HomeMy WebLinkAbout1980-01-15 Info PacketCITY OF IOWA
CITY
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CIVIC CENTER 410 E. WASHINGTON ST IOWA CITY IOWA 52240 (319) 354.18co
REPORT SUMMARY
(FY81 Operating Budget Memorandum of January 11, 1980)
1. Revenue deficiency of $1,100,000 to $1,550,000 in the General
Fund.
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f I' 2. A listing of various revenue increases which can be utilized to
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Fpartially close revenue gap, including transit fare and
(� property tax increases.
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3. An allocation of $300,000 from the year-end balance to assist in
balancing the budget.
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4. Expenditure cuts of $239,283 already made in the proposed
departmental budgets.
J 5. Possible additional expenditure cuts of $250,052 in proposed
ii departmental budgets.
6. Possible reduction of 27 full-time positions in virtually all
levels of personnel; i.e. clerical, operating (including police
II and fire) and supervisory, in the amount of $340,000.
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L7. A listing of other possible service level reductions.
8. The possibility of a joint City -County planning agency to
I L replace the Johnson County Regional Planning Commission and the
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City's Department of Planning & Program Development.
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CITY OF IOWA
CITY
I!
CIVIC CENTER 410 E. WASHINGTON ST IOWA CITY IOWA 52240 (319) 354.18co
REPORT SUMMARY
(FY81 Operating Budget Memorandum of January 11, 1980)
1. Revenue deficiency of $1,100,000 to $1,550,000 in the General
Fund.
`I
f I' 2. A listing of various revenue increases which can be utilized to
i
Fpartially close revenue gap, including transit fare and
(� property tax increases.
0
3. An allocation of $300,000 from the year-end balance to assist in
balancing the budget.
!I
J
4. Expenditure cuts of $239,283 already made in the proposed
departmental budgets.
J 5. Possible additional expenditure cuts of $250,052 in proposed
ii departmental budgets.
6. Possible reduction of 27 full-time positions in virtually all
levels of personnel; i.e. clerical, operating (including police
II and fire) and supervisory, in the amount of $340,000.
i—
L7. A listing of other possible service level reductions.
8. The possibility of a joint City -County planning agency to
I L replace the Johnson County Regional Planning Commission and the
1
City's Department of Planning & Program Development.
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8. The possibility of the School District assisting the City with
building maintenance.
Reduction of housing inspection personnel in the Department of
Housing & Inspection Services from 8 to 3.5 and transfer most of
the actual housing inspections to the Fire Department.
Explore the possibility of the Fire Department assuming
responsibility for dispatching services.
1 12. Establish an ad hoc group of business and academic leaders to
advise City on matters of economy and efficiency.
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Reduction of housing inspection personnel in the Department of
Housing & Inspection Services from 8 to 3.5 and transfer most of
the actual housing inspections to the Fire Department.
Explore the possibility of the Fire Department assuming
responsibility for dispatching services.
1 12. Establish an ad hoc group of business and academic leaders to
advise City on matters of economy and efficiency.
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Helping to Balance
A Budget: Tq to.
EnglishSpeak
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8udg¢es, grown more or less in the dark and fed with
Spec ial nutrients, Inflation addttivee, rnetpiw vitamins and
rormd accnt/aru, rise from the murky waters oJpubUc Jt'•
nonce In various Jorma, That are rsgulaNy tdenUJbli by
those who present them as lean and caber, generally as
Ught, sometimes as frugal and austere, oftenas bare -boned.
They are woolly seen by others as padded, bloated and
larded with fat.
EUGENE J. MCCARTBY and JAMES J. KILPATRICK. from .
"A Polltecal Bestlaty," Ire.
THE NEW YORK TIMES, SUNDAY, JANUARY 6, 1980
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City of Iowa Cit,
MEMORANDUM
Date: January 11, 1980
To: City Council
From: CiON ager
Re: FY81 Operating Budget
The purpose of this memorandum is to enable the City Council to make the
policy decisions which will form the basis for the FY81 operating budget.
A revised budget process is being used for FY81 because the combination of
a limited increase in property tax revenue and possible higher than
anticipated collective bargaining settlements have created a number of
significant policy issues. This information focuses upon the major
revenue - expenditure issues and the alternatives which exist for
developing a balanced operating budget. A detailed preliminary budget
will be prepared from the Council's policy decisions on these issues.
The enclosed information includes:
1. A revenue analysis with both additional and increased sources.
2. A summary of proposed expenditure cuts in operating expenses,
capital outlay and personnel.
3. A list of alternative service level reductions.
4. Reorganization possibilities.
5. A list of proposed program expansions.
Depending on the resolution of collective bargaining and a number of
revenue issues, such as the equalization of property tax for commercial
property by the Legislature and the amount of State Transit operating
assistance, the revenue deficiency in the General Fund could exceed
$1,550,000. The most optimistic financial condition which can be
perceived in the General Fund is a revenue deficiency of $1,100,000. It
is recommended that the City Council make decisions assuming this worse
possible condition and work forward to a more optimistic financial
position with appropriate revenue and expenditure adjustments. With this
process the staff will be able to prepare a balanced operating budget
which will respond to changing financial conditions.
REVENUES
Based upon preliminary expenditure budgets in the General Fund, the
Analysis of Revenue Shortage (Table 1) indicates total estimated
expenditures of $9,964,885. Various revenues and transfers directly
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attributable to the General Fund amount to $3,707,383. Therefore,
additional revenue needs in the General Fund amount to $6,257,502. To
this amount must be added a subsidy of $175,606 for refuse collection
because total cost of the service exceeds the revenue generated from the
$2 monthly charge. The Airport Commission has submitted a request for
$87,512 in FY81. Expanded service levels approved by City Manager amount
- to $210,231 before any personnel cuts are considered. With these
additions, the total revenue requirements in the General Fund amount to
$6,730,851.
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Table 2 indicates additional sources of revenue, particularly property
tax, which will be allocated to the General Fund. These sources can be
used for any general government expense. This additional allocation of
$5,783,062 still yields a revenue shortage of $947,789 in the General
Fund.
In preparing the preliminary General Fund expenditure estimates, a
conservative amount of money was included for salary and fringe benefit
adjustments. Recent collective bargaining settlements by .other
governmental agencies in the area have ranged from 10% to 14%. If the
City's collective bargaining settlements amount to 10%, the revenue
shortage would increase from $947,789 to approximately $1,100,000.
Likewise if the settlement is 14%, the revenue shortage would be
approximately $1,450,000.
Table 3 presents a summary distribution of General Revenue Sharing and
Road Use Tax. It should be noted that, consistent with Revenue Sharing
allocations for FY80, a significant amount, $378,381, is allocated to
Transit. Also, sufficient Road Use Tax revenue is available to support
the Streets Division and slightly less than 50% of the Traffic Engineering
budget.
Table 4 analyzes property tax changes for the period 1970 through 1979.
While the cost of living during that period increased 78%, property tax
for the home owner in the example has increased 45%. Contrary to the
usual perception, property taxes for the home owner have been a bargain in
this inflationary period.
MAJOR REVENUE SOURCES
There are several major revenue changes which could significantly affect
the revenue deficit:
1. COMMERCIAL PROPERTY TAX EQUALIZATION. The General Fund deficit is
predicated upon the expectation that the Legislature will equalize
the commercial property tax rate. This change reduces property tax
revenue by $200,000. If for some unexpected reason the Legislature
does not approve the equalization, the revenue deficit would be
reduced to $747,789.
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2. REFUSE COLLECTION CHARGE. In FY81 the General Fund will subsidize
refuse collection by $175,606.
increase In FY80 the subsidy was $141,128. An
Ithe tGeneral he hFund ly lection fe from $2
ereduce
eliminate to $3.50 wuld
subsidy ande
accordingly. he revenue deficit
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3• TRANSIT - TAX LEVY AND FARES. The current cost per transit passenger
is 52.54 while the revenue
per passenger is 20.94. The expected
operating deficit for transit for FY81
will range from $341,981 to
$920,362, depending upon how much Revenue Sharing and State Transit
assistance is
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provided. State law provides for a property tax levy
in an amount not to exceed 544 per $1,000
of assessed valuation for
the operation and maintenance of a transit
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system and for the
creation of a reserve fund. In FY81 the
maximum levy would yield
approximately $317,000. The use of this levy would
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reduce the
operatinge assistan sofproviddt hat the Cy rceives Stte
ain
ehaina themount mount $200,000it nde$378,381
Revenue Sharing is allocated to Transit.
An increase in transit fares also is possible, as the following
indicate:
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examples
BASE REDUCTION IN REVENUE PER TOTAL
FARE (1)
II
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.RIDE�p PASSENGER REVENUE ADDITIONAL REVENUE
254 None 20.90 t I
354 Minimal $
$67
29.26 4 585,200 167,200
404 10% 33.44 4
601,920
504 20% 41.80 4 668,800 183,920
250,800
A fare increase together with a property tax levy for transit could
significantly reduce the General Fund
revenue deficit.
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4. TRUST AND AGENCY. State law provides that theCity may levy the cost
of Blue Cross/Blue Shield
and other similar benefits in the Trust and
Agency fund. The transfer of these
expenses from the General Fund
would reduce the revenue deficit b
increase
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correspondingly
the total property tax levy by that
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amount,ud
5. YEAR-END BALANCE. The projected ear-endfundr FY80 is
$700,000. Some funding had bthen
been IncludedFY80 year-end
balance to meet additional construction
costs of the Senior Center,
major roof repairs for the Civic Center, and the purchase of the
Recreation Center
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parking lot. The Senior Center funding has been
provided through the Block Grant Program,
and the roof repairs are
specifically budgeted in the General Fund. Funding will
be included
continue to
in the fund balance for the purchase of the Recreation
Center parking lot. For
FY81 the unallocated fund balance will be
$500,000. These changes, together
with the reduction in the
unallocated fund balance from FY80,
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provide an additional $300,000
in revenue for General Fund support.
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OTHER REVENUE SOURCES
1. COLLECTION OF BULKY ITEMS (WHITE GOODS). Currently bulky items are
picked up without charge. If a pickup charge of $5 is instituted and
the number of calls received in 1979 declined by 50%, estimated
additional revenue would be $1,500.
2. DESIGN REVIEW FEES. The Engineering Division of the Public Works
Department reviews subdivision design work. In FY79 $5,598 was
received for this work and in FY80 $6,000 is expected. These fees do
not cover the actual cost of the work. An increase to $9,600 would
cover 50% of the actual cost of the service.
3. POLICE DEPARTMENT.
a. Insurance Reports. Increase charge for reports from $2 to $3.
Estimated additional revenue is $3,000.
b. False Alarms. Allow each business three false alarms per year.
Thereafter, charge $25 per each police response. Currently
there are approximately 300 false alarms monthly. Estimated
additional revenue is $6,000.
C. Removal of Cars from Private Property. Charge a $5 service
charge for the removal of cars parked on private property
without permission of the owner. Estimated additional revenue
is $3,000.
d. Car Unlocks. Charge a $5 service charge for car unlocks.
Esti—`mated additional revenue is $5,000.
e. Subpoena and Court A,Qearance Fees. City receive subpoena and
court fees for which officers are entitled for court
appearances when being paid salary by City. Estimated increase
in revenue $5,000.
f. Computerized Dog Licensing. Annual computerized dog licensing
is estimated to yield a revenue increase of at least $5,000.
g. Annual Im ou�ndment/Acceptance Fees. A 25% increase in fees
would yie d a rl :venue increase of $2,000. The impoundment fees
have not been revised for approximately 10 years and the
acceptance fees are very low.
4. LIBRARY.
a. Basic Policy. This was reviewed with the Library Board on
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Nember 29, 1979. The policy is that all basic library
services should be available without fees for residents who
abide by library rules and regulations. In lieu of user fees,
the library has fines and service contracts, seeks grants,
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private funds and gift materials and uses volunteers and other
employment programs to increase its resources.
b. Fines. A 106 a day per adult item rate is higher than most
public libraries. Revenue estimate already increased for
FY1981 from improved ability of computer system to identify and
collect. Could plan increase in FY81 to 154. Amount of
increase would depend on circulation rate. Somewhere between
5-10% of all items are returned overdue. Prime purpose of the
fine is to encourage return, not to produce revenue. If fines
too high, higer percentage of materials are not returned.
Estimated fines for FY81 - $18,000.
C. Non -Residential Fee Cards. At $60.00/year, it is the highest
fee in' the state. It was increased from $30,00/year just one
year ago. At this rate, estimate $4,000-$5,000 in FY81. Higher
rate would reduce number of cards sold.
d. Contract Fees. Formula based on percent of total uses as
percent of total operating budget plus surcharge. Rates have
tripled since 1975. Johnson County contract due to increase 23%
(to $52,700) in FY81 if Board of Supervisors agree to contract.
Higher rates have lost Lone Tree and North Liberty contracts in
recent years. University Heights is a possible contract at
estimated $10,000-$11,000 per year. Could easily absorb their
use but non-resident fee cards would decrease at least 50%.
Still an $8-9,000 net gain.
e. Grants, Private Funds. While not direct revenues to the City,
these sources enhance library budget and allow us to do more
with the same tax support. Have increased these sources
considerably recently. Grant writing and fund raising takes
time and talent.
f. Gift Materials. Iowa City Public Library has best developed
program for handling gift materials that I know of. In FY1978
and 1979, 20% of acquisitions were gifts. In addition,
paperback, j i1 and nursing home collections and FRIENDS
booksale are supported from gift books. Like item "e", an
important enhancement but not direct revenue source.
g. Volunteers/Employment Programs. Formal volunteer recruitment
and utilization program started last year and growing. Believe
library uses more work/study, CETA and related hours (140-
180/week) than any other department. 1200 volunteer hours
logged in first quarter of FY1980. Like items "e" and "f", an
indirect source of revenue.
h. State and Fedehal Funds. Very long term, but believe public
libraries have at last awakened interest in their need to be
supported by state and federal funds. Rationale is similar to
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private funds and gift materials and uses volunteers and other
employment programs to increase its resources.
b. Fines. A 106 a day per adult item rate is higher than most
public libraries. Revenue estimate already increased for
FY1981 from improved ability of computer system to identify and
collect. Could plan increase in FY81 to 154. Amount of
increase would depend on circulation rate. Somewhere between
5-10% of all items are returned overdue. Prime purpose of the
fine is to encourage return, not to produce revenue. If fines
too high, higer percentage of materials are not returned.
Estimated fines for FY81 - $18,000.
C. Non -Residential Fee Cards. At $60.00/year, it is the highest
fee in' the state. It was increased from $30,00/year just one
year ago. At this rate, estimate $4,000-$5,000 in FY81. Higher
rate would reduce number of cards sold.
d. Contract Fees. Formula based on percent of total uses as
percent of total operating budget plus surcharge. Rates have
tripled since 1975. Johnson County contract due to increase 23%
(to $52,700) in FY81 if Board of Supervisors agree to contract.
Higher rates have lost Lone Tree and North Liberty contracts in
recent years. University Heights is a possible contract at
estimated $10,000-$11,000 per year. Could easily absorb their
use but non-resident fee cards would decrease at least 50%.
Still an $8-9,000 net gain.
e. Grants, Private Funds. While not direct revenues to the City,
these sources enhance library budget and allow us to do more
with the same tax support. Have increased these sources
considerably recently. Grant writing and fund raising takes
time and talent.
f. Gift Materials. Iowa City Public Library has best developed
program for handling gift materials that I know of. In FY1978
and 1979, 20% of acquisitions were gifts. In addition,
paperback, j i1 and nursing home collections and FRIENDS
booksale are supported from gift books. Like item "e", an
important enhancement but not direct revenue source.
g. Volunteers/Employment Programs. Formal volunteer recruitment
and utilization program started last year and growing. Believe
library uses more work/study, CETA and related hours (140-
180/week) than any other department. 1200 volunteer hours
logged in first quarter of FY1980. Like items "e" and "f", an
indirect source of revenue.
h. State and Fedehal Funds. Very long term, but believe public
libraries have at last awakened interest in their need to be
supported by state and federal funds. Rationale is similar to
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Public schools who have gone from 80-90% to only 45% local
support in last 15 years.
The foregoing information was prepared by the Library. The basic
issues are whether there should be charges for certain library
services such as picture loans and motion pictures and whether the
grants and gifts to the Library should be accepted as service
enhancements or as a means to relieve the City's revenue crunch
particularly when the costs of the new Library are being reflected in
the FY81 budget.
5. PARKS AND RECREATION.
a. Swimming
(1) Adult fee (outdoor pools)
Increase from 504 to 754. Estimated additional revenue is
$4,800.
(2) Adult fee (Recreation Center Pool)
Increase from 254 to 504. Estimated additional revenue is
$15,000.
(3) Child (Recreation Center Pool)
Increase from 104 to 254. Estimated additional revenue is
$3,000.
(4) Summer Season Pass (all pools)
Increase family from $25 to $30 and single from $15 to $20.
Estimated additional revenue is $2,500.
b. Park Shelter
Increase reservation fee from $1 to $2. Estimated additional
revenue $950.
6. FINANCE
a. Parking Tickets. Establish a grace day every year when parking
tickets could be paid at one-half of the fee. Estimated
additional revenue is $3,000. Legality is being reviewed.
b. Towin Incentive. Engage private towing company to tow cars on
impound 1 st with salary to be based on percentage of tickets
collected as result of tow. Estimated additional revenue is
$5,000. Legality is being reviewed.
C. Land Disposal. Dispose of unneeded City -owned parcels.
Currently in progress. Estimated additional revenue is
$20,000.
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Public schools who have gone from 80-90% to only 45% local
support in last 15 years.
The foregoing information was prepared by the Library. The basic
issues are whether there should be charges for certain library
services such as picture loans and motion pictures and whether the
grants and gifts to the Library should be accepted as service
enhancements or as a means to relieve the City's revenue crunch
particularly when the costs of the new Library are being reflected in
the FY81 budget.
5. PARKS AND RECREATION.
a. Swimming
(1) Adult fee (outdoor pools)
Increase from 504 to 754. Estimated additional revenue is
$4,800.
