HomeMy WebLinkAbout1996-03-26 Info PacketCity of Iowa City
MEMORANDUM
DATE:
TO:
FROM:
RE:
March 5, 1996
City Council
City Manager
Material In Information Packet
Memoranda from the City Manager:
a. University Project Plans
b. DNR Permit - Wastewater Project
c. Alber Comments - Water Supply
d. N&N Sanitation Transfer Station Project
/to
Memorandum from the City Clerk regarding February 20, 1996, Council
Work Session.
Copy of memorandum from the Director of Parking and Transit to the City
Manager regarding council correspondence - Eastedale Mall service.
Copy of a letter from Senator Harkin to the City Manager regarding
Community Development Block Grant program.
II1(
Copy of a letter from Thomas Hynes, Interim Dean of the College of'Arts and /I ! ]
Sciences at the University of Louisville to Sgt. James Linn regarding Sgt.
Linn's performance at the Southern Police Institute.
Copy of letter from Chair of the Johnson County Board of Supervisors to the _) I I;Z.
Chair of the Housing and Community Development Commission regarding the
John County Adult Day Program building project.
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 4, 1996
City Council
City Manager
University Project Plans
The other day I spoke with representatives of the University concerning some of their
upcoming capital project plans. They indicated to me two projects that I believe are of some
significance and will have an impact on our community planning.
In the area on South Madison, that area which has a number of University maintenance
buildings, there are plans to consolidate those activities into one structure. Evidently they also
plan to consider construction of some type of a chilled water facility. There remains interest
in a parking garage at the corner of Burlington and Madison. Their plans do conflict with our
Near Southside policies and I indicated that the conflicts will need to be dealt with early on.
I have asked the University planning staff to work directly with our Planning Director in order
to not only accommodate their interests, but also do our best to fulfill the full intent and spirit
of the Near Southside plan.
The University is also considering how to close Newton Road near the health/medical
buildings. Newton would be relocated to another route, evidently around these facilities. I
do not have the details, but I have again directed them to work with our Planning Department.
These are very preliminary; however, the University appears to have invested heavily in
preparation of these project plans so I expect they will begin to pursue implementation. They
have not indicated these matters are confidential, but I assume they are anxious to step
through all of the various procedures and processes associated with University/state rules and
regulations and, therefore, are not opening this matter to the public just yet.
CC:
Karin Franklin
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 4, 1996
City Council
City Manager
DNR Permit - Wastewater Project
You may recall we filed an additional appeal to the DNR schedule concerning the construction
of our wastewater treatment facilities. As of this date we have not received any formal
response to that proposed second revised schedule. In our conversations with DNR staff,
they indicated they would be issuing the City a new discharge permit as well as an
administrative order with respect to the wastewater project planning. They indicated this
would be done in the next two months, which is more likely to translate into July at the
earliest. They do not provide us with any formal feelings/response, etc. to our second revised
schedule and we will just simply have to wait and see.
City of iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 4, 1996
City Council
City Manager
Alber Comments - Water Supply
Ed Moreno, our Superintendent of Water, has discussed the recent letter sent to the City
Council by Rodney AIber. While Mr. Alber's interest appears genuine, there are many factual
errors. Specifically, the well that he indicates is on Black Springs Circle could possibly have
been a private domestic well, long ago abandoned. Evidently the property owner discovered
this abandoned well while digging a hole in her back yard. It could also possibly be a cistern
or some other abandoned underground facility. This is an older neighborhood and I suspect
if we looked we might find other such private wells constructed before the municipal system
was in place.
The staff checked with the Iowa Geologic Bureau concerning not only the geological
significance of the Black Springs area, but they also could not find anything in their records
substantiating this well. Ed spoke with Irving Weber, particularly about the name Black
Springs. Irving could not provide information on the name Black Springs, but there was a
Black Farm near the site of City Park around 1875.
The construction of a well house with the associated noise and maintenance in the midst of
a residential neighborhood is not advisable.
Some of the technical operational aspects of the sludge lagoons were also discussed with Mr.
Alber. The St. Laurence formation Mr. Alber mentions is just below the Jordan and often well
drillers finish the bottom of a Jordan well into the St. Laurence.
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 4, 1996
City Council
City Manager
N&N Sanitation Transfer Station Project
Several days ago I had a conversation with the president of Stanley Environmental, Inc. He
and I discussed a relationship that Stanley was considering with N&N Sanitation to provide
engineering and other technical services for the proposed transfer station. Gregs was
concerned about a future relationship with the City and did not wish to jeopardize the current
and any future relationship. I assured Gregs that he was certainly free to contract with a
company such as N&N and any decision on the transfer station which would likely reach the
City Council and/or Board of Supervisors would involve many issues other than the technical
advice Stanley might provide. 1 wanted to assure him that we did not object to his company
providing such advice.
The letter is self-explanatory and I wanted to let you know that I assured the Stanley
Environmental, Inc. that their provision of technical services to N&N was not a conflict in our
relationship.
CC;
Gregs Thomopolos
Chuck Schmadeke
b~n&nt~ans
STANLEY ENVIRONMENTAL, INC.
The Univemity of Iowa Oakda~e Research Park · 2656 Crosspark Road, Coralville. IA 52241
Tel: 319/626-3990 · Fax: 319/626-3993
February 23, 1996
Mr. Stephen J. Atkins
City Manager, City of Iowa City
Civic Center
410 E. Washington St.
Iowa City, IA 52240
Dear Steve:
Subject: Consulting Environmental Services
N & N Sanitation
I appreciated the opportunity to discuss with you the services that N & N Sanitation has
requested we provide tbr their proposed Transfer Station in Johnson County and your
concurrence that the City would have no objection to our acting as their technical consultant. If
negotiations with N & N are finally concluded, Stanley Environmental, Inc., will render only
technical services for the proposed project and we will not act as advocates, pro or
con, for this project.
The initial consultation will be the preparation of a conceptual site plan for submission to the
County zoning authority. After approval by the County, other services will include assistance in
modification of the Iowa Department of Natural Resources (IDNR) sanitary disposal permit and
engineering design services required for the construction of a pre-engineered building with
compaction equipment on the site.
The Stanley Consultants Group has enjoyed a long and valued relationship with the City of Iowa
City, and we wish to keep it that way. We will not take any engagements with other clients that
could jeopardize this relationship or create a conflict of interest for us.
You have my assurance that our work for N & N will be limited strictly to technical professional
services. Should the situation arise that we may be requested to testify as an expert witness
against the City, we will decline to do so on the grounds that it would constitute a conflict of
interest.
STPuNLEY ENVIRONMENTAL, INC.
Thombpulos
Chairman
cc: Charles Schmadeke, Director of Public Works, Iowa City
ggt5ank -tzAtkin~.Llt
MEMBER OF THE STANLEY CONSULTANTS GROUP o INTERNATIONAL CONSULTANTS IN ENGINEERING. ARCHITECTURE. PLANNING. AND MANAGEMENT
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 5, 1996
Mayor and City Council
City Clerk
Council Work Session, February 20, 1996 - 6:30 p.m. in the Council Chambers
Mayor Novick presiding. Council present: Novick, Baker, Kubby, Lehman, Norton, Thornberry,
Vanderhoef. Staff present: Atkins, Helling, Woito, Karr, Franklin, Davidson, Fosse, Yucuis.
Tapes: Reel 96-29, All; 96-30, All.
IVieetlng transcriptions are available in City Clerk's Office upon request.
FRINGE AREA: Reel 96-29, Side 1
PCD Director Franklin, City Attorney Woito and City Manager Atkins provided information
regarding fringe area agreement.
Council agreed to the following fdnge area agreement revisions:
Area A: RS-3 with RS incentive to cluster.
Areas B & C: City standards required within the growth areas and A1 outside the growth
areas.
An appeals board.
Definition of clustering.
Review in three years.
Franklin stated she will prepare information regarding definition of clustering and forward a revised
copy of the fringe area agreement to the Board of Supervisors.
Staff Action: Letter transmitted to County on February 23. Staff wlll await response from
County prior to proceeding. (Franklin)
ClP: Reel 96-30, Side 1
City Manager Atkins and City Engineer Fosse presented information regarding the CIP.
Fosse reviewed the 1996 construction projects. Specific issues raised were:
Burlin.qton/Gilbert Intersection. Incorporate into the bid documents closing the intersection for the
duration of construction.
Ground Storage Reservoir. Typographical error, change $75,850,000 to $758,500.
2
South River Corridor Sewer. Atldns and Fosse will update $17,054,000 cost and report back with
a list of activities contained in the project.
ACT/Hi.qhwav I Intersection Improvements. Staff will provide Council Members with a map of
proposed east-west arterial and Scott Boulevard extended projects.
CIP. In response to Council Atkins stated staff can prepare a map locating all the Capital
Improvement Projects for future discussions.
Melrose Avenue Proiect ('West Hiqh Intersection}. Kubby requested that staff tell Council
Members when the letter is sent to the School Board regarding funding for that project.
City Council tabled discussion of First Avenue extended until review of the comp plan.
COUNCIL TIME:
Reel 96-30, Side 2
Norton asked if staff has responded to Annie Tucker's letter regarding mediation services.
Mayor Novick stated that staff is looking at mediator guidelines.
Baker asked Council Members to consider a salary freeze for the administrative positions
in the City Assessor's office and to rs-evaluate combining the City and County Assessor
offices for efficiencies. A majority of Council Members agreed to ask the Conference
Board to evaluate the City Assessor's office.
Novick asked Council Members to think about issues to be discussed at the upcoming
goal setting session.
4. Kubby inquired about the water festival schedule.
In response to Novick, the following Council Members stated they ars attending the Iowa
League of Cities meeting in Des Moines on February 28: Kubby, Novick, Vanderhoef,
Lehman, Thornberry and Norton. City Clerk Karr stated she will take cars of conference
registration.
Novick reported that she met with Atkins, Davidson, and Coralville Mayor and City
Manager to discuss a consolidated transit system and that Coralville has agreed to look
at the possibility of a coordinated system. Novick noted that Transportation Planner
Davidson will prepare a list of issues to be considered.
Novick stated that Coralville would like to get a small subcommittee togethor to discuss
the Highway 965 extension alignment. Novick and Vanderhoef agreed to represent the
Council at a February 29, 1996, 1:30 p.m. meeting.
Kubby inquired about the water festival. Novick, Norton, Kubby and Vanderhoef agreed
to attend.
Meeting adjourned at 9:30 p.m.
cle c}~cc2-20.inf
City of Iowa City
MEMORANDUM
Date: Mamh4, 1996
To: Steve Atkins, City Manager
From: Joe Fowler, Director, Parking & Transit ~'~-~
Re: Council Correspondence - Eastdale Mall Service
In response to the letter for Bonnie Love regarding transit service to the Eastdale Mall, I contacted
Ms. Love by phone Mamh 1, 1996. At that time I advised her the proposed service cut was for
Saturday service only. Ms. Love stated that this would not affect vocational rehabilitation as they
were closed on Saturday as were most other offices at Eastdale.
TOM HARKIN
IOWA
Mr. Stephen Atkins
410 E. Washington St.
Iowa City, IA 52240
Dear Stephen:
Thank you
you.
,RECEIVED MAR 0 4 199§
WASHINGTON, DC 20510-1502
February 27, 1996
for your recent
letter. Tt was good to hear from
I have always been a strong supporter of the Community
Development Block Grant program (CDBG). I hope we can reach a
balanced budget agreement in the near future that will allow for
the full funding of this important initiative. At a minimum, I
hope that Congress will pass a continuing resolution by March 15
to adequately fund the CDBG through the end of the fiscal year.
If funding for the CDBG is not included in the continuing
resolution, I fear funding for Fiscal Year 1997 will be in doubt.
Again, I have always been a strong supporter of the CDBG and
I will do what I can to ensure it is funded at the highest
appropriate level.
Sincerely,
Tom Harkin
United States Senator
TH/bll
/110
1404 11th Street
Coralville, IA 52241
College,
On behalf of the .faculty of t~e I offer you congratu-
lations. Your superior academic achievements during the 1995
Fall Semester have metired your being named to the Dean's List.
Although the most important reward of this success in your
studies is of an intrinsic and intangible nature, I hope you.
also will enjoy having the enclosed card of recognition as a
permanent reminder of your achievements.
My very best wishes for your continued success.
Sincerely,
Thomas Jo Hynes, Jr.
Interim Dean
TJH/cf
Enclosure
SS # 478-52-9005
II1!
BOARD OF SUPERVISORS
Don Sehr, Chah'person
Joe B~lkcom
Charl~ D. Duffy
Stephen P. Lacina
Sally Stubsman
March 4, 1996
Linda Murray, Chalrpetson
Housing and Community IX~velopment Comrni~on
% Marianne Milkman
Department of Planning and Community Development
City of Iowa City, Civic Center
Iowa City, Iowa 52240
Dear Members of the Commission:
We are well aware that the Housing & Community Development Commission is anxious for a
report regarding the pmpesed loireson County Adult Day Program building project.
Hopefully, our current pmgres~ toward a solution will be sufficient to allow more time to
finalize details.
Considerable activity Ima occurred during the last month including many formal discussions by
Johnson County's Board of Health, Board of Supervisors, Adult Day Program (ADP)
Advisory Committee, and numerous community agencies. In late January, the Board of
Supervisors determined that additional county tax dollars, beyond what has already been
committed, cannot be allocated for consuucting an Adult Day Program facility. At that time,
we directed the ADP Advisory Committee to investigate the possibility of a public/private
partnership with agencies who share a common mission with our Adult Day Program. Last
week, two meetings were held in which agency representatives from Oaknoll Retirement
Residence, Aging Services/Milestones, Mercy Hospital, and Elderly Services
Agency/community Mental Health Center outlim~ plans for an alternative organizational
structure to manage the Adult Day Progntm. We also addressed the issue of a permanent
facility for the program.
913 SOUTH DUBUQUE ST. P.O. BOX 13~0 IOWA CITY, IOWA $22~4-1350
TEL: (319)
FAX: (319) 356X~086
It);L
Ms. Linda Murray
Page 2
March 4, 1996
On February 28, 1996, the ADP Advisory Committee unanimoufly ~ a motion to enter
into a partnership with Aging ServiCe.stones for assistance with the management and
administration of the program. On February 29, 1996, the Board of Supervisors directed the
ADP Advisory Committe~ to develop a list of potential objectives for Aging
Services/Mi~tonez which would result in de,~ailed plans addssing organi~_tional structure,
expansion, staff expertise, and building plans. The Board also rmffirmed it~ commitment to
use $75,000 of county funds to a~_in h~e above program o~jectivez, as well as moving as
quickly as possible to use the $100,000 of the city's Community Development Block Grant
funds.
A more specific plan is forthcoming. Pieam consider providing the additional time to finalize
plans for renovation or construction of a new facility. We recognize that you are working on
the allocation process; we will keep you continually informed about the plans to use the CDBG
funds.
Chairperson
CC: Community Division, Planning & Program Development, City of Iowa City
City Manager, City of Iowa City
Members, Board of Health
Director, loireson County Department of Public Health
City of Iowa City
MEMORANDUM
DATE:
TO:
FROM:
RE:
March 8, 1996
City Council
City Manager
Material in Information Paoket
Memorandum from the City Manager regarding waste haulers - use of
sewage treatment plant.
Memorandum from the Chair of the Parks and Recreation Commission
regarding Jensen and Neuzil properties.
Copy of memorandum from the Chief of Police to the City Manager regarding ~.
computer reimbursement.
Copy of letter from the City Manager to the Superintendent of Schools, Iowa
City Community School District, regarding Melrose Avenue West
reconstruction project.
Copy of memorandum from the Johnson County Water Festival Planning
Committee to sponsors of the Festival regarding publicity campaign.
Copy of building permit data.
Minutes from the Iowa City Area Development Group, Inc. Board of Directors ,~ ~ ~ _
meeting of February 9, 1996.
Agenda for the March 7, 1996, meeting of the Johnson County Board of
Supervisors.
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
Mamh 5, 1996
City Council
City Manager
Waste Haulers - Use of Sewage Treatment Plant
I spoke with Chuck in response to questions you raised concerning the case-by-case basis we
will use in permitting private companies to dispose of septic tank and related waste at our
treatment plant. The waste hauler must fully comply with financial obligations and related rules
and regulations of DNR, as well as any we might impose. In response to a specific concern,
Chuck advised me the waste is tested before it is disposed of at the plant. The concern for some
exotic material entering our waste stream from a waste business out of county is therefore
substantially minimized.
If this becomes overly burdensome, we will advise you. Chuck feels we can accommodate these
requests and we will do so case-by-case and inform you of any difficulties.
March 6, 1996
TO:
FROM:
RE:
Mayor and City council Members
Debora Liddell, Chair A~ .~
Parks & Recreation commission
CITY OF I0 WA CIT]
PARKS & RECREATION
DEPARTMENT
Jensen and Neuzil Properties
At our meeting of February 14, 1996, the Parks and Recreation
Commission discussed the appraisals of both the Jensen and Neuzil
properties. Although a vote was not taken, the unanimous consensus
of the Commission (with seven of nine members in attendance) was to
not pursue acquisition of either property at the appraised prices.
Since a parkland deficit exists in both areas, the Commission would
like to keep its options open in case circumstances should change,
with regard to affordability.
This position is officially reflected in the minutes of the
February 14th meeting of the Commission.
220 SOUTH OILBERT STREHT
IOWA CITY IOWA 52240-1632
PHONB (319)356.51
FAX (319)356-541
MEMORANDUM
TO:
FROM:
RE:
DATE:
Steve Atkins, City Manager
R.J. Winkelhake, Chief of Police /~..,/
Computer Reimbursement
March 6, 1996
The Police Department has been reimbursed, in the amount of $10,795.00, for
the purchase of an automatic backup for our entire computer system. The
reimbursement is from the E911 Board.
March 6, 1996
CITY OF I0 WA CITY
Barbara Grohe
Superintendent of Schools
Iowa City Community School District
509 S. Dubuque St.
Iowa City, IA 52240
Re: Melrose Avenue West Reconstruction Project
Dear Barbara:
Design of the Melrose Avenue West project is nearing completion. The design parameters of the project are
fairly well established with the exception of signalization of the West High School west entrance. The City
Council has deferred their decision on this item until they learn the School District's position on cost sharing
of the improvement.
As you are aware, at issue here is the fact that the intersection does not meet any of the warrants
necessary to install a traffic signals. Since none of the warrants are met, the IDOT requires that the project
be split, making the signals and intersection improvements ineligible for federal cost sharing. This will mean
a potential loss of $120,500 in federal aid on this project. If the project is not split and the signals are
installed, all federal funds for the project will be lost. While it is possible to preserve most of the federal
funds, liability issues associated with installing an unwarranted traffic signal remain. The IDOT and our
consultant maintain that the geometric improvements to be made, which include left turn lanes and longer
site distance, will improve the intersection's performance, but some delay is still anticipated during peak
hours.
At this time we are asking that the School District participate in one-half of the cost of the signal 1~25,000).
The full cost of the geometric improvements to the intersection will be paid by the City.
I would appreciate a written response to this proposal. I feel strongly that we must be assured not only of
your participation, but also clearly establish joint liability if not legally, at the very least, the community
needs to be aware of the risks taken by our respective governmental units.
Sincerely,
Stephen J. Atkins
City Manager
cc: Linda Woito, City Attorney
Rick Fosse, City Engineer
15:30 UNIU OF I~' i-~ {v~]) COH) I ~19 ~ 4?47
THE UNIVERSITY 01~ IOWA
19
Memorandum
'1'o:
F~om:
Sponsor~ of the Johnson County Water Festiva{
Pete Wcyer ~O
Festival Planning Cou~'nitU~
March 6, 1996
Publidty campaign for the/Iohnson County Wate~ Festival
Things are going v~ w~11 in preparation for the Festival. I v~l be sending you
copies ofpre~ mle~m~ promoting the March 2940 programs. Attached is the
fit~ mlcaso, which went out on Ffiday~ Maroh 1.
Other activities ate also bclng scheduled the week of Mm'eh 25 ms lvaid-itm to the
Fostival's program on Saturday:
* Wednesday, M~h 27. 7 p~, - Civic Center, Iowa City
George Hallberg, Associate Director of the Univew'ity Hygienic Laboratory, will
kick offFestival-rel~ted activities witha ~ on water quality/ssues in Iowa.
Re~e,m~ by Dr. Hallberg and his coll~gues at the Iowa Geological Survey
Bureau in the 1980s on nitrate and agricultural chemicals in groundwaler supplies
was a driving force behind the drafdnE of the 1987 Grotmdv~tm- Protection Acl.
* Frlday~ 1Vl~reh.~9, ? u,m,, Northwest Junior Higb.S~bool. Coralville
~e Iowa Ci~ W~ ~ ~n~ B~d ~d ~e No~ J~or Hi~ Ja~ B~d
~11 ~o~ ~ ~c Lille ~t~ aNo~wea J~or ~. ~s s~ ev~t
~ spo~o~ by ~w~ye S~ B~.
C~t~ ~ H~lth ~ d
loo o~ c~ ~.02 oil
319/3354550
//17
t'FIR-~6-1996
UNIU OF IA--FREU HED (OH) I ~19 335 4747 P. B3
ohns0n Countr Water
N204 O~xlak: l~l.rzwa ~ {A.52242.(3 I~) ~3~4016,1~u. ~1~) 33~4747
FOR IMMEDIATE Ru.I.~AS]E
Date: March 1, 1996
Contact: David Riley
Phon~:(319) 335-4016 Fax: (319) 335-4747
Coming Soon:
The Johnson
County Water
Fe~lval ({ractoualy
Thanks the
following for
their F1nanclaJ
8up~rt:.
Center for Health
Effects of
Environmental
Contamination
Leopold Ca.error
$u~alnable
Agdoul~m
Iowa b-'late Water
Resources
Research Institute
iowa Groundwater
Association
Environmentn{
Healtim Sciences
Reseamh Center
Univemily Hygienic
LaboratorY
AquadHll{nc. ~
'fhe City el
Hawkeye Stele
Bank
Johnson County Water Festival
Friday and Saturday, M~rch 29-30, 1996
Northwet Junior High School, Coralville
The Johnson County Water Festival on March 29-30 1996 will educate and
heighten awareness of important water issues. An int~rdisciplinax~ theme will
l~ghl!ght Peslival programming with environmental and heallit professionals
conducting hanc~ on c~monswations.
Prlday, March 29, 8:30 -3:00
Area seventh graders will participate tn day long water activities, ranging from
suffac~ and groundwater flow nm0dels and ~--ancos by local elected officials, to
a demonstration of well drilling t~chniquea and the eftwas of cam wamr and
h~po~hc~n/a on motor coordination. More than 50 presenmrs am scheduled to be
on tap.
Saturday, March 30, from 10:00-2:00
The Festival invites people and families of all ages to come experiunc~ tim
'Wonderful World of WaIer'. From Water Fac~s to Water Fun. Festival offerings
will include puppet shows, storytellers, and mn~ieal cntemfinmunt in ,,damon to
scientific models and hands en expafi~,euts. Admission is
Many oppominifies exist for volunteer~ to get Involved in this camm,mity wide
event. Contact David P. dley at (319)3354016 for timber information.
Did you know the United States uses 372 billion gallons of water per
d~y? That's an average of 150 gallons per person per day.
TOTf~_ P.~{
FEBRUARY 1996
BUILDING PERMIT INFORMATION
CITY OF IOWA CITY
KEY FOR ABBREVIATIONS
Type of Improvement:
ADD Addition
ALT Alteration
DEM Demolition
GRD Grading/excavation/filling
REP Repair
MOV Moving
FND Foundation only
OTH Other type of improvement
Type of Use:
NON Nonresidential
RAC Residential- accessory building
RDF Residential - duplex
RMF Residential - three or more family
RSF Residential - single family
MIX Commercial & Residential
OTH Other type of use
///o·
ALT NON 0 0 $ 20000
ALT NON 2 0 $ 19300
ACT NON 0 0 $ 6700
ALT NON 2 0 $ 2500
BLD96-0061 PEDIATRIC & 605 JR?PERSON ST
ASSOCIATES
INSTALL OFFICE PARTITIONS IN
ALT NON 0 0 $ 1850
9~D96-0036 IOWA CITY TENNIS AND 2400 N DOIX3E ST ALT NON 0 0 $ 1000
~ITNESS
8r-n95-00~2 8VERILL DATEI~
A~T P~4F I 0 $ SO00
Af~T PJ4F 0 0 $ 700
304 DAVENPORT ST ALT RMF 0 0 $ 600
3OO
BLO96-0054 AUR ALUAR~2,1BLq'I'S 318 RIDGgLRHD AVE
INSTALL 3' EZTI'RY DOOR.
ALT R14Y 0 0 $ 300
300
4~8 WA.LI~SST A~T HSP 0 0 $ 23000
BLD96-0035 C~RY SCE4IT 4766 INVEI~TES$ CT ALT RSF 0 0 $
FINISH BASIi24ENT
10000
0 0 $ 6000
ALT ASF I 0 $ 2700
ALT RSF 0 0 $ 2600
RLT RSP 0 0 $ 1800
ALT ASF 0 0 $ 1700
ALT RSF 0 0 $ 8OO
ALT RSP permit, s: 10 $ 50000
ORD ASP' 0 05 0
ORDP,~pp~rn~.:n: I $ 0
Oace:
To .: 02/29/96
CEI~SUS BUP,~,AURBPORT
N~W P~DF 2 2 $ 182552
NEW RDF 2 2 $ 182433
NEW RDF 2 2 $ 157168
NEW RSF 2 i $ 367328
NEW RSF 1 I $ 168676
NEW RSF 1 I $ 115126
NEW P. SF I I $ 101848
Date: 03/05/96
Pt-o~: 02/01/96
To..: 02/29/96
BUREAU
8r.n96-0029 MI'I~:~I,~-9'~IIpp$ B/DO 1968 ~ 30 CT ~ RSF 2 1 $ '/2318
& DSSZO~
$.F.D. HI~'R 0~8 ~ OA.RAG~. ZS'RO ~ ~T2*~g
~ R. gF perm/l=s: 9 9 $ 1228S84
TOTALS 3.5 $ 30956'~7
MINUTES OF THE BOARD OF DIRECTORS
IOWA CITY AREA DEVELOPMENT GROUP, INC.
February 9, 1996
7:30 a.m.
ICAD Large Conference Room
PRESENT: Sierk, West, Summerwill, Herwig, Atkins, Novick, Hayworth, Bywater, Boyd,
Wheaton, Lacina, Rennekemp, Beckord.
ABSENT: Downer, Wetzel, Brumley, Skorton, True, Mays, Pugh, Seegmiller.
STAFF: Kelly and Lemke.
CALL TO ORDER: Bob Sierk, ICAD Chair, called the meeting to order at
7:35 a.m.
II.
MINUTES: The minutes for the February Executive Meeting were approved as
submitted.
FINANCIALS: The financials for December and January were approved as
submitted.
N 0 TES:
-- Under budget for December.
- Net Income for January was lower for the month end, but higher for the year
end.
III. TOPICS
A. Chairman's Report
Current Staffing
Sierk welcomed Anissa Lemke to the ICAD staff.
2, Future Staffing
Discussion was held regarding further staffing. The question of hiring a person
with marketing expertise came up, and whether there could be sharing with the
University of Iowa or Chamber. It would be important to complete and share a
position description with the board. Sierk stated that we have a window of
opportunity to look at the total structure of the organization. He stated that he
has deep concerns about where ICAD is going, and we must look at the entire
picture, rather than focusing on filling a current vacant position.
There was a great deal of discussion about thorough review of how we can best
fulfill our mission. We must strategize and direct staff to carry out our plan. It is
important that we know what we want to be and how we want to achieve our
goals. All board members were asked to provide ideas to the chairman prior to
our next meeting.
Sierk informed the board that the structure topic had received a lot of discussion
by the Executive committee, and that the next thirty days deemed critical to look
at how our organization should be structured moving forward. The Executive
Committee will initiate discussions with the Chamber and Priority One. The
latter will focus on the organizational structure used in Cedar Rapids.
3, Discussion of hiring a Fund Raiser to ICAD staff
Sierk stated that there had been discussion in the Executive Committee about
hiring someone possibly part time, to assist with fundraising. It was felt that
while assistance is needed in this area, this additional assistance should come
through the board. He went on to say that we must energize our board. Board
members need to know what is expected of them, and we will be required to
ask more of them if we are to obtain our goals. Board members must play a
major role in fundraising and the procurement of investors.
4. Selection of Vice Chairman for 1996-1997
The nominating committee has announced that David Skorton will serve as Vice
Chairman for 1996-1997. It was the goal of the committee to have
representative from the University serve in this capacity, and they are pleased to
have David Skorton.
5. Visit with the New University of Iowa President
Sierk reported that he had visited with President Mary Sue Coleman about ICAD
and its role. It was an opportunity for him to stress the vital role that the
University has played in ICAD and that we look forward to that continued strong
commitment going forward.
6, Visit with New Cedar Rapids Mayor
Sierk reported that he had visited with Mayor Lee Clancey about ICAD. He
stressed the importance of the entire corridor working closely on economic
development initiatives.
B. President's Report
1. Executive Luncheon and Po'~ndtable
States Economic Development focuses on existing industries. The
Governor of Iowa will schedule a luncheon and roundtable discussion in all 99
counties. The participants of the luncheon and roundtable discussion will
include CEOs, managers, and major decision makers from businesses. We will
work towards having such a Luncheon in Iowa City for Johnson, Cedar and
Washington counties.
2. PDI Legislative Luncheon and Briefing
Kelly attended the Legislative Luncheon and Briefing in Des Moines on
February 5. He was accompanied by Bill Noon, Moore Business Forms, and
Doug Divelbiss, National Computer Systems. The briefing was on current
economic issues and the success of CEBA.
3. Sauer-SundStrand
A City Council meeting will be held in West Branch on February 19 discussing
finalization of the Sauer-SunStrand Project.
4. Upcoming Trips
Kelly will not make any oversees business trips until ICAD staffing is in place.
The University of Mississippi is holding a workshop called The Pharmaceutical
Marketing conference and Workshop. Kelly suggested that Rose Rennekemp
would be the appropriate person attend, and since pharmaceutical is a targeted
industry ICAD should sponsor her trip. The Pharmaceutical meeting will focus
on marketing and better understanding the pharmacy industry. The question of
cost was raised, we will follow up with Rose on this project.
5. Labor Survey
ICAD must upgrade the Labor Survey for Johnson county. The last upgrade was
done in 1990. Upgrading the Labor Survey will be a budget line item for fiscal
year 1996 - 1997. The cost of Upgrading the Labor survey may cost as much as
$6,400. If we combine counties to have this done at the same time the cost will
be lower. We will advise Johnson County Board of Supervisors when proposal
is received by ICAD.
6. Kelly has attended council meetings in surrounding communities,
1. North Liberty Council meeting:
Plan meetings with land owners. Land owners need to become internally active
with new prospects.
2. Riverside Council meeting:
Discussed the industrial park, the possibility of a road through the industrial park
and farmland behind the park. this will open up the area to more development
commercial and industrial.
3. Kalona Council meeting:
Met with the Economic Development group, talked about issues that concerned
Kalona.
4. West Branch Planning & Zoning
Discussed where does West Branch wants to go. West Branch is putting
together a economic development policy.
IV. Open Discussion
The following were discussed by the ICAD Board:
4 Global Things that Need to Happen:
A. ICAD needs to take stock of its inventory.
What businesses do we want to attract?
Do we have the land to attract these business?
B. ICAD needs to communicate.
Communicate with internal and external customers.
Iowa City and the surrcunding communities need to work together not as
competitors,
C. ICAD needs to follow through on there mission of creating jobs.
ICAD is here to create jobs regionally.
Pay attention to existing companies, through job creation.
D. Fund raising needs to be more professional.
Development of Visions:
A. What does each surrounding community want to bring or offer
their community.
B. What are the intentions of each community.
C. Landowners need to become active in economic development, not
on the external side.
ICAD
Objectives:
A. Look at where ICAD is now.
B. Where does ICAD want to be in one year?
C. Where does ICAD want to be in five years?
D. ICAD needs to set goals. The goals should focus on the creation
of jobs through existing and new businesses and include the surrounding
communities.
Adjournment
Meeting adjourned at 9:00 a,m,
Robed M. Sierk / ICAD Chair
To: ZO~ CITY CLERg
From: ~o hogartv 3-6-96 8:48am p. 2 or 3
Johnson
Don Sehr, Chairperson
Joe Bolkcom
Charles D. Duffy
Stephen P. Lacina
Sally Stutsman
BOARD OF SUPERVISORS
March 7, 1996
FORMAL MEETIlXIG
Agenda
1. Call to order 9:00 a.m.
2. Action re: claims
3. Action m: formal minutes of February 29th.
4. Action re: payroll authorizations
5. Business from the CounOj Engineer.
a) Action re: resolution setting Johnson County right-of-way acquisition
policies.
b) Action re: authorize Chairperson to sign fight-of-way contract with
Thomas L. Bayliss for $1,982.80 for Johnson County Project STP-S-
52(37)-5E-52.
c) Other
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 5224&1350 TF~L: (319) 356-61100
FA,~(:(319) 3~6408~
To; I0~ CIP? ELERK
Agenda 3-7-96
Pa~e 2
6. Business from the County Auditor.
a) Action re: permits
b) Action re: reports
c) Motion to place on file in the Auditor's Office Affidavit stating the
finding, posting and publishing of los! property by Clemens Erdahl.
d) Motion setting public hearing on proposed FY 96 budget amendment
requests for Thursday, March 28, 1996 at 9:30 a.m.
e) Action re: resolution appropriating mounts through the fourth quarter
of FY 96 for department 12 (S.E.A.T.S.).
t) Action re: resolution adopting the FY 1996-97 county budget.
g) Other
7. Business from the County A~tomey.
a) Report re: other items.
8. Business from the Board of Supervisors.
a) Action re: county application for Substance Abuse Funding from Iowa
Department of Public Health.
b) Other
9. Adjourn to informal meeting.
a) Inquiries and reports from the public.
b) Reports and inquiries from the members of the Board of Supervisors.
c) Report from the County Attomey.
Other
t0. Adjournment.
City of Iowa City
MEMORANDUM
DATE:
TO:
FROM:
RE:
March 15, 1996
City Council
Assistant City Manager
Material in Information Packet
Memoranda from City Manager:
a. Arterial Street Extensions - Northeast Iowa City
b. Department of Parking & Transit
c. Department of Parking & Transit - Management Changes
d. Chamber of Commerce - Roundtable Discussion of Community
Projects.
Memorandum from Director of the iowa City Public Library regarding bus
rides and the Library.
Copy of memorandum from Director of the Iowa City Public Library to City
Manager regarding Library building project.
Copy of memorandum from Finance Director to City Manager regarding
northwest trunk sewer - Walnut Ridge I, II, III, and IV/Galway Subdivisions.
Copy of memorandum from Administrative Assistant to City Manager to City
Manager re.garding Council travel.
Copy of memorandum to Chief of Police from Animal Shelter Supervisor
regarding urban deer problems and solutions seminar.
Article from Council Member Baker entitled "Strengthening Council
Effectiveness: A New Design for Leading and Governing."
City of Iowa City Investment Report - Six Months Ended December 31, 1995.
Agenda for the March 12, 1996, informal meeting of the Johnson County
Board of Supervisors.
Agenda for the March 14, 1996, formal meeting of the Johnson County
Board of Supervisors.
City of Iowa City
MEMORANDUM
Date:March 13, 1996
To: City Council
From: City Manager
Re: Artedal Street Extensions - Northeast Iowa City
Attached is a revised cost estimate/plan for the proposed street extensions in northwest Iowa
City. These cost figures were recently compiled by the Department of Public Works staff. The
basic plan is substantially unchanged and the major issue appears to be the Gatens and
Larsen property that will be affected by the First Avenue extension/east-west arterial. The
location of the road around or through these properties has been the cause of substantial
controversy by the property owners.
~c2-25A
Estimated Cost for Northeast Iowa City Arterial Street Extensions
roR~,o~r~ u.wr~¢ .....~... - . SCO'FI' BOULEVARD
~ ' NORTH of 1-80:
.,~. ,-.~..r,~-,. ............," ...... ~ $2.2 Million
' ,C.~-~--
/ I I!
.- ~ m ~ST-WEST ~TER~L: ~ --~_~
,' ~ ~- / ~4 Million [
~ ~ / ' , > SCO~ BOUL~D
~/'% / ~ ~ E-w ~TE.~ ~o ~-~0:
~ ~ -~ I $1 2 Million
~ - " ~ ' -%-~
FIRST AVENUE ~ ~
~ENSION: ~ ,~_
$570,000 , . ,~ - ~ SCO~ BOUL~D
~ ROCHESTER to E-W ~TER~
,' ~' ,~ ~ $1.6 Million
' ~ ! -,-~ ~,' ~' I'~ U i/1~",', ......
I ~ · , I ;
~J ' , ', I , ~ ,~ ~ ~1 I~ ~ t
',,, z ~ I iI ,,, , -x I ~-'MI ~
~ -.. ~ ~ ~ ; ~ ~ ~ i
~, ,~-. ~..~- · I , ,, ' ' ~ ,,
] · ~ ' ' ~ '~l
' ~' ~ ~ '~ ~' ~/ ~ z ~oUrce:
:/ ~'%~~/%'~x~ ~I/ci~ Of Iowa Ci~ Public wo~s
IF! ~ I II! F'%."i M~oh ~. ~996
Date:
To:
From:
Re:
City of iowa City
MEMORANDUM
March 1, 1996
File
Chuck Schmadeke
Estimated Cost for Northeast Iowa City Arterial Street Extension
Scott Boulevard
· Extending from Rochester Avenue to east-west arteriE of Interstate 80
· Primary arteriE with limited access
100-foot right-of-way
· 8% maximum street grade
e 31 foot wide 9-inch Portland cement concrete paving
8-foot sidewalk along west side, 4-foot sidewalk along east side
· Alignment follows existing Scott Boulevard alignment except at Rochester
Avenue
e Right-of-way acquisition cost included
* In house design for engineering and inspection, outside design for
structuTes
3600 linear feet of paving, sidewalk,
related storm sewer, end grading = $1,170,000.00
One box culvert = 115,000.00
Right-of-way Acquisition = 84,000.00
Design Engineering & Inspection {15%) = 205,000.00
Total Cost $1,574,000.00
Scott Boulevard
* Extending fi'om east-west arterial to south property line of Interstate 80
e Primary arterial with limited access
100-foot right-of-way
· 8% maximum street grade
31 foot wide 9-inch Portland cement concrete paving
8-foot sidewalk along west side, 4-foot sidewalk along east side
· Alignment follows existing Scott Boulevard
o Right-of-way acquisition cost included
In house design for engineering and inspection, outside design for
structures
2650 linear feet of paving, sidewalk,
related atom sewer, and grading
One box culvert
Right-of-way Acquisition
Design Engineering & Inspection (1
Total Cost
Scott Boulevard
$861,250.00
95,000.00
45,500.00
t50,250.00
Extending across Interstate 80 right-of-way
Bridge length = 300 feet
Approach length = 100 feet
Bridge width = 53' (32' paving + aidewalk)
Outside design, in house inspection
300 foot bridge & related work
200 linear feet of paving, sidewalk,
and related storm sewer
Design and Inspection
Total Cos~
Scott Boulevard
= $1,070,000.00
= 79,000.00
= 165,000.00
$1,31'$,000,00
Extending from north property line of Interstate 80 to Highway 1
Primary arterial with limited access
100-foot right-of-way
8% maximum street grade
31 foot wide 9-inch Portland cement concrete paving
8-foot aidewalk along west side, 4-foot sidewalk along east side
Alignment follows a +4,800 foot radius curve concave westerly from existing
Scott Boulevard at Interstate 80 to a point on Highway 1 located 1,350 feet
southwest of Rapid Creek Road
* Right-of-way acquisition cost Included
~ In house design for engineering and respection
4550 linear feet of paving, sidewalk,
related storm sewer, and grading =
One box culvert =
Two pipe culverts =
Right-of-way Acquisition =
Design Engineering & Inspection ( 15%} =
Total Cost
$1,478,750.00
95,000.00
94,500.00
230,000.00
285,000.00
$2,183,250.00
East/West Arterial
Extending from Highway 1 to Scott IBoulevard
Primary arterial with limited access
100-foot right-of-way
8% max-lr. um street grade
31 foot wide 9-inch Portland cement concrete paxdug
8-foot sidewalk along south side, 4-foot sidewalk along north side
Alignment follows a curvilinear east/west line as shown on attached
drawing
Right-of-way acquisition cost included
. In house desigm for enginee 'rin~ and inspection, outside design for
structures
7500 linear feet of paving, sidewalk,
related strom sewer, and grading = $2,437,500.00
One box culvert = 95,000.00
Two pipe culverts = 83,250.00
Right-of-way Acquisition = 380,000.00
Design Engineering & Inspection (15%) = 449,S00.00
To~l Cost $3,445,250.00
Fir.st..A. venue
Extending from existing paving in First & Rochester Addition to east/west
arterial
Secondary arterial
60-foot right-of-way
8% maximum street grade
31 foot wide 8-inch Portland cement concrete paving
Right-of-way acquisition cost included
In house design for engineering and inspection
2300 linear feet of paving, related storm
sewer, and grading =
Right-of-way Acquisition =
Design Engineering & Inspection {15%) =
Total Cost
$425,500.00
70,000.00
75,000.00
$570,500.00
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 13, 1996
City Council
City Manager
Department of Parking & Transit
On Wednesday, March 27, at 9:00 a.m. Council will convene to discuss issues associated
with our public transit systems, both fixed route and paratransit.
