_. - terry e. branstad. governor department of employment services cynthia p. eisenhauer, director...
TRANSCRIPT
c-, t
n
INTERGOVERNMENTAL RELATIONS TASK FORCE
Surveys were sent to the following
Cities: Davenport Waterloo Ames Marshalltown Sioux City Dubuque Ottumwa Mount Pleasant Forest City Pocahontas Missouri Valley Corning
counties: Lynn Woodbury Sioux Carroll Black Hawk Des Moines Winneshiek Union
Community colleges: Des Moines Area Community College Southwestern Community College
_. - TERRY E. BRANSTAD. GOVERNOR DEPARTMENT OF EMPLOYMENT SERVICES
CYNTHIA P. EISENHAUER, DIRECTOR
September 26; 1991
Paul Brock City Clerk City of Forest City 305 N. Clark St Forest City, Iowa 50436
Governor Terry Branstad has formed the Governor's Committee on Government Spending Reform. The charge to the committee extends beyond the short term need to reduce the cost of government services and to bring spending in line with revenues. The Committee must also take this opportunity to address fundamental questions about the role, structure and financing of public services.
The structure for this formidable task includes an Executive committee and 8even task forces for seven "areas of opportunity". I am co-chair of the Intergovernmental Relations Task Force which is respcnsible for developing a community based intergovernmental service delivery model. The first step in this project is to develop an understanding of the services state and local government provides and where and how they are provided.
The enclosed survey form has been developed for the purpose of gathering this information. Please return it to the address indicated .below by October 7. If you have any questions, please call Lisa Oakley at (515) 281-5095.
Sincerely yours,
Cynthia P. Eisenhauer Co-Chair
1W EAST GRANO AVENUE / OES MOINES. IOWA 503 19 / 5 15.28 1.5307
INTERGOVERNMENTAL RELATIONS TASK FORCE
COMMUNITY COLLEGE QUESTIONNAIRE
please provide the information requested below to Lisa Oakley, Department of Employqent Services, 1000 East Grand Avneue, Des Moines, Iowa 50319. Please return this information no later than October 7. Questions may be referred to Lisa Oakley at 515 281-5095.
General Instructions: Provide the following information.
Service Delivery Network - Describe how the services are administered, the service delivery network, interfaces with other levels of government etc. Provide a description of the service delivery netwrok on a separate page.
This is the most critical part of the survey.
Expenditures and FTEs - Identify the cost and staffing level for this service. Source of Funds - Identify the percent funded from federal, state, local or other sources.
Activity/Setvice
Education
Employment & Training
Health Ei Human .
Services
Transportation & Public Safety
Regulation, Commerce & Economic De-
ve lopment
Other
Contact Person : Community college: Address :
FY 1992 FY 1992 Service Delivery FY 1991 FY 1991 Source of Funds Network Expenditures FTEs Budget FTEs
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Telephone Number:
3
Activity/Service
All Other Community Protection
Roads & Transportation
Landfill & Utilities
~~~~~~
Parks, Recreation & Culture
Community Beauti- fication & Environ- mental Expenses
Policy & Administration.
Other
Service Delivery Network
FY 1991 FY 1991 Expend itures FTE a
FY 1992 Budget
FY 1992 FTEs Source of Funds
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate . Page
Describe 'on Separate Page
Describe on Separate Page
Contact Person: 1 1 1 city:
Address : ~~ ~
Telephone Number:
INTERGOVERNMENTAL RELATIONS TASK FORCE
COMMUNITY COLLEGE QUESTIONNAIRE
please provide the information requested below to Lisa Oakley, Department of Employqent Services, 1000 East Grand Avneue, Des Moines, Iowa 50319. Please return this information no later than October 7. Questions may be referred to Lisa Oakley at 515 281-5095.
General Instructions: Provide the following information.
Service Delivery Network - Describe how the services are administered, the service delivery network, interfaces with other levels of government etc. Provide a description of the service delivery netwrok on a separate page.
This is the most critical part of the survey.
Expenditures and FTEs - Identify the cost and staffing level for this service. Source of Funds - Identify the percent funded from federal, state, local or other sources.
Activity/Setvice
Education
Employment & Training
Health Ei Human .
Services
Transportation & Public Safety
Regulation, Commerce & Economic De-
ve lopment
Other
Contact Person : Community college: Address :
FY 1992 FY 1992 Service Delivery FY 1991 FY 1991 Source of Funds Network Expenditures FTEs Budget FTEs
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Telephone Number:
3
Activity/Service
All Other Community Protection
Roads & Transportation
Landfill & Utilities
~~~~~~
Parks, Recreation & Culture
Community Beauti- fication & Environ- mental Expenses
Policy & Administration.
Other
Service Delivery Network
FY 1991 FY 1991 Expend itures FTE a
FY 1992 Budget
FY 1992 FTEs Source of Funds
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate Page
Describe on Separate . Page
Describe 'on Separate Page
Describe on Separate Page
Contact Person: 1 1 1 city:
Address : ~~ ~
Telephone Number:
INTERGOVERNMENTAL RELATIONS TASK FORCE
Educational Svs
Mental Health
Social Svs
Physical Health Svs
Public Safety
Correctional Svs
COUNTY QUESTIONNAIRE
Describe on separate page
Describe on separate page
Deecribe on separate page
Describe on separate page
Describe on separate page
Describe on separate page
please provide the information requested below to Lisa Oakley, Department of Employment Servicee, 1000 East Grand Avenue, Dea Moines, Iowa 50319. Please return this information no later than October 7. Questions may be referred to Lisa Oakley at 515 281-5095.
General Instructions: Provide the following information.
Service Delivery Network - Describe how the Services are administered, the service delivery network, interfaces with other levels of government etc. This is the most: Critical Part Of the survey. Provide a description of the service delivery network on a separate page.
Expenditurea and FTEs - Identify the cost and staffing level for this service.
Source of Funds - Identify the percent funded from federal, State, local or other sources.
Activity/Service Service Delivery
Network
Describe on separate page
~~
Describe on separate page
Describe on separate page,
Describe on separate page
Describe on separate page
3escribe on separate page
FY 1991 F Y 1991 FY 1992 FY 1992 Expenditures FTES Budget FTEs Source of Funds
Roads & Transportation
Court Svs
County Environment
State & Local Government Svs (Elections, Motor Vehicle Regis- trations) Etc
Inter Program Svs
Other
Contact Person:
County:
Addrees :
Telephone Number:
p=-{ STATE OF
- T E R R Y E. BRANSTAD, GOVERNOR . DEPARTMENT OF EMPLOYMENT SERVICES
CYNTHIA P. EISENHAUER, DIRECTOR
DATE: September 6, 1991
TO : Intergovernmental Task Force Members
FROM: Morris Knopf, Chair Cynthia Eisenhauer, Co-Chair
The first Intergovernmental Task Force meeting was held on August 27. We want to thank all of the Task Force members who were able to attend. We are very excited about the energy and ideas generated at the meeting.
We are enclosing a summary of the meeting, a list of the service delivery studies and existing models developed at our first meeting along with a monthly calendar. Please review the studies and models and add additional items. A l s o , identify those studies or models you would be willing to research and summarize for the Task Force.
Please return the lists, your preferred report topics and the calendar to Lisa Oakley, Department of Employment Services, 1000 E. Grand Avenue Des Moines, Iowa 50319, before September 13. On the calendar, cross off the times when you are NOT available. After this information is compiled, we will notify you of the next meeting date.
Thanks for your participation. meeting . We look forward to seeing you at our next
CP/m j c Enclosures
l000EAST GRAND AVENUE / DES MOINES, IOWA 50319 / 515-281-5387
...
MEETING SUMMARY INTERGOVERNMENTAL RELATIONS TASK FORCE
AUGUST 27,1991
The meeting began at 1 : O O p.m. in the conference room at Ahlers Cooning Dorweiler Haynie Smith & Allbee PC. Cynthia Eisenhauer, Mayor Betty Synder, Peter King, Myron Linn, James Underwood, Dr. Ben Norman, Owen Heiserman, Judy Peters, Dr. Norm Nielson, and Donald Byers; others present: Lisa Oakley, Sue Lerdal, Jim Overland.
Cynthia Eisenhauer asked each person to introduce themselves and share their perceptions on government today and how it should be. comments is attached.
Task Force members present: Morris Knopf,
An overview of these
An open letter from Governor Branstad to the people of Iowa was distributed.
The prqject overview and committee directory for the Governor's Committee on Government Spending Reform were reviewed. In order for Governor Branstad to prepare a budget which includes the recommendations and priorities identified by the Committee, the Committee report must be submitted by December 1. The Task Force reports are due to the Committee by November 15. Ms. Eisenhauer recommended the Task Force members review Outlook for the 90s which identifies key trends for state government in Iowa.
Ms. Eisenhauer provided an overview of Iowa's budget situation. The state is faclng a structural deficit. Two reductions in force have not solved the problem. Nor will a 1% sales tax increase solve the problem on an ongoing basis. In 1983 state sales tax was increased from 3% to 4%. A few months later an across-the-board reduction was required. is formula based and is not subject to scrutiny and appropriation by the Governor and the Legislature.
60% of the state's budget
The Task Force members discussed the need to review government services and eliminate duplication. Government is asked to provide services which other can't or won't provide. Opportunities for business and government partnerships need to be addressed. The Task Force members agreed it may be necessary for the state to incur costs initially in order to achieve long term savings. is also important for the Legislative branch and Executive branch to work together t o resolve these issues.
Morris Knopf reviewed the Task Force charge and issues which may be addressed. The Task Force's scope is to develop a strategy for the Governor's Committee to consider. implementing the strategy.
It
The Task Force will not need to develop a detailed action plan for
Lisa Oakley distributed a draft work plan. of existing service delivery models and prior studies which could be reviewed and analyzed. These lists are attached. Barriers to intergovernmental collaboration should also be reviewed.
The Task Force compiled a list
A calendar will be sent out to allow Task Force members to designate when they are available for meetings. the receipt of this information.
The next meeting will be scheduled following
The meeting adjourned at 3:55.
PERCEPTIONS ON GOVERNMENT TODAY (As Expressed by Task Force Members)
* Government is too big in Iowa
* Government has tried to do too much for too many
* Government has grown fast in order to respond to demand for services
* Government does not seem to be focused or targeted
* The proper functions of government need to be defined, organized and evaluated
* Duplication of services should be identified and evaluated
* The roles and responsibilities of each level of government should be defined
* Pieces of government growth should be evaluated
* We need to be sure we are getting the "biggest bang for the buck"
* Services need to be coordinated
* We need a better way of evaluating priorities and become more pro- active rather than reactive
* Services need to be cost effective and better coordinated
* Government should be brought closer to people though diminishing resources may require centralization
* While business has had to constantly downsize, government has not provided incentives for managers to reduce costs
* Politicians must be prepared to make fundamental and bold changes
*
*
*
*
* *
*
*
*
*
*
*
*
*
*
EXISTING MODELS
Ankeny schools intergovernmental/private model
Davenport Decategorization
Tipton/St. Lukes/Community College joint building project
Ames Parent Assistance
28E Agreements
AEA 11 out of school consortium
Monticello learning center/Marion Business Center
Colocation/shared facilities
5 county community planning initiatives
Marshalltown Caring Connection
United Way community planning model
Sweden Social Services System
Missouri integrated intake system
Des Moines building permit process - utility construction coordination
Promise Jobs
LITERATURE/STUDIES
'86 reorganization study
Federal ACIR studies
Steve Gold's books
Collaboration book by Senator Bruner
TQM information
ICEA - rewards for community collaboration models -Iowa Community Betterment Awards
P,ublic/Private Partnerships (ISU)
The Intergovernmental Relations Task Force (1CXT.F) will explore changes in the delivery of government services at the cdmu~ll 'ty level. Specifically, the IQiTF will be asked to develop a ccmnuu 'ty based streamlined govenrment services model. The M e 1 will address the need to 1) enhance cammications arid cohesiveness betwen all levels of government; 2) resolve overlaps and duplications of
semice delivery. intergovernmental programs; and 3) generate a canprehensive plan for camuu 'ty based
The 1- will also be asked to review federal programs arid funding, and to explore opportunities to integrate those programs into the state budget process in order to better utilize those resources to accanplish hdget and program priorities in the stateof Iowa.
Topics which may be reviewed by the Task Force include but are not limited to the followingf among government agencies; c m n intake and delivery systems among service providers; incentives for coordinated service delivery; and outcane-based accountability systenrs.
opportunities for co-locating services; shared administrative functions
INTERGOVERNMENTAL RELATIONS TASK FORCE OPPORTUNITY INVENTORY
OCTOBER 22, 1991
Encourage county collaboration
Expand the use of 28E agreements
Establish local government service centers for the community
Consolidate economic development efforts
Streamiine work and building permit processing
Coordinate employment and training programs
Consolidate and automate the intake process
Coordinate human services systems
Promote cooperative review of foster care placements
Promote in-state placement for juveniles
Review the certification process
Coordinate road maintenance
Coordinate road construction
Joint administration of libraries
Strengthen federal partnerships
Consolidate emergency services
Consolidate parks management
Coordinate public safety
Joint administration of community colleges
S t reaml' i ne boards and comm i ss i ons
I
Opportunity Description
INTERGOVERNMENTAL RELATIONS SUB-TASKFORCE *OPPORTUNITY INVENTORY
October 22, 1991
Savings General Non-General Realization lmplemen tation . Range Fund Fund Timing Issues
Economies of scale can be reached by increasing the population bases of county administrations
Examples: Minimum of
30 administrations $27m
19 administrations $31 m
14 administrations . $34m
!
i
Minimum of
$27m
$31 m
$34m
Requires populous vote for counties to collaborate
Recornendations for a structural change resulting in a property tax reduction could be translated into a reduction of state general fund property tax relief.
ECONOMIES OF SCALE IN COUNTY ADMINISTRATION
80
70
60
50 ADMINISTRATON
COST PER CITIZEN 40
30
14% Reduction - 20
10
0 .
Average Current 6 County Average Population = Times 2 =
28,048 56,096 * * I I - I I
I I I I I I
for every doubling of population
8
* . I I
** t ' I
I
* V
I I I I
1 I
0 25,000 50,000 I I I I I I I
A V
75,000 100,000 125,000 1 50,000 175,000 350.000 COUNiY POPULATION
Note: Total State Population = 2,776,755
Source: County Budget Reports
- 167-35019. C /DL
USING T H I S MODEL, WE E S T I M A T E THAT COUNTY A D M I N I S T R A T I O N COLLABORATION COULD SAVE $20 - $30 M I LL ION
COUNTY A D M I N I S T R A T I O N COLLABORATION
ANNUAL COST ($MILLIONS)
Total county administration cost
Total savings from reducing cost of high cost counties to expected cost
Total savings from sharing administration among counties
Total expected savings from county administration collaboration
Expected county administration cost
$5-10
$15-20
A MORE D E T A I L E D ANALYSIS OF SAVINGS POTENTIAL FOLLOWS
$91
FUNCTIONS CURRENT
Attorney 99 ".. '
Engineer 94
Recorder 99
Treasurer 99
99 Auditor - -
Supervisors 365
- 855
Potential minimum savings
*Assuming five member Board of Supervisors
30
30
30
30
150
30
300 - $27m
POTENTIAL
19
19
19
19
95
19
290 - $31m
14
14
14
14
70*
14
140
$34m
-
COUNTY ADMINISTRATION COLLABORATION
ASSUMPTIONS
1. salary. and 1.45% on remaining. 32,000 of salary. the attorney.
2. Auditor'- 1991 ISAC salary information used for base salary. Assumed one deputy at 80% of auditor's salary. determined at 7.65% of first $53,400 of salary and 1.45% on remaining. IPERS determined at 5.75% of first 32,000 of salary.
3. Engineer - 1991 DOT salary information used for base salary. engineer. salary and 1.45% on remaining. IPERS determined at 5.75% of first 32,000 of salary.
4. Recorder - 1991 ISAC salary information used for base salary. Assumed one deputy at 80% of Recorder's salary. FICA determined at 7.65% of first $53,400 of salary and 1.45% on remaining. IPERS determined at 5.75% of first 32,000 of salary.
5. Sheriff - 1991 ISAC salary information used for base salary. Assumed one deputy at 85% of Recorder's salary. FICA determined at 7.65% of first $53,400 of salary and 1.45% on remaining. salary.
6. Treasurer - 1991 ISAC salary information used for base salary. Assumed one deputy at 80% of Treasurer's salary. FICA determined at 7.65% of first $53,400 of salary and 1.45% on remaining. IPERS determined at 5.75% of first 32,000 of salary.
7. Supervisors - 1991 ISAC salary information used for base salary and then multiplied by number of members on the board. No deputy whose salary is directly tied to supervisors. FICA determined at 7.65% of first $53,400 of salary and 1.45% on remaining. IPERS determined at 5.75% of first 32,000 of salary.
8. Health Insurance - The state currently pays $3,264 annualy for a family premium and this amount times either 13 or 15 officials (depending on Board of Supervisor size) results in amounts of $42,432 or $48,960. This amount may be high in some cases if single policies are in place but will be conservative where counties are paying the entire family
Attorney - 1991 ISAC salary information used for base FICA determined at 7.65% of first $53,400 of salary
IPERS determined at 5.75% of first No deputy whose salary is directly tied to
FICA
No deputy whose salary is directly tied to the FICA determined at 7.65% of first $53,400 of
IPERS determined at 10.25% of first 32,000 of
plan premium and in some cases self insuring for the deductible as well.
OTHER POTENTIAL SAVINGS
1. Vacation, Sick leave, Other Benefits.
2. resources.
Greater investment opportunities because of combined
3.
4 . rolls or leasing for increased income.
5. improvements, etc.
Greater pprchasing power. (i.e. purchase of supplies)
Potential to sell existing facilities to increase tax
Additional overhead costs such as utilities, capital
POTENTIAL A DDITIONAL c OSTS 1. Cost of converting computer software if not compatible with remaining entity or entering the additional data on the system (i.e. tax rolls). could be offset by computer software updates paid once rather than multiple times.
This would be a one time cost and
3. greater workload or additional staff may be required.
Remaining positions may be paid higher salaries for the
INCREASING FEDERAL FUNDS (in millions)
CURRENT SITUATION
Administration
Ag and DNR . / * -
Economic Development
Education
Health" 61 Human Rights
Human Services
Justice System
Regulation
Transportation
Capital
FEDERAL
$ 5,414
17 , 427 51,627
349 , 022 82 , 991
723 , 071 1,375
166 , 886 243 , 296
1,853
$1,642,962
STATE
$ 86
4 , 733 352
13 , at37 5,721
328,664
1,205
1,062
900
$ 356,610
TOTAL
$ 5,500
22 , 160 51 979
362 , 909 88 , 712
1,051,735
1,375
168 , 091 244 358
2 753
'$1,999,572
APPROACH/NEXT STEPS
1. Optimize state match.
2. Increase effectiveness of attracting federal dollars.
Look on integrating lobbying efforts of all a. Review Washington D.C. Office. b. departments. c.- Improve/Change review process.
STATE O F
_. TERRY E. BRANSTAD, GOVERNOR DEPARTMENT OF EMPLOYMENT SERVICES
CYNTHIA P. EISENHAUER. DIRECTOR
DATE: October 9, 1991
TO : Intergovernmental Relations Task Force Members
FROM: Morris Knopf, Chair Cynthia P. Eisenhauer, Co-Chair
A summary of our October 4 meeting and a tentative agenda for our next meeting are enclosed.
The October 4 meeting summary includes a list of opportunity areas identified by the Task Force. held at the end of our next meeting. Please continue to think of ways to streamline service delivery systems and enhance the availability of federal funds.
Another brainstorming session will be
The next Task Force meeting will be at Ahlers Law Firm, 100 Court Avenue, Des Moines, on Tuesday, October 15 at 9:00 a.m. Please call Sandy Freihage at (515) 281-8136 if you will be attending so we can get a count for lunch.
A tentative agenda for the October 15 meeting is enclosed. asking Task Force members to review prior studies and existing models which illustrate intergovernmental collaboration. to present a study or model please let Sandy know so we can add it to the agenda.
We are
If you would like
We look forward to seeing you next week.
LO/m j c Enclosures
1000 EAST GRAND AVENUE / DES MOINES. IOWA 5031 9 / 51 5-281-5387
. .
TENTATIVE AGENDA
INTERGOVERNMENTAL RELATIONS TASK FORCE OCTOBER 15 9:OO a.m.
AHLERS LAW FIRM 100 COURT AVENUE
1 . Rev i ew survey resu 1 t s Lisa Oakley
I I . Review studies/models
a. Thinking Collaboratively Owen Heiserman What it Takes: Structuring Interagency Partnerships
to Connect Families & Children with Comprehensive Servi ces
Joining Forces A Proper Inheritance: Investing in Self-Sufficiency
MICA Academy on Family & Children At Risk Marshalltown Caring Connection
o f Poor Families
b. Public/Private Partnerships (ISU) Almo Hawkins
c. Federal ACIR studies 28E Agreements
d. Fort Dodge Youth 2000 Promise Jobs Pocahantas Skills/Training Survey
e. Des Moines building permit process
I I I . Review scoping information
I V . Review research data
V. Identify opportunity areas
Betty Snyder
Judy Peters
K. Marie Thayer
Chris VanMeter Jeannette Bucklew
Chris VanMeter Gail Sheridan '
A1 1
MEETING SUMMARY INTERGOVERNMENTAL RELATIONS TASK FORCE
OCTOBER 4, 1991
The meeting began at 9:OO a.m. in the conference room at Ahlers Cooning Dorweiler Maynie Smith & Allbee PC. Cynthia Eisenhauer, Representative Dolores Mertz, Mayor Betty Snyder, Peter King, Myron Linn, James Underwood, Dr. Ben Norman, Owen Heiserman, Judy Peters, Ian MacGillivray, K. Marie Thayer, and Jane Halliburton; others present: Lisa Oakley, Chris VanMeter, Eric Small, Jim Overland, Susan Crowley, Mary Fleckenstein, Jim Boose and Representative Joyce Nielsen.
Task Force members present: Morris Knopf,
Morris Knopf asked each person to introduce himself or herself. introduced Eric Small from the consulting firm of Booz Allen & Hamilton and Chris VanMeter from the Department of Management. full-time on the Government Spending Reform project. research for the Intergovernmental Relations and Public Finance Task Forces.
Mr. Knopf
Ms. VanMeter is working She is assigned t o direct
Mr. Knopf reviewed the following items which were distributed to Task Force members: 1 ) Scoping information provided by the consultants. Each Task Force has been assigned portions of General Fund appropriations. The Task Forces are asked to provide spending reductions equal to lo%, 20% and 40% of their assigned General Fund appropriations. The savings targets for Intergovernmental Relations (IGR) are $10/$19/$38 million. represent General Fund savings only. IGR's scope will be expanded to include a portion of the non-general fund appropriations. at the first Government Spending Reform Executive Committee review on October 2 . consultants and included information discussed at the first IGR meeting. 3) The service delivery questionnaire sent to selected counties, cities and community colleges; and 4 ) A summary of opportunity areas identified at a recent state department head meeting.
