HomeMy WebLinkAbout2003-05-12 Correspondence City of Iowa City
MEMORANDUM
Date: May 6, 2003
To: City Council
From: City Manager
Re: Budget Reduction Plan ~'
As we are all aware, the State legislature has seen fit to approve legislation resulting in a
dramatic reduction in State aid to municipal governments. These reductions, which involve a
repeal of existing law, are applicable to our FY04 budget and thereafter. The FY04 budget was
approved by the City Council and submitted to the State in March as required by law.
The State aid to municipal governments involved the consolidated payment from the State for
population, personal properly tax reimbursement, monies and credits, as well as the bank
franchise fees. These amount to slightly over $1 million in our FY04 General Fund. Considering
we levy $18,500,000 in property taxes for our General Fund operations, this represents 5.4% of
General Fund property tax revenues for FY04.
Additionally, we have also been advised the residential rollback for FY05 will decline
dramatically from its current 51.3% to 47% or less. The rollback represents another loss of
income to our General Fund and is projected to result in a further revenue reduction in FY05 of
$800,000. In order to effectively address these circumstances, both fiscal years 04 and 05 need
to be considered in order to assess the full impact of these State reductions. All of these issues
in combination require we permanently reduce our proposed FY04 budget and our projected 05
budget, as well as consider what other future revenue alternatives might be available. We are
using maximum taxing authority for our General Fund operations.
One of the greatest problems in reducing any government's budget is the highly political
question of the relative value of public services. All public services are valuable, at least to those
citizens who utilize the particular service.
Most everyone would agree there are varying levels of public services. Some services benefit
many, others a few. The continuum of public services ranges from mandated programs that
cannot be reduced to programs that have evolved because of community interests. As we work
to reduce our services/programs in the face of the recent State executive/legislative action, we
would hope to achieve some balance in the task of reducing - a daunting task for the Council.
State Reductionin Aid
May 6, 2003
Page 2
In order to develop a Budget Reduction Plan that minimizes the effect on public services and
our employees, as well as meet the financial constraints imposed upon us, we initiated
abbreviated but intense review of departmental operations and have prepared for your
consideration program reductions and revenue increases, as well as an implementation
strategy. Some of the service reductions involve internal accountability and administrative
systems that support our organization, and others that provide direct service to the community.
The new and/or amended revenues suggested will require Council legislative authorization,
preferably early in the process.
In order to minimize the impact of the budget reductions implemented and others as you might
direct, we are proposing, to the fullest extent possible, these reductions be phased in over the
next 18 months - July 1, 2003 to January 1, 2005. Our current cash position that has supported
our highly favorable credit rating and due to our historic efforts to maintain these healthy
reserves will allow us some discretion in implementing budget changes. This can protect us
from severe and immediate changes such as those recently imposed by the State. However,
our reserves cannot provide monies to offset the overall effect of the reductions in revenue by
the State. Permanent reductions and/or revenue increases must be initiated. A phased
approach is somewhat unique and does require commitment to a plan of reduced service, but
also allows a more thoughtful, deliberate approach to the overall reduction in force that will need
to occur.
There are service reductions you may find acceptable and others you may not. Proposed
reductions and options have been prepared. The ability to phase a particular service reduction
will also need to be determined as you assess each reduction proposal. You have the ability to
move decisively and make reductions immediately. However, we believe our planned approach,
which incorporates managed attrition, is better for all concerned - the community, our
employees, and our overall financial position.
In the preparation of the Budget Reduction Ptan, a basic underlying premise was used - we
would "manage our way" through these difficult circumstances and not create a knee-jerk
response. We applied the following principles to our proposal:
State Reduction in Aid
May 6, 2003
Page 3
1. We have attempted to bring a balanced approach to service changes/reductions without
severely compromising the overall mission of the department which provides the particular
public service.
2. We would attempt a managed process whereby a phasing of these reductions would occur.
Wherever possible in implementing our managed attrition plan, the direct impact on
employees (immediate layoff) is minimized. This also has an added benefit of minimizing
unemployment compensation costs (we are self-insured).
