HomeMy WebLinkAbout2014-11-25 Info Packet- ►�wr®��CITY COUNCIL INFORMATION PACKET
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CITY OF IOWA CITY November 25, 2014
www.icgov.org
IP1 Council Tentative Meeting Schedule
DECEMBER 2 WORK SESSION MEETING
IP2 Work Session Agenda
IP3 Memo from Economic Development Adm.: Court / Linn proposals summary table
I124 Staff Memo: Proposed Taxi Ordinance
I125 Pending Work Session Topics
MISCELLANEOUS
IP6 Email from Council Member Throgmorton: New City Council Actions Concerning Equity
and Diversity Issues
Email from Council Member Botchway: Actions Council Can Take Regarding Diversity and
Equity [Distributed as late handout 12/1.]
IP7 Ad Hoc Senior Services Committee Report
IP8 Notice of Funding Opportunity - Housing Trust Fund
DRAFT MINUTES
IP9 Telecommunications Commission: October 27, 2014
1
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`�CITY COUNCIL INFORMATION PACKET
CITY OF IOWA CITY
November 25, 2014
www.icgov.org
IP1 Council Tentative Meeting Schedule
DECEMBER 2 WORK SESSION MEETING
IP2 Work Session enda
IP3 Memo from Econom Development Adm.: Court / Linn pro osals summary table
IP4 Staff Memo: Proposed xi Ordinance
IP5 Pending Work Session Top s
CELLANE
IP6 Email from Council Member Throgmi
and Diversity Issues
IP7 Ad Hoc Senior Services Committee
IP8 Notice of Funding Opportunity — He
C
City Council Actions Concerning Equity
ing Trust 1,7
T MINUTES
IP9 Telecommunications Commiesion: October 27, 2014
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CITY Of IOWA CITY
Date
Tuesday, December 2, 2014
City Council Tentative Meeting Schedule IN
Subject to change November 25. 2014
Time Meeting
5:00 PM Work Session Meeting
7:00 PM Formal Meeting
Location
Emma J. Harvat Hall
Thursday,December 11, 2014
7:30 AM
Spec. Work Session w/ JC Supervisors
Emma J. Harvat Hall
Tuesday, December 16, 2014
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
7:00 PM
Formal Meeting
Tuesday, January 6, 2015
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
7:00 PM
Formal Meeting
Saturday, January 10, 2015
8AM-5PM
Special Budget Work Session
Emma J. Harvat Hall
(Department Presentations)
Monday, January 12, 2015
1:00-7:OOPM Special Budget Work Session
Emma J. Harvat Hall
(CIP Presentations)
Tuesday, January 13, 2015
5:00 PM
Special Budget Work Session
Emma J. Harvat Hall
Tuesday, January 20, 2015
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
7:00 PM
Formal Meeting
Monday, January 26, 2015
4:30 PM
Joint Meeting / Work Session
TBA
Tuesday, Feburary 3, 2015
5:00 PM
City Conference Board Meeting
Emma J. Harvat Hall
Work Session Meeting
7:00 PM
Formal Meeting
Tuesday, February 17, 2015
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
7:00 PM
Formal Meeting
Tuesday, March 3, 2015
5:00 PM
City Conference Board Meeting
Emma J. Harvat Hall
Work Session Meeting
7:00 PM
Formal Meeting
Tuesday, March 17, 2015
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
7:00 PM
Formal Meeting
Tuesday, April 7, 2015
5:00 PM
Work Session Meeting
Emma J. Harvat Hall
7:00 PM
Formal Meeting
CITY OF IOWA CITY
UNIM CRY OF UMATIMIE
CITY OF IOWA CITY
410 East Washington Street
Iowa City. Iowa 52240-1826
1319) 356-5000
(319) 3S6 -S009 FAX
www.tcgov.org
City Council Work Session Agenda
December 2, 2014
Emma J. Harvat Hall - City Hall
410 E. Washington Street
5:00 PM
■ Questions from Council re Agenda Items
■ Selection of the preferred developer for the Court / Linn property [IP # 3 Info Packet of 11/25]
■ Review of proposed taxi regulations [IP # 4 Info Packet of 11/25]
■ Information Packet Discussion [November 20, 25]
■ Council Time
■ Meeting Schedule
■ Pending Work Session Topics [IP # 5 Info Packet of 11/25]
■ Upcoming Community Events/Council Invitations
I
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MEMORANDUM
To: Tom Markus, City Manager
From: Jeff Davidson, Economic Development Administrator
Date: November 24, 2014
Re: Court/Linn proposals summary table
Wendy and I have assembled the attached summary table for the Court/Linn proposals
at Mayor Hayek's request. The information was pulled from the original proposal
submissions, and the handouts received at the November 17 presentations. The CG
Hanson proposal also required a follow up request for information from the proposal
team.
Bring any questions to the December 2 Work Session.
cc: Wendy Ford
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A
CITY OF IOWA CITY
MEMORANDUM
DATE: NOVEMBER 25, 2014
TO: TOM MARKUS, CITY MANAGER
FROM: SIMON ANDREW, ADMINISTRATIVE ANALYST
ALEC BRAMEL, INTERN CITY MGR.'S OFFICE
SUSAN DULEK, ASS'T. CITY ATTORNEY
DEREK FRANK, POLICE SGT.
DOUG HART, POLICE CAPTAIN
MARIAN K. KARR, CITY CLERK
RE: PROPOSED TAXI ORDINANCE
Introduction
MIN
The proposed ordinance is the result of two somewhat simultaneous events, the police investigations
into sexual assaults this past spring and the expected arrival of ridesharing services such as Uber and
Lyft. After Council discussed the Police Department's taxicab recommendations at the August 19 work
session, staff invited all the taxicab businesses to a public forum on September 9, 2014 as directed by
Council. At about this same time, Uber, a ride -sharing business headquartered in San Francisco,
contacted staff, and an Uber consultant met with staff. Staff has also reviewed recent state and local
laws regulating ridesharing services, including those of Minneapolis, Seattle, and Colorado. The
approaches other municipalities have taken to regulating ridesharing services are varied, ranging from
attempts to shut down ridesharing operations to near deregulation of taxi operations. The
recommendations presented by staff fall somewhere in between; staff focused on the degree to which
each recommendation met the goals outlined below. Last, although most of the current taxicab
provisions have not been substantively changed, they have been reorganized.
Goals and Principle
In drafting this proposal, staff was guided by five goals and one principle. The goals are:
1. The police need timely and accurate information on vehicles and drivers. This goal is
described more fully in Paragraph 1 of a Memo from the Police Chief to the City Manger
dated July 18, 2014 and as Public Safety Issue #1 in the handout developed by the police
department for the public forum. We have attached both the memo and the handout for your
reference.
2. Consumers need to be able to identify vehicles and drivers. This goal is described more
fully in Paragraphs 2, 3 and 4 of the Chief's memo and Public Safety Issue #2 in the public
forum handout.
3. The taxicab needs to be safe vehicle.
4. The driver needs to be a "good driver."
5. The fare charged needs to be a "fair price." By fair, staff is not recommending that the City
begin to regulate the amount of fares, but rather that the passenger needs to know how the
fare will be determined before agreeing to get into the taxicab.
The principle is that the regulations for "traditional' taxicab businesses and their vehicles and drivers
need to be the same as those of the ridesharing businesses and their vehicles and drivers with limited
exception.
Definitions
The term "metered" is used to identify a traditional taxicab business. In this business model, the
business "dispatches" a driver to a passenger, and a passenger may hail a taxicab.
The term "network" is used to identify a ridesharing business. In this business model, the business
"connects" a driver to a passenger via a web -based application ("app"), and it cannot be hailed.
Notable Changes to the Current Code
In addition to the changes needed to regulate the ridesharing services (i.e., network taxicab
businesses), the following are the notable changes to the current Code:
1. Airport shuttles. Staff did not believe that continuing to regulate airport shuttles furthered any of
the five Goals. Additionally, staff could not find a reason why it was necessary to regulate them
but not limousine services or charter transportation services.
2. Business issued identification cards. Based on Goals 1 and 2, the proposal requires the City
rather than the business to issue the cards. This will insure good quality identification cards as
well as a digital file containing photographs of all drivers. Staff realizes that it will take time to
administer, this but it is an important step in fulfilling Goals 1 and 2.
3. The exception that allows dispatching not to be done from the office from midnight to 6:00 am
has been eliminated based on Goals 1 and 2. The police department needs to be able to
contact the business in the middle of the night when investigating a crime.
4. Destination rate has been redefined to be a rate between any location within the corporate limits
to any place outside the corporate limes to further Goal 5. The current definition allows
passengers to be gouged, so to speak. For example, a business has a destination rate to
Kinnick Stadium, but may drop off a passenger blocks away due to traffic. Also, drivers will
choose to charge the person a destination rate or the rate shown on the meter whichever is
greater. Staff believes these problems will be eliminated if a flat rate can only be charged to a
location outside the City and not from one location within the City to another location within the
City.
5. A requirement for a unique color scheme is added to meet Goals 1 and 2. Staff realizes that
this too will require staff time to implement, but it is crucial to meeting Goals 1 and 2. Staff also
realizes that will be a cost to businesses, but again it is needed to meet Goals 1 and 2.
Notable Differences between Network Taxis and Metered Taxis
As stated earlier, we believe that a network taxicab business should be treated the same as a network
metered taxicab business to the extent possible. Below are the notable instances in each chapter in
which they are treated differently and the reason why:
1. Business Licenses:
a. A network taxicab business is not required to have a local office. A metered taxi business is
required to maintain a local office in order to provide information to the City during an
investigation of a driver. This addresses Goals 1 and 2 as explained above. Network
businesses provide important driver information via an application. This application provides
the passenger with the license plate number, the driver's name, and the photo of the driver
at the time the passenger accepts the ride. This information is stored electronically by the
network business and on the passenger's individual account. The police will be able to
obtain this information from the passenger or network business, eliminating the need for a
local office. Additionally, a network business does not need space to dispatch drivers.
2. Decals: None.
3. Vehicle Requirements:
a. Metered taxis must have meters, lettering and a lighted dome. This is because metered
taxis can be hailed and network taxis cannot be.
b. Metered taxis must have a unique color scheme. As stated above, the color scheme will
assist a crime victim or witness in identifying a particular taxicab business and driver. A
network passenger, on the other hand, will have certain information provided prior to the ride
including the license plate, driver photo, and driver name, and this information is
immediately available to the passenger either using the app or accessing an online account.
c. Metered taxi businesses must operate a minimum of 4 cars.
4. Driver Requirements:
a. Network drivers cannot respond to a street hail. As a result, they cannot, for example, pull
up to the curb at bar closing and pick up passengers unless the ride was previously
arranged via the app.
5. Rates:
a. Network businesses are not required to file rate cards or use meters. When using a network
business, the passenger is given a price range for the ride, and the passenger must accept
this price using the app before the driver agrees to the ride. This assures the passenger of
fair pricing. With a metered business, the rate card serves this same purpose, namely the
passenger is apprised of the price to be charged before entering into the taxicab.
6. Liability Insurance: None.
Background on Uber
Uber is a 'ride sharing' application based service founded in 2009. The service operates on mobile
smart phones as well as on a web application. Uber as a business has no employee drivers; rather they
contract with drivers through their Uber application. An Uber driver acts independently and utilizes the
Uber application to locate passengers that have requested a ride. This is similar to a traditional taxi
service yet different as Uber cars cannot be hailed, no money is exchanged, and Uber provides more
driver and vehicle information to the passenger before a ride takes place.
The driver's picture and first name, their vehicle model, license plate number, and contact information is
provided to the passenger on the Uber application prior to being picked up. Payment is handled
completely through the Uber application, no money is exchanged and no tips are necessary. Once the
trip is complete both the driver and the rider will both be emailed a receipt which is retained on the Uber
application for future access. After a ride, both driver and passenger have an opportunity to rate one
another through a five star system. This system is designed to keep bad drivers and inappropriate
passengers out of the system; a driver with a low rating could potentially be restricted from driving for
Uber.
A driver must have a car newer than 2004 that is a mid-size four door or larger that is in good to
excellent condition. A driver must also have personal auto insurance for themselves and the vehicle
prior to operating for Uber. Uber performs a background check for their drivers, conducts video
conference interviews, and a test of driving knowledge. Once this is complete a waiting period ensues.
Uber then contacts drivers that meet their standards and allow them to begin operating and responding
to rider requests via the application.
Conclusion
Staff is providing a copy of this memo and the proposed ordinance to all currently licensed taxicab
businesses, to Uber, and to the cities of Cedar Rapids, Coralville, and North Liberty. We look forward
to discussing this proposal at the work session on December 2.
Enc.
Copy to:
Eleanor M. Dilkes, City Attorney-w/enc.
Thomas M. Markus, City Manager-w/enc.
Geoff Fruin, Asst. City Manager-w/enc.
Marian K. Karr, City Clerk-w/enc.
Sam Hargadine, Police Chief-w/enc.
Currently Licensed Taxicab Businesses-w/enc.
Michael Triplett, Uber Representative-w/enc.
Jasmine Almoayed, City of Cedar Rapids-w/enc.
Thor Johnson, City of Coralville-w/enc.
City of North Liberty-w/enc.
N* 4 *t
CITY OF IOWA CITY
MEMORANDUM
Date: July 18, 2014
To: Tom Markus, City ManagerC CU
'
From: Sam Hargadine, Chief of Police
Re: Taxicab Ordinance Recommendations
The use of taxicabs during or surrounding the commission of crimes is not uncommon. Police
investigations often involve the need to contact cab drivers and companies to locate suspects,
witnesses, and victims. The types of investigations are widespread and can include any type of crime
where a taxi was used as a mode of transportation; such as robbery, burglary, assault, theft, etc. Timely
resolution to these investigations is of the utmost importance to the Iowa City Police Department and
has a direct impact on the community's safety when a violent offender remains free. This was the case
during a recent sexual assault investigation. As a result, City personnel have discussed areas of concern
and have constructed five recommendations, which are included below.
1. During a recent sexual assault investigation the owner of a taxicab company was unable to
provide accurate or timely information about the company's current vehicles or drivers. The
owner simply did not know who was driving for the company or which company or independent
vehicles were being driven. At the time of the crime this information was not required to be
kept by taxi businesses. Investigators spent in excess of 200 hours within a week tracking down
possible drivers/cabs and compiling a spreadsheet that contained information that a company
should reasonably be able to produce upon request. This greatly slowed the time that it took to
identify and arrest a suspect in the case, thus allowing more time for the suspect to elude police
and potentially continue to commit such crimes.
Crimes such as burglaries, thefts, robberies, etc. frequently involve the use of taxi cabs
somewhere in the course of the events. Investigations into these types of crimes have also been
hindered by the lack of information. Often times a report is not made until a later date. When
the investigating officer contacts a company it can be extremely difficult, if at all possible, to
determine who had been working at the time the incident occurred and/or what vehicle was
involved.
As a result, we recommend that companies be required to hire drivers as employees of the
business and for the vehicles to be owned by the business. This would undoubtedly result in
investigating officers being able to access pertinent information with regards to vehicles and
drivers because owners would have an expressed interest beyond simply collecting fees from
drivers. Currently, numerous drivers operate as independent contractors and simply pay fees to
the business for the right to use the company name on privately owned vehicles. The exact
number of drivers and vehicles is unknown due to the lack of information on the owners' parts.
When asked in a recent informal poll, most owners were only able to give estimates or guesses
as to the number of drivers under their company name. Only two companies were able to
provide an accurate count by checking their records. It is also not uncommon for some owners
to contact the City Clerk to inquire about the number of vehicles they currently have operating.
As an indirect impact, employing drivers will also provide benefits to those drivers that they do
not currently have, such as workers' compensation, unemployment benefits, and minimum
July 18, 2014
Page 2
wage or greater earnings. Additionally, the business would contribute to Social Security and
Medicare.
2. Require companies to dispatch from an accessible office 24 hrs/day. This would provide for an
easier contact to the company and quicker access when trying to get in touch with a driver. All
information about trips could be kept by the dispatcher and would be easily retrievable upon
request. This would provide real-time manifest information by the companies in addition to the
current requirement of manifests being maintained by drivers, thus establishing a system of
checks and balances. This would be of great benefit when conducting criminal investigations to
corroborate information that is provided to investigators.
Again, in the recent sexual assault investigation, investigators spent several days and hundreds
of hours attempting to locate and contact possible drivers and vehicles for a particular company.
There was no oversight by the company and the owner had no information about who was
working on a particular night. An accessible business office with a dispatcher, who has
immediate contact with drivers, would eliminate this issue and allow officers to gather useful
information in a timely manner, thus reducing the time required to investigate an incident and
reducing the time that an offender would be able to remain free.
3. City issued IN for drivers that include photos. This would allow for the City to maintain a more
comprehensive database of driver information. In the example of the sexual assault
investigation, investigators could have quickly and easily had access to all drivers' information
rather than relying on the owner to provide it, and ultimately spending hundreds of hours
creating a list themselves.
This information would also be useful in other investigations that may involve taxis, such as
thefts, assaults, burglaries, welfare checks, etc. When combined with accurate lists of vehicles
and drivers from the company, a comprehensive database would greatly reduce the time to
identify individuals and bring an investigation to timely conclusion.
Standardized City issued IDs would also provide safety/security to customers of taxicabs. The
information could be in a standardized format across all companies, thus being more easily read
by customers, and including a photo would allow the customer to compare to the driver of the
taxi in which they are riding.
4. Require unique color schemes for each company. One of the most common problems that the
Police encounter when investigating taxicab related issues is that customers can not identify the
company of the taxi that they used. Often times they are only able to provide a color and type
of vehicle. This was the case during the recent sexual assault investigation. This contributed to
the length of time that it took to identify and make an arrest in the case as well as the time that
it took to clear a company that was initially identified by the victim. Unique color schemes
would allow for identification, even if a customer was not certain of the company name.
Require a signature receipt for an informational packet regarding Iowa City taxi ordinances
before drivers are able to be licensed by the City. One of the common responses that officers
hear when addressing violations with drivers is that they are not aware of the current
laws/requirements. Being educated on the laws could reduce the number of violations by
drivers.
July 18, 2014
Page 3
The ability to gather accurate information in an efficient manner is important in bringing criminal
investigations to a timely conclusion. In addition to identifying suspects and determining applicable
charges, suspects and companies can also be cleared of involvement much sooner when useful
information is available. This is not currently the case with regards to several of the taxicab companies
in Iowa City. The lack of information and accurate recordkeeping by some has hindered investigations
and monopolized investigators' time on tasks that should have been able to be completed in a matter of
minutes, certainly not days. The above recommendations would address these issues and enable
investigating officers to reach a quicker resolution to cases, thus providing greater safety to all who live
in, work in, or visit the Iowa City community, just as similar regulations have been used in many other
cities to protect their community members.
Realizing that these recommendations are significant changes to the current requirements of companies
and drivers, a phase-in period would be welcomed to assist in the transition. The intention is not to
create hardships for owners and drivers, but rather to provide the greatest level of safety that can be
offered to our community.
CITY OF IOWA CITY
CITY OF CITY
MEMORANDUM
UNESCO OTT OF UTERATM
November 20, 2014
Attached is a draft ordinance to be presented to the City Council at their Work Session on
Tuesday, December 2. No action is planned for that meeting. Further action will not occur until
Council provides direction to staff.
Please contact Adm. Analyst Simon Andrew at 356-5010 with questions.
TAXI ORDINANCE
11/20/14 working draft
Goals:
1. PD Safety Issue #1. The PD needs timely and accurate information on vehicles and drivers.
2. PD Safety Issue #2. Consumers need to be able to identify vehicles and drivers.
3. The car needs to be safe.
4. The driver needs to be a "good driver."
5. "Fair pricing."
DEFINITIONS
AIRPORT SHUTTLE: A vehicle furnished with a driver that carries passengers for hire exclusively on
a route that either starts at or ends at a commercial airport, and operates without a taximeter.
APPLICANT: A person or entity wishing to operate as a taxicab business within the corporate city
limits or a person wishing to drive a taxicab.
CERTIFIED CALIBRATOR: Individual who possesses a certificate showing completion of a
taximeter calibration course. Said certificate must state the individual qualifications to program,
calibrate, repair and maintain a taximeter. Said certificate must also include the name of the meter
manufacturer(s), and models for which the individual is qualified to calibrate.
CHARTER TRANSPORTATION: A vehicle furnished with a driver that carries passengers for hire
either on a fixed route in the city or pursuant to a written contract with reservations at least twenty
four (24) hours in advance of the service. The vehicle shall operate without a meter installed and
charge for services on an hourly basis or longer periods of time.
CONNECT: The network communication process by which a driver accepts a requested ride via a
web -based application system.
DECAL: A sticker issued by the city clerk for each taxicab operated by a taxicab business.
DESTINATION RATE: A flat fee charged by a metered taxicab business to carry a passenger from
anywhere within the corporates limit of Iowa City to a specified geographic location outside the
corporate limits of Iowa City that is applicable at all times and on all days. A destination rate cannot
be charged for a ride that originates and terminates within the corporate limits of Iowa City.
Examples of a destination rate are: Iowa City to Riverside Casino $_ and Iowa City to Eastern
Iowa Airport $_
DISPATCH: The communication process, such as by means of telephone, radio, or mobile device,
by which a metered taxicab business assigns a particular metered taxicab driver to a location to pick
up a passenger.
DRIVER: A person who is authorized by the city to drive a taxicab.
ENTRY FEE: The fee charged when the taximeter is turned on regardless of the distance traveled.
HORSEDRAWN VEHICLE: Any vehicle operated or pulled by a horse, furnished with a driver and
carrying passengers for hire within the city, and operates without a taximeter.
LICENSE: Written permission by the city to operate a taxicab business.
MANIFEST LOG: A daily record prepared by a taxicab driver of all trips made by said driver showing
time and place of origin, destination, number of passengers, and the amount of fare of each trip. A
manifest log may be stored electronically.
METERED TAXICAB. A taxicab in which the taxicab business dispatches a driver to a passenger
or the driver responds to a passenger via traditional street hail, including hand gestures and verbal
statements. A metered taxicab does not include a pedicab or horsedrawn vehicle.
METERED TAXICAB BUSINESS: A taxicab business that operates at least one taxi by means of
dispatching drivers and/or by means of traditional street hail, including hand gestures and verbal
statements. A metered taxicab business does not include taxicab services provided by pedicabs
and horse drawn vehicles.
