 meters.
applying the observed peak levels would result in a miximum noise exposure
time of '0.25 hours or less" per day for both sirens (114 and 112 dBA).
As the above discussion suggests even the most stringent application
of present damage -risk criteria would not result in an exceedance of permissible
noise exposure for the 60 second test interval. In the event of an actual
emergency or system malfunction it is concievable that the 15 minute time
limit (0.25 hours) could be exceeded, but this supposes that the person, or
persons stay in the area at 30 meters from the siren pole, which seems
Improbable.
Conclusions
While it seems unlikely that either of the described sirens constitute
a health hazard in terms of noise exposurejthe levels produced certainly
exceed a comfortable level for community environmental noise over sustained
periods. The question of suitability of the sirens for inclusion in the
total community noise environment must be answered by the community itself.
The annoyance of the monthly test program should be weighed against the
benifit associated with early warning of an impending emergency.
Geg2tge�$!, �IL 1, M.A.
GBH/ns
Campus Coordinator
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CITY OF CORAL VILLE
1512 7th Street COUNCl1.
MAYOR bIEMB1-,RS
Michael Kattchcc P. 0. Box 5127 James A. Cole
Coralville, Iowa 52241 Robert E. Dvorsky
CITY CLP..RK (319) 351-1266 I bury A. lihtaseu
Helen Gaut Jim L. hausett
June 12, 1980 William A. Stewart
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Mayor John Balmer, Larry Lynch, Clemens Erdahl, Mary Neuhauser,
David Perret, Glenn Roberts and Robert Vevera
Iowa City Civic Center
Dear Iowa City Council Members,
I have asked Mayor John Balmer to provide the opportunity for a
meeting of the Iowa City and Coralville Councils. John agreed i
that it would be in the best interest of both communities to have
a "get acquainted" meeting.
In light of several developments, such as the requirement of the
MPO, some formal cooperating may have to take place. I have always
felt that the cause of cooperation will be furthered if the policy
makers have the opportunity to meet.
I hope we will have a good meeting and we will go away from it with
a better understanding of each other thoughts.
i
est r gar s,
heeeeattc
Mayor
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City of Iowa Ch,
MEMORANDI
Date: June 5, 1980
To: Neal Berlin, City Manager \I
From: Karin Franklin, Planning Technician
Re: Sewage Disposal Plant Site - Future Use
On Wednesday, June 4, the Riverfront Commission met with representatives
of the University of Iowa, Randy Bezanson and Ray Mossman, to discuss
University acquisition of all or part of the current sewage treatment
plant site. Mr. Bezanson and Mr. Mossman outlined the alternative plans,
presented to you in a letter dated April 14, 1980, for partial acquisition
of the site for waste water sedimentation and for more extensive
acquisition for future expansion of University power facilities.
The Commission seemed to be in tentative agreement with the Vniversity
proposal for acquisition of the two sedimentation lagoons and a pumping
station. However, further evaluation would be necessary for more
extensive acquisition. The Commission would like to consider the
retention of the southern -most third of the site which includes two
lagoons and the plantings along Ralston Creek and Highway 6. In addition,
access along the eastern boundary of the site to this southern area would
be desirable, as would access to the riverbank along the entire site.
Staff at the plant expressed a need to retain ownership of Control House
for use by the City sewer crews after the construction of the new sewage
treatment plant.
These are merely speculative suggestions at this point. The Commission
feels it is important to consult with the Parks and Recreation and Public
Works Departments before making any final recommendation to Council. A
meeting will be arranged to hopefully coincide with the next Riverfront
Commission meeting in July. If there are any other departments which
should be directly involved, please let me know.
bj4/2
cc: Don Schmeiser
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City of Iowa CI^
MEMORANDUM
Date: June 10, 1980
To: City Council
From: Doug Boothroy, Acting Senior Planner
Re: Criteria for Deferral of Compliance with the Stormwater
Management Ordinance
It is the Council's policy to require compliance with the Stormwater
Management Ordinance for all developments within the City's two mile
extraterritorial jurisdiction excepting developments in the Old
Man's Creek watershed. This policy was established per the staff's
recommendation as forwarded to the City Council in a memo from Gene
Dietz, then City Engineer, dated January 13, 1978. In addition, the
Council has allowed the delaying of construction of stormwater
detention basins in the Rapid Creek watershed for the following
subdivisions: Woodland Hills, Part 2, Hickory Ridge Estates and most
recently for Newport Park Subdivision. The criteria used in these
cases were the likelihood of annexation, the amount of existing
development downstream, and the extent of natural vegetation.
The current policy for the waiving or deferral of compliance with the
Stormwater Management Ordinance is, therefore, set forth
accordingly:
Waiver of Requirements
Subdivisions located in the Old Man's Creek watershed.
Deferral of Requirements
Subdivisions located in the Rapid Creek or Snyder Creek
watersheds only upon a finding of the following conditions: (a)
inevitable annexation, (b) the existence of considerable
development in the downstream flood plain, and (c) the extent of
natural vegetation and availability of clear areas on site for
detention basins. The requirements under such conditions may
be deferred for a period of 15 years unless annexation or
resubdivision of the subdivided lots shall have occurred.
Compliance may be mandated at the end of the 15 year period upon
finding that one or more of the above conditions are no longer
applicable.
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$20,646
Transportation Assistant
s.
fringe (@ 181.)
6,596
overhead costs
i
571,009
other agency contributions
- 31,954
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39,055
W
FUNCTIONAL COSTS BY AGENCY
Iowa City
1. Transportation Planning
Transportation Planner
$20,646
Transportation Assistant
16,000
fringe (@ 181.)
6,596
overhead costs
27,767*
571,009
other agency contributions
- 31,954
39,055
*This amount includes the $15,400 identified as other
expenses in the April 23 memorandum
plus $8,047 in
administrative and personnel costs,
$2,000 for word
processing and $2,320 in rent and utilities.
2. Human Services Planning
Human Services Planner
(500M @ $19,542)
$ 9,771
fringe (@ 18%)
1,759
overhead costs
5 000
16,520
3. Multi -County Assessment
$ 8,014
Johnson County
1. Transportation Planning $ 6,000
2. Rural Planning
Rural Planner $18,000
fringe (@ 18%) 3,240
overhead costs 11,929*
33,169
*This amount includes $2,000 for word processing,
$1,160 for rent and utilities, $6,694 in
administrative and personnel costs, and $2,075 in
other expenditures.
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TOTAL
$39,055
$16,520
$ 8,014
$63,589
$ 6,000
$33,169
1
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-2
3• Community Assistance
Coordinator (50% @ $14,139) S 7,070
fringe (@ 180) 1,273
overhead costs 5,063*
13,406
other agency contributions - 5,421
7,985
5 7,985
*This amount includes $580 for rent and utilities,
plus $2,408 in administrative and personnel costs,
and $2,075 for word processing and other
N.
expenditures.
6.
4. Land Use Planning
Land Use Planner (50% @ $14,139) $ 7,070
fringe (@ 180)
1,273
overhead costs 6,374*
14,717
$14,717
*This amount includes $580 for rent and utilities,
plus $2,794 in administrative and personnel costs,
and $3,000 for word processing and other
expenditures.
;.,
5. Multi -County Assessment $ 2,383
$ 2,383
TOTAL
$64,254
Coralville
1. Transportation Planning $ 51000
$ 51000
2. Multi -County Assessment $ 11108
$ 11108
TOTAL
$ 6,108
University Heights
1. Transportation Planning $ 954
$ 954
2. Community Assistance 884
884
3. Multi -County Assessment 191
191
TOTAL
$ 2,029
,.I
Small Cities
-
1. Community Assistance $ 4,537
$ 4,537
2. Multi -County Assessment 1,045
1,045
i
1h
TOTAL
$ 5,582
University of lova
Research Assistants (4 @ !s time)
$10,000
- ..
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ADMINISTRATIVE AND PERSONNEL COST BREAKDOWN
Director (25% @ $26,252)
Transportation Planning
Rural Planning
Community Assistance
Land Use Planning
*Human Services Planning
Secretary (25% @ $12,664)
Transportation Planning
Rural Planning
Community Assistance
Land Use Planning
*Human Services Planning
Minute Taker (12.5% @ $11,803)
Transportation Planning
Rural Planning
Community Assistance
Land Use Planning
*Human Services Planning
Graphics Technician (12.5% @ $15,512)
Transportation Planning
Rural Planning
Community Assistance
Land Use Planning
*Human Services Planning
Draftsperson (50% @ $13,598)
Transportation Planning
Rural Planning
Community Assistance
Land Use Planning
*Human Services Planning
S 3,281
1,094
1,094
1,094
$ 766
2,000
200
200
$ 1,000
100
276
100
$ 1,000
500
39
400
$ 2,000
3,000
799
1,000
$ 6,563
$ 3,166
$ 1,476
$ 1,939
$ 6,799
All positions indicated above are presently funded in Iowa City's FY81 budget.
