HomeMy WebLinkAbout1974-09-24 Correspondence- s -
September 24, 1974
TO: THE MAYOR AND CITY COUNCIL OF IOWA CITY
In view of opposition on the part of some of my
potential neighbors, I respectfully request the members
of the Iowa City Council to withdraw my proposal to
purchase a portion of the City parking lot located in
the 300 block of East Market Street.
Ver truly yours,
Phillip E. Spelman
7 � 1, F 0
SET? SEP _ 4 i974
"B' STOLFU-5-
'Lo IL
CITY-' CLERIC,
loam City F
.Cham -b:
er of Cammerce
IP.O. BOX 673
IOWA CITY, IOWA 32240
PHONE 337.9637
September 23, 1974
Mayor Edgar Czarnecki.
and the City Council
410 S. Washington
Civic Center
Iowa City, Iowa, 52240
Mr. Mayor and Councilpersons,
The Board of Directors of the Iowa City Chamber of Commerce
met on September 19, 1974. At this meeting the subject of the
proposed location of .the Greyhound Bus Depot on the Market Street
Municipal Parking Lot was discussed at great length. It was the
unanimous decision of this group that the Iowa City Chamber of
Commerce stands unalterably opposed to this location, at this time.
The reasons cited for this decision are many and diverse. First,
and foremost, in our minds, is the effect on the surrounding merchants.
It is our contention that the alleviation of well over 50% of their
available parking would work an undue economic hardship on this area.
It should be constantly borne in mind that parking on Gilbert and
Market streets is, at best, inadequate to support the economic
activity in this area. Further, when and if the widening of Gilbert
street from Market north occurs, the parking situation will deter-
iorate further.
Second, the impact on the largest private medical facility in
Iowa City should be considered. We question the advisability of having
such a large traffic generator, as.a bus depot, located within one
block of Mercy Hospital. We also ask, how and where can sufficient
parking for Hospital outpatients and visitors be found, if the Market
street lot is reduced in size by 50%?
Third, we question the impact on the traffic flow in the area.
It is our understanding that Market street is designed to carry a
heavy flow of through, west bound traffic. We feel that the addition
of many large vehicles such as buses, entering traffic from the
middle of a block, will unquestionably slow traffic flow and possibly
ACCREDITED
CHAMBER OF COMMERCE
HOME
r..[
OF
UNIVERSITY
1
Of
IOWA
.Cham -b:
er of Cammerce
IP.O. BOX 673
IOWA CITY, IOWA 32240
PHONE 337.9637
September 23, 1974
Mayor Edgar Czarnecki.
and the City Council
410 S. Washington
Civic Center
Iowa City, Iowa, 52240
Mr. Mayor and Councilpersons,
The Board of Directors of the Iowa City Chamber of Commerce
met on September 19, 1974. At this meeting the subject of the
proposed location of .the Greyhound Bus Depot on the Market Street
Municipal Parking Lot was discussed at great length. It was the
unanimous decision of this group that the Iowa City Chamber of
Commerce stands unalterably opposed to this location, at this time.
The reasons cited for this decision are many and diverse. First,
and foremost, in our minds, is the effect on the surrounding merchants.
It is our contention that the alleviation of well over 50% of their
available parking would work an undue economic hardship on this area.
It should be constantly borne in mind that parking on Gilbert and
Market streets is, at best, inadequate to support the economic
activity in this area. Further, when and if the widening of Gilbert
street from Market north occurs, the parking situation will deter-
iorate further.
Second, the impact on the largest private medical facility in
Iowa City should be considered. We question the advisability of having
such a large traffic generator, as.a bus depot, located within one
block of Mercy Hospital. We also ask, how and where can sufficient
parking for Hospital outpatients and visitors be found, if the Market
street lot is reduced in size by 50%?
Third, we question the impact on the traffic flow in the area.
It is our understanding that Market street is designed to carry a
heavy flow of through, west bound traffic. We feel that the addition
of many large vehicles such as buses, entering traffic from the
middle of a block, will unquestionably slow traffic flow and possibly
ACCREDITED
CHAMBER OF COMMERCE
1
•;
.Cham -b:
er of Cammerce
IP.O. BOX 673
IOWA CITY, IOWA 32240
PHONE 337.9637
September 23, 1974
Mayor Edgar Czarnecki.
and the City Council
410 S. Washington
Civic Center
Iowa City, Iowa, 52240
Mr. Mayor and Councilpersons,
The Board of Directors of the Iowa City Chamber of Commerce
met on September 19, 1974. At this meeting the subject of the
proposed location of .the Greyhound Bus Depot on the Market Street
Municipal Parking Lot was discussed at great length. It was the
unanimous decision of this group that the Iowa City Chamber of
Commerce stands unalterably opposed to this location, at this time.
The reasons cited for this decision are many and diverse. First,
and foremost, in our minds, is the effect on the surrounding merchants.
It is our contention that the alleviation of well over 50% of their
available parking would work an undue economic hardship on this area.
It should be constantly borne in mind that parking on Gilbert and
Market streets is, at best, inadequate to support the economic
activity in this area. Further, when and if the widening of Gilbert
street from Market north occurs, the parking situation will deter-
iorate further.
Second, the impact on the largest private medical facility in
Iowa City should be considered. We question the advisability of having
such a large traffic generator, as.a bus depot, located within one
block of Mercy Hospital. We also ask, how and where can sufficient
parking for Hospital outpatients and visitors be found, if the Market
street lot is reduced in size by 50%?
Third, we question the impact on the traffic flow in the area.
It is our understanding that Market street is designed to carry a
heavy flow of through, west bound traffic. We feel that the addition
of many large vehicles such as buses, entering traffic from the
middle of a block, will unquestionably slow traffic flow and possibly
ACCREDITED
CHAMBER OF COMMERCE
III in
Iowa City Chamber
HOME ��......^
OF
UNIVERSITY
OF
IOWA
cause traffic back-ups and accidents.
of Commerce
4 P.O. BOX 673
I IOWA CITY, IOWA 32240
PHONE 337-9637
TWO
Fourth, we question the effect on the four area churches
(St. Marys, Gloria Dei, First Methodist, and First Presbyterian).
Granted, these churches use this lot extensively only on Sunday
mornings. However, we feel that the public service to church
goers generated by the existance of parking in the Market Street
lot, should, most certainly, not be overlooked.
Fifth, we feel that perhaps the location of the bus depot in
the Urban Renewal core, might better serve the needs of the comm-
unity as a whole, and the University of Iowa student body in particular.
Afterall, is it not the student who uses these bus services most
frequently? If such a location is not presently available, what
are the possibilities of temporary.facilities until such time as
core space is available?
Finally, how and on what streets will this bus traffic be
accomodated? Will they use the Dodge street -Governor street couplet?
Will they use Dubuque extensively? From which direction and over
which streets will the buses enter this facility? What will the effect
on these streets be? We have seen no plans or documentation of the
effects of this proposal on the access. streets.
Ladies and gentlemen of the Council, we, of the Chamber, are
first to recognize the urgent necessity of retaining our last public
interstate transportation facility. We, most certainly, sympathize
with the dilema facing Mr. Spelman, and the Urban Renewal office's
need to assist him in relocation. However, due to the reasons cited
above, we must, in good conscience oppose the proposal before you now.
May we also suggest, that the Urban Renewal office, Mr. Spelman, and
representatives of Greyhound meet with the Executive Committee of the
Chamber of Commerce to discuss possible alternatives. We assure you,
that this committee, and our membership as a whole, will do every-
thing in our power, to help all interested parties find an expedient,
acceptable and just resolution to this current dilema.
Sincerely,
Byron Ross, President
Iowa City Chamber of *`
Commerce ACCREDITED
CHAMBER OF COMMERCE
In accordance with the
0. r.[ uvnfO 5'ci(s
Board of Directors
September 20, 1974
Mayor Ed4ar-Czarnecki
Civic Center
Iowa City, Iowa 52240
Dear Mayor and Council Members:
I am writing as the representative of the businesses located in the
near north side shopping area. Attached please find a petition signed
by 21 of the businesses in the area.
Also attached are petitions bearing the signatures of hundreds of citi-
zens who support our position.
Our position is this:
We are in sympathy with Phil Spelman's dilemma. We would welcome the
bus depot or any other business in our area, but not at the expense of
losing the Market Street Municipal Parking Lot.
We respectfully ask the following questions of the council:
1. Will the bus depot provide adequate off street parking,
without overflowing the remaining lot, for the following?
a) arriving & departing buses
b) bicycles
c) taxi cabs
d) patron's cars
e) trucks picking up & delivering freight
2. Wouldn't the bus depot be more of an asset in the core
of the Urban Renewal area? We thought it would when
we voted for Urban Renewal.
3. Could land of equal utility and size be razed and sur=
faced like this lot is for $52,000? We rnderstand tiiat
the Chauncey Swan Lot is costing $5,500 per space.
4. Is this lot provided to the citizens strictly for
revenue? Or, should the public service to evening
businesses, Mercy Hospital, and the four area churches
be considered? We think that consideration is necessary.
5. Does the Urban Renewal plan require that businesses
displaced have the right to select any city
owned
site that they want?
6. Wouldn't it be more realistic to re -locate the depot
in a temporary building on already cleared land in
the Urban Renewal area, rather than an established
parking lot in the middle of our shopping area.
7. Why such a rush to complete this transaction? Have
all alternate possibilities been explored?
We feel that the Council should weigh the fact that the area businesses
are strongly opposed to losing half the parking lot, and should also
consider the fact that hundreds of citizens and customers feel the
same as we do.
We feel that regardless of the services we endeavor to provide our
customers, if they can't park in our area we are faced with hardships
that may force some of: us out of business. All of us have invested
large sums of money and sweat in our businesses counting on the
fact that we had adequate parking.
In conclusion, we would like to state that our position is in no way
aimed at Mr. Spelman personally. We are concerned about losing our
valuable parking lot.
Please consider these items when you vote.
Respectfully submitted,
William P. Gilpin, Chairman
Near North Side Merchants Committee
WPG/jms
enclosure
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septembex- 27;; 1974..,
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The) rtlt-%FQonncilkof; Zona` c tt'aC it'sN September.24,• 1974`,, meeting
hel`B�A�pnlid�tiaaring4onthe8ispoaitian ot= a=portion of `ttia Market'
andi2iea l
Cotmzsil4':
Council• s
at400']
wLI� , diai
lot.+<Yobr aozrespot noe=regarding this issue -was'
edx,n•t#]e'aii3ranAa-$t Bart>ot the gvtilio'hearing bp'
W1, At�.eY' reaid3 : Ct ex oorrespOnti- Wand
petitions,:
mea s -e Of`the au8i�anoe?regar4.l g this' issue; the
ned = the} '=ootbbsr' 15: • 1974, City
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Oaiincilk aisda a heiiulecA thio A topic' for informal discussion-
iiTile a1Qa ootober 1;;: 17974:= Adz thio^ ti i w the, Counoit
sLIWI, lot;[alb' r tive=provi,-
ii�ig4 iii;.theyarditd as' 11 other•'related=
"is too" the`
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of the ]Market Street municipal parking ;lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best Ilse of this space is
presently satisfying the real needs of this area and its loss would
of this area.
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J TO WHOM IT 'UiV .CONCERN
i'
We, the undersigned,`express our objection to
the sale of part
of the Market Street municipal parking lot for use
as a Greyhound
Bus Depot. We know the parking spaces provided by
this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple-dwelling residential buildings.
The amount of
required for this bussing ope%ation would eliminate
the
space
well as monopolize a
Portion
substantial p
majority of parking space as
of the few remaining parking spaces. We feel that
the revenue
generated by the sale of this parking space could
not acquire
alternate municipal.•parking spaces in this city of equal utility to
its residents because the highest and best use of
this space is
presently satisfying the real needs of this area and its loss would
and unfair hardship on the residents
of this area.
work a heavy
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TO .WHMI, IT. MAY CONCERN:
We, the undersigned, express,, our objection to the sale of part
of the Market Streetmunicipal, parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a, substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area. and its loss would
work a heavy and unfair hardship on the residents of this area.
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dned `express our objection to the sale of part
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of the -Market Street municipal parking lot for use as a Greyhound
Bus Depot. We Inow the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing opei'a.tion would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a heavy and unfair hardship on the residents of this area.
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TO'WHOM IT biAY'CONCERN
We, the undersigned, express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spades provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing ope�,ati.on would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area. and its loss would
work a heavy and unfair hardship on the residents of this area..
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TO''WHOM''°IT;IIAY.YCONCERN ;..,..
We, the undersigned, -express our objection to
the sale of part
of the Market Street municipal parking lot for use
as a Greyhound
Bus Depot. We know the parking spaces provided by
this lot are
essential for the neighboring hospital, churches,
businesses and
existing multiple -dwelling residential buildings.
The amount of
space required for this bussing opex`ation_would eliminate
the
majority of parking space as well as monopolize a
substantial portion
of the few remaining parking spaces. We feel that
the revenue
generated by the sale of this parking space could
not acquire
alternate municipal parking spaces in this city of
equal utility to
its residents because the highest and best use of
this space is
presently satisfying the real needs of this area. and its loss would
work --n. hnnvv and unfair hardship on the residents
of this area..
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We, the undersigned, express our objection to the sale of part
of the Market Street.municipa.l ,parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing opeiation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces feel that the revenue
generated by the sale of this parking 'space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a.heav unfair ha r hip on the residents of this area.
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We, the undersigned, express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing opeiation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area and its loss would
work a he v L unfair hardship on the residents of Ih its area.
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,IT ItiAY-' CONCERN
We, the undersigned, express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing opeiation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area and its loss would
work a he v L unfair hardship on the residents of Ih its area.
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TO WHOD4 -IT MAYCONCERN
We, the undersigned, express; our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
___T_ ,. n"ri „T,fari;r ha.rdshin on the residents of this area.
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TOµIYIiOhI'IT biAY� CONCERN .<.
We, the undersigned', express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We Inow the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a. substantial portion
of the few remaining parking spaces. We feel that the revenue
.enerated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area. and its loss would
w(, --k a heavy and unfair hardship on the residents of this a,rea..
We, the undersigned, express our objection to the sale of
� part
of the bfarket Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spades provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area and its loss would
ork a eavy and unfair hardship on the residents of this area.
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TO iYH0112 IT„biAY CONCERN
We, the undersigned ,'express'our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spades provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space.as well as monopolize a substantial portion
of the few remaining parking spaces, We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfyingthe real needs of this area. and its loss would
work a heay� unfair hardship on the resid.er�ts o � his area.