NETWORK REPRESENTATIVE: The person that a network taxicab business has authorized to file
an application for a taxi cab business license and receive and accept all correspondence and notices
from the City pertaining to the network taxicab business and its affiliated drivers.
NETWORK TAXICAB. A taxicab in which the driver connects with passengers via a web -based
application. .
NETWORK TAXICAB BUSINESS: A taxicab business that operates its business entirely via a web -
based application system to connect drivers with passengers for taxicab services.
PASSENGER: An individual being transported by a taxi cab business.
PEDICAB: A vehicle propelled primarily by human power through a belt, chain or gears, having two
(2) or more wheels, furnished with a driver and carrying passengers for hire. A motor may assist or
supplement the human power, but the pedicab cannot be propelled exclusively by the motor. It shall
be equipped with properly functioning front and rear lights for nighttime operation, right and left
rearview mirrors and right and left turn signals, and operates without a taximeter.
PREARRANGED RIDE: A period of time that originates when a driver accepts a requested
ride through a web -based application, continues while the driver transports the passenger, and
terminates when the passenger departs from the network taxicab.
RATE CARD: A card containing the maximum fare rates and complaint procedure. A rate card must
include the information shown on the city clerk's rate card template, and it must be filed with the city
clerk.
STREET: Any street, alley, court, lane, bridge or public place within the city.
TAXICAB: All vehicles furnished with a driver that carry passengers for hire within the city, including,
but not limited to, metered taxicabs, network taxicabs, pedicabs, and horsedrawn vehicles. "Charter
transportation" and "airport shuttle," as defined in this section, and a vehicle owned or operated by
any governmental entity that provides public transportation are not taxicabs.
TAXICAB BUSINESS: A person or entity that provides taxicab services originating within the
corporate limits of the city of Iowa City.
TAXICAB SERVICES: All activities conducted as part of or in furtherance of a taxicab business.
TAXIMETER: A device attached to a taxicab that automatically calculates at a predetermined rate or
rates and indicates the charge for hire of a metered taxicab.
WEB -BASED APPLICATION: A program that is accessed over a network or internet connection that
connects passengers and drivers and provides passengers with driver, vehicle, and rate information
prior to engaging in a prearranged ride.
BUSINESS LICENSES
A. Taxicab business licenses shall be valid for one year. All business licenses shall commence on
June 1 of each year, and shall expire on May 31. No business licenses will be issued unless an
application is filed by May 1, except for pedicabs and horsedrawn vehicles.
B. Each applicant for a taxicab business license shall file an application with the city clerk by May 1
on forms provided by the city.
C. If the city clerk finds that the applicant has fully complied with the requirements of this chapter,
the applicant has no outstanding judgments arising from municipal infraction citations, and the
police chief or chiefs designee has determined that there is no information which would indicate
that the issuance of the license would be detrimental to the safety, health or welfare of residents
of the city, the city clerk shall issue a license to conduct a taxicab business.
D. If the city clerk subsequently finds that the taxicab business is not in full compliance with the
requirements of this chapter or if the police chief or chiefs designee finds that continued
operation of the taxicab business would be detrimental to the safety, health or welfare of
residents of the city, the city clerk may revoke or suspend the license to conduct a taxicab
business as provided in section 5-1-5 of this title.
E. No taxicab business shall allow a person to drive a taxicab unless the driver has the
authorization of the city clerk.
F. The license cannot be sold, assigned, or transferred to another taxicab business.
G. Taxicab businesses shall maintain manifest logs, stored electronically or otherwise, must be
maintained and accessible to the city of Iowa City for a minimum of sixty (60) days.
H. Each taxicab business shall provide taxicab service to the public twenty-four (24) hours a day,
seven (7) days a week.
I. Notwithstanding the provisions herein, network taxicab business licenses may be issued for the
time period between February 1, 2015 and June 1, 2015.
ACCESSIBILITY OF RECORDS
A. Taxicab businesses shall maintain manifest logs, stored electronically or otherwise, must be
maintained and accessible to the city of Iowa City for a minimum of sixty (60) days.
B. Taxicab businesses shall provide the following vehicle information and driver information on
demand to the city of Iowa City and this information must be accessible to the City in at least one
of the following ways:
A taxicab business shall have an accessible business office located within Iowa City or
Coralville city limits. An accessible business office means that the office must be staffed
twenty-four (24) hours a day, seven (7) days a week and is subject to inspection by the
City without notice. Manifest logs must be maintained at the accessible business office.
The telephone number listed on the application must be answered twenty four (24) hours
a day, seven (7) days a week.
2. A web -based application used to connect passengers and drivers shall display for the
passenger prior to engaging in a pre -arranged ride, at a minimum:
a. the driver's first name and a photograph of the driver;
b. the license plate number of the vehicle; and
c. the vehicle's make and model.
DRIVER REQUIREMENTS
A. No person shall operate a taxicab without authorization of the city clerk.
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1. Each person desiring to drive a taxicab shall file an application with the city clerk.
2. If the city clerk finds that the applicant has fully complied with the requirements of this
chapter and the police chief or chiefs designee has determined that there is no
information which would indicate that authorization to drive a taxicab would be
detrimental to the safety, health or welfare of residents of the city, the city clerk shall
authorize the individual to drive a taxicab. Names of authorized drivers will be made
available in the office of the city clerk during regular business hours and on the city
website.
3. Driver authorization shall be valid for a period of one year from date of issuance.
1. Beginning February 1, 2015, each driver while operating a taxicab, which includes a
prearranged ride, shall prominently display in locations in both the front and rear
compartments a picture identification card that is visible to all passengers. The City shall
provide the picture identification card and shall approve the locations where it is
displayed.
2. Prior to February 1, 2015, each driver while operating a taxicab in the City, shall
prominently display in locations in both the front and rear compartments an identification
card that is visible to all passengers which is issued by the taxicab business showing the
full name of the driver and the taxicab business. The card must be at least eight and one-
half inches (81/2) in width and five and one-half inches (5'/2") in height. The City -issued
identification card satisfies this provision.
4
D. No driver shall smoke while transporting a passenger. No driver shall allow a passenger to
smoke.
E. No driver shall take a circuitous route to a destination, or any route other than the most direct
route, without the express consent of the passenger.
F. No driver operating a network taxicab, unless it is also a metered taxicab, may solicit potential
passengers. Solicit means an appeal by words or gestures for immediate patronage of a taxi. A
network taxicab driver shall not direct people to a network taxicab that is parked, stopped,
standing or moving upon the street.
G. No driver operating a network taxicab, unless it also is a metered taxicab, may accept or respond
to passengers' or potential passengers' request for service via traditional street hail, including
hand gestures and verbal statements.
H. A network taxicab is not a "commercial vehicle" for purposes of the parking restrictions in Section
9-4 of the Code.
I. The following provision applies to motorized taxicabs:
1. No person shall operate a motorized taxicab, including a pedicab that is assisted or
supplemented with a motor, on the streets of the city, no person who owns or controls a
motorized taxicab shall permit it to be so driven, and no motorized taxicab licensed by the
city shall be so driven for hire unless the driver of such motorized vehicle shall have first
obtained and shall have then in force a chauffeur's license issued under the provisions of the
code of Iowa, as amended.
VEHICLE REQUIREMENTS
1. Each taxicab shall be subject to an annual inspection, and no taxicab shall pass inspection
unless it complies with this chapter, the vehicle equipment requirements of the code of Iowa, and
administrative rules.
2. The City may require reinspection of a taxicab on belief that it is not mechanically fit.
1. In the event any taxicab is determined by the city equipment superintendent or designee not
to be mechanically fit, the decal shall be confiscated and returned to the city clerk. After
reinspection and determination that the taxicab meets the standards of mechanical fitness, a
new decal will be issued and charged as established by council resolution.
2. The police chief or designee may require reinspection of a taxicab on belief that it is in such
unsafe condition as to endanger any person. In the event any taxicab is determined by the
police chief or designee to be in such unsafe condition as to endanger any person, the decal
shall be confiscated and returned to the city clerk. After reinspection and determination that
the taxicab meets the standards of mechanical fitness, a new decal will be issued and
charged as established by council resolution.
3. In the event any network taxicab is determined by the city equipment superintendent or
designee not to be mechanically fit, the City shall notify the network representative, and the
network representative must immediately deny the driver access to the network's system.
After reinspection and determination that the taxicab meets the standards of mechanical
fitness, the City shall notify the network representative and the driver may be allowed
access to the network's system
C. In order to solicit passengers, be hailed, or be dispatched to a passenger, a taxicab business and
driver must meet the following requirements:
1. Taximeter: All taxicabs must be equipped with a taximeter that is in good operating order,
and has been calibrated and sealed by a certified calibrator. Dated documentation must be
provided to the city equipment superintendent, on a form provided by the city, with each
inspection and filed with the city clerk when the inspection is completed. Calibration date must be
within thirty (30) days prior to the annual inspection. Signage must be conspicuously displayed
on the inside of a taxicab that states "If the meter is not working, this vehicle cannot operate as a
taxi. Receipt for fare available upon request." Verification Of Calibration For Taximeters: The city
may require verification of a certified calibration for taximeters without prior notice for the
purpose of ensuring compliance with this chapter.
2. Lettering Required: Each taxicab shall have the name of the taxicab business on each side
of the vehicle in letters at least six inches (6") in height. Pedicabs and horsedrawn vehicles may
use lettering smaller than four inches (4"). Removable signs and peel -off letters shall not be
allowed. If a phone number is provided the number shall be the same number that appears on
the taxicab business application and rate card. All letters and numbers, except for the name of
the taxicab business, shall not be greater than four inches (4"). Lettering may be allowed on a
window, if approved by the city equipment superintendent or designee.
3. Lighted Dome: Every motorized taxicab shall have a lighted dome attached permanently to
the exterior roof of the taxicab with lettering that identifies the vehicle as a taxicab visible from
the front and back of the taxicab. The lighted dome shall be a minimum size of twelve inches by
one inch by three inches (12" x 1" x 3"). In the event the city equipment superintendent or
designee determines that the permanent attachment of a dome to the exterior roof is not
possible, the city equipment superintendent or designee may approve an alternative placement.
If a phone number is provided the number shall be the same number that appears on the taxicab
business application and rate card.
4. Beginning _, 2015, all taxicabs must have a unique and distinctive color scheme and
design, which must be approved by the City.
5. Except for pedicabs and horsedrawn vehicles, each taxicab business shall provide a
minimum of four (4) taxicabs, and one taxicab shall be in operation at all times. At least four
(4) taxicabs shall be insured and shall have a decal at all times.
DECALS
A. Each taxicab business shall file an application for a decal for each taxicab with the city clerk on
forms provided by the city.
B. No person shall operate a taxicab on any street unless a decal has been issued by the city clerk,
and no taxicab business shall allow a taxicab to be operated on any street unless a decal has
been issued by the city clerk. The decal shall be attached to the lower corner of the front
windshield on the passenger side. Pedicabs or horsedrawn vehicles shall display the decal on
the left rear of the taxicab.
2
C. If the city clerk finds that the taxicab business has fully complied with the requirements of this
chapter and the city equipment superintendent or designee determines that there is no
information which would indicate that issuance of the decal would be detrimental to the safety,
health or welfare of residents of the city, the city clerk shall issue a decal for the taxicab.
D. The decal shall be nontransferable as between taxicabs and taxicab businesses.
E. Decals will be issued by the city clerk on the next business day at least twenty- four (24) hours
after the filing of a completed application for such decal with the city clerk.
F. The taxicab business shall return the decal within two (2) business days of when the vehicle is
no longer operating as a taxicab. Additionally, metered taxicab businesses shall remove the
bubble light and lettering within two (2) business days of when the vehicle is no longer operating
as a taxicab. Failure to comply with this provision is grounds to suspend and revoke the taxicab
business license.
G. If, after the issuance of a decal, the license plate for the taxicab is changed, the taxicab business
shall inform the city clerk in writing of the new license plate number and have the city equipment
supervisor or designee verify that the VIN, license plate number, and decal match. No driver
shall operate a taxicab until the city equipment supervisor or designee has verified that the VIN
and decal match the new license plate number. No taxicab business shall allow a taxicab to be
operated until the city equipment supervisor or designee has verified that the VIN and decal
match the new license plate number.
H. The taxicab business shall return the decal within two (2) business days of when the vehicle is
no longer operating as a taxicab.
I. No person shall operate a motorized vehicle, a horsedrawn vehicle, or a pedicab that has a
decal attached to it if the decal is not valid. A decal that is not valid includes, but is not limited to
the following situations: 1) the decal is outdated; 2) the insurance for the taxicab as required in
this chapter has been cancelled or otherwise terminated; or 3) the taxicab business has notified
the City Clerk that the vehicle is no longer part of its fleet.
LIABILITY INSURANCE REQUIREMENTS:
A. The taxicab business shall insure each driver consistent with the requirements of this
chapter.
B. The minimum limits of the insurance policy shall be determined by the City's Risk Manager.
C. The taxicab business shall file with the city clerk evidence of liability insurance coverage in
the form of one certificate of insurance that lists all taxicabs insured. The certificate of
insurance must be acceptable to the City.
D. The insurance company must be authorized to do insurance business in the state of Iowa
and be acceptable to the city.
E. Insurance coverage for the driver of a network taxicab shall, at a minimum, be for incidents
involving the driver during a prearranged ride and shall provide coverage at all times the
driver is engaged in a prearranged ride. Insurance coverage of a metered taxicab, which is
not titled in the name of the business, shall be for incidents involving the driver when the
vehicle is operated as a taxicab and shall provide coverage at all times a driver is operating
7
the taxicab. Insurance coverage of a metered taxicab, which is titled in the name of the
business, and pedicabs and horsedrawn vehicles, shall be for all incidents.
F. Notwithstanding Section 5-1-5, the cancellation or other termination of an insurance policy
required by this chapter shall automatically suspend the business license. The City Clerk
shall immediately issue written notification to the taxicab business of the suspension of the
license. The City Clerk will schedule a suspension hearing before the City Manager or
designee in the same manner as in Section 5-1-5. If the taxicab business obtains insurance
coverage that complies with this chapter prior to the hearing on the suspension, the City
Clerk may withdraw the suspension and cancel the hearing. Upon the City Clerk suspending
the license, the taxicab business shall return all decals to the city clerk. If the suspension of
the business license is subsequently withdrawn, the taxicab business must apply for new
decals in accordance with the terms of this chapter and at its expense.
I MI
A. Rates must be based on time, distance, or a combination thereof
B. Taxicab businesses and drivers shall provide rate information to all passengers in at least one of
the following ways:
1. A web -based application system that minimally provides:
a. The total fare or fare range is clearly displayed on the application and the
passenger positively acknowledges he or she agrees to the rate structure being
charged for the ride requested before the ride is confirmed. All other rates,
charges, or fees are prohibited.
b. Upon completion of the prearranged ride, the driver or taxicab business shall
transmit to the passenger an electronic receipt, either by electronic mail or text
message. The receipt shall document the point of origin and destination of the
ride, the total distance and duration of the ride, the total fare paid, and the
driver's first name.
c. No taxicab business or driver shall charge a fare that exceeds the amount
communicated through a web -based application.
2. A rate card that is prominently displayed to all passenger seats and each driver
shall provide a copy of said card to a passenger, when requested. A copy of the
rate card shall be filed with the city clerk.
a.A rate based on distance includes destination rates. Except for destination rates, all
rates based on time and/or distance must utilize a taximeter. All other rates,
charges, or fees, except for extra rider stipulations and cleanup rates, are
prohibited. Only one rate may be certified by the calibrator at one time, and said
rate must match the rate card filed in the city clerk's office and verified by the city
equipment superintendent or designee.
b. No driver of a metered taxicab shall operate a taxicab without utilizing a taximeter
that has been calibrated by a certified calibrator and inspected.
c. Whenever the taxicab business desires to change the rate charged, the taxicab
business shall file a rate card with the city clerk setting forth the new rates. The
business must have all taximeters recalibrated by a certified calibrator on a form
provided by the city and returned to the city clerk no later than ten (10) business
days after filing the new rates with the city clerk. The business must have the
taximeter recalibrated by a certified calibrator no sooner than the filing date of a
rate card change and no later than ten (10) business days after said filing date,
The business must have all taximeters recalibrated by a certified calibrator before
the business may again change the rate charged.
3. No taxicab business or driver shall charge a fare exceeding the amount
communicated to passengers through a web -based application, rate card, or
taximeter.
REVOCATION/SUSPENSION OF LICENSES AND AUTHORIZATIONS:
Licenses and authorizations issued under this chapter may be revoked or suspended as provided in
section 5-1-5 of this title.
FEES
Fees for licenses, decals, inspections, and authorizations shall be set by Council resolution.
ADMINSTRATIVE RULES
The City Manager and City Clerk, and their designees, are authorized to establish administrative
rules not inconsistent with any ordinance adopted by the City Council. A copy of the rules shall
be on file with the City Clerk and available of the City website.
VIOLATIONS:
Any violation of this chapter shall be considered a simple misdemeanor or municipal infraction. The
fine for a simple misdemeanor shall be $_, and the civil penalty for a simple misdemeanor shall be
HORSEDRAWN VEHICLES:
I7
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CITY OF IOWA CITY
UNESCO CITY Of LITERATURE
PENDING CITY COUNCIL WORK SESSION TOPICS
November 24, 2014
December 16th, 2014
1. Update from the Iowa City Area Development Group
2. Update from the Iowa City Downtown District
January 6th, 2015
1. Discuss ICCSD letter to cities regarding housing policies
Pending Topics to be Scheduled
1. Discuss recycling opportunities for multi -family housing (UISG letter in 10/1/2013
packet)- To be considered subsequent to Fiberight related decisions
2. Discuss city related marijuana policies and potential legislative advocacy positions
3. Discuss community business attraction and anti -piracy compact
4. Review of the Sensitive Areas ordinance
5. Discussion on Gateway Project aesthetic elements
6. Discuss formation of staff /citizen climate adaptation advisory group (spring 2015)
7. Discuss transit route planning framework
From: James Throgmorton <jthrogmo@yahoo.com>
Sent: Friday, November 21, 2014 1:50 PM
To: Council
Cc: Tom Markus
Subject: Council actions re: equity and diversity issues
Attachments: New City Council Actions Concerning Equity and Diversity Issues.doc
Fellow Council members and Tom,
Please see the attached set of possible City Council actions concerning diversity and equity issues.
Jim
New City Council Actions Concerning Equity and Diversity Issues
City Council Member Jim Throgmorton
During our Nov 18 work session, Stefanie Bowers skillfully summarized information
contained in the 2013 Equity Report and the National League of Cities Institute for
Youth, Education & Families' 2012 action guide City Leadership to Promote Black Male
Achievement. At the end of her presentation, Stefanie identified several possible topics
for City Council/staff action. We council members discussed her summary and briefly
suggested some specific steps to take. Kingsley, for example, recommended that we
schedule a follow up work session in which we could explore the possible actions more
thoroughly. Mayor Matt Hayek suggested that we submit our suggested courses of action
to the Council as a whole. My suggestions follow.
Stefanie began her presentation by noting that the Equity Report exists primarily because
of recommendations made by the Ad Hoc Committee on Diversity Issues. She's right, of
course, and it is important not to lose sight of the fact that we created that committee
primarily in response to events surrounding the shooting of Trayvon Martin and concerns
expressed by black members of the Iowa City community about their experiences of
living in Iowa City.
We have taken several good steps since that committee was created, including producing
the Equity Report and initiating all the other actions highlighted in Stefanie's report. They
deserve more attention and credit they have received.
But a great deal more remains to be done. I want to offer three specific suggestions.
Build Stronger Bonds Based on Mutual Trust
The Equity Report presents a great deal of data. The data are enlightening, sometimes
quite troubling, and necessary for managing the City staff's actions efficiently.
Although having good data is important for management and policy-making purposes, it
is not sufficient as a response to public concerns. Building trust throughout the
community is at least as important.
Stefanie pointed out some good steps the Police Department has made this year to
improve community relations. These steps constitute an excellent start. But we City
Council members have a particularly important role to play.
We need to get out of City Hall, go into the various communities of this city, and meet
with people who currently feel little reason to trust local government It is especially
important that we meet with lower income, black, and Hispanic residents of the city in
places they feel most comfortable.
What I specifically recommend is an action that Susan Mims and I discussed a few
months ago. I believe we need to schedule a regular series of community conversations in
which Council members and key staff members meet with diverse members of the public
away from City Hall. I would suggest that we conduct quarterly forums at night in
schools or equivalent settings (e.g., the Center for Worker Justice's office, the Broadway
and Pheasant Ridge Neighborhood Centers, Uptown Bill's, The Spot, The Senior Center).
In light of legal constraints, and because most of us are very busy with our day jobs, I
would further suggest that only two or three council members attend each of these
forums, and that we establish a rotating schedule of attendance, somewhat like we
currently do with KXIC.
The primary purpose of these interactive meetings would be to develop stronger bonds of
mutual trust between the City Council and diverse parts of the Iowa City community.
This means we would have to listen actively to what residents tell us. But it also means
that we would be able to share with the public (in a very informal setting) what we know
about what the City is doing, and why. In other words, we would conduct these forums
very differently from how we conduct our "public discussion" periods or public hearings.
Given the events that led to us creating the Ad Hoc Committee on Diversity, I think it is
especially important that we find ways to improve mutual understanding and trust
with young, lower-income black men and women. To do this, I think we need to
identify black adults who come from lower-income backgrounds and who already have
established strong bonds of trust with younger people. People like Fred Newell.
Royceann Porter, and Henri Harper come to mind. Those adults could be enormously
important intermediaries or liaisons.
Address Deeper Inequities
My second recommendation concerns the race -related disparities in education,
employment, income, traffic stops, arrests, incarceration, etc. presented in Stefanie's two
reports. The data concerning those disparities do not explain themselves. People might
agree that the data show large disparities and inequities, and yet differ dramatically about
what they think produces the disparities and hence what should be done in response.
On this point, I note that our Equity Report focuses almost exclusively on internal City
operations and pays virtually no attention to the deeper inequities identified in the NLC
report about black male achievement. I think, therefore, that future versions of the Equity
Report should focus more attention on those deeper inequities, especially with regard to
lower-income black members of the Iowa City community.
More important, we need to devise actions that will reduce those deeper disparities. This
leads to my third suggestion.
Identify Ways to Use Future LOST Funds to Reduce Inequities
Given State -mandated reductions in commercial property tax rates, it appears very likely
that we will have to find new sources of revenue or else cut services. The voters chose
not to approve the Local Option Sales Tax (LOST) proposal we placed on the ballot
earlier this month. Given the financial situation, however, I think it is very likely we will
have to return to the voters with a new version of the tax, one that will warrant a yes vote
from a majority of voters in the five contiguous cities. I have already sent the Mayor,
Mayor Pro -tem, and City Manager specific suggestions about how to do that.