3. With a managed attrition plan, we utilize our historic retirement patterns and annual turnover
experience to support a phased implementation policy for the Budget Reduction Plan. As of
January 1, 2005 we will have 25 employees eligible for retirement. Please note we cannot
make someone retire, but our experience is that many will choose to do so. Also annual
turnover and other resignations are factored into the reduction in force. If there is not
sufficient reduction in proposed permanent employment as outlined in the BudgEt Reduction
Plan, it will of necessity require implementation (layoff) of the reduction. We are working to
minimize those circumstances. In implementing a managed attrition plan, my office will
need discretion in determining which positions are filled and those which are not. In order to
reduce total employment, attrition plans and/or freezes must be used wisely. Attrition is
random, that is those who wish to retire or resign are not the positions involved in the
service reduction. Certain positions may need to be filled. Without management discretion,
an effort to reduce overall employment cannot effectively occur.
4. We would use our cash reserves to support the planned phasing of reductions. However,
certain services do not lend themselves to phasing and will require immediate reduction.
5. We must be vigilant in preserving our Aaa credit in order to assure no long-term slippage of
our financial position. This cannot be guaranteed due to the State's control over local
governments as clearly represented by the imposed revenue reductions. We are vulnerable
to State financial policy, but it will remain our goal to preserve our superior credit and the
long-term savings it represents.
6. Departments will be given goals and directions in accordance with the Budget Reduction
Plan approved by Council, and given no more than 18 months to fulfill the Budget Reduction
Plan. Periodic reports will be prepared for Council in order to update our efforts.
State Reduction in Aid
May 6, 2003
Page 4
7. County governments as well as cities will have their State aid reduced. We note we have
contracts with the County for library and senior services. If they were to reduce their
participation, we would need further reductions in the General Fund.
8. Wage freezes were not considered as a component of the Budget Reduction Plan. By
postponing adjustments for a period of time, we gain little in attempting to provide for
permanent reductions in the costs of our program of services. Additionally, there is a
question of fairness, i.e. singling out any group of employees in order to have them bear an
extraordinary financial burden while other groups do not. There is often a tendency to apply
such a freeze to administrative employees since they are not subject to collective bargaining
agreements. Many of these are long-term employees and they have been encouraged over
the years that hard work and achievement will provide certain rewards. To single out that
group discourages ambition. Like other organizations, including the universities and the
State of Iowa, we should work to assure that the compensation for our employees is fair.
We also propose that our Enterprise Funds be left out of the equation in the reductions of our
General Fund. There will be employee turnover within these funds as well as others, and we
can create an opportunity to have those employees leaving General Fund service to possibly
seek employment with a position financed by an Enterprise Fund.
I must reiterate that the circumstances we face are a direct result of the State's control over
local government finances and clearly demonstrate our financial vulnerability to t~e State. Be
that as it may, we must move decisively to respond to these changes.
The Budget Reduction Plan represents $1,340,000 in reductions, and $497,000 in new
revenues, or a total of $1,837,000. We recognize that expenses and revenues projected out
much beyond eighteen months are difficult to guarantee (also another session of the State
Legislature will occur January 2004). We believe we have made accurate projections based on
the information available.
Also included in this report are "options" which will give you some ideas about alternative
revenue increases or budget reductions. Many of the options need additional work in order to
estimate their financial consequences.
Attachment
BUDGET REDUCTION AND REVENUE PROPOSALS (not in priority order)
04 05
1. Reduction of one Associate Planner. Will result in delays in implementing -40,000
the Comprehensive Code Update. -40,000
2. Elimination of neighborhood newsletters, preparation, printing and mailing. -16,000
Will consider use of web page and encourage neighborhoods to create
their own financial resources. -16,000
3. Eliminate PIN grants from General Fund. Street and related right-of-way -15,000
improvements can be financed from Road Use Tax. A PIN grant program
related to right-of-way improvements could include minor street repair, -15,000
trees in right-of-way, neighborhood signing, trails, bikeways.
4. Reduce contribution to ICAD by 10%, or $5,000. This contribution has been -5,000
$50,000 for many years. Note the Department of Planning and Community
Development also has not filled the Economic Development Coordinator -5,000
position. These duties have been assumed, part-time, by our Community
and Economic Development Coordinator.
5. Reduce library printing and postage by $15,000. Library newsletter and -15,000
circulation notice distribution will be reduced. They will be sent
electronically to the fullest extent practical. -15,000
6. Reduce library materials budget to FY03 levels and establish this as the -15,000
new base amount. The reduction is $15,000. -15,000
7. Elimination of one FTE position. Library operational policy will determine -45,000
the specific positions. -45,000
8. Increase library fines and fees. +15,000
+15,000
9. Library commercial space to be leased and rental income accrue to -0-
General Fund. The space represents 4200 square feet on first floor and
7000 square feet in basement. Originally the income was to be used to +50,000
retire library building debt. The estimated income would be directed to the
General Fund, not debt service. An annual income when fully leased
$100,000.
