HomeMy WebLinkAbout1979-02-20 Info PacketCity of Iowa City
MEMORANDUM
Date: February 16, 1979
To: City Council
From: Richard Plastino, Director of Public Works
Re: Transit Issues
During the past few weeks there has been a great deal of discussion
about the operation of the Transit Division. A few facts have been
brought to light but there has been no written document presented to
Council with detailed information about the issues. This memo will
present the issues raised, provide facts and answers and provide an
analysis of each particular situation. Seventeen issues will be
examined.
1. Issue - City management has not listened to the concerns of the
dr -rivers.
Facts and Answer - the City has conscientiously listened to
the concerns o?
the drivers.
Analysis - In January, 1979, a driver filed a grievance in
Which the driver made the following demands:
(1) That the City of Iowa City assume responsibility for an
accident of 1-5-79 and admit negligence in the issuance
of bus number three on said day;
(2) That Iowa City transit routes be rewritten so as to be
"makeable" without breaking posted speed limits and
without risking the safety of drivers, passengers and
public.
On January 29, I met with the driver and had a lengthy
discussion about the various problems. At that meeting
the driver was told he would be contacted for future
discussions. At the conclusion of the meeting the
grievant made it clear that unless the issue was resolved
in his favor he would take the matter to the news media.
He further stated that with the publicity being generated
by the Linda Eaton case he felt that the City would be
reluctant to have any more adverse publicity. I stated
that management did not make decisions based on the
reaction of the news media to any given situation. On
January 30, the driver was contacted and a meeting was set
up for January 31.
,3,3-3
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A meeting was held January 31st with the driver and the
union steward. The meeting appeared to be productive and
the union steward stated that the City appeared to be
listening to the concerns of the driver. Unfortunately,
a few hours later it was learned that a few transit
drivers were planning to hand out leaflets to the general
public regarding the mechanical condition of the buses
and difficulty in making route schedules with high
passenger loads and adverse weather conditions. We were
concerned about this action since it was a one-sided
action which directly contradicted our cooperative
meeting only a few hours earlier in the day. It also
circumvented the management -union contract which
specifies how problems are to be resolved.
That evening City management was able to contact the
union steward by phone. Management stated that we
believed solutions could be worked out and that the
precipitous action did not appear useful. The steward
indicated she would phone back later that evening with
the union's answer. No phone call was received and
finally late in the evening the transit manager called
the union steward. The steward stated that the drivers
were going ahead with handing out the leaflets. On
February 2, leaflets were handed out to the general
public.
On Monday, February 5, a labor-management committee
meeting, which had been scheduled several days earlier,
was held to discuss this and other subjects.
2. Issue - Drivers must break the speed limit to make schedules.
Facts and Answer - No, not under high passenger load and
normal road conditions.
Analysis - A transit route is composed of four time elements.
Element number one is the time spent travelling between stops.
Element number two is the time to slow down and pick up a
passenger. Element number three is the time spent picking up a
passenger. Element number four is the time to pull away from
the stop and accelerate.
The amount of time spent on element number one is a very small
proportion of the total travel time on low routes. For
example, on the East College route during rush hour there are
approximately 30 stops made during the half hour trip. With
this many stops, the 25 mile an hour speed limit is not a
guiding factor. Only a few routes afford the opportunity to
travel near or at the speed limit. These routes would include
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Portions of Benton Street, N. Dubuque, Gilbert, Highway 1
(north), Melrose, Morman Trek, Rochester, and Highway 6
Bypass. Portions of these routes have speed limits of 30, 35,
and 45 mph.
In agreeing with employees that violation of speeding laws is
not an acceptable course of action, this particular concern
has been given far too much emphasis. Particularly during peak
hours the number of stops, and traffic congestion limit the
j
bus's speed. When the speed limit controls, it must be obeyed.
3. Issue - There is too much stress on drivers during the rush
hour.
Facts and Answer - No.
I
Analysis - Transit routes in Iowa City are set up on 30 minute
I headways. In this system this means it takes the bus 3o
minutes to travel its route under the following conditions: 1)
a high passenger load; and 2) dry streets. Whenever conditions
vary from this the transit route will either take less time or
more time to travel. It would not be efficient to set up a
transit route assuming the worst conditions of the year since
this would mean during the rest of the year the transit system
would be under-utilized with large amounts of slack time.
Management expects that during rush hour traffic and during
severe winter conditions drivers will feel pressured from
traffic the time
fromslippe congestion,
andmfrom others adverse conditions. This
type of stress is no less nor any more severe than the stress
faced by any employee in the public or private sector.
I Employees in the Water Division repairing a main break at 3:00
a.m, in the morning with the temperatures below zero feel
stress; a Street Division employee plowing snow in a blinding
snowstorm for 12 to 16 hours feels stress; a Finance employee
j working an irate citizen who is paying a traffic ticket feels
stress and a garbage collector picking up refuse with the chill
factor at -45°F feels stress.
In the American market place compensation is given to an
employee in return for job performance. Almost all jobs
involve stress. We do not believe that transit routes should
be manipulated for the express purpose of eliminating all
types of stress a driver might feel. When employees begin work
for the transit system they become aware that driving during
peak hour, with severe winter weather under adverse road
conditions is stressful. This is an expected and normal part
of the job.
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Issue - Redoing routes and schedules will resolve all
problems.
Facts and Answer - No.
Analysis - There has been discussion about the fact that a
comprehensive review of the routes is planned for this coming
summer. All of the problems about scheduling can be easily
resolved if the routes are shortened or headways increased so
that there is a generous amount of slack time on all of the
route under peak load adverse road conditions. Unfortunately,
this also means that large areas of town will have transit
service discontinued or headways increased. It is
management's objective to plan transit schedules so that they
can be made on schedule under high passenger load conditions on
bare, dry streets. Making the schedule will mean accelerating
away from a stop while passengers are still seating
themselves, making change while the bus is moving, and
minimizing the time spent decelerating to a stop to pick up a
passenger. If the route schedule is set up under these
conditions there will be more slack time available during
periods of low ridership demand and there will be no slack time
available during conditions of high ridership and adverse road
conditions.
It should be obvious that there is no way to set up a transit
route on any type of headway so that an exact amount of time is
needed under all types of road conditions and passenger loads.
While each route could be given so much slack time that the
route could be made under even the most severe conditions, this
means that bus capacity could waste the other 35 or 40 weeks a
year. This is a concept management cannot embrace.
While the transit manager will review the routes next summer,
management will always attempt to provide maximum service to
the customer with minimum headway times.
Issue - The driver's viewpoint always represents what is best
for transit.
Facts and Answer - No.
Analysis - While bus drivers are very knowledgeable about
their particular routes and their particular set of
conditions, there are many other factors which must determine
how a transit system operates.