These targets
2) A summary presented
The summary was prepared in the format prescribed by the
Ron Amosson, manager of the local budget division of the Department of Management, provided general information on local government budgets. Almost 50% of the state's 3.2 billion budget goes to 1,880 local governments. Local governments are required to submit budget information to the Department of Management who reviews it for completeness and to ensure it meets statutory requirements. information. The local budget division is also responsible for certifying levy rates, administering the school foundation plan and providing administrative support to the state appeal board which hears local government protests.
The Department of Management maintains a data base of the budget
Kirkwood Community College representatives, Terry Moran and Jim Billings, presented information on the services provided by community colleges. In addition to the traditional two year degree programs, Kirkwood offers a variety o f continuing education courses and provides economic development services. The service delivery system includes off-campus learning centers and a telecommunications system.' The services provided are described at length in the handout distributed at the Task Force meeting. Mr. Moran and Mr. Billings responded to questions from Task Force members on the level of coordination among community colleges, the expanded scope of services provided by community colleges, the role o f the Department o f Education and tuition rates. A memo from Or. Norm Nielsen to the Task Force members was distributed. The memo illustrates some of the cooperative educational and service programs at Kirkwood.
Dr. Ben Norman presented comments he received from a variety of sources. Dr. Norman said the biggest problem is inequity in programming and unclear role definition for community colleges and high schools. Other problems Dr. Norman identified include the difficulties schools face in meeting the needs of special education students, the number of special education students being sent out of state, the problems schools and the public have in locating existing service providers, transportation and the amount of time school buses go unused, duplication of library services, time and energy spent to comply with the vast number of state and federal regulations, articulation and college level courses being provided at some, but not all, high schools, the unclear role definition of the Department of Education and the financial problems caused when funds are removed from schools after the budgets are set. Dr. Norman also mentioned the effect of the Tax Increment Finance Job Training Act (TIF) should be reviewed.
Jane Halliburton discussed and distributed information on the services provided by counties and cooperative efforts between counties and other governmental entities. Counties collect and distribute many different taxes, administer school district elections and report to the Department of Revenue and Finance on school finances. Counties also register motor vehicles, participate in economic development activities that include a public purpose and provide some human services.
Peter King distributed information on municipal services and funding. Iowa has 952 municipalities. 829 of those have a population of 2,500 or 1,ess. The authority of municipalities is such that unless the state says something must be done a certain way, it can be done in any way the city wants with one exception which is taxing authority. 70% of the role of the League o f Municipalities is in technical research and assistance to the cities. Only 30% is in legislative work. Total city revenues are $2.3 billion. State shared revenues are $156 million of total intergovernmental revenues o f $293 million. Mr. King noted that the State Auditor's proposal to move $150 million of use taxes to the state general fund would have a significant impact on the municipalities' road budgets.
Jim Overland distributed a map of the service delivery boundaries identified by a sub-committee of the Statewide Service Delivery Task force. Twelve market driven service centers were identified and naturally occurring service delivery boundaries drawn around them. This information is intended to be used as a recommendation for office sites if one office were to be located in the area. Mr. Overland discussed opportunity areas identified by the Statewide Service Delivery Task force. These include maintenance garages, welcome centers, mental health institutions, historical sites, AEAs, foster care and juvenile justice.
Cynthia Eisenhauer reviewed the issues, hypothesis and opportunity areas outlined in the IGR summary submitted at the October 2 Government Spending Reform Executive Committee review. A second Executive Committee will be held on October 17.
Task Force members identified the fol owing additional opportunity areas. Those designated with an asterisk (;:) will be researched first and quantified for the next Government Spending Reform Executive Committee review.
Community Based Service Delivery System: I
a2 1 )
1 1 )
* 12)
1 3 )
* 1 4 )
Remove barriers to in-state placement for juvenile justice. Improve communication between the judicial system who makes placements and the human services system who must fund it.
Eliminate education overlap in secondary schools, community colleges and public universities. Improve statewide coordination o f program development at community col 1 eges.
Establish groups to foster intergovernmental coordination.
Eliminate overlap of functions between the state, cities, counties and schools. Encourage shared administration. Establish economic incentives for collaboration. (public safety, libraries, highways, hea 1 t h and human serv i ces and educat ion)
Pursue intergovernmental purchasing power.
Promote common intake process. (automated, common data base)
Prioritize services and make a conscious decision about what we want to provide.
Allow Phase I l l to be redirected to local priorities.
Promote cost effective community based mental health services rather than state operated residential institutions.
Promote case management at the local level.
Eliminate statutory barriers for cities and counties to streamline boards and commissions.
Promote full-time employment of educators.
Make better use of public facilities and avoid capital costs. (buildings, transportations)
Strengthening Federal Partnerships:
15), Develop unified federal priorities/requests.
16) Increase federal return.
I
LINN COUNTY, IOWA
OFFICE OF BUDGET DIRECTOR
Claudine Hixson
ADMINISTRATIVE OFFICE BLDC.
930 FIRST STREET S.W.
ctober 30, 1991
CEDAR RAPIDS, IOWA 52404-2161
Phone (319) 398-4010
Cynthia Eisenhauer % Department of Employment Services 1000 E. Grand Ave. Des Moines, Ia.
Dear Ms. Eisenhauer,
Enclosed please find another attachment for the survey from Linn County for the Intergovernmental Relations Task Force. This information if from our LIFTS service. I understand our Sheriff's Dept. sent their information directly to you.
Sincerely,
%* Claudine Hixson
Budget Director
encl.
I ' SERVICE AREA: ROADS AND TRANSPORTATION
Linn County LIFTS Department Service Delivery Network
The Linn County LIFTS Department is a department of the Linn County Board
and t o the County Supervisor designated as that. department's liaison.
I p j / g j i O # of LIFTS js pj D~QV& ~ ~ ! e e i e j l r " ! ~ - ~ ~ ~ ~ ~ ~ s s ! ~ ! e p m ! ~ tr3-,5!t, ~ e t w i c e ~ t o the eideriy, disabied, and other transportation aisauvantagea persons, as wel l as the general public, wi th in Linn County.
of Suporviooro. Tho Dirostor of tho dopartmont roporto directly to tho Emrd,
-
SERVICE i s provided in Linn County on adai ly basis Mondays - Fridays, w i th buses operating from 6:OOam to 6:OOpm. The Northern half of tne County i s served by regularly scheduled f lexible-route service, w i t h 9 bus trips daily It is anticipated that commuter trips w i l l be added to these routes this fall. Service in the Southern half of the County presently consists of 4 flexib!e- route trips auqmented by demand-responsive service. (Assuming mat tne Northern service i s judged to be successfull, Southern service will be increased to the Same level i n FY 93.)
One rout!? is operated twice daily between Cedar Rapids and Iowa City, providing access to University and VA Hospitals, Voc Rehab. at Kirkwood, Kirkwood Comm. College, and the University of Iowa.
Wlthin the City of Cedar Rapids, LIFTS provldes subscription service transportation for clients to and from Linn County (and otherYhuman ~ e r v agencies.
ce
In addition t o the County services described above, LIFTS provides aoor-tn- door demand-responsive service t o the elderly and disabled residents of Cedar Rapids under contract to the Cedar Rapids City Bus Department. This service operates from 6:OOam to 6:30pm Mondays through Saturdays.
Llnn County 1s a member of the 6-county East Central Iowa Council of Governments (ECICOG), thus LIFTS i s also a component of the East Central .
Iowa Transit System. As such LIFTS receives USDOT UMTA Sec. 3 and Sec. 18 funds via ECICOG, as wel l as IOOT State Transit Assistance, and T i t le Ill Aging funds (from Heritage AAAi
1
LIFTS provides translt Sef'vlces to the followlng AGENCIES/PROGRAMS. The City of Cedar Rapids
Bus Department Recreation Department
Heritage Area Agency on Aging Hawkeye Area Community Action Program:
Congregate Mealsites & Kitchen Heads t ar t
Linn County Aging Services MI lestones Adult Daycare
City of Hiawatha Recreation Commission Linn County Juvenile Court
I Juveni ie Probation Linn County Dept. of Human Resources Mgt.
Linn County Daycare (child) OPTIONS She1 tered Workshop Veterans Af fa i rs Superdised Apartment Living Peer Group
St. Lukes Hospital New Horizons (disabled nursing care facil i ty!
Mercy Hospital Iowa Department of Education
Division of Vocational Rehabilitation Services YWCA
Challengers (disabled social activities1 Disabled Bow 1 ing League
Goodwill Industries of Eastern Iowa St. Patrick's Child Daycare Eastern Iowa Head Injury Association Association for Retarded Children Area Substance Abuse Counc i 1 Abbe Center
for Community Mental Health Care Faci 1 i ty (county home)
2
LIFTS' Staff consists of the fol lowing personnel. 1 Director 1 Operations Manager 1 Dispatcher 1 Mechanic 1 Auto Service Worker 1 Bus Washer
10 Ful l Time Drivers 5 Part Time Drivers 3 On-Call Drfvers
LIFTS' FLEET consists o f the fo l lowing vehicles; 1 91 Bluebird T O 0 lift equipped 2 89 Bluebird TC2000 lift equipped 2 87 GMUBluebird l i f t equipped 2 85 FordE350van 7 J 84 Dodqe Maxivan 3 83 GMCkuperior l ift equipped 2 82 Ford/Ward 1 i f t equipped 7 - 82 Ford/Ward 1 i f t equipped 1 8 1 GMUThomas 11 f t equl PPed 1 78 GMUSuperior 1 i f t equipped 2 78 GMUThomas
diesel diesel gas gas gas gas diesel gas diesel gas gas
LINN COUNTY, IOWA
OFFICE OF BUDGET DIRECTOR ADMINISTRATIVE OFFICE BLDG.
Claudine Hixson Director
930 FIRST STREET S.W. CEDAR RAPIDS, IOWA 52404-2161
Phone (319) 398-4010
October 17, 1991
Cynthia Eisenhauer % Job Service of Iowa 1000 East Grand Ave. Des Moines, Ia. 50319-0209
Dear Ms. Eisenhauer,
Enclosed please find the survey you requested, I apoligize that the information on how County Government interacts with other entities of government is so sparse. service area that I thought interacted with other entities to respond. If I receive more of their responses, I will send them along to you.
I was trying to get the departments in each
We have been very busy working with our financial consultant and Moody's in regards to financing our riverwalls replacement project.
If I can be of further service, please don't hesitate to call.
Sincerely,
&ine Hixson Budget Director
encl.
-I--'-- I I I I
INTERGOVERNMENTAL RELATIONS TASK FORCE
Describe on separate page
Describe on separate page
COUNTY QUESTIONNAIRE
Other 4.044 T a p s
3,678,785 67.81 3,936,863 64.06 Fed. 15.01% S t a t e 6.76% Other
1,543,069 26.5 1,745,333 48.65 Fed. .65% S t a t e 31.91%
4.10% Tax=
Please provide the information'requested below to Lisa Oakley, Department of Employment Services, 1000 East Grand Avenue, Des Moines, Iowa 50319. Please return this information no later than October 7. Questions may be referred to Lisa Oakley at 515 281-5095.
Describe on separate page
General Instructions: Provide the following information.
-
Other 15.44% Taxes Fed. 23.01% S t a t e 3.88% 113e.37 5,160,2713 .114.80 4 , ~ 7 7 , 7 ~ 4
Service Delivery Network - Describe how the services are administered, the service delivery network, interfaces with other levels of government etc. This is the most Critical part Of the survey. Provide a description of the service delivery network on a separate page,
Describe on separats page
Expenditures and FTEs - Identify the cost and Staffing level for this service.
Other 2.02% Taxes '
Fed. 9.74% S t a t e 1.51% 2,289,530 50.5 2,536,251 51.5
Source of Funds - Identify the percent funded from federal, state, local or other sources.
Activity/Service
Educational Svs
Mental Health
Social svs
~ ~ ~
Physical Health Svs
Public Safety
- ~~
Correctional svs
Service Delivery FY 1991 FY 1991 FY 1992 FY 1992 Network Expenditures FTEs Budget FTEs Source of Funds
Describe on separate pagel $ 265,982 1 0 1 284,7121 0 I Fed. 0%
S t a t e 56.46% Other 1.76%
Describe on separate page 13,896,231 I 42.34 15,282,75b 36.4 I I Fed. 8.16% S t a t e 3.30%
I I I I I Other 10.43% Taxes '
Service Delivery FY 1991 FY 1991 FY 1992 FY 1992
Describe on separate page
Activity/Service
$ 5,832,774 103.25 Roads &
Transportation
Describe on separate page
Describe on separate page
Describe on separate page
Describe on separate page
Describe on separate page
Court Svs 1,031,129 17
4,627,733 50.4
1,554,946 43.43
6,085,670 96.5
3,358,s 14 0
County Environment
State & Local Government Svs (Elections, Motor Vehicle Regis- trations) Etc
Inter Program Svs
Other Debt Service CaDital Proiects
Network Expenditures FTEs Budget FTEs
I I
;5,705,065
1,141,996
3,093,812
-
1,770,334
5,393,203
4,565,105
103.75
17
51.10
43.43
98
0
Source of Funds ~~
Fed. .08% State 49.29% Other 7.58% - Fed. 0% State 14.45% Other 15.24 Taxes 70.3
Fed/ 5.11% Taxes State .32% 52.20% - Fed. 0% State 0% Other 62.24% Taxes 37.76%
*80% Taxes Fed. State 6.47% Other 36.37% 56.36%
PLEQSE NOTE: The information requested for FY92 Budget is on file with the Iowa Department of Management. FY91 information will be on file from the Cash Report
Contact Person:
County: in the same office.
Address :
The
Telephone Number:
%
O c t o b e r 9 , 1 9 9 1
R E : E D U C A T I O N A L SERVICES
LIBRARIES
T h e L i n n C o u n t y L i b r a r y A s s o c i a t i o n a n d t h e c o u n t y h a v e m u t u a l l y a g r e e d u p o n a f o r m u l a f o r p e r c a p i t a s u p p o r t f o r r u r a l l i b r a r y s e r v i c e s .
The t o t a l a l l o c a t i o n i s b a s e d o n c o u n t y f u n d s a v a i l a b l e t h r o u g h l e v y a n d c o u n t y a s s i s t a n c e f u n d i n g f r o m t h e s t a t e .
T h e l i b r a r y f o r m u l a i s :
The B o a r d o f S u p e r v i s o r s w i l l n o t a l l o c a t e more t h a n f i f t y p e r c e n t - ( 5 0 % ) o f t h e c i t y f u n d i n g t o a l i b r a r y .
S t e p 1
F i f t y p e r c e n t ( 5 0 % ) o f t h e a l l o c a t i o n i s d i v i d e d e q u a l l y among t h e t e n (10) l i b r a r i e s . A l i b r a r y c a n n o t r e c e i v e more t h a n f i f t y p e r c e n t ( 5 0 % ) o f t h e i r c i t y f u n d i n g .
S t e D 2
The money l e f t f r o m t h i s d i s t r i b u t i o n a n d t h e o t h e r f i f t y p e r c e n t ( 5 0 % ) a r e d i v i d e d u p among t h e l i b r a r i e s t h a t h a v e n o t r e a c h e d t h e i r max f u n d i n g l e v e l .
The d i s t r i b u t i o n o f t h i s money i s b a s e d on t h e i r p e r c e n t a g e of r u r a l c i r c u l a t i o n i n t h e c o u n t y .
The t o t a l a l l o c a t i o n i s d e t e r m i n e d by m u l t i p l y i n g t h e a p p r o v e d p e r c a p i t a s u p p o r t by t h e r u r a l p o p u l a t i o n o f L i n n C o u n t y .
The l i b r a r i e s c a n g o b a c k t o t h e i r c i t y c o u n c i l s a n d t e l l them 5
what t h e i r l e v e l o f c o u n t y f u n d i n g i s b a s e d o n , how much t h e c i t y . f u n d i n g i s , a n d i f t h e y w a n t more c o u n t y f u n d i n g t h e n t h e c i t y h a s t o i n c r e a s e t h e i r s .
The A s s i s t a n t t o t h e B o a r d i s t h e l i a i s o n w i t h t h e L i b r a r y A s s o c i a t i o n a n d a d m i n i s t e r s t h e f o r m u l a a n d c o n t r a c t s .
F u n d i n g i s d i s t r i b u t e d f r o m t h e A u d i t o r ’ s o f f i c e t o t h e l i b r a r y .
O c t o b e r 9 , 1991
R E : E D U C A T I O N A L SERVICES
FAIRS
T h e r e a r e two ( 2 ) f a i r s - t h e All Iowa F a i r a n d t h e L i n n C o u n t y F a i r .
E a c h y e a r t h e f a t r s s u b m i t a r e q u e s t for f u n d i n g t o t h e S u p e r v i s o r s . T h e B u d g e t D i r e c t o r a n d t h e A s s i s t a n t t o t h e B o a r d o f S u p e r v i s o r ' s meet w i t h t h e f a i r s t o r e v i e w t h e i r r e q u e s t a n d make r e c o m m e n d a t i o n s t o t h e S u p e r v i s o r ' s .
F u n d i n g is d i s t r i b u t e d f r o m t h e A u d i t o r ' s o f f i c e ' t o t h e f a i r s .
-.-------- -..- ------ --------I
O c t o b e r 9 , 1991
R E : E D U C A T I O N A L SERVICES
HISTORIC PRESERVATION
T h e L i n n C o u n t y B o a r d o f S u p e r v i s o r s a . p p o i n t e d a c i t i z e n s c o m m i t t e e t o r e v i e w a n d a p p r o v e N o n - P r o f i t H i s t o r i c a l G r a n t r e q u e s t s t h a t a r e s u b m i t t e d o n c e a y e a r . The c o m m i t t e e m o n i t o r s t h e p r o j e c t s , a u d i t s , a n d i n s p e c t s t h e p r o j e c t u p o n c o m p l e t i o n .
T h e A s s i s t a n t t o t h e B o a r d of S u p e r v i s o r s i s t h e l i a i s o n w i t h t h e c i t i z e n s c o m m i t t e e .
F u n d i n g i s d i s t r i b u t e d f r o m t h e A u d i t o r c s o f f i c e t o t h e g r a n t r e c i p i e n t .
!
-7-------- _____ ---T-------"
LINN COUNTY DEPARTMENT OF HUMAN RESOURCES MANAGEMENT 305 SECOND AVENUE S.E. CEDAR RAPIDS. IOWA 52401-1215
Service Areas: Mental Health Social Services Physical Health
October 10, 1991
TO : Lisa Oakley
FROM: Sue Novak if%
RE: Iqtergovernmental Re1 ations Task Force
Attached is the L i n n County Department o f Human Resources Management's (DHRM) response to your.survey. The data submitted was part of a local survey completed two years ago i n conjunction w i t h various agencies and departments regarding available services i n L inn County. 'The legend ident i f ies the fund ing organization, funding sources, funding mechanisms and act ivi ty/service which correlates t o the County's chart of accounts. included the DHRM Table of Organization for moire specific information on the administration of DHRM.
Additionally, I have
DHRM contains 99.2% of the County's mental health budget, 91.9% o f the social services budget, and 31.7% o f the physical health services budget.
If you have questions, please contact me a t (319) 398-3543.
cc: Claudine
I INN COllNTV IS A N FOl lAI . OPPORTllNlTY EMPLOYER MIF
LINN COUNTY
PARTNERS IN
--------- I,- -_-- 7 -____I__
L i n n County Service Network
and Funding Sources
A p r i l , 1989
C
CU = Churches United DHS = Department of Human Services LRM = Linn County Department of Human Resource Management UW = United Way HP = Hawkeye Area Community Action Program JS = Job Service of Iowa JA HRA = Heritage Agency on Aging DR = Division of Vocational Rehabilitation Services .
= Job Training Partnership A c t
FUNDING SOURCES:
P = Private Funds C = County Funds S = state Funds F = Federal Funds PI= Pro j ect Income
FL'X m::G #ECHA:: I s HS :
CB = Church Benevolence (includes in-kind and volunteers) UWP = United Way Partial A = Allocation 19 = Title 19 (Medicaid) BP = Benefit Payment (includes ADC, SSA, IETP, Food Stamps, Job Insurance Pos = Purchase of service 100 = 100% Funding LM = Local Match CPT = County Pass Through SPT = State Pass Through R 5 Restricted Funds CP = Partial County 80% AT = Authorization
County ActivitylService:
MH = Mental Health SS = Social Services PH = Physical Health Services
,
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INTERGOVERNMENTAL RELA'TIONS TASK FORCE OPPORTUNITY INVENTORY
NOVEMBER 14,11991
ENCOURAGE COUNTY COUABORATION 30 administrations 19 administrations 14 administrations county finance officer - 30 administrations county finance officer - 19 administrations county finance officer - 14 administrations
REGIONAL SERVICE DELIVERY SYSTEM
CENTWZE ASSESSMENT RESPONSlBlUTlES eliminate 30 county assessors eliminate 11 city assessors eliminate 1 10 office staff 10% reduction in other administration
CHANGE FUNDING FOR AGRICULTURAL EXTENSIONS 30 agricultural extensions 19 agricultural extensions 14 agricultural extensions Fund the education portion with user fees
COORDINATE TOWNSHIPS & COUNTIES
EUMINAE LOCAL BUDGET APPEAL PROCESS
STRENGTHEN FEDERAL PARTNERSHIPS
COMMUNITY COLLEGES eliminate allowable growth and the funding formula establish a standard tuition rate property tax option eliminate supplemental funding for merged areas IV & XIV
JOINT ADMINISTRATION OF LIBRARIES
Estimated Savings (In Millions)
W1993 FY1994
($3.1)
$5.8
$7.7 $1 2.0
$0.2
$27.0 $31 .O $34.0 $4.0 $3.0 $2.0
NA
$0.9 $0.4 $1.3 $0.2
$4.5 $5.3 $5.8 $8.0
$0.5 '
($3.1)
$5.8
$1 4.1 $1 2.0
NA $0.2
NA
GOVERNMENT SPENDING REFOIRM COMMITTEE INTERGOVERNMENTAL RELATIONS REPORT
NOVEMBER 14 , 1!391
Y ADMINISTRATION CO-
3 Counties are currently governed by'eight or ten elected
offices. These elected offices are: the County Board of Supervisors. (three to five members), the County Auditor, the County Treasurer, the County Recorder, the County Attorney, and the County Sheriff.. These electekd offices are required in Chapter 39 and have duties prescribed in Chapter 331 of the ode of Iow These duties are xequired of the elected o&als in a19 counties.
Each elected official, with the exception of the sheriff, can have two deputies corn ensated at eighty percent of the official's salary and addit onal de uties compensated at seventy-five percent of the elected off cial's salary. In addition, the Treasurer may have a third deputy at eighty percent to run the motor vehicle department. The Sheriff can have two deputies at ei hty-five percent of the Sheriff's salary and additional deput 9 es at seventy-five percent. budqet, eneral county policy, and levyin taxes for- all politica P subdivision. The Board .app:ropr P ates spending authority to the eleated officials after the budget has been adopted after a public hearing. The lboard may decrease these appropriations by ten percent of $5,000 which ever is greater without a public hearing, however, except for these limitations, the elected officials are free to spend the
authority appropriated to them as they deem appropr spendin? ate. I .
Treasurer, and Recorder in the property tax system. The Recorder's office iszesponsible for recording deeds and land transactions which in turn are relayed to the Auditor's office to update the tax rolls, which are than relayed to the Treasurer's office for tax collection purposes.
