HomeMy WebLinkAbout1976-12-28 Info PacketCity of Iowa City
= MEMORANDUM
DATE: December 23, 1976
TO: City Council
FROM: City Manager
RE: Informal Session Agendas
r 27. 1976
1:15 - 4:30 P.M.
1:15 P.M. - (Note time change) Executive Session for City Manager's evaluation
2:15 P.M. - Discuss Model Traffic Ordinance c/"
3:00 P.M. - Review zoning applications
Discuss Council agenda
Council time
Committee on Community Needs appointments
3:30 P.M. - Discuss Facility Maintenance Report and visit maintenance building
Water Department facility and bus garage
- Site check at American Legion Road and Southlawn
December 28, 1976
Tuesda
7:30 P.M. - City Council meeting - Council Chambers
December 31, 1976
fIOLIDAY
Frida
Januaa 3, 1977
Mbnda
1:30 - 5:00 P.M.
1:30 P.M. - Discuss Council agenda
1:45 P.M. - Council time
2:00 P.M. - Discuss HCDA FY 78 budget proposal
2:20 P.M. - Discuss goals and objectives for the Committee on Community Needs,
Planning and Zoning Commission, Riverfront Commission, Housing
COIIIIIII.SsiOn, Human Relations Commission, Civil Service Commission,
Airport Commission, Library Board of Trustees, and Parks and
Recreation Commission
Pending List
Design Review Committee Authority
Resource Recovery, Coralville and University of Iowa
Risk Management
Review Title XX with Bob Hibbeler 3/8
CITY OF IOWA CITY
DEPARTMENT OF PUBLIC WORKS
MEMORANDUM
n DATE: December
T0: Neal Berlin
City Council
FRC11: Richard J. Plastino O
RE: Status Report on the Sewer Plant
The process for building a new sewer plant is done in
three (3) steps:
Step 1 - Facility Plan
Step 2 - Preparation of Plans and Specifications
Step 3 - Actual Construction
Step 1, the Facility Plan, is further broken down into
three (3) sub -parts:
Part A, Infiltration/Inflow Analysis
Part B, Sewer System Evaluation Survey
Part C, Complete Waste Treatment System Plan
The City's consulting engineer has completed all of the
Infiltration/Inflow Analysis and most of the Complete Waste
Treatment System Plan. The Sewer System Evaluation Survey
cannot be done until the Infiltration/Inflow Analysis.has
been completed.
The Sewer System Evaluation Survey will start February, 1977
and will be completed in December, 1977. The cost of the Sewer
System Evaluation Survey will be approximately $400,000;
75% of this will be paid the Environmental Protection Agency
and 25% will be paid by the City of Iowa City. This money is
budgeted for FY 78.
At this stage of the study, the estimated cost for the..new
sewer plant and sewer system rehabilitation has been estimated
at $26,700,000. This figure will be subject to further re-
finement as the study progresses.
RJP:bz
cc: Gene Dietz
s
CITY OF IOWA CITY
DEPARDIVIT OF PUBLIC WORKS
PiENORANDUM
TO: Neal Berlin
City Council
FROM: Richard J. Plastino
J—)t
RE: Invitation from the tate of
Code
•
DATE: December 22 1976
Iowa to Adopt the State Building
The City has recently received a letter inviting
adopt the State Building Code as the Iowa
advantages and disadvantages the City to
to this. City Code. There are
ADVANTAGES
1• higher legal authority - Since the would be enforcing Code, our legal staff Mould probably not become ci
involved with court 9 a State
i a State level actions. ;Many precedents would �be�setely
now necessar and this would reduce the individual res
y on a case by case basis when problems Occur.
2• uniform Increased uniformity - If enough towns and cities adopt
their work de' If
throughout the State would pindhe
expect. Thgssme might
they would knot, what conditions
situation with g possibly make for a more competitive to
lower
DISADVANTAGES costs to the City.
SADV_ NTA
1. The City would not be able to amend the Code to account for
local conditions. Any amendments would have to
be submitted
to the State for action on the State level.
2• Appeals - The State currently
be handled. It could be thaall not decided hot, appeals
to the State, or the State may makepProvs would hat they be sent
he handled at the local level provisions that the
Lake far longer to Appeals sent to the Y could
process than at the local level.State would
Right now, there are a few substantial
Part of the State Building Code advantages to
after some of the organization. the City becoming
ironed out questions Concerning Perhaps p a few
Code. , the City can take a 9 amendments and Years
The Federal and serious look at adopting
a St have been
a Yearly basis. State governments reduce local g a State Building
some ver Relinquishing local control over the building on almost
Y substantial advantages is not in the best interest of
We recommend against adoption of g code without
the City,
RJP:bz the State Building Code at this time.
0 •
CITY OF IOWA CITY
DEPARTMENT I OF PUBLIC WORKS
• HEHORAHDUM
DATE: December 16, 1
TO: Neal Berlin
City Council
FROM: Dick Plastino
RE: University Designation Signing
The University has requested permission to locate signs on City right -
of way in six (6) locations.
The University has been working for approximately two (2) years to
develop a well thought out system of signing to guide visitors to the
University complex. The system consists of three (3) hierarchies of
Signs. The first set of signs gets the visitor headed in the right
direction; the second type of sign guides him to various areas
Of the
campus and the third set guides him to an exact destination.
It is felt by Public Works, and of course the University,
thought out system for the University will be of
visitors in our co othat a well
mmunity. Both the City and the Uni University,
aid to
from this well -organized signing effort.
y, will gam
The option of including Central Business District sign age
with the University's signing, is undesirable for both the
the City. a in conjunction
University and
For the University, inclusion of the
be a distraction from the well thoughteoutaschemenofsDistrict continuitywhich they
are achieving.. From the Ci signs would
would be more effective it w side, Central Business District Slgllln
if it were on a separate system of signing.
the near future, the signals at Dubuque and Jefferson will be of the
overhead installation type of t In
easily added to these and Central Business District signing
direct drivers to parkingfacilitiesin the oCentrar the loBusiness �D ran be
In the short term of the next three to four years the location hofsCi will
controlled off-street parking will be in a great state of flux. It
seems reasonable that no great signage effort be undertaken
until off-
street parking facilities have been constructed
and are in use.
In summary, it is recommended that the City cooperate fully with the
UniversityCentralBusinessthe
1
a modest Distrsiggni g effort and that the City implement
ict in a
the parking situation in the downtown garea hasort stablizedJ years after.
E
2324
City of Iowa City
MEMORANDUM
DATE: December 15, 1976
TO: Neal Berlin, City Manager
FROM: Dennis R. Kraft, Director of Community Development
RE: Sixty day limitation period for final plat approval
�y
It has been brought to my attention that according to /
Section 409.15 of the Iowa Code, "in case, on application
for such approval of any plat, the City Council shall fail
to either approve or reject the same within sixty days
from date of application, the person proposing said plat
shall have the right to file the same with the County
Recorder and Auditor." Specifically, a final plat must
be acted upon by the City Council within 60 days after
the plat has been submitted or the plat is automatically
approved. For all subdivisions hereinafter submitted
for final plat approval, therefore, the end of the sixty
day limitation period will be noted to inform the Council
of when they must act upon the plat.
Should you have any questions in regard to this subject
matter, please feel free to contact me.
/sc
® Johnson Aunty RCAE�>;.� .: ;976
® regional planning commission
2 V2 vyilh rprbu )ne •,I n.nt. v wo , it y, .own '..'iA( r j:117f :SS1 85.`.,A Isabel lurrwr
December 17, 1976
Mr. Neal Berlin
City Manager
City of Iowa City
Civic Center
Iowa City, IA 52240
Dear Neal:
Attached for your information and review is a copy of the
preliminary budget materials of the Johnson County Regional
Planning Commission for fiscal year 1978. The materials
were discussed at the December 15, 1976 meeting of the
Commission and approved as a preliminary budget and work
program of the agency.
The budget basically reflects the cost to continue the current
level of operations, and as such, will require a 7.2 percent
increase in assessments from our member agencies.
We are hopeful
and financial
the Commission
format.
that by the
committments
will be able
I look forward to
Sin ereIy,
E m i6 Brandt
Executive Director
Attachments
ELB/dmb
time the new fiscal year begins
and program directions are firm,
to initiate a program budget
discussing the budget materials with you.
23-2/0
® JOHNSONCOUNTY REGIONAL PLANNING CRISSION
A ® EXPENDITURE LEVEL COMPARISON
® PY '78
FRINGE BENEFITS:
FICA Contributions
Budget
FY 176
Actual
176
Budget s
Proposed
IPF.RS Contributions
5,354
FY
FY '77
FY 178
PERSONNEL:
3,110
3,696
3,100
3,700
Director
$ 23,106
$ 23,261
$ 22,500
$ 23,C00
Senior Planner
12,956
8,864
19,546
19,546
Transportation Planner
14,688
14,800
16,081
14,586
Human Services Planner
-0-
-0-
6,171
14,556
Inner -Governmental Planner
12,167
8,41.4
-0-
-0-
Graphics Supervisor
11,246
11,432
12,600
13,230
Program Budget Manager
1,400
1,569
2,000
2,000
8,889
7,529
8,123
,000
8,529
Secretary
11,108
10,8254
8,123
8,529
1 Graphic Assistant
5,000
5,000
9,191
9,191
Assistant Planner -Transportation
10,000
10,0005
10,000
10,000
Assistant Planner -Small Towns
10,000
10,000
10,000
10,000
Planning Assistance
11,000
3,875
2,143
3,000
Work -Study
-0-
3,923
2,600
3,000
Cost of Living Contingency
-0-
-0-
-0-
6,5002
Merit Increase Contingency
-0-
-0-
1,000
4,200
TOTAL PERSONNEL
.131,560
119,492
130,078150,19-
FRINGE BENEFITS:
FICA Contributions
7,348
6,052
6,255
7,000
IPF.RS Contributions
5,354
f 1'`3,671
6,255
6,225
Health Insurance
3,110
3,696
3,100
3,700
Life Insurance
400
270
400
400
TOTAL FRINGE BENEFITS
$ 16,212
$ 13,689
$ 16,010
$ 17,325
IPresently supported with CETA funds --Budget assumes the secretarial
Position will be supported by local funds if CETA does not continue.
2Reflects a 6 percent cost of living reserve.
4
3FY '77 Budget reflects current operating assumptions.
Supported two positions for part Of the year.
SSupported 3 positions for approximately 4 months.
0
OPERATING EXPENSES:
0
Budget Ac tun
FY ' 76 F1' '76
Budget Proposed
FY 177 FY 178
Travel
$ 3,400
$ 3,149
$ 3,400
$ 3,500
Office Supplies
3,000
4,107
2,000
2,500
Graphics Supplies
-0-
-0-
2,000
2,500
General Office
400
5SO
600
600
Computer Service
300
222
500
500
Computer --Acct.
0-
-0-
500
800
Rent
4,800
5,150
6,000
]1,0001
llt i l i t i cs:
1,300
971
] , 300
1,50o
Telephone
3,600
3,033
3,600
3,600
Printing,
3,330
3,181
3,300
3,300
Xerox
5,670
4,873
5,700
5,700
Postale
2,500
1,500
1,750
1,?50
Legal Fees
200
-0-
200
200
Audit
1,000
788
1,000
1,000
In-urance
300
313
300
300
Does
300
1R5
300
300
Personnel Administration
300
1,71.2
700
900
nibl ications
650
282
350
350
Equimnent
500
1,1.90
1,500
2,000
Bad )cbt.
-0-
603
-0-
-0-
T(1TN. OPERATING IEXPENISES
531,550
$31,809
435,000
$42,100
mI11.'rT-COILNTY ASSLiSS�fEN'fS:
ECIARPC
6,000
4,975
6,250
7,200
ECIACC
700
719
700
700
TOTAL
$ 6,700
$ 5,694
$ 6,950
$ 7,900
CONTRACTUAL:
Regional Airport Study
-0-
16,203
-0-
-0-
Mass Transit Study
5,500
4,921
-0-
-0-
Area Transportation
12,200
2,993
9,707
-0-
Mmlan Service!.
-0-
-0-
1 ,750
i Soo
TOTAL.
$17,700
$24,117
$10,957
$ 3,500
TOTAL F.XPFN'nITURES
5203,722
$194,801
$198,99S
$221,022
Increase reflects funds for a new office location.
0
C1
JOHNSON COUNTY REGIONAL. PLANNING COIDUSSION
Summary of Funds Available
and
Implied Local Assessment level
Expendable Cash Fund Balance
Federal Funds:
CF.TA2
}lousing F, Community I)cvclopmcnt3 (Iowa City)
Sub -Total
imLl;(1 local Local Level4
TOTAL Funds Available
$$30,600
33,800
27,200
71,600
749,-1::
$221,022
----------------------------------------------------------------------
1Calculation:
Expendable Fund Balance 6/3n/76 12,300
Anticipated Addition to Expendable
Balance for FY 177 5,000
TOTAL Finds Available $17,300
Less Reserves:
Long Term Accounts Receivable .1 700
Cash Flow Rcscrve 5.000_
Total Reserves $ 6,700
TOTAL. Expendable Cash Fund Balance $10,600
2CETA represents salary and fringe for three positions. A fourth
position, Secretary, is currently supported by CITTA funds. If
CF.TA. cont i.r:ues to support this position as well as the other three,
.an additional. $9,700 of federal money will be available. If CETA
ends, three positions would be terminated; however, it would be
necessary to continue the Secretarial position with local funds,
thus this position has been shown as locally supported in the budget.
3Includes the cost of a project staff director, fringe benefits,
secretarial support, direct costs, indirect costs, and consultant.
4The 5149,422 figure compares with the current level of $139,412.
(The 5739,472 figure is a little soft in that it includes approxi. -
mately 53,000 from the communit.ics of Oxford, Swisher, and Shucyv:ll:•
whose contributions appear questionable this, year.) The $149,47.2
figure represents about a 7.2 percent increase over the $139,412
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LOCAL ASSESSMENT INFORMATION
*Reflects a 7.2$ increase.