As mentioned earlier, the main one is the trade-off between
adequate slack time and service to the customer. This ties in
with the amount of financial support the City gives to transit
J
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system, the citizens perception of what is expected from the
transit system, the viewpoint of elected officials, comments
the transit system receives from passengers, the amount of
state aid the transit system receives, federal funding,
ability to service the vehicles during off hours, as well as
other factors. The one place where all of these factors come
together is in the transit manager's office,
The transit manager is expected to absorb input from all of the
parties affectd by route scheduling and form them into a policy
that is acceptable to the elected officials.
In many cases a bus driver's viewpoint, while sincere, is very
narrow in scope and may represent only what is best for a
driver.
6. Issue - Routes and schedules should be set up by a committee
composed of management and the union.
Facts and Answer - No.
Analysis - As stated earlier, the driver's viewpoint is an
important element in determining schedules but the transit
manager must provide schedules that utilize the buses to the
maximum extent possible consistent with all of the many other
concerns that go into making a route schedule. An objective of
the Transit system is to provide maximum convenience to the
Transit customer and not necessarily to the Transit driver.
Working conditions for the driver should be acceptable but
acceptable does not necessarily mean relaxing, pleasant,
socially satisfying, or socially relevant.
7. Issue - The transit buses are unsafe.
Facts and Answers - No.
Analysis - The mechanical condition of the buses has improved
steadily since a comprehensive preventive maintenance program
was established in March 1978. Since no organized program
existed before that time, a large number of needed repairs were
identified when the first group of comprehensive inspections
were conducted. As we get into the second year of this program
we will begin to reap the benefits of the large volume of work
done as a result of the first year's inspections.
The following inspection schedule has been in effect for the
past year:
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Daily - lights, oil/water levels, tire condition.
4 week interval - Complete safety inspection and lubrication.
This includes a brake adjustment.
6 month interval - pull all wheels; inspect drums and linings,
replace if necessary; pack wheel bearings.
Most of the drivers complaints have centered around brake
i problems. To put the problem in perspective, the driver
comments and resulting repair actions from 10/9/78-2/8/79 are
described below for the bus which was the subject of the recent
maintenance grievance.
REPAIR HISTORY COACH #603
DATE: 10/9/78
DRIVER COMMENT: Bus drifts right, alignment or tire pressure.
i REPAIR ACTION: 9/19/78 - Front brakes relined. 10/12/78 P.M. (pre-
ventative maintenance) - Inspection, brakes adjusted.
DATE: 10/11/78
DRIVER COMMENT: Steering is very tight and bus pulls a lot to the
left.
REPAIR ACTION: 10/13/78 - Adjust steering gear, brakes seem OK.
DATE: 10/25/78
DRIVER COMMENT: Brakes bad when doing, pull to the right.
REPAIR ACTION: 10/31/78 - 6 month P.M. Brakes adjusted.
DATE: 11/14/78
DRIVER COMMENT: When brakes are used it moves from side to side;
acts like the drums are egg-shaped.
REPAIR ACTION: 11/19/78 - Repaired front brakes - pads came loose
from shoes.
DATE: 1/15/78
DRIVER COMMENT: Bad brakes, they pull to the left side.
REPAIR ACTION: 11/16/78 - Brakes adjusted.
DATE: 11/22/78
DRIVER COMMENT: Little tread on right front tire.
REPAIR ACTION: 11/22/78 - Replaced right front tire. 12/1/78 P.M.
Inspection - Brakes adjusted.
DATE: 12/13/78
DRIVER COMMENT: Rfight front brake locks up.
REPAIR ACTION: 12/11/78 - Adjust brakes. 12/28/79 P.M.
Inspection - Adjust brakes.
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DATE: 12/28/78
ACTION: P.M. inspection; adjust brakes.
DATE: 1/5/79
DRIVER COMMENT: Left front slides on slightest pressure.
CITY COMMENT: First shift driver did not notify mechanics or
Transit Superintendent of problem at time problem occurred.
DATE: 1/5/79
Second shift driver has accident and later files grievance.
CITY COMMENT: First shift driver did not notify mechanics or
Transit Superintendent of problem at time problem occurred.
DATE: 1/8/79
DRIVER COMMENT: Bad brakes on certain surfaces.
REPAIR ACTION: 1/8/79 - Bus brought in off street. Equipment
Superintendent inspects brakes and found no mechanical problem.
Relined and replaced drums.
DATE: 1/11/79
DRIVER COMMENT: The brakes are great now. No grabbing.
DATE: 1/12/79
DRIVER COMMENT: Brakes still grab, pull right.
DATE: 1/13/79
DRIVER COMMENT: Brakes very spongy.
DATE: 1/30/79
DRIVER COMMENT: Brakes grab left and hard to press.
DATE: 1/30/79
DRIVER COMMENT: Poor brakes.
REPAIR ACTION: 1/30/79 - Equipment Superintendent road tested
vehandlcle on found brakes
tlo bele usafesIncluded
Alsof and that brakes would pull 1/4
to 1/2 turn at the wheel at very slow speeds with no hand on the
wheel. Slightest pressure from hand made pulling undetectable.
DATE: 1/31/79
DRIVER COMMENT: Poor brakes.
DATE: 2/1/79
DRIVER COMMENT: Please check brakes. They are weak.
REPAIR ACTION: 2/1/79 P.M. Inspection - Regular brake adjustment.
DATE: 2/8/79
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DRIVER COMMENT: Brakes lock up too easily.
REPAIR ACTION: 2/10/79 - Adjust brakes.
If this complaint history is examined carefully it becomes
obvious that there was very little consensus among the drivers
about what kind of problem the brakes really had.
Attached to this memo is a photograph of a front brake assembly
on a typical transit coach. It should be noted that the shoes
and drum are completely exposed to water, salt, sand and dirt
which can be thrown up from the road. These types of foreign
substances will lead to erratic front brake action. If both
brakes are wet they can at times be spongy, if one gets wet it
will not function properly and the bus will pull the other way
somewhat; if a foreign substance gets between the pad and drum
that brake will grab. If you combine this exposure problem
with the weather and street conditions that were experienced
in December and January it should be obvious that the brakes
will respond differently under varying road and weather
conditions.
It also should be noted that the accident which gave rise to
the grievance occurred on "glare" ice.
Mechanics too are subject to "high ridership - dry road"
considerations; they must adjust brakes so that they will stop
the bus at normal operating speeds with a load of passengers.
This type of brake adjustment is not good at all for an empty
bus on a slippery pavement.
The most important thing to remember about bus safety is that
it is a result of competent mechanics adhering to a stringent
preventive maintenance inspection schedule. The driver
complaint system ("green cards") is valuable only as a
"barometer" for the preventive maintenance system.
