HomeMy WebLinkAbout1979-11-06 Info PacketM
City of Iowa City
MEMORANDUM
OATS: November 2, 1979
TO: City Council
FROM: City Manager
RE: Informal Agendas and Meeting Schedule
November 5, 1979 Monda
1:30 - 5:00 P.M.
1:30 P.M. - Council agenda, Council time, and Council committee reports
2:00 P.M. - Spruce Street Drainage - Public Works
2:30 P.M. - University of Iowa Basketball Arena - Randy Bezanson
3:15 P.M. - Ralston Creek Watershed Stormwater Management Plan -
Public Works
4:00 P.M. - Sidewalk Snow Removal Program - Mike Kucharzak
4:30 P.M. - Executive Session - Collective Bargaining
November 6 1979 7uesda
7:30 P.M. - Regular Council Meeting - Council Chambers
November 12, 1979 Mondav
1:30 - 5:00 P.M.
1:30 P.M. - Council agenda, Council time, and Council committee reports
2:00 P.M. - Block 64 Parking Ramp - Public Works
3:00 P.M. - Labor Protective Provisions in City Contracts - City Attorney
3:30 P.M. - Discuss process for evaluation of City Manager
November 13, 1979 7--1
7:30 P.M. - Regular Council Meeting - Council Chambers
PENDING ITEMS
Northside Study
Area Transportation Study
Discuss Major City Projects
Streetscape Phase II -B
Volunteer Assistance Program - Slide Presentation
Plaza Maintenance and Snow Removal
Airport Commission Funding Request
Undergrounding of Services in CBD
Appointments to the Riverfront Commission, Board of Appeals, Board of Electrical
Examiners and Appeals, Board of Examiners of Plumbers, Senior Center Commission,
Housing Commission, and Board of Adjustment (December 4)
Appointments to the Resources Conservation Commission, Committee on Community
Needs, Board of Adjustment, and Human Rights Commission (December 11)
FIICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOVIES
City of Iowa City
MEMORANDUM
Date: November 2, 1979
To: City Council
From: Dick Plastino
Re: Council Referra 0 tober 29, 1979 - Service Building Modulars
In the FY80 budget the City Council authorized $62,500
renovation of the street/sanitation building. to complete
Currently, Public Works is letting bids on the electrical, heating/
ventilating/air conditioning, and plumbing portions of the building.
The electrical work consists of hooking into the existing service panel
and running electricity to the remaining five modulars. The heating/
ventilating/air conditioning work consists of reinstalling three of the
existing furnaces and air conditioning units and running new duct work
through the modulars. The plumbing work consists of all potable water and
waste piping.
The cost estimate for each of these contracts is $10,000 - $12,000.
Public Works would be happy to present additional details on these
contracts at an informal meeting.
bdw4/9
cc: Modular Renovation - 5 units
Frank Farmer
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 140111ES
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City of Iowa City
MEMORANDUM
Date: November 2, 1979
To: City Council
From: Dick Plastino
Re: Council Referra 0 tober 29, 1979 - Service Building Modulars
In the FY80 budget the City Council authorized $62,500
renovation of the street/sanitation building. to complete
Currently, Public Works is letting bids on the electrical, heating/
ventilating/air conditioning, and plumbing portions of the building.
The electrical work consists of hooking into the existing service panel
and running electricity to the remaining five modulars. The heating/
ventilating/air conditioning work consists of reinstalling three of the
existing furnaces and air conditioning units and running new duct work
through the modulars. The plumbing work consists of all potable water and
waste piping.
The cost estimate for each of these contracts is $10,000 - $12,000.
Public Works would be happy to present additional details on these
contracts at an informal meeting.
bdw4/9
cc: Modular Renovation - 5 units
Frank Farmer
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JORM MICROLAB
CEDAR RAPIDS -DES 140111ES
I
`'City of Iowa,, NCit.
MOR O DU —
Date: November 1, 1979
To: City Council
From: Richard Plastino, Director of Public Works
Re: Signs for Business District Parking and
Through Traffic
Since completion of the downtown mall, interest has been expressed in
installing some signs on Dubuque Street north of the business district
to route through traffic around the business district and route customers
to the City parking lots.
Attached :is a.proposed scheme for accomplishing this. This particular
scheme should be reviewed by the City Council. If it is adequate, the
City should forward it to the Chamber of Commerce for their comments.
After receiving their comments, Public Works will meet with the Chamber
and work out compromises if necessary and bring a final plan to the City
Council.
cc: Jim Brachtel
bc4/3
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"-,) City of Iowa Ci.
MEMORAND-U
Date: October 26, 1979
To: City Council
From: Richard J. Plastino, Director of Public Works
Re: Article Regarding Iowa City's Capital Improvement Prog am
During the next several weeks the City Council will be looking at several
construction projects that will be funded during the next five years.
The attached articles hit the nail on the head and you may enjoy reading
them as you get ready to address the capital improvements program.
bc5/5
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 1401NES
9073
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"-,) City of Iowa Ci.
MEMORAND-U
Date: October 26, 1979
To: City Council
From: Richard J. Plastino, Director of Public Works
Re: Article Regarding Iowa City's Capital Improvement Prog am
During the next several weeks the City Council will be looking at several
construction projects that will be funded during the next five years.
The attached articles hit the nail on the head and you may enjoy reading
them as you get ready to address the capital improvements program.
bc5/5
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 1401NES
9073
i
Do federal grants fol ce cities
to build the wrong things`?
Many of America's older cities
have very serious problems with
their physical plant—rapidly
deteriorating sewers, water lines
bridges, roads, housing. Yet
because federal funds may be
available for building a sewage
Plant. the water pollution control
facility may get built—rather than
a more vitally needed water.
supply tunnel or housing project.
How and why do such distortions
in a city's true capital needs com
about? What can be done to
achieve a better meshing between
a city's true capital needs and
federal grants?
GENE DALLAIRE
Associate Editor
I CML ENGINEERING
i LETS TAKE A LOOK at a situation in New
York City that is not unheard of in Other
older American cities as well. The city is
currently in the process of constructing a
.! massive municipal sewage plant on the
Upper West Side of Manhattan. This
Plant is being built on a manmade plat-
form extending out over the Hudson Riv-
There are millions in federal
n funds available for New York
City to build a huge sewage
plant that's not really needed,
but not a dime available to finish
constructing a vitally needed
ivater.tunnel.
it
c1,. By the tittle this plant is completed in
the late 198O5, more than S 1.5 billion will
j' have been spent on this one secondary
treatment plant alone! As for the source
of the funds to build [his plant, 75K. come
from the federal government, 12.5`.1, from
the state government, and 12.5,1, from
city miters.
Memshile, the city hos been scratch-
ing :around for some dollars to complete
the construction ora huge tunnel to carry
water into the city from sources north of
Manhattan. Some engineers here have
argued strongly that this so-called Third
Water Tunnel is desperately needed.
Why so? Presently, almost all of NYC's
water supply is carried into the city by
two massive water tunncls, located in
rock 200 to 800 It beneath the ground.
Thesc tunnels are quite old (completed in
1917 and 1936) and no one knows for
sure what condition they're in. There is a
need to shut down each of these tunnels,
one it a time, and inspect and repair
them. But this can only be done after the
e Third Water Tunnel is completed and
carrYing water.
Here's a sobering fact: should either of
NYC's existing water tunncls fail, half of
Ncw York City would be without water!
What would be the consequences of such
an event? lie"' would the city fight fires?
The city's millions cook, shower, cie.?
And how many months, even years,
would it take to restore service? What
w would be the economic impact on the
r city? What would happen to one of
NYC's most vital economic enterprises,
tourism? It doesn't take much imagina-
tion to realize that the impact of a "water
blackout" would dwarf that of NYC's
"power blackout" of several years ago.
What it the project is never built?
Curiously, there arc literally millions
of dollars of federal funds available to
help the city build the North River sew- I
age plant (and other treatment facilities)
but not a dime of federal mone-v to build I
the vitally needed Third 11'mcr Tunnel.
Docs this make sense? Is it an intelligent (
Policy for NYC to press ahead with 1
building the North River sewage plan[
while letting the Third Water Tunnel lan-
guish? b
To answer That question, let its ask:
what benefits will the building of each of ci
those projects bring? What would be the ti
consequences of not building the proj• p
ects? Concerning the building of the ba
North River sewage plant, if the project
is never completed, it will mean that rate so
sewage from the West Side of Manhattan
will continue to be discharged raw into Ci
the massive Hudson River—as it has it)been for many decades. Such discharges ex
appear to do no great harm to the receiv. are
ing waters. For the massive dilution the Ri
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JORM MICROLAB
CEDAR RAPIDS -DES IlolilEs
Hudson waters provide allows organic
uasic to be converted by'aerobic bacteria
to harmless carbon dioxide and svaler—
without causing a serious depiction in the
oxtgen dissolved in the receiving waters.
If the project is never built, the ... oil
would certainly not be catastrophic. In-
dccd, the Ncw York public is scarcely
aware of the project. And few, if any,
citizen groups are applying pressure to
get the project completed. Math model
studies show that completion of a full.
secondary treatment plant won't signifi.
cantly increase the ILvel of dissolved oxy.
gen in the receiving waters. In a nutshell,
if this $1.5 billion plus sewage plant is
How does Congress decide to
spend n, dollars on pollution
control, n, on mass transit etc.?
Usuahy, it's politics rather than
rational analysis of needs, top-
down rather than bottom-up
planning.
never built, few in the New York arca
will be able to sense the difference.
Yet can the same be said for the Third
Waicr Tunnel? If that tunnel is not built,
I
here is the vcp red possibility that one
of the existing water tunnels will fail, cut-
ing off the water supply for millions of
New Porkers for many months. Whereas
he consequence of not building the
North River setsngc plant is quite minor,
he consequence of not building the Third
\later Tunnel could be catastrophic.
Why an urgent project got the back
urner
Is (his, then, not an absurd situation --a
ly spending many millions on a rola-
vely low -priority project but having to
ut a truly urgent project on the back
artier because it hasn't got the money?
Why is New York doing this and why
ch a topsy-turvy siumtion?
It comes about because Ne" w York
Vs capital-int-estmcnt priorities, like
lice of sonic other cities, arc to some
tent determined by whnl jederul grants
available. ror instance, the North
ver plant is being built not because it is
October 1979 Civil Engineering -ASCE 79
Some say Congress will never
agree to non -categorical grants
to the major cities. For such,
they claim, would rob Congress
and state and federal
bureaucrats of much of their
power. They want to decide
what's spent and where.
reallyneeded. Rather. it's being built
because Cnneress, in 1972, decided that
all annmmnities in the LIS.- regardless
of their size or spccial circumstances —
had to have a nuni,num of secondary
BEST
DOCUMENT
trr.a:mcnl Congress made that a Nw Ao alflucnt ones, w:ner 1,AYMPLAM ID
tequovincnt :rad did not alloy for agtsid he that c�,nnnuro •s nun" pressine prob.
crmion of the cost vs. the hcnehi of spo lent. )'el Ilicre :tic 'ghcr omnnunuwe .
gibe +saler pollution rfgund pngrcis. :unong dorm New York ON. ++here
And it umhurircd many billion, in fedcral ++alcr pollution is far duan the Iia of pri.
in Tics to help const t net f i.e.. it pay 7 i',; of ority problems,
the construction costs) these pollution Perhaps +se should at Icusl aSk the
control acilitics. quccliun: Buss docs Congress come to
Such decisions, though, arc the out. dccidc that the L'..S. should spend n, bit.
growth of counnineesand subcommittees lion un water pullution control, n_ billion
in Congress that specialize in air and uu mass transit, it, billion on highways. n,
water pollution. They arc focu.ud in on billion on bausine. etc." Is that ptotess a
environmental affairs onl% And, there. rational unel Is it the hest pesibir oa% to
fore. such matters as water pollution con. ecc than federal grants do in fact corre-
trol may take on an imporuuxc greater spood to the true real-+surld needs of
than what it acivalls deserrs. And, no American cities?
doubt. in some connounities, especially More often than not, it appears that
s:'a tale of three
vestmenipriorities. Fdr
firing local_ streets is'a.l
dinornonsin Philadclphia s capital in-"subnut a cdl-thouyhC fiat ogaol m-"matier
vestment Ptak At bast (hats the,;: vestmud plan. Fact -rate, caps tal in ging fc,
opimon of-Philadelphia'city planner fve5unem plan: Federal review of the ; arteria
RayBcdnhr6yk But fesays therci's errul plan `Lump -sum grants from:-. dn•ert;
r. mayor. cI.iiception - Philadelphia is Congress to carryout the plan Feder'="; .budget
}pending far too much en u;itcr pelta "al momtoririg,lo sec federal funds me used I[
lion control.:far lea little en houctng::,bcmg spent,in ccord',with: the plan ine fun
sing for token income;
"every'small for•thii'licmendous Invest-` Congress' -and- federal ,and slate E
' `meat in water pollution control facili. rcaucmeics of much of their power.
tio. But that. the money could b cell'.. For inany-years Philadelphia,h
<r sperl in housink since so: much of it is', fought hard, says Bcdoarczyk, to ha
u `shabby tad inadequate ;y `. fcdual gnats, stint directly to I
y- ,;,.Y et, some planncra polnl outthat if "'city rather" -.`than ftrs('deloun
the cities had their way. they would through, the :cumbersotne 'state .b
,att ays place. water. pollution control rea icracy ,.Such' would cuk icd tar
:-- near the liollan of their priority 6d::,: speed projcds; simplify things. Fig
i� For such investments benefit not city _:'now; only Iwo types of federal gran
residents. but ,those in downstruani'.'come directly to the cit: water poll
'cuminumlics +' t - (;A7 }� w=<. .lion coalrol, funds; and: commum
Ir "c' s += z -rr ' a de+elo mcnt^block' raims`0r'. a
.s Pa s bl?m gratis politically.° '�r ri i lyput'alo, liz drinkinggwataf'p(znt firsI
PI tl dcity clphia ip'mncr'dna
Bcrc• Turning now? to of it (hal city
zyk grecs with ibc b sic It pothcsts of issiStant. director of program min
' this article: namely that the best, way Ned Baude; feek strongly,thaf fedcr
for- Cangreis';-fo decide how mach grant programs 'and •regulations
80 Civil Engineering -ASCE October 1979 ,
MICROFILMED By
JORM MICROLAB
[FOAB RAPIOS•:1L' 'rol:l[s
crl grants for re
highways, Buffalo
noney. from-.Its's
:These diverted fun
come up with the' -
Is for
he:Isfor the federal re
I
ti,rc
ority
t ies
sting.
nd
,city didn t have to neccpf the fedcml '• •!�
&tcnal grants But rather than lose 'I
'fhe federal funds, the city changed its
VprioriI ics oo.road repair -°
'i'Yet a mord m
telling ez aple of cis i
sic lorGons snrczapital needsbroueht on by
f;i,lederal'granB' and regulations rclales f'.
:�'to Buffalo'i.dnnkm •.rater: treatment '' S
`•`plant Built in 1912 this plant Is des
peraldy In. Me of modcrmretmn
-, nuv pumps'.vahcs' Cie. For arum
critical components such aiahu the. •-.
,city has no backup Ircplaccmcntt'a
uaticn�lhal makes Baudo qui" te-ner•',
nous. Failure of one of thew,valves
,.could reiuli.-in substantial pressure,
;loss throughout the _Bu f ale dislribu
tion system;,;., ,•;, ;.
r? There are. no.fedcril'grnnts mad, .'.,'•' +
able for; upgrading the, water plane
,Wand the city has so far been unable to _ f
scrape iogcthc6he`.f6nds•a1 the local
Icsel. But, in,themran6me; t he federal ;
EPA hasbeen pressuring: the sty_ to, -, .. •j
stop dumpingAlte ilum'sludge from;,: i
tIt'
e drinking water plant, into the Nta 1i a I
"gra Rise r'somelhtng BWit has been"i j (
doing for.rnany dccndcs.
According to Baudo, the city will ,
now ht -c to sp•nd $S million of its j
scarce aipital funds foconsiruct three {
+.:lagoons to accommodate this water 1,1
"plant sludge; It would .make much r • 7i
such Crmgres,ionad decisions are the
product less of rational analysis of needs
than of political pre,sures, and of plan-
ning from the lop down rather than from
the bottom up.
Let's he a til ale more npvci fic. \lany of
the older American cities have %cry seri-
ous problems with Ihcir phlslcal plant or
infrastructure These cities arc faced with
serious deterioration of their bridges,
sewers, waler mains, roads, subways,
parks, housing, and other aspects of their
physical plant. It is a most vexing situa-
lion: for although the needs arc great. the
dollars available for refurbishing the in-
frastructure are few. Accordingly, it is
imperative that every dime that is
spent -be it from the federal, ,late, or
local government -be well spent. It is
important that the money be spent nn the
most pressing capiud needs - and not
merely on projects those constriction
will fullfill sons bit reaucrt is decree. I n a
word, with many cities in such plwr phs:s.
ical shape, the most urgent task is to find
a ss'ay to spend the: limited capital invest.
ment dollars in a ray that achieves the
most good- —to get the most bang for the
buck.
Gelling the most bang lar the buck
Does our present system of federal eat.
egorical grants (i.e. grants earmarked for
it specific purlxrsc--c.g. highways. tater
AVAILABLLL
pollution control. etc.) achieve this goal
of getting the moot bang for the buck?
I'olilics aside, it's at least possible to
imagine --on paper an approach that
unuld insure scute dollars are spent in
the most effective manner.
For instance, one could start by sin-
gling out the 25 cities in the U.S. that
lame the u'urst physical -plant problems.
Planners. engineers, public officials, vari-
ous public interest groups in a given city
could then knock their heads together to
draft a really first-rate capital investment
plan for refurbishing their physical plant.
At the present time. very feu cities have a
good handle on the extent of their decay
problem—let alone a well -thought-out
plan to do something about the problem.
Such a quality capital investment plan
could explain not only what a city needs
and must do %%hen --bol also u hsit tants
to do it. Congress could single out, say. 25
cities to be recipients of federal nun-cate-
guriarl infrastructure grants. And it
could mandate that before a city could
receive any of these grams, it would first
hive to think out a realh first-rate capital
investment plan. A federal agency could
be set up to accept or reject the capital
investment plan, and to insure that infra-
structure federal grants are spent in
accord with the federally approved plan.
Such an approach would help to insure
that all public funds—federal, state, lo -
Here's the best way for
Congress to help America's
aging cities: single out the 25
worst cities; require each to
draw up a first rate capital
investment plan; make lump -
sum grants available to these
cities for rebuilding
infrastructure; monitor.
cal arc spent in accordance with a city's
true capital needs. It would constitute
bottom up planning—rather than top
down. That is, the amount to be spent on
bridges vs. highways vs. pollution control
VS. housing, etc, would be determined by
adding up the true needs of each of the 25
titles.
This would be a logical stay of deciding
on priorities at the national level. Right
now, the relative priorities of bridges vs.
pollution control, etc. at the national level
seems determined more by arbitrary po-
lilleal whim—than by logical analysis of
local needs This whimsical national tap-
proach to the cities' infrastructure prob-
Ieuts may be politically expedient --per-
haps even polilically inevitable. But, more
importantly, it is also a very emran:agent
approach, one the U.S. can scarcely
afford. 0
DOCUMENT.. October 1979 Civil Engineering -ASCE 81
AV AI LAP. Li','
MICROFILMED BY
JORM MICROLAB
C(DAR RAPIDS•DC; tdDlrlFS
Marlin Lang Eckardt C. Beck
Federation head warns about costs; EPA's Beck wields compliance stick.
Rigid effluent standards
slammed by WPCF chief
In a strongly worded address at la
week's 52nd annual meeting of the Wate
Pollution Control Federation (1v'PCF
ouigning president Martin Lang made
last ditch appeal for a shift in. the clean
water program away from technology
based controls to the "classic engineering
and scientific approach" of cost-effective
-treatment tailored to the needs of receiv-
ing waters.
