HomeMy WebLinkAbout2010-06-14 CorrespondenceFILED ~%~ ~/r~
JUN 14 2010
City Clcrk
David Adelman ?owaCity,towa
David Adelman joined Cornerstone Government Affairs in 2010 bringing over 10 years of
substantial experience in grassroots advocacy, developing and implementing strategic
legislative campaigns, drafting and analyzing legislative language and reports and
establishing, administering and advising political action committees. David leads the firm's
operations in the State of Iowa, managing the Des Moines office and providing state
government relations and business consulting services to a broad and diverse set of clients.
Before joining Cornerstone, David served as an Associate at Brick Gentry, P.C. where his
practice focused on Government Relations, Legislative Law, PAC Compliance and Strategic
Advising, and Election Law. During his time at Brick Gentry, David secured millions of
dollars for clients through appropriation language, enabled clients to secure major policy
changes in a variety of issue areas and helped defeat language that would have been
detrimental to his clients' interests.
Prior to his role at Brick Gentry, Mr. Adelman worked with the Department of Justice, in the
Iowa Attorney's General Office, and clerked at the McEnroe Law Firm in West Des Moines.
In addition, Mr. Adelman clerked for the State Senator who co-chaired the Health and
Human Services Appropriations Sub-Committee. After working extensively on Medicare,
Medicaid, and prescription drug issues, David was asked to testify in front of the committee
to provide insight on proposed legislation.
In 2004, David worked in Washington, D.C. at the Democratic National Committee where he
helped to design the voter protection campaign as a member of the legal team of the Kerry-
Edwards Presidential Campaign. David finished the campaign by returning to Des Moines
where he assisted in the establishment of the legal protection network for the Iowa
Democratic Party. In 2007, David served as an advisor to Senator Chris Dodd in his bid for
the Democratic nomination for President.
David served two terms on the Iowa Democratic State Central Committee, which acts as the
Board of Directors for the Democratic Party. In 2008 The Des Moines Business Record
selected Mr. Adelman to be in the class of Des Moines 'Forty Under 40 community leaders.
Raised in Des Moines, David earned a B.S. in Marketing and Business Legal Studies from
Miami University, and a certificate in International Business studying in London, England.
He received his law degree with a Legislative Practice Certificate from Drake University Law
School.
~`~ ~ CORNERSTONE
~~t
~~°_'~~ GOVERNMENT AFFAIRS
DAVID R. ADELMAN
Vice President
321 East Walnut Street • Suite 140 • Des Moines, IA 50309
Direct: 515.418.9871 • Mobile: 515.491.1015
dadel man@cgagroup. com
FILED ~~~ ~~y
JUN 14 2010
The 2010 Session of the 83`d General Assembly adjourned Sine Die on Tuesday, March 30, 2010
in what I can only describe as the weirdest, wildest, and most chaotic session of my short career
on the hill. Not only was it the shortest session I have ever lobbied but it was the first time we
adjourned in the light of day. Leadership kept their promise of a short session -only 79 days of
the 80 they were scheduled for this year. Now they are off to their respective home towns to start
their campaigns for re-election while we sort through the dust for what they really did and didn't
do this year.
In hopes to provide the most user friendly end of session report I have listed the Metro Coalition
2010 Priorities below and added commentary.
If you would like more detail about other pieces of legislation please feel free to contact me.
Alternative Revenue -Hotel/Motel Tax Increase: 9% or $1.50/nightlfee
Language within the House File 2531 added the ability for a city to increase their Hotel/Motel tax
to 9% so long as an election was held. This language was removed by the majority party in the
House because the lack of support within their own caucus.
Economic Development- Protect Tax Increment Financing & Protect funding for Vision Iowa,
RECAT, & other various grant programs
No TIF legislation made it passed the subcommittee level this year. The Metro Coalition, in
addition to other interest groups made very compelling cases to legislators that now was not the
time to tweak TIF. Within Senate File 2380, the omnibus tax credit bill, a review of TIF will be
conducted in 2012.
The Community Attraction and Tourism (CAT) Fund was given $ 12,000,000 and the
River Enhancement Community Attraction and Tourism (BEGAT) Fund was allocated
$4,000,000.
$ 38,000,000 was appropriated to the Grow Iowa Values Fund
Transportation Infrastructure-Fund Cornmuter/Passenger Rail Study
$6,500,000 was appropriated to the passenger rail service revolving fund for matching federal
funding available through the federal Passenger Rail Investment and Improvement Act of 2008.