(2) Adult fee (Recreation Center Pool)
Increase from 254 to 504. Estimated additional revenue is
$15,000.
(3) Child (Recreation Center Pool)
Increase from 104 to 254. Estimated additional revenue is
$3,000.
(4) Summer Season Pass (all pools)
Increase family from $25 to $30 and single from $15 to $20.
Estimated additional revenue is $2,500.
b. Park Shelter
Increase reservation fee from $1 to $2. Estimated additional
revenue $950.
6. FINANCE
a. Parking Tickets. Establish a grace day every year when parking
tickets could be paid at one-half of the fee. Estimated
additional revenue is $3,000. Legality is being reviewed.
b. Towin Incentive. Engage private towing company to tow cars on
impound 1 st with salary to be based on percentage of tickets
collected as result of tow. Estimated additional revenue is
$5,000. Legality is being reviewed.
C. Land Disposal. Dispose of unneeded City -owned parcels.
Currently in progress. Estimated additional revenue is
$20,000.
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d. Indirect Cost Allocation for Federal Programs. Develop, for
Federal approval, indirect allocation of City administrative
costs to all Federal programs. Involves extensive Federal "red
tape." Estimated additional revenue is $5,000.
7. PLANNING AND PROGRAM DEVELOPMENT
a. Zoning/Subdivision/Board of Adjustment fees were increased in
1974. Division spends approximately 80% of work on these
activities. About 15% of the time is recovered in fees. With a
fee increase of 30%, estimated additional revenue would be
$2,500.
8. HOUSING AND INSPECTION SERVICES
a. Permit/Licensing (Housing and Building) Fees were increased 7%
in February 1979. An increase of 10% would yield estimated
additional revenue of $13,000.
9. CBD MAINTENANCE DISTRICT
a. Several years ago the City Council discussed the idea of working
with the Chamber of Commerce and the Downtown Association to
establish a maintenance district which would assume the costs
of the mall maintenance. In FY81, the mall maintenance is
estimated to cost $37,164. This cost could be borne by the
property owners adjacent to the pedestrian mall in accordance
with Chapter 386 of the Code of Iowa.
EXPENDITURES
An initial review of the budget submissions produced reductions of
$239,283. These reductions are reflected in the total expenditure figures
in Table 1. As it was apparent that this level of reduction was not
adequate, a second review was conducted of all proposed expenditures.
This analysis was conducted with the thought that these additional
reductions should minimize any adverse effect on programs. As a result,
operating expenses can be reduced another $141,827 and capital outlay can
be reduced $108,225.
Proposed personnel reductions were based upon the premise that cuts should
be made which minimize damage to operating programs, most departments
should be affected to some degree, wherever possible the reductions should
be made through attrition and where possible more efficient and effective
resources should be utilized to replace the reduced personnel.
For example, the Word Processing Service can more efficiently provide
certain clerical services than the individual departments, and planned
changes in telephone service in FY81 will minimize the need for clerical
personnel to be present to answer every phone.
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A partial hiring feeeze already has been instituted to maximize the use of
attrition if the City Council should implement personnel cuts.
The personnel reductions include overtime, temporary and full-time
personnel. The over -time and temporary personnel amount to $89,000.
Approximately 27 full-time positions are included in an amount of
approximately $340,000. This includes salaries, fringe benefits and the
unemployment compensation. Reductions are included in virtually all
levels of personnel; i.e., clerical, operating (including police and
fire) and supervisory.
POSSIBLE SERVICE LEVEL REDUCTIONS
I. REFUSE - Eliminate Paper Recycling $ 35,242
Deduct Revenue 3,000
Net Savings $ 32,242
2. ENGINEERING - Eliminate Overtime 10,000
3. TRANSIT - Eliminate Evening Service 96,212
Deduct Revenue 35,600
Net Savings 60,612
4., TRANSIT -Reduce Saturday headway to
Once per Hour 60,333
Deduct Revenue 11,440
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A partial hiring feeeze already has been instituted to maximize the use of
attrition if the City Council should implement personnel cuts.
The personnel reductions include overtime, temporary and full-time
personnel. The over -time and temporary personnel amount to $89,000.
Approximately 27 full-time positions are included in an amount of
approximately $340,000. This includes salaries, fringe benefits and the
unemployment compensation. Reductions are included in virtually all
levels of personnel; i.e., clerical, operating (including police and
fire) and supervisory.
POSSIBLE SERVICE LEVEL REDUCTIONS
I. REFUSE - Eliminate Paper Recycling $ 35,242
Deduct Revenue 3,000
Net Savings $ 32,242
2. ENGINEERING - Eliminate Overtime 10,000
3. TRANSIT - Eliminate Evening Service 96,212
Deduct Revenue 35,600
Net Savings 60,612
4., TRANSIT -Reduce Saturday headway to
Once per Hour 60,333
Deduct Revenue 11,440
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Net Savings
48,893
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5.
TRAFFIC ENGINEERING - Eliminate Fall Street
Marketing
10,000
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TRAFFIC ENGINEERING - Reduce Street Lighting
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10%
12,600
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7.
REFUSE - Eliminate White Goods Pickup and
Eliminate Make-up Pickups after
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Holidays
24,144
Fti
8.
REFUSE - Require Plastic Bags
hi
use of
48,288
n ca
9.
RECREATION - Eliminate ASERP 14,400
H
Deduct REvenue 3,300
Net Savings
11,100
10.
RECREATION - Eliminate evening and weekend gyms
1,800
11.
RECREATION - Reduce Summer Playgrounds by 30%
6,000
,.,
12.
RECREATION - Reduce Playday by 20%
1,200
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13. RECREATION - Reduce Physical Activities by 20% 3,600
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14. CITY COUNCIL - Eliminate Employee Appreciation Party 5,000
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15. CITY COUNCIL - Reduce Aid to Agencies 10% below 19,040
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FY80 funding level
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- Eliminate Consulting Services 10,000
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16. DEVELOPMENT PROGRAMS
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17. POLICE - Reduce Crossing Guards 10% 2,500
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REORGANIZATION
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Reorganization can range from the transfer of certain functions to other
departments to a consolidation and/or elimination of certain departments
or functions. The proposed budget for FY78 stated:
-
DUPLICATION OR COOPERATION?
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"Citizens cannot afford to pay for government duplication. In
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FY78 the City should initiate discussions with the other
governmental agencies, the County and School District, to
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determine where there might be increased cooperation,
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elimination of duplication and perhaps consolidation. What
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about purchasing, recreation facilities, joint location of
school and recreation facilities, joint office facilities,
joint law enforcement facilities, joint computer facilities?
Or even what about a consolidated City -County government?"
There are two "duplication" service areas which should be given
consideration in FY81. These are planning and building maintenance.
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PLANNING. There are three planning agencies in the City; i.e., the City's
Department of Planning and Program Development, the Johnson County
Regional Planning Commission, and the East Central Iowa Regional Planning
Commission. It is suggested that the City and the County jointly
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establish a planning agency to serve both governmental agencies in lieu of
the Johnson County Regional Planning Commission.
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Those program operation functions of the Department of Planning and
Program Development, including urban renewal, economic development and
block grant projects could be transferred to the Public Works Department.
All planning functions, current and long-range, could become part of a
combined department. The creation of a combined agency of this nature
could better meet the needs of both government agencies, provide for
closer coordination between the County and the City, and propbably be
accomplished at less cost than if both agencies continue to exist. For
example, both agencies currently have administrative overhead and both
currently employ a graphics technician.
BUILDING MAINTENANCE. The City's building maintenance program, both
routine custodial service and preventative maintenance, has been less
than satisfactory.
With the construction of the new library, a new vehicle maintenance
building, the addition of the Senior Center, and the installation of new
heating and air conditioning units at the Civic Center, it will be
necessary for the City to provide a more effective and efficient building
maintenance operation.
However, I question whether it is financially advantageous for the City to
establish a building maintenance department. The desirability of the
taxpayer financing two complete building maintenance departments for
local governmental agencies seems questionable, particularly as the
school district operates a very efficient building maintenance operation.
Therefore, the City should explore whether it would be possible to enter
into a contract with the school district for the care and maintenance of
major City buildings. This would include buildings such as the Civic
Center, the Senior Center, the Recreation Center, the Library and the
Equipment Maintenance facility.
The City, because of the expansion of the vehicle maintenance facility,
could consider maintenance of the school district's vehicles. Within the
next several years, the City expects to building a bus storage and
maintenance facility. Therefore, the facility which the City currently
owns on Gilbert Court would be available. The City should explore with
the school district a satisfactory means of making that building available
for centralized facilities for the school district's building maintenance
department.
These ideas may benefit both the School District and the City, and
particularly the taxpayer.
OTHER REORGANIZATION. Because of the elimination of Block Grant funding
for the HIS Department, it is recommended that there be a reorganization
of the HIS Department and a major reduction in the operating budget. The
training, administration and supervision of housing inspectors would be
handled by the HIS Department. Most of the actual inspections would be
performed by the Fire Department. This change would reduce the positions
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Those program operation functions of the Department of Planning and
Program Development, including urban renewal, economic development and
block grant projects could be transferred to the Public Works Department.
All planning functions, current and long-range, could become part of a
combined department. The creation of a combined agency of this nature
could better meet the needs of both government agencies, provide for
closer coordination between the County and the City, and propbably be
accomplished at less cost than if both agencies continue to exist. For
example, both agencies currently have administrative overhead and both
currently employ a graphics technician.
BUILDING MAINTENANCE. The City's building maintenance program, both
routine custodial service and preventative maintenance, has been less
than satisfactory.
With the construction of the new library, a new vehicle maintenance
building, the addition of the Senior Center, and the installation of new
heating and air conditioning units at the Civic Center, it will be
necessary for the City to provide a more effective and efficient building
maintenance operation.
However, I question whether it is financially advantageous for the City to
establish a building maintenance department. The desirability of the
taxpayer financing two complete building maintenance departments for
local governmental agencies seems questionable, particularly as the
school district operates a very efficient building maintenance operation.
Therefore, the City should explore whether it would be possible to enter
into a contract with the school district for the care and maintenance of
major City buildings. This would include buildings such as the Civic
Center, the Senior Center, the Recreation Center, the Library and the
Equipment Maintenance facility.
The City, because of the expansion of the vehicle maintenance facility,
could consider maintenance of the school district's vehicles. Within the
next several years, the City expects to building a bus storage and
maintenance facility. Therefore, the facility which the City currently
owns on Gilbert Court would be available. The City should explore with
the school district a satisfactory means of making that building available
for centralized facilities for the school district's building maintenance
department.
These ideas may benefit both the School District and the City, and
particularly the taxpayer.
OTHER REORGANIZATION. Because of the elimination of Block Grant funding
for the HIS Department, it is recommended that there be a reorganization
of the HIS Department and a major reduction in the operating budget. The
training, administration and supervision of housing inspectors would be
handled by the HIS Department. Most of the actual inspections would be
performed by the Fire Department. This change would reduce the positions
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in the HIS Department from 8 to 3.5 and reduce expenditures by $50,000.
This reorganization is included in the financial estimates of this report.
In dispatching it is proposed that a dispatcher be reclassified to train
and supervise the dispatching function which would be principally
performed by the Fire Department. The personnel reductions to institute
this change have not been included in either the financial projections or
the proposed personnel reductions.
In FY81 the City Manager plans to convene an ad hoc group of business and
academic leaders with experience in the financial and operational
problems of large organizations. In this manner the City will benefit
from this reservoir of expertise in the community. It is expected that
this group will be of particular assistance in assessing issues of economy
and efficiency in a period in which financial resources are limited.
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in the HIS Department from 8 to 3.5 and reduce expenditures by $50,000.
This reorganization is included in the financial estimates of this report.
In dispatching it is proposed that a dispatcher be reclassified to train
and supervise the dispatching function which would be principally
performed by the Fire Department. The personnel reductions to institute
this change have not been included in either the financial projections or
the proposed personnel reductions.
In FY81 the City Manager plans to convene an ad hoc group of business and
academic leaders with experience in the financial and operational
problems of large organizations. In this manner the City will benefit
from this reservoir of expertise in the community. It is expected that
this group will be of particular assistance in assessing issues of economy
and efficiency in a period in which financial resources are limited.
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DEPARTMENT: Human Relations
UNIT:
UNIT NUMBER: 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
2. Development and implementation of a federal contract compliance program
for utilization of minority and female owned businesses.
ADVANTAGES/BENEFITS:
2 . Consistent utilization of minority and female owned businesses in all City
contracting.
OPTIONS:
2. Lack of contract compliance program.
CONSEQUENCES:
2': Loss of federal funds due to non-compliance with federal laws.
CITY MANAGER'S RECOMMENDATION: Disapprove. Individual departments with
contracts will have to implement program.
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DEPARTMENT: Human Relations
UNIT:
UNIT NUMBER: 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
2. Development and implementation of a federal contract compliance program
for utilization of minority and female owned businesses.
ADVANTAGES/BENEFITS:
2 . Consistent utilization of minority and female owned businesses in all City
contracting.
OPTIONS:
2. Lack of contract compliance program.
CONSEQUENCES:
2': Loss of federal funds due to non-compliance with federal laws.
CITY MANAGER'S RECOMMENDATION: Disapprove. Individual departments with
contracts will have to implement program.
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` DEPARTMENT: Human Relations
UNIT:
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UNIT NUMBER: 3
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EXPANDED SERVICE LEVEL
s UNIT DESCRIPTION:
aj 3. Planning, organization, development of staff training efforts.
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ADVANTAGES/BENEFITS:
3. Provision of ongoing training at a substantially reduced cost.
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OPTIONS:
p (�� 3. Extensive use Of costly external consultants in training and development.
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3. Quality of training provided not germane to city problems.
CITY MANAGER'S RECOMMENDATION: Disapprove. Existing staff will have to
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DECISION PACKAGE
DEPARTMENT: FINANCE
UNIT: FINANCE ADMINISTRATION
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides for remodeling of the current office space occupied by Parking
Systems in basement of Civic Center. This will become vacant upon the
Parking Systems' move to their offices in the second parking ramp. It is
proposed that the Accounting Division move to this area and that it also be
used for D.P. Equipment that will possibly be purchased in the future.
ADVANTAGES/BENEFITS:
Needed for two reasons:
1. Other departments have crowded conditions but in many of those situations
the employees do not work at their desk at all times. However, in Finance
all employees' work is done at their desk in a high traffic and public
area. It not only is greatly overcrowded but those employees must work
within a few feet of a public counter which is busy all day long. The
overcrowding, distractions and constant noise is far from an ideal working
situation for the close and detailed work which is done by most Finance
employees.
Currently 16 people occupy the open area on the upper level of the Civic
Center. Elimination of floor space taken up by desks and floor cabinets
results in approximately 30 sq. feet per employee (or a space of about
S'x6') and this includes two high traffic paths which wind through the
area.
2. Consideration is being given to the purchase of computer equipment as it
currently appears more economical to purchase rather than lease or use a
service bureau. It has been determined that computerization would allow
the City to reduce total casts while maintaining the current level of
service and possibly increasing revenue. Currently no space is available
for computer equipment and the use of the area in the basement would
make some space available for equipment.
OPTIONS:
1. Allow other departments to utilize the vacant space with no resulting
reduction in cost to the City.
2. Do not purchase data processing equipment and forego any possible cost
savings or revenue increases.
3. Rent additional space for computcr equipment.
CONSEQUENCES:
1. Leave crowded office conditions as it now exists and forego cost reduction
because we have no room for computer equipment.
2. Employee moral and productivity continues to suffer because of overcrowding.
CITY MANAGER'S RECOMMENDATION: Approve. The small additional cost will reduce
equipment and personnel problems.
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COST = $4,700
17
DEC ISIONPACKAGE
DEPARTMENT: FINANCE
UNIT: ACCOUNTING
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides for an upgraded payroll system computer program which would allow
for greater flexibility and expanded deductions.
ADVANTAGES/BENEFITS:
Would eliminate time consuming deliberations and discussions on how to
logically create new deductions and pay types without destroying our present
system. Would allow greatly expanded deductions and paytypes. With a new
payroll system, consideration could be given to institution of FICA II, an
alternative method to computing social security taxes that could reduce
payroll costs approximately $60,000 annually.
OPTIONS:
Continue with present system even though no more deductions can be added.
CONSEQUENCES:
No additional deductions can be implemented. No radical changes in pay types
could be accommodated.
CITY MANAGER'S RECOMMENDATION: Approve. Potential financial return
to the City is in excess of cost of decision package.
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CEDAR RAPIDS • DES MOINES
COST = $7,500
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DEPARTMENT: FINANCE
UNIT: TREASURY
UNIT NUMBER:
UNIT DESCRIPTION:
DECISION PACKAGE
EXPANDED SERVICE LEVEL
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Storage for microfiche $100,00
ADVANTAGES/BENEFITS:
Maintaining these films in one location in easily located order.
OPTIONS:
Not purchasing drawers.
CONSEQUENCES:
Improperly designed storage could lead to damaged microfiche.
CITY MANAGER'S RECOMMENDATION: Disapprove.
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COST = $100
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UNIT: TREASURY
UNIT NUMBER:
UNIT DESCRIPTION:
DECISION PACKAGE
EXPANDED SERVICE LEVEL
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Storage for microfiche $100,00
ADVANTAGES/BENEFITS:
Maintaining these films in one location in easily located order.
OPTIONS:
Not purchasing drawers.
CONSEQUENCES:
Improperly designed storage could lead to damaged microfiche.
CITY MANAGER'S RECOMMENDATION: Disapprove.
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COST = $100
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DECISION PACKAGE
DEPARTMENT: FINANCE
UNIT: PARKING ENFORCEMENT
UNIT NUMBER: 1 OF 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Increased level of coverage in outlying -metered area.