10. Eliminate library parking reimbursement ($10,000) begun in 2000 to -10,000 -10,000
address library users' most persistent complaint.
11. Reduce the complement of Police Officers personnel by 5. Immediate 250,000
impact will be the elimination of DARE, reduction in Community Relations
activities, reduced patrol strength and investigative work. Other possible 250,000
staffing reductions, in lieu of, will be considered as alternative reduction
options continue to be explored.
12. Eliminate 2 full-time equivalent permanent employees in parks and/or -80,000
recreation. Final positions vacated to be determined by program
reductions, attrition and retirement effects on total departmental -80,000
employment.
O4 O5
13. Reduce all Community Events and Aid to Agencies for FY04 by 10%; and -37,000
10% for FY05. Each recipient would be notified of the reduction of 10% in
the amount the Council approved for FY04. It would become the new base -34,000
for FY05.
14. Reduce the complement of Public Works, Engineering, and related support -130,000
staff by 2½ full-time equivalents. Much of the staff time is devoted to
design, management, inspection-related services for capital and -130,000
maintenance related projects.
15. Reduce the complement of Finance and General Administrative support by -130,000
2½ full-time equivalents. These positions support our internal management
programs/policies and provide support to other City departments. -130,000
16. Charge the Housing Authority for the administrative time of the Housing +10,000
Assistant in performance of Housing Quality Standards required by the
Department of H.U.D. + 10,000
17. For the Housing Inspection Division to be fully funded by fee revenue and +90,000
maintain the same staff level, the fees would need to be increased by 42%,
or $93,000 per year. +90,000
Option - To be fully funded AND hire an additional inspector would need to
increase 66% and generate $145,000.
18. Eliminate Saturday Bus service. This service represents 11% of our -180,000
revenue miles/cost, but only 4% of our ridership. -180,000
19. Reduce advertising budget for Transit (current budget is $20,000) -5,000
-5,000
20. Charge a $.25 fare for the Downtown Shuttle. +30,000
+30,000
21. Re-do our employee training and education policies to concentrate on -75,000
continuing education requirements, training and education transferable to
other employees. Review all out of state travel related to training and -75,000
education. Discourage City employee participation in leadership roles for
professional association.
22. Increase Building Inspection fees by $70,000. Current fees amount to +70,000
$800,000 annually. An increase of $70,000 or 8% - our fee schedule would
remain similar to other area communities. +70,000
23. Eliminate the Saturday night concert series planned for downtown -8,000
pedestrian mall. -8,000
24. Reduce Parkland Acquisition Fund from $320,000 to $50,000. These +100,000
Funds would be payable to the General Fund for FY04 of $100,000; FY05
of $100,000; and $70,000 in FY06. This eliminates capital Project +100,000
contributions and a means for financing the Parks & Recreation Master
Plan.
04 05
25. Increase parking violations from $3 to $5, assuming the State Legislature +75,000
authorizes the ability to increase. +75,000
26. Reduce Hotel Tax contribution to the CVB from $137,500 to $100,000, and -37,000
change annual % contribution of Hotel tax from 25% to 20%.
-37,000
27. Eliminate Public Power study for FY04. This preliminary study was -50,000
financed in FY03 for $18,000. This would have the effect of no additional
financing available for any follow-up studies and related costs such as -0-
litigation for consideration of this proposal.
28. Increase cable revenues paid to the General Fund from current $30,000 +70,000
annually (was new in FY04) to $100,000. Will require program reductions in
cable operations. +70,000
29. Reduce Fire staff from 59 to 55. The Department is currently one over staff -184,000
(authorized 58). In 2002, 6 new firefighters were hired in anticipation of the
proposed 4th station. The new station will be on indefinite hold. -184,000
30. Good bids, mild weather "fund." 50,000
50,000
mg~proposals04-28.doc
Options (not in priority order)
1. Develop a use of right-of-way fee for water, sewer, and storm water utilities. As Enterprise
Funds these services operate in the public right-of-way, without charge. The consequences,
depending on the system used to measure the financial implications, will have a direct impact
on water and sewer rates, and the proposed fees for a storm water utility.
2. Eliminate selected Boards and Commissions. Will discontinue staff time commitment for
newest boards. They are: Public Art Advisory Committee and Police Citizen Review Board.