Lang, president of Camp Dresser &
McKee, Inc.'s management consulting
division, told some of the more than 9,000
persons at the Houston meeting that
taxpayers could save billions of dollars if
treatment needs were matched with local
water quality conditions.
Ile referred in the Carter administra-
tion's call for a review of costs and bene-
fits of environmental regulations as they
pertain to energy decisions and added,
This energy crisis also should compel
revision of EPA's administration of the
Clean Water Act, which has largely been
a simplistic fiat for a uniformly high
degree of treatment everywhere."
Slow change. A few "portents of
change" are apparent now, Lang said.
He pointed to the restraint imposed by
Congress on the Environmental Protec-
tion Agency (EPA) "to deter the prolifera.
tion of energy-imensive, expensive ad-
vanced wastewater treatment facilities,
selected apparently with no regard for the
needs of tale receiving stream." Lang also
noted that Clean Water Act amendments
provide for waivers of secondary treat.
merit requirements for remain coastal
communities. And he praised EPA's shift
toward abating toxic pollutants That pose
direct health hazards.
las
14 ENR OnnlKr IR, 1979
On other fronts, Lang warned th
r without increased attention to nonpoi
), sources of pollution, public disillusion
a ment with the program could result i
situations where all of the gram money i
- spent to remove only a fraction of the tela
pollutant load on a lake or a river. Il
e noted that municipal sewer rates have
increased greatly as a result of treatment
system operation costs and added, "Most
communities are still not aware of the
onerous obligations they will have to
assume for industrial waste surveillance
and administrative control, particularly
under the new pretreatment regula.
tions."
EPA's response to Lang's call was to
remind federation members of the prob.
lems associated with water quality -based
controls, to announce a beefed up
enforcement strategy aimed at muncipali.
ties and to call for patience until the
construction grant dollars invested in new
treatment plants begin to show results.
Administrative problems. Tim S.
Stuart, chief of EPA's water monitoring
branch, noted that early federal legisla-
tion based on water quality standards
posed a number of administrative prob.
lems. Among therm, the law was vague, it
applied to only about 15% of the nation's
waters, it was nearly unenforceable, and
because of a lack of uniform, minimum
effluent standards, dischargers could not
be regulated equally. This "encouraged
slopping around by industry;" he said.
Under the 1972 amendments to the
Water Pollution Control Act, states were
required to develop water quality stan-
dards and apply them for discharge
Permits if technology-based controls were
r._, stringent. But "the water quality
cork done for permits and construction
grants lends to vary considerably from
state to state," Stuart said. To illustrate
this point, he cited results of EPA's review
of advanrcd treatment projects in which
inadequate water qualityjustification was
a major reason for not approving over 25
Of the 48 projects analyzed. Stuart said
that EPA is strengthening its staff support
for development of scientifically sound
water quality analyses.
EPA's new stick. Addressing other
mailers, Eckardt C. Beck, former EPA
Region Il administrator and designated to
be the assistant administrator of water
and waste management at EPA, told tvPCF
members that a key to achieving clean
seater goals is municipal compliance with
discharge permits.'
He announced a new enforcement
strategy in which all major treatment
plants will be classified according to
several criteria including funding eligibil-
at it), and impacts on receiving waters. All
nt noncomplying plants will be put on
- specific schedules for meeting discharge
It permit requirements. Some will be
s granted extensions, others will get admin -
I istrative orders setting forth specific dead.
Ile lines and, in worst cases, some municipal
e polluters will be referred to the Justice
Department for prosecution. "We are
finally learning how to coordinate the
stick with the carrot," Beck said.
The impact on the quality of water of
existing programs has not been dramatic,
EPA administrator Douglas hl. Castle told
N'PCF members. Monitoring data between
1974 and 1978 shoe no substantial
change in the concentrations of conven.
tional pollutants in the nation's waters, he
said. But Castle added that in a study of
24 cities where monitoring data go back
to 1968, coliformlevels dropped in 18,
remained the same in two and increased
in four. He also mentioned specific
insiances—the Willimantic River in Con-
necticut, the Calumet River in Chicago
and Lake Erie, among them—where
dramatic .water quality improvements
have been made.
Castle also made the point that, as of
last March, only 5,276 projects costing
51.7 billion had been completed under
the construction grants program. Another
10,582, costing $19 billion, remain to be
Completed. "As those plants come on line,
we will start to sec a dramatic accelera.
tion in the rate of cleanup—both in the
data and the water," he said. The nation-
al pollution control battle will be won
gradually, he said, "fiat that quiet victory
may well be the most important any
nation has ever won'.
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City of Iowa CN,
MEMORANDUM
Date: October 29, 1979
To: City Council
From: Richard Plastino, Director of Public Works
Re: Snow Removal
At the October 16 Council meeting a request was made for an update on the
snow removal program.
Most of the program will be similar to last year's. Those similarities
will be listed.
There are a few differences and these will also be listed.
Items in snow removal program similar to last year:
1. Streets will be plowed and sanded in the following order: a)
arterial streets, b) bus route streets, c) collector streets and d)
residential streets.
2. Salting and sanding will be used in snow falls of less than 4".
After 4" of accumulation, plowing will occur. (The 4" figure is not
hard and fast; the Street Superintendent uses his discretion to
determine if plowing should begin earlier based on weather
forecasts)
3. The City will again use a professional forecasting service.
4. The Street Division will be set up in two teams. These two teams
will alternate sanding and plowing duties on 12 hour shifts.
5. The Equipment Division will again stockpile a large parts inventory
for snow removal equipment. Rear end parts and several entire rear
end assemblies will be stocked for winter use.
6. The Iowa City Airport will plow its own runways as a primary effort.
Backup service will be provided by the Street Division after all City
streets are plowed and sanded.
7. Snow from the downtown area will be hauled away and stockpiled at the
old City landfill.
Changes in snow removal procedures:
1. Alleys will be plowed in snowfalls of greater than 4" after
residential streets have been done.
2. During the weekends last year we maintained seven employees on call.
We did not provide any type of vehicle as called for in the union
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contract because of the problems with that many vehicles going out
all over the county. This year we were able to negotiate a contract
amendment with the union. This will have to be accepted by Council.
In return for union employees providing their own vehicles, we
proposed paying them approximately 3 hours of additional pay each
week for use of their vehicle. In return the employee will be on
standby not only on weekends but after hours during the week. This
will be of an immense benefit to our snow removal program at a very
reasonable cost.
3. All Public Works divisions must provide two employees upon call by
the Street Department. These two employees from each division will
aid in snow plowing during massive snow storms where the Street
Division becomes physically exhausted.
4. The City will rent two front-end loaders. Last year the City rented
motor graders which proved to be extremely unreliable and
mechanically deficient. The two front-end loaders are brand new
units.
5. The City is negotiating an agreement with a private firm in town
which owns a snow blower to plow and load all City parking lots. For
snowfalls of less than 4" the Street Division would still plow
parking lots and in snowfalls of greater than 4" the private firm
would be notified. This will allow the Street Division to
concentrate on clearing the downtown streets and to use our snow
blower where heavy drifting problems occur.
6. The salt -sand mixture will be mixed at a maximum of three parts sand
to one part salt until approximately 300 tons of salt are left in the
stockpile. At that time the remainder of the salt will be used only
to keep the sand pile from freezing and no further salt will be
applied. As the Council may know, no further salt will be available
after the existing salt pile is gone.
f Council may be interested in a few of my observations on snow removal in
Iowa City.
1. Because of our highly transitory population, public information
programs have been only moderately successful. We will continue to
issue the standard press releases however.
2. We find a large percentage of our citizens refuse to properly prepare
their cars for winter weather. A very high percentage continue to
believe that radial tires are a satisfactory substitute for snow
i tires. This is not the case.
f i 3. The first few snow storms of the year will cause more public concern
i than more severe storms later in the year. This is simply a matter
of people becoming used to driving in snow and accepting the fact
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that winter has arrived.
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4. The Iowa City Street Division is well prepared for this winter. This
does not mean, however, that all streets will always be open. I find
that a small percentage of our citizens become extremely agitated if
their personal mobility is decreased for any period of time.
Depending upon the severity of winter conditions there will be times
when nature takes command of the transportation system in Iowa City.
Some individuals believe that mankind's technology should be in
control all of the time. This has never been true in the past and
this coming winter will certainly be no exception.
bj/sp
cc: Bud Stockman
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City of Iowa City
MEMORANDUM
Date: November 1, 1979
To: Honorable Mayor and City Council
From: Roger Tinklenberg, Energy Program Coordinator
Re: Housing Code Storm Door and Window Provision
1. Storm doors and windows will save over 40% of the heat loss through
the doors and windows at Town & Campus Apartments. (The savings are
even greater for doors and windows which are not weather stripped at
all.)
2. The Resources Conservation Commission recommended to the City
Council that:
a. The storm door and window provision in the Code is effective as
writteli. The provision is precise and yet allows for
alternatives.
b. There are other alternatives possible based on equivalency.
Alternatives which would satisfy the Code must have an
insulation value and an air infiltration rate equal to or better
than that of a double -hung casement window with a storm window
(or a wooden door with a storm door).
One alternative suggested was to add thermal drapes to the
windows and additional weatherstripping to the doors. These
measures are not equivalent to the measures identified in the
Code. The thermal drapes would need to be completely sealed
around all four sides, be impervious to air and moisture
movement, and be left in place 24 hours per day to be equivalent
to storm windows. Additional weatherstripping around the doors
would not satisfy the Code requirements because it deals only
with the air infiltration part of door heat loss. The
conduction of heat through the door is also a significant
factor.
C. Storm doors and windows are cost effective most of the Lime.
They are always end effective. It cannot be ,guaranteed that
storm doors and windows will be cost effective every time. that
would need to be done on a case-by-case basis.
d. My report to the Housing Board of Appeals is accurate with the
exception of the air infiltration rate used for the metal clad
insulated doors. The correct rate is lower than the one that I
used. This means that the energy and money savings for metal
clad insulated doors is even better than those shown in the
report.
205
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3. The RCC did not make a specific recommendation concerning the
question of whether to keep the storm door and window provision in
the Code or not, because they assumed that the provision would be
retained. However, it is safe to interpret from their discussion and
recommendations that they are in favor of the provision remaining in
the Code on the basis of energy conservation reasons.
4. The subject of my case study, Town & Campus Apartments, was in many
ways a "worst case" situation for several reasons:
a. The cost of the capital improvement funds for the average home
owner would be lower than the 18% cost of Town & Campus' capital
funds;
b. The $0.25 per therm (100,000 BTUs) of natural gas used in the
calculations should now be $0.29 per therm which means even
greater dollar savings;
C. I assumed Town & Campus Apartments' furnaces are 70% efficient
even though furnace efficiency ranges from 50-70%;
d. The savings for metal clad insulated doors are even better than
those shown in the report because the correct air infiltration
rate is even lower than the one that I used.
All of this means that, for the average home, storm doors and windows
would be even more cost effective.
In conclusion, the storm door and window provision in the Housing Code is
a good provision and should be retained.
cc: City Manager
Assistant City Manager
Terry Steinbach
Resources Conservation Commission
bj4/2-3
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City of Iowa City
MEMORANDUM
DATE: November 2, 1979
TO: City Council
FROM: Dennis R. Kraft, Director of Planning F, Program Development
RE: Housing Information Pamphlet
Attached is a copy of the Housing Information Pamphlet which has been prepared by
the Department of Planning and Program Development in conjunction with the Iowa
City Housing Commission. The Housing Information Pamphlet is an element of the
City's Housing Assistance Plan and is designed to serve as an index of housing
services available in Iowa City and the surrounding area.
Copies of the pamphlet will be available for free distribution at a variety of
locations, including the Iowa City Public Library, the Council on Aging, Johnson
County Social Services, and the office of the Iowa City Assisted Housing Division.
If you have any questions or would like additional copies, please contact Kevin
Laverty in the Department of Planning and Program Development, 354-1800 (ext. 324).
DRK/ssw
Attachment
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City of Iowa City
MEMORANDUM
DATE: November 2, 1979
TO: City Council
FROM: Dennis R. Kraft, Director of Planning F, Program Development
RE: Housing Information Pamphlet
Attached is a copy of the Housing Information Pamphlet which has been prepared by
the Department of Planning and Program Development in conjunction with the Iowa
City Housing Commission. The Housing Information Pamphlet is an element of the
City's Housing Assistance Plan and is designed to serve as an index of housing
services available in Iowa City and the surrounding area.
Copies of the pamphlet will be available for free distribution at a variety of
locations, including the Iowa City Public Library, the Council on Aging, Johnson
County Social Services, and the office of the Iowa City Assisted Housing Division.
If you have any questions or would like additional copies, please contact Kevin
Laverty in the Department of Planning and Program Development, 354-1800 (ext. 324).
DRK/ssw
Attachment
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City of Iowa Citi
MEMORANDUM
I�
WE: November 1, 1979
{ TO: Mayor and City Council
FROM: Dennis R. Kraft, Director, Dept. of Planning & Program Development NUJ+
RE: Small Cities Project �J
A neighborhood meeting for the Lower Ralston Creek neighborhood
was held on October 17, 1979 to provide information to residents
! and property owners concerning acquisition and relocation required
for the project.
A summary of the staff presentation and of questions and concerns
expressed by residents and property owners is attached for your
information.
If you have any questions please contact Mike Flaherty. I
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City of Iowa CI
MEMORANDUM
Date: October 22; 1979
To: Small Cities File (Citizen Participation)
From: Michael Flaherty, Planner/Program Analyst
Re: Neighborhood Meeting
A neighborhood meeting for the Lower Ralston Creek/Small Cities Neighbor-
hood was held on Wednesday, October 17, 1979, at 7:30 p.m. in the National
Guard Armory.
Staff present: Flaherty, Sandro, Milkman, Knight.
CCN Members: Swisher, Johnson.
Residents and Property Owners: J. Callahan, M. Blakley, S. Huddleston, P.
Quigley, M. Alexander, B. Campion, J. Graham, 1. Foster, M. Jones, C.
Jones, J. Gillespie, W. Hieronymus, K. Boggs, D. Busch, P. Cary, T.
Leverch, J. Croker, J. Fisher, M. Fisher, D. Petersen, J. Vedepo.
This informal meeting was called to discuss the timetable for acquisition
of properties required for the Small Cities project and relocation
information and procedures.
Mike Flaherty opened the meeting with a status report on the project.
Flaherty next described the acquisition schedule and required procedures.
Susan Sandro explained relocation eligibility, benefits and procedures.
A meeting agenda and an outline of the presentation is attached to the
memo.
Questions and concerns expressed by residents and property owners include
the following:
Concerning Acquisition:
1. Ron Johnson, 219' E. Benton, asked if property owners could make
appointments with the appraiser.
John Gillespie, property owner, 311 E. Harrison, stated that this is
private property and that the appraiser would have to come at the
Property owner's convenience.
2. James Callahan, owner, 900 bk. S. Dubuque, asked if federal
regulations required that appraisers be certified.
Staff responded that federal regulations do not specify that
appraisers be certified, however, the City must have evidence of an
appraiser's qualifications. Therefore, City policy requires that
certified appraisers be used.
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3.
Ron Johnson asked if appraisers used for Urban Renewal projects would
be used because they are familiar with Iowa City.
Staff answered that appraisers involved in Urban Renewal work had
been requested to submit proposals on the Small Cities appraisals.
4.
Wilfreda Hieronymus, owner, 700 bk. S. Dubuque, asked if the City
would pay for appraisals and legal fees of property owners.
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Staff responded that the City would pay such expenses only in
condemnation cases in which the award exceeded 110 percent of the
City's purchase offer.
5.
Jim Croker, owner, 201 E. Benton, asked for an explanation of life
estates, which will be offered to some owner -occupants.
Staff explained that a life estate payment is computed on the age of
the owner. The owner would be paid the value of his or her property
less an amount deducted for economic rent for the remaining life
expectency, of the owner. Staff also explained the details of life
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estate arrangements would be worked out by the City's legal staff for
ieach
individual case.
6.
Ron Johnson pointed out that owners whose property was purchased
under threat of condemnation would have three years to reinvest
without paying taxes on any capital gain.
7.
Wilfreda Hieronymus asked if property could be acquired sooner or
later than the timetable indicates.
Staff replied that the timetable was flexible and that if an owner
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requested a change the City would explore that possibility.
Inex Foster, owner, 916 S. Dubuque, stated that she would like her
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property acquired sooner than indicated on the timetable.
Staff will explore that possibility.
Concerning Relocation:
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1.
John Gillespie asked if comparable housing payments would be based on
actual Iowa City sales.
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Staff replied that an upper range would be established based on
actual sales but that the replacement housing payment would also
depend upon the replacement housing actually purchased.
2.
Clark Jones, 930 S. Dubuque, asked if replacement housing payments
and/or rehab funding would be available outside of Iowa City.
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Staff responded that relocation assistance was the same for all types,
of businesses.
7. David Busch, 223 E. Benton, asked if any loan assistance would be
available for those displaced.
Staff answered that SBA loans could be available to displaced
businesses, but staff was unaware of similar low interest loans
available to residents.
8. John Gillespie complimented staff on the excellent quality of the
graphics used in the presentation.
bdwl/11-142
Attachments:
1. Meeting agenda.
2. Presentation outline.
cc: V Meal Berlin, City Manager
Acquisition File
Relocation File
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Staff responded that if an owner or tenant chose to move outside of
Iowa City they would be eligible for replacement housing payments or
rental assistance payments, but that it would be based on Iowa City
cost or actual cost at the other location, whichever was less. Rehab
would be available under some circumstances in Iowa City and might be
worked out in another location eligible for CDBG funding.
3.
John Gillespie asked if down payment assistance would apply to mobile
homes.
I
Staff did not have an immediate answer, and will research the
question.
4.
Marlene Blakely, 512 S. Linn, asked if advanced payments would be
available, e.g., deposits on a replacement apartment.
Staff replied that advanced payments could be worked out on a
case-by-case basis as necessary.
5.
Denny Petersen, owner, 700 bk. S. Linn, asked if there is an
established maximum for actual moving expenses.
Staff replied that there is not a maximum, but that all expenses
would have to be documented. The City might also request one or more
bids prior to a move.
6.
John Gillespie asked what benefits would be available for non -retail
businesses.
Staff responded that relocation assistance was the same for all types,
of businesses.
7. David Busch, 223 E. Benton, asked if any loan assistance would be
available for those displaced.
Staff answered that SBA loans could be available to displaced
businesses, but staff was unaware of similar low interest loans
available to residents.
8. John Gillespie complimented staff on the excellent quality of the
graphics used in the presentation.
bdwl/11-142
Attachments:
1. Meeting agenda.
2. Presentation outline.
cc: V Meal Berlin, City Manager
Acquisition File
Relocation File
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Neighborhood meeting concerning the Lower Ralston Creek/Small Cities Project
lowa National Guard Armory
925 South Dubuque Street
Wednesday, October 17, 1979 - 7:30 P.M.
AGENDA
1. Status of Lower Ralston Creek/Small Cities Project.
2. Acquisition timetable.
3. Relocation procedure in relation to acquisition.
4. Who is eligible for relocation benefits.
5. Different types of relocation benefits.
A. Help in finding replacement housing.
B. Moving expense payrnents.
C. Replacement housing payments.
D. Payments to businesses.
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Neighborhood meeting concerning the Lower Ralston Creek/Small Cities Project
lowa National Guard Armory
925 South Dubuque Street
Wednesday, October 17, 1979 - 7:30 P.M.