Here I simply want to note that the NLC report provides us with some good ideas about
how to allocate part of any future LOST revenues. We need to devise some community-
based programs —funded with LOST revenues and devised collaboratively with
community members — that would increase employment opportunities and practical
hands-on educational opportunities for our lower income residents, especially those of
color. I am especially intrigued by the NLC report's discussion about "YouthBuilds" in
Footnote 6. People like Joe Williams at Northwest Mutual and Chad Simmons at
Diversity Focus might be especially helpful in designing such programs.
In sum, I propose that we take three actions: (1) build stronger bonds based on mutual
trust, (2) address deeper inequities, and (3) devise programs that could potentially be
funded with LOST funds. I look forward to discussing these ideas with you, and to
engaging your own ideas about what we should do.
'ZP la
Marian Karr
From: Kingsley Botchway <kbotchwa@co.johnson.ia.us>
Sent: Monday, December 01, 2014 12:03 AM
To: Marian Karr
Subject: Actions City Council Can Take Regarding Diversity & Equity
Hello Marian,
Please add the below message to the council packet for this upcoming Tuesday (late handouts). Thank you.
Actions City Council Can Take Regarding Diversity & Equity
1. Publicly acknowledge we have racial inequities and disparities in our city and have strategic planning session to
develop actions the city council can take to eliminate or minimize these issues
2. Add public oversight or inclusion in the Diversity Task Force
3. Use Seattle Racial Equity Toolkit or modified racial equity toolkit in budget decisions & council actions
4. Develop different ways to engage and incorporate the minority community
-Council Throgmorton brought up having council meetings at different locations
-identifying key minority groups and designating a council member to each group
-arranging for child care during council meeting work sessions and/or formal meetings
-arrange transportation route/loop to council meeting work sessions and/or formal meetings
-online submittal process for complaints & applications
-increase budget in communications to engage community
5. Work with other governmental bodies on racial equity (i.e. The County)
-work on creating a shared data gathering tool or software across the metro
-work on developing programs to reduce jail population& give Iowa City residents a better quality of life
-provide financial assistance in working with the county on reducing racial/ethnic disparity
6. Follow through with overall action plan and action plan for police department to reduce racial/ethnic disparity
Kingsley Botchway II
Deputy Auditor of Elections, Johnson County
Sent from my iPad
November 25, 2014
U
Members of the City Council
City of Iowa City
410 East Washington Street
Iowa City, IA 52240
Dear Council Members:
Pursuant to Resolution No. 14-37, the Ad Hoc Senior Services Committee ("Committee")
submits the attached report. I would be happy to present the report at a Council meeting, if
that would be helpful.
The Committee received valuable assistance from City Staff in completing its charge. In
particular, Marian Karr and Geoff Fruin were tremendous resources. Their professionalism,
dedication, and insights are assets to the City. The Committee sincerely appreciates their
efforts.
The members thank Council for the opportunity to serve on the Committee.
Very truly yours,
The Ad Hoc Senior Services Commit e
JAW.er, Cha r
Attachment
{01793211.DOCX)
AD HOC SENIOR SERVICES
COMMITTEE REPORT
TO THE CITY COUNCIL
Approved November 24, 2014
TABLE OF CONTENTS
Executive Summary......................................................................
Page 1
Initial Section...........................................................................
Page 3
Charge1.................................................................................
Page 4
Charge2.................................................................................
Page 6
Charge3.................................................................................
Page 9
Conclusion.................................................................................
Page 11
Exhibit A —Res. 13-47...................................................................
Page 12
Exhibit B — 2014 Annual Report ......................................................
Page 16
Exhibit C — Sub Committee Evaluation .................................................
Page 33
Exhibit D — Accreditation letter and report .............................................
Page 38
Exhibit E — Survey Report................................................................
Page 45
Exhibit F - Senior Center Strategic Plan Booklet ....................................
Page 53
Exhibit G — Census.........................................................................
Page 65
Executive Summary
1. Committee's Approach
The Ad Hoc Senior Services Committee was established pursuant to the terms of Resolution No. 14-
37 on February 18`", 2014. The committee met regularly to accomplish the three tasks charged by the
City Council. Public comment was received at all meetings and a special meeting was held on
November 12, 2014 to hear public input specific to the committee's initial draft report to the City
Council. This final report reflects all changes made subsequent to the November 12"' public input
meeting.
Il. Charge 1: Evaluation of Senior Center
The committee was directed to evaluate the current vision, mission and programming of the Senior
Center. This task was accomplished with input from Senior Center staff and members of the public,
as well through a review of existing reports and related documents concerning the Senior Center. The
committee found that the Senior Center's programs "promote active aging at a consistently high
level". The committee agreed with the National Council on Aging's assessment that the "Senior
Center meets all nine standards of national excellence, including program development and
implementation." The committee recognized the Senior Center's collaboration with agencies that
provide service to seniors.
The committee evaluated opportunities for improvement, which included "a review of fees and other
ways to assist in the funding of the Center should be encouraged." Notably, the committee felt that
scholarships for low-income participants should be continued and encouraged. Finally, the committee
recognized that "efforts are being made to increase ethnic, racial, economic, and other types of
diversity."
The committee acknowledged the difficulty in measuring non-member use of the Senior Center.
However, the committee encourages staff to "consider ways to collect data to demonstrate
community -wide, multi -generational participation in activities and events."
III. Charge 2: Financial & Physical Resources
The committee spent considerable time attempting to understand the existing and expected future
resources of the City. It is noted that property tax reform and a declining trend of federal assistance
will likely result in increased financial pressures on the community. In order to better understand the
needs of the senior population, the committee heard from City staff members from multiple
departments and committee members reviewed agencies providing service to seniors in the
community. Time and resource constraints did not allow for a more formal approach to gauge the
needs of the senior population. A professional survey should be considered by the City Council.
Summarized recommendations from the committee related to this charge are outlined below:
• The City should continue to work on goals to identify and utilize revenue sources;
• The City should assess opportunities to generate revenue through rentals;
• The City should consider the needs of low-income seniors as a high priority when allocating
federal, state and local funds to external agencies;
• The City should seek additional funds from other cities in Johnson County and the Board of
Supervisors whose residents utilize the Center;
• The City should assess opportunities to share space, funding strategies and other resources
with relevant community agencies;
REPORT PAGE I
• The City should encourage all agencies that serve seniors, irrespective of whether that is their
primary mission, to apply for any available funds that serve low-income seniors;
• The City should commission a professional survey to better understand the needs of seniors;
• The City should maintain the Center in its current location; and
• The City should take steps to enhance accessibility to and within the Center.
IV. Charge 3: Obstacles to Serving the Senior Population
The final charge of the committee was to identify any obstacles, including facility considerations,
which may be hindering the City's ability to serve the senior population and to make
recommendations that would minimize or eliminate such obstacles. The committee's
recommendations are summarized below:
A. Obstacle: Transportation.
Recommendation: Transportation -related issues — especially in light of the reduced funding to
SEATS — are problematic for certain segments of the senior population. The City should assess
the transportation -related issues in more detail.
B. Obstacle: Difficulties with expansion of diversity.
Recommendation: The Senior Center Commission, the Steering Council, and the Center staff
should continue to explore ways to add the current diversity of participants at the Center, and to
make sure the diversity reflects that of the community at large.
C. Obstacle: Gaps in services for seniors.
Recommendation: The City and agencies that serve older adults should engage in a dialogue
with appropriate organizations to better understand any gaps in services. The dialogue should
include the continued identification of possible areas of collaboration between the City and
various agencies.
D. Obstacle: Barriers to access The Center.
Recommendation: Assess the challenges with accessing The Center (e.g. time allotted to cross
streets at the corner of Linn and Washington; timely snow and ice removal in the winter; slippery
paint on crosswalks; public bus stop in front of ADA entrance on Washington St.).
E. Obstacle: Lack of community awareness of the inclusivity of The Center programs.
Recommendations: Increase emphasis on the availability of multi -generational programming
that benefits everyone in the community, not just seniors.
F. Obstacle: Lack of downtown affordable housing for low and middle-income seniors.
Recommendation: Explore ways to increase downtown affordable housing and universal design
for low and middle-income seniors.
G. Obstacle: Decrease in funding.
Recommendation: Avenues should be explored to increase contributions from other cities in
Johnson County and from the Board of Supervisors.
H. Obstacle: Lack of articulated vision for how to make Iowa City age friendly.
Recommendation: The City Council should establish an exploratory committee to consider the
WHO (World Health Organization) approach to age friendly cities.
REPORT PAGE 2
Ad Hoc Senior Services Committee
I. Establishment of the Committee
The Ad Hoc Senior Services Committee ("Committee') was established by the Iowa City City Council
("Council') on the 18"' day of February, 2014.
II. Committee Members
Name
BeginsMember
Term
Joe Younker -Chair
Mercedes Bern -Klug
5/1/2014
5/1/2014
12/1/2014
12/1/2014
Ellen Cannon
Jane Dohrmann
5/1/2014
5/1/2014
12/1/2014
12/1/2014
Rick Dobyns-Council Member
5/1/2014
12/1/2014
Jay H. Honohan
Hiram Richard Webber
5/1/2014
5/1/2014
12/1/2014
12/1/2014
III. Enabling Resolution and Committee Charge
Pursuant to the terms of Resolution No. 14-37 ("Resolution'), a copy of which is attached to this Report
as Exhibit A, Council has charged the Committee with three tasks:
A. To evaluate the current vision, mission, and programing, and recent accomplishments of the
Senior Center, as detailed in the 2013 Annual Report (Exhibit B). Further, and to review the
current demographics of the participants served by the Senior Center Survey of Members,
Former Members, as well as other available data resources from the Senior Center, and
determine whether segments of the senior population are not accessing available services. A
summary of this committee evaluation and its final related findings shall be included in the final
written report to the City Council.
B. To make recommendations to the City Council on haw Iowa City should use current financial and
physical resources to meet the needs oflowa City seniors. These recommendations should
consider the City's use of existing resources and the vision, mission, and programming required
to more effectively serve the growing senior population in the community in accordance with the
inclusive and sustainable values expressed in the City's Strategic Plan. Such recommendations
shall include commentary regarding the specific segments of the senior population that they
intend to serve.
C. To identify any obstacles, includingfacility considerations, which may be hindering the City's
ability to serve the senior population and to make recommendations that would minimize or
eliminate such obstacles.
REPORT PAGE 3
W. Meetings Conducted
The Ad Hoc Committee Chair Joseph Younker, vice chair Jane Dohrmann, members Mercedes Bern -
Klug, Ellen Cannon, Richard Dobyns, Jay Honohan, and Rick Webber, staff Marian Karr and Geoff
From, convened on May 5, 2014.
The committee adopted a meeting format as follows:
1. Call to order
2. Consider motion to adopt consent calendar as presented or amended
a) minutes
b) correspondence
3. Discussion by the committee on selected items
4. Reports from contact members re local agencies
5. Public discussion (items not on the agenda)
Public comment at the meetings was extensive relating to the Committee's responsibilities, the Center,
and other local agencies providing services to seniors.
Charge 1: Evaluation of the Center
I. Description of the Center
In 1981, the City completed the rehabilitation of the old Post Office building at 28 S. Linn, Iowa City,
Iowa. The original mail workroom is now the assembly room that hosts a variety of informative and
entertaining programs as well as the site for the senior dining program. A mezzanine floor was added to
make more efficient use of the vertical space above the assembly room. The building has a variety of
offices, meeting and exercise rooms.
II. Key Considerations
A copy of the full evaluation is attached to this report identified as Exhibit C. The following, however,
provides an overview of the Center's areas of excellence, opportunities for improvement, and items for
further review.
A. Areas of excellence
The Center is the primary, central resource for quality programs and services that
promote optimal aging for seniors in the Iowa City community. The Center's programs
promote active aging at a consistently high level. The Committee agrees with the report
completed by the National Council of the Aging National Institute of Senior Centers, the
Center accomplishes its Vision' and Mission?
' "To be the community's primary resource for the highest quality programs, services, and opportunities
that promote optimal aging."
z "To promote optimal aging among older adults by offering programs and services that promote wellness,
social interaction, community engagement, and intellectual growth."
REPORT PAGE 4
The Center is the only nationally accredited senior center in the state of Iowa (Exhibit D).
The Committee agrees with the National Council on Aging's assessment that the Senior
Center meets all nine standards of national excellence, including program development
and implementation. In addition, results from the 2013 survey (Exhibit E) and the
comments from members during the Committee meetings indicate high satisfaction with
the center. The Center is a strong community asset supporting thousands of persons a
year to learn new skills, make friends, share interests, and engage more fully in the
community. The Committee recognizes the Center leadership for using financial and
other resources well as it works toward fulfilling its mission of promoting optimal aging
in our community.
In 2013, 360 unique classes were offered at the Center (Program Guide available on
Center website). Volunteers donated 24,400 hours towards the operation. Persons
benefited from services offered by other agencies at the Center, including Visiting Nurses
Association, AARP Tax Aid, Elder Services Agency, volunteer lawyers, counseling,
SHIPP, Honoring Your Wishes, and English language learners' (ELL) classes. The
Center Staff is responsible for coordinating these programs, organizing registration and
appointments, in addition to organizing volunteers.
Currently the Center has 1592 members. Membership dues are S33 for a single Iowa City
resident. Non -Iowa City fees are higher. Scholarship fees are S10 for low-income
seniors. In addition to the members, many older adults and younger people benefit from
programs.
The Center staff consists of the, coordinator, program and community outreach
specialists, an operations assistant, two maintenance workers and three part time staff
assisted by the Senior Center Commission, the Steering Committee, and senior
volunteers. The current level of staffing does not permit providing activities and services
for people experiencing advanced dementia or other cognitive impairments requiring
supervision and assistance. However, the Center does serve seniors who have disabilities
and limited cognitive impairment.
B. Opportunities for improvement
The fees for participants in the Center are reasonable, but considering future budget
constraints, a review of fees and other ways to assist in the funding of the Center should
be considered. Scholarships for low-income participants should be continued and
encouraged.
The current level of diversity in the participants at the Center continues to be a concern of
the Senior Center Commission, the Steering Council, and staff. Efforts are being made to
increase diversity.
C Data gaps and identification of matters for further review/study
The Senior Center Commission, Steering Council (composed of volunteers), and staff are
continuing their efforts to increase diversity at the Center. Methods of supplementing
and improving these efforts should be reviewed.
REPORT PAGE 5
The Senior Center Commission, Steering Council (composed of volunteers), and staff
should evaluate membership fees and other ways to assist in funding the operational
budget.
The Committee considered asking the staff to collect demographic characteristics and
usage information of nonmembers who participate in activities at the Center, but decided
against doing so because of the burden on the staff and the discomfort that some
participants may feel in disclosing personal information. Center staff should consider
ways to collect data to demonstrate community -wide, multi -generational participation on
activities and events.
(Exhibit F — Senior Center Strategic Plan Booklet)
Charge 2: Physical and Financial Resources
I. Understanding of City Financials
In order to better understand the City's financial position, the Committee sought information on
existing resources as well as expected financial trends in the coming years. Specifically, the
Committee reviewed information on how the City funds the Center and supports non-profit
agencies through the Aid to Agencies and Community Development Block Grant (CDBG)
programs. The Committee also reviewed previous correspondence from staff to the Council
concerning the projected impacts of the 2013 property tax reform legislation and heard directly on
that issue from Finance Director, Dennis Bockenstedt. Finally, the Committee reviewed funding
trends in the CDBG and HOME federal grant programs.
The Committee reviewed the FY 13, FY 14 and FY 15 Center budgets. At the time of review,
only the FY 13 budget reflected actual revenues and expenditures. The Center operates with
expenditures of 5778,491 (FY 13) and revenues of 5209,724 (FY 13). This means the General
Fund contributed 5568,766 in FY 13. While FY 14 and FY 15 budgets were not closed out, it
appears from the Committee's review and staff comments that the General Fund contribution
tends to be in the 70-75% of expenditures range. Similar to other City operations, the vast
majority of expenditures are personnel related. Approximately 1% of the City's General Fund is
allocated to the Center.
The Committee also reviewed the FY 13-15 allocations for the City's Aid to Agencies and CDBG
programs. As the Council understands, there is a prioritization process that guides the allocation
of these funds. Over the last three years the City's contributions have ranged from approximately
5375,000 to 5400,000. Of those funds the FY 15 allocation included 535,000 to two senior
service providers. The committee recognizes that other agencies that received funds likely serve
some seniors, albeit not exclusively. CDBG funds are regularly used to support housing projects.
While some types of senior housing are eligible for CDBG funds, the Committee noted that the
last senior housing projects to receive funds were in 1999, 2000 and 2001.
REPORT PAGE 6
Looking ahead, the Committee recognizes that property tax reform will put significant pressure
on the General Fund, which contributes both to the Center and the Aid to Agencies program.
Similarly, a ten year review of CDBG and HOME grants to the City clearly show a downward
trend of those funding sources. Both federal grant programs have been reduced by several
hundred thousand dollars over the last ten years. The political climate in Washington D.C. does
not give City staff any reason to believe this trend will reverse in the coming years. These
financial pressures will impact the City's ability to fund all programs, not just ones that serve
seniors.
II. Overview of Process to Determine Needs of the Senior Population
Determining the needs of the City's senior population is a very difficult task to accomplish in a
short period of time. The Committee approached this task in two ways. First, the Committee
heard from City staff with the Senior Center, as well as with the Library, Parks and Recreation
and Transportation Services departments. - Secondly, the committee attempted to identify several
of the largest non-profit service providers in the area to gain a better understanding of their
operations, finances and general challenges. Individually, Committee members met with the
following agencies and then shared their findings with the Committee as a whole:
o Elder Services
o Heritage Agency On Aging (HAAA)
o Johnson County Livable Communities
o Shelter House
o Pathways
o Consultation of Religious Communities
o Iowa City Free Medical Clinic
o MECCA
o Johnson County Mental Health
o Visiting Nurse Association (VNA)
o Compeer
o Iowa City Hospice
o SEATS Paratransit
o Hispanic Community
Given the time constraints on the Committee, we feel this approach was the best method for
determining the needs of the senior population. However, we recognize this was an informal
approach and thus any conclusions should be treated as such. Additionally, although the agencies
surveyed by the Committee all provide services to seniors in a general sense, the agencies are
designed to serve various target populations. For example, some agencies (e.g., Elder Services)
are designed to target certain segments of the senior population. Other agencies (e.g., Iowa City
Free Medical Clinic) provide services to seniors as part of servicing a larger target population. If
the Council wishes for a more scientific approach to determining the needs of seniors, it will
likely need to utilize professional assistance with a survey methodology.
REPORT PAGE 7
III. General Findings of Needs of the Senior Population
There are many agencies and organizations in the Johnson County area that seek to serve older
adults exclusively or include older adults in their target population, as listed in the Johnson
County Livable Community web site. The web site includes 90 agencies and residential options
(e.g., including nursing homes and assisted living). Of these, 22 are governmental, 30 are for-
profit, and 56 are non-profit. Forty providers do not charge; however, 36 are able to bill
Medicare and Medicaid for services. Seventy-five are paid through private pay and private
insurance.
Both the City and non-profit organizations are challenged to meet the needs of seniors with
existing limited financial resources. Based upon the information collected through this process,
the following themes were identified.
1. The Committee recognizes that with the growing senior population, it will be
increasingly
challenging to meet the needs of a growing and increasingly diverse senior population,
especially for seniors with limited financial resources. (Exhibit G)
2. The Committee recognizes the demand for programs and services that promote overall
wellness and independence and prevent or delay the onset of chronic diseases will
increase.
3. Available funding from both Federal and City may decrease for both the Center
and the non-profit agencies. Avenues should be explored to increase contributions from
other cities in Johnson County and from the Board of Supervisors.
IV. Recommendations Regarding Financial Resources
1) The City's General Fund funds the majority (approximately 70-75%) of the Center's
budget. City Staff expects that property tax reform will put significant pressure on the
General Fund in the coming years. The Committee recommends that the Center
Commission and Staff, and the City Staff, continue to work on goals to identify and
utilize revenue sources, including reconsideration of the fees for non -Iowa City residents.
2) In connection with Recommendation No. 1, the Center should assess opportunities to
generate revenue through the rental of meeting/gathering space.
3) The Committee understands that the City is in the process of assessing how it prioritizes
the distribution of certain federal, state, and local funds among various social service
agencies. Through that the process, the City should identify the needs of low-income
seniors — especially needs relating to issues concerning food and supportive services that
allow people to remain safely in their homes for as long as possible (e.g., Pathways Adult
Day Health Center & Elder Services) — as being in the highest prioritization category.
4) The Senior Center Commission and Center Staff, in coordination with the City, should
seek increased funding from Johnson County.
5) City Staff and Center Staff should continue to assess opportunities to share space,
funding strategies, and other resources with relevant community social service agencies
to increase efficiencies and leverage various funding opportunities.
1.990ST1.411-IMUM
6) Agencies and organizations that serve older adults should be encouraged to apply for
AID TO AGENCY funds for their specific programs that address current areas of high
priority as decided by the City Council, including in particular programs serving older
adults that address: substance abuse, emotional health services, employment training,
housing services for persons experiencing homelessness, and transportation.
The City commission a professional survey to collect unbiased, representative
information regarding gaps in services and barriers to access for seniors on which to base
subsequent recommendations.
8) Many seniors face barriers to participating in social networks in our community because
of physical conditions, cognitive impairment, emotional challenges, language and/or
poverty. To aid these seniors, the Committee proposes that the City Council initiate a
program "Full Participation Awards" for the next three years of four grants of $10,000
each to non profits for programs to enhance social programing for these seniors.
V. Recommendations Regarding Physical Resources
1) Maintain the current location of the Center.
2) The Center should take steps to increase the accessibility of its building. Steps to
consider include, but are not limited to: a) a general informal assessment of ADA
compliance; b) requesting a public bus stop be added in front the ADA accessible
entrance on Washington Street; c) and increase signage in the Tower Place parking ramp
to assist visitors in locating the Center's skyway.
Charge 3: Obstacles and Recommendations
Charge 3 tasks the Committee with "identify[ing] any obstacles, including facility considerations, which
may be hindering the City's ability to serve the senior population and to make recommendations that
would minimize or eliminate such obstacles." The Committee has identified the following obstacles and
recommendations.