ADVANTAGES AND BENEFITS:
As the number of metered areas lying outside the CBD has increased in the
last two years (Court, Linn and Bloomington Streets) the level of coverage
has decreased. Personnel are available at current funding level, if coverage
areas are redesigned to eliminate foot coverage of some outlying areas, but
the method of transportation is not. This would decrease the umber During
of
illegal parkers and increasd revenue generated by outlying meters
the month of April 1979 a test was conducted using two cars and redividing
the CBD. Approximately 100 percent increase was achieved in the number of
vehicles cited in the outlying areas for violations during this month. In
addition to operation and replacement costs, this would also require initial
purchase of a vehicle and a two-way radio.
OPTIONS:
Continue coverage at current level.
CONSEQUENCES:
Outlying areas will continue to receive minimum coverage.
CITY MANAGER'S RECOMMENDATION: Disapprove.
COST = $6,528
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DECISION PACKAGE
DEPARTMENT: FINANCE
UNIT: PARKING ENFORCEMENT
UNIT NUMBER: 2 OF 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provide two-way communication between Parking Enforcement, foot patrol and
office.
ADVANTAGES AND BENEFITS:
1. Would allow instant communication when parking enforcement attendant
locates vehicle on boot list.
2. Allow office to contact parking enforcement attendant when special
instructions need to be conveyed.
3. Parking enforcement attendant will have direct and immediate
communication in event of unusual occurrence.
OPTIONS:
1. Continue at present with 10 to 15 minute lag time on calling in vehicles
on boot list.
2. Continue allowing parking enforcement attendants to make street
decisions when policy or procedure is a question.
CONSEQUENCES:
Continue operation at its present level.
CITY MANAGER'S RECOMMENDATION: Disapprove.
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DECISION PACKAGE
DEPARTMENT: FINANCE
UNIT: PARKING ENFORCEMENT
UNIT NUMBER: 2 OF 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provide two-way communication between Parking Enforcement, foot patrol and
office.
ADVANTAGES AND BENEFITS:
1. Would allow instant communication when parking enforcement attendant
locates vehicle on boot list.
2. Allow office to contact parking enforcement attendant when special
instructions need to be conveyed.
3. Parking enforcement attendant will have direct and immediate
communication in event of unusual occurrence.
OPTIONS:
1. Continue at present with 10 to 15 minute lag time on calling in vehicles
on boot list.
2. Continue allowing parking enforcement attendants to make street
decisions when policy or procedure is a question.
CONSEQUENCES:
Continue operation at its present level.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
COST
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21
DECISION PACKAGE
DEPARTMENT: Parks and Recreation
UNIT: Government Buildings
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides salary for a Senior Maintenance Worker.
Provides for tools and equipment for Senior Maintenance Worker.
ADVANTAGES/BENEFITS:
1. Reduce money spent on building and equipment services and repairs to private
businesses by having capability of performing these services in-house.
2. Better preventative maintenance.
3. Combination of all maintenance and custodial help in downtown public
buildings (Civic Center, Senior Center, Davis, Recreation Center, Library),
into one group with one supervisor.
4. Some energy savings by having knowledgeable, experienced technicians.
OPTIONS:
Return to present plan.
Try to find someone currently on staff with some expertise (Engineers -Inspectors)
to assist present staff.
CONSEQUENCES:
Continuance of same practices, which leaves much to be desired.
CITY MANAGER'S RECOMMENDATION: Disapprove.
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DECISION PACKAGE
DEPARTMENT: Parks and Recreation
UNIT: Government Buildings
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides salary for a Senior Maintenance Worker.
Provides for tools and equipment for Senior Maintenance Worker.
ADVANTAGES/BENEFITS:
1. Reduce money spent on building and equipment services and repairs to private
businesses by having capability of performing these services in-house.
2. Better preventative maintenance.
3. Combination of all maintenance and custodial help in downtown public
buildings (Civic Center, Senior Center, Davis, Recreation Center, Library),
into one group with one supervisor.
4. Some energy savings by having knowledgeable, experienced technicians.
OPTIONS:
Return to present plan.
Try to find someone currently on staff with some expertise (Engineers -Inspectors)
to assist present staff.
CONSEQUENCES:
Continuance of same practices, which leaves much to be desired.
CITY MANAGER'S RECOMMENDATION: Disapprove.
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CEDAR RAPIDS DES MOINES
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DECISION PACKAGE
DEPARTMENT: Parks and Recreation
UNIT: Government Buildings
UNIT NUMBER: 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides for new roof for Civic Center.
ADVANTAGES/BENEFITS:
1. Keeps ceilings, floors, records, and equipment from being damaged by water.
2. Makes more of the building usable.
3. Increases employee morale.
OPTIONS:
Keep trying to patch roof and correct problem on a piece -meal basis.
Do nothing --live with a leaking roof.
CONSEQUENCES:
Damage from water to records, building, and equipment.
Low employee morale.
CITY MANAGER'S RECOMMENDATION: Approve.
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DECISION PACKAGE
DEPARTMENT: PLANNING AND PROGRAM DEVELOPMENT
UNIT: DEPARTMENT ADMINISTRATION (BIKEWAYS)
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION: To date Bikeways planning has been funded by CDBG funds.
- Provides staff support to Bikeways Committee or Commission.
- Coordinates phased implementation of Bikeways Plan.
- Prepares applications for state and federal funding.
- Coordinates Bikeway planning with University of Iowa and local groups
(BIC, Project GREEN).
- Provides interdepartmental coordination on bikeways and bicycle
facilities.
- Develops education program for bicyclists and motorists.
ADVANTAGES/BENEFITS:
- Improvement of existing bikeways and facilities (e.g., sufficient
trails).
- Improved bikeway maintenance and therefore safety.
- Increased bicycle use for transportation - energy conservation.
- Better cooperation between bicyclists and motorists on shared roadways.
- Planning for bikeways in new developments and subdivisions.
OPTIONS:
- No centralized responsibility for bikeways in Iowa City.
- Public Works assumes responsibility for all Bikeway activities (this
would have to include grant applications).
CONSEQUENCES:
- Lack of interdepartmental coordination (as exists now).
- No centralized responsibility for bikeways in Iowa City.
- Continuation of piece -meal approach to bikeways, facilities and
regulations.
- Less encouragement to use bicycles for transportation.
- More accidents involving bicycles likely.
- Increased frustration for bicyclists and motoris,.s.
- Minimal state and federal funding likely.
CITY MANAGER'S RECOMMENDATION: Disapprove. Responsibility to be assumed
by existing staff.
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DECISION PACKAGE
DEPARTMENT: PLANNING AND PROGRAM DEVELOPMENT
UNIT: DEPARTMENT ADMINISTRATION (RIVERFRONT COMMISSION)
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION: To date activities have been funded principally from
CDBG funds.
- Provides basic staff support to the Riverfront Commission.
- Coordinates River Corridor activities with Johnson County, Coralville,
and University of Iowa.
- Prepares applications for state and federal funds for River Corridor
improvements.
- Prepares contracts, ERR's and permit applications for River Corridor
projects.
Coordinates implementation of River Corridor projects.
Coordinates River Corridor development with Planning & Zoning and Parks
& Recreation.
ADVANTAGES/BENEFITS:
- Protection, preservation and enhancement of the river corridor as Iowa
City's important natural resource.
- Coordination with other departments and commissions.
- Some state and federal funding obtained.
OPTIONS:
- Dissolve Riverfront Commission.
- Have the Parks & Recreation Commission and the Planning & Zoning
Commission supervise River Corridor development and activities.
CONSEQUENCES:
- Return to the pre -1974 status quo of "ignoring" the River Corridor.
- Stanley Plan ($50,000) probably minimally implemented.
- No "watch dog" on River Corridor development.
- Less state and federal funding. '
CITY MANAGER'S RECOMMENDATION: Disapprove. Responsibility to be assumed
by existing staff.
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DECISION PACKAGE
DEPARTMENT: PLANNING AND PROGRAM DEVELOPMENT
UNIT: PLAN ADMINISTRATION
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
The function of the Plan Administrbtion unit, in continuance of the
comprehensive planning process, is to make incremental adjustments to the
Comprehensive Plan as development trends and patterns change or should be
changed in response to changes in the community's goals and objectives.
Rational adjustments which should be made are determined on the basis of
indepth analyses of socio-economic factors.
ADVANTAGES/BENEFITS:
The Comprehensive Plan, as a'guide to future development based upon community
goals and objectives, is a valuable source for making developmental
decisions. By continuously updating the Comprehensive Plan to keep it
current with existing conditions and community goals and objectives, its
value is sustained as a reliable source for decision making.
OPTIONS:
Use of a planning consulting firm or agency to review the Comprehensive Plan,
analyze existing conditions, and determine changes in development trends and
conditions.
CONSEQUENCES:
Unless the Comprehensive Plan is continuously updated, it will become an
unreliable source for decision making as conditions, trends and development
patterns change.
CITY MANAGER'S RECOMMENDATION: Disapprove. Include in work program
of existing staff.
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DECISION PACKAGE
DEPARTMENT: PLANNING AND PROGRAM DEVELOPMENT
UNIT: DEVELOPMENT PROGRAMS
UNIT NUMBER: 1213.0
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provide for an increased Development Division staff capability to design,
plan, and implement a vigorous economic development program for Iowa City,
consistent with City Council directives. Retain the services of a private
economic development consultant to advise the Council and staff on necessary
market analysis, targeting of selected industry types for City attraction
efforts, and identification and recruitment of particular businesses
suitable for Iowa City. Development and production of high quality
promotional print materials.
ADVANTAGES/BENEFITS:
Provides the City with the capacity to assume an active, highly visible role
in furthering the economic development of Iowa City. Results. in
identification of general industry groupings most suitable for and
compatible with the local community. Allows the City to directly shape
expansion of the comnercialA ndustrial sector in ways most responsive and
beneficial to community desires. Provides for increased growth prospects and
diversification of City's commercial/industrial tax base.
OPTIONS:
The City could choose to have no role whatsoever in economic development.
Or, the City could assume a very limited role in economic development,
primarily to assist and support private sector groups seeking to encourage
the economic development of Iowa City.
CONSEQUENCES:
If the City plays no role in economic development, the private sector alone
will make key decisions impacting on the community. If the City plays only a
support role for private sector groups, there will be a minimum of City
control and direction to economic development efforts. Both of these
approaches could result ii, insufficient local economic growth and
undesirable forms of industrial development.
CITY MANAGER'S RECOMMENDATION: Disapprove. Adopt more moderate program
with existing staff.
MICROFILMED BY
JORM MICR+LA9
CEDAR RAPIDS • DES MOINES
R
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26
DECISION PACKAGE
DEPARTMENT: PLANNING AND PROGRAM DEVELOPMENT
UNIT: DEVELOPMENT PROGRAMS
UNIT NUMBER: 1213.0
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provide for an increased Development Division staff capability to design,
plan, and implement a vigorous economic development program for Iowa City,
consistent with City Council directives. Retain the services of a private
economic development consultant to advise the Council and staff on necessary
market analysis, targeting of selected industry types for City attraction
efforts, and identification and recruitment of particular businesses
suitable for Iowa City. Development and production of high quality
promotional print materials.
ADVANTAGES/BENEFITS:
Provides the City with the capacity to assume an active, highly visible role
in furthering the economic development of Iowa City. Results. in
identification of general industry groupings most suitable for and
compatible with the local community. Allows the City to directly shape
expansion of the comnercialA ndustrial sector in ways most responsive and
beneficial to community desires. Provides for increased growth prospects and
diversification of City's commercial/industrial tax base.
OPTIONS:
The City could choose to have no role whatsoever in economic development.
Or, the City could assume a very limited role in economic development,
primarily to assist and support private sector groups seeking to encourage
the economic development of Iowa City.
CONSEQUENCES:
If the City plays no role in economic development, the private sector alone
will make key decisions impacting on the community. If the City plays only a
support role for private sector groups, there will be a minimum of City
control and direction to economic development efforts. Both of these
approaches could result ii, insufficient local economic growth and
undesirable forms of industrial development.
CITY MANAGER'S RECOMMENDATION: Disapprove. Adopt more moderate program
with existing staff.
MICROFILMED BY
JORM MICR+LA9
CEDAR RAPIDS • DES MOINES
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114
27
DECISION PACKAGE
DEPARTMENT: CITY MANAGER
UNIT: ENERGY CONSERVATION PROGRAM
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides matching funds for State energy audit grants to retain "Class A
Energy Audits" or technical engineering analysis of various City buildings
determined to be eligible for grants by the State.
ADVANTAGES/BENEFITS:
Retains professional engineering consulting services at 50% State cost to
identify specific changes in building operation and to make capital
improvement recommendations that are both cost effective and save energy.
OPTIONS:
1. Partially fund
2. Seek no State funds to conduct technical engineering analyses of City
buildings.
CONSEQUENCES:
1. Less buildings would be analyzed.
2. Technical engineering analyses may be required on City buildings in the
future at full City expense. Also the City would have to content itself
with those energy conservation opportunities identified in the walk-
through energy audits which are only the first step in energy
conservation. The second step being a professional engineering
analysis of the buildings to find energy conservation opportunities not
readily apparent to laymen.
CITY MANAGER'S RECOMMENDATION: Approve. Potential pay -back to City
is in excess of program costs.
141CROFILMED BY
' JORM MICR¢LAB
9 CEDAR RAPIDS • DES MOINES
COST = $7
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27
DECISION PACKAGE
DEPARTMENT: CITY MANAGER
UNIT: ENERGY CONSERVATION PROGRAM
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provides matching funds for State energy audit grants to retain "Class A
Energy Audits" or technical engineering analysis of various City buildings
determined to be eligible for grants by the State.
ADVANTAGES/BENEFITS:
Retains professional engineering consulting services at 50% State cost to
identify specific changes in building operation and to make capital
improvement recommendations that are both cost effective and save energy.
OPTIONS:
1. Partially fund
2. Seek no State funds to conduct technical engineering analyses of City
buildings.
CONSEQUENCES:
1. Less buildings would be analyzed.
2. Technical engineering analyses may be required on City buildings in the
future at full City expense. Also the City would have to content itself
with those energy conservation opportunities identified in the walk-
through energy audits which are only the first step in energy
conservation. The second step being a professional engineering
analysis of the buildings to find energy conservation opportunities not
readily apparent to laymen.
CITY MANAGER'S RECOMMENDATION: Approve. Potential pay -back to City
is in excess of program costs.
141CROFILMED BY
' JORM MICR¢LAB
9 CEDAR RAPIDS • DES MOINES
COST = $7
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28
DECISION PACKAGE
DEPARTMENT: CITY MANAGER
UNIT: ENERGY CONSERVATION PROGRAM
UNIT NUMBER: 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Hire one temporary part-time person 'to compile and record building and
vehicle energy use data.
ADVANTAGES/BENEFITS:
The Energy Program Coordinator can devote greater attention to the overall
Energy Conservation Program direction with the temporary employee doing the
routine data recording. This ensures that this basic data is recorded and
updated, for effective managerial control, inspite of unforeseen situations
arising which need immediate attention such as the Emergency Building
Temperature Restrictions or the diesel fuel shortage.
OPTIONS:
1. Don't hire person and continue to have the Energy Program Coordinator do
this work.
CONSEQUENCES:
1. The Energy Program Coordinator would have to continue spending
considerable time on routine
ndata recordingelopment and nd diould result in much
less time being spenton program
CITY MANAGER'S RECOMMENDATION: Disapprove. Reassign responsibility
to other personnel in individual departments or Finance.
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DECISION PACKAGE
DEPARTMENT: CITY MANAGER
UNIT: ENERGY CONSERVATION PROGRAM
UNIT NUMBER: 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Hire one temporary part-time person 'to compile and record building and
vehicle energy use data.
ADVANTAGES/BENEFITS:
The Energy Program Coordinator can devote greater attention to the overall
Energy Conservation Program direction with the temporary employee doing the
routine data recording. This ensures that this basic data is recorded and
updated, for effective managerial control, inspite of unforeseen situations
arising which need immediate attention such as the Emergency Building
Temperature Restrictions or the diesel fuel shortage.
OPTIONS:
1. Don't hire person and continue to have the Energy Program Coordinator do
this work.
CONSEQUENCES:
1. The Energy Program Coordinator would have to continue spending
considerable time on routine
ndata recordingelopment and nd diould result in much
less time being spenton program
CITY MANAGER'S RECOMMENDATION: Disapprove. Reassign responsibility
to other personnel in individual departments or Finance.
MICROFIL14ED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
COST =
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MICROFIL14ED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
COST =
29
0 E C I S 1 0 N P A C K A G E
DEPARTMENT: POLICE
UNIT: PATROL
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Six additional officers plus equipment are requested for downtown patrol.
These officers will be assigned to the developing downtown area from 3 PM to
11 PM and from 11 PM until approximately 3 AM as two -officer teams. A total
of 168 hours of patrol will thus be, afforded and the vacant hours will be
assigned to presently employed officers.
ADVANTAGES/BENEFITS:
I. Will provide a low level of afternoon and late night patrol on a
continuing basis.
2. Will allow the present shifts to more adequately provide for their
underserviced patrol areas.
OPTIONS:
1. Don't offer any downtown patrol. Respond to requests for service as
required.
2. Continue as of present with downtown patrol if officers are available.
CONSEQUENCES:
I really do not know whether or not adverse consequences will occur if
downtown patrol is not offered. However, I imagine vandalism, drunkenness
and dog defecation will be the hallmarks of downtown without it.
CITY MANAGER'S RECOMMENDATION: Disapprove. While the Manager believes
that additional police presence will be required in the
CBD, the financial resources are not available.
,
COST $$147,937
MICROFILMED BY
JORM MICR(DLAB
CEDAR RAPIDS • DES MOINES
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0 E C I S 1 0 N P A C K A G E
DEPARTMENT: POLICE
UNIT: PATROL
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Six additional officers plus equipment are requested for downtown patrol.
These officers will be assigned to the developing downtown area from 3 PM to
11 PM and from 11 PM until approximately 3 AM as two -officer teams. A total
of 168 hours of patrol will thus be, afforded and the vacant hours will be
assigned to presently employed officers.
ADVANTAGES/BENEFITS:
I. Will provide a low level of afternoon and late night patrol on a
continuing basis.
2. Will allow the present shifts to more adequately provide for their
underserviced patrol areas.