Direct expenses in value miscellaneous materials support and legal assistance, $4,000 and
$7,000 respectively.
3. Eliminate transit service after 7 p.m. Would be an annual savings of $226,000.
4. Direct that negotiations for airport lease payments be initiated with increased rents as the goal.
Establish a subsidy as a percentage of operations costs.
5. Assess the impact of the proposed nuisance abatement ordinance currently being considered.
6. Assess capital improvement project (those in current plan years and those unfunded) - decide
on those that have the greatest potential to increase the property tax base. Economic
development (tax base) to be higher priority in capital investment (CIP) - "bang for the buck"
economic policy.
7. Review all planning and development fees (currently they are inflation adjusted).
8. Review the biennial deer kill ($100,000/year) planned for FY04 and FY06
9. Restructure internal loans to Airport for Hangars, Senior Center, and Fire capital projects -
Extend payments? (not recommended)
Declare them paid? (can be done selectively)
10. Renegotiate SEATS agreement with County. Currently 40 hours of SEATS services are
provided on weekends (Saturday and Sunday). If service is eliminated, a savings of $48,000
annually.
11. Expanded advertising on buses, painted to reflect a product promotion. Estimated annual
income of $20,000. Could be as high as $40,000 if used on all 21 buses.
12. Eliminate selected national membership participation by the City in organizations representing
City issues, most often at the Federal level. Such as:
- National League of Cities $4,400
- American Public Transit $5,000
14. Eliminate payment of the $20,000 multi-county assessment from General Fund to ECICOG.
Maintain an involvement in ECICOG Solid Waste Management issues with funds from Landfill
revenues.
15. Increase parks and recreation fees. These include recreation programming, cemetery, shelter
rental, and City park amusements. Recreation fees are sensitive to public reqbests for these
types of services and are reviewed periodically. Cemetery and shelter fees have not been
adjusted in several years.
16. Eliminate downtown shuttle. A savings of $80,000.
Mg~udget options 1
17. Consider an "Adopt-a-Trail" program for City trails and pedestrian ways. This would be similar
to the IDOT "Adopt-a-Highway" program and our "Adopt-a-Park".
18. Consider rental of the Salvage Barn and Furniture Project. These two organizations use City-
financed facilities at the Landfill for no charge.
Mg~budge(op§ons 2
BUDGET REDUCTION PLAN
(including revenues)
Assume a permanent loss of State aid
Changes must be permanent
Minimize disruption to public service
Work toward balance in reductions
Used several measures/methods · 5-year employment history
· Community initiatives - Library
· Assess current commitments · Airport
· Public Power
· Deer kill
Consider fee for service
Turnover, retirement - our history
Revenues from others
· Cable TV- Mediacom
· Hotel tax- CVB
· County- Senior Center, Library
BUDGET REDUCTION AND REVENUE PROPOSALS (not in priority order)
04 05
1. Reduction of one Associate Planner. Will result in delays in implementing -40,000
the Comprehensive Code Update. -40,000
2. Elimination of neighborhood newsletters, preparation, printing and mailing. -16,000
Will consider use of web page and encourage neighborhoods to create
their own financial resources. -16,000
3. Eliminate PIN grants from General Fund. Street and related right-of-way -15,000
improvements can be financed from Road Use Tax. A PIN grant program
related to right-of-way improvements could include minor street repair, -15,000
trees in right*of-way, neighborhood signing, trails, bikeways.
4. Reduce contribution to ICAD by 10%, or $5,000. This contribution has been -5,000
$50,000 for many years. Note the Department of Planning and Community
Development also has not filled the Economic Development Coordinator -5,000
position. These duties have been assumed, part-time, by our Community
and Economic Development Coordinator.
5. Reduce library printing and postage by $15,000. Library newsletter and -15,000
circulation notice distribution will be reduced. They will be sent
electronically to the fullest extent practical. -15,000
6. Reduce library materials budget to FY03 levels and establish this as the -15,000
new base amount. The reduction is $15,000. -15,000
7. Elimination of one FTE position. Library operational policy will determine -45,000
the specific positions. -45,000
8. Increase library fines and fees. +15,000
+ 15,000
9. Library commemial space to be leased and rental income accrue to -0-
General Fund. The space represents 4200 square feet on first floor and
7000 square feet in basement. Originally the income was to be used to +50,000
retire library building debt. The estimated income would be directed to the
General Fund, not debt service. An annual income when fully leased
$100,000.