A. Obstacle: Transportation.
Recommendation: Transportation -related issues — especially in light of the reduced funding to
SEATS — are problematic for certain segments of the senior population. The City should assess
the transportation -related issues in more detail.
B. Obstacle: Difficulties with expansion of diversity.
Recommendation: The Senior Center Commission, the Steering Council, and the Center staff
should continue to explore ways to add the current diversity of participants at the Center, and to
make sure the diversity reflects that of the community at large.
REPORT PAGE 9
C. Obstacle: Gaps in services for seniors.
Recommendation: The City and agencies that serve older adults should engage in a dialogue
with appropriate organizations to better understand any gaps in services. The dialogue should
include the continued identification of possible areas of collaboration between the City and
various agencies.
D. Obstacle: Barriers to access The Center.
Recommendation: Assess the challenges with accessing The Center (e.g. time allotted to cross
streets at the corner of Linn and Washington; timely snow and ice removal in the winter; slippery
paint on crosswalks; public bus stop in front of ADA entrance on Washington St.).
E. Obstacle: Lack of community awareness of the inclusivity of The Center programs.
Recommendations: Increase emphasis on the availability of multi -generational programming
that benefits everyone in the community, not just seniors.
F. Obstacle: Lack of downtown affordable housing for low and middle-income seniors.
Recommendation: Explore ways to increase downtown affordable housing and universal design
for low and middle-income seniors.
G. Obstacle: Decrease in funding.
Recommendation: Avenues should be explored to increase contributions from other cities in
Johnson County and from the Board of Supervisors.
H. Obstacle: Lack of articulated vision for how to make Iowa City age friendly.
Recommendation: The City Council should establish an exploratory committee to consider the
WHO (World Health Organization) approach to age friendly cities.
REPORT PAGE 10
Conclusion
The Ad Hoc Senior Services Committee completed its charge to:
1) evaluate the Senior Center
2) review current and projected financial and physical resources to meet the needs of seniors
3) identify obstacles and make recommendations to minimize or eliminate such obstacles
The Committee concluded that to meet the needs of the current and growing senior population
and to be in accordance with the inclusive values of the City of Iowa City, the City should
continue to support the Senior Center in its current location and through on-going financial
support. The City should continue to support other organizations that also meet the needs of
seniors, especially through programs that meet basic needs and reduce isolation. Further study
should be done to allow seniors to self -identify additional needs. Finally, various obstacles should
be addressed to improve the quality of life of seniors. By supporting the needs of seniors, the
City of Iowa City will continue to be a place where people want to live, retire, grow older, and
contribute to the well-being of the community and continue to be recognized as a `Best City for
Successful Aging".
REPORT PAGE 11
Exhibit A - Resolution
Prepared by: Geoff Fruin, Asst. to the City Manager, 410 E. Washington St., Iowa City, IA 52240 (319) 356-5010
RESOLUTION NO. 14-37
RESOLUTION ESTABLISHING AN AD HOC SENIOR SERVICES COMMITTEE
TO REVIEW THE VISION, MISSION, AND PROGRAMMING OF CITY
SPONSORED SENIOR SERVICES IN RELATION TO THE OVERALL NEEDS
OF SENIORS IN THE COMMUNITY
WHEREAS, The vast majority of city sponsored senior services are provided through the Senior
Center (aka The Center). The Vision of the Senior Center is that it "will be the communities'
primary resource for the highest quality programs, services, and opportunities that promote
optimal aging". The Mission of the Senior Center is "to promote optimal aging among older
adults by offering programs and services that promote wellness, social interaction, community
engagement, and intellectual growth. The Center serves the public through intergenerational
programming and community outreach. and
WHEREAS, According to the United States Census Bureau, the segments of the United States
population that grew the fastest between 2000 and 2010 were persons ages 45 to 64 years and
65 years and older. Statistics on the State of Iowa and the City of Iowa City indicate that the senior
population is growing in similar fashion; and
WHEREAS, The City Council recently adopted its 2014-15 Strategic Plan, which includes a
commitment to foster a more inclusive and sustainable Iowa City. The Strategic Plan also included
a new initiative to examine alternative approaches to delivering services and programs for senior
citizens; and
WHEREAS, It is important for City services to recognize and adapt to the changing demographic
and socioeconomic profile of Iowa City residents in order to ensure that municipal services are
best meeting the needs of the population; and
WHEREAS, The City Council has expressed a desire to evaluate the current services offered
by the Senior Center in order to ensure that the City is effectively meeting the needs of the
senior population within the community.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA
CITY, IOWA, THAT:
1. The Ad Hoc Senior Services Committee is established.
2. The Senior Service Committee shall consist of seven (7) members to be appointed by the
City Council. Members of other City boards and commissions may serve on the Senior Services
Committee. Membership shall include at least one member of the City Council, Senior Center
Commission and a non-member of the Senior Center. Up to two non-residents of the City of Iowa
City shall be eligible to serve on the committee if they are residents of Johnson County and offer
desirable expertise not available from applicants who reside in Iowa City.
REPORT PAGE 12
ENhibil A solution
eso ution o. 14-37
Page 2
3. Applications for membership on the Senior Services Committee shall be announced,
advertised, and available in the same manner as those for all City boards and commissions. The
term of members shall commence immediately upon City Council appointment.
4. City Council shall select the Chair, who when present will preside over all meetings, and
the Vice -Chair, who will serve as chair in absence of the Chair.
5. The City Manager and City Clerk, or their designees, shall staff the Senior Services
Committee.
6. The Senior Services Committee shall determine the frequency and conduct of its
meetings. The meetings will be open to the public in accordance with Chapter 21 of the Iowa
Code.
7. The Senior Services Committee shall serve from May 1, 2014 to December 1, 2014 and
shall have an organizational meeting no later than June 13, 2014.
8. The charges of the Senior Services Committee are as follows:
A. To evaluate the current vision, mission, programming, and recent
accomplishments of the Senior Center, as detailed in the 2013 Annual Report.
Further, and to review the current demographics of the participants served by
existing operations. Such evaluation should consider the 2013 Senior Center
Survey of Members, Former Members and Non -Members, as well as other
available data sources from the Senior Center, and determine whether segments
of the senior population are not accessing available services. A summary of this
committee evaluation and its related findings shall be included in the final written
report submitted to the City Council.
B. To make recommendations to the City Council on how Iowa City should use
current financial and physical resources to meet the needs of Iowa City seniors.
These recommendations should consider the City's use of existing resources and
the vision, mission and programming required to more effectively serve the
growing senior population in the community in accordance with the inclusive and
sustainable values expressed in the City's Strategic Plan. Such recommendations
shall include commentary regarding the specific segments of the senior population
that they are intended to serve.
C. To identify any obstacles, including facility considerations, which may be hindering
the City's ability to serve the senior population and to make recommendations that
would minimize or eliminate such obstacles.
9. The Senior Services Committee shall submit a written report to the City Council by
December 1, 2014, that responds to each of the charges listed above and that contains
recommendations, if any, with respect to each of the charges.
10. Absent further action by the City Council, the Senior Services Committee will dissolve on
December 1. 2014.
REPORT PAGE 13
E i d��onRNsolutIU37
Page 3
Passed and approved this 18th day of February 2014.
ATTEST: %� C
CITY CLERK
MAYOR
REPORT PAGE 14
p rove
City Attorney's Office
Exhibit A - Resolution
Resolution No. 14-37
Page 4
It was moved by Mims and seconded by
Resolution be adopted, and upon roll call there were:
AYES:
NAYS:
REPORT PAGE 15
ABSENT:
the
Botchway
Dickens
Dobyns
Hayek
Mims
Payne
Throgmorton
Exhibit B - Annual Report
Handed out at 05/05/14 meeting
REPORT PAGE 16
Exhibit B - Annual Report
The Center
PROMOTING OPTIMAL AGING IN FY2013
The Annual Report to the Community of the Iowa City/Johnson County Senior Center
REPORT PAGE 17
Exhibit B - Annual Report
The FY13
Survey
AEEPINGACTIVE CLASSES
PHYSICALLYAND MENTALLY
To determine the effectiveness of current
programs and policies in promoting
optimal aging, a survey for members,
non-members, and former members
was developed and administered in
FY13. Survey goals included identifying
incentives, barriers, and benefits to
participation in Center programs and
program strengths and weaknesses.
In June of 2013, over 3000 surveys were
mailed to individuals on The Center's
Program Guide mailing list who were
residents of Johnson County and either
a current member, former member, or
non-member of The Center. In total
1092 (35%) surveys were returned.
Results were analyzed using Excel and a
content analysis for written responses.
ACTION PLAN
The results of the survey have been forwarded to the members of the Senior
Center Commission and the participant based Membership, Program,
Community Outreach, and Diversity Working Committees, and Steering Council.
After review and discussion of the results of the survey, representatives from
the Commission, Working Committees, Steering Council, and Center staff will
collaborate to develop a plan of action that will maintain our areas of strength
while addressing the issues identified. Our goal is to offer opportunities for
The Center offered 360 unique classes in
FYI covering evervrhing from literature
and fitness to video production, music,
and arr education.
Members and community members
praised The Center for the quality of
its programming and the many ways
participation enriches their lives. The
average satisfaction rating for programs
and services was 97°%o! The personal
benefits identified were all critical
components of successful aging. People
said they "met lots of new people;"
"enjoyed and learned many new things;"
felt a sense of belonging, changed
their attitudes about aging; shared
their knowledge; and added purpose,
meaning, and structure to their lives. In
the words of one person, participation
"improved my self-esteem and in a
wonderful way... connected me to the
community... improved my mental
health and relieved the sense of isolation
I sometimes have."
Most respondents view The Center
as an asset to the community or
themselves. They mentioned The
Center's role in decisions about their
retirement location and how it helped
them become integrated into the
community. Others noted such things
as quality programming, a quality
facility, and their good fortune to be
here. For example: "I love the center
and plan my week around it. The
staff is great. The classes are great. The
facility is attractive." Numerous working
seniors mentioned their desire to enroll
optimal aging to all adults over 50 in our community without compromising our in programs when they retired and
current level of excellence. classes become available.
REPORT PAGE 18
2 • The Center 2013 Annual Report
Exhibit B - Annual Report
VOLUNTEER SERVICE
Six hundred and forty-five (645) volunteers donated 24,300
hours as teachers, leaders, project directors, building supervisors,
or special project volunteers to support The Center in FY13.
They play a critical role in the successful operation of the Senior
Center. This type of service is known to provide purpose and
meaning to life; a way to contribute to the community after
leaving the workforce.
The survey revealed a few operational
areas that need to be addressed. For
instance, many working seniors and
seniors with daytime responsibilities
would like to have access to The Center
on weeknights and expanded weekend
hours. Additionally, there is a need
for more diversity in programming
and membership. This includes
intergenerational programming, as well
as age, ethnic, and economic diversity
among members.
Expanding membership diversity is
a primary goal in The Center's 2010-
2015 Goals. Therefore, for the past
several years, the Steering Council
and Membership, Program, and
Community Outreach Working
Committees have been collaborating
with staff to address issues related to
diversity and sponsoring programs to
promote multiculturalism and bring
new groups. into The Center. Recently
a new working committee was formed
that will focus its attention on diversity
issues exclusively. Nonetheless, there is
more work to be done.
Por a complete description of the survey
content, findings andanalysis, see
www.ICgouorg/senior
"It has improved my self-esteem and
in a wonderful way has connected
me to the community (through
classes and activities) so has
improved my mental health and
relieved the sense of isolation I
sometimes have."
REPORT PAGE 19
The Center 2013 Annual Report • 3
Exhibit B - Annual Report
lil
"I have met lots of new people and enjoyed and learned ESTABLISHING SOB1A7.
many new things, I feel welcome whenever I come to CONNECTIONS
the center."
Accredited by rX=
National Institute of
Senior Centers
Mission Statement
The Mission of the Senior Center is to promote optimal aging
among older adults by offering programs and services that
promote wellness, social interaction, community engagement,
and intellectual growth. The Center serves the public through
intergenerational programming and commuuiry outreach.
THERE WERE
104,970
total visits to Center sponsored programs in FY13
THERE WAS AN AD/D��ITIO�N[/AL
14 and 6910
on-site visits to the Senior Nutrition Program and
other services and meetings respectively
FOR A GRAND TOTAL OF
126164
visits in FYI 3.
THERE ARE
1,592
current members.
National Accreditation
November 2012-2017
In November of 2012, The Center received national
accreditation for the second time. National accreditation
is awarded by the National Council on Aging's National
Institute of Senior Centers and signifies that The Center has
met senior center standards of excellence in nine operational
areas: purpose and planning; program development and
implementation; governance; fiscal and asset responsibility;
facility and operations; evaluation; community connections;
administration; and records and reports.
Of nearly 11,000 senior centers across the United States,
only 200 or so have been accredited. The Iowa City facility is
currently the only senior center in the state of Iowa to have
this official national recognition.
Having national accreditation indicates to the members
of our community that The Center's services and overall
operation meet or exceed the standards of excellence
developed by senior center leaders from across the country.
As an accredited senior center, we are among the very best in
the United States.
On site reviewers for the accreditation process were
particularly impressed with some of our practices, Specifically:
• Multiple collaborations with community partners
• Great utilization of new marketing materials and efforts to
brand the organization
• Excellent Volunteer Handbook and expansion of hours
with volunteer building supervisors
• Interesting, diverse, and remarkable quantity of programs
and activities, showcased in an exceptional program guide
• Important stewardship of a historic building in the
community
Becoming nationally accredited is a complicated, multi -step
process involving staff and many volunteers. Without the
support and participation of our volunteers, obtaining this
highly regarded recognition would not have been possible.
REPORT PAGE 20
4 • The Center 2013 Annual Report
Exhibit B - Annual Report
SOCIAL INTERACTION AND ENGAGEMENT
Social interaction and engagehnetu Cie
es.scmiI components of all programming. In
addition to our classes, The Ceui offered ' sp,-cial events, 7 performance- groups, 18
different volunteer activities, and :4 groups iii d clubs in FY13. All of these activities
incorporated time for participants to interact with each other.
Programming Principles and Values Vision Statement
"I developed a
happier attitude
about aging."
The primary principle underlying Senior Center programming The vision of the Senior Center is to be the communities'
and services is that of optimal aging. primary resource for the highest quality programs, services,
and opportunities that promote optimal aging.
Optimal aging is a broad concept involving more than
physical health or the absence of disease. It is a comprehensive
and individualized concept of wellness that encourages
and extends an optimal balance of physical, intellectual,
emotional, social, vocational, and spiritual health.
The Senior Center's program components promote optimal
aging by providing a variety of opportunities for education, social
engagement, physical activity, and community involvement.
Participation in these types of activities are known to reduce
the risk of disease and disability, improve memory, enhance
mobility, maintain independence, and provide a social
network that is a key factor in longevity and the ability to
participate in and contribute to the culture and community.
Values represent the core priorities in an organization's culture
and serve as the foundation for all that is done. The Center
abides by the following values:
1. Intrinsic worth: Every individual has intrinsic worth.
2. Experience: Life experiences of adults are valued and
shared.
3. Capacity for growth: Everyone has a life-long capacity
for growth and improvement.
4. Respect: All people and ideas deserve respect.
5. Inclusiveness: Decision-making is inclusive of different
viewpoints.
6. Excellence: All programs and services strive for excellence.
7. Collaboration: Engagement of and with the larger
Johnson County community sustains the Senior Center.
S. Honesty: Communication is honest and based on
mutual trust.
REPORT PAGE 21
The Center 2013 Annual Report • 5
Exhibit B - Annual Report
MAINTAINING CONTACT WITH
THE COMMUNITY
COMMUNITY SERVICES OFFERED AT THE CENTER
During FYI 3, 26 professional services were offered at The
Center. Programs like die AARP Tax Aide l'niscrsir}
of Iowa Counseling Services; Volunteer Lass-; rs: Srnior Iealth
Insurance Information Program: \'isirin,, Nurses Association;
and Honoring Your Wishes, a communis --snide advanced care
planning initiative, all ensure that the community comes into
The Center.
FY2013 Finances: Senior Center Operations
Expenses
Personnel
$509,369
Services
214,878
Supplies
47,372
Capital Outlay
6,872
Total $778,491
New Horizons Band Expenses
Personnel
$6,244
Services
3,601
Supplies
1,890
Total $11,735
New Horizons Band Revenue
Band Fees
$9,395
Special Events
1,341
Contributions and Donations
3,157
Total $13,893
Revenue
Johnson County
$70,000
Class Fees
4,188
Fees: Voices of Experience
2,320
Membership Fees
46,751
Special Events
1,442
Independent Contractor Fees
14,459
Contributions and Donations
13,953
Senior Center Endowment
23,177
Miscellaneous Sales
7,736
Sponsored Program Support
5,853
Reimbursement of Damages
866
Room Rental
400
Locker Rental
1,224
Parking Permits
17,035
Vending Machine Commission
322
Total $209,726
REPORT PAGE 22
6 • The Center 2013 Annual Report
Exhibit B - Annual Report
THE SENIOR NUTRITION PROGRAM REACHING OUT TO THE COUNTY
which supplied 84,237 units of service in FY2013, is housed in this building and Performances by music, theatre, dance,
provided with all essential maintenance and operational expenses free of charge. In and poetry groups are regularly scheduled
addition to the 14,254 meals prepared and served on site, this location was used to throughout the community. Center
make and prepare for delivery 58,092 home delivered meals, 11,891 meals for satellite volunteers share information about The
locations, and 3,409 prepackaged meals fou distribution in Johnson County. Senior Center and conduct fundtnising
activities in a variety° t,; cnu-,. in FY13
The Center recorded 9,29$ nisiis co
outreach programs.