The Equipment Superintendent and transit lead mechanic review
these cards and identify trends that need more attention on the
regular Preventive Maintenance inspections. They also, of
course, schedule repair of any reported mechanical problem if
they can duplicate or verify these problems.
Issue The interim changes proposed by the transit manager
doT go far enough to resolve the problems.
Answer and Facts - City management does not plan to completely
eliminate all stress situations during peak load, adverse road
conditions.
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Analysis - As stated earlier, the transit routes should
preferably be set up to handle high ridership, dry road
conditions. Under these conditions most of the transit routes
can be made within four to five minutes of scheduled time.
With the objective of providing maximum transit service to
customers, the transit routes, as they are now composed, are
close to satisfactory. In an effort to accommodate the drivers
and fine tune the system, the transit manager has proposed
several changes which will provide a bit more slack time while
not compromising service to the customer too much. All of the
changes proposed fall under the category of "fine tuning."
Issue - The two buses purchased from Chicago are not fit to
travel.
Facts and Answer - This is incorrect. The buses are fit.
Analysis - Buses #18 and N19 are the two buses that we bought
from Hausman Bus Sales in Chicago. #18 is a 1967 coach and X19
is a 1963 coach. Bus N18 was not in good shape when we
received it. It broke down on the road when it was being
brought back from Chicago and had to be repaired. Before this
coach ever went on the street, the transit mechanics put 120
hours of repair, inspections and adjustments into it. There
have been some minor problems with the heating system because
the bus was originally used in Louisianna. (It has no radiator
shutters or fan clutch.) There have been no safety
deficiencies. Bus N19 was in much better shape when received
and only a standard Preventive Maintenance inspection was
needed before being put on the street. The lead mechanic drove
this coach from Chicago himself and encountered no serious
problems.
The purchase of these buses for a total of $30,000 was a good
solution from both a bus availability and maintenance spare
standpoint.
10. Issue - More federal money will solve all of the problems.
Answer - No.
Analysis - Additional federal money would likely provide
additional buses and a new transit garage. With additional
buses we could provide more transit routes with shorter
headways. If weather conditions occurred similar to those of
the last few weeks, these buses would fall behind schedule. It
is not feasible to set up transit schedules based on the worst
week of the worst month of the worst winter. A new transit
garage, while it would increase repair efficiency would do
nothing to address the type of road conditions that have
occurred in the last several weeks.
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11. Issue - More mechanics are needed with more equipment.
Facts and Answer - No.
Analysis - With the current staffing level of three day shift
mechanics and one night shift mechanic we have instituted a
preventive maintenance and accomplish the huge volume of repairs neeProgramection
needed to bring the buses
up to an acceptable mechanical condition. We feel that the
second year of the system will tell the tale as regards the
required personnel staffing level. When and if a decision to
increase staff is made, the bargaining agency input will come
from the lead transit mechanic who is the one person with the
daily exposure to provide this input intelligently. If this
recommendation is made, this activity will have to be
evaluated by the City Council against other City enterprises
to determine where additional personnel assets are more
urgently needed.
12. Issue - Consolidating bus stops will not help the situation.
Factsand Answer - Incorrect, it will help the situation.
Anal sis - It was mentioned earlier a transit route is composed
of four elements. The four elements are travel time between
stops, decelerating to pick up a passenger, time spent picking
up a passenger, and time spent accelerating away from the stop.
The majority of the travel time for a bus is spent on the last
three portions. If a bus is able to travel between point A and
point B without making a stop it saves approximately 15 to 20
seconds by eliminating that stop. The typical example is on
the East College route where the bus now makes 30 stops. By
consolidating each two stops into one the system would save 2
to 3 consolidation inutes ctrip.
dation ofbus s 0 h options
opss the besteanstoincreasesthe
slack time on a route while not decreasing the area of town
served by transit. But, as stated earlier, most transit routes
are very close to being correct for peak load, dry road
conditions.
13. Issue - Providing for exact change will make a major
improvement in travel time.
Answer - No.
9V
sis - Each driver carries at least $30 change. This will
provide change for approximately 30 passengers assuming each
of them hands the driver a dollar bill. No driver has asked
for additional change in the last several months. On one shift
a driver carries between 300 to 400 passengers and this means
, -
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that a maximum of 30 passengers could ask for change without
the driver running out of change. The amount of time spent on
these few passengers is very small and this is not an option
which represents any great time savings.
14. Issue - Peak hour problems could be eliminated by raising
fares.
Answer - Yes, but this is not a desirable option.
Analysis - This question gets into a matter of philosophy. In
general, experts in the field predict that increasing fuel
prices will continue in the near and long-term future. If our
society continues to operate on economic incentive, more and
more citizens will utilize transit. The City Council must make
the determination of how transit is financially supported.
Ultimately all money comes from the general public. The
decision involves what part comes from society as a whole
(general fund) and what part comes from the individual rider.
The City staff feels that it is a desirable objective to put as
many alternativee n sthat cthe litizens ses as Possible
use their gautomobile which
also calls for a high expenditure of public funds. This entire
issue must be addressed in the near future by completion of the
Area Transportation Study. If the City becomes a standard
metropolitan statistical (SMSA) area, it is a requirement that
we have a completed Area Transportation Study before we will be
showeligible federal hve
nthat thetrhh
transit system isa popular form of travel rwhich
our community supports. Council must make logical decisions
over the next few years to determine what percentage of funds
should go into mass transit and what percentage should go into
road construction. Based on our current Capital Improvement
Program we are running both programs with very high levels of
funding. This level of funding cannot be kept up indefinitely.
15. Issue - The drivers have proposed 40 minute headways. It is a
good plan and should be used.
Answer - No.
Analysis - The 40 minute headway plan has several
deficiencies. The following is a route schedule for arrival
times of a transit bus at the corner of approximately Brookside
srive chedules the Friendship.
secoe first rcolumn shows h
shows theactualroutetimesundershigh
ridership, adverse road conditions, and the third column shows
the driver's proposal.
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Schedule
7: 00 a.m.
7: 30 a.m.
8:00 a.m.
8:30 a.m.
9:00 a.m.
9:30 a.m.
10: 00 a.m.
10:30 a.m.
12
BROOKSI-FRIENDSHIP
Actual
Drivers
Times
Proposal
7:00 a.m.
7:00 a.m.
7:35 a.m.±
7:30 a.m.
8:10 a.m.±
8:10 a.m.
8:40 a.m.±
9:40 a.m.
9:10 a.m.±
9:20 a.m.
9:35 a.m.
9:50 a.m.
10:00 a.m.
10:30 a.m.
10:30 a.m.
