HomeMy WebLinkAbout1975-12-16 CorrespondencePage 3 Activities of Council
October 28, 1975
-It was ;Moved by Brandt and seconded by Davidsen to approve
the financial summary for the Department of'Finance for"July
and August. .lotion carried, unanimously.
It was moved by Neuhauser and seconded by Brandt to ap-
prove the additionalposition of Senior Clerk -Typist in the
Department of Community Development ,to up -grade the position
of Clerk -Typist currently employed in that Department.Motion
carried, unanimously.
It was movedbyBrandt and seconded by Davidsen that the-
rule requiring that ordinances be considered and voted on for
passage at two`Council-meetings prior, to the meeting at, which
it is to be finally passed be suspended, and the first and
second consideration of Ordinance 75 2787, `Rezoning Plum Grove'
Acres Tract of Land from R1A'Zone to CO Zone be waived, and
tha- the ordinance be voted upon for final passage'at this -time..
Roll call: Ayes: ,_Brandt, Czarnecki,-Davidsen, deProsse, Neu-
hauser. Nays: none. It was moved ,by Brandt and seconded by
Davidsen that the Ordinance No. 75-27S7 as recorded in Ordinance
Book 9; page 64, be finally adopted.- Roll ;call: Ayes: Czar-
necki, Davidsen, Neuhauser. =-Nays: Brandt, deProsse. Ordi-
nance adopted, 3/2. It was moved by Neuhauser and seconded by
Davidsen that this zoning be considered by the Planning and
Zoning Commission for a -less restrictive use. Motion carried,
4/1, Brandt Voting "no". It was moved by Davidsen and seconded
by Neuhauser that the -letter from Bruce ,Glasgow, President of
Plum Grove Acres, objecting to the CO Zone be received and
filed. Motion carried, unanimously.'
tention to the letter -from Wil
Mayor Czarnecki called at
bert Frantz asking for deferral of action on their rezoning
request in Mount Prospect Addition, -Part 3, from R1A to R1B and
R2 zone. It was moved by deProsse and seconded by Brandt that
/ the request be deferred indefinitely. Michael Martin appeared
V for discussion. Roll call on -the motion, Brandt voting "aye";
-- Czarnecki, deProsse and Neuhauser voting "no", Davidsen not
voting. Motion not adopted, 1/3. After further `discussion,
it was moved by Davidsen and seconded.by Brandt that 'the pre-
vious motion to defer the rezoning as requested.' Robert_Ivelsh
appeared for discussion.'' Roll call on the motion, Czarnecki
and Neuhauser voting "no", Brandt, Davidsen and deProsse vot
ing "aye". Motion carried, 3/2.
It was moved by Brandt and seconded by=Neuhauser ,to adopt
Resolution 75-383, recorded in Resolution'Book`33; page 114,
Accepting the Work on the -1975 Asphalt Resurfacing Program done
I L: L.'Pelling Construction. Roll call: :Ayes: Davidsen,
deProsse,_ Neuhauser, Brandt, Czarnecki. Nays: none. `Reso-
lution'adopted 5/0.
lace Council Activities
- November 25,;'1975
David Perret, _3,935; David Clark, 3,583. _District B: Max
Selzer, 3,959; Warren Block, 3,057. __District C: Mary-Neu-
hauser, 4,710; Harry Baum, 2,744. Motion adopted, unanimously.
It was moved by Brandt and seconded by Neuhauser that the
letter from Iowa City-Johnson-County-Arts Council requesting
permission to continue to display sculpture on,the street '
right-of-way in downtown Iowa City, be received.and filed and
approved subject to waiver of liability and other legal impli-
cations. Motion adopted, unanimously.
It was moved by deProsse and seconded ,by Neuhauser that
the letter from Frantz Construction Company, requesting the
Council to act on their request for rezoning Mt. Prospect Addi-
tion, Part 3, part of ,Section 23-79-6, from RIA to R1B'and R2,
be received and filed and the Ordinance be`putfon the agenda
next week for first consideration. Motion `adopted, 4/1, Brandt
voting no.
It was moved by deProsse and 'seconded by Neuhauser to ap-
prove the petition for Suspension of Taxes for 'Mildred Jennings,
815 River. Motion adopted, unanimously.
It was moved by deProsse and seconded-by Neuhauser that
the letter from Linda Stevenson regarding the closing of Madison
Street be received and filed:: and made part of the Madison Street
closing public hearing. Motion adopted, unanimously.
Attorney Joe Johnston representing C.O.D. Steam Laundry
was present regarding the liquor-permitfor that establishment
which was deferred on November 18th.' Rev.. Welsh, 2526 Mayfield.
Road, was also present. After discussion, it was moved by
Brandt and seconded by Neuhauser to adopt Resolution No. 75-416,
" recorded in Resolution Book 33f page 156, approving Class C
Liquor License Application for BMF, Inc. dba/C.O.D. Steam Laun-
dry,-211-213 Iowa Avenue. Roll Call: Ayes: Davidsen, deProsse,
Neuhauser, Brandt, Czarnecki. Nays: none. Resolution adopted,
-5/0.
David Smithers and John Kammermeyer appeared with suggestions
concerning traffic on Madison Street'. The Mayor suggested that
the, Staff bring up these suggestions at the joint discussions
with the University-
Rev.-Robert Welsh, 2526 Mayfield Road, appeared concerning
the memo from Director of Public -Works Dick,Plastino;on snow
removal on Washington Street-sidewalks.`- After discussion, it
was the consensus of the Council not to change the existing
ordinance regarding snow removal.which now requires the removal
of snow by the abutting property owners.
CITY..OF IOWA CITY
DEPARTMENT OF PUBLIC WORKS
• MEMORANDUM
DATE: December 10,'1975
TO: Design Review Committee
FROM: Dick Plastino, Director of Public Works
RE: Proposed Sequence of Events for Design G -Review; of College -Dubuque Greenway.
Below is a proposed sequence of events for designand review
of the College -Dubuque Mall and other_ public_ development of the
downtown area This ;plan assumes retention of an architectural
consultant by about January, 1976.