OPTIONS:
1. Don't offer any downtown patrol. Respond to requests for service as
required.
2. Continue as of present with downtown patrol if officers are available.
CONSEQUENCES:
I really do not know whether or not adverse consequences will occur if
downtown patrol is not offered. However, I imagine vandalism, drunkenness
and dog defecation will be the hallmarks of downtown without it.
CITY MANAGER'S RECOMMENDATION: Disapprove. While the Manager believes
that additional police presence will be required in the
CBD, the financial resources are not available.
,
COST $$147,937
MICROFILMED BY
JORM MICR(DLAB
CEDAR RAPIDS • DES MOINES
30
DECISION PACKAGE
DEPARTMENT: POLICE
UNIT: CRIME/VANDALISM PREVENTION UNIT
UNIT NUMBER: ON A SCALE OF 1 TO 10 -- ABOUT 5
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A crime/vandalism prevention unit would consist of at least two officers
trained in crime/vandalism prevention techniques; target hardening; the
organization of neighborhoods and small groups. Officers of this unit will
organize neighborhood anti-crime units; be responsible for neighborhood and
business inspections; administer funds for anti-crime programs; etc.
ADVANTAGES/BENEFITS:
I. Specialists would be available for these purposes.
2. A couple of additional police officers would be available at times to
perform law nt duties.
3. Crime analysis fmight ebe enhanced.
4. Some neighborhoods and citizens might, with some leadership, attempt to
do something for themselves rather than ask local government to respond.
OPTIONS:
I• Rather than create a specialized unit, appropriate $2000 to train a
couple of officers in crime/vandalism prevention at the University of
Lousiville, buy them s1000 worth of necessary supplies and materials;
raise the overtime budget by $2000 to pay them for off-duty hours and
assign the responsibilities to them.
CONSEQUENCES:
Probably none
CITY MANAGER'S RECOMMENDATION: Disapprove. Utilize existing
budgeted travel and other department resources to
establish program.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
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DECISION PACKAGE
DEPARTMENT: POLICE
UNIT: CRIME/VANDALISM PREVENTION UNIT
UNIT NUMBER: ON A SCALE OF 1 TO 10 -- ABOUT 5
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A crime/vandalism prevention unit would consist of at least two officers
trained in crime/vandalism prevention techniques; target hardening; the
organization of neighborhoods and small groups. Officers of this unit will
organize neighborhood anti-crime units; be responsible for neighborhood and
business inspections; administer funds for anti-crime programs; etc.
ADVANTAGES/BENEFITS:
I. Specialists would be available for these purposes.
2. A couple of additional police officers would be available at times to
perform law nt duties.
3. Crime analysis fmight ebe enhanced.
4. Some neighborhoods and citizens might, with some leadership, attempt to
do something for themselves rather than ask local government to respond.
OPTIONS:
I• Rather than create a specialized unit, appropriate $2000 to train a
couple of officers in crime/vandalism prevention at the University of
Lousiville, buy them s1000 worth of necessary supplies and materials;
raise the overtime budget by $2000 to pay them for off-duty hours and
assign the responsibilities to them.
CONSEQUENCES:
Probably none
CITY MANAGER'S RECOMMENDATION: Disapprove. Utilize existing
budgeted travel and other department resources to
establish program.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
30
DECISION PACKAGE
DEPARTMENT: POLICE
UNIT: CRIME/VANDALISM PREVENTION UNIT
UNIT NUMBER: OWA SCALE OF 1 TO 10 -- ABOUT 5
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A crime/vandalism prevention unit would consist of at least two officers
trained in crime/vandalism prevention techniques; target hardening; the
organization of neighborhoods and small groups. Officers of this unit will
organize neighborhood anti-crime units; be responsible for neighborhood and
business inspections; administer funds for anti-crime programs; etc.
ADVANTAGES/BENEFITS:
1. Specialists would be available for these purposes.
2. A couple of additional police officers would be available at times to
perform law enforcement duties.
3. Crime analysis might be enhanced.
4. Some neighborhoods and citizens might, with some leadership, attempt to
do something for themselves rather than ask local government to respond.
OPTIONS:
1. Rather than create a specialized unit, appropriate $2000 to train a
couple of officers in crime/vandalism prevention at the University of
Lousiville, buy them $1000 worth of necessary supplies and materials;
raise the overtime budget by $2000 to pay them for off-duty hours and
assign the responsibilities to them.
CONSEQUENCES:
Probably none
CITY MANAGER'S RECOMMENDATION: Disapprove. Utilize existing
budgeted travel and other department resources to
establish program.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
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30
DECISION PACKAGE
DEPARTMENT: POLICE
UNIT: CRIME/VANDALISM PREVENTION UNIT
UNIT NUMBER: OWA SCALE OF 1 TO 10 -- ABOUT 5
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A crime/vandalism prevention unit would consist of at least two officers
trained in crime/vandalism prevention techniques; target hardening; the
organization of neighborhoods and small groups. Officers of this unit will
organize neighborhood anti-crime units; be responsible for neighborhood and
business inspections; administer funds for anti-crime programs; etc.
ADVANTAGES/BENEFITS:
1. Specialists would be available for these purposes.
2. A couple of additional police officers would be available at times to
perform law enforcement duties.
3. Crime analysis might be enhanced.
4. Some neighborhoods and citizens might, with some leadership, attempt to
do something for themselves rather than ask local government to respond.
OPTIONS:
1. Rather than create a specialized unit, appropriate $2000 to train a
couple of officers in crime/vandalism prevention at the University of
Lousiville, buy them $1000 worth of necessary supplies and materials;
raise the overtime budget by $2000 to pay them for off-duty hours and
assign the responsibilities to them.
CONSEQUENCES:
Probably none
CITY MANAGER'S RECOMMENDATION: Disapprove. Utilize existing
budgeted travel and other department resources to
establish program.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
ff
30
DECISION PACKAGE
DEPARTMENT: POLICE
UNIT: CRIME/VANDALISM PREVENTION UNIT
UNIT NUMBER: ON A SCALE OF 1 TO 10 -- ABOUT 5
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A crime/vandalism prevention unit would consist of at least two officers
trained in crime/vandalism prevention techniques; target hardening; the
organization of neighborhoods and small groups. Officers of this unit will
organize neighborhood anti-crime units; be responsible for neighborhood and
business inspections; administer funds for anti-crime programs; etc,
ADVANTAGES/BENEFITS:
1. Specialists would be available for these purposes.
2. A couple of additional police officers would be available at times to
perform law enforcement duties.
3. Crime analysis might be enhanced.
4. Some neighborhoods and citizens might, with some leadership, attempt to
do something for themselves rather than ask local government to ,respond.
OPTIONS:
1. Rather than create a specialized unit, appropriate $2000 to train a
couple of officers in crime/vandalism prevention at the University of
LOUSiVille, buy them $1000 worth of necessary supplies and materials;
raise the overtime budget by $2000 to pay them for off-duty hours and
assign the responsibilities to them.
CONSEQUENCES:
Probably none
CITY MANAGER'S RECOMMENDATION:prove. utilize existing
budgeted raveland tDpother department resources to
establish'program.
MICROFILMED BY
JORM MICR#LAE]
CEDAR RAPIDS • DES MOINES
30
DECISION PACKAGE
DEPARTMENT: POLICE
UNIT: CRIME/VANDALISM PREVENTION UNIT
UNIT NUMBER: ON A SCALE OF 1 TO 10 -- ABOUT 5
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A crime/vandalism prevention unit would consist of at least two officers
trained in crime/vandalism prevention techniques; target hardening; the
organization of neighborhoods and small groups. Officers of this unit will
organize neighborhood anti-crime units; be responsible for neighborhood and
business inspections; administer funds for anti-crime programs; etc.
ADVANTAGES/BENEFITS:
I. Specialists would be available for these purposes.
2. A couple of additional police officers would be available at times to
perform law enforcement duties.
3. Crime analysis might be enhanced.
4. Some neighborhoods and citizens might, with some leadership, attempt to
do something for themselves rather than ask local government to respond.
OPTIONS:
1. Rather than create a specialized unit, appropriate $2000 to train a
couple of officers in crime/vandalism prevention at the University of
Lousiville, buy them $1000 worth of necessary supplies and materials;
raise the overtime budget by $2000 to pay them for off-duty hours and
assign the responsibilities to them.
CONSEQUENCES:
Probably none
CITY MANAGER'S RECOMMENDATION: Disapprove. Utilize existing
budgeted travel and other department resources to
establish'program.
�L
MICROFILMED BY
JORM MIC R+LA13
CEDAR RAPIDS • DES MOINES
MICROFILMED BY
JORM MIC R+LA13
CEDAR RAPIDS • DES MOINES
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31
DEC I5ION PACKAGE
DEPARTMENT: POLICE
UNIT: SEX CRIME UNIT
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A sex crime unit would consist of two officers trained in the investigative
and information aspects of rape and other sex crimes. Responsibilities would
include the dissemination of information to the public; sex crime
investigation and attempts at prevention; liaison with organizations
exhibiting similar interests; analysis of trends relating to these crimes,
etc.
ADVANTAGES/BENEFITS;
1. Specialists would be available.
2. When not concentrating on this special area, officers would be available
for other duties.
3. Vocal groups within the City could claim their position on these issues
was vindicated.
4. The Police Department in cooperation with other agencies indicating
similar interests could broaden their endeavors and spheres of
influences into social counseling and other pursuits.
OPTIONS:
1. Continue the present high level of investigative service.
2. Spend $4000 on training four officers in sex crime investigation and use
as a task unit as required.
3. increase of maintain the level of support to Rape Crisis Center.
4. Do nothing.
CONSEQUENCES:
Probably none.
CITY MANAGER'S RECOMMENDATION: Disapprove. Emphasize use of existing
travel and training funds for this purpose.
COST = $78,181
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
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31
DEC I5ION PACKAGE
DEPARTMENT: POLICE
UNIT: SEX CRIME UNIT
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A sex crime unit would consist of two officers trained in the investigative
and information aspects of rape and other sex crimes. Responsibilities would
include the dissemination of information to the public; sex crime
investigation and attempts at prevention; liaison with organizations
exhibiting similar interests; analysis of trends relating to these crimes,
etc.
ADVANTAGES/BENEFITS;
1. Specialists would be available.
2. When not concentrating on this special area, officers would be available
for other duties.
3. Vocal groups within the City could claim their position on these issues
was vindicated.
4. The Police Department in cooperation with other agencies indicating
similar interests could broaden their endeavors and spheres of
influences into social counseling and other pursuits.
OPTIONS:
1. Continue the present high level of investigative service.
2. Spend $4000 on training four officers in sex crime investigation and use
as a task unit as required.
3. increase of maintain the level of support to Rape Crisis Center.
4. Do nothing.
CONSEQUENCES:
Probably none.
CITY MANAGER'S RECOMMENDATION: Disapprove. Emphasize use of existing
travel and training funds for this purpose.
COST = $78,181
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
i
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32
DECISION P A C X A G E
DEPARTMENT: POLICE
UNIT: RECORDS d IDENTIFICATION
UNIT NUMBER: 2
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
1. Add one Clerk/Typist (full-time) to fill in for dispatcher and service
records room, front desk and telephones (Est. $9,000).
2. Reclassify two Clerk/Typists to Senior Clerk/Typists for job
expansion - (Annual cost = $1,527.36)
3. Reclassify one radio dispatcher to Senior Dispatcher as a civilian
supervisor - (Annual cost $430.92).
ADVANTAGES/BENEFITS:
- Provides a career ladder employment concept for present and future
employees in these categories.
Fixes responsibility for planning and completed operations.
Recognizes employee proficiency and job dedication.
OPTIONS:
Remain as we are at present with only limited functional coverage during some
critical hours. People requesting service will be kept waiting longer for
telephone, radio or personal responses.
CONSEQUENCES:
None - The Department will not be any worse off than it is now,
CITY MANAGER'S RECOMMENDATION: Reclassify radia dispatcher to senior
dispatcher; transfer function to Fire Department and
train Fire personnel to assume responsibility for
dispatching. (The approved cost is $431.)
MICROFILMED BY
JORM MICR+LA6
CEDAR RAPIDS • DES MOINES
33
r ii i
DECISION PACKAGE
+j DEPARTMENT: FIRE
— UNIT: ADMINISTRATION ( RECLASSIFICATION)
UNIT NUMBER:
I
r UNIT DESCRIPTION:
EXPANDED SERVICE LEVEL
This is, at present, a Senior Clerk Typist position. This
position has been filled by the same person for nearly nine
years. During this period new duties and additional duties
have been added to a point where reclassification app
ears to
be necessary. Cost of reclassification from Senior Clerk
Typist to Secretary would be $419 for FYB1.
ADVANTAGES/BENEFITS:
The person would be more properly classified and would
n undoubtedly perform better with renewed interest in the
�I position.
Continue on with the present Senior Clerk Typist position.
j CONSEQUENCES:
E( L Would probably result in an employee feeling unappreciated and
I suppressed while still required to perform those duties recognized
by Personnel Department as Secretary II duties.
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i CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMEMOI�ES
JORM MIO
CEDAR RAPIDS •
_ $419
6
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DEPARTMENT: POLICE
UNIT: ANIMAL CONTROL
UNIT NUMBER:
za
DECISION PACKAGE
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
- Provide incentive for longer term employment with department through
creating a Senior Animal Control Officer position, similar to Senior Bus
Driver classification.
- Adequate lighting in dog room.
- Provide adequate access to shelter by sidewalk.
- Provide typewriter to replace personal machine now in use.
ADVANTAGES/BENEFITS:
Incentive and recognition for assuming management responsibilities in
supervisor's absence.
Meet state law requirements for adequate lighting.
Provide adequate access to shelter by sidewalk.
Discontinue use of private typewriter necessary due to increased use for
pet licenses.
OPTIONS:
- Continue private use of equipment for City business.
- Extraordinary merit increase.
CONSEQUENCES:
- Continue average of 2-25 year turnover of Senior Animal Control Officer
due to inadequate job incentives reflected in title and pay.
- Continue to not meet minimum state requirements for lightirib/risk of
losing license.
- Continue to be inaccessible by handicapped persons.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED RY
'DORM MIC R�LA13
CEDAR RAPIDS • DES M01
NES
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DEPARTMENT: POLICE
UNIT: ANIMAL CONTROL
UNIT NUMBER:
za
DECISION PACKAGE
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
- Provide incentive for longer term employment with department through
creating a Senior Animal Control Officer position, similar to Senior Bus
Driver classification.
- Adequate lighting in dog room.
- Provide adequate access to shelter by sidewalk.
- Provide typewriter to replace personal machine now in use.
ADVANTAGES/BENEFITS:
Incentive and recognition for assuming management responsibilities in
supervisor's absence.
Meet state law requirements for adequate lighting.
Provide adequate access to shelter by sidewalk.
Discontinue use of private typewriter necessary due to increased use for
pet licenses.
OPTIONS:
- Continue private use of equipment for City business.
- Extraordinary merit increase.
CONSEQUENCES:
- Continue average of 2-25 year turnover of Senior Animal Control Officer
due to inadequate job incentives reflected in title and pay.
- Continue to not meet minimum state requirements for lightirib/risk of
losing license.
- Continue to be inaccessible by handicapped persons.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED RY
'DORM MIC R�LA13
CEDAR RAPIDS • DES M01
NES
35
DECISION PACKAGE
DEPARTMENT: HOUSING AND INSPECTION SERVICES
UNIT: ADMINISTRATION
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
To absorb0 of the personnel costs foP the Director, and the Secretary and
the personnel costs of the File Clerk. These salaries were previously paid
from CDBG monies.
ADVANTAGES/BENEFITS:
True "basic" service level can be maintained by continuing to employ a
Director, Secretary, and a File Clerk,
OPTIONS:
The Department could be dismantled and duties and non -administrative staff
reassigned.
CONSEQUENCES:
Enforcement would have to return to pre -1977 levels.
CITY MANAGER'S RECOMMENDATION: Approve in part. Share secretary with
Public Works. Director will reorganize department so that
training and administrative support is provided by department
and housing inspections to be transferred to Fire Department.
MICROFILMED BY
'JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
= $24.952
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DECISION PACKAGE
DEPARTMENT: HOUSING AND INSPECTION SERVICES
UNIT: ADMINISTRATION
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
To absorb0 of the personnel costs foP the Director, and the Secretary and
the personnel costs of the File Clerk. These salaries were previously paid
from CDBG monies.
ADVANTAGES/BENEFITS:
True "basic" service level can be maintained by continuing to employ a
Director, Secretary, and a File Clerk,
OPTIONS:
The Department could be dismantled and duties and non -administrative staff
reassigned.
CONSEQUENCES:
Enforcement would have to return to pre -1977 levels.
CITY MANAGER'S RECOMMENDATION: Approve in part. Share secretary with
Public Works. Director will reorganize department so that
training and administrative support is provided by department
and housing inspections to be transferred to Fire Department.
MICROFILMED BY
'JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
= $24.952
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t
36
n
DECISION PACKAGE
DEPARTMENT: HOUSING AND INSPECTION SERVICES
UNIT: BUILDING INSPECTION
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provide a plan review by one person knowledgeable of all codes instead of
several inspectors reviewing the plan. Provide a more complete plan review
to omit violations in the field. Provide 100 percent coverage at the permit
counter and respond immediately to citizen inquiry. Provide architects and
engineers with code interpretations for structural capacities and soil
criteria for code compliance. To provide technical support to field
inspectors on alteration and questionable building application.
ADVANTAGES/BENEFITS:
Free up Senior Building Inspector to perform administrative duties and
supervise field inspectors to assure code compliance in the field. It will
free up field inspectors now doing print review to provide better field
inspections. It will allow a complete in-house plan review by one person
knowledgeable of all codes. It will be funded entirely from plan check fees
now being paid to consultants. It will produce a much faster turnaround
time.
OPTIONS:
Could continue at current level and provide minimum plan review. Could
contract for vices
Building Officialconsulting
u ndnlocalrarchit cats. theth International
SenioraBuilding Inspector do
all plan review and no administrative duties. Require an architect or code
specialist to draft all prints.
