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HomeMy WebLinkAbout2003-10-23 Info Packet CITY COUNCIL INFORMATION PACKET CITY OF iOWA CITY October 23, 2003 www,icgov.org I M,SCEU^.EOUS ,TEMS IP1 Memorandum from City Clerk: Schedule for December 2003/January 2004 IP2 Email to City Clerk from Dan Daly: Electric Utility IP3 Letter from James Schnoebelen (IDOT) to Irene Klinzman: Safety Concerns Along US 6 Near iowa City IP4 Article (Boston Globe): City Council Tussles Over Obscure Rule 19 [Pfab] IP5 FY2002 Supplemental Emergency Management Performance Grant - Strategic Performance Plan: Johnson County, iowa - September 2003 [Pfab] Memorandum from Associate Planner: Historic Preservation Issues [Hard copy distributed 10/23] Historic Preservation Plan [Distributed at 10/27 Work Session] Power Point Presentation/Historic Preservation [Presented at 10/27 Work Session] Stormwater Utility Information Summary from Sr. Civil Engineer [Distributed at 10/27 Work Session] Letter from June Braverman: Senior Center issues [Distributed at 10/27 Work Session] I PRELIMINARY/DRAFT MINUTES IP6 iowa City Public Library: September 25 IP7 Police Citizens Review Board: October 14 CITY COUNCIL INFORMATION PACKET CITY OF IOWA CITY October 23, 2003 MISCELLANEOUS ITEMS IPt 3m City Clerk: Schedule for December 2003/Jal ,2004 IP2 Email to Cib Dan Daly: Electric Utility IP3 Letter from James ~oebelen (IDOT) to Irene Klinzm, Safety Concerns Along US 6 Near Iowa IP4 Article (Boston Globe): :ouncil Tussles Over Rule 19 [Pfab] IP5 FY2002 Supplemental .~ncy Manage Performance Grant - Strategic Performance Plan: ohnson C( Iowa - September 2003 [Pfab] MINUTES IP6 Iowa City Public Library: IP7 Police Citizens Review Board: 14 City of Iowa City MEMORANDUM DATE: October 23, 2003 TO: Mayor and City Council FROM: Marian K. Kart, City Clerk ~'~ RE: Schedule £or December 2003/January 2004 Below is a tentative agenda for December 2003, as well as a proposed schedule for January 2004. This information is being provided because your agenda sets a hearing for January 6, 2004. Final schedule will be discussed later in the year. Thursday, December 11 - Regular meeting packet and in£ormation packet distribution Monday, December ! 5 - Regular work session Tuesday, December 16 - Regular formal (All Council Members leave laptops for updating) Thursday, December 18 - No information packet Tuesday, December 23 - Agenda and information packet distribution (for January 5/6) (Council pick up of laptops) (Budget distribution) Thursday, December 25 - HOLIDAY Friday, December 26 - HOLIDAY Wednesday, December 31 - No information packets Monday, January 5 - Council Organizational Formal Meeting Regular Work Session Tuesday, January 6 - Regular Formal u:December schedule.doc Marian Karr IP2 From: Dan Daly [dan-daly@uiowa.edu] Sent: Wednesday, October 15, 2003 2:33 PM To: madan-karr@iowa-city.org Subject: Electric Utility Marian, I think I may have read somewhere that comments on the possibility of the city taking over responsibility of electric distribution should be submitted to the clerk by Wednesday this week. If that's the case, please include me as a citizen/homeowner/property taxpayer very much in favor of this option. We just can't afford to go on exporting all that cash when we're having to cut budgets right and left. While we're at it. We should also investigate taking over cable distribution. The city could save more tens of millions from going to wealthy out of state corporations and vastly improve services provided. My two cents. Thanks. Dan Daly 2325 Mayfield Road Iowa City, IA 52245-4815 owa Department Fransportation ~ ~ ~ Di';tdct 6 Office 319 364 0235 '~'~f 430 Sixteenth Avenue SW ' FAX: 319-364 9614 P.O, Box 3150 Cedar Rapids, lA 52406-3150 October 20, 2003 Ref: 450 Johnson County City of Iowa City hcnc Klinzman 275 Paddock Ch'cie ]t)waChy, lA 52240 SUBJECT: Sai~ty Concerns Along U.S. 6 near Iowa City Dear Ms. Klinznmn: Thank you for your letter to Steve Gent in thc Office of Traffic and Safety dated October 9, 2003 conccrning possible safety issues along U.S. 6 near the east edge oflowa City. Your letter has been forwarded to me lbr a response. The City of Iowa City has hired a consultant to develop concepts for improvements within the corridor. The Iowa DOT is reviewing the study and.will likely partner with the City in development ora project in the area. Thc study is scheduled to be ~ompleted this hll and will include proposed conceptual improvements and cost estimates. Although the Iowa DOT does not currently have a project approved for fuuding, we have tentatively ' programmed the improvements for fiscal year 2006. Thank you for the invitation to be a guest at one of the Saddlebrook community meetings. The Iowa City Area Engineer for the Io~va DOT, Newman Abuissa, has met with the Saddlebrook group previously and would be happy to attend another meeting if you feel that would be info~ative. Newman's phone number is 319-365-6986. If you have fudher questions or concerns, please feel free to contact me. Sincerely, James R. Schnoebelen, P.E. Assistant District Engineer JRS/jh cc: Steve Gent, P.E., Office of Traffic & Safety, Iowa DOT, Ames, IA 50010 Ron Iqmche, P.E., City Engineer, City of Iowa City Newman Abuissa, P.E., Iowa City Area Engineer, Iowa DOT, Cedar Rapids, IA 52404 Marian Karr IP4 From: Irvin Pfab [ipfab@avalon.net] Sent: Tuesday, October 21, 2003 4:43 PM To: Iowa City City Council Subject: 102103fw..City council tussles over obscure Rule 19: The Boston Globe, by Rick Klein - Globe Staff http;//www~b~st~n~c~m/ne~vs/!~a~/massa~husetts/artic~es/2~3/~/2~/~ity~c~un~i~ tussles_over_obscu re_rule_l 9/ City Council tussles over obscure Rule 19 Some say precept is used to quash public debate By Rick Klein, Globe Staff, I 0/21/2003 City Councilor Charles C. Yancey wanted to talk about redistricting. Three times in the past two years, he argued that the council's new plan marginalized minority voters by jamming a chunk of Mattapan into the same district as Hyde Park, and he wanted it changed. But Yancey wasn't able to get his plan debated by the City Council. Council President Michael F. Flaherty gaveled down Yancey's motion every time he brought it up, citing Rule 19, a 70-year-old power that allows the council president to table any mat~er he believes "does not have a direct bearing on the business of the council." A review of council minutes over the past two decades shows that Flaherty has been among the most likely council presidents to invoke Rule 19. He's used the power nine times since becoming president last year, and in all the motions he turned back under the rule, at least one councilor of color was among the primary sponsors. Last month, the council's three minority members held a news conference to complain about Flaherty's control of the agenda, with Councilor Chuck Turner citing "institutional racism." Flaherty denies the accusation and says that he is trying to focus the council on city-related business. As for Yancey's motions on redistricting, Flaherty argues that the discussion was moot, since the council had already approved a redistricting plan when his colleague brought up the matter. While use of Rule 19 has sometimes drawn anger, it has survived roughly intact since 1934. But now, the obscure, Orwellian-sounding power has emerged as the focal point of a political struggle on the City Council. The current frays over Rule 19 point toward a fundamental difference of opinion on the council. As Flaherty and .some of hi.s younger colleagues attempt to make the council more businessqike and orderly, they are coming up against the old-style, often colorful antics of an older generation of city leaders -- including the council's three minority members -- who see value in airing expansive concerns in a formal setting. "I see no problem with the city of Boston from time to time taking a position of condemning human rights violations, whether they take place in Boston or South Africa," said Yancey, who represents parts of Mattapan and Dorchester. "[Flaherty] has simply blocked things because he doesn't feel like talking about them. In the 20 years I've been here, I've seen no one who has abused Rule 19 like he has." Flaherty angrily denounced charges of unfair treatment, and said he reviews all p~oposals and runs them by his colleagues before ever invoking Rule 19. Most councilors, he said, support his efforts to make the City Council a more professional body. Flaherty's defenders point out that he turns down certain motions because they have little immediate link ~to city business, not because of the sponsor's race. This year alone, Flaherty has used Rule 19 to cut off debate on the war in Iraq, the propriety of the Patriot Act, and whether Philadelphia should free an activist arrested during the 10/21/03 2000 Republican National Convention. All of those motions were proposed by a councilor of color. The recent history of the council shows huge variations in how Rule 19 has been imposed. Over the last 20 years, the council was stopped from debating voting rights for Puerto Ricans and the imprisonment of a social activist in Peru. But it did offer praise for a late president of Mozambique and call for residents not to purchase seafood products from Iceland. Councilor James M. Kelly, who was council president from 1994 to 2000, was so strict in enforcing Rule 19 from the outset that he didn't have to invoke it once in his last four years as president. By then, he had gotten the message out that extraneous matters wouldn't be allowed. "The council is a legislative body, not a debating society," said Kelly, of South Boston. "We have a lot to do addressing the needs of our constituents. I love a debate. I love a good tussle. But it's not what I was elected to In contrast, former councilor Bruce Bolling, who was council president in 1985 and 1986, let almost anything proceed to debate. The city's residents depend on their councilors to represent them, including on some issues that extend beyond the city's borders, he said. "If a councilor expressed a desire to talk about a given issue, I felt that as an elected official, they had a right to express his or her view, even if it was not germane to council business at that time," Bolling said. Flaherty's critics contend that he has inconsistently applied Rule 19. Last year, he allowed debate on a resolution condemning the Patriot Act. But this year, he said no, citing Rule 19. Turner, who has led the criticism of Flaherty's use of the rule, said the Patriot Act raises important issues concerning the federal government's attitude toward civil rights. From a lack of federal involvement in lynching cases to the use of federal resources to tap Martin Luther King Jr.'s phones, he said, the government's record on civil rights has been spotty when it comes to minorities. "The council should be a framework for understanding advocacy and action," said Turner, who lives in Roxbury. "There is no logic at all to not being allowed to discuss the Patriot Act." But to Flaherty, the Patriot Act is the sort of matter that the council should let alone, because it is a purely federal matter. Last year, he said, he was mistaken to allow it and did so as a gesture of good will to Turner, who sponsored the measure, and to avoid a spectacle on the day that the parents of the late councilor Brian Honan were attending the council meeting. "There are appropriate forums and ways that elected officials can make a political statement," Flaherty said. "It just should not be taking place on the City Council floor. We're the legislative branch of city government." Turner and his allies are pushing a rewrite of council rules that would allow a majority vote to overturn a Rule 19 decision. Another group of councilors, meanwhile, has offered a compromise that would allow extraneous matters to be discussed after regular council sessions but in the council chamber, similar to the after-hours speeches that are delivered in Congress. If the matter isn't worked out this fall, it will probably be debated in February, when the council approves its internal rules for the new session. Some councilors are anxious to see the subject changed as quickly as possible. 'Tve got enough things to do that address the lives of the people we represent," Kelly said. Rick Klein can be reached at rklein(~globe, com. From Council Member Pfab FY 2002 Supplemental Emergency Management Performance Grant Strategic Performance Plan Prepared Exclu~ivel!l for Johnson County, Iowa Septeii~ber 2003 Table of Contents ~ble of Contemns 2 Ackaowt~d~-~zeats 3 ~-e~e~ of Johnson C~nty's Plam~ S ~emds and Conditions _6 ~e~ds ~nd Condi~on~ 6 Ove~ew of ~he Ju~s~c~o~ 6 O~her Co~si~er~ons E~or! Boo~mark not decreed. H~ds R~ for Jo~som Coun~z 6 H~d Ym~vsis. ~sk Assdssmemt, Vu~erabiERz Assessment, Impact Am~5~s~E~or! ~oo~ark not de,med. N~a~ve on JoNmsom Count- Data E~or} Boo.ark not de,med. Summmm~ E~orl Boo,ark not de,med. P~ i. T~e Base,ne 7 P~ 2. Ex~i~a~om of LocE .%~eemem~ -,~4~ EM_~ S~d~ds for Ca~aci~ 9 E~e=aency i~anmaement i~ission for the Ju~sdiciion 10 ~al~ for the Ju~sdic/ion 11 O~iec~ve~ 12 Ju~s~ctional ~o~ties 22 J~sdlctlon~ ~i~ia~'e~ 23 Acknowledgments The Planning Group for the Johnson County Emergency Management Strategic Performance Plan would tike to express its appreciation for the support and expertise provided by the many individuals and organizations throughout the assessment and pIanning phases of our work. Special thanks is offered to the following: · The Johnson County Emergency Management Commission The Johnson County Board of Supendsors · The Johnson County Sheriff · The Johnson County Public Health Services Johnson County Assessment and Strategic Planning Team To best proxdde a baseline assessment amd strategic performance plan that best addresses identified emergency management and homeland security gaps and prior/ties of the county, a multi-agency team assembled to complete these critical steps toward achieving excellence Lq Johnson County's emergency management program. The following team members worked together for months to complete the Emergency Management Accreditation Program Assessment and the Johnson County Strategic Performance Plan: · Johnson County Emergency Management Commission · Johnson County Emergency Management Agency · Johnson County E91 1 JoLqt Serv/ce Board · Johnson County Sheriff's Office · Johnson County Board of Supervisors · Johnson County Public Health Services · Midwest Development & Planning Service, LLC Overview of Johnson County's Plan The need has increased for every county in Iowa and the United States to focus attention and resources on ensuring citizens are living mhd workS~g in safe and secure cormmunities. This strategic performance plan is Johnson County's overarching view of its responsibility to increase and maintain capacity to respond and protect people, the la_nd, and the property of Johnson County. This plan looks at the jurisdiction's capacities, opportunities, and shortfalls holistically, recognizing the need for integration and cooperation among many entities. Taking a new view, this plan no longer considers hard and fast lines separating the functions and the responsib/lities of organizations ranging from £~re departments and emergency medical services to public health to law enforcement to emergency management. All are taking a step back to reassess the opportunities to work hand in hand on these critical capacities, bridging across disc/plines to establish greater communication and meeting common needs. This plan outlines Johnson'County's emergency management and homeland security strategic needs and the steps that will be taken to meet those needs. Because of the holistic, CrOss-discipline approach, there will be benefit in this plain and the accompanying actions to the varied stakeholders in the county. Decisions have been made based on data and irrforrnation about all hazards facing this county - natural, technological, and human-caused - and on the current ability of Johnson County to provide the core functions of emergency management. The stage is set for the jurisdiction to progress according to the plan and show the resulting increased capacity in a way that cam establish a justification for ongoing funding of priority efforts. The findings will assure that a coordinated effort can be undertaken in Johnson County to strengthen the emergency management program. It is important to have a holistie view in the development of this plan. Johnson County, having completed the assessment, and using those findings to determine the need for expending resources to increase capacity