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of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this, bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the I-evenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the'highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a heat/ a unfair hardship on the residents off//this area.
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TO WHOM IT'MAY.-CONCERN
We, the undersigned, express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a heavy and unfair hardship on the residents of this area.
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TO MHOM'IT biAY,r.GONGERN;
We, the undersigned,' express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as;monopolize a substantial portion
of the few remaining parking spaces. ,.lie feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
.its residents because t'he`highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a heavy and ,nfair hardsh!)? on the residents of this area.
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of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spades provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing opeiation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
on the residents of this area..
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TO flYHOAL IT = biAY ;CONCERN.
We the undersigned express`. our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking 'space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area and its loss would
work a heavy and unfair hardship on tKeloiesidents of this are%:
l_7_Ae 01J
I
• n,
T0.IYHOM IT MAY CONCERN
We, the undersigned, express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple -dwelling residential buildings. The amount of
space required for this bussing opex-ation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a heavy and unfair hardship on the residents of this area..
A
P
TO_ �YHOhi IT:, MAY., CONCERN
We, the undersigned express our objection to the sale of part
of the Market Street municipal parking lot for use as a Greyhound
Bus Depot. We know the parking spaces.provided by this lot are
essential for the neighboring hospital, churches, businesses and
existing multiple—dwelling residential buildings. The amount of
space required for this bussing operation would eliminate the
majority of parking space as well as monopolize a substantial portion
of the few remaining parking spaces. We feel that the revenue
generated by the sale of this parking space could not acquire
alternate municipal parking spaces in this city of equal utility to
its residents because the highest and best use of this space is
presently satisfying the real needs of this area, and its loss would
work a heavy and unfaim hardship on the residents of th:*L
area.
Al
J"!
-.-. 1 3o cF -
.`1
September�l, l'
GENERAL
Iowa Illinois Gas & Electric
Mrs. Irene Wagaman
Stephen Bernemann
Leonard Brandup, Jr.
Northwestern Bell
Petty Cash
West Publishing Company
Soiltest, Inc.
William Weaver
University of Iowa
Uni Pub Inc.
Sporting News
Mac Millian Publ. Company
Johnson Co. Treasurer
Make It With Leather
Byron G. Riley, Jr.
Penny Davidsen
John Wilson Sporting Goods
Dennis Kraft
National League of Cities
District Court of Johnson County
Iowa City Alarm Company
Susan Sheets
Irwin Vet Clinic
Elliott Camera Shop
Matthew Binder Company
Don Streicher, Guns Inc.
Iowa Lumber
Mrs. Vi Kuebler
Institute of Public Affairs
Elais Sports Bureau
Council of State Government
American Library Association
Bacon Phamplet Service
Baker & Taylor Company'
Lorane L. Newsome
Chambers Record Corporation
Charles L. Kauderer
Robert Downer
Tucker Mfg. Co.
Goodfellow Company
Demco Educational Corporation
R.M. Boggs Co., Inc.
Jeffrey Thayer
University of Iowa
University of Iowa
Harry's Custom Trophies
Vivian Buchan
Mary Talbot
3ER .24`; 1974' 1W
THRW'SEPTEMBER 13. 1974
Gas & Electric Charges
$1,372.65
Meals
297.00
Travel Expense
43.20
Travel Expense
43.20
Phone Service
2,770.49
Misc. Supplies
151.19
Books
14.00
Supplies
40.00
Booke
7.95
Books
2.00
Books
1.00
Books
4.75
Books
30.51
Reports
8.00
Subscription
6.00
Refund
1.00
Travel Expense
75.04
Rec. Supplies
140.81
Travel Expense
11.75
Subscription
30.00
Court costs
25.25
Building repairs
150.00
Travel expense
33.45
Service
46.00
Repairs & Maintenance
120.00
Reference material
37.50
Equip.
402.13
Lumber
83.49
Books
3.00
Book
3.50
Book
5.00
Books
14.50
Books
7.65
Books
15.52
Books
35.61
Reimbursement
17.25
Records
4.95
Travel Expense
470.70
Travel Expense
33.85
Supplies
5.56
Printing Services
99.25
Office supplies
112.20
Supplies
57.60
Court Costs
10.50
Film Rental
38.70
Books
10.00
Rec. Supplies
8.64
Reimbursement
8.10
Technical Service
64.02
GENERAL (Continued)
Nancy Stalklleet
International Business Machines
Stevens Sand & Gravel
Hospital Service Inc.
Iowa City Laboratory Inc.
U.S. Post Office
Richard J. Plastino
Hach Brothers Co.
New Process Laundry
Elbert & Associates
Flex -O -Lite Div.
Business & Institutional Furniture
Buckstaff Educational Furniture
Churchill Chemical Company
University Camera & Sound
Kelly Heating Service
Sydney Laner & Company
E.J's Photo Service
U.S. Conference of Mayors
TG & Y Store
Rebel Motel
Smith & Wesson
Mays Drug Store
John W. Hayek
St. Regis Paper Company
Richard Plastino
Fays Fire Equipment
Kirkwood Comm. College
Barron Motor Supply
Mr. & Mrs. Irvin Christiansen
Iowa Park & Recreation Association
Fleetway Stores, Inc.
Iowa City Transfer & Storage
Iowa City Ready Mix
Commercial Decorators of Iowa City
Ray S. Wells
Edgar Czarnecki
Medical Associates
Breese's
Iowa City Urban Renewal
City Electric Supply
Maxiner's
.Tay H. Honohan
Red Carpet Travel Service
Contractor's Tool & Supply Company
Plumbers Supply Company
Nagle Lumber
West Branch Animal Clinic
Petty Cash
Hawkeye Awning Company
L.L. Pelling Co., Inc.
Canteen Food & Vending
Iowa Illinois Gas :& Electric.
Hawkeye Wholesale Grocery
Damage claim
Equipment Rental
Dirt & Sand
Health Insurance
Engineering Service
Postage
Moving expense
Industrial supplies
Laundry Service
Data Processing
Paint
Office equipment
Furniture
Sanitation supplies
Photo supplies
Repairs to equipment
Rec. Supplies
Equipment repair
Registration
Misc. supplies
Lodging
Equipment repair
Animal food
Attorney Service
Materials
Travel expense
Operating supplies
Tuition
Misc. supplies
Refund
Registration
Operating supplies
Freight
Concrete
Building repair
Travel expense
Travel expense
Physical exams
Misc. supply
Office rental
Electrical supplies
Misc. repair supplies
Attorney fees
Travel expense
Tools & equip. rental
Tools & misc. supplies
Misc. supplies
Vet. service
Misc. supplies
Operating supplies
Asphalt
Refund
Electric & gas charges
Sanitation supplies
IIIA) .UU
962.72
31..40
10,198.98
213.00
880.00
734.43
180.72
325.52
1,779.11
560.55
380.27
331.80
91.90
15.92
18.00
88.86
5.00
100.00
11.76
12.00
12.60
1.75
1,900.00
333.45
283.19
25.75
40.00
32.92
10.00
180.00
9.15
24.60
5,393.83
155.20
78.94
106.93
189.00
6.96
10.00
80.47
2.75
5.83'
188.18
380.93
131.68
183.78
10.00
50.56
30.20
1,033.39
75.00
10,022.31
19.35
CENERAL (Continued)
Means Service Center
Brenneman Seed & Pet Center
Iowa State University
Iowa Lumber Company
Entermann-Rovin Company
Chris Pix
Superintendent of Documents
Freeman Locksmith
Pester -Derby Oil Company
Pizza Palace
Tim Daters
David Smalheiser
Ray S. Wells
Johnson County Recorder
Animal Clinic
American Society of Planning Officials
Slager Appliances
William Rabozy
Contractors Tabulating Service
Roger Kapsch
If. Eugene Chubb
Carol DeProsse
Shirley J. Sheets
Osco Drug
Lenoch & Cilek
Midland Laboratories
Pamela Walton
Iowa Road Builders Company
Linn Photo Company
Henry Louis Inc.
Aetna Life & Casualty
Sherwin-Williams Co.
Gilpin Paint & Glass Inc.
Dictaphone Corp.
Keith Wilson Hatchery
Gringer Feed & Grain Inc.
A & P A -Mart
Wards
Sieg -Cedar Rapids
Department of Public Safety
John Tuefel
Identi-Kit Company
Carol DeProsse
Leon Lyvers Tree Surgery
International Municipal Signal Assoc.
Johnson County Regional Planning
Laundry service
Animal food
Film rental
Industrial supplies
Uniform purchase
Printing Service
Books
Building maintenance
Refund
Food
Mileage
Mileage
Travel expense
Recording expense
Vet. services
Subscription
Equipment Repair
Travel expense
Subscription
Travel expense
Food
Travel expense
Damage claim
Sanitation supplies
Misc. supplies
Sanitation supplies
Training expenses
Concrete & Asphalt
Operating equip.
Photographic supplies
Storage Costs
Paint & supplies
Building repair
Equipment repair
Animal Food
Animal Food
Animal Food
Office equipment
Misc. supplies
Tracis rental
Refund
Equipment rental
Travel expense
Tree removal
Registration
Contributions
256.63
.98
7.52
9.15
26.50
5.50
3.00
29.00
75.00
24.00
15.48
6.24
74.86
30.00
56.00
70.00
38.45
137.27
35.00
79.92
19.16
22.94
52.14
2.94
34.69
26.36
22.50
120.00
34.50
152.66
66.70
14.06
19.33
21.00
57.51
44.60
6.86
129.00
87.00
200.00
150.00
81.00
99.99
135.00
50.00
29.281.25
77,216.79
CAPITAL PROJECTS
Burger Construction Company
Building improvements
11,862.94
Stevens Sand & Gravel
Sand
209.70
C.S. Ehinger
Demolition
71010.00
Brauen & Associates, Inc.
Engineering service
817.50
William Nowysz
Architectural fee
4,326.25
Buck Hammer Truck Lines
Materials
325.50
Graybar Electric Company
Electrical supplies
5,502.75
J & L Time Company
Operating equipment
840.00
Iowa City Ready Mix
Concrete
40.50
City Electrical Supply
Electrical supply
205.25
Nagle Lumber Company
Construction supplies
9.67
Ralph B. Carter Company
Engineering service
2,106.67
American Bank Note Company
Printing service
263.91
Paul D. Speer & Associates
Financial services
78.38
33,599.02
ENTERPRISE
Iowa Illinois Gas & Electric
Gas & Electric charges
589.45
Northwestern Bell
Phone service
562.52
Petty Cash
Misc. supplies
1.02
Roscoe Carney
Water refund
1.41
Faith Baptist Church
Water refund
4.95
Kenneth Hoover
Water refund
3.49
Wilburt Norton
Water refund
.52
Patricia Adkins
Water refund
1.64
Jack Hurlbett
Water refund
2.63
Marcus P. Powell
Training
35.00
James Osmundson
Refund
50.00
Carl Ostrem
Refund
40.00
Beverly Horner
Water refund
30.54
Stanley Karenman
Water refund
15.14
James Denham
Water refund
11.99
Frantz Construction
Water refund
29.88
Michael Breach
Water refund
13.22
F.R. Duke
Water refund
4.15
Wm. Gillispie
Water refund
9.33
William Tester
Water refund
4.21
Perry Holderman
Water refund
3.21
Earl S. Lockhart
Water refund
2.23
Marcia Willer
Water refund
4.21
John R. Hughes
Water refund
11.35
Industrial Engineering Equipment
Electrical supplies
37.30
International Business Machines
Office supplies
10.17
Stevens Sand & Gravel
Sand and fill
195.55
Hospital Service Inc.
Health insurance
1,428.75
Boyd & Rummelhart
Machinery rental
335.08
Frantz Construction
Ground improvements
550.00
Mixing Equipment Company
Repair parts
48.21
Snap -On -Tools Corporation
Tools
62.42
University of Iowa
Water service
42.02
Novotny's Cycle Center
Misc. supplies
11.20
William Smith
Eric Roalson
Barron Motor Supply
Veenstra & Kimm
Del Chemical Corporation
Fleetway Stores, Inc.
Iowa City Ready Mix
Breese's
City Electrical Supply
Robert Walters
Contractor's Tool & Supply Company
Plumbers Supply Company
Nagle Lumber Company
Griffin Pipe Products
Iowa Illinois Gas & Electric Company
Means Service Center
Dennis Katz
A.Y. McDonald Mfg. Company
Scranton Publishing Company
Cleo Kron
Larry Funk
John's Grocery
Paul McKeen
Sears Roebuck & Company
Lenoch & Cilek
11ach Chemical Company
PPC Industries, Inc.
Iowa Bearing Company, Inc.