10. Eliminate library parking reimbursement ($10,000) begun in 2000 to -10,000 -10,000
address library users' most persistent complaint.
11. Reduce the complement of Police Officers personnel by 5. Immediate 250,000
impact will be the elimination of DARE, reduction in Community Relations
activities, reduced patrol strength and investigative work. Other possible 250,000
staffing reductions, in lieu of, witl be considered as alternative reduction
options continue to be explored.
12. Eliminate 2 full-time equivalent permanent employees in parks and/or -80,000
recreation. Final positions vacated to be determined by program
reductions, attrition and retirement effects on total departmental -60,000
employment.
04 05
13. Reduce all Community Events and Aid to Agencies for FY04 by 10%; and -37,000
10% for FY05. Each recipient would be notified of the reduction of 10% in
the amount the Council approved for FY04. It would become the new base -34,000
for FY05.
14. Reduce the complement of Public Works, Engineering, and related support -130,000
staff by 2½ full-time equivalents. Much of the staff time is devoted to
design, management, inspection-related services for capital and -130,000
maintenance related projects.
15. Reduce the complement of Finance and General Administrative support by -130,000
2½ full-time equivalents. These positions support our internal management
programs/policies and provide support to other City departments. -130,000
16. Charge the Housing Authority for the administrative time of the Housing +10,000
Assistant in performance of Housing Quality Standards required by the
Department of H.U.D. +10,000
17. For the Housing Inspection Division to be fully funded by fee revenue and +90,000
maintain the same staff level, the fees would need to be increased by 42%,
or $93,000 per year. +90,000
Option - To be fully funded AND hire an additional inspector would need to
increase 66% and generate $145,000.
18. Eliminate Saturday Bus service. This service represents 11% of our -180,000
revenue miles/cost, but only 4% of our ridership. -180,000
19. Reduce advertising budget for Transit (current budget is $20,000) -5,000
-5,000
20. Charge a $.25 fare for the Downtown Shuttle. +30,000
+30,000
21. Re-do our employee training and education policies to concentrate on -75,000
continuing education requirements, training and education transferable to
other employees. Review all out of state travel related to training and -75,000
education. Discourage City employee participation in leadership roles for
professional association.
22. Increase Building Inspection fees by $70,000. Current fees amount to +70,000
$800,000 annually. An increase of $70,000 or 8% - our fee schedule would
remain similar to other area communities. +70,000
23. Eliminate the Saturday night concert series planned for downtown -8,000
pedestrian mall. -8,000
24. Reduce. Parkland Acquisition Fund from $320,000 to $50,000. These +100,000
Funds would be payable to the General Fund for FY04 of $100,000; FY05
of $100,000; and $70,000 in FY06. This eliminates capital Project +100,000
contributions and a means for financing the Parks & Recreation Master
Plan.
04 05
25. Increase parking violations from $3 to $5, assuming the State Legislature +75,000
authorizes the ability to increase. +75,000
26. Reduce Hotel Tax contribution to the CVB from $137,500 to $100,000, and -37,000
change annual % contribution of Hotel tax from 25% to 20%.
-37,000
27. Eliminate Public Power study for FY04. This preliminary study was -50,000
financed in F¥03 for $18,000. This would have the effect of no additional
financing available for any follow-up studies and related costs such as -0-
litigation for consideration of this proposal.
28. Increase cable revenues paid to the General Fund from current $30,000 +70,000
annually (was new in FY04) to $100,000. Will require program reductions in
cable operations. +70,000
29. Reduce Fire staff from 59 to 55. The Department is currently one over staff -184,000
(authorized 58). In 2002, 6 new firefighters were hired in anticipation of the
proposed 4~h station. The new station will be on indefinite hold. -184,000
30. Good bids, mild weather "fund." 50,000
50,000
mgr~proposals04-28.doc
Page 1 of 1
Marian Karr
From: John Loomis [Ioom@mchsi.com]
Sent: Monday, May 12, 2003 4:55 PM
To: council@iowa-city.org
Cc: joshua@icccvb.org
Subject: budget cuts
To the City Council:
12 May 03
I am writing to express concern over potential budget cuts to the Iowa City/Coralville Convention & Visitors Bureau and its
adjunct organization, The Johnson County
Cultural Alliance. As President of Arts Iowa City, I recognize the important role these agencies have played in
our development over the last year. Just this coming
Thursday and Friday, we intend to open our new gallery downtown, once again visible on the street in Iowa City. The
CVB and JCCA have been major partners in helping
us redefine and reestablish ourselves as a cultural force in the area. And through their leadership and moral support we
have developed a web site designed to advertise
our events and to support our member artists in a way that links the artists to patrons as never before. The CVB and
JCCA have been an integral part of our
strategic plan to be an active player in this community. Please consider that the strength of The Bureau has a direct effect
on the strength of our organization and our
ability to keep the arts and culture a vital part of the area's quality of life.