within the emergency management program, will be in a position to request funding for the enterprise. Future funds will be allocated based on making progress in the areas identified for the jurisdiction, and this plan allows Johnson County to show it is taking dear steps toward the EMAP standards a_nd toward best proxriding for the safety and security of its residents. The expectation for erzhanced capacity in the emergency management prograzn is clear. Like~xSse, it is anticipated this cannot happen through the efforts of the Emergency Management Commission alone. A broad involvement of many entities, establishing the plan, and coming together in its implementation is intrL~sic to overall SUCCCSS. Trends and Conditions Overview of the Jurisdiction Johnson County is situated in south-eastern Iowa and has eleven (11) incorporated communities within its boundary. The major types of indusCry wi~izin Johnson County, accordLng to 2000 U.S. Census Bureau data, consists of education, service delivery, retail, government and agriculture related. Whereas the State of Iowa has experienced a 6% increase in its population bel~veen 1990 and 2000, Johnson County's population has had a thirteen {13) percent increase during this same period. The County continues to experience steady growth. According m population estimates from the U.S Census Bureau, it is es~-nated that Johnson County will continue to see a growth rate, at or near 5-7% annually. In Johnson County, the majority of people live in th~ incorporated communities, which is also where the greatest population increase occurred (1990-2000}. Hazards Rankin~ for Johnson County l~nk Hazard 1 Riverine Flooding 2 Hazardous Material Incident 3 Summer Storms 4 Tornado 5 Winter Storm - Blizzard 6 Windtorm 7 Aiz Transpo~ation Incident 8 Hailstorm 9 Extreme Heat/Cold 10 Earthquake * Please see i;he Johnson CounttJ Loca! Hazard Mitigation plan onj~Ie for further details. Determinin the Baseline Part 1. The Baseline An accurate baseline determination will aid Johnson County to identify amd prioritize actixdties and programs in malting progress toward enhancing the emergency management and homeland secur/ty capacity of the jurisdiction and to meet the EMAP standard he each functional area.._In addition, the baseline w/ll reflect where the county currently stands as it relates to the mission and goals. A baseline determination has been made for each of the EMAP functional areas of emergency management. Program Management: the program is institutional/zed and documente¢, has a d/rector, encompasses a formally established forum for collaborative development, and periodically conducts a comprehensive assessment of the program elements. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Laws & Authorities: the legal authorities for the development, implementation, and maintenance of an emergency management program and capability. These principles serve as the foundation for the program and its act/v/ties. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Hazard Identification & Pdsk Assessment: the identification of the hazards with the greatest potential to affect lives and property and an assessment of the likelihood, vulnerab/lity, and Lmpact of incidents that could result from exposure to these hazards. Scheduled to be updated by October $, 2003. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Hazard Mitigation: a program's approach to target resources and prioritize mitigafion activ/ties to lessen the effects of disasters to cdt/zeus, communities, businesses, and industries. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Resource ManaEememt: the identiScation, acquisition, distribution, accounting, amd use of personnel and major items of equipment for essential emergency functions. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard P}armin~: setting the overall course of the program through strategic, emergency/operations response, mitigation, and r~covery plans. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard D/rection, Controi, and Coordination: the capability to monitor for emergencSes and disasters, analyze situation mad decide how to respond, direct a_nd coordinate response forces, coordinate, with other jurisdictions, and use available resources efficiently and effectively. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Communications & Warrmag: establishing, using, maintal_ning, augmenting, m~d prov/dkng backup for communications devices for day-to-day emergency ~und response operations. Includes both government and public warning for all hazards. t0% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Operations and Procedures: development, coordination, and implementation of operational plans and procedures fundamental to an effective disaster response and recovery. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Loaistics & Facilities: identification, location, acquisition, distribution, and accounting for services, resources, mater/als, and facilities required to adequately support emergency management activ/ties. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EM~P Standard TraininK: involves the assessment, development, and implementation of tzaining/educational programs for public/private offidals and emergency response personnel. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Exercises, Evaluations, and Corrective Actions: designed for assessment and evaluation of emergency plans and capabilities critical to a state, territorial, or local emergency management program. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Crisis Communication, Public Education & Information: provides the general public with education on the natures of hazards, protective measures and an awareness of the responsibilities of government and individuals in an emergency. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Finance & Administration: procedures designed to support an emergency management program. 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No capacity Meets EMAP Standard Part 2. Explanation of Local A~reemcnt with EMAP Standards for Capacity Agree'with [ Functional Area EMAP . Local Capacity Needed, Rationale/ Standard? If D/fferent from EMAP Justification Pro,ram y Management Laws & Y Author/ties Hazard Identification & Y P-/sk Assessment Hazard Mitigation Y A~ree with Local Capacity Needed, Rationale! Fltnctional Area EMAP If Different from EMAP Justification Standard? Resource y Management Planning Y Direction, Control, and Y Coordin ation Communications y & Warning Operations and y Procedures Logistics & y Facilities Training Y Exercises, Evaluations, and y Corrective Actions Crisis Communication, Public Y Education & Information Finance & y Adrr~nistration Emergency ManaEement Mission for the Jurisdiction To coordinate the necessary resources to provide for and protect the citizens of Johnsort Countj} from the effects of nafural, human-made accidental and burmah-made ir~ter[ffonaI hazards. Guiding Principles for the Jurisdiction in Emergency Management Johnson County has developed and will implement this Strategic Performance Plan based on the following agreed-upon guiding prLnciples: · Holistic view of the County and its challenges. · Health and well-being of the citizens of Johnson County. · All actions must be realistic and practica/to the needs of Johnson County. Goals for the Jurisdiction Mission Statement: To coordinate the r~ecessa~j resources to provide for arid protect the citizens of Jo~rmon Cou~tzj f~m the effe~ of ~ral, human-made acddental and ~man-made i~e~onal ~ar~. Go~ 1: ~o~de ~v~g, ~able ~d s~e co~unifies for Johnson Coun~ ~d ~e commu~fies M~in its bound~es. Go~ 2: Prep~e ~d protect, where fm~ci~y feasible solutions e~st, ~e ~oun~ ~om h~ds. Go~ 3: Develop ~d foster rela~onsh/ps ~ongst ~ose agencies ~d players who may have a role ~ ~e Count's response to, recove~ from, mihga~g ag~st, ~d prep~e~ess effo~s. Go~s for Go~son CounW have been developed as broad, ~bihous ends towed which ~e ju~sdichon ~rects its pohcy ~d pro~ effo~s. Johnson Coun~ e~ects ~ese go~s to se~e as ~e over.chug ~ecfion towed ~lf~g ~e mission. Objectives Mission Statement: To coorclinate the necessary resources to provide for and protect the citizens of Johnson County from the effects of natural, humart-made accidental ar~d human-made interttional hazards. Objectives directly address a specific EMAP functional area as well as the jurisdictional goals. Objectives are measurable, time-driven approaches to making progress from dohnson County's baseline position toward the EMAP standard over a period of time. Johnson County will use these objectives to set priorities for jurisdictional initiatives, Likewise, achieving the objective will move the jurisdiction closer toward a~hieving jurisdictional goals. Objective Related to Start End Goal # Measure{s) Date Date 1. Pro,ram Management: the program is institutionalized and documented~ has a directors encompasses a formally established forum for collaborative development~ and periodically conducts a comprehensive assessment of the program elements. 1.1 By 2006, The Johnson County Emergency Coordinating group Management Commission will meet on a quarterly- membership and basis to improve the efforts of the dohnson County 3 danuary 2004 Ongoing awareness of Emergency Management Agency. responsibilities. 2. Laws /h Authorities: the legal authorities for the development, implementation, and maintenance of an emergency management program and capability. These principles serve as the foundation for the program and its activities. 2.1 Johnson County will continue to pursue its membership in IEMA and ISAC as a means to Annual membership present and lobby information to better empower 1 m,d 3 registration Ongoing Ongoing the Commission. Objective ' Related to Measure(s) Start End Goal # Date Date 3. Hazard Identification /h Risk Assessment: the identification of the hazards with the greatest potential to affect lives and property and an assessment of the likelihood~ vulnerability, and impact of incidents that could result from exposure to these hazards. 3.1 By 2006, prepare and conduct a hazard analysis/risk assessment which is compliant with Coordinate group and the 2003 released guidance from the Iowa 1 and 3 members to conduct October Homeland Security and Emergency Management assessment. August 2003 2003 Division. 4. Hazard ~ a program's approach to target resources and prioritize mitigation activities to lessen the effects of disasters to citizens, communities, businesses, and industries. Attend BCA training. Where feasible, 4.1 By 2006, prepare and conduct benefit-cost conduct BCA's on analysis utilizing FEMA developed software for 2 and 3 projects elsewhere in January 2005 Janum3~ mitigation projects that occur within the County. the County that may 2006 not have been funded by mitigation grant dollars. Visit each community 4.2 By 2006, approach and recommend to each to address the Council community, the importance and need to conduct 2 and/or Supervisors January 2005 January and prepare a local hazard mitigation plan. regarding local hazard 2006 mifigRt~on planning. Objective Related to Measure(s) Start End Goal # Date Date 5. ~Resouree Management: the identifieatton~ acquisition~ distribution, accounting, and use of personnel and major items of equipment for essential emergency functions. 5.1 By 2006 (and based on a current HA/PA) Conduct a consider the function of personnel assignments Countywide Hazard January based on the type, severity, and'probable impacts 1 Analysis/Risk danuary 2004 2005 each hazard identified may have. Assessment Develop a working group of players who 5.2 By 2006 {and if funding is available) research will have a role in the and develop a Voluntary Donations Management 3 VD plan. January 2005 January Plm~. 2006 Research and develop a VD Plan. 5.3 By 2005, present the Iowa Mutual Aid Present IMAC Compact to all communities, encouraging 1 information to the September dune 2004 participation. Council/Supervisors 2003 for consideration. 6. planning: setting the overall course of the program through strategic, emergency/operations response, mitigation, and recovery plans. Develop a working group of County 6.1 Develop and write a Continuity of Government agency heads. December Pltm for the County. 3 June 2003 2003 Research and develop a Continuity of Government Plan Objective Related to Measure{s) Start End Goal # Date Date 6.2 Develop and write a Strategic Plan for the 3 Developing a working June 2003 October County group, where 2003 necessary, to establish goals and objectives. On an annual basis, review and edit five 6.3 Ongoing ax~nual updates to the Emergency annexes to include the Ongoing Operations Plan 3 June 2003 annual update of Annex P. 7. Direction, Control, and Coorat.,~tton: the capability to monitor for emersieneies and dlsastera~ analyze situation and decide how to respond, direot and coordinate response foroes~ coordinate with other jurlsdiotions~ and use available resources efficiently and eifeotively. 7.1 By 2006 (and if fundin§ is available), the Offer ICS training to County will offer training on the Incident LE and FD Command System and disseminate information to 1 June 2004 January those agencies currently utilizing the ICS/UCS Conduct training 2006 systems, based on the number of positive responses Review existing agency SOP's 7.2 By 2006, enhance the Part A Operations Plan Determine if updated to account for agency SOP's where determined 3 SOP's need to be June 2004 Janum3~ necessary. , completed 2006 Complete SOP's as needed. 8~, Operations and Procedures: development, coordination, and implementation of operational plans and prooedures be i't~l egtc l~ei, formamm Plan- Jolmson Comal:y 15 Objective Related to ' Measure(s) Start End Goal # Date ~Date fundamental to an effective disaster response and recovery. 8.1 With respect to communications and warning, Johnson County will continue its current 1 and 2 Ongoing Ongoing programs and policies. 9. Logistics & Facilities: tdenttfication~ location, acquisition, distribution, and accounting for services, resources, materials~ and facilities required to adequately support emergency management activities. Determine thc number of publications needed 9.1 By 2006, the Johnson County Emergency for dissemination. Management Commission will ensure that all January responding agencies are properly prepared with all 2 and 3 Procure (if funding is June 2005 2006 necessm'y publications, available) and distribute publications as needed. Disseminate Part C Recovery Plan for 9.2 By 2005, the dohnson County Emergency review with Management Commission will thoroughly review instructions on items the Part C Recovery Plan to determine if 3 to be reviewed. January 2004 danuary procedures are necessary to allow for greater 2005 efficiency during the response/recovery transition. Incorporate comments and suggestions into Part C document, where possible. ~ 10.Training. involves the assessment, developments and implementation of training/educational programs for public/private officials and emergency response personnel. Objective Related to Measure(s) Start End Goal # Date Date IAC with the Part A 10,1 By January 200S, exercise the activation of Operations Plan, the Primary and Alternate EOC 2 perform a complete June 2004 January activation of the 2005 EOC(s). il. Exercises, Evaluations, and Corrective Actions: designed for assessment and evaluation of emergency plans and capabilities critical to a states territorial, or local emergency management program. Offer training blocks intended for public 11.1 By 2006, the Johnson County Emergency official education and Management Commission will offer training to key awareness. public officials and also have access to properly January documented training records for those agencies 2 Develop and maintain, June 2004 2006 that have a primary or support role during an through working with operation, ail appropriate agencies, appropriate train~t~g records. Develop and submit to those agencies who have a role in the Emergency 11.2 By 2005, conduct a training needs Management January assessment for all appropriate agencies. 2 and 3 January 2004 functions of the 2005 County, a survey determining the level of training that currently exists. 12~Exercises, Evaluations, and Corrective Actions: designed for assessment and evaluation of emergency plans and capabilities critical to a state, territorial, or local emergency management program. Objective Related to Measure(s) Start End Goal ~ Date Date 12,1 By 2006, Johnson County will develop and Coordinate with implement an annual exercise schedule, to include 2 applicable agencies, JaImary 2005 January a ' . and develop an n After Action Reporting process. 