Sieg - Cedar Rapids
Noah Hershkowitz
Kenneth Schmitz
Utility Equipment Company
TRUST & AGENCY
Iowa City Treasurer
Iowa City Treasurer
Johnson County Secondary
Petty Cash
Sunnyview Greenhouse
Pleasant Valley
University Camera
Marianne Milkman
Bill Peak
Steve Granberg
Nagle Lumber
Lenoch & Cilek
Interstate Shopper
Carl Chadek Trucking
Economy Advertising
Aero Rental
Water refund
Water refund
Minor equipment
Engineering service
Chemicals
Paint & Tools
Concrete
Electrical supplies
Electrical supplies
Safety equipment
Equipment rental
Plumbing supplies
Misc. supplies
Pipe
Electrical & gas charges
Laundry service
Refund
Purchases for resale
Subscription
Safety equipment
Safety equipment
Supplies
Water refund
Tools
Misc supplies
Lab. Supplies
Paint & Painting supplies
Repair parts
Repair supplies
Water refund
Water refund
Repair supply
Retirement Transfer (fire)
Retirement Transfer (Police)
Road Fund Bikeway contribution
Misc. supplies
Plants
Plants, seed, sod
Misc. operating supplies
Office supplies
Labor
Labor
Operating supplies
Operating supplies
Publication
Materials
Outside Printing
Tool rental
'171 ') 1
4.71
162.90
4,500.00
93.00
40.60
58.95
30.64
31.59
15.00
93.65
107.28
4.37
22,534.91
7,467.68
73.33
58.35
38.64
15.00
14.91
15.00
8.40
.72
40.60
42.11
334.94
13.76
112.60
30.04
3.34
47.27
287.56
40,472.55
3,124.33
3,744.69
10,500.00
101.87
42.12
1,417.69
5.61
29.10
12.00
33.00
136.89
10.83
10.80
195.70
27.40
45.75
TRUST & AGENCY (Continued
Beverly Horner
Contractors Tool & Supply Company
Ilawkeye Wholesale Grocery
Ben Clark
Carl Chadek Trucking Service
Nagle Lumber Company
Hiawatha Garden Center
INTRAGOVERNMENTAL SERVICES
Ilawkeye State Bank
Iowa Illinois Gas & Electric
Michael Shaban
Northwestern Bell
Hawkeye State Bank
Kennedy Auto Market
McAnich.Corporation
Mrs. Mildred Davis
Henry Plawecki
John Kamp
Joe Holland
Wayne Herman
Steve Martin
John Nash Grocer Company
Irving Rawlings
Julie Walsh
Penny Spillers
Tim Putney
Kenneth Hoover
Peter J. Larmour
Wilburt Norton
Patricia Adkins
Jack Peterson
Robert Peterson
Gloria Graham
Laurie Krekel
Ann Katherine Behrens
John Creswell
Jo Ann Gilchrist
Edward Milligan
Dan Ellis
Frank Holst
Richard Kucher
Philip Frantz
Water deposit refund
Tools
Coffee supplies
Technical service
Gravel
Building supplies
Supplies
Payroll transfer
Gas service
Water deposit refund
Phone service
Payroll transfer
Repair parts
Refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Supplies
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
Water deposit refund
10.00
6.60
33.80
21.25
39.50
256.21
442.80
20,247.94
145,522.68
217.30
4.22
473.89
1,573.75
36.92
5.00
10.00
4.32
4.16
5.50
4.29
1.18
50.85
1.92
6.58
7.70
7.03
10.00
8.34
10.00
10.00
4.12
6.61
1.28
2.85
8.41
4.04
1.53
6.09
8.54
3.77
13.43
3.08
1
David Asper
Jack Hurlbett
Gary Powers
Pat Moore Construction Company
Jessee Roofing & Pointing Company
Des Moines Steel
Lyle Seydel
Iowa Illinois Gas & Electric
Union Bus Depot
Mildred Burlingham
Lynn Bailey
Reilly Construction Company
Kay E. Maune
Buckwalter Motors, Inc.
Jerry Steffensmeier
David Hall
Donald P. Holmes
Ralph Herring
Carl Smith .
Edward Stewart
F.R. Duke
United Transit
William Tester
Kent Ackerson
Charles Schmidt
Earl G. Lockhart
Todd Ingram
Dennis Lawton
Dean G. Walters
W.A. Kirk
Fred Linear
Hechendorn Mfg.
Precision Bearing
Bob Zimmerman Ford
International Business Machines
Hospital Service Inc.
Winebrenner Dreusicke
Harris Truck Repair
Deweys Auto Salvage
Iowa City Glass & Mirror Company
Dwayne's Radiator Service -
Old Capital Motors
Pioneer Campany
Capital Propane Gas Company
Dean's
George Bonnett
David Epstein
Taylor Rental
Fay's Fire Equipment
James Harvey
Howard Brewer
Tom Jacks
Larry P. Lavis
William Greddert
Water deposit refund
4.40
Water deposit refund
10.00
Water deposit refund
6.02
Refund
1.50
Refund
5.00
Refund
25.00
Travel expenses
5.00
Moving expense
217.64
Reimbursable travel
327.96
Refund
5.50
Refund
5.50
Refund
5.00
Travel expense
150.00
Repair parts
16.99
Water deposit refund
.7.00
Water deposit refund
7.70
Water deposit refund
4.89
Water deposit refund
6.37
Water deposit refund
5.94
Water deposit refund
5.94
Water deposit refund
10.00
Water deposit refund
2.36
Water deposit refund
10.00
Water deposit refund
5.36
Water deposit refund
1.03
Water deposit refund
10.00
Water deposit refund
8.35
Water deposit refund
4.13
Water deposit refund
4.83
Water deposit refund
1.31
Water deposit refund
1.23
Repair supplies
60.91
Repair supplies
2.50
Repair supplies
41.30
Office supplies
78.20
Health insurance
1,175.55
New Vehicle
3,733.00
Repair parts
50.00
Vehicle repairs
170.53
Vehicle repairs
15.00
Vehicle repairs
30.74
Repair parts
39.36
Office supplies & equipment
141.11
Cylinder refill
9.69
Uniform purchase
147.00
Travel expense
450.00
Travel expense
330.00
Equipment Supplies
37.55
Extinguisher Refills
94.75
Water deposit refund
6.11
Water deposit refund
1.89
Water deposit refund
6.51
Water deposit refund
3.27
Water deposit refund
4.74
S4 1
•
li. .
INTRAGOVERNMENTAL SERVICES (Continued)."
Water deposit refund
4.64
Debra Feldman
Water deposit refund
1.67
Mark Hansel
Water deposit refund
5.41
Shelia Kelly
Water deposit refund
3.40
Howard Johnson
Water deposit refund
1.99
John Campbell2.81
Water deposit refund
Leon Zalwaki
Water deposit refund
10.00
Jay Wortman
Water deposit refund
3.63
John Krahe
Water deposit refund
1.02
Mark Mehaffy2.55
Water deposit refund
Dave Tolliver
Water deposit refund
6.81
Dennis Bellingier
Water deposit refund
6.67
Larry Mohr
Water deposit refund
1.90
Joel Hotchkiss
Water deposit refund
3.94
Jolene Sherer
Water deposit refund
9.85
Harvey Joanning
''Water deposit refund
1.47
Clarence Andrews
Water deposit refund
10.00
Eric Roalson
Water deposit refund
3.95
Ralph Richter
Water deposit refund
1.84
awkeye Roofers
Water deposit refund
2.88
Paul Peden4.71
Water deposit refund
Sue Pearson
Vehicle repair supply
449.25
Barron Motor Supply
Repair material
97.45
Fleetway'Sotres, Inc.
Vehicle repair
12021.32
Hartwig Motors, Inc.
's
Repair supply
1,540.11
Breese
City Electrical Supply
Electrical supplies
2.29
349.09
Red Carpet Travel Service
Travel expense
Industrial supplies
47.89
Contractor's Tool & Supply
Vehicle repair
Vehicle
121.28
Communications Engineering
23.64
Iowa City Petty Cash
Diesel fuel
5,777,70
Consumer's Cooperative Society
Gasoline
69792.33
Krali Oil Company
Phone service
65.79
Northwestern Bell Telephone
Vehicle repair supply
535.25
Mainline Equipment Company
Gas & Electric supplies
105.95
Iowa Illinois Gas & Electric
Laundry service
72.46
Meana Service Center
Water deposit refund
4.70
Ann Bublitz
Repair supplies
44.11
Ackerman Auto Parte
Repair supplies
68.28
Herman M. Brown Company
Water deposit refund
5.94
Rodney Tidrich
Water deposit refund
4.89
Paul Anderson
Water deposit refund
2.51
Paul Gardner7.37
Water deposit refund
Daniel Worden
Water deposit refund
10.00
Paul McKeen3.48
Water deposit refund
Martin strabala
Water deposit refund
6.57
Robert A. Kral
Water deposit refund
6.58
Marlene Kimzey
Water deposit refund
8.72
Victor `Schiffrin
Water deposit refund
1.37
Edmund Erickson2.23
Water deposit refund
Dennis Daniela
Water deposit refund
6.76
Don Hall
45.00
L.L. Pelling
MiscRefund
supplies
6.41
Lenoch & Cilek
Repairs and Maint to vehicle
R epa
98.00
Hilltop DX Car Wash
INTRAGOVERNMENTAL SERVICES (Continued)
Charlene Ann Beebe
Center for Criminal Justice
Mooman Equipment Company
H.D. Knowling Company
Midwest Wrecker & Crane Service
Bontrager Machine & Welding
Iowa Bearing Company Inc.
Sieg - Cedar Rapids
Dan Ruby
Ilse Plume
Kenneth Schmitz
Identi-Kit Company
Capitol Implement Company
Lysle Sanger
Wallace E. Carlson
Hawkeye State Bank
SPECIAL ASSESSMENT
Metro Pavers
URBAN RENEWAL
Various Owners
Library of Urban Affairs
City of Iowa City
Washington Park, Inc.
Nesper Sign Advertising
Selzer Construction Company
The Gazette Company
Hayek, Hayek, & Hayek
E. Norman Bailey
C.S. Ehinger
Bill's Plumbing & Heating
Welton Becket & Assoc.
LEASED HOUSING
Various Owners
City of Iowa City
Lawrence 0. Hagen
Kathering Vogel
City of Iowa City
Lawrence 0. Hagen
Charles & Francine Griffin
Superintendent of Documents
Town & Campus Apartments
George Scriven
Travel ° expense
Registration
Repair parts
Repair parts
Towing
Maint. to vehicle
General repair parts
Repair supplies
Water deposit refund
Water deposit refund
Water deposit refund
Equipment rental
Repair supply
Travel expense
Travel expense
Payroll transfer
Street construction
Relocation payments
Book
Misc. expense
Office rental
Labor
Labor & Material
Ad
Legal Services
Appraisal Service
Demolition
Repairs
Project Improvements
September Rent
Water & sewer service
August rent
Security deposit refund
July expenses
September rent
September rent
Reference material
September rent
Security deposit refund
60.00
75.00
7.08
43.77
50.00
260.00
86.56
102.73
1.71
2.20
10.00
81.00
223.15
50,00
500.00
171,793.18
346,323.28
25,474.23
25,474.23
10,375.26
7.52
11.45
665.00
195.50
24.00
42.80
162.50
470.00
10,553.32
23.95
4.230.62
26,761.92
25,244.00
16.80
5,00
50.00
3,862.76
5.00
125.00
.80
150.00
35.00
29,494.36
4.:
The preceedingdisbursements allocated by fund in the total amount of
$599.590.09 represents an accurate accounting of obligations of the City of
Iowa City.
L
'J.B. Pug ,
Director
Department of Finance
VV CIVIC CENTER. 410 E. WASHINGTON ST.
IOWA CITY; IOWA 52240
018.054.1000 -
September 19, 1974
Mr. Emil L. Huber, Jr.
Assistant Regional Administrator for
Community Planning and Development
Department of Housing and
Urban Development
911 Walnut Street
Kansas City, Missouri
Subject: Hold -harmless Entitlement
City -University Project I
Iowa R-14
Iowa City, Iowa S2240
Dear Mr. Huber,
We are writing,to you regarding the recently enacted
HoUsI112 and Community Development Act of 1974, and specif-
ically wit' g
rear to ection g , o itle I thereof,
the "hold -harmless" section.
In conversations with Mr. Boyd of your office we have learned
that the preliminary calculations indicate a hold -harmless
entitlement to Iowa City of $452,000. That calculation was
made as follows:
1. Increase in reservation of Title I funds
for urban renewal project Iowa R-14 from
original reservation of $8,044,000.00 in
February, 1965 to the final allocation of
$9,5380608.00 in`May `1970. $12494,608.
2. Open space grant, Iowa 73 589703.
3. Sewer grant, Iowa 82 707 000.
TOTAL (rounded) $20260,000.
divided by 5 $ 4529000.
We must take exception to this calculation for the reasons
stated below.
In February, 1965, the Housing and Home Financing Agency
approved a $1712969.00 planning -advance and a $8,044,000.00
grant reservation for urban renewal project Iowa R-14. In
September, 19670 the State District Court in Johnson County,
■
ouri
19, 1974
Iowa, issued a temporary indunction halting all work on the
renewal project. In a letter dated January 17, 1968, signed
by Mr. Dean Swartzel of the Chicago Regional Office of HUD,
the city was informed that the reservation would be CANCELLED
if certain actions did not take place by June 30, 1968. A
copy of that letter is enclosed.
In March of 1968, the above-mentioned District Court made the
temporary injunction permanent. In May of 1968, the City was
informed by HUD Deputy Assistant Secretary for Renewal Assis-
tance, Robert E. McCabe, that the reservation had been WITH-
DRAWN, and that a reservation would be made from funds to
become available in fiscal year 1969. The cancellation of the
reservation was again cited in'a letter to the City dated
October 13, 1969, and signed by Ernesta H. Kracke for Mr.
Thomas Kilbride of the HUD Chicago Regional Office.
Finally, in a letter dated July 9,1970 over the signature of
Mr. Kilbride, the City was informed that the Assistant Secre-
tary for Renewal and Housing Management had ".... allocated ..
$9,538.608.00 as a capital grant ...".
Section 106 (g) of Title I of the Act states that hold -harmless
amounts are to be determined, in part, by averaging for the
five fiscal years preceding July 1, 1972, the amounts of "
committments for grants ... pursuant to Part A of Title I of
the Housing Act of 1949 .. It is our contention that, while
a reservation for $8,044,000.00 was indeed made in February,
1965, it was terminated, withdrawn or cancelled in 1968, and
reinstated in 1970, which would put the grant committment date
within the five fiscal year period cited in the Act.
In furthersupport of our contention, we call your attention
to the December 31, 1969 and December 31, 1970 editions of the
HUD -published, Urban Renewal—Director . The December 31, 1969,
entries in columns 5 an (7), 'execution approval dates",
and "approved federal grants", respectively, shows nothing in
column (5) and "NONE" in column (7). The respective entries in
the December 31, 1970, show 7.0-05 in column (5) and $9,538,608.
in column (7). In the "explanatory notes" section of the
Directory, the explanation given for entries in column (5) is,
in part,
"Includes entries showing approval dates for
authorization of a loan and/or grant contract
or tr15 carrying out'of Urban Renewal Project
Plans ...
In light of the above, we contend that the cancellation of the
,;,,alit reservation and the reallocation of the grant moncies,
a5 it occurred in the case of urban renewal project Iowa R-14
is within not only the spirit of the now legislation, but
within the letter as well. We have made this contention known
to Mr. William Boyd of your office.
Mr. Boyd was most cooperative and prompt in relaying our case
to the HUD Central Office. He was informed by return tele-
phone call from Washington, and he so informed us, that the
computer program used to calculate hold -harmless amounts for
project cities had recognized the initial reservation, the
cancellation and the May 1970 full grant allocation of $9.5
million. We do not understand how the computer could recog-
nize all these entries and come to the conclusion that our
Title I grant committment is $1,494,608.00 and not $9,538,608.