1. Architectural consultant willreviewthe plan developed
by Welton Becket.
2. The Consultant will get comments from Engineering and
. the Design Review Committee concerning deficiencies.
3. Develop a plan basically utilizing the Welton Becket
plan, but with modifications reflecting input from the
'City Engineering staff, the Resign Review Committee and
the Consultant:
4. The Consultant will submit the plan to the Engineering
staff and Design Review Committee.
S. The Consultant, the Engineering staff and the Design
Review Committee will meet, discuss the plan and work
out compromises as necessary.' -
6. The plan -will be transmitted to the City Manager who
will then arrange to have it presented to the City
Council in an informal session.
7. --If necessary, the plan will be amended to reflect Council
decisions.
8. Engineering will startconstructiondrawings.
Various design details encounteredduringpreparation of
construction drawings will be worked out between the Consultant
• and the Engineering Division. The Design Review Committee will be
informed if any major changes are nrcera.ary due to
conditions encountered during design of the.construction drawinps.
DFSICN REVIEW COMMITTF.L•'
COMMENTS AND SUG(:ESTIONS REGARDING PROPOSED ORDINANCE:
1. NEED:
The Design Review Committee is presently powerless to enforce anye
A.
recommendations. If we disagree caval isrnotJnecesaaryopoeuctWenonly
e�
it matters little because our app
riate
make recommendations to the City Counc=atg�ctthanld seem roa suggestion for''
if our recommendations were the rule, Of
the rule, and that the City Council not be involved in each there
decisions made by the Design Review Committee merely
us
must be a delegation of authority.
L. LEGAL ASPECTS:
t get into Iowa law.
A. I performed extremely cursoryreview, and did no
if properly drawn,
B Aesthetic considerations and architectural controls,
have been upheld _by_Supreme_Courts of various states.
C. Aesthetic considerations may not be the sole justification for
restrictions upon private property. Some have been upheld because
property values, and thereby serve -the public welfare.
they preserve prop y
D. Ours would be upheld if it were a proper exercise of the police power
which means thatitmust be directly related to the health, safety and
welfare of the inhabitants of Iowa City.
E. In moot ordinances, reliance is placed on the general delegation of
nt of community appearance
egis-
zoning authority for the developme
lation and, therefore, it might be well if ours were made a part -of of
- the zoning ordinance.
F. Several municipalities have assumed legal status for enacting design
control ordinances under the 11ome Rule powers. In these cases.
favorable tothat typ
the
_Courts are apparently very `e of authority,
C. There appears to bean increasing trend by the Courts to sanction
architectural control ordinancesgiven to the eA.
sign Comttee by -the
view
H. Whatever
ordinance should bee designed in accordanceewith the comprehensive
Comm appearance plan so ,that the Courts have reference base of
design standards. In this way, aesthetic considerations would not
be the sole reason for the rejection.
be tented on the ordinance,
CONCLUSION: We will, no doubt, and ertrcme care
should be used to draft one incorporating all of the pr.ovie,bu which have been
approved by any of the Courts in the United Staten, to date, but we should'q;o
ahead and draft one.
3, SUCCI S1'ipNS AND/OR PROBLP:MS:
A, in most oithout
rdinances, a building permit will not beissued
by�tile Design
_ the plans having first been submitted to and approved
Review Committee.
architects, City Planning
B. --Makeup _of Design Uiredwto°IIhp°vetbeen citizensof the �dinances that I read,
members were req
building inspectors, historical
Commission members, real estate broklarer ,e members, etc. It would be my
museum members, at— a zoning mm-rber
society members, lanning'member and perhaps
_
suggestion -that a land use p
be considered.
C. `Name of the Board should be considered. For some renson, most ordinances
the "Board of Architectural Review".
call it
a month.
D. -Meeting times these vary from once a week to once
E, Terms — these varied, with renewal options.
but most were staggered terms
F. l(ow, members are selected - some were appointed by the Mayor, some were
voted by the City Council,; some consideration; should be.given to the
election of members from the Design Review Committee. Probably a safe
- method would be to make recommendations
from the Design Review Committee
• to the City Council, for its approval.
J G. Arca of the city which should be covered —'should it be cotothe__
urban renewal area, or tile_entire City limits? What problems might
neights over
rine in Coralville or University slwhich City control would
be fruitless? building
models, Of materials, written statement of
H. what must builders submit to the Review Committee? Elevations,
_. plans, sections, scales, location of walks, driveways,
pedestrian and vehicular
proposal, time "schedule for construction.
and landscape,featurea, P lighting, signs,
parking,
service areae, went, specific, plantings,
flow, surrounding land +develop roof elevations, exposed mechanical
parking. spaces, perspective sketch . etc.
equipment, vents and roof protrusions,
I. Advance notice to DRC for plenty of consideration time,
J. Changas required in time limitations.
exterior architectural feaons restorations, lighting
ld buildings
K. Area of DRC interest — alterations, plantings,
reconstructed, new construction, any es, p
within the city, bridges, gates, fences, street n col a etc.
changes in texture, changes in design,,changee in color, p y,
L. Open meetings.
•
M. Appeal procedure.
.�'1.01
HAYHK, j IAYEK d HAYEK Ana• COOK sl[
-- - ATTORNKYS AT LAW 337.960E
• .WILL J.. NAVK
JOHN W. "NK - 110. ■A[T WASHINGTON [TII[[T
IOWA CITY. IOWA 52240
C. P[T[■ wATKK
October 17, 1975
The ]ionorable Mayor and ?
City Council of Iowa City
Civic Center
Iowa City, Iowa 52240
Re: Design Review of Development in Iowa City
Mayor and Council Members:
Sometime ago the City; Council at the suggestion of the Design
Review Committee requested that the Legal Department report on the
ntrols on building
authority of the City of Iowa City to impose design co
and development in Iowa City. I am pleased to report to you that we
have -completed our initial study on this matter.
Mr. Pau] Lauritzen, a law clerk in our office,
has prepared a
lengthy memorandum of law on this subject. Althoughthis memorandum-
`" was intended for internal office use, it does contain.a thorough discussion,
I believe, of the legal pointe involved and I.have therefore filed a copy of
the memorandum with the City Clerk. Because of its length I am not
sending copies of the memorandum to all members of the Council but
would invite anyone interested to study the memo further at the Clerk's
office.
