HomeMy WebLinkAbout2022-01-13 Info Packet_ 1 r 1
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CITY OF IOWA CITY
www.icgov.org
City Council Information Packet
January 13, 2022
IP1. Council Tentative Meeting Schedule
January 18 Work Session
IP2. Work Session Agenda
IP3. Memo from Assistant City Manager. American Rescue Plan Act Update
Memo from City Manager. Expediting the Market/Jefferson Capital Project
IP4. Pending City Council Work Session Topics
Miscellaneous
IP5. Memo from City Manager. City Council Strategic Plan
IP6. Memo from City Manager. ARPA Grant CommUnity Crisis Services & Foodbank
Mobile Crisis Outreach
IP7. Memo from City Clerk: Joint Entities Agenda Items for January 24
IP8. CMI Service Examination: Information Security Analyst
IP9. CMI Service Examination: Water Service Clerk
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CITY OE IOWA CITY
www.icgov.org
City Council Informati • Packet
IPI. Council Tentative Meeting Schedule
January 18 Work S - - ion
IP2. Work ession Agenda
1P3. Memo f • Assistant City Manager: A
IP4. Pending Ci Council Work Sessio opics
Mi ellaneous
January 13, 2022
rican Rescue Plan Act Update
IP5. Memo from City Ma ager: ' ity Council Strategic Plan
IP6. Memo from City Maria. :: ARPA Grant CommUnity Crisis Services & Foodbank
Mobile Crisis Outrea
IP7. Memo from City C , rk: Join Entities Agenda Items for January 24
IP8. Civil Service E ; mination: I nf. t ation Security Analyst
IP9. CMI Service xamination: Water • ervice Clerk
Item Number: 1.
J anuary 13, 2022
Council Ten tative Meeting Sched u l e
AT TAC HM E NT S :
Description
Council Tentative Meeting S chedule
City Council Tentative Meeting Schedule
Subject to change
January 13, 2022
Date Time Meeting Location
Tuesday, January 18, 2022 4:00 PM Work Session The Center, Assembly Room
6:00 PM Formal Meeting 28 S. Linn Street
Monday, January 24, 2022 4:30 PM Joint Entities Meeting TBD
Hosted by Johnson County Board of Supervisors
Tuesday, February 1, 2022 4:00 PM Work Session The Center, Assembly Room
6:00 PM Formal Meeting 28 S. Linn Street
Tuesday, February 15, 2022 4:00 PM Work Session The Center, Assembly Room
6:00 PM Formal Meeting 28 S. Linn Street
Tuesday, March 1, 2022 4:00 PM Work Session The Center, Assembly Room
6:00 PM Formal Meeting 28 S. Linn Street
Tuesday, March 22, 2022 4:00 PM Work Session The Center, Assembly Room
6:00 PM Formal Meeting 28 S. Linn Street
Item Number: 2.
J anuary 13, 2022
Work Session Agen d a
AT TAC HM E NT S :
Description
Work Session Agenda
Iowa City
City Council Work Session Agenda
January 18, 2022 - 4:00 PM
The Center - Assembly Room
28 S. Linn Street
www.icgov.org
You can watch the meeting on cable channel 4 (118.2 QAM) in
Iowa City, University Heights and Coralville, or you can watch it
online at any of the following websites:
• https://citychannel4.com/live
• https://www.youtube.com/user/citychannel4/live
• https://facebook.com/CityofIowaCity
• Discussion of Johnson County Direct Relief Program
• Continuation of budget discussion
• Continuation of meeting protocol discussion
• Clarification of Agenda Items
• Information Packet Discussion [January 6, January 13]
Council direction needed on the following items:
1. (1/13) IP5 Memo from City Manager: City Council Strategic Plan
2. (1/13) IP7 Memo from City Clerk: Joint Entities Agenda Items for
January 24
• Council updates on assigned boards, commissions, and committees
Item Number: 3.
J anuary 13, 2022
Memo from Assistan t City Man ager: American Rescu e Plan Act Up d ate
AT TAC HM E NT S :
Description
Memo from Assistant City Manager: American Rescue Plan Act Update
Date: January 12, 2022
To: City Council
From: Rachel Kilburg, Assistant City Manager
Re: American Rescue Plan Act Update
The U.S. Treasury has allocated $18.3 million to the City of Iowa City in local fiscal recovery funds
through the American Rescue Plan Act (ARPA). The City has received its first tranche of entitled
funds (approximately $9 million) and has not yet made any encumbrances or expenditures.