AGENDA
1. Status of Lower Ralston Creek/Small Cities Project.
2. Acquisition timetable.
3. Relocation procedure in relation to acquisition.
4. Who is eligible for relocation benefits.
5. Different types of relocation benefits.
A. Help in finding replacement housing.
B. Moving expense payrnents.
C. Replacement housing payments.
D. Payments to businesses.
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RELOCATION BENEFITS
FOR DISPLACED RESIDENTS AND BUSINESSES
HELP FROM THE PPD STAFF:
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- CONSULTATION DURING ENTIRE RELOCATION PROCESS
- UP-TO-DATE LISTINGS OF AVAILABLE SALES AND RENTAL
HOUSING AND COMMERCIAL PROPERTIES
- REFERRALS TO OTHER AGENCIES FOR ADDITIONAL HELP
NLQIIEi FOR MOVING AND REPLACEMENT HOUSING EXPENSES:
- MOVING EXPENSE PAYMENTS
ACTUAL OR FIXED PAYMENT
i
- HOUSING PAYMENTS FOR RESIDENTS
OWNER -OCCUPANTS
TENANTS
- PAYMENTS TO B��I1SINESSES I
ACTUAL OR T LIEU OFA MOVING
PAYMENTS
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RELOCATION BENEFITS
FOR DISPLACED RESIDENTS AND BUSINESSES
HELP FROM THE PPD STAFF:
i
- CONSULTATION DURING ENTIRE RELOCATION PROCESS
- UP-TO-DATE LISTINGS OF AVAILABLE SALES AND RENTAL
HOUSING AND COMMERCIAL PROPERTIES
- REFERRALS TO OTHER AGENCIES FOR ADDITIONAL HELP
NLQIIEi FOR MOVING AND REPLACEMENT HOUSING EXPENSES:
- MOVING EXPENSE PAYMENTS
ACTUAL OR FIXED PAYMENT
i
- HOUSING PAYMENTS FOR RESIDENTS
OWNER -OCCUPANTS
TENANTS
- PAYMENTS TO B��I1SINESSES I
ACTUAL OR T LIEU OFA MOVING
PAYMENTS
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RELOCATION BENEFITS
FOR DISPLACED RESIDENTS AND BUSINESSES
HELP FROM THE PPD STAFF:
i
- CONSULTATION DURING ENTIRE RELOCATION PROCESS
- UP-TO-DATE LISTINGS OF AVAILABLE SALES AND RENTAL
HOUSING AND COMMERCIAL PROPERTIES
- REFERRALS TO OTHER AGENCIES FOR ADDITIONAL HELP
NLQIIEi FOR MOVING AND REPLACEMENT HOUSING EXPENSES:
- MOVING EXPENSE PAYMENTS
ACTUAL OR FIXED PAYMENT
i
- HOUSING PAYMENTS FOR RESIDENTS
OWNER -OCCUPANTS
TENANTS
- PAYMENTS TO B��I1SINESSES I
ACTUAL OR T LIEU OFA MOVING
PAYMENTS
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MOVING EXPENSE PAYMENIS
FOR DISPLACED RESIDENTS
YOU MAY CHOOSE:
PAYMENT FOR ACTUAL MOVING EY,PENSES
- UP TO 50 -MILE LIMIT.
- YOU MUST KEEP RECEIPTS AOR CITY CAN
PAY MOVERS DIRECTLY IF YOU NOTIFY
STAFF IN ADVANCE),
OR
EiXED_Mo.yING .EX2EN.SE .PAYMEN.T
- FROM THE D.O.T,'S "MOVING SCHEDULE"
YOU RECEIVE A FIXED $ AMOUNT BASED
ON NUMBER OF ROOMS,
A RELOCATION ALLOWANCE OF $200.00
TOTAL AMOUNT CANNOT BE MORE THAN $500.00
D.O.T.'S MOVING SCHEDULE
7F OF ROOMS --OCCUPANT OWNS OCCUPANT OWNS
FURNITURE „_....... ._ AU__EXC-_jj j:URNITURE
1 $ 75 $ 30
2 140 42_
3 195 54
4 240 66
5 275 73
6 300 90
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EXAMPLES OF MOVING EXPENSE PAYMENTS
ACTUAL ;
BY MOVER - $350-400
U -HAUL - $25-35
FIXED
FROM DOT SCHEDULE - $240
RELOCATION ALLOWANCE - $200
TOTAL FIXED PAYMENT - $440
r r s • r • ► • r r .r • • r
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3-BFnannm Hnuu !F o,, s.
ACTUAL ;
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BY MOVER - $675-700
U -HAUL - $50-75
FIXED
.FROM DOT SCHEDULE - 1,300
RELOCATION ALLOWANCE - $200
TOTAL FIXED PAYMENT - $500
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EXAMPLES OF MOVING EXPENSE PAYMENTS
ACTUAL ;
BY MOVER - $350-400
U -HAUL - $25-35
FIXED
FROM DOT SCHEDULE - $240
RELOCATION ALLOWANCE - $200
TOTAL FIXED PAYMENT - $440
r r s • r • ► • r r .r • • r
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3-BFnannm Hnuu !F o,, s.
ACTUAL ;
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BY MOVER - $675-700
U -HAUL - $50-75
FIXED
.FROM DOT SCHEDULE - 1,300
RELOCATION ALLOWANCE - $200
TOTAL FIXED PAYMENT - $500
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.e,
REPLACEMENT HOUSING PAYMENTS
OWNER -OCCUPANTS.-O.F..180+ DAYS
- MUST HAVE OWNED AND LIVED
IN 11011E G MONTHS
OR MORE BEFORE CITY'S FIRST WRITTE14 OFFER
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TO ACQUIRE;
MUST FIND REPLACEMENT HOUSING WITHIN I YEAR
AFTER MOVING,
THE CITY WILL PAY YOU AN AMOUNT WHICH INCLUDES:
• THE DIFFERENCE BETWEEN
f -THE. AMOUNT PAID BY THE CITY FOR YOUR HOME
-AND EITHER THE COST OF A SIMILAR HOME (AS
DETERMINED BY THE CITY)
OR
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THE ACTUAL COST OF YOUR NEW HOME
(WHICHEVER IS LESS),
EXAMPLE: THE CITY BUYS YOUR HOME FOR $34,000; �
THE CITY DETERMINES THAT A SIMILAR
HOME SHOULD COST $40,000, i
YOU PURCHASE A NEW HOME FOR $39,000,
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i THE CITY PAYS YOU ($39,000-$34,000)
$5,000
AIJD
• A PAYMENT TO MAKE UP FOR THE INCREASE IN
i
INTEREST ON YOUR NEW HOME MORTGAGE
I AND
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f • LEGAL, CLOSING A14D OTHER RELATED EY,PF:NSI:S,
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MAL PAYMENTLLAtjjjQj B OEE_IHAlLQ55.000,.
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REPLACEMENT HOUSING PAYMENTS
QMER�- 0C..UEAKS QR-IENAN.T-S_QF-3O+_DAY-S
- MUST HAVE LIVED IN HOUSE OR APARTMENT
3 MONTHS OR MORE BEFORE CITY'S FIRST
WRITTEN OFFER TO ACQUIRE;
- MUST FIND REPLACEMENT HOUSING WITHIN
I YEAR AFTER MOVING,
YOU MAY RECEIVE FROM THE CITY:
• DOWN PAYMENT ASSISTANCE
CITY PAYS YOU $21000
WILL FiATCH ANOTHER $2,000 ON A
DOLLAR FOR DOLLAR BASIS,
TOTAL POSSIBLE $4,000
OR
• RENTAL ASSISTANCE
I
THE CITY WILL PAY THE DIFFERENCE BETWEEN
- YOUR CURRENT RENT !
AND
- EITHER THE AMOUNT NEEDED TO RENT SIMILAR
MOUSING (AS DETERMINED BY THE CITY), 4R
THE AMOUNT OF RENT YOU WILL BE PAYING IN
YOUR NEW HOUSE OR APARTMENT,
(WHICHEVER IS LESS),
I
EXAMPLE: YOU PAY $150/MONTH FOR A 2 -BEDROOM APARTMENT;
THE CITY DETERMINES THAT A SIMILAR APAR'IMENI
SHOULD COST $250/11ONTH;
YOU RENT A NEW APARTMENT FOR $225111UN111,
THE CITY PAYS YOU ($225-$150)= $75/M011T11
FOR 48 MONTHS,
TOTAL PAID TO YOU BY THE CITY = 9j,fiQQ
MAI PAYMENTS CANNOT B-E-10RE.1yAN._t�-q,0-00,
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PAYMENTS TO BUSINESSES
ACTUAL MQYING AND REI ATFDFXPFjiaa
- UP TO 50 -MILE LIMIT
- BESIDES NORMAL MOVING EXPENSES, PAYMENT MAY
COVER:
- STORAGE OF PERSONAL PROPERTY
- SEARCHING FOR A REPLACEMENT LOCATION (UP TO $500)
- ACTUAL DIRECT LOSS OF PERSONAL PROPERTY UNDER
CERTAIN CONDITIONS
2AYMFNT IN IIFLI 0F° MOVING EXPEAsES.
- IF YOUR BUSINESS WOULD SUFFER A SUBSTANTIAL
LOSS OF PATRONAGE BECAUSE OF THE MOVE;
AND
- IF YOU DO NOT OWN OR OPERATE ANY OTHER SIMILAR
BUSINESS;
AND
- IF YOUR BUSINESS MEETS CERTAIN NET EARNING
REQUIREMENTS,
YOU MAY QUALIFY FOR "PAYMENT 1N LIEU OF" MOVING
EXPENSES.
THIS PAYMEld WIl NOI -}� �°{S_JHAN�2,500.AND
CANNOT BF MORE THAN YlU'VSV
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CITY OF
IOWA
CITY
(f)WA ('11y I(lwn !)»,lO (31A ;.` A Us(() )
PRESS RELEASE
November 2, 1979
Contact: Jim Hencin
CDBG Program Coordinator
354-1800, Ext. 313
As work on the City's application for CDBG funds for FY81 proceeds,
the Committee on Community Needs wishes to detail some of the achievements
of the CDBG program over the past 4; years. All CDBG projects must either
principally benefit low and moderate income persons, or aid in the pre-
vention or elimination of slums and blight, or meet other community de-
velopment needs having a particular urgency.
The City of Iowa City has concentrated activities in three areas:
(1) Neighborhood improvement - including the "taming" of Ralston Creek,
(2) Programs serving the elderly, and handicapped, (3) Completion of
downtown redevelopment. Over 6 million dollars have been expended on these
Projects to date.
Ralston Creek Flood Control
Two detention basins are planned for construction on the north and
south branches of Ralston Creek in the near future, and the following im-
provements to reduce flooding along the creek have already been completed:
(1) A storm water detention site by the Iowa -Illinois Gas & Electric Co.
headquarters off Lower Muscatine Avenue.
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(2) Relocation of the Benton Street sewer to permit increased flow.
(3) Van Buren Street sewer relocation to decrease creek obstruction.
(4) An inverted siphon to improve flow at Iowa Avenue.
(5) Widening of two bridges on Muscatine Avenue. (CDBG funds were not
j used for this project.)
Other major creek improvements are planned with CDBG funds under the
"Small Cities" Grant program in the area between Harrison Street and Kirk-
wood Avenue.
Neighborhood Revitalization
In addition to reducing flooding hazards the following programs have
contributed to revitalizing Iowa City's older neighborhoods:
I (1) Systematic Minimum Housing Code Enforcement.
I
(2) Housing Rehabilitation through direct grants and loans.
(3) Neighborhood site improvements including alley gravelling and paving,
tree planting, mini -parks, bus shelters and benches, playground equip-
ment and sidewalk repair.
Elderly and Handicapped
j A variety of projects include:
i
(1) Purchase of the Old Post Office for a Senior Center. Detailed plans
+� for remodelling are now ready.
(2) Architectural barrier removal in public buildings and parks (e.g.
the Recreation Center, City Park).
i
fi (3) An extensive curb cut program.
I!
(4) Parking spaces for the handicapped at public buildings and downtown.
I
(5) Funding for purchase of a building to house the Nelson Adult Day Care
Center for persons with developmental disabilities.
rl 7
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Other Programs
Other projects funded with CDBG funds include:
(1) Energy conservation (solar demonstration projects and infrared photo-
graphy to aid in effective home insulation).
(2) Essential completion of the downtown redevelopment.
(3) Planning activities including a Comprehensive Plan and new draft
Zoning Ordinance and draft Bikeways Plan.
(4) Funding for the purchase and rehabilitation of a building to house a
spouse abuse shelter.
Activities during the next program year will be concentrated in the
Lower Ralston Creek Neighborhood using CDBG (Small Cities Program) funds.
-0-
From: Administrative Offices
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Other Programs
Other projects funded with CDBG funds include:
(1) Energy conservation (solar demonstration projects and infrared photo-
graphy to aid in effective home insulation).
(2) Essential completion of the downtown redevelopment.
(3) Planning activities including a Comprehensive Plan and new draft
Zoning Ordinance and draft Bikeways Plan.
(4) Funding for the purchase and rehabilitation of a building to house a
spouse abuse shelter.
Activities during the next program year will be concentrated in the
Lower Ralston Creek Neighborhood using CDBG (Small Cities Program) funds.
-0-
From: Administrative Offices
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City of Iowa Cif,
.
MEMORA OUM
(/
Date: October 25, 1979
To: Dale Helling, Assistant City Manager
From Jim Hencin, CDBG Program Coordinator
Re: Status of Spouse Abuse Shelter Irn'nM
Dale, the following information should bring you u-to-da'te on the use�
Abuse Shelter. Since our initial meeting with Neal, Councilman Erphl,
and members of the AAVSA program on October 1, we have had two meetings.
Also, as requested by AAVSA, a program description report (copy attached)
has been reproduced by this department and sent to all agencies which
received the project environmental review record.
In the first meeting (October 5), we discussed additional resources for
rehabilitating the Spouse Abuse Shelter, as well as what costs might be
included in the overall acquisition and rehabilitation budget. Eighty
thousand dollars ($80,000) was allocated for this purpose from CDBG funds.
There was some discussion of AAVSA's operating fund status; the
organization will know more by December 1. A draft contract between the
City and AAVSA would be reviewed by November 1.
A second meeting was held October 18, at which time an initial draft
contract was reviewed. Assistant City Attorney Linda Cook, assisted in
this review. AAVSA members will check back with the staff after they
(AAVSA) have a chance to look at prospective buildings to acquire and
speak with local contractors. It must also be decided which name,
corporate or otherwise, AAVSA will go by in the contract. I will meet
with Mike Kucharzak regarding his department's participation in this
project. The draft contract will not be revised until these matters are
taken care of.
The goal is to prepare a final contract and go before City Council in late
November around the time when AAVSA will know the status of its operating
funds. I will try to keep you informed of our progress. Please call me if
you have any questions.
bdw4/19
Enclosure
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EMERGENCY SHELTER FOR VICTIMS OF SPOUSE ABUSE
Program Description Report
i
Prepared by: Aid and Alternatives for Victims of Spouse Abuse•"
Iowa City, Iowa
October 1979
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Current AAVSA Program
A. Background Information
Since 1970, researchers from various diciplines have conducted studies
on domestic violence. For purposes of research and providing services, spouse
abuse is generally defined as an act of physical attack by one spouse on
another: pushing, slapping, punching, kicking, knifing, shooting, or throwing
an object with the intent to inflict bodily harm.
The FBI crime reports of 1975 indicate that murder within the family
accounted for 25% of all murders. One-fourth of all police officers killed on
duty are killed while intervening in family fights. According to the FBI, a
woman is assaulted by a husband or boyfriend every 18 seconds.
Though there are no uniform means of reporting the incidence of spouse
abuse, and many cases go unreported, there are indicators showing that the
problem locally is as severe as other statistics show. Local attorneys estimate
that from 60% to 80% of divorce cases they handle involve some form of physical
abuse. A University of Iowa social work student's six month study of seven
local agencies revealed that those agencies alone saw between 30 and 50 battered
women each month who were seeking a solution to their problem.
Family violence occurs within all socioeconomic and ethnic groups and at
all educational levels. Generally abuse occurs in a pattern with assaults
becoming more violent, resulting in anger, guilt, isolation, bitterness,
sometimes permanent injury, even death. Spouse abuse has been found to be
related to child abuse,with children who have witnessed abuse or have been
abused being likely to grow up to be abused or abusing adults.
Prior to May 1977, no specialized sources were available to victims of
domestic violence in Iowa City. Services were available through hospital
emergency wards, alcoholism treatment centers, crisis lines, legal aid, etc.,
but the focus of each program was different and not oriented toward providing
comprehensive services to spouse abuse victims.
B. Original AAVSA Program
nd
ives
May 3, 1977dwaith aItCETAtgrantfor sponsoredsbyf theouse AuseUniversity(ofVIowaAASA)bW mean ns
Resource and Action Center. The CETA contract paid the salary of a program
director.
The purpose of the program was to assess the needs of the community, the
services and resources being applied to the problem, and desirable alternatives.
Although the program was intended for research and not to provide services to
victims of spouse abuse, agencies and individuals immediately began contacting
the director, and it became necessary to organize volunteers to aid victims in
obtaining services and to provide emergency shelter to victims where necessary.
Program Elements:
1. Detailed records of program contacts were maintained by the program
director from December 1977, until the program ended on May 31 1979. During
that seventeen -month period, the program had the following substantial
contacts:
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396 different individuals called the program director, including
victims, their friends and relatives, employers, counselors, medical
personnel, lawyers and service providers.
114 separate individual victims came to the program office seeking
assistance.
166 individuals, including victims and their children, required
emergency shelter.
All clients who received direct services were women. Referrals and
information were provided to men, several of whom were abusers or men
otherwise related to the victims.
Sixty percent (60%) of clients seen were not eligible for assistance
from the Department of Social Services.
2. The program provided extensive legal, medical, and counseling
referrals for victims of domestic violence. The program also regularly provided
information and referrals for family members, friends, employers, clergy,
social workers, counselors, lawyers, police and doctors. A twenty-four hour
crisis line and information and referral to the program were provided by both
the Rape Victim Advocacy Program and the Iowa City Crisis Center. Other agency
referrals were taken during the 9-5 work day, and victims could be seen within
twenty-four hours. Emergency shelter needs were provided by five private homes
and a current listing of shelters state and nation-wide. The program relied
heavily on the counselors at the Women's Resource and Action Center. The
program provided advocacy services, crisis intervention counseling and support
counseling. Transportation was provided to clients to reach temporary shelter,
leased housing, social service agencies, an attorney, etc. An effort was made
to provide comprehensive services to victims, including referrals to all other
persons and agencies which could be of assistance in dealing with the
individuals situation.
In addition to the services provided directly to clients, the director
maintained ongoing liasions with other service providers in the community.
Meetings were held with local law enforcement officers, attorneys, the
prosecuting attorney and judges; with the Board of Social Welfare; and with
local clergy. The program director identified within each agency a contact
person to facilitate communication. Also, four brochures were written, printed
and distributed, and public service announcements designed, taped and provided
to local radio stations. Program personnel spoke to a number of groups who had
requested information about the problem and the program.
3. Assistance to clients was provided primarily by the program
director. In addition, she supervised several social work practicum students
and volunteers. Approximately ten ex -victims were available to talk to clients,
and up to 20 volunteers offered to perform a number of tasks. Five private homes
were used for temporary emergency shelter.
4. The only funding for the original AAVSA program was provided by a
CETA grant intended primarily for research. Services to victims came from
donated time by the program director and the volunteers. Food, shelter and
transportation were also donated.