Budget
Budget
FY '77
FY 178
Coralville
$ 5,000
$ 5,359
Iowa City
62,067
66,523
North Liberty
2,839 >
3,043
Solon
960
1,029
University Heights
2,381
2,552
Johnson County
63,132
67,665
Oxford
1,418
1,520
Swisher
1,224
1,312
Shueyville
391
419
Total
$139,412
$149,422
*Reflects a 7.2$ increase.
104WITY PARRS AND RECREATION DEPT*ENT
December 3, 1976
• Staff Position: Recreation D.tviuion
Re: Feasibility of adding a game room to the Willow Creek shelter.
The Recreation Division staff feels that the addition of a game room to
the Willow Creek shelter will not meet the needs of the people of the area
including Mark IV residents as well as those living in the immediate neighbor-
hood. In considering the recreational needs of the people from Mark IV, specifically,
the staff would emphasize the following points:
I- The basic needs are the same for all people irregardless of income.
2- The greatest need for the children and youth is physical ncti.vity.
3. Other important needs are for social and craft activities in Mark 1V.
In addition the staff recognizes the special needs of low income including
Mark IV as being the cost of participating and transportation to facilities
where programs are conducted.
To meet the needs staff recommends:
1. Providing attractive programs in existing buildings such as schools,
churches, etc. in the neighborhoods.
2- Explore the feasibility of constructing a community room attached or
adjacent to public school with recipricol use arrangements. (This has
been done in some communities).
• 3. Rent space in the area for social, craft and game activities.
4. Conduct activities outdoors in the neighborhoods.
5. An outreach leader service going to the participants in their neighborhoods
and encouraging them to travel to facilities.' This either on an
informal or organized basis.
6. Education of the people as to the availability of programs and facilities.
A personal approach done frequently and with persuasion.
Staff recognizes the fact that the recreation budget has been reduced and
that the trend is not changing but that all of these suggested services cost
money. The addition of facilities alone is not the answer to meeting community
needs.
•
0
0
Iowa City Parks and Recreation Department
• Recreation Division
November Report
1976
, n j
by Robert A. Lee,
Superintendent
Many instructional type programs met for the last time this month as
scheduled so that people and staff would be free for holiday activities.
Drop-in service was altered slightly during the brief Thanksgiving recess.
The Center was closed on Thanksgiving Day.
A. Administration.
1. Much staff time went into the budget process.
2. A news paper ad was placed to attempt to secure part time employees
who will be available over the Christmas holidays.
3. The program staff recorded a radio program for WSUI which was aired on
November 7 and 8.
4. Superintendent lectured to recreation education class on program trends.
S. Santa suits were adv
ertized for rental tonon profit functions.,
Is
B. Programs - Physical Activities.
1.
Eleven men's basketball leagues began play in the Center on November
10; to play on Monday and Wednesday evening after 8 p.m.
2. Three men's volleyball leagues with 21
Center on Thursday evening November 11.
teams began their Beason at the
3. Fall swimming lessons ended; the next after school session begins
March 28th.
4. Women's volleyball league of 12 teams began play at the Center on Tuesday
evening after 8 p.m.
C. SPI
1. The instructional swim program for handicapped held on Saturday noon
completed the fall session with an awards program. The pool will be
available
the middle fsupervised swimming
of Januarywhenan
ewsession ofduring iinstruction will s period on rbegin.
2• Some other regularly scheduled SPI activities were recessed until January
and others continued. Recessed activities -will resume in January.
D. Social and Cultural
1. A successful mime workshop was held in the Center on the 20 and 21st
with full enrollment.
2. The enlarger for the dark room returned from repair and so after three
weeks lapse we are in operation again.
2 32 7.
li. Misc.
1. ASERP fall session ended at 12 locations with a registration of 303
boys and girls. The 6 weeks winter session begins January 24.
2. Two bus loads of people traveled to Chicago to visit the Museum of
Science and Industry on November 24.
F. Program Planning - ..
1. A Christmas Crafts workshop is being planned for 4 sessions on December
1 and 8.
2. Registration is being taken for the seniorboys basketball league to
begin in December.
3. A trip to Rock Island, Ill. to see Holiday onIce is scheduled for
December 4.
4. The mixed men's and women's volleyball league playing onWednesday
evenings at South East Jr. Hi with 10 teams will begin play on December 1.
5. Holiday programs and schedules are being formulated including Christmas
parties for Golden Age. - ..
City of Iowa City
DATE: December 21, 1976
TO: Neal Berlin, City Manager
FROM: Dennis Kraft, Director of Community Development
RE: Monthly Reports
Following is a summary of the activities of the Department
in October and November.
HOUSING DIVISION
GOALS•
I. 237 UNITS SECTION 8, EXISTING UNITS, 72 SECTION 7.3 UNITS
Convert 89 additional units of Section 23 to Section 8
units. Continue to provide assistance to families under
Section 23 reducing the number of units to 72 by June
30, 1977.
II. 64 UNITS NEW CONSTRUCTION UNDER SECTION 8. To assist
in providing additional housing units for low income,
elderly and handicapped persons.
III. HOUSING ASSISTANCE PLAN. Provide input to the Housing
Assistance Plan for the second year HCDA application.
IV. HOUSING COMMISSION. Provide administrative support to
the Iowa City Housing Commission.
V. ENFORCE MINIMUM HOUSING CODE. In the interest of public
health and safety, increase efforts and revise plan for
enforcing the city's Minimum Code.
OCTOBER ACTIVITY:
I. During October, 10 units were brought into the Section 8
Program. Three of these units are Section 23 conversions.
Two units in the Section 23 Program were terminated.
Total units under lease in Section 8, 109 units. Total
units under lease in Section 23, 94 units. Total units,
both programs, 203 units.
Twenty-five annual, initial or final inspections were
performed. Eighteen applications for Section 8 were
received.
0 _2_ •
II. 64 Units Nj!w Construction. Under. construction.
III. Completed
1V. liousi.ng Coiumi.>si.on. Two ilousi.ng Commission meetings
were held during the month of October. Several groups
and i.ndiviclua].s were pre:;ent at the regularly scheduled
meeting of October 20th to discuss the proposed liotising
Maintenance and Occupancy Code. Summation of that
material wi.11 be di-stributed with the 11ousing Commission
minutes of October 20, 1976 and will be provided to
the Council.
V. Minimum 11ousing. See attached.
PROJECTED ACTIVITY:
I. During November, three units will be
converted thafrfive
Section 23 to Section 8. It is projected
new units will be brought into the program.
II. 64 Units New Construction. Under construction.
III. Completed
Iv. iiousing Commission meetings are scheduled to be held
on November 10, and November 17, 1976-
v. Minimum 11ousing. In November the Minimum (lousing Section
will inspect 140 structures. The majority _of these _will
be reinspections of previously encountered structures.
The Housing Section will participate in the inspectionTf
trailer courts this month, along with the Building Depart-
ment and County Hcalth Department. The extent of our
involvement in this activity has not yet. been clarified
and may consequently affect the actual number of structures
The Housing Code Draft will receive more revisions this
month in response to the input received from a public
meeting. Also, a summary of standard operating procedures
will be written.
• -3-
OCTOBER
3 OCTOBER 1976
1. icuaber
Of SL•ructnres i.n:;pr_cted
Single_ ft;mi.ly owner occupied
Single fr:mily P(-ntal 9_
Duplex structures -..35_
Multiple Family _39-
-a -
2.
39_a
2. Number of !;del.l.ing Uni.L•s
Single farni.ly owner --Occupied 9 935 _
Single family Rental 35
Duplcx -78
Multiple Family 813
3. Number of Rooming Units
Single family owner -occupied 70
7 --- Single ---
family rental 8
Duplex 4
Multiple Family 54
4. Of the X56_ structures i.nspecLed.
___53__ found Lo be in compliance and
Certificates were issued. The break do -vin by _..
n-;rher of type units. -
Single family owner -occupied
Single family rental
Duplex
Multiple
5. Of the _166 structures inspecteddeficient for one or more reasons
issued and reinspection scheduled.
type of unit.
aaelliingunits ROoming_Units
0
—12 0
28 0
128 19
113 were found to be
and corrective letters were
The breakdown by number and
Dwelling Units Rooming nits
Single family or:U
o,. -occupied —'7 -- — —
Single family rental _ _7
Duplex Duplex -23— __8
Multiple family _50 4
685_ 32
6. Inspections performed as a result of complaint calls
a. Handled by Minimum Housing Section _LCL_11
b. Referred to another department
7. Inspections Performed by request of buyer, realtor, or other
party prior to sale o i•
r ransfer
Number found in comPliznce 2
Number found to have deficiencies 2
® -4- •
8. Units noted that di.d not appear in prior. rccor.ds.
Dwelling units 4
Rooming Units 0
9. Compliance Certificates issued for newly constructed structures/
units -3-Ll 6
Single Family 0
Duplex 0_
Multiple 3./16
10_ P.ecapit.ulation: 166_ structures were inspected containing
935 dwelling units and 70 rooming units. 53_'structures
c6ntai.ni.ng 170 dwelling and _ 19 rooming units were found to be
in compliance with the Code. 113 structures containing 7_ 65
dwelling units and 51 rooming units were found to be deficient.
A break down of thedeficiencies noted is attached.
i
-5-
1
1 . 06 I:ui._::.nl.r_s
-9
.30 _ 4.3
9 .J `J 1 A
12 9. "30.4..[
Y3:,:r:Uing
2
30. 4.L
Iloc ::•�'•: =c
_9.
30 _ 4. R
Ivjr:.ss
_12__9.
13_9-30.4_U
Ceiling
I'.r:113rails
9. 30 . 5. A
10 % iS i. r.: 0-a12
-_-9
. 30. 5.0
F:31'.h `.::rlt
9.30-7-F.2
9.30_S.D
I?a
16._9.30.5.E
SA asc-!dent He-i9ht
Outlr-ts
74-9
30 - 5 . E
"E lIect-r.ic
9.30.3.F,
9.-0_S.F.
I?,3in Sr_,.Vice
9.30.9.H
30 _ 5-F
He:a t
2
9. 30. 5.G
Vents & Air
14
9-30.5.5
P&T Exte nsion
_
1
9.30.5.I
P&'P Valve
3
9.30.5.)
Screens
102
9.30.6.A
1,311s, Floors, Windo:.s
-
—9.30-6.D
Doors Fit
9.30_6.E
Path Floors
-3
9.30.6.N
OI,I.sidra
-
-9 -0 6 K
rill -Side B1c3o. h!ld ..:aVr_s
12
-1 .
9 .J `J 1 A
,� 3.r=Ur S -031;e
1.
9.30.7_A
Bedroom Size
-----9.30.7.0
Path of path
30.7.D
Ceiling
_----9
Cellar .
_
_9.30.7.E
9.30.7.F.1
Basement Ca:!uness
--
9.30-7-F.2
Bas. hent Y: inflow
----9.30.7.1•'.
SA asc-!dent He-i9ht
1
_9.30.3.A
Shared Area
9.30.3.F,
insects
9.30.9.H
Cubic Feet
39
--9.30.9..)
'tire Fxt.
14
9. 30.9.T,
Furnace Ze;o]ation
lrj
$ect-i on
1-5 Fire
One lour
Fi. ce Door
0
01: OCTOBER
Rules and :^9n1._tions
FA
413.46 S9:ate Code of To.,a-3rd Floor Dwellings
.6__Uni;or;, Fire Code Section 15.112 -Sources of l nition
Uniform Fire Code Section 27.201 -Accumulation of i•:aste i:atr-tial
a
0
zM
HOUSING DIVISION
NOV0jnr; 2
0
GOALS:
I. 237 UNITS SECTION
UNITSI 8, EXISTING
to COnBert 89 additional UNITS' 72 ION 23
Section units. units of SECT
to families underContinue Section 23
units to 72 by
Jun 23 reducinProvide assistance -
Ii. , 1977. g the number of
64 UNITS NEW CONST
I providing additR°na2ON UNDER SECTION 8•
elderly and
1 h°usjrig units To assist
III. handicapped Persons. for low income, '
HOUSING ASSISTANCE
Assistance PLAN• Provide
Plan for the second input ,to
TV. HOUSING Year HCDA the Housing;
FO the COMMISSION. application;,`
Iowa Cit Provide administrative su
Y Housing Commission.
V• ENFORCE PP°rt
public MINIMUM HOUSING
health and CODE. In
plan for enforcin safety, increase the interest of
NOVEMBER efforts and re-'
4 the city's Minimum Code.
ACTIVITY:
I• During November, 11
8 Program_ units were
conversions Four °f these bTOUght into
One Section units were Section the Section
one Section 8 unit w 23 units was 23
leased in Section 2 as terminated. terminated and
lease in Section 3' 89 units. Total units'
208 units. 8, 119 units. Total units under .
Total under
Twenty-four, both programs,
annual, initial or final
approved. Seven applications
approved. for inspections were
Section 8 were
II. 64 Units New Construction. Under construction.
-7 is
III. Completed.
IV. Housing Commission. Two Housing Commission meetings
were held during the month of November.
V. Minimum Housing. See attached
PROJECTED ACTIVITY:
I. During December, four units will be converted from
Section 23 to Section 8. It is projected that five
new units will be brought into the program.
II. 64 Units New Construction. Under construction
III. Completed
IV. Housing Commission meetings are scheduled to be held
on December 1, and December 15, 1976.
V. Minimum Housing. Because of the holidays there will
be a decline in the number of inspections performed.
A court case dealing with Dean oaks operation of a
multiple dwelling will be heard December 20, 1976.,
Resolution of the legal basis for the citation of fire
protection requirements will be attempted as two
pending Housing Appeals hinge on this issue.
4. Of the_ 176 structures inspected.
77 •:ere found to be in compliance and
Certificates were issued. The break down by
n•irber of type units.
Single family owner -occupied Duelling Units Rooming Units�_
Single family rental �1 — 6
Duplex —L—
Multiple —sa -
1
5. Of the 176 structures inspected 99 were found to be
deficient z -or one or rare reasons and corrective letters were
issued and•reinspection scheduled. The breakdown by number and
type of unit.