In addition the Southeast Iowa Port Authority was appropriated $50,000 and the Rail Ports
Improvements Economic Development Grant has been appropriated an additional $7.5 million.
Alcoholic Beverages-Nuisance Bars
David R. Adelman Volume Number 3 End of Session Report Date: March 31, 2010
david.adelman@brickgentrylaw.com (w) 515-274-1450
Client: Metropolitan Coalition (c) 515-491-1015
(f) 515-274-1488
House File 788 passed the House and Senate and is now awaiting the Governor's signature. This
legislation had been a priority of the Coalition's for several years. The bill prohibits a liquor
licensee of knowingly engaging in or permitting illegal activity in the parking lot.
Pension/Retirement-IPERS/411 regarding future increase
The League of Cities took the lead on this issue and did a phenomenal job on HF2518, the
omnibus pension bill. The bill was brought up on the House floor, but was deferred after opening
remarks in order to address City concerns with the bill and an amendment filed to it. We had
problems with the bill, including the creation of a new benefits advisory committee (BAC), and
the phase out of the State's contribution. After much negotiation, the new benefits advisory
committee was removed from the bill, and language was added directing the existing MFPRSI
board of trustees to review the benefits and finances of the MFPRSI system and make
recommendations to the legislature concerning the long-term financing and benefits policy of the
system. This will allow for a comprehensive review of the system, which would include
contribution rates by cities and employees.
Fiscal
Brownfield/Grayfield-This tax credit redevelopment projects in Brownfield areas has no
funding after July 1, 2010. However, it allows DED to allocate funds under its $120
million tax credit cap.
House File 2370 extends the deadline for communities to apply for an enterprise zone. The cap
under the program is eliminated since the program would fall under the tax credit cap for
economic development programs created last year, and modified this yeaz in Senate File 2380
(tax credit Omnibus bill).
Fire Safety- Monitor Residential Fire Sprinkling Requirements in 2009 building code
SJR 2009Nullifles the administrative rules regarding the requirement of sprinkler systems in
townhomes and one and two-family residences. Effective Upon Enactment
Development/Flood- Monitor RIO legislation restricting development in 500 year flood plain.
Multiple bills were introduced this session regarding 500-year floodplains. The intent was
to mitigate flooding and limit future state financial assistance in these areas. We managed
to eliminate language from these bills that would have prohibited any development or
redevelopment in 500-year floodplains. In Senate File 2389 there are ten smart growth
planning principles that state and local governments can use in preparing both for economic
growth and to mitigate damage from future floods. These principles, outlined in Senate File
2389, are guides and aze not mandates. Communities that use smart growth principles in their
comprehensive plans aze eligible to apply for a grant to help with flood prevention. There have
been $30 million appropriated for the grant applications.
In addition, a task force is created to consult with experts, local governments, and others; solicit
information from the public; evaluate state policies, programs, and laws; develop statewide goals;
and develop incentives to conduct comprehensive planning.
Cable Franchise Issue 1'~,L,~D
JUN 14 2010
CRY Clerk
Iowa Cit;~, Iowa
Senate File 2324 was enacted to fix problems with the state cable franchise law that became
apparent when Mediacom converted its city franchise to a state franchise. This was after the
awarding of a state franchise to fyreSTORM Cable and Fiber that included Dubuque. Current
law requires the Iowa Utilities Board (IUB) to issue a state franchise within 15 days of receiving
a proper application. The bill allows 30 days, and up to a 60-day extension, if the IUB needs
more information to decide whether the application meets all the requirements.
The bill prohibits IUB from issuing a franchise unless all required information is provided, and
adds the following new requirements:
1. Documentation that the applicant has the managerial, technical, and financial capability
to provide the proposed service.
2. Copies of ads and news releases the applicant will use to announce its intent to provide
cable service.
3. The intended schedule to begin operation in each municipality it proposes to serve, which
must be updated to remain accurate.
Currently a state franchisee must give 30 days notice to each municipality and all incumbent
cable providers that it intends to provide service. The bill requires that a copy of this notice be
sent to I[JB. In addition, the bill requires that notice be sent to all affected municipalities on the
day an application is filed. The bill also allows the IUB to revoke a franchise if the company fails
to begin service within 12 months, or if it suspends construction or operation of its system. If a
franchise is revoked and there was a previous franchise with an incumbent provider that would
still have at least 60 days to run, then the previous franchise is reinstated for its original duration.