FY2013 Donors: Operational Budget and New Horizons Band
Supporting ($1000+)
Community Foundation
Friends of The Center
Hills Bank and Trust Company
Iowa City Masonic Foundation
US Bank
Platinum ($500-999)
Susan and Sandy Boyd
Helene Soper
University of Iowa Community
Credit Union
University of Iowa, Department
of Microbiology
Gold ($250-499)
Coralville Center for the
Performing Arts
Joan Jehle
Todd Nash
Michael and Patricia Pavelieh
Jo Ellen Sittlow
Walden Place
Working Group Theater
Silver ($150-249)
Frederick and Judith Amundson
Jon and Judy Cryer
Devotay
Patricia and James Ephgrave
Johnson County Retired School
Personnel
Susan Cox Conservatorship
John and Kathleen Wachel
Harriet and James Wrenn
Bronze ($75-149)
Michael Adams and Kristine
Krenik
Julia Anderson
Jacqueline Bird
Bill Blanchard
Mary Brandes
Lynne Cannon
Richard and Ellen Caplan
Connie Clark
Terry Curtis
Julia Davis and David Reynolds
Thelma, Dora, Michael and Rita
Davison
Richard and Ann Feddersen
Linda Fisher
Anne and Joseph Frankel
Peter and Katy Hansen
Dale Helling
Wendy Heffner and
Diane Mothershead
Jan and Kenn Hubel
William and Marlene Hutt
Kay Kendall
Linda and Richard Kerber
Diana Kruse
Paula Laube
Jean and Richard Lloyd -Jones
Ina and Gerhard Loewenberg
Nancy Lynch
Joyce Varner
Mental Menezes
Gregg Oden and Lola Lopes
Polly Pagliai
Ed and Sara Ring
Stephen and Deborah Rugg
Mae Schatteman
Ken and Mary Beth Slonneger
Jack and Barbara Thorpe and
Family
Ann Wade
Contributors (S1-74)
Dean Abel
Kent and Kay Ackerson
Marsha Anderson
Laretta Angerer
Anonymous
Anonymous
Anonymous
Anonymous
Dottie and Karl Armens
Patricia Arnold
Jenean Arnold
Olivia Atcherson
Alice and Kendall Atkinson
Fran Austin
Douglas Baynton
Bonnie Bender
Kevin Berbaum and Julia Lenel
Glorine Berry
Katherine Bjomdd
Janice and Larry Blake
John Brandon and Diana Harris
Estyl and Richard Breazeale
Connie and Edward Brinton
Jim and Sandy Bucher
Rosie Bullington
Valerie Buns
Joan Buxton
Helen and Bill Byington
Kathleen Cahill
Carnation Rebekah Lodge 376
Jeanette Carter
Jo Catalano
Mr. and Mrs. Roger Cazin
Jason Chen
James Clayton and
Christine Allen
Nancy and Paul Collins
Dennis Colman
Jim and Syndy Conger
Charles Cox
Florence Cromer
David Curry
Ralph Delozier
Jan Denehy
Terry and Jo Dickens
Robert Doyle
Karen and David Drake
Michelle Dralle
Carolyn Dyer
Lolly and Del Eggers
Bob and Beth Engel
Eleanor Engen
Sonia and Ronald Ettinger
Pamela Fitzgerald
Douglas Flynn
Robert Foster
Raymond Funk
Glen and Nancy Futterman
George Gay
Norma Gehring
Inez Gehrke
Mary Gilbert
Patricia and James Glueck
Efraim and Miriam Gluzer
Gordon Goldsmith and
Sara Henryson
Jim and LeDonna Gommels
HL and Elmeda Graves
Beverly Graves
Stuart and Carrie Greenburg
Jean Hagan and John Sjoberg
James Hamilton
Pat Hanke
Robert and Sue Hansen
Rose Hanson
Jan Hanson
Joyce Harney
William Heald and
Mary Ann Letizio
Julie Hegmann
Mary Pat Heitman
Douglas Hempel
Judy Hendershot
Kathleen Henderson
Highland Ridge
Laura and Gary Hill
Karl Hillie
Becky Hoffbauer
Del Holland
Leslie Holstad and Dave BoJack
REPORT PAGE 23
The Center 2013 Annual Report • 7
Exhibit B - Annual Report
Jay Honohan
Charles Neuzil
Margery Hoppin
Amy Nicholson
Veronica Hubbard
Candace Noble
International Women's Club
Oaknoll Retirement Services
Donna and John Isaacs
Ardis O'Dell
Sally Jablonski
Old Settlers Association
Diana and Carl Jens
Yvonne Oliver
Mary and David Jepsen
Robert Otto
Jacqueline Johnson
Oxford Farmers Market
Lorea and Ray Johnson
Beverly Palmer
Mr. and Mrs. Robert P Johnson
Marsha Paulsen Peters
Becky Johnson
Mark and Bonnie Penno
Keith and Connie Jones
Suzanne and John Peters
Linda and Herbert Jordon
Mary Louise and Rand Petersen
Jane Kelso
Joanne Peterson
Patricia Knox
Rob Price
Joost Korpel
Marjorie Price
Charles Kreeb
Theola Rarick
Barbara Kund
Janet Rawley
Ruth and Ken Kuntz
Sharon and Charlie Rebouche
Ed Laarman
Margaret Richardson
Marlene and Richard Lake
Mary and Donald Richardson
Phyllis Lance
Linda Riggs
Bill and Rose Landers
Gayle Robertson
Heidi Lauritzen
Ed Rolenc
Lois Lee
Denise Sarles
Steve and Jan Locher
Bob and Deb Sass
Vicki Lonngren
Kay Schillig
Bonnie Love and
Edna Schindhelm
Wayne Bowman
Naomi Schleper
Laura Lovell
Deborah and James
Martha Lubaroff
Schoenfeider
Larry Lynch
Steve and Janie Schomberg
Pat Machado
Doralee Schroder
Henry and Mary Anne Madden
Judy and Larry Schroeder
Joanne and Douglas Madsen
Bette Sherrill
Tom and Deb Markus
Jan Smith
Emil and Lucille Martin
Terry and Ann Smothers
Master Gardeners
Dinny Stamp
Kathleen Mathews
Judy and Bill Stebral
Donald and Jane Mathiasen
Joy and Oliver Steele
Pat Maxey
Kim and Steve Stek
Carol McCain
Sheila Stevenson
Mary and Jim McCue
Larry Strabala
Mary Mclnroy
Sally and Roger Stutsman
Nancy McKinstry
Patricia and William Sueppel
Gan and Laura McLaughlin
Mary and Jerry Sullivan
Paul and Valerie McNally
Joan Summerwill
Virginia and Duane Means
Judith Sutherland
Joe Michaud
Betty Sykes
Joan and Gerald Michel
Doris Thompson
Evalee Mickey
Carol Tobias
Bernice Morison
Robin Ungar
Beverly Mueller
Mary Wall
Bonnie and Michael Murphy
Elizabeth Walz
Lucy Murphy
Nellie Weber
Jerry and Judy Musser
Robertand Eunice Welsh
Sally Myers
Nancy Westlake
David and Ginny Naso
Ellen Widiss
Norma and Dale Wilhelm
Marianne Wilkening
Janice and Jim Williams
Doris and Roger Williams
Lois Wingate
Margy Winkler
Betty Winokur
Barb and Ron Witt
Bev and Lee Witwer
Nancy Wombacher
Bob and Mary Ann Woodburn
Deb, Rich, Lauren and
Lucy Wretman
Charlotte Wright
Darrell and Shirley Wynck
Doris Yoder
Beth Ann and Kenneth Zamzow
Jerry and Barbara Zinn
Donations of Items
Eye Physicians and Surgeons
Barbara Haring
Helen Nicklaus
Jack and Wendy Sherry
In Memory Of
Bebe Ballenfine
Joan Jehle
Rae Blanchard
Bill Blanchard
Michelle Dralle
Rose Hanson
Kathleen Henderson
Sally Jablonski
John Cazin
Mr. and Mrs. Roger Cazin
Carol McCain
University of Iowa, Department
of Microbiology
Jean Costa
Barbara Kuncl
Kathleen Mathews
Nellie Weber
Nancy Wombacher
Doris Yoder
Veryl Detwiler
Joan Jehle
Roger Fisher
Anonymous
Jenean Arnold
Alice and Kendall Atkinson
Richard and Ellen Caplan
Jeanette Carter
Jon and Judy Cryer
REPORT PAGE 24
8 - The Center 2013 Annual Report
Bob and Beth Engel
Patricia and James Ephgrave
Ann Feddersen
Linda Fisher
HL and Elmeda Graves
Robert and Sue Hansen
Jan Hanson
Joan Jehle
Keith and Connie Jones
Barbara Kuncl
Heidi Lauritzen
Paul and Valerie McNally
Virginia and Duane Means
Jerry Musser
Mark and Bonnie Penno
Janet Rawley
Steve Schomberg
Judy and Larry Schroeder
Ken and Mary Beth Slonneger
Dinny Stamp
Sheila Stevenson
Sally and Roger Stutsman
Elizabeth Walz
Janice and Jim Williams
Lois Wingate
Margy Winkler
Nancy Wombacher
Beth Ann and Kenneth Zamzow
Jerry and Barbara Zinn
Bernice Gantz
Linda and Richard Kerber
Joseph Giglierano
Michael Adams and Kristine
Krenik
Anonymous
Patricia Arnold
Jacqueline Bird
Thelma, Dora, Michael and Rita
Davison
George Gay
Mary Pat Heitman
Patricia Knox
Joost Korpel
Phyllis Lance
Pat Maxey
Nancy McKinstry
Yvonne Oliver
Robert and Eunice Welsh
Ray Heffner
Susan and Sandy Boyd
Richard and Ellen Caplan
Nancy and Paul Collins
James and Patricia Ephgrave
Richard and Ann Feddersen
Patricia and James Glueck
Exhibit B - Annual Report
Wendy Heffner and Diane Nancy Wombacher
Mothershead Deb, Rich, Lauren and Lucy
Mr. and Mrs. Robert P Johnson Wretman
Ed Rolenc
Judith Sutherland Milo "Bud" Palmer
Kathleen and John Wachel Beverly Palmer
Harriet and James Wrenn
Dorothy Hess
Carnation Rebekah Lodge 376
Glen and Nancy Futterman
Efraim and Miriam Gluzer
Stuart and Carie Greenburg
Laura and Gary Hill
Donna and John Isaacs
Mary and Donald Richardson
Stephen and Deborah Rugg
Jo Ellen Sittlow
George Paterson
Alice and Kendall Atkinson
Jon and Judy Cryer
Rose Hanson
Judy and Larry Schroeder
Dinny Stamp
Laretta Angerer
Glorine Berry
Katherine Bjorndal
Estyl and Richard Breazeale
Joan Buxton
Jeanette Carter
Jan Denehy
Bob and Beth Engel
Linda Fisher
Jim and LeDonna Gommels
Jan Hanson
Sally Jablonski
Joan Jehle
Diana and Carl Jens
Lorea and Ray Johnson
Chuck Kreeb
Barbara Kuncl
Donald and Jane Mathiasen
Gan and Laura McLaughlin
Duane and Virginia Means
Joan and Gerald Michel
Beverly Mueller
Jerry and Judy Musser
Mary Louise and Rand Petersen
Janet Rawley
Ed and Sara Ring
Denise Sarles
Bob and Deb Sass
Terry and Ann Smothers
Judy and Bill Stebral
Kim and Steve Stek
Sheila Stevenson
Barb and Ron Witt
Nadine Rudi
Joan Jehle
Dorothy Wright
Jack and Barbara Thorpe and
Family
Janie Yates
Rose Hanson
In Honor Of
AARP Tax Aide Preparers
Dennis Colman
Ralph Delozier
Robert Doyle
Linda Fisher
Inez Gehrke
Douglas Hempel
Larry Lynch
FY2013 Donors: Friends of The Center
Friends of The Center
($50,000+)
Clifford and Emily Iona Dodds
Supporting ($1000+)
David and Norma Carlson
Ed Rolenc
Platinum ($500-999)
Shari Davis
Jay and Nancy Honohan
Linda Kopping
Gold ($250-499)
Robert F. and Claire B. Ashman
Don R. Haines
Barbara L Haring
Iowa Shares
Silver ($150-249)
Anonymous
Anonymous
Dianne Day
Julie Hegmann
Michael Lensing
Helmut and Mara Schrott
Ann Wade
Bronze ($75-149)
Sharon Barrett
Joseph Frankel and Anne
Koopmans Frankel
Judy and Dick Hupfeld
Kenneth E. Krizan
Diana Kruse
Polly and Armond Pagliai
Helmut G. Schrott
Faye and Gordon Strayer
Kathie Belgum
Pat and Jim Ephgrave
Melanie and Bruce Haupert
Carol Howard
Jan and Kenn Hubel
NHB Generations of Jazz
Alexa Romans
Vicki Solursh
Contributors ($1-74)
Michelle Buhman
Lynne Cannon
Barb and Bob Bradley
Miriam and Arthur Canter
Michael and Veronica Chan
Judith K. Earley
Ed and Mary Flaherty
Ray and Shirley Hendrickson
Claire E. Hockley
Carolyn Kohler
Ken and Ruth Kuntz
Bor-Luh and Hsin Lee Lin
Rachael Lindhart
Henry and Mary Anne Madden
Sarah Maters
Jo Ann Manderscheid
Mary Grace Mayer
Twyla A. Marian
Ruth Brook Muir
Sally S. Myers
Candace Noble
Naomi J. Novick
Jerilynn O'Conner
Ardis J. O'Dell
Duane E. Papke
Margaret R. Polson
Jonathan Poulton
Jean Reese
Elizabeth V. Pardee -Rose
James Rosenkild
Doralee K. Schroder
Kathryn D. and Daniel W. Schweer
Janet K. Smith
Computer Mentoring Program
Pamela Fitzerald
Louie DeGrazia
Amy Nicholson
Senior Center Dance Team
International Women's Club
Gerald Solomons
Carol L. Spaziani
Oliver and Joy Steele
Lawrence G. Strabala
Sharon Stubbs
Faye and Gordo Strayer
Janice and Jim Williams
Louis J. Williamson
In Memory Of
Dinny Stamp
Sally S. Myers
George Paterson
Jan and Kenn Hubel
Grover Rosenkild
James Rosenkild
Melvin Schweer
Kathryn D. and Daniel W. Schweer
Jay and Nancy Honohan
Ray Heffner
Faye and Gordon Strayer
Ardis J. O'Dell
Ken and Ruth Kuntz
Janice and Jim Williams
Lynne Cannon
Henry and Mary Anne Madden
Faye and Gordon Strayer
Rachael Lindhart
Margaret R. Polson
Susan Rogusky
Vicki Solursh
In Honor Of
Ina Loewenberg
Anonymous
Mary Dusterhoft
Anonymous
REPORT PAGE 25
The Center 2013 Annual Report • 9
Exhibit B - Annual Report
M
Mu
"Fitness classes have beer) important "I think that you offer an AMAZING "The Center enabled me to
to me. The Center provides a number of varied classes." immediately meet new men and
structured way to keep physically women with whom I have common
active at any level of ability." interests."
MAKE A CONTRIBUTION TO FRIENDS OF THE CENTER
How YOU Can Support the Programs and Services
Offered by The Center
Friends of The Center, a nonprofit corporation, was formed in 2003 to generate
revenue through donations and bequests to help support The Center's operational
budget and enrich programming. Since its inception, Friends of The Center has
become an important source of funding for The Center.
The Friends manage The Center's Endowment and Charitable Giving account,
which are both held in the Community Foundation of Johnson County. VAlile the
endowment is a long-term investment, the Charitable Giving account is used to
support programming. Both accounts were established for the exclusive benefit of
the Senior Center.
Through the Charitable Giving account, The Friends have provided approximately
$130,000 for computers, SCTV equipment, tables, chairs, AV equipment, fimess
equipment, dances and other special events, and the Linn Street sign. Future
funding is likely to support outreach programming and classroom improvements.
The annual distribution of earnings from the Senior Center Endowment is an
important source of operational income for The Center. As the Endowment grows,
so does the annual contribution. The initial distribution of earnings was just over
$5,000. This year, because of your generous support and growth in the endowment;
the distribution of earnings increased to $30,380.
Gifts of all sizes are appreciated; no gift is too large or too small. They are all tax
deductible and can be made in your name or to honor or memorialize someone.
You have a few options when deciding how you want to make your donation.
• Friends
REPORT PAGE 26
10 • The Center 2013 Annual Report
OI"I'h+. Center
Exhibit B - Annual Report
M
"Services you offer are great.
OPTION 1.
MAKEA DONATION
DIRECTLY TO FRIENDS OF
THE CENTER
• Complete the enclosed form.
• Make your check payable to
Friends of The Center.
• Mail your check to:
Friends of The Center
Attn: Linda Kopping, Treasurer
28 South Linn Street
Iowa City, Iowa 52240
"Events I attended and services I've "The programming is varied and
used have been well run; people are creative, Keep it up!"
professional and friendly."
OPTION 2. OPTIONS.
MAKEA DONATION TO THE S UPPORT THE CENTER
COMMUNITYFOUNDATION WITHA DIRECT
FOR FRIENDS OF THE CENTER CONTRIBUTION
• Complete the enclosed form
• Make your check payable to
the Community Foundation of
Johnson County.
• Indicate that the donation is for
Friends of The Center by writing
FRIENDS OF THE CENTER on
the memo line of the check. Your
check will be deposited into The
Center's endowment fund.
• Mail your check to:
Friends of The Center
Attn: Linda Kopping, Treasurer
28 South Linn Street
Iowa City, Iowa 52240
• Your donation will be delivered to
the Community Foundation.
Many people prefer this approach
because donations to The Center's
endowment that are given directly
to the Community Foundation are
eligible for an Endow Iowa 25% state
tax credit.
REPORT PAGE 27
A tax deductible donation can be
made directly to The Center and
be used immediately to support
current operational expenses. Use
the enclosed card to let us know if
you want the gift made in honor or
memory of someone.
• Make your check payable to
The Senior Center
• Mail your check to:
Iowa City/Johnson County
Senior Center
Attn: Kristin Kromray,
Operations Assistant
28 South Linn Street
Iowa City, Iowa 52240
The Center 2013 Annual Report - 71
Exhibit B - Annual Report
FY2013 Community Partners
100Grannies.org for a Livable
Future
AARP
Access 21ndependence
Alzheimer's Association
American Academy of
Dermatology
American Red Cross
Back 2 Act Chiropractic and
Wellness Center
Ben Franklin Crafts and Custom
Framing
Benson & Hepker Design
Bill Sackter Centennial
Care Improvement Plus
Cedar Rapids Vision in Motion
Cellular Recycler
City Channel 4
Community Foundation of
Johnson County
Compeer
Coralville Center for the
Performing Arts
CoralVision
Crisis Center of Johnson County
Delta Gamma Sorority
Devotay
Domestic Violence Intervention
Program (DVIP)
Elder Services, Inc.
Englert Theatre
Extend the Dream Foundation
FilmScene
Friendly Techie
Friends of The Center
Great Heron Healing Arts
Hawkeye Area Community
Action Program
Hayes Lorenzen Lawyers, PLC
Her Soup Kitchen
Heritage Agency on Aging
Hills Bank and Trust Company
The Center's programming excellence is due in large part to its community partnerships.
Community partnerships help avoid duplication of services and support innovation, provide
opportunities to combine resources in ways that will enrich programming, and ultimately,
serve the older adults of this community more effectively. The Center enjoyed partnerships
with 124 organizations in FY2013.
Holly Kukkonen Piano Studio
Honohan, Epley, Braddock &
Brenneman
Honoring Your Wishes
Hoover Presidential Library
Hy -Vee (First Avenue)
Hy -Vee (Waterfront)
Iowa Audiology & Hearing Aid
Centers
Iowa City Community Band
Iowa City Genealogical Society
Iowa City High School Jazz
Ensemble
Iowa City Hospice
Iowa City Parks and Recreation
Iowa City Public Library
Iowa City Salsa Group
Iowa City Tango Club
Iowa City Telecommunications
Commission (ICTC)
Iowa City/Coralville Convention
and Visitors Bureau
Iowa Cultural Corridor Alliance
Iowa Department for the Blind
Iowa Department of Human
Services
Iowa: Eye to 1, LLC
Iowa City Fire Department
Iowa Insurance Division -
Consumer Protection and
Regulatory Agency
Iowa Legal Aid
Iowa City Police Department
Iowa Radio Reading Information
Service (IRIS)
Iowa State University Extension
and Outreach
Iowa Troop Pantry
Iowa United Nations Association
Iowa Valley Habitat for Humanity
InnerSynergy
Jensen Eyecare Center
Joe Page Piano Studio
Johnson County Board of
Supervisors
Johnson County Community
Organizations Active in
Disaster (COAD)
Johnson County Department of
Public Health
Johnson County Historical
Society
Johnson County Livable
Community
Kai-Yun Acupuncture
Leff Law Firm, LLP
Legacy Senior Living Community
Lensing Funeral & Cremation
Service
Linn -Mar High School Jazz Band
Live Well, Step By Step, LLC.
The Low Vision Store
Magnification Resources
Mercy Hospital
Midwest One Bank
Moline High School Jazz Band
Musician's Pro Shop
National Library Service
New Pioneer Food Co-op
NFB Newsline
North Liberty Television (NLTV)
Phelan, Tucker, Mullen, Walker,
Tucker & Gelman, LLP
Prairie Lights
Public Access Television (PAN
Pure Light Healing Center
Senior Health Insurance
Information Program (SHIIP)
Taoist Tai Chi Society of the USA
The Cottage Bakery and
Catering
The Mac Doctor
The Preemie Project
United Way of Johnson County
University of Iowa Aging Studies
Program
REPORT PAGE 28
12 • The Center 2013 Annual Report
University of Iowa College of
Nursing
University of Iowa Community
Credit Union
University of Iowa Confucius
Institute
University of Iowa Counseling
Psychology Program
University of Iowa Division of the
Performing Arts
University of Iowa Hospitals
and Clinics Department of
Dermatology
University of Iowa Hospitals and
Clinics Heart and Vascular
Center
University of Iowa International
Programs
University of Iowa International
Writing Program
University of Iowa Libraries
University of Iowa Museum of
Art
University of Iowa School of
Music
University of Iowa School of
Social Work
University of Iowa Senior
College
University of Iowa Wendell
Johnson Speech and Hearing
Clinic
US Bank
Vision Helpers
Visiting Nurse Association
Walden Place
West Branch High School Jazz
Band
West Liberty High School Jazz
One Ensemble
West Music/SoundReach Choir
Wilderness Studio
Working Group Theatre
Works -in -Progress Festival
Exhibit B - Annual Report
FY2013 Volunteers
Larry Akin
Pete Abolins
Lisa Acherkan
Jason Aird
Amber Alaniz
Bill Albrecht
Eddie AI len
Judy Allen
Sara Allen
Martin Andrews
Donna Angell
Page Applebaum
Valerie Appleton
Mary Ruth Arensdorf
Maureen Arensdorf
Adam Asarch
Becky Aspholm
Charley Atkins
Alice Atkinson
Dennis Aubrecht
Ralph Aufdenkamp
Jorey Bailey
Gabe Baird
Olivia Baird
Claudia Barber
Maria Barbosa
Timothy Barker
Nancy Barnes-Kohout
Edith Barragan
Bob Beall
Erin Beatty
Gwen Becker
Kathie Belgum
Barry Bender
Beth Bender
Jill Bentley
Daniel Benton
Kevin Berbaum
Mercedes Bem-Klug
Glonne Berry
Mike Biderman
Heather Binggeli
"There were 645 volunteers who served The Center during FY13. They taught classes planned
programs, led activity groups, assisted with special projects, provided free professional services,
assisted in the computer lab and fitness suites, and raised awareness of The Center through
community outreach. Volunteers also produced programs for broadcast on cable television,
participated in fundraising projects, and served on advisory committees to help determine The
Center's path into the future. Simply put, everything important or noteworthy that happened in
FY13 involved volunteers in some way.
Volunteers are the key to the success of The Center's operation. They are The Center's most
important asset.