You will note in the time span from 7:00 to 10:30 the drivers'
proposal represents a decrease by one bus during the time that
a maximum number of trips are needed. It has been alleged that
the drivers' proposal represents actual conditions. It does
not. Management runs time checks under all types of
conditions. A time check is attached as Exhibit A. It shows
most routes were only a few minutes off schedule with difficult
conditions. A few routes were off by larger amounts. The
drivers' proposal represents a set of conditions in which the
driver is given more slack time. If management were to
institutionalize this slack time the result would be a
decrease in service and a reduction in our ability to move
passengers.
There are additional difficulties with this 40 minute system
and other modifications. Shown as Figure 1 is a figure eight
which represents a typical route. The right-hand side of the
page is the East College route and the left-hand side is the
Manville Heights route. Each route has two buses on it at any
nay given time and the buses switch with each other at their
downtown exchange point. Almost without exception, each
transit route has a "tight schedule" combined with a "easy"
schedule. In this example, the East College route is difficult
to keep on schedule during peak load, adverse road conditions,
While the Manville Heights schedule is possible to make under,
any conditions. We have shown bus A travel times as it
traverses the East College -Manville Heights route also and bus
8 as it traverses the route. You will note that the headway
between buses on the route bounces back and forth between 30
minutes, 40 minutes, 30 minutes, 40 minutes, etc.
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ROU1'G
I lawkeye
N. Dubuque
Manville Heights
Gast College
N. Dodge
'I'owncrest
IV. Benton
Lakeside
Road Conditions:
Exhibit A Wet Pavement, Foggy
High Ridership (8382)
Afternoon Rush Hour 2/14/79
AW I VAL I XIWI'0{VN
Scheduled Actual
3:44
3:45
4:14
4:15
4:44
4:43
5:14
5:21
5:44
5:46
3:45
3:54
4:15
4:20
4:45
4:51
5:15
5:24
5:45
5:59
3:44
3:46
4:14
4:18
4:44
4:47
5:14
5:17
5:44
5:50
3:44
3:47
4:14
4:15
4:44
4:45
5:14
5:16
5:44
5:45
3:30
3:42
4:00
4:05
4:30
4:38
5:00
5:11
5:30
5:41
6:00
6:03
3:59
4:02
4:29
4:38
4:59
5:07
5:29
5:32
5:59
6:02
3:59
4:04
4:29
4:35
4:59
5:00
5:29
5:37
5:59
6:09
3:43
3:45
4:13
4:14
4:43
4:50
5:13
5:37
5:43
5:42
DEPAK11110i TIMI:
Scheduled* Actual
3:45
3:50
4:15
4:20
4:45
4:50
5:15
5:27
5:45
5:50
3:48
3:56
4:18
4:22
4:48
4:59
5:18
5:25
5:48
6:01
3:45
3:50
4:15
4:24
4:45
4:49
5:15
5:20
5:45
5:51
3:45
3:50
4:15
4:18
4:45
4:49
5:15
5:21
5:45
5:51
3:32
3:45
4:02
4:08
4:32
4:40
5:02
5:12
5:32
5:42
6:02
6:05
4:00
4:05
4:30
4:41
5:00
5:11
5:30
5:34
6:00
6:06
4:00
4:08
4:30
4:37
5:00
5:05
5:30
5:40
6:00
6:10
3:45
3:50
4:15
4:20
4:45
4:53
5:15
5:40
5:45
5:50
*Schedules permit 5 minutes dorntown if needed for transfers.
**Accident caused major delay.
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I'bne Ihrtn. OI'I' Schedule
(Minutes) (pIinutos)
5 5
5 5
7 5
6 12
4 5
2 8
2 4
2 11
1 7
2 13
4 5
6 9
2 4
3 5
1 6
3 5
3 3
4 4
5 6
6 6
3 13
3 6
2 8
1 10
1 10
2 3
3 5
3 1.1
4 11
2 4
4 6
4
8
2
7
5
5
3'
10
3
10
5
5
6
5
3
8
3
25**
8
5
MITI:
ARRIVAL notwo N
Scheduled Actual
DBPARPURF.
TIME.
Time Dntn.
Off Schedule
Scheduled*
Actual(Minutes)
(Minutes)
Rochester***
3:40
3:42
3:45
3:45
3
0
4:10
4:08
4:15
4:15
7
0
4:40
4:43
4:45
4:50
7
5
5:10
5:07
5:15
5:20
3
5
5:40
5:40
5:45
5:46
6
1
6:10
6:10
6:15
6:15
5
0
Mall***
3:44
3:50
3:45
3:52
2
4:25
4:25
4:30
4:30
5
7
0
4:55
4:48
5:00
4:59
11
-1
5:25
5:28
5:30
5:32
4
2
5:55
5:52
6:00
6:00
8
0
Wardway
4:22
4:28
4:25
4:31
3
6
5:22
5:22
5:25
5:26
4
1
Goodwill
3:52
3:51
3:55
3:57
6
2
4:52
4:53
4:55
4:56
3
1
5:52
5:52
5:55
5:56
4
1
***Extra Rochester -Mall bus allows 45 minute trips during afternoon rush-hour.
i
r --
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A B
10 50
80 120
Manville
30 minute trip
30 and 40 minute
headway
A B
20 60
90 130
Disadvantages: Varying headways
Confusing schedules
Reduced capacity
Difficult to coordinate
Wastes time consistently
A B A B
0 0/ 40 10
30'/ 40 �- 110 80
70 \, 70-/ 150
100!/ 110\-
140\_ 140-/
/ East College
40 minute trip
Downtown 30 and 40 minute
headway
A B
60 30
130 100
170
Figure 1
East College - Manville
i
30 and 40 minute headways
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A B
50 20
120 90
13
Varying headways like this makes it extremely difficult for
transit routes to be written and for information to be given to
a transit passenger. Riders become familiar with a bus coming
by at 8:00, 8:30, 9:00, 9:30, etc. It is difficult for them to
mentally keep track of a bus schedule that comes by at 7:00,
7:30, 8:10, 8:40, 9:20, 9:50, etc.
Other deficiencies are as follows:
I. The proposal would affect all routes (except Wardway-
Goodwill) equally, even those whose time problems are not
severe.
2. In order to provide meal breaks to full-time drivers,
relief drivers now hop from one bus to another to another.
When -the buses arrive downtown 1/2 hour late, it becomes
impossible to make the right connections with the West
Benton -Lakeside buses. A new schedule of meal reliefs
would be needed.
3. The same problem occurs at shift change time. Drivers'
runs are carefully laid out to coordinate shift changes.
We now change at 10:45, 2:00, 2:15 and 2:45. With the
buses running 1/2 hour off schedule, shift changes would
occur at 10:45, 11:15, 2:00, 2:15 2:30, and 2:45. It
would be very difficult to keep track of everyone, to say
nothing of the inconvenience and bad feeling caused by
changing starting and quitting times.