5. Special arrangements have been made with the Iowa City Crisis
Center to provide victims of spouse abuse with information, crisis intervention,
emergency shelter, client advocacy, and follow-up from May 1, 1979, to the
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expected opening date of the new shelter. Crisis Center volunteers choosing to
Participate have undergone additional special training provided by the AAVSA
program regarding the problem of domestic violence and local resources
available. Emergency shelter in the interim is being provided at the volunteer
homes previously used by the AAVSA. The arrangement with the Crisis Center was
acceptable to their Board providing it was a temporary arrangement ending
January 1, 1980. All agencies who referred abused clients to the Women's
Resource and Action Center have been notified of the temporary change in
procedure and public service announcements and press releases have been issued
regarding this change. Those who have accepted speaking engagements in the past
will continue to fill lecture and workshop requests. The Board of Directors is
concentrating its efforts on securing funding for the program to begin in 1980.
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II. Description of Proposed Program
The primary purpose of AAVSA's proposed program is to make
comprehensive services available to victims of spouse abuse (and their children)
in the Johnson County area. We intend to make such services available utilizing
both AAVSA services and those of other agencies. Three programs will be offered
by AAVSA: Safe Shelter, Counselling, and Community Education. Goals and
objective for the programs are outlined below.
SAFE SHELTER
Goal: To provide victims of spouse abuse with an alternative living arrangement
which will ensure their temporary safety from future acts of violence
against them.
Objective l: Operate and staff a residential facility which is accessable
24 hours a day to provide a place of safe shelter for up to
5 adults and 10 children at any given time.
a. Maintain 24-hour supervisory staff utilizing both paid
and volunteer personnel.
b. Maintain 24-hour accessability to the shelter and staff
through a coordinated phone system with the Iowa City
Crisis Center.
c. Coordinate necessary client transportation assistance
with the Crisis Center, law enforcement agencies, and
Johnson County Social Services (JCSS).
d. Implement necessary shelter security measures.
e. Implement a sliding fee scale for shelter residents.
Performance Indicator: quarterly statistics
Objective 2: Provide clients with referrals to other appropriate shelter
facilities when such referrals are more suitable to clients
needs.
a. Maintain extensive information on shelter resources
available nation wide.
b. Assist clients who choose to re -locate with their
transportation needs, utilizing AAVSA resources and
those of other agencies (i.e., JCSS, Crisis Center,
Salvation Army)
Performance indicators: client follow-up, quarterly statistics
Objective 3: Provide clients with necessary food, clothing, and financial
assistance.
a. Secure monetary and food donations to maintain a
shelter food bank.
b. Secure monetary and clothing donations to maintain a
shelter clothing closet.
c. Maintain extensive information on local service agencies
providing such assistance and make referrals when neces-
sary. (JCSS, Crisis Center, HACAP, Salvation Army, Free
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Clothing Store)
Performace Indicators: Client follow-up, quarterly statistics
Objective 4: Provide childcare for clients' children when necessary.
a. Maintain staff to offer supervised childcare activities.
b. Maintain extensive information on local childcare ser-
vices available and assist clients in securing such
services.
Performance Indicators: client follow-up, quarterly statistics
COUNSELLING:
Goal: To provide victims of spouse abuse with free or sliding fee scale
comprehensive counselling services which address their immediate
needs and future goals.
Objective 1: Provide free short-term counselling and advocacy for victims
of spouse abuse on a 24-hour basis for shelter residents and
9 a.m. - 5 p.m. daily basis for non -shelter clients.
a. Provide 3 training sessions yearly to maintain a counselling
staff of 25 volunteers and 4 work study students.
i b. Schedule one volunteer for each 3 -hour shift between
9 a.m - 12 p.m.
i c. Schedule.one work study student for each 12 p.m. -
9 a.m. shift.
Performance Indicator: quarterly statistics
Objective 2: Provide information on legal, counselling, financial, childcare,
and housing assistance and make referrals when appropriate.
a. Maintain extensive information on community resources
available and update every 6 months.
b. Schedule one in-service training session each month for
imonth for AAVSA personnel and invite staff from other
service agencies to speak about their services.
c. Provide client advocacy when referrals are made to other
agencies.
d. Provide client follow-up when referrals to other
agencies are made.
Performance Indicators: evaluation of resource materials,
quarterly statistics, client follow-up
Objective 3: Provide educational and personal development opportunities
to victims of spouse abuse.
a. Offer a weekly 2 -hour support group for battered
spouses.
b. Offer a weekly lecture series for spouse abuse victims
on such topics as parenting, nutrition, financial manage-
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ment, and career planning.
c. Maintain extensive information on educational and
personal development opportunities offered throughout
the community.
Performance Indicators: quarterly statistics, client
evaluations of AAVSA scheduled activities.
COMMUNITY EDUCATION
Goal: To educate community professionals and citizens on the problems of spouse
abuse and increase their awareness of available services.
Objective 1: To develop and distribute educational pamphlets and posters.
a. Enlist volunteers to donate time and skills in
developing and distributing materials.
b. Distribute materials to local service agencies and
public places (i.e., public library, campus information,
laundramat, etc.)
Objective 2: Provide speakers for conferences, lectures, and workshops
to present information on the problem of spouse abuse.
a. Maintain a library for AAVSA personnel and clients on
spouse abuse literature.
b. Form a speakers bureau and advertise to the local public.
their availability for speaking engagements.
Objective 3: Utilize local media at least once a month to educate and
present information to the public on spouse abuse.
a. Solicit presentations on radio.
b. Solicit newspaper articles.
c. Solicit television presentations.
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In addition to the above budget expenses and resources, the following items will
be sought through donations from local businesses and individuals:
Food
Clothing
Furniture
Office Equipment
Appliances
Printing
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AAVSA
BUDGET NEEDS - FIRST YEAR OF OPERATION
EXPENSES
Salaries
Director
14,500
full-time position starting 1-1-80
Program Coordinator
5,958
half-time position starting 2-1-80
salary; 6,500
Work Study Students
13,336
4 half-time positions starting 3-1-80
Medical Insurance
1,043
wage; $4/hour
single policy BC/BS for Director and
Program Coordinator
Workers' Compensation
135
Employer's FICA
1,254
Unemployment Tax
267
Gas/Electricity
2,000
Water/Sewer
200
Liability Insurance
160
Fire Insurance
115
Security System
2,000
one time only expense
Fire System
Telephone
2,000
one time only expense
1,000
Postage
300
Office Supplies
500
Media (Ads)
i
50
Local Transportation
50
Malpractice Insurance
1 025
TOTAL
I
45,893
BUDGET RESOURCES
Work Study Match
10,669
United Way Grant
Dept. of Social Service Grant 15,000
7,500 application submitted July, 1979
application submitted June, 1979
Board of Supervisors
2,000 application submitted July, 1979
City of Coralville
Church Donations
500 application to be submitted Nov., 1979
Private Donations
500 requests submitted August, 1979
2,000 campaign began August, 1979
Foundations
Fundraising Events
2,000 requests submitted August, 1979
TOTAL
5724 began August, 1979
$45,893
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In addition to the above budget expenses and resources, the following items will
be sought through donations from local businesses and individuals:
Food
Clothing
Furniture
Office Equipment
Appliances
Printing
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I;.
parks 8e recreation MEMO department
t o. Mayor and City Council from. Dennis E. Showalter
re. Willow Creek Park Tennis Courts date: November 1, 1979
This morning I received a call from a west side resident regarding the
proposed location of the Willow Creek Park tennis courts. He asked if it was
feasible to have them located on the west side of Willow Creek.
I told him I didn't favor a west -side location because:
1. Most of the west side is in the flood plain, including all areas where
you could reasonably build tennis courts;
2. The west part of the park contains the nature trail; we had hoped no
man-made structures would ever be in this area;
3. The soil is heavy and holds moisture for long periods of time after rains;
4. There are no roads or parking at present, or proposed for this area;
5. There is no water line or fountain in the west part of the park;
6. The proposed location does have some summer wind screening from the
existing row of trees.
At the request of a Teg Drive resident, the Parks and Recreation Commission
and staff will be meeting Friday night, November 2 at the Recreation Center, Room
A, at 7:00 p.m, to discuss this matter and other concerns about Willow Creek Park.
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parks 8e recreation MEMO department
t o. Mayor and City Council from. Dennis E. Showalter
re. Willow Creek Park Tennis Courts date: November 1, 1979
This morning I received a call from a west side resident regarding the
proposed location of the Willow Creek Park tennis courts. He asked if it was
feasible to have them located on the west side of Willow Creek.
I told him I didn't favor a west -side location because:
1. Most of the west side is in the flood plain, including all areas where
you could reasonably build tennis courts;
2. The west part of the park contains the nature trail; we had hoped no
man-made structures would ever be in this area;
3. The soil is heavy and holds moisture for long periods of time after rains;
4. There are no roads or parking at present, or proposed for this area;
5. There is no water line or fountain in the west part of the park;
6. The proposed location does have some summer wind screening from the
existing row of trees.
At the request of a Teg Drive resident, the Parks and Recreation Commission
and staff will be meeting Friday night, November 2 at the Recreation Center, Room
A, at 7:00 p.m, to discuss this matter and other concerns about Willow Creek Park.
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��City of Iowa Cit
MEMORANDUM
Date: November 2, 1979
To: Neal Berlin, City Manager
From: Rosemary Vitosh, Director of Finance r� �,/
Re: Information Given to Council Candidates
Mr. Larry Lynch stopped by to see me on Tuesday, October 30, 1979 and
requested information about the City's bond issues and financial status.
The following summarizes the majority of which was discussed.
1. How close is the City to its legal bonding limits: for FY79, the
total debt limit for the City was $27,199,811.00 and the City had
outstanding general obligation debt of .$12,735,072.00 thus the
available debt margin to the City is $14,464,739.00.
2. Had the City increased the outstanding general obligation bond total
substantially in the past few years: Yes this total has increased
but one must remember that two large dollar projects have been bonded
for in the last few years. These projects are the Pedestrian Mall,
Phase One for which $1,800,000.00 in bonds were sold, the Pedestrian
Mall, Phase Two for which $1,500,000.000 in bonds were sold, and
construction of the new library for which $3,500,000.00 in bonds were
sold. These projects result in total bonds of $6,800,000.00 being
issued.
3. Had any maintenance or repair items been bonded for in the past few
years: The asphalt resurfacing project amounting to $205,000 was
budgeted for in fiscal year 79 to be funded by the sale of bonds. Due
to the increase in the gas tax rate, road use tax funds were
increased sufficiently to enable the City to use road use tax funds
for this project and no bonds were sold.
4. Were there any other maintenance or repair projects for which bonds
were sold: In 1977 the bond issue include a bridge repair project in
the amount of $275,000. In 1978 the bond issue included a bridge
repair project amount of $625,000. The tutal of these two bond
issues was used for some miscellaneous repair to bridges, however the
majority went to pay for the construction of the Court/Muscatine
bridge and the Governor Street bridge. In the 1978 bond issue, bonds
were sold for a concrete street and curb repair project in the amount
of $67,000. The concrete street and curb repair project in the
current year's budget will be funded by the road use tax funds
instead of bonds. Council has discussed the bonding of
repair/maintenance projects on several occasions and during the
budget process for fiscal year 80 (the current fiscal year) they did
decide not to budget for the funding of any of these projects with
bond proceeds.
aioa.
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5. Does the City have any financial problems: The Council has been kept
informed of any potential problems. Last year it was anticipated
that the balance of the general fund was being reduced below a
satisfactory level. At that time Council did approve actions which
would work to increase this fund balance. I said I felt that we had
no financial problems now and that staff would continue to work
closely with Council in the future to maintain the stability of the
of the City's financial status. It can be expected that costs in the
future will increase at a faster rate than revenues will and that
thru the budgeting process, any such problems will be taken into
consideration.
tp/2/12
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City of Iowa Ci�
MEMORANDUM
Date: November 2, 1979
To: City Manager, City Council I
From: Rosemary Vitosh, Director of Finance L 0
Re: Purchase of Outstanding Water Revenue Bonds
I have authorized the purchase of $40,000 of Water Revenue Bonds which
were being offered for sale by the bond holder. When the Water Revenue
Bond and Interest Reserve Fund has an excess balance, the bond resolution
states that the excess may be used to call (purchase) any outstanding
bonds. Because an excess balance was projected for this fiscal year, the
FY80 Budget for this fund did include an expenditure of $100,000 for a
bond tender.
The bonds are Icing purchased at a price of $70.27 and accrued interest.
This amounts to $28,108 for principal and $5,872 for accrued interest.
Only the principal will be paid from the Bond and Interest Reserve as the
interest will be paid out of another reserve fund- Therefore there will
still be over $70,000 available for a bond tender early in 1980.
By calling these bonds before their maturity date the City will save
$11,892 in principal payments and $16,907 in interest payments (the bonds'
maturity date was December 1, 1991). Savings to the City is $28,799. If
this is netted against the loss of anticipated interest income from the
investment of the excess balance, the net savings to the City would still
be approximately $9,000. Also, if the City did not purchase outstanding
bonds with the excess fund balance, a band holder would have the right to
come in and force the City to purchase outstanding bonds which would then
limit the opportunity for investment of the excess balance.
bj5/4
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES MOINES
i
CITY OF IOWA CITY, IOWA
CITY COUNCIL
Robert Vevera
Mayor
CITY MANAGER
Neal G. Berlin
DIRECTOR OF FINANCE
Rosemary Vitosh
MICROFILMED BY
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CEDAR RAPIDS•DES MOINES
Mary Neuhauser
David Perret
Glenn E. Roberts
I
City of Iowa City
MEMORANDUM
DATE: October 24, 1979
TO: All Department and Division Heads II hhII
FROM: Melvin Jones, Budget Administrator
RE: FY81 Budget Process ll
The budget instructions that follow have been put together to
facilitate the completion of the FYBI budget process.
A meeting to discuss the changes for the FY81 budget process
is scehduled for Friday, October 26, 1979, 9:00 a.m. in the
City Manager's Conference Room. Please read the instructions
that follow and bring any questions you have to this meeting.
If you have any further questions on the budget process, please
don't hesitate to contact me.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOIIIES
is
i
City of Iowa City
MEMORANDUM
DATE: October 24, 1979
TO: All Department and Division Heads II hhII
FROM: Melvin Jones, Budget Administrator
RE: FY81 Budget Process ll
The budget instructions that follow have been put together to
facilitate the completion of the FYBI budget process.
A meeting to discuss the changes for the FY81 budget process
is scehduled for Friday, October 26, 1979, 9:00 a.m. in the
City Manager's Conference Room. Please read the instructions
that follow and bring any questions you have to this meeting.
If you have any further questions on the budget process, please
don't hesitate to contact me.
MICROFILMED BY
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CEDAR RAPIDS•DES MOIIIES
0
a a
I. INTRODUCTION
The fiscal year 1981 budget process will consist of a few changes over
FY80. Instead of requiring department and division heads to submit three
levels with each level representing an incremental increase over the
other, departments/divisions are asked to submit a current service level
budget (C.S.L.). The CSL is the level you are presently operating under
plus anticipated wage and salary increases, and inflationary increases
for commodities, services and charges, and capital outlay. This
information will be presented on form B-2.
An additional level is required only if you desire additional personnel
beyond that approved in FY80 and/or you desire an extraordinary
expenditure that will increase the level of service beyond that of the
CSL. This additional level of service will be called the expanded service
level (E.S.L.). Department heads should rank all ESL's in their
department before submission to the Budget Administrator. All ESL's will
be evaluated by the City Manager and the Budget Administrator. Prior to
submission of ESL's to the City Manager, the Budget Administrator will
rank them based on discussions with department heads and available
resources.
All current service levels and expanded service levels will be typewritten
and submitted on form B-2 and B-3 (expanded service level).
A service level reduction form (B-5) is included for three reasons. It
j replaces the old level ones, twos and threes, it condenses the information
to one page and it gives the City Manager an idea of what impact a five and
iten percent reduction in funds will have on service delivery for your
area.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOINES
t,
Y
Y
MICROFILMED BY
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CEDAR RAPIDS•DES MOINES
MICROFILMED BY
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CEDAR RAPIDS•DES 1101NES
2
i
i-
i -
i
II. RESPONSIBILITIES
I
1. All departments/divisions are responsible for the following:
A. Goals and objectives sheets with approval from the City
-
Manager. (Form B-1 see attached). These should already be
I
I-
completed and approved.
! I
B. Personnel FY81 projection sheets with approval of the Director
i
of Human Relations and the City Manager.
C. Form B-2 and, if necessary, form B-3. (See attached).
D. Submission of priority ranking sheets for expanded service
,
_I
levels only. Departments only. Form B-4.
i
E. Line item budgets for each decision unit on the line item budget
_
preparation form.
iF.
_i
Submission of service level reduction sheet. Form B-5.
I2.
I
The Finance Department will -
-'
A. Compile, compute, and re -compute all expenditure amounts on
line item budgets. I
B. Review the narrative on form B-1 (Goals and Objectives) for
i
reasonableness and consistency with stated financial policy. !
C. Review priority ranking sheets. Form B-4 (see attached).
y
D. Make computer runs to get results back to departments as quickly
i
as possible.
E ,
MICROFILMED BY
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CEDAR RAPIDS•DES 1101NES
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3
E. Provide clerical support (WPC) when departments are unable to
get needed information in on time.
3. Personnel:
A. All departments should have discussed their needs with
personnel during the week of September 10.
B. The Human Relations Department will provide individual salary
information to departments which will be shown on each depart-
ment's line item budget. The Human Relations Department will
supply FY80 salary information which includes COLA, merit,
health insurance, life insurance, and any temporary, overtime
expenditures that may be requested.
C. The Human Relations Department will review all departmental
personnel requests and programs for FY81 and determine the
department's compliance with affirmative action and EEOC
guidelines and make recommendations where necessary.
MICROFILMED BY
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CEDAR RAPIDS•DES MOINES
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4
III. STEP BY STEP GUIDE
The following guide will be a tremendous help in getting through the
fiscal year 1981 budget process.
Step:
1. Go back to your FY80 budget (preferably your line -item budget)
and review your expenditures. Next, review the printout you
have received which includes actual expenditures for FY78 and
FY79 and your budget for FY80. We have left a column for your
FY81 projections. Before putting your projections on the
printout you should complete the line -item budget preparation
form. This form includes a section for personnel and spaces for
including in detail commodities, services and charges and
capital outlay for FY81. Before completing the capital outlay
section (9000 series) review the Standard Purchasing List and
the Equipment Operating and Replacement Fund Projected Charges
on pages 14 and 17.
The computer printout should be kept by the department/division
heads but the line -item budget preparation form should be
returned to the Budget Administrator on October 31, 1979. If
you need additional line -item budget preparation forms, contact
the Finance Department Secretary.
2. You should have already discussed your personnel needs with the
Human Relations Department. Therefore, you should list the
total number of authorized full-time personnel within your
division/department for FY80, and your request for FY81, the
expected FY81 salary, and health and life insurance associated
with those full-time personnel on the line -item budget
preparation form. Those divisions not in the General Fund
should include FICA and IPERS on this list.
MICROFILMED BY
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CEDAR RAPIDS•DES MOINES
Next., I i s L the temporary personnel and amount and the same
benefits as above. You should then obtain a total that will
represent the total dollar amount for the personal services
section of your budget.
3. Now you are ready to complete form B-2. See attached. (One
page limit).
a. Unit Description. State and describe the methods,
actions, or operations necessary to perform this service
level (i.e., what you will do and how you will do it).
b. Advantages/Benefits. State the result to be realized by
performance of this service level. Emphasis should be
placed on quantifying the results. For example, an
advantage might be to increase revenue, make something
more efficient, provide better service, etc.
C. Options. State the different ways of performing the
activity, function or operation. For example, assigning
the activity to another department, hiring a consultant to
perform the same task, etc.
d. Consequences. State what will happen if this service
level is not approved. State the legal, financial,
procedural, and/or organizational changes that will have
to be made if this level is not approved.
Remember that this form will represent your current service level and
you need not complete any additional "levels" unless you will be
requesting additional personnel or extraordinary expenses.