Karol Bird
Puja Birla
Kale Bongers
Jodi Booth
Peg Bouska
Irene Bowers
Lucy Bowers
Norlin Boyd
John Boyt
Finn Bradley
Bob Brady
Rachel Brailov
Mike Bran
Sheri Breedlove
Gail Brehio
Jacki Brennan
Leslie Brettell
Jason Brodie
Andy Brodie
Jeri Brown
Judy Brown
Lauren Brown
Nancy Brown
Jason Brummel
Amanda Bruns
Kizzy Bryant
Judy Buline
Heide Bursch
Jim Calkins
Kristy Cameron
Sue Campney
Amiela Canin
Char Canney
Dave Caplan
Richard Caplan
Jeff Capps
David Carlson
Judy Carpenter
Emily Carson
Marta Carson
Jeanette Carter
Karina Casarrubias
Helen Chadima
Michael Chan
Chin -Wei Chang
Jia Mei Chen
Kai-Yun Cheng
Peggy Chong
David Christ
Ruth Christ
Kelsie Christian
Cheryl] Clamon
Ashlynne Clark
Aprille Clarke
Beth Clopton
Nic Coffman
Mary Cohen
AJ Collins
Nancy Collins
Paul Collins
Jim Conger
Syndy Conger
Kristin Conrad
Mary Anne Conrad
Joanne Conroy
Mary Pat Conway
Rosanne Cook
Debbie Cooney
Laura Correa Ferrer
Richard Couch
Elizabeth Coulter
Jared Countryman
Tammy Coverdale -Bauer
Miles Crall
John Crane
Nicholas Cranny
Lyndon Crist
Wanda Crombie
Nicki Crozier
Jon Cryer
Teresa Cudworth
Kathryn Cummings
Jim Curry
Angie Dacthler
REPORT PAGE 29
Sue Dallam
Mary Jo Daly
Mark Danielson
Connie Dautremont
Barbara Davidson
Julia Davis
Dianne Day
Bryson Dean
Munni Deb
Ellen Decicco
Louie DeGrazia
Jim Delaney
Christine Denburg
Janice Denehy
Mia Deprenger
Katie Devore
Rob Dietrich
Eliza Dixon
Jennifer Doherty
Jane Dohrmann
Shawna Domeyer
Gary Domstmnd
Maureen Donnelly
Lorraine Dorfman
Stephanie Dotzel
Rick Dressler
Erin Droll
Armando Duarte
Jim Duff
Bonnie Duffy Bradley
Diana Durham
Fred Dorian
Mary Dusterhoft
Shirley Dvorak
Betty Dye
Jaclyn Dziepak
Judi Earley
Brad Easler
Linda Eastman
Erin Ebnet
Janene Edwards
Joyce Eland
Gwen Elling
Bob Elliot
Jennifer Ellsworth
Robert Engel
James Ephgrave
David Evans
Kenny Evans
Mary Frances Evans
Nathalia Fahl
Janet Fairley
Ronda Farah
Jennifer Fawcett
Chuck Felling
Margaret Felling
Scott Finlayson
Beth Fisher
Linda Fisher
Elsie Foerstner
Joan Folkmann
Jeneva Ford
Leyla Ford
Rhonda Fortmann
Larry Fountain
Karen Fox
Dottie Frank
Anne Frankel
Joe Frankel
Linda Frick
Bona Friedman
Mary Fuhrmeister
LeA.nn Gamache
Barbara Gamb
Ken Gamb
Dee Gansemer
Nora Garda
Gwen Garretson
Jenny Gates
William Gauger
Katie Gavinski
Ken Gavrell
George Gay
Kelsey Gehring
The Center 2013 Annual Report • 13
Exhibit B - Annual Report
SENIOR CENTER
LEADERSHIP 2013
FY2013 Volunteers
(continued)
Inez Gehrke
Nick Giuliani
Vicky Gluszak
Ze Emilio Gobbo
Micheli Gomes de Souza
Joan Gonwa
Doug Goodner
Paula Grady
Timothy Grady
Sarah Graf
Apple Graham
Lidia Graham
Maggie Graham
Shiloh Graham
Rich Green
Donna Grundstad
Jim Gulland
Maria Guzman
Maria Haberer
Allanda Hageman
Becky Hall
James Hall
Steve Hall
David Hamilton
Jacinta Hamilton
Martha Hamilton
Sue Hamre-Nietupski
Pat Hanke
Katy Hansen
Mary Hansen
RobertHansen
Barb Hanson
Jan Hanson
Rachel Hanson
Rose Hanson
Tish Harbach
Bryan Hardin
Michael Hams
Chris HarrKuhn
Jocelyn Harte
Curtis Hartling
Commission Members
Chuck Felling
Rose Hanson
Mark Holbrook, Secretary
Jay Honohan, Chair
Kathy Mitchell
Margaret Reese
Alicia Hatch
Amelia Hatcher
Angie Hayes
Shelagh Hayreh
Abby Haywood
Julie Hegmann
Morgan Henderson
Howard Hensch
Jo Hensch
Nikki Herbst
Chuck Hesse
Jean Hill
Martin Hill
Karl Hillie
Jack Hobbs
Phil Hochwalt
Alissa Hoehle
D'Angelo Holbrook
Mark Holbrook
Liz Holcomb
Leslie Hollis
Ken Holmes
Lindsey Horn
Jay Honohan
Loren Horton
Ann Houlahan
Carol Howard
Julie Howard
Bernita Howe
Kenn Hubei
Pat Huff
Brad Humble
Christine Humrichouse
Lynne Hungerford
Jim Hunter
Tom Hurlbut
Pete Husak
Kayla Hyche
Ruthann Hyduke
Nancy Hyman
Curt Igo
Sally Jablonski
Jane Jansen
Trish Jensen
Steering Council
Barry Bender
Lorraine Dorfman
Jeneva Ford, Secretary
Ina Loewenberg,
Past Chair
Kathy Mitchell, Chair
Ed Rolenc, Vice Chair
John Schmidt
Mary Jepsen
Abby Jessen
Carol Johnk
Bill Johnson
Carolyn Johnson
Judy Johnson
Kris Johnson
Trina Johnson
Ed Junkins
Kate Kasten
Ed Kean
Judy Keefer
Leslie Kennebeck
Helen Kent
Tanner King
Gail Kirchner
Carol Kirkpatrick
Mike Klug
Mary Knight
Larry Knipfer
ZachKnosp
Elizabeth Koffron-Eisen
Jason Kooi
Lauren Kostoglannis
Greg Kovaciny
Matthew Kraf
Anne Marie Kraus
Chuck Kreeb
Sara Krieger
Dick Kubit
Holly Kukkonen
Uday Kumar
Amanda Kurtenbach
Chuck Lacina
Feather Lacy
Kelly Lahr
Charity Lassiter
William Laubengayer
Karla Laubenthal
Joanna Lawson
Charles Lee
Vickie LeGare
Alison Lemke
Julia Lenel
REPORT PAGE 30
14 • The Center 2013 Annual Report
Community Outreach
Committee
Barry Bender, Chair
Bryson Dean
Lynne Hungerford
Kris Johnson
Ina Loewenberg
Kathy Mitchell
Larry Rogers
Sheila Vedder
Michael Lensing
Mary Ann Letizio
Andrew Lettow
Wendy Levy
Adam Lewis
Ben Lewis
Elicit Lewis
Michael Lewis
Thisbe Lewis
Shaju Lin
Yu-Hsin Lin
Shirley Lindell
Jeanne Liston
Jean Littlejohn
Jean Lloyd Jones
Ina Loewenberg
Jerry Loewenberg
Delbert Long
Robert Lower
Martha Lubaroff
Madeline Luxem
Nancy Lynch
Andrea Mack
Rich MacNeil
Gertrude MacQueen
Marty Majors
Sarah Maiers
Carl Malone
Jenny Mandell
Bill Mann
Joyce Varner
John Marshall
Judy Marshall
Loretta Martenson
Diane Martin
James Martins
Karen Mason
Tom Maxwell
Mary Grace Mayer
David McCartney
Vicki McCue
Elyas McElligott
Leila McElligott
Sarah McElligott
Membership
Committee
Mary Cannon
Dianne Day
Mary Dusterhoft
Barbara Gamb
Kenneth Gamb
Jack Hobbs
John Schmidt, Chair
Mara Schrott
Dale McFarland
Jane McGlumphrey
Rebecca McGlumphry-
Teslik
Tara McGovern
Nateasa McGuire
Erin McKay
Joe McKenna
Reed McManigal
Valerie McNally
Duane Means
Virginia Means
Christopher Merkle
Joe Michaud
Gay Mikelson
Amanda Miller
Bryan Miller
Chuck Miller
Gerry Miller
Henrietta Miller
Nancy Miller
Kathy Mitchell
Richard Mitchell
Ken Mobily
Audrey Moeller
Chris Moen
Javier Monarrez
John Monick
Robert Moninger
Erin Moore
Jeanne Morris
Keith Morris
Rosemary Morris
Tom Morris
Talbot Morns -Downing
Lily Morrissey
Patti Mott
Molly Moye
Beverly Mueller
Jeremy Mullen
Joyce Murphy
Lucy Murphy
Mike Murphy
Muanta Murphy Mead
Exhibit B - Annual Report
Program Committee
Louie DeGrazia
Judy Marshall
Lorraine Dorfman, Chair
Tom Pickering
Diana Durham
Ed Rolenc
Beth Fisher
Hal Schrott
Anne Frankel
Gail Stika
Loren Horton
Susan Murty
Jerry Musser
Pam Myers
Shirley Myers
Douglas Narveson
Marilyn Neely
Patrick Nefzger
Janet Nelson
Josh Nelson
Scott Nelson
Mark Neumeier
Terrence Neuzil
Helen Nicklaus
Megan Noe
Betty Norbeck
Janet Norbeck
Gerald Nordquist
Jim Ochs
Pat O'Connell
Cindy O'Leary
Jim Olson
Nancy Olthoff
Ryan O'Malley
Rachel Osmond
Maria Oyorem
Marie Papineschi
Klocke Pappy
Lia Parillo
Warren Paris
Sarah Parks
Pauline Pate
Nick Patten
Wayne Patton
Richard Paulus
Gerald Pearson
Florencia Pecile
Sarah Pederson
Beth Pennell
Bonnie Penno
Anne Perkins
Edward Perkins
Joy Perrin
Linnea Peterson
Rosemarie Petzold
Irvin Pfab
Tom Pietras
Bernard Pint
Larry Pleim
Jeff Plume
Jerri Ponce
Roscoe Porch
Jaclyn Porter
Jean Post
Jacob Potash
Lindy Presson
Rachel Pudlik
Buffy Quintero
Ellen Racheter
Kate Raley
Judy Rarick
Dolores Ratcliff
Louise Rauh
Janet Rawley
Lean Redeker
Emily Redlinger
Becci Reedus
Michelle Reif
Roger Reilly
Margaret Richardson
Jim Ridenour
Sarah Riesz
Sara Riggs
Dons Rittenmeyer
Ralph Roberge
Kelsey Roberts
Cheryl Robinson
Simone Robinson
Gerry Roe
Larry Rogers
Ed Rolenc
Alexa Romans
Steve Ropp
Becky Ross
Ben Russell
Libby Ruth
Samantha Sammons
Paula Sanchini
Lydia Satterlee
New Horizons Band
Steering Committee
Jean Hill, Chair
Jon Cryer
Jan Hanson
Jerry Musser, Secretary
Steve Schomberg,
Treasurer
Ken Slonneger
Ben Sauder
Claire Sauder
Madeline Scarborough
Christine Scheetz
Jim Scheib
Babara Schlachter
John Schmidt
Mike Schmidt
Gretchen Schmuch
Andreya Schneider
Kay Schneider
Monique Schnoebelen
Steve Schomberg
Doralee Schroder
Al Schroeder
Judy Schroeder
Shirley Schroeder
Hal Schrott
Mara Schrott
Tom Schulein
Tim Schutte
Deb Schultz
Marian Schwabbauer
Gary Schwartz
John Selby
Jackie Seyring
Joann Shackelford
Stephanie Sharf
Cathmar Shaw Prange
Janet Shephard
Jamie Sherr
Mary Siems
Gerald Sim
Deb Singer
Richard Sjolund
Kenneth Slonneger
Beth Smith
Carmen Smith
Jeremy Smith
Suzanne Smith
Vicki Solursh
Takako Soma
Scott Spak
Lex Sparks
REPORT PAGE 31
Gene Spaziani
Dinny Stamp
Elizabeth Stang]
Caleigh Staniar
Greta Staniar
Jill Stephenson
Faye Stevens
Shari Stevens
Tessa Stevens
Sheila Stevenson
Gail Stika
Liz Stimme]
Jeff Stohler
Anna Stone
Sabrina Strella
Molly Stroh
Ann Stromquist
Janet Suchomel
Karma Szczech
Jullie Tallman
Ella Tamlyn
Nicole Thomas
William Thorne
Ray Thorpe
Glenda Thys
Alicia Tieskoetter
Lisett Tito
Charlotte Tobiason
William Toomey
A] ice Townsend
Charles Tmw
Richard Trealoff
Lauren Trolley
Amanda Tschetter
Beverly Tyree
Caro] Tyx
Robin Ungar
Mickey Van Doren
Dwight Van Horn
Elizabeth Vandemh
Yashar Vasef
Sheila Vadder
Elsie Vega
Clancy Vinchattle
p
"At The Center,
I regained skills
set aside many
years ago."
Brandon Vogelsburg
Ashley Vreugdenhil
Janelle Wagner
Sue Wakefield
Mary Wall
Lisa Walz
Thomas Walz
Xinyu Wang
Erin Wehr
Barb Weigel
Kay Weiler
Barbara Wells
Joel Wells
Donna Wendler
Ruth Whalen
Holly Whitehead
Lauren Whitehead
Robin Whitehead
Heather Widmayer
Bob Wiley
Jody Wiley
Amber Wilfong
Lauralee Wilkins
Kristine Williams
Michael Williams
Louis Williamson
Randy Willman
Margaret Winkler
Betty Winokur
Paul Wise
Nancy Wombacher
Bob Woodburn
Pope Yamada
Debbie Yarrow
Lavon Yeggy
Hsiao Chia Yen
Lawrence Yerkes
Pam Yoder
Louise Young
Barbara Zilles
Hanah Zimmerman
Kaylea Zimmerman
Jerry Zinn
The Center 2013 Annual Report • 15
1b
q,
SEN/OR CENTER STAFF
Linda Kopping, Coordinator
Michelle Buhman. Program Specialist
Emily Light, Community Outreach Specialist
Kristin Kromray, Operations Assistant
Sharon Stubbs, Receptionist
Curt Igo, Receptionist
Craig Buhman. Maintenance Worker 111
Dan Swenson, Maintenance Worker I
Nick Thornburg, Video Specialist
Exhibit C - Subcommittee Evaluation
Senior Center Subcommittee Report
To the Ad Hoc Senior Services Committee
8A) Part 1: Evaluate the current vision, mission, programming, and recent
accomplishments of the Senior Center as detailed in the 2013 Annual Report.
The Senior Center is the central resource for quality programs and services that promote optimal
aging for seniors in the Iowa City community. The Center's programs promote active aging in
seniors at a consistently high level. As noted in the Accreditation Report of the National Council
of the Aging National Institute of Senior Centers, the Center accomplishes its vision and mission
statements and serves as a model for senior centers.
Vision Statement: "To be the community's primary resource for the highest quality programs,
services, and opportunities that promote optimal aging." (p. 5 Annual Report)
Mission Statement: "To promote optimal aging among older adults by offering programs and
services that promote wellness, social interaction, community engagement, and intellectual
growth." (p. 5, Program Guide)
Center Staff: Six full time, 2 part time. All covered by union contract except coordinator.
Center volunteers donated 24,300 hours towards the operation of the Center in 2013.
Current members: 1592 persons.
The Center's participants are primarily older adults who are physically and mentally able. The
small staff is not trained or large enough to provide personal services for individuals who need
assistance.
Many of the Center's participants disabilities use walkers, scooters, canes, and other durable
medical equipment while at the Center. Typically these individuals participate in passive classes
and use exercise equipment that are designed for them. Other activities that they engage in
include cards, music performances, reading newspapers, socializing, many classes, going to
support groups, and seeking counseling. The Alzheimer's Association Caregiver's Support
Group does meet monthly at the Center. Additionally, the Visiting Nurses offices at the Center
provides health screenings regularly.
There are many programs recommended to assist frail, elderly and homebound individuals that
the Center could adopt but these programs would require additional staff. This additional staff
would require additional funding that is not expected to be available in the future.
Membership Dues Annually: Iowa City $33, second household member $20, Johnson County
including cities $60, $33, non -Johnson County $96. The scholarships for low income $10 upon
request.
{01788973.DOCX}
REPORT PAGE 33
Number of members: Current members: 1592 persons.
It is difficult if not impossible to quantify the number of people who attend the Center who are
not members. Antidotally reviews of attendance at special events by non-members is often large.
Many activities and programs at the Center are available for and are attend by non-members. In
the Fall Program Guide for the Center there are one hundred twenty seven (127) different
classes, programs, activities, and special events listed. Of these sixty-four (64) are open to the
public and membership is not required. 126, 126 visits to the Center occurred in fiscal year
2013. Most of the non-members are not included in this figure. Additionally, the Center
participates in many city wide events in the downtown area.
Based upon findings from the June 2013 senior center survey, between 94% and 96% of current
senior center members indicated that they are well satisfied with the program options they
choose. In written comments people praised the fitness facilities, parking, library, and wireless
access. One person cited "a nice variety of classes, programs", and another said, "Events I
attended and services I've used have been well run, people professional, and friendly" (page 24
of Survey Report).
Many persons reported high satisfaction with the senior center staff and programming during the
public comment periods of the Ad Hoc Committee. Many of the comments spoke to the
opportunities the senior center presents for older adults to social and become better connected to
the community.
The Iowa City / Johnson County Senior Center is the ONLY nationally accredited senior center I
the state of Iowa. According to the National Council on Aging, the Iowa City / Johnson County
Senior Center is among the top senior centers in the country. In November 2012, the Center
received national accreditation for the second time. The Iowa City / Johnson County Senior
Center is the only senior center in the state of Iowa to earn national accreditation by the National
Council of Aging's National Institute of Senior Centers; and one of only 200 accredited senior
centers in the USA (out of 31,000 senior centers). The Senior Center is in the top two percent of
senior centers nationally.
The Center was assessed as having met national standards of excellence in all 9 areas:
Programming and planning
Program development and implementation
Governance
Fiscal and asset responsibility
Evaluation of center operations
Community connections
Records and reports
The national review committee considers The Iowa City / Johnson County Senior Center a model
for the country. Their evaluation highlighted areas in which the committee was particularly
impressed including:
101788973.DOCX]
REPORT PAGE 34
• Multiple collaborations with community partners
• Great utilization of new marketing materials and efforts to brand the organization
• Excellent volunteer handbook
• Excellent expansion of building hours through volunteer
• Exceptional program guide featuring a remarkable collection of interesting and diverse
activities
• Impressive stewardship of a historic building
The national review committee members' accreditation letter contains the following suggestions.
The senior center's response to the suggestion is included in parentheses:
• Development of long term outcome measures: (Note: The 2013 senior center survey
included questions about outcomes of participating in center activities)
• Pay staff to keep the facility open week -ends and evenings: (Note: the senior center
director has requested additional staffing)
• Develop a new paid volunteer coordinator position to administer and focus on this
important human asset: (Note: the senior center director has requested additional staffing)
• Investigate liability insurance for directors: (Note: The Friends of the Center discussed
this and decided that insurance was not necessary because the funds run through the
Community Foundation, which greatly lowers the risk of financial misdeeds)
• Investigate an updated electronic system for participant and program records: (Note: a
new system has been implemented)
• Discuss with City Attorney re: release of participant information
Review and monitor and revise lease agreements for the kitchen area use. (This is under review.
Elder Services Agency has moved their meal preparation to North Liberty is no longer using the
kitchen in the senior center on a daily basis.)
The subcommittee agrees with the assessment of the Senior Center delivered by the National
Accreditation Committee: The Senior Center is providing excellent programming to the area and
is using resources effectively. The small number of highly motivated and qualified staff
members are able to recruit, retain, and engage a large number of members, volunteers, and
general community members. The subcommittee evaluation of the Iowa City / Johnson County
Senior Center = A +
{01788973.DOCX}
REPORT PAGE 35
8A. PART 2: To review the current demographics of participants served by existing
operations. Such evaluation should consider the 2013 Senior Survey of Members, Former
Members, and Non -Members, as well as other available data sources from the Senior
Center and determine whether segments of the senior population are not accessing
available services.
In June of 2013, 3000 surveys were mailed to current members, former members, friends of the
center, and other individuals with a Johnson County address who were on eh Senior Center's
Program Guide mailing list. (The Program Guide is a promotional and informational document
that includes descriptions of classes, groups, Volunteer opportunities, performance groups,
special events, free professional services, leadership opportunities, and membership benefits.)
Of the 3,000 mailed surveys, 1,092 were completed and returned, for a response rate of 35%.
The 56 -page report (which includes the survey instrument) can be found at:
httv://www.icgov.org/site/CMsv2/file/seniorCenter/Survey-Reyort.ydf
Respondents: Most of the respondents reported living in Iowa City: 76% live in Iowa City, 10%
in Coralville, 9% in unincorporated Johnson County and 2% (each) in: North Liberty, University
Heights, and "other." Most respondents were women, white, and between the ages of 60-79.
Half the respondents had earned a graduate or professional degree and half lived in a household
with an annual income of at least $50,000. Table 1 compares demographic characteristics of the
senior center survey respondents to the Iowa City population.
Table 1. Comparison of Senior Center Survey Respondents and Iowa City
{01788973.DOCX}
REPORT PAGE 36
Survey Respondents
Iowa City (Census Bureau*)
Age Group
Age 50+ 1,092
Age 55+ 14,138
50-59 8%
55-59 2,966 21% of
55+
60-79 68%
60-74 5,484 39%
80-89 21%
75-84 4,695 33%
90+ 3%
85+ 993 7%
Race
White
97%
84% (all ages -includes
university students
Black African American
< 1%
5% (all ages)
Asian
< 1%
7% (all ages)
American Indian
1%
< 1% (all ages)
Hispanic Origin
1%
5% all ages)
Education level
High school or some college
27%
41% (of person ages 25+)
{01788973.DOCX}
REPORT PAGE 36
Bachelor's degree
27%
28%
Graduate/Professional
degree
47%
30%
Annual Income
"household income"
"Family Income" (all ages)
$20,000 16%
$25,000 16%
$20-49,000 35%
$25-49,000 17%
$50,000+ 49%
$50,000+ 67%
* = American Community Survey, 2008-2012 5 -year estimates for Iowa City (includes UI
students). Accessed from the U.S. Census Bureau
httv://factfinder2census. gov/faces/tableservices/i sf/pages/yroductview.xhtml?src=bkmk
The Senior Center does not record or identify the race or ethnic information of members or non-
member seniors who attend classes or activities at the Center. Many participants at the Center
are black, Hispanic, and Asian yet the numbers are small. The pool of available black, Hispanic,
and Asian seniors in the Iowa City area is small.
Also, although the number of older adult minorities in Iowa City is small, there is room for
greater racial and ethnic diversity among Senior Center Members (there are no data on the
number of persons from minority groups who use the senior center, but who are not members
who responded to the survey). The Senior Center is aware of this and has taken action. The
following is an excerpt from the Senior Center's Survey report:
Expanding the diversity of the members was included as a primary goal in The Center's 2010-
2015 Mission Statement and Goals. The Steering Council and Membership, Program, and
Community Outreach Working Committees have been working with staff to address issues
related to diversity and sponsoring programs to promote multiculturalism and bring new groups
Into The Center. Recently a new working committee was formed that will focus Its attention on
diversity Issues exclusively (page 23).
It should be noted that the senior center has been a community leader in terms of building
awareness of unique challenges faced by older adult members of the LGBT community (Lesbian,
Gay, Bi -sexual and Transgendered), through programming including classes, a film series, and a
senior TV program hosted by an older adult.
Being located next door to Ecumenical Towers (HUD apartment building) makes the senior
center extremely convenient to the low income older adults and persons with disabilities that live
there. The inside doorway that connects the Ecumenical Towers to the senior center allows
tenants to avoid having to go outside in bad weather. Another HUD development, Capital
Heights, is five blocks from the senior center. The extent to which residents at Capital Heights
are using the senior center is unknown.
-- the end
{01788973.DOCX}
REPORT PAGE 37
Exhibit D - Accreditation letter and report
kcmd1ted
y
noo
Na,tbnaf Institute of
Settlor Centers
Director, Linda Kopping
Iowa City/Johnson County Senior Center
28 South Linn Street,
Iowa City Iowa 52240
Dear Linda
I am pleased to officially inform you that the Accreditation Board met on November 8, 2012 and
unanimously approved the recommendation for accreditation of the Iowa City/Johnson County
Senior Center. Successfully achieving accreditation status takes the work of many people both in the
senior center and in the community. When these two groups work together the rewards will be felt
for many years to come. Your organization demonstrates outstanding leadership and commitment to
quality programs and services. This letter is your official notification that Iowa City/Johnson County
Senior Center has been accredited by NCOA/NISC for a period of five years (November 8, 2012
through November 8, 2017).
Your Peer Reviewer observed many strengths of the Iowa City/Johnson County Senior Center. These
included:
• An excellent process to prepare for accreditation, including an operational assessment,
development of Goals and Objectives, and a Strategic Plan,
• Multiple collaborations with community partners,
• Great utilization of new marketing materials and efforts to brand the organization,
• Excellent Volunteer Handbook and expansion of hours with volunteer building supervisors,
• Interesting, diverse, and remarkable quantity of programs and activities, showcased in an
exceptional program guide,
• Important stewardship of a historic building in the community.