4. Worst of all, rush hour capacity is reduced by almost 15%.
During the period from 7:00 a.m. to 10:00 a.m. the seven
trips on each route are reduced to six. Even though on
some routes we do run late, and occasionally miss trips,
overall we are operating at capacity, and anything that
reduces the number of trips cannot be justified.
The transit manager will be among the first to acknowledge that
we have had some severe scheduling problems this winter, and
that some changes are needed to alleviate the immediate
situation. He does not regard the drivers' proposal as the
best approach to solving the problem.
Switching to headways of other than 30 minutes is not a
solution. Figures 2 and 3 show other headways. Disadvantages
are noted on the Figures.
There has also been a considerable amount of discussion about
slack time. During high ridership and dry road conditions
slack time is not often deliberately planned into the route
schedule. On this subject the City Management -Union contract
states the following:
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A B
47 12
117 82
A B
59 24
129 94
Figure 2
35 minute headway both legs
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A B
24 59
94 129
Disadvantages:
Increase headway
Reduces capacity
wastes time consistently
Bus A
Bus B
A B
e
0 n
12 47
35p
35-,'
82 117
707
70'--
105
105
1404
140
A B
59 24
129 94
Figure 2
35 minute headway both legs
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A B
24 59
94 129
A B
10 50
90 130
30 minute trip
40 minute headway
A B
20 60
100 130
Disadvantages: 40 minute headways
Reduces capacity
Wastes time consistently
Bus A Bus B A B
0\` 0-,,f 50 10
30-401 40\- 130 90
80 \` 70-80'/
110-120-/ 120\,
160 \- 150-160
40 minute trip
40 minute headway
Figure 3
30 minute trip one leg
40 minute trip other leg
10 minute layover downtown to match routes
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A B
70 30
150 110
A B
60 20
140 100
14
"Rest Periods. Except for the transit employees, the
City will provide a 15 minute rest period at two times
during the regular work day. To the greatest extent
possible full-time transit employees whose shifts begin
before noon are entitled to take a 30 minute paid break
during the middle of the work day."
This means that transit employees do not and should not expect
to receive the typical 15 minute coffee break morning and
afternoon. These two breaks have been combined into a half
hour lunch hour for which the employee is paid. As an example,
a typical Civic Center employee works from 8:00 to 12:00 and
takes an hour lunch break without pay and then works from 1:00
to 5:00. In the transit system, an employee works the first
portion of the day without breaks, takes a half hour break
with pay and then completes the remainder of their shift
without a break.
During rush hours, management does not expect transit
employees to have "slack" time. We expect that under high
load, dry road conditions drivers will be under pressure and
stress to keep on schedule. Under high load, icy road
conditions drivers would not normally be expected to stay on
schedule, however, there should still be pressure to keep to
the schedule to the extent possible.
16. Issue - Should a dissident group of drivers be allowed to use
the news media and the Council as a public forum to promote
their individual viewpoint?
Answer - No.
Analysis - In our society most individuals grow up with a fine
sense of individual freedom of thought and speech. Most people
consider this desirable. However, in all employment
situations there are usually subordinates who do not
necessarily agree with the methods and means used by their
supervisors. For example, there may be employees in the Water
Division who do not agree on the method used to operate the
water treatment plant. There may be employees in the Street
Division who do not necessarily agree with the
superintendent's snow removal operation. These employees are
given an opportunity to talk to the superintendent and express
their viewpoint. However, chaos would result if every
employees group followed a course of action now being used by a
limited number of bus drivers.
Management believes that the small group of drivers now using
the public forum to promote their individual viewpoints should
work within the procedures of the Union -Management contract.
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15
As long as these individuals do not comply with the contract,
dissension and chaos will continue.
The transit system is sound. The difficulties experienced by
the division this winter are similar to difficulties being
experienced by the Street Division, the Water Division, and
many other divisions in the City where operations must
continue despite adverse winter conditions.
17. Issue - At the Council meeting of 2/13/79 a driver stated that
fuel was not ordered once and buses were on the street running
out of fuel. People were inconvenienced and couldn't get to
work.
Facts and Answers - This is incorrect.
Analysis - During a recent severe snow storm a transit mechanic
was pulled over to the service building to aid in repair of
snow removal equipment. A substitute was sent to the Transit
garage. This individual did not realize that fuel needed to be
ordered. The next day it was necessary to rotate buses to
refuel some of the buses. No bus ran out of fuel. No transit
rider was delayed. No schedule was missed.
SUMMARY
The basic question to be addressed is as follows: Is the
Transit system to be operated for the convenience of the
customers or is the Transit system to be be operated for the
convenience of drivers? Management realizes that drivers
work under difficult conditions at times but management also
recognizes its responsibility to provide the maximum amount of
transit service to the customer. We are interested in clean
buses, mechanically sound buses and buses that run on
schedule. Other concerns are driver comfort, and driver
environment but these are subordinate to our concerns to
satisfy our customers needs.
Management does not believe that Transit drivers should manage
the Transit system. We believe that it is imperative that this
small group of drivers utilize the written procedures
specified in the City -Union contract to resolve any perceived
difficulties. It is obvious that there are serious
differences in viewpoint between management and this small
group of drivers about the overall objectives of the Transit
system. We believe that the system works best if problems
between management and this group of union drivers be resolved
now, and in the future, under the guidelines of the City -Union
contract.
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� City of Iowa C"y
MEMORANDUM
Date: February 14, 1979
To: City Council
From: Rosemary Vitosh, Director of FinanceY� l�
Re: Parking Permits
Council It has been brought to my attention that we do not have records of
members'
numbers are needed lsonthat se lifeanparking umbers fticket or lispissued arking toraipermithese
holder in a permit parking lot, we are able to identify the vehicle and
can dismiss the ticket. Please give the license number of the vehicle
or vehicles (if you have a floating permit) to Lorraine so that our
records will be complete,
jm3/25
II
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asy
MM
r'T'' REC�IVp ; 1 1979
Iowa City F(IChamber I= -it Cha , a� er of Commerce
HOME
rT-^^••^�^^
P.O. OOX 7366
07-�
UNIVERSITY
(IOWA CITY, IOWA 67310
07._
PHONE 337.9631
IOWA
9
February
1979
I
President Jimmy Carter
The White House
Washington, DC 20500
Mr. Presidents
Eastern Iowa has experienced an unusually hard winter this season.
Large amounts of snow accumulation and bitter cold have hampered
state, county and city crews in their efforts to keep Iowa roads
safe for travel.