Over the last few weeks the staff has met on numerous occasions in order to try to develop
operational proposals that would be acceptable to you given our financial constraints. With
the reduction in Federal operating support, no growth in State transit support, level ridership
over the past §-6 years, and the substantial increases due to paratransit, a revised transit
policy must be established., We have heard a number of concerns about the demise of the
public fixed route system as well as operational suggestions to modify the paratransit system.
I believe we must settle in on a formal policy (your vision/expectation). The various options
are difficult to develop and sustain within the resources we assign.
When you discuss transit issues on March 27, I would encourage you to deal primarily with
your vision and the broadest possible policy issues. If we can reach consensus on what you
believe to be that vision within resources assigned, the preparation of options and other
programs/policies which support transit and paratransit will be easier and can be made far
more clear to the public.
The attached memo is an indication of the major policy issues that need your direction. The
use of a targeted amount of funding can be helpful in these circumstances. if we are aware
of the funding that you are willing to provide, it can serve as the financial foundation for
which future projections can be made. I believe this to be particularly critical due to limited
general fund revenues and unless you are willing to go into the general fund and reduce other
services, a financial target ~s necessary.
2
It is apparent that the decisions you are faced with relating to modifications in the level of
transit service are difficult. Certainly the need for transit riders to make adjustments in their
daily lives to accommodate service changes is something we would have liked to avoid.
However, I must emphasize as strongly as possible that we are faced with the potential
insolvency of the transit fund, that is, unless we reduce expenses, Transit revenues and
reserves cannot sustain our current program of service.
I must also be candid with you that I do not see any real fiscal motivation on the part of
Coralvilla or the University to consider any type of merger of the systems. Coralville does not
levy the transit levy (.95) and uses its 8,10 levy to finance its system. Their policies are
substantially different from ours. The University finances its system through student fees and
is thought of as a free system, The mere fact of the increased funding that would be
necessary on the part of Coralville and the University I believe does not make consolidation
a realistic option,
Again, I would hope you can identify a vision of the transit system. We can then build a
series of routes and other service levels around that vision. We encourage you to take
whatever time is necessary, although we should target that this decision soor~er than later.
We also need to be aware the monies available are limited and therefore any other operational
changes, such as a dramatic increase in some other general fund operating service, whether
it be by mandate or a choice can have a profound impact on all City services financed by the
General Fund.
cc: Joe Fowler
Jeff Davidson
Don Yucuis
Ron Logsden
Attachment
City of Iowa City
MEMORANDUM
Date: March 12, 1996
To: City Council
From: Jeff Davidson, JCCOG Transportation Planne ~,~ /
Joe Fowler, Director of Parking and Transit
Re: Outline for City Council discussion of transit policies on March 27
At your February 14 work session the City Council was presented with a proposal for transit route
and schedule adjustments which would balance the FY97 Transit Division budget. The
alternatives entailed modifications to the Saturday and evening service operating schedule.
Council was not inclined to select any of the alternatives presented, stating that an overall
discussion of transit operating policies was needed. Some councilors expressed dissatisfaction
with the currant policy of a blanket level of transit service over the City, stating that the service
level should be concentrated in areas where potential ridership is highest, with lower ridership
areas receiving a lower level of transit service.
Attached is a summary of what we consider to be the most important discussion items for the City
Council regarding transit service policies. If Council can reach consensus on the attached items,
staff can proceed with planning and designing routes for the transit system in accordance with
your wishes. As you conduct your discussion we can provide information on the financial,
operational, and regulatory impacts of the various courses of action.
cc; Steve Atkins
Outline for City Council discussion
of transit service policies
e
For what purpose should the City of Iowa City operate a public transit system?
What is the role of the transit system in the community? How does it fit into the City's
overall transportation system? Who is the market for Iowa City Transit service-- everyone
in the community, or only those who are dependent on transit service? Can the City afford
to market transit service to persons who have an automobile available, knowing that for
most people the automobile satisfies consumer preferences for transportation much better
than public transit?
Where should the bus go?
Should transit service be available to all residents of Iowa City, or should it only be
available in areas where it can be provided efficiently? Should a policy be adopted to
automatically extend transit service to newly developing areas of the community? This
will require an increase in the local subsidy provided to operate Iowa City Transit.
A change in current Iowa City Transit policy would be to provide a higher level of service
(more frequent service) in neighborhoods where transit has the highest potential ridership,
with no service or a lower service level in lower ridership areas. Attached are graphics
showing the high and low ridership routes in the system.
The City is contacted on a regular basis to provide transit service to areas outside of the
City limits. Is the existing policy of saying n~o to these requests appropriate? The
manufactured housing developments in the unincorporated area of Johnson County just
outside of the Iowa City corporate limits are potential high transit ridership areas.
However, user fees will cover less than 30% of the costs of this service, with the
remainder subsidized by Iowa City taxpayers.
Iowa City Transit is oriented to the Central Business District, yet more and more
tripmaking is not oriented to downtown. The City has been operating the Eastside Loop
route for approximately one year, which does not go downtown. This route operates a
limited number of trips each day, and has relatively high ridership. There has been
interest in pursuing a similar route in west Iowa City. Is this a good idea?
Headways: How often the bus operates
Iowa City Transit is most efficient at bringing persons to and from the central business
district during weekday rush hours. This is when over 50% of all transit ridership occurs,
and the subsidy per ride is relatively low during these time periods. Subsidy per ride is
higher during midday, evening, and weekends when ridership is low and the service does
not operate as frequently. Is it appropriate for bus service to be more convenient during
rush hours, with a skeleton system provided during the rest of the day for transit
dependent persons?
Local Financial Subsidy
Mass transit is not profitable and is therefore provided as a government service. Is the
level of local financial resources pledged to the transit system too high or too low? Iowa
City Transit recovers 29% of its revenue from the farebox. This is projected to increase
to 31% next year with the recently-approved fare increase. The total annual property tax
2
subsidy for transit service is $1.9 million. Is this equitable compared to other City
services? Stable local financing Is very important for instilling confidence in the bus
system and building a base of users.
$. Transit performance monitoring
Performance monitoring would formalize some of the decisions regarding where transit
sewice is operated. Basing transit operating decisions on performance factors is a "use
It or lose It" service policy, with data compiled on a quarterly or annual basis for each bus
route. Performance factors such as ridership or farebox revenue would need to meet a
minimum threshold level for the route to be maintained. If performance declines below
the threshold, then the route is determined to be unnecessary and the service is cut back
or eliminated. Under this system the amount of local financial resources dedicated to
transit may remain fixed, but can be redistributed to the areas of the system with the
greatest ridership potential.
6. Parstransit
Paratranslt service must be provided for persons who, because of disability, are unable
to use the fixed route transit system. Requirements of the Americans with Disabilities Act
must be met, but current Iowa City Transit policy goes beyond these requirements. For
example, automatic parstransit eligibility for persons 60 years of age or older is not
required by ADA. Waivers of the parstranslt fare, currently used by approximately two-
thirds of parstransit dders, is not required by ADA. ADA requires parstransit service within
three-quarter mile of fixed route service; Iowa City has chosen to provide paratransit
service within the entire corporate limits of Iowa City.
Under the currant provision of iowa City Transit paratransit service by Johnson County
SEATS, the only way to lower operating expenses is to put fewer paratransit vehicles on
the street. There may be some rationale for such a decision. For example, Iowa City
contracts for 11 paratransit vans to be operated between 7:00 a.m. and 5:00 p.m.
However, Iowa City Transit operates half as many buses during midday as they do during
the morning and afternoon rush hours. Fewer paratransit vehicles operated during midday
would translate into lower operating expenses. If a change such as this is challenged,
ADA is designed to have issues of "comparable" service decided by the courts.
Jccogtp~ou~ine.tp
Average Number of Riders per Trip
iowa City Transit Combined AM & PM Peak
February 1996
Seventh
Manville
Westport
North Dodge
Broadway
Towncrest
Rochester
SYSTEM AVERAGE
Plaen View
Mall
Oakcrest
Lakeside
Court Hill
Hawkeye
Westwinds
0
10
13
t7
I7
21
I 23
123
24
I 24
124
20
27
28.
']30
30
40
Average Number of Riders per Trip
Iowa City Transit Midday Service
February 1996
Seventh
Manville
Westport
Rochester
Plaen View
N. Dodge
Court Hill
Broadway
AVERAGE
Westwinds
Towncrest
Oakcrest
Lakeside
Mall
Hawkeye
0
9
12
t15
20
13o
50
10 20 30 40 50 60
Average Number of Riders per Trip
Iowa City Transit Evening Service
February 1996
Hawkeye
Seventh
Mall
Plaen View
Westport
Manville
Rochester
Court Hill
North Dodge
AVERAGE
Towncrest
Westwinds
Lakeside
Broadway
Oakcrest
0
5
11
13
14
5 10 15 20
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 13, 1996
City Council
City Manager
Department of Parking & Transit - Management Changes
Recently, we have heard of issues raised concerning the management of the department. The
financial problems caused by loss of federal support ~d dramatic increases in paratransit cost
I am sure are at the root of these issues. At the tim9 of his appointment as director to the
new Department of Parking and Transit, Joe set out a list of needed management improve-
ments and, in general, an overall management strategy for the new department. I believe Joe
has fulfilled those obligations and I asked that he outline for me the changes made. Many
were done for practical/financial reasons (to save money}, others were to combine duties and
activities (better use of personnel), and still others, such as bus maintenance, whereby all
related support activities would be assigned within the new department.
The following represents a list of changes that did occur.
In February of 1994, with the creation of the position of the Director of Parking and
Transit, the positions of Transit Manager and Parking Systems Manager were
reclassified downward. The Transit Manager position went from a grade 31 to 29 and
the Parking Systems Manager went from a position grade of 30 to 29. These were as
a result of some diminishment of direct supervisory responsibility and with the creation
of the position of Director, that individual would be assuming certain duties assigned
to these managers. This was a direct cost savings due to reduced compensation level.
Savings $1~,000+.
In April of 1 995, the bus maintenance operation was transferred from the Equipment
Division in the Department of Public Works to the Department of Parking and Transit.
This allowed for direct supervision by the Department of Parking and Transit of the
2
maintenance activities which have a direct bearing on the operations of our transit
system. As you are aware from earlier correspondence, we have significantly reduced
the shop rate (the per hour charge for maintenance activities) as well as a reduction
in the inventory maintained to provide equipment/parts for our fleet. These are all
savings to the Transit Fund.
Shortly after the appointment of the Director, a position of Operations Supervisor
within the Transit Division was eliminated. Savings $35,OO0±.
There were a number of very specific changes which have occurred operationally to
reduce our overall cost and improve service to the public. These included changing our
brake supplier, a sign;ficant expense to a transit operation; management information
for SEATS was suggested/implemented; expanded employee safety/training; and
grants and other aid pursued as it became available. This is a result of not only the
diligence of management but the hard work of the supporting employees.
These simply represent an example of some of the changes that have occurred. Joe has also
undertaken a policy of cross-training management employees wherever practical. This
becomes particularly critical in that we have chosen to reduce the number of our supervisors
and therefore sharing duties, a goal of the new Department of Parking and Transit, has been
fulfilled. We took the approach of avoiding wholesale restructuring of the department and
taking on the management issue by issue.
When considering the supervisory responsibilities, I believe it important to have at least some
picture of the extent of the parking and transit operations. Our Transit Division has 25
employees working daily shifts and 23 employees working evening shifts. The Parking
Division has 15 working days and 9 working evenings. During the course of a day, 75
employees will be reporting for work in this department. The physical area that is the
responsibility of our supervisors in transit is the approximately the 22-square mile transit
coverage area. These supervisors can also be called upon to drive when necessary. The
physical area covered with our parking employees is the three downtown ramps, off-street
lots, and all of the streets in the central business district. Transit employees work from 5:30
a.m. until 2:00 a.m. Parking employees work from 7:00 a.m. until 3:00 a.m.
3
An issue that ~equires a more detailed explanation, I believe, is the issue of overtime. In
FY95, the previous fiscal year, overtime was substantially affected by two factors: 1) two
of our transit drivers were off of work for an extended period of time due to on-the-job
injuries, and 2) the City Council added the East Side Shuttle on a six-month trial basis and we
chose to cover these circumstances with overtime and temporary employees. This
combination of factors resulted in the Transit Division being short three employees. At that
time, two part-time drivers were temporarily assigned to full-time positions and two temporary
employees were hired. When a temporary employee is assigned to work, we have certain
contractual obligations. The AFSCME bargaining unit, in discussions with management,
stated that the additional hours should be assigned to permanent full-time drivers, not
temporary. As a result, we struck an agreement with the union.
Overtime is also necessary to cover absences that result from sick leave, holiday and vacation
of other drivers. Again, replacement employees are hired in an attempt to reduce overtime
wherever practical; however, AFSCME objections have traditionally been that permanent
employees are to be used wherever practical.
With our current hours of service and the design of our routes, there is no practical way for
two full-time shifts to cover a work day without paying some overtime to some employees
under our current contractual obligations. This problem can be corrected by elimination of one
of the full-time positions and the creation of two half-time positions where the hourly
operating cost would decrease as a result of the elimination of overtime. The benefit cost
would remain approximately the same for two half-time employees. This could result in three
full-time positions being reduced to half-time and full-time equivalences could remain the same
within the organization and overtime reduced.
Again, hourly costs could decrease. However, it is a goal of AFSCMF_ to preserve full-time
positions wherever practical.
Our part-time positions at transit are classified as three-quarter time, regardless of the number
of hours actually worked. This is a classification, not actual compensatmn. Some employees
work 20 hours per week, slightly more but less than the three-quarter time designation. By
basing our benefits on actual hours worked, we can provide for additional operational sawrigs.
4
We intend to initiate this effort; however, we can expect that we will receive a complaint from
the AFSCME representatives,
The provision of supervisors is not only to run an effective operation, but also to be of
assistance to our employees. We have an ongoing and I believe positive relationship with our
employee union and they have traditionally been supportive of their supervisors. We are
always cautious about the reduction of any positions and we believe we have staffed this
department with cross-trained, managerial employees who can provide a variety of duties
when called upon.
b~p&ld~pt
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
Mamh 12,1996
CI~ Council
Ci~ Manager
Chamberof Commerce- Round.hie DiscussionofCommuni~ Projects
On Monday afternoon, the Chamber called together representatives from the business community,
as well as local government and university to listen, discuss, and, in general, just find out more
about various community projects that are underway in our area, This is a new initiative on the
part of the Chamber in order that all of the proposed projects can be presented so that community
representatives can question the project proponents, I have attached those handouts that were
received from the various representatives, It was an informative effor~ by the Chamber and, while
we were aware of most projects, we did learn of details that might be helpful to us in the future
as we plan our own capital projects,
Attachments
bj~c~;~nmproJ
CenterSpace- a regional Cultural/Conference Center
Executive Summary
Name and Scope of Project:
CenterSpace is seen as a mixed-use facility providing opporttmities for community
residents and visitors to participate in a wide variety of programs, performances,
exhibitions, events, workshops, classes, conferences and commercial offerings. Sited
on the last urban renewal parcel in downtown Iowa City adjacent to the Iowa City
Public Library and Pedestrian Mall, CenterSpace will be accessible to people of all
ages, populations, incomes and a~stic experience. CenterSpace will serve the
community by joining traditional and innovative cultural activities with
educational opportunities and commercial enterprises. This integration is essential
to the facility's concept and key to its success. In addition to the conference and
commercial spaces, the cultural components would consist of the following:
Performing Arts Center (shared use with on- and off-site conferencing) is a
500 seat theatre with fly loft storage, production support and other storage spaces.
16,400 square feet estimated cost: $3,102,940
Infoi'mation, Discovery & Gathering Center with multipurpose lobby is a
"hands-on" exhibits and educational space designed to attract families and
children in addition to its usage by the community for such needs as public
arts/cultural events and public, business and private receptions, etc. This space
also includes a centralized regional scheduling, information and ticketing
operation.
6,300 square feet estimated cost: $736,000
Communication Center is the area-wide community-based public access
television site for live and taped productions. Also provides service to all
activities and components of CenterSpace, including conferences, presentations,
and meetings.
3,000 square feet estimated cost: $314,000
Visual & Literary Arts Center (VLA) - all wall surfaces and public floor areas
within CenterSpace will be used for exhibitions and impromptu performances
and events. (Other off-premises exhibition sites in the area might be included as
part of the CenterSpace concept.) In addition, the VLA Center includes four
traditional classrooms and studios for visual arts such as painting, sculpting,
printmaking,ophotography, etc., that can also be used for rehearsal space.
4,700 square feet estimated cost: $447,000
Development Timeline:
The CenterSpace Committee envisions that CenterSpace will be open for public use
by the year 2000. In the event the Urban Renewal parcel is developed for purposes
A Vision for Developing a Regional Cultural Center
The City of Iowa City must demonstrate vision by embracing, promoting
and enhancing its unique identity as a lively, culturally-rich community
that serves citizens and attracts visitors. This identity, distinct from other
mtmicipalities in the state, can be a significant engine for e~onomic and
tax-base growth.
The need for a cultural center in the Iowa City area was arti .c~tlated by
citizens of this community long before the CenterSpace committee came
into being. With more than 40 established arts organizations in Johnson
County voicing need for facilities in which to present, perform and meet,
the CenterSpace committee brought together a cross section of area
residents concerned about not only cultural needs, but also about the
future of Iowa City and its downtown.
A mixed use facility, including a cultural center in Iowa City, could be of
primary importance to the downtown's continued vitality and to the
public perception of its tmique identity. It will serve to complement
commercial development by neighboring communities and satisfy
longtime desires and needs voiced by citizens.
The concept of a combined conference and cultural center grew out of the
CenterSpace committee's diligent work for over five years to help identify
and more closely define the needs and desires of businesses, cultural
organizations and the community at large.
The City of Iowa City funded a feasibility study that was undertaken to
provide guidelines, rather than a blueprint, for the development of a
Iowa City
Public Library
123 South L,nn, Iowa C~ty. Iowa 52240-1820
Susan Craig, Director
Information (319) 356-5200
Bus~ness (319) 356-5206
Fax (319) 356-5494
Iowa City Public Library Renovation and Expansion Project
March 11, 1996
History
The current building which opened in 1981 was planned in 1977 at a time
when very modest population increases were projected for the Iowa City
area. The design population projected in 1977 for 1995 was reached by
1990. The Iowa City Public Library is the busiest in Iowa and ranks at the
top nationally in all use indicators. Last year 572,245 people entered the
building, checking out 1,137,153 items from a collection of over 200,000.
Planning for additionaI'space began in 1992 when a consultant was hired to
study library needs. His report recommending a 28,000 square foot addition
to the current building and redesign of interior spaces was adopted in July
of 1993. An architect was hired in December of 1993 and designs prepared
to gain the needed space by completing the second floor and adding a third
floor. Cost estimates of nearly $12 million dollars and a recommendation
that the building be vacated during construction due to extensive
foundation work caused the Library Board to seek other options.
Project Description
The proposed project calls for purchasing the property to the west of the
library, demolishing the structure and replacing it with a versatile
building which will retain commercial space on most of the ground floor and
the basement level with a second floor used entirely by the library.
Future expansion is planned for with the capability of adding a third and
fourth floor. Plans also call for the current facility to be entirely
renovated, enlarged and integrated into the new building.
As designed the proposed library will have 75,000 square feet of space on
two levels and feature an additional medium sized meeting room, a more
prominent pedestrian entrance off of the plaza, 350 public seats (an
increase of 90), a much larger Childrens Services area, new areas for
technology, and additional public restrooms.
Funding/Costs
Funding will be provided from a variety of sources, both public and
private. A public referendum will be sought for the bulk of the project
costs. Portions of the building which remain commercial will generate
income to pay for those spaces. In addition, the Iowa City Public Library
.Friends Foundation has engaged a consultant to determine an appropriate
amount to raise through gifts.
Time Line
The Library Board anticipates presenting this project to the City Council
in April and hopes to have a referendum vote in Noventer 1996. If
successful, construction would start in the winter of 1997/98 and be
completed in the summer of 1999.
__ IOWA CITY COMMUNITY
SCHOOL DISTRICT
~ ~IOWA CiTY
AI~FA
CHAMBE~ OF
JCCOG
University
of Iowa
JOHNSON COUNTY
COMMUNITY NETWORKING GROUP
MISSION:
To establish and support an electronic information network that will
benefit the citizens and organizations of our community through
increased access to information central to daily living.
A1.
CITY OP 101;'A
4.
ICPL 6.
GOALS:
Plan, design and implement a community network that inte-
grates existing institutional networks through a common
interface.
Assure reasonable network access to public and private groups
and citizens of Johnson County from a broad range of commu-
nity locations.
Provide community wide information resources via the network.
Create potential for organizations, businesses and citizens to
establish interactive links between and among themselves as
well as entities outside Johnson County.
Develop the resources necessary to design, implement and
operate the community network.
Evaluate the impact on organizations and the community
realized by the establishment of the network.
May, 1995
Special to: Chamber of Commerce Community Improvement Project Forum
Information about:
The. Johnson Coun.ty Rtstorleal $oelety
"To be lgnoram of one's history is to remain forever a chilcL "
I. Our Mission
To collect, pre. scrve and teach our local histoqt
IL Our Programs o In no particular order
· preserve our collections - about 10,000 items
· preserve & interpret Old Coralville School, Plum Grove, Asylum
~advise and assist researchers, collectors and preservafionists
· publications - newsletter, exhibit catalogs
· Irving Weber Award, Historic Preservation Awards
· tours at our three hi,qtoric sites
,lectures & slide shows
· school visits
· after-school groups
°Traveling Trunks
· history day camps
oag equipment collection
°work with other groups - FOHP, ICGS, SHS!
Ill. Levels of participation growing rapidly
visitors & program attendance increased by a factor of 18 in $ years [600 to 12,000]
IV. We have lots of 'good problems~
overcrowding for visitors, kids, smf-I', parking lot, not enough collections storage
V. New Building Plans
In the last few years, our Society's collections, events and activities have outgrown our
physical plant. Our board is currently at work develo-in,, a lon
I1 ~ .... ~ ~' . ~' ~ oaa//;~ p~u.u wlUcn a{lore.q,of~8 file
eed or an expanded facility. It ~s still too early for us to outline a development timetable or to
specify .cost projections. Significant assets which will affect our board's decisions about a new
facility mclude:
· current operating budget - about $100,000 annually
omem.bership - ab. out 800 and growing
oa cap:tol pledge m excess of $100,000 toward a planned facility
°development of a county heritage alliance uniting almost 30 history-related nonprofit groups
· prove.n ability to attract federal and state grants
· ongoing programs of events and activifi~
°our burgeoning collections
'permanent professional staff.
Thank you for organizing this roundtable!
~e~mfa~$ohn. son .Co .unty ..Historical S.o. ciety ~ grato.ful for the Chainher's leadership in or anizin this
tin.anon-snaring atscnssion. we welcome ~e ontomini-, ,,, oh,.~ ,h:. :_~ ....· g , g
anout other groups' plans. ~-v.- ,,, ,.,., o~,m,~ ~ nuu~mauon ana to
Is it possible that a discussion like this one might be hosted annually by the Chamber? Allowing
more lead time and publicizing it more widely would allow wider ardci aft and ....
better forum! p p on __ create an u~,,
by L. Robinson, Executive Director 3/11/96
March 11, 1996
CITY OF I0 WA CITY
PARKS & RECREATION
DEPARTMENT
PROJECT:
Mercer Park Aquatic Center Expansion
Construct an addition onto the Mercer Park Aquatic Center; to
include a gymnasium with two basketball courts, overlapped by
three volleyball courts; will also include a multi-purpose room;
approximately 16,000 total square feet; minimal permane~
seating of 175-200 spaces; primary use is
recreational/instructional; to accommodate both youth and
adults.
DEVELOPMENT TI~T.INE:
Undetermined at this time; possibly late 1997 or early 1998.
DESIGN/CONSTRUCTION COSTS:
Preliminary cost estimates indicate $1.5 million.
FUNDING SOURCES (DESIGN/CONST~UCTION):
This is not finalized, but the
considered at this time:
$ 700,000
$ 250,000
$ 250,000
$ 300,000
~k, SO0,.000
following is one option being
non-referendum G.O. bonds
internal loan from working capital
internal loan from Parkland Acquisition Fund
fund raising
ANNUAL OPERATING EXPENSES:
very preliminary estimates indicate a range of $125,000 to
$150,000, including programming expenses, but not including loan
paybacks.
FUNDING SOURCES (OPERATIONS):
Again, this is very preliminary, but it is believed that 40% to
50% of the operating expenses will be covered by fees and
charges to participants, with the remainder covered by general
fund tax dollars.
SPECIAL CONSIDERATIONS:
The Iowa City Community School District ~a¥ choose to
participate in some fashion; a meeting is pending at this time.
Their participation could change the "funding sources" amounts.
It appears very likely that private fund raising will be
required, as indicated above.
PHONE ($19)356-5100
FAX (319)356-5487
me to.......
Where children play to learn......
and parents learn to play!!
hear and I forget
see and I rememb
touch and I understand
IqELANIE DOUBIANY
EXECUTIVE DIRECTOR
LAKESIDE DR, IOWA CITY, IOWA 52240
IOWA CITY CHILDREN'S MUSEUM
Presented by:
Melanie Doubiany, Executive Director
Jennifer McLarty. Executive Director
WHAT IS A CHILDREN'S MUSEUM?
Imagine a musetun without glass cases. boundary ratls, or no-touching signs,
a place that encourages touch, exploration. and play....where whispers and yawns
are replaced by laughter and enthusiasm. This ls a children's museum .... a learn-
Ing playground where Interest and curloslty lead to discovery and knowledge.
In children's museums across the country you will find hands-on exhlblts
designed for kids of all ages. Broadcast centers, archeological digs. and
construction zones teach Important lessons to the school-aged child. You might
even find a sensory passage or cllscovery tunnel that your infant will adore. The
sky is the limit with exhibits and displays.
The only rule....to capture a chtld's interest. With that interest win come
exploration and with exploration will come knowledge. Children understand
why things happen by making them happen. This principal is the foundation
of every children's museum.
OK, OK,..JUST CIVE ME THE FACTS, W'HAT iS THE IOWA CITY
.C:H[LDREN'S MUSEUM?
*A 13.000 square foot facility with 20 Interactive. hands-on exhibits designed for
children 0 to 12.
o7 of the 20 hands-on exhibits will rotate on a yearly or bimonthly basis to ensure
there is always something new to bring local families back on a consistent basis.
,Unique birthday parties. curriculum field trips. lock-ins. fund-raisers. and facility
rentals will be offered at competitive fees in order to ensure a self sustaining
facility.
,Programs will include The ICCM Children's Theater Troop. Youth Advisory Board.
Community Service Club. Foreign Language Play-groups for young children.
International Explorers. Mter School Enrichment and more.
,Internships will be available for University students in marketing. public
relations, education, theater. and psychology.
WHY DOES OUR C:OHHUHIT¥ HEED IT?
°Educational advantage for our chfidren and our schools.
°Tourism Magnet for our community.
HOW HUTCH WILL IT COST TO BUILD AHD WHO IS PAYIHC~
FOR IT~
°The ICCM will cost $1,955,400 to build. A projected starting cost budget is
included with this packet.
· The ICCM will be seLf-sustalniug once it's built.
*The money to build the ICCM will be raised through:
`]Exhibit Sponsorships
`]Corporate Donations
`]Community Donations
,]Local Grants
HOW HIJC:H WILL IT COST TO RUH AND WHO IS PA¥1HO
FOR IT?
°The projected annual operating budget is $534,104. A copy of the budget is
included with this packet.
· The ICCM will be self-sustaining for operations.
o Funds for rotating exhibits will be raised 'through fund-raisers organized by our
Development Committee.
WHAT C~AH THiS PROJECT OFFER MY BUSIHGSS OR
ORCAHIZATIOH?
*A chance to positively influence the lives of children throughout the state.
*An opportunity to increase tourism in our community.
· A great way to promote local businesses and organizations in an educational,
family environment.
The possibilities are endless for the fruitful relationship of the Museum and
the businesses and organizations in the communityl
.®
START-UP COST
EXPENSE SQUARE FOOTAGE
Buffcling 13,000
Additional Components/
Furnishings [interior and exterior)
CONSTRUCTION TOTAL
EXHIBIT COSTS SQUARE FOOTAGE
Grocery Store 550
Hospital 600
Diner 270
Beauty Shop 140
Post Office 110
TV Studio 110
Police Station 90
Fire Station 135
Bank 75
Park Place 2100
Construction 350
Gas Station 90
Sand 40
What Should I Wear? 50
International Wall 30
Rain Forest 600
Waterworks 90
Kid Connection 12 units
Toddler area 320
Brio Train 20
Split Image unit
EXHIBIT TOTAL
COST
1.300,000
84,000
1,384,000
COST
44,000
48.000
21,6oo
11,2oo
8,800
8,800
7,200
10,800
6,OOO
168.O0O
44,000
7,200
3,200
5,000
30,000
48.000
50,000
2.40O
25,600
1,600
20,000
571,400
GRAND TOTAL
1,955,400
BUDGET
INFLOWS
Admissions
B-day Parties
Baby- sitting
Facility Rental
Field Trips
Private Sponsor
Slumber Parties
Special Program
Total Inflows
91 92 93 94 TOTALS
85,530 74,130 67,280 69,580 296,520
24,504 20,475 17,789 19,132 81,900
11,232 11,232 11,232 13, 104 46,800
1,200 1,200 1,200 3,900 7,500
6,183 6,183 6,183 6,177 24,726
17,499 17,499 17,499 17,503 70,000
1,374 1,374 - 1,374 1,378 5,500
12,996 12,996 12,996 13,002 51,990
160,518 145,089 135,553 143,776 584,936
OUTFLOWS
Building -13,350 -13,350 -13,350 -13.350 -53,400
Computer Fees -150 -150 -150 - 150 -600
Depreciation -300 -300 -300 -300 - 1,200
Insurauce °3,000 -3,000 -3,000 -3,000 -12,000
Marketing -3,000 -3.000 -3,000 -3,000 - 12,000
Museum Org.$ -240 -240 -240 -240 -960
Printing -3,000 -3,000 -3,000 -3,000 - 12,000
Program Costs -12,906 -11,304 -10,236 -10,818 -45,264
Rotating Exhibit - 1.200 - 1.200 - 1,200 - 1.200 -4.800
Services - 1,500 - 1,500 - 1,500 - 1,500 -6,000
Supplies -3.000 -3,000 -3,000 -3.000 -12,000
Travel Expense -5,000 -3.000 - 1.000 -2.000 - 11,000
Wages -90,720 -90,720 -90,720 -90,720 -362.880
Total Outflows
-137,366
o133,764
-130,696
-132,278
-534,104
Total Inflows
Total Outflows
Difference
160,518 145,089 135,553
-137,366 -133,764 -130,696
23,152 11,325 4,857
143,776 584,936
-132,278 -534,104
11,498 50,832
Grocery Store: At the Kohl Museum in
Wilmette. fihnols. chddren love to shop
in Lheir ov,m m~nlature grocery store The
local dewel/Osco grocer)_' store cha;n
designed and bruit this popular exlnba
for Kohl m 1990
BanP, Vault Naaons Ban, helps children lenrn
about money with "lGd's Cen,s Tile e.x2',:btt s
vault Is especially popular u.'lth young bankers
Toddler Play- The lndlanapoll$ Chlldret: $ N~use',ml Is tile lar~e$~ Chllcl~¢n $
country. The, 325.000 square foo: facdw.' a:::acts over a mfihon v~s:tor$ evt, r?. xea.: A ~pec~al
favorite ~s Ihe~ 'Playscape" e.x.t~b~: m~ area filled w~th v,'mlderful st'n~o~' pas~aees and panc!~
that $tlm,,llate aJld challenge dnldren unde~ 5 Piavscape' was sponsmed
'7
· /iowa City
Public Library
123 South Linn, Iowa City, Iowa 52240-1820
Susan Craig, Director
Information (319) 356-5200
Business (319) 356-5206
Fax (319) 356-5494
TO: City Council
FROM: Susan Craig
DATE: 3/13/96
RE: Bus Rides and the Library
The Downtown Association has'wonderful
idea! They are suggesting
that all students of elementary and junior high age receive a
free bus ride on Saturdays in April when they show an item from
the Library. This is a great service and an easy way to acquaint
our young residents with two wonderful cormsunity resources--the
transit system and the library.
We look forward to supporting this program and will advertise it
as much as we can within the Library. I believe it will
encourage the use of both the library and the bus system, and
thank the Downtown Association for the suggestion.
Iowa City
Public Library
123 South Linn. Iowa C~ty. Iowa 52240-1820
Susan Craig, D~rector
Information (319) 356-5200
Business (319) 356-5206
Fax (319) 356-5494
TO:
Steve Arkins, City Manager
FROM:
DATE:
Susan Craig, Library Director~~
3/8/96
RE:
Library Building Project
The Library has been asked to make a brief presentation at a
meeting called by John Beckord from the Iowa City Area Chamber o~
'Commerce. The purpose of the meeting is to share information
about a variety of facility related projects that have been
discussed recently in our community. The following information
about the Library's project will be distributed at that meeting.
I wanted you to be apprised of the meeting and have the
information. If negotiations continue smoothly with the property
owners we hope to have a proposal to discuss with the City
Council in April.
Iowa City Publio Library Renovation and Expansion ProJeot
History
The current building which opened in 1981 was planned in 1977 at
a time when very modest population increases were projected for
the Iowa City area. The design population projected in 1977 for
1995 was reached by 1990. The Iowa City Public Library is the
busiest in Iowa and ranks at the top nationally in all use
indicators. Last year 572,245 people entered the building,
checking out 1,137,153 items from a collection of over 200,000.
Planning for additional space began in 1992 when a consultant was
hired to study library needs. His report recommending a 28,000
square foot addition to the current building and redesign of
interior spaces was adopted in July of 1993. An architect was
hired in December of 1993 and designs prepared to gain the needed
space by completing the second floor and adding a third floor.
Cost estimates of nearly $12 million dollars and a recommendation
that the building be vacated during construction due to extensive
foundation work caused the Library Board to seek other options.
Project Description
The proposed project calls for purchasing the property to the
west of the library, demolishing the structure and replacing it
with a versatile building which will retain commercial space on
most of the ground floor and the basement level with a second
floor used entirely by the library. Future expansion is planned
for with the capability of adding a third and fourth floor.
2
Plans also call for the current facility to be entirely
renovated, enlarged and integrated into the new building.
As designed the proposed library will have 75,000 square feet of
space on two levels and feature an additional medium sized
meeting room, a more prominent pedestrian entrance off of the
plaza, 350 public seats (an increase of 90), a much larger
Childrens Services area, new areas for technology, and additional
public restrooms.
Funding/Costs
Funding will be provided from a variety of sources, both public
and private. A public referendum will be sought for the bulk of
the projec% costs. Portions of the building which remain
commercial will generate income to pay for those spaces. In
addition, the Iowa City Public Library Friends Foundation has
engaged a consultant to determine an appropriate amount to raise
through gifts.
Time Line
The Library Board anticipates presenting this project to the City
Council in April and hopes to have a referendum vote in November
1996. If successful, construction would start in the winter of
1997/98 and be completed in the summer of 1999.
City of Iowa City
MEMORANDUM
Date: March8, 1996
To: Stephen Atkins, City Manager
From: Don Yucuis, Finance Director
Re: Northwest Trunk Sewer - Walnut Ridge
I, II, Ill & IV/Galway Subdivisions
When the area that is being served by this sewer is fully developed, the City expects to receive
approximately $807,000 through tap-on fees. The $807,000 includes the total cost of the project
plus interest charges. General Obligation (GO) bonds were issued to pay for the initial cost of
the project, $584,273. Wastewater treatment user fees pay for the debt service on the GO bonds.
Wastewater user fees were not increased because of this project.
The City has received $95,850 in tap-on fees through December 31, 1995 for the Galway and
Walnut Ridge I, II, III and IV subdivisions. An additional $92,841, or a total of $188,691, is
expected to be received over the next several years from these five subdivisions. This revenue
is part of the Wastewater Treatment Fund.
The City of Iowa City share of property tax revenue in FY96 is $59,824 and estimated in FY97
to be $84,839. As more houses are completely built, additional property tax revenue will be
generated.
City of Iowa City
MEMORANDUM
TO:
FROM:
DATE:
RE:
Steve Atkins
Lisa Handsaker
Eiarch 14, 1996
Council Travel
Attached is a copy of Council travel expense information sent to Brian Sharp of
the Press Citizen at his request.
Because I am still learning travel policy and we have three new council
members, it seems as if this might be a good time to review Council travel
procedures. Marian Karr and I have discussed ways we might make the process
easier and clearer for the Council. If you feel it would be beneficial, we would be
willing to draft a policy guideline to aid in your discussion with the Council.
Attachment
cc: Marian Karr
COUNCIL TRAVEL
Susan Horowitz Naomi Novick
Transportation $260.30 $294.75
Lodging 503.20 503.20
Meals 57.88 48.78
Registration 335.00 335.00
Miscellaneous 5.00 3.00
TOTAL ) $1,151-38 t i
National League of Cities
Washington, DC
3195
Karen Kubby Bruno Pigott Jim Throgmorton Larry Baker
$246.00 $319.00 $269.00 $326.00
523.20 251.60 377.40 377.40
100.62 46.73 83.12 151.52
460.00 400 00 295.00 430.00
0.00 20.25 0.00 26.00
$1,329.82 I $1,037.58 I $1,024.52 I $1,310.92
lational League of Cities
Phoenix, AZ
11195
~rry Baker = Susan Horowit~ TOTAL
$301.61 $288.10 $2~304.76
282.09 482.36 $3,300.45
45.64 16.44 $550.73
380.00 385.00 $3,020.00
23.00 20.00 $97,25
March 6, 1996
To~
R. J. Winkelhake, Police Chief
From:
Lisa C. Goodman, Shelter Supervisor
Subject: Urban Deer Problems And Solutions Seminar
With regards to the Urban Deer seminar attended by Lynda Barnhart in
February, the following information was obtained and reported to me.
Most of the attendees were from the Department of Natural Resources in Iowa.
A few were from animal control departments and police departments. The seminar
was held at the Hartman Reserve Nature Center in Cedar Falls. This is a public
access nature center similar to Kent Park or City Park, with trails and general
recreational areas surrounded by large wooded areas and single family dwellings.
Cedar Falls had received complaints regarding the deer in the area. Complaints
mostly were about deer getting into resident gardens and the large amount of deer
in the general area. DNR started a research study in the Hartman Center area.
Deer were captured and radio collars were placed on the animals so their
movements could be monitored. The deer were found to travel anywhere from 2
to 30 kilometers from the point where they were originally collared. Fences were
constructed to keep deer out of portions of the park to determine damage caused to
trees and shrubs. The results of this study will not be available for one year.
Cedar Falls also approved a bow hunt to reduce the population in the park area.
There were some problems that occurred due to the hunt. Public outcry was
obvious by vandalism that took place to deer tree stands. The stands were
destroyed in many areas of the park. There was no number given as to how many
deer were hunted. Numerous arrows were lost in the hunt and not recovered and
some animals were not killed immediately and had to be tracked and euthanized.
There was also a concern for public safety because the park had not been closed
off to the public during the hunt, however no one was injured during the hunt.
These are some of the same problems that were reported in the Kent Park hunt.
Birth control for deer was discussed in brief. Controlled research is still being
done to determine the effects of birth control on deer. tt is known that female deer
would have to be repeatedly given birth control, for the drag to remain effective.
This would require personnel to track and record information on each deer treated.
This would be ongoing. With the use of certain drugs, male deer would become
sterile. There are concerns and questions as to how birth control or steroids may
affect other animals that consume the deer.
Live trapping was discussed in brief. Live trapping is possible with deer,
however personnel must be highly trained in iramobilization techniques,
knowledge of drug formulations, emergency medical care and transportation for
the animals. The other problem is were to transport or move the deer once they are
trapped. A study in Wisconsin revealed a 70% mortality rate in deer that were
relocated.
This seminar, although informational, did not really give us any new
information, or magic solutions to the problems that deer cause in urban areas. I
recommend the City continue to research solutions to the different problems that
occur with deer including property damage, traffic accidents, and population size.
Ir~Frem "Strengthening Council Effectiveness: A New Design for Leadi'ng & Governing"
Submitted by Larry Baker for Council Members from the National League of Cities
meeting - Washington, §C 3/96
BOARDS THAT MAKE A DIFFERENCE: A Ne~o Design for Leadership
in Nonprofit and Public Organizations
by John Carver
[Jossey-Bass, Inc., Publishers]
Nonprofit P/orld: Every now and then a book comes
along that does live up to it~ publisher's I.tvpe titat it is
"must reading!" (TIris book) is such a boo£..tira volume
is the most usefulfull. length book on governing boards to
be written in many years.