The incumbent provider must be in compliance with the old agreement within 90 days.
Severance Agreement Petition between Two Cities
House File 2376 creates a process in which a property owner can petition for severance from one
city and annexation by another. Both cities must approve the change, with the final decision by
the city development board. The agreement may include the equitable distribution of property
taxes between the two cities. This bill provides landowners and cities with a clear process for
severance in certain cases. The agreement would have conditions, including that an island would
not be created.
Thank you for reading the Legislative Updates and have a great summer. ~~~~~
JUN 14 2010
City Clerk
NEXT STEPS Iowa City, Iowa
• End of Session Conference Call - Apri114a' at loam
• Beginning thinking of the Coalition's 2011 Priorities
I will be calling each of you to determine the best date this summer to make a
visit to your city.
~/5~' ~O//z~
METROPOLITAN COALITION 2010 LEGISLATIVE PRIORITIES
(as of 11/17/09)
AILED
• Alternative Revenue ,IUN 14 2010
o Hotel/Motel Tax Increase: 9% or $1.50/night/fee
City Clerk
• Economic Development Iowa Ciro, Iowa
o Protect Tax Increment Financing
o Protect funding for Vision Iowa, RECAT, & other various grant programs
• Transportation Infrastructure
o Fund Commuter/Passenger Rail Study
o Monitor Road Use Tax
• Alcoholic Beverages
o IA City/Ames issue regarding drink specials/binge drinking
• Nuisance Bars
o Continuation of House File 788; Adjacent parking lots considered part of a
licensed premises for purposes of prohibition of licensee knowingly
permitting or engaging in criminal activity.
• Pension/Retirement
o IPERS/411 regarding future increase
• Fiscal
o Monitor additional state mandated obligations to determine fiscal impact
on cities.
o Monitor Scope of Bargaining
o Protect all tax credits affecting the growth of cities
• Fire Safety
o Monitor Residential Fire Sprinkling Requirements in 2009 building code
• Development/Flood
o Monitor RIO legislation restricting development in 500 year flood plain.
• Legacy Issues
o Rivers; long range plan for Iowa
o Water Quality
o Eminent Domain
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IOWA CITY, CITY MANAGER RECRUITMENT PROFILE
Community Background
Iowa City: In the top five of the
"Best in National Rankings" for:
Public Schools...Metro Area for Livability...
Small Metro Area...Metro Area for Expanding a Business
Offering big-city amenities along with small-town hospitality, Iowa City is
recognized by many national surveys and publications as one of the best
places to live, work, and raise a family. Iowa City is known to its residents
as a community with "extraordinary opportunities in an unexpected
place."
Nestled in the heart of the Midwest, Iowa City has long served as a locus
for culture, education, variety, and fun. It was literally carved out of
native prairie in 1839. When statehood was achieved in 1846, Iowa City
was the first state Capitol. The Capitol was moved to Des Moines in 1857.
"Old Capitol" is now a national historic landmark.
Iowa City is a diverse community from all perspectives including social,
economic, business, educational, and housing. One of the major
contributing factors to the community's diversity is the University of Iowa
which was founded in 1847. It is recognized as one of the nation's top
public universities offering more than 100 areas of study for its 29,000
students.
Since 1936, the University has been home to the renowned Iowa Writers'
Workshop which has fostered the creative talents of writers such as Ray
Bradbury, Kurt Vonnegut, and Flannery O'Connor. UI Hospitals and Clinics
is one of the largest university-owned teaching hospitals in the nation and
has been named one of "America's Best Hospitals" by U.S. News and
World Report magazine. The University has been a pioneer in such diverse
fields as speech pathology, space exploration, and educational
development.
The University of Iowa has a long and distinguished list of national firsts
including:
• first to admit men and women on an equal basis;
• first to admit students regardless of race; and
• first to confer Master of Fine Arts degree.
Iowa City is also served by the Kirkwood Community College campus
which has an enrollment of 3,300 students. Besides a full Arts and Sciences
curriculum, the College offers customized training programs for area
businesses. The National Alliance of Business named Kirkwood its
Community College of the Year in 2000 for Kirkwood's partnerships in
developing training programs with area businesses.
Iowa is known for its emphasis on education and routinely has some of the
highest performing school districts in the country. The Iowa City area is no
exception offering a variety of excellent K-12 educational opportunities.