2006 exercise schedule. Develop a rewew group to determine which annexes to 12,2 By 2006, Johnson County will exercise where exercise. deemed necessary, those annexes of the Operations Plan that have been determined to be 2 Based on appropriate June 2004 January2006 exercised, funding availability, develop and exercise those annexes identified. 13. C~rlsis Communicatiou~ Public Education/~ Informatiom provides the ceneral public with education on the natures of hazards, protective measures and an awareness of the responsibilities of government and individuals in an emergency. Coordinate with existing political offices, a list of special needs to consider 13.1 By 2005, develop policies for VIP's when when VIP's are hosted. visiting Johnson County for Emergency 3 dune 2004 January Mmmgement/Homeland Security purposes. Develop a VIP plan to 2005 be implemented when VIP's or other dignitaries are visiting -- within the County. 13.2 On an ongoing basis, continue outreach On an as-requested September programs to various civic organizations 1 and 2 Ongoing basis, the Johnson 2003 Objective Related to Measure(s) Start End ' Goal # Date Date County Emergency Management Agency will perform public speaking engagements civic outreaches as identified. 14. Finance /~ Administration: procedures designed to support an emergency management program, Form partnerships with existing industry in Johnson County. 14.1 By 2006, the dohnson County Emergency Management Agency will pursue funding sources 1 and 3 Pursue funding to dune 2004 dm~uary outside of traditional governmental means, better enhance the 2006 response a_r~d recovery capability of the dohnson County EMA, ,al.xai;egxc I%l'tbrmance Plan ,~ Johnmm Cov, nty ~t9 Jurisdictional Priorities Johnson County has carefully reviewed and analyzed tt~e £mdJ_ngs of t_~e jurisdictional assessment to make tl~oughCfut decisions, based on data, about the capacity of Jotmson County to falfaJl all the obligations of a comprehensive emergency management/homeland security program. It is the responsibility of the Emergency Management Commission and county leadership to set priorities for ongoing focus and resource utilization. These priorities are a means to narrow the gaps in capacity and to establish specific priority projects in Johnson County. The priorities identitSed in this section are based on £mdings of the EMAP assessment measured against the mission and goals of the jurisdiction and reflected in the baseline for each of the EMAP functional areas. To det¢~l~ine the priority objectives for Johnson County, a number of elements were considered, including: - Degree of capacity in the jurisdiction compared to what is needed to meet the standard · Urgency · Cost · Abihty to complete the objective · ImpLications mad impacts on var/ous sectors of the community Jurisdictional Initiatives Johnson County seeks to implement the initiatives described in this section as the primary focus in moving the jurisdiction forward in its emergency management/homeland security capacity. In the development of these projects, not only were the priority objectives included, but these projects were built m'ound the mission, the goals, and, certainly, the EMAP functional areas. In the descriptions in this section, dohnson County provides the basic components of the projects as well as a f~/nding plan to complete each initiative. It assumes funding totals based on reasonable cost to 'complete the~ project, and assumes there are no restrictions on available resources. Jurisdictional Initiative # 1 Initiative Name: Johnson County Continuity of Operations Plan To provide an acceptable level of continuity within local aa~d Initiative Purpose; county government in the event of a partial or complete failure of services rendered. Description of the Initiative: Develop and write a Continuity of Government Plan for the County. This initiative directly impacts Goals 1, 2, and 3 and will Relationship to Mission, Goals, and Functional Area: also bring the county compliant within many of the existing EMAP standards that are currently identified as deficiencies. Time Frame: 12 Months Start Date - 8/2003 I Time Frame: 12 Months Performance Pla,~-i -J0hn~on Couilty Rc~ponslble Agencies and Jurisdictions: - Objective : Emergency Management Commission Board of Supervisors Shert/~s Department Lo,cai Law Enforcement Fire Departments Hospitals Public Health Department Human Services Department County Engineer County Auditor Lo,cai Schools EMD IA Dept, of Public Safety IA Dept. of Transportation Other Jurisdictions Other COOP Plan X* X X X X X X X X X X X Anticipated Non-Financial Barriers to Completion: Committee member availability. Iundm§ Requirements: Item Amount Preparedness Amount Response Amount Recovery Amount Mitigation Amount Prevention Amount Protection Amount Detection Amount Total Personnel $o.oo $0.00 $0.00 $o.oo $o.oo $o,oo $o.oo $o.oo Equipment $o.oo $o.oo $o.oo $o.oo $o.oo $o.oo $o.oo $0.00 Supplies $o.oo $o.oo $0.00 $0.00 $o.oo Jurisdictional Initiative # 2 mtlatlve Name: JohnsOn County Emergency Management Training --~- Initiative Initiative Purpose: To develop~------~ implement and maintain an emergency management training program The dohnson County Emergency Management Training Program will focus primarily on the training needs of first- Description of the Initiative: resp0nders, followed by the training needs of other personnel engaged in emergency management due to their position in the County. This initiative, when completed, wil! adhere to Goals 1, 2 Relationship to Mission, Goals, and Functional Area: and 3 and enable the County to better respond to and recover from the effects of natural and other hazards. Time Frame: 36 Months Start D--~te - 1/1/2004 [ 12/31/2006 Responsible Agencies and Jurisdictions: Obj,ective Emergency Management Commission Board of Supervisors Sherifl's Department Local Law Enforcement Fire Departments EMS Hospitals Public Health Department Human Services Department County Engineer County Auditor Local Schools EMD IA Dept, of Publio Safety IA Dept, of Transportation Other Jurisdictions Other Training Needs Assessment X* X X X X X X X X X Developraent of Training Sched, ule X* Anticipated Non-Financial Barriers to Completion: Schedule availability to~ attend training. 1 27 Funding Requirements: Item Amount Preparedness Amount Response Amount Recovery Amount Mitigation Amount Prevention Amount Protect/on Amount Detection Amount Total Personnel 0.0,0 O. 0~0 0.0© 0,0,0 0.00 O, O0 0.0,0 0.00 Equipment 4,0'00.00 0.00 0,0,0 O. 0,0 0.00 0.0'0 0.00 4,000.00 Supplies 1,0,00.00 O. 0~0 0.0,0 0,00 0.0,0 City of Iowa City MEMORANDUM TO: City Council FROM: Shelley McCafferty, Associate Planner DATE: October 22, 2003 RE: Historic preservation issues This memo is in response to your questions of July 14 regarding historic preservation. Attached are the first three sections of the proposed Historic Preservation Handbook revision. This portion of the Handbook is intended to provide you with an overview of the historic preservation process and further explains some of the issues discussed below. How many districts are in Iowa City and how large are they? Attached is a map illustrating the historic and conservation districts in Iowa City. Currently, there are six historic districts and three conservation districts. A consultant is currently preparing nominations of three additional National Register of Historic Places (NRHP) historic districts in the Northside Neighborhood. The Historic Preservation Commission has also received a petition for designation of a district from the Goosetown Neighborhood. The Commission's proposals for districts follows the guidance of the Council as adopted in the Historic Preservation Plan. What is the difference between historic and conservation districts? All historic districts are first listed on the NRHP and then designated by local ordinance. State law requires that at least 60% of the properties in a historic district contribute to the context of the district. The context is established by an architectural historian in the NRHP nomination. Generally, the context is the period in time in which the buildings were constructed and/or any cultural significance of a district that provides historic continuity to the area and structures. For a property to be considered contributing to the context it must be associated with the context and have significant architectural integrity. Maintaining the integrity of the context of a historic district is the primary purpose of the district, so regulations in historic districts are more stringent. Conservation districts do not have a sufficient number of contributing properties to qualify as historic districts. The context of a conservation district is more loosely defined as is the criteria for determining if a property contributes to the district. The guidelines for conservation districts are also less stringent. Conservation and historic districts are fudher explained in Section 1.0 of the attached portion of the Handbook. What is the difference between Neighborhood Conservation zones and Conservation Districts? Neighborhood Conservation zones are intended to stabilize neighborhoods by capping the density at that which exists at the time of down zoning. Mulfifamily uses may continue at their higher density, but new construction must conform to the new lower density zoning. Conservation districts address the architecture of the neighborhood, preserving the character of a neighborhood through design. What is the process for approval of a project in a district? How are decisions appealed? For all properties located in a district, an exterior change that requires a building permit must receive a certificate of appropriateness from the Historic Preservation Commission before the building permit can be issued. The Commission reviews the application for a certificate of appropriateness to determine if a proposed change complies with the guidelines. For some minor projects, the Chair and/or staff may approve the application. Any decision of the Commission regarding a certificate may be appealed to the City Council if the property is in a historic district, or the Board of Adjustment in a conservation district. The appeals process is established by State law and the appellate body may only determine if the decision of the Commission was arbitrary or capricious. The historic preservation process is further described in Section 2.0 of the attached sections of the Handbook. October 21, 2003 Page 2 How strict are the historic preservation regulations? The stringency of the historic preservation guidelines is dependent on the property location and classification. An overview of the historic preservation guidelines is provided in Section 3.0 of the attached Handbook sections and further explains property classification. The following tabre generally describes the degree of stringency for various types of property. Guideline stringency Property classification and location Most stringent. Some leniency for additions Contributing properties in historic districts located entirely behind a building. Historic landmarks Landmark eligible properties in conservation districts Moderately stringent. Many guideline Noncontributing properties in historic districts exceptions apply. Contributing properties in conservation districts Less stringent. All guidelines exceptions Noncontributing properties in conservation districts apply; vinyl siding allowed. Lenient. Exempt from most guidelines; Nonhistoric properties changes must not detract from district character. Many municipalities include their historic preservation guidelines and standards in their historic preservation ordinance. The Iowa City Guidelines for historic preservation are in the Historic Preservation Handbook. When writing the Iowa City Guidelines, the Historic Preservation Commission has tried to anticipate the many situations that may occur when changing historic buildings and provide clear guidelines to deal with these situations. However, not every situation can be anticipated. Because the guidelines are not in the ordinance, this allows some flexibility and discretion for unique situations and circumstances. An example of this is the enclosure of the sun porch at 520 Grant Street, which was appealed to Council. If the guidelines had been strictly applied, any permanent enclosure of the sun porch would have been prohibited. The Commission felt it would be reasonable to allow permanent enclosure provided the overall historic appearance of the porch was maintained and the guidelines for materials met. Do the historic preservation regulations allow district neighborhoods to change? Since 1986, the Historic Preservation Commission has approved the construction of 41 additions, 17 new buildings (5 primary buildings, 12 outbuildings) and the substantial alteration of 64 existing buildings in Iowa City's districts or historic landmarks. The role of the Commission has predominantly been to manage these changes so they do not detract from the character of the neighborhood or buildings. The Commission and staff work with homeowners and contractors to provide design and technical assistance, and offer solutions so that the homeowners' goals and needs may be accommodated. Because the Commission is solution-oriented, only four of approximately 175 applications for cedificates of appropriateness have ever been denied. This is 97.7% approval rating. Is demolition allowed in historic and conservation districts? The demolition of a contributing structure in a historic or conservation district is only allowed if it has structural damage that is beyond repair. The demolition of a noncontributing but historic building is evaluated on a case-by-case basis depending on the condition and historic significance of the structure, and the type of the district. Nonhistoric buildings may be demolished. Prior to the approval of any demolition, the plan for any new construction on the property must first be approved by the Commission. Do the historic preservation regulations make it more expensive to maintain a house, and construct additions and new buildings in districts? Generally, historic preservation requires more labor intensive practices whereas "modern" practices require more investment in materials. When lifecycle costs, including energy efficiency, are considered, studies have shown that historic preservation practices economically perform as well as October 21, 2003 Page 3 good quality modern practices. More inexpensive, lower quality modern products often perform worse due to the relatively short lifespan of the products used. Moreover, the smaller the house, the more affordable it is to purchase and rehabilitate. Simple historic houses, like the cottages in Goosetown, can be repaired and painted relatively inexpensively. If a historic property is allowed to deteriorate or be inappropriately altered, the cost of rehabilitation can be significant. The goal of historic preservation is to avoid such deterioration and alteration. Is there relief from the historic preservation regulations if they are an economic burden to a property owner? Some municipalities with historic preservation regulations also have a financial hardship ordinance. Generally speaking, economic hardship procedures under preservation ordinances don't require an assessment of whether strict application of the historic preservation regulations would be reasonable. Rather, they require an assessment of whether the use or rate of return in the proper/y, resultJng from the application of the ordinance, is reasonable. Because of the healthy real estate and rental market in Iowa City, it would likely be difficult to argue economic hardship. In other Iowa municipalities, financial assistance through housing rehabilitation and historic preservation programs is often used to offset a financial burden imposed by the preservation regulations where economic hardship is argued. As part of the rewriting of the Unified Development Code, staff is exploring adding an economic hardship ordinance to the historic preservation ordinance. The Historic Preservation Plan recommends the establishment of economic incentives for historic preservation to assist property owners. Economic incentives provided by private and government sources have proven to be an effective instrument to encourage historic preservation in other cities. Types of incentives that are recommended in the plan are: · A property tax rebate program