We in local government realize.the extreme contributions to
efficiency and improved service to those whom we are employed
to serve that electronic data processing affords. We, also,
recognize, however, that because of either human or mechani-
cal error, EDP can render a great disservice. It appears that
in this case, the maxim of the EDP business, GIGO (garbage in,
garbage out) has been employed to the extent that instead of
receiving a hold -harmless amount of $2,053,140. annually for
the next 3 years, the City will receive only $452,000. lite
find this situation galling, especially in light of the hu-
mans who wrote to us that the reservation had been "withdrawn"
and "cancelled" and a grant "allocated". To us, there is no
question but that a grant committment for $9,538,608. was made
by HUD for Project Iowa R-14 in May, 1970 and that that amount
should be used in calculating the City's hold -harmless amount.
We appreciate the fact that the Act is new, broad and subject
to various interpretations in practically every section. We
ask, however, that you review the calculations used in deter-
mining Iowa City's hold -harmless amount in light of the con-
tents of this letter. Your cooperation and effort are appre-
ciated.
Very truly yours,
John B. Klaus
Director
Urban Renewal
JBK/nh
Department
REGION IV••
• IN RE�'lr RF_PEK TO: (k^•�
,.AUL S 1970
:.r. Donald E. Best, Director
Department of Community Development
City of Iowa City
City Hall
Iowa City, Iowa •52240
Deat ::r. Best:
Subject: Project No.. Iowa.R-14.
City University Project No;
Iowa City, Iowa
Loan and Grant: All.ocati;07•.
This, is to copfirm the telegraphic announcement :-o£_ the: Ami dant.
Secretary for Renewal and Housing Mangem&it:that-he has'•aalocated
the 'sum of $13 a
,166,151 as a loan and $9. I'538a capitcil grant'
to aid in financing the execu•tiorr of the project• identified.Abuve.
This capital grdnt.aliocation replaces the outstanding rtkservation
,. of capital grant funds for t~hz• project.
Please r�+"er to tYi6'' attaCiu'i'f,1.1•l;;;t0 ;thi . ldt ez-1for"'technical comments ,
to be resolved and recom�ieiidations.
We will forward to you a, proposed..conrract;;:,wh c'� �'s'.,to,�be ;'eicecuted
and returned to this .offic�:fo�r eicecutiori.'•.otr behalf of the Federal
Government., The proposed contract will .state S:Yie 'terms .and cont?i.=
tions under which the .allocated fv{ids �rri %1 be -'made.. available to, fou.
The form o£ contract will contain t't;e'' folldoino 'Spec al c 'riditinn: '
Notwithstanding any other provisions of this contrac?:�:.;
the Government shall be under no obligati.. n, to maK,-..ary-
payment ori account of the Project 'Cemporary Loan or the
Project -Capital Grant
the Local Public Agency.shali
riot have furnished evidence satisfactory to,.'the:;^a,^rretaiy':�;r -
on 'the eligibility of the- following toad Y•'••'
'•r•
^, %.....
112 Credits outside''the Pro•iac-t :Area
'vim i. �:'� '<�:�>+.~h .. } •. - �•
� ,CE:",VED J U.L i 3 #070
1 �I "1
�M♦� pe
•�ILJO M•O
WF HOUSING AND URBAN DEVELOPMENT
NAL' ASSISTANCE ADMINISTRATION
WASH ING70N, D. C. 20410 r S9c�
RECEIVEOMAI`/ U
Mr. Barry D. Lundberg, Director
Department of Planning and Urban Renewal
City of Iowa City
Iowa City, Iowa 52210
Dear Mr. Lundberg:
1
MAY 1 1968
IN REPLY REFER TOt
This is in reply to your letter of February 26, 1968, concerning your
request for an extension of the capital grant reservation for Project
No. Iowa R-143 Iowa City, Iowa.
In light of the present shortage of urban renewal funds and the demand
for funds, the Department cannot grant your request for an extension
of the reservation to December 31, 1968. However, in view of pending
litigation in Iowa City and the obvious effort of the City to meet the
deadlines imposed by LPA Letter No. 1119, the Department will substitute
for your present reservation, which is hereby withdrawn, a reservation
from the funds to become available on July 1, 1968. The substitution
of funds from Fiscal Year 1969 is no way an indication of any lack of
support of urban renewal activities in Iowa City. The Department will
continue to finance the city's participation in the litigation and
fully intends to reestablish the project's reservation at such time
during the fiscal year beginning July 11 1968, that the City is ready
and able to proceed with the project.
In view of the pressing needs of other cities for funds that can and
will be immediately utilized., it would be a disservice to the urban
renewal effort to hold aside any longer these funds. You may be
assured, however, that the Department's need to utilize these funds
in no way indicates a lack of or withdrawal of support for urban
renewal in Iowa City.
Sincerely yours,
*M��
For'Rob E. Mc abe
Deputy Assistant Secretary
for Renewal Assistance
ME
REGION IV
October 13, 1969
nr. crank Smiley
City cianager
City of Iowa City
City :call
Iowa City, Iowa 52240
Dear Mr. Smiley:
Subject: Project No. Iowa R-14
Capital Grant Reservation
M REPLY REFER TOI 4RF
As was requested by representatives of your city, we have requested clarifica-
tion from our Washington Office concerning the status of the capital grant
reservation for Project No. Iowa R-14.
Mr. Lawrence COX, Assistant Secretary for Renewal and Housing Assistance, has
informed us that the reservation previously established for the project in
..
the amount of $8,044,000 (subsequently cancelled because of the injunction) will
re-established upon approval of the loan and ain FiscalII lYear1pro-
be
1970.
vided this application is submitted as soon as possible
,:r. Cox requests tat the Part II coa legal opinion^ Mating that ,no� lit-ga-
intion is pending.
If you have any questions .on this matter, please feel free to contact us.
�_. . t' ..� C,...
Q,&. k C)
Sincerely you/rss, /
�iLrZCy2'G� /�f r �v�ii�tC�=e_
Area Coordinator for
Thomas S. Kilbride
Acting Assistant Regional
Administrator for Renewal
Assistance
J✓
L
� r 0
�GuLOP) `P, (M GI v e r Lt
OC
,f, ��� j (%� �0 1f ��• .fir wi�
4
a/ -VLM LJ "II a/,, IV,
au -
:APPROVAL'DATES
FEDERAL GRANTS
STATE:,
T
I.D.
.
LOCATION
P
NUM-
"PLAN-
EXECU.
COM-
T
BER
APPROVED
A
DISBURSED
NAME OF ACTIVITY
E
NTNG
TION
PLETION
T
U
S
(il
(2)•
(3)
(4)
(5)
(6)
(7)
(8)
REGION IV (CON.)
IOWA 000000 (CM)
DES MOINES (CON.)
RIVER HILLS NO 1
R
R-1
58-04
60-06
10,214.024
•
8,767,991
DUBUQUE
7,091,331
3,149,021
COMMUNITY RENEWAL PROG
P
R-8
NONE
62-09
67-03
81,376
•
81,376 -
DOWNTOWN
R
R-15
65-07
67-06
71009,955
•
3,067,645
EVANSDALE
1,331,883
HOME ACRES
R
R-22
66-10
69-06
1,331,883
•
FORT DODGE
1,216,000
kIVERFRONT
R
R-25
66-12
192169000
IOWA CITY
1,076,385
24,920
COMMUNITY RENEWAL PROG
P
R-16�,
NONE
65-11
•
249920
CITY -UNIVERSITY
R
glS
.,1,5-D2
y
rj9,3E5+
s_ -NON
-
=ITY—UNIVERSITYNO 2
R
R-18
65-12
1,047,000
KEOKUK
749,830
749,830
KE'OSIPPI
R
R-11
63-11
64-11
68-05
749,830
0
749,830
MUSCATINE
3,1139000
OLD TOWN IGN1
G
R—Z7
67-07
3,113.000
OTTUMWA
3.063,839
380,596.
MARINA GATEWAY
R
R-12
64-11
68-05
1,807.839
•
380,596
OTTUMWA CENTER
R
R-20
66-10
19256,000
SIOUX CITY
10.163.151.
1.704,394
CENTRAL BUS DIST—BAST
R
R-19
65-12
68-01
4.714,109
•
627,848
CENTRAL SIOUX CTY IGN)
G
R-23
66-11
NONE
—
HAMILTON PROSPECT NO 1
R
R-32
68-08
39983,000
MARY TREGLIA --
R
R-6
61-11
64-01
1,466,042
•
1,076,546
WATERLOO
16.330,158
7.547.087
LOGAN AVE
R
R-2
58-12
61-03
2,707,695
•
2,011,840
WESTFIELD—VIRDEN
R
R-7
63-02
65-11
13,622,463
•
5,535,247
au -
lw�
- � 4_ t w•/fel V[•I.�,, (���
REGION VII
APPROVAL DATES:,
FEDERAL GRANTS
STATE T
I.D.
CENTRAL BUS DIST
S
LOCATION P
NUM
PLAN EXECU- COM
APPROVED T DISBURSED
ly
NAME OF ACTIVITY E
BER
NIN6 TION PLETION
T
CHARLES CITY
DISASTER REDEV PROJ
U
COUNCIL BLUFFS
BLUFFS CENTCR 1
S
(11 2
(3)
(4) (5) (6)
(7) 18)
REGION VII
IOWA
R 3
CARROLL
NONE
CENTRAL BUS DIST
R
CEDAR RAPIDS
R-1
CEDAR LAKE
R
CIVIC CENTER
R
NEIGHBORHOOD CEV PROD
A
CHARLES CITY
DISASTER REDEV PROJ
C.
COUNCIL BLUFFS
BLUFFS CENTCR 1
R
CENTRAL (GN)
G
DES MOINES
MOUEL CITY 1
R
OAK RIDGE IGNI
G
OAK RIDGE NO 1
R
RIVFR HILLS KC 1
R
DUBUUUE
COMMUNITY REKE%AL PROD
P
DOWNTOWN
R
EVANSOALE
HOME ACRES
R
FORT OODGE
RIVEKFRONT
P
IOWA CITY
COMMUNITY REKEI,AL PROD I
CITY -UNIVERSITY
I
CITY -UNIVERSITY NO 2
I
KEOKUK
KEOSIPPT
R-17 1 65-121 67-09
R-9 I 62-11 165-09
R-13 65-03 66-05
A-1 NCNE 70-03
R-36 1 68-081 69-08
R_ 1 66 03 67-03 1 6NONE 169-04
R-15 165-07I 67-06 167-03
R-22 ) 66-101 69-06
R-25 1 66-121 70-08
16 I r NONE 165 -
RI R-11 1 63-111 64-11 168-05
102.721.689
1,751,248
1,751,248
13,189,502
1,642,992
1/10,546,510
1.000,000
6,527,710
6,527,710
4,551,478
4,551,478
NONE
16.787,939
3,988.000
NONE
2,585,915
VIC,214,024
7, C91.331
81,376
7,009:955
1,454,I06
1,454:206
2,101,198
2,101,198
1C.614,993
�1,
[o
Iu
q•
,047,000
749,830
749,830 •
38,641,634
581,637
561,837
6,609,964
1,149,158
5,460,806
1,666.233
1,666,233
10,863.564
2,095,573
8,767,991
4.619.152
81,376
4.537,776
318,077
318,077
24,920 1 I
24,910
749,830
749,830 Zr
- 124 -
R 3
60 04
NONE
IV$B
I63-12
R-1
04I
66-02
R-15 165-07I 67-06 167-03
R-22 ) 66-101 69-06
R-25 1 66-121 70-08
16 I r NONE 165 -
RI R-11 1 63-111 64-11 168-05
102.721.689
1,751,248
1,751,248
13,189,502
1,642,992
1/10,546,510
1.000,000
6,527,710
6,527,710
4,551,478
4,551,478
NONE
16.787,939
3,988.000
NONE
2,585,915
VIC,214,024
7, C91.331
81,376
7,009:955
1,454,I06
1,454:206
2,101,198
2,101,198
1C.614,993
�1,
[o
Iu
q•
,047,000
749,830
749,830 •
38,641,634
581,637
561,837
6,609,964
1,149,158
5,460,806
1,666.233
1,666,233
10,863.564
2,095,573
8,767,991
4.619.152
81,376
4.537,776
318,077
318,077
24,920 1 I
24,910
749,830
749,830 Zr
- 124 -
1 • ori
' S
t
•
i
7 ._ ..
",fat I-
many mills does your city 1 evy7 insi ae su Ill l 1 1-) ----
Trust and Agency 8.928
Debt Service 10.265
Total 163.456
20 315 370,
2. ;hat are your capital needs for the next three (3) years? :
FY73 5,s0_ 8_;700
FY76 7,40450 FY77 7,406,190 84514
3. .•inat is the dollar equivalent to one mill?
Y, Go you anticipate reevaluation? Yes If yes, what do you an —
95 005
ticipate the ned dollar equivalent to e
5.329-
5.337
40.175
t 5. final have been the per capita costs for city -services over the past four :
y?ars? Within 30 mills For Capital? Can you
break this down for each year in the four year period
5. s;hat is your current bonded indebtedness? $ 91781,000
j, ciafr much of this indebtedness do you anticipate retiring within the next
three years? $ 2,408,00
y? Yes What kind? Yater and Sewer
S. Do you have a municipal Utility?
� b
What additional revenue does it produce for the city?
Mater $928,180.29
1973 -Sewer $4'95,712.67. -
9. ':chat did you.receive in Federal General Revenue Sharing. in 1973$ 112,877.56
$ 614,765.02 :•that did you receive in Municipal Assistance. $
•773,027.19 and Liquor Profit in calendar Year —1�7 _
Roan Use lax'. $ �, 2 X68,984.24 Specify.
5191,894.16, Other governmenETransfers. $
10 ypg,26 - Bank Franchise $168,127.53.- Univ. of Ia. Fire
$gg,g_ tg_45 - University Heights y r
x10,
at is the per capita value of property available over the paste sour
years? $ Has it increased or decreased?
�71. Co:pare your increase in the property tax base over past lour years to year
rate of inflation for the same period.
1J.
Row much) did your city derive from licenses,
other than utility, in calendar year 19737
permits and user fees,
1,045,075.19
14. ;'chat percentage of the.total 30 mills is devoted to salaries and other
frioge benefits? 70.4 What is the equivalent in dollars to total
operating budget? 5,129,525
15. What do you anticipate to be your total operating budget for the coming
fiscal year? $ Compare to comparable period last year.
70. Row much has your debt service increased in the past four years? 41.0 I.
Row has this affected per capita costs? Increase from 514.75 to 520.34
17. Do you anticipate any personnel cuts in 1975? NO If so, Why?
�
4
18. „ow much has trust and agency increased over the past four years? �'t
Ro:q has this affected per capita costs? Increased
k:nticipate a 13.95% increase in the contribution rate to the Police and Fire
P.etirement System.