DwellingUnits Rooming Units
Single family owner -occupied -- 6
Single family rental 21—
Duplex 5
44
14ultip_e family _ —
323 70
6. Inspections performed as a result of complaint calls 16
a. Ha:dled by Minimum Housing Section 13
b. Referred to another department —�
7. inspections performed by request of buyer, realtor, or other
party rio" t
p _ o .,ale or transfer 7
found in compliance - --
I:u- er found to have deficiencies 7
NOVEMBER 1976
1. ??,�:rbr.r o :'.n:ctures i.n::pected
Si.nq?.•: i-anily owner -•occupied
7 _176 —`
Single `amily Rental
-38
Duplex ;,tructures
-51
I•ful.ti_ 2.0 Family
80
2. Number of -:selling Units
Single family owner -occupied
7 651
Single family Rental
38
Duplay
102
I.1ult _ • e Family
501F
3. Nu:-nber of ?.coming Units
Sincle family owner -occupied
102
6
Single family rental
--6
Duplex
_
Multiple Family
90
4. Of the_ 176 structures inspected.
77 •:ere found to be in compliance and
Certificates were issued. The break down by
n•irber of type units.
Single family owner -occupied Duelling Units Rooming Units�_
Single family rental �1 — 6
Duplex —L—
Multiple —sa -
1
5. Of the 176 structures inspected 99 were found to be
deficient z -or one or rare reasons and corrective letters were
issued and•reinspection scheduled. The breakdown by number and
type of unit.
DwellingUnits Rooming Units
Single family owner -occupied -- 6
Single family rental 21—
Duplex 5
44
14ultip_e family _ —
323 70
6. Inspections performed as a result of complaint calls 16
a. Ha:dled by Minimum Housing Section 13
b. Referred to another department —�
7. inspections performed by request of buyer, realtor, or other
party rio" t
p _ o .,ale or transfer 7
found in compliance - --
I:u- er found to have deficiencies 7
8. Units noted that did not appear in prior records.
Dwelling units
Rooming Units
9. Compliance Certificates issued for newly constructed structures/
units
17
Single gl_ Family 1
Duplex 13
Multiple 3
10. Recapitulation: 176 structures were inspected containing
651 dwelling units and 102 rooming units. 77 'structures
containing 257 dwelling and 27 rooming units were found to be
in compliance with the Code. 99 structures containing 399
dwelling units and 75 rooming units were found to be deli scent.
A break down of the deficiencies noted is attached.
• -10- •
MINIMUM HOUSING STANDARDS
Deficiencies noted during the ,Month of November 1976 by
Paragraph Referral
0 7.06 Nuisances
2 9.30.4.B Bathroom
11 9.30.4.1 Plumbing
0 9.30.4.L Hot Water
2 9.30.4.11 Egress
17 9.30.4.0 ilandrails
0 9.30.5.A 10% Window
19.30.5.0 Bath Vent
0 9.30.5.D Hall Lights
18 9.30.5.E Outlets
26 9.30.5.E Electric
0 9.30.5.E Main Service
2 9.30.5.F heat
2 9.30.5.G Vents &-Air
3 9.30.5.I P&T Extension
0 9.30.5.I P&T Valve
13 9.30.5.) Screens
37 9.30.6.A Walls, Floors, Windows
_1_9.30.6.D Doors Fit
_Q_9.30.6.E Bath Floors
_3_9.30.6.H Outside
2-9-30-6.K Outside Bldg. and Eaves
0 9.30.7.A Floor Space
0-9-30-7.A Bedroom Size
_Q_9.30.7.0 Path of Bath
0 9.30.7.D Ceiling
0 9.30.7.E Cellar
0-9-30-7.F.1 Basement Dampness
0 9.30.7.F.5A Basement Height
1 9.30.8.A Shared Area
11 9.30.8.E Insects
0 9.30.9.H Cubic Feet
9-9.30.9.J Fire Ext.
10 9.30.9.L Furnace Isolation
5 5.802(3) of the Iowa Administrative
One Hour Fire Door
Code
0413.46 State Code of Iowa -3rd Floor Dwellings
0 Uniform Fire Code Section 15.112 -Sources of Ignition
3 Uniform Fire Code Section 27.201 -Accumulation of Waste Material
-11—
CDBG DIVISION
October and November 1976
GOALS:
I. Program Administration: To continue the establishment of CDBG project
administration procedures -- environmental review processing, financial
monitoring, compliance procedures, and sound record keeping.
II. Project Development: To monitor the development of CDBG funded projects
to better insure CCN, City Council, and HUD satisfaction with program goals,
objectives and progress.
III. Program Coordination: To coordinate all CDBG projects to accentuate their
success and effectiveness and to minimize duplicated research.
OCTOBER ACTIVITIES:
I. Housing Rehabilitation and Architectural Barrier Programs were presented to
the City Council at informal sessions. Programs were approved unanimously.
II. Environmental Reviews were completed for City Park, Ralston Creek, and
Housing Rehabilitation.
III. Finance procedures were reviewed. First year accounts received an in-house
audit.
IV. Staff positions for housing rehabilitation were filled.
V. Radio shows were taped discussing Citizen Participation, City Park Improvements,
Architectural Barrier Program, and Ralston Creek Improvements.
VI. HUD visitor reviewed our citizen participation process.
NOVEMBER ACTIVITIES:
I. Housing Rehabilitation staff began training and reviewed two citizen proposals
for neighborhood site improvements. Radio show was taped to present program
to the public.
II. Three neighborhood meetings and two public meetings were held to gather citizen
proposals for third year CDBG funds.
III. HUD officials monitored program developments during discussions and meetings
held in Omaha and Iowa City.
IV. Innovative CDBG contracts were executed and both university and city staff
preliminary plans for project implementation were discussed.
V. Second year programs were broken down into finance accounts . A detailed
description of fund use was developed. Third year goals and objectives were
developed to accompany the department's preliminary budget for FY 178.
• -12- •
VI. Environmental reviews were completed for Ralston Creek Improvements II,
Mercer Park Improvements, and Architectur
Neighborhood Park Improvements, al
Barrier Removal Programs.
VII. Procedures for application preparation -- submission and also for, Council
review of newly developed programs were written.
PROJECTED DECEMBER ACTIVITIES:
I. A preliminary third year CDBC budget will be finalized by CCN for presentation
to the citizenry at a public meeting and to the City Council at an informal
Council meeting. Preparations for the application will begin.
II. Evaluation of all programs effectiveness and staffing needs will be carried
out, as the performance report preparations begin.
III. The Housing Rehabilitation program will be implemented.
CDBG PROJECT I OCTOBER ACTIVITIES
1. Comprehensive
Plan
2. Neighborhood
Improvement
Program
3. Code Enforcement
4. Architectural
Barrier Removal
Program
MONTHLY SMIARY OF CDBG
*Citizen participation consultant
was awarded contract.
*Service facilities report began
development.
*Assistant Planner positions were
to be filled.
*Three considerations of the
tree ordinance were completed.
*2 Council presentations were made
establishing the grant financing
program and the pilot service
areas.
*Applicants for 3 staff positions
were interviewed.
*Environmental Review was prepared.
*Inspections to area 7 began.
Reinspections were performed as
necessary.
PROJECT ACTIVITIES
NOVEMBER ACTIVITIES
*Citizen participation program
for the Comp. Plan began.
*Candidates were interviewed for
staff vacancies.
*Vegetation Report was sent to the
printers, completed.
*Division efficiency was evaluated
and timetables established for
project completion.
*Staff training began.
*Publicity plan was established.
*Two site improvement proposals
were reviewed.
*Files were established, forms
were developed. Flyers were
designed.
*Procedures manual began develop-
ment.
*Code revisions were presented to
Housing Commission.
*Area 7 initial inspections were
completed. Area 8 inspections
were started. Reinspections were
completed as necessary.
PROJECTED DECEMBER ACTTVTTTte
*Applicants will be interview
for January vacancies.
*{York will continue on Citize
Participation, Housing,-'-
Useand
and Utilities topical'-
.reports. _
*Timetables will be establishi
for individual projects,t
assure timely completion.
*A neighborhood meeting will
start -program implementation.
*Interviews and structure'in
spections will begin processi
of.6.,applicants.
*Finance department procedures
will -be defined.
*Goals for future program year
will be re-evaluated and sery
areas defined.
*Area 8 -inspections will ci;
and.reinspections to othe ,
as required.
*Environmental'Review for new
areas will begin development ,
*Program was adopted by Council. *Environmental Review was printed *No'activities are.planned,unt_i
*Environmental review was pre- and a notice published.
pared. January, due to staff -time
shortage.
CDBG Activities continued
CDBG PROJECT
5. Park Improvements
and Additions
6. Urban Renewal
Land Acquisition
7. Committee on
Community ;feeds
B. Ralston Creek
Flood Control
OCTOBER ACTIVITIES
*Environmental review findings
were published for City Park.
*Neighborhood Park reviews began
*s radio news braodcasts were
taped.
*Position vacancy was filled.
*Plans for third year application
were formulated.
*First newsbulletin was mailed.
*Interim projects' Environmental
findings were published.
*School was held for developer
to learn about the watershed
HOVE?BER ACTIVITIES
PROJECTED DECEMBER
*Neighborhood Park Improvements
Environmental Review'Records were *Feasibility Of,purcl
completed for Mercer, V' HAPPY -Hollow additic
South Holl ilia; deterinined.
Hill, and {11ownlCreek Pheasant -
*Environmental --Review
for.two shelters' co
will begin.
*Hickory, Hill -land ac
alternatives -will be
Preliminary activities are being
completed. See redevelopment
report for specific progress
report.
*One radio news broadcast was
taped.
*Second newsbulletin was sent.
*Three neighborhood meetings"were
held.
*Two public meetings were held.
*Preliminary third year budget
allocations were made. g
*Four position vacancies were
announced
*Environmental Reviews were com-
pleted fora second group.of
interim projects
*Procedures for implementing the
first group began, "Property
Owners were contacted, etc.
*Activities for third year funds
were defined.'
*Third ,year budget will be pre
sented at a.public-meeting andg
to the City Courcil.
*Two vacancies will.be filled.
l -;q::
*IVork,will continue.as thetotal
plan'for.watersfied continues)
development.
® -15- 0
OCTOBER REPORT
REHABILITATION DIVISION
GOALS:
I. Ongoing staff orientation.
II. Public relations campaign beginning December 1 including neighborhood
meeting on or near December 6, 1976.
III. Begin financing interviews which lead to approximately six house surveys before
Christmas holidays.
IV. Begin indoor construction January -February.
V. 30 contracts underway by May -June.
VI. Develop auxiliary programs for sewer improvements and flood plain insurance::
to follow up Ralston Creek improvements.
OCTOBER ACTIVITIES:
I. Wrote environmental assessment.
II. Hired two staff members.
III. Presented two grant packages at informal Council meeting on October 4.
IV. Delineated project service areas at informal Council meeting on October 25.
NOVEMBER ACTIVITIES:
I. Hire finance specialist.
II. Begin program orientation and training.
III. Meet with interested groups and organizations.
IV. Develop publicity plans and information flyers.
0 -16- 0
REHABILITATION DIVISION
November 1976
GOALS:
I. Ongoing staff orientation.
II. Begin indoor construction January -February.
III. 30 contracts underway by May -June.
IV. Develop auxiliary programs for sewer improvements and flood plain insurance
to follow up Ralston Creek improvements.
NOVEMBER ACTIVITIES:
I. Hired finance specialist.
II. Met with various groups including Northside Neighbors, Project Green, AARP,
Court Street Neighbors in preparation for CCN project hearings..
III. Staff training period: November 9-12.
IV. Staff workup to neighborhood meeting on December 6. Meeting intended to
introduce program to residents of the pilot areas.
DECEiMBER ACTIVITIES:
I. Training period: November 30 -December 3.
1I. Begin financing interviews which lead to approximately 6 house surveys before
Christmas holidays.
III. Neighborhood meeting, 7:30 p.m., Longfellow School Library. Staff
presentation.
OCTOBER REPORT
ADVANCE PLANNING DIVISION
GOALS:
•
I. COMPREHENSIVE PLAN -- to proceed With planning work so that the
three main areas can be developed by March: 1) a City Plan,
2) a Zoning Ordinance, and 3) Citizen Participation.
II. RIVERFRONT COMMISSION -- to continue staff assistance.
III. URBAN RENEWAL. -- to provide assistance as needed.
IV. CDBG ADMINISTRATION -- to provide assistance as needed.
V. PERSONNEL -- to fill the vacant planner positions.
OCTOBER ACTIVITY
I• Work in Comprehensive Planning Continued as follows:Land Use Analysis was completed for the entire CityCity Plan
development was given approval by tOverlay
he CPCC. Devolopment of, base
information for land use, community facilities and trafficways
of the residential
continued; Zoning Ordinance -- development of the inten_t.statements
zones was substantially completed.
continued; Citizen Participation -- nF, Research.
egotiaticiates
and Attic Cellar for a Citizen Part icipationon with Sasaki Ass Process was concluded.
Contact with the League of Women Voters was made; and Other -- The
Tree Planting Plan and Ordinance was discussed by Council. A draft
of a Bikeways Plan and Bike Regulations for Title G were finalized.
Discussion of the Floodplain Ordinance was held with representatives
from FIUD.
II. Staff assistance to the Riverfront Commission continued.
III. Staff assistance to urban renewal included attendance at meetings
and graphics.
IV. Staff assistance to CDBG administration consisted of the development
of Environmental Review Records.
V. One assistant planner was hired and started immediately. As
for the other position were contacted and interviewed. Applicant
PROJECTED ACTIVITY
I. The essential planning activities necessary for the development
of a City Plan and a Zoning Ordinance will continue on schedule
with Citizen Participation beginning in November.
® —18— •
II. Staff assistance to the Riverfront Commission will continue.
III. Staff assistance to Urban Renewal will continue.
IV. Environment Impact Assessment assistance will continue.
V- A planner will be hired in December.