for historic landmarks and properties located in districts. · Self-Supporting Municipal Improvement Districts (SSMID) for the purpose of historically appropriate repair and enhancements. · A loan pool for reduced interest rate rehabilitation loans for historic properties. · A historic grant program established through the City's CDBG program. · An incentive plan authorized by the City Council for property owners who cannot otherwise afford to preserve a building only if it is determined there is economic hardship. There are established State and Federal tax credit programs, and county property tax exemptions available for the substantial rehabilitation of historic properties. A substantial rehabilitation requires an investment equal to approximately 50% of the value of the building. Due to the high property values in Iowa City, this investment threshold discourages the use of these programs. These incentives are used primarily by Dubuque, Burlington and Davenport where large historic buildings are relatively inexpensive and require substantial investment for rehabilitation. The City may want to lobby the State legislature to change the historic preservation tax laws to make it more useful in this market. For owner occupied homes, other programs are available for housing rehabilitation. Approximately 40% of the properties located within historic or conservation districts are also located in sections of Iowa City that are eligible for the Targeted Area Rehabilitation Program (TARP). Qualified owners may also use the Housing Rehabilitation Program to make necessary improvements to their historic home. Because this program uses CDBG and Home Investment funds, projects to historic houses must comply with Federal lead paint regulations. This becomes problematic if the projects exceeds $24,999. If more than this amount is invested, lead abatement of the entire house is required. However, the State Historic Preservation Office may grant leniency to this regulation. At the direction of City Council, staff could further explore means of providing economic relief from the historic preservation regulations. October 21, 2003 Page 4 In conclusion, City policy is to support the Historic Preservation Plan that was prepared by Svendsen Tyler Inc. in 1992. The Iowa City Comprehensive Plan supports the Historic Preservation Plan for the goals and strategies of: · Art, Culture and Human Development: Document and preserve our cultural heritage. · Environmental Protection: Maintain the integrity of scenic and historic vistas. · Housing: Preserve the integrity of existing neighborhoods and the historic nature of older neighborhoods. · Land Use and Urban Pattern: Protect the historical and natural environment within the city. An executive summary of the Historic Preservation Plan will be provided to you at your October 27 meeting. Upon completion of Commission review, the complete Handbook will be forwarded to the Council for approval in December. October 2003 Iowa City Historic and Conservation Districts ? Iowa City Historic Preservation Handbook 1.0 Historic Preservation and Conservation in Iowa City I. I "Why should a community like Iowa City care about historic preservation?" "The simple answer is that conservinq old buildings and neiqhborhoods makes a qood communi~' bette~: Iowa City is blessed with a collection of fine, well-maintained older neiqhborhoods and individual landmarks which are recoqnized and appreciated by the entire.community Historic preservation has the potential to enhance the quality of life and economic well-being of current and future residents." Marlys Svendsen Iowa Cih/ Historic Preservation Plan In 1992, the Iowa City City Council adopted the Iowa Cit~ Historic Preservation Plan that was prepared by architectural historian, Marlys Svendsen. The plan carefully and thouqhffully evaluated Iowa City's historic buildings and neiqhbor- hoods and set forth a plan of action for their stewardship. Historic neiqhborhoods and buildinqs are protected by the desiqnation of historic districts, conservation districts and historic landmarks. Desiqnation provides for the careful manaqement of these resources by the Historic Preservation Commission through the historic review process. The purpose of histodc review is to preserve or conserve historic architectural resources by discouraqing alterations that either destroy the unique characteristics of a building or alter the character of historic neighborhoods 1.2 The Iowa City Historic Preservation Commission The Iowa City Historic Preservation Commission was created by local ordinance in December 1982. Its mission statement as described in the Iowa City Historic Preservation Plan is "To identify, protect, and preserve the community's historic resources in order to enhance the quality of life and economic well-being of current and future generations." Its members are citizen volunteers appointed by the City Council. Many of the members reside in historic districts and have expertise in fields related to historic preservation. The Commission is responsible for surveying historic neiqhborhoods and recommendinq to City Council neighbor- hoods that should be desiqnated as conservation or historic districts, as well as individual properties that should be designated as historic landmarks. Once districts and landmarks are identified and designated, the Commission reviews proposed chanqes to the exteriors of these properties throuqh the historic review process. 1.3 Districts and Landmarks Historic and conservation districts, and historic landmarks are designated by ordinance by the Iowa City City Council with recommendations from the Historic Preservation Commission, the State Historical Society of Iowa, and th~ Planning and Zoninq Commission. Recommendations for the historic desiqnation of districts and properties are alse received from professional amhitectural historians followin,q an intensive survey and evaluation of a neiqhborhood's histodc properties and resoumes. Historic Districts Historic districts are typically first nominated to and listed on the National Reqister of Historic Places, and then desiqnated as local historic districts. Desiqnation as a local district provides the Histodc Preservation Commission with the authority to review chanqes to properties that may affect the historic character of the property and the district. Histodc districts are qeographically cohesive areas with siqnificant concentrations of buiJdinqs and other resources that possess a high deqree of historic integrity. The overall character of a historic distdct must have a distinct sense of time and place. 5 Iowa City Historic Preservation Handbook Conservation Districts Conservation districts appear similar to historic districts in character. However, because they have fewer properties that retain a hi.qh degree of h stor c nte.qr ty or contr bute to a distinct sense of time and place within the neiqhborhood. they do not qualify as a historic distdct based on State Code. Because they are still considered worthy of protection, City Council may desiqnate these neiqhborhoods for h stodc conservation. Iowa City Historic Landmarks Historic landmarks are buildinqs that are individually si~lnificant for their architectural and/or cultural medts. Like , historic districts, these properties are typically listed on the National Reqister of Historic Places, or are eli.qible for listing on the National Re,qister 1.4 Classification of Properties in Districts Properties in conservation and histodc districts are classified based on their historic and architectural siqniflcance and inteqrity. Due to chanqes that occur in the neiqhborhoods overtime, these districts typically have some structures , that are not historic or that have been severely altered. BuildinClS in histodc or conservation districts may ranqe from , outstandin,q historc andmarks to architecturally incompatibre, modem structures. Dependinq on the classification of a property, certain exceptions to the quidelines or financial incentives may be applicable. To determine the classification of a specific property in a historic or conservation district, refer to the Table of Content,~ to locate the appropriate district map that indicates the property's classificafion. To determine if a property has been desiqnated a historic landmark, see section '12.0 Historic Landmark,~ Contributing and Noncontributing Properties When districts are evaluated and nominated for preservation and conservation, individual properties are classified as either contributing or noncontributinq to the historic character of the proposed district. Contributing Properties In historic districts, to be classified as a contributinq property the primary buildinq must 1) have an architectural style and character that is clearly evident and 2) support the predominant historic context of the neighborhood The historic context is determined by architectural historians. Contdbufing propert es n h storic districts may be eliqible for Federal, State and local tax incentives for substantial rehabilitation. Conservation districts tend to exhibit a .qreater vadety of architectural styles from different time pedods, so their historic contexts are more loosely defined. The primary determininq factors in classifyinq a property in conservation districts are 1) the historic inteqdty of the pdmary buildinq and 2) the aqe of the pdmary buildinq, which typically must be at least 50 years ord at the time a district is desiqnated. Noncontributing and Nonhistoric Properties Properties that are not classified as contributinq are classified as noncontributinq. Noncontributing properties have a primary buildinq that has been siqnificantly altered or that is nonhistoric. Nonhistoric buildinqs are buildinqs con- structed after a district's pedod of siqnificance and are qenerally less than 50 years old. These properties are NOTexempt from historic preservation requlat ohs, but exceptions to the quidelines are appli- cable. The rehabilitation of noncontdbutinq histodc bu dinqs is encouraged. Also encouraqed is the demolition of existing nonhistoric buildinqs and construction of new, more compatible buildinqs. Iowa City Historic Preservation Handbook Landmarks and Key Properties Landmarks are properties that are individually significant because of their architectural quality, integrity and historic or cultural significance. Iowa City has over 40 local historic landmarks that are subiect to the historic preservation requlations. Properties classified as key are either landmarks, or are eli.qible for designation as landmarks. Key properties are subject to the same historic preservation quidelines as contr[butinq buildings in historic districts. Key properties and landmarks may be eligible for Federal, State and local tax incentives for substantial rehabilitation. See section 12.0 Historic Landmarks for a complete list of landmarks. Key properties are illustrated on the district maps in sections 14.0 throu.qh 17.0. 2.0 Historic Review The historic preservation quidelines contained in this handbook will be used by the Historic Preservation Commission '~ to determine if a proposed chan.qe to a landmark or property in a distdct is compatible with the historic character of the.r."' district and property. The intent of the historic review process is: ._~ · To ensure that chanqes to landmarks and properties in districts do not substantially alter or destroy the defininq ~ architectural character of the bu ding, ste or neighborhood. · To provide property owners, contractors and consultants with technical assistance and alternatives to ensure that proposed proiects conform with the historic preservation .quidelines. 2. I When is Historic Review Required? Historic review by the Commission is required for all construction projects that require a regulated permit, and change the exterior features of any property in a histodc or conservation district, or any historic landmark. The proposed project must be approved by the Commission before a building permit will be issued by Housing and inspection Services. Examples of common projects that require a regulated permit and historic review are: · Application or reapplication of new siding. · Replacement or addition of windows (including sash replacement). · Porch construction, reconstruction or replacement. · Construction of new dormers. · Construction of additions. · _ Construction of decks and ramps. · _ Add nq skyliqhts. · Removal of porches, trim, brackets, chimneys, dormers or other defining architectural features. · _ Demo t on of a .qaraqe or other outbuildinq. · Construction of a new qaraqe. NOTE: The application of sidinql window replacement1 and demolition of portions of a building require a building permit for properties within districts and landmarks. In areas that are not within the historic and conservation districts1 or for properties that have not been designated landmarks, these items do not require a permit. Iowa City Historic Preservation Handbook Examples of common projects that may not require a regulated permit and need not be reviewed by the Commission are: · Exterior painting. · Reapplication of roof shingles. · Installation of new storm windows. _. Replacement of external qutters and downspouts. · Windows repair (excludincl sash replacement). · Construction of fences that are less than 6 feet hi.qh. · Construction of accessory structures, such as .qarden sheds, ess than 144 square feet in area A complete list of work exempt from permit can be found in Amendments to: International Residential Code, Intema- tional Building Code, which is available through Housing and Inspection Services. 2.2 Application for Historic Review An application for historic preservation review must be submitted to the Preservation Planner. The application should include dimensioned, drawings, sketches, photos, text, product samples, or other exhibits that accurately portray the work to be done. The Commission may request additional information if it cannot fairly evaluate the application as submitted. A pre-application conference with the Preservation Planner is recommended to help ensure that a pro- posed project will comply with the quidelines. Application forms may be obtained from the Planninq and Community Development Department, or Housinq and Inspection Services. 2.3 Certificate of Appropriateness A quorum of the Historic Preservation Commission will review the application at its next reqular y schedu ed meetinq. If a majority of the Commission votes to approve the application, a Certificate of Appropriateness will be issued to the owner and contractor, and will be filed with Housinq and Inspection Services and the City Clerk. Conservation Districts In conservation districts, there are two alternative types of review that are intended to shorten the historic review process. Intermediate review and minor review may be used to approve Certificates of Appropriateness for certain types of projects. The applicant, Preservation Planner, or Commission members may request that a minor review be treated as an intermediate review or that an intermediate review go to the full Commission. Intermediate Review For contributin.q properties n a conservation district, the followinq items may be approved by the Preservation Planner and the HPC Chair or the Chair's desiqnee · Alterations: All alterations. _. Additions: Decks located behind the primary structure. _- New construction: New outbuildinqs provided that they are located behind the rear plane of an existJnq primary structure. · _ Demolition: NonhJstodc outbuildinqs and nonhistoric buildinq features. _. Certificates of No Material Effect. Iowa City Historic Preservation Handbook ._~ Minor Review For noncontributinq properties in a conservation district, the following items may be approved by the Preservation Planner: · Alterations: All alterations. · Additions: Decks located behind the pdmary structure and ramps. · New construction: New outbuildings provided that they are located behind the rear plane of an existing primary structure. · Demolition: Nonhistodc outbuildinqs and features of a primary buildinq. · Certificates of No Material Effect. 2.4 Certificate of No Material Effect The Commission Chair and the Preservation Planner or their designees may issue a Certificate of No Material Effect if the work contemplated in the application will have no effect on the appearance of significant amhitectural features and review by the full Commission is not required. 