The 12brar~ Quarterly: Ca~ver~ book trod his proposals
are extremely exciting and titought provoking. rite reader
will agree, argue. cheer. constder and reco~utder, and
question...his suggestions.
NY School Bourds Assn: If you are truly interested in
tile d)rna. rics of governance, tire thne taken to read tills
book will be well spent.
Hospital Trustee: This is an uncompromising
book...Carver provides ntany surprises along the
way...ffhe book) i$ not a quick ftx,..The book is a road
neap that says. "You can get therepont here."
The Grantsmtmstdp Ce.ter P/hole Nonproj~ Catalog:
Titis rs afresh and in,sightful addleto, ht tire literature on
tire nonprofit board that present~ a potentrally good road
neap for improved effectiveness.
Association Management: Stunning~,
brnovative...(Carver'$) ideas and conclusions seem
trrefutable even though th.ey would require a .rajor
change in how...bourds functton.
EXCERPTS
In these pages I argue for dissatisfaction with what we now accept as ordinary and outline a path
that boards can follow to become extraordinary. For the failures of governance are not a problem
of people, but of process. The problems lie squarely in our widely accepted approach to
governance, including its treatment of board job design, board-stafF relationships, the chief'
executive role, performance monitoring, and virtually all aspects of the board-management
partnership. This book is a strong indictment of what is, but it is intended to make a compelling
case for what can be.
My promise to readers is the inability ever to see governance in quite the same way again. In the
midst of the great quality revolution in American management, I submit a new standard of what
quality means in the work of a board. This book redefines excellence in governance. And because
we have so far to go, it is an urgent argument for revolution in the boardroom.
I propose a sweeping revision, a new conceptual flamework in order to conduct our engagement
with purpose and performance. This is not a book of helpful hints nor is it written to address
incremental improvements in current board operation. The need I see is not so much to make
boards better at the work they are doing, but to reinvent that work and its fundamental precepts,
to design from the ground up a general theory-or at least a technology-of governance. My
commitment is that boards and managers, impelled by a new comprehension of what governance
[130
is all about, will do no less than transform how we conceive and proclaim leadership in the
boardroom.....The adaptation goes b~ond a collection of helpful suggestions; it is a fundamentally
reordered paradigm for governance.
Whether, as CiVicConkey) indicates, the (next management theory) breakthrough "must" take place
(in the nonprofit sector), it certainly should take place, given the serious flaws that exist. The most
significant management breakthrough that could come to pass would be in the highest leverage
element of'organization: the governing board. Both the leverage and the room for improvement
scream urgently for attention.
But boards have been around so long it is hard to see that the emperor has no clothes. We have
grown accustomed to mediocrity in nonprofit and public board process, in the empty rituals and
often meaningless words of conventional practice. We have watched intelligent people tied up in
trivia so long that neither we nor they notice the discrepancy. We have observed the ostensible
strategic leaders consumed by the exigencies of next month.
To lead instead of follow, boards must get to the other end of the parade. Instead of following
agendas driven by what staff wants approved, boards should initiate the agendas. Of course, no
board knows what is going on in the staff domain well enough to do this. I am not suggesting that
boards try to connect in a real-time sense to staff activity. I am saying that boards can know what
is going on-and what should go on next-m the board job. The board is not responsible for
managing: but it can surely be responsible for governing.
The objective is not to bring the board more knowledgeably into an ongoing administrative
process, as ifstaffoperations is the train to be caught. The point is to establish the board's policy-
making process as both preliminary and predominant. If boards are truly governing then board
members are not obliged to tag along behind managemere. And they need not become superstaff
in a conscientious attempt to tag along more professionally. They need only tend to their job of
proactively establishing organizational policies.
The threat of good activity is so great that it can hardly be overstated. Without constant vigilance
and systems to support it, said Odiorne, "People tend to become so engrossed in activity that they
lose sight of its purpose...and the activity...becomes an end in itself...Falling into the activity trap
is not the result of stupidity. In fact, the most intelligent, highly educated people tend to be those
most likely to become so erarapped in interesting and complex activities."
Only boards that have failed to be proactive policy-makers have any need to meander in or retain
approval authority over staff activity and plans.
The approval process provides boards with a handily available, easy, tradition-condoned itmtatWn
of leadership. Instead of separating the board's domain from the staffs domain, the "approval
syndrome" confounds both into an tandifferentiated mass. The stage is set for the board to do
unnecessary work at the staff.level or for the staff to wield undue influence at the board level. The
fofaier, depending on one's point of view, is perceived as detailed, trivial, burdensome, or involved.
The latter is perceived as rubber stamping, staff dominance, or comfortable passivity. Of course,
both situations may exist at the same time, the board doing staff work and the staff doing board
work. However talent is wasted, neither strategic leadership by the board nor effective
management by the staff is well served. When the approval process is taken lightly (rubber
stamping), it reduces board action to a charade. When it is taken seriously, it reduces the CEO
concept to a charade.
Leadership for results begins outside, not inside the organization. Because of the seductive intrigue
of organizational activity, board discipline must be designed to overcome entanglement in internal
matters. Our understanding of what constitutes board "involvemere" must change. The most
effective way to help a board rise above organizational myopia is to let the board taste the grand
expanse of the larger context.
· Good governance calls for the board role in long-range planning to consist chiefly in establishing
the reason for planning. Planning is done to increase the probability of getting somewhere from
here. Enunciation of that "somewhere" is the board's highest contribution. In a manner of speaking,
boards participate most effectively in the planning process by standing just outside it. Boards can
make an invaluable contribution to planning; however, except for planning the improvement of
governance itself, boards should not do the actual longorange planning.
In short, the board's job in long-range planning is not long-range planning itself, but exploration
of vision. The board's job is to maintain and behaviorally demonstrate a long-range mentaliOn. And
that critical mentality is demonstrated through continuous obsession on the value issues inherent
in deciding what good is to be accomplished for which people at what cost. These values about
ends lie at the core of organizational existence.
The truth is, in the presence ofa CEO, there is no role for a board treasurer that is both necessary
and legitimate.
This approach to the policy role of board committees places a high value on the wholeness of
board action. It values board-integrated oversight of large issues more than participation of
segments of the board in narrow slices of organization. With this approach, the bromide "real work
takes place in committees" no longer holds true. The board meeting is the place of action. It is not
the place for ritual voting or for carrying out unnecessary business that clutters most board
agendas. It is where leaders come together to make leadership decisions.
There is no justification for the existence of personnel committees. At~er assisting the board on one
or two policies, personnel committees have no place to go but into staff work. A board with a
CEO never has a managerially legitimate reason to establish a personnel committee.
Both tradition and law embody a "meat axe" approach to accountability: to ensure order, virtually
all staff activity must be passed before the board to be badgered and blessed, even when the
activity has already occurred! This myopic version of accountability justifies disproportionate
attention to fiscal and legal jeopardies over program outputs. It serves accountants and attorneys
who would avoid jeopardy far more than it serves dreamers, creators, and leaders who would add
value to the world. This kind of accountability sways boards into spending more time looking over
their shoulders than over the horizon.
The CEO timetlon neither take~ over board prerogatives, nor stands meekly aside while the board
does staff work. It is...aa invested in having a strong hoard as in having a free hand.
In fact, recurring unanimous votes are suspect. All persons on a board may, on a given issue,
agree. But if the voting record era board is regularly or predominantly one of unanimous votes,
we must question whether dissent is being squelched or if the issues are simply not important
enough to disagree about. Either possibility calls for examination of board process.
· The board must value, even crave disagreement within its rar~ if it expects to be comfortable with
the lively dissent outside. A board that believes it must vote as a block in order for its
pronouncement to carry weight ~ils to signal that its one voice a/ways grows from and in spite of
diversity. Strat~c leadership is big enough to embrace diversity and wise enough to be enriched
byit.
Boards can be successful strategic leaders if they nurture their group responsibility. That
responsibility must be accepted by every board member, not just officers. All members must
participate in the di.~ipline and productivity ofthe.group. All members must be willing to challenge
and urge each other on to big dreams, lucid values, and fidelity to their trusteeship. All members
must cherish diversity as well as an unambiguous, single board position derived from diversity. All
members must strive for accountability in the board's job, confident that if quality dwells in the
boardroom, the rest of the organization will take care of itself. For in the long rim, as surely as
excellence ends with clients, patients, students, or other ~ustomers, it begins with governance.
Boards That Make a Difference: A New Design for Leadership in Nonprofit
and Public Organizations may be purchased directly from Jossey-Bass
Publishers, 350 Sansome Street, San Francisco, CA 94104 at a cost of
$US27.95. California, N~v Jersey, New York, and Washington, D.C., residents
should include appropriate sales tax. In Canada, order from Collier Macmillan
Canada, 1200 Egiinton Avenue E, Suite 200, Don Mills, Ontario M3C 3N1,
under the same terms at a cost of $Cdn37.95+GST. [Prices shown as of $anuary
1995.] Your prepaid order does not cover postage and handling charges.
CARVER C, OVER~",,'ANCE DESION, INC.
P.O. Box 13007 ~ AHa~ta, OA 30324-0007 USA
Ph..{04-77.8-~444; Fax ~N,~728-0060; Interact: POLC, OV~AOL-COM
JOHN CARVER
BIBLIOGRAPHY ON TOPICS OF MANAGEMENT AND GOVERNANCE
[This listin8 was ~ompil~ in November 1995. Publicetiov. s on other
toplea (o.~., suicid~ provendor,., mental health, public mental hcakh
and education programmin~ are not included in this listing.
Unw~ k~ynot~.~,W___~_t~ a~t major add~.~ un $over~nca and
manas~mant are also omitted. Thee ht~rviov~s~ about-bul not
anthorod by-$oha Car~r are inoluded.] '-~
"The Di.,w. tofs Employment Contract as a Tool for Improved Governance." Journal of Mental Health Aabninistratlon, 1977,
5, 14-25.
"Community Mealal H~tlth: A Laboratory for Gov~meaca." Journal of Community Psychology, January, 1979, 90-91.
'Community Participation: Myths, Mistakea and Thou~h~ on How to Turn it Axound." Address presented to the National
Council of Community Meatal Health Coat,rs Annual M~etins, Washinston, D,C., 1979.
"See Throush' Govemment: View From The Top Not Clear. ° Indiana $~ate Employees ,~ssoclatlon ~Vews, 1979, 15 (3), 6.
"Profitability: UseEl Fiction for Nonpmlh Ent~nlaise.' .ridministration in Me, tal Health, 7 (1), 3-20, Fall, 1979.
'Mental Health Adminish'ation: A Manasemeat Pm,'ersion.' Unpublished eddreas to Association of Menal Health
Adminis~tora, New Orleans, 1979.
"Business Leadership on Nonprofit Boards.' Board Monograph Series, No. 12. Washinston: National Association of
Corporat~ Directore, 1980.
"Toward a Teohnolosy of Governance.' Unpublished paper, 1980.
"Tho Martyr Sun'ogate Obligation of Public S~tor Boards." Journal of Mental Health Administration, 1981, 8, 42-45.
"Toward More Effective Library Boards.' Focus on Indiana £1braries, 1981, 35 (7-8), 8-11.
"Is America Ready for ~lf4?Jovemunce: The Third S~tor." In D. Nachmias and A. Cheer, eds., The Crisis of Authority:
Citizen Boards and the Governance of Pttblic alta Private ,dge.cies. Urban Research Center, Univemity of
Wiscensin-Milwaukee, 1981.
",Maims~mal Credengals: Th~ Comfo~ o['Familiar Traps." Journal of Mental Healtit ,-ldmimstratlo., Spring 1981,8 (l), 6-7.
1
'Improving Board ConItel and tiffactiveness: The Problems of Non-Profit Governance--Part I.' The 3lamPrefit
,4dmini~trator's Ma~ter Guide, 1982, 1 (2), 14-16.
'Impravin8 Board Central and Eff~cti~n~s: The Problems of Non-Profit Governance-Part II.' The l~on-Proftt
,~dmlnl,~trator's Maste. r Guide, 1982, 1 (3), 9-11.
'improving Board Conu'ol and Eff~cti~ae~s: The Problems of Non-Profit Governance-Pan HI.' The ~an. ProJ~t
Adminfstrator'e Martar Guide, 1982, 1 (4), 7-11.
n...~t~hip titrough Boards, Councils am[ Ccmmi~om: Creatin8 ~ha Future throu8h Better Governance.' Unpublished paper
presented at the Nagoval Association of Commuaity Leader,ship Oigani~n~ions Annual MeetinS, Sepl~aber 19, 1983.
'Redesignin8 C-ovemanca in the Cities.' Florida Municipal Record, 1984, 58, 2-4.
'Con.suiting with Boards of Human S~rvice A8~ci~: Leverage for Orsanizational Eftaaliveness.' Consultation, 3 0), 27-34,
Summer, 1984.
"prof~sinval Challce$~ for an Emirgin8 Community: The Challensa to Nonprofit Governance." Proceedings of the 198~
Con~,n~nce of the Nonprofit Manasemant A~o~iation, San Francisco, June 6-10, 1984.
'Women on C-overaia8 Boards.* Unpublished pap~', 1985.
"Strategic Lcedetsb. ip: New Principles for Boards, Coua¢ils and Commissions." Audio cassette prosram. San Francisco:
Public Mava$~ra~nt Institute, 1985.
"A T~ted, Fresh App~x~ach to D~ignin8 th~ Bcerd's lob.' Aud'to cassett~ problem. Milwaukee: Family S~cvice America,
1985.
· igh~a P~meipl¢s for F_.ff~tiv~ Lced~ship by the Board of Direotors: An Irareduction to the Teohnolosy of Gova-vanc~ for
Nonprofit Orgamzatiova.' Mono~aph. B~keley, Cal.: Cant~ for Community Futu~s, 1986.
"Nonprofit and Oovemmental Boards New Design for Lcede~'ship.* Video cassette program Atlanta: (}eorgis Power
Corapany, 1986.
"Gov~ain8 Parks and Reoreation: Board Strat~c L~ede~hip in a New Light." Video cesset~ program Alexandria, Va.:
National R~crcetian and Pal'k Association, 1987.
"Vision, Valu~ and the Trivia Trap: Marin8 Private Industry Councils toward Strat~¢ Leadership.~ Florida Focus, 1988,
~ (2), I-~.
'A Moclel for $h-ato$ie Lced~ship." Ho:tpita! Trustee, 1989, 13 (4), 10-12.
"Re. Invantm8 the GaveramS Board.' .4ccess, 1989, 1 (I), 4-8.
"Ra-Ilaventin$ the Board: Setattic Leadership for Public and Nonprofit Governance.* Video T¢leeonferenc~. Atlanta:
Univessity ofG~o~gie Cent~t for Continuin~ Education, 1989.
2
Boardz ~'hol Moke o D~fferel~ce: A New DeniS. for ~ership in ~Vonprofit ~d Public O~i~tio~. ~
J~-Ba~, 1990.
"E~no~ ~velo~t and ~-B~d ~d~p." Economic Developo~e.t R~i~, 1990. 8 (3),
"~v~8 ~ C~ Mon~ T~." ~o.pmft ~e~. 1990, 4 (~), ] I,
"Oov~g P~ ~d R~o~ A N~w App~c~" Par~ ~ R~creagon. 19~, 25 (11), S~-~.
"R~g~e Ch~h ~&" C~au~o~Tom elbow. Unpublish~, 19~.
*~e GEO ~d ~ Ren~gad~ B~ M~m~.' ~Vonproft IVorld. 1991, 9 (6), 14~ 17.
~m~ to ~ W~ V'~ ~la6~ ~i~t Co--ion on ~u~on A~mbili~." W~.~ ~xcl~i~ly
~or~ W~t V~ ~la~, 1991.
'R~ ~o ~d's Rol~ ~ Fill PI~* ~o.profitM~agement w~d~Mer~hfp, 1991.2 (2). 177-192.
~F~ ~ a ~ Way.' ~ ~ew ~ H~ ~ ~ ~lla~afion by Jo~ C~. ~sociation M~agement,
~r 1992, 44 (9). 18-24.
'~owa~a~ofCo~mleGomn~: R*-~v~g~oBm~ofDit~to~.' Unpubl~h~ 1992.
~ ~adersbip: A Bhno.tb~ }For~hop wigt John Camer 'F~t ~ F~t: ~ ~fivo Ex~i~ for
Yo~ ~i~~ 'Okl ~ut Cornoil ~ ~t ~nd of Help Comu ~ M~~ 'Jmt How ~ Shoed
M~n? ~9' 'C~ a S~o Voi~ ~ ~im ~ ~ ~p,' 'Of Homal~s Ca~ ~d ~:
~8~hing C~m~ ~m ~.' 'Con~11~8 ~e Cost of Sm~8 ~ Co~,' 'Pa~ ~om:
~ ~m ~ U~ Way ~f~' ~ ~m of T~t in ~e ~EO Rolafiomhp." 'A Few
f~ ~o C~on,' "Fr~ Yo~ B~ ~d S~ff~u~ ~x~u~vo L~6om.' '~e Bmffi C~ Poh~ and
S~ Wo~" 'h Yo~ ~ ~ a Rm? Shake up Yo~ Romin~l" S~ Fme~: Joss~-B~s ~o., ~blish~,
1~2.
"~ m~~ ~ ~8 ~ for C~I E~ N~. Unpublish~ ad~ to ~ Naao~
Fore ofB~g~an Fom~fion. ~a, B~gaha, Feb~ 22, 1992.
~T~e to J~ ~a Old Fotura for ~." ~te Chro.lcle of Phil~g~ropT. 1992, 4 (22), 36-37.
~w~8 ~ fm ~hp: R~ ~xm~m~ m ~ov~.' Au&o ~tm p~m S~ F~o~:
~, ~. ~b~sh~. 1992.
"Pa~p for ~blia ~: A~mbili~' ~ ~ ~ial ~moe ~h~ Syste~' Whtten exclmively for ~e ~o
~s~ of Co~m~ ~d S~ial ~5~. Toronto. 1992.
~en Omem ~ Cmtom~: ~ Co.ion of~l ~ ~u.' Nonprofit IVorld, 1992. 10 (4), I I-I 5.
~e Fom~8 P~t S~ome: Govo~8 m ~ CEO's S~dow.' Nouprofit ~orld, I992, lO (5), 14-16.
'Oovumiag Community Drug and Alcohol S~mc~.' ;gl,al Wor~l Innovation In Commani(y Mental Health a~d ,.lddi¢llan
Treatment Programs. Duplassis, 0., M~3rea, M., V{scoff, C., & Doupe, S. (Eds). Tomato: Canadian Scholars'
Pre~, 1993.
John Carver on Board Gov~r;tance. Vid~.asse~ prolgam. San Francisco: Jossey-Bass, 1993.
Reinventing Governance: Enabling a Revolution in Leader.~hlp for Community College Board~. Vid~casserm program.
Washington: A.sso~iatiun of Community Collie T~st~s, 1993.
Boam' l~odershlp: A BImonth~ Wod~hop with John Carver. 'Evaluatieg the Mission Statement,
the Dead,' 'Croatlag an Eff~tiva Mission Suttamaa for Your Organization,' 'Fiduciary R~sponslb,hty,' °Crai~ug
Polioy to Ouid~ Your Organization's Budge~,' 'Cmfiing Poiioy ta Safeguard Yoar Organizatiun's Actual Fiscel
Condition,' 'A Simple Matter of Comparison: Monitoring Fiscal Manegomcm in Your OrganiTation,' 'Making
Infohair Fiseal gouoy. ~vu~,.~,~
·, . ......... ea ' 'Owning Your Agenda: A Long T~i~a View is the K~J to T -aking
of Lead~nhip, Running'~u°ui °~ ~°vm~m' '
Charge,' 'Achiavin$ Meaning~ Diveairy in the Boardroom,' 'Nav~r Cast in Stone: Flexible Polioy Supporto
Manage'neat and Sav~a Boani Tmz,' 'Ha.~llnZ Complaints: Using Negative F eaiback to Strengthen Board Poli~y,'
'Wlm~ Board Meml:~m A~t as Staff Advisors,' "Dolegalin$ Bravely,~ 'When Board Members are the Only Staff in
....... to t,~:... on Track,~ 'Crafting the Board .lob D~eription,'
Sigh~," "Redefining Board Self. Evamauon: ,no
'Planning the Beard's Conduct,' 'Living Up to Your Own Exge~lions: Implyhaunting Self.Evaluation to Make a
Differen~ in your CY,'gauization-' San Fraaois~o: $oss~y-Bass Ino., Publish~rs, 1993.
~3oard Exeallenoa: An Inm~i~w vath Board Governance Ex'pan John Carv~.' A staff intewiew with collaboration by .~ohn
Car~r. Cotme¢{Ions. Torouto: liPMO peat Marwick Thorne, Fall 1993, p. 2.
............ , '"verhaul.' Health Managem~m Quarter/y,
'To Focus ou Shaping the Future, Many
April 1994,/d(1), pp. 7-10.
'Fast Track to Accountability "A~o¢ioaon, 1994, l ! (3), pp. 2~-26.
.... er '"--t~ctin- Oov~naace from La~v, Funders, and A.¢¢reditors,'
Board Leadership: A Bimonth~ iYork~$ op witI~ jonn uarv '
'Is Your Board Having Difficulty Reaching a Quorum?' 'Tips for Creating Advisory Boards and Comrmtie~s,
'Making Hien~hy Wodc F_.xemsin8 AW~Priato Board Au~otity ta the Service of Mission,' 'To Tell or Not to Tell:
One CEO L~ms the Right Way to Inform Her Board,~ 'Ke~'piaB a Board Book That Works,' 'On~ Board Learns
the R~a~,gade Board Member,' "Nine St~
How Polling Moves Me~ngs Along,' 'Prote~ting Board Integrity from . - ' ' · t"
'Tha Exeautivo Committe~: Turning a Oov~manea Lmbthty rate an Asse
to Impl~n~ntmg Poli~y Governance,' - - ""'"'~--~-;fio" ' 'One Board Fails to Follow Its
Owu Morntoting Poli~y and Co.ns Fisoal Disaster,' "Elected Boards: M~ting Thea- Sp~al Oovemancu Challcng,
· Abstractin8 Up: Discoverlag the Big Issues Among th~ Trivia,' °Calculating the Real Costs of Oovernanoa,'.
'l~yond philosophy: The Final Word on Euds vs. Means,' 'What Do You Want? How to Exprass Board Cooceres
in Llnn~bla Language,' 'Rerunurn8 Unlmstworthy Boa~ds.' San Franaisce: Jossey-Bass, Ia¢. Publishers. 1994.
3,[e~s to an End. An iat~view of John Ca~,~r by Norsh McClintock. Canadian C~'au'~ for philanthropy. Front & Centre, July
1994, 1 (4), pp. 3-4.
E
4
~ ~lew Vision for Board Leadership: Gorenting the Contmuni~v College. Co-authored v~th ~ [~tyhew (Carver).
Washington: Associadon of Commuaity College Tinsteas, 1994.
"New Meanz to an End." Times F. ducationalSupplement (The [London] T/meg). July 1, 1994, page 6.
Board Leadership: A Bimonth~ ff/orl~hop~withdobnCarver. 'Piunin8 Down Board Process and the Role of the Chaizperso~'
"Are You Sure Your Minutes are Really Your Ivfinut~: One Board ~ the Hard Way to Read the Fine Print,"
'Unda~tandin8 the Sp~ial Board-Ownership Relationship,' "l~tmmining Who Your Owners Are," "What to Do
if Your Find a Consumer on Your Brand,* 'Conn~in$ with the Ownership,' "Polioy Oovemanea is Not a 'Hands
O1t' Mlxl~l,' ~1oaats L~d l~st Whea $.nvie*~, Programs, and Curricula am Tmmpareat," 'A Oood Manager Learas
That Oova-v. anea is Maung~ment Ul~id~ Down? ~ Misguided Fo~us on Admiai~Irative Co~t,' 'What l-lappans
to Convantional Doeumenla under P01iey Governahem?" *Competent Boards Can't Have hioompateat CEOs....Not
for Long," 'Policies 'R' Us,° ~l'he CE(Ys Objeafivea Am Not Proper Board Business,' 'Shaping Up Your Bylaws,*
'(loveming ia the Shadow era Fouader-CEO,' 'Who is in Charge: Is Your Oration Too Stuff-Drives? Too
Volunt~r-Driven?" 'A Rose is a Ro~e is a CEO. ' San Francisco: .los,~y-Ba~, Inc. Publish~'~, 1995.
'Ends and Means: Nurturing the Relationship between a Congregation and it~ Governing Body.' Practice of Ministry in
Canada, Februasy 1995, 12 {1), pp. 17-19.
"Board Accountability in the Modem Charity.' Solicitors'Journal (Great Britain), Spring, 1995.
Board Leadership: A Bimonthly grorkshop wuh John Carver. ' Recruiting I.~aders: What to Look for in New Board
Member,' 'A CommunRy ~ Singles with th~ Cost ofI~s R~ults,' 'Boards Should Not be the Final Authority,
But the Initial Authority,' San Fran~sco: Joss~-Bass, hio. Publishers, 1996.
"Lightlag Candl~ or Cursing the Darkness.' Association, Dee 1995/Jan 1996.
Board Excellence through John Carver's Policy Governance Model Coooklet working title, pro-publication). Toronto: KPMO
Peat Marwick Theme, to be published.
John Carv~ on Governance. Saveral bookJets in a scfios (no workin8 tides). San Francisco: Jossey-Bass, to be published 1996.
Rednventing Corporate Governance (working tide, book in progress). Co-authored with Miriam Carver. San Francisco:
Jossey-Bass, to too published 1996 or 1997.
Making Policy Governance gtorkfor Your Board (we 'rking title, book in prognus). Co.-authored with Miriam Ca~,er. ,San
Francism: Jossey-Bass, to be published 1996 or 1997.
JOttN CARVER
John Carver's international governance consulting business is conducted as CARVER
GOVERNANCE DESIGN, Inc., P.O. Box 13007, Atlanta, Georgia 30324-0007. Phone 404-728-
9444, fax 404~728-0060, Email "POLGOV(~AOL.COM"
THE FOREGOING BIBLIOGRAPHIC DATA ARE AS OF NOVEMBER 1995
THE BOARD
ROOM
When Owners are Customers:
The Confusion of Dual Board Hats
To be a good board member, you need to separate your roles as customer
and as owner representative. This new model makes the distinction clear.
.By John Carver
Ownet~ and customers are dL~dnct
~enough in business. Those who
hold stock and those who pur-
chase the product or
cl~ly ~p~te ~en when ~meone on
~c~ion pla~ ~ mien,
For man~ nonprofit undertakings,
however, these separate concepts be-
come confounded. Note that a nonprof.
it's 'customers' are its beneficiarie~
clients, patients, students. etc. A
nonprofit's 'owners'~quimlent to a
co~o~tion's stockholdersmight be
members (for a professional associa-
tion), ciuzens of ajurisdtcOon (for a
public school syszem or city govern-
ment), or local organizations (for a
na6on~ ~ciafion or fedem~on).
The most common error occurs
when, perhaps for ia rhetofi~ ~ue, a
nonprofit ~d prelims ~at
obligation is to its customers. More
~d~lly. iU pfim~ obli~fion
o~en. on who~ ~half~d M~ who~
empowerment the board ~hen deter-
mines which customers will command
· e s~s obli~fion. ~ere are no
tome~ unOl ~e bo~d decides who
~11 be by es~blishing ~e o~i~on's
pnoh~ea ~ong ~mce popularore.
Another example of confounding
occurs when either fashionable inclina-
tion or funder requtrement insism that a
customer be on the board. Services
customer point of view) or distorting
the meaning of ownership (dtsptOpor.
rioante representation by customers
compared with non-customer owners),
Accepted board practice Ls overdue for
fundamental conceptual change.
should certainly be more customer.
focused, but if this necessitates either
tokenism (one person to 'represent' the
I
then the organizational flaw is deeper
than a perfunctory board membership
will correct.
John carwr. author o/Boards that Make a
Difference: A New Design for Leader.
th~p m Nonprofit and Public Organiza-
tions. u prend.~nt of Cannr Covemanet
Oa,gn, Inc., a nmnagetatnt c. on.mlling finn
speo. aliung :n the go~mnng board ml~ and
dem~c ~adground indudes 1~8, MEd, and
~toi:,, ,~c,~el~,. Creato, o/ t~ polie~
goveman~ tnoa~ Carver h~u d~al~ t~ith
o,gani~.io.~ in all.~O siam and in fi've
foragn
NoaPRom' wo P~o, VOL. 10. so. 4. Published
by The Society For Nonprofit Org~nizatior~
6314 Oda~a Road, $uue 1, I~a_!_*on, W1
~719.
aWe have a very hetetogmleoua boast of director"
JUL¥/AtloIJaI' 1992 / 11
If the board h;u cle:trly tlechlcd who
CU.~tOIIlCI-~ will he (wha~ population~ will
~e ~crv~d), dlen IIle or~nni~l~h)u
should pointedly li~en to those cu~
tomer groups in order to sere them
more effectively. ff ~e s~ o~izadon
is ~ fund~en~ly ~kew that it is not
doing this, adding a customer to the
~d address the ~ong problem.
Funding bodies will sometimes be
represented on a grantee board. The
conflict of interest is but ~inly veiled.
but more rele~nt here i~ the ~u~her
coloring or o~e~ ~d ~tome~
For most nonpmfiu, it is ~ heavier m
see ~nde~ ~ bulk customers than ~
o~en. Bulk cmtome~. howler much
homage must be paid them for fiscal
s~ten~ce, ~e eraides ~th which the
organization makes a deal. Having a
~n~er repre~n~o~ on ~e ~d is a
role con~ict to ~ a~ided.
The o~ership dilemma is t~ically
left undefined by nonprofit ~. For
some, it is ~ enough to identl~ o~-
ors. For example, ~he ownership o~ a
professional assooation board is its
mem~nhip. For many o~e~. it is not
] haw d~ah chewhere
wards ol' ~cuping the uwncr and cus.
The most common error occurs when a
nonprofit proclaims that its first
obligation is to its customers,
tomer concepts separate, honoring each
in different ways.' It is difficult to con-
ceive of excellence in governance when
these two groups are not kept distinct.
Community social-service agencies may
be morally owned by an entire commu-
nit,/, but they exist to serve subpopula-
tions beset by particular life difficulties.
The community as a whole (owners)
may, for example, own an effort to make
normal life more possible for retarded
people (customers). The board, repro
senting this broad ownership, should a~
There are no customers until the board
decides who they will be.
so apparent. By igaortng the iuue. the
board leaves the group to which it is
accountable forever unspecified. Since
ownership i~ an important element of
enterprise, its indeterminate status
leaves a conceptual racuum upon which
other, more definitive groups encroach.
One such group is the s~T. Settit can
become owners without portfolio, sim-
ply because ~he board does not posita
more compelling cue for a legitimate
ownership. It is not that the board has
decreed that its s~ is i~ ownership. It
is that, by failing to identiF/ the true
owners, the organization acts a.s i/it
exists to serve staff prerogatives.
Another delinifive group is that of the
organization's cust0mer~. who, becaase
they are identifiable and sometimes
vocal, can also move into the ownership
vacuum. Vocal customers often do not
represent rustomen as a whole, so that
bogus ownership is expre~.sed by a splin-
ter group ol cu~tomer~. Such groups can
whip board loyalties around as if it is
they who should command primary
board attention. City councils, county
commissioners, and public school
boarch are examples. In count/e~ open
meetings. the board is buffeted about by
the~e legitimate albeit mislabeled inter-
esta. The consequent rolling and sway-
ing illustrate the need for a stable
a body keep the concepts apart even
when individual board members must
st~in to do so, as when a u'ustee has a
retarded child in the program.
Organizations in which all board
members are also customers present
special challenges. Individual tenden-
cies are not then so easily balanced by
other members, for all members are in
the same situation. Not only are they all
customers, but they at~'dncd their board
seam at the behest of other customers
and, consequently, can legitimately see
themselves as representing other cus-
tomers. Trade or professional a~ocia-
can Hospital Association is owned
and exists for the success~ of its membe
organizations.
The overlap of customers and owner
common but ~nconsequential in
community service organizations, is tom
and even integral to the purpose of sucl
self. serving organizations. Are we to
elude in such cases that the owner-cu~
tomer distinction has disintegrated? No
at all. as we shall see in our next secdo~
MAINTAINING THE
DISTINCTION
Even in the organization which exisl
solely to serve its own ownership, gove~
nance will be more effective by obsen
ing the owner-customer distinction
rig~r~sl~ a~ i/o~wrs and custo.~s
not the same people. This is particularl
cogent for individual board members
they seek to play their respective role
with integrity. A brief sketch of th
hoard's role as governing body is nece:
sary before outlining the apprnpriat
board member mentality in this cha
longing s~tuation.
The board governs as a single
not as a coHecuon of individuals. A
though individual board members has
no authority over the organization, th
board as a whole has total authorit,.
The board does not exist to help th
staff but to own the business, even if i
For most nonprofits, it is far healthier
to see funders as bulk customers
dons, interest groups, and organization-
al federations are examples.
Unlike social-service and health agen-
cies, such organizations tatst Fnmanly to
ssr~ ~ ota~nenhips. Their basic organh
zational design is--with no denigration
intended--self-serving. Thus. the board
of the Embroiderers Gudd of America is
trust. The staff works for the board, m
vtce versa. though the volunteer menu
ity often obscures the compelling a
countability this employment implies.
d~e board chooses to use a chief exec~
five officer (CEO) to span governant
and operations, then the board expre~
es ~ts requirements only to the GEO, n~
· 12 / No~r, artr Womo, vor. 10, t~o. 4
to individual stair members. The buard
shouid eraMate its CI':O tuffy agaiu~t cri.
te~a which have ~un set I~)rth by the
~ard ~ a wi~ole ;n the {~iLL~t.
uative relationship is never to
cious one.
~ile the~ chamcter~tica are gener.
~ly accepted ~ ingredienu of good
titms q}t. rille;tlly It) maxilnize cuslUllser
b)llg-t;till.{t* i'd)tilt)i-;tie weil-l)rinl4.
The board does not exist to help the
staff but to own the business.
erAartec, they are ~eldom true in reality.
In fact, the typical strategies of gover.
ns. nee a.s we currently know it conspire
aRmrot these ideals. But for this direus.
sion, we need merely observe that the
qualities of trusteeship, board holism.
board hegemony, board. CEO linkage
integrity. and board discipline are criti-
cal for effective governance.
Unlike the ownership role, the cus-
delegation patterns, owners' wishes, er
Individuals who serve on boards of
owner-serving organizations partake of
both worlds. They find themselves
thinking as owners and as customers
intermittently, often simultaneously,
and always confusedly. As a customer,
one expects to benefit from the organi-
zation's service or product AS an owner-
inR mir dill~'rrnres:
Individual versus group authority,
ey), it is expresaed ;~ ,m individual: I
~t ~is or that. Oo the other hm~d, an
owner can give direction only when
s~aking ~th other board mem~n ~ a
group. ~e ~ard hz~ authority only ~
a ~y, not ~ a collection of indi~d~
voice. ~e 1~ only ~ct ~ ~e
o~i~tion M a ~
Sp~g for self v~ ~g for
other. As a customer. you speak for
you.lL You may ~en speak for a num-
ber of customers similarly s~tuated in
are not ob~ga~d to speak for others ~
relive. Speaking for othe~ m~t ~ done
~th fidelity. Thus. ~ an owner repre-
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the needs and desires of others. You are
obligated to know what nwnet* w-am.
Judging st~f spedflcally vmua Judg-
bag ~taff uni~er,,~lly. AS a customer. your
pleaaure with the organization comes
from staff who 'represent' the organiza-
tion to you, the personal contacts
owner repre~ittative, respariding onl
the mortwrit is likely m jerk lite
myopic way. Your bourd
rather than zatiffaction of immediate
nee~
Boards need "enthusiasm for dissent
without being held hostage by dissenters."
through whom your needs are satisfied
or ~. ha a board member, you
judge the chief executive (the account-
able embodiment of the whole organi-
sadon), not individual sta~ member~.
gpeOdng to anyone vetare speal~n~
only to the CI/O. As a customer, you can
and doubtlessly will speak to anyone
whose eat you can command or who
can ~ati.ff7 your need. ha a board mere.
bet, though you can converse with any-
one, your only authoritative path is to
the CEO.-and then only if it is not you
but the board doing the speaking.
~g the moment's aced versus
plsying by the rtde~ As a customer, you
can act out of your current needs. As an
Freedom to confront single-event
issues versus obligation to "abstrmct
up." Issues between customer and orga-
nization ordinarily present themselves
as specific events while conducting busi-
ness. But issues between board and
organization require "abstracdng up' to
a higher, broader, or more inclusive
level. As a customer, for example, you
might complain that parking places are
Ion narrow or that the shower in your
holel room does not work. As a board
member, you can more effectively com-
municate your concern in terms of cus-
tomer comfort or impeccability of guest
rooms.
Potenttad sdversary of the organiza. .
OK, YOUR BUSINESS
IS NONPROFIT,
BUT WHAT ABOUT YOUR TIME?
Tha's ~am w~ come in. We off~t the ~ pfi~g ~ ~r ~
~ on ~e &~ ~d ~it ~ you ~c ~ ~o a.m4 to?~ .
o~don's ne~ ~out d~g ~ mduplc v~do~ ~d
~mpu~ ~p~ ~ ~d pt~t~ B~ at ~w~ wc do It ~,
to ~ ~ ~t~b&~ s~ ~d &c ~c you l~ ~g ~
p~ da~ ~ ~ put to mog pmRt~le u~.
~wm ~fing. Wc'~ ~ it ~, ~ you ~n't bye to.
don ver~ua ~.~tor of the
The o~uti~uhm II wh~lc~r the Imnnl
(kmscqucntly, a buard which RoverIls
cunnut have an advcmfi~ ~la~onship
with its organization in the sense
standing ouuide and ~udging, ~ if the
~d hM no~ing to do ~ ~e sit~
finn. ~e ~d i$ leader of the team
m~er ~ ~eo~ obse~er. It h~
the authority to change whatever
unacceptable.
Customer, on ~e other hand, can
~elefore, ~ a ~tomer, you might
in ~ advet~ relationship ~ the
o~ni~fion, though M a board mem-
ber you cannot be. A board member
may well ~ at od~ ~ o~er mem~
about what should cha~cterige the
o~i~fion, but ~nce ~e o~i~fion
m~t ~ what ~e ~aM ~ a body
es, dissident members only have an
i~ue ~ ~eir coileases.
Little required dlaetpline versus
exte~lvo ~pliRe, Cuatome~ do not
need the di~ipline required of o~er
repre~nmfives to bMance ~1 the iMues
~d ~ ~t ~$~nsibly. ~er repr~
mtiv~, on the other h~d, m~t ~
lant discipline lest wholeness in the
~d pr~e~ disinsite.
N~ vm ~ ~le. Cl~ly
more insearly related to our daily life,
than playing owner representative.
~ independent agent, you m~e ec~
nomic ~mc~on$ in your ~t inter~
~ a ~d mem~r, you ~e ~ ungver-
able pa~ of a group t~n~ction ~ the
chief executive. ~ acting only thrOUgh
of devotion and ~ough~
SYSTEMATIC SUPPORT IN
THE STRUGGLE
For board member~ of owner-serving
organizations, the conflict of roles pre-
sents perpetual difiqculty. The solution
is threefold:
1. Adopt an Adequate Governance
Philosophy.
Any approach to governance which
does not respect Ihe owner-customer
distinction will stain/mAc to the role con-
fusion, rather than resolve it. Further,
any model which faih to provide a prac.
tical design for the governance role will
offer insufficient rules of discipline,
thereby allowing proper governance to
erode.
a/l forms of conventional governance
wisdom fail in these ways. Accepted
practice, including the bulk of available
literature, is overdue for fundamental
· 14 / NONPROfit WORI-O, VOL. 10, NO. 4
conceptual change. My rondel for
boardd is lotcoded (antotl~ ollt0r
improvemcn~ in Xt~vernnnce) to enable
boards m dam moru effectively with
Trustees assume a challenging task,
which calls for rigor and commitment.
'Hard" devices, such as budge~ plans,
committees, and rapore, are nece~a~/.
But the 'soft" mechanism of mutual
support i~ also crucial.
tltmlhy gltverllance. Bmu'd~-~empll.
Iled hy schunl Imnrtla illill Oily
Ih~art[~ ;ire inll U,~llaHy well imsitimwd
buhavior. A federation board's telling
the membership m shape up might
meet with the same ~avor a~ R ~choo]
board admonishing the public, But
there is a leadership opportunity for
boards to teach, persuade, and
ex~p]es of di~iplined o~er ~ha~or.
Any approach to governance which
does not draw the owner-customer
distinction clearly will con~bute
to role confusion°
A N~ I)su~/1~ I~dmA~p m ,Vm,~l nnd
Ohli~ui,u ,f I~blic .~cmr I~anl~'
o/ Mnsml I lmlth Admmumuia,. 1~81. &
eMiddlemn. Mel~. *Nmqmfih ~ nf
Function,' in Walter W. Powell (ed.), ?~
*Muehrcke. Jill. ed.. B~rd &a~hip ~
through The Society For Nonpro~t
O~i~dons' ~urce ~mer. ~l 4
~d. Suim 1, Ma~n. ~onsin 53719.