On January 6, 2022, the U.S. Treasury released the Final Rule with updated eligibility guidance.
Most notably, updates to the Final Rule expanded and clarified eligible uses and added a major
simplification allowing cities to take advantage of a standard allowance of up to $10 million in
revenue loss. However, a more in-depth review and analysis of the updated guidance is underway
and City staff will keep Council apprised of notable changes that are relevant to the City’s ARPA
expenditure priorities.
Following extensive public input, at the S eptember 7, 2021 Work Session City staff presented
initial expenditure recommendations and the City Council signaled their support for the following
expenditure priorities, categorized by emergent needs and strategic investments . A column has
been added to indicate the project status, with details on the following page(s).
Program Est. Funding Range Status
Emergent Needs:
Direct Payments to Eligible Adults $1 - $1.5 million In Development
Eviction Prevention $1 - $2 million In Development
Housing Repair / Relocation $500k - $1.5 million In Development
Emergency Non-Profit Assistance $500k - $1 million Not Started
Strategic Investments:
BIPOC Business Support Framework / Infrastructure $4 - $6 million In Development
Social Service Needs Assessment and Capital Planning
+ Seed Funding
$3 - $6 million Not Started
Affordable Housing Initiatives $2.5 - $6 million In Development
Mental Health Services $1.5 - $3 million In Development
Workforce Development $1.5 - $3 million Not Started
Climate Resiliency and Hazard Assessment Planning $500k - $3 million Not Started
Small Business, Arts, Culture, and Tourism Investments $1 - $2 million Not Started
Government Services and City Revenue Replacement $1 - $3 million Not Started
January 12, 2022
Page 2
Program Status Update: Emergent Priorities
Direct Payments to Eligible Adults Status: In Development
The pandemic had a disproportionate financial impact on low- to moderate-income
individuals, many of whom were left out of federal stimulus payments intended to provide
household relief. In November, the Johnson County Board of Supervisors allocated $2 mil lion
in ARPA funding to a direct payment program. Following a joint City -County work session,
Council agreed to let Johnson County lead development of a direct assistance program. Over
a continuing series of work sessions, Johnson County has developed a Di rect Assistance
Program which provides one-time $1,400 payment to Johnson County residents who faced
negative economic impacts as a result of the COVID -19 pandemic. A draft of the Direct
Assistance Program from Johnson County’s December 21, 2021 Work Sessi on agenda is
attached to this memo. Per the program draft, e ligible applicants must have lived in Johnson
County since March 1, 2020, be a legal adult, and meet the U.S. Treasury’s definition of low -
to moderate-income. After a set application period, applicants will be chosen through random
selection.
Next Steps: Johnson County staff intends to refine their proposal in accordance with the
recently released Final Rule and continues work on developing the program webpage,
communications plan, and application with the intention of opening the application period in
March 2022. County staff is preparing an ARPA update for the Board of Supervisors at their
January 19 Work Session.
City Council will discuss direct assistance at their January 18, 2022 Work Session and staff
will communicate any feedback from the Council to the County, as directed. Staff recommend
Council’s January 18th Work Session discussion includes a decision on financially contributing
to or supplementing the County’s Direct Assistance Program.
Eviction Prevention Status: In Development
The pandemic created and exacerbated housing instability for many populations. Iowa City,
Johnson County, and Shelter House have initiated discussion regarding an ARPA -funded
community eviction prevention program. This would extend and enhance previously allocated
federal, state, and local dollars that created new pandemic -related eviction prevention
programs in the community. That previously allocated funding has not yet been exhausted.
Additionally, it is anticipated the State may use a portion of their federal pandemic relief
funding to develop a new statewide housing initiative.
Next Steps: Conversations have temporarily paused until details on any new State housing
programs are announced.
Housing Repair/Relocation Status: In Development
City Council has communicated that relocation of the remaining Forest View Mobile Home
residents is a top priority within this expenditure use, as the pandemic has exacerbated
housing stability for this population . City staff have remained engaged with the mobile home
community tenants and the Center for Worker Justice (CWJ), who has submitted a proposal
January 12, 2022
Page 3
outlining tenant priorities for relocation assistance. City staff are reviewing the tenants’ and
CWJ’s proposal within the context of the updated Treasury guidance .