2.5 Appeals Applicants may appeal decisions of the Commission to the City Council for properties in historic districts and land- marks, and to the Board of Adjustment for properties in conservation districts. The Certificate of Appropriateness, or the resolution of denial, which states the reason for the decision, will be filed with the City Clerk within five days of the decision. The applicant has 10 days from the time it is filed with the Clerk to file a letter with the Preservation Planner requestinfl an appeal. The City Council or Board of Adiustment will determine if the decision of the Historic Preserva- tion Commission was arbitrary or capricious, but neither the Council nor the Board has the authority to override a decision by the Commission if it is determined it was not arbitrary or capricious. Iowa City Historic Preservation Handbook 3.0 About the Guidelines for Historic Preservation The purpose of the histodc preservation guidelines is to: · Provide comprehensive design guidelines for construction projects to landmarks and properties within each district. · Provide property owners with design cdtefia that will be the basis for approving or denying Certificates of Appropriateness. · Identify the defining characteristics of each individual historic or conservation district. In wdtin,q the historic preservation quidelines, the Historic Preservation Commission has made every effort to clarify the criteria for historic review. However, not every situation can be anticipated. The Commission, at its discretion, may allow some flexibility for unique properties and situations. The Preservation Planner is available to answer any ques- lions, assist an owner or contractor with their project, and provide additional preservation information, 3,1 Iowa City Guidelines These guidelines were written by the Iowa Historic Preservation Commission to address specifically the historic preservation issues in Iowa City and to provide more detailed guidance to property owners and builders as they design their construction projects. The guidelines are based on The Secretary of the Interior's Standards for Rehabilitation, which can be found in section 9.0. The Iowa City Guidelines are the quidelines that will be used to evaluate most proiects. If there are issues that are not addressed in these guidelines, then the H storc Preservation Commission will use The Secretary of the Interior's Standards for Rehabilitation and the Guidelines for Rehabilitatin,q Historic Buildinqs. Typically, there are four types of proiects that modify the extedor of landmarks or properties within districts. The Iowa Cih/Guidelines are divided into four sections that correspond to these project types. These are: 4...._~0 Guidelines for Alterations 5.._.~0 Guidelines for Additions 6.__~0 Guidelines for New Construction 7.0 Guidelines for Demolition Alterations Alterations are modifications to a site or to the exterior of a building that do not increase the footprint size of the building. Most maintenance and remodeling projects such as siding repa r, reconstruction or repair of historic porches, addin,q dormers to convert an attic space to a living space, and replacing doors and windows are considered alterations. These projects will be evaluated usinq 4.0 Guidelines forAIterations. Additions Construction that results in a larger building footprint, increases the building's overall height, or adds an attached structure to a building are additions. Additions include construction of a new room, porch, or deck. These projects will be evaluated usinq 5.0 Guidelines for Additions as well as 8.0 Neiqhborhood District Guidelines. Setback Additions A setback addition is constructed behind an existing building, opposite the street facade, and is setback eight inches or more from the side walls. The roof of a setback addition can be no higher than the roof of the existing building. This results in an addition that is narrower and no taller than the building to which it is attached, and is 10 Iowa City Historic Preservation Handbook therefore not highly visible from the street. Setback additions are encouraged because they have less impact on a historic building and district. Therefore, the guidelines for these structures are less stringent. Setback additions will be evaluated using 5.0 Guidelines for Additions as well as 8.0 Neiqhborhood District Guidelines. New Construction Although most lots in conservation and historic districts are developed, there may be occasions where a new primary building or outbuilding is constructed. Outbuildings include garages, .qarden sheds, gazebos and other accessory structures that require a building permit. Under most circumstances, nonhistoric buildinqs and structures may be demolished and the lot redeveloped. However, the new buildinq and the demolition must be approved by the Historic Preservation Commission before any building or demolition permits are issued. These proiects will be evaluated using 6.0 Guidelines for New Construction as well as 8.0 Neiqhborhood District Guidelines. Demolition Demolition involves the complete removal of a buildinq or a portion of a buildinq. Removal of dormers, decorative trim, porches, balusters, chimneys and other siqnificant features requires a buildinq permit for demolition, and therefore historic review. Demolition proiects will be evaluated usinq 7.0 Guidelines for Demolition. 3.2 Exceptions to the Iowa City Guidelines In order to provide flexibility for chenqes to properties n conservation districts, noncontributing properties in histod¢ districts, and setbaok additions, there are number of exceptions to the Iowa Ci~ Guidelines. These exceptions are intended to provide additional flexibility when undertaking proieots that do not signifioantly affect the architecturel character of historic structures. The property classification and circumstance where these exceptions are applicable are listed under each exception. 3.3 Exceptions for Nonhistoric Properties The historic preservation regulations are ntended primarily to protect the character and integrity of historic properties and districts. The qreat maiority of properties located in historic and conservation districts are historic properties, and were constructed around 1945 or earlier. For the relatively small number of properties that are classified as nonhistoric properties and were constructed after the period of siclnificance of a district, the Historic Preservation Commission may qrant exceptions to the Iowa CitF Guidelines. In order to qualify for an exception, the proposed chanqe to the exterior of a nonhistoric property must comply with the followinq cdteda: 1_. Does not further detract from the historic character of the district. 2_: Does not create a false historic character. 3. Is compatible with the style and character of the nonhistoric property. Examples of exceptions that may be qranted for nonhistoric properties are: · Use of vinyl wood clad windows with snap-in muntin bars for replacement windows. · _ installation of sliding patio doors or other modern-style doors. · Use of synthetic siding on existinq buildinqs provided the replacement siding is similar in appearance to the original sid nq · Use of synthetic sidinq on new accessory structures. · Use of concrete for a porch floor provided the floor is less than 18 inches above grade. · _ Use of dimensional lumber for porch floor boards provided the qap between boards is no more than 1/8 inch. _- Alternative baluster and handrail desiqns. Iowa City Historic Preservation Handbook 3.4 Additional Historic Preservation Guidelines Neighborhood District Guidelines The size and location of primary buildings on the site is one of the defining characteristics of historic and conservat on districts. Some districts have very small buildings on sma lots, whereas other districts may have relatively large buildings on large ors Likewise, the architectural character of buildinqs may be different in different districts. Section 8.0 Nei.qhborhood District Guidelines deals specifically with site, scale, structure location, and architectural style for properties within individual histodc or conservation districts.. O ~ The Secretary of the Interior's Standards for Rehabilitation ~ The Secretarv of the Interior's Standards for Rehabilitation and the Guidelines for Rehabilitating Historic Buildin~ls ~',, provide the national standards for historic preservation. The Secretary of the Interior defines rehabilitation as "the =~ process of returninq a property to a state of utility, throuqh repair or alteration, which makes possible an efficient '-~ contemporary use while preservinq those portions and features of the property which are siqnificant to its historic, _->- architectural, and cultural value." The goals of the Standards can be summarized as follows: o~ 1. Identify and preserve those materials and features that are important in defininq the buildinq's historic character. o. 2. Undertake routine maintenance on historic materials and features. Routine maintenance qenerally involves the least amount of work needed to preserve the materials and features of the building. 3_. Repair damaqed or deteriorated historic materials and features. 4_. Replace severely damaqed or deteriorated historic materials and features in kind. The Iowa Ci~ Guidelines comply with the Standards, but they provide more specific quidance. Occasionally alter- ations are proposed to properties that were not anticipated in the Iowa City Guidelines. When this occurs, the Historic Preservation Commission will refer to the Standards when decidinq on a Cedificate of Appropriateness. The Stan- dards are located in section 9.0. Design Guidelines for I~lulti-Family Buildings in the Central Planning District These quidelines are based on the Multi-Family Residential Des(qn Standards in the Central Planninq District of the Iowa City Zoning Code and apply to the construction of buildinqs with three or more dwellinq units. Typically, a new multi-family buildinq would be evaluated by the Staff Desiqn Review Committee. However, if it is located within a historic or conservation district, the Histodc Preservation Commission is responsible for desiqn review and has adapted the oriqinal guidelines to be more applicable to districts. Within districts, more weight is given to the architectural style of the proposed buildinq and its compatibility with other historic structures. The Desiqn Guidelines for Multi-Family Buildings are located in section 10.0. 3.5 Building Code and Zoning Ordinances The requirements of the building code and the zoning ordinance must be met in addition to the requirements of the Iowa City Guidelines. For certain requirements such as mass, scale, size, siting considerations, and setbacks from the street, the Iowa City Guidelines may be more stringent than the building code or the zoning ordinance. Thee Historic Preservation Commission does not review projects for compliance with the buildinq code or zoning ordi- nance. Please consult with Housinq and Inspection Services to ensure the project is in compliance with these regulations 12 Iowa City Historic Preservation Handbook 3,6 Alternative Designs Alternative design solutions or exceptions to the Iowa City Guidelines, the Design Guidelines for Multi-Family Build- ings, or the Neighborhood District Guidelines may be considered by the Historic Preservation Commission, The intent in considering alternative designs is to allow architectural flexibility in exceptional circumstances. The intent is not to reduce the scope or quality of work required by these guidelines. 13 IOWA CITY HISTORIC PRESERVATION PLAN Prepared for the City of Iowa City and the Iowa City Historic Preservation Commission IOWA CITY HISTORIC PRESERVATION PI,AN Executive S,,mmm'y Adopted December 14, 1992 Consultants Svendsen Tyler, Inc. Davenport, Iowa Clarion Associates, Inc. Chicago, Illinois The Iowa City Historic Preservation Plan was funded in part from a grant from the Historic Resource Development Program administered by the Historic Preservation Bureau of the State Historical Society of Iowa. This program is part of Iowa's Resource Enhancement and Protection (~) program. Photographs and maps reproduced in this report are courtesy of the State Historical Sodety Library in Iowa City. Cover: 1839 Iowa City Plat Map L Introduction "Why should a community like Iowa City care about historic preservation? What is the purpose of having a historic preservation plan?" The simple 9n~wer is that conserving old buildings and neighborhoods makes a good commuuity better. Iowa City is blessed with a collection of fine, well-m~int, slned older neighborhoods and individual landmarks which are recognized and appreciated by the entire community. By adopting a historic preservation plan, policy-makers acknowledge this fact and provide direction for future leaders faced with m~lclng difficult and somethnes controversial decisions about redevelopment, protective measures for threatened buildings, and economic incentives to sustain older neighborhoods. Historic preservation has the potential to enhance the quality of life and economic well-being of carrent and future residents. The central tenet of the plan is the need for a deliberate, thoughtful process for deciding how to carry out historic preservation for the public good. The plan recognizes that historic preservation spawns controversies. It challenges the comm~mlty to think about tangible as well as intangible issues during these debates. The plan reminds all Iowa Citi~n~ that preservation is, by its nature, a series of compromises - changing the use of an old building in order to preserve its economic viability, conserving selected older neighborhoods while redeveloping others, or ret~inin g an irreplaceable landmark but accommodating contemporary needs in a compatibly designed addition. The plan also recognizes that not every old building is a candidate for preservation. The recommendations in this historic preservation plan grew out of a ten-month process which involved dozens of interviews and ten meetings with residents of older neighborhoods, business owners, developers, City staffand officials. Both preservation proponents and critics participated. Implementation of the plan will require the involvement of more than City leaders. State officials, owners of historic properties, preservation interest groups, neighborhood activists, educators, and business and civic leaders must participate. A condensation of the 100-page plan follows. II. Background Iowa legislators in the 1850s probably considered their decision to establish the new state's university in the former state capital politically expedient. Recycling the former capitol building for education purposes made common sense and the concept of hlstoric preservation had not even been invented. Ninety years later when Iowa artist Grant Wood set out to restore his residence at 1142 E. Court S~eet, no one would have described him as a historic preservationist. Nevertheless, these actions - one public and one private - shared the central elements of the modern historic preservation movement - reuse, restore, rehabilitate, and recycle. Old Capitol was later used for various purposes while the former Oakes fsmily residence, lovingly restored by Wood, continues as a single family home. Modern historic preservation activities date to the late 1960s when a civic betterment movement took root in Iowa City. Private citizens inspired by the writing and lectures of several University architectural historians sought to identify and promote the value of historic neighborhoods and individual landmarks. By the early 1970s, the State's new agency 1 responsible for administering federal historic preservation laws located in Iowa City. The work of local preservation leaders took on statewide importance a short time later, when preservationists organized to preserve the historic and architecturally signi~cant residences of South Summit Street. In so doing, the area was listed as Iowa's f~rst historic district in the National Register of Historic Places in 1973. Heightened public awareness contributed to the neighbors' success in preventing a significant landm ark in the area from being replaced by an apartment building. The Park House (130 E. Jefferson) was a popular hotel for legislators until the capital moved in 1857. The hotel closed in 1861 and three years later, St. Agatha's Female Seminary opened its doors. In 1909 it became Svendi Hall, a dormitory for female university students, and later, the Burkley Apartments. By mid-decade, the debate over the value of older neighborhoods and strategies to recycle deteriorated building stock was underway in other parts of the city. The pros and cons of saving Old Brick Presbyterian Church were discussed and eventually litigated while a statewide campaign was launched to restore Old Capitol. Downtown urban renewal pl~n.