19. G4Ve any Other pertinent financial data that will reflect the currant
financial picture -in your city.
*Answered on addendum attached.
PLEASE RETURN BY SEPTEMBER 13th to:
C 1TY
Robert E. Josten
Executive Director
League of Iowa Municipalities
444 Insurance Exchange Building
Des Mtoines, Iowa 50309
City of Iowa'City
�y I
_ J011 PREPARING REPORT_ �. j�.1 i A � ti il�
Y.B. Puoh,OJr. /I%
Director
Department of Finance
Tor cit!/ 0, lOWa City , Iowa
Due to questions raised by some of the cities attempting to fill out
certain questions on the above, this is sent to you for clarification so
tilat comparable and more precise figures can be derived. Please attach
to original questionnaire, but if it has been sent in, send this in no
later that September 13th_
Question 5, restated:
5. 14hat are the per capita costs based on total expenditures
for all city services in each of the past four years? (Ex-
cluding water, electric, heat and gas utilities but includ-
ing taxation for payment of hydrant rental or street light-
ing made from the home rule general or old seven functional
funds.) (Include sewer rental, trust and agency for pensions
or other city contributions, garbage system, all recreation
whether fee operated or not, road use tax, transit, dace; or
other tax or fee -supported funds of all kinds except debt
service, and exclude all types of revolving funds for equip-
ment, supplies, etc. which are supported by the above
expenditures.)
A. Grand Total Operating and Capital expenditures:
1973--$6,744,346.601972--$7 070 -%,? 301971--$7,309,778.491970--$ 5,213,922.17
Per Capita for above: ..
1973--$ 143.96 1972--$ 150.91 1971--5 156.03 1970--S
1.11.40
S. A ounts expended from seven functional funds or home rule
general fund only (excluding utilities, P,.U.T., sewer
rental funds, and waste collection and disposal if the
latter has been pulled out as self-sustaining fund):
1973--$4,091,202.991972--$3,515,962.681971--$3,310,43.5.491970--$2,642,136.75
Per Capita for these expenditures:
1973--$ 87.33 1972--$ 75.05 1971--$ 70.66 1970--$ 56.40
C. Capital expenditures included in A:
1973--$1,160,474.141972--$2,390,085.931971--$2,164,252.901970--a1,375,OS8.98
Per Capita for these expenditures:
197--$ 24.77 1972--$ S1.02 1971--$ 46.20 1970--$ 29.35
�. G:pical expenditures from bond proceeds:
600,000-00 19'12--$ - 1971--$ 850,000-00 1970--'::_ 115, 000.00
P?r ::ap : to f or masa exper;d i tures:
j 12.31 197/2--$- 1971 ;; 18.1-? i`J/,.-- 23.SO
J`--
Question 10., restated:
i0. Xhat has been the per capita value of taxable property in
your city for the past )our years? (Include all property
value such.as real and personal and private utilities at
full value.) (Assessed value : 27 x 100.) (Exclude
agricultural land.)
1973--$ 6,682.31 1972-7$ 6,382.84 1971--$ 5,817.83 1970--$
il. This question should be answered by either of.the following
methods (excluding electric, gas and water).
Tax BaseTotal All Total
January 1 Personnel Other
A. Year of year given Costs Expense
1973 % % %
1972
1971
1970
B. Year
1974
1973
1972
1971
1970
100%
Tax Base
10010
OR
100 0
100%
S_438.47
Change Between June Consumer
Yaar Price Index of Base Year Given
1974
1973
1972
1971
1970
100%
%
The latter is better if some new programs have been begun
during the four-year period, which would "warp" your fig-
ures in alternate.
l2. This question can be omitted since only the comptroller has v+ork2e,
up the figures requested.
%ilS question the only utilities revenues to be excluded ir0'
non -tax revenue are ;tater, electric, heating a;:d gas. iron -tax
mer=r,cles also do`-,ot include bond proceeds or intergoverrmertal
receipts such as state arta federal aids and grants.
}
Page 2
.4
Question 10., restated:
i0. Xhat has been the per capita value of taxable property in
your city for the past )our years? (Include all property
value such.as real and personal and private utilities at
full value.) (Assessed value : 27 x 100.) (Exclude
agricultural land.)
1973--$ 6,682.31 1972-7$ 6,382.84 1971--$ 5,817.83 1970--$
il. This question should be answered by either of.the following
methods (excluding electric, gas and water).
Tax BaseTotal All Total
January 1 Personnel Other
A. Year of year given Costs Expense
1973 % % %
1972
1971
1970
B. Year
1974
1973
1972
1971
1970
100%
Tax Base
10010
OR
100 0
100%
S_438.47
Change Between June Consumer
Yaar Price Index of Base Year Given
1974
1973
1972
1971
1970
100%
%
The latter is better if some new programs have been begun
during the four-year period, which would "warp" your fig-
ures in alternate.
l2. This question can be omitted since only the comptroller has v+ork2e,
up the figures requested.
%ilS question the only utilities revenues to be excluded ir0'
non -tax revenue are ;tater, electric, heating a;:d gas. iron -tax
mer=r,cles also do`-,ot include bond proceeds or intergoverrmertal
receipts such as state arta federal aids and grants.
The question is restated here:
Salaries and fringe benefits constitute what percentage
of the total expenditures in 1973 financed by (1) the
seven functional funds (excluding water, electric, heat-
ing and gas utilities from the utilities functional fund)
or the home rule general fund, plus (2) expenditures from
the trust and agency fund?
A. 70.4 ti
B. This is for 19732 in dollars, $ 3,129,525.44
15. This question is restated as follows:
14'nat do you anticipate your total expenditures as defined
by question 5, for calendar 1974 will be?
$ 11,540,073 For fiscal July T, 1975 to June 30;
1975? $ 15,088,985 (You are to ignore expenditures
in the first six ronths transition in 1975, January through
June.)
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Prepared by
J.B. `Pug}i 4�lJr _
Director
Department of Finance
I. Outside consultants be employed for the study of administration,
programs and facilities of the Iowa City Park and Recreation Depart-
ment and related interests within the greater Iowa City area.
A. A study by an outside fine or c ci mbine would provide an opportunity
to gather various i�nfoaration gathering and review expertise
into a single report.
B. Pn outside Him could eliuni.nate any bias which might oante from
the subjective judgements of those associated with present oper-
ations of the department.
C. City staff and volunteers do not have the cciTb nation of experitse
and titre necessary to conduct a program which could ferret out
citizen attitudes necessary for a long-range program guidance
report.
II. Peview develogrent.
A. We feel that interested consultants should not be limited to
organizations with certain backgrounds, but that interested con-
sultants should review the Study Design prepared by the City
and that proposals should be prepared by any interested con-
sultant.
III. Proposed Study Design develognent.
A. The Staff and the Park and Recreation Commission should develop
a list of items which they wish to have included in the study.
B. The Pa_ek and Recreation Staff wnuld take these reom=en-dations
and develop a tentative Study Design for review.
C. The tentative Study Design would be reviewed by the Departrr;ent
of Ccun=ity DeveloFment and the City Manager and returned to
the Park and Recreation Cannnission for review.
D. On Cczimission approval of -the Study Design, it would be sent to
the City Council for approval.
E. Staff oxould advertise for study proposals and receive same for
Ccmnssion review.
F. Staff would interview the most likely and best consultants and
rake a reo=rendation to Council for consultant employment.
IV. Funding would be budgeted in the Annual Budget at 2% of the
Budget ($12-$15,000).
V. A stud of this magnitude should be valid for 5 years.
proposal Draft
page 2
F. Staff would interview the most likely and best consultants and
rake a reo=rendation to Council for consultant employment.
IV. Funding would be budgeted in the Annual Budget at 2% of the
Budget ($12-$15,000).
V. A stud of this magnitude should be valid for 5 years.
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STATEMENT OF POLICY
PART 1 - AUTHORITY
A. City Council
B. City Manager
C. Department
D. Central Purchasing
PART 2 - PROCEDURES
A. General
B. Requisitioning
C. Purchase Orders
TABLE OF CONTENTS
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CITY OF IOWA CITY
DEPARTMENT OF FINANCE
PURCHASING MANUAL
This document provides procedural guidelines which are to govern all
purchases made on behalf of the City of Iowa City. The policies and
procedures contained herein supersede all prior directives, memorandums,
and practices related to the purchasing of goods and services with the
exception of travel requests and the acquisition of professional and
technical services.
The following is a synthesis of prudent procurement practices,
applicable laws, financial requisites, and budgetary and administrative
control requirements. The Central Purchasing Division of the Department
of Finance has been delegated the responsibility of assuring that these
procurement and control considerations are properly executed and co-
ordinated on a City wide basis.
STATEMENT OF POLICY
There are fundamental principles which should be observed when
purchases are made on behalf of the City of Iowa City. Basically, a
commodity or service should be obtained at the lowest cost possible
consistent with the quality actually required to maintain efficient
operations of City departments. The quantity purchased is determined
through an examination of factors such as the number of units to be
used, the period of use, storage costs, space available, acquisition
price, discounts, shipping time, obsolesence, and the present and
expected future availability of an item.
Throughout the acquisition process, the City of Iowa City will
operate in a manner which encourages competition. Reputable business
practices will be observed at the exclusion of irreputable practices.
Vendors will be treated in a fair and business -like manner with
preference given to area vendors, all other things being equal. No
City employee shall have a financial interest in any purchase order or
contract issued by the City and employees are strictly prohibited from
accepting gratuities.
In addition to adhering to basic principles during the acquisition
process, there are legal, financial and managerial factors which must be
given consideration. The concept of a centralized purchasing department
has been developed and implemented so that uniform purchasing policies
may be instituted on a City wide basis. These policies and associated
procedures are centered around providing a properly proportioned emphasis
to the diverse procurement and control requirements already mentioned.
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The centralization of the purchasing function should make the overall process
more efficient and provide economies to. the City. A centralized purchasing
department facilitates the implementation and use of standardized specific-
ations for individual items which are commonly used by many departments.
By purchasing such items on an inter -departmental and inter -governmental basis,
savings can be realized. The Central Purchasing Division can efficiently
negotiate systems or warehouse purchases for commonly used items thus providing
volume discounts and minimizing storage problems and costs. Centralization
also allows one department to concentrate upon performing the specialized
function of procurement. That, in turn, allows other City departments to
direct time and effort toward performing the functions for which they are
directlyresponsible. Vendor knowledge can be readily accumulated and put
to use by a central purchasing authority. Orders can be followed up and
expedited. Suppliers need make only one contact to demonstrate products
or to receive an immediate answer to an inquiry rather than expending the
time of people of various departments of the City organization. In this
way, a centralized purchasing department is advantageous to the City and
its suppliers.
It is the responsibility of the Purchasing Division of the Department
of Finance to arrange for the acquisition of all goods and services covered
by the Annual Operating Budget. Such purchases will be made in the best,
most practical and economic manner. In order to have efficient procurement
of goods and services, advanced planning of future need must be exercised
by the Central Purchasing Division and by all City departments. The
Central Purchasing Division must maintain current knowledge of all operations
and coordinate all requisitions. The development of standardized speci-
fications will be encouraged and samples of purchased items will be tested
and inspected when necessary. Through the Central Purchasing Division the
Department of Finance will also provide certain central services. These
services include internal printing, communications services, and a central
stores facility. The Central'Purchasing Division will also provide
departments assistance in preparing budgetary cost estimates.
In addition to being responsible for the acquisition of goods and
services, the Central Purchasing Division will be responsible for the
disposal of surplus commodities and equipment. This may involve selling
the surplus item or merely transfering the item to another department
where it can be put to use. The department having surplus items should
contact the Purchasing Agent who will handle its disposition.
The Central Purchasing Division will keep abreast of current
procurement practices. Purchasing policies and procedures are to be
periodically reviewed, and when necessary, revisions will be recommended
by the Purchasing Agent. The Purchasing Agent will also be familiar with and
maintain knowledge of current economic trends and conditions and react
accordingly.
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The personnel of the City of Iowa City should become familiar with
and follow the City's policies and procedures as they relate to purchasing.
Supervisors should be cognizant of their respective budget limitations and
initiate purchase requests accordingly. It is the responsibility of the
individual departments to anticipate requirements and to initiate requisitions
well in advance of the time that goods and services are needed. Estimates
of annual departmental usage of certain items may need to be furnished so
the economic ordering of goods.may be determined. The Central Purchasing
Division should be advised when abnormal requirements affecting the budget
become apparent. Desired budgetary amendments are to be directed to the
attention of the Director of Finance.
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PART I - AUTHORITY
A. City Council
formulation
The City Council determines expenditure levels through the
and approval of an Annual Operating Budget and Capital Improvement Program.
In performing this policy making function, the City Council establishes
a set of goals, priorities, and performance standards which the City
organization directs its collective effort toward accomplishing.
The adoption of the Annual Operating Budget is the approval of a
level of expenditures necessary to accomplish the goals and objectives that
have been established for each City program. With the exception of specific
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statutory requirements for public improvements of more than $5,000, no
that
further Council action is required to initiate purchases within
budget. However, it is intended that the City Council will approve final
disbursement of all public funds as well as specific changes in program
funding levels upon the recommendation of the City Manager. Prior to
formal bidding on public improvements of more than $5,000, the Council
will approve the plans and specifications and hold a public hearing to
ascertain comments for and against the project.
B. City Manager
The City Manager is delegated the responsibility by the City
Council to carry out a program of service to the community. It is
his responsibility to manage the Annual Operating Budget in such a
way that the goals and priorities of the City Council are accomplished.
All regulations, as well as recommendations for changes in general
procurement policy, will be made, with the prior approval of the City
Manager. Under this system of control the City Manager has delegated this
responsibility in part to the Department of Finance and the Central
Purchasing Division.
C. Departments
City departments are responsible for meeting the goals and
'
objectives established by the Council and are provided budgeted
funds to attain those goals. With the approval of the Director of
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Finance and the concurrence of the City Manager, departments may
initiate internal reallocation of their budget funds as needed
within the guidelines established by the Central Purchasing Division.