E E
The Board of Supervisors i s responsible for the-county
There are overlapping duties between the Auditor,
.
O P P O R " W N I ~ S / S A V I N G S
1. -Economies of scale could be reached if counties collaborated on administration. regression analysis that indicates that for each doubling of population administration costs decrease by fifteen percent. Minimum savings of $27 million to $34 million annually could be achieve as follows:
The following chart is a
a
ADMINISTRATLON COST PER CITUEN
I I I 8 I I I I I
A 175.000 V 350,000
0 25,000 =*OOo 75.000 loo,o0o 125,ooo 15O.OOO
80
70
60
50
40
30 14% Redudbn -
2oq
10 '
ECONOMIES OF SCALE IN COUNTY ADMINISTRATION
I i b e *. I
1-1
0
0 ' 0 '0 L o i
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-r. 8
i I I
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Note: ' Total State PopuhUon - 2,776,755 167-35019. C /DL
Source: County Budget Reporls
COUNTY ADMINISTRATION COUABORATION
Attorney 99 30 19 14 Auditor 99 30 19 14 Engineer - . 94 . . 3 0 ' 19 14 Recorder 99 30 19 14
. .
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150 95 70* .. 365 .. * , - - Supervisors Treasurer - 99
, ..- 30 19 1 4 - 954. 300 140 $27m $31m $341~ . . . ..
Potential minimum savings . 2 , - .
*Assuming f he' member Boaxi of Supervisors
. I
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13 855 13'743
22 429
a, 186 22,813
15.731
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17.585 19 05(
16 775
8.Sl2 8.338
18,035 42 614 14'309
11 569 21:643 17,058 11-3&
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0 U
126 39 93
155 740 140 124 114 106 104 103 113 w
163 209 91
rs 1M lS5 215 1 74 a 64 61
119 l61 93 360 103 lU2 128 96
80
127 152 129 113 132 105 81 av 75
111 100 410 W
511 107 94
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22 929 17.624 23.000 40.000 2 1 h s7.000 SS.821 Sd000 26'000 Y e w 29.160 21*sw
28'9u
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a:000
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21 0 7 '20'927 ' 2.3'000 22'Ulo 21'7s ZS'S00 d m 7 26.000 ZS.000 U*80 26'000 2.3'856 zz'roo 26.47s
zI*000 22'a%5 21'012 27'roo 22.331 28'2n 23.200 50.w 20'878
21'747 M*ml W'UO
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T O l U 8 SWERVltQ
14 a84
17'500 14'935
17:WO 22899 17'500 16*225 16'-
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lb'm i5.W lb.600 lb'roo 15:rcli
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14'800 3
14'915 14:791 20289
20 376 13:Sl 2.3 423
16.309
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n:000 1S'WO 3 s
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3 44652 5 50'390 3 d 5 0 0 3 u*Y)5 3 U'UI 3 51:m
J W*500 3 4a:m 5 n'400 3 ' 45'000 s 46'200 5 now 5 74'm 5 n:955 .3 40,867 5 nroo 5 u:uo
3 46.Sl2 3 61.121 5 4ns 3 n.269 3 us00 3 59'28a s U.927 3 8'749 s 49'- 3 10.749 5 d u o 5 s:4m
3 U'8l0 s (2.161) 5 d r o o 5 dm 5 d m 3 57'042 3 d w 3 SO-UD
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123 360 6S:000 J0.W
5 114 4%
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18,591 36'6a7
168 767 11:592 v,om
11.952 1 2 , w 21 522 SO*Ool 36'276 1s:nU 10,928 10,ou 8,114
12,076 39,907 15,644 ?.267
16.87U 10,669 zJ.W 9,525
327 140
19 033 5:420
12,324 150 979 13:UO b W 3 74:252 17,4lV 7 114
12:no 7 676
35'6a7 36:033 19.612 7 067
(O'J(2 . 12:122 20,347 m.276 7.991
2.n6.n~
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14.269
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103 93
109
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105 107 6s 90
197 a4 Q
106 108 123 U
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107 zoo 112 67
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41.100 47-460 43.m 7l.100 51'417 5 t h
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,
30 Administrations $27 million 19 Administrations 31 million 14 Administrations 34 million
The amounts calculated represent the amount of salaries, FICA, IPERS, and health insurance benefits saved by the reduction of elected officials and orbe deput applicable). They do not take into effect a f 1 the other possible savings that may be realized from overhead expenses, greater purchasing power, greater investment potential, and other items. They also do not take into effect initial costs involved in obtaining com atible computer s stems, higher
Additional savings could be attained if the regional administrations were administered by a County Finance Officer (in lieu o f the Auditor, Treasurer, and Recorder) under the urview of the-Board of Supervisors. Encreased efficiencies by reducing layers of administration while eliminatin duplication of duties. Additional savhgs of $2 to $4 mill P on could be attained as follows:
(where
salaries of remaining off !i cials, and other I tems. 2.
This could result in
30 Administrations $4 million
19 Administrations 3 million
14 Administrations . . 2 million
The implementation of County Home Rule in Chapter' 331.231 - 331.324, COa e of 10 wa allows s i x alternative forms of-County Government. These are: Board of Supervisor (existing structure), Board-elected Executive Form, Board- Manager Form, Charter GoVeWment, City-County Consolidation Form, County-County Consolidation Fonm. The definitions for these alternative forms are:
d of Supervisors - This ,is the existing form of count g o p m e n t as prescribed in 331.201, Code of 10 w g and
1.
descr f: bed above. 2. Board-Elect ed Executiv - Th.is form consists of an
elected board and one elected ezecutive. executive may veto ordinances and resolutions, subject to an override by two thirds vote of the Board.
board and a manager appointed by the Iboard, who shall be the
The elected
3. Board-Managex - This form consists of an elected
chief administrative officer of the c:ounty government.
- This form of government shall vernmen 4. Ch arter Go be s ecified by a charter igreement. The charter shall est aE lish an elected legislative body.
allows a county and one% m%ties within the county to unite and form a single unit of government.
5. citv -Countv co oli - This form of government 6 . uticountv Conso - This form of government allows two or more countie
of government. e and form a single unit
7. tv Co nwealth - This form of government allows a =and o z o r more cities or townships within the county, a contiguous county, and a city or township within a contiguous county to unite and establish an alternative form of local government.
Section 331.232 of the Code of I o a states "A charter change a form of county government may be submitted to the electors of a county only by a commisrsion established by resolution of the board upon petition of the number of eligible electors of the county equal to at least twenty-fi percent of the votes cost in the county for the office of president of the United States or governor at the preceding general election or the si atures of ten thousand eligible electors of the county, wh 9" chever nunher is fewer."
to
ve
The commission is appointed as prescribed in Section 331.233 of the. The oPfices of County Auditor, county RecorderFCounty Trtasurer, County Sheriff, and Count
of Supervisor ap oints two members, anid each State
members .
de of low
* Attorney each appoint two members, each member of the Board
Representative d ! strict within the county appoints two
Although County Home Rule allows for alternative forms of government as prescribed above, it is not "user friendly". First it requires that the avera e taxpayer know that these
to the Board of Supervisors a petition, containing names in the number of twenty-five percent of the electorate in the last general election (or ten thousand whichever is fewer), to establish a commission to study the alternatives. commission is then appointed b county and state legislative d stricts who have a vested interest if the form of government is changed. commission determines an alternative form of government is feasible, it is put to a vote at the next general election. If it is determined that no alternative form of government is feasible, the commission is dissolved upon it's final report.
alternatives exist and then requ P res the taxpayers to submit
1 The
t h e elected officials of the
If the
8
, --- ----,----- "I-
.-
RECOMMENDWON S
1. Codify’ a requirement for each county to establish commission by June 1, 1992 and repeal, the requirement for a petition with twenty-five percent of the electorate.
2. Change the confi ation of the commission so that each elected county offic r a1 and each state representative appoints one member and an equal number of eople are appointed from community organizations, bus ness and-
of Governments, Fann Bureau, Taxpayers Associations, largest employers of the county,. etc.
industry, etc. For example the Chamber of CommerceiXouncil ‘il
3. Require the reports show cost analysis of the different alternatives detailing any savings or additional costs between the existing form and proposed form. Require details of the benefits and draw backs of each alternative form. Also require the commission sulbmit the report within six months of being established. -
4. Allow a special election to Ibe held if the next general election is more than nine months away from the date of the commission’s report or, alternatively, amend-f;he code so that no vote of the people is required but that a series of public hearings are held to get public input on the proposed form of government but the final decision rests with the commission.
5 . The analysis presented in this report indicates that savings of $27 million to $34 can-be attained by going to thirty, nineteen, and fourteen administrations. The savings from the administration collaboration should be reduced from the tax credits remitted by the state to the counties in FY94 with a restriction on property taxes SO that the reduction in credits would not be pqssed through to the taxpayer.
. I
I
COUNTY ALTERNATIVE GOVERNMENT TIMELINE
Taskforce Opportuaites
1. Government Spending Reform Comiuee Rept
2. Governor's Review
3, !Ja$s!a~vt RC$iC3
Aiternativt Government PromL9
1. Establish Commission ,
2. Comission Study and Report
3. Vole of the People
4. County Budget procesS
5. Implementation
March July April JUne bct. Jan. 1% 19!X2 1992 1993 1993 1993
Nov. Dee. Jan, 1991 1991 1m
...
INTERGOVERNHENTAL RELATIONS TASK FORCE NOVEHBER 13, 1991
OPPORTUNITY AREA - REGlONAL SERVICE DELIVERY SYSTEH BACKGROUND/DESCRlPTION
The Statewide Service Dellvery Task Force ({SSDTF) i s developing a Statewide system for del ivery of servlces by state agencies which will a1 low for coordination of agency functions. SSOTF 1 % exploring strategies to ellminate fragmentat ion and dupl icat ion through a regIlona1 service del lvery system. Intergovernmental Relations Task force (IGRTF) has been working closely with SSDTF to identify and coordinate crosscutting issues. While SSOTF 1s looking at services at the state level, IGRTF i s reviewing local services and options for integrating local services into the regional service del ivery model.
Unl ike municlpalltles which are essentially autonomous in Iowa, counties perform many functions as agents of the state. By one count, the state imposes over 190 duties on Counties. A review of these mandates reveals that efficiencies may be giined by rolling some functlons performed by countles into the regional service delivery system. Other state mandates may be deleted from the Code of Iowa and left up to local discretion.
The
HANDATES WHICH COULD BE PROVIDED BY THE STATE THROUGH THE REGIONAL SERVICE OELIVERY SYSTEH:
ENVIRONHENT:
Counties must appoint a weed cornmissloner annually t o supervise the control and destruction of noxious weeds.-. 317.4
HUHAN SERVICES:
Counties must establish a county board of health. 137.3
Counties must enforce state health laws. 137.6
Counties must Investigate sources of HIV lrrfection and use every appropriate means to prevent the spread of the disease,
Counties must enforce state vital statistics collection. 144.54
Counties must provide office space for state OHS workers.
Counties must record the personal accounts of residents In state lnstltutlons. 218.99
Counties must provide for the care of mentally retarded patients pending institutional itation. 222.14
Counties must represent the petitloner in comnitment proceedings. 222.18
Counties must provide financlal support for the care of mentally retarded residents. 222.31
Counties must provlde financial support for the psychiatric care of residents. 225.21
141.9
217.32
t t
I - 7 r - -- -_3_---
Counties must pay for the cost of care and treatment of mentally i l l persons as an inpatient l n a certified hospital facility other than a state institutlon. 225c.12
Counties must establish a Ntl/MR/DD board. 225C.18 Counties nust pay for court-appointed advocates for lnvoluntary hospitalization proceedings. 229.19
CountIes must pay for voluntary admisslon of residents to mental hospitals. 230.1 .
Counties must pay one-half'of the net cost:s for residents committed to the Iowa Juvenile home. 244.14
Counties must reimburse DHS for assfstance! to residents of intermedtate care facf 1 1 tles for the nenta1Jy retarded. 249A.12
TRANSPORTATION:
Counties must each ernploy one or amre registered civil engineers to act as a county engineer. 309.17
ADfl I N I STRATI ON:.
Counties must conduct a l l elections wlthin the county. 47.2
Counties must conduct voter reglstratlon wilthin the county. 48.1
Counties must reprecinct VOtlng boundarles after the decenni81 census 49.7
Counties must canvass all county elections., 50.1
Counties must hold trlals for contested county electtons.
Counties must 'record certificates of title for vessels.
Counties must issue hunting, fur harvester and fishing licenses.. 110.10
Counties must Issue mlgratory waterfowl stamps.
Countlet must advlse 8s to the true boundarles of state-owned property. 111.21
Counties must approve or disapprove liquor control licenses. 123.3
Countles must establlrh sgrlcultural extension councils. 176A.5
Counties must establish 8 canrnlsslon of veterans affairs. 250.3
Counties must register each snownobile. 321C.4
Counties must conduct school elections. 296.4
Countles must supervise administration of emergency rellef.
Counties must mafntaln a county records system for vehlcle registration and certlficate of title Information. 321.34
Countles must remlt motor vehicle regfstration fees to the state treasurer. 321.151
62.1
106.77
1108.2
251.6
1 % I ----rr-- I- . ---
I
Counties must repor t on motor vehic le fees and pen treasurer. 321.153
l t l t o h state
Counties must provide for the licensure, seizure, impoundment and d i spos i t i on . of dogs. 331,381
Counties must repor t t o the governor a l l vacancies In the o f f i c e of s ta te representat lve or s ta te senator, and repor t t o the secretary of s ta te the name of each newly e lected o f f i ce r . 331.510
Counties must record a l l Instruments presented f o r recordat ion as provided by law. 331.602
Counties must record the measure and p l a t of a zoning d i s t r i c t adopted by a c i t y 331.602.
Countles must nd ln ta tn an Index book f o r a r t l c l e s o f incorporat ion of for - prof i t corporat ions.
CountIes must n a l n t a l n books for the t ransfer o f r e a l estate.
491.4
558.60
LAW ENFORCEMENT:
Countles must implement and car ry out a comprehensive countywide d isas ter plan. 25C.9
Counties must appoint a coordinator of d isaster services.
Countles must observe and Inspect businesses t o determine whether gambling devices are present. 99A.4
29C.lO
Countles must represent the lssulng au thor i ty in a l i cense revocat lon hear ing or gambllng complaint. 99A.7, 998.19
Counties must prosecute v io la t i ons of professlonal i iccnses. 147.92
Counties must ass i s t i n the invest igat ion of suspicious i n ju r i es .
Counties must enforce the Iowa food servicc san i ta t ion code. 170A.4
Counties must represent the s ta te f i r e Rlar:rhai in legal proceedings.
147.1 12
331.756
Counties must prosecute violations of statc: game and f i s h laws, 331.756
Counties must repor t and Invest igate deaths which a f f e c t the publ I c i n te res t . 331 -802
Counties must assess the value of a l l taxable property in the county. 441.17
MANDATES WHICH COULD BE DELETED FROM THE CODE:
ENVIRONHENT
Count ies must work through conservation boards t o acqul r e publ f c 1 ands. 11 1A.4
ADHlNlSTRATlON
Countles must make repor ts for the Attorney General.
Cottnt lcs must a1 low emolovees t o enter i n t o col lect ive bargaining and
13.2(7)
negotiate wages and hours. 20.8
Countles must refrain from competltlon with private enterprise.
Counties must purchase goods and services locally when possible. 23A.3
Counties must elect an rudltor, sheriff, treasurer, recorder and county attorney every four years. 39.17
2fA.2
Counties must elect supervisors biennial ly'and must el ther appolnt or elect township officers, 39.18, 39.22
Countles must malntaln an estray book. 188.30
Countles w s t have either three or five supervisors.
Counties must submit the number of supervlsors to a vote upon petition.
331.201
331 a 3
Counties must appoint 28 rpec1,fic county rind township officers. 331.321
Counties must furnish off Ices for county off Icers. 331 J22 Counties must grant clalms for mileage and expenses and'grant employees leaves of absence to participate In Olympic competition. 331.324
Counties must award courthouse space to honorably dlscharged soldiers. 331 -361
Countles must bld for real property at a taix sale. 331.361 .-
Counties must require a life cycle cost analysis for county facllitles. 331 0361
Counties must pay legal expenses for representation of members of the Sac and fox Indian settlement. 331.502
Countles w s t carry out dutles related to lost property.
Countles must .issue warrants as approved by the board of supervisors.
Countles w s t create a clvll service comnlssion to handle personnel admlnlstrat ion regardlng deputy sher lffs.
Counties must select the official newspapers In whlch offlcial proceedlngs shall be published. 349.1
Counties must, upon petltion, vote on the establishment of a beneflted water district. 357.1
Countles must, upon petition, vote on the e:stabllshment of a rural water district, a benefited street llghtlng distrlct, a beneflted law enforcement district or a benefited recreational lake dlstrlct. 357A, 357C, 3570, 357€
Counties must, upon petition, vote on the establishment of a sanltary dlstrict. 358.2
Counties must, upon petltion, establish a weather modiflcation board.
Counties must establish a conference board t o hold an examination for the position o f assessor. 441.3 ,11
331.502
331.506
341A.6
361.2
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~
Counties must maintain a register o f farm names. 557.22
Counties must notify moblle home Owners of the removal of the mobile home by the land Owner. 562C.2
Counties must provlde the sheriff with uniforms and a county-owned automobile. 331.322
15
GOVERNMENT SPENDING REFOlRH COMMITTEE INTEROOVERHIWNTAL RELATXONS REPORT
. - NOVEXBER 14, 1!#91
.... : _ . . * " . '
~
There 110 assessing jurisdictions (99 county 11 city) in the State of Iowa. conference board who appoints the assessor to a six-year term. The conference board consists of three units, each with one vote. of Supervisors, the Mayors of all cifdes within the County, and one board number f r o m each school district within the County. For City Assessors the units are the Board of supervisors, the City Counch, and the Board of Directors from each school district in the city.
Each assessing jurisdiction has a
For County Assessors, the units'are the Board '
The Conference Board ap oints members to the Local Board The Board of Rev E ew is either three or five of Review.
members who hear a peals from individuals as they pertain to the valuation of &eir property.
.
The Conference Board also has the responsibility of reviewing and approving the Assessor'r6 budget.
. 1. Economies of scale could be reached by the local assessor's current functions being performed b transferred from the county level to 11 regiona r level. administration would provide a greater opportunity for uniform assessments.
the State and
a. Reduction of assessing jurisdictions and a single
b. Re0 anization of the personriel would result in the work force be T4 ng better utilized and la some cases reduced or eliminated.
state level would be el c. The need for e orders performed'at the
b All duties relating to the County/City Assessors,
Conference Board, and Board of Review prescribed in Chapter 441, Code of I owa, would transfered to, the State Department of Revenue and Finance. The Department of Revenue and Finance would administer the assessment process regionally and would eliminate duplication of reassessment and
equalization orders. be finance b
Review would remain a local board appointed by the Department of Revenue and Finance based on- input of tire county boards of supervisors and city coyncils within the
The state wide assessment system would a state wide property tax, levied and collected
by the count f es and remitted to the litate. The Board of
region. I , . . . . . . _ . * .
, . . . . . . *. . . . .
. : . . -.. ...
..i L <. . . . .. . . 1.
.. . - . ' . ,. . < . ... . . . .
Savings of approximately $2.8 million could be attained by re ionalizing assessor jursidictions. calcu P ated as follows: This savings is
Eliminate 30 County Assessors at $30,000 $ 900,000 Eliminate 11 'City Assessors at $35,000
Eliminate 110 Office Staff at $12,000
10% reduction in other administration
Total
220 .000
O O V E ~ N T GPENDING REFORM COMMITTEE 1NTERCKIVER"TAL RELATIONS UPDATE
SOVEMBER 78 1991
c k m D f 3 s c -
Agricultural Extensions were established to disseminate among the people of Iowa useful and practical information on subjects relating to agriculture, home economics, and communit and economic development and to encourage the applicat 1 on o f the infomation in the counties of the state through extension work to be carried on in cooperation with Iowa State University, Each County has an extension office except for Pottawattamie which has two.
The agricultural extensions are governed by an elected nine member council who are not compensated for their time or expenses.
The education portion o f the agrhultural extensions are funded by a statutory tax levy as fol1,ows:
Population Rate Limit (cents)
< 30,000 20 1/4 $ 758.000
30,001 < 50,000 20 1/4 90,000
50,001 < ~ 0 0 ~ 0 0 0 13 1/2 112 8 500
> ioo,ooo 13 1/2 150,000
-In addition they can levy above the amounts noted above to pay for unemployment compensation and tort liability.
I
' I
Savings could be realized by reducing the number of Agricultural Extensions and/or by making the education
fees would be more equitable because tlhe peo le actual
pro erty owners. wou d be reviewed b the Iowa State Extension Office to determine if the or ginal purpose of the extensions is still
portion funded by user fees. Funding 'the extensions b
using the service would be paying for it ra tR er than a1 The programs offered by the extensions
1 P * needed.
1 -7r----- I- 9--
BNALYSIS/SAVINGS
1. In fiscal year 1991 Ag Extensions levied approximately $8,000,000 in property taxes.
2. Savin s of $4.5 million to $5.8 million could be saved by reduc 4 ng the number of extension offices based on the same models for county administration collaboration as follows:
Thirty
Nineteen
Fourteen
$4.5 million
5.3 mi1:lion
5.8 mi1:lion
3 . Savings of $8 million could be realized by funding the education portion of the extensions b user fees. This would force a review of programs to see w ich are really utilized.
K
1
1 I ----rr-- --- I-
GOVERNMENT BPENDING REFORM COMMITTEE INTERGOVERNMENTAL RELATXONS REPORT
NOVEKBER 1 4 , 1991
Township governments were established to rovide a few basic services to rural residents. fire protection, ambulance service, emergenc warning systems, fence viewing, .care of township ha1 I s and cemetery upkeep. townships.
Townships are governed by three elected trustees and accounted for by a township clerk. Which indicates there are approximately 4,800 trustees and 1,600 clerks in the state. The trustees and clerks are compensated at an hourly rate set by the County Board of Supervisors and paid out of the County's Rural Basic Fund.
levies as follows:
These serv Y ces include At the present time there are approximately 1,600
The townships are funded, in most part by statutory tax
1. Townships in Counties with popUations of less than 300#000 can levy up to 40 1/2 cents per thousand dollars of valuation.*
4
2. Townships in Counties with popdlations of greater than 300,000 can levy up to 67 1/2 cents p e r thousand dollars of valuation.*
- 3. Townshi s in Counties with popuLations less than E 300,000 but w E th agreements with s ecial charter cities
having a paid fire department can evy up to 54 cents per thousand dollars of valuation.*
insufficient, townships can levy an additional 26 1/4 cents per thousand.
Townships which have voted to maintain a township hall
can the l e y lev es noted above) to build or purchase a township hall and up to 13 1/2 cents in subsequent years for repairs, furniture, and general maintenance.
Each township receives taxes levied for them by the County and each maintain its own set of books and bank accounts.
districts that also have elected trustees and an appointed
* In addition if any of the levy's noted above are
4. for up to five years 20 1/4 cents (in addition to
Townships can and have combined t o form benefitted fire
clerk. parts of one or more townships to provided fire protection. The benefitted fire districts are also levy 40 1/2 cents Per thousand valuation plus 20 1/4 cents .if needed.