~ were revised in order to retain the College Block Building for redevelopment rather than replacement, and the old Post Office became the Iowa City/Johnson County Senior Center. By the end of the decade, city planners were studying strategies for conserving the North Side and county officials had made the decision to rehabilitate the Johnson County Courthouse in addition to building a new administration building. The 1980s saw historic preservation become municipal policy. Surveys of historic and architecturally significant bui]d~nss were undertaken by City staff, and in 1982, the City's f~rst historic preservation ordinance was adopted. The ordinance offered protection for designated historic districts by requiring the newly-established Historic Preservation Commission to approve designs for exterior improvements compatible with a bufldlng's historic appearance. Within 18 months of passage, the South Summit Street and Woodlawn historic districts were in place. Efforts to designate a residential and commercial historic district in the North Side languished for more than four years and eventually failed. Without 2 benefit of previous experience, some owners questioned what designation might mean to property values or their ability to exercise their private property rights. By the end of the decade, the positive effect of preservation was felt in the local economy. Federal tax laws encouraged completion of $3.2 million of commercial rehabilitation in the downtown and at its fringe. Older residential neighborhoods experienced a resurgence of popularity for owner occupants. Historic house tours, self-help workshops, school progr~m~, and preservation publications were produced by local groups such as Friends of Historic Preservation. By the end of 1991, the City's Historic Preservation Commission had cooperated with more than 100 property owners in the design review process by providing free technical assistance and guidgnce. The development of a historic preservation plan to guide future efforts of the comm~nlty was begun in early 1991. Svendsen Tyler, Inc. of Davenport, Iowa was retolned as a consultant for the project, with Clarion Associates, Inc. of Chicago providing legal exper~se. Five strategic pl~nnlug sessions on neighborhoods, the downtown, economic incentives, and governmental regulations were held in late 1991 and early 1992; a strategic pJ~nnlng session was conducted with the Friends of Historic Preservation in early 1992; a neighborhood survey was conducted during the summer of 1991; and personal interviews were conducted throughout the process. III. Mission Statement The mission statement developed for Io~a City's Historic Preservation Plan states the following: Iowa City and its citizens seek to identify, protect, and pr~,erve the COmml~nii;y~s historic re~olll'C~S in order to enlmnce the ~p,~li~y of life and economic well-being of current and future generations. IV. Work Plan Goals and Objectives Ten goals identh~y major elements for the hi.~toric preservation plan. The order of listing is not meant to indicate a hierarchy of priorities. Instead, it suggests a logical sequencing of activities to accomplish the preservation mission. The first nine goals outline citywide efforts to conduct systematic identification, protection and appropriate preservation of Iowa City's historic resources. The last goal offers a series of objectives for responsible historic preservation planning in twelve separate neighborhoods. These objectives are included in a separate document on Neighborhood Strategies. Many of the objectives will require action on the part of the City Council, the Historic Preservation Commission and/or the City staff. Other tasks will be the responsibility of organizations and institutions such as the Friends of Historic Preservation and the University of Iowa. By adopting this plan, the City of Iowa City is not assuming the responsibility of enacting each objective but is endorsing the goals included. 3 View of the northside of the 200 Block of East Washington Street, 1934. Goal 1: Identify historic resources significant to Iowa City's past. Historic resources include buildings, structures, sites, districts and objects which reflect the city's cultural, social, economic, political and architectural history. Individual historic resources or districts are generally a minimum of fifty years old. Identification includes a survey and inventory process which requires substantial research and careful evaluation in order to determine which resources are of historic, architectural or archeological significance. Every building has a history but not every building is historic. The Amount of visual integrity retained by historic resources is an important consideration. Identification efforts relate to both a local process of designation of historic resources through the provisions of the Historic Preservation Ordinance and the national process of listing resources in the National Register of Historic Places carried out in coor~i,~ation with Iowa's Historic Preservation Bureau. Survey and inventory efforts were conducted by professional historians and architectural historians in Iowa City beginning in the late 1970s and continued through the early 1980s and again in 1990. Hundreds of buildings in older sections of Iowa City were photographed and researched. Historic contexts~ have been developed as a part of the current process to provide a framework for future National Register nominations and local ordinance designations. Current historic contexts for Iowa City include "The Territory and Early Statehood Era, 1840 - 1857," "The l~ilroad Era, 1856 - 1898," "The Town and Gown Era, 1899 - 1940," "The Development of the University of Iowa, 1855 - 1940," and "Iowa City Neighborhoods: Town and Country, 1840 - 1940." Suggested topics for future contexts include ~A hrstorw context is a written statement describing an important theme m the prehistory or history of a commumty, state or the nation during a particular period of time. It contains information about historic trends and developments related to groups of properties associated with that theme. 4 "Architects and Builders, 1840 - 1940," "Ecclesiastical Architecture, 1850 - 1920," '"Native Stone Buildings and Structures, 1840 - 1940" with Moffit Buildings as a sub-theme or separate context, "Fraternity and Sorority Houses, c. 1880 - 1940," and "Iowa City's Literary Tradition, c. 1900 - c. 1970." Earlier survey data must be updated, expanded and properly evaluated in order to determine which properties and neighborhoods are so significant that they require preservation and which buildings or neighborhoods are without visual integrity or lack historic or architectural signll%ance so as not to warrant protection on historic preservation grounds. New survey efforts should be undertaken for portions of the city not previously studied. Funding sources for these efforts in the future include grants from the Iowa Historic Preservation Bureau. Objective 1: Research & evaluate historic resources; HPC & IC Staff Objective 2: Set designation priorities for historic districts & landmarks for an orderly listing process; designate the most important or threatened resources; HPC & City Staff Objective 3: Nominate properties to the National Register of Historic Places; I-~C & Iowa Historic Preservation Bureau (IHPB) Objective 4: Instances where archeological resources may be involved, coordinate the indentification and evaluation process with the Office of the State Archeologist (OSA) with headquarters in Iowa City; HPC, City staff and OSA. Objective 5: Improve org~-ization of City historic preservation survey files and inventory materials; maintain copies of National Register nominations for all local listings; HPC, City staff and Iowa City Public Library. Goal 2: Enhance the municipal policy of protection of historic resources, and implement this policy through effective and efficient leglslation and regulatory measures. Objective 1: Incorporate ttP Plan into revised Comprehensive Plan; P&Z & City Council Objective 2: Amend HP Ordinance to include landmark designation, conservation district designation, economic hardship provision, special merit exception, demolition powers and penalties; City Staff, HPC & City Council Objective 3: Review & revise zoning for new historic & conservation districts; adopt zoning provisions to encourage reuse; City Staff, HPC, P&Z and City Council Objective 4: Revise Building Code requirements for historic districts & grant City staff selected design review authority to ensure speedy review; City Staff, HPC, and City Council Objective 5: Improve capacity and effectiveness of HPC in the areas of planning, communication, operations, training and staffing (as funds are available); HPC and City staff Goal 3: Establish economic incentives to encourage the preservation of historic buildings and neighborhoods. The development of economic incentives by private sources and units of government has proven to be an effective strategy for preserving historic resources. Incentives developed by ~mlts of government during the past several decades across the country include property tax relief in the form of credits and assessment abatements and special tax assessments in historic areas to fund neighborhood improvements. Private lenders independently, or in cooperation with not-for-profit organizations and units of government, have provided 5 £mancing pools and revolving loan funds to encourage historic rehabilitation. Although some £mancing tools have become increasingly sophisticated, all incentives have the s~me general purpose: to provide a source of money for the acquisition or rehabilitation projects involving historic resources that might not otherwise be successfully completed. Objective 1: Establish a property tax abatement program for historic buildings; City staff, HPC, City Council, Johnson County Board of Supervisors, and Johnson County Historic Preservation Commission Objective 2: Promote use of Self-Supporting M~mlcipal Improvement Districts (SSMIDs) for established historic districts; City Neighborhood Services staff and neighborhood associations Objective 3: Establish a private loan pool for rehabilitating historic buildings; HPC, Private lenders, Friends of Historic Preservation (Friends), Neighborhood org~ni~.ations and City staff Objective 4: Establish a historic loan progrnm using CDBG funds; City CDBG staff & HPC Objective 5: Develop a policy and guidelines for special incentive plans offered by the City for e~ngered historic resources; City staff, I-IPC and City Council Goal 4: Provide the technical assistance necessary to preserve and improve historic properties. Technical assistance refers to information about appropriate methods for rehabilitation, reconstruction, restoration, stabilization and documentation of historic resources (for local designation or nomination to the National Register of Historic Places) and the mechgni~ms for delivering that information. Good design, proper methods and affordability are objectives for technical assistance provided through individual counseling, training programs and publications. Objective 1: Offer technical assistance to historic rehabilitation projects through design review process, and if funding is available, establish a new staff position with this responsibility; HPC and City staff. Objective2: Formulate and implement a downtown design program and support neighborhood based programs; continue home improvement workshops; Downtown org-n~ zations, neighborhood associations, Friends, HPC & City staff Objective 3: Provide technical assistance to owners who wish to nomln~te properties to the National Register; HPC, Friends, IHPB, Iowa City Public Library and State Historical Society Library Goal 5: Strengthen historic preservation education programs and develop private support and commitment for preservation undert~lrlngs. An informed public is necessary to support public policies designed to encourage historic preservation and community investment in historic resources and neighborhoods. Toward this end, awareness efforts should be aimed at heightening the general public's consciousness of preservation issues. Education efforts should promote an understa~dlng of historic preservation concepts and issues as applied to local historic resources and comm~mlty goals. Awareness and education campaigns should be developed using the media, special publications, events, and other comm~mication tools. 6 The R~ndell Line streetcar headed east along College Street just east of the depot shared by the street railway and the C'RANDIC interurban at Clinton and College. (~1920) Private leadership and support for preservation policies and projects can be developed through not-for-profit preservation groups, neighborhood organizations, and groups representing downtown interests. A well-rounded community preservation effort requires the private sector to take responsibility through individual initiatives as well as those of organizations. Objective 1: Maintain marketing approach for all education and promotion products and activities; HPC and Friends Objective 2: Create volunteer opportunities & special events; Friends, neighborhood associations, and John.~on County Historical Society Objective 3: Establish and maintain preservation as an element in comm~mity improvement efforts; HPC, Friends, neighborhood associations, Chamber of Commerce, Downtown Association, Convention & Visitors Bureau, University, Project: GREEN, Iowa City School District, etc. Objective 4:. Broaden and strengthen not-for-profit preservation groups; Friends & neighborhood associations Goal 6: Maintain and strengthen preservation partnerships between m,~nlcipal government, state government, and federal agencies. Government leadership at the local, state and federal levels has been instrumental in developing regulatory measures and incentives to encourage the identification, protection and preservation of historic resources. Examples of govermnent p~_rtnerships include work carried out under the Certified Local Government program and the Section 106 process. Objective 1: Msint~in Iowa City's status as a Certified Local Government (CLG) and coordinate efforts with the Johnson County CLG; I-IPC, City staff, & JCCLG Objective 2: Continue & improve HPC's role in the Section 106 review for projects involving federal funding & historic resources; HPC, HPB, CDBG staff, HPC staff Objective 3: Monitor state and federal legislation involving historic preservation; HPC & City staff Goal 7: Establish and implement historic preservation objectives for the University of Iowa campus and surrounding neighborhoods. The University of Iowa's history parallels the development of the community and since the middle of the nineteenth century, has been the largest single factor to shape the comm~mlty's economy, social fabric, and physical development. Decisions m~de by the University in terms of housing, c~mpus expnn.