Sincerely,
John F. Loomis
President, Arts Iowa City
5/12/03
G R O U P
May 12, 2003
Honorable Mayor Emie Lehman and City Council Members
City of Iowa City
410 East Washington Street
Iowa City, Iowa 52240
Dear Mayor Lehman and Council Members:
We all realize the drastic impact the state legisleture has had on local government since
the announcement of the passage of the Reinvenfing Government bill a couple weeks
ago. Not only is the impact felt within the general operations of city government, but
recent recommendations by the City of Iowa City has shifted the revenue shortfall to
organizations such as the ICAD Group.
Currently, the City of Iowa City is the largest single investor in the ICAD Group, providing
$50,000 annually to our budget. Recent recommendations call for an annual reduction
of $5,000 for each of the following two years. Though we realize these unprecedented
budget cuts were unfaidy forced upon our local governments, we believe lessening the
City of Iowa City's investment in ICAD may compromise the recent economic successes
that our organization has partnered with the city to achieve.
In the past two years, ICAD has worked closely with existing and prospective businesses
in assisting them with their growth in Iowa City and the surrounding area. These
projects include:
·Owans-[llinois building; and expansion. This project, total~g ! 41,000 squar¢-£eet, provides nearly
50 jobs and mo~e than $20 million of'capital iavestmeat.
·'New ]Vlarsh Advantage building in Nortligate. This 57,$00 square-toot project, totals nearly $9
million. The new facility provides space ~r an adclitionaJ 35 ~ull-fime employees.
·Alpla ot' Iowa buildin~ and recent expansion. This project provides ! 44,000 square-foot t'acility
and more than $20 million in capita] investmeat. The company has ~a~rly 50 employees.
· Procter & (~amb]e Iowa City facility. This Fortune 500 company has completed a
toot adclitio~] to create a $!.3 mLllion taxable invesanent. The P&O Distribution Center ia West
Branch will most certainly r~aln and add taxable housin~ and commercial values t'or Iowa City.
· [,opal'ex added 45 additional posJtJmts to their Iowa (~Jty operatJon~ t~anst'en-Jng ma~¥ of'these
jobs from their Chica~o 0p~ration.
In addition to the successful projects listed above, our office is working closely with the
City of Iowa City's Economic Development Coordinator on several local expansions·
One expansion, which we expect to announce in June, will add an additional 40
employees, and the already announced GEICO Direct project will add more than 100
employees to the area labor market.
We strongly believe the City of Iowa City is seeing additional taxable benef'Rs to the
community because these basic sector employment expansions and new facilities create
IOWA CITY AREA DEVELOPMENT GROUP, INC.
325 E. Washington · Suite 100 · PO Box 2567
Iowa City, Iowa 52244-2567
(319) 354.-3939 · Fax {319) 338-9958
additional commercial and residential development in the community. In addition, the
many projects we have assisted with in Kalona, North Liberty, West Branch and
Coralvilie have had a positive impact on housing and commercial development in Iowa
City.
Finally, it is important to note Iowa City is currently investing 80 cents per capita in
ICAD's operations, while the other six communities in our service territory are paying
$1.25 per capita. A decision to approve the staff recommended cuts would have Iowa
City paying more than 50 cents less per capita than our partnering communities.
Again, we realize the difficult situation you face regarding these budget cuts. We ask
that you weigh the cost of reducing ICAD's modest budget with the recognized short-
term gains already received and the long-term benefits of a focused, professional and
ddven organization working in partnership with business and public leaders.
Chair
Page I of 1
Marian Karr
From: John & Sandra Hudson [John. Sandra. Hudson@att.net]
Sent: Monday, May 12, 2003 3:01 PM
To: cou ncil@iowa-city.org
Cc: Joshua Schamberger
Subject: Proposed budget cuts
We urge the City Council to reconsider its proposed budget cut to the Iowa City/Coralville Convention and
Visitors Bureau (CVB).