-We are aware of no city in the state of Iowa that at the present
t design control of building or development.
time exercises any significan
ourt decisions supporting the power of
There are no Iowa appellate c
cities or towns to exercise design control over development and indeed
there are a few decisions by ,the Iowa Supreme Court rendered several
years ago which would indicate that cities and towns do not have that
authority.
We believe, however, that the situation with respect to design
controls has changed_ considerably` in recent years. First of all, the
Iowa Constitution has been amended to grant Iowa, municipalities home
rule. Secondly, the general attitude throughout the country with
•
respect to design controls and the importance of, aesthetics in protecting
and enhancing the public welfare has changed considerably. Mr. Laurit-
zrn cites in his memorandum decisions in two neighboring states,
v October 17, 1�J75
The lionorable Mayor and
City
• City Council of lows unicipalities
-- the proposition that m
supporting develoPment in order
isconsin, design control over munity•
Missouri and W to exercise
the welfare of the citizens of the com
have the general w ertain that the
to enhance
means c design
its older position and alloww do
While we -do not believe that it is de any ality.
would reverse muni argument
n development in a that a strong
Iowa Supreme C°urt City, would have
controls to be tmPoBed upon ed eufficientla that the
has chang In order to
the legality of such controls an ;in court
believe that the situation design controls ce or
canbe_made for orting such that the ordinanc exam
it is important drafted.For
-a good chance of suPp controls be carefully
design be related carefully to
be successful in
ogling endeavor COntroI ordinance could and
°ordinances Imp the dee}gn Ii1e comprehensive plan aesthetic or
rtant that to be used in making
it is imp° rtant
l s comprehensive dl etandarde
the City criteria'an that would reBalso impo
to avoid the about design. It is t will not
should develop decisions adop
design Judgments in order, Ce which we d° Any
arbitrary or Personal respect to'design-
purely design control ordinanth resp building Plans
to recognize that anYcapricioue decisions w to. review fairly -
ittee or board empowered
permit arbitrary or iven, as indicated,
. -- comm to applied. The
design review would need to -dards design
such an or, re8Pect to star outlines of the
under .Aith and the exact o it`seems to
specific instructions ed in conjunction, airs
standards Ian and will req
ce ill need to be develop
exact nature of those tia comprehensive -P
- review ordin development of
me. with the this general subject
further work. discuss
e City Council the Council wishes
est that th whether ornoa es wish a,desi�
I would suggest
to determineif the council
at an informal b ursued
further. then proceed with that work in
this matter to be drafted, we can
review ordinance-- City staff. fitted,
_conjunction with the ectful sub
_- -Resp._
JJohW.
Ly
JWll-vbtl
City _
of Iowa: City.
MEMORADUM
DATE October 6, 1975
TO: Neal Berlin, City Manager
FROM•
Richaid E._Wollmarshauser, Urban Renewal Director(/
RE: Site Plan Approval Process for Old Capitol Associates
As a result of the Council -discussion on Monday, September 29th; as
well as previous discussions concerning processes to be followed for -- -
well a ofproposedconstruction plans by Old Capitol, the following
two alternatives are presented.
Alternative A. This alternative follows edeveloper shall n
llsubmiitly tto
that to obtain approval by the City, drawings, specifications,
the agency, for approval by the agency, plans.- called
and =related ,documents,
and'theproposed construction schedule C••
improvements to be constructed
"Construction plans,,) with respect to
the required.00A to submit a
by the redeveloper_, on the property_ . _,This req
reasonably extensive set of
documents prior to any indication -of
favorable approvalbythe City.
rocess and analysis
Alternative B. This alternative represents a modified course of
actionwhichallows for a stepwise decision-making p
prior to the development of an extensive set of const n early decision -point
and specifications.. This process
or
elevationswoffthe abui ding, preliminary
with respect to site plans,uses and
construction ithoutahaving to deval p aules and,proposed and complete etsofcconstruction
buildings to approval by the
plans and specificatesSPepsrof thislproposednprocess-are as follows -
City of Iowa City.
1, 'Old Capitol Associates LOCA) submits es
e Urban Res of a) site site plan,
-
Director/Redevelopment Coordinator 15 copi
elevations.,;c).other'pertinent data including a preliminary
b)
construction"schedule, proposed land an
building uses, and
other information pertinent to making a decision as to whether
the proposed construction meets the Urban Renewal plan and the
redevelopment plan.
2. _A presentation is made by Old Capitol Associates (or their
architects) to the Design Review_. Committed and the City
Council (either jointly or; at separate times).
3._ Council reviews the proposed building and land use and makes
initial comments to the City, Manager for review and analysis
as part of the staff analysis. ;
Neal Berlin
October 6, 1975
Page 2
4. The City staff engages in an internal review of the proposed
development including reviews by the Urban_ Renewal. Division,
Public Works Department (with respect to traffic and construction
plans), Fire Department, Finance, Police, Community Development
(from a'zoning and planning; viewpoint)-aad by the City Attorney '
to determine if the-submittal,meets contract requirements.- At
this time, the staff attempts to work out with Old: Capitol Associates
the resolution of any -obvious problems and difficulties that are
apparent as part of the analysis. The staff then prepares a report
for Council review.
S. The Design Review Committee makes recommendations on the design
to the City Council.
6. The Council and staff engage in a work session as necessary to
explore the proposed development and resolve any difficulties that
might be apparent. -
• 7. The staff works out with Old Capitol any remaining problems that
need to be resolved as a result of the Council/staff work session.
8. -Upon resolution of all remaining problems, the Council gives pre
- liminary approval to -the proposed building and/or development.-
-9. OCA proceeds to.prepare construction plans and. specifications and
submits an application for;a building.permit complete with a
construction schedule and ofher-detailed information necessary
under the contract.