CONSEQUENCES:
If we do not fund this level turnaround time will continue to be inadequate.
Contracting this service will result in increased costs. Without staff
supervision, field inspection and documentation will become questionable.
Greater attempts to circumvent the code will occur.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
'JORM MICRLAB
CEDAR RAPIDS • DES MOINES 1
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36
n
DECISION PACKAGE
DEPARTMENT: HOUSING AND INSPECTION SERVICES
UNIT: BUILDING INSPECTION
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Provide a plan review by one person knowledgeable of all codes instead of
several inspectors reviewing the plan. Provide a more complete plan review
to omit violations in the field. Provide 100 percent coverage at the permit
counter and respond immediately to citizen inquiry. Provide architects and
engineers with code interpretations for structural capacities and soil
criteria for code compliance. To provide technical support to field
inspectors on alteration and questionable building application.
ADVANTAGES/BENEFITS:
Free up Senior Building Inspector to perform administrative duties and
supervise field inspectors to assure code compliance in the field. It will
free up field inspectors now doing print review to provide better field
inspections. It will allow a complete in-house plan review by one person
knowledgeable of all codes. It will be funded entirely from plan check fees
now being paid to consultants. It will produce a much faster turnaround
time.
OPTIONS:
Could continue at current level and provide minimum plan review. Could
contract for vices
Building Officialconsulting
u ndnlocalrarchit cats. theth International
SenioraBuilding Inspector do
all plan review and no administrative duties. Require an architect or code
specialist to draft all prints.
CONSEQUENCES:
If we do not fund this level turnaround time will continue to be inadequate.
Contracting this service will result in increased costs. Without staff
supervision, field inspection and documentation will become questionable.
Greater attempts to circumvent the code will occur.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
'JORM MICRLAB
CEDAR RAPIDS • DES MOINES 1
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37
DECISION PACKAGE
DEPARTMENT: HOUSING AND INSPECTION SERVICES
UNIT: MINIMUM HOUSING INSPECTION
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
This level would provide funding for three Housing Inspectors and one-half of
the Senior Housing Inspector previously funded by CDBG. Enforcement of the
Minimum Housing Occupancy and Maintenance Code would be held at the same
level of enforcement that has been initiated since 1977. The State Fire Code
and Snow Ordinance would be enforced by trained and experienced inspectors.
ADVANTAGES/BENEFITS:
Funding this level, the Housing Inspection Division would be able to meet the
requirements of State law, in that all dwelling units and rooming units would
be inspected on an annual basis. The City would benefit by its minimized
exposure regarding tort liability. The overall protection of the public's
health and safety could be shown with continuance of policies such as
responding to citizen complaints within a 24-hour period. All apartments and
rooming houses would be checked for fire code violations prior to licensing
for rental and illegal conversions would be minimized.
OPTIONS:
The responsibility of enforcing the State Housing Code could be referred to
the Johnson County Health Department and the Fire Department could inspect
for State Fire Code violations. The municipal snow ordinance could either be
repealed or ignored.
CONSEQUENCES:
If we do not fund this level, we would be open to law suits due to violations
of State law since most apartments and rooming houses would not be inspected
annually. The City could experience increased deterioration of residential
neighborhoods and more tax money would have to be expended for legal
protection.
CITY MANAGER'S RECOMMENDATION: Approve funding for total of 2 housing
inspectors. Initiate transfer of Minimum Housing Inspections
to Fire Department with reduction in staff.
MICROFILMED BY
JORM MIC R�LA9
CEDAR RAPIDS • DES MOINES
COST =
798
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DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS
UNIT: MASS TRANSPORTATION
UNIT NUMBER:
EXPANDED SERVICE LEVEL N1
UNIT DESCRIPTION:
S o
Includes all services currently provided, plus puts four additional busen
the street during peak periods. The extra buses provide badly needed extra
capacity on four route -pairs during winter months, November through March.
ADVANTAGES/BENEFITS:
Buses are extremely crowded during rush hour. The lease of additional
vehicles will allow more frequent service on the heaviest routes, with
corresponding reduction in 'passenger loads and improvement in schedule
adherance.
OPTIONS:
An agreement with the University could allow Cambus to serve Hawkeye, freeing
four buses per hour for use on other Iowa City routes. Also, steep fare
increases during peak periods could divert some trips to off-peak, thereby
alleviating rush-hour overcrowding.
CONSEQUENCES:
The inability to provide additional rush-hour service will result in waiting
passengers being passed by on many routes. Overcrowding and poor schedule
adherance will be inevitable.
CITY MANAGER'S RECOMMENDATION: Disapprove. Limited funding and
maintenance/storage facility.
MICROFILMED BY
JORM MICR+LA9
CEDAR RAPIDS • DES MOINES
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jUNIT:
PP UNIT NUMBER:
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39
DECISION PACKAGE
PUBLIC WORKS
STREET SYSTEM MAINTENANCE (RECLASSIFICATION)
EXPANDED SERVICE LEVEL
L:1 UNIT DESCRIPTION:
StreeII tDivision's
tasksinIowaCity al There are
n
saconstantot competitive t
turnoverof personnel h other ainlthe
r
�J Maintenance Worker I classification and some turnover in the Maintenance
Worker II classification. This decision package provides for a
reclassification of employees. The cost is approximately $20,000 more
per year.
Imo'
ADVANTAGES/BENEFITS:
Provides a cadre of long time employees with the skill to get work
' done in a minimum amount of time.
a �tL
sent classification with extremely rapid turnover.
RECOMMENDATION: Disapprove.
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MICROMMED BY
JORM MICR+LA9
CEDAR RAPIDS • DES MOINES
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40
DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS
UNIT: STREET SYSTEM MAINTENANCE (DRAINAGE CREW)
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
A drainage crew to clean and maintain all drainage ditches and creeks in the
community. This work force would be responsible for waterway cleaning,
control of erosion, minor improvements to waterways.
ADVANTAGES/BENEFITS:
Increase capacity of all channels in the community, reduced erosion, much
better appearance. This crew would allow the City to respond quickly to the
problem areas in the drainage system of the City. Historically, these tasks
have been handled by the Street Division on a secondary basis after
completion of their primary functions of street maintenance.
OPTIONS:
Continue private maintenance of the waterways. Most waterways of a minor
nature are on private property.
CONSEQUENCES:
Continued erosion of creek channels, further restriction of capacity of the
waterways in the community.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LA9
CEDAR RAPIDS • DES MOINES
1•si
41
n
DECISION PACKAGE
DEPARTMENT: Parks 6 Recreation
UNIT:Recreation
UNIT NUMBER: II
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION: Children's Museum operated in and around the 2 log cabins in
City Park from April -Oct. This is a participatory enviornment intended to stim-
ulate children's curiosity and imagination by providing them with materials and
equipmentthat allows them to use their personal experience, learning skills
and senses to discover how something feels or works or how other people live.
Using a "hands-on" learning method the children have the opportunity to develop
awareness and appreciation for pioneer life, our environment both past and pre-
sent, creative expression and improvisational interaction.
ADVANTAGES/BENEFITS: This is a continuation of a program initiated and conducted
by a locally formed group known as Friends of the Children's Museum started in
1976. It has been partially funded by the City and now the City is being re-
quested to assume the responsibility with the "Friends" continuing to serve as
a volunteer support organization. This is a good service for the City to provi
with the restored log cabins and the natural programmed activity in our major
park serving the many children who live in that area and who do not have an
organized playground program as well as attracting children and visitors from
all over the city and elsewhere.
OPTIONS: Friends of the Children's Museum could be encouraged to continue
the program with more City funds.
CONSEQUENCES: Reduction in quality of life in Iowa City; lack of interest in
log cabins and Iowa City history and probable deterioration and vandalism of
buildings.
CITY MANAGER'S RECOMMENDATION: Disapprove. Incorporate program into summer
playbround program.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOIRES
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41
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DECISION PACKAGE
DEPARTMENT: Parks 6 Recreation
UNIT:Recreation
UNIT NUMBER: II
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION: Children's Museum operated in and around the 2 log cabins in
City Park from April -Oct. This is a participatory enviornment intended to stim-
ulate children's curiosity and imagination by providing them with materials and
equipmentthat allows them to use their personal experience, learning skills
and senses to discover how something feels or works or how other people live.
Using a "hands-on" learning method the children have the opportunity to develop
awareness and appreciation for pioneer life, our environment both past and pre-
sent, creative expression and improvisational interaction.
ADVANTAGES/BENEFITS: This is a continuation of a program initiated and conducted
by a locally formed group known as Friends of the Children's Museum started in
1976. It has been partially funded by the City and now the City is being re-
quested to assume the responsibility with the "Friends" continuing to serve as
a volunteer support organization. This is a good service for the City to provi
with the restored log cabins and the natural programmed activity in our major
park serving the many children who live in that area and who do not have an
organized playground program as well as attracting children and visitors from
all over the city and elsewhere.
OPTIONS: Friends of the Children's Museum could be encouraged to continue
the program with more City funds.
CONSEQUENCES: Reduction in quality of life in Iowa City; lack of interest in
log cabins and Iowa City history and probable deterioration and vandalism of
buildings.
CITY MANAGER'S RECOMMENDATION: Disapprove. Incorporate program into summer
playbround program.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOIRES
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42
DECISION PACKAGE
DEPARTMENT: LIBRARY
UNIT:
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Add one full-time maintenance worker to library staff on January 1, 1981 to
help with move to new building and to assist the present 55 hours/week
maintenance staff with the following:
Clean and maintain a 47,000 square foot building (vs 23,000 now)
Provide services needed to absorb 25-40% increase in number of people
entering the building.
Maintain the increased amount of furniture and equipment.
Maintain public restrooms designed to be convenient to passing pedestrians
whether library users or not.
ADVANTAGES/BENEFITS:
Allows maintenance worker to be in building most of the time it is open to
public.
Protects investment in 3.5 million dollar facility.
Allows modest amount of time for building cleaning and maintenance especially
if the city also funds the HVAC maintenance worker recommended by the Energy
Coordinator and the government building supervisor to servipe heating and
cooling systems of all city buildings.
Adding one maintenance worker will actually decrease the number of maintenance
hours per square foot per year from .12/hour in present building'to .10/hour
in new. Operators of office buildings feel they have a well-managed operation
if they can keep building clean (no maintenance included) on .30/hoar. No
maintenance hours have been added to the library in 15 years although public
use, services offered and staff size have more than doubled.
OPTIONS:
Have city staff take over cleaning and maintenance of new building.
Reduce hours of service and convert present staff position to maintenance
worker.
Keep parts of new building unused - public restrooms, meeting rooms, etc.
Postpone opening of new building until FY82.
CONSEQUENCES:
New building either badly maintained or under utilized.
CITY MANAGER'S RECOMMENDATION: Disapprove.
COST = $6,097
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
I
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42
DECISION PACKAGE
DEPARTMENT: LIBRARY
UNIT:
UNIT NUMBER: 1
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Add one full-time maintenance worker to library staff on January 1, 1981 to
help with move to new building and to assist the present 55 hours/week
maintenance staff with the following:
Clean and maintain a 47,000 square foot building (vs 23,000 now)
Provide services needed to absorb 25-40% increase in number of people
entering the building.
Maintain the increased amount of furniture and equipment.
Maintain public restrooms designed to be convenient to passing pedestrians
whether library users or not.
ADVANTAGES/BENEFITS:
Allows maintenance worker to be in building most of the time it is open to
public.
Protects investment in 3.5 million dollar facility.
Allows modest amount of time for building cleaning and maintenance especially
if the city also funds the HVAC maintenance worker recommended by the Energy
Coordinator and the government building supervisor to servipe heating and
cooling systems of all city buildings.
Adding one maintenance worker will actually decrease the number of maintenance
hours per square foot per year from .12/hour in present building'to .10/hour
in new. Operators of office buildings feel they have a well-managed operation
if they can keep building clean (no maintenance included) on .30/hoar. No
maintenance hours have been added to the library in 15 years although public
use, services offered and staff size have more than doubled.
OPTIONS:
Have city staff take over cleaning and maintenance of new building.
Reduce hours of service and convert present staff position to maintenance
worker.
Keep parts of new building unused - public restrooms, meeting rooms, etc.
Postpone opening of new building until FY82.
CONSEQUENCES:
New building either badly maintained or under utilized.
CITY MANAGER'S RECOMMENDATION: Disapprove.
COST = $6,097
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
I
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j DEPARTMENT:
UNIT:
i UNIT NUMBER
i
43
DECISION PACKAGE
LIBRARY
2
EXPANDED SERVICE LEVEL
r �` UNIT DESCRIPTION:
1
g Provide funds to purchase 2500 additional volumes to help serve the
needs of the expected 25-40% increase in users and to assist in the
goal of bringing the collection size closer to state and national
standards.
�! ADVANTAGES/BENEFITS:
�� Better able to meet demands of public, especially during the opening weeks
and months.
Assist in replacing key titles identified as missing or beyond repair
during the conversion to computer-assisted circulation.
Provides forurchase at 1981 rices of items
to be purchased later at higher costs.Under the tcurrent �level lofhave
service the library acquires new materials at 60% of 1970-74 rates.
Collections should be enlarged now that more space is finally available.
1i
i OPTIONS:
Seek more funds from private sources, grants, fundraising events and
i.i endowments (This has serious staffing implications.)
R8
CONSEQUENCES:
1
Collection continues to be inadequate to serve community of 55,000
( and becomes more inadequate as new facility attracts a larger use rate.
t New public libraries have experienced increases ranging from 25% to
L 300% in recent years. Iowa City Public Library hopes current high
6i use rate will keep local increase in 25-40% range.
CITY MANAGER'S RECOMMENDATION: Disapprove.
t
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JORM MICR �LAB
CEDAR RAPIDS • DES MOINES
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CEDAR RAPIDS - DES MOINES
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..
DEPARTMENT: FINANCE
UNIT: PARKING SYSTEMS OPERATION & MAINTENANCE
i I i
UNIT NUMBER: 1 OF 1
"
EXPANDED SERVICE LEVEL
('
�f
UNIT DESCRIPTION:
Operation of Block 64 Parking Facility for eight months during
FY81.
a
ADVANTAGES/BENEFITS:
F
This will provide much needed parking in the CBD.
3
t',
OPTIONS:
Delay opening of Block 64 Parking Facility.
i
CONSEQUENCES:
y B
Delaying the opening of the Block 64 Parking Facilitywill
continuing shortage of parking in the CBD.
result
Debt Service annot
FY81 without the operation of the facility.
bmet during
CITY MANAGER'S RECOMMENDATION: Approve. Funded from parking
revenue.
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COST = $119
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MICROFILMED BY
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CEDAR RAPIDS - DES MOINES
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■
DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS
UNIT: POLLUTION CONTROL
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Upgrade existing Ford model 3500 tractor to tractor backhoe unit.
ADVANTAGES/BENEFITS:
ons
inis unit would sto-perform rmaintenance
aand reair
a timely manner. Wecouldscheduleourworkloadefficientlyuand�not be
at the mercy of other divisions' requirements. We could perform our repairs
when handling weather
ngand permits.
iThis unit ould also
nowremovalcapabilities aroundrthe 1plantaand lift stations.
OPTIONS:
- Borrow equipment from other divisions when and if it is idle.
- Rent backhoe. Present rate is $150.00 Eer day.
- Contract for repairs.
CONSEQUENCES:
Repair projects could not be performed on a priority basis.
Minor repair and maintenance problems deteriorate into major.
- Many maintenance and repair projects would not be accomplished.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
= $22,000
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DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS
UNIT: POLLUTION CONTROL
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Upgrade existing Ford model 3500 tractor to tractor backhoe unit.
ADVANTAGES/BENEFITS:
ons
inis unit would sto-perform rmaintenance
aand reair
a timely manner. Wecouldscheduleourworkloadefficientlyuand�not be
at the mercy of other divisions' requirements. We could perform our repairs
when handling weather
ngand permits.
iThis unit ould also
nowremovalcapabilities aroundrthe 1plantaand lift stations.
OPTIONS:
- Borrow equipment from other divisions when and if it is idle.
- Rent backhoe. Present rate is $150.00 Eer day.
- Contract for repairs.
CONSEQUENCES:
Repair projects could not be performed on a priority basis.
Minor repair and maintenance problems deteriorate into major.
- Many maintenance and repair projects would not be accomplished.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
= $22,000
i
�i
46
DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS
UNIT: LANDFILL
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Keep operating hours as scheduled: 11 hours a day, six days a week, five
hours on Sunday and all holidays except Thanksgiving, Christmas, and New
Year's Day. Plus, add one Senior Maintenance Worker to staff.
ADVANTAGES/BENEFITS:
Four -man operation would cut cost of landfill operations in overtime, and
amount of work done on landfill site. Better compaction to landfill.
OPTIONS:
Keep paying overtime, loss of landfill area due to poor compaction.
CONSEQUENCES:
Shorter landfill life (est. 2-3 years less).
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
M
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46
DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS
UNIT: LANDFILL
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
Keep operating hours as scheduled: 11 hours a day, six days a week, five
hours on Sunday and all holidays except Thanksgiving, Christmas, and New
Year's Day. Plus, add one Senior Maintenance Worker to staff.
ADVANTAGES/BENEFITS:
Four -man operation would cut cost of landfill operations in overtime, and
amount of work done on landfill site. Better compaction to landfill.
OPTIONS:
Keep paying overtime, loss of landfill area due to poor compaction.
CONSEQUENCES:
Shorter landfill life (est. 2-3 years less).
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES
M
47
DECISION PACKAGE
DEPARTMENT: PUBLIC WORKS - Equipment
UNIT: WELDING AND BODY REPAIR
UNIT NUMBER:
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
In FY79 we paid $12,353 for roughly 650 hours of outside labor for welding
and body repair. We also paid an estimated 15% premium for the materials
that went into these repairs. We have the space in our new garage to do these
repairs in house. In this way we will get about 1500 hours of labor for the
same (or less) total price. .
ADVANTAGES/BENEFITS:
1. Allows us :ouch more time to fight our number one enemy, rust and does so
at no additional cost.