It is assumed that Iowa City would absorb the administrative and personnel costs
attributed to transportation and
dhuman services planning
nninlandauth planning would
costs
attributed to rural planning, Y
be charged back on an houTherly amountssto those are reflectedpundereoverheadscostsof hforpeach
budget as necessary.
function by agency.
*Administrative and personnel costs relative to human services planning would
be included in the Plan Administrative Division's budget and as such are not
included in this cost breakdown.
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SECOND YEAR, COSTS FOR TRANSPORTATION
Lena
First Year Contribution
% of Total
Second Year Contribution
Iowa City
$39,055
76.565
$23,742
Johnson County
6,000
11.763
3,648
Coralville
5,000
9.802
3,039
University Heights
954
1.870
580
$51,009
$31,009*
*This figure does not include inflationary costs and merit increases, a more
accurate amount of which would be determined for the FY82 budget.
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/11� r -*11
NUMBER OF REPRESENTATIVES ON EXECUTIVE COMMITTEE
Iowa City 5
Coral vi11e 2
University Heights* 1
Johnson County 2
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North Liberty* I/
University of Iowa 1
Total Representatives 1-2- //
REPRESENTATION ON RURAL POLICY BOARD
Johnson County**
2
Hills
1
Lone Tree
1
North Liberty
1
Oxford
1
Shueyville
1
Solon
I
Swisher
1
Tiffin
1
University Heights
1
11
*University Heights and North Liberty would share one vote either by
alternating the vote or casting the vote in the other's absence.
**At least one Johnson County Rural Policy Board member would be represented
on the executive committee.
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The College PI a
A Joint Development of
College Plaza Devetopnent Company and
High Country Corporation
To City C°unci
From._ Robert N. Downer
Memorandum
Date _June 1_1-,_1980__
Subject__Progress Report
Since College Plaza Development Company/High Country Corporati
designated as the preferred developer by the City Council of on was Iowa
City on May 13, 1980, substantial progress regarding the
been made. We have found all parties involved in this venture have
been cooperative and have shown an interest in having ove3ect has
as quickly as Possible. g it move forward
Pour meetings with representatives of Armstrong's Department Store have
been held since May tai 1980. The primary focus o£ these meetings has
been on preparing detailed preliminary construction
lease terms. iVe believe that Preliminary
excellent working
established with Armstron 's Department Store. At theacurrentntime Armng
stron 'sved g relationship has been
IILbi and weadoanot °anticipate the tant preliminary design plans
of these plans Y substantial changes in this e Portpared by
respect to the lease negotiations heir misubstantial ttal to theCit Portion
and the details in structuringY °£ Iowa City. With
worked on.
of the lease agreement sare anobebeing
de
At one of the meetings with Armstrong's Department Store we also included
representatives of High Country Corporation and Arthur Rubloff & Company
all from Chicago. This meeting was especially valuable since it permitted
the project whichshare
resulted inecoordinat onnof everyone'stehe design
fforts. of
both on i
We have also met several times with representatives of the City Staff
that furtheremeetingsinvolvlwillebegneededn as °butll avielbelieveegal tthat We anticipate
both the design issues and legal issues have been made.
progress on
We have also retained Schal and Associates of Chicago, Illinois to assist
us during the development phase of the project in obtaining the lowest
Possible construction costs for the project. Schal and Associates is a
major construction management firm and we believe that it -will be very
valuable to us during the development phase of the project.
Ile have also met with the City of Iowa
two different occasions and believe that Cil many counsel in Des Moines on
garding the bonds have been answered, y o£ the legal 9 questions re -
0U d k0
JUN 12 198
AC -T- _
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ilemorandum to Cit
June 11, 1980 y COI" i1
Page 2
We have also met with representatives who have interest in
bonds for us on a private placement basis, and plan to
individuals regardingPlacing the
the bonds within the meet with other
next week.
We plan to present the preliminary plans to the City on June 30 and
review them with the Design Review Committee at that time.
we will also present the hotel management agreement. On June 30
I If any member of the Cit
Council or any Staff member has a
project, please feel free to contact me.
on
regarding the status of thisme.
RND:hmk
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�''
CEDAR RAPIDS. IOYlA
June 11, 1930
j
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hir. Neal Berlin
City Manager
410 E. Washington
Iowa City, IA 52290
Dear Neal,
This is to inform you and the Iowa City Council that vie have been
working with the Collcge Plaza Development Corp. In an attempt to
porform the bid requirement:i that have been net forth in Itezolution
80-181 concerning parcel No. 64.•1 in Downtown Iowa City.
We believe the progreas to bc,at this point, very satisfactory.
Sincerely,
Allan C. Peremsity
President
ACP:ms
f:
cc: %,College Plaza Development Corp.
Attn, Tom Clletc
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City of Iowa CHC
MEMORANDUM
Date: June 9, 1980
To: John R. Balmer, Mayor
From: Hugh Mose, Transit Manager
Re: Bus Patronage Along Denbigh Drive and Sunset Street
Mr. Mayor, several months ago you requested that we do a study of
transit ridership along the "Denbigh Loop". Back in March we had a
Workstudy student ride the buses through this area and collect
information, but it has taken me until now to find time to analyze
the data.
To summarize briefly, we counted passengers boarding and alighting
at the following stops: Sunset and Arbury, Sunset and Penfro, Sunset
and Denbigh, Denbigh and Penkridge, and Denbigh and Hafor. We did
not consider the intersection of Denbigh and Derwin or Sunset and
West Benton, because we assumed that passengers using these stops
would be inconvenienced very little if the bus were rerouted to West
Benton Street.
On Tuesday, March 11, the day of our study, 132 passengers were
served at these five stops. This represents 8.7 percent of the total
ridership on the Lakeside -Mark IV bus route that day. Also,
operating through the Denbigh Loop involves slightly under 50 bus -
miles per day, or 8.9 percent of the total bus -miles operated on the
Mark IV -Lakeside bus route. Therefore, it can be assumed that the
passengers per bus -mile productivity of the Denbigh Loop is not
significantly less than the entire route as a whole.
The attached trip sheets show the volume of ridership as it was
dispersed throughout the operating day. Predictably, three-quarters
of the ridership was generated during the morning and afternoon peak
periods; mid-day ridership was moderate and evening ridership was
very low. Interestingly, we had almost 50 percent more boardings
than departures; I cannot explain the reason for this.
In any event, I trust that this information will be of some value to
You. Should you have any questions or comments concerning it, please
do not hesitate to contact me.
bdwI/2
xc: City Manager
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/189
City of Iowa City
MEMORANDUM
Date: June 11, 1980
To: Honorable Mayor and City Council
From: Roger Tinklenberg, Energy Program Coordinator c
Re: Results of Recreation Center Energy Audit
Attached for your information, are the results of the walk-through
energy audit completed in the Recreation Center. This is an example
of one of the kinds of work that will be done during the FY81 Energy
Conservation Program.
After each energy audit, this type of information will be presented
to the Department Head and Division Head concerned. I will then
clarify and discuss these recommendations with them.
Subsequently, we will monitor what actions are taken and what the
results are of those actions.
bc3/3
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City of Iowa Ch,
MEMORANDUM
Date: Nay 13, 1980
To: Dennis Showalter, Director of Parks & Recreation
Bob Lee, Recreation Superintendent
From: Roger Tinklenberg, Energy Program Coordinator fir
Re: Recreation Center Energy Conservation Opportunities
Attached are the recommendations resulting from the walk-through
energy audit done in the Recreation Center. Let me clarify my
recommendations for action.
Item Recommendation
1 Implement (c).
2-10 Implement.
11 Implement unless there is some over-
riding reason not to.
12 We should investigate benefits and
costs.
13 Implement.
14 Implement.
15 We should investigate benefits and
costs.
16 Very low priority, good make-work
item.
17 We should investigate benefits and
costs.
If you have any questions, please do not hesitate to call.
tp2/6
cc: Dale Helling
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RECREATION CENTER: March 27 Walk-through Energy Audit Results
1. Locker rooms are continuously exhausted (75° air temp) to control humidity.
Recommendation:
a) Install time clock on exhaust fan to turn it off from midnight to 6:00
or 6:30 a.m.
Cost:• $70-$90
Savings: $630.95 per year
Payback: 1.5 - 2.25 months
b) Install heat recovery equipment to capture heat from the exhaust and
use it to heat the fresh outside air entering the swimming pool room.
Cost: $2,500-$3,500
Savings: $1,200-$1,500 per year
Payback: 1.4 - 2.58 years
c) Combination of a) and b)
Cost: $2,575 -$3,590
Savings: $1,830.95-$2,130.95
Payback: 1.18 - 1.833 years
2. Archery range/print room fan is exhausting continuously - even when room is
unoccupied (used to be a rifle range). Occupied 7-8 hours per week during
winter.