10. -..The, Urban Renewal Director and the Urban Renewal Attorney prepare
a_brief-report for. Council..giving the construction schedule and'
indicating compliance with. -contract documents and the preliminary
approval of the proposed building. Council gives final approval
and the building permit is -issued by the Building Official.
While the above procedure may seem somewhat cumbersome, with some diligent
effort it can be followed in a fairly short period of time. It also has
the advantages of (1) allowing an early indication -to Old Capitol Associates
of City agreement with the proposed construction, and (2) that the proposed
construction complies with"the Urban Renewal plan and the contract documents.
• cc: John Hayek
Dennis Kraft
DicY Plastino
(Pat Strabala
REW:sc
December 30, 1975
December 30, 1975
December 30, 1975
I)ec� ben 30, 1975
Ist ier Atchursoii
705 SouthSummit
loin City, 'Iowa 522.10
Dear HS. Atcitcrson:
T}aanic you very much far :avirig your rraz� suisnitted as a candidate
for a position on tile Iowa City IBmrara Relations Co.;ission, Tile bsayor
acrd the City Council recent considered nominees :or thin ,,, y.
III
rUt:zough we did not select X�Ll to fill the positia we want to
do
="orn c
YOU that you were -�iausly,cauidered.`
Tile selection p:04--ess involves a cumber of factors.
r.: rrT)tir to protiie across-sectionaThe CayZcil is
l` The on our boards
coro:cissions and in Most cases this is the primary reason ing
for select
0:` -'individual oltrr another. It ira.no way reflects ulpn o '
qualifications ^ar tho position. - your
Lr fact, .4 Council is pleased by your willingness to serve. 1
ity ir. blcssci_ with a hos: of qualified individuals Willi:; to-l�rfoi3
an a volamtan `.itr In:tix-best interests of theca:alnity,
It Is r`�" practice :1? the Council to continue to keep names of
indi.vlduals M, file for r n:asonable perriod of time to consider again
w'heu '"'Other Vacancy or : si}�aation occurs. "If you do not
your name W,, our List cr possible appointeeswish to have
, please drop a note or:
leave a messago at Ur* Civic Center with'the City Clerk or City Manager.
Very truly yours,
Wgar R. Czarnecki
b(ayor
1:RC:mbm ,
December_30, 1975
Barbara L. Ettleson
323 Aoiialds
Iowa City, Irn+a 52Zd0
Dear ?Ls. Ettle5071;
Thank you very much for having your name submitted as a candidate
for a position on the Iowa City IIL=i Relations C missieIl. the Mayor
the City Council recently considered naninees for tinis vacancy.
.'1trougln we did not select you to fill the position, we do want to
inform you that you were seriously considered.
111e selection process involves a number of factors. The Council is
s and
attercp�in�'to Provide a cross-sectional representatreason for selon our ecting
con'Ssion_s, and in nost`cases'this is the Irvnary lect'
rsonal
one individu:el_over another. It in ro way reflects upon Your pe
qualificatiots for the position. - -
Iowa
In fact, the Council is pleased by your willingness to serve. of gialified individuals willing to perform
City is blessed with a host
on a voiwltary basis in the best interests of the caz enmity.
It is the practice of the Council to continue to ,keep names of
to consider again'
individuals on file fora reasonable Period of tine
when another vac ulcy or resignation occurs. If you do not when
to have
te or
your nares on our list Of-
bnterle �tl►tthe�cityase Cler}- oraCity 11lanager.
leave a message at the
Very truly yours,
Edgar l:. Czarnecki
:•layor
ERCmbn
December 30, 197S
t urold A. Farrier
2823 Brookside ilr.
Iowa City, Iowa 52240
Dear Mr. Farrier:
T}Lu,}c you very .wch for having you Wane submitted as a candidate
for a_position 0" tile
Iowan City jk=kin Relatioru Ca�mission. The Mayor
and the City Council recently considered nominees for this vacancy.
dthougn ,fie did not select you to fill the position, 14C do want to
inform you that you were seriously considered.
Tile selection, process involves a -&wber of factors. The Council is
ion on our boards and
attempting to provide a cross-sectional represen atreason for selecting
coirmissions, aiad in most cases this is the primary your rsonal`-
one individual over another. It-in no way reflects upon yo pe
qualifications for the position..
In fact, the Council is pleased by your willingness to serve. Iowa
City is blessed with a host of qualified individuals willilug to perform
on a voluntary basis in the best interests of the cOnnmity.
It is the practice of the Council to continue to keep names of
onsider again
vhlividuals on file for a seasonable period of tiara to c
Vhen another vacant;' or resignation occurs. if you do not wish to have
your naan on our dist of possible appointees, -please drop a note or
leave a message at the Civic Center with the City Clerk o City manager.
Very truly yours,
Edgar R. Czarnecki
Mayor
L-RC:mb
December 30, 1.975
Virgjjda Maurer
901 Rider
Iowa City, Iowa 52240
Dear ;.Is. :•faurer:
Tluuil: yo`� very m u1i for Having Your nam: suwitted as a candidate
for a position on the Iowa City Hunan :
December 30, 1975
Bradleyj� ester
ers
1401 1/2 -
Iwa City, Iowa 52240
near :tr. �Seyors:
1Zk� 1k you very much for having; your name submitted as a car,dida;.e
for a position on the Iowa City 1ht�1 Relations CaDrussion. Tne ahYor
is vacancy.
and%itthe city C'UmcilSrecently
ct coo fill the Potsidered sition, el do want t
inform you we that you were seriously considered.
The selection process i-ivolves a_ number of factors. T}xs' Council and
is
atte�ptin_r, to provide a cross-sectional representation on our arY reason or selecting
- comissions, a, -td in rwst cases this is the lreulects upon your personal
one vulividual oder another. It in noway
_
qualifications far tho position:
L� fact, the Co n�cil is pleased by your willingness to serve. Irn.a
City is blessed with a Host of qualified ,n-1 viduals wily to l�erfonn
sts of tl>c co
on a voluntary basis in the best interexep
It is the rracticc of the-camcil to centi:aue to Yeep names of
Oilreasonable
occurs. If yrou do not wish t have
inclivIt is he file for a -reasonable p=riot of time to const amu`
nrhen another vacancy or resignationinters, please drop a note or
your , on our list of possible appo Clerk or City gamgcr. '
leave a r..essage at the Civic Center witi� -fife City
very truly yours,
lilgar R. Czarnecki
).Sayor
1:TiC:r.;um -
536 flawkeye Drive
Iowa City, Iowa 52240
Dear Mr. Slithers:
Thank you very muds for having your name-submitted as a c.uldidate
for a position on the Irnzi City }}..=, Relatio:s Caraaission. The 11`L3yor-
and tine City Council recently consider-1 naninees for t:<nis vacancy.