2. Gives us a person to run a full scale summer reconditioning program for
all of our equipment.
3. Allows us to be much more responsive in doing bus body work.
OPTIONS:
Leave the situation the way it is.
CONSEQUENCES:
Continue present system.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LAS
CEDAR RAPIDS • DES MOINES
COST = $34,305
a
0
i
0
DEPARTMENT: FINANCE
UNIT: WORD PROCESSING
UNIT NUMBER:
M
DECISION PACKAGE
EXPANDED SERVICE LEVEL
UNIT DESCRIPTION:
This level would provide for a reclassification of the Word Processing
Operator position into a Word Processing Operator I and II arrangement. This
would provide for promotion within the Center and would recognize the value
of a skilled and experienced Word Processing Operator to the City. This
reclassification would involve a transfer from Range 3 to 5 after two years
experience in the Center and demonstrated expertise on word processing
equipment.
ADVANTAGES/BENEFITS:
- Provide for a promotional ladder within the Word Processing Center
similar to that now available for secretarial positions.
- Help to retain skilled and experienced word processing operators who are
uncommon in the present labor market and in demand.
- Brings parity between salaries of skilled word processing operators and
Secretary I's.
OPTIONS:
Present system could remain and we would continue to experience turnover just
after the operator is fully trained and has gained experience in the
operations of the WPC.
CONSEQUENCES:
Experience loss in productivity inherent in personnel turnover and lengthy
training period in Word Processing Center.
CITY MANAGER'S RECOMMENDATION: Disapprove.
MICROFILMED BY
JORM MICR+LA9
CEDAR RAPIDS • DES MOINES
COST = $3,070
e
ANALYSIS OF REVENUE SHORTAGE
INTERGOV- GEN. GOV.
EXPENDITURE LICENSE d FINES -&- CHARGES ERNMENTAL USE OF MONEY MISC. TRANSFER REVENUE
City Council 253,910
City Clerk 83,268
City Attorney'. 135,601
City Manager 177,812
Hu^an Relations 142,589
Finance 700,864
'Goverment Bldgs. 98,731
Public Works Admin. 51,821
'noineering 277,762
-'I Pien d Prog. Dev. 195,929
-office 1,537,850
Fire 1,.22,970
AaioaI Control 101,686
Hsc. d Insp. Serv. 215,170
Transit 1,347,362
Streets 1,190,878
Traffic Engin. 469,549
R.-yciing 34,590
Ce-etery/Forestry 171,419
cans d Rec. Admin. 49,648
Parks 382,365
;I Recreation S1c,632
Senior Center 61,438
Library 639,751
croa?tand Telecomm. 2,883
Ere .y Conservation 37,700
080 Maintenance 37,164
10,034,342
.,� Adjustment to
Personal Servs. (69,457)
.. I 9.964,585
Sudsidies: Refuse Collection
Airport
,.� Expanded Service Levels
General Government Revenue (Table 2)
I Revenue Shortage
I
i
'I
,
I
4,800
6,000
400
82,436
8,250
I.
5,850
133,600
250,000
7,500
8,250
133,600
1,005,381
341,981
425,000
3,000
1,190,878
3,000
3,000
7,000
150
95,200
18,000 58,915
154,100 18,000 865,815
u
200,000
470
9,400
200.000 9,870
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2,000
13,000
2,500
500
12,500
4,750
300
3,500
2,000
500
1,600
7,150
3,850
4,300
3,500
2,200
20,000
84,150
203,199 203,199 50,711
-0- 83,268
71000 133,601
-0- 117.812
-0- 142,569
350,000 367,800 333,064
2,500 96,231
23,000 23,000 38,821
6,900 270,862
20,750 175,179
10,600 1,527,250
250,300 878,670
19,250
82,436
I.
1
133,600
81,570
378,381
1,005,381
341,981
--'�
1,187,378
1,190,878
-0-
221,070
225,670
243,879
3,000
31,590
14,300
157,119
-0-
49,648
4,320
378,045
12,420
121,320
394,312
3,500
77,938
79,115
560,636
20,000
4,083
,
-0-
37,700
-0-
37,164
2,375,448
3,707,?63
6,326,959'
69,457)
6,257,502
a
175,606
87,512
m
210,231
6,730,851
5,783,062
97,779
1
s
TABLE 2
I!
GENERAL GOVERNMENT REVENUE
I
NOTE: May be used for any general government expense.
jii
$ {
r
PROPERTY TAX:
General Fund Levy (8.10 max.)
4,765,040
Monies & Credits
28,416
Military Credit
13,715
Agricultural Land & Bldgs.
5,783
4,812,954
..
LICENSES & PERMITS:
Bike
4,000
-
Taxi
800
Cigarette
13,500
�-1
Beer & Liquor
53,500
Trailer
200
I'
Dance Hall
2,500
11500
-
76,000
C BD -Peddlers
FINES & FORFEITURES:
Magistrate Court
62,500
132,500
195,000
$5 Parking Tickets
JREVENUE:
INTERGOVERNMENTAL
Municipal Assistance
294,580
Liquor Profits
274,528
60,000
629,108
Bank Franchise
^
-:'
INTEREST INCOME:
70,000 I
n
5,783,062
L
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i
- - ---
.. -- ----
_.ww
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CEDAR RAPIDS • DES MOINES
TABLE 3
PROPOSED ALLOCATION OF GENERAL
REVENUE
SHARING AND ROAD USE TAX
FY81 BUDGET
GENERAL REVENUE SHARING
Aid to Agencies:*
City Council Budget
203,199
Recreation
12,420 215,619
Transit
378,381
BUDGETED G.R.S. RECEIPT
594,000
ROAD USE TAX
Streets
1,187,378
Traffic Engineering
221,070
BUDGETED R.U.T. RECEIPT
1,408,448
kti
*These amounts represent a 7% increase over the FY80 budgeted amounts.
iL
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TABLE '4
CITY OF IOWA CITY
i
r
i
i I +
i
t
�i
i
3 as
R 4 2 PROPERTY TAK If1FLAT10f1 1971-1980
4
C P 1
215_
; ' 360 $
. _. _. ..
210 _
1976-77
1977.18
205
350
121.3
_
]40
30
161.2
2 W
,�
330
2
125 rd r ;, �"r.� r"
�
.
21,682
1
21,682
190
320
CPI - -----, .
185
+?y
sY310
-'
Il5
170
-
°s 300
s
250.27
(11.54)
110. _-.�..�...+.�,:��3R2��•,;,;..+i
175
y y a 290
315.75
(11.47)
�y
170
c� y' 280
_.
CITY TAXES CONSTANT f ---•-•-
165.
.rR a r' ,4 270
is
100
160
,`y'S
; h4s.ns'{'j. / 260
iT'rry�'y Ya
L
765.99
(]5.32)
�,,�
x 250
729.70
(33.65)
779.72
(30.74)
X50.'>�
�> 2�0
�w>
842.34
(30.49)
702.00
145 ,ISL,,£ 1 iY'� 'as�1
}E(�OlTf�C71
It' C, i�
S tit
Fiscal Year
1.
Consun:r Price
p Index
C
Assessed Ye lase
BaMw Home
City Taxes
9 { Paid (Levy)
t1
City Taxes Paid
P In Constant f
Tau] Taxes
4 P414 (Levy)
f
tiToul Taxes Paid
1971-72'
1972-73
1973.74
220
1975-76
1976-77
1977.18
35
210
121.3
125.3
133.1
30
161.2
170.5
181.5
2
125 rd r ;, �"r.� r"
�
.
21,682
21,682
21,682
_ 120 :►' g /C/ ``;'161y6s3 �>` k;a
NYF` �6.�`�s2"�')y
3.fx .11'�dx �% Gs:,u�.� xirZ ,rr , 180
�agrscC+yrs. N.
CPI - -----, .
27,620
27,620
-'
Il5
170
-
4�
250.27
(11.54)
110. _-.�..�...+.�,:��3R2��•,;,;..+i
�,)r YYs 160
CITY TAXES ._._._.
315.75
(11.47)
�y
l05
;; ISO
140
_.
CITY TAXES CONSTANT f ---•-•-
155.25
162.90
100
170.82
.-
L
765.99
(]5.32)
796.84
(36.75)
789.68
(36.42)
729.70
(33.65)
S tit
Fiscal Year
1.
Consun:r Price
p Index
C
Assessed Ye lase
BaMw Home
City Taxes
9 { Paid (Levy)
t1
City Taxes Paid
P In Constant f
Tau] Taxes
4 P414 (Levy)
f
tiToul Taxes Paid
1971-72'
1972-73
1973.74
1914-75
1975-76
1976-77
1977.18
1978.79
1979.80
121.3
125.3
133.1
147.7
161.2
170.5
181.5
195.3
216.5 IP
21,738
21,682
21,682
21,682
25,364
27,620
27.620
27,620
27,620
217.23
(9.99)
220.05
(10.14)
222.88
(10.27)
248.91
(11.48)
250.27
(11.54)
277.75
(10.95)
306.49
(11.09)
333.61
(12.07)
315.75
(11.47)
179.08
175.62
167.45
168.52
155.25
162.90
168.86
170.82
145.64
851.53
765.99
(]5.32)
796.84
(36.75)
789.68
(36.42)
729.70
(33.65)
779.72
(30.74)
860.13
(31.14)
888.69
(32.17)
842.34
(30.49)
702.00
611.00
599.00
535.00
453.00
457.00
474,00
455.00
389.00
( In Constant f
eleven ngntn average ether Nen Melva
Constant dollars refers to Prlceft0et cifln9es frw 4 designated data - 1947.100. M Increase of 21.11 If known
as 121.3. Inflation can tnaefore be tun 6y taking the 4iff4r4nce between the actual taxes Paid and that le"
6 r ancunt In 1911 constant dollen.
1 y
i
i
CPI Increased 78%
Assessed value increased 272
Tex f Increased 452
levy Increased 14%
Tax f decreased 1%
Levy decreased 22%
t
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OFFICE OF
CITY ASSESSOR
VICTOR J. BELGER
IOWA CITY, IOWA
January 9, 1980
To Whom It May Concerns
The Iowa City Conference Board will meet at 4130 P.M.
on Monday, Jan. 14, 1980, at the Iowa City Civic Center.
The purpose of the meeting is to discuss the Iowa City
Assessor's proposed budget for 1980-81.
Agendas
1. Call meeting to order.
2. Have Assessor present budget.
3. Have taxing bodies act on proposed budget.
4. Set date for public hearing on -City Assessor's
budget.
5. Appoint member to Iowa City Examining Board.
6. Appoint member to Iowa City Board of Review.
7. Transfer balance in the special appraisal fund
to the city assessment expense fund.
8. Adjorn.
Victor J. Bolger
Secretary - Conference Board
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January 7, 1980
i
i
! Mr. Randall P. Bezanson, Vice -President
The University of Iowa
101 Jessup Hall
Iowa City, Iowa 52242
Dear Randy;
For several years, there has been discussion of a coordinated or merged
transit system in Iowa City. Some study has been accomplished by the
Johnson County Regional Planning Commission. In addition, a proposal for
I a centralized bus maintenance facility was reviewed by a City consultant
several years ago.
Because of SMSA designation and other considerations, the issue of
coordinated or merged transit services again is being raised. In the near
future, the City will need to make a decision concerning an expanded bus
storage and maintenance facility. This decision has many implications for
transit service.
I do not believe that we need another study. Instead, I suggest that Iowa
City representatives together with you and other persons you deem
{ appropriate and the Mayor and Transit Director of Coralville meet to
discuss a variety of alternativesufor coordination or merging of these
services. Through this process we ihould;be able to reach consensus as to
viable alternatives without a great deal+of delay and/or confusion.
Your cooperation and interest in this matter will be greatly appreciated.
In the next several days Lorraine Saeger will contact you concerning a
possible meeting date and place.
Sincerely yours,
Neal G. Berlin
City Manager
cc: City Council
Hugh Mose
Richard Plastino
` Barry Hokanson
li bc4/5
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A13
CEDAR RAN OS • DES MOINES
January 7, 1980
Mr. Michael Kattchee, Mayor
City of Coralville
P.O. Box 5127
Coralville, Iowa 52241
Dear Mayor Kattchee:
ged
For several years, there has been discussihas been coordinated
accomplished bythe
transit system in Iowa City. Some study In addition, a proposal osal for
ity
Johnson County Regional Planning Commission. consultant
a centralized bus maintenance facility was reviewed by a C
several years ago. the issue of
Because of SMSA designation and other considerations,
rals
coordinated or merged need t make ae decgiSionain sconcerning an expandedbus
future, the City This decision has many implications for
storage and maintenance facility•
transit service. est that Iowa
I do not believe that we need another study. Instead, I Sugg
together
Vice-presidentaforeFinanFiCitnance AdministratioDirector
n of the University, and the
persons he deems appropriate, meet to discuss a variety of
with other p of these services. Through this
alternatives for coordination or merging
process we should be able toareach cons
nd/or confusionensus as to viable alternatives
without a great deal of delay
tter will be greatly appreciated.
Your cooperation and interest in this maconcerning a
In the next several days Lorraine Saeger will contact you ccon
possible meeting date and place.
Sincerely yours,
Neal G. Berlin
City Manager
cc: City Council
Hugh Mose
Richard Plastino
Barry Hokanson
bc4/5
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CEDAR RAPIDS • DES MOINES
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City of Iowa Cli,
MEMORANDUM -
Date: January 11, 1980
To: City Council
From: Terry Steinbach
I
Re: Frank Vogel
This memorandum is in response to a request from the City Manager in order
that the series of events leading to the filing of charges against Mr.
Frank Vogel may be clarified. I shall limit this chronological view of
the housing file to the period May 20, 1977 through the present.
May 2` 0 1977 - A letter was written to Mr. Frank Vogel by' then Senior
Housing' Inspector Bruce Burke stating .that "this office has repeatedly
requested that we be permitted to inspect the four apartments at" 319'
South Gilbert in accordance with Chapter 413.123 of the State Code of
Iowa. In this correspondence from Mr. Burke he states that no further
permits will be issued for the above listed property unless a thorough
inspection of the premises is permitted.
June 6, 1977 - A letter from Mr. Robert F. Vogel dated June 3 was received
by the Housing Division this date. In this correspondence Mr. Vogel
states that at no time was the City refused permission to inspect the
apartments at 319' South Gilbert Street. Mr. Vogel contends in this
correspondence that it will be necessary for the Housing Ins
apartments. pectors to get
permission from the individual tenants before being admitted to their
May A form letter was sent to Mr. & Mrs. Frank Vogel informing
themthem th�hey are operating without a valid rental permit and a request
is made that they make application for such a permit. This
Piece of
certified mail was received by them on May 16, 1979.
10;1979 - Telephone call to Mr. Vogel from housing inspector Malone
requesting that application be made for housing permit.
June 6, 1979 - Permit application received and processed bY Finance
Department. Permit application indicates that the classification of this
property is a four multiple. The "request for licensing inspect oof this
which had been mailed to Mr. Vogel was returned with this applicaticard
on,
without any information concerning a time that an inspection could be
conducted.
July— 1 1979 - The property file concerning 319 South Gilbert was
to Inspector Vezina in order that he may make arrangements to conduct an
annual inspection. given
July ? 1979 - An unsuccessful attempt to contact Mr.
made by Inspector Vezina. Robert Vogel was
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
Sao
a
s
k
City of Iowa Cli,
MEMORANDUM -
Date: January 11, 1980
To: City Council
From: Terry Steinbach
I
Re: Frank Vogel
This memorandum is in response to a request from the City Manager in order
that the series of events leading to the filing of charges against Mr.
Frank Vogel may be clarified. I shall limit this chronological view of
the housing file to the period May 20, 1977 through the present.
May 2` 0 1977 - A letter was written to Mr. Frank Vogel by' then Senior
Housing' Inspector Bruce Burke stating .that "this office has repeatedly
requested that we be permitted to inspect the four apartments at" 319'
South Gilbert in accordance with Chapter 413.123 of the State Code of
Iowa. In this correspondence from Mr. Burke he states that no further
permits will be issued for the above listed property unless a thorough
inspection of the premises is permitted.
June 6, 1977 - A letter from Mr. Robert F. Vogel dated June 3 was received
by the Housing Division this date. In this correspondence Mr. Vogel
states that at no time was the City refused permission to inspect the
apartments at 319' South Gilbert Street. Mr. Vogel contends in this
correspondence that it will be necessary for the Housing Ins
apartments. pectors to get
permission from the individual tenants before being admitted to their
May A form letter was sent to Mr. & Mrs. Frank Vogel informing
themthem th�hey are operating without a valid rental permit and a request
is made that they make application for such a permit. This
Piece of
certified mail was received by them on May 16, 1979.
10;1979 - Telephone call to Mr. Vogel from housing inspector Malone
requesting that application be made for housing permit.
June 6, 1979 - Permit application received and processed bY Finance
Department. Permit application indicates that the classification of this
property is a four multiple. The "request for licensing inspect oof this
which had been mailed to Mr. Vogel was returned with this applicaticard
on,
without any information concerning a time that an inspection could be
conducted.
July— 1 1979 - The property file concerning 319 South Gilbert was
to Inspector Vezina in order that he may make arrangements to conduct an
annual inspection. given
July ? 1979 - An unsuccessful attempt to contact Mr.
made by Inspector Vezina. Robert Vogel was
MICROFILMED BY
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Sao
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'_1\ 2
July 11, 197" • A letter from Inspector Vezina to Mr. & Mrs. Frank Vogel
was sent confi•ming that application for rental permit had been made and
further stating the need "to set up a time for the annual inspection".
Again, a request for licensing inspection card was included in the
correspondence.
Se tember 5 1979 - A letter from the Senior Housing Inspector was sent to
Mr. Mrs. Frank Vogel by return receipt mail with the request that "it
will be necessary to conduct an inspection at 319h South Gilbert before we
may issue said permit." A request for inspection card was sent and Mr.
Vogel was further notified that "it is necessary that we have your
cooperation in this endeavor and if such cooperation is not found, I will
have no choice but to refer this case for legal action." This
correspondence was received by Mr. Frank Vogel on September 26, 1979.