Recommendation:
Connect the exhaust fan to the light switch.
Cost: $100
Savings: $1,005.82 per year
Payback: 1.2 months
3. Boilers are heating water to 190°F -200°F while the maximum temperature of the
water delivered to the swimming pool is 140°F.
Recommendation:
Reset the boiler water temperature from 1900-200OF down to 1600-170°F and
install controls to reset hot water temperature based on outside air
temperature.
Cost: $250-$300
Savings: $390 per year
Payback: 7.7 - 9.2 months
4. Heating coil valves have not been checked since building was built; they are now
corroded; because at least one boiler remains fired up all year long the heating
coil could be "fighting" the cooling coil in the air handling systems.
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2
Recommendation:
Have professional inspection of the nine three-way valves which control the
supply of hot water to the heating coils in the air handling units.
Cost: $900 (3 valves at $150 for valve, $100 for labor, and
$50 for miscellaneous per each valve)
Savings: $2,200 (assumes 3 wornout valves)
Payback: 5 months
5. Large sliding glass doors in south wall of swimning pool room are extremely
loose; from east to west:
- first door is tight,
- second door is loose at the top of its third panel (4 feet),
- third door is loose all along its top (12 feet),
- fourth door is loose all along its top (12 feet), and
- also, the joints between the second and third and between the third and
fourth doors are gapped open.
Recommendation:
Tighten doors and weatherstrip where necessary.
Cost: $90-$135
Savings: $103.88
Payback: 10.4 months -1.26 years
6. Middle window of the three sliding windows in east wall of the billiards room is
broken loose from the frame at the top lefthand corner.
Recommendation:
Repair window frame.
Cost: $20
Savings: $6.20 year
Payback: 3 years
7. Exit door at southwest end of ground floor has no weatherstripping.
I. Recommendation:
Weatherstripping and add sweep if necessary.
Cost: $14
Savings: $32.26 per year
Payback: 5.2 months
8. East double doors - ground floor - have no weatherstripping in middle.
Recommendation:
Weatherstrip.
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Cost:
$14
Savings:
$11.98 per year
Payback:
1.15 years
9.
East double doors to
loading dock - ground floor - have no weatherstripping in
middle. Also, the door stops are loose and bent resulting in a poor seal around
the doors.
j
Recommendation:
Weatherstrip and
adjust and reattach door stops.
Cost:
$14
Savings:
$11.98 per year
Payback:
1.15 years
10.
Exterior door to the craft
room (building north wall) has no sweep.
III
Recommendation:
Add sweep.
Cost:
$5 or less
Savings:
$4.74
Payback:
1 year
11.
During the summer one boiler carries the heating load and the other is turned
off. However, the valves
on the pipes connecting the two remain open.
Recommendation:
Close the valves
between the "on" and 'off" boilers.
Cost:
Minimal staff time
Savings:
Unknown
Payback:
Unknown
12.
Boiler control does
not adjust (modulate) the flame up and down, instead the
flame is either on or
off.
Recommendation:
Install capacity
to modulate boiler flames.
Cost:
Unknown
Savings:
Unknown
Payback:
Unknown
13.
The dampers which close
off the outside fresh air intakes do not close completely
when the controls call
for inside air only. Requires more heat to heat up outside
air.
Recommendation:
Adjust dampers to close completely and oil hinges on damper control rods.
//fO
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Cost: Unknown
Savings: Unknown
Payback: Unknown
14. Men's restroom on ground floor:
- hot water faucet dripping (cold water was dripping also)
- hot air hand dryer runs for 2 minutes versus the normal 40 seconds.
Recommendation:
replace washer seals in faucets
repair timer control on dryer.
Cost: Minimal
Savings: Unknown
Payback: Unknown
15. There are 42 500 watt, 8 300 watt, and 28 200 watt incandescent light bulbs in
gym, exercise room, handball court, social hall, and social hall stage.
Recommendation:
Investigate replacing incandescent lights with more efficient lights such
as metal halide or high pressure sodium.
Cost: Unknown
Savings: Unknown
Payback: Unknown
16. Door between swimming pool room observation platform and the upper floor hallway
is unsealed.
Recommendation:
Seal to reduce humidity in rest of building.
Cost: Approximately $15
Savings: Unknown (comfort and airconditioning costs)
Payback: Unknown
17. Swimming pool room is continuously exhausted to control humidity (85°F or greater
air temperature)
Recommendation:
Investigate covering pool at night with plastic sheets to cut evaporation
and/or dehumidify at night.
Cost: Unknown
Savings: Unknown
Payback: Unknown
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MINUTES
MELROSE CORRIDOR COMMITTEE
APRIL 24, 1980
CITY MANAGER'S CONFERENCE ROOM
MEMBERS PRESENT: Kammermeyer, Vetter, Roberts, Perret, Turner,
Wolraich, Hart, Mahon for Bezanson
i
STAFF PRESENT: Boothroy, Charbon
j SUMMARY OF DISCUSSION:
Chairperson Kammermeyer called the meeting to order and indicated to the
Committee that their discussion could only concern procedural matters in
j order to be in compliance with the Open Meetings Law.
Chairperson Kammermeyer suggested that the Committee select a vice -
chairperson, who in the absence of the chair, would perform the duties of
the chair, and a secretary, who will have the responsibility of insuring
that the Committee's minutes are accurate and are circulated. Juanita
Vetter was chosen as vice -chairperson and Isabel Turner was chosen to
serve as the Committee's secretary.
The Committee decided that .regular meetings would be held at 7:30 P.M. on
the Thursday of every week not scheduled for a regular formal meeting of
the Planning and Zoning Commission. Five members of the Committee would
be necessary to constitute a quorum at any meeting. A three month time
horizon for completion of the Committee's charge was suggested by
Chairperson Kammermeyer.
i The Committee requested staff assistance to provide current traffic
counts (both pedestrian and vehicular) in the Melrose Avenue area prior to
the end of the University's school year.
9 The Committee also agreed with Chairperson Kammermeyer's suggestions that
consideration of the Melrose Avenue corridor traffic problem be focused by
addressing issues regarding east -west traffic flow and circulation
patterns of the Melrose corridor and issues regarding the north -south
traffic circulation between the Melrose corridor and the Benton Street
corridor.
There being no further business, the meetingas adjourned.
Prepared by:
ouglas pothrOy
Acting Senir Planner
Dept. of Pla ing & Program
Development
Approved by:
Isatrel turner, Secretary
Melrose Corridor Committee
01
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MINUTES
MELROSE COORIDOR COMMITTEE
MAY 22, 1980
CITY MANAGER'S CONFERENCE ROOM
MEMBERS PRESENT: Kammermeyer, Hart, Perret, Vetter, Bezanson, Gibson,
Wolraich
MEMBERS ABSENT: Roberts, Turner
STAFF PRESENT: Boothroy, Tyler
SUMMARY OF DISCUSSION:
Kammermeyer called the meeting to order saying Dick Gibson would be representing
the University of Iowa until Bezanson arrived. The topic of discussion was
i east -west traffic flow on the Melrose corridor.
MELROSE AVENUE -..AUTO/PEDESTRIAN CONFLICT:
1
Wolraich presented a pedestrian traffic count on Melrose Court as follows:
Nov. 29, 1979 7:00-9:00 am 277 pedestrians 3:30-5:30 pm 207 pedestrians
Dec. 18, 1979 7:00-9:00 am 157 pedestrians 3:30-5:30 pm 170 pedestrians
Based on this count, it was estimated that at least 700 to 800 pedestrians were
using Melrose Court daily. It was pointed out that the count was not taken in
prime walking weather so that the number could be as high as 1000 in spring and
fall. It was further noted that the count was not lowered significantly when
the University was not in session.
Gibson asked what warrants help to pedestrians; at what level does pedestrian
volume demand specific safety measures. Committee discussed several
possibilities - an overpass, an underpass, signalization or crossing guards at
peak traffic times. Kammermeyer emphasized strongly that at the very least it
would be desirable for the City to implement a pedestrian count crossing Melrose
at Melrose Court by early autumn. At this point, there is no crossing count at
all.
MELROSE CORRIDOR TRAFFIC COUNTS:
Kammermeyer presented traffic counts done by the City:
1979 Melrose east of Woolf 12,300 ADT
i 1979 Melrose west of Woolf 9,800
Byington (down the hill northbound) 9,600
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MELROSE CORRIDOR COM,. TEE
MAY 22, 1980
PAGE 2
Riverside Drive south of Grand 20,900
Woolf Avenue (by stadium) 7,700
Grand Avenue 15,400
It was pointed out that the projected use for 1995 figures of the area
transportation study appeared to be accurate for much of the area except for the
inner core which included the Melrose corrridor. The present counts for the
Melrose corridor are already higher than the 1995 projected counts and therefore
this study is of little help. The streets in the Melrose corridor are already
operating beyond design capacity.