Next Steps: Staff will develop a relocation program for City Council consideration at a
February meeting with a goal of offering relocation payments by early summer 2022.
Emergency Non-Profit Assistance Status: Not Started
Many local non-profits continue to experience financial pressures, increased demand for
services, and a shortage of staff and volunteers. Earlier in the pandemic, the City contributed
federal, state, and local funds to provide emergency assistance for loc al non-profits. Thus, a
framework for administering emergency non -profit assistance exists.
Next Steps: Staff will develop a program proposal based on similar previous efforts. That
proposal will be forwarded to Council for consideration in the coming mon ths.
Program Status Update: Strategic Investments
BIPOC Business Support Framework & Infrastructure Status: In Development
In November 2021, the Iowa City Area Development Group (ICAD) funded an economic
inclusion study led by Astig Planning and supported by the RE | Connect Collective. The study
aims to identify gaps in resources and opportunities for local BLIPOC businesses and
entrepreneurs. Staff anticipate this study will help info rm decisions by Council and other
elected bodies on how to most effectively, strategically, and equitably invest ARPA funds to
support BLIPOC business. Additionally, staff have been engaged in conversations with
several local BIPOC business owners and entr epreneurs regarding projects and programs
related to this effort, such as a BIPOC business venture fund and a fashion design skill - and
community-building program for youth.
Next Steps: Completion of the Economic Inclusion Study is expected in June 2022. Following
completion of the study, staff will prepare recommendations for investing in a comprehensive
BIPOC business support framework and seek Council approval to solicit proposals.
Social Service Needs Assessment and Capital Planning Status: Not Started
Iowa City has held preliminary conceptual conversations with local social service agencies
regarding a comprehensive social services needs assessment. Johnson County has signaled
interest in collaboration.
Next Steps: Develop a steering committee and hold initial stakeholder meetings with local
social service agencies and other entities in spring 2022 and prepare an Request for
Qualifications (RFQ) for professional assistance in completing the needs assessment.
Affordable Housing Initiatives Status: Not Started
ARPA-funded affordable housing investments will take a multi-pronged approach, including:
January 12, 2022
Page 4
• Housing Trust Fund of Johnson County: The City has initiated discussion with the Housing
Trust Fund on their interest in administering an ARPA-funded Affordable Rental Housing
Initiative targeting projects that will secure permanent affordability.
• Other Projects: The Johnson County Board of Supervisors allocated $4 million in ARPA
funding to develop the County-owned property at 821 S. Clinton Street for affordable
housing redevelopment. Staff will continue to work with the County to identify opportunities
for collaboration.
Next Steps: Staff will present a proposed Affordable Rental Housing partnership with the
Housing Trust Fund for Council consideration in late winter or early spring of 2022.
Mental Health Services Status: In Development
A cover memo from the City Manager and a proposal from CommUnity Crisis Services &
Foodbank on expansion of Mobile Crisis Outreach in response to the COVID-19 pandemic is
included in the January 13, 2022 Information Packet. No other initiatives are planned within
this category.
Next Steps: Staff will draft a formal agreement with CommUnity in compliance with updated
federal guidance for Council consideration at a formal meeting in February or March of 2022.
Workforce Development Status: Not Started
Staff will explore partnership opportunities to invest in childcare services and workforce
development training, such as pre-apprenticeship programs. Previous conversations with the
University of Iowa Labor Center have provided an initial framework for pre -apprenticeship
programs that will target underserved populations.
Climate Resilience and Hazard Assessment Planning Status: Not Started
Final Rule guidance on resilience projects has been updated and is under review.
Small Business, Arts & Culture, and Tourism Investments Status: Not Started
Final Rule guidance on such investments has been updated and is under review. A framework
for small business assistance exists. Staff will evaluate the efficacy of this use in the context
of competing priorities and as directed by City Council.