These districts included one lor more townships Or
The system for providing basic services to rural residents would be made more efficient and more cost effective if township governments and benefitted fire districts were eliminated and the dut:Les were added to the rural services definitions of county government.
At the present time townships and benefitted fire districts contract with city fire departments to provide fire protection in their jurisdictions. If this duty was a res onsibility of the County Board of Supervisors, the Board cou P d contract for fire protection without being restricted to township or fire district boundaries as well as reach some economies of scale by negotiating all contracts at once. The same reasoning applies to contracting for ambulance service, emergency warning and cemetery upkeep. Fence viewing (for property line disputes) could be done by the County Engineer's office in cooperation with the County Attorney.
1 This change would require that Chiapters 357B, 359, and
E 360 of the D w a C protection, a u S e sew ce, emergency warning systems, cemetery upkeep, fence viewing, and township halls be added to Chapter 331.424 (2). would have to be made to the sections apply ng to the duties of the County Board of Supervisors, County Attorney, and County Engineer, as well as to remove all references to
be re ealed and the duties of fire
In addition, the a propriate changes E . township officials. -
1.
2.
In fiscal year 1991 Counties budgeted $180,000 for
Approximately $13,000,000 in taxes are levfed compensation of townships clerks.
annually in townshi s and benefitted fire districts. Economies of scale E n the contracting of services could result in savings. $130,000.
A conservative estimate would be 1% or
3. Savings could result from the elimination of
4. The poolin of all township funds at the county township trustees from the election process.
level could result 9 n increased return on investments.
Trustee and clerk compensation $1808000 Economies of scale 130,000 Others 190,000
Total
. . . . . .
. .
GOVERNMENT 8PENDING REFOR" COMMITTEE INTERGOVERNMENTAL RELATIONS REPORT.
NOVEMBER 14,. 1991
CAL BUDGET APPEAL
i Chapter 24.27 - 24.32 of the Jowa Code sets the
procedure f o r c i t i zen appeal of a local budget (Chapter 331.436 ( fo r counties) and 384.19 ( for cities) refer t o Chapter 24) . These code sections provide t h a t a pe t i t i on m a be f i l ed wi th in ten days after the bud4get is adopted or Marc 25, whichever is later, t o a peal any (decision of the
f: certif ing board or levying E oard regarding the budget, expend f tures , t ax levy, ar one or more items thereof.
municipal E t y equal t o one-fourth of one percent of those
elect s on. The number of signatures on the pet P t i o n shall not
The e t i t i o n must contain signatures of persons i n the
vot in f o r the of f ice of governor a t the l a s t eneral be less then t en nor need be more than one hundred. pe t i t i on must state the objections t o +he budget or items thereof but does not prohibit the additional i s sues a t the t i m e of &e hearing. The pe t i t ion is f i led with the County Auditor and forwarded t o the Sta t e Appeal Board i n a timely manner.
The S ta t e Appeal Board consists of the Auditor of State, the Treasurer of State, and the Director of the De artment of Management. person from their office t o hear the appeal (one of three people represent the Department of Management depending on the type of budget under appeal) plus the executive secretary t o t h e S ta t e Appeal Board who acts as hearing off icer . The
The
e t i t i one r s from raising
Each of the Appeal Board members appo ! n t s a
- representatives-are competent professionals {four of six are Cert i f ied Public Accountants) who deal with local aoverxixnent finances and budgets as a matter of couirse. panel conducts the hearing a t the location of the loca l government . detailed re increase expenditures or taxes levied above the amount adopted by the local government.
The h6aring
The State Appeal Board makes the f ina l decision based on rts by the staff . The Board has the quthority
t o uphold t r e budget o r reduce any item thereof, they may not
Cost An- ' S
The r e su l t s of local government budget appeals fo r f i s c a l years 1991 and 1992 a re as follolws:
a 3 I
LOCAL GOVERNRAW 1991
Blackhawk County Cherokee Counly Dallas County
Dallas County Sioux County Van Buren County City of Waterloo City d Cedar Fa& Marshalttown Sctpol
\
FY 90 Amendment FY 91 Amendment
1992
Dallas County
Dallas County Iowa County Jasper County Johnson County Kossuth Cb. Hospital Linn County '
Shelby County City of Lake View
FY91 Amend #4 & FY91 Amend #5*
BOARD ACTION
Reduced Sustained
Reduced sustained Reduced Reduced Sustained Reduced Sustained Sustained
Reduced Reduced sustained Reduced Sustained Reduced Reduced Reduced Reduced
PROPOSED
INCREASE TAX
$3,935,585 (23.0%) $ 54,595 (23%)
- - $2,376,172 (41.0%)
$ 87,061 (5.4%) $3,412,987 (25%) $7,802,960 (5.0%) $1,061,153 (13.3%)
$ 250,000 (8mo)
0
$ 627,035 (9.0%) $ 311,019 (10.0%) $3,170,588 (49.6%) $1,1#,800 (9.1%) $ 235,203 (89.8%) $1,973,192 (6.7%) $ 750,594 (26.2%) $ 35,332 (20.8%)
EXPENDITURE PROPERTY REDUCTION TAX REDUCTION
$1,045,000 - $1,695,000 - - - $ 507,579 -
$1,270,131 $ 759,907 - $ 250,000 - - $ 400,000 - S 400,000 - - - $3,140,907
- $ 500,000 - $1,500,000 -
- $1,499,043 $ 375,297 $ 35,332
$2,559,672
$!5,664,579 I I P I I E I . I P
. I
The preceding chart shows that pro erty tax dollars have been reduced by $5,664,579 for fisca '= years 1991 and 1992. The cost to the state for these appeals is mainly in personnel costs as analyzed below based on the following assumptions:
1. Deputy Auditor of State, and Executive Assistant to the Treasurer of State average one and one/mlf full working days per appeal.
Executive Secretary @ $250.32/day X 1.5 . = $375.48 Dep. Auditor of State @ $250.32/day X 1.5 - $375.48 Asst. to the Treasurer @ $136.8/day X 1.5 - $205.20
The Executive Secretary to the State Appeal Board,
2. The Supervisor pf County Budgets spends approximately 65% of work time in the months of April and May onthe appeals. 65% is equal to $38741.11.
salary for April and May $58755054 times
3. The Supervisors of City Budgets and School Budgets . average five working days per appeal.
Supervisor of City Budgets @ $172.00/day X 5 Supervisor of School budgets @198.08/day X 5
- $860.00 = $990.40
4. The cost of mailing the notices of the hearings and the decisions is $5.51 per package which are mailed to twelve people at a cost per appeal of $66.12.
Fiscal Year 199L (Appeals heard Spring 1990) There were ten appeals (seven county, two city, and one
school) for fiscal year 1991.
Executive' Secretary @ $375.48 X 10 = $ 3,754080 Deputy Auditor of State @ $375.48 X 10 = $ 3,754080 Executive Asst. to Treasurer @ $205.2 X 10 = $ 2,052 00 Supervisor of City Budgets @ $860.00 X 2 = $ 1,720.00 Supervisor of School Budgets @ $990.00 X 1 990.40 = $ Supervisor of County Budgets = $ 3 8 741. 11 Mailing costs @ $66.12 X 10 = 661.20
Total Property Taxes Saved
$ 16,674.31 3,140.907.00
$3,1248232069 Net Savings
Fiscal Year 1992 (Appeals heard i n Spring of 1991) There were eight appeals (seven county and one c i ty) for
f i sca l year 1992.
Executive Secretary @ $375.48 X 8 Deputy Auditor of State @ $375.48 X 8 Executive Asst. t o Treasurer @ $205.2 X 8 Supervisor of City Budgets @ $860.00 X 1 Supervisor of County Budgets Mailing costs @ $66.12 X 8
Total Property Takes Saved
N e t . Savings
- $ 3,003.84 - $ 3 , 003 084 = $ 1,641.60 = $ 860.00 = $ 3,741.11
528 . 96 $ 12,779.35
2: - $2,546,092.65
- Based on analysis of two years worth of- local government budget appeals a savings of $5,671,125.34 has resulted fo r the taxpayers of Iowa.
which are borne by the local government o r peti t ioners respective1 . The additional cost t o the local government should not e significank, i f the local government was
Bearing.
There are also some additional costs a t the local level
repared t o properly defend its budget a t the public-budget
Based on the above analysis it does not ap ear t h e i r are any benefits t o the taxpayers of Iowa t o m a k e tg e local overnment appeal process more prohibitive or t o eliminate
- It.
In state Fiscal Year 1991 1- state govermmt received an estiraated $1.6 billion in federal funds. 'Ibis is anpared to $3.2 billion in estinrated state general fund mceipts. Federal funds are the single largest source of state revrrntes, rmrpassing even personal imam? tax revenue estlmated at $1.5 billion for FY 1991.
-Federdl spexUq in 1- increasedby 92.7% the highest rate in the MtbXl-far exDeedfng the 49.9% hxease h total U.S. federal spendirmg.
- I ~ ' s rekrrn d o l b fOr tatdl f- SPerdLng fmn $0.70 (49th) in FY 1981 to $1.17 (20th) in FY 1988.
The Iowa Office for Sta te - Federal Relations (OSFR) was established by the state legislature to pranote the interests of Iowa state gwerrment before Congress, federal agencies, national associations ard influence the developmt of national policies and mtor federal budget policies. Iawa Code Section 7F.4 says ttbe OSFR shall:
. .
-. . . .
. I , _.
. " .
a.
b.
C.
do
e.
f .
cmrdina~ the develapnent of Iowa's statefederal relations efforts which shall lnchde an aMual state-federal prograra to Itma's CongxEsSional delegation, the sponsorship of trafnLng sessions far state IIma-t lnfonwtion system.
be presented
officials, dnd the mhtemxe of a
Iowa could do a mrch better job identi- pjects ax@ pmgraas likely to attract federal financial support. In order to acuxplish this it is
department identification of priorities has been successful krt statewide QodLs and objectives need to be identified. Priorities should be
cluster Qrarps could be used or an alternative gmping established. possible divisian is: 1) hmm msaxces; 2) -; 3) research.& technology.
inportant to establish dear priorities for federal funding. The process of
c r 0 S s e t b 3 , dcvided d q dluster rather thnn 1-0 zhe &- one
A planning and decision making pmcas for Setting psioriths needs to be established. Interagency Task Fame CQUld be estabLLshed to w d c on the develqmmt of priorities. aKse task forces would follow the lines of the cluster ~rol~ps. The task forces coulduse the Iowa Futures Agenda to prioritize projects in accordance w i t h the state's goals ard objectives.
Ome identified, an action plan for each priority should be developed. This
. .-
includes looking for both existing federal grant pmpm dfd seeking direct appropriations for Iowa's projects. Establishing clear priorities and a u n i f m state policy will minfmize frapmted or conflicting efforts by state departments in cumunications w i t h congress and federal agencies.
Enhrmoemwri* :
Each &parbumt is responsible for identifying and actively PUrmrLng potential sources of f s funds. Acacuamicatians nek.Jor)c couldbe developed to enhance existing staff efforts in researching and requesting grants.
Departments could pool resoums and assist each other In gceparing well-written an3 well-justified grant proposals. Trainhg and technical
key persons within state cmld-be developed and mEde available to all depmW&s.
on Qrant \jriting'ca;rld be prwidsd state -0 A list of who are msponsible for wri- grants
R e v i & J s t a t e ~ R m f s r :
While not always possible, state funds should be d t t e d to help attract federal mtchlng . C a t shared projects have a mfch better chance of getting fedem!i!?-on. A system should be developed to ensure state
effectively leveraging federal furds. ~eckral fundfng and a review of state funds are targeted taax is the state's prioritles and twad
rnatdrLng funds fe€& to be intqrat33d into the state kaxiget pEocess.
. a c a c k f n g ~ R e o e i p t s a H d ~ ~ :
Qw s a t e has an effective systsla for federal funds. Ihe Ima Grant Application Fona pmvides notificatfon of grant requests. Ihe fnfonaation flrovidsd includes the type of assisixmce nxpestsd, project duration, match 8iTPdLrectcOstanda description of the grant Fnzpses. This infarmation is useful in obtaining infomation of federal fumb flcwing into the state aIKi to ensyre grant requests are in - with the state's prioritie!3.
A recent m e m fruu the dfrectars of DCM and the DRF (dated CXAober 25, 1991) C a l l s f o r t h e m a n d a t o r y u s e O f t h e ~ M a n a ~ S y s t e m . Theprimry function of this systtm is to identify and collect all grant related finanClal informatian. grant expendim infomu3tion.
bkulagement !3y&m will adequately identify the mc€?ipt and expenditure of
the ~ i p t and m i x r e of
ThLs system provides both laodification of award and
nhese machanLsnrs - the 1- (;rant AppliCatim Form ard the 1- (tiant
federal funds.
30
To&l (in luilliosls) $1,566.3
31
PURPOSE
Community colleges in Iowa, authorized under Chapter 280At Iova Code, constitute a statewide system of public two-year postsecondary educationil institutions. the 15 community colleges serves a multi-county merged area and all counties in the state are now included in one of these merged areas. colleges are approved as comprehensive community colleges 8nd one is a technical college which Is currently considering applying for community college status.
The s trtcment 'of policy describing the education81 opportunities and services to be provided by community colleges is included in Section 280A.1 of the Iowa Code. statement of policy ldtntifies the following aa services that should be included in a community college's mission.
Each of
Fourteen of the comaunity
This
1.
2.
3.
4.
5.
60
7.
8.
9 .
10.
11.
The first two years of college work, including preprofessional education.
Vocation and technical training.
Programs for in-sqrpicr training and retraining of workers.
Programs for high school completion for student8 of post-high school age.
Program for a i l students of high school age who m y best serve themselves by enrolling for vocational and technical trainfng whfie also enrolled in a local. high school, public or private.
Program for students of high school age that provide advanced college placement courses not taughts at a student's high.schoo1 while the student is also enrolled in the high school.
Student persoanel semices.
Community servicen.
Vocational education for persons who have academict socioeconomic, or other handicaps which prevent aucceedfng in regular vocational educat'ion programs.
Training, retraining, and all necessary preparation for productive employment of all citizens.
Vocatiotul and technical training for persons who are not enrolled in a high school and who have not completed high school.
ADMINISTRATION
Community colleges are governed by locally elected boards of directors that consist of from five to nine members who are elected for terms of three years.
The authority of area directors is defined in 28045.23 -- Code of Iowa. has the responsibility for developing and enforcing local policies and rules for the operations of their community colleges, determining the curriculum to be offered, and appointing the president of the college.
A local board
. -< :- Jr , .. .. I ... . , ... . .: ~. . , . * , . . .. ., . ., I ..
At the state level, the regulation and cootdination of community colleges is the responsibility of the state board of education.
The state b.oard has specific responsibilities for approval of community College instructioaal programs, college budgets, and facilities. In addition to community colleges, the state board of education is responsible for the regulation and coordination of elementary, the intermediate area education agencies that provide services to local school districts, and their operation of statevide vocational rehabilitation sewices.
.
33 f
I. -
U
*
11;
ELIMINATE ALLOWABLE GROWTH AND FUNDING FORMULA
Narrative:
During FY'91 t h e Higher Education A c t as revised by.S.F. 2430 w a s passed. Th i s l e g i s l a t i o n c rea ted a formula for funding community colleges. A t o t a l of f ive i n s t r u c t i o n a l Cost c e n t e r s and four n o n i n s t r u c t i o h a l cost cen te r s are t h e primary com- ponents of t h e formula. allowable growth b u i l t i n t o t h e formula. Addi t iona l appropria- t i o n s t o co rnun i ty colleges w i e h - a t w o year i n c r e a s e i n s tuden t enrollment would be requi red under t h e formula.
Each c o s t c e n t e r has a percentage of
Fiscal Impact:
Higher Education A c t 2410 unless repealed will r e s u l t i n t h e fol lowing i n c r e a s e s i n 1 9 9 1 t o 2-000.
1 9 9 1 1 9 9 2 1993 1994 1995 1996 1997 1998 1999 2060 75.3 4.2 7.7 1 4 . 1 21.9 26.7 38.0 43.1 49 .3 31.9
Merge areas (Community Colleges)' began i n 1967 w i t h $4.5,ttoBay U992) $108.2, and w i t h a projection of going to $341.2 by t h e year 2000. appropr i a t ions t o an al lowable growth fomula - funding indkeased 1987 - $56.7 m i l l i o n t o 1988 - $75.3 mi l l ion .
I n 1988 versus 1987 wi th t h e change from s t a n d i n g
N u m b e r Cs) are i n m i l l i o n (s] . ODtion:
El iminate allowable growth formula and p lace the community colleges upder Chapter< 8 Code of Iowa. Chapter 8 is the state budget system. such as course credits, should be developed so t h a t reimburse- ment made t o the colleges are equi table .
Additionally, a standardizing of d e f i n i t i o n s ,
ESTABLISH A STAND= TUITION RATE FOR C O d T Y COLLEGES
Narrative:
The cost p e r credit hour v a r i e s from a l o w of $32.00 a t Hawkeye Technology i n Waterloo t o a high of $50.00 a t I o w a Lakes, Iowa Cent ra l , and Iowa Valley Community Colleges. per credit hour is $35.00.
The average t u i t i o n
Fiscal Impact:
The fol lowing assumptions w e r e used t o determine t h e f i sca l impact: 815,106 credit hours for arts and sciences will be generated and 633,005 credit hours w i l l be generated for voca t iona l educat ion.
a $45.00 charge per credit hour w i l l be the s tandard .
* '
Page 2
Based on t h e aforementioned assumptions, an addi t ional $12 m i l l i o n i n revenue would be generated. A d d i t i o n a l revenue for credit hours t h a t are not vocational o r - l i b e r a l arts would be generated b u t are not factored i n t o t h e $12 mill ion estimated.
Option:
The addi t iona l revenue s h a l l be deducted from the State General Fund *do l e g i s l a t u r e during the appropriation process.
/
Tuit ion ra tes s h a l l be set by the
111. PROPERTY TAX OPTION
Narrative:
Iowa Code establishes a general fund maximum property tax levy of up t o 20.25 cen t s per thousand assessed value for community co l lege funding. If allowable growth is eliminated, then cornunity co l leges would need t o examine other funding sources if they intend t o grow above a base budget.
Fiscal Impact: I
Currently, l o c a l property tax levy accounts f o r approximately 1 0 percent of the community col lege budget o r 14.2 m i l l i o n .
Option:
I f a merged area experiences no increase or reduction i n s t a t e support , then subject t o a referendum, a local area s h a l l be ab le t o genecate add i t iona l funds by levying property tax increases .
N. ELIMINATE SUPPLEMENTAL FUNDING FOR MERGED AREAS 4 & 1 4
Narrative:
Currently, merged areas 4 and 14, CSheldon and Creston) rece ive addi t iona l funds because of their low enrollment. Essen t i a l ly t h e s ta te i s put t ing addi t iona l do l la rs above their formula dr iven appropriat ion.
Fiscal Impact:
Eliminating t h i s appropriat ion would net $213,000.
Option:
Revert the savings t o the s ta te General Fund.
35
Percent Increases in Funding Education. Cluster Base Year = 1983
1982 1983 1984 l985 1986 1987 19%8 1989 1990 1991 1992 1993
37 ~
I I .
Morris Knopf, Chair
Cynthia P. Eisenhauer, Co-chair
ECONOMIES OF SCALE IN COUNTY ADMINISTRATION
80 0
Average Current I County Average
8 Population E Times 2
I I I I I I I I I
A V I
100,000 125,000 150.000 175,000 350,000 0 25,000 50,000 75,000
COUNTY POPULATION Nole: Total Slate Population = 2,776,755
Source: Counly Budget Reports 167-35019. C /DL
1-X RELATIONS
OPpoR?uMTy INVEIVIDRY
11/7/91
Encourage County Collaboration
Centralize Assessment Responsibilities
Change Funding For Agricultural Extension
Coordinate Tawnships and Counties
Joint Ahinistration of camuuu 'ty Colleges
'Strengthen Federal Partnerships
Streamline Boards and Carmissions
Joint Mministration of Libraries
Savinas m q e
$31.0 m - $36.0 m $_2 .8 m
$ 4.5 m - $ 8.0 m
$ .5 m
to be determined
GOVERNMENT SPENDING REFORM COMMITTEE INTERGOVERNMENTAL RELATIONS UPDATE
NOVEMBER 7 , 1991
COUNTY ADMINISTRATION COLLABORATION
Backsround/DescriDtion
Counties are currently governed by eight or ten elected offices. These elected offices are: the County Board of Supervisors (three to five members), the County Auditor, the County Treasurer, the County Recorder, the County Attorney, and the County Sheriff. Each of these elected offices have duties prescribed in Chapter 331 of the Code of Iowa. These duties are required of the elected officials in all counties.
Each elected official, with the exception of the sheriff, can have two deputies compensated at eighty percent of the official's salary and additional deputies compensated at seventy-five percent of the elected official's salary. In addition, the Treasurer may have a third deputy at eighty percent to run the motor vehicle department. The Sheriff can have two 'deputies at eiqhty-five percent of the Sheriff's salary and additional deputies at seventy-five percent.
1
~
~
The Board of Supervisors is responsible for the County budget, general County policy, and levying taxes for all political subdivision. authority to the elected officials after the budget has been adopted after a public hearing. The board may decrease these appropriations by ten percent of $5,000 which ever is greater without a public hearing, however, except for these limitations, the elected officials are free to spend the spending authority appropriated to them as they deem appropriate.
Treasurer, and Recorder in the property tax system. The Recorder's office is responsible for recording deeds and land transactions which in turn are relayed to the Auditor's office to update the tax rolls, which are than relayed to the Treasurer's office for tax collection purposes.
The Board appropriates spending
There are overlapping duties between the Auditor,
OPPORTUNITIES/SAVINGS I
1. Economies of scale aould be reached if counties collaborated on administration. The following chart is a regression analysis that indicates that for each doubling of population administration costs decrease by fifteen percent.
. Minimum savings of $27 million to $ 3 4 million annually could be achieve as follows:
I
, T---------- ,-
~ -7--------
30 Administrations
19 Administrations
14 Administrations
$27 million
31 million
34. million
The amounts calculated represent the amount of salaries, FICA, IPERS, and health insurance benefits saved by the reduction of elected officials a one deputy (where applicable). They do not take into effect all the other possible savings that may be realized from overhead expenses, greater purchasing power, greater investment potential, and other items. They also do not take into effect initial costs involved in obtaining compatible computer systems, higher salaries of remaining officials, and other items.