Although the City Council has established goals and levels of expenditure
for each program, an appropriation is not a permit nor a directive
to expend funds unless the need for the product continues to exist
at the time for purchase and the price of the product is within the
parameters of the budget. In addition, these criteria must be
weighed ultimately against the availability of funds and the relation-
ship of the departmental goals to overall City priorities. For
proper management control, it is imperative that all expenditures
be authorized prior to purchase. This authorization will normally
be in the form of a signature on a requisition for goods or services
in question. In instances where additional justification is required an
inter -departmental memorandum will be required.
eA division head's authorized signature is required before the
processing of requisitions for operational items of less than $250.00.
A department, head's signature is required when requisitioning any item
or service greater than $250.00, and for all capital outlay expenditures.
All expenditures in excess of $5,000 will require prior authorization
and concurrence of the City Manager. These authorizational limits
are to be considered the overall maximum City standards and the individual
department heads may wish to establish their own internal authorizational
limits as long as they are within the City's standards.
The Purchasing Agent may find it necessary to suggest an alternative
item or service be purchased or that an alternative vendor be utilized.
The Purchasing Agent may alter any purchase order when it is in the City's
advantage after consultation with the using department. Specific purchases
or types of purchases may be delegated by the Purchasing Agent to a
specific individual or department as the situation dictates.
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D. Central Pruchasing
The Purchasing Agent is authorized to encumber funds of the
City. For this reason, all purchases must be made through the Central
Purchasing Division to allow an orderly and legally authorized order to
be placed and accepted by the vendor. Likewise, the Purchasing Agent has
the responsibility and the authority to disallow the purchase of any item
or service on the basis of its lack of current need, deficient quality,
budget limitation, improper design, or other appropriate considerations.
This authority is in conjunction with the Purchasing Agent's responsibility
delegated by the City Manager. The Purchasing Agent is, in addition,
responsible for the orderly processing of all purchase orders, insuring
that all gooes and services are authorized and approved prior to purchase,
and insuring th?` the City receives the highest quality and proper quantity
of goods within existing financial limitations.
The Purchasing Agent may find it necessary to suggest an alternative
item or service be purchased or that an alternative vendor be utilized.
The Purchasing Agent may alter any purchase order when it is in the City's
advantage after consultation with the using department. Specific purchases
or types of purchases may be delegated by the Purchasing Agent to a
specific individual or department as the situation dictates.
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PART II - PROCEDURES
General
Different procedures exist to handle monetarily small versus
large expenditures since it is counterproductive to have the internal
requisitioning and ordering procedures cost more than the item
purchased. Expenditures of the City can be categorized (in the
following discussion) by type and magnitude of purchase into three
groups: (1) Minor Purchases, (2) Major Purchases, and (3) Capital
Outlays.
1. Minor Purchases
Two procedures are maintained by the City to handle daily
purchases. Petty cash purchases are limited ordinarily
to items costing less than $10.00 and.for reasons of
expediency cannot be acquired through the purchasing
system. An individual, once authorized by an appropriate
authority and after verification through the Central
Purchasing Division that an item is not available from
within the City inventory, may purchase an item with
pocket cash. To be reimbursed for the expenditure, the
individual must present a receipt for the purchase to
the petty cash clerk and complete the appropriate petty
cash authorization form.
The second procedure is a monthly purchase order to handle
needed minor purchases and purchases which are made on a
continuing basis such as fuel or repair items. Selected
reliable vendors are issued an open purchase order on a
monthly basis against which they charge and bill City
purchases. In order to use this system, a City employee
obtains an authorized requisition from his division head with
the vendor's current monthly purchase order number referenced.
He must inform the vendor that the purchase should be charged
against the appropriate purchase order and that the requisition
number should be referenced on the invoice. The division head
must insure that the requisition and receipt are promptly
delivered to Central Purchasing Division to provide for
reconciliation of the vendor's bill and payment. The monthly
purchase order is not to be used to purchase capital outlay
items or goods and services of more than $250.
2. Maior Purchases
It is the policy of the City Council that a formal bidding
process will be followed for all purchases of more than $5,000.
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This requirement is in addition to the provisions of Chapter
23.18 of the Iowa Code for public improvements of more than
$5,000 under which the Council approves plans and specifications
and schedules a public hearing on same. Formal bidding entails
writing a set of specifications and obtaining written competitive
bids for the items as specified. Public advertising is required
to allow all interested parties the opportunity to participate
in the bidding process. The requirement for submission of a
bid check and surety bond will be specified in the bid documents.
Contracts will be awarded to the qualified vendor submitting
the best bid as determined by the City. All bidding documents
and proposed contracts must be submitted for review by the
City's legal staff to insure compliance with all applicable
laws and regulations and to provide for the protection of the
City's interest in the anticipated transaction. When formal
bidding procedures are not required, the Purchasing Agent will
see that a competitive price is obtained for a commodity or
service through procedures he deems appropriate for the
particular situation. Quotations may be obtained by telephone
or mail based upon the immediacy of the need, familiarity with
the item and vendors, and the dollar value of the item to be
purchased.
3. Capital Outlays
It is the policy of the City that all capital purchases in
excess of $5,000 will be made only after prior approval of
the City Manager. The inclusion of an item within the budget
is not to be considered carte blanche authority to purchase,
but rather, a reservation of funds for purchase of the item
at the time of demonstrated need. The department head
initiating the request will forward a requisition form to
the Central Purchasing Division with a statement of current
justification. In turn the Purchasing Agent and the Director
of Finance will review the original budget reservation, current
financial restrictions, and departmental recommendation and
make a recommendation to the City Manager. The City Manager
will review the submission and approve or deny the purchase.
The memorandum and requisition will be returned to the
Central Purchasing Division for appropriate coordination
with the using department.
The Central Purchasing Division will assist the using departments
in formulating realistic specifications which meet City and
industrial.standards. These standards will be set with respect
to the actual quality required of the product in order for it
to adequately perform its intended function. All important
characteristics of the item should be covered within the
specifications and non-essential qualifications should be
avoided. Overly restrictive specifications may increase costs
or decrease competition in bidding. When testing is to be
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conducted, the specifications should include those quality
control methods which will be used to determine conformance
to the City's requirements. All specifications should be
written to minimum required standards to allow the City to
obtain a variety of competitive bids.
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When similar products are used by several departments within the
City, it is frequently desirable for them to use a standardized
product so that quantity purchases can be made. Savings may result
due to combined department purchases which make possible larger purchases
of a single item and a centralization of inventory and storage. The
Central Purchasing Division will insure, prior to substituting a
standardized product, that the substitute item will meet all require-
ments of the using departments. All departments using a common item
will be consulted in the process of establishing the standardization
of the item.
Departments are encouraged to suggest possible suppliers because
of their knowledge and experience with markets and products related to
their department's operational needs; however, it is the responsibility
of the Central Purchasing Division to determine with which vendor an
order shall be placed. Vendors will be chosen on the basis of reliabil-
ity, reputability, prices offered, quality of products, services
available, capacity, and related factors. It is also valuable for
departments to pass along to the Purchasing Agent past and present
experience with vendors and their products and services. In this
way, unsatisfactory situations may be rectified and vendors providing
good products and services may continue to be patronized.
Requisitioning
Individual departments initiate the purchasing process through
the use of a requisition (see addendum #3). The requisition is
properly filled out with the description of a needed item or service
and forwarded to the Central Purchasing Division. The following
paragraphs provide a detailed description of the manner in which a
requisition should be properly completed.
1. Item Description
When an item is requisitioned, it should be fully and clearly
described upon the form. A description should be written in
terms that allow for the consideration and purchase of competing
products. The overall size, shape, color, quality, capacity,
and other dimensions that an item must possess should be
specified rather than merely supplying a brand name or catalog
number. Although brand name and catalog number do not
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constitute an adequate description they should normally be
included for reference purposes. The instances when a
commodity must be ordered by a brand name or catalog number
must be restricted to those occasions when existing equipment
requires compatible parts and plans require continuity.
Delivery instructions
Requisitioned items will be delivered to the department's
office address unless otherwise specified. If a department
wishes to pick up the ordered item when it is ready or
wishes to have it delivered somewhere other than its office
address, this information should be placed on the requisition.
These delivery instructions will then appear on the purchase
order so that the goods may be delivered in a manner that best
suits the requisitioning department.
Conversations with vendor
Conversations between the department and supplier which are
pertinent to an order should be referenced on the requisition.
Such notations should include the company representatives
names and the date of the conversation. This information,
in turn, will be placed on the purchase order to clarify
which item is wanted and to expedite the order through that
representative.
Rush order
Departments should anticipate their requirements of goods and
services and requisition the needed items sufficiently in
advance to permit Central Purchasing to obtain the requisitioned
items in accordance with procurement practices. However,
unexpected developments may cause a rush order situation to
arise. When a valid rush order situation exists, the Central
Purchasing Division will obtain the needed good or service as
fast as possible. "Rush Order" should be prominently placed
on the requisition to identify this transaction as requiring
special handling. A rush order requisition should be avoided
and used only when absolutely necessary.
Emergency Purchase
An emergency situation may arise when an item or service is
needed immediately by an operating department. In case of
such emergencies City employee's may purchase the required
goods or services upon approval of the department head. It
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is the responsibility of the department head to notify the
Central Purchasing Division the next working day of any
emergency situation and the associated purchases. In all
cases of emergency acquisitions and orders placed directly
by the division head, a purchase requisition noting the
confirming nature of the transaction must be processed.
The words "confirming order" should be placed on the lower
portion of the purchase requisition to help avoid confusion
and the placement of unwanted duplicate orders. Any
emergency situation must be identified and fully explained
on the requisition.form or on a separate memorandum. Large
dollar value emergency purchases will be reviewed by the
City Manager.
6. Verbal Order
Departments may feel a verbal order needs to be placed by
their departmental personnelbecause of the technical
complexity involved in the purchase. The respective
department should discuss the situation with the Purchasing
Agent and receive his concurrence with respect to the
item to be purchased and the manner in which it will be
acquired. In addition they should obtain a purchase
order number against which the vendor may charge the
purchase. This purchase order number should be reflected
on the purchase requisition along with the words "confirming
order" and forwarded to the Central Purchasing Division on the
next working day.
1. Correspondence and Contacts
Any correspondence sent to a vendor should be coordinated by
the Central Purchasing Division with the operating department.
A master file of all vendor contacts will be maintained. All
departments contacting a vendor, concerning a purchase order,
® should inform the Central Purchasing Division of the contact
C. Purchase Orders
Once a purchase order (see addendum number 4), has been issued
the City is legally committed to the vendor for the purchase and
the vendor is obligated to provide the service or goods as noted.
It is the responsibility of the Central Purchasing Division to monitor
be
this contract and it is therefore important that this division
aware of all contracts between any City department and the vendor.
Central Purchasing acts as an intermediary between the vendor and
using departments. This arrangement allows a vendor a single point
of contact with the City for referral of calls, questions, and
correspondence. While acting as the intermediary the Central
Purchasing Division can provide an effective business contact and
relieve the operating departments to perform their specific duties.
1. Correspondence and Contacts
Any correspondence sent to a vendor should be coordinated by
the Central Purchasing Division with the operating department.
A master file of all vendor contacts will be maintained. All
departments contacting a vendor, concerning a purchase order,
® should inform the Central Purchasing Division of the contact
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and insure that this division is given all pertinent
correspondence for the master file. Correspondence received
from a vendor directly by the department should be referred
to the Central Purchasing Division for coordination and
filing. The Purchasing Agent will arrange to have a vendor
call upon a department if it appears as though it would be of
value to the department. Conversely, it is acceptable for
act a vendor for technical and
a department to directly cont
related information. If departments are currently receiving
sales representatives, the department is requested to refer
such cantacts to the Purchasing Agent.
Z. Expediting
If a receipt of an order is past due, the requisitioning
department should contact Central Purchasing Division.
It is the responsibility of the Central Purchasing Division
to expedite and research the status of an order and to keep
the requisitioning division posted as to changes in an
order's status. Any item that a division wishes to have
followed closely should be noted as a rush or important
order to allow appropriate expediting action. Expediting
is best handled by the Central Purchasing Division because
it has access to relevant information and experience in this
area and, in addition, may get a better response since this
Division as a'whole places more business with a vendor than
each individual division and therefore may apply more
effective pressure.
3. Receiving
The requisitioning division will normally receive the goods
ordered directly from the supplier. The items will be
delivered to the division's main office unless other location
for delivery is specified on the requisition. Since the
respective division directly receives the goods or services,
it is the responsibility of the division to file a receiving
report. The receiving report should convey what commodity
or service was received, when it was received, in what
quantity, in what condition, and by whom. It should further
indicate if the order was received as originally specified
and if any of the goods are to be returned because of
unacceptable conditions.
The second copy of the purchase order has been designed to act
as a receiving report and should be held by the division until
the goods are received, (see addendum 115). Upon receipt of an
1 f'll out the report and
order the division should prompt y i
forward it to the Central Purchasing Division within two
working days. Any papers which accompany the delivery, such as
an invoice or packing slip, should be forwarded with the receiving
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report. Immediately notify the Central Purchasing Division
via the receiving report if an improper, damaged, or other-
wise unacceptable shipment is received or if an order is
to be refused. The receiving report at this point becomes
the supporting documentation for withholding payment
the vendor. Similarly, an authorized signature on the
receiving report is needed to indicaeaccregardingfthee
order to initiate payment. Any questions
delivered goods should be directed to the Central Purchasing
Division.
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Administrative Assistant
Administrative Engineer
Assistant City Attorney
Assistant City Engineer
Building Official
Buyer
City Clerk
City Forester
Civil Engineer
Controller
Director of Community Relations
Director of Employee Relations
Equipment Superintendent
Park Superintendent
Parking Systems Supervisor
Police Chief
Pollution Control Superintendent
Recreation Superintendent
Refuse Supervisor
Senior Planner
Street Supervisor.
Traffic Control Superintendent
Transit Superintendent
Treasurer
Water Superintendent
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regU-LS1Llons TOT all vpuLau— 61 ----
expenditures also require prior authorization and concurrence of the
City Manager.
Assistant Finance Director
City Engineer
Director of Community Development
Director of Finance
Director of Parks $ Recreation
Director of Public Safety
Director of Public Works
Director of Urban Renewal
Fire Chief
Library Director
Purchasing Agent
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DESCRIPTION
1g_ No
UNIT PRICE
EQUIPMENT NUMBER
DEPARTMENTAL AUTHORIZATION
DEPARTMENT HEAD
DIVISION HEAD
CITY OF IOWA CITY
PURCHASE REQUISITION
'
SUGGESTED VENDOR
ADDRESS
QUANTITY UNIT
PURCHASE ORDER NUMBER —
DEPARTMENT TITLE _----
DIVISION
eACCOUNT
NUMBERS
m
DESCRIPTION
1g_ No
UNIT PRICE
EQUIPMENT NUMBER
DEPARTMENTAL AUTHORIZATION
DEPARTMENT HEAD
DIVISION HEAD
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-SHIP TO-
-TO-
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Instructions:
MUST SHOW PURCHASE ORDER NUMBER ON ALL PACKAGE, SHIPPING PAPERS, INVOICE AND
1. PURCHASE ORDER NUMBER: VENDOR
CORRESPONDENCE.