DETAILED REPORT OF COMPREHENSIVE PLANNING ACTIVITIES:
Planning Technicians -- During October the Planning Technicians
graphics for Planning and Zoning Commission, Urban Renewal, the Transit
System and p provided
Tanning projects. Additionally, they continued land use
analysis, density analysis was started, and provided updating of base
maps.
Assistant Planners -- During October the Assistant Planners:assisted the
f zoning provisions related he
Riverfront Commission in the development o
the River corridor. The planners worked on the Floodplain Ordinance,to
Bikeways Report, Citizen Participation,
urban renewal review and the environmentasoils analysis, utilities analysis,
I review record for HCDAanalyanaly
projects; and finalized the Tree Leaflet.
Associate Planner -- Vacant until .January.
Senior Planner -- The Senior Planner directed planning activities, revised
fins] drafts ac the tree regulations, and negotiated a citizen participation
process contract. Additionally, the Senior Planner continued writing sections
of the new Zoning Ordinance and participated in Urban Renewal staff meetings.
0 -19- 0
NOVEMBER IlEPOIIT
ADVANCE PLANNING DIVISION
GOALS:
I. COMPREHENSIVE PLAN -- to proceed with planning work so that the
three main areas can be developed by March: l) a City Plan,
2) a Zoning Ordinance, and 3) Citizen Participation.
II. RIVERFRONT CO1MISSION -- to continue staff assistance.
Ill. URBAN RENEWAL -- to provide assistance as needed.
IV. CDBG ADMINISTRATION -- to provide assistance as needed.
V. PERSONNEL -- to fill the vacant planner positions.
OCTOBER ACTIVITY:
I. Work in Comprehensive Planning continued as follows: City Plan =-
preparation of the topical reports for land use, community facilities
and trafficways continued; Zoning Ordinance -- research of other cities,
ordinances continued, legal opinions were received; Citizen Partici-
pation -- Sasaki Associates and Attic & Cellar began the Citizen
Participation Process with meetings in November with citizen groups,
staff liaison with consultants began; and Other -- The Tree Planting
Plan and Ordinance was adopted by Council; administrative details
and a Tree Checklist were prepared in cooperation with Parks and
Recreation and Public Works. Discussion of the Floodplain Ordinance
was held with Engineering concerning the new HUD requirements.
II. Staff assistance to the Riverfront Commission continued.
III. Staff assistance to urban renewal included attendance at meetings
and graphics assistance.
IV. Staff assistance to CDBG administration consisted of the development
of Environmental Review Records.
V. One temporary planning technician was hired and started immediately.
Applicants for the other position were contacted, interviewed and
tested.
PROJECTED ACTIVITY:
I. The essential planning activities necessary for the development of a
City Plan and a Zoning Ordinance will continue on schedule with the
Population Summary, Land Use Summary, Community Facilities (Parks
and Schools) Report, Environmental Report (Vegetation Guide) and
Sample Survey of Citizen Participation expected to be completed first.
II. Staff assistance to the Riverfront Commission will continue.
• -20- 0
II1. Staff assistance to Urban Renewal will continue.
IV. CDRG assistance will continue.
V. An assistant planner will be hired in December and Associate Planner
applicants will be screened.
DETAILED REPORT OF COMPREHENSIVE PLANNING ACTIVITIES:
Planning Technicians -- During November the Planning Technicians provided
graphics for the Planning and Zoning Commission, Urban Renewal,.the
Transit System, and planning projects. Additionally, they continued
land use analysis, density analysis,.provided updating of.base maps,
and assisted in coordination of Citizen Participation.
Assistant Planners -- During October the Assistant Planners assisted the
Rivcrfront Commission in the development of zoning provisions related to
the River corridor. The planners worked on the Floodplain Ordinance,
Citizen Participation, soils analysis, utilities analysis, community
facilities analysis, urban renewal review and.the environmental review
record for IICDA-CDRG projects; and finalized the Tree Leaflet.
Associate Planner -- Vacant until .January
Senior Planner -- The Senior Planner directed planning activities, coordinated
administrative implementation of the tree regulations, and assisted in the
citizen participation process. Additionally, the Senior Planner continued
research of the new Zoning Ordinance, writing of,the Trafficways Report,
and participated in Urban Renewal staff meetings.
OCTOBER MONTHLY REPORT •
CURRENT PLANNING
OCTOBER ACTIVITY:
Staff reports were prepared for a preliminary Large Scale Non -
Residential Development plan, a final Large Scale Non -Residential
Development plan and two preliminary plats. In addition to the
staff reports prepared, work on procedures for the submittal,
review and approval of rezoning applications, subdivisions, Large
Scale Residential Developments, Large Scale Non-residential Develop-
ments, Planned Area Developments and vacation requests continued.
PROJECTED ACTIVITY:
No specific numeric objectives for subdivision plat reviews, rezoning
application review, etc. are established due to the impossiblity of
predicting the number of submissions which will be filed. It is
anticipated that the procedures for the submittal, review and
approval of applications submitted for consideration by the City
will be completed in October or November.
NOVEMBER MONTHLY REPORT
CURRENT PLANNING
NOVEMBER ACTIVITY:
Staff reports were prepared for five rezoning applications, an
annexation request, a preliminary plat, a Large Scale Non -Residential
Development plan, a Planned Area Development plan, and two variances.
In addition, work on procedures for the submittal, review and approval
of rezoning applications, subdivisions, Large Scale Residential
Developments, Large Scale Non-residential Developments, Planned Area
Developments, and vacation requests continued. A preliminary draft
of an outline for subdivisions was completed and submitted for internal
review.
PROJECTED ACTIVITY:
No specific numeric objectives for subdivision plat reviews, rezoning
application review, etc. are established due to the impossibility of
predicting the number of submissions which will be filed. It is
anticipated that the procedures for the submittal, review and approval
of applications submitted for subdivision plat approval will be
completed in final form in December. In addition, a special study
of an area in southwest Iowa City, particularly as the area relates
to the need for an elementary school, will be completed.
0 •
MINUTES
RALSTON CREEK COORDINATING COMMITTEE
DECEMBER 15, 1976
Persons in Attendance:
Glenn Boutelle
Helen Kavanaugh
Carol deProsse
Jim Hall
Ed Brinton
Jane Jakobson
Ben Barnett
Charles Eastham
Richard J. Plastino
Item No. 1 was an update on the interim Ralston Creek.projects. Powers
Willis has been given the go ahead to prepare final plans and
specifications for the following projects.
1. Benton Street Sewer
2. Van Buren Street Sewer
3. Dredging at the railroad bridge
4. Dredging at Center Street
5. Temporary storage at Iowa/Illinois
6. Temporary storage at Happy Hollow
7. Sewer relocation at Iowa Avenue
8. Removal of retaining wall at Johnson Street
Work is being delayed on the three (3) Highway.#1 sites pending dis-
cussion with the property owners.
The Community Development Department has started formal property
acquisition and easement acquisitions on the Van Buren Street sewer
and .Johnson Street retaining wall projects.
There was discussion about property acquisition of Ilappy Hollow.'` -After
discussion, it was thought that funds from Community Development'.
Block Grant Program for both Parks and Recreation and Ralston -Creek
would probably be utilized to purchase the Hayek property.:_'
Easement acquisition at Iowa/Illinois is awaiting a determination by
Iowa/Illinois attorneys as to how much easement can be given.
An update was given on the Flood Plain Ordinance. It is being
rough typed and will be subject to about two weeks review by Community
Development and Public Works. Rough copies will then be sent to the
Federal Insurance Administrator, the Iowa Natural Resources Council
and the Ralston Creek Coordinating Committee, as well as the City's
legal department. Upon receipt of comments, the final draft will be
prepared for submission to Council. The City must pass a Flood
Plain Ordinance by May 2, 1977 or all banks and savings and loan
institutions will have to cease all loans for any construction in
any flood plain within Iowa City.
Ben Barnett and Ed Brinton gave a presentation on localized land
development along Ralston Creek adjacent to Gilbert Street. They
are analyzing each neighborhood along Ralston Creek in sections
page 2. . •
RCCC Minutes
December 15, 1976
to look for localized improvements that can be done to alleviate
flooding. As an example, in the area on the west bank of Ralston
Creek, south of the Rock Island railroad tracks, they pointed out
it might be possible to build a small berm to keep flood waters
out of land further to the west, toward Dubuque Street.
The discussion then centered around assessed valuations for various
properties in the Ralston Creek watershed. Ben Barnett pointed out
that the difference between property in the flood plain and outside
Of the flood plain had been narrowing through the years. In other
words, there appeared to be less recognition in assessed values of the
location of property.
Ed Brinton presented cross-sections of Ralston Creek at Iowa Avenue
athe nd Lucas and Dubuque and Kirkwood. A level of the 10 -year storm and
under00aterri.ntorm the 100 -year that atoIowases andtvLucasould bewhilelateKirkwood
and Dubuque, two houses would be partially under water.
I'd Brinton stated they had done an analysis of the storm sewer system
which runs through Happy Hollow Park. This particularstormsystem
adequately protects upstream property owners since the sewer. system
will handle up to a two inch (2") rainstorm. Unfortunately,' the,.
storm sewer system removes water so quickly that it is exacerbating
the flooding problem in the main channel of the creek.
Ed Brinton stated that they are doing a section by section: analysis
of each stormsewer system within the Ralston Creek watershed.
There was discussion of how to designate houses in the flood :plain
in the final report. It was concluded that if removal of houses was
part of a proposed solution in any given section of the creek,_t_hese.
houses would be clearly marked so that property owners would be
aware of the implications.
Resp tfully submitted,
RiV61
J. Plasttno
12
0
A
Quarterly
Publication
No. 16
Winter
1976
■
Eden Prairie, Mn.
Denver, Colorado
LM
(U
19%5
J
r
"Ever since the rre•ainm o/ the evorld His invisible nature. nwnrlr HA r/rrnal pnn'er and Jr•ih'. has horn rlrurll' perrrierd in the things that
have been rnudr. "
Human 1:20(RSV)
Today "industrial man" it confronted with evidence of the reality ofa finite earth. It's appropriate that the message begins to become clear
at the advent of Christmas. Christmas it a reminder of Creation. perhaps God's most creative act, or even the completion or fulfillment of the
original creative act. It's a reminder that while the "earth" is finite. its' source is infinite wisdom which created a regenerative system. That
system can survive and support mankind if we can (earn ht live wBhin rather than at odds with it. We need only to look at John's description of
Christmas to see the association ...
"M the heginning was the WORD. unit the WORD was with God. all things werr rnudr through hill,. and e,ithuut him was not .un•tlring
rnudr thin war node. "
But we shouldn't stop there. John's real message for us and for all time follows:
"br Him was lili•. and the IJIi• was the light of men. The light shines in the -darkness. and the darkness has not Overcome it.
May the light of Christmas. the fulfillment of creation• light your way in the darkness and uncertainties of this age..
John 1:1.21HS19
John 1:4, 5(RSV)
Z 329_
• Paradigm is
West Germany impresses writer
with innovative techniques in
area of land -use planning
BY W17110m Rai//y
Recently I spent three weeks in West
Germany conducting research for the
Foundation's International Comparative
Land Use Project, funded by the German
Marshall Fund of the United States. I had
lived in Germany for a year and a half in
G
the mid.
1960's and was much impressed
upon my return by the changes wrought
by a decade of feverish economic
growth. Most exciting was the discovery
that, despite its small size and dense
Population. Germany has achieved much
in the field of land -use planning worthy of
understanding and admiration in the
United States.
Thirty-one years ago, urban Germany lay
in ruins. Sixty percent of the nation's
housing had been destroyed. But the
wartime devastation gave way to
economic miracle. Germany not only
restored the housing for its growing
Population. but also accommodated three
great migrations into its cities between
1945 and 1965. Thirteen million
refugees from communism, millions of
citizens moving from the countryside
toward industrial jobs, and four million -
guestworkers from Yugoslavia, Spain,
Greece, and Turkey poured into the
cities. Yet recovery was so complete that
by August 1976, 200.000 to 300,000
new dwelling units lay idle. As one
official told me. "Germany no longer has
a housing supply problem."
All this is well known in America. Sul how
West Germany protected its countryside
from sprawling suburbs, even while
economic priorities favored all-out growth,
is less understood. For the fact is that
this Oregon -sized nation of 60 million
People maintains 29 percent of its land
area in forests, 55 percent in farmland.
Though German cities long ago broke out
of their medieval walls, seen from the air
today they seem confined by invisible
walls rigidly defining the edges of
development.
As an American observer, I wondered
how Germany conserves its privately
owned forests and farms within a system
Of tree enterprise and private property.
One essential ingredient in this story of
successful land planning is the concept
of development land (innenbereich) and
non -development land (Aussenbereich).
Only property owners within the zone.
designated for development may
subdivide and urbanize their land. An
owner outside the development zone has
no right to compensation for a denial of
development rights, so long as his use of
the land is reasonably economic. But a
landowner within the development zone
designated cannot be denied permission
to develop, and cannot have his land
rezoned at a lower density, without giving
rise to a right to compensation.
This distinction between development
areas and protected lands is precisely
drawn and enforced.
Underlying Germany's land conservation
is a legal doctrine recognizing the "social
obligations of property " Article 14 of the
nation's "Basic L•iw" dnlmns tho nOMs of
(Cnntlnnorl on Paq,, &)
PARADIGM is a quarterly publication
by Brauer and Associates. Inc., Eden
PrairieMinnesota and Brauer and
Associates Rocky Mountain. Inc..
Denver for the purpose of maintaining
communication with clients, related
Professionals and interested friends.
PARADIGM is distributed without.
charge. For further information write:
PARADIGM Editor
Brauer & Associates, Inc.
6440 Flying Cloud Drive
Eden Prairie, Minnesota 55343
THIS NEWSLETTER IS PRINTED ON
100PER CENT RECYCLED PAPER.
• Paradigm
Author proposes elimination of
large -lot zoning in an effort to
help preserve natural areas
By Stephen R. Seater
Russell Train. Administrator of the
Environmental Protection Agency.
recently told a group of professional
foresters meeting in Washington. D.C..
that "environmentalism is here to stay':
and, indeed this is a fact that not only
foresters must contend with.