Rural farm families have faced being snowed in for a period of
time because Of county roads being drifted shut. At one time the
majority of county roads were closed and many roads today have
only one lane traffic, a clearly dangerous situation for motorists.
City and county governments have either shifted budget allocations
to cope with the extraordinary expense, thereby being forced to re-
duce other meritorious programs, or have not provided adequate snow
removal. The latter course of action, where taken, has resulted
in substantial costs in lost salaries, motor vehicle accident claims,
and an inability to respond to emergencies of various types. Equip-
ment maintenance and long overtime hours have placed both mental strain
and financial burden on road crews and government officials. Despite
these problems, state and local governments have responded well and
it now appears that the State of Iowa is being penalized for effic-
iency.
We would recommend, Mr. President, in view of the unusual circum-
stances, you reconsider your previous decision and grant emergency
funding for the State of Iowa.
e 1 ,
f
obert owne President
owa City Chamber of Commerce
cc: Governor Robert Ray
U. S. Senator Culver
U. S. Senator Jepsen
U. S. Rep. Leach
City Manager, Meal Berlin
City Council_ of Iowa City
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355-
JOHN C. CULVER
IOWA
'�IlfrrifeD ,$fafc� ,$er>:csfa _
WASHINGTON, D.C. 20310 CDUNT�y ReG10i�L
FEB1 1179 1
I � CC:.;�;ISSIpY
February 6, 1979
Mr. Emil Brandt
Johnson County Regional Planning
Commission
22 1/2 South Dubuque Street
Iowa City, Iowa 52240
Dear Mr. Brandt:
Enclosed please find a copy of a letter I have received
from the Department of Commerce regarding the options
for Johnson County designation as a Standard Metropolitan
Statistical Area (SMSA).
I believe you will find the answer useful. Should you
have any questions regarding Mr. Duncan's reply, please
do not hesitate to let me know.
Best wishes.
JCC:ws
Enclosure
Sincerely,
&4�
0 N C. CULVER
c - -
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35-6
1
FEB 0 6 1979
Honorable John C. Culver
United States Senate
Washington, D.C. 20510
Dear Senator Culver:
CyF,
UNITED STATES DEPARTMENT OF COMMERCE
Ol/ico of Federal Statistical Policy and Standards
WorhmOton. U.C. 20230
This is in reply to your letter of January 18, on behalf of
Isabel Turner, Chairperson, Johnson County Regional Planning
Commission, concerning the possible designation of Iowa City
as a Standard Metropolitan Statistical Area (SMSA).
Before answering Ms. Turner's questions, I would like to point
-out that the Federal Committee on SMSA's has made several
technical modifications to the metropolitan statistical area
criteria proposal which was published in November 1978. These
modifications are the result of the comments received from
Members of Congress, local officials, and other members of the
public on the criteria proposal. One of the changes will
probably allay the concerns of the Iowa City area that it may
not achieve metropolitan statistical area status as a result
of the 1980 census. Specifically, Criterion 1 will be modifi-.
ed so that for a city with a population of 50,000 or more, the
100,000 minimum population for the metropolitan statistical
areas would be waived. Since Iowa City may have a population
over 50,000 for the 1980 census, metropolitan statistical area
designation would, of course, also be achieved, assuming the
currently proposed criteria are finally adopted for the 1980
census.
It also should be pointed out that Iowa City may still qualify
for SMSA status under the current criteria when the 1977 popu-
lation estimates for Federal revenue sharing are issued later
this year. The population of Iowa City or the combined popu-
lation of Iowa City and University Heights would have to be
50,000 or more in order to achieve SMSA status. SMSA status
achieved in this manner would be lost if the area fails to meet
current qualifications as of the 1980 census.
With respect to Ms. Turner's questions concerning a special
census and deannexation, I would like to make the following
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points;
1• Iowa City would achieve SMSA status under the current
Criterion la if a special census indicated that Iowa City had
a population over 50,000, or under Criterion lb if the combin-
ed total population of Iowa City and University Heights were
over 50,000 population.
he
owa
1980 census,ttheISMSAcstatusewould ach1beeretainedSMAtatus underbCritre the
erion
9a of the proposed criteria. This status would be retained as
long as the urbanized area is over 50,000 population.
3. If a special census is to be conducted to qualify
under the current criteria, it would only have to be for Iowa
City (to qualify under Criterion la) or for Iowa City and
University Heights (to qualify under Criterion lb). The popu-
lation of Iowa City or combined population of Iowa City and
University Heights would have to be 50,000 or more in order to
qualify.
4. The approximate cost of a special census for Iowa
City, based on an estimated population of 51,500 would be
$35,000 to $40,000. Arrangements for a special census must be
made with the U.S. Bureau of the Census.
5• The Iowa City area would have achieved SMSA designa-
tion after the 1974 special census if Coralville Cit
is contiguous to Iowa City, had it had a population densitych
o
of 1,000 persons per square mile. (Coralville had a popula-
tion of 6,605 with 7.9 square miles with a density of 836 per
square mile thus disqualifying it from being counted toward
the required 50,000 population.) Iowa City could be designat-
ed as an SMSA if Coralville were to detach a sufficient area
that would enable the overall population density of Coralville
to be 1,000 persons per square mile or more.
6. It would not be necessary for a special census to be
conducted if Coralville elected to detach area. The Bureau of
the Census could certify the population of the area detached
by a Census -office procedure using the records of the 1974
special census. The cost for determining the population in
the detached area would be borne by the local agency making
the request.
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r
t
3
In view of the most recent modification of the proposed SMSA
criteria to allow areas with a city of 50,000 or more popula-
tion which do not have 100,000 population in the metropolitan
statistical area to qualify as an SMSA, iuld appear that
any special step such as a detachment wou w b necessary.
I hope you find this information helpful. If you require
additional information or clarification, please let me know.
Sincerely,
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II
For Release: Immediately (2/15/79)
Contact: Bob Elliott 356-3740
or
Rev. Robert L. Welsh 337-4181
After several months on "hold," the joint Senior Center/Housing project in down -
Iowa City is very much on the move again.
That's the result of actions by the local Ecumenical Housing Corporation and
Iowa City's City Council during the past week of deadlines and decisions.
j The joint project will have the old Post Office building renovated into a new
Senior Center and a tower apartment building for low -rent elderly housing constructed
adjacent to it. Much of the renovation and construction is being financed by funding
provided through federal government loans and grants.
A lengthy statement released today by the Ecumenical Housing Corporation (EHC)
a nonprofit corporation formed by 12 local churches, clarifies the negotiations with the
Knights of Columbus, the current status and future plans for the housing portion of the
joint project.
I
The statement confirms that the EHC now plans to construct and manage approxi-
mately 64 units of elderly housing in a nine story apartment building. "We regret that
it is no longer possible for us to build the 100 units we had originally planned," said the
Rev. Robert L. Poelsh, president of the local corporation, in the prepared statement.