Additional savings could be attained if the regional administrations were administered by a County Finance Officer (in lieu of the Auditor, Treasurer, and Recorder) under the purview of the Board of Supervisors. increased efficiencies by reducing layers of administration while eliminatinq duplication of duties. of $2 to $4 m.illion could be attained as follows:
2.-
This could result in
Additional savings
30 Administrations
19 Administrations
14 Administrations
$ 4 million
3 million
2 million
FUNCTIONS
Attorney
Auditor
Engineer
Recorder
Supervisors
Treasurer
COUNTY ADMINISTRATION COLLABORATION
CURRENT
99 30
99 30
94 30
99 30
365 150
. 99 30
954 300 - . -
POTENTIAL
19 14
19 14
19 14
19 14
95 70*
19 14
190 140 - -
Potential minimum savings $27m $31m $34m
*Assuming five member Board of Supervisors
COUNTY GOVERNMENT EMPLOYMENT BY COUNTY*
COUNTY OF JUNE 1991 COUNTY OF J U N E 1991 EMPLOYMENT EMPLOYMENT EMPLOYMENT EMPLOYMENT
A d a i r A d a m s A l l a m a k e e Appanoose Audubon Benton B lack Hawk Boone B r e m e r Buchanan Buena V i s t a B u t l e r Calhoun C a r r o l l Cass Cedar Cerro Gordo Cherokee Chickasaw C l a r k e C l a y C l a y t o n C l i n t o n Crawford Dallas Davis D e c a t u r Delaware D e s Moines D i c k i n s o n Dubuque
- Emmet F a y e t t e F l o y d F r a n k l i n Fremont Greene Grundy G u t h r i e Hami l ton Hancock Hard in H a r r i s o n Henry Howard
Ida Iowa J a c k s o n J a s p e r
. Humboldt
88 4 4
12 6 3 9 93
155 748 140 124 1 1 4 106 104 103 113
96 163 209
9 1 105
73 116 135 215 174 206
64 6 1
1 1 9 1 6 1
93 3 60 103 182 128
96 8 1 80 90
127 152 129 113 132 103
8 1 89 75
111 100 410
J e f f e r s o n Johnson J o n e s Keokuk Kossuth L e e Linn Lou i sa Lucas Lyon Madison Mahaska Marion - Marsha 11 M i l l s M i t c h e l l Monona Monroe Montgomery Musca t ine O 'Br ien Osceola Page Palo A l t o Plymouth Pocahon tas P o l k P o t t a w a t tamie Poweshiek Ringgold Sac S c o t t She lby S ioux S t o r y Tama T a y l o r Union Van Buren Wapello Warren Washington Wayne Webster Winnebago Winneshiek Woodbury Worth Wright
8 9 5 1 1 107
94 1 5 5 203 758 104
7 1 103
. 93 109 1 7 8 269
90 105 107
65
197 84
1 0 6 108 123
85 965 32 9 117
57 100 397
9 1 1 5 1 296 1 4 6 1 0 6
7 0 93
107 208 112
67 1'7 4
78 138 368
73 1 0 6
90
62 .
*Tota l s do n o t i n c l u d e a l l coun ty employees for m o s t c o u n t i e s . Most c o u n t i e s have secondary a c c o u n t s f o r c o u r t s , assessor, e t c . These employees are n o t i n c l u d e d .
I
GOVERNMENT SPENDING REFORM COMMITTEE INTERGOVERNMENTAL RELATIONS UPDATE
NOVEMBER 7 , 1991
COUNTY/CITY ASSESSORS
Backuround/DescriDtion
There 110 assessing jurisdictions (99 county 11 city) in the State of Iowa. conference board who appoints the assessor to a six-year term. The conference board consists of three units, each with one vote. of Supervisors, the Mayors of all cities within the County, and one board number from each school district within the County. For City Assessors, the units are the Board of Supervisors, the City Council, and the Board of Directors from each school district in the city.
Each assessing jurisdiction has a
For County Assessors, the units are the Board
The Conference Board appoints members to the Local Board The Board of Review is either three or five of Review.
members who hear appeals from individuals as they pertain to the valuation of their property.
The Conference Board also has the responsibility of reviewing and approving the Assessor's budget.
OPPORTUNITIES
1. Economies of scale could be reached by the local as'sessor's current functions being performed by the State and transferred from the county level to a regional level.
a. Reduction of assessing jurisdictions and a single administration would provide a greater opportunity for
- uniform assessments.
b. work force being better utilized and in some cases reduced or eliminated.
Reorqanization of the personnel would result in the
c. The need for equalization orders performed at the state level would be eliminated.
ANALYSIS/SAVINGS
Savings of approximately $2.8 million could be attained by regionalizing assessor jursidictions. calculated as follows:
This savings is
Eliminate 30 County Assessors at $30,000 $ 900,000
Eliminate 11 City Assessors at $35,000 385,000
Eliminate 110 Office Staff at $12,000
10% reduction in other administration
Total
GOVERNMENT SPENDING REFORM COMMITTEE INTERGOVERNMENTAL RELATIONS UPDATE
NOVEMBER 7 , 1991
AGRICULTURAL EXTENSIONS
Backsround/Description
Agricultural Extensions were established to disseminate among the people of Iowa useful and practical information on subjects relating to agriculture, home 'economics, and community and economic development and to encourage the application of the information in the counties of the state through extension work to be carried on in cooperation with Iowa State University. Each County has an extension office except for Pottawattamie which has two.
The agricultural extensions are governed by an elected nine member council who are not compensated for their time or expenses.
The education portion of the agricultural extensions are funded by a statutory tax levy as follows:
Population Rate Limit (cents)
< 30,000 20. 1/4 $ 75,000
30,001 < 50,000 20 l/h 90,000
50,001 < 100,000 13 1/2 112,500
> 100,000 13 1/2 3.50,OOO
- In addition they can levy above the amounts noted above to pay for unemployment compensation and tort liability.
OPPORTUNITIES
Savings could be realized by reducing the number of Agricultural Extensions and/or by making the education portion.funded by user fees. fees would be more equitable because the people actually using the service would be paying for it rather than all property owners. The programs offered by the extensions would be reviewed by the Iowa State Extension Office to determine if the original purpose of the extensions is still needed.
Funding the extensions by user
ANALYSIS/SAVINGS
1.
2.
In fiscal year 1991 Ag Extensions levied
Savinqs of $4 .5 million to $5.8 million could be
approximately $8 ,000 ,000 in property taxes.
saved by reducing the number of extension offices based on the same models for county administration collaboration as follows :
Thirty $4.5 million
Nineteen 5.3 million
Fourteen 5.8 million - the education portion of the extensions by user fees. would force a review of programs to see which are really ut il i z ed
3.” Savings of $8 million could be realized by funding This
GOVERNMENT SPENDING REFORM COMMITTEE INTERGOVERNMENTAL RELATIONS UPDATE
NOVEMBER 7, 1991
TOWNSHIP GOVERNMENTS
Backsround/DescriDtion
Township governments were established to provide a few basic services to rural residents. fire protection, ambulance service, emergency warning systems, fence viewing, care of township halls and cemetery upkeep. townships.
These services include
At the present time there are approximately 1,600
Toynships are governed by three elected trustees and accounted for by a township clerk. Which indicates there are approximately 4,800 trustees and 1,600 olerks in the state. The trustees and clerks are compensated at an hourly rate set by the County Board of Supervisors and paid out of the County's Rural Basic Fund.
levies as follows: The townships are funded, in most part by statutory tax
1. Townships in Counties with populations of less than 300,000 can levy up to 40 1/2 cents per thousand dollars of valuation.*
2. Townships in Counties with populations of greater than 300,000 can levy up to 67 1/2 cents per thousand dollars of valuation.*
3 . Townships in Counties with populations less than 300,000 but with agreements with special charter. cities having a paid fire department can levy up to 54 cents per thousand dollars of valuation.*
-
* In addition if any of the levy's noted above are insufficient, townships can levy an additional 20 1/4 cents per thousand.
4 . Townships which have voted to maintain a township hall can levy for up to five years 20 1/4 cents (in addition to the levies noted above) to build or purchase a township hall and up to 13 1/2 cents in subsequent years for repairs, furniture, and general maintenance.
Each township receives taxes levied for them by the County and each maintain its own set of books and bank accounts.
Townships can and have combined to form benefitted fire districts that also have elected trustees and an appointed
clerk. parts of one or more townships to provided fire protection. The benefitted fire districts are also levy 40 1/2 cents per thousand valuation plus 20 1/4 cents if needed.
These districts included one or more townships or
OPPORTUNITIES
The system for providing basic services to rural residents would be made more efficient and more cost effective if township governments and benefitted fire districts were eliminated and the duties were added to the rural services definitions of county government.
At the present time townships and benefitted fire districts contract with city fire departments to provide fire protection in their jurisdictions. If this duty was a responsibility of the County Board of Supervisors, the Board could contract for fire protection without being restricted to township or fire district boundaries as well as reach some economies of scale by negotiating all contracts at once. The sape reasoning applies to contracting for ambulance service, emergency warning and cemetery upkeep. Fence viewing (for property line disputes) could be done by the County Engineer's office in cooperation with the County Attorney.
This change would require that Chapters 357B, 359, and 3 6 0 of the Iowa Code be repealed and the duties of fire protection, ambulance service, emergency warning systems, cemetery upkeep, fence viewing, and township halls be added to Chapter 331.424 (2). would have to be made to the sections applying to the duties of the County Board of Supervisors, County Attorney, and County Engineer, as well as to remove all references to township officials.
In addition, the appropriate changes
ANALYSIS/SAVINGS
1.
2. Approximately $13,000,000 in taxes are levied
In fiscal year 1991 Counties budgeted $180,000 for compensation of townships clerks.
annually in townships and benefitted fire districts. Economies of scale in the contracting of services could result in savings. $130,000.
township trustees from the election process.
level could result in increased return on investments.
A-conservative estimate would be 1% or
3. Savings could result from the elimination of
4. The pooling of all township funds at the county
Estimated Yearly Savinas
Trustee and c lerk compensation $180,000 Economies of s c a l e 130 ,000 Others 190,000
Total
INTERGOVERNMENTAL RELATIONS ‘TASK FORCE 11/6/9 1
OPPORTUNITY AREA - COMMUNITY COLLEGES
PURPOSE
Community colleges in Iowa, authorized under Chapter 280A, Iowa Code, constitute a statewide system of public two-year postsecondary educational institutions. the 15 community colleges serves a multi-county merged area and all counties in the state are now included in one of these merged areas. colleges are approved as comprehensive community colleges and one is a technical college which is currently considering applying for community college status. .
The statement of policy describing the educational opportunities and services to be provided by community colleges is included in Section 280A.l of the Iowa Code. statement of policy identifies the following as services that should be included in a community college’s mission.
Each of
Fourteen of the community
This
1. The first two years of college work, including preprofessional education.
2. Vocation and technical training.
3 . Programs. for in-service training and retraining of workers.
4.
5 .
Programs for high school completion for students of post-high school age,
Programs for all students of high school age who may best serve themselves by enrolling for vocational and technical training while also enrolled in a local high school, public or private.
6. Programs for students of high school age that provide advanced college placement courses not taughts at a student’s high.schoo1 while the student is also enrolled in the high school.
7. Student personnel services.
8. Community services.
9. Vocational education for persons who have academic, socioeconomic, or other handicaps which prevent succeeding in regular vocational education programs. ’
10. Training, retraining, and all necessary preparation for productive employment of all citizens.
11. Vocational and technical training for persons who are not enrolled in a high school and who have not completed high school.
ADMINISTRATION
Community colleges are governed by locally elected boards of directors that consist of from five to nine members who are elected for terms of three years.
The authority of area directors is defined in 2808.23 -- Code of Iowa. has the responsibility for developing and enforcing local policies and rules for the operations of their community colleges, determining the curriculum to be offered, and appointing the president of the college.
A local board
At the state level, the regulation and coordination of community colleges is the responsibility of the state board of education.
The state board has specific responsibilities for approval of community college instructional programs, college budgets, and facilities. colleges, the state board of education is responsible for the regulation and coordination of elementary, the intermediate area education agencies that provide
rehabilitation services.
In addition to community
services to'local school districts, and their operation of statewide vocational I
I
2
* c
OPPORTUNITIES
I.
11.
111.
IV .
V.
VI.
VII.
VIII.
IX .
Each community college should be required to keep a set of books for each campus within a merged area. accounting purposes.
Currently all campuses within a merged area are combined L
Require campuses to submit uniform contacthours by program and courses. the cost per course to the state varies significantly due to local academic standards.
Currently .
Establish a cap on reimbursable non-credit courses or credit courses that are not for an award or a degree.
Repeal automatic state spending increases created by the Higher Education Act or S . F . 2410 and revised by S.F. 2430. See chart for fiscal Impact. *Note the figures indicated are above the base appropriation for community colleges.
Sell off any and all land that is unassigned. Total is 705 acres.
Create a state administrative agency for community colleges.
Require tuition rates to be established in November, instead of June.
Eliminate supplemental funding for rural areas; fiscal impact is $100,000.
Eliminate lease space arrangements; it's wherever applicable. Review noninstructional cost center(s), specifically physical plant square footage to identify what types of buildings are included in the total computation, i.e., agricultural buildings, maintenance, classrooms, etc.
4
"I
120.00 %
105.00%
90.00%
75.00 %
60.00 %
45.00 %
30.00 %
15.00 %
0.00%
- 15.00 %
Percent Increases in Funding Education. Cluster Base Year = 1983
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
Fiscal Year Regent. - - Tutltlon Grants --*-- K through 12 - Merged Area Schools
. . . . . . . .- . . . . . . . . . . . .
IOWA C ITY COLLEGES
* ADMINISTRATIVE CENTER
OTHM CAMPUS (COMMUNITY COLLEGES WITH MORE THAN W€ MAJOR CAMPUS}
ADMINISTRATIVE CENTER ANDCAMPUS
'. I
I-& RELATIONS TASK FORCE 11/5/91
OPPOKTUNITY AREA - STAm/FEDERAL P-IP:
In state Fiscal Y e a r 1991 Iowa state government received an estimated $1.6 billion in federal funds. This is canpared to $3.2 billion in estimated state general fund receipts. Federal funds .are the single largest source of state revenues, surpassing even personal incane tax revenue estimated at $1.5 billion for FY 1991.
Im's largest federal progrartrj include the school lunch program, state university research, low incane energy assistance, Aid to Families with Dependent Children, medical assistance to the needy and highway construction. Sixty three peqent of all federal receipts go to these six areas.
According to a study by the Northeast Midwest Institute, fran federal FY 1981 through Federal FY 1988:
-Iowa received 1.0% of federal , w g , shouldered 1.1% of the nation's taxburden, and was h m to 1.2% of the nation's population.
-Federal spending in Iowa increased by 92.7% the highest rate in the
-1m's return on dollar for total federal spending improved fran $0.70
-Per capita total federal spending in Iowa rose fran $1,724 (50th) in FY
nation-far exceeding the 49.9% increase in total U.S. federal spending.
(49th) in FY 1981 to $1.17 (20th) in EY 1988.
1981 to $3422 (23rd) in FY 1988.
The percentage changes in spending are expressed in naninal tern, not red^ terms. This means the effect of inflation has not been taken into account. Care should be taken in interpreting these "yard sticks". relationships in a federal system are canplex and it is unwise to junq to conclusions. P
Iowa can expcxt to lose federal mney as a result of the 1990 census. Because billions of federal dollars are allocated by f o d a s based in part on the decennial census, Iowans can ercpect to lose federal funding when the new census numbers becane effective in 1992. The federal progranr; that use decennial poplation figures as a fonmila allocation factor include so1[y3 of the m t basic s u p r t progranr; for camnrnLties: him funds, c d t y developnent block grants, low incane energy assistance, vocational education, drug and alcohol abse and paynmts to agricultural stations.
The Iowa Office for State - Federal Relations (OSFR) was established by the state legislature to p m t e the interests of Iowa state g o v e m t before Congress, federal agencies, national associations and influence the developnt of national policies and mnitor federal budget policies. Code Section 7F.4 says the OSFR shall:
Fiscal.
Ima
a. Coordinate the developnent of Iowa's state-federal relations efforts which shall include an annual state-federal program to be presented to Iowa's congressional delegation, the sponsorship of training sessions for state government officials, and the maintenance of a management information system.
b.
C.
d.
e.
f.
Provide state government officials with greater access to current information on federal legislative and executive actions affecting state government.
Advocate federal policies and positions which benefit the state or are important to state government. .
Monitor federal budget policies and assistance programs and assess their impact on the spite.
Strengthen the working relationships between state government officials and Iowa's congressional delegation.
Improve the state's ability to establish key contacts with federal officials, officials frun other states, organizations, business groups, and professional associations in ordw-to share information and form cooperative agreements.
The OSFR's estimated EY 1991 budget was $225,340 and included 3.15 full time equivalent positions. The director is appointed by the Governor, subject to confirmation by the Senate. estimated expenditures.
Salaries and benefits account for 72% of the
In cooperation with state departments the OSFR prepares an annual listing of Iowa state department initiatives and concerns. The list is shared and discussed with the Iowa Congressional delegation by the Governor. With over 75 issues included in 1991 it is difficult to determine where emphasis should be placki. Currently, there is no established mthod to set priorities other than those identified by deprtmnts. State departments are canpeting for limited federal funds. Cannunications with congress are often fragmented or duplicative as each department is vying for i+s priorities.
Each state departnrent identifies a liaison to wrk with the OSFR on federal issues. There is also a liaison assigned f m each of the state universities. when Congress is in session' the OSFR canmnicates with the liaisons with a weekly memo sumnarizing congressional activity. OSFR staff also meet with the liaisons whenever possible during trips to Des Mines.
The OSFR works not only with the ~owa congressional delegation, but also with the White H o u s e Administration and federal agencies. coordinate and set up meting for state department personnel traveling to Washington D.C.
State department staff are responsible for identifying and actively pursuing potential sources of federal funds and foundation grants. Possible sources of information include the Catalog of Federal Darestics Assistance, the Federal Register and individual departments professional associations.
OSFR staff help
In addi ion 3 staff assigned as a sison with the OSF'R, some departments also have staff assigned to look for federal funding opportunities. While some departments are fairly sophisticated in the identification of federal funding opportunities, others have little or no exprience or expertise.
Once a department identifies a grant opprtunity certain procedures are in place to allow for the tracking of federal receipts and expenditures as required by Iowa Code Section 8.44. When a department suhnits a grant application, the department is also required to fill out the Iowa Grant Application Form. (KM) , Legislative Fiscal wlreau (LE'B) and the OSFR. application is denied, a copy of the notification is sent to the same three
Copies are distributed to the Department of Management If the grant
de-nts. with a copy of the grant master is mhnitted. 1991 the directors-of the Department of &venue and Finance (DRF) and the m notified state departments of their intention to require mandatory use of the Grant Management System effective retroactively fran July 1, 1991.
Iowa Code Section 8.22 requires the Governor's budget message to include a statement of federal funds received in the form of block or categorical grants. State departments must provide this information to DCPII by Navember 1 of each year. The Statement of F&eral E'unds is pplblished annually as wired by this code section. It sham federal funds-received by d-t the FPrrpose of the funds and any required state match.
If the grant application is approved, the notification along In a letter dated October 25,
Iowa's budget process includes the identification of estimated federal receipts and expenditures. Although this informtion is reported, the current budget system focuses on the state general fund and other appropriated funds. Federal funds are not scrutinized by the KM, the Governor's office or the legislature. the context of each state departments general fund request. system or method to ensure federal funds are leveraged effectively and in accordance with the state's goals and priorities.
State matching funds are reviewed in There is no
Establish Priorities far Federdl Ftmibq:
Iowa could do a mch better job identifying projects and programs likely to attract federal financial support. important to establish clear priorities for federal funding. The process of department identification of priorities has been successful but statwide goals and objectives need to be identified. cross-cutting, divided along cluster rather than agency lines. The existing cluster ~roups could be used or an alternative grouping established.' One possible division is: 1) human resources; 2) infrastructure; 3) research and
In order to accanplish this it is
Priorities should be
technology*
A planning and decision making process for setting priorities needs to be established. developnent of priorities. cluster groups. prioritize projects in accordance with the state's goals and objectives.
Interagency Task Force could be established to work on the
The task forces could use the Iowa Futures Agenda to These task forces would follow the lines of the
Once identified, an action plan for each priority should be developed. This
includes looking for both existing federal grant programs and seeking direct appropriations for Iowa's projects. uniform state policy will minimize frapnted or conflicting efforts by state departments in ccmnum 'cations with congress and federal agencies.
Establishing clear priorities and a
Enharace Grant Writing:
Each department is responsible for identifying and actively pursuing potential sources of federal funds. A camnuxu 'cations network could be developed to enhance existing staff efforts in reseamug and requesting grants.
Departments could pool resources and assist each other in preparing well-written and well-justified grantpmposals. assistance on grant writing could be provided by state departments. A list of key persons within state departments who are responsible for writing grants could be developed and made available to all departments.
Training and technical
While not always possible, state funds should be cannitted to help attract federal matching resource^. Cost shared projects have a much better chance of getting federal attention. A system should be developed to ensure state matching funds are targeted tawards the state's priorities and toward effectively leveraging federal funds. matching funds needs to be integrated into the state budget process.
Federal funding and a review of state
The state has an effective system for tracking the receipt and expenditure of federal funds. grant requests. requested, project duration, match description of the grant ~prrposes. z r m a t i o n is useful in obtaining information of federal funds flowing into the state and to ensure grant requests are in accordance with the state's priorities.
The 1- Grant Application Fom provides notification of The information provided includes the type of assistance
ts, indirect cost and a
A recent memo frun the directors of DDM and the DRF (date4 October 25, 1991) calls for the mandatory use of the Want Management system. function of this systen is to identify and collect all grant related financial information. This system provides both mxtification of award and grant expenditure information.
The primary
These mechanism - the Iowa Grant Application Form and the Iowa Grant Managerrent System will adequately identify the receipt and expenditure of federal funds.
4
ANTICIPATED BENEFITS:
In state Fiscal Y e a r 1991, Iowa state government received an estimated $1.6 billion federal funds. These receipts can be categorized as follows:
Operating Grants Entitlement Programs Special Grants University Research
$ 185.9 1,146.0
58.1 176.3
Total (in millions) $1,566.3
Iowa needs to create a system tb manage and increase federal funds. Statewide priorities should be developed, grant writing coord.€nated and state mtching funds reviewed. funds and could help increase the flaw of federal funds into Iowa.
These actions would not required additional state
f
Intergovernmental Relations Task Force
Final Report
To The Governor's
Spending Reform Committee
November 18,1991
. I
Morris Knopf, Chair Cynthia Eisenhauer, -Co-chair
I .. I 1 . . . .
TABLE OF CONTENTS
Task Force Members ....................................................................................
Executive Summary ...................................................................................... Incentives for Collaboration .......................................................................... Research Data and Supporting . Information ................................................. Regional Service Delivery System ............................................................... 7
County Administration Collaboration ............................................................ 10
Statewide Property Tax Assessment ............................................................ 19
Agricultural Extension ...................... ............................................................. 21
CoordinateTownships and Counties ............................................................. 23
Local Budget AppeaLProcess ...................................................................... 26
Community Colleges ..................................................................................... 29
State/Federal Partnership ............................................................................. 37
Joint Library Administration .......................................................................... 42
.