Environmentalists have also made strong
demands of people engaged in the
building and development industry.
_.. West Germany planning
(Continued from Page 2)
property as follows. "(1) Property and the
rights of inheritance are guaranteed.
Their contents and limits shall be
determined by the laws. (2) Property
imprnses duties. Its use should also serve
the common gond.' The doctrine is
popularly arrepk,d and judim:dly
-- recognized-"
However, government intervention is not
confined to telling the farmer he can't
subdivide and develop his land. Because
German property taxes on land —
particularly on farmland — are very low.
farmers do not get squeezed by rising
property taxes geared to development
value. Elderly German farmers, eligible for
social security, are not forced to sell off
their land to finance their retirement. Nor
are thea heirs Inrred to break. up farms to
pal r:,Haff: fair;•,, for farmland is
:uLp:r, V.rl
to yr,ry low whale Lv
Finally, the purclumt! of farms is limiled to
people who have grown up as farmers or
have studied farming in school. This
measure protects the relatively small
amount of farmland from speculative
pressures. and limits competition to buy
farms to the agricultural community.
The extraordinary result, as I saw on my
travels across Germany, is an engaging
mix of vital cities and tranquil. productive
countryside — a harmonious contrast
inviting to Americans who are eager to
contain sprawl and to guard diminishing
open spaces.
Mr. Reilly is president of the Conserw cion
Foundation. This article was originally
printed in the August 19761ssrre of the
'Conservatlon Foundation Letter."
Increased pressure is being felt by these
professionals to develop land in a
responsible manner that recognizes
natural values.
In residential communities today, a major
trend is a growing concern for the quality
of life. People now demand that
environmental factors be taken into
account during the planning process.
More and more the cry is being heard to
stop destructive and costly sprawl.
Planners. landscape architects and
others have already responded to some
degree. Ian McHarg, in his book "Design
With Nature". laid the loundation for
ecological planning. His approach is to
assign specific uses to land according to
its intrinsic suitability in order to produce
a balanced human environment in which
natural systems are preserved intact. His
work has unquestionably been of great
importance in raising the ecological
awareness of most physical planners and
landscape architects.
Dr. Robert Giles of the Virginia
Polytechnic Institute has taken Mr.
McHarg's work a step further. His
method of land planning makes use of
computer-generated maps of various
ecological and environmental factors
operating on a given site. His approach
also includes computer maps of esthetic
factors, e.g. from what homes can a
proposed building bre seen, or what is the
•
relative visibility index from a particular
window? An integral part of Dr. Giles'
planning philosophy is consideration of
wildlife for public enjoyment.
The Urban Wildlife Researc:+ Center
believes. however, that before such
onlighlunod planning principles can he
hilly nnpluntunlud. iliusuul unaug
vitt Ul pill�l+IQ Irf lghlp LCL, iiiuol Ln
abandoned. Low densily develupntanl Is
not only wasteful of land, but also
contains extensive areas of mowed and
manicured lawns that fail to provide
suitable habitat for wildlife.
Large lot requirements also make it
difficult to preserve valuable natural
areas. According to planner, James E.
Lash, in a 1974 speech to the
Northwestern Connecticut Planning
Conference, "When not enough good
land for housing is avilable, the pressure
is increased to use land that is poor for
housing. Natural areas cannot be
preserved as adequately when
subdivided, even if not built on, as when
retained in a single ownership." The
abandonment of such zoning restrictions
will greatly improve comprehensive
planning, and lead to clustered
developments that provide greater
flexibility in design around areas of
natural vegetation, wildlife habitats.
bodies of water and agricultural lands.
Traditional development patterns usually
have not permitted this kind of planning
and seldom allow for preservation of any
natural land. Utilizing the natural
landscaping system provides a more
pleasant place to live for humans as well
as for wildlife, and can also provide for
cost savings during construction and
maintenance operations.
Although efforts to preserve natural
features such as trees in a new
development may cost more intially,
those additional costs can be recovered
by Ilio dovelopm bucaliso the dwdlling
undo will bre wurllt mmitr A mcunl uYlitO
nnllllod.'•I hn Coeds ul Spuewl", Prupnfnd
by Ow Neral Fedate Ho4limch Cugxanhun,
points out that "Special interest areas
can be preserved, and file cost of the
undeveloped land may be recoverable
with cluster or Planned Unit Development
(PUD) zoning through increased
densities".
'A well planned PUD should include a
naturalized open space/wildlife corridor
system designed with the help of a
.wildlife biologist. In addition to harborinp
wildlife, it would also serve as a means to
.preserve wooded sections, steep
hillsides, wetlands and flood plains. It is
even possible for such a system to
include artificial streams, lakes and
ponds, as well as natural ones. An
example of a community that has done
(Continued on Page 6)
right of c1lizens ttp Court has upheld th •
and zoning c Its approve land use
Aee. /n Cl! Evstlako
V, Forest ClIY Ent Of /nc., one of
the most noteworthy land use cases to
he decided by the U.s
many years, the Court ruled Supreme Court in
that a
endum
° °�terduece he r Process. does not
m three
fro S
a s. Tase stems
suit hxurd111 c
its ohio courts by a
It,_, niheni(;(I'll.1, hall ,,hlalhgrl nllhpwal
from industriallc><ficiels to rezone a site
change in aPartrnent use. fire
zoning, however, was rolocted
by the residents in a city charter.
mandated refrendum requiring 55
voter approval. In the w
referendumis a orris of the CoPercent
^' means f
he !nal deesonitical tion,antwi gr the n People
Power , over amounfmg to a veto
bodies .. /Land aclments of represent
Paradigm •
• • • •
001k
Tow l d Lees Have Standing
Objects Legal
Right, for /Vetural
Chrislopher D. stone
nr1 ,,--114 40144 (VAI MItiOt pgbh9hptl I1y
AVON, New York, 1975
Prov
A affirmative rive
es Carefully documented
allirm
the ri h Ponse to the concern for
regards a corporation
oblects. 11 the lair
With rights and mesion as a legal entity
stream, forest Ponsibilities, why not a
or
mountain range,
2814 flee P/annin alive sura//is seautilu/
Washington D. C.n200venue N.W. orfs. Economics as if peOpie
1978 I June28,Mattered
E F
9e int from '•Lend Use Digest, "August
"Thoughts are bu•' mt dreas till their
effects be triad
— W. Shakespeare
. Schumacher
Harper Torchbooks, New York, 1973
This is not a collect
charts, ion of statistical
with graphs and to
tache satiric discussion of abstracComounded
t
calities. Schumacher, a top
economist in Great Britain, has
deliberately subverted "economic
science, by
ytcallng every assumPGon'
and metaphysical foundations. its PYschological
economics That is not dations. Here is an
Spirit and c afraid to discuss
911 41 It,a 01 oonsrienre, moral perpose
educate annlu Lit Ilia, In r I n `:--
atld elevate fl 1 (p
peuPle.
rhe Mankind at the Turning point
Romoecond Report to the C/ub of
Mihajlo Mesarovic and Eduard Pastel
E.P. Dutton 8 Co., Inc./Reader's Di
Press
New York, 1974 gest
The second report to the
a to
up to The Limits fo tub of Rome is
edited by Jay Fone G,low1h report
was quick) seer of MIT. Limits
Of the Prop ec aracterized as the. epitome
and attacked Y of doom Publications
Point; on technicalities. In Tu
the authors overcome the "One -ming
world -one model" shortcoming approach ming and the
attempt lto Convince
onvinc ea sketP c I imits. A odd that
we are,
lata/ course.
Cities and towns not
growing
rural and
as fast as
Open areas
Small cities and etween 1O.000and with populations
ie govern and 50,000 continue to
mens, employment, trade, and
le no centers for their hinterlands but
re no longer growing as rapidly as
nailer communities and the open
runtry. This constitutes a major
trnrlurel„om file pravalGng bund:; of -
'v1o0s crates. It I n tillu an
,leasing cenvergepce in
fro/nonmelro pafferns of ch
,ldicalino re w the On and
deg
tensa/ now underway in of population is ountry, Ihc
1 implication for local goMoret vernment will
]Clogs%ng COST olprovia7ng services
clean iwkialt scattered population,
th in Ih °m the Patterns of town
irlher i f 19i n and 7960's, and
nflection of these trends
nt from ou0r thmpy but revealing
since 797 at no
If vanishing into in n•metro towns
ntial class, significance as a
vire further inter asenat 1 ceasing
and Calvnauntryal e." (Glenn V.
vies Re L• Beale Agncu/tural
EconoarrN0. 323, Information
mic Research Servide,
Washington, D.C. 20250.)
0
Paradigm
'Common language' is essential
for public involvement during
recreation land planning process
BY TJrrrathy B. Knopp
and validation The primary missing
Public involvement is an essential part of ingredient has been a '•
common
the "recreation land use planning" language:" i.e., a language whose
Process. The individual, subjective meanings are common
valuves characteristics of recreation managers and the to the Planners,
require a complement to the "formula" public.
approach to analysis and decision A common language should have the
making. Public involvement, tofollowing characteristics: If should be
been a very haphazard, unstructured.date, has easily understood; It
should be indirect process in need olefinemet rather than abstract; t should dealnerete
ldirectfywith land usn- it
0
specific rather than general; It should not
be too specific; It should incor
social dimension of land use, and; t; it tr'e
should be Comprehensive.
A comprehensive rocrentica land use
classification system provides the basis
for the development of a languatu_
ctihral dimenstnns ran be rlusr.1e, in
etfulllltzaI l+l slia!•Ilu+ ulavnrgeuunldl elrahenlb
l:eflahl Pl.1fields filay he assdclAI"t yvllb
more than one of and thus require
special treatment. The end product is a
continuum of recreation land use classes
which can be visualized in a similar
manner by all those involved in the
Planning process.
The Language can be implemented into
the planning process by asking the
individual to indicate where he would
avast his next "dollar" or his unit of
nterest in the public lands and
idministration. The decision levet is that
rf "land use designation...
Ve should continue to pursue the
Formula" approach to decision making;
t the. same time we should recognize the
herent problem of quantifying
,creational values. There is a need for a
ore direct, unambiguous input from the -
iblic into the planning process.
Knopp is an Assistant professor at the
iversity of Minnesota. The article is a-
'nmery of a speech presenfed by him et
r Inferring ons/ Union of Forestry
Arts, June of 1975.
search Organizations in Oslo, NorWay
oser cooperation
sential between
blit ft private sector
)mmendations based on a continuing
✓ of open space use has been made
riiYlam H. Whyte. Whyte is well-known
a author of The Organization Man.
.asl Landscape and 011101' works.
a Trustee of the American
arvation Assoclation.
stated that the present Open
program has been of critical
ante over the past ten years in
tg communities to make a start on
Id protection, and that this had led
'oved land use planning such as
development. Closer cooperation
'n public and private open space
g is the necessary next step,
stated.
ter pointed out that, contrary to -
view. over -use is not the greatest -
in recreation areas. "There is a
ed for space, But there is just as
reed for people who can make
rtes work..,,.
C�
Aspects of PUD's
PUD pluses and minutes are enumerated
by Mortgage Banker in an article on
computer analysis of PUD profitability
The pluses bolter or, nronmental control,
mare amenities Iol rbsldenls al
m t. blllahlb I Ublb, fbbirfblllb Ill r.lrrbb
pr•"Brnlly I„ livirtq Mind wurklnq alo,q.
allracliveness to corporate investors.
marketing advantages which result from
housing mix, economic balance between
commercial and residential uses, and
locational flexibility which permits either
in -town or suburban locations.
The minuses: need for greater
development and managerial expertise,
higher costs, susceptibility to impending
tax law changes, heightened impact of
recessionary economic conditions if
revenues grow more slowly than Costs,
and sensitivity to competition from
government.assisted housing for persons
with moderate incomes. These factors
"By changing what he knows about
the world, man changes the world he
knows., and by changing the world in
which he lives, man changes
himself. "
Theodosius Dobzhansky
Brauer & Associates, Inc.
6440 Flying Cloud Drive
Eden Prairie, Mn. 55343
Paradigm
both good and
are seen as being currently adaptable to
computer analysis, with further
refinements in prosper.). (Mortgage
Banker, 1125 15111Slroul H W ,
Washington, D C 2110(11. March 1076.)
P1111/6rl lana "l.rnd f/cr Diarr.l". ^MUNsf
we
"Actively shaping the future, and
Planning for it, imply changing the
structure of these systems, not just
the variables. This is done bywhat
may be called system engineering in
a broad sense (especiell,. socio.
technological system engineering),
or, more suggestively, ecological
engineering. -
=kuhh dgme[h
...large lot zoning alternatives for preservation
(Continued hum Page 3)
this is Villa Medici in Overland Park,
Kansas. It combines high density living,
10.7 units per acre, with a system of
largely man-made ponds and streams,
including a series of low waterfalls.
Wildlife have been added to this unique
setting.
Perhaps the best example of a
development planned to be in harmony
with nature is Th_e Woodlands, near
Houston, Texas_A large portion of theme
20,000 acre oak and pine forest is bMrrg
left undeveloped as natural open space:
The master plan calls for minimal remova- I 1
of trees and shrubs and heavy emphasise
on natural ground covers to take the
Place of grass. This has resulted In
numerous birds, mammals, reptiles and
amphibians. including such oddities as
Ibin- Ray S.
CWells—
itY Manager
410 E. Washington
Iowa City, IA 52240
PARADIGM—AQ,dr, OWfCaLOn OI Brauerb Assp wes.1m..lEden PrmnelandBrauer&ASS,,fialeS—
q'4%v Vhnta n In, 1 Denverwn ntw m leo%,ytled,,a,,er.
armadillos and chameleons, continuing to
flourish in The Woodlands even as people
are moving in.
In the future, it is hoped that totally
integrated communities will be designed
and built. Such communities will keep
environmental perturbation to a minimum
while maximizing environmental benefits.