Mutual support means helping each
other stay true to a carefully designed
dimplane for board operation. It means
recogniain$ that commitment to good
process often fades in the face of con-
flict: therefore, d~r/gntd discipline is nec-
Such leadership is akin to teaching your
bo~ to be a better bo~. It works best
when the subordinate (in this case, the
board) has the integrity to advocate
improved procaM. rather than manipu-
lating toward a particular outcome.
As a customer, you might be in an
adversarial relationship with the
organization, but as a board
member you carmot be.
e~ary. It means not allowing politenc,~
and tolerance for straying to become
counterrenu of real support.
We must encourage di~ent without
being held hostage by dissenters. We
must support each other in order to
pursue excellence, not to excuse inac-
tion.
$. Develop Rerponstble Ownership.
Owners (such as a membership) can
make their boards /ess effective, a phe-
nomenon ankingly visible in large fed-
crateOhS and in political jurisdictions.
ParenLs a.~ad school boards for trivial
matters rather than lobbying for better
student outcomes. Citizens urge Con.
gress for favors rather than for more
responsible government srstems.
In each case, board members (or
elected officmls) can become advocates
for specific customers, thus defaulting
on their commitment to represent all
ownera. P~ long a~ ownera (~t~.z~ in the
caae of political jurisdictions) reward
such demagoguery, we will never have
conferences m~ght schedule workshops
board hnkage and on governance itself.
Political boards and councils can rear-
range board meedngs to involve citizens
in strategic leadership. They need not
teach by example that board meedngs
are for adminisu'adve detail and organi.
zational housekeeping. I
'See. for example. Carver's
Ma~ a l~ffn~c~: ~ N~ D~ /~ I~p
,Von~fit and fi~c
~ften tach f~e~dons a~ ~t to amin
broader goals Ihan can IheJf constituent
mem~ acing M indJ~du~ o~nJ~on~
'~ucce~* is COltll~ted here (o include the
atMinmg of memos' more exp~$~e id~
~er. John, 0p, ~L
Referchin
aBateman. Claire. "The Case of the
Capz~ve Board: How to Ragran Control,'
Nc~n[~mfii WorLd, May-June ICJgl.
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Ju~y/Aucusr 199'2 / 15
Economic
Development
And Inter-Board Leadership
John Carver
Communities, like nations, survive
and thrive based largely on how
much wealth they create. The
community with no productive agricul-
:ural, manufacturing or service base does
not prosper.
Communities have invested in eco-
nomic development for a long tim.e.
.uore accurately, they have invested
industrial development. Industrial de-
velopment is basically the recruiting of
smokestacks (or their less sooty equiva.
lents) as community immigrants.. At
various levels of technical sophist~ca.
,'ion and with various quantities of
gre~iveness, communities have pains-
:akingly catalogued descriptivedataand
marketed themselves to potential indus-
:rial citizens. Economic developers, as a
discipline, have specialized in putting
:he data together, in getting the message
out, and in selling the community as a
~lace to produce and to live. Some have
excelled at helping a community puton
~ best face for recruits.
it did not escape the attention of the
more perceptive economic developers
:hat the 'product~ available to sell was
ctten lacking. But it lay outside develop-
ers' Charge to make communities worth
~elling; it only mattered to sell them.
This lack of coordination between prod.
~ct quality and product salest could
ead to a problem even when the devel.
o~rs were successful: a new industry
'~i§ht satisfy developers' goals by bring.
~;] ,n jobs, but at the expense of other
20mmun ib, values. The developer happy
:o have succeeded in recruiting an oth.
~.~ise welcome, but odoriferous plant,
';nds the community at large not so
[~eeful.
Successful industrial development
~Olds the ~ower to massively chan~e
~'~ nature of a community. There is
reason to be frightened about both suc.
tess and failure in recruiting new era.
I~oyers. Will the community be ableto
attract anyone? If it can, will the benefits
be outweighed by unattractive "fit"['
Responsible economic development
boards give this balancing act conscieno
tious thought as best they can. The
obvious solution, of course, wou Id be to
determine ahead of time what benefits
and costs would be acceptable to the
community. But in most communities a
forum for weighing, deliberating and
resolving such broad value questions ~s
woefully lacking.
Were such a mechanism available, it
would span a great many matters rele~
vent to the community other than eco-
nomic development. Such dynamic
explication of citizen values would be
instructive to bodies faced with making
community decisions: school board, city
council, chamber of commerce and
United Way board, not to mention a
host of others including, of course, the
economic development board.
In the United States, we jealously
guard the autonomy of single purpose
jurisdictions like publlc education, city
government, and health service. The
benefit in doing so is partially offset by a
resulting disjointedness. Further, our
exploding pluralism has become a sort
of "hyper.pluralism'2 wherein the or-
ganizational embodiment of diverse
interests as well as diverse topical juriS-
diction produces growing fragmenta.
tion in the public decision system. Even
so, without structurally binding the vari.
ous divisions of public labor together
under one umbrella authority, much
could be donevoluntarily ifthesegroups
were to coordinate their goals. But the
stark truth is that it is rare to find that
public and quasi.public nonprofit boards
even communicate with each other.
Decisicns about the nature and de-
~eeof economic development could
made more confidently if we could
point to a dear expression of commu-
nity will. Such an expression is almos~
~4 Eccea2~c DEva. c~n~m' REVEw il 8u~Ee, 1990
Impossible to find, but In large pa~ It
already exists in the collective minds of
community boards, councils and corn.
missions. Each board would benefit if
we had a way to tap this presently inac.
cesslble store of wisdom. But of patticu.
lar importance to this palmr, the eco-
nomic development organization would
benefit in a very special way.- the prod.
uct to be sold would be immeasurably
more marketable.
We need only move a short step,
then, from economic development
viewed restrictively as community mar-
keting toward economic development
which affects the product tO be mar.
ket~d. This broader economic develop.
meet begins with building better com-
munities to market. With a better prod.
uct to sell comes greater success in
selling..lust as important, however, with
a better product comes greater capabil.
ity to pick and choose among potential
teceoits, enabling developers to reso.
lutely pass over those industries which
are not compatible with the community
will.
It is fortunate that the roots of ecoo
nomic development are to be found in
how a community can make itself mor~
salable to outsiders, for that circum
stance happily corresponds with greater
satisfaction of the existing population as
well. If we become more attractive to
others, we will likely have become more
attractive to ourselves. Perhaps out
rhetorical commitment to build better
communities needs the extra motivao
tion provided by the pocketbook issues
of economic development.
HOw Can a COmmunity go about
creating itself in the image it would
want? Clearly this topic is concerned
with leadership. The personal and insth '
tuticmal leaders of the community must
be involved. Further, the leadership
quality in people must be stimulated
and, perhaps even more critical, af-
forded methods of productive expres.
sion,
THE SOCIAL VESSELS
OF LEADEgSHIP
· 'The most basic step in the economic
development process is to strengthen
the leadership base'4. Economic we[l.
bein~ of any jurisdiction flows from a
number of factors, to be sure, but no one
denies that the human factor--percep.
tiveness, creativity, cooperativehess,
intelligence and hard work~ is a para.
mount ingredient. People make the dif-
ference.
There are persons with ability to
project a vision and the ability to corn.
pel others toward that dream; we call
them leaders. These precious character.
istics are in all of uS to one degree or
another; we call that quality leadership.
While individuals are the ultimate seat
of leadership, to be sure, they express
that leadership largely in groups. More-
over, such groups play a strong role in
nurturing and developing leadership to
begin with. The groups to which I refer,
of course, are those empowered to wield
authority: our boards, councils and
commissions. Today's leaders have a
lifelong relationship with boards of all
sorts.
With the j0hilosophical shift of re.
sponsibility from federal to state and
local levels, the burden on local decl.
s on making ~s increased. In many ways
this burden falls on ocal bOards and
commissions, both political and non.
political. To the extent citizen leaders
can transform the archaic board process
we have into the dynamic, visionary.
yet-practical process which can be, our
communities will function far more ef-
fectively.
It falls, then, to community leaders
not just to make decisions, but to ad.
dress the 'metadecisions" of how corn.
munity decisions will be made. For the
mos~ part, that translates to an overhaul
of how we now go about the govem.
ance process in elected and in appointed
governing bodies. The emphasis of
change must strike squarely upon two
a~pects of local governance:
The integrity of governance with re.
spect to a given organization: We must
resolve the perennial flaws that govern,
in§ boards are heir to. Boards are ordi-
narily engaged either in rubber stamp
impotence or in small-minded involve.
merit with administrative trivia. It is a
rare public board that truly provides
well-considered, value-based strategic
leadership. Tradition.honored board
practices reduce competent individuals
to incompetent groups. Our boards rep,.
resent a whip-and.buggy method in a jet
age; that simply will not be good enough
to create the future;
· the integrity o£governance with re.
.spect to other governing bodies: 8oards
m communities do not talk with each
orbed when is the last time your school
board and city council met joint¥ or
your chamber of commerce and hospi-
tal board? or your economic develop.
merit board and any of these? Our
American way of single issue jurisdic.
tions provides much autonomy and
opportunity for participation, but pres.
ents a challenge of coordination we
have yet to overcome. 8oards work for
the same boss (the community at large),
yet do not communicate; vice presi.
dents in a company would be fired for
such behavior.
A NEW VISION OF
INTeR.BOARD GOVERNANCE
Integrity of the governance process in
individual organizations is a necessary
but not sufficient condition for inter-
board integrity. Under current condi-
ticms, if boards in a community were to
meet jointly, they would have difficulty
knowing what to talk abcut!'~ This would
occur for at least three reasons, each of
which has diagnostic value. First, an
individual board ordinarily would have
invested so much energy in understand.
ing, keeping up with, and relating to its
specific organization that it would not
have a background of relating these
need areas to other areas of need. FOr
example, mental health boards and Pri.
vate Industry Councils rarely confront
the relative value of providing jobs vet.
sus facilitating emotional health. Sec.
ond, each board would be hard pressed
to attend to inter-board affairs because
governing its one organization exhausts
its time and energy. Third, each individ.
ual board charecterlstlcally takes on
language and levels of detail which
staffbringsto board meetings. A boa~
language and relationship to the cc
munity deteriorates as it adopts s
jarg?n and focuses on ils own boa
staff relationship.
What is needed, then, is an appro~
to governance which, at the same tir
(1) enables a board to govern an orga
zation effectively without absorbing
its available energy and (2) engages 1
board in an interaction with the co
un~ty'sseveral governing bodies. S~
a model exists, though it is still of far
recent an Origin to be widely practio
My book, 8OARDS THA T MAKE A D
FERENCE~, presents this striking dep
ture from conventional board wisdo
Other publications have described it
briefer fo~n or for specific audience
This shift of governance paradigm
forms the capacity for strategic lead~
ship in individual boards.
But for community well.being--i
cludin~ economic well.being--it is
total enect of community decisions t~'
makes the difference; leadership in
aggregate iswhat counts. And we clea~
have not developed ways to addre
leadership in the aggregate. I propo
we do that through the array of gover
ing bodies already in place. Despite
fact that community boards do not fun
tion so well now, they Can becon
capable of creating the communities
want to live in as well as the ones
want to sell to prospective corpora
citizens.7
The characteristics of excellence
intra-organizational governance and i
neglected interorganizational counte
pard are:
Governing the Specific Agency...
· Values-Focused. The board's atter
tion will beon the values of these thinE
rather than the specifics of im,olement~
tion. Boards now give most of their tim
to particulars and details;
e Long. Termness, The board's greate:
concern will be about long term effect
on specific areas of need. 8oards cha~
acteristically get caught up in the nea
term and even in rehashing last mond~
· Ends-Orientation. The board will pu
most of its time on ends (as opposed t{
means). What good are we to do, fo
which peoplEneeds, at what cost?
is our community to be different be
cause we do business~ Currently board~
Eooe~3~c De~e.c~T PZwEw ~ Sua~a, 1990
are far more Involved with staff means
than ends. Services~ programs and cur-
ricula are all rn~. aris, the changes wh ch
these activities rotend for s10eci~ic groups
are the ends;
· Power/ul Delegation. The board will
delegate in a safe but powerful manner,
giving sufficient latitude for executive
prerogative. 8oards which give out au.
thority Sparingly suboptimize executive
performance. Nonprofit and pu.b. lic
.b~. rds arevery poordelegators, tending
e~ther to meddle or to abdicate by rub.
her stamping;
· Precise Monitoring; The board will
rigorously monitor executive perform.
ance in a way which neither dabbles in
executive decision making nor draws
the board away from its long term, crea.
rive task. The board must be aisle to relax
responsibly about the present so it can
get on with the future. Most of what
currently passes for monitoringconSiSts
of wandering through data with no pre-
established criteria, witness any budget
approval ~' financial report discussion.
Boards wallow in data more than moni.
tot with it.
Coveming Extra-Organizational Rela.
tionships...
· External Awareness. The board will
have a s~udied awareness of other
community undertakings. This know.
edge would be as necessary as is infor.
matio. n about one's o,.wn agency. Do not
mistake the profund.ty of the change
intended here: Boards would identi~,
with, communicate with, and engage
their creativity with groups and organs
of the community more than with their
staffs and staff's operational issuesT.
Board meetings and board concern
would not be so entrappeal in internal
affairs as is now the case;
· CoordinatedMissions. The board will
conceive of and update its mission with
the missions of all other relevant groups
in mind. In fact, all boards would have
worked together to generate a set of
missions which, taken together, are be~
for the community at large. This can be
done without requiring boards to sacfl.
fice their diversity of viewpoints in favor
of some "vanilla" common denomina.
tot;
· Opennes~ 8oards should be more
related to their "stockholders~ than to
their staffs. In consequence, they would
be le~ guarded about their business.
When boards relate themselves first to
their trusteeship and only second to the
specific organization, turf battles be.
t~e~n boards areminimized. Openness
to the communitygoes far beyond corn.
pliance with open meetings laws, to.
ward an affirmative action in public
s~irit;
Language of Public Values. The board
will approach its tas~ with a language
that renects its role in expressing public
values, not the traditional role of part.
time 'superstaff.'
BUILDING THE NETWORK
It is important that the network of
boards be just that, a network of boards,
not of staffs. Communication among
executiveand program personnel across
a wide variety of organizations has its
own value and should certainly be
encouraged. But when governance
comes into its own, that is when we
have grown to a more complete under.
standing of governance, it becomes
obvious that boards have the opportu.
nity for a type of conversation among
themselves which transcends the limita-
tions under which staffs labor. 8oards
can acquire the sense of being part of
something larger than themselves,
broader in scope than the mission of
their own organizations. This shared
experience of civictrusteeshipTM creates
a powerful camaraderie among leaders
of otherwise isolated functions.
Remember that this governance net-
work is not merely for organizations
with similar pursuim(e,g., health depart.
ment and hospital), but of dissimilar
endeavors fe.g., education, health, parks,
family service) as well. The salient
commonality is not their products, but
their communitytrusteeship. The boards
need not agree with each other in order
to make this assembly work, for they do,
after all, represent a (~iverse community.
But they can develop a respect for each
other and a fuller awareness of what is
being pursued in the publids name.
Interlocking directorates, the prac.
rice of having a single board member sit
on two or more boards, is too desultory
or, at best, incomplete to accomplish
the intent here. The interaction among
boards must be of a more official ana
formal nature. While board chairper.
.sons meeting together may be the steer°
mg group, at some point even that does
not suffice. Whole boards meeting to~
gether is required to glean from this
26 E~ ~ZVE~Oe~EN'r P,k'VEW [] S~;a, 1990
~ocess all it has to offer, though all
ards meeting at once might be infre.
quent. The face.to. face, recurrent
ture of the process can impart a realness
to balance the reality of each board's
narrower board-staffrelation~ip. Boards
as wholes must feel connected to the
larger picture as much as they now feel
connected to the smaller.
What can boards do together? A world
of possibilities exists, largely revolv!ng
around what the boards--as purchasing
.agents of the public-am, in fact, seek°
mgto purchase. What benefits forwhich
public needs are being sought by each.
Is there overlap? Are outputs which inio
tially were the charge of one board
evolving as more sensibly the charge of
another? Are mergers in order~ Where
are the conflicts in what each is seeking
to accomplish? Can modification of
intentions by one group potentiate the
total, so that the larger picture is betlet
sensed? Where are institutional inertia
and turf possessiveness impairing the
publics greatergood? what data can be
shared about current performance,
needs, proje~ions about the futuret ~re
there better methods for governance
itself which can be shared among the
~oOV.ernors? What is the a~regate vision
rme community when all the individ.
ual visions are added together? When
they add together, does that process
itself change the whole or expose altera.
tions which should occur in the ports~
Note that none of these rich areas for
exploration concern the "how to" issues
more appropriately left to staff. They
address either the ends issues integral to
the boards' essential trusteeship (what
kind. of community are we preducing?)
or the mechanism by which boards-,
not staffs--do their important jobs.
Clearly, this is a monumemal project.
A better word ~S 'process,' because this
kind of civic network is not an event one
conducts and passes beyond. It is a
continuing process which requires
constant s~r~ggle against the im~li.
ments of time, tuff, I~adition, boards'
offtimes passive roles, and political jeal-
ousies. Beware, for example, local gov.
emment officials' fears that this new
undertaking is an attempt to usurp their
authority.
It iS helpful to have a sponsor to carry
the ball in the early stagesn. Perhaps the
Chamber of Commerce, city govern.
ment, United Way or oth~ established
focal point can play this role. It is impor-
rant, however, that others bear the bur.
den as quickly as possible, for in this
case responsibility not shared becomes
responsibility shirked. This cannot re.
main the Chambers project or United
way's project; by its very nature, it must
be more widely owned. Moreover, the
sponsoring agency must .avoid all temp-
tation to use the emerging process. to
push i~ own specific agenda, including
economic development. That subver-
sion will kill the idea aborning. But all
participants have the same c]qallenge
not tO use this nascent forum to get their
ordinance passed or their millage rate
approved. Beware single issue forces,
the more so since people highly in.
vested in a specific issue are already
fired up with enthusiasm. This proc,e. ss
needs enthusiasm, but not of that sort, it
demands an enthusiasm for what corn.
muni~/ leadership can be.
Because the history of boards, coun.
cils and commissions has not naturally
led to such 'horizontal" forums, the
leadership cooperation pictured here is
not a familiar one. Yet a greater under.
standing about governance on the part
of board members--aided by an ad-
vance in the technology of~overnance--.
impels us toward suc'~' a scenario. Until
new governance ideals become the
norm, this rewarding, empowering proc-
ess will be a di~cult one requiring much
commitment and nurturing. But if it is to
come, it will of necessity come to some
communities before others. They will
lead the way.
One such community is Oconee
County, C, eorgia. Excited by the possi-
bilities introduced by Randy Clements
of Ceorgia Power Company and Dr.
Allen B. Moore of the University of
Ceorgia'~, community leaders rallied
around the idea of a 'board of govern.
ance' composed of public and non.
profit board members and elected offi-
cials. A broad cross-section of Oconee
County organizations was invited to
assemble. Barbara C. venable, then
executivedirector of the Oconee County
Chamber of Commerce, made calls,
mailed notices, held hands and other-
wise provided the personal glue to hold
the emerging process together--all with
her board's support. G. A. NaSworthyof
the local Georgia Power Company of-
fice facilitated the meetings. Those in.
volved were boards concerned with
industrial development, parks, youth and
family services, library, aging, coopera.
tire extension, schools, county and city
government and many more.
The enthusiasm was immediate and
contagious. The process stayed in the
hands of board members and, though
gains are intended to be long term ones,
resulted in unexpected immediate ira.
.orovements. Competing simultaneous
tax levies were avoided. Shared park
facilities between schools and parks
department came to pass. Monthly
meetings rotated among the different
sponsoring organizations. The group
abandoned its possibly confusing title
(Board of Covemanee) and became
known as the Oconee Community
Council. The Council has had to resist
deteriorating into a staff activity and the
urge to "do things" itself, thereby be.
coming just another organization, a fate
which would destroy its long term utility
as a communicative device among those
responsible that things get done. This
encouraging Watkinsville, Georgia eL
fort is now in its third year.
Such a group has a number of effects,
quite aside from any economic devel-
opment uses. It is important that eco-
nomicdevelopment uses beside efteel. s,
or the goose capable of laying the eCO-
nomic development eggs wi|l be lost.
Boards are inspired to feel and act as
part of something far broader than their
immediate agency goals. Those who are
already leaders across the community's
many pursuits come together to com.
municate, share values and perceptions
of public needs. Boards can regain a
sense of their own pre-emlnent role vis-
a-vis management, one which empow.
ers both. But the public is the real win.
her in that those acting in iL~ name now
have finally responded to their obliga-
tion to work together.
SUMMARY
The P 'E: 3& ra rla i ode of
with these ~ i~t Z~qtq~. ff is generic
enough:~O~s ~. va~e.~ of
commom~-o~anizaOons, ~
ca[ and non.~liti~l, ~ large and
~al[. It offe~ ~ards a n~ concep~al
framework within which accoumabil.
i~, pedormance, public 'proH~ ~d
~ mana~ment make ~. ~ards
~n ~uly ~ in ~n~ol wi~o~ m~dl
and can provide strat~ic leademhip
ra~er ~an reamive apFovals of ~aff
initiatives. Further, they ~n do ~ ~n a
way that frees staff creativity and re.
spects a bounded arena in which star'
action need not...b~ subjected to a boarc
trying to outstalt i~ staff.
Economic development has beer
trapped in the same isolated policymak
ing that has impeded and narrowec
other boards. If economic developmet,-
seeks to assure community econom ¢
well-bein8, then it is everybody's busi.
ness. ,~mdif the services, nature anc
profile of community (all in the hands o:
people other than the economic devel.
opment board) are integral ~o "selllng~
prospective employers, then we mus:
find a way to pull all these factors to-
gether. Boards must learn to ioin in
generatingan inter-board context withit
which their respective work is inspired
broadened and imparted greater fidel it,,
by having created a more sensible who l~
Better governance and a sense of ge-
neric civic trusteeship are requisite tc
that exciting prospect.
NOTES
'1 arn s~peakin8 ot a co~'dina~k~ beyond direr.
business be~e'iu. o~ten granted by dectad
oal$. Developers have typically Ixou~h! alx~,:
tax ~[es cha~, avadabdie/ of public Ix~c
revenues and od~e~ direr1 pe~qui~ile~. These
aa:J~ievernes'~j~, however, ~e diq~nsations
~ovemme~a! un~L~ tather ttta,q d~e mulli-boarc
dialo~ue~ which concern Ibis
~Lowi, Theodore J. The End of I.~berali~m: Th~
Second ~'epubl~c of thw Un,ted $~a~e~. N~lon
New York. 1979.
~ Econotree Oeve/opment Pr~e:u, Geo~a
~01COu~'se, membe~ ot a commumly'$
COnverse a~x)ut O~e commun~ysoin~,.on as woul~
any in{ormed citizens. ~ [ha~ ~xt o~ ~a-
[ively undirec~ed intelcharge. howeyes,, in mo.u
[u! di.~our ~e relaled zo Ihe v~,iout o~a~izahona:
~Ca~e~, John 8oan~ That Make a Oiffea~ce:
NeW Oe~i~n fo~ Lead~'~h~p in Nof~ofo~t
Pubhc O~anizario~t. Sa~ Franci~:o: JoMey-gaM
Publishe~t, 1990.
aAmon~ my o~he~ pt~blic~bon$ ~e. ~'
~. No. 12. W~on: N~I
public ~ ~n 8~: ,~ ~ ~ae
b~ 8~,~ ~ ~ I~i~ U~, 1981.
In,ting ~ ~ni~ 8~.~ ~c~, lg89.
(1L 4.8. Fm cl~ ~un~l~ 'E~lng
Ec, o~cx~c Oe-v~.o~rr P, Ev~v al ,Suaa~R, 1990 27
~lm:A N~ ~
~8~, ~ldl~. 'Old N~
I~f; ~ ~ In ~ ~ ~ T~P ~ Wall
S~ ~l, F~ 1, 1985.
CAI~f~i ~ i iiq¢.
P.O. BOX I~1~/
ATLANTA, G~ORGIA ~
(404) 7?.8.9444 · FAX (404) ~28,~:X~0
THE
BOARD ROOM
The CEO & the Renegade Board Member
This new model for boazd governance will help keep that disruptive
board member in check.
By j'ohn Carver
Chief executives often experience
less difficulty with their boards
than with individual board mem-
bers. Despite a board's conscientious
attempt to be disciplined as a group,
individuals somerimes go their own way.
Inappropriate independence can be, at
worst, destructive to the management
system and, at best, an irritating drain
on expensive s~.ff time.
In th~s aruc[e, I will use the term ~
gade &~rd r~a~r tO refer to any board
member who inadvertently fails or
inteauonally refuses to observe the disci-
pline required for good governance,
with particular emphasis on the board~
CEO relationship. (There are certainly
ways in which 'renegade" might be used
to denote a healthy nonconformance,
but that will not be the meaning here).
DF_.BIF1NG DISCIPLINE FROM
GOVERNANCE THEORY
Any discussion of the renegade mem-
ber must begin with the behavior of the
board aa a whole. It is vital that a board
take the design of its own discipline seri.
ously. Leaving such a matter to chance
not only makes it harder to deal with
./ohn C.~mer, aua~er o/Boards that Make a
Difference: A New Design for Leader-
ship in Nonprofit and Public Organiza-
tions (SU refcrtnc.~), ~s p~ldent of Cmr~t
C,~ernanu Dmgn, Inc., a
e~ng~ s~ng m ~ ~ing
HOH~O~ WO~, VO~ 9, ~O.
~e ~cie~ For Nonprofi~
6314 Odana Road, $uue 1. Madison. WI
renegade members, it jeopardizes per-
forrnance of the entire body.
Elsewhere I have detailed a radical
redesign of the board job, a complete
paradigm shift rather than simple modi-
ficaLions to conventional wisdom about
boards and the-board~management
partnership. Governance has always
been handicapped by a lack of coherent
model building. I contend that the gen-
erally accepted ideal is iLself flawed, pre~
expected results, recipients, and accept-
able costs of those endeavors. They axe
not concerned with seervices, prois.ams.
curricula, activities, or practices of any
Mean:, such as those just listed,
employed by the staff to accomplish
ends, are only proseriled by the board.
That is, the board neither prescribes
means nor demands to approve them.'
It merely states which methods, prat-
This new model precludes governing
"by the seat of the pants."
disposing boards to discipline problems.
Thus, I have developed the /)oho gc~er-
nanor modal, a new governance theor/to
define the board job and the board~
CF.O relationship.'
The policy governance model offers
new guidance on what constitutes prop-
er board discipline. In this model, the
board values its diversity but speaks vnth
a single voice to the CEO. That m iuelf
is not a new appeal, but the form of the
speaking is. The board as a body gener.
ales policies which (I) prescribe organi-
zational end~ and (2l limit the range of
acceptable staff means. In what often
rices, or circumstances are offllml~.
The only reasons for the board to
consider any means out of order are rea~
sons of prudence and ethics. Thu~, the
board's policzes simply clarify the
boundaries of prudence and ethics
which most be observed. Any means the
board ha~ not prohtbited by its ~r. ecu~oe
limitstrom policies, then, are available
for the CEO to use,
Moreover, the board deals with both
ends and means issues by addressing the
largest (broadest) issues first, going on
to smaller (narrower) ones if the board
is unwilling to accept all reasonable
As long as the CEO is true to board
policies, it is a renegade action to find
fault with the CEO's choices.
turns out to be fewer than 15 pages, the
board communicates its ¢ntmt tmtru¢~om
to the C£O.
Ends policies address the organi-
zation's intended transaction with its
world: what benefits will accrue for
which people or which needs at what
cost. These policies concern only the
interpretations of the broader level
aJready enunciated. At some point, even
the most persalekety of hoards finds a
stopping place. Whether about ends or
means, the CEO can then make all nar-
rower decisions a~ long a.s she or he is
true to the board's broader $tatemenm
This kind of caref'ully desigrled gover-
14 / NONPROFIT WORLD, VOL. 9, NO. S
nonce regimen differs vastly from tradi-
tional policymaking wherein policy
either mimics administrative policy
and identifiable code of discipline, one
tha, goes beyond c(mvemlnnal expect~-
timis, is available For boards. As the
Boards as bodies are obligated to
protect their staffs from
themselves as individuals.
areas or is created like a disjointed quilt-
work whenever an issue arises.
Traditional board policy tends to be
executive-driven rather than truly gener-
ated out of board values. AS such, it is
ordinarily reactive to executive initiative
rather than pt. actively driven by the
board's exploration of its governance
obligation.
Further, traditional policymaking
tends to target more specific issues
rather than fundamen~l values. thereby
being les~ u~ful for long-term, broadly
generic application. In contrast. policy
governance is crafted so that the board
is genuinely the strategic leader dealing
not with trivia but with values and vision.
This new power in governance pre-
cludes governing 'by the seat of the
pants," for a disciplined conc~tua/fideli-
ty becomes critical to excel in the board
job.
More mechanical discipline automa-
tically follows. Because the board cher-
ishes it~ holism, it will carry out most
task~ as a whole. It avoids fragmenting
into committeework, wherein each com-
mittee explore~ and reacts to only part
of the organizational elephant.
Attendance at board meetings is
paramount, since the real work takes
place there, not in committees. Active
participation is important. because
board discipline is treated as event mem-
ber's obligation, not just the chair's.
Formal agenda items and non-agenda
informal discunion are disciplined, for
the board understands that, in a verbal
job, it matters greatly what one chooses
to talk about. The board can no longer
dominant organizational authority.
boards are obligated to be at least a$ dis-
ciplined as their staffs. Further, as an
inte~'al part of their discipline, boan~ a~
6ed~ an, o~liga~d to/noua tAsir scalp ~x.~,
tIu, msth;ts ns indi~idasls~
THE .STRUCTURAL
RENEGADE
Before u'ue renegades can be distin.
gutsbed from the background of com-
money accepted governam:e practice, we
must consider the strutrural renegade.
When compared with optimum board
discipline. entire boards can be viewed
as stmcturally renegade. Individual dis.
cipline is an indistinct concept in an
undisciplined system, just as 'special
Fur the CF.O hy dellnhhu! vmrlu fi)r the
whole board, If the chair h~a the
to illlC~t to the C:~X) whal the Ix~nl
~IUIn, a slnttlat dlhltiCm of the C~O
In other words. i~ is nol nni~
undisciplined bonrd member who ean
be the renegade. Well-intentioned
~d ch~ ~n the~lv~ desffoy
board's obligation to spe~k with one
voice m i~ CEO, often due to a well.
intentioned motifdon either to exer-
ci~ quai~EO aothoHty or to ~ more
responsible thau dle ~)ard. In ti~e latler
~. a chair le~ d:e ~mx] off dw h~k
by making judgments and imerprela.
tiuns u~n which the Imurd ]~ deftocli-
ed.
~e tr~urer is often ~i~ed fi role
which conflic~ with the one-voice p~
ciple. h is common for byla~ m v~t Ihe
responsibili~ for fl~a] 'cleanline~" in
the o~ce of tre~uree. The list of ~nan*
cial matters for which the tre~urer
cha~ed is in~ably the ~y for which
any chief executive must be held
accoun~le.' If the ffe~urer and
take such a tr~urar role ~o~]y, the
CEO is disem~wered by the role con.
flier. If. ~ is more commonly Ihe c~se,
the treasurer role is not taken ~rimtsiy.
a charade is likely to be played out,
wherein the ~e~urer first meets with
· e CEO or financial o~cer and then
The board must understand that, in a
verbal job, it matters greatly what one
chooses to talk about°
causes' and "common causes' are con-
founded in systems out of control.'
Structural renegades are functions of
poor board job design.
To govern with excellence, a board
must set clear-cut board-to-CEO delega-
don principles. Following are three such
principles, which should be corner-
stones of ever,/board's design.
In this new model, the board values
its diversity but speaks with a single
voice to the GEO.
talk about any topic that might come
up,
The foregoing points are in no way a
full explication of the new governance.
They do illustrate, howe~er, that a dear
1. No board member has authority
over the CEO.
No member. That includes the board
chair. A CEO who is supervised by or
r~potts to the chair is not a true GEO.
regurgitates financial data in the board
meeting. As different treasurers come
and go. the CEO must learn to play just
enough of the game to partake in the
ruse while going ahead with responsible
management despite the board's lax-
ness.
The u'ea~urer error is a special ease
of a broader flaw in traditional gover-
nance: the board expert. A board will
recruit an accountant, a lawyer. an
investor, a program specialist, or other
expert. Each expert may be expected to
oversee the organization with respect to
her or his specialty. It is not uncommon.
for example, for a board to let its
accountant member (whether omc~ly
treasurer or not) take virtually all
responsibility for monitoring fiscal data.
Invariably, the board is thereby able to
avoid creating criteria for fiscal perfor-
mance, leaving such judgment to its
expert. The expert rarely se~ out the
criteria needed to judge whether thingn
are in order. An insurance broker mere*
NOV~aim/Dzco{aER 1~01 / 1§
bet or clinicJan member might perform
an equivalent role with respect to the
organization's choice of group insur.
anco or clinical program.
If the hoard has several experts to
~1. Board Integ~,ity precedes delege.
lion integrity.
pline according tu a .~ound rimdel. '~len
the tull ~u~ ~d iu cons~ituem mere-
Attendance at board meetings is
paramount, since the real work takes
place there, not in committees.
whom it abdicates judgment. the C£O is
in effect working for s~veral individual
board members within the specialty area
of each. When a board thus shirks
duty m speak with one voice, both board
and CEO roles are gravely damaged.
Boards can more properly use their
experu to inform board wisdom rather
than to n~b~t/tut~ for it.
Likewise, board commRteea and t,4ak
forces should not exercise authority
over C!:O and staff activity. The
who is forced by board fragmentation to
work for the personnel or finance com-
mittee is no better off than one who
must work for the chair or treasurer.
The CEO should be beholden only to
the full board.
g. CEO performance eats ouly be
judged against board criteria.
The ends and executive limitationl
policies will have clearly spelled out
what the board want~ and what it does
not want. Assessing C£O performance is
simply a matter of detennining whether
the board got what it wanted and did
not get what it did not want, nothing
Boards often have difficulty refraining
from adding further criteria when the
ume comes to carry out a CEO evalua.
tion. Thb practice is not only unfair and
capnoous, it let~ the board off the hook
to he scrupulous in ~lying what it want~
and what ~t does not want at the front
end. The need for discipline evaporates
bors must act consonant with that
design. Neither rigor nor precision of
delegation to a chief executive is posai.
hie unless the board's own process is in
both waD adequate.
When the design of governance is
more than offset by the p~edletablHty
that tho~e criteria are the sots standartb
for subsequentjudlpnent.
THE IDIOSYNCRATIC
RENEGADE
Elimination of the structnral reno.
Ifade through better guvornance design
still leave~ the reMdual. nnulltcial tone.
gade, the true rendado. Thb/diaryattar.
t¢ nm~,ad~ is the individual board mere.
her whose actions are not contained by
the board's bard-won discipline. Sucb
people may be few, but they are
unavoidable and a drain of energy
beyond their numbers. They fall to
grasp that board ~u, mbsn' rigStrut n~.
~.nt is ~ta otaer aoar~ ~, ~,~ ~itn
t~, C/:'O. in both direcnng and .judging
performance.
All too often individuals will asse~s the
Well-intentioned board chairs can
themselves destroy the board's
obligation to speak with one
voice to its CEO.
conceptually sound, structural sources
of renegade behavior will have been
eliminated. Officers, committees, and
experts will not be allowed to act incon.
sistent with the one.voice rule. The CEO
can be confident that the board omcial-
ly speaks with a single voice both to
instruct and to judge· Never does the
CEO serve the dictates of any source
smaller than the full board. Never does
the CEO stand inspection against any
criteria but those established in writing
by the full board. Board officers and
committees may actively help the board
in doing its job, but they never c0m-
mand the CEOor s~ffin anyway.
Traditional board policy tends to be
executive-driven rather than truly
generated out of board values.
There is challenge aa well as relief for
CEOs in such board discipline. The
CEO confronts a board more resolute in
demanding performance on criteria it
has struggled as a group to establith.
Rut the board's demanding demeaa0r is
along with the potential of the delega-
tion system m have as much rigor as it
otherwise might. In fact, in the worst
cases, the elements of C£0 evaluation
bear scant resemblance to any of the
board's policies at all.
C£0's performance using their own
idiosync .ratic criteria? Making such judg-
ments.--just as much as giving instrue.
tion~--qualifes a board member as a
renegade. A CEO in this pqsition has
reason to queddon jnst what weight the
board criteria carry.
Of course, it is understandable that
individuals will not ahrayl agree with cri-
leda set by the full board. That is their
fight. But respect m the integrity of del.
egation demands that their unhappiness
be expressed toward their board col-
leagues for setting what they believe to
be poor criteria, not toward the
who has a right to rely on board criteria
a~ the on/7 basis for judetaunt. A~ long as
the CEO is true to board policies, it is a
renegade action to find fault with the
CEO's choices.
Happdy, the very discipline which
saves a board from it~ propensity toward
structural renegadism can in this
instance come to the rescue of board
and CEO alike. The true renegade's
behavior standl out more clearly in a
disciplined s7~tem. Its inconsistency with
the careful practices of board holism
facilitates early recognition and easier
correction· Relatively handy resolution
of what would otherwise be a politically,
personally strained situation thu~ comes
about in the following two waD.
· 16 / NoN~aon'r Worn.o, vol g, No. 6
L
I. Com, taotu~ d~rel~d
When a CEO is completuly sstre that
the board is commjued to ira owls rules,
it hecnme~ ~q~e and approl)rlnle R~r
to ~]lt~ly i~nore rene~,ul~ ~ard rimre-
bets. Tile CEO can inform sta~ that,
while snch mereben are due courte~,
there is no need to act upon their
instructions nor Invcs[ siRnificant time
hcarin~ thglIl out. Even a renegade's
requests for ~nformation ne~d nol be
hon6red ff doing ~ woold consume a
material amount o{ resources.' Such
~idelin~ make it clear ~at ~e
~wer is exe~d only M a ~oup
sion ~d ~at ~e CEO ~ n~er ~hold-
en to in~d~ merest d~e~
~ ~ by p~
R~es of dl~ipline are best
~fore cond[Oo~ ~t ~em. Doing
~ ~ter a problem h~ develop~ ris~
~ndng ~e ~d's genuine taftrest
~tter di~ipltne ~ ove~ones of per-
~n~ at~ ~e m~t effec~ve soludon
to the renegade board member, as
argued previously, is in a preexisting
o~cial ~[adonship be~een ~e
and i~ CEO. That relationship
robs ~n~des of their abill~ to
s~ ope~tions. However, ig rene~de
~ha~or is ~nisffnL obno~o~,
~ly ~te~l of s~ dine, or differed
to~d exte~al p~es. ~e ~d
may h~ve m deal ~ ~e offender.
Boards will differ in ~e mech~isms
with which they choose to deal with
rene~. One ~11 charge io char
disciplinarian, another i~ executive
committee: still ano~er will confront
· e recalci~t member M a ~11 ~y.
Although such an encounter would
or~ina~ly be in p~te or in execu~ve
~ion. repeated ins~ces may well
for public censure, For the renegade
would be choosing to continue
late governance and management
It is impo~nt ~t ~ ~d be able
to refer co ~ ~u~o~Ove expec~6on
in ce~u~n~ one or i~ o~. I~
censure which is b~ed on ~he bo~rd's
~ter. the-f~c~ feelinRs ~bou~ ~he ren~
~de beha~or. The most au~ho~tive
scan~d is ~ha~ pre~s~ablished by the
~d i~lr. ~e full ~d's in~e~d~y
· us on ~e line for proof
PREPARING FOR THE
FUTURE
Under adequate board job design and
discipline. the renegade board member
is virtually a non-issue for the CEO.
Elimination of the structural renegade
phenomenon can prevent or, at lear,
substantially reduce the true renegade's
distupuveness. Because the board will
have buffered iu CRO from any but ~
sejmrlnloudrnl ~sr a Mhl'm'sl u'honl WIllIn
The most effective solution to the rene-
gade board member is in a pre-existing
official relationship between the board
and its CEO.
addressed not by action against the
offending member and certainly not by
combat between staff and board mem-
ber, but by refonmng the ba~c rtA, dion~hip
~t~'n d~ boa~ and iu ~0. If the
leto does not presently exist. the
board~CEO relationship is still best
addre~d in the ~me way in order
pr~ant Future problems,
' A full explanation of the model can be
found in C. arver's book, ~ants that ,~da~t
Di/frrsn¢#: A ,¥~,t~ Dtsi~n /or Leadtrship in
N~lare~ ~ 1:~6~C O~anuauon.t For a roiew
of this book., see the May~June
No.,O~o. fis World. Carver has also published
specdtc applications of this model for hmp~-
tats (*A Model for Strategic Leadershsp,*
Hot/ate/Tarsus, lg8g}. parks and recrcaoon
{*Governing Parks and Recreation: A New
Approach.' ?arks ~ Rtar~atmn, lg90). h~th
clinics ('Reinventing the Governing Board,*
.4¢cm. 1989). libraries ('Toward More
E~ectlve Library Boards,"/'~c~ on
/.d~an~ 1~81 ). and others.
means has .Artually the same effect as pre-
scriptton, Staff ts not empowered to pursue
blessings. That which is board-blessed
becomes the on/7 acceptable way unless the
board sees fis to accept a change. Thus,
board approval a3 a control device rreezes
into place all levels ole detail represented in
'See Deming. W.E., Out o/ Crisis.