I - . I_ ... .r--- " -_---.-- .. 7-
Morris Knopf, Chair Ah'lers Law Firm Des Moines
Intergovernmental Relations Task Force Members:
Representative Dolores Mertz' Ottosen
Peter King Executive Director. lowa League of Munlcipalities Des Moines
James 0. Underwood President . lowa Comprehensive Human Services Des Moines
Owen Heiserman Director of Research & Plandng Mid-Iowa Community Action Agency Marshalttown
Dr. Norm Nielsen . President Kirkwood Community College Cedar Rapids
K. Marie Thayer Acting Director Department of Commerce Ankeny
Kathy Beery Director Community Rural Development Department of Economic Development Des Moines
Cynthia P. Eisenhauer Cochair Director Department of Employment Services Des Moines
Betty Snyder Mayor Clinton
Myron Linn Manager of Compensation and Govt Affairs Rolscreen Company Pella
Or. Ben Norman Superintendent Ankeny Community Schools Ankeny
Judy Peters Sow C i Region Manager Job Service of lowa Ft. Dodge
Donald C. Eyers Retired, Maytag Corpordtion Newton
Ian MacGillivray Director Planning & Resources Department of Transportation AmeS
Jane Halliburton Story County Supervisor Nevada
'Governor's Spending Reform Committee Members
Lorraine Tate, Manager Large Business Services US West Communications Des Moines
1
. Intergovernmental Relation Task Force
Final Report Executive Summary .
.
II Task Force Scope
The Intergovernmental Relations Task Force (IGRTF) explored changes in the delivery of government services at the community level. IGRTF addressed the need to 1) enhance communications and cohesiveness between all levels of government; 2) resolve overlaps and duplications of intergovernmental programs; and 3) generate a comprehensive plan for community based sewice delivery.
Some of the topics addressed by the Task Force Included opportunities for co-lqxting services, shared administrative functions among government agencies, common intake and delivery systems among service providers, incentives for coordinated setvice deiiveryand outcome-based accountability systems.
November 18,1991
IGRTF also reviewed federal programs a d funding and mp&red opportunities to integrate those programs hto the state budget process in order to better utilize those resourns to accomplish budget and program priori- ties in the state of Iowa. . .
. . Recommendations
. Many examples of intergovernmental collaborations already exist In lowa. All across the state organizations are working together to coordinate seffbs and reduce costs to taxpaye@. Collaboration should become general practice rather than special arrangement. For example a report prepared for the Southern Iowa Development District In September of 1989 identified 57 26E agreements within the nine county region. Other examples include community solid waste management, the Mid-Iowa Community Adion Inc. Academy on Family and Children at Risk, the Fort Oodge Youth 2000 project and the Marshalfiown Caring Connections.
Mechanisms are already in place which allow public agencies to cooperate and coordinate services. Chapter 28E of the Code of Iowa encourages efficiency and cooperation through providing joint services and facilities. Through the use of 28E agreements state and local government units may jolntty administer services with other government units and/or private agencies. In addition, the im$ementation of county home rule in Chapter 331 of the Code of Iowa allows alternative f o m of county government. A wide array of services are available through the nonprofit sector which should not be overlooked in collaborative efforts. .
Multicounty clusters should provide regional leadership in planning how government services should be delivered and how public funds can best be spent to meet the needs of the region's rural and utban popula- tion together.
Multicounty cluster leadership would be enhanced by professional administration. Duties of the county treasurer, recorder and auditor should be combined into one chief financial officer for the multi-county cluster. The task force reviewed all 190 mandates imposed on counties by the Iowa Code. Many of the ministerial duties now preformed by counties such as motor vehicle licensing, boat registrations, elections administration and property tax assessment should be provided by the state in regional government service centers.
A single professional engineer should serve a multicounty cluster. Some counties already share a county engineer. The system of providing basic services to rural residents would be more efficient if township governments and benefitted fire districts were eliminated and the duties were provided by the multi-county cluster.
. _ 1
Local governments and taxpayers should not be required to assume the financial burdens the state is unwill- ing or unable to assume. The Task Force believes a minimum of 38 million in state aid to bcal governments could be saved by implementing task force recommendations. Care should be taken in implementing these
. .
A system of incentives must be used to e m r a g e intergovernmental coltaboration. Technical assistance is available to local governments through Iowa State University, Iowa State Association of Counties (ISAC), Iowa League of Municipalities, and the Advisory Committee on Intergovernmental Relations (ACIR).
There are three general categories of incentives:
1) Increase the return from collaboration and innovation 2) Increase the cost of maintaining the gatus quo, and 3) Reduce barriers to stmdural change.
A detailed list of incentives follows this executive summary.
~ocat governments shoutd continue to explore ways to use technotogy to enhance lo~al'senrices. The towa Communications Network (ICN), interactive video units, and other examples of new technology can encour- age regional management of information and service deliwry. In New Yo& the regbnal computer serves as a regional library and provides advice and assistance to local governments on records, information manage- ment and information techclology. It is called thq 'puiet revolution." It provides local governments and local residents access to a broad base of information and services.
The Intergovernmental Relations Task Force was asked to identi@ opportunities to generate savings to reach three goals - $1 0, $19 and $38 million. The Task Force consensus identified the following savings opportuni-
Estimated Savings
10% GOAL, $1 0.0 MlUlON
Centralize Assessment Responsibilities Strengthen Federal Partnerships Coordinate Townships and Counties 30 Agricultural Extensions Incentives to Encourage Collaboration
20% GOAL, $19.0 MILLION .
Centralize Assessment ResponsiMlities Strengthen Federal Partnerships Coordinate Townships and Counties County Administration Collaboration- 30 Administrations Incentives to Encourage Collaboration
40% GOAL, $38.0 MILLION
Centralize Assessment Responsibilities Strengthen Federal Partnerships Coordinate Townships and Counties 30 Agricultural Extensions County Administration Collaboration - 30 Administrations 30 County Finance Officer Eliminate Increase in the Community College Formula
3
I - .---. - ---TI------- I
L
The following recommendations deserve further research and follow-up. These opportunities were not re- searched because of time constraints, the difficulty in obtaining information or because they involved minimal savings.
'
Prioritbe services and make a conscious decision about what government should provide.
Eliminate education overlap In secondary schools, community colleges and public universities.
Review all state mandates, mles and regulations on local governments.
Review technology as a method for ihpmving services.
Promote a common Intake process.
Establish groups to foster intergovernmental coordination.
make better use of public facilities and avoid capital costs.
Eliminate statutory barriers for citles and caunties to streamline boards and commissions.
Promote case inanagement at the bcal level.
Remove barriers to in-state placement of chirclren &I the juvenjle ju&e system.
Promote cost effective community based mental health services rather than state operated residential institutions.
I
1 I I i ~
~
~
!
4
I
Improve statewide coordination of program development at community colleges.
. Allow Phase 111 education funds to be redirected to local priorities.
Promote year-round employment of educators.
Pursue coordinated road constroction and mad maintenance.
Joint administration of libraries.
C6ordinateemergencysetvices. .
Consolidate public safety functions.
j I
I
I
I
I
~
1. I
. . . . ., ~
Incentives To Collaboration and Innovation
The Task Force identified incentives which may be used to encourage intergovernmental collaboration. These incentives can be grouped into the followings three areas:
1) Increase the return from collaboration and innovation. Return a portion of the savings to the taxpayer. Provide incentbies to facilitate a reduction in positions. This could include early retirement programs, transfers to other vacancies, severance pay and retraining opportunities. Allow flexibility in shifting benefits and savings to other areas. Provide technology support for increased productivity. Provide mads or recognition for valuable suggestions, implernentating change and accomplishing savings. Expand grant opportunities to encourage Innovation.
2) Increase the cost of maintaining the status quo. Establish a maximum level of quality and a minimum level of d i e d which the state would fund. Graduated decreases in state aid if standards are not achieved or changes are not implemented. Identify the poor performers. Make funding, subject to collaborative planning.
. 3) Reduce the barriers for structural change. Support pilot projects. Allow waivers of the Code or regulation requirements for pilot projects. Change tax credit pwessing methods. Eliminate resMctions on local government abilii to raise resources. Relax the wting rules to favor innovation. Provide access to factual information so emotions won't be weighted so heavily. Develop programs providing technical assistance.
The Task Force believes any efforts to encourage intergovernmental collaboration should include some of . the positive incentives listed here. Also, some of the savings should be passed on to taxpayers.
Resource Limitations
The Task Force met four times between August 27 and November 14. During that eleven week perkd both Task. Force members and assigned staff spent a tremendous amount of time researching the Issues. Much information was generated during that period but many opportunities still need additional review The identified savings are rough. Some increased costs and savings associatg with the opportunities may not have been identified.
5
Research Data and Supporting Information
; The Task Force researched other opportunities that are not highligked in the savings goals. These include transferring some county functions to a state regional service delivery system, encouraging further county collabo- ration, and additional redudions in community colleges functions. These oppoctunities are described in detail on the following pages.
Estimated Savings (In Millions)
FY 1993 FY 1994
COUNTY ADMINISTRATION COLLABORATION
30 administrations $27.0
$4.0 $3.0 $2.0
NA
or 19 administrations $31 .o or 14 administrations $34.0 county finance officer - 30 administrations or munty finance offir - 19 administrations or county finance officer - 14 adrninlstrations
REGIONAL SERVICE DELIVERY SYSTEM
. CENTRALIZE ASSESSMENT RESPONSISIUTIES . . $2.8
CHANGE FUNDING FOR AGRICULTURAL EXTENSIONS
or 14 agricultural extensions $5.8 $8.0
COORDINATE TOWNSHIPS & COUNTIES $0.5
30 agricultural extensions $4.5 or 19 agricultural extensions $5.3
or fund the educational portion with user fees
ELIMINATE LOCAL BUDGET APPEAL PROCESS
STRENGTHEN FEDERAL PARTNERSHIPS
COMMUNITY COLLEGES place community coileges under Chapter 8 eliminate the new increases in SF 2430 make the 3.25% across the tioard cut permanent eliminate allowable growth eliminate growth in other am centers establish a standard tuition rate change contact hours to credit hours property tax option eliminate supplemental funding for merged areas IV & XIV or maintain state general fund aid at the P( 92 level
$5.8
$7.7 $3.4 $4.8 $9.1
$1 2.0
$0.2 $20.2
$5.8
- - . N A : . $14.2
. $3.4 $4.8 $9.1
$1 2.0 NA NA
$0.2 $20.2 .
I
6 I
. Regional Service Delivery System'
Bac kg ro u nd/Description
The Statewide Service Delivery Task Force (SSDTF) is developing a statewide system for delivery of services by state agencies which will allow for coordination of agency functions. Strategies for eliminating fragmentation. a@ duplication through a regional service delivery system are being explored. The Intergovernmental Relations Task Force (IGRTF) has been w o e g closely with SSOTF to identify and coordinate crosscutting issues. While SSOTF is looking at sewices at the state level, IGRTF is reviewing focal services and options for integrating local services into the regbnal service delivery model.
Unlike municipalities which are essentially autonomous br Iowa, counties perform many functlons as agents of the state. By one count, the state lmposes over 190 duties on counties. A review of these mandates reveals that eff idencies may begained by rolling some functions performed by oountks into the regional service delivery system. Other state mandates may be deleted from the Code of Iowa and left up to local discretion. In the future, a similar review of mandates imposed on cities should also be done.
. *.. Mandates Which. Could Be Provided By The State
Through Regional Service Delivery System
Current count functions which could be pmvided through the state's regional senrice delivery system indude health services, all licensing, registration and inspedlon functions, disaster planning and elections. Savingscould be achieved by providing services regionally.
Environment: Counties must appoint a weed commissioner annually to supenrise the control and destwctidn of noxious
weeds.
Human Services:
1. 2. 3.
4. 5. 6. 7. 8. 9.
10. 11.
12. 13. 14. 15. 16.
Counties must establish a county board of health. 1373 Counties must enforce state health laws. 137.6 Counties must investigate sources of HIV Infection and use every appropriate means to prevent the spread of the disease. 141.9 Counties must enforce state vital statistics collection. 1.4454 Counties must provide office space for state DHS workers. 217.32 Counties must record the personal accounts of residents in state institutions. 218.99 Counties must provide for the care of mentally retarded patients pending inst*utionaliiation. 222.14 Counties must represent the petitioner in commitment proceedings.222.18 Counties must provide financial support for the care of mentally retarded residents. 222.31 Counties must provide finandal support for the psychiatrk: care of residents. 225.21 Counties must pay for the cost of care and treatment of mentally ill persons as an inpatient in a certified hospital facility other than a state institution. 2256.12 Counties must establish a MH/MR/DD board. 225C.18 . Counties must pay for court-appointed advocates for involuntary hospitalization proceedings. 229.19 Counties must pay for voluntary admission of residents to mental hospitals. 230.1 Counties must pay one-half of the net costs for residents committed to the Iowa juvenile home. 244.14 Counties must reimburse DHS for assistance of residents of intermediate care facilities for the mentally retarded. 249A.12
7
Administration:
1. 2. 3. 4. 5.
. 6. 7. 8. 9.
10. 11. 12. 13. 14. 15. 16.
1 7. 18. 19. 20.
21. 22. 23. 24.
Counties must conduct all elections within the county. Counties must conduct voter registration within the county. 48.1 Counties must reprecinct voting boundaries after the decennial census. 49.7 Counties must canvass all county elections. 50.1 Counties must hold trials for contested county elections. 62.1 Counties must record certificates of title for vessek. 106.77 Counties must issue hunting, fur harvester and fishing licenses. 110.10 Counties must issue migratoly waterfowi stamps. I 108.2 Counties must advise as to the true boundaries of stateowned property. 1 11 91 Counties must approve or cflsapprove liquor contml licenses. 123.3 Counties must establish agricultural extension councils. 176A.5 Counties must establish a commission of veterans affairs. 250.3 Counties must register each snowmobile. 3210.4 Counties must conduct schools eledions. 296.4 Counties must supervise admlnktratl4n of emergency relief. 251.6 Counties must maintain a county records
Counties must iemit motor vehicle regktration fees to the state treasurer. 321.151 Counties must report on motor vehkk fees and penalties to the state treasurer. 321.153 Counties must provide for the ficensure, seizuie, knpo~ndment and disposition of dogs. 331.381 Counties must report to the govemor all vacana 'es h the off- of state representative or state senator, and report to the secretary of state the name of each newly elated officer. 331 510 Counties must record all instruments presented for recodation as pmvMed by law. 331.602 Counties must record the measure and plat of a zoning district adopted by a city 331.602 Counties must maintain an hdex book for artides of incorporation of forprofid corporations. 491.4 Counties must maintain books for the transfer of real estate. 558.60
for vehicle registration and certificate of title information. 321.34
Law Enforcement:
1. Counties must implement and carry uut a comprehensive countywide disaster plan. 29C.9 2. .Counties must appoint a coordinator of disaster services 29C.10 3. Counties must observe and insped businesses to determine whether gambling devices are present. 99A.4 4. Counties must represent the W i n g authority h a license revocation hearing or gambling complaint. 99A.7,
5." Counties must prosecute violations of professional licenses. 147.92 6. Counties must assist in the investigation of susprckus Injuries. 147.1 12 7. Counties must enforce the Iowa food sc1IvIcB sanlatbn code. 170A.4 8. Courities must represent the state fire marshal in legal proceedings. 331.756 9. Counties must prosecute violations of state game and fish laws. 331.756
10. Counties must report and investigate deaths which affect the public interest. 331 A02 11. Counties must assess the value of all taxable property in the county. 441.17
996.19
Mandates Which Could Be Deleted From The Code:
Mandates recommended for deletion indude those which appear redundant and those which should be left to the discretion of local officials. Many of these items are in the public's interest but local officials should have the final word on whether the service should be provided or the requirement is necessary.
Environment
Counties must wok through conservation boards to acquire public lands. 11 1A.4
8
1. 2. 3. 4.
. 5. 6.
. 7. 8. 9.
10. 11. 12.
13. 14. 15. 16.
17. 18.
. 19.
20. 21. 22.
23. 24. 25. 26. 27. 28.
9
Administration
Counties must make reports for the Attorney General. 13.2(7) Counties must allow employees to enter into collective bargaining and negotiate wages and hours. 20.8 Counties must refrain from competition with private enterprise. 2 3 A 2 Counties must purchase goods and services locally when possible. 23A3 Counties must elect an auddor, sheriff, treasurer, recorder and county attorney every four years. 39.1 7 Counties must eled supervisors biennially and must either appoint or elect township officers. 39.18,39.22 Counties must maintain an estray book 188.30 Counties must have either three or five supervisors. 331 201 Counties must submit the number of sopetvisors to a vote upon petition. 331.203 Counties mst appoint 28 specific county and township offiirs. 331.321 Counties must furnish offices for county officers. 331.322 Counties must grant claims for miteage and expenses and grant employees leaves of absence to partici- pate in Olympic competition. 331.324 Counties must award courthouse space to honorably discharged soldiers. 331 361 Counties must bid for read property at a tax sale. 331.361 Counties must require a Me cyde cost analysis for county fadlies. 331.361 Counties must pay legal expenses for representation of members of the Sac and Fox Indian settlement. 331 502 Counties must cany out duties related to lost property. 331 502 Counties must issue warrants as approved by the board of supervisors. 331 506 Counties must create a cMI servioe commlssion to handle personnel admin&tration regarding deputy sheriffs. 341k6 Counties must select the offal nfwspapecs in which official pn>ceedings shall be published. 349.1 Counties must, upon petition, vote on the establishment of a benefited water district. 357.1 Counties must, upon petition, vote on the establishment of a mral water distrid, a benefited street lighting district, a benefited law enforcement dstfict or a benefited recreational lake district. 357A, 357C, 3570, 357E Counties mu&, upon petition, vote on the establishment of a sanitacy district. 358.2 Counties must, upon petition, establish a weather modification board. 361 2 Counties must estabbh a conference board to hold an examination for the position of assessor. 441.3 Counties must maintain a register of farm names. 557.22 Counties must notify mobile home owners of the removal of the mobile home by the land owner. 562C.2 Counties must provide the she& with uniforms and a cwnty-owned automobile. 331.322
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9
COUNTY ADMINISTRATION COLLABORATION
Backaround/DescriDtion
Counties are currently governed by eight or ten elected offices. These elected offices are: the County Board of Supervisors (three to five members), the County Auditor, the County Treasurer, the County Recorder, the County Attorney, and the County Sheriff. These elected offices are required in Chapter 39 and have duties prescribed in Chapter 331 of the Code of Iowa. These duties are required of the elected officials in all counties.
sheriff, can have two deputies con ensated at eighty percent
at seventy-five percent of the elected off cial's salary. In addition, the Treasurer may have a third deputy at eighty percent to run the motor vehicle department. The Sheriff can have two deputies at eiqhty-five percent of the Sheriff's salary and additional deputies at seventy-five percent.
budvet, general county policy, and levyin? taxes for all political subdivision. authority to the elected officials after the budget has been adopted after a public hearing. The board may decrease these appropriations by ten percent of $5,000 which ever is greater without a public.hearing, however, except for these limitations, the elected officials are free to spend the spendinq authority appropriated to them as they deem appropriate.
Each elected official, with the exception of the
li of the official's salary and addit E onal de uties compensated
The Board of Supervisors is responsible for the county
The Board appropriates spending
There are overlapping duties between the Auditor, Treasurer, and Recorder in the property tax system. The Recorder's office is responsible for recording deeds and land *transactions which in turn are relayed to the Auditor's office to update the tax rolls, which are than relayed to the' Treasurer's office.for tax collection purposes.
Omortunities/Savinas
1. Economies of scale could be reached if counties collaborated on administration. regression analysis that indicates that for each doubling of population administration costs decrease by fifteen percent. Minimum savings of $27 million to $34 million annually could be achieve as follows:
The following chart is a
30 Administrations $27 million
19 Administrations 31 million
14 Administrations 34 million
10
cn W
9
0 0
w
. 1
_.
:. L
- :.
_%
....
r--- \
.
.4
!
11
The amounts calculated represent the amount of salaries, FICA, IPERS, and health insurance benefits saved by the reduction of elected officials and one deputy (where applicable). They do not take into effect all the other possible savings that may be realized from overhead expenses, greater purchasing power, greater investment potential, and other items. They also do not take into effect initial costs involved in obtaining com atible computer systems, higher
Additional savings could be attained if the regional administrations were administered by a County Finance Officer (in lieu of the Auditor, Treasurer, and Recorder) under the pumiew of the Board of Supemisors. increased efficiencies by reducing layers of administration while eliminatinq duplication of duties. of $2 to $4 million could be attained as follows:
salaries of remaining off E cials, and other items. 2.
This could result in
Additional savings
30 Administrations $4 hillion . .
19 Administrations
14 Administrations
3 million
2 million
..
ZmDlementation Issues
The implementation of County Home Rule in Chapter 331.231 - 331.324, code of Iowa allows six alternative forms of County Government. These are: Board of Supervisor (existing structure), Board-elected Executive Form, Board- Manager Form, Charter Government, City-County Consolidation Form, County-County Consolidation Form. * . The definitions for these alternative forms are:
1. Board of Sunervisors - This is the existing form of county government as prescribed in 331.201, Code of Iowa and described above.
2. oard-Elected Executive - This form consists of an elected btard and one elected executive. executive may veto ordinances and resolutions, subject to an override by two thirds vote of the Board.
The elected
3. Board-Manaaer - This form consists of an elected board and a manager appointed by the board, who shall be the chief administrative officer of the county government.
4. Charter Government - This form of government shall be specified by a charter agreement. establish an elected legislative body.
The charter shall
12 I
,./. %>.
: I 5 . Citv-County Consolidation - This form of government
allows a county and one or more cities within the county to unite and form a single unit of government.
6 . Nulticountv Consolidation - This form of government allows two or more counties to unite and form a single unit of government.
allows a county and one or more cities or townships within khe county, a contiguous county, and a city or township within a contiguous county to unite and establish an alternative form of local government.
change a form of county government may be submitted to the electors of a county only by a commission established by resolution of the board upon petition of the number of eligible electors of the county equal to at least twenty-five percent of the votes cost in the county for the office of president of the United States or governor at tQe preceding general election or the si atures of ten thousand eligible
7 . Communitv Commonwealth - This form of government
Section 331.232 of the Code of Iowa states "A charter to
electors of the county, wh 4" chever number is fewer.1v The commission is appointed as prescribed in Section
331.233 of the Code of Iowa. County Recorder, County Treasurer, County Sheriff, and County Attorney.each appoint two members, each member of the Board of Supervisor appoints two members, and each State Representative district within the county appoints two members.
Although County Home Rule allows for alternative forms of government as prescribed.above, it is not "user friendly". First it requires that the averaqe taxpayer know that th&e alternatives exist and then requires the taxpayers to submit to the Board of Supervisors a petition, containing names in the number of twenty-five percent of the electorate in the last general election (or ten thousand whichever is fewer), to establish a commission to study the alternatives. commission is then appointed by the elected officials of the county and state legislative districts who have a vested interest if the form of government is changed. commission determines an alternative form of government is feasible, it is put to a vote at the next general election. If it is determined that no alternative form of government is feasible, the commission is dissolved upon itas final report.
The offices of County Auditor,
The
If the
Recommendations
1. Codify a requirement for each county to establish commission by June 1, 1992-and repeal the requirement for a petition with twenty-five percent of the electorate.
13
2. Change the confipration of the commission so $hat each elected county official and each state representative appoints one member and an equal number of people are appointed from community organizations, business and industry, etc. For example the Chamber of Commerce, Council of Governments, Fanq Bureau, Taxpayers Associations, largest employers of the county, etc.
different alternatives detailing any savings or additional costs between the existing form and proposed form. details of the benefits and draw backs of each alternative form. six months of being established.
general election is more than nine months away from the date of the co"mission's report or, alternatively, amend the code so that no vote of the people is required butthat a series of public hearings are held'to get public input on the proposed form of government but the final decision rests with t he commission.