Government Services and Revenue Replacement Status: N/A
At the September 7, 2021 Work Session, Council indicated a hesitancy to pursue revenue
replacement as allowed under the ARPA statue. The Final Rule simplified the revenue
replacement process, allowing a standard revenue replacement allowance of up to $10
million. This change was intended to simplify the revenue replacement option for local
governments and to expand eligible uses to government services that are not enumerated or
otherwise eligible in U.S. Treasury eligible use guidance. Staff encourages Council to
maintain revenue replacement as a viable option as it may provide additional flexibility to
meet community needs.
Item Number: 4.
J anuary 13, 2022
Pen d ing City Cou n cil Work Session Topics
AT TAC HM E NT S :
Description
Pending City Council Work S ession Topics
PENDING CITY COUNCIL WORK SESSION TOPICS
January 13, 2022
Other Topics:
1. Consider a plan for rubberized surfacing at park playgrounds and develop strategies to address equity gaps
noted in the Parks Master Plan and plan for the equitable distribution of destination parks within an easy and
safe distance of all residents.
2. Discuss possible changes to residential zoning classifications to allow and/or require a greater diversity of
housing types (i.e. missing middle)
3. Consider establishing a cost of development framework that can help guide decisions on how best to
accommodate future growth
4. Review low-income fare free transit op tions
5. Discuss low-intensity commercial use allowances in residential zones
6. Discuss long -term planning work group priorities
7. Discuss Local Option Sales Tax
8. Discuss a land acknowledgement for City Council meetings
9. City Conference Board (Feb 1 & March 1)
Item Number: 5.
J anuary 13, 2022
Memo from City Man ager: City Cou n cil Strategic Pl an
AT TAC HM E NT S :
Description
Memo from City Manager: City Council Strategic P lan
Item Number: 6.
J anuary 13, 2022
Memo from City Man ager: AR PA G rant CommUn ity Crisis Services &
F ood b ank Mobil e Crisis O utreach
AT TAC HM E NT S :
Description
Memo from City Manager: A R PA Grant CommUnity Crisis Services & F oodbank Mobile Crisis
Outreach
Date: January 10, 2022
To: Mayor and Council
From: Geoff Fruin, City Manager
Re: ARPA Grant: CommUnity Crisis Services & Foodbank Mobile Crisis Outreach
At the City Council’s September 7, 2021 work session, staff presented several recommendations
regarding the use of our American Rescue Plan Act (ARPA) funds from the federal government.
Since that time, both the City Council and staff have advanced conver sations on a number of the
initiatives. One of the identified strategic investments was aimed at bolstering our local mobile
crisis service to improve response time and consistency in service. At the time, staff estimated
the cost of the overall mental health strategic investment in the range of $1.5 - $3 million.
In order to accomplish this objective, staff has worked closely with the service provider,
CommUnity Crisis Services & Foodbank, to craft the attached corresponding proposal. Staff
believes the proposed $939,082 grant will greatly enhance the existing mobile crisis service in
the community, which is currently available to all residents , at all times and with no direct cost. As
the service continues to be enhanced it will increasingly be utilized by the community and
experience a greater number of referrals coming from law enforcement, non -profit organizations
and others in the community.
Staff will next begin to draft a formal grant agreement with CommUnity Crisis Services &
Foodbank. While drafting the agreement, staff will have to consider the final ARPA rules that were
published late last week. Some changes may be required after staff fully reviews the final rules.
The final agreement will be presented to the City Council for approval at a future formal meeting.
If the City Council has questions, concerns or suggestions at this time you are free to discuss
those at your work session or follow-up with me individually.
Proposal: Expansion of Mobile Crisis Outreach in
Response to the COVID-19 Pandemic
Background
Mobile Crisis Outreach (MCO) is a program of CommUnity Crisis Services & Food Bank, an organization
that has been serving Johnson County for over 50 years. Mobile Crisis Outreach has been in operation
since 2013 throughout Johnson and Iowa Counties, with approximately 70% of all responses occurring
within Iowa City limits. MCO operates 24/7 to any youth or adult experiencing a mental health crisis, or
presenting in need of emotional support. There are no fees to the client served, and we respond
wherever they are in the community in less than 60 minutes. CommUnity does not define crisis, so we
respond to a wide range of needs. Examples of such would be to provide crisis counseling and safety
planning for individuals experiencing suicidal ideation, de-escalation of family conflict, grief counseling,
de-escalation of an acute mental health crisis, or connecting individuals to the appropriate level of care.