The Iowa City Community School District has a growing enrollment of
10,600 K-12 students. The District includes the nearby communities of
Coralville, Hills, and North Liberty, and has 17 elementary schools, two
junior high schools, two senior high schools, one alternative school for
seventh through twelfth graders, as well as daycare and pre-school
facilities. Iowa City is also home to: Regina High School, a private
Catholic institution; Willowwind School, an independent school with K-8
and Montessori pre-school; and Preucil School of Music, specializing in the
Suzuki method of instruction.
Iowa City's economy is as diverse as it is prosperous. Iowa City is home to
facilities of General Mills, Proctor and Gamble, Moore North America,
NCS-Pearson, Lear, Oral B Laboratories, the corporate headquarters for
ACT, and scores of smaller industries and businesses. The University of Iowa
is the community's largest employer with 23,600 employees. The
academic and research mission of the University along with the health
care services provided by its hospitals and clinics have a tremendous
economic impact on the area.
The Cedar Rapids/Iowa City Technology Corridor, located at the
crossroads of interstates 80 and 380 in the center of the United States, is a
model of regional development. The area represents a strong partnership
between Priority One and the Iowa City Area Development (ICAD) Group,
the University of Iowa, Kirkwood Community College, Alliant Energy,
MidAmerican Energy, and the Cedar Rapids Area and Iowa City Area
Chambers of Commerce.
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From music and art festivals to Broadway performances, Iowa City has an
event to suit anyone's taste. During the summer months, live music
becomes a part of the downtown's irresistible ambiance. Each July the
community hosts a jazz festival that attracts music enthusiasts from near
and far. The annual Iowa Arts Festival features the state's best visual art,
music, and food.
Iowa City also has several community theatres including Riverside
Theatre's Shakespearean stage-located in City Park, this open-air
theatre presents shows under the stars. The recently restored historic
Englert Theatre is located downtown, and the community also has a
vibrant Iowa City Community Theatre. The University of Iowa's Hancher
Auditorium showcases the best in entertainment. Over the years Hancher
has hosted productions such as Rent, Cats, Les Miserables, and Stomp.
The Hancher has also seen the likes of Jerry Seinfeld, Yo Yo Ma, and
Wynton Marsalis.
Iowa City is a place of rolling hills, lush and scattered woodlands, and tall
grasses. In the Iowa City area alone, there are 41 public parks several of
which overlook the scenic Iowa River. Many of these parks are equipped
with networks of walking and biking trails as well as quaint picnic sites and
prairie reserves. Coralville Lake, located to the north of Iowa City, offers a
multitude of recreational activities. In addition to 5,000 acres of water for
pleasure boating, fishing, swimming, and water skiing, the area is laced
with attractive trails used for hiking, biking, and cross-country skiing.
Iowa City is full of unique shops-from the Old Capitol Town Center,
Pepperwood Plaza, and the Sycamore Mall to family-operated
businesses, the area provides a variety of merchandise. The downtown is
unequalled when it comes to offering specialty goods including clothing,
jewelry, gifts, toys, books, and espresso. The Coral Ridge Mall located in
nearby Coralville is a regional shopping mall.
Additional information about Iowa City is available at www.icgov.org.
City Government Background
The City of Iowa City has operated under the council-manager form of
government since 1951. The City Council consists of seven Council
Members elected at-large to 4-year overlapping terms. Three Council
Members are nominated by district. A primary election is held in the
district only if there are three or more candidates for a district Council
seat. One of the Council Members is selected as Mayor by a majority
vote of the Council and serves atwo-year term as Mayor. The Mayor is a
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voting member of the Council and has no veto power. The Mayor is the
official representative of the City, presiding officer of the Council, and its
policy spokesperson.
The Council appoints a City Manager, City Attorney, and City Clerk. The
Council also approves the City Manager's appointment of the Police
Chief and Fire Chief. The Library Board appoints a Library Director, and
the Airport Commission appoints an Airport Manager. All other personnel
decisions are made by the City Manager or those to whom the Manager
delegates the responsibility.
Iowa City is afull-service municipal government providing a wide array of
city services as shown in the accompanying organizational chart. The
City has 630 full-time equivalent employees. The City is on a July-June
fiscal year and has a total budget of $150 million. The City conducts
collective bargaining with Police, Fire, and AFSCME units. All of the
bargaining units negotiated multi-year agreements last fiscal year except
for the Police unit which has aone-year agreement.
Issues and Oaportunities
The following is a summary of the issues and opportunities to be managed
by Iowa City's next City Manager.