If you feel additional personnel and/or equipment is needed to
perform a certain service the expanded service level form (form B-3)
MICROFILMED BY
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CEDAR RAPIDS•DES 140HIES
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should be used. You must use a separate line -item budget preparation
form for this level. In completing form B-3 you should follow the
same instructions for completing 8-2. The unit number in the upper
left-hand corner will be used by department heads in ranking the
ESL's. It will also be used in the total City-wide priority ranking
of ESL's. Division heads should start with the number 1 in assigning
a unit number for their ESL's and number consecutively each ESL which
will represent their prioritization. These ESL's are then submitted
to the department head who then ranks them using the same unit number
assigned by the division head.
MICROFILMED BY
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CEDAR RAPIDS•DES MOIRES
Ii
P
The following chart shows the basic differences between the current and
expanded service levels.
PERSONNEL:
1. Number of positions
2. Reclassifications
CAPITAL OUTLAY:
i
COMMODITIES,
SERVICE & CHARGES
1. Daily operations
2. New programs
3. Budgeted amount
exceeds a 5% increase
over the FY80 budgeter
amount
4. Expenditure which
would be a one-time
expenditure needed
in FY81 only
Include in Include in
Current Level of Service Expanded Level of Service
Same or less than FY80 budget Additional positions over
FY80 budget
None Reclassification requests
(even if don't add cost to
budget)
Items purchased as replacements New items which are not i
for currently owned items replacements for currently
owned items
Expenditures for items similar
to those currently being
purchased, in a similar quantity
None
May be included here but must
be accompanied by an explanation
of the necessity for an increase
of higher than 5%
None
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CEDAR RAPIDS•DES MONIES
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t
Expenditures for items not
now being purchased a
Expenditures for quantities
much larger than are currently
purchasing (50% or more)
i
All new program costs
N/A
One-time expenditures for
FY81 only
i
�.I
e
"I
P
The following chart shows the basic differences between the current and
expanded service levels.
PERSONNEL:
1. Number of positions
2. Reclassifications
CAPITAL OUTLAY:
i
COMMODITIES,
SERVICE & CHARGES
1. Daily operations
2. New programs
3. Budgeted amount
exceeds a 5% increase
over the FY80 budgeter
amount
4. Expenditure which
would be a one-time
expenditure needed
in FY81 only
Include in Include in
Current Level of Service Expanded Level of Service
Same or less than FY80 budget Additional positions over
FY80 budget
None Reclassification requests
(even if don't add cost to
budget)
Items purchased as replacements New items which are not i
for currently owned items replacements for currently
owned items
Expenditures for items similar
to those currently being
purchased, in a similar quantity
None
May be included here but must
be accompanied by an explanation
of the necessity for an increase
of higher than 5%
None
MICROFILMED BY
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CEDAR RAPIDS•DES MONIES
f
t
Expenditures for items not
now being purchased a
Expenditures for quantities
much larger than are currently
purchasing (50% or more)
i
All new program costs
N/A
One-time expenditures for
FY81 only
I
M
Fn
7
I
4• Department and division heads are required to complete form B-5
(Service Level Reduction) by simply calculating a five and ten
percent reduction in their proposed FY81 budget requests.
Department/division heads will complete the narrative section
by stating what services will be reduced at the five and ten
percent level. This form is to be submitted to the Budget
Administrator on October 31, 1979.
5. If You are a division head all you need do now is submit this
material (line -item budget decision package) to your department
director.
6. Department directors should gather the information from their
divsion heads or if the department directors are responsible
for a decision unit they should include their unit with the rest
Of the division head submissions. If there are any levels
beyond the curent service level, that is if there are any
expanded service levels, then department directors are required
to rank these from the most important ones first to the least
important ones. Department directors should pay particular
attention in their ranking as it is very likely that all ESL's
will not be funded. Of course, there is a form for this ranking
and that form is B-4.
7. Department directors are to submit all line -item budgets, all
decision packages and a priority ranking sheet for their
department. You need not rank level ones. (Current service
level). All of the above are to be submitted to the Budget
Administrator on October 31.
8. You have now completed the FY81 budget process Phase I. Phase
lI entails making a believer out of the City Manager and Phase
1I1 entails convincing the City Manager to make a believer out
of the City Council.
MICROFILMED BY
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CEDAR RAPIDS•DES MOIRES
Note:
9
9. Please r•eview'•the budget. Limetable for dates set aside for
discussion of departmenLal budgets with the City Manager and
City Council as well as other important dates.
Because of rising energy costs department/division heads are asked
to pay particular attention to the impact that these costs will have
on their operations and make an earnest attempt to hold down this
cost. Please note the September 13 memorandum from the Purchasing
Agent to the Finance Director.
MICROFILMED BY
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CEDAR RAPIDS•DES MINES
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lD
IV. BUDGEI
IIMCIABLE
the following
tentative timetable will be used in the preparation of the
FY81 budget
materials.
July 20
FY81-85 CIP sheets distributed to departments.
July 30 -
CIP Coordinating Committee discusses the capital
August 10
improvements program for the five year period (FY81-85).
August 22
All CIP sheets submitted to Finance.
August 24
Discussion of CIP submissions by the CIP Coordinating
Committee.
September 5
Submission of CIP slides to Finance.
Sept. 10-14
Personnel discusses personnel needs with department heads.
September 12
Draft of goals and objectives submitted to the Assistant
City Manager.
Sept. 13-23
Review of goals and objectives by the City Manager,
Assistant City Manager and Budget Administrator.
September 14
Discussion of the CIP process by the City Manager and the
CIP Coordinating Committee.
Sept. 17-21
Department/division heads discussion of the FY81 receipts
with the City Treasurer and Budget Administrator.
Sept. 24-28
Department/division heads meet with the Assistant City
Manager to discuss goals and objectives.
October 4
City Council sets their goals and objectives for FY81.
October 5
Discussion of the CIP by the City Manager and the CIP
Coordinating Committee.
October 26
The budget manual distributed to departments. Budget
forms for FY81 distributed to departments. FY81 budget
process to be discussed with department/division heads.
October 31
First quarter MBO reports due in Assistant City Manager's
office.
ov --- ,:
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CEDAR RAPIDS•DES MONIES
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November 7
The following departments are to submit B-2, B-3, and B-5
forms into WPC by noon. Line item budgets and priority
ranking will be done by each department.
City Clerk
Legal
Human Relations
CCN discusses the second year small cities proposal and
block grant program.
November 9
The following departments are to submit B-2, 8-3, and B-5
forms into WPC by noon. Line item budgets and priority
ranking will be done by each department.
Finance
November 12
The following departments are to submit budget forms and
line item budgets to the Budget Administrator.
City Clerk
Legal
Human Relations
November 14
The following departments are to submit budget forms and
line item budgets to the'Budget Administrator.
Finance
November 14
The following departments are to submit B-2, B-3, and B-5
forms into WPC by noon. Line item budgets and priority
ranking will be done by each department.
Housing and Inspection Services
Parks and Recreation
Library
Police
Fire
Planing and Program Development
November 16
Distribute the CIP to department heads.
Receipt projections for FY81 discussed with the City
Manager.
CCN neighborhood meeting.
November 19
Council review of the second year small cities proposal
and block grant program.
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November 20
Public hearing on the second year small cities proposal
and block grant program.
November 20
The following departments are to submit budget forms and
line item budgets to the Budget Administrator.
Housing and Inspection Services
Parks and Recreation
Library
Police
Fire
Planning and Program Development
November 21
The following departments are to submit B-2, B-3, and B-5
forms into WPC by noon. Line item budgets and priority
ranking will be done by each department.
Public Works
November 28
General Revenue Sharing public hearing by City Manager.
November 29
The following departments are to submit budget forms and
line item budgets to the Budget Administrator.
Public Works
Nov. 29 -Dec 7
Finance reviews all departmental budget submissions.
City Manager's review of departmental budget proposals.
December 3
FY81 receipt status discussed with the City Council.
Dec. 10 -Dec. 12
Reconciliation of Administrative Adjustments.
December 12
The CIP presentation to the City Council.
December 13
Finance Department prepares the proposed FY81 budget.
December 21
Proposed FY81 budget given to Council.
January 7
Explanation of the FY81 budget to new City Council.
January 9
CCN review of the information for annual CDBG grantee
performance report.
January 9-31
The City Council discussion of budget proposals with
staff.
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CEDAR RAPIDS -DES 61010ES
. i.
12(b)
BOARDS AND COMMISSIONS
Any proposed expenditures for FY81 for the following boards and/or
commissions should be included in the appropriate department except
where the board or commission is independent (i.e. Airport, Library).
Boards and Commissions Goals and Objectives
Airport Commission Yes
Committee on Community Needs Yes
Johnson County Regional
Planning Commission
Riverfront Commission
Board of Library Trustees
Board of Adjustment
Board of Appeals
Board of Electrical Examiners
and Appeals
Board of Examiners of Plumbers
Civil Service Commission
Housing Commission
Human Relations Commission
Parks and Recreation Commission
Planning and Zoning Commission
Ralston Creek Coordinating Committee
Design Review Committee
Resource Conservation Commission
Senior Center Commission
Broadband Telecommunication
Commission
Yes
Yes
Yes
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
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Staff Liaison
Melvin Jones
Jim Hencin
Dale Helling
Marianne Milkman
Lolly Eggers
Don Schmeiser
Mike Kucharzak
Mike Kucharzak
Mike Kucharzak
June Higdon
Mike Kucharzak
Sophie Zukrowski
Dennis Showalter
Don Schmeiser
Richard Plastino
Larry Chiat
Roger Tinklenberg
Bette Meisel
Drew Shaffer
12(a)
January 15 Public hearing on CDBG grant performance report.
January 22 Council approval of the CDBG grant performance report.
Public hearing on general revenue sharing by the City
Council.
January 31 Second quarter M80 reports due.
February 5 Council sets budget hearing date.
February 12 The City Clerk publishes the budget hearing notice.
February 15 Public distribution of the budget changes.
Staff submission of grant performance review to HUD and A-
95 clearing house.
February 26 Budget public hearing.
March 1 Submit final CDBG application to A-95 clearing house.
March 4 Council approval of the FY81 budget.
March 14 Submit CDBG/Small Cities application to HUD.
March 15 Budget certification date.
April 30 Third quarter MBO reports due.
July 31 Fourth quarter MBO reports due.
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13
STANDARD PURCHASING LIST:
OFFICE EQUIPMENT
ITEM/DESCRIPTION/EXAMPLE
FY81
DEL V.
(Standard colors, fabrics & finishes.
COST*
TIME**
Approximate measurements.)
$
(wks.)
A. SECRETARIAL POSTURE CHAIR
Black metal frame, brushed chrome base, regular casters,
all -fabric seat and back, swivel base. (2-3/4" hard
casters for carpet, add $5.) Steelcase #C-177
$135
10-14
All -Steel #846
B. EXECUTIVE SWIVEL ARM CHAIR
Generally same as above, but larger, with arms and
hard plastic arm covers. Steelcase #C-148
145
10-14
All -Steel #931
C. EXECUTIVE SIDE ARM CHAIR
Same as above, with four polished chrome legs instead
of swivel base. Modern (square type)
180
10-14
Steelcase #7-410-426
All -Steel #1920
Conventional
105
Steelcase #C -145 -SBL
All -Steel #920
D. REGULAR DESK i
Meta —wit plastic laminate top, polished chrome legs
and hardware. Double pedestal, 3 box drawers on left,
box and file drawers on right, center drawer, lock.
60W x 30D x 29H. (Larger top: 60 x 36, add $75;
72 x 36, add $160.)
Modern (e.g. Finance Dept.)
430
17-22
Steelcase #32021
All -Steel #2001-127
Conventional (Fire Dept.)
370
Steelcase #660300
All -Steel #6629-305
E. SECRETARIAL DESK
Metal, with plastic laminate top, polished chrome legs
and hardware. Single pedestal with box and file drawers,
L -return with tambour (paper) unit, center drawer, lock.
Desk: 60W x 30D x 29H. L -return: 37h/36W x 20/18D x
26H. (L -return is available on left or right side,
with drawers instead of tambour unit. Size may vary.)
Steelcase #32021 -SIL
620
17-22
W/32345 TUR
All -Steel #2021-297
W/2102 -R63
*Cost includes estimated freight.
** Delivery times are estimated and subject to change.
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14
PA
I
1�
Y81
n.
ii
COST*
w
i
$
(wks.)
F. VERTICAL FILE CABINET
..a
i
subtract $15.)
I�
140
14-16
I —
_i
1
i
2 -drawer Legal
150
7i
All -Steel #7676L
4 -drawer Letter
190
C
Steelcase 347-401
All -Steel #7606-L
j
..J
215
Steelcase 47-451
I
i
G. LATERAL FILE CABINET
Steel, with 15ck, roll-out drawers, legal, hanging
file frames from side to side. 36W x 18D.
i
3 -drawer
280
14-16
Steelcase #836-361HF
All -Steel #1417-L1
4 -drawer
365
Steelcase #836-461HF
t
:o
f
5 -drawer
f
Steelcase #836-561
rt
All -Steel #1413-L1
H. CREDENZA WITH DRAWERS
�!
i'
toll
with plastic laminate top. Steel, with lock, roll-
I
d
it I
i
i
14
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ITEM/DESCRIPTION/EXAMPLE
Y81
0 LIV.
(Standard colors, fabrics & finishes.
COST*
TIME**
Approximate measurements.)
$
(wks.)
F. VERTICAL FILE CABINET
Steel, with lock and thumb latches. (Without lock:
subtract $15.)
2 -drawer Letter
140
14-16
Steelcase 347-201
All -Steel #7675-L
2 -drawer Legal
150
Steelcase 347-251
All -Steel #7676L
4 -drawer Letter
190
Steelcase 347-401
All -Steel #7606-L
4-drawerLe al
215
Steelcase 47-451
All -Steel #7607-L
G. LATERAL FILE CABINET
Steel, with 15ck, roll-out drawers, legal, hanging
file frames from side to side. 36W x 18D.
3 -drawer
280
14-16
Steelcase #836-361HF
All -Steel #1417-L1
4 -drawer
365
Steelcase #836-461HF
All -Steel #1415-L1
5 -drawer
430
Steelcase #836-561
All -Steel #1413-L1
H. CREDENZA WITH DRAWERS
Two 36 wide 2 -drawer lateral files, side by side,
with plastic laminate top. Steel, with lock, roll-
out drawers, legal, hanging file frames from side
to side. 72W x 18D x 28H.
Steelcase #836-261 (2 ea.)
540
14-20
W/32T-7218 top
All -Steel #1418-L1
W/1434 top
I. CREDENZA WITH SHELVES
Two 3611 wide overfile cabinets, side by side, with
plastic laminate top. Steel, with lock, one adjust-
able shelf, four steel sliding doors. 72W x 18D x 28H.
Steelcase #836-711 (2 ea.)
415
14-20
W/32T-7218 top
All -Steel #404 (2 ea.)
W/1434 top
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. ,.
15
rrei
(Standard colors, fabrics & finishes. COST*
Approximate measurements.) $
J. OPEN BOOKCASE
Metal — wi— th�adjustable shelves. 3AW x 12hD.
(18" deep, add $20.)
2_adjustable shelves (29H)
Hon #S3OA 70
3 adjustable shelves (41H)
Hon #342A 90
4 adjustable shelves (48H)
Hon #S48A 100
K. CLOSED BOOKCASE
Metal w— its h two adjustable shelves, two steel
sliding doors. 36W x 18D x 42H.
Burroughs #04-4218-0010 195
L. STORAGE CABINET
Metal with ad ustable shelves, lock, 36W x 18D.
3 ad'ustable shelves 42H
teelcase 3
-561
W/730-2510
All -Steel #3484
4 ad'ustable shelves 78H
Steelcase 730-591
All -Steel #3487
M. TABLE
Metal frame, plastic laminate top; no drawer.
60W x 30D x 29H.
Hon #7500
N. CALCULATOR
Portable desk -top, 10 -digit, memory, display only.
Sharp #EL -1114
Desk -top, 10 -digit, memory, printer only,
Sharp #CS -1152S
Desk -top, 10 -digit, memory, printer/display.
Sharp #CS -1165
TIME**
(wks.)
7-8
4-6
185 18-20
215
160 8-10
60 1 2-4
120 I 4-10
175 2-4
0, DICTATION EQUIPMENT
Portable dictation unit with adaptor and rechargeable
battery pack. Dictaphone #220 300 2-4
Panasonic #RQ3323 100
W/RP667 and RP9317
P. TYPEWRITER
Electr c, with correcting feature, dual pitch, 15k"
carriage, 1-A-2 space vertically, k back space, four
typing elements.
IBM #895 Cor. Selectric
Sound hood, with above
Sound hood installed on
used IBM Cor. Selectric
MICROFILMED BY
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895 I 22-24
40
90 2-4
16
EQUIPMENT OPERATING AND REPLACEMENT FUND
PROJECTED CHARGES
DIVISION
9500
REPLACEMENT
8947
OPERATING
Refuse
$ 79,194
$ 105,423
Streets
167,954
183,106
Traffic
18,367
21,156
Engineering
1,145
10,578
Landfill
50,584
50,651
Water
30,082
30,094
Pollution
12,465
24,026
Transit
--
363,184
Public Works
--
924
Recreation
5,355
6,945
Parks
31,431
35,984
- Cemetery
11,244
(Make their awn projections)
Parking
5,685
7,500
H.I.S. Admin.
--
250
H.I.S. '8134'
--
2,398
H.I.S. '1343'
--
2,340
Building Inspection
--
9,648
City Manager
--
950
Finance
--
450
Energy Conserv.
--
250
Animal Shelter
--
300
Plan & Prog. Dev. Admin.
--
100
Plan & Prog. Dev. Planning
--
100
Block Grant
--
250
Human Relations
--
600
Police
(Make their
own projections)
Fire
(Make their
own projections)
MICROFILMED BY
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CEDAR RAPIDS•DES MOINES
a
17
City of Iowa City
MEMORANDUM
Date: September 13, 1979
To: Rosemary Vitosh, Finance Director
From: Cathy Eisenhofer, Purchasing Agent;1�`�
Re: Budget for Iowa -Illinois Gas & Electric Increase
Effective September 1, 1979, the cost of purchased gas adjustment will
increase from 6.954 per therm to 10.204 per therm. This is a fuel cost
adjustment and not an overall percent increase.
Following a conversation with Phil Hotka of Iowa -Illinois it is my
understanding that the City should plan on an overall 15%-20% increase on
our gas and electric bills. Over the past year we have had an increase of
approximately 12% overall as was calculated from the following:
September 1978 - 3.974 per therm
October - 3.174
December - 4.584
January - 4.764
March - 6.984
July - 6. 994
August - 6.954
September - 10.24
Rate increases are issued by the Federal Power Commission and the Natural
Gas Pipeline Company at any time which a fuel cost adjustment is felt to
be necessary. I did try to locate over the past year the City's gas usage
but the records evidently seem to be in Roger Tinklenberg's office and he
is out of town until September 17. My understanding is that the therms
are calculated by taking a therm factor which is on the bill, multiplying
that by the cubic feet which equals your amount of therms. The commercial
industry, of which the City falls under the majority of the time, is rated
at a level 70. This means that after 50 therms we are charged 18.84 per
therm, after 1,000 therms it goes to 17.84 per therm, reading the base
figure. The increase reflects as follows: The present bill shows 17.84
per therm plus 6.954 per therm equalling 24.754 per therm. With the new
increase, it will go from 17.84 per therm plus 10.204 per therm equalling
284 per therm. The overall increase is actually only 2.254 per therm
reflecting only the fuel cost adjustment.