Although tae slid not select you to fill the Position, we do want to
inform you tluit you wore seriously considered.
The selection process involves a mzixr of factors. The Council is
attenipting to provide a cross-sectional-representation on our boards and
comnnissions, and iti most cases this is t:� ?rirar7' reason for selecting,
one individual.. over another.' It in no way reflects upon you personal
qualifications for the position.
In fact, the Council is pleased by your willingness to serve. Iowa
City is blessed with a host of qualified individuals willing to perfozm
on a voluntary basis in the best interests of the cotwi mitt'.
It is the practice of the Council'to continue to keep names of
individuals on file for a reasonable period of tire to consider again
when another vacancy or resignation occurs. -If you do not wish to :—je
your name on our list of possible appointees, please drop a note or
leave a message at the Civic Center with the City Clerk or City rtter.
Very truly yours,
Edgar R. Czarnecki
ayor
bkC:mb:
December 30,,1975-
Philip E. Stoffrogen
411 1/2 S. Summit St.
Ioka City, Idea 52240
Dear A'.r. Stoffregen:
Tlianl YOU very Luich for having your name submitted as a candidate
fora position on the Iowa City. Hunan Relations Cmmissiou. -the Mayor
and the-Ci.tti• Cox'Cil recently -considered nominees for this -vacancy.
Although we did not select you to fill the position, we do want to
infor" you that you were seriously considered.
'MC selection process involves a number of factors. The Council is
-- - attempting to provide a cross-sectional representation on our boards and
co. aissio,Zs, and in 1-ast cases this is the primary reason for selecting
ono individual over another. It in no way reflects upon your personal
e;ualifications for the position. -
Li fact, the Council is pleased by your willingness to serve. Iowa
City is blessed with a host of qualified individuals willing to perform
on a voluntary basis in the best interests of the co=.-&Lzity.
It is the practice of the Council to continue to keep names of
individuals on file for a reasonable period of time to consider again
when another vacancy or resigation occurs If you do not wish to have
your name on our list of possible appointees, please drop a note or
leave: a ressage at the Civic Center with tho City Clerk or City IUnager.
Very truly yours,
Edgar R. Czarnecki
Mayor
ERC:mbn
-,)ecember 50, 1975
Stephen i•I. Strauss
556 ?.LahaskaC 522k9
lowa City, l
Dear Mr. Strauss:
ou very much for having Your nano submitted as ardidate
i7�aril Y Itw�an Relations Comwission. ine ;,Layor
for a position on the Iowa City
and the City Council recently considered nominees for this want to
Although we did not select you to fill the Position, ue do want to
info „1 you that you were seriously considered.
The selection process involves a mr.�'r of factors. CQ�cii and
is
R to provide a cross-sectional representat moon � boards
eccting
attemptin;, *cost cases this is the prinLaryn personal
coa;..ussions, and in - It in no way reflects i� 1
one individualover zwt-'Or r
qualifications for t:le Po
In fact. the Coa�il is pleased by your willir cuss m serve. Iowa
City is blessed with a host of qualified individuals willin to perform
on a voluntary basis in tFce best interests of the calmmudty'
Council to continue to ),Coll id xis of
It is the practice of the 1e period of time to consider again
or resignation ocasrs. - If you do not wish to have
individuals on file for a retina' lease:drop a ixte I
when another vacancy ssible'appointees, p
your name on our list of po Cit Clerk or �y�. phui;er.
leave a nessage at-thc_Civic Center «th the Y ours,
Ver'l truly Y
wgar R. Czarnecki
"Mayor
FRC:mbm
December 30, 1975
By -ford 'Ni. Wheeler_
212 Park Road
Iowa City, Iowa 52240
Dear ;•ir. 'Thecler:
Tharil: you very much for having your name submitted as a candidate
for a position on the IOW1 City l u Ian Relations Continiss;oa Tiw ;•fayor
and the City Council recently considered nominees for t.!5 vacancy'
Although we ::id not select you to fill the Position, we do want to
inform you that you were seriously considered.
The selection process involves a number of actors. the Council is
att tu'eg to provide: a cross-sectional representatioonn m for selectiour boardS ng
coirnissions, aiui in most cases this is the reflect 1 off; personal
one individual over another. It in no way reflects ups Y
qualifications for tine position.
In fact, the Council is pleased by your willingness to serve- 10fa
City is blessed with a lost of Rualifieiel individuals willing to pe
rform
on a voluntary basis in the best interests of the cas'-Miry.
3t is Liv.- practice of the Council to continue to keep =ws of
individuals on file for reasonable Porio`L of: time to cx--i -r again
when another vacancy or resignation occurs. if you do mth to have
your name on our list of possible appointeo;, please drop a nate fanager.
leave a message at the Civic Center with the City Clerk or City
Vory trkily'yours,
Edgar R. Ctarnca-i
mayor
MEMO
To: Iowa City City Council
From: - Ed Czarnecki
1-
During my term of office as Mayor of Iowa City, I have on occassion,
r
-written reports to the Council. I would like, upon leaving office, to
-put into -the record, some parting observations; and tie together some
of my past comments on' various_ matters. -
There seems to me, certain important functions of this City Council.
that need to be addressed by the new Council.
My ideas on these subjects are in a sense, second thoughts, so that
perhaps the next Council can do a better job than we did. ,Certainly
in my opinion, the Council/Manager/Staff/Citizen relationships
can stand improvements. ,The reasons for our present lack -of direc-
tion are blamed on number of factors, not the least of which is my
perception of City government.