November 9, 1979 - Inspectors Vezina and Kuebler went to property to
provide the file with photos of the mailboxes and rough plans of the
structure to aid in making determination regarding use of this property.
November 29, 1979 - Inspectors Vezina and Malone were directed to again
visit this property to verify usage for court actions and were allowed by
the tenant to inspect apartment H1. It was noted during this visit that
this apartment contained no fire extinguisher or smoke detector. A
possible furnace violation was also found by the inspectors since it
appears that the air necessary to fuel the combustion of the furnace in
this unit was being taken from the sleeping area.
December 282
1979 - Charges were filed against Mr. Vogel for operating a
multiple dwelling without a rental permit.
Found in the January 10, 1980 article located in the Press -Citizen
concerning this case, is a statement by Mr. Robert Vogel concerning an
inspector having visited the property after a fire last spring. To this
date, the particular inspector to whom Mr. Vogel refers has not been
determined, however, this person was certainly not a housing inspector.
Housing Code enforcement may only be achieved with the cooperation of the
tenants and landlords of Iowa City, therefore, since there has been very
little cooperation on the part of Mr. Vogel, it was necessary to take
further actions to insure code compliance. The Housing Division wishes
not to initiate a public battle with Mr. Vogel, however, it is felt that
all reasonable attempts have been made by the City to gain his
cooperation.
NOTE: This property continues to be operated without a valid rental
permit and there has not been an inspection of this property since
November 27, 1970.
bj5/1-2
MICROFILMED BY
JORM MICR+LA6
CEDAR RAPIDS • DES MOINES
'City of Iowa Citi
MEMORANDUM
Date: January 21, 1980
To: City Council
�I
From: Richard J. Plastino, Director of Public Works
Re: Money for the Transit System (and the strings attached)
The State of Iowa hands out approximately $2 million in State transit
aid each year. The State also handles federal money for transit
systems.
: In order to get this money, each transit system must prepare a report
on how it's doing, where .it's going, its financial condition, etc.
etc. This year the State has wisely rolled this report, State aid
and the Federal aid application into one big package which will be
submitted by Iowa City to the State.
Our next report is due March 1, 1980. This will be a report and
4 application for money for FY81. An outline of the report is shown
below. Council's involvement is noted.
Section 1 - Introduction Public Works
Section 2 - Existing Conditions Public Works
Section 3 - Transit Agency Composition Public Works
Section 4 - Future Direction Council
Section 5 - Assessment of Transit System
Needs, Present and Future Council
Section 6 - Objectives & Action Plans Council
Section 7 - 5 Year Program Council
Section 8 - Special Study Public Works
Section 9 - Grant Application for State & public Works &
Federal Money Council
i
y The Public Works Department will do the paperwork for Council but Council
e will have to pick between alternatives and let us know what you want in
the report. In broad terms, you will answer the following questions:
Section 4 - Future Directions: Council must answer the question "What do
an
we wt the transit system to be like in 1985?" This is not just a simple
k question of number of buses, new transit facility, etc. Each Councilor is
going to have to do some philosophical thinking about the role of
transportation in our society and how it affects people, energy sources,
etc. etc.
,
_ 1
Section 5 - Assessment of Transit System Needs: The report will review
the existing transit system and pinpoint any deficiencies. The report
f will look at organization, service from the system and performance. We
Ij
,
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
2 n
are trying to find the weak spots in the system so we can correct them.
The report will then list the things that need to be improved and tell how
they will be improved.
Section 6 - Db'ectives & Action Plans: This portion of the report is
t much the same as Management by Objectives in the City budget. The report
will formulate specific objectives and an action plan for FY81. We are
going to say what we want to do and how we are going to do it and when we
are going to do it. The Iowa Department of Transportation will consider
these objectives to be a contractual a reement between Iowa City and the
s Iowa Department of Transportation; This means that these goals are going
to have to be achievable and not just dreamland.
Section 7 - Five Year Pro ram: The report will need to submit a five year
budget plan for the system.
Section 9 -
_ Grant A application licatiOns: As mentioned earlier, the grant
for State and Federal money is also rolled into the report.
As usual, we wi11 be asking for all we think we can get and more.
8 I
C The December memo on Transit said that Iowa City "stands at a junction in
the road relative to transportation". More specifically, the Council
stands at the junction of the road.
For the last several years, the Iowa City Transit system has been at the
cutting edge of transit innovation and increases in transit service. It
appears that the rest of the United States is now following suit, as the
price of gas and oil continues upward.
At tthe United States sees the handwriting on thehwall,, Public Workstime whenh is rest of
having
difficulty defining where this present Council wants to go in
transportation. The days of having a choice between transit faciliti
and highway facilities appear to be over. es
You must decide whether you are
going to place your money in transit or in the auto. In my mind, the
evidencfor e is conclusive that Iowa City should dramatically downplay future
into transit. Over heilities next thirtyshould to sixty days concentrate
each olmost all f you shouldndive
this subject much thought. g
This is going to be a difficult report to put together. The report will be
extremely voluminous and time consumin
g. done by the Johnson County Regional PlanningsCommisst of ion butlthe k wil tslofe
the report will come from you. I think it's important that you recognize
that this Council will set the tone for transit for many years to come.
Now that the rest of the country is getting on the transit bandwagon, it
appears there will be huge amounts of federal money pumped into transit in
t
MICROFILMED BY
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^• 3 �I
the coming years. The instructions for preparing this report make it very
i
clear that funding will be tied very directly to increases in transit
service. This is worrisome, since the Iowa City system already has a good
system and increases in service are difficult and expensive. Be that as
t
it may, any retrenchment of transit service at this time better be well-
thought out before it's done. The loss of future funding by diminishing
transit service could be enormous.
I would suggest that you read Section 2 of the December 7, 1979 report on
the Iowa City transit system. In particular, Section 2C, Evaluation of
Transit, should prove helpful in giving us direction in the report.
The recommendation from Public Works is clear. We should pursue an
extremely aggressive transit policy with minimal consideration toward
- . -
construction of new highway facilities. You have already received a
Public Works recommendation on a five year plan for improvement in transit
service. In considering all of the elements related to transportation, I
would suggest you think not of the present time, nor even a year in the
future. Look at the big picture over the next five to ten years. What
will. happen to gas prices? What will happen to car prices? What will
happen to the cost of owning a vehicle? How much income will each
household have for travel? What happens to low income people who need to
travel for work. What happens to the elderly? Each of you can add
-
additional questions.
We will be listening to you in various meetings as the report progresses.
It is due March 1, 1980.
cc: Barry Hokanson
Hugh Mose
Jim Brachtel
bc4/2
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1
City of @own cv` if
MEMORANDUM
Date: January 10, 1980
To: City Council r
From: Dick Plastino 1
Re: Street Lights atT66lue and I-80 Interchange
For the last several months the State Department of Transportation
has been working to fix the street light system at Interstate 80 and
Dubuque.
The system is now operational but several lights are still out. The
lights that have not been turned on are deliberately being deleted
from the system. These lights can be identified by a strip of tape
around the pole approximately four to five feet above the base.
As part of its energy conservation program many lights on the State
system are being deleted. Sometime in the next several months, the
system will be changed to high pressure sodium lights and these poles
will be removed.,
tp/4/11
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CEDAR RAPIDS • DES MOINES
0
0
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I
I .
City of @own cv` if
MEMORANDUM
Date: January 10, 1980
To: City Council r
From: Dick Plastino 1
Re: Street Lights atT66lue and I-80 Interchange
For the last several months the State Department of Transportation
has been working to fix the street light system at Interstate 80 and
Dubuque.
The system is now operational but several lights are still out. The
lights that have not been turned on are deliberately being deleted
from the system. These lights can be identified by a strip of tape
around the pole approximately four to five feet above the base.
As part of its energy conservation program many lights on the State
system are being deleted. Sometime in the next several months, the
system will be changed to high pressure sodium lights and these poles
will be removed.,
tp/4/11
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CEDAR RAPIDS • DES MOINES
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City of Iowa Cin
MEMORANDUM
Date: January 8, 1980
To: City Council
From: Richard Plastino, Director of Public Works
Re: Benton Street Bridge Lights
The electrical cable for the Benton Street Bridge lights is encased
in the old concrete sidewalk on the north side of the bridge. The
electrical cable has several breaks in it.
To repair this sytem, new conduit will be attached to the outside of
the bridge and new services will be run to all of the lights. New
luminaires will also have to be purchased to make the system
workable. Traffic Engineering has programmed this work for early
spring.
Council had expressed some interest in the problem on this bridge and
the proposed repair schedule.
bcl/12
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
F
i
city of Iowa
i D
T:.
Date: January 10, 1980
To: Neal Berlin and City CouncilI
From: Eugene Dietz, City Engineer """CCCCYYYY� J
Re: Camp Cardinal Road
At the first meeting regarding Lha Capital improvements Project
budget, a request was made to provide cost information for an
alternate to replacing the Camp Cardinal Road Bridge. We have made a
preliminary cost estimate for this purpose which would provide the
following facts:
1. Rebuild 2,500 feet of the vacated roadway;
2. Assume that 3.5 acres of right-of-way would be acquired;
3. Provide a 30 foot wide gravel road;
4. Replace an abandoned bridge with a 78 inch diameter culvert; and
5, with a total cost of approximately $422,000.
The estimate of $422,000 assume construction in FY84. The comparable
estimate for the bridge replacement is $216,000.
tp4/1
MICROF7LMEJORM CEDARRAPID
City of Iowa City
Fr-- MEMORANDUM
Date: January 9, 1980
To: Honorable Mayor and City Councilmembers
From: Roger Scholten, Assistant City Attorney
Re: City v. Braverman Development Company 1�,
In
75
e Cit
uired
n esemet
Braverman t in the Pepperw oda Addaitionn toaconstructparsanitary sewDaid
ervto
service property owned by Frantz Construction Company. Prior to that time
the City Council had approved a resolution assessing the costs of the
sewer project against Braverman or his successor in title, payable when
the sewer was tapped into.
In 1975 the City also entered into an agreement with Frantz Construction
Company. It provided that the City would build a sanitary sewer, but that
Frantz would initially pay the construction costs. The City agreed to
attempt to collect the tap -on fee from Braverman when the sewer was tapped
into, and to reimburse Frantz from the funds received.
The sewer project was built in 1975 at a cost of $13,276.15. Frantz
Construction paid for the entire project. In February 1978, Braverman
Development Company tapped into this sewer, utilizing approximately 75
percent of the sewer project in developing the subdivision.
Despite City demands for payment of the fee, Braverman Development
challenged the City's authority to assess the tap -on fees and refused to
pay. On June 9, 1978, the City commenced an action to collect the fee.
Trial was held on October 23, 1979. Judge Horan upheld the City's
authority to assess the fee and ruled that the City was entitled to
collect for the portion of the sewer utilized by the Braverman
development.
Braverman Development Company did not appeal the decision, and recently
tendered $9,784.52 to the City in satisfaction of the judgment. Pursuant
to the 1975 agreement, the City is obligated to reimburse the $9,784.52 to
Frantz Construction Company. Unless I am directed otherwise, I will
release the funds. I will gladly answer any questions you may have
regarding this matter. Thank you.
bdw112
MICROFILMED BY
JORM MICR+LAO
CEDAR RAPIDS • DES MOINES
� a5
I
ROGER W. J[MUN
IOWA
RULIVED JAH 71990
�IfnifeD ,�ifafe� ,$iercafe
WABHINOTCN, D.C. 20510
December 21, 1979
Mayor Robert A. Vevera
City of Iowa City
Civic Center
410 E. Washington Street
Iowa City, Iowa 52240
Dear Mayor Vevera:
Thank you for your letter asking that I respond further to the
copy of your letter to the Interstate Commerce Commission.
I have done as much as I can to help to resolve the railroad
situation in Iowa. In particular I sponsored a provision recently
which calls for the Interstate Commerce Commission's railroad
restructuring to be speeded up to 180 days. Normal procedure
takes a minimum of 405 days. I felt that both the Milwaukee
Road and Rock Island Railroads were too important to the economies
of Iowa and the Midwest to be tied up in red tape for over a year.
My staff and I continue to monitor the railroad problem in Iowa
constantly. I have met with, and will continue to meet with,
presidents of all the major railroads; with I.C.C. people; and
with staffers at the Iowa Department of Transportation. I am
attempting to work with the I.C.C. to find solutions to the
abandonment problems in our state. In addition, I have worked
hard to alleviate the hopper car turn around problem. In fact,
in February, I will be going down to Houston with twenty to
thirty major agricultural and industrial leaders to further
attempt to work out the turn around problems.
I assure you that I will continue to work to solve the transpor-
tation problems in Iowa, and in particular, the railroad trans-
portation problems. If I can do an t for you specifically
in this area, please let me know
RWJ:sks
ly
I.O. ISonator
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
en
i
iohnson county
'=• regional planning commission
•' J7 span OJ.*-�q:e shee ewo rd•/, ov.o 522a0 (3:91351.8555
Janur.r.y 9, 1980
MI -:M1.)
TO: Transportation Committee
PIROM: Larry Hokanson
h15: Fmployment of Transportation Planner
Ipgr}' 1. 1•f: U�'�:..i: n•q.
As I believe most of you are aware, the Commission has employed a replacement
for Keith Friese who nerved back to his home state of Michigan a few months ago.
John Lundell of Parkersburg, west Virginia, has been selected from a field of
12 candidates to be the new Transportation Planner.
John's work experience in west Virginia is similar to the kinds of tasks in
our transportation program. His activities have included technical assistance
to multiple transit operations, grant assistance under UI -ITA Section 5,
technical studies grants under UMTA Section 9, coordination of specialized
(elderly and handicapped) transportation services, plus involvement with
areawide transportation studies, computer modeling, and highway corridor
analysis.
John is familiar with our local scene as well; he is a graduate (1978) of the
University of Iowa: t'41 with a Transportation Certificate from the Gradnate
Program in Urban Transportation. He also worked for the Iowa City Transit
System during the summer of 1978 as an assistant on the Section 3/18 grant
application.
Wn plan on John to begin wort: on February 1. Our first task will be to
establish work program priorities. A cormittee meeting will be scheduled to
involve all ir,terested person'; in that process.
I.
MICROFILMED BY
Y JORM MICR+LAB,'
t i
y CEDAR RAPIDS • DES MOINES,
Ii
I
i
iohnson county
'=• regional planning commission
•' J7 span OJ.*-�q:e shee ewo rd•/, ov.o 522a0 (3:91351.8555
Janur.r.y 9, 1980
MI -:M1.)
TO: Transportation Committee
PIROM: Larry Hokanson
h15: Fmployment of Transportation Planner
Ipgr}' 1. 1•f: U�'�:..i: n•q.
As I believe most of you are aware, the Commission has employed a replacement
for Keith Friese who nerved back to his home state of Michigan a few months ago.
John Lundell of Parkersburg, west Virginia, has been selected from a field of
12 candidates to be the new Transportation Planner.
John's work experience in west Virginia is similar to the kinds of tasks in
our transportation program. His activities have included technical assistance
to multiple transit operations, grant assistance under UI -ITA Section 5,
technical studies grants under UMTA Section 9, coordination of specialized
(elderly and handicapped) transportation services, plus involvement with
areawide transportation studies, computer modeling, and highway corridor
analysis.
John is familiar with our local scene as well; he is a graduate (1978) of the
University of Iowa: t'41 with a Transportation Certificate from the Gradnate
Program in Urban Transportation. He also worked for the Iowa City Transit
System during the summer of 1978 as an assistant on the Section 3/18 grant
application.
Wn plan on John to begin wort: on February 1. Our first task will be to
establish work program priorities. A cormittee meeting will be scheduled to
involve all ir,terested person'; in that process.
I.
MICROFILMED BY
Y JORM MICR+LAB,'
t i
y CEDAR RAPIDS • DES MOINES,
n
Pr-7uCIVED JAM S 11HO
`.International Brotherhood oa Clectrical q0orhere
LOCAL UNION NO. 409
1211 WILY BLVD, S. W.
CEDAR RAPIDS. IOWA 02404
-to-
14r. Berlin
City Manager
City of Iowa City
Mr. Berlin:
January 7, 1980
I've ,just received a copy of the memorandum dated December 18,
11)'/9. Since 1 rose the question of the Proctor & Gambel situation,
I thought that I would be copied in on any correspondence, but this
doesn't seem to be the case.
In reply to the memorandum that Mr. Siders and Mr. Turner sent
to the Mayor and members of the City Councel, I would like to point
out a few misleading statements that might lead a person without an
electrical background a stray:
I. The conduits that Proctor & Gambel employees are runninY,,
Cor the branch circuirty is 2 (two) 3 inch conduits not
a 2 (two) inch conduit.
2. Control volta;re wiring is 4130 volts. Classified as
hLgh voltage by any insurance company in America.
3. They're not in corporating a #8 wire, they're in—
corporating several #8 wires to feed motors.
4. The City Ordinance mention nothing of dead circuits.
5. With all due respect -to Mr. Turner who does a large
amount of control wiring,, he also does quite alot of
plumbers work which involves piping, he either hasn't
seen the machine or doesn't know the difference be—
tween 2 inch and 3 inch pipe.
6. If we do not call this wiring the electrical source
for the machine, I don't know what you would call it,
without the source beinir put to the machine it's
i
nothing but a bunch of metal seating there.
I
7. Gentlemen:
I have 26 years experience at the electrical trade, it is
F JANE' 1980 D
ABBIE STOLFUS
CITY. CLM
MICROFILMED BY
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CEDAR RAPIDS • DES MOINES
f
Pape 2
Of 'fly opinion that this memorandum of December 12, 1979 is one
biI' snow job. if the larj�e industrial plants are above the ordi—
nnnca of lows City, l ';Umest that we print this on the front page
W' the amendment- to the National Electrical Code and let that be
Lila I..
cc: City Councel Members
Mayor of Iowa City
Mike Cain
Stan Barta
MICROFILMED BY
JORM MICR+LAB
CEDAR RAPIDS • DES MOINES .