Area Transportation Study Projected - 1995 1979 ACTUAL COUNT
I Melrose south of medical center 9800 12,079
i Melrose in University Heights 8500 9,800
Gibson raised several questions about the projected figures asking what
assumptions the study was based on and method of the study. He felt that study
! was based on weak, outdated information even when it was done. Kammermeyer
stated the study had taken some growth of the medical facilities into account as
well as the projected new sports arena and the Freeway 518 interchange, but
apparently had not anticipated the amount of growth which has actually occurred.
BIKEWAYS PLAN
A sidewalk lane exists on Grand. On Melrose the bike route is a shared right-of-
way with automobiles. Feeling was that some provision needs to be made for
bicyclists. Gibson was asked if the University had any plans for a bikeway
along Melrose. He said no, that the streets were the plan. A major existing
problem now is the crossing at South Grand. It was suggested that a route over
to Newton Road between the medical labs and the Basic Science Building might be
feasible.
MELROSE DIAGONAL
Gibson presented a map showing ownership of land in proposed right-of-way. The
diagonal would cut through five or six privately owned properties and University
land, some of which is now used for residential rentals.
Bezanson stated that the University of Iowa's position is that this area is a
neighborhood and that the University is not attracted to the idea of disrupting
a neighborhood.
Kammermeyer stated that if the University is not favorably inclined to the idea,
the diagonal is completely unfeasible at this point in time. However, Bezanson
said that the University had to be realistic about future possibilities and that
in the future, options for the diagonal would be considered.
WIDENING MELROSE BETWEEN SOUTH GRAND AND WOOLF AVENUE
City staff has reported that there is room for two additional lanes on the
existing right-of-way but that they would have to be contiguous with no median
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MAY 22, 1980
PAGE 3
r
and somewhat narrow. Right-of-way goes just up to the fenced areas of the
University's playing fields. There would be no room for a median, bike lane, or
sidewalk without cutting into the field.
Gibson said the playing fields just fit on the existing space and encroachment
would cause some problems.
The Committee discussed the merits of a median. It would increase pedestrian
safety, be more aesthetically pleasing and perhaps help left turning traffic
(from Melrose Court and Melrose Circle) if it was wide enough to protect the
turning car. This would mean at least a four foot wide median which would in
turn mean perhaps ten feet of playing field encroachment because of the steep
rising bluff on the north side of Melrose.
Many possibilities
t
ng might disapprove. ove. Aoretaining wall north lanes r would un gwork her tbut vthe
cost would probably be prohibitive.
The question arose that if a median was installed, would it be interrupted so
cars could make left turns from Melrose Court and Melrose Circle. It was
thought such an interruption would be preferrable although turning cars could
tie up traffic.
The necessity for the median to taper as it approached Woolf Avenue intersection
was pointed out.
Perret mentioned that the driveway accessing the parking lot south of the field
house has been an obstacle to safe, orderly movement on Melrose. He asked if it
was possible to have the position changed. Gibson replied that it had been in at
least three different locations in the past and that if the one-way access
traffic circle (see below) came into existence, it would probably be changed to
access onto Grand.
Gibson questioned why the widening of Melrose ended at Woolf Avenue. Committee
members pointed out the difficulties in widening the bridge over the railroad
and the fact that University Heights is likely opposed to widening Melrose.
Therefore, the Committee is really only attempting to address traffic flow on
Melrose to Woolf Avenue at the present time.
PROPOSED "TRAFFIC CIRCLE" PATTERN
The basic proposal is:
1) Have two north lanes of Grand Avenue be one-way westbound except for a bus
lane which would allow eastbound bus/emergency vehicle flow.
2) Have South Grand one-way southbound except for a new northbound bus lane.
3) Round off the corner at Byington and Melrose Avenue.
4) Round off the corner at Byington and Grand and widen south lane of Grand to
two lanes eastbound east of Byington.
This proposal would become a large traffic circle with eastbound traffic on
Melrose, Byington and Grand; and westbound traffic on Grand, South Grand, and
Melrose.
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MAY 22, 1980
PAGE 4
This plan presents certain problems:
Left turning traffic from Byington, north of Grand, could tie up traffic.
Possible remedies discussed were blocking off Byington north of Grand (this
would cause more traffic between Quadrangle and Reno dormitories), building a
median across the intersection of Byington and Grand, which would allow for
right turning only from Byington north of Grand, signing NO LEFT TURN for
Byington north of Grand during rush hours.
How to guarantee cars would not use the bus lane to short cut the circle was
discussed. Placing curbing all along the lane to force a car to follow the bus
to Riverside Drive and installing gates were suggested. This would demand some
widening of South Grand.
Rounding off the corner of Byington and Melrose would encroach upon the yard of
the Chicano -Native American Cultural Center and have to be cleared with the
University.
Rounding off Byington at Grand and widening of Grand would also encroach on
University property. The main problem there is ensuring access to the steam
tunnels in the median strip on Grand.
Widening of South Grand might encroach on University land and cause relocating
of a number of ash trees.
It was felt, however, that these relatively minor adjustments could ease traffic
congestion almost as much as the proposed Melrose Diagonal. There would be
inconvenience to the families on Lucon Drive who would be forced onto the circle
whenever they wanted to travel westbound on Melrose.
LAW SCHOOL ACCESS ON BYINGTON
Gibson responded to the Committee's concern over traffic congestion caused by
the new proposed law school service driveway off Byington. He stated that only
20 vehicles a day would use the drive and so cause no problem.
Committee member raised fears that people might use the service entrance as a
drop off place thus increasing turns onto Byington which is already congested,
thus creating more unsafe conditions.
NORTH -SOUTH CONNECTION BETWEEN MELROSE AND BENTON
Perret said there was pressure within City Council to re -open Melrose Court.
The problem is how to limit the number of cars using Melrose Court as a by-pass
to Riverside Drive. Before the closing of Melrose Court there was a "leakage"
of 2700-3000 cars daily. An acceptable rate for residential streets is 1000 or
less daily. Council had asked for a study from Traffic Engineering and Brachtel
replied in a memo asking for objectives in re -opening Melrose Court and making
certain suggestions.
Kammermeyer pointed out that for the next meeting ideas on a possible north -
south corridor between Melrose and Benton should be considered. He presented
the following options:
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PAGE 5
a) Melrose Court as a major link which would mean condemning all homes on one
side of the street and widening to Myrtle.
b) Extending Byington south to Myrtle which would entail encroachment on
existing University parking lot, the Afro-American Cultural Center, a co-
op house and traversing a ravine. Engineering feasibility studies were
requested. Perret answered that that was being looked at now.
c) Obtain Lucon Drive which is presently privately owned, and turn it into a
one-way street paired with a one-way Melrose Court. Lucon would have to be
extended to Brookland Place and some filling of the ravine on Lucon would
be necessary.
d) Extending Woolf south of Melrose through Melrose Place, then through
Brookside Park to Greenwood.
This would require condemnation of the park as the deed reverts back to private
ownership if land is used for other than park purposes. Also, homes along
Melrose Place would have to be obtained.
Bezanson pointed out thta DOT is still interested in a route running along the
railroad bed.
Extending Melrose Place with a bridge across the railroad track to hook into
Woodside Drive was suggested. This would require condemnation of several houses
and a new bridge.
The real purpose of a north -south corridor was raised. Would it be built to
serve the residents in the neighborhood and if so, aren't many of the proposals
objectionable to those very people? Members agreed to discuss this whold area
at the meeting.
Prepared by:
Andrea 4Tyler
Minute Taker
Approved by:��U �, }� J
Jo n Kammermeyer "('V1'�
Cha rpers0n
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MINUTES OF STAFF MEETING
June 4, 1980
A copy of the referrals from the informal and formal Council meetings of
June 2 and 3, 1980, was distributed to the staff for review and discussion
(copy attached).
Items for the agenda of June 17 include:
Resolution for police fees
Appointments to Senior Center Commission and Planning and Zoning
Commission
The subject of management salaries was briefly discussed. Mr. Hogan will be
available June 8 and 9 to help interested persons complete the forms for
deferred compensation.
The City Manager asked the staff to ensure that all employees are able to attend
the meetings about the Credit Union.
It was noted that building security is still a problem.
Temperature problems in the Civic Center were briefly discussed. The Director
of Parks and Recreation is to ensure that the cleaning staff check on the
temperature of the building at the time they arrive at the Civic Center.
The Assistant City Manager briefly discussed the Council's approval to extend
the deadline for reduction in force. This will give the staff more time to
complete the process. Some bumping may still take place. The staff is to con-
tact the Assistant City Manager with any questions.
The City Manager advised that a notice has been received that someone filed
a complaint against the City regarding use of federal revenue sharing funds.
The claim is that the City discriminates against women and minorities. No
specifics are known at this time. Most of the City's revenue sharing funds
support the transit system where there are no contracts and also supports aid
to agencies.