AND ENCE TO PURCHASING DIVISION, DEPT. OF
2 INVOICING AND CORRESPONDENCE: SEND
52240,-- NQJ TO INDIVIDUAL DEPARTMENTS. DUPLICATE
FINANCE. CIVIC CENTER. OWA CITY, IOWA
WITH SHIPPING CHARGES PREPAID UNLESS OTHERWISE SPECIFED.
3. SHIPPING: F.O.B. DESTINATION
NO STATE OR FEDERAL TAXES SHALL BE INCLUDED IN PRICES BILLED.
4_ TAXES:
UNIT
TOTAL
ACCOUNT
QUANTITY UNIT DESCRIPTION COST
AMOUNT
{ �14
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PURCHASING AGENT
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PURCHASING AGENT
OTHER (PROVIDE A COMPLETE EXPLANATION BELOW)
DATE GOODS OR SERVICES RECEIVED: 19.
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EXPLANATION OF THE ITEM CHECKED ABOVE:
RECEIVED BY:
-SHIP TO -
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QUANTITY
UNIT
DESCRIPTION
ACCOUNT
UNIT
COST
TOTAL
AMOUNT
REQUISITION NO. -
PURCHASING AGENT
PUR(HAsinG
DEPARTMEnT
Of
Finance
mFinUAL
OCTOBER - IS74
CITY OF IOWA CITY
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TABLE OF CONTENTS
STATEMENT OF POLICY
PART 1 - AUTHORITY
A. City Council
B. City Manager
C. Department
D. Central Purchasing
PART 2 - PROCEDURES
A. General
B. Requisitioning
C. Purchase Orders
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CITY OF IOWA CITY
DEPARTMENT OF FINANCE
PURCHASING MANUAL
This document provides procedural guidelines which are to govern all
purchases made on behalf of the. City of Iowa City. The policies and
procedures contained herein supercede all prior directives, memorandums,
and practices related to the purchasing of goods and services with the
exception of travel requests and the acquisition of professional and
technical services.
The following is a synthesis of prudent procurement practices,
applicable laws, financial.requisites, and budgetary and administrative
control requirements. The Central Purchasing Division of the Department
of Finance has been delegated the responsibility of assuring that these
procurement and control considerations are properly executed and co-
ordinated on a City wide basis.
S'('ATEMF.NT OF POLICY
There are fundamental.principles which should be observed when
purchases are made on behalf of the City of Iowa City. Basically, a
commodity or service should be obtained at the lowest cost possible
consistent with .the quality actually required to maintain efficient
operations of City departments. The quantity purchased is determined
through an examination of factors such as the number of units to be
used, the period of use, storage costs, space available, acquisition
price, discounts, shipping time, obsolesence, and the present and
expected future availability of an item.
Throughout the acquisition process, the City of Iowa City will
operate in a manner which encourages competition. Reputable business
practices will be observed at the exclusion of irreputable practices.
Vendors will be treated in a"fair and business -like manner with
preference given to area vendors, all other things being equal. No
City employee shall have a financial interest in any purchase order or
contract issued --by the City and employees are strictly prohibited from
accepting gratuities.
In addition to.adhering to basic principles during the acquisition
process, there are legal, financial and managerial factors which must be
given consideration. The concept of a centralized purchasing department
has been developed and implemented so that uniform purchasing policies
may be instituted on a City wide basis._ These policies and associated
procedures are centered around providing a properly proportioned emphasis
to the diverse procurement and control requirements already mentioned.
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The centralization of the, purchasing function should make the overall process
more efficient and provide economies to the City. A centralized purchasing
department facilitates the implementation and use of standardized specific-
ations for individual items which are commonly used by many departments.
By purchasing such items on an inter -departmental and inter -governmental basis,
savings can be realized. The Central Purchasing Division can efficiently
negotiate systems or warehouse purchases for commonly used items thus providing
volume discounts and minimizing storage problems and costs. Centralization
also allows one department to concentrate upon performing the specialized
function of procurement. That, in turn, allows other City departments to
direct time and effort toward performing the functions for which they are
directly responsible. Vendor knowledge can be readily accumulated and put
to use by a central purchasing authority. Orders can be followed up and
expedited. Suppliers need make only one contact to demonstrate products
or to receive an immediate answer to an inquiry rather than expending the
time of people of various departments of the City organization. In this
way, a centralized purchasing department is advantageous to the City and
its suppliers.
It is the responsibility of the Purchasing Division of the Department
of Finance to arrange for the acquisition of all goods and services covered
by the Annual Operating Budget.; Such purchases will be made in the best,
most practical and economic manner. In order to have efficient procurement
of goods and services,.advanced planning of future need must be exercised
by the Central Purchasing Division and by,all City departments. The
Central Purchasing Divi.s,ion must maintain current knowledge of all operations
and coordinate all requisitions. The development of standardized speci-
fications will be encouraged and samples of purchased items will be tested
and inspected when.necessary. .Through the Central Purchasing Division the
Department of Finance will also provide certain central services. These
services include internal, printing, communications services, and a central
stores facility. The Central Purchasing Division will also provide
departments assistance in preparing budgetary cost estimates.
In addition to
services, the Centr
disposal of surplus
the surplus item or
where it can be put
contact the Purchas
being responsible for the acquisition of goods and
U Purchasing Division will be responsible for the
commodities and equipment. This may involve selling
merely transfering the item to another department
to use. The department having surplus items should
ing Agent who will handle its disposition.
The Central Purchasing Division will keep abreast of current
procurement practices. Purchasing policies and procedures are to be
periodically reviewed, and when necessary, revisions will be recommended
by the Purchasing Agent. The Purchasing Agent will also be familiar with and
maintain knowledge of current economic trends and conditions and react
accordingly.
The personnel of the City of Iowa City should become familiar with
and follow the City's policies and procedures as they relate to purchasing.
Supervisors should be cognizant of their -respective budget limitations and
initiate purchase requests accordingly. It is the responsibility of the
individual departments to 'anticipate requirements and to initiate requisitions
well in advance of the time that goods and services are needed. Estimates
of annual departmental usage of certain items may need to be furnished so
the economic ordering of goods may be,determined. The Central Purchasing
Division should be advised when abnormal requirements affecting the budget
become apparent. Desired budgetary.amendments are to be directed to the
attention of the Director of Finance.
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The personnel of the City of Iowa City should become familiar with
and follow the City's policies and procedures as they relate to purchasing.
Supervisors should be cognizant of their -respective budget limitations and
initiate purchase requests accordingly. It is the responsibility of the
individual departments to 'anticipate requirements and to initiate requisitions
well in advance of the time that goods and services are needed. Estimates
of annual departmental usage of certain items may need to be furnished so
the economic ordering of goods may be,determined. The Central Purchasing
Division should be advised when abnormal requirements affecting the budget
become apparent. Desired budgetary.amendments are to be directed to the
attention of the Director of Finance.
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A. City Council
The City Council determines expenditure levels through the formulation
and approval of an Annual Operating Budget and Capital Improvement Program.
In performing this policy making function, the City Council establishes
a set of goals, priorities, and performance standards which the City
organization directs its collective effort toward accomplishing.
The adoption of the Annual Operating Budget is the approval of a
level of expenditures necessary to accomplish the goals and objectives that
have been established for each City.program. With the exception of specific
statutory requirements for public improvements of more than $5,000, no
further Council action is required to initiate purchases within that
budget. However, it is intended that the City Council will approve final
disbursement of all public funds as well as specific changes in program
funding levels upon the recommendation of the City Manager. Prior to
formal bidding on public improvements of more than $5,000, the Council
will approve the plans and specifications and hold a public hearing to
ascertain comments for and against the project.
B. City Manager
The City Manager is delegated the responsibility by the City
Council to carryout a program of service to the community. It is
his responsibility to manage the Annual. Operating Budget in such a
way that the goals and priorities.of the City Council are accomplished.
All regulations, as well as recommendations for changes in general
procurement policy, will be made, with the prior approval of the City
Manager. Under this system of control the City Manager has delegated this
responsibility in part to the Department of Finance and the Central
Purchasing Division.
C. Departments
City departments are responsible for meeting the goals and
objectives established by the Council and are provided budgeted
funds to attain those goals. With the approval of the Director of
Finance and the concurrence of the City Manager, departments may
initiate internal reallocation of their budget funds as needed
within the guidelines established by the Central Purchasing Division.
Although the City Council has established goals and levels of expenditure
for each program, an appropriation is not a permit nor a directive
to expend funds unless the need for the product continues to exist
at the time for purchase and the price of the product is within the
parameters of the budget. In addition, these criteria must be
weighed ultimately against the availability of funds and the relation-
ship of the departmental goals to overall City priorities. For
proper management control, it is imperative that all expenditures
be authorized prior to purchase. This authorization will normally
be in the form of a signature on a requisition for goods or services
in question. In instances where additional justification is required an
inter -departmental memorandum will be required.
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A division head's authorized signature is required heforc the
processing of requisitions for operational items of less than $250.00.
A department head's signature is required when requisitioning any item
or service greater than $250.00, and for all capital outlay expenditures.
All expenditures in excess of $5,000 will require prior authorization
and concurrence of the City Manager. These authorizational limits
are to be considered the overall maximum City standards and the individual
department heads may wish to establish their own internal authorizational
limits as long as they are within the City's standards.
D. Central Pruchasing
The Purchasing Agent is authorized to encumber funds of the
City. For this reason, all purchases must be made through the Central
Purchasing Division to allow an orderly and legally authorized order to
be placed and accepted by the vendor. Likewise, the Purchasing Agent has
the responsibility and the authority to disallow the purchase of any item
or service on the basis of its lack'of current need, deficient quality,
budget limitation, improper design, or other appropriate considerations.
This authority is in conjunction with the Purchasing Agent's responsibility
delegated by the City Manager. The Purchasing Agent is, in addition,
responsible for the orderly processing of all purchase orders, insuring
that all goods and services are authorized and approved prior to purchase,
and insuring that the City receives the highest quality and proper quantity
of goods within existing financial limitations.
The Purchasing Agent may find it necessary to suggest an alternative
item or service be purchased or that an alternative vendor be utilized.
The Purchasing Agent may alter any purchase order when it is in the City's
advantage after consultation with the using department. Specific purchases
or types of purchases may be delegated by the Purchasing Agent to a
specific individual or department as the situation dictates.
PART II - PROCEDURES
A. General
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Different procedures exist to handle monetarily small versus
large expenditures since it is counterproductive to have the internal
requisitioning and ordering procedures cost more than the item
purchased. Expenditures of the City can be categorized (in the
following discussion) by type and magnitude of purchase into three
groups: (1) Minor Purchases, (2) Major Purchases, and (3) Capital
Outlays.
1. Minor Purchases
Two, procedures are maintained by the City to handle daily
purchases. Petty cash purchases are limited ordinarily
to items costing less than $10.00 and for reasons of
expediency_ cannot be acquired through the purchasing
system. An individual, once authorized by an appropriate
authority and after verification through the Central
Purchasing Division that an item is not available from
within the City inventory, may purchase an item with
pocket cash. To be reimbursed for the expenditure, the
individual must present a receipt for the purchase to
the petty cash clerk and complete the appropriate petty
cash authorization form.
The second procedure is a monthly purchase order to handle
needed minor purchases and purchases which are made on a
continuing basis such as fuel or repair items. Selected
reliable vendors are issued an open purchase order on a
monthly basis against which they charge and bill City
purchases. In order to use this system, a City employee
obtains an authorized requisition from his division head with
the vendor's current monthly purchase order number referenced.
He must inform the vendor that the purchase should be charged
against the appropriate purchase order and that the requisition
number should be referenced on the invoice. The division head
must insure that the requisition and receipt are promptly
delivered to Central Purchasing Division within two working
days to provide for reconciliation of the vendor's bill and
payment'. •The monthly purchase order is not to be used to
purchase capital outlay items or goods and services of more
than $250.
2. Major Purchases
It is the policy of the City Council that a formal bidding
process will be followed for all purchases of more than $5,000.
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This requirement is in addition to the provisions of Chapter
23.18 of the Iowa Code for public improvements of more than
$5,000 under which the Council approves plans and specifications
and schedules a public hearing on same. Formal bidding entails
writing a set of specifications and obtaining written competitive
bids for the items as specified. Public advertising is required
to allow all interested parties the opportunity to participate
in the bidding process. The requirement for submission of a
bid check and surety bond will be specified in the bid documents.
Contracts will be awarded to the qualified vendor submitting
the best bid as determined by the City. All bidding documents
and proposed contracts must be submitted for review by the
City's legal staff to insure compliance with all applicable
laws and regulations and ,to provide for the protection of the
City's interest in the anticipated transaction. When formai
bidding procedures are not required, the Purchasing Agent will
see that a competitive price is obtained for a commodity or
service through procedures he deems appropriate for the
particular situation. Quotations may be obtained by telephone
or mail based upon the immediacy of the need, familiarity with
the item and vendors, and the dollar value of the item to be
purchased.
3. Capital Outlays
It is the policy of the City that all capital purchases in
excess of $5,000 will be made only after prior approval of
the City Manager. The inclusion of an item within the budget
is not to be considered carte blanche authority to purchase,
but rather, a reservation of funds for purchase of the item
at the time of demonstrated need. The department head
initiating the request will forward a requisition form to
the Central Purchasing Division with a statement of current
justification. In turn the Purchasing Agent and the Director
of Finance will review the original budget reservation, current
financial restrictions, and departmental recommendation and
make a recommendation to the City Manager. The City Manager
will review the submission and approve or deny the purchase.
The memorandum and requisition will be returned to the
Central Purchasing Division for appropriate coordination
with the using department.
The Central Purchasing Division will assist the using departments
in formulating realistic specifications which meet City and
industrial standards. These standards will be set with respect
to the actual quality required of the product in order for it
to adequately perform its intended function. All important
characteristics of the item should be covered within the
specifications and non-essential qualifications should be
avoided. Overly restrictive specifications may increase costs
or decrease competition in bidding. When testing is to be
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the specifications should include those quality
conducted,
control methods which will be used to determine conformance
be
to the City's requirements. All specifications should
required standards to allow the City to
written to minimum
obtain a variety of competitive bids.