Mr. Hotka was of the opinion that we could anticipate at least a 15%
increase on our overall fuel bill over the next year and to be safe
anticipate a 20% increase. I am sure that this will not fall within the
FY80 budget for each department, but, for what it's worth, I am sure this
can be an anticipated increase for the FY81 budget.
cc: Roger Tinklenberg
bj3/12
MICROFILMED BY
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CEDAR RAPIDS -DES 110111ES
9
1
..i
r.:
i
.w
17
City of Iowa City
MEMORANDUM
Date: September 13, 1979
To: Rosemary Vitosh, Finance Director
From: Cathy Eisenhofer, Purchasing Agent;1�`�
Re: Budget for Iowa -Illinois Gas & Electric Increase
Effective September 1, 1979, the cost of purchased gas adjustment will
increase from 6.954 per therm to 10.204 per therm. This is a fuel cost
adjustment and not an overall percent increase.
Following a conversation with Phil Hotka of Iowa -Illinois it is my
understanding that the City should plan on an overall 15%-20% increase on
our gas and electric bills. Over the past year we have had an increase of
approximately 12% overall as was calculated from the following:
September 1978 - 3.974 per therm
October - 3.174
December - 4.584
January - 4.764
March - 6.984
July - 6. 994
August - 6.954
September - 10.24
Rate increases are issued by the Federal Power Commission and the Natural
Gas Pipeline Company at any time which a fuel cost adjustment is felt to
be necessary. I did try to locate over the past year the City's gas usage
but the records evidently seem to be in Roger Tinklenberg's office and he
is out of town until September 17. My understanding is that the therms
are calculated by taking a therm factor which is on the bill, multiplying
that by the cubic feet which equals your amount of therms. The commercial
industry, of which the City falls under the majority of the time, is rated
at a level 70. This means that after 50 therms we are charged 18.84 per
therm, after 1,000 therms it goes to 17.84 per therm, reading the base
figure. The increase reflects as follows: The present bill shows 17.84
per therm plus 6.954 per therm equalling 24.754 per therm. With the new
increase, it will go from 17.84 per therm plus 10.204 per therm equalling
284 per therm. The overall increase is actually only 2.254 per therm
reflecting only the fuel cost adjustment.
Mr. Hotka was of the opinion that we could anticipate at least a 15%
increase on our overall fuel bill over the next year and to be safe
anticipate a 20% increase. I am sure that this will not fall within the
FY80 budget for each department, but, for what it's worth, I am sure this
can be an anticipated increase for the FY81 budget.
cc: Roger Tinklenberg
bj3/12
MICROFILMED BY
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CEDAR RAPIDS -DES 110111ES
0
m
CNbI. APPLILAI 1Uti I'NF. IARA'I I ON ANII Sluel I::S I UA 11 NIf7ANLF.
NO IWG:.kAN YIAR IRA(,
AUUGLI FYAI
AMS
DOCUMENT
AVAILAHL;�.
MICROFILMED BY
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CEDAR RANDS -DES MOINES
NOVLHNER
UECUIN EN JAAl1ARY
FEBRUARY
MACH
11. Discuss 2nd
L Nrries in-
I Hanftor CDRG
1. Nam toe -
COSMIITEE
ywr Small
Utley Pro-
foran !oi
activities.
GDBG aerci-
MN
poral at
Mn... Grant -
er Pe rfor-
Ues.
CO.NSN.v ITY'
November 7
mnoee Begum
NEEDS
CCN meeting.
Janmry 9.
2. Ulstate vee
Attend Coun-
at November
eft Puh Uc
]< Neighbor-
Hearing on
bond meeting.
G.P.R. Jan.
3. Attend Council
uary 15.
Public Hear.
Ing November
20.
1. Revfem 2nd
1. Revi..' G.P.N.
----
-_-
Year Small
Ja mury 14.
Cities Pro.
2. Hold Pub Gr
CITY
posal Nuvem-
Hearing on
COUNCIL
ber 19.
G.P.R. Jan.
2. hold Public
nary 15.
Hearing hov.
3. Approvr
ember 20.
f..P.R. and
3. Adopt C.D.
Application
Plan and bud.
submissions
get for 2nd
January 22.
year Small
'
Clues Pro.
gram Mvem-
ber 27.
1. Provide rasp-
1. Prepare 1.
-prim, 1.
Subfinal
[OBG
por[ for CCN
and Council.
G.P.R.
2. prepare Ind
L.P.R. and
apPl:calion
STAFF
• Draft reports,
year Small 2.
application.
Submit G.P.R
to A -9S Clea
proposals.
Cities nPpli_
to IIUO and
inghmne
Na reh 1.
S, Issue Press
Releases, ads.
cataua•
A-95 Clear- 2.
Submit appif
inghouse
Catton to
February IS.
)full K.r,h 14.
A95
1.
RnPin and
Nevtr.
AGENCIES
process
prucess
I1.
comments an
Comments an
G.P.R. - 30
4Pplfca. or.
t"
_-_
-_------.._
-_.- --- - --
da s.
IS dac s,
HUD
1.
-
Revie. and 1.
Nrvlr. ane
Comment on
apyeovr
G. 1'. N.
apph ration
7S days she
a5 dq A-9!
ro'i e.
penod.
AMS
DOCUMENT
AVAILAHL;�.
MICROFILMED BY
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CEDAR RANDS -DES MOINES
APPENDIX
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A-1
City of Iowa City
MEMORANDUM
DATE: August 22, 1979
TO: Department/Division Heads
FROM: Mel Jones/Nancy Heaton
RE: FY 81 Receipt Projections (September 17 - 21)
The Budget Cycle for FY 81 will begin with review of departmental
receipts for this fiscal period. To accomplish this goal, a tentative
schedule for individual department/division meetings with us in the City
Treasurer's Office is shown below. Please review the schedule and con-
tact the Finance Secretary if a change in time or day is necessary. Due
to the timing of the budget process, department/division heads should
finalize respective meeting times and designate a responsible staff mem-
ber if you cannot attend. We will be discussing the last two years' re-
ceipts, FY 80's budgeted receipts and any increases or additional charges
and fees you anticipate.
DEPARTMENT
DIVISION
STAFF
MEMBER
Public Works
Engineering
Gene Dietz
Equipment
Dave Daley
Mass Transit
Hugh Mose
Traffic Control
Jim Brachtel
Pollution Cont.
Harry Boren
Water Revenue
Cleo Kron
Administration
City Clerk
Abbie Stolfus
Library
Gen'l Supervision
Lolly Eggers
Parks & Rec.
CBD Adm. & Parks
Dennis Showalter
Recreation
Bob Lee
Plan & Prog. Dev.
Cemetery/Forestry
Planning & Dev.
Billie Hauber
Dennis Kraft
Planning Adm.
Don Schmeiser
HCDA Block Grant
Jim Hencin
Assisted Housing
Lyle Seydel
Housing & Insp.
H. & Insp. Svc.
Mike Kucharzak
Code Enforcement
Glenn Siders
Police
Animal Control
Bev Horton
Fire
Supervision/
Firefighting
Bob Keating
Training
Tom Hanson
Prevention
Larry Kinney
Airport
General
Dick Phipps
Finance
Parking
Joe Fowler
Word Processing
Barb Coffey
MJ, NH:ksm
MICROFILMED BY
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CEDAR RANDS -DES FIOIIIES
DATE
17th
17th
17th
11th
17th
18th
18th
18th
18th
18th
18th
19th
19th
19th
19th
19th
19th
20th
20th
20th
20th
21 t
21st
21st
TIME
9:00 a.m.
10:00 a.m.
11:00 a.m.
2:00 p.m.
3:00 p.m.
9:00 a.m.
10:00 a.m.
11:00 a.m.
2:00 p.m.
2:45 p.m.
3:25 p.m.
9:00 a.m.
10:00 a.m.
11:00 a.m.
2:00 p.m.
3:00 p.m.
4:00 p.m.
9:00 a.m.
10:00 a.m.
11:00 a.m.
2:00 p.m.
3:00 p.m.
9:00 a.m.
10:00 a.m.
.:
A -Z
city of Iowa City
-� MEMORANDV
M
i
1 Date:
To:
i
From:
Re:
I'
August 29, 1979
All Department and Division
Mel Jones, Budget Administrai
FY81 Budget Process
' The fiscal year 1981 budget V
-j Th are fiscal
process has already begun. Unlike last
1 tend to stomattempting to resolve those segments of the budget year
? I down the budget cycle. For g Process begun
work on the FYBI-85 Ca example
the Preliminarypetal Improvements Program and we wevhoalready begun
W1 b phase in late S
e requesting goals and obeptember. The Assistant Cite to complete
and the Human Relations Directorwill
statements from you in September
sonnel needs for FY81 also be discussing ptember
also be meeting in September. The Cit 9 meth you your per -
for FY81. 9 with you to get your assistance y Treasurer and I will
SO that we can go
we will be a assin In projectin
go full steam into the FY81 budget cycle. projecting
nreceipts
September
The budget manual is scheduled to be distributed at the September 26
department head staff meeting.
Finally, the City Council will be having their goals and objectives
setting session in mid-September.
The budget process for fiscal year 1981, therefore
number of diverse undertakings with the ultimate
budget a consists of a
Of informationlrequestsMarch15, and meetings
dont be goal being the final
lolly or September): 9 you will bedasked bto at the number
headaches and the timeThevPurpose issimplyattend
simply to reduce the number of
spec-
jm3/31 completing the budget process,
MICROFILMED BY
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CEDAR RAPIDS -DES MOIIIES
FIICROFILMED BY
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CEDAR RAPIDS•DES MOVIES
A-3
City of Iowa City
MEMORANDUM
Date: August 29, 1979
ITo:
Department Heads
From: Assistant City Manager t
I,
I
Re: FY81 Goals and Objectives
.li
The schedule for preparation of your FY81 goals and objectives is in-
cluded below. This year we are trying to have this process completed
prior to beginning preparation of the operating budget. Separating
I
these two tasks should make it a little easier to face the "budget
crunch".
i.
1
The FY81 Budget Manual is not yet available and so a copy of that part
I
of the FY80 manual dealing with goals and objectives is attached for
1
your referral. I have included enough of these for distribution to your
division heads as well. As in the past, goals and objectives should be
Iformulated
according to these guidelines. In many instances your FY81
-j
goals and objectives will be similar to those for the past years, par-
ticularly those regarding the daily function of your department. In
I
some cases however you will be undertaking new programs or modifying
certain operations, and these changes will need to be reflected in next
year's goals and objectives. Where such changes are contingent upon
-'
increased funding for the next fiscal year, be certain that the appro-
priate objectives and measurement criteria are included in your FY81
goals and objectives. In the event that modification or deletion is
i
necessary, this can be done before final printing of the FY81 budget.
I
i
The schedule for preparation of FY81 goals and objectives is as follows:
I
1. September 12, 1979 -- Draft of FY81 goals and objectives submitted
to the Assistant City Manager by 5:00 P.M.
2. September 13 through September 23 -- Review of goals and objectives
I
by City Manager, Assistant City Manager, and Budget Administrator.
3. September 24 through September 28 -- Department and division heads
meet with Assistant City Manager by appointment to discuss goals
and objectives.
-"
4. October 8, 1979 -- Proposed final draft of FY81 goals and objec-
tives due in Assistant City Manager's office. This is a "proposed"
final draft only and changes may occur during the budget prepa-
ration process.
It is suggested that you closely review your FY80 goals and objectives
and measurement criteria, assess which of these will be carried over to
I
FY81, consider any new programs or services which you intend to address
I
I
FIICROFILMED BY
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A-4
f
during the next fiscal year, and draw these together adhering as closely
as possible to the guidelines attached to this memo. Word Processing
will again be available for typing. The forms for FY81 will be the same
as last year's and can be obtained from the Finance Department secre-
tary. Be brief and concise and use phrases rather than sentences if
possible. IN NO CASE WILL A DECISION UNIT'S GOALS AND OBJECTIVES BE
LONGER THAN ONE PAGE. Department heads and/or division heads should
contact me to set up an appointment for the week of September 24 at
which time we can address any particular questions or problems which you
might have. In addition, give me a call if you feel in need of assist-
ance prior to that time. Please do not call Mel Jones regarding goals
and objectives as this portion of the budget process will be coordinated
through my office.
cc: City Manager
Budget Administrator
jm3/23
MICROFILMED BY
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I J
A-5
III. MANAGEMENT BY OBJECTIVES.
Management by objectives (MBO) is a process whereby organizational
goals and objectives are set through the participation of organiza-
tional members in terms of results expected. It is conceived as a
total management tool designed to integrate organizational goals
through employee participation. MBO requires goals and objectives to
be periodically evaluated to see if they are being achieved within
time limits.
Department directors will schedule quarterly review sessions for
goals and objectives with their division heads, the City Manager and
the City Council for fiscal year 1979 (see budget time table for
dates). The MBO review sessions for FY80 will begin in October, 1979.
The MBO budget process will be utilized in the same manner as in the
FY79 budget with more emphasis placed on quarterly assessments of
division and departmental progress towards stated goals and objec-
tives. To as great an extent as possible, the goals should be related
to the management of the division or function.
A. Goals and Objectives. (Form B-1)
The submissions for each decision unit will include a statement
of the unit's goals to be accomplished in FY80, and a list of
objectives which will measure accomplishment of these goals.
MICROFILMED BY
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CEDAR RAPIDS -DES '101t1E5
A-6
Form B-1 will be used for the submission of goals and objectives.
The preparation of this form by each decision unit will
facilitate the preparation of the department budget. Use the
following instructions:
1. Program. To determine to which program your decision unit
belongs, refer to the list of decision units by program on
page 11.
2. Department. Refers to the department within the program.
Generally, the function description included in the FY79
budget will be used. Departments and divisions are to
indicate changes where appropriate. Where there has been a
reorganization, prepare a new or revised function
description.
3. Fund. Most decision units are in the General Fund. Please
contact the Finance Department if you are not sure to which
fund your unit belongs.
4. Unit. Unit refers to the decision unit being used. A
decision unit is an activity or a group of activities which
management determines is meaningful for planning, analysis,
and review.
5. Unit Goals. This should be axone or two sentence statement
on intent or purpose of the function. A goal is a concise
FIICROFIIMED BY
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CEDAR RAPIDS -DES 110InES
R
M:
A-7
statement of the purpose of the organization, or its reason
for existence. A goal provides a framework within which the
organization operates and a target toward which it can
work.
6. Unit Objectives. An objective is a clearly defined and
attainable target for achievement within a specified time
span and within available resources which represents
measured progress toward a goal. There should be a series
of short statements describing how the goal will be
achieved. This is comparable to the goal portion of the
FY79 budget. Remember that objectives describe the desired
impact on a situation or specific result which will be
produced by the services provided. State objectives in
terms that permit quantitative measurement toward
achievement, and specify an expected completion date for
each objective.
7. Unit Measurement. A measure is a method of determining the
extent to which an objective is being met or the degree to
which an observable impact on a specific problem or need is
being realized. Measurement criteria should rate the
effectiveness of an objective by considering the workload
fluctuations. The information will give criteria for
evaluating the success or failure of the various services
being provided. Department heads seeking additional
information should utilise the publication entitled,
MICROFILMED BY
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CEDAR RAPIDS•DES MOINES
i
I_. rf
A -B
"Measuring the Effectiveness of Basic Public Services",
February 1974, published by the Urban Institute in
conjunction with the International City Management
Association. The Finance Department also has additional
reference materials for review. The Assistant City Manager
and the Administrative Assistant -Finance have been assigned
to assist you in determining measurement criteria for your
objectives. This will provide consistency and a framework
for analysis of departmental goals and objectives.
B. Unit Analysis. The activity analysis is used to explain or
clarify any statements made in the above three categories
and to point out difficulties in achieving goals or
objectives, where appropriate.
Form B-1, goals and objectives, will be due on November 6. This
form is to be typewritten with one copy sent to the City Manager
and the other copy sent to the Finance Department. All
departments should contact Barb Coffey immediately to establish
a timeline for completion of form B-1. Please note the budget
timetable (page 36), for dates and times for discussion of your
goals and objectives.
MICROFILMED BY
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CEDAR RAPIDS•DES 6101NES
n -y
City Of Iowa City
MEMORANDUM
Date: July 25, 1979
To: City Council
From: Rosemary Vitosh, Director of Finance K\/
Re: Budget Process and Budget Monitoring
The following modifications are being suggested for our upcoming
budget process (FY81 budget) and for monitoring of the FY80 budget.
1. CIP Budget. The CIP budget process has already started. More
staff review and planning will be involved in the preparation of
the CIP this year. A staff planning session will be held on
August 1 to develop long-term goals for the City. These goals
will then be used in the development of the CIP and as input for
the Council's goal -setting session for FY81. In late
September, the five year CIP will be presented to Council for
approval, subject to coordination with the FY81 operating
budget.
2. FY81 Budget Process. The use of levels and narrative will be
somewhat reduced for the FY81 budget. Budgets will be prepared
for each decision unit for the current level of service. In
addition, the department must state what they would cut out if
they had to reduce their total budget dollars by five percent or
by ten percent.
For any new programs or increases in level of service being
requested, the department would request funding for each item
separately and would not include them with their current
service level budget. In effect, these would be additional
levels which would require departments to define the program,
present justification and projected cost. This would include
such things as capital outlay purchases for items that are not
replacement items, one time funding needs, (i.e. local matches
for grants), improvements in the current level of service being
provided and new employee positions. By separating these from
the current level of service and itemizing them it would provide
an alternatives list to utilize in deciding what to fund.
3. Budget Monitoring. Overall budget monitoring and reporting
will be intensified during FY80. The first set of budget
amendments is planned for Council approval by mid-September.
The quarterly financial status report will be made to the City
Manager and the Council in an effort to keep them better
informed of funding shortages and/or availabilities. In
addition, because required budget amendments do affect the
financial status, they will collected throughout the year and
discussed with Council along with the quarterly financial
status report.
The foregoing proposals and other suggestions which you might have
will be discussed at the informal session of July 30.
MICROFILMED BY
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R-,
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DEPARTMENT:
UNIT:
■ UNIT DESCRIPTION:
ADVANTAGES/BENEFITS:
OPTIONS:
CONSEQUENCES:
DECISION PACKAGE
CURRENT SERVICE LEVEL
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B-2
DEPARTMENT:
UNIT:
UNIT NUMBER:
UNIT DESCRIPTION:
ADVANTAGES/BENEFITS:
■ OPTIONS:
CONSEQUENCES:
DECISION PACKAGE
EXPANDED SERVICE LEVEL
0
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CEDAR RAPIDS•DES MONIES
B-3
1
PROGRAM:
FUND:
DEPARTMENT:
UNIT:
PRIORITY RANKING
EXPANDED SERVICE LEVELS
B-4
RANK DECISION UNIT NAME CURRENT YEAR TOTAL CUMULATIVE
MICROFILMED BY
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SERVICE LEVEL REDUCTION
DEPARTMENT:
UNIT:
I. FIVE PERCENT REDUCTION
PROPOSED FY81 BUDGET $
X .95 =
WHAT SERVICES WOULD BE REDUCED?
' II. TEN PERCENT REDUCTION
PROPOSED FY81 BUDGET
X .90 =
WHAT SERVICES WOULD BE REDUCED?