Cambrtdge: Center for Advanced Engin-
eering Study. Mass. Insmute of Technolo~.
1986.
'Typical of lansuage desertbrag the
surer's job is this passage from a hosp~l's
bylaws: "The Treasurer shall keep strict and
and desbutted for and on behalf of Iname of
Treasurer shall have charge of all receipts
bank or banks approved by the board, and
disburse funds as ordered or authorized by
the board. The Treasurer shall keep rqula~
accounts of receipts and dtsbur~menu, rob.
reit records when requested. and give an
itemized statement at regular mee~ngs of the
board,"
' In a depressingly common example. the
i~uard ,it writing. Withutu lilts provhmu, iudl-
wdual board members can commandeer
nificant resources simply by demanding
demand whaseYer it ~he~
Refe~c~
Antbet, Earl. e~ el., TAt Nonpte~l
8ateman. Claire. ~e ~ of the ~p~ve
~oard: ~ow to Regain Control.'
W~ Ma~June 1~1.
~er, John, ~ ~ M~ ~ D,~r~
a N~ D~ f~ Lt~mh~p in Non~fil and
Fram. Eugene H.. Poh~ u~. Png~ Ehps:
~ltmg the Co,orate M~tt to Your .Vonpmft
Muchrcke..Jill. ed.. Board ~ad~htp
O'~nnell. Brian. 'l~t ~ M~ ~
~e~ pubiicauona are a~ilabie throuBh
The Socic~ For Nonprofit Organitat~ons'
ge~ucce Center. 6314 Odana Road. Suue 1.
Madsen. Wi~onsm 53719.
Com g Up
NONPROFIT WORLD
How t0 avoid
"leader burnout"
, Six pdnciples of succ~ul volun-
* Is your propcrt~-~ exempuon
* How to keep your found~r's dream
alive
~ ~e key to direct-real fund~in8:
~gmenmdon
~ ~urin8 ~d ~counmbdi~
* ~e 'ida" nonprofit exccuuve: how
do you mc~ute up~
, Looking an insulate ~ft.ho~ in
the mou~
* ~c you ~ing ad~e of~e
*Fostedng ci~c I~dmhip: ~e
generation a~ up
* How to m~ure ~ur o~i~don'~
cfficien~ A~
NovzMszx/Dm~, 19~1 /
Governing boards cost money too
JOHN CARVER
Boards ate often unaware that they are not
only "leadership centers" but cost centers as
well. The simple fact is that boards cost
money. This is true of all boards. of course,
but I will limit my focus here to governing
boards of nonprofit organizations (and, to
some extent. governmental organizations,
such as public schools).
In my work with thousands of such boards
over the past several years, I have noticed
four distinct levels at which board costs can
be considered. Virtually all boa~ds are aware
of the first level; vLrtually none se~m cogmi.
rant of the fourth. How boards spread out
between those extremes seems areflection of
their sophistication in the governance proc-
ess.
Taken in inverse ordsr of their importance
to the organization, the four levels of board
costs are:
1. Wasted time. The f'u's t levelconsists of
me unquantified (and often unquantifiable)
coat of assembling a group of busy people or
otherwise making demands on theix time.
Board members' time is not free, though
nonprofit agencies traditionally make no
payment for it. Consequently, board mem-
bers or their employers must bear these costs.
The spirit of community service often keeps
these costs from being discussed. Wasted
meeting time, starting late, me~tings that
accomplish tittle and meetings to deal with
avotda~ale emergencies all silendy remind
board members that there is a cost being
borne, Though the cost to the agency is near
tero, this is the cost board members experi.
ence most pointedly.
· Meeting expenses. Costs zssociated
with meetings include coffee, mailings,
photocopies, meeting rooma and conference
calls. Other costs may include plaques, board
notebooks and other tangible items. The costs
of level two are very visible and tend to be
similar in nature to the kinds of costs board
members deal with in their daily lives. Ex-
cept for the smallest of agencies, level two
ces~ Ln a relative ~nse.--ord~artly amount
to pocket change. Boards that deal re,gu.
larly, even consciemio~ly, in trivia get stuck
at this level o/board cost awareness even
though coals to the agency are :;mall.
3. Staff time. The magnitude of level
three costs are a substantial leap above level
two. They include the costs in staff time for
the maintenance of regular board operation
a~ well as for the board's special questions
and demands. Even board monitoring of
executive performance exacts a tell in staff
costs.
Boards can easily forget that requesting
information from staff costs money. T~ey
can overlook the need to be censeralive
about involving staff in preparing ropere,
staffing committees or providing informs.
tiehal programs for the board.
It is not that the board hasn't the right rode
such things---indeed, it has the obligation to
obtain information for monitoring and for
making decisions. But, pulling staff sway
from the core purpose of the organization is
a costly action that must be considered care.
fully. Unnecessary committee work, willy.
hilly monitoring and ropeR-gathering and
causing the executive to invest time in play-
mg politics with board members ~'e corn.
~on occurrences in traditional board opera.
lion.
Organizations rarely trace such expenses,
Further, since staff are often inappropriately
treated as a fixed cost, board and manage-
ment ahke can fail to recognize the extent of
level three costs. Though the figures are
necessarily vague, it is not uncommon in.
say. a $2 million agency to find these hidden
costs pushing toward six figures! Irordcally,
boards that show a lot of"responsible" con-
cern about level two oosts are often spend.
thrifts in running up the costs of level thru.
~S. Costs resulting from activities Incon.
sistent with the organlzafion's purpose.
Unlike the preceding levels, level four costs
are difficult if not impossible toquantify. Yet
!hey cOnslira te far and away the most dantag.
mg source of COaL Level four costs are the
result of inadequate deliberation, specifica.
t!on and subsequent evaluation of organiza.
honal purpose. For example. if we find that
mir kids are being inadequately educated or
BiThe hidden costs of boards
educated in an inappropriate an. ay of skills.
uo .,nourn of operating efficiency redeems
the error. h makes little sense to do the wrong
Ihings efficiently.
Yut.it rakes litlie observation ofnonprotit
boards to see that they give little attention to
purpose. especially purpose with a long-
term perspective. Even when boaxds appear
to attend to purpose, they commonly confuse
ends with means. That is, they will debate
about services. programs orcunicula instead
of des:red outcomes and intended recipients.
Service, no matter how high in quaJity and
how well intcnded. is not what purpose is
about. Purpose must directly address what
good is to occur. for which needs or people.
at what cost.
Strategic leadership about the very reasoa
for being in business ia the forgotten topic.
The cost is incalculable.
So, it is at level four that any attempt to
transform governance must be made. Any-
thing less is an exercise in getting better at the
wrong things. at conserving the insignificant
losses. Governing boards that spend their
time learning to read budgets, to write per.
sonnel policies, to do staff work or even to
engage in planning in the usual sense are
making such an error. Boards working as-
siduously to curb costs in levels two and
three while ignoring the enormity of level
roar axe misplacing woefully what otherwi.~
would have been a commendable sense of
responsibility.
Reaching for "ROG"
ROt, or return on inv~tment, and "bang
for the buck" are terms familiar to us all.
There is no mystery about the concept of
return. though nonprofit.,, rarely make use of
Ill A L'Olltnltln flaw of nonprofit IllalKlgi:llnIllt
is the equahon of coat control with good
managemeal. That principle operates at odds
with the principle of maximizing return. since
everyone is better off if some costs are not
minimized.
With respect to boards. it is important to
remember that, tint. boards already incur
considerable cost ~o their agencies and. sec-
ond. boards have immeasurable effects on
the future of the agencies they govern. This
means that responsible governance must
strive for as good a return on these govern.
anco costs as possible. And sometimes that
calls for raising such costs, not lowering
them. particularly costs of the level two vari-
ety. An example is the potential payoff when
level two costs are allowM to rise in order to
have a retreat or to retain help in enhancing
the governance process itself.
Moreover. it is not inconsequential to
mdividual board members that better gov-
ernance cither reduces the burden of level
one costs or,just a.s comforting, increases the
effect of the cost being endured.
Most board members have an understand-
able need to have as much legitimate effect as
possible for the time put in; better govern.
ance yields such a return.
Governance is both costly and potentially
powerful. h'onically. there is an inverse rela-
tionship b~tween the obviousness of board
cost and the magnitude of that cost. Only the
most trivial board coatt are easily visible. and
so frecluemly seduce responsible board
members into solving the wrong problems.
The really large costs are those caused by
inadequate "putposing." Giving appropriate
attention to this most flagrant of board costs.
however. requires a new approach to the
board's job.
Governance is overdue for a paradigm
shift. one that taps beard wisdom for ends
more than means, for large issues more than
small and for long-term issues rather than
short-term ones. The conventional wisdom
about governance is simply inadequate for
tho task.
l
.t.~}bri~}'~nd co'~dltant. He ha~ publi$~d
fii}'r~dea?g~'~/3ni gover~a't~ce fu~c~io~ a;
,.~k ..bo~.ok, Boards that Make a Differen""~:i
!~N~ l~ig6lfor~-.aclenhip in
THE NONPROFIT TIMES
June, 1990. pp. 3~, ~7-38
~hould foous
Iou on ~hort."
term Issues
and moro on
Iong4en~
policies.
A MODEL FOR STRATEGIC
LEADERSHIP
The technology of ho~piud
flovemance lags woefully
b~hind the various tech.
nolo flies of hospital opcm-
com~nem of ~ent
and admin~mion h~
~n smdi~ ~m and
~olv~ fu~ ~n ~
ance fun~o~ in other
nonprofit and public or-
ga ni;~ationa. {he hospital
~tee's role h~ not
~t~.
~a~ of~ M all
~ttin~ exit for l~detship,
Iong-te~ v~ion and
i~. Yet tmditto~l
ag~s and a~vifi~ of
~M wo~ Mvolve ~t~
~ a p~M~ of
aho~.te~ mu~: ~
$~nd m~ of ~e~ ~e
r~lvely approvMg
adm~B~five ~i~tiv~ or
~ing ham {~t to k~
up wt~ ~e~r comp[~
o~anlzatio~. ~ unend-
ing flu~ ofwo~ repte-
~n~ 8r~t effort, but it
haMly ~t~ie
It ~ [[Rle wond~ ~t
~a~ have ~ ~11~
~e w~k~ l~k in ~tet-
pt~' or ~L ~ Pet~
Dmcker said simply, ~
do not Mn~on.'
~e dch ~nd of ~st~
judeeat and ~e liner.
rance of ~e ~tufion's
~ion d~ ~er
~rt~nt approaches to
emanc~ allow. NO amount
~ of traditional
an~ d~lgn. In the fa~ of
our ~mfo~ably familiar but
flawed ~el, ~lnlng
p~ring financial state-
men~, ~tabl~hing ~n.
he] pm~c~, ~ting
ag~ or ~nnin8
co~ie~) am o~ a
l~n M how to do ~e
~ the ~ dozen y~,~ [
~ve hel~ ~ ~d
~Mvent govem~ce ~d
· e na~m of ~eP
~Rnership. If ~a~ are to
{~d, ~en long-{erm con-
s~demtio~ a~ut ~e natu~
of ~e ~mtion, t~
~tom~ ~d i~
must do~mte agent.
~e following pfincipl~
are d~v~ f~m an
app~a~ to governance
· at I have d~i~ over
· e p~t de~de. My m~el
m~ll in a way ~at mdi~ly
r~uc~ ravia, unnec~a~
B~lon ~to admm~-
fion, ~ eff~ of ~ve~c~
~ste~ and m~t co~t-
t~ work. Fu~, it ~
~e ~l~on of a~
~lafions, aecounmbtli~, o~
~ni~ttonal com~t to
q~li~, ~lt~ development
and the tatum of s~te~c
I~demhip. ~
~nm, however. n~tmte
JOHN GARV[R
a mdk~, I del~anur~ from the
conventional wiadom about
Imam work.
making an e;;~ steam
~r e~n~. Un~edying all
de~io~ in tim hospi~
~nain ~u~ and ~
I~king a~ the wo&.
Although the~ ~lues and
~rs~iv~ (let ~
· cm ~lici~) ~ usually
unwdnen, it ~ ~l~e for
a ~aM to ad~ ~
explicitly, ~by achi~ng
~t ~n~l ~ few
wor~ and minimal
dling' wi~ ~plementation.
~vemm8 by ~li~
p~ac~ve, since ~e ~l~
p~ a~on.
~e.hono~ ~
p~tce of applying
eAe~tive pla~ and actio~
~ a detail~ a~ fr~uenfly
pad.king pr~e~ ~
~ se~ ~ n~ ~y an
Mvi~tion to m~dlMg and
~via, but al~ ~ctive ~d
even anneclat.
Z T~e~ create ~1tci~ ht
c~on~ app~p~te to
8o~mance mt~ than
miraicing tb~ of admlnl~
slmtton.
always ~cu~d in
trative ~tegodcs such
finance. ~el and
pu<h~in$ It ~ no wofld~
that boards get c~ught up in
adminmtative
]~fective le-ad~ahip br
policy requtr~ the be~d to
think in categores relevant
to governing and to make a
basic distinctlon between
whet'~ it is goin8 versus
how it is gett~8 there.
These categories are:
· en~ ~ the expected
resul~ (what beneli~. for
which people, at what
co~);
· subordtnat~ means ~
practices, procedures and
methods used by the C~O
and all staff to pnxtuce the
result: and
of governance and the
board's delegstion of duties
to others.
Beyond the bylaws, all
legitimate board pro-
nouncements. fit into these
thr~ categorily. Conse-
quemly, board paltries
become the mpositoo/of
everything the beard has to
say about govetmn8 and
operann8 the tnSmutlon.
These policies ¢perhaps 30
to 40 pages In total)
empower and provide
points of depaRure for all
sutx.'Z~cluent administrative
and progranunatic action.
can avoid patchwork
policy, making by settling
the big Issues before small
ones. Smaller choices can
then be left to staff discre-
tion as long a~ the brog~ler,
board.~.uted ealue~ are
fotlo .
The broadest value in ends
ia m~ion. the n~x't
broadest relates to major
priorties, and $o forth. In
$ubordMate means, the
btoade~ value is simply tO
be prudent and ethical in
every activity; the next
broadest values might relate
to the acceptable current
ratio. level of reserves,
treatment of personnel of
exposure to risk. The boaM
can go into as much detail
as it wishes as long as it
follows a step-by-step pro.
grea$ion from larger to
smaller values. This stops
when a majority is willing
to accept any further Clio
actions that could rea.ex)rl.
ably be taken within poli-
cies the board has stated so
far.
~ Wbde o~amtational
ends am ~tated declara.
t ltnt(¥. trustee pollcte~ about
$tt~i~te mea~ ~d~
only what ~ .n~c~mble.
Rather ~an p~bing
su~rdinates' p~ic~. ~e
~rd ~ply ~tes what it
would ~ unable {o
app~ve, I~vMg all oth~
~ibiliti~ o~n to
~dtive d~o~. It tak~
~uch I~n pa~r and work
for ~e ~M to p~
(pmh~iO su~Minate
m~am ~n to pre"~
tton into adminL~tive
l~eLs of d~ll sod far mo~
empowerment of staff,
since they are neither tied
up in board-pres~ibed how
to's nor busy persuading
the board [o approve staff
choices in implementation.
Approaching subordinate
means in this limiting way
is the major source of
freedom for staff creativity
and agiliW. It ~ grants
trustees the freedom to
concentrate on strategic
I Trustees define the ¢£0's
job as ensunng tbat all
furtber dectstons in the or-
ganLr. atton are true to the
board ~ ends and gubordt.
hate rneans polic~. Having
described in these pottcie.$
what the board doe~ and
does not want, tru~ees
charge the Clio to sat,nfy
these criteria. The CEO's
iob, then, in to see that the
hospttal's product is
achieved within whatever
ethical or dt~retionary
boundaries the board has
decreed. The wisdom and
leadership offered by the
CEO will have been
· included in the board dellb.-
efatinn that led m these
policies.
automatic monaring of
hospttal .tntrformance on
end~ and sttbordlnate
2
means pollctes so notblng
m~etl, y~t gca~e
meeting tt~ ~ n~ ~
~n8 theft. Mo~t
at ~e prov~io~ of ~li~
~ing o~. ~m for
monito~ng are not j~t
p[~ of i~b~tion a~u~
a topic (however inter~in~
of volumlno~), but
com~ wi~ ~li~-
ba~d cntem ~ ~go~u~ly
f~u~d that all treaters are
able to judge CEO ~do~.
ance at a ~anco.
quentiy, monro~ng ~n
~r throu~ wnnen
~ ~u~ prior {o
meetin~ to ~ve ~e.
M~tin~ aft for I~king
ah~d. not Mck~M (a
nece~ chamcte~{ic of
momtonn~, except
ar~. ~e m~lar ~ of
~rd meetin~ for moni-
tonng ~ ~11ed for only
when ~ffo~nce
aft not cl~r ~ou~ (o~er-
w~. why ~e n~ for
~io~).
7, Tntstees create a board
structure and process con*
s~te.t u,tth a body of
I~oard.adopted governance
pnncWles. It is important
for a board to deliberate on
and adopt a framework or
model for its own conduct.
Commonly, in the
$laught of dectalons to
matte. the critical decision-
making ptoce~ iuelf goee
unanended. Strategic I~ad-
e~bip c-Jnn~ be left to
chance or to faith that
competent t.rustee~ will
somehow escap~ deeply
flawed governance ffadl.
dons. Neither good inten-
tions nor fine management
can overcome poor
governance design. In fact,
managers know little more
about the primitive art of
governance than theft
boards ~ wireess trade
az, sociation boards com-
posed solely of execu~vcs.
An effective governance
model will have powerful
implications for board.staff
relationships, committce
work, offecru' roles and
agendas. Th~ model
demands that the board
take responsibility for its
own leade~hip and
agenda. Strategic leaders do
not have to be spoon-fed,
though they do need a
great deal of ¢la[a prepsra-
ison Any I~oJc{i iJiut relic:,
on tL', CEO tO tell ~t what Io
talk about is not goreram8.
My model calls for rmni-
t'ntzmg the use otr cornmir.
tees and never having them
rotrude into staff work even
under the guise otr helping
or advising. (However, ~t is
acceptable for :~laff to solicit
advice or help from any
SOurce -- sometimes from
trtrstee.s ~ on their own
behalf.) The board should
put no one between itself
and i~$ CliO. nm
boa~[ officers and corotaR.
tees. The offices of chai:--
man and u'easu~t, as
as the executive. finance
and personnel cornm/ne~,
often pose a problem in this
regard. Finding legir_Lmate
responsibilities for tre~ut-
era and personnel corem. R-
usual roles vary from
meddlesome to meaning.
leas. Trustees should spend
most of their time learning
about, debating and dectd.
ing the organization'$
strategic vision.
in8 autbont~ fill ~
~n ~8age in cot~t~t~
~ and w~ am un.
afm~ to ~ ~tona~, to
~ ~t~ com~8
~ op~nunum or to
contml the pmfound ~
than ~e t~u~. G~ ~.
e~ ~ not '~
~' and d~ nm
o~te ~e ~t~. l~ b
an overview and a Ion8-
term role Onat emphasizes
the strategic aspects of or-
8anlzatlon at all times,
Long-range planning i$ not
needed so much as Ion8.
range vision (and {he ability
to maintain it).
Administration can well
aucnd to the nuts and bolts
of the planning process.
What [s needed is a strate-
gic view o1' the health care
industry, rigorous scanning
of the relevant environ-
ment, obsessive inquiry into
the values of the public for
whom the trnstea$ act in
u'~. and the ability to
make hard decisions at
these broad levels. Trustees
mu~t be capable of, and
inclined toward, this level
of debate and action.
BOards can exercise
strategic leadenhip, but to
do so well, they must
change their concept of
governance. Mo.,~t of what i$
traditionally accepted in the
boardroom is not condu-
cive to excellence in strate-
gic leadership and, in I'~ct,
actually impedes it.
~irst, t~u~eea must be able
to escape the Clutter that
interferes with a continual
emphasis on $~mte8tc
baues. 'rhls carla for a fat
more incisive way to
withdraw rea{x)nsibly from
administrative baues In
favor of consol by policy.
Second, tru~ees mu~
under,Jtand thai slrsleg{c
leadership is a h'mlet of
how the board apptuache~
its iob. not -', m~cbanicul
annual tu.~le with se.in8
leng-~nge 8o"L~. The,
annual plans around
updating their long-range
intentions ~ chiefly con=
ceming mission L~sues and
pnorities ~ and restatin~
them in amended ends
policies. F'mally, trustees
must realize that strategic
leadership ~ hence, good
governance ~ is not so
much about budgets,
persomlel practices, con.
a,.'dic;d :,lalT bylaws ;as a u~
.iIR~Ul [lubhc ix~licy.
purpo~,c. v~lue$ and the
vision thai shapes institu-
tional destiny. II
John Gamer is a cott~ultanI
and tttriter on goo~rnanc.~
and executitm management
tn Carmel. Ind. His forth.
comm8 book oft strategic
lead~htp for publtc and
nonprofit organLrattons ~
$cbedtd~d tO be released
sPnn8 1990.
GOVERNING FISCAL PLANNING BY POLICY
Revisiting the Board Role in Budgeting
John Carver
~' - PUBLISH~D, NONPROFIT MAfitAGEMENT AND LF_.ADERSHIP, 1991, 2 (2)
Absh-act: Board approval of an operating budget, long a traditional exercise of board
authority can trivialize board leadership and stultify managerial prerogatives. Considered
within a new governance paradigm, conventional budget approval is not only unnecessary,
but dysfunctional. This paper argues for boards proactively to generate governance-relevant
policy for financial planning, then to require administrative budgeting throughout the year to
meet the policy criteria. The outcome is that boards stay focused on the bigger issues,
parfic~flarly program priorities and goals, leaving managers the authority to create and adjust
budgets within policy boundaries.
No regularly recurring board action symbolizes governing authority more than annual
approval of the operating budget. Many board members feel that exhaustive scrutiny of
budgetary items is not only their greatest single control over management, but the epitome of
stewardship. Fiduciary responsibility, though not the only obligation of the board, is surely
the one perceived to have the most fearsome legal teeth.
Beyond exercising its rightful power, the board gleans a great deal of understanding
about operational workings through budget inspection and education. It has been said with
good reason that budgeting (along with planning) is "the most important expression of board
stewardship" (United Way of America, 1985) and "the single most visible indicator of an
organization's health and status" (Bozeman and Straussman~ 1990, p. 58). I know of no
research disclosing the prevalence of budget approval as a board control device. But of
several hundred nonprofit boards in my direct experience, greater than 95% regularly approve
budgets, varying only in the detail and conscientiousness of their inspection. United Ways
require budget approvals by their grantee boards, as do many foundations and government
funders. Blanket prescriptions that budgets must be approved by the board (Duca, 1986, p.
101; United Way of America, 1985, p. H13; Larkin, 1983) are common in nonprofit
fiduciary dialogue. Board engagement in approving organizational budgets is a time-honored,
established foundation of proper governance.
But there are annoying, persistent shortcomings in this seemingly irreproachable
scenario. To many board members, budgets are among the most mysterious aspects of
organization. Boards are as frequently intimidated by the accountant's arcane art as by the
attorney's. The army of often incomprehensible numbers is for many board members a
bewildering and foreign tongue. But even when board members possess a reasonable grasp
of budgeting, there are still dilemmas in the practice of budget approval itself. Here are
some of the problems which typically present themselves as hoards ~ out what they have
been taught by long ~dition to be their responsibility to approve budgets:
Reactivity: Except in the smallest organizations, budgets are prepared by staff and
presented to the board. The board is reactive to a staff-generated document, one which
already represents a fair amount of investment. Although prodding and testing an existing
document does offer an opportunity for board analysis, proactive leadership is shortchanged.
Trivia: Like all documents and all organizational topics, budgets include more that is
trivial than profound. For those board members fascinated by minutiae or those given to
painstakingly plodding through all items regardless of their relative insignificance, budget
approval is a feast. Having a budget on the table can seduce otherwise large-minded people
to become trivial.
Dhnlnlshed agility: Only the board can make changes to a board-approved budget.
Total budget control removes from managers the right to alter details as the year progresses.
The board freezes into place not only profound aspects of the fiscal plan, but the minor
details as well. Managerial agility is hampered, as is the sense of empowerment, when staff
decision-makers must ask permission--or worse, endure an interrogation-in order to make
changes, even small ones. Moreover, boardroom mentality suffers as the board is r.~involved
in trivia each time a change is approved.
Inversion of expertise: While the board may have members expert in budgeting, the
board itself is a generalist body. Its holistic leadership is damaged when it behaves as a
collection of specialists. Except in very small organizations, the board is justified in
expecting management to be more expert in budgeting than is the board. After all, budgeting
is one of the skills integral to managing. Yet it is common to find boards amateurishly
"supervising" staff on a function it grasps less well than they.
Unstated policy: Many aspects of board policy show up in the budget, but just what
they are is rarely clear. Budgets are written in numbers; the policy they represent is
ordinarily unverbalized. The policies are buried so well in numbers that many boards never
get past the numbers to rigorous debate about the underlying policies. Policy is imbedded in
the budget, not articulal~ by it. Unstated policy--that which lies implicit in the document--
serves liule purpose. The specific number or ratio to which the policy led is clear, but the
policy itself is not and, therefore, is unavailable to guide further decisions.
Undebated policy: Moreover, it is likely that the budget's policy content, being
unarticulatod, was also unclebated even though the numbers themselves may have engendered
long argument. Since some kind of policy lies behind all numbers, ratios and balances, the
board is never aware of more than a few of the policy decisions it has indirectly made by
2
adopting a budget. Of all the policies represented in the budget, which are intended and
which are happenstance? Which policies does the board mean and which is it content to
allow to vary? For ~ policies in the budget, the board will have backed into thexn ra~ber
than decided them. Indeed, for the vast majority of policies implicit in a conventionally
approved budget, the numbers determine the policy rather than the policy determining the
numbers.
Mixed policy: Because policies permeate nil aspects of the budget document, some
are necessarily more momentous than others. For example, implicit in certain numbers may
be the policy that furniture replacement is twice as deserving of resources as office supplies.
Implicit elsewhere may be :hat a certain population group is to receive half the proportion of
service resource~ as another. Clearly, one of these policies is more important to the board
than the other. Ironically, it is the larger policy that may be undiscoverable in a line item
budget.
Uncertain delegation: Which policies is the board determined to control and which
may the chief executive control? Within what limits? If the chief executive is acting within
the limits, does the board still want to approve his or her choices? All of them? Budgets are
not adopted with ranges, but with fixed-point numbers. How can board control over small
budget items be consistent with either the meaning of delegation or the meaning of "chief
executive"? How small is small and by what principles do the board and its executive tell the
difference? The board controls the major and the minor with little to differentiate which is
which.
Ambiguous Criteria: It is rare that a board knows what it would dj.~approve in
documents brought to it for approval, including budgets. The approval process is more often
one of individuals foraging about on a relatively unguided inspection. Traditional approvals
ordinarily consist of applying the unstated laundry list of individually held criteria, though
few individuals will have made these explicit even privately to themselves. But even if
individual members know what they would disapprove, there are no board criteria. After
board approval is granted, there still exist no stated board criteria governing the budgeting
proc~so
Insufficient Solutions
Despite problems inherent in budget approval, boards have had no alternative way to
exercise their fiduciary responsibility for budgeting. The approval process has been the only
method provided to them by years of tradition. If approvals axe carried out in thorough
detail, management is disempowered and the board mentality is cluttered. If done sloppily,
:here is but an illusion of beard control. Despite the aura of responsibility which attends the
practice of budget approval, despite the unquestioned assumption that approving budgets is a
prime board responsibility, despite the pervasive requirements of law and of various standard-
setting bodies that boards scrutinize and control the budget, the practice is commonly an
3
exercise in r~e ~pl~r~nce of accounrablli~.
While a great many boards fall either into slavish and detailed approval or into rubber
stamping, to their credit many take a middle path. In my experience, tha~ path employs
either a mechanical or a philosophical solution. In the mechanical solution, an intermediate
step protects the board from the n~xi to engage in a detailed approval. For example, a
finance committee, executive committee or a board treasurer simply substitutes for or
prec~ the board, relieving the board of its drudgery. While this approach surely leads to a
le~s mundane board process, virtually all the w~knesses cited above remain, albeit in a
smaller forum. The only advantages are that the CEO has a more manageable group to work
with and the board itself bogs down less. Because mechanical solutions do not alter the
nature of budget approval, I will not d~l with them further.
A philosophical solution occurs when the board realizers that it need not control every
number in the budget. In fact, controlling every number is not as thorough as meets the eye,
sivce the quantity of number~ and often their very nature are determined by the budget maker
at the outset. ^ budget of finer detail produces far greater board control than a simpler
budget. But if controlling every possible budget number is not the aim, then what is? A
board might decide to control only the major numbers or categories or even to allow those to
vary within ranges. The board thus approves a document of many specific numbers, but it
intends its approval only to be of a few numbers or of ranges for those numbers.
Because the approved document itself does not ordinarily make these intentions
explicit, it is rare when all board members understand exactly how much range is meant and
whether a few selected numbers are actually to be fixed. In my experience, even mature
boards are hard pressed to point out which are which. At any rate, chief executives are wise
not to guess, so even in these instances to be safe they often continue to bring small changes
to the board.
Although not common in my experience, some boards determine "budget principles"
prior to administrative budget-building in order to guide both budget preparation and
subsequent board approval. Nelson (1980) addressed four areas of budget review in higher
education, though without proactively stated criteria. His philosophical inclination
approaches policy control of budget in that it looks beyond the unbridled, reactive scrutiny of
numbers. My case is to press still further with this mentality, applying a new governance
paradigm to streamline and focus the process.
It is no wonder that board control mechanisms, such as budget approval, are fraught
with difficulty. Budget approval and budget control by boards lie at the interface of
governance and management. Although governance is the dominant function, having had less
conceptual development it is the junior discipline (as evident in Wood, 1989; Middleton,
1983; Hall, 1990, pp. 149-150). Consequently, governance is easily ovenvhelmed by
management (for example, Herman, 1989, p. 5). Boards are managed (often ltilg.~-managed)
by management more than management is governed by boards. Boards re.spend either by
overwhelming staff in return (outmanaging the managers, meddling) or by resigning
themselves to a one-down position through rubber stamping. The conventional wisdom on
governance offers little conceptual integrity in differentiating board and staff functions.
We can, of course, work harder at making the accepted approach more efficient.
Board tralMng in budget methods, changing the way budgets are formatted, and extracting
their major policies in narrative addends offer marginal help. But making boards more
competent in the skills of administration does not perforce render them better governors. The
issue is not how to bring board members up to speed on the administrative process of
budgeting. The challenge is to create a unique board role consistent with its trusteeship
obligation and its relative arm's length from organizational mechanics. It is symptomatic that
United Way of America (1985, p. H9A/2) alludes to no role differences (except one of
sequence) in budget approval and that Larkin (1983), making a pointed case for aggressive
board and staff budget modification, takes no notice of role differentiation in such
modification.
The Flaws of Governance
Although ve~ted with ultimate organizational power, the governlag board is
understudied and underdeveloped, re.suiting in "only a meager amount of literature to help
frustrated board members and managers" (Middleton, 1987). While other management
functions have been exhaustively analyzed, "the responsibilities of the board and the
distinction between board and management have been sorely neglected. Management
literature on the subject is pitifully brief and strikingly devoid of any real depth or new ideas"
(Smith, 1958, p. $2)..luran and Louden (1966) saw the board job to be, "in proportion to its
intrinsic importance, one of the least studied in the entire spectrum of industrial activities" (p.
7). Of 1185 nonprofit sector research projects conducted in the U.S. during 1982-1983,
Anheier (1990) notes only two such projects on boards and trustees. Of "145 working papers
published by Yale's Program on Non-Profit Organizations (between 1978 a~d early 1990),
only three have specifically focused on boards of trustees" (Hall, 1~0, p. 149-130).
Governance suffers an inexplicable disregard. Public education-though not nonprofit
as a statutory type-is an instructive and visible example. School boards commonly
concentrate on the wrong things, exhibiting a tendency to interfere in the details (Reecer,
1989). Even though we claim to believe that boards are ultimately accountable for entire
systems (and, therefore, what they concentrate on is of consequence), it is hardly noticed that
"in recent years, (educational reform efforts) have, for the most part, by-pat, seal local school
boards" (Danzberger and others, 1987, p. 54). It is as if we k~ow they do not really matter
in the actual scheme of things. Lorsch (1989) expressed similar amazement that American
corporate boards have largely escaped examination. It is a flagrant irony of the management
literature that where opportunity for leadership is greatest. commitment to job design f.~r
~p is t:;oorest. -
Drucker (1974, p. 628) observed "them is one thing all boards have in
common...They do not function.' Neu and $umek (1983 pp. 11 and 20) believed "the
governance process is not working well...New approaches need to be developed." Geneen
(1984, p. :28) protested that of boards in large companies, "95% are not fully doing what
they are legally, morally, and ethically supposed to do." Witt (1987, p. xiii) complained of,
"untrained boards instructing, or at least controlling, untrained subordinate boards."
Damning with faint praise, Price (1963) found that board members "made more contributions
than problems' (p. 376-377). Important board shortcomings were also found by Robins and
Blackburn (1978) and Gelman (1983). It is safe to say that boards are more honored for their
potential than for their performanco.
That boards are the ultimately accoun~le, policy setting leadership bogy is a
widespread, mostly rhetorical article of faith. 0teenleaf (1973) claimed that no one can
improve the quality of society as much as the trustees of voluntary institutions. This
"heroic' model of the nonprofit board' (Herman and Helmeries, 1990, p. 168) has been said
to be more fantasy than reality (Helmeries and Herman, 1990). Middleton (1987, p. 149)
charges that the purported board-CEO-staff rational progression is, in fact, a complex of
"strange loops and tangled hierarchies,' enough to challenge the conventional wisdom about
board hegemony. Herman and Heimovi¢s find social constructionist theory more useful than
the hierarchical, board-as-authority ('managed systems') approach in understanding the real
world of board-staff roles. Walker (1983) goes furaer; not only are managed systems
illusory, they are potentially ~amaging. Drueker (1990, p. 12) counsels, with regard to
board 'meddling,' "there is no way to stop them, and if you can't lick them, you had better
join them? The very potential of boards to be authoritative trustees is in question.
It seems abundantly clear that conceptual coherence is not an outstanding characteristic
of nonprofit--or, for that matter, public-governance. This observation might argue for
scrapping our managed systems delusion (Herman and Heimovics, 1990; Walker, 1983) or
surrendering to the inherent folly (Drucker, 1990). But it might also argue for replacing a
flawed design of board job and board-staff r~lationship with a more trertchant model.
Middleton's loops and tangles would follow as predictably from a poor governance paradigm
as from our having had an incorrect or naive view that boards should be strategic leaders.
The emerging civic trusteeship (National Association of Community Leadership, 1989) or
community ~rusteeship (Lilly Endowment, 1990) concepts depend on boards' being
considerably more than reacton to their executives, meddlers and inquisitive amateurs who
must be coddled, ingratiated and steered into useful involvements.
Not a few writers and practitioners fear "replacing the judgment of the experienced
and committed by the sometimes allergic reaction of the previously somnolent" (Piesman,
1985, p. xiii). But we have done little to ~ a board role (as apart from ~ it)
wherein the prescribed process is worthy of the preeminent ownership role that Herman,
Heimovics and Drucker appear ready to consider unworkable. Even if the literature has not
strictly prescribed a pieayune and reactive approach to board accountability, neither has it
provided a coherent, model-based protocol for boards to discharge that accountability. We
6
have little excuse to throw out the baby while the literature refiect~ scant effort to design a
better bathtub.
Fink (1989) maintains that proper fiduciary expectations are 'almost never achieved.'
But the problem-and thus its solution-lies not in fiscal control exclusively, but in the full
scope of governance responsibilities. Herman (1989, p. 4) claims "the gap between
prescription and practice seems to occur for all hoard functions" [emphasis mine,
I-halfway measures, such as minor alterations and better training, will not suffice. The
solution is not for trustees to become super-administrators (Greenleaf, 1977). Even the
"radical' reorientation' of boards from micro to macro issues (Walker, 1983, p. 39) risks
weaning boards away from thinking like first line supervisors to thinking like top managers,
but ~11 not like governor~. There is compelling reason to entertain radical conceptual design
of governance, '(drastic innovations) if directors are to (connec0 their values to (their) vital
role' (Lorsch, 1989, p. 184).
New Paradl/m for Governance
"Kalzer [continual, unrelenting organizational improvement] must begin with the
board of directors. Leadership! Leadership! Leadership? (Imai, 1991). Yet provisions for
trustees to be integral to organizational leadership are inadequate or even absent (Greenleaf,
1975). But this is not to say that board leadership will be attained by mimicking executive
leadership. Unlike the managerial role, the board job calls for "broader and higher kinds of
leadership" (Hall, 1990, p. 120-121), ones which "some (believe) are moral in nature"
(Wood, 1989, p. 14.).
Such language approaches the familiar rhetorical flourish. Although advocates ~or
true board leadership may passionately exhort us (for example, Mascotte, 1989), fervent
appeal cannot substitute for a new clarity about policy and oversight (Fink, 1989), The
problem is not in the people, but in the process, Gelman's (1983) prescription for better
board composition helps little in a process wherein leaders persistently lose the ability to lead
(Fenn, 19'71; Chair and Taylor, 1989; Dayton, 1985),
Policy Governance is a prescriptive rather than descriptive model for the board job
and the board-executive relationship. Notwithstanding belief by some that no generic model
can apply to the diverse array of nonprofits (Kramer, 1987) or that no clear separation can be
found between board and staff responsibilities (Savage, 1984), the model is applicable with
only slight modifications to all governing boards. It fulfills the requirement (Lorsch, 1989,
p. 191) to "create a process that isn't a legal fiction, and that enhances the legitimacy of
directors' power to govern."
A full explanation of the model can be found in my book, Boar_ds That ~
_Difference (1990a). I have written specific applications for hospitals (1989a), parks and
recreation (1990d), health clinics (1989b), private industry councils (1988), profit
corporations (1991d), city councils (1984), librmie~ (1981b), churche~ (Carver and Clmmow,
1990) and others. Different aspects of the model have been explored for performance
monitoring (1991a), the peculiar nonprofit board relationship to the market (1981a),
Wanslating business leadership (1980), the hidden costs of governance (1990c), women on
boards (198b'), undisciplinod trustees (1991b), inverted CEO-board power (1991c), board-
CEO conlracting (1979), and the potential for board-to-board dialogue (199Ob). A few words
about the new conceptual model are necessary before applying it to budget control.
The model was developed through a three step process: The first step was recognition
that even ~hough various parts of the board role and the board-staff relationship are
problematic, the source of difficulty lay not so much in the pans (budgeting, planning, fiscal
oversight, executive evaluation and so forth) as in the conceptual whole. The meager
literature hints at such a conclusion by questioning applicable theory and the rhetoric-reality
gap. Second, I considered how the fundamental moral and legal corporate accountability of
governing boards might be fulfilled without ambiguities of role and inversions of board-CEO
power reflected in literature and experience. Third, the model along with its radical
prescriptions was applied to a wide range of organizational types. The array included third
world relief, chambers of commerce, school systems, public utilities, state social service and
oducation departments, city councils, community social services, hospitals, trade and
professional associations, national federations and many more. These organizations not only
provided a generic proving ground for the model, but contributed to its fine tuning.
Policy Governance contends that the board is foremost a guardian of values on behalf
of some "ownership" or stockholder-equivalents (Carver, 1990a, pp. 130-132). Much like a
purchasing agent for the ownership, the board's central responsibility is to bring to pass
certain particular human benefits at aa acceptable cost. Because the board controls the
mechanism by which benefits are to be produced (the organization), safeguarding the
mechanism itself becomes impol~ant as well. The visionary aspects of deciding public benefit
and the need to assure organizational capability to produce in the future compel a long term
bias in the board's work. Without becoming managers, then, the board controls the long
term environment in which managers produce and plan. Proper governance is not
administration writ large so much as it is the ownership in microcosm. Technocracy is
avoided not by suppressing managers with oppressive board meddling in administration, but
by assertive board exercise of strategic leadership. If "the strategic behavior of governing
leaders, not the operating behavior of managers' (Kirk, 1986, p. 48) is truly to shape
nonprofits' future, it is necessary to avoid the nonprofit version of administrative despotism
warned of by Tocquevflle (1966) in the 1830s and explored more recently by Bellab and
others (1985).
The board's formal value statements are policies, "policy" being defined as ~
or per~x;ctive that underlies action, The most importam of an organization's values concern
its reason for existence, that is, the human needs which will be eliminated or ameliorated,
Seen as the organization's tmasaction with its world, these values concern what various
outputs are worth, They are organizational ~ rather than 111~t~, Clarifying ends values,
8
then, engages the board in addressing what benefits will be provided, for which beneficiaries,
and at what cost. Values about means concern the "how to" questions, a plethora of issues
about personnel, budgeting, plant maintenance, purchasing and the methods of delivering
ends. Programs, services and curricula are thus means, not ends; the ~ of these
activities are ends. Later references to ends rather than to programs is intended to avoid the
"means trap' (as described by Odiorne, 1974) in boards' contemplation of program.