Our MCO program is accredited by the American Association of Suicidology, the International Council for
Helplines, and Chapter 24 through the State of Iowa. All counselors we employ must meet the
educational and training requirements set forth by each of those accreditation standards. Additionally,
we have dedicated follow-up counselors who contact clients after the initial intervention to ensure they
have the supports they need. MCO works closely with the GuideLink access center, local hospitals,
schools, law enforcement, mental health providers, and other community based nonprofit organizations
to ensure appropriate levels of care and access to the full spectrum of services available in our
community.
CommUnity Crisis Services recognizes that we are in a unique position to support law enforcement with
calls related to mental health. In order to best support law enforcement we need the resources and
ability to respond to calls from schools, law enforcement officers, and the community at-large within 15-
20 minutes. Our average response time is currently 33 minutes within Iowa City limits. By cutting our
response time in half, we could increase utilization of mobile crisis, which could in turn prevent calls for
service to law enforcement when mobile crisis would be better suited for the response. If school
administrators know that we can respond in less than 20 minutes, they are more likely to utilize MCO
over law enforcement when appropriate. Law Enforcement themselves are more likely to call our
counselors to handle a response if they know we can get there more quickly, freeing up officer
resources. As we continue to expand outreach efforts so the community is aware mobile crisis is an
alternative to 911, a quick response will increase the likelihood an individual or family would utilize
mobile crisis for future needs.
Summary of Need
The COVID-19 pandemic has significantly exacerbated the mental health needs within our community,
and across the nation. We know that there is a much greater need for mobile crisis calls than are
currently being accessed by our community, so it is important we reduce barriers by increasing outreach
and reducing response time. The impacts on vulnerable populations have been significant, according to
the 2021 SAMHSA COVID-19 report. The report noted that young adults, women, racial & ethnic
minorities, people with low income, homeless individuals and older adults all experienced and increase
in levels of anxiety, depression and substance use. The general mental health impact reported that 19%
of Americans are experiencing worsening mental health symptoms during COVID, Clinical Anxiety levels
increased by 3 times throughout 2019, depression increased by 4 times throughout 2019 and alcohol
use increased by 14%. While that data is alarming, it correlates directly to the SAMHSA data showing
thoughts of suicide have doubled in 2020 as individuals and families continued to experience fallout
from the pandemic.
Now, more than ever, it is important that our program focuses on building awareness, utilization and
conducting outreach to ensure we are reaching individuals and families that have been
disproportionately affected by the pandemic. We currently collect client information by zip code so we
can track the areas of highest utilization, as well as areas within the community that may be under-
utilizing mobile crisis services. This data helps drive outreach efforts, as well as providing a community
wide picture of gaps and need.
Youth mental health has also been exacerbated by the pandemic in significant proportion. Children and
adolescents experienced a massive disruption in routine and social supports, along with missed
milestones like prom, sporting events and graduations. According to the 2019 Iowa Youth Risk Behavior
Survey, it was found that Iowa high school students were much more likely than the rest of the United
States to have a suicide attempt result in serious injury that required treatment from a health care
provider. According to the CDC there was a 31% increase in Emergency Department visits related to
mental health by youth 12-17 throughout COVID.
This data correlates with what we have seen locally in Mobile Crisis Outreach Utilization. Mobile Crisis
had its two busiest months in program history at the end of FY21. We are on course in FY22 to reach
850 contacts by year-end, which will be more than double the contacts we saw in all of FY20.
In addition to the increase in mental health needs as a result of the COVID-19 pandemic, we are
experiencing significant workforce challenges directly related to the pandemic. Mobile Crisis Outreach
is primarily staffed with on-call counselors who respond 24/7 based on client need. Due to the
challenging nature of the work, concerns about COVID exposure, and the inconsistency of scheduling, it
can lead to high turnover within our program. With high turnover of counselors, we are at risk of
experiencing inconsistent service levels, decreased referrals to mobile crisis, and the loss of highly skilled
counselors. It is critical that we pay a competitive rate, retain, recruit, and build capacity for Mobile
Crisis Outreach to meet the increase in demand for services. We have recently hired a full time Youth
Mobile Crisis Coordinator to focus on meeting the needs of youth in our community. It is full time
professional positions such as this that ensure our program maintains the quality and responsiveness
that provide program stability. It has been a unique situation to simultaneously address unprecedented
workforce challenges with an increase in demand for mental health services.