The meeting of the confidential employees was briefly discussed. No final
decision was made concerning the open range salary vs. definite steps. More
information will be put together for the confidential employees. One of the
inequities to be resolved is that the beginning salaries are lower than those
in comparable positions in the union. Any convents are to be directed to the
Assistant City Manager.
The City Manager asked the staff to keep in mind that the City is looking for
a Public Works Director and Human Relations Director. Names of qualified people
should be brought to the City Manager's attention. The City Manager's Secretary
was requested to send job descriptions for both positions to the staff.
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Pre ared by:
oJAaunccy�J
Lorraine Saeger r/
11AP
Informal Council Meeting
'June 7, 1980
DEPARTMENT REFERRALS
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0
W
SUBJECT
DATE
REFERRED
DATE
DUE
COMMENTS/STATUS
RECD
To
W
Revise amendment to apply to streets
6-2
P&PD
with curvilinear alignment only.
Minimum Setback Requirements
Place on 6-17 agenda.
Include agreement with HyVee thaw
they relinquish any adverse claUwlco
Alley Vacation - Kirkwood and Gilbert
6-2
P&PD
land west of the block along the
river before conveying propertyto
them.
First and Rochester Subdivision
6-2
P&PD/Assn
City Manage
Schedule for informal discussion.
Notify Bruce Glasgow of date and time.
Establish and record guideline
Stormwater Detention Sites
6-2
P&PD
criteria for waiver or deferral of
compliance.
Work out accommodation as per
Bus Pass time extension
6-2
Public Wks
request from Systems Unlimited, Inc.
H&IS/P&PD
Vacate north lot to abutting
Vacation of Pickard Street
6-2
property owners; use south lots
public housing site if neighbors do
Submit aptira
proposal to Planning and Zoning.
I
Commit $2,500 for planning stage.
Joint Swimming Pool
6-2
City Manager
Mary Neuhauser and Neal (or
designee) to be on Planning Committee.)
e from Neal to Norm Bailey
relating Council decision not to
Parcel 82-1b
6-2
P&PD
fund with industrial revenue bonds.
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Informa9 Council Meeting
June 2, 1980
DEPARTMENT REFERRALS
rage c
SUBJECT
DATE
RECD
REFERRED
TO
DATE
DUE
O
W
~
��
W
COMMENTS/STATUS
Ground Transportation Center
Highlander Lift Station
6-2
P&PD
Make slide presentation at Council
informal meeting. Also have
representative from Barton-Aschmann
study.UAPI din beneFits of n j
6-2
Public Wks
Further informal discussion will be
scheduled.
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Regular
June 3,
Council Meeting
1980
DEPARTMENT
REFERRALS
W
}
SUBJECT
DATE RECD
FM i
�
COMMENTS/STATUS
h
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W
}
SUBJECT
DATE RECD
FM i
�
COMMENTS/STATUS
Letter to Bruce Glasgow stating
First and Rochester Subdivision
6-3
P&PD
why preliminary plat was denied.
Clinton Street Construction
6-3
Public Wks
Check to ensure the areas alono
sidewalk are properly fenced, (.
Also condition of sidewalk.
Bicycles on sidewalks
6-3
Police
Check into problems on Clinton and
Plaza downtown.
Budget Amendments
6-3
Finance
Send to Council in 6-6 packet.
Letter to Ziock regarding Council 1
Ziock LSRD Request
6-3
P&PD
denial of LSRD waiver.
Subdivision actions by Council
6-3
P&PD
Provide for Council a timetabl forall
time limits on action aftE
request/reconnendations are
Public Works Employees
6-3
Public Wks
Provide recognition to employees
who worked on Service Complex
(plaque).
Library Contract Revenue, North Liberty
6-3
Library
Council will discuss at informal
meeting.
_
What is status of elevators -
arking Ramp A
6-3
H&IS
when operational?
h
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lip
-
Regular Council Meeting
June 3, 1980
Page 2
DEPARTMENT REFERRALS
SUBJECT
DATE
REc D
DATE
DQE
O
ul
~
W �
COMMENTS/STATUS
REFERRED
,O
Burlington and Capitol
6-3
Public Wks
Is there any problem with left- i
turn arrow? What is needed to j
activate? Is loop in proper location
Civic Center and Chauncey Swan Lights
6-3
Public Mks
Check and repair lights. Giverlte
for completion to Manager.
;j
jyNJJ
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I f, 1960
STATE OF IOWA
UEFORL• T11Z IOWA DL•:PAl(TMENTAL HEARING HOARD OF '1'I DEPT.
AND LIQUOR CONTROL DEPARTMENT
IN I(L•': Ambrose-hovuLin:;ky, Inc. )
d/b/a Woodfield's )
Iowa City, Iowa 52290 ) DOCKET NO. 79-B-0032
LIQUOR LICENSE LC -10979 ) DECISION OF THE HEARING
BOARD
I1carin9 was held before this Hoard on the appeal of
Ambrose-LoveLinsky, 111c., d/b/a Woodficld's, Lowa City, Iowa
from a decision and order of the City Council of Iowa City
suspending the Class "C" liquor license of the corporation
for four months. Appellant was represented before this Board
by Patrick White, Attorney, and by Harry Ambrose, President
of Ambrose-Lovetinsky, Inc; the city of Iowa City was re-
presented by Royer K. Scholten, Assistant City Attorney.
The city suspended the license of the corporation
after a finding LhaL the Corporation had engaged in an dis-
criminatory or unfair practice and that the practice had been
knowingly or recklessly Lolurated by a corpora Le officer, harry
Ambrose.
The facts as found by the Iowa City human Rights
Commission are that on June 23, 1979, Woodfield's, a licensed
liquor facility serving the public, implemented a new carding
policy ostensibly to prevent minors from entering but which
was used in a manner which excluded proportionately more
Blacks than Whitus. The Commission also found that Mr. Ambrose
was informed of the discriminatory effect, that lie observed it,
and allowed it to continue. This supported their conclusion
that a corporate officer knowingly allowed the practice to occur.
Thu carding policy wa:: I:ound Lo have been Chu .I.,I:iL of
a series of attempts to exclude Blacks. The other practices
2
included a change in music and a "no -hats" policy. A former
employee was found to have left his employment because of
Mr. Ambrose's attempts to "get rid of the Black Problem
at Woodfield's."
These Pacts were found by the human Rights Commission
after the City of. Iowa City initiated action before that
Commission based on complaints. The hearing was held on July
23 and 24, 1979. The Commission findings and recommended order
I
were filed on July 30, 1979.
The Iowa City City Council opened a hearing on the
question of action to be Laken on the liquor license on July
24, 1979. The Council on that date heard evidence from the
public regarding the events at Woodfield's. The Council then
continued the hearing until July 31, 1979, at which time
more evidence was taken, including testimony from harry
Ambrose, and the findings and recommendation of the human
Rights Commission were considered. The City Council unanimously
passed a resolution suspending the liquor license of Woodfield's
based on their determination that the corporation had engaged in
discriminatory and unfair practices and on the findings of the
Human Rights Commission. The suspension was made effective
on August 1, 1979.
The corporation subsequently appcnlcd the decision
Lo Lho Iowa I)isLricL CourL. Thu 1).isLrict Court diulllissed Lhuse
parts 0.1 the appeal pertaining to the liquor license revocation
for failure to exhaust administrative remedies. An appeal was
then filed with this Board. The appeal to this Board was not
within the statutory time to appeal, but this Board earlier
found, due to special circumstances surrounding the appeal,
that it had jurisdiction and would entertain the appeal on
JORM MICR?LAB
CEDAR RAPIDS - DES MOINES
I
2
included a change in music and a "no -hats" policy. A former
employee was found to have left his employment because of
Mr. Ambrose's attempts to "get rid of the Black Problem
at Woodfield's."
These Pacts were found by the human Rights Commission
after the City of. Iowa City initiated action before that
Commission based on complaints. The hearing was held on July
23 and 24, 1979. The Commission findings and recommended order
I
were filed on July 30, 1979.
The Iowa City City Council opened a hearing on the
question of action to be Laken on the liquor license on July
24, 1979. The Council on that date heard evidence from the
public regarding the events at Woodfield's. The Council then
continued the hearing until July 31, 1979, at which time
more evidence was taken, including testimony from harry
Ambrose, and the findings and recommendation of the human
Rights Commission were considered. The City Council unanimously
passed a resolution suspending the liquor license of Woodfield's
based on their determination that the corporation had engaged in
discriminatory and unfair practices and on the findings of the
Human Rights Commission. The suspension was made effective
on August 1, 1979.