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B-5
LINE - ITEM BUDGET PREPARATION FORM
PERSONAL SERVICES (6000)
(Use Reverse Side For Additional Personnel)
COMMODITIES (7000)
7110 General Office Supplies
7120 Books, Magazines, Newspapers
7130 Printing Supplies
7140 Minor Office Equipment
7210 Agricultural Material
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t
I
I�
j
J
I
y
I
I
r
Ji
i
I
I
i ;
I J
I
1
LINE - ITEM BUDGET PREPARATION FORM
PERSONAL SERVICES (6000)
(Use Reverse Side For Additional Personnel)
COMMODITIES (7000)
7110 General Office Supplies
7120 Books, Magazines, Newspapers
7130 Printing Supplies
7140 Minor Office Equipment
7210 Agricultural Material
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0
7220 Chemicals, Drugs, & Lab Supplies
7230 Clothing Purchase
7240 Fuels, Lubricants, Fluids & Gases
7250 Sanitation & Industrial Supplies
7260 Animal Supplies
7270 Food
7280 Miscellaneous
7310 Building & Construction Supplies
7320 Vehicle & Equipment Materials
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7350 Surfacing Materials
7360 Improvement Materials
7370 Sign and Signal Supplies
8110 Accounting & Financial Charges
8120 Legal Services
8130 Data Processing Services
8140 Engineering Services
8150 Health Care Services
8160 Other Professional Services
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8210 Communications
8220 Postage
8230 Publications
8310 Travel Expenses
8320 Moving Expenses
8330 Registration
8340 Meals
8350 Tuitions & Training
8360 Mileage Charges
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOIIIES
8370 Reimbursable Travel
8410 Comprehensive Liability
8420 Fire & Casualty
8430 Worker's Casualty
8440 Other
8510 Gas & Electric
8520 Water & Sewer
8530 Landfill Use
8610 Repair & Maintenance to Vehicles & Mobile Equip.
---
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8410 Comprehensive Liability
8420 Fire & Casualty
8430 Worker's Casualty
8440 Other
8510 Gas & Electric
8520 Water & Sewer
8530 Landfill Use
8610 Repair & Maintenance to Vehicles & Mobile Equip.
---
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOIRES
9
8620 Repair & Maintenance to Buildings
8630 Repair & Maintenance to Equipment
8640 Repair & Maintenance of Improvements
8710 Forestry
8720 Uniform & Laundry Service
8730 Equipment Service
8740 Printing
8750 Work Study
8760 Other
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES 140INES
8770 Word Processing
8810 Johnson County Regional Planning Commission
8920 Refunds
8930 Dues & Memberships
8940 Rentals
8980 Other
9100 Land
9210 Buildings
9220 Improvements
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOINES
9310 Vehicular Equipment
9320 Operating Equipment
9330 Furniture and Office Equipment
9410 Bonds
9420 Interest
9610 Print Materials (Library Only)
9620 Audio Materials (Library Only)
9630 Visual Materials (Library Only)
9640 Other Materials (Library Only)
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS•DES MOINES
9650 Standing Orders (Library Only)
9660 Serials (Library Only)
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November 8, 1979
Hearings
FUNDING REQUEST
SUMMARY SHEET
Rape Victim Advocacy Program
Request FY 80 minus FY 79 FY 81. minus FY 80
SOURCE FY 79
FY 80
FY 81 + or (-)/6
Change
+ or (-)/% change
Iowa City $ 6,567
$ 9,772*
$10,067 $3,205 +
48.8
'$1,095
-+'11.2
Johnson County $ 6,567
$ 6,972
$ 8,367 $ AGS +
6.2
$1,395
+
20.0
TOTAL LOCAL $$ $13,134
$16,744
$19,204 $3,610 +
27.5
$2,460
+
14.7
TOTAL INCOME $16,269
$21,151
$23,805 $4,882 +
30.0
$2,654
+
12.5
-Carryover -0-
-0-
-0- -
-
-
-
TOTAL $$ AVAILABLE $16,269
$21,151
$23,805 $4,882 +
30.0
$2,654
+
12.5
TOTAL EXPENSES $16,269**
$21,151
$23,805 $4,882 +
30.0
$2,654
+
12.5
(Major Categories)
..
-Management $13,446
$14,873
$18,303 $1,427 +
10.6
$3,430
+
23.1
-Rape Crisis Line $ 1,328
$ 1,514
$ 1,646 $ 186 +
14.0
$ 132
+
8.7
-Speakers Bureau $ 1,317
$ --073
$ 502 ($ 844) -
64.1
$ 29
+
6.1
-Information Bureau $ 179
$ 648
$ 650 $ 469 + 262.0
$ 2'-+,•
0.3
-Near Northside
Prevention $ -
$ 2,800
$ 2,000 $2,800 -
($ 800)
-
28.6
-Campus Prevention
Circular $ -
$ 944
$ 704 $ 944 -
$ 240
+
25.4
* FY 80 request from Iowa City was $9,515.
** This figure represents a revision of
that originally shown on Line
7, Budget
Form 1.
(See section on AMENDMENTS
TO BUDGET
INFORMATION, p. 2.)
MAJOR BUDGETARY CHANGES FROM FY
80 to FY
81
EXPENSES
salaries $2,432
increase (+19.28)
Employee Benefits $
252 increase (+20.09)
Payroll Taxes $
145 increase (+20.0%)
Supplies $
134 increase (+39.6%)
Printing & Publications
($237) decrease (-22.08)
Near Northside Prevention
Project
($300) decrease (-10.7%)
These represent $2,426 of a $2,654 TOTAL INCREASE in EXPENSES.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES IIOINES
(Over)
01106
Rape Victim Advocacy Program
Page 2
INCOME
Fees and Grants (excluding Iowa City & Johnson Co.)* $165 increase (+3.78)
* This include U of I contributions - from both Student Senate and Central
Administration.
OTHER PROGRAM AND BUDGET INFORMATION
-During FY 80 6,747 hours of service will be donated to the Rape Victim Advocacy
Program, with an estimated value of $29,148. The number of hours will increase
slightly in FY 81'- to 6,771, with an estimated value of $33,457. Most of
these donated services are given by volunteer staff serving as emergency
advocates (6,656 hours/year). Other donated services include attorney consulting,
graphics and artwork, and in-service training by professionals.
-Donated materials include rent, maintenance, utilities, vehicle transportation,
and clothing for victims. Total dollar value of these is estimated at $1,743.60
for FY 80 and $2,143 for FY 81.
-Staff/client ratio is given as follows:
*Rape Crisis Line: 8:109 (roughly 2:27)
•Information Bureau: 12:1054 (roughly 1:88)
*Speakers Bureau: 12:3054 (roughly 1:255)
-92 persons were assisted through the Rape Crisis Line; 1,045 were reached by
the Speakers Bureau; and about 3,000 were served through the Information Bureau.
-See GOALS :AND .OBJECTIVES for specific information on each of the RVAP's programs.
-The Human Services Study did not directly address needs in this area.
AMENDMENTS TO BUDGET INFORMATION
Budget Form 1
Line 7, FY 79 column - The amount shown here should be $16,269.47.
Line 7a, FY 79 column' - The amount shown here should be $15,781.47.
Pamela Ramser
JCRPC
10-24-79
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES tI01t1E5
I
(
I
I I
Rape Victim Advocacy Program
Page 2
INCOME
Fees and Grants (excluding Iowa City & Johnson Co.)* $165 increase (+3.78)
* This include U of I contributions - from both Student Senate and Central
Administration.
OTHER PROGRAM AND BUDGET INFORMATION
-During FY 80 6,747 hours of service will be donated to the Rape Victim Advocacy
Program, with an estimated value of $29,148. The number of hours will increase
slightly in FY 81'- to 6,771, with an estimated value of $33,457. Most of
these donated services are given by volunteer staff serving as emergency
advocates (6,656 hours/year). Other donated services include attorney consulting,
graphics and artwork, and in-service training by professionals.
-Donated materials include rent, maintenance, utilities, vehicle transportation,
and clothing for victims. Total dollar value of these is estimated at $1,743.60
for FY 80 and $2,143 for FY 81.
-Staff/client ratio is given as follows:
*Rape Crisis Line: 8:109 (roughly 2:27)
•Information Bureau: 12:1054 (roughly 1:88)
*Speakers Bureau: 12:3054 (roughly 1:255)
-92 persons were assisted through the Rape Crisis Line; 1,045 were reached by
the Speakers Bureau; and about 3,000 were served through the Information Bureau.
-See GOALS :AND .OBJECTIVES for specific information on each of the RVAP's programs.
-The Human Services Study did not directly address needs in this area.
AMENDMENTS TO BUDGET INFORMATION
Budget Form 1
Line 7, FY 79 column - The amount shown here should be $16,269.47.
Line 7a, FY 79 column' - The amount shown here should be $15,781.47.
Pamela Ramser
JCRPC
10-24-79
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES tI01t1E5
!M
FUNDING REQUEST
November 8,
1979
SUMMARY SHEET
Hearings
Visiting
Nurse Association of
Johnson County
Request
Col. 2 minus 1
Col. 3 minus 2
SOURCE*
.
1978/FY79
1979/FY80
1980/FY81
+ or (-)/8
Change + or (-)/8
Change
'. Johnson County
$ 99,857
$126,415
$136,656
$26,558 +
26.6
$10,241 +
8.1
United Way
$ 35,500
$ 35,500
$ 39,000
-0-
--
$ 3,500 +
9.9**
TOTAL LOCAL $$
$135,357
$161,915
$175,656
$26,558 +
19.6
$13,741 +
8.5
TOTAL INCOME
$208,952
'
$229,612
$252,400
$20,660 +
9.9
$22,788 +
9.9
I
-Carryover
$ 8,219
$ 17,011
$ 22,153
$ 8,792 +107.0
$ 5,142 +
30.2
i TOTAL $$ AVAILABLE
$217,171
$246,623
$274,553
$29,452 +
13.6
$27,930 +.11.3
i
TOTAL EXPENSES***
$185,111
$246,623
$274,553
$61,512 +
33.2
$27,930 +
11.3
(Major Categories)
-Management
$ 56,993
$ 73,700
$ 80,500
$16,707 +
29.3
$ 6,800 +
9.2
-Home Health
(Disease Control)
$ 69,149
$ 89,600
$109,000
$20,451 +
29.6
$19,400 +
21.7
-Home Health
(Adult/Child Health) $ 12,320
$ 17,800
$ 19,000
$ 5,480 +
44.5
$ 1,200 +
6.7
-Child Health
Clinics
$ 7,660
$ 10,000
$ 10,000
$ 2,340 +
30.5
-0-
--
-Elderly Health
Services
$ 7,660
$ 10,000
$ 10,000
$ 2,340 +
30.5
-0- ...
--
--Other Community
Services
$ 1,227
$ 2,500
$ 2,000
$ 1,223 +
95.8
($ 500) -
20.0
-Aides
$ 28,198
$ 37,000
$ 38,600
$ 8,802 +
31.2
$ 1,600 +
4.3
-Not Home
$ 1,395
$ 1,500
$ 1,400
$ 105 +
7.5
($ 100) -
6.7
Amounts in this
section are
taken from
calendar year budget
forms
submited by VNA,
with the exception
of those
shown for Johnson County, which
are from the fiscal
I year forms.
i
I ** Last year's request from United Way was
$38,400;
this year's
request thus represents
an increase of
$600, or 1.66 over last
year's request.
*** The agency notes
that a 258
increase in
home care
demands is
largely responsible
for the extent
of increase of expenses
in this area of service.
I
(Over)
MICROFILMED BY
JORM
MICROLAB
CEDAR
RAPIDS -DES
1101DES
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Visiting Nurse Association c ^Tohnson County
Page 2
MAJOR BUDGETARY CHANGES FROM 1979 TO 1980
EXPENSES
Salaries $34,695 increase (+20.79)
i
Payroll Taxes $ 3,100 increase (+31.0$)
Professional Fees $ 1,900 increase (+54.39)
Rent $ 2,600 increase (+31.09)
i
Local Mileage $ 1,800 increase (+17.69)
'. Insurance (Accident,
Contents, Workmen's
Compensation) $ 500 increase (+11.19)
Conference & Educ. Materials' ($ 400) decrease (-22.28)
Transfers to Designated Fund ($17,900) decrease (one time only)
i -
! These represent $26,295 of a $27,930 TOTAL INCREASE in EXPENSES.
INCOME
- - - - Fees and Grants (excluding Iowa
�. City and Johnson County) $13,270 increase (+47.39)
- Program Service Fees
$ 9,100 increase (+13.19)
Surplus Transfers for Desig. Fund
Refunds, Undesig. Funds ($ 2,490) decrease (- 9,29)
i
j These represent all of a $19,880 TOTAL INCREASE in INCOME (excluding that from Johnson
County United Way and Johnson County).
i OTHER PROGRAM AND BUDGET INFORMATION
The.Visiting Nurse Association notes that some volunteer help has been used in
Child Health Clinics but that the hours of this help are diminishing due to no-
shows and volunteers returning to work after this experience has been gained.
i
-The agency also notes that the Johnson County Chapter of the American Cancer
Society purchases equipment which is placed on loan in the VNA office. However,
this equipment is not the property of the VNA and, as such, should not be
considered as materials donated to the agency.
d
�,. -staff/client ratios for the VNA's programs are:
• Home care programs - 1 aide: 19 persons
1 professional staff: 66 admissions
(I • Group sites (Housing, Meals, etc.) - '3 Prof. Staff: 90 person
• Child Health Clinics - 3 prof. Staff: 238 children
I • Well Child Clinics - 2:97 children
! • Nutrition Project
j 7 - 1:141 children
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 110111ES
i
M.
Visiting Nurse As of hnson County
Page 3
-Service contacts and number ofer
p sons served for Johnson County in 1978 were:
H Contacts N Persons
Home Care 14,098
1,122
Child Health Clinics 282
249
Group Sites 3,186
unavailable
17,566 1,371 + group sites
This compares to 12,251 total contacts listed last year for 1977, and 1,051
persons served during 1977.
i -Funding is being requested from United Way for Home Health Services only and
from Johnson County Health Department for all programs.
-In regard to complaints about services, the VNA stresses the following problems
and needs:
1) Problem of homebound clients wanting visits at same time of day,
which presents an impossibility while maintaining cost-effective
staffing patterns.
2) Need for more coordination among health providers in all settings.
3) Need for better public education
community health. (through media) regarding
-The Human Services Studies on Disabilities, In -Home Support Services, Nursing
Homes, and Families in Stress addressed several areas which are relevant to
the services provided by the VNA. Some of the needs addressed in these studies
are:
• The need for better public education regarding the entire realm
of services available (including home health care).
• The need for a comprehensive system of discharge planning
(coordination of services) to assure continuity of care.
• The need to educate service providers to make them aware of
existing pro -rams for physical and occupational therapy (as
well as other services for disabled, elderly, etc.).
• The need for a better system of recruiting and maintaining
volunteers; the need for part-time staff or volunteers to
assist in meeting client demands for home health care during
peak times.
• The need for comprehensive federal legislation to eliminate the
current fragmented and incomplete system of health care
coverage (e.g., through Medicare, Medicaid, Title XX) and
insure provision of services to all who need them.
FIICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES FIOINES
(Over)
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Visiting Nurse As of hnson County
Page 3
-Service contacts and number ofer
p sons served for Johnson County in 1978 were:
H Contacts N Persons
Home Care 14,098
1,122
Child Health Clinics 282
249
Group Sites 3,186
unavailable
17,566 1,371 + group sites
This compares to 12,251 total contacts listed last year for 1977, and 1,051
persons served during 1977.
i -Funding is being requested from United Way for Home Health Services only and
from Johnson County Health Department for all programs.
-In regard to complaints about services, the VNA stresses the following problems
and needs:
1) Problem of homebound clients wanting visits at same time of day,
which presents an impossibility while maintaining cost-effective
staffing patterns.
2) Need for more coordination among health providers in all settings.
3) Need for better public education
community health. (through media) regarding
-The Human Services Studies on Disabilities, In -Home Support Services, Nursing
Homes, and Families in Stress addressed several areas which are relevant to
the services provided by the VNA. Some of the needs addressed in these studies
are:
• The need for better public education regarding the entire realm
of services available (including home health care).
• The need for a comprehensive system of discharge planning
(coordination of services) to assure continuity of care.
• The need to educate service providers to make them aware of
existing pro -rams for physical and occupational therapy (as
well as other services for disabled, elderly, etc.).
• The need for a better system of recruiting and maintaining
volunteers; the need for part-time staff or volunteers to
assist in meeting client demands for home health care during
peak times.
• The need for comprehensive federal legislation to eliminate the
current fragmented and incomplete system of health care
coverage (e.g., through Medicare, Medicaid, Title XX) and
insure provision of services to all who need them.
FIICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES FIOINES
(Over)
_Visiting Nurse Association ofinson County.
Page 4
-For more specific information on the agency and its programs, see GOALS AND
OBJECTIVES statement and the QUESTIONNAIRE FOR AGENCIES REQUESTING FUNDING.
AMENDMENTS TO BUDGET INFORMATION
There are several discrepancies between ending balances one year and beginning
balances the following year, also in restricted/unrestricted beginning and
ending balances. These seem to be partially explained by transfers of money
from operating to restricted. I have not yet been able to discuss this with
the agency but will before the hearing.
Pamela Ramser
JCRPC
10-24-79
10�7_..
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES 14011JES
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4
9
FUNDING REQUEST
SUMMARY SHEET
Iowa City Free Medical Clinic
November 8, 1979
Hearings
SOURCE*
United Way
1978/FY79
-
1979/FY80
$22,000
Request
1980/FY81
$26,000
Col. 2 minus 1
+ or (-)/g Change
$3,650 + 19.9
Col. 3 minus 2
+ or (-)/a Change
$4,000 + 18.2
$18,350*****
Johnson County
$14,650
$15,800
$19,104
$1,150
+ 7.8
$3,304 +
20.9
TOTAL LOCAL $$
$33,000
$37,800
$45,104
$4,800
+ 14.5
$7,304 +
19.3
TOTAL INCOME
$36,251
$42,397
$49,080
$6,146
+ 17.0
$6,683 +
15.8
-Carryover
$ 374
$ 587
$ 258
$ 213
+ 57.0
($ 329) -
56.0
TOTAL $$ AVAILABLE
$36,625
$42,984
$49,338
$6,359
+ 17.4
$6,354 +
14.8
TOTAL EXPENSES
$36,038
$42,726
$49,338
$6,688
+ 18.6
$6,612 +
15.5
(Major Categories)
-Management.
$ 7,000
$ 8,300
$10,555
$1,300
+ 18.6
$2,255 +
27.2
-Clinic
$17,000
$20,38'
$21,997
$3,383
+ 19.9
$1,614 +.
7,9
-Pharmacy
$ 4,062
$ 4,800
$ 5,960
$ 736
+ 18.2 .$1,160
+
24.2
-Laboratory
$ 4,236
$ 4,770
$ 5,875
$ 534
+ 12.6
$1,105 +
23.5
-Social Services'
$ 3,740
$ 4,220
$ 4,951
$ 480
+ 12.8
$ 731 +
17.3
* Amounts in this section are taken from
the Clinic, with the exception of those
the fiscal year forms,
the calendar year
shown for Johnson
budget forms submitted
County, which are from
by
** Includes $3,350
from unallocated reserve.
*** 1979 request was
$22,300.
MAJOR BUDGETARY CHANGES FROM 1979 TO 1980
EXPENSES
salaries $5,255 increase
(+20.58)
Printing & Publications $ 300 increase (+63.28)
Professional Liability Ins. $ 300 increase (+ 0.89)
These represent $5,855 Of.a $6,612 TOTAL INCREASE in EXPENSES.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES FIOIRES
(Over)
a 3
i Iowa City Free Medical Clinic
Page 2 .
INCOME
Contributions Toward Operating Expenses
*Fees & Grants (excluding Iowa City & Johnson CtY•) ( $300 increase (+20.09)
$989) decrease (-15.49)
These represent all of a $189 TOTAL DECREASE in INCOME
way and Johnson County). (excluding that from United
*Note:
(Provided by Free Medical Clinic): "These funds guaranteed only through
September 30, 1979. This is a Title VI Project Grant that will run
through June, 1980 (depending on availability of funds). The majority of
money will be used to pay the salary of a Health Information Coordinator
who is responsible for. writing a patient guide manual." THE FREE MEDICAL
CLINIC Is NOT EXPECTED TO HIRE THIS PERSON WHEN THE GRANT RUNS OUT.