Proposed Solutions
Historically, Mobile Crisis Outreach has staffed its 24/7 operation with on-call mobile crisis counselors.
As workforce shortages occur, and service demand increases we need to create stability by adding full-
time Mobile Crisis Counselors along with our on-call staff. The addition of three full-time counselors will
create dedicated positions on each shift to increase quality and responsiveness. Operating a hybr id
model with both full time and on-call counselors will provide the coverage, stability, expertise,
dedication, and responsiveness needed by our community at this time.
Under our current structure, Mobile Crisis Counselors have to report to our office to obtain a company
vehicle to use for response. With the addition of a fleet of vehicles, we can have counselors pick up the
mobile crisis vehicle at the start of each shift, so they can respond to call directly wherever they are at
the time. This simple addition of resources, and change in process has the ability to cut 15-35 minutes
off each response. This reduction in response time would allow us to reach those in crisis more quickly,
and has the potential to increase law enforcement and school utilization of mobile crisis outreach.
Lastly, by remodeling our old food bank area at 1121 Gilbert St. we would be able to house Mobile Crisis
Outreach well into the future without ongoing rental expenses. This would maintain a central location
that is ideal for response time, offers private meeting space for clients and counselors, and creates
private office space to maintain confidentiality during follow up care. Housing Mobile Crisis Outreach in
the remodeled space would allow for program growth, and save approximately $50,000 annually in
operating expenses. That savings would allow $50,000 each year to be reallocated towards either
ongoing vehicle expenses, and/or personnel expenses.
Program
Need
Est. Unit Cost Year
1
Year
2
Year
3
Est. Total
Cost
3 FTEs for
3 years
$60,000 year 1
$61,800 year 2
$63,654 year 3
$180,000 $185,400 $190,962 $556,362
8 Mobile
Crisis
Response
Vehicles
$22,000/vehicle $182,720 $182,720
Remodel to $200,000 $200,000
0
$200,000
create 5
Mobile
Crisis
offices and
a debrief
room
Year 1:
$562,720
Year 2:
$185,400
Year 3:
$190,962
Total Cost:
$939,082
While $382,720 in funding would be allocated towards one-time expenses that does leave ongoing staff
expenses of approximately $200,000 annually to maintain the hybrid staffing model. Funding three
years of additional staffing expenses would provide the needed time to explore sustainable methods of
funding the expanded mobile crisis outreach model that is so needed by the Iowa City community.
There are a variety of options that can be explored for sustainable funding and future growth.
One opportunity may come with the creation of the 9-8-8, which launches July 1, 2022. CommUnity
Crisis Services is on the Statewide 9-8-8 planning collation, and is a contracted center of the National
Suicide Prevention Lifeline (NSPL). With 9-8-8 there has been a lot of emphasis on funding the entire
crisis continuum appropriately as easier access to a crisis line provides increased opportunity for high
standards in crisis care. Due to our affiliations with this national effort, CommUnity is actively involved
in the design and funding opportunities for the crisis continuum as they arise. Recently SAMHSA
announced an FY22 funding allocation of $282 million dollars to support Lifeline and Crisis Center
efforts. The funding is broken down into two parts; $177 million to expand center capacity, and $100
million to fund states to build up workforce capacity for local centers. This is 10 times the funding
allocation from prior years. While there are a lot of unknowns about how this funding will be ultimately
distributed, it does demonstrate the potential for more state and federal support of cris is services.
Secondly, with the Iowa legislation passed this year that changes how mental health regions are funded
and overseen, there will be more involvement from the Iowa Department of Human Services and Public
Health in regional services. We know that both departments are dedicated to having successful mobile
crisis programs located in every region of Iowa. Again, this creates a lot of unknowns, but has the
potential to provide an increase in funding for mobile crisis services.
If neither of those options provides an increase in funding for mobile crisis outreach in the next 3 years
we would need to look at the possibility of sustainable funding from the City of Iowa City, or reverting to
a strictly on-call staffing model. That said, our goal would be to demonstrate the effectiveness of this
model in both increasing utilization and access, as well as reducing response time. If we can effectively
demonstrate that, it increases the chances we can secure additional funding from other sources mov ing
forward. It should also be considered that as we approach the end of year 3, we could see a decrease in
utilization due to an increase in mental health stability as the fallout from the pandemic wanes, and
could adjust staffing models accordingly if needed.