The corporation subsequently appcnlcd the decision
Lo Lho Iowa I)isLricL CourL. Thu 1).isLrict Court diulllissed Lhuse
parts 0.1 the appeal pertaining to the liquor license revocation
for failure to exhaust administrative remedies. An appeal was
then filed with this Board. The appeal to this Board was not
within the statutory time to appeal, but this Board earlier
found, due to special circumstances surrounding the appeal,
that it had jurisdiction and would entertain the appeal on
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0
3
the merits. Sue, In Re: Ambrose-1,ovetinsky Inc., Ruling on
Special Appearance and Motion to Dismiss, Docket No. 79-b-0032,
January 25, 1979..This Hoard also .issuud a sLay on that part
of. Lhc :;u::pensi.un which had not been served. Seo, In ro:
Am}.rosu-Lavul.insk,y Llc., Pru-11caring Order, Docket- No. 79-13-0032,
October 25, 1979.
The Corporation urges as points of error in support
I
of its appeal:
I
(1) The CiLy Council acted illegally in initiating
license disciplinary procedures prior to certification by the
Iowa City Human Rights couuuission of a violation.
(2) The City Council acted illegally in effectively
dW'7ing it:; ::LALuLory right ol. judicial review.
(3) The City Council acted .illegally in suspending
appellant's license based on a discrimination finding which was
itself illegally reached by the Iowa City Human Rights Commission.
(4) The City Council illegally undertook its own
cvidcnLiary inquiry and reached its own findings.
(5) Notice to appellant of the basis for considera-
tion of suspension of its license was inadequate to apprise
appellant of the issue to be considered by the Counsel.
(6) Notice to appollant of the basis for certification
Lo Lhu Ci.Ly Council of a finding sufficiuIlL to initiate a
liconso action was inadequate reasonably to apprise appellant
of the issue to be considered by the Human Rights Commission.
(7) The Council acted illegally in suspending appel-
lant's license in that alleged discriminatory practices are not
grounds for suspension.
(8) The period of suspension imposed by the (:i.Ly
Council is arbitrary and unreasonable.
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
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II
1
0
3
the merits. Sue, In Re: Ambrose-1,ovetinsky Inc., Ruling on
Special Appearance and Motion to Dismiss, Docket No. 79-b-0032,
January 25, 1979..This Hoard also .issuud a sLay on that part
of. Lhc :;u::pensi.un which had not been served. Seo, In ro:
Am}.rosu-Lavul.insk,y Llc., Pru-11caring Order, Docket- No. 79-13-0032,
October 25, 1979.
The Corporation urges as points of error in support
I
of its appeal:
I
(1) The CiLy Council acted illegally in initiating
license disciplinary procedures prior to certification by the
Iowa City Human Rights couuuission of a violation.
(2) The City Council acted illegally in effectively
dW'7ing it:; ::LALuLory right ol. judicial review.
(3) The City Council acted .illegally in suspending
appellant's license based on a discrimination finding which was
itself illegally reached by the Iowa City Human Rights Commission.
(4) The City Council illegally undertook its own
cvidcnLiary inquiry and reached its own findings.
(5) Notice to appellant of the basis for considera-
tion of suspension of its license was inadequate to apprise
appellant of the issue to be considered by the Counsel.
(6) Notice to appollant of the basis for certification
Lo Lhu Ci.Ly Council of a finding sufficiuIlL to initiate a
liconso action was inadequate reasonably to apprise appellant
of the issue to be considered by the Human Rights Commission.
(7) The Council acted illegally in suspending appel-
lant's license in that alleged discriminatory practices are not
grounds for suspension.
(8) The period of suspension imposed by the (:i.Ly
Council is arbitrary and unreasonable.
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
0
II
4
LniLi.all.y wu arc: obliged Lo rule un ubjucLiuns Lo thu
admissLou into t-vLdencc of itums 1l and I2 of Lho sLi.puLat.i.on
rcyardLnq rucords and documunts. Ltem 11 .is Chu July 11
notice of public hearing to Lhe appellant from the Iowa City
Human Rights Commission. Item 12 is the transcript of the
hearing buforc Lhc Iowa City Civil Rights Commission, July 23
and 24, 1979. The objection will bu susLained in part. As we are
not in a position to judge the propriety of the procedures
before Lhe Human Rights Commission, and since the finding
I
t
iof LhaL Cocmniasi.un .is binding unLii and unless it is reversed,
the two items are immaLerial to the instant action. We will,
however, look at Lhu noLicu in considering licensco's allegation
LhaL it did noL receive sufficient- no Lice of Lhe action Lo be
Laken against it.
I
As to Lhe findings of fact, I:hu fact upon which Lhe
action was taken was the discrimination. We need go no furLher.
!.
We are bound, as was the City Council, by that finding of discrimination)
I
Human RighLs ordinance, G 18-43(a)(2)(I). We are unable therefore
to look into the support for that finding and do not review
I
Lhe evidence behind it except to clarify certain conclusions.
We therefore proceed to the legality of the Council decision
in regard Lo licensee's specific challenges.
Appullant first asserts that the Council acted .ille-
yally in iniLiaLing disciplinary ac Lions prior to certification
by the Human Rights Commission. The licensing authority for
a Liquor establishment in a city is the City Council. Section 123.3(4), j
123.32(2), 123.39. The council cannot delegate the decision-
making rayarding a liquor license to a subordinate body. IL may
i
delegate to a subordinaL•e body, an in Ihi:; cant-, the Huoi.uc
i I
Rights Commission, the right and duly Cu make rucommondaLion
i regarding a license, but the Lino) duturmination mu:;L Lu made
I
by the Council. This being so, it cannot cut off it:; power
i
to make a decision regarding a licunso by soLLi.ng up procudurus
._.... -- -.. T_.._
i CEDAR RAPIDS DES MOINES
5
which would keep the function away from the Council. it
follows that the power of the Council to decide on a question
i
pertaining to a license is not Laken away by procedures by
which subordinate agencies may make recommendations to the
Council. The Council is always free to look into the question
of a license, wheLher a subordinate agency recommends it,
recommends against it, or is still considering it. The binding
effect of the decision of the human flights Agency runs only
to that agency's decision that discrimination occurred, not that
action on the license must be taken. Also, an examination of
the Human Rights Ordinance, in 5 .18-43, reveals it merely
provides courses of action that may be imposed upon a finding
Of discrimination under that Ordinance. It d0(±S lint -
to take the decision-making power from the Council on the
question of licensing. This board thus finds that initiation
of action by the City Council prior to the certification by
the Human flights Commission was not illegal, arbitrary or
capricious.
The Licensee also asserts that the action by the City
Council effectively denies him a right to obtain review. The
Human flights statute by its terms does contemplate a right to
review by a district court. It does not however provide any
auLomatic stay. if a licensee seeks to prevent execution of a
recommondaLion for action againsL a license or other remedy, he
or she is free to seek a stay of that execution. There is
no automatic stay provided. The provision that the decision
is binding unless overturned upon review, does not provide
that the decision cannot be given effect until after review.
If however an unjustice might occur, or an irroparable harm
might be suffered, then it is likely that a stay could be obtained.
JORM MICR�?LAB
CEDAR RAPIDS • DES MOINES
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G
It is noteworthy that a stay was obtained when applied for
from this Board. We do not believe the prompt action by the
City Council prior to judicial review of the liuman flights
Agency decision denied Lhe .Licensee any rights.
As h.i.nLud aL earlier, Lhis Board .is not set up to
review the action of Lhu :Iowa CLLy Human RighLs Commission.
The finding of that body is binding on the licensing agency.
We sit in the place of that licensing agency and find the
decision is binding upon us. If the Human Rights Agency did in
fact act illegally, the remedy lies elsewhere, not before this
Board.
We also do not find ourselves is a position to say
the City Council acCod illegally .in conducting its own eviden-
Liary hearing. We are not abouL Lo Lell a city what it can
and cannot do ill regard Lo .i its own procedures for doL•ormining
what action Should be Laken against a licensee, beyond ensuring
that there was a modicum of due process. A City Council, as
noCad earlier is charged wiLh making the .initial determination
on beer and liquor licenses. Whether it accepts the findings
of a subordinate group to whom it has delegated authority to
make recommendations, or whether it makes its own findings, or
whether it appears to do both, as in this case, is not a question
For Llri:: Rrrrrd. Thu CiLy Council in I.hin c.r:;c did rocc.Lvo
r.v.i.dencu, but i.L ilsu ruce.i.vad I:hu curL.i.fi.c,rLion of Lhe Ilum.ur
RighLs Commission before iL acLud. We believe it could rely
on either or both sources to Lake action.
Licensee argues that the notice of the public hearing
on his license was insufficient to ,apprise him of what he had
to defend against. This Board believes LhaL although the- noticu
did not cite 5 18-43 of the ordinance, licensee had suff.i.c.i.unt
notice so that he was able to properly be heard. hloCice on
June 28, 1979, informed licensee of the loaning. (See I:z. B)
ICEDAR RAPIDS • DES MOINES I
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0
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Li Lhi:; noLicu .l.i.cun:;w was informad that action ,lyahl:;L his
li(luur license was cunLeml,lalud Lur violaLions of. § 18-J3 OL the
Human Rights Ordinance. this should have been sufficient to
put the licensee on notice that the remedies of § 18-43
would be available against him if a violation of § 18-33 were
found.