Equally simple in the model is that the board should, in discrete steps, tint (a)
esablish expectations about both ends and means in policy language, then second Co)
periodically assess performance on these expectations. On the face of it, there is nothing
startling about such a one-two sequence until one notices that what often passes for 'setting
board expectations' is merely establishing the areas of procedure for reactive board inquiry
(for example, McAdam a~d Gies, 1989, p. 84-8:5). Even in arguing for more concise ~ud
meaningful information for hospital boards, Bader (1989) put no emphasis on board-set
criteria. It is common for boards to combine these two functions into a single step, set, rig
criteria for judgments in the process of judging. Board control and its managerial effect are
totally different if trustees pool their persona values at the out~et, debate them and determine
as a body which ones will survive as the board's official criteria. Such studied aggregation
of board values enables the communication of true group criteria to the chief executive
through budget policy language. I have argued that the tradition-prescribed "approval
syndrome' (Carver, 1990a, pp. 50-:53) invites board caprice, executive manipulation and
trivialisation of the board-CEO relationship.
Control of ends and control of means are very different kinds of oversight. While all
of us work best when clear about what ends are expected, our creativity and involvement are
greater when we are lef~ wide latitude in the means. We all like to do things our own way;
besides, being closer to the action gives the worker greater ability to adjust and change the
process. Consequently, boards will govern best which prescribe ends while staying clut of
staff means. except to proscribe thoje means which are not acceptable. The board's being
negative or limiting about means leaves staff great latitude to make means decisions. Having
clarified the limits beyond which further latitude will be neither authorized nor tolerated, the
board gives blanket approval to all action within the limits. Thus, the board's direct
involvement in staff means is to say what is not acceptable rather than what the chosen means
will be. Board policies which limit executive means typically relate to personnel treatment,
compensation and benefits, ongoing financial condition, asset protection and other operational
topics, including budgeting.
Buildi~ a Budget Policy
To the board, the importance of budgeting lies foremost in allocating resources toward
desired impacts a~d secondarily in avoiding various traps of imprudence along the ~vay. The
most compelling aspect of a budget, of course, should be the programmatic ends to which it
leads. In relation to its importance and the typical rhetorical commitment, programmatic
9
oversight consumes little board time. Kerr (19~4) and Flange and Leafy (1990) found the
proportion to be less than 10%. True ends focus can be assumed to be even less because
boards tend to deal more with programmatic means than with outcomes. Under Policy
Governance, it is the outcome feature that receives major attention, not through reactive
budget approval, but through careful, proactive establishment of ends policies upon which the
administrative budget is subsequently designed. As to programmatic concerns, then, boards
would best affect budgets by controlling ends, rather than affect ends by controlling budgets.
The budget policy establishes the expected congruence between budgeting and board-
stated organizational ends, but also sets forth criteria which relate merely to expected
prudence. I will assume here that the board has other policies on compensation and benefits,
purchasing, risk management and so forth. I will also assume that the board has created ends
policies by resolving the critical mission-related issues. Given these assumptions, the
following board-relevant budget characteristics come up repeatedly:
Consistency with the board's ends peltries: The first obligation of the budget is
simply to put the money where the board's mouth is. The board's ends policies will have
conveyed just what outputs and recipients of the organization are expected and any intended
priorities and relative costs among them. To whatever depth of detail the board takes these
prescriptions the chief executive must budget accordingly. Any planning of fiscal events for
the remainder of a fiscal period shall not deviate materially from the board's priorities.
Revenues and expenses: The most common guideline is that expenses budgeted will
not exceed revenues. Simple equivalence or balance will be appropriate for many
organizations. But the peculiar circumstances of some organizations dictate a variation on
this simplicity.
Derivation from Long Range Plan: A budget otherwise respectable, is not properly
cognizant of the future if it does not How from a longer range, though perhaps far less
detailed, administrative plan. The CEO's long range plan would have been driven by the
board's vision as embodied in its ends policies.
Conservatism ha projections: A board might worry that a budget achieves the
desired relationship between revenues and expenses because of unwarranted optimism in
projecting revenues. How much laxity in counting chickens is too much?
Cash flow: Although the totals of revenue and expenses may be acceptable, the
timing of flow can be a source of grave danger. How slim can the projected low cash points
be and still be acceptable fiscal planning?
Use of reserves: For organizations fortunate enough to have reserves separate from
operating money, boards will have differing approaches to safeguarding them. One board
will put all use of reserve funds off limits to the chief executive. Another will allow the
Clio to use up to some dollar limit or percentage of the reserves for replacement of assets as
10
they wear out.
When a board has resolved these and perhaps additional matter~ (befor~ a budget is
ever constructed), it will have produced a budget policy. In so doing, the board will have
developed a governanRe underslandiog of budget rather than a staff understanding of budget.
There aspects may be balances, ratios, relationships, growth rates, or other criteria. By
controlling these characteristics through directly dictating their acceptable boundaries and then
monitoring them, the board is attending to its fiduciary responsibility with more acaurance
than when it picks through a budget document hoping not to mix something important among
the flurry. The board has thereby made clear those circumstances which would cause it to
disapprove a budget. If meeting these criteria would ~ automatically garner board
approval, then the board has not yet expre.~,ed its values adequately; the policy needs further
work. When completed to the board's satisfaction, the policy language constitutes an
authoritative and reliable checklist for board and staff. The clear focus of such policy enables
brevity; I have yet to see a budget policy of this sort longer than one page.
Approval in the ordinary sense that a detailed plan of receipts and disbursements [s
checked and blessed by the board need not occur. Though formal approval of the budget is
unnecessary, periodic monitoring is still obligatory. Monitoring is not a matter of wandering
through data, but of rigorously comparing relevant data to the criteria already set. The board
avoids the temptation to forage about reaofively in the intriguing forest of numbers. Because
the same criteria which apply to budgeting at the beginning of the year apply to any
rebudgeting thereafter, monitoring is just as appropriate during the year as at the starx. Six
month numbers are different from twelve month, to be sure, but the policy-expressed values
are the ~ne.
Summary
The governing board leaves its reactive, trivia-beset role behind. The board's rightful
role is as strategic leader, though the powerful effect of a governance paradigm shift is
necessary to avoid the rational hierarchy charade, The task is not to get better board
members, though competence helps. The task is not to play the managed systems pretense
more convincingly. The task is not to import better administrative techniques into the
boardroom. The trustee's job is "to make trustee judgments-not administrative judgments-
and these judgments are different from any others" (Donnelly, 1979).
The real board challenge is in ends development, not in budget scrutiny. So while
budget ~ is reduced to an unnecessary ritual, the clarity required for the ends which
drive the budget is far greater than boards are castomarily engaged in. $o what is the
official9 authorized budget.'? It is i~ budget of the CEO--of whatever type, level of detail or
length of remaining time in the year-which is U'ue to the board's explioit values. In effect,
the CEO ha~ a budget; the board does not and need not have a budget in order to fulfill its
fiduciary responsibility.
11
Traditional budget approval-sacrosanct a practice though it has become--seduccs
boards away from their rightful charge, dilutes the few important budgetary characteristics
with an abundance of unimportant ones, impairs the agility and effectiveness of management,
lets boards elude their responsibility to make the dominant values explicit, and confuses
control over the tool with control over the product.
REFERENCES
Anhcier, H. K. "Themes in International Reseaxch on the Nonprofit $~ctor." No_~p£o. fiLand
¥Qluntary Sector Quarterly, 1~0, ~. (4), 371-391.
Bader, B. $. "Keys to Better Hospital Governance through Better Information." In R.D.
Herman and $. Van Til (ods.), Nonprofit Boards of Directors. New Brunswick, New
Jersey: Transaction Publishers, 1989.
Bellah, R. N., Madsen, R., Sullivan, W. M., Swirllet, A., and Tipton, $. M. Habits of the
L-Iea~: IndivicLualism and Commitme~.t ~ America~ !~if~. New York: Harper and
Row, 1985.
Bozeman, B. and Straussman, ~I. D. P~blic Management $trattgies: Guidelino for
~nageriai E..ffectiveness. San Francisco: $ossey-Bass, 1990.
Carver, L "The Director's Employment Contract as a Tool for Improved Governance.'
~ournai of Mental H~Ith Administration, 1979, 6, 1¢-25.
Carver, 5. "Business Leadership on Nonprofit Boards." Board Monograph Series, No. 12.
Washington: National Association of Corporate Directors, 1980.
Carver, L "The Market Surrogate Obligation of Public Sector Boards." /_ournal of Merlbal
Health Administration, 1981a, ~, ¢2-45.
Carver, L "Toward More Effective Library Boards." Focus on Indiana.Librari~, 1981b, ~
(?-S), 8-11.
Carver, $. "Redesigning Governance in the Cities." Florida Municipal Record, 1984, ~8, 2-
4.
Ca~ver, $. "Women on Governing Boards." Unpublished paper, 1985.
Cazver, $. "Vision, Values and the Trivia Trap: Moving Privat~ Industry Councils toward
Strategic Leadership." Florida locus, 1988, ~. (2), 1o:~.
Carver, $. "A Model for Strategic Leadership." Hospital Trust~, 1989a, 13 (¢), 10-12.
Carver, I. "Re-Inventing the Governing Board." Access, 1989b, j. (1), ~8.
Carver, 5. Boards qL'hat Make a Difference: A New De_sign for Leadership in Nonprofit and
Public Organizations. San Francisco: Jossey-Bass, 1990a.
Carver, $. "Economic Development and Inter-Board Leadership." ~ Development
]?~e,.v.J.e~, 1990b, l (3), 24-28.
Carver, $. "Governing Boards Cost Money Too." Nortprofit Times, 1990% 4 (3), 31, 37°
38.
Carver, I. "Governing Parks and Recreation: A New Approach." Parks a~td R~;reation,
1990d, ~ (11), 54"56o
Carver, I. "Monitoring Executive Performance." Submitted for publication, 1991a.
12
CITY OF IOWA CITY
INVESTMENT REPORT
SiX MONTHS ENDED
DECEMBER 31, 1995
Finance Department:
Prepared by:
Sara Sproule, Senior Accountant
TABLE OF CONTENTS
Overview
Yields by Fund:
All Funds
Operating Fund
General Obligation Bend Fund
Employes Benefit Reserve Fund
Revenue Band Reserve Fund
Appendix A - Benchmarks
Appendix B - Glossa~/
Page
1
2
3
4
5
6
7
8
OVERVIEW
The primary objective of the City of Iowa City's investment
activities is the preservation of capital and the protection of
investment principal. The City's investment portfolio remains
sufficiently liquid to enable the City to meet operating
requirements that cash management procedures anticipate. In
investing public funds, the City's cash management portfolio is
designed with the objective of regularly exceeding the average
return on the six month U.S. Treasury Bill. This index is
considered a benchmark for riskless investment transactions and
therefore comprises a minimum standard for the portfolio's rate of
return. The investment program seeks to achieve returns above the
threshold, consistent with risk limitations and prudent investment
principles.
The City is now using the six month U.S. Treasury Bill as a short-
termbenchmark instead of the three month U.S. Treasury Bill. This
is a result of an improvement in cash flow. In the last two and
one half years the average annualized balance for the total
portfolio has increased. The average annualized balance of the
City's investment portfolio for fiscal years 1993, 1994 and 1995
were $38,727,965, $41,277,106 and $50,815,311, respectively. The
estimated annualized balance of the investment portfolio for fiscal
year 1996 is approximately $55,600,000, as the annualized balance
for the first six months of fiscal year 1996 is $27,796,553 (see
page 2) and the balance in the portfolio is expected to remain
constant in the next six months.
The Federal Reserve (Fed) lowered the federal funds rate a quarter
a percentage point in July 1995 to 5.75% and a quarter percentage
point in December 1995 to 5.50%. The federal funds rate is the
rate banks charge for overnight loans. The July 1995 reduction in
the fed funds rate was the first in approximately three years. The
Fed's recent reductions in rates were taken because their inflation
outlook had improved. For the first six months of fiscal year 1996
investment interest rates decreased due to actions taken by the
Federal Reserve as noted above.
The basis point spread in the Employee Benefit Reserve Fund ranged
from a low of 131 in August 1995 to a high of 220 in December 1995.
This fund experienced positive spreads (yields greater than the
intermediate U.S. Government Bond rate). This is primarily due to
a long-term investment in this fund (a Guaranteed Investment
Contract) purchased in 1986 that had an interest rate of 11.77%.
This investment product matures January 1, 1996.
The City experienced positive spreads in the first six months of
fiscal year 1996 due to decreases in interest rates by the Fed.
Since most of the City's investments have a minimum six to ten
month maturity, the City had investments that were purchased in the
rising interest rate environment of fiscal year 1995 when the Fed
raised interest rates on three occasions.
CITY OF IOWA CITY
INVESTMENT YIELDS BY FUND
ALL FUNDS
SIX MONTHS ENDED 12-31-95
II FUND
Operating
General Obligation Bond
Employee Benefit Reserve
Revenue Bond Reserve
INTEREST
1,208,350
15,338
159,639
397,050
ANNUALIZED IJ
BALANCE YIELD
19,236,831 6.28%
265,603 5.77%
2,071,686 7.71%
6,222,434 6.38%
SIX MONTHS ENDED 12.31-95
SIX MONTHS ENDED 12-31-94
TWELVE MONTHS ENDED 6-30-95
1,780,378
1,219,247
2,830,348
27,796,553 6.41%
24,346,646 5.01%
50,815,311 5.57%
YIELDS BY FUND
YIELD
10.00%
9.00%
8.00%:
7.00% -'
6.00% '~-~
5.00% ~ '
4.00% -'
3.00% -
2.00%
Operating
General Employee
Obligation Benefit
Bond Reserve
Revenue
Bond
Reserve
2
CITY OF IOWA CITY
INVESTMENT YIELDS
OPERATING FUND
SIX MONTHS ENDED 12-31-95
IJMoNTH
July
August
September
October
November
December
ANNUALIZED
INTEREST BALANCE
206,746 3,208,630
194,418 3,026,420
189,245 2,987,251
202,532 3,229,373
204,323 3,305,860
211,086 3,481,297
6 MONTH BASIS POINT
YIELD TEILL SPREAD
6.45% 5.41% 104
6.42% 5.40% 102
6.34% 5.28% 106
6.27% 5.34% 93
6.18% 5.29% 89
6.06% 5.15% 91
TOTALS FY96 1,208,350 19,236,831 6.28%
TOTALS FY95 794,818 16,601,835 4.79%
OPERATING FUND VS 6 MONTH TBILL
JULY 95 THROUGH DEC 96
5.00% -
4.50% -
4.00% -
3.50% -
3
[36 MO TBILL
FUND
CiTY OF IOWA CiTY
INVESTMENT YIELDS
GENERAL OBLIGATION BOND FUND
SIX MONTHS ENDED 12-31-95
MONTH
July
August
September
October
November
December
INTEREST
ANNUALIZED 6 MONTH BASIS POINT
BALANCE YIELD TBILL SPREAD
0 0 0.00% 0,00% 0
0 0 0.00% 0.00% 0
316 5,795 5.45% 5.28% 17
4,178 72,844 5.73% 5.34% 39
5,931 102,818 5.77% 5.29% 48
4,914 84,146 5.84% 5.15% 69
TOTALS FY96 15,338 265,603 5.77%
TOTALS FY95 18,817 353,260 5.33%
GENERAL OBLIGATION BOND FUND VS. 6 MONTH TBILL
JULY 95 THROUGH DEC 95
YIELD
00% ~
5.50%
~ I-1 6 MO TBILL '
O O uJ
O ~ ~3 OFUND
4
CITY OF IOWA CITY
INVESTMENT YIELDS
EMPLOYEE BENEFIT RESERVE FUND
SIX MONTHS ENDED 12-31-95
M ANNUALIZED INTER. U,S, BASIS POINT
ONTH INTEREST BALAN~CE YIELD BOND SPREAD
July 26,991 352,110 7.67% 6.19% 148
August 26,991 352,110 7.67% 6.36% 131
September 26,554 348,399 7.62% 6.11% 151
October 26,514 340,926 7.78% 5.95% 183
November 26,077 337,215 7.73% 5.79% 194
December 26,514 340,926 7.78% 5.58% 220
TOTALS FY96 159,639 2,071,686 7.71%
TOTALS FY95 161,204 2,253,479 7.15%
EMPLOYEE BENEFIT RESERVE FUND VS. INTERMEDIATE U.S. BOND
JULY 95 THROUGH DEC 95
YIELD ,.~ ' '
/
8.00% '"~ ?~-= '~'~"~'"~'~ . . . , · -.- .
5.5o%~
5.00% L ~ F'IINTER US
~ ~ ~ o o ~ [] ND
CITY OF IOWA CITY
INVESTMENT YIELDS
REVENUE BOND RESERVE FUND
SIX MONTHS ENDED 12-31-95
MONTH
July'
August
September
October
November
December
ANNUALIZED 6 MONTH
INTEREST BALANCE YIELD TBILL
63,585 992,459 6.41% 5.41%
68,210 1,071,934 6.36% 5.40%
63,075 984,063 6.41% 5.28%
66,962 1,049,912 6.38% 5.34%
66,836 1,051,052 6.36% 5.29%
68,382 1,073,013 6.37% 5.15%
BASIS POINT
SPREAD
1OO
96
113
1 O4
107
122
TOTALS FY96 397,050 6,222,434 6.38%
TOTALS FY95 240,397 5,095,011 4.72%
REVENUE BOND RESERVE FUND VS. 6 MONTH TBILL
JULY 95 THROUGH DEC 95
YIELD
7.50%
6.5o%.
6.00% /
5.00%
4.50%
4.00%
3.50% .*
r"16 MO
TBILL
[3 FUND
6
APPENDIX A: '
BENCHiVIARKS
TYPE FUND
The six month Treasury Bill
is used as a benchmark for:
Certificates of Deposit Operating
Discount Notes General Obligation Bond
Iowa Public Agency Investment Trust Revenue Bond Reserve
Money Markets
Treasury Notes
Treasury Bills
The Intermediate U.S. Government Guaranteed Investment Contract
Bond is used as a benchmark for: Mutual Fund
Employee Benefit Reserve
6 Month TBill
Inter. U.S.
Govt. Bond
July 1995 5.41% 6.19%
August 5.40% 6,36%
September 5.28% 6.11%
October 5,34% 5.95%
November 5.29% 5.79%
December 5.15% 5,58%
Rates obtained from Standard & Poor's Current Statistics report.
7
APPENDIX B: GLOSSARY
Annualized Balance
Basls Points
Benchmark: Long.term
Benchmark: Short-term
The investment cost times the number of days the investment is outstanding
during the year divided by the number of days in the year.
One one-hundredth of a percent (.01%). Ussd to express yield differentials.
For example, the diffsrence between 5% and 7% is 200 basis points.
The intermediate US Government Bond used as a comparison of yields
in the Employee Benefit Reserve Fund.
The Six Month Treasury Bill used as a comparison of yields against the
following types of funds: Operating, General Obligation Bond and Revenue
Bond Reserves.
Interest Earned
The sum of interest earned on the accrual basis.
Spread
Yield
The difference in basis points between the yield achieved and the benchmark.
Equal to the interest earned divided by the annualized balance of principal
outstanding during the fiscal year.
1o-- 310~ CITY
Don Sohr, Chairpemon
Joe Bolkoom
Charlos D. Duffy
Stophen P. Lacina
Sally Slutsman
BOARD OF SUPERVISORS
March 12, 1996
11q'FORMAL MEETING
Agenda
1. Call to order 9:00 a.m~
2. Review of the formal
3. Business from the Col
a) Discussion re:
projects.
b) Other
Business from Ken Mot
Business from the Zon
a) Discussion re:
John-non County C
b) Other
6. Business from the Boa:
a) Discussion re:
b) Discussion re:
property.
Discussion re:
d) Reports
e) Other
renures of March 7th.
y En n ro
n~ ht-of-way negotiations for various Johnson County
ily re: Senior Center update/discussion.
n~ Depm'lment.
~fSce name change from Zoning Department to the
~ce of Planning and Zoning.
~c of Supervisors.
pe ti:ion for annexation to Solon. '
1V.~?~aemo from Kevin I-Iackathom regarding sinplus
ged Care Plan.
913 SOUTH DUBUQUE ST. P.O. BOX 1350 ICWA CITY, IOWA 52244-1350 TEL: (319) 356-6000
To: IO~ CIW CLERK
From; jo hogarty 3-11.-96 8:29a~ p. 3 oF 3
Agenda 3-12-%
Page 2
7. Discussion from the public.
8. Recess.
To: I0~ CTTY CLERK
From jo hogarty
3-13-96 8:434m. p. g o~ 5
Johnson Caunb'
Don Sohr, Chairporson
Jo~ Bolkcom
Charles D. Duffy
St~phon P. Lacina
Sally Stutsman
BOARD. OF SUPERVISORS
March 14, 1996
FORMAL MEETI1NG
Agenda
1. Call to order 9:00 a~m.
2. Action re: claims
3. Action re: formal minutes of March 7th.
4. Action re: payroll authorizatiom
5. 9:00 a.n~ - Recognition of employees for 25 years of service with
Johnson County.
9:00 a.m. o Public Hearing on Zoning and PlaRing Applications:
a) First and Second consideration of the following Zoning
applications:
Application Z9547 of lvliron Walker, Oelwein, requesting rezoning
of .587 acres l~om A1 Rural to RS Suburban Residential of certain
property described as being in the SW 1/4 of the SW 1/4 Section
24; Township 78 North; Range 6 West of the 5th P.M. in Johnson
County, Iowa (This property is located in the NW quadrant of
Sand Road SE and 540th Street SE in Pleasant Valley Twp.).
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 52244-1350 TEL: (319) 356-6000
From jo
3-13-96 8:43aa p. 3 oF 5
Agenda 3o14-96
Page 2
Application Z9601 of Bernard HubeL owner, signed by Daniel
Bemacki, North Liberty, requesting rezoning of 11.38 acres fi'om
A2 Resort to M1 Light Industrial of certain property described as
being in the South 1/2 of Section 22 and the North I/2 of Section
27; all in Township 81 North; Range 7 West of the 5th P.M. in
Johnson County, Iowa (This propert5, is located on the east side of
Highway 965, approximately t/2 mile north of its intersection with
Curtis Bridge Road NE in Madison Twp.).
Application Z9602 ofW'dliam Zbanek, Sr. and Jr., owner, signed
by William J[ Zbauek Sr., Swisher, requesting rezoning of 1.0 acres
from A1 Rural to RS Suburban Residential of certain property
described as being in the NW 1/4 of the SE 1/4 of Secaon 15;
Township 8t north; Range 7 West of the 5th P.M. in John.qon
County, Iowa (This property is located on the west side of Curtis
Bridge Road NE, 0.8 of a mile south of its intersection with Sandy
Beach Road NE in Jefferson Twp.),
Application Z9604 of Emil and Ruth Ludvicek Family Trust,
signed by Raymond Nederhoff, requesting rezoning of 1.76 acres
from A1 Rural to RS Suburban Residential of certain propeW
described as being in the NE 1/4 of the SE 1/4 of Section 21;
Township 81 North; Range 8 West of the 5th P.M. in Johnson
County, Iowa (This property is located on the west side of Derby
Avenue NW, approximately 1/2 mile north of its intersection with
the Amana Road NW in Monroe Twp.).
b) Discussion/action re: the following Platting applications:
1. Application S9601 of Chris Marak requesting preliminary and final
plat approval of Rollin Hills Subdivision, a subdivision located in
the SW 1/4 of the SE 1/4 of Section 8; Township 81 North; Range
7 West of the 5th P.M. in Johnson County, Iowa (This is a 1-lot,
2.27 acre, residential subdivision, located approximately 1/4 of a
mile west of the 140th Street NW and Marak Road NW
-::. intersection on the north side of 140th Street NW in Jefferson
-- Twp0.
To.- ~0~ CZ1Y CLERK
3-13-96 8=43a~ p, 4 o~ 5
Agenda 3-14.96
Page 3
Application 89602 of Richard A. Meyer, signed by Glen Meisner
of MMS Consultants Inc., requesting preliminary and final plat
approval of Busta Meyer Subdivision, a subdivision located in the
SW 1//4 of the SW 1/4 of Section 32; Township 80 North; Range
7 West of the 5th P.M. in Johnson County, Iowa (This is a 1-lot,
12.92 acre, farmstead split, located in the northwest quadrant of
Half Moon Avenue SW and 340th Street SW intersection in Clear
Creek Twp.).
7. Business from the County Auditor.
a) Action re: permits
b) Action re: reports
1. Trensurer's semi-annual report.
c) Other
8. Business from the County Attorney°
a) Report re: other items.
9. Business from the Board of Supervhors.
a) Action re: authorizing Chairperson to sign right-of-way contract with
Vernon and Marilyn Ziskovsky in the mount of $2,086.20 for project
L-D-13-3.
b) Action re: office name change from Zoning Department to the Johnson
· County Planning and Zoning Department.
c) Motion declaring three pickup tracks (1977 Chewolet Pickup with
179,262 miles, 1984 Dodge pickup with 163,558 miles, and a 1985
Dodge pickup with 123,180 miles) as surplus property and no longer of
use to the county and author/zing Kevin Hackathom, Maintenance
Superintendent to take them to Sharpless Auction.
d) Other
To: ZO~ CZTY CLERK
Fro~: jo hogarty 3-13'-96 9:43aa p. 5 of' §
Agenda 3-14-96
Page 4
10. Adjourn to informal meeting.
a) 10:30 a.m. - Work Session for Five-Year Construction Plan
Secondary Roads (to be held at Secondary Roads)/discussion.
b) 2:00 p.m. - Work Session for Draft 7 of Managed
Plan]discussion.
¢) Inquiries and reports from the public.
d) Re-ports and inquiries from the members of the Board of Supervisors.
e) Report from the County Attorney.
for
Care
11. Adjournment
./
City of Iowa C ty
MEMORANDUM
DATE:
TO:
FROM:
RE:
lVlaroh 22, 1996
City Council
Assistant City N~anager
Material in Information Packet
Memorandum from Council Member Kubby regarding transit,
Memorandum from the Assistant Director of Planning & Community
Development regarding design elements to be included in Melrose Avenue
reconstruction project, Byington Road to University Heights.
Memorandum from the Senior Planner regarding Sensitive Areas Ordinance.
Memoranda from the City Clerk:
a. Council Work Session, February 26, 1996.
b. Council Work Session, March 4, 1996.
Copy of a letter to the Mayor from the Director of Fair Housing and Equal
Opportunity POCC regarding fair housing builds strong communities.
Copy of a letter from the Coordinator of Neighborhood Services to residents
of Abbey Lane and Plaen View Driver regarding Public Works construction
activity in the Ty'n Cae/Plaen View Neighborhoods.
Copy of a memorandum to the Director of Public Works from the
Superintendent of Solid Waste regarding City recycling program items.
Copy of letter to Press Citizen Editor from Beth Hudspeth regarding Napoleon
Park.
Copy of memorandum from the Johnson ~ounty Water Festival Planning
Committee regarding Johnson County Water Fest.
Agendas for the March 19 1996, informal and formal meeting of the
Johnson County Board of Supervisors.
Copy of article from Dale Yocom.
INFORMATION TO COUNCIL ONLY
MARCH 22, 1996
Memorandum from Assistant City Manager regarding wastewater project
delay.
Copy of letter from the Mayor to Dorothy Paul regarding Human Rights
Ordinance.
Memorandum.from City Attorney regarding staffing update: good news and
bad news.
Agenda for 3/26/96 Informal meeting of the Board of Spervisors.
News release from Park & Recreation Department regarding the City Forester. -L~
Memo from City Atty. regarding University Heights and Melrose Ave. Bridge
reconstruction.
Karen Kubby
CI'P( COUNCIL MEMBEr,
Date: March 21, 1996
CMc C~rrr, e~ To: City Council
410 E. Waehlngton St.
Iowa City. IA 52240
(319) 356-5010
Re: Transit
(319) 356-5009 (FAX)
728 2rid Avenue
Iowa City, IA 52245
(319) 3381321
From: Karen Kubby
At our meeting on March 27 to discuss transit policy, I hope our outcome will
be to continue our basic strategy of blanket service to our community. I realize
the blanket may be thinner in some areas than in others, but the basic policy
is, I believe, the best for the community. Whatever we decide, I hope you will
consider the following issues that haven't received their deserved attention.
Each of them has an Impact on our financial position.
1. Our citizens must get Involved in this issue. It may be by Hding the bus,
it may be by realizing how the bus affects their ability to find parking, and
possibly most importantly, by helping us lobby at the State and Federal levels
to not reduce and/or increase funding for municipal transit systems. At the
Federal level it is not a matter of decreased funding to the Federal
Transportation Administration, but a shift in how the pie is sliced. Loud voices
are the only thing that will get our slice of the pie back up to liveable portions.
We need to organize with our community to speak out on this issue.
2. The "Big Nine" cities in Iowa c~uld strategize together in conjunctidn
with the Iowa League of Cities to make sura State transit funding is stable or
on the rise. Again, our citizens will have to play a big role here.
3. I believe that one of our goals in implementing the ADA is to get more
people with disabilities to ride the fixed mute system. It may be that an
individual can do this most of the time and need SEATS only under certain
circumstances or seasonally. The SEATS staff will be the most useful in
helping us determine the best way to evaluate who to target for this shift in
transportation strategies and the most effective way to voluntarily make this
shift happen. In FY97 each fixed route ride will cost $1.30 while a SEATS ride
costs $10.62, If we can shift a fraction of the SEATS riders part of the time
over to the fixed reute, we will save money. It will even be cheaper to provide
the fixed rcute ride free than to have people pay the full fare of $1.50 for a
SEATS ride.
CITY OF I0 WA CITY
Pdnted on 100%
recycled paper-10%
po~g-coneumev fibeve
4. We haven't finished our convereatlon about using parking revenues for
transit. The Downtown Association made the suggestion that we increase the
cost of street meter parking to 60 cents per hour and transfer this to transit and
leave the garage rates alone. This would be an incentive to use the garages
and if you choose (and can find) a street space, you'll pay for the privilege. I'd
like this topic to be part of our policy discussion.
Feel free to contact me with comments or discussion before the meeting on
Wednesday.
bc441(K
City of iowa City
MEMORANDUM
Date: March 15, 1996
To: City Council
From: Jeff Davidson, Assistant Director, Planning & Community Development
Re:
Design elements to be included in Melrose Avenue reconstruction project, Byington Road
to University Heights
City staff and NNW Inc. have met on several occasions with the Melrose Avenue Neighborhood
Association to discuss details of the Melrose Avenue reconstruction project design. We have a
proposed design for Council's consideration which is in substantial compliance with the
neighborhood's desires. This design has been approved by Iowa DOT, and is consistent with
Council's preferred alternative from the Melrose Avenue Environmental Assessment. At your
March 25 work session we would like your concurrence on the proposed design, so we can
submit it to Iowa DOT for their June letting.
The significant elements of the project design are highlighted below. I have noted where the
proposed design varies with the neighborhood's desires.
4.
5.
6.
Signalized pedestrian crosswalks at the Melrose Avenue/Hawkins Drive intersection with
push-button activation. (We are not recommending audible pedestrian signals since they
have not been endorsed by visually impaired activist organizations, and they would cause
significant noise pollution in the vicinity. We are not recommending an all-way stop traffic
signal phase. Our observations at the intersection of Benton Street and Riverside Drive
lead us to conclude that an all-way stop signal phase creates aggressive motorist behavior
where it is perceived as unnecessary.)
Pedestrian crosswalks will be included on Melrose Court and in all directions at South
Grand Avenue. (We are not recommending installation of a traffic signal at one of these
intersections as part of this project. However, the reconstruction will leave the area set
up for future installation of a traffic signal if desired.)
A four-foot brick strip between the curb and sidewalk on the south side of Melrose
Avenue.
Bus stop shelters at the two bus stops on the south side of Melrose Avenue.
Street lighting will remain essentially the same as currently exists. There will be
ornamental lighting on the bridge.
Pavement markings and signing for the shoulder area will indicate it is only to be used for
bicycles and boarding/alighting transit vehicles.
Steve Jacobsen of NNW Inc. will be present at your March 25 work session to answer any
questions you have. Attached is correspondence from Steve and the Neighborhood Association
which examines some of the design issues.
cc: Steve Atkins
Rick Fosse
Danny Gannon
Steve Jacobsen
Marcia Klingaman
City of Iowa City
MEMORANDUM -_
Date:
March 21, 1996
City Council and Planning & Zoning Commission
From:
Robert Mildo, Senior Planner
Re:
Sensitive Areas Ordinance
The Sensitive Areas Ordinance has been in place for three months. Staff has reviewed a number
of projects according to the ordinance. These reviews have brought to our attention sections of
the ordinance which would benefit from refinement. Staff proposes to reconvene the Sensitive
Areas Committee to discuss possible amendments to the ordinance. We do not anticipate major
amendments affecting the intent or scope of the ordinance; however, we would propose
amendments regarding the procedures for administration of the ordinance. We are anticipating
reconvening the committee in April with amendments appearing before the Planning and Zoning
Commission and Council in late spring or early summer.
b~ao~
City of Iowa City
MEMORANDUM
Date:
March 19, 1996
To:
Mayor and City Council
From: City Clerk
Re:
Council Work Session, February 26, 1996 - 6:30 p.m. in the Council Chambers
Mayor Novick presiding. Council present: Novick, Baker, Kubby, Lehman, Norton,
Thornberry, Vanderhoef. Staff present: Arkins, Helling, Kerr, Holecek, Davidson. Tapes: 96-
31, All; 96-32, Side 1.
Meeting transcriptions are available in City Clerk's Office upon request.
ADDITION TO THE CONSENT CALENDAR:
Reel 96-31, Side I
Council agreed to add a Class "B" Beer Permit for Ko's Kitchen.
PLANNING & ZONING MATTERS:
Reel 96-31, Side I
PCD Assistant Director Davidson presented the following Planning and Zoning items for
discussion:
Settin¢l a public hearinQ for March 26 on an amendment to the Comprehensive Plan to
incorporate an amendment to the JCCOG Arterial Street Plan which includes Oakdale
Boulevard.
SettinQ a public hearing for March 26 on an ordinance amendin¢~ the Zoning Chapter
bv chan.qinq the use rec~ulations of an approximate .14 acre parcel located at 24 N.
Van Buren Street from RM-44, Hi.qh Densitv Multi-Familv Residential, to R/O,
Residential/Office. (Ralev/REZ95-0016)
Go
Public hearin~ on an ordinance amending Title 14, Chapter 6, "Zoninq," Article H,
"Industrial Zones," to allow the outdoor storage of recvclable materials in the I-1 zone
as an accessory use to a recvclinq processinq facilitv bv special exception.
Novick raised concerns about the potential for littering from pellets. Davidson stated
he will refer that concern to the Solid Waste Management Planner.
Public hearin.q on an ordinance amendin~ Title 14, Chapter 6, "ZoninCl," to allow
temporary real estate sales centers in residential zones.
Council agreed to Novick's recommended wording change to item #2 of Article L,
Section 1, Subsection R, as follows: "Employees shall be limited to the minimum
number needed to show and sell the dwelling units within the same development."
2
Public hearin(~ on an ordinance amending the Conditional Zonin.q AGreement for the
D&L Subdivision, located southeast of the intersection of Hi~lhway 1 and Sunset
Street, to eliminate the recluirement to provide access to properW to the south. (Dane
& Larsen/REZ96-0002)
Public hearinQ on an ordinance amendinq Title 14, Chapter 6, entitled "Zoning," Article
K, entitled "Environmental Regulations," Section 1, entitled "Sensitive Areas
Ordinance," Subsection I, entitled "Steep Slopes," to allow consideration of
development activities within areas containing Previously altered s10Des.
Assistant City Attorney Holecek presented information regarding definition of altered
slope,
Ordinance amending Title 14, Chapter 6, entitled "Zonine," Article K, entitled
"Environmental Re.qulations," Section 1, entitled "Sensitive Areas Ordinance,"
Subsection I, entitled "Steep Slopes," to allow co.n. sideration of development activities
within areas containinp previously altered sloDe~s. (First consideration)
Public hearing on an ordinance amending the Zoning Chapter bv approving a Sensitive
Areas Develol~ment Plan and chanGin.q the use regulations from PRM, Planned HiGh
Density Multi-Family Residential Zone, to PRM-OSA, Planned HiGh Density Multi-family
Residential - Sensitive Areas Overlay Zone for a 0.32 acre property located at 517 S.
Linn Street.
Ordinance amending the Zonin.q Chapter bv approvinq a Sensitive Areas Development
Plan and chanqinc~ the use requlations from PRM, Planned Hiqh Density Multi-Family
Residential Zone, to PRM-OSA, Planned HiGh Density Multi-famiIv Residential -
Sensitive Areas Overlay Zone for a 0.32 acre property located at 517 S. Linn Street.
(Kidwell/REZ96-0001) (First consideration)
Ordinance amendin~ the ZomnG Chapter bv chanqin.q the use regulations for a .5 acre
~ropertv located at 840 Cross Park Avenue from C0-1, Commercial Office, to CC-2,
Community Commercial. (Sundblad/Pass and adopt)
COUNCIL AGENDA/TIME:
Reel 96-31, Side 2
Baker referred to Novick's February 22, 1996, memorandum regarding transit issues.
Council scheduled a transit discussion meeting for March 27, 1996, 9:00 a.m. Baker
asked that local option sales tax be scheduled for discussion in the near future.
o
In response to Kubby, Council discussed water festival scheduling. Kubby stated she
will follow-up to confirm schedules and location of the water festival,
In response to Kubby, City Manager Arkins stated he will follow-up with the Melrose
Avenue neighborhood association regarding crosswalks.
Kubby noted that Council received the Iowa City/C0ralville Convention and Visitors
Bureau February 22, 1996, letter regarding grant program.
3
In response to Kubby, Atkins stated he will contact the Parks and Recreation
Commission regarding the Neuzil tract and Council's request for a formal recommenda-
tion.
Novick requested that the Iowa City/Coralville Convention and Visitors Bureau letter
be accepted as part of the budget public hearing, item #7.
In response to Novick, Council agreed to schedule a fringe area discussion after the
definition of clustering is worked out.
Norton requested that Council consider acknowledging changes of board and
commission chairs.
Norton requested that Council review the way board and commission appointments are
made.
10.
Norton noted that work should continue on the central business district and southside
plan.
11.
Norton asked Council to read the copy of an article, "The Need for Aged Buildings,"
distributed in Council's information packet.
12.
Vanderhoef stated that because of meeting schedule conflicts, Council will be unable
to attend the housing needs forum, and information will be sent to Council.
13.
Vanderhoef reminded Council of the Kirkwood community forum scheduled March 3,
1996,
14~
15.
Novick noted she received a Seaquicentennial invitation from Kirkwood Community
College and First National Bank, March 1, 1:30 p.m.
Novick noted she received an invitation from the Consulate General of Japan for a
meeting in Kansas City on March 15.
APPOINTMENTS:
Reel 96-32, Side 1
Civil Service Commission - re-appoint Lyra Dickerson.
Planning and Zoning Commission - Benjamin Chait.
Riverfront and Natural Areas Commission - Lori Goetsch.
Meeting adjourned at 9:30 p.m.
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
March 13, 1996
Mayor and City Council
City Clerk
Council Work Session, March 4, 1996 - 6:50 p.m. in the Council Chambers
Mayor Novick presiding. Council present: Novick, Kubby, Lehman, No~on, Thornberry,
Vanderhoef. Absent: Baker. Staff present: Arkins, Helling, Karr, Burnside, Davidson,
McClure, Trueblood, Yucuis. Tapes: 96-32, Side 2; 96-36, All.
IVleeting transcriptions are available in City Clerk's Office upon request.
REVIEW ZONING MATTERS:
Reel 96-32, Side 2
PCD Assistant Director Davidson presented the following Planning and Zoning items for
discussion:
ae
Ordinance amending Title 14, Chapter 6, "Zoninq," Article H, "Industrial Zones," to
allow the outdoor storage of recvclable materials in the I-1 zone as an accessory use
to a recvclin(~ processin.q facility by soecial exception. (First consideration)
Ordinance amending Tit e 1¢, Chapter 6, "Zoninq," to allow temporarv real estate sales
centers in residential zones. (First consideration)
Ordinance amendin(~ the Conditional Zoninq Agreement for the D&L Subdivision,
located southeast of the intersection of Highway 1 and Sunset Street, to eliminate the
requirement to provide access to propertv to the south. {Dane & Larsen/REZ96-0002)
(First consideration)
Davidson noted that the applicant has requested expedited consideration.
Ordinance amendinq Title 14, Chapter 6, entitled "Zoninq," Article K, entitled
"Environmental Regulations," Section 1, entitled "Sensitive Areas Ordinance,"
Subsection I, entitled "Steep Slopes," to allow consideration of development activities
within areas containin.q previously altered slopes. {Second consideration)
In response to Lehman, Council agreed to schedule a special formal meeting' on
Wednesday, March 6, 3:00 p.m. for action to pass and adopt if Council does not
collapse readings at their March 5 formal meeting.