3. Require the reports show cost analysis of the
Require
Also require the commission submit the report within
Allow a special election to be held if the next. 4.
5 . The analysis presented in this:report indicates that savings of $27 million to $34 can be attained by going to thirty, nineteen, and fourteen administrations. The savings from the administration collaboration should be reduced from the tax credits remitted by the state to the counties in FY94 with a restriction on property taxes so that the reduction in credits would not be passed through to the taxpayer.
14
F'UNCTIONS CURRENT
Attorney
Auditor
Engineer
Recorder
Supervisors
Treasurer
99
99
94
99
365
99 - 954
POTENTIAL
30 19 14
30 ,19 14
30 19 14
30. 19 14
150 95 70*
30 19 14
. 300 . 190 140 - - -
Potential minimum savings $271~ $31m $34m
*Assuming five member Board of Supervisors
15
ADA11 ADMS ALU3UXEE
loolE BREI!ER Bvcuc)(Aw W Y A V l S f A BUTLER CALlKul CARMCL uss CEDAR CERRO tCQD0 CHERGXEE cnt WAUU CLARK CLAY CLAY TOY CLlYTW CRAWFORD DALLAS DAVlS DECATW DELAWARE
DlCKlWSON OImmJE EWE7 FAYETTE FLOYO FRAYKLlY FRElYWf MEEYE G R W Y M H R l E HAnlLTOY HAYCOCK
oEs m i w
WSKXt 1 OA 1WA . JACKSON JASPER JEfFERSdY JOHYSOI( JONES KEOCUK
W f Y 0 OFFIULS L pcpULAT1oW EMPLOYI(EWT EYGlWEER
8,409 4 8 6 s
15'855 13:?43 7.m
22 429 123:798 25 la6 22:a13 20 844 19'%5 15'731 11:sos 21 423 15.128 17:m 46733 14:WJJ 13 255 a:=?
11,585 19.0% 51 040 i 6 : m 29 75s 8:312 a,=
18,035 42 614 14:909 a6 403 11:569 21,643 17 058 11.364 8.226
10'045 12'029 10'935 16'071 12#636 19'094 14:no 19,226 9,609
10 756 8:%5
14 630 19:%0 34% 16:SlO 96 119 19I444 11;624
88 U
126 39 93
155 748 140 124 114 106 101 103 113 96
165 2w 91
105 73
116 135 215 174 206 61 61
119 161 93 360 103 182 128 % 81 80 90
127 152 129 113 132 105 81 89 7 5 .
111 100 410 69
511 107 94
13 15 13 13 13 13 15 13 13 13 1s 13 13 1s 15 15 13 15 15 13 15 13 13 15 13 13 13 15 13 13 13 15 13 13 13 13 15 15 15 13 13 13 13 13 13
. 13 13 13 13 13 13 15 15
1. 13
ATYORNEY
22929
23000 4 6 2 4
40*000 21:m
36.000
29'160 25'sm
28.948 26.065 26'356
25'000
23'8% 28'000 Zi'O61 35*7%
34'205 18:Mf
2E 27'500
42*024
26'241
24'347
19*4?l
36 575 32'769 40'552 50:241. 23,- 31.165. 29000 2 1 * m 2a*626 36.000 21 'a25 23*m
22'807 w'm 25:roo
20*000 25:075
40'6% 30'650
37'250
32'843
41 000 19:MI 27960
36 174
47'117
32:OOO
EYGWEER
. 43,500 40,813 50,811 43 2Eo 43'500 43'500 44*100 43*412 42'400 40*475 d t b o 60~000
41'080 d O O O
s 49'000
6o:m
48'500 48'825 5o'no U * l W 48'0B6 39'500 50:000
40'000
40'950
42'C00
36 as0
46200
41'250 52'600
Lz164O 44*100
49.083 44:C00 - *
m T Y OfF1ClAI.S FY91 WE U L A I I E S
R E t O m E R
21 437 20*92? 23'000 22'500 21'166 25'500 35'17
25'000 24'370 26.000 23'856 22.500 2 4 * m 24'532 2 4 * m 26.621 25'000 22'luls 21'0z2 27:500
21.920 22'745 29'897 20*878
NOW 26*588 UI'm 22'9s
22'059 22:oss 22*QsO 21.600
.23*556 24'200
23*200 22.218 21'000 22'553 2 4 * m 25*uo a*m 36*26? 24'250 20:500
26'000
22 n 1
19:614 23 500
26*900 24'500
21 900
24.420
24*000
21*500
26 5% 24:443 27000 29.468 26.065 51'000 46.a 34*000 31*s00 28.170
28'000 a'000 34'118 30*660 28:923
31*U10 28.0% 21'430 31'850 =*lo1 n*m 27*010 d 5 0 1 23.681 22'274 28.000 30*559 33.251 3 9 * 1 7 28:000
27.601 24.955 27:m '
31*ops 2at9s2 29'000 Z ~ * S O O 30*m 25*m 27'630 27°000 27'089
36*m 29'000 45'975 28:250
32'400
33 lo1
3 1 . 0 31 %2
2%
29'219
24,500
21 437 20*927 23*000 22*300 2 1 * m 2S'SOO SS'807 26*OOo 29000 26.000 23*8% 222000 26*m u*m 21'5n 25.000 22'Ms 21.12 2?*500 22'331 a*m 23'200 30*462 20'878
23*S00 b'747
26'900 24*s00 22'059 22*08lI 22*S00 2 1 * m new 24.466
2 4 * m 24.000 P*200 22.633 22*000 22'646 b*%5 b*rn P*200 36'267
20:500
24*8?0
24*000
19'614
26*588 SO*MO 24'130
24*515
21'500
24'bO
14 084
14*935
17:000 22899 l6*225 1 6 ' 0
10'078 ifsm 14.175
lt.500
15'080 15'000 d 4 0 0 l h
13'690 11.600
15:5Cw
13:351
14'100 13'096
18'583
23.m 13.026 18*830 1s*m
. 14.2% dsm 10'3f0 13:Mo
l S * J m
14*640 #'as 1 3 ' m
d 0 4 0 17'250
15'000 13:000
14'915 14:79l tom 14'500
14*500
- 20376
23 423
16'509
16 'W
14'290
19 014
16.640 16*400
12.913
16*281 16'002
24*6?2
3 5 3 3 3 3 J 3 3 '3 5 3 3 5 5 5 3 5 5 3 5 3 3 5 3 3 3 3 3 3 3 5 3 5 3 3
5 3 3 3 S 3 3 5 3 3 5 3 3 5 S 3
;.
41 652
52'500
42*525
114 49s
48.675
4s 000
74*575
' 50*390
U*8M
s1:m
d S 0 0 5 0 . m rr:m 46.200 new d 9 5 5 60'Mt ?l*506 68*450 43.000 dm d S 1 2
66.755 d269 39.m 48*92? 55*?49 49'638 70'749 6S:130
47.100 42.870
b2*500 d 7 5 0 66.000 n ' w 2 47'm 50*4m 49:2w u*m
39*000 * 48:b(3 48006 W'lto 51:75o
123 360 6$000 390000
61*128
42.300
56 490
42*768
2%
TOTAL m r 201 946 *The following c a n t l e 8 are currently s h a r i n g coptmrr 196'mr 222*311 Butler a-d Hardln 224*4n Mlckaiw wd Floyd 1w:162 239000 . I d . nd sac d S 7 4 M t t c h e l l nd Uorth 245'912 224:m 229 835 0 C m t E l p l m t fipurei do not InclUJc other 26O:nO a,O68 Canty H o s p i t a l ete. B u t t h e y do inelude 209 200 t M t tare f a t i t i t i e r r t t t l oprrted the 262:m cmtYe8. 248 232 ~ 2 . m 266'4s 246'500 252'459 193:?l1 263 850 212*495 266*OCS 231'357 276'722 18?*Sa6 188:967 228888 22l*4% 241.705 300*570 227.919 2 d W
ios*zsf 237'750 209'46s 234*m 2l5'607 1sS:SOa
236*000 1#:26?
209'000
tf3*259 . m*m 224*000 375'398 2 5 t h w:m
Occrtur md Ringgold
misee!luwxr w r m t : such as C a n t y Assarror,
181:142 z(w 144
245*695
224 046
226294
2f6'027,
W T Y OFFICfALS F l p l USE UlARfES
KCSUTH LEE LIMN L W I U L W S LYOU KWIYW luu)IAsu WICU IURSHALL MILLS nlTCnELL r r r t a t A KWR(X WYTCQVRY W S U T I YE O'BRfEN MCEOCA
SAC Scot1 SHELBY S I M STDRY T A M TAYLCLL WIOU VAN B W E Y W E L L 0 W R E N UASHIYGTOU WAYNE HBSTER UI YNEBAtO UINNESltIEK W B U L Y UORTH W C H T
aurtt a OFFICALS t POPVLATlQl EMPLOTWNT ENGINEER
18,S91 38,687
164 767 11'592 9:Om
11 952
21 5.22 30'001 38'276 13'202 10:928 10,034 8,114
12,076 39 907
7.267 16.870 10,669 23386 9:SZS
327,140 82 628 19'033 Sib20
12,324 150 979 13'230
74:2S2 17,419 1 114
7 676
36'033 19:612 7 067
20 &? 96:276 7,991
14,269
2,nb,zs
12:-
1s:w
29'903
12:no
3S#M7
40'342 . 12:122
15s 203 758 104 n 103 93
1w
269 90
10s 107 6S 90
197 & 62
106 1M 123 85
965 329 117 51
100 391 91
l f l 296 146 104 to 93
107 208 112 67
114
138 Mb 73
in
n
106
1s 13 13 13 13 1s 13 13 13 13 13 13 13 13 13 1s 15 1s 13 1s 1s 1s 1s 1s 13 13 13 1s 13 1s 13 13 13 1s 13 13 13 13 13 1s 13 15 15 13 1s
ATTmNEY
28,m 44 304 67'At
24*132 29'7bS 21 :300
32'500 40'03S
26'AO
46 300
21 '593 23'MS 28'380 21'904 22'421 33:231
2a:OOo
70'72s U'lP
53'000 23'oOo 36'sso 49'500 36'349 24'492 3s 'on 21 *%I 38'130 32:600 40 000 17:too 41 1 1 24'000 25'500 51 '650 23'500 25:300
22,400 24 000
%OOo 26 028 27'4SO
26'2SO 16:?81 24 106
3,084,549
AU)ITOl ENGINEER
25588 27:001 44.m *
22.000
26.028 O86w 43'863 29'045 26'2% 18:422 2,fM MOOO u'm 32'000 32'500 N'f l l 20'7s 22'4w 22'189 23'209 27'300
ZI'800
23'm
2E
24'800. 19:8SO 27 n 9
24:225 3s 125
2S:MO
50,000 47 la9 SO*% 41'060 43'000
s3:m
40'100 48'oOO
46000 52:OOO 45.000 59,768 4 41 225 39'720
42'S00
44(:310 41 SO0
71 so0
S1:324
45'600 4a' 100
43'061
47'460 43:600
51'417
62,T16 50,wo 49 760 ss'oO0 41 'ftl 4000
3es:OOo
5 1 . m
47.000 43*500
40 060
48 930
48:OZO 36OOo
47'000
41,5M)
%:roo
2313,546 4334,684
25,588 25696 44'091 26'280 21'699 23'2% 22.950
27:ooo
23'10s 21'978 20'SEE
2 6 h ~4'400 22'000 25'000
22'600 43'863
26:250
38:m
29'000
23'33s 20'78s 22:409 23'073 26'520 23.m 19:USO 26 320
s 24:500 a,OOo 34 500
24:ttS
24'270
30 27l 21'593
22.421
24'000 26'028
28'334
18,422 22 729
22600
32'500
21 058
23.m
SHERIFF'
30 &H 32.875 40'11 29'OOO 26.11 28'122 29'950 30'880 32:500 36966 26.60 31'319 26.550 25'393 26'023 33'401 30.900 29:500 29.000 26 sm 33'460 27'800 58:041
29.400 21'792 25'79s 45.000 27'500 %*Sf0 40'OOO
39 la2
28'914 25'167 21:656 26 366
33 800 42'000
27:in
2 2 * m 34.0% w:sw a,= 41 000 26'500 30:ffO
1 5 9 2 4 3 nsz6 3 . 16'ooO 3
,. 14'449 3
15:ns 3
12.060 ts'ffo 3 5
17'560 3 1a:sM) 3
lS'342 3 14'bZ.s 3 14'629 3
9:ooo 5
1s:361 5
13'627 3
lf'000 3 17;sm 5
15'166 3 14.m 3 10.986 5
17'sw 3 15.500 3 1 2 ' m 3 18'736 s
1s:pso s
22422 3 13'203 3
13'207 3 11'936 12'200 s 5
17500 3 13'000 5
421073 13300 5 5
16 bbd 5 18*450 3 16:2M 3 2 0 5 0 0 s
29000 3
1 4 h 3 20460 3
16'800 3 16'313 5 l9*249 3 15'400 3
365
79620 47:1?5
106 sn 48'000 43'347. 64'300
5s:roo 39'609
43'aff 43'M?
tp;bao**
47'2SO 52'740
67 281
U'W6
39'621
61,000 45 000 52:SOO 65 000 76'MS 66.500
210:36s W'XO 5s,s0 40 MI 4a:sSs
102 500 45.000 87.500 s7:000 45'4% 43 713 Sb:930 43 029 61 '380 52'500 46'SCO 36.100 93'm
8l:%s 50'400
%,245 %m 79,250
id5 3S2
219'090
215.350
247:500 269% lW:431 230 293
193'414
252'287 406'17S
202'm Us'm 2d471)
20?*6(6
m'm 27Li050 Zu)*SOO m'sat 22s:sto
261'8S7
% 2 ' m 305'54s 241'074 134'720
302'560 337'00Q
198:?27
241 om PS'3fO
167:OS8 3Tt 276 214'400
224'074
222m 193;lSS 245 018 251'16S 240'520 1?6:050 297994 222'200 2S3:195 uo am 252,100 167:Slb
5,931,098 23,628,4a5
COUNTY ALTERNATIVE GOVERNMENT TIMECINE
raskforce Opportunites
1. Government Spending Reform Comiuee Report'
2. Governor's Review
3. Legislative Review
.Iternative Government Proposals
1. Eslablish Commission
2. Comission Study and Report
3. Vote of the People
4. County Budget Process
5. Implementation
Nov. Dec. Jan. April June Oct Jan. March July 1991 1991 1992 1!%2 1992 1992 1993 1993 1993
STATEWIDE PROPERTY TAX ASSESSMENT
Backsround/DescriDtion
There 110 assessing jurisdictions (99 county 11 city) in the State of Iowa. conference board who appoints the assessor to a six-year term. The conference board consists of three units, each with one Vote. of Supervisors, the Mayors of all cities within the County, -and one board number from each school district within the County. For City Assessors, the units are the Board of supervisors, the City Council, and the Board of Directors from each school district in the city.
of Review. members who hear appeals from individuals as they pertain to the valuation of their property,
The Conference Board also has the responsibility of reviewing and approving the Assessor's budget,
Opportunities
1. assessor's current functions being performed by the State and transferred from the county level to a regional level.
Each assessing jurisdiction has a
For County Assessors, the units are the Board
The Conference Board appoints members to the Local Board The Board of'Review is either three or five
.
Economies of scale could be reached by the local I
a. Reduction of assessing jurisdictions and a single - administration would provide a greater opportunity for
uniform assessments.
b. work force being better utilized and in'some cases reduced or eliminated. .
Reorganization of the personnel would result in the
c. The need for e alization orders performed at the . state level would be el 9" minated. ImDlementation Issues
All duties.relating to the County/City Assessors, Conference Board, and Board of Review prescribed in Chapter 441, Code of Iowa, would transfered to the State Department of Revenue and Finance. The Department of Revenue and Finance would administer the assessment process regionally and would eliminate duplication of reassessment and equalization orders. be finance by a state wide property tax, levied and collected by the counties and remitted to the State. Review would remain a local board appointed by the Department of Revenue and Finance based on input of the
The state wide assessment system would
The Board of
19
county boards of supervisors and city councils within the region.
Analvsis/Savinas
Savings of approximately $2.8 million could be attained by regionalizing assessor jursidictions. calculate& as follows:
This savings is . .
Eliminate.30 County Assessors at $30,000 $ 900,000
Eliminate 110 Office Sgaff at $12,000 10% reduction in other 'administration
Eliminate11 City Assessors at $35,000 385,000 1,32 0,000
220.000
Total $2,825,000
20
AGRICULTURAL EXTENSIONS
Backsround/Description
Agricultural Extensions were established to disseminate among the people of Iowa useful and practical information on subjects relating to agriculture, home economics, and community and economic development and to encourage the application of the information in the counties of the state through extension work to be carried on in cooperation with Iowa State University. Each County has an extension office except for Pottawattamie which has two.
The agricultural extensions are. governed. by an elected nine member council who are not compensated for their time or expenses.
The education portion of the agricultural extensions are funded by a statutory tax levy as follows:
Population Rate Limit (cents)
< 30,000 20 1/4 : $ 75,000
30,001 < 50,000 20 1/4 90,000
50,001 < 100,000 13. 1/2 112,500
> 100,000 13 1/2 150,000
In addition they can levy above'the amounts noted above to pay for unemployment compensation and tort liability.
Opportunities
Savings could be realized by.reducing the number of . Agricultural Extensions and/or by making the education - portion funded by user fees. fees would be more equitable because the people actually using the service would be paying for it rather than all property owners. The programs'offered by the extensions would be reviewed by the Iowa State Extension Office to determine if the original purpose of the extensions is still needed.
Analvsis/Savinas
approximately $8,000,000 in property taxes.
saved by reducing the number of extension offices based on the same models for county administration collaboration as
Funding the extensions by user
1.
2.
In fiscal year 1991 Ag Extensions levied
Savinqs of $4.5 million to $5.8 million could be
21
I - - _
I follows:
Thirty
Nineteen
Fourteen
$4.5 million
5.3 million
5.8 million
3, Savings of $8 million could be realized by funding T h i s the education portion of the extensions by user fees.
would force a review of programs to see which are really utilized,
_.
I
I . . * .
COORDINATE TOWNSHIPS AND COUNTIES
Backsround/DescriDtion
Township governments were established to provide a few basic services to rural residents. fire protection, ambulance service, emergency warning systems, fence viewing, care of township halls and cemetery upkeep. townships.
These services .include
At the present time there are approximately 1,600
Townships are governed by three elected trustees and accounted for by a township clerk. Which indicates there are approximately 4,800 trustees and 1,600 clerks in the state. The trustees and clerks are compensated at an hourly rate set by the County Board of Supervisors and paid out of the County's Rural Basic Fund.
levies as follows:
300,000 can levy up to 40 1/2 cents per thoueand dollars of valuation.*
300,000 can levy up to 67 1/2 cents per thousand dollars of valuation.*
The townships are funded, in most part by statutory tax
1. Townships in Counties with populations of less than
2. Townships in Counties with populations of greater than
3. Townships in Counties with populations less than 300,000 but with agreements with special charter cities having a paid fire department can levy up to 54 cents per thousand dollars of valuation.*
* In additiori if any of.the levy's noted above are insufficient, townships can levy an additional 20 1/4 cents per thousand.
Townships which have voted to maintain a township hall can-levy for up to five years 20 1/4 cents (in addition to the levies noted above) to build or purchase a township hall and up to 13 1/2 cents in subsequent years for repairs, furniture, and general maintenance.
Each township receives taxes levied for them by the County and each maintain its own set of books and bank accounts.
districts that also have elected trustees and an appointed clerk. parts of one or more townships to provided fire protection. The benefitted fire districts are also levy 40 1/2 cents per thousand valuation plus 20 1/4 cents if needed.
4.
Townships can and have combined to form benefitted fire
These districts included one or more townships or
*" I
Omortunities
The system for providing basic services to rural residents would be made more efficient and more cost effective if township governments and benefitted fire districts were eliminated and the duties were added to the rural serviaes definitions of county government.
At the present time.townships and benefitted fire districts contract with city fire departments to provide fire protection in their jurisdictions. If this duty was a responsibility of the County Board of Supervisors, the Board could contract for fire protection without being restricted to township or fire district boundaries as well as reach some economies of scale by negotiating all contracts at once. The same reasoning applies to contracting for ambulance service, emergency warning and cemetery upkeep. Fence viewing (for property line disputes) could be done by the County Engineer's office in cooperation with the County Attorney.
ImDlementation Issues
This change would require that Chapters 3578, 359, and 360 of the Jowa Co de be repealed and the duties of fire protection, ambulance service, emergency warning systems, cemetery upkeep, fence viewing, and township halls be added to Chapter 331.424 (2). In addition, the appropriate changes would have to be made to the sections applying to the duties of the County Board of Supervisors, County Attorney, and County Engineer, as well as to remove all references to township officials.
Analvsis/Savinas
1.
2. Approximately $13,000,000 in taxes are-levied - .
In fiscal year 1991 Counties budgeted $180,000 for compensation of townships clerks.
annually in townshi s and benefitted fire districts.
result in savings. $130,000.
Savings could result from the elimination of township trustees from the election process.
Economies of scale !i n the contracting of services.could A conservative estimate would be 1% or
3 .
4 . The poolinq of all-township funds at the county .level could result in increased return on investments.
24
Estimated Yearlv Savinss
Trustee and cierk compensation $180;000
Others 190,000 Economies of scale' 130,000
Total
LOCAL BUDGET APPEAL
Backsround/DescriPtion
Chapter 24.27 - 24.32 of the Iowa Code sets the procedure for citizen appeal of a local budget (Chapter 331.436 (for counties) and 384.19 (for cities) refer to. Chapter 24 . 25, whichever is later, to appeal any decision of the certif ing board or levying board regarding the budget, expend 1 tures, tax levy, or one or more items thereof.
These code sections provide that a petition may be filed w 1 thin ten days after the budget is adopted or March
.
The petition must contain signatures of persons in the municipality equal to one-fourth of one percent of those votinq for the office of governor at the last qeneral election. be less then ten nor need be more than one hundred. The petition must state'the objections to the budget or items thereof but does not prohibit the petitioners from raising additional- issues at the time of the hearing. The petition is filed with the County Auditor and forwarded to the State Appeal Board in a timely manner.
The State Appeal Board consists of the Auditor of State, the Treasurer of State, and the Director of the Department of Management. person from their office to hear the appeal (one of three people represent the Department of Management depending on the type of budget under appeal) plus the executive secretary to the State Appeal. Board who acts as hearing officer. representatives are competent professionals (four of six are Certified Public Accountants) who deal with Local government finances and budgets as a matter of course. panel conducts the hearing at the location of the local government.
detailed reports by.the staff. to uphold the budget or reduce any item thereof, they may not increase expenditures or taxes levied above the amount adopted by the local government.
The number o.f signatures on the petition shall not
Each of the Appeal Board members appoints a
The
The hearing
The State Appeal Board makes the final decision based on *
The Board has the authority
cost A n a l v s i s .
The results of local government budget appeals for fiscal years 1991 and 1992 are as follows:
The preceding chart shows that property tax dollars have been reduced by $5,664,579 for fiscal years 1991 and 1992'. The cost to the state for these appeals is mainly in personnel costs as analyzed below based on the following assumptions:
26 I
. - 1. The Executive Secretary to the State Appeal Board,
Deputy Auditor of State, and Executive Assistant to the Treasurer of State average one and one/half full working day6
~ per appeal.