Sincerely,
I ,
i
J.1-4. Powrie
m
i
I
�
r
n
City Of IOWA Cit^,
ME�®WANDUM
Date: December 18, 1979
To: Honorable Mayor and Members of the City Council
From: Glenn Siders, Senior Building Inspector
i
Re: Electrical Wiring Complaint at Procter & Gamble
This memorandum is to provide the Councilmembers with a written report of
some alleged illegal electrical work occurring at the Procter & Gamble
plant here in Iowa City. As I am sure you are all aware, P&G is
experiencing some major alterations to their existing plant and incorpor-
ated with these alterations are certain new manufacturing lines and areas
.for storage.
The Division of Building Insepction has received a complaint that
employees of Procter & Gamble are doing some electrical work which should
be performed by'a licensed electrician. As a follow up to this complaint
Paul Bowers, the Iowa City Electrical Inspector, made an on-the-job
inspection with a union representative on December 3, 1979 who showed Paul
some of the work that was being done and in his opinion felt that needed
licensed trades people to do. On Wednesday, December 5, 1979 Paul Bowers
again made an inspection at the Procter & Gamble plant and this time was
accompanied by myself, Norm Kline a project engineer, and Walter Shelton,
a licensed Iowa City journeyman electrician employed by Procter & Gamble.
During this December 5 inspection a complete survey was made of all work
being done in the plant. It was explained to us what work was being done
by the Procter & Gamble employees and what work was being done by the
licensed electricians that are on the job and have valid electrical
permits. Following the December 5 inspection it was both my
interpretation and the interpretation of the electrical inspector that no
violations were occurring concerning the Iowa City Electrical Code.
After that December 5 inspection some concerns were still generated on the
validity of our interpretation. These concerns were relayed mostly to
Ferrell Turner who is the Chairman of the Iowa City Electrical Board of
Appeals. Ferrell brought these concerns to my attention and on Tuesday,
December 1E another on-the-job inspection was made by Mr. Turner, myself,
Mr. Kline and Mr. Shelton. Findings of that inspection are as follows:
1. Licensed electricians are running fender cables to the motor control
center (MCC). From the MCC, Procter & G,Imble then runs a branch
circuit to the machinery itself. Involved in that circuitry is two
inch conduit filled with N14 wire that is used only as control
voltage wiring. It was explained to us that on very few occasions
P&G will sometimes incorporate a 98 wire, which is a little heavier,
for use of wiring some of the larger motors for the machines.
Currently there are two production lines being installed which are 70
feet in length or greater and which are only being provided with the
N14 control voltage wire. It was brought to our attention by the
Procter & Gamble representative that 15% of any wiring dune on these
MICROFILMED BY
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II CEDAR RAPIDS • DES MOINES
2
machines are dune on a dead circuit. It was also pointed out that
100% Of the work done by the PRG employees could be clone on a dcad
c i r•cui t.
It was Mr. Turner's opinion that there still existed no violation of the
Iowa City Electrical Ordinance. It was brought to light that Mr. Turner,
who does a large amount of control wiring himself, felt thatthe wiring
being done was simply the wiring needed to allow the machinery to function
and not wiring done to provide an electrical source to the machinery. The
type of wiring that is being done is not technically called electronics
work. However, being very similar it seems to fall within that
definition. It is still the Building Division's interpretation and the
interpretation of Mr. Turner, the Chairman of the Electrical Board, that
no violation exists and hopefully this memorandum will document that
opinion and terminate any concern that may be still held by any
individual. If any Councilperson wishes to receive any further
documentation or report, I would be more than happy to accommodate their
request.
Glenn Siders Ferrell Turner, Chairman
Senior Building Inspector Iowa City Electrical Board of Appcals
bj/sp
cc: Norm Kline
MICROFILMED BY
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1
i
1
-7 -
Either a licensed master or a journeyman electrician shall be on the job at
all times while electrical work is in progress.
The pn,visionn of this neetiun shall riot apply to:
1. The electrical work of a public utility company, telephone or telegraph
companies, nor the persons performing electrical work for such companies, where such
electrical work is an integral part of the plant used by such public utility company
ur telephone or telegraph company in rendering its duly authorized service to the
public.
2. A regular employee of any railroad who does electrical work only as a
part of that employment.
3. The service or maintenance of warm air heating equipment by any person who
is licensed as a warm air heating contractor, provided that such service or main-
tenance shall only include electrical work on electrical equipment that is part of
such warm air heating equipment. Such work shall include the connection of such
warm air heating equipment to an existing individual branch circuit.
9.20.26. issuance to Individuals Only; Cessation of Membership in Firm.
Whenever a Master Electrician's license is issued, it shall be in the name of
the person who has qualified for same. No license shall be issued in the name of a
firm or corporation.
In the event of a firm's or corporation's licensed members ceases to he a member
of the firm or corporation, then such firm or corporation shall not be permitted to
do any further electrical work, except that work under previously issued permits may,
at the discretion of the electrical inspector, be continued and finished. A Master
Electrician who terminates his/her association with a firm or corporation shall notify
the chief electrical inspector of such termination.
9.20.27. Master Electrician's Insurance.
Each Master Electrician or the firm or corporation employing a Master Electrician
doing electrical work under this ordinance shall furnish with the City "Electrical.
Inspector" a copy of insurance stating the liability and completed product:; in the
amount of $100,000 and $300,000. The City of Iowa City, Iowa, shall hr: notifier!
thirty (30) days in advance of the termination of the policy by the insured or insurer
9.20.28. Journeyman License.
Before a person can apply for a Journeyman's license, he/she must have a minimum
of one year experience as an apprentice under a Master Electrician, in the general
building area.
9.20.7.9. Maintenance Electrician's Certificate --Required.
A maintenance electrician's. certificate shall be required of any person who is
a regular employee of a manufacturing or industrial establishment, who does electrical
work for that establishment only, and who maintains and keeps in a state of repair
the existing electrical equipment within a building, or group of buildings. A main-
tenance electrician's certificate shall be issued to any person who shall satisfactorily
pass the examination given by the board. Any person holding a maintenance, electrician'^,
certificate issued by the. City prior to passage of this Code shall be relnsued renewal:;
of their cortificatea without taking the examination hereinafter pruvidod.
The installation of any new or additional electrical equipment. of any kind by
the holder of a maintenance elertrician'n certificato is hereby prohibited.
Division 5. Permits and Inspections
9.20.30. Permits --Required.
No person shall perform any electrical work nor install. electrical equipment. in
or upon any building.or property without first securing from the electrical inspection
division a permit therefore; nor shall any alteration or change be made in the wiring
of any building, or in any electrical installation therein or thereon, either before
or after inspection, nor shall any electric current be connected to any wires, or
apparatus, without notifying the electrical inspector and securing a permit therefore.
A separate permit shall be obtained for each structure.
5 I CEDAR RAPIDS • DES MOINES I
Budgets, grown mart or less in the dark and Jed wits
ilKcml nutrients, inflation additives, rost.plw vifnmim and
m -n!aI uccrelions, n se from the murky w'alers of public p•
nonce in various forms. They ure regularly identified by
those who present them as lean and sober, generally as
light, sometimes as fnti;al and austere, often as bare -boned.
They me asually seen by others w padded, bloated and
carded with fat.
I,A.G ENE J. MCCARTRY and JAMES J. KILPATRICK, 1rnm
"A Political Bestiary," 1975.
E. J. DIONNE Jr.
ets
cific8borriing, are
sci stinalso g, tWndeceptive,
irmativen tljjed wlheintor-
merlon and always mysterious. And New York State's.
Comptroller, Edward V. Regan, wants to take that last ele-
menl—the mystery—Out of budget making; Mr. Regan, a
Republican with ambitions to be Governor, believes that the
budgets Of local governments should be set up so that every.
iday people can Understand them.
This concept, known in budget makers' Jargon as "pro.
gram budgeting," would Involve identifying the total cost of
major services like- snowplowing or trash collection. This
approach; he says, would be more useful to taxpayers than
the current "obscure, Inexact and archaic" system of listing
i budget expenses line -by-line. That seemingly precise meth.
od, he says, often means that the costs of snowplowing or
zoos are spread through several departments, so no one can
figure out exactly how much Jt costs to plow a street or keep
an orangutan In happy captivity.
Mr. Regan's campaign has highlighted the problems In
trying to write budgets In a language other than gibberish.
In a sense, say those who do the writing, budgets have noth-
Ing to do with allowing people to understand their govern-
ment. Rather, they are tools that governments use to regu.
late thewaytheyspend money. "Budgets, as far as I'm con-
�7 � ga, . C / 9,00
cerned, are wotking documents designed to control the ex.
penditure of funds." said M. Halsted Christ, the Nassau
County Comptroller. "That control device may not be the
most informative device in telling taxpayers where their
money Ls going,"liut that is not their main purpose, he says.
Many other officials agree, but they acknowledge that
the Process, Rs currently practiced, hides a great deal of In-
formatlon.."There are always thhtgs buried In appropria.
tions that don't appear on the surface," said John L. Hardy,
secretary to the State Assembly's Ways and Means Commit-
teeandavete of budget wars."Things like helicopters."
Mr. Ha reference was to a small Item that ap.
peared at the of page 738 in the 1,095 -page Executive
Budget that emor Car4y presented to the Legislature
teat year. The Item, for which $,5,073,852 was reque,ted,
read: "For the acquisition by purchase, exchange or other.
wise of passenger vehicles and aircraft for various State De.
partment, boards, commissions and agencies Including
any costs or charges related thereto." One might be for-
given for not realizing that this Included $1.6 million for a
Jet -powered Sikorsky helicopter for use by the Governor and
other state officials. The Item was promptly cut from the
main budget, but Mr. Carey finally won approval for It sev-
eral months later In the supplemental budget.
Supplemental budget? Here again the mystery of
budget making appears. New York State is not content with
one budget; It has three. There Is the main budget, which in.
cludes most state speeding and Is, by far, the largest; a
deficiency" budget, designed to cover costs unanticipated
elsewhere, and the supplemental budget, which includes a
variety of spending plans, especially for small pet projects
of Individual legislators.
At the local level, things become even more byzantine.
"New York State probably has more local governments per
capita than any state In the nation," said Mr. Regan. He was
referring to the state's 62 counties, including New York
City's five boroughs, 62 cities, 930 towns, 556 villages, 741
school districts, 129 county districts and 6,400 "town special
districts." And a lot of these overlap. Thus, a property tax.
payer ends up paying not one tax to one unit, but a variety of
taxes to different governmental units for different purposes.
There are, finally, budget problems that Inevitably
arise from the political aspects of the governmental process
— maneuvering between legislators and executives, and be.
tween between public employers and public employees.
In collective bargaining, governments don't want the
budget giving away to their union adversaries how much
they expect the final negotiated contracts to cost. So money
for these purposes is "hidden" throughout the budget, with
the sums included under different headings.
And executives often hide money to keep legislators
from spending it. "A budget director who can't finesse 3300
to 35110 million shouldn't be budget director," a top legisla.
live stall member once said. James L. Blggane, secretary to
the State Senate Finance Committee, remembered a meet -
Ing wherea state official, asked about a $100 million subsidy
for the Metropolitan Transit Authority that didn't appear In
the budget, replied: "Don't worry. It's in there."
All these things have.been going on for a long time, but
what Is different nosy Is that, In the wake of New York City's
fiscal crisis, voters are paying some attention to it. "It's
now good politics to meet the fiscal requirements," said
Louis A. Friedrich, the city's deputy budget director. "It's
not cute to beat the system."
Perhaps not, but that still hasn't persuaded New York
City to adopt program budgeting in the strictest sense.
"Lindsay tried to do program budgeting," said Mr. Frie.
drich. "Then we tried zero.based budgeting. Pick any letter
of the alphabet and we've tried to use R."
tag
MICROFILMED BY
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CEDAR RAPIDS - DES MOINES
da v _44 &Yzu,9L C, ispv
`�Oncinnati avoiding
crumbling syndrome
Cincinnati may hold some lessons on how to
avoid the physical deterioration facing such cities
as New York, Cleveland and St. Louis.
It has all the Ingredients that have led to physi-
cal decay In other cities: an eroding tax base, de.
clining population, aging structures and red ink In
Its budget this past decade.
But Cincinnati's water system is sound, its
sewers are excellent and well-maintained, its
bridge problems are coming under control and
there are signs of street Improvements In the last
two years.
A draft study by the Urban Institute on "Cin.
clnnatl's Capital Assets" says this Midwestern
city Is winning Its fight to preserve Its physical
life supports through the following measures:
e Unlike New York and other cities that made
sharp cuts In their preventive maintenance crews,
Cincinnati has kept Its forces fairly constant even
through budget crises In the mid-70s.
The sewer system's maintenance work force,
which was put under a regional authority in 1968,
has increased by 29 percent since 1976.
And with the help of federal jobs funds, street
maintenance crews have been expanded in the
last couple of years, even though revenues from
the state gasoline lax have declined.
e After building convention centers, stadiums
and other lavish projects in the '609 and early
'70s, Cincinnati has put the brakes on new pro.
jects and now has a policy of "planned shrinkage"
Of Its physical structures where possible, In keep -
Ing with a declining population. That policy, ac.
cording to the Urban Institute, Is saving the city
$300,000 In 1979, with more savings likely In the
future.
s The city has a tradition of profe99ional man•
agement, and has carefully fostered harmonious
relationships v4th other levels of government that
have allowed It to share Its burdens. The region•
alization of the sewer system is one example.
Lee Mhgang
MICROFILMED BY
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CEDAR RAPIDS - DES MOINES
13d
i
4C • TREND • Cedar Rapids Gazette: Sun.. Jan. 6. 1980
/Deferred maintenance
takes toll on `Big Apple'
New York City, the nation's biggest city, is also one
of the oldest. Old age has its charms, but it also means
potholes, crumbling bridges and ancient sewers — and
repair bills this fiscally sick city can't possibly afford.
/n the second part of a two-part series, the physical
problems of New York are examined.
By Lee Mltgang
AP urWn affairs writer
NEW YORK — If you happened to be driving on
New York City's West Side Highway on the night of
Second In two-part series
Dec. 15, 1973, you already know about the sorry state of
this city's structures.
If your name is Nicholas Perrone, you were driving
your truck southbound that night when the elevated
highway suddenly collapsed. As his truck fell through
the yawning hole to the street below, Perrone managed
to jump clear, but he was slightly injured.
Today, the collapsed remains of the highway are a
constant reminder to New Yorkers that decades of "de-
ferred maintenance" are taking their toll on the city's
aging roads and bridges, its leaking water mains and
sewers.
Of all American cities, New York's projected repair
bills to maintain and rehabilitate Its life support sys-
tems are the highest — but Its ability to pay the'cost is
also perhaps the most limited.
New York would have to spend nearly $40 billion
over the next 10 years to make up for neglected mainte.
nance and repairs on city -owned structures, according
to City Comptroller Harrison Goldin. However, the city
currently is spending only $1.4 billion a year.
Even Cleveland, in default and with staggering
structural problems of Its own, pales before New York.
It is estimated Cleveland would have to raise $700 mil.
lion to make all repairs necessary on its physical plant.
The city's structural problems have grown worse In
the past five years, the period of time marked by a fi.
nancial crisis that left the Big Apple entirely dependent
on federal loans and loan guarantees to raise capital
needed to fix or build things.
Some telling statistics
Just what kind of shape Is New York City In? Ac•
cording to city statistics:
• One million potholes scar the city's 6,200 miles of
streets each year.
• Almost a third of the 1,319 bridges and highway
structures need rehabilitation.
• The old cast-iron pipes that carry the water supply
are rotting and leaking at an Increasing rate.
• Sewers In the boroughs of Queens and Staten Is.
land are so poor that a heavy rain results in almost cer.
taln flooding and flooded basements.
The economic consequences are enormous. At a
time when the city is desperately trying to lure people
and jobs, the deteriorating condition of industrial parks
and other capital facilities is one reason New York Isn't
as attractive to business as the suburbs or Sunbelt cit.
les.
And repairs the city puts off for later will be home
by future taxpayers at a much higher cost. The longer
the delay, the higher the cost In the future as the prob-
lems worsen and Inflation takes its toll.
Deputy Mayor Robert Wegner Jr. calls it "the
second -worst problem the city has, after the immediate
fiscal crisis."
No one is saying the city Is toppling to earth, or that
residents face danger at every turn.
"I think It would be an unfair picture of New York to
indicate that It is a sort of 300 -year-old, one-horse shay
about to collapse and fall Into rubble," says David
Grossman, a farmer city budget director under Mayor
John Lindsay and author of a 1978 study, "The Future
of New York City's Capital Plant."
How for behind?
But the city's own listing of Its capital needs for 1979
illustrates how far behind New York is In maintaining
its life supports:
• The city's streets should be repaved every 20 to 40
years. The present rate of repaving is every 180 years.
• Water mains should be replaced every 80 to 100
years. The present replacement rate Is every 296 years.
• Sewers should be replaced every 100 years. The
rate right now Is every 300 years.
• The city says $500 million is "necessary" this year
for highway reconstruction. It will actually spend $110
million.
According to Wagner, the city's problems stem from
a history of mayors who preferred to build new things
like schools and hospitals, rather than repair old struc.
tures. Politically, a new school looked better than fixing
an aging sewer that voters couldn't even see.
"Our capital budget over recent years has tended to
be a wish list. It has tended to emphasize new construe.
tion, much of which was not needed, but which would
lead to ribbon cutting and events," he says.
Right through the mid -'70s just prior to New York's
financial crisis, the city went on building as if it were
still young and growing—when in fact it had been rap.
Idly losing people and jobs.
The result today Is that new schools are half empty
and hospitals have empty beds.
Now, with money scarce, Wagner says the city is try -
Ing to mend Its ways. More than two-thirds of the capi.
tal budget Is devoted to fixing older structures rather
than building new ones. But he and others are at a loss
to say where the vast future sums of money to make
necessary repairs will come from.
MICROFILMED BY
JORM MICR+LA9
CEDAR RAPIDS •DES MOINES
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