2
Ordinance amendinq the Z0ninq Chapter by approvin~ a Sensitive Areas Development
Plan and changing the use regulations from PRM, Planned Hi.qh Density Multi-Family
Residential Zone, to PRM-OSA, Planned Hiqh Density Multi-family Residential -
Sensitive Areas Overlay Zone for a 0,32 acre property located at 517 S. Linn Street.
(Kidwell/REZ96-0001) (Second consideration)
In response to Norton, Davidson stated he will check with Senior Planner Miklo
regarding any deficiencies that still have to be met by the developer.
fo
Resolution approving a preliminarv plat for Newport Ridcle Subdivision, a 12-lot, 25.5
acre residential subdivision located on N~wport Road, ~ mile east of its intersection
with Prairie du Chien Road.
Davidson explained that staff will ask Council to defer action if Public Works has not
reviewed the grading plan prior to Council consideration at Tuesday's formal meeting.
In response to Norton, Davidson stated he will confirm if all deficiencies have been
taken care of. Novick suggested that the item read, "Consider a resolution approving
the preliminary plat within Johnson County for Newport Ridge."
In response to Kubby, Davidson stated the Galway Hills plat is being considered by
staff.
BURLINGTON AND GILBERT INTERSECTION RECONSTRUCTION:
(Agenda Items//6 &//7)
Reel 96-32, Side 2
Transportation Planner Davidson, Civil Engineer McClure, Parks and Recreation Director
Trueblood, Design Review Committee Member Laura Hawks, and Project GREEN Chair Emilie
Rubright presented information about the Burlington and Gilbert Streets intersection
reconstruction project.
UNIVERSITY OF IOWA SOFTBALL COMPLEX LIGHTING - JOINT AGREEMENT:
(Agenda Item //9) Reel 96-36, Side I
Parks and Recreation Director Trueblood presented information regarding the University of
Iowa softball complex lighting joint agreement.
WATERANASTEWATER BOND ISSUE OPTIONS:
Reel 96-36, Side I
Finance Director Yucuis presented water and wastewater bond issue options. In response to
Council, Atkins stated staff will prepare information regarding use of 1% sales tax revenues
for water and wastewater projects.
Staff Action: Staff will proceed to prepare documents for 25-year wastewater bond sale and
20-year water bond sale. (Yucuis)
COUNCIL AGENDA/TIME:
Reel 96-36, Side 1
Lehman noted he would not be attending Tuesday's formal Council meeting and asked
Council Members to report on the City staff awards ceremony held February 29.
3
10.
11.
12.
13.
14.
15.
16.
17.
In response to Vanderhoef, City Mgr. Atkins stated that solid waste generated out-of~
county will be handled on a case-by-case basis as to acceptance.
In response to Vanderhoef, City Mgr. Atkins explained the Iowa City School District
appears on the City disbursements because they rent City property.
In response to Vanderhoef, City Mgr. Atkins explained the response was great to the
City's first full day of their new refuse and recycling program.
Vanderhoef raised concerns regarding the Oakdale extension plans. City Mgr. Atkins
stated he will speak with JCCOG Transportation Planner Davidson.
Thornberry inquired about the houses located at the water project construction site.
City Mgr. Arkins explained the City is trying to preserve the Butler Homestead and
plans are to move 2-3 other homes.
In response to Thornberry, City Mgr. Atkins stated he will check on the vacancies at
Ecumenical Towers.
Thornberry stated he likes the regular and discount statement on the new water bills.
Norton said correspondence received from Heritage Agency on Aging regarding the
Senior Center Director position should be forwarded to the Senior Center Commission.
Norton stated he received a copy of the emergency management report, dated 1991.
Norton askod Council to consider establishing an arts and cultural commission.
Norton requested a tour of the water plant and peninsula sites.
In response to Norton, City Mgr. Atkins stated Council agreed to fund the Heritage
Tree project.
Norton reported he attended the Juvenile Crime Prevention Workshop with Dee
Vanderhoef.
Norton stated he was impressed with his visit to the subsidized housing facility at 416
S. Dodge Street.
Norton asked if Housing and Inspection Services could assist with the CDRE housing
audit. Assistant City Mgr. Helling stated there are problems with exercising
jurisdictional rights to bring in a private or non-profit organization.
(Agenda Item #8 - Adding the position of Human Rights Investigator.) In response to
Kubby, Assistant City Mgr. Helling explained the decision was to try to establish the
position now rather than wait until July 1.
18.
(Agenda item #14 - Authorizing City Manager to settle claims up to $20,000.) in
response to Kubby, City Mgr. Atkins explained the figure had not been changed for 5-6
years and the change helps with pending issues. City Mgr. Atkins stated he will bring
information to Council regarding authorizing for contract expenditures,
19.
In response to Kubby, Atkins stated Parking & Transit Mgr. Fowler will prepare an
outline of basic policies for the transit discussion scheduled for March 27.
20.
Majority of Council requested an organization chart for the transit meeting of March
27.
21. Dee Norton agreed to attend the National Guard event tomorrow (March 5).
22.
City Clerk Karr reminded Council Members of Phase 3 of the League Workshop
scheduled for March 15, and asked Members to contact her if they planned to attend.
23.
City Clerk Karr asked Members to let her know of any absences in the next few
months to allow scheduling for any special meetings and Council goal setting.
24. City Clerk Kerr reviewed the policy regarding Council meeting transcriptions on
Internet. Majority of Council agreed to continue the present policy of only posting
Official Actions of formal Council meetings and not responding via e-mail.
Meeting adjourned at 9:25 p.m.
c~erktcc3-4.inf
U,8, Dspmtment of Hou~tng end Urban Devslapment
Nebraska State Offloo
Executive Tower Centre
10909 Mill Valley Road
Omaha, Nebraska 68154-3965
L~arch 19, 1996
Honorable Naomi Novick
Mayor of Iowa City
Civic Center
410 East Washington
Iowa City, Iowa 52240
Dear Mayor Novick:
SUBJECT: FAiR HOUSING BUILDS STRONG C05~]NITIHS
April marks the twenty-eighth anniversary of the Congressional enactment of
the Fair Housing Act. This Act, as amended, prohibits discrimination against
individuals on the basis of race, color, religion, sex, handicap, familial status
or national origin in the sale, rental, or advertising of dwellings, in the
provision of brokerage services, or in the availability of residential real
estate-related transactions. Annually during the month of April, the U.S.
Department of Housing and Urban Development (HUD) makes special observation of
these basic civil rights of all Americans.
I amwriting to enlist your help in furthering fair housing by promoting
more awareness of fair housing rights and responsibilities. In past years,
elected officials have issued proclamations commemoratingApril as Fair Housing
Month. This year I hope you will consider issuing such a proclamation. My
office would appreciate receivlngcopies of proclamations or newspaper clippings
that might result from your promotion efforts.
I hope you will join us in our effort to make all Americans aware of their
rights and responsibilities in regard to the Fair Housing Act. If you have any
questions, please call me at (402) 492-3109.
Sincerely,
L~s. Sylvia MeJia
bLr. Stephen J. Arkins
Ms. Karin Franklin
Betty J. Bottiger
Director
Fair Housing and
Equal Opportunity POCC
March 15, 1996
CITY OF I0 WA CITY
Re: Public Works Conetraction Activity in the Ty'n Cae/Plaen View Neighborhoods
Dear Residents of Abbey Lane and Plash View Drive:
There are a few activities that will be occurring in your neighborhood during the ~onstmctlon season that I fsit
you sbould be updated on.
Creek Route Location Selected fur 8ewer
As you may recall, there were three alternative locations for the Abbey Lane Trunk Sewer. The Iowa City City
Council decided to construct the sewer within the street right-of-way (not norih of the right-of-way or in the
creek). Only the 800 foot segment that begins east of Willow Creek and travels west to Bum/Drive will be
constructed this summer. Traffic will be slightly dlsmpted at the Abbey Lane and Bum/Drive intersection far a
period of about a month. Neighbors will receive more specific details of the project once the actual
construction process draws closer. No trees on private property will be impacted with this portion of the
project.
Kiwanis Park Storm Water Improvements
The Improvements to tile erosions control facilities at the seuthwes~ comer of Kiwanis Park will also be
coml~leted this summer. This project involves some considerable regradlng and installsrich of rock
'mattresses' that will inhibit any further erosion due to storm water runoff. it is expected the construction
equipment for this work will be in the neighborhood at the same time as the sewer construction.
Surveyors will be in the creek area and backyards of those who live on the south side of Abbey Lane in the new
few weeks. They will be obtaining elevation information about the existing housing so that runoff
improvements can be designed to best address the stormwater problem.
Public Hearing
A Public Hearing will be held on May 21, 1996 with the Iowa City City Council to discuss the plans and
specifications of these projects. The Public Hearing Is the opportunity for the neighborhood to express their
feelings about the project. The Plans and Specification for these projects will be available in the Public Works
Department at 410 E. Washington a week prior to the Public Hearing.
For Further Inforelation
For questions or further information, please contact Edward Brinton of MMS Consultants at 351-§282.
Sincerely,
Marcia Klingaman
Neighborhood ~ervlces Coordinator
MEMORANDUM
TO:
Chuck Schmadeke, Public Works Director
FROM:
Floyde Pelkay, Supt. of Solid Waste
City Recycling Program Items
METAL & WHITE GOODS - ¢APPLIANCES. ETC.}
The Iowa City Landfill started separation of metal and white goods on 8/1/89. The Refuse Division starled separatt
curbside collection of white goods on $/1/89. The curbside :oftacted white goods are taken to the Landfill recycle site
White goods are then picked up and recycled byA~ter Corp. of Davenport, Iowa or J.R Appliance. Because Alter Corp. ~il
not take certain appliances, we also use the senices of J.R. Appfiance. Beginning February 21, 1995 J. R. Appliance
began collecting appliances from us at the landl]li. We will be charged $12.50 per appliance. There may be a few exeptlon~
to this price for very large and commercial appliances.
MONTHNEAR COLLECTED CURBSIDE
COLLECTED (~, LANDFILL
Mar, 1995 3.91 ton 26.08 ton
Apr, 1995 4.28 ton 24.39 ton
May, 1965 4.44 ton 20.97 ton
Jun, 1995 6.98 ton 28.30 ton
Jul, 1995 6.26 ton 31.28 ton
Aug, 1995 4.72 ton 27.04 ton
$ep, 1995 3.33 ton 21.41 ton
Oct, 1995 3.09 ton 12.25 ton
Nov, 1995 1.41 ton 13.44 ton
Dec, 1995 3.61 ton 10.77 ton
Jan, 1996 2.34 ton 13.09 ton
Feb, 1996 2.23 ton 11.64 ton
TOTALS 46.60 ton 240.66 ton
The tonnages collected by After Corp. do not necessarily reflect the month that the white goods are collected by the
Landfill.
MONTH/YEAR COLLECTED/ALTER CORP INCOME FROM ALTER CORP.
Mar, 1995 4.73 ton 227.52
Apr, 1995 7.17 ton 408.41
May, 1995 0.00 ton 0.00
Jun, 1995 8.02 ton 460.37
Jul, 1995 .00 ton .00
Aug, 1995 .00 ton .00
Sep, 1995 .00 ton .00
Oct, 1995 9.97 ton 757.83
Nov, 1995 .00 ton .00
Dec, 1995 17.99 ton 1,326.00
Jan, 1996 0.00 ton 0.00
Feb, 1996 0.00 ton 0.00
TOTALS 47.88 ton 3,180.i3
METAL & WHITE GOODS (CONT.)
The tonnages collected by J.R. do not necessarily reflect the month that the white goods are oollected bythe Landfill.
MONTt-6YEAR TON9 COLLECTED/J.R, # COLLECTED BY J.R. PD, TO J.R,
Mar, 1995 41.34 ton 468 5,825.00
Apr, 1995 78.97 ton 848 10,600.00
May, 1995 34.84 ton 425 5,312.50
Jun, 1965 33.60 ton 380 4,750.00
Jul, 1995 44.76 ton 563 6,912.50
Aug, 1965 ,54.24 ton 333 4,162.50
Sap, 1995 16.96 ton 237 2,982.50
O'ct, 1995 9.00ton 127' 1.587.50
Nov, 1995 15.21 ton 181 2,262.50
Dec, 1995 7.88 ton 110 1,375.00
Jan, 1998 8.61 ton 110 1,375.00
Feb, 1998 t0.25 ton 167 2,087.50
TOTALS 355,98 ton 3937 $49,2'12,50
YARD WASTE
The Iowa City Landfill started separation of yard waste and the Refuse Division started separate curbside collection
yard waste on 5/21/90. The curbsida collected yard waste is taken to the Landfill recycle site.
MONTH/YEAR COLLECTED CURBSIDE COLLECTED ~ LANDFILL
Mar, 1995 83.60 ton 119.09 ten
Apr. 1995 147.66 ton 232,45 ton
May, 1995 263.33 ton 327.96 ton
Jun, 1995 58.28 ton 182.93 ten
Jul, 1995 129.44 ton 181.55 ton
Aug, 1995 103.31 ton 211.45 ton
Sep, 1995 80.51 ton 139.73 ten
Oct, 1995 108.76 ton 168.60 ton
NOV, 1995 64.50 ton 111.26 ton
Dec, 1995 37.83 ton 59.22 ton
Jan, 1996 51.01 ton 64.08 ton
Feb, 1996 1.75 ton 19,63 ton.
TOTALS 1129.98 ton '1815.95 ton
TIRES
The City's tire recycling program started on 9/1/89. Tires are coveted at the Iowa City Landfill and at the curb by the
Refuse Division, then taken to the Landtill recycle site. Beginning May 6, 1695, BFI Tire Recyclers of Minnesota Inc.
began collecting tires from the landfill for disposal They charge the City of Io~a City Landfill $105.00 per ton for tire
disposal.
MONTH/YEAR COLLECTED CURSSIDE COLLECTED~ LANDFILL
Mar, 1695 .49 ton 2.43 ton
Apr, 1665 .59 ton 3.86 ton
May, 1995 1.29 ton 3.68 ton
Jun, 1995 .56 ton 3.37 ton
Jul, 1965 24 ion 1.73 ton
Aug, 1995 .11 ton 4.41 ton
Sop, 1995 .85 ton 2.13 ton
Oct, 1665 .13 ton .52 ton
Nov, 1995 .32 ton 3.57 ton
Dec, 1996 .00 ton .66 ton
Jan, 1698 .03 ton 1.17 ton
Feb, 1696 .08 ton .65 ten
TOTALS 4.69 ton 28,5'1 ton
MONTH/YEAR COLLECTED BFI PAID TO BFI TIRE RECYCLERS
May, 1665 32.61 ton $3,424.05
Jun, 1995 .00 ton 0.00
Jul, 1665 .00 ton 0.00
Aug, 1665 .00 ton 0.00
Sop, 1995 .00 ton 0.00
Oct, 1995 15.89 ton $1,647.45
Nov, 1995 :00 ton .00
Dec, 1995 .00 ton .00
Jan, 1996 6.33 ton 664.65
Feb, 1996 0.00 ton .00
Mar, 1996
Apr, 1966
TOTALS 54.63 ton $5,73(}.15
4
NEWSPRINT
The City began drop site collection of newsprint on 3/28/90, with six lecations now available (Econofoods, No. Dodge
Vee, City Carton, Eastdale Mall, Sycamore Mall, Rochester Ave. Hy Vee). The City collects the newsprint from the dr,
sites and delivers them to City Carton Co. for processing.in addition, the City began curbside collection of newsprint
7/13/92, The curbside newsprint is also delivered to City Carton Co, for processing. The City may pay 1o or rece~
payment from City Carton Co. by weight according to the Chicago Market price. Since July, 1994 City Carton has be~
paying the City for newsprint from the curb and bins based on the market value.
MONTH/YEAR COLLECTED CURBSIDE COLLECTED ~. DROP SITE8
Mar, 1995 35.42'1on 118.29 ton
Apr, 1995 34.57 ton 114.76 ton
May, 1995 42.08 ton 138.78 ton
Jun, 1965 36.60 ton 114.02 ton
Jul, 1995 34.86 ton 105.75 ton
Aug, 1695 42.37 ton 108.43 ton
Sap, 1695 38.64 ton 128.31 ton
Oct. 1995 43.69 ton 129.79 ton
Nov, 1995 41.49 ton 119.35 ton
Dec, 1695 39.23 ton 132.13 ton
Jan, 1996 34'.09 ton 100.82 ten
Feb. 1998 43.46 ton 80.97 ton
TOTALS 489.33 ton 1369.4 ton
[VIONTH/YEAR PYMT, FROM CC:CURBSIDE PYMT. FROM CC:DROPSITES
Mar, 1995 1,948.10 5,452.38
Apr, 1995 3,320.10 9,055.20
May, 1995 6,687.40 18,638.10
Jun, 1995 4,9(}8.00 14,602.50
Jul, 1995 3,477.00 9,517.50
Aug, 1995 3,169.50 ?,574.70
Sap, 1995 2,125.20 5.084.55
Oct, 1995 1,529.15 3,244.75
Nov, 1995 829.80 3,226.70
Dec, 1995 218.15 0.00
Jan, 1996 0.00 0.00
Feb, 1996 0.00 0.00
TOTALS 28,272.40 $74,396.38
MONTH/YEAR PYMT, TO CC;CURBSIDE PYMT. TO CC:DROPS[TES
Dec, 1995 0.00 631.95
Jan, 1998 0.00 1,008.20
Feb, 1996 0.00 1,102.60
Mar, 1996
Apr, 1996
May, 1996
Jun, 1996
Ju{, 1998
AucJ, 1968
Sap, 1996
Oct. I996
Nov, 1996
TOTALS $ 0.00 $2,742.75
PLASTIC BO1TLES
The City of Iowa City began drop site collection of plastic milk jugs on 6/12/89. t~ith five locations now availab}
(Econofoods, No. Dodge Hy Vee, City Carton, Eastdale Mall, Rochester Hy Vee). The City collects the bottles from th~
drop sites and delivers them to City Carton Co., where they bale the plastic and ship it for processing. In addition, the Cll,
began curbside collection of plastic bottles on 7/13/92. The curbside bottles are also delivered to City Carton Co.
processing.
MONTH/YEAR COLLECTED CURBSIDE COLLECTED DROP-SITES
Mar, 1995 2.51 ton 8.19 ton
Apr, 1995 2.36 ton 8.21 ton
May, 1995 2.67 ton 8.56 ton
Jun, 1995 2.64 ton 11.73 ton
JuJ, 1995 2.18 ton 7.28 ton
Aug, 1995 3.63 ton 6.95 ton
Sop, 1995 3.05 ton 9.21 ton
Oct, 1995 4.32 ton 8.35 ton
Nov, 1995 2.95 ton 7.91 ton
Dec, 1995 2.92 ton 7.64 ton
Jan, 1996 3.25 ton 6.79 ton
Feb, 1996 3.95 ton 7.28 ton
TOTAES 36.42 ton 98, ~ 0 ton
TIN CANS
The City of Iowa City began drop site collection of tin cans on 3/91, with t~o locations now available (Econofoods, City
Carton). The City collects the fin cans from Econofoods and delivers them to City Carton Co. for processing. In addition,
the City began curbside collection of tin cans on 7/13/92. The tin cans are delivered to City Carton Co. for processing.
IVIONTH.*'YEAR COLLECTED CURBSIDE COLLECTED ~. DROP SITES
Mar, 1995 3.98 ton .00 tGn
Apr, 1995 3.55 ton .00 ton
May, 1995 3.70 ton .00 tan
Jun. 1995 3.43 ton .0O ton
Jul, 1995 3.07 ton .00 ton
Aug, 1995 3.14 ton .00 ton
Sep, 1995 3.tl ton .00 ton
Oct, 1995 4.36 ton .90 ton
Nov, 1995 3.98 ton .00 ion
Dec. 1995 4.17 ten .00 ton
Jan, 1998 4.42 ton .00 ton
Feb. 1996 5.04 ton .00 ton
TOTALS 45.93 ton 0.00 ton
The City started drop site co~ctlon of glass on 6/90, ~Ith three locations available (Econofoods, No. Dodge Hy Vce, CIt
Carton Co.). The Clly collects the glass and delivers it to City Carton Co. for processing. City Carton Co. Is the
~ocatlon that accepts brown and green glass In addition to clear glass. The City began curbside collection of plear ~llass o
7/15/92. The curbside clear glass la also delivered to City Carton Co. for processing.
MONTI-L,'YEAR COLLECTED CURBSIDE COLLECTED (~ DROP SITES
Mar, 1995 7.61 ton .00 ton
Apr, 1965 6.62 ton .00 ton
May, 1995 7.66 ton .00 ton
Jun, 1995 7.64 ton " .00 ton
Jul, 1995 7.01 ton .00 ton
Aug, 1995 9.27 ton .09 ton
Sep,1995 7.20 ton .00 ton
Oct, 1965 8.23 ton .00 ton
Nov, 1995 7.49 ton .00 ton
Dec, 1995 6.91 ton .00 ton
Jan, 1996 7.82 ton .00 ton
Feb, 1996 8.30 ton .00 ton
TOTALS 9'1.96 ton 0.00 ton
CARDBOARD
Beginning July 31, 1995 the City of Iov~a City recycling crov,~s began collection of cardboard at lhe curb. They ~ill ac~
corregated cardboard, cereal type boxes and cardboard egg cartons that have been fiattoned. The cardboard ~11
delivered to City Carton for processing. City Carton will be paying the City for cardboard dropped off by the curb,,
recycle trucks. The payment per Ion varies based on the market value. The cardboard collected at City Carton is
weighed so tonnages for this item are not available.
MONTH/YEAR COLLECTED CURBSIDE
Mar, 1 gg5 0.00 ton
Apr, 1995 0.00 ton
May, lgg$ 0.00 ton
Jun, 1995 0.00 ton
Jul, 1995 .09 ton
Aug, 1995 6.28 ton
Sep, 1995 6.11 ton
Oct, 1995 8.16 ton
Nov, 1995 5.60 ton
Dec, 1995 8.17 ton
Jan, 1998 3.18 ten
Feb, 1998 8.10 ton
TOTALS 46.67 ton
MONTH/YEAR PAYMENT FROM CITY CARTON
Jul, 1995 $8.10
Aug, 1995 $450.80
Sap, 1995 $244.40
Oct. 1995 $92.40
Nov, 1995 $55.60
Dec, 1995 $66.50
Jan. 1998 $78.40
Feb, 1996 $79.40
Mar, 1996
Apr, 1996
May, 1998
Jun, 1998
TOTALS $'1
FLUORESCENT TUBES
July, 1994 EPA regulations went into effect that banned fluorescent light tubes, that are generaled from businesses, fr~
landfills. Beginning July 24, t 995 the City of Iowa City Solid Waste Division set up a drop site for fluorescent lubes
h~ve been generated by City Divisions. The tubes must be dropped off in full cases arid have a label indicating where
tubes came from.
MONTH/YEAR # OF TUBES # CASES # TONS
Jul, 1995 144 6 .05 ton
Aug, 1995 28 1 .009 ton
Sop, 1995 150 5 .05 ton
Oct. 1995 121 5 .04 ton
Nov, 1995 0 0 .00 ton
Dec. 1995 0 0 .00 ton
Jan, 1998 0 0 .90 ton
Feb. 1996 206 8 .07 ten
Mar, 1996
Apr, 1996
May, 1998
Jun, 1996
.TOTALS 649 tubes 25 cases 0.22 ton
The City has been providing an automotive waste oil disposal site at the City Service Yard since 9/22/S9. Indust
Service Corp. collects the Clty's uncontaminated waste oil
MONTH/YEAR DISPOSAL SITE TONNAGES
Mar, 1995 5.$6 ton
Apr, 1995 $.36 ton
May, ]995 2.98 ton
Jun, 1995 7.76 ton
Jul, 1995 4.93 ton
Aug, 1995 4.45 ton
Sop, 1995 4.t0 ton
Oct, 1995 ¢.40 ton
Nov, 1995 4.48 ton
Dec, 1995 3.64 ton
Jan, 1996 1.60 ton
Feb, 1996 1.74 ton
TOTALS 52.33 ton
cc: Brad Neuman
Carol Casey
c:~ord \recycle.doc
Beth Hudspeth
1218 Sunset St.
Iowa City. lA 52246
Phone' 337-6568
Press-Citizen
Letters tO the Editor
P.O Box 2480
Iowa City, IA 52244
March 19. 1996
Dea~ Press-Crt~zen Editor'
I moved to Iowa City 24 years ago to attend the University of Iowa; I have stayed here because th~s is the
community m which I have w~shed to I~ve. I was asked to be the public-at-large member on the Sensitive Areas
Committee I took the volunteer job seriously Staff from the c~ty eng~neer's department were present at most
of the meetings. They added clarification when needed: their requests and concerns were addressed The
fact is they were represented and were aware of the document I commend the c~ty staff from numerous
departments that attended all Of the committee meetings They spent countless hours m gathering and
weighing information, writing, rewriting. editing, suggesting alternatives. facfi~tatmg d~scuss~ons w~thm the
committee The committee as a whole was very d~l~gent and committed: we went through an abundance of
matehal. debate and compromise to the conclusion Of a mutually satisfactory ordinance. The process was
labonous but successful.
In addition to unanimously adopting the Sensitive Areas Ordinance No 95-3699. (December 5. 1995). the
C~ty Council passed Resolution No. 95-317 m which the Council clearly states the intent of the c~ty to comply
w~th th~s ordinance It exphc~tly declares the C~ty will aggross~vely ~denbty enwronmentalJy sensitive areas.
including archaeological s~tes The c~ty committed ~tself to honoring the Sensitive Areas Ordinance
The 0rd~nance has a sectron (14-6K-1 -M) that spec~hcally addresses protecting archaeological and h~stoncal
s~tes The process outlined ~S clear. the State Archeologist reviewed ~t and agreed that ~t was adequate
Obv~ousJy. th~s process was not adhered to by the c~ty prior to beginning construction at Napoleon Park. The
recent 'm~scommun~cat~ons" being c~ted about the ~nterceptor sewer through Napoleon Park and subsequent
work stoppage would not have happened ~f the c~ty engineers had consulted the Sensitive Areas Inventory
Map, determined that there are s~tes located ~n the quarter sectran where development for the sewer line ~s to
take place and forwarded a ~te plan to the State H~stor~c Preservabon Office and to the State Archaeologist If
the engineering department states they had permit approval to the project prior to the passing of the SAO and
thus clam~ng they d~d not have to comply w~th the ordinance, ~t would be lust plato ~rresponS~ble TO claim that
an ~nfrastructure of th~s k~nd falls under the ordinance exemphons would be m~sleadmg at best and negligent
~n my m~nd. The c~ty engineers had years to notify the State Archaeologist and the State H;stonc Presen/at~on
Beth Hudspeth
Page 2
Office. given the fact this projeCt has been in the works for years and both the Mes~wak~ village s~tes and the
h~stonoal settlement s~te have long been known to exist at Napoleon Park. There ~s no rationalization or
justification that we. the taxpayers should tolerate on tills. we are paying $10.000.00/day for this mistake.
I would hate to conclude that the City of Iowa City has developed and passed such an ecologically and socially
valuable ordinance only as a political tool. it is d~sillusioning and deeply d~saP13Ointing that the City of Iowa City
is the first to have a major infraction w~th this ordinance. I1 the vanous .departments of the city can not bnng
themselves to operate within the prescribed parameters of an ordinance that they helped tO develop and
approved. an ordinance meant to protect our land for future generations, then what hope do we have of
enforcing it with private contractors, engineers and other c~tizans? I am very concerned about the ~mplicat~ons.
I hope steps w~11 be taken by the city on future projects to ab~de by this critical document
Sincerely.
Beth Hudspeth
cc Naom~ Novick. Mayor of Iowa C~ty I respectfully request that th~s be d~stnbuted to aJl C~ty Council Members
t~llU OF Lq ~::,~EU HED (OH)
Tim UNP/I P, SITY OP IOWA
To:
Johr~on County Water Nc~t - a ~plcndid time is gunrantccd for all
At~achgd is the:
fi/er for the S~
a~d we ant/cipa
W~yeve
pubUcacccss~
WorldofWater
Achin~Wateri~
hml prosnun for the Johnson County W~___*~_ Festival ~s wcU as a
rday l~O~n ~ud dmf~ o:' advertisements for other scheduled
~st 1,000 area 7th ~md 8th ~-ade~s wU1 attend tl~ Friday program,
~ over 500 people for Sauaday's event at Norlhwest Junior High.
~§'s talk by ~orge I-Iallbe~g will be broadenst Uve on local
~vision, Fdday ¢ve~in§'s :azz concert -/Jqu/d J~- Ya~/n
- will feat~u'e O~i~nnl CO~pO~it/011S ~ch ~ RIp.SIwrtln', ltelly-
' the Hog~ Blues 8ad Don~ Drink the Water, Johnny. It B Ba&t..
The Northwest Littic TMater holds 300 pe~plc, we expect an ovc~*fiow crowd.
I h~ to see all of you next week at the Water Fe~tivaL....~Briag tiao kid~! 1
~'t~ o~ 100 Oak~l~ Camp~ /~N210 ON klWa C[lyflow~ 5224.Z-$000
319,,'3;3~,4550
319 ~ 4"?4?
Ja ,J ..... L-
W~, W'a~ li'~e. rl~h.~-., But' Is ~ A I~ To ~
~.4.'59 I.~[U CF IR I'REU I'ED (GH) 1 319 ~ 4?4? P. B4
fforthwe~,: Junior High and W~st High School
present
LIQUID JAZZ
JAZZ:. IN THE WORL') OF WATER
FRIDAY, 1V~q~CH 29, t996
NORTHWEST RJNIOR HIGH
spm~olr. d by I-hwkey¢ Stat~ Bank
For the
lnhnson County Water Festival
I'~R-2.e-1996 15:00
LNIU OF IA F~EU ~ED (~H) I 319 ~ 4?4? P.85
Orgmdz~iom KG.A~ Channel 2 Weather
TtUe: Weather Fore~.astin~ and the Water Cyc'e
This p~.on will concentrate ~n the in~ract/en of wa~r ~ w~th~ fo~g ~ ~
~'q Paula B .e.~g~rom
Or~zizalton: Jo .Imam County Comerva~n Loard
We're all In ~ To~e~er.. Iamking at a Wat~sl~
I
are watemh~_a a.~.d why are they impor.t? Using a
~on ~ ~iom ~ ~o~ ~d ~e ~ ofh~ ~o~ ~ ~ world ~ us.
Or~nizatiom United'States C~olo~t~al Survey
Titl~ Mys~erte~ of Sub~,-ranean Water Movec~ent
The existence a~d mOv~mc. ut of underground w~t~ is a phenomenon that many l:~oplo ha~e
difficulty un~e~tand~g. Thia Fr~afion w~ ~ a ~~ flow ~1- w~h ~
a c~-away ~2ou og ~ ~ ~ ~ ~d~r movc~nt ~ou~ ~
dtffo~c.t ~, how -t fi~ -ows ~ wc~s ~d s~, ~d how ~ ~n~ ~
~ ~ w~r ~ S~g a ~ fig ~ ~ ~1 ~ p~ of~ ~
~ ~ S!~
~e: W~ ~ ~
~O.?m~ tion: F,n.....vi~o~u~,entai Training Center Kirkwool CommuuitT coUege
T~e~ Water Quanty ,~acl Analysis
UNN O~ IF~ PR~J ~ (1~-I) 1 319 ~ 4'74?
Presenters: Amy Roush and AZIhon Joh-~n
Agency: Johnson County Soft ~ Water Conservation Dbtrlc~
Iltle: ~oU, Water, a~d You
Wo. tersl~,ds, no~oin{,wur~ pollution, a~d wa~eT quality will bc t~ focal point of this activity
that utilizes a slid~ show pr~c~ and the 'Fmvu~c,a~'. TI~ Enviro6c_ ..~i~ will demonstrate
the eetmeciion between soil eelion and wator query a~d link practic~ avs;hble to aahcc
enxtion a~l e.l,~nce water quality.
Pr~mt~r: Gone Mobling
Ag~mcy: Johnson Cqunty F. zm~sion Service
Title: Ground Watei' Flow Model
This premmaxion will demonzirat~ th~ Marionship between suxfa~ and'groun~i water and how
pollutants can raako tho!r way into the water supply. The model will ~how how grounclwat~r ea~
la:com~ goatsreinstall tllmugh in~lwaion and p~r~lation of 8m/'zz wator. Th~ sic/sion will wrap
up with visit to a drill!ug rig out/bors.
In fhts activity, you will learn about tho water cycle, how ~nking wat~ can be~me
contaa/uatod a~d how watcx is ~ted for commiaslion. Wate~ will be filtered and using a
microscope, you will examine to ~ if contamination exists in a filtered water sample.
Agency: Iowa Detm,~anent of Natural Resouree~Geololgeal Survey Bureau
Title: Water We H_~_Ve Her~
By rnea~urin§ the physical/chemical features of wa:er, you can bocom~ awa~ of how soil
hodrock affect the ~ quality of w~*er and how wazer quality is an%ted by human activitl~.
Pailicipan~ will b~ gi.vcll all tmknowll w~ sam?]~ tO identify. Using s~lect water
participants will identify the possible sources bas< on the multi of the
Prig. Ill. rs: Mike LidShint and Rob Cook
Or~ ~{~tfon: KClt(~ TV
Tftle: Water and the Weather
How arc water and w.eahcr related7 Loam from fie experts through o~p~im~nts and oa-ltm~ net-
~ ~e d~c ~e~on ~ ~sc ~ w~ ~ ~plo~
~ve N~ W~er br~dc~t.
Sheat1
2
3
4
5
7
.. 1_0.
12
EC-COGS
· Ma~k Twa~ Nat't Wildills Refu_l~_
lo'~a CRy Water Division
iowa C~ Water DMston
Iowa C~ty Wate~ Division
Dump No Wa~e To Stmerns
Restoring F3ood~aH Values fo~Wild~[fe "-
Only Water Conciseeuers May Participate
Martins Johntz
Sue and Tim Jull
Ed Moreno
Karen Sheldon
Leon SohOstar
Kevin Slulta
Dave Elias
Lynn Alex
Robin Bu§er,
Scoff Ford
.Tim Thompson
Camman Water Leaks In the Home
A glimpse trite the Depths of Wa~r Disb'lbul~n
Iowa C~ Water Division
Iowa City Wastewater DMelo~
Iowa Sts~e Amhsolog~
Altamark, as
Army C9. rp of E._ng._ _Ir~..? ......
_Dept o~ Natural Reaourc~s
The Miracle of Water Treatment
Ws~er, Be{ore and Af~ar
Archetogy and Wa~r In iowa
.See Wha~ Ha[3psns to ~0.ur RscyclHl~..
Cool Hand Luke
..... ~V~-r~ -a~ ~ate r F(~vl .......
Dept of _Natu~ Rssoum.,es __ We.lp r Safe~y Joe Wilkinson-
' 13 Unlvsrsily Hygienic ~boratorf -- ' Mlomsceplc Organisms and biological mo~lorlr~_ UHL Staff
I~..[.~ Mo[~a~ and
Water
-"14
~8 ECOLOTREE
UI DepL of ~.h)~lcs and ...Ast~on__o~n_.,v___ Manitofin Watershed
.....
S~de~f Nur~
Pla~aP__~lar .
FI~Hde !n t~ Wa~t
Ost~d~
....... Wo~, Wo~ a~ Wa~er
S~ne~ Water
Lou LIcht end Slm
~ .U.! Colle~ of Dentistry
20 UI Museum o~ Nel.und Hlsto~_
21 Naltonal Soll Tllfh Laborsial7
, 22 Howard R. Greene
Des Moines WMer Works
cora~l[le Water ~ep.ar~n..s~.i~ ', .
Comlvi~e Re-Leaf/Tress Forever
Dine Arelies
Pem~n F
z X
Jullson X
X X
lr X
X
~ Staff X X
X X
JaneIls Rettl~ X X
............x..x.
n X
~ Or. C~an~s New~w~e X X
Ieal{h? X X
Simone Grace X x
and Staff X
X
X
ler X
~ X
X
David ~
..........
.He._~lg a Mahsw
Dr. Anlo~ Kruger
26 Iowa institute of Hydraulic Research
27 Environmental AdVocates
28 Iza~l[ Walton
"29 UI Dep~of G.e_c~__o~
30 Ui DF.p{ at Geolo~
31 Women In Science and Enginea~ng "' Disaired Oxygen ~nd Water
32 No~J~weel Jr. H~gh Eco~y Clu~ .~. Home Waist Sampling
33 Iowa ~ Convanl~nand Vlsiors Bureau 160¥earsof b:~e'a's Water
Ronna Glesgow
just a display
Page
LHIV OF IR--PREU FED (G'"I) ! 319 335 4;74'7 P.E~
JOHNSON COUNTY WATER FEST
Saturday, March 30
10:00 AM. 2:00 PM
Northwest Junior High
Comlvill~
Tulip and Friends
Vafie~/, Ventyiloquism, Magic ~ Envlronroental Storytelling
I Shows at 10:33 and 1:00
t
Tim Barre~l, Associate Resear=h Professor
I UI Center for-he Book
"Water Quality and 15th Century Italian Hand Papem~aking"
11:0C
Ongoing Activities
10:00 AM - 2:00 PM
Exhibit Hall with more than 20 hands-on activities.
'Driplal Pursuit" hosted by The Captain and Anthony from KCJJ Radio.
Local elected bfficials answer questions about water Issues.
Northwest Junior High Orchestra Groups.
Puppet shows,.
Have Your Water Testedl Bring a sample from home,
TOTRL P. ~
To= IO~ CI~ CLERI(
From jo ho~art¥ ~-1~§ 8:30~ p. 2 oF Z
BOARD OF SUPERVISORS
March 19, 1996
INFORMAL MEETING
Agenda
Call to order 9:00 a.m.
Review of formal m~nutes of March 14tlt
3. Business ~om the County Engineer.
a) Discussion re: right-of-way negotiations for various Johnson County
projects.
b) Discussion re: 28E Agreement with University of Iowa Office of the
State Archaeologist for Enhancement Project STP-E-52(41) (Sand Road
Hehtage ProjecO.
c) Other
Business fi'om Chad Sands, Assistant Planner for East Central Iowa
Council of Governments re: FY 97-99 Region 10 Transportation
Improvement Program/discussion.
Business from the Board of Supervisors.
a) Reports
b) Other
6. Discussion from the public.
7. Recess.
FORMAL MEETING TO FOLLOW
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 5~24~-1350 TEL: (319) 356-6000
FAX: (319) 356-6086
Ilqq
To: IO~ CI~ CLOg
From= jo hogarty 3-~ 9=B%a~ p. 2 oF 3
Johnon
Don Sohr, Chairperson
Joo Bolkcom
Charlos D. Duffy
Sk~ph~n P. Lacina
Sally Stutsman
BOARD OF SUPERVISORS
March 19, 1996
FOl~VIAL MEETING
Agenda
Call to order following the informal meefing~
2. Action re: claims
3. Action re: formal minutes of March 14th.
4. Action re: payroll authorizations
5. Business from the County Engineer.
a) Action re: approve right-of-way contract with Mm'k and Kathryn
Rotn'et for $1,480.30 for Johnson County Project 8TP-S-52(31) (IWV
Grading) and authorize Chairperson to sign contract.
b) Action re: authorize Chairperson to sign 28E Agreement with
University of Iowa Office of the State Archaeologist for Enhancement
Project 8TP-E-52(41) (Sand Road Heritage Project).
c) Other
6. Business from the County Auditor.
a) Action re: permits
b) Action re: reports
[ ~ 1. Clerk's February monthly report.
c) Other
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 52244-1350 TEL: (319) 356.6000 FAX: (319) 356-6086
To; I0~ (;~TY CLERK
3-18-9§ 9.'82~m p. 3 o~ ~
Agenda 3-19-96
Page 2
7. Business f~om the Zonh~g Administrator.
a) Final consideration of application Z9601 of Bernard Huber.
b) Final consideration of application Z9602 of William Zbanek, Sr. and Jr.
Final consideration of application Z9604 of Emil and Ruth Ludvicek.
d) Motion setting public heating.
Other
8. Business from the County A~orney.
a) Discussion/action re: recommendation to appeal trial court decision in
State ex rel Palmer vs. Linn and Johnson County (legal settlement case).
b) Report re: other items.
9. Business from the Board of Supervisorso
a) Other
10. Adjourn to informal meeting.
a)
b)
c)
~ d)
Inquiries and reports from the pubhc.
Reports and inquiries from the members of the Board of Supervisors.
Report ~om the County Attorney.
1}1. Adjournment.
· .c ~ Y,}COM
. E ' EJ:~')RIST
... ,J.,.!A 52245.2~]05
Flush it. Dump it. Pour it down the
drain. What happens to all that "stuff"
:. known as wastewater?
. Wastewater treatment is a service
· ' taken for granted by the ganeml public,
and few realize the complexity of the
operation, the usefulness of i~s by-
products and the relative bargain of this
service. Despite their complexity,
wastewater treatment planus are de-
signed for two basic purposes - to
speed up the natural purification
processes that occur in rivers, lakes and
streams and reduce pollutants that may
:~-~ interfere with th~se processes. Design-
'.,'~ing treatment plants to do these things is
a science constantly developing to
' { provide efficient treatment at the lowest
? cost. However, the goal remains the
,::~ same -- to produce a stream of water that
'~ is safe to return to the environment.