In addition, on July 1.1, 1979, the Human Rights
Commission gave him notice of its hearing and specifically
cited the remedial action of § 18-43. Licensee could not have
believed these two hearings would be held in a vacuum. lie had
Lu have known one would affecL Lhu other and that therefore '
the provisions of § 18-43 would be considered by the City Council.
We conclude there was no unfairness, or illegal or arbitrary
action taken and that the action taken was within the scope of
the notice.
We believe the same analysis applies to the notice to
licensee of the basis for certification of the findings of the
Human Iti.ght:; Cuuuni.ssiou Lo Lhu C.iLy Council. The notice need
not set out each and every thing relied upon. Licensee was
aware, or reasonably should have been aware, that actions of
management• personnel were going to be examined to determine if
those actions brought them within the statute. The notice
clearly stated the circumstances to be looked at were the alleged
denial of equal access to licensee's establishment• effected by
restrictive entrance requirements on June 23, 1979. The licensee
was put on notice to examine employees actions in connection
with the allegations. We believe the notice was sufficient.
This Board further believes Lha L, contrary to licensees'
assertion, the finding of discrimination is grounds for
ICEDAR RAPIDS DES MOINES I
f
0
susl,cnsion of a liquor license. Section 123.39 provides
in Dart:
"Local authorities shall have
the power to suspend any retail beer
permit or liquor control license for
a violation of any ordinance or regu-
lation adopted by such local authority.
Local authorities are empowered to
adopt ordinances or regulations for the
location of the premises of retail beer
and liquor control licensed establish-
ments and are empowered to adopt or-
dinances, not in conflict with the
provisions of this chapter . . ., governing
any other activities or matters which
may affect the retail sale and consumption
of beer and alcoholic liquor and the
health, welfare and morals of the community
involved.
Iowa City's Human Rights ordinance clearly affects the
health and welfare of that community. As it applies to public
accommodation and therefore to licensed beer and liquor establish-
ments, it, also, clearly applies to matters which may affect the
retail sale and consumption of beer and alcoholic liquor. 'file
ordinance also does not conflict with the provisions of Chapter
123. An ordinance which adds additional restrictions to the
sale of liquor and beer does riot necessarily conflict with the
statute. The conflict arises only where the ordinance 'imposes
limitations specifically excluded in the statute or withdraws
limitations specifically imposed by the statute. The ordinance
in question was within the power of the city. Wright- v. 'Town
of Huxley, 249 N.W.2d 6.12, 675 (Iowa 1977).
Licensee's argument that the suspension power of
5 123.39 goes only to statutes which specifically refer to licensed
establishments or the sale of beer and liquor is unconvincing.
First, 5 123.39 skates that a beer or liquor licensee may be
suspended or revoked for the violation of "any ordinance or
regulation." We need not here detormine whether "any ordinance
CEDAR RAPIDS DES MOINES
N
i
9
or regulation" really means "any," since we have here an ordinance
which specifically refers to public accommodations which arc
licensed. Human !tights Ordinance 9 18-43(a)(2)(i). We conclude
that g 123.39 allows the suspension of a liquor license by a city
for violation of this type of ordinance.
Finally, licensee argues that the period of suspension
is arbitrary, unreasoned, and unreasonable. We conclude it is
not. Licensee cites several cases in which the suspensions were
for a shorter period, none exceeding thirty days. This is un-
convincing. First-, those cases are not Board decisions but are
initial decisions, and, in fact, on appeal several of those were
reversed and the suspension set• aside. Second, most of those
arc suspensions for bad chucks in which 30 days was mandatory.
Section 123.24, Code of Iowa 1979. Third, this ignores other
methods local authorities have used to deal with problem licensees.
See e.g., In re: Class C Liquor Licensee, Monde's on Main,
Nearing Bd. Docket Nr. 78-B-006 (denial of renewal); In re: Class
C Beer Renewal, Casey's General Store, Nearing Board Docket
Nr. 78-B-0017 (denial of renewal); In re: Revocation, Muria
Nay Inn, Nearing Board Docket 78-L-001 (revocation).
The decision on how long a suspension should be is to
be made by the licensing authority, in this case the city.
The violation in question in this case undoubtedly had a very
disturbing influence on prospective patrons of. Lhc licensed
establishment• and upon the community. The violation was found
to be part of a series of acts designed to discriminate against
Blacks. The effects of such a violation could cause serious
law enforcement and other problems. The City could have revoked
the: license, a comedy which would have much more severe conse-
quences, See 9 123.40, or suspended for a much longer period.
We do not believe under the circumstances of this case that the
period of suspension was unreasonable.
CEDAR RAPIDS DESMOINES
1
i.
i
9
or regulation" really means "any," since we have here an ordinance
which specifically refers to public accommodations which arc
licensed. Human !tights Ordinance 9 18-43(a)(2)(i). We conclude
that g 123.39 allows the suspension of a liquor license by a city
for violation of this type of ordinance.
Finally, licensee argues that the period of suspension
is arbitrary, unreasoned, and unreasonable. We conclude it is
not. Licensee cites several cases in which the suspensions were
for a shorter period, none exceeding thirty days. This is un-
convincing. First-, those cases are not Board decisions but are
initial decisions, and, in fact, on appeal several of those were
reversed and the suspension set• aside. Second, most of those
arc suspensions for bad chucks in which 30 days was mandatory.
Section 123.24, Code of Iowa 1979. Third, this ignores other
methods local authorities have used to deal with problem licensees.
See e.g., In re: Class C Liquor Licensee, Monde's on Main,
Nearing Bd. Docket Nr. 78-B-006 (denial of renewal); In re: Class
C Beer Renewal, Casey's General Store, Nearing Board Docket
Nr. 78-B-0017 (denial of renewal); In re: Revocation, Muria
Nay Inn, Nearing Board Docket 78-L-001 (revocation).
The decision on how long a suspension should be is to
be made by the licensing authority, in this case the city.
The violation in question in this case undoubtedly had a very
disturbing influence on prospective patrons of. Lhc licensed
establishment• and upon the community. The violation was found
to be part of a series of acts designed to discriminate against
Blacks. The effects of such a violation could cause serious
law enforcement and other problems. The City could have revoked
the: license, a comedy which would have much more severe conse-
quences, See 9 123.40, or suspended for a much longer period.
We do not believe under the circumstances of this case that the
period of suspension was unreasonable.
CEDAR RAPIDS DESMOINES
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10
Thu I.orcyoiny all loads to the conclu::.iun LhaL the
decision of the Iowa City City Council must be upheld. Licensee
received a fair hearing and was allowed to present his case.
The speed of the city action may have served to inconvenience
him, buno unfairness has been shown. Licensee was given a stay
by this Board when it was requested. Ile obtained review before
this Board. If he believes an injustice will be done by a
:,uspunsion based on a finding still under appeal in a different
channel, then a showing to that effect should be made to a court
which is better able to provide a remedy.
We therefore order that the decision of the City
Council be affirmed, and the suspension upheld. The suspension
shall go into effect at 6 a.m. on July 7, 1980 and shall continue,
for the 36 days remaining, until 6 a.m. August 12, 1980.
IIOWARU MILLI:It
Department- of Public Safety
JOAN BALLANTYNE
Iowa Beer•and Liquor Control
111110MAS D. MCGItANE
Assistant Attorney General
Copy mailed to:
Howard Miller
Department of Public Safety
Joan Ballantyne
Iowa Beer and Liquor Control
Rolland A. Gal.latflier, Director
Iowa Beer and Liquor Control Department
'Phomas J. Miller
Attorney General of Iowa
Ambrose-Lovetinsky, Inc.
Iowa City, Iowa
City Clark
Civic Center
Iowa City, Iowa 52240
J. Patrick White, Attorney
Iowa City, Iowa 52240
Roger K. ScholLun
Iowa City, Iowa 52240
CEDAR RAPIDS DES MOINES
City of Iowa Cil,
MEMORANDUM
DATE: June 12, 1980
TO: City Council/City Manager p I
FROM: Rosemary Vitosh, Director of Finance I` V
RE: 1980 G.O. Bond Issue
The attached lists those projects to be funded from the proposed $2,570,000
G.O. Bond Issue. The schedule for marketing of the Bond Issue is as follows:
July 1* -Resolution setting public hearing on Bond Issue for
July 15.
July 2 -Publication of notice of hearing.
July 15* -Public hearing on issuance of bonds.
-Resolution directing advertisement of bonds
adopted by City Council.
July 18 -Notice of Bond sale published for first week
locally and in 'Bond Buyer'.
July 25 -Notice of Bond sale published for second
successive week locally.
Aug. 6 -Bond bid opening, special meeting of City
Council to adopt resolution authorizing Debt
Week of Service Levy.