The Galleries Downtown at 218 E Washington Street is just one important addition to the life of Iowa City,
which will help to bring new visitors and new business to downtown. The Galleries Downtown will be the new
gallery venue for Arts Iowa City, one of the members of the Johnson County Cultural Alliance (JCCA). JCCA
is a new cultural force in Johnson County, and has been receiving attention statewide. The collaboration of the
more than 55 member organizations of JCCA is made possible by the active leadership and support of the CVB.
A 27% cut to the CVB by Iowa City will seriously compromise CVB support of JCCA.
We urge continued support of the CVB budget and downtown vitality.
John and Sandra Hudson
What's happening this weekend in Iowa City/Coralville?
Visit http.'//www,culturalcorridor~org to find out!
CulturalCorridor.org is a joint venture of the Johnson County Cultural Alliance and the Cedar Rapids Area
Cultural Alliance.
5/12/03
Marian Karr
From: Marcia Klingaman
Sent: Monday, May 12, 2003 8:55 AM
To: *City Council
Subject: FW: cuts
..... Original Message .....
From: Judy Pfohl [mailto:jpfohl@hotmail.com]
Sent: Sunday, May 11, 2003 8:39 AM
To: Marcia_Klingaman@iowa-city.org
Subject: cuts
Marcia,
Please forward this to the appropriate person.
I appreciate all the city has done for the neighborhoods with the PIN
grants. We greatly appreciate our park/VVest High trail and prairie plot
at Kiwanis Park. I realize in budget cut times it is preferable to
neighborhoods to eliminate the grants and leave more money for fire, police,
buses, and parks, if possible. Those are for the city greater good. When
funding increases again we would hope the option for PIN grants will return.
I would hope one mailing per year for neighborhoods would be maintained as
an option for those not affluent enough to have websites, or other
communication means. We are lucky with only 3 access points we can post
news on signs instead. I am sure Marcia will help all neighborhoods seek
alternative communication where possible.
Iowa City is a great city to live in and we appreciate all the hard work
the city employees and council are doing. I am sure that is not expressed
to you often enough.
Thank you.
Judy Pfohl
Tyn' Cae Neighborhood President
MSN 8 with e-mail virus protection service: 2 months FREE*
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Marian Karr
From: JoAnn Castagna riecdrcl@pop.earthlink.net]
Sent: Friday, May 09, 2003 5:08 PM
To: cou ncil@iowa-city.org.
Subject: Balancing the new budget
I was sorry to see that eliminating Saturday bus service is one of
the recommendations for balancing the budget. I don't ride the bus
on Saturday very often, but I do take the bus to work every day. I
think it is somewhat ironic that the target is Saturday transit
rather than daily, "prime time" riders--I suspect that the 4% of the
ridership that occurs on Saturdays consists primarily of those who
have little other access to transportation /which is different I
think from the situation of those whose access during the week is
being preserved). Numbers alone don't tell the whole story, and the
city should continue to provide service where it is most needed.
Many of those who use the bus as their primary mode of transportation
(and thus are riding on Saturday) are economically disadvantaged or
otherwise without access to alternatives like cars, and may include
students {especially international students) who are also less likely
to have the funds available for that other suggestion of 25
cents/trip shuttle fares. A better solution might be to raise
daytime fares (New York City, also facing budget problems has done
this), especially the subsidized fares for University employees
(those employees can likely afford additional costs), and to move to
smaller buses for evenings and Saturdays, to offset the costs of the
Saturday and evening trips. Perhaps it would also be possible to set
up a semester-pass for the shuttle that could also be subsidized by
the University as the bus passes are, rather than charging per trip.
Otherwise, I suspect that shutle ridership will decrease greatly and
there will only be more cars to be accomodated downtown weekdays.
Sincerely,
JoAnn Castagna
P. O. Box 842
Iowa City, Iowa 52244
Marian Karr
From: Terry Dunlap [terry-dunlap@uiowa.edu]
Sent: Friday, May 09, 2003 8:57 AM
To: council@iowa-city.org
Subject: budget
Get rid of the 'free shuttle' - it's a city subsidized cambus used
basically by lazy students who live close by.
Eliminate Steve's $400 month car allowance.
Stop giving out tax rebates/abatements to wealthy local developers.
Increase employee contributions towards increased health care costs.
Freeze salaries for a year.
Don't sell property to local wealthy developers for a fraction of it's
value when you have others lined up offering full price without rebates.