~ion, transportation, and physical plant require responses by individual citizens and local government. I-Iistoric preservation discussions related to the University campus and its surrounding neighborhoods provide an opportunity for useful dialogue between Iowa City residents and University officials. The need for such discussions is likely to continue in the future. East Campus, University of Iowa, from the west bank of the Iowa River, 1920s. Objective 1: Open Communication l/nes ~mong the Iowa State I-Iisterical Society's Historic Preservation Bureau, the University & the HPC Objective 2: Complete an inventory of University related historic resources; I-1PB, University sdmlnlstration, & HPC Objective 3: Identify University physical plant needs which could be met by acquisition & reuse of historic resources; Board of Regents & University administration 8 Objective 4: Establish a heritage promotion progrsm for University related historic resources; University administration, Iowa City/Coralville Convention and Visitors Bureau Objective 5: Establish a fraternity and sorority house stewardship program; University, fraternity & sorority leadership, HPC & neighborhood associations Objective 6: Establish a for~m for discussing neighborhood/University issues; neighborhood associations, University administration, City staff Goal 8: Establish and support heritage tourism efforts appropriate to Iowa City's historic resources and commnnlty needs. The development of a heritage tourism initiative provides an opport~mlty for integrating historic preservation into two community goals - tourism and economic development. Successful heritage tourism requires the development of authentic and quality heritage offerings for local residents and visitors. Heritage tourism pl~n,~ng should recognize local priorities and capability as well as the need for creative and accurate education and interpretation. Iowa City's heritage tourism efforts should be developed in tandem with other visitor interests and needs. Preservation and protection of historic attractions, including historic districts, should remain a priority. Objective 1: Develop a heritage tourism plan; Iowa City/Coralville Convention & Visitors Bureau (IC/CCVB), Friends, Johnson Co. Historical Society, University, HPC, etc. Objective 2: Develop and promote heritage tourism packages; IC/CCVB, Friends, Johnson County Historical Society, University, HPC, etc. Objective 3: Develop a heritage tour guide program; IC/CCVB Objective 4: Expand heritage tourism potential for Old Capitol and Ph~m Grove; historic site managers, IC/CCVB Objective 5: Develop heritage festival(s); Friends, neighborhood associations, Downtown Association, IC/CCVB, HPC, etc. Goal 9: Conduct regular review and evaluation of historic preservation initiatives by the historic preservation community. The process of evaluation involves regular review and modification of preservation efforts and is carried out by organizations and individuals involved with or affected by local historic preservation efforts. Regular evaluation allows for monitoring of the historic preservation plan itself and m~klng adjustments for incorporating revised priorities and new elements. It is has the effect of making the plan into an ongoing process. Objective: Complete ~n-ual review and set work plan objectives; HPC, City staff, Friends, neighborhood associations, etc. Goal 10: Adopt strategies to conserve historic neighborhoods which reflect their organic development, historical roles and traditions, modern needs, and economic health and stability. One of Iowa City's strengths through the years has been the variety and health of its residential and commercial neighborhoods. Strategies are important which value these neighborhood differences and recognize that what may be good for one neighborhood may not 9 be wholly appropriate for another. The first nine goals in this strategic plan outlined citywlde objectives and mechnnlsms for identification, protection and preservation while this last goal suggests specific strategies and applications based on neighborhood location. These objectives are included in a separate document titled Neighborhood Strategies. Neighborhoods which have been identified based on such factors as topography, landscaping features, e~.hn~c origin, transportation routes, and other historical trends include the following: the Downtown, the Dubuque Street Corridor, the North Side, Goosetewn, Woodlawn, College Hill, South S~mmit Street, the LongfeLlow neighborhood, Kirkwood Avenue, the South Side, the West Side/Melrose Avenue area, and Manville Heights. The list of neighborhoods will continue to grow as areas of the city take on a heritage of their own and are discovered by their residents. Neither is the list of strategies exhaustive. It will be subject to modification and refinement as more detailed plnn~ evolve at the neighborhood level by residents, property owners, City staff, commissioners and elected officials. V. Conclusion Completion of the Iowa City Historic Preservation Plan marks another chapter in the story of local efforts to improve the commul3Jty. Participation in the pl~nlng process by local residents is evidence of the value placed on stable older neighborhoods, an attractive commercial district, and recycled landmarks. The roles outlined for government, private preservation orgsni~ations, and individual property owners will be expanded and refined in the years to come. 10 Proposed Approved - ' STORMWATER UTILITY INFORMATION SUMMARY OCTOBER 27, 2003 PREPARED BY BRIAN BOELK Three code amendments are necessary to implement a stormwater utility. A summary of each of the three ordinances is presented below: · Title 3, Chapter 4 - The purpose of this amendment is to set forth the description of the stormwater utility fee and establish the monthly rate within the schedule of fees for other existing charged utilities and services. This is solely used to set, and revise the monthly Equivalent Residential Unit (ERU) rate for the utility. · Title 14, Chapter 3, Article A - This amendment adds the stormwater utility to the list of existing utilities, and defines stormwater drainage for this purpose. · Title 14, Chapter 3 - This amendment actually establishes the stormwater utility by adding Section 14-3G-10 to the existing City Code. The main substance for the stormwater utility and utility fee is found in this section, and contains the definitions, establishment and determination of the stormwater utility charge, appeals process, and billing method. It is possible to move forward with the following schedule: · October 28th - Set Public Hearing · November 10th - Hold Public Hearing & · November 25~h - 1 st Reading · December 16th - 2nd Reading · January-3~ Reading The actual implementation date will be dependent on setting up the billing system and/or council's desire to set a specific start date. Attached is a summary of stormwater utility rates in other Iowa cities, examples of rates per various building categories, and estimated expenses and accruals. ESTIMATED AVERAGE ANNUAL STORMWATER MANAGEMENT COSTS Cate§or~ Annual Budget Program Management $137,700,00 Storm Water Brochures $5,000.00 Storm Drain Stenciling $5,000.00 Storm Water Web Site $5,000.00 Adopt-An-Intake* $4,000.00 Community Clean-Ups* $5,000.00 Storm Water Ordinance $;~,000.00 Mapping & Database Management $60,000.00 USGS - Gage Stations and Telemetry* $6,700.00 Billing System $35,000.00 Out fail Map $5,000.00 Information Management System $5,000.00 Engineering and Administration $50,000.00 En~ineerin~ Position (1/2 Time) $25,000.00 Various Staff Time (Director, Legal, HIS, Streets, Wastewater, etc.) $25,000.00 Inspection and Enforcement $41,500.00 Erosion Control, Grading, Sensitive Areas* $25,000.00 Inspection ,Program $11,500.00 Review & Inspection* Operation and Maintenance $5,000.00 Alle~y Cleanup* $340,750.00 Contaminated Spill Containment (~la~mat) * $11,000:00 $5,500.00 Spill'P~vention Containment & Contxol (SPCC)* $7,000.00 Drain Tile Installation* Stream Channel Maintenance* $27,500.00 Litt Station Maintenance* $5,500.00 $5,500.00 Street Sweeping* $80,000.00 Storm Sewer Maintenance & Cleaning* $27,500.00 Stormwater Manavoemant B~in Maintenance* $50,000.00 Debris Removal* Leaf& Yard Waste* $5,500.00 Storm Cleanup* $110,250.00 $5,500.00 Capital Improvements* $345,650.00 Total: $915,600.00 * Existing Services or Duties Budget 10/27/2003 STORMWATER UTILITY RATE EXAMPLES PER BUILDING TYPE Commercial: Name Imp. Area ERU's !Monthly Bill ($} The Deadwood 4,467 1.43 2.86 Handimart 35,169 11.24 22.48 Staples 90,077 28.79 57.58 ty-Vee 235,239 75.18 150.36 Menards 439,265 140.39 280.77 ~t"~'~age 35,764 11.43 22.86 Governmental: Name Imp_ Area ERU's Monthly Bill ($; City Hall 76,381 24.41 48.82 Armed Forces Reserve 165,140 52.78 105.55 Vets Hospital 380,368 121.56 243.12 · ~'"'~age 174,696 55.83 111.66 Industrial: Name Imp. Area ERU's Monthly Bill ($) Loparex, Inc. 362,884 115.97 231.95 Oral B 632,866 202.26 404.52 Proctor & Gamble 1,664,460 531.95 1063.89 ~t"~'"age 639,121 204. 26 408. 51 Schools & Non- Name Imp. Area ERU's Monthly Bill ($1 Profits: Lincoln 49,224 15.73 31.46 Our Redeemer Lutheran Chun 102,962 32.91 65.81 Southeast 194,952 62.30 124.61 City High 646,720 206.69 413.37 ~'"~"age 188,823 60.35 120.69 Commerica[ Statistics School Statistics Biils To Be Sent = 823 Bills To Be Sent - 16 AveragelmperviousParce]Area= 35,764 Average lmpervious Parcel Area- 188,823 Average Montl~ly Cost per Comm Bus - $22.86 Average Monthly Cost per School - $120.69 Commercial Total Per Month $18,796.81 School Total Per Month $1,931 07 Commercial Total Per Year - $225,561 72 School Total Per Year $23,17290 Government Statistics Multi-Family Statistics Bills To Be Sent - 38 Bills To Be Sent = 12918 Average in]pervious Parcel Area= 174,696 MonthlyCostPerApariment= $I00 Average Monthly Cost per Gov Owned Parcel $11166 Multi-Family Total Per Month - $12,91800 GovernmentTota[PerMonth- $4,24317 MuttiFatailyTotalPer Year- $155,01600 Goverment Total Per Year = $50,91799 *Note Calculated ~s one apartment - I/2 ERSU Industrial Statistics Residential Statistics Bills To Be Sent - 6 Bills To Be Sent = 16721 Average lmper~ious Parcel Area - 639,121 MonthlyFlatRateCostPerHouse= $2.00 Average Monthly Cost per Industrial Parcel = $40851 Residential Total Per Month = $33,442.00 IndustrialTotalPerMonth- $2,451.09 Residenfial Total Per Year= $401,304.00 Industrial Total Per Year = $29~413.03 Not Listed Statistics Bills To Be Sent = 171 Average Impervious Parcel Area = 30,667 Total Monthly Income: $76,29978 Average Monthly Cost per Not Listed Parcel = $I 5.25 Total Annual Income: $915,597 38 Not Listed Total Per Month = $2,517.64 Not Listed Total Per Year = $30,211 74 Annual Billing Income $0.00 Commerical Government Industrial Schools Multi-Family IResidential IOWA CITY ENGINEERING- DIVISIONT]IIII!I]?: , ..... October 27, 2003 City Council Work Session Comparison of Monthly Charges With Other Cities Comparison of Single Family Monthly Charges Monthly Single Communities Family Bill ($) Year Utility Initiated Des Moines 5.29 1995 Solon~ 5.00 1996 Cedar RapidsF 2.25 1994 Iowa City (Proposed) 2.00 2004 North LibertyF 2.00 2000 Boone 1.95. 1994 AmesF 1.25 1994 CoralvilleF 1.00 2002 Average 2.59 F Utility is based on flat rate theory. Comparison of Non-Residental Rates Monthly Charges Gas Station Small Shop Grocery Store Large Retail Community 15,000 (Sq. Ft.) 37,000 (Sq. Ft.) 190,000 (Sq. Ft.) 500,000 (Sq. Ft.) Des Moines $33.78 $83.32 $427.88 $1,126.01 Boone $9.75 $24.05 $123.50 $325.00 Iowa City (Proposed) $9.59 $23.65 $121.44 $319.59 SolonF $5.00 $5.00 $5.00 $5.00 Cedar Rapidsv $2.25 $2.25 $2.25 $2.25 Coralvillev $2.00 $2.00 $2.00 $2.00 North Liberty~ $2.00 $2.00 $2.00 $2.00 Amesv $1.25 $1.25 $1.25 $1.25 Average $9.37 $20.50 $97.90 $254. 73 ~ Utility is based on fiat rate theory. Memo: Candidates for Iowa City Council Re: Iowa City/Johnson County Senior Center October 24, 2003 From: June Braverman, Ph.D. E-mail: Bravejune~aol.com Address: 349 Koser Ave., 1#wa City, la. 52246 I am a 70-year-old retiree who has lived, worked and volunteered in this community since 1955. I have been professionally employed in adult continuing education as Director of Conferences, Institutes and Non-Credit Classes at UI, Director of Kirkwood College Community Education, Iowa City and Program Specialist at the iowa City Johnson County Senior Center. I offer the following data to apprise you of various issues and concerns of many of your constituent~. Senior Pooulation, Johnson County Source: City/rural information from U.S. Census, year 2000 Total # of seniors age 50-59 and 60+ in all of Johnson County: 21,020 Total Johnson County Population: 111,044 City/Rural Breakdown Total # of seniors age 50-59 in Iowa City: 7,060 Total # seniors age 50-59 in incorporated areas of Johnson County and rural area: 2,916 Total # of seniors age 60 + in Iowa City: 8,203 Total # seniors age 60+ in incorporated areas of Johnson County and rural area: 2,841 Note: Last year 2500 persons were registered at the Senior Center as members ~Is of October 1. 2003 there are 624 members or 2.9% of the population Budget, FY2004: $677,029. The budget supports the building and salaries of 3 professionals; Coordinator Linda Kopping ($67,246), Volunteer Specialist Susan Rogusky ($48,006). Program Specialist Julie Seal ($48,006). Secretary Michelle Buhman, her husband, maintenance worker Craig Buhman, maintenance worker Dan Born and two part time receptionists round out the staff. Changes in Funding The Senior Center funding from the Board of Supervisors was cut to $75,000 this year. A nominal membership fee was instituted July 1, 2003 to supplant budget deficits. Membership is required to enroll in classes (many of which require additional fees), participate in activities such as band and chorus, use the fitness equipment or play cards at tables on the mezzanine. Non members may attend public events, utilize the non-center services such as AARP Tax Assistance, VNA and Elder Services and Elderberry caf~ meals or sit in the lobby. Fund Raising A Gift Fund of $150k exists at the Senior Center. This includes encumbered accounts for activities which generate income such as the New Horizons Band, the Voices of Experience Chorus and the EIdercraft Shop: These funds are used to pay for purchase of music, copying on the SC machines, payment of teachers and other activity related expenses. Accounts exist for non-earmarked contributions such as Dollar A Month Club, and bequests which are used for scholarships, purchase of exercise and Senior Center TV equipment, etc. Most recently the Commission allowed a withdrawal of $15,000 to cover the cost of the membership proximity cards and equipment and purchase membership totes and other marketing items. A new donation structure was initiated for individuals or businesses in July 2003 at six different levels; Contributor, Bronze, Silver, Gold, Platinum and Supporting. As of October 1, 2003 those contributions totaled $3,478. (Source: the October POST) Access For Low Income Seniors Scholarship provisions exist for qualified Iow income seniors. One new Iowa City resident found it difficult to avail herself of this aid. She came from Chicago where all senior center programs and activities were free and moved into the old Press Citizen building across from the Senior Center. She anticipated continuing senior activities but was told of the new $25 membership fee on her first visit Building Utilization The building appears to be under-utilized on most days with the exception of twice weekly band and chorus rehearsals ( approximately 100 of the total 624 members who paid the membership fee in order to participate in these activities) Lunch attendance which used to run up to 100 persons daily is estimated between 30 and $0 persons daily. The Senior Center is featured as a venue for the Iowa City Art Walks and 250 persons o~the Art Walk are counted as Center participants. A number of anniversary events on Septemberl~ from 5-9p.m. reportedly generated a total attendance of 530 persons, although one might suspect many of those folks attended all those events and were counted for each.((Please see S.C. Commission Report, October 21, 2003) This is a time in Iowa City when meeting rooms in the library and Robert Lee Recreation Center are at a premium. Many rooms in the Senior Center are empty, particularly in the aRernoon after 3p.m. A number of programs squeezed into the library such as readings from the U1 International Writers Workshop would be of interest to seniors, are held in the afternoon and are open to the public. This is a public building which should be available to all recognized community groups when dedicated space is not being utilized. Changes in Programming In an attempt to broaden class offerings this past year the volunteer coordinator presented a series of classes called "Learning for Creative Retirement". These classes competed with The University of Iowa Senior College sponsored by the Emeritus Faculty Association with support from the UI Alumni Association. The Senior College classes were $~0 with no membership fee and less expensive than those offered at the Senior Center. Kirk'wood Community College also sponsors the Center for Lifelong Learning classes available to Iowa City seniors. The Senior Center Creative Retirement classes were replaced in September with the Fall 2003 Program, a system of classes and programs based on a full semester. (Please see the Senior Center Commission October 21,2003 report for listings and results) In my professional opinion there does not appear to be a well balanced enough combination of progrnms/classes to lure old members back to the Senior Center. Moreover new evening classes designed to attract younger seniors still in the work force did not garner enough registrations to go. Suggestions have been offered to the planners to broaden the scope of programming and step up marketing. The Senior Center needs to build activities and classes in general categories not limited to a few literature, writing, computer and physical fitness classes whch are repeated every few months whether or not they were initially successful. A multitude of partnerships with groups such as the Extension Service exist which provide entertaining and enlightening free cooking and craft classes. Programming with a seasonal theme offers another avenue such as fitness fall walks, drawing fall landscapes in partnership with the Kent Park Education Center. The list of possibilities is endless in this community which is rich in cultural, educational and social resources. An extensive survey of program interests was taken in 2000 and the results need to be tabulated and studied to ascertain what seniors want in their senior center. Liability Issues The Senior Center determined a need for providing physical fitness classes and a workout room. Such a room has been equipped. The door to the room has a small window through which one has a · ~ very limited view of the room. The door is kept locked at all times and is accessible with the .