Item Number: 7.
J anuary 13, 2022
Memo from City Clerk: Joint En tities Agen d a Items for January 24
AT TAC HM E NT S :
Description
Memo from City Clerk: J oint Entities A genda I tems for J anuary 24
Item Number: 8.
J anuary 13, 2022
Civil Service Examin ation : Information Secu rity An alyst
AT TAC HM E NT S :
Description
Civil S ervice E xamination: I nformation S ecurity Analyst
Item Number: 9.
J anuary 13, 2022
Civil Service Examin ation : Water Service Clerk
AT TAC HM E NT S :
Description
Civil S ervice E xamination: Water Service Clerk
Late Handouts Distributed
1- -2Z
(Date)
miaculaly
CITY OF IOWA CITY
410 East Washington Street
Iowa City, Iowa 52240-1826
(319) 356-5000
(319) 356-5009 FAX
www.icgov.org
City Council Agenda - January 18, 2022 - Regular Formal Meeting
Information submitted between distribution of late handouts on Friday and 3:OOpm on Tuesday.
Late Handouts(s):
Regular Formal Agenda
15. Dover Street Traffic Calming - (See correspondence from Margaret Murray)
1/13/22 Information Packet
IP. Memo from City Manager: Expediting the Market / Jefferson Capital Project
P
�•�-r�,:, CITY OF IOWA CITY
MEMORANDUM
Date: January 18, 2022
To: Mayor and City Council
From: Geoff Fruin, City Manager
Re: Expediting the Market / Jefferson Capital Project
Background
At the January 12, 2022 work session, the City Council indicated an interest in expediting the
Market / Jefferson one-way to two-way conversion project from the currently proposed 2026
construction season. This memo aims to provide additional information on the project, describe
the complexities in moving up the project and provide a path forward for completing the project
in the 2024 construction season.
Late Handouts Distributed
1-I'-2 -
(Date)
The Market / Jefferson project will include the changing of the traffic pattern on both of these
long corridors from one-way to two-way traffic. The project will replace 1970s vintage traffic
signals throughout both corridors, improve street geometrics and alignments, and improve curb
ramps and pedestrian accommodations at intersections to modern standards. Staff anticipates
twelve to fifteen months will be needed to secure a design consultant, conduct public meetings
and complete engineered plans. Land acquisition will likely be needed in order to accommodate
modern traffic signals with enhanced pedestrian features and improved curb ramps. Land
acquisition occurs after engineered plans and project plats are prepared. That phase of the
project can take six months or more as it requires appraisals to be prepared, offers to be made,
negotiations to be held, and occasionally condemnation. Lastly, the order time for new traffic
signals currently sits at nine to twelve months. Thus, even if staff -initiated efforts immediately,
completing the project in the 2024 construction season could be an ambitious goal.
In order to maintain a stable debt service tax rate, staff aims to limit annual bonding to between
$10 and $12 million. In a given year, the City may be slightly higher or lower than that target
range but frequent or significant deviations from this standard could place upward pressure on
this tax rate in future years, especially if there is little growth in the overall tax base. The
proposed schedule of projects in the Capital Improvement Plan also reflect an aggressive
workload for our project engineers. Adding a project of this magnitude cannot be responsibly
done under current staffing levels without delaying a comparable amount of work.
2014 Downtown Streetscape Plan
Since adoption of this plan, the City has aggressively pursued implementation of significant
related capital projects. Failing underground utility infrastructure led the City to immediately
prioritize a full reconstruction of two blocks of Washington Street. Next, surfacing failures, aging
utilities and poor lighting led the City to prioritize the full reconstruction of the Pedestrian Mall.
The two major reconstruction projects downtown totaled over $13 million in project costs and
stretched four construction seasons. Other smaller scale improvements have also been pursued
since plan adoption including intersection reconstruction at Burlington / Clinton, resurfacing of a
large portion of Burlington Street, improvements along the Gilbert Street and Washington Street
corridors (utilities, lighting, undergrounding utilities, etc.), and more. In the coming year the City
will replace the Pedestrian Mall playground.