":-~,HISTORY
,:; Treatment planus as we know them
(.~ ' are a fairly recent development. The
;'i science of bacteriology was not devel-
..;~oped until the last half of the nineteenth
century. The Bible may record the first
law mandating separation and land
application &human wastes. Sewers
constructed in Roman times until the
1840s were principally for storm
drainage only. Human waste was not
specifically directed to the sewers of
London until 1815, Boston until 1833,
and Paris until 1880.
Treatment facilities constructed
from 1900 to 1930 were built primarily
to remove suspended solids and oxygsn-
demanding pollutants. From 1930 to
1960, emphasis was on reducing the
toxic pollutants and controlhug the
release of disease-causing bacteria and
viruses. Since 1960, additional empha-
sis has been on protecting the receiving
stream from pollutants such as ammonia
nitrogen, which is toxic to fish and other
aquatic life. ^dequately controlling
residual sludges generated from the
treatment process and recycling these
solids for beneficial use has been more
recent.
Tile degree oftraatmcnt required
for each community depends on the
waste quantity and uses of the receiving
stream. Larger streams can handle
higher pollutant loads without adverse
eavimnmental effects. Small streams
geaeraIly handle less. The federal Clean
Water Act of 1972 set minimum
treatment standards for all plants, and a
goal offishable and swimrouble streams
throughout the United States. At many
locations, the Iowa DNR requires more
advanced treatment than the federal
minimum to protect streams for specific
uses. Therefore a treatment plant must
have adequate capacity to handle the
volume of water, microorganisms to
convert the organic pollutants in the
water. to a solid biomass, and settling or
strsmm§ processes to remove waste
solids and microorganisms.
Wastewater is 99.9 percent water by
weight. Hence, the name "wastewater."
The size of treatment plants is often an
issue of wastewater volume. Only a
small fraction of the untrcated wastewa-
ter is solid matter. The treatment
challenge is removing that small
objectionable fraction quickly before the
treated water is discharged into the
receiving stream.
Many cities have sewer collection
systems allowing the wastewater to flow
by gravity to a treatment plant. Munici-
palities are required by law to pmparly
treat all polluted waters and all wastewa-
ter treatment plants are limited in the
amount of flow that can be accommo-
dated. A tight collection system will
produce average flows of less than 100
gallons per person per day.
A wastewater treatment plant
typically consists of several process
units designed to remove different
pollutants. The various umts have
specific tasks, with an overall objective
of removing at least 85 percent of the
oxygsn-demanding pollutants and
suspended solids. To a certain extent,
all receiving streams have an ability to
handle limited polluranus naturally, and
for this reason, it is not necessa~ to
remove 100 percent of the organic
wastes from the water.
The primary measurement made is
BOD -- biochemical oxygen demand.
":' ECEIVED 2 0 /998
to
by
This ~s not a pollutant, but rather an
~ndmat~on of the amount of oxygen in
the water necessary for decomposition
of organic wastes. The greater the
BOD, the greater the degree of polfu-
Iron. If it is not reduced by the treatment
plant, the oxygen-demanding pollutants
may deplete the oxygen in the receiving
stream, killing fish and the aquatic life
they feed on. Fish and other aquatic life
need an adequate supply of dissolved
oxygen to survive.
Suspended solids may also contain
many BOD pollutants, aria are reduced
to not only meet BOD requirementa, but
also for reasons of aesthetics and public
health
TREATMENT PROCESSES
Most treatment plants include the
same basra processes -- preliminary
~reatmem, primary treatment, biological
oxtdation und final clarification. The
sohds generated from the treatment
processes are concentrated into a sludge.
]'Ills sludge ~s further treated or stabi-
hzed so it can be disposed of or used as
a soil conditioner without posing any
health problems.
Preliminary treatment includes
the physical removal of large debris that
has found its way into the collection
system -- sand, bricks, rags and wood.
This stage normally includes screening
facilities and grit removal The screens
have steel barn with spacings of about
one inch. The grit ramoval equipment
removes sand and small stones. Grit
removal tanks are designed to slow the
water just enough to let the heavy sand
and gravel drop to the bottom. Some
grit ramoval systems spin the wastewa-
ter as it moves through the tank; the
cyclonic effect helping separate the grit
from the wastewater.
These two units remove the large
material that tends to plug pipes, clog
pumps, cause wear on equipment or
collect in later treatment. The grit and
debris is collected, lime-stabilized to
reduce odor and bacteria. and hauled to
a sanitary landfill.
In prlmary settfing the wastewater
Out of site out of mind.
Few of us realize the
processes our wastewater
must go through before it
can be returned to tile
environment.
goes to clafifiem -- typically, circular
tanks eiglit feet deep. These settling
tanks provide a period of several hours
to allow most suspended solids to settle
to the bottom. This mass of settled
solids is called raw sludge. Up to 60
percent of the solids and more than 30
percent of the BUD pollutants are
removed by the primary clarifiers A
mechanical scraper at the bottom of the
tank collects the settled sludge, and
surface skimmere collect any rising oil
and grease. The wastewater is collected
near the top of the tank and directed to
the next process.
The wastewater is subjected to
btologleal oxidation in the next
treatment stage by a sepamto unu
containing microorganisms, including
protozoa, fungi. algae, and a wtde
variety of bacteria, numbering in the
millions. B~ologieal oxidation speeds up
the natural decay of the wastes. It is the
heart of the treatment plant.
With the solids removed in the
previous stages, most of the pollutants m
the wastewater, at this point, are
3
dissolved. In the biological oxidation
stage, treatmeal units provide an oxygen-
rich environment allowing the microorgan-
isms to nse tire organic pollutants as food.
When the process is completed, the
microorganisms am removed from the
wastewater by settling or straining.
The most common units used for
biological oxidation are trickling filters or
activated sludge tanks. In trickling filter
plants, tbe microorganisms attach them-
selves as a slime to the surface of corm-
gaged pinsue. When the wastewater is
trickled over the corrugated plastic, the
attached microorganisms feed on the
pollutants as they drip and trickla past.
Some older treatment plants use rock as a
media, but modem trickling filter towers
use corrugated plastic about 20 feet deep.
lite mr spaces in the corrugated plastic
give the microorganisms access to the
oxygen they need.
In activated sludge facilities, the
microorganisms are suspended in a tank
filled with wastewater by mixing equip-
ment and/or air pumped into the wastewa-
ter. The microorganisms are usually
mixed in tbis oxygen-rich solution for 4 to
12 hours. Activated sludge process
technology has been used for many years.
Final Clarification - At first glance
the final clafifiers look the same as
prunary settling tanks, but they am
typically deeper and larger. Their main
function is to capture the microorganisms
leaving the biological oxidation units. As
m the primary tanks, these units still the
water to provide settling and separation.
Once the microorganisms are collected at
the bottom of the tank, the sludge solids,
which are mostly microorganisms, are sent
back to the activated sludge tank to
continue their.lob or diverted to a sludge
digest ~on umt if they are no longer needed.
The wastewater is clear at this point and is
collected near the top of the tank. The
wastewater is now either discharged to the
receiving stream or gets disinfected.
Disinfection - Disinfection eliminates
disease-causing bacteria and viruses
remaining in the wastewater. The need to
provide disinfection depends on the uses
of tire receiving water. Treated wastewater
discharged into a stream used for
swimming, water skiing or other water
contact recreation must be disinfected.
Disinfection is typically done by
mixing in small doses of chlorine. The
chlorine destroys moat of the remaining
bacteria and viruses contained in the
wastewater. Another type ofdisinfec-
tion uses ultraviolet OJV) light. UV
light does not kill the bacteria, but it
eliminates the threat of disease in the
wastewater by making the bacteria or
viras unable to reproduce. It employs
tubes with UV lamps located in the flow
path of the wastewater. Both types of
disinfection are effective. Chlorine
disinfection has been used routinely
since 1911 whereas UV disinfection
technology is more recent.
Sludge Digestion - The wastewater
sludge solids collected from the settling
tanks mast be further treated or "di-
gested" prior to disposal to reduce odors
and the potential for disease. Two types
of digestion tanks are employed -- one
us~ oxygen, one does not. With
adequate temperature, either digestion
process can be used to significantly
reduce the disease-musing bacteria in
the wastewater sludge. Both are
biological processes using concentrated
sludge as a source of food for microor-
ganisms.
Concrete pads and tanks, glass lined
steel tanks, or earthen basins designed to
protect the groundwater are used to store
the resulting "biosolids" prior to
disposal. Most communities in Iowa
apply their biosolids (digested sludge) to
farm land es a fertilizer.
ADDITIONAL TREATMENT
PROCESSES
There are numerous other types of
treatment processes and combinations of
the above -- sand filters, stabilization
lagoons and aerated lagoons - all of
which employ physical processes to
remove solids from the wastewater such
as settling or filtering in addition to the
biological oxidation. Lagoons are the
most common approach used by small
communities in the Midwest. They
differ from the previously described
Despite
plants ed for
to
esses
that
and
that
the
mechanical t:
plishing all t
ponds, and
means
settling.
lagoons
water:
' accom-
.or three
)lids after
?use, the
le waste-
While fi
plants has
technology,
residue has
way weeds c
remain only
waste - air,
and new
e of the
lutants
the same
flowers.
will
of
If we
the air or on have a
stake
turned into r, children
and gmndch
Terry Kirschehman is an environmental
engineer for the departmentg wastewa.
tar section ~tt Des Moines.
City of Iowa City
MEMORANDUM
Date:
March 22, 1996
To:
From:
Re:
City Council
Dale Helling, Assistant City Manager
Wastewater Project Delay
As you know, we are back on track with the wastewater project through Napoleon Park. I have
attached copies of correspondence which spell out the conditions under which we have been
permitted to proceed. The Corps of Engineers has essentially adopted the plan set out by Dr.
John Hotopp, Vice-President of Louis Berger and Associates, Inc., the City's archaeological
consultant who will be conducting the Phase I Archaeological Survey within the entire corridor
of the project. This survey, plus the requirement that we have an archaeologist on site during
excavation and respond accordingly if anything of significance is found, are the two primary
conditions for resumption of the project. The Phase 1 survey will increase the cost of the project.
That amount has not yet been finalized. However, it was necessary to hire the Berger firm
immediately in order to get the project running again.
We do not anticipate any major difficulties in complying with the conditions set forth and, barring
the discovery of anything of major archaeological significance, we hope to encounter no further
delays in construction.
Governor Branstad and several of his staff wore very helpful and we believe it could have taken
much longer to gain permission to resume construction had we not had the Governor's
assistance.
Now that we are back under construction, we will continue to attempt to sort out the
circumstances giving rise to this problem in the interest of avoiding a recurrence. We expect to
be dealing with similar issues in conjunction with the water plant and facilities project.
Operations
DEPARTMENT OF THE ARMY
ROCK ISLAND DISTRICT, CORPS OF ENGINEERS
CLOCK TOWER BUILDING -- P.O. BOX 2004
ROCK ISLAND. ILLINOIS 61204-2004
Division
March 20, 1996
SUBJECT: CENCR-OD-S-307970
Mr. Stephen J. Arkins
City Manager
410 East Washington Street
Iowa City, Iowa 52240-1826
Dear Mr. Arkins:
Based on additional information provided concerning your
project site in Sections 15 and 22, Township 79 North,
Range 6 West, Iowa City, Johnson County, Iowa, it is our
opinion that work may resume between your project Station
155 and the northern terminus of this project provided you
adhere to the conditions outlined in the enclosed State
Historical Society of Iowa letter dated March 20, 1996, and
the enclosed work outline dated March 20, 1996, provided by
Dr. Hotopp.
You were notified this afternoon by a representative of
this office that work at this project site may resume under
the above conditions.
Should you have any questions concerning the National
Historic Preservation Act requirements, please contact
Mr. Ronald Pulcher of our Environmental Branch at
309/794-5384. Questions concerning your permits should
be directed to our Regulatory Branch by letter or telephone
Mr. Gene Walsh at 309/794-5674.
Sincerely,
Operations Division
Enclosures
1~-1996 12:~ CP B[]~ 1515~ p.~
State Historical Sodety of Iowa
'; ~'"~ The Historical Division of the Department of Cultural Affairs
March 20, 1996
In reply refer to:
R&C#: 960352074
Dudley M. Hanson, P. E.
Chief, Plan~g Division
Rock Island District Corps of Engineers
Clock Towem Building
P.O. Box 2004
Rock Island, IL 61204-2004
COE - JOHNSON COUNTY - CITYOF IOWA CITY - SEWAGE
IMPROVEMENTS - CENCR-0D~S-307970
Dear Mr. Hanson,
Based on the information discussed at the March 19, 1996, meeting
and the provided docume=tation of the abasements reached during
that meeting from both yo~roffice ~nd Louis Berger & Associates,
Inc.; we concur with Dr. Hotopp's proposal for the investigation
of historic properties for this project. Also, we concur that
work may resume "immediately from SLation 155 north to the
northern terminus 0f~th6project." We understand that '
archaeological monitoring of tha' construction activities in this
location will occur. If additional cultural resources are found
durin9 these construction activities, construction activities
must cease until the cultural resources have been appropriately
evaluated. Upon completion of the evaluation of any maLerim/s
located north of Station 155, the principal investigators will
notify the construeLion company to proceed with their activities.
No further construction activities should occur in portions of
the project area to the south of Napoleon Park which have not
been previo%lsly disturbed by this project. Please keep us
regularly appraised of the situation ~nd do not hesitate to
contact our office if our assistance is required.
As was agreed upon, we will review the forthcoming partial report
on the mitigation of tillrural resources within the Dreviously
disturbed portions of thepr0Ject area. We also look for-ward to
receiving the Phase I Archaeological report of the remaining
poztion of the project area which has not been previously
disturbed by construction activities.
(I
402 Iowa Avenue
Iowa City, Iowa 52240-1806
{319) 335-3916
/~ 600 E. Locust
Des Moines, Iowa 50319-0290
{515) 281.6412
Moutauk
Box 372
Clermont, Iowa 52135-0372
(319)
Should you have a~y further guestions, please contact me at (515)
281-4358.
Sincerely,
Douglas W. Jon~s
Archaeologist
Commu/~ity Programs Bureau
CO:
Ron Pulcher, Archeologist, E/lvirnomental Analysis Branch COE
James Blancbar, Chief, Operations Division COE
Dr. John ~otopp, vice-President, Louis Berger &
Associates, Inc.
Stephen Arkins, City Manager, city of Iowa city
LOUIS BERGER ASSOCIATES, INC.
' 950 5Oth Street · Marion, Iowa 52302-3853
Phone: (319) 373-3043[4)
1Facsimile: (319) 373-3045
The Cultural Resource Group
Archaeology - Historic Archit~x:tufo
Historic $tudi~s ' Stereo Photog~ammetry
HABSIHAER Photogyaphy
March 2,0, 1996
Mr. Ron Pulcher
Archaeologist
Envimnmcutal Analysis Branch
U.S. Army Corps of En~necrs
Clock Tower Building
P.O. Box 2004
l~oek ldand, Illinois 61204-2004
r~: Wastewater Treatment and Collection Facility Inkt~ovements, City of Iowa City, Iowa
Dear Mr. Palchef:
Thank you for meeting with all of us on-sire yesterday, Ma~ch 19, 1996, to zesolve the
outstandLKg cultural xesource issues regaxding the project. Thts letter report. presents the
proposed strategy for completion of the ~emaix~uag archaeological work on the project w~1o
coonlinadng the effort with the ongoing construction of the interceptor line.
Archaeological investigafiom will c,~mmellce on March 20, 1996 raider the direction of Co-
Principal Investigators Derrick $. Marcucct and Susan C-ado both of whom meet 36 CFR 61
crkexta. Initial fieldwork will foc~ on the southern posen of the curt-eat construction
excavation ax-ea fxom approximately 8tation 15:5 south, ~ing to the pu~ location
of the town of Napoleon (13JH250). Geomorphologteal tnvealg~ons will commence coneritrea
witIx the archaeology. The geomorphological re,seitch will provide bareline data regarding
terrace formation and assess the potential for intact axchaeological deposits within the area of
impact. Mr. ~eff Annorson will condact the geomorpMc assessment ann work with the I'rineipal
InYe,stigator~ tlm:mghout the fieldwonk effort.
Ba~ed on o~ reseamh to date, and an on the ground assessment, the a~ea north of station 155
appeax~ to have very lhnited archagological potential and we would recommend that consu~cgon
work be allowed to commence immediately from station 155 ~1ol'th to the nor, hem t~rminus of
the project. We have reviewed the situation with the excavation conta'actor and the inspcctors
for the City. We will be monitoring as necessary and will evaluate any materials uncovered
during construction in the unlikely event that this should be required in this portion of the
pxojcct. Results of th8 monitoring effort will be included in the interim report.
Fieldwork from Station 155 south will consist of hand excavation, machine stripping and/or
trenching. All identificd features will be mapped and tested, and If they appeax to meet the
criteria for eligibility for the National Register of Htstorie Place~, sufficient dam will be
z~trieved to characterize tim foalrite. All ficld cfforl~ will comply with all applicable sate and
federal regulations.
· ~RR--20--~$ HED 09;46 tH-I LOU~$ I~EiRGER&R$SOCIiRTE$ .~ ;~?.l~ ~50~,5 P.O.~
Mr. RoR PLLIcher
Page
If l~rnan remains arc encountered during fieldwork, the Office of State ~1ogi~ ~ be
~n~ ~ a~rd~ wi~ Chapt~ 263B of ~e Io~ ~c ~d OSA P~. a ~ a
of ~e proJ~ ~ cl~cd from ~ ~1ogi~ ~dvc, wc w~ a~ ~n~ct you to ad~se
you of l~e r~u of ~e ~1ogi~ t~ ~d ~e r~o~enda~om ~g
~on.
The Off'me of State Archaeologist has been contracted to prepare a report on their work
Illeluding backgr0tuld research, field cffol~, a.mt alfifaot analySiS. Thi~ xcpoxt is cxtxxY, cd on
Monday March 2.5. Background research by LI3A gaff was initiated on lVlamh 18. Thls work
is ~y on hold pending r~t of the Office of State ~chaeologist'~ matcrlals, A d~taJlcd
~o~ of background rese~mh will be Included hi the repo~ of th~ eKcavat[ons.
At the conclusion of fieldwork in the Napoleon lark area, an interim report will be lXelYared
describing the results of the background research, field work and geomorpklc studies. Following
completion of the artifact analysis, a final report xvil! be prepared.
A Phase I archaeological arvey will be conducted along file projec~ corridor beginning at tile
erosstag of Sand Road and terminating at thc rgyallgra ~ce~t~e~ plant. The Pb. at~ I ficklwork
will follow C~//nes for Reporting of ArcJmgologlcol h'urveys endorsed by the Associalion of
Iowa ./~chaeologtsts tn 1987. Resulls of ~ illV~alioll will '~e inP4ally lyre~elltefl in a
separate document aud included in the final I~IL
C. oordk~toa wltlx ~o $iat~ Historic Pr~ex~atton Offt~ and Rock Islanfl Corps of tMg~
will be maintained throughout the duratto~ of ~e project.
Please feel free to contact me should you requkc any modifications to ~ above proposed level
of effort or if you have questions. Thank you again for your timely as.sistanee with tiffs ~pect
of the project.
Sincerely you~,
LOUIS BF~GER & _AS?~21ATES, INC.
o!
vice President
lA~:lg
Chuck I. Schmadeke
Doug Jones
Mike Knott
March 21, 1996
CITY OF I0 WA CITY
The Honorable Terry Branstad
Governor
State Capitol
Des Moines, IA 50319
Dear Governor Branstad:
You will recall that on Thursday, March 14, 1996, the City of Iowa City received a call from the Rock Island
office of the Corps of Engineers directing the City to cease all activity on a $13,000,000 locally funded
interceptor sewer project. The contract for the project was awarded dudng December 1995 and construction
work began on or about March 1, 1996. The construction activity in progress was excavation with earth
scrappers and monitoring of the excavation by the Office of the State Archeologist. The construction work is
located within an area that may be of historical significance. The site is not included in the National Register
of Historic Places even though the site has been surveyed and reports developed by the Office of the State
Archeologist since 1978. The City received all necessary permits pdor to construction.
Since shutdown of construction activities on March 14, 1996, the City has held several meetings with the
vadous federal and state agencies responsible for historic preservation.
You and your staff played a critical role in resolving the differing interests of the various agencies, bringing
archaeologists together on site to observe actual field conditions and allowing the contractor to again begin
construction activities.
The City is grateful for your support and that of your staff for the time and effort you expended on resolving
this problem which was costing the City an estimated $10,000 per day in "down time." Eric Woolson was very
sensitive to our concerns and was available at any time to visit with our City staff, even during the weekend
of March 16th. Robert Rafferty and William Jackson also lended their support and encouragement. We are
convinced that this problem would not have proceeded as quickly to its logical resolution were it not for your
involvement.
We very much appreciate your assistance.
Sincerely yours,
Naomi J. Novick
Mayor
Icc: City Council"'/"
City Manager
410 EAST WASHINOTON STREET · IOWA CITY, IOWA $2340.1E26 · {319) 356-3000 · FAX I319) }$6-$009
March 21, 1996
CITY OF I0 WA CITY
Dorothy Paul
Iowa Division UNA
20 E. Market St.
Iowa City, IA 52245-1728
Dear Dorothy:
I am enclosing some information on Iowa City's actions in the areas of concern to the recent
Town Meeting attendees. I have not gone into a discussion of the Human Rights Ordinance
in relation to the issues, because I assume that you are familiar with the local ordinance.
However, I will enclose a copy of this ordinance for those of your group who may want to
read it. I plan to ask City Council Members on March 25 if they want to discuss these issues
and consider an endorsement of the principles. They can then set a date for discussion, and
the staff can draft a resolution before that date. The Council did receive a copy of your
resolution on March 1, and they will receive a copy of my correspondence to you this week.
If you have any questions, please call me. I'll call you and let you know if and when the
Council has scheduled discussion of these areas of concern to your group. We usually meet
every two weeks.
Sincerely yours,
Naomi J. Novick
Mayor
cc: City Councils/
City Attorney
Enc.
410 EAST WASHINOTON STEEETe IOWA CITY, IOWA $2~40.1826 · (319) $:I6-S0000 FAX (319) 3S6-5009
TOWN MEETING ISSUES
Environmental and Corporate Accountability
Iowa City does not have signed agreements with corporations which require disclosure of
materials to the neighborhood associations. We do encourage a new corporation to meet with
neighbors who have concerns. We do not enforce the regulations of EPA, DNR, OSHA, etc.
This is done at the state or national level, rather than local. We do have special contracts for
solid waste or liquid waste disposal of unusual waste products which may require special
treatment or special handling. The City owns and operates the wastewater plant and the
sanitary landfill. We do charge higher fees for those waste products which need special
handling or treatment.
We do review applications for state funds (CEBA) that encourage economic development.
These usually require a local match and a local public hearing. We have, on occasion, asked
about environmental issues. For example, we would want assurance that a large paper user
was recycling as much as possible. We also have tipping fees at the City-owned landfill that
are high enough to encourage corporations to recycle when possible.
A Council-appointed local citizens committee is working on criteria for industrial development
which may request financial help from the City. The committee recommendations will be
evaluated and adopted by the City Council sometime this year.
Violence Against Women
This resolution seems to assume that community plans to address this issue do not exist. Of
course we know this is not true. The local police, sheriff, Department of Human Services,
several United Way agencies, and the schools are all dealing with domestic violence issues
and education on these issues. Though the Domestic Violence Act offers protection to only
some female victims, our City believes that all victims of violence are to be well treated and
protected. We also try to arrest offenders, and the County Attorney does try offenders. The
private organizations that deal with these problems also are given local government funds.
They are helping people who live beyond the Johnson County limits as well as local residents.
Women and Economic Disparity
Iowa City does prevent economic disparity for City employees. We have done a "comparable
worth" analysis for all City jobs, and employees are paid comparable wages for comparable
work. We do not contribute to child care but we have put some City funds into the local
Adult Day Program. As far as the future is concerned, the City budget is so tightly controlled
that I am not optimistic about funding child care. We may consider a local sales tax and then
discuss increased services if it was approved bV the voters. You may want to contact the
state-appointed Iowa Commission on the Status of Women for more information on state
policies and actions on these issues. I recently read about possible increases in State funds
for child care for low income families. The City did support the Iowa Constitutional
amendment to add "women" to the Constitution.
2
Educa~on and Gender Identity
I don't know much about these specifics. I would say that tile school district and School
Board would be the place to state your concerns. The local Human Rights Ordinance does
deal with education discrimination.
Reproductive Health Issuee
Iowa City had some rules about picketing and protecting public access a few years ago when
there were "Pro-life" demonstrations at Emma Goldman Clinic. We also have supported AIDS
education and anti-discrimination policies, finances and programs. The "strategic objectives
of the Platform for Action" should probably be listed for the City Council Members if you want
us to discuss them.
mgfitownmtg. is~
City of Iowa City
MEMORANDUM
Date:
March 18, 1996
To:
From:
Re:
The Honorable Mayor Naomi J. Novick and Members of the City Council
All Department and Division Heads
City Manager
Assistant City Manager
City Clerk
Airport Commission
Linda Newman Woito, City Attorney
Staffing Update: Good News and Bad News
As you know, Eleanor Dilkes became an official "Assistant City Attorney I" on Monday, March
18, 1996, when she started work in the City Attorney's Office. As mentioned to you earlier,
we will have a "welcome to spring and to Eleanor" open house in April of this year.
The bad news is that my First Assistant City Attorney, Anne Burnside, will be leaving City
employment approximately June 1, 1996. Anne informs me that she will be foregoing the
practice of law for now, and I certainly respect her personal and professional wishes. In my
efforts to respect Anne's wishes, we will not be having any formal farewell party for Anne,
but 1 am sure you will all want to tell Anne how much she will be missed, and how much her
being a City team member will be missed.
cc: Sylvia Mejia, Personnel Coordinator
Johnson Count-
Don $ehr, ChakpoT~on
Joe Bo]k~om
Charles D. Duffy
Stephen P. Lacina
Sally Sluman
BOARD OF SUPERVISORS
March 26, 1996
IN~O~ MEETING
Agenda
_c~_,E£ .c? ,-,,:
1. Call to order 9:00 a.m.
Review of the fomal mi,nut~s of March 5th and March 19th.
Business f~om the County Engineer.
a) Discussion re:
b) Discussion re:
Discussion re:
d) Discussion re:
e) Discussion re:
f) Discussion re:
projects.
g) Discussion re: se~
2 and L-D-l 3-3.
h) Other
4. Business from the CounV
FY 97 budget.
FiverYear Construction Program.
Johnson County Dust Alleviation Program.
calcium chloride roads expenmental program .
I
oil c,9ntract for Johnson County roads.
right-of-way negotiations for various Johnson County
~g date [or letting Johnson County projects L-U-35~
Afid~tor.
a) Discussion re:
of FY 96.
b) Discussion re:
Discussion re:
d) Other
resolution appropriating amounts for the fourth quarter
resolution amending the FY 96 budget.
resolutton changnag departmental appropriations.
913 ,SOUTH DUBUQUE ST. P.O. BOX 1350 IO~/A CITY, IOWA 52244-1350 TEL: (319) 356-6000
To: ~O',,;A C~T¥ CL£R~
From: jo hoger~.'V 3-25~§ B~4O~,; p. 3 o; 3
Agenda 3-26-96
Pnge 2
5. Business from the County Attorney.
a) Discussion re: amendment to Williams Pipe Line Company easement
on county property in Union Township.
b) Other
6. Business from the Board of Supervisors.
a) Discussion re: County Engineer position.
b) Reports
b) Other
Discussion from the public.
R~ess.
IOWA CITY PARK
AND RECREATION DEPARTMENT
March 25, 1996
TO:
FROM:
Local News Media
Terry Trueblood
Director of Parks
NewsRelease Phone:356-5100
FAX: 356-5487
& Recreation
The Iowa City Parks and
announce that Terry Robinson,
the Iowa Urban and Community Forestry
outstanding professional
Recreation Department is pleased to
City Forester, has been selected by
Council as the 1995
of the year for urban forestry in Iowao
This award is due to his "long-term commitment to tree planting and
maintenance that will offer multiple benefits to present and future
citizens."
His award will be
A. Farris at a special
presented to him by State Forester William
luncheon in Des Moines on April 9th.
City of iowa City
MEMORANDUM ---
Date:
March 26, 1996
To:
From:
Re:
The Honorable Mayor Naomi J. Novick and Members of the City Council
Linda Newman Woito, City Attorney ~
University Heights and Melrose Avenue Bridge Reconstruction
As you requested, here are the notes from our discussions held on March 18, 1996,
regarding University Heights and the Melrose Avenue Bridge Reconstruction Project.
Also attached is a copy of the Temporary Construction Easement Agreement for the
Melrose Avenue Bridge Project.
Attachments
CC:
City Manager
Assistant City Manager
City Clerk
Discussions with City Ceunclt o! universi~ty Heights on
March 18, 1996
Toplos of Discussion
~arcrn I;~, 1996
1. Temporary Construction Easement
A separate "temporary easement agreement" is attached, together with a plat of the
temporary easement area. This is a standard document, to which I have added an
additional sentence which indicates that University Heights will grant Iowa City the
necessary right to use University Heights' right-of-way for placement of traffic control
devices as needed by the project (see attached diagram).
2. Permanent Easement Agreement
I suggest the following language for inclusion into a permanent easement document,
which would take effect after completion of the Melrose Avenue Bridge
Reconstruction Project, Phase I:
ao
University Heights shall grant to the City of Iowa City the right, in perpetuity, to
enter into and to use the rights-of-way of the City of University Heights lying
westerly of the newly-established city limit line, for the sole purpose of performing
necessary construction, maintenance and reconstruction of the Melrose Avenue
Bridge ("the Project"). The defined area of the permanent easement agreement
shall be one and the same as the defined area contained in the attached plat and
shall hereafter be referred to as "the Permanent Easement Area" (to be prepared
by MMS Land Surveyors for an official plat/description).
In addition, University Heights shall grant to Iowa City the temporary use of right-
of-way outside the delineated area of the Permanent Easement Area, for
placement of traffic control devices associated with the Project, as necessary to
complete any reconstruction, construction or maintenance in a safe and workerlike
manner.
2
Upon completion of the Melrose Avenue Bridge Project and as directed by the City
Councils for Iowa City and University Heights, namely three lanes and striping,
University Heights shall be responsible for maintenance and reconstruction of all
public improvements within University Heights' city limits, as amended, including
any future maintenance of right-of-way which may lie within the newly-established
city limit line.
Iowa City reserves unto itself and its citizens the right of access onto Melrose
Avenue and onto the Melrose Avenue Bridge area for all properties within Iowa
City that may now or in the future access onto Melrose Avenue or the Melrose
Avenue Bridge area.
Nothing in this permanent easement shall be construed to alter, in any way, the
private property rights and interests of the various property owners, be they in the
City of University Heights or the City of Iowa City.
The Cities agree that the bridge approach lying within University Heights will be
widened only upon the request or concurrence of the University Heights City
Council. Additionally, the Cities of University Heights and iowa City agree that in
the event University Heights does request the paving width for the bridge approach
be widened, that University Heights will pay for such costs of the widening. Cities
further agree that iowa City will not be responsible for the cost of the widening of
the pavement within University Heights, as determined by the newly established
city limit lines.
University Heights and Iowa City shall agree to indemnify the other against any
and all claims which may be caused by the negligent act or omission of each city,
and to hold the other city harmless therefrom, including any and all costs of
defense and attorneys' fees.
3. Reestablishment of City Llmlt Line
3
Iowa City agrees to amend the city limit line, as reflected in the plat attached to the
petition for quiet title action, which is hereto attached.
Formula for University Heights to pay their proportional share of the actual
construction costs for the Melrose Avenue Bridge Reconstruction Project, Phase
!.
Attached is a detailed listing of the estimated construction costs for the portion of this
project which involves Melrose Avenue Bridge, known as Phase I. Engineer Steve
Jacobsen, of NNW Inc., has calculated the totals as follows:
Total cost:
Local share of construction, namely cities pay 34%, Feds pay 66%,
or
Construction costs for keeping the bridge open (1.5% which
represents University Heights' use times $250,000 X 34%
Engineering design costs
Engineering construction inspection and management costs
Environmental assessment $123,000,00 (X 1.3%) =
TOTAL
$21,975.00
$7,459.45
$1,275.00
$831.48
$1,191.61
1,599.00
$12,356.00
1.3% equals University Heights' share based on the percentage of the construction
costs within University Heights' corporate limits, see attached.
Linda Newman Wolto
City Attorney for Iowa City
Attachments
~w~348dlsc
~ .
3A~ ON~9 H~nBS ~
Z
T
b.J
0
I
Z
0
FOLLOWINGt I~ -,~ ~ ~
DOCUMENT AVAILABLE
0
Exhibit
ACQUISITION PLAT OF SURV~ M]~S CONSIFL?At~, II~.
ME~OSB A~NUE BRIDOB
IOWA C~, IOWA _ o~m ~
ENG~NEER'S ESTIMATE OF PORTION OF WORK PT UNIVERSITY HEIGHTS
STATION 18+~36 TO 18+75 (EAST END SKEWED)
blELROSE AVENUE RECONSTRUCTION - PHASE 1
PROJECT NO. BRM-3715(2)--SN-52
CRY OF IOWA CiTY
N~B~ ~U
2101-0850001
2102-2710070
2105-8425005
2111-8174100
2301-5160309
2502-8212204
2503-4625290
2510-6745850
2511-8745900
2511-7526004
2511-7526oo6
2827-9263110
2601-2639010
CLEARING AND GRUBBING
EXCAVATION, CLASS 10, ROADWAY & BORROW
TOPSOIL, FURNISH AND SPREAD
GRANULAR SUBBASE
PAVEMENT, STD. OR, SLIP-FORM, P.C. CONCRETE, CLASS C, 9 IN.
SUBDRAIN PERFORATED PLASTIC PiPE 4 IN. DIA
MANHOLE, RA-29, STORM SEWER
REMOVAL OF OLD PAVEMENT
REMOVAL OF SIDEWALK
SIDEWALK, P. C. CONCRETE, 4 IN.
SIDEWALK, P. C. CONCRETE, 6 IN.
PAINTi-;D PAVEMENT MARKINGS
SODDING
uNrr
MARCH 1996
PERCENTAGE OF DIVISION 1
PERCENTAGE OF TOTAL PROJECT
LOCAL SHARE OF CONSTRUCTION (34%)
STAGE CONSTRUCTION COST (1.5% OF $250,000 AND BY 34%)
ENGINEERING DESIGN (1.3%)
ENGINEERING CONSTRUCTION INSPECTION & MANAGEMENT (1.3%)
UNIT
COST
DiV. 1
QUAN '~'t m Y COST
ACRE $1.800.00 0.1 $180,00
CY. YD. $20.00 90 $1.800.00
CY. YD. $15.00 7 $105.00
SO.YD. $6.25 350 $2,187.50
SO. YD. $35.00 330 $11.550.00
LIN. FT. $6.50 138 $897.00
EACH $1,200.00 I $1.200.00
SQ. YD. $6.00 327 $1.962.00
SO. YD. $4.00 61 $244.00
SQ. YD. $21.00 23 $483.00
so. YD. $24.00 35 ~)40.00
STA $65.00 4.1 $266.50
SQUARE $65.00 4 $260.00
$21,975.00
1.71%
1.32%
$7,459.45
$1,275.00
$831.48
$1,191.61
$10,757.53
t, ~OO
Prepared by: Linda Woito, City Attorney; 410 East Washington Street; Iowa City, IA 52240; {319! 356-5030
TEMPORARY CONSTRUCTION EASEMENT AGREEMENT
FOR MELROSE AVENUE BRIDGE PROJECT
THIS AGREEMENT, made and entered into by and between the City of University Heights,
Iowa, a municipal corporation, hereinafter "OWNER", and the City of Iowa City, Iowa, a
municipal corporation, hereinafter "CITY."
In consideration of their mutual promises herein, OWNER and CITY agree as follows:
OWNER states and covenants that it is the owner of certain real estate described in
Exhibit A attached hereto, by virtue of legal and/or equitable title, that it is lawfully
seized and possessed of said real estate, and that it has good and lawful right to
convey this easement.
OWNER does hereby grant and convey to CITY a temporary construction easement in,
over and across that portion of OWNER'S property described and shown in Exhibit A
attached hereto (hereafter "Temporary Easement Area") for the purpose of facilitating
CITY's construction of the Melrose Avenue Bridge Project ("public improvement"),
which grant to CITY shall include necessary grading, excavation, piling of dirt,
regrading, restoration, storage of materials and equipment, and ingress and egress of
persons and equipment to the Temporary Easement Area, as needed to complete said
public improvement.
2A.
In addition to the delineated "Temporary Easement Area," OWNER further grants to
CITY the temporary use of right-of-way for CITY's placement of traffic control devices
associated with the public improvement.
The term of this Temporary Construction Easement will be for the period of time
required by CITY to complete the construction of the public improvement, but in no
event shall the duration of the Temporary Construction Easement extend beyond
December 31, 1997.
With respect to the Temporary Construction Easement, OWNER grants the following
rights:
CITY shall have the right to make excavations within the Temporary Easement
area, and to grade as CITY may find reasonably necessary for the construction.
CITY covenants and agrees to protect such excavations during construction;
to promptly fill said excavations following construction; and to be liable for and
hold OWNER harmless from third party liability during said construction.
CITY shall promptly backfill any trench made by it, and repair any damages
caused by CITY within the Temporary Easement Area. CITY shall indemnify
OWNER against loss or damage which occurs as a result of CITY'S negligent
-2-
acts or omissions in the exercise of its easement rights herein. Once the
Temporary Easement Area has been restored to substantially its prior condition,
CITY shall have no further responsibility for maintaining the Temporary
Easement Area.
Co
CITY shall have the right of ingress and egress to and from the Temporary
Easement Area by such route as shall occasion the least practical damage and
inconvenience to OWNER.
CITY shall have the right to trim or remove all trees and brush which may
interfere with the exercise of CITY'S rights pursuant to this Temporary
Easement Agreement.
CITY covenants and agrees that existing driveways, fences, underground drainage tile
or other site features which are removed or disturbed shall, to the extent reasonably
possible, be replaced by CITY to conform with pre-existing site features.
CITY covenants and agrees to remove and stockpile existing topsoil from areas to be
excavated, to be used in the event of any repair. Following installation of the public
improvement, all areas within the Temporary Easement Area which are disturbed will
be graded to form a uniform slope, and topsoil shall be replaced and respread over
disturbed areas, thereby restoring said area substantially to its prior condition. CITY
further agrees that all grassed areas disturbed by the construction shall be seeded
within a reasonable time after construction is complete.
CITY shall indemnify OWNER against any loss or damage which may occur in the
negligent exercise of ClTY's easement rights herein, except for loss which may be
occasioned by a diminution in business during this Temporary Easement.
The provisions hereof shall inure to the benefit of and bind the successors and assigns
of the respective parties hereto, shall be deemed a covenant which runs with the land
and with the title to the land, and shall be recorded in the Johnson County Recorder's
Office, at CITY expense.
SIGNED this day of ,1996.
CITY OF IOWA CITY, IOWA
CITY OF UNIVERSITY HEIGHTS,
IOWA, OWNER
By:
Naomi J. Novick, Mayor
By:
Donald Swanson, Mayor
By:
Marian K. Karr, City Clerk
By:
Jennifer Maloney, City Clerk
-3-
Approved by_
Attorney s'Office
STATE OF IOWA )
)ss:
JOHNSON COUNTY )
On this day of ,1996, before me, the undersigned, a
Notary Public in and for the above-named county and state, personally appeared Donald
Swanson and Jennifer Maloney, to me personally known, who being by me duly sworn, did
say that they are the Mayor and City Clerk, respectively, of said municipal corporation
executing the within and foregoing instrument; that the seal affixed thereto is the seal of said
municipal corporation; that said instrument was signed and sealed on behalf of said municipal
corporation by authority of City Council of said municipal corporation; and that the said
Donald Swanson and Jennifer Maloney acknowledged the execution of said instrument to be
the voluntary act and deed and said municipal corporation, by it and by them voluntarily
executed.
Notary Public in and for the State of Iowa
STATE OF IOWA )
)ss:
JOHNSON COUNTY )
On this day of , 1996, before me, the undersigned, a
Notary Public in and for the above-named county and state, personally appeared Naomi J.
Novlck and Marian K. Karr, to me personally known, who being by me duly sworn, did say
that they are the Mayor and City Clerk, respectively, of said municipal corporation executing
the within and foregoing instrument; that the seal affixed thereto is the seal of said municipal
corporation; that said instrument was signed and sealed on behalf of said municipal
corporation by authority of City Council of said municipal corporation; and that the said Naemi
J. Novick and Marian K. Karr acknowledged the execution of said instrument to be the
voluntary act and deed and said municipal corporation, by it and by them voluntarily executed.
rnarym\land-acq~melrose.brg\u-hts,tce
Notary Public in and for the State of Iowa
MMS CO,SUlTAnS, h~c. )