An important element of some of these
communities will undoubtedly be
agricultural land pr4ervation that will
permit 2-ALscale farming operations by
residerdsl by employees of resident
associafioys, Computer technology now
exists to-pWp such communities optimize
farm outputs.
Mr, Seater is Administrative Director,
Urban Wildlife Research Center, Inc.,
Ellicott City, Merylend
., �Qa� .1�
• /l�day,lSlsc. X20
DES MOINES REGISTER
There was an Intersection in Iowa
i; Whenever I list my
City — Burlington and South Capitol -1
favorite things• press
that was very difficult to cross. Every]
treleases generally
once In a while a little old lady wouldrank
somewhere
between nosebleeds
g1l
getknockeddownbyatruckandadel-
l egation would go to the City Council!
and having a tooth'
and scream for a traffic light Nothing
tilled, but I ran across
At long last, however, urban renewal)
a beaut from Iowa
arrived. The Powers That Be knocked:
City the other day.
down every dwelling within aquarter=
,IL .dealt with the
�" • !_ "Comprehensive Plan Coordinating
—�� Committee
mile of the intersection, actually putt
the south side of South Capitol to grass
(CPCC) of • Iowa City`—
then put in a big, beautiful traffic light!
more specifically, with: a serieti of
— CPCC meetings to elicit citizen partici-
By thb'lime, of course, there was not
patlon for thedevelopment of anew
one to crass the Intersection, and. Doi
�` reason to cross -it,.so the Powers That'
city plan. ,..; r 1-�' ; ,
;
Be put a burlap bag over the traffic
;The rouser, of the piece, was"a"
comment from an unidentified
., light - ',
> It was still th re the Lvt' hmerI
committee member, to wit
"We heard from the people we have
looked.
•'
heard from before; where are. the
=Donald Kato
' •.''-r_ .A j
Others — the 'lost city?' What do they
,
want? We want to hear from them."
i Hoo boy! An Iowa City official asking
where all the people are is like a Nazi
wondering what happened to all of the
synagogues.: But , it, wai 'a serious •
question and.. it. deserves a serious
answer. Here itis: '
Dear Mr. or his Committeeperson
Maybe the "fosECity People" -• it,,:
couraged and moved away wh__ fou•
tore down all of their buildings. It gets.
cold'in the'winterin%Iowa* City and,
living In'a. tent or.,in the back of -a car.;
'
can be a hardship on many families.; ;'_'
'.What'you'should have done'before-
you tore the -buildings down I&to•ask
them, "IM you want us to destroy -911 of
your stores, shops,and'houses?", You
might have been amazgd at their,
answer.. As it.is.now,.if you were -to,
locate some -of the. '.!Lost City People!'
and asked thernwhat they wanted, they;
might say: '.'To see you In Hell" or some .1
equally pithy remark
". Since, that is all rubble over the dam,��
however'Ill take: it -upon myself to t
give you some good advice. You might
try,: rebuilding -downtown fowa City. s
Nothing fancy. understand, just houses
'
and stores, maybe a gas station or two.:
If you made it look -like it used to, that
would be nice, but I suppose that's too'
�'+..
much to ask: .Ar �•'..:' v'K;;
Just remember this:' No matter whit
you.plan or do,:it's`eot going to�make
UP for what's been done already. You'd
need. an Urban�Renewal 'Crlmes•1
Tribunal for that: ^, d -. ^•... r.•.�
Yourpal,
--
2330.,-
SUMMARY REPORT:
IOWA CITY EQUIPMENT
MAINTENANCE STUDY
Prepared for
The City of Iowa City, Iowa
By Barton-Aschman Associates, Inc.
Evanston, Illinois
December, 1976
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I CONTENTS
'
List of Figures and Tables, iii
Chapter 1
PURPOSE OF STUDY
1
Chapter 2
EQUIPMENT MAINTENANCE ORGANIZATION AND ADMINISTRATION
3
Personnel of the Equipment Division
Distribution of Equipment
33
Centralized or Dispersed Equipment Maintenance
Organization of Equipment Division
6
Salaries
Maintenance Reporting System
T
10
Chapter 3
THE ISSUE OF TRANSIT EQUIPMENT MAINTENANCE
Consolidation Issues
11
Evaluation of Consolidation of Transit System Facilities
Recommendations
11
12
for Managing Bus Maintenance
14
Recommendations for Physical Separation of Bus Maintenance
15
Chapter 4
THE NEED FOR A NEW FACILITY
Facility Deficiencies
16
16
Benefits of a New Facility
Conclusions
19
23
Chapter 5
TYPE OF FACILITY RECOMMENDED
Functional Layout
24
Cost Estimate
24
26
Chapter 6
'
DEVELOPING A NEW FACILITY
Funding Sources
29
Staging Strategy
29
30
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LIST OF FIGURES ' RES AND TABLES
Figures
1. Organization of Department of Public Works
2. Recommended Equipment Division Organization and Staffing
3. Functional Plan 4
Tab/es (In pocket at end of report)
1- Major Equipment- Inventor
y and
2- Mechanic Wage Scale Compar son location
1 3. Estimated Size and Cost of Facility November, 1976 5
4. Stage -by -Stage Costs 9
27 31
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Chapter 1
PURPOSE OF STUDY
The purpose of this study was to conduct a comprehensive evaluation of Iowa
City's equipment maintenance operation. For several years there has been increas-
ing recognition of the need for an improved equipment maintenance garage. This
issue, in effect, stimulated initiation of this study. However, the question of a new
physical facility really depends on a number of other fundamental organizational
and management matters:
1. Should maintenance be a consolidated function or should each department
be responsible for its own equipment?
2. Where should the responsibility for equipment management be lodged—in the
Public Works Department, in a separate unit, or in another existing department?
3. Should maintenance of the transit fleet be combined with maintenance of
other city equipment or be separated?
These and other key questions were examined, and the results are discussed in
this summary report. Recommendations are made regarding the following:
1. Centralized versus dispersed equipment maintenance.
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2. Consolidation of transit vehicle maintenance with the general city vehicle
maintenance operation.
3. The type of maintenance facility needed.
4. Implementation of a new maintenance facility.
Chapter 2 presents a brief summary of the organizational and administrative
review and recommendations made as a part of the study.
Chapter 3 discusses the issue of consolidating transit vehicle maintenance with
other city equipment maintenance.
' Chapter 4 reviews the current equipment maintenance operation with
emphasis being placed on the suitability of the existing central maintenance
facility located at Riverside Drive and U.S. 218.
Chapter 5 discusses the concept recommended for a new facility.
Chapter 6 presents a recommended step-by-step program for the implementa-
tion of a new maintenance garage.
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Chapter 2
EQUIPMENT MAINTENANCE ORGANIZATION
1 AND ADMINISTRATION
1 At present, the Equipment Division of the Department of Public Works has
1 primary responsibility for the maintenance of all city equipment. Figure 1
illustrates the organizational structure of the Department of Public Works.
Personnel of the Equipment Division
The Equipment Division is directed by a superintendent. This position is on par
with the other division superintendents within the Public Works Department.
1 Sixteen positions which are directly related to the maintenance and servicing of the
' city's motorized equipment are authorized in the city budget and are filled at the
present time. However, five maintenance personnel are assigned to the transit
' garage. This separation of staff makes effective management difficult.
Distribution of Equipment
1 Table 1 lists an inventory of the 189 items of major motorized equipment owned
1 and utilized by the city, and its allocation on a department and/or divisional basis.
The wide diversity in both type and use of equipment is a most significant factor in
the storage and maintenance operation. It should be noted that while the
1
1 3
1
ENGINEERING
DIVISION
CITY ENGINEER
DESIGN
SURVEYING
CONST. INSPECTION
DIRECTOR OF SECRETARY
PUBLIC WORKS
DEPUTY DIRECTOR
STREET
DIVISION
SUPERINTENDENT
STREET MAINTENANCE
STREET CLEANING
REFUSE
DIVISION
SUPERINTENDENT
SANITARY LANDFILL
WASTE COLLECTION
POLLUTION
CONTROL DIV..
SUPERINTENDENT
TREATMENT -PLANT
SEWER MAINTENANCE
EQUIPMENT
DIVISION
SUPERINTENDENT
EQUIPMENT REPAIR
SERVICE BUILDING
ORGANIZATION OF DEPARTMENT OF PUBLIC WORKS
Figure 1
TRAFFIC
DIVISION
7
WATER
DIVISION
SUPERINTENDENT
r.
TREATMENT PLANT
WATER DISTRIBUTION)
_
CUSTOMER SERV ICE .`
!'r
'35
_F.
Y
Y
Kr.
TRAFFIC ENGINEER
SUPERINTENDENT Y`
'f
TRAFFIC SIGNALS
SIGNS AND MARKINGS
i ID i r..3 N o. m n'1 ry N n N rCi
to iii ^`oro nmNNro nv .a -^N
• c ro v n
or N`^i .mn rl�ni v~, ^"lin-1 vo
n -1c nc -1n
-moo a,� zn n
+oro Not �
o ^
0
n
I I . I . I . . . . . .
v. I . . . ... . ..... . . . . ..
. . . . I . . I . . . . .
I., I . . I . . . I . . . . . . . . , . .
I I.... I. 1 I I.. 1
. I . . . . . . . I . . . . . . I
r
•'1 •I f. N1..Nl II�V.I IJI 1
I . . I . . . . .
�I. . . . . . . . 1 . 1 . . .
•V 11 . .. . 1 1 I N 1 I M I V, . N 1 I
r I. . . . I I . . I . I . . I . . r 1 1
V I• . I. N. I. I.. I. W I. N 1 1
�I1 ..........
N
N I V r u
.V .l r.m WNf.�,-AWP. V.O.NWC/O.II.N V,
City Manager
Water
Publ lc Works
Code Enlorconent
Engineering
Dousing
Coummnity Developnent
Urban Renewal
Streets
l l re
Recreation
Transit
(loI ice
Parking Systtrn
Equipment Division
Airport
Traffic Engineering
Forestry
Cmetery
Pollution Control
Refuse
Parks and Recreation
Animal Shelter
Equipment. Pool
Total
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Equipment Divi^.iion is given the responsibility for maintenance and repair of all city
equipment, this is not, in fact, being carried out.. This is due to the fact that (a)
division personnel and facilities have for some time operated at maximum capacity
and (b) the personal preference by some department and division heads to handle
some, if not all, of their own equipment maintenance. The largest single mainte-
nance operation outside of the Equipment Division is conducted by the Parks and
Recreation Department.
Centralized or Dispersed Equipment Maintenance
The city currently hires mechanics only for, the Equipment Division. Other _
departments and divisions use personnel with some related experience to maintain
equipment. The latter may be less effective, since (1) some of these employees
would rather not be mechanics, (2) they do such work on part-time basis and,
therefore, are not likely to be as proficient as they could become in the Equipment
Division, (3) they are not necessarily qualified or well trained, (4) they do not
receive proper supervision, (5) there is a lack of proper tools and equipment at
Outlying locations, and (6) equipment maintenance is of secondary importance to
the primary responsibility of the division or department.
It is recommended that all vehicle and construction equipment maintenance be
placed under the jurisdiction of the Equipment Division, and, furthermore, that it
be done at one site. Park maintenance equipment may continue to be serviced by
the Parks and Recreation Department, but such maintenance should be subject to
review by the Equipment Division Superintendent.
Because of the available unused labor pool and the need to do preventive
maintenance even while the equipment is in service, the Fire Department should
continue to perform certain maintenance on fire engines. This should be limited to
those functions which are now being carried out. All other preventive maintenance
and all unscheduled maintenance should be handled by the Equipment Division.
Organization.of Equipment Division
It is recommended that the Equipment Division be organized as shown on Figure
2. (The basic justification for the position of Assistant Superintendent for Transit is
covered in Chapter 3.) This recommended plan is based on the assumption that a
new facility will be built. It should be noted that the total number of employees
recommended is 14, two less than currently authorized and employed.
Consolidation of bus maintenance and servicing with the other equipment
maintenance operation, plus the improved efficiency of the new facility will make
this saving possible.
Salaries
A salary survey taken in November, 1976, indicates the Iowa City Mechanic 1
level wage is not particularly competitive, as illustrated in Table 2. Note that Iowa
City ranked tenth out of 12 in starting salary and only eleventh in top salary. While
it is said that the Iowa City salary level is competitive with those offered by private
contractors In the immediate area, it has not been too attractive when compared to
those of other cities. Over the years, higher salaries have been available at the
University of Iowa, and in Cedar Rapids, Dubuque, Des Moines, and the Quad
Cities area (for either public or private employers). This has resulted in a
long-standing shortage of qualified mechanics in Iowa City, and the problem is
encountered each time a mechanic is sought.
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CLERK
Assists superintendent and
shop foreman with scheduling
appointments for repairs; keeps
all repair and parts records;
orders and chases parts
SUPERINTENDENT
Administrator with knowledge of equipment
operation and maintenance. Runs division;
decides what work is to be sent out to
private contractors; analyzes performance
of division; sets up training seminars to
be given by shop foreman and outside
experts; handles personnel matters.
ASSISTANT SUPERINTENDENT
(SHOP FOREMAN) (A)
Senior Mechanic with extensive
knowledge and experience working
on buses; chief bus mechanic; super-
vises and trains mechanics and
servicemen; verifies all work on
buses.
1 MECHANIC
permanently assigned
to bus maintenance.
ASSISTANT SUPERINTENDENT
(SHOP FOREMAN)—OTHER EQUIPMENT (A)
Senior Mechanic with supervisory experience.
Chief diagnostician; assigns work to personnel;
supervises and verifies all work; assists on complex
repairs; recommends work tobe sent out to
private contractors; trains mechanics and
servicemen,
6 MECHANICS (B)
3 SERVICEMEN (C) -
Servicemen do all lubrication, oil
changes, minor repairs requiring
little special skills. Mechanics
Perform all other repairs. All fuel.
ing done by one serviceman who also
does preventive maintenance as
trainee.
