Chronicle Editorial

Planning for progress
 
If you haven’t followed the Hampton City Council lately, you probably missed it.
The group is in the process of implementing a new franchise fee that will add a 5 percent surcharge to residents’ MidAmerican Energy bills. If it’s approved, the city would receive all money from the additional charge to use on infrastructure improvements and other municipal upgrades.
All signs indicate that it will pass with no problems or holdups. The council held the first of three ordinance readings establishing the fee on Aug. 27, with only one citizen asking questions about the proposal. While some Hampton residents might worry about additional expenses, it’s important to analyze the franchise fee’s intended purpose before jumping to conclusions.
The fee will generate an estimated annual sum of $225,000. That’s a lot of money, and it could eventually help renovate portions of Hampton’s crumbling infrastructure. A short drive through town reveals multiple cracks, potholes and rough spots on roads in nearly every neighborhood. The local street department does its best to keep them patched and passable, but you can only band-aid something so much before it breaks completely.
Fixing them requires funding. However, that’s also a problem. Property tax cuts have depleted revenue and made planning for road replacement difficult. This franchise fee would help backfill some that lost revenue, even if it’s a rather small sum. Every little bit helps.
It’s understandable to gripe about the new expense. Energy bills are already spendy and nobody wants to pay more. After this gets passed, the city must develop a structured plan for the franchise fee revenue and spend it wisely. There’s plenty of projects to pick from and many areas of need. This franchise fee might be a small step toward future improvements, but it’s a step nonetheless.
 
New UI president an intriguing selection
 
     Successful, renowned, experienced.
     Those words would be the last three adjectives used to describe the academic career of new University of Iowa president J. Bruce Harreld, but that’s not necessarily a bad thing.
     Harreld was hired last week to lead the state’s flagship university despite outcry over his résumé. The former business executive has a storied career turning around companies like Kraft Foods and IBM, but his experiences in academia are far from illustrious. He’s never held a top spot at a four-year institution and hasn’t even come close.
     Harreld’s past jobs became a point of contention during the UI’s hiring process. Many faculty members and other critics felt Harreld’s candidacy was a farce, and they made that known very publically. However, the new president has displayed humility and an openness to learn since being named to the post. That’s promising, and the public should resist the urge to criticize the unanimous decision to hire Harreld before he even starts.
     Harreld’s career isn’t anything to scoff at. He knows how to lead large organizations and implement innovative changes that allow people to excel. That’s a necessary trait for anyone leading a big school like the University of Iowa, and he should be given a chance to show off his potential.
     The new president has also displayed a willingness to work with others and learn. His predecessor, Sally Mason, received frequent criticism during her tenure for being unapproachable and closed off from the student body and public. Conversely, Harreld has admitted he’ll need everybody’s help in his new role. That willingness to engage others and learn should pay dividend for Harreld, which will eventually pay off for the university.
     Ultimately, Harreld’s best characteristic is a new perspective. Sometimes it’s worthwhile to bring outside views to the table to find efficiencies and improvements that better serve the university, faculty and most importantly, students.