Sept. 1 -Deliver Bonds and receive proceeds.
*Formal Council meeting.
The City is well within its Debt Margin as total outstanding debt including
this issue will be:
Outstanding Debt as of 6-1-80 $ 12,113,000
This Bond Issue 2,570,000
$ 14,683,000
And, the City's Debt Margin is computed as follows:
Total Assessed Valuation $592,348,513
5% Debt Limit (State Code) x .05
80% Debt Limit (City Fiscal Polic $ X9,617,426
Y) .80
TOTAL ALLOWABLE DEBT $ 23,693,940
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CEDAR RAPIDS • DES MOINES
PROPOSED $2,570,000 BOND ISSUE
RIVER CORRIDOR TRUNK SEWER
This project, currently in progress, provides for the construction
of a trunk sanitary sewer from the present sewage treatment plant
to Taft Speedway. The existing east and west side trunk sewers
are currently overloaded and require immediate relief for present
and future loads to prevent discharging of raw sewage into the
Iowa River. This trunk sewer will also provide sanitary sewer
for some areas on the north side that are unable to develop now
because of the lack of sewer. Total project cost is estimated at
$6,300,000 with local funding of $1,600,000 and the remainder
funded by federal and state grants. Prior G.O. Bond Issues
included funding for this project and the $960,000 from this
Bond Issue will provide the remaining necessary local funding.
It is anticipated that this portion of the G.O. Bond Issue will
be abated by sewer revenues.
WASTEWATER TREATMENT FACILITY
This project will provide for improvement to the collection
system and the construction of a new sewage treatment plant which
will bring the City's sewage system into compliance with state
and federal laws that regulate the operation and maintenance of
sewage collection and treatment systems. Included in the initial
phase is land acquisition ($500,000) which is non -eligible for
federal funding. Federal and state assistance up to 80% of the
remaining project cost is expected. Total project cost is estimated
at $57,000,000. Prior G.O. Bond Issue proceeds ($815,000) and
the $450,000 from this Bond Issue will provide the necessary local
funding for the purchase of the plant site and right-of-way in
addition to the design of the plant, outfall sewer, and trunk and
interceptor sewer. This portion of the Bond Issue will be abated
by sewer revenues.
SANITARY SEWER EVALUATION STUDY
This study, in conjunction with the Infiltration/Inflow Study,
evaluated the City's needs for the above two projects. Federal
and state assistance provided 80% funding for this study. This
Bond Issue will provide for local funding of the study. Sewer
revenues will abate this portion of the Bond Issue.
SCOTT BOULEVARD - PHASE I
This project will provide for a 31 foot wide roadway from
Highway 6 to American Legion Road. The project will be funded
entirely from G.O. Bonds.
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$ 960,000
450,000
130,000
980,000
l
I
SOUTH GILBERT STREET $ 50,000
The purpose of this project is to realign and pave South Gilbert
at Highway 6 and south for 1.1 miles. Prior G.O. Bond Issues
included funding for this project in the amount of $713,000 and
this Bond Issue will provide the remainder of local funding
needs. FAUS and USTEP funds will provide funding totaling
$1,350,000.
TOTAL L2,570,000
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
/nay
','ity of Iowa City`
MEMORANDUM
DATE: June 13, 1980
TO: CITY MANAGER
CITY COUNCIL
FROM: Lyle G. Seydel, Housing Coordinator
RE: Vacated "F" Street between Muscatine and Third Avenue
I. The attached letter from Attorney Sladek is an offer
to purchase the entire parcel. I recommend the offer be
accepted with the following items to be included,
a. The parcel be sold as one parcel with no subdivision
by the City.
b. The gas line remain and a 10 Ft. utility easement
be given to Iowa Illinois Gas and Electric Company.
c. Terms of sale --cash upon delivery of title. This to
be accomplished as soon as practical.
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
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LAWRENCE L. LYNCH
JOHN R. SLADEK
SLADEK & LYNCH
ATTORNEYS AT LAW
P. O. Box 2508
HIGHWAY ONE WEST
IOWA CITY. IOWA 52244
AREA CODE 31D
351-1056
June 10, 1980
Angela Ryan
Assistant City Attorney RECEIVED
City of Iowa City
Civic Center JUN 1 ] ]980
410 E. Washington Street
Iowa City, Iowa 52240 LEGAL DEPARTIOENT
!I' Re: City v. Gillispie and Rittenmeyer
I Dear Angie:
I have discussed the property situation on abandoned
'F' Street again with the Gillispies and the Rittenmeyers
and basic discussion led to the fact that they adjoin the
street for almost the entire length by Gillispie's on one
side and 150 feet by Rittenmeyer's on the other side to an
alley. Over the years, and I believe the City doesn't con-
test this, they have maintained this property, with one ex-
ception of the tree limb, and for the most part are used to
the enjoyment of the property. Because of their bordering
on the length of the property, they are desirous of purchas-
ing it as it would naturally add to their adjoining proper-
ties.
They have instructed me to make this offer to the City
as a proposed settlement of the matter in that they would
consent to a judgment in the Quiet Title action vesting the
property in the City, in turn for which the City would con-
vey the property to them at a purchase price of $18,000.
I would appreciate it if you would present this to the
City Council and if in addition, before doing that, you wish
-to have any formal documents drawn up by my Clients to indi-
cate their preparedness to follow through with this offer
and have the money available at the earliest possible closing
date, please notify me and I will see that they are prepared
and signed. It is possible, I would think, that the amount
offered would be sufficient for the City either to purchase
a large duplex lot or two smaller single family lots in an
area which is more closely aligned to rental units as opposed
to this area which has owner -occupied homes on both sides of
ithe property.
This is to be considered merely a settlement offer and
is in no way meant to indicate any compromise in the Ritten-
meyers' and Gillispies' convictions as presented in the lawsuit.
I
` You truly,
j JRS:klh Jo R. Sladek
CC: Gillispies'
Rittenmeyers MS
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parks & recreatiori
department
MEMO
to: Neal Berlin from: Dennis E. Showalter
re: Bus service to West Overlook on date: June 16, 1980
Weekends and Holidays
At the June 11 meeting of the Parks and Recreation Commission, the Commission
unanimously endorsed the concept of City bus service to the West Overlook area on
Saturdays, Sundays, and holidays, on a trial basis, starting July 4. I think Hugh
has a better idea than i do on the mechanics of the service, and I am willing to
let him decide, but in general I favor service hourly from 11 a.m. to 6 p.m. with
three or four pickup points including the Mall and the Pentacrest, and 35¢ fares
with passes allowed.
One of the reasons that I have never been too concerned with the fact that
Iowa City park acreage and some facilities are substantially under national
standards is the proximity of other open space and recreational areas, such as
Kent Park and the Coralville reservoir. With the high cost of gasoline and the
general economic situation, we are going to have a lot more Iowa Citians spending
their weekends and vacations in town. We need to make an effort to help these
people get to recreation areas in the Iowa City vicinity.
cc: Hugh Mose
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^City of Iowa Cit'^'
Date: May 29, 1980
To: Doug Boothroy
From: Denny Gannon
Re: Boyrum Street Pavement Width in Resubdivision of Portions of
Blocks 5 and 6 of Braverman Center
The pavement width of Boyrum Street in the resubdivision of portions of
Blocks 5 and 6 of Braverman Center should be 45' in order toi maintain
continuity with the 45' pavement width of said street at Hy -Vee just south
of Highway 6. Also, the area which this street will serve, including the
undeveloped land located between Hy -Vee and the resubdivision of portions
of Blocks 5 and 6 of Braverman Center, will be a high generator of
traffic. As lots in this highly commercial area are completed, large
amounts of left and right -turning movements from these lots onto Boyrum
Street and vice versa will exist whereupon a wider pavement width will
keep traffic from congesting. Therefore, Engineering is recommending
that Boyrum Street be designed for a 45' pavement width.
bj4/21
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-City of Iowa CI'�-
Date: May 29, 1980
To: Doug Boothroy
From: Denny Gannon
I
Re: Storm Water Detention Requirement for Resubdivision of Portions
of Blocks 5 and 6 of Braverman Center
During the review of Pepperwood Addition, Parts 1 and 2, which took place
in 1978±, Engineering determined at that time that the ditch which drains
Pepperwood Addition and eventually empties into the Iowa River has
capacity to handle projected flows from all existing subdivided land in
the watershed, of which this resubdivision of portions of Blocks 5 and 6
of Braverman Center is a part of, plus 0.60 CFS per acre from all land to
be developed after 1978±. (The restriction in this ditch is a concrete
culvert located on Sand Road at the entrance to Hilltop Trailer Court.)
In fact, all land which has been subdivided since 1978± has been developed
with a combined release rate of 0.48 CFS per acre. Therefore, it is
Engineering's recommendation to waive the storm water detention
requirement for the resubdivision of portions of Blocks 5 and 6 of
Braverman Center.
i
• I
bj4/20
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