OTHER PROGRAM AND BUDGET INFORMATION
-Donated services for 1979 and 1980 include 2,744 hours/year each from health
.care professionals and health care workers (students), as well as 4,116 hours/
year from lay volunteers.
Total estimated dollar equivalent of these donated services is $153,664
1979 and $164,419 for 1980. for
-Donated materials for 1979 and 1980 include $1,700/year in medications and
-- - $100/year in shelves.
-Paid staff includes 5 persons, one of whom (Health Information Coordinator) is
employed on a temporary basis (3/4 time from June, 1979 to June, 1980), Staff.
fulltime equivalents total 3.625, including the temporary coordinator's position.
(Note: The number of staff positions budgeted for FY 81, then, is reduced to
4, at a fulltime equivalent of 2.875).
-Client/staff ratio is 2:1 at each clinic session. (20 staff work at the Clinic
on an average night).
-During 1978, the Clinic had 3,417 total visits: 1,570 from new patients, 1,847
from return patients.
i
-No fees are charged for services.
-The Clinic has received complaints about the long wait to be seen; this is
mainly due to a need for additional space and for volunteers Eo go with it.
-The Clinic also mentions that it would welcome help in becoming more visible
to the elderly in Johnson county, a group which it would like to serve.
The need to.reach more elderly in need of medical services was also cited in
the Human Services Study on Emergency Assistance to Residents (November, 1977).
The need to reach more rural Johnson County residents was also cited in the
study; the Clinic has made greater efforts to reach rural residents since
this time and has met with notable success.
Pamela Ramser
JCRPC
I 10-24-79
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES IIOIIIES
I!
i 4
I
FUNDING REQUEST
! SUMMARY SHEET
HACAP HEAD START PRESCHOOL CENTER
-'ember 8, 1979 Hearings
Request 1979 minus 1978 1980 minus 1979
SOUPCE 1978 1979 1980 + or (-)/9 Change + or (-)/9 Change
United Way* $ 4,708 $12,000** $13,865 $ 7,292 + 154.9 $1,865 + 15.5
TOTAL INCOME $35,756 $55,020 $55,260 $17,265 + 48.3 $2,240 + 4.2
-Carryover $ 5,453 ($ 3,015) ($ 733) ($ 8,468) - 155.3 $2,282 + 75.7
TOTAL $$ AVAILABLE $41,209 $50,005 $54,527 $ 8,796 + 21.3 $4,522 + 9.0
TOTAL EXPENSES $44,224 $50,738 $54,527 $ 6,514 + 14.7 $3,789 + 7.5
(Major Categories)
-Management $ 5,307 $ 6,089 $ 6,614 $ 782 + 14.7 $ 525 + 8.6
-Day Care, Title
XX Purchase of
Service $38,917 $44,649 $47,913 $ 5,732 + 14.7 $3,264 + 7.3
* Entire United Way allocation for 1978 and 1979 used as match for DSS Purchase
of Service; $13,132 of 1980 request would be used in this way.
** Does not include $5,645 from 1978 unallocated reserve. This is included, however,
in TOTAL INCOME for 1979. 1979 request from United Way was $12,040.
MAJOR BUDGETARY CHANGESFROM 1979 TO 1980
EXPENSES
Salaries $3,241 increase (+9.36)
This accounts for most of a $3,789 TOTAL INCREASE in OPERATING EXPENSES
Decreases in operating expenses are:
Utilities ($616) (-44.38)
Phone ($400) (-80.0%)
Insurance (prop'ty) ($ 74) (-19.8%)
A new expense category for 1980 is "Parent activity funds and personnel
recruitment" ($115).
FIICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES FIOIIIES
(over)
i
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FUNDING REQUEST
! SUMMARY SHEET
HACAP HEAD START PRESCHOOL CENTER
-'ember 8, 1979 Hearings
Request 1979 minus 1978 1980 minus 1979
SOUPCE 1978 1979 1980 + or (-)/9 Change + or (-)/9 Change
United Way* $ 4,708 $12,000** $13,865 $ 7,292 + 154.9 $1,865 + 15.5
TOTAL INCOME $35,756 $55,020 $55,260 $17,265 + 48.3 $2,240 + 4.2
-Carryover $ 5,453 ($ 3,015) ($ 733) ($ 8,468) - 155.3 $2,282 + 75.7
TOTAL $$ AVAILABLE $41,209 $50,005 $54,527 $ 8,796 + 21.3 $4,522 + 9.0
TOTAL EXPENSES $44,224 $50,738 $54,527 $ 6,514 + 14.7 $3,789 + 7.5
(Major Categories)
-Management $ 5,307 $ 6,089 $ 6,614 $ 782 + 14.7 $ 525 + 8.6
-Day Care, Title
XX Purchase of
Service $38,917 $44,649 $47,913 $ 5,732 + 14.7 $3,264 + 7.3
* Entire United Way allocation for 1978 and 1979 used as match for DSS Purchase
of Service; $13,132 of 1980 request would be used in this way.
** Does not include $5,645 from 1978 unallocated reserve. This is included, however,
in TOTAL INCOME for 1979. 1979 request from United Way was $12,040.
MAJOR BUDGETARY CHANGESFROM 1979 TO 1980
EXPENSES
Salaries $3,241 increase (+9.36)
This accounts for most of a $3,789 TOTAL INCREASE in OPERATING EXPENSES
Decreases in operating expenses are:
Utilities ($616) (-44.38)
Phone ($400) (-80.0%)
Insurance (prop'ty) ($ 74) (-19.8%)
A new expense category for 1980 is "Parent activity funds and personnel
recruitment" ($115).
FIICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES FIOIIIES
(over)
i
V
HACAP HEAD START PRESCHOOL CENTER
Page 2
INCOME
Fees 6 Grants from Gov't
Agencies (DSS) $6,020 increase (+18.0$)
This represents the entire increase in income (excluding United Way funding).
OTHER PROGRAM AND BUDGET INFORMATION
-Staff/client ratio is 1 teacher: 5 children. This is supplemented by support
staff.
-70 children were served during 1978, compared with 62 during 1977.
-Among the 20 children in the Title XX subsidized group, there are usually
8 or 9 families which pay sliding scale fees ranging from 60t to $3.00 per
day, according to income.
-Problems in delivering services are the same as those listed on last year's
application: 1) Eligibility guidelines are too restrictive and 2) longer
hours are needed by some families. The agency feels that it can provide
longer hours and still provide transportation as it has in the past through
the assistance of subsidized staff such as CETA and CDP enrollees. It is
noted that doing this is not possible with only the agency's regular funding.
-The need for day care for some children before and after school and beyond
the "regular" working hours (8 a.m. - 5 p.m.) is cited in the Human Services
Study on Child Care. Financing through CETA and CDP as discussed above by
Head Start should be aided and otherwise encouraged.
AMENDMENTS TO BUDGET INFORMATION
Salary total for 1979 on Budget Form 4 ($39,821) does not agree with that on
Form 3 ($34,990). This discrepancy should be explained and the correct information
recorded in the files.
Pamela Ramser
JCRPC
9-20-79 (Originally prepared for agency's hearing scheduled on 9/27/79. Hearing postponed.)
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES MOVIES
r`W@ Mn.dcouw
Life's tough
14
for prisoner ' , r
of suburbia
My water bill came last week. 10
was 581.20.
I got to thinking as I wrote the
check that, by golly, UN Ambassa-
dor Andrew Young is right — the
United States is full of political
prisoners. You, me, your cousin,
Sam, even your mother-in-law.
We're all prisoners of the politi-
cians.
Now, the politicians will scoff at
that. They will say, "You elect us,
don't you? We serve at your Com-
mand."
Baloney. If you believe that,
you'll believe in S80 water bills.
When you stop and think about
it, those guys have got us by the
short hairs. Sure, we have the
power to keep them or remove
them from office. And, once in a
while the electorate even manages
to pull off an upset.
OUT INVARIABLY you get ei-
ther more of the same kind of inef-
fective government or A hard -
charger who sincerely wants to
make changes but finds that the
system stifles any activity which
threatens to disrupt the status quo.
It is small wonder that taxpay-
ers are disenchanted, that we feel,
indeed, like political prisoners.
I And I don't mean only the white
honky suburbanites who pay $80
water bills.
We probably are freer than the
political prisoners whp rely on Big
Brother for the rent, light, heat,
4 clothing and their daily bread —
but not much.
It has been recorded here previ-
ously that my real estate taxes
have soared right off the charts in
the last four years without, I has-
ten to add, a smidgen of an in-
crease ih services.
MY SNARE of the township,
county and school assessments
went from about 51,100 four years
ago to nearly 51,800 this year.
Now that's 700 bucks that I
might as well have flushed down
the toilet, and it would have cost
me money to do that. Let me tell
you what I get for that extra $700.
Zero.
The township has a pretty fair
fire department, which, thank-
fully, I have not had to use. It also
operates a unit for medical emer-
gencies.
For police protection, however,
we have to rely on the Macomb
County sheriff's deputies, and
there are hardly enough of them to
go around. There's no garbage
Pickup.
I have to hire a private
contractor, who this month raised
his rates 33 percent.
But it's either deal with him or
get used to a smelly garage.
THE WATER and sewage situa-
tion is enough to make me feel like
I'm living in the Gulag Archipe-
lago.
For years we had septic tanks,
and, frankly, I didn't think they
were all bad. Then about five
years ago the tnwnship decreed
that our neighborhood would have
sewers and that a contractor
would be hired to install them.
Each homeowner, of course,
would be assessed a share of the
cost. And, as soon as a tie-in with
the Detroit sewage system could
be arranged, each homeowner
would be expected to pay a con-
tractor to connect the proper pip-
ing and to cough up a tap -in
charge on top of that.
MICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES MOIIIES
In all, it cost me about f"ur
grand. Now, let me tell you what
we political prisoners had to sor
vive in order to get those sewers.
THE NEIGHBORHOOD was
only about 10 years old and had a
perfectly good concrete street.
The sewer contractor, however,
tore it out and left it out for nearly
six months.
He hauled out acres of broken
concrete and sand, put the sewer
pipes down one side of the street,
then hauled sand back in and
poured all fresh concrete. 1 sus-
pect he sold himself back the old
sand, but I can't prove it.
When the township ordered us to
tie in — there was no choice — we
sent a half dozen backhoe opera-
tors to Miami Beach with the fees
they collected.
And, just so you don't think this
story has a happy ending, the four-
year-old street is caving to at least
in three places, and the township
says it can't find the plans and
can't remember who was the con-
tractor.
But then, it's busy. Maybe after
the election it'll find time to keep
the street from disappearing
ai1o7
Also, Polities rears Its uncomely head In
every phase of SEPTA's operations. In
the state capital, rural legislators oppose
large subsidies for the city slickers' expen-
sive trains, locally, officials from the subtr
urban areas that foot much of SEPTA's ex.
penes cast a skeptical eye on Philadel•
every leve Prefer fancy new hla's self -described needs. oprojectts to
more mundane needs. "who wants to stand
beside a new toilet and have his picture
taken?" Mr. Gunn says.
The upshot Is that SEPTA Is continually
map Intelifgent spending tra egPUS 171, y witho to
knowing In advance how much money poll" dclans will fork over. Interestingly, some
transit officials complain that the Pomo
dent's plan to link transportation spending
to passage of his "windfall Profits" tax on
oil compaNes exacerbates their problems)
"I do not Bke the fact I'm being held had
public transit is a dis-
years ago In the face of the ricer
mobile. Because so many riders
Ivantaged and because a worl
U Is generally deemed a social f
observers say It's counterprodui
to recoup spiraling costs througt
ax. (The cost of a new bus
xd to EIXON from $33,000 over
I
en years.) By contrast, In Euro,
public transportation has long t
ded as a public utility—sysem
Uto finance a larrrer share
W. principles of sound
f can still be applied to
appen to be a money
we're a business," Mr.
Linn, a Harvard Ar. R
r-uujmuve recMlques to transit a k
e th
e cot t�rebra considerably
of tranmore c1lflcultanagene
i during t e c e.
To
haveo h r ursuregent needs besides transpohia and the r.
Z tation. Moreover, Americans mightn't be
ready to renege on their automotive love
r affair. For Instance, Energy Future, the
strongly Pmemservallon book by the Har•
vard Business School energy project con.
cludes that although mass transit deserves
"considerable commitment" It may "lack
the convenience desired by the American
public."
But the bottom line Is that mass transit
Is both Increasingly needed and In sorry
, shape. Happily, there may be an emerging
V realization that the most pressing task Is to
refurbish existing systems, rather than
build costly new Infrastructures in places
like the Sunbelt titles. "The first priority
has got to be to preserve what we have,"
Mrs. IJburdl asserts,
Mr. Gunn Is a shade more Ironic. "Our
goal is to Improve the lot of the rider In his
lifetime," he says with a smile.
Mr. Martin 1s a member o/ the Jour.
nal's PA11ade1017 bureau.
FIICROFILMED BY
JORM MICROLAB
CEDAR RAPIDS -DES DORIES
'NIF. WALL SI'RF.F:I' JOURNAL, TIIUKSDAY, NOVEMBER I, 1979
Public Transit's Rockv Road
By IAnfI:LA4 MARTIN
PIULAUELPNIA This city's mass
transit systern is a disgrace. That was ob-
vious well before a commuter train crash
two weeks ago sent 442 people to the hospl•
W. and a subway fire in September In.
jured 177 terrified riders.
"We're no longer living lives of quiet
desperation," David F. Glrami•Dicarlo,
chairman of the agency responsible for
Philadelphia's transportation, recently con•
fessed to the Pennsylvania legislature.
'W'e are at a point in time where It Is roar•
ing desperation."
And, amazingly, that may be an under-
statement. Transportation experts say
years of neglect, mismanagement and In.
adequate funding have made the South.
eastern Pennsylvania Transportation Au-
thority, or SEPTA -which operates a be.
wildering web of trains, buses, trolleys and
street cars in Philadelphia and Its suburbs
-the most troubled big -city system In the
U.S.
Consider that SEPTA's buses are break -
Ing down more frequently than once a
week on the average: One passenger tells
of having to take four buses to travel six
miles, because of three successive break.
downs. And increasingly, buses haven't
been available In any condition: Consider
that yesterday SEPTA announced an emer-
gency move to lease 50 buses from Washing.
ton, D.C. What's more, drivers of the
sometimes roach -Infested buses complain
that brake maintenance is so shabby they
have to resort to emergency brakes, rub•
bing against curbs and even bumping Into
things to stop.
Consider also that one of the city's three
principal commuter rail networks was out
of service for a full week this summer, In.
conveniencing 25,000 dally riders; recently
electrical problems delayed thousands of
passengers on one of the other lines. Con-
sider that all of SEPTA's street cars and
trolleys should have been replaced years
ago, and that the system Iasi year spent
only hall as much on maintenance as the
U.S. Transportation Department advie
cates. And consider that drivers have even
taken out ads asking the public not to
blame them for "the garbage" they drive,
and a group of riders Is suing to stop the
aged vehicles from rolling until they're
proven safe.
Death Traps on the Streets
"They're sending death traps out on the
streets every day!" screams a youngish
woman successfully urging passersby to
sign a petition protesting SEPTA's deterice
ration. Roger Tauss, a bus driver who
claims five buses he was driving caught
fire during the past year, echoes her fears:
"There's gonna be a major catastrophe -a
mulddeath accident." he says.
As ominous as that sounds, the difficul.
ties of the nation's thini-biggest metmpalb
tan transit system are perhaps most dis-
turbing for what they reveal about overall
trends In urban transportation. SEPTA's
plight Is "a microcosm of what's happened
to transit all over the country." maintains
B. R. Stokes, executive vice president of
the American Public Transit Association.
If lme, the implications are disquieting
indeed. "What it dramatizes is that if a
system Is neglected, it will die," Mr. Gir•
ard•Dicarlo declares.
And few things have been as neglected
as America's transit systems. "We left
transit to die for better than:a years." Mr.
Stokes says. The reasons are readily on.
derstandable: a buoyant economy enabling
almost every family to buy an automobile
nr two, cheap gasoline, suburban flight and
vast highway subsidies. People stock with
the degenerating mass transportation
tended to be those excluded from the post-
war boom. On any given day, for example.
the overwhelming majority of riders
crowded on Philadelphia's urine -scented
Broad Street subway - the principal north•
south route through downtown -are black.
But the picture Is changing. SEPTA's rt•
detshlp Is up 57, during the first 10 months
of 1979. Conversely, auto tolls at four ma•
)or bridges to Philadelphia are down 2%u
from last year's level, a sharp contrast to
normal annual increases of 5%. National
figures also bear out the trend: This year,
Truss transit will carry more than eight bit-
Bon riders for the first time since 1966.
The energy crunch has become a cera•
pelting argument for mass transportation.
The effect of both agrow-
ing constituency for mass
transit and what Mr. Stokes
calls gushers of money' has
set transportation backers to
bouncing in their bus seats.
But their enthusiasm should
be restrained.
Every mode of transit Is at least twice as
energyefficlent as the automobile, and
some, when fully loaded, are said to be
more than 50 times more efficient. To be
sure, mass transit Isn't available to many
Americans; for them, more fuel-efficient
autos offer the best hope for enerty sav-
ings. But Its potential for the nation's ur.
ban centers Is huge.
MCROFILMEO BY
JORM MICROLAB
CEDAR RAPIDS -DES '10PIES
Raging Inflation also argues persua-
sively for muss transit: Onestudy claims
that a 10 -mile romm oiler could slash his
travel hill In SIBR a year from $1,200 by
abandoning his car. Moreover. mass Iran.
sit causes less air pollution, a key consider.
ation In today's complex regulatory envi.
moment. And, of course, the middle class
returning to center cities is clamoring for
better transportation, while businessmen
find transit Improvements spur downtown
development.
So, suddenly, politicians are falling all
over themselves in efforts to aid transit.
"We will reclaim the nation's transit sys-
tems," vows President Caner, sponsor of
one of several competing proposals to pour
tens of billions of dollars into city trains
and buses over the coming decade.
The effect of both a growing consti-
tuency for mass transit and the prospect of
what Mr. Stokes calls "gushers of money"
(the President's proposal, for instance.
would help expand total capital Investment
to S50 billion in the 1980s from $15 billion In
the 1970s) has set transportation backers to
bouncing In their bus seats. But their en-
thusiasm should be restrained.
"The money is not a panacea," admon-
Ishes Ullian G. Uburdl, acting head of the
Urban Mass Transportation Administra-
tion. Spanking new facilities like Washing-
ton's space-age subway are less needed
than boringly W911one mala tepnfyxlst`
(Even vastly Increased hoof• 1J
Ing Isn't much use if it Isn't predictable
enough to facilitate long-term planning and
political divisions continue to hamper/
For Philadelphia,. particular, It will
be a long, rocky road back. But this city's
problems are distressingly Illustrative.
Things there have gone so much to hell
that Band•Alds must oromotly be amiDed
Ism are suit Anne In tumor-tneeentury
gorse barns, marked by a paucity of heat. I
P
Lftthese
ghting and drdnage. Wolernitation
facilities I.s crucial. aimnst attni•
ant as training the system's wnehllly
ucated mechanics "It -the roof Ica&
and fa wnrTceT'ST�vbrking on 600 volts.
you're not going to get much work out of
him," explains David Gunn, SEPTA's new
general manager. Much overdue mainte-
nance work must be performed speedily.
Mr. Gunn warns; for instance, drainage
Improvements on the 50 -year-old Broad
Street line are needed tostem the possibility
of massive flooding.
0
s11LROFILME0 BY
JORM MICROLAB
IPAuAPIM-)I '!i:1 0