When similar products are used by several departments within the
City, it is frequently desirable for them to use a standardized
be Savings may result
product so that quantity purchases can made.
which make possible larger purchases
due to combined department -purchases
single item and a centralization of inventory and storage. The
of a
Central Purchasing Division will insure, prior to substituting a
item will meet all require-
standardized product, that the substitute
All departments using a common item
ments of the using departments.
establishing the standardization
will be consulted in the process of
of the item.
Departments are encouraged to suggest possible suppliers because
and related to
of their knowledge and experience with markets products
however, it is the responsibility
their department's operational needs;
determine with which vendor an
of the Central Purchasing Division to
be Vendors will be chosen on the basis of reliabil-
order shall placed.
ity, reputability, prices offered, quality of products, services
for
available, capacity, and related factors. It is also valuable
the Purchasing Agent past and present
departments to pass :along to
experience with vendors and their products and services. In this
way, unsatisfactory situations may be rectified and vendors providing
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good products and services may continue to patronized.
tB.
Requisitioning
Individual departments initiate the purchasing process through
is
the use of a requisition (see addendum #3). The requisition
needed item or service
properly filled out with the description of a
Central Purchasing Division. The following
and forwarded to the
paragraphs provide a detailed description of the manner in which a
requisition should be properly completed.
1. Item Description
When an item is requisitioned, it should be fully and clearly
described upon the form. A description should be written in
of competing
terms that allow for the consideration and purchase
shape, color, quality, capacity,
products.- The overall size,
other dimensions that an item must possess should be
and
specified rather than merely supplying a brand name or catalog
number. Although brand name and catalog number do not
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constitute an adequate description they should normally be
included forreferencepurposes. The instances when a
commodity must be ordered by a brand name or catalog number
must be restricted to those occasions when existing equipment
requires compatible parts and plans require continuity.
2. Delivery instructions
Requisitioned items will be delivered to the department's
office address unless otherwise specified. If a department
wishes to pick up the ordered item when it is ready or
wishes to have it delivered somewhere other than its office
address, this information should be placed on the requisition.
These delivery instructions will then appear on the purchase
order so that the goods may be delivered in a manner that best
suits the requisitioning department.
3. Conversations with vendor
Conversations between the department and supplier which are
pertinent to an order should'be referenced on the requisition.
Such notations should include the company representatives
names and the date of the conversation. This information,
in turn, will be placed on the purchase order to clarify
which item is wanted and to expedite the order through that
representative.
4. Rush order
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Departments should anticipate their requirements of goods and
services and requisition the needed items sufficiently in
advance to permit Central purchasing to obtain the requisitioned
items in accordance with procurement practices. However,
unexpected developments may cause a rush order situation to
arise. When a valid rush order situation exists, the Central
Purchasing Division will obtain the needed good or service as
fast as possible. "Rush Order" should be prominently placed
on the requisition to identify this transaction as requiring
special handling. A rush order requisition should be avoided
and used only when absolutely necessary.
Emergency Purchase
An emergency situation may arise when an item or service is
needed immediately by an operating department. In case of
such emergencies City employee's may purchase the required
goods or services upon approval of the department head. It
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constitute an adequate description they should normally be
included forreferencepurposes. The instances when a
commodity must be ordered by a brand name or catalog number
must be restricted to those occasions when existing equipment
requires compatible parts and plans require continuity.
2. Delivery instructions
Requisitioned items will be delivered to the department's
office address unless otherwise specified. If a department
wishes to pick up the ordered item when it is ready or
wishes to have it delivered somewhere other than its office
address, this information should be placed on the requisition.
These delivery instructions will then appear on the purchase
order so that the goods may be delivered in a manner that best
suits the requisitioning department.
3. Conversations with vendor
Conversations between the department and supplier which are
pertinent to an order should'be referenced on the requisition.
Such notations should include the company representatives
names and the date of the conversation. This information,
in turn, will be placed on the purchase order to clarify
which item is wanted and to expedite the order through that
representative.
4. Rush order
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Departments should anticipate their requirements of goods and
services and requisition the needed items sufficiently in
advance to permit Central purchasing to obtain the requisitioned
items in accordance with procurement practices. However,
unexpected developments may cause a rush order situation to
arise. When a valid rush order situation exists, the Central
Purchasing Division will obtain the needed good or service as
fast as possible. "Rush Order" should be prominently placed
on the requisition to identify this transaction as requiring
special handling. A rush order requisition should be avoided
and used only when absolutely necessary.
Emergency Purchase
An emergency situation may arise when an item or service is
needed immediately by an operating department. In case of
such emergencies City employee's may purchase the required
goods or services upon approval of the department head. It
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constitute an adequate description they should normally be
included forreferencepurposes. The instances when a
commodity must be ordered by a brand name or catalog number
must be restricted to those occasions when existing equipment
requires compatible parts and plans require continuity.
2. Delivery instructions
Requisitioned items will be delivered to the department's
office address unless otherwise specified. If a department
wishes to pick up the ordered item when it is ready or
wishes to have it delivered somewhere other than its office
address, this information should be placed on the requisition.
These delivery instructions will then appear on the purchase
order so that the goods may be delivered in a manner that best
suits the requisitioning department.
3. Conversations with vendor
Conversations between the department and supplier which are
pertinent to an order should'be referenced on the requisition.
Such notations should include the company representatives
names and the date of the conversation. This information,
in turn, will be placed on the purchase order to clarify
which item is wanted and to expedite the order through that
representative.
4. Rush order
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Departments should anticipate their requirements of goods and
services and requisition the needed items sufficiently in
advance to permit Central purchasing to obtain the requisitioned
items in accordance with procurement practices. However,
unexpected developments may cause a rush order situation to
arise. When a valid rush order situation exists, the Central
Purchasing Division will obtain the needed good or service as
fast as possible. "Rush Order" should be prominently placed
on the requisition to identify this transaction as requiring
special handling. A rush order requisition should be avoided
and used only when absolutely necessary.
Emergency Purchase
An emergency situation may arise when an item or service is
needed immediately by an operating department. In case of
such emergencies City employee's may purchase the required
goods or services upon approval of the department head. It
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is the responsibility of the department head to notify the
Central Purchasing Division the next working day of any
emergency situation and the associated purchases. In all
cases of emergency acquisitions and orders placed directly
by the division head, a purchase requisition noting the
confirming nature of the transaction must be processed.
The words "confirming order" should be placed on the lower
portion of the purchase requisition to help avoid confusion
and the placement of.unwanted duplicate orders. Any
emergency situation must be identified and fully explained
on the requisition form or on a separate memorandum. Large
dollar value emergency purchases will be reviewed by the
City Manager.
6. Verbal Order
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Departments may feel a verbal order needs to be placed by
their departmental personnel because of the technical
complexity involved in the purchase. The respective
department should discuss the situation with the Purchasing
Agent and receive his concurrence with respect to the
item to be purchased and the manner in which it will be
acquired. In addition they should obtain a purchase
order number against which the vendor may charge the
purchase. This purchase order number should be reflected
on the purchase requisition along with the words "confirming
order" and forwarded to the Central Purchasing Division on the
next working day.
C. Purchase Orders
Once a purchase order (see addendum number 4), has been issued
the City is legally committed to the vendor for the purchase and
the vendor is obligated to provide the service or goods as noted.
It is the responsibility of the Central Purchasing Division to monitor
this contract and it is therefore important that this division be
aware of all contracts between any City department and the vendor.
Central Purchasing acts as an intermediary between the vendor and
using departments.. This arrangement allows a vendor a single point
of contact with the City for referral of calls, questions, and
correspondence. While acting as the intermediary the Central
Purchasing Division can provide an effective business contact and
relieve the operating departments to perform their specific duties.
1. Correspondence and Contacts
Any correspondence sent to a vendor should be coordinated by
the Central Purchasing Division with the operating department.
A master file of all vendor contacts will be maintained. All
departments contacting a vendor, concerning a purchase order,
should inform the Central Purchasing Division of the contact
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and insure that this division is given all pertinent
correspondence for the master file. Correspondence received
from a vendor directly by the department should be referred
to the Central Purchasing Division for coordination and
filing. The Purchasing Agent will arrange to have a vendor
call upon a department if it appears as though it would be of
value to the department. Conversely, it is acceptable for
a department to directly contact a vendor for technical and
related information. If departments are currently receiving
sales representatives, the department is requested to refer
such contacts to the Purchasing Agent.
2. Expediting
If
a receipt of an order is past due, the requisitioning
department.should contact Central Purchasing Division.
It is the responsibility of the Central Purchasing Division
to expedite and research the status of an order and to keep
the requisitioning division posted as to changes in an
order's status. Any item that a division wishes to have
followed closely should be noted as a rush or important
order to allow appropriate expediting action. Expediting
is best handled by the Central Purchasing Division because
it has access to relevant information and experience in this
area and, in addition, may get a better response since this
Division as a,.whole places more business with a vendor than
each individual division and therefore may apply more
effective pressure.
3. Receiving
The requisitioning division will normally receive the goods
ordered directly from. the supplier. The items will be
delivered to the division's main office unless other location
for delivery is specified on the requisition. Since the
respective division directly receives the goods or services,
it is the responsibility of the division to file a receiving
report. The receiving report should convey what commodity
or service was received, when it was received, in what
quantity, in what condition, and by whom. It should further
indicate if the order was received as originally specified
and if any of the goods are to be returned because of
unacceptable conditions.
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The 'copy
second of the purchase order has been designed to act
as a receiving.report and should be held by the division until
the goods are received, (see addendum #5). Upon receipt of an
order the division should promptly fill out the report and
forward it to.the Central Purchasing Division within two
working days. Any papers which accompany the delivery, such as
an invoice or packing slip, should be forwarded with the receiving
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report. Immediately notify the Central Purchasing Division
via the receiving report if an improper, damaged, or other-
wise unacceptable shipment is received or if an order is
to be refused. The receiving report at this point becomes
the supporting documentation for withholding payment from
the vendor. Similarly, an authorized signature on the
receiving report is needed to indicate acceptance of the
order to initiate payment. Any questions regarding the
delivered goods should be directed to the Central Purchasing
Division.
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rursonnei noising the roilowing positions are authorized to initiate and approve
requisition's for operational items with a total dollar value less than $250.
Administrative Assistant
Administrative Engineer
Assistant City Attorney
Assistant City Engineer
Building Official
Buyer
City Clerk
City Forester
Civil Engineer
Controller
Director of Community Relations
Director of Employee Relations
Equipment Superintendent
Park Superintendent
Parking Systems Supervisor
Police Chief
Pollution Control Superintendent
Recreation Superintendent
Refuse Supervisor
Senior Planner
Street Supervisor
Traffic Control Superintendent
Transit Superintendent
Treasurer
Water Superintendent
ADDENDUM+: 2
Personnel holding the following positions are authorized to initiate and approve
requisitions for all operational and capital outlay items. Capital outlay
expenditures also require prior authorization and concurrence of the
City Manager.
Assistant Finance.Director
City Engineer
Director of Community Development
Director of Finance
Director of Parks & Recreation
Director of Public Safety
Director of Public Works
Director of Urban Renewal
Fire Chief
Library Director
Purchasing Agent
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11 QUANTITY UNIT
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PURCHASE ORDER NUMBER
DEPARTMENT TITLE-
DIVISION
ITLEDIVISION
ACCOUNT NUMBERS
DA'
DESCRIPTION
1g_ No.
UNIT PRICE
EQUIPMENT NUMBER
DEPARTMENTAL AUTHORIZATION
DEPARTMENT HEAD
DIVISION HEAD
CITY OF IOWA CITY
PURCHASE REQUISITION
SUGGESTED VENDOR
ADDRESS
11 QUANTITY UNIT
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PURCHASE ORDER NUMBER
DEPARTMENT TITLE-
DIVISION
ITLEDIVISION
ACCOUNT NUMBERS
DA'
DESCRIPTION
1g_ No.
UNIT PRICE
EQUIPMENT NUMBER
DEPARTMENTAL AUTHORIZATION
DEPARTMENT HEAD
DIVISION HEAD
Ne -13814
PURCHASE ORDER ORDER NUMBER MUST APPEAR
CITY :.®17 IOWA CITY ON AL l PACKAGES AND INVOICES
410 E. Washington Street
Iowa City, Iowa 52240 DATE
eF -TO- � � -SHIP TO- �
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Instructions:
1. PURCHASE ORDER NUMBER: VENDOR MUST SHOW PURCHASE ORDER NUMBER ON ALL PACKAGE, SHIPPING PAPERS, INVOICE AND
CORRESPONDENCE.
2. INVOICING AND CORRESPONDENCE: SEND INVOICES IN DUPLICATE AND CORRESPONDENCE TO PURCHASING DIVISION, DEPT. OF
FINANCE, CIVIC CENTER, IOWA CITY, IOWA 52240,-- NOT TO INDIVIDUAL DEPARTMENTS.
3. SHIPPING: F.O.B. DESTINATION WITH SHIPPING CHARGES PREPAID UNLESS OTHERWISE SPECIFED.
4. TAXES: NO STATE OR FEDERAL TAXES SHALL BE INCLUDED IN PRICES BILLED.
QUANTITY UNIT DESCRIPTION ACCOUNT UNIT TOTAL
COST AMOUNT
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_ PURCHASING AGENT
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RECEIVING REPORT FOR CITY OF IOWA CITY PURCHASE ORDER NUMBER N° 13914
F-JALL GOODS OR SERVICES AS SPECIFIED HEREON HAVE BEEN RECEIVED IN AN ACCEPTABLE CONDITION
GOODSOR SERVICES AS SPECIFIED HEREON HAVE BEEN DELIVERED IN AN UNACCEPTABLE CONDITION (PROVIDE
A COMPLETE EXPLANATION BELOW)
OTHER (PROVIDE A COMPLETE EXPLANATION BELOW)
DATE GOODS OR SERVICES RECEIVED: 19- RECEIVED BY:
-TO- -SHIP TO -
L I L -�
EXPLANATION OF THE ITEM CHECKED ABOVE:
I
I QUANTITY
r
0
IN
it
0
UNIT
DESCRIPTION
ACCOUNT UNIT I TOTAL
COST AMOUNT
REQUISITION NO.
PURCHASING AGENT