~/. proximity card insuring that card-carrying members only can use the equipment. There is no trainer / on site and the maintenance worker is responsible for upkeep of the equipment. On several occasions he has stayed after work to show anyone interested how to use the equipment There is a growing ~ concern that ifa senior was alone in the locked room and fell or suffered a sudden illness no one would know. Marketing The POST, a monthly Senior Center publication was originally sent to 5000 households and served as the primary marketing piece. It was cut back to registered members only last year (2500) and this year goes to members only (624). Because a catalogue of classes and events was published for the fall semester, the POST has been cut back to several pages for October, November and December when the second semester catalogue comes out. While this may save money, the measure also removes a Senior Center Commission Report October 21, 2003 Prepared by Julie Seal Public Events - September Bunge Art Exhibit 250 Genealogy Conversation 5 Solomons's Travelogue 20 Dance with Silver Swing 110"') ~ ~ Open House 75/ Picnic, Auto, HOGS, D. Moore 275 Chuck Huss Janie Yates Reading / Member Event - September Dinner with Skorton 97 Classes Startin,q in September and Enrollments/Cancellation-~ · Socrates & Plato 33 · Great Stories of Emest Hemingway 10 · Tai Chi 9 · Beginning GentleYoga 10 · Intermediate Gentle Yoga 11 · Advanced Gentle Yoga 14 · Fitness w/Collin (3 sections) 12 cancelled cancelled · Chair Fitness w/Collin (2 sections) 7 cancelled · Personal Training with Collin 4 * Line Dancing 6 · Continuing Meditation 4 · Beginning Meditation 3 · Introducing Life Story Writing 7 (Over please) -3- · Basics of Investing cancelled Public Events - November * Genealogy Conversation November 7 * Veterans Celebration November 10 * An Iowan in Siberia November 12 * Janie Yates Reading November 21 * Fiber Arts Exhibit Reception November 21 * Solomon's Travelogue November 25 Classes Startin.q in November · John Donne's Poetry · Beginning Gentle Yoga · Intermediate Gentle Yoga · Advanced Gentle Yoga · Fitness with Collin Chair Fitness with Collin · Personal Training with Collin · Meditation · Using a Scenner IP6 ( Iowa .C.i . Pubhc Library MINUTES IOWA CITY PUBLIC LIBRARY BOARD OF TRUSTEES MEETING ROOM C - REGULAR MEETING September 25, 2003 Members Present: Thomas Dean, Shaner Magalh~es, Linda Prybil, Pat Schnack, Jesse Singerman, Tom Suter, Linzee McCray Staff: Barb Black, Maeve Clark, Susan Craig, Barbara Curtin, Debb Green, Heidi Lauritzen, Martha Lubaroff, Liz Nichols Call Meeting to Order Meeting was called to order at 5:03 pm Public Discussion None Craig introduced Stephanie Sueppel, who recently started work as the new Adult Services Librarian. Magalhges welcomed Linzee McCray, new Board member. Individual Board members introduced themselves. Approval of Minutes Minutes for regular meeting of August 28, 2003 were approved after a motion made by Suter and seconded by Singerman. All were in favor. Motion passed 7-0. UNFINISHED BUSINESS: Public Hearing for bid on AV equipment: A motion to open the public hearing was made by Dean and seconded by Suter. All in favor. Motion passed 7-0. Magalhfies declared the public hearing open. The bid documents contain a list of all the AV equipment, primarily in meeting rooms, and specifications on installation and coordination with other furnishings. Because it is over $25,000 it has to go out for bid. The most expensive equipment will be in the public meeting rooms and the Story time Room for presentations and videotaping. Logsden and the architects worked together to prepare the bid. The bids are due several days before Agenda item 3A Page 2 the next meeting. The contract will be awarded at October's Board meeting. The information about bid documents is distributed by the City of Iowa City and is publicly advertised. It goes up on the City's Web site and vendors watch for it. It goes to the lowest responsible bidder and staff then makes a recommendation to the Board. There were no public comments and Magalh~es declared the hearing closed. Building Project: In Miller's absence, Craig reported on the progress. She pointed out that yellow weatherproofing was put up on the east side of the building. Next week we should start seeing brick on the east side. The large windows on the south side should start going up next week as well. We are expecting to expand into a major portion of the second floor between the end of November and the end of December. Craig led a tour of the east building for trustees. County Task Force: Additional questions have been posed. Craig drafted some recommendations for responses. Craig does not have a problem with a contract similar to SEATS if the county prefers that. The SEATS contract is a 4-5 year contract which means the Board would have to renegotiate every several years. Singerman raised the issue of the discrepancy between what Iowa City residents pay and Johnson County residents pay. Them are reasons historically why our library has been willing to accept this discrepancy. Although Johnson Co residents can go to all county libraries, they do not have the same opportunity for input in the budget or policies that Iowa City residents have. Their opportunity for input is through their representative on the Board. County sees that their budget costs are rising as county libraries are growing. County residents live further from the library than City residents do. Administratively it would be difficult to deny many services, such as reference assistance, to residents of rural Johnson County. Craig's sense is that those who were seeking greatly reduced funding may have moved away from their earlier position. There seems to be some interest in preserving what we have. Prybil said that everyone in the county contributes through his or her property assessments. She added that there are people in Iowa City who use the library and do not contribute. Craig said that the only Iowa City that we do not receive revenue from are people who live in University housing which does not pay property tax. Commercial, including rental, properties have higher taxes and bring in more revenue than owner-occupied homes. A response to the Task Fome is needed by next week. Singerman would be prepared at this point to say that if funding were cut, we would have to reduce services somehow. Prybil asked whether Craig had visited with other library directors. She responded that other libraries feel much the same. Asked about the Agenda item 3A Page 3 SEATS contract, she said that although it would be difficult to renegotiate every several years we could deal with it. The consensus was that we respond with our preferences; starting with keeping the same contract, using the SEATS model and lastly reducing services if funding was cut. Craig will draft a response and MagalhSes will review before it is sent. NEW BUSINESS: Set a public hearing for library furnishings and equipment: Prybil moved that we set a public hearing for the library furnishings and equipment at next month's Board meeting. This is the last bid package for the building project and includes all the new furniture and miscellaneous items like coat racks and trash cans. Suter seconded. All in favor voted Aye. Motion passed 7-0 Leased Space: Craig reminded the Board that we had a subcommittee meet to formulate guidelines and a timeline, which the Board approved. We need to move the process along and she is recommending that we work with a realtor. Asked for input from Board about selecting a realtor. Dean wanted clarification about property being owned by City and how that affected taxes. Craig has consulted with the City Attorney who said that when it is leased for commercial use it would generate tax revenue. Craig asked for direction about the process of choosing a realtor. Consensus was that Magalh~es and Craig interview realtors and make a recommendation to the Board. We will make an effort to contact realtors and invite them to participate. Singerman wanted to make sure the solicitation went to all potentially interested parties. The rent will go into the operating budget as a new income stream for the City. FY05 Budget: Craig has just received City guidelines about budget but this first drafi does not include those figures. She reviewed the expenses in the budget and explained that supplies were increased because of the increased size of the building and the need for additional items to stock more bathrooms, service more computers, etc. We are asking City for funds for planning. We are behind a year on our strategic plan because of the building project. The budget contains fees for a consultant and fees to do a community survey for the planning process. We are not asking for much in the way of capital items for the building because of the building project. It seemed like an appropriate time to upgrade the computer and equipment replacement budgets to cover the expanded inventory. Replacement funds do not need to be spent every year, but are available as equipment ages. Agenda item 3A Page 4 Grand Opening Project Expenses. These are pretty flexible numbers and Board needs to have a discussion on how they want to be involved in the planning for grand opening events. There is an item called Web Bridge in the proposed budget. This software will provide us ~vith the ability to link items from our catalog to other resources. It is a new component developed by our library systems vendor. Craig believes that this budget fulfills the Strategic Plan and includes what we need for an expanded building. Prybil asked about the expenses for being open Sunday. Our overtime budget on Sunday is a result of the labor agreement, which covers full-time and 20 or 30-hour permanent employees. No motion is necessary at this time. Craig is asking that Board give her the go-ahead to proceed and she will work with City numbers and finalize items over the next month and ask for formal Board approval in October. All agreed. Staff reports On Oct 15, Moen will close on 64 1 A property and surface parking on that lot will be gone. A question was raised about the newsletter. Sueppel will be the editor and Sara Brown will be the graphic artist. We bid it out for printing and it probably will not look different this year, but there will be fewer issues due to budget cuts. Wireless Internet access is being offered and patrons are very happy about that. Development Office: Lolly Eggers, June True, Barbara Curtin and Susan Craig attended the induction of John Buchanan into the Junior Achievement of East Central Iowa Business Hall of Fame. Patriot Act: Articles from the Daily Iowan and Press Citizen were given out at the meeting. Interest is being fueled by what is going on nationally and the group that asked us to take action is speaking to the City Council. Craig has had one complaint about our position and several compliments. Craig included memo to Board informing them of her decision not to grant a request by the Johnson County Democrats to use our meeting rooms for a precinct caucus. Literary Walk. Needed a signed contract by October 1 to the artist so after consulting with Karin Franklin, staff moved ahead to use authors that had been previously approved. Sorry not to have involved Board but the contract needed to be done. Agenda item 3A Page 5 A reminder about the video on Legal Issues for Libraries to be viewed here on October 9 was included in the Board packet. Committee Reports Singerman reported on the Foundation's planning session, which is still in process. Fund raising committee is working on an activity for the Spring. She will be asking for Board's help when things are settled. Disbursements: Review of VISA expenditures Move approval ofdisbursements for July and August. Sutermoved. Singerman seconded. All in favor. Motion passed 7-0. These were delayed due to City's change over in systems. Should be on time from now on. Set agenda for October Grand opening discussion Budget Something from County Update on Realtor Building Adjournment Meeting was adjourned at 6:30 pm. Minutes taken and transcribed by Martha Lubaroff Dt~4FT POLICE CITIZENS REVIEW BOARD MINUTES - October 14, 2003 tP7 CALL TO ORDER Chair John Stratton called the meeting to order at 7:02 p.m. ATTENDANCE Board members present: Candy Barnhill, Loren Horton, Greg Roth and John Stratton; Legal Counsel Catherine Pugh and Staff Kellie Tuttle present. Also in attendance was Captain Matt Johnson of the ICPD, and Public, Kevin Halstead. CONSENT CALENDAR Motion by Horton, seconded by Barnhill to adopt the consent calendar. · Minutes of the meeting on 9/09/03 · ICPD General Order #99-08 (In Car Recording Devices) · ICPD General Order #00-08 (Weapons) · ICPD Use of Force - August 2003 · ICPD Use of Force- September 2003 Stratton noted that on Order #00-08 (Weapons), a word was left out on the first page (i.e. authorized automatic weapon, any department issued automatic weapon which the officer has met, should be: weapon for which the officer has met approval). He also questioned the language "official color of duty". Motion carried, 4/0. REPORT FROM NOMINATING COMMITTEE Barnhill reported that she and Horton had discussed having co-chairs for the coming year due to busy schedules. It was later decided that Horton would be chair for the coming year, and Barnhill would be vice-chair. MOTION TO FIX METHOD OF VOTING Members were asked if they agreed to use a voice vote as in the past; all concurred. NOMINATIONS FOR OFFICE OF CHAIRPERSON Loren Horton for Chair. Motion by Barnhill, seconded by Roth. Motion carried, 4/0. NOMINATIONS FOR OFFICE OF VICE-CHAIRPERSON Candy Bamhill for Vice-Chair. Motion by Horton, seconded by Roth. Motion carried, 4/0. Stratton announced new Chair and Vice-Chair, and then turned the meeting over to Horton. PCRB-Page 1 October 14, 2003 DRAFT NEW BUSINESS No new business. OLD BUSINESS No old business. PUBLIC DISCUSSION No public discussion. BOARD INFORMATION Stratton noted that he was contacted by a reporter from the DI, in regards to recording devices. He said there was a story in the DI and he will try to find the article for the Board to look at. STAFF INFORMATION Turtle noted that the City Council would be announcing the vacancy on the PCRB during the Council meeting. Deadline for applications is Wednesday, November 19th at 5:00pm. EXECUTIVE SESSION Motion by Stratton and seconded by Barnhill to adjourn into Executive Session based on Section 21.5(1 )(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11 ) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Motion carried, 4/0. Open session adjourned at 7:14 P.M. REGULAR SESSION Returned to open session at 7:30 P.M. Motion by Stratton, seconded by Barnhill to investigate PCRB Complaint 03-05 and PCRB Complaint 03-06/03-07 at the level 8-8-7(B)(1)(a). Motion carried, 4/0. Horton noted that the City Council had amended section 8-8-8 A(1 ) of the City Code. A copy was included in the meeting packet. PCRB-Page 2 October 14, 2003 DtL4FT Motion by Stratton, seconded by Roth to extend the deadline for PCRB report 03- 05, 03-06, and 03-07 for 45 days. Motion carried, 4/0. Motion by Roth, seconded by Barnhill to move meeting from November 11 to November 10. Motion carried, 4/0. MEETING SCHEDULE · November 10, 2003, 7:00 P.M., Lobby Conference Room · December 9, 2003, 7:00 P.M., Lobby Conference Room · January 13, 2004, 7:00 P.M., Lobby Conference Room · February 10, 2004, 7:00 P.M., Lobby Conference Room ADJOURNMENT Motion for adjournment by Roth and seconded by Stratton. Motion carried, 4/0. Meeting adjourned at 7:36 P.M. PCRB-Page 3 October 14, 2003