My comments will cover what in my opinion, are the important roles
of the City Council.
Decision Makino
This Is the primary role of the Council, since the quality of our decisions
affect the activities and well being of the citizens of Iowa City. This
Council made some attempts to improve this area, but for a host of reasons
never did clearly define the best process. Regardless of the position of
the individual members of the Council, I feel it is best aired in public
so that there will be no apparent misunderstanding of the roles, primarily
of the Council, Mayor and Manager, (as there evidently was shortly after
Neal Berlin was hired).
-
I have discussed this subject early in the term of 1974 and of course -
during this past year. My memos are available to anyone interested. I
am enclosing an article on the subject that feel is quite good.
Oversee Administration of City Government
Decently gave to Neal Berlin a detailed evaluation of his performance
since he came to Iowa City. The Council has never -developed -a-formal
review process and it seems to me that a committee of the Council and/
or the Mayor should establish a technique to measure periodically, the
Manager's performance.
This in.turn would be an indirect vehicle to measure performances of
departmentswithinthe City. This would tie in with the monthly reports
from departments, with the goals and objectives_ sessions and of course
with budget allocations to departments:
_2_
ole -
Council as the Re resentative of the eLween the Council and the Boards
This first involves the relationship b I have but much more
s an
and Commtsstons. Thidefinitive re sponse sarea tfrom the rstaff - butelled outain ast wmemo
years to get some defint m "viewpoint on this is_sp
Lthtnk it is Important for the Council to not
needs o be done. Again, y but to actually 4° out and
to the Council. Secondly, faints, and necessary activity
only listen to people who have comp parties are
encourage citizen input. It is a constant overriding otally true in
the Council. This will be espe Ing Funds.
Of he Council to insure that the viewpoints of all ante sled
Development and Taint
presented and available months on a comp
future disposition of the Community for many;
Finally, the staff has also been working Taints from citizens.
process;
hopefully in the not too distant future there wills amore effec-
- tive -mechanism of review and adjustment of the comp
Council as Leaders in the Communtt and a determination
This relates to the g o on particular issues
Ralston Greek, oafs and objectives of the community
of where the Council would like, o go community problems ,
input to identify and resolve imp
Tanning processes. (In a memo
Is in turn related to the city's planning
that cities such
e.g•) This planning P
of 1974, I listed some of the innovative P Although this is something v in he
as Cincinnati and Dayton had undertaken,
have never really 9
one into in Iowa City, hopefully it will take place
not too distant future •I have been
should be innovative. Transportation, etca
The Council in its leadership
0 role, should
Manpower Programs,ust sit back and
in such projects as the Art ) them by the City Manager, but
It seems to me that the people on the Council should not j
respond and rev t w tativthe e and ms move t e City esented tc into new areas.
should take the
"Watch Do Bole
Bud et I have tn-
progress in the budget areas as We
times. There are however, many improvements necessary -
We have made some innovative
uch as Lake-
dicated many ro ess reports of
indicators or P
de established minimum levels of C1t�yice. We do not have, lemented program.:
have good meas
wood,
Colorado, a 9 We have not really �nP
going on to the community
what is .
` have not really established the 1975-76 budget process
budgeting.In fact, we
-3= x_
to my satisfaction. In the past, the Council did receive financial quarterly
reports. I hope that the Council will continue that process. In fact, I
would like to see a financial committee of -the Council established to work
closely with the Finance: Director throughout the year. The only way the
Council can insure that they determine priorities is'.to modify the budget
recommendations of the City Manager and Department Heads. They can-
not do this, unless they are fully cognizant of what is occurring during
the budget process.
Improvement in Legislative Role of the Council
I am referring here to such things as the establishment of various committees
of the City Council. The committees can use various expertise of individual
Council members to insure that the City's departments and its programs have
a close working tie to the City Council. Also, perhaps the Council can
establish liasons with commissions; continue the. Urban Renewal Committee
with Old Capitol or some variation thereof; consider a Personnel Committee
and a Budget Committee.
There are some very innovative measures that Kansas City City Council has
undertaken in the area of planning, setting priorities and in the ordinance"
adoption procedures. I would urge all existing and new members of the Council
to review the program improvements in Kansas City.
Coordination with Other Agencies
One of the most frustrating portions of the work on the Council is the inability
of the Council to work closer with some of the organizations.Certainly the
participation by Council members in Regional Planning has improved. I hope
this continues. We have tried various techniques to .work with the University.
The most recent being monthly meetings with the staff. of both entities. We
have had fairly good working relationships with the Board' of Supervisors of '
the County, but not such a good working relationship with the School Board
Again, these are items that need constant attention and improvement of the
City Council.
New Role of the City Council as a Result of 'New Federalism'
I am referring here specifically to the expanded role in the area commonly
called Social Services. I am talking really of crime abatement, housing,
youth programs, art programs, neighborhood_ centers, elderly centers.
=_ 4
December 15, 1975
I. Implementation of Community Development Housing Projects. The
Council has no Idea of the current status thoughrequested' many times.
Related to this is the role (status) of the CD6<H Steering Committee.
2. Implementation of a Comprehensive Plan. In checking over some old
material, I ran across the International City Manager's Association Report
in January, 1974, which has some very innovative citizen participation '
models, plus of course, the material worked up by the Committee establi§hed
last year.
3. Productivity measurements or Improvements. Again, the ICMA report of
June, 1974, lists some of these. There are a host of other materials on this
subject available.
4. Close watch and perhaps an expansion of the Comprehensive Manpower
Program. I think the City could do much more next summer and I hope they
do.
5. Collective Bargaining Policy. The meeting on the 24th of November -was
not definitive and I don't believe gave direction to the City Manager. I hope
that in the Immediate future that is rectified.;
6. Space Needs Study. Decision on future space needs, particularly the
status of the Post Office needs to be made.
7. Caution about future Training Programs. The Council did conduct a program
with the National Training and Development System but my impregsion is there
has been no follow up from the Council's point of view although the staff has
been involved in various training programs. I think the idea of the program was
excellent, the implementation was zero. The Staff -Training Programs and the
goals, objectives training sessions, also need to be`coordiriated with the
Council.