Executive Secretary @ $250.32/day X 1.5 = $375.48 Dep. Auditor of State @ $250.32/day X 1.5 = $375.48 Asst. to the Treasurer @ $136.8/day X 1.5 = $205.20
2. The Supervisor of County Budgets spends approximately 65% of work time in the months of April and May on the appeals. Salary for April and May $5,755.54 times 65% is equal to $3,741.1.1. _..
3. The Supervisors of City Budgets and School Budgets average five working days per appeal.
Supervisor of City Budgets @ $172.00/day X 5 Supervisor of School budgets @198.08/day X 5
= $860.00 = $990.40
4. The cost of mailing the notices of the hearings and the decisions is $5.51 per package which are mailed to twelve people at a cost per appeal of $66.12.
Fiscal Year 1991 (Appeals heard Spring 1990)
school) for fiscal year 1991. -‘
Deputy Auditor of State @ $375.48 X 10
There were ten appeals (seven county, two city, and one
Executive Secretary @ $375.48 X 10 = $ 3,754.80
Supervisor of City Budgets @ $860.00 X 2 = $ 1,720.00
= $ 3 , 741.11 Mailing costs @ $66.12 X 10 - - 66.1.20 Supervisor of County Budgets
= $ 3 , 754.80 Executive Asst. to Treasurer @ $205.2 X 10 = $ 2,052 00
Supervisor of School Budgets 4 $990.00 X 1 = $ 990.40
Total Property Taxes Saved
$ 16,674.31 s3 .‘140,907.00
Fiscal Year 1992 (Appeals heard in Spring of 1991)
There were eight appeals (seven county and one city) for fiscal year 1992.
27 I
Executive Secretary @ $375.48 X 8 Deputy Auditor of State @ $375.48 X 8 Executive Asst. to Treasurer @ $205.2 X 8 Supervisor of City Budgets @ $860.00 X 1
~ Supervisor of County Budgets Mailing costs @ $66.12 X 8
Total Property Taxes Saved
= $ 3,003.84 = $ 3,003.84 = $ 1,641.60
= $ 3,741.11 - 528.96
= $ 860 00
- $ 12,779.35 $2,559.672.0 0
Net Savings $2,546,892.65 - Based on analysis of two years worth of local government
budget appeals a savings of $5,671,125.34 has resulted for the taxpayers of Iowa.
There are also some additional costs at the local level which are borne.by the.loca1 government or petitioners ' respectively. should not be significant, if the local government-was prepared to properly defend its budget at the public budget hearing.
The additional cost to the local government
Omortunities
Based on the above analysis it does not appear their are any benefits to the taxpayers of Iowa to make the local qovernment appeal process more prohibitive or to eliminate It .
I
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I
COMMUNITY COLLEGES
Backaround/DescriDtion
Community colleges in Iowa, authorized under Chapter 280A, Code of Iowa, constitute a state wide system of public two-year post-secondary educational institutions. the fifteen community colleges serves a multi-county merged area and all counties in the state are now included in one of these merged areas. Fourteen of the community colleges are approved as comprehensive community colleqes and one is a technical college which is currently considering applying for community college status.
Each of
The statement of olicy describing the educational opportunikies and serv E ces to be provided by community colleges is found in Chapter 280A.1, Code of Iowa. statement of policy identifies the following as services that should be included in a community collegels mission.
This
1. The first two years preprofessional education.
of college work, including
2. Vocation and technical training.
3. Programs for in-service training and retraining of workers. .
4. Programs for high school completion for of post-high school age.
5. Programs for all students of high school age who may best serve themselves by enrolling for vocational and technical training while also enrolled in a local high school, public or private.
Programs for students of high school age that provide advanced college placement courses not taught at a student's high school while the student is also enrolled in the high school.
6.
7. Student personnel services.
8. Community services.
9. Vocational education for persons who have academic, socioeconomic, or other handicaps which prevent succeeding in regular vocational education programs.
10. Training, retraining, and all necessary preparation for productive employment of all citizens.
11. Vocational and technical training for persons who
29 i
, are not enrolled in a high school and who have.not completed high school.
The community'colleges are funded by a formula based on such things as allowable growth, contact.hours, square footage, etc, which automatically determines the level of funding each fiscal year.
community colleges are governed by locally elected boards of directors that consist of from five to nine members who are elected for terms of three years, A 1ocal.board has responsibility for developing and enforcing policies and rules for the operations of their community colleges, determining the curriculum to be offered, and appointing the president of the college.
At the state level, the regulation and coordination of community-colleges is the responsibilit of the state board of education. for approval of comunit college instructional programs, college budgets, and fac f lities. colleges, the state board of education is responsible for the regulation and coordination of elementary education, the intermediate area .education agencies that provide services to local school districts( and their operation of state wide vocational rehabilitation services.
The state board has spec I fic responsibilities In addition to community
Otmortunities
During fiscal year 1991, the Higher Education Act as revised by senate file 2430 was passed. instructional cost centers and four noninstructional cost centers are the primary components of the formula. center has a ercentage of allowable growth built into the
with a two year increase in student enrollment is required under the formula.
A total of five
Each cost
formula. Add P tional appropriations to community colleqes
Place Communitv Colleaes under ChaDter 8 . Code of Iowa
Chapter 8, Code of Iowa, prescribes the preparation of State departments are required to submit
The department's budgets the state budget, budgets to the Department of Management for inclusion in the Governor's budget recommendation. are scrutinized by the Department of Management, the Governor's Office, and the legislature. By prescribing that community colleges are budgeted for in the same manner as all other departments (including the regents), they will be subject to the same scrutiny and resource limitations as all of state government. By becoming part of the appropriation process, the funding formula is eliminated and the colleges have to defend any requested increase in their appropriation.
30
/ - . ! I
I 1
i Naintaining State General Fund Aid at FY92 Levex
Of their fiscal year 1992 state eneral fund aid, community colleges will receive the f i: rst three quarters in fiscal year 1992 and the fourth quarter in fiscal year 1993, likewise, in fiscal year 1993 the colleges will receive the first three
general fund aid for fiscal years 1992 and 1993 from the perspective of the community colleges.
arters in fiscal year 1993 and the fourth quarter in f p" scal year 1994. The following chart shows state
1992 1993 Increase Formula Request $ 91,272,564 $106,757,706 $15,485,142
, 358
4th quarter 16,106.923 18,839, 595 2.732.672
Across the Board Net $ 881306,206 $106,757,706 $18,451,500
Total $104,413,129 $125,597,301 $21,184,172 %
For the purposes of dealing w i t h cost reductions for fiscal year 1993, the state must consider the amounts actually paid in fiscal years 1992 and 1993. For example the across the board reduction was applied to the fourth quarter of 1991 and the first three quarters of 1992. The following chart shows state general fund aid. to the community colleges from the state's perspective.
1992 1993 Increase
Formula request $ 91,272,564 $106,757,706 $15,485,142 4th quarter 14,809.8 62 16,106.923 , 97,061
Subtotal 106,082,426 122,864,629 16,782,203 Across the board (3,447,679) 3,447,679
Total $102,634,747 .$122,864,629 $20,229,882
Maintaining the community-colleges at the fiscal year 1992 funding, less the across the board reduction, results in a savings of $20.2 million dollars a$ shown above. level of funding for the colleges would be consistent with the rest of state government which is not only expected to operate at current levels but may be asked to absorb a 5% reduction below 1992 funding.
T h i s
IF THE FUNDING FORMULA I8 NOT ELIMINATED AND TEE LEVEL OF FUNDING IS NOT HELD AT TEE FISCAI; YEAR 1992 IIEVEL, THE FOLLOWING OPPORTUNITIES EXIST.
31
Senate File 2430 Revisions
The revisions of senate file 2430, unless repealed, will
The figures, as prepared by result in the increases for 1991to 2000 as shown below and detailed on the following table. the Legislative Fiscal Bureau, are based on 4% allowable growth and no increase in contact hours, and therefore: may be conservative 4n nature.
3991 1992 1993 199 4 199 5 199 6 199 7 199 8 199 9 2000
(in millions) 0.3 4.2 7.7 14.1 21.9 26.7 31.8 38.0 43.1 4903
These amounts are cumulative and will increase the base each year. For example the base for fiscal year 1992, not considering the 3.25% across the board decrease 5s $107.4 million. be added to by $7.7 million in fiscal year 1993 to $115.1 million and by $14.1 million in fiscal year 1994 to $129.2 million and so on. The community colleges began in 1967 with $4.5 million in state general fund aid. Over twenty-five years the general fund aid was increased by $102.9 million to 1-
the $107.4 million in fiscal year 1992 to a projected base of $340.0 million fiscal year 2000. million increase in eight years for onlv the increases qenerated by the revisions of senate file 2430. These increases, which are mobablv conservative in nature as noted above, are In addition to the allowable growth already provided for in the funding formula (the $7.7 million increase for 1993 is included in the $20.2 million detailed above).
The fiscal year 1992 base of $107.4 m h i o n would
This is a proJected $232.6
pliminate All owable Growth for FY9 3
Allowable growth for community colleges is set at 4.151%
If allowable growth was established and generates (according to the fiscal bureau) approximately a- $4.8 million increase. at 0% for FY93 the $4.8 million would be saved.
Hake the 3,2 5% Acr oss the Board Reduction Permanent Making the 3.25% across the board reduction permanent,
Eliminate Growth in Other Cost Centers
Growth in other cost centers such as contact hours,
would result in savings of $3.4 million.
square footage, libraries, and radio stations could be held at 0% or eliminated from the formula. The elimination of these cost centers could result in savings of $9.1 million dollars in fiscal-year 1993.
32
T a W kc 8F. 2410 S.F. 2430n. S.F. 2410
-.
pstablish a Standard Tuition Rate
The cost per credit hour varies from a low of $31.00 at Hawkeye Technology in Waterloo to a high of $50.00 at Iowa Lakes, Iowa Central, and Iowa Valley Community Colleges. The difference is affected by three colleges outpf the fifteen still being-on quarter hours. By factoring in the conversion of quarters to semesters and the number of credit hours enerated the average cost per credit hour is approximately
335.00. strict1 around t 41.00. number of credit hours generated the average cost is lower mainly due to the fact that Des Moines Area C.omunity College and Krrkwood Community College, who generate the most credit hours, are at $35.00 and $37.00 a credit hour-respectively.
If the average cost per credit hour is computed on the raw cost per credit hour the average cost is
By factoring in the quarter hours an the
The three community colleges still on quarters should be converted to semesters and all the colleges should have a standard tuition'rate establlshed. The tuition rate would be established by legislature during the appropriation process. For example, if the tuition rate was established at $45.00 per credit hour (semesters) and 815,106 credit hours in arts and sciences and 633,005 credit:hours in vocational education (total of 1,448,111), an additional $12 million in tuition revenue would be'generated. This was arrived at by taking the difference between $45.00 and $35.00 (or $10.00) times the total number of credit hours (1,448,111) generated. Additional revenue for credit hours that are not vocational or liberal arts would be generated but are not factored into the $12 million estimate. The additional revenue could be .deducted in whole or in part from the state general fund Aid.
Chanse Contact Hours to Credit Hours
The current formula for funding community colleges is based, in part, on contact hours. Basically, a contact hour is €ifty minutes of instruction. However, many-different. factors affect the determination of a contact hour and the factors are not consistently applied throughout the fifteen community colleges. For example, the exact same class at two different community colleges with th.e same amount of enrollment can generate vastly different contact hours. If all the colleges would operate on semester hours, as suggested above, and the contact hours were changed to credit hours in the formula, greater consistency would result.
ProDertv Tax ODtioq
Chapter 280A, Code of Iowa, establishes a general fund If any
maximum property tax levy of up to 20 1/4 cents per thousand dollars of valuation for community college funding. of the options above are implemented, the community colleges would need to examine other funding sources if they intend to
grow above a base budget. for approximately 7% of community college funding.
Property taxes currently account
If a community college feels it needs additional funding, then subject to a referendum, the college would be able to generate additional funds by levying property tax in excess of the 20 1/4 cents per thousand.
I
Eliminate' Sumlemental Fun dina for Meraed Areas 4 & 14 Current1 8 merged areas 4 and 14, (Sheldon and Creston)
receive addit I on funds because they have less than l,OOO,OOO contact hours. Essentially, the state is utting additional dollars above their formula driven appropr ation. Eliminating this appropriation would save $2.13,000.
A . P
. - . a .
3 5 i
Percent Increases in Funding Education. Cluster Base Year = 1983
120.00%
105.00%
9040%
7540%
4540%
3080%
15.00%
0.00%
-15.0096 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
- _ -i
3 6 :
r3ackurQund /Description:
In state F i s c a l Y e a x 1991 Iowa state.govemment received an estimated $1.6 billion i n federal funds. Tplis is ccmpared to $3.2 billion in estimated state general fund mipts. Federal funds are the single largest source of state revenues, mupassing even personal incaw tax revenue estimated a t $1.5 billion for FY 1991. .
university research, lm incane energy assistance, Aid to Families w i t h Dependent c!hi.ldren, medical assistance to the needy and highway construction.
Acxx>rdLng to a study by the Northeast Midwest Institute, fran federal FY 1981 through Federal FY 1988:
Iowa's large& fedeial programs include the school lunch program, state
sixty three percent of all federal reoeipts go to these six areas.
-1- received 1.0% of federal spading, shouldered 1.1% of the nation's tax burden, and was U to 1.2% of the neltfon's pqdation.
-Federal SPerdLrag in Iowa
-Iowa's return on dollar for totdl federal spexihg improved fran $0.70
-Per capita total federal spending in Iowa m e €run $1,724 (50th) in FY
by 92.7% the highest rate in the nation-far exceedLng the 49.9% incnase in totdl U.S. f- -. (49th) in FY 1981 to $1.17 (20th) in FY 1988.
i 1981. to $3422 (23rd) in FY 1988.
The pe3Entage chmges in SPerdLrag are expmssed innaninaz terns, not real m.. This mans the effect of inflation has not been taken into acccunt. Care should be taken in interpretfng these stickstt. Fiscal relationships in a federal system are canplex and it is wise to jump to
Iowa can expect to lose federal mneyas a d t of the 1990 census. Because billions of federal dollars a.m allocated by fo&as based in part on the decerunLal census, Iowans can expect to lose federal fundingwhen the new census numkers effective in 1992. 'Ihe federal programs that use dsennial population figures as a fonrarla allocation factor include saw of the mst basic support programs for cammities: highway funds, camunity developrrent block grants, low incaw energy assistance, Vocationdl edwation, drug and alcohol abuse and payments to agricultuml stations.
The Iowa Office for State - Federal I&lations (OSFR) was established by the state legislature to pranote the interests of Iowa state govemnmt before Congress, federal agencies, national associations and influence the developrrent of national policies and mnitor federal Wqet policies. 1- Code Section 7F.4 says the OSFR shall: .
- conclusions.
31
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I I '
a. Coordinate the developwnt of Iowa's state-federal relations efforts which shall include an annual state-federal program to be presented to Iowa's congressiondl. delegation, the sponsorship of traLnFng sessions for state govenmnt officials, and the maintenance of a management information system.
b. provide state govemwnt officials with greater access to current informtion on federal 1qislative.and executive actions affecting S k t e govenmmt.
C.
d.
e.
f .
Advocate fecleral.policies and positions which benefit the state or are important to state gavenntrent.
Monitor federal budget policies anl assistance progranr; and assess thelx impact on-the state.
I m p m e the state's ability to establish key contacts with federal.
~roups, and professional associations i n oder to share infomation and fonn cooperative agreements. . . officials, officials from other states, oryanizations, business
The OSFR'S e s t i m t d FY 1991 budget.- $225,340 and SxECluded 3.15 full time equivalent positions. nEe dLrectar is appointed by the Governor, subject t o confirmation by the senate. Salaries and benefits accuunt for 72% of the estimated expenditures.
In cooperatfon with state ckprtmnts the OSFR prepares an annual listing of Iowa state department initiatiw and concerns. The list is shared and discussed with the Iowa Congressional delegation by the Governor. with over 75 issues included $n 1991 it is difficult to de- where emphasis s u d be placed. currently, there is no established m&hod to set priorities other than those identified by ts. state-tsare carpeting for l imited f s funds; -% w i t h congress are often fragmnted or duplicative as each departraent is vying for its priorities.
.
Each state identifies a liaison to work w i t h the OSFR on federal issues. nEereisalsoaliaisonassignedfraneachofthestate universities. liaisons with a Wleekly xtem summizing congressional activity. OsFR staff also met w i t h the liaisons whenqnx passible during trips to Des Mines.
when congress is in session the 05FR camntnicates. with the
he OSFR works not only with the 10wa congressional delegation, but also w i t h the White House IIdarinistration and federal agencies. OSFR staff help coordinate and set up me- for state department persome1 traveling t o Washington D.C.
State department staff are responsible for identifying and actively pursuing potentidl sources of federal funds and foundation grants. Possible source^ of infomation include the Catalog of Federal WUcs AssistaM=e, the Federal Fbqister and individual departments professional associations.
38
In ac ii ion to staff assigneG as a liaison with the m, some deprtmnts also have staff-assigned to look for federal funding opportunities. While satvt d-ts are fairly SOpNsticated in the identification of federal funding opportunities, others have little or no experience or -e.
once a departnrent identifies a grant apportunity certain procledures are in place to allow for the tracking of. federal xeceipts and expemiitures as reqcltred by Iowa Code Section 8.44. When a Ctepartment --.a grant application, the department is also required to fill out the Iowa Grant Application Form. cupies m dLstributed to the Departarent of M a n a m t (a), kgislative Fiscal wlreau (m') and the OSFR. If the grant application is denied, a copy of the notification is sent. to the satlle three departments. If the grant application is appmved, the notification along with a of the grant master is mrtmitted. In a letter dated October 25, 1991 the dtrectars of the notifid state -E intention to Grant Management System effective retmactively froln July 1, 1991.
Iowa Code Section 8.22 requims the Owernar's budget message to include a stateinent of federal funds received in the form of block or categorical grants. state depmnents nust Elmvide t h i s infoJmatim to D0Mby"mber 1 ofeachyear. ThestatementofFederdlmisprblishedanrntallyas. mquined by this aode section. It shows federal funcis recf2ived by d!epmnmt the prrpose of the funds andanyrequiredstatemtch.
t of Revenue and Finance'(DRF) and the WM e t o z y use of the
Iowa's budget process inclucks the identification of estimated federal reaeipts and e x p e n d i ~ . Although thls infornEltion is reported, the tzuxzent budget system focuses on the state general fund and other
Governor's office or the legislature. State rnatChLng funds are reviecJed in the context of each state departments cJaeral fund request. systemornu3thod to ensure federal funds are l-ged effectively and in acconiance w i t h the state's goals and priorities.
cJmo*tv/Pal Recarmendation:
Establish Priorities far Federdl Emiing:
-htedm. Federal funds~n~tscrutLnizedbytheDOM~the
Tltbere is no
Iowa could do anazchbetter job identrfyiraspjects and program likely to attract federal financial support. In arder to accauplish this it is inaprtant to establish clear priorities for federal funding. T%e process of departrncrrt identification of priorities has been successful but statewide goals anl objectives -need to be identified. Priorities should be cross-cutting, divided along cluster rather than agency lines. !the existing cluster graups auld be used or an alternative gouping established. One psible division is: 1) human msoumes; 2) infmstmcture; 3) research and technology.
A planning and decision ndking process for setting priorities needs to be established. Interagency Task Force could be established to work on the developent of priorities. These task farces Flould follow the lines of the cluster groups. The task forces could use the Iowa Futures Agenda to prioritize projects in accordatlce with the state's goals and objectives.
Once identif id, an action plan for each priority should be .developed. Tkis
39
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includes looking for both existing federal grant programs and seeking direct appropriations for Iowa's projects. uniform state policy will minimize fragmented or aonflicting efforts by sta te departments in cammications with congress and federal agencies.
coodimtim w i t h other Entities:
Establishing clear priorities and a
The state's efforts to attract federal funds could also be Coordinated w i t h local goveqments, private entaprises and non profit organizations. cammication efforts will be enhanced if all interested parties work together to secure federal fundLrag and pxxmte Iowa's interest.
Enhancecantwriting:
mch department is responsible far identifying and actively pursuing potential sou~ces of federal furxis. A ccmtamiations network could be developed to enhance existing staff effarts in m- and requesting Qrants.
Deprtmnts could pool resources and assist each other i n preparing wellwritten and well-justified grant proposals. Training and technicdl assistathce on grant writing could be provided by state departments. A list of key persons w i t h i n state departments who are responsible for writing grants could be developed and IMde available to a l l depAm?nts.
Feview.sta~ Matchi3q Fuds:
While not always possible, state funds should be CamLitted to help attract federal matching resources. Cost shared projects have a much better chance of getting federal attention. A system should be developed to ensure state matching funds are taryeted towards the state's priorities and toward effectively leveraging federal funds. Federal. funding and a rwiew of state matching funds needs to be integrated into the state budget process.
- T r a c M n g F e d e r d l - d a n d - :
The state h a s an effective system for tracking the receipt and expenditure of federal funds. The 1- Grant Psplication Farm provides notification of grant requests. The infonaation provided includes the type of assistance requested, project duration, match nquimrmts, indirect costanda
information of federal funds flowing into the state and to ensure grant requests are in accordance with the statefs priorities.
A recent mm fran the directors of CCM and the DRF (dated October 25, 1991) calls for the mandatory use of the Grant m g e m n t system. m e primary function of this system is to identify and collect all grant related financial infonnation. TNS system provides both mdification of award and grant expenditure information.
description of .the grant p p s e s . TNS infomation is useful in obtamm "g
These nrechanisnrs - the Iowa Grant Application Form and the Iowa Want Managamnt System will adequately identify the receipt and expenditure of federal funds.
40
Anticipated Benefits:
In sta te Fiscal Y e a r 1991, Iowa state govemwnt received an estimated $1.6 billion federal funds. These receipts can be categorized as follows:
operating Grants $ 185.9 E3it.i.tl-t p l q r a m 18146.0 special Grants 58.1 Univmity Research 176.3
mtal (inmillions) $1 8 566 3
Iowa needs to create a system to Statmide priorities should be developed, grant writing coardinated and state matching funds reviewed. These actiom would not required ackiitional state funds and could help haease the flaw of federal funds into Iowa. Federal funds could be ir#=l?easedbyanestimated $5.8 million ( I rkxmse special grant
anl increase federal funds.
I
receipts by 10%
41
qpportunities seem to ex is t for camnunities to share/collaborate t o make library services available and affordable. Possible areas of sharing are: facilities, collections, transportation, semices, staff, technology and joint grants. Possible institutions and agencies that could be part of a sharhgarrangementcouldbe: cammu 'ty colleges, colleges, universities, area education .agencies, plblic schools, private schools and govwxmmt agencies.
.
over the years the regional. lfhrary services haw apparently distributed their collections and provide m y support services to local libraries. TNS &o sems to be the situation with the state library services with the exception of the h and medicdl librarfes. This seems to indicate that the historic role of the regional and state structures has changed and these may be areas for role review.
The possibilities afforded by technology and sharing/collaboration could be new initiatives to be considered in a review of regional, state and local initiati.ves/structures.
42