He said the original plans required the EHC to obtain a 20 -foot easement (air
rights) above a possible third floor to the present Knights of Columbus building in order
I
I
to comply with conditions established by the Des Moines HUD office, when they approved
the corporation's preliminary proposal.
"Being forced to construct the reduced number of apartments will not only
mean that there will be fewer apartments to serve those in need, it will mean (based on
64 units) that over $1,200,000 of federal funds will not be available to assist the elderly,
and that some management services we had planned for the on-going operation of our
housing facility will need to be curtained" explained Welsh.
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3.S%
"It's a crying shame that the elderly of this community will be deprived (if the )
additional apartments, federal funds, and special services.
"But," he added In a positive note, "there will be ino roduction in the quality of
the apartments we are able to construct. We will make each of the units in our building
the very largest and best possible. The building will be a fine facility and certainly a
fine service, especially when combined with the city's new senior center, to the elderly
of our community."
The air rights problem, which surfaced into a point of some controversy earlier
this month, was responsible for placing the entire joint project on "hold" for the past
several months. In commenting on the problem, Rev. Welsh recounted the long process
of negotiations between EHC and local Knights of Columbus organization.
He said it all began with a preliminary inquiry to the Knights last May. "At that
time, they (Knights) expressed hope that air rights would not be needed and we mutually
i
agree not to proceed unless the air rights were required.
"By October it became clear we would need the air rights in order to proceed as
planned with our 100 -unit apartment building. At that time the Knights informed us that
they had the ability to add a third story and that if we needed air rights above the present
I
building, that would cause some problems. HUD agreed to allow us to proceed if we
obtained air rights above a possible future third story. The Knights felt, even with this
concession, their air rights were worth $50,000.
"However, based on land cost, square footage of easement, potential heights of
future buildings, and other consideration, we felt that $5,000 was a fair and equitable
price, but because of our commitment to the elderly and our desire to see the project
move forward without further delay, we offered to pay $12,500. This offer was rejected.
"After that, it Is our understanding that the Knights of Columbus membership
urged the Board of Directors of their Building Association to negotiate with us for a
figure less than $50,000. In light of that action by the Knights' membership, we offered
to mutually select an independent qualified appraiser, which we would pay for, if the
Knights would agree to seJI us the air rights for the appraised value. But the KC's
r'A
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3)
Building Association's Board of Directors again refused, indicating they would consider
only an offer equal to or for more than their original asking price of $50,000.
"After much soul searching, our corporation's board members decided to offer
the Knights $50,000 to be paid with $10,000 down and the remainder over the 40 -year
period of our mortgage with HUD. When that offer was also rejected, we offered to make
payments over a 20 -year period. That, also, was rejected by the association's board.
"Their offer of last Tuesday to sell us the air rights for $50,000 to be paid over
a 10 -year period, giving us 24 hours to consider and reply, would have doubled the funds
we needed to put in escrow, and thus made it economically unfeasible for us. We were
forced to reject that and turn to the alternate plan for a building with considerably fewer
apartments, but one that would not require the air rights.
"Through the negotiations, our prime concern has been to do what would enable
us to best serve the elderly of this community. We extended ourselves as far as we
could.
"The churches of this community formed our corporation and got involved In
this project to serve the elderly and to provide them with apartments that will exceed
the minimum standards and with a management of compassion and concern. We are still
in that business and will do the best we can to achieve that goal.
"We are committed to the joint Senior Center/Housing Project," added Welsh,
who is also pastor of the local First Christian Church, "and we believe this will be an
important contribution to the life of our community's present and future elderly. We are
proud to be a part of the joint project with the city. We know that we will need the sup-
port of the entire community, as we proceed, and trust that we will all now work together
for the good of the elderly."
Although he emphasized that the Ecumenical Housing Corporation is now proceed -
Ing "full speed ahead" with construction plans for the reduced number of housing units,
Welsh pointed out that the next six days provide at least the possibility of an "11th hour"
move that might possibly revert the housing project to its original 100 -unit plan. He
r -
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4)
said those possibilities include the chance that (1) the Knights of Columbus membership
might jointly act to override the board of directors of their Building Association, or
that (2) some individual or group could purchase the KC's building and give or sell the
necessary air rights.
"But," he pointed out, "The EHC's board meeting set for next Wednesday marks
the point of no return in finalizing the basic design for the housing facility, because of
HUD deadlines.
"We are most anxious to get on with our final planning and begin construction as
soon as possible."
The EHC is composed of seven members from each of the 12 participating churches
with a 13 -member Board of Directors coordinating its efforts on the joint project.
Welsh Ispresident of the corporation, Dr. W. W. Morris, associate dean of The Univ-
ersity of Iowa's College of Medicine, is the corporation's vice president.
r
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& Johnson county
, r 1179
go regional planning commission
2 5oulh tlu y
Isobel turner E. ,,, m
Mj4T
txpue street, iowo cd rowo 52240 319 3518556 Emil L. Brandt F.eeuuw
®Prectb
February 13, 1979
Mr. Neal Berlin
City Manager
Civic Center
Iowa City, IA 52240
Ucar Mr. Berlin:
The Johnson County Regional Planning Commission is sponsoring another
meeting on current state legislative issues for State legislators,
local elected officials and the general public on Saturday morning,
March 3, 1979 from 10:00 to 12:00 a.m. at the Coralville City Hall.
The purpose of the meeting is to provide a forum for state and local
elected officials and the general public to discuss the issues that
are of most interest to the Iowa City -Johnson County area and that
are presently being considered by the State Legislature. The meeting
will be chaired by the Johnson County Regional Planning Commission.
In this regard, we would like you or your City Council to identify the
highest priority legislative items for your city and inform our office
of your choice by Friday noon, February 23, 1979. We will then advise
our legislative representatives to prepare information on these items.
Please contact our office if you have any questions on this matter.
S erely
�LiL// /t /lzrG
Ltfl L. Brandt
Executive Director
cc: State Legislators
ELB/tdm
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35-8
Widening
women's role in NLC
With this issue of Nation's Cities
Weekly begins a series of occasional
'articles on the activities of women in
municipal government, as a general
'topic, and of NLC's Women in
Municipal Government caucus as a
.specific one. The first is by Court-
cilrnember Mary Neuhauser of Iowa
City, Iowa, the chairperson of Women
in Municipal Govenr»ient.
y Mary Neuham rr
Before I d3cuss-myideas and plans
'for Women in Municipal Government
in 1979, 1 think weneedto consider
;again the reason WIMG was created.
'In 1974, several' women elected of-
ficials discussed the need for greater
.involvement by women officials in the
League's policymaking and activities.