Suggestions for the future included:
• Develop long term outcome measures to include with other trend and benchmark reports,
• Review staffing pattern vis-a-vis using volunteers as sole support to facility open times (usually on
evening or weekends),
National Coancil on Aging
1901 L Street NW 41h Floor Washington, DC 20036
Tel 202-479-1200 • TDD 202-479-6674 • Fax 202-479-0735 . http✓/wwiv.ncoa.org
REPORT PAGE 38
Exhibit D - Accreditation letter and report
• Consider the development of a Volunteer Coordinator position to administer and focus on this
important human asset,
• Investigate Directors and Officers liability Insurance for 501(c)(3) Friends Group, if warranted,
• Investigate an updated electronic system to keep and gather participant and program records,
• Discuss with City Attorney's Office their position and case law regarding the release of personal
participant information,
• Review, monitor, and revise old lease arrangements for the kitchen areas to meet current Center
needs.
We are pleased to have the Iowa City/Johnson County Senior Center on the list of more than 130
senior centers who meet the standards as developed by NISC. These are centers that are held up as
models for others to follow. We know that you and your staff will continue to improve and adapt to
meet the changing needs of the older population. We congratulate you and your staff in striving to
meet the needs of the older population in your community.
Sincerely,
Maureen Arsenault
NISC Program Manager
National Council on Aging
1901 L Street NW 41h Floor Washington, DC 20036
Tel 202-479-1200 • TDD 202-479-6674 • Fax 202-479-0735 • http://rpiviv.ncoa.org
REPORT PAGE 39
Exhibit D - Accreditation letter and report
SENIOR CENTER ACCREDITATION REPORT
Senior Center Name: - IOWA CITY/JOHNSON COUNTY SENOR CENTER.
Address: 28South Lin Street, Iowa City Iowa 52240
Phone Number: 319-356-5220
Director: Linda Kopping
SECTION I -- SUMMARY OF PEER REVIEW INSTRUMENT
PURPOSE and PLANNING
xYES rNO The senior center has a mission statement consistent with the NCOA/NISC senior center
definition and philosophy
xYES rNO The senior center uses a written planning document that consists of goals, objectives
and action plans.
xYES rNO The senior center produces an annual report for the senior center.
Comments: Good and thorough assessment process. Goals and Objectives are utilized by Board and
committees and are referenced in multiple print venues_
COMMUNITY CONNECTIONS
xYES rNO The senior center collaborates with at least five (5) community partners to offer services
at the senior center.
xYES rNO Information and referral services are provided to seniors and he community,
xYES rNO The senior center uses at least three (3) marketing techniques.
Comments: Many collaborators and co -locations for programs and services. Branding is excellent
and creates an appealing and unified image.
GOVERNANCE
xYES rNO The senior center has documents that define and establish nine of the items as required.
xYES rNO The senior center has a code of ethics.
xYES rNO The senior center has a conflict of interest statement
xYES rNO The senior center has required certificates properly displayed.
Comments: Combines the best of municipal and not-for-profit governance.
ADMINISTRATION and HUMAN RESOURCES
SENIOR CENTER ACCREDITATION REPORT Page 1
REPORT PAGE 40
Exhibit D - Accreditation letter and report
xYES rNO The senior center has an administrator with experience and education to accomplish
duties as outlined in the job description.
xYES rNO The senior center has personnel policies that have been distributed or are available
electronically to employees and are followed as written.
xYES rNO The senior center has a volunteer handbook written for unpaid staff that includes the
policies.
Comments: Excellent Volunteer Handbook and extensive usage of volunteers, both students,
community members, and participants. Noted expansion efforts with Building Supervisor Program
and good training program associated with it, but cautioned about replacing paid positions with
volunteers. Current staffing pattern is minimal for the operation of this organization. Concern
expressed about multiple supervision of volunteers, with no unique focus upon volunteers
coordination and/or administration within organization.
PROGRAM DEVELOPMENT and IMPLEMENTATION
xYES rNO Program delivery is of a diverse nature meeting the standard requirement.
xYES rNO The senior center's program/service activities promote personal growth by providing
opportunities to develop in twelve (12) of the listed areas.
xYES rNO The senior center makes programs/services available for a minimum of 30 hours per
week.
Comments: Excellent program guide. Interesting, diverse, and great variety of scheduled and
unscheduled programs and activities. Use the Building Supervisior Program to expand open hours
at the Center to 45+ hours weekly on a regular basis, including regular Saturday and Sunday hours.
EVALUATION
xYES rNO The senior center has developed and implemented an evaluation plan.
xYES rNO Evaluations are completed and the results are used in planning
xYES rNO Outcome -based evaluation is used in at least two program/service areas to document
their impact.
Comments: Comprehensive evaluation plan with many benchmarks. Trend document, highlighting
years of experience, is excellent. Good use of students to determine outcome measures for specific
programs. Next step to develop long term outcome measures that can be included in trend
document with other benchmarks.
FISCAL and ASSET RESPONSIBILITY
xYES F'NOThe senior center prepares and publishes an annual budget document.
SENIOR CENTER ACCREDITATION REPORT Page 2
REPORT PAGE 41
Exhibit D - Accreditation letter and report
xYES rNO The senior center gives budget reports on a regular basis to the appropriate governing
board.
xYES rNO The senior center's budget, accounting and financial reporting practices conform to
appropriate and accepted accounting standards.
xYES rNO The senior center has insurance coverage that protects assets paid and unpaid staff,
participants and governing structure.
xYES rNO The senior center has made provisions to continue critical functions after a disruption.
Comments: Recommend Directors and Officers Liability Insurance for 501(c)(3) Friends Group, if risk
and state regulations warrant this protection. Noted changing levels of financial support, e.g, county
support from 20% to 9% and good efforts to increase participant support of organization.
RECORDS AND REPORTS
xYES rNO The senior center completes a statistical report for a specific time period for all activities
and services.
xYES I-NOThe senior center has a general participant information form completed by all
participants.
VES rNO The senior center has a confidentiality policy that all paid and unpaid staff are expected
to follow.
VES rNO The senior center has a Policy and Procedures manual that contains information on
administrative functions.
Comments: Records are stored appropriately. Manual record keeping and gathering does not allow
for the efficient and effective use of aggregated information for planning and analyzing. Confidential
information policy appropriately directs volunteers and staff to the Records Custodian (Senior Center
Coordinator). Recommend discussion with City Attorney regarding the City's position on the release
of personal participant information like name, address, phone number, etc. under the statues.
FACILITY and OPERATIONS
xYES rNO The senior center provides barrier -free access to the facility
xYES F'NOThe senior center's safety and maintenance procedures are in place.
Comments: It is no cup of tea to maintain a building that is over 100 years old, but this is a bright,
inviting place to be. Storage for equipment, supplies, and furniture is difficult, and extensive set ups
and tear downs are a way of life for this staff. A major asset of this facility, the kitchen and nearby
areas, is leased by another entity whose maintenance and use has become problematic for senior
SENIOR CENTER ACCREDITATION REPORT Page 3
REPORT PAGE 42
Exhibit D - Accreditation letter and report
center use of the space. Recommend a review, monitoring, and possible revision of a 2003 lease
agreement which may no longer serve the senior center or the other entity.
SECTION II -- NARRATIVE
INTRODUCTION
The Center in Iowa City, Iowa, is a municipal senior center in a 100 year old historical US Post Office,
located in the center of the City. This granite building with mosaic floors, carved wooden doors, and
large, fan -shaped windows provides a beautiful environment with 25,000 square feet on 4 floors.
Serving approximately 285 visitors daily, this senior center opened in 1981. Its participants are mostly
(94%) Caucasian, but include all nationality groups. The serve ages from 59 to older than 85, but
mostly (63%) those from 65 years to 84 years.
The reviewer arrived at 11:30 am on Thursday, September 13, toured the building, talked with staff and
class leaders, interacted with staff and participants at the county lunch program, viewed the kitchen
and equipment. She spoke with Bridge players and the librarian and peeked into a yoga class. A one
hour meeting with staff, accreditation committee members and volunteer leaders was held that
afternoon. The reviewer attended a Membership Appreciation Dinner that evening and made a brief
presentation about senior centers and their importance.
She had contacted the off-site reviewer (Jill Kranz of Middleton, WI) prior to the visit and again during
the morning on Friday, September 14. The reviewer then visited with the Director and staff, both alone
and together, and spent time reviewing and seeking required information. An exit interview was
scheduled at 10:30 am on Friday, September 14, and the reviewer left after lunch.
DOCUMENTATION/EVIDENCE
Both reviewers were impressed with the comprehensive Accreditation Notebook; it allowed for a
thorough review of operations. The on-site reviewer examined participant files, other locked and stored
files, and asked forfull information, when indexes were provided in the Accreditation Notebook, and
other materials including Board minutes. She observed classes, the nutrition site luncheon, and a
special evening event. She toured all areas of the facility, including the boiler rooms and the skyway
bridge to the parking lot, and she saw the community around the facility, walking several blocks to and
from the hotel and lunch sites. She spoke with random participants, class leaders, staff people, HACAP
employees, partners, and volunteers.
INTERVIEW SUMMARY
A stakeholders meeting of twelve individuals was held which included Accreditation Committee
members, representatives from the public library, the City HR and park/recreation departments, and
United Way. The group discussed the process, including difficulties they faced, talked about the
different areas that they worked on, and how the effort continues forward in the utilization of the
action plan. The Chairperson of the Senior Center Commission commented that he was skeptical of the
effort to be accredited, but he noted the organization's expanded presence in the newspaper and how
many goals have become reality. Other topics broached at the meeting included: joint poetry project
SENIOR CENTER ACCREDITATION REPORT Page 4
REPORT PAGE 43
Exhibit D - Accreditation letter and report
with the library, enjoyment of the accreditation work in the intense, small groups, the diversity of the
members, ways they serve frail elders as well as active seniors, acknowledgement of the many
partnerships, and the value of intergenerational activities.
A meeting with the staff and Director allowed staff members to discuss their roles in the accreditation
process; each served on one or more of the committees, They thought it provided a good review of
their hard work, and they noted that they could work well independently as individuals and equally well
together as a team. They spoke proudly of the growth of the senior center; it has nearly doubled
membership in 5 years. They identified their role as facilitators of the needs and wishes of volunteers
and participants. They are concerned about the decreasing support of past major funders, and that
they need more staff people to continue their efforts or to expand.
BRIEF SUMMARY OF EXIT INTERVIEW
Twenty-five members of the Senior Center Steering Council and the Senior Center Commission, staff
members, City administrators, and community members attended the exit interview. The peer reviewer
commented on the nature of the accreditation process, identified best practices and suggestions for
improvement in each of the nine areas of operation, and answered questions from participants.
Best practices include;
1. An excellent process to prepare for accreditation, including an operational assessment,
development of Goals and Objectives, and a Strategic Plan,
2. Multiple collaborations with community partners,
3. Great utilization of new marketing materials and efforts to brand the organization,
4. Excellent Volunteer Handbook and expansion of hours with volunteer building supervisors,
5. Interesting, diverse, and remarkable quantity of programs and activities, showcased in an
exceptional program guide,
6. Important stewardship of a historic building in the community.
SECTION III -- RECOMMENDATION
XX Accreditation r No Accreditation r Provisional Accreditation
PEER REVIEWER: DATE 9/27/12
SENIOR CENTER ACCREDITATION REPORT Page 5
REPORT PAGE 44
Exhibit E - 2013 Survey Report
2013 Survey of Members, Former Members, and Non -Members
of the
Iowa City/Johnson County Senior Center
By Linda Kopping, Ph.D. and Clancy Vinchattle BSW
The survey was developed and analyzed with the assistance of Dr. Mercedes Bern Klug,
Associate Professor; Director, Aging Studies Program; Hartford Faculty Scholar at the
University of Iowa's School of Social Work. In addition, Center participants Jim Curry,
Ina Loewenberg, and Kathy Mitchell assisted with the preparation and testing of the
survey; Tom Pickering assisted with the analysis and presentation.
1
REPORT PAGE 45
Exhibit E - 2013 Survey Report
The Survey
The Iowa City Johnson County Senior Center strives to contribute to the optimal aging of older
adults in Iowa City and Johnson County. The Center provides individuals 50 years of age and
older opportunities to live as fully as possible in all spheres of wellness: emotional, vocational,
physical, spiritual, intellectual, environmental, and social.
In order to determine the effectiveness of the Senior Center's current programs and policies in
promoting optimal aging, a survey was developed for members, non-members, and former
members. The goals of the survey were to identify:
1) Participation and demographic information
2) Incentives to participation
3) Barriers to participation
4) Benefits of participation
5) Program satisfaction and recommendations
6) Promotional techniques recommended by respondents
In June of 2013, over 3000 surveys were mailed to individuals on the Senior Center's Program
Guide mailing list. The Program Guide is a promotional and informational document that
includes descriptions of classes, groups, volunteer opportunities, performance groups, special
events, free professional services, leadership opportunities, and membership benefits. The
Guide is mailed out quarterly and placed in distribution sites throughout Johnson County. The
mailing list includes members, former members, friends of The Center, and businesses that have
indicated an interest in Senior Center offerings. Prior to mailing the surveys, the business
addresses and addresses outside of Johnson County were removed from the list.
The survey package included a cover letter from The Center's Steering Council Chair Ina
Loewenberg and Vice Chair Kathy Mitchell, the anonymous survey, a postage paid return
envelope, and a certificate the respondent could redeem at The Center for a free gift anytime
between June 15 and July 13, 2013. The free gift was a Staying Sharp puzzle packet from the
Dana Alliance for Brain Initiatives and a Senior Center pen. On the back cover of the puzzle
packet photos and information about the Senior Center were included. Nearly 400 coupons
were returned to the center.
When data analysis began, 1092 (35%) surveys had been returned. Each survey was assigned a
unique number. Quantitative data from each survey was coded and entered into an Excel
database for analysis. The qualitative information was also entered into the Excel database. All
information from each survey was entered under the survey's unique number. Excel was used
to conduct the quantitative analysis and the qualitative analysis was completed using a content
analysis.
In the following pages the Executive Summary of this survey is presented
REPORT PAGE 46
Exhibit E - 2013 Survey Report
Executive Summary
Results: Data
Question 1
Are you a member of the Senior Center?
88% were either members or former
members
Question 2
How long have you been, or were you, a
member of the Senior Center?
63% have been a member for 5 years or less
Question 3
What made you decide to come to the
Senior Center the first time? Check all that
apply
76% of respondents came to The Center the
first time because they were interested in a
class, program, or special event
Question 4
On Average, how often do you come to the
Senior Center? Check only one.
46% of respondents come to The Center
between 1 and 7 times each week
Question 5
Complete the following sentence: I would
come to the Senior Center more often
if ... Check all that apply.
The top five (5) barriers to participation that
were identified are:
e Conflicting time commitments
(38%)
• Parking problems (24%)
• Lack of interest in current program
offerings (18%)
• Employment (14%)
• Inconvenient hours of operation
(11%)
Question 6
Please indicate the extent to which you
agree with each of the following remarks
by circling the corresponding number:
Since 1 began participating at the Senior
Center 1 have...
The top five beneficial outcomes to
participation in Center programming
identified by respondents were:
• Learned new things
• Kept my mind active
• Obtained information I needed
• Made a new friend
• Gained a sense of belonging
An average of 88% of the respondents felt
that they experienced these benefits.
Question 7
The following table includes a list of
programs, classes, and activities offered by
The Center. Please circle the appropriate
number to indicate your level of
satisfaction with each senior Center
program, class or activity...
The average satisfaction rating for classes,
special events or programs,
information/resources, special membership
programs, performance groups, groups or
clubs, volunteer activity, and participant
leadership was 97%.
Based upon the number of rankings given to
each of the eight categories of
programming, it appears that classes and
special events or programs are among the
most popular Center offerings.
REPORT PAGE 47
Exhibit E - 2013 Survey Report
Question 8
What programs and services would you
like the Senior Center to offer?
Collectively, respondents' most frequent
programming recommendation was for
classes in the liberal arts (36%). This was
followed by recommendations for
programming focused on fitness (19%),
computers and technology (14%), wellness
(5%), and handcrafts and groups and clubs
each with 4%.
Question 9
In your opinion, what would be the most
effective way to promote the Senior
Center?
All Respondents
The top two promotional methods
endorsed by respondents were newspaper
articles about programs (59%) and the
quarterly Program Guide (41%). E-mail
newsletters came in third with 29%.
Question 10
Do you own or have access to a computer
for your personal use?
A majority (87%) of respondents have
access to a computer for personal use.
Question 11
The Senior Center plans to update the
computer lab. Please indicate which type
of computer you would prefer to have in
the lab.
❑ Windows PC
❑ Apple/Mac
❑ No Opinion
41% indicated a preference for Windows PC
and 24% for Apple/Mac. There were
suggestions that the computer lab offer
both formats.
Question 12
Have you ever visited any of the Senior
Center websites? Please check Yes or No.
Awareness of The Center's online resources
is quite limited. Only 37% of respondents
had ever visited the Center's main website.
Fewer than 5% had visited either the
Facebook page or Youtube Channel.
Question 13
The highest level of education completed
27% of respondents have less than a college
degree and 74% have a college or graduate
degree.
Question 14
What is your gender?
Gender Percent of
Respondents
Percentage
Male 28%
Female 72%
Transgender < 1%
Question 15
Which of the following categories fit your
household's annual income level?
28% of the respondents have an annual
household income of 5 $30,000/year. 72%
have an annual household income >
$30,000/year.
Question 16
Where do you live?
Location
Percentage
Iowa City
76%
Coralville
10%
Unincorporated Johnson County
9%
Other
2%
North Liberty
2%
University Heights
2%
REPORT PAGE 48
Exhibit E - 2013 Survey Report
Question 17
What is your age?
Age
Percentage
Less than 50
< 1%
50-59 years
7%
60-69 years
34%
70-79 years
34%
80-89 years
21%
90+
3%
Question 18
What is your race? Please check all that
apply.
97% of the respondents indicated that they
were white.
Question 19
Who lives with you in your household?
Check all that apply.
53% of respondents live with a spouse or
significant other; 41% live alone.
Question 20
Comments
Strengths and Weaknesses
There were approximately three and a half
times more strengths (N=137) than
weaknesses (N=38) identified by
respondents. Strengths were presented
from two perspectives. Some focused on
how The Center supported the community
and others on personal benefits. The most
frequently identified weakness was parking
noting that it was inconvenient or
expensive or inconvenient and expensive. A
few facility design features were
mentioned, as well as participation fees, the
lack of minority participants and an
unwelcoming atmosphere. A number of
program suggestions were offered.
REPORT PAGE 49
Exhibit E - 2013 Survey Report
Results: Summary
The "typical" respondent was a white female between 60 and 79 years of age. She typically lived with a
spouse or partner and had an annual household income of $50,000+/year. This "typical" woman held a
graduate or professional degree and was a member of The Center who visited anywhere from three
times a week to less than monthly.
The overwhelming reason people come to The Center for the first time is to attend programming that is
of interest to them. This is followed by a desire to keep active and maintain social connections.
The primary barrier to participation identified was competing time demands, including employment.
People are involved with their families, hobbies, church, employment, and other activities of personal
interest. Other barriers identified were parking and not being able to identify programs of personal
interest.
When the reasons for first visits and barriers to participation are considered together, the importance of
being aware of the needs and interests of older adults within the community becomes obvious. A
person or group is far more likely to find time to attend a program or event that is of personal interest
and value.
Another barrier mentioned by respondents was the lack access to the facility during the hours they are
available, specifically evenings and weekends. People would like to have their work and other activities
accommodated so they can enjoy programs, services, and opportunities to establish new social
connections.
People want what they are interested in offered at a time that is convenient for them.
The most highly rated participant outcomes were cognitive, social, and emotional. The top five were 1)
learned new things, 2) kept my mind active, 3) obtained needed information, 4) made friends, and 5)
gained a sense of belonging. In addition, a majority of respondents felt that their physical status had
improved as a result of participating in Center programming. Notably, all of these outcomes are
important contributors to positive aging, which is the focus of The Center's mission.
Participant satisfaction with current programming is high. When asked to rank eight areas of
programming, satisfaction levels ranged between 94% and 98%. Since respondents were asked to rank
only the areas they participated in, the response rate for each area is indicative of the participation level
in each area. The program areas receiving the most responses were: 1) classes, 2) special events, 3)
information/resources, 4) special membership programs, and 5) performance groups.
Traditional liberal arts classes were the most frequently requested programs. This included everything
from art history and writing to foreign language and math. Fitness programming was the second most
frequently requested area of programming with requests for such things as line dancing, pilates, free
yoga, tai chi, and expanded weight training equipment. The third most requested area of programming
was in the area of computers and technology. Respondents are interested in everything from the most
basic instruction to advance instruction on things like web design, social media, smart phones, photo
editing, and computer and phone apps.
Program recommendations were analyzed according to respondent groups. Preference breakdowns
were as follow:
REPORT PAGE 50
Exhibit E - 2013 Survey Report
PROGRAM RECOMMENDATIONS OF RESPONDENTS
Subdivision
First Choice
Second Choice
Third Choice
Forth Choice
Former Members
Liberal Arts
Computers
Fitness
Non -Members
Liberal Arts
Fitness
Computers
Women <69
Liberal Arts
Fitness
Groups/Clubs
Computers/Handlcrafts/Wellness
Women>69
Liberal Arts
Fitness
Computers
Wellness
Men<69
Liberal Arts
Groups/Clubs
Computers
Men>69
Liberal Arts
Fitness
Computers
Miscellaneous
Liberal Arts
Computers
Fitness/Handicrafts
Groups/Clubs
When discussing program requests, the need for expanded operational hours was mentioned again.
Several respondents expressed a desire for increased diversity, including age diversity.
Respondents endorsed current methods of program promotion including newspaper articles about
programs and the Program Guide. They also supported the effectiveness of e-mail communication and
television commercials.
While a majority of respondents own or have access to a computer for personal use, the ability to use
their computer varies from little or no ability to very skilled. Regardless their ability to use the
computer, very few have ever visited any of The Center's websites. When asked to identify a preference
for type of computer to have in the computer lab, a majority of respondents expressed a preference for
Windows PCs.
Respondents conveyed positive feelings about The Center in their written comments. It was described
as an asset to the community, attractive to retirees, and a resource that helps new community members
integrate into the community. Programs and services were cited for their exceptional quality and
variety.