RECOMMENDED EQUIPMENT DIVISION ORGANIZATION AND STAFFING
Figure 2
Table 2
MECHANIC WAGE SCALE
COMPARISON --NOVEMBER,
1976
Iowa
Cities-
Monthly Wage
Rang
Rank
Among 9
County
minimum
Maximum
Range
Cities
Minimum
Listed
op
Ames
$ 813
$1,028
$215
7
6
Bettendorf
786
1,170
383
11
1
Cedar Falls
855
1,026
171
5
8
Cedar Rapids
821
1,032
210
6
5
Council Bluffs
750
988
238
12
10
Davenport
1,023
1,130
107
7
3
Des Moines
997
1,045
48
2
4
Dubuque
936
1,002
66
3
9
IOWA CITY
790
976
186
10
11
Sioux City
859
1,027
168
4
7
Johnson County
810
962
152
8
12
University of Iovra
810
1,140
330
9
2
Average:
$ 854
$1,044
$190
1
(1) For
position equivalent
to Iowa City's
Mechanic
1 classification.
9
i
Wage levels of mechanics in central and eastern Iowa should be monitored on a
regular basis to ensure that Iowa City's scale remains more cgmpetitive than in
recent years.
Maintenance Reporting System
Effective management of an equipment maintenance operation requires routine
information on equipment performance and costs—including both operating and
repair expenses. The necessary information includes equipment use (miles or
hours), fuel and oil consumption rates, and the types of scheduled and unscheduled
repair and costs. This data should be continuously accumulated and regularly
summarized for management and supervisory personnel review on a two- to
four-week basis. Such systems are typically called "management information
systems."
The management information system, which is in the process of implementation,
is basically well designed and should serve the city's equipment management need
effectively.
UP]
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0 Chapter 3
THE ISSUE OF TRANSIT EQUIPMENT
MAINTENANCE
Currently, the Equipment Division
unscheduled has responsibility for the scheduled and
has
of the city's buses.
Preventive maintenance is d Normally, the light servicing and
one by Equipment Division
garage, with heavy repairs done at the E quiPmmechanics at the bus
Priorit ent Division shops. Buses receive
Y attention—after fire and police vehicles.
operation In addition to the Iowa City transit
1 the University of Iowa operates
CAMBUS is a 12 -bus system called CAMBUS.
oriented to the students' needs and o
the campus area. Perates primarily In and around
The City of Coralville also operates a transit system with four
buses in street service.
Consolidation Issues
The existence of three relatively small bus systems within an urban area of
approximately 60,000 people frequently raises the question of unification: There
are several major consolidation
issues which require attention early in
the
consideration of Iowa City's total maintenance facility
1. Should any two needs:
or all three, transit systems be consoiidateci In terms of
storage and maintenance—
not to mention management and administration
(jurisdictional consolidation)?
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2. Should the maintenance and storage of the buses be combined (consolidated)
with the rest of Iowa City's public vehicle fleet (corporate consolidation)?
Evaluation of Consolidation of Transit System Facilities
A series of quantitative analyses were performed to measure the "economy -of -
scale" effect that several consolidation strategies would bring about.
The analytical evaluation of the three bus systems suggests that there is some
merit in consolidation. In addition to the tangible savings in land and building area
as well as personnel -related costs, there are certain intangible benefits that might
be gained, including:
— Ability to attract more highly qualified supervisory personnel as well as
mechanics due to the more modern operation.
— Higher quality maintenance due to more specialized equipment and tools—
including a bus washer and cyclone cleaner.
There is no doubt that a community of 60,000 people which needs about 45 to 50
buses for transit service would build a single bus maintenance and storage facility.
However, the Iowa City -University of Iowa-Coralville situation is quite different
from that of a single unified community. Hence, the issue of consolidation must
also be examined from institutional, administrative/ management, fiscal (local),
and political perspectives.
Jurisdictional Considerations Regarding Consolidation
There are a number of practical reasons for the university to resist the consolida-
tion of its CAMBUS operation with the Iowa City transit system (both from a
maintenance/ storage standpoint and operationally):
12
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1. The operating hours are substantially different. The city service operates
between 6:00 A.M. and 6:30 P.M., six days a week, while CAMBUS operates
five days a week from 6:00 A.M. to midnight.
2. The size of the university's current bus maintenance and storage facility is
adequate for the planned future operation of about 20 buses.
3. The university and CAMBUS officials believe the current maintenance staff
is competent.
4. The current organizational arrangement is not complex and insures that when
a CAMBUS vehicle is in need of repair it will receive top priority; i.e., a positive
maintenance response now exists.
5. A portion of the maintenance and servicing operation is done by work-study
students and 80 percent of their salaries is paid by federal funds. This results
in considerable economy for CAMBUS.
' In addition to these tangible considerations, it must be understood that. a
Portion of the CAMBUS budget is supported through student fees. A legitimate
concern of university officials is that the students would probably be less
enthusiastic about paying this fee if the "student run" flavor of the university's bus
' system were diluted (or eliminated) through some form of consolidation.
In summary, it does not appear there Is any compelling reason, financially or
otherwise, for the university to seek consolidation of its bus operation with that of
the city. In fact, current institutional and management conditions argue for
' separate operations—at least until the work-study program phases out (this seems
' very remote at the present time).
13
The question of combining the Coralville and Iowa City fleets is somewhat more
straightforward. This is due primarily to the fact that Coralville has recently
completed constructing a new bus storage and maintenance garage. The abandon-
ment of this facility in the next few years could well be a difficult political
problem—not to mention potential financial loss. Also, as in the case of the
CAMBUS, the Coralville system has a different operating day than Iowa City (6:00
A.M. to midnight versus 6:00 A.M. to 6:30 P.M.). Finally, Coralville has as much
interest in "priority maintenance response" as either the university or Iowa City.
The situation of one jurisdiction owning and operating a maintenance facility and
contracting maintenance service to other jurisdictions is an open invitation to
intergovernmental friction.
Accordingly, it is recommended that the concept of consolidating either the
Coralville or university bus storage and maintenance operations with that of Iowa
City be dropped at this time. Iowa City should proceed on a course of action that
provides for the best possible maintenance and operations of its fleet. However,
such actions should not preclude eventual consolidation of all three operations.
Recommendations for Managing Bus Maintenance
Because of the production nature of transit operations and the critical relation-
ship between the quality of the physical and mechanical condition of the vehicles
and the attitudes of the riders, a high level maintenance effort is absolutely
essential. In addition, today's (and particularly tomorrow's) $70,000 transit bus is a
highly sophisticated piece of equipment. The proper maintenance of such
equipment requires specialized training and continued experience.
14
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It is the opinion of the consultant that the maintenance of the transit vehicles
should be treated organizationally, and to some degree physically, as a separate
operation. This would create an immediate and positive response to transit mainte-
nance needs and provide a focused accountability for the maintenance and
performance of the bus fleet. Specifically, the recommendations are as follows:
1. Divide the equipment maintenance group into two functional divisions, i.e., (1)
the Bus Division and (2) the general Equipment Division. Each division should
be headed by an assistant superintendent (a working foreman). The assistant
' superintendent for buses would be assigned the total maintenance responsi-
bility for the bus fleet, with the assistant superintendent for general equipment
having the responsibility for all other classes of city equipment.
2. It is further recommended that one lead mechanic be permanently assigned to
the Bus Division. Beyond that, all other mechanics should be "pooled" to be
used as needed in either side of the equipment maintenance operation.
3. At least one mechanic from the "pool" should receive special training in the
area of bus maintenance. This would provide for the contingency of emergency
' maintenance.
Recommendations for Physical Separation of Bus Maintenance
The requirement of a high level of vehicle maintenance as previously discussed,
is more likely to be met when specific responsibility for the bus fleet is given to a
specific person or group of people; i.e., mission focus. The mission focus of the
' bus maintenance operation would be materially enhanced if some degree of
physical "separateness" were achieved.
1 15
Chapter 4
THE NEED FOR A NEW FACILITY
Iowa City's Central Maintenance Garage (CMG) is located on the southeast
corner of the intersection of U.S. Highway 218 and Highway 6 bypass. Develop-
ment of the garage at this site began over 20 years ago. Originally, it functioned
primarily as the street department maintenance yard. As the city equipment fleet
increased in size, and as other functions were added to the city services, the
facility was expanded and modified. It should be noted that in the past 15 years,
the city's motorized equipment fleet has Increased threefold—while the mainte-
nance facility has remained fundamentally unchanged. The stress: of the enlarged
demands on a relatively small and obsolete facility is becoming apparent.
Facility Deficiencies
During several visits to the garage, both the physical condition and operating
procedures were carefully observed by the consultant team. The following basic
' deficiencies were noted.
Safety
During October, 1975, the Iowa Bureau of Labor inspected the service building in
terms of OSHA standards. In total, 17 different violations were identified ranging
16
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Iin severity from improper identification on protective head helmets to poor isola-
tion of flammable gases and liquids. The OSHA violations now have been
' corrected by the city. Nonetheless, the working areas of the garage remain less
' than desirable from a safety management standpoint.
Working Conditions
Overall, the working conditions at the Central Maintenance Garage are poor. The
shop quarters are too small. There are no pits and only one small hoist. There is no
way to work on the underside of a large piece of equipment, such as a bus or refuse
truck, except by crawling under the vehicle. In addition, the repair bays are too
' short for buses. The bays are approximately 35 feet long wall-to-wall—which is
exactly the length of a full-size bus. This does not allow working space or room for
tools and/or repair equipment. The size of the "washroom" is inadequate and, like
' the facility generally, it has not been kept clean. There are no lockers for personal
use. There is no appropriate space for meetings, lunch, or training sessions.
Storage of Equipment
There is virtually no heated storage at the Central Maintenance Garage at the
present time. About one-half of the equipment is stored under cover there with the
rest stored in a rented building at the 4-H Fairgrounds. Overall, the poor storage
arrangements contribute to less than optimum use and care of the equipment.
® Painting and Washing Facilities
The Central Maintenance Garage lacks any painting or washing capabilities -
17
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' except for a concrete pad adjacent to a water hydrant. Painting is done with a
brush, either inside a stall or outside of the building. The transit garage has the
only semblance of a washing facility—which is simply a pressure, hand wand -type
operation.
Incremental Future Expansion
It would be very difficult to expand any of the four repair areas. As was
Previously pointed out, the bays are too short for several classes of equipment. In
addition, the head room of the bays restrict the use of hoists for large equipment
such as refuse trucks and buses. Reconstruction of the curreni bays to conform to
' modern maintenance needs and techniques would almost require complete
demolition of the existing structure.
Office space has been reorganized so many times that any systematic expansion
is virtually impossible. Wholesale revision is the only practical answer.
Specialized Maintenance Operations
' The facility has no paint or body shop capability and has only recently acquired
any semblance of a "clean room." In general, specialized maintenance or repair
work is inhibited due to lack of adequate space for other than basic repair and
' servicing operations.
Warehouse and Office Facilities
' There is virtual) no warehouse space—except for two
y
'Quonset but type
buildings. These two buildings are old, not heated, and make -shift at best and
should be scrapped. Their presence contributes to the general rundown appearance
of the Central Maintenance Garage, which is Important In terms of both employee
and public attitudes.
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Benefits of a New Facility
The benefits of improved equipment maintenance personnel capabilities and a
new facility are both tangible and intangible. For example, as productivity of the
mechanics is increased, additional payroll costs are avoided (less mechanics need
to be hired in the future and overtime is reduced), Improved equipment condition
could also result in less frequent replacement and fewer lost crew hours due to
breakdowns. These are direct and tangible benefits. At the same time, a riew,
modern facility will likely create a positive attitude among the employees. This
should produce more effective and efficient performance. The benefits cannot be
directly evaluated in dollars and cents; however, it is certain that benefits will
accrue in the following areas:
1. Employee Morale
- Improved Efficiency
- Facilitate Recruitment
- Reduce Turnover
- Increased Respect for
Municipal Government
2. Care of Vehicles
- Reduce Maintenance
- Reduce Replacement
The maintenance employee survey taken early
in the study revealed generally low morale
and a strong resentment toward the poor
working conditions at the central maintenance
facility. The city has experienced difficulty in
the recruitment of qualified mechanics. This
may in part be due to the very poor impression
prospective employees have of their future
working environment.
In general, the poor condition, and disorganized
state of the maintenance and storage facility
may be contributing to a "who cares" attitude
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- Reduce Down Time with regard to equipment use. This, in tum,
simply intensifies the maintenance and
replacement problem.
3. Transit Service At present, none of the maintenance bays will
- Improved Operations accommodate the city's transit buses (the bays
- Reduce Maintenance are too short). Wintertime maintenance Is
- Reduce Replacement particularly affected. Such constraining
conditions could contribute to improper
maintenance. This, in turn, could lead to
(a) undependable service due to breakdowns
20
and (b) uncomfortable buses due to lack of
attention to seats, shock absorbers, cracked
windows, air conditioning failure, etc.
4. Other City Services
As in the case of transit service, other city
- Improved Dependability
services that rely on use of a vehicle (garbage
- Improved Efficiency
pickup, street maintenance, etc.) could become
- Improved Safety
more dependable and efficient through improved
equipment maintenance. in addition, it Is a
fact that equipment can become unsafe.
For example, brakes, hydraulic systems,
safety lights, etc., need constant checking
and immediate response as problems develop.
To do less than a 100 percent maintenance
20
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job on critical items creates unsafe conditions
'
not only for employees but also the public.
5. Extend Equipment Life
The present facility has
'
- Reduce Body Corrosion
no equipment washing
capability (except for a hand held hose).
1
- Reduce Capital
Accordingly, equipment is not thoroughly
Replacement
or frequently washed. This contributes to
'
shortened body life due to salt corrosion, etc.
'
The overall improved quality of maintenance
achieved due to a modern facility will, of
course, contribute a great deal toward
'
6. Land Sale
prolonging the life of all equipment.
Proceeds
With consolidation of the Water Division
- Cash for New Facility
and
transit operations at a new Public Works
- New Tax Base
Garage, the Gilbert Street site and the transit
garage property could be sold for private reuse.
'
This would bring an immediate cash return to
the city—as well as put this land on the tax
'
rolls.