8. Continuous review of role of Boards and _Commissions. Procedure of selection,
by-laws, role in budget process, etc _ -
9. University/City Sewer Negotiations (?)
10. Aging and Transit (recommendations forthcoming)
2
A few years ago an Issue of PM on "mayor-administrator
would have been called "mayor-manager vela-
currents
relations"
tions," and discussion would have focused solely on coun-
0i
cnang8
cil•manager 'governments. The title of this issue Is reP-
of the changes occurring in that relationship.
resentative
takes a broader perspective and is
BY pQIJGLAS HARMAN
Therefore, this article
not confined to;council-manager experiences.
mayor-administrator relationships have
Director
Research and Statistics
Over the years,
been influence d by three interrelated factors: formal
forms of government); local
Office of
Fairfax County, Virginia
powers (primar ily based on
needs, and individual personalities of mayors
and
STEVEN C. CARTER
community
`and administrators. For a long time, discussion of this
focused on form of government, mayor-
Director
key relationship
council versus council-manager. In part, the preoccupa-
of powers resulted
Environmental Management Project
tion tion with the separation and balance
the political and ad-
in,adversary-type descriptions' of
" .. the future of local government restsTo
ministrative components.
some extent, the debate over the respective roles
became a personification of
upon the ability of these leaders to
of mayors and administrators
Thus, the complex
establish effeetivep mutually supportive
the debate over form of government.
and administrators were
- - -roles in governing our urban areas."
relationships between mayors
of two forces--like the
described in terms ,competing
Brooklyn Dodgers and the New York Yankees, or perhaps
lions and the Christians. While stories of such con-
MffYCR Aft MANAGER
the
flicis make Interesting reading, they add little depth to
managing today's
WORKlAo- OuT-rv%%R
understanding the complexities of
RELA-Fo4som
cities.
Recently, perhaps as a mark of maturity as well as di-
i
distinctions between forms of government, the
r
minishing
relation between the mayor and administrator has been
situation or function of
—een less as a natural adversary
s
more as a response to community needs and
form and o
individual personalities. The mounting pressures n local
to show results influence the mayor-admin-
I
r
governments
Istrator relation too. Maximizing seryices requires a re-
the re-
1
fective mayor-administrator - team, combining
of strong political leadership with strong admin-
sources
leadership. Let us look in more detail at the devel-
- _.
istrative
opment of this phenomenon and what it means for ad-
/
`—Manager
ministrators of tomorrow. .
from an era of corruption and
power—Reeling
malfeasance in city government, outraged citizens at the
municipal reform. These
turn of the century called ,for
with new forms of local govern-
reformDerimented
CTheemost mport t of the'; the council manage
mens
form, was rooted in the corporation model and was wide-
the answer to urban
ly heralded throughout the nation as
ills of that era.
The council-manager reform movement intentlonaily -
(It Is called coundl-
played down the role of the mayor
manager government) by; calling for his selection by and
from the council. The movement also drew a sharp line
between policy. functions of the council and adminis-
trative functions of the manager. "Business -like" opera-
tion -was ,advocated as a -method to remove"politics"
from city government. The mayor had few powers, except
those held by the other councilmen. Some persons even
questioned whether there was a need for a mayor under
the manager plan.
Despite the clarity of the reformers' Ideas, practical
questions of policy leadership and "turf" emerged even
in the early years. A debate, both inside and outside the
profession, over the responsibility for policy leadership
has continued since the managers' first meeting. In 1916,
H. H. Sherer, then city manager of Glencoe, III., noted In
response to the conclusion that policy leadership by man-
agers would sound the death knell of the plan: "It es-
sential that the managerbring to the commission sug-
gestions and recommendations for- legislation and while
the board initiates a part of it, It works both ways. It Is
just a case where men are working for, a, common
end ..:'
The 'policy debate caused the profession to walk a
tightrope on the subject in the 1924 Code of Ethics, and
in the subsequent code revisions_ as welly' However,
whether the manager was exercising policy leadership or
was exercising only administrative leadership in a policy
vacuum, in most cases he clearly played a dominant role
over the mayor.'
The romance with mayors—The 1950's ushered in an era
of change that increased pressure for a new type of "re-
form'. government based upon strengthening the mayors'.
leadership. While it still may not be possible to under-
stand completely the forces of change„we can Identify_
some of the key factors, including postwar expectations,
housing needs, physical decay In the core of cities, and
civil rights politics.
As these forces impacted upon the nation, many citi-
zens looked- for, an added dimension in municipal gov-
ernment—greater political leadership from the mayor.
Thus began a period of great romance with the American
mayor and his ability to bring about change.
Heroes always; have played an important role in
Amercian life. In the 1960's, many were singled out to be-
come the official symbols of hope for troubled cities. it
was only logical that there be heroes in the war against
"the urban crisis,” just as city managers symbolized the -
war to end corruption during an earlier period. Mayor
Richard Lee, of New Haven, became an example of the
popular "hero" in the struggle against the urban ills.
In 1961 Professor Robert A. Dahl, of Yale, published
his Who Governs?, which analyzed Mayor lee's uses of
powers and his leadership strategies. Who Governs? was.
followed by, an almost unending series of . books and:;
articles about New Haven, most of which strengthened the
belief that mayors can lead cities out of their dire straits '-
Into a new age.----
The
ge. The essential viewpoint of these many_ publications is
aptly summarized in book, The Mayor's Came, by Allan
R. Talbot: "New Haven's message to other cities is writ-
ten in optimism, and it says progress is possible and suc-
cess is feasible provided funds are available and a sus-
tained effort
us-tained"effort is made. -It demonstrated that the work of c
restoring our cities can be challenging, fruitful„and even
fun .. New Haven shows that there can be nobility in
action, that It is far better to participate than to watch.”
The racial explosions that racked urban areas through-
out the nation in the mid -60's served as an affirmation
that anew type of reform government was needed. The
report of the National Advisory Commission on Civil
Disorders concluded that"current trends in municipal
administration have had the effect of reducing the capacity
of local government to respond effectively to these prob-
lems." Further, it stated that "now, as never before, the
American city has need for the personal qualities of strong
democratic leadership."