The next top priorities in the plan include the reconstruction of Dubuque Street (Iowa to
Washington) and the aforementioned Market / Jefferson project. Prior to last year, the Market /
Jefferson project was thought to be a much smaller scale project that would focus on restriping
January 18, 2022
Page 2
the pavement and making modifications to existing signals. As staff investigated it further, we
determined that full signal replacement was prudent given the approximate fifty-year life of
existing poles. This added significant expense and the need to reconfigure pedestrian access
points at intersections (and thus corridor curb ramps). The added cost contributed to the project
being pushed out several years as staff felt greater urgency existed with other road and bridge
improvements in the CIP that generally have more acute utility and surface deficiencies.
The reconstruction of Dubuque Street downtown includes the upgrading of underground
infrastructure, surface improvements, an enhanced pedestrian realm and improved lighting. The
cost of the project is estimated to be approximately $3 million, and staff is currently in
negotiations on a consultant agreement for final design. Staff believes this project is a higher
priority compared to Market / Jefferson, primarily due to the underground infrastructure needs,
surface conditions and significant imbalance of right-of-way for vehicles compared to
pedestrians. It is staffs current intentions to finalize design next winter and begin construction in
2023 at a project cost of $3 million.
Proposed Solution
At the City Council's request, staff has prepared the following changes that could be made to
the proposed Capital Improvement Plan (CIP) in order to move up the Market / Jefferson project
to 2024. The changes take into consideration project complexity and annual staff workplans,
bonding forecasts with an eye toward a stable debt service tax rate, and the shifting of other
projects that would not have significant safety implications for the public.
The following is a summary of proposed changes to staffs budget proposal by CIP year:
2023
• Removal of the Dubuque Street Reconstruction ($3,000,000 moved to 2026)
• Addition of the Fire Apparatus Replacement Program ($1,360,000 moved from 2024)
• Addition of the Westside Park Land Acquisition ($700,000 moved from 2024)
Notes: Dubuque Street does not carry the same urgency as other roadway projects in this CIP
year and is not yet under contract for design. It carries a similar workload burden and bonding
amount compared to Market / Jefferson. Staff had aimed to include both the Fire Apparatus and
Westside Park projects in the 2023 year but settled for 2024 due to bonding model constraints.
The delay of the Dubuque Street project opens an opportunity to move forward these projects.
2024
• Removal of Fire Apparatus Replacement Program ($1,360,000 moved to 2023)
• Removal of the Westside Park Land Acquisition ($700,000 moved to 2023)
• Removal of the Lower City Park Shelters and Restroom ($600,000 moved to 2025)
• Addition of the Market and Jefferson Project ($2,600,000 moved from 2026)
Notes: Additional bonding capacity to accommodate the Market / Jefferson project is achieved
by forwarding two previously mentioned projects one-year and delaying the Lower City Park
project one year.
2025
• Addition of the Lower City Park Shelters and Restroom ($600,000 moved from 2024)
• Removal of the Hickory Hill Park Conklin Shelter and Restroom ($245,000 moved to 2026)
Notes: Accepting the Lower City Park Project into this year from 2024 leads to delaying the
Hickory Hill Park project one-year.
January 18, 2022
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2026
• Addition of the Dubuque Street Reconstruction ($3,000,000 moved from 2023)
• Addition of the Hickory Hill Park Conklin Shelter and Restroom ($245,000 moved from 2025)
• Removal of the North Market Square Playground ($300,000 moved to unfunded or 2027)
• Removal of the Market and Jefferson Project ($2,600,000 moved to 2023)
Notes: The bonding forecast model is preserved by replacing the Market / Jefferson project with
the Dubuque project. The North Market Square Park playground is in good shape and should be
serviceable until 2027 if it is delayed one year.
Recommendation
Staff believes the current Capital Improvement Plan proposal best balances the community's
priorities, staff workload and financial modeling. If the City Council determines that the Market /
Jefferson project needs to be addressed more urgently, the above proposal can be
accommodated without imposing unrealistic expectations on current staff or causing significant
disruptions to bonding models and debt service stability goals.
Staff is happy to provide more details, answer questions and explore all other possibilities at
your work session.