7. Environmental Improvement
Iowa City's long-range plans call for the
- Complement River Park
riverfront east of the present garage to be
'
- Protect River System
developed as a park. The current condition
'
of the maintenance facility building and grounds
would detract from a park environment. In
21
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addition, an enclosed salt storage area would
protect the Iowa River from salt infiltration.
B. Maintenance Efficiency The lack of an adequate parts inventory at the
- Increased Productivity present facility results in wasted time; i.e.,
- Improved Management sending a mechanic or serviceman to a local
Effectiveness supply house for a needed part. The fact that
maintenance is carried on at several locations
also creates inefficiencies and makes effective
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10. City Image
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nately, very little basic improvement will be
possible without major reconstruction. A new
facility could be designed from an energy
conservation standpoint.
The image of the city government is, in large
measure, a product of the quality of the public
services provided. Image also is affected by the
22
management difficult.
9. Property Maintenance
The city recently has spent nearly $10,000
1
- Eliminate Refurbishing
for the refurbishing of certain elements of the
1
Costs
existing maintenance garage. An additional
- Minimize Energy
$30,000 is anticipated to be required in the
Consumption
near future. Costs of this type will continue
through the years as the city attempts to make
'
the facility safer and more efficient. Unfortu-
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10. City Image
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nately, very little basic improvement will be
possible without major reconstruction. A new
facility could be designed from an energy
conservation standpoint.
The image of the city government is, in large
measure, a product of the quality of the public
services provided. Image also is affected by the
22
physical appearance and condition of city
property. Both of these areas relate directly
to the need for a new maintenance facility.
The existing facility is clearly obsolete and not
a source of community pride. Further, continued
operation of this facility may result in sub-
standard equipment maintenance. As repeatedly
mentioned above, this will ultimately lead
to substandard delivery of services.
Conclusions
The need for a new equipment maintenance and storage facility is clear—this
question should no longer remain an issue. The remaining questions are:
1 • What type of new facilityis
needed? (What functions and departments
should be housed there? Location? Size? etc.)
2. How can and should the city implement the new facility? (Source of financing?
staging? etc.)
The final two chapters of this report deal with these questions.
23
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Chapter 5
1 TYPE OF FACILITY RECOMMENDED
1 Iowa City must have a new maintenance facility if its municipal equipment fleet
1 is to operate at maximum efficiency.
The new equipment maintenance facility must be more than a place where city
1 equipment is maintained. it should also serve as an operations center for the
Streets, Refuse, Water Distribution, and Traffic Engineering Divisions. Transit
' operations should also be based there when bus storage space is constructed. All
1 of these functions could be carried out literally "under one roof.,,
Functional Layout
1 During the past three years, a great deal of research and planning regarding the
1 layout of a central maintenance and storage garage has been done by the
Department of Public Works staff. Additionally, the consultant has collected plans
1 for several similar facilities and has visited one garage for a detailed inspection.
1 Putting all of this past experience together, a functional plan was developed for
illustrative and cost estimating purposes. This plan is included in ;he pocket at the
1 end of this report. It is based upon the following guidelines:
1
1 24
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'
I- The bus maintenance area is to be separated somewhat from the other
maintenance area.
'
2. Both maintenance areas are designed to accommodate the size of the
'
current fleet plus a 10 to 15 percent increase.
3. The tool and parts storage area as well as the machine shop and component
'
rebuild areas should have a central
location.
,
4. The lobby and office area should be convenient to the public.
5. The employee area must directly connect to both the
maintenance and storage
areas.
6. The site circulation plan must avoid conflicts between visitor traffic and
"work"
traffic.
'
7. The office and employee areas should accommodate the following divisions:
Water Distribution
'
Streets
Refuse
Traffic Engineering
'
Equipment Maintenance
'
Transit
8. The storage area(s) should accommodate all city equipment with the
following exceptions:
25
-- Fire equipment
— Police vehicles
— Parks and recreation vehicles
— Other pieces permanently located at other sites—such as the landfill.
Cost Estimate
Table 3 indicates the area in square feet used for the various
functional plan. The estimated unit cost for each area ielements of the
s shown. In addition, lump
sum costs have been estimated for other needed improvements: In total, it is
estimated the recommended facility will cost between $2.7 and $3.4 million.
The unit costs used for this estimate include an allowance for
electrical, plumbin the heating,
9, and other mechanical features—as well as some special
foundation treatment (perhaps Piling) that will be necessary because a portion of
the site is on old landfill. An example of a comparable building type, used for the
Purpose of estimating these costs is the Iowa -Illinois Gas and
center built in 1969-70 on MuscatineElectric operations
Road. In this case, the unit cost, in terms of
1976 construction dollars, would have been approximately $31 per square foot.
9F
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Table 3
ESTIMATED SIZE AND COST OF FACILITY
1. llaintenance/Office Area
--Office/Lobby
--Employee Area
--Repair Bays
.--Parts/Tool Storage
--Traffic Shop/Offices
--Welding/Machine Shops
43,420 Sq. Ft. @ $30-$35/Sq.Ft. _ $1,302,600-$1,519,700
Major Equipment/Systems
--Five Hydraulic Lifts 100,000- 150,000
--Exhaust System
--Compressed Air System
--Paint Booth
2. Garage Area
50,750 Sq.Ft. @ $15-$20/Sq.Ft.
3. Bus Garage/Operating Base
Garage Area
12,750 Sq.Ft. @ $15-$20/Sq.Ft.
Operating Base
--Office Lobby
--Employee Area
2,730 Sq.Ft. @ $30-$35/Sq.Ft
4. Bus Wash Facilities
--Building
2,400 Sq.Ft. @ $15-$20
--Equipment Washer, Cyclone
Cleaner
--Fuel Pumps/Tanks
5. Fueling Station
--Canopy
--Fuel Pumps/Tanks
27
1,402,600. 1,669,700
= $ 761,250-$1,015,000
_ $ 191,250-$ 255,000
= $ 81,900-$ 95,550
_ $ 36,000-$ 48,000
$ 40,0007$ 60,000
76,000 108,000
7,600- 9,400
Table 3 (continued)
FCTTMAVPn
�"c nnu LUST OF FACILITY
6. Site Development
--Roadways/Walks (8,000 Sy)
--Parking Areas
(4,700 5Y) $
--Fencing (1,630 Ft.)
100,000-$
35,000-_
120,000
--Lighting
--Out Buildings
12,000-
8,000-
40,000
15,000
--Landscaping
. 10,000-
10;000
10,000-
20,000
20,000
Site Development Total: $
175 00 0 $
Total Estimated Project Cost: $2,695,600-$3,377,650
225;000
NOTE: Source of unit cost figures:
1. Means: Building Construction
Cost Data 1976
Manual (34th Annual Edition)
2- Comparative Costs of Similar Construction
in East Central Iowa
and Iowa
the past five years. City over
1
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e Chapter 6
DEVELOPING A NEW FACILITY
iFor several years the Iowa City capital Improvement program has included anew
equipment maintenance facility. The intent has been to build the entire facility at
one time. The city has recognized that this would not be an inexpensive undertak-
Ing, but so far has not Identified a suitable funding source.
In this chapter, possible funding sources are discussed. In the event that
sufficient funds cannot be made available to complete the f2cility at one time,
,- some suggestions are made for staging the construction.
' Funding Sources
In discussions held with the city staff members during the course of this study,
r the following two funding/staging alternatives were determined to be the most
appropriate:
I. Construction of the entire facilty at one time with general obligation (GO)
ibonds. An UMTA grant would be sought to fund the bus garage and operating
base, as well as the bus washing and servicing facility.
2. Stage construction of the facility, using a combination of funding sources (in-
' cluding GO bonds, general revenue sharing, operational, and various other
funds; additionally, UMTA funding used for the above mentioned transit
elements of the project).
1 .
29
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Staging Strategy
It is recommended that the new facility be constructed on the present site
(southeast quadrant of Riverside Drive and U.S. 218) -assuming, of course, that a
'
soils test would not prove this to be infeasible.
'
If the new facilities are constructed on the existing site, equipment maintenance
operations
will still have to be conducted on-site during construction. ConstruG-
tion should begin on the vehicle maintenance and repair portion of the facility
which would be located at the site of current employee parking spaces. The
'
employee parking area could be relocated south or east temporarily.
Once the maintenance area is completed and in operation, the existing buildings
(except the division offices) can be demolished and construction begun on the
other parts of the complex. Concurrent with construction of the maintenance
facility, any separate storage facilities (salt, for example) should be
constructed.
Phasing construction in this manner should assure minimum disruption of
existing operations.
The asst of delaying construction (inflation) should be considered in any
extended staging of the project. However, if it becomes necessary to stage the
complex over a period of several years, it should be built in the fallowing order:
1. Maintenance, office, and employee area to serve all city equipment, including
buses.
2. Garage for equipment storage.
3. Bus garage and operating base.
This staging will correct existing deficiencies in order of their
severity. Table 4
indicates the estimated stage -by -stage
costs of following this approach.
30
� ss
Table 4
Total Local
Estimated Cost Share
Stage 1
a. Maintenance Office, Employee Area $1,403,000-$1,670,000 $1,403,000-$1,
b. Washing, Fueling Stations 83,600- 117,400 22,800 670,000
C. Site Improvements 141000-___.2.3,000 31,000
74,000- 93,000
Subtotal -Stage 1: $1,560,600-$1,880,400 $1,499,800-$1,794,000
Stage 2
a. Equipment Storage Garage Area 761,250- 1,015,000
b. Site Improvements 42,000- 55,000
Subtotal -Stage 2: $ 803,250-$1,070,000
Stage 3
a. Bus Storage Garage $ 191,250-$ 255,000
b. Operating Base/Offices 81,900- 95,550
C. Site Improvements 59,000-____L7,000
Subtotal -Stage 3: $ 332,150-$ 427,550
Total -All Stages: $2,696,000-$3,377,950
11180 percent of bus wash/fueling facility
(2)80 percent of facility
(3)80 percent of approximately ane -half improvements
761,250- 1,015,000
42,000- 55,000
$ 803,250-$1,0701000
$ 38,250-$ 51,000
16,380- 19,110
35,400 46,200
$ 90,030.$ 116,310
$2,392,080-$2,980,310
UMTA
Share
60,800
86,40011•'
$ 60,800 $
86,400
$ 153,000-.$
204,000(2)
65,520-
23,600
76,440213
30,800
$ 242,120 $
311,240
$ 302,920 $ 397,640
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HAYEK. HAYEK & HAYEK
WILL J. HAYEK ATTORNEYS AT LAW
JOHN W. HAYEK 1I0 EAST WASHINGTON STREET
C. PETER HAYEK IOWA CITY. IOWA 52240
December 23, 1976
The Honorable Mayor and
City Council of Iowa City
Civic Center
Iowa City, Iowa 52240
Re: Moore v. Epstein
Mayor and Council Members:
AREA CODE 3I9
337-9606
On December 6 Judge William R. Eads of the Johnson County
District Court sustained Division II of Defendant Epstein's motion for
summary judgment in the above case but overruled Division I of the
motion. Had Judge Eads sustained Division I Plaintiff Moore's entire
case would have gone out. I believe that the District Court's ruling
on Division I of the motion was incorrect and am applying to the
Supreme Court for permission to take an interlocutory appeal in
order to get that ruling reversed.
If the Court grants permission for the interlocutory appeal
and reverses the District Court, we can avoid a lengthy and expensive
trial. Since time is short in which to take the appeal, I have gone
ahead with that process on my own initiative. If you feel it necessary,
we can discuss this case in an executive session. If you wish to, you
can instruct me to dismiss the appeal. However, absent such an
instruction I plan to proceed with this.
It is difficult to get the Supreme Court to hear an interlocutory
matter and so permission may well not be granted. 1Iowever, as
indicated, [ believe that it is well worth the attempt. You need take no
action on this letter unless you wish to instruct me to drop the appli-
cation.
Respectfuly su mitted,
Joh W. Hayek F Q L E
WD
JH:vb:1 CEC2 71976
ABBIE STOLFUS
CITY CLERK
x-33 �-
10y]
Special Report STAFF COUNCIL MINUTES
VOL. XIII, No. 37 -- December 22, 1976
December 8, 1976 = '��•
Miller Room, IMU y
PV
Present; Susan Anderson, Lana Bobek, Olive Bright, Tom Dewey, Craig Fasten W,
'
Duane Ingram, Esther Kalb, Helen Kehoe, Karen Knight, Leo Miller,
Mary Lou Miller, Maylen Proffitt, Mary Sewall, Marcella Soper, Don Wilson,
Sally Young
Absent: Ed English,..Olin Fredericksen, John G
Kathryn Scott oeldner, Linda Goeldnei, Roxene Redenius,
Guests: Linda Clarke, Coordinator for Staff Development and Training; Prank Harlin,
Librarian; Mary Jo Small; and William Shanhouse
Minutes. The minutes of the November 10 meeting were approved as written.
Signage Program. Mr. Shanhouse reported on the University signage program: There
are seven types of signs -
_2 Sign Type 1: These are the signs which will appear on the main arterials
designating g g geographic and functional areas for motorists.
These signs are green except those pertaining to the hospital.,
which are blue. /
Sign Type ype 2: These are the signs placed throughout the campus designating the
different areas of campus: Old Capitol Area - ocher in color;
Art Center -Law - rust red in color; Health Center -Sports -dive
green in color.
Sign Type 3: Directional and parking signs.
Sign Type 4: Building identification signs for vehicular orientation.
Sign Type 5: Free-standing signs for pedestrian orientation.
Sign Type 6 Signs attached to building for pedestrian orientation.
Sign Type 7: Same as type 3, but shorter height.
Each major building exit will have a "you -are -here" type map.
The University signs will be attractively framed with square welded steel tubing with
bronze colored baked enamel finish.
Mr. Shanhouse pointed out that this program is to help the visitor around campus. 'It
has a three -fold purpose: 1) To get cars directly to the best parking area, cutting
down on the volume of traffic on campus; 2) to'aid pedestrians in locating desired
destination; and 3) to help visitors develop a warm feeling for the University of Iowa.