A new federal -local alliance came into existence during .
the administrations of the late Presidents Kennedy and
Johnson in the form of direct federal -local programs. The
growth in direct federal aid to local governments' was
matched by an equally steady growth in guidelines which
supported greater power in the hands of mayors. The
political philosophy of strong mayor has been strongly
supported by the federal government, particularly the
Department of Housing and Urban Development.'
Problem of simple solutions These historical references `
highlighting the council-manager/and mayor -council re-
form movements point up three basic weaknesses in the
movements. First, each Is offered on an either/or basis.
Either the mayor or the manager was given the authority
for effective leadership. Second, they demonstrated a pre-
occupation with process rather than product. And, finally,
they, showed no appreciation for local diversity.
Most discussions of council-manager and mayor -coun-
cil governments lead one to expect uniform structures.
Yet, this is not the case. For example, the Issue of mayoral
strength focuses upon the length of term, method of elec-
tion, salary, veto power, staff, and the like. These factors
vary considerably from city to city in both mayor -council
and council-manager government (see The Relative Power r -`
Position. of Mayors in Mayor -Council Cities: by, Ross and
Millsap,`or City Councils and City Administrators, PM,
June, 1972). Also, the powers of administrators as out-
lined in city charters and state statutes vary considerably.
The variables of the communiq pcewer strudure'a-d fir-
formal power arrangements add even greater. diversity. j
There are still more differences due to the different
personalities of the individuals holding those positions,
Some mayors -prefer a minor role; others want to be
heavily Involved—possibly too much. Some managers r
prefer, an active mayor; others want one that does little.
Atayors,.too, have varying expectations about the role of
the city manager. Obviously this leads to possible conflict,
as well as productiverelationships.
These are additional differences based on the needs of
particular communities. And, there always have been great
regional variations between such areas as Texas, Cali-
fornia, New England, and the other areas with special
characteristics, as well as between large cities and small.
However, the critical question facing most local gov-
ernments is not whether the strong mayor system should
be substituted for the council-manager government, nor
Is it a question of law formally establishing the preroga-
tives of the mayor and the administrator.
Rather, attention is on local governmental output, the
effective delivery of community services within the con-
text of local needs. What are the performance needs which
should be met today? What are the policy requirements
of local government? How can elected executive leader
ship and management skills be combined In an effective
mixture?
This mixture refers to more than just "teamwork," for
that still can encompass;a relationship of dominance of
one member and submissiveness of another. Rather,
"teamwork should be more like "equal status," where
there is an obligation to help upgrade a team member, If
necessary, in order for him to function effectively and
contribute to the joint effort. The development of the
mayor -administrator structure gave formal recognition to
a system with both strong political leadership and strong
administrative leadership.
Where are we going?—In spite of many years of talk
about the leadership struggles in our cities, it Is safe to
assume that few cities have satisfied their potential lead-
ership.needs.lt is possible, -therefore, for the leadership
capacity of both mayors and administrators to be strength-
ened concurrently, and this apparently now is happening.
The trend has been in larger cities to bolster the office
of mayor with higher salary, greater power, and larger
staff. Even In smaller communities, managersreportefforts
to have the mayor do more. If these changes are not oc-
curring,_ perhaps they should be encouraged. Recently H.
Douglas Weller, city manager of Alameda, Calif., and
President of ICMA wrote: "I have come to the view that
the principle of equating authority with responsibility
must be given application to the city council as well as
to the administrator, and to the mayor in particular. If It
is true that the people of our cities are imposing greater
responsibilities upon elected officials—and I think that
it so—attendant authority must be granted of a quality
sufficient to insure the power to. perform, or at least to
insure that a failure to perform cannot be excused by a
lack of authority."
(Note: The record of voter approval for increasing the -
power of elected officials has been mixed. Recently such
propositions have passed in Honolulu, but were defeated
in Dayton, Phoenix, and Toledo.)
The debate about mayor' power often_ overshadows
another important trend—the growing power of profes-
sional administrators. Local government rapidly Is be-
coming a complex science involving performance budget -
Ing, information systems, systems analysis, model build-
ing, cybernetics, productivity, measurement, and capital
budgeting. These are the skills of the modem manager.
They are Indispensable to local governments todayand
will be even more critical in future years.
The policy leadership questions must be evaluated
within the content of the great demands for strongman-
agement skills in all local governments. The management
profession Is entering a new era in which its contributions
will be needed and valued_more_than in any previous'
period.
The concern over output Is having its effect on local
government and the mayor -administrator relationship.
Managers in council-manager cities Increasingly are as-
suming more policy leadership and spending a greater
amount of time working personally with the mayor and
council. Perhaps managers are not quite as sensitive to
a mayor's Interest in "administration." Similarly, mayors
seem to expect an input into policy from managers. Also,
mayors in mayor -council cities are sharing their authority
with professional administrators, even to the point where
those, positions are recognized by our own professional
Association. This is the trend.
The challenge to the profession—The coming years
promise continued debate, and perhaps considerable tur-
moil, within the management profession on this issue of
mayor -administrator' relations. Each community must,
however, assess for itself the need for elected leadership.
-
In some cases, this may require changes and possibly
greater powers for the mayor. Yet, this type of change
probably does not mean less responsibility for the pro-
fesslonal administrator. Failure to adapt to changing lead-
ership needs or to reconcile changes in individual person-
alities could result in shorter tenure for both mayors and
administrators.
ICMA already has made significant changes to main-
tain its position in the forefront of urban professionalism.
The single most important event was the Goals, process
of 1968, and the subsequent constitutional changes alter-
ing the name and broadening the membership In 1969.
However, continued attention by the Association is neces-
sary until these changes are implemented successfully and `
the implications are evaluated.
The future is challenging for mayors and administrators.
Both must reconsider -their roles and functions in order'
to meet the demands upon local government. And, the
future of local government rests upon the ability of these
leaders to establish effective, mutually supportive roles
in governing our urban areas.
r•
December 5, 1975
Is
December 18, 1975