Far fewer weaknesses were identified by respondents. Nonetheless, these weaknesses touch on
important issues that merit consideration.
Fees (e.g. class, membership, and parking) were identified as being problematic, especially for non -Iowa
City residents and low-income persons. In the case of the latter, the respondents noted that fees can be
expensive and having to ask for a low-income discount might be embarrassing enough to keep people
away. A particularly concerning comment had to do with the unwelcoming atmosphere experienced by
a self -identified low-income member.
Several diversity issues were mentioned by respondents. Specifically this included a lack of diversity in
the areas of ethnicity, education, income, and age (within the 50+ population). Comments from
respondents also highlighted problems with agism that result in negative attitudes toward aging and the
Senior Center.
Other problems included a general unwelcoming atmosphere, lack of accessible hours (mentioned
again), lack of staff support when the facility is open, and a need for more programs with a social
component.
REPORT PAGE 51
Exhibit E - 2013 Survey Report]
Senior Center Survey Data: 2013 Survey and 2014 Demographic Survey
Gender
2013 Survey
2014 Demographic Survey
Iowa Census, Persons Over 60 Yeats
Male
28%M
ale 31%
Male 45%
Female
72%
Female 68%
Percale 55%
Transgender
<1%
Transgender I <1%
N/A
M
2013 Survey
2014 Demographic Survey
Iowa Census, Persons Over 60 Years
Iowa Census, Persons Over 60 Years
Less than 50
<1%
Less than 50
2%
N/A
50-59 years
7%
50-64 years
22%
N/A
60-69 years
34%
65-74 years
43%
N/A
70-79 years
1
34%
75-84 years
24%
N/A
80-89 years
21%
85+ years
9%
A/A
90+ years
3%
2%
Black or African American
N/A
Race
2013 Survey
2014 Demographic Survey
Iowa Census, Persons Over 60 Years
Iowa Census, Persons Over 60 Years
White, Caucasian
97%
White
95%
White
97%
Hispanic or Latino
1%
Hispanic or Latino
<l%
Hispanic or Latino
1%
Native American, Alaska Native
l%
Native American, Alaska Native
<1%
Native American, Alaska Native
<1%
Asian American, Pacific Islander
<1%
Asian
1%
Asian
1%
Black or African American
<1%
Black or African American
2%
Black or African American
1%
Other
l%
Other
<1%
Other
<1%
Two or more Races
1%
Two or more Races
<1%
Education
2013 Survey
2014 Demographic Survey
Iowa Census, Persons Over 60 Years
Iowa Census, Persons Over 60 Years
12 years or less
8%
High school graduate, GED, or less
10%
High school graduate, GED, or less 53%
Some college
19%
Some college, or associates degree
17%
Some college, or associates degree 26%
Bachelor's degree
27%
Bachelor's degree
26%
Bachelor's degree or higher 21%
Graduate or Professional degree
47%
Graduate or professional degree
46%
10%
Annual Household Income
2013 Survey
2014 Demographic Survey
Iowa Census, Persons Over 60 Years
$10,000 or less
4%
Less than $10,000
4%
N/A
$10,001 to $20,000
12%
$10,000-$14,999
8%
N/A
$20,001 to $30,000
12%
$15,000-$24,999
9%
N/A
$30,001 to $50,000
23%
$25,000-$34,999
10%
N/A
$50,001 or more
49%
$35,000-$49,999
16%
N/A
$50,000 ornrore
49%
N/A
Note: Census data retrieved from the 2012 American Community Survey, 1 -yr estimates
(http://factfitider2.censtis.gov/faces/tableservices/jsf/pages/prodtictview.xlitml?pid=ACS_ 12_] YR_SO 102&prodTyl)e—table#)
REPORT PAGE 52
Exhibit F - Strategic Plan Booklet
IOWA CITY/ ,JOHNSON COUNTY
SENIOR CENTER
'�Awi
MISSION STATEMENT AND
GOALS
2010-2015
REPORT PAGE 53
Exhibit F - Strategic Plan Booklet
PAGE 2 \MISSION STATFAUNT AND GOALS
The Center's operational self-assessment began in
October of 2009. At the time, a group of participants,
volunteers, community members, aging service
providers, staff, and experts in the field of aging, met
for a full day to review and improve the Center's
mission statement, vision statement, and values, and
establish goals for 20-10-2015. The following people
took part in the process:
Merce Bern—
Janice Frey
Jean Martin
Klug
Jay Honohan
MikeMoran
Michelle Buhman
Tiffiny Johnston-
Jean Reese
Marcia. Bollinger .
Hines
Susan.Roguslcy
Ed Carpenter
Linda Kopping
Christine Scheetz
Dianne Day
Ina Loewenberg
Linda Severson
Louis De Grazia
Kara Logsden
Kristin Watson -
Karin Franklin
Sarah Maiers
Charlotte Walker
(facilitator)
Cari Malone
REPORT PAGE 54
Exhibit F - Strategic Plan Booklet
IO\VA CITY/ JOHNSON COUNTY
SENIOR CENTER PAGE 3
Mission Statement
The mission of the Senior Center is to promote
optimal aging among older adults by offering
programs and services that promote wellness, social
interaction, community engagement, and intellectual
growth. The Center serves the public through
intergenerational programming and community.
outreach.
Vision Statement
The Vision of the Senior Center is to be the
community's primary resource for the highest quality
programs, services, and opportunities that promote
optimal aging.
REPORT PAGE 55
Exhibit F - Strategic Plan Booklet
PAGE 4 MISSION STATEMENT AND GOALS
Principles
The primary principle underlying Senior Center
programming and services is that of optimal aging.
Optimal aging is abroad concept that involves more than
physical health or the absence of disease. It is a
comprehensive concept of wellness that encourages and
extends an optimal balance of physical, intellectual,
emotional, social, vocational, and spiritual health for each
individual.
The Senior Center's program components promote
optimal aging by providing a variety of opportunities for
education, social engagement, physical activity, and
community involvement. .
Participation in these types of activities is known to reduce
the risk of disease and disability, improve memory, enhance
mobility, and provide,a social network that is a key factor in
longevity and the ability to participate in and contribute to
the culture and community.
REPORT PAGE 56
Exhibit F - Strategic Plan Booklet
IOWA CITY/ JOHNSON COUNTY
SENIOR CENTER PA(;g 5
Values
Values represent the core priorities in an organization's
culture and serve as the foundation for all that is done. The
Center abides by the following values:
Intrinsic Worth: Every individual will be valued for their
intrinsic worth
Experience: Life experiences of older adults are to be
valued and shared
Capacity for Growth: Everyone has a life-long capacity to
grow and improve
Respect: All people and ideas will be treated with respect
Inclusiveness: Decision-making will be inclusive of
different view points
Excellence: All programs and services will strive for
excellence
Collaboration: Engagement of and with the larger
Johnson County community will facilitate the success of
the Senior Center
Honesty: All communication will be honest and based on
mutual trust.
REPORT PAGE 57
Exhibit F - Strategic Plan Booklet
PAE,L 6 MISSION STATEN/IENT AND GOALS
Goal #1
To provide opportunities and advocacy to
empower seniors in order to combat ageism,
create a positive image of aging, and a positive
image of the Senior Center.
♦ Continually review all -Center publications, advertisements, and
community interactions to ensure that a positive image of aging
and the Center is conveyed,
♦ Establish a variety of marketing techniques to promote the
Center and educate the community about the positive aspects of
aging on an ongoing basis.
♦ Maintain positive relationships with volunteers, members, staff,
and community members to promote a positive image of aging
and the Center.
Expand community and participant knowledge of, and
involvement in, the governance of the Center on an ongoing
basis.
REPORT PAGE 58
Exhibit F - Strategic Plan Booklet
IOWA CITY/ JOHNSO',�' COUNTY
SENIOR CENTER PAGE 7
Goal # 2
To improve stability and diversity of financing.
® Update resolutions and policies related to management of the
Gift Fund to reflect current practices in FY10.
® Evaluate current lease agreements with in-house agencies and
make changes as needed in FYI 2.
® Intensify pursuit of external grant support, fundraising, and
corporate sponsorships in order to maintain a 5% increase in
revenue sources annually.
® Investigate the feasibility of generating additional revenue by
selling advertisements in the Program Guide and other promotional
materials during or before FYI 3. -
® Develop financial policies and procedures to be used daily and
under extraordinary circumstances by 2015.
® Determine the success of all fundraising events organized and
implemented by volunteers and staff within 30 clays of each event
as events occur.
4. Monitor budget and revenue activity throughout the year and
take action as necessary.
® Maintain a positive working relationship with Friends of the
Center.
® Determine the level of participant satisfaction with participant
cost-sharing methods and modify as necessary.
REPORT PAGE 59
Exhibit F - Strategic Plan Booklet
PAGE 8 MISSION STATEMENT AND GOALS
Goal #3
To increase cultural diversity among participants.
♦ Promote an accurate understanding of die Center and its offerings
on an ongoing basis.
♦ Review and improve proinotional methods, currently used to
increase participation and diversity among volunteers on an
ongoing basis.
♦ Encourage participant diversity among Scholarship program
participants. Increase Scholarship use 10% by 201 S.
♦ Improve the, use of neighborhood newsletters andchurch
bulletins, especially in rural areas, to promote programs,
activities; and services on an ongoing basis.
♦ Support ongoing staff training.
♦ Continue to offer and promote a minimum of 12 outreach pro-
grams a year in Johnson County.
♦
Improve access to programming for individuals who are unable to
drive or do not have access to public transportation.
♦ Identify ways to improve services for all members of the
community.
♦ Increase opportunities to reach a diverse audience by offering a
iniuimum of 6 programs about various cultures and ethnicities.
annually.
♦ Continue to reach at risk individuals with programs and services
designed to improve health, and wellbeing.
♦ Develop surveys and focus groups to identify minority groups'
heeds and interests and determine if they are being met by current
program offerings in conjunction with 5 year community survey
and on an as needed basis.
♦ Continue to diversify programs through new partnerships.
♦ Compare diversity among Center participants to documented
diversity within the community annually.
♦ Increase ethnic and financial diversity among Center participants
by 15% by 2015.
Continue to improve accessibility of facility.
REPORT PAGE 60
Exhibit F - Strategic Plan Booklet
IO\VA CITY/ JOHNSON COUNTY
SENIOR CENTER PAGE 9
Goal #4
To promote an environment of inclusion.
0 Continue the practice of distributing media releases through the
City of Iowa City's press release network and staff generated e
-mail press release lists.
0 Continue with the preparation and widespread distribution of the
quarterly Program Guide.
0 Strengthen web -based promotion of the Center on an ongoing
basis.
0 Increase the production and distribution of promotional posters
on an ongoing basis.
0 Identify job descriptions for all volunteer positions by 2012.
0 Create a volunteer band'000k by 2012.
0 Recognize the contributions of volunteers to the operation of the
Center on an ongoing basis.
0 Continue to provide confidentiality insofar as legally possible.
0 Continue to use Center space effectively and make appropriate
changes as needed.
0 Improve availability and use facility directories for visitors to the
Center by 2042.
REPORT PAGE 61
Exhibit F - Strategic Plan Booklet
PAGE 10 MISSION. STATEMENT AND GOALS
Goal #5
To be synonymous with the highest quality
programs that promote optimal aging.
♦ Maximize the effectiveness of all marketing tools and resources
on an ongoing basis.
♦ Continue to secure high quality, professional staff, volunteers and
instructors.
0 Continue to ensure that all programs and special events are
monitored for effectiveness.
♦ Evaluate community needs and interests on a regular basis.
♦ Continue to monitor participation in all Center sponsored
programs.
♦ On a scheduled and as needed basis, measure community and
participant opinions of Center programs and service to ensure
that their needs and interests are being met successfully.
♦ Maintain a pleasant and comfortable environment at the Center.
REPORT PAGE 62
Exhibit F - Strategic Plan Booklet
IO\VA CITY/ JOHNSON COUNTY
SENIOR CENTER PAGE 11
Goal #6
To involve the Senior Center in the community
and the community in the Center.
® Continue to improve the currency, relevance, and appeal of the
Center's internet presence.
® Monitor the frequency and success of community partnerships
and outreach programming on an ongoing basis.
Goal #7
To improve accountability and transparency.
® Continue to encourage participant feedback on personal levels of
satisfaction with current opportunities for meaningful
involvement in the operation of the Center.
® Maintain efforts to keep the public.and participants informed
about the operation of the Center.
® Improve the relevance and clarity of member registration
materials by 2012.
® Improve methods used for determining participation counts in all
Center sponsored programs by 2012.
® Inform the public of results of all fundraising activities and
programs as events occur on an annual basis.
REPORT PAGE 63
Exhibit F - Strategic Plan Booklet
The
Centefv
IOWA CITY/JOHNSON COUNTY SENIOR CENTER
Downtown Iowa City
Iowa City/ Jolmson County Senior Center
28 South Linn Street Iowa City, Iowa 52240
Plione: 319.356.5220 www.icgov.org/senior
REPORT PAGE 64
Exhibit G - Census
Marian Karr
From: U.S. Census Held Division <fielci.division@subscriptions.census.90v>
Sent: Monday, April 21, 2014 12:47 PM
To: Marian Karr
Subject: Facts for Features Older Americans Month
Older Americans Month: h: May 2014
Older Americans IV1I®nth
A meeting with the National Council of Senior Citizens
resulted in President John F. Kennedy designating May
1963 as Senior Citizens Month, encouraging the nation to
pay tribute to older people across the country. In 1980,
President Jimmy Carter's proclamation changed the name
to Older Americans Mouth, a time to celebrate those 65
and older through ceremonies, events and public
recognition.
43.1 million
The number of people who were 65 and older in the United States on July 1, 2012. This
group accounted for 13.7 percent of the total Population.
92.0 million
Projected population of people 65 and older in 2060. People in this age group would
connprisejust over one in fiveU.S, residents at that time. Of this number, 18.2 million would
be 85 or older.
2.4 million
Projected cumber of baby boomers iu 2060. Al that time, (lie youngest baby boomers would
be 96 years old.
2056
The year in which, for tine first time, the population 65 and older would outnumber people
younger than 18 in the U.S.
REPORT PAGE 65
Exhibit G - Census
Income and Poverty
$33,048
The 2012 median income of households with liouscholders 65 and older, not significantly
different from the previous year.
9%
The percent of people 65 and older (3.9 million) who were in poverty hr 2012.
$170,516
Median not worth for householders 65 and older in 2011, doer from $203,015 (in 2011
dollars) ill 2005.
14.0%
Percent supplemental poverty rate for those 65 and older, equating to 6,4 million people.
Excluding Social Security would leave the majority of this population (54.7 percent or 23.7
million) in poverty.
Serving Our Nation
9.6 million
Estimated number of people 65 and older who were veterans of the armed forces in 2012.
21.3%
Labor force participation rate for men 65 and older in 2012, up from 17.6 percent in 1990
and significantly higher than the rate for
REPORT PAGE 66
Exhibit G - Census
d.3 million
Number of full-time, year-round workers 65 and older with earnings in 2012, up from 1.3
million in 1992.
02.6%
Proportion of people 65 and older ill 2013 who had completed high school or higber
education.
25.3%
Percentage of the population 65 and older in 2013 who had earned a bachelor's degree or
higher,
00.7%
Percentage of householders 65 and older who owned their honres as of fourth quarter 2013.
�Unitodstates"
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REPORT PAGE 67
Housing T rust Fund
Johnson County
Board ofDirectors
u
Housing Trust Fund of Johnson County
322 East Second Street
Iowa City, IA 52240
Email: tachenbach@htfjc.org Website: www.htfjc.org
Office: 319.358.0212 Fax: 319.358.0053
Bob Dvorsky, President
State Senator, Ir District
Ellen Habel, President Elect
City of Coralville
Ron Mavrias, Secretary
Private Citizen
John Warren, Treasurer NOTICE OF FUNDING OPPORTUNITY
Bergan Paulsen
Jerry Anthony, University of
Iowa, Urban & Regional Planning
Robert Brooks, Private Citizen
HOUSING TRUST FUND ACCEPTING APPLICATIONS
Bob Burns, Burns & Burns,
LC.
Crissy Canganelli, Shelter House The Housing Trust Fund of Johnson County is currently offering $65,000 in funding to
MiKayla Crouch, US Bank support the development and/or rehabilitation of housing provided to income -qualified
households. Eligible applicants include businesses, nonprofits, builders, developers,
Maryann Dennis, Ex-officio
The Housinand governmental agencies seeking funds for affordable owner -occupied, rental,
g Fellasyship
transitional or emergency housing in Johnson County.
Kirsten Frey, Kennedy, Cruise,
Frey and Gelner th
The application deadline is 3 p.m. on Friday, December 19th, 2014. An application,
Steve Gordon, AM Management AMI guidelines, and additional information may be found online at www.htfjc.org or by
Steve Long, HBKEngineering, calling 319-358-0212.
LLC
Tracey Mulcahey, City of North
Liberty
Phil O'Brien, I -epic Kroeger
Realtors
Scott Schroeder, MidWestOne
Bank
Rod Sullivan,, Johnson County
Board of Supervisors
Larry Wilson, University Heights
Citi_Zen
Staff
Tracey Achenbach,
Executive Director
Casey Cooper
Operations Coordinator
LJ 1-25-14
IP9
IOWA CITY TELECOMMUNICATIONS COMMISSION DRAFT
MONDAY, OCTOBER 27,2014--5:30 P.M.
CITY CABLE TV OFFICE, 10 S. LINN ST. -TOWER PLACE PARKING FACILITY
MEMBERS PRESENT: Laura Bergus, Alexa Homewood, Bram Elias
MEMBERS ABSENT: Matt Butler, Nick Kilburg
STAFF PRESENT: Mike Brau, Ty Coleman
OTHERS PRESENT: Josh Goding, Bond Drager, James Mimms
SUMMARY OF DISCUSSION
Goding reported PATV will hold their annual membership meeting on Nov. 18 at 6 p.m. at the Mill
restaurant. Staff assisted series are being put on PATV's YouTube channel. Mimms said there has
been a large increase in the number of people wanting to join PATV over the past few months.
Homewood said there were several ideas to promote the library channel change and the awareness of
the access channels. Coleman said the website serves as a central location with detailed information
that other outreach efforts can direct people to. Elias said that the strengths and weaknesses of the
overall effort could be evaluated at the next Commission meeting. Bergus said information needs to be
gathered from Mediacom. Brau said there is a draft press release awaiting review in the City
Communications Office that will start off the outreach effort to promote the local access channel
survey. A water bill insert will also be distributed. An internal city email will be sent out. Coralville
and North Liberty will be asked to contact their municipal employees as well. About 300 respondents
are needed. Bergus suggested that a free text option be added to a question regarding why a
respondent infrequently views a particular channel. Brau said that change could be incorporated.
Coleman reported that the city has been approached by a company that provides fiber to the home
broadband service to see if Iowa City is a good market for them to enter. A focus group will be formed
to meet with company officials.
APPROVAL OF MINUTES
Elias moved and Bergus seconded a motion to approve the amended September 22, 2014 minutes. The
motion passed unanimously.
ANNOUNCEMENTS OF COMMISSIONERS
None.
SHORT PUBLIC ANNOUNCEMENTS
None.
CONSUMER ISSUES
Homewood noted the report in the meeting packet. All complaints have been resolved.
MEDIACOM REPORT
There was no report.
LOCAL ACCESS CHANNEL REPO
Homewood noted that the library, the City Channel, and PATV had written reports in the meeting
packet. Colman said the City Channel is producing a virtual tour of the homes being sold by the city
through the UniverCity project. Live election results will be cablecast on channel 5. Goding reported
PATV will hold their annual membership meeting on Nov. 18 at 6 p.m. at the Mill restaurant. Staff
assisted series are being put on PATV's YouTube channel. Mimms said there has been a large
increase in the number of people wanting to join PATV over the past few months.
MEDIACOM INTERNET PROPOSAL AND LIBRARY CHANNEL CHANGE
Homewood said there were several ideas to promote the library channel change and the awareness of
the access channels. PATV produced a PSA and the City Cable TV Office created a web page with
detailed information. Elias said the poster at the library looked very good. Drager said they have
received little feedback about the channel change. Coleman said the website serves as a central
location with detailed information that other outreach efforts can direct people to. The Neighborhood
Services Division put the information in their newsletters. A news release was sent out. Drager said
the library has a slot on KXIC radio and the channel change will be brought up on that program. Elias
said that the strengths and weaknesses of the overall effort could be evaluated at the next Commission
meeting. Bergus said information needs to be gathered from Mediacom. If a channel were to suddenly
go black most people would contact Mediacom first.
LOCAL ACCESS CHANNEL SURVEY
Homewood noted that the "no answer" was selected on all the questions as the default. Brau said there
is no to change the software to not have an answer selected as a default. Homewood asked how the
survey would be promoted. Brau said there is a draft press release awaiting review in the City
Communications Office. A water bill insert will also be distributed. An internal city email will be sent
out. Coralville and North Liberty will be asked to contact their municipal employees as well. About
300 respondents are needed. Bergus suggested that a free text option be added to a question regarding
why a respondent infrequently views a particular channel. Brau said that change could be
incorporated.
CITY CABLE TV OFFICE REPORT
Coleman reported that library channel change is on track to take place on Oct. 29. The city has been
approached by a company that provides fiber to the home broadband service to see if Iowa City is a
good market for them to enter. A focus group will be formed to meet with company officials. The
Commission's annual report will be prepared for the next meeting.
ADJOURNMENT
Butler moved and Elias seconded a motion to adjourn. The motion passed unanimously. Adjournment
was at 6:05 p.m.
Respectfully submitted,
A\/,^
ichael Brau
Cable TV Administrative Aide
TELECOMMUNICATIONS COMMISSION
12 MONTH ATTENDANCE RECORD
(X) = Present
(0) = Absent
(O/C) = Absent/Called (Excused
Elias
Ber us
Kilburg
Butler
Homewood
9/23/13
x
X
X
X
o/c
10/28/13
X
X
X
X
X
12/30/13
O/C
X
O/C
X
X
1/27/14
X
X
X
X
X
2/24/14
X
X
X
0
0
3/24/14
X
X
X
X
X
6/2/14
0
X
X
X
X
6/23/14
0
X
X
X
X
7/28/14
0
x
x
x
0/c
8/25/14
X
X
X
X
X
9/22/14
X
X
X
X
o/c
10/27/14
X
X
o/c
o/c
x
(X) = Present
(0) = Absent
(O/C) = Absent/Called (Excused