Think about spending even during the good times - for example the expensive
asphalt turn-arounds many removed not long after being installed.
Expensive kiosk's.
Interest free loans and donations to projects such as the Englert.
Development of the peninsula.
I can't imagine how much it cost to hash over the smoking and drinking
issues forever - then to be right back where we started.
Street beautification/parking ramps/libraries/ etc should be prioritized
and not be done all at once. Think ahead.
Spend spend spend spend spend spend spend. Then tell the citizens that
police and fire protection will need to suffer due to the short fall. I
maintain my older cars because I can't afford a new one. I have put off
(for years) updating my home due to my budget. I can't give myself a raise
by simply increasing fees, etc. Property taxes continue to go up and up
and up, and I feel like I am getting less. I think that it is time to
financially start managing this city like it's citizens are forced to.
Please respond to this with some logical explanation of why we are at this
stage of crisis. The easy way would be to blame it on somebody else, I
would like to see somebody take some responsibility. Thanks, Terry.
Marian Karr
From: BONNIERL@aoI.com
Sent: Friday, May 09, 2003 8:28 AM
To: cou ncil@iowa-city.org
Subject: Saturday transit means jobs
Dear Councilors:
I read with regret most of the suggestions for budget cuts in response
to State cutbacks. However I read with ALARM the proposal to eliminate
Saturday public transit and to curtail SEATS service further. My employment
involves placing iow income and disabled people in employment, to reduce
financial dependency and frankly to help people stay housed and fed. In this
service based economy the ability to get to work evenings and weekend is
essential. People without dependable transportation do not get or keep
employment. People with entry level jobs cannot afford an automobile; people
with medical conditions like seizures cannot drive. And in some circles,
people who do not get employment are punished by removal of other benefits
like FIP and may become homeless.
Even for those who work a five day week, Saturday transit means
groceries and maybe even some social life. Without Saturday transit we will
see some loss of employment and probably some increase in homelessness.
Please save Saturday transit and SEATS evening hours. I will ante up
on parking tickets, library fines and other of life's annoyances to keep
essential services. Those of us with two cars in the driveway forget that
bus service is not a frill.
Sincerely,
Bonnie Love
1328 Esther Street
Iowa City, IA.
Page 1 of 1
Marian Karr
From: Jane Van Voorhis riane-van-voorhis@uiowa.edu]
Sent: Friday, May 09, 2003 4:02 PM
To: cou ncil@iowa-city.org; steve-atkins@iowa-
city.org
Subject: Flag Raising Ceremony at the Old Capitol
Greetings all,
We would be pleased if you could join us at the flag raising ceremony at the Old Capitol to be held on Tuesday, May 13 at
12:15 p.m. Attached below is a press release issued today. We look forward to commemorating an Iowa City icon and hope
that you will be able to attend.
Sincerely,
Jane Van Voorhis
Flags To Be Raised Over Old Capitol May 13
Flags of the United States and the State of Iowa will be raised over the Old Capitol Museum during a ceremony to begin at
12:15 p.m. Tuesday, May 13 at the University of Iowa. The event will mark the first time the flags have been raised over Old
Capitol since a fire destroyed that structure in November 2001.
The building's new bell will also be rang for the first time as part of the ceremony.
UI President David Skorton and other university dignitaries will participate in the short ceremony. The public is cordially
invited to attend. More details will be announced Monday.
The new dome of the iconic university building was lifted into place this past February. At about 18 feet wide and weighing
some 12,000 pounds, it replaces the original dome, which was destroyed in a $6 million fire on Nov. 20, 2001. At least a
portion of the tarp and scaffolding covering up the dome, cupola and bell tower will be removed for Tuesday's ceremony,
allowing the first public viewing of first phase of the Old Capitol restoration project.
The new bell, a replacement for the 1,100-pound bell mined in the fire, was lifted atop the Old Capitol on Dec 30, 2002.
Knutson Construction Services lnc. of Iowa City is the contractor for Phase I of the Old Capitol restoration project.
Renaissance Restoration Inc. of Galena, IlL, constructed the dome. OPN Architects, Inc. of Cedar Rapids and Einhorn Yaffee
Prescott, Architecture & Engineering of Boston are the project's architects.
Jane Van Voorhis
Coordinator of Outreach and Special Events
The University of Iowa
101 Jessup Hall
lowa City, IA 52242
319-335-0011 (t)
319-335-0807 (f)
5/9/03