;They decided that a caucus was needed
— a special forum in which women
elected officials could exchange ideas
And encourage the 'participation of
women officials in NLC. In 1974, the
NLC Board of Directors approved the
creation of Women in Municipal
Government and -bylaws were
'established. ..
: WIMG was seen as a way to en-
courage and identify qualified women
elecied officials for servke' on NLC
committees and task forms and
promote issues of interest to women.
Through its leadership of five officers
and len regional representatives,
WIMG has started a network of
Women local officials. In addition,
WIMG has coordinators in stale
municipal leagues responsible for
sharing the caucus' concerns and
program with women at the slate level
in the 13 states where there are
statewide drganizations of women in
municipal government.
In the past five years, WIMG
sponsored workshops at the Congress
of Cities, the Congressional -City
Conference, and the several regional
meetings. Strategies for working with
other local officials, 'improving
political skills and public relations
techniques were among the many
topics.
During the coming year we will
concentrate on three goals. The first is
to create a strong network of state
women's groups. At the Congress of
• Cities in St. Louis, Sheila Cheimets of
the Massachusetts League of Cities and
Towns described the organization of
women mayors'and councilmembers
that'promoles the interests of cities in
• the state legislature. This organization,
WEMO (Women Elected Municipal
Officials), serves as a network - a line
of'communication among women local
officials. Its impact is evident in the
number of women it identified who
were appointed recently to state
commissions and other offices.
The second goal of WIMG this year
Is the promotion of women within the
structure of NLC. WIMG has been
successful in the past few years in
getting women officials elected to
leadership positions within NLC. We
must continue to promote qualified
.women to positions on the Board of
Directors, the various NLC policy
committees and task forces, and ad-
visory committees.
Finally, our most vital concern this
year must be the ratification of the
Equal Rights Amendment. Every
woman elected official worked hard
for her position and now we must
work equally as hard to achieve equal
-activities E
rights for all women. Other women's
groups have led the way, but as elected t
officials we have an opportunity to
reach some state legislators that others
cannot. We have the strength, both in,
numbers and in resolve. In my state of
Iowa alone, there are 32 women
mayors and 454 women coun- ,
clmembers. We cannot allow, ourf
differences or tactical approaches to -
divide divide us, but must support each'
other's efforts.
Make your plans now to attend the;
Congressional -City Conference and;,
the Sunday breakfast and workshop;
and Monday business meeting of
WIMG where we will learn how to be.
more effective as elected officials.: i
More on this next month.❑
t
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -Ors polars
® johnson county
"® GDregional planning commission
® 0
221/2 south dubuque street, iowa city, iowo 52240 (319)351-8556Isabel Turner cw,,,
Emil L.8rorldt 6ec�iire O.r«ror
February 13, 1979
MEETING NOTICE
Mental Health/Chemical Dependency Subcommittee
Monday, February 26, 1979
3:00 p.m.
First Christian Church Lounge
Iowa City, Iowa 52240
AGENDA
Development of the position paper on substance abuse using the out-
line submitted by Larry Schmidt. The outline is included in this
mailing.
Note: Please refer to the enclosed minutes as a guideline for your
ideas.
Fq CAOFILMED BY
JORM MICROLAB
:ulna nnrl:��,•;n •I.u�il �.
® johnson county
® regional planning commission
® 22 2 south dubuque street, iowo city. iowo 52240 (319)351.8556
Isobel Turner cno,c,rwn
Emil L. 8rondt E.eq;ure crew,
February 7, 1979
MINUTES
Mental Health/Chemical Dependency
Monday, February 5, 1979 Subcommittee
3:00 P.M.
First Christian church Library
Iowa City, Iowa 52240
PRESENT: Rachel Haverkamp, Larry Schmidt, Lori Springer
Nick Karagan , Gladys Benz,
ABSENT: Verne Kelley (Chair), Craig Wunderlich, Steve Shuett (for
Al Colston), Karin Carlisle, Nina Hamilton,
Duan Zaback, Susan SiJoel Hoffman,
Duncan mon, Ethan Fox, Gretchen Grimm, Kay
STAFF; Pam Ramser; Bernice Weinberger
Pam Ramser opened the meeting in the absence of Verne Kelley,
Ms. Ramser disto the tributed copies of a memorandum entitled OMB CircularmAn95
from hthe sEast tCentral Iowa sCouncon ilty Regional Planning'.__= ssion (J—ua
Pose of review andcomment on a Of Governments (ECICOG) for the
portion
Agency. The plan submitted by the Iowa Health Systems
Of the plan devoted to mental health and substance
abuse was also given to the Subcommittee members. There was a discussion
of the goals and objectives for the plan, with Subcommittee members
questioning how the objectives were derived and how they would be imple-
mented. Not everyone was aware of the function of the HSA and it was
agreed that a representative of the agency be invited to meet with the
Subcommittee before February 22, 1979, which is the last date that comments
on the plan can be submitted to JCRPC and then to ECICOG. A tentative
date for this meeting was set for Tuesday, February 13, 1979.
Copies of Larry Schmidt's outline for a position
were distributed. It was agreed that existing ty Prevention Coordinator
up ag community agencies should
paper on substance abuse
be used in setting up the position of a Communiterms contributing funds, staff time and space rather than setting
up a new agency.
FIICROFILIIED BY
JORM MICROLAB
2.
Ms. Ramer said the outline will be included in the mailing for the
next meeting. Subcommittee members suggested that everyone contri-
bute their ideas for # 1 on the outline. It was recommended that
Alan Zaback develop # 2 since this is his area of expertise. A list
of resources from the profile on substance abuse will be used for
# 3. Unmet needs, # 4, will be determined by the contributions of
all Subcommittee members at the next few meetings. The meeting for
discussion of the outline was scheduled for Monday, February 26,
1979 at 3:00 P.M.
MICROFILMED fir
JORM MICROLAB
nr„,nr; .,i
JOF IN COMM REGIONAL PLANNING C;r LSSION
'I7 11 Y: M'li 1 II' II III I : 1 I 1 II
Substance Abuse Prevention in Johnson County
I. Statement of Purpose
II. Statement explaining and endorsing Primary Prevention
III, Evaluation of Community Resources
IV, Unmet Needs
V. Recommendations:
4 FQMd position of Community Prevention Coordinator
1% to provide prevention traininmp technical assistance and
consultation to school personnel and human service and law
enforcement professionals
2) to coordinate substance abuse referrals with community-based
treatment resources
3) to coordinate prevention education services with Iowa City and
Johnson County school systems
B, Utilization and implementation of A.E.A.%D.P.I. "peer helper',
Programs in Iowa City and Johnson County school systems.
MICROFILMED BY
JORM MICROLAB