• Financial Management-the City is property tax dependent with
property taxes comprising approximately 68 percent of General
Fund revenues. Historically, assessed valuations have grown by 4
percent annually. However, no increase is expected in assessed
valuations during the next two years. The City has not experienced
layoffs of City employees and has a strong financial position as
evidenced by the fact that the City has had a AAA bond rating for
the last 34 years.
The next City Manager needs to pursue various strategies for
maintaining the City's strong financial condition including obtaining
federal and state grants, increasing the property tax base through
economic development, productivity improvements, and
examination of revenue alternatives.
• Economic Development-the City has a vibrant downtown and has
been involved in several downtown redevelopment projects
through the use of tax increment financing (TIF). In addition the City
has been active in pursuing industrial economic development
opportunities. The City Manager needs to be proactive in
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aggressively pursuing new economic development projects
including:
--Working closely with the Iowa City Area Development (ICAD)
Group and Chamber of Commerce on business expansion and
retention activities;
--Continuing to support the regional approach to economic
development through the Cedar Rapids/Iowa City Technology
Corridor; and
--Overseeing a review of the City's zoning and building codes to
facilitate development while still maintaining quality and safety
standards.
• Flood Control-the Iowa River runs through Iowa City, and the
community experienced major flood events in 1993 and 2008. As a
result the voters approved a local option sales tax in 2009 that is
expected to generate more than $32 million over its four-year life.
The City Manager will be responsible for overseeing implementation
of various flood control projects to be funded by the local option
sales tax.
• Strategic Planning--the City has not had a strategic plan for several
years. The City Council is interested in developing a strategic plan
in the near future.
• Succession Planning-- as with most employers, the City will be losing
many baby-boomer employees to retirement over the next several
years. The City does not currently have a formal succession
planning program. Also, the City has atrack-record of supporting
internal promotions when feasible. Therefore, a succession plan is
desired to ensure the City organization is able to maintain its high
level of professionalism and skills.
• Partnerships--the City has key partnerships with several entities
including the University of Iowa, Iowa City Community School
District, Johnson County, ICAD, and the Chamber of Commerce.
The City Manager needs to be an active player in continuing to
build these partnerships in a mutually beneficial manner.
Job Requirements
The minimum job requirements are:
accredited college or university with
administration or related field preferred;
Bachelor's degree from an
graduate degree in public
and 2) at least seven years of
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progressively responsible executive-level management experience
preferably in a full-service municipality of similar size and complexity;
experience in a community with a major university is strongly preferred but
not required.
Desired Professional and Personal Attributes
The following are the desired professional and personal attributes for Iowa
City's next City Manager:
• Strong financial management skills with demonstrated track record
of developing revenue and expenditure options that enhance
financial condition;
• Visionary who partners with Mayor, Council, and City staff on policy
initiatives;
• Creative, innovative, and "thinks outside the box";
• Demonstrated track record of leadership role in successful
economic development activities;
• Be active in the community as a visible City official personally taking
part in civic and community activities and events;
• Ability to work with a highly qualified, tenured, and cohesive
management staff in an effective manner without micro-managing
them;
• Approachable with good listening and communication skills;
• Experience developing and implementing a strategic planning
process that results in annual and long-range plans and priorities for
the community;
• Intergovernmental relations experience working with local and
regional jurisdictions and state and federal agencies in a
constructive and cooperative manner;
• Appreciation/sensitivity regarding cultural diversity;
• Ability to develop productive working relationships with labor
unions;
• Committed to a customer service orientation with ability to
exemplify and promote such an orientation among City employees;
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• Experience with downtown redevelopment and use of tax
increment financing a plus;
• Experience with succession planning programs a plus; and
• Participation in professional development/association activities and
support of same for staff.
Compensation
The compensation for the City Manager job is highly competitive
including an excellent fringe benefit package. The starting salary is
dependent on the selected individual's qualifications and match with the
desired attributes being sought by the City. The City will pay reasonable
and customary moving expenses for the next City Manager who is
required to live within the city limits.
To Apply
In order to be considered for this position, please send your resume and
cover letter with current salary by July 23, 2010 to:
Mr. Robert Slavin
Slavin Management Consultants
3040 Holcomb Bridge Road, Suite A-1
Norcross, Georgia 30017
770-449-4656 (phone)
770-416-0848 (fax)
Slavin@bellsouth.net
www.slavinweb.com
AN EQUAL OPPORTUNITY RECRUITER/EMPLOYER
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